VILLAGE OF ROCHESTER/ VILLAGE OF WATERFORD BOARD MEETING AGENDA Monday, November 30, 2015 ‐ 7:00 p.m. Location: Rochester Village Hall, 300 W. Spring St., Rochester, WI

Notice is hereby given that a special joint meeting of the Village of Rochester and Village of Waterford Boards will be held on Monday, November 30, 2015 at 7:00 p.m. at the Rochester Village Hall, 300 W. Spring St., Rochester, WI. AGENDA: (Introduction of Meeting Participants) Roll Call: Village of Rochester Board of Trustees: Edward Chart (Village President), Nick Ahlers, Gary Beck, Chris Bennett, Chris Johnson, Russ Kumbier, Mike Weinkauf

Village of Waterford Board of Trustees: Thomas Roanhouse (Village President), Tom Christensen, Jerry Filut, Don Houston, Ron Kluth, Tamara Pollnow, Jim Schneider

Guests: Officers of the Rochester Volunteer Fire Company: Walter Henning (Fire Chief), Cathy Wagner (Asst. Chief) Officers of the Village of Waterford Fire Department: Rick Mueller (Fire Chief), John Dahms (Asst. Chief)

Announcements regarding the purpose of the meeting and meeting rules by Presiding Officer: Purpose of Meeting: The purpose of this meeting is to discuss cooperation and service issues that have arose between members of the Rochester Volunteer Fire Company and the Village of Waterford Fire Department and to identify possible actions to improve cooperation in the provision of emergency services to both communities.

Meeting Rules: Discussion is limited to issues listed on the agenda. No personal attacks will be tolerated during the discussion. Questions may be asked of those present in the audience for clarification purposes, but Board members will not engage in debate with citizens at any time during the meeting. During Board meetings, the privilege of debate is limited to and between elected representatives only. It is, however, a public meeting, so anyone is welcome to attend and listen to what is being said and to what, if any, decisions are made. Citizens and/or guests must remain silent from individual conversation and/or meeting distractions/disruptions in the audience. Distractions and disruptions include, but are not limited to, clapping of the hands, hissing, or booing. 1. Brief History and Explanation of Village of Rochester’s contractual relationship with the Rochester Volunteer Fire Company: Edward Chart, Village President, and Village of Rochester Board of Trustees 2. Brief History and Explanation of Village of Waterford’s organizational structure as it relates to the Waterford Fire Department: Thomas Roanhouse, Village President, and Village of Waterford Board of Trustees 3. Five minute presentation by Chief Henning and Asst. Chief Wagner: Rochester Volunteer Fire Company a. Brief Statement of Service Goals and Objectives of the Rochester Volunteer Fire Company b. Presentation regarding top two functional issues currently blocking cooperation between the Village of Waterford and Village of Rochester Fire and Rescue Services and two possible strategies to improve the spirit of cooperation between the two entities. 4. Five minute presentation by Chief Mueller and Asst. Chief Dahms: Village of Waterford Fire Department a. Brief Statement of Service Goals and Objectives of the Village of Waterford Fire Department b. Presentation regarding top two functional issues currently blocking cooperation between the Village of Waterford and Village of Rochester Fire and Rescue Services and two possible strategies to improve the spirit of cooperation between the two entities. 5. Round Table Discussion by Village of Rochester and Village of Waterford Boards: a. Discuss ways Village Boards can encourage future cooperation in the provision of emergency medical and fire protection services in both communities b. Determine what steps, if any, to take next. 6. Adjournment.

Betty J. Novy, MMC CMTW WCMC / Clerk‐Treasurer, Village of Rochester Posted: November 25, 2015

It is possible that members and possibly a quorum of members of other governmental bodies of both municipalities may be in attendance at the above stated meeting to gather information; no action will be taken by any governmental body at the above stated meeting other than the governmental body specifically referred to above in this notice.

Please note: Upon reasonable notice, efforts will be made to accommodate the needs of disabled individuals through appropriate aids and services. For additional information, or to request this service, please contact the Rochester Village Hall at 262‐534‐2431

National Volunteer Fire Council 7852 Walker Drive, Suite 375, Greenbelt, MD 20770; 202/887-5700 phone; 202/887-5291 fax www.nv fc.org email: [email protected]

Volunteer Fire Service Fact Sheet

The National Volunteer Fire Council (NVFC) is the leading nonprofit membership association representing the interests of the volunteer fi re, EMS, and rescue services. Organized in 1976, the NVFC serves as the voice of the volunteer fire and emergency services in the national arena and provides invaluable tools, resources, programs, training, and advocacy for first responders across the nation. Each state firefighter's association elects a representative to the NVFC Board of Directors.

We welcome you to browse our web site at www.nvfc.org to learn more about the volunteer fire and emergency services and information regarding membership, training, legislation, and meetings.

This Fact Sheet was produced in order to provide an overall picture of today's volunteer fire and emergency services.

• Volunteers comprise 69% of firefighters in the United States. Of the total estimated 1,140,750 volunteer and paid firefighters across the country, 786,150 are volunteer. 1

• Communities served by volunteer firefighters depend on them to be their first line of defense for many types of emergencies. Volunteer firefighters are summoned to a wide array of emergencies across the country every day including fires, emergency medical incidents, terrorist events, natural disasters, hazardous materials incidents, water rescue emergencies, hi gh-angle and confined space emergencies, and other general public service calls. The public relies on the volunteer emergency services to be their first line of defense in these emergencies. Volunteers spend an enormous amount of time training to prepare for these emergencies.

• The majority of fire departments in the United States are volunteer. Of the total 30,052 fire departments in the country, 19,807 are all volunteer; 5,797 are mostly volunteer; 1,97 1 are mostly career; and 2,477 are all career. 2

1 U.S. Fire Departmenl Profile Through. 2013. National Fire P rotection Association, Quincy, MA. November, 2014. 2 Ibid Page 2 of 8

• The time donated by volunteer firefighters saves localities across the country an estimated $139.8 billion per year?

• The number of volunteer Year Number of Volunteer Year Number of Volunteer firefighters in the United States has Firefighters Firefighters declined by about 12% since 1984.4 1984 897,750 1999 785,250 Major factors contributing to the 1985 839,450 2000 777,350 decline include increased time 1986 808,200 2001 784,700 1987 816,800 2002 8 16,600 demands, more rigorous training 1988 788,250 2003 800,050 requirements, and the proliferation of 1989 770, 100 2004 795,600 two-income fami li es whose members 1990 772,650 2005 823,650 do not have time to volunteer. The two 1991 771,800 2006 823,950 greatest sources of increased time 1992 805,300 2007 825,450 demands are increased volume of 1993 795,400 2008 827,150 emergency call s and increased training 1994 807,900 2009 812,150 1995 838,000 2010 768,150 hours to comply with training 1996 815,500 2011 756,400 standards. 1997 803,350 2012 783,300 1998 804,200 2013 786,150

• While the number of volunteer firefighters is declining, the age of volunteer firefighters is increasing. Departments are finding it difficult to attract younger members due to a range of reasons, including increased demands on people's time, longer commuting distances to and from work, the prevalence of two-income households, and increased training requirements.

Age Profile of Firefighters by Size of Community, 19875 *Mostly volunteer firefighters

Size of % Firefighters %Firefighters %Firefighters % Firefighters Community Under Age 30 Age 30-39 Age 40-49 Age 50 and Up 10,000-24,999 33.0% 33.8% 20.6% 12.6% 5,000-9,999 35.8% 32.4% 19.1 % 12.7% 2,500-4,999 34.6% 32.5% 19 .3% 13.6% Under 2,500 29.7% 33.5% 20.9% 15.9%

Age Profile of Firefighters by Size of Community, 20136 *Mostly volun.teerfirefighters

Size of % Firefighters % Firefighters % Firefighters % Firefighters Community Under Age 30 Age 30-39 Ag_e 40-49 Age 50 and Up 10,000-24,999 27.6% 29.0% 24.6% 18.8% 5,000-9,999 30.8% 26.7% 21.8% 20.6% 2,500-4,999 28.3% 25.6% 22.2% 23.9% Under 2,500 24. 1% 23.8% 2 1.6% 30.5%

3 The Total Cost of Fire in the United States. National Fire Protection Association, Quincy. MA, March 201 4. 4 U.S. Fire Department Profile Through 2013. National Fire Protection Association, Quincy, MA, November, 2014. 5 Survey of Fire Departments for U.S. Fire Experience, National Fi re Protection Association, 1987. 6 U.S. Fire Department Profile Through 2013, National Fin: Protection Association, Quincy, MA, November 2014. Page 3 of 8 • Recruitment and retention of volunteer firefighters are two of the key issues being addressed jointly by the NVFC and the U.S. Fire Administration (USFA). The NVFC and USFA released a report entitled Retention and Recruitment [or the Volunteer Em,errzencv Sen,ices: Challenges and Solutions, which addresses the primary chall enges departments face regarding retention and recruitment and then outlines proven solutions to overcome these obstacles. It is available for free download on the NVFC web site at www.nvfc.org.

The NVFC has also been instrumental in the launch of Fire Corps, a nati onal initiative to recruit community members into local fire and EMS departments to perform non-emergency roles. This allows department members to focus on training and emergency response while at the same time increasing the services and programs the department can offer. Fire Corps is a component of the Department of Homeland Security' s Citizen Corps initiative and is administered on a national level by the NVFC. For more information, visit www.firecorps.org.

In addition, the NVFC administers the 1-800-FIRE-LINE national recruitment campaign in an effort to boost the ranks in the volunteer fire service both operationally and non-operationally. Community members can call the toll-free 1-800-FIRE-LINE number from anywhere in the country to learn about the firefighter, EMS, and Fire Corps opportunities in their community. The campaign also includes resources for fire departments and state fire associations to implement and market the campaign. Learn more at www.J800fireline.org.

In 2014, the NVFC received a SAFER grant from FEMA to implement a nationwide recruitment and retention campaign. Through this new program, the NVFC will develop resources, tools, and customizable outreach materials to assist local departments in recruiting and retaining personnel. Components of this program will launch in mid-2015.

To address the aging of the fire service and foster the next generation of firefighters and EMS personnel, the NVFC launched the National Junior Firefighter Program. Supported by Tyco, Spartan Motors, Inc., and California Casualty, the NVFC National Junior Firefighter Program serves as an umbrella for junior firefighter programs nationwide to promote youth participation within the fire and emergency services community. In addition, youth can use the program to locate a local junior firefighter program, keep track of their hours of service, and find additional resources for junior firefighters. The goal is to get more youth involved in the fire service while they are young, thus fostering a lifelong connection wi th the emergency services where they can continue to serve as volunteer or career firefighters or community supporters of the fire service throughout their adulthood. Learn more at www.nvfc.org/juniors. Page 4 of 8 Retention and Recruitment Challenges: Root Causes 7

Sources Of Challenge Contributing Fadors T ime Demands • th e two-income fami ly and working multi ple jobs • increased training time demands • higher emergency call volume • additional demands within department (fundraising, administrative) Training Requirements • higher train ing standards and new federal requi rements • more time demands • greater public ex pectation or fire department's response capabi lities (broader range of services such as EMS, Haz.mat. techni cal rescue. etc.) • additional training demands to provide broader range of services • recertificution demands Increasing Call Volume • fire department assuming wider response roles (EMS, Hazmat, technical rescue) • increasing emergency medical call volume • increase in nu mber of automatic.: fire alarms

Changes In The ''Nature or • abuse of emergency se rvices by the public The Bus iness" • less of an emphasis on social aspects of vo lunteering Changes In Sociological • transience Conditions (In Urban And • loss of community feeling Suburban Art:as) • less community pride • less of an interest or time for volunteering • two-income fa mily and time demands • "me.. generation Changes In Sociological • employers less wi ll ing to let employees off to run calls Conditions (T n Rural Areas) • time demand • ''me" generation Leadership Problems • poor leadership and lack of coordination • authoritative management styk • fa ilure to manage change Federal Legislation And • Fair Labor Standards Act interpretation Regul atio ns • "2 in, 2 out" rul ing req uiri ng fou r firef"ighters on scene before entering hazardous environment • Environmental Protection Agency (EPA) live-fire burn limitations Increasing Use Of • disagreements among chiefs or other department leaders Combination Dt:parlments • friction between volunteer and career members Higher Cost Of Housing (In • volunteers cannot afford to live in the community they serve Affluent Communiti es) Agi ng Communities • greater number of older people today • lack of economic growth and jobs in some towns Internal Conflict • disagreements among departmental leaders • friction between volunteer and career members

7 Retenrion & Recruillnent for the Volunteer Emergency Serves: Challenges & Solurions. National Volunteer Fire Council and United States Fire Administration (FA-3 10), May 2007. Page 5 of 8

• Fire depar·tment call volumes continue to Total Number of Calls for U.S. Fire increase. Depar tments, 1986·2011 8 Most fire departments across the country have Year Total Year Total experienced a steady increase in cal1s over the past two 1986 11,890,000 2000 20,520,000 decades. This is a major source of the increased time 1987 12,237,500 2001 20,965,500 demands on volunteer fi refighters. The increase in 1988 13,308.000 2002 21,303,500 call s, coupled with the decline in the number of 1989 13,409,500 2003 22,406,000 13,707,500 22,616,500 volunteer firefighters, means that fire departments 1990 2004 1991 14,556,500 2005 23 ,25 1,500 have to do more with less. Most of the increase is 1992 14,684,500 2006 24,470,000 attributed to a sharp increase in the number of 1993 15,318,500 2007 25,334,500 emergency medical calls and false alarms. The number 1994 16, 127,000 2008 25,252,500 of fire calls has actually declined over the period. 1995 16,391,500 2009 26,534,500 1996 17,503,000 2010 28,205,000 1997 17,957,500 2011 30,098,000 1998 18,753,000 2012 31,854,000 1999 19,667,000 2013 31,644,500

• Small and mid-sized communities rely Career and Volunteer Firefighters in the U.S. by heavily on volunteer firefighters. 9 Population Protected, 2013 Small communities (populations under Population Protected Career Volunteer Total I 0,000) across the U.S. are typically l ,000,000 or more 45,050 400 45,450 protected by all volunteer departments. In 500,000 to 999,999 35,500 8,200 43,700 some cases, however, these communities 250,000 to 499,999 26,450 1,500 27,950 have hired a few paid firefighters to assist. 100,000 to 249,999 53,850 1,900 55 ,750 Mid-sized communities (populations 50,000 to 99,999 42,250 7,800 50,050 above 10 ,000) are typically served by 25 ,000 to 49,999 49,700 19,800 69,500 combination volunteer and paid 10 ,000 to 24,999 56,900 75,600 132,500 departments. Large communities 5,000 to 9,999 22,650 101 ,050 123,700 (populati ons over 100 ,000) are most often 2,500 to 4,999 11 ,300 171,950 183,250 protected by combination volunteer and under 2,500 10,950 397,950 408,900 paid departments that consist of primaril y paid staff. There are few strictly paid fire 354,600 786,150 1,140,750 departments in the U.S., but those that exist are primarily found in very urban areas.

8 Fire Loss in the United States 2013, National Fire Protection Association, Quincy, MA, September 2014 . 9 U.S. Fire Departmenr Profile Through 2013. Natio nal Fire Protection Association, Quincy, MA, Nowmber, 2014. Page 6 of 8 • 47 of the 106 firefighters who died in the line of duty in 2013 were volunteers.10 The leading cause of death for on-duty firefighters was stress/overexertion, resulting in 37 deaths. Of these, 36 were caused by heart attack. The second leading cause of death was becoming caught or trapped, claiming 29 firefighters. Nine firefi ghters died as the result of vehicle crashes.

The NVFC has embarked on an aggressive campaign to reverse the trend of firefighter deaths by heart attack. The NVFC Heart-Healthy Firefighter Program is the nation's only heart attack awareness campaign targeted at all fire and emergency medical personnel , both volunteer and career. Visit the program's web site at www.healthy-firefighter.org.

The NVFC focuses on a variety of safety and health issues through the B.E.S.T. Priorities for Firefighter Health and Safety, which include best practices for Behavior, Equipment, Standards and Codes, and Training. View information and resources at www.nvfc.org/health safety.

The NVFC also partners with the International Association of Fire Chiefs to sponsor International Fire/EMS Safety and Health Week each June. Learn more at www .safetyandheal thweek.org.

• Volunteer firefighters and emergency medical technicians across the country meet national and/or state training standards. Each state adopts its own training requirements that apply to volunteer firefighters. Many states require that volunteers meet the National Fire Protection Association's Standard 1001: Firefighter Professional Qualifications. This establishes a very rigorous course of classroom and practical evolutions for basic training. This same standard is commonly used to train paid firefighters. The NVFC recommends all volunteer fire departments set a goal that personnel attain, at a minimum, a level of training that meets or exceeds NFPA 1001 or an equivalent state standard in order to engage in fire suppression. Likewise, volunteer emergency medical responders are trained to the national training criteria established by the U.S. Department of Transportati on and other standards setting bodies.

• Volunteers invest a large amount of time serving their communities. There is no national average of the amount of time a volunteer firefighter gives to his or her community. Volunteering in the fire and EMS service, however, is one of the most demanding volunteer activities today. Time commitments include operational responses (often at a moment's notice), training, fundraising, vehicle and station maintenance, and various administrative duties.

• The cost to train and equip a firefighter is approximately $27,095. Below are average expenses associated with firefighting:*

Helmet: $ 300 Gloves: $ 95 Coat: $ 1,200 SCBA: $6,300 Pants: $ 875 Radio: $3,700 Boots: $ 300 Thermal Imager: $1,200 Hood: $ 40 Training: $7,800

1°Fir efighter Fatalities in the United States in 2013, U.S. Fire Administration, Emmilsburg, MD, November 2014. Page 7 of 8 *Product costs vary depending on a variety of factors, and these are just estimates. Training costs vary considerably from state to state and jurisdiction to jurisdiction, depending on what level and types of training are required. Page 8 of 8 • Firefighting and emergency medical equipment is very expensive. The cost of firefighting equipment is listed below. Equipment can range in cost depending on features and specifications.

Fire pumper: $150,000 - $400,000 Ladder truck: $400,000 - $750,000 Ambulance: $80,000 - $150,000 Advanced life support medical equipment: $10,000- $30,000

• The U.S. has one of the higher fire death rates in the industrialized world, with 11 deaths per million population in 2011. However, its standing has greatly improved over the last two decades, and the fire death rate in the U.S. has declined by 21 percent from 2001 to 2010.u In 2012:

• Every 25 seconds, a fire department responds to a fire somewhere in the nation.

• 3,240 civilians lost their lives as the result of fire.

• 85 percent of all civilian fire deaths occurred in residences.

• There were 15,925 civilian fire injuries reported.

• There were an estimated 1.24 million fires.

• Direct property loss due to fires was estimated at $11 .5 billion-' 2

11 Fire Loss in the United States (2000-201 1). U.S. Fire Administration. Accessed Jan uary 6, 2015. htt p://www. usfa. fe ma.gov/statistics/est i mates/trend overall.shtm 12 Fire Loss in the United States During 2073. Nati onal Fire Protection Associatio n, Quincy, MA, September 2014. 11/25/2015 Volunleer-Fire-Service-lnfographic.png ( 1600x 3332)

THE VOLUNTEER fiRE SERVICE IN THE UNITED STATES f'l'-~ --· -~-- -- . t Y oJu~_te e ~s comp~~ 30,052 TOTALf iredepartme nts

. ' . of firefighters in the Un itedStates 19,807 . all volunteer 5797 mosly volunteer

t1 . ,. ~- fJl ~j,!,.;} :. .. l 1 Retention &Recruitment Challenges 2> all career ;T ime Demands Fd ll . . &R • >TrainingR equirements e era. egis1 atlo n ~gu 1~! I ons !Changes in the' Na ture of the B u siness ·l ~ creasmg use of C~mb!nat1on Department~. , :Changes in SociologicalC onditions H1~her Cost o ~ ~~usmg 1n Affluent Communities ~ l ead ership Problems Agmg Commu~ltles

!lnm>Sing.:;ll ::'~ ~~~:~;~::·"~,.;~~·~ 31 , 644~500 callsin2013 0 .;:: 22,406,000 u\;Y ------=;;-:. callsin2003

FaJlJls u0 .JTUJI1lll.p § Major causes of voluntee r firefighter injuries include: :8 Jlip s Trips ~,~- · ~ /~,.·:-<".~-. r ·~-<' J, ~ ;p I ~ . ~- 44% t The leading cause of these \. ne.ath~ was aheart attack. of the firefighters who died in theline of duty in ,, . 34°1 . 2013 were volunteers. ~" - ;_o -~

NATIONAl FIRE PROTECTION ASSOCIATION TI1e leading information and knowledge resource on fire. electrical and relat ed hazards NrnFPA

htlp://www.nvfc.org/files/documentsNolunteer-Fire-Service-lnfographic.png 1/1

Incident Command System (ICS): What is an Incident Command System? Page I of3

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Horne Abuut rcs;uc Plonning/P rcp~rali on Safety Aspects 1mp!ernentat1on f,clcillional Inforrnotion

What is an Incident Command System?

res is a standardized on-scene incident management concept designed specifically to allow responders to adopt an integrated organizational structure equal to the complexity and demands of any single incident or multiple incidents without being hindered by jurisdictional boundaries.

In the early 1970s, res was developed to manage rapidly moving wildfires and to address the following problems:

• Too many people reporting to one supervisor; • Different emergency response organizational structures; • Lack of reliable incident information; • Inadequate and incompatible communications; • Lack of structure for coordinated planning among agencies; • Unclear lines of authority; • Terminology differences among agencies; and Unclear or unspecified incident objectives.

In 1980, federal officials transitioned res into a national program called the National Interagency Incident Management System (NIIMS), which became the basis of a response management system for all federal agencies with wildfire management responsibilities. Since then, many federal agencies have endorsed the use of res, and several have mandated its use.

An res enables integrated communication and planning by establishing a manageable span of control. An res divides an emergency response into five manageable functions essential for emergency response operations: Command, Operations, Planning, Logistics, and Finance and Administration. Figure 1 shows a typical res structure.

I ~L,-C~O~M=M'f'A=N~D=S=T=A=F=F.l I ! I l______j

Fin;. nee and Adnuuistrat•on

Figure 1 ·Incident Command System Structure

The following is a list of the duties generall y associated with each ICS function:

• Incident Commander/Unified Command

• Command Staff • Information Officer • Liaison Officer • Safety Officer

• General Staff • Operations • Plannina • logistics • Finance and Administrative

• Related Information: • National Response System Concept of Response • I CS Organization Guide

https://www.osha.gov/SLTC/e tools/ics/what_ is _ics.htrnl 11 /25/2015 Incident Command System (ICS): What is an Incident Command System? Page 2 of3

I nci den tCommander /Unified Cornmand

The Incident Comma nder (!C) or the Un if ied Command (UC) is responsible for all aspects of the response, including developing incident objectives and managing all incident operations.

The IC is faced with many responsibilities when he/ she arrives on scene. Unless specifically assigned to another member of the Command or General Staffs, these responsibilities remain with the !C. Some of the more complex responsibilities include:

• Establish immediate priorities especially the safety of responders, other emergency workers, bystanders, and people involved in the incident.

• Stabilize the incident by ensuring life safety and managing resources efficiently and cost effectively.

• Determine incident objectives and strategy to achieve the objectives.

• Establish and monitor incident organization.

• Approve the implementation of the written or oral incident Action Plan.

• Ensure adequate health and safety measures are in place.

Command Staff

The Command Staff is responsible for public affairs, health and safety, and liaison activities within the incident command structure. The IC/UC remains responsible for these ~-.~~.... . -~ activities or may assign individuals to carry out these responsibilities and report directly to the I C/UC.

• The I nform ation Officer' s role is to develop and release information about the incident to the news media, incident personnel, and other appropriate agencies and organizations.

• The Li a ison Officer's role is to serve as the point of contact for assisting and coordinating activities between the IC/UC and various agencies and groups. This may include Congressional personnel, local government officials, and criminal investiqating organizations and investigators arriving on the scene.

• The Safety Officer's role is to develop and recommend measures to the IC/ UC for assuring personnel health and safety and to assess and/or anticipate hazardous and unsafe situations. The Safety Officer also develops the Site Safety Plan, reviews the Incident Action Plan for safety implications, and provides timely, complete, specific, and accurate assessment of hazards and required controls.

General Staff

The General Staff includes Operations, Planning, Logistics, and Finance/Administrative responsibilities. These responsibilities remain with the IC until they are assigned to another individual. When the Operations, Planning, Logistics or Finance/Administrative responsibilities are established as separate functions under the I C, they are managed by a section chief and can be supported by other functional units.

• The Operations Staff is responsible for all operations directly applicable to the primary mission of the response.

• The Planning Staff is responsible for collecting, evaluating, and disseminating the tactical information related to the incident, and for preparing and documenting Incident Action Plans (l AP's).

• The Logi stics Staff is responsible for providing facilities, services, and materials for the incident response.

• The Fina nce and Admin istrative Staff is responsible for all financial, administrative, and cost analysis aspects of the incident.

The following is a list of Command Staff and General Staff responsibilities that either the IC or UC of any response should perform or assign to appropriate members of the Command or General Staffs:

• Provide response direction; • Coordinate effective communication; • Coordinate resources; • Establish incident priorities;

hllps://www.osha.gov/SLTC/etoo ls/ics/what_is_ics. html 11 /25/2015 Incident Command System (ICS): What is an Incident Command System? Page 3 of3

• Develop mutually agreed-upon incident objectives and approve response strategies; • Assign objectives to the response structure; • Review and approve lAP's; • Ensure integration of response organizations into the I CS/UC; • Establish protocols; • Ensure worker and public health and safety; and • Inform the media.

The modular organization of the ICS allows responders to scale their efforts and apply the parts of the ICS structure that best meet the demands of the inddent. 1-·-' 1!li,J.,,· • .., In other words, there are no hard and fast rules for when or how to expand the _ I CS organization. Many incidents will never require the activation of Planning, Logistics, or Finance/Administration Sections, while others will require some or 0 all of them to be established. A major advantage of the ICS organization is the , : '· ability to fill only those parts of the organization that are required. For some I{ :· ( ~- ...:_ ':.:_ ,.' incidents, and in some applications, only a few of the organization's functional elements may be required. However, if there is a need to expand the . '·' · organization, additional positions exist within the ICS framework to meet '--:..._' .. _ .., _;;.~,,_.._ ,,,_,,._,· _ __,virtually any need.

For example, in responses involving responders from a single jurisdiction, the ICS establishes an organization for comprehensive response management. However, when an incident involves more than one agency or jurisdiction, responders can expand the ICS framework to address a multi-jurisdictional incident.

The roles of the ICS participants will also vary depending on the inddent and may even vary during the same incident. Staffing considerations are based on the needs of the incident. The number of personnel and the organization structure are dependent on the size and complexity of the incident. There is no absolute standard to follow. However, large-scale inddents will usually require that each component, or section, is set up separately with different staff members managing each section. A basic operating guideline is that the I ncident Commander is responsible for all activities until command authority is transferred to another person.

Another key aspect of an ICS that warrants mention is the development of an l AP. A planning cycle is typically established by the Incident Commander and Planning Section Chief, and an lAP is then developed by the Planning Section for the next operational period (usually 12· or 24 -h ours in length) and submitted to the Incident Commander for approval. Creation of a planning cycle and development of an lAP for a particu lar operational period help focus available resources on the highest priorities/incident objectives. The planning cycle, if properly practiced, brings together everyone's input and identifies critical shortfalls that need to be addressed to carry out the Incident Commander's objectives for that period.

For problems with accessibility in using figures and Illustrations, please contact the Directorate or Technical Support and Emergency Management at (202) 693·2300.

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NIMS ICS-300 TRAINING: WHO M UST T AKE IT, W HAT IT COVERS

All Mid-level Management Federal/State/Local/Tribal/Private Sector & Nongovernmental personnel to include should take ICS-300, including: Persons serving as command staff, section chiefs, strike team leaders, task force leaders, unit leaders, division/group supervisors, branch directors, and multi-agency coordination system/emergency operations center staff.* Approved ICS-300 level training may be developed and conducted by Federal, State, Local and Tribal agencies as well as private training vendors. However, it must include the content and objectives stated in the NIMS National Standard Curriculum Training Development Guidance dated March, 2007. Training developed and conducted by Federal, State and Tribal entities as well as private training vendors at the ICS-300 level must include at a minimum, the following topical areas (Specific objectives for ICS-300 tra ining are listed in the National Standard Curriculum Train ing Development Guidance, March 2007): * ICS Staffing and organization to include: reporti ng and working relationships and information flow. * Transfer of Command * Unified Command functions in a multi-jurisdictional or multi-agency incident ICS forms * Resource Management * Interagency mission planning and procurement

ICS-300 and 400 course materials are State-administered programs and are coded as G-300 and G400. For additional information on these courses please contact your state emergency management agency.

• All Federal, State and local emergency personnel need to decide who within their organizations should take this training.

###

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NIMS ICS-400 TRAINING IN FY 2007: WHO MUST TAKE IT, WHAT IT COV ERS

COMMAND AND GENERAL STAFF

All Federal/State/Local/Tribal/Private Sector & Nongovernmental personnel should take ICS-400, including: Persons who will serve as command or general staff in an ICS organization, select department heads with multi-agency coordination system responsibilities, area commanders, emergency managers, and multi­ agency coordination system/emergency operations center managers.* Approved ICS-400 level training may be developed and conducted by Federal, State, Local and Tribal agencies as well as private training vendors. However, it must include the content and objectives stated in the NIMS National Standard Curriculum Training Development Guidance dated March, 2007. Training developed and conducted by State and Tribal entities as well as private training vendors at the ICS- 400 level must include at a minimum, the following topica l areas (Specific objectives for ICS-300 training are listed in the National Standard Curriculum Training Development Guidance, Ma rch 2007): • Command and General Staff • Deputies and assistants • Unified command • Organizational relationships between Area Command, Unified Command, Multi Entity Coordination Systems, and Emergency Operations centers (EOCs) ICS-300 and 400 course materials are State-administered programs and are coded as G300-lntermediate ICS- Expanding Incidents and G400-Advanced ICS, Command and General Staff- Complex Incidents. For additional information on these courses, please contact your state emergency management agency.

*All Federal, State and local emergency personnel need to decide who within their organizations should take this training.

###

Page 1 of 1 www.fema .govlemergency/nims N I M S-1 nteg ration-Center@d hs.gov ICS

E:J Incident Command System (ICS)

ICS was developed in the 1970s following a series of catastrophic fires in California's urban interface. Property da mage ran into the millions, and many people died or were injured. The personnel assigned to determine the causes of these outcomes studied the case histories and discovered that response problems could rarely be attributed to lack of resources or failure of tactics. Surprisingly, studies found that response problems were far more likely to result from inadequate management than from any other single reason.

Th e Incident Command System:

• Is a standardized management tool for meeting the demands of small or large emergency or nonemergency situations.

• Represents "best practices" and has become the standard for emergency management across the country.

• May be used for planned events, natural disasters, and acts of terrorism .

• Is a key feature of the National Incident Management Syste m (N IMS) .

The ICS is a management system designed to enable effective and efficient domestic inciden t management by integrating a combination of facilities, eq uipment, personnel, procedures, and communications operati ng within a common organizational structure, designed to enable effective and efficient domestic incident management. A basic premise of ICS is that it is widely applicable. It is used to organize both near-term and long-term field-level operations for a broad spectrum of emergencies, from small to complex inci dents, both natural and manmade. ICS is used by all levels of government-Federal, State, local, and tribal-as well as by many private-sector and nongovernmental organizations. ICS is also applicable across disciplines. It is normally structured to facilitate activities in five major functional areas: command, operations, planning, logistics, and finance and administration.

May 2008 Incident Command System Training Page 1 ICS

[[] Incident Complexity

"Incident complexity" is the combination of involved factors that affect the probability of control of an incident. Many factors determine th e complexity of an incident. including, but not limited to, area involved, threat to life and property, political sensitivity, organization al complexity, ju risdictional boundaries, values at risk, weather, strategy and tactics, and agency policy.

Incident complexity is considered when making incident management level, staffing, and safety decisions.

Various analysis tools have been developed to assist considera tion of important factors involved in incident complexity. Li sted below are the factors that may be considered in analyzing incident complexity:

• Impacts to life, property, and the economy • Community and responder safety • Potential hazardous materials • Weather and other environmental influences • Likelihood of cascading events • Potential crime scene (including terrorism) • Political sensitivity, external influences, and media relations • Area involved, jurisdictional boundaries • Availability of re sources

May 2008 Incident Command System Training Page 2 ICS

ICS Review Materials: ICS History and Features

EJ ICS Features

The 14 essentiaiiCS features are listed below:

Standardization:

• Common Terminology: Using common terminology helps to define organizational functions, in cident facilities, resource descriptions, and position titles.

Command:

• Establishment and Transfer of Command: The command function must be clearly established from the beginning of an incident. When command is transferred, the process mu st include a briefing that captures all essentia l information for continuing safe and effective operations.

• Chain of Command and Unity of Command: Chain of command refers to the orderly line of authority within the ranks of the incident management organization. Un ity of command means that every individual has a designated supervisor to whom he or she reports at the scene of the incident. These principles clarify reporting relationships and eliminate the confusion caused by multiple, conflicting directives. In cident managers at all levels must be able to control the actions of all personnel under their supervision.

• Unified Command: In incidents involving multiple jurisdictions, a single jurisdiction with multiagency involvement, or multiple jurisdictions with multiagency involvement, Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability.

Planning/Organizational Structure:

• Management by Objectives: Includes establishing overarching objectives; developing strategies based on incident objectives; developing and issuing assignments, plans, procedures, and protocols; establi sh ing specific, measurable objectives for various incident management functional activities and directing efforts to attain them, in support of defined strategies; and documenting results to measure performance and facilitate corrective action.

• Modular Organization: The Incident Command organizational structure develops in a modular fashion that is ba sed on the size and complexity of the incident, as well as the specifics of the hazard environment created by the incident.

• Incident Action Planning: Incident Action Plans (lAPs) provide a coherent means of communicating the overall incident objectives in th e context of both operational and support activities.

• Manageable Span of Control: Span of control is key to effective and efficient incident management. Within ICS, the span of control of any individual with incident management supervisory responsibil ity should range from three to seven subordinates. May 2008 Incident Command System Training Page 3 ICS

ICS Review Materials: ICS History and Features rn ICS Features (Continued)

Facilities and Resources:

• Incident Locations and Facilities: Various types of operational support facilities are estab li shed in the vicin ity of an incident to accomplish a variety of pu rposes. Typical designated facilities in clude Incident Command Posts, Bases, Camps, Staging Areas, Mass Casualty Triage Areas, and others as required.

• Comprehensive Resource Management: Ma intain ing an accurate and up-to-date picture of resource utilization is a critica l component of incident management. Resources are defined as personnel, teams, equipment, supplies, and facilities available or potentially available for assignment or allocation in support of incident management and emergency response activities.

Communications/Information Management

• Integrated Communications: Incident communications are facilitated through the development and use of a common communications plan and interoperable communications processes and architectures.

• Information and Intelligence Management: The incident management organization must establish a process for gathering, analyzing, sharing, and managing incident-related information and intelligence.

Professionalism:

• Accountability: Effective accountability at all jurisdictional levels and within individual functional areas during incident operations is essential. To that end, the following principles must be adhered to:

• Check-In: All responders, regardless of agency affiliation, must report in to receive an assignment in accordance with the procedures established by the Incident Commander. • Incident Action Plan: Response operations must be directed and coordinated as outlined in the lAP. • Unity of Command: Each individual involved in incident operations will be assigned to only one supervisor. • Personal Responsibility: All responders are expected to use good judgment and be accountable for their actions. • Span of Control: Supervisors must be able to adequately supervise and control their subordinates, as well as communicate with and manage all resources under their supervision. • Resource Tracking: Supervisors must record and report resource status changes as they occur.

• Dispatch/Deployment: Personnel and equipment should respond only when requested or when dispatched by an appropriate authority.

May 2008 Incident Command System Training Page 4 ICS rn Transfer of Command

The process of moving the responsibility for incident command from one Incident Commander to another is ca lled "transfer of command." It shou ld be recognized that transition of command on an expanding incident is to be expected. It does not reflect on the competency of th e current Incident Commander.

There are five important steps in effectively assuming command of an incident in progress.

Step 1: The incoming Incid en t Commander should, if at all possible, personally perform an assessment of the incident situation with the existing Incident Commander.

Step 2: The incoming Incident Commander must be adequately briefed.

This briefing must be by the current Incident Commander, and take place face-to-face if possible. The briefing must cover the following:

• Incident history (what has happened) • Priorities and objectives • Current plan • Resource assignments • Incident orga nization • Resources ordered/needed • Faci lities established • Status of communica ti ons • Any constraints or limitations • Incident potential • Delegation of Authority

The ICS Form 201 is especially designed to assist in incident briefi ngs. It should be used whenever possible because it provides a written record of the incident as of the time prepared. The ICS Form 201 contains:

• Incident objectives. • A place for a sketch map. • Summary of current actions. • Organizational framework. • Resources summary.

Step 3: After the incident briefing, the incoming Incident Commander should determi ne an appropriate time for transfer of command.

Step 4: At the appropriate time, notice of a change in incident comma nd should be made to:

• Agency headquarters (through dispatch) . • General Staff members (if designated). • Command Staff members (if designated) . • All incident personnel.

Step 5: The incoming Inciden t Commander may give th e previous Incident Commander another assign ment on the incident. There are several advantages of this:

• The initi al Incident Commander retains first-hand knowledge at the incident site . • This strategy allows the initial Incident Commander to observe th e progress of the incident and to gain experience.

May 2008 Incident ~ommand System Training Page 5 ICS

D Modular Organization

Sta nda rdization of the ICS organizati onal cha rt and associated terms does not limit the flexibility of the system. (See the chart on the next page .)

A key principle of ICS is its flexibility. The ICS organization may be expanded easily from a very small size for routine operations to a larger organization capable of handli ng catastrophic events.

Flexibility does not mean that the ICS feature of common terminology is superseded. Note that flexibility is allowed within the standard ICS organizational structure and position titles.

II] Position Titles

At each level within the ICS organization, individuals with primary responsibility positions have disti nct titles. Titles provide a common standard for all users. For example, if one agency uses the title Branch Chief, another Branch Manager, etc ., this lack of consistency can cause confusion at th e incident.

The use of distinct titles for ICS positions allows for filling ICS positions with the most qua lified individuals rather than by seniority. Standardized position titles are usefu l when requesting qualified personnel. For example, in deploying personnel, it is important to know if the posi tions needed are Unit Leaders, clerks, etc.

Li sted below are the standard ICS titles:

Organizational Level Title Support Position Incident Command Incident Commander Deputy Command Staff Officer Assistant General Staff (Section) Chief Deputy Branch Director Deputy Division/Group Supervisor N/A Unit Leader Manager Strike Team/Task Force Leader Single Resource Boss

May 2008 In cident Command System Training Page 6 ICS r::J ICS Organization

Incide nt Commander

Public Information 0 fficer

Safety 0 fficer

Operations Section Planning Section

Strike Team

Task Force

Single Resou rce

• Command Staff: The Command Staff consists of the Public Information Officer, Safety Officer, and Liaison Officer. They report directl y to the Incident Commander.

• Section: The organization level having functional responsibility for primary segments of incident management (Operations, Pl anning, Logistics, Finance/Administration). The Section level is organizationally between Branch and Incident Commander.

• Branch: That organizational level having functional, geographical, or jurisdictional responsibility for major parts of the incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified by th e use of Roman Numerals, by function, or by jurisdicti onal name.

• Division: That organizational level having responsibility for operations within a defined geographic area. The Division level is organizationally between the Strike Team and the Branch.

• Group: Groups are established to divide the incident into functional areas of operati on. Groups are located between Branches (when activated) and Resources in the Operations Section.

• Unit: That organization element having functional responsibility for a specific incident planning, logistics, or finance/administration activity.

• Task Force: A group of resources with common communications and a leader that may be pre­ established and sent to an incident, or formed at an incident.

• Strike Team: Specified combinations of the same kind and type of resources, with common communications and a leader.

• Single Resource: An individual piece of equipment and its personnel complement, or an established crew or team of individuals with an identified work supervisor that can be used on an incident.

May 2008 Incident Command System Training Page 7 ICS

D Overall Organizational Functions

ICS was designed by identifying the primary activities or functions necessary to effectively respond to incidents. Analyses of incident reports and review of military organizations were all used in ICS development. These analyses identified the primary needs of incidents.

As incidents became more complex, difficult, and expensive, the need for an organizational manager became more evident. Thus in ICS, and especially in larger incidents, the Incident Commander manages the organization and not the incident.

In addition to the Command function, other desired functions and activities were:

• To delegate authority and to provide a separate organizational level within the ICS structure with sole responsibility for the tactical direction and control of resources. • To provide logistical support to the incident organ ization . • To provide planning services for both current and future activities . • To provide cost assessment, time recording, and procureme nt control necessary to support the incident and the managing of claims. • To promptly and effectively interact with the media, and provide informational services for the incident, involved agencies, and th e public. • To provide a safe operating environment wi thin all parts of the incident organization . • To ensure that assisting and cooperating agencies' needs are met, and to see that they are used in an effective manner.

Incident Commander

The Incident Commander is technically not a part of either the General or Command Staff. Tile Incident Commander is responsible for overall incident management, including:

• Ensuring clear authority and knowledge of agency policy . • Ensuring incident safety . • Establishi ng an Incident Command Post. • Obtaining a bri efi ng from the prior Incident Commander and/or assessing the situation . • Establishing immediate priorities . • Determining incident objectives and strategy(ies) to be followed . • Establishing the level of organization needed, and continuously monitoring the operation and effectiveness of that organization. • Managing planning meetings as required . • Approving and implementing the Incident Action Plan . • Coordinating th e activities of the Command and General Staff. • Approving requests for additional resources or for the release of resources . • Approving the use of participants, volunteers, and auxiliary personnel. • Authorizing the release of information to the news media . • Ordering demobilization of the incident when appropriate . • Ensuring incident after-action reports are complete . • Authorizing information rel ease to the med ia .

May 200 8 Incident Command System Training Page 8 f.-'- / Incident Commander

Public Information ,_. Liaison - Officer - Officer

Safety f- Intelligence Officer Officer I I I /l ;}fl ~_ J_ v \ I)Jfi Finance/ Admin. Operations Section Planning Section Logistics Section Section I

c::_ I I Resources Demo b. Service Support Time Compensation Unit Unit Branch ~ Branch Unit Claims Unit Branches Air Ops Branch I I Situation Doc_ Procurement Cost Unit Unit Commun. Supply Unit Unit Unit Unit Divisions Groups ---- Medical Facilities Unit Unit ~ Strike Team j Ground Food Suppo rt Task Force Unit Unit w Single Resource I

f lrdarcd I 1-1 U-00. MS Different Types of ICS Structures

Incident Command (Single Incident Commander)

Incident Commander

I I I I Operations Planning Logistics Finance/Admin Section Chief Section Chief Section Chief Section Chief

Unified Command (Several Incident Commanders) Unified Commanders (UC) ~ I I I I Operations Planning Logistics Finance/Admin Section Chief Section Chief Section Chief Section Chief

Incident Complex (Severa l Branches for Different Incidents under IC or UC)

Incident Commander or UC

I I I I Operations Planning Logistics Finance/Admin Section Chief Section Chief Section Chief Section Chief ~ ~ ~ ~ Branch l Branch II Branch Ill (Incident #1) (Incident #2) (Incident #3)

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E1nergency J\1an.agen1er1t Institute

I I 0 m ~ () FEI\1A :I: -l :r: This Certificate of Achievement is to acknowledge that iii (/) c-l JACK A. BIERM:A!-.11~ Ill

has reaffrrmed a dedication to serve in times of crisis through continued professional development and completion of .this course: IS-00100 Introduction to the Incident Command System, (ICS 100) Issued this 12th Day ofSeptember, 20(}6

Acting Superinlelident 0.3 CEU Emergency :Ha:wgenu;u! lns!iLute FEMA Fo:m 16-31,. Octrou 05

Emergency Management Institute

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has reaffirmed a dedication to serve in times of crisis through continued professional development and completion of this course:

IS-00200 ICS for Single Resources and Initial Action Incidents Issued this 14th Day ofSeptember, 2006

Acting Superintendent 0.3 CEU Emergency Management Institute FEMA form 16--.31, OctCib(r 05 Er11erger1cy ~1anagemer1t It1stitute /

0 m );! {) FEI\1A J: -i J: This Certificate of Achievement is to aclmowledge that Ui (f) c-i .JACK A. BIEPJd;LNN ID

has reaffirmed a dedication to serve in times of crisis through continued professional development and completion of this course: IS-00700 Nati0nal Incident :Management System (Nil\fS) an J.ntroductio!l L~sued this I 2th Day afSe ptember, 2006

0.3 CEU

Emergency Management Institute

0 m -i l> {) FEMA J: -i :I: This Certificate of Achievement is to acknowledge that Ui (f) -i c JACK A. BIERMANN ID

has r eaffirmed a dedication to serve in times of crisis through continued professional development and completion of this course: IS-00800.A National Response Plan (NRP), an Introduction

Issued this 14th Day ofS eptember, 2006

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NIMS/ICS 400 - ··14 'HOURS

AWARDED THIS TH · DAY OF APRIL 20 09

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IS-OOlOO.a Introduction to the Incident Command System (ICS 100)

Issued this 17th Day (~/'February, 2009

Cortez ~renee , PhD Superintendent 0.3 CEU Emergency Management Institute 1Emergen.cy Management Institute

1FElViA This Certificate of Achievement is to acknowledge that

WALTER G HENNING has reaffirmed a dedication to serve in times of crisis through continued professional development and completion of the independent study course:

IS-00200.a ICS for Single Resources and Initial Action Incidents

Issued this 19th Day ofFebruary, 2009

Superintendent 0.3 CEU Emergency Management Institute Emergency Management Institute

This Certificate of Achieve1nent is to acknowledge that

WALTER G HENNING has reaffirmed a dedication to serve in times of crisis through continued professional develop1nent and co1npletion of the independent study course:

IS-00700.a National Incident Management System (NIMS) An Introduction

Issued this 25th Day ofFebruary, 2009

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IS-00800.B National Response Framework, An Introduction

Issued this 22nd Day ofFebruary, 2009

Superi ntendent 0.3 CEU Em ergency Management institute Emergency Management Institute

lFJEl\IJIA This Certificate of Achieven1ent is to acknowledge that co_~~'-' L__)~ has reaffirmed a dedication to serve in ti1nes of crisis through continued professional development and completion of the independent study course:

(ICS 100) Issued this 15th Day of December, 2006

Cortez ~ rene e, PhD Superintendent \ 0.3 CEU Emergency Management Institute Emergency Management Institute

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IS-00200.b ICS for Single l{esources and

Initial Action Incident, ICS-200 ~- /. . C: _. u)~d'J~ -t~if/IU/~ Issued this 31st Day ofJanuary, 2011 Vih£sc~~f~{· Milmoe . IC{t~Tft";'i1ff1]1"">)1 Superintendent (Acting)

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IS-00700 National Incident Management System (NIMS), An Introduction

Issued this 16th Day ofSeptember, 2007

Cortez ~~ renee, PhD Superintendent 0.3 CEU Emergency Management Institute Emergency 14 ranagement Institute

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fA\IL I~ This Certificate of Achieven1ent is to acknowledge that

CATI-IY R WAGNER has reaffinned a dedication to serve in tin1es of crisis through continued professional developn1ent and co1npletion of the independent study course:

IS-00800.b National Response Framework, An Introduction -n-· 1!/ · ~ . ~~#~/if#Mk~ Issued this 31st Day ofJa nuary, 2011 Vitrilit' Schif'}P'o Milmoe ··lt::.'foD~AllTf;J"'' Superintendent (Acting) I /\ r:::;:, 1.1\~ ET Emergency Management Institute 0.3 lACET CEU rmae:~

W£niniccinds:a - ·-&si-r ,;n ~ Box Card Design

Revised March 8, 2007

MABAS Wisconsin Website - www.mabaswisconsin.org - 03/14/07 Table of Contents

Section

Section 1 - Overview 2

Section 2- The Planning Process 2 Resource typing Inventory internal resources Share resource lists with division members Determ ine incident needs Determine response times and distance Agree upon format Inventory pages

Section 3- Box Alarm Card Definitions 7

Section 4- MABAS Recommended Practices #3 9

Section 5- Box Alarm Card Numbering System 14

Section 6- Interdivisional Box Alarm Card 16

Appendix A Box Card Templates and Examples 17

MABAS Wisconsin Website- www.m abaswisconsin.org- 03/14/07 Section 1 : Overview

Development of Box Cards is the key to the success of any MABAS division. The Box Card represents the basis for all response and can be the primary tool used to train and orient individuals to the MABAS concept.

Section 2: The Planning Process Unit TYPing Unit typing will play an important role in box card development. Common terminology must be agreed upon as the inventories are compiled. For example, in some communities an ambulance is ca ll ed a rescue squad, a truck is called a ladder and so on. Common vehicle typing must be used and it is recommended that communities use the NIMS typing system to ensure continuity. NIMS 2007 compliance will require communities to recognize the unit typing designated by NIMS. For more information on resource typing, check out NIMS Online at: http://www.nimsonline.com/resource typing/ Additional information on resource designation can be found in the General Operating Procedures document adopted by MABAS-Wisconsin and in the definitions section of the document.

As with rescue squads, "Quints" are a common source of debate when designing run ca rds. It is recommended that if a quint has the necessary equipment required for engine work (per NFPA 1901 ), the unit should be considered an engine. Likewise, if the quint has primarily truck equipment (per NFPA 190 1) it should be considered a truck.

Inventory Internal Resources Before a division can begin the process of developing Box Cards, an inventory of internal resources must be done by each community. It is important to take into account staffing as well as the equipment itself. For example, a community may have a truck and several engines, however the daily staffing of that community may not all ow for both units to be sent on an incident. The division must take the time to have each department involved develop an inventory of equipment and the maximum number of units that community can send to a specific incident at stressed or thin times. A general rule of 80-20 should be considered- this rule allows for only 20% of a communities resources may be offered as mutual aid resources leaving 80% at home to protect their community. A resource inventory forms are available at the end of this section to assist in typing and categorizing local resources. A copy of the MABAS Resource Inventory form must be sent to the MABAS-Wisconsin Secretary-Treasurer.

MABAS Wisconsin Website - www. mabaswisconsin.org- 03/14/07 Share Resource lnventorv Lists With Division Members Once each community has developed their resource inventory li st, these lists mu st be made avail able to each member of the division. This allows communities to id entify resources that are otherwise unknown to division members. It also indicates capabilities of the co mmunities. Th e goal is to build realistic box cards based on true division member capabilities .

Determine Incident Needs Box alarm cards must be developed based on community risk assessments. For example, a community with very close buildings and multiple exposures wi ll have to address box cards differently than a community with large setbacks. Also take into co nsideration target hazards and any other special needs. Many communities already have this information available in pre-fire plans, contingency plans, and regional planning documents.

Determine Response Times and Distance When setting up box cards give consideration to response times and routs of responding units. The idea is to draw a some from multiple communities instead of a great amount from a few. Response times must be considered to ensure there is not a major gap in available units.

Agree Upon A Format It is recommend ed that the division agree upon one format or program for the cards to be developed in. Some divisions use "Word " as the primary program for developing cards. Word provides and easy table work sheet and is probably the most common program for people to use. However, "Excel" has advantages in that the entire division can be saved in one file with each page of the book representin g a different ca rd number for each community. As of January 1,2008, all box ca rd s will be in the Excel format for ease of entry into E-sponder.

The division members must agree upon a com mon numberin g system. A standard card numbering system can provide a wealth of information to outside agencies. Several Wisconsin divisions developed the numbering system found in section six. The uniform numbering system provides three basic pi eces of information: the municipality identifier, th e box area, and the type of incid ent. A sa mple numbering system is provided in this document.

Many divisions have made the actual writing/filling out of the box ca rds into a collaborative event. The event sometimes coin cid es with a county-wide association or social meeting. These have been referred to by some divisions as a "Box Card Party."

MABAS Wisconsin Website- www.mabaswisconsin .org - 03/14/07 Wisconsin Fire Training Flow Chart

Enter into the Fire Servi ce

Entry Level Driver State Certified Fire Oper•ator Inspector I 15 hours driving Two 30 hour courses 15 hours pumping 1 60 hours total 30 hours total Entry Level Firefighter (SPS 330 requirement} t + + Two 30 hour Parts State Certification 60 hours total Examinations Entry Level Aerial Fire Inspector I 6 hours total (Written and Practicall

Entry Level D/0 Entry level D/0 , Water Tender Tow Vehicle/Trailer Operations Operations Stat e Certified Firefighter I ,, 6 Hours total 6 Hours total :11 36 hours total ~. .. Entry Level Fire ' . .' . Officer . ' 30 hours . ' ·~ Hazardous Materials ~: Operations l evel 16 hours total

State Certification State Certified Driver/ State Certified Examinations Operator- Pumper Firefighter II ~ ... Firefighter I ... Two 33 hour courses 42 hours total (Written and Practical) 66 hours total

State Certification Emergency Services ' Examinations State Certification ... Instructor (ESI) I Firefighter II .. Examinations 40 hour course (Written and' P ractical) D/0 - Pumper t t (Written and Practical) Fire Officer I + 60 hour course + Supervised Instruction ,11 r---. 30 hours minimum State Certified Driver/ Job Shadowing ~. Operator - A erial ' ' ' .. I 36 hours total .' . ' Emergency Services ' I + .. ~ State Certification Instructor (ESI) I ~' I + Examinations State Certification 40 hour course -- - Emergency Services Examinations (Course Comp' letion) Instructor I D/0 - Aerial (Written + 30 hours !Written and Practical) + supervised teaching} State Certification Examinations Fire Officer I + (Written and Practical) State Certified Fire Emergency Services Instructor (ESI} II (Completion of Course State Certified Fire Design req uirements or Officer II four year degree in 30 hours' total education)

State Certification + State Certification Examinations Emergency Services Fire Offi' cer II Instructor (ESI} II (Written and Practical) (No Exam, successful completion of above November 2013 course) MABAS-Wisconsin Policies, Procedures, and Guidelines Index Number: B-01-02 Subject: Passpott Accountability System Functional Area: Operations Category: Policy Approved: Approved by the Executive Board on September 4, 2006 Revised:

Purpose

It shall be the policy of MABAS to account for the location and safety of all personnel within an EMERGENCY INCIDENT PERIMETER at an emergency incident. Participation by members of any Fire Department in emergency incident mitigation without entering the PASSPORT SYSTEM is unauthorized.

REFERENCES 109.2.1 N.F.P.A. 1500 6-1.6 109.2.2 N.F.P.A. 1561

Responsibility

Commanders at an emergency incident shall use the Passport System to account for those Commanders, Companies, and Teams within their direct span of control, as outlined in this procedure.

Commanders, Team Leaders, and Firefighters shall maintain an awareness of each other's physical condition and shall use the command structure to request help, relief, and reassignment of fatigued or injured crews or members.

Company Officers, Team Leaders, and individual Firefighters are accountable for the safety of themselves and other members of their team. Team members shall maintain a constant awareness of the position and function of all members working with them. A. Team members must always be in contact with each other through one of the fo llowing methods: l. VOICE (not by radio) 2. VISUAL 3. TOUCH Exception: Radio or phone contact is permissible for apparatus operators, chief officers and commanders, lobby control teams, etc. where the location of such personnel is constant and is known by the remainder of the team or response. B. If a team member is in trouble, the other member (s) of the team shall take appropriate steps to: 1. PROVIDE DIRECT HELP 2. CALL FOR HELP 3. GO GET HELP

481 Page C. Members will stay together as Teams when in the emergency incident perimeter, and as otherwise directed by the Incident Commander, until the incident termination.

Maintenance of Shields and Passports: A. Company Officers and /or Team Leaders shall be responsible to supervise the maintenance and proper placement of Helmet Shields and Passports during the entire shift duty and at emergency incidents. B. At the beginning of each shift or work day, for all personnel changes during a shift, or when reporting directly to the station or incident, ALL MEMBERS ARE RESPONSIBLE TO MAINTAIN:

1. The correct Helmet Shield on their helmet. 2. Their Name Tags on the correct Primary and Backup Passports. 3. Where staffing allows for two Teams, Company Officers could pre-assign the members of the Teams and the Tea~ Leader of"Team B". Each Team must be equipped with a portable radio. 4. Company Officers are responsible for members under their direct control. When a team is split away from the Company Officer to a different Commander, that Commander and Team Leader are accountable for that Team. 5. Individuals assigned to administrative functions such as Training, Fire Prevention, etc., must have a Helmet Shield for that division. Materials and supplies for the ongoing support of the Passport System (spare tags, Velcro, etc.) shall be maintained by (specify who in your department is responsible).

Definitions

FIREFIGHTER ACCOUNTABILITY: The system a department uses to ensure that fire ground commanders lmow the location of each team and each team leader knows the location of other team members on the fire ground. (It is recommended by NFPA 15 00).

HELMET SHIELD: (OPTIONAL) A Velcro backed plastic shield that indicates the number or symbol of a team of Firefighters. Placing helmet shields on the helmet assures fire ground commanders that Firefighters at the incident are properly checked in, are teamed up, and can be accounted for in the event of a disaster. Using helmet shields: Each company and urut that responds should be assigned helmet shields for each on-duty position or each position that can be activated by response from home. The pwpose ofthe helmet shield is to identify a team, thus, no two teams should have the same helmet shield number.

NAME TAG: A 3/8" x 2" White, Velcro-backed plastic tag with a member's first initial (OPTIONAL), rank (Optional), last name, four letter MABAS Fire Department name designator.

PASSPORT: 2" X 4" boards made of Velcro and plastic used to identify and account for members and teams. Members affrx Name Tags to Passp01ts.

49 1 P n g. t! A. Primary Passports: WHITE, flexible Passport prep1inted with company I.D. numbers kept on a portable radio, radio holster, or other specified location. It is used to document the movement of a team within an emergency incident perimeter. B. Back-up Passport: RED, flexible Passport preprinted with company I.D . numbers, kept on the door or dashboard of the apparatus, or other specified location, Officer's side. It is left as an emergency back-up or automatic replacement if the primary passport is lost. It can also be used as a second method of identifying a crew if a crew is lost before they have transferred their passport to a fire ground commander. This is an essential back-up for the accountability system in service. C. Reserve Passport: GREEN, flexible Passport preprinted wi th company I. D. numbers, kept in the station for multiple alarm shift changes and temporary replacement for lost primary and back-up Passp01ts D. Blank Passport: A GREEN, flexible Passport that is blank on the top. It is maintained in the make-up )cjts. Commanders can use a marker or a grease pen to customize a Blank Passport for the creation of a new company. It can also be used as a temporary replacement for a reprinted passport that has been lost or damaged. Using the passport: Each company or team should be assigned one primary passport. The Officer or Team Leader holds onto the passport until it is passed off to a Commander. The Passport can be stored on the p01table radio, radio holster, or other specified location where it will be available to the Officer or Team Leader for hand off.

PASSPORT ACCOUNTABILITY SYSTEM: A procedure that utilizes Helmet Shields, Passports, Name Tags, and Status Boards to track the assignment of Commanders, Companies, Teams, and Individuals at an emergency incident.

MAKE UP KIT: These kits contain materials and supplies for integrating any nonparticipating department into the Passport Accountability System and for replacing lost or damaged hardware. Each kit contains an inventory of required materials, including extra status boards. The Make-up kits are carried in the Command Vehicle, or other department specific vehicle(s).

ROLL CALL: A poll of all Teams at an emergency incident to account for all personnel at that incident.

STATUS BOARD: A 9" x 14" hard plastic board with Velcro strips upon which Incident Conunanders and/or Division Officers hold passports of assigned teams and take notes. Each apparatus shall have one status board. Additional status boards are contained in the make-up kit.

TEAM: A group of two (2) or more Firefighters who work together and are responsible for each other's safety. No freelancing by individuals is allowed. Each Team must be equipped with a portable radio.

TEAM LEADER: Usually a Company Officer or member assigned or selected as the Team Leader.

50 I Page VELCRO PAD: A permanently attached Velcro pad on a portable radio, radio holster or other specified location to which passports are attached.

Fire Departments shall use the Passport Accountability System as adopted by the MABAS Executive Board, in conjunction with the Incident Command System, to identify individual members of a team and their assignment, and account for the assignment of teams and units at an emergency incident.

The Passport System shall be expanded to accommodate multiple-alam1 companies, mutual aid companies, and/or volunteer response companies and individuals.

Implementation

Materials: A. The Passport System utilizes removable Helmet Shields, Primary and Backup Passports, Name Tags, and Portable Status Boards. B. Helmet Shields (OPTIONAL) 1. Each company or apparatus shall have a Helmet Shield or reasonable facsimile (such as tape) for each assigned team member and for each member likely to respond on that company or apparatus. The purpose of the helmet shield is to clearly identify companies, and the unit or team to which the member is assigned. 2. Helmet Shields are to be kept on the designated (specify location) of the app aratus when not actually on a helmet. 3. Helmet Shields shall be in place on the member's helmet BEFORE participating as an in-service team member. 4. Hook side of Velcro is fastened to the shield, loop side of Velcro is fastened to the helmet.

C. Passports 1. The purpose of a passport is to provide accountability of team members after entering an emergency incident perimeter. 2. Passports are a three part board that contains the following information: a. Top portions contains (1) Company designator (Eng., Truck, Amb.) (2) Apparatus number (3) Jurisdiction (4) Team Designator (if applicable) "TEAM A" or "TEAM B" b. Middle portion is Velcro that holds team member's name tags. c. Bottom portion is for recording notes such as "time of arrival" or "assignment". 3. Passport color codes: a. WHITE- Primary, normally used by everyone at the incident. b. RED - Back-up, kept in the apparatus, Officer's side (specify location) c. GREEN- Resenre, kept in the station. 4. There shall be two (2) Passports (one primary (WHITE) and one back-up (RED) provided for each on duty Chief, Company, Unit and Team.

511 Page a. The Primary Passport (\VHITE) shall be attached to the Officer's portable radio, radio holster, or other specified location until used as a Passport for entrance into an emergency incident perimeter. b. The Back-up Passport (RED) is a duplicate of the Primary Passport and is used as follows: (1) For identification of Team Members when the Primary Passport and is unavailable. (2) Back-up Passports are kept on the door, dashboard, or other easily visualized location (specify) of the apparatus, Officer's side. c. Reserve Passports (GREEN) (1) Engraved, company-designated GREEN fl exible Passports are kept at the station the apparatus is assigned, and used for: a. Replacing a lost Primary or Back-up Passport. b. Members who need to report for shift change at the emergency incident. (2) Blank GREEN flexible Passports are can1cd in the make-up kit and are used for: a. Temporary replacement of engraved, company-designated green flexible Passports that have been placed in service. b. Additional make-up companies and mutual aid companies that respond to the incident scene without Passports. c. Hook side of Velcro is fastened to the Passpo1t.

D. NAMETAGS 1. Each uniformed member of the Fire Department shall maintain a minimum of six Velcro Name Tags. a. (If assigned to a company) Two name tags are kept on the apparatus, station wall, or other location (specify location), to which the member is normally assigned (base company). These name tags are the ones that are attached to the primary and back-up passp011s when repmting for duty. At the beginning of each shift, or any time a p ersonnel change occurs, the Firefighter must place his/her name tag on the passport. IMPORTANT ....Name tags must be attached to the passports BEFORE SIGNING ON DUTY AND BEFORE OR WHILE RESPONDING WITH THE APPARATUS. It is recommended that on-coming persom1el exchange the name tags and the helmet shield of the Firefi ghter he/she is relieving. This will eliminate the possibility of name tags of the relieved person being left on the Passports or helmet shields or not being exchanged.

b. Exceptions (1) When assigned to an apparatus such as the FPB car, Paramedic unit, or other apparatus that can respond without the base company, the Firefighters attach their first two name tags to the primary and back­ up passport of that FPB car, Paramedic unit or other apparatus. When responding with the base company, they should take their tactical direction from the base Company Officer until re-assigned. Until re­ assigned, they should piggy-back their passport to the base company as soon as possible, (or specify per department policy).

521 Page (2) When assigned to more than one apparatus at the same time, such as tlu·ee members who respond on either an engine or ladder truck, (depending upon the call or dispatch), the members shall use two additional name tags from their helmets to maintain passports on BOTH apparatus during the shift

c. Hook side of the Velcro is attached to the Name Tags. (1) Four (4) name tags are attached with Velcro to the underside of the rear brim of the member's helmet and are used for the following purposes: (Loop side of Velcro is attached to the helmet ) a. Details out ...Wh en sent to another apparatus at a different station temporarily, the member removes the name tags from the primary and back-up passports of the base apparatus and places them on the storage area. When reporting to the new apparatus, the member uses two name tags from under the helmet to attach to the primary and back-up passports of the new apparatus. b. Multiple alarm temporruy created teams. c. Immediate replacement of lost tags. d. Company Officer and Team Leader Name Tags are the first Name Tag on the Passports. e. When a detailed, off-shift or volunteer member reports directly to an emergency incident the member reports to staging (or Command if staging has not been established) for assignment (2) Engineers remaining with their apparatus shall be designated by turning their name tags upside down, on the bottom of the Primary ancl Back-up Passports.

Procedures

Reporting to the incident A When a Company or Team repotis to an Incident, Staging, or Division, they transfer their Primary Passport (s) to that Commander except as defi ned below. 1. Primary Passport ( s) will remain with the Officer or Team Leader when: a. They are the only unit at the incident b. They are a committed first arriving unit (s) at an incident before the establishment of a Command Post or have passed command. c. They are on or directed to a remote side of an emergency incident before the establishment of a Division Command. 2. Firefighters who report to an incident from home should report to Staging. If Staging has not been established, repoti to the Incident Commander. The Staging Officer or the Incident Commander may assign the reporting Firefighter to an operational Company or to make up a Company. a. If assigning to an operational Company, the name tags (taken from their helmet) need to be attached to the primary and back-up passpotis and a helmet shield issued. b. When assigning to a make-up Company, Firefighters will give Staging or the Incident Commander two name tags from their helmet for recording. The name tags will be attached to a primary and back-up

531 Page passpmt for the makeup Company. The Staging Officer or Incident Commander assigns Firefighters to make-up Companies, then gives them helmet shields. The Primary Passport is given to the assigned Team Leader upon assignment and th e Back-up Passpmt remains with the Staging Officer or the Incident Commander. 3. Occasionally, mutual aid companies or individuals will be used at the incident who are not part of the MABAS Passport System. Those individuals can be included in the Passpm1 Accountability System by using the equipment in the make-up kit. Individuals needing accountability materi als should report to the staging area where name tags can be written, blank green passports customized, and helmet identification created using medical tape. After this process, everyone should be provided a brief overview of the Passpmt Accountability System and their duties. 4. When first arriving Companiesffeams, that have not transferred their Passports to a Command Function, leave a hazardous area, they will report their Company/Team status to the Incident Commander by radio or personal contact. The Commander will: a. Direct the unit or Team to a command fu nction or new assignment where they will transfer their Passport (s). 5. Crews exiting in a Division other then that in which they are assigned, should alert their original Division so that the Division Officer is aware of the crew's new location and status so they can be accounted for, given a new assignment, or ordered to report back for their Passport. ·when an appropriate amount of time has passed and the Company Officer has not returned to or notified the Division Officer that they have exited the building, it will be the Division Officers responsibility to initiate a search for the missing Company or Team.

During emergency incidents: A Commanders will require the transfer and use of Passports at every incident with an established Staging area, Division, or a multiple alarm fire. On small incidents, the actual use of the Passport System is not required, but recommended. B. Staging Area Commanders will record the time that Teams report to Staging. Staging and - Rehab Division Commanders will utilize Status Boards to track Teams. Rehab Division Commanders will enter times on the Passports to assure proper rotation of crews occurs. C. When a Commander (Incident or Division) relieves a Team, the Commander will: 1. ConfiTID with the Team Leader that all Team members are accounted for. 2. Inquire as to the progress or completion of their assignment. 3. Return the Team's Passport (s) to the Team Leader. 4. Direct the Team Leader to Rehab or another Command Function, and 5. Record all movements and infonnation on the Status Board.

Personnel Accountability Report (PAR) A Division Officers and Team Leaders will conduct an emergency incident roll call or PAR using the Passport System as follows :

541 P age B. When a Team is relieved of an assigoment and transferred to a different Division, Division Officers will confirm that the Team Leader has conducted a Roll Call of his Team. C. When a Division Officer presumes a Firefighter, Company, or Team is missing or trapped, the Division Officer will start rescue efforts As Soon As Possible at the last known location. The IC will then conduct a Roll Call of the emergency incident to confirm the status of missing personnel. NOTE: Whenever possible, PAR will be conducted without the use of the radio to keep the frequency clear. D. Before there is a change from an offensive to defensive fire ground stTategy. "All Divisions from Conunand we are changing to a "DEFENSIVE STRATEGY". Withdraw all units from the building and conduct a PAR". E. When there is a catastrophic change in the incident such as building collapse, explosion, backdraft, sudden flooding, release of vapor clouds, etc. F. When the Incident Commander, Company Officer or Team Leader determines that a need for a Roll call exists.

Required Materials A. Fire Departments shall order materials and supplies to maintain the Passpott System as follows: 1. One (1) engraved WHITE flexible Passport and one (I) engraved RED flexible Passport for each possible Team of two or more persons from a Company, Command vehicle, Special Unit or reserved apparatus. 2. (OPTIONAL) one (1) Helmet Shield for each On-Duty Officer, Firefighter, EMS/MICU, and Non-fire fighting personnel assigned to an apparatus, vehicle or can be expected to respond to, or with, plus (appropriate spare, Department specific). 3. 2" White Velcro strips (non-adhesive, hook side of Velcro) for making make-up or replacement name tags (cut off two name tags and write the persons name on the tags.) 4. One (1) GREEN engraved flexible Passport(s) for each assigned Passport. 5. Self Adhesive Velcro pads (loop side ofVelcro) for helmets, doors, radios, etc. (VELCRO BRAND VELCRO ONLY, OTHER BRANDS ARE NOT COMPATIBLE!) 6. One (1) status board for each Fire Department vehicle. 7. Passport System Make-up Kits for each (specify vehicle) to contain materials as follows: a) Two (2) Status Boards in the Make-up Kits. b) Twelve (1 2) blank green passports for makeup kits. c) Four (4) feet of 2" wide white Velcro for making Name Tags and temporary Helmet Shields, one pair of scissors, two permanent marking pens, four (4) extra grease pens and one roll of 2: wide medical tape. d) (Specify) sets of Make-up Company Helmet Shields and Passpotts for Command Vehicle, or any other vehicle(s) department decides is appropriate.

551 rage MABAS-Wisconsin Policies, Procedures, and Guidelines Index Number: C-0 1-01.03 Subject: Use of the IFERN and IFERN2 Frequencies Functional Area: Communications Category: Policy Approved : Approved by the Executive Board on June 12, 2008

Revised: Nov.l0,201l

Purpose

To clarify the general policies and procedures related to the use of the Interagency Fire Emergency Radio Network (IFERN) frequency (154.265 MHz) as well as the recently designated IFERN2 frequency (1 54.3025 MHz).

Responsibility

This policy applies to all Mutual Aid Box Alarm System (MABAS) Wisconsin Divisions and member agencies.

Accountability

Enforcement of this specific policy, as it relates to MABAS-Wisconsin, rests initially within the regional MABAS Division, then the MABAS-Wisconsin Communications Committee, then the State of Wisconsin Frequency Coordinator, then the Mutual Aid Frequency Coordinating Group (MCFG) and ulti mately the State of Wisconsin Interoperability Council (IC).

Reporting Requirement

There is no routine reporting requirement for this policy.

Background

Traditionally, the !FERN frequency has been utilized by the MABAS organization for the dispatch of units and coordination of mutual aid responses to a stricken community. IFERN has also been utilized to coordinate mutual aid activities outside of a MABAS Box Alarm event between dispatch centers and/or fire depa11ments with dissimilar primary radio frequencies.

IFERN has experienced increased congestion due to the growing number of MABAS Divisions, member Fire Depa11ments, and Box Alarm dispatches. For these reasons the MABAS- Wisconsin Communications Committee created this policy.

Other technologies are being implemented in Wisconsi n that will serve the need for wide area information dissemination that is better suited than !FERN. These technologies may include E-SPONDER, WISCOM, TIME System, etc ..

64 1P a g. c The MABAS-Wisconsin Communications Committee hereby makes the following policy for both member and non-member agencies:

1. LOCAL LEVEL ALARlVlS: !FERN shall not be utilized for dispatch and/or response to LOCAL LEVEL ALARMS if a local or countywide frequency exists that all responding units have the abi lity to util ize. IFERN shall not be utilized for any hazard zone and/or scene tactical communications.

2. MABAS BOX ALARMS: Requesting, dispatching, and response to MABAS Box Ala1ms are appropriate uses of the !FERN frequency. This radio traffic will include, but not necessarily be limited to:

2.1 The Incident Commander (!C), or stricken communi ty's dispatch authority, requesting the MABAS Box Alarm dispatch including box alann number, general incident infonnation and staging area 2.2 Coordination of responding units to the emergency scene and/or staging area 2.3 Coordination of the staging area, including communications between the IC and Staging Officer 2.4 Routine updates, reports and/or requests for additional assistance or resources 2.5 Communications between the IC and the stricken community's local dispatch authority

3. CHANGE OF QUARTERS COMPANIES: Coordination ofunits responding to change of quarters into a stricken community is an appropriate use of the IFERN Frequency. This radio traffic will include, but not necessarily be limited to:

3.1 Conummications between the MABAS Division Dispatch and units responding to the stricken community for change of quarters 3.2 Communications between the change of quarter's units and the stricken community's local dispatch authority to coordinate responses to additional emergencies within the community

4. MUTUAL AID COORDINATION: Coordination ofunits responding to an emergency incident that involves one or more departments that utilize dissimilar primary dispatch frequencies is an appropriate use of the IFERN frequency. This may include responses involvi ng automatic mutual aid or other simil ar emergencies that do not necessitate a MABAS Box Alarm.

5. FIRE/EMS EMERGENCY CALL RELAY: Relay of fire and/or EMS emergency incident information between Public Safety Answering Points (PSAPs) or fire service dispatch centers that utilize dissimilar primary dispatch frequencies.

65 1 P a g. c 6. MULTIPLE DEPARTMENT TRAINING EVENTS: The use of lFERN, as well as the MABAS fireground tactical frequencies, is appropriate when coordinating training events that involve multip le departments when one or more of the departments do not have access to a common local or countywide fi·equency, or if one of the objectives of the training event is to train participants on proper response protocols.

Training events may also include the dispatch of a MABAS Box Alarm for response drill purposes. Response drills shall cease operation on IFERN if an actual MABAS incident occurs within the region or if requested to cease because of interference to operations in another Division.

7. INFORMATION ANNOUNCEMENTS: The use ofiFERN and/or MABAS Ale1ting Tones for the purpose of wide-area dissemination of information announcements is not appropriate. These types of information announcements may include, but not be limited to:

• Severe Weather Watches and Warnings • Hospital Bypass, Closure or Diversion • Apparatus In/Out of Service or Relocation • AMBER Alerts

8. RETONING BOX ALARMS: Frequently a MABAS Box Alarm assignment includes departments from adjacent MABAS Division. It~ not appropriate for multiple MABAS Divisions to activate the MABAS Ale1t ing Tones and dispatch units to the same incident. The MABAS Division with primary mutual aid dispatch responsibility for the incident will be responsible for all dispatch and radio traffic associated with that specific MABAS Box Alarm incident. The exception to this section is for an Inter-Divisional MABAS request that is beyond the last level of the Box Alarm Card. Please refer to C-01-04.01-MABAS Alerting/Coverage for additional guidance.

9. ALTERNATE TRAFFIC FREQUENCY: The use ofiFERN as an altemate radio frequency for local radio traffic is not appropriate. This would include local dispatch or response communications when the primary dispatch frequency is over burdened.

10. IFERN2: The nanowband frequency of 154.3025 MHz Interagency Fire Emergency Radio Networks (IFERN2) has been secured for statewide use in Illinois and Wisconsin as an alternate mutual aid dispatch frequency for the MABAS organization. This frequency shall be included as a future second dispatch channel during the installation of the IFERN Base in primary and secondary MABAS Dispatch Centers. Uses of IFERN2 include but are not limited to:

66 / I' t1 g ~· I 0.1 Disaster Response: Command and Control at disaster scenes through the use of temporary fixed base stations and /or mobile command posts. This would include coordination of base camp operati ons. I 0.2 Wide Area Information Dissemi nation: A MABAS Di vision may elect to construct a network of fixed base stations and alerting receivers for the purpose of timely dissemination of infonnation to member departments. (Note: Fixed Base Stations will require FCC authorization prior to construction). Informational messages that may be broadcast on the IFERN2 frequency include, but are not limited to:

• Severe Weather Watches and Warnings • Hospital Bypass, Closure or Diversion • Apparatus In/Out of Service or Relocation

11. RADIO RESPONSE DRILLS : The use ofiFERN for routine radio response dtills is discouraged except for newly formed MABAS Divisions. Established Divisions may hold radio response drills, however, such drills should be conducted not more than quarterly unless additional training is required fo r a unique or special reason. Divisions planning radio response drills are encouraged to notify SUITounding Divisions at least 48 hours in advance, especially if such drills are going to involve 3rd Shift type drills between 22:00 and 0:700 hours.

Conclusion:

This poli cy provides poli cy and direction for the use ofMABAS dispatch frequencies, !FERN (154.265 MHz) and IFERN2 (154.3025 MHz). All MABAS Divisions and member departments are encouraged to enforce the disciplined use of these frequencies as advocated herein.

67/ P a g c Jan. 2b , l 9bl

~utual Aid "Blue Light 11 Officers Meeting

Tbe meeting was called to order at ~ :15 P.M. at the Rochester fj re House, by Iwchester r i r e Ch:i ef Ted Linneman. ·

Officers were present from the Rochester Fire Dept., Waterford Fire Dept; & the 'f:icpigan Fire Dept. Everyone introduced themselves to the other o f fice:Bs present.

l:hief LinneiT'.an stated ·what the agreement ; s betrreen the departme1 ts as of nov.•, pertaini.ng to responding to mutual aid fire calls. Discuss~_on was t hen held as to how good the arrangement j s Harking at this ti;ne. It vas discussed as to how t he departments should r espond to to d:i fferent tYPeS of fires, such as structure, barn and chimney fires.

It "ras decided by the group that chimney fires will be consjdered structure fires for the present time, until another on·; cers meeti.ng is held at a future date. Each department will keep a record of their chimney f:i.re calls to see if they warrent t he r esponce of all 3 departments.

Discuss;_on r/as held concerning the use of radj os when responcii.ng to calls as to o ver use and idle chit - chat. It was dec:ided t hat each department v.~ll re­ mind its members about the proper use of ~te racjos.

The next rr.atter discussed was, what equipment does each departme nt r.'a11t from the other departments at a mutual aid fire scene. Chief Linneman of Rochester stated t hat for a barn fi re in or near Honey Lake or Loney Creek everythi ng should r oll. For a structure fire ( house, shed & etc. ) in t hose areas Tichig--c.n wD.l respomd rri th t heir big tanker and equipment truck, \•,'aterford rrill come v.ri th their b:i f!. pumper and equipment truck, they r:ill also br:i ng the r escue .squad if the manpower is availible. ~Chief Linneman also stated' that Rochester , F:i re Dept. dumps r:ater into portable tanks, they do not pump :i.nto other trucks.

The officer in charge at mutual aid fj res Hill decidE" for himself ::.f he v,"iillts help from an offi_cer from one of the mutual aici departaents when t hey arrive on the scene, whether the newly arr:iving officer is of higher r c..r.k c·r not.

It \-;as ciecided after discussion that firef.; gnt ers from the mutual a~ c depart­ ments "rill be support people and '~-rill not go :i_ n;~o the f i r ·= buUrii ng ;, -J_ess so directed by an officer of their departrr,r ltc

Hu.t,J.al aid "Blue Lieht " training •:as d.:! scu&::; :G <.I :d .: ~ra ·.Lg ,. .!3. s-~-- 'or Apr j l 4s 1981, from 10 A. H. untill2 noon. Tht (oci1c:.: ·(.,'n :"}re D~pt ~ ·,. . -JJ. J) ;i. this drill. lvlUTUAL AI 0 PACT

Wh ereas the various Fire Departments 1n the Cou nty of

Racine , State of Wiscon s in , are desirous of prov i ding. more ade­

quate protect i o n for f ires and other emergenc i es for the County

o f Ra c i n e , a n d

Wh e r eas this objective can be attained wi th the adop­

tion of a Mutual Aid Pact f or Racine County ;

Now , Therefore , the following Mu t ual Aid Pact is

adopted with the following conditions ~nd provisions :

l. Eligibility . Any organized Fire Depar tment , or

Rescue Service in Racine County , Wisconsin, which can par­

ticipate in any form of aid s hall be el i gible .

2 . Operation . Each Fire Department or Fire District

shall authorize its Fire Chief and , in h is absence , the senior

officer or other membe r in charge to request and afford mutual

aid from a nd to o the r pact members in accord with this agreement

when properly r equ ested .

3 . Rules and Regulations . The rules and regulations

for the t echnica l operat i o n of this pact be as hereinafter se~

forth a nd shall be adhered to by member Fire Departments under

the d i rection of their Fire Chiefs ; provided , howe v er , that

nothing contained in these rules and reg~lati ons shal l i n any way

vary or modify the terms of this pact , and provided f urther that

n othi ng cont a ined in these rules and regulations s hall in a ny way

require a pact member to , at any time , materially impair the

service necessary for the pro t ectio n of its ind i vidual municipa-

-lity or d i strict . A. The Fire Department reguestinq mutual aid

shall- be l eqally reseonsible for the acts of the firemen

respondLng officially to a request for mutual aid while they are

performing duty in the aided commu nity .

"Performing Duty" s hall i nclude any movement of any

equipment or use of material within the boundaries of the aided

commu nity.

A responding or a id i ng fire department shall be respon­

sible for the acts of its members enroute to or returning from

the emergency in all other localities or places, other than

wi thin the boundaries of the aided community.

B. No signatory shall be held liabl e to another

signatory for damages, loss of equipment , injury .to personnel,

or payment of compensation arising as a result of assistance ren­

dered under the terms of this agreement; provided , that if the

equipment or property of a signatory is damaged or destroyed by

the gross negligence of another signatory, its agents or

employees , then the signatory responsible for s uch injury shall

be ·responsible in da~ages therefor , and the terms of the settle­

ment shall be decided by auth orized representatives of the s igna-

tory parties . Provided further , that a requestor shall assume

responsibility for expenses of prov iding lubrication oil , motor

fuel , a nd welfare items (food) for firefighters to the extent of supplies availabl e a t the time of the request, incurred by the reguestee in connection with the rendering of emergency assistance. Provided further , that all parties shall exercise

-2- due diligence 1n returning lost or forgotten equipment or

material to the rightful owner .

If a member of a fire department is killed or injured

I while officially responding to or, returning from or, acting at

'the emergency under this mutual aid agreement , the department of

which he is a member shall grant him the same compensation a nd

insurance benefits that it would if the emergen.cy V.'er·e in hi s O\vn

community , p rovid ed that it does not result in a duplication o f

benefits .

C. The Chief of the Fire Department that made

the request for aid , or his authorized assistant , shall assume

full charge of . the operations . However , the apparatus , personnel

and equipment and material of any department rendering assistance

shall be under the immediate supervision of and shall be the

i ~~ediate responsibility of the officer in command of the Fire

Department rende~ing assistance.

D . Any department agreeing to this mutual aid agreement will replace with like equipment or better , any or all equipment that goes out of service or becomes unrepairable during the term of this agreement . Department equipment will not be used to subsidize other departments which fail to keep equip- ment in good service order and proper mechanical operating con- dition.

E . Whenever a labor dispute occurs, the mutual aid agreement will be fulfil led only to the extent of responding to actual fire or rescue emergencies , and only for the time

-3- period of the actual emergency . It will not be utilized t o man

stat i ons or equipment for periods other than the actua l fire or

rescue emergency.

f. Each member Fire Department shall file with

Racine Cou n ty Fire Chiefs ' Association a card or form with the

fo l lowing information to be forwarded to the fire dispatcher for

the County :

(l) Fire Department phone number.

(2) Names of Chiefs or others in charge.

(3) Business numbers of departments , if any.

ON THE BACK SIDE SHALL BE LISTED ANY OR

ALL OF THE EQUIPMENT AVAILABLE FOR MUTUAL

AID .

(4) A copy of the department personnel roster.

The card file and personnel roster shall be brought up to d a te by February lst of each succeed ing year by the ~acine

County Fire Chiefs ' Association.

G . The Fire Chiefs of the various signatories are hereby authorized to adopt further rules not inconsistent with this agreement to promote efficient day- to- day ope ration .

4 . Other Pacts . This pact shall supersede all other pacts e ntered into between the signatories to this pact .

5 • Effective Date. Th i s pact shal l become e ffec tive as to each me mber Fire Departme nt upon the approval and adoption by governing body of each municipality and the fi l ing with the

- 4 - ·-- ·--. - .. ---.. - · ·- ----·

town , village , or city clerk and the Racine County fire Chiefs '

Associatjon , a certified copy of this agreement .

6. Term of Agreement. This agreement shall remai n in

force and effective until cancelled by the filing with the

Racine County fire Chiefs ' Association a written notice of can-

cellation signed by the fire Chief . When notified of such can-

~ cellation , the Racine County fire Chiefs ' Assoc.iation shall then

withdraw from its file system the associa t ed card file and per-

sonnel roster of such department. Cancel lation shall become

effective 30 days after such fil i ng.

APPROVAL AND ACCEPTANCE ...._.) B e I t Re so 1 v e d by the _1"'-ll!=u.J'--'-'"""-) -"""-"-' ----" lJ'--'1 ~,_l_~-'-"'.:..,•:yc::,._-__ \S County of .Racine , State of Wiscons i n :

l . That this Mutual Aid Pact is hereby approved and the rights and duties thereunder are hereby assumed and accepted , subject to the terms a nd condit i ons as hereinbefore set forth .

2 . The Fire Chief is he reby au t horized and directed to do and perform the necessary acts to fulfill the obl i gations of this agreement .

Be It Further Resolved that a certifie d and signed copy of this agreement shall be furnished to the Racine County Fire

- 5- Chiefs ' Association and a copy filed in the Clerk ' s office . Adopted this ;-{d. day of ;JoV&l/J1 Jcz , 19

19_12_.

Fire Department

At test : ______AJ)~(]~I{_ y

... __ - -· -----

-6- 'l'IUS ~GREEHEN'I' made and entered into this d- 7 day of --~· Le.,.,f_,J _.,.,.,~;;.,.;;(;;_;...._',....,.--,__~ 1969, by· ~nd between ttte VILLAGE OF ~JATER .... FORD, a municipal corporation, and the ROCHESTER FIRE COI1PANY, a eompany1 W I T N E S S E T H:

\o!HEREAS, the said Villa g~ of Watel,"ford and the said Rochester

Fire Company desire to enter into an agr~ement providing for mutual assistance in fighting fires;

NOW~ THEREFORE, it is hereby mutually agreed between the said municipality and company, that eaoh does he:r,>eby agree to furnish the other fire protection at any point within the said other municipality in the nature of stand-by fire pr>otection service under t he specific terms and conditions hereinafter set forth, to-wit:

1. The Village of Wat erford shall respond to all calls fo~ assistance il) f i ghting fit'es ~vi thin said Rochest er Fire District as quickly as possible with s uch apparatus as the Village of Water­ ford shall deem proper and with not l~ss than two (2) men, although more if possible, of t he fire D~partment of the Village of Waterford, providing said calls for assistance arc made by any one of the three individuals designated for such pur>pose in writing .t'. I by the President of the Town and Village of Roch~s ter and the Chief of the Rochester Fire Company_, s ueh '-Jritten des.lgnation to be filed wit h the Chief of the Village .,.of Waterford Fire Department. "'!> 2 . 'l'hQ.t the Roches tel;" Fire Company shall respond to all calls for assistance in f i ghting fires vJithi.n said Village of Waterford

and any contracted area, a $ qt+icl~ly as possible and ~.zi th ::i Uch

apparatus as the Roches t ~ r 'fir e Company sl)all cteem px•op_er and with not l e ss t han two ( 2) men, although more if possible , of t he Rochest er Fire Comp any , providing said calls for assistance are made by any one of the three individuals designated for s uch

1. purpose in writing by the President of the Village of Waterford and the Chief of the Village of Watettford Fil1'e Department such written designation to be filed with the Chief of the Rochester Fire Company. 3. Each municipality agrees to carry compensation ins urance for the men of their respe~tive fire departments and to save the other municipality harmless from any and all liability to the said municipality or third pe·rs.ons for any claims of any nature what so- ever arising either upon trips to or from the scene of a fire, or at the scene of a fire within the other municipality, the calling rnunioipali ty agrees to hold the responding municipality harmless for all acts of omission 0r. corr~ission in fighting the fire or failure to arrise at the fire within a reasonable time after receiving the call.

4. 'rhat Jtei ther municipality shall pay to tl'1e other munici­ pality any compensation fo.r said s~a~d-by fire protection. This contract shall be in force and ef:t·ect for a period of one y~ar, commencing November 1, }969, and expiring October 31 ,

1 970, subject ho~Jever to the further agreement that this contract shall be automatically renewed from year to year on the same identical terms and conditions as herein specified, unless either party on or before October lst of any yeat' shall notify the other by writing addressed to the Clerk of said other municipality o£ an intention to terminate the agreement as of the succeeding l st day of November. lN WITNESS WHEREOF, the parties hereto have caused these presents to be signed by their respective officers pursuant t o authority given, the day ~nd year first above written. VILLAGE OF WATERFORD

Attest:

2. 3.