Montgomery County Fire And Rescue Service Incident Response Policy PDF

"MCFRS Incident Response Policy" includes Appendix and Checklists  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure...

"MCFRS Incident Response Policy" includes Appendix and Checklists  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 1 of 6 Incident Response Policy 07/01/2017 Issued by: Fire Chief Scott E. Goldstein Policy Number: 24-01 Authority: Montgomery County Code Section 21-3 (b) Supersedes: This is a new policy. Effective Date: July 1, 2017 SECTION 1. Purpose: a. To provide a set of policies and procedures common to all incidents. b. To establish a MCFRS Operational Doctrine Statement (ODS). c. To establish a series of appendixes and attachments that provide more specific policy and procedural direction for specific incident types. SECTION 2. Applicability: All MCFRS personnel while participating in MCFRS operations and personnel from other organizations while operating in Montgomery County. SECTION 3. Background: a. The variety of emergency types precludes the creation of individual policies, procedures, and other rules to cover all possible incidents. b. The ever changing nature of fire/rescue operations along with the increasing complexity of operations requires the establishment of the ODS to establish the MCFRS philosophical approach for the conduct of fire/rescue operations. 1. The ODS provides guidance for the full spectrum of fire/rescue incidents regardless of nature or complexity. 2. The ODS provides guidance that is relevant even in the absence of a specific standard operating procedure (SOP). SECTION 4. Definitions: See Appendix Q. SECTION 5. Policy: a. The Fire Chief is responsible to develop and publish an ODS. The ODS will: 1. Outline the Fire Chief's general philosophical approach to incident operations.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 2 of 6 Incident Response Policy 07/01/2017 2. Be authoritative but not prescriptive, carrying the weight of policy while having no procedural content. 3. Be updated at the discretion of the Fire Chief. 4. Be an appendix to the Incident Response Policy. b. All operational policies and procedures must be consistent with the ODS. c. MCFRS classifies incidents into two types, basic and complex: 1. A basic event is one where ALL the following conditions are true: A. It is reasonable for a unit officer to manage all aspects of the incident from start to finish. B. The span of control is five units or less. C. The incident does not require the integration of more than one outside agency. (Police agencies and utility companies are not counted in this number.) D. There is no threat of harm to large numbers of people. E. There are no special operations components such as hazmat, METRO, heavy rail, water rescues, or technical rescues involved. F. The incident can be resolved in a relatively short period of time, typically less than one hour. 2. A complex incident is one where anyone of the above mentioned criteria are not true. d. All operations begin with the same incident priorities: life safety, incident stabilization, and property conservation. When sufficient resources are available, all of these priorities must be addressed simultaneously. When resource limitations force a choice, these priorities must be addressed sequentially and in the order listed below: 1. Life Safety; 2. Incident Stabilization; 3. Property Conservation. e. MCFRS operations rely on well trained, decisive and compassionate service providers doing what is right in support of people, the mission, and the values and principles of the organization. f. All operations must be directed toward a clearly defined and attainable objective. g. Some appendixes may establish embedded, or standard, objectives for certain incident types. h. The need for quick action does not absolve leaders from having and communicating clear objectives.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 3 of 6 Incident Response Policy 07/01/2017 i. All operations must be conducted in a way that exposes personnel to the lowest achievable level of risk while not interfering with mission completion. j. MCFRS embraces Crew Resource Management (CRM) with the understanding that CRM does not override the chain of command. k. Deviations from SOPs 1. Personnel are authorized to deviate from SOP when necessary. However, all deviations must be: A. Deliberate; B. Defendable; and C. Communicated. l. Incident Management 1. There are basic functions common to all incidents. The specific situation will dictate the relative importance of these functions but they must be carried out to the degree necessary and in the proper order at all incidents: A. Situational Awareness. Situational awareness is the ability to identify, process, and comprehend the critical elements of information about what is happening at the incident. Situational awareness is a process. It is knowing what is going on around you. B. Accountability. This term has two meanings. First, it means that all personnel are responsible for ensuring they know where their subordinates are, and that their supervisors know where they are. Secondly, it means that all personnel are responsible for all of their actions. C. Effective Communication. Effective communications are critical to emergency operations. Ideas, plans, objectives, and orders are useless until they are communicated. Effective communication speaks to more than the allocation of time for talking. It also requires that supervisors issue orders with clear objectives and intent. Personnel must know what is expected of them. D. Effective communications also requires that personnel use the most efficient language possible while avoiding non-standard phrases. E. Risk Assessment. Risk describes the relationship between hazards and harm. More specifically, risk is the product of the chance that a certain hazard will cause harm and the severity of the harm if it were to occur. A risk assessment is a dynamic process of gathering information about the operational environment as it relates to risk, then comparing the identified risks to the expected benefits of a given action. Stated differently, it is the process of making the decision of whether or not it is “worth it” to conduct a given operation.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 4 of 6 Incident Response Policy 07/01/2017 F. In the context of incident operations, the benefits are usually framed in terms of lives saved, significant injury reduced or avoided, and reduction in property loss. The risks may include injury or death. G. Established Objectives. At each incident, the Incident Commander must establish and communicate the operational objectives to be met. H. Initiating and Monitoring Action. Successful operations hinge on action. All actions must be coordinated to ensure that all units are operating in ways that support their supervisor’s intent. SECTION 6. Responsibility: a. All personnel are responsible for: 1. Knowing the nature and location of incidents that they respond to. 2. Reducing the risks associated with incident response to the lowest achievable level. 3. Ensuring reasonable vehicular response within the scope of their authority. 4. Ensuring effective crew communications. 5. Conducting an on­going risk assessment. 6. Being accountable to their unit officer at all times and ensuring that their unit officer is aware of both their location and their actions. 7. Monitoring the health and well-being of their crew. 8. Using the appropriate personal protective equipment as dictated by the situation. 9. Ensuring teamwork and coordination. 10. Reporting changes in conditions to their supervisor. b. All unit officers are responsible for all of the above and: 1. Knowing the location and action of all crew members at all times. 2. Developing and communicating an action plan for their unit. 3. Acting in support of the incident objectives and the team effort. c. All Incident Commanders are responsible for the above, as applicable, and for ensuring the basic functions common to all incidents are accomplished. SECTION 7. Procedure: a. Once a response has been initiated, personnel must ensure an appropriate response to the incident.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 5 of 6 Incident Response Policy 07/01/2017 b. All crew members, but especially the unit officer(s), must immediately begin to develop and maintain situational awareness and conduct risk assessments. c. Any crew member having pertinent information that might reasonably affect the outcome of the response or the incident must ensure that their supervisor is aware of that information. d. Operations in hazardous areas 1. No personnel may enter into a hazardous area regardless of exigency before: A. The appropriate intervention teams are in place as per appendixes to this policy. B. A size up has been conducted. C. A risk assessment is conducted. D. Objectives are developed and communicated. e. Units should position with due consideration for incident progression. f. The first arriving primary unit officer must establish objectives, establish command, and conduct other initial incident activities as outlined in the appendices to this policy. g. All personnel must continually reevaluate progress and continually update their risk assessment. SECTION 8. Cancellation: This is a new policy. SECTION 9. Attachments: Appendix A: Operational Doctrine Statement Appendix B: Incident Command Appendix C: Accountability Appendix D: Structure Fires Appendix E: High Rise Fires Appendix F: Water Supply Operations Appendix G: Future use Appendix H: Future Use Appendix I: Rapid Intervention and Maydays  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 6 of 6 Incident Response Policy 07/01/2017 Appendix J: Initial Actions for Technical Rescue Appendix K: Initial Actions for Hazardous Materials Appendix L: Heavy Rail Appendix M: Initial Actions for Water Rescue Appendix N: Metro Incidents Appendix O: Traffic Safety Appendix P: Vehicle Collisions Appendix Q: Definitions Appendix R: Personnel Rehabilitation Appendix S: Communications Appendix T: After Action Reporting Approved: Scott E. Goldstein April 14, 2017 Fire Chief  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 1 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement Issued by: Fire Chief Scott E. Goldstein Policy Number: 24-01 Authority: Montgomery County Code Section 21-3 (b) Supersedes: This is a new policy. Effective Date: July 1, 2017 MCFRS is a combination, all-hazards fire and rescue service, with both career and volunteer service providers. The Operational Doctrine Statement (ODS) sets the tone for operational behavior. It describes the fundamental high-level notions on which all other operational matters are based. It is the authoritative statement of the MCFRS philosophical approach to emergency incident response. The ODS applies to all incident operations, including those that do not fit neatly into categories. There will be times when the nature of an incident taxes the capacities of personnel and the organization. There will be times when the amount of uncertainty is difficult to overcome. But in all situations personnel have a duty to act when action is required and leaders have a duty to lead. The ODS is a framework for action and leadership. The Demands of the Operational Environment The fire/rescue operational environment places demands on personnel. These demands can be broadly classified as moral, mental and physical. Moral Demands Many of the people assisted by MCFRS personnel are in a vulnerable position; they are either unable to resolve the issue at hand for themselves or they are unable to advocate for themselves. In some cases, personnel will need to act as a gateway to other agencies and services. In other cases, personnel will need to be advocates for those who cannot advocate for themselves. Personnel must never lose sight of their role as public servants and the importance of advocacy to that role. They must remember that whenever they are operating as MCFRS members they represent themselves, their crew, their chain of command, MCFRS, and the County Government. All personnel have a duty to demonstrate integrity, empathy, and compassion, especially when the situation is challenging. This reality places a demand on the moral center of personnel. Mental Demands  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 2 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement The operational environment is mentally taxing because operations often occur in a cloud of uncertainty. Often, personnel will find themselves in dangerous places facing unclear problems under extreme time pressure. Good training will ease some of the burden but cannot remove it altogether. Personnel will also witness human tragedy, including death and great personal loss. These things are not easy to deal with; they will place a large demand on the emotional stability of responders. Personnel must report for duty mentally and emotionally prepared to engage. Physical Demands Research into the physiological demands of firefighting, especially as they relate to sudden cardiac events, makes it clear that personnel will face great physical stress. Bodies must be trained and prepared just as minds must be trained and prepared. Personnel must report for duty physically prepared to engage. Operational Values Operational Values are the core character traits of MCFRS personnel, the qualities that the organization expects its people to demonstrate. The three core MCFRS Operational Values are: a. A Commitment to Duty b. Respect for Others and the Organization c. Integrity A Commitment to Duty requires: 1. Being proficient in your job, both technically and as a leader. 2. Making sound and timely decisions. 3. Ensuring tasks are understood, supervised, and accomplished. 4. Knowing yourself and seeking improvement. Respect for Others and the Organization requires: 1. Ensuring that people always come first. 2. Keeping a respect for the needs of those we serve in the forefront. 3. Knowing your subordinates, keeping them informed and looking out for their well-being. 4. Continually building the team at the unit, station, battalion, shift, and organizational levels. Integrity requires: 1. Accepting responsibility for your actions. 2. Being a positive example.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 3 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement 3. Being honest. 4. Acting in the best interest of the team. Operational Principles Our effectiveness as an organization is based on a small set of fundamental ideas about the way we operate: Operational Principles. These principles have evolved over time and are an integral part of our organizational culture. The Operational Principles are not rules, they are a description of how we think and how we operate on incidents. Commitment to Service MCFRS has earned and enjoys a level of public trust and it is our collective duty to perform and behave at the highest levels of professionalism to maintain that level of trust. Personnel have interactions with the public and those interactions have a profound effect on the perception of MCFRS. All personnel must make sure every encounter is a positive one. Effective Leadership Each incident requires effective leadership. Personnel at all levels of the organization have the opportunity to demonstrate leadership. There are attributes that effective leaders have in common, they: a. Are decisive. b. Recognize the duty to act and act when action is required. c. Are accountable for their actions. d. Refuse unnecessary risk but are not risk averse. e. Are engaged in continuous learning. The supervisor’s intent refers to both the objective and the reason for the objective. Supervisors at all levels must make the intent of their orders clear. Operations must be directed toward a clearly defined and attainable objective. Strategies are subject to change, priorities are subject to change, and tactics are subject to change but the intent of a given order rarely changes. Personnel must be willing to follow orders and act in ways that demonstrate a clear understanding of the objective and operational priorities. Scaled Response MCFRS incident response operations begin with the report of an incident. From this initial report one of a number of predetermined assortments of personnel and capabilities is dispatched.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 4 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement Beginning at the time of dispatch the organization then relies on personnel to conduct assessments and make judgements. One of the core judgements is whether or not the response package is appropriate. Based on situation assessments, the appropriate personnel determine whether to de- escalate the incident, maintain the incident, or escalate the incident. The principle of scaled response contains within it the corollary of defense in depth. Defense in depth means that as the risk or complexity of an incident increases, the allocation of resources, the number of contingency plans, and the configuration of rapid intervention teams must also grow proportionately, scaling up or down to meet the needs of the incident. Effective Teamwork Incident operations require teamwork and teamwork requires the subordination of selfish aims to the needs of the team. Effective teamwork is characterized by the ability to: a. Develop and communicate situational awareness. b. Demonstrate a clear understanding of the incident objectives and priorities. c. Provide assistance to others as necessary to support the incident objectives. d. Monitor team action and thought for errors and to correct them as necessary. e. Use all available information resources. The first arriving unit officer sets the tone for the incident operations. Subsequent operations must focus on supporting the initial arriving decision makers. Supporting the decisions of the initial decision makers acknowledges that these personnel have made an assessment of the situation and are likely most suited to determine the initial course of action. There will be times when the initial response actions are not correct. This will be discovered by ongoing assessments. It is expected that when the initial decisions are not appropriate personnel will communicate, coordinate, and adjust as necessary to meet the objectives. On-Scene Initiative Initiative is action in the absence of orders, or in the presence of unforeseen opportunities or threats. At times during an incident there may be one person who is the only one in a position to see what needs to be done and to do it. Circumstances may not permit waiting for permission before the opportunity is lost or the threat materializes. The operational environment demands that all personnel be given sufficient latitude to act quickly and decisively within the scope of their authority to accomplish critical tasks, without waiting for direction when immediate action is required. Managed Risk  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 5 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement MCFRS seeks to reduce the risks associated with any incident to the lowest achievable level without compromising the mission: We will extend calculated risk to save savable lives. We will accept limited risk to save savable property. We will not risk Firefighter lives for lives or property that cannot be saved. Every incident has some degree of risk and all the risks will never be known. However, personnel are required to accept risk when the benefits outweigh the costs. The most logical choices for accomplishing a mission are those that meet all the mission requirements exposing personnel and resources to the lowest possible risk. Accepting unnecessary risk contributes nothing to the safe accomplishment of a task or mission. Commitment to Learning As a learning organization, MCFRS actively engages in critical self-analysis, the discovery and dissemination of lessons, and continual operational evolution. Engaging in critical evaluation, even after success, is vital to improvement. There is often more to learn from mistakes than from successes. Mistakes should be brought out into the open, discussed and shared in ways that are respectful of participants and that enhance the rapid transmission of lessons. The purpose of all training is to develop personnel and teams that perform well under the adverse conditions that they are likely to face. Continual training is a key to operational success. Training exists on many levels and at each level there is a supervisor who must ensure that the training is appropriate and effective. Individual skills are the foundation for operational effectiveness and must receive heavy emphasis. The operational environment demands team skills as well. Supervisors at each level must have sufficient time and freedom to conduct the training necessary for operational effectiveness. Balance Emergency operations require balance in all respects and at all levels of the organization. The Incident Commander must control the pace or “tempo” of events without diminishing the initiative of officers. There must be a balance between speed and thoughtfulness. Speed is a derivative of efficiency, which is a derivative of training. There must be balance between tactics and available resources. We must choose the course of action that provides the quickest, most effective and most efficient methods for ensuring the incident priorities and incident objectives are met using the resources that are on hand. But we must also  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 6 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement recognize the need for additional resources and the need to adjust tactics when additional resources are available. There must be a balance in planning. Plans must be proportional to the complexity of the incident, only prescribing what is absolutely necessary and leaving the initiative of subordinates intact as appropriate. A planning balance also speaks to the need to ensure an appropriate allocation of time spent planning in the present and time spent planning for the future. There must be balance in communication. The Incident Commander must control the pace of events, but must also realize that unit officers are communicating with their crew members or with civilians. While the Incident Commander must get reports from the assigned units and while they must be prepared to provide those reports, a balance must be struck between talking too much and not talking enough. Operational Anchors Operational decisions and actions are the by-products of assessments. Personnel must assess many things such as scene security, the severity of the chief complaint, the structural stability of burning structure. Each of these assessments represents a moment in time. New hazards often emerge as others are being resolved. For this reason, effective operations require on-going assessments and adjustments as necessary to meet the objectives of the incident. The Operational Anchors are key assessments and practices that are applied throughout an incident. They inform all aspects of incident decision-making and are always running in a loop in the background. Situational Awareness Situational awareness is the ability to identify, process, and comprehend the critical elements of information about what is happening at the incident. Situational awareness is a process. It is knowing what is going on around you. Accountability This term has two meanings. First, it means that all personnel are responsible for ensuring they know where their subordinates are, and that their supervisors know where they are. Secondly, it means that all personnel are responsible for all of their actions. Safety  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 7 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement While MCFRS has a responsibility to ensure the health, safety, welfare, and accountability of its personnel, this does not replace the need for each individual to ensure their own health, safety, and welfare. MCFRS relies on its personnel to demonstrate judgment and effective supervision to ensure that safety is accounted for, especially when there are multiple competing objectives. Effective Communications Effective communications are critical to emergency operations. Ideas, plans, objectives, and orders are useless until they are communicated. Effective communication speaks to more than the allocation of time for talking. It also requires that supervisors issue orders with clear objectives and intent. Personnel must know what is expected of them. Effective communications also requires that personnel use the most efficient language possible while avoiding non-standard phrases. Risk Assessment Risk describes the relationship between hazards and harm. More specifically, risk is the product of the chance that a certain hazard will cause harm and the severity of the harm if it were to occur. A risk assessment is a dynamic process of gathering information about the operational environment as it relates to risk, and then comparing the identified risks to the expected benefits of a given action. Stated differently, it is the process of making the decision of whether or not it is “worth it” to conduct a given operation. In the context of incident operations the benefits are usually framed in terms of lives saved, significant injury reduced or avoided, and reduction in property loss. The risks may include injury or death. Crew Resource Management Crew Resource Management (CRM) is a system of organizational behavior that focuses on how team member attitudes and behaviors impact safety. It considers the team rather than the individual as the standard operating unit. CRM encourages leadership and teamwork skills by supporting input from the entire team while preserving chain of command. Incident Strategies For each incident there is a general operational posture that personnel assume. MCFRS refers to these postures as strategies. MCFRS recognizes two strategies: offensive and defensive. The choice of strategy is independent of location (inside or outside) as it relates to the hazard area. The strategy may change over the course of an incident but only one of the two strategies can be in use at any one time.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 8 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement An offensive strategy means that personnel are actively and directly attempting to correct the identified problem. This might mean that they are doing CPR on the pulseless patient, directing water streams into the burning structure, or trying to plug the leaking vessel. A defensive strategy is where personnel decide that the best course of action is to contain the problem. In this case personnel might build containment around a leak, or only put water on threatened exposures. Any change of strategy must be the result of deliberate defendable thought and must be communicated. Incident Priorities The incident priorities are Life Safety, Incident Stabilization, and Property Conservation. Ideally, all of the incident priorities are addressed simultaneously. When available resources do not allow for simultaneously addressing the priorities, they must be addressed sequentially and in the listed order. Life Safety Life safety means to account for people possibly in danger. Personnel must use the fastest, most prudent, methods available to ensure the safety of people. Life safety concerns include civilians and firefighters alike. Once the decision is made to enter a hazard area, a search of the hazard area must occur. This search must occur regardless of reports that “everyone” is out of the structure or area. The assessment of whether entry is prudent comes first and independently; the search comes as a matter of course. There will be occasions where there are reports of persons trapped or unaccounted for inside a hazard area. Personnel must never treat these reports lightly but they must not accept them blindly. As the risk inherent in search or other operational efforts increases, personnel must make a proportionally greater effort to ensure that the information they are acting on is current and valid. Survivability is an assessment of how likely people are to survive a particular emergency. Personnel will accept extreme risk to assist people who are known to be in danger and who are within our capability to save. Despite our best efforts there may come a point where people in danger are beyond our ability to save them. This does not mean that MCFRS "gives up" on people. MCFRS does not “give up” on people in the sense that we refuse to accept risk to save them, but MCFRS does recognizes that human life operates within narrow environmental ranges. The separation provided by compartmentation can provide an effective barrier from most hazards. Untenable conditions tend to be specific to individual compartments, such that while one  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 9 of 9 Incident Response Policy Appendix A 07/01/2017 Operational Doctrine Statement compartment is untenable, an adjacent compartment might be tenable. Personnel must not rule out survivability in all compartments based on conditions in a single compartment. Incident Stabilization Incident stabilization means stopping a problem from getting worse. Incident stabilization is situational. Personnel must first stop the spread of a danger or risk before addressing the risk directly. It is often the case that a direct attack on a given problem is the best solution for preventing the problem from growing worse, but not always. Property Conservation Property conservation is often the most meaningful act to those we serve. Property conservation must be considered as part of all actions. MCFRS demonstrates our role as servants of the community and stewards of their property by our conservation efforts. Personnel must constantly be on the lookout for opportunities to maximize property conservation. Conclusion Operational success is the effective application of the operational doctrine, policies and procedures, training, and education to create solutions for problems, even where no clear solution exists. Effective pre-planning, education and training will make it more likely that personnel will take the proper action in the moment. However, despite good preparation the incident scene can be full of uncertainty. The factors on which incident action is based is often wrapped in uncertainty. Personnel must work through this even when their best reasoning feels inadequate. There are times when the incident’s rate of expansion or complexity are so great that effective action and planning become difficult. In such situations, the resources on the initial response assignment can become overwhelmed, making the right thing to do unclear. It is during these times that a firm grounding in the operational doctrine, solid education, and good training combine to produce effectiveness and eventual success. It is expected that personnel will be able to use the ideas, values, principles, and operational anchors contained in the ODS as the basic building blocks to enhance the likelihood of operational success. Do the right thing. Approved: Scott E. Goldstein April 14, 2017 Fire Chief  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 1 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command Issued by: Fire Chief Scott E. Goldstein Policy Number: 24-01 Authority: Montgomery County Code Section 21-3 (b) Supersedes: Policy and Procedure 20-02 Incident Command System 3/19/2002 FCGO 16-02 Incident Command Teams 01/27/2016 Effective Date: July 1, 2017 SECTION 1. Purpose: The purpose of the Incident Command appendix is to provide guidance for the command and control of fire/rescue incidents. SECTION 2. Applicability: All MCFRS personnel while participating in MCFRS activities and personnel from other organizations while operating in Montgomery County. SECTION 3. Background: MCFRS is an all-hazards fire/rescue service organization that uses a modular and scalable standard Incident Management System. This system is referred to as the Incident Management System (IMS) in this document. The IMS is the regional organizational structure protocol that supports an Incident Commander and is intended to promote communication, coordination, accountability, and effective action to when responding to a natural disaster or other emergency. The IMS is based on the National Incident Management System (NIMS), which was created to enhance the management of emergency incidents by establishing a single, comprehensive plan for responding to these incidents. This appendix of the Incident Response Policy is consistent with, constrained by and subordinate to Executive Regulation 16-05AM: Integrated Emergency Command Structure (IECS). The scope of this appendix is limited to those incidents that are normally within the sole responsibility of MCFRS to manage. The use of a standardized IMS is required by the IECS policy. IMS provides key elements critical to effective emergency incident management including: expandable and redundant system structures and components, standard terminology, a focus on the development and management of incident objectives, and a systematic and scalable deployment of resources to meet the objectives under the direction and control of an Incident Commander.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 2 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command This appendix focuses on the components of IMS that MCFRS uses on a regular basis. Most incidents do not require extensive activation of most IMS components. Also, there are incidents where MCFRS is involved but plays a supporting role. While other county agencies use the IMS, the specific application is not governed by this document. POSITION STATEMENT For every incident, there is an Incident Commander. The Incident Commander is responsible for ensuring that the incident management processes are consistent with the organization’s policies, procedures, values and principles and with ensuring that all the basic functions common to all incidents are carried out. The incident command process begins with a scene size-up; an assessment of the incident. Based on that assessment, the Incident Commander must develop incident objectives. Those objectives may be embedded in a standard operating procedure or the Incident Commander may have to develop them in the moment. Effective incident command requires the Incident Commander to establish objectives, but also to ensure the initiation and monitoring of action. The monitoring of action speaks to the need to continuously evaluate the validity of the stated objectives and to ensure that the configuration of personnel and other resources is optimized to meet the objectives. The incident scene is dynamic and therefore it is necessary to make on-going observations and assessments throughout the incident. As the incident progresses the Incident Commander must ensure harmony between strategy, tactics, and available resources. The application of incident command is scalable, beginning with a single unit response where a unit officer is in command, and expanding as necessary to ensure a reasonable span of control. As the risk or complexity of an event increases, the capabilities of the IMS must increase proportionately. However, at all times, there is only one Incident Commander. This is known as the continuity of command. Operations must be directed toward clearly defined and attainable objectives. All fire/rescue events require action and that action must be driven by the incident objectives. While there may be many concurrent objectives there can be only one primary objective at any one time. All other objectives are supporting objectives. Any objective related to life safety must always be the primary objective. All objectives must be identified and communicated in concise, easy to understand terms. The simultaneous achievement of objectives requires close coordination by the Incident Commander. Incident command for complex incidents is more effectively executed when there are at least two Certified Chief Officers (CCO) operating inside a stationary vehicle-based command post. The  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 3 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command second CCO’s role will change based on the nature of the event, but their primary function is to enhance the situational awareness and cognitive bandwidth for the Incident Commander. Developing comprehensive situational awareness is difficult for the first arriving CCO. While they do have the benefit of the initial on scene report from unit officers, they are not usually able to visually inspect the scene before initiating command functions. While there is a benefit derived from the first arriving CCO conducting their own scene size up, this benefit is almost always outweighed by the need to quickly establish Command. The second arriving CCO is not restricted in this way and has the ability to develop additional situational awareness and bring that information back to the command post. The pace of communications and actions for complex events such as structure fires or mass casualty incidents can quickly overwhelm a single person. This is especially true when incident communications are divided across multiple talk paths, such as a second tactical talkgroup or when the use of the talk around channel is required. Having a second CCO in the command post reduces the chance of missing critical communications. The intent of command operations is to form an Incident Command Team (ICT) with the first two CCOs and to have that team operate from one of the Battalion Command Platforms (BCP). It is also the intent of command operations to have the representation of both career and volunteer CCOs in the incident command post. SECTION 4. Definitions: See Appendix Q. SECTION 5. Policy: a. It is the policy of MCFRS that there is an Incident Commander for every incident. b. The Incident Commander must use all available training, education, and tools to create and communicate a vision for a successful incident outcome. This vision is communicated by the issuance of clear incident objectives. 1. Incident objectives may be embedded by a standard operating procedure. 2. SOPs do not restrict the exercise of discretion by an Incident Commander. c. The Incident Commander must ensure effective command which means ensuring that all the basic incident management functions are accomplished. Those functions are: 1. Situational Awareness; 2. Accountability; 3. Effective Communication;  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 4 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command 4. Risk Assessment; 5. Established Objectives; 6. Initiating and Monitoring Action. d. There is a fundamental difference between the command function as exercised by a Primary Unit Officer (as defined in the IECS Policy) and the command function as exercised by a CCO operating from a stationary command post. The Primary Unit Officer cannot work with their crew and simultaneously provide effective command for complex incidents. e. Complex incidents require the presence of a CCO operating from a stationary command post whenever possible. f. When a stationary command is established by a CCO he/she: 1. Must attempt to position in a way that allows a view of at least two sides of the structure from the command post; 2. Should move to the first arriving BCP unless there is a compelling reason not to. 3. If the incident command post is not based in a BCP, the first arriving rostered Battalion Chief must report to the incident command post with at least a MDC and the standard accountability and staffing documents; 4. Must use a tactical worksheet to track the incident objectives, resource allocation, and progress towards established objectives; and 5. Must ensure that the changes in strategy are deliberate and communicated. g. Status updates intended for Command must follow the Location-Conditions-Actions-Needs (LCAN) format. h. Exercising the Command Function 1. It is possible for units to respond to what was dispatched as a basic incident and find a complex one. When personnel arrive and find a complex incident they must ensure that a command officer is alerted. 2. Any unit officer may announce via radio that they have Command for an incident when the unit officer believes that announcing who has Command will improve incident operations. 3. As per the IECS policy, An EMS Unit Officer may act as Incident Commander only if another unit officer is not on the scene of an incident. 4. Whenever an EMS Unit Officer establishes Command the first arriving Primary Unit Officer must assume. 5. Primary Unit Officers are required to announce the unit identifier of the Incident Commander and “name” the Command - typically using the street name - for every complex event.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 5 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command 6. MCFRS recognizes two methods of managing incident command within the scope of this document: Tactical Command and Stationary Command. A. Tactical Command i. Tactical Command describes the situation where the Primary Unit Officer is engaging in direct action with his/her crew. (a) Tactical Command is in effect simply by virtue of a unit being on the scene of an incident. (b) Tactical Command can be used for both initial incident investigation and for initial engagement in emergency operations. ii. Tactical Command is designed to be used for a short duration. (a) If the entity with Tactical Command cannot resolve the incident in short order and no CCO is on the scene, the Incident Commander must either pass the Command or establish a Stationary Command. (b) Special service officers may not establish Tactical Command of structure fires. They must establish Stationary Command. B. Stationary Command i. Stationary Command describes when a Primary Unit Officer or CCO is dedicated solely to performing the incident command function from a fixed location. i. Transfers and Assumptions of Command 1. Any unit officer who establishes Tactical Command must also maintain the integrity of their crew. 2. One Primary Unit Officer may not assume Command from another Primary Unit Officer. 3. If an EMS Unit Officer has established Command, they must pass it to the first arriving Primary Unit Officer. 4. The first arriving Primary Unit Officer may pass Command to another on scene Primary Unit Officer, who must then maintain a Stationary Command until relieved. 5. Command can only be passed once from one Primary Unit Officer to another. 6. When the first CCO arrives he/she will assume a Stationary Command, generally after being provided a L-C-A-N report from the unit originally establishing Command. 7. Command may be transferred between CCOs as determined by the IECS. 8. Senior ranking CCOs may assume Command of incidents as allowed by the IECS. j. The Battalion Command Platform is typically the most effective vantage point from which to conduct incident command operations.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 6 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command 1. The Battalion Command Platform must not be used if the view from the platform is more restrictive than another viable option. 2. Exercising Stationary Command from the officer seat of fire apparatus, while not forbidden, represents a deficit in capability and is an option of last resort. k. Use of IMS Components 1. All of the listed functions/positions are assigned by the Incident Commander or by standard operating procedure. 2. Only the Incident Commander may assign IMS roles. 3. The Incident Commander should only use the components of IMS as necessary to maintain a reasonable span of control. 4. The IMS must be expanded as necessary to maintain an effective span of control. 5. Common IMS Components: A. The list below contains common IMS terms and how they are expected to be applied on incidents within the scope of this policy. i. Incident Scene Safety Officer (ISSO) (a) A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. (b) The ISSO may have Assistants. (c) The ISSO must not engage in tactical operations. (d) If an imminent life threatening situation exists, the ISSO has the authority to stop or alter the action. (e) If this action is taken it must be immediately reported to the Incident Commander. ii. Liaison (a) A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies, such as Red Cross, the shelter task force, utility company representatives, building management, etc. iii. Branches (a) The organizational level having functional or geographic responsibility for major parts of the Operations or Logistics functions. (b) Branch Directors are responsible for command, control, and accountability of all assigned resources.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 7 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command (c) This function is most commonly used on special operations calls and mass casualty incidents. iv. Groups (a) Groups are composed of resources assembled to perform a specific function. (b) Groups are not confined by geographic area. (c) The Group Supervisor is responsible for ensuring the completion of all objectives assigned to his/her group and maintaining accountability of all assigned resources. v. Divisions (a) Divisions are used to divide an incident into geographical areas of operation. (b) Divisions are generally identified by alphabetic characters for horizontal applications and typically by floor numbers when used in buildings. (c) The Division Supervisor is responsible for ensuring the completion of all assigned objectives in his/her area of operations and maintaining accountability of all assigned resources. vi. Field Observer (a) A Field Observer is assigned by Command to gather information about the incident scene for the purpose of enhancing situational awareness. (b) The Incident Commander may use a CCO as a Field Observer temporarily before completing the command team if the additional situational awareness is necessary. (c) When a Field Observer is assigned they should be designated by their location, e.g, Charlie Observer, Alpha Observer, or Outside Observer. l. Incident Duration Reminders 1. It is important for the Incident Commander to track elapsed incident time. 2. This information is valuable for many reasons, including the establishment of work cycles, determining the need for additional resources, and evaluating of the impact of fire on structural components. 3. The Emergency Communications Center (ECC) must provide incident duration reminders (IDRs) at regular intervals throughout an incident. 4. The first IDR must be provided by ECC 10 minutes after incident dispatch and at intervals not greater than 10 minutes as measured from the time of dispatch. 5. The ECC may delay an IDR in order to avoid interference with incident operations but must provide the IDR as close to the designated time as possible.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 8 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command 6. When the IDR is delayed, the ECC will provide the actual elapsed time post-dispatch. 7. Only the Incident Commander can cause the IDR cycle to be stopped and only after at least one announcement. m. Resource Staging 1. There are cases where the Incident Commander decides to stage additional resources. He/she may stage units to allow time for reconnaissance or to determine the most appropriate location for unit placement. There are three types of staging: A. Tactical Staging i. Units take assigned positions, lay supply lines, provide required size-up reports, but the personnel remain on their apparatus prepared to immediately engage and complete assigned duties until otherwise directed. B. Remote Staging i. Units stage 600 feet or 2 blocks, whichever is greater, away from the incident without engine companies passing the last available water source. C. Base Staging i. Units are assigned to a specific staging area. (a) The location is determined and announced by Command. 2. The first primary unit in staging will be the Staging Area Manager. A. The Staging Area Manager must: i. Account for all resources assigned to staging. ii. Assign units as appropriate to Command when they are requested. 3. Greater alarms are typically dispatched on a subordinate talkgroup in an incident talk block. For units dispatched on a greater alarm such as a fire task force, second alarm, EMS task force, etc., the first arriving Primary Unit Officer will act as the Staging Area Manager. If Command has not established a base staging area the first arriving Primary Unit Officer will contact Command (if it can be done without disrupting the incident) and query Command about the preferred staging location. In the absence of direction from Command, units will remote stage until called by Command. n. Geographic Designations 1. MCFRS uses standard geographic designations to refer to structures. A. Building Sides and Quadrants i. It is assumed that each structure has generally four sides with the address side of the structure referred to as Side Alpha.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 9 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command ii. Each structure is divided into quadrants labeled clockwise, beginning in the left front corner as you face the address side of the building, Alpha thru Delta with the center core, where applicable, described as Echo. iii. While the address side of the building is typically designated as Side Alpha, the Incident Commander may designate any side of the building as Side Alpha and the other sides will then be designated clockwise using the conventions outlined above. B. Exposures i. The designation of exposures is based on the designation of “sides”. The exposure immediately adjacent to a given “side” assumes the same designation as that side. ii. In a multi-story structure, the two floors above the fire and the floor below the fire are generally considered exposures. C. Floors i. Unless otherwise designated, floors will be numbered up from the ground entrance level with the entrance level being known as the first floor. Some buildings are arranged such that the ground level entrance is numbered other than first, when this is the case the floor will be known by its given designation. ii. The floor designation is not a functional designation. The third floor is the third floor not Division 3. Division 3 is a designation given by the Incident Commander typically to personnel on the third floor, but not necessarily. iii. In many multi-family dwellings, there is a terrace level. A terrace level means that the primary entrance to the living space is via an interior common area (corridor or stair), but there is also a ground level exit through the rear of the main living area. iv. There are structures that do not follow normal conventions and/or do not fit within the descriptions above. When this situation is encountered, the unit officers must advise Command of the building layout and the Incident Commander must ensure that the various levels of the structure are clearly designated.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 10 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command SIDE: QUADRANT: SIDE: ADDRESS SIDE OF STRUCTURE  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 11 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command o. Isolation Zones and Action Circles 1. Some incidents require the establishment of isolation zones. Isolation zones define incident action areas based on their relative hazard. Isolation zones are not always based on concentric circles. The nature of the incident hazards determine the shape of the zones. The Incident Commander should ensure that the zones are clearly identified. 2. The hot zone is where the incident action is occurring and represents the area of the highest hazard. 3. The warm zone is an area of lesser hazards that represents a transitional space between the high hazard area and the no hazard area. 4. The cold zone is an area free of incident hazards. The incident command post is located in the cold zone. 5. For some events, such as vehicle collisions, these hot and warm zones may be referred to the inner and outer circle respectively. SECTION 6. Responsibility: All personnel. SECTION 7. Procedure: a. Tactical Command 1. The first arriving Primary Unit Officer will: A. Conduct a size-up viewing all sides of the structure/area whenever possible; B. Determine if there is an applicable SOP; i. If there is an applicable SOP, it must be used C. Exercise the appropriate method of command; i. Name the Command using a geographic designation, normally the street name. D. Determine the incident strategy (announce as required by other incident response policy appendices); E. Request additional resources as required; F. Announce their initial objective(s) as appropriate; G. Provide direction to incoming units if there is no applicable SOP; H. Engage as necessary with their crew to manage the incident; and I. Provide radio reports and updates as required by other policies. b. Stationary Command  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 12 of 12 Incident Response Policy Appendix B 07/01/2017 Incident Command 1. The Incident Commander in Stationary Commande must: A. Ensure all aspects of the Tactical Command procedures have been met; B. Receive a report from the initial Incident Commander before establishing a stationary command if necessary; C. Develop situational awareness; D. Establish incident objectives; E. Provide effective command and control for the duration of the incident; F. Develop a command team as necessary and appropriate; G. Track crew accountability; H. Assign an ISSO as necessary; I. Use the Command Platform with the most effective combination of visual coverage of the incident scene AND the best complement of command aides, radios, MDC, maps, etc., typically the Battalion Command Platform; J. Use a paper-based tactical tracking mechanism for monitoring action and crew accountability; K. Use a visual method to track elapsed incident time; L. Initiate and monitor incident actions; M. Provide regular incident updates on the lead tactical talkgroup; and N. Conduct personnel accountability report (PAR) checks at regular intervals throughout the incident when units are operating in hazardous areas, at intervals not greater than 20 minutes. SECTION 8. Cancellation: This policy cancels and supersedes: Policy and Procedure 20-02 Incident Command System 3/19/2002, FCGO 16-02 Incident Command Teams 01/27/2016. SECTION 9. Attachments: None. Approved: Scott E. Goldstein April 14, 2017 Fire Chief  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 1 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires Issued by: Fire Chief Scott E. Goldstein Policy Number: 24-01 Authority: Montgomery County Code Section 21-3 (b) Supersedes: Policy and Procedure 24-07AMII STANDARD OPERATING PROCEDURES FOR SAFE STRUCTURAL FIREFIGHTING 12/1/2005 FCGO 08-19 Communications on Tactical Talk Groups 12/08/2008 Effective Date: July 1, 2017 Section 1. Purpose: The purpose of the Structural Firefighting Appendix to the Incident Response Policy is to provide a framework for the initial operational thought processes and actions of fire/rescue personnel at reported structure fires. SECTION 2. Applicability: All MCFRS personnel while participating in MCFRS activities and personnel from other organizations while operating in Montgomery County. SECTION 3. Background: This Standard Operating Procedure (SOP) describes the MCFRS operational approach for structure fires. It considers research into compartment fire behavior, the behavior of structural components under fire conditions, known changes in the built environment, and lessons learned from firefighting operations in Montgomery County, MD. Position Statement Fireground operations are inherently complex and inherently risky undertakings. Successful fireground outcomes require good training, an understanding of the operational environment, careful assessments, decisive action, and exceptional teamwork. The Structure Fire Appendix (SFA) outlines our initial response to structure fires and is based on the ideas and principles of both the Incident Response Policy and the Operational Doctrine Statement. Consistent with the Incident Response Policy, all fireground operations must be directed toward clearly defined objectives. The incident objectives are determined by the Incident Commander and those objectives will change over the course of an incident. There are however, five objectives common to the initial actions at structure fires:  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 2 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires a. To provide for the continued survival of people (occupants) who may be trapped; b. To ensure the immediate care of those on the fireground in need of medical care; c. To prevent the fire from spreading beyond its current location; d. To control the movement of smoke, especially in high rise buildings; and e. To reduce property loss. The SFA is optimized for residential compartment fires and it considers the welfare of potentially trapped occupants the primary concern. Because the continued survival of people is of primary concern, the concept of survivability is a key factor in the fireground risk assessment. Survivability is a judgment of how likely a person is to be alive given the conditions of the compartment they are in. Conditions in compartments will vary. Judgements about survivability and the subsequent risk assessment must take that into consideration. All incidents require personnel to conduct a risk assessment and a risk/benefit analysis. Personnel must ensure the continued survival of potentially trapped occupants, but they can only do so after assessing the scene, assessing risk, and making reasonable judgements about what course of action to take. While the SFA is optimized for residential compartment fires it can be applied to a large range of structure fires. When faced with non-residential structures, personnel must consider that the dynamics of the fire, the size and configuration of the interior, and the complexity of action will alter the outcome of risk assessments and will often force tactical adjustments. No two fires are exactly the same, but they all have some basic things in common. Research into compartment fire behavior, the chemistry of interior furnishings, and the behavior of structural components under fire conditions, demonstrate that most of the fires we fight are ventilation limited, meaning the fire has insufficient oxygen to generate as much energy as the burning fuel contains. Ventilation limited means that the fire has progressed past the incipient stage and has consumed most of the available oxygen in the compartment. In this process the fire generates a tremendous amount of heat and smoke, both of which dramatically diminish survivability for occupants not physically separated from the fire. Once the fire consumes the available oxygen, its ability to generate heat energy diminishes, but there often remains sufficient fuel - especially smoke - and heat to support combustion. When an opening is created in the structure or compartment and there is a path between the fire and the opening, a flowpath is created. When a flowpath is created:  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 3 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires a. Smoke, heat and other products of combustion leave the compartment along the upper levels of the flowpath. b. Fresh air enters the structure along the lower levels of the flowpath. Once the fire has access to a new supply of oxygen, the potential for rapid growth becomes an immediate hazard. How fast the growth occurs and in what directions it moves once it begins to grow is dependent on many factors, including the amount of energy involved, the configuration of the openings and the available flowpaths. When the fire begins to grow, its rate of growth can be dramatic, causing fast moving convection currents of superheated gases to move out of the structure along flowpaths. It is impossible to predict exactly when rapid fire growth will occur or how rapid the fire growth will be, but firefighters and civilians caught in the flowpath when growth occurs are likely to suffer serious harm. In order to prevent rapid fire growth, one or more of the legs of the fire triangle: heat, fuel, oxygen, must be removed. During structure fire operations, the removal of the fuel is unlikely, leaving the reduction of heat energy and the removal of oxygen as crucial requirements. Based on these facts MCFRS uses the fast water, coordinated ventilation approach to improve survivability and reduce property loss. Fast water means using the fastest, most direct method possible to put water on burning surfaces. The emphasis is on surface cooling because surface cooling is typically the least complex and most readily executed form of cooling available. Coordinated ventilation means limiting the creation of flowpaths until water is being applied to the burning surfaces. By putting water onto burning surfaces and/or by limiting the amount of available oxygen, the heat energy in compartments is reduced, the ability of the fire to grow is reduced and therefore the level of risk for occupants and firefighters is reduced. The majority of MCFRS fireground operations are in single family dwellings where there is a pressurized water supply available. There are however, two other circumstances that occur with sufficient frequency to deserve special consideration: fires in areas without pressurized water supplies (rural areas) and fires in high rise structures. A fire in a residential high rise structure is, at its core, no different from other residential compartment fires except the fire is significantly harder to reach and there are more potential occupants in danger. During a high rise fire many more people will potentially be threatened by smoke, high levels of carbon monoxide, other debilitating gases. Given the features of high rise buildings, rapid smoke spread is likely, even in the presence of modern fire protections systems. This smoke travel will most likely occur through the vertical cores of the structure such as elevator hoistways and interior enclosed stairwells.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 4 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires Fires in high rise structures begin with the same objectives as other structure fires, with the noted exception that effective smoke control becomes a significant issue. The stairwells in high rise structures can be considered a building within a building. They provide an area of refuge for people. Each open stairwell door provides a possible path for smoke and fire travel thereby reducing the safety of occupants and firefighters. For this reason, initial fire operations at residential high rise fires focus on using positive pressure fans to create higher pressures in the stairwells, with the intent of limiting smoke travel. This is consistent with the fast water/coordinated ventilation approach. It is possible that the use of positive pressure to control smoke can also provide additional oxygen to the fire. However, when pressurization is used in conjunction with limited ventilation, especially in terms of ensuring doors to the stairwell are closed, the amount of oxygen provided to the fire will remain limited. Compartment fires in rural areas are fundamentally the same as fires in urban areas. The only changes to the initial approach are how the initial water supply is developed, how it is expanded, and what water supply methods and tactics are used to support on-going operations. Those methods and tactics are discussed in the Water Supply Appendix. The fast water, coordinated ventilation approach is the designed approach for compartment fires regardless of where they occur. Execution of this approach requires the rapid establishment of a continuous water supply, strong situational awareness, effective communications, teamwork and coordination. Our organizational history demonstrates that the majority of our fires occur in the types of structures for which the SFA is optimized. Further, our history bears witness to the fact that fire operations are most effective when those working on the fireground engage cooperatively to achieve mutually complementary effects. SECTION 4. Definitions: See Appendix Q. SECTION 5. Policy: a. Standard Response Plan: The response plan for a structure fire (except a shed or detached garage) is five engines, two aerial units, one rescue squad, one EMS unit, and four command officers. At least two command officers must respond on the assignment. b. High Rise Response Plan: The response plan for a high rise structure is five engines, three aerial units, one rescue squad, one EMS unit, and four Command Officers. At least two Command Officers must respond on the assignment. c. Rural Response Plan: The response plan for a structure fire in a non-hydranted area is six engines, two aerial units, one rescue squad, three tankers, one EMS unit, and four Command Officers. At least two Command Officers must respond on the assignment.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 5 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires d. Initial Operations 1. Unit assignments for the structure fire SOP are based on order of dispatch not on “order of arrival.” 2. Structural firefighting operations must begin with the development of situational awareness - (360 degree size up) - unless the size or configuration of the structure prevents the timely completion. The size up must consider the: A. Location and status of the occupants; B. Construction type of the structure; C. Building occupancy type; D. Status of exterior exposures; E. Location of the fire; F. Likely flowpaths; G. Paths of entry and egress; H. Paths of fire extension; I. Impact of the weather, especially the wind; and J. Presence of hazards such as inground pools, arcing power lines, security bars etc. e. The first arriving Primary Unit Officer in both the front and the rear of the structure must provide an Initial On-scene Status Report (IOSR) for that side. 1. Address confirmation (only for first arriving unit); 2. The arrival side of the building; 3. The number of stories; 4. The type of occupancy; 5. Conditions evident; and 6. Any other pertinent information. f. The first Primary Unit Officer on the scene must provide a Situation Update Report (SUR). 1. The command choice (See Incident Command Appendix); 2. The status of the occupants; 3. The 2-Out (See Standby Team Appendix); 4. The incident action plan; 5. The point of entry (or area of operation); 6. The number of personnel making entry; and  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 6 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires 7. Additional resources if needed. g. The ISOR and SUR are separate reports. The SUR requires occupant status information which is likely not available when the IOSR is provided. h. The first arriving Primary Unit Officer must announce by radio if they are not able to complete a 360 degree size up. i. The first arriving Primary Unit Officer must announce the establishment of Command by radio as part of the SUR. j. Once a “working fire” is confirmed and until a stationary command post is established, incident communications must be limited to critical incident needs such as water supply and occupant status. k. An engine officer establishing tactical command should consider either passing command or establishing a stationary command at the earliest opportunity. l. Personnel must use the “fast water, coordinated ventilation” approach to structure fires. m. The status of the fire, including smoke conditions, and the stability of the structure must be continuously compared against the strategy, incident objectives, and tactics to ensure maximum effectiveness. n. Additional reports will follow the Location-Conditions-Actions-Needs (LCAN) format. o. Occupant Status 1. Occupant status is described in one of three ways. A. “The occupants are accounted for”: This means that personnel know that the occupant(s) are out of the hazard area, accounted for, and taken care of; B. “The occupants are not accounted for”: This means there is no information to suggest that all of the occupant(s) are out of the structure AND there is no information to suggest that there are any occupants in the structure. This includes situations where there are cars in the driveway or toys in the yard but no on-scene witnesses or 911 callers who advise that someone is in the structure; or C. “The occupants are known to be trapped”: This means that there are on-scene witnesses or 911 callers who advise that there are occupants inside the structure. p. Fire suppression 1. Fire suppression should begin on the lowest level of the structure where fire is present. 2. When a fire is primarily concentrated on the outside of a structure, fire suppression should begin on the outside. 3. Interior firefighting must not occur directly above uncontrolled fires in structures unless the occupants are known to be trapped and operating above the fire is required to preserve life.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 7 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires 4. Roof operations should not occur directly above uncontrolled fires. q. Attack Lines 1. Once committed to an interior attack position, the primary attack line must be provided a backup line until the fire is controlled, except as necessary to preserve life. 2. The backup line must be charged, regardless of the status of the supply line. However, the supervisor of the backup line crew should not flow the line until the initial supply line is charged, except as necessary to preserve life. 3. In general, only two attack lines should be stretched through any one opening. 4. Personnel must consider the survivability of occupants as part of the ongoing scene evaluation. r. An engine company arriving before special services must be prepared to force entry into structures. s. Basement Fires 1. Whenever a fire is determined to be below the primary entry grade, i.e., a basement fire, the initial attack must be from the exterior basement entrance if there is one and access to it is reasonable. 2. If there is no exterior basement entrance, the initial attack must use any available exterior opening, e.g., windows to darken the fire prior to any interior operation if access to it is reasonable. 3. If there are no exterior openings and the risk analysis supports an attack using the interior stair crews must do everything practical to control/remove heat and/or oxygen from the fire before initiating the attack. 4. Crews descending stairs to attack a basement fire must immediately notify Command and must be prepared to relocate to another position if they encounter: A. Flame over along the entry path not immediately suppressed by water flow; or B. High heat along the entry path not immediately suppressed by water flow; or C. Fire along the entry path not immediately suppressed by water flow. t. Whenever an interior attack is made on fire below the entry grade, only personnel essential to the fire attack are to be along the entry path. u. Stairs must remain clear for egress at all times. v. Interior Searches 1. Whenever the risk assessment supports an interior fire attack operation a search of the structure must occur as well.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 8 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires 2. The fast water, coordinated ventilation approach does not lower the priority of searching for occupants or the requirement to search. 3. Fast water, coordinated ventilation enhances the continued survival of occupants by providing additional time to search and a lower hazard exposure for both the occupants and firefighters. 4. A report that occupants are accounted for, does not remove the need to conduct a thorough search. It does, however, diminish the level of acceptable risk for search operations. 5. If the occupants are not accounted for, a greater level of risk is supported when making decisions on primary searches. 6. When occupants are known to be trapped AND personnel make a reasonable effort to ensure the occupant status information is credible, the acceptance of a high level of risk may be appropriate. 7. There are four types of searches: A. Primary: A primary search is the first search conducted. The intent of the search is to locate and remove occupants endangered by the fire. The primary search typically occurs while the fire control is on-going. B. Secondary: The secondary search is conducted after the fire is knocked down and preferably when it is possible to see in the compartments being searched. C. Directed Search: A directed search is a search of a specific area based on credible information that there is someone trapped in that area. This search type is often initiated from a position outside the structure. D. High Risk Search: Any search that occurs directly above an uncontrolled fire, or directly below an uncontrolled attic fire without the protection of a charged hoseline. 8. All primary searches and directed searches must be protected by a charged hoseline whenever possible. This means that a charged hoseline is in close proximity to those searching and immediately available to provide cooling for search crews. 9. Whenever directed searches or high risk searches are indicated: A. The Incident Commander and those searching should ensure that the information on which the search is based is sufficient to justify the risk. B. The appropriate supervisor must notify Command via radio and be acknowledged before initiating the search. 10. Personnel must not determine occupant survivability in all compartments based on the conditions in a single compartment nor may they make a blanket assumption that all spaces are occupied or survivable. 11. Searches should be prioritized as listed below:  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 9 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires A. Survivable spaces in the immediate fire area; B. The areas adjacent to the fire area; C. The floor above the fire; and D. Other areas (stairwells, elevators, balconies, etc.) 12. Whenever possible, the secondary search of any given area should not be completed by the same crews that conducted the primary search. 13. Searches must not be delayed pending the arrival of the rescue squad. 14. While the rescue squad is tasked with ensuring that a systematic search has been completed, unit officers are not relieved from searching areas as they move through the structure. w. Units taking positions at reported structure fires must avoid parking in potential collapse zones. x. Standpipe and Sprinkler Systems: 1. Standpipes must be charged immediately to the required pressure for the reported fire location. 2. Sprinkler systems must be charged immediately if they are part of the standpipe system. Otherwise, they must be charged to the required pressure when: A. Smoke or fire is visible; B. The water flow alarm sounding; or C. The officer in charge directs it to be done. y. Personnel must follow this SOP on adaptive or reduced assignments. z. Personnel must avoid doing any unnecessary damage to a structure or contents. SECTION 6. Responsibility: All personnel. SECTION 7. Procedure: *Note: Items in brackets and bold indicate that the item, observation or report is provided by radio. a. First Due Engine 1. Positioning A. Typically position on Side Alpha of the affected structure B. Leave room for aerial apparatus  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 10 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires 2. Water Supply A. [Provide layout instructions while en route to the scene] B. [Announce location of the fill site.] C. Initiate a water supply to the scene preferably using a forward lay D. [Driver should announce when their supply line has been charged] E. [The driver must advise the Incident Commander when the fire protection system(s) have been charged.] 3. Tasks A. [Announce the IOSR] B. [Announce if unable to complete 360 degree size up.] C. [Announce SUR before making entry.] D. [If the structure is a high rise announce the attack stairwell.] E. Limit the influx of oxygen F. Advance an attack line of appropriate length and diameter to locate, confine, and extinguish the fire G. [Announce when line is operating on the fire or if the fire’s location cannot be quickly determined.] H. [Announce when unexpected hazards e.g., hoarding, holes in floors, etc., are encountered.] b. Second Due Engine 1. Positioning A. Position as necessary to complete the water supply mission without hindering placement of other apparatus. B. For rural assignments, lay into the scene if first due does not. 2. Water Supply A. Ensure adequate water supply for the first due engine. B. If the first due engine takes their own hydrant be prepared to augment or correct water supply issues for them. C. For rural assignments, co-locate with first due engine and attack tanker. 3. Tasks A. For rural assignments, pump tank water to the attack tanker.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 11 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires B. Support the initial attack by ensuring the first line is in place with sufficient length and no kinks. C. Provide a backup line for the first attack line. D. Be prepared to move to another assignment once the fire is controlled. c. Third Due Engine 1. Positioning A. Typically on Side Charlie or the side opposite the first due engine B. Leave room for aerial apparatus 2. Water Supply A. [Provide layout instructions while en route to the scene] B. Initiate a water supply to the scene preferably using a forward lay C. For rural assignments, pump the clappered siamese. 3. Tasks A. Conduct size-up on Side Charlie B. [Announce the IOSR for the rear]. C. Check the lowest level of the structure and report conditions found. D. Stretch a hose line to the floor above the fire or to the most threatened exposure. E. [Announce location of hose line placement] F. Provide updates as appropriate. d. Fourth Due Engine 1. Positioning A. Position as necessary to complete the water supply mission without hindering placement of other apparatus 2. Water Supply A. Ensure adequate water supply for the third due engine. B. If the third due engine takes their own hydrant be prepared to augment or correct water supply issues for them. C. For rural assignments, pump the clappered siamese. 3. Tasks A. Support the third due engine as necessary with placing their line in service.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 12 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires B. Only commit to a position with the direction of the Incident Commander. e. Fifth Due Engine 1. Positioning A. Position without hindering placement of other apparatus. 2. Water Supply A. Ensure that ALL existing water supply operations are functional. B. With permission of Command, correct any water supply issues. C. In coordination with Command, consider strategies to augment water supply on escalating incidents that may require master streams. D. For rural assignments pump the clappered siamese. 3. Tasks A. Assume duties of the Rapid Intervention Company (RIC). B. [Announce when the RIC is in place and their location.] C. [When the correction of water supply issues will delay placement of the RIC the unit officer must notify the Incident Commander.] f. Sixth Due Engine (only on non-hydranted assignments) 1. Fill tankers and engines at designated fill site. 2. [Announce when the fill site is operational.] 3. See Water Supply Appendix for additional information. g. First Due Truck 1. Positioning A. Position on Side Alpha or as necessary to make immediate rescues. 2. Ventilation A. Coordinate ventilation with initial interior attack line. B. Do not create additional openings until interior attack line officer reports that water is on the fire. 3. Tasks A. Initiate obvious rescues for people in immediate danger and visible from the exterior of a structure. B. Assist with forcible entry as needed. C. Ensure ladders are placed for egress and/or rescues.  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE Policy and Procedure Page 13 of 16 Incident Response Policy Appendix D 07/01/2017 Structure Fires D. Ensure security bars and other impediments to egress are removed. E. Once exterior duties are completed, support interior operations on the fire floor by: i. Conducting interior searches behind the hoseline on fire floor, coordinating with Division/Group Supervisors as appropriate ii. Check for and report on extension. iii. Confine extension as possible. iv. Report location and severity of extension. v. Conduct salvage and overhaul operations. h. Second Due Truck 1. Positioning A. Position opposite the first truck company, typically on Side Charlie. 2. Ventilation A. Coordinate ventilation with initial interior attack line. B. Do not create additional openings until initial interior attack line officer reports that water is on the fire. 3. Tasks A. Ensure ladders are placed for egress and/or rescue. B. Ensure security bars and other impediments to egress are removed. C. Assist the third due engine with forcible entry if needed. D. Once exterior duties are completed, support interior operations of the third due engine in their area of operation. Duties include: i. Conducting interior searches behind the hoseline, coordinating with Division/Group Supervisors as appropriate. ii. Checking for and report on extension. iii. Confining extension as possible. iv. Reporting location and severity of extension. v. Conducting salvage and overhaul operations. i. Third Due Truck (only on high rise incidents) 1. Positioning A. Position to provide additional rescue or egress as indicated. 2. Tasks  MONTGOMERY COUNTY 24-01 FIRE AND RESCUE SERVICE