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
