SCI Field Manual

USAID
OF THE PEOPLE OF THE STATES

UNITED OF AMERICA
SYSTEM OF
INCIDENT COMMAND
FIELD MANUAL
FOREWORD
Since its beginnings in 2002 to date, the SCI process for Latin America has been evolving with concepts and practices
adapted and agreed upon in the countries where they have been adopted. The SCI Field Manual is part of the SCI
Intermediate Course. This has been prepared with the purpose of providing strengthening the capabilities and skills
for those people who are responsible for managing expanding incidents.
Where to be effective and efficient in handling this type of incidents, preparation is required and this can only be
achieved if institutions and organizations remain in a continuous cycle of planning, or organization, training,
equipment, exercise, evaluation and corrective actions. In addition, institutions are required to have operational
procedures to deal with emergencies and incidents in which they participate, which must obey the inter-institutional
emergency response agreements. cies that define a territorial entity and have resource classification manuals that
allow them to know the capacities available at the Municipal, Departmental or Provincial and National level. .
This manual was developed, adapted and updated by María Luisa Alfaro, Jacquelinne Montoya, Santiago Baltodano
and Pedro Soto, taking into account the new standards and concepts in SCI, adapting them to uses and practices in
Latin America.
COPYRIGHT
The United States Office of Foreign Disaster Assistance for Latin America and the Caribbean (OFDA/LAC), of the
United States Agency for International Development (USAID), allows repro edit this document with prior authorization
from the authors, as long as its content is not altered and the user does not use it for profit. The purpose of this
manual is to contribute so that public institutions, non-governmental organizations and private companies can carry
out the management of incidents, events or operations in an integrated and effective manner. Those who partially or
totally copy this document must accompany the copy with the following courtesy phrase and keep the logo.
“Source: Intermediate Incident Command System Course (CISCI)”

Regional Disaster Assistance Program (RDAP)”
This document has been prepared, reviewed and published under the existing contract between International
Resources Group (IRG) and the United States Office of Foreign Disaster Assistance for Latin America and the
Caribbean (USAID/OFDA/LAC) and is available at free for countries.
Third Edition – January 2014
CONTENT
USAID................................................................................1
CONTENT......................................................................3
SCI FIELD MANUAL...................................................9
Functions and Structure of the SCI...........................11
Organization level and positions...............................12
INCIDENT ACTION PLAN (PAI)..........................15
Considerations when preparing the PAI...................15
Goals.........................................................................15
Resources..................................................................15
Strategies...................................................................15
Tactics.......................................................................15
Initial Period..............................................................15
Operational Period....................................................16
Factors to define Operational Period........................16
Operational Period....................................................16
PROBLEM SOLVING CYCLE...............................17
Phase 1 - Understand the situation............................18
Phase 2 - Establish Operational Objectives and
Strategies...................................................................21
Phase 3 - Develop the PAI........................................21
Phase 4 - Prepare and Disseminate the PAI..............27
Phase 5 – Execute, Evaluate and Review the PAI....28
Briefing.....................................................................29
Support Briefing........................................................30
Field Briefing............................................................30
Section Briefing........................................................30
Operational Period Briefing:.....................................31
Incident Commander/Unified Command..................33
Command Staff.........................................................34
Security Officer (SFO)..............................................34
Public Information Officer (OFIP)...........................35
Liaison Officer (OFE)...............................................37
Institutional Representative assigned to the Command
Post............................................................................38
Head of Operations Section (JSO)............................40
Waiting Area Manager (EAE)..................................41
Victim Concentration Area Manager (EACV).........42
Operations Branch Coordinator (CROP)..................43
Division/Group Supervisor (SD / SG)......................44
Leader of the Intervention Team/Task Force
(LEI/LFT).................................................................44
Air Operations Branch Coordinator (CROA)...........46
Helibase Manager (EH)............................................46
Helipoint Manager (EHP).........................................48
Head of the Planning Section (JSP)..........................50
Planning Section.......................................................51
Resource Unit Leader (LUREC)...............................52
Registrars..................................................................52
Situation Unit Leader (LUSIT).................................53
Leader of the Documentation Unit (LUDOC)..........55
Leader of the Demobilization Unit (LUDES)...........55
Technical Specialists (TESP)....................................58
Head of Logistics Section (JSL)...............................60
Service Branch Coordinator (CRS)..........................61
Leader of the Communications Unit (LUCOM).......63
Communications Technician (TCOM).....................63
Radio operator...........................................................64
Medical Unit Leader (LUMED)...............................64
Feeding Unit Leader (LUAL)...................................65
Support Branch Coordinator (CRAP).......................66
Supply Unit Leader (LUSUM).................................67
Requisitions Manager (RREQ).................................68
Responsible for Reception and Distribution (RRD). 69
Tools and Equipment Specialist(s) (EHEAS)...........70
Facilities Unit Leader (LUINS)................................71
Facility Security Manager (RSINS)..........................72
Base Manager (EBAS)..............................................72
Camp Manager (ECAM)...........................................74
Facilities Maintenance Manager (RMINS)...............74
Leader of the Ground Support Unit (LUAT)............76
Equipment Manager (REQ)......................................76
Head of the Administration and Finance Section
(JSAF).......................................................................79
Leader of the Time Unit (LUT)................................80
Leader of the Supply Unit (LUP)..............................81
Cost Unit Leader (LUCO)........................................82
Form SCI-201...............................................................85
Incident Summary.....................................................85
SCI Form 202...............................................................91
SCI Form - 205...........................................................100
SCI Form - 206...........................................................101
Annex A......................................................................114
ORGANIZATION FOR INCIDENTS...................114
1I ,.....................................................................114
Annex B......................................................................116
REPORTING AND ORGANIZATIONAL
RELATIONSHIPS SCI CAMP.............................116
Annex D......................................................................118
Annex G......................................................................123
FUNCTIONS AND INTERACTIONS FROM THE
RESOURCE UNIT.................................................123
Gets information from................................................123
Prepare information....................................................123
for................................................................................123
Annex H FUNCTIONS AND INTERACTIONS OF
THE SITUATION UNIT........................................124
Gets information of...................................................124
Annex I.......................................................................125
STATUS CHANGE REPORTS OF THE
RESOURCES.........................................................125
Annex K RESOURCE RELEASE.........................127
Annex L CLEAR TEXT........................................128
Annex L CLEAR TEXT........................................129
Beaufort scale for measure wind speed.................130
Field Card - 8 Steps that the first responder must
follow when arriving on the scene with operational
capacity...................................................................133
BULLETIN MODEL.................................................135
BULLETIN MODEL.................................................137
Intelligence/Information.........................................139
SCI FIELD MANUAL
This manual has been prepared to support the Incident Commander, Section Chiefs,
Coordinators, Supervisors, Leaders and personnel who will assume responsibilities
for conducting an incident, emergency or operation.
The ICS is the combination of facilities, equipment, personnel, procedures, protocols
and communications, operating in a common organizational structure with the
responsibility of managing the assigned resources to effectively achieve the
objectives pertinent to an event, incident or operation.
SCI Phases
1.Preparation
Consider the following aspects:
• SCI Kit
• Maps of different types, manuals (SCI Field Manual), contact lists, procedures
manual, protocols.
• Personnel Activation available.
• Personnel must prepare equipment, tools, vehicles.
• Check that staff maintain documents in order and up to date: ID, license,
vaccinations, passport, ability to comply with regulations, management of
procedures and regulations of the country.
• The staff has the preparation, training and accreditation to perform functions
in an SCI structure (if the country has established it).
• Personal safety equipment available and in good condition.
2.Mobilization
2.1 Activation
• Planning for deployment based on the guidelines of the institutions.
• Formal notification
• Incident type and name or assignment.
• Instructions for the trip.
• Presentation location.
• Assignment in the incident, event or operation.
• Where and who to report.
• Approximate time of mobilization.
• Role to play, level of authority for decisions, personnel in charge.
• Procedures to follow to maintain contact with the immediate manager.
• Form of contact with family members.
2.2 Record
Registration must be carried out in the assigned places:
• Command Post
• Base
• Holding area
• Helibase
3.Operations
• Assign the work.
• Receive information about the current situation and instructions from your
immediate superior.
• Receive/assign personnel, tools, equipment and accessories to perform work.
• Establish the necessary facilities, if required.
• Organize, inform and provide instructions to subordinates.
• Fill out the forms and prepare the required reports according to your position
in the incident, event or operation.
• Implement the PAI according to your assignments.
4.Demobilization
Early demobilization planning facilitates accountability and cost reduction. The IC or
JSP is responsible for preparing the demobilization plan and it must be made known
to all personnel.
5.Closure
• Review compliance with objectives.
• Complete all activities according to the MYP.
• Prepare and implement the Demobilization Plan.
• Collect, sort and replenish all equipment, tools and accessories in respective
locations.
• Complete the SCI forms with the information generated and deliver to the
Documentation Unit if activated or to the JSP.
• Instruct all personnel on the demobilization procedure.
• Carry out the operational closure in an operational one.
• Request a brief oral report of the work carried out, positive aspects and areas
for improvement in the future.
• CI or the JSP must record all comments from participants.
Characteristics and principles of SCI
Characteristics Beginning
Standardization Common terminology
Establish and transfer command

Command Chain of command and unity of command
unified command
Management by objectives
Planning and organizational Incident action plan
structure
Modular organization
Control span
Facilities
Facilities and resources
Comprehensive resource management
Management of Facilities
communications and
information Comprehensive resource management
Responsibility
Professionalism
Opportunity and relevance of resources
Functions and Structure of the SCI
The Incident Command System is based on 8 functions: Command, Security, Public

Information, Liaison, Operations, Planning, Logistics, and Administration and
Finance.
Structure of the SCI

Initially, the Incident Commander (IC) assumes all functions and exercises the
command function. When the incident grows in magnitude and complexity, and needs
to activate functions, the structure is activated and those responsible are appointed.
Everyone responsible for a level of the structure will have to fill out the SCI-214 form,
to record the activities carried out, except the IC and the Section Heads.
Intelligence
It may be activated and located within the structure in accordance with the IC
directive. This can be integrated as a Section, be part of the Command Staff or part of
the Planning or Operations Section. It is related to operational matters of security,
awareness and public order. In some cases it may be part of the Command Staff
providing direct support to the IC, or a Planning Unit or supporting the Operations
Section. See annex 144 - 145
Organization level and positions
Staff
Level of the structure that performs support functions to the Incident commander in
three areas: (Security, Public Information and Liaison), but they are not part of the
direct line of incident command and the person responsible is an Officer.
Section
Level of the structure formed by the Planning, Operations, Logistics, Administration
and Finance Sections. Has responsibility for a functional area in the incident and is in
the line of command. The person in charge is a Section Head.
Facility
Fixed or mobile place or structure designated by the IC to fulfill a function within the
management of an incident. The person responsible is an Installation Manager.
Unit
Level of the structure with functional responsibility for supporting planning, logistics,
administration and finance activities. The person responsible is a Unit Leader.
Branch
Level of the structure that has functional or geographic responsibility assigned by the
CI/CU. The person responsible is a Coordinator.
Division
Level of structure that has responsibility for functions within a defined geographic
area. The division is the organizational level that is between simple resources, task
forces, intervention teams and the branch level (if this has been established). The
person responsible is the Division Supervisor.
Cluster
Level of the structure that has responsibility for a specific functional assignment in an
incident. The person in charge is a Group Supervisor.
Task Force
Any combination and number of simple resources (within the scope of control, self-
sufficient) of different kinds and/or types that are constituted for a particular
operational need operating in the same place with a leader and communications. The
person responsible is a Task Force Leader.
Intervention Team
A set of simple resources of the same class and type (within the scope of control,
self-sufficient) operating in the same place with a leader and communications. The
person responsible is an Intervention Team Leader.
Simple Resource
It is the equipment and its complement of personnel that can be assigned for a
tactical assignment in an incident, which has communications and must be
registered. The person responsible is a Simple Resource Leader
Organization terminology
Organization level Post Examples
Command Staff (Security,

Official Security officer
public information, link)
Section Boss Head of Logistics Section
Facility In charge Waiting Area Manager
Coordinator of the Traffic

Branch Control branch Coordinator of the
Coordinator
(Geographic or functional)
northern branch

Unit Leader Control branch Coordinator of the
northern branch

Division/Group Control branch Coordinator of the
Supervisor
(Geographic and Functional)
northern branch
Task Force Intervention Ambulance Team Leader

Leader
Team BREC Off-Task Leader
Simple Resource Leader Machine-Animal Operator-Guide

INCIDENT ACTION PLAN (PAI)
The PAI is the written expression of the objectives, operational strategies, tactics,
resources and organizational structure to be met during an operational period to
control an incident, event or operation.
Components of the EPI
Every PAI considers four (4) fundamental aspects, these are:
-The objectives.
- The strategies and tactics.
- The allocation of resources.
- The expected organizational structure.
Considerations when preparing the PAI
Goals Strategies
The objectives of the incident must be: Good strategies should:
• Specific • Provide general guidance.
• Achievable • They are feasible practices to
either achieve the desired result.
• Evaluable based on time and • They comply with established
objectives. safety standards.
• Observables • They are cost effective, ds.
• Consider environmental
regulations if applicable
EITHER........................h
.....................either
Resources
Develop a list of available resources
Tactics
and required resources (personnel, Tactics describe who, what, where and
vehicle, communication equipment) in
when to implement, specific actions to
accordance with the proposed
achieve the objective and implement
strategies and tactics.
the strategy(s).
Tactics describe the deployment and
direction of resources to accomplish a
specific assignment. Develop a list of
resources and personnel you have.
Initial Period
Established period that ranges from one to four hours. There will always be an initial
period.
Operational Period
It is a scheduled period of time to execute a set of objectives and operational actions
as specified in the PAI. Operational periods range from 12 to 24 hours.
Factors to define Operational Period
• Security conditions.
• Resource condition.
• The period of time necessary or available to accomplish tactical assignments.
• Availability of relief personnel.
• Future involvement of other jurisdictions or additional institutions.
• Environmental conditions.
Operational Period
Incident
Timeline
Initial period
Operational Period(s)
1st 2nd 3rd 4th
Yo Yo
• •
Goals
Strategies and tactics
Resources Structure
Every operational period requires a prior operational planning process where the SCI-
202 form is prepared in the PAI and is supported by the SCI-205 and SCI-206 forms.
PROBLEM SOLVING CYCLE

The “P” of Operational Planning
Yo
Preparation
for
Meeting
Meeting of
tactic
planning PHASE 4
PHASE 3 Prepare
Develop and
the EPI Preparation
for
disseminat
the EPI
Tactical Meeting
MONITOR
THE EVOLUTION Starts
OF THE INCIDENT period
Objectives CONSTANTLY operational
and strategies PHASE 5
PHASE 2 meeting
Establish
Briefing of Execute,
period evaluate
objectives Develop operational
and Update
and
Run the
Strategies Objectives review
PAI
and Strategies the EPI
Meeting of
Initial evaluation
Incident Summary
PHASE 1
Initial
understand the response
situation
(Apply the
8 steps of Initial PAI
(TC:5,6 and 7)
SCI/TC)
Initial EV (TC:3 and 4)
Incident/Event Notification
(TC:1 and 2)
Phase 1 - Understand the situation
Develop the Evaluation Meeting

Incident report submitted
Consider information collected and analyzed from:
• Incident notification.
• Arrival at the scene.
• Initial evaluation.
• Initial PAI.
• Initial response. The information is recorded on forms SCI 201, SCI-207, SCI-
211.
During this analysis the IC must:
• Increase situational awareness and magnitude of the incident.
• The complexity and potential impact of the incident
• Progress in achieving objectives
• Determination of new resource needs and whether it requires going to a new
operational period.
Initial Evaluation Meeting
• The IC or CU holds the meeting at the end of an initial period.
• The CI or CU presents a Status Report based on forms SCI-201, SCI 207,
SCI 211.
• The CI or CU decides to go to a first operational period.
• CI, Section Heads and Officials who have been appointed participate in the
meeting.
Preparation
Meeting for
Planning
tactic Meeting of PHASE 4
meeting
PHASE 3 planning
Prepare
Develop and
the EPI Preparation for
Tactical Meeting Settings and disseminat
approval e
MONITOR PAI the EPI
THE EVOLUTION Starts
OF THE INCIDENT period
Objectives CONSTANTLY operational
and strategies
PHASE 2 PHASE 5
meeting
Establish
period evaluate
and Update
and
Evaluation Execute
Strategies Objectives review
meeting the EPI
Meeting of
Initial evaluation
Incident
Summary
PHASE 1 Initial
response
understand the
situation
(Apply the Initial PAI
8 steps of (TC:5,6 and 7)
SCI/TC)
Initial EV
(TC:3 and 4)
Incident/Event
Notification
(TC:1 and 2)
Phase 2 - Establish Operational Objectives and Strategies
• The IC updates the objectives established in the initial period and/or new
objectives are developed for the operational period with the support of the JSP
and JSO.
• Strategies are defined.
• Meeting time is established to present Objectives and Strategies.
Objectives and Strategies Meeting
• The CI/CU informs its Section Chiefs and Officers of the objectives of the
incident and the strategies they have established based on their analysis of
the situation.
• In the meeting when the objectives and strategies are presented, make sure
that the following factors have been included:
• Estimated costs and the cost-benefit ratio.
• Legal, environmental, political, social care considerations.
• The objectives and strategies meeting is led by the CI/CU and only the
Section Chiefs and Officers attend.
Preparation
Meeting for Planning
tactic Meeting PHASE 4
PHASE 3 Prepare
Develop and
Tactical Meeting
disseminat
the EPI
MONITOR
THE EVOLUTION
Operational
OF THE INCIDENT period begins
CONSTANTLY
Objectives PHASE 5
and strategies
PHASE 2 meeting
Briefing of Implement
Establish
, evaluate
objectives Develop
and review
and Update Evaluation Execute
Objectives the PAI
Strategies meeting the EPI
and Strategies
Phase 3 - Develop the PAI
• Prepare the tactics to present in the Tactical Meeting (RT), based on the
objectives and strategies proposed.
• Determine how the strategy or strategies will be achieved to meet the incident
objectives.
• Translate objectives and strategies into tactics.
• Review strategies and tactics.
• Identify methods to monitor and identify the resources that are required and
those that must be requested.
• Allocate resources to implement the tactics.
• JSO prepares the information for the Tactical Meeting where the PAI is
prepared, they support JSL, OFS, LUREC or JSO.
• JSO sets the time of the tactical meeting.
The tactical meeting is:
• Led by the JSO.
• The Officers and Section Chiefs assist to collect inputs for making decisions of
immediate need for resolution.
• The Logistics Section, the Administration and Finance Section, and the
Resources Unit take the information and prepare their projections and
coordinate the requirements.
Preparation for the planning meeting:
The Planning Section coordinates preparations for the planning meeting, following
the tactical meeting. These preparations include the following activities:
Planning Meeting Preparation: Responsibilities
• Give instructions.
Incident • Communicates.
Commander • Manage the meeting.
• He doesn't get involved in details.
• Identify the risks and threats of the incident.

• The safety message written on the SCI - 202 form is
secured and reviewed.
• Works with the Operations Section Chief on security
Security officer
aspects of tactical issues.
• Identifies security issues associated with incident facilities
and non-tactical activities, such as transportation and food
services.
• Identifies cooperating and assistance institutions and

organizations.
• Identifies cooperating and assistance institutions and
organizations.
Liaison Officer • Identifies special needs of institutions.
• Determines the capabilities of cooperating and assistance
agencies.
• Confirm name and contact location of representatives of
the institutions.
• Evaluate the overall media coverage to date.

• Identifies information problems related to the incident that
Public Information
must be explained or corrected with the media.
Officer
• Determines the process for the development and approval
of conferences and press visits.
• Evaluate the overall media coverage to date.

Head of • Identifies information problems related to the incident that
Operations must be explained or corrected with the media.
Section • Determines the process for the development and approval
of conferences and press visits.
• Prepares incident maps and displays, as necessary.

Head of Planning • Develops information for the PAI.
Section • Develop status and situation predictions.
• Acquire information and SCI forms to prepare the PAI.
• Determines service and support needs for the incident.

• Determines medical and rehabilitation needs of
Logistics Section
response personnel.
Head
• Determines communications needs in the incident.
• Confirm resource ordering process.
• Collect information on rental agreements and contracts.

Admin/Finance • Determines potential and actual claims.
Section Head • Calculate the costs of the incident to date.
• Develop cost-benefit analyzes as requested.
To prepare the planning meeting, the Security Officer will present an operational risk
assessment analysis, prioritize threats, security and health problems and develop
appropriate controls for any incident, establishing the security plan.
The plan must provide the following information:
• Work site(s) in the incident area.
• Hazards such as weather, biological threats, hazardous materials,
communications, flooding, special threat areas, fatigue, driving hazards,
dehydration, and stress in critical incidents.
• Mitigation measures.
The Security Plan consists of identifying, prioritizing and mitigating threats
and the risks of each work site in the incident by operational period. The mitigation
methods selected could affect the resources required for the work site at the incident.
The safety analysis could also reveal that the proposed tactics are too dangerous and
that other tactics must be developed.
Security Analysis for the Incident Action Plan

The Security Officer or Incident Commander should coordinate, develop and approve
the security plan for each operational period.
The objective of the Incident Action Plan Safety Analysis is to identify and mitigate the
threats and risks of each work site in the incident before going into the operational
period.
The objective of the Incident Action Plan Security Analysis is to identify and mitigate
the threats and risks of each work site in the incident before going into the operational
period. The mitigation methods selected could affect the resources required for the
work site at the incident. The Security Analysis may also reveal that the proposed
tactics are too rigorous to attempt and other tactics must be developed.
The Plan must provide information about:
• Work site(s) at the incident
• Risk mitigation
• Date, preparation
• Names of the people who prepared it by the Operations Section Chief / Security
Officer and approved by the IC.
Preparation
Meeting for Meeting of
tactic Meeting of planning PHASE 4
PHASE 3 planning Prepare
Develop and
disseminat
the EPI
Tactical Meeting
MONITOR
THE EVOLUTION Operational
OF THE INCIDENT period begins
Objectives CONSTANTLY PHASE 5
and strategies
PHASE 2 meeting
Establish
Briefing of the Execute,
operational evaluate
objectives Develop period
and Update and
Run the
strategies Objectives review
PAI
Techniques to identify threats Types of risk
• Observation and/or personal • Transit

experience • Confined space.
• Checklist • Construction of fire lines
• Communication with incident downhill
personnel • air operations
• Staff experience • Falling materials
• Topography in the area presents
risks
• Presence of hazardous
materials
Locations Threat mitigation
• Divisions
• Groups • Use of personal protective
• helicopter base equipment (PPE)
• Holding area • Appropriate clothing for
• Emergency Operations Center inclement weather
• Others • Reflective clothing and lights for
night or low light operations
• Comply with safety regulations
in landing areas
The Planning Section collects all the information to prepare the PAI to go to Phase 4.
• The Command Staff and Section Chiefs validate the tactics.
• JSO describes the amount and type of resources.
• United the Resources
• Planning Section compiles all the information to prepare the PAI to go to
Phase 4.
Phase 4 - Prepare and Disseminate the PAI
This phase is divided into two parts: the planning and adjustment
meeting and approval of the PAI.
Preparation
Planning
tactic Meeting
meeting PHASE 4
PHASE 3
Prepare and
Develop
disseminate
Tactical Meeting PAI the PAI
adjustments
MONITOR and approval
THE EVOLUTION
OF THE INCIDENT operational
Objectives CONSTANTLY period
and strategies
PHASE 2 PHASE 5
meeting
Establish
period evaluate
and Update
and review
Evaluation Execute
Strategies Objectives the PAI
meeting the EPI
and Strategies
Planning Meeting
• The Ci opens the meeting (greets and reviews the agenda).
• The JSO presents the current status and achievements.
• Specialist technicians could present if required the conditions affecting the
incident.
• The JSP presents the PAI through the three SCI forms (202, 205 and 206).
These are adjusted if necessary and approved.
• The JSO presents information about work areas and Air Operations (if
activated), in the SCI-204.
• The OFS outlines the specific risks for personnel and indicates general
security measures.
PAI adjustments and approval
• JSP coordinates with the units, the consolidation of the PAI and adjusts the
forms.
• The IC approves the PAI.
• The material to be delivered in the Operational Briefing is duplicated and
ready and the time at which it will take place is indicated.
Phase 5 – Execute, Evaluate and Review the PAI
• Conduct an Operational Briefing with key personnel.

• Evaluate progress in achieving objectives, planned strategies and tactics.
• Verify the accuracy of the operations report, which shows the current
situation, to be used in planning the new operational period.
Within this phase, all activities are developed by both the Planning Section and the
Security Officer and the Administration and Finance Section are key to guaranteeing
the greatest amount of information available, organized and useful for decision-
making. short and medium term.
Preparation
tactic Meeting PHASE 4
PHASE 3 Prepare and
Develop disseminate
Tactical Meeting PAI the EPI
adjustments
MONITOR and approval
THE EVOLUTION
Starts
OF THE INCIDENT
Objectives CONSTANTLY
and strategies
PHASE 2 meeting PHASE 5
Establish Briefing of the Execute,
operational evaluate
objectives Develop Update period
and Objectives and and review
Evaluation Run the
Strategies Strategies the PAI
meeting PAI
Run the PAI

• The IC must monitor the Execution of the PAI
Chiefs and officers
• Chiefs and officers detect and with AI in any deviation.
• They incorporate situations not contemplated
Evaluation Meeting
The Evaluation Meeting basically consists of presenting an oral report of the Situation
Summary of the operational period in which the achievements, pending points and
needs are indicated. In order to facilitate decision making in the short, medium and
long term again. Some points to take into account are:
• CI calls a Meeting at the end of an operational period.
• JSP presents a summary of the status of the resources.
• JSO presents a report on the situation and difficulties.
• CI must decide whether or not to go to a new operational period.
• CI, JSO, JSP and OFIP attend the meeting.
Summary table of types of meetings, responsible parties
coordination and assistants
Section Coordinates Attend Forms Deliverables
Evaluation SCI-201
CI/CU JSP JSO SCI-207 Decision to go to
Meeting
OFIP SCI-211 Operational Period
CI/CU preparation+Specific queries to JSO

Meeting
Objectives and Section Objectives and
operational Heads strategies of the
CI/CU SCI-202
strategies and
officers Operational Period
CI/CU preparation+Specific queries to JSO
Tactical CI/CU OFS

meeting JSP JSL SCI-202
JSO Tactics
SCI-204
LUREC
Preparation Section Heads, Staff, Unit Leaders that are considered

necessary (Ex. LUREC,LUSIT)
Planning CI/CU Section
meeting SCI-202
Chiefs and SCI-205 PAI
Officers SCI-206
Briefing
It is a briefing that is carried out before the beginning of a mission, activity, event or
process in order to provide key information to participating personnel to fulfill an
assigned job. In the SCI there are three types of Support Briefing, Field and Section.
Support Briefing
It is provided to personnel assigned with non-operational and support tasks, in

established facilities. This briefing provides information on:
• Work areas.
• Safety issues and emergency procedures.
• Specific tasks for the work period (Unit Leaders, Managers, managers and
subordinates).
• Procedure for obtaining additional resources, supplies and equipment.
• Work period agenda.
• Internal communication procedure.
• Expectations:
Participation in meetings and schedule
Quantity and quality of work
Allotted times
Schedules for updates and for the presentation of finished products.
Field Briefing
They are directed to personnel (Simple Resources, Intervention Teams or Task

Forces), assigned with operational tasks and/or working near the incident site, and
will be carried out at the beginning of each operational period.
In the Field Briefings they consider the following points:
• Work areas.
• Responsibilities Approach.
• Specific tasks for the work period.
• Communication channels and procedures.
• Peers, subordinates, supervisors, and nearby forces.
• Work period agenda.
• Internal communication procedure.
• Expectations.
Section Briefing
They are presented to all the personnel of a Section. Some points to consider::
• Focus on the work assigned to the Section.
• Organization of the Section.
• Layout of the area, work sites and facilities.
• Presentation of support staff
• Schedule of section meetings.
• Expectations.
• Responsibilities and delegation of authority.
These briefings are given at the beginning of the assignment to the incident and after
the arrival of the personnel that make up the Section. The Section Head could
schedule periodic briefings at specific times (once a day), or when necessary.
Operational Period Briefing:
It is carried out prior to the start of each operational period and the PAI is presented to
the Operations Section staff. It is facilitated by the JSP and must be concise.
Some points to keep in mind are:
• The JSP reviews the agenda and facilitates the briefing.
• The IC presents the objectives or confirms the existing objectives.
• If there is a change in JSO, the outgoing presents the current evaluation and
achievements.
• The incoming JSO assigns work and personnel for the operational period that
begins.
Other points to be discussed in an Operational Briefing are:
• Technical Specialists present updates on conditions affecting the response.
• The OFS outlines the specific risks for personnel and establishes general
security measures.
• The JSO presents information about the branches, divisions or groups that
were activated, for example the Air Operations branch.
• Section Heads, Coordinators, Supervisors, Leaders and Managers present

information related to ensuring safe and efficient operations.
• The IC reiterates its operational concerns and directs the resources to be
deployed.
• The JSP announces the next Section briefing, the next operational period
briefing and adjourns the session.
Positions and Responsibilities of the IC and
Command Staff
POSITIONS AND RESPONSIBILITIES OF THE IC AND
COMMAND STAFF
Incident Commander/Unified Command
The CI/CU Incident Commander performs all primary functions unless these functions
are delegated. The IC must be selected for his or her experience, knowledge,
qualifications, abilities and coordination skills and in such a case that a deputy is
required, it is expected that he or she has the same level of preparation.
• Take over.
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• Set the PC.
• Act under local protocols and taking into account the applicable legal
framework (if it exists).
• Evaluate and establish priorities for the incident, event or operation.
• Define the objectives and strategies.
• Establish procedures to manage incident, event or operational resources.
• Ensure operational security and public safety of the incident, event or
operation.
• Lead the Planning Meeting.
• Lead the preparation and implementation of the PAI.
• Approve the PAI.
• Establish activation, mobilization, operation and closure procedures.
• Maintain general coordination of activities.
• Authorize information to be disclosed outside of the incident, event or
operation.
• Guarantee documentary management of the incident.
• Approve the Demobilization Plan.
• Carry out the Operational Closure of the incident, event or operation.
• Direct the Meeting After the Incident, event or operation.
• Prepare the Final Report.
• Account for the activities carried out under your command. (civil, criminal,
fiscal, among others).
Command Staff
The IC can appoint, according to the magnitude and complexity of the incident, one of
its three support areas, which constitute the Command Staff:
• Security
• Public information
• Link
Security Officer (SFO)
The Security Officer is part of the Command Staff and supports the IC in security
management issues associated with the personnel and resources of the incident
structure as well as the risks associated with the incident and the area of operation.
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Responsibilities:
• Assess dangerous and unsafe situations associated with the incident.
• Develop security measures for staff.
• Identify, stop or prevent unsafe actions, if possible through the normal line of
command.
• Define security messages for the PAI.
• Approve the Medical Plan (SCI-206).
• Support the IC in the Objectives and Strategies Meeting regarding security
aspects.
• Support the JSO in the Tactical Meeting regarding security aspects.
• Attend the Planning Meeting.
• Investigate accidents that occur in the incident areas.
Public Information Officer (OFIP)
The Public Information Officer is a member of the Command Staff, responsible for the
flow of information between the incident and the outside of it.
Responsibilities:
• Coordinate all public information activities for the incident.
• Establish a single information center, whenever possible.
• Prepare press releases and submit them to the CI/CU for review and
approval.
• Coordinate and set the stage for CI/CU press conferences
• Prepares situation reports for authorities, as requested by the IC.
• Coordinate with the Logistics Section to arrange the necessary work space,
personnel, materials, equipment and supplies.
• Prepare an initial summary of information after beginning your activity on the
incident.
• Guarantee that consolidated and coherent information is maintained to deliver
to actors external to the incident and the community in general.
• Participate in meetings and update communications.
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• Respond to special requests for information.
• Keep and/or consolidate the photographic record of the incident, if requested
by the IC.
• Define security messages for the PAI.
• Support the IC in the Objectives and Strategies Meeting regarding security
aspects.
• Support the JSO in the Tactical Meeting regarding security aspects.
• Attend the Planning Meeting.
• Investigate accidents that occur in the incident areas.
Press Release Format:

1 .Name of the Incident, event or operation
2 .Communication number.
3 .Date and time of the communication.
4 .Brief description of the incident, event or operation.
5 .Actions carried out so far.
6 .Results during the perational period.
7.1 participating institutions.
8 .Resources available.
9 .Expected evolution.
10 .Signature of the CI/CU.
11 .Date and time of the next communication.
12 .Signature of the person who prepared the Communiqué.
See press release models page. 140 - 142
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Liaison Officer (OFE)
The Liaison Officer is a member of the Command Staff, and is responsible for
articulating the information on incident management needs with external actors of the
incident and vice versa.
Responsibilities:
• Maintain an updated directory of references by institution.
• Contact and link representatives of the institutions present or that may be
summoned.
• Provide a point of contact for representatives of aid and cooperation
institutions.
• Develop actions to resolve incident management requirements.
• Monitor operations to identify current or potential problems among various
organizations that can be resolved.
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Institutional Representative assigned to the Command Post
An institution representative is an individual who has been assigned full authority to

make decisions on all matters affecting his or her institution's participation in the
incident.
Responsibilities:
• Register at the Incident Command Post
• Ensure that all your institution's resources have been registered
• Obtain a quick report from the CI or OFE about the situation and needs.
• Receive the work assignment and disclose it to your team.
• Participate in meetings invited by the IC.
• Monitor the well-being and safety of your institution's personnel who were
assigned to the incident
• Advise the OFE regarding any special needs or requirements of your
institution.
• Ensure that all personnel have been demobilized.
• Ensure that all your resources are inventoried, and surveyed of use before
leaving.
• Inform the Demobilization Unit of your departure from the incident.
• Guarantee that all forms in charge of the personnel of your institution are duly
completed and delivered to the Documentation Unit before demobilization, as
well as reports and other documentation.
• Participate in Incident Closure.
The presence of a representative per institution is not always required in the PC;
however, if this fact occurs, only one person will be required to carry out said work.
Responsibilities
Operations Section
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RESPONSIBILITIES
OPERATIONS SECTION
Head of Operations Section (JSO)
The Operations Section Chief is responsible for managing all operations directly
applicable to the primary mission. Activates and supervises organizational resources
in accordance with the Incident Action Plan and directs its execution. He also directs
the preparation of unit operational plans, requests and delivery of resources, makes
rapid changes to the Incident Action Plan as necessary and reports them to the
Incident Commander.
Responsibilities:
• Get a quick IC report.
• Establish the tactics.
• Coordinate and prepare the tactical meeting.
• Lead the tactical meeting.
• Execute the Security Plan
• Develop internal structures of your Section
• Implements the Operational part of the PAI.
• Form the task forces and intervention teams to be assigned.
• Supervise operations.
• Determine needs and request additional resources.
• Make a file and inform the IC of any changes to the PAI.
• Keep the IC informed about special activities, events and occurrences.
Waiting Area Manager (EAE)
The Waiting Area Manager is responsible for managing all activities in said area.
Responsibilities:
• Get a quick JSO report.
• Establish a diagram of the waiting area.
• Define a waiting area diagram.
• Define the site for the registrar.
• Mark areas for traffic identification and control.
• Request maintenance services
• Determine the needs and requirements for food, equipment, health and safety
and report to the JSO.
• Respond to resource allocation requirements.
• Keep the JSO informed about the resources available in the EAE. This could
be done from operations through the incident communications center.
• Prepare and submit receipts for communications equipment and other
supplies distributed and received in the waiting area.
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• Report changes in the status of resources.
• Maintain the waiting area in an orderly condition.
• Demobilize the waiting area according to the incident demobilization plan.
• Maintain the record of SCI-214 activities. requirements of your institution.
leaving.
• Ensure that all forms are handled by your institution's staff
Victim Concentration Area Manager (EACV)
The ACV Manager is responsible for managing all activities in said area.
Responsibilities:
• Get a quick JSO report.
• Establish an organizational structure for the LCA if required.
• Keep a record of the people treated and transferred SCI 207.
• Classify and transfer victims.
• Coordinate the transfer of patients with hospital centers.
• Determine the transfer of patients.
• Determine patient needs and required resources and report to JSO or IC.
• If a morgue is established, coordinate with the relevant authorities for this
purpose.
• Maintain the ACV in an orderly manner and define vehicle entry and exit
routes.
• Maintain the record of activities (SCI Form 214).
• Maintain the record of SCI-214 activities. requirements of your institution.
leaving.
• Ensure that all forms are handled by your institution's staff.
Operations Branch Coordinator (CROP)
The Branch Coordinators are under the direction of the Operations Section Chief.
They are responsible for the implementation of the PAI positions that correspond to
their respective branches.
Responsibilities:
• Obtain brief information from the Head of Operations.
• Develop with your subordinates alternatives to control the branch's operations.
• Support the JSO in the development and implementation of tactics
• Participate in meetings as requested by the Head of Operations.
• Review the assignment lists of the Branches, Divisions or Groups.
• Assign specific tasks to division or group supervisors.
• Recognize logistical problems reported by your subordinates.
• Inform the JSO when the PAI must be modified, additional resources are
needed; there are more resources than necessary, dangerous situations or
important events occur.
• Approve medical reports and accident reports (forms from your parent
company) that originate from your branch.
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Division/Group Supervisor (SD / SG)
The Division and/or group Supervisor informs the Head of the Operations Section or
the Branch Coordinator if it has been activated. Responsible for implementing the
assigned portion of the Incident Action Plan, allocating resources within the division
and/or group, and reporting on the progress of control operations and status of the
division's resources. and/or group.
Responsibilities:
• Obtain brief information from the Branch Coordinator or Head of Operations.
• Implement the PAI that corresponds to the division or group.
• Assign and review with subordinates the assignments of their division and/or
group and the activities of the corresponding incident.
• Ensure incident communications units and/or resources are aware of any
changes in the status of resources assigned to the division or group.
• Coordinate activities with adjacent divisions.
• Determine support needs for assigned tasks.
• Avoid reporting on the situation and status of resources to the Branch
Coordinator or the Head of Operations.
• Report the occurrence of events such as accidents or illnesses to your
immediate supervisor.
• Resolve logistical aspects within your division and/or group.
• Participate in the development of plans in your branch for the next
operational period.
• Participate in meetings as requested by the Chief of Operations.
• Review the assignment lists of the Branches, Divisions or Groups.
• Assign specific tasks to division or group supervisors.
• Recognize logistical problems reported by your subordinates.
• Inform the JSO when the PAI must be modified, additional resources are
needed; there are more resources than necessary, dangerous situations or
important events occur.
• Approve medical reports and accident reports (forms from your parent
company) that originate from your branch.
Leader of the Intervention Team/Task Force (LEI/LFT)
The Leader of the Intervention Team or Task Force reports to the Supervisor of a
Division and/or Group. He is responsible for the execution of the tactical assignments
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of the intervention team or task force. The leader reports work progress, resource
status, and any other important information to division/group supervisor, and
maintains records of work and assigned personnel.
Responsibilities:
• Obtain brief information from the Head of Operations.
• Obtain brief information from the division/group supervisor.
• Review assigned areas with your subordinates.
• Monitor work progress and make changes as necessary.
• Coordinate activities with intervention teams, task forces and adjacent simple
resources.
• Avoid information about the situation and status of resources to the
division/group supervisor.
• Maintain the record of activities (SCI 214 form)
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Air Operations Branch Coordinator (CROA)
The Air Operations Coordinator, who works on the ground, is primarily responsible for
the preparation of air operations. The Plan will reflect restrictions that have any
impact on operational capacity, or the use of resources, such as night flights and
flight hours per pilot. After a plan is approved, the air operations branch is responsible
for the implementation of its strategic aspects, those related to the overall incident
strategy in contrast to those that correspond to tactical operations such as the
selection of a specific target.
Responsibilities:
• Participate in the preparation of the PAI.
• Prepare application for civil aviation authorization.
• Coordinate with Civil Aviation in case it is required to restrict air traffic.
• Prepare the operational plan for air operations.
• Plan the flight plan.
• Keep control of the aircraft registration and name of the pilot.
• Indicate the flight plan and assigned sites to the pilots.
• Maintain aircraft tanking control.
• Take control of flights.
• Pass a daily report to the JSAF and the JAF on the number of flights and fuel.
• Coordinate with JSLO and JSAF the fuel for the aircraft.
• Present a summary of air operations.
• Establish the site for the registration of personnel to be transported.
• Coordinate compliance with safety regulations.
• Complete and maintain Form SCI-214.
Helibase Manager (EH)
He is responsible for coordinating with the Airport authorities the air operations that
are going to be carried out and for keeping the registry of the aircraft and reviewing
the flight plan with the pilots in accordance with the PAI.
Responsibilities:
• Obtain brief information from the coordinator.
• Work on local protocols and taking into account the legal framework that
applies (if it exists).
• Know the SCI-202 Incident Plan
• Participate in air support group planning activities.
• Inform the Air Branch Coordinator of the activities at the helicopter bases.
• Report to assigned helicopter base.
• Manage resources and supplies dispatched to the helicopter base is marked
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and cordoned off.
• Ensure the provision of fuel and rescue services in case of accidents at
helicopter bases and points.
• Supervise the registration and boarding of personnel and cargo.
• Ensure to provide accident rescue services in case of accidents at helicopter
bases and points.
• Receive and respond to special air logistics requests.
• Supervise personnel responsible for maintaining institution records and
helicopter reports.
• Coordinate activities with the Air Operations Branch Coordinator.
• Establish the organization and work agenda of each helibase and helipoints
including radio frequencies.
• Coordinate with the Coordinator of the Air Branch the supply of aircraft
• Keep control of aircraft fuel.
• Maintain the record of activities (form SCI-214).
• Plan the flight plan.
• Keep control of the aircraft registration and name of the pilot.
• Indicate the flight plan and assigned sites to the pilots.
• Maintain aircraft tanking control.
• Take control of flights.
• Pass a daily report to the JSAF and the JAF on the number of flights and
fuel.
• Coordinates with JSLO and JSAF the fuel for aircraft.
• Presents a summary of air operations.
• Establish the site for the registration of personnel to be transported.
• Coordinates compliance with safety regulations.
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Helipoint Manager (EHP)
He is responsible for the helipoint, coordinates, guides the aircraft for its ascent and descent,
and controls the equipment or personnel that arrive or leave through the helipoint.
Responsibilities:
• Obtain brief information from the Helibase Manager.
• Guides the climb and descent of the aircraft(s).
• Act under pre-established local protocols and taking into account the legal framework
that applies (if it exists).
• Review the flight plan for air operations.
• Report to the EH or JSO upon arrival at the helipoint.
• Coordinate activities with the Helibase manager.
• Check that the equipment is well packed and keep track of its weight.
• Keep the list of transported personnel.
• Monitors that safety standards are met in the promotion and dismissal of personnel.
• Coordinate with the person in charge of the Helibase any special supplies for air
support that are necessary.
• Maintains activity records and reports on form SCI-214. Establish the site for the
registration of personnel to be transported.
• Coordinates compliance with safety regulations.
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Responsibilities
Planning Section
POSITIONS AND RESPONSIBILITIES OF THE IC AND
COMMAND STAFF
Head of the Planning Section (JSP)
He is responsible for directing the process of collecting, consolidating, analyzing and

transforming information into Action Plans as well as controlling its evolution into
indicators.
Responsibilities:
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• Direct the collection and documentation of all operational data generated in
the incident.
• Ensure the preparation of the SCI-202 Incident Action Plan.
• Ensure that SCI-205 and SCI-206 are prepared and support the PAI.
• Provide relevant information to the IC and JSO in the PAI preparation
process.
• Conduct and facilitate planning meetings.
• Develop the organizational structure of your section.
• Compile and present the situation analysis of the incident.
• Provide periodic predictions about the incident.
• Take control of all resources.
• Coordinate with the JSO the organization of incident resources
• Determine the need for specialized resources.
• Provide periodic predictions about associated events.
• Report significant changes to the incident status.
• Recommend to the IC the reassignment of personnel in accordance with the
positions defined for the new operational period
• Establish meeting and information needs for all areas of the organizational
structure.
• Compile and distribute summary information about the status of the incident.
• Notify the Resource Unit of all areas that have been activated under the
Planning Section, including leader name, point of contact and assignment.
The same must occur when demobilizing these areas.
• Establish the official meteorological information mechanism for the incident,
event or operation, when necessary.
• Guarantee that all forms in charge of the personnel of your Unit are duly
well as the reports.
• Prepare the Demobilization Plan
Planning Section
The Planning Section consolidates the information generated in Operational Planning

and prepares the PAI. In addition, this Section is responsible for the evaluation of
information and its use within the Organizational Structure and controls the resources
and prepares the demobilization plan.
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Resource Unit Leader (LUREC)
The Resource Unit leader is responsible for: 1) establishing all resource registration
activities for the incident; 2) The preparation and processing of information about
changes in the state of resources; 3) The preparation and maintenance of all bulletin
boards, charts and lists that reflect the current status and location of resources for
vehicle control, transportation and support; and 4) the maintenance of a master list
for recording arrivals and demobilization of resources for the incident, event or
operation.
Responsibilities:
• Verify and implement resource registration points in coordination with the
JSO.
• Prepare and maintain the general organizational structure of the incident,
event or operation, updated on the PC.
• Prepare and maintain in the Planning Section an updated whiteboard that
includes the resources available at the time, the entity and the assignment.
• Assign the responsibilities of the Unit personnel.
• Confirm the dispatch and estimated time of arrival of the Unit personnel.
• Request additional personnel if you consider it necessary and demobilize the
excess of this resource.
• Establish contact with the facilities of the incident, event or operation, to keep
the status of resources updated.
• Participate in the Meetings that the JSP requests.
• Consolidate incident resource demobilization information.
• Check that all personnel have been demobilized and their departure has
been recorded.
• Ensure that all of your Unit's resources are inventoried and cleared of use
before leaving.
• Guarantee that all forms in charge of your Unit personnel are duly completed
and delivered to the Documentation Unit before demobilization, as well as the
reports.
• Develop the Activities Registry (SCI-214).
Registrars
They are responsible for keeping track and recording of all simple resources in an
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incident and work closely with the Waiting Area Manager. Registrars coordinate with
LUREC or JSP if these positions are activated.
Responsibilities:
• Coordinate with the person in charge of the Waiting Area the place to register
the resources.
• Capture input registration and resource control information by incident, event
or operation.
• Transmit consolidated information on resources dispatched from the Waiting
Area and assigned within the incident, event or operation.
• Transmit consolidated information on resources available in the Waiting Area.
• Deliver registration lists to the Resources Unit before operational closure.
• Obtain work materials, including the Entry Registration, Control and
Demobilization of Resources (SCI-211).
• Establish communication with the communications center
• Put up signs and signs to facilitate the arrival of resources at the arrival
registration points.
• Transmit information on the arrival of new resources in accordance with the
PAI of the following operational period.
Situation Unit Leader (LUSIT)

The Situation Unit Leader is responsible for collecting and organizing information
about the status of the incident, event or operation. It is also responsible for the
evaluation, analysis and announcement of information for use by SCI personnel,
radio operators of the institutions, and the Emergency Operations Center (COE).
Responsibilities:
• Prepare and keep a whiteboard updated on the PC with current situation
information.
• Prepare and update a whiteboard on the PC with important announcements
• Assign the responsibilities of the Situation Unit personnel.
• Confirm the dispatch and approximate time of arrival of the personnel
requested for the situation unit. Request additional personnel or demobilize
excess personnel as appropriate.
• Collect information about the incident as soon as possible and continue this
work throughout the incident.
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• Prepare predictions at periodic intervals or when requested by the JSP.
• Post information on work unit bulletin boards and PC according to a
predetermined agenda.
• Participate in Incident Planning Meetings and those convened by the CI /
JSP.
• Prepare Incident Status Summary Reports
• Provide resource and situation information in response to specific requests.
• Maintain records about the status of the Unit.
• Receive demobilization orders from the Situation Unit.
• Maintain the record of the information described on the PC and Section
whiteboards.
• Prepare lists of supplies that need to be replaced and send them to the
Supply Unit
• Ensure that all of your Unit's resources are inventoried and reviewed for use
before leaving.
• Guarantee that all forms in charge of the personnel of your Unit are duly filled
out and delivered to the Documentation Unit before demobilization, as well as
the reports.
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Leader of the Documentation Unit (LUDOC)
The Documentation Unit Leader is responsible for 1) Maintaining complete and

accurate files of the incident, event or operation. 2) provide photocopying services to
personnel in the organizational structure; 3) package and store incident files for any
legal, analytical or historical purposes.
Responsibilities:
• Establish a work area
• Establish and organize incident files.
• Establish photocopy services and respond to requests.
• Accept, organize and file duplicate copies of official forms and reports.
• Check the accuracy and completeness of the reports submitted to be
archived.
• Correct errors or omissions by contacting those responsible for the
document.
• Provide duplicates of reports and forms to authorized requesters.
• Prepare documentation of the incident, event or operation for the CI/JSP
when requested.
before leaving.
• Guarantee that all reports, forms and documentation in general are received
by your Unit before demobilizing.
• Participate in closing the incident.
Leader of the Demobilization Unit (LUDES)
The Demobilization Unit Leader is responsible for preparing the Demobilization Plan
and for assisting the units and sections of the incident, when it ends, ensuring
movement of equipment and personnel in an orderly, safe manner and at the lowest
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possible cost. .
Responsibilities:
• Prepare and execute the Demobilization Plan prior approval of the CI / CU.
• Review SCI-211 resource records to determine the likely size of the
demobilization effort.
• Identify together with the JSP and the IC the priorities and limitations of
demobilization.
• Evaluate transportation capabilities or other means for demobilization.
• Prepares the Demobilization Plan and presents it to the JSP.
• Determine resource needs for demobilization.
• Prepare the budget and resources required for demobilization.
• Identify and disclose exit registration points, including taking into account
supplies, equipment and materials.
• Establish communication with the incident facilities, support entities and
cooperators, to define the demobilization process of their resources.
before leaving.
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Aspect Description
General information Describe the demobilization process that will

be followed
Exit Points Describe exit points
Aspects defined by the IC as a priority

Specify by Institution, the order in which the
Exit Priorities resources will be demobilized
Write the detailed steps to follow according

Exit procedures to the means of transportation to be used,
for example: Air transportation, Bus, etc.
Directories, maps, telephone numbers

Documentation Radio communication and other necessary
data sarios
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Technical Specialists (TESP)
Technical Specialists can function in a wide variety of incident scenarios that require
the use of technical specialists. These personnel have special abilities and are
activated only when necessary. Specialists can serve anywhere within the
organization, including within the Command Staff.
Technical specialists are more often to the specific area (Section, Branch, Unit,
Division, ect) their services. In some situations specialists may be assigned outside
the Planning Section on a temporary basis. For example, if a specialized tactic is
required, a specialist technician can be sent; if a contracting and tax affairs technician
is required, a specialist can be sent to the Administration and Finance Section.
If several specialists are required for a long term, it is advisable to establish a
technical unit independent of the Planning Section.
Responsibilities:
• Perform analysis or support of a specific topic within the incident, event or
operation
• Advise IC Section Heads in decision making when requested.
• Prepare technical information such as predictions, modeling, thematic
cartography, technical reports, among others.
• Work on local protocols and taking into account the legal framework that
applies (if it exists).
• Ensure that all assigned resources are inventoried, and relieved of use before
leaving.
• Guarantee that all reports and documentation in general are delivered before
demobilization.
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Responsibilities
Logistics Section
RESPONSIBILITIES
LOGISTICS SECTION
Head of Logistics Section (JSL)
This position is key, since it depends on your resource management skills that
operations can be carried out in a timely manner. Likewise, its support for the
different positions of the organizational structure is vital so that there are adequate
information flows and staff are kept focused on their tasks since the basic needs of
both the operation and the individuals during the response would be covered.
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Responsibilities:
• Coordinate the provision of all transportation, communications, supplies,
equipment, maintenance, and fuel supply services for the development or
support of the incident.
• Guarantee the provision of food and medical services for personnel working
on the incident.
• Ensure hygiene and nutrition standards are met for all staff.
• Dimension resource needs and support requirements for the following
operational period(s).
• Request additional resources as needed.
• Ensure and supervise the development of care in communications, medical
units and traffic plans, as necessary.
• Review and make observations on the Communications Plan, Medical Plan
and Circulation Plan.
• Review the Demobilization Plan and see requirements.
• Supervise the demobilization of the Logistics Section and associated
resources.
• Ensure that all resources in your Section are inventoried and cleared of use
before leaving.
• Guarantee that all forms in charge of the personnel of your Section are duly
well as the reports.
• Participate in the closure of the incident.Generally, they are received by their
Unit before demobilizing.
Service Branch Coordinator (CRS)
The Service Branch Coordinator, when activated, is under the supervision of the JSL
and is responsible for managing all service activities at the incident. The CRS
supervises the operations of the communications, medical services, and food units,
among others.
Responsibilities:
• Determine the level of services required to support operations.
• Confirm the dispatch of Branch personnel.
• Participate in Branch or Section meetings.
• Review the Incident Action Plan.
• Organize and prepare assignments for Service Branch personnel.
• Coordinate the activities of the Branch Units.
• Inform JSL about your activities.
• Resolve the problems of the Services Branch.
• Maintain the record of SCI-214 activities.
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Leader of the Communications Unit (LUCOM)
The leader of the Communications Unit is under the Logistics Section in the services
branch.
Responsibilities:
• Develop the SCI-205 Communications Plan, and the alternate
communications plan for the effective use of incident communications
equipment and systems.
• Supervise the communications center for the incident, event or operation.
• Manage all needs for the operation of the Incident, event or operational
communications center and related facilities.
• Install and test communications equipment
• Distribute communication equipment according to the SCI-205
Communications Plan
• Define induction, delivery and maintenance points of equipment within the
base and/or camps.
• Ensure all equipment is installed, tested, inventoried and operational.
• Provide advice about the scope and limitations of communications in the
incident, event or operation.
• Establish if necessary the messaging center.
• Install telephone services and public announcements.
• Keep the status of the resources in your charge updated.
• Recover equipment from demobilized units and carry out the respective
maintenance.
• Ensure that all of your unit's resources are inventoried and cleared of use
before leaving.
• Ensure that all forms in charge of your unit personnel are duly completed and
delivered to the Documentation Unit before demobilization, as well as the
reports.
Communications Technician (TCOM)
It is the technical support of the Communications Unit Leader and supports one of the
most critical processes of the incident, event or operations, as it guarantees the flow
of information between the different positions.
Responsibilities:
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4
• Carry out the installation of antennas, radios and information systems.
• Carry out functional tests of the equipment.
• Carry out frequency programming.
• Link the incident information system.
• Support LUCOM in the preparation of the SCI-205 Communications Plan.
Radio operator
The Radio Operator is responsible for receiving and transmitting radio and telephone
messages to the personnel who are in the incident, event or operation, and also
provides resource dispatch services according to indications.
Responsibilities:
• Obtain brief information from the radio operator manager or LUCOM about:
– The place of assignment.
– Communication procedures.
– Frequencies in use.
– Networks established or in the process of being established.
– Equipment status.
– Capacities, limitations and restrictions.
– Location of the repeaters.
– Messaging center procedures.
– Read the communications plan and keep the organizational structure in
view.
• Receive and transmit internal and external messages of the incident.
• Demobilize the communications center when given such instructions.
• Maintain the activity log (SCI-214).
Medical Unit Leader (LUMED)
The leader of the Medical Unit is located in the Logistics Section, in the services
branch, where all medical support activities for the organizational structure are
managed.
Responsibilities:
• Prepare, develop and control the Medical Plan for the Incident, event or
operation SCI-206.
• Obtain and have medical help and transportation for the personnel treated in
the incident, event or operation
• Preparation of reports and records of the Medical Unit
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5
• Determine the level of emergency medical activities that have been
developed before the activation of the Medical Unit.
• Assist the Operations Section by providing medical care and assistance to
civilians who are harmed in the incident.
• Define medical care priorities and coordinate with Hospital Centers in the area
of the incident.
• Declare major medical emergencies as appropriate.
• Respond to requests for medical care.
• Respond to requests for medical transportation.
• Respond to requests for medical supplies.
• Maintain the record of SCI-214 and SCI-207 activities.
• Respond to requests for medical care.
• Respond to requests for medical transportation.
• Respond to requests for medical supplies.
• Maintain the record of SCI-214 and SCI-207 activities.
Feeding Unit Leader (LUAL)
The Feeding Unit Leader is under the direction of the CRS or JSL, and their primary
role is the well-being of staff in terms of their basic food and hydration needs.
Responsibilities:
• Determine the number of people participating in the incident, event or
operation, their assignment and location.
• Determine the food and hydration needs of all personnel in the organizational
structure of the incident, event or operation.
• Coordinate the provision of menus appropriate to the situation.
• Determine the facilities necessary for cooking and serving food.
• Determine special food packaging needs.
• Coordinate the constant provision of hydration to all staff.
• Ensure general maintenance of food service areas.
• Request equipment and supplies necessary to operate food service facilities.
• Coordinate with the Transportation Unit if it is necessary to transport food to a
specific location.
• Ensure that all appropriate hygiene, health and safety measures are taken
into account.
• Supervise cooks and other unit personnel.
• Maintain an inventory of available food and submit food orders.
• Provide the LUAL with requests for requirements.
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6
• Demobilize the unit in accordance with the Demobilization Plan.
• Coordinate final waste disposal.
Support Branch Coordinator (CRAP)
The Support Branch Coordinator, when activated, is under the direction of the JSL
and supervises the operations of the supply, facilities and ground support units.
Responsibilities:
• Develop and execute logistical plans to support the incident, event or
operation.
• Obtain work materials from the logistics warehouse
• Identify the support branch personnel who have been dispatched to the
incident
• Determine initial support operations in coordination with the JSL and the
Service Branch coordinator.
• Maintain surveillance on the progress in the work of assigned units
• Resolve issues associated with operations section requests.
• Maintain the record of activities in the SCI-214.
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7
Supply Unit Leader (LUSUM)
The Supply Unit leader is responsible for requesting, receiving, storing and
managing equipment, tools, support accessories as well as supplies for the incident
and maintenance services.
Responsibilities:
• Obtain brief information from the Coordinator of the Support Branch or the
Logistics Section.
• Participate in Logistics Section meetings.
• Keep your resource inventory up to date.
• Provide materials and supplies to all areas of the organizational structure.
• Determine the type and quantity of supplies that are moving towards the
incident.
• Organize the receipt of requested resources and supplies.
• Review the PAI to identify information about the operations of the supply unit.
• Develop and carry out security and risk reduction requirements.
• Request, review, distribute and store supplies and equipment.
• Replenish equipment that requires this service.
• Prepare and deliver the reports requested
• Maintain the record of activities in the SCI-214
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Requisitions Manager (RREQ)
The Requisitions Manager is responsible for managing requests for supplies and
equipment for the incident and reports to the leader of the Supply Unit.
Responsibilities:
• Establish the procedure for receiving and processing applications
• Keep the directory of positions authorized to make requests updated.
• Provide the application format to interested parties.
• Identify times and places for the delivery of the requested supplies and
equipment.
• Submit requests in a timely manner.
• Prepare an inventory of the equipment, materials and supplies requested.
• Carry out documentary management of requisitions.
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9
Responsible for Reception and Distribution (RRD)
The Reception and Distribution Manager is responsible for receiving and distributing
all supplies and support equipment. This position responds to LUAPRO.
Responsibilities:
• Obtain brief information about LUSUM.
• Request the personnel required to operate the supply branch.
• Organize the control system for the reception and distribution of supplies and
equipment.
• Define what corresponds to consumption inventory and what corresponds to
base inventory.
• Develop the security aspects of the installation where the Supply Branch
operates.
• Establish procedures to receive, inventory, store, assign and deliver supplies
and equipment from the supply area.
• Notify the person responsible for requisitions about the necessary supplies to
LUSUM.
• Maintain the record of activities on form SCI-214.
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Tools and Equipment Specialist(s) (EHEAS)
The Tools and Equipment Specialist is responsible for the sharp maintenance and
repair of all hand tools. The tools and equipment specialist reports to the receiving
and distribution manager.
Responsibilities:
• Obtain brief information from the LUSUM and determine the place of
assignment, quantity and type of equipment and tools requested and those
that are at hand.
• Obtain necessary equipment, supplies and materials.
• Install a warehouse for equipment, tools and a conditioning area.
• Establish an inventory of equipment, tools and spare parts within the Supply
Unit.
• Provide maintenance to all equipment, tools,
• They prepare the list of required spare parts.
• Prepare the equipment, tools, accessories and supplies that will be necessary
for the next operational period.
• Receive and recondition each piece of equipment, tool, accessory after
completing its assignment in the incident.
• Prepare a report of the supplies and spare parts that have not been used
during the incident, event or operation.
• deliver supplies and equipment from the supply area.
• Notify the person responsible for requisitions about the necessary supplies to
LUSUM.
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Facilities Unit Leader (LUINS)
The leader of the Facilities Unit is in charge of managing and making the required
facilities available to the incident and equipping them with the necessary resources
and services to facilitate the work that will be carried out there.
Responsibilities:
• Manage the facilities of the Base and the Camp(s) through those in charge of
each one.
• Appoint those in charge of the base and camp.
• Determine the needs for the operation of each facility (energy, furniture,
communications, health services, among others.)
• Organize the facilities for the incident including the Base, Camp(s) and the
Command Post (CP).
• Provide facilities for staff to rest, recover and continue their activities.
• Guarantee the security services of the facilities of the incident, event or
operation.
• Guarantee the maintenance and cleaning service of the facilities and disposal
of waste from the incident.
• Maintain Facilities Unit records.
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Facility Security Manager (RSINS)
The Facility Security Manager is the one who provides security measures to protect
personnel and property from any damage or loss.
Responsibilities:
• Obtain brief information from the facilities unit leader.
• Establish contacts with the Police if necessary.
• Contact LUREC about equipment or institutional representatives to discuss
any custody needs that could affect operations.
• Request support staff necessary to fulfill your work assignment.
• Ensure that support staff are qualified to handle security issues.
• Develop security plans for the incident facilities.
• Adapt the security plan as there are changes in the incident related to
facilities and resources.
• Maintain tranquility, prevent assaults, resolve disputes through coordination
with representatives of the institutions.
• Prevent theft of property owned by both government and personnel.
• Document all complaints and suspicious events.
• Prepare and deliver the reports requested.
Base Manager (EBAS)
He is the one who ensures that health, security and facility management services are
conducted appropriately at the base. It also responds to LUINS.
Responsibilities:
• Manage the Base
• Determine any special needs or restrictions on facilities or operations.
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3
• Determine support staff needs to manage the Base
• Request equipment and supplies necessary to carry out your assignment.
• Supervise the establishment of the services necessary for the installation
(offices, rooms, sanitary services, areas for overnight stays, among others).
• Establish the security and coexistence regulations of the base.
• Ensure that all base maintenance and cleaning services are provided.
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4
Camp Manager (ECAM)
In major incidents, one or more camps may be established to provide support to

operations. Camps may be in one location for several days or could be moved
depending on the nature of the incident.
The functions carried out in a camp are:
• Provisioning
• Medical services
• Ground Support
• Feeding
• Communications
• Maintenance
• Security
Responsibilities:
• Carry out the general coordination of all camp activities
• Coordinate the provision of adequate facilities for overnight stays, toilets and
showers.
• Adapt the space for staff recovery.
• Provide direct supervision of all maintenance and security services at camp
facilities.
• Ensure strict compliance with all safety regulations.
• Ensure that all communications between camp and base are centralized and
coordinated.
• Ensure that all transportation from camp to base has a centralized and
coordinated schedule.
Facilities Maintenance Manager (RMINS)
The Facilities Maintenance Manager is the person who supports the assembly,
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5
operation and disassembly process of all facilities.
Responsibilities:
• Ensure that maintenance is carried out on the facilities, both in terms of
cleaning and minor repair issues.
• Support the process of establishing the facility in a specific location
• Carry out the assembly and/or adaptation of the facilities requested.
• Ensure that the facilities have all the necessary elements for the development
of the planned activities.
• Guarantee basic services for each facility in accordance with requirements
• Coordinate with other areas of the Logistics Section aspects related to
connections, positions and others.
• Carry out the dismantling of the facilities once their activities are completed.
• Prepare and deliver the reports requested
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6
Leader of the Ground Support Unit (LUAT)
Provides support to land resources to all sections.

Responsibilities:
• Maintain incident ground support resource inventory and support resources
that are out of service.
• Provide transportation for staff, supplies, food and equipment in general.
• Provide fuel, services, maintenance and repairs of all ground support vehicles
and equipment.
• Implement a circulation plan for the incident.
• Participate in meetings requested by your immediate superior
• Support resources that are out of service during the incident, event or
operation.
• Notify the Resource Unit of changes in the status of support and
transportation vehicles.
• Coordinate maintenance and repair services for land resources.
• Maintain inventory of rented vehicles and collect usage information on them.
• Keep access roads to the incident operational.
Equipment Manager (REQ)
Responsible for providing repair and reconditioning services for incident equipment,
including fuels, lubricants, and supplies for machinery and equipment.
Responsibilities:
• Provide transportation and support vehicle services.
• Maintains records of equipment usage and services provided.
• Review assignments, facilities and define potential needs for equipment
maintenance, replenishment and support services in the PAI.
• Obtain personnel, supplies and equipment necessary to carry out your
assignment.
• Provide fuels and supplies according to the distribution of resources
according to the PAI.
• Provide transportation and support vehicles for use at the incident.
• Prepare schedules for the use of available transportation.
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7
• Prepare guidelines for equipment repair.
• Inspect equipment conditions and ensure coverage through agreements.
• Determine the supplies necessary to keep the equipment in operation.
• Review repair and service areas to ensure that all necessary safety measures
have been taken.
• Test equipment after maintenance or replenishment before returning it to
operation.
• Provide fuel, services, maintenance and repairs of all ground support vehicles
and equipment.
• Implement a circulation plan for the incident.
• Participate in meetings requested by your immediate superior.
• Support resources that are out of service during the incident, event or
operation.
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Responsibilities
Administration and Finance Section
RESPONSIBILITIES
ADMINISTRATION AND FINANCE SECTION
Head of the Administration and Finance Section (JSAF)
The JSAF is responsible for all administrative, financial and cost aspects of the
incident and the supervision of the members of the Section.
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Responsibilities:
• Obtain brief information from the IC.
• Participate in Planning meetings to obtain information and requirements.
• Coordinate Resource Management.
• Develop a plan for the operation of incident finances.
• Establish control panels according to the country's standards.
• Inform staff of the work plan and assignments and monitor performance and
compliance with objectives.
• Inform the IC when the Section is fully operational.
• Keep track of incoming funds.
• Keep track of expenses.
• Carry out control and monitoring of contracted services.
• Comply with established procedures and regulations for the management of
funds.
• Meet with representatives of support institutions regarding financial matters.
• Maintain daily contact with institutions regarding financial matters.
• Ensure that all personnel time records are transmitted to the institution in
accordance with regulations.
• Participate in all demobilization planning.
• Ensure all obligation documents initiated during the incident are properly
completed.
• Report incident issues requiring attention to administrative staff, and provide
follow-up before leaving the incident.
Leader of the Time Unit (LUT)
The Tempo Unit Leader is responsible for recording staff time.

Responsibilities:
• Obtain information from JSAF.
• Determine the needs of the incident to keep track of the hours worked.
• Establish contact with relevant personnel of the institution and its
representatives.
• Establish unit objectives, make assignments, and evaluate performance.
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1
• Ensure that staff's daily time recording documents are prepared and comply
with the standards for recording hours worked.
• Verify that records are carried out properly and control the security of the
information.
• Ensure all records are current and complete prior to demobilization.
• Provide estimated data to the cost unit as necessary.
• Ensure that time reports from supporting institutions must be delivered to the
respective institution representatives prior to demobilization.
• Provide brief information to the JSAF about issues in progress,
recommendations, outstanding issues, and follow-up needs.
Leader of the Supply Unit (LUP)
The Supply Unit Leader is responsible for the administration of financial matters that
have to do with the supplier contract. The Unit is also responsible for keeping track
and recording the time of use of the equipment that is rented.
Responsibilities:
• Obtain brief information from JSAF.
• Contact unit leaders about incident needs and any special procedures.
• Coordinate supply plans and sources with the local jurisdiction.
• Participate in the preparation of the PAI.
• Prepare and sign contracts and agreements and resolve complaints or
disputes to the extent of their authority.
• Coordinate with the Compensation/Claims Unit regarding procedures for
handling claims.
• Finalize all agreements and contracts
• Coordinate the use of funds according to contingencies as necessary.
• Organize and direct the team's timekeeping function.
• Complete the final procedure and send the documents for payment.
• Coordinate cost data in contracts with the Cost unit leader.
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2
Cost Unit Leader (LUCO)
The Cost Unit Leader is responsible for collecting all cost data, performing
effectiveness analyses, providing cost estimates, and making recommendations to
reduce costs during incident response.
Responsibilities:
• Obtain brief information from the Head of the Finance Section.
• Coordinate with the institution's central office regarding cost reporting
procedures.
• Obtain and record all cost data.
• Prepare incident cost summaries.
• Prepare cost estimates for the use of resources for planning purposes.
• Make recommendations for cost savings to JSAF.
• Maintain cumulative incident cost records.
• Ensure that all documentation is prepared accurately.
• Complete all records prior to demobilization.
• Maintain the record of activities (Form SCI-214).
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FORMS
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93
Form SCI-201
Incident Summary
Purpose: The Incident Summary Form provides the IC, Command Staff and Sections
with basic information about the situation of the incident and the resources involved in
it. It also serves as a permanent record of the entire response to the incident.
Preparation: This form must be completed by the IC or their designee. It must be
completed when you require transfer of command, along with a detailed verbal
explanation. It must be used to manage the response during the initial period and
continued during all established operational periods. The information provided in the
SCI - 201 will be used as a starting point for other forms or documents of the SCI,
Initial Evaluation Meeting and Evaluation Meeting(s).
Page 2: Situational Map or Sketch, graphic representation that shows the main
elements. These are: the affected area, established facilities, security perimeter,
resources, cardinal points, street names and traffic direction.
Page 3: Summary of Actions, used to specifically note important facts, problems
encountered and additional information that is not reflected elsewhere, whether in this
or another form. It allows continuous monitoring of response actions.
Distribution: After this form is used to inform the IC, it must be copied to the Leader
of the Documentation Unit (LUDO), if established, or the JSP if not, and must be
attached to the Final Report.
The LUDO or the JSP will use this form as a basis for preparing the PAI.
Important: This form should be used for short and long-term incidents. If required,
add additional numbered pages to SCI - 201 (especially points 14, 15, 16 and 17).
Remember that there is only one SCI - 201 per incident regardless of the number of
operational periods that have been completed.
Rev.01-2014
86
Form SCI-201 Incident Summary
Instructive
Number Qualification Instructions
1 Incident Name Enter the name assigned to the incident.
Write the date (day, month, year) and time (24-hour clock) when you
2
Preparation date and time started filling it out.
3 Location of incident As accurate as possible, geographical location and references.
4 Initial evaluation
Write: nature of the incident, threats, affected area and isolation area.
5 Write briefly, concisely and clearly the objectives for the initial handling
of the response, taking into account the resources available on the
6 Initial Objective(s) Tactical scene.
Strategy For each objective you must define the strategy (it is the means by
which the objective is achieved and specifies who will do the action)
7 and the respective tactic (it indicates where, when and how).
8 PC location Indicate the geographical location of the installed PC.
9 Location of the E Enter the geographic location of the place or places selected as
Waiting Areas.
Write which roads, avenues, streets, etc., must use the requested
10 Entry route resources to enter the scene safely.
Write down which means of communication, avenues,

11 Egress route
streets, etc., should be used to leave the scene safely.
Write it taking into account the threats described in the initial

12 General Safety Message assessment (point 4 of this form), referring to known safety hazards
and indicating the actions to be carried out by response personnel.
Incident Commander Write the name of the IC or the name of the Unified Command. When
13 (name and surname) there is information from two different CIs on a page, both must sign it.
Draw a sketch or use a georeferenced image or a situational map,

14 Situational Map or Sketch where you place the affected area, established facilities, security
perimeter, resources, cardinal points, street names, traffic direction
and other special information.
Write chronologically (date and time of incident), beginning with
Date and time Summary reporting to your base upon arrival at the scene, assuming command,
16 of actions and establishing the PC. Write down any specific problems and in
what areas they occur.
17 Current Organization Draw the organization chart and keep them sequential.
Rev.01-2014
87
Instructions for filling out the form
Incident Summary (SCI 201)
1.Name of the incident 2.Date and time of preparation
3.Place of incident:
4.Initial Evaluation:
-Nature of the Incident
-Threats
-Affected areas
-Isolation
5.Initial objective(s): 6.Strategies: 7.Tactics:
8.PC Location: 9.Location of E:
10.Entry Route: 11.Egress Route
12.General Safety Message:
13. Incident Commander (Name, Last Name) and signature: Page 1 of 4
Rev.01-2014
88
SCI Form 201
Incident Summary
14. Situational Map or Sketch:
13. Incident Commander (Name, Last Name) and signature:

Page 2 of 4
Rev.01-2014
89
SCI Form 201
Incident Summary
15.Date and Time 16.Summary of Actions
13. Incident Commander (Name, Last Name) and signature:

Page 3 of 4
Rev.01-2014
90
SCI Form 201
Incident Summary
1.Incident Name: 2.Date and Time of preparation:
17.Current Organization Chart:
13. Incident Commander (Name, Last Name) and signature: Page 4 of 4
Rev.01-2014
91
SCI Form 202
INCIDENT ACTION PLAN
Purpose: The Incident Action Plan Form (PAI) describes the objectives, strategies
and tactics by objectives, resources necessary for the work to be carried out and the
organizational chart for the operational period. It includes the weather forecast and
safety considerations to be used during said operational period.
This form must be accompanied by forms SCI - 205 and SCI - 206.
Preparation: This form is prepared by the Head of the Planning Section. Once the
Planning Meeting has been held, the Incident Action Plan (PAI) must be prepared,
and it must be approved by the IC.
Distribution: This form is duplicated and delivered to all Section Heads and Officers,
who will disseminate it.
All completed and original forms MUST be delivered to the Documentation Unit.
Rev.01-2014
92
Instructive
1 Incident Name It must be the same one used on the SCI - 201 form.
Enter the date (day, month, and year), and time (24-hour clock), when
2
Preparation date and time the JSP begins preparing it.
3 Operational Period No. Write the number of the operational period in which it will be applied.
Date and time of Start of the Write the date (day, month and year), and time (24-hour clock), of the
4 Operational Period beginning of the Operational Period (OP).
Date and time of End of the Write the date (day, month and year), and time (24-hour clock), of the
5 Operational Period end of the Operational Period (OP).
Write in a short, concise and clear manner the objective(s) for

managing the response, taking into account the resources you have at
6 Goals the scene and those you will need to meet them in the operational
period.
7 Strategies Indicate the strategy or strategies for each objective.
8 Tactics Indicate the tactic(s) for each strategy.
You must consider those that are in place (registered), and those to be
requested, necessary to achieve the objectives set for the OP.
9 Required resources Indicate the task to be performed and the place where it will be done.
Indicate the task to be performed and the place where it

10
Assignment(s)/Location will be done.
11 Prepared by JSP Enter the first and last name of the JSP and signature.
12 Prepared by the IC Write the first and last names of the IC and signature.
General Security Message Write it taking into account the threats described in the
13 according to the identified initial assessment, referring to known security hazards and
threat(s) indicating the actions to be taken by response personnel.
14 Weather forecast Enter meteorological information that predicts the weather

conditions for this operational period.
Draw the organizational chart for the PO, with all the
Organization chart for the
15 resources that include those you have and those
PO
requested.
Note: This Form SCI - 202 must be accompanied by SCI - 205 and SCI - 206.
Rev.01-2014
93
Instructive
Rev.01-2014
94
SCI Form 202
Incident action plan
1.Name of the incident: 2.Date and time of preparation: 3. Operational Period

No.
4.Date and time of Start of the Operational 5.Date and time of the end of the
Period: Operational period:
6.Initial objective(s): 7.Strategies: 8.Tactics: 9.Amount of 10.

Resources Assignment(s)/Locatio
n:
In the
By request
place
Rev.01-2014
95
SCI Form 202
11.Prepared by JSP 12.IC Approved

Page 1 of 4
Rev.01-2014
96
SCI Form 202
9.Amount of
Resources
6.Initial objective(s): 7.Strategies: 8.Tactics: 10. Assignment(s)
In the
By request
place
13.General Security Message according to the unidentified threat(s):
14.Weather forecast
11.Prepared by the Head of

Planning 12.Approved by the Commander
Page 2 of 3
of Incident
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97
SCI Form 201
Incident Summary
15. Organizational chart for the Operational period
11.Preparation by the planning 12.Approved by the Commander

manager of incident
Page 3 of 3
Rev.01-2014
98
SCI Form 201
Incident Summary
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99
SCI Form - 204
Tactical Assignments
The SCI Form - 204 establishes assignments at the levels of Branches, Divisions,
Groups, Task Forces, Intervention Teams and Simple Resources. The need for the
use and handling of this form is determined by the Operations Section Chief.
Purpose: With the Tactical Assignments form, those responsible for the different
operational levels are informed of their tactical assignments in the incident. Once the
tactical assignments have been approved at the Tactical Meeting, the information is
delivered by the JSO to those directly responsible under their command after the
Operational Period Briefing.
Preparation: The Tactics are normally prepared by the Head of the Operations
Section and his direct managers, taking as reference the objectives and strategies
presented by the IC in the Objectives and Strategies Meeting. These must be
reviewed and approved at the Tactical Meeting and will serve to define tactical
assignments.
The list of Tactical Assignments must be approved by the Head of the Planning
Section. Once it has been approved, it is then included as part of the Incident Action
Plan (IAP).
If there are specific instructions for Task Forces, Intervention Teams and/or Simple
Resources, they can be written on Form SCI - 204, which is used for dissemination in
the work area; this Form is not included in the PAI.
Distribution: Tactical Assignments are duplicated and attached to Form SCI - 202,
Incident Action Plan and delivered to all natural recipients of the PAI. In some cases,
assignments may be communicated via telephone/radio/fax.
One form is used for each Branch, Division, Group, Task Force, Intervention Team
and Simple Resource.
All completed and original Forms must be delivered to the Documentation Unit
Leader.
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0
Instructive
It must be the same one that appears on the SCI - 201

1 Incident name
form.
Preparation date and Enter the date (day, month, and year), and time (24-hour
2
time clock), when the JSO begins preparing it.
3 Operational Period No. Write the number of the period in which it will be applied.
Date and time of Start of Write the date (day, month and year), and time (24-hour
4
the Operational Period clock), of the beginning of the Operational Period.
Date and time of End of Write the date (day, month and year), and time (24-hour
5
the Operational Period clock), of the end of the Operational Period.
Position in the
6 Check the box corresponding to the level of the structure to
Operations Section
whom this form is intended. You can only check one box.
According to the position marked in box 6, indicate the
names of the person(s) under your charge, the function
7 Assigned Resources they will perform, the tactical assignment that will be given,
their geographic location, people under their charge, and
any relevant observations.
Enter the date (day, month, year), and military time (24
Date hour
8 hours), when the Form was approved.
Prepared by
Write the name of the person who completed the form.
Normally it is the JSO.
Write the names, surnames and signature of the JSO.
Passed by JSP
9 Enter the date (day, month, year) and military time (24
Date/Time
hours) when this form was approved.
Rev.01-2014
10
1
SCI Form - 204
Tactical Assignments
3. Operational
1.Name of the incident: 2.Date and time of preparation: Period No.
6.Position in the operating section:
□ Section Head □ Group Supervisor □ Simple Resource Leader

□ Branch Coordinator □ Task Force Leader □ In charge
□ Division Supervisor to Intervention Team Leader to Specific name
7.Assigned Resources
No. Persons in
Name of person in charge: Role to perform Tactical assignment Location Observations:
charge
8.Date/Time 9.Approved by the Operations Section

Prepared by Chief
page 1 of 1 Date hour
Rev.01-2014
10
2
SCI Form - 205
Purpose: Establishes the distribution of communication channels in the incident, provides
information about all radio assignments according to the specific task for each operational
period at all levels of the organizational structure.
Preparation: by the Leader of the Communications Unit and is delivered to the Head of the
Logistics Section.
Distribution: The SCI - 205 is duplicated and given to all who receive the Incident Action
Plan Form (SCI - 202).
All completed and original Forms must be delivered to the Documentation Unit.
It must be the same one that appears on the SCI - 201

1 Incident name
form.
2 Preparation date Enter the date (day, month, and year), and time (24-
and time hour clock), when the JSO begins preparing it.
Operational Period Write the number of the period in which it will be
3 No. applied.
Date and time of Start

Write the date (day, month and year), and time (24-
4 of the Operational
Period hour clock), of the beginning of the Operational Period.
Date and time of End

Write the date (day, month and year), and time (24-
5 of the Operational
Period hour clock), of the end of the Operational Period.
Distribution of Communication Channels
Indicate if it is VHF, UHF, trunking, cellular, NEXTEL,

6 System/Equipment
others.
7 Channel Indicate the work channel assigned to the incident.
8 Assignment Names and level assigned in the structure
9 Location Place where you will be assigned to work.
10 Observations Information about special situations.
Prepared by the Write the first and last names of the Communications
11 Communications Unit Leader (LUCO), Support Branch Coordinator or
Unit Leader JSL, for whom you prepare the form.
Rev.01-2014 103
SCI Form - 205
Communications plan
3. Operational
Distribution of Communication Channels
6.System/Equipment: 7.Channel 8.Assigned to: 9.Location: Observations:
11.Prepared by the Leader of the Communications Unit (LUCO):
page 1 of 1
SCI Form - 206

Medical plan
Rev.01-2014
10
4
Purpose: The SCI - 206 Medical Plan provides information on the Medical
Assistance Facilities, Resources required by the Medical Unit (UM), and the referral
of patients to the Medical Assistance Institutions for the response personnel, who are
working in the incident.
Preparation: The Medical Plan is prepared by the Medical Unit Leader (UM), and is
known to the Security Officer. In the case of patients being treated in this Unit, the
information will be complemented with Form SCI - 207.
Distribution: The Medical Plan must be attached to the SCI Form - 202.
All completed and original forms MUST be delivered to the Documentation Unit
Rev.01-2014
10
5
Instructio
n
1 Incident name It must be the same one that appears on the SCI -
201 form.
Preparation date and Enter the date (day, month, and year), and time (24-hour
2 time clock), when the JSO begins preparing it.
Period Write the number of the operational period in which it will be

3 Operational No. applied.
4
Write the date (day, month and year), and time (24-hour clock),
Date and time of Start of of the beginning of the Operational Period.
the Operational Period
5
Date and time of End of Write the date (day, month and year), and time (24-hour clock),
the Operational Period of the end of the Operational Period.
Write the date (day, month and year), and time (24-hour clock),
6 Location
of the end of the Operational Period.
A.Medical assistance
Indicate the names of the medical care facilities in the

7 Name of the Institution
periphery of the incident.
8 Location Indicate the geographical location of said assistance facilities.
Mode of establishing communication with the medical care

9 Contact form
facility, specify it (radio, telephones or others).
B.Ambulance services required
10 Class and Type Specify the class and type (if you have the classification).
11 Institution Indicate the name of the institution from which the resource
came from.
12 Observations Information about special situations.
c. Patient referral
13 The Triage START method is used, which uses colors

Patient classification
Institution of Indicate the name of the healthcare facility where the patient is
14 Medical assistance being transferred.
15 Conveyance It can be an ambulance, aircraft, boat, etc.
Rev.01-2014 106
Instructio
n
Prepared by the Medical
16 Unit Leader
Indicate the names, surnames and signature of the LUME.
Rev.01-2014 107
SCI Form - 206
Medical plan
3. Operational
5.Name of Health Care Facility: 6.Location:
A.Medical Assistance
7.Name of the institution 8.Assigned to: Observations:
B.Ambulance Services Required
10.Class and Type: 11.Institution 12.Observations:
C.Patient referral
14.Medical Assistance Institution

13.Classification of patients: 15.Means of transportation
Red Yellow Green Name: Ambulance aerial Other
page 1 of 1 1.Prepared by the Leader of the LUCO Communications Unit):
Rev.01-2014
10
8
SCI Form – 207
Victim Registry
Purpose: Keep the record and control of patients treated in the stroke or in the
Medical Unit (MU), during the incident and transferred to a medical care institution.
Preparation: Prepared by the Medical Unit Leader or the Person in Charge of the
Stroke Classification Area. This form does not accompany the PAI.
Instruction

Incident name It must be the same one that appears on the SCI -
1 201 form.
2 Place of registration Check the box corresponding to ACV or UM.
Name of the person

Names and surnames of the person responsible for
3 responsible for the
the ACV or UM.
position
4 Write the full first and last names.

Patient names
5 Sex Male or female.
6 Age Write the patient's age.
7 Classification It can be by color code (Triage START), severity or

others.
8 Place of registration Indicate the name of the health care facility to which
each patient is referred.
9 Transferred by It can be an ambulance, aircraft, boat, etc.

Indicate the identification of the means of transport
and form of contact.
10 Date and Time Write the date (day, month and year), and time (24-
hour clock), of the start of said transfer
Rev.01-2014 109
SCI Form – 207
Victim Registry
1.Incident Name:
2.Place of □ Stroke □ Medical Unit 3.Names of the
Registration: Position Responsible:
Location
9.Transferred
5.Sex: 6.Age
by: 10.Date
4.Names of Red Yellow Green Black
8.Transfer
and
the patient: Location: Time
Rev.01-2014
11
0
SCI Form - 211
Registration and Control of
Resources
Purpose: Keep track and control of resources in the incident in general.

Preparation: Check-in can take place at various incident locations including Waiting
Areas, Base, Helibase and Command Post. The Registrar must keep the FSCI - 211
updated at all times, as it is key for decision making.
Distribution: Copies of these lists must be sent to the Resources Unit (LURE) and
the Administration and Finance Section (JSAF). Resource recorders should record
them and pass the information as quickly as possible to the Incident Commander or
Operations Section Chief or Planning Section Chief or Resource Unit. The Resource
Unit maintains a master list of all personnel and equipment that have been registered
in the incident. All completed and original forms MUST be delivered to the
Documentation Unit (LUDO).
Points 1 to 4 correspond to the letter: A. REMEDY REQUEST , form.
Points 6 to 8 correspond to the letter: C. SUPPLIED BY , from the form.
Points 10 and 11 correspond to the letter: E. DEMOBILIZED
Rev.01-2014
11
1
SCI Form - 211
Registration and Control of
Resources
1 .Incident Name:
2 .Date and time of 2.Place of Registration:

preparation:
Instruction
Enter the name of the person requesting the resource

1 By whom?
(CI or JSO).
Write the date (day, month, year), write the time (24-
2 Date and Time hour clock), of the resource request.
3 Class Enter the name per resource class. One resource per
line.
Enter the name by type of resource, if they have
4 Guy classification.
5 Date and Time Write the date (day, month, year), write the time (24
hour clock), of the actual arrival.
6 Institution
Indicate the name of the institution of origin.
Indicate the local identification number of the
7 Tuition
resource.
Indicate the number of people that make up the

8 Number of people
resource.
Indicate whether it is the CI, JSO or another, that

9 Resource status
authorizes the demobilization.
10 By whom? Write the date (day, month and year), and time (24-
hour clock), of the start of said transfer
Enter the effective date and time of the resource's
11 Date and Time
demobilization
Write down all the movements of the resource

12 Observations chronologically, as well as the states, periods and
any necessary notes.
Rev.01-2014
11
2
SCI Form - 21 I
Registration and Control of Resources
2.Date and time of preparation:....... 2.Place of Registration:.............

I. Name of the Incident:...................................................................
B.ACTUAL
A. REMEDY REQUEST: C.SUPPLIED BY: D. STATUS OF RESOURCES E.DEMOBILIZED I2.OBSERVATIONS:
ARRIVAL
I. By whom? 3.Class 4.Type: 6.Institution: /.Tuition: Available 1 O.By
2.Date and 5.Date and
Not available: Assigned to: 1 1.Date and time:
time time: whom:
1 .Name of Registered I: .........................

2 .Name of Registrar 2:...........................
3 .Name of Registrar 3:............................
SCI Form – 214
Activity Log
Purpose: The Activity Record form is used to record the activities carried out by those
responsible at the levels of Sections, Branches, Groups, Divisions, Units, Task Forces /
Intervention Teams / Simple Resources / Managers, Managers and Specialists in a manner
chronologically and during operational periods. This information can then be used as a
reference to extract data for the preparation of the Final Incident Report.
Preparation: Completed records are approved by the respective superiors based on the
established line of command. If you change positions, you must fill out another SCI Form -
214.
All completed forms and the original must be delivered to the Documentation Unit (LUDO),
who maintains a file with all records.
Instruction
1 Incident Name Enter the name of the person requesting the resource (CI or JSO).
Write the date (day, month, year), write the time (24-hour clock), of the
2 Preparation date and time
resource request.
3 Operational Period No. Enter the name per resource class. One resource per line.
Date and time of Start of the

4 Enter the name by type of resource, if they have classification.
Operational Period
Date and time of End of the Write the date (day, month and year), and time (24-hour clock), of the end
5
Operational Period of the Operational Period.
Write the names and surnames, position and institution to which each
6
List of Assigned Personnel member assigned to your position belongs.
Set the time (24-hour clock), and briefly describe any significant
7 Activity Log occurrence or development (e.g., task assignments, task completion,
injuries, difficulties encountered, etc.).
Write the names, surnames, signature and position of the person

8 Prepared by
responsible.
Write the date (day, month and year), and time (24-hour clock), of the start
9 Observations
of said transfer
11
4
SCI Form – 214
Activity Log
3. Operational
6.List of Assigned Personnel
Name and surname Position in the SCI: Institution to which it belongs:
7.Activity Record (add numbered pages):
Hour Main Events:
8.Prepared by (names, surnames, signature and position):

page 1 of 1
11
5
ANNEXES
1
1
Annex A
ORGANIZATION FOR INCIDENTS
Incident Commander
Command Personnel -
—Inf Officer Pub
1 I ,
Deputy Security Officer
Liaison Officer]
Representatives of the institutions
Liaison Officer
Assistant Public Information Officers
Logistics Section Head
Services Branch Coordinator

Communications Unit Leader
Radio Operator Manager
Communications Technician
Computer Technician
Medical Unit Leader

Ambulance Operator
Food Supply Unit Leader
Cook (kitchen crew)
I—Kitchen assistant
Helpers
—I Support Branch Coordinator
Supply Unit Leader

Supply Manager
— Order Manager
Responsible for Reception and Distribution
Unit Leader Facilities Registrars
Security Manager Helpers
Security Personnel Specialist in
Base Manager Tools and Equipment
Maintenance specialists Tools Manager
Security Personnel
Ground Support Unit
Leader
Team Manager
Equipment Time Recorder
Mechanics
1
1
Drivers/Operators
Operations Section Chief
Waiting Area Manager

Communications Unit Leader
Radio Operator Manager
— Communications Technician
Computer Technician
Air Operations Coordinator
Air support supervisor
Helibase Radio Operator Manager(s)
Branches (up to 5)
Divisions/Groups (up to 25)
Task Force
Intervention Team
Simple Resource
Planning Section Head
Resource Unit Leader

Situation Unit Leader
Documentation Unit Leader
Demobilization Unit Leader
Technical specialists
Head of Finance Section
Time Unit Leader

Supply Unit Leader
Compensation/Claims Unit Leader
Cost Unit Leader
1
1
Annex B
REPORTING AND ORGANIZATIONAL RELATIONSHIPS
SCI CAMP
The Camp Manager will exercise direct supervision over all maintenance and security
services at the camp. Several of the unit's functional unit activities are carried out at
the SCI base. While establishing a camp, the Camp Manager will be responsible for
the non-technical coordination of all units stationed at the camp to ensure the orderly
and harmonious operation of the camp and the efficient use of all resources and
people assigned to the camp.
1
1
Annex C
SCI ORGANIZATION
1.Incident Commander - one per Incident, unless the Incident is multi-jurisdictional.
2.1 Multi-jurisdictional incidents established under a Unified Command where each
jurisdiction provides individuals to represent the Institution of the Unified Command
Structure.
3 .The Incident Commander may have an Assistant
4 .Command Staff Officers - one per function per Incident
5 . Command staff may have assistants as required.
6 .Representatives of the institutions report to the command staff liaison officer.
MINIMUM RECOMMENDED PERSONNEL FOR THE BASE OF THE INCIDENT (Per twelve (12)
hour operating shift)
INCIDENT SIZE
(NUMBER OF DIVISIONS)
2 5 10 15 25
POSITION IN UNITY
Head of Operations Section ONE PER OPERATIONAL SHIFT
Branch Coordinator 234 6

Division/Group Supervisor 2 5 10 15 25
Intervention Team Leaders As required
Task Force Leaders As required
Air Operations Coordinator 111 1
Air Support Group Supervisor 111 1 1

Tanker action coordinator As required
Helipoint Coordinator As required
Air Support Group Supervisor 111 1
Helibase Manager 111 1 1
Landing point manager One for Helibase
from the helicopter one per point
Aircraft Support Leader

zO-o>o--z>pu omzO-o>zmoooz > z
One per airport

Waiting area manager One per waiting area
Head of Planning Section ONE PER INCIDENT

Resource Unit Leader 111 1 1
Division/Group Supervisor 1233 3
Resource arrival recorders As required
Reporting Registrars As required
Technical specialist 111 1
Situation Unit Leaders 122 3

field observer As required
Weather Observer As required
Aerial Photo Analyst 111 2
Exhibitionist/report processor 111 1 1
IR equipment operators Two if necessary
Computer terminal operator 111 1
Photographer 11 1
Documentation Unit Leader 111 1
Demobilization Unit Leader/retirement 11 1
Resource Demobilization Manager As required
1
2
Annex D
COLORS AND USES OF T CARDS
No. Guy Card
Resources Color
1 Engines Pink
2 Crews Green
3 Tractors Yellow
4 Planes Orange
5 helicopters Blue
6 Coffee
Task Forces Team Interv.
7 Staff White
8 Location Tags Grey
Eight colors of cards (T cards) are used to differentiate the type of resources. The
colors of the cards and the resources they represent are:
1
2
Annex F
SYMBOLS FOR MAPS
SCI DISPLACEMENT
H Helibase
Mobile repeater/repeater
OPTIONAL T Telephone
BLUE
Fire station
Water source (identify type: Ex. lake, cistern, hydrant)
1
2
Suggested for covert inclusion
RED
Uncontrolled fire
edge
fire point
Hotspot
Fire spread forecast
ORANGE Water source (identify type:

Ex. lake, cistern, hydrant)
Mobile climate observation unit
(1) (11) Branches - initially

numbered clockwise from
the fire origin
(A) (B) Divisions - identified by letters

initially clockwise from the origin
of the fire
1
2
BLACK w/10-1500 9/7
Wind speed and direction
Proposed line for tractors
X •••
Line construction (planned
or incomplete)
Signage of
( ) ( ) ( ) geographical or
artificial
features
/
Built and completed
line
XXXX Line finished by

tractors
1
2
RED Origin of the fire Danger
(Identify the type of danger,
electrical cables)
ORANGE Command Post

PC
YELLOW
Base
Camp (Identify by name)
Heliport (Identify by name)
All covered areas must have

registration marks. These may
consist of the identification of
roads, towns, among others.
1
2
Annex G
FUNCTIONS AND INTERACTIONS
FROM THE RESOURCE UNIT
Gets Prepare
information information
from for
Graphic of
deployment
Center organizational
Office of of the incident
the agency
Center
Exhibition of
notifications
T-cards
of incidents
of resources
Commander
crash
Summary of
initial
the
State of
Session of Incident
Confirm
information the
Evaluate
incident
Process
Deployments Things to do
of the
Meeting of
Organization
Planning
Sites to Things to do
report of the
Division
Commander
crash
initial
Application
Unit of Resources
support to Specials
cluster
1
2
Annex H
FUNCTIONS AND INTERACTIONS
OF THE SITUATION UNIT
Gets Prepare
information information
of for
Reports of
center of
communications
Sessions of
information the
incident
Maps of the
Region or Area
of the Incident
Action plan
of the
Incident
Securities
Information and
Threats
Forecasts
propagation
of the fire
Section/Branch
Division/Line
Reports
Reports
of
Reports of
Aircraft
Intelligence
Unit
of
Resources
1
2
Annex I
STATUS CHANGE REPORTS
OF THE RESOURCES
1.Report
Change in resource status
(Assigned, available, out of service).
Movement of resources between divisions.
2.Note
The authority that approves the change of status is
responsible for reporting it.
Status Report
Coordination
1
2
Gets Of
NOT
E:
THE
AUT
HORI Waiting Area
(Available)
TY Ann
THAT
APP ex K
ROV RES
ES
THE OUR
CHA CE
NGE
OF
REL
STAT EAS
US IS
E
RESP
ONSI
BLE
Base, field or
FOR according to
REP written or verbal
ORTI instructions
NG IT
TO
THE
Cl.
Annex L
CLEAR TEXT
WORDS AND PHRASES WORDS AND PHRASES
It is not copied Used when a signal is unclear. Try to add what the
specific problem is. Example: “no copying, too
much noise”
Loud and clear It is explained only
Suspend transmission It is explained only

Copied,copy
It is used to confirm the message received. The

unit's radio identifier must also be used. Example
“Machine 2675, copied”
Affirmative Yeah
Negative No
Answer, answered endo Used during dispatch - proceed to or when
proceeding to an incident. Example: ¨Machine
5176, respond...¨ or ¨St. Helena Maquina 1375
responding¨.
On Route
Normally used by administrative staff trative or
command to designate blunders. Enroute is NOT
a substitute for responding.
Example: “Chief 2400 on RO II route”.
1
3
Annex L
CLEAR TEXT
WORDS AND PHRASES WORDS AND PHRASES
Used to indicate that a unit is at its station.

On base, with name or
Example: “Santiago Vargas, Machine 4577 on
station number
base, Suñol”.
Discovered Indicates that a unit is not in service because there

are no personnel to operate it.
Out of service
Indicates that a unit is out of service for
mechanical reasons. Example: “Castro, transport
2341, out of service”
Note: When the repair has been completed, the
following phrase should be used: “Aubum,
transport 2341, back in service, available.”
Emergency traffic only Radio users will restrict all transmissions to an
emergency in progress or a new incident. Radio
traffic that includes situational information such as:
responding, condition reports, on scene and
available, will be authorized during this period.
Emergency traffic
Term used to achieve control of a radio frequency
to report an emergency. All other users of the
radio will refrain from using that frequency until
authorized by the ECC.
It is explained only
Normal rescue traffic
1
3
Beaufort scale for
measure wind speed
Wind speed
Force Term Ground observations KMS/H
0 Calm The smoke rises vertically. 0-1
The direction of the wind is indicated by the

1 Ventoline movement of the herbs and grasses, not by the 1-5
weather vanes.
Very weak You feel the wind on your face; the leaves tremble;
2 6-11
breeze the weather vane starts to spin
weak
3 The leaves and small branches are constantly 12-19
breeze
shaking, the wind makes the light flags flutter
Moderate The wind stirs up dust and the leaves move; the
4 20-29
breeze small branches shake.
Fresh The bushes begin to sway; Small waves form in

5 30-38
breeze inland waters.
The great branches shake; The wind whistles on the

6 strong breeze telegraph wires, the use of umbrellas becomes 39-49
difficult.
Strong The trees shake whole; It is painful to walk against

7 50-61
wind the wind.
The wind breaks the branches; walking against the

8 hard wind 62-74
wind is generally impossible
Very hard
9 The wind causes light damage to houses 75-88
wind
(detachment of pipes, chimneys, tiles)
10 Storm Trees uprooted, extensive damage to buildings. 89-102
11 Storm It is rare and is accompanied by great devastation 103-117
118 or
12 Hurricane Catastrophic destruction
more
1
3
CONVERSION TABLE
CONVERSION FACTORS FOR WEIGHT MEASUREMENTS
MULTIPLY BY TO GET
American Gallons 0.83267 English Gallons
American Gallons 230.9735 cubic inches
American Gallons 0.1387 Cubic feet
American Gallons 3785.306 Cubic centimeters
American Gallons 0.0037853 Cubic meters
American Gallons 3.7853 Pounds
English Gallons 277.42 cubic inches
English Gallons 0.1605 Cubic feet
English Gallons 4.545956 Pounds
English Gallons 4 English rooms
English Gallons 8 English pints
Liters 0.264172 American gallons
Liters 0.22 English gallons
Liters 0.03531 Cubic feet
Liters 0.001 Cubic meters
Cubic meters 264.172052 American Gallons
Cubic meters 220 English Gallons
Cubic feet 6.2305 English Gallons
Cubic feet 28.317 Liters
1
3
CONVERSION TABLE
CONVERSION FACTORS FOR WEIGHT MEASUREMENTS
MULTIPLY BY TO GET
short tons 907.18486 Kilograms
short tons 2000 Pounds
short tons 0.89287 long tons
short tons 0.90718 Metric tons
long tons 1016.04812 Kilograms
long tons 2240 Pounds
long tons 1.11998 short tons
long tons 1.01605 Metric tons
Metric tons 1.000 Kilograms
Metric tons 2204.62 Pounds
Metric tons 1.10231 short tons
Metric tons 00.98421 long tons
Kilograms 2.2046224 Pounds
1000 Grams
Kilograms
Pounds 16 Ounce
Pounds 0.4535924 Kilograms
Ounces 28.349425 Grams
Quintals (Brazil) 129.54 Pound
Quintals (Mexico) 101.47 Pound
Quintals (USA) 100 Pound
At sign 25 Pound
1
3
Field Card - 8 Steps that the first responder must follow
when arriving on the scene with operational capacity
1.Inform your base of your arrival on the scene

2 .Assume command and establish the Command Post
3 .Assess the situation
4 .Establish a security perimeter
5 .Set your goals
6 .Determine strategies and tactics
7 .Determine the need for resources and possible facilities
8 .Prepare information to transfer command.
1.1 Inform your base of your arrival on the scene

Upon arriving at the scene of the incident, inform your base or communications
center: • Arrival at the scene.
• Name with which the incident will be identified.
2 .Take over and set up the PC

Report:
• Who assumes command of the incident (from their full name).
• Radial control identification.
• Location of the PC.
When establishing the PC, make sure it has the following conditions:
• Security
• Visibility
• Access and circulation facilities.
• Communications availability.
• Place away from the scene, noise and confusion.
• Physical expansion capacity.
3 .Aspects to consider when evaluating the situation

Guiding questions:
• What is the nature of the incident?
• What happened?
• What threats are present or possible?
• How big is the affected area?
• How could it evolve?
• How could the area be isolated?
• What locations might be suitable for PC, E and ACV?
• What access and exit routes are safe for the flow of
• staff and equipment?
• What are the present and future capabilities in terms of
1
3
• resources and organization?
4. Establish a security perimeter

When establishing a security perimeter, the following aspects must be considered:
• Incident Type
• Size of affected area
• Topography
• Location of the incident in relation to the access road and available areas
around.
• Areas subject to collapses, potential explosions, falling debris, electrical cables,
etc.
• Weather conditions
• Possible vehicle entry and exit route.
• Coordinate the perimeter isolation function with the corresponding security
agency.
• Request the corresponding security agency to remove all people who are in the
incident area, except authorized personnel.
5. Set the goals

• Specific, and clear when expressing what you want to achieve
• Observable, you can see it when you isolate the area with the cones.
• Achievable, they are viable and can be achieved with the available resources.
• bles.
• Evaluable, that can be evaluated in a certain time.
6. . Determine Strategies and Tactics

Operational Strategy is defined as:
Strategy is the means by which we achieve objectives through the allocation of the
resources involved in operations.
At the operational level, the strategies specify the person(s) responsible for
developing it with the assigned resources.
Tactics are defined as:
The specific actions that must be carried out to achieve the result anticipated in the
strategy and the achievement of the objective. Specify what?, where?, and when?,
7. Determine resource needs and possible facilities.

• Identify the need for resources and request support from the communications
center.
• Determine the possible facilities that will be required and their possible location.
8. Prepare information to transfer command

Aspects to consider when transferring command in person:
1
3
Incident status:
What happened?
What has been achieved?
What has to be done?
What is needed?
• Current security situation.
• Objectives, strategies and tactics.
• Current organization.
• Resource allocation.
• Resources requested and on the way.
• Established facilities.
• Communications plan.
• Probable evolution.
BULLETIN MODEL
State Committee for the Prevention, Fighting of Forest Fires
and Fire Management of Jalisco Zapopan Jalisco; April 25,
2012.
Bulletin 02/11:00 hours
They focus on attacking the fire in the Cerros Chatos
The affected area has not yet been determined, this will be announced when the fire
has been extinguished.
The brigades work in a 7,500-hectare security area to prevent the fire from affecting
new areas.
The State Committee for Prevention, Combat and Control of Forest Fires and Fire
Management of Jalisco, in which 18 agencies participate, reports that the Unified
Command for emergency response in the La Primavera Forest Flora and Fauna
Protection Area in Zapopan, Jalisco, has assigned three main objectives today:
1 .Attack on fire in the CerrosChatos area.

2 .Preventive protection by Civil Protection personnel in the Venta del Astillero
Delegation, as well as the Pinar de la Venta Subdivision. 3.Carry out liquidation and
surveillance actions on the embers in the areas, Geothermal Wells, Pedernal Grande,
Mesa Ancha, Río Caliente, Las Monjas, Cerro Alto, Plan de Milpillas and Mesa
Angosta.
The participation of two aircraft from the Ministry of National Defense has been
confirmed, which will enter the fight against the forest fire today. The agencies
participating in the operation are: Secretariat of Environment and Natural Resources,
1
3
National Forestry Commission, Federal Attorney for Environmental Protection,
Attorney General of the Republic, Secretariat of National Defense, Federal Electricity
Commission, Secretariat of Rural Development , Secretariat of Public Security of the
State of Jalisco, State Unit of Civil Protection and Firefighters of Jalisco, Red Cross,
Executive Directorate of the Bosque de la Primavera, the City Councils of
Guadalajara, Zapopan, Tlaquepaque, Ameca, Etzatlán, Tala, El Arenal, and
Tlajomulco.
The Committee thanks the civilian population and companies for their donations of
food, which are currently sufficient.
The affected area has not yet been determined, this will be announced when the fire
has been extinguished. The brigades work in a 7,500-hectare security area to prevent
the fire from affecting new areas.
Numeralia:
• Fighters: 800 from 18 units
• Vehicles: 136 (Pick up trucks, 3 ton trucks, pipes)
• Motor pump trucks: 4
• Helicopters: 5
Name and Signature CI:
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BULLETIN MODEL
State Committee for the Prevention, Fighting of Forest Fires and Fire
Management of Jalisco Zapopan Jalisco; April 24, 2012.
Bulletin 01/14:30 hours
Protecting the integrity of citizens, a priority against fire in La Primavera The 771
brigades working to contain the forest fire in the La Primavera Forest Flora and
Fauna Protection Area, seek to protect the areas of Milpillas, Pedregal Grande, Pinar
de la Venta , Cerro el Colli, San Miguel and Planillas reports the State Committee for
Prevention, Combating Forest Fires and Fire Management of Jalisco.
For these tasks, there is support from 5 helicopters and 136 vehicles, including
motorized pump trucks.
At this time, combatants are being transferred to the El Colli and Pedernal Grande
properties to fight the fire; Thus, liquidation is also carried out in areas where there is
already control of the flames and burned areas.
Support personnel are preparing to distribute food and hydration to personnel on the
firing line.
Early today, 361 support elements entered, which strengthen the actions to combat
the forest fire.
An overflight was carried out to determine the polygon where combat actions are
carried out with the support of the Institute of Territorial Information of the State of
Jalisco. There is a total of 7,523 hectares where the brigade members have a
presence; within this area there are islands where the fire has not passed.
In the medical report, 31 people have been treated, 26 presented respiratory tract
irritation and conjunctivitis; one element had a shoulder dislocation; two sprained
ankles and two sprained elbows.
The agencies participating in the operation are: National Forestry Commission,
Secretariat of Rural Development, the Municipalities of Guadalajara, Zapopan, Tala,
El Arenal and Tlajomulco, Secretariat of National Defense, Secretariat of
Environment and Natural Resources, Red Cross, Directorate Executive of the
Bosque de la Primavera, Attorney General's Office for Environmental Protection,
Secretariat of Public Security of the State of Jalisco, State Unit of Civil Protection and
Firefighters of Jalisco.
Name and Signature CI:
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PC MODEL
Operations
ng
an
Pl
ni
Adm.Finanz
Pub Room
Info meetings
Briefing
Link
Logistics
CU
CI/
Entry control
------------------1 Income
14
1
Intelligence/Information
Intelligence is the collection, analysis, processing and exchange of key information

for decision making in the SCI.
The Intelligence function is to ensure that all information and operations within the
response are adequately managed, coordinated and directed in order to:
• Collect, process, analyze and appropriately disseminate information
• Conduct a complete and exhaustive investigation.
• Identify, process, gather, create a chain of custody to, protect,
• examine/analyze and store all evidentiary evidence.
• Determine the source or cause and control it in order to prevent spread and
reduce the impact on the investigation or the development of new incidents.
Some incidents, due to their complexity, require the collection of information
where this leads to the detection, prevention, apprehension and prosecution of
criminal activities or the individuals involved, including terrorist incidents or
incidents that affect the country's national security.
The collection, classification and management of this type of information must
be carried out by the country's National Security personnel and is not part of
the SCI.
In the SCI within an incident it is required to collect information that leads to the
determination of the cause, or the projection of the spread, the evaluation of impact,
or the selection of measures for a given event (regardless of the source), such as
national security, public health, events, disease outbreaks or fires.
For these situations, intelligence collects and analyzes all information that is related
to the incident and contributes to decision making and incident management. These
personnel act as technical specialists or as a unit in the Planning Section and can
use and provide
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Specific information that supports TACTICAL decisions.
However, in exceptional situations, intelligence functions may be assigned to other
parts of the SCI organization.
Within the Command Staff, this option may be appropriate for incidents with little
need for tactical information or classified intelligence and where the support of
institutional representatives is to provide real-time information to the CI/CU.
As an Intelligence Section, it may be necessary when the information is highly
specialized and requires technical analysis. It is both critical and sensitive, in time
management in response operations (e.g. chemical, biological, radiological or
nuclear incidents), or when there is a need for classified intelligence (national
security).
INCIDENT COMMANDER
Official
Intelligence
Information
Information
Officer Pub
1
4
Operations Section
Holding
area
1
4
This Manual is part of the SCI Intermediate Course prepared by the Office
United States Government Disaster Assistance Agency (USAID/
OFDA)
The translation and adaptation are based on the Incident Command System, of the
Fire Protection Publications, Oklahoma State University
The documents that make up this manual cannot be reproduced without
prior authorization of the authors
Third Version January 2014
USAID/OFDA
Embassy of the United States of America
Post Office Box 920-1200 Pavas
San Jose Costa Rica
1
5

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USAID

OF THE PEOPLE OF THE STATES

“Source: Intermediate Incident Command System Course (CISCI)”

Standardization Common terminology

Establish and transfer command

Functions and Structure of the SCI

The Incident Command System is based on 8 functions: Command, Security, Public

Structure of the SCI

Organization level Post Examples

Command Staff (Security,

Section Boss Head of Logistics Section

Facility In charge Waiting Area Manager

Coordinator of the Traffic

Coordinator of the Traffic

Coordinator of the Traffic

Task Force Intervention Ambulance Team Leader

Simple Resource Leader Machine-Animal Operator-Guide

Considerations when preparing the PAI

PROBLEM SOLVING CYCLE

Phase 1 - Understand the situation

Develop the Evaluation Meeting

Phase 3 - Develop the PAI

Planning Meeting Preparation: Responsibilities

• Identify the risks and threats of the incident.

• Identifies cooperating and assistance institutions and

• Evaluate the overall media coverage to date.

• Evaluate the overall media coverage to date.

• Prepares incident maps and displays, as necessary.

• Determines service and support needs for the incident.

• Collect information on rental agreements and contracts.

Security Analysis for the Incident Action Plan

• Observation and/or personal • Transit

Locations Threat mitigation

• Conduct an Operational Briefing with key personnel.

Run the PAI

Section Coordinates Attend Forms Deliverables

CI/CU preparation+Specific queries to JSO

CI/CU preparation+Specific queries to JSO

Tactical CI/CU OFS

Preparation Section Heads, Staff, Unit Leaders that are considered

It is provided to personnel assigned with non-operational and support tasks, in

They are directed to personnel (Simple Resources, Intervention Teams or Task

Operational Period Briefing:

• Section Heads, Coordinators, Supervisors, Leaders and Managers present

Incident Commander/Unified Command

Security Officer (SFO)

Public Information Officer (OFIP)

Press Release Format:

An institution representative is an individual who has been assigned full authority to

Head of Operations Section (JSO)

Waiting Area Manager (EAE)

Victim Concentration Area Manager (EACV)

Leader of the Intervention Team/Task Force (LEI/LFT)

Helibase Manager (EH)

Head of the Planning Section (JSP)

He is responsible for directing the process of collecting, consolidating, analyzing and

The Planning Section consolidates the information generated in Operational Planning

Situation Unit Leader (LUSIT)

The Documentation Unit Leader is responsible for 1) Maintaining complete and

Leader of the Demobilization Unit (LUDES)

General information Describe the demobilization process that will

Exit Points Describe exit points

Aspects defined by the IC as a priority