KCFD Incident Management System PDF 2013

Incident Management System.doc KCFD Incident Management System Kansas City, Missouri Fire Department February 2013 1 Incident Management System.doc TABLE OF CONTENTS I. Introduction ----------------------------------------------------------------------------------------------------- 3 a. Purpose II....

Incident Management System.doc KCFD Incident Management System Kansas City, Missouri Fire Department February 2013 1 Incident Management System.doc TABLE OF CONTENTS I. Introduction ----------------------------------------------------------------------------------------------------- 3 a. Purpose II. System Overview a. KCFD Use of IMS ----------------------------------------------------------------------------------- 4 b. Basic Tenets of IMS --------------------------------------------------------------------------------- 4 c. Mutual and Automatic Aid Operations ------------------------------------------------------------ 6 III. General Concepts of Command a. KCFD guidelines for establishing command ------------------------------------------------------ 7 b. Command Options ------------------------------------------------------------------------------------8 c. KCFD guidelines for transferring command ------------------------------------------------------ 10 d. Command Post ---------------------------------------------------------------------------------------- 11 e. Unified Command Incident (IC) -------------------------------------------------------------------- 12 f. Modular Extension ------------------------------------------------------------------------------------ 12 IV. Functional Responsibilities a. Command Structure ----------------------------------------------------------------------------------- 15 i. Command Function ii. Safety Officer iii. Liaison Officer iv. Public Information Officer v. Command Advisor b. General Staff ------------------------------------------------------------------------------------------- 17 i. Operations ii. Planning Section 1. Planning Section Chief 2. Resources Unit Leader 3. Situation Unit Leader 4. Documentation Unit Leader iii. Logistics Section 1. Logistics Section Chief 2. Communication Unit Leader iv. Finance/Administration v. E-O-C relationship V. KCFD IMS positions summary a. Incident Commander ------------------------------------------------------------------------------b. Operations -------------------------------------------------------------------------------------------c. Branch Director ------------------------------------------------------------------------------------d. Safety Officer ---------------------------------------------------------------------------------------e. Public Information Officer ------------------------------------------------------------------------f. Liaison Section -------------------------------------------------------------------------------------g. Staging Officer -------------------------------------------------------------------------------------h. Division/Group Supervisor------------------------------------------------------------------------i. Company Officer -----------------------------------------------------------------------------------j. Medical Officer -------------------------------------------------------------------------------------k. Communication Section ---------------------------------------------------------------------------l. Occupant Service Sector ---------------------------------------------------------------------------m. Water Officer ----------------------------------------------------------------------------------------n. Resource Supervisor --------------------------------------------------------------------------------- 20 21 22 23 24 25 26 27 27 28 29 30 31 32 2 Incident Management System.doc I. INTRODUCTION A. PURPOSE The purpose of this manual is to describe the management system that will be utilized to facilitate command and control of all KCFD incident operations. The KCFD IMS is a management system designed to enable effective and efficient incident management by integrating a standard set of predetermined organizational elements, functions, and common names for resources used to support incident operations. The system also provides for common “typing” for resources to reflect specific capabilities, and common identifiers for facilities and operational locations used to support incident operations. 3 Incident Management System.doc II. SYSTEM OVERVIEW A. KCFD USE OF IMS KCFD will use IMS to help manage the response to any and all incidents. Depending on the complexity and size of the incident, the Incident Management System’s structure can be expanded as the needs of the incident increase and vice versa. IMS is designed to facilitate five major functional areas: command, operations, planning, logistics and finance/administration. B. BASIC TENETS OF IMS 1. IMS requires that the command function be clearly established from the beginning of the incident! All incidents that KCFD responds to require the first arriving KCFD resource to establish and function as Command until such time as the incident is concluded or a transfer of command takes place. When command is transferred, the transfer process must include a briefing that captures all essential information for continuing safe and effective operations. 2. IMS provides for Chain of Command and Unity of Command. Chain of Command refers to the orderly line of authority within the ranks of the incident management organization. Unity of Command means that every individual has a designated supervisor to whom they report to at the scene of the incident. 3. IMS uses measurable objectives to ensure fulfillment of incident management goals. Management by objectives represents an approach that is communicated throughout the entire incident management’s structure. This includes; (1) Establishing overall incident objectives (2) Developing, issuing and communicating plans, assignments, procedures and precautions. (3) Establishing specific, measurable objectives for various incident management functional activities and directing efforts to attain them in support of the defined strategic objectives. (4) Documenting results to measure performance and facilitate corrective actions. The incident management organizational structure develops in a topdown, modular fashion that is based on the size, complexity and type of hazard of the incident. As the incident’s complexity increases, the organization expands from the top down as functional responsibilities are delegated. Concurrently with structural expansion, the number of 4 Incident Management System.doc management positions expands to adequately address the requirements of the incident. 4. IMS relies on an Incident Action Plan (IAP). The IAP provides a coherent means of communicating the overall incident objectives in the context of both operational and support activities. IAPs for the vast majority of our incidents will be executed verbally. A written IAP should be considered for operations that have the potential of lasting more than 12 hours. 5. Span of Control is key to effective and efficient incident management. Within IMS, the span of control of any individual with incident management supervisory responsibility should range from 3-7 subordinates. 6. IMS requires comprehensive resource management. Maintaining an accurate and up-to-date picture of resource utilization is a critical component of IMS. Resource management includes processes for categorizing, ordering, dispatching, tracking and recovering resources. It also includes processes for reimbursement for resources as appropriate. 7. IMS provides for processes to maintain accountability of responders. Effective accountability at all jurisdictional levels and within individual functional areas, during incident operations, is essential. To that end, the following principles should be adhered to: a) Check-In (Report “On-Scene”) b) All responders, regardless of organizational rank or agency affiliation, must report their arrival on scene to receive an assignment in accordance with the procedures established by the IC. c) Response operations must be directed and coordinated as outlined in the IAP. The majority of KCFD’s operations will be mitigated with verbal IAPs. d) Unity of Command, each individual involved in incident operations will be assigned to only one supervisor. e) Span of Control, supervisors must be able to adequately supervise and control their assigned personnel, as well as communicate with and manage all resources under their supervision. C. MUTUAL AND AUTOMATIC AID OPERATIONS 5 Incident Management System.doc The Heart of America Fire Chiefs Council has adopted this IMS structure. When responding to a call for mutual or automatic aid, the ranking officer of the responding units shall report to the IC, or their designee for assignment. When reporting to the IC, the exchange of information should include resources available the number of personnel assigned to the resource and ensure radio communication between IC and resources. In the event that KC requests mutual aid, the IC should expect the ranking officer of the incoming units to report to the command post for assignment. III. GENERAL CONCEPTS OF COMMAND A. KCFD GUIDELINES FOR ESTABLISHING COMMAND 6 Incident Management System.doc The first unit to arrive on the scene is required to establish command.. The initial Incident Commander shall remain in command until Command is transferred or the incident is terminated. If the incident has not been stabilized and/or the incident has not been declared “under control”, the next arriving individual who holds the rank of Captain or Battalion Chief shall relieve who the individual “working out of class” as the Incident Commander and then reassign that individual within the command structure. The radio designation "Command" will be used along with the geographical description of the incident location (i.e., "Armour Road Command"). The designation of “Command” will not change throughout the incident. (Figure 1) 1. A single company incident (trash fires, single patient EMS incidents, etc.) requires that the officer in charge acknowledge their arrival on scene. The officer in charge is Command. The first arriving KCFD unit of any type is required to establish command and to give an initial radio report. The initial radio report will include: 1. Company or unit I.D. 2. A brief size up of the incident situation, (i.e., building size, occupancy, , type of construction , multi-car accident, plane crash, etc.) 3. Obvious conditions (smoke and fire showing, hazmat release, 2 car MVA, multiple victims) etc.) What do you have and see on arrival. 4. Obvious safety concerns. (Report of occupant trapped,, powerlines down, hazmat, etc.) For incidents involving fire, rescue, hazmat, or other special circumstances, the officer or WOC officer on the first arriving suppression resource has the additional responsibility to communicate to dispatch: 1. Declaration of strategy (investigation, fast attack, defensive, pt. triage, etc.) 2. Brief description of action taken. (advancing 1 small, extrication, containing spill, etc.) 3. Make tactical assignments. ( next pumper bring a hydrant, etc.) 4. Request additional or release resources. (working fire, 3 more ambulances, etc.) 5. Assuming command if a nonsuppression resource arrived first. Examples: For an offensive structure fire-Pumper 24 is on the scene of a large two-story wood frame residence with a working fire on the first floor rear. Pumper 24 has a hydrant, in an offensive attack with a handline. Pumper 24 will be Hardesty Command. Truck 5 vent the rear windows. Dispatch, assign a working fire response.” For a defensive structure fire-Pumper 17 is on the scene of a medium size warehouse fully involved with no exposures. We are commencing a 7 Incident Management System.doc defensive attack, using a turret on the warehouse. Pumper 18 reverse out from Pumper 17. “Pumper 17 is establishing Linwood Command. Dispatch assign a second alarm.” For an EMS incident—“Medic 10 is on the scene of a multi-vehicle accident. We are checking for injuries.Medic 10 will be Paseo Command.” For a single Company response—“Pumper 43 is on the scene of a small dumpster fire with no exposures. Pumper 43 will handle.” B. Command Options The first-arriving company officer or member has several command options to choose from when arriving at the incident, depending on the situation. If chief officer, member, or unit without tactical capibilities (i.e., he/she is driving staff vehicle with no emergency equipment or he/she in an ambulance and arrives at a working fire) initiates Command, the establishment of a command post should be a top priority. At most incidents, the intial IC will be a company officer on a piece of fire apparatus. The following command options define the company officer’s direct involvement in tactical activities and the modes of command that may be used. 1. Investigation Mode: Upon arrival, an incident may not have visible indicators of a significant event. These situations generally require investigation by the firstarriving company, with other responding companies remaining staged. The officer of the first-in fire company should assume or establish Command and go with the company to investigate, using a portable radio to command the incident. 2. Fast Attack Mode: Situtations that require immediate action to stabilize the incident mandate the company officer’s assistance to carry out the critical operation. In these situations, the company officer goes with the crew to provide the appropriate level of supervision. Examples of these situations include: Offensive fire attacks (especially in marginal situations); Critical life safety situations (e.g., rescues) that must be achieved in a compressed time; Any incident where the safety and welfare of responders are of major concern; Obvious working incidents that require further investigation by the company officer. Where fast intervention is critical, use of a portable radio will permit the company officer’s involvement in the attack without neglecting command responsibilities. The Fast Attack mode should not last more than a few minutes and will end with one of the following: The situation is stabilized; The situation is not stabilized, and the company officer must withdraw to the exterior and establish a command post. At some time the company officer must decide whether or not to withdraw the remainder of the crew 8 Incident Management System.doc – based on the crew’s capabilities and experience, safety issues, and the ability to communicate with the crew. No crew should remain in a hazardous area without radio communications capabilities. Interior crews should consist of a minimum of two persons; or, Command is transferred to another officer. When a chief officer assumes Command, the chief officer may opt to return the company officer to his crew, or assign him to a subordinate position. 3. Command Mode: Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, require immediate strong, direct, overall command. In such cases, the company officer will initially assume an exterior, safe and effective command position, and maintain that position until relieved by a higher-ranking officer. A tactical work sheet shall be initiated and used to assist in managing this type of incident. If the company officer selects the Command mode, the following options are available regarding the assignment of the remaining crew members: The officer may place the company into action with the remaining members. One of the crew members will serve as the acting company officer and should be provided with a portable radio. The collective and individual capibilities and experience of the crew will regulate this action. Interior crews must consist of a minimum of two persons. The officer may assign the crew members to work under the supervision of another company officer. In such cases, the officer assuming Command must communicate with the officer of the other company, and indicate the assignment of those personnel. The officer may elect to assign the crew members to perform staff functions to assist Command. A company officer assuming Command has a choice of modes and degrees of personal involvement in the tactical activities, but continues to be fully responsible for the Command functions. The initiative and judgement of the officer are of great importance. The modes indentified are guidelines to assist the officer in planning appropriate actions. The actions initiated should conform to one of the above mentioned modes of operation. C. KCFD GUIDELINES FOR TRANSFERRING COMMAND Command is transferred as a matter of good IMS procedures. The following guidelines outline the transfer of command process. 1. The first arriving unit will establish and function as Command. 9 Incident Management System.doc 2. The next higher ranking arriving officer should assume Command of the incident following transfer of command procedures. 3. Generally, a ranked captain or battalion chief respectfully will assume command from a WOC captain or battalion chief unless the incident has stabilized and/or has been declared “under control”. 4. The second arriving Chief Officer shall request assignment from the incident commander. 5. Later arriving, higher-ranking Chief Officers such as deputy chiefs or the chief of the department may choose to assume Command. An on-scene deputy chief is expected to assume command on the third alarm and significant events. Within the chain of command indicated above, the actual transfer of command will be regulated by the following procedures: 1. The Incident Commander has the overall responsibility for managing an incident. Simply stated the Incident Commander has complete authority and responsibility for the incident. 2. The Officer assuming command will communicate with the person being relieved by radio or, preferably, face-to-face on arrival. 3. The person being relieved will brief the Officer assuming command, indicating at least the following: Incident Conditions Effectiveness of control efforts Number of patients or victims Incident Action Plan Progress toward completion of the tactical objectives Safety Considerations Deployment and assignments of operating companies and personnel. Appraisal of needs for additional resources at that time. 4. The Incident Commander being relieved of command should review the tactical worksheet with the Officer assuming command. This sheet provides the most effective status framework for command transfer as it outlines the location and status of personnel and resources in a standard form that should be well known to all members. 5. The officer assuming Command will reassign the IC being relieved. 6. Upon arrival on the fire ground a ranking Officer on the fire ground shall report to Command and their arrival does not mean Command has been transferred to that officer. Command is transferred when the outlined transfer of command guidelines have been completed and the command transfer is communicated to dispatch. 10 Incident Management System.doc 7. An arriving officer of higher rank should report to Command for consultation. Depending on the situation, this person could assume Command, serve in an advisory role or receive an assignment from Command. If practical, the individual’s administrative assignment will guide the IC concerning their IMS assignment. 8. Anyone on the scene can effect a change in the incident management due to extreme situations relating to safety by notifying Command and initiating action. A. COMMAND POST All KCFD incident operations should be directed from a Command Post. The Command Post can be any location, such as the front seat of the first arriving unit or within a KCFD Command Vehicle. Command Staff members will respond to the Command Post where they can be effectively assigned to command functions. The KCFD guidelines for the Command Post are: 1. Be designated---Spotted in a location that is announced and easily found. 2. Be in a safe position such as outside the hot zone. 3. Provide for maximum visibility of the two most critical sides of an incident. 4. Be able to observe the effects of companies operating at the scene. 5. Be located out of the way of responding apparatus. B. UNIFIED COMMAND INCIDENT (IC) IMS provides for Unified Command. During incidents involving multiple agencies or jurisdictions, Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility or accountability. During unified command operations, Unity of Command will always be maintained and would normally not create a situation when KCFD line personnel would report to any other agency personnel while working in a “hot zone”. C. Modular Extension MODULAR EXTENSION The use of modular extension of command functions provides a standard system to divide the incident into smaller subordinate management divisions or groups. The IMS organizational structure is modular, and may easily be expanded to incorporate all elements necessary for the type, 11 Incident Management System.doc size, scope, and complexity of a given incident. When the need arises, four separate branches may be used to organize the incident. Each of these may have several subordinate units, such as groups or divisions depending on the management requirements of the incident. When effective division/groups have been established, the Incident Commander can concentrate on the overall strategy and resource assignment, allowing the Branch Directors or Section Chiefs to manage their assigned units. The Incident Commander determines strategy and assigns tactical objectives and resources to the divisions/groups. Branch Directors, Section Chiefs and Supervisors are responsible for overall strategy. The Incident Commander should expand the organizational structure based on the following factors: Incidents that will grow to involve a number of companies or functions, beyond the span of control of Command. Command should initially delegate division/group responsibilities to the first companies assigned to a geographic area or function until chief officers are available. Incidents where companies are involved in complex operations (large interior or geographic area, hazardous materials, high-rise fires, technical rescues, etc.) Incidents where companies are operating from tactical positions which Command has little or no direct contact. When expanding the organizational structure and assigning divisions/groups etc.., the Incident Commander will assign: ▪ ▪ ▪ A radio designation (“Ventilation, Interior, or Medical) The tactical objectives. The identity of resources assigned to the officer The KCFD guidelines recommend that common sense designations be used in radio traffic. It is not necessary to use the term division/group to each assignment (i.e. Safety instead of Safety Officer, Operations instead of Operations Section). The designation simply indicates the location or function and only when it might be confused, should the title be lengthened. When time permits, Command shall advise each officer of specific tactical objectives and how the objective fits into the overall strategy or plan. In many cases, the original assignment will be given to a Company Officer who receives the order to establish a tactical position. The Incident Commander will indicate to such Company Officer that they will be operating as both a “division/group” leader and as an operating Company Officer. The Incident Commander will assign a Command Officer as soon 12 Incident Management System.doc as possible to replace company officers. Regular Transfer of Command procedures will be followed in transferring division/group responsibility. In some cases, a division/group officer may be assigned to an area/function initially to evaluate and report conditions and advise Command of needed tasks and resources. The assigned officer will proceed to the area, evaluate and report conditions to the Incident Commander, and assume responsibilities for directing resources and operations within the assigned area of responsibility. The division/group supervisor must be in a position to directly supervise and monitor operations. This will require the officer to be equipped with the appropriate protective clothing and equipment for their area of responsibility. A partner must accompany division and group leaders assigned to operate within the hazardous zone. Division/group officers will be responsible for and in control of all assigned functions within their division/group. This requires each officer to: Complete objectives assigned by Command. Account for all assigned personnel. Ensure that operations are conducted safely. Monitor work progress. Redirect activities as necessary. Coordinate actions with related activities, and adjacent division/groups. Monitor welfare of assigned personnel. Request additional resources as needed. Provide Command with essential and frequent progress reports. Re-allocate resources within the division/group. The division/group officer should be readily identifiable and maintain a visible position in the assigned area of responsibility as much as possible. The primary function of Company Officers working within a division/group is to direct the operations of their individual crews in performing assigned tasks. Company Officers will advise their supervisor of work progress, preferably face-to-face. All requests from a Company Officer for additional resources or assistance within a division/group must be directed to the supervising officer. Division/group officers will communicate through the chain of command. Command is responsible for obtaining resources and prioritizing their commitment. Each division/group officer will keep the appropriate officer (Command, Operations or Branch Chief) informed of conditions and progress in the assigned area or function through regular progress reports. Progress reports should be limited to essential information. The appropriate officer must be advised immediately of significant changes, particularly those 13 Incident Management System.doc involving the ability or inability to complete an objective, hazardous conditions, accidents, imminent structural collapse, etc. When a company is assigned from Staging to an operating branch/division/group, the company will be told to what division/group they will be reporting to and the Officer they will be reporting to. The branch/division/group officer will be informed of which particular companies or units have been assigned by the Incident commander. It is then the responsibility of the branch/division/group supervisor to contact the assigned company and transmit any instructions relative to the specific action requested. Division/group officers will monitor the condition of the crews operating in their area. Relief crews will be requested in a manner to safeguard the safety of personnel and maintain progress toward the objectives. Division/group officers will ensure an orderly and thorough reassignment of crews to Rehabilitation (Rehab). Companies should report to Rehab intact to facilitate accountability. 14 Incident Management System.doc IV. FUNCTIONAL RESPONSIBILITIES A. COMMAND STRUCTURE The IMS organization comprises five major functional areas that make up the general staff; command, operations, planning, logistics, and finance and administration. COMMAND FUNCTION Command is responsible for overall management of the incident. This includes Command Staff assignments required to support the command function. The Incident Commander (IC) will develop the incident objectives on which subsequent incident planning will be based. In most cases, the IC will disseminate the plan verbally and will make requests to communications pertaining to ordering and releasing resources. On larger incidents, the IC will approve the Incident Action Plan and all requests pertaining to ordering and releasing resources. The Command Staff positions are: a) b) c) d) Safety Officer Public Information Officer Liaison Officer Command Advisor Safety Officer The Safety Officer is responsible for monitoring and assessing safety hazards or unsafe situations and developing measures for ensuring personnel safety. After identifying the hazards, the information shall be conveyed to the IC, and any necessary adjustments shall be made to the incident action plan. The Safety Officer should be appointed when the IC cannot adequately monitor hazards or unsafe conditions due to the size, complexity, or the number of resources involved in the incident. The Safety Officer may take immediate action to correct an unsafe act or practice or to remove personnel from the threat of imminent danger. Whenever this is done, the Safety Officer shall advise the IC and the affected supervisors of the action and why it was taken. If there is not a threat of imminent danger, the Safety Officer should follow the normal chain of command in order to bring about corrective action. Depending on the nature of the emergency, those assigned as the Safety Officer should have the training and experience relative to the specific incident. 15 Incident Management System.doc On very complex incidents, deputy safety officers may need to be appointed. Deputy safety officers shall report to the Incident Safety Officer. Public Information Officer The Public Information Officer shall be responsible for the development and release of accurate information regarding the incident and to serve as the point of contact for the news media. After receiving an incident briefing from the IC, the PIO shall normally establish an area for the media to locate away from the Command Post and a safe distance from the incident. The PIO may provide media releases, answer questions of the media, arrange for tours or photo opportunities of the incident from safe areas, and arrange for the media to confer with the IC if practical. The information that will be released by the PIO, must have approval by the IC. Liaison Officer Incidents involving multiple agencies may require a Liaison Officer and potentially deputy liaison officer whose responsibilities are to provide the point of contact and coordination for assisting agencies not included within the IMS chain of command. The Liaison Officer aids in coordinating the efforts of the other agencies to assist in accomplishing the objectives of the incident action plan. Each agency shall be requested to designate an Agency Representative who has decision making authority. The Liaison Officer will coordinate with the various Agency Representatives in order to coordinate efforts to achieve the objectives of the incident action plan. Command Advisor Maintains responsibility of overall incident. GENERAL STAFF 16 Incident Management System.doc The General Staff is comprised of IMS personnel who include Operations, Planning, Logistics and Finance/Administration. Command Staff and General Staff must continually interact and share vital information and estimates of current and future situation and develop recommended courses of action for consideration by the IC. D. OPERATIONS SECTION The Operations Section is responsible for managing tactical operations at the incident site directed toward reducing the immediate hazard, saving lives and property, establishing situation control and restoring normal conditions. Because of the flexibility of IMS in determining the appropriate approach, incident operations can be organized in many ways. Operations directly manages branch or division /group supervisors who perform tactical activities required to meet incident objectives that have been established by Command. Branches, divisions/groups are established when the number of resources exceeds the Operations manageable span of control. Divisions define physical or geographical areas of operation within the incident area. Groups define functional areas of operation for the incident. See (Figure 2-B&C). A division always refers to a geographical assignment and a group always refers to a functional assignment. E. PLANNING SECTION The Planning Section is responsible for collecting, evaluating, and disseminating tactical information pertaining to the incident to the Incident Commander. This section maintains information and intelligence on the current and forecasted situation as well as status of resources assigned to the incident. The Planning section prepares and documents Incident Action Plans (IAP) and incident maps based on guidance from the IC. The Planning Section has four primary units Resources Unit, Situation Unit, Demobilization Unit, and Documentation Unit. Planning Section Chief The Planning Section Chief oversees all incident-related data gathering and analysis regarding incident operations and assigned resources, develops alternatives for operations, conducts planning meetings and prepares the IAP. Resources Unit Leader Resources consist of personnel, facilities, supplies and major items of equipment available for assignment. The Resource Unit makes certain 17 Incident Management System.doc that all assigned personnel and other resources have checked in at the incident. This unit should have a system of keeping track of all assigned resources and should maintain a master list of all resources committed to incident operations and their status. Resources can have only one of three status conditions: Assigned, Available, or Out-ofservice. Situation Unit Leader The Situation Unit collects, processes, and organizes ongoing situation information, develops projections. They also prepare incident maps. Documentation Unit Leader The Documentation Unit maintains accurate and complete incident files, including a complete record of the major steps taken to resolve the incident, provides documentation services to incident personnel. And files, maintains, and stores incident files. F. LOGISTICS SECTION The Logistics Section meets all support needs for the incident, including ordering resources through appropriate procurement authorities from off-incident locations. It provides facilities, transportation, supplies equipment maintenance and fueling, food services, and medical services for incident personnel. On long-term incidents, as necessary, Logistics could be divided into branches. Logistics Section Chief The Logistics Section Chief should anticipate incident needs receives approval from Command for acquiring those resources and then oversees that the ordering of resources from off-incident locations is done through appropriate procedures. Communication Unit Leader As the incident grows in size and complexity, radio traffic may increase to the point that it hampers the success of the incident. Early into an incident, perhaps even at a 2nd or 3rd alarm, a Communication Unit Leader should be assigned and should develop a Communication Plan that separates tactical from non-tactical radio traffic. The plan should only be implemented following approval from the IC and coordinated following the arrival of Command 1or 2 so that the communication officer can monitor all incident related radio traffic. G. FINANCE/ADMINISTRATION 18 Incident Management System.doc The Finance/Administration Section would only be utilized for very complex incidents where accounting for expenses and the documentation of resource usage is important. This section should be activated for disaster situations. H. E-O-C RELATIONSHIP 1. During some incidents the Emergency Operations Center (E-O-C), may be activated. The E-O-C does not preclude the responsibility of IMS for any incident. 2. The E-O-C may be activated for a very complex incident such as a conflagration, hazardous materials spill, mass casualty event and etc. 3. The E-O-C may be activated during multiple incidents with separate IMS structures. This may occur during events such as during flash floods, ice storms, tornadoes and etc. 4. It is the responsibility of the E-O-C to serve as coordination center. The various designated incident commanders will keep the E-O-C informed of their progress and transmit special requests for support and resources. The incident commanders that do not receive special instructions to coordinate with the E-O-C shall make regular reports to communications. 5. During an E-O-C activation there must be a triangle of coordination between the IC, E-O-C, and the Communications Center. The KCFD personnel within the E-O-C will be headed up by an officer-in-charge (OIC). The Communications Center will be coordinated by an OIC and each incident will be directed by an incident commander. The two OIC’s and the IC’s must have knowledge of the overall situational awareness. 19 Incident Management System.doc KCFD IMS POSITIONS SUMMARY Incident Commander A. B. Responsibility: Overall incident activities. Duties: 1) Transmit a brief initial radio report 2) Rapidly evaluate situation 3) Obtain situation briefing BEFORE assuming command 4) Develop an action plan based upon strategic priorities 5) Assign tasks to companies based on tactical need 6) Provide continuing overall command and progress reports 7) Review and evaluate action efforts. Revise action plan needed 8) Request and assign additional units as necessary 9) Designate staging area location 10) Establish tactical channels for communication 11) Identify and prioritize immediate and potential problems, especially safety issues 12) Appoint IMS officers and brief as needed 13) Receive continuous information 14) Establish and maintain liaison as needed within other organizations 15) Release units Operations 20 Incident Management System.doc A. The Operations Officer should only be activated for a large incident where the Incident Commander needs to be relieved of the direct responsibility of overseeing the actual tactical operations. This allows the Incident Commander to focus their attention on management of the entire incident rather than concentrating on tactical operations. B. Responsibility: Management of incident operations by assigning tactical tasks. C. Duties: 1) Obtain situation briefing from Incident Commander 2) Assess situation. 3) Implement action plan 4) Manage incident tactics. 5) Consult and establish communications with division/group officers 6) Determine need for immediate and anticipated resources 7) Request resources from Incident Commander 8) Assign resources based on tactical objectives and priorities 9) Request periodic reports from division/group or officers 10) Keep Incident Commander informed of any special conditions or activities 11) Coordinate activities with the Incident Commander 12) When ordered, demobilize the incident 21 Incident Management System.doc Branch Director A. Responsibility: If assigned, direct all activities of the assigned branch in a large “unified command” type of incident. B. Duties: 1) Obtain briefing 2) Direct branch operations 3) Develop alternatives for Branch operations’ 4) Assign Division/Group tactics to support the incident action plan and strategy 22 Incident Management System.doc Safety Officer A. Responsibility: Safety of all personnel, apparatus and equipment B. Duties: 1) Obtain situation briefing from Incident Commander 2) Assess situation 3) Identify existing and potential hazardous situations associated with incident 4) Keep Incident Commander, DSOs, and all officers informed of existing and impending hazards. 5) Exercise emergency authority to stop and prevent unsafe actions 6) Investigate accidents occurring within incident area 7) Survey the area for dangerous situations: a) Utilities Gas Water Electric Sewer b) Hazardous Environment Toxic gases Radiation Pesticides Chemical agents c) Buildings Use of elevators Structural integrity such as for possible collapse d) Flooding as it relates to fire control activities e) Rupture of vessels, tanks or pipes Public Information Officer 23 Incident Management System.doc A) Responsibility: Formulate and release information about the incident to news media and other appropriate agencies. B) Duties: 1) Obtain situation briefing from Incident Commander 2) Assess situation 3) Coordinate activities with Incident Commander and check restrictions concerning news release information 4) Make a check list of news media personnel and other agencies to be contacted 5) Assemble and prepare information for releases 6) Observe established constraints on release of information 7) Obtain approval for news release from Incident Commander 8) Provide information to the media 9) Prepare post-incident releases for use by the news media, if directed 10) Arrange news conference with Incident Commander when he/she is available Liaison Section 24 Incident Management System.doc A. Responsibility: Interaction with assisting and cooperating agencies B. Duties: 1) Obtain situation briefing from the Incident Commander 2) Identify the assisting and cooperating agencies 3) Establish contact with liaison counterparts of each assisting and cooperating agency 4) Serve as a continual communications link between yourself and the Incident Commander and between yourself and other liaison counterparts 5) Continually monitor incident operations in order to identify current or potential inter-organizational problems Staging Officer 25 Incident Management System.doc A. Responsibility: Maintain a staging area for incoming resources and hold until directed by the Incident Commander to release to a given assignment. B. Duties: 1) Obtain briefing from the Incident Commander 2) Notify Incident Commander of resources in the staging area 3) Relay orders from the IC or Operations to the companies in staging on assignments 4) Maintain a log as the companies are assigned and of those in staging 5) Give the IC periodic reports of available companies in staging 6) Ensure that all apparatus are parked in an appropriate manner and the crews are intact at their apparatus 7) Indicate best direction of response and routing for responding companies to get into the staging area 8) When directed, secure operations and release the companies in staging Division/Groups Supervisors 26 Incident Management System.doc A. Responsibility: Tactical management of assignment. Complete assigned task. B. Duties: 1) Obtain situation briefing from the Incident Commander 2) Assess situation 3) Determine and request need for resources 4) Assign and supervise companies to complete assigned tasks 5) Monitor firefighter safety and welfare 6) Keep Incident Commander informed of any special conditions or activities 7) Communicate with command only 8) Maintain a record of accountability Company Officer A. Responsibility: Performance of tactical task assigned to the company B. Duties: 1) Obtain briefing from the division/group supervisor to whom assigned 2) Assess situation 3) Provide for the safety and welfare of assigned personnel 4) Perform task assigned 5) Evaluate efforts 6) Report progress to supervisor 7) Request resources, if needed from superior 8) Complete tactical assignment 9) Report to officer for re-assignment, if tactical objective completed 27 Incident Management System.doc Medical Branch Director A. Responsibility: The Medical Branch Director controls the activities within the Medical Branch in order to assure the best possible emergency medical care to patients during a multicasualty incident. The Medical Branch Director shall establish the Triage Group, Treatement Group, and Transportation Group, as needed. This position will normally be filled by an EMS Assistant Division Chief, or first arriving EMS unit.. B. Duties: 1) Obtain briefing from the Incident Commander 2) Assess situation 3) Request additional resources as needed through Incident Commander. 4) Designate Triage, Treatment, and Transport Groups with assigned personnel 5) Ensure activation of EM system 6) Set up temporary morgue 7) Give progress reports to the Incident Commander C. Intial Resource Deployment 1) 1st Unit: Medic – Establish Triage EMT - Establish Treatment 2) 2nd Unit: Reports to Treatment 3) Arriving ADC- Medical Branch Director 28 Incident Management System.doc Communication Section A. Responsibility: Maintain radio communications B. This position will be filled by the Fire Communications Division Chief or designated representative C. Duties: 1) Report to the Command Post 2) Assign dispatchers to the Command Post, if requested by the Incident Commander 3) Arrange for additional communications equipment, as needed. 4) Gather any information requested by the Incident Commander 5) Coordinate communications within the command post. 29 Incident Management System.doc Occupant Service Officer A. Responsibility: Work with the occupants who are experiencing an emergency. This position may be filled by civilian personnel or from an ambulance. B. Duties: 1) Explain to the occupants; what happened, what services are going to be provided and why, the approximate time until the incident is under control. 2) Obtain from the occupant/responsible party, any information regarding how the fire started, about the structure and/or the contents or valuables. that might assist Command tactically with the operation. 3) Provide the customer with access to a telephone such as the cellular phones. 4) Obtain information regarding the names of the evacuees and shelter locations where the evacuees are staying. Documentation of this information is essential. This information is not only for us but the investigators, family, concerned friends and neighbors. 5) Notify the Red Cross, Salvation Army, and/or other agencies that might be of assistance or may need notification. 6) Coordinate the salvage of personal belongings, valuables and other items so the occupants can maintain some control of their lives. The Red Cross has boxes and trash bags available for this purpose. (Document this activity) 7) Coordinate a walk through of the scene with the occupant/responsible party when cleared to do so by the Incident Commander. 8) Provide for the transportation needs of the occupant. This is usually coordinated with the representatives of the Red Cross or Salvation Army. 9) Work with the utility companies to restore gas electric, or telephone service. This usually involves the Codes Division of the City. The Incident Commander can get assistance from the Fire Marshal’s Office with this aspect of customer service. 10) Identifying other needs and the Occupant Service Group Supervisor should try to meet those needs whenever possible. 30 Incident Management System.doc Water Officer A. Responsibility: Maintain water supply at the incident B. Duties: 1) Obtain briefing from the Incident Commander 2) Assess water needs 3) Locate hydrants and water main size in the incident area 4) Advise Incident Commander of water supplies available 5) Set up relay operation, if needed 6) Arrange for tankers, if needed, and set up fill sites and dump sites 7) Locate possibilities for drafting, if needed 8) Work closely with Water Services Department in maintaining water supplies 31 Incident Management System.doc Resource Supervisor A. Responsibility: Collect and display status of resources (Personnel, equipment, apparatus, etc.) B. Duties: 1) Obtain situation briefing from the Incident Commander 2) Obtain information from staging and: a) Communications b) Initial Attack Commander c) Liaison Officer at Fire Alarm 3) Prepare and maintain command post display: a) Organization chart b) Assignments c) Special hazards d) Weather conditions e) Values at risk f) Resource and situation status board 32 Incident Management System.doc IMS Working Fire Example "WORKING FIRE" Incident Commander RIT Safety Treat and Transport Interior Fire Attack Search & Rescue Ventilation Loss Control Figure 1 33 Incident Management System.doc IMS Multiple Alarm Structure Fire Example Multiple Alarm Structure Fire Incident Commander Liasion Safety PIO Planning Operations RIT MEDICAL Triage Fire Attack Search & Rescue Ventilation Treatment Transport Loss Control Figure 2-A 34 Incident Management System.doc GEOGRAPHIC DESIGNATIONS Exterior Geographical Designation Side C Side B INCIDENT LOCATION Side D Side A Interior Location Designation Side C Interior Quadrant B Side B Interior Quadrant C E Interior Quadrant A Side D Interior Quadrant D Side A Figure 2-B 35 Incident Management System.doc Exterior Exposure Designation Exterior exposures can be designated by using sides/numbers. The numbering should start from behind the Command Post and go clockwise. Adjoining exposures on each side are numbered in sequence. C/1 ALLEY B/2 STREET B/1 FIRE BUILDING D/1 D/2 CP A/1 Figure 2-C 36