CIMS For SAR

CIMS for SAR
Handbook
Teamwork in
Search and Rescue
CIMS for SAR Handbook – Page 2
Table of Contents
Introduction.................................................................................. 3
Part 1: Design of CIMS ................................................................ 4
1. Overseas Experience.........................................................................................4
2. New Zealand CIMS .............................................................................................4
3. CIMS Emergency Management.....................................................................6
4. When is CIMS Used? .........................................................................................7
5. CIMS Principles.......................................................................................................8
6. CIMS Organisational Structure ....................................................................9
Part 2: Incident Management ..................................................... 11
1. Overview...............................................................................................................11
2. Incident Control ................................................................................................12
3. Operations ...........................................................................................................15
4. Planning / Intelligence ...................................................................................15
5. Logistics ................................................................................................................16
6. Incident Facilities .............................................................................................17
7. Level of Incident Management ..................................................................21
8. Changeover of Personnel .................................................................................25
9. Action Planning ..................................................................................................26
10. In Conclusion ...................................................................................................26
Appendix 1: Glossary .................................................................. 27
References .................................................................................. 92
Version 1.2 – June 2005

Introduction
Emergency services in New Zealand at present cost the country
approximately $2.5 billion a year. A properly implemented Coordinated
Incident Management System will improve efficiency and effectiveness in
management response. It will limit damage to property and, most
importantly, will save lives.
CIMS provides the model for command, control, and coordination of an
emergency response. It provides a means of coordinating the efforts of
agencies as they work towards the common goal of stabilising an incident
and protecting life, property, and the environment.
Many emergencies, from car accidents to large-scale disasters, require
cooperation among several agencies. In an emergency, you and other
personnel from your agency may be called upon to help with the response.
CIMS can be used for all emergency incidents, from the straight-forward
to the complex. The more complex the incident, the more evident is the
value in using CIMS.
This CIMS manual defines New Zealand's approach to incident
management. It explains the CIMS system in detail and how it can be
used to manage diverse incidents.
CIMS aims to build a more proactive incident management response
system that will increase efficiencies through better coordination of
resources. It will also reduce the risk of service overlap and potential
confusion at emergencies through poor understanding and inadequate
coordination.

Part 1: Design of CIMS

1. Overseas Experience
The Incident Management System (IMS) is now being used by
organisations throughout the world at large and small incidents. It
incorporates modern management principles and has been modified
and adapted for use in the New Zealand context. The system has
been used in the USA since the 1970s and was introduced into
Australia in the 1980s.
United States
The Incident Command System (ICS) was developed in response to
fires that consumed large portions of Southern California in 1970. A
need was identified to develop a system whereby different agencies
could work together towards a common goal in an effective and
efficient manner.
The National Inter-Agency Incident Management System (NIIMS)
was developed which fire protection agencies could use at local, state,
and federal levels. NIIMS has five major sub-systems, one of which is
the Incident Command System (ICS).
ICS is designed for emergencies caused by fires, floods,
earthquakes, hurricanes, tornadoes, tidal waves, riots, hazardous
materials, or other natural or human-caused incidents. By December
1996 all emergency agencies in California were required to use a
standardised emergency management system to be eligible for
funding.
Australia
In the early 1980s the Australian Association of Fire Authorities
developed the Australian Inter-service Incident Management System
(AIIMS), which is based on the US National Interagency Incident
Management System (NIIMS).
Although AIIMS has been developed by the Australian Fire Services,
the system can be used to respond to public emergencies of any type.
Using principles outlined in AIIMS, disasters such as floods, cyclones,
earthquakes, wind-storms, major aircraft accidents and hazardous
chemical spills can be all managed more efficiently.
2. New Zealand CIMS

The CIMS was set up by the emergency services in response to a need
which they themselves identified. This was a 'bottom-up' initiative.
The level of cooperation between the services on this project has
been high, partly because they have been pro-active and involved in
setting it up. In this regard it is different from similar projects
overseas which have been forced upon the services by policy changes
at central government level.
In 1996 the Fire Services of New Zealand promoted the concept of
one system for all Emergency Services and related organisations in
New Zealand. In March 1997 twenty five participants from all
emergency services attended a workshop with representatives from

NZ Police, NZ Fire Service, National Rural Fire Authority, NZ
Ambulance Board, Civil Defence, Territorial Local Authorities, NZ
Defence Force, NZ Forest Owners Association and Department of
Conservation. By the end of the workshop participants had agreed on
a Mission, Vision, Legacy and values statements.
Mission
The mission statement describes the overall purpose of the CIMS.
Safer communities through integrated emergency management.
Vision
The vision statement describes what the CIMS aims to achieve and
how.
CIMS will create a legacy of safer communities through a proven,
reliable, user-friendly, effective and efficient up-to-date IMS system.
The system will be fully integrated and flexible and have the confidence
of the public.
Values
The values statement records the commitment by each organisation on
how they would behave towards each other.
We will work together with honesty, integrity, trust and understanding.
We will commit ourselves to developing an IMS system which delivers a
framework based on well-grounded principles and meets the needs of
our communities.
The project team developed a national, standard approach to emergency

incident management which is understood and committed to by all
services. It was agreed the CIMS model should have the following
characteristics:
• adaptible to any emergency incident
• suitable for use regardless of jurisdiction or agency involved
• employ common organisational structure
• utilise common command structures and consolidated action-
planning
• utilise common terminology
• consistent with directions set in the Emergency Services Review and
emergency management principles adopted by Government.

3. CIMS Emergency Management

The key components of Emergency Management are:
• reduction of emergencies
• readiness for emergencies
• response to emergencies
• recovery from emergencies.
CIMS is designed primarily to improve the management of the
response phase to emergency incidents through better coordination
between the major emergency services (Fire, Rural Fire, Police,
Ambulance, Civil Defence) and between the many other organisations
which also have a role in mounting an emergency response
(Territorial Local Authorities, NZ Defence Force, NZ Forest Owners
Association, Department of Conservation, Maritime Safety Association
etc).
CIMS also has a role to play within each of the emergency services.
While many of the day-to-day operations of the various agencies will
not be impacted by CIMS, rules for managing emergency incidents will
be implemented across all emergency services.
Figure 1 shows some of the services who are part of CIMS. It also
shows that the majority of systems and processes within each service
will not be impacted by CIMS. CIMS knows nothing about how a
firefighter puts water on a fire or how a policeman carries out an
arrest. CIMS will not affect the operational aspects of one's jobs.
CIMS is the set of rules that define the system for managing
incidents of any size and defines the relationship, responsibilities and
management rules for organisations involved at an incident.
It is important to note that CIMS will have no impact on the identity
of individual services or the way they carry out their statutory
responsibilities.
Figure 1
Urban
Fire Police
Rural
Fire CIMS Medical
Civil
Defence Others

4. When is CIMS Used?
(i) Introduction
Incident Management Systems have proven effective for responding
to all types of incidents. CIMS will be used at:
• hazardous substances incidents
• response to natural hazards
• police incidents
• fires
• incidents involving multiple casualties
• air, rail, water, or ground transportation accidents
• search and rescue missions
• pathogen outbreaks
• public health and medical emergencies
• environmental incidents
• whale strandings
• planned events (e.g. celebrations, parades, concerts, official
visits, etc).
(ii) Problem Areas

The CIMS model was developed to address a number of difficulties
identified with emergency responses. These problem areas include:
• lack of coordination between services
• non-standard terminology among responding agencies
• lack of capability to expand and contract structures as required
by the situation
• non-standard and non-integrated communications lack of
consolidated action plans
• lack of designated facilities
Overseas experience shows the success of CIMS will come from

applying:
• a common incident management structure
• information management
• key management principles in a standardised way.

5. CIMS Principles
CIMS structure is based on the following elements:
(i) Common Terminology
(ii) Modular Organisation
(iii) Integrated Communications
(iv) Consolidated Incident Action Plans
(v) Manageable span of control
(vi) Designated incident facilities
(vii) Comprehensive resource management.
(i) Common Terminology

Common terminology is essential in any emergency management
system, especially when diverse or other than first-response
agencies are involved in the response. When agencies have slightly
different meanings for terms, confusion and inefficiency can result.
In CIMS, major organisational functions, facilities, and resources are
predesignated and given titles. CIMS terminology is standard and
consistent among all of the agencies involved.
(ii) Modular Organisation
A modular organisation develops from the top-down organisational
structure at any incident. "Top-down" means that, at the very least,
the Control / Command function is established by the first-arriving
officer who becomes the Incident Controller. As the incident
warrants, the Incident Controller activates other functional areas. In
approximately 95 percent of all incidents, the organisational
structure for operations consists of command and single resources
(e.g., one fire truck, an ambulance, or a tow truck). If needed,
however, the CIMS structure can consist of several layers
(iii) Integrated Communications
Integrated communications requires a common communications plan,
standard operating procedures, clear text, common frequencies, and
common terminology. Several communication networks may be
established, depending on the size and complexity of the incident.
(iv) Consolidated Incident Action Plans
Consolidated Incident Action Plans describe response goals,
operational objectives, and support activities. The decision to have a
written Incident Action Plan is made by the Incident Controller.
Incident Action Plans should cover all objectives and support activities
that are needed during the entire operational period. A written plan is
preferable to an oral plan because it clearly demonstrates
responsibility, and provides documentation when requesting
assistance. Incident Action Plans that include the measurable goals
and objectives to be achieved are always prepared around a
timeframe called an operational period.

(v) Manageable span of control

A manageable span of control is defined as the number of individuals
or functions one person can manage effectively. In CIMS, the span of
control for any person falls within a range of three to seven
resources, with five being the optimum.
(vi) Designated incident facilities
It is important there are designated incident facilities with clearly
defined functions to assist in the effective management of an incident.
Every incident requires one Incident Control Point. Additional facilities
are designated as the complexity of an incident increases.
(viii) Comprehensive resource management.
Comprehensive resource management is a means of organising the
total resource across all organisations deployed at an incident.
Comprehensive resource management:

• maximizes resource use
• consolidates control of single resources
• reduces the communications load
• provides accountability
• reduces freelancing
• ensures personnel safety
• assigns all resources to a status condition
6. CIMS Organisational Structure

Many incidents, whether major emergencies or disasters (such as
damaging earthquakes) or more localised incidents (such as
accidents, hazardous substance spills or fire incidents) require a
response from a number of different agencies.
No single agency or department can handle a large-scale
emergency situation alone. Everyone must work together to manage
the emergency. To coordinate the effective use of all of the available
resources, agencies need a formalised management structure that
lends consistency, fosters efficiency, and provides direction during a
response.
The CIMS organisation is built around four major components:
CONTROL - the management of the incident

PLANNING /INTELLIGENCE - the collection and analysis of incident
information and planning of response activities
OPERATIONS - the direction of an agency's resources in combating
the incident
LOGISTICS - the provision of facilities, services and materials
required to combat the incident.

These four major components are the foundation upon which the
CIMS organisation is built. They apply during a routine emergency,
when preparing for a major event, or when managing a response to a
major disaster.

Part 2: Incident Management

1. Overview
Incident Management can be viewed as a system composed of
inter-related components that function together to enable the best
possible management of an emergency of any scale. As such, it is
necessary to understand the function of individual components, as
well as how they fit together as a system.
Part One of this manual has provided an overview of the system.
Part Two details the key components of CIMS:
• Management Structure
o Incident Control
o Operations
o Planning / Intelligence
o Logistics
• Incident Facilities
• Levels of Incident Management
Incident Management encompasses:

• establishing command and control
• ensuring responder safety
• assessing incident priorities
• determining operational objectives
• developing and implementing the Incident Action Plan (IAP)
• developing an appropriate organisational structure
• maintaining a manageable span of control
• managing incident resources
• coordinating overall emergency activities
• coordinating the activities of outside agencies
• authorising the release of information to the media
• monitoring costs

2. Incident Control
Incident
Control
Planning/Intel Operations Logistics

Section Section Section
The Incident Controller (IC) is the person in charge at an incident and

is responsible for the overall direction of response activities in an
emergency situation including the development and implementation of
strategic decisions and for approving the ordering and releasing of
resources. The Incident Controller fulfills all management functions
and responsibilities until the incident requires additional
appointments. Major responsibilities include:
• establishing command and control
• establishing the Incident Control Point (ICP)
• establishing the organisational structure
• protecting life and property
• controlling personnel and equipment
• maintaining accountability for responder and public safety
• establishing and maintaining effective liaison with outside
organisations.
It is important to distinguish between Incident Control which relates
to situations and operates horizontally across agencies, and Command
which operates vertically within an agency. An incident has only one
Incident Controller but a number of lines of command may be
required depending on the number of agencies involved.
Figure 1: Command /Control diagram
Control
Relates to situations and operates

horizontally across agencies
Relates to single agencies and

Command operates vertically within an agency

An effective IC must be assertive, decisive, objective, calm, and be a

quick thinker. To handle all of the responsibilities of this role, the
Incident Controller also needs to be flexible and realistic about their
limitations. They also need to be able to delegate positions
appropriately as needed for an incident. The IC should delegate
command functions early in an operation in order to remain free from active
duty so they can keep an overview of proceedings and keep things moving
in the right direction.
Initially, the Incident Controller will be the senior 'first-responder'
to arrive at the scene. As additional responders arrive, control will
transfer on the basis of which agency has primary authority for
overall control of the incident. As incidents grow in size or become
more complex, the responsible jurisdiction or agency may assign a
more highly qualified Incident Controller.
At transfer of control, the outgoing Incident Controller must give
the incoming Incident Controller a full briefing and notify all staff of
the change in controller.
As incidents grow, the Incident Controller may delegate authority
for performing certain functions to others, as required. When
expansion is required, the Incident Controller may establish the
other Staff functions shown in Figure 3. Those appointed to the roles
of Planning / Intelligence, Operations and Logistics - together with
the Incident Controller - make up the Incident Management Team.
Figure 2: Incident Management Diagram
Information
Incident
Liaison
Control
Safety


The Incident Controller will base the decision to expand or contract

the CIMS organisation on three major incident priorities:
SAFETY: The Incident Controller's first priority is always the safety
of the emergency responders and the public.
INCIDENT STABILITY: The Incident Controller is responsible for
determining the strategy that will:
• minimise the effect that the incident may have on the
surrounding area
• maximise the response effort while using resources efficiently.
The management structure that the Incident Controller develops

should be in keeping with the complexity (i.e., level of difficulty in
the response) of the incident, not necessarily the size (which is
based on geographic area or number of resources).
PROPERTY CONSERVATION: The Incident Controller is responsible

for minimising damage to property while achieving the incident
objectives.
As incidents become more involved, the Incident Controller can

activate additional sections (that is, Planning / Intelligence,
Operations, Logistics), as necessary. He/she may also activate the
following support positions:
Information
Incident
Control Liaison
Safety
INFORMATION OFFICER: handles all media inquiries and

coordinates the release of information to the media.
SAFETY OFFICER: monitors safety conditions and develops
measures for ensuring the safety of all assigned personnel.
LIAISON OFFICER: is the on-scene contact for other agencies
assigned to the incident.
Each Manager in the Incident Management Team, in turn, has the

authority to expand to meet the needs of the situation.

3. Operations
Incident
Control

The Operations Section is responsible for carrying out the response

activities described in the IAP. The Operations Manager coordinates
activities and has primary responsibility for receiving and
implementing the IAP. The Operations Manager reports to the Incident
Controller and determines the required resources and organisational
structure within the Operations Section.
The Operations Manager's main responsibilities are to:

• establishes appropriate section size for incident
• direct and coordinate all operations, ensuring the safety of all
operations personnel
• assist the Incident Controller in developing response goals and
objectives for the incident
• implement the IAP
• request resources through the Incident Controller
• keep the Incident Controller informed of the situation.
4. Planning / Intelligence
Incident
Control

The Planning / Intel section functions include gathering, evaluating

and disseminating information about the incident and the status of
resources. This section's responsibilities also include creation of the
IAP, which defines the response activities and the use of resources for
a specified time period. The Planning Intel Manager coordinates the
collection of current information and uses this for planning for future
contingencies.
The Planning Intel Manager's main responsibilities are to:


• gather intelligence information from both inside and outside an
incident
• undertake regular situation reports
• develop the IAP
• keep track of resources at an incident
• dissemination of information to the incident
5. Logistics
Incident
Control

The Logistics Section is responsible for providing facilities, materials,

services and resources - including personnel - in support of the incident.
This section takes on great significance in long-term or extended
operations.
The Logistics Intel Manager’s main responsibilities are to:

• identify and prioritise service and support requirements
• coordinate the supply of personnel and equipment
• development of logistics part of the IAP
• coordinate requests for additional resources
• advise on future capabilities
• implement demobilisation plan

6. Incident Facilities
As an incident grows, several facilities must be identified and established.
These may include:
Incident Control Point ICP
Emergency Operations Centre EOC
Assembly Area AA
Safe Forward Point SFP
Staging Areas SA
Helibase HB
Helipad HP
There is only one Incident Control Point per incident. There can be as many
of the other facilities as necessary for the smooth operation of the incident.
(i) Incident Control Point

The ICP is where the Incident Controller and members of the Incident
Management Team direct response activities in an emergency situation.
Every incident will have an ICP. This may be in the form of a vehicle,
trailer, tent or building.
Having one ICP is critical when the incident involves more than
one agency or jurisdiction. If the various agencies and/or
jurisdictions are separated, it is hard to have an effective
management system.
The ICP can be located with other incident functions and should be
close to the communications and planning function.
The ICP should:

• be positioned away from the general noise and confusion
associated with the incident
• be positioned outside the present and potential hazard
zone have the ability to expand as the incident grows
• have the ability to provide security, and to control access to
the ICP as necessary
• be clearly identified
• be sheltered from the weather be secure from public traffic.

(ii) Emergency Operations Centre

An Emergency Operations Centre is implemented in response to a
major incident or incidents which require higher coordination and
support of the overall emergency effort.
An EOC will normally have established communication,
administration and service facilities. It could be a company office or
an established emergency operations room.
(iii) Assembly Area

The Assembly Area is where resources are organised and prepared
for deployment. It may include the provision of crew welfare and
equipment maintenance facilities. An Assembly Area would normally
be located away from an incident at an established facility. Assembly
areas are for support rather than operational.
(iv) Staging Areas

Staging Areas are locations where resources are gathered before
being despatched to a Safe Forward Point or directly to an incident
area. Staging Areas are managed by the Operations Section. As an
incident grows, there may be a need to establish more than one
Staging Area.
Staging Areas:
• provide a safe location for resources awaiting assignment
• provide for greater accountability by having available personnel
and resources together in one location
• keep track of resources
• assist in check-in of personnel arriving at the incident via private
means
• allow the Incident Controller to plan for resource use, and to provide
for contingencies
• reduce traffic congestion.
A Staging Area may be in the same general area or adjacent to other
incident facilities; however, it should have its own separate location and
name.
It may be necessary to set up separate Staging Areas for different kinds
of resources, for example, fire equipment and personnel in one area and
police-related resources in another. Areas chosen should be easily found,
but off the main traffic routes so that the public isn't asking why all that
equipment is just sitting there, rather than "attending the incident."
Here are some further considerations for establishing Staging Areas:

• they should be close to the location of tactical assignments
• they must be located in a safe area (e.g., upwind from a hazardous
materials spill or out of the path of a fast moving wildland fire)
• they should have separate entrance and exit routes
• they should be large enough to accommodate anticipated levels of
resources and should be located in an area where vehicles and
personnel will do minimal environmental damage.

(v) Safe Forward Point

The Safe Forward Point is a safe location near the incident from which
forward operations can be supported.
(vi) Helibase
A Helibase is the main location for parking, fueling, and maintenance of
helicopters operating in support of an incident. It is often located at a
nearby airfield or other convenient site
It must be of sufficient size to safely handle all required fuelling,
maintenance and parking. It must have good access by road to handle
tankers and heavy vehicles. It should be away from the noise and
congestion of the incident.
(vii) Helipad
A Helipad is a designated location which meets requirements for a
helicopter to take off and land. It can be used to load or off load
personnel, equipment or supplies.
Movement Control at an Incident:

(viii) Perimeter Control
Operations requiring perimeter control may be as diverse as gas
leaks, exotic animal disease emergencies and multiple homicides. In
each case someone or something must be contained. Cordons, road
blocks and checkpoints are used to achieve this, either alone or in
combination, according to the nature of the operation.
(ix) Cordons
A cordon is the means used to contain an incident. It usually
requires the deployment of both personnel and equipment, and may
utilise the area's natural features. It is used to restrict movement in
and out of the area. This may be necessary to :
• contain an armed offender and protect the public
• maintain control in a disaster area
• assist the movement of VIPs when they travel
• keep the peace at concerts, sporting functions and
demonstrations
• suppress the spread of animal disease
• enable emergency services staff to operate unhindered.
An inner cordon is a cordon that is established immediately around

an event. Only tactical groups from the responding agencies operate
within the inner cordon.
An outer cordon is a cordon established further from the event
scene than the inner cordon. It enables access to the area of
operations to be controlled. Support functions such as Safe Forward
Points, Staging Areas and Triage Areas would normally be in the area
between the outer and inner cordons. The emergency operations

centre and assembly areas would usually be outside the outer

cordon.
(x) Road Blocks

A road block is any form of barrier or obstruction limiting the
passage of vehicles. It is used only in exceptional circumstances
when access into or out of an area is being rigorously controlled.
(xi) Checkpoints
A road checkpoint is a strategic position from which traffic movement can
be observed and controlled. The traffic may be stopped but no physical
obstruction is placed on the roadway. Checkpoints are used to watch traffic
and to identify particular vehicles or persons.
(xii) Evacuation
Evacuation is removing people from an area that may be dangerous, or for
strategic reasons. This may be necessary when, for example, there is:
• an armed offender in the area
• a civil defence emergency
• a major fire or hazardous chemical incident
• a mass casualty incident.
Figure 4: Facilities and Perimeter Control Diagram
AA
OUTER CORDON
Entry ICP
SA
SFP Operations
Triage Event
INNER CORDON
Exit

7. Level of Incident Management

CIMS can be expanded or contracted to manage any type and size of
incident. The complexity of the incident more than the geographic
size is normally the determinant for the Incident Controller to
establish additional members of the Incident Management Team to
fulfill management functions.
CIMS requires only one position to be filled - that of the Incident
Controller. The Incident Controller fills all of the management
functions and responsibilities until the complexity of the incident
determines that he or she assigns someone else responsibility for a
particular function. This is only done when necessary. For CIMS to
work, it must be used at even the simplest of events.
Figures 5 - 7 show a range of increasingly complex organisational
charts for managing increasingly complex incidents or number of
incidents.
(i) Single-Agency Response

This is the simplest of management structures. In this example the
Incident Controller may fulfill all of the incident management
functions. With just one agency involved there is only one line of
command. There is no requirement for liaison. Facilities can usually
be kept to a minimum.
Figure 5: Single Agency Response
The Incident Controller is Information

responsible for the overall
direction of response activities. Incident
Control relates to situations. At Liaison
a single agency response the IC Control
also has the command of all
members and resources
Safety

The collection, The direction, The provision of

evaluation, and supervision, and facilities, services
dissemination of implementation of and materials in
information related to tactics in accordance accordance with
the incident, and the with the IAP. the IAP
preparation and
documentation of
Incident Action Plan.

(ii) Multi-Agency Response

As an incident develops and becomes more complex with an increase in the
number of agencies involved, the management system also expands to
maintain effective control. The following is an example of this expansion.
There is always only one Incident Controller. Each agency has its own line
of command. The requirement for the establishment of effective liaison
between agencies becomes paramount.
Figure 6: Multi-Agency Response
Information
Incident
Control Liaison
Safety

Planning Sector A Facilities

Unit Unit
Intelligence Sector B Comms

Unit Unit
The Incident Controller, supported by an Incident Management Team, is

responsible for overall direction of response activities of the incident and
has the responsibility of tasking and coordinating other support agencies,
who action those tasks within their own command.

(iii) Major Incident with Maximum Organisational Support

All elements of a long-term complex incident are shown in the Figure 7
example. Within the functions of Planning / Intelligence, Operations and
Logistics there may be a need to appoint persons to all the responsibilities
within each of these functions.
Figure 7: Major Incident
Information
Incident
Control Liaison
Safety

Situation Sector A Supply

Unit Unit
Planning Sector B Facilities

Unit Unit
Intelligence Sector C Comms

Unit Unit
Resource Sector D Finance

Unit Unit
U
Management Sector E Medical

Support Unit Unit
Clue Catering
Unit Unit
Air Ground
Unit Support Unit

(iv) Multi-Incident Response

Normally incidents occur at a single site. However, on occasions incidents
may occur over a number of geographically separate sites with each being
individually managed, and therefore requiring a higher level management
structure. In such cases there may be a need to exercise overall
coordination through an Emergency Operation Centre, managed by a
Response Coordinator. At very large or complex single-agency incidents,
there may also be a need for a higher level response coordinator. The
formation of the higher level structure is necessary because the control
function will quickly become swamped if it does not have the higher level
support.
The higher level management structure will be primarily concerned with
the systematic acquisition and prioritisation of resources in accordance
with requirements imposed by hazard or impact of each incident or
emergency. Note that this higher level structure does not include an
operations function, but only coordination, planning / intelligence and
logistics. Incident Controllers of individual incidents maintain control of
their incidents.
Plan/Intel Information
Response
Logistics Co-ordinator Liaison
Information Information
Incident Incident
Liaison Liaison
Control Control
Safety Safety
Planning/Intel Operations Logistics Planning/Intel Operations Logistics

Section Section Section Section Section Section
Planning Sector A Facilities Planning Sector A Facilities

Unit Unit Unit Unit
Intelligence Sector B Comms Intelligence Sector B Comms

Unit Unit Unit Unit

8. Changeover of Personnel
Efficient changeovers require thorough planning led by the Incident
Management Team. Incoming personnel need to be briefed on their role
by existing personnel who then depart as soon as the replacement
assumes the role.
Key things to remember about changeovers:

• changeovers are a major factor in Incident Management efficiency
and effectiveness
• poor changeovers can threaten the safety of personnel
• relieved personnel should leave immediately their replacement has
assumed their role
• changeovers must ensure the continuity of the control objectives
• changeovers must be thoroughly planned and managed
• all Incident Management Team members have specific
responsibilities to ensure effective changeovers
• changeovers should be staggered.
(i) Changeover checklist
Out-going Team In-coming team
Set changeover time Receive IAP

Plan changeover locations Establish contact with subordinates
Ensure IAP is prepared Manage changeover of subordinates
Attend Operations briefing Ensure understanding and
Implementation of Plan
Brief subordinate staff
Brief replacement Provide situation reports and time for
next report
Leave
Plan for next changeover

9. Action Planning
Incident Planning begins with the arrival of the first responding
resource to an incident. One of the first actions for the Incident
Controller is to establish incident objectives and action plans. These
plans are initially given as oral instructions but as the management of
the incident becomes organised they should become written plans.
An IAP contains objectives and strategies for specific timeframes
which will be reviewed at subsequent planning meetings and
distributed to the required level of the IMS structure and to the
supporting agencies.
An IAP:
• describes the overall operational objectives and strategies
• ensures continuity of control operations
• provides effective use of resources
• identifies total anticipated resources.
10. In Conclusion
Further information and tools are required for successful
implementations of CIMS. See attached Appendices.

Appendix 1: Glossary
Allocated Resources Resources dispatched to an incident.
Appreciation The systematic process in which all the factors affecting an
incident and which lead to the development of a plan are considered.
Assigned Resources Resources checked in and assigned work tasks on
an incident.
Assembly Area (AA) An area where resources are organised and
prepared for deployment. It includes the provision of crew welfare and
equipment maintenance facilities. An Assembly Area would normally be
located away from an incident at an established facility.
Available Resources Incident-based resources ready for deployment.
Briefing A general overview of an operation.
Cache A predetermined complement of supplies stored in a designated
location.
Changeover The orderly replacement of personnel.
Check-in The process whereby resources first report to an incident.
Checkpoint A strategic position from which traffic movement can be
observed and controlled.
Coordinated Incident Management System (CIMS) A structure to
systematically manage emergency incidents.
Command The internal direction of members and resources of an agency
in the performance of that agency's role and tasks. Command relates to
single agencies and operates vertically within an agency.
Control The overall direction of response activities in an emergency
situation. Authority for control is established in legislation or by agreement
and carries with it the responsibility for tasking and coordinating other
agencies. Control relates to situations and can operate at either the
single-agency level or horizontally across agencies.
Coordination The bringing together of agencies and resources to ensure
a consistent and effective response to an incident.
Cordon A cordon is the means to maintain an area and is used to restrict
movement into and out of an area.
Debriefing A critical examination of an operation done to evaluate
actions for documentation and future improvements.
Demobilisation The orderly release of resources no longer required at
an incident.
Dispatch To task and/or move a resource.
Emergency Operations Centre (EOC) An established facility where the
response to an incident may be supported.
Evacuation The removal of people from an area that may be dangerous
or for strategic reasons.

Finance/Administration A unit which may be established to provide

advise on financial implications or be utilised to track times, costs, pro-
curement, and compensation.
Forward Triage An area in the field to identify and sort patients in
priority order for removal to a Triage area.
Helibase (HB) The main location for parking, fueling, and maintenance
of helicopters operating in support of an incident.
Helipad (HP) A designated location which meets specific requirements
for a helicopter to take off and land.
Incident An event which requires a response from one or more
agencies.
Incident Action Plan (IAP) A statement of the objectives, strategies,
and critical functions to be taken at an incident.
Incident Control Point (ICP) The location where the Incident
Controller and, where established, members of the Incident Management
Team provide overall direction of response activities in an emergency
situation.
Incident Control The overall management of the response to an
incident (see "Control").
Incident Management Team (IMT) The group of incident management
personnel carrying out the functions of Incident Controller, Operations
Manager, Planning / Intelligence Manager and Logistics Manager.
Inner Cordon A cordon established immediately around an event.
Instructions A direction to achieve something given in general terms
without a specific course of action (as opposed to "Orders").
Initial Response Period Where the SAROP is in its first 2-3 hours where
resources are deployed using reflex tasking and a preplan e.g. decision
points to be checked along a track that have already been marked on a
map. The aim is to solve the SAROP quickly using a predetermined
response.
ISPEACQ An acronym for a standard sequence when directing actions. It
represents. Introduction, Situation, Plan, Execution, Administration,
Command, Communication, Questions
Lead Agency The organisation with the legislative or agreed authority
for control of an incident. For Search and Rescue operations the Lead
Agency is the Police.
Liaison Coordination with representatives from other agencies.
LOGM Logistics Manager
Logistics The provision of facilities, services, and materials in
accordance with the Incident Action Plan.
Mobilisation The processes and procedures for organisations to activate,
assemble, and transport the requested resources to an incident.

Multi-agency Response An incident which requires a response from

two or more agencies.
MLSO Managing Land Search Operations.
Objective A statement of what is to be achieved.
Operational Period (First, Second, Third…..) This begins when the
situation has not been resolved through the IRP A larger organisational
structure is needed to escalate the response. A period of time that one
group of people work. Each operational period normally be from 4-12
hours in length depending on the nature of the incident. A period of time for
handover should be allowed for so important information can be passed on
to the next IMT.
Operations The direction, supervision, and implementation of tactics in
accordance with the Incident Action Plan.
OPSM Operations Manager
Orders Directions comprising a clearly defined task and the method of
achieving it given by a commander to those who will execute it (as
opposed to "Instructions").
Outer Cordon A cordon established further from an event than the inner
cordon to enable access to the area of operations to be controlled.
Planning/Intelligence The collection, evaluation, and dissemination of
information related to the incident and the preparation and
documentation of the Incident Action Plan.
PIM Planning Intelligence Manager
Resources All personnel and equipment available, or potentially
available, for assignment to incidents.
Road Block Any form of barrier or obstruction preventing or limiting the
passage of vehicles.
POA Probability of Area
POD Probability of Detection
POS Probability of Success
Safe Forward Point (SFP) A safe location near the incident from which
the forward operations can be supported.
Safety Officer The designated officer responsible for assessing hazards
and for developing measures for ensuring safety.
SAR Search and Rescue
SAROP Search and Rescue Operation
Sector A defined portion of an incident usually a number of segments in a
similar geographical area used for managing span of control.
Segment An area that divides the total areas into manageable units so
that a team can achieve the assigned task within the operational period.
Decisions on segmentation include the task required, terrain and team
capabilities.
Single-agency Response An incident requiring a response from only

one agency.
Situation Report (Sitrep) A brief of an incident, usually given at
regular intervals.
Situation, Mission, Execution, Administration, Command,
Communications
Staging Area (SA) A designated location where resources are gathered
prior to deployment.
Standard Operating Procedures (SOPs) Written incident practices
adopted by an agency.
Strategy A statement detailing how an objective is to be achieved.
Support Agency An organisation contributing services or resources
directly to a lead agency.
Tactics Specific actions or tasks to implement incident strategies.
Task A job given to a team or individual.
Technical Specialist An adviser with special skills which are needed to
support incident operations.
Triage An area and a process where patients are taken to for treatment
in a priority order.

Appendix 2: Roles and Responsibilities

Incident Controller
The IC is responsible for all incident activities including the development
and implementation of strategic decisions and for approving the ordering
and releasing of resources. The IC is responsible for any function not
delegated. The IC should delegate command functions early in a SAROP in
order to remain free from active duty so they can keep an overview of
proceedings and keep things moving in the right direction.
Activation:
• An IC is required at all times on all incidents
Position qualifications and skills:

• MLSO
• CIMS 4
• The IC is appointed by the Police District Commander in line with the
Police General Instructions
Incident interaction lines:

Reports to: Police District Commander or delegation
Direct reports: PIM, OPSM, LOGM, Information Officer, Liaison Officer,
Safety Officer
Liaises with: Police, Media, Family
Responsibilities:
(i) Assume Control
a. During Initial Response Period
• Receives an initial briefing from the IC to that stage
• Assesses the situation and confirms or establishes the immediate
priorities
• Reviews and/or prepares plans for the available resources prior to the
first IMT planning session
• Establishes an Incident Control Point
• Establishes an appropriate organisation for the size of the incident
• Establishes management structure
• Determines the requirements for support agencies and requests their
attendance
b. During subsequent operational periods
• Receives a briefing from the outgoing IC
• Assesses the situation and confirms or establishes the priorities
• Reviews status of plans and available resources
• Confirms and formalises hand over of incident and assumption of
control including delegations and authorities
• Ensures that adequate welfare and safety measures are in place
• Considers appointment of a Deputy as required

(ii) Organise and Delegate

• Establishes an appropriate organisational structure for the size of the
incident
• Determines the requirements for support agencies and requests their
attendance
• Appoints, briefs and tasks the Incident Management Team (IMT) staff
(iii) Plan
• Establishes the Incident Objectives
• Initiates the incident planning cycle and schedule
• Attends Incident Action Plan (IAP) meetings
• Reviews plans and participates in planning meetings as required
• Approves the IAP
(iv) Manage
• Manages the activity for IMT and other direct reports
• Co-ordinates with key people, agencies and officials and conducts
briefings as required
• Ensures that systems are in place to effectively manage resources
• Approves requests for additional resources
• Ensures that accounting systems are in place to approve, record and
track expenditure
• Ensures that a log is maintained by all key functions of decisions,
actions, communications and other events and outcomes
• Ensures de-briefs following operational period
(v) Inform
• Authorises the release of information to the news media
• Reports to and keeps the lead agency informed of incident status.
(vi) Demobilise
• Approves Demobilisation Plan
• Approves the release of resources
• Ensures de-brief following SAROP
• Prepares a comprehensive report for the lead agency.

Information Officer Information
The Information Officer is responsible Incident

Liaison
Control
for the formulation and release of
Safety
information about the incident to
news media, other appropriate Planning/Intel Operations Logistics
agencies, organisations and incident Section Section Section
personnel.
Activation:
• By the IC
• Whenever media contacts are initiated by SAR effort
• Or whenever significant media contacts begin interfering with incident
• Or number of incident personnel warrants activation

• Media training from within a related agency

Reports to: IC
Direct reports: Media Centre Staff
Liaises with: Media, Situation Unit, Operations Section, and Liaison
Officer
Responsibilities:
• Obtain briefing from IC
• Work closely with the IC to develop media strategy
• Determine any constraints on the release of information from IC
• Develop subject find procedure for inclusion in IAP
• Obtain approval from IC to release information
• Work with the Intelligence Unit to determine if some key subject
information should be kept from media for later investigative
verification
• Obtain additional briefing from OPSM, and Situation Unit
• Create a single incident information (media) centre when required
• Schedule media conferences at announced times as required
• Release news to media and post information in ICP and other
appropriate locations
• With IC approval, arrange meetings between media and incident
personnel
• Help develop a biographical sketch of IMT personnel
• Help develop or distribute fact sheets on participating SAR
organisations
• If approved, provide escort services for media into the field , ICP and
Staging Areas
• Respond to special requests for information
• Attend staff meetings to stay informed
• Monitor news media releases. Videotape, record, or clip papers if
possible
• Keep IC informed of any adverse reactions
• Help prepare IC for any interviews
• Investigate any rumours and attempt to obtain facts

• Ensure patient status not released before next of kin contacted
• Help shelter family from media if they request

Liaison Officer Information

The Liaison Officer is responsible for Incident
Liaison
providing a point of contact for all Control
family members and friends, for Safety
information on the status of the search

and coordinating with the intelligence Section Section Section
unit. Additionally for providing the point

of contact for the assisting agencies.
Activation:
• Activated by IC
• Numerous family members
• Whenever intelligence unit is unable to fulfil function
• Whenever family requires special attention
• Number of agency representatives exceeds IC span of control

• Experienced FTL with sensitivity and good people skills
• Victim Support

Reports to: IC
Direct reports: Agency Representatives
Liaises with: Family, Intelligence Unit, Information Officer, Agency staff
Responsibilities:
• Obtain briefing and report to IC.
a. Family Liaison
• Obtain periodic SAROP status updates from the Situation Unit
• Meet with and keep family up-to-date on SAROP activities and answer
or find answers to family questions
• Provide family input to management staff and arrange tours of base
• If requested or deemed appropriate introduce family to IC,
Intelligence, Police etc
• Work closely with the investigator during sessions
• Keep Intelligence up-to-date on anything learned pertinent to the
SAROP
• Assist Information Officer in family aspects of media plan, inform
medical unit leader of family medical needs for medical plan
• Develop a family plan that addresses who best, and how to notify
family if subject found alive and well, severely injured, or dead
• Maintain a log of activities

b. Agency Liaison
• Provide a point of contact for agency reps.
• Maintain a list of assisting agencies
• Identify Agency Reps and determine methods to contact them.
• Monitor incident operations to identify current or potential inter-
organisational problems.
• Keep agencies supporting the incident fully informed of the incident
status
• Participate in planning meetings, providing current resource status,
including limitations and capability of assisting agency resources
• Maintain a log of activities.

Safety Officer
The Safety Officer is responsible for Information
monitoring and managing hazardous and Incident
Liaison
Control
unsafe situations including fatigue and
stress. The Safety Officer’s function is to Safety
develop and recommend measures for

keeping hazards to an acceptable level. Section Section Section
The Safety Officer will correct unsafe acts

or conditions through the regular line of
authority, although the officer may exercise emergency authority to stop or
prevent unsafe acts when immediate action is required. The Safety Officer
may observe any aspect of a SAROP.
Activation:
• Activated by IC
• Large search
• During complex rescues
• Whenever sufficient hazards exist

• Ability to Identify and Control hazards
• Knowledge, skills and experience of the area and activities being
undertaken for the SAROP

Reports to: IC
Direct reports: Safety staff
Liaises with: Whole SAROP but mainly Operations Section
Responsibilities:
• Obtain briefing, guidelines, and operating procedures from the IC
• Advise IC on safety matters
• Identify potentially unsafe situations:
o In environmental conditions
o In terrain hazards
o In types of tasks being assigned
o In air operations (Helicopters & Fixed wing)
o In equipment being used
o In fatigue levels of personnel
o In stress levels of personnel
o In food and water provided
o In use of inadequately trained or equipped personnel
• Assess hazards and prepare, distribute, and implement preventive
information and procedures
• Prepare safety message for IAP:
o Identifies hazards
o Lists control measures
• Prepare safety briefing for Teams briefing
• Follow-up on recommendations submitted or problems discovered to
ensure hazard has been eliminated, isolated or minimised
• Participate in planning meeting

• Review and approve medical, rescue, and evacuation plans
• Monitor safety controls for rescue and evacuations
• Arrange on site critical incident stress defusing as required
• Ensure the communications plan provides coverage to all searchers
• Prepare safety briefing for IMT personnel
• Help prepare the demobilization plan to ensure searchers have
adequate rest before travelling
• Determine need for critical incident stress debriefing for personnel
with IC
• Prepares an accident reports for the IC as required
• Monitor implementation of demobilization plan
• Manages welfare of departing personnel eg fatigue etc

Planning/Intel Manager
The PIM is responsible for the collection, evaluation and
use of information about the SAROP and future Planning/Intel
Section
contingencies. Information is needed to predict probable
course of incident events, and prepare alternative Situation
strategies for the operation so that an IAP can be Unit
prepared. Planning focus is on meeting the needs of the Planning

next operational period. Unit
Intelligence
Activation: Unit
• By IC Resource
• First operational period Unit
• Need to create written IAP Management

• Need to update plans Support Unit
• Large search or one rapidly escalating

• Requirement to gather and analyse information

• MLSO
• CIMS 4
• Search Methods, TCA and Tracking for searches

Reports to: IC
Direct reports: Unit leaders
Liaises with: Operations Section, Logistics Section
Responsibilities:
• Obtain a briefing from IC
o Primary goals and objectives
Plans and outcomes
Status of Planning
Influencing factors
Need for written IAP
• Review previous IAPs and achievements
• Establish the Planning/Intel Section including:
o facilities and resources
o units as required
o appointing, briefing and tasking Unit Leaders
o establishing the information requirements and reporting
schedules for each unit
o establishing information collection activities, eg. weather,
environmental, etc
• Manage the analysis and dissemination of situation information about
the SAROP
• Organise planning meetings
• Ensure strategies are appropriate, based on analysis of incident
information
• Ensure alternative strategies are considered
• Supervise the preparation of the IAP
• Determine the planning cycle time line

• Work closely with all IMT staff when preparing IAP
• Determine the need for any technical resources in support of the
SAROP
• Provide periodic predictions on incident potential
• Report any significant changes in incident status
• Ensure records of resource status and location are maintained
• Prepare recommendation for IC to escalate or systematically
demobilise the SAROP
• Supervise the preparation of a Demobilisation Plan
• Ensure welfare and safety of Planning Intelligence Section personnel
• Brief new Planning Intelligence Manager, when required
• Complete an operational period report

Situation Unit
The Situation Unit has primary responsibilities for collecting
Planning/Intel
and disseminating incident information. Section
Activation: Situation
Unit
• Activated by PIM
• First operational period Planning
Unit
• Large incident or one rapidly escalating
Intelligence
Unit
Unit leader qualification and skills:
• MLSO Resource
Unit
• CIMS 4
• Search Methods, TCA and Tracking for searches Management
Support Unit

Reports to: PIM
Direct reports: Mapping Staff, SAR Computer Information Staff
(Statistics), Technical Staff, Field Situation Staff
Liaises with: Operations Section, Resources Unit, IC, Information
Officer, Logistics Section, Management Support Unit,
Planning Unit
Responsibilities:
• Establish information flows
• Gather situation information related to the field from Operations
Section
• Obtain current meteorological data and weather information
• Identify any environmental issues impacting on current situation
• Organise and analyse information so it can clearly present current
situation
• Process and display the probability figures (POD, POA, POS, OPOS)
• Make sure mapping and logging services reflect current situation
including: Areas searched, By whom, How well, What methods.
• Prepare, distribute and display situation reports and map information
• Keep searchers informed of developments in the search:
o Post map showing area covered
o Post Subject Information Summary (SIS)
o Post search objectives
o Post important information (lodging, food, news clippings)
• Brief the incoming Situation Unit Leader
• Maintain unit log of activities

Planning Unit
The Planning Unit has primary responsibilities for the
Planning/Intel
prediction of incident development, developing alternate Section
strategies and the development of the IAP.
Situation
Unit
Activation:
• Activated by PIM Planning
Unit
• First operational period
• Need to create written IAP Intelligence
Unit
• Need to update plans
• Large incident or one rapidly escalating Resource
Unit
Unit leader qualification and skills: Management

• MLSO Support Unit
• CIMS 4

Reports to: Planning Intelligence Manager
Direct reports: Mapping Staff, SAR Computer Information Staff
(Statistics), Planning Staff, Technical Staff, Field Situation
Staff
Liaises with: Operations Section, Resources Unit, IC, Information
Officer, Logistics Section, Management Support Unit.
Responsibilities:
• Develops the IAP for the first operation period using information from
the Initial Response Period including current plan, situation and
intelligence gathered
• Develops the IAP for the second and subsequent operational periods
• Utilizing information from OPS leads team in determining needs and
types of units required
• Determine staffing, facilities and tactical requirements in conjunction
with OPSM and LOGM
• Develop predictions of incident development and potential
• Develop alternative strategies (scenario analysis)
• Determine if additional resources are required to implement plan
• After IC approves additional resources, place resource order with
supply unit
• Determine if resource order can be filled
• Presents IAP to PIM for IC approval
• Complete IAP components as required
• Distribute the Incident Action Plan
• Monitor the implementation and progress of the Incident Action Plan
• Brief the incoming Planning Unit Leader
• Maintain Unit Log of activities

Intelligence Unit
The Intelligence Unit leader is responsible for ongoing Planning/Intel
Section
investigation and analysis of the missing subject and all
circumstances of the disappearance. On many searches Situation
both Police and SAR personnel may be appointed to work Unit
together.
Planning
Unit
Activation:
Intelligence
• All searches Unit
Resource
Unit leader qualification and skills: Unit
• Investigation experience
Management
• Works well with Police Support Unit
• MLSO

Reports to: PIM
Direct reports: Investigators, Intelligence analysis
Liaises with: Clue Unit, Liaison (family), Information Officer, Police and
all other parts of the incident where information may be
present
Responsibilities:
• Obtain briefing from PIM
• Review prior investigations
• Review or complete Missing Subject Questionnaire
• Review or complete and update Subject Information Sheet
• Obtain photograph and/or video of subject
• Review clue map and log and consult with clue unit on a regular basis
• Contact Clue Unit every 2-3 hours to determine if any missed clues or
investigative leads
• Meet with OPSM, PIM, IC to determine any investigative needs
• Report significant leads to IC, OPS, PI
• Conduct on-going investigations
• Conduct analysis of information collected
• Prepare information for dissemination
• Obtain information from family members and other sources of
information as needed
• Report at planning meeting results of clue follow-ups
• Brief the incoming Intelligence Unit Leader
• Maintain a Unit Log of activities

Resources Unit
The Resources Unit is responsible for sign-in, preparation Planning/Intel
Section
and processing of on-scene resources, incoming resources,
departing resources; preparation and maintenance of Situation
displays, charts, and list which reflect current status and Unit
location of resources.
Planning
Unit
Activation:
Intelligence
• Activated by PIM Unit
• Activate position on large search and rescue when

Resources
large numbers of incoming resources must be tracked Unit
Management
Unit leader qualification and skills: Support Unit
• Experienced with resource tracking

Reports to: PIM
Direct reports: Unit staff
Liaises with: Operations Section, Situation Unit, Logistics
Section, Management Support Unit, Liaison Officer
Responsibilities:
• Establish or review the resource management system in consultation
with OPSM, LOGM and Staging Area Supervisor
• Identify and record the location and status of all resources including
personnel, plant and machinery:
o deployed
o available
o out of service
o en-route
• Establish “Check-in Points” at staging or assembly areas to gather
resource and status information
• Display organisation chart and resource status information
• Provide resource information to the IMT as required
• Identify resources required for IAP
• Participate in planning section meeting as required by PIM
• Brief the incoming Resources Unit Leader

Management Support Unit

Planning/Intel
The Management Support Unit is responsible for providing Section
information management support for the incident.
Situation
Unit
Activation:
• By the PIM as required Planning
Unit
Unit leader qualification and skills: Intelligence

Unit
• Administrative knowledge
• IT knowledge Resources
Unit
Incident interaction lines: Management

Reports to: Planning Intelligence Manager Support Unit

Liaises with: Comms Unit, All Control and Section managers,
Supervisors, leaders requiring administration and IT
support
Responsibilities:
• Establish / maintain the administrative and IT systems for the
Incident Control Point
• Provide support personnel to the ICP
• Provide administrative services for the IMT (typing, photocopying,
records management, etc)
• Provide operators (computers, telephones, faxes, radios, etc)
• Provide IT network as required in consultation with the comms unit
• Ensure accurate data entry
• Establish and organise incident files except financial.
o IAP
o Clue Map
o Tasking sheets etc
• Brief the incoming Management Support Unit Leader
• Maintain a Unit Log of activities.

Operations Manager
The Operations Manager activates and supervises Operations
Section
operational organisational elements as needed or in
accordance with the IAP and then directs its execution. Sectors
OPSM also directs the preparation of written operational
plans, requests or recommends use of resources,
Clue
recommends changes to the IAP as necessary, and reports Unit
to the IC.
Air
Unit
Activation:
• By IC
• An OPSM is activated on all incidents at all times that involve more
than one operational unit in the field

• MLSO preferred
• CIMS 4

Reports to: IC
Direct reports: Sector Supervisors, Clue Unit Leader, Air Unit Leader,
Staging Area Supervisor, Air Unit Leaders
Liaises with: PIM, LOGM
Responsibilities:
• Obtain a briefing from the IC
• Determine tasking in accordance with preplan or IAP
o Consider current information
o What are the different tasks that need to be done
o Prioritise tasks
o Match tasks to resources
o Brief and dispatch
• Manage and supervise the Operations Section
o determine Operations Section structure
o appoint, brief and task Operations staff
o establish staging area(s). Note: Logistics provides and
Operations manages this facility
o review tasks complete/yet to be done, clue log and hazards
o identify resource needs
o reviewing effectiveness of communications and initiating
changes in conjunction with Logistics (Comms Unit when
activated)
o assembling and deploying resources.
• Maintain close contact with direct reports
• Request additional resources to support tactical operations
• Provide regular Situation Reports
• Participate in planning meetings for next operational period
• Develop the operations component of the IAP with input from
operation section and attends planning meetings
• Initiate release of resources from active deployment (not from the

incident)
• Recommend changes to the IAP during the Operational Period as
necessary
• Maintain close communications with the IC and the other members of
the IMT
• Ensure welfare and safety of Operations Section personnel.
• Brief the incoming Operations Manager
• Maintains log of activities

Sector Supervisor
The Sector Supervisors role is to supervise teams and other Operations
Section
resources within their assigned sector. They are responsible
for direct communication with each team, relaying any Sectors
information and monitoring the task progress for each team.
Clue
Activation: Unit
• Activation by OPSM
• Where the span of control or effective workload for Air
Unit
OPSM is being jeopardise by the number of teams in
the field.
• Where there is a geographic isolation between team makes it
necessary.
• A SAR that is escalating quickly
• Where a technical sector is required within a SAROP

• Team Leadership Skills
• Experienced Field Team Leader

Reports to: OPSM
Direct reports: Field Team Leaders in sector.
Liaises with: Other SS, Clue Unit, Air Unit, Technical Resources Unit
Responsibilities:
• Obtain a briefing from OPSM
• Ensuring that the safety of all SAR and any other personnel is the first
priority in all sector operations
• Undertake specific tasks in a sector as directed by the OPSM and IAP
• Delegate tasks to Team Leaders and brief them on safety, strategy
and tactics
• Monitor task progress keeping the OPSM informed of status
• Resolve any conflicts between teams, both within and between
sectors, with regard to task boundaries
• Consider and recommend to the OPSM any changes to tactics
• Ensure that adequate communications are established and maintained
within the sector and to the ICP and OPSM
• Coordinate all resources operating in the sector (helicopter, medical,
white water, rope rescue, dogs etc
• Monitor all sector communication to and from teams and other
assigned resources to make sure issues effecting welfare and
performance are addressed
• Setup and maintain information management systems for sector to
address requests for information and resources efficiently
• Develop tasks for OPSM for the next operational period
• Midway through the operational period start asking for input from
each Field Team Leader
• Maintain Sector Log of tasks, teams, equipment, time, etc.

Field Team Leader

Teams assigned to undertake specific tasks in the field Operations
Section
during the SAROP will be led by a Field Team Leader.
Sectors
Activation:
• By Sector Supervisor (IC or OPS)
Clue
• For every team sent into the field Unit
Team Leaders position qualifications and skills: Air

Unit
• Team Leadership Skills
• Experienced team member

Reports to: Sector Supervisor (IC or OPS)
Direct reports: Team Members
Liaises with: Other team leaders, Clue Unit, Air Unit
Responsibilities:
• To get a briefing from the Sector Supervisor on the incident and the
specific team task
• To ensure the safety and welfare of team members
• To brief the team on the assigned task to ensure that hazards are
identified, understood and standards maintained
• Obtain the necessary equipment and supplies as required for the task
• Complete assigned task to the standard required
• Keep the Sector Supervisor informed of the status and progress on
the assigned task team welfare
• Consider and recommend to the Sector Supervisor any changes to
tactics as conditions and new information comes to hand
• Inform Sector Supervisor of any clues found and recommended action
• Accounts for all equipment drawn by the team
• Record quality of effort on returning to the ICP
• Debrief the team
• Maintain team log

Clue Unit
Operations
The Clue Unit is responsible for co-ordinating a real time Section
response to all reported clues. The Clue Unit will
document and evaluate clues; determine the appropriate Sectors
response and act on it.
Clue
Activation: Unit
• By OPSM
Air
• Function occurs on all searches Unit
• On small searches often combined with OPS
Unit leader qualifications or skills:

• Experienced Field Team Leader
• Search Methods, TCA and Tracking
• Investigation and analysis experience with clues

Reports to: OPSM
Direct reports: Unit Staff
Liaises with: Intelligence Unit Leader, Sector Supervisors, Team
Leaders, Air Unit Leader
Responsibilities:
• Review previous clues from intelligence, clue log, and clue map
• Attend planning meeting at the request of OPSM
• Coordinate clue collection among communications (radio and
telephone), debriefing, and intelligence
• Establish relevance of all clues reported during operational period
and provide appropriate response
• Report to OPS when Incident Action Plan needs to be modified
because significant clues are found, not found and/or, task or
resource assignments need to be modified due to clues
• If not debriefing teams review completed task assignment forms
every 2-3 hours to determine if any missed clues
• Review communications log every 2-3 hours to determine if any
missed clues or investigative leads
• Supervise resources directly responsible for responding to clues:
o Investigators
o Trackers
o Dogs
o Searchers
o Air
• Brief the incoming Clue Unit Leader
• Maintain operational period clue map and clue tracking log
• Provide a system for clue collection, protection

Air Unit Operations

The Air Unit is responsible for preparing and implementing the Section
air operations portion of the Incident Action Plan. This may

Sectors
range from the coordination of a single helicopter to a complex
multi-aircraft air search. The plan must reflect agency
restrictions that have an impact on the operational capability or Clue
Unit
utilization of resources (e.g., night flying, hours per pilot, fuel
restrictions). Responsible for liaising with the logistics section Air
Unit
(supply unit where activated) to provide logistical support to
helicopters and fixed wings involved in the incident.
Activation:
• By OPSM
• May be combined with OPSM
Unit leader qualifications or skills:

• If responsible for a single helicopter then experienced FTL or SS.
• Air advisor for larger operations

Reports to: Operations Manager
Liaises with: Supply Unit Leader, Communications Unit Leader, Safety
Officer
Responsibilities:
• Obtain briefing from OPSM
• Attend planning meeting at the request of OPSM
• Work closely with lead pilot and safety officer to develop an air
operations plan as part of the IAP
• Organise air operations
• Coordinate requests for declaration (or cancellation) of restricted air
space area
• Evaluate tasks, modify priorities, and dispatch tasks generated or
provided by OPSM
• Establish the coordination procedures for the use of air resources
• Assist Communications Unit in making communication plan
• Establish procedures for emergency reassignment of aircraft
• Report incoming clues to OPSM
• Coordinate joint response between air and ground resources
• Schedule approved flights of non-incident aircraft in the restricted air
space area
• Inform staff of air traffic situation external to the incident
• Consider requests for non-tactical use of incident aircraft
• Report hazards/incidents/accidents to OPSM for documentation and
appropriate action
• Evaluate and follow-up on uncompleted portions of tasks
• Brief the incoming Air Unit Leader
• Maintain tasks in progress log

Staging Area Supervisor

The Staging Area Supervisor is responsible for managing all activities within
a Staging Area including personnel classification, tracking, and logistics.
Activation:
• Activated by OPSM

• Experienced in the management of resources.
• Assertive personality that has good attention to detail.

Reports to: OPSM
Direct reports: Staff
Liaises with: Facility Unit Leader, Resources Unit Leader, Supply Unit
Leader
Responsibilities:
• Receive briefing from the OPSM
• Work closely with Facilities Unit to establish staging area facilities
• Establish check-in procedures with Resources Unit
• Brief new arrivals on procedures related to the Staging Area.
• Action requests from the OPSM for resources.
• Track resources available at staging area
• Inform the Resources Unit when resources are underutilised.
• Establish staging area layout. Determine any needs for
briefing/debriefing, equipment, food, shelter, sanitation, parking,
security, etc.
• Maintain staging area in orderly condition.

Logistics Manager
Logistics
The LOGM is responsible for providing and obtaining facilities, Section
services, and material in support of the incident. The LOGM
helps develop appropriate sections of the IAP and supervises Supply
personnel within the logistics section. The LOGM will determine Unit
the need to activate or deactivate the required units within the

Facilities
Logistics Section. If a unit is not activated, responsibility for that Unit
unit’s duties will remain with the LOGM.
Comms
Unit
Activation:
• By IC Finance
• First Operational Period Unit
• Need to create a written IAP

Medical
• Large Search or one rapidly escalating Unit
Position qualifications and skills: Catering

Unit
• For larger operations MLSO, and CIMS 4
• Authority and capability to provide logistical support Ground
Support Unit

Reports to: Incident Controller
Direct reports: Unit Leaders activated in Logistics section
Liaises with: OPSM, and PIM
Responsibilities:
• Obtain a briefing from the IC
• Establish and organise and the Logistics Section
• Identify service and support requirements for planned and expected
tasks
• Prioritise, action and review service and support requirements
• Review IAP requirements for next operational period
• Coordinate the supply of personnel and equipment
• Participate in preparation of IAP
• Provide input and review to comms plan, medical support plan, traffic
plan, etc
• Coordinate and process requests for additional logistical support
• Advise IMT on current and future service and support availabilities
and capabilities
• Implement Demobilization Plan
• Ensure welfare and safety of Logistics Section personnel
• Brief the incoming LOGM

Supply Unit
The Supply Unit is responsible for ordering, receiving, Logistics
processing and storing incident-related resources. Section
Activation: Supply
Unit
• By LOGM
• First Operational Period
Facilities
Unit
Unit leader qualifications and skills:
Comms
• Ability to obtain and manage SAR supplies Unit
Incident interaction lines: Finance

Unit
Reports to: LOGM
Direct reports: Supply Unit Staff Medical
Liaises with: Resources Unit, Staging Area Supervisors Unit
Catering
Responsibilities: Unit
• Provide input to Logistics Section planning activities
• Plan for the provision of personnel, equipment, Ground
Support Unit
supplies and other resources as identified by the IAP
• Determine the type and amount of supplies en route
• Order, receive, distribute and/or store supplies and equipment.
• Maintain an inventory of supplies and equipment.
• Maintain list of suppliers and those making donations.
• Review IAP for information on projected supply requirements
• Upon demobilization, arrange service reusable equipment and return
supplies as required
• Maintain detailed records of all orders, issues, receipts, deliveries,
invoices, etc
• Maintain a Unit Log of other activities.

Facilities Unit
The Facilities Unit is responsible for the layout, set up,
Logistics
maintenance and demobilisation of all incident support Section
facilities. The Facilities Unit will also provide security services
to the incident as needed. Supply
Unit
Activation:
Facilities
• By LOGM Unit
• First Operational Period
Comms
Unit
• Ability to maintain facility during incident Finance
Unit

Medical
Reports to: Logistics Unit
Direct reports: Facilities Unit Staff
Liaises with: IMT personnel as required Catering
Unit
Responsibilities: Ground
Support Unit
• Participate in Logistics Section planning activities
• Establish incident facilities
• Determine requirements for each incident facility
• Prepare layouts of incident facilities. :
o Communication near Operations
o Briefing and debriefing of teams
o Work space for planning team isolated from noise and
distractions
o Quiet space or separate facility for family members
o Separate facility for media
o Radio check-in/out near debriefing area
• Post signs, and barriers.
• Notify unit leaders of facility layout
• Obtain and supervise personnel to operate facilities
o Security
o Sleeping
o Facility maintenance (sanitation, lighting, clean-up).
• Demobilise incident facilities
• Maintain a Unit Log of activities.

Communications Unit
The Communications Unit is responsible for developing plans Logistics
for the use of incident communications equipment and Section
facilities, installing and testing of communications

equipment, and the distribution and maintenance of Supply
Unit
communication equipment. Note the Communications Unit
sets up and maintains the equipment for other parts of the Facilities
incident to use. Unit
Comms
Activation: Unit
• By LOGM
• Whenever documentation of communications (phone, Finance
Unit
radio, etc.) is required.
• A communication plan is required to be setup and Medical
Unit
maintained for an incident
Catering
Unit leader qualifications and skills: Unit
• Suitable technical experience with radios and/or

Ground
computers. Support Unit
• Ability to liaise with a wide range of incident staff

Reports to: Logistics
Direct reports: Comms Unit Staff
Liaises with: All parts of incident requiring communication.
Responsibilities:
• Advise on communication capabilities / limitations
• Prepare and implement the Communications Plan
• Establish and supervise the Communication Unit
• Establish telephone, computer network, and public address systems
• Establish communication equipment distribution and maintenance
locations
• Install and commission all communication equipment
• Set up a communications centre for Operations Section for larger
incidents
• Source additional equipment that may be required
• Oversee the distribution, maintenance and recovery of
communication equipment, e.g. portable radios
• Maintain a register of equipment issued and received
• Provide technical advice on:
o Communication systems.
o Equipment capabilities
o Geographical limitations
o Likely availability of communications
o Amount and types of equipment available
• Maintain a Unit Log of other activities

Finance Unit
The Finance Unit is responsible for managing all financial Logistics
aspects of an incident. Section
Activation: Supply
Unit
• By LOGM
• Requirement to provide detailed financial tracking of
Facilities
resources Unit
• Requirement the of Police
Comms
Unit
• Accounting experience Finance
Unit
• Ability to liaise with a wide range of incident staff
Medical
Incident interaction lines: Unit
Reports to: LOGM

Catering
Direct reports: Finance Unit Staff Unit
Liaises with: All parts of incident that have financial
information. Ground
Support Unit
Responsibilities:
• Collect and record all cost data
• Provide financial and cost analysis information as requested
• Develop an operating plan for the Finance Unit
• Work closely with the Police on finance matters
• Ensure that all financial authorities and other obligation documents
initiated at the incident are properly prepared and completed
• Determine incident requirements for time recording and ensure that
all personnel time records are accurately maintained in compliance
with agency(s) policy
• Ensure that all financial records of the incident are complete prior to
demobilisation
• Provide financial input to demobilisation planning
• Brief agency administrative personnel on all incident related financial
issues needing attention or follow up

Medical Unit
Logistics
The Medical Unit will develop a Medical Plan to be included Section
in the Incident Action Plan; develop procedures for
managing major medical emergencies and provide medical Supply
assistance to the incident. Unit
Facilities
Note: The provision of medical assistance to the public, Unit
victims or field teams of the emergency is an operational
function, and would be done through the Operations Comms
Unit
Section.
Finance
Unit
Activation:
• By LOGM
Medical
• Whenever more than 10 field teams are deployed Unit
Catering
Unit leader qualifications and skills: Unit
• ICO, Paramedic or Doctor
Ground
Support Unit
Reports to: LOGM
Direct reports: Medical Unit Staff
Liaises with: Situation Unit, OPSM
Responsibilities:
• Determine the level of emergency medical activities required prior to
activation of Medical Unit
• Acquire and manage medical support personnel
• Prepare the Medical Plan
• Establish procedures for handling serious injuries of field personnel
• Respond to requests for:
o medical assistance
o medical transportation
o medical supplies
• Maintain detailed records of any medical assistance provided

Catering Unit Logistics

Section
The Catering Unit is responsible for supplying the food needs
for the entire incident, including all remote locations as well
Supply
as providing food for personnel unable to leave tactical field Unit
assignments.
Facilities
Unit
Activation:
• By LOG Comms
• Whenever field teams are deployed greater than 4 Unit
hours
Finance
Unit
• Food Technician or Medical
Unit
• Ability to organise food for large numbers of base and
field personnel at short notice at any time of the day. Catering
Unit
Incident interaction lines: Ground

Reports to: LOGM Support Unit
Direct reports: Catering Unit Staff

Liaises with: Facilities Unit, Supply Unit
Responsibilities:
• Determine food and water requirements
• Determine method of feeding to best fit each facility or situation
• Work with Facilities Unit to establish cooking and eating facilities as
required
• Order required food and potable water from the Supply Unit
• Maintain an inventory of food and water
• Maintain food service areas, ensuring that all appropriate health and
safety measures are being followed
• Supervise caterers, cooks, and other Catering Unit personnel as
appropriate
• Maintain a Unit Log of other activities.

Ground Support Unit

Logistics
The Ground Support Unit is primarily responsible for Section
transportation; of personnel, supplies, food, and equipment,
plus fuelling, service, maintenance, and repairs. Supply
Unit
Activation:
Facilities
• By LOGM Unit
• When there is a need to transport equipment or
personnel that requires coordination Comms
Unit
Unit leader qualifications and skills: Finance

Unit
• Ability to arrange rides and track vehicles
Medical
Incident interaction lines: Unit
Reports to: LOGM
Catering
Direct reports: Ground Support Unit Staff Unit
Liaises with: All parts of incident as required
Ground
Support Unit
Responsibilities:
• Participate in Logistics Section planning activities
• Arrange for and activate fuelling, maintenance, and repair of ground
resources
• Provide transportation services
• Identify requirements for maintenance and repair supplies (e.g., fuel,
and spare parts or replacements)
• Develop and implement the Traffic Plan
• Maintain an inventory including status of vehicles
• Record time/kms used for all vehicles
• Maintain incident roadways as necessary

Appendix 3: Incident Action Planning
This appendix examines the following aspects of action planning:

• plan format
• developing an IAP
(i) Plan Format
An IAP outlines the desired outcome or objective for the management of
an incident. It describes the strategies to be employed.
At a small incident, the plan for controlling the incident is not normally
written. The Incident Controller will usually prepare a mental plan
following an initial size up and will complete it in accordance with agency
procedures. The Incident Controller communicates the plan directly to all
personnel engaged in the incident.
Larger incidents require higher levels of planning. IAPs need to be
documented to enable them to be communicated effectively and to ensure
continuity of operations, particularly during changeover periods.
Some common features of plans include:

• objectives
• critical elements
• resource needs
• information flow
• communications
Incident Controller Strategy
The Incident Controller determines an objective which reflects the policies
and needs of the lead agency and supporting agencies. The objective
reflects the current incident situation, lives and property at risk and
anticipated changes to the situation.
In developing strategies and tactics from the incident control objective,
consideration should be given to:
• current situation
• availability of resources
• weather
• predicted incident behaviour
• pre-incident planning
• lives and property at risk
• safety considerations
• logistical and communications requirements.

Incident Management Structure

The IAP contains details of the management structure developed to
ensure successful combat of the incident. It includes the names and
responsibilities of those persons carrying out the established
functions.
Operations
The Operations component of the IAP shows the control objective, the
strategies and tactics applicable to Operations. It identifies the struc-
tural arrangements, and the sectors that have been established. It
also indicates the resources deployed at an incident. A resource
summary will usually specify the status of resources and their
allocated tasks.
Logistics
The Logistics Section maintains and supports the resources engaged
in combating the incident.
(ii) Developing an Incident Action Plan

Just as a plan is important in the control of an incident, so too is the
process used to develop the plan.
Effective plans are achieved through an interactive process which
involves all incident management personnel. For the IAP to be
successful, each member of the IMT needs to communicate with the
others and receive information from them.
Plans developed in isolation for a large or complex incident may be
disjointed and prove to be ineffective in managing the incident. To
prevent this, the Incident Controller ensures that the plan is
developed in accordance with a process that permits nothing to be
overlooked.
Development of an IAP begins with a planning meeting attended by
all IMT members. In some instances, technical specialists will attend
to provide expert advice.
Planning Meetings
The Incident Controller schedules planning meetings. They serve to
review the current situation and the effectiveness of strategies and
tactics previously adopted. New plans are developed to deal with
changing and non-predicted situations. Once a planning meeting has
been scheduled, all IMT members prepare for it and maintain their
readiness to attend.
In preparing for a planning meeting, the IMT members assume the
following responsibilities:
The Incident Controller

• schedules the planning meeting
• identifies and prioritises concerns.

Operations Manager
• obtains updates of situation via reports from sector supervisors
• ensures that the operations structure is in place
• evaluates the effectiveness of strategies and tactics in use
Planning / Intelligence Manager

• assembles and analyses all current information
• forecasts incident activity for the next work period
• establishes and revises the incident control objective and
strategies for the next work period
• ensures that the resources summary is up-to-date and accurate
Logistics Manager
• reviews the supply of facilities, materials and services
• ensures that systems for maintaining the logistical functions are
in place identifies and prioritises concerns.
(iii) Conducting the Planning Meeting

The Planning / Intelligence Manager runs the planning meeting. The
meeting commences with a briefing on the situation and the status
of resources. Any concerns of IMT members are identified and
provided for future planning.
Based on any changes and predictions of incident behaviour, the
IMT considers the alternative objectives and strategies developed by
Planning. The IMT takes into account:
• life and property at risk
• health and safety issues
• cost-effectiveness of the different options
• resources available and resources required
• environmental issues and requirements
• legislation and political issues
• can the objective and strategies be realistically achieved policy
of lead agency.
Once the details of the plan have been determined, each IMT
member documents those elements for which he or she is
responsible.
Plan approval
The Incident Controller approves the final plan following any
necessary review and fine-tuning by the other IMT members.
The approved plan is disseminated to all involved commanders and
personnel. IMT members, their subordinates and supporting agencies
then commence implementation of the IAP.

Appendix 4: Forms
Introduction
CIMS relies heavily on the use of forms as aids to decision making,
information management and flow. The forms have been designed as a
standardised set that can be used in a wide range of situations and only
have essential elements included. As such, there may be times when some
elements are not applicable.
The following procedure shows how the forms are utilized and suggested
procedures for decision making. On small operations the IC would go
through a similar process in their heads, while large incidents would require
a more systematic approach. While each step is not documented by form, it
is suggested that records be kept at each step should questions arise after
the incident.
An Incident Action Plan help section has been developed to guide you on
what to fill out in each box of the Incident Action Plan. The Incident Action
Plan is a formal document and forms a major part of the Incident Log and is
therefore a legal document. Those preparing sections of this plan must
sign, date and time sections as you would an Incident Log. Multiple copies
of the situation report sections will needed required during an operational
period. Multiple copies of the sector assignment are needed where there is
more than one sector.
These forms are based on the US ICS generic forms and ICS SAR forms.

(i) Decision Making Process

Phase Step Action
ANALYSE • Size up the incident • Provide an initial report

THE
• Deductions • Ask “so what does this mean”
SIUTATION to the issues identified in the
size up. Record your
conclusions
• Identify priorities. • Determine the problems (i.e.)
Establish aims and what must be done) and
objectives convert this to a clear aim and
objective
• Complete the Situation Report
Form and disseminate
PLAN THE • Identify realistic • With your planning group,

WORK courses of action consider and record realistic
possibilities
• Consider • Go through each of the

advantages and possible courses and record
disadvantages of advantages and disadvantages
each course • Agree on your criteria and
record how oyur decision was
• Identify best option
reached
using appropriate
criteria • Identify how you will support
• Consider this course of action and
record requirements
implications
• Produce and approve an
incident action plan
IMPLEMENT • Disseminate the • Ensure that those internally

THE PLAN Incident Action Plan and externally involved new
well in formed
• Action • Get the work done

• Identify and note progress and
• Monitor and Review
problems
progress
• Revise the IAP according to
• Revise as required
new priorities

(ii) Incident Action Plan Forms

1. Operation Name 2. Operational Period IAP COVER
Date SHEET
Time
3. Incident Control Point Location
INCIDENT ACTION PLAN

The items checked below are included in the Incident Action Plan
SITUATION REPORT (Plan/Intel)

INCIDENT OBJECTIVES (Incident Control)
ORGANISATION LIST (Plan/Intel)
COMMUNICATIONS PLAN (Logistics)
SAFETY PLAN (Incident Control)
SECTOR ASSIGNMENT (Operations)
MEDICAL PLAN (Logistics)
FACILITIES LAYOUT PLAN (Logistics)
WEATHER FORECAST/MAP (Plan/Intel)

4. Approved by Incident Controller:

Name Signed Date/Time

1. Incident Name 2. Operational Period SITUATION

Date REPORT
Time
3. Location 4. Next report to be done
5. Assessment
6. Action taken
7. Factors
8. Predicted Incident Development
9. Prepared by: Date/Time

1. Incident Name 2. Operational Period INCIDENT

Date OBJECTIVES
Time
3. Objective for Incident
4. Strategies for specified Operational Period

1. Incident Name 2. Operational Period ORGANISATION

Date LIST
Time
3. Incident Control Phone Cell Phone Radio
Incident Controller
Deputy IC
Information Officer
Safety Officer
Liaison Officer
Agency Representative Phone Cell Phone Radio
Lead Agency
Agency
Agency
4. Planning/Intell Section Phone Cell Phone Radio
Planning/Intell Manager
Situation Unit
Planning Unit
Intelligence Unit
Resource Unit
Management Support Unit
5. Logistics Section Phone Cell Phone Radio
Logistics Manager
Supply Unit
Catering Unit
Facilities Unit
Finance Unit
Communications Unit
Medical Unit
Continued on next page

6. Operations Section Phone Cell Phone Radio
Operations Manager
Deputy Operations Manager
Sector A Supervisor
Sector B Supervisor
Sector C Supervisor
Sector D Supervisor
Sector E Supervisor
Clue Unit
Air Unit

1. Incident Name 2. Operational Period COMMUNICATIONS

Date PLAN
Time
3. Radio Channels
Assigned To Function Channel Frequency System
4. Telephone
Assigned To Landline Cellphone Fax Comments
5. Other (eg email, Satphone, etc)

1. Incident Name 2. Operational Period SAFETY

Date PLAN
Time
3. General Safety Points
Everyone will be signed in and out of the incident and to and from the field assignments
through the Incident Control Point or Staging Area.
Maintain regular situation reports (containing all relevant information) via line supervisors.
4. Specific Safety Points / Emergency Procedures
5. Prepared By: Date/Time

1. Incident Name 2. Operational Period SECTOR

Date ASSIGNMENT
Time
3. Sector 4. Description
5. Sector Supervisor Affiliation Phone Radio Ch
6. Resources Assigned this period

Transport Drop-off Pickup
Resource/Team Leader # Persons Required Point/time Point/time
7. Sector Assignment / Special Instructions
8. Sector Communications Phone Radio Ch

Sector Supervisor
Aircraft
Safety Officer
9. Prepared By: Date/Time

1. Incident Name 2. Operational Period MEDICAL

Date PLAN
Time
3. First Aid Station Phone/Radio Paramedics
Name Location Channel available at Station
4. Transportation Phone/Radio Paramedics

Ambulance Service Address Channel available with Ambulance
5. Hospitals Travel Time

Hospital Name Address Phone Road Air Heli Pad
6. Special Emergency Procedures
8. Reviewed by Safety Officer: Date/Time

1. Incident Name 2. Operational Period FACILITIES

Date LAYOUT PLAN
Time
3. Sketch or attach here
Facilities Checklist
ICP (Incident Control Point)
EOC (Emergency Operations Centre)
AA (Assembly Area)
CP (Check Point)
C (Cordon)
HP (Helipad)
HB (Helibase)
SA (Staging Area)
RB (Road Blocks)

1. Incident Name 2. Operational Period WEATHER

Date FORECAST
Time
3. Attach map and forecast/or write a summary in here

(iv) Incident Action Plan Help
IAP COVER SHEET
Purpose Provides a cover sheet and sign off for the IAP.
Preparation The Cover Sheet will be filled out by the Planning Intelligence
Function.
Distribution The IAP Cover Sheet will be the cover page of the Incident
Action Plan
Item Item Title Instructions

1. Operation Enter the name assigned to the incident.
Name
2. Operational Enter the time interval for which the form applies
Period using 24hr clock. Record the start and end date.
3. ICP Location State the specific location of ICP
4. Approved This is the overall approval for the Incident
Incident Action Plan
Controller

SITUATION REPORT
Purpose Provides a systematic and objective process for analysing the

incident. It provides an up to date assessment of the current
incident and the predicted incident development. Completed
for IAP and at other times during the incident as required.
Preparation The Situation Report will be filled out by the Planning

Intelligence Function - Situation Unit with input from the
Planning Unit and Resources Unit.
Distribution The Situation Report will be the first page of the Incident
Action Plan

1. Incident Name Enter the name assigned to the incident.
3. Location General location of the fire such as district / town
/ mountain range or generally accepted name for
the area.
4. Next report to Indicates time and day that the next situation
be done report is done
5. Assessment This is an evaluation of the current situation of
the SAR. Is it under control? How many people
are missing/injured? What is the current weather
conditions affecting the SAR development?
6. Action taken A summary of what has been done in the last
operational period and what is currently being
done to control the SAR including what resources
are deployed at present.
7. Factors What things could affect the way the SAR is
resourced or develops for example weather,
resource status, resource availability, lost person
behaviour? IPP located?
8. Predicted How is this situation expected to evolve over the
incident next 24-48hrs considering 5-7 above.
development
9. Prepared by Insert the name of the Planning / Intelligence
Manager, Time & Date

INCIDENT OBJECTIVES
Purpose Describes the broad incident objective and strategies for the
next operational period.
Preparation Prepared by the Planning Unit following each formal Planning

Meeting conducted in preparing the Incident Action Plan. Set
by the Incident Management Team, prepared by the
Management Support Unit and signed off by the Incident
Controller.
Distribution The Incident Objectives will be included in all Incident Action

Plans

1. Incident Name Enter the name assigned to the incident
3. Overall A single clear concise statement of the broad
Incident objective for managing the response. This
Objective objective usually applies for the duration of the
event and often begins with “To”.
4. Strategies for Clearly state any specific strategies to be met in
specified this operational period. In broad terms what are
Operational you trying to achieve for the operational period.
Period Aim for a maximum of 5.
Manager, Date & Time

ORGANISATION LIST
Purpose The Organisation List provides personnel with information on

the units that are currently activated and the names of
personnel staffing each position/unit. It may be used to
complete an Organisation Chart. An actual organisation will
be event specific. Not all positions need to be filled. The size
of the organisation is dependent on the magnitude of the
incident and can be expanded or contracted as necessary.
Preparation The Resources Unit under the Planning Intelligence Function

prepares and maintains this list
Distribution. The Organisation List will be included in the Incident Action

Plan.

3. Incident Enter the names of the Incident Controller and
Controller and staff. Use at least the first initial and last name.
Staff Enter their phone (Landline) and Cellphone
number (if applicable) and Radio Channel (if
known).
Agency Enter the agency names of their representatives.
Representative Use at least the first initial and last name.
Enter their phone (Landline) and Cellphone
known).
4. Enter the name of personnel staffing each of the
thru listed positions. Use at least the first initial and
7. last name. If there is a shift change during the
specified operational period, list both names,
separated by a slash.
Enter their phone (Landline) and Cellphone
known).
Manager, Date & Time.

COMMUNICATIONS PLAN
Purpose A summary of the communications used at the incident.
Preparation Prepared by the Communications Unit under the Logistics

Unit.
Distribution Included in the Incident Action Plan.

3. Radio Assigned To – The designated users of the
Channels channel, for example Sector A, Supply Unit, ICP,
etc.
Function – The purpose of the channel, for
example, control, logistics, command, etc.
System – A descriptor for the channel, for
example Fitzherbet Repeater, Portable Repeater,
Simplex, etc.
Frequency – The frequency of the channel (if
known). Eg 156.6250 Mhz FM.
Channel – The radio channel if a common/std
radio is in use, eg Simoco Ch 1. Alternatively,
the common name or code for the channel (if
known). Eg “Liaison Repeater” or “ES164”.
4. Telephone Assigned To – The designated person or unit
assigned to that phone number, for example Ops
Manager, Supply Unit, etc.
Landline – The phone number (incl area code if
applicable) for the installed phones.
Cellphone – The phone number for the mobile
phone (incl 02X prefix).
Fax – The fax number if relevant.
Comments – Any special instructions re calling
the number, eg “Not available between Midnight
and 6am” or “Use radio unless an urgent”.
5. Other Any other communication services available.
6. Prepared by Insert the name of the Logistics Manager, Date &
Time.

SAFETY PLAN
Purpose Provides a reinforcement that safety of the personnel comes

first in every incident.
Preparation Prepared by the Safety Officer under direction of the Incident

Controller.
Distribution The Safety Plan will be included in the Incident Action Plan.
Enter the time interval for which the form

Operational
2. applies using 24hr clock. Record the start and
Period
end date.
General Safety Contains generic safety points that should be

3.
Points used at every search and Rescue
Specific Safety Enter information such as known safety hazards

Points / and specific precautions to be observed during
4. this operational period.
Emergency
Procedures Add any emergency procedures if required
Insert the name of the Safety Officer, Date &

5. Prepared by
Time

SECTOR ASSIGNMENT
Purpose Specifies tactical objectives and tasks for the sector that
is to be completed in this operational period.
Preparation Prepared by the Resources Unit under Planning /

Intelligence Function with guidance from the Operations
Section and Incident Objectives.
Distribution. Included in the Incident Action Plan.

1. Incident Enter the name assigned to the incident
Name
3. Sector The letter and name of the Sector eg “A
Downs”, “ B Waihi”, “ C Air”, etc.
4. Description A general description of the Sector is tasked to
do eg Ground Search, Air Search etc.
5. Sector The name of the Supervisor assigned to this
Supervisor Sector and the agency he/she is from.
6. Resources The details of all the sectors assigned to this
Assigned this Division for the period:
period Resource/Crew – Each line is a different resource
such as a ground crew, helicopter etc
Leader – Name of the Leader of the resource
# Persons – The number of persons in the
resource
Transport Required – What transport required
Drop off Time – What time the resource is to be
delivered to their assignment
Pick up Time – What time the resource is to be
collected from their assignment
7. Sector A summary statement of the strategic and
Assignment tactical objectives to be achieved within the
and/or operational period by the resources assigned to
Special the Sector. Include here any safety issues,
instructions specific precautions to be exercised or other
important information.
8. Communicati The information from the Communications Plan
ons relating to the communications requirements of
the Sector.
9. Prepared by Insert the name of the Planning Intelligence
Manager, Date & Time
MEDICAL PLAN
Purpose The Medical Plan provides information on incident medical aid

station, transportation services, hospitals and medical
emergency procedures.
Preparation The Medical Plan is prepared by the Logistics Unit and

reviewed by the Safety Officer.
Distribution The Medical Plan will be included in all Incident Action Plans
3. First Aid Name – The name of the First Aid station

Station Location – Where the station is located
Phone/Radio Channel – The stations contact
details
Paramedics Available – The number of qualified
Paramedics available at the station.
4. Transportation Name – The name of the Ambulance service
Address – Its address
Phone/Radio Channel – The service’s contact
details
Paramedics Available – The number of qualified
Paramedics available via the service.
5. Hospitals Hospital Name – The name of the Hospital
Address – Its address
Phone – The hospital’s contact details
Travel time – The estimated travel times by road
or air
Helipad – Does the hospital have a Helicopter
landing pad on site.
6. Emergency Note any special emergency procedures for use
Procedures by incident personnel.
8. Prepared by Enter the name of the Logistics Manager, Date &

Time
9. Reviewed by Enter the name of the Safety Officer and the date
and time

FACILITIES LAYOUT PLAN
Purpose The Facilities Layout Plan is to provide the location of critical

facilities at the incident so that personnel can find their way
around an incident.
Preparation The Facilities Layout Plan is prepared by the Logistics Unit.
Distribution The Facilities Layout Plan may be included in a Incident

Action Plan
3. Sketch or This section could computer generated layout

attach here map or hand drawn initially. Use the facilities
Checklist to assist what could be included in the
facilities plan.
4. Prepared by Enter the name of the Logistics Manager, Date &
Time

WEATHER FORECAST
Purpose The weather forecast is to provide the predicted weather for

the incident location for the next operational period.
Preparation The Weather Forecast is prepared by the Planning Unit.
Distribution The Weather Forecast is to be included in a Incident Action

Plan
3. Attach a map A satellite / isobar map and printed forecasted is

or write a the most ideal way to represent the weather.
summary
4. Prepared by Enter the name of the Planning Unit Leader, Date

& Time

Appendix 5: Changeover of Personnel

CIMS, through its modular design and structure, provides the
opportunity for the more efficient changeover of personnel and crews
at an incident. All positions, from Incident Controller down, change
with their respective replacements passing on information to enable
the overall control of the incident to be maintained. The impetus to
control the incident may falter during a poor changeover, often with
severe consequences, and cost.
(i) Implications of effective changeovers

Good changeovers result in:
• Control over the direction of the Incident being maintained
• Good morale
• Efficiency
• Safety is ensured
• Maintaining performance
• Unity of purpose.
(ii) Achieving Efficient Changeover

The organisation of more efficient changeovers starts with the
Incident Controller, but responsibility for developing details of the
management of a changeover should be delegated to a specified
officer in the Planning / Intelligence Section. An Incident Action Plan
should be simple and flexible, with enough detail to enable efficient
organisation of the shift change.
Some guidelines to achieve better changeovers are:
• Changeover in daylight
• Prepare for the changeover
• Brief incoming personnel
• Changeover at a suitable location close to the incident line if
possible
• Transport crews in groups relating to their geographical
destination
• Feed on-going shift before changeover, and feed out-going shift
after changeover
• Avoid times critical to incident management.
Changeover in daylight
Many agencies find it easier to change in set cycles. It may be
necessary to have a shorter operational cycle but it is
recommended that the change should not occur in darkness.
Prepare for changeover

The Incident Action Plan should indicate the resources to be
allocated to each Sector. The Logistics Section needs to arrange
for transport of personnel and equipment to each area so that a
smooth changeover can be achieved. Planning for changeover

requires precise cooperation between Operations, Planning /

Intelligence and Logistics.
Brief incoming personnel

Controllers are to brief personnel on the resources to be used and
point of assembly.
Changeover as close to the incident as possible

Changeover should be as close to the incident as possible to allow
minimal travel time. Changing over on the incident ground can be
achieved provided access is suitable for easy movement.
Transport crews in groups relating to their geographical

location
As sectors are generally geographical, it is more efficient to
transport crews in groups to suitable drop-off points.
Feed on-going shift before changeover, out-going shift after

changeover
Feeding crews before or after their shift removes potential for
confusion at the incident. While crews are being fed, it can be
useful to distribute information relevant to the tasks to be
undertaken, or to collect personal data.
Avoid times critical to management

Plan the changeover to avoid any periods of time that may be
critical to incident management. Be prepared to vary the regular
changeover times to suit local conditions of events.
(iii) Changeover of the Incident Management Team

In order to ensure that the Incident Management Team performs
at peak efficiency, adequate meal breaks and rest periods are
essential. The following matters need to be considered during
changeovers.
Incident Briefing
Incident briefing is the presentation of the completed Incident Action
Plan to the incoming Incident Management Team and key operations
personnel. This meeting must provide relevant information to enable
the IMT to effectively brief their subordinates and their
replacements.
Briefing Key Personnel

The Planning / Intelligence Manager and planning staff play two
important roles in the changeover process:
• Conduct an operations briefing with key personnel from the
Operations Section
• Assist those key personnel to brief the replacement personnel
on the Incident Action Plan for the next period.

The Incident Controller oversees the changeover and briefs the

replacement on the latest information from the Operations briefing.
The Logistics Officer will have briefed his/her personnel prior to
the changeover, ensuring key areas such as transport, catering and
traffic are organised.
Shift Cycles and Procedures for the Incident Management

System
To achieve more effective changeovers, the Incident Management
Team must follow an established shift change procedure.
Details are as follows for shift cycles of each of the four functions.
This is also shown in Figure 9, Incident Management and Changeover
Plan.
Incident Controller
The Incident Controller's shift change occurs during the first part of
the operational shift change. Prior to this changeover, the Controller
attends the operations briefing which is conducted by the Planning /
Intelligence Section. The out-going Controller then briefs the new
Incident Controller on the Incident Action Plan.
Once this briefing has been completed and the new Incident
Controller has assumed control, the out-going Controller should
leave.
Operations Section
The Operations Section will have the largest number of personnel at
the incident. Consequently, its changeover is often the most difficult
to organise and may take up to two hours. The Operations Section
then commences changing shift with briefing their replacement on
the Incident Action Plan developed for the next operational period.
The Planning / Intelligence Section assists with this briefing where
necessary.
The changeover occurs sequentially from the top down.
Planning Intelligence Section

The Planning / Intelligence Section personnel are required to brief the
out-going Operations and Logistics Management with the latest infor-
mation relating to the Incident Action Plan. This information will assist
these officers with the briefing of their replacements. These Officers
will leave the incident as soon as their replacements have been
briefed.
The Section will remain to provide additional information to the new
Incident Management Team for review of the Incident Action Plan.
After this has been done, the Planning Section personnel should leave
the incident.

Logistics Section
The Logistics Section controls the important functions of Transport,
Supply and Catering which have their busiest period during the
operational changeover. It is important that the Logistics plans for
assisting in the changeover are prepared well in advance. Whilst the
majority of Logistics personnel change at the same time as Operations
personnel, some personnel who need to assist in this process should
stagger their changeover.

Operations briefing conducted by

planning prior to changeover
A
Out-going IC has attended Ops briefing. Outgoing IC
briefs in-coming IC assisted by Planning Section.
Incident Controllers changeover.
B
Outgoing operations and logistics management.
Teams brief incoming teams.
Operations and logistics management sections
changeover.
C
Operational section changeover as close as practical to
the incident after being briefed.
D
Planning / Intelligence change over after assisting IC
or Ops sections changeover and briefing incoming
planning personnel and review of IAP.
When dealing with personnel shift times consider:

• travel times to rest destination
• length of rest period required
• travel time to where next shift will take place
determination of next shift start time (taking
account of travel times)
• length of shifts (including travel times).
0530 0600 0630 0700 0730 1730 1800 1830 1900 1930
A B C D A B C D
Figure 9 Incident Management and Changeover plan

References
Field Operations Guide for Search & Rescue using the Incident Command
System, Robert J. Koester, 2001.
Managing Land Search Operations, Emergency Response International,

Robert Stoffel, 2001.
Rural Fire Management Handbook, New Zealand National Rural Fire

Authority, 2002.
Search and Rescue Incident Management Guidelines, New Zealand Land

SAR, Draft 2004.
The New Zealand Coordinated Incident Management System (CIMS) –

Teamwork in Emergency Management, New Zealand Fire Service
Commission, 1998.
ICS Forms

CIMS For SAR

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CIMS for SAR

Version 1.2 – June 2005

Version 1.2 – June 2005

Part 1: Design of CIMS

2. New Zealand CIMS

emergency services attended a workshop with representatives from

The project team developed a national, standard approach to emergency

Version 1.2 – June 2005

3. CIMS Emergency Management

Version 1.2 – June 2005

4. When is CIMS Used?

(ii) Problem Areas

Overseas experience shows the success of CIMS will come from

Version 1.2 – June 2005

(i) Common Terminology

Version 1.2 – June 2005

(v) Manageable span of control

Comprehensive resource management:

6. CIMS Organisational Structure

The CIMS organisation is built around four major components:

CONTROL - the management of the incident

Version 1.2 – June 2005

Version 1.2 – June 2005

Part 2: Incident Management

Incident Management encompasses:

Version 1.2 – June 2005

Planning/Intel Operations Logistics

The Incident Controller (IC) is the person in charge at an incident and

Figure 1: Command /Control diagram

Relates to situations and operates

Relates to single agencies and

Version 1.2 – June 2005

An effective IC must be assertive, decisive, objective, calm, and be a

Figure 2: Incident Management Diagram

Planning/Intel Operations Logistics

Version 1.2 – June 2005

The Incident Controller will base the decision to expand or contract

The management structure that the Incident Controller develops

PROPERTY CONSERVATION: The Incident Controller is responsible

As incidents become more involved, the Incident Controller can

INFORMATION OFFICER: handles all media inquiries and

Each Manager in the Incident Management Team, in turn, has the

Version 1.2 – June 2005

Planning/Intel Operations Logistics

The Operations Section is responsible for carrying out the response

The Operations Manager's main responsibilities are to:

Planning/Intel Operations Logistics

The Planning / Intel section functions include gathering, evaluating

The Planning Intel Manager's main responsibilities are to:

• establishes appropriate section size for incident

Planning/Intel Operations Logistics

The Logistics Section is responsible for providing facilities, materials,

The Logistics Intel Manager’s main responsibilities are to:

Version 1.2 – June 2005

Incident Control Point ICP

Emergency Operations Centre EOC

Safe Forward Point SFP

(i) Incident Control Point

The ICP should:

Version 1.2 – June 2005

(ii) Emergency Operations Centre

(iii) Assembly Area

(iv) Staging Areas