GOG 10-1 KCFD Incident Management System 2.2013.docx
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###### KCFD ###### Incident Management System ###### ###### ###### ###### ###### ###### ###### ###### Kansas City, Missouri Fire Department **February 2013** **\ ** **TABLE OF CONTENTS** I. Introduction \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-...
###### KCFD ###### Incident Management System ###### ###### ###### ###### ###### ###### ###### ###### Kansas City, Missouri Fire Department **February 2013** **\ ** **TABLE OF CONTENTS** I. Introduction \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 3 a. Purpose II. System Overview b. KCFD Use of IMS \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 4 c. Basic Tenets of IMS \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 4 d. Mutual and Automatic Aid Operations \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 6 III. General Concepts of Command e. KCFD guidelines for establishing command \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 7 f. Command Options \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 8 g. KCFD guidelines for transferring command \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 10 h. Command Post \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 11 i. Unified Command Incident (IC) \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 12 j. Modular Extension \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 12 IV. Functional Responsibilities k. Command Structure \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 15 i. Command Function ii. Safety Officer iii. Liaison Officer iv. Public Information Officer v. Command Advisor l. General Staff \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 17 vi. Operations vii. Planning Section 1. Planning Section Chief 2. Resources Unit Leader 3. Situation Unit Leader 4. Documentation Unit Leader viii. Logistics Section 5. Logistics Section Chief 6. Communication Unit Leader ix. Finance/Administration x. E-O-C relationship V. KCFD IMS positions summary m. Incident Commander \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 20 n. Operations \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 21 o. Branch Director \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 22 p. Safety Officer \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 23 q. Public Information Officer \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 24 r. Liaison Section \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 25 s. Staging Officer \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 26 t. Division/Group Supervisor\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 27 u. Company Officer \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 27 v. Medical Officer \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 28 w. Communication Section \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 29 x. Occupant Service Sector \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 30 y. Water Officer \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 31 z. Resource Supervisor \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 32 I. ###### INTRODUCTION A. ##### **PURPOSE** II. ###### SYSTEM OVERVIEW B. **KCFD USE OF IMS** B. **BASIC TENETS OF IMS** 1. IMS requires that the command function be clearly established from the beginning of the incident! All incidents that KCFD responds to require the first arriving KCFD resource to establish and function as Command until such time as the incident is concluded or a transfer of command takes place. When command is transferred, the transfer process must include a briefing that captures all essential information for continuing safe and effective operations. 2. IMS provides for Chain of Command and Unity of Command. Chain of Command refers to the orderly line of authority within the ranks of the incident management organization. Unity of Command means that every individual has a designated supervisor to whom they report to at the scene of the incident. ======================================================================================================================================================================================================================================================================================================== 3. IMS uses measurable objectives to ensure fulfillment of incident management goals. Management by objectives represents an approach that is communicated throughout the entire incident management's structure. This includes; 1. 2. 3. 4. 4. IMS relies on an Incident Action Plan (IAP). The IAP provides a coherent means of communicating the overall incident objectives in the context of both operational and support activities. IAPs for the vast majority of our incidents will be executed verbally. A written IAP should be considered for operations that have the potential of lasting more than 12 hours. 5. Span of Control is key to effective and efficient incident management. Within IMS, the span of control of any individual with incident management supervisory responsibility should range from 3-7 subordinates. 6. IMS requires comprehensive resource management. Maintaining an accurate and up-to-date picture of resource utilization is a critical component of IMS. Resource management includes processes for categorizing, ordering, dispatching, tracking and recovering resources. It also includes processes for reimbursement for resources as appropriate. ==================================================================================================================================================================================================================================================================================================================================================== 7. IMS provides for processes to maintain accountability of responders. Effective accountability at all jurisdictional levels and within individual functional areas, during incident operations, is essential. To that end, the following principles should be adhered to: ======================================================================================================================================================================================================================================================================== a. Check-In (Report "On-Scene") b. All responders, regardless of organizational rank or agency affiliation, must report their arrival on scene to receive an assignment in accordance with the procedures established by the IC. c. Response operations must be directed and coordinated as outlined in the IAP. The majority of KCFD's operations will be mitigated with verbal IAPs. d. Unity of Command, each individual involved in incident operations will be assigned to only one supervisor. e. Span of Control, supervisors must be able to adequately supervise and control their assigned personnel, as well as communicate with and manage all resources under their supervision. C. **MUTUAL AND AUTOMATIC AID OPERATIONS** III. ###### GENERAL CONCEPTS OF COMMAND C. **KCFD GUIDELINES FOR ESTABLISHING COMMAND** 1. 1. 2. 3. 4. For incidents involving fire, rescue, hazmat, or other special circumstances, the officer or WOC officer on the first arriving suppression resource has the additional responsibility to communicate to dispatch: 1. Declaration of strategy (investigation, fast attack, defensive, pt. triage, etc.) 2. Brief description of action taken. (advancing 1 small, extrication, containing spill, etc.) 3. Make tactical assignments. ( next pumper bring a hydrant, etc.) 4. Request additional or release resources. (working fire, 3 more ambulances, etc.) 5. Assuming command if a nonsuppression resource arrived first. Examples: - For an offensive structure fire-Pumper 24 is on the scene of a large two-story wood frame residence with a working fire on the first floor rear. Pumper 24 has a hydrant, in an offensive attack with a handline. Pumper 24 will be Hardesty Command. Truck 5 vent the rear windows. Dispatch, assign a working fire response." - For a defensive structure fire-Pumper 17 is on the scene of a medium size warehouse fully involved with no exposures. We are commencing a defensive attack, using a turret on the warehouse. Pumper 18 reverse out from Pumper 17. "Pumper 17 is establishing Linwood Command. Dispatch assign a second alarm." - For an EMS incident---"Medic 10 is on the scene of a multi-vehicle accident. We are checking for injuries.Medic 10 will be Paseo Command." - For a single Company response---"Pumper 43 is on the scene of a small dumpster fire with no exposures. Pumper 43 will handle." D. **Command Options** The first-arriving company officer or member has several command options to choose from when arriving at the incident, depending on the situation. If chief officer, member, or unit without tactical capibilities (i.e., he/she is driving staff vehicle with no emergency equipment or he/she in an ambulance and arrives at a working fire) initiates Command, the establishment of a command post should be a top priority. At most incidents, the intial IC will be a company officer on a piece of fire apparatus. The following command options define the company officer's direct involvement in tactical activities and the modes of command that may be used. 1\. Investigation Mode: Upon arrival, an incident may not have visible indicators of a significant event. These situations generally require investigation by the first-arriving company, with other responding companies remaining staged. The officer of the first-in fire company should assume or establish Command and go with the company to investigate, using a portable radio to command the incident. 2\. Fast Attack Mode: Situtations that require immediate action to stabilize the incident mandate the company officer's assistance to carry out the critical operation. In these situations, the company officer goes with the crew to provide the appropriate level of supervision. Examples of these situations include: - Offensive fire attacks (especially in marginal situations); - Critical life safety situations (e.g., rescues) that must be achieved in a compressed time; - Any incident where the safety and welfare of responders are of major concern; - Obvious working incidents that require further investigation by the company officer. Where fast intervention is critical, use of a portable radio will permit the company officer's involvement in the attack without neglecting command responsibilities. The Fast Attack mode should not last more than a few minutes and will end with one of the following: - The situation is stabilized; - The 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 communications capabilities. Interior crews should consist of a minimum of two persons; or, - Command is transferred to another officer. When a chief officer assumes Command, the chief officer may opt to return the company officer to his crew, or assign him to a subordinate position. 3\. Command Mode: Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, require immediate strong, direct, overall command. In such cases, the company officer will initially assume an exterior, safe and effective command position, and maintain that position until relieved by a higher-ranking officer. A tactical work sheet shall be initiated and used to assist in managing this type of incident. If the company officer selects the Command mode, the following options are available regarding the assignment of the remaining crew members: - The officer may place the company into action with the remaining members. One of the crew members will serve as the acting company officer and should be provided with a portable radio. The collective and individual capibilities and experience of the crew will regulate this action. Interior crews must consist of a minimum of two persons. - 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. - The officer may elect to assign the crew members to perform staff functions to assist 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 judgement of the officer are of great importance. The modes indentified are guidelines to assist the officer in planning appropriate actions. The actions initiated should conform to one of the above mentioned modes of operation. E. **KCFD GUIDELINES FOR TRANSFERRING COMMAND** 1. The first arriving unit will establish and function as Command. 2. The next higher ranking arriving officer should assume Command of the incident following transfer of command procedures. 3. Generally, a ranked captain or battalion chief respectfully will assume command from a WOC captain or battalion chief unless the incident has stabilized and/or has been declared "under control". 4. The second arriving Chief Officer shall request assignment from the incident commander. 5. Later arriving, higher-ranking Chief Officers such as deputy chiefs or the chief of the department may choose to assume Command. An on-scene deputy chief is expected to assume command on the third alarm and significant events. 1. The Incident Commander has the overall responsibility for managing an incident. Simply stated the Incident Commander has complete authority and responsibility for the incident. 2. The Officer assuming command will communicate with the person being relieved by radio or, preferably, face-to-face on arrival. 3. The person being relieved will brief the Officer assuming command, indicating at least the following: - Incident Conditions - Effectiveness of control efforts - Number of patients or victims - Incident Action Plan - Progress toward completion of the tactical objectives - Safety Considerations - Deployment and assignments of operating companies and personnel. - Appraisal of needs for additional resources at that time. 4. The Incident Commander being relieved of command should review the tactical worksheet with the Officer assuming command. This sheet provides the most effective status 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. 5. The officer assuming Command will reassign the IC being relieved. 6. Upon arrival on the fire ground a ranking Officer on the fire ground shall report to Command and their arrival does not mean Command has been transferred to that officer. Command is transferred when the outlined transfer of command guidelines have been completed and the command transfer is communicated to dispatch. 7. An arriving officer of higher rank should report to Command for consultation. Depending on the situation, this person could assume Command, serve in an advisory role or receive an assignment from Command. If practical, the individual's administrative assignment will guide the IC concerning their IMS assignment. 8. Anyone on the scene can effect a change in the incident management due to extreme situations relating to safety by notifying Command and initiating action. A. **COMMAND POST** The KCFD guidelines for the Command Post are: 1. Be designated\-\--Spotted in a location that is announced and easily found. 2. Be in a safe position such as outside the hot zone. 3. Provide for maximum visibility of the two most critical sides of an incident. 4. Be able to observe the effects of companies operating at the scene. 5. Be located out of the way of responding apparatus. B. **UNIFIED COMMAND INCIDENT (IC)** IMS provides for Unified Command. During incidents involving multiple agencies or jurisdictions, 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. During unified command operations, Unity of Command will always be maintained and would normally not create a situation when KCFD line personnel would report to any other agency personnel while working in a "hot zone". =========================================================================================================================================================================================================================================================================================================================================================================================================================================================================================================================================================== C. **Modular Extension** - Incidents that will grow to involve a number of companies or functions, beyond the span of control of Command. Command should initially delegate division/group responsibilities to the first companies assigned to a geographic area or function until chief officers are available. - Incidents where companies are involved in complex operations (large interior or geographic area, hazardous materials, high-rise fires, technical rescues, etc.) - Incidents where companies are operating from tactical positions which Command has little or no direct contact. - A radio designation ("Ventilation, Interior, or Medical) - The tactical objectives. - The identity of resources assigned to the officer - 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 division/groups. - Monitor welfare of assigned personnel. - Request additional resources as needed. - Provide Command with essential and frequent progress reports. - Re-allocate resources within the division/group. IV. ###### FUNCTIONAL RESPONSIBILITIES F. **COMMAND STRUCTURE** ### COMMAND FUNCTION a. Safety Officer b. Public Information Officer c. Liaison Officer d. Command Advisor D. OPERATIONS SECTION E. PLANNING SECTION ### ### Resources Unit Leader ### ### Resources consist of personnel, facilities, supplies and major items of equipment available for assignment. The Resource Unit makes certain that all assigned personnel and other resources have checked in at the incident. This unit should have a system of keeping track of all assigned resources and should maintain a master list of all resources committed to incident operations and their status. Resources can have only one of three status conditions: Assigned, Available, or Out-of-service. ### ### Situation Unit Leader ### F. LOGISTICS SECTION G. FINANCE/ADMINISTRATION H. E-O-C RELATIONSHIP 1. During some incidents the Emergency Operations Center (E-O-C), may be activated. The E-O-C does not preclude the responsibility of IMS for any incident. 2. The E-O-C may be activated for a very complex incident such as a conflagration, hazardous materials spill, mass casualty event and etc. 3. The E-O-C may be activated during multiple incidents with separate IMS structures. This may occur during events such as during flash floods, ice storms, tornadoes and etc. 4. It is the responsibility of the E-O-C to serve as coordination center. The various designated incident commanders will keep the E-O-C informed of their progress and transmit special requests for support and resources. The incident commanders that do not receive special instructions to coordinate with the E-O-C shall make regular reports to communications. 5. During an E-O-C activation there must be a triangle of coordination between the IC, E-O-C, and the Communications Center. The KCFD personnel within the E-O-C will be headed up by an officer-in-charge (OIC). The Communications Center will be coordinated by an OIC and each incident will be directed by an incident commander. The two OIC's and the IC's must have knowledge of the overall situational awareness. **[KCFD IMS POSITIONS SUMMARY ]** [Incident Commander] A. Responsibility: Overall incident activities. B. Duties: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. [Operations] A. The Operations Officer should only be activated for a large incident where the Incident Commander needs to be relieved of the direct responsibility of overseeing the actual tactical operations. This allows the Incident Commander to focus their attention on management of the entire incident rather than concentrating on tactical operations. B. Responsibility: Management of incident operations by assigning tactical tasks. C. Duties: 1. Obtain situation briefing from Incident Commander 2. Assess situation. 3. Implement action plan 4. Manage incident tactics. 5. Consult and establish communications with division/group officers 6. Determine need for immediate and anticipated resources 7. Request resources from Incident Commander 8. Assign resources based on tactical objectives and priorities 9. Request periodic reports from division/group or officers 10. Keep Incident Commander informed of any special conditions or activities 11. Coordinate activities with the Incident Commander 12. When ordered, demobilize the incident [Branch Director] A. Responsibility: If assigned, direct all activities of the assigned branch in a large "unified command" type of incident. B. Duties: 1. Obtain briefing 2. Direct branch operations 3. Develop alternatives for Branch operations' 4. Assign Division/Group tactics to support the incident action plan and strategy [\ Safety Officer] A. Responsibility: Safety of all personnel, apparatus and equipment B. Duties: 1. Obtain situation briefing from Incident Commander 2. Assess situation 3. Identify existing and potential hazardous situations associated with incident 4. Keep Incident Commander, DSOs, and all officers informed of existing and impending hazards. 5. Exercise emergency authority to stop and prevent unsafe actions 6. Investigate accidents occurring within incident area 7. Survey the area for dangerous situations: a. Utilities - Gas - Water - Electric - Sewer a. Hazardous Environment - Toxic gases - Radiation - Pesticides - Chemical agents a. Buildings - Use of elevators - Structural integrity such as for possible collapse a. Flooding as it relates to fire control activities a. Rupture of vessels, tanks or pipes [Public Information Officer] A. Responsibility: Formulate and release information about the incident to news media and other appropriate agencies. B. Duties: 1. Obtain situation briefing from Incident Commander 2. Assess situation 3. Coordinate activities with Incident Commander and check restrictions concerning news release information 4. Make a check list of news media personnel and other agencies to be contacted 5. Assemble and prepare information for releases 6. Observe established constraints on release of information 7. Obtain approval for news release from Incident Commander 8. Provide information to the media 9. Prepare post-incident releases for use by the news media, if directed 10. Arrange news conference with Incident Commander when he/she is available [Liaison Section ] A. Responsibility: Interaction with assisting and cooperating agencies B. Duties: 1. 2. 3. 4. 5. [Staging Officer] A. Responsibility: Maintain a staging area for incoming resources and hold until directed by the Incident Commander to release to a given assignment. B. Duties: 1. Obtain briefing from the Incident Commander 2. Notify Incident Commander of resources in the staging area 3. Relay orders from the IC or Operations to the companies in staging on assignments 4. Maintain a log as the companies are assigned and of those in staging 5. Give the IC periodic reports of available companies in staging 6. Ensure that all apparatus are parked in an appropriate manner and the crews are intact at their apparatus 7. Indicate best direction of response and routing for responding companies to get into the staging area 8. When directed, secure operations and release the companies in staging [Division/Groups Supervisors] A. Responsibility: Tactical management of assignment. Complete assigned task. B. Duties: 1. Obtain situation briefing from the Incident Commander 2. Assess situation 3. Determine and request need for resources 4. Assign and supervise companies to complete assigned tasks 5. Monitor firefighter safety and welfare 6. Keep Incident Commander informed of any special conditions or activities 7. Communicate with command only 8. Maintain a record of accountability [Company Officer] A. Responsibility: Performance of tactical task assigned to the company B. Duties: 1. Obtain briefing from the division/group supervisor to whom assigned 2. Assess situation 3. Provide for the safety and welfare of assigned personnel 4. Perform task assigned 5. Evaluate efforts 6. Report progress to supervisor 7. Request resources, if needed from superior 8. Complete tactical assignment 9. Report to officer for re-assignment, if tactical objective completed [Medical Branch Director ] ### ### A. Responsibility: The Medical Branch Director controls the activities within the Medical Branch in order to assure the best possible emergency medical care to patients during a multicasualty incident. The Medical Branch Director shall establish the Triage Group, Treatement Group, and Transportation Group, as needed. This position will normally be filled by an EMS Assistant Division Chief, or first arriving EMS unit.. B. Duties: 1. Obtain briefing from the Incident Commander 2. Assess situation 3. Request additional resources as needed through Incident Commander. 4. Designate Triage, Treatment, and Transport Groups with assigned personnel 5. Ensure activation of EM system 6. Set up temporary morgue 7. Give progress reports to the Incident Commander [C. Intial Resource Deployment] [ 1) 1^st^ Unit: Medic -- Establish Triage ] [ EMT - Establish Treatment] [2) 2^nd^ Unit: Reports to Treatment] [3) Arriving ADC- Medical Branch Director\ ] [Communication Section ] A. Responsibility: Maintain radio communications B. This position will be filled by the Fire Communications Division Chief or designated representative C. Duties: 1. Report to the Command Post 2. Assign dispatchers to the Command Post, if requested by the Incident Commander 3. Arrange for additional communications equipment, as needed. 4. Gather any information requested by the Incident Commander 5. Coordinate communications within the command post. [Occupant Service Officer] A. Responsibility: Work with the occupants who are experiencing an emergency. This position may be filled by civilian personnel or from an ambulance. B. Duties: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. [Water Officer] A. Responsibility: Maintain water supply at the incident B. Duties: 1. Obtain briefing from the Incident Commander 2. Assess water needs 3. Locate hydrants and water main size in the incident area 4. Advise Incident Commander of water supplies available 5. Set up relay operation, if needed 6. Arrange for tankers, if needed, and set up fill sites and dump sites 7. Locate possibilities for drafting, if needed 8. Work closely with Water Services Department in maintaining water supplies [Resource Supervisor] A. Responsibility: Collect and display status of resources (Personnel, equipment, apparatus, etc.) B. Duties: 1. Obtain situation briefing from the Incident Commander 2. Obtain information from staging and: a. Communications b. Initial Attack Commander c. Liaison Officer at Fire Alarm 3. Prepare and maintain command post display: a. Organization chart b. Assignments c. Special hazards d. Weather conditions e. Values at risk f. Resource and situation status board Figure 1 **[IMS Multiple Alarm Structure Fire Example]** Figure 2-A **GEOGRAPHIC DESIGNATIONS** Exterior Exposure Designation Exterior exposures can be designated by using sides/numbers. The numbering should start from behind the Command Post and go clockwise. Adjoining exposures on each side are numbered in sequence. Figure 2-C