COMMAND STANDARD
OPERATING PROCEDURES
FOR FIRE & HAZARDOUS MATERIALS EMERGENCY
OPERATIONS
SECTION PAGE
Introduction
____________________________________________ 1
Purpose and
Scope _____________________________________ 1
Command Overview
____________________________________ 1
Command
Procedures __________________________________ 3
Responsibilities
of Command ___________________________ 3
Functions of
Command _________________________________ 3
Establishing
Command _________________________________ 4
Radio
Designation ______________________________________ 5
Brief Progress
Report ___________________________________ 5
Command
Options _____________________________________ 6
Transfer of
Command __________________________________ 8
Rules of
Engagement ___________________________________ 10
Staging
________________________________________________ 11
General
Information ____________________________________ 13
Benchmarks
___________________________________________ 14
Command Staff
_________________________________________ 16
Command
Structure Overview____________________________ 17
Incident Types
Based of Five Levels of Complexity___ 17
Basic
Organization _________________________________ 19
Groups, Basic
Operational Approach ________________ 20
Expanding the
Organization; Branch Officers ________ 23
Expansion to
Major Operations (Unified Cmd) ________ 25
Command Staff
Positions __________________________________ 28
General Staff
Positions _____________________________________ 31
Logistics
Section _____________________________________ 31
Planning
Section _____________________________________ 31
The Planning
Process _________________________________ 33
Operations
Section ___________________________________ 39
Finance/Admin
Section ______________________________ 42
Information
& Intelligence Section ____________________ 43
Area Command
____________________________________________ 45
Emergency
Operations Center _____________________________ 46
Multi-Agency Coordination
Entities ________________________ 46
Incident
Management for Hazardous Materials Incidents ____ 47
NIMS Glossary
of Key Terms _______________________________ 57
INTRODUCTION:
The application of sound management
principles to any undertaking that requires the coordination of various
resources is paramount to the success of that undertaking. This concept is
applied to our personal and professional lives every day. We manage our
personal budgets, our own time, and many other aspects of our own lives.
Professionally we also manage our manpower and apparatus, the activities of our
working days, our budget, and our goals and objectives. We do this by applying
the basic textbook management principles of planning, directing, organizing,
coordinating, communicating, delegating, and evaluating.
So should it be with emergency
operations. The major difference between routine, day-to-day management and
emergency management is the timeframes for gaining control of the situation.
Emergency operations still require the management of resources, goals and
objectives, and activities in order to ensure a satisfactory outcome. In other
words, emergency operations still require planning, directing, organizing,
coordinating, communicating, delegating, and evaluating. Therefore, the same
management process applied to our routine everyday operations can, and should,
be applied to emergency operations.
This standard operating procedure clearly
spells out the incident scene management process. It adopts the management
principles previously mentioned and, because of its modular concept, it can be
applied to any incident regardless of the type or magnitude of that incident.
As a function-specific tool rather than a rank-specific one, it is equally
adaptable because anyone can fill any position assuming appropriate training
for that position.
It shall be a matter of department
policy that all personnel are familiar with this standard operating procedure
and fully functional in any position which he/she might reasonably be expected
to fill.
PURPOSE AND SCOPE:
The
____________________________________ responds to a wide range of emergency
incidents. In order to effectively manage personnel and resources and to
provide for the safety and welfare of personnel, we will always operate within
the Incident Command System at the incident scene. This procedure identifies
the Standard Operating Procedures to be employed in establishing Command and all
the components of the Incident Command System (ICS).
The Command SOP is designed to meet
or exceed the requirements of the National Incident Management System as
outlined in _______________ County Ordinance
__________________________________.
COMMAND OVERVIEW:
Incident
Commanders have the authority and flexibility to modify procedures and
organizational structure as necessary to align with the operating
characteristics of their specific jurisdiction or to accomplish the mission in
the context of a particular hazard scenario.
The incident commander should always
integrate fire fighter and other emergency responder’s health and safety
considerations into the command process. This integration ensures that safety
will always be considered and will not be reserved for unusual or high-risk
situations when the incident commander is under a high degree of stress. An
incident action plan that addresses responder safety should be a routine
function of command.
Early evaluation enables the
incident commander to consider current conditions in a standard manner and then
predict the sequence of events that will follow. The consideration of responder
safety should be incorporated into this evaluation and forecasting.
Effective communications are
essential to ensure that the incident commander is able to receive and transmit
information, obtain reports to maintain an awareness of the situation, and
communicate with all component parts of the incident organization to provide
effective supervision and controls.
Strategic decisions establish the
basic positioning of resources and the types of functions they will be assigned
to perform at the scene of a fire or emergency incident. The level of risk to
which members are exposed is driven by the strategy; offensive strategy places
members in interior positions where they are likely to have direct contact with
the fire or hazard, while defensive strategy removes members from interior
positions and high-risk activities. The incident action plan is based on the
overall strategy and drives the tactical assignments that are given to
individual or groups of companies/crews and the specific functions they are
expected to perform. Risk identification, evaluation, and management concepts
should be incorporated into each stage of the command process.
Tactical-level management component
people are command agents and are able to both monitor companies/crews at the
actual location where the work is being done (geographic) and to provide the
necessary support (functional). The incident commander uses a tactical-level
management unit as off-site (from the command post)
operational/communications/safety managers-supervisors. The incident commander
uses the incident organization along with communications to stay connected. As
incidents escalate, the incident management system should be utilized to
maintain an effective span of control ratio of 3-to-7.
The incident commander should
routinely evaluate and re-evaluate conditions and reports of progress or lack
of progress in reaching objectives. This process will allow the incident
commander to determine if the strategy and attack plans should be continued or
revised. The failure to revise an inappropriate or outdated attack plan is
likely to result in an elevated risk of death or injury to emergency
responders.
Effective command and control should
be maintained from the beginning to the end of operations, particularly if
command is transferred. Any lapse in the continuity of command and the transfer
of information increases the risk to emergency responders.
The following procedures further
expand on this overview. All personnel shall review the entire procedures and
must demonstrate proficiency and competence before commanding an operation.
COMMAND PROCEDURES:
□
Fix
the responsibility for Command on a certain individual through a standard
identification system, depending on the arrival sequence of members, companies,
and Command officers.
□
Ensure
that a strong, direct, and visible Command will be established from the onset
of the incident.
□
Establish
an effective incident organization defining the activities and responsibilities
assigned to the incident commander and the other individuals operating within
the Incident Command System.
□
Establish
measurable objectives to ensure fulfillments of incident management goals.
□
Provide
a system to process information to support incident management, planning, and
decision making.
□
Provide
a system for the orderly transfer of Command to subsequent arriving officers.
RESPONSIBILITIES OF
COMMAND:
The Incident Commander is
responsible for the completion of the tactical objectives. The tactical
objectives (listed in order of priority) are:
□
Remove
endangered occupants and treat the injured.
□
Stabilize
the incident and provide for life safety.
□
Conserve
property
□
Provide
for the safety, accountability, and welfare of personnel. This priority is
on-going throughout the incident.
The Incident Command System is used to develop
strategic objectives and to facilitate the completion of the tactical objectives.
The incident commander is the person who drives the Command system towards that
end. The incident commander is responsible for building a Command structure
that matches the organizational needs of the incident to achieve the completion
of the tactical objectives for the incident. The function of Command defines
standard activities that are performed by the incident commander to achieve the
tactical objectives.
FUNCTIONS OF COMMAND:
The functions of Command include:
□
Assume
and announce Command and establish an effective operating position Command Post.
□
Rapidly
evaluate the situation (size-up)
□
Initiate,
maintain, and control the communications process.
□
Identify
the overall strategy, develop an incident management plan, and assign units and
personnel consistent with plans and standard operating procedures.
□
Develop
an effective Incident Command organization.
□
Develop
Incident Action Plan (IAP).
□
Ensure
safety of on-scene personnel.
□
Review,
evaluate, and revise (as needed) the Incident Management plan.
□
Authorize
release of information to all media operations.
□
Coordinate
activities of outside agencies.
□
Provide
for the continuity, transfer, and termination of Command.
The incident commander is responsible for all
of these functions. As Command is transferred, so is the responsibility for
these functions. The first five (5) functions must be addressed immediately
from the initial assumption of Command.
ESTABLISHING COMMAND:
The first fire department member or
unit to arrive at the scene of a multiple unit response shall assume Command of
the incident. The initial incident commander shall remain in Command until
Command is transferred or the incident is stabilized and Command is terminated.
One or two company (unit) responses that are
not going to escalate beyond the commitment of these companies do not require a
formal activation of the Incident Command System (as on-scene report with the
assumption of Command). The first arriving unit or officer will, however,
remain responsible for any needed Command functions. Examples would include:
□
Still
assignments
□
Special
duty assignments.
□
Any
EMS response requiring only one or two companies.
The first arriving fire department unit
initiates the Command process by giving an initial radio report.
The Radio
Report shall include:
□
Unit
designation of the unit arriving on the scene.
□
Announce
how many personnel are on scene.
□
A
brief description of the incident situation (i.e., building size, occupancy,
hazmat release, multi-vehicle accident, etc.)
□
Obvious
conditions (working fire, hazmat spill or leak, multiple patients, etc.)
□
Brief
description of action taken.
□
Declaration
of strategy (for structural fires this would be declaring an offensive or
defensive mode).
□
Any
obvious safety concerns.
□
Assumption
and identification of Command.
□
Assume
and announce accountability location.
Example:
For an offensive structure fire –
“Unit 811 is on scene with 4 personnel with a
two story residential structure working fire on the second floor. Unit 811 is
laying a supply line and going in with a hand line to the second floor for
search and rescue operations. This is an offensive fire attack. Unit 811 will
be 7th Street Command.”
For an defensive fire –
“Unit 811 is on the scene of a medium size
warehouse fully involved with exposures to the east. Unit 811 is laying a
supply line and attacking the fire with a stang gun and a hand line to the
exposure for search and rescue and fire attack. Have 4 personnel. This is a
defensive fire. Unit 811 is Buckeye Command.”
For an EMS incident –
“Unit 811 with 4 personnel is on the scene
with a multi-vehicle accident. Require additional EMS response with 3
ambulances. Unit 811 will be Parkway Command.”
RADIO DESIGNATION:
The radio designation “Command” will
be used along with the geographical location of the incident (i.e., “7th
Street Command”, McDonald’s 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.
ELAPSED TIME-ON-SCENE
(TOS) NOTIFICATION:
The incident commander shall be
provided with reports of elapsed time-on-scene at emergency incidents in
10-minute intervals from the Communication Dispatch Center, unit reports are
terminated by the incident commander.
BRIEF PROGRESS REPORT:
A Brief Progress Report (BPR) is
essential to any ongoing incident in that it keeps all concerned parties
abreast of a dynamic situation. It is designed to provide information that:
□
Allows
dispatch latitude in filling vacant stations.
□
Updates
duty chiefs.
□
Updates
the Public Information Officer (PIO).
□
Permits
continuous documentation of an ongoing incident.
A BPR shall be required on all incidents. The
first BPR shall be transmitted at approximately 10 minutes after the initial
BPR. Thereafter, BPR’s shall be transmitted at intervals deemed appropriate by
the incident commander, but in no case should an interval exceed 30 minutes.
The BPR shall consist of the following information:
□
Description
of the current situation.
□
Description
of current tactical objectives
□
Status
of resource needs.
□
Length
of time holding units from first unit to the last unit.
EXAMPLES:
□
Multiple
units responding to a two-story dwelling fire.
Dispatch from Unit 810
§
“We
are in an offensive mode and bringing the situation under control.”
§
“Primary
search has been completed and an interior attack is underway.”
§
No
need for additional resources is anticipated.”
§
All
units will be committed for about 1 hour.”
□
Multiple
units to a haz mat incident involving a motor transport vehicle.
Dispatch from Unit 810
§
“Extrication
of one victim is progressing.”
§
“Diking
is underway but some product has gotten in the Severn River.”
§
“Spill
confinement will take about ½ hour.”
§
“Diking
efforts are underway to limit the exposure to the Severn River.”
§
“We
are going to attempt to transfer the product to another vehicle.”
§
“Dispatch
a unit to handle a landing site for the helicopter.”
§
“Notify
DNR and Department of the Environment.”
§
“All
units will be committed for a minimum of 2 hours.”
COMMAND OPTIONS:
The first-in Company Officer or
acting officer in the first-arriving unit is faced with the need to make proper
and reasonable decisions under the immediate pressure of the emergency. A
size-up system becomes a vital and necessary tool to have in this situation.
This same system is also necessary for subsequent incident commanders as their
need to make decisions varies with the dynamics of the incident. The following
five-point size-up system shall be utilized when operating at an incident:
□
FACTS (facts that the
situation presents).
o
Time
of the incident
o
Location
of the incident
o
Nature
of the incident
o
Life
hazards
o
Exposures
o
Building,
areas involved
o
Weather
□
PROBABILITIES (predictions based
upon the existing situation).
o
Life
hazards
o
Extent
of the incident
o
Explosion
potential
o
Collapse
potential
o
Weather
changes
□
OWN SITUATION (your resources and
capabilities).
o
Personnel
and equipment on scene.
o
Availability
of additional resources
o
Available
water supply
o
Appropriate
strategic mode
o
Actions
already taken.
□
DECISION (result of your
analysis of items 1, 2, and 3)
o
Determine
strategy
o
Evaluate
tactical options
o
Select
tactics
□
PLAN OF OPERATION
o
Issue
tactical assignments
o
Coordinate
activities
o
Evaluate
results
o
Alter
activities as necessary
The responsibility of the first
arriving unit or member to assume Command of the incident presents several
options, depending on the situation.
v
If
a chief officer, member, or unit without tactical capabilities (i.e., staff
vehicle, no equipment, etc.) initiates Command, the establishment of a Command
Post should be a top priority.
v
At
most incidents the initial commander will be the company officer/senior member
The following Command options define the
company officer’s direct involvement in tactical activities and the modes of
Command that may be utilized.
□
Nothing
Showing—Investigative Mode:
These situations generally require
investigation by the initial arriving company while other units remain in level
one staging. The officer should go with the company to investigate while
utilizing a portable radio to Command the incident.
□
Fast Attack—Mobile
Command Mode:
Situations that require immediate action to
stabilize and requires the company officer’s assistance and direct involvement
in the attack. In these situations the company officer goes with the crew to
provide the appropriate level of supervision. Examples of these situations
include:
o
Offensive
fire attacks (especially in marginal situations).
o
Critical
life safety situations (i.e. rescue) must be achieved in a compressed time.
o
Any
incident where the safety and welfare of fire fighters is a major concern.
o
Obvious
working incidents that require further investigation by the company officer.
Where fast intervention is critical,
utilization of the portable radio will permit the company officer’s involvement
in the attack without neglecting Command responsibilities. The Fast-Attack
Mobile Command mode should not last more than a few minutes and will end with
one of the following:
v
Situation
is stabilized.
v
Situation
is not stabilized and the company officer must withdraw to the exterior and
establish a Command Post. At some time the company 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.
v
Command
is transferred to another company or Command officer. When a Command officer is
assuming Command, the Command officer may opt to return the company officer to
his/her crew, utilize the company officer as staff support, or assign him/her
as a Sector officer.
□
Command Mode –
Stationary Command Post
Certain incidents, by virtue of their size, complexity,
or potential for rapid expansion, require immediate strong, direct, overall
Command in such cases, the company officer will initially assume an exterior,
safe, and effective Command position and maintain that position until relieved
by a chief officer. The tactical worksheet shall be initiated and utilized to
assist in managing these types of incidents.
If the company officer assumes a Command mode,
the following options are available with regards to the assignment of the
remaining crew members.
v
The
officer may “move up” within the company and place the company into action with
two or three members. One of the crew members will serve as the acting company
officer and must be provided with a portable radio. The collective and
individual capabilities and experience of the crew will regulate this action.
v
The
officer may assign the crew members to work under the supervision of another
company officer. In such cases, the officer assuming Command must communicate
with the officer of the other company and indicate the assignment of those
personnel.
v
The
officer may elect to assign the crew members to perform staff functions to
assist Command, such as information reconnaissance, filling out the tactical
worksheet, etc.
NOTE:
THE AGENCY WITH PRIMARY JURISDICTIONAL AUTHORITY OVER THE INCIDENT DESIGNATES
THE INDIVIDUAL AT THE SCENE RESPONSIBIE FOR ESTABLISHING COMMAND.
A company officer assuming Command has a
choice of modes and degrees of personal involvement in the tactical activities,
but continues to be fully responsible for the Command functions. The initiative
and judgment of the officer are of great importance. The modes identified are
guidelines to assist the officer in planning appropriate actions. The actions
initiated should conform to one of the above mentioned modes of operation.
TRANSFER OF COMMAND:
Command is transferred to improve
the quality of the Command organization. When Command is transferred it should
trigger upgrades in the Command structure. The following guidelines outline the
Transfer of Command.
v
The
first fire department member arriving on the scene will automatically assume
Command. This will normally be a company officer, but could be any fire
department member up to and including the fire chief.
v
The
first arriving company officer will assume Command after the transfer of
Command procedures have been completed (assuming an equal or higher ranking
officer has not already assumed Command).
v
The
first arriving Command officer should assume Command of the incident following
transfer of Command procedures.
v
The
second arriving Command officer should report to the Command Post, to assume
the support officer position.
v
Assumption
of Command is discretionary for senior officers of the department.
In certain situations, it may be advantageous
for the first arriving incident commander (i.e. company officer) to transfer
Command to the next Company ON THE SCENE .
This indicated when the initial commitment of the first arriving Company
requires a full crew (i.e. immediate rescue situation) and another Company or
Command officer is on the scene. When a chief officer arrives at the scene at
the same time as the initial arriving Company, the chief officer should assume
Command of the incident.
“Passing Command” to a unit that is not on the
scene creates a gap in the Command process and compromises incident management.
To prevent this “gap”, Command SHALL NOT
BE TRANSFERRED TO AN OFFICER WHO IS NOT ON THE SCENE. It is preferable to have the initial arriving company
officer continue to operate in the Fast Attack mode until Command can be
transferred to an arriving on-scene unit.
Should a situation occur where a later
arriving Company or Command officer cannot locate or communicate with Command
(after several radio attempts), they will assume and announce their assumption
of Command and initiate whatever actions are necessary to confirm the safety of
the missing crew.
Within the Chain of
Command, the actual Transfer of Command will be regulated by the following
procedure:
□
The
officer assuming Command will communicate with the person being relieved by
radio or face-to-face. Face-to-face is the preferred method to transfer
Command.
□
The
person being relieved will brief the officer assuming Command indicating at
least the following:
o
General
situation status:
§
Incident
conditions (fire location and extent, hazmat spill or release, number of
patients, etc.)
§
Incident
management plan
§
Completion
of the tactical objectives
§
safety
considerations
o
Deployment
and assignments of operating companies and personnel.
o
Appraisals
of need for additional resources.
□
The
person being relieved of Command should review the tactical worksheet with the
officer assuming Command. This sheet provides the most effective framework for
Command transfer as it outlines the location and status of personnel and
resources in a standard form that should be well-known to all members.
The arrival of a ranking officer on the
incident scene does not mean that Command has been automatically transferred to
that officer. Command is only transferred when the outlined transfer of Command
process has been completed.
The person being relieved of Command will be
assigned to the best advantage by the officer assuming Command.
A ranking officer may elect to have a
subordinate continue the role of incident commander. In cases where an
individual is effectively commanding an incident and satisfactory progress is
being made to bring the incident under control. It may be desirable for that
person to continue in an active command role. The ranking officer must determine
that the incident commander is completely aware of the position and function of
operating companies and the general status of the situation. In these cases,
the arriving ranking officer may assume a supportive role in the overall
Command functions. The ranking officer will assume responsibility for the
incident by virtue of being involved in the Command process.
RULES OF ENGAGEMENT:
The Incident Management System
starts with the arrival of the first responder. Risk management shall be
integrated into the routine functions of incident command. The concept of risk
management shall be utilized on the basis of the following principles:
□
Activities
that present a significant risk to safety of personnel shall be limited to
situations where there is a potential to save endangered lives.
□
Activities
that are routinely employed to protect property shall be recognized as inherent
risks to the safety of personnel. Actions shall be taken to reduce or avoid
hazards and unnecessary risks.
□
No
risk to the safety of personnel shall be acceptable when there is no
possibility to save lives or property.
The following Rules of Engagement are meant to apply to all professions and all
hazards encountered in conjunction with emergency response:
□
We
may risk our lives a lot, in a calculated manner, for savable lives, or for
preventable further injury or death.
□
We
will not risk lives at all, for property or lives that are already lost.
□
We
may risk lives only a little, in a calculated manner, for salvageable property,
or preventable further damage or destruction.
□
We
will endeavor to consider the needs of the others in the vicinity.
Engagement
Needs Assessment:
□
We
will assess the benefits of our planned actions.
□
We
will consider the likelihood of success of our actions.
□
We
will consider the benefits we could provide if we succeed.
Engagement
Risk Assessment:
□
We
will assess the threats of injury and death to responders and those in their
care.
□
We
will consider the likelihood of threats occurring and their severity.
□
We
will endeavor to consider threats of property damage or destruction.
o
Hazards
§
Fire
and explosion hazards
§
Environmental
hazards
§
Criminal
and terrorist threats
o
Incident
factors
§
Scene
access and egress
§
Environmental
conditions
§
Evidence
§
Known
or probable occupants
§
Occupant
survival assessment
o
Responder
Capabilities
§
Available
resources
§
Operational
capabilities
§
Operational
limitations
§
Training
§
Experience
§
Rest
and rehabilitation
STAGING:
The purpose of Staging is to provide
a standard system of resource placement prior to tactical assignments. Failure
to use such a system will result in added confusion on the incident scene and
units determining their own tactical assignments. Incident Commander’s can lose
track of their resources resulting in poorly applied resources; priorities
being overlooked; the inability to oversee personnel safety; and a general lack
of accountability. The following policy addresses two Staging requirements:
Level
I Staging: the initial response involving multiple units.
Level
II Staging: the response of multiple units beyond the initial response.
□
Level I Staging:
utilized by all responding units up to and including a full task force
assignment regardless of the type of incident.
o
First-arriving unit:
§
Shall
report to the most appropriate position on scene to carry out the duties
specified in Responsibilities of Command.
§
If
in a hydrant area and in lieu of orders to the contrary, the first-arriving
engine company shall proceed to the most convenient hydrant and lay (or be
prepared to lay) the appropriate size hoseline(s) should the type of incident
necessitate water.
§
If
in a no hydrant area, and in lieu of orders to the contrary, the first-arriving
engine company shall lay (or be prepared to lay) the appropriate size
hoseline(s) to the incident scene in such a manner as to allow for the
establishment of a continuous water supply to the incident should the type of
incident necessitate water.
§
If
in a no hydrant area and in lieu of orders to the contrary, the first-arriving
tanker shall hook up and prepare to pump to any lines laid by the
first-arriving engine, should the type of incident necessitate water.
§
In
lieu of orders to the contrary, the first-arriving truck company shall report
to the same location as the first-arriving company. If an obvious rescue
situation exists at another location, the first-arriving truck company may
proceed to that location while advising the incident commander of the
situation.
o
All Other Units:
§
In
lieu of orders to the contrary, all other units shall remain outside of the
incident scene.
§
In
lieu of orders to the contrary, all other units shall proceed to a convenient
location (at a hydrant if available) approximately one block from the scene.
Upon arrival at this location, unit commanders shall transmit, “(Unit ID) is
staged (ID the location).” This message will inform the incident commander that
the unit is ready for assignment.
§
No
unit shall commit itself to any operation without having received orders or
approval from COMMAND.
§
Unit
commanders shall not request assignments from staging. Should a staged unit
commander feel that the BIR indicated a need for their unit and no orders have
been received, that shall repeat the transmission “unit (ID) is staged (ID the
location).” If the second transmission is not acknowledged, the unit commander
shall report directly to the incident commander by walking to the Command Post.
□
Level II Staging – utilized by all responding units beyond the 1st Alarm
assignment.
o
Level II Staging shall utilize an area
suitable to park, organize, and coordinate the anticipated response of
additional resources.
§
COMMAND, upon requesting
additional resources, shall inform Dispatch of the designated location of the
Level II staging area.
§
The
first unit commander arriving at the Level II Staging area and without orders
to the contrary, shall assume Staging Area Manager.
§
Communications
to and from the incident scene and the Level II Staging area shall be directly
between COMMAND/OPERATIONS and the
Staging Area Manager. Requests for assignment of units from staging shall be
directed from COMMAND/OPERATIONS to
the Staging Area Manager. No unit shall take any action except as directed by
the Staging Area Manager.
o
Duties of the Staging
Area Manager:
§
Identify
location by use of warning lights. All other units shall turn off all lights.
§
Log
in all responding resources and notify COMMAND/OPERATIONS
of available resources.
§
Park
apparatus in such a manner as to avoid congestion and facilitate movement.
§
Dispatch
resources as directed by COMMAND/OPERATIONS.
Directions to resources should be verbal so as not to tie up radio frequencies.
§
Maintain
a level of resources in staging as directed by COMMAND.
§
Coordinate
with police to ensure access and security of the Staging Area.
GENERAL INFORMATION:
The response and arrival of
additional ranking officers on the incident scene strengthens the overall
Command function. As the incident escalates, the incident commander should use
these Command officers to fill Group, Branch, and Section positions, strengthening
the Command structure. Additional officers should be assigned to Accountability
officer positions as needed.
When the first arriving unit is a
Command officer, efforts should be automatically directed towards establishing
a Command Post and fulfilling the Command functions. A Command Post in a
vehicle equipped for this purpose is a priority at all working incidents. A
vehicle which provides appropriate work space for the incident commander and
staff personnel, lighting, communications equipment, supplies reference items,
and some isolation from outside distractions will make Command more effective.
Various types of operational
locations and support facilities are established in the vicinity of an incident
to accomplish a variety of purposes, such as decontamination, mass care, and
evacuation. The Incident Commander will direct the identification and location
of facilities based on the requirements of the situation at hand. Typical
predestinated facilities include incident command posts, bases, camps, staging
areas, mass casualty triage areas, and others, as required.
Company and Command officers should
eliminate all unnecessary radio traffic while responding, unless such
communications are required to ensure that Command functions are initiated and
completed. This requires the initial incident commander to give a clear
on-the-scene report and continue to give updated progress reports as needed.
Chief officers and staff personnel
should report directly to the Command Post to notify the incident commander of
their availability to assume incident duties. These personnel should park their
vehicles in a location that does not restrict access to the scene and report to
the Command Post for assignment.
The incident commander is
responsible for managing the incident. The fire department empowers that
individual (the incident commander) with the authority to turn his/her
decisions into actions (formulate a plan and assign companies). Simply stated,
the incident commander outranks everybody*. If a higher ranking officer wants
to affect a change in the management of an incident, he/she must first be on
the scene of the incident and then utilize the transfer of Command procedure.
* Anyone
can effect a change in incident management in extreme situations relating to
safety by notifying Command and initiating corrective action.
BENCHMARKS:
The Tactical Priorities for
structural fires/incidents are:
1. Rescue
2. Fire Control
3. Property Conservation
4. Customer Stabilization
Benchmarks are announcements that a particular
activity or assignment has been completed. They serve three purposes:
- Benchmarks let
Command know that a specific activity has been completed.
- Benchmarks lend
an air of “closure” to a sector assignment. Time announcements or notations
should be made to indicate when specific activities have been completed.
If legal actions or questions concerning the incident arise, the incident
time line can give a relatively true picture of the incident.
- Benchmarks are
designed to give Command a better understanding of the progress being
made.
- The Incident
Commander confirms benchmark to dispatch.
Benchmarks provide a systematic
“check-and-balance” system that permits Command to determine whether what
sector officers believe to be happening is indeed happening. Benchmarks are
brief and specific. The following benchmarks shall be used during structural
firefighting operations.
□
Command’s Benchmark:
“Under Control”
is the benchmark given by Command to Dispatch when conditions warrant. It
indicates the following:
o
The
fire is under control or the major portion of the incident is over.
o
The
need for additional equipment or mutual aid is no longer exists or has been
substantially diminished. Some departments put other units (or other
departments) on standby during incidents. This benchmark could serve to let the
standby units to stand down.
□
Attack’s Benchmark:
“The Fire is Knocked Down” indicates that Attack has found and knocked down the main
body of fire. Attack gives this benchmark to Command as soon as practicable.
o
Attack
should immediately begin checking for extension.
o
Attack
should begin to overhaul the fire area when Command directs them to do so.
Overhaul is responsible for putting out the last vestiges of the fire; no
matter where it is, and for determining the area of origin.
o
The
normal progression is for Attack to go from Attack to Extension to Overhaul.
□
Rescue Benchmark: “All
Clear”
indicates that a primary search has been conducted and that all savable victims
have been removed from the structure.
o
Once
the search has been completed and the “All Clear” has been given. Command can
assign Search to start a secondary search, reassign Search to another sector,
or bring the crew out of the structure.
o
“All
Clear” means specifically that a search sector was assigned and that they
entered the structure and had completed a primary search.
□
Loss Control: “Loss
Stopped”
indicates that all damage has been stopped and all remaining property is
protected.
□
Backup’s Benchmark:
“Backup line in place” is given by backup to indicate that the backup line has
been pulled, stretched, and charged in the appropriate area in the structure.
Backup given this benchmark to Command immediately on placement of the backup
line.
°
It
is imperative that Command be informed when the backup line has been
positioned, not when it is being positioned. Command knows that the backup
sector is ready to focus on the safety of interior crews.
□
Ventilation’s
Benchmark: “Ventilation Complete” indicates that natural or mechanical
ventilation has commenced or that an adequate ventilation hole has been opened
on the roof or in another appropriate area.
o
It
should be given as soon as the mechanism of ventilation is in operation.
o
This
benchmark gives Command an indication that conditions on the fireground may be
changing.
□
Exposure’s Benchmark:
“Exposure Covered”
indicates that protective lines have been placed and are in operation.
o
Exposure
will then, if necessary, enter the exposed building to determine whether fire
has entered the structure. This fact should be relayed to Command as soon as
entry has been made,
o
Once
Command hears an officer is looking out for the exposed structures, he/she can
again “sit back and look for other problems to solve.”
□
Extension’s Benchmark:
“Extension Areas Checked” indicates that the area surrounding the fire has been
checked.
§
Command
now knows that an officer and his crew checked above, around, and
below the fire for extension.
o
Had
the extension officer found any extension of fire, he/she would have informed
Command of that fact, as well as of the location of the extension, and let
Command (or Operations) determine how best to control it,
o
Normally,
Attack handles the extension of fire and extinguishes it while Command either
reassigned Extension or tells him/her and crew to get out of the structure.
□
Overhaul’s Benchmark:
“Overhaul Complete”
is given to Command by Overhaul as soon as the area of origin has been
determined and the last vestiges of the fire have been extinguished.
§
It
should be given prior to removing the last line within the structure and after
the overhaul officer has taken his last walk through the structure to look for
any traces of smoke or fire.
□
Salvage’s Benchmark:
“Salvage Complete”
benchmark is given by Salvage to Command after all savable property has been
protected from the effects of the fire.
§
This
benchmark does not mean that the ceiling has stopped dripping and the tarps can
be removed. It means that the tarps have been spread and are keeping water off
valuables.
□
Rapid Intervention
Team Benchmarks: “Crew Located” and “Crew Outside” are given by the
rapid intervention team to Command at the appropriate time.
o
“Crew
Located” indicates that the lost or trapped crew members have been found. It
says nothing about their condition.
o
“Crew
Outside” is given when the crew has been taken outside.
o
Remember
that RIT might choose to remove the crew by a route that may be out of view
from the command post.
Benchmarks mean the end of incident confusion.
Areas that needed to be visually checked by Command in the past now can be
verbally “checked” by systematic, standardized statements.
Once Command is informed that an activity has
been completed, he can reevaluate the scene and his/her to-do list, and do one
of the following:
□
Give
that crew a new assignment;
□
Have
that crew report to another sector under another officer; or
□
Have
the company report outside for a break, go to rehab, or go back home.
It’s Command choice. Benchmarks help give
Command total control of the incident.
COMMAND STAFF:
The Command Staff is responsible for
the overall management of an incident. A single Incident Commander is
designated for incidents that occur within a single jurisdiction with no
functional agency overlap or when all parties to a cross-jurisdictional or
multifunctional response agree to a single Incident Commander. The Incident
Commander develops incident objectives on which subsequent incident action
planning will be based. The Incident Commander approves the Incident Action
Plan and all requests pertaining to the ordering and releasing of incident
resources.
The incident scene is often a
dynamic, intense, and exciting place. As the incident grows into and past the
requirements of a first alarm assignment, the incident commander can be
overloaded and overwhelmed with information management, assigning companies
(units), filling out and updating the tactical worksheet, planning,
forecasting, calling for additional resources, talking on the radio, and
fulfilling all the other functions of Command. The immediate need of Command at
this point in the incident is support! The incident commander is still playing
catch up with the functions of Command; the only reason to assign the second
Command officer to a sector is if safety is an extreme in that sector.
NOTE:
The following positions are not mandatory to be filled. However, if the
incident commander decides that they are required then the following roles and
responsibilities shall be used.
Roles and responsibilities of the
Support Officer:
□
Define,
evaluate, and recommend changes to the plan.
□
Provide
direction relating to tactical priorities, specific critical fireground
factors, and safety.
□
Evaluate
the need for additional resources.
□
Assign
logistics responsibilities.
□
Assist
with the tactical worksheet for control and accountability.
□
Evaluate
the fireground organization and span of control.
□
Other
duties as necessary.
Roles and responsibilities of the Senior
Advisor:
□
Review
and evaluate the plan and initiate any needed changes.
□
Provide
on-going review of the overall incident (Big Picture).
□
Review
the organizational structure, initiate change or expansion to meet incident
needs.
□
Initiate
Section and Branch functions as require.
□
Provide
a liaison with other city agencies and officials, outside agencies, property
owner and tenants.
□
Other
duties as necessary.
In order to maintain continuity and overall
effectiveness, the senior advisor and support officer must be in the Command
Post with the incident commander.
COMMAND STRUCTURE:
OVERVIEW:
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 (unit). 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 = Small Command organization
□
The
incident commander should have more people working than Commanding.
□
The
basic configuration of Command includes three levels:
o
Strategic
Level – overall direction of the incident.
o
Tactical
Level – objectives assigned to division/groups.
o
Task
Level – task objectives assigned to Companies (unit).
INCIDENT TYPES BASED
ON FIVE LEVELS OF COMPLEXITY:
TYPE 5:
□
The
incident can be handled with one or two single resources, with up to six
personnel.
□
Command
and general staff positions (other than the IC) are not activated.
□
No
written IAP is required.
□
The
incident is contained within the first operational period, often within an hour
to a few hours after resources arrive on scene.
□
Examples
include a vehicle fire, an injured person, or a police traffic stop.
TYPE 4:
□
Command
staff and general staff functions are activated only if needed.
□
Several
resources are required to mitigate the incident, including a task force or
strike team.
□
The
incident is usually limited to one operational period in the control phase.
□
The
agency administrator may have briefings, and ensures the complexity analysis
and delegation of authority is updated.
□
No
written IAP is required, but a documented operational briefing will be
completed for all incoming resources.
□
The
role of the agency administrator involves operational plans, including
objectives and priorities.
TYPE 3:
□
When
capabilities exceed initial attack, the appropriate ICS positions should be
added to match the complexity of the incident.
□
Some
or all of the command and general staff positions may be activated, as well as
division/group supervisor and/or unit leader level positions.
□
A
Type 3 Incident Management Team (IMT) or incident command organization manages
initial action incidents with a significant number of resources, an extended
attack incident until containment/control is achieved, or an expanding incident
until transition to a Type 1 or 2 team.
□
The
incident may extend into multiple operational periods.
□
The
incident may extend into multiple operational periods.
□
A
written IAP may be required for each operational period.
TYPE 2:
□
This
type of incident extends beyond the capabilities for local control and is
expected to go into multiple operational periods.
□
A
Type 2 incident may require the response of resources out of area, including
regional and/or national resources, to effectively manage the operations,
command, and general staffing.
□
Most
or all of the command and general staff positions are filled.
□
A
written IAP is required for each operational period. Many of the functional
units are needed and staffed.
□
Operations
personnel normally do not exceed 200 per operational period and total incident
personnel do not exceed 500 (guidelines only).
□
The
agency administrator is responsible for the incident complexity analysis,
agency administrator briefings, and the written delegation of authority.
TYPE 1:
□
This
type of incident is the most complex, requiring national resources to safely
and effectively manage and operate.
□
All
command and general staff positions are activated.
□
Operations
personnel often exceed 500 per operational period and total personnel will
usually exceed 1,000.
□
Branches
need to be established.
□
The
agency administrator will have briefings, and ensure that the complexity
analysis and delegation of authority are updated.
□
Use
of resource advisors at the incident base is recommended.
□
There
is a high impact on the local jurisdiction, requiring additional staff for
office administrative and support functions.
The Strategic
Level
involves the overall Command of the incident. The Command team is responsible
for the strategic level of the Command structure. The Incident Action Plan (IAP)
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.
Incident Action Plan provides a coherent means of communicating the overall
incident objectives in the contexts of both operational and support activities.
NOTE: Refer to Incident Action Plan
appendix for further information. 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.
The
Tactical Level
directs activities toward specific objectives. Tactical Level officers include
Group officers, who are in charge of grouped resources. Tactical Level officers
(Group officers) are responsible for specific geographic areas or functions,
and supervising personnel assigned to the group. A group 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.
COMMAND STRUCTURE –
BASIC ORGANZIATION:
The Task Level refers to those
activities normally accomplished by individual companies or specific personnel.
The Task Level is where the work is actually done. Task Level activities are
routinely supervised by company officers. The accumulated achievement of task
Level activities should accomplish tactical objectives.
NOTE: Under
NIMS the term Sectors is not recognized. Resources assembled for geographical
assignments are referred to as Divisions and resources assigned for a
specific function are referred to as Groups. It is the responsibility of
the Incident Commander to determine what term will be used for the specific incident.
This SOP uses the term Groups for explanation purposes.
EXAMPLES:
The most basic Command structure
combines all three levels of the Command structure. The company officer on a
single engine (unit) response to a dumpster fire determines the strategy and
tactics and supervises the crew doing the task:
The basic structure for a “routine”
incident involving a small number of companies requires only two levels of the
Command structure. The role of Command combines the strategic and tactical levels.
Companies report directly to Command and operate at the Task Level.
GROUP OFFICERS:
Complex emergency situations often
exceed the capability of one officer to effectively manage the entire
operation. The incident commander should assign companies (unit) into groups.
Groups reduce the span of control to more manageable smaller sized units. Groups
allow the incident commander to communicate principally with Group officers,
rather than multiple, individual company officers, thus providing an effective
Command structure and incident scene organization. Generally, group
responsibilities should be assigned early in the incident, typically to the
first company assigned to a geographic area (North Branch) or function (Roof Group).
This early establishment of groups provides an effective Incident Command
organization framework on which the operation can be built and expanded.
As groups are implemented, Command continues
to operate at the strategic level determining the overall strategy to deal with
the incident.
COMMAND STRUCTURE –
GROUPS, BASIC OPERATIONAL APPROACH:
Normally, at this type of incident,
a Company officer can effectively supervise his/her own crew and direct and
coordinate the efforts of one or two additional companies assigned to his/her
sector. As operations expand in complexity and size and as additional chief
officers become available, the incident commander should assign them to relieve
company officers and assume group responsibilities.
The use of groups in the Command
organization provides a standard system to divide the incident scene into
smaller subordinate Command units or areas.
Span of control is key to effective
and efficient incident management. Within ICS, the span of control of any
individual with incident management supervisory responsibility should range
from three to seven subordinates, with five being optimal. The type of
incident, nature of the task, hazards and safety factors, and distances between
personnel and resources all influence span-of-control considerations.
The number of groups that can be
effectively managed by the incident commander varies. In fast moving complex
operations, a span of control of no more than five groups is indicated. In slower
moving less complex operations, the incident commander may effectively manage
more groups.
Where the number of groups exceeds
the span of control that the incident commander can effectively manage, the
incident organization should be divided to Branches; each Branch is responsible
for several groups and should be assigned a separate radio channel.
Group procedures also provide an
array of major functions which may be selectively implemented according to the
needs of a particular situation. This places responsibility for the details and
execution of each particular function on a Group officer.
When effective group have been
established, the incident commander can concentrate on overall strategy and
resource allocation, allowing the Group officers to manage their assigned
units. The incident commander determines strategic goals and assigns tactical
objectives and resources to the groups. Each Group officer is responsible for
the tactical deployment of the resources at his/her disposal in order to complete
the tactical objectives assigned by the incident commander. Group officers are
also responsible for communicating needs and progress to Command.
Groups reduce the overall amount of
radio communications. Most routine communications within a group should be
conducted in a face-to-face manner between company officers and their Group
officer. This process reduces unnecessary radio traffic and increases ability
to transmit critical radio communications.
The safety of fire fighting
personnel represents the major reason for establishing sectors. Each Group
officer must maintain communication with assigned companies to control both
their position and function. The Group officer must constantly monitor all
hazardous situations and risks to personnel. The Group officer must take
appropriate action to ensure that companies are operating in a safe and
effective manner.
Command Should Begin
to Assign Groups Based on the Following Factors:
□
Situations
which will eventually involve a number of companies or functions, beyond the
capability of Command to directly control. Command should initially assign
division/group responsibilities to the first companies assigned to a geographic
area or function until chief officers are available.
□
When
Command can no longer effectively cope with (or manage) the number of companies
currently involved in the operation.
□
When
companies are involved in complex operations (large interior or geographic
area, hazardous materials, technical rescues, etc.)
□
When
companies 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 companies (i.e., unstable structural conditions, hazardous materials,
heavy fire load, marginal offensive situations, etc.).
o
Tactical
objectives.
o
A
radio designation (roof group, east group, etc.).
o
The
identity of resources assigned to the group.
Groups Will Be
Regulated By The Following Procedures:
□
It
will be the on-going responsibility of Command to assign groups as required for
effective emergency operations; this assignment will relate to both geographic
and functional division/group.
□
Command
shall advise each Group officer of specific tactical objectives. The overall
strategy and plan will and should be also provided (time permitting), so the
Group officer has some idea of what’s going on and how his/her assignment fits
in.
□
The
number of companies assigned to a group will depend upon conditions within that
group. Command will maintain an awareness of the number of companies operating
within a group and the capability of that Group Officer to effectively direct
operations. If a Group Officer cannot control the resources within the sector,
he/she should notify the incident commander so that group responsibilities can
be split or other corrective action taken. In most cases five (5) companies
represents the maximum span of control for the Group Officer.
□
Groups
assigned to specific operating areas will be designated by directions (East
Group, North Group, etc.). Where incident involve odd geographic boundaries
(Grand Avenue) it may be confusing to assign directional designations to group
(East Group, etc.). An alternate use of Group A, B, C, or D may be used. Group
“A” would be the front of the building and the other groups would go clockwise
around the building in alphabetical order.
In multi-story occupancies, groups will
usually be indicated by floor numbers (Group 4 indicates 4th floor).
In some cases the floor group identification may be subdivided into geographic
areas such as “Group 4 East” or Group 4 West depending on stairwell and floor
access.
Group officers will use the group designation
in radio communications (i.e. “North Group to Command”).
Group will be commanded by a Group officer.
Group officers can be chief officers, company officers, or any other fire
department member designated by Command.
In many cases, the initial group
responsibility will be given to the company officer who received the initial
assignment to a basic tactical position or function (north, treatment, roof,
etc.).
Command Will Assign a
Command Officer to Assume Group Responsibilities ASAP:
Regular Transfer of Command
procedures will be followed in transferring sector responsibility.
In some cases, a Group 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 area, evaluate and report conditions to the incident commander and
assume responsibility for directing resources and operations within his/her
assigned area of responsibility.
The Group officer must be in a
position to directly supervise and monitor operations. This will require the
Group officer to be equipped with the appropriate protective clothing and
equipment for his/her area of responsibility. Group officers assigned to
operate within the hazard zone must be accompanied by a partner.
Group Officers will be responsible
for and in control of all assigned functions within their sector. This requires
each Group Officer to:
□
Complete
objectives assigned by Command.
□
Account
for all assigned personnel.
□
Ensure
that operations are conducted safely.
□
Monitor
work progress.
□
Redirect
activities as necessary.
□
Coordinate
actions with related activities and adjacent sectors.
□
Monitor
welfare of sector personnel.
□
Request
additional resources as needed.
□
Provide
Command with essential and frequent progress reports.
□
Re-allocate
resources within the sector.
The Group officer should be readily
identifiable and maintain a visible position as much as possible.
The primary function of company officer
working within a Group is to direct the operations of their individual crews in
performing assigned task. Company officers will advise their Group officer of
work progress, preferably face-to-face. All request for additional resources or
assistance within a group must be directed to the Group officer. Group officers
will communicate with “Command.”
Each Group officer will keep Command informed
of conditions and progress in the sector through regular progress reports. The
Group officer must prioritize progress reports to essential information only.
Command
must be advised immediately of significant changes, particularly those
involving the ability or inability to complete an objective, hazardous
conditions, accidents, structural collapse, etc.
When a company is assigned from Staging to an
operating Group, the company will be told what group and which group officer
they will be reporting to. The Group officer will be informed of which
particular companies or units have been assigned by the incident commander. It
is then the responsibility of the Group officer to contact the assigned company
to transmit any instructions relative to the specific action requested.
Group officers will monitor the condition of
the crews operating in their group. Relief crews will be requested in a manner
to safeguard the safety of personnel and maintain progress toward the sector
objectives.
Group officers will insure an orderly and
thorough reassignment of crews to rehab sector. Crews must report to rehab
intact to facilitate accountability.
Command Structure –
Expanding the Organization; 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 with the Command
Organization. The Branch level of the organization is designed to provide COORDINATION between the Groups and
Command. Branch officers supervise and mange a number of Group officers and
report to the incident commander.
□
Strategic
Level – Incident Commander
□
Coordination
Level – Branch Officers
□
Tactical
Level – Group Officers
□
Task
Level – Companies
Branch officers should be utilized at
incidents where the span of control with groups 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 groups.
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 causalities and significant hazard (i.e., fire, hazmat,
plane crash, floods, etc.).
□
Any
incident where the number of groups exceed the span of control that can be
effectively managed by the incident commander.
Branch officers manage and direct activities
of Group 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 (i.e., Fire Control Branch, Medical Branch,
Hazmat Branch, West Branch, etc.). When command implements Branch officers, the
Sector officers should be notified by Command of their new supervisor. This
information should include:
□
What
Branch the group is now assigned to.
□
The
radio channel the Branch (and group) is operating on.
Branch officer’s positions should be assigned
to chief officers (whenever possible). Depending on the situation, Branch
officers may be located at the Command Post or at a remote location. When
located at the Command Post, Branch officers can communicate on a face-to-face
basis with the Incident Commander and/or the Operations Officer. When an
incident encompasses a large geographic area it may be more effective to have
Branch officers in forward operating positions. When Branch officers are sent
to forward positions, they should utilize a Command officer’s vehicle as a
forward Branch Command Post (when feasible). In these situations, Command must
assign officers in the Command Post to monitor each Branch radio channel.
Command may occasionally be faced with a
situation where he/she has very little control over operational group(s). This
would include groups in conflicting positions (personnel blasting one another
with hose streams), multiple groups 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 groups.
Branch officer are not limited to Operations.
Any of the Section officers may also implement Branches within their individual
sections as needed.
Command
Structure – Expansion to Major Operations (Unified Command)
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).
In incidents involving multiple jurisdictions,
a single jurisdiction with multiagency involvement, or multiple jurisdictions
with multiagency involvement, Unified
Command allows agencies with different legal, geographic, and functional
authorities and responsibilities to work together effectively without affecting
individual agency authority, responsibility, or accountability.
Unified Command works best when the
participating members of the Unified Command collocate at the incident Command
Post and observe the following practices:
□
Select
an Operations Section Chief for each operational period.
□
Keep
each other informed of specific requirements.
□
Develop
a consolidated Incident Action Plan, written or oral, that is evaluated and
updated at regular intervals.
□
Establish
procedures for joint decision making and documentation.
All agencies with jurisdictional authority or
functional responsibility for any or all aspects of an incident and those able
to provide specific resource support participates in the Unified Command
structure and contribute to the process of determining overall incident
strategies; selecting objectives; jointly planning tactical activities;
integrating tactical operations; approving, committing, and making optimum use
of all assigned resources.
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 sections. They are:
□
INCIDENT COMMANDER –
COMMAND STAFF
□
SAFETY OFFICER
□
LAISON OFFICER
□
PUBLIC INFORMATION
OFFICER
□
GENERAL STAFF
□
LOGISTICS SECTION
□
PLANNING SECTION
□
OPERATIONS SECTION
□
FINANCE/ADMINISTRATIVE
SECTION
□
INFORMATION AND
INTELLIGENCE
TITLES ASSIGNED:
The following table depicts the
distinctive title assigned to each element of the ICS organization at each
corresponding level, as well as the leadership title corresponding to each
individual element.
|
ORGANZIATIONAL ELEMENT
|
LEADERSHIP POSITION
|
|
|
|
|
INCIDENT
COMMAND
|
INCIDENT
COMMANDER (IC)
|
|
COMMAND
STAFF
|
OFFICER
|
|
SECTION
|
SECTION
CHIEF
|
|
BRANCH
|
BRANCH
DIRECTOR
|
|
DIVISIONS
AND GROUPS*
|
SUPERVISOR
|
|
STRIKE
TEAM/TASK FORCE
|
LEADER
|
|
UNIT**
|
UNIT
LEADER
|
|
SINGLE
RESOURCE
|
BOSS
|
*
The hierarchical term supervisor is only used in the Operations Section.
**
Unit leader designations apply to the subunits of the Operations, Planning,
Logistics, and Finance/Administration Sections.
COMMON
RESPOSIBLITIES: the following is a
checklist applicable to all personnel in an Incident Command System
organization:
□
NOTE: Effective
accountability at all jurisdictional levels and within individual functional
areas during incident operations is essential. To that end, the following
principles must be adhered to:
o
Check-in.
All responders, regardless of agency affiliation, must report in to receive an
assignment in accordance with the procedures established by the Incident Commander.
o
Incident
Action Plan. Response operations must be directed and coordinated as outlined
in the Incident Action Plan.
o
Unity
of Command. Each individual involved in incident operations will be assigned to
only one supervisor.
o
Span
of Control. Supervisors must be able to adequately supervise and control their
subordinates, as well as communicate with and manage all resources under their
supervision.
o
Resource
Tracking. Supervisors must record and report resource status changed as they
occur.
□
Receive
assignment from your agency, including:
o
Job
assignment (e.g., Strike Team designation, position, etc.)
o
Resource
order number and request number.
o
Reporting
location.
o
Reporting
time.
o
Travel
instructions.
o
Any
special communications instructions (e.g., travel, radio frequency).
□
Upon
arrival at the incident, check-in at the designated check-in location. Check-in
may be found at any of the following locations:
o
Incident
Command Post (ICP).
o
Base
or camps
o
Staging
areas
o
Note:
if you are instructed to report directly to a line assignment, check-in with
the Division/Group Supervisor.
□
Receive
briefing from immediate supervisor.
□
Agency
Representatives from assisting or cooperating agencies report to the Liaison
Officer (LO) at the ICP after check-in.
□
Acquire
work materials.
□
Supervisors
shall maintain accountability for their assigned personnel with regard as to
exact location(s) and personal safety and welfare at all times, especially when
working in or around incident operations.
□
Organize
and brief subordinates.
□
Know
your assigned radio frequency(s) for your area of responsibility and ensure
that communication equipment is operating properly.
□
Use clear text and
NIMS terminology (no codes) in all radio communications. All radio
communications to the Incident Communications Center will be addressed:
“(Incident Name) Communications”
□
Complete
forms and reports required of the assigned position and send through the
supervisor to the Documentation Unit.
□
Respond
to demobilization orders and brief subordinates regarding demobilization.
Unit
Leader Responsibilities – In the Incident Management System, a number of the Unit
Leader’s responsibilities are common to all units in all parts of the
organization. Common responsibilities of Unit Leaders are listed below. These
will not be repeated in Unit Leader Position Checklists in subsequent duty
positions.
□
Review
Common Responsibilities
□
Upon
check-in receive briefing from Incident Commander, Section Leader, or Branch
Director as appropriate.
□
Participate
in incident planning meetings, as required.
□
Determine
current status of unit activities.
□
Order
additional unit staff, as appropriate.
□
Determine
resource needs.
□
Confirm
dispatch and estimated time of arrival of staff and supplies.
□
Assign
specific duties to staff; supervise staff.
□
Develop
and implement accountability, safety and security measures for personnel and
resources.
□
Supervise
demobilization of unit, including storage of supplies.
□
Provide
Supply Unit leader with a list of supplies to be replenished.
□
Maintain
unit records, including Unit/Activity Log (ICS Form 214).
COMMAND STAFF
POSITIONS:
NOTE:
Command Staff must continually interact and share vital information and
estimated of the current and future situation and develop recommended courses
of action for consideration by the Incident Commander. Members of the Command
Staff are typically identified in ICS as Safety Officer, Liaison Officer, and
Public Information Officer. Additional positions may be required, depending on
the nature, scope, complexity, and location(s) of the incident(s), or according
to specific requirements established by the Incident Commander. Command Staff
members report directly to the Incident Commander.
The Safety Officer (SO) function is to develop and recommend measures
for assuring personnel safety and to assess and/or anticipate hazardous and unsafe
situations. The SO monitors incident operations and advises the Incident
Commander on all matters relating to operational safety. The SO is responsible
to the Incident Commander for the set of systems and procedures necessary to
ensure ongoing assessment of hazardous environments, coordination of
multiagency safety efforts, implementation of measures to promote emergency
responder safety, and the general safety of incident operations. The SO has
emergency authority to stop and/or prevent unsafe acts during incident
operations. Only one incident SO is designated (even under Unified Command).
The SO, Operations Section Chief, and Planning Section Chief coordinate closely
regarding operational safety and emergency responder health and safety issues.
The SO coordinates safety management functions and issues across jurisdictions,
across functional agencies, and with private-sector and nongovernmental
organizations.
The SO may have assistants, as
necessary, and the assistants may also represent assisting agencies or
jurisdictions. Safety assistants may have specific responsibilities, such as
air operations, hazardous materials, etc. The major responsibilities of the
Safety Officer are:
□
Review
Common Responsibilities.
□
Participate
in planning meetings.
□
Identify
hazardous situations associated with the incident.
□
Review
the Incident Action Plan for safety implications.
□
Exercise
emergency authority to stop and prevent unsafe acts.
□
Investigate
accidents that have occurred within the incident area.
□
Assign
assistants, as needed.
□
Review
and approve the medical plan.
□
Develop
the Site Safety Plan and publish Site Safety Plan Summary (ICS form 208) as
required.
□
Maintain
Unit/Activity Log (ICS Form 214).
The Liaison
Officer (LNO) – incidents that are multi-jurisdictional, or have several
agencies involved, may require the establishment of the LO position on the
Command Staff. The LNO is the point of contact for representatives of other
government agencies, non governmental organizations, and/or private entities in
either a single or Unified Command structure. Agency and organizational
representatives have the authority to speak for their parent agencies on all
matters, following appropriate consultations with their agency leadership.
Only one LNO will be assigned for each
incident, including incidents operating under Unified Command and
multi-jurisdiction incidents. The LNO may have assistants as necessary, and the
assistants may also represent assisting agencies or jurisdictions.
The LNO is assigned to the incident to be the
contact for assisting and/or cooperating Agency Representatives.
□
Review
Common Responsibilities
□
Be
a contact point for Agency Representatives.
□
Maintain
a list of assisting and cooperating agencies and Agency Representatives.
Monitor check-in sheets daily to ensure that all Agency Representatives are
identified.
□
Assist
in establishing and coordinating interagency contacts.
□
Keep
agencies supporting the incident aware of incident status.
□
Monitor
incident operations to identify current or potential inter-organizational
problems.
□
Participate
in planning meetings, providing current resource status, including limitations
and capability of assisting agency resources.
□
Coordinate
response resource needs for incident investigation activities with the
Operation Section.
□
Ensure
that all required agency forms, reports and documents are completed prior to
demobilization.
□
Have
debriefing session with the Incident Commander prior to departure.
□
Maintain
Unit/Activity Log (ICS Form 214).
□
Coordinate
activities of visiting dignitaries.
Public
Information Officer
– the Public Information Officer (PIO) is responsible for developing and
releasing information about the incident to the news media, to incident
personnel, and to other appropriate agencies and organizations.
Whether the command structure is single or
unified, only one incident PIO should be designated. Assistants may be assigned
from other agencies or departments involved. The Incident Commander must
approve the release of all incident-related information.
Only one PIO will be assigned for each
incident, including incidents operating under Unified Command and
multi-jurisdiction incidents. The PIO may have assistants as necessary, and the
assistants may also represent assisting agencies or jurisdictions.
One of the mechanisms available to the PIO on
large incidents is to establish a joint information system (JIS). The JIS
provides an organized, integrated, and coordinated mechanism for ensuring
decision makers and the public are fully informed throughout a domestic
incident or other emergency. It includes plans, protocols, and structures used
to provide information to the public during an emergency. Key elements of the
JIS include interagency coordination and integration, developing and delivering
coordinated messages, and support decision makers.
□
Provides
an organized, integrated, and coordinated mechanism to ensure the delivery of
understandable, timely, accurate, and consistent information to the public in a
crisis.
□
A
separate JIS plan is used to provide information to the public during incident
operations that is maintained by personnel trained to perform the duties of
Public Information Officer.
□
Encompass
all public information operations related to an incident, including all
Federal, State, local, tribal, and private organization PIOs, staff, and JICs
established to support an incident.
□
Perform
interagency coordination and integration.
□
Develop
and deliver coordinated messages.
□
Provide
support for decision makers
□
Be
flexible, modular, and adaptable.
One way to ensure that public information is
coordinated in an efficient manner is to establish a joint information center
(JIC). The JIC becomes a central, physical location from which information can
be coordinated across various jurisdictions and agencies as well as between
governmental partners, the private sector, and nongovernmental agencies,
incident commanders and multiagency coordination entities, working with the
PIO, establish and oversee JICs and the process for coordinating and clearing
public communications. The level of government at which the JIC is established
will vary depending on the incident and local preferences and procedures. A
single JIC location is preferable, but the JIS should be flexible enough to accommodate
multiple JICs should the situation dictate that. Regardless of local
preferences, JICs have the following common characteristics:
□
The
JIC includes representatives of all players in managing the response. This may
include jurisdictions, agencies, private entities, and nongovernmental
organizations.
□
Each
JIC must have procedures ad protocols for communicating and coordinating
effectively with other JICs and with the appropriate components of the ICS
organization.
□
Representatives
of each jurisdiction, agency, private sector organization, and nongovernmental
organization involved in incident management activities.
□
Multiple
JIC locations when required by the circumstances of an incident.
□
Each
JIC to communicate and coordinate with other JICs and other appropriate
components of the ICS organization.
Agencies have different policies and
procedures relative to the handling of public information. The following are
the major responsibilities of the PIO, which would generally apply on any
incident, are as follows:
□
Review
Common Responsibilities
□
Determine
from the Incident Commander if there are any limits on information release.
□
Develop
material for use in media briefings.
□
Obtain
Incident Commander approval of media releases.
□
Inform
media and conduct media briefings.
□
Arrange
for tours and other interviews or briefings that may be required.
□
Obtain
media information that may be useful to incident planning.
□
Maintain
current information summaries and/or displays on the incident and provide
information on the status of the incident to assigned personnel
□
Maintain
Unit/Activity Log (ICS Form 214).
General Staff:
NOTE: General Staff must
continually interact and share vital information and estimated of the current
and future situation and develop recommended courses of action for
consideration by the Incident Commander.
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. Responsible for all support requirements needed to facilitate
effective and efficient incident management, including ordering resources from
off-incident locations. It also provides facilities, transportation, supplies,
equipment maintenance and fuel, food services, communications and information
technology support, and emergency responder medical services, including
inoculations, as required. The Logistics Section is also responsible for the
accountability of all 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.
Role and
Responsibilities:
□
Manage
rehab.
□
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.
The
Planning Section
Chief – The Planning Section Chief, a member of the General Staff, is
responsible for the collection, evaluation, dissemination and use of incident
situation information and intelligence to the Incident Commander or Unified
Command and incident management personnel about the development of the incident
and the status of resources. Information and intelligence is needed to: 1)
understand the current situation, 2) predict the probable course of incident
events; and 3) prepare alternative strategies for the incident. The Chief
prepares status reports, displays situation information, and maintains status
of resources assigned to the incident. Develops and documents the Incident
Action Plan based on guidance from the Incident Commander or Unified Command.
Gathers and disseminates information and intelligence critical to the incident,
unless the IC places this function elsewhere.
Roles
and Responsibilities:
□
Review
common responsibilities.
□
Collect
and process situation information about the incident.
□
Supervise
preparation of the Incident Action Plan
(IAP). (IAP is approved by the Unified Command, when activated).
□
Provide
input to the Incident Commander and Operations in preparing the incident action
plan.
□
Chair
planning meetings and participate in other meetings as required.
□
Reassign
out-of-service personnel already on-site to ICS organizational positions as
appropriate.
□
Establish
information requirements and reporting schedules for Planning Section Units
(e.g., resources, situation units).
□
Determine
the need for any specialized resources in support of the incident.
□
If
requested, assemble and disassemble Strike teams and Task Forces not assigned
to Operations.
□
Establish
special information collection activities as necessary (e.g., weather,
environmental, toxics, etc.).
□
Assemble
information on alternative strategies provide periodic predictions on incident
potential.
□
Report
any significant changes in incident status.
□
Compile
and display incident status information.
□
Oversee
preparation and implementation of the Incident Demobilization Plan.
□
Incorporate
plans (e.g., traffic, medical, communications, and site safety) in the Incident
Action Plan.
□
Maintain
Unit/Activity Log (ICS Form 214).
The Planning
Chief can assign the following duties as necessary:
□
Resources
Unit Leader
□
Check-In/Status
Recorder
□
Volunteer
Coordinator
□
Situation
Unit Leader
□
Display
Processor
□
Field
Observer
□
Documentation
Unit Leader
□
Demobilization
Unit Leader
□
Environmental
Unit Leader
□
Technical
Specialists
o
Weather
observer
o
Hazardous
Materials Specialist
o
Environmental
specialist
o
Training
specialist
o
Chaplain
emergency response technical specialist
o
Critical
incident stress management
o
Family
assistance coordinator
o
Human
resources specialist
o
Salvage
& Engineering Technical Specialist
o
Geographic
information system (GIS) specialist
o
Public
health technical specialist
o
Legal
specialist
The Planning Process
A. OVERVIEW.
Sound, timely planning provides the foundation for effective domestic incident management. The NIMS planning process described below represents a template for strategic, operational, and tactical planning that includes all steps an IC and other members of the Command and General Staffs should take to develop and disseminate an
Incident Action Plan (IAP). The planning process may begin with the scheduling of a planned event, the identification of a credible threat, or with the initial response to an actual or impending event. The process continues with the implementation of the formalized steps and staffing required to develop a written IAP.
A clear, concise IAP template is essential to guide the initial incident management decision process and the continuing collective planning activities of incident management teams. The planning process should provide the following:
•current information that accurately describes the incident situation and resource status;
•predictions of the probable course of events;
•alternative strategies to attain critical incident objectives; and
•an accurate, realistic, IAP for the next operational period.
Five primary phases must be followed, in sequence, to ensure a comprehensive IAP. These phases are designed to enable the accomplishment of incident objectives within a specified time. The IAP must provide clear strategic direction and include a comprehensive listing of the tactical objectives, resources, reserves, and support required to accomplish each overarching incident objective. The comprehensive IAP will state the sequence of events in a coordinated way for achieving multiple incident objectives.
The primary phases of the planning process are essentially the same for the IC who develops the initial plan, for the IC and Operations Section Chief revising the initial plan for extended operations, and for the incident management team developing a formal IAP, each following a similar process. During the initial stages of incident management, planners must develop a simple plan that can be communicated through concise oral briefings. Frequently, this plan must be developed very quickly and with incomplete situation information. As the incident management effort evolves over time, additional lead-time, staff, information systems, and technologies enable more detailed planning and cataloging of events and "lessons learned."
IAP Checklist: the following items are mandatory objectives of the Incident Action Plan.
□ Includes the overall incident objectives and strategies established by the IC/UC.
□ Adequately addresses the mission and policy needs of each jurisdictional agency in the case of UC.
□ Addresses tactical objectives and support activities required for each operational period, generally 12 to 24 hours.
□ Contains provisions for continuous incorporation of “lessons learned” as incident management activities progress.
□ Is developed when the incident will effectively span several operational periods
□ Is developed when changes in shifts of personnel and/or equipment are required.
□ Is developed when there is a need to document actions and/or decisions.
The five primary phases in the planning process are:
1. Understand the Situation.
The first phase includes gathering, recording, analyzing, and displaying situation and resource information in a manner that will ensure
□ •a clear picture of the magnitude, complexity, and potential impact of the incident; and
□ •the ability to determine the resources required to develop and implement an effective IAP.
2. Establish Incident Objectives and Strategy.
The second phase includes formulating and prioritizing incident objectives and identifying an appropriate strategy. The incident objectives and strategy must conform to the legal obligations and management objectives of all affected agencies.
Reasonable alternative strategies that will accomplish overall incident objectives are identified, analyzed, and evaluated to determine the most appropriate strategy for the situation at hand. Evaluation criteria include public health and safety factors; estimated costs; and various environmental, legal, and political considerations.
3. Develop the Plan.
The third phase involves determining the tactical direction and the specific resource, reserves, and support requirements for implementing the selected strategy for one operational period. This phase is usually the responsibility of the IC, who bases decisions on resources allocated to enable a sustained response. After determining the availability of resources, the IC develops a plan that makes the best use of these resources.
Prior to the formal planning meetings, each member of the Command Staff and each functional Section Chief are responsible for gathering certain information to support these decisions. During the Planning Meeting, the Section Chiefs develop the plan collectively.
4. Prepare and Disseminate the Plan.
The fourth phase involves preparing the plan in a format that is appropriate for the level of complexity of the incident. For the initial response, the format is a well-prepared outline for an oral briefing. For most incidents that will span multiple operational periods, the plan will be developed in writing according to ICS procedures.
5. Evaluate and Revise the Plan.
The planning process includes the requirement to evaluate planned events and check the accuracy of information to be used in planning for subsequent operational periods. The General Staff should regularly compare planned progress with actual progress. When deviations occur and when new information emerges, that information should be included in the first step of the process used for modifying the current plan or developing the plan for the subsequent operational period.
B. RESPONSIBILITIES AND SPECIFIC PLANNING ACTIVITIES.
The following is a checklist of planning responsibilities and specific planning activities:
1. General Responsibilities.
The general responsibilities associated with the Planning Meeting and the development of the IAP is described below. The Planning Section Chief should review these with the General Staff prior to the planning meeting.
a. Planning Section Chief.
•Conduct the Planning Meeting and coordinate preparation of the IAP.
b. Incident Commander.
•Provide overall control objectives and strategy.
•Establish procedures for off-incident resource ordering.
•Establish procedures for resource activation, mobilization, and employment.
•Approve completed IAP plan by signature.
c. Finance Section Chief.
•Provide cost implications of control objectives, as required.
•Evaluate facilities being used to determine if any special arrangements are needed.
•Ensure that the IAP is within the financial limits established by the IC.
d. Operations Section Chief.
•Determine division work assignments and resource requirements.
e. Logistics Section Chief.
•Ensure that incident facilities are adequate.
•Ensure that the resource ordering procedure is made known to appropriate agency dispatch center(s).
•Develop a transportation system to support operational needs.
•Ensure that the section can logistically support the IAP.
•Place order(s) for resources.
2. Preplanning Steps: Understanding the Problem and Establishing Objectives and Strategy. The Planning Section Chief should take the following actions prior to the initial Planning Meeting (if possible, obtaining a completed Incident Briefing Form ICS 201):
□ •Evaluate the current situation and decide whether the current planning is adequate for the remainder of the operational period (i.e., until next plan takes effect).
□ •Advise the IC and the Operations Section Chief of any suggested revisions to the current plan, as necessary.
□ •Establish a planning cycle for the IC.
□ •Determine Planning Meeting attendees in consultation with the IC. For major incidents, attendees should include
o Incident Commander
o Command Staff members
o General Staff members
o Resources Unit Leader
o Situation Unit Leader
o Air Operations Branch Director (if established)
o Communications Unit Leader
o Technical and/or Specialists (as required)
o Agency representatives (as required).
□ •Establish the location and time for the Planning Meeting.
□ •Ensure that planning boards and forms are available.
□ •Notify necessary support staff about the meeting and their assignments.
□ •Ensure that a current situation and resource briefing will be available for the meeting.
□ •Obtain an estimate of regional resource availability from agency dispatch for use in planning for the next operational period.
□ •Obtain necessary agency policy, legal, or fiscal constraints for use in the Planning Meeting.
3. Conducting the Planning Meeting.
The Planning Meeting is normally conducted by the Planning Section Chief. The checklist that follows is intended to provide a basic sequence of steps to aid the Planning Section Chief in developing the IAP. The planning checklist is used with the ICS Planning Matrix Board and/or ICS Form 215—Operational Planning Worksheet.(The worksheet is laid out in the same manner as the Planning Matrix Board.) Every incident must have an action plan. However, not all incidents require written plans. The need for written plans and attachments is based on the requirements of the incident and the decision of the IC.
The Planning Meeting checklist is as follows:
□ •give briefing on situation and resource status (Planning Section)
□ •set control objectives (IC)
□ •plot control lines and division boundaries (Operations Section)
□ •specify tactics for each Division or Group (Operations Section)
□ •specify resources needed by Division or Group (Operations Section, Planning Section)
□ •specify facilities and reporting locations plot on map (Operations Section, Planning Section, Logistics Section)
□ •place resource and overhead personnel order (Logistics Section)
□ •consider communications, medical, and traffic plan requirements (Planning Section, Logistics Section)
□ •finalize, approve, and implement IAP (IC, Planning Section, Operations Section).
4. Brief on Situation and Resource Status.
The Planning Section Chief and/or Resources and Situation Unit Leaders should provide an up-to-date briefing on the situation. Information for this briefing may come from any or all of the following sources:
□ •Initial Incident Commander
□ •Incident Briefing Form (ICS 201)
□ •field observations
□ •operations reports
5. Set Control Objectives.
This step is accomplished by the IC. The control objectives are not limited to any single operational period but will consider the total incident situation. The IC will establish the general strategy to be used; will state any major policy, legal, or fiscal constraints on accomplishing the objectives; and will offer appropriate contingency considerations.
6. Plot Control Lines and Division Boundaries on Map.
This step is normally accomplished by the Operations Section Chief (for the next operational period) in conjunction with the Planning Section Chief who will determine control line locations, establish division and branch boundaries for geographical divisions, and determine the need for functional group assignments for the next operational period. These will be plotted on the map.
7. Specify Tactics for Each Division.
After determining division geographical assignments, the Operations Section Chief will establish the specific work assignments to be used for each division for the next operational period. (Note that it may be necessary or desirable to establish a functional group in addition to geographical divisions.) Tactics (work assignments) must be specific and must be within the boundaries set by the IC's general control objectives (strategies). These work assignments should be recorded on the planning matrix.
The IC, Operations Section Chief, and Logistics Section Chief should also at this time consider the need for any alternative strategies or tactics and ensure that these are properly noted on the planning matrix.
8. Specify Resources Needed by Division.
After specifying tactics for each division, the Operations Section Chief, in conjunction with the Planning Section Chief, will determine the resource needs by division to accomplish the work assignments. Resource needs will be recorded on the planning matrix. Resource needs should be considered on basis of the type of resources required to accomplish the assignment.
9. Specify Operations Facilities and Reporting Locations and Plot on Map.
The Operations Section Chief, in conjunction with the Planning and Logistics Section Chiefs, should designate and make available the facilities and reporting locations required to accomplish Operations Section work assignments. The Operations Section Chief should also at this time indicate the reporting time requirements for the resources and any special resource assignments.
10. Place Resource and Personnel Order.
At this time, the Planning Section Chief should assess resource needs assessment using the needs indicated by the Operations Section Chief and resources data available from the Planning Section's Resources Unit. The planning matrix, when properly completed, will show resource requirements and the resources available to meet those requirements. Subtracting the resources available from those required will indicate any additional resource needs. From this assessment, a new resource order can be developed and provided to the IC for approval and then placed through normal dispatch channels by the Logistics Section.
11. Consider Communications, Medical, and Traffic Plan Requirements.
The IAP will normally consist of the Incident Objectives (ICS 202), Organization Chart (ICS 203), Division Assignment List (ICS 204), and a map of the incident area. Larger incidents may require additional supporting attachments, such as a separate Communications Plan (ICS 205), a Medical Plan (ICS 206), and possibly a Traffic Plan.
The Planning Section Chief must determine the need for these attachments and ensure that the appropriate units prepare such attachments. For major incidents, the IAP and attachments will normally include the items:
The IAP and Typical Attachments
Components Normally Prepared By
Incident Objectives (ICS 202) Incident Commander
Organization List or Chart (ICS 203) Resources Unit
Assignment List (ICS 204) Resources Unit
Communications Plan (ICS 205) Communications Unit
Logistics Plan Logistics Unit
Responder Medical Plan (ICS 206) Medical Unit
Incident Map Situation Unit
Health and Safety Plan Safety Officer
Other Potential Components
(Scenario dependent)
Air Operations Summary Air Operations
Traffic Plan Ground Support Unit
Decontamination Plan Technical Specialist
Waste Management or Disposal Plan Technical Specialist
Demobilization Plan Demobilization Unit
Operational Medical Plan Technical Specialist
Evacuation Plan Technical Specialist
Site Security Plan Law Enforcement Specialist
Investigative Plan Law Enforcement Specialist
Evidence Recovery Plan Law Enforcement Specialist
Other As Required
Prior to the completion of the plan, the Planning Section Chief should review the division and group tactical work assignments for any changes due to lack of resource availability. The Resource Unit may then transfer division assignment information including alternatives from the planning matrix board or form (ICS 215) onto the Division Assignment Lists (ICS 204).
12. Finalize, Approve, and Implement the Incident Action Plan.
The Planning Section is responsible for seeing that the IAP is completed, reviewed, and distributed. The following is the sequence of steps for accomplishing this:
□ •Set the deadline for completing IAP attachments.
□ •Obtain plan attachments and review them for completeness and approvals.
□ •Determine the number of IAP’s required.
□ •Arrange with the Documentation Unit to reproduce the IAP.
□ •Review the IAP to ensure it is up to date and complete prior to the operations briefing and plan distribution.
□ •Provide the IAP briefing plan, as required, and distribute the plan prior to beginning of the new operational period.
ICS Forms that Can Aid the Planning Process
Number Purpose
ICS-201 (p.1) Incident Briefing
ICS-201 (p.2) Summary of Current Actions
ICS-201 (p.3) Current Organization
ICS-201 (p.4) Resources Summary
ICS-202 Incident Objectives
ICS-203 Organization Assignment List
ICS-204 Assignment List
ICS-205 Incident Radio Communications Plan
ICS-206 Medical Plan
ICS-207 Organizational Chart
ICS-209 Incident Status Summary, with Instructions
ICS-210 Status Change Card
ICS-211 Check-In-List
ICS-213 General Message
ICS 215 Operational Planning Worksheet
The
Operations Section Chief – The Operations Section Chief (OPS), a member of the
General Staff, is responsible for the management of all operations directly
applicable to the primary mission. The Operations Section Chief will establish
tactical objectives for each operational period, with other section chiefs and
unit leaders establishing their own supporting objectives. The Operations
Section Chief may have one or more deputies assigned, with the assignment of
deputies from other agencies encouraged in the case of multijurisdictional
incidents. An Operations Section Chief should be designated for each
operational period and should have direct involvement in the preparation of the
Incident Action Plan for the corresponding period of responsibility. When
Unified Command is activated, all participants agree on the designation of the
Operations Section Chief.
The OPS activates and supervises organization
elements in accordance with the Incident Action Plan and directs its execution.
The OPS also directs the preparation of Unit operational plans, requests or
releases resources makes expedient changes to the IAP, as necessary; and
reports such to the Incident Commander. The major responsibilities of the
Operations Section Chief are: