PLD2_GTIRT17-00948_SECTION_4.1_SPPT_DOC_i Incident command procedures Official New policy number: 238 Old instruction number: ON 261 (Rev 4) Issue date: 25 January 1999 Reviewed as current: 15 April 2014 Owner: Head of Incident Command Policy and Operations Review Team Responsible work team: Incident Command Policy and Operations Review Team Contents Key point summary 2 1 Introduction 2 2 Incident preplanning 3 3 Siting of appliances 3 4 Incident command procedure abbreviations 4 5 The incident commander (IC) 4 6 Handing over/taking over 5 7 Functions of initial command pump (ICP) 5 8 Functions of the initial command wallet (ION) 5 9 Duties of the command pump officer (CPO) 6 10 Functions of the command unit (CU) 6 11 Duties of command unit staff 6 12 Identification of command vehicles 7 13 Specialist officer duties and support functions 7 14 Resource management centre 8 15 Brigade co-ordination centre (BCC) 8 Append ix 1 - initial command pum p (ICP) - aide memoire 9 Document history 10 LFB00000164_0001
Transcript
PLD2_GTIRT17-00948_SECTION_4.1_SPPT_DOC_i
Incident command procedures
Official
New policy number: 238
Old instruction number: ON 261 (Rev 4)
Issue date: 25 January 1999
Reviewed as current: 15 April 2014
Owner: Head of Incident Command Policy and Operations Review Team
Responsible work team: Incident Command Policy and Operations Review Team
Contents
Key point summary 2
1 Introduction 2
2 Incident preplanning 3
3 Siting of appliances 3
4 Incident command procedure abbreviations 4
5 The incident commander (IC) 4
6 Handing over/taking over 5
7 Functions of initial command pump (ICP) 5
8 Functions of the initial command wallet (ION) 5
9 Duties of the command pump officer (CPO) 6
10 Functions of the command unit (CU) 6
11 Duties of command unit staff 6
12 Identification of command vehicles 7
13 Specialist officer duties and support functions 7
14 Resource management centre 8
15 Brigade co-ordination centre (BCC) 8
Append ix 1 - initial command pum p (ICP) - aide memoire 9
Document history 10
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Key point summary
• The initial incident commander (IC) arriving as part of the pre-determined attendance mustconduct a dynamic risk assessment of all aspects likely to affect the overall command of the
incident and declare the appropriate tactical mode.• The IC must ensure that any tendency for crews to commence instinctive action is held in
check until positive directions are given.• The IC will at all times ensure that actions being taken com plement the primary objectives of
operational incident command including to save life, prevent further spread/loss/ risk ofinjury, mitigate damage, mitigate environmental damage and minimise disruption to thecorn m unity
• The IC will use the decision making model (DMM) when handing/taking over an incident, orbriefing others and ensure that all relevant information is exchanged.
• The IC m ust wear a white 'INCIDENT COMMANDER' tabard to allow immediate recognitionby Authority personnel and other agencies.
• If command is to be assumed then the actual taking over of command must be clear, us ingthephrase "I am taking over". Brigade control and all incident ground personnel must beinformed.
• An initial command pump (ICP) will be established as soon as possible whenever more thanone pumping appliance is in attendance. Headlights and blue beacons should remain on toidentify it.
• An incident command wallet (ICW) should be set up at, or near the ICP. A command pumpoperator (CPO) should be designated.
• When attend ing an incident, a command unit (CU) will provide command support to the IC atincidents and form the focal/rendezvous point, booking-in vehicle for appliances, seniormanagers and other agencies.
• Officers will be ordered to attend incidents in accordance with mobilising policy. On arrival atan incident they must book in and declare their mobilised role and must not undertake otherduties withoutthe express authority of the IC.
• Officers will on occasion find that they arrive at the scene before the designatedIC/monitoring officer (MO). On such occasions they, as the senior manager present, mustaccept the responsibility for the actions being taken and take command of the incident if it isappropriate to their role as described by the mobilising policy or, if in their judgementthe planis not effective.
1 Introduction
1.1 This policy is the parent document for all command procedures. It sets out the principles ofoperational command at incidents and the duties of personnel in respect of this.
1.2 Effective incident com m and procedures are essential for all incidents regardless of their size. It isessential that a structured command procedure is used at all incidents.
1.3 For the purpose of all operational procedures the term command is defined as:
'The act of d irecting and co-ordinatingall personnel and resources within the DMM to assist inensuringthe incident reaches a safe satisfactory conclusion'.
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1.4 The actions necessary to corn mand apply equally within:
• A defined sector as in the case of the sector corn m and er or;• A defined task or,• The overall incident, as in the case of the incident corn mander (IC).
1.5 All uniformed staff have a personal responsibility to ensure that they remain conversant with therequirements of operational incident command procedures.
1.6 Command of an incident cannot be leftto chance. The initial IC arrivingas part of the pre-determined attendance must conduct a dynamic risk assessment of all aspects likely to affect theoverall command of the incident.
1.7 Initial judgement as to whether and where to commit crews, the type of equipment to be usedand the need for assistance (includ ing any specialist requirements) will directlyinfluence theoutcome of the incident.
1.8 The IC must ensure that any tendency for crews to corn mence instinctive action is held in checkuntil positive directions are given. All actions must contribute to the overall incident plan.
2 Incident preplanning
2.1 It is essential that managers and crews respond ingto locations on their own and adjoiningstations grounds are aware of any known information about the risk involved. They shouldundertake any pre-planning and training measures that might be appropriate.
2.2 Information gathering relates to specific hazards that might be involved within the premises. Italso includes all matters that will be of assistance in the event of an incident occurring in or nearthe premises.
2.3 Information gathering and updating of records is the responsibility of all personnel and could beinvaluable for the health and safety of firefighters attending operational incidents.
2.4 Information obtained as part of incident pre-planning should be regularly utilised duringstationand command training exercises and kept updated on the appropriate authority systems e.g.operational risk database.
3 Siting of appliances
3.1 The IC and appliance commanders should cons iderthe following points when siting appliances:
• Entry and exit of other emergency vehicles.• Access to appliances for ladders and equipment.• Space for the deployment of aerial or other specialist appliances.• Ensure that appliances can be easily moved for redeployment.• Maintain a thoroughfare for other road users where this does not endanger crews.• Identification of a suitable rendezvous point.
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4 Incident command procedure abbreviations
4.1 Incident corn mand procedures will incorporate the functions and duties of the following:
5.1 The IC is defined as the manager with responsibility for the overall command at any given timeduringthe incident.
5.2 The IC may therefore be a temporary crew manager in charge of a single appliance attendance ora Brigade manager at the scene of a large incident who holds the necessary competencies.
5.3 The IC will at all times ensure that actions being taken complementthe primary objectives ofoperational incident command:
• To save life;• To prevent further spread/loss/ risk of injury;• To mitigate damage;• To mitigate environmental damage;• Minimise disruption to the community.
5.4 The IC must wear a white 'INCIDENT COMMANDER' tabard to allow immediate recognition byauthority personnel and other agencies.
5.5 It is essential that action in the very early stages of the incident supports the overall plan. The ICwill, therefore, need to make a positive decision as to the purpose and manner in which tocommit initial resources. The IC will through reference to the decision making model (DMM):
• Assess the situation, establish priorities and decide upon an overall operational plan.• Assess what additional resources are required. It is preferable to over-estimatethe resources
required atthe initial stages of an incident.• Designate duties includingthe setting-up of the appropriate level of command support.• Develop an effective organisational incident command structure and communications
network.• Decide on the resource needs, and requesting any reinforcements.• Allocate resources to sectors/specifictasks.• Receive and act upon incoming information, revis ing and developingthe operational plan.• Ensure that all necessary actions/investigations in the event of legislative infringements,
suspicious circumstances, injuries to personnel are immediately undertaken.• Request additional and specialist personnel/assistance in orderto undertake such duties.
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6 Handing over/taking over
6.1 When any manager arrives at the incidentto take over, they will book-in at the ICP/CU andestablish contact with the IC.
6.2 The IC will provide this manager with the following information. A full description of theoperational situation in accordance with the DMM:
• Any hazards involved.• Resources in use and available.• Actions that has been initiated.• The objectives and operational plan.• All messages that have been transmitted from the incident.
6.3 The briefings hould be as detailed as necessary but completed in a timely fashion to ensure thatall relevant information is exchanged. Utilisingthe DMM will ensure this takes place.
6.4 If command is to be assumed then the actual taking over of command must be clear, usingthephrase "I am taking over".
6.5 Brigade control and all attend ing personnel should be informed of any change of IC.
Note: An aide memoire of hand ing over/taking over is provided in the top left hand pocket of the
7.1 The ICP will be established as soon as possible whenever more than one pumping appliance is inattendance.
7.2 The headlights and blue beacons of the designated ICPs hould remain on to assist in identifyingthis appliance as the ICP.
7.3 The ICP should not be the base pump or a pump which is involved in other pumping duties.
7.4 The ICP will provide the corn munications link between Brigade control and the IC and remain theincident focal point until relieved by the CU.
7.5 Appliance commanders and senior managers are to report to the ICP, hand in their nominal roleboards and gather information on the incident from the CPO.
7.6 The ICP may be utilised as a focal point for a roll call (when the CU is not in attendance) followingan evacuation of Brigade personnel e.g. a firefighter emergency.
8 Functions of the initial command wallet (ICW)
When an ICP is established the ICW will be used.
8.1 The ICW provides a secure arrangementfor holding nominal roll boards and will be located at theICP or close to it.
8.2 The information board within the wallet will, when resources allow or on the instructions of theIC, be used to collate preliminary details of the incident and to brief oncoming personnel.
8.3 The ICW will facilitate a speedy and efficient transfer of nominal roll boards and informationbetween the ICP and the CU.
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9 Duties of the command pump officer (CPO)
9.1 The duties of the firefighter designated by the IC setting-up the ICP will be to: notify Brigadecontrol, from all incidents that require an informative or assistance message or from which it islikely that appliances forming part of the pre-determined attendance will be detained ,that" stn call sign is the initial command pump... tactical mode......"
Note: The headlights and blue beacons of the ICP are to remain on so that the ICP can be easily
identified . All other beacons and radios on other appliances are to be turned off, unless unsafe todo so (e.g. appliance in fend off position).
• Maintain radio contact with the IC transmitting information/messages to and from Brigadecontrol as appropriate to the incident.
• Collect nominal roll boards from appliances already on scene.• Deposit nominal roll boards in the ICW.• Enter preliminary incident details on the incident information board.• Receive nominal roll boards from oncoming appliances and senior managers, place them in
the ICW and notify the IC of crews/managers available atthe ICP.• Notify oncoming managers/crews of the requirements of the IC, recording brief details on the
incident information board.• Continue to function as the ICP until relieved by the command unit.
Note: An aide memoire (Form 5763) for these duties is provided in the top left hand pocket of
the ICW (see Appendix 1).
10 Functions of the command unit (CU)
10.1 The minimum staffing on the CU is 2 watch managers (WM A).
10.2 It will attend as the Command vehicle as detailed in Policy number 412 - Mobilising Policy.
10.3 The CU will:
• Provide command support to the IC at incidents• Be the focal/rendezvous point, booking-in vehicle for appliances, senior managers and other
emergency agencies attend i ng operational incidents• Refer to Policy number 541 — Command support at incidents.
11 Duties of command unit staff
11.1 Command staff are identified by a red and white chequered tabard with the words 'COMMANDSTAFF' and are only to be utilised for corn mand support duties.
11.2 The CU staff will carry out the following s pecific tasks when in-attendance at an incident.
• On arrival liaise with the IC and provide advice to the IC in relation to command support.• Relieve the CPO of their duties and transfer the ICW to the CU.• Notify Brigade control thatthe CU is now incident command vehicle.• Enter preliminary incident details on command s upport system (CSS) or the incident
information board.• Transmit and receive messages to and from Brigade control.• Utilise the functions of the CU as appropriate to the size and corn plexity of the incident, for
example- initiate CSS and fill in preliminary details.• The team leader will ensure the CU personnel provide accurate information relatingto the
incident and that this is displayed via CSS to ass istthe IC to manage the incident.
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• Maintain and update the plan of the incident, including the recording of the duties andlocation of senior officers and operational crews committed at the incident.
• Maintain an operational overview of the reserve appliances and crews held at the marshallingarea (if in operation) and advise the IC accordingly.
• Maintain radio contact with the IC.• Transm itting and receiving information/messagesto and from the IC.• Co-ordinate and maintain radio contact with sector/operations commanders.• Transmit and record information/messages to and from Brigade control or the resource
management centre (RMC) as appropriate to the incident.• Provide the appropriate level of information technology support usingthe available systems• Maintain contact details of other agencies• Record key decisions• Prompt on any risk critical information or action.
11.3 Receive/issue nominal role boards from/to appliances and senior officers, recordingfull detailson the command support system (CSS) or in its absence, in the booking-in/out register.
Note. Corn mand staff may request additional personnel from the IC to ass ist with the CU'sadministrative functions, these personnel will be briefed by command staff, they will not howeverundertake the specialist duties of the corn mand staff.
12 Identification of command vehicles
12.1 The command unit used as the booking-in point will be identified by its blue beacons.
13 Specialist officer duties and support functions
13.1 Officers will be ordered to attend incidents in accordance with mobilising policy. On arrival at anincident they must report to, having booked status 3 with control, either the ICP or CU forbooking in and declare their mobilised role and must not undertake other duties without theexpress authority of the IC.
13.2 Policy number 162 - Officer responsibilities at incidents categorises the roles of s pecial ist officersand must be read in conjunction with this note.
13.3 Officers ordered other than for specialist duties will attend in an operational support capacity.The duties of these managers will be detailed by the IC. Where an IC considers it necessarytouse a specialist officer in a general operational role they must consider requesting an additionalspecialist officer (if available). If no other specialist officer is available an additional operationalcommand officer should be requested.
13.4 Officers will on occasion find that they arrive at the scene before the designated IC/monitoringofficer (MO). On such occasions they, as the senior manager present, must accept theresponsibility for the actions being taken and take command of the incident if it is appropriate totheir role as described by Policy number 412- Mobilising policy or, if in their judgement the planis not effective.
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14 Resource management centre
141 The resource management centre (RMC) is situated at the London Operations Centre (LOC),Merton and is staffed by managers.
14.2 The RMC is in a constant state of readiness and is activated in response to:
• 4 pump incidents and above.• Major special services.• Civil disturbances.• Incidents of special interest• Multiple casualties or loss of life of Brigade personnel.• Directions from the officer of the day.
14.3 The primary functions of the RMC can be summarised as follows:
• To provide assistance and additional information to the IC.• To provide incident resource information.• To provide a strategic overviewof Brigade operations and the effect of several incidents
occurring s im ultaneously.• To keep Brigade principal managers aware of incidents involving serious injury/loss of life of
Brigade personnel.• To form an additional communications link with other emergency services/agencies as
considered necessary in the light of developingsituations.• To keep Brigade principal managers aware of developing and complex fire and rescue
operations.• Im plem ent the LFB strategic response arrangements (see section 15).
15 Brigade co-ordination centre (BCC)
15.1 The Brigade co-ordination centre is currently atthe RMC in the LOC, Merton. The BCC staff willbe responsible for the initial setting up and staffing of the BCC in preparation for the fullattendance of the Brigade co-ordinatinggroup.
15.2 If necessary the BCC will fall back to Stratford or other designated fall back location.
15.3 The BCC contains four functional cells to assist the duty Brigade manager and/or goldcommander (fire):
• Resources (logistics) cell ;• Planning cell;• Operations cell;• Information and communication cell.
Further details can be found in Policy number 699 — London Fire Brigade Strategic ResponseArrangements (Gold Command Policy)
• Initial command pump (ICP): the ICP should not be a base pump or a pump involved inpumping duties.
• Inform control. supply control with details of location, if different from that on call slip and ICPcall sign.
• The ICP should not be a base pump or a pump involved in pumping duties. Inform control:supply control with details of location, if differentfrom that on call slip and ICP call sign.
• Initial command wallet (ICW). set up wallet(s) at ICPto retain nominal roll boards.• Collect nominal roll boards from appliances already in attendance.• Communications: establish a communications link with the IC for message relay. Monitor
digital airwave radio and keep a record of any messages sent/received.• Lights and beacons: switch off lights and beacons on all appliances except ICP, unless unsafe
to do so (e.g. appliance in fend off position).• Incident information board: enter incident details, including basic line drawingof incident.• Record tactical mode. Oncoming appliances/officers: receive nominal roll boards.• Inform IC of resources available. Inform oncoming crews/officers of incident details and IC's
requirements if appropriate.• Relieved by command unit (CU): maintain ICP until relieved of function by CU.• Transfer ICW and all relevant information to CU.• Support CU: command pump officer (CPO) may be instructed to continue their corn mand
support role by taking over digital airwave radio on the CU.• Retrieve ICWfrom command unit before leavingthe incident.
FORM 5763
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Document history
Assessments
An equality, sustainability or health, safety and welfare impact assessment and/or a risk assessment waslast corn pleted on:
EIA 22/03/2011 SDIA 10/03/2011 HSWIA RA 07/01/2011
Audit trail
Listed below is a brief aud it trail, detail ing amend ments made to this policy/procedure.
Page/para nos. Brief description of change Date
Page 3 See WARNING at the beginning of Policy. 24/06/2009
Throughout Warning removed and policy rewritten. Key point summaryadded.
29/02/2012
Page 1 Changed owner from Head of Operational Procedures to Head ofOperational Assurance.
24/10/2012
Page 1 The 'Protect' mark on this policy has been changed to 'Official' tobring us in line with the Government classification scheme.
13/03/2014
Page 8 Minor changes in sections 14 and 15 to reflect location and fallback location of RMC and BCC.
15/04/2014
Page 10, FOIAexemptions.
Protective marking changed to security classification markingscheme.
10/07/2014
Page 10 Subject list and FOIA exemptions tables updated. 18/11/2014
Subject list
You can find this policy under the following subjects.
Handing over IC
ICP 10A/
Incident command Incident management
Taking over
Freedom of Information Act exemptions
This policy/procedure has been securely marked due to:
Considered by: FOIA exemption(responsible work team)
