SPOKANE COUNTY FIELD OPERATIONS GUIDE and SPOKANE RESOURCE PLAN

Inland Empire ’s Association Inland Northwest Law Enforcement Leadership Group

ICS FOG

PREFACE

This Field Operations Guide (FOG) was created to assist emergency response agencies of Spokane County and the greater Inland Empire in the art of incident management. It is intended to serve these agencies by promoting a common all-risk Incident Command System (ICS). This document provides an incident management framework to meet an agency’s routine ICS needs as well as expanding to meet the demands of large-scale complex events, which by their nature, demand safe, effective incident management and multi-agency coordination.

The Inland Empire Fire Chief’s Association and the Inland Northwest Law Enforcement Leadership Group encourages agencies to utilize this guide as a baseline for managing incident operations recognizing it may need to be supported by additional agency specific policies and guidelines. The Spokane County ICS Field Operations Guide is compatible with and used in conjunction with the Spokane Area Fire Resource Plan, the Washington Fire Mobilization Plan and the Northwest Regional Law Enforcement Mobilization Plan to order and coordinate the use of incident resources.

This document should be seen as a “work in progress” and as such will demand periodic review by the Inland Empire Fire Chief’s Association and the Inland Northwest Law Enforcement Leadership Group.

Adopted:

Inland Empire Fire Chief’s Association Inland Northwest Law Enforcement Leadership Group

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TABLE OF CONTENTS

Chapter 1 Common Responsibilities ...... 1-1 Chapter 2 Multi-Agency Coordination System ...... 2-1 Chapter 3 Area Command ...... 3-1 Chapter 4 Complex ...... 4-1 Chapter 5 Command ...... 5-1 Chapter 6 Operations Section ...... 6-1 Chapter 7 Planning Section ...... 7-1 Chapter 8 Logistics Section ...... 8-1 Chapter 9 Finance/Administration Section ...... 9-1 Chapter 10 Organizational Guides ...... 10-1 Chapter 11 Resource Types and Minimum Standards ...... 11-1 Chapter 12 Hazardous Materials ...... 12-1 Chapter 13 Multi-Casualty ...... 13-1 Chapter 14 Urban Search and ...... 14-1 Chapter 15 High Rise ...... 15-1 Chapter 16 Law Enforcement ...... 16-1 Chapter 17 Terrorism / Weapons of Mass Destruction ...... 17-1 Chapter 18 Incident Safety and Accountability Guidelines...... 18-1 Chapter 19 Water Rescue for Swift Water / Flood…………………………………………..19-1 Appendix A Communications ...... A-1 Appendix B Spokane County Agency Designators ...... B-1 Appendix C Glossary of Terms ...... C-1

NOTE: Each of the above chapters has its own table of contents.

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CHAPTER 1 COMMON RESPONSIBILITIES

Contents ...... 1-1 Common Responsibilities ...... 1-2 Receiving Assignments ...... 1-2 Check-In ...... 1-2 Receive Briefing ...... 1-2 Accountability of Assigned Personnel ...... 1-2 Organize and Brief Subordinates ...... 1-2 Communications ...... 1-2 Clear Text ...... 1-2 Forms and Reports ...... 1-3 Unit Logs (ICS 214) ...... 1-3 Demobilization ...... 1-3 Inappropriate Behavior ...... 1-4 Drugs and Alcohol ...... 1-4 Unit Leader Responsibilities ...... 1-4

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COMMON RESPONSIBILITIES

The following is a checklist applicable to all ICS personnel: a. Receive assignment from your agency, including: 1. Incident name. 2. Job assignment, e.g., Strike Team designation, overhead position, etc. 3. Resource order number and request number. 4. Reporting location/Incident location. 5. Reporting time/Check-in point. 6. Travel instructions. 7. Any special communications instructions, e.g., travel frequency. 8. Unit designator (if applicable). b. Upon arrival at the incident, check in at designated Check-in location, Check-in may be found at: 1. Incident Command Post. 2. Base or camps. 3. Staging Areas. 4. Helibases. If you are instructed to report directly to an operational assignment, check in with the Division/Group Supervisor. c. Receive briefing from immediate supervisor. d. Acquire work materials. e. Supervisors shall maintain accountability of their assigned personnel as to exact location(s), personal safety, and welfare at all times, especially when working in or around incident operations. f. Organize and brief subordinates on: 1. Identification of specific job responsibilities expected of you for satisfactory performance. 2. Identification of co-workers within your job function. 3. Define functional work areas. 4. Eating and sleeping arrangements. 5. Procedural instructions for obtaining additional supplies, services and personnel. 6. Identification of operational period work shifts. 7. Clarification of any important points pertaining to assignments that may be questionable. 8. Provisions for specific debriefing at the end of an operational period. 9. A copy of the current Incident Action Plan. g. Use available “waiting time” to refresh training, improve organization and communications and check equipment. h. Know your assigned frequency(s) for your area of responsibility and ensure that communication equipment is operating properly. i. Use clear text and ICS terminology (no codes) in all radio communications. All radio communications to the Incident Communications Center will be addressed: “(Incident Name) Communications” e.g., “Webb Communications.”

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j. Complete forms and reports required of the assigned position and send through supervisor to the Documentation Unit. Most large incidents rely heavily on the use of ICS forms to manage information and resources. Detailed information concerning forms will be found in the ICS Forms Manual (ICS 230-2). Some general instructions are listed below: 1. It is important to have legible forms. Print or type all entries. 2. When entering dates, use a mm/dd/yy format (02/19/04). 3. Use military 24-hour clock time when entering times. 4. In most cases, times must be associated with dates to avoid any possible confusion, therefore enter the date and time on all forms and notes. 5. Fill in all blanks on the form. If information is not available or not applicable, enter N/A to let the recipient know that the information was not overlooked. k. All Command Staff, Section Chiefs, Branch Directors, Division/Group Supervisors, Unit Leaders and Strike Team/Task Force Leaders are required to complete a Unit Log (ICS Form 214) for each operational period on large incidents under ICS management. A copy of this log must be filed with the Documentation Unit at the end of each operational period. The Unit Log contains facts relative to your activities on the incident. Supervisors should review their subordinates’ Unit Logs each day. l. Respond to demobilization orders and brief subordinates regarding demobilization. Preparation for demobilization begins with mobilization. The following checklist identifies some of the key responsibilities regarding demobilization: 1. Verify demobilization schedule with supervisor. 2. Ensure that your base/camp sleeping area is clean. 3. Clean and ready gear for another assignment and travel. 4. File required forms and reports with the Documentation Unit and/or Finance/Administration Section. 5. Return incident issued communications equipment to the Communications Unit. 6. Return incident issued work materials to the Supply Unit. 7. Follow approved checkout procedures (ICS Form 221). 8. Report to departure points ahead of schedule. 9. Stay with your group unit you arrive at your final destination. 10. Evaluate performance of subordinates prior to release from the incident. 11. Get feedback on overhead performance suggestions for improvement. m. Demobilization is an important function of each Command and General Staff position. Demobilization must be given adequate attention such as: 1. Actively participate in the planning, development, and implementation of the demobilization plan and schedule. 2. Provide for a minimum advance notice of 24 hours when identifying resources that will be available for demobilization. 3. Ensure that there is no room for interpretation in identifying actual versus tentative demobilization information.

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n. Inappropriate behavior must be recognized and dealt with promptly. Inappropriate behavior is all forms of harassment including sexual and racial harassment and shall not be tolerated. When you observe or hear of inappropriate behavior you should: 1. Inform and educate subordinates of their rights and responsibilities. 2. Provide support to the victim. 3. Develop appropriate corrective measures. 4. Report the incident to your supervisor if the behavior continues. Disciplinary action may be necessary. 5. Document inappropriate behavior and report it to the employee’s home agency. 6. While working in and around private property, recognize and respect all private property. o. Drugs and Alcohol. 1. Non-prescription unlawful drugs and alcohol are not permitted at the incident. Possession or use of these substances will result in disciplinary action. 2. During off incident rest and recuperation periods, personnel are responsible for proper conduct and maintenance of fitness for duty. Drug or alcohol abuse resulting in unfitness for duty will normally result in disciplinary action. 3. Be a positive role model. Do not be involved with drug or alcohol abuse. 4. Report any observed drug or alcohol abuse to your supervisor.

UNIT LEADER RESPONSIBILITIES: In lCS, a number of the Unit Leader’s responsibilities are common to all units in all parts of the organization. Common responsibilities of Unit Leaders are listed below. These will not be repeated in Unit Leader Position Checklists in subsequent chapters.

a. Participate in incident planning meetings, as required. b. Determine current status of unit activities. c. Confirm dispatch and estimated time of arrival of staff and supplies. d. Assign specific duties to staff; supervise staff. e. Develop and implement accountability, safety and security measures for personnel and resources. f. Supervise demobilization of unit, including storage of supplies. g. Provide Supply Unit Leader with a list of supplies to be replenished. h. Maintain unit records, including Unit Log (lCS Form 214).

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CHAPTER 2 MULTI-AGENCY COORDINATION SYSTEM

Contents ...... 2-1 Multi-Agency Coordination System (MAC) ...... 2-2 Spokane Area Fire and Law Enforcement Coordinators ...... 2-2 MAC Functions ...... 2-2 Checklists ...... 2-2 MAC Group Coordinator ...... 2-2 MAC Group Agency Representatives ...... 2-3 Situation Unit ...... 2-3 Resources Unit ...... 2-3 Information Unit ...... 2-4

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MULTI-AGENCY COORDINATION SYSTEM (MAC)

A Multi-Agency Coordination System (MAC) is a combination of facilities, equipment, personnel, procedures and communications integrated into a common system with responsibility for coordination of assisting agency resources and support to agency emergency operations.

SPOKANE AREA FIRE AND LAW ENFORCEMENT COORDINATORS

Spokane County has a “standing” MAC and pre-designated MAC Agency Representatives for all Spokane County Fire and Law Enforcement Agencies called the Spokane Area Fire Coordinator and the Spokane Area Law Enforcement Coordinator.

MAC FUNCTIONS

A MAC performs the following functions: a. Evaluate new incidents. b. Prioritize incidents. 1. Life threatening situation. 2. Real property threatened. 3. High damage potential. 4. Incident complexity. c. Ensure agency resource situation status is current. d. Determine specific agency resource requirements. e. Determine agency resources availability (available for out-of-jurisdiction assignment at this time). f. Determine need and designate regional mobilization centers. g. Allocate resources to incidents based on priorities. h. Anticipate future agency/regional resource needs. i. Communicate MAC "decisions" back to agencies/incidents. j. Review policies/agreements for regional resource allocations. k. Review need for other agencies involvement in MAC. l. Provide necessary liaison with out-of-region facilities and agencies as appropriate.

CHECKLISTS

MAC GROUP COORDINATOR: The MAC Group Coordinator serves as a facilitator in organizing and accomplishing the mission, goals and direction of the MAC Group. The MAC Group Coordinator will:

a. Facilitate the MAC Group decision process by obtaining, developing and displaying situation information. b. Fill and supervise necessary unit and support positions within the MAC Group. c. Acquire and manage facilities and equipment necessary to carry out the MAC Group functions. d. Implement the decisions made by the MAC Group.

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MAC GROUP AGENCY REPRESENTATIVES: The MAC Group is made up of top management personnel from responsible agencies/jurisdictions and those heavily supporting the effort and/or are significantly impacted by use of local resources. MAC Agency Representatives involved in a MAC Group must be fully authorized to represent their agency. Their functions can include the following:

a. Ensure that current situation and resource status is provided by their agency. b. Prioritize incidents by an agreed upon set of criteria. c. Determine specific resource requirements by agency. d. Determine resource availability for out-of-jurisdiction assignments and the need to provide resources in Mobilization Centers. e. As needed, designate area or regional mobilization and demobilization centers within their jurisdictions. f. Collectively allocate scarce, limited resources to incidents based on priorities. g. Anticipate and identify future resource needs. h. Review and coordinate policies, procedures and agreements as necessary. i. Consider legal/fiscal implications. j. Review need for participation by other agencies. k. Provide liaison with out-of-the-area facilities and agencies as appropriate. l. Critique and recommend improvements to MAC and MAC Group operations. m. Provide personnel cadre and transition to emergency or disaster recovery as necessary.

SITUATION UNIT: The Emergency Operations Center (EOC) Situation Unit is activated by the EOC Plans Section Chief and is responsible for the collection and organization of incident status and situation information. They evaluate, analyze and display information for use by the EOC Manager and MAC Group. Functions include the following:

a. Maintain incident situation status including location, type, and size, potential for damage, control problems and any other significant information. b. Maintain information on environmental issues, cultural and historic resources or sensitive populations and areas. c. Maintain information on meteorological conditions and forecast conditions that may have an effect on incident operations. d. Request/obtain resource status information from the Resources Unit or agency dispatch sources. e. Combine, summarize and display data for all appropriate incidents according to established criteria. f. Collect information on accidents, injuries, deaths and any other significant occurrences. g. Develop projections of future incident activity.

RESOURCES UNIT: The EOC Resources Unit is activated by the EOC Plans Section Chief and maintains summary information by agency on critical equipment and personnel committed and available within the MAC area of responsibility. Status is kept on the overall numbers of critical resources rather than on individual units. Functions can include the following:

a. Maintain current information on the numbers of personnel and major items of equipment committed and/or available for assignment.

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b. Identify both essential and excess resources. c. Provide resource summary information to the Situation Assessment Unit as requested.

INFORMATION UNIT: The Information Unit is designed to satisfy the need for regional information gathering. The unit will operate an information center to serve the print and broadcast media and other governmental agencies. It will provide summary information from agency/incident information officers and identify local agency sources for additional information to the media and other government agencies. Functions are to:

a. Prepare and release summary information to the news media and participating agencies. b. Assist news media visiting the EOC / MAC facility and provide information on its function. Stress joint agency involvement. c. Assist in scheduling media conferences and briefings. Assist in preparing information materials, etc., when requested by the EOC Manager or MAC Group Coordinator. d. Coordinate all matters related to public affairs (VIP tours, etc.). e. Act as escort for facilitated agency tours of incident areas, as appropriate.

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CHAPTER 3 AREA COMMAND

Contents ...... 3-1 Area Command ...... 3-2 Spokane County Area Commander ...... 3-2 Area Command Organization Chart ...... 3-2 Position Checklists ...... 3-3 Area Commander ...... 3-3 Assistant Area Commander Planning ...... 3-3 Assistant Area Commander Logistics ...... 3-4 Area Command Aviation Coordinator Responsibilities ...... 3-4

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AREA COMMAND

Area Command is an expansion of the incident command function primarily designed to manage a very large incident that has multiple incident management teams assigned. However, an Area Command can be established at any time that incidents are close enough that oversight direction is required among incident management teams to ensure conflicts do not arise.

The function of Area Command is to coordinate the determination of incident: a. Objectives. b. Strategies. c. Priorities for the use of critical resources allocated to the incident assigned to the Area Command.

The organization is normally small with personnel assigned to Command, Planning and Logistics. Depending on the complexity of the interface between the incidents, specialists in other areas such as aviation may also be assigned to Area Command.

SPOKANE COUNTY AREA COMMANDERS

Spokane County fire agencies have authorized the Spokane Area Fire Coordinator to identify the need and designate the Area Commander in a declared emergency or appoint one as necessary to meet fire service needs. Spokane County law enforcement agencies have the same protocol for the Spokane Area Law Enforcement Coordinator.

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POSITION CHECKLISTS

AREA COMMANDER: (Single - Unified Area Command) The Area Commander is responsible for the overall direction of incident management teams assigned to the same incident or to incidents in close proximity. This responsibility includes ensuring that conflicts are resolved, incident objectives are established and strategies are selected for the use of critical resources.

Area Command also has the responsibility to coordinate with local, state, federal and volunteer assisting and/or cooperating organizations.

These actions will generally be conducted in the order listed.

a. Obtain briefing from the agency executive(s) on agency expectations, concerns and constraints. b. Obtain and carry out delegation of authority from the agency executive for overall management and direction of the incidents within the designated Area Command. c. If operating as a Unified Area Command, develop working agreement for how Area Commanders will function together. d. Delegate authority to Incident Commanders based on agency expectations, concerns and constraints. e. Establish an Area Command schedule and timeline. f. Resolve conflicts between incident “realities” and agency executive “wants.” g. Establish appropriate location for the Area Command facilities. h. Determine and implement an appropriate Area Command organization. Keep it manageable. i. Determine need for Technical Specialists to support Area Command. j. Obtain incident briefing and Incident Action Plans from Incident Commanders. (As appropriate.) k. Assess incident situations prior to strategy meetings. l. Conduct a joint meeting with all Incident Commanders. m. Review objectives and strategies for each incident. n. Periodically review critical resource needs. o. Maintain a close coordination with the agency executive. p. Establish priority use for critical resources. q. Review procedures for interaction within the Area Command. r. Approve Incident Commanders’ requests for and release of critical resources. s. Coordinate and approve demobilization plans. t. Maintain log of major actions/decisions.

ASSISTANT AREA COMMANDER, PLANNING: The Assistant Area Commander, Planning is responsible for collecting information from incident management teams in order to assess and evaluate potential conflicts in establishing incident objectives, strategies and the priority use of critical resources.

a. Obtain briefing from Area Commander. b. Assemble information on individual incident objectives and begin to identify potential conflicts and/or ways for incidents to develop compatible operations. c. Recommend the priorities for allocation of critical resources to incidents.

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d. Maintain status (not detailed) on critical resource totals. e. Ensure that advance planning beyond the next operational period is being accomplished. f. Prepare and distribute Area Commander’s decisions or orders. g. Prepare recommendations for the reassignment of critical resources as they become available. h. Ensure demobilization plans are coordinated between incident management teams and agency dispatchers. i. Schedule strategy meeting with Incident Commanders to conform with their planning processes. j. Prepare Area Command briefings as requested or needed. k. Maintain log of major actions/decisions.

ASSISTANT AREA COMMANDER, LOGISTICS: The Assistant Area Commander, Logistics is responsible for providing facilities, services and material at the Area Command level, and for ensuring effective use of critical resources and supplies among the incident management teams.

a. Obtain briefing from the Area Commander. b. Provide facilities, services and materials for the Area Command organization. c. Ensure coordinated communication links and frequencies are in place. d. Assist in the preparation of Area Command decisions. e. Ensure the continued effective and priority use of critical resources among the incident management teams. f. Maintain log of major actions/decisions.

AREA COMMAND AVIATION COORDINATOR RESPONSIBILITIES

 Obtains briefing from Area Commander on expectations, concerns and constraints.

 Coordinates with local unit(s) aviation managers, dispatch centers, and aviation facility managers.

 Monitors incident(s) aviation cost, efficiency, and safety. Ensures agency rules, regulations, and safety procedures are followed.

 Provides incidents, local initial attack forces and other interested parties with an area aviation plan that outlines Area Command aviation procedures and specifics of the area aviation operation.

 Allocates air and ground based aviation resources according to Area Command priorities and objectives.

 Ensures inter-incident movement of aircraft is planned and coordinated.

 Coordinates with local and adjacent initial attack aircraft bases and local dispatch to ensure that procedures for transiting incident area and corridors are in place. Ensure flight following procedures, entry/exit routes and corridors, hazards, frequencies and incident air space are known to all affected.

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 Coordinates with Incident Air Operations Branch Directors, dispatch, Federal Aviation Administration (FAA), Department of Defense (DOD) and local aviation authorities and administrators to ensure that Temporary Flight Restrictions are in place, coordinated and do not overlap. Ensures that potential risks of operating on, near or within Military Training Routes and Special-Use Airspace have been mitigated.

 Ensures that a process is in place for timely transmittal of incident reports and oversees the process to ensure corrective action is taken.

 Coordinates with incident, dispatch and coordination centers to determine availability and status of committed and uncommitted aviation resources and to give status reports and situation appraisals for aviation assets and resources.

 Coordinates with Incident Air Operations Branch Directors, Communication Unit Leaders, frequency coordinators, coordination centers and initial attack dispatch to ensure aviation frequency management.

Contingency Tasks

 Coordinates and manages aviation program and operations if aviation assets are assigned to Area Command.

 Coordinates the scheduling and movement of aviation safety assistance teams among incidents.

 Assists incidents by coordinating with Contracting Officers, local aviation managers, and vendors concerning a variety of issues (fueling, contract modifications, contract extensions, etc).

 Coordinates with military officials and agency representatives concerning the assignments, utilization, status, and disposition of military aviation assets.

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CHAPTER 4 COMPLEX

Contents ...... 4-1 Complex ...... 4-2 Incident Command Organization for a Complex ...... 4-3 Spokane County Major Incident Support Team (MIST) ...... 4-3 MIST Incident Commander ...... 4-4

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CHAPTER 4 COMPLEX

Most of the time an Incident Commander (IC) and/or Incident Management Team will be in command of only one (1) incident at a time; however, there are situations when conditions are such that it is more efficient or necessary for an Incident Commander to have command of multiple incidents. There are some operational differences in managing a single large incident versus a number of smaller incidents (some may be larger than single incidents the IC normally commands), but the management principles are the same. As long as the "Components of ICS" (common terminology, modular organization, integrated communications, unified command structure, consolidated action plans, manageable span-of- control, pre-designated incident facilities and comprehensive resource management) are followed, the results should be similar.

A multiple incident management situation is organized and supported much like a single incident situation with a single IC (or multiple, if a Unified Command is utilized) and a single Command and General Staff. Multiple incidents managed by a single Incident Management Team are commonly referred to as a "complex." How individual incidents are handled operationally can vary depending on the conditions, situation and personal preferences. Some examples of different approaches are: 1. Each individual incident is designated as a division or branch. 2. Groups of incidents are designated as a division or branch. 3. Some individual incidents are designated as divisions/branches and others are grouped into a division/branch. 4. In some cases, numbers, size, and complexity of incidents may necessitate the establishment of branches to meet span-of-control considerations.

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Managing multiple incidents with a single Incident Management Team is a common practice when multiple incidents occur. Two keys to successfully managing multiple incidents are to: 1. Maintain the integrity of the "Components of ICS”. 2. Recognize when the complexity of the situation has exceeded the abilities of the Incident Management Team and either bring in a more qualified team or assign an experienced additional team to divide the workload.

A typical organization would be as follows:

INCIDENT COMMAND

COMMAND STAFF

FINANCE / OPERATIONS PLANNING LOGISTICS ADMIN SECTION SECTION SECTION SECTION

DIVISION DIVISION DIVISION

SPOKANE COUNTY MAJOR INCIDENT SUPPORT TEAM

Spokane County has an on call Major Incident Support Team (MIST) that is activated and dispatched by the Spokane County Combined Communications Center (CCC) when any incident becomes a Third Alarm or at the request of an On-Scene Incident Commander. The MIST is equivalent to a Type III Incident Management Team.

The MIST consists of:  MIST Incident Commander (MIST IC)  Planning Section Chief  Logistics Section Chief  Operations Section Chief  Resource Unit Leader  Situation Unit Leader  Safety Officer  Information Officer

The role of the MIST is to support the needs of the Host IC in meeting incident objectives. The MIST is an added resource, not a “take over” group. Operations and Safety are deputy roles to those already in place in these positions. Plans, Logistics, Resource and Situation Unit Leaders and Information respond prepared to assume primary responsibility for these functions. More detailed information is available in the Spokane County Fire Resource Plan.

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MIST INCIDENT COMMANDER: The Major Incident Support Team Incident Commander (MIST IC) is primarily responsible to direct and coordinate the activities of the Major Incident Support Team in its role as a support staff for a host Incident Commander. The role of the MIST IC is to assist the host IC as needed in the development and implementation of strategic decisions and assisting in the overall management of the incident until relieved. The following are the major responsibilities of the MIST IC:

a. Review Common Responsibilities (page 1-2). b. Assess the situation and/or obtain a briefing from the Agency Administrator and host Incident Commander. c. Communicate with Area Coordinator on incident status and requirements. d. Assist as needed in determining Incident Objectives and strategy. e. Assist as needed in establishing immediate priorities. f. Establish, supervise and coordinate a MIST at the Incident Command Post. g. Recommend an appropriate organization. h. Order additional resources for incident operations and support from Expanded Dispatch. i. Ensure MIST planning and strategy meetings are scheduled as required. j. Supervise the MIST in the development of an Incident Action Plan. k. Review safety measures and make recommendations as needed. l. Assist in transition to a Type 2 or Type 1 Incident Management Team if incident escalates or in developing a demobilization plan if incident is controlled.

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CHAPTER 5 COMMAND

Contents ...... 5-1 Organizational Chart ...... 5-2 Initial Operations ...... 5-2 Division and Group Nomenclature ...... 5-3 Division ...... 5-3 Group ...... 5-5 Position Checklists ...... 5-5 Incident Commander ...... 5-5 Public Information Officer ...... 5-6 Liaison Officer ...... 5-6 Agency Representative ...... 5-7 Safety Officer ...... 5-8 Command and General Staff Planning Cycle Guide ...... 5-9

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ORGANIZATIONAL CHART

INCIDENT COMMANDER

INFORMATION OFFICER

LIASION OFFICER AGENCY REPS. SAFETY OFFICER

INITIAL OPERATIONS

First Unit Arrival

a. The first person/unit to arrive at the incident scene shall initiate command. b. Command remains with the initial IC until transferred or the incident concludes and Command is terminated. c. Establishing command shall be part of a “short report” by the initial IC.

Initial Reports

Upon arrival, the first unit shall give a brief report of conditions summarizing what is visible or known. This is sometimes called a “windshield report”.

Additional information, direction and resource requests are made as a sizeup is completed. The initial IC may find it helpful to answer the following three questions: 1. What do I have? 2. What do I need? 3. What am I doing?

Incident Commander Responsibilities

The Incident Commander is responsible to determine strategic goals, which are the basis for developing an organization, establishing tactical objectives and assigning resources by incident priorities: 1. Determine the appropriate strategy: Offensive or Defensive. 2. Establish Strategic Goals and Tactical Objectives. 3. Set incident priorities. 4. Establish an Incident Action Plan (IAP). 5. Obtain and allocate resources. 6. Predict outcomes and plan. 7. Assign specific objectives to tactical units.

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Transfer of Command

Transfer of Command is regulated by the following procedures: a. The person assuming Command communicates by radio or face-to-face (preferred) with the person being relieved. b. The person relieved briefs the new IC, indicating at least the following:  Incident conditions (location and extent).  Progress toward completion of tactical assignments.  Safety considerations.  Assignments of operating units and personnel.  Appraisal of need for additional resources. c. The person being relieved is assigned to the best advantage by the new IC. d. Mere arrival of a senior ranking person does not mean Command has been transferred. An individual may be effectively commanding an incident and satisfactory progress being made to bring the incident under control. However, the ranking person must determine the IC is completely aware of the position and function of operating units and the general situation status. In this case, the ranking officer has responsibility for the incident, but delegates the management of the incident to the IC.

Division and Group Nomenclature

Divisions are geographic areas of responsibility, made up of resources that operate in a defined area under the direction of a Division Supervisor. To ensure uniformity in the naming of geographical divisions of an incident the following system is used: a. A “letter” (A, B, C etc.) designation is assigned for each side of an incident area. 1. The main entry side or “address side” of a building is designated as side “A”. If the building is oddly configured, the IC will need to designate side “A”. The location of side “A” should always be announced and confirmed to prevent confusion. The remaining letter designations move clockwise around the structure (see page 5-4).  If resources are assigned to protect exposures on side “B”, they may be assigned the designator “Division B”. 2. In a wildland fire, the “heel” or origin is usually the initial point of attack. Using the clockwise naming convention, the left flank becomes Division “A” (Alpha). It is good practice to skip letters (to allow for incident growth) so the right flank becomes Division “Z” (Zebra) (see page 5-4).

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Example of Division Nomenclature: Division Break

DIVISION “C”

DIVISION DIVISION DIVISION DIVISION “A” “Z” “B” “D”

DIVISION “A” Division Break

b. A “number” (1, 2, 3 etc.) designator is assigned for each floor of a multiple story building. 1. In single family residential structures, typical designators are Division 1 (ground floor), Division 2 (second floor) and Basement Division. 2. In commercial structures, floors are often numbered. In that case, consider using Division designators that match the building numbering system. This is particularly important in high-rise structures.

Example of a multi-story designation system:

ROOF

DIVISION 5

DIVISION 4

DIVISION 3

DIVISION 2

GROUND LEVEL LOBBY

SUB - 1 BASEMENT SUB - 2

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Groups are functional areas of responsibility, made up of resources that perform a function under the direction of a Group Supervisor. Groups are named by their function: a. Search & Rescue Group, Hostage Negotiation Group, Ventilation Group, Medical Group, etc.

POSITION CHECKLISTS

INCIDENT COMMANDER: The Incident Commander’s responsibility is the overall management of the incident including the development and implementation of strategic decisions and for approving the ordering and releasing of resources. The IC must also ensure that safety receives priority consideration in the development of the Incident Action Plan. On most incidents a single Incident Commander carries out the command activity. The Incident Commander is selected by qualifications and experience.

The Incident Commander may have a deputy who may be from the same agency or from an assisting agency. Deputies may also be used at section and branch levels of the ICS organization. Deputies must have the same qualifications as the person for whom they work as they must be ready to take over that position at any time.

The following are the major responsibilities of the Incident Commander:

a. Review Common Responsibilities (page 1-2). b. Assess the situation and/or obtain a briefing from the Agency Administrator and/or prior Incident Commander. c. Determine incident objectives and strategy. d. Establish the immediate priorities. e. Establish an Incident Command Post. f. Establish an appropriate organization. g. Ensure planning and strategy meetings are scheduled as required. h. Approve and authorize the implementation of an Incident Action Plan. i. Ensure that adequate safety measures are in place. j. Brief Command and General Staff and coordinate their activity. k. Coordinate with key people and officials. l. Approve requests for additional resources or for the release of resources. m. Keep agency administrator informed of incident status. n. Approve the use of trainees, volunteers and auxiliary personnel. o. Determine information needs. Authorize release of information to the news media. p. Ensure Incident Status Summary (ICS Form 209) is completed and forwarded to agency dispatch center(s) and/or appropriate higher authority. q. Determine effects of control actions on environmental and ecological processes. r. See that suppression plans consider all resource values. s. Foster an atmosphere free of discrimination, sexual harassment and other forms of inappropriate behavior. t. Order the demobilization of the incident when appropriate and approve the Demobilization Plan.

COMMAND 5-5 June 2006 ICS FOG

PUBLIC INFORMATION OFFICER: The Public Information Officer, a member of the Command Staff, is responsible for the formulation and release of information about the incident to the news media, local communities, incident personnel and other appropriate agencies and organizations.

Only one Public Information Officer will be assigned for each incident, including incidents operating under Unified Command and multi-jurisdiction incidents. The Public Information Officer may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions.

The following are the major responsibilities of the Public Information Officer:

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Incident Commander and determine if there are any limits on information release. c. Organize an adequate staff, equipment and facilities. d. Contact the jurisdictional agency to coordinate public information activities. e. Obtain copies of current ICS-209's and develop other material for use in media briefings. f. Prepare initial information summary as soon as possible after arrival. g. Observe constraints on the release of information imposed by Incident Commander. h. Obtain Incident Commander’s approval of media releases. i. Attend meetings to update information releases. j. Inform media and conduct media briefings. k. Arrange for tours and other interviews or briefings that may be required. l. Provide escort for the media and very important persons (VIPs). m. Provide personal protective equipment (PPE) for media and VIPs as appropriate. n. Respond to special requests for information. o. Keep informed of incident developments and progress through planning meetings and contact with other incident staff. p. Keep the Incident Commander informed of any potential issues involving the general public, news media, or other sources. q. Obtain media information that may be useful to incident planning. r. Maintain current information summaries and/or displays on the incident and provide information on status of incident to assigned personnel. s. Maintain Unit Log (ICS Form 214).

LIAISON OFFICER: The Liaison Officer, a member of the Command Staff, is the point of contact for the assisting and cooperating Agency Representatives. This includes Agency Representatives from fire agencies, Red Cross, law enforcement, public works, etc.

Only one Liaison Officer will be assigned for each incident, including incidents operating under Unified Command and multi-jurisdiction incidents. The Liaison Officer may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions.

The Liaison Officer is the contact for personnel assigned to the incident by assisting or cooperating agencies. These are personnel other than those on direct tactical assignments or those involved in a Unified Command.

COMMAND 5-6 June 2006 ICS FOG

The following are the major responsibilities of the Liaison Officer:

a. Review Common Responsibilities (page 1-2). a. Obtain briefing from Incident Commander. b. Provide a point of contact for assisting/cooperating Agency Representatives. c. Identify and list each Agency Representative including communications link and location. d. Maintain a current list of cooperating and assisting agencies assigned and confirm with the Resource Unit Leader. e. Assist in establishing and coordinating interagency contacts. f. Provide specific information on the incident relative to: 1. Type of assignments. 2. Anticipated duration on assignment or incident. 3. Operational period change information if crews are to be replaced. 4. Expected demobilization schedule. g. Monitor incident operations to identify current or potential inter-organizational problems. h. Respond to requests from incident personnel for inter-organizational contacts. i. Remain visible on the incident to incoming cooperators and assisting agencies. j. Participate in planning meetings, providing current resource status, including limitations and capability of assisting agency resources. k. Maintain Unit Log (ICS Form 214).

AGENCY REPRESENTATIVES: In many multi-jurisdiction incidents an agency or jurisdiction will send a representative to assist in coordination efforts.

An Agency Representative is an individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency’s participation at the incident. This individual may represent more than one agency.

Agency Representatives report to the Liaison Officer or to the Incident Commander in the absence of a Liaison Officer.

The following are the major responsibilities of the agency representatives:

a. Review Common Responsibilities (page 1-2). b. Ensure that all agency resources are properly checked-in at the incident. c. Obtain briefing from the Liaison Officer or Incident Commander. d. Establish a working location. Inform assisting or cooperating agency personnel on the incident that the Agency Representative position for that agency has been filled. e. Attend briefings and planning meetings as required. f. Provide input on the use of agency resources unless resource technical specialists are assigned from the agency. g. Cooperate fully with the Incident Commander and the General Staff on agency involvement at the incident. h. Ensure the well being and safety of agency personnel assigned to the incident. i. Advise the Liaison Officer of any special agency needs or requirements for resources assigned to the incident. j. Report to home agency dispatch or headquarters on a prearranged schedule.

COMMAND 5-7 June 2006 ICS FOG

k. Ensure that all agency personnel and equipment are properly accounted for and released prior to departure. l. Ensure contact with any agency personnel that may have been hospitalized or otherwise separated from their assignment or unit. m. Ensure that all required agency forms, reports and documents are complete prior to departure. n. Have a debriefing session with the Liaison Officer or Incident Commander prior to departure.

INTERAGENCY RESOURCE REPRESENTATIVE: See Chapter 7 - Planning Section.

SAFETY OFFICER: The Safety Officer, a member of the Command Staff, is responsible for monitoring and assessing hazardous and unsafe situations and developing measures for assuring personnel safety. The Safety Officer will correct unsafe acts or conditions through the regular line of authority although they (Safety Officer) may exercise emergency authority to stop or prevent unsafe acts when immediate action is required.

Only one Safety Officer will be assigned for each incident. The Safety Officer may have assistants as necessary and the assistants may also represent assisting agencies or jurisdictions. Safety assistants may have specific responsibilities such as air operations, hazardous materials, etc.

The following are the major responsibilities of the Safety Officer:

a. Review Common Responsibilities (page 1-2). b. Obtain briefing and operating procedures from the Incident Commander. c. Participate in planning meetings. d. Prepare the safety message included in the Incident Action Plan. e. Present safety briefing to overhead. Safety briefing should emphasize hazards and risks involved in action plan components. f. Identify hazardous situations associated with the incident. Place hazards and risks in priority for action. g. Review the Incident Action Plan for safety implications. h. DIRECT INTERVENTION SHOULD BE USED TO IMMEDIATELY CORRECT A DANGEROUS SITUATION. i. Establish systems to monitor incident activities for hazards and risks. Take appropriate preventive action. Analyze observations from staff and other personnel. j. Priority of recommendations will start with risks having the highest potential for death or serious injury and follow through to those of lesser degree. k. Evaluate operating procedures. Update or modify procedures to meet the safety needs on the incident. l. Investigate accidents that have occurred within the incident area. m. Assign assistants as needed and establish operating procedures for safety assistants. n. Review and approve Medical Plan (ICS Form 206). o. Develop Hazardous Materials Site Safety Plan (ICS Form 208) as required. p. Prepare accident report upon request of the Incident Commander. q. Maintain Unit Log (ICS Form 214).

COMMAND 5-8 June 2006 ICS FOG

COMMAND 5-9 June 2006 ICS FOG

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COMMAND 5-10 June 2006 ICS FOG

CHAPTER 6

OPERATIONS SECTION

Contents ...... 6-1 Organization Chart ...... 6-2 Position Checklists ...... 6-2 Operations Section Chief ...... 6-2 Staging Area Manager ...... 6-3 Operations Branch Director ...... 6-3 Division/Group Supervisor ...... 6-4 Strike Team/Task Force Leader...... 6-4 Crew Representative ...... 6-5 Dozer/Plow Operator ...... 6-5 Single Resource Boss ...... 6-5 Squad Boss ...... 6-6 ...... 6-6 Air Operations Branch Director ...... 6-6 Air Support Group Supervisor ...... 6-7 Helibase Manager ...... 6-8 Helicopter Manager/Helicopter Boss ...... 6-9 Helispot Manager ...... 6-9 Takeoff and Landing Controller ...... 6-9 Aircraft Base Radio Operator ...... 6-10 Aircraft Timekeeper ...... 6-10 Deck Coordinator ...... 6-10 Loadmaster (Personnel/Cargo) ...... 6-11 Parking Tender ...... 6-11 Fixed-Wing Base Manager ...... 6-11 Mixmaster ...... 6-12 Single Engine Air Tanker Manager ...... 6-12 Air Tactical Group Supervisor ...... 6-13 Air Tanker/Fixed Wing Coordinator ...... 6-13 Helicopter Coordinator ...... 6-14 Air Operations Considerations ...... 6-15 Communications ...... 6-15 Pilot Briefing Checklist ...... 6-15 Airport Facilities and Procedures ...... 6-15 Air Traffic Operations ...... 6-16 Records ...... 6-16 Flight Duty Hour Limitations ...... 6-16 Operations Section Planning Cycle Guide ...... 6-17

OPERATIONS 6-1 July 2010

ICS FOG

ORGANIZATION CHART

Operations Section Chief

Staging Air Operations Branches Area Manager Branch Director (up to 5)

Air Support Air Tactical Divisions/Groups Group Supervisor Group Supervisor (up to 25)

Fixed Wing Helicopter Task Forces Bases Coordinator

Helispot Managers Air Tanker/ Strike Teams Fixed Wing Coordinator

Single Resources

POSITION CHECKLISTS

OPERATIONS SECTION CHIEF: The Operations Section Chief, a member of the General Staff, is responsible for the management of all operations directly applicable to the primary mission. The Operations Section Chief activates and supervises organization elements in accordance with the Incident Action Plan and directs its execution. The Operations Chief also directs the preparation of unit operational plans, requests or releases resources, makes expedient changes to the Incident Action Plan as necessary and reports such to the Incident Commander.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Incident Commander. c. Develop operations portion (ICS Form 215) of Incident Action Plan with the Planning Section Chief. d. Brief and assign Operations Section personnel in accordance with Incident Action Plan. e. Supervise Operations Section. f. Determine need and request additional resources. g. Review suggested list of resources to be released and initiate recommendation for release of resources. h. Assemble and disassemble strike teams assigned to Operations Section. i. Report information about special activities, events and occurrences to Incident Commander. j. Maintain Unit Log (ICS Form 214).

OPERATIONS 6-2 July 2010

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STAGING AREA MANAGER: The Staging Area Manager is responsible for managing all activities within a Staging Area.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Operations Section Chief or appropriate Operations Branch Director. c. Proceed to Staging Area. d. Establish Staging Area layout. e. Determine any support needs for equipment, feeding, sanitation and security. f. Establish check-in function as needed. g. Post areas for identification and traffic control. h. Request maintenance service for equipment at Staging Area as appropriate. i. Respond to request for resource assignments. (Note: This may be direct from Operations Section or via the Incident Communications Center). j. Obtain and issue receipts for radio equipment and other supplies distributed and received at Staging Area. k. Determine required resource levels from the Operations Section Chief. l. Advise the Operations Section Chief when reserve levels reach minimums. m. Maintain and provide status to Resource Unit of all resources in Staging Area. n. Maintain Staging Area in orderly condition. o. Demobilize Staging Area in accordance with Incident Demobilization Plan. p. Maintain Unit Log (ICS Form 214).

OPERATIONS BRANCH DIRECTOR: The Branch Directors when activated, are under the direction of the Operations Section Chief, and are responsible for the implementation of the portion of the Incident Action Plan appropriate to the Branches.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Operations Section Chief. c. Develop with subordinates alternatives for Branch control operations. d. Attend planning meetings at the request of the Operations Section Chief. e. Review Division/Group Assignment Lists (ICS Form 204) for Divisions/Groups within Branch. Modify lists based on effectiveness of current operations. f. Assign specific work tasks to Division/Group Supervisors. g. Supervise Branch operations. h. Resolve logistic problems reported by subordinates. i. Report to Operations Section Chief when: Incident Action Plan is to be modified; additional resources are needed; surplus resources are available; hazardous situations or significant events occur. j. Approve accident and medical reports (home agency forms) originating within the Branch. k. Maintain Unit Log (ICS Form 214). DIVISION/GROUP SUPERVISOR: The Division/Group Supervisor reports to the Operations Section Chief (or Branch Director when activated). The Division Group Supervisor is responsible for the implementation of the assigned portion of the Incident Action Plan, assignment of resources within the Division/Group and reporting on the progress of control operations and status of resources within the Division/Group.

OPERATIONS 6-3 July 2010

ICS FOG

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Operations Section Chief or appropriate Operations Branch Director. c. Implement Incident Action Plan for Division/Group. d. Provide Incident Action Plan to Strike Team Leaders, when available. e. Identify increments assigned to the Division/Group. Review Division/Group assignments and incident activities with subordinates and assign tasks. f. Ensure that Incident Communications and/or Resources Unit are advised of all changes in status of resources assigned to the Division/Group. g. Coordinate activities with adjacent Divisions/Groups. h. Determine need for assistance on assigned tasks. i. Submit situation and resources status information to Branch Director or Operations Section Chief. j. Report hazardous situations, special occurrences or significant events (e.g., accidents, sickness) to immediate supervisor. k. Ensure that assigned personnel and equipment get to and from assignments in a timely and orderly manner. l. Resolve logistics problems within the Division/Group. m. Participate in the development of Branch plans for next operational period. n. Approve and turn in time for all resources in Division/Group to the time unit. o. Evaluate performance of Task Force/Strike Team Leader as necessary. p. Maintain Unit Log (ICS Form 214).

STRIKE TEAM/TASK FORCE LEADER: The Strike Team/Task Force Leader reports to a Division/Group Supervisor and is responsible for performing tactical assignments assigned to the Strike Team or Task Force. The Leader reports work progress, resources status and other important information to a Division/Group Supervisor and maintains work records on assigned personnel.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Division/Group Supervisor. c. Review weather/environmental conditions for assignment area and brief subordinates. d. Review assignments with subordinates and assign tasks. e. Monitor and inspect work progress and make changes when necessary. f. Coordinate activities with adjacent strike teams, task forces and single resources. g. Travel to and from active assignment area with assigned resources. h. Retain control of assigned resources while in available or out-of-service status (i.e., feeding, timekeeping, sleeping area assignment, etc.). i. Submit situation and resource status information to Division/Group Supervisor. j. Turn in time for resources to Division/Group Supervisor k. Evaluate performance of subordinates. l. Maintain Unit Log (ICS Form 214).

CREW REPRESENTATIVE: A Crew Representative may be provided by sending agencies for each hand crew sent to a fire. The Crew Representative is responsible for the welfare of the crew and provides a contact between the crew and the appropriate Incident Command organization

a. Look after the crew's welfare on and off the line.

OPERATIONS 6-4 July 2010

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b. Maintain communications between the crew and the appropriate supervisors regarding the crew's safety and welfare. c. Report crew status to Plans. d. As needed, maintains contact with crew's home base. e. Report the crew's performance and problems to sending agency's headquarters upon completion of the assignment. f. Coordinate with the Interagency Resource Representative if one is assigned.

DOZER/PLOW OPERATOR: The operator of a dozer or a tractor plow.

a. Accomplish tasks with assigned equipment. b. Ensure that instructions are clear and understood. c. Perform all work safely (for self and other workers). d. Keep supervisor informed on progress of assignment and changes in incident activity. e. Keep personal clothing and equipment in serviceable condition. f. Report all accidents, injuries or hazardous conditions to supervisor. g. Maintain use records on equipment and ensure timely posting.

SINGLE RESOURCE BOSS: The person in charge of a single tactical resource. The Single Resource Boss will carry the unit designation of the resource.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Task Force/Strike Team Leader. c. Review assignments with subordinates and assign work tasks. d. Obtain necessary equipment/supplies. e. Review weather/environmental conditions for assignment area and brief subordinates. f. Brief subordinates on safety measures including escape routes and safety zones and provide for their welfare. g. Monitor work progress. h. Ensure adequate communications with supervisor and subordinates. i. Keep supervisor informed of progress and any changes. j. Inform supervisor of problems with assigned resources. k. Brief relief personnel and advise them of any changes in conditions that could affect personnel safety. l. Return equipment and supplies to appropriate unit. m. Complete and turn in all time and use records on personnel and equipment. Turn time into Task Force/Strike Team Leader. n. Set up back up chain of command to function when boss is absent. o. Brief relief personnel on the line at the end of operational period and advise them of any changes. p. Maintain Unit Log (ICS form 214).

SQUAD BOSS: A Squad Boss is a working leader of a small group (usually not more than seven members), is responsible for keeping assigned personnel fully employed on assigned jobs, and is normally supervised by a Crew Boss.

a. Review Common Responsibilities (page 1-2). b. Ensure that personnel have water and lunches. c. Keep time when requested by supervisor.

OPERATIONS 6-5 July 2010

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d. Report problems with personnel to supervisor. e. Understand exactly what the supervisor wants done. f. Ensure that personnel have proper safety equipment and tools and know how to care for and use them. g. Look after the safety of assigned personnel.

FIREFIGHTER: A firefighter is the basic resource used in the control and extinguishment of wildland fires and works either as an individual or as a member of a crew under the supervision of a higher-qualified individual.

a. Review Common Responsibilities (page 1-2). b. Perform manual and semi-skilled labor as assigned. c. Ensure that objectives and instructions are understood. d. Perform all work in a safe manner. e. Keep personal clothing and equipment in serviceable condition. f. Report accidents or injuries to supervisor. g. Report hazardous conditions to supervisor.

AIR OPERATIONS BRANCH DIRECTOR: The Air Operations Branch Director (AOBD), who is ground based, reports to the Operations Section Chief. The AOBD is primarily responsible for preparing the air operations portion of the Incident Action Plan. The plan will reflect agency restrictions that have an impact on the operational capability or utilization of resources (e.g., night flying, hours per pilot). After the plan is approved, Air Operations is responsible for implementing its strategic aspects – those that relate to the overall incident strategy as opposed to those that pertain to tactical operations (specific target selection).

Additionally, the Air Operations Branch Director is responsible for providing logistical support to helicopters operating on the incident. Specific tactical activities (target selection, suggested modifications to specific tactical actions in the Incident Action Plan) are normally performed by the Air Tactical Group Supervisor working with ground and air resources.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Operations Section Chief. c. Organize preliminary air operations. d. Request declaration (or cancellation) of restricted air space area (FAA Regulation 91.137). e. Participate in preparation of the Incident Action Plan through Operations Section Chief. f. Insure that the Air Operations portion of the Incident Action Plan takes into consideration the Air Traffic Control requirements of assigned aircraft. g. Perform operational planning for air operations. h. Prepare and provide Air Operations Summary Worksheet (ICS Form 220) to the Air Support Group and Fixed-Wing Bases. i. Determine coordination procedures for use by air organization with ground Branches, Divisions or Groups. j. Coordinate with appropriate Operations Section personnel. k. Supervise all Air Operations activities associated with the incident. l. Evaluate helibase locations. m. Establish procedures for emergency reassignment of aircraft on the incident. n. Schedule approved flights of non-incident aircraft in the restricted air space.

OPERATIONS 6-6 July 2010

ICS FOG

o. Coordinate and schedule infrared aircraft flights. p. Coordinate with Operations Coordination Center (OCC) through normal channels on incident air operations activities. q. Inform the Air Tactical Group Supervisor of the air traffic situation external to the incident. r. Coordinate requests for non-tactical use of incident aircraft. s. Resolve conflicts concerning non-incident aircraft. t. Coordinate with the Federal Aviation Administration (FAA). u. Update air operations plans. v. Report to the Operations Section Chief on air operations activities. w. Report special incidents/accidents and arrange for re-inspection of the aircraft as necessary. x. Arrange for an accident investigation team when warranted. y. Maintain Unit Log (ICS Form 214).

AIR SUPPORT GROUP SUPERVISOR: The Air Support Group Supervisor is primarily responsible for supporting and managing helibase and helispot operations and maintaining liaison with fixed-wing air bases. This includes providing 1) fuel and other supplies; 2) maintenance and repair of helicopters; 3) retardant mixing and loading; 4) keeping records of helicopter activity; and 5) providing enforcement of safety regulations. These major functions are performed at helibases and helispots. Helicopters during landing and take-off and while on the ground are under the control of the Air Support Group’s Helibase or Helispot Managers. The Air Support Group Supervisor reports to the Air Operations Branch Director.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Air Operations Branch Director. c. Obtain copy of the Incident Action Plan from the Air Operations Branch Director including Air Operations Summary Worksheet (ICS Form 220). d. Participate in Air Operations Branch Director planning activities. e. Inform Air Operations Branch Director of group activities. f. Identify resources/supplies dispatched for Air Support Group. g. Request special air support items from appropriate sources through Logistics Section. h. Identify helibase and helispot locations (from Incident Action Plan) or from Air Operations Branch Director. i. Determine need for assignment of personnel and equipment at each helibase and helispot. j. Coordinate special requests for air logistics. k. Maintain coordination with airbases supporting the incident. l. Coordinate activities with Air Operations Branch Director. m. Obtain assigned ground to air frequency for helibase operations from Communications Unit Leader or Incident Radio Communications Plan (ICS Form 205). n. Inform Air Operations Branch Director of capability to provide night flying service. o. Inform Air Operations Branch Director of special aircraft and/or pilot restrictions. p. Ensure compliance with each agency’s operations checklist for day and night operations. q. Ensure dust abatement procedures are implemented at helibase and helispots. r. Provide crash-rescue service for helibases and helispots. s. Provide helicopter fueling, maintenance and repair services.

OPERATIONS 6-7 July 2010

ICS FOG

t. Ensure that Air Traffic Control procedures are established between helibase and helispots and the Air Tactical Group Supervisor, Helicopter Coordinator or Air Tanker/Fixed Wing Coordinator. u. Maintain Unit Log (ICS Form 214).

HELIBASE MANAGER:

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Air Support Supervisor. c. Obtain Incident Action Plan including Air Operations Summary Worksheet (ICS Form 220). d. Participate in Air Support Group planning activities. e. Report staffing and equipment needs to supervisor. f. Inform Air Support Supervisor of helibase activities. g. Report to assigned helibase. Brief pilots and assigned personnel. h. Manage resources/supplies dispatched to helibase. i. Conduct briefings for helibase/helispot personnel and pilots. j. Ensure helibase is posted and cordoned. k. Coordinate helibase Air Traffic control with pilots, Air Support Group Supervisor, Air Tactical Group Supervisor, Helicopter Coordinator and the Takeoff and Landing Controller. l. Manage retardant mixing and loading operations. m. Ensure helicopter fueling, maintenance and repair services are provided. n. Supervise manifesting and loading of personnel and cargo. o. Ensure dust abatement techniques are provided and used at helibases and helispots. p. Ensure security is provided at each helibase and helispot. q. Ensure crash-rescue services are provided for the helibase. r. Request special air support items from the Air Support Group Supervisor. s. Receive and respond to special requests for air logistics. t. Consider security at each helibase and helispot as appropriate. u. Manage appropriate crash-rescue services for the helibase and helispots. v. Supervise personnel responsible to maintain agency records, reports of helicopter activities, and Check-In List (ICS Form 211). w. Coordinate activities with Air Support Group Supervisor. x. Display organization and work schedule at each helibase, including helispot organization and assigned radio frequencies. y. Solicit pilot input concerning selection and adequacy of helispots, communications, Air Traffic Control, operational difficulties and safety problems. z. Maintain Unit Log (ICS Form 214).

HELICOPTER MANAGER/HELICOPTER BOSS:

a. Obtain briefing from helibase manager. b. Ensure fundamental helicopter safety rules are used. c. Administer contracts and verify helicopter and pilot qualifications. d. Supervise and provide leadership for all aspects of helicopter operations.

OPERATIONS 6-8 July 2010

ICS FOG

e. Conduct appropriate briefings. f. Ensure adherence to communications procedures. g. Ensure that load calculations are accurate and meet operational needs. h. Conduct and supervise loading and unloading of personnel and cargo. i. Maintain Unit Log (ICS Form 214).

HELISPOT MANAGER: The Helispot Manager reports to the Helibase Manager and is primarily responsible for managing all activities at the assigned helispot.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Helibase Manager. c. Obtain Incident Action Plan including Air Operations Summary Worksheet (ICS Form 220). d. Report to assigned helispot. e. Coordinate activities with Helibase Manager. f. Coordinate requests from Helibase Manager for air support. g. Inform Helibase Manager of helispot activities. h. Manage resources/supplies dispatch to helispot. i. Request special air support items from Helibase Manager. j. Coordinate Air Traffic Control and Communications with pilots, Helibase Manager, Helicopter Coordinator, Air Tanker/Fixed Wing Coordinator and Air Tactical Group Supervisor when appropriate. k. Ensure crash-rescue services are available. l. Ensure that dust control is adequate, debris cannot blow into rotor system, touchdown zone slope is not excessive and rotor clearance is sufficient. m. Supervise or perform retardant loading at helispot. n. Perform manifesting and loading of personnel and cargo. o. Coordinate with pilots for proper loading and unloading and safety problems. p. Maintain Unit Log (ICS Form 214).

TAKEOFF AND LANDING CONTROLLER: The Takeoff and Landing Controller is responsible for providing coordination of arriving and departing helicopters at a helibase and all helicopter movement on and around the helibase. The Takeoff and Landing Controller reports to the Helibase Manager.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Helibase Manager. c. Obtain Air Operations Summary Worksheet (ICS Form 220). d. Check radio system before commencing operation. e. Coordinate with radio operation on helicopter flight routes and patterns. f. Maintain communications with all incoming and outgoing helicopters. g. Maintain constant communications with radio operator. h. Coordinate with Deck Manager and Parking Tender before commencing operation and during operation.

AIRCRAFT BASE RADIO OPERATOR: The Aircraft Base Radio Operator reports to the Helibase or Fixed-Wing Base Manager and is responsible for establishing communication between incident assigned aircraft and airbases, Air Tactical Supervisor, Air Operations Branch Director and the Takeoff and Landing Controller.

OPERATIONS 6-9 July 2010

ICS FOG

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Base Manager. c. Obtain Air Operations Summary Worksheet (ICS Form 220). d. Establish communication needs at base. e. Ensure orders from Air Operations Branch Director are relayed to Base Manager. f. Maintain constant communications with all helicopters. g. Notify Takeoff/Landing Coordinator of incoming aircraft. h. Verify daily radio frequencies with Base Manager. i. Maintain a log of all aircraft takeoff/landings, estimated times of arrival (ETAs), estimated times of departure (ETDs) and flight route check-ins. j. Establish helicopter identification call numbers and post. k. Ensure helicopter timekeeping is completed. l. Establish and enforce proper radio procedures. m. Notify supervisor immediately of any overdue or missing aircraft. n. Understand crash/rescue procedures. o. Receive clearance from Air Tactical Group Supervisor before launching aircraft.

AIRCRAFT TIMEKEEPER The Aircraft Timekeeper reports to the Helibase or Fixed-Wing Base Manager and is responsible for keeping time on all aircraft assigned.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Base Manager. c. Obtain Air Operations Summary Worksheet (ICS Form 220). d. Determine number of helicopters by agency. e. Determine helicopter time needed by agency. f. Record operation time of aircraft. g. Fill out necessary agency time reports. h. Obtain necessary timekeeping forms.

DECK COORDINATOR: The Deck Coordinator is responsible for providing coordination of a helibase landing area for personnel and cargo movement. The Deck Coordinator reports to the Helibase Manager.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from supervisor. c. Obtain Air Operations Summary Worksheet (ICS Form 220). d. Establish emergency landing areas. e. Ensure crash/rescue procedures are understood by deck personnel. f. Establish and mark landing pads. g. Ensure sufficient personnel are available to load and unload personnel and cargo safely. h. Ensure deck area is properly posted. i. Provide for vehicle control. j. Supervise deck management personnel (Load Masters and Parking Tenders). k. Ensure dust abatement measures are met. l. Ensure that all assigned personnel are posted to the daily organization chart. m. Ensure proper manifesting and load calculations are done.

OPERATIONS 6-10 July 2010

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n. Ensure Air Traffic Control operation is coordinated with Landing and Takeoff Coordinator. o. Maintain Unit Log (ICS form 214).

LOADMASTER (PERSONNEL/CARGO): The Loadmaster is responsible for the safe operation of loading and unloading of personnel and cargo at a helibase. The Loadmaster reports to the Deck Coordinator.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Deck Coordinator. c. Obtain Air Operations Summary Worksheet (ICS Form 220). d. Ensure proper posting of loading and unloading areas. e. Perform manifesting and loading of personnel and cargo. f. Ensure sling load equipment is safe. g. Know crash/rescue procedures. h. Supervise loading and unloading crews. i. Coordinate with Takeoff and Landing Controller. j. Ensure that appropriate hazardous materials regulations are enforced. k. Maintain Unit Log (ICS form 214).

PARKING TENDER: The Parking Tender is responsible for the takeoff and landing of helicopters at an assigned helicopter pad. The Parking Tender reports to the Deck Coordinator. (A Parking Tender should be assigned for each helicopter pad.)

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Deck Coordinator. c. Supervise activities at the landing pad (personnel and helicopter movement, vehicle traffic, etc.). d. Know and understand the crash/rescue procedures. e. Ensure agency checklist is followed. f. Ensure helicopter pilot needs are met at the landing pad. g. Ensure landing pad is properly maintained (dust abatement, marking, etc.). h. Ensure landing pad is properly marked. i. Check personnel seatbelts, cargo restraints and helicopter doors.

FIXED-WING BASE MANAGER: (For Temporary Bases)

a. The Fixed-Wing Base Manager reports to the Air Support Group Supervisor and is responsible for all ground service operations at assigned base. b. Obtain the following information on each aircraft assigned to operating base: 1. Type of aircraft. 2. Owner and pilot. 3. Estimated time of arrival. 4. Any limitations on use. c. Secure a priority list of air missions and schedule all flights. d. Request necessary communications and operators through the Air Support Group Supervisor. e. Coordinate all flights with the Air Tactical Group Supervisor.

OPERATIONS 6-11 July 2010

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f. Secure and provide all necessary ground facilities, supplies and services required at operating base. g. Regulate movement of assigned aircraft, motor vehicles and personnel on the airfield. h. Maintain necessary records on aircraft, equipment and personnel assigned to operating base. i. Serve as liaison with airport management. j. Receive overhead, crews and supplies and verify arrangements for transportation to assigned destinations. k. Be thoroughly familiar with and enforce all safety requirements of the operation.

MIXMASTER: The Mixmaster reports to the Helibase or Fixed-Wing Base Manager and is responsible for preparing for helicopters and air tankers at the rate specified and for the expected duration of the job.

a. Review common responsibilities (page 1-2). b. Obtain briefing from supervisor. c. Check accessory equipment, such as valves, hoses and storage tanks. d. Supervise crew in loading retardant into aircraft. e. Attend to the safety and welfare of crew. f. Make sure supply of retardants is kept ahead of demand. g. Keep necessary agency records.

SINGLE ENGINE AIR TANKER MANAGER: The Single Engine Air Tanker Manager reports to the Fixed Wing Base Manager or Air Support Group Supervisor, if assigned to an Incident Management Team.

a. Review common responsibilities (page 1-2). b. Conduct pre-use and daily briefing with pilot and support crew. c. Regulate all aircraft and ground traffic on and around SEAT base of operations. d. Verify correct communications and frequency procedures are followed. e. Suspend operations due to safety issues or other appropriate concerns. f. Conduct pre-use walk around inspection of aircraft and ground support equipment. g. Order aircraft services as provided in contract specifications. h. Perform as liaison with airport/airstrip management. i. Perform as liaison between the SEAT vendor and the user agency. j. Initiate and sign correspondence and other contract administration documents. k. Complete all required forms, records, reports and documents as required by using agency. l. Record and approve availability and flight times. m. Ensure all accepted retardant/suppressant mixing and loading procedures are followed. n. Act as liaison between vendor and Air Tanker Base Manager when operating for an established air tanker base. o. Perform SEAT logistical coordination according to the Interagency SEAT Operations Guide. p. Coordinate with the local dispatch organization or Air Support Group Supervisor, if assigned to Incident Management Team for mission assignments.

AIR TACTICAL GROUP SUPERVISOR: The Air Tactical Group Supervisor reports to the Air Operations Branch Director and is primarily responsible for the coordination of aircraft

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operations when fixed and/or rotary-wing aircraft are operating on an incident. These coordination activities are performed by the Air Tactical Group Supervisor while airborne. The Air Tactical Group Supervisor reports to the Air Operations Branch Director.

The Air Tactical Group Supervisor has the following major responsibilities:

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Air Operations Branch Director. c. Determine what aircraft are operating within area of assignment. d. Manage air tactical activities based upon Incident Action Plan. e. Establish and maintain communications and Air Traffic Control with pilots, Air Operations, Helicopter Coordinator, Air Tanker/Fixed Wing Coordinator, Air Support Group (usually Helibase Manager) and fixed wing support bases. f. Coordinate approved flights of non-incident aircraft or non-tactical flights in temporary flight restriction (TFR). g. Obtain information about air traffic external to the incident. h. Receive and act on reports of non-incident aircraft violating temporary flight restriction (TFR). i. Make tactical recommendations to approved ground contact (Operations Section Chief, Branch Director or Division/Group Supervisor). j. Inform Air Operations Branch Director of tactical recommendations affecting the air operations portion of the Incident Action Plan. k. Report on Air Operations activities to the Air Operations Branch Director. l. Advise Air Operations immediately if aircraft mission assignments are causing conflicts in the Air Traffic Control System. m. Report on incidents/accidents. n. Maintain Unit Log (ICS Form 214).

AIR TANKER/FIXED WING COORDINATOR: The Air Tanker/Fixed Wing Coordinator is primarily responsible for coordinating assigned air tanker and fixed wing operations at the incident. The Coordinator, who is always airborne, reports to the Air Tactical Group Supervisor. Activation of this position is contingent upon the need or upon complexity of the incident. a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Air Tactical Group Supervisor. c. Determine what aircraft are operating within incident area of assignment. d. Survey incident area to determine situation, aircraft hazards and other potential problems. e. Coordinate the use of assigned ground to air and air to air communications frequencies with Air Tactical Group Supervisor, Communications Unit or local agency dispatch center and establish air to air radio frequencies. f. Ensure fixed wing aircraft know appropriate operating frequencies. g. Determine incident air tanker capabilities and limitations for specific assignments. h. Coordinate Air Traffic Control with pilots, Air Operations Branch Director, Air Tactical Group Supervisor, Helicopter Coordinator and Air Support Group usually Helibase Manager) as the situation dictates. i. Determine and implement air safety requirement procedures and immediately correct unsafe practices or conditions. j. Receive assignments, brief pilots, assign missions, schedule flights and supervise fixed wing activities.

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k. Coordinate activities with Air Tactical Group Supervisor and Helicopter Coordinator personnel. l. Coordinate with Air Tactical Group Supervisor to assign geographical areas for fixed wing operations. m. Maintain continuous observation of fixed wing operating areas. n. Provide information to ground resources, if necessary. o. Inform Air Tactical Group Supervisor of overall incident conditions including aircraft malfunction or maintenance difficulties. p. Inform Air Tactical Group Supervisor when mission is completed and reassign fixed wing aircraft as directed. q. Request assistance or equipment as necessary. r. Report incidents or accidents to Air Operations Branch Director immediately. s. Maintain Unit Log (ICS Form 214).

HELICOPTER COORDINATOR: The Helicopter Coordinator is primarily responsible for coordinating tactical or logistical helicopter mission(s) at the incident. The Helicopter Coordinator can be airborne or on the ground operating from a high vantage point. The Helicopter Coordinator reports to the Air Tactical Group Supervisor. Activation of this position is contingent upon the complexity of the incident and the number of helicopters assigned. There may be more than one Helicopter Coordinator assigned to an incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Air Tactical Group Supervisor. c. Determine what aircraft are operating within incident area of assignment. d. Survey assigned incident area to determine situation, aircraft hazards and other potential problems. e. Coordinate Air Traffic Control with pilots, Air Operations Branch Director, Air Tactical Group Supervisor, Air Tanker/Fixed Wing Coordinator and the Air Support Group (usually Helibase Manager) as the situation dictates. f. Coordinate the use of assigned ground to air and air to air communications frequencies with the Air Tactical Group Supervisor, Communications Unit or local agency dispatch center. g. Ensure that all assigned helicopters know appropriate operating frequencies. h. Coordinate geographical areas for helicopter operations with Air Tactical Group Supervisor and make assignments. i. Determine and implement air safety requirements and procedures. j. Immediately corrects unsafe practices or conditions. k. Ensure that approved night flying procedures are in operation. l. Receive assignments, brief pilots, assign missions and supervise helicopter activities. m. Coordinate activities with Air Tactical Group Supervisor, Air Tanker/Fixed Wing Coordinator, Air Support Group and ground personnel. n. Coordinate with Air Tactical Group Supervisor in establishing locations and takeoff and landing patterns for helibase(s) and helispot(s). o. Maintain continuous observation of assigned helicopter operating area and inform Air Tactical Group Supervisor of incident conditions including any aircraft malfunction or maintenance difficulties and anything that may affect the incident. p. Inform Air Tactical Group Supervisor when mission is completed and reassign helicopter as directed. q. Request assistance or equipment as required.

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r. Report incidents or accidents to Air Operations Branch Director and Air Tactical Group Supervisor immediately. s. Maintain Unit Log (ICS Form 214).

AIR OPERATIONS CONSIDERATIONS

Pre-plan aviation operations in advance to meet aircraft support needs. The following points should be considered when aircraft are used on an incident:

Communications: Aircraft should not be used until communications (both ground-to-air and air-to-air) with contact and control personnel have been established and understood.

Pilot Briefing Checklist:

a. Overall plan for next day's strategy and tactics. b. Smoke conditions. c. Visibility limits at the incident and airports – fly with aircraft landing/taxi lights on. d. Established flight routes, helispot locations, marking, etc. e. Flight path obstructions – wires, towers, etc. f. Topographic problems. g. Working altitude – mean sea level (MSL). h. Local wind turbulence. i. High wind predictions. j. Known downdraft areas. k. Other aircraft operations over the incident. l. Temporary Flight Restrictions (TFR). m. Work schedules. n. Flight and duty limitations. o. Communications frequencies. p. Parking areas. q. Taxi ways. r. Fueling procedures.

Airport Facilities and Procedures:

Facilities: a. Check out available facilities (FAA towers, flight service stations (FSS), emergency tower operational needs). b. Airport areas for assigned loading, unloading, and parking for retardant aircraft, helicopters, cargo and transport aircraft. c. Location for office space, phone communication facilities, ramp personnel for loading and unloading and eating and sleeping accommodations. d. Other items such as crash trucks, major or minor repairs for aircraft, forklifts, APUs and passenger stairs available for use.

Procedures: a. Meet with airport manager and Federal Aviation Administration (FAA), tower, or light service station personnel who can assist operations and provide valuable information. b. Check out landing, take-off, taxiing procedures and radio frequencies used at airport.

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c. Know lengths, altitudes, surface of runways, normal take-off and landing patterns, if lights are available after dark, gross take-off and landing weights for single, tandem and dual tandem wheeled aircraft.

Air Traffic Operations:

Consider the following factors regarding air traffic operations:

Enroute to the Incident: a. Request a Temporary Flight Restriction (TFR) designation. b. Set up flight routes for all air traffic to and from incident considering the following: 1. Best route with least hazards for types of aircraft and missions to be accomplished. 2. Flying around special use airspace. c. Aircraft arriving 5 to 10 minutes from the incident should contact appropriate Air Traffic Operations at the incident.

Over the Incident: a. Operations Section Chief sets priorities of aircraft use on the incident working in conjunction with Air Tactical Group Supervisor.

Records:

It is important to keep the following records:

a. Maintain a flight log to provide for flight following: 1. Flight manifests for personnel and cargo incoming or outgoing from airports, helibases, and helispots. 2. Receipts for fuel, oil and other equipment used. b. A log for: 1. Flight hour limitation. 2. Flight times. c. Property accountability forms for property issued to pilots. d. Report all accidents per agency policy and procedure.

Time Recording: Time for aircraft and personnel will be recorded and completed daily.

Flight/Duty Hour Limitations:

Check contract or furnishing agency for limitations. Most restrictive limitations will prevail.

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CHAPTER 7 PLANNING SECTION

Contents ...... 7-1 Organization Chart ...... 7-2 Position Checklists ...... 7-2 Planning Section Chief ...... 7-2 Resources Unit Leader ...... 7-3 Check-In/Status Recorder ...... 7-4 Situation Unit Leader ...... 7-4 Display Processor ...... 7-5 Field Observer ...... 7-5 Weather Observer ...... 7-6 Documentation Unit Leader ...... 7-6 Demobilization Unit Leader ...... 7-6 Interagency Resource Representative ...... 7-7 Technical Specialists ...... 7-8 Incident Meteorologist ...... 7-8 Infrared Interpreter ...... 7-8 Environmental Specialist ...... 7-9 Resource Use Specialist ...... 7-9 Training Specialist ...... 7-9 Human Resource Specialist ...... 7-10 Intelligence Officer ...... 7-10 Planning Process ...... 7-11 Planning Checklist ...... 7-11 Demobilization ...... 7-12 Demobilization Planning ...... 7-13 Planning Section Cycle Guide ...... 7-15

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ORGANIZATION CHART

Planning Section Chief

Documentation Demobilization Unit Leader Unit Leader

Resource Situation Unit Leader Unit Leader

Status/Check-In Field Observers Display Processors Recorder

Weather Observers

Technical Specialists

Environmental Training

Resource Use Human Resource

Others as needed Intelligence

POSITION CHECKLISTS

PLANNING SECTION CHIEF: The Planning Section Chief, a member of the General Staff, is responsible for the collection, evaluation, dissemination and use of information about the development of the incident, status of resources and demobilization of the incident. Information is needed to 1) understand the current situation; 2) predict probable course of incident events; 3) prepare alternative strategies and control operations for the incident; and 4) provide for an orderly and economic demobilization of the incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Incident Commander. c. Collect and process situation information about the incident. d. Instruct planning section units in distribution of information. e. Conduct planning meetings. f. Incorporate plans, (e.g., Traffic, Medical, Communications, Safety) into the Incident Action Plan. g. Supervise preparation of the Incident Action Plan (see Planning Process) and ensure sufficient copies are available for distribution through Unit Leader level. h. Provide input to the Incident Commander and Operations Section Chief in preparing the Incident Action Plan.

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i. Assemble information on alternative strategies. Perform operational planning for Planning Section. j. Advise General Staff of any significant changes in incident status. k. Prepare and distribute Incident Commander's orders. l. Reassign out-of-service personnel already on-site to ICS organizational positions as appropriate. m. Establish information requirements and reporting schedules for Planning Section units (e.g., Resources, Situation Units). n. Determine need for any specialized resources in support of the incident. o. If requested, assemble and disassemble strike teams and task forces not assigned to Operations. p. Ensure that normal agency information collection and reporting requirements are met. q. Establish special information collection activities as necessary, e.g., weather, environmental, toxics, etc. r. Compile and display incident status information. s. Ensure that information concerning special environmental protection needed is included in the Incident Action Plan. t. Establish information requirements and reporting schedules for all ICS organizational elements for use in preparing the Incident Action Plan. u. Prepare recommendations for release of resources (for approval by the Incident Commander). v. Ensure demobilization plan and schedule are developed, implemented and coordinated with Command, General Staff and Agency Dispatchers. w. Establish a communications link between the agency demobilization organization and the incident demobilization unit. x. Maintain Unit Log (ICS Form 214).

RESOURCES UNIT LEADER: The Resources Unit Leader is responsible for maintaining the status of all assigned resources (primary and support) at an incident. This is achieved by establishing and overseeing the check-in of all resources, maintaining a status display system indicating current location and status of all resources, and maintenance of a master list of all resources, e.g., key supervisory personnel, primary and support resources, etc.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Planning Section Chief. c. Review Unit Leader Responsibilities. d. A Check-in/Status Recorder reports to the Resources Unit Leader and assists with the accounting of all incident assigned resources. e. Establish check-in function at incident locations. f. Ensure that all resources have checked in. g. Prepare Organization Assignment List (ICS Form 203) and Organization Chart (ICS Form 207). h. Prepare appropriate parts of Division Assignment Lists (ICS Form 204). i. Prepare and maintain the Command Post display (to include organization chart and resource allocation and deployment). j. Maintain and post the current status and location of all resources. k. Maintain master roster of all resources checked in at the incident. l. Reassign initial attack personnel to incident positions. m. Establish contacts with incident facilities and maintain resource status information.

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n. Participate in planning meetings as required by the Planning Section Chief. o. Gather, post, and maintain current incident resource status including transportation, support vehicles and personnel. p. Assemble and disassemble task force or strike teams as requested by Operations. q. Prepare Division Assignment Lists (ICS Form 204) after planning meeting. r. Provide resource summary information to Situation Unit as requested. s. Continually identify resources surplus to the suppression needs. t. Assign resources from the same geographic area to the same operational period and the same camp when possible. u. Maintain Unit Log (ICS Form 214).

CHECK-IN/STATUS RECORDER: Check-in/Status recorders are needed at each check-in location to ensure that all resources assigned to an incident are accounted for.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Resource Unit Leader. c. Obtain required work materials, including Check-in Lists (ICS Form 211), Resource Status Cards (ICS 219) and status display boards. d. Establish communications with the Communication Center and Ground Support Unit. e. Post signs so that arriving resources can easily find incident check-in location(s). f. Record check-in information on Check-in Lists (ICS Form 211). g. Transmit check-in information to Resources Unit on regular pre-arranged schedule or as needed. h. Forward completed Check-in Lists (ICS 211) and Status Change Cards (ICS 210) to the Resources Unit. i. Receive, record, post and maintain resource status information on Resource Status Cards (ICS 219) for incident assigned single resources, strike teams, task forces, and overhead personnel. j. Maintain files of Check-in Lists (ICS 211).

SITUATION UNIT LEADER: The Situation Unit Leader is responsible for the collection and organization of incident status and situation information and the evaluation, analysis and display of that information for use by ICS personnel and agency dispatchers. The Situation Unit may prepare future projections of incident growth, maps and intelligence information.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Planning Section Chief. c. Review Unit Leader Responsibilities. d. Begin collection and analysis of incident data as soon as possible. e. Obtain and analyze infrared data as applicable. f. Obtain available pre-attack plans, mobilization plans, maps and photographs. g. Prepare, post or disseminate resource and situation status information as required, including special requests. h. Prepare predictions at periodic intervals or upon request of the Planning Section Chief. i. Prepare the Incident Status Summary Form (ICS Form 209). j. Provide photographic services and maps if required. k. Post data on unit work displays and Command Post displays at scheduled intervals. l. Participate in planning meetings as required by the Planning Section Chief.

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m. Provide information on transportation system to Ground Support Unit Leader for the Transportation Plan. n. Maintain Situation Unit records. o. Write narrative report on situation from initial attack to final demobilization. p. Maintain Unit Log (ICS Form 214).

DISPLAY PROCESSOR: The Display Processor is responsible for the display of incident status information obtained from Field Observers, resource status reports, aerial and ortho- photographs and infrared data.

a. Review Common Responsibilities (page 1-2). b. Determine: 1. Location of work assignment. 2. Numbers, types and locations of displays required. 3. Priorities. 4. Map requirements for Incident Action Plans. 5. Time limits for completion. 6. Field Observer assignments and communications means. c. Obtain necessary equipment and supplies. d. Obtain copy of Incident Action Plan for each operational period. e. Assist Situation Unit Leader in analyzing and evaluating field reports. f. Develop required displays in accordance with time limits for completion.

FIELD OBSERVER: The Field Observer is responsible to collect situation information from personal observations at the incident and provide this information to the Situation Unit Leader.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Situation Unit Leader. c. Determine location of assignment, types of information required, priorities, time limits for completion, methods of communication and method of transportation. d. Obtain copy of Incident Action Plan for the Operational Period. e. Obtain necessary equipment and supplies. f. Be prepared to identify all facility locations (e.g., helispots, Division and Branch boundaries). g. Let Division Supervisor know you are in the area. h. Report information to Situation Unit Leader by established procedure. i. Report immediately any condition observed which may cause danger and safety hazard to personnel. j. Gather intelligence that will lead to accurate predictions and incident status. k. Obtain situation information from operations personnel at end-of-operational period and other times as appropriate. l. Identify possible facilities locations: access routes, road conditions and possible control line locations. m. Make weather observations as requested. n. Report immediately any condition observed which may cause danger or safety hazard to personnel. o. Prepare maps for use in Situation Unit, Command Post and Incident Action Plan. p. Prepare information and post on Command Post displays as requested.

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WEATHER OBSERVER: The Weather Observer is responsible to collect current incident weather information and provide the information to an assigned meteorologist or Situation Unit Leader.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Incident Meteorologist or Situation Unit Leader. c. Determine: 1. Nature and location of work assignments. 2. Weather data collection methods to be used. 3. Priorities for collection. 4. Specific types of information required. 5. Frequency of reports. 6. Method of reporting. 7. Source of equipment. d. Obtain weather data collection equipment. e. Obtain appropriate transportation to collection site(s). f. Record and report weather observations at assigned locations on schedule. g. Turn in equipment at completion of assignment. h. Demobilize according to Incident Demobilization Plan.

DOCUMENTATION UNIT LEADER: The Documentation Unit Leader is responsible for the maintenance of accurate, up-to-date incident files and duplication services. Incident files will be stored for legal, analytical and historical purposes.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Planning Section Chief. c. Review Unit Leader Responsibilities. d. Set up work area; establish and organize incident files. e. Establish duplication service; respond to requests. f. File all official forms and reports. g. Review records for accuracy and completeness; inform appropriate units of errors or omissions. h. Provide incident documentation as requested. i. Store files for post-incident use. j. Retain and file duplicate copies of official forms and reports, including those generated by computers. k. Provide duplicates of forms and reports. l. Prepare incident documentation when requested. m. Maintain, retain and store incident files. n. Maintain Unit Log (ICS Form 214).

DEMOBILIZATION UNIT LEADER: The Demobilization Unit Leader is responsible for developing the Incident Demobilization Plan and schedule and assists the Command and General Staff in ensuring an orderly, safe and efficient movement of personnel and equipment from the incident. On large incidents, demobilization can be quite complex, requiring a separate planning activity. Note that not all agencies require specific demobilization instructions.

a. Review Common Responsibilities (page 1-2).

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b. Review Unit Leader Responsibilities. c. Obtain briefing from Planning Section Chief. d. Review incident resource records (ICS Briefing Form 201, Check-In-List Form 211, Resource Status cards Form 219, and Incident Action Plans) to determine the likely size and extent of demobilization effort. e. Obtain Incident Commander's demobilization objectives and priorities. f. Based on above analysis, add additional personnel, workspace and supplies as needed. g. Meet with Agency Representatives to determine: 1. Personnel rest, hygiene and safety needs. 2. Coordination procedures with agencies. 3. Local and national demobilization priorities. h. Monitor ongoing Operations Section resource needs. i. Obtain identification and description of surplus resources and probable release time. j. Develop incident checkout function for all units. k. Establish and post check-out procedures. l. Evaluate logistics and transportation capabilities to support demobilization. m. Establish communications with off-incident facilities, as necessary. n. Develop an Incident Demobilization Plan detailing specific responsibilities and release priorities and procedures and get approval of Command and General Staff, Agency, etc. o. Prepare appropriate directories (e.g., maps, instructions, etc.) for inclusion in the demobilization plan. p. Distribute demobilization plan (on and off-site). q. Ensure that all Sections/Units understand their specific demobilization responsibilities. r. Supervise execution of the Incident Demobilization Plan. s. Brief Planning Section Chief on demobilization progress. t. Maintain Unit Log (ICS Form 214).

INTERAGENCY RESOURCE REPRESENTATIVE: The Interagency Resource Representative may be assigned to, or requested by, an incident to serve as the sending area's representative for crews, overhead and equipment assigned to an incident. The Interagency Resource Representative s responsible to the home unit to coordinate, through the incident team, the well being of all resources assigned from the home unit. This position will normally report to the Planning Section Chief.

a. Review Common Responsibilities (page 1-2). b. Secure and maintain a complete list of names, home agencies and units, Social Security numbers, etc. of all personnel assigned to the incident from the sending area. c. Establish contact with the Incident Management Team to provide information and assistance to the team during resource check-in and initial assignment. d. Coordinate activities with appropriate Agency Representatives. e. Establish a work location. Advise the team and assigned resources about that location. f. Whenever feasible, maintain daily contact with a representative of each appropriate resource. g. Provide assistance to appropriate personnel on time keeping, commissary, travel, accidents, injuries, personnel problems or emergencies and other administrative needs. h. Maintain daily contact with the sending area to exchange information about the status of resources. i. Assist in resolving disciplinary cases as requested by the team or the sending area.

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j. Provide input as to the use of assigned resources. k. Assist the team in providing for the well-being and safety of assigned resources. l. Assist the team in determining the need for and preparation of special reports or documents. m. Assist the team in investigating accidents involving assigned personnel. n. Maintain contact with assigned personnel that have been hospitalized or otherwise separated from their unit. o. Assist the team in the completion of all required forms, reports and documentation prior to the departure of assigned resources from the incident. p. Assist the team in the demobilization of assigned resources. q. Provide the sending unit with required paperwork and evaluations.

TECHNICAL SPECIALISTS: Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise. Technical Specialists may function within the Planning Section, or be assigned wherever their services are required (task list applies if not otherwise specified).

a. Review Common Responsibilities (Page 1-2). b. Check in. c. Obtain briefing from supervisor. d. Obtain personal protective equipment as appropriate. e. Determine coordination procedures with other sections, units, and local agencies. f. Establish work area and acquire work materials.

INCIDENT METEROLOGIST: Furnishes detailed microclimatic forecasts essential to safe and effective operations.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Situation Unit Leader. c. Obtain current and predicted fire weather. d. Identify local weather patterns and trends. e. Provide fire weather forecasts and briefings, as required, to meet the operational needs of the incident. f. Interpret forecasts and relate them to local fire weather behavior. g. Provide site-specific forecasts for special operations. h. Provide meteorological data and consultation necessary to support the incident operations. i. Establish requirements for local fire weather observations. j. Identify need for portable weather stations. k. Collect all weather observations and forecasts for inclusion in the final incident package.

INFRARED INTERPRETER: The Infrared Interpreter directs infrared mapping operations when assigned.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Situation Unit Leader. c. Interpret imagery and plot findings on aerial photos or maps. d. Arrange for missions with infrared aircraft crew liaison including objectives of flight, timing, areas needing particular attention and imagery delivery.

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e. Keep abreast of aircraft or crew limitations. f. Keep the Planning Section currently advised of findings. g. Obtain direct communications with infrared crew liaison.

ENVIRONMENTAL SPECIALIST:

a. Review Common Responsibilities (page 1-2). b. Participate in the development of the Incident Action Plan and review the general control objectives including alternative strategies. c. Collect and validate environmental information within the incident area by reviewing land use and management plans. d. Determine environmental restrictions within the incident area. e. Develop suggested priorities for preservation of the environment. f. Provide environmental analysis information, as requested. g. Collect and transmit required records and logs to Documentation Unit at the end of each operational period. h. Maintain Unit Log (ICS Form 214).

RESOURCE USE SPECIALIST:

a. Review Common Responsibilities (page 1-2). b. Participate in the development of the Incident Action Plan and review general control objectives including alternative strategies as requested. c. Collect information on incident resources as needed. d. Respond to requests for information about limitations and capabilities of resources. e. Collect and transmit records and logs to Documentation Unit at the end of each operational period. f. Maintain Unit Log (ICS Form 214).

TRAINING SPECIALIST: A Training Specialist may help achieve training opportunities on an incident. Training activities, to be effective, must be coordinated at all levels.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Planning Section Chief. c. Identify training opportunities on the incident. d. Inform Planning Section Chief of planned use of trainees. e. Review trainee assignments and modify if appropriate. f. Coordinate the assignments of trainees to incident positions with Resources Unit. g. Brief trainees and trainers on training assignments and objectives. h. Coordinate use of unassigned trainees. i. Make follow-up contacts on the job to provide assistance and advice for trainees to meet training objectives as appropriate and with approval of unit leaders. j. Ensure trainees receive performance evaluation and completion of task book as assigned. k. Monitor operational procedures and evaluate training needs. l. Respond to requests for information concerning training activities. m. Give Training Specialist records and logs to Documentation Unit at the end of each operational period. n. Prepare formal report for trainees' home unit.

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o. Maintain Unit Log (ICS Form 214).

HUMAN RESOURCE SPECIALIST: The Human Resource Specialist is responsible for monitoring human resource activities to assure that appropriate practices are followed. Work is normally conducted in the incident base environment but may involve tours of incident operations, camps and rest and recuperation (R&R) facilities.

a. Review Common Responsibilities (page 1-2). b. Establish contact with the Planning Section Chief to determine placement within the organization (usually supports IC). c. Obtain briefing from the assigned supervisor. d. Arrange for necessary workspace, materials and staffing. e. Provide a point of contact for incident personnel to discuss human resource concerns. f. Participate in daily briefings and planning meetings to provide appropriate human resource information. g. Prepare human resource messages to include in the Incident Action Plan. h. Post human resource information on bulletin boards and other appropriate message centers. i. Monitor whether a positive working environment, supportive of cultural diversity, is maintained and enhanced for all personnel. j. Conduct awareness sessions as needed. Use human resource videotapes when appropriate. k. Establish and maintain effective work relationships with agency representatives, liaisons and other personnel in the Incident Command. l. Refer concerns about pay, food, sleeping areas, transportation and shift changes to the appropriate incident staff, taking into account human resource factors. m. Receive and verify reports of inappropriate behavior that occur on the incident. n. Take steps to correct inappropriate acts or conditions through appropriate lines of authority. o. Give high priority to informally resolving issues before the individuals leave the incident. p. Provide referral information if a complaint cannot be resolved during the incident. q. Conduct follow-up, as needed, depending upon the seriousness of the infraction. r. Prepare and submit reports and related documents. s. Participate in the final team debriefing. t. Maintain Unit Log (ICS Form 214).

INTELLIGENCE OFFICER: Participate with Planning Section of Unified Command.

 Collect and process situational information.  Focus on identification of potential suspects.  Develop and maintain a working relationship with local, state and federal law enforcement agencies.  Coordinate with public health, fire and rescue, Emergency Operations Centers, community leaders, private companies with significant infrastructure and unified command.  Review status of international and national events and media reports.  Obtain, compile and provide intelligence with law enforcement operations and the Unified Command Planning Section.  Review methods of operations by suspects.

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 Recommend if crime analysis support is needed.  Gather information of suspects and victims.  Consider other Regional Task Force support.  Coordinate with law enforcement, military and health agencies on identification of unknown substances.  Consider the need for photographs, amps and other descriptive items for operations personnel.  Maintain Unit Log (ICS form 214).

PLANNING PROCESS

The checklist below provides basic steps appropriate for use in almost any incident situation. However, not all incidents require written plans and the need for written plans and attachments is based on incident requirements and the decision of the Incident Commander.

The Planning Checklist is intended to be used with the Operational Planning Worksheet (ICS Form 215). For more detailed instructions, see Planning Section Chief Position Manual (ICS 221-1). The Operations Section Chief should have a Operational Planning Worksheet (ICS Form 215) completed prior to the planning meeting.

Incident Objectives and strategy should be established before the planning meeting. For this purpose it may be necessary to hold a strategy meeting prior to the planning meeting.

The Planning Process works best when the incident is divided into logical geographical units or functional groups for planning purposes. The tactics and resources are then determined for each of the planning units and then the planning units are combined into divisions/groups utilizing span-of-control guidelines.

The ICS Form 215A, LCES Safety Analysis, is intended to highlight potential problem areas. The Incident Commander, Command and General Staff would then consider reasonable mitigation actions or select a different strategic or tactical approach.

CHECKLIST PRIMARY RESPONSIBILITY

1. Briefing on situation and resource status. PSC 2. Set control objectives. IC 3. Plot control lines, establish division boundaries and identify group assignments. OSC 4. Specify tactics/safety for each division. SOF, OSC 5. Specify resources needed by Division/Group. OSC, PSC 6. Specify Operations facilities and reporting locations – plot on map. OSC, PSC, LSC 7. Place resource and personnel order. LSC 8. Consider Communications, Medical, Site Safety and Traffic Plan requirements. SOF, PSC, LSC 9. Finalize, approve and implement Incident Action Plan. IC, OSC, PSC

IC = Incident Commander OSC = Operations Section Chief PSC = Planning Section Chief

PLANNING 7-11 July 2010 ICS FOG

LSC = Logistics Section Chief SOF = Safety Officer

DEMOBILIZATION

The Incident Commander is responsible to the host agency for demobilization. Demobilization is an important part of total incident management and requires the attention of the Incident Commander and the Command and General Staff.

The Planning Section Chief must establish an adequate demobilization organization, in a timely fashion, to provide for an orderly and economic demobilization of the incident. The complexity of the incident, kinds and types of resources and the level of resources involved (local, regional or national) dictate the size and expertise needed by the demobilization organization. Resources must be released, returned to their home units, rested and rehabilitated as soon as possible so they will be ready for their next assignment. The Demobilization Unit Leader must obtain input from a number of others to develop a complete plan. The IC and General Staff need to provide input and totally support the plan. The Agency Dispatcher must provide input from all coordination levels. If Area Command has been established, they should provide their input directly to the incident.

Principles of Demobilization

Demobilization is not a mirror image of mobilization. When mobilizing, many individuals in widely separated places direct, coordinate and provide transportation to get fire resources to a single point. Demobilization is the responsibility of a few people to return these same resources to their departure points or to new assignments.

Timing

Demobilization planning begins with collection of information regarding place of origin, method of travel, travel times, etc., at the time of check-in.

1. Resource records must be complete showing place of origin, method of transportation to fire, home unit and Chief of Party.

2. Logistic capabilities must be assessed. May need additional records keeping personnel to catalog logistic capabilities and get additional information from planning, finance, agency dispatcher, vendors, etc.

Communications

Adequate communication between all key personnel and facilities involved in the demobilization effort is necessary for efficient demobilization. Communication lines should not compete with those used in the suppression effort.

Staffing

Staff the demobilization organization to fit the need of the plan. Staff early and adequately.

PLANNING 7-12 July 2010 ICS FOG

Teamwork

Demobilization functions better as a team effort. The Agency Dispatcher must be a member of the team. The involvement of all fire functions in the demobilization planning and execution is required.

Safety and Cost Effectiveness

Adequate rest prior to demobilization is important when long travel times are anticipated. Don't sacrifice safety and cost effectiveness for speed. Keep resources in incident facilities until priorities and transportation arrangements are confirmed.

Eliminate Confusion

Insist that Chiefs-of-Party and crew Representatives keep tight control during demobilization processing and travel.

DEMOBILIZATION PLANNING

The demobilization plan must show release priorities, release and processing procedures, responsibilities and a schedule. The preparation of the demobilization plan and schedule must involve personnel from all functions.

General: Supervisory personnel need to inform their supervisor of any resources which will be surplus to needs as soon as identified.

Command: a. Overall management. b. Adequacy of planning effort. c. Coordination of planning effort. d. Environmental consideration and agency management direction. e. Approval.

Operations: a. Assess condition of crews. b. Plan for anticipated tactical resource needs.

Planning: a. Identification and description of surplus resources. b. Names, quantities, and locations. c. Destinations and method of travel to incident, Chiefs of Party, etc.

Logistics: a. Begin planning demobilization early. Work directly with Planning Section in plan development. b. Organize to handle physical demobilization of resources. c. Consider checkpoints or check stations for releasing resources. d. Coordinate the actual movement of resources with Agency Dispatcher servicing the fire.

PLANNING 7-13 July 2010 ICS FOG

e. Arrange for transportation and personnel needs during processing out of facilities and transit to next destination. f. Notify Planning Section and Agency Dispatcher when released resources have actually departed.

Finance/Administration: a. Determine method for paying crews. b. Alert needed fiscal personnel. c. See that all time reports are completed. d. Assist logistics in inspecting personnel and rental equipment before release. e. Forward time reports to appropriate office as rapidly as possible. f. Claims and contractual obligations.

Safety: a. Release priorities and personnel welfare. b. Physical condition of personnel. c. Probability of and fitness for a new assignment. d. Adequacy of transportation. e. Length of travel time and method. f. Personal needs.

Agency Dispatcher: a. Release priorities and facilitating arrangements. b. Local or out-of-region situation. c. Communication limitations.

Plan Distribution: a. Copies of complete approved demobilization plan will be distributed to all General Staff, Agency Dispatchers, Agency Headquarters and to the responsible person at each processing or loading point at least 24 hours prior to first anticipated release. b. Demobilization Responsibilities.

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Preparing for Planning Meeting IAP Preparation Planning Meeting and Approval

Information Gathering and Sharing

Operational Period Briefing

Tactics Meeting Begin Operational Period

Information Gathering and Sharing

Strategy Meeting If IC/UC Validate or Execute Plan and Objectives Adjust Objectives Assess Progress Adjusted

Initial Strategy Meeting and Inf Information Sharing or Operational Period ma Planning Cycle tio n IC/UC Sets Initial Incident Ga Objectives Ini the tial rin Re g Initial UC Meeting & (If Unified Command) sp Sh on ari Incident Briefing se ng ICS 201 Agency Administrator Briefing (If Appropriate)

Initial Response and Assessment Notification Incident/Threat

PLANNING 7-15 July 2010 ICS FOG

PLANNING 7-16 July 2010 ICS FOG

CHAPTER 8 LOGISTICS SECTION

Contents ...... 8-1 Organization Chart ...... 8-2 Position Checklists ...... 8-3 Logistics Section Chief ...... 8-3 Service Branch Director ...... 8-3 Communications Unit Leader ...... 8-3 Incident Dispatcher ...... 8-4 Medical Unit Leader ...... 8-5 Responder Rehabilitation Manager ...... 8-5 Food Unit Leader ...... 8-6 Support Branch Director ...... 8-6 Supply Unit Leader ...... 8-6 Ordering Manager ...... 8-7 Receiving and Distribution Manager ...... 8-7 Tool and Equipment Specialist ...... 8-8 Facilities Unit Leader ...... 8-8 Facility Maintenance Specialist ...... 8-8 Security Manager ...... 8-9 Base Manager ...... 8-9 Camp Manager ...... 8-9 Ground Support Unit Leader ...... 8-10 Equipment Manager ...... 8-11 Logistics Guidelines ...... 8-11 General ...... 8-11 Food Service ...... 8-12 Water Supply ...... 8-12 Sanitation Guide ...... 8-12 Transportation ...... 8-13 Communications ...... 8-13 Procurement ...... 8-14 Security ...... 8-14 Factors to Consider When Laying out an Incident Base or Camp ...... 8-14 Logistics Section Planning Cycle Guide ...... 8-15

LOGISTICS 8-1 June 2006 ICS FOG

ORGANIZATION CHART

LOGISTICS SECTION CHIEF

SUPPORT SERVICE BRANCH BRANCH DIRECTOR DIRECTOR

SUPPLY COMMUNICATIONS UNIT LEADER UNIT LEADER

RECEIVING / INCIDENT DISTRIBUTION COMMUNICATIONS MANAGER MANAGER

RECORDERS

HELPERS INCIDENT DISPATCHERS TOOL / EQUIPMENT SPECIALIST MESSAGE CENTER OPERATOR TOOL FACILITIES ATTENDANT MESSENGERS UNIT LEADER

SECURITY MEDICAL MANAGER UNIT LEADER

SECURITY RESPONDER PERSONNEL REHABILITATION MANAGER BASE MANAGER FOOD UNIT LEADER FACILITY/MAINTENANCE SPECIALISTS COOK (KITCHEN CREW) CAMP MANAGER(S) ASSISTANT COOK FACILITY/MAINTENANCE SPECIALISTS HELPERS

SECURITY PERSONNEL GROUND SUPPORT UNIT LEADER

EQUIPMENT MANAGER

EQUIPMENT MECHANICS DRIVERS / TIMEKEEPER OPERATORS

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POSITION CHECKLISTS

LOGISTICS SECTION CHIEF: The Logistics Section Chief, a member of the General Staff, is responsible for providing facilities, services and material in support of the incident. The Logistics Section Chief participates in development and implementation of the Incident Action Plan and activates and supervises the Branches and Units within the Logistics Section.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Incident Commander. c. Plan organization of Logistics Section. d. Assign work locations and preliminary work tasks to Section personnel. e. Notify Resources Unit of Logistics Section units activated including names and locations of assigned personnel. f. Assemble and brief Branch Directors and Unit Leaders. g. Participate in preparation of Incident Action Plan. h. Identify service and support requirements for planned and expected operations. i. Provide input to and review Communications Plan, Medical Plan and Traffic Plan. j. Coordinate and process requests for additional resources. k. Review Incident Action Plan and estimate Section needs for next operational period. l. Advise on current service and support capabilities. m. Prepare service and support elements of the Incident Action Plan. n. Estimate future service and support requirements. o. Receive and Implement Demobilization Plan from Planning Section. p. Recommend release of unit resources in conformity with Demobilization Plan. q. Ensure general welfare and safety of Logistics Section personnel. r. Interface with all other Sections to ensure role as a team player. s. Maintain Unit Log (ICS Form 214).

SERVICE BRANCH DIRECTOR: The Service Branch Director, when activated, is under the supervision of the Logistics Section Chief, and is responsible for the management of all service activities at the incident. The Branch Director supervises the operations of the Communications, Medical and Food Units.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Logistics Section Chief. c. Obtain working materials. d. Determine level of service required to support operations. e. Confirm dispatch of Branch personnel. f. Participate in planning meetings of Logistics Section personnel. g. Review Incident Action Plan. h. Organize and prepare assignments for Service Branch personnel. i. Coordinate activities of Branch Units. j. Inform Logistics Section Chief of Branch activities. k. Resolve Service Branch problems. l. Maintain Unit Log (ICS Form 214).

COMMUNICATIONS UNIT LEADER: The Communications Unit Leader, under the direction of the Service Branch Director or Logistics Section Chief, is responsible for developing plans for the effective use of incident communications equipment and facilities; installing and testing of

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communications equipment; supervision of the Incident Communications Center; distribution of communications equipment to incident personnel; and the maintenance and repair of communications equipment.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Service Branch Director or Logistics Section Chief. c. Review Unit Leader Responsibilities. d. Determine unit personnel needs. e. Advise on communications capabilities and limitations. f. Prepare and implement the Incident Radio Communications Plan (ICS Form 205). g. Ensure the Incident Communications Center and Message Center are established. h. Establish appropriate communications distribution/maintenance locations within base/camp(s). i. Ensure communications systems are installed and tested. j. Establish adequate communications over the incident. k. Set up telephone and public address system. l. Ensure an equipment accountability system is established. m. Ensure personal portable radio equipment from cache is distributed per Incident Radio Communications Plan. n. Provide technical information as required on: 1. Adequacy of communications systems currently in operation. 2. Geographic limitation on communications systems. 3. Equipment capabilities/limitations. 4. Amount and types of equipment available. 5. Anticipated problems in the use of communications equipment. o. Supervise Communications Unit activities. p. Maintain records on all communications equipment as appropriate. q. Ensure equipment is tested and repaired. r. Recover equipment from relieved or released units. s. Maintain Unit Log (ICS Form 214.)

INCIDENT DISPATCHER: The Incident Dispatcher, including Incident Communications Center Manager (INCM), is responsible to receive and transmit radio and telephone messages among and between personnel and to provide dispatch services at the incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Communications Unit Leader. c. Ensure adequate staffing (Incident Communications Manager). d. Obtain and review Incident Action Plan to determine incident organization and Incident Radio Communications Plan. e. Set up Incident Radio Communications Center – check out equipment. f. Establish communications procedures. g. Determine frequencies in use. h. Determine nets established or to be established. i. Determine location of repeaters. j. Request service on any inoperable or marginal equipment. k. Set up Message Center location and procedures as required. l. Receive and transmit messages within and external to incident.

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m. Maintain files of Status Change Cards (ICS Form 210) and General Messages (ICS Form 213). n. Maintain a record of unusual incident occurrences. o. Provide briefing to relief on: 1. Current activities. 2. Equipment status. 3. Any unusual communications situations. p. Turn in appropriate documents to Incident Communications Manager or Communications Unit Leader. q. Demobilize Communications Center in accordance with Incident Demobilization Plan. r. Maintain Unit Log (ICS form 214).

MEDICAL UNIT LEADER: The Medical Unit Leader, under the direction of the Service Branch Director or Logistics Section Chief, is primarily responsible for the development of the Medical Emergency Plan, obtaining medical aid and transportation for injured and ill incident personnel, and preparation of reports and records. The Medical Unit may also assist Operations in supplying medical care and assistance to civilian casualties at the incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Service Branch Director or Logistics Section Chief. c. Review Unit Leader Responsibilities. d. Participate in Logistics Section/Service Branch planning activities. e. Determine level of emergency medical activities performed prior to activation of Medical Unit. f. Prepare the Medical Plan (ICS Form 206). g. Prepare procedures for major medical emergency. h. Declare major medical emergency as appropriate. i. Respond to requests for medical aid, medical transportation and medical supplies. j. Prepare and submit necessary documentation/medical reports. k. Contact Compensation-for-Injury Specialist to establish coordination procedures. l. Audit use of “over-the-counter” drugs being dispensed by the Medical Unit to discourage improper use or abuse. m. Maintain Unit Log (ICS Form 214).

RESPONDER REHABILITATION MANAGER: The Responder Rehabilitation Manager reports to the Medical Unit Leader and is responsible for the rehabilitation of incident personnel who are suffering from the effects of strenuous work and/or extreme conditions.

a. Review Common Responsibilities (page 1-2). b. Designate responder rehabilitation location and have location announced on radio with radio designation “Rehab.” c. Request necessary medical personnel to evaluate medical condition of personnel being rehabilitated. d. Request necessary resources for rehabilitation of personnel; e.g., water, juice, personnel. e. Request through Food Unit or Logistics Section Chief feeding as necessary for personnel being rehabilitated. f. Release rehabilitated personnel to Planning Section for reassignment. g. Maintain appropriate records and documentation.

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FOOD UNIT LEADER: The Food Unit Leader is responsible for supplying the food needs for the entire incident, including all remote locations (e.g., Camps, Staging Areas), as well as providing food for personnel unable to leave tactical field assignments. Included in their responsibilities are determining cooking facilities required, food preparation, serving, providing potable water and general maintenance of the food service areas.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Service Branch Director or Logistics Section Chief. c. Review Unit Leader Responsibilities. d. Determine food and water requirements. e. Determine method of feeding to best fit each facility or situation. f. Obtain necessary equipment and supplies to operate food service facilities at bases and camps. g. Ensure that well-balanced menus are provided. h. Order sufficient food and potable water from the Supply Unit to meet food service needs. i. Maintain an inventory of food and water on hand and check in food orders. j. Maintain food service areas, ensuring that all appropriate health and safety measures are being followed. k. Supervise caterers, cooks and other Food Unit personnel as appropriate. l. Maintain Unit Log (ICS Form 214).

SUPPORT BRANCH DIRECTOR: The Support Branch Director, when activated, is under the direction of the Logistics Section Chief and is responsible for development and implementation of logistics plans in support of the Incident Action Plan. The Support Branch Director supervises the operations of the Supply, Facilities and Ground Support Units.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Logistics Section Chief. c. Determine level of service needed to support operations. d. Obtain work materials. e. Identify Support Branch personnel dispatched to the incident. f. Determine initial support operations in coordination with Logistics Section Chief and Service Branch Director. g. Prepare initial organization and assignments for Support Branch Operations. h. Participate in Logistics Section planning. i. Assemble and brief Support Branch personnel. j. Determine if assigned Branch resources are sufficient. k. Maintain surveillance of assigned units’ work progress and inform Section Chief of activities. l. Resolve problems associated with requests from Operations Section. m. Maintain Unit Log (ICS Form 214).

SUPPLY UNIT LEADER: The Supply Unit Leader is primarily responsible for ordering personnel, equipment and supplies; receiving and storing all supplies for the incident; maintaining an inventory of supplies; and servicing non-expendable supplies and equipment.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Support Branch Director or Logistics Section Chief.

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c. Review Unit Leader Responsibilities. d. Participate in Logistics Section/Support Branch planning activities. e. Determine the type and amount of supplies enroute and those needed to support incident. f. Review Incident Action Plan for information on operations of the Supply Unit. g. Arrange for receiving ordered supplies. h. Develop and implement safety and security requirements. i. Order, receive, distribute and store supplies and equipment. j. Receive and respond to requests for personnel, supplies and equipment. k. Maintain inventory and accountability of supplies and equipment. l. Service reusable equipment. m. Submit reports to the Support Branch Director or Logistics Section Chief. n. Responsible for proper disposal of expendable supplies and hazardous wastes. o. Maintain Unit Log (ICS Form 214).

ORDERING MANAGER: The Ordering Manager is responsible for placing all orders for supplies and equipment for the incident. The Ordering Manager reports to the Supply Unit Leader.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Supply Unit Leader. c. Obtain necessary agency(s) order forms. d. Establish ordering procedures. e. Establish name and telephone numbers of agency(s) personnel receiving orders. f. Set up filing system. g. Get names of incident personnel who have ordering authority. h. Check on what has already been ordered. i. Ensure order forms are filled out correctly. j. Place orders in a timely manner. k. Consolidate orders when possible. l. Identify times and locations for delivery of supplies and equipment. m. Keep Receiving and Distribution Manager informed of orders placed. n. Submit all ordering documents to Documentation Control Unit through Supply Unit Leader before demobilization. o. Resolve ordering problems as they occur.

RECEIVING AND DISTRIBUTION MANAGER: The Receiving and Distribution Manager is responsible for receiving and distributing all supplies and equipment (other than primary resources) and the service and repair of tools and equipment. The Receiving and Distribution Manager reports to the Supply Unit Leader.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Supply Unit Leader. c. Order required personnel to operate supply area. d. Organize physical layout of supply area. e. Establish procedures for operating supply area. f. Set up filing system for receiving and distributing supplies and equipment. g. Maintain inventory of supplies and equipment. h. Ensure reusable tools and equipment are returned to the supply area.

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i. Develop security requirement for supply area. j. Establish procedures for receiving supplies and equipment. k. Submit necessary reports to Supply Unit Leader. l. Notify Ordering Manager and Finance Section of supplies and equipment received. m. Provide necessary supply records to Supply Unit Leader.

TOOL AND EQUIPMENT SPECIALIST: The Tool and Equipment Specialist is responsible for sharpening, servicing and repair of all hand tools. The Tool and Equipment Specialist reports to the Receiving and Distribution Manager.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Receiving and Distribution Manager. c. Determine number and kinds of tools ordered or on hand. d. Determine personnel requirements. e. Obtain necessary equipment and supplies. f. Set up tool storage and conditioning area. g. Establish tool inventory and accountability system. h. Maintain all tools in proper condition. i. Assemble tools for issuance each operational period per Incident Action Plan. j. Expeditiously receive and recondition tools after each operational period. k. Ensure that all appropriate safety measures are taken in tool conditioning area.

FACILITIES UNIT LEADER: The Facilities Unit Leader is primarily responsible for the layout and activation of incident facilities, e.g., Base, Camp(s) and Incident Command Post. The Unit provides sleeping and sanitation facilities for incident personnel and manages Base and Camp(s) operations. Each facility (Base, Camp) is assigned a manager who reports to the Facilities Unit Leader and is responsible for managing the operation of the facility. The basic functions or activities of the Base and Camp Managers are to provide security service and general maintenance. The Facility Unit Leader reports to the Support Branch Director.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Support Branch Director or Logistics Section Chief. c. Review Unit Leader Responsibilities. d. Receive a copy of the Incident Action Plan. e. Participate in Logistics Section/Support Branch planning activities. f. Determine requirements for each established facility. g. Prepare layouts of incident facilities. h. Notify unit leaders of facility layout. i. Activate incident facilities. j. Provide Base and Camp Managers. k. Provide sleeping facilities. l. Provide security services. m. Provide facility maintenance services-sanitation, lighting, clean up, and potable water. n. Maintain Unit Log (ICS Form 214).

FACILITY MAINTENANCE SPECIALIST: The Facility Maintenance Specialist is responsible to ensure that proper sleeping and sanitation facilities are maintained; to provide shower facilities; to provide and maintain lights and other electrical equipment; and to maintain the Base, Camp and Incident Command Post facilities in a clean and orderly manner.

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a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Base/Camp Manager. c. Request required maintenance support personnel and assign duties. d. Obtain supplies, tools and equipment. e. Supervise/perform assigned work activities. f. Ensure that all facilities are maintained in a safe condition. g. Disassemble temporary facilities when no longer required. h. Restore area to pre-incident condition. i. Maintain Unit Log (ICS Form 214).

SECURITY MANAGER: The Security Manager is responsible to provide safeguards needed to protect personnel and property from loss or damage.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Facilities Unit Leader. c. Establish liaisons with local law enforcement agencies as required. d. Contact the Liaison Officer or Agency Representative for any special custodial requirements. e. Request required personnel support to accomplish work assignments. f. Ensure that support personnel are qualified to manage security problems. g. Develop Security Plan for incident facilities. h. Adjust Security Plan for personnel and equipment changes and releases. i. Coordinate security activities with appropriate incident personnel. j. Keep the peace and settle disputes through coordination with Agency Representatives. k. Prevent theft of all government and personal property. l. Document all complaints and suspicious occurrences.

BASE MANAGER: The Base Manager is responsible to ensure that appropriate sanitation, security and facility management services are conducted at the Base. The Base Manager duties include:

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Facilities Unit Leader. c. Determine or establish special requirements or restrictions on facilities or operations. d. Determine personnel support requirements. e. Obtain necessary equipment and supplies. f. Ensure that all facilities and equipment are set up and functioning properly. g. Supervise the establishment of sanitation and sleeping facilities. h. Make sleeping area assignments. i. Ensure that strict compliance is made with all applicable safety regulations. j. Ensure that all facility maintenance services are provided. k. Maintain Unit Log (ICS form 214).

CAMP MANAGER: On large incidents, one or more camps may be established by the General Staff to provide better support to operations. Camps may be in place several days or may be moved depending upon the nature of the incident. Functional unit activities performed at the ICS Base may be performed at the camp(s). These could include Supply, Medical, Ground Support, Food, Communications and Finance/Administration as well as the Facilities Unit functions of facility maintenance and security. Camp Managers are responsible to provide non

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technical coordination for all units operating within the camp. Units assigned to camps will be determined by the ICS General Staff. Personnel requirements for units at camps will be determined by the parent unit based on kind and size of incident and expected duration of camp operations. a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Facilities Unit Leader. c. Determine or establish special requirements or restrictions on facilities or operations. d. Determine personnel support requirements. e. Obtain necessary equipment and supplies. f. Ensure that all sanitation, shower and sleeping facilities are set up and properly functioning. g. Make sleeping arrangements. h. Provide direct supervision for all facility maintenance and security services at camp. i. Ensure that strict compliance is made with all applicable safety regulations. j. Ensure that all camp to base communications are centrally coordinated. k. Ensure that all camp to base transportation scheduling is centrally coordinated. l. Provide overall coordination of all camp activities to ensure that all assigned units operate effectively and cooperatively in meeting incident objectives. m. Maintain Unit Log (ICS Form 214).

GROUND SUPPORT UNIT LEADER: The Ground Support Unit Leader is primarily responsible for 1) support out-of-service resources; 2) transportation of personnel, supplies, food and equipment; 3) fueling, service, maintenance and repair of vehicles and other ground support equipment; and 4) developing and implementing a Transportation Plan for the incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Support Branch Director or Logistics Section Chief. c. Review Unit Leader Responsibilities. d. Participate in Support Branch/Logistics Section planning activities. e. Prepare a Transportation Plan for approval by the Logistics Section Chief (obtain traffic data from the Planning Section) and implement the plan. f. Support out-of-service resources. g. Notify Resources Unit of all status changes on support and transportation vehicles. h. Arrange for and activate fueling, maintenance and repair of ground resources. i. Maintain inventory of support and transportation vehicles (ICS Form 218). j. Provide transportation services. k. Collect use information (shift tickets) on all equipment if equipment time recorder position not activated. l. Requisition maintenance and repair supplies (e.g., fuel, spare parts). m. Conduct incident road system survey to determine traffic management and maintenance requirements. n. Determine acceptable vehicle type and size class based on road standards and conditions. o. Mark and correct road system safety hazards and maintain incident roads. p. Assure driver familiarity with conditions. Coordinate Safety Officer and Agency Representatives. q. Sign drop points, road junctions, etc. r. Submit reports to Support Branch Director as directed. s. Maintain Unit Log (ICS form 214).

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EQUIPMENT MANAGER: The Equipment Manager provides service, repair and fuel for all apparatus and equipment; provides transportation and support vehicle services; and maintains records of equipment use and service provided.

a. Review Common Responsibilities (page 1-2). b. Obtain Briefing from Ground Support Unit Leader. c. Obtain Incident Action Plan to determine locations for assigned resources, Staging Area locations and fueling and service requirements for all resources. d. Obtain necessary equipment and supplies. e. Provide maintenance and fueling according to schedule. f. Prepare schedules to maximize use of available transportation. g. Provide transportation and support vehicles for incident use. h. Coordinate with Agency Representatives on service and repair policies as required. i. Inspect equipment condition and ensure coverage by equipment agreement. j. Determine supplies (e.g., gasoline, diesel, oil and parts needed to maintain equipment in efficient operating condition) and place orders with Supply Unit. k. Maintain Support Vehicle Inventory (ICS Form 218). l. Maintain equipment rental records. m. Maintain equipment service and use records. n. Check all service repair areas to ensure that all appropriate safety measures are being taken. o. Ensure all equipment time reports are accurate and turned in daily to the Equipment Time Recorder.

LOGISTICS GUIDELINES

General

a. Keep incident facilities at a manageable size. Make maximum use of camps to avoid long walking distances. b. Enforce rules of conduct at incident facilities. c. Provide bulletin boards throughout camp(s). d. Provide bathing and sanitation facilities. e. Release deficient and excess equipment and operators without delay. f. Maintain property accountability at all times. g. Prepare tools, water and lunches in advance of operational period. h. Locate sleeping areas out of danger from vehicles, aircraft and other equipment. 1. Keep them free of insects, animals, pests and safety hazards. 2. Rope them off and sign. 3. Keep sleeping areas for inmate crews separate from other crews. i. Participate in the development of demobilization plan. j. Control dust. k. Give high priority to environmental protection when locating incident facilities. l. Coordinate locations with the Agency Administrator. m. Keep First Aid facilities easily accessible and clearly marked. n. Develop and post an evacuation plan. o. Inspect facilities for safety and fire hazards on a regular basis and take corrective action where needed.

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p. Consider need for computer support for resource ordering and inventory; manage if provided for best efficiency/effectiveness.

Food Service

Compliance with Health and Sanitation requirements (OSHA, State and Local) is required in all situations.

a. Proper supervision is important to meet food service sanitation requirements. b. All food service employees shall be neat and clean. They will wear caps and aprons at all times and plastic gloves when serving meals (unnecessary when using tongs or long handled utensils). c. All employees cooking or handling food shall be free of communicable diseases. d. Disposable eating utensils should be used if possible. e. Food containers, cooking and eating utensils should be regularly washed in detergent soap solution and rinsed by immersion for at least two minutes in clean, hot water (at least 170 F). f. Never use galvanized containers for storage of moist or acidic foods. g. Lunches should be prepared, dated and used daily. Never issue lunches held over from the day before unless properly refrigerated. h. Perishable foods, especially meat, poultry, fish, dressings and salads containing meat or egg products should be carefully handled. Any foods allowed to stand at ordinary temperatures, even though precooked, are susceptible to formation of bacterial toxin which can cause food poisoning. Re-heating will not destroy this toxin. THESE FOODS SHOULD BE STORED UNDER REFRIGERATION (40 F or lower) UNTIL SERVED. i. Keep hot foods, particularly meat or meat products, hot (150 F) until served. (Keep hot foods hot and cold foods cold.) j. Never hold food in hot food containers from one feeding period to the next. Remove extra food immediately after each meal is served. Do not allow personnel to eat leftover or warmed over food. k. Do not store first aid material or allow first aid treatment in the kitchen or serving area. l. Furnish Food Unit in advance with a daily schedule of meal time and numbers of personnel to be fed each meal. m. Vary menu daily. Provide plenty of fresh fruit, juices and milk with all meals. n. First meal should be one that can be prepared quickly.

Water Supply

Select a known, safe water supply or haul it. Usually it is best to haul in water from a domestic water supply. Otherwise, ensure that it is:

a. Adequate, tested and safe. b. Protected from contamination.

Sanitation Guide

a. Provide for trash and garbage collection points and plan for at least daily removal to prevent accumulations. Do not locate upwind of eating and sleeping areas. b. Local environmental regulations must be met.

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c. Suggested standards are one standard size (32 gallon) garbage can for every 20 persons in an eating area and one can for every 40 persons in other areas. d. Provide adequate toilet facilities and establish a regular inspection and maintenance schedule to keep them clean. e. Locate toilets properly and treat to eliminate flies and insects. f. Suggested standards are one toilet per 15-20 persons with daily or more frequently scheduled maintenance.

Transportation

a. Use direction signs on roads to facilities and drop points. b. Sign drop points. c. Carefully plan for transportation of both personnel and tools to and from the fireline. d. Provide adequate rest for drivers. e. Isolate and sign fuel storage areas. f. Develop a vehicle control plan and strictly enforce it.

Communications

Preparation of a communications plan is the first step towards providing a workable communications system.

a. Set up Incident Communications in the following priority to meet safety and tactical resource management needs: 1. Communications on the fireline-tactical and command nets. 2. Communications between fireline and incident base. 3. Air operations-ground to air, air to air. 4. In base/camp communications – Logistics net. 5. Specialty systems, i.e., RTI (radio telephone interconnect) voice, satellite (voice and data), ADP capability, data transmission by radio. b. Communications Plan. A Communications Plan should be prepared for each operational period and should include: 1. Radio communications (ICS form 205). 2. Telephone facilities. 3. Number of lines. 4. Location of telephone. c. Key points to remember: 1. Installation takes time. Estimate and allow ample time when planning a system. 2. Special equipment, such as a helicopter may be needed. 3. A Communications Technician has the skills to identify sites, make physical installations and put the equipment in operation. 4. It is desirable to have the input of local personnel with communications knowledge regarding alternate sites for repeater installation and what equipment has worked successfully in the past. d. Operation of an incident communications system: 1. Provide the simplest system that will meet the requirements. 2. Provide clear written and illustrated channel assignments and procedures. It is important to write instructions. 3. Use competent, qualified Incident Dispatchers.

LOGISTICS 8-13 June 2006 ICS FOG

4. Use clear text in all radio communications. e. Frequency coordination. It is very important to maintain system isolation and integrity within the incident. Coordination at regional and national level is often important to maintain flexibility of all systems within National Incident Radio Support Caches. Frequencies are a limited resource and only those required to provide the incident with effective communications should be utilized.

Procurement

a. Coordinate with Procurement Unit Leader in the Finance/Administration Section. b. Ensure that quality and quantity of purchases are as specified. c. See that orders do not exceed planned needs. d. See that all orders are recorded properly and consecutively on standard Resource Order forms or on appropriate ADP/computer system forms.

Security

a. Provide security against theft. b. Provide security for personal gear. Tags should be furnished and each item labeled with owner’s name and agency location.

Factors to consider when locating and laying out an Incident Base or Camp:

a. Environmental constraints – temporary and permanent effects. b. Ownership of land; written agreements to use site. c. Accessible from existing roads with right-of-way. d. Communication service available. e. Safety and sanitation, including freedom from smoke. f. Adequate space for facilities, equipment and people. g. Proximity to incident – safety, travel times, etc. h. Shelter from wind, sun, etc. i. Security for government and personal property. j. Public interference – proximity to and access by public. k. Water supply – how much, how far, etc. l. Existing facilities – usable, cost, protection needed, etc. m. Potential or planned use of additional camps. n. Physical limitations and capabilities. o. Size and shape, terrain, prevailing winds. p. Existing roads. q. Present facilities. r. Activities that can be grouped together: 1. Command, Planning, communications (out of main camp activity). 2. Toilets and wash areas. s. Areas which need to be isolated: 1. Sleeping areas. 2. Heliport and helispot. 3. Fuel/Fueling. t. Areas needing ready access to transportation and facilities:

LOGISTICS 8-14 June 2006 ICS FOG

1. Supply. 2. Tool and equipment area. 3. Kitchen. 4. First aid station 5. Fuel storage. u. Kitchen area: 1. Level with good drainage. 2. Dust abatement, water supply, shade and lighting. 3. Rope off area. 4. Establish flow pattern. v. Wash and Showering Facilities: 1. Well drained. 2. Away from kitchen and well lighted. 3. Provide water, benches, basin, soap, towels and garbage cans. 4. Establish separate facilities or time schedules for men and women. 5. Adequate gray water disposal. w. Toilets: 1. Provide adequate numbers throughout Base/Camp. 2. Arrange for at least daily service. x. Garbage disposal: 1. Garbage cans or containers should be located throughout camp. 2. Haul daily. y. Equipment Depot and Tool Storage Area: 1. Adequate space near transportation. 2. Segregate tools in bins or stalls. 3. Tool reconditioning. 4. Parking and lighting. z. Sleeping Areas: 1. Quiet, shaded, flat and dry ground. 2. Marked and roped off. 3. Designate and supervise warming fires. 4. Free of snags or other hazards. aa. Check-in and Timekeeping Areas. 1. Place near entrance. 2. Tables, chairs, shelter and lighting. 3. Signed. bb. First Aid Station. 1. Quiet, shade and dust free. 2. EMT may be provided. 3. Sign First Aid area. cc. Incident Commander and Staff Area: 1. Located away from main camp activity. 2. Provide tables, chairs, light and shelter. 3. Locate convenient to communications.

LOGISTICS 8-15 June 2006 ICS FOG

LOGISTICS 8-16 June 2006 ICS FOG

CHAPTER 9 FINANCE/ADMINSTRATION SECTION

Contents ...... 9-1 Organizational Chart ...... 9-2 Position Checklists ...... 9-2 Finance/Administration Section Chief ...... 9-2 Time Unit Leader ...... 9-3 Personnel Time Recorder ...... 9-3 Commissary Manager ...... 9-4 Procurement Unit Leader ...... 9-4 Equipment Time Recorder ...... 9-5 Compensation/Claims Unit Leader ...... 9-5 Compensation for Injury Specialist ...... 9-5 Claims Specialist ...... 9-6 Cost Unit Leader ...... 9-6 Finance/Administration Section Planning Cycle Guide ...... 9-8

FINANCE/ADMIN 9-1 July 2010 ICS FOG

ORGANIZATION CHART

Finance Section Chief

Time Procurement Compensation/Claims Cost Unit Leader Unit Leader Unit Leader Unit Leader

Equipment Compensation for Time Recorder Injury Specialist

Personnel Claims Time Recorder Specialist

Commissary Manager

POSITION CHECKLISTS

FINANCE/ADMINISTRATION SECTION CHIEF: The Finance/Administration Section Chief is a member of the General Staff and is responsible for all financial, administrative and cost analysis aspects of the incident and for supervising members of the Finance/Administration Section.

a. Review Common Responsibilities (page 1-2). b. Obtain a briefing from the Incident Commander. c. Participate in planning meetings. d. Obtain copies of appropriate cooperative agreements. e. Manage all financial aspects of an incident. f. Provide financial and cost analysis information as requested. g. Attend and gather pertinent information from briefings with responsible agencies. h. Develop an operating plan for the Finance/Administration Section; fill supply and support needs. i. Determine need to set up and operate an incident commissary. j. Meet with Assisting and Cooperating Agency Representatives as needed. k. Maintain daily contact with agency(s) administrative headquarters on Finance/ Administration matters, including any needed ADO payoff. l. Provide input on financial and cost analysis matters. m. Ensure that all personnel time records are accurately completed and transmitted to home agencies, according to policy. n. Participate and provide financial input to demobilization planning. o. Ensure that all obligation documents initiated at the incident are properly prepared and completed.

FINANCE/ADMIN 9-2 July 2010 ICS FOG

p. Brief agency administrative personnel on all incident-related financial issues needing attention or follow-up prior to leaving incident. q. Maintain Unit Log (ICS Form 214).

TIME UNIT LEADER: The Time Unit Leader is responsible for personnel time recording and for managing the commissary operations.

a. Review Common Responsibilities (page 1-2). b. Review Unit Leader Responsibilities. c. Obtain briefing form Finance/Administration Section Chief. d. Determine incident requirements for time recording function. e. Contact appropriate agency personnel/representatives. f. Ensure that daily personnel time recording documents are prepared and in compliance with agency(s) policy. g. Maintain separate logs for overtime hours. h. Establish commissary operation on larger or long-term incidents as needed. i. Submit cost estimate data forms to Cost Unit as required. j. Maintain record security. k. Ensure that all records are current and complete prior to demobilization. l. Release time reports from assisting agency personnel to the respective Agency Representatives prior to demobilization. m. Brief Finance/Administration Section Chief on current problems and recommendations, outstanding issues and follow-up requirements. n. Maintain Unit Log (ICS form 214).

PERSONNEL TIME RECORDER: Under supervision of the Time Unit Leader, Personnel Time Recorder is responsible for overseeing the recording of time for all personnel assigned to an incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Time Unit Leader. c. Establish and maintain a file for employee time reports within the first operational period. d. Initiate, gather or update a time report from all applicable personnel assigned to the incident for each operational period. e. Ensure that all employee identification information is verified to be correct on the time report. f. Post personnel travel and work hours, transfers, promotions, specific pay provisions and terminations to personnel time documents. g. Post all commissary issues to personnel time documents. h. Ensure that time reports are signed. i. Close out time documents prior to personnel leaving the incident. j. Distribute all time documents according to agency policy. k. Maintain a log of excessive hours worked and give to Time Unit Leader daily.

COMMISSARY MANAGER: Under the supervision of the Time Unit Leader, Commissary Manager is responsible for commissary operations and security.

a. Review Common Responsibilities (page 1-2).

FINANCE/ADMIN 9-3 July 2010 ICS FOG

b. Obtain briefing from Time Unit Leader. c. Set up and provide commissary operation to meet incident needs. d. Establish and maintain adequate security for commissary. e. Request commissary stock through Supply Unit Leader (must have Finance/ Administration Section chief approval). f. Maintain complete record of commissary stock including invoices for material received, issuance records, transfer records and closing inventories. g. Maintain commissary issue record by crews and submit records to Time Recorder during or at the end of each operational period. h. Use proper agency forms for all record keeping. Complete forms according to agency specification. i. Ensure that all records are closed out and commissary stock is inventoried and returned to Supply Unit prior to demobilization.

PROCUREMENT UNIT LEADER: The Procurement Unit Leader is responsible for administering all financial matters pertaining to vendor contracts, leases, and fiscal agreements.

a. Review Common Responsibilities (page 1-2). b. Review Unit Leader Responsibilities. c. Obtain briefing from Finance/Administration Section Chief. d. Review incident needs and any special procedures with Unit Leaders, as needed. Work closely with Supply Unit Leader. e. Coordinate with local jurisdiction on plans and supply sources. f. Develop incident procurement procedures for local purchase. g. Obtain Incident Procurement Plan. h. Prepare and authorize contracts and land use agreements as needed. i. Draft memoranda of understanding. j. Establish contracts and agreements with supply vendors as required. k. Provide for coordination between the Ordering Manager, agency dispatch and all other procurement organizations supporting the incident. l. Ensure that a system is in place which meets agency property management requirements. Ensure proper accounting for all new property. m. Interpret contracts and agreements; resolve disputes within delegated authority. n. Coordinate with Compensation/Claims Unit for processing claims. o. Finalize all agreements and contracts. p. Coordinate use of impress funds as required. q. Complete final processing of contracts and send documents for payment. r. Coordinate cost data in contracts with Cost Unit Leader. s. Brief Finance/Administration Section Chief on current problems and recommendations, outstanding issues and follow-up requirements. t. Maintain Unit Log (ICS form 214).

EQUIPMENT TIME RECORDER: Under supervision of the Procurement Unit Leader, Equipment Time Recorder is responsible for overseeing the recording of time for all equipment assigned to an incident. May be assigned to work for Time Unit Leader.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from supervisor.

FINANCE/ADMIN 9-4 July 2010 ICS FOG

c. Set up Equipment Time Recorder function in location designated by supervisor. d. Advise Ground Support Unit, Facilities Unit and Air Support Group of the requirement to establish and maintain a file for maintaining a daily record of equipment time. e. Assist units in establishing a system for collecting equipment time reports. f. Post all equipment time tickets after the end of each operational period. g. Prepare a use and summary invoice for equipment (as required) after equipment arrival at incident. h. Submit data to supervisor for cost effectiveness analysis as required. i. Maintain current posting on all charges or credits for fuel, parts, services and commissary. j. Verify all time data and deductions with owner/operator of equipment. k. Complete all forms according to agency specifications. l. Close out forms prior to demobilization. m. Distribute copies per agency and incident policy.

COMPENSATION/CLAIMS UNIT LEADER: The Compensation/Claims Unit Leader is responsible for the overall management of Specialists and direction of all administrative matters pertaining to compensation for injury- and claims-related activities (other than injury) for an incident.

a. Review Common Responsibilities (page 1-2). b. Review Unit Leader Responsibilities. c. Obtain briefing from Finance/Administration Section Chief. d. Establish contact with incident Safety Officer and Liaison Officer (or Agency Representatives if no Liaison Officer is assigned). e. Determine the need for Compensation for Injury and Claims Specialists and order personnel as needed. f. Establish a Compensation for Injury work area within or as close as possible to the Medical Unit. g. Review Incident Medical Plan. h. Review procedures for handling claims with Procurement Unit. i. Periodically review logs and forms produced by Compensation/Claims Specialists to ensure compliance with agency requirements and policies. j. Obtain Demobilization Plan and ensure that Compensation for Injury and Claims Specialists are adequately briefed on Demobilization Plan. k. Ensure that all Compensation for Injury and Claims logs and forms are complete and routed to the appropriate agency for post-incident processing prior to demobilization. l. Coordinate with Interagency Resource Representative, if any are assigned. m. Maintain Unit Log (ICS Form 214).

COMPENSATION FOR INJURY SPECIALIST: Under the supervision of the Compensation/ Claims Unit Leader, the Compensation for Injury Specialist is responsible for administering financial matters resulting from serious injuries and fatalities occurring on an incident. Close coordination is required with the Medical Unit.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Compensation/Claims Unit Leader. c. Co-locate Compensation for Injury operations with those of the Medical Unit when possible.

FINANCE/ADMIN 9-5 July 2010 ICS FOG

d. Establish procedure with Medical Unit Leader on prompt notification of injuries or fatalities. e. Establish contact with Safety Officer and Agency Representatives. f. Obtain copy of Incident Medical Plan (ICS Form 206). g. Provide written authority for persons requiring medical treatment according to agency policy. h. Ensure that correct agency forms are being used. i. Provide correct billing forms for transmittal to doctor and/or hospital. j. Keep informed and report on status of hospitalized personnel. k. Obtain all witness statements from Safety Officer and/or Medical Unit and review for completeness. l. Coordinate the analysis of injuries with the Safety Officer. m. Develop and maintain a log of all injuries occurring on incident. n. Coordinate/handle all administrative paperwork on serious injuries or fatalities. o. Coordinate with appropriate agency(s) to assume responsibility for injured personnel in local hospitals prior to demobilization.

CLAIMS SPECIALIST: Under the supervision of the Compensation/Claims Unit Leader the Claims Specialist is responsible for managing all claims-related activities (other than injury) for an incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Compensation/Claims Unit Leader. c. Develop and maintain a log of potential claims. d. Mitigate or resolve potential claims whenever possible. e. Coordinate claims prevention plan with applicable incident functions. f. Initiate investigation on all claims other than personnel injury. g. Ensure that site and property involved in investigation are protected. h. Coordinate with investigation team as necessary. i. Obtain witness statements pertaining to claims other than personnel injury. j. Review investigations for completeness and follow-up action needed by local agency. k. Keep the Compensation/Claims Unit Leader advised on nature and status of all existing and potential claims. l. Ensure use of correct agency forms. m. Request skilled investigation from appropriate agency, when needed. n. Maintain Unit Log (ICS Form 214).

COST UNIT LEADER: The Cost Unit Leader is responsible for collecting all cost data, performing cost effectiveness analyses and providing cost estimates and cost saving recommendations for the incident.

a. Review Common Responsibilities (page 1-2). b. Review Unit Leader Responsibilities. c. Obtain briefing from Finance/Administration Section Chief. d. Coordinate with agency headquarters on cost reporting procedures. e. Collect and record all cost data. f. Develop incident cost summaries. g. Prepare resources – use cost estimates for the Planning Section. h. Make cost-saving recommendations to the Finance/Administration Section Chief.

FINANCE/ADMIN 9-6 July 2010 ICS FOG

i. Maintain cumulative incident cost records. j. Complete all records prior to demobilization. k. Provide reports to Finance/Administration Section Chief. l. Maintain Unit Log (ICS Form 214).

FINANCE/ADMIN 9-7 July 2010 ICS FOG

CHAPTER 10

ORGANIZATIONAL GUIDES

Contents ...... 10-1 ICS Organization Chart...... 10-2 Modular Development ...... 10-3 ICS Organization Guide ...... 10-7 T-Card Colors and Uses ...... 10-9 ICS Forms ...... 10-9 ICS Map Display Symbology ...... 10-10 Resources Unit Functions and Interactions ...... 10-11 Situation Unit Functions and Interactions ...... 10-12 Resource Status Change Reporting ...... 10-13 Strike Team Leader Interactions ...... 10-14 Reassign/Release of Resources ...... 10-15 ICS Camp Organization and Reporting Relationships ...... 10-16

ORGANIZATIONAL GUIDES 10-1 July 2010 ICS FOG

INCIDENT COMMAND SYSTEM ORGANIZATION CHART

Incident Command

Information Safety

Liaison

Operations Planning Logistics Finance/ Section Section Section Admin Section

Staging Branches Air Resource Service Support Time Unit Area(s) Operations Unit Branch Branch Branch

Division/ Air Support Air Tactical Situation Comm. Supply Unit Procurement Groups Unit Unit Unit

Strike Helibases Helicopter Documentation Medical Facilities Comp/ Teams Coordinator Unit Unit Unit Claims Unit

Task Helispots Fixed Wing Demob Food Unit Ground Cost Unit Forces Coordinator Unit Support Unit

Single Fixed Wing Technical Resources Bases Specialists

ORGANIZATIONAL GUIDES 10-2 July 2010 ICS FOG

INCIDENT COMMAND

SINGLE SINGLE SINGLE RESOURCE RESOURCE RESOURCE

Example #1: Initial Response Organization Initial response resources are managed by the initial incident commander who will perform all command and general staff functions.

ORGANIZATIONAL GUIDES 10-3 July 2010 ICS FOG

INCIDENT COMMAND

STAGING

STRIKE STRIKE STRIKE STRIKE HELICOPTER LOGICTICS TEAM TEAM TEAM TEAM SECTION

FOOD UNIT GROUND SUPPORT UNIT

Example #2: REINFORCED RESPONSE ORGANIZATION In the extended/reinforced response situation the Incident Commander continues to directly manage all resources. The IC has now designated a Staging Area, and Logistics Section Chief and two units within the section

ORGANIZATIONAL GUIDES 10-4 July 2010 ICS FOG

INCIDENT COMMAND

OPERATIONS PLANNING LOGISTICS TIME SECTION SECTION SECTION UNIT

STAGING RESOURCE MEDICAL AREA UNIT UNIT

DIVISION DIVISION AIR AIR SITUATION FOOD SUPPORT TACTICAL UNIT UNIT

STRIKE STRIKE HELICOPTER FACILITIES TEAM TEAM UNIT

STRIKE STRIKE AIR TANKER/ GROUND TEAM TEAM FIXED WING SUPPORT UNIT

CREW TASK FORCE

TASK FORCE

EXAMPLE #3: MULTI-DIVISION ORGANIZATION The Incident Commander has filled several Command and General Staff positions. Some Units in the Planning and Logistics Sections have been established. The Operations Section has established two Divisions and Air Tactical Group Supervisor positions.

ORGANIZATIONAL GUIDES 10-5 July 2010 ICS FOG

Incident Command

Information Safety

Liaison

Operations Planning Logistics Finance/ Section Section Section Admin Section

Staging Resource Comm. Medical Unit Time Unit Area Unit Unit

Branch Branch Air Situation Food Unit Facilities Cost Unit Operations Unit Unit Branch

Division Division Air Air Documentation Ground Support Tactical Unit Support Unit

Division Division Helibase Helicopter Manager Coordinator

Division Division Helispot Air Tanker/ Manager Fixed Wing

EXAMPLE #4: MULTI-BRANCH ORGANIZATION All Command and General Staff positions have been filled as well as many of the Units. The Operations Section has now established a two-Branch organization and an Air Operations Branch organization.

ORGANIZATIONAL GUIDES 10-6 July 2010 ICS FOG

ICS ORGANIZATION GUIDE C O 1. Incident Commander – one per incident is multi-jurisdictional. 2. Multi-jurisdictional incidents establish Unified Command with each jurisdiction M supplying individual to represent agency in Unified Command Structure. M 3. Incident Commander may have Deputy. A 4. Command Staff Officer – one per function per incident. 5. Command Staff may have assistants as needed. N 6. Agency Representatives report to Liaison Officer on Command Staff. D INCIDENT BASE RECOMMENDED MINIMUM PERSONNEL REQUIREMENTS (PER TWELVE (12) HOUR OPERATIONAL PERIOD) (If camps are established, the minimum personnel requirements for the Base may be modified or additional personnel may be added to support camps.) SIZE OF INCIDENT (NUMBER OF DIVISIONS) UNIT POSITION 2 5 10 15 25 Operational Section Chief One Per Operational Period O Branch Director 2 3 4 6 P Division/Group Supervisor 2 5 10 15 25 E Strike Team Leaders As Needed Task Force Leaders As Needed R Air Operations Director 1 1 1 1 A Air Tactical Group Supervisor 1 1 1 1 1 T Air Tanker/Fixed Wing Coordinator As Needed I Helicopter Coordinator As Needed Air Support Group Supervisor 1 1 1 1 1 O Helibase Manager One Per Helibase N Helispot Manager One Per Helispot S Fixed Wing Support Leader One Per Airport Staging Area Manager One Per Staging Area Planning Section Chief One Per Incident Resources Unit Leader 1 1 1 1 1 P Status Recorders 1 2 3 3 3 Check-In Recorders As Needed L Technical Specialists As Needed A Situation Unit Leader 1 1 1 1 1 N Field Observer 1 2 2 3 N Weather Observer As Needed Aerial/Ortho Photo Analyst As Needed I Display/Report Processor 1 1 1 2 N IR Equipment Operators Two if Needed G Computer Terminal Operator 1 1 1 1 Photographer 1 1 1 Documentation Unit Leader 1 1 1 1 Demobilization Unit Leader 1 1 1 (Demob Recorders from Resources) As Needed

ORGANIZATIONAL GUIDES 10-7 July 2010 ICS FOG

ICS ORGANIZATION GUIDE SIZE OF INCIDENT (NUMBER OF DIVISIONS) UNIT POSITION 2 5 10 15 25 Logistics Section Chief One Per Incident Service Branch Director As Needed Communications Unit Leader 1 1 1 1 1 Incident Communications Manager 1 1 1 1 1 Incident Dispatcher 1 2 3 3 4 Message Center Operator 1 1 2 2 Messenger 1 2 2 2 Communications Technician 1 2 4 4 Medical Unit Leader 1 1 1 1 1 Medical Unit Leader Assistant As Needed Responder Rehabilitation Manager As Needed L Food Unit Leader 1 1 1 1 Food Unit Assistant (each camp) As Needed O Cook 1 1 2 2 Assistant Cook 2 2 6 12 G Helper 8 8 16 24 Support Branch Director As Needed I Supply Unit Leader 1 1 1 1 S Camp Supply Assistant (each camp) As Needed Ordering Manager 1 1 1 T Receiving/Distribution Manager 1 1 1 1 Tool/Equipment Specialist 1 1 1 I Recorders 1 1 2 2 Helpers 2 2 2 2 C Facility Unit Leader 1 1 1 1 Base Manager 1 1 1 1 s Camp Manager (each camp) As Needed Facility Maintenance Specialist 1 1 1 1 Security Manager 1 1 1 1 Helpers 6 6 12 12 Ground Support Unit Leader 1 1 1 1 1 Equipment Manager 1 1 1 1 Assistants As Needed Equipment Timekeeper 1 1 1 1 Mechanics 1 1 3 5 7 Drivers As Needed Operators As Needed F Finance/Administration Section Chief One Per Incident I Time Unit Leader 1 1 1 1 N Time Recorder, Personnel 1 3 3 5 – Time Recorder, Equipment 1 2 2 3 A Procurement Unit Leader 1 1 1 1 Compensation/Claims Unit Leader 1 1 1 1 D Compensation Specialist As Needed M Claims Specialist As Needed I Cost Unit Leader 1 1 1 1 N Cost Analyst 1 1 1

ORGANIZATIONAL GUIDES 10-8 July 2010 ICS FOG

T-CARD COLORS AND USES Ten different color resource cards (T-cards) are used to denote kind of resources. The card colors and resources they represent are:

KIND RESOURCE CARD COLOR FORM NUMBER Engines Rose 219-3 Green 219-2 Dozers Yellow 219-7 Aircraft Orange 219-6 Helicopter Blue 219-4 Misc. Equip/Task Forces Tan 219-8 Personnel White 219-5 Location Labels Gray 219-1 Property Record White/Red 219-9 Transfer Tag Blue Tag 219-9A INCIDENT COMMAND SYSTEM FORMS Forms and records which are routinely used in the ICS are listed below. Those marked with an (*) are commonly used in written Incident Action Plans. Incident Briefing ICS Form 201 Objectives ICS Form 202 Organization Assignment List ICS Form 203 Assignment List ICS Form 204 Incident Radio Communications Plan ICS Form 205 Medical Plan ICS Form 206 Incident Organization Chart ICS Form 207 Site Safety and Control Plan ICS Form 208-HM Incident Status Summary ICS Form 209 Check-in List ICS Form 211 Vehicle Demobilization Inspection ICS Form 212 General Message ICS Form 213 Unit Log ICS Form 214 Operational Planning Worksheet. LCES Safety Analysis ICS Form 215 A Operational Planning Worksheets ICS Form 215 G, W Radio Requirements Worksheet ICS Form 216 Support Vehicle Inventory ICS Form 218 Resource Status Card (1-9A) ICS Form 219 Air Operations Summary Worksheet ICS Form 220 Demobilization Checkout ICS Form 221 Incident Weather Forecast Request ICS Form 222 Tentative Release List ICS Form 223 Crew Performance Rating ICS Form 224 Incident Personnel Performance Rating ICS Form 225 Compensation for Injury Log ICS Form 226 Claims Log ICS Form 227 Incident Cost Worksheet ICS Form 228 Incident Cost Summary ICS Form 229

ORGANIZATIONAL GUIDES 10-9 July 2010 ICS FOG

ORGANIZATIONAL GUIDES 10-10 July 2010 ICS FOG

ORGANIZATIONAL GUIDES 10-11 July 2010 ICS FOG

ORGANIZATIONAL GUIDES 10-12 July 2010 ICS FOG

ORGANIZATIONAL GUIDES 10-13 July 2010 ICS FOG

ORGANIZATIONAL GUIDES 10-14 July 2010 ICS FOG

ORGANIZATIONAL GUIDES 10-15 July 2010 ICS FOG

ORGANIZATIONAL GUIDES 10-16 July 2010

ICS FOG

CHAPTER 11

Apparatus Typing & Nomenclature Guide

Contents ...... 11-1 Introduction ...... 11-2 Typing Process ...... 11-2 Fire Suppression Resources ...... 11-4 Emergency Medical Services Resources ...... 11-12 Hazardous Materials Resources ...... 11-14 Search and Rescue Resources ...... 11-16

Apparatus Typing & Nomenclature 11-1 1 September 2016

ICS FOG

Introduction

This resource typing guide is designed for use during local and regional incidents. This document compliments the Federal Emergency Management Agency (FEMA) document titled “Typed Resource Definitions” for various resource types. Although this guide adheres to NIMS resource typing wherever possible, some resources that are not FEMA-typed are classified regionally in this guide. In addition, the committee offers some deviations from NIMS for local mutual aid incidents where nationally definitions are unrealistic or not applicable. Those deviations are noted conspicuously in this document.

The FEMA guides used to define Tier I resources for this project included:

 FEMA 508-3, Emergency Medical Services Resources  FEMA 508-4, Fire and Hazardous Materials Resources  FEMA 508-8, Search and Rescue Resources

Typing Process

The following steps are provided to help departments type apparatus into their appropriate categories.

1. Identify the specific mission of the apparatus. Many apparatus are multi- purpose, however most still have a single basic mission. For example, a basic (pumper) has the basic mission of fire suppression, although it may serve as an emergency medical first response vehicle, carry extrication equipment and have a water tank large enough to be considered a tender. The mission of the apparatus will allow it to be classified for resource typing purposes. The classification categories of apparatus are provided below:

a. Engines b. Ladders c. Tenders d. Dozers e. Plows f. Medical Response g. Boats h. Aircraft Rescue and (ARFF) i. Support j. Hazardous Materials Response k. Rescue

2. Use the appropriate guide page, based on classification, to determine the typing of the unit.

Apparatus Typing & Nomenclature 11-2 1 September 2016

ICS FOG

3. An apparatus that fills a primary function from the above list but also meets the requirements of a Type 1 or Type 2 Engine may, at the agency’s discretion, have the designation of “Pumper” added to its name. An example of this is “Pumper-Tender” or “Pumper-Ladder”.

Note: “” is an allowable alternative designation for apparatus that meet the qualifications for “Pumper-Ladder”.

Apparatus Typing & Nomenclature 11-3 1 September 2016

ICS FOG

Category: Fire Suppression Kind: Fire Engine, Pumper Resource Tier: 1 (NIMS classified)

IEFCA Type Type I Type II Type III Type IV Radio “Engine” “Engine” “Attack” “Brush” Designation Minimum 3 (NIMS: 4) 3 3 2 Staffing Training N/A N/A N/A N/A Pump Capacity 1000 GPM 500 GPM 150 GPM 50 GPM Tank Capacity 300 gallons 300 Gallons 500 Gallons 750 Gallons Hose – 2.5”+ 1,200 feet 1,000 feet - - – 1.5/1.75” 500 feet 500 feet 1000 feet 300 feet – 1” 200 feet 300 feet 500 feet 300 feet Ground Ladders 48 feet 48 feet - - Master Stream Yes Yes No No Pump and Roll No No Yes Yes

IEFCA Type Type V Type VI Type VII Radio Designation “Brush” “Brush” “Brush” Minimum Staffing 2 2 2 Training N/A N/A N/A Pump Capacity 50 GPM 50 GPM 10 GPM Tank Capacity 400 Gallons 150 Gallons 50 Gallons Hose – 2.5”+ - - - – 1.5/1.75” 300 feet 300 feet - – 1” 300 feet 300 feet 200 feet Ground Ladders - - - Master Stream No No No Pump and Roll Yes Yes Yes

Notes:

1. FEMA reference 508-4, Page 7 (7/20/2005) 2. NWCG reference #006-2008, Page 3 (October 2007) 3. Washington State Fire Services Resource Mobilization Plan, Page 45 (June, 2016) 4. 2016 Wage & Equipment Rates for the Washington , Page 7 5. IEFC permits a minimum staffing deviation on Type I for local mutual aid incidents.

Apparatus Typing & Nomenclature 11-4 1 September 2016

ICS FOG

Category: Fire Suppression Kind: Ladder Resource Tier: 1 (NIMS classified)

IEFCA Type Type I Type II Radio “Ladder” “Ladder” Designation Minimum 3 (NIMS: 4) 3 (NIMS: 4) Staffing Training N/A N/A Ladder Height 75 feet or Less than 75 greater feet Elevated Stream 500 GPM 500 GPM Ground Ladders 115 feet 115 feet

Notes:

1. FEMA reference 508-4, Page 9 (7/20/2005) 2. Washington State Fire Services Resource Mobilization Plan, Page 45 (June 2016) 3. 2016 Wage & Equipment Rates for the Washington State Fire Service, Page 7 4. IEFCA permits a minimum staffing deviation on Type I and II for local mutual aid incidents. 5. Since the majority of ladders have a pump and water, it is expected that company officers will notify the incident commander if they lack this capability and receive an assignment that would require the capability of an engine. 6. Ladders meeting the requirements of a Type 1 or Type 2 Engine may, at the agency’s discretion, be designated as “Pumper-Ladder” or “Quint”. 7. Ladders that have an aerial platform capability may, at the agency’s discretion, be designated as “Tower”.

Apparatus Typing & Nomenclature 11-5 1 September 2016

ICS FOG

Category: Fire Suppression Kind: , Support Resource Tier: 1 (NIMS classified)

IEFCA Type Type I Type II Type III Radio “Tender” “Tender” “Tender” Designation Minimum 1 1 1 Staffing Training N/A N/A N/A Tank Capacity 4,000 2,500 1,000 gallons gallons gallons Pump Capacity 300 GPM 200 GPM 200 GPM

Notes:

1. FEMA reference 508-4, Page 33 (7/20/2005) 2. NWCG reference #006-2008, Page 3 (October 2007) 3. Washington State Fire Services Resource Mobilization Plan, Page 45 (June, 2016) 4. 2016 Wage & Equipment Rates for the Washington State Fire Service, Page 7

Apparatus Typing & Nomenclature 11-6 1 September 2016

ICS FOG

Category: Fire Suppression Kind: Water Tender, Tactical Resource Tier: 1 (NIMS classified)

IEFCA Type Type I Type II Radio “Tender” “Tender” Designation Minimum 2 2 Staffing Training N/A N/A Tank Capacity 2,000 1,000 gallons gallons Pump Capacity 250 GPM 250 GPM

Notes:

1. FEMA reference 508-4, Page 33 (7/20/2005) 2. NWCG reference #006-2008, Page 3 (October 2007) 3. Washington State Fire Services Resource Mobilization Plan, Page 45 (June, 2016) 4. 2016 Wage & Equipment Rates for the Washington State Fire Service, Page 7 5. IEFCA permits a minimum staffing deviation on Type I and II for local mutual aid incidents. 6. Tenders meeting the requirements of a Type 1 or Type 2 Engine may, at the agency’s discretion, be designated as “Pumper-Tender”.

Apparatus Typing & Nomenclature 11-7 1 September 2016

ICS FOG

Category: Fire Suppression Kind: Dozer Resource Tier: 1 (NWCG classified)

IEFCA Type Type I Type II Type III Radio “Dozer” “Dozer” “Dozer” Designation Minimum 1 1 1 Staffing Training N/A N/A N/A Horsepower 200+ HP 100-199 HP Less than 100 HP

Notes:

1. 2016 Wage & Equipment Rates for the Washington State Fire Service, Page 13

Apparatus Typing & Nomenclature 11-8 1 September 2016

ICS FOG

Category: Fire Suppression Kind: Plow (Tractor Plow) Resource Tier: 1 (NWCG classified)

IEFCA Type Type I Type II Type III Type IV Radio “Plow” “Plow” “Plow” “Plow” Designation Minimum 1 1 1 1 Staffing Training N/A N/A N/A N/A Horsepower 165+ HP 140-164 HP 120-139 HP 90-119 HP

IEFCA Type Type V Type VI Radio Designation “Plow” “Plow” Minimum Staffing 1 1 Training N/A N/A Horsepower 70-89 HP Less than 70 HP

Notes:

1. NWCG Wildland Fire Incident Management Guide, PMS 210 (April 2013)

Apparatus Typing & Nomenclature 11-9 1 September 2016

ICS FOG

Category: Fire Suppression Kind: Aircraft Rescue and Firefighting Resource Tier: 2 (Locally classified)

IEFCA Type Type I Radio Designation “ARFF” Minimum Staffing 1 Training N/A Minimum Foam proportioner or Equipment injection system with pump, 100 gallons of FAA foam

Notes:

1. FIRESCOPE reference Field Operations Guide Page 13-3

Apparatus Typing & Nomenclature 11-10 1 September 2016

ICS FOG

Category: Fire Suppression Kind: Support Units Resource Tier: 2 (Locally classified)

IEFCA Type Type I Type II Radio Designation “Support” “Utility” Minimum Staffing 1 1 Training N/A N/A Minimum Agency Specific Equipment for Scene Lighting, Breathing Air, Rehab, Etc.

Notes:

1. The “Utility” designation is intended for light duty vehicles used for general purposes such as moving personnel or towing trailers. This designation may also be used for all-terrain vehicles (ATVs or UTVs).

Apparatus Typing & Nomenclature 11-11 1 September 2016

ICS FOG

Category: Emergency Medical Services Kind: Ambulances (Ground) Resource Tier: 1 (NIMS classified)

IEFCA Type Type I Type II Type III Type IV Radio “Ambulance” “Ambulance” “Ambulance” “Ambulance” Designation Minimum 2 (1 PM, 1 2 (1 PM, 1 2 (1 EMT, 1 2 (1 EMT, 1 Staffing EMT) EMT) EMR) EMR) Training ALS + Haz- ALS BLS + Haz- BLS Mat Mat Operations Operations Minimum 2 litter 2 litter 2 litter 2 litter Capacity patients patients patients patients

Notes:

1. FEMA reference 508-3, Page 10 (3/01/2009) 2. Type I and III ambulances should be capable of transporting patients who have been potentially contaminated by hazardous materials.

Apparatus Typing & Nomenclature 11-12 1 September 2016

ICS FOG

Category: Emergency Medical Services Kind: Medical Response, Non-Transport Resource Tier: 2 (Locally classified)

IEFCA Type Type I Type II Radio Designation “Medic” “Squad” Minimum Staffing 2 (1 PM, 1 EMT) 2 (1 EMT, 1 EMR) Training ALS BLS Minimum Equipment ALS BLS

Notes:

1. This is a locally-developed resource type designed to describe quick- response or similar type units where the primary mission is to respond to medical incidents.

Apparatus Typing & Nomenclature 11-13 1 September 2016

ICS FOG

Category: Hazardous Materials Kind: Hazardous Materials Apparatus Resource Tier: 1 (NIMS classified)

IEFCA Type Type I Type II Type III Radio Designation “Haz-Mat” “Haz-Mat” “Haz-Mat” Minimum Staffing 3 (NIMS: 5) 3 (NIMS: 5) 3 (NIMS: 5) Training Haz-Mat Haz-Mat Haz-Mat Technician Technician Technician Minimum Intervention, Intervention, Intervention, Equipment decontamination, decontamination, decontamination, PPE, technical PPE, technical PPE, technical reference, sampling reference, sampling reference, sampling to manage WMD to manage to manage chemical and incidents involving incidents involving biological incidents known and known chemicals. as well as known unknown and unknown chemicals. Minimum chemicals. monitoring: Oxygen Radiation deficiency, lower monitoring: Alpha, explosive limit Gamma and Beta (LEL), Carbon Monoxide, and Hydrogen Sulfide.

Radiation monitoring: Gamma and Beta

Notes:

1. FEMA reference 508-4, Page 16 (7/20/2005) 2. Hazardous materials response units may be combined with other on-duty resources to meet the minimum response requirements.

Apparatus Typing & Nomenclature 11-14 1 September 2016

ICS FOG

Category: Hazardous Materials Kind: Foam Tender Resource Tier: 1 (NIMS classified)

IEFCA Type Type I Type II Radio Designation “Foam” “Foam” Minimum Staffing 1 1 Training N/A N/A Minimum 500 gallons of 250 gallons of Equipment Class B Foam Class B Foam

Notes:

1. FEMA reference 508-4, Page 10 (7/20/2005)

Apparatus Typing & Nomenclature 11-15 1 September 2016

ICS FOG

Category: Search and Rescue Kind: Rescue Apparatus Resource Tier: 2 (Locally classified)

IEFCA Type Type I Type II Type III Radio Designation “Rescue” “Rescue” “Rescue” Minimum Staffing 2 2 2 Training Vehicle and Vehicle and Vehicle and machinery machinery machinery extrication, water extrication, water extrication, water rescue, rope rescue rescue, rope rescue rescue (high angle), (high angle) confined space rescue Minimum Hydraulic Hydraulic Hydraulic Equipment extrication extrication extrication equipment, equipment, equipment, cribbing, PFD, cribbing, PFD, cribbing, PFD, throw bags, rescue throw bags, rescue throw bags rope and rope and associated associated hardware, confined hardware space rescue equipment, SCBAs

Notes:

1. Technical rescue response units may be combined with other on-duty resources to meet the minimum response requirements. 2. Specialized rescue units that have finite and specific missions should be titled appropriately. Examples include: USAR, Trench, etc.

Apparatus Typing & Nomenclature 11-16 1 September 2016

ICS FOG

Category: Search and Rescue Kind: Boats (Fire Suppression and Rescue) Resource Tier: 1 (NIMS classified – Fire Boats), 2 (Locally classified – Rescue Boats)

IEFCA Type Type I Type II Type III Type IV Radio “Fire Boat” “Fire Boat” “Fire Boat” “Water” Designation Minimum 2 2 2 2 Staffing Training N/A N/A N/A N/A Minimum 5,000 GPM 1,000 GPM 250 GPM None Equipment

Notes:

1. FEMA reference 508-4, Page 8 (7/20/2005) 2. This resource type is to be used for boats that are hard-hulled and capable of sustained operations, not quick-deployment inflatable boats or watercraft.

Apparatus Typing & Nomenclature 11-17 1 September 2016 ICS FOG

CHAPTER 12

HAZARDOUS MATERIALS

Contents ...... 12-1 Introduction ...... 12-2 Unified Command ...... 12-2 Modular Development ...... 12-2 Position Checklists ...... 12-7 Hazardous Materials Group Supervisor ...... 12-7 Entry Leader ...... 12-7 Decontamination Leader ...... 12-8 Site Access Control Leader ...... 12-8 Assistant Safety Officer-Hazardous Materials ...... 12-8 Technical Specialist-Hazardous Materials Reference ...... 12-9 Safe Refuge Area Manager ...... 12-9 Assisting Agencies ...... 12-10 Law Enforcement ...... 12-10 Environmental Health Agencies ...... 12-10 Control Zone Layout ...... 12-11 Hazardous Materials Company Types & Minimum Standards ...... 12-12 Hazardous Materials Glossary of Terms ...... 12-13

HAZARDOUS MATERIALS 12-1 June 2006 ICS FOG

INTRODUCTION

The Hazardous Materials organizational module is designed to provide an organizational structure that will provide necessary supervision and control for the essential functions required at virtually all Hazardous Materials incidents. This is based on the premise that controlling the tactical operations of companies and movement of personnel and equipment will provide a greater degree of safety and also reduce the probability of spreading of contaminants. The primary functions will be directed by the Hazardous Materials Group Supervisor, and all resources that have a direct involvement with the hazardous material will be supervised by one of the functional leaders or the Hazardous Materials Group Supervisor.

UNIFIED COMMAND

A hazardous materials incident will bring together a greater number and a wider variety of agencies than any other single incident your agency will face. It is assumed that all hazardous materials incidents will be managed under Unified Command principles because in virtually all cases fire, law enforcement and public health will have some statutory functional responsibility for incident mitigation.

Depending on incident factors, several other agencies will respond to a hazardous materials incident. The best method for ensuring effective information flow and coordination between the responding agencies at the scene of a multi-agency incident is to establish a Unified Command Post and the use of Unified Command. Each key response agency should provide a representative to remain at the command post who will have authority to speak for and commit agency resources. The Assisting Agencies section of this document lists some of the typical functional responsibilities of law enforcement and health agencies.

MODULAR DEVELOPMENT

A series of examples of modular development are included to illustrate one method of expanding the incident organization.

HAZARDOUS MATERIALS 12-2 June 2006 ICS FOG

UNIFIED COMMAND

SITE ACCESS CONTROL

INITIAL RESPONSE ORGANIZATION (EXAMPLE)

Initial Response resources are managed by the Incident Commander who will handle all Command and General staff responsibilities.

HAZARDOUS MATERIALS 12-3 June 2006 ICS FOG

UNIFIED COMMAND

SAFETY OFFICER ASST SAFETY OFFICER- HAZMAT

PLANNING STAGING SECTION AREA(S)

HAZARDOUS MATERIALS GROUP

LAW ENTRY ENFORCEMENT TASK FORCE

SITE ACCESS CONTROL

SAFE REFUGE AREA

DECON

TECHNICAL SPECIALISTS REINFORCED RESPONSE ORGANIZATION (EXAMPLE) e.g., 3 to 15 Fire and/or Law Enforcement Units

The two Incident Commanders have met and have established Unified Command. They have established a Hazardous Materials Group to manage all activities around the Control Zones and have organized Law Enforcement units into a Task Force to isolate the operational area. The Ics have decided to establish a Planning Section, a Staging Area and a Safety Officer.

HAZARDOUS MATERIALS 12-4 June 2006 ICS FOG

UNIFIED COMMAND

SAFETY LIAISON OFFICER OFFICER ASST SAFETY OFFICER- INFORMATION HAZMAT OFFICER

OPERATIONS PLANNING LOGISTICS STAGING SECTION SECTION SECTION AREA(S)

HAZARDOUS LAW MATERIALS ENFORCEMENT DIVISION GROUP GROUP

COMMUNI- SITUATION LAW CATIONS UNIT ENTRY ENFORCEMENT UNIT TASK FORCE

RESOURCES MEDICAL SITE ACCESS HELICOPTER UNIT UNIT CONTROL COORDINATOR

GROUND SAFE SUPPORT HELIBASE REFUGE UNIT MANAGER AREA

DECON

TECHNICAL SPECIALISTS

MULTI-DIVISION / GROUP ORGANIZATION (EXAMPLE)

The Incident Commanders have activated most Command and General Staff positions and have established a combination of divisions and groups.

HAZARDOUS MATERIALS 12-5 June 2006 ICS FOG

UNIFIED COMMAND

SAFETY LIAISON OFFICER OFFICER ASST SAFETY OFFICER- INFORMATION HAZMAT OFFICER

OPERATIONS PLANNING LOGISTICS FINANCE / ADMIN STAGING SECTION SECTION SECTION SECTION AREA(S)

HAZARDOUS LAW MEDICAL AIR OPERATIONS SERVICE SUPPORT MATERIALS ENFORCEMENT BRANCH BRANCH BRANCH UNIT BRANCH BRANCH

COMMUNI- SITUATION SUPPLY TIME HAZARDOUS CATIONS MEDICAL SECURITY UNIT UNIT UNIT MATERIALS UNIT GROUP GROUP GROUP

PROCURE- RESOURCES MEDICAL FACILITY HAZARDOUS TRANSPOR- MENT INVESTIGATION HELICOPTER UNIT UNIT UNIT MATERIALS TATION UNIT UNIT COORDINATOR GROUP GROUP

GROUND DOCUMENTATION FOOD COMP / CLAIMS SUPPORT EVACUATION HELIBASE UNIT UNIT UNIT UNIT GROUP MANAGER

DEMOBILIZATION COST UNIT UNIT

TECHNICAL SPECIALISTS

MULTI-BRANCH ORGANIZATION (EXAMPLE)

The Incident Commanders have activated all Command and General Staff positions and have established four branches in the Operations Section.

HAZARDOUS MATERIALS 12-6 June 2006 ICS FOG

POSITION CHECKLISTS

HAZARDOUS MATERIALS GROUP SUPERVISOR: The Hazardous Materials Group Supervisor reports to the Operations Section Chief. The Hazardous Materials Group Supervisor is responsible for the implementation of the phases of the Incident Action Plan dealing with the Hazardous Materials Group operations. The Hazardous Materials Group Supervisor is responsible for the assignment of resources within the Hazardous Materials Group, reporting on the progress of control operations and the status of resources within the Group. The Hazardous Materials Group Supervisor directs the overall operations of the Hazardous Materials Group.

a. Review Common Responsibilities (page 1-2). b. Ensure the development of Control Zones and Access Control Points and the placement of appropriate control lines. c. Evaluate and recommend public protection action options to the Operations Section Chief or Branch Director (if activated). d. Ensure that current weather data and future weather predictions are obtained. e. Establish environmental monitoring of the hazard site for contaminants. f. Ensure that a Site Safety and Control Plan (ICS Form 208-HM) is developed and implemented. g. Conduct safety meetings with the Hazardous Materials Group. h. Participate, when requested, in the development of the Incident Action Plan. i. Ensure that recommended safe operational procedures are followed. j. Ensure that the proper Personal Protective Equipment is selected and used. k. Ensure that the appropriate agencies are notified through the IC. l. Maintain Unit Log (lCS Form 214).

ENTRY LEADER: Reports to the Hazardous Materials Group Supervisor. The Entry Leader is responsible for the overall entry operations of assigned personnel within the Exclusion Zone.

a. Review Common Responsibilities (page 1-2). b. Supervise entry operations. c. Recommend actions to mitigate the situation within the Exclusion Zone. d. Carry out actions, as directed by the Hazardous Materials Group Supervisor, to mitigate the hazardous materials release or threatened release. e. Maintain communications and coordinate operations with the Decontamination Leader. f. Maintain communications and coordinate operations with the Site Access Control Leader and the Safe Refuge Area Manager (if activated). g. Maintain communications and coordinate operations with Technical Specialist- Hazardous Materials Reference. h. Maintain control of the movement of people and equipment within the Exclusion Zone, including contaminated victims. i. Direct rescue operations, as needed, in the Exclusion Zone. j. Maintain Unit Log (LCS Form 214).

HAZARDOUS MATERIALS 12-7 June 2006 ICS FOG

DECONTAMINATION LEADER: Reports to the Hazardous Materials Group Supervisor. The Decontamination Leader is responsible for the operations of the decontamination element, providing decontamination as required by the Incident Action Plan.

a. Review Common Responsibilities (page 1-2). b. Establish the Contamination Reduction Corridor(s). c. Identify contaminated people and equipment. d. Supervise the operations of the decontamination element in the process of decontaminating people and equipment. e. Maintain control of movement of people and equipment within the Contamination Reduction Zone. f. Maintain communications and coordinate operations with the Entry Leader. g. Maintain communications and coordinate operations with the Site Access Control Leader and the Safe Refuge Area Manager (if activated). h. Coordinate the transfer of contaminated patients requiring medical attention (after decontamination) to the Medical Group. i. Coordinate handling, storage and transfer of contaminants within the Contamination Reduction Zone. j. Maintain Unit Log (ICS Form 214).

SITE ACCESS CONTROL LEADER: Reports to the Hazardous Materials Group Supervisor. The Site Access Control Leader is responsible for the control of the movement of all people and equipment through appropriate access routes at the hazard site and ensures that contaminants are controlled and records are maintained.

a. Review Common Responsibilities (page 1-2). b. Organize and supervise assigned personnel to control access to the hazard site. c. Oversee the placement of the Exclusion Control Line and the Contamination Control Line. d. Ensure that appropriate action is taken to prevent the spread of contamination. e. Establish the Safe Refuge Area within the Contamination Reduction Zone. Appoint a Safe Refuge Area Manager (as needed). f. Ensure that injured or exposed individuals are decontaminated prior to departure from the hazard site. g. Track the movement of persons passing through the Contamination Control Line to ensure that long term observations are provided. h. Coordinate with the Medical Group for proper separation and tracking of potentially contaminated individuals needing medical attention. i. Maintain observations of any changes in climatic conditions or other circumstance external to the hazard site. j. Maintain communications and coordinate operations with the Entry Leader. k. Maintain communications and coordinate operations with the Decontamination Leader. l. Maintain Unit Log (lCS Form 214).

ASSISTANT SAFETY OFFICER - HAZARDOUS MATERIALS: Reports to the incident Safety Officer as an Assistant Safety Officer and coordinates with the Hazardous Materials Group Supervisor (or Hazardous Materials Branch Director if activated). The Assistant Safety Officer- Hazardous Materials coordinates safety related activities directly relating to the Hazardous Materials Group operations as mandated by 29 CFR part 1910.120 and applicable state and

HAZARDOUS MATERIALS 12-8 June 2006 ICS FOG

local laws. This position advises the Hazardous Materials Group Supervisor (or Hazardous Materials Branch Director) on all aspects of health and safety and has the authority to stop or prevent unsafe acts. It is mandatory that an Assistant Safety Officer-Hazardous Materials be appointed at all hazardous materials incidents. In a multi-activity incident the Assistant Safety Officer-Hazardous Materials does not act as the Safety Officer for the overall incident.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Hazardous Materials Group Supervisor. c. Participate in the preparation and implementation of the Site Safety and Control Plan (ICS Form 208-HM). d. Advise the Hazardous Materials Group Supervisor (or Hazardous Materials Branch Director) of deviations from the Site Safety and Control Plan (ICS Form 208-HM) or any dangerous situations. e. Has authority to alter, suspend or terminate any activity that may be judged to be unsafe. f. Ensure the protection of the Hazardous Materials Group personnel from physical, environmental and chemical hazards/exposures. g. Ensure the provision of required emergency medical services for assigned personnel and coordinate with the Medical Unit Leader. h. Ensure that medical related records for the Hazardous Materials Group personnel are maintained. i. Maintain Unit Log (ICS Form 214).

TECHNICAL SPECIALIST - HAZARDOUS MATERIALS REFERENCE: Reports to the Hazardous Materials Group Supervisor (or Hazardous Materials Branch Director if activated). This position provides technical information and assistance to the Hazardous Materials Group using various reference sources such as computer data bases, technical journals, CHEMTREC and phone contact with facility representatives. The Technical Specialist- Hazardous Materials Reference may provide product identification using hazardous categorization tests and/or any other means of identifying unknown materials.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from the Planning Section Chief. c. Provide technical support to the Hazardous Materials Group Supervisor. d. Maintain communications and coordinate operations with the Entry Leader. e. Provide and interpret environmental monitoring information. f. Provide analysis of hazardous material sample. g. Determine personal protective equipment compatibility to hazardous material. h. Provide technical information of the incident for documentation. i. Provide technical information management with public and private agencies i.e.: Poison Control Center, Tox Center, CHEMTREC, State Department of Food and Agriculture, National Response Team. j. Assist Planning Section with projecting the potential environmental effects of the release. k. Maintain Unit Log (ICS Form 214).

SAFE REFUGE AREA MANAGER: Reports to the Site Access Control Leader and coordinates with the Decontamination Leader and the Entry Leader. The Safe Refuge Area Manager is responsible for evaluating and prioritizing victims for treatment, collecting

HAZARDOUS MATERIALS 12-9 June 2006 ICS FOG information from the victims and preventing the spread of contamination by these victims. If there is a need for the Safe Refuge Area Manager to enter the Contamination Reduction Zone in order to fulfill assigned responsibilities then the appropriate Personal Protective Equipment shall be worn.

a. Review Common Responsibilities (page 1-2). b. Establish the Safe Refuge Area within the Contamination Reduction Zone adjacent to the Contamination Reduction Corridor and the Exclusion Control Line. c. Monitor the hazardous materials release to ensure that the Safe Refuge Area is not subject to exposure. d. Assist the Site Access Control Leader by ensuring the victims are evaluated for contamination. e. Manage the Safe Refuge Area for the holding and evaluation of victims who may have information about the incident or if suspected of having contamination. f. Maintain communications with the Entry Leader to coordinate the movement of victims from the Refuge Area(s) in the Exclusion Zone to the Safe Refuge Area. g. Maintain communications with the Decontamination Leader to coordinate the movement of victims from the Safe Refuge Area into the Contamination Reduction Corridor, if needed. h. Maintain Unit Log (ICS Form 214).

ASSISTING AGENCIES

LAW ENFORCEMENT: The local law enforcement agency will respond to most Hazardous Materials incidents. Depending on incident factors, law enforcement may be a partner in Unified Command or may participate as an assisting agency. Some functional responsibilities that may be handled by law enforcement are:

a. Isolate the incident area. b. Manage crowd control. c. Manage traffic control. d. Manage public protective actions and evacuations. e. Provide scene management for on-highway incidents. f. Manage criminal investigations.

ENVIRONMENTAL HEALTH AGENCIES: In most cases the local or State environmental health agency will be at the scene as a partner in Unified Command. Some functional responsibilities that may be handled by environmental health agencies are:

a. Determine the identity and nature of the Hazardous Materials. b. Establish the criteria for clean-up and disposal of the Hazardous Materials. c. Declare the site safe for re-entry by the public. d. Provide the medical history of exposed individuals. e. Monitor the environment. f. Supervise the clean-up of the site. g. Enforce various laws and acts. h. Determine legal responsibility. i. Provide technical advice. j. Approve funding for the clean-up.

HAZARDOUS MATERIALS 12-10 June 2006 ICS FOG

HAZARDOUS MATERIALS 12-11 June 2006 ICS FOG

HAZARDOUS MATERIALS COMPANY TYPES AND MINIMUM STANDARDS

TYPES

RADIO RESOURCE COMPONENTS CALL I II

Hazardous Hazmat # Capabilities Unknown Known Materials Chemicals Chemicals Company PPE Level Level “A” Level “B” H (fully (splash suiting w/ A encapsulated S.C.B.A.’s) suiting) Z Equipment Type II In-suit M Equipment plus: communications

A Computer air Chemical modeling references T Special detection Capabilities for monitoring sampling & C (specify monitoring chemical) (Combustible O Gas, Oxygen Concentration, M Radiological, pH/Oxidation) P A Heat sensing Plugging, Patching (liquid) N Chemical hazard Diking, Y categorizing absorption, neutralization

Plugging & Patching (vapor)

Large leak intervention

Personnel 5* 5* * One company member trained to minimum level of Assistant Safety Officer Hazmat (ICS-HM-222-5).

HAZARDOUS MATERIALS 12-12 June 2006 ICS FOG

HAZARDOUS MATERIALS GLOSSARY OF TERMS

29 CFR Part 1910.120. Chapter 29 of the Code of Federal Regulations, Part 1910.120 is the Hazardous Waste operations and Emergency Response reference document as required by SARA. This document covers employees involved in certain hazardous waste operations and any emergency response to incidents involving hazardous situations. Federal OSHA enforces this code.

Access Control Point. The point of entry and exit from the control zones. Regulates access to and from the work areas.

CHEMTREC. Chemical Transportation Emergency Center. A public service of the Chemical Manufacturer’s Association.

Compatibility. The matching of Personal Protective Equipment to the hazardous materials involved in order to provide the best protection for the worker.

Contamination Control Line (CCL). The established line around the Contamination Reduction Zone that separates the contamination Reduction Zone from the Support Zone.

Contamination Reduction Corridor (CRC). That area within the Contamination Reduction Zone where the actual decontamination is to take place. Exit from the Exclusion Zone is through the Contamination Reduction Corridor (CRC). The CRC will become contaminated as people and equipment pass through to the decontamination stations.

Contamination Reduction Zone (CRZ). That area between the Exclusion Zone and the Support Zone. This zone contains the Personnel Decontamination Station. This zone may require a lesser degree of personal protection than the Exclusion Zone. This area separates the contaminated area from the clean area and acts as a buffer to reduce contamination of the clean area.

Control Zones. The geographical areas within the control lines set up at a hazardous materials incident. The three zones most commonly used are the Exclusion Zone, Contamination Reduction Zone and Support Zone.

Decontamination (Decon). That action required to physically remove or chemically change the contaminants from personnel and equipment.

Environmental. Atmospheric, Hydrologic and Geologic media (air, water and soil).

Evacuation. The removal of potentially endangered, but not yet exposed, persons from an area threatened by a hazardous materials incident. Entry into the evacuation area should not require special protective equipment.

Exclusion Zone. That area immediately around the spill. That area where contamination does or could occur. The innermost of the three zones of a hazardous materials site. Special protection is required for all personnel while in this zone.

HAZARDOUS MATERIALS 12-13 June 2006 ICS FOG

Hazardous Categorization Test (Haz Cat). A field analysis to determine the hazardous characteristics of an unknown material.

Hazardous Material. Any material which is explosive, flammable, poisonous, corrosive, reactive, radioactive or any combination thereof and requires special care in handling because of the hazards it poses to public health, safety and/or the environment.

Hazardous Materials Company. Any piece of equipment having the capabilities, PPE, equipment, and complement of personnel as specified in the Hazardous Materials Company Types and Minimum Standards found in the Field Operations Guide (ICS-420-1). The personnel complement shall include one member who is trained to a minimum level of Assistant Safety Officer - Hazardous Materials.

Hazardous Materials Incident. Uncontrolled, unlicensed release of hazardous materials during storage or use from a fixed facility or during transport outside a fixed facility that may impact the public health, safety and/or environment.

Hazardous Materials Task Force. A group of resources which includes at least one Hazardous Materials Company, with common communications and a leader. A Hazardous Materials Task Force may be pre-established and sent to an incident, or formed at the incident.

Mitigate. Any action employed to contain, reduce or eliminate the harmful effects of a spill or release of a hazardous substance.

Personal Protective Equipment (PPE). That equipment and clothing required to shield or isolate personnel from the chemical, physical and biologic hazards that may be encountered at a hazardous materials incident.

Rapid Force Technical Specialist Unit. Railroad Accident Prevention and Immediate Deployment Force Technical Specialist Unit provides on site technical assistance at large- scale hazardous material releases resulting from surface transportation accidents. The Unit is comprised of technical specialist in the fields of Human Health Effects, Environmental Fate, Laboratory Services and Clean-up Technology.

Refuge Area. An area identified within the Exclusion Zone, if needed, for the assemblage of contaminated individuals in order to reduce the risk of further contamination or injury. The Refuge Area may provide for gross decontamination and triage.

Rescue. The removal of victims from an area determined to be contaminated or otherwise hazardous. Rescue shall be performed by emergency personnel using appropriate personal protective equipment.

Safe Refuge Area (SRA). An area within the Contamination Reduction Zone for the assemblage of individuals who are witnesses to the hazardous materials incident or who were on site at the time of the spill. This assemblage will provide for the separation of contaminated persons from non-contaminated persons.

Site. That area within the Contamination Reduction Control Line at a hazardous materials incident.

HAZARDOUS MATERIALS 12-14 June 2006 ICS FOG

Site Safety Plan. An Emergency Response Plan describing the general safety procedures to be followed at an incident involving hazardous materials. This plan should be prepared in accordance with 29 CFR 1910.120 and the U.S. Environmental Protection Agency’s “Standard Operating Safety Guides for Environmental Incidents (1984).”

Support Zone. The clean area outside of the Contamination Control Line. Equipment and personnel are not expected to become contaminated in this area. Special protective clothing is not required. This is the area where resources are assembled to support the hazardous materials operation.

HAZARDOUS MATERIALS 12-15 June 2006 ICS FOG

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HAZARDOUS MATERIALS 12-16 June 2006 ICS FOG

CHAPTER 13 MULTI-CASUALTY INCIDENT (MCI)

Contents ...... 13-1 Introduction ...... 13-3 Incident Authority ...... 13-3 Command ...... 13-4 On Scene Medical Authority ...... 13-4 Initial “On-Scene” Priorities ...... 13-5 Secondary “On-Scene” Priorities ...... 13-5 Air Ambulance Transportation ...... 13-6 Disaster Medical Coordination Center (DMCC) ...... 13-7 Communications ...... 13-7 Central Collection Point for Names of Victims ...... 13-8 Medical Surge Trailers / Alternative Care Facilities (ACF)………………………..………….13-8 Modular Development ...... 13-8 Initial Response Organization ...... 13-9 Reinforced Response Organization ...... 13-10 Multi-Leader / Group Response Organization ...... 13-11 Multi-Branch Response Organization ...... 13-12 Multi-Section Response Organization ...... 13-13 Position Checklists ...... 13-14 EMS / Medical Branch Director ...... 13-14 Medical Group Supervisor ...... 13-14 Triage Unit Leader ...... 13-14 Triage Personnel ...... 13-15 Treatment Unit Leader ...... 13-15 Treatment Dispatch Manager ...... 13-16 Immediate Treatment Manager ...... 13-16 Delayed Treatment Manager ...... 13-16 Minor Treatment Manager ...... 13-16 Patient Transportation Group Supervisor ...... 13-17 Medical Communications Coordinator ...... 13-17 Air/Ground Ambulance Manager ...... 13-18 Medical Supply Unit Leader ...... 13-18 Morgue Manager ...... 13-18 Hospital Emergency Response Team (H.E.R.T.) ...... 13-18 Helispot Manager ...... 13-19 Fire / Rescue Branch Director ...... 13-19 Rescue Group/Division Supervisor ...... 13-20 START Triage Leader ...... 13-20 Extrication Leader ...... 13-20 Litter Team Leader ...... 13-20 Search Team Leader ...... 13-21 Law Enforcement Branch Director ...... 13-21 Traffic Control Group Supervisor ...... 13-21

MULTI-CASUALTY 13-1 July 2015 ICS FOG

Investigations Group Supervisor ...... 13-22 Security Group Supervisor ...... 13-23 Evacuation Group Supervisor ...... 13-24 Tactical Group Supervisor ...... 13-24 EMS / Medical Branch Worksheet ...... 13-26 MCI Patient Triage / Destination List ...... 13-27 Multi-Casualty Glossary of Terms ...... 13-29

MULTI-CASUALTY 13-2 July 2015 ICS FOG

INTRODUCTION

A Multi-Casualty Incident (MCI) is defined as a medical incident that initially overwhelms the ability of responders and/or medical care facilities to initially provide normal levels of care and transportation to injured victims. There are no specific numbers or types of victims that triggers an MCI; rather the ratio between victims and resources is the defining factor.

When an MCI exists the essence of the problem confronting providers is, “How do we utilize existing available resources to save the most lives?” The answer lies in (1) recognizing that following normal operating procedures and levels of care will NOT save the most lives, (2) that casualties must be quickly triaged, (3) a management organization is needed to distribute scarce resources to those patients that are most in need, and (4) a process must be put in place to transport patients by priority to the appropriate treatment facility.

The purpose of this MCI Field Operations Guide is to describe a Multi-Casualty Branch organizational structure to provide the Incident Commander with a basic expandable system for handling any number of patients in a multi-casualty incident. The guide is consistent with the National Incident Management System (NIMS) and uses common terminology, modular organization, integrated communications, unified command structure, consolidated action plans, manageable span-of-control, pre-designated incident facilities and comprehensive resource management.

The intent of this Field Operations Guide is to enhance and improve multi-casualty medical emergency response. One or more additional Medical Group/Divisions may be established under the Multi-Casualty Branch Director if geographical or incident conditions warrant. The degree of implementation will depend upon the complexity of the incident.

Fire/Rescue Branch and Law Enforcement Branch organization and selected position checklists are included in recognition of the frequency (almost daily) of motor vehicle collisions having multiple victims, hazards and law enforcement presence. These elements will also be needed in the event of a hazardous materials incident or WMD terrorist attack.

Spokane Regional Health District (SRHD) will provide guidance to county agencies and individuals on issues involving protection of the community’s health (See Spokane City/County CEMP and Emergency Support Function 8 (ESF 8)) and assist in the assessment of environmental contamination and public health risk from hazardous materials spills.

The Spokane County Medical Examiner has jurisdiction over bodies of the deceased although procedures may vary depending upon the jurisdiction with investigative/oversight authority.

Spokane County Mental Health will provide oversight for mental health services to the public and/or responders. The Disaster Intervention Response Team (SMHDIRT) can provide psychological trauma counseling and debriefing to victims and provide resource/referral support. Responder needs will be met initially by the interagency Spokane County Critical Incident Stress Management (CISM) Team dispatched by the Spokane County CCC.

INCIDENT AUTHORITY

Due to the varied potentials for an MCI in various jurisdictions it is impossible to designate any one agency as the absolute responsible authority. Local, state or federal agencies with either functional or jurisdictional responsibility may need to come together in order to mitigate the

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incident. Additional agency representatives may be part of Unified Command as appropriate to the incident.

When the incident is multi-jurisdictional or when the scope of the functional areas of responsibility exceed that of a single agency, a Unified Command structure or a mutually agreed upon command structure should be used. The command structure must adequately reflect the policy and needs of all the participating agencies and shall be established in accordance with ICS concepts.

COMMAND

The first arriving unit of any agency having jurisdictional or functional authority shall establish Incident Command and assume the role of Incident Commander (IC) until relieved by a more appropriate individual. The senior fire official and law enforcement officer will normally form a Unified Command.

When there is a Unified Command structure the individuals designated must jointly determine strategy, objectives and priorities that adequately reflect the policy and needs of all the participating agencies.

Incident Command will determine the degree and level of implementation of the MCI Field Operations Guide based on the scope of the incident and availability of personnel.

Strategies and prioritization for managing the health consequences of a biological or WMD incident will take place in the Spokane County ECC / EOC when activated. Coordination with the ECC / EOC allows health and medical professionals easy access to one another and a point of contact for additional resources.

ON SCENE MEDICAL AUTHORITY

EMS response/treatment by Spokane County agencies will be provided according to Spokane County and Regional Patient Care Procedures and Protocols. All EMS agencies from outside Spokane County who are called upon to provide medical assistance within Spokane County should operate under their home county procedures and protocols.

Patient care at an incident is subject to the following in ascending order of authority: 1. First Responder (first arriving, on-duty). 2. Emergency Medical Technician (first arriving, on-duty). 3. Paramedic or Flight Nurse (first arriving, on-duty). 4. Physician. 5. EMS Supervising Physician. 6. The Health Officer or designee (in events where a public health threat exists).

The first arriving ambulance or ambulance supervisor equipped with HEAR (155.340) radio capability will be designated the Medical Communications Coordinator. The paramedic will normally be designated Treatment Unit Leader. Ambulance crews are selected for this role because of their daily familiarity with medical transportation in the area. This first arriving ambulance will normally be the last transporting ambulance to leave the incident. Additional arriving medical personnel will assume appropriate roles in the EMS / Medical Branch.

In general, paramedic personnel should not be assigned management or supervisory roles in the MCI ICS organization, but instead should focus on providing actual patient care at the incident and during transport.

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INITIAL “ON-SCENE” PRIORITIES

The first arriving unit on scene will survey the incident and provide an initial “report of conditions” to the dispatch center. This initial report is sometimes called a “windshield sizeup”.

Once Command is established and a more thorough situation assessment/sizeup has been completed, Command shall provide an “updated report of conditions,” confirm that a “Multi- Casualty Incident” exists and provide the following information: 1. Agency calling. 2. Name and position of caller. 3. Type of incident (bus accident, aircraft accident, explosion, etc.). 4. Name of Incident. 5. Confirmation of location of incident. 6. Approximate number of casualties by triage category (red, yellow, green, black). 7. Unusual circumstances or hazardous conditions, e.g., WMD. 8. Command Post location. 9. Type and number of additional resources or special equipment needed. 10. Best access and Staging Area(s) location.

The dispatch center shall coordinate notification and dispatch of required agencies and resources including notification of the Disaster Medical Coordination Center (DMCC). The Spokane Regional Health District (SRHD) shall be notified in events where a public health threat exists.

Recognized standard procedures and action priorities guide on-scene operations. The underlying principle is “don’t make it worse”. The safety of responders, victims and bystanders is of primary importance.

Initial action should include the following steps: 1. Establish Command and give a preliminary report of conditions to dispatch. 2. Identify hazards and determine needs to control or eliminate them. Take immediate action to isolate and deny access (Site Access Control) or mitigate the hazard as necessary to prevent additional injuries. Consider possibility of terrorist attack (WMD, secondary device). 3. Designate a START Triage Team Leader and conduct START primary survey triage on all victims. 4. Establish in a safe area, a recognizable and accessible:  Command Post  Treatment Area 5. Give an updated report on conditions. 6. Request additional resources. 7. Initiate ICS 201 or similar tactical worksheet.

Upon the arrival of an EMS vehicle (generally an ambulance or ambulance supervisor) with HEAR capability: 1. Establish medical communications with the Disaster Medical Coordination Center (DMCC) on the HEAR channel and fill the role of Medical Communications Coordinator (generally done by an EMT). 2. Fill the role of Treatment Unit Leader and manage the Treatment Area. Perform secondary triage (confirmation of START primary triage) on all patients brought to the treatment area (generally done by a paramedic).

SECONDARY “ON-SCENE” PRIORITIES

Secondary on-scene priorities depend upon the situation and on patient care numbers and needs. The general principle is to “match the resource assignments to the priority need.” This

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means that needs must be identified and prioritized, then assign appropriate resources to meet the needs.

Command should generally: 1. Establish traffic control as needed for scene safety. 2. Initiate extrication and movement of patients to a safe treatment area. 3. Initiate emergency decontamination of victims as needed. 4. Establish a Staging Area (if not already done). 5. Move medical equipment and supplies forward to the Treatment Area. 6. Designate an Ambulance Manager and identify an ambulance-loading zone accessible to the Treatment Area. 7. Establish a Helispot in a safe and appropriate area if helicopter ambulance has been requested. 8. Designate Groups, Divisions and or Branches as needed. 9. Assign resources to build an organization of sufficient size to deal with the situation.

The Medical Group Supervisor should: 1. Ensure decontamination of all contaminated patients prior to moving to the treatment area (may require coordination with public health). 2. Ensure secondary triage of all casualties. 3. Sub-divide the Treatment Area into Immediate, Delayed and Minor areas as appropriate and request sufficient personnel to provide priority treatment of casualties (fire personnel with EMS training may need to be assigned to the Treatment Area as ambulance crews will be needed to transport victims). 4. Ensure the priority transport of casualties to appropriate medical facilities.

All responders dispatched after the initial alarm should respond to an approved ICS check-in location or designated Staging Area(s) and receive an assignment. Taking independent action (free-lancing) is often unsafe and is always unacceptable. Therefore, involved dispatch agencies must inter-communicate and relay the location of the Command Post and Staging Area(s) to their respective responders.

Contaminated patients must undergo Emergency Decontamination prior to movement into the treatment area. In no case should a contaminated patient be transported from the scene prior to decontamination.

If the incident involves a communicable disease or other public health threat the medical director, in coordination with public health, will provide advice as appropriate decontamination.

Personnel assigned to the treatment areas will perform a secondary exam and complete any required information on the triage tag. Paramedics are not required to follow the START protocol during secondary and subsequent triage.

AIR AMBULANCE TRANSPORTATION

Air ambulance transportation at the emergency scene is generally done by helicopter. A safe landing zone must be established and maintained throughout helicopter landing and take-off operations. ICS formally calls this position a Helispot Manager and describes the primary function as follows: a. Helispot Manager: Establish a safe Helicopter Landing Zone (LZ) and coordinate landing, loading and take-off of helicopter ambulances.

The IC is responsible to ensure that a safe and appropriate location is selected and marked for the LZ. An engine company should be assigned to this task. Personnel must be familiar with

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procedures used to establish an LZ and should be in full protective clothing with charged lines in place. Dusty areas should be wet down prior to helicopter arrival. Helicopters will communicate during landing, while on the ground and during take-off with a designated person at the incident (Helispot Manager) using an assigned frequency.

The primary communications frequencies for medical helicopters responding to a major medical incident will be 123.050 on Unicom. This frequency will be monitored by Northwest Medstar Communications Center which is staffed 24-7. Medstar Communications Center is responsible to coordinate: a. Changes in patient destination through the Disaster Medical Hospital Control. b. Patient reports to the receiving facility. c. Helipad availability. d. Serve as the communications link between aircraft crewmembers and the Disaster Medical Coordination Center(located at Deaconess Medical Center Emergency Room).

DISASTER MEDICAL COORDINATION CENTER (DMCC)

The role of the DMCC is to gather information from area hospitals and attempt to initially place patients at the facility most appropriately able to care for them in the most efficient amount of time. Additionally, the DMCC system aims to minimize secondary transfers. If the incident involves a communicable disease or other public health threat the medical director, in coordination with public health, will provide advice to the DMCC on distribution of multi- casualty patients.

Deaconess Medical Center is designated the DMCC in Spokane County. In the event Deaconess Hospital cannot fulfill the DMCC role, Holy Family Hospital will assume the lead DMCC role.

Upon notification of a MCI the designated DMCC has the following responsibilities: a. Notifies hospitals as necessary using WATrac and other communication systems as needed. b. Determines / updates the number of casualties by contacting the scene (if this information isn’t provided in the initial notification). c. Initiates request for all hospitals to update current bed status using WATrac. d. Receives Facility Situation Reports from hospitals via WATrac or fax on an hourly basis, or requests more frequent updates. e. Coordinates patient destination from scene per local protocol using MCI Patient Triage Distribution List. f. Notifies Inland Northwest Blood Center as necessary. g. Coordinates with local / regional EOC / ECC, local health jurisdiction, etc. as necessary to ensure patient care. h. Coordinates with the specific county Medical Program Director (MPD) and the EOC / ECC if forward movement of patients is required or if additional resources are needed. i. In the event of a National Disaster Medical System (NDMS) disaster, coordinates with Harborview Medical Center, the west side DMCC.

COMMUNICATIONS a. Radio communications will be in accordance with Spokane County mutual aid radio procedures. b. The first arriving ambulance or ambulance supervisor equipped with HEAR radio capability will be designated the Medical Communications Coordinator (Med Com) and will contact the Disaster Medical Coordination Center on the HEAR channel (155.340).

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1. The first arriving ambulance will continue to function in that role until the last patient(s) is transported. This function is usually assigned to the EMT/driver. The paramedic is normally designated Treatment Unit Leader. 2. Additional responding ambulances may contact Medical Communications Coordinator on channel 155.340 to obtain arrival instructions. c. The Amateur Radio Emergency Services (ARES) plan will be activated and will provide an additional communications capability.

CENTRAL COLLECTION POINT FOR NAMES OF VICTIMS

The need to have a central collection point for the names, and other information, of the victims is of the utmost importance.

Each hospital will assign a person to collect information about victims and relay this information to the American Red Cross Disaster Center via telephone/fax. A current telephone number may be obtained from the Spokane County CCC (509) 532-8900.

The American Red Cross will establish a “Family Contact Phone Number” for coordination of information with families of victims. Once established the ARC will provide the number to 911, dispatch and the ECC / EOC for use in referring concerned family members for further information.

After initial communications have been completed between the field site and all the hospitals the ARES communication operator assigned to each hospital will be available to assist, as required, the hospital person charged with this responsibility.

This information will then be available for OFFICIAL USE ONLY by any agency requiring the same. The American Red Cross will not release any information about victims to the media.

MEDICAL SURGE TRAILERS / ALTERNATIVE CARE FACILITIES (ACF)

During an emergency there may be times when hospitals, ambulatory care or long term care facilities are not able to accommodate all those who need care. This could be due to a variety of reasons, including:

 An illness affecting a large proportion of the population (e.g. pandemic influenza);

 An increase in seriously ill and/or injured at hospitals creating the need for space to be freed up by moving more stable patients to be cared for elsewhere;

 A facility closing (e.g. natural disaster requiring evacuation); and

 The American Red Cross (hereafter referred to as “Red Cross”) determining that the medical needs of guests exceeds their current staffing capabilities.

Depending on the reason behind the reduced capacity, an Alternate Care Facility (ACF) will provide one or more types of care, including in-patient, ambulatory, and palliative care. In order to provide the expected level of care, Spokane Regional Health District (SRHD) has created a plan to manage the opening, operating, and demobilizing of an ACF, scalable to 60 ambulatory care beds based on available manpower, resources, and type of care needed.

It will always be the first choice to secure medical and non-medical assets to allow patients to stay in place. Every attempt will be made to care for patients within the county in which they reside. The second option is moving patients to nearby facilities that have the capacity to

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provide the patients the care they need. When the capacity of the county cannot appropriately care for the level of patients’ needs, moving patients to facilities outside of the county may be pursued. The opening of an ACF can be requested to support the needs of patients as appropriate given the above priority actions.

To request a trailer call Spokane Regional Health District (324.1500). During normal hours, you will be routed to the appropriate staff person. After hours, you’ll be routed to the 24-hour on-call Duty Officer, who will reach the appropriate person for you. State your name and agency. You MUST state “This is a public health emergency” in order to trigger the internal activities & permissions necessary to get a trailer.

MODULAR DEVELOPMENT

A series of examples of modular development are included to illustrate one possible method of expanding the incident organization.

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Initial Response Organization

The Incident Commander handles all Command and General Staff responsibilities and manages all response resources. a. The first arriving resources should assess the scene for hazards and conduct START triage. b. If hazardous materials or WMD are suspected, designate a Site Access Control Leader to establish control lines and to isolate and deny access until control or mitigation can be accomplished. Fire resources typically perform these activities. c. The first arriving resource with the appropriate communications capability should establish communications with the coordinating hospital or other coordinating facility and become the Medical Communications Coordinator (Med Com). d. The Treatment Unit Leader should be established to supervise a treatment area and perform secondary triage of victims. Med Com and Treatment are typically performed by an ambulance resource. e. Law Enforcement should be part of Unified Command and/or establish a Law Branch to supervise law resources that may arrive to ensure close coordination with Incident Command.

MULTI-CASUALTY INITIAL RESPONSE ORGANIZATION CHART

Incident Command

Law Enforcement Branch Director

Medical START Triage Communications Leader Coordinator

Site Access Treatment Control Leader Unit Leader

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Reinforced Response Organization

In addition to the initial response, the Incident Commander: a. Designates a Rescue Branch Director to control activities within the rescue area (which may be hazardous) who in turn assigns resources to extricate trapped victims and begin moving Immediate Patients to the Treatment Area using Litter Teams. Document patient locations to facilitate subsequent investigation activities. b. The Incident Commander has assigned a Medical Group Supervisor and resources to provide Secondary Triage and establish a safe Treatment Area. c. An Air/Ground Ambulance Manager is designated to establish an Ambulance Loading Zone and coordinate patient loading and transportation using air and ground resources. d. The Law Branch has designated officers to Traffic Control and to Investigation. e. The Incident Commander has designated a Staging Officer. f. When START primary triage has been completed, personnel assigned to that task can be reassigned to other tasks. g. If contaminated victims needing emergency decontamination are present a Decontamination Leader is designated to supervise this function.

MULTI-CASUALTY REINFORCED RESPONSE ORGANIZATION CHART

Incident Command

Staging Area Manager

Fire / Rescue Law Enforcement Branch Director Branch Director

Medical Traffic Control Group Group Supervisor Supervisor

Investigation Medical Group START Triage Communications Supervisor Leader Coordinator

Air / Ground Site Access Extrication Triage Treatment Unit Leader Unit Leader Ambulance Control Leader Leader Manager

Litter Team Leader

Treatment Decontamination Team Leader

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Multi-Leader / Group Response Organization

To avoid span-of-control problems, Incident Command: a. Establishes a Patient Transportation Group Supervisor. b. The Medical Group Supervisor establishes a Medical Supply Unit Leader and a Manager for each treatment category. c. An Operations Section Chief is established to provide focus on tactical and strategic command functions and issues. d. A Helispot Manager is designated if transportation by helicopter is being done. e. An Incident Safety Officer has been designated. f. If a significant Haz Mat or WMD problem exists with numerous contaminated victims a Hazardous Material Group Supervisor is designated. g. A Safe Refuge Area Manager may also be needed to manage contaminated victims within the Hot (exclusion) zone. h. A Security Group Supervisor is added to ensure incident security.

MULTI-CASUALTY MULTI-LEADER / GROUP ORGANIZATION CHART

Incident Command

Safety Officer

Operations Section Chief

Staging Area Manager

Fire / Rescue Law Enforcement Branch Director Branch Director

Medical Patient Traffic Control Hazardous Group Transportation Group Material Supervisor Group Supervisor Group Supervisor Supervisor Medical Supply Investigation Medical Group START Triage Unit Leader Communications Supervisor Leader Coordinator

Air / Ground Security Site Access Extrication Triage Treatment Unit Leader Unit Leader Ambulance Group Control Leader Leader Manager Supervisor

Safe Refuge Litter Team Area Manager Leader Helispot Manager

Decontamination Immediate Leader Treatment Manager

Delayed Treatment Manager

MInor Treatment Manager

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Multi-Branch Response Organization

All positions within the EMS/Medical Branch and Patient Transportation Group are now filled as are most positions in the other groups. a. Four Branches are being utilized including an EMS/Medical Branch. b. The Air Operations Branch is shown to illustrate the coordination between the Air Ambulance Coordinator and the Air Operations Branch. c. A Hazardous Materials Group staffed by a qualified Hazardous Materials Response Team can easily be completed under the Fire/Rescue Branch Directed if needed. d. Additional law enforcement functions can also easily be added under the Law Enforcement Branch Director.

MULTI-CASUALTY MULTI-BRANCH ORGANIZATION CHART

Incident Command

Safety Officer

Information Officer

Operations Section Chief

Staging Area Manager

Fire / Rescue EMS / Medical Air Operations Law Enforcement Branch Director Branch Director Branch Director Branch Director

Medical Patient Traffic Control Hazardous Rescue Group Transportation Group Material Group Supervisor Group Supervisor Group Supervisor Supervisor Supervisor Medical Supply Investigation Medical Group START Triage Unit Leader Communications Supervisor Leader Coordinator

Triage Treatment Air Security Site Access Extrication Ambulance Group Control Leader Leader Unit Leader Unit Leader Manager Supervisor

Ground Safe Refuge Litter Team Ambulance Triage Treatment Helispot Area Manager Leader Manager Personnel Dispatch Manager Manager Decontamination Search Team Morgue Immediate Leader Leader Manager Treatment Manager

Delayed Treatment Manager

Minor Treatment Manager

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Multi-Section Response Organization

The Multi-Section organization shows the entire Multi-Casualty Organization along with Section Chiefs needed to begin support functions. a. Each Branch could be further sub-divided into Divisions to accommodate geographic separation except for the Patient Transportation Group. This is because all patient transportation is coordinated through one point to avoid overloading hospitals or other medical facilities. b. The Hazardous Materials Group is also shown as being completely staffed by a qualified Hazardous Materials Response Team. c. The Planning Section, Logistics Section and Finance Section can of course be expanded to meet incident needs.

MULTI-CASUALTY MULTI-SECTION ORGANIZATION CHART

Incident Command

Safety Officer Liaison Officer

Asst. Safety Officer Hazardous Materials

Information Officer

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

Staging Area Manager Situation Unit Resources Unit Leader Leader Medical Unit Leader

Fire / Rescue EMS / Medical Air Operations Law Enforcement Food Unit Branch Director Branch Director Branch Director Branch Director Leader

Communications Medical Patient Traffic Control Unit Hazardous Rescue Group Transportation Group Leader Material Group Supervisor Group Supervisor Group Supervisor Supervisor Supervisor Medical Investigation Medical Group Entry START Triage Supply Unit Leader Communications Supervisor Leader Leader Coordinator

Triage Treatment Air Security Site Access Extrication Helicopter Ambulance Group Control Leader Leader Unit Leader Unit Leader Helibase Coordinator Manager Supervisor Manager Ground Safe Refuge Litter Team Ambulance Triage Treatment Helispot Evacuation Area Manager Leader Manager Personnel Dispatch Manager Group Manager Supervisor Decontamination Search Team Morgue Immediate Leader Leader Manager Treatment Tactical Manager Group Supervisor Technical Delayed Specialist Treatment Manager

Minor Treatment Manager

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POSITION CHECKLISTS

EMS / MEDICAL BRANCH DIRECTOR: The EMS/Medical Branch Director is responsible for the implementation of the Incident Action Plan within the Branch. This includes the direction and execution of branch planning for the assignment of resources within the Branch. The Branch Director reports to the IC (or to the Operations Section Chief) and supervises the Patient Transportation Supervisor and the Medical Group Supervisors.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness of current operation and modify as needed. c. Supervise Branch activities. d. Report to IC (or to Operations Section Chief) on Branch activities. e. Provide input to IC (or Operations Section Chief) for the Incident Action Plan. f. Participate in EMS/Medical Branch and Operations Section planning activities.

MEDICAL GROUP SUPERVISOR: The Medical Group Supervisor reports to the EMS/Medical Branch Director and supervises the Triage Unit Leader, Treatment Unit Leader and Medical Supply Coordinator. The Medical Group Supervisor controls the activities within the Medical Group in order to assure the best possible emergency medical care to patients during a multi- casualty incident.

a. Review Common Responsibilities (Page 1-2). b. Participate in EMS/Medical Branch and Operations Section planning activities. c. Establish Medical Group with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Designate Unit Leaders and Treatment Area locations as appropriate. e. Isolate Morgue and Minor Treatment Area from the Immediate and Delayed Treatment Areas. f. Request law enforcement and medical examiner involvement as needed. g. Determine amount and types of additional medical resources and supplies needed to handle the magnitude of the incident (medical caches, backboards, litters, cots). h. Ensure activation of hospital alert system and local EMS/health agencies. Provide information concerning: 1. Nature of the incident. 2. Location of Ambulance Staging Area (if located separately) and Loading Zone. 3. Casualty information. 4. Number of patients including the number in each START category. 5. Types of injuries. 6. Contamination concerns and decontamination actions taken (Chem Packs, MCI Trailer). i. Direct and/or supervise on-scene personnel from agencies such as Medical Examiner’s Office, Red Cross, law enforcement, ambulance companies, county health agencies and hospital volunteers. j. Ensure proper security, traffic control and access within the Medical Branch. k. Direct medically trained personnel to the appropriate Unit Leader. l. Maintain Unit Log (ICS Form 214).

TRIAGE UNIT LEADER: The Triage Unit Leader reports to the Medical Group Supervisor and supervises Triage Personnel and the Morgue Manager. The Triage Unit Leader assumes responsibility for providing triage management and movement of patients from the triage area. When triage has been completed the Triage Unit Leader may be reassigned as needed.

a. Review Common Responsibilities (Page 1-2). b. Review Unit Leader Responsibilities. c. Develop organization sufficient to handle assignment. d. Inform the Medical Group Supervisor of resource needs.

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e. Implement triage process. 1. Establish a Triage Control Point and direct secondary triage confirming or changing START tagging of casualties. 2. Ensure that contaminated patients are decontaminated prior to being moved to a treatment area. 3. Direct casualties to appropriate treatment areas based on triage category. Notify supervisor when triage has been completed.  DECEASED (Expired) = Black Tag  IMMEDIATE (Critical) = Red Tag  DELAYED (Urgent) = Yellow Tag  MINOR (Ambulatory) = Green Tag f. Coordinate movement of patients from the Triage Area to the appropriate Treatment Area. g. Give periodic status reports to the Medical Group Supervisor. h. Maintain security and control of the Triage Area. i. Establish Morgue.

TRIAGE PERSONNEL: Triage personnel report to the Triage Unit Leader, triage patients and assign them to appropriate treatment areas.

a. Review Common Responsibilities (Page 1-2). b. Report to the designated on-scene triage location. c. Perform secondary triage, confirming or revising START tagging of casualties. Classify patients while noting injuries and vital signs, if taken. d. Direct movement of patients to proper Treatment areas. e. Provide appropriate medical treatment (ABC’s) to patients prior to movement as incident conditions dictate.

TREATMENT UNIT LEADER: The Treatment Unit Leader reports to the Medical Group Supervisor and supervises the Treatment Managers and the Treatment Dispatch Manager. The Treatment Unit Leader assumes responsibility for treatment, preparation for transport and coordination of patient treatment in the Treatment Areas and directs movement of patients to the loading zone(s).

a. Review Common Responsibilities (Page 1-2). b. Review Unit Leader Responsibilities. c. Develop organization sufficient to handle assignment. d. Direct and supervise Treatment Dispatch Manager, Immediate, Delayed and Minor Treatment Areas. 1. Divide into three (3) distinct and well-marked sectors; use red, yellow, and green, flags or tarps if available. 2. Isolate Minor Treatment Area from Immediate and Delayed Areas. 3. Consider placement of patients to allow working room. 4. Monitor noise, exhaust from vehicles, congestion, etc. 5. Designate entrance and exit to area. e. Coordinate movement of patients from Triage Area to Treatment Areas with Triage Unit Leader. f. Request sufficient medical caches and supplies as necessary. g. Establish communications and coordination with Patient Transportation Group. h. Track Triage Tag Numbers. i. Ensure continual triage of patients throughout Treatment Areas. j. Direct movement of patients to ambulance loading zones(s). k. Give periodic status reports to Medical Group Supervisor. l. Report for reassignment.

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TREATMENT DISPATCH MANAGER: The Treatment Dispatch Manager reports to the Treatment Unit Leader and is responsible for coordinating with the Patient Transportation Group and the transportation of patients out of the Treatment Area.

a. Review Common Responsibilities (Page 1-2). b. Establish communications with the Immediate, Delayed and Minor Treatment Managers. c. Establish communications with Patient Transportation Group. d. Verify that patients are prioritized for transportation. e. Advise Medical Communications Coordinator of patient readiness and priority for dispatch. f. Coordinate transportation of patients with Medical Communications Coordinator. g. Assure that appropriate patient tracking information is recorded. h. Coordinate ambulance loading with Treatment Manager and ambulance personnel.

IMMEDIATE TREATMENT MANAGER: The Immediate Treatment Manager reports to the Treatment Unit Leader and is responsible for treatment and re-triage of patients assigned to the Immediate Treatment Area.

a. Review Common Responsibilities (Page 1-2). b. Request or establish Medical Teams as necessary. c. Assign treatment personnel to patients received in the Immediate Treatment Area. d. Ensure treatment of patients triaged to the Immediate Treatment Area. e. Assure that patients are prioritized for transportation. f. Coordinate transportation of patients with Treatment Dispatch Manager. g. Notify Treatment Dispatch Manager of patient readiness and priority for transportation (the most critical patients should have transportation priority). h. Assure that appropriate patient information is recorded.

DELAYED TREATMENT MANAGER: The Delayed Treatment Manager reports to the Treatment Unit Leader and is responsible for treatment and re-triage of patients assigned to the Delayed Treatment Area.

a. Review Common Responsibilities (Page 1-2). b. Request or establish Medical Teams as necessary. c. Assign treatment personnel to patients received in the Delayed Treatment Area. d. Ensure treatment of patients triaged to the Delayed Treatment Area. e. Assure that patients are prioritized for transportation. f. Coordinate transportation of patients with Treatment Dispatch Manager. g. Notify Treatment Dispatch Manager of patient readiness and priority for transportation (the most critical patients should have transportation priority). h. Assure that appropriate patient information is recorded.

MINOR TREATMENT MANAGER: The Minor Treatment Manager reports to the Treatment Unit Leader and is responsible for treatment and re-triage of patients assigned to the Minor Treatment Area.

a. Review Common Responsibilities (Page 1-2). b. Request or establish Medical Teams as necessary. c. Assign treatment personnel to patients received in the Minor Treatment Area. d. Ensure treatment of patients triaged to the Minor Treatment Area. e. Assure that patients are prioritized for transportation. f. Coordinate transportation of patients with Treatment Dispatch Manager. g. Notify Treatment Dispatch Manager of patient readiness and priority for transportation (the most critical patients should have transportation priority). h. Assure that appropriate patient information is recorded.

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i. Coordinate volunteer personnel/organizations through Agency Representatives and Treatment Unit Leader.

PATIENT TRANSPORTATION GROUP SUPERVISOR: The Transportation Group Supervisor reports to the EMS/Medical Branch Director, supervises the Medical Communications Coordinator and the Air/Ground Ambulance Managers and is responsible for the coordination of patient transportation and maintenance of records relating to patient identification, injuries, mode of off-incident transportation and destination.

a. Review Common Responsibilities (Page 1-2). b. Establish communications with hospital(s). c. Establish ambulance staging area(s) and loading zones. d. Direct the transportation of patients as determined by Treatment Unit Leader(s). e. Coordinate patient loading and mix to achieve an optimum ratio of medics to patients. f. Assure that patient information and destination is recorded. g. Establish communications with Ambulance Coordinator(s). h. Request additional ambulances and alternative forms of transporation (eg. Buses)_as needed by the volume and severity of the casualties as required. i. Notify Ambulance Manager(s) of ambulance requests. j. Coordinate requests for air ambulance transportation through the Air Operations Director. k. Establish Air Ambulance Helispot with the Medical Group Supervisor and Air Operations Director. l. Alert the Coordinating Hospital when patients are ready for transport, provide a brief description of injuries and obtain destination instructions. m. Assure that ambulance drivers know the correct patient destination. n. Assure that patient information and destination is recorded. o. Coordinate loading of patients for air ambulance transportation through the Helispot Manager. p. Advise Coordinating Hospital and Medical Group Supervisor when the last patient is transported. q. Maintain Unit Log (ICS Form 214).

MEDICAL COMMUNICATIONS COORDINATOR: The Medical Communications Coordinator reports to the Patient Transportation Group/Division Supervisor and maintains communications with the hospital alert system and/or other medical facilities to assure proper patient transportation and destination and coordinates the information through the Patient Transportation Group Supervisor.

a. Review Common Responsibilities (Page 1-2). b. Establish communications with hospital alert system. c. Determine and maintain current status of hospital/medical facility availability and capability. d. Obtain a briefing including significant information to forward to the Coordinating Hospital. e. Establish radio contact with the Coordinating Hospital and provide information on: 1. Nature of the incident. 2. Incident designator. 3. Estimated total number of casualties including the number of casualties in each triage category. Update this information as more accurate figures become available. f. Receive basic patient information and injury status from Treatment Dispatch Manager including triage category and injury status. g. Communicate hospital availability to Treatment Dispatch Manager. h. Coordinate patient off-incident destination with the Coordinating Hospital. i. Communicate patient transportation needs to Ambulance Managers based upon request from Treatment Dispatch Manager.

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j. Maintain appropriate records. AIR/GROUND AMBULANCE MANAGER: The Air/Ground Ambulance Manager(s) report to the Patient Transportation Group Supervisor and manage the Air/Ground Ambulance Staging Areas and Loading Zones, and dispatch ambulances as requested.

a. Review Common Responsibilities (Page 1-2). b. Establish appropriate staging area for ambulances. c. Establish routes of travel for ambulances for incident operations. d. Establish and maintain communications with Air Operations Branch Director. e. Establish and maintain communications with the Medical Communications Coordinator and Treatment Dispatch Manager. Provide ambulances upon request from the Medical Communications Coordinator. f. Maintain records as required. g. Assure that necessary equipment is available in the ambulance for patient needs during transportation. h. Establish immediate contact with ambulance agencies at the scene. i. Request additional transportation resources as appropriate. j. Provide an inventory of medical supplies available at ambulance staging area for use at the scene.

MEDICAL SUPPLY UNIT LEADER: The Medical Supply Unit Leader reports to the Medical Group Supervisor and acquires and maintains control of appropriate medical equipment and supplies from units assigned to the Medical Group. If a Logistics Section were established this position would coordinate with the Supply Unit Leader.

a. Review Common Responsibilities (Page 1-2). b. Acquire, allocate and distribute medical equipment and supplies within the Medical Group. c. Request additional medical supplies (medical caches, Chem Packs, MCI Trailer, etc.). d. Distribute medical supplies to Treatment and Triage Units. e. Maintain Unit Log (ICS Form 214).

MORGUE MANAGER: The Morgue Manager reports to the Triage Unit Leader and assumes responsibility for Morgue Area activities until relieved of that responsibility by the Office of the Medical Examiner or law enforcement officer.

a. Review Common Responsibilities (Page 1-2). b. Assess resource and supply needs and order as needed. c. Coordinate all Morgue Area activities. d. Maintain security of deceased persons and personal belongings. e. Keep area off limits to all but authorized personnel. f. Coordinate with law enforcement and assist the Medical Examiner’s Office as necessary. g. Keep identity of deceased persons confidential. h. Maintain appropriate records.

HOSPITAL EMERGENCY RESPONSE TEAM (H.E.R.T.): A hospital emergency response team is recommended to consist of a minimum of three medical personnel, optimum of five medical personnel, which includes a team leader (Base Hospital ER Physician and 1 MICN preferred) and any combination of physicians, nurses or physicians’ assistants. H.E.R.T. will be requested through the Incident Commander. H.E.R.T. report to the Treatment Unit Leader and assume responsibility for patient assessment and treatment as assigned.

a. Review Common Responsibilities (Page 1-2). b. Report to the Incident Command Post for assignment.

MULTI-CASUALTY 13-19 July 2015 ICS FOG

c. Perform medical treatment and other duties as assigned. d. Remain at the Treatment Unit unless otherwise reassigned. e. Respond to the scene with appropriate emergency medical equipment.

HELISPOT MANAGER: The Helispot Manager reports to the Helibase Manager and is responsible to establish a safe Helicopter Landing Zone (LZ), maintain LZ security, establish radio contact with incoming and departing helicopters and direct the landing and departure of helicopters.

a. Review Common Responsibilities (Page 1-2). b. Request a tactical channel be assigned for direct communication with incoming helicopters. c. Establish wind direction and speed. d. Identify location and height of vertical hazards, especially in the approach and departure paths. e. Establish a safe Landing Zone (LZ): 1. 100’ by 100’ square area, mark the four corners. 2. Flat, hard-packed surface with little debris (wet down the area to reduce blowing dust). 3. Remove and/or secure any loose objects in or near the LZ. 4. Assure that any required lighting of the LZ is downwind of the helicopter approach so the lights do not shine in the eyes of the approaching pilot. f. Provide an Engine Company in full protective clothing on standby during landing, loading and takeoff operations. g. Establish direct communication on assigned tactical frequency with inbound and departing helicopters. h. Provide landing and takeoff instructions to the helicopter pilot as appropriate. i. Do not allow any person to approach the helicopter unless the pilot indicates for you to do so by hand signal. j. Maintain LZ security. Keep all personnel clear of tail rotor at all times. k. Coordinate patient loading with the Ambulance Coordinator(s). l. Control entry of medical personnel for loading/unloading of patients. Assure there are no loose objects on the patient or on medical personnel. Assure that tall objects are lowered (IV stands, etc.). m. No smoking in the landing zone area. n. Maintain Unit Log (ICS Form 214).

FIRE / RESCUE BRANCH DIRECTOR: The Fire/Rescue Branch Director is responsible for the implementation of the Incident Action Plan within the Fire/Rescue Branch. This includes the direction and execution of branch planning for the assignment of resources within the branch. The Fire/Rescue Branch Director reports to the Incident Commander and supervises the Hazardous Material Group Supervisor and the Rescue Group Supervisor.

a. Review Common Responsibilities (Page 1-2). b. Review Branch assignments for effectiveness of current operation and modify as needed. c. Provide input to the Incident Commander for the Incident Action Plan. d. Identify and prioritize immediate, potential and future rescue related problems. e. Activate elements of the Fire/Rescue Branch as needed. f. Supervise Fire/Rescue Branch activities. g. Coordinate with EMS/Medical Branch Director and Law Branch Director.

MULTI-CASUALTY 13-20 July 2015 ICS FOG

h. Monitor effect of power tools (exhaust fumes, noise, effectiveness). i. Assure that unused tools and equipment are secure and staged for immediate use if needed. j. Report to Incident Command on Fire/Rescue Branch activities. k. Maintain Unit Log (ICS Form 214).

RESCUE GROUP / DIVISION SUPERVISOR: The Rescue Group Supervisor reports to the Fire/Rescue Branch Director and supervises the START Triage Leader, Extrication Leader, Litter Team Leader and Search Team Leader.

a. Review Common Responsibilities (Page 1-2). b. Make an assessment of the rescue scene and determine rescue objectives. c. Assure that hazards are eliminated, mitigated or controlled. d. Assure that the access to the rescue area is restricted to only personnel wearing appropriate PPE and who have reason to enter. e. If hazardous materials are involved, request appropriate resources capable of dealing with the material(s). f. Supervise assigned personnel and request additional personnel and resources as needed to complete objectives. g. Report to Rescue Group Supervisor on Rescue Group activities. h. Maintain Unit Log (ICS Form 214).

START TRIAGE LEADER: The START Triage Leader reports to the Rescue Group/Division Supervisor and supervises personnel assigned to perform START triage in the hazard area. START personnel assess accessible victims in the hazard area using the START triage criteria and tag each victim with the appropriate category.

a. Review Common Responsibilities (Page 1-2). b. Determine resource needs and request through the Rescue Group/Division Supervisor. c. Access and triage victims within the hazard area. d. Assure that all victims are tagged. e. Determine the total number of victims and the number of victims in each triage category and report to the Rescue Group/Division Supervisor. f. Report extrication needs. g. Report decontamination needs. h. Coordinate with the Extrication Leader to ensure that “Immediate” category patients receive the highest priority for stabilization and transfer to the Treatment Area. i. Coordinate with Hazardous Material Group Supervisor. j. Inform the Rescue Group/Division Supervisor when START triage is complete.

EXTRICATION LEADER: The Extrication Leader reports to the Rescue Group/Division Supervisor and supervises personnel assigned to perform extrication in the hazard area. Extrication personnel identify trapped victims and extricate them.

a. Review Common Responsibilities (Page 1-2). b. Identify and assess entrapped victims and determine extrication strategy. c. Determine resource needs and request through the Rescue Group/Division Supervisor. d. Extricate victims. e. Coordinate with START Triage Leader. f. Coordinate with Hazardous Material Group Supervisor. g. Coordinate with Litter Team Leader. h. Inform the Rescue Group/Division Supervisor when extrication is complete.

LITTER TEAM LEADER: The Litter Team Leader reports to the Rescue Group/Division Supervisor and supervises personnel assigned to package and transfer back-boarded and non-ambulatory patients from the hazard area to a safe Treatment Area and from Treatment Areas to Transportation Areas.

MULTI-CASUALTY 13-21 July 2015 ICS FOG

a. Review Common Responsibilities (Page 1-2). b. Determine resource needs and request through the Rescue Group/Division Supervisor. c. Assign Litter Teams to package and transfer patients to Treatment Areas and to Transportation Areas. 1. Immediate (Red) patients have first priority for transfer to the Treatment Area. 2. Packaging and treatment should only be what is needed to stabilize the patient for movement to a safe treatment area for secondary triage and further emergency care prior to transport. 3. Delayed (Yellow) patients should receive thorough packaging and treatment needed to stabilize them for movement to a safe treatment area for secondary triage and further emergency care prior to transport. d. Coordinate with Extrication Leader. e. Coordinate with Treatment Dispatch Manager. f. Coordinate with Decontamination Leader.

SEARCH TEAM LEADER: The Search Team Leader reports to the Rescue Group/Division Supervisor and supervises personnel assigned to search for missing or hidden victims.

a. Review Common Responsibilities (Page 1-2). d. Determine resource needs and request through the Rescue Group/Division Supervisor. e. Assign Search Teams to search designated area(s) for missing or hidden victims. b. Coordinate with the Hazardous Material Group Supervisor.

LAW ENFORCEMENT BRANCH DIRECTOR: The Law Enforcement Branch Director is responsible to organize and direct law enforcement operations during the incident. This includes traffic control, investigation and evidence collection, perimeter and internal security, evacuation, and tactical police operations including SWAT and crowd control tactical units. The law branch coordinates with other involved law enforcement agencies including the medical examiner and animal control. The Law Branch coordinates with the Medical and Rescue Branch Directors.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed. c. Supervise Branch activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to IC (or to Operations Section Chief) on Branch activities. e. Participate in Law Branch / Operations Section Planning activities. f. Ensure traffic control is established as needed to provide for safety and security. g. Ensure security perimeters are established for the incident and at the operational areas such as the command post and treatment areas as needed. h. Ensure investigation and evidence collection activities are conducted as needed. i. Coordinate special police unit (SWAT, TAC, Bomb Disposal, other) activities. j. Conduct evacuation as requested by Command. k. Coordinate with the Medical Examiner to secure deceased victims and their belongings. m. Maintain Unit/Activity Log (ICS Form 214).

TRAFFIC CONTROL GROUP SUPERVISOR: The Traffic Control Group Supervisor is responsible to organize and direct traffic control operations during the incident. This includes developing traffic control plans, utilization of traffic control warning devices and assigning personnel to direct traffic.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed.

MULTI-CASUALTY 13-22 July 2015 ICS FOG

c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Develop a traffic control plan that identifies roadblocks and detours. g. Assign personnel to direct traffic as needed to provide for safety and security. h. Set up traffic control warning devices as needed. i. Determine location for response and consider staging areas. j. Assess situation. k. Verify credentials for access. l. Determine communications issues. m. Determine if Personal Protective Equipment (PPE) is needed. n. Identify to all Traffic Group personnel location of ICP, Staging Areas, media staging, Casualty Collection Points, ingress and egress points. o. Request equipment, personnel and supplies as needed. p. Determine support needs and location of support resources. q. Determine mission and projected length. r. Develop Traffic Control inputs for Incident Action Plan and communicate with Law Enforcement Branch Director and Planning Section. s. Coordinate with local traffic management and other emergency response units. t. Establish and secure ingress and egress routes. u. Establish and secure pedestrian control. v. Consider hostile crowd issues. w. Maintain Unit/Activity Log (ICS Form 214).

INVESTIGATIONS GROUP SUPERVISOR: The Investigation Group Supervisor is responsible to organize and direct investigation and evidence collection operations during the incident.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed. c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Assign personnel to investigation and evidence collection tasks as needed. g. Determine location for response and consider Staging Areas. h. Assess situation. i. Determine communications issues. j. Determine staffing needs. k. Determine equipment needs. l. Determine if Personal Protective Equipment (PPE) is needed. m. Consider if tactical equipment is needed (armor, vests, helmets, etc.). n. Determine type of tactical response resources required. o. Consider need for maps, building plans, etc. p. Determine support needs and location for support resources. q. Determine decontamination needs. r. Determine projected length and scope of mission. s. Determine work locations. t. Develop investigative protocol and communicate with Law Enforcement Branch Director and Planning Section. u. Coordinate with other emergency response agencies.

MULTI-CASUALTY 13-23 July 2015 ICS FOG

v. Coordinate intelligence information. w. Consider how active agent is to be collected and transported and coordinate this with fire and hazardous materials agencies. x. Consider video and photographic recording of evidence. y. Collect evidence. z. Consider nutrition, hydration and rest needs and coordinate with Logistics Section. aa.Report status of mission. bb. Recognize potential evidence such as unexploded devices, portions of devices, clothing of victims and containers. cc. Preserve all potential evidence. dd. Maintain Unit/Activity Log (ICS Form 214).

SECURITY GROUP SUPERVISOR: The Security Group Supervisor is responsible to provide incident security for the involved public and incident staff.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed. c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Assess the scene and determine security needs. g. Establish perimeters as needed at inner operational areas (Command Post, Morgue, etc.) and outer incident areas. h. Coordinate with Investigation Group to secure and protect evidence. i. Assign personnel to security functions as needed. j. Respond and take appropriate action to requests for immediate intervention within the incident due to violent behavior, criminal action or breaches in security. k. Assess immediate danger to first responders. l. Assess danger to those in area. m. Assess number and type of casualties. n. Determine Casualty Collection Point. n. Determine if Personal Protective Equipment (PPE) is required. p. Consider tactical protection equipment (vests, helmets, body armor, etc.). q. Consider assignment of a Safety Officer. r. Determine area to be isolated and access. s. Determine size of area to be secured. t. Coordinate credentials for access. u. Determine safety zone to operate. v. Determine communications issues. w. Determine access routes. x. Consider need for maps, building plans, etc. y. Advise location of casualty collection points and media staging areas. z. Determine ingress and egress points. aa. Determine equipment and supplies needed. bb. Determine prevailing and predicted weather conditions. cc. Assess staffing needs. dd. Determine if the Incident Command Post needs security. ee. Determine if Staging Areas need security. ff. Determine how to secure overall scene. gg. Determine if special facilities need security (hospitals, etc.).

MULTI-CASUALTY 13-24 July 2015 ICS FOG

hh. Develop security information for the Incident Action Plan and coordinate with Law Enforcement Branch Director and Planning Section. ii. Identify areas for fuel, food and rest. jj. Consider nutrition, hydration and rest needs and coordinate with Logistics Section. kk. Maintain Unit/Activity Log (ICS Form 214).

EVACUATION GROUP SUPERVISOR: The Evacuation Group Supervisor is responsible to organize and direct public evacuation operations during the incident. This includes coordination with the Traffic Control Group to limit entry into controlled areas and to identify egress routes.

a. Review Common Responsibilities (Page 1-2). b. Obtain a briefing from the Law Enforcement Branch Director or supervisor. c. Develop evacuation plan to meet incident objectives by:  Identify number and location of those at risk.  Determine the appropriate action to shelter in place or evacuate those at risk (immediate vs. planned with trigger point).  Identify and obtain necessary resources.  Identify evacuation route(s) to be used.  Coordinate with DEM / Red Cross to request shelter activation.  Notify those at risk to shelter in place or evacuate.  Activate the Emergency Alert System (EAS) and reverse 911 as appropriate.  Verify evacuation / shelter in place status (complete / in progress).  Establish and maintain perimeter control (consider plume / spread potential).  Coordinate with animal rescue personnel as necessary.  Provide for security of evacuated areas (perimeter / area) and the evacuation shelters.  Develop the access / re-entry criteria in cooperation with the Operations Section Chief and IC.  Brief the PIO on evacuation plan and progress. d. Brief assigned resources. e. Implement the evacuation plan (immediate/planned). f. Supervise Group activities. g. Review assignments for effectiveness and modify as needed. h. Report progress and needs to the Law Enforcement Branch Director or supervisor. i. Provide input to the Branch Director for the Incident Action Plan. j. Request additional logistical support such as transportation busses to move large numbers of people. k. Develop re-entry protocol and non-emergent access (i.e., pets, prescription drugs, mail, contractors). l. Provide for orderly repopulation of evacuated area as appropriate. m. Maintain Unit Log (ICS Form 214).

TACTICAL GROUP SUPERVISOR: The Tactical Group Supervisor is responsible to organize and direct police tactical operations during the incident. Tactical groups may be SWAT, TAC, DIVE, Bomb Disposal and other special operation groups.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness of current operation and modify as needed. c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Develop a plan to utilize the Tactical Operation Group.

MULTI-CASUALTY 13-25 July 2015 ICS FOG

g. Assemble special equipment and trained personnel. h. Coordinate activities with other operational elements at the incident. i. Determine location for response. j. Consider staging areas. k. Assess situation. l. Determine communication issues. m. Determine staffing needs. n. Determine equipment needs. o. Determine if Personal Protective Equipment (PPE) is needed. p. Consider tactical equipment needs (armor, vests, helmets, etc.). q. Determine type of tactical response resources required. r. Consider needs for maps and building plans. s. Determine support needs and location for support resources. t. Determine mission and projected length. u. Consider crowd control and riot control issues. v. Consider evidence issues. w. Consider nutrition, hydration and rest needs and coordinate with Logistics Section. x. Report status of mission. y. Maintain Unit/Activity Log (ICS Form 214).

MULTI-CASUALTY 13-26 July 2015 ICS FOG

EMS / Medical Branch Worksheet

Incident Name Date Time Medical Channel Command Channel

Fire / Recue EMS / Medical Helispot Law Enforcement Branch Director Branch Director Manager Branch Director

Medical Group Patient Transportation Supervisor Group Supervisor

Medical Supply Coordinator Medical Communications Coordinator

Triage Treatment Air Ambulance Unit Leader Unit Leader Coordinator

Ground Ambulance Triage Treatment Dispatch Coordinator Personnel Manager

Morgue Immediate Treatment Manager Manager

Delayed Treatment Manager

Minor Treatment Manager

OTHER MEDICAL CACHES

AIR AMBULANCE

MEDICAL EXAMINER

RED CROSS

CHAPLAIN

BUSES

MENTAL HEALTH

MULTI-CASUALTY 13-27 July 2015 ICS FOG

MCI PATIENT TRIAGE / DESTINATION LIST

Incident Name Date

Pt Tag Number Adult Triage Injuries By Transport To Hospital # And /Or Pedi Tag System: Mode And Name Sex Color List most severe first Time A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 1 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 2 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 3 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 4 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 5 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 6 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 7 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 8 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 9 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 10 BUS/OTHER M F G TIME______VA DP

Completed by ______Date ______Time ______Page 1 of ___

MULTI-CASUALTY 13-28 July 2015 ICS FOG

MCI PATIENT TRIAGE / DESTINATION LIST

Incident Name Date

Pt Tag Number Adult Triage Injuries By Transport To Hospital # And /Or Pedi Tag System: Mode And Name Sex Color List most severe first Time A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 11 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 12 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 13 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 14 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 15 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 16 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 17 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 18 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 19 BUS/OTHER M F G TIME______VA DP A R AIR ______DMC SHMC # AMB ______P Y HFH VHMC 20 BUS/OTHER M F G TIME______VA DP

Completed by ______Date ______Time ______Page 2 of ___

MULTI-CASUALTY 13-29 July 2015 ICS FOG

MULTI-CASUALTY GLOSSARY OF TERMS

ALS (Advanced Life Support). Allowable procedures and techniques utilized by EMT-P and EMT-II personnel to stabilize critically sick and injured patient(s), which exceed Basic Life Support procedures.

ALS Responder. Certified EMT-P.

BLS (Basic Life Support). Basic non-invasive first-aid procedures and techniques utilized by EMS personnel to stabilize critically sick and injured patients.

Delayed Treatment. Second priority in patient treatment. These people require aid but injuries are less severe.

EMT (Emergency Medical Technician). An individual trained in emergency care to a specific standard and who has current and valid certification.

Expanded Medical Emergency. Any medical emergency which exceeds normal first response capabilities.

Hospital Alert System. A communication system between medical facilities and on-scene medical personnel that provides available hospital patient receiving capability and/or medical control.

Immediate Treatment. A patient who requires rapid assessment and medical intervention for survival.

Major Medical Emergency. Any medical emergency which would require the access of local mutual aid resources.

Medical Group/Division Organizational Structure. An ICS system designed to provide the Incident Commander with a basic expandable system for handling patients in a multi-casualty incident.

Medical Supply Cache. A cache consisting of standardized medical supplies and equipment stored in a predetermined location for dispatch to incidents.

Medical Team. Combinations of medical trained personnel who are responsible for on-scene patient treatment.

Minor Treatment. These patients’ injuries require simple rudimentary first aid and/or emotional support.

Morgue (Temporary On-Scene). Area designated for temporary placement of the dead. The Morgue is the responsibility of the Medical Examiners’ Office when a Medical Examiner representative is on-scene.

Multi-Casualty. The combination of numbers of sick or injured personnel going beyond the capability of an entity’s normal first response.

MULTI-CASUALTY 13-30 July 2015 ICS FOG

Primary Triage. First level triage normally provided by first responders using the START triage system. Primary triage is often conducted in a hazardous incident area by personnel wearing appropriate personnel protective equipment. Patients are triaged where they are found.

Qualified. A person meeting the certification and or requirements established by the agency that has jurisdiction over the incident.

Secondary Triage. Second level triage is normally provided by ALS personnel for the purpose of confirming or changing the initial triage category and is conducted in a safe area as patients are transferred to the appropriate treatment area(s).

Standing Orders. Policies and procedures approved by the local EMS Agency for use by an EMT-P in situations where direct voice contact with a Base Hospital cannot be established or maintained.

START – S.T.A.R.T. Acronym for Simple Triage And Rapid Transport. This is the initial triage system that has been adopted for use as a primary triage tool.

Triage. The screening and classification of sick, wounded or injured persons to determine priority needs in order to ensure the efficient use of medical personnel, equipment and facilities.

Triage Personnel. Personnel responsible for triaging patients on-scene and assigning them to appropriate treatment areas.

Triage Tag. A tag used by triage personnel to identify and document the patient’s medical condition and assign a priority for treatment and transportation.

MULTI-CASUALTY 13-31 July 2015 ICS FOG

CHAPTER 14 URBAN SEARCH AND RESCUE

Contents ...... 14-1 Introduction ...... 14-2 Unified Command ...... 14-2 ICS Modular Development ...... 14-2 Multi Branch Organization ...... 14-3 US&R Task Force Description ...... 14-4 US&R Task Force Types and Capabilities ...... 14-4 US&R Ordering Considerations ...... 14-4 Region 9 US&R Task Force ...... 14-5 Region 9 US&R Task Force Organizational Chart ...... 14-6 US&R Glossary of Terms ...... 14-7

URBAN SEARCH & RESCUE 14-1 February 2016 ICS FOG

INTRODUCTION

The Urban Search & Rescue (US&R) organizational model is designed to provide supervision and control of essential functions at incidents where technical rescue expertise and equipment are required for safe and effective rescue operations. US&R incidents can be caused by a variety of events such as earthquakes, floods, hurricanes or terrorist activities that cause wide spread damage to a variety of structures and entrap people. US&R operations are unique in that specialized training and equipment are required to mitigate the incident in the safest and most efficient manner possible.

In Spokane County, it is recognized that a tiered response to rescue incidents should be utilized to provide a prompt initial response which can be reinforced to the level necessary using the closest available resources. The US&R Team is a reinforced interagency response resource. This resource is available to local fire agencies throughout Spokane County through mutual aid and available for mobilization throughout the region and the State of Washington, if requested.

UNIFIED COMMAND

A Unified Command structure may need to be utilized at US&R incidents due to the involvement of multiple agencies and jurisdictions having statutory or political responsibility or authority. A Unified Command, located at a single Command Post, is the best method for ensuring effective information flow, coordination, safety and to ensure maximum utilization of resources which can reduce fiscal impacts.

ICS MODULAR DEVELOPMENT

The flexibility and modular expansion capabilities of the Incident Command System (ICS) provide an almost infinite number of ways US&R resources can be utilized and managed.

The ICS Modular Development example shown (Page 14-3) is not meant to be restrictive, nor imply it is the only way to build an ICS organizational structure to manage US&R resources at an incident. The ICS Modular Development example is provided only to show conceptually how one can arrange and manage resources at an urban search and rescue incident which builds from an initial response to a multi-branch organization.

ICS positions utilized for US&R shall be in conformance with the Federal Emergency Management Association National Urban Search & Rescue Response System to include search and rescue resource typing.

URBAN SEARCH & RESCUE 14-2 February 2016 ICS FOG

URBAN SEARCH & RESCUE 14-3 February 2016 ICS FOG

US&R Task Force Description

Urban Search and Rescue (US&R) Task Force is a multi-disciplined organization which conducts search, rescue and recovery operations utilizing technical rescue disciplines to include: structural collapse, rope rescue, , machinery extrication, confined space (permit-required, non-cave, non-mine), trench, excavation and water operations.

US&R Task Force Types and Capabilities

Type 1, 2 and 3 Task Forces are capable of operations in heavy frame, reinforced concrete, high-angle rope rescue (including highline systems), confined spaced rescue (permit required), trench/excavation, stillwater/flood water operations and mass transportation (subway, rail, bus etc.) rescue. Type 1 and Type 2 Task Forces (70 personnel) are capable of continuous 24- hour operations which can split into two 12-hour operational period teams, whereas Type 3 (35 personnel) is capable of heavy operations for 12-hour operational periods and may be paired with another Type 3 team to form a Type 2 operational component. Type 4 (22 personnel) is capable of limited light to moderate operations in frame and concrete construction, rope rescue, confined space rescue and wide area search. Task Forces are not equipped as an ambulance service or to transport humans or animals to shelter or other locations.

US&R Ordering Considerations

1. Type 1 and Type 2 Task Forces can operate in two consecutive 12 hour shifts. Type 3 and Type 4 Task Forces can operate in one 12 hour shift. All types of US&R Task Forces are self-sustaining for 72 hours and deployable for up to 14 days. The Spokane County Region 9 Task Force has a Type 4 rating.

2. The Requestor / Authority Having Jurisdiction (AHJ) and resource provider must address, prior to deployment, certain incident needs and/or considerations to include:

a. Communications b. Type of incident c. Type of construction and collapse conditions d. Additional specialized personnel needs e. Additional transportation f. Additional tools, hardware, and software required g. Aviation support h. Contaminated environments and related PPE i. Logistics support

3. The requestor must specify if the incident necessitates a Haz-Mat and/or Chemical, Biological, Radioactive, Nuclear, and Explosive (CBRNE) specific team(s) and/or equipment to perform structural collapse operations in an environment requiring Level B PPE for at least 12 hours.

4. Task Force resources (regardless of type) will rely upon the local emergency medical infrastructure for patient treatment and transport.

URBAN SEARCH & RESCUE 14-4 February 2016 ICS FOG

5. Operations in Search and Rescue (SAR) environments which may be recognized as an Immediately Dangerous to Life and Health (IDLH) environment.

Regional 9 US&R Task Force

The Northeast Region and specifically Spokane County have established a Type 4 (US&R) Task Force. The US&R Task Force activities are coordinated through Spokane Fire Dispatch who serves as the primary point of contact. The Regional US&R Task Force is available within Spokane County through a Mutual Aid request and available statewide through the Washington State Fire Services Resource Mobilization Plan. All requests for a US&R Task Force must go through normal Mutual Aid or state mobilization procedures. The Regional US&R Task Force is able to deploy within 2 hours of notification.

The Regional US&R Task Force is comprised of approximately 24 persons specifically trained and equipped for large or complex urban search and rescue operations. Management and Incident support for the Task Force is provided by a Spokane County IMT, FEMA USAR Incident Support Team (IST) or the assigned Type 1 or Type 2 IMT.

The US&R Task Force shall be able to provide 12 hour nonconsecutive shifts for 72 hours.

The US&R Task Force Search element includes physical and electronic search. The Rescue element can conduct rescue operations in all types of structures. The Rescue company will have an assigned Paramedic who is primarily responsible for the care and treatment of Task Force members and entrapped victims during extrication. The US&R Task Force provides personnel competent in structural integrity assessments, hazardous materials, heavy equipment and rigging and logistics.

The US&R Task Force is commanded by a US&R Task Force Leader and is organizationally at the same level as any Strike Team/Task Force. The US&R Task Force is unique in that unlike other task forces it is designed to be used as a “single resource.” It should not be disassembled to make use of individual task force elements.

The US&R Task Force will normally assemble at a point of departure and travel together to an incident, however, for Mutual Aid responses the Task Force will most likely be assembled at the incident.

URBAN SEARCH & RESCUE 14-5 February 2016 ICS FOG

REGION 9 US&R TASK FORCE ORGANIZATIONAL CHART

Task Force Leader (1)

Safety Officer (1)

Rescue Team Logistics Search Team Manager Manager Manager (1) (1) (1)

Rescue Rescue Rescue Logistics Search Structural Company Company Company Specialist Company Specialist Officer (1) Officer (1) Officer (1) (1) Officer (1) (1)

Rescue Rescue Rescue Search Company Company Company Technician (4)* (4)* (4)* (1)

24 POSITIONS

* Includes 1 Paramedic and 1 Haz Mat Specialist

A Spokane County Incident Management Team responds with the Regional US&R Task Force

URBAN SEARCH & RESCUE 14-6 February 2016 ICS FOG

US&R GLOSSARY OF TERMS

Basic Operational Level: The Basic level represents the minimum capability to conduct safe and effective search and rescue operations at structure collapse incidents. Personnel at this level shall be competent at surface rescue which involves minimal removal of debris and building contents to extricate easily accessible victims from non-collapsed structures.

Basic Rope Rescue: Rescue operations of a non-complex nature employing the use of ropes and accessory equipment.

Confined Space Rescue: Rescue operations in an enclosed area large enough to enter and perform work, with limited access/egress not designed for human occupancy and has the potential for physical, chemical or atmospheric injury.

Hazardous Materials Specialist: The Hazardous Materials Specialist provides technical expertise in the identification, monitoring and management of hazardous chemicals. This position may report to the Task Force Leader, or be assigned to a Rescue Company under the supervision of the Rescue Company Officer.

Heavy Floor Construction: Structures of this type are built utilizing cast-in-place concrete construction consisting of flat slab panel, waffle or two way concrete slab assemblies. Pre- tensioned or post-tensioned reinforcing steel rebar or cable systems are common components for structural integrity. The vertical structural supports include integrated concrete columns, concrete enclosed or steel frame which carry the load of all floor and roof assemblies. This type includes heavy timber construction that may use steel rods for reinforcing. Examples of this type of construction include offices, schools, apartments, hospitals, parking structures and multi-purpose facilities. Common heights vary from single story to high-rise structures.

Heavy Wall Construction: Materials used for construction are generally heavy and utilize an interdependent structural or monolithic system. These types of materials and their assemblies tend to make the structural system inherently rigid. This construction type is usually built without a skeletal structural frame. It utilizes a heavy wall support and assembly system to provide support for the floors and roof assemblies. Occupancies utilizing tilt-up concrete construction are typically one to three stories in height and consist of multiple monolithic concrete wall panel assemblies. They also use an interdependent girder, column and beam system for providing lateral wall support of floor and roof assemblies. Occupancies typically include commercial, mercantile and industrial. Other examples of this type of construction type include reinforced and unreinforced masonry (URM) buildings typically of low rise construction, one to six stories in height, of any type of occupancy.

Heavy Operational Level: The Heavy level represents the structural collapse incidents involving the collapse or failure of reinforced concrete or steel frame construction and Confined Space Rescue operations.

Light Frame Construction: Materials used for construction are generally light weight and provide a high degree of structural flexibility to applied forces such as earthquakes, hurricanes, tornadoes, etc. These structures are typically constructed with a skeletal structural frame system of wood or light gauge steel components which provide support to the floor or roof

URBAN SEARCH & RESCUE 14-7 February 2016 ICS FOG assemblies. Examples of this construction type are wood frame structures used for residential, multiple low rise occupancies and light commercial occupancies up to four stories in height. Light gauge steel frame buildings include commercial business and light manufacturing occupancies and facilities.

Light Operational Level: The Light level represents the minimum capability to conduct safe and effective search and rescue operations at structural collapse incidents involving the collapse or failure of light frame construction and basic rope rescue operations.

Logistics Manager: The Logistics Manager is responsible for managing and supervising the equipment cache for the US&R Task Force during incident operations. The Logistics Manager reports directly to the Task Force Leader.

Medical Technician: The Medical Technician is responsible for performing Basic and Advanced Life Support medical care for Task Force members and rescue victims during US&R incident operations. The Medical Technician reports directly to the Rescue Company Officer or Rescue Team Manager.

Medium Operational Level: The Medium level represents the minimum capability to conduct safe and effective search and rescue operations at structural collapse incidents involving the collapse or failure of reinforced and unreinforced masonry (URM), concrete tilt-up and heavy timber construction.

Pre-cast Construction: Structures of this type are built utilizing modular pre-cast concrete components that include floors, walls, columns and other sub-components that are field connected upon placement on site. Individual concrete components utilize imbedded steel reinforcing rods and welded wire mesh for structural integrity and may have either steel beam or column or concrete framing systems utilized for the overall structural assembly and building enclosure. These structures rely on single or multi-point connections for floor and wall enclosure assemblies and are a safety and operational concern during collapse operations. Examples of this type of construction include commercial, mercantile, office and multi-use or multi-function structures including parking structures and large occupancy facilities.

Regional Type 4 Urban Search & Rescue (US&R) Task Force: Consists of approximately 24 personnel specifically trained and equipped for large or complex urban search and rescue operations. The US&R Task Force is designed to be used as a “single resource” and not disassembled to make use of individual task force elements.

Rescue Company Officer: The Rescue Company Officer is responsible for managing and supervising one of the established rescue companies of the US&R Task Force during incident operations. The Rescue Company Officer reports directly to the Rescue Team Manager.

Rescue Team Manager: The Rescue Team Manager is responsible for managing and supervising the rescue function of the Task Force during incident operations. The Rescue Team Manager reports directly to the Task Force Leader.

Rescue Technician: The Rescue Technician is responsible for performing the rescue function of the US&R Task Force incident operation. The Rescue Technician reports directly to a Rescue Company Officer or Rescue Team Manager.

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Rigging Technician: The Rigging Technician (Rigger) is responsible for performing various assessments and is the construction-related liaison for the Task Force during incident operations. The Rigger reports directly to the Rescue Company Officer or Rescue Team Manager.

Search Company Officer: The Search Company Officer is responsible for managing and supervising one or more of the Search Team Technicians of the US&R Task Force during incident operations. The Search Company Officer reports directly to the Search Team Manager.

Search Marking System: A standardized marking system employed during and after the search of a structure for potential victims.

Search Team Manager: The Search Team Manager is responsible for managing and supervising the search function of the US&R Task Force during incident operations. The Search Team Manager reports directly to the Task Force Leader.

Search Technician. The Search Technician is responsible for performing the search function of the US&R Task Force incident operation. The Search Technician reports directly to a Search Company Officer or Search Team Manager.

National Urban Search & Rescue (US&R) Task Force: A 62-person team specifically trained and equipped for large or complex urban search and rescue operations. The multi-disciplinary organization provides five functional elements which include command, search, rescue, medical and technical. The US&R Task Force is designed to be used as a “single resource” and not disassembled to make use of individual task force elements.

Structural Specialist: The Structural Specialist is responsible for performing the various structural assessments for the Task Force during incident operations. The US&R Structural Specialist reports directly to the Task Force Leader.

Structure/Hazards Marking System: A standardized marking system to identify structures in a specific area and any hazards found within or near the structure.

Task Force Leader: The Task Force Leader is responsible for managing and supervising all aspects of a mission, both operational and managerial, from the time of activation through the return to the home jurisdiction for his/her task force.

Transportation Specialist: The Transportation Specialist is responsible for driving the cache trailer to the incident location and performing checks and maintenance on the cache trailer. Other duties include assisting the Logistics Manager at the Base of Operations.

Urban Search & Rescue (US&R) Company: Any ground vehicle(s) providing a specified level of US&R operational capability, rescue equipment and personnel.

Urban Search & Rescue (US&R) Crew: A predetermined number of individuals who are supervised, organized and trained principally for a specified level of US&R operational

URBAN SEARCH & RESCUE 14-9 February 2016 ICS FOG capability. They respond with no equipment and are used to relieve or increase the number of US&R personnel at the incident.

Urban Search & Rescue (US&R) Safety Officer: The US&R Safety Officer is responsible for monitoring and assessing the safety aspects of the US&R Task Force during incident operations. The US&R Safety Officer reports directly to the Task Force Team Leader.

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CHAPTER 15 HIGH RISE STRUCTURE FIRE

Contents ...... 15-1 Introduction ...... 15-2 Incident Command System for Operations at High Rise Structure Fires . 15-2 Components of the ICS-High Rise Incident Command System ...... 15-2 Modular Organization Development ...... 15-2 Initial Response Organization ...... 15-2 Reinforced Response Organization ...... 15-3 Multi-Division Organization ...... 15-3 Multi-Branch Organization ...... 15-3 Designated Incident Facilities ...... 15-3 Interior Staging Area ...... 15-3 Base ...... 15-3 Organization and Operations ...... 15-3 Modified ICS Positions ...... 15-4 Specialized High Rise ICS Positions ...... 15-4 Position Checklists ...... 15-4 High Rise Incident Base Manager...... 15-4 High Rise Incident Ground Support Unit Leader ...... 15-5 Lobby Control Unit Leader ...... 15-5 High Rise Incident Staging Area Manager ...... 15-7 High Rise Incident Medical Unit Leader ...... 15-7 High Rise Incident Safety Officer ...... 15-8 High Rise Fire Incident Organization Charts: Basic ...... 15-9 Expanded ...... 15-10

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INTRODUCTION

Incident Command System for Fire Department Operations at High Rise Structure Fires

The High Rise Structure Fire module describes an organization designed to provide effective management and control of essential functions at fires occurring in larger multi-story buildings. Such fires present significant management, logistical and safety problems. The size and complexity of the interior spaces, the enclosed nature of the hazard area and the limited and sometimes arduous access to the fire area all contribute to the problems faced by suppression forces. The serious life hazard to occupants and , endangered by fire and smoke and presented with limited evacuation options, allows little room for error or disorganization. Additionally, most structures are equipped with various environmental, fire and life safety systems which require support and control. The organizational structure described in this module is consistent with the standardized all-risk Incident Command System (ICS) organizational elements and operating requirements. It varies in design, however, in providing specialized positions and modifications to regular position task descriptions. These variations are designed to address the unique problems of high rise fire incidents.

Components Of The lCS-High Rise Incident Command System

The Incident Command System components which provide the basis for effective ICS operation do not vary in any significant manner in application to the high rise incident. These components are: a. Common Terminology. b. Modular Organization. c. Integrated Communications. d. Unified Command Structure. e. Consolidated Action Plans. f. Manageable Span-of-Control. g. Pre-designated Incident Facilities. h. Comprehensive Resource Management.

The variations incorporated for high rise incidents are described below.

MODULAR ORGANIZATION DEVELOPMENT

The order in which the ICS organizational structure develops may vary with the type and nature of the incident. A series of examples of modular development follow which are included to illustrate a typical method of expanding the incident organization at a high rise incident to reflect the size and complexity of the incident and the available resources at a given time in the incident.

Initial Response Organization

Initial response resources are managed by the Incident Commander who will handle all Command and General Staff responsibilities.

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Reinforced Response Organization

The Incident Commander has identified the incident as having significant potential and requiring a large resource commitment. The Incident Commander will establish some key Command positions.

Multi-Division Organization

The Incident Commander has established most Command and General Staff positions and has established a combination of divisions and groups to reflect the location and nature of the incident.

Multi-Branch Organization

The Incident Commander has identified a number of actual or potential specialized incident problems and has established all Command and General Staff positions and has established several branches to effectively manage the problems and resources.

DESIGNATED INCIDENT FACILITIES

Two ICS incident facilities (Interior Staging Area and Base) have modified functions and locations in the high rise incident that reflect a fire location many floors above the ground and the complexity of the incident.

Interior Staging Area

The high rise incident requires that the regular concept of Staging Areas be modified. The limited access and vertical travel distance of the larger high rise building requires that a resource staging area be established within the building and that its functions be expanded somewhat. The staging area is generally located three floors below the lowest fire floor as long as the atmosphere can be kept clear. The specific changes are described fully in the Interior Staging Area Manager’s Position Description.

Base

The Base at a high rise incident resembles a ground level staging area early in the incident. A major fire in a high rise building will require the Base to be expanded and to perform the functions of an Incident Base supporting large numbers of personnel. The nature of the urban/suburban environment and the ability of an agency to rotate personnel back to stations may impact the manner in which the Base functions. Base should be located away from buildings to provide personnel safety from falling glass and debris.

ORGANIZATION AND OPERATIONS

The five major functional areas of the ICS; Command, Operations, Planning, Logistics and Finance do not change in the high rise incident. All positions in the ICS organization applicable to a structure fire apply to the high rise fire incident.

The positions and modifications are described in the position descriptions that follow.

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The major responsibilities and procedures for each are fully developed in the Position Manuals.

Modified ICS Positions

Certain existing ICS positions and functional units within the high rise incident organization have additional or modified responsibilities that require full descriptions. These positions are Ground Support Unit Leader, Base Manager, Interior Staging Area Manager, Safety Officer and Medical Unit Leader.

Specialized High Rise ICS Positions

Because of the nature of a fire incident when confined in a tall building and the many engineered elements of the building a special functional unit is identified and described. This is known as Lobby Control.

In recognition of the extreme hazards of this type of operation and the difficulties in assuring firefighter accountability in interior operations, as well as the egress and ingress of building occupants, the Lobby Control Unit is established. This unit provides access control, entry accountability, routing and movement control into and inside the structure. In the initial period of an incident, or in a less complex incident/building, or if modified by agency policy, the Lobby Control Unit may assume the functions, control and coordination of various systems within the building and as shown in the basic organization chart.

As incident escalates, dependent upon agency policy, a separate Systems Unit may be established under Lobby Control. In recognition of the basic and specialized systems incorporated into all high rise buildings, from electrical supply systems to smoke removal systems, the System Unit may be utilized to operate, supervise and coordinate the vital operation of the building systems. The Systems Unit coordinates the efforts of various Technical Specialists who might be required to assist in the operation or repair of the systems.

The positions and modifications are described in the position descriptions that follow. The major responsibilities and procedures for each are fully developed in the Position Manuals.

POSITION CHECKLISTS

HIGH RISE INCIDENT BASE MANAGER: The High Rise Incident Base Manager is responsible for the management of all functions at the designated Base and Command Post locations. The High Rise Incident Base Manager reports to the Logistics Section Chief or Support Branch Director (if established). The position within the organization differs from the standard ICS in that a Facilities Unit is not appropriate for this type of incident and the Base Manager reports directly to the Support Branch Director or Logistics Section Chief and may assume some of the responsibilities of the Facilities Unit position.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Logistics Section Chief, Support Branch Director or Incident Commander. c. Participate in Support Branch/Logistics Section planning activities.

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d. Evaluate safety, layout and suitability of previously selected Base location. Make recommendations regarding relocation if appropriate. Request necessary resources and personnel. Base should be located away from buildings to provide personnel safety from falling glass and debris. e. Establish Base layout and identify/post each function area as appropriate to the incident size and expected duration - Crew Ready Area, Equipment Pool, Rehabilitation Area, Command Post, Apparatus Parking, Restrooms. f. Provide safety, security and traffic control at Base and Command Post. g. Provide facility services - sanitation, lighting and clean up at Base and Command Post. h. Maintain accounting of resources in Base and periodically update Planning Section or Incident Command. i. As requested by Operations, Logistics or Incident Command direct crews and equipment to designated locations. j. Maintain records of activities and submit reports as directed. k. Secure operations and demobilize personnel as determined by the demobilization plan. l. Maintain Unit Log (ICS Form 214).

HIGH RISE INCIDENT GROUND SUPPORT UNIT LEADER: The Ground Support Unit Leader is responsible for providing transportation for personnel, equipment and supplies; providing refilling of SCBA air cylinders and maintenance of SCBA’s; providing fueling, service and maintenance of vehicles and portable power equipment and tools; and implementing the ground level traffic/movement plan at the incident including marking safe access routes and zones. The Ground Support Unit Leader reports to the Support Branch Director (if established) or the Logistics Section Chief.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Logistics Section Chief, Support Branch Director or Incident Commander. c. Participate in Support Branch/Logistics Section planning activities. d. Implement traffic/movement plan, including ground level movement and building primary support stairs, as developed by Planning Section or Incident Commander. e. Post or mark ground level safe movement routes and outside safe refuge areas identified in the traffic/movement plan. f. Appoint personnel and activate transport services including stairwell, ground level and general motor transport. g. Appoint personnel and activate fueling, maintenance and support of apparatus and portable power equipment and building plant as appropriate. h. Collect and maintain records of rented or reimbursable equipment use. i. Appoint personnel and activate SCBA air cylinder refilling, maintenance and support. j. Maintain inventory of support and transport vehicles and maintenance and fuel supplies. k. Submit reports to Support Branch/Logistics Section or Incident Commander as directed. l. Secure operations and demobilize personnel as determined by the demobilization plan. m. Maintain Unit Log (ICS Form 214).

LOBBY CONTROL UNIT LEADER: The Lobby Control Unit Leader’s primary responsibilities are: To operate a personnel/crew accounting system for all building entry and exit; control all building access points and direct personnel to correct stair/elevator or route; control and operate elevator cars; and direct building occupants and exiting personnel to proper ground level safe areas or routes. As directed by the Incident Commander or agency policy, this unit

HIGH RISE 15-5 February 2017 ICS FOG shall be assigned the responsibilities of Systems Control in the early stages of an incident, or in less complex incidents/buildings, or if modified by agency policy. The Lobby Control Unit Leader reports to the Support Branch Director/Logistics Section Chief. The unit should be prepared to provide the Incident Commander or Plans Section with current information from the personnel accounting process.

Departments and/or agencies must have policy regarding the use of elevators, stairways, or combinations of both when ascending to the upper floors in a high rise building during a fire or reported fire operations. While the safest method of ascending to upper floors is the use of stairways, it may be necessary to explore the use of elevators for firefighting operations. This determination is the ultimate responsibility of the Incident Commander (IC) however the actual use of the elevators is directed by the Lobby Control Unit Leader.

a. Review Common Responsibilities (page 1-2). b. Check in and obtain briefing from Logistics Section Chief or Incident Commander, as appropriate. c. Make entry, assess situation and establish Lobby Control position. Request needed resources. d. Establish entry/exit control at all building access points. e. Establish personnel accounting system for personnel entering/exiting the building. f. Assume control of elevators and provide operators. Elevator use and operating procedures will follow agency policy and Incident Commander direction. g. Provide briefings and information to Incident Command Post. h. Direct personnel to the appropriate stairways/elevator for assignment and direct evacuees and exiting personnel to safe areas or routes from the building. i. Maintain adequate control of building systems when directed by the Incident Commander or agency policy. j. Secure operations and demobilize personnel as determined by the demobilization plan. k. Maintain Unit Log (ICS Form 214).

SYSTEMS CONTROL: Systems Control is a function under the Lobby Control Unit Leader. This responsibility includes monitoring and maintaining built-in fire control, life safety, environmental control, communications and elevator systems. Systems Control may operate, support or augment the systems as required to support the incident plan. Systems Control Leader must establish and maintain close liaison with building/facility engineering staff, utility company representatives, and other appropriate technical specialists.

a. Review Common Responsibilities (page 1-2). b. Check in and obtain briefing from the Logistics Section Chief or Incident Commander. Obtain information on the type and current performance of built-in systems. c. Assess current situation and request needed personnel and resources. d. Request response from and make contact with the building/facility engineer, utility company representatives, elevator service personnel and others as appropriate. e. Appoint personnel to monitor and operate building/facility systems display/control panels. f. Evaluate the status and operation of the fire and domestic water pumps and water supply. Support or repair as required. g. Evaluate and operate as required the heating, ventilation and air conditioning system (HVAC) and the smoke removal and stairwell protection systems.

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h. Evaluate, support and control as needed the building electrical system, emergency power plant and security systems. i. Evaluate and support as needed the public address, telephone, emergency phone and other building communications systems. j. Secure operations and demobilize personnel as determined by the demobilization plan. k. Maintain Unit Log (ICS Form 214).

HIGH RISE INCIDENT INTERIOR STAGING AREA MANAGER: The High Rise Incident Interior Staging Area Manager is responsible for the management of all functions at the in- building Staging Area and reports to the Operations Section Chief. The High Rise Incident Interior Staging Area Manager’s organizational responsibilities vary somewhat from the standardized ICS position in that the area also provides a safe refuge/support function within the building. An air cylinder exchange and a rehabilitation/aid function are typically located in the area.

a. Review Common Responsibilities (page 1-2). b. Obtain briefing from Operations Section Chief or Incident Commander. c. Proceed to selected floors and evaluate layout and suitability. Select Staging Area floor, which is generally located three (3) floors below the lowest fire floor, and advise Operations and Logistics Section Chiefs. Request necessary resources and personnel. d. Establish Interior Staging Area layout and identify/post each function area as appropriate to the incident size and expected duration – Crew Ready Area, Air Cylinder Exchange, Equipment Pool, Rehabilitation/Aid Area. e. Determine, establish or request needed facility services – sanitation, drinking water and lighting. Coordinate with Logistics Section or Lobby Control Unit to maintain fresh air. Maintain Interior Staging area in an orderly condition. f. Establish a check-in function for arriving and departing crews. g. Determine required resource levels from the Operations Section Chief. h. Designate area(s) for Rapid Intervention Crew (RIC) or Rapid Intervention Team (RIT) to standby in a state of readiness. i. Maintain accounting of resources in Interior Staging and periodically update Operations Section Chief and Resources Unit. Advise the Operations Section Chief when reserve levels reach pre-identified minimums. j. As requested by Operations Section Chief or Incident Commander, direct crews and equipment to designated locations. k. Secure operations and demobilize personnel as determined by the demobilization plan. l. Maintain Unit Log (ICS Form 214).

HIGH RISE INCIDENT MEDICAL UNIT LEADER: The Medical Unit Leader is primarily responsible for the development of the Medical Emergency Plan, for providing medical aid and transportation for injured and ill incident personnel, for providing rehabilitation (Rehab) services for incident personnel and for preparation of reports and records. The Medical Unit may assist Operations in supplying medical care and transportation to civilian casualties, but this is normally limited to situations where civilian casualties are few or not anticipated. The Medical Unit Leader reports to the Service Branch Director (if established) or the Logistics Section Chief (see Figure 2-1). The Medical Unit Leader may interact with Agency Representatives if injuries or illnesses involve another agency’s personnel.

a. Review Common Responsibilities (page 1-2).

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b. Obtain briefing from Logistics Section Chief, Service Branch Director or Incident Commander. c. Participate in Service Branch/Logistics Section planning activities. d. Assess current situation and request necessary resources. e. Prepare the Incident Medical Plan (ICS Form 206). f. Establish medical aid stations with EMS personnel available in Staging, arrange emergency transport units and equipment and assign personnel. g. Assign personnel and equipment to Rehab locations as directed or required in the Incident Action Plan. h. Coordinate plans and activities with the Operations Section Medical Branch or Group. i. Prepare Medical Reports and forms as needed or requested. j. Secure operations and demobilize personnel as determined by the demobilization plan. k. Maintain Unit Log (ICS Form 214).

HIGH RISE INCIDENT SAFETY OFFICER: The Incident Safety Officer is a member of the Command Staff and reports directly to the Incident Commander. The Safety Officer is responsible for monitoring and assessing hazardous and unsafe situations and developing measures for assuring personnel safety. The Safety Officer will correct unsafe acts or conditions through the regular line of authority. The Incident Safety Officer or his or her assistants have emergency authority to alter, suspend or terminate unsafe acts or conditions when imminent danger is involved.

a. Review Common Responsibilities (page 1-2). b. Check in and obtain briefing from the Incident Commander. c. Assess situation and request needed personnel and resources. d. Participate in planning meetings. e. Evaluate the Incident Action Plan for organizational safety elements. f. Review and sign the Incident Medical Plan (ICS Form 206). g. Monitor the fire ground and communication channels for hazards, unsafe acts and improper activities. h. Take action to limit hazards or correct or stop unsafe actions. i. Initiate as needed and confirm the on-going investigation of any incident related accidents or personnel injuries. j. Secure operations and demobilize personnel as determined by the demobilization plan. k. Maintain Unit Log (lCS Form 214).

FOR MORE DETAILED INFORMATION READ: HIGH RISE STRUCTURE FIRE OPERATION SYSTEM DESCRIPTION ICS-HR-1 20-1

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HIGH-RISE FIRE INCIDENT INCIDENT COMMAND SYSTEM ORGANIZATION CHART

BASIC

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HIGH-RISE FIRE INCIDENT INCIDENT COMMAND SYSTEM ORGANIZATION CHART

EXPANDED

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CHAPTER 16 LAW ENFORCEMENT

Contents ...... 16-1 Law Enforcement Branch ...... 16-2 Overview ...... 16-2 Responsibilities ...... 16-2 Law Enforcement Branch Director ...... 16-2 Law Enforcement Organizational Chart ...... 16-3 Evacuation Group Supervisor ...... 16-4 Contact Team Leader…………………………………………………………………………….16-5 Phone Contact Resource………………………………………………………………………...16-5 Mobile Field Contact Resource………………………………………………………………….16-6 Perimeter Team Leader…………………………………………………………………………..16-6 Evacuation Escort Resource……………………………………………………………………..16-7 Perimeter Security Resource…………………………………………………………………….16-7 Transportation Team Leader…………………………………………………………………….16-8 Transportation Resource…………………………………………………………………………16-8 Shelter Security Resource……………………………………………………………………….16-9 Evacuation Group Organizational Chart ...... 16-9 Security Group Supervisor ...... 16-10 Outer Perimeter Team Leader…………………………………………………………………..16-11 Scene Security Team Leader……………………………………………………………………16-11 Staging Security Team Leader…………………………………………………………………..16-11 Facilities Security Team Leader…………………………………………………………………16-12 Security Group Organizational Chart ...... 16-12 Investigations Group Supervisor ...... 16-13 Investigations Team Leader…………………………………………………………………….. 16-13 Forensics Team Leader…………………………………………………………………………..16-14 WMD Evidence Team Leader……………………………………………………………………16-14 Cyber Team Leader……………………………………………………………………………….16-14 Investigations Group Organizational Chart ...... 16-15 Tactical Group Supervisor ...... 16-16 SWAT Team Leader………………………………………………………………………………16-16 TAC Team Leader………………………………………………………………………………...16-17 Inner Perimeter Team Leader……………………………………………………………………16-17 Hostage Negotiator Team Leader……………………………………………………………….16-17 EDU Response Team Leader………………………………………………………………...….16-17 Tactical Group Organizational Chart ...... 16-18 Traffic Control Group Supervisor ...... 16-19 Vehicle Control Team Leader……………………………………………………………………16-19 Pedestrian Control Team…………………………………………………………………………16-20 Crown Control Team………………………………………………………………………………16-20 Traffic Group Organizational Chart ...... 16-20 Resource Types and Minimum Standards ...... 16-11

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LAW ENFORCEMENT BRANCH

Overview:

The mission of law enforcement is to provide for the prevention, detection and investigation of criminal activity; to provide enforcement of criminal laws; and to provide services, safety and protection to the residents and visitors of Spokane County.

Responsibilities:

Law enforcement provides a wide variety of services to our citizens, including but not limited to:

a. Response to calls for service. b. Protection of the public. c. Evacuation. d. Problem identification and resolution. e. Assessment of emergency situations. f. Determination of criminal activity. g. Collection of evidence. h. Traffic and crowd control. i. Random patrol activity. j. Victim assistance and support. k. Investigation of criminal complaints. l. Explosive device investigation and mitigation. m. Special tactical team response. n. Security of incidents and planned events. o. Intelligence gathering and sharing, as appropriate. p. Computer crime investigation. q. Assistance to other public safety agencies. r. Coordination of services to public and neighborhood watch groups. s. Crime prevention programs and services. t. Public information coordination. u. Internal investigation and public corruption investigation. v. Vehicle and convoy escort. w. Commercial vehicle inspection. x. Traffic enforcement and vehicle crash investigation. y. Enforcement of criminal laws.

LAW ENFORCEMENT BRANCH DIRECTOR: The Law Enforcement Branch Director is responsible to organize and direct law enforcement operations during the incident. This includes traffic control, investigation and evidence collection, perimeter and internal security, evacuation, and tactical police operations including SWAT and crowd control tactical units. The law branch coordinates with other involved law enforcement agencies including the medical examiner and animal control. The Law Branch coordinates with the Medical and Rescue Branch Directors.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed.

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c. Supervise Branch activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to IC (or to Operations Section Chief) on Branch activities. e. Participate in Law Branch / Operations Section Planning activities. f. Ensure traffic control is established as needed to provide for safety and security. g. Ensure security perimeters are established for the incident and at the operational areas such as the command post and treatment areas as needed. h. Ensure investigation and evidence collection activities are conducted as needed. i. Coordinate special police unit (SWAT, TAC, Bomb Disposal, other) activities. j. Conduct evacuation as requested by Command. k. Coordinate with the Medical Examiner to secure deceased victims and their belongings. m. Maintain Unit/Activity Log (ICS Form 214).

LAW ENFORCEMENT ORGANIZATIONAL CHART

COMMAND

SAFETY

OPERATIONS PLANNING

LAW FIRE / RESCUE HEALTH AIR OPERATIONS INTELLIGENCE ENFORCEMENT

EVACUATION GROUP

SECURITY GROUP

INVESTIGATIONS GROUP

TACTICAL GROUP

TRAFFIC GROUP

LAW ENFORCEMENT 16-3 June 2010 ICS FOG

EVACUATION GROUP SUPERVISOR (FOG 16-4): The Evacuation Group Supervisor is responsible to organize and direct public evacuation operations during the incident. This includes coordination with the Traffic Control Group to limit entry into controlled areas and to identify egress routes.

a. Review Common Responsibilities (Page 1-2). b. Obtain a briefing from the Law Enforcement Branch Director or supervisor. c. Develop evacuation plan to meet incident objectives by:  Coordinate with fire agencies to avoid duplication / conflicting efforts.  Determine statutory authority for evacuation; mandatory / voluntary.  Identify scope of the evacuation problem;; o number and location of those at risk – define perimeter. o Hazards present o Urgency  Develop Evacuation Group organization chart and assign supervisors / team leaders; ensure they read position descriptions.  Determine the appropriate action to shelter in place or evacuate those at risk (immediate vs. planned with trigger point).  Identify and obtain necessary resources.  Identify evacuation route(s) to be used and correlate with shelter locations.  Notify those at risk to shelter in place or evacuate.  Consider pre-notification to potential at-risk population.  Coordinate with DEM / Red Cross to request shelter activation.  Identify and communicate shelter locations  School district notification if appropriate.  Consider activation of the Emergency Alert System (EAS) and / or Alert Spokane (Emergency Notification System) as appropriate. Use applicable forms for information collection / message generation.  Verify evacuation / shelter in place status (complete / in progress).  Establish and maintain perimeter control (consider plume / spread potential).  Coordinate with animal rescue personnel as necessary. o Consider HEART (Humane Evacuation Animal Rescue Team) to establish animal holding area.  Provide for security of evacuated areas (perimeter / area) and the evacuation shelters.  Establish an evacuee briefing site(s). Coordinate with PIO, perimeter team leader and contact team leader.  Coordinate plans and activities with Traffic Group Supervisor for maintenance  Develop the access / re-entry criteria in cooperation with the Operations Section Chief and IC.  Brief the PIO on evacuation plan and progress. Consider need for media support in message distribution. d. Notify DEM & the Spokane County Incident Management Team Area Coordinator. e. Provide briefings to assigned resources; initial / ongoing f. Implement the evacuation plan (immediate/planned). g. Supervise Group activities. h. Participate in the Planning process with Branch Director / Operations Chief approval. i. Ensure documentation plan is developed and implemented – stress need for personnel to document activities / actions. j. Review assignments for effectiveness and modify as needed. k. Confirm that the Alert Spokane / Emergency Broadcast System message has been disseminated. l. Identify any addresses / phone numbers not contacted and plan for contact verification. m. Report progress and needs to the Law Enforcement Branch Director or Operations Chief. n. Provide input to the Branch Director or Operations Chief for the Incident Action Plan.

LAW ENFORCEMENT 16-4 June 2010 ICS FOG

o. Revise the Evacuation Plan as necessary. p. Request additional logistical support such as transportation busses to move large numbers of people. q. Develop re-entry protocol and non-emergent access (i.e., pets, prescription drugs, mail, contractors). r. Provide for orderly repopulation of evacuated area as appropriate. s. Maintain Unit Log (ICS Form 214).

POSITIONS CHECKLISTS

CONTACT TEAM LEADER (CTL) A Contact Team Leader (CTL) is needed when evacuation is possible, probable or people are in immediate danger and Incident Commander (IC) does not have sufficient resources to effect necessary actions. The CTL reports to the Evacuation Group Supervisor (EGS) when one is assigned to the incident, otherwise to the LE Branch director then the Operations Section Chief (OSC) and lastly, the IC. The CTL is responsible for ensuring people in the evacuation area are informed of the current danger level. The CTL coordinates with the Public Information Officer (PIO) and manages assigned contact teams to inform people using any combination of: posting information bulletins in locations specified by the PIO, telephone calls, and direct, house-to-house contact. Duties include those of all needed subordinate positions not filled.

a. Review Common Responsibilities (Page 1-2) b. Obtain briefings from the Evacuation Group Supervisor or the LE Branch Director. c. Review all position descriptions within your span of control and evaluate need for additional resources. d. Review assignments with all contact resources. e. Keep the Evacuation Group Supervisor advised of status changes of resources assigned to the Team. f. Keep the Evacuation Group Supervisor advised of hazardous situations and significant events. g. Coordinate activities with Groups and other Teams. h. Ensure that contact resources are getting the correct message out to the citizens. i. Ensure that all assigned personnel are relieved at reasonable intervals. j. Evaluate performance of all resources assigned to the Team. k. Approve and turn in times for all resources assigned to the Team and maintain a unit log.

Phone Contact Resource A Phone Contact Resource is needed when evacuation is possible, probable or people are in immediate danger and Incident Commander wants to make phone notifications but does not have sufficient resources. The phone notification situation dictates the number of resource members. They report to the Contact Team Leader (CTL). Resource members make phone notifications as instructed in writing by the CTL, to area residents listed within the danger area. Supplies and equipment required for each Resource member include:

a. Review Common Responsibilities (Page 1-2) b. An operable telephone c. A chair or bench, table space, and writing materials d. Written instructions accompanying a notification message

LAW ENFORCEMENT 16-5 June 2010 ICS FOG

e. A list of names or numbers to call f. A supply of Pre-evacuation Contact Data sheets (used in Alert and Warning phase)

Mobile Field Contact Resource Mobile Field Contact Resources are needed when evacuation is possible, probable or people are in immediate danger and Incident Commander wants to make field notifications but lacks sufficient resources. Each 2-person resource has a driver and a Leader. The number of people in the evacuation area dictates the number of resources. They report to the Contact Team Leader (CTL). Resources visit all known, accessible residences in the evacuation area and notify residents as directed by the CTL. Supplies and equipment required for each resource includes: a. Review Common Responsibilities (Page 1-2) b. A map identifying all known residences in the area the resource is to cover c. A vehicle appropriately equipped to travel the intended routes d. A public address phone and speaker e. A radio that can transmit and receive on a frequency also available to the perimeter Team Leader. f. Written instructions accompanying a notification message. g. A supply of Pre-evacuation Contact Data sheets (Instructions to give to evacuees used in Alert and Warning phases)

PERIMETER TEAM LEADER (PTL) A Perimeter Team Leader is needed when evacuation is probable or people are in immediate danger. The PTL reports to the Evacuation Group Supervisor when assigned, or to the LE Branch Director then the Operations Section Chief and lastly to the Incident Commander. The PTL is responsible for Establishing and Securing perimeters around the affected area of the incident. The PTL is also responsible for assembling Evacuation Escort Resources to assist personnel that cannot evacuate themselves. a. Review Common Responsibilities (Page 1-2) b. Obtain briefings from the Evacuation Group Supervisor or LE Branch Director. c. Review all position descriptions within your span of control and evaluate need for additional resources. d. Review assignments with all Escort and Perimeter Security resources. e. Establish and maintain perimeter control of affected area(s). f. Provide for security of the evacuated area(s). g. Keep the Evacuation Group Supervisor advised of status changes of resources assigned to the Team. h. Keep the Evacuation Group Supervisor advised of hazardous situations and significant events. i. Coordinate activities with Groups and other Teams. j. Locate perimeter control points and set up checkpoints, roadblocks or road closures as needed. k. Ensure proper equipment is obtained to complete your objective. (I.e. barricades, cones, signs, etc.) l. Ensure that information used at checkpoints and roadblocks is accurate. m. Ensure communications between perimeter control points is operable and reliable. n. Set up and manage guide cars, flag stops, traffic directional control and other methods to ensure safe traffic flow in and around the incident.

LAW ENFORCEMENT 16-6 June 2010 ICS FOG

o. Ensure that all assigned personnel are relieved at reasonable intervals. p. Evaluate performance of all resources assigned to the Team. q. Coordinate reentry requests through the Evacuation Group Supervisor. r. Approve and turn in times for all resources assigned to the Team and maintain a unit log.

Evacuation Escort Resource An Evacuation Escort Resource is needed when evacuation is probable or people are in immediate danger and the IC may be faced with a need for Law Enforcement officers to escort people from the evacuation area. The evacuation situation dictates number of resource members needed. They report to the Perimeter Team Leader. Two resource members respond to each Mobile Field Contact resource or other report of any person(s) in the evacuation area: who appears to be incapable of making a reasonable and informed decision due to their physical or mental condition, or is otherwise unable to comply with an evacuation directive, or any minor(s) unaccompanied by a parent or guardian. a. Review Common Responsibilities (Page 1-2) b. A map identifying all known residences or locations in the area the resource is to respond too and where evacuees are to be taken. c. A vehicle appropriately equipped to travel the intended routes and transport evacuees. d. A public address phone and speaker. e. A radio that can transmit and receive on a frequency available to the perimeter Team Leader. f. Information and instructions on needs of evacuees being escorted out. (i.e. type of handicap- physical or mental) g. Proper documentation for chain of custody of the evacuees.

Perimeter Security Resource A Perimeter Security Resource is needed when evacuation is probable or people are in immediate danger. The evacuation situation will dictate number of resource members needed. They will report to the Perimeter Team Leader. The Perimeter Security Resource will secure the perimeter of the affected area. They will use road blocks, closures and checkpoints to control egress and ingress to the area. Roving patrols will also be established to keep the perimeter secure. a. Review Common Responsibilities (Page 1-2) b. A map identifying the perimeter of the affected area and location of checkpoints, roadblocks, egress and ingress routes. c. A vehicle appropriately equipped to perform roving patrols within and around the perimeter. d. A public address phone and speaker. e. A radio that can transmit and receive on a frequency available to the Perimeter Team Leader. f. Information and instructions on actions to be taken when confronting citizens within and around the perimeter.

LAW ENFORCEMENT 16-7 June 2010 ICS FOG

TRANSPORTATION TEAM LEADER A Transportation Team Leader is needed when evacuation is probable or people are in immediate danger. The Transportation Team Leader reports to the Evacuation Group Supervisor when assigned, or to the LE Branch Director then the Operations Section Chief and lastly to the Incident Commander. The Transportation Team Leader is responsible for obtaining means of transportation (i.e. STA buses, School buses, etc.) and transporting evacuees from collection points to designated shelters. a. Review Common Responsibilities (Page 1-2) b. Obtain briefings from the Evacuation Group Supervisor or the LE Branch Director. c. Review all position descriptions within your span of control and evaluate need for additional resources. d. Review all Memos of understanding and mutual aid agreements that pertain to transportation vehicles. e. Review assignments with all Transportation Resources. f. Keep the Evacuation Group Supervisor advised of status changes of resources assigned to the Team. g. Keep the Evacuation Group Supervisor advised of hazardous situations and significant events. h. Coordinate activities with Groups and other Teams. i. Ensure communications are operable and reliable. j. Ensure that all assigned personnel are relieved at reasonable intervals. k. Evaluate performance of all resources assigned to the Team. l. Approve and turn in times for all resources assigned to the Team and maintain a unit log.

Transportation Resource A Transportation Resource is needed when Evacuation is probable or people are in immediate danger. The Transportation Resource reports to the Transportation Team Leader. The Transportation Resource is responsible for the safe operation of Transportation vehicles and proper documentation of evacuees that are transported. a. Review Common Responsibilities (Page 1-2) b. A map identifying pickup and drop-off points for evacuees and the evacuation route with checkpoints, roadblocks and identified hazards. c. A vehicle appropriately equipped to perform mitigation and management of the evacuees. d. A public address phone and speaker. e. A radio that can transmit and receive on a frequency available to the Transportation Team Leader. f. Information and instructions on actions to be taken when transportation problems occur with evacuees.

LAW ENFORCEMENT 16-8 June 2010 ICS FOG

Shelter Security Resource A Shelter Security Resource is needed when Evacuation is probable or people are in immediate danger. The Shelter Security Resource Reports to the Transportation Team Leader. The Shelter Security Resource is responsible for the safety and security of evacuees/personnel that are residing or working within an activated shelter. Depending on the situation they can function as a roving or assigned resource. a. Review Common Responsibilities (Page 1-2) b. A map identifying all activated shelters. c. An appropriately marked vehicle for roving patrol between shelters. d. A public address phone and speaker. e. A radio that can transmit and receive on a frequency available to the Transportation Team leader. f. Information and instructions on actions to be taken if a problem arises at an assigned shelter.

EVACUATION GROUP ORGANIZATIONAL CHART

OPERATIONS

LAW ENFORCEMENT BRANCH

EVACUATION GROUP TRAFFIC GROUP

CONTACT TEAM LEADER

PHONE CONTACT RESOURCE

MOBILE FIELD CONTACT RESOURCE

PERIMETER TEAM LEADER

EVACUATION ESCORT RESOURCE

PERIMETER SECURITY RESOURCE

TRANSPORTATION TEAM LEADER

TRANSPORTATION RESOURCE

SHELTER SECURITY RESOURCE

LAW ENFORCEMENT 16-9 June 2010 ICS FOG

SECURITY GROUP SUPERVISOR: The Security Group Supervisor is responsible to provide security for the involved public and incident staff.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed. c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Assess the scene and determine security needs. g. Establish perimeters as needed at inner operational areas (Command Post, Morgue, etc.) and outer incident areas. h. Coordinate with Investigation Group to secure and protect evidence. i. Assign personnel to security functions as needed. j. Respond and take appropriate action to requests for immediate intervention within the incident due to violent behavior, criminal action or breaches in security. k. Assess immediate danger to first responders. l. Assess danger to those in area. m. Assess number and type of casualties. n. Determine Casualty Collection Point. n. Determine if Personal Protective Equipment (PPE) is required. p. Consider tactical protection equipment (vests, helmets, body armor, etc.). q. Consider assignment of a Safety Officer. r. Determine area to be isolated and access. s. Determine size of area to be secured. t. Coordinate credentials for access. u. Determine safety zone to operate. v. Determine communications issues. w. Determine access routes. x. Consider need for maps, building plans, etc. y. Advise location of casualty collection points and media staging areas. z. Determine ingress and egress points. aa. Determine equipment and supplies needed. bb. Determine prevailing and predicted weather conditions. cc. Assess staffing needs. dd. Determine if the Incident Command Post needs security. ee. Determine if Staging Areas need security. ff. Determine how to secure overall scene. gg. Determine if special facilities need security (hospitals, etc.). hh. Develop security information for the Incident Action Plan and coordinate with Law Enforcement Branch Director and Planning Section. ii. Identify areas for fuel, food and rest. jj. Consider nutrition, hydration and rest needs and coordinate with Logistics Section. kk. Maintain Unit/Activity Log (ICS Form 214).

LAW ENFORCEMENT 16-10 June 2010 ICS FOG

POSITIONS CHECKLIST

Outer Perimeter Team Leader The Outer Perimeter Team Leader is responsible for securing the outer perimeter, outside of the tactical HotZone. The Outer Perimeter Team Leader reports to the Security Group Supervisor. The Outer Perimeter Team leader is responsible for identifying keys points in which personnel or barricades are needed to establish a secure outer perimeter. a. Review Common Responsibilities (Page 1-2) b. Obtain briefings from the Security Group Leader c. Evaluate the need for additional resources (personnel, barricades, flares, barrier tape, etc.) d. Assess where resources will be deployed e. Assignment of personnel/equipment to key locations f. Coordinate activities with other Groups/Teams g. Ensure communications are operable and reliable h. Ensure that all assigned personnel are relieved at reasonable intervals i. Ensure that the need for PPE is identified

Scene Security Team Leader The Scene Security Team Leader is responsible for establishing immediate perimeters around and the security of any potential crime scenes or “cold” areas needing special security. a. Review Common Responsibilities (Page 1-2) b. Obtain briefings from the Security Group Leader c. Evaluate the need for additional resources (personnel, barricades, flares, barrier tape, etc.) d. Assess where resources will be deployed e. Assignment of personnel/equipment to key locations f. Coordinate activities with other Groups/Teams g. Ensure communications are operable and reliable h. Ensure that all assigned personnel are relieved at reasonable intervals i. Ensure that the need for PPE is identified

Staging Security Team Leader The Staging Security Team Leader is responsible for establishing immediate perimeters around and the security of all staging areas. a. Review Common Responsibilities (Page 1-2) b. Obtain briefings from the Security Group Leader c. Evaluate the need for additional resources (personnel, barricades, flares, barrier tape, etc.) d. Assess where resources will be deployed e. Assignment of personnel/equipment to key locations f. Coordinate activities with other Groups/Teams g. Ensure communications are operable and reliable h. Ensure that all assigned personnel are relieved at reasonable intervals i. Ensure that the need for PPE is identified

LAW ENFORCEMENT 16-11 June 2010 ICS FOG

Facilities Security Team Leader The Facilities Security Team Leader is responsible for the security of any facilities used by Command such as the command post, temporary shelters as established by command or the Red Cross, temporary morgues, bases, camps, etc. a. Review Common Responsibilities (Page 1-2) b. Obtain briefings from the Security Group Leader c. Evaluate the need for additional resources (personnel, barricades, flares, barrier tape, etc.) d. Assess where resources will be deployed e. Assignment of personnel/equipment to key locations f. Coordinate activities with other Groups/Teams g. Ensure communications are operable and reliable h. Ensure that all assigned personnel are relieved at reasonable intervals i. Ensure that the need for PPE is identified

SECURITY GROUP ORGANIZATIONAL CHART

OPERATIONS

LAW ENFORCEMENT BRANCH

SECURITY GROUP

OUTER PERIMETER

SCENE SECURITY

STAGING SECURITY

FACILITIES SECURITY

LAW ENFORCEMENT 16-12 June 2010 ICS FOG

INVESTIGATIONS GROUP SUPERVISOR: The Investigation Group Supervisor is responsible to organize and direct investigation and evidence collection operations during the incident.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed. c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Assign personnel to investigation and evidence collection tasks as needed. g. Determine location for response and consider Staging Areas. h. Assess situation. i. Determine communications issues. j. Determine staffing needs. k. Determine equipment needs. l. Determine if Personal Protective Equipment (PPE) is needed. m. Consider if tactical equipment is needed (armor, vests, helmets, etc.). n. Determine type of tactical response resources required. o. Consider need for maps, building plans, etc. p. Determine support needs and location for support resources. q. Determine decontamination needs. r. Determine projected length and scope of mission. s. Determine work locations. t. Develop investigative protocol and communicate with Law Enforcement Branch Director and Planning Section. u. Coordinate with other emergency response agencies. v. Coordinate intelligence information. w. Consider how active agent is to be collected and transported and coordinate this with fire and hazardous materials agencies. x. Consider video and photographic recording of evidence. y. Collect evidence. z. Consider nutrition, hydration and rest needs and coordinate with Logistics Section. aa.Report status of mission. bb. Recognize potential evidence such as unexploded devices, portions of devices, clothing of victims and containers. cc. Preserve all potential evidence. dd. Maintain Unit/Activity Log (ICS Form 214).

Investigations Team Leader Responsible to conduct the actual investigation both on and off scene of the incident or event. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Investigations Group Supervisor c. Assemble investigative team based on needs d. Assign individual investigative tasks e. Report status of investigation

LAW ENFORCEMENT 16-13 June 2010 ICS FOG

Forensics Team Leader Responsible for the actual collection, processing, photographing, and capturing of the crime scene characteristics. Coordinates efforts with needs of the Investigations Team Leader. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Investigations Group Supervisor c. Assemble forensics team d. Determine required equipment requirements. e. Assign individual forensics tasks f. Report status of evidence recovery and processing g. Coordinate evidence chain of custody with Investigations Team Leader

WMD Evidence Team Leader Responsible for evaluating, handling and moving of any potential WMD materials whether detonated or not. Coordinates efforts with the needs of the Investigations Team Leader. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Investigations Group Supervisor c. Assemble WMD team d. Determine equipment requirements e. Assign individual tasks f. Report status of WMD mitigation and recovery g. Coordinate evidence chain of custody with Investigations Team Leader

Cyber Team Leader Responsible for the collection and processing of all evidentiary computers, computer media, computer peripheral equipment and computerized equipment. Coordinates efforts with the needs of the Investigations Team Leader. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Investigations Group Supervisor c. Assemble Cyber Team d. Determine equipment requirements e. Assign individual tasks f. Report status of Cyber investigation g. Coordinate evidence chain of custody with Investigations Team Leader

LAW ENFORCEMENT 16-14 June 2010 ICS FOG

INVESTIGATIONS GROUP ORGANIZATIONAL CHART

OPERATIONS

LAW ENFORCEMENT BRANCH

INVESTIGATIONS GROUP

INVESTIGATIONS

FORENSICS

WMD EVIDENCE TECHNICIAN

CYBER TEAM

LAW ENFORCEMENT 16-15 June 2010 ICS FOG

TACTICAL GROUP SUPERVISOR: The Tactical Group Supervisor is responsible to organize and direct law enforcement tactical operations during the incident. Tactical Groups may include SWAT, TAC, Dive Team, Explosives Disposal Unit, Patrol Response or other special operations units.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness of current operation and modify as needed. c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Develop a plan to utilize the Tactical Operation Group. g. Assemble special equipment and trained personnel. h. Coordinate activities with other operational elements at the incident. i. Determine location for response. j. Consider staging areas. k. Assess situation. l. Determine communication issues. m. Determine staffing needs. n. Determine equipment needs. o. Determine if Personal Protective Equipment (PPE) is needed. p. Consider tactical equipment needs (armor, vests, helmets, etc.). q. Determine type of tactical response resources required. r. Consider needs for maps and building plans. s. Determine support needs and location for support resources. t. Determine mission and projected length. u. Consider crowd control and riot control issues. v. Consider evidence issues. w. Consider nutrition, hydration and rest needs and coordinate with Logistics Section. x. Report status of mission. y. Maintain Unit/Activity Log (ICS Form 214).

SWAT Team Leader Responsible for direct response to armed and/or barricaded subjects, high risk arrests and high risk search warrants. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Tactical Group Supervisor c. Identify the tactical HotZone for SWAT operations d. Develop plan for SWAT response to incident e. Assemble appropriate team and assign tasks f. Consider need for elements of the TAC team in that response g. Determine triggers for elevated responses h. Report status of operations

LAW ENFORCEMENT 16-16 June 2010 ICS FOG

TAC Team Leader Responsible for hostile crowd control situations, mobile field force, peaceful demonstration response, assist in SWAT operations. a. Review Common Responsibilities (Page 1-2) b. Obtain Briefing from the Tactical Group Supervisor c. Coordinate activities with the SWAT Team Leader if necessary d. Determine egress routes to move crowd elements e. Determine appropriate public address f. Determine chemical agent needs g. Determine arrest and detention strategies h. Determine equipment needs i. Determine need for mobile booking facility and security j. Assemble appropriate team and assign tasks k. Report status of operations

Inner Perimeter Team Leader Responsible for the security of the inner perimeter which is the tactical HotZone. If no tactical HotZone exists the responsibility for security of the inner perimeter can be moved the Security Group Supervisor. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from Tactical Group Supervisor c. Coordinate activities with SWAT and TAC Team Leaders d. Determine appropriate equipment for security of Tactical HotZone. e. Report status of operations

Hostage Negotiator Team Leader Responsible to supervise or participate in all negotiations with hostile subjects during the incident. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Tactical Group Supervisor c. Coordinate activities with the SWAT and TAC Team Leaders d. Determine communication needs e. Report status of operations

EDU Response Team Leader Responsible for the mitigation of known and unknown explosives during an incident. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Tactical Group Supervisor c. Coordinate activities with the SWAT and TAC Team Leaders d. Determine type of explosives device e. Determine mitigation options of explosive device f. Report status of operations

LAW ENFORCEMENT 16-17 June 2010 ICS FOG

TACTICAL GROUP ORGANIZATIONAL CHART

OPERATIONS

LAW ENFORCEMENT BRANCH

TACTICAL GROUP

SWAT TEAM

TAC TEAM

INNER PERIMETER

HOSTAGE NEGOTIATIONS

EDU RESONSE

LAW ENFORCEMENT 16-18 June 2010 ICS FOG

TRAFFIC GROUP SUPERVISOR: The Traffic Group Supervisor is responsible to organize and direct traffic control operations during the incident. This includes developing traffic control plans, utilization of traffic control warning devices and assigning personnel to direct traffic. Coordinate with Evacuation Group Supervisor for securing and maintaining designated evacuation routes.

a. Review Common Responsibilities (Page 1-2). b. Review assignments for effectiveness and modify as needed. c. Supervise Group activities and staff with assigned personnel and request additional personnel and resources sufficient to handle the magnitude of the incident. d. Report to the Law Enforcement Branch Director on group activities. e. Provide input to the Branch Director for the Incident Action Plan. f. Develop a traffic control plan that identifies roadblocks and detours. g. Assign personnel to direct traffic as needed to provide for safety and security. h. Set up traffic control warning devices as needed. i. Determine location for response and consider staging areas. j. Assess situation. k. Verify credentials for access. l. Determine communications issues. m. Determine if Personal Protective Equipment (PPE) is needed. n. Identify to all Traffic Group personnel location of ICP, Staging Areas, media staging, Casualty Collection Points, ingress and egress points. o. Request equipment, personnel and supplies as needed. p. Determine support needs and location of support resources. q. Determine mission and projected length. r. Develop Traffic Control inputs for Incident Action Plan and communicate with Law Enforcement Branch Director and Planning Section. s. Coordinate with local traffic management and other emergency response units. t. Establish and secure ingress and egress routes. u. Establish and secure pedestrian control. v. Consider hostile crowd issues. w. Maintain Unit/Activity Log (ICS Form 214).

Vehicle Control Team Leader Responsible for the orderly flow of traffic around an incident to include utilization of traffic control barriers and re-routing of traffic flow. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Traffic Group Supervisor c. Determine needs for traffic flow re-routing d. Consider needs for evacuation route traffic control e. Report status of mission

LAW ENFORCEMENT 16-19 June 2010 ICS FOG

Pedestrian Control Team Responsible for orderly flow of pedestrian traffic around an incident scene. Coordinate activities if necessary with evacuation efforts. Also responsible for maintaining pedestrian control to prevent pedestrian access into any perimeter when pedestrian pathways are not accessible to pedestrians. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Traffic Group Supervisor c. Coordinate activities with the Vehicle Control Team and with any ongoing evacuation. d. Consider need for tactical assistance from TAC Team e. Report status of mission

Crowd Control Team Leader Responsible to monitor and maintain large non-hostile crowds gathered to view incident. a. Review Common Responsibilities (Page 1-2) b. Obtain briefing from the Traffic Group Supervisor c. Determine resources needed d. Ensure crowds maintain distance in safe zones not within the perimeter of the incident. e. Ensure individuals don’t break from the crowd and attempt to enter any perimeters. f. Report status of crowd

TRAFFIC GROUP ORGANIZATIONAL CHART

OPERATIONS

LAW ENFORCEMENT BRANCH

TRAFFIC GROUP

VEHICLE CONTROL

PEDESTRIAN CONTROL

CROWD CONTROL

LAW ENFORCEMENT 16-20 June 2010 ICS FOG

Resource Types and Minimum Standards:

Uniformed Officer: A law enforcement officer that is equipped with LE identification, an identifiable uniform, sidearm, handcuffs, and a portable radio.

Plain Clothes Officer: A law enforment officer not in an identifiable uniform that is equipped with LE identification, sidearm, handcuffs and a portable radio.

Investigator: A law enforcement officer utilized for investigations of incident that is equipped with LE identification, sidearm, handcuffs, and a portable radio.

Incident Response Team: A team of 2 volunteer personnel trained in traffic control and outer perimeter control that are equipped with a recognizable uniform, marked incident response vehicle, traffic cones and barriers, flares and communications.

Patrol Unit: Any vehicle that has the capability to transport a minimum of one armed officer and a minimum of two prisoners. Vehicle may either be two or four wheel drive.

K-9 Unit: Any vehicle that can transport a minimum of one armed officer and a canine. No prisoner transport capability.

Motor Units: Any type of motorcycle capable of transporting one armed officer and equipment. No prisoner or other type of transport.

Plain Marked Unit: Any vehicle used to transport a minimum of one armed officer. No overhead lights or other identifying marks that indicate a law enforcement vehicle. No prisoner transport capability.

Transport Vehicles: Any variety of vehicles with the sole purpose of transporting personnel or prisoners from one location to another. Type IV: Standard automobile provides a driver and a minimum transport capability of 1 person. Type III: Van, driver, 1 officer and a minimum transport capability of 5 persons. Type II: Van, driver, 1 officer and a minimum transport capability of 10 persons. Type I: Bus, driver, one officer and a minimum transport capability of 30 persons.

Armored Personnel Carriers: Specialized vehicles used to transport armed officers into or away from hostile areas. Type II: Armored to resist limited small arms munitions and explosive devices. Standard 2 or 4 wheel drive capability. Type I: Armored to withstand penetration from all small arms munitions and explosive devices. Enhanced drive type and enhanced terrain management capabilities.

LAW ENFORCEMENT 16-21 June 2010 ICS FOG

RESOURCE: SWAT/Tactical Teams CATEGORY: Law Enforcement/Security KIND: Team MINIMUM CAPABILITIES: TYPE I TYPE II TYPE III TYPE IV OTHER COMPONENT METRIC Protective Protective Clothing; Protective Clothing; Protective Clothing; Clothing Tactical Body Armor Tactical Body Armor Tactical Body Armor Equipment (helmet with ballistic (helmet with ballistic (helmet with ballistic shield; fire resistant shield; fire resistant gloves shield; fire resistant gloves & hood) & hood) gloves & hood) Communi- Team Radio Team Radio Team Radio cation Communication Communication Communication Equipment (portable Equipment (portable Equipment (portable Equipment radios, extra radios, extra batteries, radios, extra batteries, battery battery charger, cellular batteries, battery charger, cellular phones) charger, cellular phones) phones) Night Vision Goggles Equipment for entry and containment Equipment 2 Night Vision Scopes 2 Night Vision Scopes Ballistic Soft and tactical Body Soft and tactical Body Soft and tactical Equipment Protection Armor for all team Armor for team members Body Armor for team members members

Equipment Respiratory NIOSH-approved NIOSH-approved NIOSH-approved Protection protective mask protective mask; protective mask Equipment 14 SCBAs SCBAs recommended

Equipment Safety Safety glasses; Ear Safety glasses; Ear Safety glasses; Ear Equipment protection protection protection Chemical Level B and C PPE Level B and C PPE Suits Level C PPE Suits Equipment Protective Suits for entire team for entire team for entire team Clothing Breaching Mechanical Breaching Mechanical Breaching Mechanical Equipment Equipment Equipment Equipment Breaching Equipment Shotgun Breaching Shotgun Breaching Shotgun Breaching Equipment Equipment Equipment Equipment (recommended)

Equipment Explosive Breaching Explosive Breaching Equipment Equipment Recommended Sniper Extended long-range Long-range weapons less Long-range weapons Equipment Equipment weapons greater than than 500 yards with day less than 500 yards 500 yards with day and night scope with day scope and night scope

Equipment Chemical Agents and Same as Type I Same as Type I delivery system

Equipment Less lethal munitions Same as Type I Same as Type I and delivery systems

Equipment Robot Robot System with Robot System with tactical Systems tactical options options recommended

Equipment Safety Foul Weather Gear Same as Type I Same as Type I Equipment Equipment Personal Hydration Same as Type I Same as Type I

LAW ENFORCEMENT 16-22 June 2010 ICS FOG

RESOURCE: SWAT/Tactical Teams CATEGORY: Law Enforcement/Security KIND: Team MINIMUM CAPABILITIES: TYPE I TYPE II TYPE III TYPE IV OTHER COMPONENT METRIC System Surveillance Listening equipment; Listening equipment; Equipment Equipment Video equipment; Video equipment Fiber optics Transmitting Equipment equipment that will include wireless and hardline Equipment IR Capability Equipment Portable Ladders Same as Type I Same as Type I Weapons Weapons: Same as Type I Same as Type I Equipment Handguns, assault weapons

Equipment Lighted Weapon Same as Type I Same as Type I System Equipment Distraction Devices Same as Type I Same as Type I

Equipment Rappelling & Fast Rappelling Equipment Rope Equipment

Equipment Hand Held Ballistic Same as Type I Same as Type I Shields 2 Long Rifle Teams 2 Long Rifle Teams (2- 2 Long Rifle Teams (2-man Team); man Team); (2-man Team); 6 Man Entry Team; 6 Man Entry Team; 4 Man Entry Team; 1 Team Leader; 1 Team Leader; 1 Team Leader; 8 Containment to 8 Containment to include 8 Containment to include grenadiers; grenadiers; include grenadiers; 2 Tactical Medics; 1 Tactical Medic; 1 Tactical Medic 1 Liaison; 1 Liaison; recommended; 1 Tactical 1 Tactical Commander; 1 Liaison Personnel recommended; Commander; Canine Teams 2 Canine Teams; recommended; 1 Tactical Commander; 1 Electronic Tech; Electronic Tech 1 Scribe; recommended; 1 Communications Explosive Breachers Officer; recommended; 2 Explosive Robot Technician Breachers; recommended 1 Robot Technician Armored Personnel Armored Personnel Vehicles Carrier (APC) Carrier (APC) recommended No known national Same as Type I Same as Type I standard; Training Law enforcement officer with certified advanced training

LAW ENFORCEMENT 16-23 June 2010 ICS FOG

RESOURCE: SWAT/Tactical Teams CATEGORY: Law Enforcement/Security KIND: Team MINIMUM CAPABILITIES: TYPE I TYPE II TYPE III TYPE IV OTHER COMPONENT METRIC COMMENTS: Type I—A dedicated full-time team designated to handle high-risk situations requiring specialized weapons or extraordinary special operations. Team capable of operating in rural and urban environments. Team capability includes dealing with chemical, biological, radiological, and nuclear (CBRN) events. Teams should be capable of working in a CBRN environment absent of vapors. Type II—A full-time or part-time team designated to handle high-risk situations requiring specialized weapons or extraordinary special operations. Team capable of operating in either rural or urban environments. Teams should be capable of working in a CBRN environment absent of vapors. Type III—A team designated to handle high-risk situations requiring specialized weapons with limited resources and capabilities. Teams should be capable of working in a CBRN environment absent of vapors and liquids. Definitions CBRN Chemical, Biological, Radiological, Nuclear PPE Personal Protective Equipment APR Air Purifying Respirator SCBA Self-Contained Breathing Apparatus Level B PPE Non-encapsulated or encapsulated chemical resistant suit with SCBA Level C PPE Non-encapsulated chemical resistant suit with APR NIOSH National Institute of Occupational Safety and Health APC Armored Personnel Carrier

LAW ENFORCEMENT 16-24 June 2010 ICS FOG

CHAPTER 17 TERRORISM / WMD

Contents ...... 17-1 Recognizing Terrorist Events ...... 17-2 Tools for Recognition ...... 17-2 Response and Initial Approach for All Responders ...... 17-3 Indicators ...... 17-3 If One Positive Indicator ...... 17-3 If Multiple Positive Indicators ...... 17-3 Command Considerations ...... 17-3 On Scene Size-Up ...... 17-4 Incident Site Management, Safety and Security ...... 17-5 Tactical Considerations ...... 17-5 Specific Agency Related Actions ...... 17-7 Law Enforcement ...... 17-7 Fire/Rescue ...... 17-9 Emergency Medical Service/Health ...... 17-9 Unified Command Organization Chart ...... 17-10 Unified Command ...... 17-11 Law Enforcement Branch ...... 17-11 Fire/Rescue Branch ...... 17-12 Emergency Medical Service/Health Branch ...... 17-14

TERRORISM 17-1 June 2006 ICS FOG

RECOGNIZING TERRORIST EVENTS

Emergency responders may be the targets of terrorism/weapons of mass destruction (WDM). Early identification of a potential threat is imperative. Once a potential or actual terrorist threat or incident is identified, precautions need to be implemented immediately to ensure that responders have the tactical advantage.

Normal response patterns should be adjusted based on the following criteria:

Tools for Recognition: Type of Facility  Occupancy.  Symbolism/History.  Public Assembly.  Controversial Facility.  Critical Infrastructure.  Critical Facility.  Vulnerable Facility.

Types of Events  Bombing or Incendiary.  Incidents Involving Firearms.  Non-traumatic Mass Casualty Incident.  Epidemiological Incidents.

Conditions  Ideal Attack Weather Conditions. o Little Air Movement. o Inversions.  Buildings, Subway.  Situations that Place Victims in Choker Points.

Timing of Incident  Timed for Maximum Casualties.  Historic or Significant Dates.

Other Observations  Unusual Casualty Patterns or Symptoms.  Odors.  Out-of-place Containers or Dissemination Devices.  Units must avoid choke points and should identify and maintain an exit from the scene.

TERRORISM 17-2 June 2006 ICS FOG

RESPONSE AND INITIAL APPROACH FOR ALL RESPONDERS

The following are included for consideration by all responders as they respond to and/or approach a suspected act of terrorism:

Indicators:  Is the response to a terrorist target or event?  Has there been a threat?  Are there multiple victims of unknown illness?  Are previous responders victims?  Are there indicators of a hazardous substance?  Has there been an explosion?  Has there been a secondary attack, explosion or threat?

If One Positive Indicator:  Respond with heightened level of awareness.

If Multiple Positive Indicators:  Consider possibility of a terrorist incident.  Initiate all response actions with extreme caution.  Be alert for actions against responders.  Evaluate and implement personal protective measures.  Consider the need for maximum respiratory protection.  Assure Law Enforcement is aware of the assessment.  Response route considerations: 1. Approach cautiously, from the uphill/upwind side if possible. 2. Consider coordinated approach of Law Enforcement, EMS and Fire as a Task Force. 3. Avoid areas where there is no easy escape route. 4. Designate an area to re-group separate from a Staging Area. 5. Identify safe staging locations for incoming units.

Command Considerations:  Establish Command. 1. First Command Officers to arrive establish Unified Command with all agencies having jurisdiction. 2. Ensure common communications. 3. Clear Text.

 Isolate Entry. 1. Responding Law Enforcement should establish Perimeter Security Group. 2. Establish scene security as part of this Group. 3. Deny entry to and isolate non-requested responders. 4. Do not mix non-requested resources with known/legitimately requested resources within the inner perimeter or near the Command Post.

TERRORISM 17-3 June 2006 ICS FOG

 Initiate on-scene size-up and hazard risk assessment.  Establish safe staging area early in a designated location staffed by qualified personnel and manager.  Establish the Safety Officer. 1. Authority over all agencies. 2. Assure proper protection level for all responders. 3. Establish emergency egress routes. 4. Ensure accountability system is in place.  Assure proper protection level for all responders.  Establish emergency egress routes.  Assess Command Post security.  Evaluate the need for additional resources. 1. Implement local/regional WDM Plan. 2. Request activation of the Regional Domestic Security Task Force (RDSTF) Response Plan. 3. Request regional mutual aid through the County EOC, for example RDSTF Response Plan and State Law Enforcement Mutual Aid. 4. County EOC request additional necessary units from the State EOC in accordance with the RDSTF Response Plan. 5. Assure that proper notifications have been made to:  The State Warning Point.  Local hospitals to receive MCI patients.  Utilities as needed.  Public and private citizens.

On Scene Size-Up:  What information was received by the Communications Center?  What physical indicators and outward warning signs of biological, nuclear, incendiary, chemical and explosive events, including armed assault exist?  How many critical trauma victims appear to be present?  What is the debris field?  Are there mass casualties/fatalities with minimal or no trauma?  Are there any casualties among the emergency service personnel?  Does any severe structural damage exist without an obvious cause?  Are there dead animals and vegetation?  Are there critical infrastructure system disruptions to systems such as utilities and transportation?  Are there unusual odors, color of smoke, vapor clouds?  Do the victims have signs and symptoms of hazardous substance exposure?  Are there unconscious victims with no trauma?  Are victims exhibiting SLUDGEM signs/symptoms?  Are there victims with skin abnormalities?  Are there a large number of victims in respiratory distress? 1. Identify apparent sign/symptom commonality and interview victims and witnesses. 2. Account for all victims. 3. Gather information on delivery system of agents.

TERRORISM 17-4 June 2006 ICS FOG

4. When did it happen? 5. Where did it happen? 6. Who was involved? 7. Did they smell, hear, taste, feel, and/or see anything out of the ordinary?  Identify potential types of events. 1. Biological. 2. Nuclear/radiological. 3. Incendiary. 4. Chemical. 5. Explosive. 6. Armed assault. 7. Intentional emergency to a community infrastructure.  Weather conditions. 1. Downwind exposure. 2. Monitor forecast. 3. Determine life safety threats to responders, victims and public.  Determine mechanisms of injury (TRACEM-P). 1. Thermal. 2. Radiological. 3. Asphyxiates. 4. Chemical. 5. Etiological. 6. Mechanical. 7. Psychological.  Estimate number of victims.  Consider potential for secondary attacks.

Incident Site Management, Safety and Security:  Reassess initial isolation / standoff distances. 1. Establish an outer perimeter. 2. Establish an inner perimeter.  Initiate public protection actions. 1. Remove endangered victims from the high hazard areas. 2. Establish safe refuge area. 3. Evacuate the threatened area. 4. Protection in place.  Identify appropriate PPE levels prior to committing personnel.  Dedicate emergency medical services needed for responders.  Prepare and establish process for gross decontamination capabilities.  Coordinate with all agencies to provide security and control of perimeters.  Designate a media briefing location.  Designate an emergency evacuation signal which is common to ALL on- scene personnel and agencies.

Tactical Considerations:  Life and safety. 1. Isolate, secure and deny entry.

TERRORISM 17-5 June 2006 ICS FOG

2. Assure public protection (evaluate / protect in place). 3. Implement self protection measures. 4. Commit only essential personnel to minimize exposure. 5. Confine / contain all contaminated and exposed victims.  Rescue considerations. 1. Is the scene safe for operations? 2. Can the scene be made safe for operations? 3. Are the victims viable? 4. Are the victims ambulatory? 5. Can the victims self evacuate? 6. Are the victims contaminated? 7. Do the victims require extraction? 8. Is a search safe and possible? 9. Is specialized PPE required?  Incident stabilization. 1. Does it need to be a defensive operation? 2. Water supply. 3. Exposure protection. 4. Utility control. 5. Fire Suppression. 6. Hazardous Material control.

SPECIFIC AGENCY RELATED ACTIONS

The following are agency specific considerations as those disciplines approach an actual or suspected incident involving terrorism / WMD.

Law Enforcement (if first on the scene):

 Stop, look and listen.  Identify immediate danger zone – notify other responders.  Officer safety. 1. Secondary devices. 2. PPE. 3. Time, distance, shielding. 4. Isolate / secure scene and establish inner and outer control zones.  First supervisor / additional officers on scene. 1. Establish Unified Incident Command with all agencies having jurisdiction. 2. Determine ICP location. 3. Establish personnel accountability system and check-in. 4. Determine safe area and set up outer perimeter. 5. Establish ingress and egress. 6. Consider staging areas. 7. Use clear text for communications. 8. Coordinate with other responding agencies. 9. Continue to evaluate scene.

TERRORISM 17-6 June 2006 ICS FOG

 Initiate public safety measures. 1. Evacuate. 2. Shelter in place.  If Incident Commander has been established. 1. Report to the IC. 2. Insure common communications. 3. Institute clear text. 4. Stage incoming resources. 5. Notify State Warning Point. 6. Request additional resources as needed. 7. Victim assistance / staging. 8. Crime scene preservation.  Unified Command Incident Commanders fill command and general staff positions as needed.  Evaluate scene safety / security. 1. Ongoing criminal activity. 2. Consider victims to be possible terrorists. 3. Consider secondary devices. 4. Additional threats. 5. Gather witness statements / observations and document. 6. Initiate law enforcement notifications to FBI, ATF and Explosive Ordnance Division. 7. Request additional resources if needed. 8. Secure outer perimeter. 9. Traffic control considerations. 10. Staging areas. 11. Entry / egress. 12. Use appropriate self protection measures. 13. Time, distance, shielding. 14. Minimize number of personnel exposed to danger. 15. Proper PPE. 16. Initiate public safety measures. 17. Evacuate. 18. Protect in place. 19. Assist with control / isolation of patients.

Fire / Rescue (if first on scene):

 Isolate / secure scene, deny entry, establish control zones.  Establish Incident Command.  First arriving officer establish Unified Command with other agencies having jurisdiction.  Insure common communications.  Use clear text.  Evaluate scene safety.  Gather information about the incident and number of victims.  Establish ICS Command and General Staff positions as needed.  Initiate notification.

TERRORISM 17-7 June 2006 ICS FOG

 Request additional positions if needed.  Use appropriate self protection measures.  Use proper PPE.  Time, distance and shielding.  Minimize number of personnel exposed to danger.  Initiate public safety measures.  Rescue.  Evaluate.  Protection in place.  Establish water supply.  Suppression activities.  Decontamination.  Control and isolate patients away from the hazards.  Begin and / or assist with triage.  Begin mass decontamination operation.  Prepare to begin emergency decontaminations.  Evidence preservation / collection.  Recognize potential evidence.  Report finds to IC or appropriate general staff.  Consider embedded objects as potential evidence.  Secure evidence found in ambulance or at a hospital.  Establish and maintain chain of custody for evidence.

Emergency Medical Service / Health (if first on scene):

 First seven tasks are the same as listed for Fire and Rescue.  If command has been established Report to the IC or designated area.  Gather information: 1. Type of incident. 2. Number of patients. 3. Severity of injuries. 4. Signs and symptoms.  Assign ICS positions as needed.  Notify hospitals.  Consider additional positions. 1. Metropolitan Medical Response System (MMRS). 2. National Disaster Medical Response Team (NDMS). 3. Disaster Medical Assistance Team (DMAT). 4. Disaster Mortuary Response Team (DMORT) 5. National Pharmaceutical Stockpile.  Use proper self protection measures. 1. Proper PPE. 2. Time, distance, shielding. 3. Minimize number of personnel exposed to danger.  Initiate Mass Casualty procedures. 1. Evaluate the need for casualty collection point / patient staging area.

TERRORISM 17-8 June 2006 ICS FOG

2. Control and isolate patients. 3. Ensure patients are decontaminated before entering cold zone. 4. Triage, administer antidote, treat, transport. 5. Evidence collection. 6. Recognize potential evidence. 7. Report findings to proper authority. 8. Consider embedded objects as possible evidence. 9. Secure evidence found in ambulance or at hospital. 10. Establish and maintain chain of custody for evidence.

TERRORISM 17-9 June 2006 ICS FOG

The following depicts an Integrated Unified Command structure at a full-scale Terrorism Event. The next sections will describe the elements contained within the operational branches on such an event.

UNIFIED COMMAND

LIAISON SAFETY OFFICER OFFICER

AGENCY INFORMATION REP OFFICER

OPERATIONS PLANNING FINANCE / SECTION SECTION LOGISTICS ADMIN CHIEF CHIEF

SITUATION COMP / CLAIMS MEDICAL FIRE LAW HEALTH SERVICE AIR UNIT UNIT SERVICES RESCUE ENFORCEMENT SERVICES OPERATIONS BRANCH BRANCH BRANCH BRANCH TECHNICAL TIME SUPPORT SPECIALISTS UNIT

EVACUATION FIRE DIVISIONS GROUPS SURVEILLANCE GROUP RESOURCE PROCUREMENT UNIT UNIT

SINGLE SECURITY LAW GROUPS ASSESSMENT RESOURCES GROUP DOCUMENTATION COST UNIT UNIT

SINGLE INVESTIGATION MEDICAL HEALTH GROUPS RESOURCES GROUP EXAMINER DEMOBILIZATION UNIT

MEDICAL TRAFFIC SPECIAL SERVICES GROUP TEAMS INTELLIGENCE GROUPS

TACTICAL RADIOLOGICAL GROUP CONTROL TEAMS

CYBER MSU GROUP

CRISIS NEGOTIATION

TERRORISM 17-10 June 2006 ICS FOG

UNIFIED COMMAND

Law Enforcement Branch

 Evacuation Group. 1. Wear appropriate PPE. 2. Determine the boundaries of hot, warm and cold zones. 3. Monitor weather changes and their effect on perimeter control. 4. Establish perimeter security in consultation with Haz Mat Team.

 Security Group. 1. Wear appropriate PPE. 2. Determine the boundaries of hot, warm and cold zones. 3. Monitor weather changes and their effect on perimeter control. 4. Establish perimeter security in consultation with Haz Mat Team. 5. Secure victims’ valuables in coordination with Decontamination Team.

 Investigation Group. 1. Determine extent of crime scene. 2. Identify crime scene personnel and procedures needed. 3. Wear PPE. 4. Limit number of personnel into the crime scene. 5. Consider decontamination of collected evidence. 6. Coordinate with Federal agencies.

 Tactical Group. 1. No Tactical Teams shall enter a hot zone with chemical release until deemed safe by Haz Mat. 2. SWAT members and EOD members shall wear appropriate PPE. 3. SWAT members shall operate in stealth sight. 4. SWAT members and EOD members shall coordinate with RDSTF Haz Mat Team. 5. EOD sole purpose is to neutralize an explosive device. 6. Limit time and exposure of personnel in the crime scene. 7. Coordinate with Federal agencies.

 Traffic Group. 1. Consider level of PPE to wear. 2. Monitor weather changes and their effect on traffic officers. 3. Consider contamination when establishing traffic routes. 4. Coordinate with Perimeter Security.

 Aviation Group. 1. Keep personnel and aircraft out of contaminated air space. 2. Remember rotary aircraft can increase the spread of contamination.

TERRORISM 17-11 June 2006 ICS FOG

 Cyber Group. 1. Consider what level of PPE to wear. 2. Consider decontamination of equipment seized.

 Crisis Negotiation Group. 1. Consider what level of PPE to wear. 2. Consider decontamination of persons released or seized.

Fire / Rescue Branch

 Hazardous Materials Group. 1. Provide technical information/assistance to Branch Chief, Command, EMS providers, hospitals and law enforcement. 2. Detect and monitor to identify the agent, determine concentrations and ensure proper control zones. 3. Continually reassess control zones. 4. Coordinate zones for perimeters with Perimeter Security Team. 5. Wear proper level of PPE to perform , product confirmation and reconnaissance. 6. Improve hazardous environments by ventilation, the control of heat ventilation and air conditioning (HVAC) and control of utilities. 7. Implement decontamination corridor for Haz Mat Team. 8. Coordinate and assist with mass decontamination. 9. Provide specialized equipment as needed. 10. Assist law enforcement with evidence collection, preservation and decontamination.

 Consider the need for Mass Decontamination. 1. Position the area for decontamination upwind and uphill and away from other victims. 2. Avoid contact with any liquids. 3. Remove contaminated/exposed victims from the high hazard areas. 4. Isolate/secure victims in a holding area at the outer perimeter of the hot zone. 5. Evaluate sings/symbols to determine the type of agent involved. 6. Separate victims into groups of:  Symptomatic and asymptomatic.  Ambulatory and non-ambulatory. 7. Medical providers in appropriate PPE may access patients in the holding area to initiate triage, administer antidotes and provide basic care in accordance with local protocols. 8. The type of decontamination system is dependent upon the number of patients, severity of their injuries and available resources. 9. Several patients may be handled with a single hose line, while numerous patients will require the use of mass decontamination corridors.

TERRORISM 17-12 June 2006 ICS FOG

10. Large numbers of patients may require engine companies to use the side by side system as well as numerous showers to move multiple lines of patients through the process

 Symptomatic Patients. 1. Begin emergency gross decontamination immediately on victims who:  Are symptomatic.  Exhibit SLUDGEM signs/symptoms.  Have visible liquid on their clothing.  Were in close proximity to the discharge. 2. In a mass casualty setting life safety takes precedence over all else. 3. Ensure that decontamination water flows away from the operation. 4. Provide privacy only if it will not delay decontamination process. 5. Remove each victim’s clothing. 6. Thoroughly wash/rinse the victims. 7. Separate lines may be required for non ambulatory patients. 8. Use separate decontamination lines for male and female patients. 9. Provide emergency blankets for victims. 10. Transfer patients to EMS for triage/treatment.

 Asymptomatic Patients (Contaminated or Exposed). 1. Process patients through decontamination showers in their clothes. 2. Have patients proceed to separate holding areas by gender. 3. Set up tents/shelter and provide showers. 4. Use numbered bags to store patients’ personal effects. 5. Provide emergency clothing/covering. 6. Transfer patients to holding areas for medical evaluation.

 Field Decontamination of Mass Casualties. 1. Crowd emergency decontamination: Use of existing fire department resources to achieve goal of stripping and flushing patients. Handlines or master streams using fog patterns of 30 to 50 psi nozzle pressure to surround and flush patients. Placing apparatus side by side will provide the patients with logical direction and some modesty. Elevated streams may be useful.

2. Two-Corridor Decontamination: Provides greater level of protection of patients from elements and observation. This permits a corridor for ambulatory and non-ambulatory patients.

3. Three-Corridor Decontamination: Provides an additional corridor so males and females can be separate for additional modesty. This may sound excessive but the more modesty that can be provided the better chance that decontamination will occur.

TERRORISM 17-13 June 2006 ICS FOG

 Remote Site Operations (Hospital Emergency Room). 1. Stand alone decontamination systems may have to be established outside of hospital emergency rooms for patients who self-present at the location. 2. Units with decontamination capabilities should be dispatched to the area. 3. Triage patients and separate them into symptomatic and asymptomatic groups. 4. Patients who are symptomatic or have visible product on their clothes will be a priority. 5. Remove clothing and flush thoroughly. 6. Liaison with hospital staff to determine where patients will be sent after decontamination.

 Hazardous Materials Supervisor: Responsible for the implementation of the phases of the Incident Action Plan dealing with hazardous materials operations.

 Entry: Responsible for the overall entry operations of assigned personnel within the exclusion zone.

 Decontamination: Responsible for the operations of the decontamination element, providing decontamination as required by the Incident Action Plan.

 Site Access: Responsible for the control of the movement of all people and equipment through access routes at the hazard site and ensures that contaminates are controlled and records are maintained.

 Technical Specialists: This position provides technical information and assistance to the Hazardous Material Group using various reference sources such as computer databases, technical journals, CHEMTREC and telephone contact with facility representatives.

 Safe Refuge: Responsible for evaluating and prioritizing victims for treatment, collecting information from victims and preventing the spread of contamination by victims.

Emergency Medical Service / Health Branch

 Disaster Medical Assistance Team (DMAT). 1. MASH type unit, self-contained. 2. Assist with initial long-term triage, treatment and transport.

 Metropolitan Medical Response System. 1. Medical system is included in all levels of response. 2. Specialized equipment and training.

TERRORISM 17-14 June 2006 ICS FOG

 Medical Examiner. 1. Mutual aid from other districts. 2. Activation of Disaster Mortuary Response Team (DMORT).

 Radiological Control Group. 1. Specialized resources and trained members. 2. Deals with monitoring and handling of radiological exposure.

 Surveillance. 1. Monitoring health facilities for patients who show signs of contamination long after the incident. 2. Monitoring long distances away from the original incident. 3. Assessment. 4. Dispatching health assessment teams to neighborhoods to conduct initial assessments. 5. Conducting door-to-door health assessments in neighborhoods adjacent to the original incident.

 Health Assessment Teams monitor the general public and identify trends and conditions.

 Special Teams identify the need for teams with specific technological expertise or that have specific knowledge of the contaminant. The specialist may be in Operations or Planning.

 Laboratory Group has fixed or mobile facilities to aid in identifying hazards.

 Management Support Group is a mobile command and logistics group.

TERRORISM 17-15 June 2006 ICS FOG

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TERRORISM 17-16 June 2006 ICS FOG

CHAPTER 18

INCIDENT SAFETY AND ACCOUNTABILITY GUIDELINES

Contents ...... 18-1 Introduction ...... 18-2 Risk Management Policy ...... 18-2 Risk Management Checklist ...... 18-2 Risk Management Theory ...... 18-3 Identify the Hazards ...... 18-3 Assess the Hazards/Risk ...... 18-4 Risk Assessment Matrix ...... 18-4 Make Risk Decisions ...... 18-5 Implement Controls ...... 18-5 Supervise/Evaluate ...... 18-5 All Risk Decision Making Checklist ...... 18-6 Utilization of LCES on All Incidents ...... 18-6 Spokane County Fire Agency Mutual Aid Firefighter Accountability ...... 18-6 Accountability Implementation ...... 18-7 Firefighter Passport System Overview ...... 18-7 Operational Retreat ...... 18-8 “Emergency Traffic” Radio Protocol ...... 18-9 Roll Call / Personnel Accountability Report (PAR) ...... 18-9 Managing the “Mayday” ...... 18-9 Rapid Intervention Crews (RIC) and Groups (RIG) ...... 18-9 Reserve or Standby Forces ...... 18-9 Rapid Intervention Group (RIG) ...... 18-10 Rapid Intervention Crew (RIC) ...... 18-10 Modular Development of RIC / RIG ...... 18-10 Accountability Position Checklists ...... 18-12 RIG Supervisor ...... 18-12 RIC Leader ...... 18-12 Accountability Manager ...... 18-13 Rehabilitation at Emergency Incidents ...... 18-14 Introduction ...... 18-14 Responsibilities ...... 18-14 Hydration and Rest Periods ...... 18-14 BLS Evaluation ...... 18-15 ALS Evaluation ...... 18-15 Rehab Management ...... 18-15 Relative Humidity & Wind Chill Chart ...... 18-17 Incident Rehab Work Sheet ...... 18-18

SAFETY GUIDELINES 18-1 June 2016 ICS FOG

INTRODUCTION

Two of the most important issues at the emergency incidents are risk management and personnel accountability. Risk Management Procedures and Firefighter Incident Safety and Accountability Guidelines provide important information for firefighters, supervisors and managers.

RISK MANAGEMENT POLICY

We will risk a lot to safe life.

We will risk a little to save property and values at risk.

We will risk nothing to save that which is already lost.

RISK MANAGEMENT CHECKLIST

The Five-Step Risk Management Process: 1. Identify the Hazards a. Be specific b. Describe tangibly 2. Assess the Hazards/Risk (Risk = Hazard Severity x Probability of Occurrence) a. Hazard Severity  Catastrophic  Critical  Moderate  Negligible b. Probability of Occurrence  Frequent  Likely  Occasional  Seldom  Unlikely 3. Make a Risk Decision a. Identify Incident Priorities  Life Safety  Incident Stabilization  Property Conservation  Environmental Concerns b. Select & Prioritize Tactical Objectives c. Determine Resource Requirements d. Factor in the Hazards e. Make assignments that are congruent with the strategic priorities and tactical objectives that have acceptable risk and definite benefit.

SAFETY GUIDELINES 18-2 June 2016 ICS FOG

4. Implement Controls a. Eliminate or mitigate each hazard whenever possible  Identify and mark  Avoid  Remove / eliminate  Brief personnel 5. Supervise/Monitor/Evaluate a. Observe and monitor b. Continue to evaluate c. Recycle to the beginning step

RISK MANAGEMENT THEORY

Risk management is a tool that helps determine sound decisions in a logical manner. The term is best applied generically, as leaders are confronted with a variety of risks: training risks, fiscal risks and safety risks.

Before personnel can effectively use risk management as an accident prevention tool, they must remember to: 1. Accept that some risk is inherent in carrying out any action. 2. Integrate risk management into all activities, but especially the planning process. 3. Accept no unnecessary risk. 4. Make risk decisions at the proper level. 5. Accept the risk only if benefits outweigh the cost.

Risk management can be a five-step cyclic procedure that is easily integrated into the decision-making process: 1. Identify the Hazards. 2. Assess the Hazards/Risk. 3. Make a Risk Decision. 4. Implement Controls. 5. Supervise/Monitor/Evaluate.

Risk management is a continual process, ingrained in planning, that should be applied to all operations, especially those that are unique, complex or high-risk.

1. Identify the Hazards

Hazards are the potential sources of danger that could be encountered while performing a job or task. Hazards must be described in their most tangible and descriptive form. Instead of just: "there is fire in the attic..." we can get more specific information from "there is a fire in the attic with blowing flames visible from the gable vent on the C side and dense, black smoke venting under pressure from the gable vent on the A side".

There may be multiple hazards, some presenting more risk than others. The process of identifying and researching one hazard may lead to the identification of others.

SAFETY GUIDELINES 18-3 June 2016 ICS FOG

2. Assess the Hazards/Risk

Risk is a function of the probability of an untoward event caused by a hazard and the consequence(s) thereof:

Risk = Hazard Severity x Probability of Occurrence

Each identified hazard is analyzed to determine the severity of problems it may cause and the probability of it happening. Some subjectivity is inherent in assessing risk therefore each person may do it differently. A Risk Assessment Matrix is useful in assigning a relative risk value to identified hazards considering their probability of occurrence.

RISK ASSESMENT PROBABILITY OF OCCURANCE Frequent Likely Occasional Seldom Unlikely MATRIX A B C D E

Catastrophic I EXTREMELY HIGH HIGH MEDIUM

Critical II HIGH MEDIUM HAZARD SEVERITY Moderate III HIGH MEDIUM

Negligible IV MEDIUM LOW

Hazard Severity: Severity of the possible outcome. If the hazard is encountered the effect may be: Catastrophic: Death or serious injury and/or total system/equipment loss. Critical: Serious injury and/or substantial damage to equipment. Moderate: Moderate injury and/or damage to equipment. Negligible: No injury and/or no damage.

Probability: The probability of encountering the hazard may be: Frequent: Continuously/often encountered while performing the task. Likely: Encountered several times while performing the task repetitively. Occasional: Encountered sporadically while performing the task repetitively. Seldom: Encountered infrequently, chances are remote. Unlikely: Encountered only rarely, chances are possible, but improbable.

The cumulative risk of all hazards must be determined. You may encounter several hazards that have all been individually assessed as low moderate risk; however, the cumulative risk of all these combined may create greater and unacceptable risk.

The assessment of hazards should include identifying risks associated with not performing the intended job or task. If a job or task is not completed, how will that affect other functions of the organization?

SAFETY GUIDELINES 18-4 June 2016 ICS FOG

3. Make Risk Decisions

Leaders are expected to weigh the costs and risks against the benefits of performing a job or task. Will the benefits to be gained from completing the job or task outweigh the potential risks? Is there another safer or more efficient way to accomplish the objective?

If one or more of the individual hazards is rated as a high or extremely high risk, or if the cumulative risk is high or extremely high, some leaders may decide to not assign and/or complete the objective; no-go is always an alternative! However, after mitigating controls are included (see Step 4) a second risk assessment can be performed. It may be that enough of the hazards will be reduced or eliminated so that the over-all risk is then acceptable.

Risk decisions should be made at a level of command that is appropriate to the degree of risk and complexity. Commanders should train subordinate leaders to 1) recognize hazardous situations and to 2) elevate decision-making to the appropriate command level. Getting the chain-of-command involved in the entire risk management process enhances the chances of completing the objective(s) safely; in addition, all levels of command are informed and have a stake in the outcome.

4. Implement Controls

This step is tied closely with Steps 1 through 3 in a cyclic process. As hazards are identified and assessed, controls are proposed to mitigate or eliminate the risk, regardless of the risk level. Even low risks should be mitigated whenever possible. When controls have been planned or implemented, an adjusted risk assessment should be performed using Steps 1 through 3. The purpose of this re-assessment is to ensure that the completion of the job or task still falls within acceptable limits, or that identified hazards/risks have been mitigated to an acceptable level.

Each control measure must address and mitigate specific hazards. Some hazards may be physically eliminated. Performing the job or task during low periods of danger may reduce the hazard. A very common mitigating control is the marking of identified hazards so they may be avoided. In some cases, a short safety briefing may be the only measure required. In other instances, a comprehensive special safety plan may have to be developed and implemented. Higher complexity controls are required for higher complexity risks. This may mean a comprehensive change in personnel training and qualification requirements or even changes in policy or procedures.

In every scenario, the leader must provide the crew with a briefing on the specifics of mitigating controls and operating procedures. A brief-back is then required to ensure that all is understood. Controls should be in place to ensure that personnel have a clear understanding of when the situation requires re-assessment. Some times that may mean aborting the job or task until the situation changes or conditions improve.

5. Supervise/Evaluate

The last step in managing risk is to supervise operations to ensure that mitigation measures are being implemented. Direct supervision of crews and progress may be

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delegated; however, the risk decision-maker must also be involved in monitoring operations and performance. This includes follow up during and after an action to see if all went according to plan, re-evaluating the plan or making adjustments as required to accommodate unforeseen issues or situations, and incorporating lessons learned for future use.

ALL RISK DECISION MAKING CHECKLIST

1. Identify Incident Priorities a. Life Safety b. Incident Stabilization c. Property Conservation d. Environmental Concerns 2. Select & Prioritize Tactical Objectives 3. Determine Resource Requirements 4. Factor in the Hazards 5. Make assignments that are congruent with the strategic priorities and tactical objectives that have acceptable risk and definite benefit.

UTILIZATION OF LCES ON ALL INCIDENTS

Lookouts What is the hazard/threat and who is monitoring it? Do they have contact with you?

Awareness Know what is happening around you – Look Up, Look down, Look Around

Communications Are you in contact with lookout/supervisor/adjacent crews/dispatch? Do you know the communications plan?

Escape Routes If your position becomes untenable, do you have an escape route? Is your escape route known to all and clear of obstructions? Revise and relocate, as necessary, to adjust to changes in conditions.

Safety Zones Have you identified a safe refuge to retreat to/gather at prior to taking action? Have barriers/safety zones/shelters been identified? Is it adequate based on the threat (fire, HazMat, collapse, WMD, people)?

SPOKANE COUNTY FIRE AGENCY MUTUAL AID FIREFIGHTER ACCOUNTABILITY

It is the policy of Spokane County Fire Mutual Aid Agencies to establish an accountability system on all incidents to ensure the tracking of assignment, function and location of all assigned personnel and resources. Accountability systems and tools will be maintained in a safe, retrievable location and format.

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Accountability is a responsibility of all firefighters. A fundamental concept in firefighter accountability is that personnel operating in a hazardous area must always be in or part of a team of at least two – the so-called “buddy system”. Team integrity must be maintained at all times.

Every supervisor is responsible for the direction, control, action and safety of their crew and subordinates. This is the essence of accountability within a chain-of-command.

Accountability Implementation

a. All individuals and crews (units) shall check in upon arrival at an incident. “Freelancing” is not acceptable. c. Each Company Officer is responsible for knowing the names of each member of their company and for maintaining team integrity. A minimum company/team size will be considered no less than two members. b. At check-in, a passport (see page 18-7) must be presented or documentation must be created so that the presence and assignment of the unit is ensured. 1. On structure fires, passports must be utilized. Units without passports that are assigned to a structure fire incident must have “makeup passports” created. Passports should be utilized on all other types of incidents that are geographically “compact” in nature. 2. At wildland fires and other geographically “spread-out” incidents, passport collection may not be feasible, therefore units must be tracked using forms such as ICS 201, T-Cards, tactical worksheets and the like. A Resource Unit Leader (RUL) can be assigned to assist in tracking resources at the Command Post. d. Companies/teams must be in communication with their Supervisor or Manager and must keep them updated as to status, progress and location. e. Supervisors and Managers are responsible to accurately track individuals and companies assigned to them and must have communication with those companies. 1. An Accountability Manager (page 18-13) may be assigned to provide the accountability function. 2. All companies/teams being accounted for must be on the same tactical radio channel.

Firefighter Passport System Overview

The Passport System is used 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 consists of helmet shields, passports, name tags and status boards used to track the assignments of personnel at an emergency incident.

Helmet Shields: A helmet shield identifying the wearer’s company, unit or administrative designator is attached to the front of the helmet. Helmet shields are colored coded as follows: Officers – White with red/orange letters and numbers. Firefighters – Orange with white letters and numbers. Paramedics – Shield color to match rank with blue reflective strips added to the helmet body.

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Helmet shields are normally attached to the unit near each riding position. When a member is assigned to the unit, the helmet shield is attached to the member’s helmet, and one nametag (see below) is attached to the unit in place of the helmet shield.

Name Tags: Two Velcro backed plastic tags with the wearer’s last name and personnel ID number are attached to the underside of the helmet. One remains on the unit and the other is attached to the “passport” when the wearer is assigned to a unit.

Passports: A plastic board, approximately 2” x 4” labeled with the unit e.g. Engine 10 and faced and backed with Velcro. Personnel assigned to the unit attach one of their nametags to the face of the passport when assigned to the unit. A Primary Passport is white, a Reserve Passport is green and a Blank Green Passport is used to “makeup” a passport for responders that do not have a passport with them. The Passport is normally attached to the unit in the cab.

Status Board: A large board with Velcro strips used to hold passports of assigned crews. Assignments may be noted and passports are moved as crews change assignments or locations. A passport must always indicate the location/assignment of deployed crews.

Accountability Management: In small incidents such a single-family structure fires, vehicle accidents and small Haz Mat spills, it is common practice for accountability to be managed at the Command Post. As incidents become more complex and Staging Areas, Divisions and/or Groups are utilized, passports may be more appropriately managed by personnel in charge of those operational elements. An Accountability Manager (page 18-13) may be assigned to each Division/Group Supervisor (e.g. Division C Accountability Manager) at one or more of these entry control points to specifically manage the passports and note entry and exit times as well as the condition of personnel exiting the work/hazard area. This allows the Division/Group Supervisor to enter the work/hazard area utilizing the buddy system to supervise their crews, look for potential hazards and monitor and evaluate progress.

Law enforcement, EMS transport personnel, DNR and other outside agency personnel do not routinely utilize the “passport” system. Their presence and assignments must be tracked using ICS forms, Tactical Worksheets, “T-Cards” and/or on computer programs. Incident Commanders must utilize an accountability system appropriate to the incident and the various agencies that participate.

Operational Retreat

“Evacuate” means to remove or request the removal of civilians from a threatened area.

“Withdraw” means to retreat in an orderly fashion from a threatened area with all hose, tools and equipment.

“Abandon” means to get out of the threatened area as rapidly and as safely as possible leaving hose, tools and equipment behind if they are an encumbrance. In addition to radio traffic the following standardized audible signal can be used to indicate “abandon”: a. An “abandon” signal will consist of repeated short blasts of an air horn. b. The incident commander shall designate specific apparatus to sound the “abandon” signal.

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c. This should be done in conjunction with the radio announcement of “Emergency Traffic” with direction for emergency scene personnel to abandon the hazard area.

“Emergency Traffic” Radio Protocol

The term “Emergency Traffic” shall be used to clear routine radio traffic and inform the IC and other personnel that an emergency is imminent. Clear text shall be used to identify the type of emergency (e.g., roof is sagging, combative patient, withdrawing from our position due to…).

Roll Call / Personnel Accountability Report (PAR)

A supervisor may conduct a Roll Call or request a Personnel Accountability Report (PAR) to specifically account for assigned personnel. Roll Call should be initiated when there is a change of strategy (offensive to defensive e.g., a withdrawal order or abandon order) or whenever the IC deems necessary. Roll calls will always be conducted through the proper chain of command.

Example: “Engine 27, from Division 3, requesting PAR”.

“Division 3, from Engine 27, Fire Attack in Division B, all accounted for”.

MANAGING THE MAYDAY

The term “mayday” should be used to indicate that an emergency is occurring or has occurred (e.g., “firefighter injured,” “firefighter missing” or “roof is/has collapsed”).

When a “firefighter emergency”, “Mayday” or other eminent peril threat occurs three things must happen quickly:

1. The nature of the emergency must be confirmed to include Location, Unit, Name, Assignment/Air Supply, Resources Needed (L.U.N.A.R.) 2. The nature and location of the emergency must be communicated to all personnel working in the immediate vicinity of the emergency. 3. Appropriate action required to mitigate the emergency situation.

After a rapid risk/benefit assessment, the Incident Commander will initiate appropriate action. If the situation requires search and/or rescue of missing or injured firefighters and the risk/benefit assessment is favorable for an attempted search/rescue operation the IC will deploy the RIC (see below). Freelance action on the part of RIC or other operating teams on the incident will likely create additional risks and hazards within the overall incident and is therefore unacceptable.

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Emergency Button (EMER) Activation

During events where personnel are assigned to an IDLH environment, the IC, RIC, and the Safety Officer shall be monitoring the primary assigned talk group (s) at all times.

The activation of an Emergency Button on the portable radio will be treated as a MAYDAY transmission until confirmed otherwise.

The EMER button is the alternative for notification during times of distress if unable to radio a “Mayday” transmission to the Incident Commander or voice communication is not possible or effective.

If the EMER button is activated, the distressed FF’s radio will transmit an EMER alert that will immediately activate an alarm at the Combined Communications Center. The FF’s radio will automatically move to the EMER Talkgroup assigned in Alpha Zone position 16. The CCC will immediately notify the IC.

Note: Once activated in a true emergency situation, it is imperative that the firefighter does not reset the EMER button.

If the radio is out of range of the 800 MHz system, the user will not be able to transmit a “Mayday” on an 800 MHz tactical talkgroup and the EMER button will not function. In that event, they use must use a Simplex channel (_____).

For EMS Related Activations when no 20 officer is on scene:

1. Dispatch will attempt to establish contact with the identified user of that portable. 2. If contact with that user is not successful, Dispatch will attempt to contact other members of the unit on the incident assigned Talk Group to determine nature of the activation. 3. Absent any contact with the unit assigned to the EMS event, dispatch will contact the appropriate law enforcement (LE) agency and request an emergency response to the last known location for a “Code 99”. 4. After LE assistance has been requested, dispatch will notify an agency 20 officer. 5. If contact is re-established with the EMS unit, determine nature of the event resulting in EMER activation and notify LE and the 20 officer accordingly.

Accidental Activations

1. Dispatch will attempt to initiate contact with the activated radio user. If contact is successful and confirmed as an accidental activation, Dispatch will request that the user reset the EMER function by pressing and holding the EMER button for five (5) seconds. 2. If contact with the activated radio user is not successful, Dispatch will make notification of the activation to the on-scene IC, 20 officer if no incident is in progress or LE / 20 officer if activation is during an EMS event. Once confirmation of an accidental activation has taken place, and after verbal confirmation of accidental activation with the CCC, the user can reset the EMER function by holding the

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EMER button until it resets. Upon reset, the radio activating the EMER will return to previously assigned Talk Group.

RESPONSIBILITY

Firefighters who experience a firefighter emergency must immediately use “Mayday” to announce the situation while they continue to attempt mitigate the emergency. Firefighters should not delay notification of distress. Notifications should occur as soon as the firefighter THINKS he or she is in trouble. The longer you wait to tell somebody you are in trouble the more you jeopardize yourself and the rescuers’ lives.

If a team member is in trouble, the other member(s) of the team shall take appropriate steps to help, which may include but is not limited to providing direct assistance, calling for help, and going to get help. In this situation it is absolutely essential for the affected individual (s) to communicate their intentions and / or actions to the appropriate person in the command structure.

RAPID INTERVENTION CREW(S) (RIC) AND GROUP(S) (RIG)

Reserve or Standby Forces

Pro-active Incident Commanders have historically kept one or more additional crews as a reserve force on “standby” or in staging to deal with setbacks or unexpected events. This concept has value in all kinds of incidents and should be routinely implemented. A Rapid Intervention Crew) is required in structure fires with IDLH atmospheres. Backup “entry” teams are also required for entry into IDLH atmospheres found in hazardous materials incidents and in confined space entry.

Rapid Intervention Group (RIG)

When resources beyond one company are assigned to RIC(s), for example when fires occur in large commercial buildings or a RIC is deployed, a RIG under the command of a Rapid Intervention Group Supervisor (RIG Supervisor) should be created. Examples where a RIG may be needed are 1) firefighters who have become lost and are running out of air; 2) firefighters who have fallen off of or through roofs; and 3) structural collapse. A RIG is established to locate, protect and remove lost, trapped and/or injured firefighters.

Rapid Intervention Crew (RIC)

A RIC is an on-scene team of at least two members designated, dedicated and equipped to initiate an immediate search and rescue operation if the need arises. A RIC at a structure fire must meet the following minimum requirements: a. Be fully equipped with the appropriate protective clothing, protective equipment and SCBA. b. Be briefed on strategy, tactics, crew assignments, locations, specific safety concerns and radio frequencies employed on the incident. c. Be continuously aware of the status of personnel in the tactical area.

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d. Be in positive communication with the entry team(s) in full protective clothing with the SCBA donned in the standby mode.

A RIC should be assigned to standby at or near a logical entry/egress point so that deployment may proceed without delay if needed. In large commercial complexes or multi-story occupancies where multiple entry points are made for fire attack/search and rescue a RIC or RIG may be needed at several points of entry.

RIC(s) should “stage” at their standby location(s) forcible entry tools such as a prying tool, chopping tool, pulling tool, bolt or wire cutter, power saw, utility strap, portable lights, spare SCBA and spare SCBA air tank or one or more Rescue Air Kits (RAKs). One or more Thermal Imaging Cameras (TICs) are strongly recommended if available.

A RIC is normally deployed to locate and render immediate aid to lost or injured firefighters. Additional crews must be immediately assigned to replace the deployed RIC. Some common reasons for a RIC deployment are 1) firefighters who have slipped or tripped and fallen and are injured; 2) firefighters who have been struck (by falling objects, wet sheet rock, vehicles) and may be injured and/or entrapped; and 3) firefighters who have partially fallen through floors (mobile homes, basement fires) and are entrapped and/or injured. A deployed RIC may be able to handle these types of events.

MODULAR DEVELOPMENT OF RIC / RIG

Initial Organization with 1 RIC Assigned (Page 18-11). Initial response resources are usually managed by the Incident Commander who performs all Command and General Staff functions. RIC will be assigned and staged near the entry point.

Expanded Organization with 2 RICs Assigned (Page 18-11). Expanded organization with Divisions and functional groups. RIC(s) are staging in separate locations (entry/access points) and assigned designators linking them to their respective Divisions. A RIG should be established to manage the RIC(s) and coordinate with Division/Groups for tactical support as necessary.

Extended Organization with Deployed RIC and RIG Assigned (Page 18-11). Extended organization with a deployed RIC now under the command of a Rapid Intervention Group Supervisor. Rescue teams may be ordered and assigned as needed to work within the RIG in support of the deployed RIC. On-going suppression efforts continue with the goal of reducing and/or eliminating hazards in the RIG deployment area to enhance search and rescue efforts. Protective hose lines, ventilation and lighting may be high priorities. One supervisor commanding the search and rescue effort will be better able to prioritize needs, allocate resources and coordinate with adjacent and/or involved suppression divisions/groups.

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Initial Organization with 1 RIC Assigned:

Expanded Organization with 2 RICs Assigned:

Extended Organization with Deployed RIC and RIG Assigned:

SAFETY GUIDELINES 18-13 June 2016 ICS FOG

ACCOUNTABILITY POSITION CHECKLISTS

RAPID INTERVENTION GROUP SUPERVISOR: The Rapid Intervention Group Supervisor reports to Operations or Incident Commander and is responsible for the implementation of search and rescue efforts directed at locating, protecting and removing lost, injured or trapped firefighters; for the assignment of resources within the Group; and for reporting on the progress of rescue operations and status of resources within the Group.

a. Review common responsibilities (page 1-2). b. Receive a briefing on the strategic priorities and tactical objectives including the number and location of companies operating in the area of responsibility. c. Review what is known about the occupancy including construction, size, contents, special features, known hazards and fire location and spread. Obtain a preplan if available. d. Assemble necessary personnel and equipment and stage at a location near a point of access. e. Obtain a briefing from IC/Division Supervisor on resources deployed in IDLH, location/function and known hazards. f. Brief crew and consider probabilities and possibilities for deployment based on known information. g. Monitor tactical radio traffic for the purpose of maintaining situational awareness. h. If RIC has been deployed: 1. Confirm the nature and location of the problem(s). 2. Receive status reports from RIC. 3. Ensure that tactical radio traffic has been moved to a new tactical frequency leaving RIT and lost or injured firefighters on the initially assigned frequency. 4. Coordinate with Operations and adjacent Divisions and Groups to ensure high priority for placement of protective hose lines, ventilation and lighting. 5. Request and organize assigned resources into search and rescue teams as appropriate to the situation. 6. Provide situation and status reports to Operations. 7. Ensure that injured and trapped firefighters are triaged and assigned priority for extrication. 8. Supervise Group activities. 9. Consider contingency plans to address additional setbacks that may occur.

RAPID INTERVENTION CREWLEADER: The Rapid Intervention Crew Leader (RIC Leader) reports to Division and is responsible to assemble needed equipment and personnel to provide for rapid intervention to search for and provide assistance to missing or injured firefighters.

a. Review common responsibilities (page 1-2). b. Receive a briefing on the strategic priorities and tactical objectives including the number and location of companies operating in the area of responsibility. c. Review what is known about the occupancy including construction, size, contents, special features, known hazards and fire location and spread. Obtain a preplan if available. d. Assemble necessary personnel and equipment and stage at a location near a point of access.

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e. Brief crew and consider probabilities and possibilities for deployment based on known information. f. Monitor tactical radio traffic for the purpose of maintaining situational awareness. g. If deployed: 1. Confirm the nature and location of the problem. 2. Acknowledge deployment and request immediate backfill formation of a Rapid Intervention Group to support the intervention in progress. 3. Request that tactical radio traffic be moved to a new tactical frequency leaving RIC and lost or injured firefighters on the initially assigned frequency. 4. Make assignments and initiate appropriate action to access and assist the affected firefighter(s). 5. Provide situation and status reports to Division. 6. Report to RIG Supervisor if/when that position is established. 7. Provide needed intervention and/or request additional support as needed. 8. Triage injured and trapped firefighters and assign priority for extrication. 9. Supervise rescue teams attached to RIC to disentangle and extricate trapped or injured firefighters. 10. Coordinate with Division on placement of protective hose lines, ventilation and lighting. 11. Maintain control of assigned personnel and crews. 12. Consider contingency plans to address additional setbacks that may occur.

ACCOUNTABILITY MANAGER: An Accountability Manager may be assigned as an aide to a command or supervisory position to assist in the management of passports and other accountability tools at an incident. An Accountability Manager reports to the assigned supervisor and coordinates up the chain of command as needed and is responsible to track assigned personnel and companies using passports and or other means and note entry and exit times as well as the condition of personnel exiting the work/hazard area.

a. Review common responsibilities (page 1-2). b. Receive a briefing from the immediate supervisor. c. Manage passports of assigned crews to ensure accurate tracking of assignment and location. d. Ensure passports are correct when received from crew supervisor. e. Do not allow passports to enter the IDLH area. f. Create “make-up” passports as needed (see page 18-7). g. Confirm that exiting crews are intact prior to returning passport to crew supervisor. h. Monitor and record entry times and exit times for crews “on air”. i. Closely monitor tactical frequency of resources being managed to ensure accurate tracking of location of each resource. j. Coordinate with Resource Unit Leader and exchange information. k. Observe the condition of crews exiting the work area and make recommendations to the supervisor concerning the potential need for field decontamination and or rehabilitation.

SAFETY GUIDELINES 18-15 June 2016 ICS FOG

REHABILITATION AT EMERGENCY INCIDENTS

Introduction

Rehabilitation (Rehab) should be considered during the initial planning stages of an emergency response. Climatic or environmental conditions of the emergency scene should not be the sole justification for establishing Rehab. Any activity or incident that is large in size, long in duration and/or labor intensive will rapidly deplete the energy and strength of personnel and therefore merits consideration for rehabilitation.

As an incident organization grows, a Responder Rehabilitation Manager (page 8-5) who reports to the Medical Unit Leader (page 8-5) as part of the Logistics Section (page 8-3) may assume responsibility for rehab at emergency incidents. These position checklists may be used without having Logistics established.

Responsibilities

The Incident Commander shall consider the circumstances of each incident and make adequate provisions, when necessary, for rehabilitation and other logistical support for all members operating at the scene. These provisions may include medical evaluation, treatment and monitoring, food and fluid replenishment, mental rest and relief from extreme climatic conditions and other environmental parameters of the incident. The rehabilitation may include the provision of Emergency Medical Services (EMS) at the Basic Life Support (BLS) level or higher.

All supervisors shall maintain an awareness of the condition of each member under their supervision and ensure that adequate steps are taken to provide for each member’s safety and health.

During any emergency incident or training evolution, all members shall advise their supervisors when they believe that their level of fatigue or exposure to heat or cold is approaching a level that is beginning to affect themselves, their crew or the operation in which they are involved.

The chain of command shall be utilized to request relief and the reassignment of fatigued crews.

Hydration and Rest Periods

During periods of hot weather, all personnel must maintain hydration by drinking adequate water throughout the work period. All supervisors must ensure assigned personnel re-hydrate and take short rest breaks as needed to prevent injury. Supervisors must frequently evaluate the physical and mental condition of personnel engaging in strenuous work activity. During structure fires, personnel should re-hydrate with at least eight (8) ounces of cool water and be evaluated by their supervisor during the first SCBA air bottle change.

Firefighters engaged in structural firefighting or other strenuous work activity for 50 minutes or two SCBA air bottles, which ever comes first, should have a mandatory rest period of 10 minutes. Heart rate should be determined at the end of the 10-minute break and if a

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firefighter’s heart rate remains above 120 beats per minute (BPM), the firefighter should undergo a BLS evaluation prior to returning to work (see below).

BLS Evaluation

A BLS evaluation should be required whenever an elevated pulse rate does not return to a level below 120 BPM after a 10-minute rest.

Blood Pressure: Systolic must be between 100 and 160 Diastolic must be greater than 60 but less than 90

Temperature: Between 97.0 and 101.0

If B/P or temperature is outside the prescribed limits, the firefighter should undergo an ALS evaluation (see below) and be treated as a casualty with appropriate medical forms. If transport is necessary appropriate insurance forms should also be completed.

If the blood pressure and temperature are within limits and the heart rate is less than 120 BPM after a second 10-minute rest period the firefighter may return to unrestricted work. If the blood pressure and temperature are within limits but the heart rate remains greater than 120 BPM the firefighter may be assigned non-strenuous work by the IC.

ALS Evaluation

ALS evaluations should also be required for the following medical reasons: a. Pulse irregularities. b. Decreased level of consciousness or orientation. c. Nausea. d. Shortness of breath or difficulty breathing or painful breathing. e. Chest pain, “tightness” in the chest, radiating jaw or arm pain or other symptom of cardiac related chest pain. f. Hypertension = Systolic greater than 160 or Diastolic greater than 90. g. Hypotension = Diastolic less than 60.

Personnel evaluated by ALS or who receive any ALS treatment should be treated as a casualty with appropriate medical forms. If transport is necessary appropriate insurance forms should also be completed.

Rehab Management

The IC may delegate the rehabilitation function to the Staging Manager until a Responder Rehabilitation Manager (page 8-5) is assigned.

A Rehab area should be established in an environment that benefits those personnel who are resting, re-hydrating and being evaluated. When possible, Rehab should be adjacent to the Bottle Change Area when SCBA are being utilized.

Accountability procedures should be followed in Rehab. Individuals should not leave Rehab until authorized to do so by the Responder Rehabilitation Manager.

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Cool water must be available and additional beverages such as, “sports drinks” or fruit juices may be provided. During cold or inclement weather hot beverages such as soup and cocoa are encouraged. Coffee and tea should only be provided in moderation due to their diuretic properties.

Energy bars and fresh fruit may be provided. Hot soup is also recommended as a quick energy source.

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Relative Humidity and Wind Chill

Relative Humidity 10% 20% 30% 40% 50% 60% 70% 80% 90% 104 98 104 110 120 132 102 97 101 108 117 125 100 95 99 105 110 120 132 98 93 97 101 106 110 125 96 91 95 98 104 108 120 128 94 89 93 95 100 105 111 122 92 87 90 92 96 100 106 115 122 90 85 88 90 92 96 100 106 114 122 88 82 86 87 89 93 95 100 106 115 86 80 84 85 87 90 92 96 100 109 84 78 81 83 85 86 89 91 95 99 82 77 79 80 81 84 86 89 91 95 80 75 77 78 79 81 83 85 86 89 78 72 75 77 78 79 80 81 83 85 76 70 72 75 76 77 77 77 78 79

Temperature Fº 74 68 70 73 74 75 75 75 76 77 NOTE: Add 10ºF when protective clothing is worn and 10ºF when in direct sunlight

Temperature ºF 45 40 35 30 25 20 15 10 5 0 -5 -10 -15 5 43 37 32 27 22 16 11 6 0 -5 -10 -15 -21 10 34 28 22 16 10 3 -3 -9 -15 -22 -27 -34 -40 15 29 23 16 9 2 -5 -11 -18 -25 -31 -38 -45 -51 20 26 19 12 4 -3 -10 -17 -24 -31 -39 -46 -53 -60 25 23 16 8 1 -7 -15 -22 -29 -36 -44 -51 -59 -66 30 21 13 6 -2 -10 -18 -25 -33 -41 -49 -56 -64 -71 35 20 12 4 -4 -12 -20 -27 -35 -43 -52 -58 -67 -75 40 19 11 3 -5 -13 -21 -29 -37 -45 -53 -60 -69 -76

Wind Speed (MPH) 45 18 10 2 -6 -14 -22 -30 -38 -46 -54 -62 -70 -78 A B C

Wind Chill Danger Temperature A Above –25º F Little Danger for Properly Clothed Person

-25º F / -75º F Increasing Danger, Flesh may Freeze B Below –75º F Great Danger, Flesh may Freeze in 30 Seconds C

SAFETY GUIDELINES 18-19 June 2016 ICS FOG

INCIDENT REHAB WORK SHEET

Incident Address/Name:______

Rehab (First 10 min) BLS (second 10 min)

Heart Heart Name Time Time Temp BP Rate Rate

Rehab Manager: ______Date:______Time:______

Page __ of __

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CHAPTER 19

WATER RESCUE FOR SWIFTWATER/FLOOD

Contents ...... 19-1

Introduction ...... 19-2

Initial Response ...... 19-2

Water Rescue Incident Commander Checklist ……………………...... 19-3

Unified Command ...... 19-4

ICS Modular Development...... 19-5

Appendix A SF/SAR Local Spokane Resources…...…………………………...... 19-7

SWIFTWATER/FLOOD 19-1 December 2016

ICS FOG WATER RESCUE: SWIFTWATER/FLOOD OPERATIONAL SYSTEM DESCRIPTION

INTRODUCTION

Area swiftwater and flood emergencies may occur during periods of high water run off in Spokane County. In addition, the Spokane River and its tributaries provide additional moving water hazards. Water rescue emergencies have the ability to strain local resources creating a need for mutual aid resources. This document focuses on the development and identification of specific Water Rescue resources.

This document is intended to provide guidance and develop recommendations for the Incident Commander. This includes but is not limited to: . Guidelines for Incident Operations . Organizational Development . Spokane area Resources . Decontamination of Personnel and Equipment when operating under “flood conditions”

These guidelines are consistent with the Incident Command System.

WATER RESCUE INITIAL RESPONSE

The first arriving public safety officer will direct initial shore search and gather information for water rescue operations. This officer will assume initial command of the operation as the Incident Commander and form Unified Command with additional responding agencies with jurisdiction. Subsequent changes in the incident command structure will be based on the needs of the incident, with consideration of jurisdictional responsibilities, established agreements, state and local statutes and shall be accomplished by following established ICS procedures.

Additional resources, specifically trained and equipped for Water Rescue operations may be required. These Water Rescue resources may be acquired through Dispatch: . Spokane Department (Water Rescue Team) . Spokane City Fire Department (Water Rescue Team) . Spokane Co. Sheriff’s Department (Sheriff’s Dive Team)

Due to the unique hazards and complexity of Water Rescue incidents, the Incident Commander may require a variety of different multi-disciplinary resources to accomplish the mission (See APPENDIX A. for Water Rescue Resources).

SWIFTWATER/FLOOD 19-2 December 2016

ICS FOG WATER RESCUE INCIDENT COMMANDER CHECKLIST

This list is intended to assist responding public safety personnel with management decisions: . Review Common Responsibilities (Page 1-2), . Utilize proper PPE (PFDs for personnel working near water) . Establish ICS (consider Unified Command as appropriate) . Determine additional resource needs (special teams-dive, water technical rescue). . Establish Communication Plan. o assign tactical and command talkgroups (The Water Group will require a separate channel for entry crews working in the water.) o identify interagency coordination channel(s) . Establish resource tracking (personnel accountability system). . Evaluate incident needs. o Flood o Swiftwater Rescue? Acquire the following information . Exact point the victim/patient was last seen  How long ago  Keep witnesses at scene. . Number of victims . Victim Location  River Right or Left? > looking downstream  Trapped or Stranded  Under Water or Floating . Victim Description  Age Sex  Color of Clothing  Wearing PFD  Time in Water  Physical and Mental state of victim . Best access to victim . Establish search/incident boundaries: o identify incident hazards o establish operational area o manage entry to operational area: (limit risk to untrained resources . Establish an Upstream Safety Lookout and Downstream Safety. . Implement search and rescue operations: o determine rescue vs. recovery o evaluate low to high risk options o develop contingency plans . Consider Evacuation Plan. . Consider Traffic Plan/Staging Area(s). . Establish Medical/Multi-Casualty Plan: o consider decontamination of victims o Establish logistics support. . Establish logistical support .

SWIFTWATER/FLOOD 19-3 December 2016

ICS FOG UNIFIED COMMAND

A Unified Command should be implemented at Water Rescue incidents when multiple agencies or jurisdictions with statutory or political authority and financial responsibility are involved. Unified Commanders involved in a Unified Command shall be co-located. A single Command Post is the best method to ensure effective communications, coordination of resources, and overall operational management of the incident.

ICS MODULAR DEVELOPMENT

The following organization charts are examples of ICS organizations to manage various incident complexities.

SWIFTWATER/FLOOD INCIDENT COMMAND SYSTEM ORGANIZATION CHART

INITIAL RESPONSE

Incident Commander (Public Safety Officer) (Unified Command if Multi-Jurisdictional)

Law Enforcement Fire Company(s) (Patrol Unit)s

Swiftwater/Flood Search and Rescue- Initial response organization: The initial Public Safety Officer on scene will assume command of the incident. This officer will manage the initial response resources until properly relieved.

SWIFTWATER/FLOOD 19-4 December 2016

ICS FOG

SWIFTWATER RESCUE INCIDENT COMMAND SYSTEM ORGANIZATION CHART

RE-INFORCED RESPONSE

Unified Command

Public Safety Officer Information Officer

Liaison Officer Staging

Shore Water Group Law Group Air Operations Divisions/Group

Dive Team Single Scene Security (Sheriff) Resources

Water Rescue Technical Traffic Control Teams Rescue Teams

Treatment/ Investigation Transport

Swiftwater/Flood Search and Rescue- Re-enforced response organization- Additional law enforcement and fire resources have arrived. The incident commander creates a unified command, command staff positions are filled as needed and a staging area is established. The incident is divided into functional areas of responsibility.

SWIFTWATER/FLOOD 19-5 December 2016

ICS FOG

FLOOD INCIDENT COMMAND SYSTEM ORGANIZATION CHART

MULTI-GROUP/DIVISION ORGANIZATION

Unified Command

Public Safety Officer Information

Liaison Officer

Operations Planning Logistics Finance Section Section Section Section

Staging Air Operations Resource Unit Commo

Division/ Ground Medical Group Law Group Public Works Situation Unit Groups(s) Support

Debris Technical Strike Teams Triage Security Supply Removal Specialists

Task Force Treatment Traffic Control Utilities Intelligence

Water Rescue Transport Teams

Dive Teams Morgue

Technical Rescue Teams

Single Resources

Swiftwater/Flood Search and Rescue- Multi group/division organization. Planning, logistics and finance sections have been added. Multiple groups and divisions may be added as complexity warrants. Branches may need to be created to manage span of control.

SWIFTWATER/FLOOD 19-6 December 2016

ICS FOG

APPENDIX A. Spokane County Water Rescue Resources

This typing is based on team qualifications, available equipment and training, as needed for safe and efficient rescue operations for identified Water Rescue tasks.

Sheriff SFD SFD SVFD Type Jet Boat: In-water In-water contact rescues In-water contact (Capabilities) Investigates all contact rescues Assist in search ops rescues. Assist in water injuries Assist in search ops search ops and deaths Non-power water craft (Paddle Craft) Non-power water In-water contact Boat can access craft (Paddle Craft) rescues most areas of river with 5,000 + CFS Search ops (cubic feet / second)

Jet Boats/Personal Watercraft (Can launch smaller platforms off centennial trail. Deployed by 6x6 UTV)

Dive Operations To include surface support (vessels/tenders)

Boats: Jets Props Kayaks Catarafts

Helicopter/Aerial Observation

SWIFTWATER/FLOOD 19-7 December 2016

ICS FOG

Resource Component Sheriff SFD SFD SVFD

Swiftwater/ 3 Jet Vessels 19 Ft. 1 Cataraft Paddle 3 Kayaks

Flood Search 22’ Inboard Rigid Aluminum Craft Equipment Water 19’ Outboard Rigid Rigid Hulled Rescue & 18’ Outboard Inflatable Inflatable Jet 2-6 Kayaks Recovery Boat Team 2 PWC’s

4 Prop Vessels 25” cabin 18’ & 20” Hewes 15” Inflatable

2 Whitewater Rafts 2 kayaks 2 catarafts

1 6x6 UTV

1 OH-58 Helicopter

Water Rescue 2-3 member 6-10 member 3 to 7 member Deputies crew team team Personnel (16 total) On duty 1 Team Leader 1 Team Leader 9 surface support driver 9 Swiftwater required. Rescue Techs 7 Divers 7 Trucks Personnel Transport Transport Transportation 1 Sedan transport Vehicle Vehicle 1 UTV vehicle w/ boat trailer

SWIFTWATER/FLOOD 19-8 December 2016

ICS FOG ICS FOG

APPENDIX A COMMUNICATIONS

Contents ...... A-1 FCC Regulations ...... A-2 Radio Frequencies and Usage ...... A-2 Primary Channels ...... A-2 Tactical Channels ...... A-3 Radio Repeaters ...... A-3 Additional Frequencies Available to Dispatch ...... A-3 Incident Communication Nets ...... A-5 Command Net ...... A-5 Tactical Net ...... A-5 Logistics Net ...... A-5 Air to Ground Net ...... A-5 Air To Air Net ...... A-5 Spokane County Major Incident Communication Plan ...... A-5 Incident Communication Plans ...... A-5 Single Agency/Single Division Incidents ...... A-5 Major Incident/Multiple Division Incidents ...... A-5 Major Incident/ Multiple Branch Incidents ...... A-6 Command Net Frequencies ...... A-6 Tactical and Logistics Net Frequencies ...... A-7 Air to Ground Net Frequency ...... A-8 Air To Air Net Frequency ...... A-8 Mobilization ...... A-8 REDNET, OSCCR, HEAR ...... A-8 Routine Communication Procedures ...... A-9 Dispatch Identification ...... A-9 Field Unit Identifiers ...... A-9 Language and Codes ...... A-9 Phonetic Alphabet ...... A-9 General Radio Calling ...... A-9 Addressing and Communications ...... A-10 Unit Status ...... A-11 Quarters Change ...... A-11 Response Information ...... A-11 Additional Information ...... A-11 Repeating Pertinent Information ...... A-12 Arrival Information ...... A-12 Additional Emergency Communication Resources ...... A-12 Spokane County Mobile Command Vehicle (MCV) ...... A-12 ARES/RACES ...... A-12 MERS ...... A-12 NIFC ...... A-12

COMMUNICATIONS A-1 May 12, 2010 ICS FOG ICS FOG

FCC REGULATIONS

Communications on dispatch frequencies are guided by FCC regulations, Part 90, 47 CFR, Chapter 1.

The following selected regulations are cited for information: a. Each licensee shall restrict all transmissions to the minimum practicable transmission time and shall employ all efficient operating procedures to maximize the utilization of the spectrum. b. Communications involving the imminent safety of life or property are to be afforded priority by all licensees. c. Licensees shall take reasonable precautions to avoid causing harmful interference. This includes monitoring the transmitting frequency for communications in progress and such other measures as may be necessary to minimize the potential for causing interference. d. Stations licensed under this part may transmit only the following types of communications: 1. Any communications related directly to the imminent safety of life or property. 2. Communications directly related and necessary to those activities that make the licensee eligible for the station license held under this part. 3. Communications for testing purposes required for proper station and system maintenance. However, each licensee shall keep such tests to a minimum and shall employ every measure to avoid harmful interference.

The FCC randomly monitors all assigned radio frequencies for compliance with rules and regulations.

RADIO FREQUENCIES AND USAGE

The Spokane County Combined Communications Center (CCC) radio system will consist of a dispatch channel, status channel and multiple primary and secondary tactical channels. Channels marked with an asterisk (*) are narrow band channels.

The Dispatch channel will be used for tone and verbal dispatch of units as a preliminary alarm. Units will acknowledge response and arrival over the designated Primary Channel.

The Status channel will generally be used for non-emergency (unassigned fire resources) radio traffic. Dispatch does not need to be notified of a resource being out of their station unless it will change their response status.

Primary Channels LAW ENFORCEMENT dispatching will be done by radio over the appropriate law enforcement agency channel.

All FIRE dispatches will be done over digital pagers and resources will generally respond on a primary channel that will be predetermined by the geographical area. Dispatch will include in the initial dispatch to all responding units the assigned Primary Channel. Dispatch may assign a different Primary Channel if the normally assigned Primary Channel is busy. The IC and dispatch will work together for the prevention of an overload on the assigned Primary Channel. Primary Channels shall be used for Dispatch to communicate with the incident as well as on- scene command as deemed necessary by the IC. COMMUNICATIONS A-2 May 12, 2010 ICS FOG ICS FOG

Tactical Channels Tactical Channels are usually non-repeated frequencies which are requested by the IC and assigned by Dispatch for on-incident tactical communications. Additional tactical channels may be requested for large incidents and/or as needed. Dispatch will monitor incidents on assigned tactical channels however tactical channels shall not be used to communicate with Dispatch.

The tactical frequencies shall be used for: a. Coordinating the incident activities of multiple resources assigned to an incident. Note: Divisions/Groups covering large geographical areas are usually assigned their own tactical channel. Divisions/Groups may be combined onto a single Branch channel if assigned. b. Radio communications between field units that do not require a repeated frequency. c. Reducing radio traffic during major events to a manageable level.

Participating agencies have access to simplex tactical channels as needed upon coordination with dispatch. Each agency must remember that reception at dispatch may not be possible on simplex channels as these are not repeated and in most cases not voted frequencies.

Involved field units shall identify on the Primary tactical frequency that they are switching to a secondary tactical frequency. Dispatch will monitor all in-use tactical frequencies when possible.

Radio Repeaters A radio repeater strengthens a weaker signal by re-transmitting it from a base station transmitter that is generally at a better location. When transmitting, pause one-half to one second before speaking. Due to the electronics delay in the repeater your first word may get chopped off. This tends to cause confusion in properly identifying a call sign.

“FIRE DISPATCH FREQUENCY” Mobile Channel Name Receive Dispatch (D) 154.430 7A 192.8 Dispatch frequency is RECEIVE only. No mobile transmit capability.

“FIRE” repeated frequencies: Mobile Mobile Channel Name Receive Transmit Status (STA) 154.295 YA 85.4 154.070 YA 85.4 North Primary (N) 154.190 1B 107.2 153.875 1B 107.2 South Primary (S) 154.250 4Z 136.5 153.770 4Z 136.5 Valley Primary (V) 154.385 ZA 94.8 153.950 ZA 94.8 City Primary (CP) 154.055 7Z 186.2 154.175 7Z 186.2 Southwest Primary (SW) 154.280 2A 114.8 153.890 2A 114.8 Orange (O) 154.340 M1 203.5 154.145 M1 203.5 DNR Deer Park* (DNRDP) 159.4050 5A 156.7 151.2500 5A 156.7 DNR Cheney* (DNRCH) 159.3675 5A 156.7 151.4675 5A 156.7 Valley Medical* (VM) 155.2575 6Z 167.9 154.830 6Z 167.9 Spokane Command (CMDRPT) 154.445 7Z 186.2 150.790 7Z 186.2 Mobile Repeater*

COMMUNICATIONS A-3 May 12, 2010 ICS FOG ICS FOG

Channels marked with an asterisk (*) are narrow band channels.

“FIRE” non-repeated tactical frequencies:

Mobile Mobile Channel Name Receive Transmit Green (G) 154.220 CSQ 154.220 3A 127.3 White (W) 154.010 CSQ 186.2 154.010 7Z 186.2 Yellow (Y) 154.400 CSQ 179.9 154.400 6B 179.9 Red* (R) 153.830 CSQ 153.830 CSQ City Medical (CM) 154.160 3B 131.8 154.160 3B 131.8 Amber (A) 154.130 1Z 100.0154.130 1Z 100.0 DNR Common* (DNR) 151.415 CSQ 151.415 1A 103.5

“LAW ENFORCEMENT” repeated frequencies:

Mobile Mobile Channel name Receive Transmit City of Spokane PD: SPD North 159.090 110.9 155.655 110.9 SPD South 159.210 173.8 156.150 173.8

Spokane County Sheriff: SCSO CH 1 155.130 103.5 155.685 103.5 SCSO CH 2 154.740 114.8 158.985 114.8

“LAW ENFORCEMENT” non-repeated tactical frequencies:

Mobile Mobile Channel name Receive Transmit City of Spokane PD: SPD Data 159.150 210.7 159.150 210.7 SPD Car to Car 159.030 131.8 159.030 131.8

Spokane County Sheriff: SCSO CH 6 TAC 6 154.755 127.3 154.755 127.3 SCSO CH 7 TAC 7 154.785 136.5 154.785 136.5

Other Law Enforcement: LERN 155.370 155.370 NLEC 155.475 155.475

“LAW ENFORCEMENT” repeated tactical frequencies:

Spokane County Sheriff: SCSO CH 4 (Data) 153.755 118.8 156.165 118.8 SCSO CH 5 (Phone) 154.800 110.9 153.935 110.9 SCSO CH 8 TAC 8 153.815 156.7 155.625 156.7

COMMUNICATIONS A-4 May 12, 2010 ICS FOG ICS FOG

Incident Communication Nets Communication Nets for large incidents will normally be organized as follows:

Command Net: This net will usually be a repeated frequency which serves to link together Incident Command, General Staff, Section Chiefs, Division and Group Supervisors.

Tactical Net: There may be several tactical nets. They are usually not repeated. They may be established around agencies, departments, geographical areas or even specific functions. The determination of how nets are set up should be a joint logistics/operations function. The Communications Unit Leader will develop the communications plan.

Logistics Net: A logistics (support) net will be established primarily to handle the non- suppression logistical support communications (base, ground support, etc.). Logistics nets are usually non-repeated frequencies.

Air To Ground Net: An air to ground tactical frequency may be designated or regular tactical nets may be used to coordinate air to ground traffic.

Air To Air Net: Air to air nets will normally be pre-designated and assigned for use at the incident.

Frequency Patching: Frequencies may be temporarily patched together to connect talk groups as necessary to meet incident needs by either dispatch or by utilizing a gateway (JPS or other) interoperable device in the Mobile Command Post. Note: This is limited to the patched frequency receiver coverage and it will tie up the patched frequencies involved in the patch for the duration of the patch.

SPOKANE COUNTY MAJOR INCIDENT COMMUNICATION PLAN

Incident Communication Plans Every Incident Action Plan (IAP) shall have a communications plan to facilitate command and control of incident resources.

The IC will establish the initial communications plan in coordination with Dispatch. As an incident escalates to a major incident with multiple divisions covering a large geographic area or a MIST is assigned an ICS 205, Incident Radio Communications Plan, should be used as part of the written IAP. This communications plan must consider the agencies involved, incident organization, number and type of resources and topography in relationship to communications infrastructure (repeaters, links, etc.).

Single Agency/Single Division Incidents:  A Command Channel (normally the assigned Primary repeated frequency for the agency with jurisdiction).  A single assigned Tactical Channel (simplex frequency).

COMMUNICATIONS A-5 May 12, 2010 ICS FOG ICS FOG

Major Incident/Multi-Division Incidents:  “Orange” Channel is the default FIRE Command Channel but another repeated frequency may be assigned by FIRE Dispatch. Spokane County Mobile Repeater may be requested if “Orange” is unavailable or out of range.  Spokane County Sheriff, CH 2, is the default LAW Command Channel but the LAW Enforcement dispatch for the agency with jurisdiction will designate one of the repeated LAW Enforcement channels for this purpose on multi-jurisdictional major incidents.  Unified Fire/Law enforcement command may decide to share a single Command Channel when appropriate on the incident.  One or more Tactical Channels. Each Division/Group may have its own assigned frequency normally a “color-coded” channel or DNR Common.  Law Enforcement and Fire will normally use separate tactical channels.  Note: Divisions/Groups may be combined on a Tactical Channel as necessary to meet incident needs and provide frequency management.  Air to Ground Net: DNR Air is the only pre-designated channel available in Spokane County.  Air to Air Net: DNR Air to Air will be determined by the aircraft and controllers involved.

Major incident/Multi-Branch Incidents:  Law Enforcement, military and other agencies are generally not able to communicate on our frequencies.  Early in an incident Branch Directors such as Law or Public Health may be provided with agency radios on our frequencies so they can serve as “human repeaters” to pass information back and forth between these types of agencies. An Aide may be utilized for this task.  Radio “caches” may be obtained and distributed when available through Logistics.

Command Net Frequencies A common trigger point for needing a command net is the creation of two or more Divisions/Groups which cover a large geographical area and or deployment of the MIST or IMT. A Command Net will normally default to Channel Orange for Fire and SCSO CH 2 for Law Enforcement however the agency with jurisdiction may designate a repeated primary dispatch channel for this use:

FIRE: Mobile Mobile Channel Name Receive Transmit Status (STA) 154.295 YA 85.4 154.070 YA 85.4 North Primary (N) 154.190 1B 107.2 153.875 1B 107.2 South Primary (S) 154.250 4Z 136.5 153.770 4Z 136.5 Valley Primary (V) 154.385 ZA 94.8 153.950 ZA 94.8 City Primary (CP) 154.055 7Z 186.2 154.175 7Z 186.2 Southwest Primary (SW) 154.280 2A 114.8 153.890 2A 114.8 Orange (O) 154.340 M1 203.5 154.145 M1 203.5 DNR Deer Park* (DNRDP) 159.4050 5A 156.7 151.2500 5A 156.7 DNR Cheney* (DNRCH) 159.3675 5A 156.7 151.4675 5A 156.7

COMMUNICATIONS A-6 May 12, 2010 ICS FOG ICS FOG

Spokane Command (CMDRPT) 154.445 7Z 186.2 150.790 7Z 186.2 Mobile Repeater*

LAW ENFORCEMENT: Mobile Mobile Channel name Receive Transmit City of Spokane PD: SPD North 159.090 110.9 155.655 110.9 SPD South 159.210 173.8 156.150 173.8

Spokane County Sheriff: SCSO CH 1 155.130 103.5 155.685 103.5 SCSO CH 2 154.740 114.8 158.985 114.8 SCSO CH 4 (Data) 153.755 118.8 156.165 118.8 SCSO CH 5 (Phone) 154.800 110.9 153.935 110.9

Tactical and Logistics Net Frequencies

“FIRE” non-repeated tactical frequencies: A Tactical and/or Logistic Net will normally default to one or more (as needed for Divisions, Groups, etc) of the following non-repeated frequencies:

Mobile Mobile Channel Name Receive Transmit Green (G) 154.220 CSQ 154.220 3A 127.3 White (W) 154.010 CSQ 186.2 154.010 7Z 186.2 Yellow (Y) 154.400 CSQ 179.9 154.400 6B 179.9 Red* (R) 153.830 CSQ 153.830 CSQ Dispatch (D) 154.430 7A 192.8 154.430 7A 192.8 City Medical (CM) 154.160 3B 131.8 154.160 3B 131.8 Amber (A) 154.130 7Z 100.0 154.130 7Z 100.0 DNR Common (DNR) 151.4150 CSQ 151.4150 103.5

“LAW ENFORCEMENT” non-repeated tactical frequencies:

Mobile Mobile Channel name Receive Transmit City of Spokane PD: SPD Data 159.150 210.7 159.150 210.7 SPD Car to Car 159.030 131.8 159.030 131.8

Spokane County Sheriff: SCSO CH 6 TAC 6 154.755 127.3 154.755 127.3 SCSO CH 7 TAC 7 154.785 136.5 154.785 136.5

Other Law Enforcement: LERN 155.370 155.370 NLEC 155.475 155.475

COMMUNICATIONS A-7 May 12, 2010 ICS FOG ICS FOG

“LAW ENFORCEMENT” repeated tactical frequencies:

SCSO CH 4 (Data) 153.755 118.8 156.165 118.8 SCSO CH 5 (Phone) 154.800 110.9 153.935 110.9 SCSO CH 8 TAC 8 153.815 156.7 155.625 156.7

Air to Ground Net Frequency Air and ground resources normally communicate on:

Mobile Mobile Channel Name Receive Transmit DNR Air to Ground* 159.2700 CSQ 159.2700 CSQ DNR VTAC11 151.1375 CSQ 151.1375 CSQ

Channels marked with an asterisk (*) are narrow band channels.

Air to Air Net Frequency Air to air frequencies are assigned as part of the communications plan.

MOBILIZATION

Communication is a critical element in safe effective resource utilization. It must be established and maintained throughout an assignment.

a. The VHF analog radio spectrum will be used on state fire mobilization incidents. b. All state mobilization resources must have programmable VHF capability. c. All units of a Strike Team/Task Force must have common communication other than REDNET (153.830 MHz) or OSCCR (156.135 MHz). d. Strike Team/Task Force leaders must have REDNET (153.830 MHz).

REDNET: 153.830 MHz – (Washington State Fire Chiefs statewide mutual aid frequency This radio frequency is a statewide non-repeated mutual aid frequency. It may be utilized for communications within the Strike Team/Task Force or as a tactical channel if assigned by the communications plan.

OSCCR: 156.135 MHz – Inter-Agency Coordination Communications A frequency used for incidents when inter-agency communications are necessary for cross discipline coordination, e.g., Fire Department, Police, Utilities and County/State Road Department.

HEAR: 155.34 MHz – Field to Hospital A field-to-hospital channel that is a recorded-only frequency. It is not monitored by Dispatch. HEAR is used by EMS field units to communicate with the Regional Disaster Control Hospital (see page 14-8).

L.E.R.N. 155.370 MHz – Law Enforcement Radio Network A statewide law enforcement mutual aid frequency.

N.L.E.C. 155.475 MHz – National Law Enforcement Channel A national law enforcement mutual aid channel.

COMMUNICATIONS A-8 May 12, 2010 ICS FOG ICS FOG

ROUTINE COMMUNICATION PROCEDURES

Dispatch Identification The CCC shall be referred to as “Dispatch” on all frequencies. Any field unit requesting the CCC shall include “Dispatch” in their transmission.

Field Unit Identifiers The Combined Communications Center Policy Board, Policy Statement #97-02, shall determine unit identifiers.

Each unit shall use its proper identifier when transmitting. Acknowledging receipt of calls or radio transmissions will be done by responding unit using the unit identifier.

Language and Codes To facilitate clear understanding of messages between all agencies and dispatch and to ensure that radio transmissions meet the requirements of brevity, plain text/language shall be used. Exceptions: a. Code 13 - Law enforcement is needed and the on-scene crew does not want the parties involved to hear the request. Request law enforcement "no code" as soon as possible. b. Code 99 - Law enforcement is needed immediately, fire personnel are in trouble. c. Code 1106 – Obvious dead body.

Phonetic Alphabet The military phonetic alphabet will be used to clarify the spelling of words or letters when appropriate.

A-ALPHA H-HOTEL N-NOVEMBER T-TANGO B-BRAVO I-INDIA O-OSCAR U-UNIFORM C-CHARLIE J-JULIETTE P-PAPA V-VICTOR D-DELTA K-KILO Q-QUEBEC W-WHISKEY E-ECHO L-LIMA R-ROMEO X-X-RAY F-FOX TROT M-MAMA S-SIERRA Y-YANKEE G-GOLF Z-ZULU

Phonetics shall be used for all letters if it is necessary to spell a name.

General Radio Calling Emergency communication shall supersede all other forms of traffic and will be acknowledged immediately. State “Emergency Traffic” within the transmission. “Emergency Traffic” is limited to transmission of imminent threats to life or other serious emergencies (see 17-8).

To decrease radio transmission time all traffic directed to dispatch should relate to: a. Status of units. b. Messages necessary to mitigate an incident. c. Messages required for incident reporting purposes. d. Authorized non-emergency traffic.

It is not necessary to notify dispatch for any non-emergency messages that do not change a resource’s STATUS. Resources will be dispatched as shown on the run card, unless a unit is

COMMUNICATIONS A-9 May 12, 2010 ICS FOG ICS FOG

OUT OF SERVICE or is otherwise not available for response. The exception is radio transmissions necessary to record a time for reporting purposes with dispatch. These would include times responding, arrival times, arrival of utilities, returning to station, etc.

In order for the dispatcher to accurately receive and record your transmission, address “Dispatch” from your unit identifier, then pause prior to continuing with your message.

If fire personnel happen upon an incident inform dispatch of situation and request needed resources.

Example #1 Unit: Dispatch from Engine 421, in service, returning to station or location. Dispatch: Engine 421 returning.

Example #2 Unit A: Brush 44 from 420, switch to Orange frequency. Unit B: Brush 44 switching to Orange frequency.

Example #3 Calls to Dispatch: Dispatch from Brush 1101. Calls from Dispatch: Spokane Medic 1 from dispatch.

All traffic shall include the identifier for who is being called followed by the identifier for who is calling. The unit identifier used as a response shall be recognized as an acknowledgment by the unit.

Example # 4 Dispatch: Spokane 20 from dispatch, call the office. Unit: Spokane 20, call the office.

Portable radios assigned to units shall be identified with a unit identifier.

Addressing and Communications Five-digit address or unit numbers shall be grouped one and two and two (for example, 12832 will be stated: One twenty-eight thirty-two).

Four-digit address or unit numbers shall be grouped two and two (for example, 1012 will be stated: Ten twelve).

Three-digit address or unit numbers shall be grouped one and two (for example, 540 will be stated: Five forty).

Two-digit address or unit numbers shall be grouped as two (for example, 28 will be stated: Twenty-eight).

In the event a location is a rural route or does not have an address, dispatch shall use the nearest road name or nearest address location in the initial dispatch.

Unit Status All units shall use the following terminology to identify status:

COMMUNICATIONS A-10 May 12, 2010 ICS FOG ICS FOG

AVAILABLE ON SCENE - In service at an incident, available for response.

DELAYED RESPONSE - Unit is out of first-in response area, e.g., at Training Center. Dispatch will send a closer resource.

IN SERVICE - Ready for response, in or out of station.

ON THE SCENE - At the incident scene; not available for response until dispatch is notified.

OUT OF SERVICE - Not available for response.

RESPONDING - Responding to an incident, not available for response.

RETURNING - Returning to station or detail; can be in or out of service, must clarify.

STAGED - On scene at staging area awaiting a tactical assignment. Dispatch will assume the last status identifier given by a unit to be its current status.

Quarters Change During the course of a day it is sometimes necessary for units to either physically change quarters to replace a piece of apparatus or to cover the run area of another unit. The CAD system can accomplish this if you notify dispatch of your status changes. This would allow for example, E92 going to Station 94 and assuming E94’s first-in response area and E94 going to Station 92 to assume E92’s first-in response area. The CAD will then look at all quarters changes when recommending units for responses.

Whenever a quarters change takes place the unit(s) required through the “UP” function in CAD must be paged. They will not receive the page through the quarter change/swap.

Response Information All responding units shall repeat briefly on initially assigned tactical channel the address and nature of the incident they are responding to, e.g., structure fire, brush fire, medical. If a unit is aware of another unit responding to an incident to which it is closer, notify dispatch of unit location, that unit is responding and request dispatch to cancel the other unit.

Additional Information Additional information will be given to responding units over the radio or by pagers. This information includes, but is not limited to, patient information, drugs taken, alarm and zone details and specific locations. Reports shall be as brief as possible.

Additional pager information will be limited to cancellations, additional resources and any information that would affect the incident.

COMMUNICATIONS A-11 May 12, 2010 ICS FOG ICS FOG

Repeating Pertinent Information Dispatchers and responding units shall repeat all pertinent information using a paraphrase format.

Arrival Information Upon arriving at an incident scene the first arriving unit shall give a report of conditions found and establish command. This allows all communications to be directed to a single Incident Commander. All communications from the incident to dispatch will come through the Incident Commander; exception shall be emergency traffic.

ADDITIONAL EMERGENCY COMMUNICATION RESOURCES

Spokane County Mobile Command Vehicle (MCV) The Spokane County Mobile Command Vehicle is equipped with VHF, UHF and 800 MHz radios as well as satellite, cellular and standard telephone communications. It is also equipped with an interoperable gateway device to allow interoperability or patching of any of the radio or phone systems.

Amateur Radio Emergency Service (ARES) Radio Amateur Civil Emergency Service (RACES) Spokane County ARES/RACES consists of licensed and trained radio amateurs from the Spokane area who have voluntarily registered their qualifications and equipment for communications duty in the event of a disaster or large local or area wide emergency.

Dispatch may call upon ARES/RACES to supplement and compliment our communication system if it is anticipated that our system may become overloaded or is disabled. ARES/RACES can also supply communication services where no other established links exist.

Mobile Emergency Radio System (MERS) FEMA’s Mobile Emergency Radio System (MERS) is a mobile multi-channel, multi-band and inter-operable communications unit. It includes qualified operators and technicians. Its purpose is to augment existing communications systems and/or establish a communications system with satellite up-link to outside sources.

National Interagency Fire Center (NIFC) Radio Kits NIFC radio kits may be ordered by a Communications Unit Leader through the Washington Department of Natural Resources (WADNR) or Department of Emergency Management (DEM). Portable radio kits are available with programmable VHF radios. Programmable VHF repeater kits and satellite radios and phones are also available.

COMMUNICATIONS A-12 May 12, 2010 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA ABDN NW WA C&L Aberdeen Fire Department WA ABEN NW WA C&L Adam County Fire District 6, Benge WA ACKN NW WA C&L Asotin County Fire District 1, Clarkston WA AIRN NW WA C&L Airway Heights Fire Department WA ALBN NW WA C&L Albion Fire Department WA ALIN NW WA C&L Adam County Fire District 2, Lind WA ALMN NW WA C&L Almira Fire Department WA AMCN NW WA C&L Adam County Fire District 4, McCall WA ANAN NW WA C&L Anacortes Fire Department WA AODN NW WA C&L Adam County Fire District 3, Odessa WA AOHN NW WA C&L Adam County Fire District 5, Othello WA ARLN NW WA C&L Arlington Fire Department WA ASON NW WA C&L Asotin Fire Department WA AUBN NW WA C&L Auburn Fire Department WA AWAN NW WA C&L Adam County Fire District 7, Washtucna WA AZVN NW WA C&L Adam County Fire District 1, Ritzville WA BE1N NW WA C&L Benton County Fire District 1 WA BEHM NW WA C&L Bellingham Fire Department WA BELN NW WA C&L Bellevue Fire Department WA BENN NW WA C&L Benton County Fire District 2, Benton County WA BHON NW WA C&L Benton County Fire District 5, Horse Haven WA BINN NW WA C&L Bingen Fire Department WA BLAN NW WA C&L Black Diamond Fire Department WA BOTN NW WA C&L Bothell Fire Department WA BPLN NW WA C&L Benton County Fire District 6, Plymouth/ Sandpiper/Crowe Butte/Paterson/Sunhaven WA BPRN NW WA C&L Benton County Fire District 3, Prosser WA BREN NW WA C&L Bremerton Fire Department WA BRIN NW WA C&L Bridgeport Fire Department WA BRWN NW WA C&L Brewster Fire Department WA BUCN NW WA C&L Bucoda Volunteer Fire Department WA BUKN NW WA C&L Buckley Fire Department WA BURN NW WA C&L Burlington Fire Department WA BWEN NW WA C&L Benton County Fire District 4, West Richland WA CABN NW WA C&L Carbonado Fire Department WA CAC NW USDI BIA Colville Agency Dispatch Center WA CAMN NW WA C&L Camas Fire Department WA CARN NW WA C&L Castle Rock Fire Department WA CASN NW WA C&L Cashmere Fire Department WA CATN NW WA C&L Cathlamet Fire Department WA CBR NW USDI FWS Columbia National Wildlife Refuge WA CCDN NW WA C&L Columbia County Fire District 3, Dayton WA CCFN NW WA C&L Chelan County Fire District 7, Chelan/Chelan Falls WA CCSN NW WA C&L Columbia County Fire District 1, Starbuck WA CCWN NW WA C&L Columbia County Fire District 2, Waitsburg WA CEC NW WA DNR WAS-Central Dispatch Center WA CENN NW WA C&L Centralia Fire Department WA CES NW WA DNR WAS - Central WA CFC NW USDA FS Colville National Forest Dispatch Center

ID’S – ALPHA BY AGENCY B-1 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA CH1N NW WA C&L Chelan County Fire District 1 WA CH9N NW WA C&L Chelan County Fire District 9, Lake Wenatchee/Plain WA CHDN NW WA C&L Chelan County Fire District 6, Monitor/ Dryden/Cashmere/Peshastin/Blewett Pass WA CHEN NW WA C&L Cheney Fire Department WA CHHN NW WA C&L Chehalis Fire Department WA CHLN NW WA C&L Chelan County Fire District 3, Leavenworth WA CHMN NW WA C&L Chelan County Fire District 5, Manson WA CHPN NW WA C&L Chelan County Fire District 4, Ponderosa WA CHTN NW WA C&L Chelan County Fire District 8, Entiat WA CHWN NW WA C&L Chewelah Fire Department WA CK1N NW WA C&L Clark County Fire District 1 WA CKAN NW WA C&L Clark County Fire District 10, Amboy WA CKBN NW WA C&L Clark County Fire District 3, Brush Prairie WA CKFN NW WA C&L Clark County Fire District 9, Fern Prairie WA CKGN NW WA C&L Clark County Fire District 11, Battle Ground WA CKHN NW WA C&L Clark County Fire District 6, Hazel Dell/ Lakeshore/Fedida/Salmon Creek/Mt.Vista WA CKLN NW WA C&L Clark County Fire District 14, La Center/ Highland WA CKRN NW WA C&L Clark County Fire District 12, Ridgefield/La Center WA CKTN NW WA C&L Clarkston Fire Department WA CKWN NW WA C&L Clark County Fire District 2, Woodland WA CKYN NW WA C&L Clark County Fire District 13, Yacolt WA CL2N NW WA C&L Clallam County Fire District 2 WA CLCN NW WA C&L Clallam County Fire District 5, Clallam Bay/ Sekiu WA CLEN NW WA C&L Cle Elum Fire Department WA CLFN NW WA C&L Clallam County Fire District 1, Forks WA CLJN NW WA C&L Clallam County Fire District 4, Joyce WA CLQN NW WA C&L Clallam County Fire District 6,Quillayute Prairie WA CLSN NW WA C&L Clallam County Fire District 3, Sequim WA CNR NW USDI FWS Conboy Lake National Wildlife Refuge WA COA NW USDI BIA Colville Agency WA COCN NW WA C&L Conconully Fire Department WA CODN NW WA C&L Coulee Dam Fire Department WA COF NW USDA FS Colville National Forest WA COLN NW WA C&L Colfax Fire Department WA CONN NW WA C&L Connell Fire Department WA COPN NW WA C&L College Place Fire Department WA COR NW USDI FWS Copalis National Wildlife Refuge WA COSN NW WA C&L Cosmopolis Fire Department WA COTN NW WA C&L Colton Fire Department WA COUN NW WA C&L Coulee City Fire Department WA COVN NW WA C&L Colville Fire Department WA CREN NW WA C&L Creston Fire Department WA CUSN NW WA C&L Cusick Fire Department

ID’S – ALPHA BY AGENCY B-2 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA CVFN NW WA C&L Concrete Volunteer Fire Department WA CWC NW Central Washington Interagency Communication Center WA CZCN NW WA C&L Cowlitz County Fire District 6, Castle Rock WA CZKN NW WA C&L Cowlitz County Fire District 5, Kalama WA CZLN NW WA C&L Cowlitz County Fire District 2, Longview/ Cowlitz 2 Fire & Rescue WA CZRN NW WA C&L Cowlitz County Fire District 4, Ryderwood WA CZSN NW WA C&L Cowlitz County Fire District 7, Cowlitz- Skamania WA CZTN NW WA C&L Cowlitz County Fire District 3, Toutle WA CZWN NW WA C&L Cowlitz County Fire District 1, Woodland WA DARN NW WA C&L Darrington Fire Department WA DAVN NW WA C&L Davenport Fire Department WA DAYN NW WA C&L Dayton Fire Department WA DGBN NW WA C&L Douglas County Fire District 6, Brewster WA DGCN NW WA C&L Douglas County Fire District 8, Coulee City WA DGEN NW WA C&L Douglas County Fire District 2, East Wenatchee/Rock Island WA DGGN NW WA C&L Douglas County Fire District 3, Grand Coulee WA DGMN NW WA C&L Douglas County Fire District 5, Manfield WA DGON NW WA C&L Douglas County Fire District 4, Orondo WA DGPN NW WA C&L Douglas County Fire District 7, Bridgeport WA DGWN NW WA C&L Douglas County Fire District 1, Waterville WA DNR NW USDI FWS Dungeness National Wildlife Refuge WA DUPN NW WA C&L Dupont Fire Department WA EATN NW WA C&L Eatonville Fire Department WA EDON NW WA C&L Edmonds Fire Department WA ELEN NW WA C&L Electric City Fire Department WA ELLN NW WA C&L Ellenburg Fire Department WA ELMN NW WA C&L Elma Fire Department WA ELP NW USDI NPS Ebey's Landing National Historical Reserve WA ENCN NW WA C&L Enumclaw Fire Department WA EPHN NW WA C&L Ephrata Fire Department WA EVEN NW WA C&L Everett Fire Department WA FAMN NW WA C&L Farmington Fire Department WA FARN NW WA C&L Fairfield Fire Department WA FEBN NW WA C&L Franklin County Fire District 4, Basin City WA FECN NW WA C&L Ferry County Fire District 14, Curlew WA FEKN NW WA C&L Franklin County Fire District 2, Kahlotus WA FELN NW WA C&L Ferry County Fire District 3, Laurier/Orient/ Barstow/Boyds/Deadmen Creek/Sherman Creek WA FENN NW WA C&L Franklin County Fire District 1, Connell WA FEPN NW WA C&L Franklin County Fire District 3, Pasco WA FERN NW WA C&L Ferry County Fire District 13, Republic WA FLR NW USDI FWS Flattery Rocks National Wildlife Refuge WA FRIN NW WA C&L Friday Harbor Fire Department WA FVC NW USDI NPS Ft Vancouver National Historic Site Dispatch Center

ID’S – ALPHA BY AGENCY B-3 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA FVP NW USDI NPS Fort Vancouver National Historic Site WA G05N NW WA C&L Grant County Fire District 5, Moses Lake WA G15N NW WA C&L Grant County Fire District 15, Moses Lake WA GA1N NW WA C&L Garfield County Fire District 1 WA GARN NW WA C&L Garfield Volunteer Fire Department WA GFC NW USDA FS Gifford-Pinchot National Forest Dispatch Center WA GHAN NW WA C&L Grays Harbor County Fire District 17, Humptulips/Axford WA GHBN NW WA C&L Grays Harbor County Fire District 8, Pacific Beach WA GHCN NW WA C&L Grays Harbor County Fire District 7, Copalis Beach/Ocean City WA GHEN NW WA C&L Grays Harbor County Fire District 10, Wishkah/East Hoquiam WA GHGN NW WA C&L Grays Harbor County Fire District 11, Grayland WA GHMN NW WA C&L Grays Harbor County Fire District 15, Cosmopolis WA GHNN NW WA C&L Grays Harbor County Fire District 6, North Hoquiam WA GHON NW WA C&L Grays Harbor County Fire District 4, Markham/Ocosta/Bay City WA GHPN NW WA C&L Grays Harbor County Fire District 5, Porter/ Elma/Satsop WA GHQN NW WA C&L Grays Harbor County Fire District 4, Quinault/ Amanda Park/Neilton WA GHR NW USDI FWS Gray's Harbor National Wildlife Refuge WA GHVN NW WA C&L Grays Harbor County Fire District 1, Oakville WA GHWN NW WA C&L Grays Harbor County Fire District 3, Westport WA GHXN NW WA C&L Grays Harbor County Fire District 16, Copalis Crossing WA GHYN NW WA C&L Grays Harbor County Fire District 12, McCleary WA GNBN NW WA C&L Grays Harbor County Fire District 2, Brady/ Central Park/Outlying/Montesano Area WA GNCN NW WA C&L Grant County Fire District 12, Wilson Creek WA GNEN NW WA C&L Grant County Fire District 11, East slope WA GNHN NW WA C&L Grant County Fire District 6, Hartline WA GNLN NW WA C&L Grant County Fire District 14, Electric City WA GNMN NW WA C&L Grant County Fire District 8, Mattawa WA GNPN NW WA C&L Grant County Fire District 13, Ephrata WA GNQN NW WA C&L Grant County Fire District 3, Quincy WA GNRN NW WA C&L Grant County Fire District 10, Royal Slope WA GNSN NW WA C&L Grant County Fire District 7, Soap Lake WA GNWN NW WA C&L Grant County Fire District 4, Warden WA GOLN NW WA C&L Goldendale Volunteer Fire Department WA GPF NW USDA FS Gifford Pinchot National Forest WA GRAN NW WA C&L Grand Coulee Volunteer Fire Department WA GRGN NW WA C&L Granger Fire Department

ID’S – ALPHA BY AGENCY B-4 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA GRVN NW WA C&L Grandview Fire Department WA HAMN NW WA C&L WA HANN NW WA C&L Hanford Fire Department WA HARN NW WA C&L Hartline Fire Department WA HFR NW USDI FWS Hanford Reach National Monument WA HNE NW DOE DOE Hanford Site WA HOQN NW WA C&L Hoquiam Fire Department WA ILWN NW WA C&L Ilwaco Fire Department WA IONN NW WA C&L Ione Volunteer Fire Department WA IS5N NW WA C&L Island County Fire District 5, Central Whidbey & Rescue WA ISCN NW WA C&L Island County Fire District 1, Camano Island Fire & Rescue WA ISNN NW WA C&L Island County Fire District 2, N Whidbey Is WA ISSN NW WA C&L Island County Fire District 3, S Whidbey Is WA JEBN NW WA C&L Jefferson County Fire District 4, Brinnon WA JECN NW WA C&L Jefferson County Fire District 1, Chimacum/ Port Hadlock/Irondale/Marrowstone Island WA JEDN NW WA C&L Jefferson County Fire District 5, Discovery Bay WA JEPN NW WA C&L Jefferson County Fire District 3, Port Ludlow Fire & Rescue WA JEQN NW WA C&L Jefferson County Fire District 2, Quilcene WA JETN NW WA C&L Jefferson County Fire District 6, Port Townsend WA JEWN NW WA C&L Jefferson County Fire District 7, Cleawater WA JHR NW USDI FWS Julia Bulter Hansen National Wildlife Refuge for the Columbia White Tailed Deer WA K31N NW WA C&L King County Fire District 31, Auburn WA K34N NW WA C&L King County Fire District 34, Redmond WA K39N NW WA C&L King County Fire District 39, Federal Way Fire Department WA K44N NW WA C&L King County Fire District 44, & Rescue WA K46N NW WA C&L King County Fire District 46, Auburn WA K50N NW WA C&L King County Fire District 50, Skykomish/ Stevens Pass WA K51N NW WA C&L King County Fire District 51, Snoqualmie Pass WA KEFN NW WA C&L Kettle Falls Fire Department WA KENN NW WA C&L Kennewick Fire Department WA KETN NW WA C&L Kent Fire Department WA KGP NW USDI NPS Klondike Gold Rush National Historic Park - Seattle Unit WA KIBN NW WA C&L King County Fire District 2, Burien/Normandy Park WA KIDN NW WA C&L King County Fire District 26, Des Moines WA KIEN NW WA C&L King County Fire District 10, Eastside Fire & Rescue WA KIFN NW WA C&L King County Fire District 27, Falls City

ID’S – ALPHA BY AGENCY B-5 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA KIGN NW WA C&L King County Fire District 40, Spring Glen WA KIHN NW WA C&L King County Fire District 11, North Highline WA KIKN NW WA C&L King County Fire District 37, Kent WA KILN NW WA C&L King County Fire District 20, Skyway/Bryn Mawr/Lakeridge WA KIMN NW WA C&L King County Fire District 43, Maple Valley Fire & Life Safety WA KINN NW WA C&L King County Fire District 16, Northshore Fire Department WA KIPN NW WA C&L King County Fire District 47, Kangley/ Palmer WA KIRN NW WA C&L King County Fire District 25, Renton WA KISN NW WA C&L King County Fire District 4, Shoreline Fire Department WA KITN NW WA C&L Kittitas Fire Department WA KIUN NW WA C&L King County Fire District 45, Duvall WA KIVN NW WA C&L King County Fire District 13, Vashon-Maury Fire Rescue WA KIWN NW WA C&L King County Fire District 36, Woodinville Fire & Life Safety District WA KKLN NW WA C&L Kirkland Fire Department WA KL8N NW WA C&L Klickitat County Fire District 8, Glenwood WA KLAN NW WA C&L Klickitat County Fire District 10, Alderdale WA KLBN NW WA C&L Klickitat County Fire District 2, Bickleton WA KLCN NW WA C&L Klickitat County Fire District 5, Centerville WA KLDN NW WA C&L Klickitat County Fire District 6, Dallesport WA KLGN NW WA C&L Klickitat County Fire District 7, Goldendale WA KLHN NW WA C&L Klickitat County Fire District 3, Husum/Cherry Lane WA KLIN NW WA C&L Klickitat County Fire District 14, High Prairie WA KLKN NW WA C&L Klickitat County Fire District 12, Klickitat WA KLLN NW WA C&L Klickitat County Fire District 4, Lyle WA KLPN NW WA C&L Klickitat County Fire District 13, Appleton WA KLRN NW WA C&L Klickitat County Fire District 9, Roosevelt WA KLTN NW WA C&L Klickitat County Fire District 1, Trout Lake WA KLWN NW WA C&L Klickitat County Fire District 11, Wishram WA KT7N NW WA C&L Kittitas County Fire District 7, South Cle Elum WA KTAN NW WA C&L Kittitas County Fire District 3, Eaton WA KTBN NW WA C&L Kitsap County Fire District 2, Bainbridge Island Fire Department WA KTCN NW WA C&L Kitsap County Fire District 1, Central Kitsap Fire & Rescue WA KTEN NW WA C&L Kittitas County Fire District 2, Ellensburg WA KTHN NW WA C&L Kitsap County Fire District 14, Hansville/Eglon WA KTKN NW WA C&L Kittitas County Fire District 8, Lake Kachess WA KTLN NW WA C&L Kittitas County Fire District 6, Lake Cle Elum WA KTMN NW WA C&L Kitsap County Fire District 12, Bremerton WA KTNN NW WA C&L Kitsap County Fire District 10, North Kitsap Fire & Rescue WA KTPN NW WA C&L Kitsap County Fire District 18, Poulsbo Fire Department

ID’S – ALPHA BY AGENCY B-6 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA KTRN NW WA C&L Kittitas County Fire District 9, Kachess Ridge WA KTSN NW WA C&L Kitsap County Fire District 7, South Kitsap WA KTTN NW WA C&L Kittitas County Fire District 1, Thorp WA KTVN NW WA C&L Kittitas County Fire District 4, Vantage WA LACN NW WA C&L La Conner Fire Department WA LATN NW WA C&L Latah Fire Department WA LAXN NW WA C&L LaCrosse Fire Department WA LCP NW USDI NPS Lake Chelan National Recreation Area WA LEAN NW WA C&L Lewis County Fire District 5, Napavine WA LECN NW WA C&L Lewis County Fire District 6, Chehalis WA LEDN NW WA C&L Lewis County Fire District 16, Doty/Dryad/ Meskill WA LEEN NW WA C&L Lewis County Fire District 11, Pe Ell WA LEGN NW WA C&L Lewis County Fire District 18, Glenoma WA LEIN NW WA C&L Lewis County Fire District 9, Mineral WA LELN NW WA C&L Lewis County Fire District 12, Centralia WA LEMN NW WA C&L Lewis County Fire District 3, Mossyrock WA LENN NW WA C&L Lewis County Fire District 4, Morton WA LEON NW WA C&L Lewis County Fire District 1, Onalaska WA LEPN NW WA C&L Lewis County Fire District 10, Packwood WA LERN NW WA C&L Lewis County Fire District 14, Randle WA LESN NW WA C&L Lewis County Fire District 8, Salkum/Silver Creek WA LETN NW WA C&L Lewis County Fire District 2, Toledo WA LEUN NW WA C&L Lewis County Fire District 13, Curtis WA LEVN NW WA C&L Lewis County Fire District 7, Vader WA LEWN NW WA C&L Lewis County Fire District 15, Winlock WA LIAN NW WA C&L Lincoln County Fire District 8, Almir WA LIDN NW WA C&L Lincoln County Fire District 5, Davenport WA LIGN NW WA C&L Lincoln County Fire District 9, Grand Coulee WA LIHN NW WA C&L Lincoln County Fire District 6, Harrington WA LINN NW WA C&L Lind Fire Department WA LION NW WA C&L Lincoln County Fire District 3, Odessa WA LIRN NW WA C&L Lincoln County Fire District 4, Reardan/ Edwall/Long Lake WA LISN NW WA C&L Lincoln County Fire District 1, Sprague WA LIWN NW WA C&L Lincoln County Fire District 7, Wilbur WA LONN NW WA C&L Long Beach Volunteer Fire Department WA LPC NW USDI FWS Little Pend Oreille National Wildlife Refuge Dispatch Center WA LPR NW USDI FWS Little Pend Oreille National Wildlife Refuge WA LRC NW USDI NPS Lake Roosevelt National Recreation Area Dispatch Center WA LRP NW USDI NPS Lake Roosevelt National Recreation Area WA LWR NW USDI FWS Leavenworth National Fish Hatchery WA LYDN NW WA C&L Lyden fire Department WA LYMN NW WA C&L Lyman Fire Department WA LYNN NW WA C&L Lynnwood Fire Department WA M11N NW WA C&L Mason County Fire District 11, Shelton WA MAA NW USDI BIA Makah Field Office

ID’S – ALPHA BY AGENCY B-7 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA MAAN NW WA C&L Mason County Fire District 4, Arcadia/ Kamilche WA MABH NW WA C&L Mason County Fire District 2, Belfair WA MABN NW WA C&L Mabton Fire Department WA MACN NW WA C&L Mason County Fire District 18, Lake Cushman WA MADN NW WA C&L Mason County Fire District 16, Dayton WA MAEN NW WA C&L Mason County Fire District 13, Elma WA MAGN NW WA C&L Mason County Fire District 3, Grapeview WA MAHN NW WA C&L Mason County Fire District 1, Hoodsport WA MAIN NW WA C&L Marlin Fire Department WA MALN NW WA C&L Malden Fire Department WA MAMN NW WA C&L Mason County Fire District 12, Matlock WA MARN NW WA C&L Marcus Fire Department WA MASN NW WA C&L Mason County Fire District 5, Allyn/Agate/ Shelton WA MATN NW WA C&L Mason County Fire District 8, Tahuya WA MAUN NW WA C&L Mason County Fire District 6, Union WA MAVN NW WA C&L Mason County Fire District 9, Skokomish Valley WA MAWN NW WA C&L Mason County Fire District 17, Lilliwaup/Eldon WA MCLN NW WA C&L McCleary Fire Department WA MCR NW USDI FWS Mid Columbia National Wildlife Refuge Complex WA MEDN NW WA C&L Medical Department WA MEFN NW WA C&L Metaline Falls Volunteer Fire Department WA MERN NW WA C&L Mercer Island Fire Department WA MESN NW WA C&L Mesa Fire Department WA METN NW WA C&L Metaline Volunteer Fire Department WA MILN NW WA C&L Millwood Fire Department WA MITN NW WA C&L Milton Fire Department WA MNR NW USDI FWS McNary National Wildlife Refuge WA MONN NW WA C&L Monroe Fire Department WA MORN NW WA C&L Morton Fire Department WA MOSN NW WA C&L Moses Lake Fire Department WA MOTN NW WA C&L Montesano Fire Department WA MRP NW USDI NPS Mt. Rainier National Park WA MSF NW USDA FS Mt. Baker-Snoqualmie National Forest WA MTLN NW WA C&L Mountlake Terrace Fire Department WA MTVN NW WA C&L Mount Vernon Fire Department WA MUKN NW WA C&L Mukilteo Fire Department WA NCP NW USDI NPS North Cascades National Park WA NDC NW WA DNR WAS-Northwest Dispatch Center WA NEC NW WA DNR WAS-Northeast Dispatch Center WA NEDN NW WA C&L Newhalen/Diabio Volunteer Fire Department WA NES NW WA DNR WAS - Northeast WA NESN NW WA C&L Nespelem Fire Department WA NEWN NW WA C&L Newport Fire Department WA NORN NW WA C&L Northport Volunteer Fire Department WA NQC NW USDI FWS Nisqually National Wildlife Refuge Dispatch Center

ID’S – ALPHA BY AGENCY B-8 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA NQR NW USDI FWS Nisqually National Wildlife Refuge WA NWS NW WA DNR WAS - Northwest WA OADN NW WA C&L Oakesdale Fire Department WA OAKN NW WA C&L Oak Harbor Fire Department WA OCEN NW WA C&L Ocean Shores Fire Department WA ODEN NW WA C&L Odessa Fire Department WA OK3N NW WA C&L Okanogan County Fire District 3, Okanogan WA OK4N NW WA C&L Okanogan County Fire District 4, Tonasket WA OK8N NW WA C&L Okanogan County Fire District 8, Okanogan WA OK9N NW WA C&L Okanogan County Fire District 9, Rural Conconully WA OKAN NW WA C&L Okanogan Fire Department WA OKBN NW WA C&L Okanogan County Fire District 5, Brewster/ Pateros/Methow WA OKCN NW WA C&L Okanogan County Fire District 6, Carlton/ Twisp/Winthrop/Mazama WA OKEN NW WA C&L Okanogan County Fire District 2, Elmer City WA OKLN NW WA C&L Okanogan County Fire District 10, Loomis WA OKMN NW WA C&L Okanogan County Fire District 11, Molson/ Chesaw WA OKON NW WA C&L Okanogan County Fire District 1, Oroville WA OKRN NW WA C&L Okanogan County Fire District 7, Riverside WA OKTN NW WA C&L Okanogan County Fire District 12, Tonasket WA OLC NW WA DNR WAS-Olympic Dispatch Center WA OLF NW USDA FS Olympic National Forest WA OLP NW USDI NPS Olympic National Park WA OLS NW WA DNR WAS - Olympic WA OLYN NW WA C&L Olympia Fire Department WA OMAN NW WA C&L Omak Fire Department WA OPA NW USDI BIA Olympic Peninsula Agency WA ORON NW WA C&L Oroville Fire Department WA ORTN NW WA C&L Orting Fire Department WA OTHN NW WA C&L Othello Fire Department WA OWF NW USDA FS Okanogan/Wenatchee National Forest WA P16N NW WA C&L Pierce County Fire District 16, Lakebay WA P17N NW WA C&L Pierce County Fire District 17, Roy/ Lacamas/McKenna WA P20N NW WA C&L Pierce County Fire District 20, South Prairie WA P22N NW WA C&L Pierce County Fire District 22, East Pierce Fire & Rescue WA P23N NW WA C&L Pierce County Fire District 23, Pierce 23 Fire & Rescue WA P25N NW WA C&L Pierce County Fire District 25, Crystal Mtn WA PABN NW WA C&L Pacific County Fire District 6, Bay Center WA PACN NW WA C&L Pacific Fire Department WA PAHN NW WA C&L Pacific County Fire District 7, Nemah WA PALN NW WA C&L Palouse Fire Department WA PANN NW WA C&L Pacific County Fire District 4, Naselle WA PAON NW WA C&L Pacific County Fire District 5, North Cove/ Tokeland

ID’S – ALPHA BY AGENCY B-9 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA PAPN NW WA C&L Pacific County Fire District 1, Ocean Park WA PARN NW WA C&L Pacific County Fire District 8, Rural South Bend WA PASN NW WA C&L Pasco Fire Department WA PATN NW WA C&L Pateros Fire Department WA PAVN NW WA C&L Pacific County Fire District 2, Chinook Valley WA PAWN NW WA C&L Pacific County Fire District 3, Willapa Valley WA PE8N NW WA C&L Pend Oreille County Fire District 8 WA PECN NW WA C&L Pend Oreille County Fire District 5, Cusick WA PEDN NW WA C&L Pend Oreille County Fire District 3, Diamond Lake WA PEEN NW WA C&L Pe Ell Fire Department WA PEFN NW WA C&L Pend Oreille County Fire District 6, Furport WA PEKN NW WA C&L Pend Oreille County Fire District 1, Elk WA PEMN NW WA C&L Pend Oreille County Fire District 2, Metaline Falls WA PENN NW WA C&L Pend Oreille County Fire District 4, Newport WA PEVN NW WA C&L Pend Oreille County Fire District 7, Fertile Valley WA PIAN NW WA C&L Pierce County Fire District 27, Anderson Island WA PIBN NW WA C&L Pierce County Fire District 12, Buckley WA PICN NW WA C&L Pierce County Fire District 6, Central Pierce Fire & Rescue WA PIDN NW WA C&L Pierce County Fire District 13, Brown’s Point/Dash Point WA PIEN NW WA C&L Pierce County Fire District 8, Edgewood WA PIGN NW WA C&L Pierce County Fire District 21, Graham Fire & Rescue WA PIHN NW WA C&L Pierce County Fire District 5, Gig Harbor Peninsula WA PILN NW WA C&L Pierce County Fire District 2, Lakewood WA PION NW WA C&L Pierce County Fire District 18, Orting WA PIPN NW WA C&L Pierce County Fire District 11, North Puyallup WA PIR NW USDI FWS Pierce National Wildlife Refuge WA PIRN NW WA C&L Pierce County Fire District 14, Riverside Fire & Rescue WA PISN NW WA C&L Pierce County Fire District 15, South Pierce Fire & Rescue WA PIUN NW WA C&L Pierce County Fire District 3, University Place WA PIWN NW WA C&L Pierce County Fire District 26, Greenwater WA PNP NW USDI NPS Columbia Cascades Support Office WA POMN NW WA C&L Pomeroy Fire Department WA PREN NW WA C&L Prescott Fire Department WA PRON NW WA C&L Prosser Fire Department WA PRR NW USDI FWS Protection Island National Wildlife Refuge WA PSA NW USDI BIA Puget Sound Agency WA PSC NW Puget Sound Interagency Coordination Center WA PTAN NW WA C&L Port Angeles Fire Department

ID’S – ALPHA BY AGENCY B-10 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA PTSN NW WA C&L Port of WA PTTN NW WA C&L Port Townsend Fire Department WA PULN NW WA C&L Pullman Fire Department WA PUYN NW WA C&L Puyallup Fire Department WA QLR NW USDI FWS Quillayute Needles National Wildlife Refuge WA QNT NW Tribe Quinault Nations Tribe WA QUIN NW WA C&L Quincy Fire Department WA RAYN NW WA C&L Raymond Fire Department WA REDN NW WA C&L Redmond Fire Department WA RENN NW WA C&L Renton Fire Department WA RFC NW USDI FWS Ridgefield National Wildlife Refuge Dispatch Center WA RFR NW USDI FWS Ridgefield National Wildlife Refuge WA RICN NW WA C&L Richland Fire Department WA RIVN NW WA C&L Riverside Fire Department WA RLP NW USDI NPS Ross Lake National Recreation Area WA ROLN NW WA C&L Roslyn Fire Department WA ROSN NW WA C&L Rosalia Fire Department WA RUSN NW WA C&L Ruston fire Department WA RZVN NW WA C&L Ritzville Fire Department WA S16N NW WA C&L Snohomish County Fire District 16, Lake Roesiger WA S18N NW WA C&L Snohomish County Fire District 18, Bryant WA S22N NW WA C&L Snohomish County Fire District 22, Getchell WA S24N NW WA C&L Snohomish County Fire District 24, Snohomish/Skagit WA S25N NW WA C&L Snohomish County Fire District 25, Oso WA S26N NW WA C&L Snohomish County Fire District 26, Gold Bar WA SAC NW USDI BIA Spokane Agency Dispatch Center WA SAR NW USDI FWS Saddle Mountain National Wildlife Refuge WA SCEN NW WA C&L South Cle Elum Fire Department WA SDC NW USDI BLM Spokane District Dispatch Center WA SEAN NW WA C&L Seattle Fire Department WA SEDN NW WA C&L Sedro Woolley Fire Department WA SES NW WA DNR WAS - Southeast WA SETN NW WA C&L SeaTac Fire Department WA SGR NW USDI FWS Steigerwald Lake National Wildlife Refuge WA SHEN NW WA C&L Shelton Fire Department WA SHON NW WA C&L Shoalwater Bay Fire Department WA SJIN NW WA C&L San Juan County Fire District 3 San Juan Is. WA SJLN NW WA C&L San Juan County Fire District 4, Lopez Island WA SJON NW WA C&L San Juan County Fire District 2, Orcas Island WA SJP NW USDI NPS San Juan Island National Historic Park WA SJSN NW WA C&L San Juan County Fire District 5, Shaw Island WA SK7N NW WA C&L Skagit County Fire District 7, Lake Cavanaugh WA SKAN NW WA C&L Skagit County Fire District 11, Anacortes WA SKBN NW WA C&L Skagit County Fire District 9, Big Lake WA SKCN NW WA C&L Skagit County Fire District 3, Conway/ Cedardale

ID’S – ALPHA BY AGENCY B-11 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA SKDN NW WA C&L Skagit County Fire District 16, Day Creek WA SKGN NW WA C&L Skagit County Fire District 14, Alger WA SKHN NW WA C&L Skagit County Fire District 13, Hope Island/Summit Park WA SKIN NW WA C&L Skagit County Fire District 17, Guemes Is. WA SKKN NW WA C&L Skagit County Fire District 15, Lake McMurray WA SKLN NW WA C&L Skagit County Fire District 4, Clear Lake WA SKMN NW WA C&L Skagit County Fire District 2, McLean Road WA SKNN NW WA C&L Skagit County Fire District 10, Concrete WA SKRN NW WA C&L Skagit County Fire District 19, Rockport/ Marblemount WA SKSN NW WA C&L Skagit County Fire District 8, Sedro-Woolley WA SKUN NW WA C&L Skagit County Fire District 6, Burlington WA SKVN NW WA C&L Skagit County Fire District 1, Mount Vernon WA SKWN NW WA C&L Skagit County Fire District 5, Bow WA SKYN NW WA C&L Skagit County Fire District 12, Bay View WA SM5N NW WA C&L Skamania County Fire District 5, Skamania WA SMAN NW WA C&L Sumas Fire Department WA SMCN NW WA C&L Skamania County Fire District 1, Carson/ Home Valley/Stabler/Cook WA SMGN NW WA C&L Skamania County Fire District 6, Cougar WA SMSN NW WA C&L Skamania County Fire District 2, Stevenson WA SMUN NW WA C&L Skamania County Fire District 3, Underwood WA SMWN NW WA C&L Skamania County Fire District 4, Washougal WA SN3N NW WA C&L Snohomish County Fire District 3, Monroe WA SN4N NW WA C&L Snohomish County Fire District 4, Snohomish Fire & Rescue WA SN5N NW WA C&L Snohomish County Fire District 5, Sultan/ Startup WA SN7N NW WA C&L Snohomish County Fire District 7, Snohomish WA SN8N NW WA C&L Snohomish County Fire District 8, Lake Stevens WA SNAN NW WA C&L Snohomish County Fire District 21, Arlington Heights WA SNBN NW WA C&L Snohomish County Fire District 10, Bothell WA SNEN NW WA C&L Snohomish County Fire District 1, Everett WA SNGN NW WA C&L Snohomish County Fire District 17, Granite Falls WA SNHN NW WA C&L Snohomish County Fire District 27, Gedney/ Hat Island WA SNIN NW WA C&L Snohomish County Fire District 28, Index WA SNMN NW WA C&L Snohomish County Fire District 12, Marysville WA SNON NW WA C&L Snoqualmie Fire & Rescue WA SNR NW USDI FWS San Juan Islands National Wildlife Refuge WA SNRN NW WA C&L Snohomish County Fire District23, Robe Vly WA SNSN NW WA C&L Snohomish County Fire District14, Stanwood WA SNTN NW WA C&L Snohomish County Fire District15, Tulalip Bay WA SNVN NW WA C&L Snohomish County Fire District19, Silvana WA SOBN NW WA C&L South Bend Fire Department WA SOPN NW WA C&L Soap Lake Fire Department

ID’S – ALPHA BY AGENCY B-12 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA SP2N NW WA C&L Spokane County Fire District 2, Fairfield WA SP3N NW WA C&L Spokane County Fire District 3, Spokane WA SP6N NW WA C&L Spokane County Fire District 1, Spokane Valley WA SPA NW USDI BIA Spokane Agency WA SPAN NW WA C&L Spangle Fire Department WA SPC NW WA DNR WAS-South Puget Sound Dispatch Center WA SPD NW USDI BLM Spokane District WA SPDN NW WA C&L Spokane County Fire District 4, Deer Park WA SPFN NW WA C&L Spokane County Fire District 11, Rockford WA SPGN NW WA C&L Sprague Fire Department WA SPHN NW WA C&L Spokane County Fire District 10, Airway Heights WA SPKN NW WA C&L Spokane Fire Department WA SPLN NW WA C&L Spokane County Fire District 12, Latah/ Waverly WA SPMN NW WA C&L Spokane County Fire District 9, Mead WA SPNN NW WA C&L Spokane County Fire District 13, Newman Lake WA SPON NW WA C&L Spokane County Fire District 5, Four Mount WA SPRN NW WA C&L South Prairie Fire Department WA SPS NW WA DNR WAS - South Puget Sound WA SPVN NW WA C&L Spokane County Fire District 6, Valleyford/Moran Prairie/Ponderosa/Saltese WA ST8N NW WA C&L Stevens County Fire Districts 8, Laurier/Pierre Lake/ WA STAN NW WA C&L Stanwood Fire Department WA STCN NW WA C&L Stevens County Fire Districts 3, Colville WA STDN NW WA C&L Stevens County Fire Districts 5, Addy WA STEN NW WA C&L Steilacoom Department of Public Safety WA STFN NW WA C&L Stratford Stevens County Fire Districts 1 WA STGN NW WA C&L Stevens County Fire Districts 12, Rice/Daisy/Gifford WA STHN NW WA C&L Stevens County Fire Districts 2, Hunters WA STJN NW WA C&L Saint John Fire Department WA STKN NW WA C&L Stevens County Fire Districts 6, Kettle Falls WA STLN NW WA C&L Stevens County Fire Districts 1, Loon Lake WA STNN NW WA C&L Stevens County Fire Districts 11, Northport WA STON NW WA C&L Stevens County Fire Districts 9, Little Pend Oreille Lakes WA STPN NW WA C&L Stevens County Fire Districts 10, Deep Lake WA STRN NW WA C&L Stevens County Fire Districts 7, Arden WA STVN NW WA C&L Stevens County Fire Districts 4, Valley/Chewelah WA SUMN NW WA C&L Sumner Fire Department WA SUNN NW WA C&L Sunnyside Fire Department WA SWC NW WA DNR WAS-Southwest Dispatch Center WA SWS NW WA DNR WAS - Southwest WA T14N NW WA C&L Thurston County Fire District 14, Grand Mound

ID’S – ALPHA BY AGENCY B-13 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA TACN NW WA C&L Tacoma Fire Department WA TBC NW USDI FWS Turnbull National Wildlife Refuge Dispatch Center WA TBR NW USDI FWS Turnbull National Wildlife Refuge WA TEKN NW WA C&L Tekoa Fire Department WA TH1N NW WA C&L Thurston County Fire District 1, Rochester WA THAN NW WA C&L Thurston County Fire District 4, Rainier WA THBN NW WA C&L Thurston County Fire District 5, Black Lake WA THEN NW WA C&L Thurston County Fire District 6, East Olympia WA THGN NW WA C&L Thurston County Fire District 13, Griffin WA THHN NW WA C&L Thurston County Fire District 17, Bald Hills WA THLN NW WA C&L Thurston County Fire District 3, Lacey WA THMN NW WA C&L Thurston County Fire District 9, Mud Bay WA THNN NW WA C&L Thurston County Fire District 7, North Olympia WA THRN NW WA C&L Thurston County Fire District 11, Littlerock Fire Rescue WA THSN NW WA C&L Thurston County Fire District 8, South Bay WA THTN NW WA C&L Thurston County Fire District 12, Tenino WA THUN NW WA C&L Thurston County Fire District 15, Munn Lake WA THVN NW WA C&L Thurston County Fire District 16, Gibson Valley WA THYN NW WA C&L Thurston County Fire District 2, Yelm WA TOPN NW WA C&L Toppenish Fire Department WA TPR NW USDI FWS Toppenish National Wildlife Refuge WA TUKN NW WA C&L Tukwila Fire Department WA TUMN NW WA C&L Tumwater Fire Department WA TWIN NW WA C&L Twisp Fire Department WA UNIN NW WA C&L Union Department WA UNTN NW WA C&L Uniontown Fire Department WA VANN NW WA C&L Vancouver Fire Department WA WAC NW WA DNR Washington State HQ Dispatch Center WA WAIN NW WA C&L Waitsburg Fire Department WA WALN NW WA C&L Walla Walla Fire Department WA WAPN NW WA C&L Wapato Fire Department WA WAS NW WA DNR Washington State Headquarters WA WASN NW WA C&L Washougal Fire & Rescue WA WESN NW WA C&L Westport Fire Department WA WH2N NW WA C&L Whatcom County Fire District 2, Geneva/Sudden Valley WA WH3N NW WA C&L Whatcom County Fire District 3, Bellingham WA WH4N NW WA C&L Whatcom County Fire District 4, Bellingham WA WH6N NW WA C&L Whatcom County Fire District 6, Chuckanut Drive WA WHAN NW WA C&L Whatcom County Fire District 16, Acme/Van Zandt WA WHBN NW WA C&L Whatcom County Fire District 10, Bellingham WA WHCN NW WA C&L Whatcom County Fire District 13, Birch Bay/Blaine/Custer/Haynie WA WHEN NW WA C&L Whatcom County Fire District 1,

ID’S – ALPHA BY AGENCY B-14 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

Everson/Deming/Nooksack WA WHFN NW WA C&L Whatcom County Fire District 7, Ferndale WA WHGN NW WA C&L Whatcom County Fire District 19, Glacier Fire & Rescue WA WHIN NW WA C&L Whatcom County Fire District 11, Lummi Island WA WHLN NW WA C&L Whatcom County Fire District 9, Lake Samish WA WHMN NW WA C&L Whatcom County Fire District 8, Marietta WA WHPN NW WA C&L Whatcom County Fire District 5, Point Roberts WA WHSN NW WA C&L White Salmon Fire Department WA WHTN NW WA C&L Whatcom County Fire District 17, Sandy Pt WA WHUN NW WA C&L Whatcom County Fire District 14, Sumas WA WHWN NW WA C&L Whatcom County Fire District 18, South Lake Whatcom WA WIKN NW WA C&L Wilkeson Fire Department WA WILN NW WA C&L Wilbur Fire Department WA WINN NW WA C&L Winthrop Fire Department WA WIR NW USDI FWS Washington Islands National Wildlife Refuge WA WKCN NW WA C&L Wahkiakum County Fire District 4, Cathlamet WA WKGN NW WA C&L Wahkiakum County Fire District 3, Grays River WA WKPN NW WA C&L Wahkiakum County Fire District 1, Puget Island WA WKSN NW WA C&L Wahkiakum County Fire District 2, Shamokawa WA WLC NW USDI FWS Willapa National Wildlife Refuge Dispatch Center WA WLR NW USDI FWS Willapa National Wildlife Refuge WA WMP NW USDI NPS Whitman Mission National Historic Site WA WTAN NW WA C&L Whitman County Fire District 11, Albion/Colfax/Diamond/Steptoe WA WTCN NW WA C&L Whitman County Fire District 14, Colton/Uniontown WA WTEN NW WA C&L Whitman County Fire District 6, Encicott WA WTGN NW WA C&L Whitman County Fire District 3, Garfield WA WTHN NW WA C&L Whitman County Fire District 8, LaCrosse/Hooper WA WTJN NW WA C&L Whitman County Fire District 2, St. John WA WTLN NW WA C&L Whitman County Fire District 5, Lamont WA WTMN NW WA C&L Whitman County Fire District 12, Pullman WA WTON NW WA C&L Whitman County Fire District 10, Oaksdale/Ferndale WA WTPN NW WA C&L Whitman County Fire District 4, Palouse WA WTRN NW WA C&L Whitman County Fire District 7, Rosalia WA WTTN NW WA C&L Whitman County Fire District 1, Tekoa WA WTWN NW WA C&L Whitman County Fire District 13, Wilcox/ Onecho/Dusty WA WW1N NW WA C&L Walla Walla County Fire District 1, Prescott WA WW7N NW WA C&L Walla Walla County Fire District 7, Prescott WA WWBN NW WA C&L Walla Walla County Fire District 5, Burbank

ID’S – ALPHA BY AGENCY B-15 June 2006 ICS FOG Appendix B - Alphabetical Unit List State Unit GACC Department Agency Unit Name

WA WWDN NW WA C&L Walla Walla County Fire District 8, Dixie WA WWEN NW WA C&L Walla Walla County Fire District 3, Eureka WA WWLN NW WA C&L Walla Walla County Fire District 4, Walla Walla WA WWTN NW WA C&L Walla Walla County Fire District 6, Touchet WA WWWN NW WA C&L Walla Walla County Fire District 2, Waitsburg WA YAA NW USDI BIA Yakima Agency WA YAC NW USDI BIA Yakima Agency Dispatch Center WA YAKN NW WA C&L Yakima Fire Department WA YK1N NW WA C&L Yakima County Fire District 1, Cowiche WA YK7N NW WA C&L Yakima County Fire District 7, Glade WA YK8N NW WA C&L Yakima County Fire District 8, Naches Hgts WA YKBN NW WA C&L Yakima County Fire District 11, Broadway WA YKCN NW WA C&L Yakima County Fire District 14, Nile/Cliffdell WA YKEN NW WA C&L Yakima County Fire District 4, East Valley WA YKFN NW WA C&L Yakima County Fire District 10, Fruitvale WA YKGN NW WA C&L Yakima County Fire District 6, Gleed WA YKNN NW WA C&L Yakima County Fire District 3, Naches WA YKSN NW WA C&L Yakima County Fire District 2, Selah WA YKWN NW WA C&L Yakima County Fire District 12, West Valley WA YKZN NW WA C&L Yakima County Fire District 5, Zillah WA ZILN NW WA C&L Zillah Fire & Rescue

ID’S – ALPHA BY AGENCY B-16 June 2006 ICS FOG

APPENDIX C GLOSSARY OF TERMS

This glossary contains definitions of terms frequently used in ICS documentation which are for the most part not defined elsewhere in this guide.

Abandon. Drop everything (keep hoseline only if necessary for protection) and get out of the hazardous area or structure as fast and safely as possible. Teams should exit together and maintain team integrity.

Accountability (of personnel). The tracking of personnel on an emergency incident to ensure knowledge of their location, assignment and status. Various systems are used including passports, tactical worksheets, ICS 201 and “T-Cards”.

Aerial Ignition Device (AID). Inclusive term applied to equipment designed to ignite wildland fuels from an aircraft.

Agency Dispatcher. A person working within a agency organization who processes resources to and from incidents.

Agency Executive or Administrator. Chief executive officer (or designee) of the agency or jurisdiction that has responsibility for the incident.

Agency Representative. An individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency’s participation at the incident. Agency Representatives report to the incident Liaison Officer.

Air Tanker. Fixed-wing aircraft certified by FAA as being capable of transport and delivery of fire retardant solutions.

Air Transportable Mobile Weather Unit (ATMWU). A weather data collection and forecasting facility consisting of seven modules, weighing a total of 355 pounds and occupying 34.2 cubic feet of space when transported. Used by a National Weather Service Fire Weather Forecaster.

Allocated Resources. Resources dispatched to an incident that have not yet checked-in with the Incident Communications Center.

Area Command. An organization established to: (1) oversee the management of multiple incidents that are each being handled by an incident management team (IMT) organization; or (2) to oversee the management of a very large incident that has multiple IMTs assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed and that objectives are met and strategies followed.

Assigned Resources. Resources checked-in and assigned work tasks on an incident.

GLOSSARY C-1 June 2006 ICS FOG

Assistant. Title for subordinates of the Command Staff positions. The title indicates a level of technical capability, qualifications and responsibility subordinate to the primary positions. Assistants may also be used to supervise unit activities at camps.

Assisting Agency. An agency directly contributing suppression, rescue, support or service resources to another agency.

Attack Time. The starting date, hour and minute of the first suppression work on a fire.

Available Fuel. (1) The portion of the total fuel that would actually burn under various environmental conditions. (2) Fuel available for use in a motor vehicle, aircraft or other motorized equipment.

Available Resources. Resources assigned to an incident and available for an assignment.

Backfire. A fire set along the inner edge of a fireline to consume the fuel in the path of a and/or change the direction of force of the fire’s convection column.

Barrier. Any obstruction to the spread of fire. Typically an area or strip devoid of combustible fuel.

Base. That location at which the primary logistics functions are coordinated and administered. (Incident name or other designator will be added to the term “Base.”) The Incident Command Post may be co-located with the base. There is only one base per incident.

Berm. A ridge of soil and debris along the outside edge of a fireline resulting from line construction.

Blind Area. An area in which neither the ground nor its vegetation can be seen from a given observation point.

Blowup. Sudden increase in fireline intensity or rate of spread of a fire sufficient to preclude direct control or to upset existing suppression plans. Often accompanied by violent convection and may have other characteristics of a firestorm.

Branch. The organizational level having functional or geographical responsibility for major parts of 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 the use of Roman Numerals or by functional name (e.g., medical, security).

Breakover. A fire edge that crosses a control line or natural barrier intended to confine the fire.

Broadcast Burning. Intentional burning within well defined boundaries for reduction of fuel hazards as a resource management treatment or both.

Buddy System. The concept of personnel always working in teams of no fewer than two when assigned within a hazardous area.

GLOSSARY C-2 June 2006 ICS FOG

Buildup. (1) The cumulative effects of long-term drying on current fire danger. (2) The increase in strength of a fire management organization. (3) The accelerated spreading of a fire with time. (4) Towering cumulus clouds which may lead to thunderstorms later in the day.

Burning Conditions. The state of the combined factors of the environment that affect fire behavior in a specified fuel type.

Burn Out. Setting fire inside a control line to consume fuel between the edge of the fire and the control line.

Burning Index. An estimate of the potential difficulty of fire containment as it relates to the flame length at the head of the fire. A relative number related to the contribution that fire behavior makes to the amount or effort needed to contain a fire in a specified fuel type. Dou- bling the burning index indicates that twice the effort will be required to contain a fire in that fuel type as was previously required, providing all other parameters are held constant.

Burning Period. The part of each 24-hour period when fires spread most rapidly; typically from 10:00 a.m. to sundown.

Burning-Index Meter. A device used to determine the burning index for different combinations of burning-index factors.

Calculation Of Probabilities. Evaluation of all factors pertinent to probable future behavior of a going fire and of the potential ability of available forces to perform fire suppression operations on a specified time schedule.

Camp. A geographical site, within the general incident area, separate from the base, equipped and staffed to provide food, water and sanitary services to incident personnel.

Check-in. The process whereby responders first report to an incident. Check-in locations include: incident command post (resource unit), incident base, camps, staging area, helibases, or helispots.

Check Line. A temporary fireline constructed at right angles to the control line and used to hold a backfire in check as a means of regulating the heat or intensity of the backfire.

Clear Text. The use of plain English in radio communication transmissions. No 10 Codes or agency specific codes are used when using Clear Text.

Closed Area. An area in which specified activities or entry are temporarily restricted to reduce risk of human-caused fires.

Closure. A legal restriction, but not necessarily elimination, of specified activities such as smoking, camping or entry that might cause fires in a given area.

Cold Trailing. A method of controlling a partly dead fire edge by carefully inspecting and feeling with the hand for heat to detect any fire, digging out every live spot and trenching any live edge.

GLOSSARY C-3 June 2006 ICS FOG

Command. The act of directing, ordering and/or controlling resources by virtue of explicit legal, agency or delegated authority.

Command Staff. The Command Staff consists of the Information Officer, Safety Officer and Liaison Officer who report directly to the Incident Commander. They may have assistants.

Compacts. Formal working agreements among agencies to obtain mutual aid.

Company. Any piece of equipment having a full complement of personnel.

Complex. A complex is two or more individual incidents located in the same general proximity which are assigned to a single Incident Commander or Unified Command to facilitate management.

Condition of Vegetation. Stage of growth or degree of flammability of vegetation that forms part of a fuel complex. Herbaceous stage is at times used when referring to herbaceous vegetation alone. In grass areas minimum qualitative distinctions for stages of annual growth are usually green, curing and dry or cured.

Confine A Fire. The least aggressive strategy, typically allowing the wildland fire to burn itself out within determined natural or existing boundaries such as rocky ridges, streams and possibly roads.

Contain A Fire. A moderately aggressive wildfire suppression strategy which can be expected to keep the fire within established boundaries of constructed firelines under prevailing conditions.

Control Force. Personnel and equipment used to control a fire.

Control Line. An inclusive term for all constructed or natural barriers and treated fire edges used to control a fire.

Control Time. The time a fire is declared controlled.

Cooperating Agency. An agency supplying assistance including but not limited to direct tactical or support functions or resources to the incident control effort or service functions to the incident control effort (e.g. Red Cross, law enforcement agency, telephone company).

Coordination. The process of systematically analyzing a situation, developing relevant information and informing appropriate command authority (for its decision) of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or interagency) does not in and of itself involve command dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within limits as established by specific agency delegations, procedures, legal authority, etc.

Coordination Center. Term used to describe any facility that is used for the coordination of agency or jurisdictional resources in support of one or more incidents.

GLOSSARY C-4 June 2006 ICS FOG

Cost Sharing Agreements. Agreements between agencies or jurisdictions to share designated costs related to incidents. Cost sharing agreements are normally written but may also be verbal between authorized agency and jurisdictional representatives at the incident.

Coyote Tactics. A progressive line construction duty involving self-sufficient crews which build fireline until the end of the operational period, remain at or near the point while off duty and begin building fireline again the next operational period where they left off.

Creeping Fire. Fire burning with a low flame and spreading slowly.

Crown Fire. A fire that advances from top to top of trees or shrubs more or less independent of a surface fire. Crown fires are sometimes classed as running or dependent to distinguish the degree of independence from the surface fire.

Crown Out. A fire that rises from ground into the tree crowns and advances from tree top to tree top. To intermittently ignite tree crowns as a surface fire advances.

Deputy. A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases a Deputy could act as relief for a superior and therefore must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff and Branch Directors.

Detection. The act or system of discovering and locating fires.

Direct Attack. Any treatment applied directly to burning fuel such as wetting, smothering or chemically quenching the fire or by physically separating the burning from unburned fuel.

Discovery. Determination that a fire exists. In contrast to detection, location and reporting of a fire is not required.

Dispatcher. A person who receives reports of discovery and status of fires, confirms their locations, takes action promptly to provide people and equipment likely to be needed for control efforts.

Dispatch. The implementation of a command decision to move a resource or resources from one place to another.

Dispatch Center. A facility from which resources are directly assigned to an incident.

Division. Divisions are used to divide an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the span-of-control of the operations chief. A division is located within the ICS organization between the branch and the task force/strike team.

Dozer. Any tracked vehicle with a front mounted blade used for exposing mineral soil.

Dozer Line. Fireline constructed by the front blade of a dozer.

GLOSSARY C-5 June 2006 ICS FOG

Drought Index. A number representing the net effect of evaporation, transpiration and precipitation in producing cumulative moisture depletion in deep duff or upper soil layers.

Duff. The layer of decomposing organic materials lying below the litter layer of freshly fallen twigs, needles and leaves and immediately above the mineral soil.

Elapsed Time Standards. Maximum amounts of time allowed by administrative rule for given steps of fire suppression.

Emergency Medical Technician (EMT). A health-care specialist with particular skills and knowledge in pre-hospital emergency medicine.

Engine. Any ground vehicle providing specified levels of pumping, water and hose capacity but with less than the specified level of personnel.

“Emergency Traffic”. A term used to clear designated channels used at an incident to make way for important radio traffic for a firefighter emergency situation or an immediate change in tactical operations.

“Emergency Traffic” Radio Tone. A distinctive tone used on designated channel(s) identified in a standard operating guideline.

Escaped Fire. Fire which has exceeded or is expected to exceed initial attack capabilities or prescription.

Evacuate. The removal of civilians from an area of danger or imminent danger.

Extended Attack. Situation in which a fire cannot be controlled by initial attack resources within a reasonable period of time. The fire usually can be controlled by additional resources within 24 hours after commencing suppression action.

False Alarm. A reported smoke or fire requiring no suppression; for example, brush burning under control, mill smoke, false smoke, etc.

Fine Fuel Moisture. The probable moisture content of fast-drying fuels which have a timelag constant of 1 hour or less; such as, grass, leaves, ferns, tree moss, pine needles and small twigs (0-1/4”).

Fingers of a Fire. The long narrow extensions of a fire projecting from the main body.

Fire Analysis. Review of fire management actions taken on a specific fire, group of fires or fire season in order to identify reasons for both effective and ineffective actions and to recommend or prescribe ways and means of doing a more efficient job. Also called hot line review.

Fire Behavior. The manner in which a fire reacts to the influences of fuel, weather and topography (or structural contents and features).

Firebreak. A natural or constructed barrier used to stop or check fires that may occur or to provide a control line from which to work.

GLOSSARY C-6 June 2006 ICS FOG

Fire Danger. Sum of constant danger and variable danger factors affecting the inception, spread and resistance to control and subsequent fire damage; often expressed as an index.

Fire Danger Rating. A fire management system that integrates the effects of selected fire danger factors into one or more qualitative or numerical indices of current protection needs.

Fire Edge. The boundary of a fire at a given moment.

Fire Effects. The physical, biological and ecological impacts of fire on the environment.

Fireline. The part of a control line that is scraped or dug to mineral soil. Also called .

Fire Management. Activities required for the protection of burnable wildland values from fire and the use of prescribed fire to meet land management objectives.

Fire Plow. A heavy duty plowshare or disc plow usually pulled by a tractor to construct a fireline.

Fire-Progress Map. A map maintained on a large fire to show at given times the location of the fire, deployment of suppression forces and progress of suppression.

Fire Retardant. Any substance except plain water that by chemical or physical action reduces flammability of fuels or slows their rate of combustion.

Fire Shelter. An aluminized tent offering protection by means of reflecting radiant heat and providing a volume of breathable air in a fire entrapment situation. Fire shelters should only be used in life threatening situations as a last resort.

Fire Tool Cache. A supply of fire tools and equipment assembled in planned quantities or standard units at a strategic point for exclusive use in wildland operations.

Fire Weather Forecast. A weather prediction specially prepared for use in wildland fire operations and prescribed fire.

Fire Weather Station. A meteorological station specially equipped to measure weather elements that have an important effect on fire behavior.

Flammability. The relative ease with which fuels ignite and burn regardless of the quantity of the fuels. Preferred to “inflammability.”

Flanking Fire Suppression. Attacking a fire by working along the flanks either simultaneously or successively from a less active or anchor point and endeavoring to connect two lines at the head.

Flanks of a Fire. The parts of a fire’s perimeter that are roughly parallel to the main direction of spread.

GLOSSARY C-7 June 2006 ICS FOG

Flare-Up. Any sudden acceleration in rate of spread or intensification of the fire. Unlike blowup a flare-up is of relatively short duration and does not radically change existing control plans.

Flashfuels or Flashy Fuels. Fuels such as grass, leaves, draped pine needles, fern, tree moss and some kinds of slash which ignite readily and are consumed rapidly when dry.

Flashover. (1) Rapid combustion and/or explosion of unburned gases trapped at some distance from the main fire front. Usually occurs only in poorly ventilated topography. (2) Stage of a fire at which all surfaces and objects within a space have been heated to their ignition temperature and flame breaks out almost at once over the surface of all objects within the space.

Foam. The aerated solution created by forcing air into or entraining air in water containing a foam concentrate by means of suitably designed equipment or by cascading it through the air at a high velocity. Foam reduces combustion by cooling, moistening and excluding oxygen.

Follow-up. The act of the first people who go to a fire by sending additional people or equipment to facilitate suppression. Also called reinforcement.

Free Burning. The condition of a fire or part of a fire that has not been slowed by natural barriers or by control measures.

Friction Loss. Pressure loss caused by the turbulent movement of water or solution against the interior surface of , pipe or fittings; normally measured in pressure loss per length of hose or pipe.

Fuel Break. A natural or manmade change in fuel characteristics which affects fire behavior so that fires burning into them can be more readily controlled.

Fuel Moisture Content. The quantity of moisture in fuel expressed as a percentage of the weight when thoroughly dried at 212 degrees F.

Fuel Moisture Indicator Stick. A specially prepared stick or set of sticks of known dry weight continuously exposed to the weather and periodically weighed to determine changes in moisture content as an indication of moisture changes in wildland fuels.

Fuel Tender. Any vehicle capable of supplying engine fuel to ground or airborne equipment.

Fuel Type. An identifiable association of fuel elements of distinctive species, form, size, arrangement or other characteristics that will cause a predictable rate of spread or resistance to control under specified weather conditions.

Fuel Type Classification. Division of wildland areas into fire hazard classes.

Fuelbreak System. A series of modified strips or blocks tied together to form continuous strategically located fuel breaks around land units.

GLOSSARY C-8 June 2006 ICS FOG

General Staff. The group of incident management personnel reporting to the Incident Commander. They may each have a deputy as needed. The General Staff consists of: Incident Commander Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Administration Section Chief

Going Fire. Any wildfire on which suppression action has not reached an extensive mop-up stage.

Ground Fire. Fire that consumes the organic material beneath the surface litter ground, such as fire.

Group. Groups are established to divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division (See Division). Groups are located between Branches (when activated) and Resources in the Operations Section.

Hand Crew. A number of individuals that have been organized and trained and are supervised principally for operational assignments on an incident.

Hazard. A fuel complex defined by kind, arrangement, volume, condition and location that forms a special threat of ignition and resistance to control.

Hazard Reduction. Any treatment of living and dead fuels that reduces the threat of ignition and spread of fire.

Head. Pressure due to elevation of water. Equals 0.433 pounds per square inch (PSI) per foot of elevation. Back pressure. (Approximately 0.5 PSI is required to lift water 1 foot in elevation.)

Head Fire. A fire spreading or set to spread with the wind.

Head of a Fire. The most rapidly spreading portion of a fire’s perimeter, usually to the leeward or up slope.

Heavy Equipment Transport. Any ground vehicle capable of transporting a dozer, tractor or other heavy piece of equipment. Also called lowboy.

Heavy Fuels. Fuels of large diameter such as snags, logs or large limbwood which ignite and are consumed more slowly than flash fuels. Also called coarse fuels.

Held Line. All control line that still contains the fire when mop-up is completed. Excludes lost line, natural barriers not backfired and unused secondary lines.

Helibase. The main location within the general incident area for parking, fueling, maintenance and loading of helicopters. It is usually located at or near the incident base.

Helibase Crew. A crew of individuals who may be assigned to support helicopter operations.

GLOSSARY C-9 June 2006 ICS FOG

Helicopter Tender. A ground service vehicle capable of supplying fuel and support equipment to helicopters.

Helispot. A natural or improved location intended for temporary use where a helicopter can take off and land. Some helispots may be used for temporary retardant loading.

Helitack. The utilization of helicopters to transport crews, equipment and fire retardants or suppressants to the fireline during the initial stages of a fire. The term also refers to the crew that performs helicopter management and attack activities.

Helitack Foreman. A supervisory firefighter trained in the tactical use of helicopters for fire suppression.

Helitanker. A helicopter equipped with a fixed tank or a suspended bucket-type container, Air Tanker Board Certified, capable of aerial delivery of a minimum of 1,100 gallons of water, retardant or foam.

Holdover Fire. A fire that remains dormant for a considerable time. Also called sleeper fire.

Hose Lay. Arrangement of connected lengths of fire hose and accessories on the ground, beginning at the first pumping unit and ending at the point of water delivery.

Hot Spot. A particularly active part of a fire.

Hot-Spotting. Checking the spread of fire at points of more rapid spread or special threat. Is usually the initial step in prompt control, with emphasis on first priorities.

Hotshot Crew. Intensively trained fire crew used primarily in hand line construction (Type 1).

Incendiary Fire. A wildfire willfully ignited by anyone to burn, or spread to, vegetation or property without consent of the owner or his/her agent.

Incident. An occurrence, either human-caused or natural phenomena, that requires action or support by emergency service personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident Action Plan (lAP). Contains objectives reflecting the overall incident strategy and specific tactical actions and supporting information for the next operational period. The plan may be oral or written. When written, the Plan may have a number of attachments including: incident objectives, organization assignment list, division assignment, incident radio communication plan, medical plan, traffic plan, safety plan and incident map. Formerly called shift plan.

Incident Base. Location at the incident where the primary logistics functions are coordinated and administered. (Incident name or other designator will be added to the term "Base.”) The Incident Command Post may be co-located with the Base. There is only one Base per incident.

GLOSSARY C-10 June 2006 ICS FOG

Incident Command Post (ICP). That location at which the primary command functions are executed and usually co-located with the incident base or other incident facilities.

Incident Command System (ICS). The combination of facilities, equipment, personnel, procedures and communications operating within a common organizational structure with responsibility for the management of assigned resources to effectively accomplish stated objectives pertaining to an incident. It is specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries.

Incident Objectives. Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable yet flexible enough to allow for strategic and tactical alternatives.

Indirect Attack. A method of suppression in which the control line is located some considerable distance away from the fire's active edge. Generally done in the case of a fast- spreading or high-intensity fire and to utilize natural or constructed or fuelbreaks and favorable breaks in the topography. The intervening fuel is usually backfired but occasionally the main fire is allowed to burn to the line, depending on conditions.

Infrared (IR). A heat detection system used for fire detection, mapping and hot spot identification.

Infrared (IR) Groundlink. A capability through the use of a special mobile ground station to receive air to ground infrared imagery for interpretation.

Initial Attack. The actions taken by the first resources to arrive at a wildfire or other incident to protect lives and property and prevent further extension of the Incident.

Intelligence Officer. Responsible for managing internal information, intelligence and operational security requirements supporting incident management activities. These may include information security and operational security activities as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information or export-controlled information) is handled in a way that not only safeguards the information, but also ensures that it gets to those who need access to it to perform their missions effectively and safely.

Jump Spot. Selected landing area for .

Jurisdictional Agency. The agency having land and resource management responsibility for a specific geographical or functional area as provided by federal, state or local law.

Knock Down. To reduce the flame or heat on the more vigorously burning parts of a fire edge.

Lead Plane. Aircraft with pilot used to make trial runs over the target area to check wind, smoke conditions, topography and to lead air tankers to targets and supervise their drops.

GLOSSARY C-11 June 2006 ICS FOG

Leapfrog Method. A system of organizing workers in fire suppression in which each crew member is assigned a specific task such as clearing or digging fireline on a specific section of control line and when that task is completed passes other workers in moving to a new assignment.

Litter. The top layer of forest floor composed of loose debris of dead sticks, branches, twigs and recently fallen leaves or needles; little altered in structure by decomposition.

Lookout. (1) A person designated to detect and report fires from a vantage point. (2) A location from which fires can be detected and reported. (3) A fire crew member assigned to observe the fire and warn the crew when there is danger of becoming trapped.

LCES Checklist. In the wildland fire environment, Lookouts, Communications, Escape Routes, Safety Zones (LCES) is key to safe procedures for firefighters. The elements of LCES form a safety system used by firefighters to protect themselves. This system is put in place before fighting the fire: select a lookout or lookouts, set up a communication system, choose escape routes and select a safety zone or zones.

Mayday. (1) An international distress signal for aeronautical and nautical emergencies. (2) An announcement that an emergency now exists followed by a description of the situation, location and needs.

Message Center. The Message Center is part of the Communications Center and is collocated or placed adjacent to it. It receives, records and routes information about resources reporting to the incident, resource status and administration and tactical traffic.

Mobilization Center. An off incident location at which emergency service personnel and equipment are temporarily located pending assignment, release or reassignment.

Modular Airborne Firefighting System (MAFFS). A manufactured unit consisting of five interconnecting tanks, a control pallet and a nozzle pallet with a capacity of 3,000 gallons designed to be rapidly mounted inside an unmodified C-130 (Hercules) cargo aircraft for use in cascading retardant chemicals on .

Mop-Up. Extinguishing or removing burning material near control lines, felling snags and trenching logs to prevent rolling after an area has burned to make a fire safe or to reduce residual smoke.

Multi-Agency Coordination (MAC). A generalized term which describes the functions and activities of representatives of involved agencies and/or jurisdictions who come together to make decisions regarding the prioritizing of incidents and the sharing and use of critical resources. The MAC organization is not a part of the on-scene ICS and is not involved in developing incident strategy or tactics.

National Wildfire Coordinating Group (NWCG). A group formed under the direction of the Secretaries of Interior and Agriculture to improve the coordination and effectiveness of wildland fire activities and provide a forum to discuss, recommend appropriate action or resolve issues and problems of substantive nature.

GLOSSARY C-12 June 2006 ICS FOG

Net Value Change (NVC). The sum of the changes in the value of natural resources affected by a fire. The basis for computing NVC is each resource's fire-induced value change (pluses and minuses) as computed and expressed on a per unit basis.

NOAA Weather Station. A mobile weather data collection and forecasting facility (including personnel) provided by the National Oceanic and Atmospheric Administration which can be utilized within the incident area.

Normal Fire Season. (1) A season when weather, fire danger and number and distribution of fires are about average. (2) Period of the year that normally comprises the fire season.

Operational Period. The period of time scheduled for execution of a given set of operation actions as specified in the Incident Action Plan. Operational Periods can be of various lengths although usually not over 24 hours.

Operations Coordination Center (OCC). The primary facility of the Multi-Agency Coordination System. It houses the staff and equipment necessary to perform the MACS functions.

Orthophoto Maps. Aerial photographs corrected to scale so that geographic measurements may be taken directly from the prints. They may contain graphically emphasized geographic features and may be provided with overlays of such features as: water systems, important facility locations, etc.

Out-of-Service Resources. Resources assigned to an incident but unable to respond for mechanical, rest or personnel reasons.

Overhead Personnel. Personnel who are assigned to supervisory positions which include Incident Commander, Command Staff, General Staff, Directors, Supervisors and Unit Leaders.

Paracargo. Anything intentionally dropped, or intended for dropping, from any aircraft by parachute, by retarding devices or by free fall.

Patrol. (1) To travel over a given route to prevent, detect and suppress fires. (2) To go back and forth vigilantly over a length of control line during and/or after construction to prevent breakovers, suppress spot fires and extinguish overlooked hot spots. (3) A person or group of persons who carry out patrol actions.

Patrol Unit. Any light, mobile unit with limited pumping and water capacity.

Personnel Accountability. The ability to account for the whereabouts and welfare of personnel. It is accomplished when supervisors ensure that ICS principles and processes are functional and personnel are working within these guidelines.

Personnel Accountability Report (PAR). A report up the chain of command to confirm personnel accountability and location of all members of a work group.

GLOSSARY C-13 June 2006 ICS FOG

Planning Meeting. A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. On larger incidents the planning meeting is a major element in the development of the Incident Action Plan.

Plow Line. Fireline constructed by a fire plow usually drawn by a tractor or other motorized equipment.

Prescribed Burning. Controlled application of fire to wildland fuels in either their natural or modified state under specified environmental conditions which allows the fire to be confined to a predetermined area and produce the fire behavior and fire characteristics required to attain planned fire treatment and resource management objectives.

Presuppression. Activities in advance of fire occurrence to ensure effective suppression action. Includes planning the organization, recruiting and training, procuring equipment and supplies, maintaining fire equipment and fire control improvements and negotiating cooperative and/or mutual aid agreements.

Progressive Hose Lay. A hose lay in which double shutoff wye (Y) valves or “Tee inline valves (water thief)” are inserted in the main line at intervals and lateral lines are run from the wye (tees) to the fire edge, thus permitting continuous application of water during extension of the lay.

Progressive Method of Line Construction. A system of organizing workers to build fireline in which they advance without changing relative positions in line.

Protection Boundary. The exterior perimeter of an area within which a specified fire agency has assumed a degree of responsibility for wildland fire control. It may include land in addition to that for which the agency has jurisdiction or contractual responsibility.

Radio Cache. A cache may consist of a number of portable radios, a base station and in some cases a repeater stored in a predetermined location for dispatch to incidents.

Rapid Intervention Team (RIT). A crew or company designated to standby in a state of readiness to perform a rescue effort of firefighters.

Rate of Spread. The relative activity of a fire in extending its horizontal dimensions. It is expressed as rate of increase of the total perimeter of the fire, as rate of forward spread of the fire front or as rate of increase in area depending on the intended use of the information. Usually it is expressed in chains or acres per hour for a specific period in the fire's history.

Reburn. (1) Repeat burning of an area over which a fire has previously passed but left fuel that later ignites when burning conditions are more favorable; (2) An area that has reburned.

Recorder. Person assigned to record information. May be utilized by any ICS position having need.

Reinforced Response. Those resources requested in addition to the initial response.

GLOSSARY C-14 June 2006 ICS FOG

Relative Humidity (RH). The ratio of the amount of moisture in the air to the maximum amount of moisture that air would contain if it were saturated. The ratio of the actual vapor pressure to the saturated vapor pressure.

Reporting Locations. Any one of six facilities/locations where incident assigned resources may check-in. The locations are: Incident Command Post - Resources Unit, Base, Camp, Staging Area, Helibase or Division/Group Supervisor for direct line assignments. (Check-in at one location only.)

Rescue Medical. Any staffed ground vehicle capable of providing medical services.

Resistance to Control. The relative difficulty of constructing and holding a control line as affected by resistance to line construction and by fire behavior. Also called difficulty of control.

Resistance to Line Construction. The relative difficulty of constructing control line as determined by the fuel, topography and soil.

Resources. (1) Personnel, equipment, services and supplies available, or potentially available, for assignment to incidents. Personnel and equipment are described by kind and type, e.g., ground, water, air and may be used in tactical, support or overhead capacities at an incident. (2) The natural resources of an area such as timber, grass, watershed values, recreation values and wildlife habitat.

Responder Rehabilitation. Also known as “rehab”; resting and treatment of incident personnel who are suffering from the effects of strenuous work and/or extreme conditions.

Risk. (1) The chance of fire starting as determined by the presence and activity of causative agents. (2) A causative agent. (3) A number related to the potential number of firebrands to which a given area will be exposed during the rating day.

Rough. The accumulation of living and dead ground and understory vegetation, especially grasses, forest litter and draped dead needles sometimes with addition of underbrush such as palmetto, gallberry and wax myrtle. Most often used for southern pine types.

Running Fire. Behavior of a fire spreading rapidly with a well-defined head.

Safety Zone. An area cleared of flammable materials used for escape in the event the line is outflanked or in case a spot fire causes fuels outside the control line to render the line unsafe. In firing operations, crews progress so as to maintain a safety zone close at hand allowing the fuels inside the control line to be consumed before going ahead. Safety zones may also be constructed as integral parts of fuel breaks; they are greatly enlarged areas which can be used with relative safety by firefighters and their equipment in the event of blowup in the vicinity.

Scorch Height. Average heights of foliage browning or bole blackening caused by a fire.

Scratch Line. An unfinished preliminary control line hastily established or constructed as an emergency measure to check the spread of fire.

GLOSSARY C-15 June 2006 ICS FOG

Secondary Line. Any fireline constructed at a distance from the fire perimeter concurrently with or after a line already constructed on or near to the perimeter of the fire. Generally constructed as an insurance measure in case the fire escapes control by the primary line.

Section. That organization level having functional responsibility for primary segments of incident operations such as: Operations, Planning, Logistics and Finance/Administration. The Section level is organizationally between Branch and Incident Commander.

Segment. A geographical area in which a task force/strike team leader or supervisor of a single resource is assigned authority and responsibility for the coordination of resources and implementation of planned tactics. A segment may be a portion of a division or an area inside or outside the perimeter of an incident. Segments are identified with Arabic numbers, i.e., A-1 and are not to be used as radio designators.

Simple Hose Lay. A hoselay consisting of consecutively coupled lengths of hose without laterals. The lay is extended by inserting additional lengths of hose in the line between pumps and nozzle. Also called single hose lay.

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

Slash. Debris resulting from such natural events as wind, fire or snow breakage; or such human activities as road construction, logging, pruning, thinning or brush cutting. It includes logs, chunks, bark, branches, stumps and broken understory trees or brush.

Slash Disposal. Treatment of slash to reduce fire hazard or for other purposes. (Preferred to Brush Disposal.)

Smokejumper. A specifically trained and certified firefighter who travels to wildland fires by aircraft and parachutes to the fire.

Smoldering. A fire burning without flame and barely spreading.

Snag. A standing dead tree or part of a dead tree from which at least the leaves and smaller branches have fallen. Often called a stub if less than 20 feet tall.

Span of Control. The supervisory ratio of from three-to-seven individuals with five-to-one being established as optimum.

Speed of Attack. Elapsed time from origin of fire to arrival of the first suppression force.

Spot Burning. A modified form of broadcast slash burning in which the greater accumulations of slash are fired and the fire is confined to these spots. Sometimes called "Jackpot Burning" or "Jackpotting.”

Spot Fires. Fire ignited outside the perimeter of the main fire by a firebrand.

Spotting. Behavior of a fire producing sparks or embers that are carried by the wind and which start new fires beyond the zone of direct ignition by the main fire.

GLOSSARY C-16 June 2006 ICS FOG

Spread Component. Part of the National Fire Danger Rating System (NFDRS). A rating of the forward rate of spread of a head fire.

Staging Area. Locations set up at an incident where resources can be placed while awaiting a tactical assignment on a three (3) minute available basis. Staging Areas are managed by the Operations Section.

Standby Members. Two members/personnel who remain outside the hazard area during the “initial stages” of an incident. The standby members shall be responsible for maintaining a constant awareness of the number and identity of members operating in the hazardous area, their location and function and time of entry. The standby members shall remain in radio, visual, voice or signal line communications with the team (NFPA 1500 6-4.4).

Strategy. The general plan or direction selected to accomplish incident objectives.

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

Strip Burning. (1) Burning by means of strip firing. (2) In hazard reduction, burning narrow strips of fuel and leaving the rest of the area untreated by fire.

Strip Firing. Setting fire to more than one strip of fuel and providing for the strips to burn together. Frequently done in burning out against a wind where inner strips are fired first to create drafts which pull flames and sparks away from the control line.

Suppressant. An agent that extinguishes the flaming and glowing phases of combustion by direct application to the burning fuel.

Suppression. All the work of extinguishing or confining a fire beginning with its discovery.

Suppression Crew. Two or more firefighters stationed at a strategic location for initial action on fires. Duties are essentially the same as those of individual firefighters.

Surface Fire. Fire that burns loose debris on the surface which include dead branches, leaves and low vegetation.

Tactics. Deploying and directing resources on an incident to accomplish the objectives designated by strategy.

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.

Technical Specialists. Personnel with special skills who are activated only when needed. Technical Specialists may be needed in the areas of fire behavior, water resources, environmental concerns, resource use and training areas.

Test Fire. A prescribed fire set to evaluate such things as fire behavior, detection performance and control measures.

GLOSSARY C-17 June 2006 ICS FOG

Tractor Plow. Any tractor with a plow for constructing fireline by exposing mineral soil. Also as a resource for typing purposes a tractor plow includes the transportation and personnel for its operation.

Trench. A small ditch often constructed below a fire on sloping ground (undercut or underslung line) to catch rolling material.

Type. Refers to resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., than would be found in a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task.

Undercut Line. A fireline below a fire on a slope. Should be trenched to catch rolling material. Also called underslung line.

Unified Command. In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, responsibility or accountability.

Unit. That organization element having functional responsibility for a specific incident planning, logistic or finance activity.

Watershed Rehabilitation. Also known as “rehab”; restoration of watershed to as near as possible its pre-incident condition or to a condition where it can recover on its own.

Water Tender. Any ground vehicle capable of transporting specified quantities of water.

Wet Water. Water with added chemicals called wetting agents that increase water's spreading and penetrating properties due to a reduction in surface tension.

Wetting Agent. A chemical that when added to water reduces the surface tension of the solution and causes it to spread and penetrate exposed objects more effectively than the untreated water.

Wildfire. A fire occurring on wildland that is not meeting management objectives and thus requires a suppression response.

Wildland. An area in which development is essentially nonexistent except for roads, railroads, power lines and similar transportation facilities. Structures, if any, are widely scattered.

Withdraw. The orderly retreat from a hazardous area or structure with all hose, tools and equipment.

GLOSSARY C-18 June 2006