EOGCOMMD

INCIDENT COMMAND SOG 2.1

The effective functioning of fire department units and personnel at operating incidents requires clear decisive action on the part of an incident commander. This procedure identifies the standard operating guidelines to be employed in establishing command and operating a command post. It also fixes responsibility for the command function and its associated duties on one individual at any time during the operation.

The incident commander is responsible for the command function at all times.

As the identity of the incident commander changes, the term command in this procedure refers jointly to both the person and the function.

The purpose for establishing an incident management system is to:

Provide for the safety of personnel operating at emergency incidents through improved command and control.

Improve the use of resources and tactical effectiveness.

To meet the applicable standards and regulations of the NFPA, EPA, and other agencies.

To standardize the management of "all risk" emergencies within the City of Tupelo.

Command procedures are designed to accomplish the following:

1. Fix the responsibility for command on a certain individual through a standard identification system depending on arrival sequence of members, companies and officers.

2. Insure that strong, direct and visible command will be established as early as possible in the operation.

3. Establish an effective framework outlining the activities and responsibilities assigned to command.

4. Provide a system for the orderly transfer of command to subsequent arriving officers.

Responsibilities assigned to command include the following specific outcomes:
Remove endangered persons and provide treatment for the injured.

Control the fire. Stop and confine the fire where it is located.
Conserve property.
Provide for the safety and survival of personnel.

COMMUNICATIONS SOG 2.2

All communications shall be clear text.

Radio communications shall be receiver from sender using the following model:

1. Request to initiate communications and determine that the intended receiver is listening.

2. Transmit the message or order concisely in clear text.

3. Receive feedback from the receiver to ensure that the message was received and understood.

4. Confirm the message or order was understood; if not, correct and clarify the message.

Examples:

IC: Gloster Command to Engine 1

E1: Engine 1, Gloster Command

IC: Establish a water supply for Engine 2

E1: Copy, establish a supply for Engine 2

IC: Check Engine 1

ASSUMPTION OF COMMAND SOG 2.3

Command shall be established at all incidents.

The first fire department unit or officer to arrive at the scene shall establish command and remain in command until relieved by a higher ranking officer or until the incident is terminated.

The person assuming command shall transmit a brief initial radio report including:

1. Unit identification on the scene confirming assumption of command.

2. Actual location of the incident

3. Building description (occupancy, size, arrangement, construction and address, if known)

4. Obvious fire conditions.

5. Action taken (brief description and commitment mode).

The terminology used in this report is identified in communications procedure.

Incidents are given a specific name to reduce confusion when multiple incidents share the same radio frequency and dispatcher.

Upon establishing command the Incident Command shall give the a specific name or radio designation to the incident. The radio designation "command" will be used with a brief description of the incident location. (Example: "Gloster Command", "Krueger Command") This designation will not change through the duration of the incident. All radio communications to and from the Incident Commander shall use this the command designation.

Example:

E1: Engine 1, Dispatch

Dispatch: Engine 1

E1: Engine 1 is on the scene at 100 President St, we have a working fire. Fire showing from the front of a single story residence. Engine 1 is pulling preconnects. Engine 1 is President Command.

Dispatch: Copy Engine 1, on the scene 100 President with a working fire. Pulling

preconnects. Engine 1 is President Command.

IC: Check.

IC: President Command, Engine 2

E2: Engine 2, President Command

IC: Engine bring a supply line

E2: Copy President Command, bring a supply line

IC: Check

SELECTION OF COMMAND MODE SOG 2.4

The Incident Commander must determine if initial command activity will be conducted from a fixed position, or if it will be conducted simultaneously with the tacitical operations of the first arriving company. Command from a fixed position is preferred, particularly when an incident is complex or rapidly escalating.

The inititial Incident Commander must answer the following two questions:

Will the initial tactical operations of the first arriving company have a significant impact on the eventual outcome of the incident?

Will the personal efforts of the Company Commander in the performance of tactical activity have a significant impact on the ability of the Company to achieve their assigned tactical objective(s)?

If the answer to these two questions is no, command from a fixed position should be established.

If there is a need for immediate tactical activity, and company staffing necessitates that the Company Commander be an intergral part of company tactical operations, command in the offensive mode should be initiated. Command in the offensive mode should only be performed until command can be transferred.

In cases where the initial arriving officer is a command officer, his efforts should automatically be directed towards establishing command and fulfilling the listed responsibilities.

An initial arriving company officer must decide on an appropriate commitment for his company. This will usually fall into one of three general modes as listed below.

1. Nothing Showing Mode : These situations generally require investigation by the first arriving engine, officer or firefighter while holding staged companies at a distance. Normally the officer should go to check the alarm while utilizing his portable radio to continue command.

2. Working Fire or Smoke Showing Mode : Situations which require immediate action to stabilize the situation, such as interior fires in residences, apartments, or small commercial occupancies, require that the officer quickly decide how to commit his company. Where a fast interior attack is critical, he can take advantage of his portable radio to permit the necessary involvement in the attack without neglecting command responsibilities. This mode should not last more than a few moments and will end with one of the following:

A. Situation is stabilized

B. Command is passed to next arriving company

C. A ranking officer arrives and command is transferred

D. Situation is not stabilized and the officer must remove himself to a normal command position

3. Command Mode : Situations that require principally command. Such situations by virtue of the size of the fire, the complexity/potential of the occupancy of the responsibility of extension require strong, direct, overall command from the outset. In such cases, the officer will initially assume a command position and maintain that position until relieved by a ranking officer.

If a company officer assumes command and elects not to join his company in action, he may operate within the following options with regard to the assignment of his crew:

1. He can "move up" with his company and place his company into action. The individual and collective capability of his crew will regulate this action.

2. He can assign his company members to another company to work under the supervision of the officer of that company. In such cases, the officer must communicate with the receiving officer and indicate the assignment of his personnel.

Under no circumstances will the Company Officer allow his crew in enter the structure without appropriate supervision and/or manpower.

While the company officer is assuming command, he/she has a choice of modes and degrees of personal involvement in the attack, he/she continues to be fully responsible for the identified tasks assigned to the command function. In all cases, the initiative and judgement of the officer are of great importances. The modes identified are not strict rules, but general guidelines to assist the officer in planning his actions.

Responsibilities of the Incident Commander SOG 2.5

The Incident Commander at any incident shall be responsible for the following:

1. Assessment of Incident Priorities. Incident priorities provide a framework for command decision-making. Tactical activity may address more that one incident priority simultaneously.

First Priority Life Safety

Second Priority Incident Stabilization

Third Priority Property Conservation

2. Perform Size-Up. The Incident Commander must perform an initial assessment of the situation, incident potential, and resource status. This assessment must address the following three questions:

What have I got? (Situation)

Where is it going? (Potiential)

What do I need to control? (Resources)

Size-up is not static and must be continued throughout the duration of the incident.

3. Select the Strategic Mode. A critical decision having an impact on the safety of personnel and the effectiveness of tactical operations is the selection of stategic mode. Operations may be conducted in either and Offensive or Defensive mode. The decision is based on the anwers to the following two questions?

* Is it safe to conduct offensive operations?

* Is resource capability (present and projected) adequate for offensive operations to control the incident?

4. Define Strategic Goals. Stategic goals define the overall plan that will be used to control the incident. Strategic goals are broad in nature and are achieved by the completion of tactical objectives. Stategic goals are generally focused in the following areas:

* Protection or removal of exposed persons.

* Confinement and extinguishment of the fire or control the hazard.

* Minimize loss to involved or exposed property.

5. Establish Tactical Objectives. Tactical objectives are the specific operations that must be accomplished to achieve strategic goals. Tactical objectives must be both specific and measurable, defining;

* Assignment of resources

* Nature of the tactical activity

* Location in which the tactical activity must be performed

* If the tactical action must be performed in sequence or coordinated wiht any other tactical action

6. Implement the Action Plan. Implementation of the incident action plan requires that the IC establish an appropriate organizational structure to manage the reuired resources and communicate the tactical objectives. The incident plan may be communicated by Standard Operating Guidelines, assigning tactical objectives, or by assigning task activity.

Tactical Standard Operating Guidelines may define common components of the incident action plan such as water supply, standard apparatus placement, and the methods used for basic tactical evolutions.

Orders from the Incident Commander may specify tactical objectives assigned to subordinate positions within the ICS structure or to a specific resource.

Standard Geographic Designation System SOG 2.6

Each exterior side of a structure shall be given a letter designation. The side of the structure facing the street (address side) shall be designated A. The remaining sides shall be designated B,C, and D, in a clockwise manner. Exposures shall be designated in a like manner as shown below.

The interior of a structure shall be designated by floor (1,2,3, etc.). The basement, attic, and roof shall be designated by name.

Organizational Sturcture for Initial Operations SOG 2.7

The ICS shall be used to maintain and effective span of control and workload for all supervisory personnel.

Divisions and Groups

When multiple resources are assigned to the same function incident-wide, a Group shall be established to provide coordination and control of tactical operations; such as ventilation or search and rescue.

When multiple resources are assigned to perform tactical functions in a specified geographic area, a Division shall be established to provide coordination and control of tactical operations, such as a specified floor or side of a structure.(see Standard Geographic Designation System).

When Divison boundaries are established on the exterior of a structure or in nonstructural incidents, a letter designation (A,B,C,D, etc.) shall be used. In addtion to establishing the Division designation, specific boundaries must be defined.

When Division boundaries are defined by level in a structural incident, a number or descriptive designation shall be used (1,2,3,4,basement). If a Division is given responsibility for the entire structure, it shall be designated as the Interior Division.

In radio communications with a Division the letter or number designation shall follow "Division" (Division A, Division B) if a descriptive designation is given it shall preceed "Division" in radio communications (Interior Division,etc.).

Groups shall be designated by function (Ventilation, Water Supply, etc.) In radio communcation with a Group, the function shall serve as the designation.

STAGING SOG 2.8

When the Incident Commander has not defined an assignment for on scene or responding resoureces, Staging shall be established.

When an incident is escalating or has not yet been stabilized, sufficient resoureces to meet potential incident development shoudl be available in Staging until the incident has been stabilized.

The Incident Commander or Operations shall establish Staging by defining its location and communicating this information to the Dispatch Center. The Dispatch Center shall inform all reponding resources of the location of Staging.

If responsibility is not specifically assigned, the commander of the first company to arrive in Staging shall assume the function of Staging Area Manager.

Resoursce in Staging shall retain integrity (remain with their company) and be available for immediate assignment and deployment.

The Staging Area Manager shall keep the Incident Commander or Operations advised of resource availability in Staging whenever resource status changes.

The Incident Commander or Operations shall request on-scene resources through the Staging Area Manager and shall specify where and to whom those resources shall report.

In radio communications with Staging, the incident name shall preceed the designation "Staging" (Gloster Staging).

ICS Organization for Larger Incidents SOG 2.9

ICS organizational structur should be based on the management needs of the incident and should be developed on a proactive basis. Incident resource and management needs must be projected adequately ahead to allow for the reflex time of responding resources.

The Incident Commander and other supervisory personnel should anticipate span of control problems. Subordinate management positions should be staffed to maintain an acceptable span of control and workload. This may necessitate requesting additional command officers to fill these overhead positions.

Whenever Planning, Logistical, or Finance functional responsibilities become a significant workload for the Incident Commander, the appropriate Sections should be staffed. This will prevent overextensions of the Incident Commander's span of control.

TRANSFER OF COMMAND SOG 2.10

Command by be transferred from the initial Incident Commander to a later arriving or senior Command Officer. Transfer of command shall take place on a face-to-face basis whenever possible, to facilitate effective communication and feedback. If face-to-face communication is not possible, transfer of command by radio may be conducted.

If command has been established by a Firefighter, command shall be transferred to the fire arriving Officer. Command shall be transferred to the first arriving Command Officer at that Officer's discretion (the Command Officer may choose to allow the Company Officer to continue as Incident Commander). Transfer of command to higher ranking Command Officers is also discretionary. When a Command Officer allows a lower ranking Officer to retain command, this does not remove the responsibility for the incident from the higher ranking officer. Command Officers may chose to take command, leaving the initial Incident Commander over Operations.

Transfer of command shall include communciation of the following information:

1. The status of the current situation.

2. Resources committed to the incident and responding, as well as present incident organizational structure.

3. Assessment of the current effect of the tactical operations.

Following transfer of command, the Incident Commander may return the previous IC to his or her Company (if a Company Commander) or specify assignment to a subordinate management position within the ICS organizational structure.