San Antonio Fire Department Incident Management System SOP #2025 PDF

SAN ANTONIO FIRE DEPARTMENT Effective Date 10-15-2013 INCIDENT MANAGEMENT SYSTEM SOP Policy# 2025 Approved by: Assistant Ch...

SAN ANTONIO FIRE DEPARTMENT Effective Date 10-15-2013 INCIDENT MANAGEMENT SYSTEM SOP Policy# 2025 Approved by: Assistant Chief Brian O’Neill Review Date Reviewed by: Assistant Chief Michael Stringfellow 3-9-2026 This document is the San Antonio Fire Department Incident Management System (IMS) and shall from this point forward serve as the Department’s Standard Operating Procedure for managing emergency incidents. The purpose of the IMS is to provide structure and coordination to the management of emergency incidents in order to provide for the health and safety of all persons involved in incident mitigation activities. The IMS should be considered the basic scene coordination system to be used on all incidents. This SOP represents the standard for Command and Control at incidents and is required knowledge for all Department personnel, both uniform and civilian, and shall be applied to all drills, exercises and actual emergencies. Although the responsibilities to follow the IMS generally lie with the Incident Commander, all personnel who respond to emergencies, or may be required to support emergency personnel, must maintain familiarity with the system since they must work within the system at incidents. SAN ANTONIO FIRE DEPARTMENT Page 2 of 126 Incident Management System SOP #2025 Table of Contents: Introduction…………………………………..………………………………………...…….1 1.0 - Command Function #1 Deployment……………….………………………………….……..6 1.1 - Company Status………………...………...………………………...………………..……...…6 1.2 - Dispatch Center/PSAP……………...…….………….,,………………………….…………....7 1.3 - Response and General Scene Safety………….………………………..………….……….....10 1.4 - Staging Procedures……………..………………….……...………………………..………....11 1.5 - IC Assigning Units Into a Hazard Zone……………….……….…….………….…………....13 1.6 - Hazard Zone Accountability………………...…………………………………….……….....13 1.7 - Managing the Work/Rest Cycle………………………...………………………………….....21 1.8 -The 3- Deep Deployment Model…………………….……………..………………………....21 1.9 -In-Transit………………………………...…....………………………….…………………....22 1.10 - On Deck…………………………………….………..…………...………………………..…22 1.11 - Company Recycling…………………...…………………….………………………………..23 1.12 - Rehab……………………………………...……...………………………………...……..….24 2.0 - Command Function #2 - Assume, Confirm and the Positioning of Command……….....25 2.1 - Establishing Command………………………………....…………………...………….….....25 2.2 - Naming Command-Radio Designation…………………………………………………..…...26 2.3 - Command Positioning…………………………………….…….………………………...…..26 2.4 - Transferring Command……………………………………..……………………….………..30 2.5 - Organizing Command for Ongoing Operations and Escalation……………...………………31 2.6 - Upgrading the Command Post (CP)……………………………...…….….……………….....31 2.7 – The Command Team…………………………………………………….…...………………32 3.0 - Command Function #3 – Situation Evaluation………………….….…...………………...32 3.1 - Matching Standard Conditions to Standard Actions………………………..…………….…..32 3.2 - Strategic Decision-Making Model…………………………………………...…………….…33 3.3 - Information Management…….……………………………………….……………………....33 3.4 - Critical Factors……………………………………………..….………….……………….….35 3.5 – Managing Critical Factors…………………………………………….….….…………….…38 SAN ANTONIO FIRE DEPARTMENT Page 3 of 126 Incident Management System SOP #2025 4.0 - Command Function #4 – Strategy & Incident Action Planning…………….......................41 4.1 - Matching Standard Conditions to Standard Actions to Produce a Standard Outcome………...42 4.2 - Strategic Decision-Making Model………………………………..…………..………………...42 4.3 - Use the Critical Factors to Develop the Incident Strategy & the IAP……………………...…..42 4.4 - Risk Management Profile (RMP)……………………………………………………………....43 4.5 - Determine the Overall Incident Strategy…………………………………………………….....43 4.6 - Declare the Incident’s Strategy as Part of the Initial Radio Report (IRR)……………………..44 4.7 - Confirm Ongoing Strategy as Part of the Time Stamps……………………………………..…44 4.8 - Use the Incident Organization & Communications to Implement the Strategy/IAP…………..45 4.9 - Standard Company Operations……………………..………………………………………......45 4.10 - Strategic Level Water Supply Considerations………………………………………………….46 4.11 - Managing Tactical Priorities……………………………………………………………….…..50 4.12 - Offensive Incident Action Planning…………………………………………………….……...50 4.13 - Blue Card – Fire Research…………………………………………………………….………..51 4.14 - Offensive Apparatus Placement……………………………………………………….……….51 4.15 - Offensive Attack Positioning and Performing 360’s……………………………………...……51 4.16 - Offensive Fire Stream Considerations………………………………………………….…..…..55 4.17 - Strategic level Attack Line Placement Considerations………………………………...……….55 4.18 - Offensive Fire Control Strategic Considerations……………………………………………….57 4.19 - Offensive Ventilation Operations………………………………………………………………58 4.20 - Offensive Search and Rescue Operations………………………………………………......…..59 4.21 - Offensive Loss Control Operations…………………………………………………………….62 4.22 - Offensive Structural Firefighting Decontamination (Decon)……………………………..…....64 4.23 - Defensive Incident Action Planning……………………………………………………………64 5.0 - Command Function #5 – Communications……………………………………….…………68 5.1 - Keep Communications Simple: Use Plain Text……………………………………………..…68 5.2 - Mix & Match Forms of Communications: Face-to-Face/Radio/Computers/SOPs…………….68 5.3 - Gear communications Toward Completing the Tactical Priorities…………………………….69 5.4 - Upgrade the Fast Attacking Command Position as Quickly as Possible………………………69 SAN ANTONIO FIRE DEPARTMENT Page 4 of 126 Incident Management System SOP #2025 5.5 - Listen Critically: Understand Communications Difficulties from Tough Operating Positions..70 5.6 - Use the Organization Chart as a Communications Plan………………………..………………70 5.7 - Always Maintain Communications Availability—Answer on the First Call…………………..71 5.8 - Utilize the Standard Order Model to Structure Communications…………………………..….71 5.9 - The Seven Basic types of Radio Transmissions in a Hot Zone…………………………..….....71 5.10 - Initial Radio Reports (IRRs)…………………………………………………………….……...72 5.11 - Follow-Up Reports/360s………………………………………………………………………..77 5.12 - Assigning Units…………………………………………………………………………….…..79 5.13 - Command Transfers……………………………..……………………………………………..80 5.14 - CAN Reporting………………………………………………………….……………………...80 5.15 – Radio Discipline…………………………………………………………………………..…....81 5.16 - Offensive to Defensive Strategic Shift…………………………………………………………84 6.0 - Command Function #6 – Organization……………………………………………………...85 6.1 - Organizational Levels…………………………………………………………………….……85 6.2 - Fast Attacking IC’s (IICs)……………………………………………………………………...86 6.3 – Subdividing the Incident Scene………………………………………………………………..87 6.4 - Forecasting and Establishing Geographic & Functional Responsibilities……………………...88 6.5 - Company Officer - Hazard Zone Tactical Level Supervision………………………………….89 6.6 - Chief Officer - Hazard Zone Tactical Supervision……………………………………………..90 6.7 - Hazard Zone - Offensive Tactical Level Supervision General Guidelines…………………….93 6.8 - Hazard Zone – Defensive Tactical Level Supervision General Guidelines…………...……….94 7.0 - Command Function # 7—Review, Evaluate, Revise…………………………...……….…..95 7.1 - Carry out all Command Functions in a Standard Order……………………………………..…95 7.2 - Strategic Decision-Making Model…………………………………………………………...…96 7.3 - Implement Command Elements Early to Enable Midpoint Review & Revision………………96 7.4 - Receive & Evaluate CAN Reports……………………………………………………………..97 7.5 - Use Strategy & Action-Plan Review as the Revision Checklist……………………………….97 7.6 - Quickly Make Strategy Transitions and IAP Revisions Based on the RMP …………………....98 SAN ANTONIO FIRE DEPARTMENT Page 5 of 126 Incident Management System SOP #2025 8.0 - Command Function #8 – Continue, Support & Terminate Command…………………...99 8.1 - Assume, Maintain & Upgrade an Effective Command Position……………………………….99 8.2 - Use Standard Command Transfer (Both Ways)………………………………………..………99 8.3 - Develop & Maintain Effective Fire Ground Communications……………………………….100 8.4 - Share All Pertinent Information Up & Down the Chain of Command……………………….100 8.5 - Consider the Time it Takes to Complete Each Tactical Priority……………………………...101 8.6 - Estimate the Duration of Command…………………………………………………………..101 8.7 - Develop & Support an Organization that Outlasts the Event…………………………………101 8.8 - Build the Command Team…………………………………………………………………….102 8.9 - Implement Sections & Branches……………………………………………………………...102 8.10 - Provide Rehab, Rotation & Relief for the Command and General Staff……………..………105 8.11 – De-escalate the Command Structure as Part of the Ending Stages of Incident Operations….106 8.12 – Conduct on Scene Tailboards/Prepare the Post Incident Analysis (PIA) for the Post Incident Critique (PIC)…………………………………………………………………………………..106 8.13 - Place Resources Back into Service with a Demobilization Plan………………………….….107 8.14 - Provide Required Critical Incident Support……………………………………………….….107 APPENDIX 1 (Glossary)……………………...……………………...……………………….108 SAN ANTONIO FIRE DEPARTMENT Page 6 of 126 Incident Management System SOP #2025 Introduction: Public safety agencies (Police and Fire) are many times the agency of last resort. We get called because something in our community has gone wrong and it is now jeopardizing people and/or property. We must always start out all of our emergency responses in a standard manner. In order to achieve a standard incident outcome, we must base our actions on a standard set of critical factors. Every incident we respond to is different in some way. Our command system that we use to manage our hazard zone operations is what protects us from these different and always occurring elements. This prevents the incident from managing us. When we operate within our SOP’s, we can effectively manage the incident while we protect our members operating inside of a hazard zone. 1.0 - Command Function #1 – DEPLOYMENT The goal of Command Function #1 is to provide and manage a steady, adequate, and timely stream of appropriate resources. This Standard Operational Procedure (SOP) describes the standard deployment process used by the San Antonio Fire Department for incident management. 1.1 - Company Status How responders are dispatched and put to work when they arrive on the scene is an essential component of our Incident Management System (IMS). When this front- end deployment management occurs in a regular, orderly manner, the hazard-zone workers become part of the Incident Commander’s overall plan. This creates a safe and standard operational beginning. The essence of incident control is the ability of every Incident Commander (IC) to create, manage, and—if necessary— move the position and function of all the resources operating in a hazard zone. The IC is the resource allocator for the incident and is responsible for managing on the strategic level. Standard Deployment management includes: Dispatch Standard incident response Level 1 / Level 2 (Staging) On scene Assignments Accountability in a hazard zone Work/Rest Cycle On-Deck SAN ANTONIO FIRE DEPARTMENT Page 7 of 126 Incident Management System SOP #2025 Recycle Rehab Ready for reassignment Demobilization Standard Deployment management creates a resource delivery system that allows the IC to deploy resources according to the Incident Action Plan (IAP) and it also provides a system that allows the IC to manage accountability on a strategic level. 1.2 – Dispatch Center /PSAP The major goal of the local dispatch center is to dispatch the appropriate amount and type of resource(s) to the scene of an emergency immediately after the receipt of the appropriate information. Incidents, including but not limited to, structure fires, hazardous materials incidents, serious MVCs, and MCIs should be dispatched using pre-determined dispatch packages. These standard dispatch packages should also include the command support required to manage the different amounts and types of resource responding. The IC has the authority to adjust pre-determined dispatch packages based on the needs of the incident. Greater alarms or resource requests from the IC should also come in the form of pre- determined dispatch packages. This takes a great deal of stress off of the IC when calling for additional resource and it will also greatly reduce the overall amount of incident radio traffic. Requests for upgrading a response or greater alarms shall be called for on the assigned tactical channel. Dispatch will monitor radio traffic on all significant incidents to anticipate the needs of Command. 1.2.1 - SAFD Structural Fire Dispatch Packages Still Alarm: A one (1) unit response to a reported emergency. A Still alarm is used to investigate a fire alarm, medical call, assist the public, etc. 3-1-1 Regular Alarm: A multi-unit response dispatched to a reported fire in a normal sized residence or a reported fire that can be easily controlled by one (1) full attack team. This assignment consists of: 3 Engine Companies 1 Ladder/Truck Company 1 Battalion Chief (BC) SAN ANTONIO FIRE DEPARTMENT Page 8 of 126 Incident Management System SOP #2025 4-2-2 Regular Alarm: A full multi-unit response dispatched to a reported fire in an apartment building/complex, commercial structure, strip mall, dangerous structure or high life safety structure. A 4-2-2 assignment consists of: 4 Engine Companies 2 Ladder/Truck Companies 2 Battalion Chiefs Greater Alarms: The IC should utilize greater alarm response packages when a 3- 1-1 or 4-2-2 regular alarm response will not mitigate an incident. A 2nd alarm package reflects the resource of a 4-2-2 assignment with the addition of the Fire Shift Commander (FSC), a Technical Rescue Team, and the Rehab bus. 3rd Alarm or greater will trigger the recall of predetermined SAFD Admin Staff to the incident. SAFD Admin Staff should report to the command post (CP). 1.2.2 - Working Fire Guideline The term “Working Fire” indicates a situation that may require the commitment of all responding companies. This report advises dispatch and all responding units that the companies will be engaged in tactical activities and will be held at the scene for an extended period of time. When the IC declares a “Working Fire” Incident, the dispatch center will then dispatch: Safety Officer Medical Officer 1 Medic Unit 1 Mobile Air Compressor When notified of a working fire, dispatch will: Assign a dedicated dispatcher. Assign an additional radio channel. Notify Arson of working fire and put them on standby until called for by the IC. Dispatch SAPD for traffic and crowd control. Cue the IC for appropriate gas and electric companies. Change the status to a Working Fire. This starts time stamps. SAN ANTONIO FIRE DEPARTMENT Page 9 of 126 Incident Management System SOP #2025 Make the necessary unit relocation to affected areas of the community. Document significant events/benchmarks, progress reports, Division/Group (D/G) assignments, emergency traffic, and time stamps. Be prepared to dispatch any special agencies or equipment when the need is indicated. Make notifications to pertinent personnel, including the quartermaster. Time Stamps: When Working Fire incidents are declared, it will prompt the dispatcher to begin elapsed time notifications. The dispatcher will contact the IC over the tactical channel and announce a time stamp at the first ten (10) minutes and every ten minutes thereafter until the incident is placed under control, or until command requests to discontinue or restructure the time stamps. The IC must verbally acknowledge each time stamp by re-announcing the incident’s strategy over the assigned tactical radio channel until the incident is placed under control, or until command requests to discontinue or restructure the time stamps. Relocation of units to maintain a system wide service coverage: IC’s must keep the dispatch center aware of the amount of resource(s) needed and a predicted length of time the resource will be required to control the situation. Dispatch has the responsibility to back fill critical areas of the community in order to continue to deliver core services to the department’s customers with reasonable response times. 1.2.3 – Dispatching Incidents Alert Channel: All emergency incidents will be dispatched on the Alert Channel. Each incident dispatched will be assigned a tactical radio channel. Some incidents may require the use of multiple radio channels for support operations such as Level 2, Rehab, Safety, Planning, Logistics, etc. Each channel activated for the incident must be monitored by someone assigned by the IC. Dispatched acknowledgement: All units responding to an incident shall acknowledge dispatch by radio on the assigned tactical channel. If dispatch does not receive an acknowledgment within 90 seconds, the dispatcher will request acknowledgment by radio on all channels (starting with the assigned tactical channel). Dispatch should send a cover assignment if no reply is received within two (2) minutes of the original dispatch. SAN ANTONIO FIRE DEPARTMENT Page 10 of 126 Incident Management System SOP #2025 Dispatch should continue to attempt to make contact with the original company while the cover unit is responding. If unable to contact the original unit, the company will be placed unavailable and the appropriate Battalion Chief should be notified of the circumstances. Self-Dispatch: There are many times when units are making standard, non- emergency apparatus movements where they will witness something that requires an emergency response. In these situations, the officer or member initiating the incident will contact the dispatch center on an access channel and will give the following information: Nature of the incident Exact location of the incident Resource request required to control the incident Once reported, dispatch will assign a separate tactical radio channel for the incident, dispatch any additional resources on the alert channel, and will notify the original unit on the access channel of the upgraded response information. Because the requesting Unit is typically close to the scene, they should wait until they hear the verbal response acknowledge that units are responding before transmitting a standard Initial Radio Report (IRR) on the assigned tactical channel. This time lag will give everybody who is dispatched the needed time to get into a responding status in order to receive the IRR information. Adding an additional Unit to a dispatched incident: Unit’s may request to be added to an incident by contacting the dispatcher on the assigned access channel. Units while responding: All fire and EMS responses will be Code -3 unless otherwise indicated by dispatch or Command. Minor medical incidents and some service calls may be dispatched Code-1. If the company officer makes the decision to respond Code-3 on a dispatched Code-1 call, he/she must advise the dispatcher on the assigned tactical channel. Company officers should review tactical information on their Mobile Data Computer (MDC), map books, and any pre-fire planning info if available while responding. Subsequent arriving units must monitor all radio traffic on the assigned tactical channel to be fully informed of the situation based on the reports of the first arriving units. SAN ANTONIO FIRE DEPARTMENT Page 11 of 126 Incident Management System SOP #2025 Additional Incident Information: The dispatcher will relay any additional critical information gained from subsequent callers as soon as possible. Critical information and/or updates must be transmitted via radio on the assigned tactical channel to all dispatched units. Companies needing specific additional information shall send these requests through the dispatcher. 1.3 - Response and General Scene Safety: A prompt, safe response shall be attained in the following standard manner: All members must maintain the ability to respond quickly to dispatched incidents (always stay close to the apparatus). All personnel shall be seated with seat belts securely fastened before the apparatus moves. All radios are set and locked to the assigned channel. Overhead doors should be all the way open before exiting the station. Follow all emergency response SOGs. 1.3.1 - Emergency Response Driving Procedures: Code-1 shall be defined as a non-urgent response utilizing normal roadway driving and obeying traffic laws. No lights or sirens Code-3 shall be defined as an emergency response. When responding Code 3, warning lights must be on and sirens must be sounded as required by law. 1.4 – Staging Procedures 1.4.1 Level 1 Staging procedures are in effect for all units dispatched on a 3-1-1 or 4-2-2 assignment unless other response policy dictates. Level 1 procedure is automatically activated when the officer of the initial unit arrives and gives their initial radio report and assumes command. Effective utilization of Level 1 procedure: Allows time for Command to evaluate conditions prior to assigning SAN ANTONIO FIRE DEPARTMENT Page 12 of 126 Incident Management System SOP #2025 companies. Places apparatus in uncommitted locations close to the immediate scene to facilitate a more effective assignment by Command. Reduces radio traffic during the critical initial stages of the incident. Facilitates fire ground accountability. Allows Command to develop and implement an IAP without undue confusion and pressure. With the exception of the first unit, all later arriving resources are to park in an uncommitted position in a direction related to the scene, and announce that they are Level 1 over the tactical radio channel. “Engine 3-Level 1, North” or “Ladder 9-Level 1, Cherry and Burnet” For engine companies, Level 1 means that they don’t pass their last water source (hydrant) Ladder/Truck companies don’t pass their last access point into the incident site. All Level 1 units must wait for an assignment from the IC before proceeding out of their Level 1 location. Applies to all initial responders on the Regular alarm (to include Ladder Companies and 2nd BC). Only the 1st Unit and 1st BC respond directly to the scene. Level 1 immediately goes into effect with Initial Radio Report from the IIC. There will be occasions where the IIC has advanced into the hot zone. Therefore, they may become unaware of a significant critical factor that needs to be addressed. Company officers can make a conscious, deliberate decision to address a critical tactical need they become aware of while responding or while in Level 1. It is important to note that these situations are rare and generally involve some type of severe life safety issue. Any Company Officer that engages in a critical assignment that has not been assigned by the IC must inform the IC of his actions. If that Company Office cannot reach the IC, he will inform the responding BC prior to engaging in unassigned tasks. At no time will a unit auto assign into the hazard zone without notifying the IC of their actions. Doing so is defined as freelancing and is absolutely prohibited. 1.4.2 - Level 2 Level 2 procedures are used for greater alarm assignments. Level 2 is defined as a location near the incident scene where later arriving resources will assemble. Level 2 should be close enough to the incident scene to provide timely access but is located in an area that is out of the way and not exposed to the incident’s hazards. Greater Alarms will be dispatched to a level 2 location and respond on a secondary tactical channel. SAN ANTONIO FIRE DEPARTMENT Page 13 of 126 Incident Management System SOP #2025 When requesting greater alarms, the IC should work with dispatch to designate a Level 2 location.  The dispatch center will notify additional units dispatched to the incident that Level 2 is in effect and where the location of the Level 2 area is.  The dispatch center will notify greater alarm units of the tactical channel for Level 2.  The first Engine Company to arrive at Level 2 will assume and manage Level 2 responsibilities. The first engine Officer to arrive at the Level 2 area will automatically become the Level 2 Staging Manager and will notify Command upon their arrival to Level 2. Command may alternatively designate a Level 2 Staging Manager who will be responsible for the activities outlined in this procedure. The arrival notification will be made to Command on the assigned Level 2 radio channel. The Level 2 Staging Manager has the following options for their crew:  The crew can assist the company officer with Level 2 management until relieved.  Assign them as additional manpower to another company in Level 2.  The crew can be moved up to form a minimum of a 2-person company and they can be assigned into a hazard zone as a unit. Once Level 2 is implemented, all communications involving staging will be between the Staging Manager and Command or Logistics. The radio designation for the Level 2 Staging Manager should be, “Level 2”. The Staging Manager will perform the following duties:  Notify the IC or Logistics upon their arrival at the staging area on the assigned channel.  Contact the IC or Logistics for additional resources when the number of companies in the staging area reaches the pre-established minimum of one for any vital resource.  Maintain a current list of available companies in the staging area.  Organize the apparatus so they can be easily deployed.  Relay any assignments to units from the IC/Logistics via the staging channel or face to face.  Relay to Command/Logistics via the staging channel which units are chosen for assignments. SAN ANTONIO FIRE DEPARTMENT Page 14 of 126 Incident Management System SOP #2025  Ensure that assigned units leaving Level 2 have their accountability Passport on hand.  Relay to companies the following information when they are assigned out of Level 2: TLO (Task, Location, and Objectives). The Division/Group Supervisor (DGS) to whom they are reporting. The tactical channel on which they are to operate. Once arrived at Level 2, the Company Officer of each Unit will report in person to the Staging Manager. The crew will remain intact and standby at their unit with apparatus warning lights turned off until they are assigned or released from the incident (demobilized). When units receive an assignment and leave Level 2, Company Officers will communicate directly with Command or their assigned DGS for further instructions (if needed) on the appropriate tactical channel. When a Ladder/Truck arrives in Level 2 first, they will assume Level 2 Staging Manager responsibilities. Once the first Engine Company has arrived to the Level 2 location, the Ladder/Truck Officer will transfer staging management duties from the Ladder/Truck. Many times, companies will need to carry all of the needed tools and equipment to the hazard zone when they are assigned out of Level 2. IC’s must maintain an awareness of in-transit times when these types of assignments are made. If not reporting to a DGS, long in-transit times from a Level 2 area should be concluded with the company Officer notifying the IC they have arrived at their assigned work location. Apparatus, including SAFD Admin Staff vehicles, in the Level 2 area (with or without a crew) must be arranged in manner that allows for easy access in and out of the staging area. 1.5 - IC Assigning Units into a Hazard Zone ICs will use the TLO (Task, Location, and Objectives) structure when assigning any unit into the hazard zone. One of the IC’s major objectives is to control both the position and function of all resources assigned to hazard zones. Being specific about the TLO that needs to be performed goes a long way in helping the IC with accountability. 1.6 - Hazard Zone Accountability Each level of the incident organization, Company/Task level, Tactical Level, and Strategic level has its own accountability responsibility. Each level must adhere to SAN ANTONIO FIRE DEPARTMENT Page 15 of 126 Incident Management System SOP #2025 the accountability principals and guidelines stated within this document. Accountability responsibilities at each level must remain distinctly separate from each other as responsibilities for each level are not interchangeable. 1.6.1 - Company/Task Level Accountability Responsibilities Companies working on the task level take the greatest risk and therefore have the greatest stake in the accountability system because they operate inside hazard zones. No hazard zone management system can outperform unsafe behaviors on the task level. Company/Task level responsibilities include:  Staging procedures.  Staying out of Hazard Zones unless properly assigned.  Using the passport accountability system.  Staying together as a company (Voice, Vision, and Touch).  Air Management.  Maximum depth into a structure should be no more than 170 feet. This is based on air supply and hose length.  No freelancing. Freelancing is defined as independently operating on the fire ground in any capacity without your supervisor’s knowledge or consent, or when your supervisor is not aware of where you are. Essentially, it is when firefighters do what they want to do, when then want to do it without an assignment or consent. The following rules will be adhered to at all times on the task level: The minimum number of personnel assigned to a crew or a team operating in a hazard zone shall be two firefighters. All firefighters shall be equipped with a properly working portable radio locked onto the correct tactical channel. Crews or teams always go into the hot zone and come out of the hot zone together. All personnel shall be in contact with their Company Officer by either:  Voice  Vision (TIC),  Touch (hose line) When requested, Company officers shall give a Personnel SAN ANTONIO FIRE DEPARTMENT Page 16 of 126 Incident Management System SOP #2025 Accountability Report (PAR) to either their assigned DGS or the IC if no DGS is assigned. NO member of any unit shall operate in the hot zone alone. 1.6.2 - Tactical Level Accountability Procedures and Responsibilities Whenever two (2) or more units are assigned to one geographical area or function within a hazard zone a DGS should be designated by the IC. When the D/G is transferred from a Company Officer to a Chief Officer, it elevates D/G management with a true tactical level supervisor versus a working supervisor. This greatly facilitates the completion of the D/G objectives, enhances the accountability process, and increases firefighter safety in the D/G. It is preferred that the DGS be a Chief Officer if possible and practical. The IC will assign DGSs as needed to meet objectives and to stay within an appropriate span of control. When the DGS is in a hot zone, accountability (hardware) will be maintained by someone outside the hot zone. The following are responsibilities for an assigned DGS: D/G plan matches IC plan. Risk Management in the D/G. Complete Tactical Priorities in the D/G. Positions always match conditions in the D/G. Implement and manage the D/G objectives. Coordinate w/ other D/Gs when needed. Manage the Passport Accountability System. Assist with D/G Air Management. Manage Work-Rest Cycles for units assigned to their D/G. Manages On-Deck crews assigned to their D/G. Is always available to the IC via the radio on the correct channel. Gives appropriate Conditions/Actions/Needs (CAN) reports when requested by the IC. 1.6.3- Strategic Level Accountability Responsibilities The key to strategic level accountability for incident operations is to build an effective incident organization. It is the IC’s responsibility to account for all resources until delegated to tactical level supervisors. The IC does this by assigning DGS responsibilities to Company Officers and/or Chief Officers. These officers SAN ANTONIO FIRE DEPARTMENT Page 17 of 126 Incident Management System SOP #2025 physically position themselves in their assigned area and manage their piece of the incident operation. This places strong supervision, management and leadership in forward positions where the hazards are present. Organizing in this fashion greatly enhances firefighter safety and is the most significant tool at the IC’s disposal to increase strategic level capability, especially for escalating incident operations. Accountability must be maintained throughout the incident. The IC must be able to ascertain the accountability status, the location, and the tasks being performed for each company operating in hazard zones. 1.6.4- Tactical Worksheets: A tactical work sheet is the best tool that the IC uses to record resource details, locations, and work activities. The tactical work sheet serves as the IC’s over all accountability board and also serves as a memory jogger. The Tactical work sheet is the IAP in writing. 1.6.5- PAR’s PAR: A Personnel Accountability Report (PAR) is a confirmation that all personnel assigned to a crew, or multiple crews assigned to a D/G, are accounted for and have an adequate air supply to safely exit a hot zone. Reports of PAR's should be conducted face-to-face within the D/G or company and transmitted as one entire report whenever possible. Ex. “…E-3 has a PAR, or “…Alpha has a PAR” When the IC makes a general announcement to all units on the fire ground to initiate a PAR, all individuals shall notify their company officer or DGS of their condition and location. Company Officers and DGSs shall be responsible for the count and location of all personnel under their supervision who are located in the hazard zone. The IC must initiate the PAR to avoid multiple units contacting him/her first. Unless a Unit DOES NOT have a PAR, they should maintain radio silence until contacted by the IC to report their PAR. Any unit or DGS that realize they do not have a PAR should break radio silence (Mayday) to inform the IC and give the IC any details surrounding the Mayday. A PAR should be conducted for the following circumstance:  Changing from an offensive to a defensive operation SAN ANTONIO FIRE DEPARTMENT Page 18 of 126 Incident Management System SOP #2025  Missing or unaccounted for members.  Sudden, unexpected events in the hazard zones.  A mayday  Anytime the IC feels it is necessary. 1.6.6 - Passport Accountability System When used, the passport accountability system will increase firefighter safety and provide the supervisors with a means to track the position and function of all firefighters. Accountability Hardware Accountability equipment for each apparatus shall consist of:  Passports; including member’s Personal Accountability Tag (PAT)  Helmet ID inserts  Hose Identifier  A status board  SCBA Identifiers  Member’s last name will be displayed on the coat tail of bunker coat. Passport cards measure approximately three by four inches and are permanently marked with the company identification. They are designed to hold the PATs of every member entering the hazard zone. The passport is kept on the unit’s status board. The status board is located in the apparatus near the Company Officer position or passenger side. A Velcro strip on the back will allow the passport to be affixed to the status board. SAN ANTONIO FIRE DEPARTMENT Page 19 of 126 Incident Management System SOP #2025 One PAT for each member presently assigned to the company is required to be placed on the passport. PATs are color-coded according to rank; White- Chief, Red-Captain or Lieutenant, Green-Engineer, Yellow-Firefighter ENGINEER AND ACTING ENGINEER PATs shall be placed on the unit’s status board and not on the passport itself unless the engineer will be entering a hazard zone with their crew. All helmets shall always reflect the ID of the unit the member is presently assigned. All personnel, including details, are required to keep their helmet IDs accurate. Personnel will ensure helmet ID inserts are returned to their proper location before being relieved of assignment or at the end of the duty shift. Each Company Officer will be responsible for ensuring that the passport and MDC roster reflects only the members presently assigned to the Unit. Any decals and/or insignias not previously approved by the Fire Chief in writing shall be prohibited. All other markings shall be maintained as required by NFPA 1972, Standard on Helmets for Structural Firefighter. Colors of helmets and tetrahedrons on the helmets will allow personnel to identify the rank of personnel on the emergency scene. SAN ANTONIO FIRE DEPARTMENT Page 20 of 126 Incident Management System SOP #2025 A Hose line ID should be placed at the discharge gate or placed on each respective hose line. These hose line IDs provide a means to identify the individual hose lines that crews entered the building, providing a reference point if there is a need to find lost or trapped firefighters. SCBA Identifiers are two bands of fire resistant fabric utilizing photo-luminescent technology displaying the unit designation. Lettering for Officers and Engineers is red and lettering for Fire Fighters is black. SAN ANTONIO FIRE DEPARTMENT Page 21 of 126 Incident Management System SOP #2025 Passport Application and Use Implementation of the passport system will occur at any incident that requires personnel to enter a hazard zone. The use of the accountability system will commence as the first unit arrives on the scene. The first arriving company will give an IRR and assume command. In the follow up report, their accountability unit identification and geographic location will be announced. For example, "E-1 will be the Alpha side accountability location". General passport rules: Passports will be delivered to the assigned accountability location prior to entering a hazard zone. Passports will reflect those personnel presently assigned to the Unit who are ready to make entry into the hazard zone. Passports will be maintained at the point of entry in the warm zone. Passports never enter the hot zone. Passports will be retrieved by crews upon being re-assigned to a different DGS or rehab, leaving rehab, or upon being demobilized. When D/G management is upgraded to a DGS, all passports are managed by the DGSs who are responsible for the Units in that work location. As staged units are assigned, each crew/unit will deliver their passport to the designated accountability apparatus/location. Once a passport is delivered to the accountability apparatus, the passport will remain on the status board of the initial accountability apparatus until supervision is upgraded in the area with a DGS. Crews exiting at a different location other than the original point of entry must immediately notify their DGS. Tactical Level Passport Accountability SAN ANTONIO FIRE DEPARTMENT Page 22 of 126 Incident Management System SOP #2025 Officers assigned to manage a D/G are responsible for the accountability of the units assigned to their D/G and will need to retrieve passports for units already in the hot zone. DGSs must be in full PPE, carrying a status board to supervise the accountability process and manage the work/rest cycle of the companies assigned to their work location. Companies exiting the hot zone will perform a face to face PAR and CAN with the DGS. Companies that recycle will report to their assignment DGS. The DGS will keep the Unit’s passport on their status board, noting the company is recycling. If a company is sent to rehab, the DGS will return the passport to the Unit. The DGS will notify command of the status change of the company (“Command from Charlie…, I’m sending E-2 to Rehab. I need another company to replace them.”). Terminating the passport system Passport accountability will be maintained throughout the entire incident. Upon demobilization from the incident, Company Officers and crewmembers will ensure passports are accurate and returned to their unit. 1.7- Managing the Work/Rest Cycle Members are totally dependent on the air that they bring with them into the hot zone. We must base our operations around the realistic working times of our SCBAs. Company officers must maintain an awareness of their crew’s air levels, and the decision to exit the hot zone must be governed by maintaining an adequate air reserve to deal with any sudden or unplanned events while exiting. It is the IC’s responsibility to allocate sufficient resources to key tactical areas early on in the event to prevent companies from working past safe air reserve times. This type of proactive deployment management prevents maydays from occurring. ICs, DGSs, and Company Officers must be realistic towards SCBA work times in the hot zone. These work times must give the workers a margin of safety in case something goes wrong while exiting. Company officers must manage this on the task level and keep the IC or DGS informed of their air supply and projected work times via status change or during CAN reports. SAN ANTONIO FIRE DEPARTMENT Page 23 of 126 Incident Management System SOP #2025 Company officers must base their decision to exit the hot zone on their air supply. This decision cannot be based on being relieved, or if problems still exist in their D/G. DGSs assisting assigned units with their air management times in no way takes away or diminishes the Company officer’s responsibility for managing their crew’s air supply. 1.8- The 3-Deep Deployment Model The IC must always provide a steady, adequate stream of resources. 3-deep is the concept where an IC always has a steady stream of workers for the required tasks based on the incident’s critical factors. The 3-Deep deployment process starts out with the initial arriving workers who have been assigned into and are working in hazard zones – the first layer. After these tactical positions have been covered, subsequent arriving units are assigned to On-Deck positions at the entry points already utilized by initial arriving units. This gives the IC a rapidly assignable resource and D/G support in the form of On-Deck companies – the second layer. Once all of the critical tactical areas are adequately backed up with On-Deck Units, subsequent arriving units will stage either Level 1 or Level 2. These units now give the IC the tactical reserve needed to replace companies or to back fill any companies addressing a sudden incident problem –the third layer. This model gives the IC and DGSs a pool of workers “3-Deep”; workers working in hazard zones, workers ready to go to work right outside of the hazard zone, and having replacement workers waiting for an assignment in staged positions. 1.9 - In-Transit “In-Transit” is defined as: the time it takes for a company to reach their assigned work area after receiving an order. It often varies due to: Distance between staging and the incident Size of the incident perimeter Amount of equipment the company needs to assemble SAN ANTONIO FIRE DEPARTMENT Page 24 of 126 Incident Management System SOP #2025 The IC or DGS can lose accountability of companies while they’re In-Transit. It is the responsibility of the company officer to monitor the tactical radio channel while In-Transit. For long in-transit times (over 5 minutes or more), upon arrival to the assigned work area, the company officer should provide a CAN report to the IC informing that the company is intact and in the assigned work area. 1.10- On Deck “On Deck” is defined as; a “forward staging” position located immediately outside the hot zone. Once a crew is assigned to an On-Deck position, they are first and foremost a Rapid Intervention Team (RIT) until they are given an assignment into the hot zone. The On Deck deployment model greatly assists an IC with managing hot zone units work/rest cycles and their air supplies. On Deck crews will be supervised either by the DGS or Command. They will remain On Deck until assigned by the IC or DGS. The most likely assignments for On Deck companies are: Reinforce a position within an assigned D/G. Crew relief within an assigned D/G. Any other tactical position assigned by the IC Deploy as a RIT (Rapid Intervention Team) Once the IC has deployed units to the critical D/Gs around the incident scene, the IC must then take a proactive and aggressive approach to assigning additional resources to those D/Gs. This is best achieved by assigning staged resources as On Deck crews to those areas as soon as they arrive in staged positions. Assigning On Deck crews around the fire ground will also provide the IC with the tactical reserves to manage the standard work cycle or sudden and unexpected incident events. Assigning On Deck crews is done simply by contacting a staged company and directing them to go On Deck in a specific D/G. The order would sound like this, “E-5 from Command, go On Deck on the Charlie side, Engine 1 is your accountability location”. A crew assigned to an On Deck position will need to park their apparatus in a manner that doesn’t block access to the scene. Crews must be intact with full PPE, bring as many spare air cylinders as possible, and the RIT bag. SAN ANTONIO FIRE DEPARTMENT Page 25 of 126 Incident Management System SOP #2025 On Deck crews must remain intact, in a ready state, and monitor the tactical channel at all times. On deck crews must also size up the area that they are assigned to, this size up should include: Locating the structure’s entrance/exit points in their assigned area Interior and exterior conditions Unit ID of crews operating inside the structure Approximate location of interior crews Identify which crews are operating each hose line When an on-deck crew is used as a relief crew, the Company Officer should do a face to face and transfer information with the officer exiting the structure. The information transferred should include: Interior conditions Routing instructions to the work area Interior obstructions Additional tools/resources required D/G objectives 1.11- Company Recycling Companies operating within a D/G will require the refilling of air bottles at predictable time frames. Recycling is defined as: a timely and efficient means of air bottle replacement. If conditions permit, a company’s work cycle could be up to 2 to 3 air cylinders. In order to maintain a steady stream of resource in critical D/Gs, crews should recycle in a timely manner. Companies recycling will maintain crew integrity, refill their air supply, re- hydrate, then report back to their DGS or the IC that they are ready to go back to work. Company Officers should forecast the length of time they will be working in an assigned D/G and should bring spare air cylinders. This will enable a company to recycle close to their D/G location in a timely manner when a Mobile Air Compressor (MAC) is not available in their D/G or area. The DGS may need to request additional resources to replace on deck crews or have recycled crews assume vacated on deck positions. DGSs and Company Officers are responsible for monitoring the welfare of their personnel at all times and determining if D/G recycling or rehab is appropriate. SAN ANTONIO FIRE DEPARTMENT Page 26 of 126 Incident Management System SOP #2025 1.12- Rehab Companies operating within a D/G will require the refilling of air bottles at predictable time frames. At working incidents, Command should establish at least 1 Rehab location. Rehab is an assignment to a rehab location (close to the emergency scene) where units will be medically evaluated, rehydrated, and replenished. Rehab should operate on the channel assigned and will inform the command post when they are set up and ready to receive crews. The IC or Logistics will inform the rehab unit where to set up on the incident site. Refer to the SAFD Rehab Policy for additional information and direction. DGSs and company officers working in hazard zones are responsible for monitoring the welfare of their personnel at all times and determine if D/G recycling or rehab is appropriate. When rehab is appropriate, the DGS or the Company officer will notify the IC of a status change and the re-assignment of a unit(s) to Rehab. The IC must notify the Rehab Manager of all units who are re-assigned to Rehab Units assigned to rehab must do a face to face with the Rehab Manager when arriving to rehab and deliver the company’s passport. The Rehab Manager will notify the CP when each individual unit arrives to the Rehab location. This will prevent the IC from losing accountability of a Company In-Transit to the rehab location. Once rehab is completed, units can be assigned back to the incident scene through the Rehab Manager. Units may also be demobilized. If this is the case, the Rehab Manager will confirm with the IC that the company is being placed back into service and will return the company’s passport when they leave the rehab area. When a company will be re-assigned back to an active D/G, the Rehab Manager will return the unit’s passport and give them the following information: 1. TLO (Task, Location, and Objectives). 2. The DGS to whom they are reporting. 3. The tactical channel on which they are to operate. 2.0 - Command Function #2 – Assume, Confirm and the Positioning of Command SAN ANTONIO FIRE DEPARTMENT Page 27 of 126 Incident Management System SOP #2025 Major Goal: To quickly establish and confirm a single IC and to place that IC in the most effective command position. The Assumption of Command must be a natural, automatic, and regular occurring organizational event. Command Function #2 is designed to create a standard process for the initial command assumption to occur and then place/upgrade that IC in the most effective command position based on a standard set of conditions. 2.1 - Establishing Command Single unit responses that are not going to expand do not require the first arriving Company Officer to formally assume Command. The first arriving Company Officer will remain responsible for all incident aspects. If at any time the Company Officer needs to upgrade the response to a multi-unit response, the Officer will then formally assume Command of the incident. The first Unit to arrive to the scene of a multi-unit dispatched incident will assume command of the incident by transmitting a standard Initial Radio Report (IRR). The confirmation of Command occurs when a responding BC uses the Order Model to repeat the IRR back to all responding units. Assuming command causes the first-arriving unit (the IC) to size up the incident, determine the incident’s strategy, and develop an incident action plan (IAP). All of this is executed and shared with all the incident participants when the IC transmits an IRR. When the incident begins with an established IC, all later-arriving units will be assigned based on the IC’s IAP. This puts all the incident players on the same page. Everyone knows what the problem is and what action is being taken to solve it. The absence of an effective IC is the most common reason for ragged incident beginnings and unsafe operations. Effective (and coordinated) action is the result of beginning (and ongoing) incident operations with an established IC. Once command has been established, all routine communication between the dispatch center and the incident will be directed through Command. SAN ANTONIO FIRE DEPARTMENT Page 28 of 126 Incident Management System SOP #2025 The Initial Incident Commander (IIC) shall remain in Command until Command is transferred or the incident is stabilized and Command is terminated. Whenever hazard zones exist, a formal IC must be in place, performing the functions of command. 2.2 - Naming Command - Radio Designation The radio designation "COMMAND" will be used along with the major cross road, or the specific occupancy name of the incident site, (i.e. "Main Street Command", "St. Luke’s Hospital Command"). This designation will not change throughout the duration of the incident. The designation of "Command" will remain with the IC throughout the duration of the entire incident. 2.3 - Command Positioning The IC’s position will greatly affect their ability to control the incident scene. Typically, the Company Officer of the first arriving unit will become the IIC for the incident. There are three command positions that a Company Officer can utilize: Investigating (Mobile) Command position Fast-Attacking (Mobile) Command position – Inside the hot zone Stationary Command position – Outside of the hot zone or inside of a Command Post (CP). 2.3.1- Investigative Command Position (Nothing showing) This is a mobile IIC on a portable radio, moving around and evaluating conditions while trying to identify the incident problem. The company officer should remain with their company to investigate while utilizing a portable radio to command the incident. When the IIC reports "nothing showing", all responding units shall continue to the incident and announce Level 1 upon arrival. 2.3.2 - Fast Attacking Command Position SAN ANTONIO FIRE DEPARTMENT Page 29 of 126 Incident Management System SOP #2025 There are three operational levels within a hazard zone. Each of these levels is distinct and has their own set of responsibilities. They are: Strategic level Tactical level Task level For the majority of the incidents we respond to, the initial responsibility for managing all three organizational levels is handled by the IIC when they are a Company Officer. The first arriving Company Officer (IIC) will size up the incident’s critical factors, declare the incident strategy, and assume command. The IIC has command and control responsibility for the entire incident operation on the strategic level until command is passed, transferred, or terminated. On the tactical level, the fast attacking IIC will implement and execute an incident action plan (IAP) that addresses the incidents critical factors in order to facilitate the completion of the tactical priorities (Life Safety, Incident Stabilization, Property Conservation, and Customer Stabilization). A fast attacking IIC will also directly supervise and assist their crew members with the tasks required to bring the incident’s problems under control. In most cases, this initial attack wave eliminates the incident hazards. For incidents that are not quickly controlled, are escalating, or are significant in scope and size upon our arrival, the strategic and tactical operational levels must be upgraded with Chief Officers. The strategic level of command on these types of incidents will be the first operational level that is upgraded. This command transfer significantly improves the IC’s position and ability to perform and manage the eight functions of command and the corresponding strategic safety requirements for the entire incident operation. Placing the IC in a standard Command Post (CP) position where they can exclusively focus on incident management, enhances and facilitates both the completion of the tactical priorities and firefighter safety. The Fast Attacking Command position is defined as: When the IIC enters the hot zone (when in the offensive strategy) in full PPE, with a locked portable radio, supervising and assisting their crew in the attack while commanding the initial incident deployment. The action is reinforced and upgraded by response Chiefs who come in behind the fast attacking IIC to quickly establish a stationary, exterior command post that supports and expands on the fast SAN ANTONIO FIRE DEPARTMENT Page 30 of 126 Incident Management System SOP #2025 attacking IIC’s actions. The fast attacking command position provides the front- end command structure for that capability. The advantages of a Fast Attacking IIC: Enhances crew safety and crew accountability Gives the IIC another set of critical factors to evaluate and base unit assignments on (interior conditions) Usually solves the problem quickly The disadvantages of a Fast Attacking IIC: Difficult communication position (full PPE in a hot zone) Limited field of vision Reduces strategic span of control Difficult to maintain overall accountability The entire response team coming in behind a fast attacking IIC must realize that the IIC is commanding from an attack position. We trade off this position disadvantage because many times the initial fast attack is enough to stabilize the incidents problems. When the front-end control efforts don’t stabilize the situation, the fast attacking IIC is not in the best position to continue command; they are in the worst position. The Fast Attacking Command position should end in one of three (3) ways: 1. Situation is quickly stabilized. 2. Command is transferred from the fast attacking IIC to a subsequent arriving Chief Officer. 3. If the situation is not stabilized and there is a delay in the arrival of a Chief Officer, the fast attacking IIC may pass Command to another on- scene Company Officer, or keep Command and move to an exterior (stationary) position. If the IIC assumes an exterior position, the IIC and the entire crew must exit. The IIC then has the following crew options: Move up one of the crew members to a Supervisor position; minimum 2-person Company in a hot zone. Assign the crew member(s) to another Company. This must be acknowledged by both the original and the receiving Company Officer; the accountability system must be updated to reflect this change. Have the crew assist the IIC with support roles. SAN ANTONIO FIRE DEPARTMENT Page 31 of 126 Incident Management System SOP #2025 2.3.3 – Stationary Command Position - Company Officer The Stationary Command Position for a first arriving Company Officer is defined as: a command position that is stationary, remote, and outside of the hot zone or inside of a vehicle (Command Post – CP). Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, demand early, strong, stationary command from the outset of the incident. In these cases, the first arriving Company Officer (IIC) will assume command and from the beginning of the event, stay out of the hot zone in a stationary position (most of these situations present as larger, defensive fires). Ideally, the IIC should be inside a CP and a tactical worksheet should be initiated and utilized to assist in managing these types of incidents. If the Company Officer assumes a Stationary Command position from the outset of the Incident, the IIC has the following options available for the remaining crew members. Move up one of the crew members to a Supervisor position. Minimum 2-person Company in a hot zone. Assign the crew members to another Company. This must be acknowledged by both the original and the receiving Company Officer; the accountability system must be updated to reflect this change. Have the crew assist the IIC with support roles. "Passing Command" to a unit that is not on the scene creates a gap in the Command process and compromises incident management and safety. To prevent this command and control gap, command shall not be passed or transferred to any Officer who is not physically located on the scene. When a Chief Officer arrives at the scene first or at the same time as the initial arriving Company, the Chief Officer should assume Command of the incident. 2.3.4 – Stationary Command Position – Chief Officer The Stationary Command Position for a Chief Officer is defined as: the IC located INSIDE of a stationary command post while managing the incident on a tactical worksheet. A stationary Command Post (CP) allows the IC to begin SAN ANTONIO FIRE DEPARTMENT Page 32 of 126 Incident Management System SOP #2025 organizing command for the on-going operation and escalation of that incident. Physically locating the IC in the stationary command position puts the IC in the strongest possible position to carry out the functions of command, accomplish the incident’s objectives, and ensure the safety of all members working on the fire ground. If and when possible, to set themselves up for success and to make the command-transfer process as seamless as possible, responding Chief Officers should do the following while in route to the scene: Initiate filling out a tactical worksheet with the dispatched assignment. Reference any pre-plan info, access aerial views and hydrant locations [MDC]. Listen critically to all radio traffic. Log assigned companies onto the tactical worksheet. If a Battalion Chief is the initial-arriving unit to the same structure fire, they will operate in the Stationary Command position. Chief Officers can only operate in the stationary command position when they are the IC. The IC’s Command vehicles should be positioned at a location that will allow maximum visibility of the fire building, surrounding areas, and the general effect of the companies operating on the fire. The command vehicle should be in the cold zone, easy to locate, and should not restrict the movement of other apparatus. 2.4 - Transferring Command To a major extent, command effectiveness is directly connected to command positioning; the entire command system revolves around the rapid establishment of a stationary, remote IC, operating in a stationary CP. By setting up and staying in a CP, the IC is in the ideal position to maintain control, remain available to communicate, and monitor and respond to the needs of all assigned units. The first arriving Chief Officer will respond directly to the scene. Upon arrival, the Chief Officer must transfer command in the following manner: 1. Size-Up: Verify that all operating positions match the current incident conditions. 2. Transmit that your unit is On-Scene (“Battalion 1 On-Scene”). SAN ANTONIO FIRE DEPARTMENT Page 33 of 126 Incident Management System SOP #2025 3. Using the Order Model, contact the IIC and verify the position & function of all hazard zone resources and request a CAN. 4. Confirm the command transfer, announce the current strategy, and make a resource determination. Command transfers should be short and sweet. When the IIC (usually a fast- attacking IC) transmits a concise, clear initial radio report upon arrival, then accurate unit assignments and CAN report for the transfer of command, it ensures that the first arriving Chief Officer will have quality information to quickly facilitate the command transfer. 2.5 - Organizing Command for Ongoing Operations and Escalation The following bullet points put an effective IC in charge of the incident. Strong standard Command Groups/Divisions SOPs Clear communications Standard strategy/action planning Once in Command, the IC can now use the incident management system to control incident operations. This comes down to the IC being in a position where they can control where the workers are while matching their actions to the current incident conditions. When the IC assumes a stationary Command position inside a vehicle, the CP becomes the IC’s “field office.” Based on the size and design of the command vehicle (typically a response chief’s vehicle), it will give the IC the following advantages: A stationary, remote and quiet place to listen, analyze, and make decisions A superior communication position (better radios, no PPE, quiet) More radio channels available A place to write and record Protection from the elements Better Intel equipment (MDCs, reference materials) 2. 6 - Upgrading the Command Post (CP) Here are some of the disadvantages to working in a BC command vehicle CP: SAN ANTONIO FIRE DEPARTMENT Page 34 of 126 Incident Management System SOP #2025 Sometimes you have a poor view of the hazard area. It’s very hard to manage more than one radio channel. Not much room for more than 2 people to effectively operate. People keep banging on your door. As the incident’s requirements continue to grow, so must the command capability used to manage those resources. The IC’s position must be upgraded and supported for these large- scale, fast-moving operations. Larger command vehicles (CVs) give the Command and General Staff a place where they can keep pace with the incident requirements. 2.7 – The Command Team The Command Team consists of personnel assigned to any Command Staff or General Staff position. For incidents that are complex or will require a larger amount of resources, a Command Team should be quickly formed to manage the incident. Establishing a Command Team is a quick and effective way to manage the swift influx of resources needed to bring incidents under control. Larger command vehicles also provide the team (entire Command and General Staff) a position and place for this to happen on a consistent, standard basis. Here are the advantages of working from a dedicated command vehicle (CV): Provides an enhanced work place for the Command and General Staff. You can manage several radio channels at once. Allows the IC to focus solely on all hazard zones. Offers access to data, video feeds, phones, weather, reference materials, etc. If available, larger CV’s may be dispatched on multiple-alarm incidents. While these vehicles make it easier for the IC to perform the functions of command, they are not absolutely necessary. Parking a number of regular response-chief vehicles in close proximity to each other forms a “command village” and is an effective way to accomplish the same thing. 3.0 - Command Function #3 – Situation Evaluation Major Goal of Command Function #3 is to develop a regular approach to size- up using standard information-management to identify the incident’s major critical factors. SAN ANTONIO FIRE DEPARTMENT Page 35 of 126 Incident Management System SOP #2025 The information-management phase, known as size-up, involves the systematic, yet rapid and deliberate consideration of all critical factors. This standard size-up approach must begin at the start of every incident operation. This insures that we will develop an incident strategy and IAP based on the current conditions. 3.1 - Matching Standard Conditions to Standard Actions Standard conditions are identified as the incident’s Critical Factors. We must identify the incident’s critical factors before taking any action. Our initial size-up produces the information that becomes the basis for the incident strategy and the corresponding incident action plan (IAP). Investing a small amount of time evaluating the critical factors is extremely important to beginning and on-going command and operational success, as well as firefighter safety. The current, accurate, and relevant information the IC obtains at the front end of the event will generally provide the foundation for effective initial and on-going action. This systematic evaluation process produces standard, safe, well- managed incident outcomes. 3.2 - Strategic Decision-Making Model The strategic decision- making model gives the organization an evaluation/action system that takes the mystery out of initial emergency operations. This model turns the decision-making process into a standard sequence: First we identify the incident’s significant critical factors, and then we base all actions on our evaluation of those factors. By continually evaluating those factors, we keep the plan current and the workers safe. 3.3 - Information Management SAN ANTONIO FIRE DEPARTMENT Page 36 of 126 Incident Management System SOP #2025 Information management presents complex challenges during most working incident operations. Information must be quickly received, processed, interpreted and acted upon. In some cases, certain factors can be observed from the command post, while others can only be determined from different locations inside and outside of the structure/incident area. Obtaining critical information allows the IC to develop, refine, and practice a standard system of incident-intelligence management that is applied to incident operations. The IC uses a combination of the following four basic information forms to help manage and process information on the emergency scene: Previous experience Visual information Reported Info/Reconnaissance Pre-incident planning and familiarity 3.3.1 - Previous Experience Previous experiences and lessons learned are major incident-management resources and offer a practical way to evaluate where the incident is now and anticipate where it is heading. If we have seen the actual conditions in the past and developed an action plan to meet and match those conditions, we can anticipate the outcome of those actions if we were to apply them again. 3.3.2 - Visual Observation Visual observation and inspection are one of the most important ways we gain information. This information form requires a critical, perceptive eye and is the most common way the IC gathers information during initial and ongoing incident evaluation. While in route, the IC should observe the weather conditions (wind speed and direction) and the horizon for any smoke or fire conditions. As the IC approaches the scene, they should take a route that shows three sides of the structure, or when possible, completely circle the incident (later arriving Chief Officers). A drive-around can reveal a great deal of information, such as the layout of the incident area, access or obstruction issues, the extent and severity of the incident problem(s), potential structural failures, and rescue situations. SAN ANTONIO FIRE DEPARTMENT Page 37 of 126 Incident Management System SOP #2025 An important note on visual information as a size-up tool: Whatever the IC sees from the command post trumps what all others see and report (e.g. interior reports of “We’re getting it!” when the IC can see a 10-foot fireball coming from the roofline). 3.3.3 - Recon Information Information the IC can’t gather visually from their fast-action or command-post position is typically acquired from personnel assigned to standard geographic and functional positions. Information can come from DGSs dealing with specific problems and locations who then transmit their information to the IC via the CAN report. Information can also come from other sources such as owners/occupants, technical representatives, other agencies, law enforcement, or media video feeds. When the IC assigns companies and DGSs to key operating positions, they must report back regarding the conditions in their assigned areas. With this information, the IC builds a strategic picture of what is happening around the entire incident site. The IC uses this “big picture” to keep the strategy and objectives current and to keep all hazard-zone workers connected. The IC is responsible for understanding the overall situation, incident resources, and organizational and operational status. DGSs concentrate on information that supports tactical operations, integration, and coordination. Companies must deal with the details required for direct task-level effectiveness. Simply, the level of required information (details) gets cut into smaller pieces as it moves toward the task level. 3.3.4 - Pre-planning Information Pre-incident planning provides the IC and the response team with facts and details difficult to acquire during an actual event. Pre-incident planning is conducted in ideal situations, during the daytime, under non-emergency conditions. By visiting these occupancies during these information-gathering visits, we increase the awareness and knowledge of responders who might have to operate at (and in) these locations under hazardous conditions. Even though the task-level workers operating at an incident aren’t in the position to review the actual plan during an event, they retain the familiarity gained during the preplanning process. An IC is generally in the best position to manage the plans, and they can relay pertinent information to the decentralized operating DGSs and companies. SAN ANTONIO FIRE DEPARTMENT Page 38 of 126 Incident Management System SOP #2025 3.4 - Critical Factors Critical factors have a related set of consequences ranging from minor to fatal. This is what makes critical factors critical. A major function of IC information management is to identify the factors with the most severe consequences and then concentrate on reducing, stabilizing, eliminating, or avoiding the possible outcomes of those critical factors. This requires the IC to develop a standard approach of sorting and prioritizing critical factors. The IC needs a simple system to deal with all basic incident information. Critical factors offer such a system. There are 8 Critical Factors: 1. Occupancy 2. Life safety 3. Building type 4. Arrangement 5. Fire 6. Resources 7. Action 8. Special circumstances 3.4.1 – Occupancy: Specific occupancy Type—group (business, mercantile, public assembly, institutional, hazardous, industrial, storage, school) Value characteristics associated with occupancy Fire load (size, nature) Status (open, closed, occupied, vacant, abandoned, under construction) Occupancy—associated characteristics/hazards Type of contents (based on occupancy) Time—as it affects occupancy use Property conservation profile/susceptibility of contents to damage/need for salvage 3.4.2 - Life Safety: Location of occupants (in relation to the fire) Number of occupants Condition of occupants (by virtue of fire exposure) Incapacities of occupants SAN ANTONIO FIRE DEPARTMENT Page 39 of 126 Incident Management System SOP #2025 Commitment required for search and rescue (firefighters, equipment, and command) Fire control required for search and rescue EMS needs Time estimate of fire effect on victims Exposure/control of spectators Hazards to fire personnel Access rescue forces have to victims Characteristics of escape routes/avenues of escape (type, safety, fire conditions, etc.) 3.4.3 - Building Type: Size—area and height Interior arrangement/access (lobbies, stairs, halls, elevators) Construction type—ability to resist fire effect Age Condition—faults/weaknesses Value Interior compartmentalization / separation Basement profile Vertical—horizontal openings, shafts, channels Outside openings/access—doors and windows/degree of security Utility characteristics (hazards/controls) Concealed spaces/attack characteristics Effect the fire has had on the structure (at this point) Time projection on continuing fire effect on building How much of the building is left to burn? 3.4.4 - Arrangement: Access, arrangement, and distance of external exposures Combustibility of exposures Access, arrangement and nature of internal exposures Severity and urgency of exposures (fire effect) Value of exposures Most dangerous direction—avenue of spread Time estimate of fire effect on exposures (internal and external) Barriers or obstruction to operations Capability/limitations on apparatus movement and use Multiple buildings SAN ANTONIO FIRE DEPARTMENT Page 40 of 126 Incident Management System SOP #2025 3.4.5 - Fire: Size Extent (percent of structure involved) Location Stage (inception to flashover) Direction of travel (most dangerous) Avenue of travel Time of involvement Type and amount of material involved— structure/interior/finish/contents/everything Product of combustion liberation (smoke, heat, flame, gas, etc.) What is perimeter of fire? How widespread is the fire area? Fire access—ability to operate directly on fire 3.4.6 - Resource: Staffing and equipment on scene Staffing and equipment responding Staffing and equipment available in reserve Estimate of response time for personnel and equipment Condition of responders and equipment Capability and willingness of personnel Ability of responders to fit into an IMS Number and location of hydrants Supplemental water sources Adequacy of water supply Built-in private fire protection (sprinkler, standpipe, alarms, protected spaces, smoke removal, etc.) 3.4.7 - Action: Effect current action is having Things that need to be done Stage of operation (rescue, fire control, property conservation, customer stabilization) Effect of the command function—is command established and working? SAN ANTONIO FIRE DEPARTMENT Page 41 of 126 Incident Management System SOP #2025 Is there an effective organization? Has the IC forecasted effectively? Is the incident in the proper Strategy with the corresponding IAP? Tactical priority questions: Are victims okay? Is fire out? Is loss stopped? What is the worst thing that can happen? Are operating positions effective? Are there enough resources? (Personnel, apparatus/equipment, logistics/support, command, water, SCBA air) Are troops operating safely? Is there a safety plan/organization (On-Deck, tactical supervision, etc.) in place that can react in case someone gets in to trouble? Situation status: from out of, to under control 3.4.8 - Special Circumstances: Time of day/night Day of week Season Special hazards by virtue of holidays and special events Weather (wind, rain, snow, heat, cold, humidity, visibility) Social unrest (riots, terrorism, etc. 3.5 - Managing Critical Factors The incident critical factors are the items an IC must consider when evaluating tactical situations. They constitute a checklist of elements associated with size- up, decision- making, initiating operations, and review and revision. It’s important for the IC to recognize what the critical factors are, as well as the standard organizational reaction to those factors. Command deals with the critical factors through a systematic management process that includes: A rapid overall evaluation. Sorting the critical factors in order of priority. Seeking more information about each of those factors. Focusing on the major factors affecting the incident (fire). Quickly and properly reacting t