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DCN:

BVFD/MPr/ICS/06

Issue 1.

BREEDE VALLEY FIRE & RESCUE SERVICE

Management Procedure

INCIDENT COMMAND INCIDENT COMMAND INCIDENT COMMAND INCIDENT COMMAND

SYSTEMSYSTEMSYSTEMSYSTEM Author:

PD Govender

PURPOSE: Incident Command System (ICS) is an organized approach to effectively control and manage operations at fires and other emergencies and can be modified to fit any particular incident. At any fire department emergency, small or large, one person must be in command, assessing the situation and available resources, determining the appropriate incident action plan, monitoring the plan’s effectiveness and continually modifying the plan to meet the plan’s effectiveness and continually modifying the plan to meet the realities of the situation as events evolve. Every effort has been made to provide a system flexible enough to be used at all incidents, small and large, yet rigid enough so that various Fire Departments can work together under one system.

EFFECTIVE DATE: March 2006

REFERENCES: NFPA 1500 – Standard on Fire Department Occupational Safety NFPA 1561 - Standard on Emergency Services Incident Management System SANS 10090 – Standard on Community Protection against Fire

OBJECTIVES: By implementing ICS we will: 1. Provide the structure that will help organize the firefighters and other resources

required at the scene of emergencies. 2. Make our routine handling of incidents and responses more efficient. 3. Further develop the concept of delegation of responsibility on the incident scene. 4. Remind everyone that safety is the top priority at all incidents. 5. Adapt a radio procedure using standard designations understood by all firefighters. 6. Make the task of commanding incidents easier and more efficient.

SCOPE: This SOP applies to all officers and members of the FD.

RESPONSIBILITY: The Officers are responsible to enforce, explain and encourage members to comply with this Management Procedure.

RELATED DOCUMENTS: 1. BVFD/MPr/ ICS.EC 06 – Effective Command 2. BVFD/MPr/ ICS TP 06 – Tactical Priorities 3. BVFD/MPr/ ICS ST 06 – Staging 4. BVFD/MPr/ ICS FS 06 – Fireground Safety 5. BVFD/MPr/ ICS ACC 06 – Accountability


PART A: INITIAL COMMAND RESPONSIBILITIES Upon arrival at the scene of the incident, the first arriving officer or senior firefighter shall: 1. Rapidly evaluate the situation (SIZE-UP).

2. Establish and confirm COMMAND, with an initial status report.

3. Initiate, maintain and control the communication process.

4. Develop the overall strategy. Relate this plan and your objectives to others. This plan should consider the three tactical priorities that must be completed to stabilize the situation.

These three priorities are, in order: A. Rescue B. Fire Control

C. Property Conservation

5. Set up sectors and sector officers as necessary in order to develop an effective incident scene organization.

6. Continue to review, evaluate and develop the attack plan as required by events. Always keep in mind firefighter safety.

7. Always try to keep a reserve of firefighters and equipment to handle the unexpected emergency and to provide relief when necessary.

(Firefighter Assist Team should be set up for large and/or dangerous operations.)

8. Utilize staging areas as required.

9. Establish the Command Post (CP) location and visually identify. Once a CP is established, Control should be notified of its location so they can notify incoming units and other agencies.

(Keep in mind that if the Mobile Command Unit or another vehicle is to be used at a major incident, then a space should be left open at a good location for that unit.)

A.1 OPERATING PROCEDURES

A.1.1. ESTABLISHING COMMAND – The first arriving officer or senior firefighter on the incident scene shall establish command and remain in command until RELIEVED by a senior officer or until the incident is terminated.

A.1.2. INITIAL REPORT – The firefighter establishing command shall transmit brief initial radio report including: The Radio Report shall include: A. Unit designation of the unit arriving on the scene. B. A brief description of the incident situation, (i.e. building size, occupancy,

Hazmat release, multi-vehicle accident, etc.)


C. Obvious conditions (working fire, Hazmat spill, multiple patients, etc.), including any safety concerns for firefighters or other arriving units.

D. Brief description of action taken. E. Declaration of Strategy (for structural fires this would be declaring an offensive

or defensive mode). F. Any obvious safety concerns. G. Assumption and identification of Command. H. Assume & Announce accountability location. Example: For an offensive structure fire - “ENGINE 1 is on the scene of a large two story school with a working fire on the second floor. ENGINE 1 is laying a water supply line and going in with a hand-line to the second floor for search and rescue. This is an offensive fire attack. ENGINE 1 will be Durban Street Command."

For an defensive fire - “ENGINE 2 is on the scene of a medium size warehouse fully involved with exposures to the East. ENGINE 2 is laying a supply line and attacking the fire with a hose reel and a hand-line to the exposure for search and rescue and fire attack. This is a defensive fire. ENGINE 2 will be Field Street Command.”

A.1.3. RADIO DESIGNATION – The radio designation "COMMAND" will be used along with the geographical location of the incident (e.g. "High Street Command" or “Mountain Mill Command"). This designation will not change throughout the duration of the incident. The designation of "Command" will remain with the officer currently in command of the incident throughout the event.

A.1.4. COMMAND OPTIONS/RESPONSIBILITIES – The IC should determine the amount of personal involvement required of him/her in the initial attack, but s/he must continue to be fully responsible for the tasks assigned to the Command function. For small incidents the IC may get directly involved in many aspects of the incident. In small incidents there may be no, or very little, delegation of tasks to subordinates. At a major incident, the IC will delegate different tasks to subordinates in order to maintain the “span of control”, in order to keep the number of people reporting to him/her to a manageable level. The initiative and judgment of the IC are of great importance. When Command is initially established by the IC, s/he must decide on the appropriate commitment for the firefighters and available equipment, which will usually fall into one of these three (3) general modes listed below:

A.1.4.1 “INVESTIGATION MODE” – These situations generally require investigation by the first arriving unit, usually an officer and crew. The officer should go with the crew to investigate while utilizing a portable radio to command the incident.

Example: “Engine 2 – in attendance 123 High Street… no outward signs, investigating…”

A change in strategic mode of operation would include, as an example for structural fire fighting, the switch

from offensive strategy (interior fire attack with hand lines) to defensive strategy (exterior operation with

master streams and hand lines) or establishing a perimeter around an active crime scene. In such an

instance, it is essential to notify all affected personnel of the change in strategic modes, to ensure that all

personnel withdraw from the area, and to account for all personnel.


A.1.4.2 ATTACK MODE – Situations which obviously require quick and immediate action to stabilize the situation such as a small or medium size interior fires in residences or commercial occupancies, which requires that the IC quickly decide how to commit his/her firefighters and equipment. A fast interior attack is critical in order to keep the fire from spreading. If in the first few minutes of a fire the IC must be directly involved, utilization of a portable radio will permit the necessary personal involvement in the attack by the IC without neglecting Command responsibilities. This mode should not last more than several minutes and will end with one of the following situations: 4.2.1 – Situation is stabilized (Fire is under control) 4.2.2. – Situation is not stabilized and the IC must withdraw to the exterior, establish a Command Post and implement the ICS SOP in order to handle the incident in an organized manner. At some time the Officer must decide whether or not to withdraw the remainder of the crew, based on the crew's capabilities and experience, safety issues, and the ability to communicate with the crew. No crew should remain in a hazardous area without radio communication capabilities.

A.1.4.3. STATIONARY COMMAND MODE – Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, require immediate strong, direct, overall Command. In such cases, the Officer will initially assume an exterior, safe, and effective command position and will immediately establish overall command, set up a Command Post, and implement the ICS SOP and maintain that position until relieved by the Chief Officer or Senior Officer. The tactical worksheet shall be initiated and utilized to assist in managing these types of incidents. The IC has a choice of the previous modes and degrees of personal involvement in the initial operation but continues to be fully responsible for the tasks assigned to the Command function. When in “Command Mode”, the following options are available with regards to the assignment of the remaining crew members

A. The officer may "move up" within the crew and place the crew into action with two or three members. One of the crew members will serve as the Sector Officer and must be provided with a portable radio. The collective and individual capabilities and experience of the crew will regulate this action.

B. The officer may assign the crew members to work under the supervision of another Mutual Aid Fire Officer. In such cases, the Officer assuming Command must communicate with the Officer of the Mutual Aid Fire Service and indicate the assignment of those personnel.

C. The officer may elect to assign the crew members to perform staff functions to

assist Command, such as logistics, filling out the tactical worksheet, etc. The initiative and judgment of the IC are of great importance. The modes identified are not strict rules but general guidelines to assist the IC in planning the appropriate initial action.


A.1.5. TRANSFER OF COMMAND – The initial IC shall retain Command until relieved of Command by a Senior Officer within the following guidelines:

5.1 As higher ranking officers arrive, each will immediately assume overall responsibility for the incident and may assume command as soon as practical using the following procedure:

5.1.1. The officer assuming command will communicate with the IC being relieved, preferably face-to-face, upon arrival.

5.1.2. The person being relieved will brief the officer assuming command indicating the following:

i. General Situation – past and present – including information regarding fire location, extent and conditions; firefighting strategy; control efforts and tactics; and safety considerations.

ii. Assignments of operating firefighters and equipment.

iii. Appraisal of needs for additional resources at that time.

iv. Introduction to Command Officers from other emergency services at the scene and others playing important roles at the Command Post.

The arrival of a higher-ranking officer on the incident scene does not necessarily mean that Command has been transferred to the officer. Command is transferred only when the above steps have been completed. The higher-ranking officer, however, always has overall responsibility. The response and arrival of the ranking officers on the incident scene strengthens the overall command function. All officers will exercise their Command prerogative in a supportive manner that will insure a smooth transition and effective on-going function of command. The Officer assuming Command will utilize the person relieved of Command to best advantage. In most cases, the relieved commander is best utilized by assisting the new IC at the Command Post or at a key position on the scene of the incident because of his/her knowledge of the situation. In cases where an individual is effectively commanding a very tactical situation and is completely aware of the location and function of operating units and the general status of the situation, it may be desirable for that person to continue in an active command role. In these cases the arriving senior officer may assume a supportive role in the overall command functions.

This TRANSFER OF COMMAND PROCEDURE will also be used to relieve any other position of authority or responsibility such as sector officers or team leaders.

A.1.6. TERMINATION OF COMMAND – As the operation winds down; the IC can reduce the size of the command structure. When Fire Department operations are complete and the FD leaves the incident scene, the IC should notify Control that command is terminated. Example: “Bravo Echo from High Street Command. High Street Command now terminated.”

PART B. B.1. COMMAND STRUCTURE It is the responsibility of Command to develop an organizational structure, using standard operating procedures, to effectively manage the incident scene.


The development of the organizational structure should begin with deployment of the first arriving fire department unit and continue through a number of phases, depending on the size and complexity of the incident. The Command organization must develop at a pace which stays ahead of the tactical deployment of personnel and resources. In order for the Incident Commander to manage the incident, he/she must first be able to direct, control, and track the position and function of all operating Companies. Building a Command organization is the best support mechanism the Incident Commander can utilize to achieve the harmonious balance between managing personnel and incident needs. Simply put, this means:

• Large scale and complex incidents = Big Command organization.

• Small scale and "simple" incidents = Little Command organization.

• The Incident Commander should have more people working than commanding. The basic configuration of Command includes three levels:

1. Strategic Level - Overall direction of the incident. 2. Tactical Level - Objectives assigned to Sectors. 3. Task Level - Task objectives assigned to crews. 4. Control Level - Using an Branch (Operations Officer) at complex incidents

B1.1 The Strategic Level -Involves the overall Command of the incident. The Command Team is responsible for the strategic level of the command structure. The Strategic Plan defines where and when resources will be assigned to the incident and control the situation. This plan is the basis for developing a Command organization, assigning all resources and establishing Tactical Objectives by priority. The Strategic Level responsibilities include:

• Determining the appropriate strategy: OFFENSIVE OR DEFENSIVE • Establishing a strategic plan for the incident. • Setting priorities. • Obtaining and allocating resources. • Predicting outcomes and planning. • Assigning specific objectives to tactical level units.

B1.2 The Tactical Level- directs activities toward specific objectives. Tactical Level Officers include Sector Officers, who are in charge of grouped resources. Tactical Level Officers (Sector Officers) are responsible for specific geographic areas or functions, and supervising personnel assigned to the sector. A sector assignment comes with the authority to make decisions and assignments, within the boundaries of the overall plan and safety conditions. The accumulated achievements of Tactical Objectives should accomplish the Strategic Level goals. . The Sector Officer will maintain communications with the IC via progress reports.

B.1.3 THE TASK LEVEL – Refers to those activities normally accomplished by individual groups or specific personnel. Officers or team leaders routinely supervise task level activities. The task level is where

the work is actually done.


The combined efforts of the task level activities should accomplish tactical objectives. These tasks would include such items as VENTILATION, SEARCH AND RESCUE, EXTINGUISHMENT and OVERHAUL. B.1.4 THE CONTROL LEVEL – Is usually implemented at complex and large emergencies. As the Command structure grows in complexity, the IC may implement an additional intermediate level position from the Command Post. The Control Level involves establishing a Branch (Operations) Officer, who provides direct supervision over Sector Officers and handles many radio communications for the IC. This allows the IC to be removed from the immediate pressures of radio traffic and to focus on the strategic aspects of the overall situation and to be able to meet and discuss strategy with key people at the Command Post. Examples of Command Structures a. The most basic Command structure combines all three levels of the Command structure. The Officer of a single engine response to a rubbish fire determines the strategy and tactics, and supervises the crew doing the task.

Strategic Tactical Task

b. The basic structure for a "routine" incident, involving a small number of appliances requires only two levels of the Command structure. The role of Command combines the strategic and tactical levels. Crews report directly to Command and operate at the Task Level. Strategic/ Tactical

Task

Officer

E2

Officer

L1


B.2 SECTORS – BASIC OPERATIONAL APPROACH The term SECTOR describes a standard system for dividing the incident scene into smaller command units or manageable areas/functions. Complex situations soon exceed the capability of one individual to effectively manage the entire operation. Experts have determined that one person can only directly supervise 5 to 7 people properly. SECTORS reduce the span of control of the overall command function to more manageably sized units. SECTORS will allow the IC to communicate principally with Sector Officers, rather than firefighters in general, providing an effective command structure and incident scene organization. The IC gives each Sector Officer instructions, and the Sector Officer follows them and gives status reports back to Command. SECTORS procedures can provide a system for the IC to divide large-scale operations geographically into effectively sized units. The Sector Officers would be responsible for all operations inside their sector. Sector assignment procedures can also provide for an array of major functions, which may be selectively implemented according to the needs of a particular situation. This places the responsibility for the details and execution of each particular function on the Sector Officer, removing them from the direct supervision of the IC. Each Sector Officer is responsible for the tactical deployment of the resources at his/her disposal and for communicating needs and progress to the IC. The IC determines strategic objectives and assigns available resources to the sectors where they are most needed. When effective sectors have been established, the IC can concentrate on overall strategy and resource allocation. Sectors help to reduce the overall amount of incident scene communications since most communications will be conducted within the sectors in a face-to-face mode between firefighters and their Sector Officers. This process eliminates many of the details of company operations from radio traffic and drastically reduces radio transmissions. Fire ground frequencies can be implemented for individual sectors at large and complex incidents. Safety of fire fighting personnel represents a major reason for establishing sectors. Each Sector Officer must maintain communication with assigned firefighters to control both their positions and function and must be constantly aware of the safety of their operations. Sector Officers should work closely with the Safety Officers.

Sectoring will make the task of firefighter accountability easier to manage and maintain. Responsibility for this task will always belong to the Sector Officers and the Safety Officers. BASIC INCIDENT COMMAND ORGANISATION

STRATEGIC

TACTICAL

TASK


B.2.1 Command Should Begin to Assign Sectors Based on the Following Factors: • Situations which will eventually involve a number of crews or functions, beyond

the capability of Command to directly control. Command should initially assign sector responsibilities to the first crews assigned to a geographic area or function until the Chief Officer or Senior Officers are available.

• When Command can no longer effectively cope with (or manage) the number of crews currently involved in the operation.

• When crews are involved in complex operations (Large interior or geographic area, hazardous materials, technical rescues, etc.)

• When crews are operating from tactical positions which Command has little or no direct control over (i.e. out of sight).

• When the situation presents specials hazards and close control is required over operating crews (i.e., unstable structural conditions, hazardous materials, heavy fire load, marginal offensive situations, etc.).

When establishing a sector, the Incident Commander will assign each Sector Officer: A. Tactical Objectives. B. A radio designation (Roof Sector, East Sector, etc.) C. The identity of resources assigned to the sector.

B.2.2 Sectors Will Be Regulated By The Following Guidelines:

• It will be the ongoing responsibility of Command to assign sectors as required for effective emergency operations; this assignment will relate to both geographic and functional sectors.

• Command shall advise each Sector Officer of specific Tactical Objectives. The overall strategy and plan will and should be also provided (time permitting), so the Sector Officer has some idea of what's going on and how his assignment fits in.

• The number of Companies assigned to a sector will depend upon conditions within that sector. Command will maintain an awareness of the number of Companies operating within a sector and the capability of that Sector Officer to effectively direct operations. If a Sector Officer cannot control the resources within the sector, he/she should notify the Incident Commander so that sector responsibilities can be split or other corrective action taken.

• Sectors assigned to specific operating areas will be designated by directions (East Sector, North Sector, etc.). Where incident involve odd geographic boundaries (Grand Avenue) it may be confusing to assign directional designations to sectors (East Sector, etc.). An alternate use of Sector A, B, C, or D may be used. Sector "A" would be the front of the building and the other sectors would go clockwise around the building in alphabetical order.

• In multi-story occupancies, sectors will usually be indicated by floor numbers (Sector 3 indicates 3rd floor). In some cases the floor sector identification may be subdivided into geographic areas such as "Sector 3 East" or "Sector 3 West" depending on stairwell and floor access.

• Functional sectors will be identified by the function (Ventilation Sector, Safety Sector, Rescue Sector, etc.).Sector Officers will use the sector designation in radio communications (i.e. "Ventilation Sector to Command").

• Sectors will be commanded by a Sector Officer. Sector Officers can be Platoon Officers, Senior Firefighters, or any other Fire Department member designated by Command.


• In many cases, the initial sector responsibility will be given to the Platoon Officer who receives the initial assignment to a basic tactical position or function (north, treatment, roof, etc.)

• Incident Commander will assign an Operations Officer to assume sector responsibilities as soon as possible whenever the incident multiplies in complexity and magnitude.

• In some cases, a Sector Officer may be assigned to an area/function initially to evaluate and report conditions and advise Command of needed tasks and resources. The assigned Officer will proceed to the sector, evaluate and report conditions to the Incident Commander, and assume responsibility for directing resources and operations within his/her assigned area of responsibility.

• The Sector Officer must be in a position to directly supervise and monitor operations. This will require the Sector Officer to be equipped with the appropriate protective clothing and equipment for his/her area of responsibility. Sector Officers assigned to operate within the hazard zone must be accompanied by a partner.

Sector Officers will be responsible for and in control of all assigned functions within their sector. This requires each Sector Officer to: A. Complete objectives assigned by Command. B. Account for all assigned personnel. C. Ensure that operations are conducted safely. D. Monitor work progress. E. Redirect activities as necessary. F. Coordinate actions with related activities, and adjacent sectors. G. Monitor welfare of sector personnel. H. Request additional resources as needed. I. Provide Command with essential and frequent progress reports. J. Re-allocate resources within the sector.

• The Sector Officer should be readily identifiable and maintain a visible position as much as possible.

• The primary function of a Platoon Officer /Team Leader working within a sector is to direct the operations of their individual crews in performing assigned task. Officers/ team Leaders will advise their Sector Officer of work progress, preferably face-to-face. All request for additional resources or assistance within a sector must be directed to the Sector Officer. Sector Officers will communicate with "Command".

• Each Sector Officer will keep Command informed of conditions and progress in the sector through regular progress reports. The Sector Officer must prioritize progress reports to essential information only.

• Command must be advised immediately of significant changes, particularly those involving the ability inability to complete an objective, hazardous conditions, accidents, structural collapse, etc.

• When a crew is assigned from Staging to an Operating Sector, the Company will be told what sector and which Sector Officer they will be reporting to. The Sector Officer will be informed of which particular crews or units have been assigned by the Incident Commander.

• It is then the responsibility of the Sector Officer to contact the assigned crews /units to transmit any instructions relative to the specific action requested.

• Sector Officers will monitor the condition of the crews operating in their sector. Relief crews will be requested in a manner to safeguard the safety of personnel and maintain progress toward the sector objectives.


B.2.3 SECTOR DESIGNATIONS

EXAMPLE 1: Using Directional Sectors

Example 2: Using Alphabetic Sectors


Ground Sector


B.3 COMMAND STRUCTURE - EXPANDING THE ORGANIZATION. B.3.1 BRANCH OFFICERS As the incident organization grows in complexity, and the span of control with sectors is maximized, the Incident Commander may implement an additional intermediate level within the Command Organization. The Branch level of the organization is designed to provide COORDINATION between the Sectors and Command. Branch officers supervise and manage a number of Sector Officers, and report to the Incident Commander. The strategic management system would then be as follows:- Strategic Level - Incident Commander Control/Co-ordination Level – OPERATIONS/ BRANCH OFFICERS Tactical Level - Sector Officers Task Level – Crews Branch Officers should be utilized at incidents where the span of control with sectors is maximized, incidents involving two or more distinctly different major management components (i.e. a large fire with a major evacuation, a large fire with a large number of patients). The Incident Commander may elect to assign Branch Officers as forward positions to

coordinate the activities between sectors.

The intent of the Branch Level of the Command structure is to split an incident into manageable components and reduce the span of control. Branch Officers will normally be utilized at very large-scale incidents that involve two or more major components. The following types of incidents are examples where Branch Officers should be utilized:

• A Hazmat incident that requires a major evacuation.

• A large-scale incident spread over a wide geographic area.

• An incident with mass casualties and a significant hazard (for example: fire,

• Hazmat, plane crash, floods, etc.)

• High-rise fires

• Any incident where the number of sectors exceed the span of control that can be effectively managed by the incident commander.

• A non-emergency mass public event Branch Officers manage and direct activities of Sector Officers. Branch Officers should operate on separate radio channels if possible. The radio designation of Branch Officers should reflect the function or geographic area of the Branch (for example: Fire Control Branch, Medical Branch, Event Branch, etc.) When Command implements Branch Officers,


the Sector Officers should be notified by Command of their new supervisor. This information should include: A. What Branch the sector is now assigned to. B. The radio channel the branch (and sector) is operating on. Radio Communications should then be directed from the Sector Officer to the Branch Officer-- instead of Command. Sector Officers will relay this information to the crews working in their sector.

Example:

Branch Officers positions should be assigned to Senior Officers. They should utilize an appropriate vehicle as a forward Branch Command Post (when feasible). Command may occasionally be faced with a situation where he/she has very little control over operational sector(s). This would include sectors in conflicting positions (personnel blasting one another with hose streams), multiple sectors spilling into each other, defensive fire operations in one area and offensive operations in the adjoining fire area. Command should utilize a Branch Officer in these types of situations to go to a forward position and coordinate the activities of these sectors.

B.3.2 SECTIONS As a small incident escalates into a major incident, additional organizational support will be required. As additional ranking Officers arrive on the scene, the Command Post organization (Team) may be expanded through the involvement of Command Officers and staff personnel to fill section positions. Section Officers assist the Incident Command Staff with the overall management of the incident scene and operate at the Strategic Level. The Incident Commander implements Sections as needed, depending on the situation, and priority of needs (One incident may only require a Logistics Section while another incident may require all the sections to be implemented.) Where the communications system permits, Section Officers should operate on separate radio channels and utilize the radio designation that identifies their section (Planning, Logistics, etc.). During the initial phases of the incident the initial Incident Commander and his/her staff normally carries out these four section functions. The Fire Department's involvement and needs at the incident scene can be divided into four sections. They are:

• LOGISTICS SECTION

• PLANNING SECTION

• OPERATIONS SECTION

• ADMINISTRATIVE SECTION

Fire Control Branch:

Tactical Channel A

Roof Sector

South Sector

West Sector

North Sector

Evacuation Branch:

Tactical Channel B

South Evacuation Sector

East Evacuation Sector

Hazmat Branch:

Tactical Channel C

HazOps Sector

Decon Sector


B.3.2.1 Logistics Section The Logistics Section is the support mechanism for the organization. Logistics provides services and support systems to all the organizational components involved in the incident. The Logistics Section is also responsible for the accountability of all the personnel working in the hazard zone of the incident. Command may assign the Logistics Section its own radio channel. The Logistic Section Officer may establish sectors or branches for his/her section as needed. Roles and Responsibilities: • Manage rehabilitation. • Manage personnel accountability within the hazard zone. • Manage staging • Provide and manage any needed supplies or equipment. • Forecast and obtain future resource needs (coordinate with the Planning Section). • Provide any needed communications equipment. • Provide fuel and needed repairs for equipment. • Obtain specialized equipment or expertise per Command. • Provide food and associated supplies. • Secure any needed fixed or portable facilities. • Coordinate immediate Critical Incident Stress Debriefing. • Provide any other logistical needs as requested by Command. • Supervise assigned personnel

B.3.2.2 Planning Section The planning section is responsible for gathering, assimilating, analyzing, and processing information needed for effective decision-making. Information management is a full-time task at large and complex incidents. The Planning Section serves as the Incident Commander's "clearing house" for information. This allows the Incident Commander to have a single person provide him/her with information instead of having to deal with dozens of information sources. Critical information should be immediately forwarded to Command (or whoever needs it). Information should also be used to make long-range plans. The Planning Section Officer’s goal is to plan ahead of current events and to identify the need for resources before they are needed. Roles and Responsibilities • Evaluate current strategy and plan with the Incident Commander. • Refine and recommend any needed changes to plan. • Evaluate Incident Organization and span of control. • Forecast possible outcome(s). • Evaluate future resource requirements. • Utilize technical assistance as needed. • Evaluate tactical priorities, specific critical factors, and safety. • Gather, update, improve, and manage information with a standard systematic approach. • Liaison with any needed outside agencies for planning needs. B.3.2.3 Operations Section The Operations Section is responsible for the tactical priorities, and the safety and welfare of the personnel working in the Operations Section. The Operations Section Officer uses the tactical radio channel to communicate strategic and specific objectives to Sector and/or Branch Officers.


Roles and Responsibilities: • Coordinate activities with the Incident Commander. • Implement the Incident Management Plan. • Assign units to Sector/Branches based on Tactical Objectives and priorities. • Build an effective organizational structure through the use of Branches and Sectors. • Provide Branches and Sectors Tactical Objectives. • Manage Operation Section activities. • Provide for life safety. • Determine needs and request additional resources. • Consult with and inform other sections and the Incident Command Staff as needed. If the Operations Officer is located at the Command Post, he/she should use the radio designation of "Command". The vast majority of incidents can be effectively managed without an Operations Officer, or with the Operations Officer located at the Command Post. If the Operations Officer is located out of the Command Post at a "forward" position (i.e. in a high-rise building), he/she should use the radio designation of "Operations". Implementing an "Operations" radio designation in the middle of a major incident can create some confusion with radio communications. It is absolutely essential that all personnel operating at the incident be made aware of the activation of "Operations". All Sector and/or Branch Officers must then direct their communications to the "Operations" Officer. The Operations Officer will communicate with the Incident Commander to request additional resources, provide progress reports, etc. Once implemented, "Operations" becomes a Forward Command Post. As such the Operations Officer will need some personnel assigned to assist as staff members to help with radios, tactical worksheets, etc. B.3.2.4 The Incident Commander - Role and Responsibilities after Activation of an Operations Officer Once the Operations Officer is in place and functioning, the Incident Commander's focus should be on the strategic issues, overall strategic planning and other components of the incident. This focus is to look at the "big picture" and the impact of the incident from a broad perspective. The Incident Commander should provide direction, advice and guidance to the Operations Officer in directing the tactical aspects of the incident. • Review and evaluate the plan, and initiate any needed changes. • Provide on-going review of the overall incident (THE BIG PICTURE). • Select priorities. • Provide direction to the Operations Officer. • Review the organizational structure, initiate change or expansion to meet incident needs. • Initiate Section and Branch functions as required. • Establish liaison with other city agencies and officials, outside agencies, property owners and/or tenants. • Other duties as necessary. In order to maintain continuity and overall effectiveness, the Incident Commander and Operations Officer should normally be in the Command Post together.


B.3.2.5 Administration Section The Administration Section evaluates and manages the risk and financial requirements for the Fire Department's involvement in the incident. This section is usually activated when major incidents based on complexity and magnitude run the risk of becoming fully evolved disasters. Roles and Responsibilities: • Procurement of services and/or supplies from sources within and outside the Fire Department or City as requested by Command (coordinates with Logistics). • Documenting all financial costs of the incident. • Documenting for possible cost recovery for services and/or supplies. • Analyzing and managing legal risk for incidents such as hazardous materials clean up. • Serves as the Incident Commander's liaison with: municipal officials, Litigators (and other lawyer types). Regulatory agencies (DOL, SAPS, DEAP, DOT, etc.) • Monitors and coordinates emergency service delivery to the rest of the community during major incidents to ensure adequate coverage. • Serves as the E.O.C. representative in the Command Post and provides briefings to the E.O.C. staff. The Administration Section is responsible for obtaining any and all needed incident documentation for potential cost recovery efforts, or litigation, including criminal charges. EXAMPLES OF INCIDENT COMMAND ORGANISATIONAL CHARTS a. Command Structure: Sections in Place



PART C: ICS STRATEGIC AND TACTICAL CONSIDERATIONS. C.1 LEADERSHIP RESPONSIBILITIES OF COMMANDERS

• Always maintain an inventory of resources and anticipate future needs.

• Rotate firefighters and provide rehabilitation, particularly during very hot or cold weather.

• Have a FIREFIGHTER ASSIST TEAM staging near the incident scene.

• Always assign a SAFETY SECTOR or SAFETY OFFICER by providing an experienced individual or individuals for the monitoring of safety on the scene. National Fire Protection Assn. Standard No. 1500 requires that all fire departments SHALL have a SAFETY OFFICER. THE ONLY JOB A SAFETY OFFICER SHOULD HAVE IS THAT OF SAFETY OFFICER. NO OTHER TASK SHOULD BE ASSIGNED TO THE SAFETY OFFICER. Large incidents may require multiple SAFETY OFFICERS, possibly using SAFETY OFFICERS from mutual aid companies. When SAEFTY OFFICERS from other companies are used, they should operate under the direction of the SAFETY OFFICER initially designated by the IC.

C.2 EXPOSURES

The term “EXPOSURE” will be used to identify adjacent buildings or occupancies within the building. The exposure identification will correspond with the sector letter (A, B, C, D) for that side of the building that they are located on. For example, an exposure on the “B” side of the building will be known as EXPOSURE B. If there is more than one exposure, the first exposure will be designated EXPOSURE B-1, the second EXPOSURE B-2, etc. For additional information see B.2.3.

C.3 SAFETY RESPONSIBILITIES SAFETY IS THE RESPONSIBILITY OF ALL FIREFIGHTERS! Incident Commanders, Sector Officers, Safety Officers and Team Leaders must view the safety of firefighters as their NUMBER ONE PRIORITY! Safety should be promoted by: 1. Maintaining an effective and visible position at the incident.

a. Supervision by team Leaders --- with a crew in the work area. b. Supervision by Sector Officers --- directly in the sector. c. Supervision by the Incident Commander --- at the Command Post.

2. Monitoring conditions of the firefighters under your command. 3. Monitor safety conditions in your area of responsibility. 4. Assist with communications. Help others understand conditions. 5. Move QUICKLY if a dangerous condition develops and CAUTIOUSLY based on

current dangers. 6. Keep your Teams and/or work groups together. 7. Monitor the actions and effect of your crew. 8. Coordinate with other sectors when appropriate. 9. Always have an escape route to a safe area. DON’T GO IN IF YOU CAN’T GET OUT! 10. Monitor the amount of time firefighters are in dangerous areas. Remember the

limitations of Self-Contained Breathing Apparatus! 11. Utilize the firefighter accountability system to prevent free-lancing.


C.4 COMMAND, CONTROL AND SAFETY All operations will be structured around the following basic routine that will be used to begin incident scene operations:

• The Incident Commander will establish and maintain command by performing the standard command functions and implement this SOP.

• The IC will evaluate the situation, establish overall strategy and develop an attack plan. The IC is responsible for overall safety of all members and activities.

• The IC will establish adequate geographic and/or functional sectors as quickly as possible. Sectors will become operational communications established, and tasks undertaken within these sectors.

• The IC will make direct assignments to initial arriving firefighters and equipment. Firefighters and resources will be assigned to sector commanders when sectors are established.

• The Incident Commander, Sector Officers, and Team Leaders are always responsible for the position function and safety of their resources. They must continually evaluate current and future safety conditions and make whatever changes are required to protect their firefighters.

• This routine provides the basic plan for establishing incident control at the beginning of the incident. Utilization of a standard tactical worksheet will help with the overall planning and organization.

C.5 FIRE GROUND STRATEGY AND COMMUNICATIONS Going from an offensive strategy (interior attack) to a defensive (exterior attack) strategy is a critical process on the fire ground.

In order to provide for the safety of all personnel, building evacuation should be performed in the following standard manner:

• The Incident Commander (IC) evaluates the situation based on information coming to his/her attention and should evacuate too early rather than too late.

• The IC calls each individual sector and gives the order “Evacuate – we are going defensive”. The IC should start with the sector in most danger and go on to those in least danger.

• If a dangerous condition develops or is imminent, the IC transmits “RED ALERT – EMERGENCY EVACUATION” over the incident scene radio channel(s) and orders the sounding of vehicle air horns. Use radio first, and then air horns. This message should be transmitted by a mobile radio if possible. This procedure should only be implemented when total and immediate evacuation is needed.

• Sector Officers and Team Leaders quickly move their crews to safe outside positions; no discussion, no disagreement, no delay. Evacuation of firefighters has priority over removal of firefighting equipment. GET OUT QUICKLY!

• Sector Officers must account for their firefighters after exit with assistance from team Leaders and/or Safety Officers.

• Sector Officers give an “ALL CLEAR” signal to the Incident Commander after taking a roll call or head count of all assigned firefighters. The IC will ensure that all sectors have been cleared.

• If a firefighter becomes seriously injured or needs to be rescued, the radio transmission “MAYDAY, MAYDAY” will be used. Whenever a “MAYDAY” message is transmitted, all radio transmissions on that frequency will stop while attention is directed to the “MAYDAY” message, that firefighter or crew will be known as “MAYDAY SECTOR” until the emergency is over.

The FIREFIGHTER ASSIST TEAM (FAST TEAM) should be directed to rescue operations.


C.6 INCIDENT PERIMETER Many safety principles revolve around action that takes place within the incident perimeter or on the emergency scene. For the purpose of establishing safe operations, the incident perimeter can be defined as:

“The area inside an imaginary or marked boundary that has been determined by safety considerations according to the potential hazards of the particular incident.”

The flexibility of the boundary that determines the emergency scene can be altered by various factors. All personnel entering the incident perimeter should:

• Wear protective clothing and Self-Contained Breathing Apparatus.

• Be assigned to a Sector or Team. Anyone not assigned to a Sector or Team, STAY OUTSIDE! Firefighters not assigned to a Sector or Team should be staged at a designated Firefighting Staging Area. This will help to prevent free-lancing by individuals not working under the overall plan and limit exposure to hazards.*

Barrier tape is intended to keep civilians and spectators out of an area where a hazard exists or where operations are in progress. This tape may also be used as a warning device for personnel authorized to operate on the incident scene. This tape will be used to identify hazardous areas such as collapse zones or similar perils.

C.7 FIREFIGHTER ASSIST TEAM (FAST TEAM) The FAST TEAM is a team of firefighters that is organized to take immediate action to assist other firefighters in case something unforeseen happens at an incident. All members of the FAST TEAM are to be equipped with full turnout gear, self-contained breathing apparatus, forcible entry tools and other equipment deemed necessary by the Incident Commander. This team shall stay together at all times during the incident and be within close proximity of the Incident Commander or Command Post. The team should follow the progress of the incident and be prepared to respond immediately as a rescue team if needed. FAST TEAM members should be well trained, experienced interior firefighters. Apparatus responding for FAST TEAM duty should be equipped with a variety of rescue tools and first aid equipment. Whenever a FAST TEAM is utilized, a FAST TEAM LEADER should be designated. The FAST TEAM LEADER should discuss the situation with the Incident Commander, conduct an independent size up, and prepare the FAST TEAM members for any situations they may face. For example, if structural collapse is a concern, necessary rescue tools should be assembled and prepared for use. If flashover is a concern, burn kits and related supplies should be available. C.8 REHABILATION In an effort to regulate the amount of fatigue suffered by emergency scene personnel during sustained operations, Sector Officers should frequently assess the physical condition of their assigned firefighters. When crew members exhibit signs of serious physical or mental fatigue, these persons should be reassigned to a Rehabilitation Sector. Individual crews shall not report to the Rehabilitation Sector unless assigned by the sector Officer. During extremely hot or cold weather, the Incident Commander should make arrangements early during the incident for refreshments and medical attention. At least one ambulance should be requested to standby at other than minor incidents.


It is the on-going responsibility of the IC to summon adequate resources to tactical situations to effectively stabilize the situation and to maintain adequate resources during extended operations in order to complete all operational phases. C.9 PERSONNEL ACCOUNTABILITY In order to provide for accountability of all firefighters operating in potentially hazardous locations, a personnel accountability system shall be used at all incidents. The Incident Commander is ultimately responsible to maintain accountability of firefighters, but this may be accomplished in many ways. For purposes of entry into fire/hot zones, the Stage 2 Breathing Apparatus Control will be used with the FAST TEAM on standby at the Incident Command Post. The person in charge of Stage 2 BA Control will function as the Accountability Officer. It shall be the responsibility of the Accountability Officer to collect the firefighter accountability tags and monitor the location, entry time and status of all firefighters. The Accountability Officer will monitor the location, operations and progress of all firefighters and teams. The Accountability Officer will monitor the amount of time each team is “on air” and notify the IC, Sector Officer or Team Leader when approximately 15 minutes (if using 30 minute SCBA units) has elapsed to allow sufficient time to exit the hazardous location. All firefighters are to return to the PERSONNEL STAGING AREA upon completion of any assignment to await further assignment. In the event that a firefighter is in need of rehabilitation, the Accountability Officer shall send the firefighter to the Rehabilitation Sector.