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National Incident Command System
National Incident
Command System
Page
Preface iii
Glossary v
Section 1 Principles of Incident Management 1.1
Strategic, Tactical & Operational Command 1.2Resources and Control 1.4Cordon Control 1.4Briefing and Information 1.5Transfer of Command 1.5Command Levels 1.6Communications 1.8Liasion with Other Agencies 1.8Welfare of Personnel 1.8Post Incident Procedures 1.9
Section 2 National Incident Command System 2.1
National Incident Command System Framework 2.1
Clear Line of CommandSpan of ControlThe Command TeamCommunicationsInformation Management
Roles in the Incident Command system 2.6
The Incident CommanderOperations CommanderSector CommandersCommand Support
Identification of Command and Functional Roles 2.10
Sectorisation 2.10
Examples of Communications and Span of Control 2.15
Section 3 Incident Risk Management 3.1
Hazard Analysis and Risk Assessment 3.1
Health and Safety on the Incident Ground 3.1
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Contents
Safe Person Concept 3.2
Safe Systems of WorkOrganisational ResponsibilityPersonal ResponsibilitySafety Responsibilities of Personnel at IncidentsSafety OfficerSummary of the Safety Function
Dynamic Risk Assessment 3.5
Initial Stage of IncidentDevelopment Stage of IncidentClosing Stage of IncidentPost Incident ReviewDynamic Risk Assessment Summary
The Tactical Mode 3.11
Offensive DefensiveTransitionalApplication Of Tactical ModeAdopting a Tactical Mode when Sectors are in PlaceResponsibilities for Determining Tactical ModeSummary of Procedure
Appendix 1 Incident Command Boards A1
Appendix 2 Aide Memoire for Roles in the Incident Command System A4
Appendix 3 Command Support Packs A19
Appendix 4 Bibliography and References A34
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Preface1. Each year in Ireland fire services respond to some fifty thousand emergency
situations. The National Incident Command System (NICS) has been developed toenable good practices to be embedded and deployed consistently in managing fireservice operations across Ireland.
2. While it is not intended to be overly prescriptive, the NICS provides a solid basis sothat the approach in each fire authority is consistent with the rest of the fire service, tosuch a degree as to facilitate effective inter authority operations. This will also enablemaximum benefit to be gained from combined local, regional and national commandtraining programmes.
3. The systems, procedures and practices described in the following pages weredeveloped under the “Safe Person Concept”. It sets out good practice and offerssupporting advice and guidance in those areas of operational activity considered to becritical to the health and safety of fire service personnel, of which the safe andcompetent command of operational incidents is key.
Features of the Incident Command System
4. The incident command system provides for the safe, effective and efficientmanagement and deployment of resources, both human and material at all types ofemergency incidents. Key elements of the system are:
(a) A standard structure for organising resources, which assists decision-makingand encourages effective communications and delegation.
(b) Dynamic risk assessment process that ensures safety is at the forefront ofcommand decisions and is clearly understood and demonstrated.
(c) A structured support system to assist the incident commander.
(d) A national framework, describing tasks and performance standards expectedof emergency incident commanders.
(e) Consistent methodology and terminology, for exercising operationalcommand, which will contribute to safer systems of work, both in training andat operational incidents.
(f) Recognition of the role of performance management and review, which in theoperational context, centres particularly on post incident debrief procedures.
(g) Changes to a learning organisation that reviews its performance and strives forcontinuous improvement through risk informed methods.
iii
Introduction
5. The safety of fire fighters at operational incidents, and during realistic training, is acritical area of responsibility for fire service commanders and managers. Similarly, allfire-fighters have a responsibility to work in accordance with the NICS to ensure theirown safety and that of their colleagues and the public.
6. Across the very wide range of emergency incidents attended by brigades, there areessential principles of organisation and command, which can be applied to ensuresuccessful incident management up to closure.
7. The requirement for fire fighters from one brigade to work with those of another; theneed for fire fighters to work with other emergency services, and the need for firefighters and commanders at all levels to receive training, all highlight the importanceof systems of work which operate against national standards. The contents of thisdocument were developed to meet these requirements.
8. The Department of the Environment, Heritage and Local Government wishes togratefully acknowledge the permission granted by the Controller of Her Majesty’sStationery Office to use extracts from “Fire Service Manual Volume 2 Fire ServiceOperations Incident Command” in the preparation of this manual. Crown copyrightis reproduced with the permission of the Controller of HMSO.
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The following definitions apply to this document:
Command: The authority and responsibility of an officer to direct the actions of theauthority’s resources (both personnel and equipment).
Command Line: The line or chain of command at an incident. The NICS reliesupon a single unified command line. With the exception ofurgent safety related issues officers should not take control ofoperations outside their assigned responsibility and shouldensure all information and instruction is passed via therelevant command line officers.
Command Point: Point from which the Incident Commander operates, this maybe a car, appliance, specialist unit or part of a building.
Command Support: The role typically provides recording, liaison, detailed resourcemanagement and information gathering for the Incident Commander.Command Support is a role undertaken by one or more staff at anincident. At large incidents Command Support may comprise adedicated team working from a mobile command unit and mayinclude individuals tasked with supporting Sector Commanders.
CommandTeam: The NICS relies on delegated and shared responsibility and authority.While the Incident Commander retains overall responsibility for theincident, and dictates the overall tactical plan, the decision-making for,and control of, local operations is kept as close as possible to thoseoperations.
This is achieved by the creation of a single command linefrom the crew commander to the Incident Commander.This command line, together with staff tasked with supportingcommanders, is the Command Team. For NICS purposes theCommand Team is usually taken to be the Incident Commander, theOperations Commander(s) Sector Commanders, together with theCommand Support staff.
Contact Point: A designated point (usually an appliance not involved in operations, oran officers car) from which Command Support at a small to mediumsize incident is undertaken.
Control: The process of influencing the activity of a service or group ofservices, by setting tasks, objectives or targets, withoutnecessarily having the authority to give direct orders.
Crew Commander: An officer tasked with supervising specific tasks or meeting specificobjectives utilising one or more fire-fighters.
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Glossary of Terms
vi
Dynamic Risk The continuous assessment of risk in the rapidly changing Assessment: circumstances of an operational incident, in order to implement
the control measures necessary to ensure an acceptable level ofsafety.
Forward Point, near the scene of operations, where the officer delegatedCommand Post: responsibility for command in that area is sited.
Incident The officer having overall responsibility for managing the incidentCommander: and dictating tactics and resource management. Overall responsibility
for incident management remains with the senior fire brigade officerpresent, as provided for under the Fire Services Act, but subject to thisa more junior officer may retain the role of Incident Commander.
Incident A strategic plan prepared by the Incident Commander that identifiesManagement Plan: the broad objectives of the emergency incident activities, and the basic
manner in which operations should be conducted. At minor incidentsthis may be verbally conveyed to officer’s on scene; however, at largerincidents the plan should be documented in written format.
Inner Cordon: The inner cordon is used to define an area where the emergencyservices work to rescue casualties and survivors and deal with thesubstance of the emergency. Personnel working within this area shouldhave appropriate personal protective equipment. This is also an areawhere evidence will need to be protected.
Marshalling Area: Area to which resources not immediately required at the sceneor being held for future use can be directed to standby. May bea sector function under a Marshalling Sector Commander,reporting to Incident Commander via Command Support.
Operations An officer tasked with co-ordinating the operations of several sectors.Commander: Responsible directly to the Incident Commander. When
an Operations Commander is assigned, operational SectorCommanders will report to the Operations Commander ratherthan the Incident Commander.
Outer Cordon: An area which surrounds the inner cordon and seals off a wider area ofthe incident from which the public are excluded for their safety and tofacilitate operations.
Rendezvous Point: Point to which all resources at the scene are initially directedfor logging, briefing and deployment. (See also Marshalling Area)
Risk Assessment: A risk assessment involves an identification of hazards, and anestimation of the risks, taking into account the existingprecautions available and used, and a consideration of what elseneeds to be done.
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Safety: A state where exposure to hazards has been controlled to an acceptablelevel.
Safety Officer: Officer delegated with specific responsibility for monitoring operationsand ensuring the safety of personnel working on the incident groundor a designated section of it, where circumstances dictate and whencircumstances permit.
Safe Systems A formal procedure which results from systematic examination of a Of Work: task in order to identify the major hazards and risks posed. It defines
safe methods to ensure hazards are eliminated or risks controlled as faras possible in the prevailing circumstances.
Sector: A sector is the area of responsibility of a Sector Commander (i.e. asector should not be created unless someone is given the responsibilityfor running it). Sectors should be created to allow effective delegationof command responsibility and authority when an incident is toocomplex, or too wide spread, to be managed by a single individual.
Sector Commander: An officer tasked with responsibility for tactical and safetymanagement of a clearly defined part of an incident. Subject toobjectives set by the Incident Commander the Sector Commander hascontrol of all operations within the sector and must remain within it.
Situation Appraisal: On initial arrival at the scene of the emergency the incidentcommander will carry out a situation appraisal, gathering availableinformation on the situation, which enables him/her to identify thepriority tasks and assign available resources to these tasks. Thesituation appraisal may be repeated, and the incident managementplan adjusted in light of the circumstances.
Span of Control: The number of people who have an officer’s attention for briefing,reporting, passing instruction or other incident management concerns,in order to carry out their role at the incident. As a guide five suchreporting lines are considered the usual maximum for an IncidentCommander to maintain during an incident.
Strategic Plan Plan formulated by incident commander to deal with large-scale orcomplex incidents. The application of the strategy to the incident, afterthe initial assessment, in order to plan and direct the incident.
Tactical Mode The Tactical Mode procedure assists the Incident Commander tomanage an incident effectively without compromising the health andsafety of personnel.
Tactical Plan Plan formulated for the deployment of personnel and equipmentincident ground to achieve the aims of the strategic plan.
Introduction
1. The National Incident Command System (ICS) clearly designates the responsibilitiesfor various personnel while involved at an emergency incident. The IncidentCommander is responsible for the overall strategic plan that is employed at anincident to bring the situation under control. Based on that strategic plan, the IncidentCommander will assign Officers with the responsibility for various tactical objectives,which need to be successfully achieved, in order to mitigate the cause andconsequences of the emergency incident. These tactical objectives are achievedthrough the actions of those personnel assigned the operational / task level activities.
2. Regardless of the level at which individuals function at an emergency incident,communications is the key component that ties them all together. It is essential tomaintain a constant two-way flow of information between each team of fire-fighters,each Sector Officer and the Incident Commander regarding activities, progress or lackthereof, resource requirements and changes or developments in the situation, if theincident is to be brought to a successful conclusion.
3. A National Incident Command System does not exist in isolation. There are a numberof other critical factors that support the incident command function and which abrigade will need to consider in integrating the function within its managementsystem. The development of an Incident Command System should be viewed as partof a brigades overall organisational system for managing operations and risk.
(a) Policy
Every fire authority should have a clear and coherent policy that sets out the approachto delivering a safe, efficient and effective incident command at emergency incidents.This should take the form of a Brigade Order to state that the NICS will be used tomanage all incidents. This statement may also be included in Section 26 plans andAncillary Safety Statements.
(b) Organising
The arrangements by which the NICS is delivered and supported should be definedclearly. This will allow all involved to understand the brigades approach andobjectives in relation to the command function. Examples of issues to be addressedwould include the provision of vehicles/equipment availability, mobilisingarrangements and training facilities, resources and programmes.
(c) Planning
There should be a planned approach to the development and implementation of theincident command function, the aim of which should be to optimise the use ofavailable resources for controlling the situation and to minimise and mitigate risks.Risk assessments should be used by the NICS to identify priorities for thedevelopment of the Incident Command System and to set objectives to eliminatehazards and reduce or control risk.
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(d) Performance Review
The brigade should undertake a review of Incident Command performance to ensurethat all relevant experience can be captured and lessons learned. This may beaddressed by the use of post-incident review or a debrief process.
Strategic, Tactical and Operational Command
4. The terms “Strategic”, “Tactical” and “Operational” command are the titles given tothe three normal managerial levels associated with emergency incidents. These termsneed to be clearly understood in the context of the Incident Command structure.
Strategic Command
5. Strategic Command involves the planning and directing of the organisation’sresources in order to meet its overall objectives. The strategic level involves the overallcommand of the incident, and requires the appraisal of the situation and creation ofan incident management plan by the Incident Commander. The plan defines theobjectives and determines how, where and when available resources will be assignedand directed. It includes the formulation of systems to manage the risks of certainincident types in seeking to achieve these objectives. Such systems are necessary toensure safe and effective working on the incident ground.
6. The ability of the Incident Commander to strategise is based partly on training, priorexperience and perhaps most importantly, information updates from the personnel atthe incident. It is the responsibility of the Incident Commander to develop a strategicplan to effectively manage an emergency incident. The Incident Commander shouldbe able to direct, control and track the function and position of all the personnel andresources dedicated to that incident, if they are to effectively manage the incident. Anincident management plan is essential in order to match needs to resources at theappropriate time.
Incident Management Plan
7. The key objectives of an incident management plan are:
(i) Saving and protecting those in immediate danger.(ii) Preventing the escalation of the incident and threats to those in the vicinity.(iii) Ensuring the safety of operational personnel.(iv) Protecting property, infrastructure and the environment.
8. At the strategic level, the Incident Commander should take command and makedecisions based, not only on current conditions, but also on forecasting what mighthappen next. The Incident Commander should be able to improve, improvise orchange strategy as the incident dictates, based on the incident information that theyreceive.
1.1
Section 1: Principles of Incident Management
9. While there are general patterns, the Incident Commander will need to apply theprinciples to the situation and adapt the generic plans and systems, in the light of thespecific features of risks presented by the incident, and the resources available to dealwith those risks.
10. Responsibilities at the Strategic Level:
(a) Conduct a situation appraisal or size up of the incident.(b) Develop an incident management plan.(c) Determine appropriate strategy - Offensive, Defensive, Transitional.(d) Set priorities and assign:
(i) Sectors, Sector Officers or personnel.(ii) Specific tactical objectives to Sectors.(iii) Specific tasks to Sectors or teams.
(e) Mobilise additional resources and allocate them as they arrive.(f) Evaluate strategy and modify as necessary.(g) Ensure safety of personnel and public.
Tactical Command
11. The Tactical Command level involves the deployment and control of resources andpersonnel to meet the objectives identified in the incident management plan.
12. While the Incident Commander decides the overall plan, the application of tactics isalmost always the responsibility of the Sector Commander. The tactical commanderusually has freedom within the overall approach to determine the tactics to beemployed; almost invariably they will be based on operational procedures andpractices. The Sector Commander will be allocated certain responsibilities andoperational goals and it is the Sector Commander who determines how these sectoralgoals are to be achieved, and allocates tasks to crews in order to achieve those goals.
Operational Command
13. Operational Command can best be described as carrying out tasks on the incidentground to achieve desired objectives, using standard techniques and procedures inaccordance with the tactical plan.
14. At the smallest incidents all three levels of command decision-making will be theresponsibility of one individual. This is likely to be the first arriving officer, who willbe concerned with the initial tactics and operational tasks. They will also delegateresponsibility for functional tasks where sufficient resources are available.
15. At larger incidents, the team of officers responsible for various command functionswill be organised by the Incident Commander to discharge the operational tasks,while the Incident Commander retains overall command. Crew commanders will beassigned responsibility for command of the various tasks that contribute to the overalltactical plan being implemented.
1.2
Resources and Control16. After the initial predetermined response of resources, the Incident Commander is
responsible for determining further resource requirements and controlling resourceson the incident ground. The assessment of resources may include the need foradditional:
(a) Appliances.(b) Personnel.(c) Equipment.(d) Fire-fighting media.(e) Consumables (e.g. fuel, B.A. cylinders, etc.)
17. The degree of control an Incident Commander will need to maintain will depend, inpart, on the size and demands of the incident. At larger incidents specific areas ofresource control may be delegated to appointed officers, including the operationscommander who will look after control of resources deployed at the incident, while acommand support officer may be delegated the task of managing the acquisition ofadditional resources.
Cordon Control
18. When considering control of the incident ground, the Incident Commander will, inparticular, consider the need to maintain the safety of the public, as well as fire-fighters, and other emergency responders or staff from utilities attending.
19. Cordons may be introduced as an effective method of controlling resources andmaintaining safety. There are two types of cordons that may be used, inner and outer.
(a) Inner Cordons.
(i) Inner cordons are established around the immediate scene ofoperations to establish more effective control of access to the area. Thisis a working area and it is important to maintain the appropriate safetystandards at all times.
(ii) Access to an inner cordon should be restricted to the minimumnumbers required for the work to be undertaken safely and effectively.
(iii) Personnel should only enter inside an inner cordon when they havereceived a full briefing and been allocated specific tasks.
(iv) The fire service should provide advice, information and guidance onsafety issues, in accordance with their knowledge of the situation, topersonnel from other services who may be working within the innercordon. Special provision should be considered for non-fire servicepersonnel working within the inner cordon, which could include theprovision of safety briefings, a record of their presence and agreedevacuation protocols.
1.3
(b) Outer Cordons.
An outer cordon is established, to designate an area from which the publicneed to be evacuated for their safety or to prevent access by the public to anarea used by the fire service, and other agencies, for support activities. Thisarea is secured, usually by An Garda Síochána, to enable all emergencyservices to operate without hindrance. Marshalling areas will usually belocated within the outer cordon, where this is practicable.
Briefing and Information
20. Effective communications is of critical importance at all incidents. It is essential thatinformation be relayed accurately, from the Incident Commander to the crewscarrying out the work, and vice-versa, so that crews are made aware of the tacticalmode and actions required of them, and that the Incident Commander is aware ofwhat is happening on the incident ground.
21. The Incident Commander is also responsible for ensuring that information andmessages are formulated and relayed to brigade communications/ control centre inorder to give senior officers an accurate picture of the nature and demands of theincident.
22. Effective briefing of crews is critically important, if they are to fully appreciate thehazards and risks associated with any tasks being undertaken. The briefing maycommence en route to the incident and be supplemented by the Dynamic RiskAssessment initiated by the Incident Commander upon arrival. The extent of thebriefing will depend on the nature and complexity of the incident; pre-briefing forsmall fires will be relatively straightforward. When attending an unfamiliar incident,or where the risk factor is high, the briefing will need to be more comprehensive.
Transfer of Command
23. Arrangements for the transfer of command on the incident ground are, subject to thelegislative provisions, the prerogative of each Chief Fire Officer, and are usually in theform of a brigade order outlining the brigade operational procedure for the commandand control of incidents.
24. The transfer of command on the incident ground should take place in a formalmanner, clearly recognised and understood by all officers. The transfer of commandcan result in confusion if it is done before a new Incident Commander has carried outa full assessment of the situation. A thorough situation appraisal will allow aninformed judgement to be made as to whether:
(a) They are satisfied the situation is under control and decide to leave the scene,informing the Incident Commander of their departure.
1.4
(b) They decide to stay in attendance at the scene, but without taking charge (inan advisory capacity) but remain responsible, and indicate this to the IncidentCommander with the phrase “Carry on in command, as you are”.
(c) They formally “take charge” of the incident by stating to the current IncidentCommander:
“I am now assuming command of this incident ”
25. Having taken command, the new Incident Commander will usually decide to keepthe previous incident commander in the command structure – usually as operationscommander, depending on the needs of the situation It is the duty of the officer beingrelieved to give the officer assuming command all relevant information concerningthe incident. Hand-over of command to a more junior officer as the incident is scaleddown should be equally formal. Any change in the command structure should becommunicated to all officers on the incident ground, recorded by Command Support,and relayed to the brigade communications/ control centre for entry into the incidentlog.
Command Levels
26. The establishment of command levels for the management of incidents of a particularscale and complexity, have been introduced by many brigades, as a component of theIncident Command System. The purpose of specifying a command level is to enableall concerned to be aware of the specific command arrangements which are beingapplied by the Incident Commander. Generally, the requirement for theimplementation of a particular level of command is related to the needs of theincident, the resources deployed and the experience of the Incident Commander.
27. In the context of the Irish Fire Service, given the structures that currently exist and theavailability of officers to fulfil the command roles, it is suggested that three CommandLevels should be incorporated into the proposed Incident Command System.
28. Upon arrival at an incident the officer in charge of an appliance should report to theincident command point. They should hand in their Personal Tally / ApplianceNominal Roll Board, which they will retrieve prior to leaving the incident ground.
(a) Command Level 1
(i) It is considered that Command Level 1 would be applicable toincidents involving the deployment of up to two Water Tenders or oneWater Tender and one Special Appliance, (Hydraulic Platform,Turntable Ladder, Emergency Tender, etc,).
(ii) The Incident Commander at this level may be a Sub Officer who shouldhave relevant experience and appropriate training for the role.
(iii) A Level 1 Command Board should be used to assist with themanagement of resources and their deployment.
1.5
(b) Command Level 2
(i) At incidents of a protracted or complex nature, it will be necessary tointroduce Command Level 2.
(ii) The resources assigned to the incident will have exceeded thoseindicated at Command Level 1 but will not be above four WaterTenders or three Water Tenders and one Special Appliance, i.e. fourappliances in total.
(iii) Ideally, the Incident Commander at Level 2 should be at the rank ofStation Officer, who should have relevant experience and appropriatetraining for the role. However, where there are extenuatingcircumstances, this function may be performed by an alternativeofficer, in accordance with brigade standard operational procedures.
(iv) A Level 2 Command Board should be provided to assist the IncidentCommander in managing the incident and maintaining a record of theresources and their deployment at the incident.
(c) Command Level 3
(i) Any complex incident involving large scale deployment of personneland resources, should be managed by the implementation ofCommand Level 3.
(ii) Incidents requiring the deployment of five Water Tenders, or fourWater Tenders and at least one Special Appliance should be managedat Command Level 3.
(iii) The Incident Commander for an incident of this magnitude shouldgenerally be the rostered Senior Officer on call.
(iv) At this level of command, a Command Support Unit should bedispatched to the scene to assist the Incident Commander to effectivelyco-ordinate and manage the incident. While an Incident Safety Officermay be appointed in any circumstances by an Incident Commander, itis recommended this role be assigned to a nominated person at allLevel 3 Command incidents.
Communications
29. The Incident Commander should establish and maintain effective communicationswithin the command structure. Information is one of the most important assets on theincident ground; information should be gathered, analysed, displayed and decisionsmade and orders issued on the basis of situation reports received.
1.6
30. The Incident Commander should assess and provide for the following needs:
(a) Setting up a single communication link with Brigade Communications/Control centre.
(b) Allocation of radios, assignment of channels and call signs which must beadhered to in accordance with the requirements of the Incident CommandSystem.
(c) Establishing communications with other agencies. This may employ radioequipment on agreed channels or direct verbal communications.
(d) Utilisation of local systems. Some complex buildings may havecommunications installed for emergency use.
31. The initial Incident Command Point will be the first attending appliance.
32. When the Command Support Unit is in attendance it will be sited so that it is readilyvisible and will display flashing beacons for ease of identification.
Liaison with other Agencies
33. The Incident Commander should establish and maintain effective liaison with allother agencies, who are present or who are mobilised and have a role in resolving anincident. This will include liaison with other emergency services to co-ordinateactivities effectively, and liaison with technical specialists whose specific knowledgemay be critical in helping to respond to the risk.
The Media
34. The incident commander should deal with the media interest in line with the fireauthority’s policy. Fire service personnel should not speak with the media aboutemergency operations other than as authorised and in accordance with this policy.When authorised, comment to the media generally should relate only to theinformation on the incident and the fire services response and activity.
Welfare of Personnel
35. The welfare of personnel in relation to the provision of rest, food and drink is animportant consideration for the incident commander. This should be given particularattention by the command team, especially at arduous incidents, or incidents thatrequire a rapid turnover of personnel.
36. During protracted incidents, the Incident Commander should give consideration torequesting relief crews. Supervising and sector officers should continuously monitorthe impact of activities on the physical condition of crews.
37. The supervision and welfare of relief crews is equally important to those mobilisedearlier in the incident. In this respect, the length of time that relief crews are engagedshould be carefully considered, taking into account those crews commitments tostandby or other incidents prior to mobilisation.
1.7
Post-Incident Procedures
38. The Incident Commander should undertake and/ or supervise the completion of anynecessary reports and documentation for the incident, to ensure that a contemporary,complete, accurate report is made available promptly as required.
39. Fire service activities and interests, in general, centre around the emergency phase ofan incident. However, there are issues, which involve the fire service well beyond theemergency phase. In many situations, An Garda Síochána will carry out inquiries andinvestigations into emergency incidents, where the assistance of fire service personnelmay be required. Examples of this include the following:
(a) Post- mortem enquiries and Coroner’s hearings.(b) Fire Investigation.(c) Accident Investigation.(d) Public or judicial enquiries.(e) Criminal Investigation.
Internal Reviews
40. In addition to those conducted by An Garda Síochána, internal reviews should alsotake place, including:
(a) Incident debriefing and evaluation.(b) Consideration of fire safety issues, and safety lessons to be learned.(c) Financial costs to the brigade (e.g. damaged equipment).
41. Debriefs play an important part in promoting improvements in personal andorganisational performance. They should take place, with the primary objectives ofimproving standards of service delivery and enhancing safety. Such post incidentreviews may be informal or formal; they can range from something as simple as briefdiscussions on return to station from a minor incident, to a large multi-agency debrieffollowing a major incident.
42. The Incident Commander should, at the earliest opportunity, attempt to assess whatthe post–incident considerations might be. On the basis of this assessment, thefollowing tasks may need to be undertaken:
(a) Scene Preservation: Until it is clear that detailed examination of the scene isnot required, the scene should be preserved from any disturbance.
(b) Recording and Logging: This could include a written log (taken in theIncident Command Unit during the incident) and voice recordings of criticalmessages. The availability of photographic and or video evidence can be verybeneficial in this particular area, and should be sought and secured at an earlyopportunity.
(c) Impounding Equipment: Where accidents or faults/ failures have occurred inequipment, any associated equipment should be preserved for later
1.8
investigation, and hand-over under brigade health and safety policies orprocedures.
(d) Identification of Key Personnel: The names and location of individuals whowitnessed important events should be obtained and recorded for laterinterviews. It may be necessary or appropriate to commence interviewingduring the incident.
1.9
1.10
Introduction
1. The public expects that emergencies will be dealt with safely, effectively andefficiently by emergency services. There is therefore, a professional, social, politicaland economic demand for the management of emergency incidents to be enhancedwherever possible.
2. The complexity of incident management, coupled with the growing need for multi-agency and multi-functional involvement at incidents has increased the need for astandard incident management system, not only nationally but also internationally.Many countries have adopted similar or common systems of addressing emergencies.
3. Incident management systems in one form or another exist in many countries and theN.I.C.S. is the most widely used incident management system.
National Incident Command System Framework
4. The NICS is based on a framework that ensures manageable control of all resourcesdeployed at an incident. This provides the Incident Commander with the means tofind a way through the uncertainty and complexity of emergency situations andassists with the development of an effective and appropriate incident groundstructure.
5. At most large incidents, Incident Commanders are making decisions not only abouttactics, reinforcements, logistical problems etc., but also building an organisationstructure at the same time. The NICS provides a clear framework that expands from aone-pump attendance to larger incidents and provides the Incident Commander witha ready to use organisational framework.
6. Terminology is important and it is necessary for everyone to use the standardterminology set out at the front of this document. Common role titles, e.g., IncidentCommander, Sector One Commander etc assists with management and effectivecommunications at incidents.
7. Multi/ inter–agency operations are also enhanced, by all personnel appreciating theirposition and role in the complete organisation structure.
8. The other main elements of the standard framework are:
(a) A clearly defined and visible line of command.(b) Defining the commander’s span of control (c) The “Command Team”.(d) Appropriately delegated responsibility and authority, with clear definition
and understanding of roles and responsibilities.(e) Devolved information management and support for commanders; (f) Predictable patterns of sectorisation, e.g., division of the incident ground into
a series of sectors, with sector commanders appointed to manage activitieswithin each sector.
2.1
Section 2: National Incident Command System
Clear Line of Command
9. The system provides a framework for managing incidents based on a single, clearlydefined, line of command, which runs from the Incident Commander to everyindividual on the incident ground. The line (or chain) of command is as described inthe diagrams showing the framework of the ICS in a developing incident. Thecommand framework is flexible enough to be adapted to incidents of any size and isbased upon one essential element; i.e. that every unit on the incident ground, be it acrew or sector, has a single individual who is responsible for the effective supervisionof that unit and the achievement of the specific goals assigned to it.
Span of Control
10. The span of control is the number of lines of relatively constant communications thatmust be maintained. At a serious incident, during stressful and rapidly changingsituations, an Incident Commander has to deal effectively with many people and alarge amount of information.
11. The system therefore requires that direct lines of communication and areas ofinvolvement of any officer be limited, to enable the individual to deal effectively withthose areas, and cope with the information flow. No individual should be responsiblefor so many aspects of the incident that it is difficult or impossible to give sufficientattention to each. The system seeks to ensure that an appropriate “Span of Control” isexercised at all times, by the creation of a chain of delegated command when thedemands on any individual’s attention become excessive.
12. The span of control for tactical roles in every day operations should ideally be limitedto five lines of direct communications, to ensure that commanders do not becomeoverburdened. (The span of control for logistical roles, e.g. the Command SupportOfficer, may be wider).
13. In a rapidly developing or complex incident the span of control may need to be assmall as two to three lines. In a stable situation, six to seven lines may be acceptable.At small incidents where the areas of operations are easily manageable and there areno sectors, the Incident Commander may oversee all aspects of the incident directly.
14. At larger scale incidents this will generally require the appointment of an OperationsCommander, working directly to the Incident Commander and running the actualoperation. This allows the incident commander to focus on the strategic issues and theexternal environment, and to oversee the overall incident management.
The Command Team
15. Incident Commanders cannot manage a complex and rapidly developing incidentalone; effective and structured support is essential to successful operations. ACommand Team comprises the Incident Commander and officers and staff directlysupporting that role. At the simplest level, this is the Incident Commander in charge
2.2
of a one-pump attendance with Command Support provided by a fire-fighter who isoperating the radio. At larger incidents, the Command Team usually includes threeelements:
(a) Command Support function, (b) Incident Commander, (c) Operations Commander(s) and Sector Commanders.
16. Brigades will take different approaches to which roles and functions form part of theCommand Team. The aim is to integrate communications and decision making asseamlessly as possible between the Incident Commander and personnel engaged inoperational tasks. Some of the command support functions may take place at alocation remote from the incident, particularly at major and multi-agency incidents.
Communications
17. Effective, efficient and reliable communications on the incident ground are absolutelyessential for the overall management and deployment of all personnel and resources,and for the maintenance of span of control. It is imperative that a communicationspolicy, based upon the provision of suitable equipment, and supported by theadoption of operational procedures and good radio discipline is used by all brigades.Radio procedures are set out in the Fire-fighters handbook.
18. The scale and complexity of emergency incidents vary between the small run of themill one-pump incidents, and those that require the attendance of much greater fireservice resources and the services of other agencies.
19. Proper control over the activities of fire service personnel is central to effective,efficient and safe operations. A critical aspect of control at incidents is the flow ofinformation, whether in the form of briefings, instructions, or situation and progressreports. Effective communications assists the fire service commanders at incidents toinitiate, evaluate and monitor operations, and ensure the health and safety ofpersonnel.
20. The most effective form of communications is direct verbal communication and is thepreferred option whenever reasonably practicable. However, there are manyoccasions when this is not possible on the incident ground, and alternatives means ofcommunications should be utilised.
21. Radio communications is the most efficient method of communication over distance,as encountered by the fire service in normal fire-ground operations. Hand-heldportable radios are the most frequently used communications device, and can enhancethe ability of fire-ground commanders to control the incident ground.
22. The allocation of channels and designation of user call signs is a key element in themanagement of communications at emergency incidents. Radio discipline and theability of the users to convey information in a brief, clear and concise manner assist inthe efficiency and effectiveness of the communications system.
2.3
23. Recent developments in the area of fire-ground communications have seen theintroduction of hands-free portable radios into some brigades. The benefits of suchinnovations would appear to greatly enhance the effectiveness and safety of fire-fighters generally, and those engaged in breathing apparatus operations in particular.
24. Ten UHF channels are currently used by the fire service with hand-held portableradios. The enclosed table sets out the channels and their designated use. (e.g F.S.C.Fire-Fighter Handbook, Table 2.4.2.)
Table 1
Explanation of Acronyms:
O.I.C. = Officer in Charge.B.A. MCO. = Breathing Apparatus Main Control Officer.B.A. ECO. = Breathing Apparatus Entry Control Officer.B.A. Ts. = Breathing Apparatus Teams.P. MCO. = Pump Main Control Officer / Water Officer.P.Ts. = Pump Teams.L.A. = Local Authority.O.I.A. = Other Incidents in the Area.A.S. = Ambulance Service.G.S. = Garda Síochána.Tx. = Transmission frequency.Rx. = Reception frequency.MHz. = Megahertz.
2.4
U.H.F. Channels - Fire Service
Channel Tx. Rx. Purpose.(MHz) (MHz)
1 462.25 O.I.C - P.MCO.- B.A.MCO. / B.A.ECO-FF2 462.45 B.A. MCO. – B.A. ECO3 462.475 B.A. ECO. – B.A. TS4 462.15 456.65 Re-Broadcast Channel.5 460.475 O.I.C – LA Services.6 466.575 P. MCO – P.Ts.7 466.5 B.A. ECO. B.A.Ts.8 466.525 B.A. ECO. B.A.Ts.9 452.525 O.I.A.
10 466.550 A.S. – G.S. – L.A.
Information Management
25. A comprehensive record should be kept of all events, decisions and the rationale forkey decisions and actions. One of the critical functions of command support is tomanage information so that the plan to bring the situation under control can bearticulated and communicated, based on the best available information.
26. At any emergency incident the collation of clear, concise and accurate information ina timely manner is essential in order to facilitate the decision-making process. Thequality of the information that is presented to decision makers is crucial to effectivedecision –making, and is recognised as a key determinant of the outcome. Inemergency situations the Incident Commander is likely to have to make criticaldecisions based upon incomplete information; therefore, great efforts should be madeto generate and make use of information that is timely, accurate and as clear aspossible.
27. Given the importance of the information management function, the CommandSupport Officer should be experienced in the assimilation, prioritising, disseminationand presentation of key information. There should be an information managementsystem that facilitates the Command Support Officer and his/her staff in the effectivedischarge of this function.
28. The generic information management system will be structured in the format belowand may be presented on a simple whiteboard or paper sheets on a display wall:
* The above approach to information management is modelled on the “Framework forMajor Emergency Management”, 2006.
2.5
Recognised CurrentSituation
Key Issues Strategic Aim /Priorities
Actions
The present situation, describedclearly andsuccinctly as abasis for co-ordination and decision-making. To include keyevents that informsunderstanding andinterpretation ofthe recognisedcurrent situation
The important issues arising and against which theoverall responseneeds to be constantly assessed.
The overall aim(strategic direction)and the priorityitems that must beactioned in order tomeet the aim.
Actions that havebeen decided inorder to bring thesituation undercontrol.
The Incident Commander
29. The Incident Commander will normally be the most senior officer present at theincident according to each brigade’s policy determining ranks and responsibilities atincidents. The fire service is a hierarchical service and on occasion a more seniorofficer may be in attendance at an incident. Under the Fire Services Act, 1981, the mostsenior officer present will have overall responsibility for the incident, but need notassume the role of Incident Commander. The senior officer may opt to assist theIncident Commander, reviewing tactical plans, assessing resource management andgiving guidance as appropriate, but that officer will work directly with the IncidentCommander and will not interrupt the chain of command. A senior officer may chooseto assume the role of Incident Commander should it be considered appropriate, andexercise this in accordance with the procedure discussed above.
30. The Incident Commander at an operational incident has the authority to exercisecommand and control over all fire service resources on the incident ground and willfocus on situation appraisal, creating the incident management plan, command andcontrol, deployment of resources, the coordination of sectors, and the health andsafety of crews.
31. In order to manage the span of control effectively at larger incidents it may benecessary for the Incident Commander to delegate responsibility and devolveauthority for some aspects, including operations and command support as discussedabove.
32. The Incident Commander will nominate an individual to the Command Supportfunction, as resources and tactics allow, and identify an Incident Command Point.
33. The Incident Commander, following an assessment of the incident, will allocate areasof responsibility to officers as necessary e.g. Sector Commanders and Safety Officers.
34. When taking command on the incident ground, it is necessary to bear in mind the keyelements of the role:
(a) Assume command and inform control / incident ground personnel.(b) Confirm the overall incident management plan and the tactics and operations
to achieve this.(c) Confirm Tactical Mode and safety of all personnel.(d) Ensure resources are adequate/ appropriate for the plan.(e) Ensure effective and adequate communications are established.(f) Review operations as they progress.(g) Ensure welfare of personnel.(h) Note any learning points for the debrief.
2.6
Roles in the Incident Command System
Operations Commanders
35. At large incidents that may demand it, the Incident Commander may appoint anOperations Commander(s) with responsibility for the emergency operations. The roleof Operations Commander exists as a means of maintaining workable spans of controlwhen the incident develops in size and complexity.
36. Where, for example, the incident has four operational sectors, and some supportsectors (e.g. Foam, Water, Decontamination, etc.) and there are also demands for theIncident Commanders time from specialist support, other agencies and the media etc.,the Incident Commanders span of control is likely to be at its upper limit. In thisexample, the operational sectors should be condensed to one line of communicationby using an Operations Commander.
37. The Operations Commander’s function is to coordinate the operational sectors and toimplement the Incident Commanders strategic plan. The Operations Commandershould not become involved in support activities; these should be dealt with byCommand Support . The Operations Commanders role should be focussed onsupervising and supporting the Sector Commanders, co-ordinating their individualoperations and requirements and monitoring safety and risk assessment.
Sector Commanders
38. To achieve appropriate delegation, the Incident Commander may choose to sectorisethe incident; sectors are created when the Incident Commander wishes to devolveresponsibility for particular operations. All crews within a sector should reportdirectly to the Sector Commander.
39. When an Incident Commander has identified suitable areas of operations as sectors, aSector Commander should be appointed for each sector. The Sector Commander willreport to the Incident Commander, or where appropriate, to the OperationsCommander. The Sector Commander is responsible for fire-fighting and rescueoperations within their sector, subject to the objectives set by the IncidentCommander, and for the continued safety and welfare of all personnel under theirsupervision. Sector Commanders must remain within their sector and provide directand visible leadership and remain directly accessible and in contact with the CrewCommanders for whom they are responsible.
40. Sector Commanders are also responsible for exposures within their sectors, i.e. theexposed parts of adjoining premises, etc, which the fire in their area threatens.
41. An officer assigned as a Sector Commander will assume the sector name as theincident ground call sign, e.g. “Sector Two”. This identification of the sector namesand their use as call signs can be extended to functional support sectors, i.e. “Water”,“Decontamination”, “Marshalling” etc,.
2.7
Command Support
42. Command Support should be introduced at all incidents to assist the IncidentCommander in the management of the incident. At small to medium size incidents,the Incident Commander should designate a person from the resources available toundertake the Command Support function. The command support function willoperate from the designated contact point, which should be identified at everyincident, usually by continuing to display flashing beacons.
43. Where the situation warrants, consideration should be given to identifying a contactpoint that is not involved directly in operations. An appliance not involved inpumping, or an officer’s car, may be suitable for this purpose.
44. Command support should initially provide, and maintain, radio communicationsbetween brigade communications/ control and the Incident Commander and mayalso be allocated the following responsibilities:
(a) To record sector identifications and officers duties as the assignments are made.(b) To act as first contact point for all attending appliances and officers, and to maintain a
physical record of resources in attendance at the incident.(c) To operate the main-scheme radio link to the brigade communications/ control centre,
where all main-scheme radio communications will be logged.(d) To assist the Incident Commander in liaison with other agencies.(e) To collect/return officers/applicances personal tallies or nominal role boards.(f) To direct attending appliances to an operational location or marshalling area as
instructed by the Incident Commander, and to record the status of all resources.(g) To maintain a record of the outcome of the risk assessment and any review, as well as
any operational decisions or actions taken as a result of it.
45. The use of Incident Command Boards fulfill the duties associated with the CommandSupport function. To assist those undertaking command support duties, the provisionof a form of command support pack, containing pre-prepared aids and recordingsheets is set out in Appendix 3.
46. At a larger incident, typically greater than five pumps and above, a CommandSupport Unit will usually be mobilised by brigades which will provide the support.
47. Additional duties of Command Support at a large escalating incident may wellinclude:
(a) External functions including liaising with other agencies as necessary, booking inattendance of their staff, dealing with the media, etc.
(b) Briefing designated Command or Functional personnel as directed by the IncidentCommander.
(c) Liaison with crews of special appliances to ensure optimum support to operationalsectors.
2.8
(d) Arranging additional or specialist equipment and crews to Sector Commanders asdirected by the Incident Commander.
(e) Arranging the relief of appliances and personnel.
48. Where very large, complex or protracted incidents are being managed offsitecommand support may be necessary. This will generally be provided from theBrigade’s own head-quarters.
2.9
Identification of Command and Functional Roles
49. The Command Team comprises officers holding a variety of roles it is thereforeessential that each can be easily identified. The following designations should be usedwithin the Incident Command System to identify those holding key roles:
Sectorisation
50. Sectorisation is central to the application of the principle of limiting spans of controland provides everyone on the incident ground with a clear line of reporting. It shouldtherefore be introduced, when the demands of an incident require that responsibilityand authority is delegated, in order to ensure appropriate command and safetymonitoring of all activities. Sectors may be created for operations and /or functionson the incident ground.
51. Even if it is possible for the Incident Commander to oversee all operations, the needto sectorise will arise if there is so much going on that he/she risks being distractedand unable to give sufficient attention to each task. This would indicate that theIncident Commanders span of control is too great, and the usual norm is that if itexceeds five lines of direct communications at a working incident, sectorisationshould be considered/ introduced.
52. The creation of sectors will only be done on the instructions of the IncidentCommander. He/she will choose a sectorisation method appropriate to the demandsof the incident. The principle is that sectorising is driven by the need to delegateresponsibility and authority; this will ensure appropriate command and safetymonitoring of all activities. Sectorisation should follow generally the preferred model.It is not necessary to sectorise, just to make the incident conform to the sectorisationmodel, the model is there only to make the role of the Incident Commander moremanageable and effective.
2.10
Incident Commander
Operations Commander
Sector Commander
Command Support
Entry Control Officer (B.A.)
Safety Officer
White surcoat
Red surcoat
Yellow surcoat with red shoulders
Red and white chequers
Yellow and black chequers
Blue surcoat with yellow shoulders
53. The pattern of sectorisation should be both predictable and flexible; for example, at astandard four-sided building, the front (or the main point of entry for operationalpurposes) is Sector 1, the rear is Sector 3, and the sides, Sectors 2 & 4, in a clockwisepattern.
54. It is important to note that where a Sector Commander has been appointed for the rearof a building, it does not necessarily mean that a Sector Commander will be detailedfor the front of a building. If the Incident Commander is satisfied that a satisfactorylevel of command can be retained by him/ herself, it is quite appropriate for him/herin such circumstances to retain command of the majority of the incident. Similarly, atmost R.T.C. situations there will probably be no need to sectorise, but if crews arerequired to work at dispersed locations eg to a car that has rolled 30 metres down anembankment, while the main scene of operations is on the roadway, it may benecessary to assign that car as a separate sector.
2.11
Sectorisation arounda building
Sector 1
Sector 3
Sectorisation ------ Terraced House.
2.12
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2.13
55. High Rise buildings may be sectorised on a floor basis , i.e. 2nd. Floor Sector, or onthe nature of the operation being undertaken, e.g. Fire Sector, Search Sector, LobbySector.
56. Another important use of sectorisation is on the “divided incident ground”, wheredue to the geographical spread (forests, gorse etc.) or separation due to spillage, toxicclouds or building collapse, the Incident Commander does not have direct contactwith the areas of operation in progress.
57. Specific tasks or functional sectors may be identified by the support role theyprovide, e.g. Decontamination, Foam, Water Supplies, etc. reporting directly to theCommand Support Officer.
Vertical Sectorisation
58. Because the circumstances of incidents involving high rise buildings, basements, shipsetc. are different, with areas of operations above and below each other, furtherguidance on the application of the principles of sectorisation at such incidents isnecessary. The rationale for this suggested model is based on maintaining effectivespans of control when Sector Commanders cannot follow the normal practice of beingphysically present in the sector, due to smoke etc., as well as cases where internal andexternal sectorisation is required at the same time.
Sectorisation usingfloors in a building
59. As with the organisation of any incident, if it is not necessary to sectorise, then, toreduce the possibility of barriers to information flow between crews and the IncidentCommander, it is best not to. Using the example of an incident in a multi-storeybuilding, the external sectorisation, if necessary (e.g. aerial appliances being used foraccess or rescue) would follow the normal model, identifying the sectors by number.It may, on some occasions, only be necessary to operate a single “Fire Sector”internally, with external and support sectors operating outside in the conventionalway. However, there will occasionally be incidents with large numbers of personneldirectly fire-fighting, involved in search, ventilation, salvage operations etc., wheremore than one internal sector is necessary. The zones of activity within the structure(e.g., internal firefighting operations) could then be identified as in the followingexamples:
(a) Fire Sector: this would be the main area of firefighting operations, consistingof the floor/s directly involved in fire, plus one level above and one levelbelow. If crews involved in this exceeded acceptable spans of control,consideration should be given to activating a Search Sector.
(b) Search Sector: this would be the area of operations, in a high rise, above the“fire sector” where search and rescue, venting, and other operations are takingplace. In a basement scenario the Search Sector would extend from fresh air allthe way to the lowest level. If the distance from the ground floor lobby to thebridgehead is more than two or three floors and spans of control require it,consideration should be given to activating a Lobby Sector.
(c) Lobby Sector: this would cover the area of operations from the ground floorlobby to the bridgehead, which is normally two floors below the fire floor. TheLobby Sector Commander will act as the co-ordinator of all logistical needs ofthe Fire and Search Sector Commanders, who will on most occasions need tobe located at the bridgehead directing operations via radio and liaising withthe BAECO’s. The Lobby Sector Commanders would also co-ordinate alloperations beneath the bridgehead level, including salvage and ventilation,liaising with fellow Sector Commanders in the usual way.
60. Other approaches may need to be taken. If, for example, in a large complex buildingit is necessary to introduce more than one sector on a floor, it may mean having twosectors with bridgeheads on different stairwells and the operations being co-ordinatedby an Operations Commander from the lobby area.
61. All other aspects of the structure, e.g., lines of responsibility, lines of communicationand reporting for the Sector Commander would function in the normal manner. Alloperational sectors report to the Incident Commander or to the OperationsCommander if one is in place. All support sectors report through the commandsupport function to the Incident Commander. This is important in preserving thespans of control. At more serious incidents it is likely that the command supportfunction may be headed by a senior officer.
2.14
2.15
Examples of Communications and Span ofControl
Operations Commander
Incident Commander
Sector Commander
Safety Officer
Working Crew
Sector Boundary
Support Area
Key for the following diagrams
Command Support
BA Entry Control Officer
2.16
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2.22
Hazard Analysis and Risk Assessment
1. Fire Services operate under the “Safety, Health and Welfare at Work Act, 2005” whichplaces an obligation on all employers to conduct hazard analysis and risk assessmentson work related activities in which their employees may be engaged. The Act placesgreat emphasis on the requirement for all employers to establish and maintain aneffective process for the management of health and safety throughout theorganisation.
2. Due to the size and nature of the Fire Service there are a wide range of activities tocover, potentially making risk assessment a very time consuming activity. At thestrategic level, the fire service has the opportunity to evaluate the inherent hazardsand risks posed by the varying emergency incidents to which they are obliged torespond. A process that demonstrates a pro-active approach to the management of thehealth and safety function must be developed and adopted by all fire authorities.
3. A key element of the process will be pre-incident planning, risk visits and a reliableinformation retrieval system accessible to Incident Commanders when on the incidentground. The outcome of the foregoing will result in the provision of both generic andspecific risks being identified and an appropriate response being allocated to theparticular incident type. The effectiveness of the brigade response will also beenhanced by the introduction of appropriate training programmes, operationalprocedures and guidelines as are considered necessary.
Health and Safety on the Incident Ground
4. Fire service personnel acknowledge that on occasions the nature of their work will putthem in hazardous environments, and they are willing to accept some risk to theirpersonal safety in order to protect the community. However, they will always try tominimise the risk to which they are exposed by the application of safe systems ofwork, personal protective equipment and effective supervision.
5. For the Incident Commander the primary and immediate consideration is the safetyof all personnel on the incident ground. This must be established, by assessing thehazards that are present, the possible risks they pose, and the adoption of appropriatesafe systems of work. The following summarises the philosophy of the fire service’sapproach to risk assessment:
3.1
Section 3: Incident Risk Management
(a) Fire-fighters will take some risk in a controlled manner to save saveablelives.
(b) Fire-fighters will take a little risk to save saveable property.
(c) Fire-fighters Will Not take any risk at all to try to save lives or property thatare already lost.
6. The term “Dynamic Risk Assessment” is used to describe the continuing assessmentof risk that is carried out in a rapidly changing environment.
7. The key elements in any assessment of risk are:
(a) Identification of the hazards.
(b) Assessment of the risks associated with those hazards.
(c) Identification of who is at risk.
(d) The effective application of measures that control the risk.
8. When considering what control measures to apply, the Incident and SectorCommanders need to maintain a balance between the safety of personnel and theoperational needs of the incident. For example, whereas it may be consideredappropriate to commit personnel into a hazardous environment to save life, it may bethat purely defensive fire-fighting tactics are employed in a similar situation wherethere is no threat to life.
9. The Incident Commander must ensure that safe practices are followed and that, so faras reasonably practicable under the circumstances, risks are eliminated or, if not,reduced to the minimum commensurate with the needs of the task. Because personnelmay be working in sectors or teams, it is important that everyone is aware of their ownsafety and that of their colleagues. Therefore, all personnel should as a matter ofcourse continually risk assess their position.
Safe Person Concept
10. Organisations will protect the health, safety and welfare of people at work byproviding and maintaining:
(a) A competent workforce.(b) A safe working environment.(c) Safe working equipment.(d) Safe systems of work.
11. Any intervention to resolve an emergency incident can involve working in anenvironment that is constantly changing and is inherently dangerous. People who arecompetent will be able to function effectively and safely in such environments andoccupational competence is rightly regarded as the most effective control measurethat is available to the service.
12. To maintain the effectiveness of people in dynamic and hazardous environments, theservice needs to ensure that they are as safe as possible. It does this by applying whatis known as the “Safe Person Concept”. This concept covers both organisational andpersonal responsibility.
3.2
13. Safe Systems of Work
14. Operational procedures and practices are designed to promote safe operating systems(safe systems of work). To minimise the risk of injury, Incident / Sector Commandersmust ensure that recognised safe systems of work are being used so far as isreasonable and practicable.
15. Where possible, operational crews should work together in teams, and wheneverpracticable, the teams should be made up of people who are familiar with each otherand have trained together.
16. When necessary, safety briefings must be carried out and, as the incident develops, orwhere the risks of injury increase, those briefings must be more precise andappropriate precautions deployed.
Organisational Responsibility
17. At organisational level the fire authority has a responsibility to provide the supportnecessary to ensure that personnel are able to remain safe in a hazardousenvironment. This will include:
(a) Fire-fighter Selection.(b) Information.(c) Personal Protective Equipment.(d) Equipment.(e) Systems of Work.(f) Instruction.(g) Training and Development.(h) Supervision.
Personal Responsibility
18. Each individual must have the ability to make professional judgements about theappropriate use of available resources, in order to control the risks inherent in theunique circumstances of any emergency situation. Therefore, every operational fire-fighter must be:
(a) Competent to perform tasks assigned.(b) An effective member of a team.(c) Self-disciplined to work within accepted systems of work.(d) Adaptable to changing circumstances.(e) Vigilant for their own and others safety.(f) Able to recognise their own abilities and limitations.
3.3
Safety Responsibilities of Personnel at Incidents
19. (a) All personnel on the incident ground MUST wear the personal protective equipment that has been provided.
(b) The Incident Commander, having considered the health and safety of allpersonnel, and having taken all reasonable and practicable steps to minimiserisks, may vary this standard.
(c) All personnel must be trained in the procedures to be used at operationalincidents, and must be alert to the ever-changing environment at the scene ofoperations and the consequences of exposure to hazardous substances.
(d) All personnel must be certain that they clearly understand the tasks that theyare required to perform and must follow the instructions of the officerresponsible for their area of work.
Safety Officer
20. Where a safety officer is appointed he/she should:
• Liaise with the Incident / Sector Commander, who will define yourresponsibilities, e.g. entire incident; sector or specific task.
• Unless otherwise instructed communicate with the relevant SectorCommander “face to face” or on the designated radio channel appropriate tothe sector.
• Safety Officers are advisors to the Sector Commander in respect of all safetyissues within or affecting the sector.
• Where an unsafe practice is identified, it should be corrected and, wherenecessary, the Sector Commander must be notified.
• Safety Officers should not get involved with fire-fighting activities, or interferewith the Sector Commanders operational plan.
• If necessary liaise with the Sector Commander to request additional safetyofficer(s)
• At the close of the incident, or upon being relieved, liaise with the SectorCommander to discuss observed unsafe or incorrect practices in order toidentify possible training needs.
Summary of the Safety Function
21. (a) Identify safety issues.(b) Initiate corrective action.(c) Maintain safe systems of work.(d) Ensure appropriate P.P.E. being worn by personnel.(e) Observe the environment.
3.4
(f) Monitor the physical condition of personnel.(g) Regularly review.(h) Effective communications – regular updates Sector/Safety Officers.
Dynamic Risk Assessment
22. A key function of the Incident Commander is dynamic management of risk on theincident ground. This is the continuous process of identifying hazards, assessing risk,taking action to eliminate or reduce risk, monitoring and reviewing, in the rapidlychanging circumstances of an operational incident.
23. “Dynamic Risk Assessment” is a process of risk assessment carried out in a changingenvironment, where what is being assessed is developing as the process itself is beingundertaken. This is further complicated by the fact that the Incident Commander isoften faced with the need to perform rescues, protect exposures and place stop-jetsbefore a complete appreciation of all material facts has been obtained. It is imperative,therefore, that an effective risk assessment is carried out at the scene of operations,and that this is reviewed and updated as quickly as practicable. It is important that theoutcome of a risk assessment is recorded and entered into the incident log for laterretrieval and analysis, such as would be achieved by transmission over the mainscheme radio of the Tactical mode.
24. While the dynamic management of risk is continuous throughout the incident, thefocus of operational activity will change as the incident develops and it is useful toconsider the process in three separate stages:
(a) The Initial Stage of Incident(b) The Development Stage of Incident(c) The Closing Stage of Incident
Initial Stage of Incident
25. On arrival of the initial attendance the first task of the Incident Commander is togather information, evaluate the situation and then apply professional judgement todecide the most appropriate course of action. The benefits of proceeding with a taskmust be weighed carefully against the associated risks. The following steps should betaken in the course of the initial risk assessment:
(a) Evaluate the Situation, Tasks and Persons at Risk.(b) Select Safe Systems of Work.(c) Assess the chosen systems of work.(d) Introduce additional control measures.(e) Re-assess systems of work and additional control measures.
3.5
Evaluate the Situations, Tasks and Persons at Risk
26. In order to identify hazards the Incident Commander upon his arrival will initiallyneed to consider:
(a) Operational intelligence available from pre-fire planning, risk visits, fire safetyplans and local knowledge, etc.
(b) The nature of the tasks to be carried out.
(c) The hazards involved in carrying out the tasks.
(d) The risks involved to: (i) Fire crews.(ii) Personnel from other agencies.
(iii) The public.(iv) The environment.
(e) Resources available such as experienced personnel, appliances, equipment,specialist advice, etc.
Select safe systems of work
27. The Incident Commander will need to review and consider the options available interms of:
(a) Pre-Incident planning and training.
(b) Standard Operating Procedures.
(c) The possible systems of work- choose the most appropriate for the situation.
(d) Competence of available personnel to carry out the tasks safely.
Assess the chosen systems of work
28. Once a course of action, be it offensive or defensive, has been identified IncidentCommanders need to make a judgement as to whether or not the risks involved areproportional to the potential benefits of the outcome. If YES, proceed with the tasksafter ensuring that:
(a) Goals both individual and team are understood.
(b) Responsibilities have been clearly allocated.
(c) Safety measures and procedures are understood.
If NO then introduce additional control measures.
3.6
Introduce additional control measures
29. Incident Commanders will need to eliminate, or reduce, any remaining risks to anacceptable level, if possible, by introducing additional control measures, such as:
(a) Use of Personal Protective Equipment e.g., safety glasses, safety harnesses.
(b) Use of Breathing Apparatus.
(c) Use of specialist equipment e.g., H.P., T.L. etc,.
(d) Use of Safety Officers.
Re-assess systems of work and additional control measures.
30. Even when safe systems of work are in place, there may well be residual risks. Wherethese risks remain, the Incident Commander should consider if the benefit gainedfrom carrying out the tasks against the possible consequences if the risks are realised:
(a) If the benefits outweigh the risks, proceed with the task.
(b) If the risks outweigh the benefits DO NOT proceed with the tasks, but considerviable alternatives.
Development Stage of Incident
31. If an incident develops to the extent that sectors are designated, the IncidentCommander will delegate the supervisory role to Sector Commanders. They will beresponsible for the health and safety of all personnel within their sector.
32. Sector Commanders may feel that they can supervise safety within their own sectors.Alternatively, after consideration, the Sector Commander may feel it necessary tonominate a safety officer. This officer will be reporting to or working with the SectorCommander.
33. As the incident develops additional factors may make the original course of actioninappropriate, for example:
(a) Fire-fighting tactics may change from Defensive to Offensive.
(b) New hazards and their associated risks may arise e.g., the effects of fire onbuilding stability.
(c) Existing hazards may present different risks.
(d) Operational activities may produce risks to people and /or the environment.
3.7
(e) Personnel may need to be monitored for signs of fatigue.
Both Incident and Sector Commanders, therefore, need to manage safety byconstantly monitoring the situation and reviewing the effectiveness of existing controlmeasures.
Closing Stage of Incident
34. The three key activities involved in the closing stages of the incident are:
(a) Maintain Control.
(b) Personnel Welfare.
(c) Incident De-brief.
Maintain Control
35. During the closing stage of an incident, personnel must not become complacent. Theprocess of task and hazard identification, assessment of risk, planning, organisation,control, monitoring and review of preventative and protective measures mustcontinue until the last appliance leaves the incident ground.
36. Incident Commanders should ensure that no personnel are exposed to anyunnecessary risk at this stage of the incident, and officers should have no hesitation inhalting work in order to maintain safety standards.
37. As circumstances permit the Incident Commander should nominate an officer togather information for the post- incident review; this should include debriefing crewsand officers before they leave the incident, whilst events are still fresh in their minds.
38. Details of any accidents, injuries or near misses that may have occurred must also beobtained and recorded in accordance with the brigades operational health and safetypolicy and procedures.
Personnel Welfare
39. The welfare of personnel is an important consideration for the command team. It mustbe given particular attention at arduous or protracted incidents that require a rapidturnover of personnel; and requires constant monitoring of physical condition ofcrews by supervising officers.
40. Early consideration of arrangements for the provision of relief crews, food and restfacilities, etc., for personnel should be incorporated into the incident planning process.These facilities should be located outside the immediate incident area and alwaysaway from any risk of direct or indirect contamination
3.8
3.9
Post Incident Review
41. The post incident review may be conducted in either a formal or an informal manner.Generally, the majority of debriefs are undertaken in an informal fashion on return tostation from the incident. However, it is sometimes beneficial to conduct debriefs onthe incident ground whenever this is possible, as it may assist in explaining andclarifying issues which may arise. This is often referred to as “hot” debriefing.
42. Where a more formal debrief is being conducted, perhaps following a large incident,or multi-agency involvement, the format chosen for the review should be appropriateto the nature of the incident attended, and should be conducted in a manner thatpromotes open, supportive and constructive discussion of all aspects of the incident.
The main purpose of the debrief is to review existing:
(a) Operational intelligence and information.
(b) Personal protective equipment.
(c) Systems of work.
(d) Operational Procedures.
(e) Equipment performance.
(f) Training.
(g) Fire-ground supervision.
43. Following an incident it is important that any significant information gained orlessons learned must be fed back into the policies and procedures of the brigade. It isimportant to highlight any unconventional system or procedure used which wassuccessful or made the working environment safe. It is equally important to highlightall equipment, systems or procedures used which did NOT work satisfactorily, orwhich made the working environment unsafe.
44. Risk-critical issues highlighted during post incident reviews should be addressedimmediately through review of personal performance, equipment, working practicesor systems.
3.10
Development Stage: Re-evaluate the situations, tasks and persons at risk.Apply this model taking account of new hazards; introduce control measures asnecessary.Halt tasks immediately if the risk outweighs the benefits to be gained.
Closing Stage: Maintain the process of task and hazard identification, assessment of risk,planning, organisation, control, monitoring and review of the preventive and protectivemeasures.
Dynamic Risk Accessment Summary
Initial Attendance Stage of Incident
Evaluate the situation, tasksand persons at risk
Assess the chosensystems of workProceed with Tasks
Are the risks proportionalto the benefits
Re-assess systems Can additional controlmeasures be introduced
Do NOT proceed
Consider viablealternatives
Yes
Yes
NoNo
Select systems of work
3.11
The Tactical Mode
45. The declaration of the Tactical Mode is the outcome of the initial and subsequentdynamic risk assessments conducted by the Incident Commander at any incident, andshould be recorded by Command Support and entered into the incident log by thecommunications control centre. The Tactical Mode procedure assists the IncidentCommander to manage an incident effectively without compromising the health andsafety of personnel by:
(a) Ensuring that fire-fighting operations being carried out by a single crew, orsector, do not have adverse effects on the safety or effectiveness of fire-fightersin other crews or sectors. For example, it will ensure that B.A. wearers inside abuilding are not subjected to an aerial monitor being opened up above them,or to the impact of a large jet through a window from another sector withoutwarning.
(b) Generating a record of the outcome of the dynamic risk assessment processconducted by the Incident Commander.
46. Upon arrival at an emergency incident where immediate action is required, theIncident Commander will make an initial judgement as to whether it is safe to proceedwith offensive operations. Normally with usual procedures and control measures inplace it will be; therefore, “Offensive” mode can be declared. If the IncidentCommander feels it is not safe enough, “Defensive” tactics should be used until asuitably safe approach to deal with the incident can be decided upon. If the IncidentCommander is unsure, “Defensive” mode should be declared and the IncidentCommander should conduct a review of the risk assessment.
47. There are three Tactical Modes: (a) Offensive.(b) Defensive.(c) Transitional.
Offensive
48. This mode may be applied to a sector and/or the entire incident where the operationis being tackled aggressively. The Incident Commander will have established that thepotential benefits outweigh the identified risks and will be committing crews to arelatively hazardous area, supported by appropriate equipment, procedures andtraining.
An “Offensive” approach is appropriate when identified risks are managed byadditional control measures (Risk Control). This may be achieved by some of thefollowing:
(a) Elimination.
(b) Isolation.
(c) Substitution.
(d) Control.
(e) Correct level of P.P.E.
(f) Appointing a Safety Officer.
49. Offensive mode is the normal mode of operation used at house fires, road trafficaccidents and industrial premises to fight the fire, effect rescues, or close down plant,etc.,
Examples:
(a) Committing B.A. crews to a smoke filled or toxic atmosphere to rescue personsor engage in fire-fighting actions.
(b) Committing crews to a structural collapse to undertake rescues.
(c) Committing crews to an R.T.A. rescue
3.12
Offensive Mode
3.13
The tactical mode is “Offensive”The decision has been made tofight the fire using teams workinginside the building.
Incident Commander
Command Support
Defensive
50. This mode may be applied to a sector and /or the entire incident, and indicates thatthe operation is being fought in a defensive approach. In “Defensive” mode, theidentified risks outweigh the potential benefits, so irrespective of how manyadditional control measures are put into place the risks are too great. In suchcircumstances the Incident Commander would declare “Defensive” mode fight thefire with ground monitors and aerial jets, and protect exposure risks and adjacentproperty, without committing crews into the hazard area.
Examples:
(a) Withdrawing a crew from a hazardous area because the risk has increased.
(b) Using jets from outside the hazardous area.
(c) Standing by awaiting expert advice and/or specialist equipment beforecommitting crews.
3.14
Defensive Mode
3.15
The tactical mode is “Defensive”The decision has been made tofight the fire from the outside.The incident has been sectorised. The front and left side sector 1, andrear right side sector 3.
Incident Commander
Command Support
Transitional
51. On occasion, particularly at large incidents, both “Offensive” and “Defensive” tacticsmay be implemented at different sectors of the incident ground. Where this strategyoccurs, the incident is declared as being in “Transitional” mode. This mode may onlybe applied to the incident as a whole and NOT to any one sector. The main purposeof declaring “Transitional” mode is to keep commanders of sectors operating in“Defensive” mode, using large jets and perhaps aerial monitors, aware that otherpersonnel on the incident ground may be operating in areas of risk, which could beaffected by their operations or tactics.
Example:
(a) A building fire being fought where the majority of sectors are in “Defensive”mode; has an annexe that can be saved, safely by using an “Offensive”approach in that sector
52. Before allowing a sector to operate in an “Offensive” mode, at an otherwise“Defensive” incident, which will cause the incident to become “Transitional”, theIncident Commander must be satisfied that the actions of one sector will not adverselyaffect the safety of crews in any other sector.
3.16
3.17
Transitional Mode
The tactical mode is Transitional.The decision has been made tofight the fire from outside the building.However, the Incident Commander hasauthorised Sector 3 Commander toundertake internal operations in aspecific part of the building wherecrews will not be at rist from the effectsof fire or other fire fighting activities inthe main building.
Incident Commander
Command Support
Application of Tactical Mode
53. A Tactical Mode should be decided upon and declared at all operational incidents. Asthe incident develops and the Incident Commanders span of control increases, it isessential that all personnel are aware of the tactics on the incident ground and theprevailing tactical mode. The first verbal message and further messages to brigadecontrol should include a confirmation of the Tactical Mode for the information ofoncoming appliances and officers. This should be updated by informing brigadecontrol of which mode the incident is in at frequent intervals (20 mins.).
Adopting a Tactical Mode when Sectors are in use
54. When the incident has been divided into sectors, the Incident Commander will retainresponsibility for the Tactical Mode at all times. On occasions when SectorCommanders have to change from “Offensive” to “Defensive” quickly, they must takethe necessary action for the safety of crews and then inform the Incident Commanderof the developments.
55. However, if the Sector Commander wishes to change from a prevailing “Defensive”to “Offensive” mode, the permission of the Incident Commander must be sought andno change made until it is granted.
56. The Incident Commander will assess whether the Tactical Mode can change to“Offensive” in that sector, making the incident mode “Transitional”. This decision willbe based on an understanding of the status of operations in all other sectors.
57. Sector Commanders must be involved in any decision by the Incident Commander tochange the Tactical Mode. Sector Commanders may then implement the changeeffectively and ensure that personnel under their command are aware of theprevailing Tactical Mode. However, it is more usual for the initiative to change modeto come from the Sector Commander.
Responsibilities for determining Tactical Mode
Incident Commander
58. The Incident Commander should make an assessment of the incident and decidewhich Tactical Mode will be appropriate.
59. Any message sent should include which Tactical Mode is in operation at the incident,and this should be repeated at regular intervals e.g. 20 mins until the time that the‘stop’ message is sent, and at appropriate regular intervals throughout the duration ofthe incident.
3.18
3.19
60. The Incident Commander should review and confirm the Tactical Mode on initial andall subsequent briefings to Crew and Sector Commanders.
Sector Commanders
61. Sector Commanders should continually monitor conditions and operational prioritiesin the sector, and ensure that the prevailing Tactical Mode continues to be appropriate.They must respond to adverse changes, withdrawing personnel from risk areas, ifnecessary, and advise the Incident Commander of the change in conditions as soon aspossible.
62. It is appropriate to consider the appointment of a sector safety officer or officers, eitherfor specific areas of concern (e.g. structure stability, dangerous terrain, etc.) or forgeneral support. Such safety officers report direct to the Sector Commander, even if a‘Safety Sector’ has been designated, but must liase with members of Safety Sector atevery opportunity.
63. It is essential to update the tactical mode to the crews working in the sector at suitablyfrequent intervals eg 20 mins.
Crew Commanders
64. All crew commanders should continually monitor conditions in the risk area anddraw the attention of the Sector Commander to significant developments. Theyshould also react immediately to adverse changes and withdraw crew members fromthe risk area without delay where necessary.
Summary of the Procedure
65.Confirming the Risk Assessment Phase
66. Having carried out the dynamic risk assessment and established a tactical mode, theIncident Commander will be aware of the immediate hazards, the people at risk andthe control methods necessary to protect those people.
(a) Arrive at an Incident.(b) Evaluate the Situation.(c) Carry out a Dynamic Risk Assessment.(d) Declare Tactical Mode.(e) Communicate Tactical Mode.(f) Commence Operations.(g) Review Tactical Mode.
67. Because of the changing nature of the environment at an incident, the IncidentCommander should reevaluate the dynamic risk assessment on a regular basis andintroduce new control measures as required. The outcome of the review of this riskassessment will either confirm that the dynamic risk assessment and chosen tacticalmode was correct, or will result in a change of mode with the appropriate declarationand action occurring without delay.
68. Responsibility for the review of the initial risk assessment rests with the IncidentCommander, or where sectors have been created, this role may be delegated to theSector Commander.
69. The outcome of the initial risk assessment review, should be recorded by CommandSupport, and entered into the incident log at the brigades communications controlcentre.
3.20
INCIDENT COMMAND BOARD – LEVEL 1
A1
Appendix 1
INCIDENT COMMAND BOARD – LEVEL 2
A2
Appendix 1
A3
Appendix 1
Aides Memoire for Roles in the Incident Command System
Operational Roles:
• Incident Commander.
• Operations Commander.
• Sector Commander.
• Crew Commander.
Functional Roles:
• B.A. Main Control Officer.
• Command Support Officer.
• Decontamination Officer.
• Equipment Officer.
• Foam Officer.
• Hazmats Officer.
• Marshalling Officer.
• Safety Officer.
• Stability Officer.
• Water Officer.
A4
Appendix 2
A5
Aide Memoire Incident Commander
Operational Roles
Function Management of all activities undertaken to control theincident.Management of the interface with organisations and peopleworking outside the incident command structure.Management of the interface with organisations,communitiesand people affected by, or likely to be affected by, theincident.
Officer Responsible The first attending officer will be the initial IncidentCommander. The Incident Commander will not necessarilybe the most senior officer present. However, the SeniorRanking Officer will carry responsibility for the incident.
Brief Carry out a Dynamic Risk Assessment. Develop an incidentmanagement plan. Declare a Tactical Mode. Deploypersonnel and resources to meet strategic objectives(Rescue,Containment, Conservation of Property /Environment).
Duties • Upon arrival announce via the radio, the establishment ofcommand and provide a brief description of the incident.
• Don the “Incident Commander” tabard.• Conduct a Dynamic Risk Assessment.• Declare a Tactical Mode.• Develop an Incident Management Plan.• Establish an effective command structure.• Initiate, maintain and control the communications process,
relative to the complexity of the incident.• Ensure that safety measures are implemented.• Request and maintain adequate resources for incident
needs.• Assign officers to operational / functional sectors.• Provide co-ordination, direction, guidance and resources to
Sector Officers and other agencies.• Review, re-evaluate and revise the Incident Management
Plan as the incident dictates.• Ensure that a communications log of all Command
decisions is maintained.• Ensure the implementation, continuity, transfer and
termination of Command.• Bring the incident to a close.• Ensure that all written records and documentation are
collected and / or completed.
A6
Aide Memoire Operations CommanderFunction To assist the Incident Commander by co-ordinating and
managing a number of Operational sectors in order tomaintain manageable spans of control, and to ensure thesafety of personnel.
Officer Responsible The Incident Commander will designate an officer of suitablerank and experience to undertake the role.The Operations Commander may, dependant on theprevailing circumstances, be positioned close to theCommand Support Unit. This will enable verbalcommunications with the I.C.
Brief Prior to assuming this command role, the OperationsCommander must ensure they receive a full brief andunderstand what is required. Confirm the tactical mode forthe sectors with the Incident Commander, and establishcommunications with the Incident / Sector Commanders.If you do not have sufficient resources or cannot achieveyour tasks, inform the Incident Commander.
Duties • Don the “Operations Commander” tabard. • Ensure a dynamic risk assessment has been carried out.• Carry out an inspection of the sectors allocated, and advise
the Incident Commander of the current status ofoperations within each sector.
• Supervise and co-ordinate the activities of sectorsallocated, and support Sector Commanders.
• Co-ordinate requests and requirements of SectorCommanders.
• Monitor and re-direct sector activities as required.• Monitor general fire ground safety practices and receive
reports from the Safety Officer with regard to any unsafepractices or unsafe features identified.
• Introduce additional control measures as necessary.• Forecast and advise the Incident Commander of the need
for additional resources.• Keep the Incident Commander briefed as to changes
within the sectors by regular situation reports.• Inform Sector Commanders of developments in the overall
strategy for dealing with the incident.• Withdraw resources as operations are completed.• Plan and arrange for the relief of personnel within your
sectors.• Appoint another Operations Commander if you need
relief, and inform the Incident Commander.
A7
Aide Memoire Sector CommanderFunction To assist the Incident Commander in the management of fire
ground activities by assuming responsibility for a designatedoperational or functional unit of the incident ground. Ensurethe implementation of the strategy and tactics relevant to theobjectives set for the sector by the Incident Commander.
Officer Responsible The Incident Commander may designate this role to anyofficer based on the needs of the situation and the level ofresponsibility.
Brief Prior to assuming this role, ensure you have been fullybriefed and understand what is required. Determine andconfirm the tactical mode for the particular sector with theIncident Commander. Establish and maintain your call signand communications with the Incident / OperationsCommander.If you do not have sufficient resources or cannot achieveyour tasks, inform the Incident / Operations Commander.
Duties • Don the appropriate “Sector Commander” tabard.• Supervise all operations in the sector allocated.• Confirm and maintain designated channels within the
sector.• Monitor and manage the health and safety of all personnel
assigned to your sector.• Re-direct sector activities as required / necessary.• Forecast and request additional resources from the
Incident / Operations Commander.• Co-ordinate activities with other Sectors.• Keep the Incident / Operations Commander briefed as to
changes within the sector by regular situation reports.• Ensure crews and crew commanders are informed of the
overall strategy for dealing with the incident.• Withdraw resources as operations are completed.• Plan and arrange for the relief of personnel within your
sector.• Appoint another Sector Commander if you must leave
your sector, and inform the Incident / OperationsCommander.
A8
Aide Memoire Crew CommanderFunction To assist the Incident / Sector Commander in the
management of fire ground activities by assumingresponsibility for the completion of assigned tasks to achievethe overall objectives of the Incident Commander.
Officer Responsible The Incident / Sector Commander may designate this role toany officer based on the needs of the prevailing situation andthe level of responsibility.
Brief Ensure you are fully briefed and have a full understanding ofthe task objective. Confirm the tactical mode. Confirmdesignated communications with Incident / SectorCommander.
Duties • Assess the hazards / risks associated with the assignedtask.
• Confirm P.P.E is appropriate.• Inform personnel of precautions and protective measures
to be applied.• Supervise the use of equipment and the application of
operational procedures.• Monitor conditions in the risk area and inform the Incident
/ Sector Commander of any significant developments.• React immediately to adverse changes and withdraw all
personnel from the risk area without delay wherenecessary.
• Request additional resources from the Incident / SectorCommander.
• On completion of the task / assignment report to theIncident / Sector Commander.
• Ensure the welfare of personnel, particularly at arduous orprotracted incidents.
A9
Functional Roles
Aide Memoire B.A. Main Control Officer Function To assist the Incident Commander to manage and maintain
the safety of B.A. wearers by establishing additional level ofcontrol to co-ordinate B.A. requirements where there is morethan one Stage 2 Entry Control Point or the number of B.A.wearers is large.
Officer Responsible Where possible the Incident Commander will designate thisrole to personnel with a minimum rank of Station Officer.
Brief Prior to assuming this functional role ensure you have beenfully briefed and understand what is required.Maintain communications with the Incident, Operations andSector Commander(s) via Command Support as appropriate.If you do not have sufficient resources or cannot achieveyour tasks consider further assistance.
Establish B.A. Main Control
Safe Air Accessible to allstage 2 E.C.P.s
Synchronise clockon Main ControlBoard.
Identify Location of allE.C.P.s + reliefrequirements
Record names ofE.C.O.s . No. andsize of B.A. teams.
Establishcommunications
Record availability of:
B.A. wearersEquipment
B.A. sets. Spare cylinders
Make plans toensure:
Emergency teamstand by at MainControl or at eachE.C.P.
Correct level ofP.P.E. worn
Equipment availablefor emergency teams
Brief/Debrief: Relief team at E.C.P.5 mins. before entry
All wearersreporting fromE.C.P.s
Emergency teams /E.C.P.s
Arrangements for: Fully equipped B.A.wearers to beavailable. Collectingand charging ofcylinders
Stock control ofcylinders.Maintenance of usedB.A.sets
Disposition of fullycharged cylinders.Maintenance ofrecords.
Complete duties: Debrief personnel Arrange relocationof B.A./ ancillaryequipment
A10
Aide Memoire Command Support OfficerFunction To assist the Incident Commander by the management and control of all
Functional Officers and support activities.
Officer Responsible The Incident Commander will designate this role to any individual basedupon the needs of a particular incident.At large scale incidents the R.C.C. will respond a Command Support Unitin accordance with brigade mobilising procedures.
Brief Prior to assuming this role ensure that you have been fully briefed by theIncident Commander and understand what is required. Maintaincommunications with the Incident Commander, Functional Sectors andthe R.C.C.Monitor fire-ground communications and channels used by external
agencies, as appropriate. Advise the Incident Commander of issuesrequiring his attention. Request and deploy resources for supportactivities.If further resources are necessary to achieve your tasks, inform theIncident Commander immediately.
Duties • Don the “Command Support Officer” tabard.• Ideally, communicate with the Incident Commander “face to face” and
monitor transmissions from Sector Commanders on the assignedchannel.
• Ensure designated Command Post vehicle is sited appropriately, and isthe only one with flashing beacons operating.
• Obtain all necessary information from R.C.C. i.e. appliances attendingand retrieve the initial command support message log.
• Inform the Incident Commander and R.C.C. when the command postis operating.
• Collect / return Officers /Appliance Personal Tallies or Nominal RollBoards and hand held radios.
• Ensure situation reports are received from Sector and FunctionalOfficers regularly (20 mins.)
• Maintain information boards in up to date status, and record sectoridentifications and officers duties as the assignments are made.
• Maintain a record of the outcome of the risk assessment and any review, as wellas any operational decisions or actions taken as a result of it.
• Ensure Officers and supporting appliances report to the commandpost and are only deployed on the instructions of the IncidentCommander.
• Liaise with Crew Commanders of special appliances to supportoperational sectors.
• Formulate and transmit messages on behalf of the IncidentCommander.
• Provide assistance to the Incident Commander with forward planning,e.g. relief personnel, catering, etc.
• Facilitate and co-ordinate briefings/meeting/discussions at the requestof the Incident Commander.
• On change of the Incident Commander, ensure all relevant informationis passed to the new Incident Commander.
• Prepare and plan for the transfer of duties to a relief CommandSupport Officer as necessary.
A11
Aide Memoire Decontamination OfficerFunction To assume responsibility for the control and co-ordination of
Decontamination Procedures.
Officer Responsible The Decontamination Officer wherever possible should holdthe minimum rank of Sub. Officer.
Brief Prior to assuming this Functional role ensure you have beenfully briefed and understand what is required. Maintaincommunications with the Incident/Sector Commander (viaCommand Support) as appropriate. If you cannot achieve your task or require more resourcesinform the Command Support Officer immediately.
Duties • Don the “Decontamination Officer” tabard.• Liaise with the Incident Commander via Command
Support.• Communicate on the assigned channel or “face to face”
unless otherwise instructed.• Liaise with the Hazmats Officer and other specialist
personnel as appropriate to determine the method ofdecontamination according to:a) The nature and quantity of material involved.b) Whether or not the hazardous materials are readily
identifiable, or difficult to deal with.c) The number of personnel contaminated or suspected
of being contaminated.• When selecting a decontamination area consider:
a) Slope of the ground.b) Wind direction.c) Comfort of personnel.d) Location of pumping appliances.e) Location of drains.f) Mains water supplies.
• Ensure the availability of equipment and personnel.• Consider environmental protection from pollutants.• Ensure application of full operational procedures.• Maintain decontamination details.
A12
Aide Memoire Equipment OfficerFunction To provide a central point for the collection, allocation,
distribution and return of equipment at an incident.
Officer Responsible The Incident Commander will designate this role to anyindividual based upon the circumstances at the time.
Brief Prior to assuming this functional role ensure you have beenfully briefed and understand what is required. Maintaincommunications with the Incident / Sector Commander viaCommand Support as appropriate. If unable to achieve yourtasks inform the Command Support Officer immediately.
Duties
Note
• Don the “Equipment Officer” tabard.• Liaise with the Incident Commander via Command
Support and Marshalling Officer to identify the type ofequipment that may be required in each area of operations.
• Communicate on the designated radio channel or “face toface” where this is practical.
• Arrange for all necessary equipment to be collected andstored at a central point, and advise Command Supportstaff of its location.
• Arrange for the allocation and distribution of equipment toeach sector as required.
• Where appropriate, keep a written record of all equipmentmovements to and from the Equipment Pool and recordthe defects or servicing requirements that occur.
• At protracted incidents arrange for servicing, re-fuellingetc, of equipment on site.
• Arrange for the return of all equipment to the correctappliance, station or brigade and inform the O.I.C. of anydefects or maintenance requirements for each item asnecessary.
The Equipment Officer will not be responsible for theprovision of B.A. sets, cylinders and ancillary equipment etc.
This will be the responsibility of the B.A. Main ControlOfficer.
A13
Aide Memoire Foam OfficerFunction To ensure sufficient supplies of foam concentrate and
equipment are available on the fire-ground, prior to thecommencement of application.
Officer Responsible The Incident Commander may designate this role to anyindividual, the size of the incident should govern the rank ofthe Foam Officer.
Brief Prior to assuming this functional role ensure you have beenfully briefed and understand what is required. Maintaincommunications with the Incident / Sector Commander (viaCommand Support) as appropriate.If resources are inadequate or you cannot achieve your tasksinform Command Support immediately.
Duties • Don the “Foam Officer” tabard.• Liaise with the Incident and Sector Commander via
Command Support and ascertain the type of fire / spilland the area to be covered. Confirm the type, number andlocation of foam branches to be deployed.
• Communicate on the assigned channel or “face to face”• unless otherwise instructed.• Calculate the foam concentrate required and if necessary
implement special foam procedures as required.• Liaise with:
1. Water Officer.2. Command Support Officer.3. O/I/C. Foam support appliance.4. Site / Company Management.
To ensure that sufficient water supplies are available and thefoam concentrate is transported to the appropriate sectors.
• Monitor the foam stocks whilst in use and ensure thatsufficient foam is available to effectively extinguish the fireor cover the spill and conclude the incident.
• Monitor the application of the foam solution and liaisewith the Incident Commander to arrange for the possibleattendance of the Environmental Protection Agency tomonitor the effects from the use of foam.
A14
Aide Memoire Marshalling OfficerFunction To assist the Incident Commander in controlling the
attendance of appliances and personnel on the fire-ground.
Officer Responsible The Incident Commander may designate this role to anyindividual. The size of the incident should govern the rank ofthe marshalling officer.
Brief Prior to assuming this functional role ensure you have beenfully briefed and understand what is required. Maintaincommunications with the Incident Commander (viaCommand Support) as appropriate.If resources are inadequate or you cannot achieve your tasksinform the Command Support Officer immediately.
Duties • Don the “Marshalling Officers” tabard.• Liaise with the Incident Commander, Equipment Officer
and/or Command Support Officer to ascertain themarshalling requirements of the incident.
• Communicate with Command Support on the designatedchannel or “face to face” unless otherwise instructed.
• Maintain a written record of all resources in attendance atthe Marshalling Area and details of those resources thathave been operationally committed to the incident.
• Direct appliances in attendance at the Marshalling Area tolocations specified by the Incident Commander (viaCommand Support).
• Carry out any other tasks at the discretion of the IncidentCommander.
Marshalling Area Log
Call Sign Appliance Type Deployed to:
A15
Aide Memoire Safety OfficerFunction To ensure that the health and safety of all personnel within a
specified Sector or area is given the appropriateconsideration during any incident.
Officer Responsible The Incident / Sector Commander may appoint a SafetyOfficer at any incident as deemed necessary. The SafetyOfficer will usually be given responsibility for safety within aspecified Sector of operations.The Incident Commander retains overall responsibility forsafety on the incident ground, but may delegate the role ofsupervision of safety to nominated officers, having been fullybriefed. Where sectorisation has taken place Sector Commandershave a responsibility to supervise safety in their sector andhow actions in their sector affect others. Sector Officers maynominate a Safety Officer to assist them to supervise safetyfor their area of responsibility. If an officer is nominated asSafety Officer they should report to that sectors Commander.
Brief Prior to assuming this functional role ensure you have beenfully briefed and understand what is required. Maintaincommunications with the Incident Commander or relevantSector Commander as appropriate.If you do not have sufficient resources or cannot achieveyour tasks inform the Sector Commander immediately.
Duties • Don the “Safety Officer” tabard.• Ensure all nominated Safety Officers carry their personal
issue whistle.• Liaise with the Incident / Sector Commander, who will
define your responsibilities, e.g. entire incident; sector orspecific task.
• Unless otherwise instructed communicate with therelevant Sector Commander “face to face” or on thedesignated radio channel appropriate to the sector.
• Safety Officers are advisors to the Sector Commander inrespect of all safety issues within or affecting the sector.
• Where an unsafe practice is identified, it should becorrected and, where necessary, the Sector Commandermust be notified.
• Safety Officers should not get involved with fire-fightingactivities, or interfere with the Sector Commandersoperational plan.
• If necessary liaise with the Sector Commander to requestadditional safety officer(s)
• Liaise with the Environmental Protection Agency; Healthand Safety Authority and Local Authority as required.
• At the close of the incident, or upon being relieved, liaisewith the Sector Commander to discuss observed unsafe orincorrect practices in order to identify possible trainingneeds.
All Safety Officers have the authority to evacuate whenconsidered necessary
A16
The following list, whilst not being definitive identifies points for consideration byall Safety Officers.
Aide Memoire Safety Officer
Personal Protective Equipment. ------- Life Jackets. -------
Breathing Apparatus. ------- Fatigue. -------
Wind Direction. ------- Position of Appliances. -------
Safety “look-out” posted. ------ Members of the Public. -------
No smoking / eating / drinking. ------ Contamination. -------
Lighting. ------ Constantly monitor/review scene. -------
High Visibility Clothing. ------ Evacuation system. -------
Weakness in the structure. ------ Use tape and cones to cordon offareas as necessary. -------
Signs of Collapse. ------
Contents of building / hazard. ------
A17
Aide Memoire Water OfficerFunction To assist the Incident Commander in the management of fire-
ground activities by assuming responsibility for the provisionof an adequate supply of water to the fire-ground.
Officer Responsible The Incident Commander may designate this role to anyindividual. The size of the incident should govern the rank ofthe water officer.
Brief Prior to assuming this functional role ensure you have beenfully briefed and understand what is required. Maintaincommunications with the Incident / Sector Commander (viaCommand Support) as appropriate.If you do not have sufficient resources or cannot achieveyour tasks inform the Incident / Sector Commanderimmediately.
Duties • Don the “Water Officer” tabard.• Liaise with the Incident Commander regarding water
requirements, and information concerning water supplies.• Communicate on the assigned channel or “face to face”
unless otherwise instructed.• When operating a water relay, communicate on the
designated channel and allocate call signs to each pump inthe relay system.
• Monitor water usage to ensure it is effective and efficient.• Meet the water supply requirements of the Incident
Commander by taking account of the following:
1. The type, number and size of branches in use or likelyto come into use at an incident.
2. The water supplies available and the method oftransporting that water to the fire-ground.
3. The appliances, equipment and personnel availableand the time required to set up water relays.
4. Liaise with the Incident / Operations Commanderregarding sectors requiring additional water supplies.
5. The need for additional appliances, equipment andpersonnel, these should be requested from the IncidentCommander as required.
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Duties (contd.) • Maintain a plan of the water supply including:
1. Source and capacity of water supply.2. Position of each pump in the relay.3. Identification of each pump in the relay including the
radio call sign allocated to them.4. Number of lengths between pumps and whether
single or twin lines.
• Monitor the safety and welfare of personnel assigned tothe supply of water to the fire-ground, and all otherpersonnel likely to be affected by the provision of watersupply.
• When foam is to be used, liaise with the Foam Officerfor requirements for foam production.
A19
Location: Date: / /
Appendix 3: Command Support Packs
COMMAND SUPPORT - INITIAL CONTACT POINT
Initial Message
Call Sign Command Level
Incident Commander
Tactical Mode
Initial AttendanceCall Sign Call Sign Call Sign Call Sign
Assistance Requested In Attendance Approx Time IA
1st Ambulance :
Garda :
E.S.B. :
Gas :
Local Authority :
Key Holder :
Other List....... :
Other List....... :
A20
COMMAND SUPPORT - COMMUNICATIONS LOG
COMMAND SUPPORT OFFICER:
Time Message /Information To From
A21
Hazardous Materials
H.I.N.
U.N. No.
SITE SKETCH
Time : Officer :
A22
COMMAND SUPPORT UNIT 1
• Command Support Officer • Locate the Contact Point• Transfer all information to the C.S.U.• Site the C.S.U. as appropriate• Ensure recording materials,e.g. Board Markers, Pens, Pencils, Clip Boards,
Paper, Log Sheets, etc, are available.• Assign Radio Operators: Main Scheme, Fire Ground, ancillary• Ensure Computers, Fax, Mobiles and Radios are working • Inform Brigade Control / Incident Commander that you are now the
Contact Point• Allocate tasks to Support Crew• Distribute I.C.S. role tabards as necessary
Advise Incident Commander:
Assessments Resources Refreshments Reliefs
Risk Assess.Tactical Mode.
AppliancesManpower
Equipment, etc.Hot & ColdDrinks, etc
When ?Where ?
How many ?
Messages Rehabilitation Support Liaison
Informative,Assistance,
UpdatesEquipment,
Personnel, etc.
OutsideAgencies,SpecialistAssistance
Media, otherEmergency
Services, and Local Auth.
A23
COMMAND SUPPORT UNIT 2
Initial Message
Call Sign Command Level
Incident Commander
Tactical Mode
Primary Tasks
Handover From Contact Point (if applicable)
Retrieve Existing Command Support Log
Allocate Tabards CSU Personnel
Maintain and Monitor Existing Comms
Maintain and Monitor Comms To / From RCC
Introduce and Maintain Incident Comms Log
Confirm existing Tactical Mode.
Update Command Team When Operational
Secondary Tasks
Nominate Runners
Formulate Messages
Record Outcome of Risk Assessment
Sketch Site Plan
Keep Brigade Control Appraised
Prepare for Handover To Relief Officer
Pumps Aerials Specials BA in Use ECO Decontam
A24
SECTORS 3
COMMUNICATIONS: Channels in Use
Sector One Commander Sector Two Commander
Location Location
Tactical Mode Tactical Mode
Sector Three Commander Sector Four Commander
Location Location
Tactical Mode Tactical Mode
Command
B.A. Wearers
Functional Sectors
Ambulance Service
Gardai
Local Authority
Fire & Rescue Service: _______________
Incident Log No. _______________
A25
Incident Address
Date and Time
Station Area
District/Region
Map Reference
Section 1: Fire Service Resources
Officer Roles and Functions
Command Support Role
A26
Name Rank Functional Role Call Sign
Name Rank Functional Role Call Sign
A27
Call Sign Crew Commander Location
Sketch: Site Plan and Layout
A28
Section 2: Risk Assessments & Tactical Mode
A29
Risk/Hazard Action Taken Tactical Mode Time
Section 3: Log of External Agencies Attending
A30
Name Agency Reason Location TimeIn
TimeOut
Section 4: Cordon Locations and Records
Outer Cordon:
Inner Cordon:
Inner Cordon: Agency Personnel Entry/Exit Record
A31
Location
Location
Name Agency Assignment Safety Brief TimeIn
TimeOut
Section 5: Injuries/Casualties/Fatalities
Property Damage
A32
Name Nature of Injury Time of Injury
Contact Tel.Number
Address Extent of Damage Owner/Occupier
Section 6: Incident Summary
A33
Bibliography and references:
Her Majesty’s Fire Service Inspectorate: Fire Service Manual. Volume 2.Fire Service Operations. “IncidentCommand”
Fire and Rescue Service Manual. Volume 4.Fire Service Training. “FoundationTraining and Development”
Her Majesty’s Stationery Office: “Dynamic Management of Risk”. Health and Safety. A Fire Service Guide.
West Yorkshire Fire & Rescue Service: “Incident Command System”.
Gloucestershire Fire & Rescue Service: Operational Procedures “IncidentCommand”.
London Fire Brigade: Operational Note.“Incident Command Procedures”
New Zealand Fire Service Fire Incident Management Systems.(FIMS)
North Wales Fire & Rescue Service: Operational Notes “Incident Command”.
Northern Ireland Fire Brigade: Operations Policy & Performance Review.“Incident Command System”.
Melbourne Fire Brigade “Incident Management System”.
NSW Fire Brigades: Standard Operational Guidelines.“Incident Control System”
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Appendix 4
Toronto Fire Services: “Incident Management System”.
Dublin Fire Brigade: “Incident Command System”
International Forest Fire News(IFFS) No.29 (July-December 2003, 15-19)Outcomes of the International Wildland Fire Summit Sydney, Australia, 8th. October2003.
Part IV.Strategic Paper: “Incident Command System” (I.C.S.)
U.N. International Strategy for Disaster Reduction:Wildland Fire Advisory Group/ Global Wildland Fire Network.
“Summary of Activities and Achievements between, January 2004 and May 2005.”
A35
A36
Notes
A37
Notes
A38
Notes
