Dallas Fire Rescue Standard Operating Procedures PDF

STANDARD OPERATING PROCEDURES EMERGENCY RESPONSE DALLAS FIRE RESCUE 100.00 ACCOUNTABILITY PROCEDURES 101.00 INCIDENT COMMAND 102.00 SHIFT SAFETY CHIEF (832) 103.00 PERSONNEL ACCOUNTABILITY PROCEDURES 104.00 2 IN 2 OUT PROCEDURES 105.00 EVACUATION...

STANDARD OPERATING PROCEDURES EMERGENCY RESPONSE DALLAS FIRE RESCUE 100.00 ACCOUNTABILITY PROCEDURES 101.00 INCIDENT COMMAND 102.00 SHIFT SAFETY CHIEF (832) 103.00 PERSONNEL ACCOUNTABILITY PROCEDURES 104.00 2 IN 2 OUT PROCEDURES 105.00 EVACUATION PROCEDURES 106.00 MAYDAY PROCEDURES 107.00 RAPID INTERVENTION TEAM PROGRAM 108.00 MARKAL PAINTSTIK FOR PRIMARY & SECONDARY SEARCHES 109.00 REHABILITATION 110.00 DEMOBILIZATION 200.00 RESPONSE PROCEDURES 201.00 DRIVING PROCEDURES AND SAFETY PROGRAM 202.00 COORDINATION OF ENGINE, TRUCK, AND RESCUE UNITS 203.00 RESPONSE TO ALARMS 204.00 RESPONSE TO NATURAL GAS LEAKS AND CARBON MONOXIDE ALARMS 205.00 TRAFFIC INCIDENT MANAGEMENT 206.00 BLOCKER UNIT PROGRAM 207.00 HIGH-RISE PROCEDURES 208.00 DOWNED POWER LINE PROCEDURES 209.00 DART EMERGENCY PROCEDURES 210.00 DALLAS TRAIL SYSTEM PROCEDURES 211.00 MCKINNEY AVENUE TROLLEY 300.00 HOSTILE EVENT PROCEDURES 301.00 ACTIVE SHOOTER / HOSTILE EVENT PROCEDURES 302.00 CIVIL DISTURBANCE PROCEDURES 303.00 RESPONSE TO POTENTIAL SCENES OF VIOLENCE 304.00 POLICE ASSISTANCE AND SERVICE 400.00 SPECIAL APPARATUS AND EQUIPMENT 401.00 SPECIAL APPARATUS AND EQUIPMENT 402.00 TACTICAL USE OF THE THERMAL IMAGER CAMERA 403.00 AC HOT STICK PROCEDURES 404.00 KEY BOXES 405.00 PERSONAL PROTECTIVE EQUIPMENT (PPE) 500.00 MISCELLANEOUS PROCEDURES 501.00 BIOHAZARD CLEAN-UP PROCEDURES 502.00 FUEL DELIVERY TO EMERGENCY RESPONSE OPERATIONS  STANDARD OPERATING PROCEDURES 101.00 INCIDENT COMMAND Effective: 10/15/2012 Dallas Fire Rescue Revised: 06/08/2022 101.00 INCIDENT COMMAND A. Division/Group Aid – An individual member assigned to a division or group utilized by the Division/Group supervisor to assist with their duties. B. Defensive Strategies – Exterior mitigation efforts conducted outside the IDLH atmosphere. C. Fire Channel 1– Primary channel for radio communication with fire dispatch. D. Incident Command Post - The ICP is the location where the Incident Commander operates during response operations. There is only one ICP for each incident or event. However, the location of the ICP may change. The ICP may be located in a vehicle, trailer, tent, or within a building. The ICP will be positioned outside of the present and potential hazard zone but close enough to the incident to maintain command. E. Incident Commander (IC) –The individual who sets incident objectives and priorities and has overall responsibility and authority at the incident or event. F. Offensive Strategies – Mitigation efforts conducted within an IDLH atmosphere. G. Known Life – When it has been reported or members on scene witness savable occupants inside a structure. H. Level 1 Staging – Responding companies without a pre-assignment will stage at a nearby location in an uncommitted position, notify the Incident Commander, and remain in a standby mode awaiting assignment. Unless specified by the Incident Commander, companies will consider tactical options for access, direction of travel, and water supply when determining their staging location. I. Level 2 Staging – Responding companies without a pre-assignment, assemble at a designated location remote from the incident. J. Risk – The potential loss of life, property, and environmental harm. K. Plan of Action – Defines the objectives and strategies to stabilize or mitigate the emergency. L. Property – Structure or content that will be usable following the incident. M. Pre-determined assignments/tasks - Basic operational actions that must be addressed in the early stages of the event to ensure a successful outcome. N. Softening – Strategies taken to reduce the degree of risk to members prior to making an offensive attack at a structure fire. O. Tactical Dispatcher – A dispatcher assigned to a Fire Channel 1 for a specific incident. P. Tactical Channel (9, 10, 11, 12) – Fire ground channel used for communication Page 1 of 27  between Command and companies assigned to that incident. 101.01 COMMAND FUNCTION This section is intended to set forth the procedures for implementing and operating a Command System at the scene of an emergency. These Standard Operating Procedures (SOP) provide the basic framework for Dallas Fire-Rescue Department Incident Command; other SOPs will contain advanced Incident Command System (ICS) components. The purpose of the Command System is to provide orderly and continuous command and control for the activities of ALL responders. This command-and-control is to provide for safety, personnel accountability, and efficiency of operations. Incident Command will be utilized on all fire department incidents, drills, exercises, and other situations that involve hazards. These Standard Operating Procedures are to be used in establishing Command, operating a Command Post (CP), and developing a command structure. These procedures also outline the responsibilities of the Incident Commander and the associated duties of individuals during the operation. Although these procedures speak primarily to structure fires, and other fire related incidents, the basic components of these procedures may be utilized to manage any emergency situation. This SOP is to be applied to appropriate operations as described in both Single and Unified Command situations. Where Dallas Fire-Rescue has sole jurisdiction, the command structure will be Single. In Unified Command situations, the responsibilities of fire department operations will be performed by the Dallas Fire-Rescue Incident Commander. Our standard procedures will be influenced by the conditions presented on the emergency scene such as local conditions, company capabilities and limitations and problems characterized by the specific incident. A. Command procedures are designed to accomplish the following: 1. Ensure that a strong, direct, and visible Command will be established as early as possible in the operation. 2. Fix the responsibility for Command on a single individual through a standard identification system depending on arrival sequence of companies and/or officers. 3. Establish an effective framework outlining Command activities and responsibilities of all responders. 4. Provide a system for the orderly transfer of Command as an incident escalates and deescalates. B. Risk Management will be integrated into the Incident Command System. Each component of the system will maintain personnel safety as the highest priority. Realizing that there is an inherent risk in any emergency the Incident Commander will establish a plan of action prior to initiating stabilization or mitigation efforts. C. Practical softening tactics should be employed to reduce or eliminate identified risks. The following model will be utilized based on a risk/benefit analysis: Page 2 of 27  1. Activities that present the highest degree of risk to the safety of members will be limited to emergency rescue operations. We will risk the most to save a known life; however, these risks will only be acceptable within the confines of an organized plan. 2. We will take limited risk to save property, as part of an organized action plan. 3. No level of risk is acceptable in situations where the conditions are not compatible with victim survivability or property conservation, or where the resources needed exceed the resources available to mitigate the incident. 101.02 Incident Commander A. The Incident Commander is responsible for the Command functions at all times. As the identity of the Incident Commander changes through the transfer of Command the responsibilities of Command essentially remain the same. B. Although the individual serving as the Incident Commander may change through the transfer of Command, there will be only one Dallas Fire-Rescue Incident Commander at the scene of each incident. C. The effective functioning of Fire Department units and personnel at fires and other emergencies requires clear decisive action by the Incident Commander. A strong Command presence is essential to effective fire ground operations. D. Other responsibilities of the Incident Commander include: 1. Provide for the life safety of responders and civilians. 2. Assume Command and provide coordination of the responding units in order to or mitigate the incident and protect life, property, and the environment. 3. Establish and operate a mobile or stationary Command Post. 4. Evaluate the situation. 5. Maintain and control communications. 6. Establish a Plan of Action. 7. Develop an organizational structure and make assignments to implement the Plan of Action. 8. Review, evaluate, and revise the plan of action as needed. 9. Provide for the continuity, transfer, and de-escalation of Command. 101.03 Size-up The following size-up guidelines will be utilized for the initial report on all structure fire responses. At their discretion, Company and Chief Officers may utilize these size-up guidelines on non- structure fire incidents. A proper size-up organizes scene information and allows the Incident Commander and incoming companies to begin to assess the severity of the incident. It also helps to determine the need for additional resources. A. Size-up is an information gathering process to evaluate the scene and the extent of an incident. The size-up begins the moment the alarm is received and continues until the Page 3 of 27  incident is terminated. It should include information gathered during pre-planning, from digital sandbox, and observation made by the company officer on location. The size-up is a rapid mental evaluation of various factors and it is the foundation for the plan of action which drives fire ground decision making. B. The initial verbalized size-up on Fire Channel 1 provides information that concisely details the type of structure, the conditions found, the actions being taken and any orders for incoming companies. The following considerations should be used to develop a size-up: 1. Address: Provide a complete address of the incident for incoming companies 2. Building and/or Incident Description: Gives a complete description of the structure or incident scene to include, but not limited to; the size, construction, occupancy, and number of floors. 3. Conditions: Describe the current conditions as observed by the officer. This may include but is not limited to the location and extent of the fire, and volume and color of smoke. Utilize alpha-numeric terminology to geographically describe the incident (Alpha, Bravo, Charlie, Delta). 4. Deployment and Directives: Provides deployment strategy and mode of operation for the initial company and directives for incoming companies. 5. Extra Considerations: Describes special circumstances such as rescues, exposures, access problems, hazards, and wind conditions that affect the incident strategy. 6. The acronym CAN; Condition, Actions, Needed Resources, is a good tool to aid in providing a good size up. C. After a size-up has been provided on Fire Channel 1, Fire Dispatch will acknowledge and rebroadcast the size-up over Fire Channel 1. Any company given directions will acknowledge their assignment(s) on Fire Channel 1. Examples: 1. Engine 8: “Engine 8 is on location at 2345 Ross Avenue, with a two-story residential, wood frame with a pitched roof and composition shingles, nothing showing at this time. Engine 8 has Ross Avenue Command and will be investigating. Dispatcher repeats “Engine 8 is on location at 2345 Ross Avenue, with a two-story residential, wood frame with a pitched roof and composition singles. Nothing showing at this time. Engine 8 has Ross Avenue Command and will be investigating.” 2. Engine 8: “Engine 8 is on location at 2345 Ross Avenue, with a two-story residential, wood frame with a pitched roof and composition shingles. Fire and heavy black smoke showing from the Delta side window on the first floor. Engine 8 is passing command making a Quick Attack, Engine 3 bring water.” Dispatcher repeats - “Engine 8 is on location at 2345 Ross Avenue, with a two-story residential, wood frame with a pitched roof and composition shingles. Fire and heavy black smoke showing from the Delta Page 4 of 27  side window on the first floor. Engine 8 is passing command making a Quick- Attack, Engine 3 bring water.” Engine 3 acknowledges “ Engine 3 received bring water” D. The first company officer to arrive on-scene will give a complete size-up of the incident scene using the Fire Ops. Channel. If the first arriving officer utilizes the Quick Attack Mode, the next arriving company officer will assume command and provide an updated size-up. E. The first arriving Battalion Chief will give an updated size-up upon arrival, assume command and obtain a CAN report from the IC at the first available opportunity. F. The second arriving Battalion Chief will give an updated size-up and assume the role of safety officer. G. The Deputy Chief will give an updated size-up upon arrival, assume command and obtain a CAN report from the IC at the first available opportunity. H. With each additional alarm, Command will give an updated size-up at the time that the extra alarm is requested. I. Verbal size-ups paint a picture of current on-scene conditions and can be used to give assignments to incoming units. The initial verbal size-up is a key responsibility of the first- arriving company officer. J. The initial actions at an incident set the stage for the remainder of the incident. A proper size- up allows incoming companies to fully understand their roles and what is expected of them. Strong command and control established early on at incidents helps reduce anxiety and diminish free-lance activity. K. Ongoing size-ups will be obtained from each Division at a minimum of every 20 minutes. On multiple alarm fires and complex incidents when a Tactical Dispatcher is assigned, a prompt will be provided if an updated size-up is not received. Command will broadcast an updated size-up over Fire Channel 1 and the Tactical Channel to include, at a minimum, the current conditions, actions taken, and the resources status. 101.04 Developing a Plan of Action and Defining a Mode of Operation A. All Dallas Fire-Rescue incidents require an established Plan of Action. The scope and complexity of the plan will vary depending on the nature of the incident. The first arriving Incident Commander shall establish the initial Plan of Action. The Plan of Action will be documented on the command board or tactical worksheet and briefly stated over the Tactical Channel. The plan will be reviewed and evaluated continuously and revised, if necessary, throughout the incident. B. Due to the complexity and increased number of units assigned to a structure fire response, different Modes of Operation will be utilized at structure fire incidents. These standardized modes will facilitate quick and efficient communications for initial companies on the scene. C. The first arriving Incident Commander will take one of these actions based on the initial size-up of the incident and report their specific action when reporting out. Page 5 of 27 D. Modes of Operation: 1. Investigation Mode: Incidents requiring investigation by the first arriving Company Officer. The first arriving Company Officer normally will go with his company to investigate the situation, while utilizing the portable radio to communicate. The Incident Commander will communicate with on-scene companies using the Tactical Channel, but be able to communicate, if needed on the Fire Channel 1. Companies will proceed according to SOP ERB 101.5.B or C. 2. Quick Attack Mode: Incidents which require immediate action to rescue known life, preserve property and prevent fires from advancing to uninvolved areas of the structure. Example: report of people inside and when quick action will substantially improve the outcome of the incident. When a fast, offensive attack is critical, companies will proceed according to SOP ERB 101.5.C. The first arriving Officer will take part in the attack and transfer incident Command responsibilities to the next arriving officer. The next arriving company officer will take command until relieved by the first arriving Battalion Chief. This mode should not last more than a few minutes and will end with: a. Objective(s) achieved, and the initial arriving officer assumes Command. b. Objective(s) have not been achieved and the next arriving Officer assumes Command. c. Objective(s) cannot be achieved, and the company officer has decided to abort, and he/she assumes command. 3. Command Mode: Incidents, by virtue of their size, complexity, or potential for rapid expansion, require immediate, strong, and direct Command. In such cases, the Company Officer will initially assume a safe Command position outside the structure, and maintain that position until relieved by a higher-ranking officer. When the first unit arrives on the scene and announces that he/she is “Assuming Command,” all other responding units will proceed according to SOP ERB 101.5.B. E. The officer establishing Command will remain the Incident Commander until the incident has been terminated, command has been transferred to a higher-ranking officer, or during incident de-escalation. If Command is passed up the chain of command during the incident, it shall be passed down the chain upon de-escalation of the incident. This ensures a continuity of command in maintaining the integrity of the incident commander through the duration of every incident. Command shall make assignments and assemble a command structure proportional to the needs of the incident and the resources available. F. Incident Strategy: 1. Defensive strategies are indicated when a fire is in the advanced stage and the Page 6 of 27  structural integrity appears to be compromised, particularly when engineered structural components are suspected, no reports of known life trapped inside, and minimal property conservation possible causing the risk to be greater than the benefits. 2. Offensive strategies are indicated when the Incident Commander has determined there is an acceptable level of risk to conduct such activities. The following action MUST be taken prior to initiating offensive strategies: a. Size up b. Command established (unless passing command for a quick attack). c. 360 performed by either the first arriving company officer, a later arriving company (when assigned by the first arriving company) or the first arriving Battalion Chief/Command Technician. d. Risk Benefit Analysis completed e. Plan of Action developed f. Safety Officer designated g. Rescue Team in place (2 in 2 out) h. The decision is communicated clearly on the Tactical Channel and Fire Channel 1. 3. No attack strategies are necessary when conditions pose an undue threat to firefighters, such as a potential boiling liquid expanding vapor explosion (BLEVE) and warehouses containing poisons, pesticides, and hazardous materials. Focus will be on evacuation efforts. 101.05 Pre-determined Assignment and Task List A. Pre-determined assignments/task list address basic operational actions that must be managed in the early stages of the incident to ensure a successful outcome. B. 1 – Alarm Structure Fire (Non-High-Rise) with nothing showing, and all companies are asked to continue emergency response. 1. 1st Engine a. Proceeds to the front of the structure b. Provides an effective size-up using CAN (Conditions, Actions, Needs) c. Operates in the investigation mode and assumes Command 2. 2nd Engine a. observes level 1 staging Example: 2nd due Engine stages at an appropriate hydrant to provide a permanent water supply if needed. 3. 3rd Engine a. observes level 1 staging Page 7 of 27  b. Example: 3rd due Engine stages at an alternate hydrant to provide an alternate permanent water supply if needed. c. Be available to assist with the investigation if instructed to do so by Command. 4. 1st Truck a. Proceed to front of structure or other appropriate position as determined by officer that will provide a tactical advantage should the incident progress. 5. 2nd Truck a. observes level 1 staging 6. 1st Battalion Chief (BC) a. Proceed to the structure and position in a location that provides for the setup of a Command Post (CP) and provides access for responding apparatus. 7. 2nd Battalion Chief a. observes level 1 staging Example: Stages at a nearby location ready to assume the role of Incident Safety Officer (ISO). C. 1- Alarm Structure Fire (Non-High-Rise) with smoke or fire showing 1. 1st Engine a. Size up using the CAN template. b. Determine the proper attack line to deploy and request the 2nd engine to bring water c. Conduct a 360 of the structure, when possible. Exceptions must be noted (Example: a large commercial structure). When such an exception is noted, all efforts should be made to have a 360 completed ASAP by later arriving personnel 2. 2nd Engine a. Bring water as directed by 1st arriving engine company or IC. b. Deploy a backup-line. 3. 3rd Engine a. observes level 1 staging Example: Locates and stages by an alternate hydrant and notifies Command of location and requests an assignment. Assignments/Tasks may include: i. Search and Rescue ii. Assist with fire attack iii. Deploy a backup line Page 8 of 27  iv. Establish Rapid Intervention Company (RIC) v. Ventilation 4. 1st Truck a. Proceed to the location and position in a manner that provides for tactical advantage. b. Address the following Tactical Considerations i. Search and Rescue ii. Forcible Entry/Exit iii. Ladder Placement (Aerial and Ground) iv. Ventilation v. Salvage/Overhaul vi. Utility Control 5. 2nd Truck a. observes level 1 staging 6. 1st Battalion Chief (BC) a. Proceed to the scene and provide a complete size up using the CAN Template. b. Establish Command (Command Tech will setup CP) c. Complete a 360 of the structure, if one has not already been conducted, or as conditions warrant. d. Give assignments to staged companies 7. 2nd Battalion Chief a. Proceed to the scene and provide an additional size up using the CAN Template b. Function as the Incident Safety Officer (ISO). c. Acknowledge assignment as ISO on the Fire Ops. Channel. 101.06 Plan of Action A. Operational Priorities 1. First Priority – Life Safety a. Until potential life hazards have been controlled, the preservation of life and health of ALL at the incident, firefighters and civilians will take priority. 2. Second Priority – Incident Stabilization a. These are the activities that will control, and therefore minimize, the impact of the incident on the surrounding area. 3. Third Priority - Property Conservation a. Property conservation places the focus on achieving our objectives while reducing property damage. B. The operational priorities detailed above are listed in the order of importance to assist the Page 9 of 27  Incident Commander with determining the order of fire ground activities. The acronym RECEO is one way of remembering these priorities: (R) Rescue, (E) Exposures, (C) Confinement, (E) Extinguishment and (O) Overhaul. Ventilation and salvage operations may be incorporated into the strategy to augment the fire ground priorities. C. When necessary, the Plan of Action will make a provision for the control of access to the site of the emergency. A perimeter should be established to limit access to a hazardous environment thereby increasing the safety of civilians and members of the Dallas Fire- Rescue Department. D. The Plan of Action Defines the objectives and strategies to stabilize or mitigate the emergency. E. Once the Plan of Action has been formulated, a clear statement of the objectives must be communicated to all companies involved in the incident. The plan must be continually reviewed and evaluated to determine if objectives are being met or if the plan needs to be revised. F. The Incident Commander will perform an on-going evaluation of conditions and the effects of the Plan of Action. According to this evaluation the Incident Commander will make adjustments to the strategy, Plan of Action, and organization. 101.07 Assume / Transfer Command A. The first Company Officer or Chief Officer to arrive on the scene will assume and retain Command until relieved by a ranking officer within the following guidelines: 1. The first arriving Company Officer will automatically assume Command until properly relieved unless the officer initiates the Quick - Attack Mode. In the Quick - Attack Mode, Command MUST BE assumed by the NEXT officer to arrive at the scene. 2. When on-scene, the Battalion Chief will automatically assume Command following the transfer of Command procedures preferably done face to face; however, the radio should be utilized if operational efficiency necessitates. 3. When on-scene, the field Deputy Chief (806/807) will automatically assume Command after transfer of Command procedures have been completed. 4. Assumption of Command is discretionary for the Fire Chief, Assistant Chief, or other higher-ranking staff chief officers. B. Notification of change of Command will be given over the Tactical Channel ASAP. Within the chain of command indicated above, the actual transfer of Command will be regulated by the following procedures: 1. An arriving ranking officer who assumes Command will have a meeting with the officer being relieved, face-to-face, when possible, before command is transferred. Page 10 of 27  At a minimal the following information should be shared, then Acronym CAN: a. Conditions (event location and effectiveness of control efforts) b. Action Plans (strategy and assignments of operating companies) c. Needed Resources (appraisal of needs or resources on hand) C. The officer assuming Command will utilize the officer relieved of Command as needed within the organizational structure. 101.08 Command Post Operation A. When a Command Post is established, it will be identified by the geographical location of the incident followed by the word Command. (e.g., “Live Oak Command”, “City Place Command”) B. At smaller incidents (4 companies or less) the Incident Commander may be mobile or establish a stationary Command Post based on the complexity of the incident. Until a Command Post is established, the Incident Commander will retain his company radio designation. Once a Command Post has been established, the Command Post radio designation will be “Command” and the Incident Commander will retain his/her company radio designation (e.g., Battalion 10, Truck 4-A). C. At large incidents (5 companies or more) such as a one-alarm structure fire or greater, the first arriving Battalion Chief will establish a stationary Command Post and assume Incident Command. The Incident Commander will remain at the command post except when conducting the initial 360, or when conducting periodic situational awareness surveys of the incident. When conducting periodic situational awareness surveys, the Command Post will be constantly staffed by either the Incident Commander, or a Command Technician, who will facilitate Command operations. Incident Commanders will not remain in the mobile mode of operation throughout the duration of the incident. D. At multiple alarm incidents a stationary Command Post will be established, and the Incident Commander will remain at the Command Post. As soon as appropriate , Division Supervisors should be put in place, to assist with the management of the incident and span of control. The Incident Commander will utilize the Command Technicians to facilitate Command operations, assist with radio communications, and liaison with other arriving support personnel. E. The purpose of a Command Post is to coordinate operations, simplify communications procedures, perform logistical tasks, and assist the Incident Commander and other Chief Officers with personnel accountability and the management of the other numerous incident activities. F. Establishing the Command Post (CP): 1. For small incidents the CP should be established in a location to focus on the Page 11 of 27  incident. As the organizational structure increases the need for the CP to be in close proximity decreases. The CP should not interfere with apparatus movement. The location of the CP will be announced on Fire Channel 1 and the Tactical Channel. 2. As soon as the site for a CP is determined at multiple alarm and high-rise incidents, the location will be announced on Fire Channel 1 and the Tactical Channel. 3. Dallas Fire-Rescue staff officers and other agencies are required to check in at the Command Post, (e.g., Police and Utilities). 4. The Command Post will be identified by a green strobe light mounted to the command vehicle if a chief’s vehicle or Command 1 is used. Unless safety dictates otherwise, all other vehicle emergency lighting will be turned off. 101.09 Communications A. Command will monitor the Tactical Channel and control on-scene communications at incidents, excluding exceptions outlined below for structure fire incidents. 1. All on scene assignments given by the Incident Commander should be either on the assigned Tactical Channel or face-to-face. If assignments are given face to face, they will be broadcast over the Tactical Channel and documented on the command board. B. When the first-arriving Incident Commander arrives on the scene of a structure fire incident, the initial verbalized size-up will be given on Fire Channel 1. The Incident Commander will communicate with on-scene companies on the Tactical Channel but ensure communication is monitored between both Fire Channel 1 and Tactical Channels. C. Company Officers will monitor the Tactical Channel on portable radios while en route to an incident. Upon arrival all individuals will monitor the Tactical Channel. Command will monitor both the Tactical Channel and Fire Channel 1. D. All on-scene communications (including Investigators, Inspectors, and Group/Division Supervisors) will be on the Tactical Channel. All communications with Fire Dispatch will be on Fire Channel 1. E. The term “Emergency Traffic” will be used to notify personnel that all radio use will be discontinued while the member requesting emergency traffic relays messages concerning imminent hazards. F. When a Company or Firefighter(s) becomes trapped, discovered missing, or for any other reason a hazardous or life-threatening situation occurs, the Company Officer, Team Leader, or Firefighter will utilize the portable radio and immediately make a verbal request over the radio for “Mayday – Mayday – Mayday.” (Reference Dallas Fire-Rescue Mayday Procedures for specific procedures). G. As needed, the Incident Commander can assign additional Tactical Channels for use among and/or within Branches or Division/Groups. Page 12 of 27  H. If there is a collapse hazard or other, potential, or actual threatening events, an emergency evacuation should be called for. 101.10 Standard Descriptions of the Incident Scene A. Low-rise or Single level Incidents: Proceeding in a clockwise manner, the front of the incident is called Alpha or Alpha Division. The left side of the incident as you face the front is called Bravo or Bravo Division. The rear or backside is called Charlie or Charlie Division. The right side as you face the front is called Delta or Delta Division. The corner or geographical area between the Divisions will be referred to by utilizing a combination of the two divisions. The front left corner is referred to as the Alpha-Bravo corner. The rear left corner is referred to Bravo-Charlie corner. The rear right corner is referred to as the Charlie- Delta corner. The front right corner is referred to as the Delta-Alpha corner. B. Exposures will be referred to by their respective geographical divisions as illustrated in the diagram below: Multi-level Incidents: The sides of the incident will be divided in the same manner as a low-rise incident with the addition of numerical identification of floor numbers. The front of the incident on the 4th floor is called Alpha Division 4. The left side of the incident as you face the front is called Bravo Division 4. The rear of the structure is called the Charlie Division 4. The right side as you face the front is called Delta Division 4. The corner or geographical area between the Divisions will be referred to by utilizing a combination of the two divisions. The front left corner is referred to as the Alpha-Bravo corner Division 4. The rear left corner is referred to Bravo-Charlie (BC) corner Division 4. The rear right corner is referred to as the Charlie-Delta (CD) corner Division 4. The front right corner is referred to as the Delta-Alpha (DA) corner Division 4. Page 13 of 27 101.11 Develop an Incident Command System and Make Assignments A. The Incident Commander is responsible for developing an Incident Command System (ICS). This organization must be flexible to meet the dynamic nature of emergency responses. The Organization will be designed to address the strategies and tactics defined in the Plan of Action. B. The Incident Commander will be responsible for ordering additional resources as needed. C. The Incident Commander will consider personnel qualifications and experience while making assignments. D. During the development of the Incident Command System and while assigning resources, special consideration will be given to: 1. Incident Safety (Incident Safety Officer) 2. Accountability 3. Rest and Rehabilitation 4. Standby Medical Units E. At large incidents (5 companies or more) such as one alarm structure fire or greater, the Incident Command System will include a designated Incident Safety Officer. At smaller incidents (4 companies or less) the Incident Commander may perform the role. F. During incidents involving mutual aid, a liaison officer will be assigned to interface between the Incident Commander and mutual aid companies. G. The Incident Command System has seven levels, which may be employed by the Incident Commander. Levels to be utilized will depend upon the size and nature of the incident, available resources, and the Plan of Action. These levels are: 1. Incident Command 2. Sections – Commanded by a Section Chief. Sections Operations, Logistics, Planning, Finance, and Intelligence. Page 14 of 27  3. Branch - Commanded by Branch Director. A Branch is a geographic area or function formed when the supervisor’s span of control is exceeded or is limited due to geographic limitations. 4. Division/Group - Commanded by Division/Group Supervisor. A Division is a geographical area while a Group is a functional task. Companies can work in either a Division or Group. 5. Company - commanded by a Company Officer. Generally, an Engine, Truck or Rescue Company. 6. Team – A group of Individual Responders operating as a Team but not representing the complete Company or comprised from one Company. An example is the Two In/Two Out Team during Two In/Two Out operations. 7. Single Resource - The Individual Responder H. As a rule of thumb, Span of Control is between three and seven reporting units, with the optimum being five. 101.12 Staffing A. Command Staff The Incident Commander may have Command Staff consisting of a Public Information Officer, Safety Officer, and/or Liaison Officer. 1. Incident Commanders will utilize Public Information Officers to provide communication with news media on emergency scenes. Incident Commanders are urged to use members trained in the role of Public Information Officer (PIO Officers and/or Arson Investigators) 2. At large incidents (5 companies or more) such as one alarm structure fire or greater, the Incident Command System will include a designated Incident Safety Officer. At smaller incidents (4 companies or less) the Incident Commander may perform the role. 3. A Liaison Officer will be assigned to interface between the Incident Commander and non- Dallas Fire-Rescue representatives (e.g., utility companies, private contractors, business owners, and/or mutual aid). B. General Staff - Sections 1. Sections are the organizational level which addresses the major functional areas. These functions include Operations, Planning, Logistics, Finance, and Intelligence. As the incident dictates, the Incident Commander can designate Sections and assign Section Chiefs as needed. The term Section Chief refers to the position and is not rank specific. 2. Section Chiefs will be responsible for command and control of their respective Section. The Section Chief will designate Branches and/or Division/Groups as Page 15 of 27  needed and assign Branch Directors and/or Division/Group Supervisors as the incident dictates. The Section Chief will request needed resources from Command. a. Section Chiefs will be responsible for procuring resources needed by the next lower level of command. b. Section Chiefs will not make assignments that will undermine company integrity. 1) Operations may include but is not limited to: a) Fire Suppression b) EMS Rescue 2) Planning may include but is not limited to: a) Situation information b) Documentation c) Technical assistance d) Research 3) Logistics may include but is not limited to: a) Communications b) Medical Supplies c) Food d) Sanitation e) Shelter 4) Finance may include but is not limited to: a) Time Records b) Procurement c) Compensation d) Cost 3. Section Chiefs will maintain an awareness of assignments for accountability purposes. 4. Additional information on General Staff positions and responsibilities can be found in the Dallas Fire-Rescue Advanced Incident Command Procedures. 101.13 Staging of Resources Staging is a systematic and predetermined method of controlling entry of companies into an incident scene. Staging places uncommitted companies in a readily available location, prevents excessive congestion of personnel, allows the Incident Commander to assign companies in an orderly manner, and limits freelancing on the fire ground. A. Level 1 Staging 2. Applies to multiple company responses on one-alarm non-high-rise incidents. 3. The first arriving Engine, Truck, and Battalion Chief will proceed directly to the incident location. 4. Unless otherwise directed, all other assigned companies will stage at a nearby Page 16 of 27  location in an uncommitted position, notify the Incident Commander, and remain in a standby mode awaiting assignment. Unless specified by the Incident Commander, companies will consider tactical options for access, direction of travel, and water supply when determining their staging location. 5. If Command is passed by the first arriving engine, utilizing the Quick Attack Mode, and there is no permanent water supply established, the closest engine will establish a permanent water supply to the first engine. If there is doubt as to which engine is closest, Company Officers will take the initiative and announce their location and actions being taken. The third arriving Engine and second arriving Truck will stage unless otherwise directed by the Incident Commander. 6. If at the scene of a working incident a staged company has not been given an assignment within a reasonable period of time, the Company Officer shall contact Command and re- advise them of their stand-by status. 7. These staging procedures attempt to reduce radio traffic, but should in no way reduce effective communications or the initiative of officers to communicate. If staged companies observe any situation that requires immediate action, they will advise Command of the conditions and their actions. B. Level 2 Staging 1. Level 2 Staging will be automatically utilized on multiple-alarm incidents or anytime the Incident Commander determines it would be advantageous to place uncommitted companies in a remote location from the incident. 2. The Incident Commander or his command Tech will designate a Staging Area location and Command Post location at the time the multiple-alarm response is requested. a. The location will be identified by street address or cross streets and any specifics such as “in the parking lot”. b. The Staging Area location should be at least one city block from the incident, have sufficient parking, an unrestricted route to the incident scene, free of the possibility of falling debris, and distinctly remote from the command post. 3. Unless directed otherwise, companies will proceed to the Staging Area location, report face-to-face their arrival to the Staging Area Manager and then remain with their apparatus ready for deployment. 4. Companies may not actually stage on rapidly escalating first and second alarm incidents at first if the Incident Commander is able to assign companies as fast as they arrive. However, to prevent being overrun by unassigned companies, Incident Commanders must designate a staging location on all multiple alarm incidents. 5. Level 2 Staging will be considered on any incident involving hazardous materials simply to avoid collecting a large group of personnel in a dangerous area. 6. Fire Dispatch will notify responding companies on the Fire Ops. Channel and Page 17 of 27  the Mobile Data Computers of the designated Staging Area location. 7. Fire companies, the Air Unit (829), and the Canteen (896) will report to the Staging Area and check in with the Staging Area Manager, who will update command. Chief Officers and staff support will report directly to the Command Post. 8. Unattended DFR units in the Staging Area will be shut down. C. Staging Area Manager The company officer on the first unit to arrive to the staging area will serve as the Staging Area Manager until relieved or their company is given an assignment from Command. The Staging Area Manager position may be staffed by an EMS SDO on a second alarm or a Command Technician upon the discretion of the Incident Commander. When the Company Officer is given an assignment by Command, the next arriving Company Officer will assume the duties of Staging Area Manager until relieved or until their company is given an assignment by command. Incident Commanders should give strong consideration to assigning an entire company to this function to maintain personnel accountability/integrity. 1. The Staging Area Manager will: a. Advise Command when the Staging Area is functional and maintain an accounting of fire companies assigned in the Staging Area. b. Maintain companies in the stand-by mode and ensure radios are monitored at all times. c. Assign companies as requested by Command, taking into consideration the apparatus characteristics and the task to be performed. d. Confirm company assignments with Command, so Command can accurately maintain accountability on the tactical work board. e. When given assignments, Command will inform the Staging Area Manager to direct companies where and whom to report. f. Consider establishing additional staging areas if needed and delegating Staging Area Manager responsibilities for those additional areas to other crew members. 101.14 Mission Statements and Progress Reports A. Mission Statements define specific tasks a person or group of persons is to perform. B. Progress Reports are announcements made to the Incident Commander that a specific assignment has been completed or cannot be completed. C. The following are accepted mission statements with associated progress reports. Functional groups will be constructed by the Incident Commander to meet the needs of the incident. As such; the roles of those groups should not be limited to this listing. 1. Fire Attack (Attack): The mission of attack is to coordinate fire suppression efforts by tactically placing and directing attack lines to seek out and extinguish Page 18 of 27  all fire in the area assigned and to provide feedback to command. a. Attack’s Progress Reports: “water on the fire”, “fire knocked down”, “unable to contain fire.” 2. Search: The mission of search is to coordinate search efforts in the area assigned. If no specific area is given, then search is responsible for searching the entire building. a. Search’s Progress Reports: “victims found”, “primary search complete”, “secondary search complete.” 3. Back-up: The mission of back-up is pulling and strategically placing protective lines to protect interior operating crews. a. Back-up’s Progress Reports: “back-up in place.” 4. Ventilation (Vent): The mission of vent is to remove or channel the products of combustion, mechanically or naturally, from the fire structure. a. Vent’s Progress Reports: “vent complete”, “unable to establish ventilation” 5. Exposure: The mission of exposure is to prevent the spread of and extinguish any fire in the assigned area. This may apply to an interior and/or exterior exposure. a. Exposure’s Progress Reports: “exposure covered”, “unable to protect exposure.” 6. Overhaul: The mission of overhaul is to ensure that the fire is completely extinguished a. Overhaul’s Progress Reports: “overhaul complete”, “overhaul incomplete.” 7. Salvage: The mission of salvage is to protect as much material within the structure as possible from the effects of the fire, its by-products and suppression efforts. a. Salvage’s Progress Reports: “salvage complete,” “loss stopped” 8. RIT/RIC: The mission of RIT/RIC is to search for and remove trapped or injured firefighters. a. RIT/RIC’s Progress Reports: “RIT established”, “crew located” and “crew outside.” 10. Rehab: The mission of Rehab is to evaluate the physical wellbeing of firefighters at an incident. a. Rehab’s Progress Reports: “Rehab established”, “Rehab has two companies ready for assignment.” 11. Staging: The mission of staging is to position uncommitted companies in a remote location that allows easy access to the incident. a. Staging’s Progress Reports: “Staging Established at Forest & Audelia, Page 19 of 27  Engine 37 is Staging Area Manager” 12. 2 In/2 Out: The mission of 2 In/2 Out is to be prepared for entry to assist any crew operating inside the structure. Used to satisfy 2 In/2 Out prior to RIC arrival. a. 2 In/2 Out’s Progress Reports: “Two-Out in place” New missions and Progress Reports can be created on scene as needed to address the incident. Responsibilities remain the same. Progress Reports will be given frequently to Division Supervisors and/or Incident Command. This will allow officers to maintain situational awareness and adjust operational strategy as needed. Officers will provide any additional information relevant to completion of their assigned task. 101.15 Incident Risk Management A. This document is set forth to provide Dallas Fire-Rescue Department’s members with a risk assessment and management tool during fire ground operations. Though the mission of the Fire Department involves response to emergency incidents, we recognize that risk assessment and management is paramount to assure the safety of our members as well as the citizens we serve. B. The purpose of a risk assessment is to provide the Incident Commander with vital information needed to provide for the safety of his/her members and to develop the plan of action. It is impossible to develop an adequate plan without performing a risk assessment. Furthermore, without taking the time to perform the risk assessment, the IC could potentially be placing emergency responders in unnecessary jeopardy. C. A risk assessment is to be conducted by the Incident Commander prior to any member entering an IDLH environment. The information gathered from the risk assessment will weigh heavily on the Incident Commander’s decision to deploy offensive or defensive strategies. The Incident Commander should only deploy aggressive strategies when the benefits outweigh the risks. 101.16 Reading the Structure A. Structural collapse is one of the greatest risks to fire fighters during offensive fire attack. The ability to predict a collapse is a critical risk assessment skill that can save your life. Factors to consider when assessing collapse potential, look at structure type, determine structural involvement, visualize, and trace the loads, evaluate elapsed time, predict, and communicate the collapse potential. B. Structure Type – During the initial size-up we will communicate utilizing standard language to classify the structure types. Page 20 of 27  1. Type 1 (Fire Resistive) structures are constructed of concrete and protected steel (steel coated with a fire-resistant material, most often a concrete mixture), and are designed to hold fire for an extended amount of time to keep the fire at bay in the room and/or floor of origin. 2. Type 2 (Non-Combustible) constructions are typically found in new buildings and remodels of commercial structures. The walls and roofs are constructed of non- combustible materials. Specifically, walls are usually reinforced masonry or tilt slab, while roofs have metal structural members and decking. The top of these roofs is often covered with lightweight concrete, foam, an insulated membrane, or a combination of these materials. Because most of these buildings are newer builds, they’re usually up to code and include fire suppression systems. Because metal roofs may fail with heat—not just from direct fire—expect early collapse, especially in some of the larger buildings that have a substantial fire load. 3. Type 3 Type (Ordinary) - they have non-combustible walls and a wood roof. Older construction buildings may consist of unreinforced masonry and have a conventionally framed roof, while newer buildings will have lightweight roof systems supported by reinforced masonry or tilt slab. The most common types of roof systems in a commercial setting of this type of construction include parallel cord truss and panelized roof systems 4. Type 4 (Heavy Timber) - construction is found in older buildings and utilizes large dimensional lumber for structural members and interior elements. These buildings hold up well under fire conditions, but it’s critical that firefighters not feel a false sense of security, as these buildings are often poorly maintained, or have termites and/or weathering issues that can contribute to an earlier-than-expected collapse. 5. Type 5 (Wood Frame) -Type 5 construction is found in many modern homes. The walls and roofs are made of combustible materials—most commonly wood. If the walls are wood framed, the roof usually is as well. Rooftops are ceramic tile or asphalt shingles placed over lightweight trusses and OSB. C. Determine Structural Involvement –Indicators of structural involvement include but are not limited to fire in concealed spaces, content fires in an unfinished basement, attic fires, heated exposed beam (s) or truss (es). Less obvious indicators include dark grey or black smoke venting under pressure from structural seams, ridge boards, eaves, and attic vents. Also be aware that unfinished wood that is being rapidly heated emits a brownish smoke. D. Visualize and Trace the Loads – The idea is to scan the building and to trace the loads to the ground. In doing so, one is able to determine if any building component is carrying loads that it was not intended to carry. Some key points of interest are excessive load at points of connection, structures where the occupancy recently switched, presence of trusses, void spaces, newer interior stairs and parapet walls. Page 21 of 27  E. Evaluate Elapsed Time – There are a number of variables that make it impossible to stamp at time frame that would cover the collapse risk for all structures. However, we should be knowledgeable of a few factors that contribute to risk associated with elapsed time, and they are: 1. Low material mass or high surface-to-mass ratio 2. An imposed load: loads that are not permanent and can be variable. 3. Higher BTU development (High Fire Load) 4. Age and condition of the structure 5. Firefighting impact loads (water accumulation, firefighter’s weight, forcible entry, etc.) 6. Building under construction or renovation 7. Brown or dark smoke from light weight wood products F. Communicate the Collapse Potential – Recognizing the collapse potential is critical but is insignificant if not communicated to Command. All members are expected to communicate their concerns to their Division Supervisor who should relay them to Command. 101.17 Reading Smoke A. Smoke leaving a building has four key attributes that should be evaluated: volume, velocity, density, and color. 1. Volume – Sets the stage for understanding the amount of fuel that is off gassing in a given space; however, it does not tell you the full story regarding interior fire conditions. 2. Velocity - The speed at which smoke is leaving the structure is an indication of the pressure within the building. From a fire behavior point of view there are two primary causes of smoke pressurizing in a building: heat or smoke volume. Smoke that exits at a high velocity because of heat will rise and then slow gradually. When the smoke velocity is caused by the volume being restricted, it will immediately slow down once it exits the building and become balanced with the outside airflow. 3. Density – Density refers to the thickness of the smoke. While velocity can help you understand much about the fire such as how hot it is and its location, density tells you how bad it’s going to be. Since smoke is fuel capable of burning, the thickness of the smoke can forecast the degree of violence associated with the next event (e.g., flame over, roll over, flashover, etc.). Thick, black smoke in a compartment can reduce the chance of life sustainability, thus the possibility of rescuing a survivable victim can greatly diminish. 4. Color – For several years it has been thought that the color of smoke is a good indicator of what was burning; however, color is only reliable when dealing with a single fuel source. B. Another important smoke observation is whether the smoke is turbulent or laminar: Page 22 of 27  1. Turbulent – smoke indicates several hazardous conditions inside the structure. Turbulent smoke is a strong indicator that a flashover is imminent. 2. Laminar smoke flow – a smooth movement of smoke indicates early or free burning stage. C. Understanding the impact of heat on content of a fire and the associated changes in the smoke that is being released, enables one to determine the direction of fire spread. As smoke leaves an ignited fuel, it heats up other material and the water moisture from that material can cause black smoke to turn gray and even white over a distance. Therefore, fast-moving white or gray smoke in front of black smoke is a good indicator of the direction of travel of the fire. Reading the smoke is a three-step process: Step 1: View the volume, velocity, density, and color of the smoke and compare the differences in the attributes from each opening from which smoke is exiting the structure. Utilizing your understanding of smoke behavior, you should have a strong understanding of fire size, location and its spread potential and should alert you to any warning signs. Step 2: Analyze environmental and other contributing factor that can affect the volume, velocity, density, or color of the smoke. Such factors as wind direction, temperature, and size of the compartment can change these attributes. Step 3: Determine the rate of change of each attribute. In a rapidly changing environment with attribute changing before your eyes, it is likely that firefighters may be trapped or injured by fire spread. This is also a good indication that entry should not be made until after the structure has been ventilated, rescue teams are in place, and the Incident Commander has established and communicated the Plan of Action. D. As the fire transitions, so should our firefighting tactics. Strong consideration should be given to transitioning to defensive strategies as the structure starts to be consumed by the fire, elevating the risk to firefighters, while decreasing the probability of saving lives and property. 101.18 Risk Assessment Risk Assessment for Firefighting activities shall include at a minimum, an evaluation of the following: A. Building Characteristics 1. Construction type and size 2. Structural condition 3. Occupancy and/or contents B. Fire Factors Page 23 of 27  1. Location and extent of fire 2. Estimated time of involvement C. Smoke Conditions 1. Volume 2. Velocity 3. Color 4. Density D. Risk to Occupants 1. Known or probable occupants trapped 2. Probability of occupant’s survival E. Firefighting Capabilities 1. Available resources 2. Operational capabilities and limitations 101.19 Acceptable Levels of Risk A. No level of risk is acceptable in situations where the conditions are not compatible with victim survivability or property conservation, or where the resources needed exceed the resources available to mitigate the incident. B. A low level of risk is acceptable when the conditions have advanced, and no known life is confirmed. C. Medium level of risk is acceptable when there is a high probability of success and life safety, or property conservation efforts are needed. D. High level of risk is acceptable only with confirmation of the realistic potential to rescue endangered known life. E. Evaluation of safety conditions shall be on-going and a part of all tactical and strategic decision making at an incident or training session simulating incident conditions. The communication of safety related information is required by all members. F. The Incident Commander and Division Supervisors at the scene of an emergency shall consider all safety related information, voiced by any member, as soon as practical. 101.20 Responsibility A. All members should be comfortable relaying safety concerns to their immediate supervisor. The questioning of orders or directives shall address a stated concern, therefore giving the supervisor information to assess the question. Members will be responsible for: 1. Their own safety as well as the safety of those working with them. 2. Communicating unsafe actions. Page 24 of 27  3. Reporting unsafe actions to their immediate supervisor or most accessible supervisor. 4. Maintaining a knowledge of safety related SOPs and standard practices, as to minimize the potential for injury, duty related illness or death of themselves or their coworkers. B. Supervisors are responsible for: 1. Their own safety as well as the safety of those working with them. 2. Maintaining a knowledge of safety related SOPs and standard practices, as to minimize the potential risk for the injury, duty related illness or death of those that they supervise. 3. Address unsafe actions or conditions reported by members assigned to the incident. C. Incident Commanders are responsible for: 1. Conducting a risk assessment at every incident to include the following as a minimum: a. The presence, survivability, and potential to rescue human life b. The presence of savable property that requires minimal risk to responders. c. The presence of conditions that could create an unreasonable risk to responders including hazardous environments, unstable structures, chemicals, biological agents (including contagious diseases) or explosive devices. d. The “mechanism of incident” or the cause of the incident and the potential that the cause of the incident itself may manifest itself in a way that will increase the risk to responders, such as unstable weather patterns, unruly patients or growing civil disturbances. e. Re-evaluating incident conditions as often as necessary. f. Assigning a Safety Officer and Assistant Safety Officer(s) as necessary in conformance with Department SOPs. 2. Develop and implement a Plan of Action. 101.21 INCIDENT SAFETY OFFICER PROCEDURES A. Introduction Dallas Fire-Rescue Department’s ultimate goal is to serve the citizens of Dallas to the best of our abilities. We are duty bound to “risk a lot” to save any life that is “savable”. That being said, as an organization, we must ensure that all operations, regardless of peril, are conducted in the safest manner possible. Good judgment and common sense are pivotal components to successfully navigate potentially dangerous situations and events. B. Purpose The purpose of these procedures is to provide guidance and to define the roles, responsibility, and authority of the Incident Safety Officer (ISO). Although these procedures take into account the Fire Service best practices, it is recognized that no two incidents are the same; therefore, the Incident Command can make justifiable exceptions when special Page 25 of 27  circumstances indicate. C. Incident Safety Officer Designation 1. When an Incident Safety Officer (ISO) is assigned, he or she will serve as the Incident Commander’s eyes and ears for safety related concerns at an incident. The primary objective of the Safety Officer is to make sure that the safety of our member is paramount at all incidents regardless of size and scope. 2. Incidents where a single rescue is deployed, (e.g., EMS calls) it is the responsibility of each member to act as an informal Safety Officer. 3. On incidents involving the deployment of 4 companies or less, the incident commander will perform the Incident Safety Officer function. 4. On incidents where two Battalion Chiefs (BC) are dispatched (e.g., structure fires), the second arriving BC will assume the responsibilities of the Incident Safety Officer. a. Upon reporting out, the second arriving BC will communicate on Fire Channel 1 that he or she is assuming the role of the safety Officer (Example: “Battalion 9 is out, gives a size-up, and states “ Battalion 9 will be the Safety Officer (ISO)”. Incident Command will rebroadcast on Tactical Channel “Battalion 9 is the Safety Officer”) b. Upon exiting the vehicle, the appropriate Safety Officer will don the green safety officer helmet, and when appropriate, the safety officer vest. 5. At high-rise incidents, the 5th arriving Battalion Chief will be the designated Incident Safety Officer. 6. If an incident escalates to a point that the initial ISO cannot adequately monitor the entire incident, the IC has the authority to establish a safety group. 7. Unless circumstances dictate otherwise, the initially assigned ISO will remain in that position for the duration of the incident. 8. The IC will determine when the incident has de-escalated to a point that he or she can manage the safety concerns without the ISO position. This determination in no way absolves the IC or on scene company officers from operating in an unsafe manner or making decisions that run contrary to fire service accepted best practices. D. Responsibilities of the Incident Safety Officer 1. Upon arrival the ISO will report directly to the Command Post and confer with the Incident Commander. 2. The assignment of the Safety Officer position will be communicated on the Fire Ops and Tactical channels. 3. Safety officer will Don PPE, green helmet (and safety vest, when appropriate) 4. The Plan of Action will be reviewed as well as the strategies and tactics to be employed. Following the initial 360, the risk assessment will be discussed, and the ISO will communicate any concerns to the IC. Page 26 of 27  5. The ISO will monitor and review the incident scene for compliance of standard operating procedures. 6. Members assigned to an incident, upon receiving instructions from the Incident Safety Officer shall take immediate actions as directed by the ISO. The ISO will communicate any change made directly to command. 7. The ISO will closely monitor the physical characteristics of the incident and confer with the IC if changing conditions require a modification to the Plan of Action. 8. Although the IC has overall authority at an Incident, safety concerns from the ISO should be given high priority. The Incident Safety Office is encouraged to seek clarification from the Incident Commander if there is a difference in opinion. A decision to not alter the Plan of Action or strategies at the recommendation of the ISO will be supported by documentation on the After-Action Report. 9. The ISO will closely monitor personnel operating in and around the IDLH environment for signs of fatigue and stress that, in the opinion of the ISO, could create a detrimental situation. 10. If a Safety Group has been assigned to the ISO, that information must be announced to incident personnel as well as Fire Dispatch. 11. No designated ISO will enter an IDLH environment alone. Should it be deemed necessary for the ISO to enter an IDLH environment, the buddy system will be utilized. E. ISO Check List 1. When assigned, the ISO will utilize the “ISO Checklist’. This checklist will serve as a tool to assist the ISO to ensure that all critical actions, observations, and criteria are addressed. 2. The ISO Checklist will be reviewed by the IC and ISO for thoroughness and reconciliation of safety related issues to be shared during the after-action review. 3. Prior to departure from the incident, the ISO will meet with the IC to review the Checklist. Comments will be noted in the “Narrative” section of the IAP. 4. The ISO Checklist, and any other documentation deemed relevant by the ISO, will be forwarded to the appropriate field Deputy Chief for review. The ISO Check List is available on the IDS (FORMS-OPERATIONAL FORMS). Page 27 of 27  67$1'$5'23(5$7,1*352&('85(6 6+,)76$)(7