Bk030 - Command Procedures.pdf

Command Procedures Bureau of Emergency Services LOS ANGELES FIRE DEPARTMENT  Table of Contents Chapter 1 - Incident Command....................................................................................... 3 PURPOSE...............................

Command Procedures Bureau of Emergency Services LOS ANGELES FIRE DEPARTMENT  Table of Contents Chapter 1 - Incident Command....................................................................................... 3 PURPOSE................................................................................................................... 3 INCIDENT COMMAND PROCEDURES..................................................................... 3 RESPONSIBILITIES OF INCIDENT COMMAND........................................................ 3 TACTICAL PRIORITIES.............................................................................................. 4 STANDARDS OF COMMAND.................................................................................... 4 ESTABLISHING INCIDENT COMMAND.................................................................... 5 RADIO DESIGNATION............................................................................................... 7 INCIDENT COMMAND OPTIONS.............................................................................. 7 TRANSFER OF INCIDENT COMMAND..................................................................... 8 DISCUSSION............................................................................................................ 10 INCIDENT COMMAND STAFF................................................................................. 11 INCIDENT COMMAND STRUCTURE...................................................................... 12 RADIO CHANNEL ASSIGNMENTS TO BRANCHES............................................... 25 THE PLANNING PROCESS..................................................................................... 29 THE PLANNING “P”.................................................................................................. 34 Chapter 2 – The Command Post.................................................................................. 35 PURPOSE................................................................................................................. 35 OVERVIEW OF COMMAND POSTS........................................................................ 35 THE FIELD COMMAND POST (CHIEF OFFICER’S VEHICLE)............................... 36 THE COMMAND POST VEHICLE (CPV)................................................................. 36 THE COMMAND POST VEHICLE (CPV)................................................................. 37 THE FIXED FACILITY COMMAND POST................................................................ 37 THE FIXED FACILITY COMMAND POST................................................................ 38 THE MULTI-AGENCY COMMAND POST................................................................. 38 THE MULTI-AGENCY COMMAND POST................................................................. 39 COMMAND POST PROCEDURES.......................................................................... 39 COMMAND POST PROCEDURES.......................................................................... 40 Chapter 3 – Incident Management Teams.................................................................... 40 Chapter 3 – Incident Management Teams.................................................................... 41 PURPOSE................................................................................................................. 41 IMT SUPPORT.......................................................................................................... 41 Appendices................................................................................................................... 42 Appendix – A (Planning P’s)...................................................................................... 43 Appendix – B (Example ICS Forms).......................................................................... 48 Appendix – C (Command Post Layouts)................................................................... 48 Appendix – C (Command Post Layouts)................................................................... 49 Appendix – D (IMT Matrices)..................................................................................... 49 Appendix – D (IMT Matrices)..................................................................................... 50 BES Command Procedures Rev. 02/07/08 2  Chapter 1 - Incident Command PURPOSE The Los Angeles Fire Department responds to a wide range of emergency incidents. In order to effectively manage personnel and resources and to provide for the safety and welfare of personnel, the Department will always operate within the Incident Command System at the incident scene. This procedure identifies the Standard Operating Procedures to be employed in establishing Incident Command and all the components of the Incident Command System. INCIDENT COMMAND PROCEDURES To fix the responsibility for Incident Command on a specific individual through a standard identification system, depending on the arrival sequence of members, companies, and Command Officers shall. Ensure that a strong, dedicated, and visible Incident Command will be established from the onset of the incident. Establish an effective incident organization, defining the activities and responsibilities assigned to the Incident Commander and the other individuals operating within the Incident Command System. Provide a system to process information to support incident management, planning, and decision making. Provide a system for the orderly transfer of Incident Command to subsequent arriving officers. RESPONSIBILITIES OF INCIDENT COMMAND The Incident Commander is responsible for the overall management of the incident. Prior to, or in lieu of, an officer being assigned as the Operations Chief (Operations), the Incident Commander shall also be directly responsible for the completion of the incident’s tactical priorities. Once assigned, Operations will manage all activities directly applicable to the primary mission(s) and ensure the overall safety and welfare of all operating resources. Of primary concern to Operations will be the addressing of the tactical priorities. BES Command Procedures Rev. 02/07/08 3 TACTICAL PRIORITIES The tactical priorities (listed in order of priority) are: 1. RESCUE - Remove endangered occupants/persons and treat the injured. 2. HAZARD CONTROL - Stabilize the incident, neutralize all hazards and provide for life safety. 3. LOSS LIMITING - Conserve property and limit further impact. 4. VICTIM/OCCUPANT STABILITIZATION - Provide for the safety, accountability, and welfare of non-responders affected by the incident. This priority is on-going throughout the incident. 5. SAFETY - Provide for the safety, accountability, and welfare of all responders at the incident. This priority is on-going throughout the incident. The Incident Command System is used to facilitate the completion of the tactical priorities; the Incident Commander is the person who develops the Incident Command System towards that end. The Incident Commander is responsible for building an Incident Command structure that reflects the organizational needs of the incident to achieve the completion of the tactical priorities and incident objectives. STANDARDS OF COMMAND The Standards of Command define those standard activities that are performed by the Incident Commander to achieve the tactical priorities and incident objectives. The Standards of Command are: ASSUMPTION OF COMMAND - Assume and announce Incident Command and establish an effective Incident Command Post. SITUATIONAL AWARENESS - Rapidly evaluate the situation (size-up) and continually update, and /or obtain briefing from the previous IC. COMMUNICATIONS – Identify, develop, initiate, maintain, and control the communications process, establish a communications plan. INCIDENT OBJECTIVES, STRATEGY AND INCIDENT ACTION PLAN– Based on the tactical priorities, identify incident objectives, an overall strategy and develop an incident action plan. BES Command Procedures Rev. 02/07/08 4  RESOURCE DEPLOYMENT - Assign resources consistent with plans and standard operating procedures, standard operating guidelines and the incident action plan. INCIDENT ORGANIZATION – Develop an effective Incident Command organization based on incident objectives and initiate/maintain a tactical worksheet. EVALUATE AND REVISE - Review, evaluate, and revise (as needed) the Incident Management plan based on conditions, actions and needs. TRANSITION OF COMMAND - Provide for the continuity, transfer, and termination of Incident Command. The Incident Commander is responsible for all of the Standards of Command. As the Incident Command is transferred, so is the responsibility for the Standard of Command. The first six (6) Standards of Command must be addressed immediately, anytime there is an assumption of Incident Command. ESTABLISHING INCIDENT COMMAND The first fire department resource/member arriving at the scene of an incident shall assume command. The initial Incident Commander shall remain in command until Incident Command is transferred or the incident is stabilized and Incident Command is terminated. Responses that will not potentially escalate beyond the commitment of these companies do not require a formal activation of the Incident Command System. The first arriving resource or officer will, however, remain responsible for any needed Incident Command functions. Examples would include: Automatic Alarms. Assistance Calls. Any EMS call requiring only one or two companies. Incident Command terminology is required anytime a category “B” assignment is held to work at an incident. The first arriving fire department resource/member initiates the Incident Command process by providing the initial size-up. The Size-Up shall include: A. Unit designation of the resource arriving on the scene. B. The address or location of the incident. C. A brief description of the incident situation, (i.e. building size, occupancy, Hazmat release, multi-vehicle accident, etc.) BES Command Procedures Rev. 02/07/08 5  D. Observed conditions (working fire, Hazmat spill, multiple patients, etc.). E. Brief description of action taken or to be taken. F. Any obvious safety concerns. G. Any additional resource requests and a staging location. H. Assume offensive, declare defensive, if appropriate. Example: For an offensive structure fire: OCD from Engine 1, on scene at the intersection of Pico and Vermont, we have a one-story single family dwelling with a fire in the rear. Engine 1 is taking a handline for fire attack and search and rescue in an offensive mode. OCD from Engine 1, on scene at 2900 West Wilshire we have a six-story commercial building with light smoke showing on the fifth floor. Engine 1 is charging the standpipes and is taking in a handline in on fire attack. OCD from Battalion 1 on scene at 2900 West Wilshire, confirming Engine 1’s size up. We have light, white smoke showing from the fifth floor of a six story building.. Give me three Task Forces, two Paramedic Rescues, and three additional BC’s. Have all resources report to Base which will be on Vermont, one block north of Wilshire. The location of the Command Post will be at Wilshire and Vermont For a defensive fire: OCD from Engine 14, on scene at 1100 South Central, we have a one-story commercial fully involved with an exposure to the east. Engine 14 is taking the “Delta” side. This is a defensive fire. For an E.M.S. incident: OCD from Light Force 2 on the scene of a multi-vehicle traffic with one victim trapped. Give me a physical rescue assignment and three additional Paramedic Rescues. For a Wildland Incident, Direct Attack: OCD from Engine 56 on the scene of approximately two acres of heavy brush involved, moving uphill. Engine 56 is establishing an anchor point and initiating a direct attack on the hot flank. OCD from Engine 76 on the scene at 5422 Barham Road, we have approximately five acres of heavy brush involved, moving uphill. Wind is 10-15 mph out of the northeast. Two structures are exposed. Engine 76 is taking structure protection at the top of the hill. BES Command Procedures Rev. 02/07/08 6 RADIO DESIGNATION The radio designation "Incident Command" or “IC” will be used along with the geographical location of the incident (i.e. "Alvarado IC", "Metro IC"). This designation will normally not change throughout the incident. The designation of "IC" will remain with the officer currently in command of the incident. For ease of communication it is recommended that a one word identifier be used when naming an Incident Command. INCIDENT COMMAND OPTIONS The responsibility of the first arriving resource to assume command of the incident presents several options, depending on the situation. A Chief Officer, or resource without tactical capabilities (i.e. staff vehicle, no equipment, etc.) normally initiates Incident Command. At most incidents the initial Incident Commander will be a company officer. The following Incident Command options define the company officer's role in tactical activities and the modes of Incident Command that may be utilized. Investigative Mode “Nothing Showing”: These situations generally require investigation by the initial arriving company while other resources remain staged. The officer investigates while utilizing a portable radio to staged resources, an on scene Chief Officer or OCD. Offensive Mode: There are situations that require immediate action in order to stabilize the incident and require the company officer’s direct involvement. In these situations company officers normally stay with their crew to provide the appropriate level of supervision. Examples of these situations include: Offensive/ interior fire attack. Critical life safety situations (i.e. rescue) must be achieved in a compressed time. Any incident where there is an inordinate concern for the safety and welfare of firefighters. Obvious working incidents that require further investigation by a company officer. Where fast intervention is critical, utilization of the portable radio will permit the company officer's involvement in the attack without neglecting Incident Command responsibilities. Defensive Mode: In a defensive mode, the risk versus gain to firefighters is too significant to make an interior fire attack. When the probability of saving lives is highly unlikely, the structure is vacant, or the risk to Firefighters in attempting to save any salvageable property outweighs the gain. Therefore, a defensive mode is the recommended choice of strategy in these situations. Protecting the exposures BES Command Procedures Rev. 02/07/08 7 from further loss, confining the damage to the structure(s) involved is considered a defensive mode. Command Mode - Stationary Incident Command Post: Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, require immediate strong, direct, overall Incident Command. In such cases, the company officer will initially assume an exterior, safe, and effective Incident Command position and maintain that position until relieved by a Chief Officer. A tactical worksheet shall be initiated and utilized to assist in managing these types of incidents. If the company officer assumes the Incident Command mode, the following options are available regarding the assignment of their remaining crew members. A. The company officer who remains as the Incident Commander may place the company into action with a member who is designated as the Acting Company Officer. The individual and collective experience of the crew will regulate this action. B. The officer may assign their crew members to work under the supervision of another company officer. In such cases, the officer assuming Incident Command must clearly communicate with the officer of the other company and indicate the assignment of those personnel. C. The officer may elect to assign the crew members to perform staff functions to assist Incident Command, such as information reconnaissance, filling out the tactical worksheet, etc. A company officer assuming Incident Command has a choice of modes and degrees of personal involvement in the tactical activities. However, that person will continue to be fully responsible for the Incident Command functions until Command is transferred. The initiative and judgment of this officer is of great importance. The modes identified are guidelines to assist the officer in implementing appropriate actions. The actions initiated shall conform to one of the modes of operation noted above. TRANSFER OF INCIDENT COMMAND Incident Command is transferred to improve the quality of the Incident Command organization. When Incident Command is transferred it should trigger upgrades in the Incident Command structure. The following guidelines outline the progressive transfer of Incident Command. A. The first Fire Department resource/member arriving on the scene will automatically assume Incident Command. This will normally be a company officer, but could be any sworn fire department member, regardless of rank. B. The first arriving company officer will assume Incident Command after transfer of Incident Command procedures have been completed. C. The first arriving Truck Company officer will assume Incident Command after transfer of Incident Command procedures have been completed. BES Command Procedures Rev. 02/07/08 8  D. The first arriving Battalion Chief shall assume Incident Command, following transfer of Incident Command procedures. E. Assumption of Incident Command is discretionary for all ranks above Battalion Chief. In certain situations, it is advantageous for the first arriving Incident Commander (i.e. company officer) to pass Command to the next Company ON THE SCENE. This is indicated when the initial commitment of the first arriving Company requires a full crew (i.e., highrise or an immediate rescue situation) and another officer of equal rank is on the scene. When a Chief Officer arrives on the scene at the same time as the initial arriving Company, the Chief Officer shall assume Incident Command. "Passing Incident Command" to a resource that is not on the scene may create a gap in critical command processes (i.e., situational awareness, resource status) and could compromise overall incident management. To prevent this "gap", Incident Command SHALL NOT BE PASSED OR TRANSFERREDTO AN OFFICER WHO IS NOT ON THE SCENE. It is preferable to have the initial arriving company officer continue to operate in the Offensive mode until Incident Command can be transferred to a resource that arrives on-scene. Should a situation occur where a later arriving Company Officer or Chief Officer cannot locate or communicate with the initial Incident Commander (after several radio attempts), they will assume command, announce their assumption of command and initiate whatever actions are necessary to confirm the safety of the initial Incident Command resource. Within the chain of Incident Command, the actual Transfer of Incident Command will be regulated by the following procedure: A. The officer assuming Incident Command will communicate with the person being relieved by radio or face-to-face. Face-to-face is the preferred method to transfer Incident Command. B. The person being relieved will brief the officer assuming Incident Command indicating at least the following: 1. General situation status (CONDITIONS): a. Incident conditions (fire location and extent, Hazmat spill or release, number of patients, etc.) b. Incident Action Plan (offensive, defensive, etc.) c. Status of the tactical priorities. d. Safety considerations. 2. Deployment and assignments of operating companies and personnel (ACTIONS). 3. Appraisals of need for additional resources (NEEDS). C. The person being relieved of Incident Command should review the tactical worksheet (the dispatch printout with tactical notes, the F-666 or the ICS- 201) with the officer assuming Incident Command. The tactical worksheet provides the most effective foundation for Incident 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. BES Command Procedures Rev. 02/07/08 9 The mere arrival of a higher ranking officer on scene does not mean that Incident Command has been automatically transferred to that officer. Incident Command is only transferred when the above outlined transfer of Incident Command process has been completed. The person being relieved of Incident Command will be assigned by the officer assuming Incident Command to a position that is most advantageous to the incident. A ranking officer may elect to have a subordinate continue the role of “Operations”, in cases where an individual is effectively managing 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 Incident Command role, normally Deputy IC, Operations or Plans. The ranking officer must determine that the “Deputy IC, or Operations” is aware of the position and function of all assigned resources and the general status of the situation. In these cases, the arriving ranking officer may assume an overwatch/supportive role in the overall Incident Command function. Not withstanding the above, the ranking officer still assumes the ultimate responsibility for the incident by virtue of being involved in the Incident Command process. DISCUSSION The response and arrival of additional Command Officers on scene strengthens the overall Incident Command function. As the incident escalates, the Incident Commander should use these Command Officers to manage Divisions, Groups, Branches, and Sections, strengthening the Incident Command structure. When the first arriving resource is a Command Officer, efforts should be automatically directed towards establishing an Incident Command Post and fulfilling the Incident Command functions. An Incident Command Post in a vehicle equipped for this purpose is a priority at all working incidents. A vehicle which provides appropriate work space for the Incident Commander and staff personnel, lighting, communications equipment, supplies reference items, and some isolation from outside distractions will make Incident Command more effective. Whenever possible position command apparatus so as to obtain the most optimal view of the incident. Company and Command Officers should use radio discipline to minimize unnecessary radio traffic while responding. Prior to arriving on scene radio traffic should be limited to those essential communications required to ensure that critical Incident 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. Chief Officers and staff personnel should report directly to the Incident Command Post to notify the Incident Commander of their availability to assume incident duties. These personnel should park their vehicles in a location that does not restrict tactical operations at the scene. BES Command Procedures Rev. 02/07/08 10 The Incident Commander is responsible for managing the incident. The fire department empowers the Incident Commander with the authority to turn their decisions into actions (formulate a plan and assign companies). Simply stated, the Incident Commander outranks everybody*. If a higher ranking officer wants to affect a change in the management of an incident, they must first be on the scene of the incident, and then implement the transfer of command procedures. *Note: Any member can effect a change in incident management in extreme situations relating to safety by notifying Incident Command and initiating corrective action. The Incident Command System (ICS) never "sleeps". The ICS is in a constant state of readiness. When there are no working incidents Operations Control Dispatch Section (OCD) operates as Department Command under the supervision of the Deputy Department Commander (DDC). When OCD receives notification of a working incident (normally via the telephone) they start the Incident Command process by giving instruction to the caller and dispatching the appropriate resources. OCD continues in an active management role by ensuring that the first on-scene resource assumes Incident Command. As an incident escalates to a major emergency, the DDC shares this responsibility by virtue of being the highest ranking on duty member. INCIDENT COMMAND STAFF The incident scene is often a dynamic, intense, and exciting place. As the incident grows beyond the capabilities of the first alarm assignment, the Incident Commander can become overloaded and overwhelmed with information management, assigning Companies, filling out and updating the tactical worksheet, planning, forecasting, calling for additional resources, talking on the radio, and fulfilling all the other Standards of Command. The Platoon-Duty AC as Incident Commander The Platoon-Duty Assistant Chief (AC) assigned to the incident will normally be the highest ranking officer in the Incident Command Post. The Chief Officer who has served as the “initial” Incident Commander will normally continue to focus on the completion of the tactical priorities and assume the role of “Deputy IC”, “Operations.”, or Planning Section Chief based upon the needs of the Incident and the A/C would become the Incident Commander. The AC will review and/or modify the strategic and tactical plans and other components of the incident. The AC’s focus is to look at the entire incident and its impact from a more broad or overall perspective and provide direction, guidance and advice to Operations (the officer responsible for managing the tactical aspects of the incident). In this oversight role the AC becomes the overall Incident Commander. BES Command Procedures Rev. 02/07/08 11 Role and Responsibilities of the AC Assumes Command, or not and declares their intentions Develops situational awareness and gives an updated size up Review and evaluate the strategy, and initiate any needed changes. Review the incident objectives and organizational structure; initiate modifications to meet the needs of the incident. Ensure sufficient resources are on scene to accomplish the action plan Implement Command and General Staff positions as necessary Transition initial action IC to Deputy IC, Ops or Planning Section Chief or other critical role(s) as necessary. Provide a liaison with other city agencies and officials, outside agencies, property owners and/or tenants. Other duties as necessary. In order to maintain continuity and overall effectiveness, the AC is normally at the Incident Command Post with the Operations Chief. When a Division Command Team is working with a Battalion Command Team at an Incident Command Post, normally there are four (4) members responsible for implementing the Standards of Command. These members are working as one team to enhance the Incident Command process and make the Standards of Command more effective. The officer assigned to communicate directly to Companies, Divisions/Groups, or Branches will use the radio designation "I C" and should be the only member of the Incident Command team talking on the tactical radio channel(s). However, once Operations is established, that member will use the radio designation “Operations”, and that member (or their Staff Assistant) should be the only member of the ICP communicating on the tactical operations radio channel(s). INCIDENT COMMAND STRUCTURE It is the responsibility of Incident Command to develop an organizational structure, using standard operating procedures, to effectively manage the incident scene. The development of the organizational structure should begin with deployment of the first arriving fire department resource and continue through a number of phases, depending on the size and complexity of the incident. The Incident Command organization must develop at a pace that stays ahead of the tactical deployment of personnel and resources. In order for the Incident Commander to manage the incident, they must first be able to direct, control, and track the position and function of all operating Companies. BES Command Procedures Rev. 02/07/08 12 Building an Incident Command organization is the best support mechanism the Incident Commander can utilize to achieve an effective balance between managing personnel, resources and incident needs. Simply put, this means: Large scale and “complex” incidents = Large Incident Command organizations. Small, routine and "simple" incidents = Small Incident Command organizations. The basic configuration of Incident Command addresses three operational levels: Strategic Level - Overall direction of the incident. Tactical Level - Objectives assigned to Divisions, Groups, etc. Task Level - Work assigned to individual companies/members. The Strategic Level involves the overall Incident Command and direction of the incident. The Incident Command team is responsible for the strategic level of the Incident Command structure. The Strategic Plan defines where and when resources will be assigned to the incident and how they are intended to impact the situation. This plan is the basis for developing an Incident Command organization, assigning all resources and establishing and ranking tactical priorities. The Strategic Level responsibilities include: Determining the appropriate strategy: OFFENSIVE OR DEFENSIVE Establishing a strategic plan for the incident. Developing an Incident Action Plan. Obtaining and allocating resources. Predicting outcomes and planning. Assigning specific objectives to tactical level resources. Ensuring that Staging (and Base, when applicable) has been established and functional. The Tactical Level directs activities to execute or implement specific objectives. Tactical Level officers include Division/Group Supervisors, who are in charge of grouped resources. Tactical Level officers (Division/Group Supervisors) are responsible for geographic areas or functions, and supervising personnel assigned to their respective Division/Group. A Division/Group assignment comes with the authority to make decisions and assignments, within the boundaries of the overall plan and safety conditions. The accumulated achievements of tactical priorities should accomplish the Strategic Level goals. The Task Level refers to those activities normally accomplished by a company(ies) or specific personnel. The task level is where the hands-on work is actually done. Task level activities are normally supervised by company officers. The accumulated achievements of Task Level activities should result in the accomplishment of the tactical priorities. BES Command Procedures Rev. 02/07/08 13 Incident Command Structure - Basic Organization Examples: The most basic Incident Command structure combines all three levels of Incident Command. For example, the company officer on a single engine response to a dumpster fire determines the strategy and tactics, and supervises the crew doing the task. The basic structure for a "routine" incident, involving a small number of companies, requires only two levels of Incident Command. The role of Incident Command at a “routine" incident combines the Strategic and Tactical Levels. Companies report directly to Incident Command and operate at the Task Level. Division/Group Supervisors Complex emergency situations often exceed the capability of one officer to effectively manage the entire operation. The Incident Commander should group companies to work in Divisions/Groups. Divisions/Groups reduce the span of control to more manageable, smaller sized components. Divisions/Groups allow the Incident Commander to communicate principally with Division/Group Supervisors rather than multiple, individual company officers, thus providing an effective Incident Command structure and organization. Generally, Division/Group responsibilities should be assigned early in the incident. Typically, these initial assignments will go to the first company assigned to a Division (geographic area) or Group (functional). This early establishment of Divisions/Groups provides an effective Incident Command organization on which the operation can be built and expanded. Whenever two resources are assigned to the same geographic area or function at an incident, one of the officers shall be placed in command of that geographic area or function (Division/Group Supervisor). As Divisions/Groups are implemented, Incident Command continues to operate at the strategic level, determining the overall strategy to deal with the incident. Incident Command Structure - Divisions/Groups, Basic Operational Approach Normally, a company officer can effectively supervise their own crew and direct or coordinate the efforts of one or two additional companies assigned to their Division/Group. A company officer that is assigned to manage a Divison or Group BES Command Procedures Rev. 02/07/08 14 beyond one or two companies should designate an acting Captain for their own company, or assign the members to another Officer. The Company Officer assigned as a Division/Group Supervisor should also consider assigning a member as his staff assistant. As operations expand in complexity and size, and as additional Chief Officers become available, the Incident Commander should assign them to relieve company officers as Division/Group Supervisors. The use of Divisions/Groups in the Incident Command organization provides a standard system to divide the incident scene into smaller manageable components. The number of Divisions/Groups that can be effectively managed by the Incident Commander varies. FIRESCOPE, NWCG, and NIMS provide for a span of control from 3-7 with five being optimal. In fast moving complex operations, a span of control of no more than five Division/Groups is preferred. In incidents with minimal activity, slow moving, less complex operations, the Incident Commander may effectively manage more six or more Division/Groups. Where the number of Divisions/Groups exceed the span of control that the Incident Commander can effectively manage, the incident organization should be divided into Branches. Each Branch is responsible for several Divisions/Groups and should be assigned its own communications. The Division/Group organizational structure procedures also provide an array of major functions which may be selectively implemented according to the needs of a particular situation. This places responsibility for the details and execution of each particular function on a Division/Group Supervisor. When effective Divisions/Groups have been established, the Incident Commander can concentrate on overall strategy and resource allocation, allowing the Division/Group Supervisors to manage their assigned resources. The Incident Commander determines strategic goals and assigns tactical priorities and resources to the Divisions/Groups. Each Division/Group Supervisor is responsible for the tactical deployment of the resources at their disposal in order to complete the tactical priorities assigned by the Incident Commander. Division/Group Supervisors are also responsible for communicating conditions, actions and needs to Incident Command. The use of Divisions/Groups effectively reduces the overall amount of radio traffic. Most routine communications within a Division/Group should be conducted in a face-to-face manner between company officers and their Division/Group Supervisor. However, the safety of fire fighting personnel represents the major reason for establishing Divisions/Groups. Each Division/Group Supervisor must maintain communication with assigned companies to control both their position and function. The Division/Group Supervisor must constantly monitor all hazardous situations and risks to personnel. The Division/Group Supervisor must continually take appropriate actions to ensure that companies are operating in a safe and effective manner. BES Command Procedures Rev. 02/07/08 15 Incident Command Should Begin to Assign Divisions/ Groups Based on: 1. Situations which will eventually involve a significant number of companies or functions; Incident Command should initially assign Division/Group responsibilities to the first companies assigned to a geographic area or function, until Chief Officers are available. 2. When Incident Command can no longer effectively manage the number of companies currently involved in the operation. 3. When companies are involved in complex operations (Large interior or geographic areas, hazardous materials, technical rescues, etc.) 4. When companies are operating from tactical positions which Incident Command has little or no direct control over (i.e. extended distances). 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. When two resources are assigned to the same geographic area or function, one of the officers must be placed in command of that geographic area or function as the Division/Group Supervisor. When establishing a Division/Group, the Incident Commander will assign each Division/Group Supervisor: A. Tactical objectives. B. A radio designation (Roof Division/Group, Division “Alpha”, Ventilation Group, Division 14, etc.) C. The identity of resources assigned to the Division/Group. Divisions/Groups Will Be Guided By The Following: It shall be the on-going responsibility of the Incident Commander to assign Divisions/Groups as required for effective emergency operations; this assignment will relate to both geographic and functional needs. The Incident Commander shall advise each Division/Group Supervisor of their specific tactical priorities. The overall strategy and plan should also be provided, time permitting, so the Division/Group Supervisor has an idea of what is going on and how their assignment fits in. The number of companies assigned to a Division/Group will depend upon conditions within that Division/Group. The Incident Commander will maintain an awareness of the number of companies operating within a Division/Group and the capability of that Division/Group Supervisor to effectively direct operations. If a Division/Group Supervisor cannot effectively manage the resources within their Division/Group, they should notify the Incident Commander so that the Division/Group responsibilities can be divided or other measures action taken. In most situations five (5) companies/ Task Forces/ Strike Teams, etc. represents the maximum effective span of control for a Division/Group Supervisor. BES Command Procedures Rev. 02/07/08 16  Division assignments should normally be as follows: Division "A” or “Alpha" will be the address side of the building and the other Divisions follow in a clockwise rotation around the building in alphabetical order (Any exceptions or deviations from this practice shall be clearly communicated on all incident command and tactical radio channels). In multi-story occupancies, Divisions will be designated by floor numbers/name (Division 15 indicates 15th floor). In some cases the floor Division identification may be subdivided into geographic areas such as "Division 15, Stairwell 2" or "Division 15, Stairwell 3" depending on stairwell and floor access. Groups will be identified by their function (Salvage Group, Medical Group, Ventilation Group, etc.). Division/Group Supervisors will use their Division/Group designation in radio communications (i.e., "Division Alpha to IC"). Divisions/Groups are managed by a Division/Group Supervisor. Division/Group Supervisors can be Chief Officers, company officers, or any other fire department member designated by the Incident Commander. In many cases, the initial Division/Group responsibility will be given to the company officer who receives the initial assignment to a basic tactical position or function (north, medical, decon, roof, etc.) The Incident Commander will assign a Command Officer to assume Division/Group responsibilities as soon as possible. Routine Transfer of Command procedures will be followed in transferring Division/Group responsibility. In some cases, a Division/Group Supervisor may be assigned to an area/function initially to evaluate and report conditions and advise Incident Command of needed tasks and resources. The assigned officer will proceed to the Division/Group, evaluate and report conditions to the Incident Commander, and assume responsibility for directing resources and operations within his/her assigned area of responsibility. The Division/Group Supervisor must be in a position to directly supervise and monitor operations. This will require the Division/Group Supervisor to be equipped with the appropriate protective clothing and equipment for his/her area of responsibility. Division/Group Supervisors assigned to operate within the IDLH must be accompanied by a partner (normally a Firefighter/Staff Assistant). Division/Group Supervisors will be responsible for, and in control of, all assigned activities within their Division/Group. This requires each Division/Group Supervisor to: A. Report Conditions, Actions and Needs at regular intervals to IC/Operations. B. Complete objectives assigned by the Incident Commander. C. Account for all assigned personnel. BES Command Procedures Rev. 02/07/08 17  D. Ensure that operations are conducted safely. E. Monitor work progress. F. Redirect activities as necessary. G. Coordinate actions with related activities, and adjacent Division/Groups. H. Monitor welfare of Division/Group personnel. I. Request additional resources as needed. J. Provide the Incident Commander with essential and frequent progress reports. K. Re-allocate resources within the Division/Group. The Division/Group Supervisor should be readily identifiable and maintain a visible position as much as possible. The primary function of a company officer working within a Division/Group is to direct the operations of their individual crews in performing assigned task. Company officers will advise their Division/Group Supervisor of work progress, preferably face-to-face. All request for additional resources or assistance within a Division/Group must be directed to the Division/Group Supervisor. Division/Group Supervisors will communicate with "IC" or “Operations” if implemented. Each Division/Group Supervisor will keep the Incident Commander informed of conditions and progress in the Division/Group through regular progress reports. The Division/Group Supervisor must prioritize progress reports to essential information only. The Incident Commander must be advised immediately of significant changes, particularly those involving safety, the ability or inability to complete an objective, hazardous conditions, accidents, structural collapse, etc. When a company is assigned from Staging to an operating Division/Group, the company will be told what Division/Group and Supervisor they will report to. The Division/Group Supervisor will be informed of which particular companies or resources have been assigned by the Incident Commander. It is then the responsibility of the Division/Group Supervisor to contact the assigned company to transmit any instructions relative to the specific action requested. Division/Group Supervisors will monitor the condition of the crews operating in their Division/Group. Relief crews will be requested in a manner to safeguard the safety of personnel and maintain progress toward the Division/Group objectives. Division/Group Supervisors will insure an orderly and thorough reassignment of crews to rehabilitation (Rehab). Crews must report to Rehab intact to facilitate accountability. Rehab is part of the Medical Unit in the Logistics Section. In a single story building, upon completion of rehabilitation, the IC may permit companies to report back to their Division/Group Supervisor. Prior to reassignment within their Division/Group, companies may be kept readily available within the Division/Group. Companies within a Division/Group should be in full PPE’s with all necessary equipment to relieve or assist companies within their assigned Division/Group. BES Command Procedures Rev. 02/07/08 18 In multi-story buildings, upon completion of rehabilitation, companies shall normally report back to Staging for reassignment. However, in other than high rise buildings where Staging and Rehabilitation have been established in the involved building, the IC may permit companies to report directly back to their Division/Group Supervisor. Prior to reassignment within their Division/Group, companies may be kept readily available within the Division/Group. Companies within a Division/Group should be in full PPE’s with all necessary equipment to relieve or assist companies within their assigned Division/Group. Companies staged should be in full PPE with all necessary equipment to relieve or assist companies in any assigned Division/Group. The IC's rehabilitation plan must be well understood by all members on scene. BES Command Procedures Rev. 02/07/08 19  COMMUNICATIONS “FLOW” Incident Commander Public Information Liaison Safety Operations Planning Logistics Finance/Admin Section Chief Section Chief Section Chief Section Chief Branch Director Division Supervisor Group Supervisor Commander Task Force Leader Engine Company Commander BES Command Procedures Rev. 02/07/08 20  GEOGRAPHIC DIVISIONS “ANGLED STREETS” BES Command Procedures Rev. 02/07/08 21  GEOGRAPHIC DIVISIONS “ONE STORY STRUCTURE” BES Command Procedures Rev. 02/07/08 22  GEOGRAPHIC DIVISIONS “MULTI-STORY STRUCTURE” DIVISION 10 DIVISION 8 DIVISION 6 DIVISION 2 BES Command Procedures Rev. 02/07/08 23 Incident Command Structure - Expanding the Organization; Branch Directors As the incident organization grows in complexity and/or scope and/or the span of control within existing Divisions/Groups is maximized, the Incident Commander may implement an additional intermediate level within the Incident Command organization know as Branching. The Branch level of the organization is designed to provide COORDINATION between the Divisions/Groups and Incident Command. Branch Directors supervise and manage a number of Division/Group Supervisors, and report to the Incident Commander or Operations. Strategic Level - Incident Commander Coordination Level - Branch Directors Tactical Level - Division/Group Supervisors Task Level – Company Officers Branch Directors should be utilized at incidents where the span of control of Divisions/Groups is maximized; incidents involving two or more distinctly different major management components (i.e. a large fire with a major evacuation, a large fire with a large number of patients). The Incident Commander may elect to assign Branch Directors at forward positions to coordinate the activities between Divisions/Groups. The intent of the Branch Level of the Incident Command structure is to divide an incident into manageable components and reduce the Incident Commander’s span of control. Branch Directors may be utilized at very large incidents that involve two or more major components, multiple agencies, or a large/complex geographical area. The following are examples of types of incidents where Branches should be utilized: A Hazmat or Wildland incident that requires a major evacuation. A large scale incident spread over a wide geographic area (i.e., Wildland Fire). An incident with mass casualties and a significant hazard (i.e. fire, Hazmat, plane crash, floods, etc.). Large structure fire exposing a multi-story building such as a high rise. Large or complex incidents involving multiple response disciplines (i.e., law enforcement and transportation). Any incident where the number of Division/Groups exceed the span of control that can be effectively managed by the Incident Commander. Branch Directors manage and direct activities of Division/Group Supervisors. Branch Directors should have communications dedicated to their respective Branch, and may establish their own staging areas. The radio designation of a Branch may reflect its function,geographic area, or may be numbered. (i.e., Fire Control Branch, Medical Branch, High Rise Branch, Branch II, etc.). When the Incident Commander implements Branches, the Division/Group Supervisors BES Command Procedures Rev. 02/07/08 24 should be notified as soon as possible of their new supervisor. This information should include: A. What Branch the Division/Group is now assigned to. B. The radio channel the Branch (and Division/Group) is operating on. Radio Communications should then be directed from the Division/Group Supervisor to the Branch Director - instead of Incident Command. Division/Group Supervisors shall relay this information to the companies working in their Division/Group. RADIO CHANNEL ASSIGNMENTS TO BRANCHES The Branch Directors positions may be assigned to Chief Officers. Depending on the situation, Branch Directors are normally at a remote location, but may be located at the Incident Command Post.. When located at the Incident Command Post, Branch Directors can communicate face-to-face with the Incident Commander and/or the Operations Chief. When an incident encompasses a large geographic area it may be more effective to have Branch Directors in forward operating positions. When Branch Directors are sent to forward positions, they should utilize a command vehicle (i.e., Suburban) as a forward Branch Command Post (when feasible). In these situations, The Incident Commander must assign officers in the Incident Command Post to monitor each Branch radio channel. BES Command Procedures Rev. 02/07/08 25 Incident Command Structure - Expansion to Major Operations SECTIONS As a small incident escalates into a major incident, additional organizational support will be required. As additional ranking officers arrive on the scene, the Incident Command Team may be expanded through the involvement of Command Officers and staff personnel to fill section positions. The various Incident Command Sections assist the Incident Commander with the overall 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). Where the communications system permits, Section Chiefs should operate on separate radio channels and utilize the radio designation that identifies their section (Planning, Logistics, etc.). During the initial phases an incident the Incident Commander and their staff collectively manages the activities of the Command, Operations, Planning and Logistics Sections. Normally, the Fire Department's involvement and needs at an incident can be managed implementing four of the five ICS sections. They are: Incident Command (previously discussed) The Operations Section The Planning Section The Logistics Section The Operations Section is responsible for completing the tactical priorities, and the safety and welfare of the personnel working in the Operations Section. Operations communicates the strategy and specific objectives to Division/Group Supervisors and/or Branch Directors. Roles and Responsibilities: Coordinate activities with the Incident Commander. Implement the Incident Action Plan. Assign resources from Staging to Divisions/Groups/Branches based on incident objectives and tactical priorities. Build an effective organizational structure through the use of Branches and Divisions/Groups. Provide Branches and Divisions/Groups with tactical objectives. Manage Operations Section activities. Provide for life safety. Determine needs and request additional resources. Consult with and inform other sections and the Incident Command Staff as needed. Ensure a Staging Manager has been assigned. BES Command Procedures Rev. 02/07/08 26 When Operations is located at the Incident Command Post, they should use the radio designation of "Operations” or “Ops". However, the vast majority of our daily incidents can be effectively managed without an Operations Chief. When an Operations Chief is assigned they will use the radio designation, "Operations”. Implementing an "Operations" radio designation indicates a transition of command. It is absolutely essential that all personnel operating at the incident be made aware of the activation of "Operations". All Division/Group Supervisors and/or Branch Directors must then direct their communications to the "Operations" officer. The Operations Chief will normally communicate face to face with the Incident Commander to request additional resources, provide progress reports, etc. The Incident Commander - Role and Responsibilities After Activation of an Operations Chief Once the Operations Chief 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 Chief in directing the tactical aspects of the incident. Review and evaluate the plan, and initiate any needed changes. Provide on-going review of the overall incident (THE BIG PICTURE). Select priorities. Provide direction to the Operations Chief. Review the organizational structure, initiate change or expansion to meet the incident objectives. Initiate Section and Branch functions as required. Establish liaison with other city agencies and officials, outside agencies, property owners and/or tenants. Other duties as necessary. In order to maintain continuity and overall effectiveness, the Incident Commander and Operations Chief may be located in the Incident Command Post together. The Planning Section is responsible for developing and maintaining the incident’s situational awareness. Situational awareness would include the gathering, assimilating, analyzing, and processing of incident relevant information needed for effective decision making. Information is also critical in making long range plans. One of the Planning Section Chief's tasks is to plan ahead of current events. BES Command Procedures Rev. 02/07/08 27 Roles and Responsibilities: Develop and maintain overall situational awareness of the incident (Situation Status). Manage personnel/resource accountability at the incident (Resource Status). Evaluate current strategies and plans with the Incident Commander. Refine and recommend any needed changes to plans. 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. 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. Incident Command may assign the Logistics Section its own radio channel. The Logistic Section Chief may establish Units for their section as needed. Roles and Responsibilities: Manage Medical Unit/Rehab. Manage Base. 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 apparatus and equipment. Obtain specialized equipment per Incident Command. Provide food and associated supplies. Secure and maintain any needed fixed or portable facilities. Coordinate immediate Critical Incident Stress Debriefing. Provide any other logistical needs as requested by Incident Command. Supervise assigned personnel. BES Command Procedures Rev. 02/07/08 28 THE PLANNING PROCESS A key element of incident and event management is the planning process. An effective planning process provides a method for addressing command/management issues and guides command elements through a decision making process. Although plans ultimately change, as the incident/event evolves, a standardized planning process provides a basic framework to reference. BES Command Procedures Rev. 02/07/08 29 INITIAL RESPONSE, ASSESSMENT & INCIDENT BRIEF The period of Initial Response and Assessment occurs in all incidents. Short-term responses, which are small in scope and/or duration (e.g., a few resources working one operational period), can often be coordinated using only an F-666 or ICS 201 (Incident Briefing Form). INCIDENT BRIEFING (ICS-201) - During the transfer-of-command process, an ICS 201 formatted briefing provides the incoming Incident Commander (IC)/Unified Command (UC) with basic information regarding the incident situation and the resources allotted to the incident. Most importantly it functions as the Incident Action Plan (IAP) for the initial response and remains in force and continues to be developed (updated) until the response ends or the Planning Section generates the incident's first IAP. It is also suitable for briefing individuals newly assigned to the Command and General Staff, Incoming tactical resources, as well as needed assessment briefings for the staff. Note: It is acceptable for an incident to continue to be run based on updated ICS-201’s as long as adequate situational awareness, resource status and planning personnel are not available. However, efforts should be made to transition the management of the incident from a reactive posture to one that is a proactive or managed phase. The ICS 201 facilitates documentation of the current situation, initial response objectives, and current and planned actions, resources assigned and requested, on- scene organization structure and incident potential. This form is essential for future planning and the effective management of initial response activities. INITIAL UNIFIED COMMAND MEETING INITIAL UNIFIED COMMAND MEETING - Provides UC representatives with an opportunity to discuss and concur on important issues prior to the Command and General Staff Meeting. The meeting should be brief and important points and issues documented. Prior to the meeting, parties should have an opportunity to review and prepare to address the agenda items. The results of this meeting will guide the operational efforts. OBJECTIVES MEETING OBJECTIVES MEETING - The IC/UC will identify/review and prioritize incident objectives. For reoccurring meetings objectives are reviewed and new objectives are identified as needed. BES Command Procedures Rev. 02/07/08 30 COMMAND & GENERAL STAFF MEETING/BRIEFING COMMAND AND GENERAL STAFF MEETING – At the initial Command and General Staff Meeting, IC/UC will present their decisions and management direction to the Command and General Staff Members. This meeting should clarify and help to ensure understanding among the core IMT members on the decisions, objectives, priorities, procedures and functional assignments (tasks) that the IC considers significant. In a Unified Command incident this meeting would clarify and help to ensure understanding among the core IMT members on the decisions, objectives, priorities, procedures and functional assignments (tasks) that the UC has discussed and reached agreement on. Subsequent Command and General Staff Meetings will cover any changes in Command direction, review Open Actions (ICS 233) and status of assigned tasks. PREPARE FOR TACTICS MEETING PREPARE FOR THE TACTICS MEETING – During this phase of the Operational Planning Cycle, Operations and Planning begin the work of preparing for the upcoming Tactics Meeting. They review incident objectives to determine those that are Operations responsibility and considered Command priorities. They will draft a work analysis matrix (strategies and tactics to meet those objectives assigned to Operations), an ICS 215, and an Operations Section organization chart for the next operational period. Planning should facilitate/support this process to the greatest extent possible to ensure that the material, information, resources, etc. to be presented in the Tactics Meeting is organized and accurate. TACTICS MEETING TACTICS MEETING - This 30-minute meeting produces operational input needed to support the IAP. Operations will present a work analysis matrix and draft ICS 215. The proposed Operations Section organization will also be presented by Operations Section Chief (OSC) and solidified. Operations and Planning will solicit input of attendees in order to refine these draft products for full staff approval at the Planning Meeting. PREPARE FOR PLANNING MEETING PREPARING FOR THE PLANNING MEETING - The Command and General Staffs prepare for the upcoming Planning Meeting. The Planning Section Chief (PSC) ensures the material, information, resources, etc., used or discussed in the Planning Meeting is prepared and ready for presentation during the meeting. BES Command Procedures Rev. 02/07/08 31 PLANNING MEETING PLANNING MEETING - This meeting provides an overview of the tactical plan to achieve commands current direction, priorities and objectives. The OSC will present the proposed plan to the Command and General Staff for review and comment. OSC will discuss strategy and tactics that were considered and chosen to best meet command’s direction for the next operational period. The OSC will also briefly discuss how the incident will be managed along with work assignments and resources and support required to implement the proposed plan. This meeting provides the opportunity for Command and General Staff to discuss and resolve any issues and concerns prior to assembling the IAP. After review and updates are made, planning meeting attendees commit to support the plan. IAP PREP & APPROVAL INCIDENT ACTION PLAN PREPARATION AND APPROVAL – Appropriate IMT members must immediately complete the assigned task/products that are needed to include in the IAP. These products must meet the deadline as set by the Planning Section so that the necessary IAP components can be assembled. The Planning Section must set the deadline early enough to permit timely IC/UC review, approval, and duplication of sufficient copies for the Operations Briefing and other IMT members. OPERATIONS BRIEFING OPERATIONS BRIEFING - This 30-minute, or less, Briefing presents the IAP to the oncoming Operations supervisors and above and the oncoming Incident Management Team (IMT). After this briefing has occurred and during shift change, off-going members should be interviewed by their relief and by Operations in order to validate IAP effectiveness. Responsible Division/Group Supervisors may make last minute adjustments in tactics, with notifications made to Operations. Similarly, a supervisor may reallocate resources within their Division/Group to adapt to changing conditions. EXECUTE PLAN The completed IAP is essentially an Operations Order that communicates the “Commander’s Intent”. The IAP also contains those supportive documents essential to incident communications, safety, medical support, logistics and information/intelligence. Once the IAP is promulgated through its dissemination at the Operations Briefing incident resources are expected to move ahead with its execution/implementation. BES Command Procedures Rev. 02/07/08 32 ASSESS PROGRESS ASSESS PROGRESS – Assessment is an on-going continuous process to adjust current operations and help plan for future operations. Following the briefing, and shift change, all Command and General Staff Section Chiefs will review the incident response progress and make recommendations to the IC/UC in preparation for the next IC/UC Objectives Meeting. This feedback/information is continuously gathered from various sources, including Field Observers, responder debriefs, stakeholders, etc. The IC/UC should encourage Command and General Staff to get out of the ICP and view first hand the areas of the incident they are supporting. BES Command Procedures Rev. 02/07/08 33 THE PLANNING “P” The Planning “P” is a graphical representation of the incident/event planning cycle. There is a “P” that represents the activities of each ICS Section as well as the Planning Process for Area Command and preplanned events. Command Section BES Command Procedures Rev. 02/07/08 34  Chapter 2 – The Command Post PURPOSE The Los Angeles Fire Department responds to a wide range of emergency incidents. In order to effectively manage personnel and resources and to provide for the safety and welfare of personnel, we will always operate within the Incident Command System at the incident scene. This procedure identifies the Standard Operating Procedures to be employed in establishing Incident Command and all the components of the Incident Command System. OVERVIEW OF COMMAND POSTS BES Command Procedures Rev. 02/07/08 35 THE FIELD COMMAND POST (CHIEF OFFICER’S VEHICLE) BES Command Procedures Rev. 02/07/08 36 THE COMMAND POST VEHICLE (CPV) BES Command Procedures Rev. 02/07/08 37 THE FIXED FACILITY COMMAND POST BES Command Procedures Rev. 02/07/08 38 THE MULTI-AGENCY COMMAND POST BES Command Procedures Rev. 02/07/08 39 COMMAND POST PROCEDURES BES Command Procedures Rev. 02/07/08 40 Chapter 3 – Incident Management Teams PURPOSE The purpose of an Incident Management Team is to support and/or augment the command, control and communications efforts of the Incident Commander of an emergency incident or preplanned event. An incident or events scope, complexity and duration will determine the need for an IMT. When and how an IMT is requested/deployed can be automatic or by the direction of the Incident Commander at an active incident or event. The size, makeup and application of an IMT are all variables that are to be considered prior to the request for IMT support. IMT SUPPORT BES Command Procedures Rev. 02/07/08 41  Appendices BES Command Procedures Rev. 02/07/08 42 Appendix – A (Planning P’s) Operations Section BES Command Procedures Rev. 02/07/08 43 Planning Section BES Command Procedures Rev. 02/07/08 44 Logistics Section BES Command Procedures Rev. 02/07/08 45 Area Command BES Command Procedures Rev. 02/07/08 46 Planned Event BES Command Procedures Rev. 02/07/08 47 Appendix – B (Example ICS Forms) BES Command Procedures Rev. 02/07/08 48 Appendix – C (Command Post Layouts) BES Command Procedures Rev. 02/07/08 49 Appendix – D (IMT Matrices) BES Command Procedures Rev. 02/07/08 50