Standard Operating Procedures

For

FIRE

HAZ-MAT

EMERGENCY OPERATIONS

Under the National Incident

   Management System (NIMS).

 

Developed by the DHS/SFM Emergency

Response Division.

 

 

 

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 ˝ 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