Hoffman Estates Fire Department Incident Management System PDF

HOFFMAN ESTATES FIRE DEPARTMENT STANDARD OPERATING GUIDELINES SOG Category & Identification Number: EFFECTIVE DATE: INCIDENT MANAGEMENT – 005 January 1, 2022 NIMS COMPLIANT SOG Title...

HOFFMAN ESTATES FIRE DEPARTMENT STANDARD OPERATING GUIDELINES SOG Category & Identification Number: EFFECTIVE DATE: INCIDENT MANAGEMENT – 005 January 1, 2022 NIMS COMPLIANT SOG Title: The Incident Management System Revision: 5 APPROVED BY: NUMBER OF PAGES: Re-evaluation Date: Alan Wax January 1, 2026 Fire Chief 17 PURPOSE The Hoffman Estates Fire Department has adopted the National Incident Management System (NIMS) for two major reasons. The first, and most important, is to protect the safety of our personnel. By providing clear lines of authority and responsibility, NIMS insures all personnel are supervised and accounted for. In order to be effective, NIMS requires that everyone operating within the system be self-disciplined to follow the chain of command. By following this system, free-lancing is all but eliminated. The system also further enhances firefighter safety by allowing the Incident Commander (IC) to better coordinate companies when they are operating as teams working toward meeting the established goals and objectives. Lines of communication are clearly defined, thus reducing the amount of radio traffic and allowing word of unsafe, or potentially unsafe, conditions to be transmitted quickly. The second major reason for our adopting NIMS is to relieve some of the burden placed on those who must command an incident and give them a system that stresses management. For those who command an incident, NIMS can do much to make them better managers. It allows the IC to delegate responsibility and maintain span of control. It establishes clear lines of communication for the flow of information, which will allow the IC to have a better overall understanding of what is occurring at the incident. Good management is simply a matter of identifying the problems, evaluating resources, and applying those resources in an effective manner to the problems. NIMS provides the management system to allow the IC to be an effective manager, thus reducing the impact that stress can have on the IC's ability to manage an incident. The structure of NIMS is divided into five functional areas that are present in varying degrees at every incident. These functional areas are: COMMAND OPERATIONS PLANNING LOGISTICS FINANACE/ADMINISTRATION 1 COMMAND The first functional area is COMMAND, which has overall responsibility for the incident. The Incident Commander serves the function of Command and establishes the goals and objectives that all other resources will work toward accomplishing. The IC will develop, implement, monitor, and modify the action plan which others will follow to control the incident. There are five functional areas under the direction of Command. In addition, the IC can create four Command Staff Officers who will also report directly to the IC. Those Command Staff positions are: COMMAND SYSTEMS (610) SAFETY LIAISION PIO The SYSTEMS OFFICER (610) is responsible for maintaining adequate coverage in our response area when a large number of resources are committed to a major incident or multiple incidents. By filling this role, the Systems Officer (610) frees the IC to concentrate on emergency scene management and not be distracted by how responses to other incidents are to be covered. The Systems Officer (610) will act as the Shift Commander when the duty Shift Commander is committed to another incident and shall report to Station 22. The SAFETY OFFICER is responsible for monitoring and assessing hazards or unsafe situations and developing measures for assuring personnel safety. The Safety Officer keeps the IC informed of present or potential hazards so that the IC can build personnel safety into the action plan. The Safety Officer can take immediate steps to stop or correct any unsafe act and/or remove personnel from imminent danger. The Safety Officer should verify that Command has established a Rapid Intervention Team and if necessary a EMS/Rehab Group. (See the attached MABAS Division 1 Incident Safety Officer Checklist as a reference.) The LIAISON OFFICER is the point of contact for assisting and coordinating outside agency representatives. When several agencies are involved at one incident, there is often a lack of communication and coordination between the agencies. The Liaison Officer's role is to provide that communication and coordination between the agencies. The Liaison Officer's role is to provide that communication and coordination to insure there is no duplication of effort and all available resources are used to the fullest capabilities. The PUBLIC INFORMATION OFFICER (PIO) is responsible for formulation and release of incident information to the media and other appropriate agencies. The PIO can satisfy the media's need for information while allowing the IC to concentrate on managing the incident. If available, Command staff radio communication should be on a separate radio frequency than tactical operations. 2 The COMMAND AIDE is responsible for assisting the IC manager, coordinate and document activities at the emergency scene. The Command Aide should be assigned to work directly with Incident Command, and in most cases will be positioned within the Command vehicle. Specific functions of the Command Aide shall be: 1. Ensure passports for all working companies have been collected and placed on the status board within the command vehicle. Collect all incoming company passports until an Accountability Officer is designated. 2. Continue or initiate Tactical Work Sheet for incident. 3. Prompt IC for on-scene Benchmark reports and document completion. 4. Assist with radio and cellular telephone communications as required. 5. Function as PIO until position filled by IC. 6. Assist IC as necessary to complete the action plan for the incident. OPERATIONS is the functional area responsible for all the tactical operations carried out to meet the goals and objectives established by the IC. IC SYSTEMS (610) COMMAND SAFETY AID LIAISON PIO OPERATIONS If the IC is the overall commander, the Operations Chief can be considered the field commander directing the troops in their efforts to accomplish the IC’s plan. The Operations Chief’s role is to command and coordinate the efforts of divisions or groups to meet the goals established by the IC. DIVISIONS are made up of resources that operate in a defined area and are usually numerically or geographically (i.e., Division 3, Division North etc.). GROUPS are functional divisions that are responsible for a specific function and are designated by their function (i.e., Ventilation Group, Search and Rescue Group, Search Group, etc.). At most incidents, companies or attack teams are assigned to a group or division in numbers that allow for meeting the objectives while still maintaining span of control by the division or group supervisor. POLICY PROCEDURE 3 At larger incidents where significant resources are available, task forces or strike teams consisting of several companies or resources can be assigned to a division or group (See MABAS Policy 301 Incident Command System.). If the number of divisions or groups exceeds the Operations Chief’s span of control, BRANCHES can be established. A manageable number of divisions or groups can be assigned to each branch, allowing the Operations Chief to regain span of control. Another part of operations is STAGING. Staging is under the control of the Operations Chief and is where unassigned resources report IC SYSTEMS (610) COMMAND SAFETY AREA LIAISON STAGING OPERATIONS PIO REHAB ASSEMBLY DIVISION/ DIVISION/ DIVISION/ GROUPS GROUPS GROUPS The STAGING AREA is located close to the incident, yet far enough away so as not to interfere with emergency operations. Rather than incoming companies calling for assignments prior to arrival, such units report to the Staging Area to await assignments until they are needed. This reduces the amount of “freelance firefighting” or companies being given an assignment just to get them off the radio. By being in the Staging Area, waiting units are ready for immediate assignment in the event.” On Box Alarms, unless otherwise assigned, the first unit in staging will assume the role of the Staging Officer and advise the IC. The IC will announce and confirm the Staging Officer. Communications between the Staging Officer and Command should be on IFERN unless another radio frequency is designated by the IC. 1. A modification of the action plan is necessary. 2. Additional resources are needed in areas where the objectives are not being met. 3. New objectives are established by the IC require additional resources. 4. There is a need to provide relief for companies already engaged. The following are examples of how Division and Groups may be established (see following pages). The ASSEMBLY AREA is established when the incident size, complexity, or location requires more than one site for assembling resources and providing relief for personnel. On incidents such as a high-rise fire, large structure fire, or a haz/mat incident, one or more assembly areas may need to be established. Each assembly area is responsible for supporting specific divisions or groups, and coordinates the level of resources with the Staging Area manager and the Division or Group Supervisors. 4  Tactical Level officers: (Division and Groups) As an incident escalates the Incident Commander should group companies to work in divisions or groups. A division is the organizational level having responsibility for operations within a defined geographic area. In order to efficiently use the Division terminology, a department must have a designated method of dividing an incident scene. Division Designation TWR-22 E-21 Roof Division LT TWR22 E-22 Incident Command INCIDENT COMMAND Division DIVISION ROOF ONE DIVISION One LT – E22 LT – T22 LT E22 ENGINE 22 Tower 22 ENGINE 24 ENGINE 21 E-24 5  Division Designation Tactical Assignments for a Multi-Story Incident In multi-story occupancies, divisions will usually be indicated by floor number (Division 6 indicates 6th floor). When operating in levels below grade such as basements, use of subdivisions is appropriate. DIVISION 6 DIVISION 5 DIVISION 4 DIVISION 3 DIVISION 2 DIVISION 1 SUB-DIVISION 1 SUB-DIVISION 2 6  Division/Group Designation Division is that organizational level having responsibility for operations within a defined geographic area. The Division level is organizational between Single Resources, Task Force or the Strike team and the Branch. Groups are the organizational level responsible for a specific functional assignment at an incident. Examples are Salvage group, Search and Rescue Group, Haz-Mat Group and Medical Group. T-22 VENT RESCUE GROUP DIVISION THREE DIVISION TWO DIVISION ONE E-22 ALPHA DIVISION INCIDENT E-21 DELTA DIVISION COMMAND E-22 E-21 T-22 DIVISION DIVISION DIVISION ALPHA DELTA Rescue ONE TWO THREE DIVISION DIVISION GROUP 7 A REHABILITATION OFFICER is designated as part of the staging function to monitor firefighter dehydration and overheating, and provide for medical assessment prior to reassignment. PLANNING The next functional area is PLANNING. PLANNING is responsible for the gathering and assimilation of information in two primary areas: Situation Status and Resource Status. SYSTEM COMMAND (610) SAFETY LIAISON PIO STAGING OPERATIONS PLANNING REHAB SITUATION RESOURCE ASSEMBLY STATUS STATUS DIVISION/ DIVISION/ DIVISON/ GROUPS GROUPS GROUPS SITUATION STATUS is the gathering of information regarding the incident itself. The Plans Chief should gather as much information as possible on what has happened at the incident, the effectiveness of current operations in dealing with the emergency, and a forecast as to the probable or possible spread of the incident. RESOURCE STATUS is the gathering of information on the resources currently at the incident, how they are deployed, and how effectively they are being utilized. In addition, a projection of any additional resources needs to be made. Based on evaluation of the Situation Status and Resource Status, the Plans Chief is able to make recommendations to the IC concerning modifications to the action plan. The need for additional resources as well as consideration to release current on scene resources are further areas of evaluation. LOGISTICS Logistics is the next functional area of NIMS. LOGISTICS is responsible for providing the facilities, services and supplies to support the incident. Logistics is broken down into two major areas of responsibility: 8  The SERVICE BRANCH is responsible for incident communications, providing medical aid for emergency personnel, and for feeding the personnel at the incident. The SUPPORT BRANCH is responsible for ordering and storing all supplies, providing any facilities or shelter needed, and for ground support such as fuel or maintenance. SYSTEMS COMMAND (610) SAFETY LIAISON PIO STAGING OPERATIONS PLANNING LOGISTICS FINANCE/ADMIN REHAB SITUATION STATUS SERVICE ASSEMBLY RESOURCE STATUS SUPPORT DIVISION 1 DIVISION 2 GROUPS TBD BY DIVISION 1 FINANCE/ADMINISTRATION The fifth functional area is that of FINANCE. FINANCE/ADMINISTRATION is responsible for all financial aspects of the incident. The Finance Chief oversees personnel costs, costs to contractors or vendors, claims due to injuries, and monitoring the legalities with regard to finance. SUMMARY At first glance, NIMS can appear to be somewhat complex and overpowering. To help simplify the system, we can look at NIMS in two ways. First, if you look at the NIMS organizational chart as a job description, the IC is responsible for filling any and all of the jobs needing to be done at an incident until those jobs can be delegated to others. This gives the IC some incentive to know and understand the system so that an effective job of delegation can be done to allow the IC to maintain span of control. 9  Secondly, we can look at NIMS as a toolbox filled with tools. THE NIMS TOOLBOX EVACUATION GROUP VENTILATION GROUP SEARCH AND RESCUE GROUP MEDICAL GROUP SALVAGE GROUP SAFETY OFFICER PLANS CHIEF STAGING OPERATIONS LOGISTICS AIR OPERATIONS WATER SUPPLY OFFICER Each tool represents a resource the IC has available should the need arise. The IC needs only to select the right tool to do the job most effectively. When you do a tune-up on your car, you don't need every tool you own. Only those necessary to get the job done properly are needed. The tools you don't need remain in the tool box until you do a job where they are needed. The same is true of the NIMS organization. You only need to fill those positions which will help you get the job done in a manner that maximizes the effectiveness of available resources and protects the safety of personnel. How NIMS is implemented can be affected by the knowledge and abilities of the Incident Commander, the resources available, or both. If the IC is experienced and confident in his/her ability to manage the incident, their span of control may be broader than a less experienced officer. An example might be a haz/mat incident in which the IC has a limited background in dealing with incidents of this type, while another officer at the scene has extensive training in the control of hazardous materials. In this case, the IC may wish to appoint the officer with the greater training as Operations Chief to handle the tactics needed to control the incident. If, however, the IC is comfortable dealing with a haz/mat situation, the position of Operations Chief may never be filled. If the IC has limited resources available, the ability to fill positions within the NIMS structure is restricted. The greater the number of resources the IC has to manage, the greater the opportunity 10 the IC has to delegate positions. Using the same haz/mat example, an IC with limited resources may only be able to appoint a Haz/Mat Group Supervisor to deal with control, containment, and decontamination. Given greater resources, the IC might appoint a supervisor for a Control Group, one for the Containment Group, and another for the Decontamination Group. A trap some IC's fall into is that of trying to fill slots within the NIMS structure while the building burns down. This can be caused either because the IC is so busy creating subordinate positions that no one is left to fight the fire, or because the IC is so busy managing the command structure that nobody is managing the incident. Fires are not easily impressed by organizational charts, but are most often impacted by firefighters working in a well-coordinated attack. The National Incident Management System is a management tool, which allows the IC to better manage and coordinate the efforts of those firefighters and the other available resources. Positions within NIMS should only be filled when they will assist the IC in meeting the incident goals and objectives, and not filled just to build a better organizational chart. The benefits of using NIMS to apply sound management principles are many:  It works at any type of emergency no matter how large, small, or complex;  It provides for unity of command-one person in charge with clear line of authority, responsibility and accountability;  Clear lines of communication are established;  Freelance firefighting is eliminated or minimized;  Incidents involving multiple agencies or jurisdictions can be dealt with through improved coordination and communications provided by a common emergency management system;  The system can be expanded in a modular fashion as the incident expands or as additional resources become available;  More effective use of resources;  Personnel safety can be enhanced. PURPOSE The Hoffman Estates Fire Department responds to a wide range of emergency incidents. In order to effectively manage our resources and provide for the safety of our firefighters, we will utilize the National Incident Management System at the scene of an emergency. THE COMMAND PROCESS IS DESIGNED TO:  Fix the responsibility for command on a certain individual through a standard identification system depending on the arrival sequence of member, companies, and command officer.  Insure that a strong, direct, and visible command will be established from the onset of the incident. 11  Establish an effective incident organization outlining the activities and responsibilities assigned to command.  Provide a system to process information for incident management planning and decision- making.  Provide a system for the orderly transfer of command to subsequent arriving officers, when necessary. RESPONSIBILITIES OF COMMAND The Incident Commander is responsible for the completion of the tactical priorities. The tactical priorities are: 1. Remove endangered occupants and treat the injured. 2. Stabilize the incident and provide for life safety. 3. Conserve property. 4. Provide for the safety, accountability, and welfare of personnel. This priority is ongoing throughout the incident. The National Incident Management System is used to facilitate the completion of the tactical priorities. The Incident Commander is the person who drives the command system towards that end. The Incident Commander is responsible for building a command structure that matches the organizational needs toward completing the tactical priorities for an incident. The blueprint the Incident Commander uses to accomplish this are the Functions of Command. FUNCTIONS OF COMMAND The Functions of Command Include:  Assume and announce command and establish an effective operating position (command post).  Rapidly evaluate the situation (size up).  Initiate, maintain, and control the communications process.  Identify the overall strategy, develop an incident management plan, and assign companies and personnel consistent with plans and guidelines.  Develop an effective incident management organization.  Provide for the safety of human beings, especially your firefighters. 12  Provide the appropriate level of command within the framework of standard operating guidelines.  Coordinate the transfer of command as needed.  Request and assign additional resources as needed. Command is responsible for all of these functions. As command is transferred, so are the functions. The first six (6) functions must be addressed immediately from the initial assumption of command, and should be done on every incident. ESTABLISHING COMMAND The first fire department member or unit to arrive at the scene of an incident shall assume command. The initial Incident Commander shall remain in command until command is transferred or the incident is stabilized. One or two company responses that are not going to escalate beyond the commitment of these companies do not require a formal activation of the incident command system. Examples are:  Single apparatus responses  Service Calls  An EMS call requiring one or two companies without extrication The first arriving fire department unit initiates the command process by giving an initial scene size-up radio report and assuming command (or designating another unit the function of command). Radio Designation: The radio designation "command" will be used along with the geographical location or building name of the incident (i.e. "Golf Command", "Sears Command"). This designation will not change through the duration of the incident. The designation of Command will remain with the officer currently in command of the incident throughout the event. COMMAND OPTIONS At most incidents the Incident Commander will be a Company Officer. The following command options define the Company Officer's involvement in the incident and the complexity of command to be utilized. NOTHING SHOWING: These situations generally require investigation by the initial arriving company while other units remain in staging. The officer should go with the company to investigate while utilizing a portable radio to command the incident. FAST ATTACK: Situations that require immediate action to stabilize and require the Company Officer's direct involvement and supervision. Examples of these situations include: 13   Offensive fire attacks: A Transitional Attack should be considered to improve conditions for firefighters and occupants.  Life safety (i.e. critical rescue) must be achieved in a compressed time  Any incident where the safety and welfare of firefighters is a major concern  Obvious working incidents that requires further investigation by the Company Officer DEFENSIVE ATTACK: Exterior fire suppression operations directed at protecting exposures. The Company Officer assuming command has a choice of personal involvement in the stabilization of the incident, but may continue to be fully responsible for the command functions depending upon availability of the shift commander or other resources. The initiative and judgment of the Officer are of great importance. The options identified are not strict rules, but general guidelines to assist the Officer in planning appropriate actions. COMMAND: Certain incidents require a strong command from the onset, by virtue of their size, complexity, or potential for rapid expansion. In such cases, the officer will initially assume an exterior, safe, and effective command position and maintain that position until command is transferred to another officer or Chief Officer. If the Company Officer assumes a command mode, the following options are available with regards to transfer of command. Transfer of Command Command is transferred to improve the quality of the command organization. The following guidelines outline the transfer of command: 1. The first arriving fire department member will automatically assume command. This will normally be a Company Officer, but could be any fire department member up to and including the Fire Chief. 2. The second arriving Command Officer should report to the Command Post, to assume a designated position as directed by the IC. 3. Assumption of command is discretionary for the Deputy Chief and the Fire Chief. 4. Within the chain of command, the actual transfer of command will be accomplished as follows: a. Officer assuming command will communicate with the person being relieved by radio, or face-to-face (preferred) when appropriate. b. The person being relieved will brief the officer assuming command. The use of a C.A.N. report (Conditions, Actions and Needs) can be used to indicate at least the following: 14  1) General situation status: a) Incident conditions (fire location and extent, Haz Mat spill or release, number of patients, etc.). b) Incident management plan. c) Completion of the tactical priorities. d) Safety considerations. 2) Deployment and assignments of operating companies and personnel. 3) Appraisals of need for additional resources. The person being relieved of command should review the tactical worksheet if one has been completed, or verbally provide and overview to the commander as to units deployed, and overall incident objectives. This will provide the most effective framework for command transfer as it outlines the location and status of personnel and resources in a standard format that should be well known to all members. The arrival of a ranking officer on the incident scene does not mean that command has to or must be transferred to that officer. The person being relieved of command will be utilized to the best advantage by the officer assuming command. In cases where an individual is effectively commanding an incident, and is completely aware of the position and function of operating companies and the general status of the situation, and progress is being made to bring the incident under control, it may be desirable to for that person to continue in an active command role. In these cases, the arriving ranking officer may assume a supportive role in the overall command function. The ranking officer will ultimately be responsible for incident management by virtue of being involved in the command process. HELPFUL HINTS Chief Officers will only operate in the command mode unless given an assignment by Command. As the incident escalates, the Incident Commander should use Chief Officers to strengthen command and fill needed support functions (i.e., safety, operations, planning, logistics, division, section). When the first arriving unit is a Chief Officer, efforts should be automatically directed towards establishing a command post and fulfilling the command functions. A command post at or near in the vehicle equipped for this purpose is a priority at all working incidents. The location of command in a vehicle which provides appropriate work space for the Incident Commander and his/her staff, lighting, communications equipment, supplies, reference items, and limited isolation from distractions will make command more effective. Company and Chief Officers should eliminate all unnecessary radio traffic while responding unless such communications are required to insure that command functions are initiated and completed. This requires the initial incident commander to give a clear on-the-scene report and continue to give updated progress reports as needed. 15 Scene Management Includes: Initial Arriving Officer  SLICE-RS o Size up o Locate the fire o Identify the flow path o Cool from safe location o Extinguish o Rescue o Salvage Command Officer  RECEO-VS o Rescue o Exposure o Confinement o Extinguishment o Overhaul o Ventilation o Salvag DEFINITIONS Transitional Fire Attack – An offensive fire attack initiated by an exterior, indirect hand line operation into the fire compartment to initiate cooling while transitioning into interior direct fire attack in coordination with ventilation operations EXCEPTIONS REFERENCES MABAS Illinois Policies and Procedures current online reference MABAS Division 1 Operating Guidelines/Policy Statements MABAS Policy 314 Incident Safety Officer MABAS Policy 301 Incident Command System MABAS Policy 308 Box Alarms 16 End of Document 17