Whitehall Ohio Division of Fire Incident Command SOP PDF

Standard Operating Procedure Title: Incident Command S.O.P. - 600.1 Section: 600 – Strategic Command and Control Pages: 18 Issue Date: 01/01/2021 Approved: Revised Date: Chief Preston Moore Effective Date: 01/01/2021 1.0 Purpose: This standard operating procedure addresses the general descript...

Standard Operating Procedure Title: Incident Command S.O.P. - 600.1 Section: 600 – Strategic Command and Control Pages: 18 Issue Date: 01/01/2021 Approved: Revised Date: Chief Preston Moore Effective Date: 01/01/2021 1.0 Purpose: This standard operating procedure addresses the general description of the Incident Command / Incident Management System, including organizational structure, assignments, activation, general procedures, etc. The Whitehall Division of Fire responds to a wide range of emergency incidents. Effectively managing personnel and resources and to provide for the safety and welfare of personnel, requires always operating within the Incident Command System at the incident scene. This procedure identifies the Standard Operating Guidelines in establishing Command components of the Incident Command System and applicable components of the National Incident Management System (NIMS). 2.0 Responsibility: This Standard Operating Procedure shall pertain to all personnel in this organization. It shall be the responsibility of the department officers to implement this operating procedure. It shall be the responsibility of the department officers to train members in the application of this procedure. It shall be the responsibility of each member to know, understand and use this procedure as it applies to the situation at hand. Each member will use good judgment in the use of this procedure. 3.0 Procedures and Information: 3.1 General Description 1 A) Command Procedures are designed to: 1) Fix the responsibility for Command on a certain individual through a standard identification system, depending on the arrival sequence of members, companies, and Command officers. 2) Ensure that a strong, direct, and visible Command will be established from the onset of the incident. 3) Establish an effective incident organization defining the activities and responsibilities assigned to the Incident Commander (IC) and the other individuals operating within the Incident Command System. 4) Provide a system to process information to support incident management, planning, and decision-making. 5) Provide a system for the orderly transfer of Command to subsequent arriving officers. 3.2 Roles and Responsibilities within the Incident Command System A) Battalions: 1) Manage companies and supervise company officers. 2) Occupy the position of Incident Commander (IC) when appropriate. 3) Occupy the position of Sector Officer when appropriate. B) Lieutenants: 1) Occupy the position of IC on the Command Team (Incident Advisory Team) during first and greater alarm incidents. 2) Occupy the position of IC when appropriate. 3) Occupy the position of Sector Officer when appropriate. 4) Manage task level activities and supervise firefighters. C) General Personnel: 1) Occupy positions on the Command Team (Incident Advisory Team) during first and greater alarm incidents when appropriate. 2 2) Occupy the position of IC when appropriate. 3) Occupy the position of Sector Officer when appropriate. 4) Manage and perform task level activities and supervise firefighters. D) Chief Officers: 1) Occupy the role of senior advisor and assist the IC when appropriate. 2) Occupy the position of Sector Officer when appropriate. 3) Assist the IC on matter of public information and liaising with public officials. 3.3 Responsibilities of Command A) The Incident Commander is responsible for the completion of the tactical objectives. The Tactical Objectives (listed in order of priority) are: 1) LIFE SAFETY 2) INCIDENT STABILIZATION 3) PROPERTY CONSERVATION 4) Provide for the safety, accountability, and welfare of personnel. (This priority is ongoing throughout the incident.) B) The Incident Command System is used to facilitate the completion of the Tactical Objectives. The Incident Commander is the person who drives the command system towards that end. The Incident Commander is responsible for building a Command structure that matches the organizational needs of the incident to achieve the completion of the Tactical Objectives for the incident. The Functions of Command define standard activities that are performed by the Incident Commander to achieve the Tactical Objectives. 3.4 Functions of Command A) The Functions of Command include: 1) Assume and announce Command and establish an effective initial command position (Command Post). 3 2) Rapidly evaluate the situation (size up). 3) Initiate, maintain, and control effective incident communications. 4) Provide and manage a steady, adequate, and timely stream of appropriate resources. 5) Identify the incident strategy, develop an Incident Action Plan (IAP), and assign companies and personnel consistent with plans and standard operating procedures. 6) Develop an effective incident organization using Sectors/Divisions/Groups to decentralize and delegate geographic and functional responsibility. 7) Review, and revise (as needed) the strategy to keep the IAP current. 8) Provide for the continuity, transfer, and termination of Command. B) The Incident Commander is responsible for all of these functions. As Command is transferred, so is the responsibility for these functions. The first six (6) functions must be addressed immediately from the initial assumption of Command. 3.5 Establishing Command A) The first fire department member or unit to arrive at the scene of a multiple unit response shall assume command of the incident. The initial Incident Commander shall remain in Command until Command is transferred or the incident is stabilized and Command is terminated. 1) One or two company responses that are not going to escalate beyond the commitment of these companies do not require the first arriving unit or officer to assume Command. The first arriving unit or officer will, however remain responsible for any needed Command functions. Examples would include: a) Single unit response Check Welfare b) Check Hazard 4 c) Any EMS call requiring only one or two companies 2) The first arriving fire department unit initiates the command process by giving an initial radio report. a) The standard Initial Radio Report includes some if not all of the following (refer to Incident Size Up S.O.P): • Clear Traffic • Unit designation/on the scene. • Building/area description. • Obvious/problem conditions. • Action taken. • Declaration of Strategy. • Any immediate safety concerns. • Accountability started (announce the initial accountability location). • Disposition of resources (hold/add/return) • Command confirmation with name. Examples: For an offensive structure fire – Clear traffic and when acknowledged, “Engine 151 is on the scene of a small two story house with a working fire on the second floor. Engine 151 is laying a supply line and going in through the Alpha side with a hand-line to the second floor for search and rescue. We will be in the offensive strategy. All non-Whitehall companies stage a block out. Engine 151 will have Broad Street Command." For a defensive fire – Clear traffic and when acknowledged, "Battalion 151 is on the scene of a medium size warehouse fully involved with a Delta side exposure. Engine 151 is laying a supply line and attacking the fire with a deck gun and a hand-line to the Delta exposure. This is a defensive fire. Stage all non-Whitehall companies a block out. 5 Engine 151 will have accountability on the Alpha side. Battalion 151 will have Main St. Command.” For an E.M.S. incident – "Engine 151 is on the scene with a multi-vehicle accident. Battalion 151 will have Main Street Command." 3.6 Radio Designation A) The radio designation "COMMAND" will be used along with the occupancy or address of the incident (i.e. "Main Street Command", "WalMart Command"). This designation will not change throughout the duration of the incident. The designation of "Command" will remain with the officer currently in command of the incident throughout the event. B) Command Options The responsibility of the first arriving unit or member to assume Command of the incident presents several options, depending on the situation. If a Chief Officer, member, or unit without tactical capabilities (i.e. staff vehicle, no equipment, etc.) initiates Command; the establishment of a Command Post should be a top priority. At most incidents the initial Incident Commander will be the Battalion or Company Officer. The following Command options define the Company Officer’s direct involvement in tactical activities and the modes of Command that may be utilized. 1) Investigative Mode (Nothing Showing): a) This is a mobile IC on a portable radio, moving around and evaluating conditions while looking for the incident problem. The company officer should go with the company to investigate while utilizing a portable radio to command the incident. 2) Mobile Command: a) In visible working fires in houses or commercial occupancies, first arriving Company Officer/In-Charge personnel arrives and 6 direct participation in the attack will make a positive difference in the outcome (search and rescue, fire control, and crew safety). They give an initial radio report and quickly assign support companies coming in behind them (no more than 2 assignments). Next arriving units all Level 1 stage. First arriving engine officer goes inside (when in the offensive mode) with a portable radio supervising their crew in the attack. Examples of these situations include: • Visible working fire in a house or small commercial occupancy. • Critical life safety situations (i.e. rescue that must be achieved in a compressed time. • Any incident where the safety and welfare of fire fighters is a major concern. • Obvious working incidents that require further investigation by the Company Officer. b) In mobile command, the IC must initiate and continue command until a command officer arrives and the transfer of command is completed. The entire team responding in behind the fast attackers must realize that the IC is in an attack position inside the hazard zone attempting to quickly solve the incident problem. Responding companies must critically listen to radio traffic, update, review and reinforce the initial size up, verify the safety, welfare, and accountability of the fast attackers, and back up the basic attack. c) Mobile Command should not last more than a few minutes and will end with one of the following: i. Situation is stabilized. ii. Command is transferred from the fast attack company officer IC to a later arriving command officer. iii. If the situation is not stabilized, the fast attack company officer IC must move to an exterior (stationary) command position and is now in the Command mode. 7 The company officer must decide whether or not to withdraw the remainder of the crew, based on the crew’s capabilities and experience, safety issues, and the ability to communicate with the crew. No crew will remain in a hazardous area without radio communications. 3) Stationary Command Post a) Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, demand early, strong, stationary command from the outset. In these cases, the first arriving IC will assume command and, from the very beginning stay out of the hazard zone in a stationary exterior command position. The IC must remain there until the incident is terminated or command is transferred. The tactical worksheet shall be initiated and utilized to assist in managing these types of incidents. b) If the Company Officer assumes a Command mode, the following options are available with regards to the assignment of the remaining crew members. i. Assign the crew members to perform staff functions to assist the IC. Staff functions include recon/reporting, communications assistance; help with tactical worksheet tracking etc. ii. Assign company personnel to another Company. This creates a larger work group with an officer. This must be acknowledged by both the original and the receiving officer and by their inclusion in the accountability system. 3.7 Transfer of Command A) Command is transferred to improve the quality of the Command organization. When Command is transferred it should trigger upgrades in the Command structure. The following guidelines outline the transfer of Command. Using a standard routine for both establishing and transferring command creates the capability within the responding units for the IC to effectively and safely establish and continue command. Using a mobile command company officer IC in the initial stages of an offensive incident, and then having a subsequent arriving response command officer to transfer to, strengthens and continues 8 command within the IAP from an upgraded Command Post (CP), in a vehicle, outside the hazard zone, creates a strong, safe, and under control approach. The benefits of an upgraded CP include: 1) Enables a wider view of the fire ground. 2) Improves communication. 3) Creates a lighted, warm (or cool), dry and quiet environment for Command to operate in. B) Transfer of Command Process 1) The first fire department member arriving on the scene will automatically assume Command. This will normally be Battalion 151, but could be any fire department member or unit up to and including the Fire Chief. 2) In cases where the Battalion is significantly delayed, or on another incident, the first arriving unit will assume Command and would be relieved of Command through the Command Transfer process to a higher ranking officer who has the capabilities to run it. 3) Subsequent arriving Command Officers should report their arrival and location to the IC, and wait for an assignment. 4) Assumption of Command is discretionary for the Assistant Chief and the Fire Chief. 5) Local events that are of long duration or require long-term evacuations may require a larger Command staff including Planning Chief, Liaison, and Public Information Officer (PIO). The Assistant Chief of Operations may provide additional support by assisting the Senior Advisor while a Shift Commander manages the evacuation and Command staff. 6) When an incident is so large or of such duration that State or Federal resources are called to assist, an Incident Management Team (IMT) may be assigned to manage these resources. In this case the local jurisdiction having authority (JHA) will maintain Command or delegate authority for managing resources to the IMT. In either case the JHA retains authority to set incident objectives and determine when the IMT, State, and Federal resources are no longer needed. 9 C) "Passing Command" to a unit that is not on the scene creates a gap in the Command process and compromises incident management. To prevent this "gap", COMMAND SHALL NOT BE TRANSFERRED TO AN OFFICER WHO IS NOT ON THE SCENE. D) Should a situation occur where a later arriving Command officer cannot locate or communicate with the initial fast attacking IC (after several radio attempts), they will assume and announce their assumption of Command and initiate whatever actions are necessary to confirm the safety of the missing crew. E) The arrival of a ranking Officer on the incident scene does not mean that Command has been automatically transferred to that Officer. Command is only transferred when the Transfer of Command process has been completed. The person being relieved of Command will be assigned to the best advantage by the Officer assuming Command. F) A ranking Officer may elect to have a subordinate continue the role of Incident Commander. In cases where an individual is effectively commanding an incident, and satisfactory progress is being made to bring the incident under control, it may be desirable for that person to continue in an active Command role. The ranking Officer must determine that the Incident Commander is completely aware of the position and function of operating companies and the general status of the situation. In these cases, the arriving ranking Officer may assume a supportive role in the overall Command organization. 3.8 Sectoring A) Command should assign sectors based on the following factors: 1) When the number of assigned and operating companies threatens to overload the IC’s ability to command (span of control). Direct tacticallevel control should be delegated (earlier than later) to sector or division officers before the IC’s ability to manage is exceeded. 2) When the IC forecasts that the situation will become a major operation, soon exceeding his/her span of control. 3) When companies are involved in complex operations (Large interior or geographic area, hazardous materials, technical rescues, etc.) 4) When companies are operating from tactical positions which Command has little or no direct control over (i.e. out of sight). 10 5) When the situation presents specials hazards and close control is required over operating companies (i.e., unstable structural conditions, hazardous materials, heavy fire load, marginal offensive situations, etc.). 6) Name the sector according to its function or geographical location: Alpha, Bravo, Charlie, Delta, 2nd Floor, Ventilation, Interior, etc. B) When establishing a Sector or Division, the IC will assign each Sector Officer: 1) Tactical Objectives. 2) A radio designation (Alpha Sector, 2nd Floor Sector, etc.) 3) The identity of resources assigned to the Sector. Example: Main St. Command: “Battalion 6, I am going to make you Alpha Sector, you will have E151, M152 and E23 operating in your area. Please advise when you are in place.” Battalion 6: “I copy, you are making me Alpha, I will have E151, M152, and E23. I will advise when in place.” 4) The first thing the assigned sector officer does is gathers the PASSPORTS from the initial Accountability location and organized them on a STATUS BOARD. 5) Immediately following this, the sector officer will contact the companies operating in the IDLH and request CAN Reports. This will help the sector officer get current with the tactics and conditions in this sector as well as notify the interior companies that a sector officer has been established. 6) All communications in that sector will flow through the sector officer. The IC will request CAN Reports from the sector officer. 7) If the sector officer needs additional resources for his/her sector, they 11 must be requested through the IC. C) Sectors will be regulated by the following guidelines: 1) It will be the ongoing responsibility of Command to assign Sectors as required for effective emergency operations; this assignment will relate to both geographic and functional Sectors. 2) Command shall advise each Sector Officer of specific Tactical Objectives. The overall strategy and plan will and should be also provided (time permitting), so the Sector Officer has some idea of what's going on and how his/her assignment fits in. 3) The number of Companies assigned to a Sector will depend upon conditions within that Sector. Command will maintain an awareness of the number of Companies operating within a Sector and the capability of that Sector Officer to effectively direct operations. If a Sector Officer cannot control the resources within the Sector, he/she should notify the Incident Commander so that Sector responsibilities can be split or other corrective action taken. During offensive fires five (5) companies represents a reasonable maximum span of control for a Sector Officer. During defensive fires seven (7) companies represents a reasonable maximum span of control. 4) Sectors assigned to specific operating areas will be designated by the use of Sector Alpha, Bravo, Charlie, or Delta. Sector "Alpha" would be the front (street address side) of the building and the other Sectors would go clockwise around the building in alphabetical order. 5) In multi-story occupancies, Sectors will usually be indicated by floor numbers (Example: “3rd Floor”). In some cases the floor Sector identification may be subdivided into geographic areas such as "3rd Floor/Alpha" or "2nd Floor Charlie" depending on stairwell and floor access. 6) Functional Sectors will be identified by the function (“Overhaul”, “Ventilation”, etc.). 7) As the incident expands, Command Officers will be assigned Sector responsibilities. D) Sector Officers will be responsible for the following basic functions: 1) Directly supervise work in the sector. 12 2) Monitor personnel safety, accountability, and welfare. 3) Develop a sector IAP that integrates with the overall IAP. 4) Monitor work progress. 5) Redirect activities as necessary. 6) Coordinate actions with related activities, and adjacent Sectors. 7) Monitor welfare of Sector personnel. 8) Request additional resources as needed (on-deck crews etc.). 9) Manage Maydays within the Sector. 10) Advise the IC of situation status, changing conditions, progress, completion, and exception reports. 11) Re-allocate resources within the Sector. 12) Provide information for both formal and informal After Action Reviews (critiques). 13) De-commit companies as operations are completed. 3.9 Expansion of Incident Command on Large Scale Incidents A) Sections 1) As a small incident escalates into a major incident, additional organizational support will be required. As additional ranking Officers arrive on the scene, the Command Post organization (Team) may be expanded through the involvement of Command Officers and staff personnel to fill section positions. Section Officers assist the Incident Command Staff with the long term management of the incident and operate at the Strategic Level. The Incident Commander implements Sections as needed, depending on the situation, and priority of needs (One incident may only require a Logistics Section while another incident may require all the sections to be implemented.) 13 2) Where the communications system permits, Section Officers should operate on separate radio channels and utilize the radio designation that identifies their section (Planning, Logistics, etc.). 3) During the initial phases of the incident the initial Incident Commander and his/her staff normally carry out these four section functions. The Fire Department's involvement and needs at the incident scene can be divided into four sections. They are: a) LOGISTICS SECTION b) PLANNING SECTION c) OPERATIONS SECTION d) ADMINISTRATIVE SECTION The Logistics Section is the support mechanism for the organization. Logistics provides services and support systems to all the organizational components involved in the incident. Command may assign the Logistics Section its own radio channel. The Logistic Section Officer may establish Sectors or branches for his/her section as needed. Roles and Responsibilities: • Provide rehab. • Manage staging • Provide and manage any needed supplies or equipment. • Forecast and obtain future resource needs (coordinate with the Planning Section). • Provide any needed communications equipment. • Provide fuel and needed repairs for equipment. • Obtain specialized equipment or expertise per Command. • Provide food and associated supplies. • Secure any needed fixed or portable facilities. • Provide any other logistical needs as requested by Command. • Collect and provide information for an After Action Review. • Supervise assigned personnel The Planning Section is responsible for gathering, assimilating, analyzing, and 14 processing information needed for effective decision-making. Information management is a full-time task at large and complex incidents. The Planning Section serves as the Incident Commander's "clearing house" for information. This allows the Incident Commander to have a single person provide him/her with information instead of having to deal with dozens of information sources. Critical information should be immediately forwarded to Command (or whoever needs it). Information should also be used to make long-range plans. The Planning Section Chief's goal is to plan ahead of current events and to identify the need for resources before they are needed. Roles and Responsibilities • Evaluate current strategy and plan with the Incident Commander. • Refine and recommend any needed changes to plan. • Evaluate Incident Organization and span of control. • Forecast possible outcome(s). • Evaluate future resource requirements. • Utilize technical assistance as needed. • Evaluate tactical priorities, specific critical factors, and safety. • Gather, update, improve, and manage information with a standard systematic approach. • Facilitate an After Action Review and After Action Report. • Liaison with any needed outside agencies for planning needs. The Operations Section is responsible for the tactical priorities, accountability, safety and welfare of the personnel working in the Operations Section. The Operations Section Officer uses the tactical radio channel to communicate strategic and specific objectives to Sector Officers and/or Branch Officers. Roles and Responsibilities: • Coordinate activities with the Incident Commander. • Implement the Incident Management Plan. • Assign units to Sectors/Branches based on Tactical Objectives and priorities. • Build an effective organizational structure through the use of Branches and Sectors. • Provide Branches and Sectors Tactical Objectives. 15 • Manage Operation Section activities. • Personnel Accountability. • Provide for life safety. • Determine needs and request additional resources. • Consult with and inform other sections and the Incident Command Staff as needed. • Collect and provide information for an After Action Review. If the Operations Officer is located at the Command Post, he/she should use the radio designation of "Command". The vast majority of incidents can be effectively managed without an Operations Officer, or with the Operations Officer located at the Command Post. If the Operations Officer is located out of the Command Post at a "forward" position (i.e. in a highrise building), he/she should use the radio designation of "Operations". Implementing an "Operations" radio designation in the middle of a major incident can create confusion with radio communications. It is absolutely essential that all personnel operating at the incident be made aware of the activation of "Operations". All Sector Officers and/or Branch Officers must then direct their communications to the "Operations" Officer. The Operations Officer will communicate with the Incident Commander to request additional resources, provide progress reports, etc. Once implemented, "Operations" becomes a forward Command Post. As such the Operations Officer will need some personnel assigned to assist as staff members to help with radios, tactical worksheets, etc. The Incident Commander - Role and Responsibilities after Activation of an Operations Officer Once the Operations Officer is in place and functioning, the Incident Commander's focus should be on the strategic issues, overall strategic planning and other components of the incident. This focus is to look at the "big picture" and the impact of the incident from a broad perspective. The Incident Commander should provide direction, advice and guidance to the Operations Officer in directing the tactical aspects of the incident. • Review and evaluate the plan, and initiate any needed changes. 16 • Provide on-going review of the overall incident (THE BIG PICTURE). • Select priorities. • Provide direction to the Operations Officer. • Review the organizational structure, initiate change or expansion to meet incident needs. • Initiate Section and Branch functions as required. • Establish liaison with other city agencies and officials, outside agencies, property owners and/or tenants. • Collect and provide information for an After Action Review. • Other duties as necessary. In order to maintain continuity and overall effectiveness, the Incident Commander and Operations Officer should normally be in the Command Post together. The Administration Section evaluates and manages the risk and financial requirements for the Fire Department's involvement in the incident. Roles and Responsibilities: • Procurement of services and/or supplies from sources within and outside the Fire Department or City as requested by Command (coordinates with Logistics). • Documenting all financial costs of the incident. • Documenting for possible cost recovery for services and/or supplies. • Analyzing and managing legal risk for incidents such as, a hazardous materials clean up. • Serves as the Incident Commander's liaison with: City officials, Litigators (and other lawyer types). Regulatory agencies (EPA, OSHA, DOT, FBI, etc.). • Monitors and coordinates emergency service delivery to the rest of the community during major incidents to ensure adequate coverage. • Serves as the E.O.C. representative in the Command Post and provides briefings to the E.O.C. staff. • Manage investigations (arson, etc.). • Collect and provide information for an After Action Review. 17 The Administration Section is responsible for obtaining any and all needed incident documentation for potential cost recovery efforts, or litigation, including criminal charges. 18