Browndale Fire Company 
Fire Station 43 
Standard Operating Guideline 

Date of Issue: 6-1-7
Effective Date: 6-10-97
Developed By: Earl Obelenus
Issued by Authority of: Earl Obelenus, Fire Chief

INCIDENT COMMAND SYSTEM
S.O.G. 500-97-8

I. PURPOSE

To establish guidelines to manage all emergencies using the “Incident Command System” (ICS).

II. SCOPE

All fire department personnel within the chain of command will operate under the incident command system.

III. RESPONSIBILITY

The fire chief is responsible for the management of all emergency incidents. In his absence, the next ranking fireground officer will assume command of the incident.

All fireground officers are responsible to understand the ICS and assume the appropriate role within the system.

Firefighters are responsible to adhere to the procedures within this guideline.

IV. BACKROUND

The effective functioning of emergency services at incidents require clear decisive action on the part of an incident commander (IC). This procedure identifies the S.O.G. to be employed in establishing command and operating a command post (CP). It also fixes responsibility for the command function and its associated duties on one individual at any time during the operation.

The IC is responsible for the command functions at all times. As the identity of the IC changes, through transfers of command, this responsibility shifts with the title. The term “Command” in this guideline refers jointly to both the person and the function. Identity of the IC will be as per “chain of command”.

CHAIN OF COMMAND
 

1. The fire chief will be the IC at all incidents within each respective municipality.

2. The 1st assistant chief will be the IC at all incidents until such time the fire chief arrives on scene and is properly briefed to assume command.

3. The 2nd assistant chief will be the IC until such time as any of the above officers arrive.

4. The firefighter riding IC the officers position (#2) on the first arriving apparatus will be the IC until such time any of the above officers arrive.

5. Assistant chiefs and firefighters riding the officers position (#2) on the apparatus will be responsible for fireground authority as assigned by the IC (search and rescue, suppression, ventilation, overhaul, water supply, etc.).

V. PROCEDURES

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 the 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.

5. Command is responsible for four basic fireground objectives:

A. Providing for the safety and welfare of firefighting personnel.
B. Removing endangered occupants and treat the injured.
C.  Confining and extinguishing the fire.
D. Conserving property after fire control is achieved.

6. Command is responsible for the following functions as required by the circumstances of the situation.
 

A. Assume and confirm command and take an effective position.
B. Rapidly evaluate the situation (size-up).
C. Initiate, maintain and control the communication process.
D. Identify the overall strategy, develop an attack plan and assign units.
E. Develop an effective fireground organization.
F. Provide continuing command within the framework of S.O.G.’s.
G. Coordinates the transfer of command as required.
H. Request and assign additional resources as required.
I. Return all companies to service and terminate command.

7. All of these functions are responsibilities of command, whether or not command is transferred from one individual to another. The first five functions must be addressed immediately from the initial assumption of command.

 ESTABLISHING COMMAND
             The first officer to arrive at the scene SHALL assume command and remain in command until relieved by a ranking incident commander or until the incident is terminated.
             Exception: See PASSING COMMAND

      INITIAL REPORT
              The individual assuming command shall transmit a brief initial radio report including:
1. Init identification on scene, confirming assumption of command and location; (i.e. 43 chief on scene assuming command).
2. Building description; ( occupancy, size, arrangement, construction and address).
3. Obvious fire conditions.
4. Action taken (brief description).
5. Any obvious safety concerns.
      RADIO DESIGNATION
               The radio designation “COMMAND” will be used once command has been established. On a large or complex incident location ( i.e. “Marion Street Command”) may be utilized. This designation will not change through the duration of the incident.

COMMAND OPTIONS

In cases when the initial arriving incident commander is an officer, efforts should automatically be directed towards establishing a “command post” and fulfilling the listed command functions.

 The establishment of a “command post” is a priority at all working fires. The location of the incident commander in a vehicle which provides lighting, communications, equipment reference items and limited isolation from distractions will make command more effective.

When command is initially assumed, the incident commander must decide on an appropriate commitment for responding resources which will usually fall into three general modes listed below:

1. NOTHING SHOWING MODE: These situations generally require investigation by the first arriving engine while holding staged units at a distance. Normally the incident commander should check the location while utilizing a portable radio to command the incident.

2. FAST ATTACK MODE: Situations which require action to stabilize the situation; such as interior fires in residences, apartments or small commercial occupancies, require that the incident commander quickly decide how to commit resources. Where a fast interior attack is critical, utilization of the portable radio will 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: 

Situation is stabilized
Command is passed to the next arriving incident commander
A chief officer arrives and command is transferred
Situation is not stabilized and the incident commander must withdraw  personnel to the exterior and establish a “command post”.

3. COMMAND MODE: 
Situations that require a strong command by virtue of the size of the fire, complexity or type of occupancy or the possibility of extension require strong, direct, overall command at the outset. In such cases, the incident commander will initially assume a command position and maintain that position until relieved  via the chain of command. Tactical worksheet should be utilized to assist in managing these situations. 

The incident commander assuming command has a choice of modes and degrees of personnel involvement in the attack, but continues to be fully responsible for the identified tasks to the command function. In all cases, the initiative and judgment of the incident commander are of great importance. The modes identified are not strict rules but, general guidelines to assist the incident commander in planning appropriate actions. 

4. PASSING COMMAND

In certain situations it may be advantageous for the first arriving incident commander to “pass command” to the next arriving chief. This is indicated when the initial commitment of the first arriving resources requires their involvement in operations ( i.e. a large building or an immediate rescue situation) and the next arriving chief is on the scene or close behind.

The initial arriving incident commander will give an initial on scene radio report and advise the command will be passed. The initial arriving engineer or officer retains responsibility for command until the next unit arrives and acknowledges the transfer. The dispatcher will confirm that the next unit officer assumes command.

5. TRANSFERS OF COMMAND

Within the chain of command indicated above, the actual transfer of command will be regulated by the following procedures;

1. The incident commander assuming command will communicate with the person being relieved by radio or preferably face-to-face on arrival.

2. The person being relieved will brief the incident commander assuming command indicating the following:

A. General situation status
B. Fire location, extent, conditions
C. Effectiveness of control efforts
D. Safety considerations, including name of “safety officer, deployment and assignments of operating resources and appraisal of needs for additional resources at the time.

3. The person being relieved should review the tactical work sheet or command board with the command officer. The command board or tactical work sheet provides the most effective framework for command transfer as it outlines the location and status of resources in a standard form that should be well known to all members.

The incident commander should eliminate all unnecessary radio traffic while responding unless such communications are required to insure that command functions are initiated and completed. This requires the person initially in command to give a clear on-scene report and continue to give updated progress reports as needed.

The arrival of a ranking officer on the fireground does not necessarily mean command has been transferred to that officer. Command is transferred only when the outlined communication functions have been completed.

The response and arrival of additional officers on the fireground strengthens the overall command function. All officers will exercise their command prerogative in a supportive manner that will insure a smooth transition and effective on-going function of command.

The person relieved of command will be utilized to the best advantage by the officer assuming command.

In cases where an individual is effectively commanding a tactical situation and is completely aware of the location and function of operating companies and the general status of the situation, it may be desirable for that person to continue as incident commander. In these cases, the arriving ranking incident commander may assume a supportive role in the overall command function.
 

6. COMMAND FUNCTION
It is the responsibility of the incident commander to develop an organizational structure, using standard operation procedures to effectively manage fireground operations. The development of the organizational structure should begin with the implementation of the initial tactical control measures and may continue through a number of phases, depending on the size and complexity of the particular situation. The objective must be to develop the command organization at a pace which stays ahead of or even with he tactical development of resources.

The basic configuration of a command structure includes three levels:

1. STRATEGIC LEVEL- overall incident command
2. TACTICAL LEVEL- direction of divisions or groups
3. TASK LEVEL- unit activities

The “strategic level” involves the overall command of the incident and includes establishing major objectives, setting priorities, allocating resources, predicting outcomes, determining the appropriate mode of operations (offensive or defensive) and assigning specific objectives to the tactical level units.

The “tactical level” includes intermediate level officers directing activities toward specific objectives. Tactical level officers include officers, in charge of grouped resources operating in assigned areas or providing special functions at the scene of the incident. The accumulated achievement of tactical objectives should accomplish strategic level objectives.

The “task level” refers to those activities normally accomplished by individual units or specific personnel. Task level activities are routinely supervised by company officers. The accumulated achievement of task level activities should accomplish tactical objectives.

The most basic structure for a routine incident involves only two levels. The role of command combines the “strategic and tactical” levels. Units report directly to command and operate at the “task” level.

In more complex situations, command should group units to work in sectors. The sector officers operate at the “tactical” levels, directing the work of several groups and units or performing specialized functions as requested by command. Command continues to operate at the “strategic” level, determining and directing the overall strategy to deal with the incident.

7. COMMAND POST (CP) ORGANIZATION

The responsibilities assigned to command often require the involvement of more than one individual to manage command functions. The officer in command of a working incident is routinely assisted by other assigned personnel in managing information at the CP, gathering information by reconnaissance, assisting with communications and providing liaison. The CP organization may be expanded through the involvement of the other officers and staff personnel to provide “incident planning” and/or “technical support” at the CP. The roles of the individuals performing these functions may vary, depending on the situation.

As the fireground organization grows in complexity, the incident commander may implement an additional intermediate level within the CP. 

The “control level” involves the use of the “operations officers” who provide direct supervision over “division/group officers” and handle radio communications for the incident commander to be removed from the immediate pressures of radio traffic and focus on the strategic aspects of the overall situation and management of the organization.

                  STRATEGIC  LEVEL-Incident Commander
                  CONTROL  LEVEL- Operations Officers
                  TACTICAL  LEVEL- Sectors/Divisions/Groups
                  TASK  LEVEL- Groups/Crews

Operations officers function within the CP and assume responsibility for major segments of the fireground organization.

Operations officers should be physically located at the CP and communicate with the incident commander on a  face-to-face basis.

The function of operations officer is frequently initiated when a ranking officer assumes responsibility for the overall incident command and elects to have the relieved officer to communicate to the division/group chiefs. The relieved officer becomes the “operations officer.

Additional operations officers may be assigned to subdivide responsibilities within the CP. The incident commander may assign any available individuals to the function as operations officers.

8. OFFICER ASSIGNMENTS 

Each officer is responsible for the direction of division/groups and functions. These should normally be grouped according to their similarities and related natures to provide the most effective organization. 

OPERATION OFFICER EXAMPLES:

1. RESCUE—All direct actions working within an established perimeter at a motor vehicle accident.

2. OPERATIONS—All sectors involved in direct fire suppression actions and/or working within fireground perimeter.

3. SAFETY—Assigned to supervise all aspects of safety.

4. STAGING—Assigned to area to coordinate the use and deployment of apparatus and personnel.

5. RE-HAB—Assigned to insure all personnel are monitored and provided necessary rehabilitation as required once relieved

6. ACCOUNTABILITY—assigned to coordinate the process of accounting of all personnel involved in all aspects of an emergency operation.

7. EMS—Assigned to coordinate use of EMS resources for civilian and emergency service personnel.

8. WATER SUPPLY—Assigned to coordinate rural water supply operations including but, not limited to tanker shuttle or long LDH layouts. Additional officers may be utilized within water supply (i.e. fill site or dump site officers).

9. OFFICER ASIGNMENTS/DOCUMENT THE INCIDENT 

On all incidents, the chief officers from mutual aid companies, unless otherwise directed, will report to the command area for briefing and assignment. The incident commander will make operations officer assignment based on the need of the specific incident. For ease of identification, command vests will be worn over protective clothing. ( note: vests can not be worn in fire area).

Chief officers from mutual aid companies may be utilized to assist the incident commander in documenting fireground strategy and tactics through the use of a command board or tactical worksheet.

On all incidents, the fireground accountability system will be utilized to monitor personnel on the fireground and to monitor their task/assignment.

10. PERSONNEL STAGING AND ACCOUNTABILITY

The officer  in charge of the apparatus involved in a “fast attack” mode requiring actions prior to the establishing of a command area, will insure accountability tags are left on the apparatus. As soon as practical, the engineer or other personnel will deliver the tags to the command area to insure accountability. IF INTREIOR OPERATIONS ARE IMENENT, THE COMPANY OFFICER WILL, BY NAME, BE AWARE OF THE WHEREABOUTS OF ALL PERSONNEL UNDER HIS/HER COMMAND.

With the exception of personnel arriving on the first piece(s) of apparatus, personnel equipped with SCBA and other miscellaneous hand tools will report with their company officers to the PERSONNEL STAGING AREA near the command post. Once in this area, personnel will provide their accountability tags to the assigned “accountability officer” and will wait for assignment. Based on strategic decisions, tactical assignments will be made by command using available resources from the staging area. All movement of personnel will be reflected on the accountability boar, command board or tactical worksheet.

Personnel arriving  in personal vehicles may report to their company’s apparatus to determine which riding positions have been filled. Equipment needs based on unfilled riding assignments will be filed in sequence. If all assignments have been filled, the firefighter will don SCBA and bring additional hand tools to the PERSONNEL STAGING AREA near the command post. UNDER “NO” CIRCUMSTANCE WILL PERSONNEL BECOME DIRECTLY INVOLVED IN THE INCIDENT BEFORE REPORTING TO THE PERSONNEL STAGING AREA.

Personnel returning from a completed assignment will return to the PERSONNEL STAGING AREA to insure the change in their status is reflected. Personnel will then report to the “rehab’ area to monitor their medical condition. Once cleared  at the rehab area, personnel will report back to the PERSONNEL STAGING AREA for further assignments.

VI. SUPERSEDED GUIDELINE

This is a new guideline on this subject matter. It does not supersede any previous memo or guideline.

Reviewed: 7-01-07