Ottawa Fire Services
Standard Operating Procedure
CLASSIFICATION # SOP FI 03.1-2003 Fire Operations- Incident Management
Incident Management System – Revised
SUBJECT
Fire Chief
AUTHORITY
Policy
Ottawa Fire Services (OFS) supports a consistent approach to Incident Management that
provides for the effective management of personnel and resources at an incident scene and
establishes strong, direct, and visible Command from the onset of an emergency incident. The
Incident Management System shall be applied to all Ottawa Fire Services (OFS) emergency
response calls, training exercises and any other potentially hazardous situations.
Incident Management Objectives:
The objectives of the Incident Management System (IMS) are to:
•
•
•
•
•
establish an effective and functional organizational structure outlining the management of
personnel, resources, activities, and responsibilities at an incident;
ensure that a strong, direct and visible Command is established as early as possible in the
operation;
fix the responsibility for command of the incident on a specific Ottawa Fire Services
individual depending on the arrival sequence of personnel;
provide a process for the orderly transfer of command to subsequent arriving senior
officers;
provide a system to process information, which will support Incident Management,
planning and decision-making
Incident Command
Incident Command is embodied in the person acting as the Incident Commander (IC) on scene at
the emergency incident. Incident Command activates standardized procedures to achieve the
objectives of Incident Management and to accomplish the strategic performance goals of the
Ottawa Fire Services.
Tactical Priorities
Tactical Priorities must be addressed in priority order. It is understood that the following 3 points
reflect the priorities of the incident.
The IC focuses available resources on the highest priority until that priority is completed or until
there is no reasonable expectation that it can be achieved.
Life
Incident
Property
Rescue persons, remove endangered occupants and treat the injured.
Control / stabilize the incident.
Conserve property and protect the environment.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
SOP FI 03.1-2003 Incident Management System – Revised
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Standard Operating Procedure
Consideration for the safety, accountability and welfare of all personnel at the scene is most
important, and must be ongoing throughout the incident.
Risk Assessment and Management Principles
The Incident Commander is responsible for Risk Management in the determination of Tactical
Objectives. Risk Management Principles shall form the basis of Tactical Decisions at every
level of the Incident Management Organization.
The guiding Risk Management Principles are:
•
Activities that present a significant risk to the safety of personnel shall be limited to the
situations where there is the potential to save endangered lives.
•
An inherent risk to the safety of personnel is recognized in activities that are routinely
employed to protect property. These risks shall be recognized and actions shall be taken to
reduce or avoid them.
•
No risk to the safety of personnel is acceptable when there is no possibility to save lives or
property.
Safety
The Incident Commander’s priority responsibility on the emergency scene is seeing to the safety
and well being of emergency personnel. Implementation of an incident scene accountability
system, deployment of dedicated Rapid Intervention Team(s), utilizing a Safety Officer and the
establishment of responder rehabilitation operations shall be routinely applied based on the needs
of the incident.
Organization Hierarchy
The IMS organizational structure develops in a modular form based upon the nature, complexity
and size of an incident. The organization’s staff builds from the top down, with responsibility
and performance placed initially with the IC. The specific organizational structure for any given
incident will be based upon its management needs. If one individual can simultaneously manage
all major functional areas, a larger command organization is not required. When a function
requires dedicated management, a manager is assigned that responsibility.
IMS shall be used on any size or kind of incident. The change in using IMS on a larger incident
rather than a small incident is the level of growth of the basic emergency management
organization to meet the increased needs. The full establishment of IMS is an extension of the
basic incident organization. The decision to expand the organization will be that of the IC when
the determination is made that the initial attack will be insufficient.
Post Incident Analysis and Evaluation
The Incident Commander is responsible for conducting an analysis and evaluation of the
emergency response after each incident.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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Standard Operating Procedure
Purpose
To standardize Incident Management and ensure a consistent approach to decision-making and
incident priorities. The Incident Management System exists to provide for the safety,
accountability, and welfare of personnel throughout the incident, while working to contain and
minimize loss in accordance with risk management principles.
Scope
All OFS personnel
Procedure
Functions of the Incident Commander
1.0
1.1
The Incident Commander is responsible for the overall direction and management of the
emergency response at the incident and shall:
1. assume, confirm, and announce Command and take an effective operating
position;
2. evaluate the situation rapidly - size-up;
3. initiate, maintain, and control the communications process at the scene;
4. identify the overall strategy, develop a plan, and assign staff as required in
accordance with risk assessment and management principles;
5. request additional resources to match the current and predicted needs of the
incident;
6. develop an effective emergency scene organization;
7. provide tactical objectives to personnel;
8. review, evaluate, and revise as needed, the incident action plan;
9. provide for the continuity, transfer, and termination of Command;
10. provide for the support of victims and public as required;
11. provide spokesperson / communication services to the media when appropriate.
The first six functions must be addressed immediately from initial assumption of
Command.
2.0
Establishing Command
2.1
The first arriving suppression member initiates the Command process and shall:
•
•
Use the radio designation "Command" along with the geographic location of the
incident. This radio designation will not change throughout the duration of the
incident.
(For example. “St.-Laurent Command” or “Dwyer Hill Road Command” etc.).
Transmit a brief initial radio report which shall include:
- designation of the company or member arriving on scene;
- a brief description of the incident situation;
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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•
•
•
- obvious conditions;
- assumption and identification of Command;
- a request or release of resources as required.
Size up the incident and transmit a second radio report to dispatch which shall
include:
- a more detailed description of the incident situation;
- declaration of strategy; ( e.g., “offensive” or “defensive” for a fire incident)
- declaration of mode (Investigation Mode, Fast Attack Mode, Command
Mode)
- any obvious safety concerns;
- brief description of action taken;
- a request for or release of resources as required.
Build a Command structure to respond to the needs of the incident.
If at a Command Post or in Command Mode, start a tactical worksheet.
3.0
Transfer of Command Principles
3.1
The initial IC shall remain in command until Command is transferred or the incident is
stabilized or terminated.
3.2
The first officer to arrive on scene shall assume Command.
3.3
Command shall not be transferred to an Officer who is not on the scene.
3.4
Arrival of a higher-ranking member does not necessarily mean that Command has been
transferred to the higher-ranking member.
3.5
The IC may request to transfer Command to a higher-ranking member or officer at any
time during the incident.
3.6
The first arriving Ottawa Fire Services Suppression Chief Officer (District Chief Level
or higher) shall assume Command. A stationary Command Post shall be established by
the first Chief Officer commanding an incident.
3.7
Higher-ranking Chief Officers upon arrival shall report to the Incident Commander.
They may elect to have a subordinate Chief Officer continue the role of IC. The ranking
Chief Officer must determine that the Incident Commander is aware of the position and
function of operating companies and the general status of the situation. In these cases,
the arriving ranking Chief Officer may assume a supportive role in the overall Command
function. The ranking Chief Officer has responsibility for the incident by virtue of being
involved in the command process.
3.8
As the incident “winds down” Command is transferred from senior officers to
subordinate members in accordance with the same transfer principles.
3.9
Prior to leaving the scene, the IC shall, if needed, establish who outside of Ottawa Fire
Services has responsibility for the incident scene and transmit this information to
Dispatch.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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Standard Operating Procedure
3.10
An incident is terminated when the IC determines that OFS services are no longer
needed and announces incident termination by radio to the dispatcher.
4.0
Transfer of Command Procedure
4.1
The person assuming Command shall:
•
communicate with the current Incident Commander being relieved, either face to face
or by radio; face to face is the preferred method of Command transfer;
•
transmit a brief update to dispatch and confirm Command assumption;
•
reassign the person based on the needs of the incident.
4.2
The person being relieved of Command shall:
•
•
•
Brief the member/officer assuming Command indicating at least the following:
- The general situation status;
- Deployment and assignment of personnel;
- Appraisal of needs for additional resources at that time.
- Progress toward completion of tactical objectives
- Safety considerations
Review the tactical worksheet with the member/officer assuming Command
Assume the role requested by the new Incident Commander.
•
5.0
Initial Command Modes
5.1
The initial Incident Commander must choose an appropriate commitment for response
personnel. If the initial IC has tactical capabilities such as a vehicle with appropriate
equipment and personnel, he has three Command Options depending on the situation.
Investigative Mode:
The situation on scene requires some investigation. The Incident Commander goes with
personnel to investigate and uses a portable radio to command the incident. Unless
otherwise ordered by the IC, first arriving Companies or Crews shall proceed with initial
activities as per SOPs .
Fast Attack Mode:
The situation on scene requires immediate action to stabilize the incident. The Incident
Commander’s assistance, direct involvement in the attack, and supervision of personnel
is needed. A portable radio is used to command the incident. This Mode of Command
should last only a few minutes. Examples of fast attack situations include:
5.2
5.3
•
•
•
•
offensive fire attacks;
critical life safety situations and where rescues must be achieved in a compressed
time;
any incident where the safety and welfare of firefighters are a major concern;
obvious working incidents that require further investigation by the Incident
Commander.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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Standard Operating Procedure
Fast Attack Mode should last only a few minutes and shall end with one of the
following:
•
•
•
5.4
5.5
Situation is stabilized.
Situation is not stabilized and the Incident Commander must withdraw and establish
a stationary command post.
Command is transferred to another member who is in a safer or more effective
position to assume Command Mode.
Command Mode:
Certain incidents, by virtue of their size, complexity, or potential for rapid expansion,
require immediate, strong, direct, overall command. The Incident Commander assumes
an exterior, safe, effective, and stationary command position. Where possible, efforts
should be directed towards establishing a command post in a vehicle, which provides
appropriate workspace, lighting, communications equipment, materials, reference items
and limited isolation from distractions. As soon as possible, a tactical worksheet shall be
used to organize information.
If the IC selects the Command Mode the following options are available for the
remaining members:
•
•
•
The IC may direct the remaining members into action. One member shall serve as a
Crew Leader and shall be provided with a portable radio. The collective and
individual capabilities and experience of the crew will regulate this action. Interior
crews must consist of a minimum of two persons.
The IC may assign the members to work under the supervision of another Crew. In
such cases the IC must communicate with the officer of the other Crew, and indicate
the assignment of the personnel.
The IC may elect to assign the members to perform staff functions to assist
Command.
5.6
If the initial IC is without tactical capabilities upon arrival, he shall establish a stationary
Command Post.
6.0
Command Organization
The Command organization must develop at a pace that stays ahead of the tactical
deployment of personnel and resources.
6.1
Strategic Level:
The strategic level involves the overall Command of the incident. The Incident
Commander operates at this level to effectively manage the incident, set strategic goals
and assign tactical objectives and resources to personnel. At complex incidents the IC
may delegate some strategic responsibilities. Strategic level responsibilities include:
1. determining the appropriate strategy; (e.g., for structural fires: offensive or
defensive; for rescues: victim rescue or body recovery)
2. establishing overall incident objectives;
3. setting tactical priorities;
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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4.
5.
6.
7.
developing an incident action plan;
obtaining and allocating human and physical resources;
predicting outcomes and planning;
assigning objectives to the tactical level.
6.2
Tactical Level:
The tactical level involves the direct supervision of operational activities in specific
geographic areas or functions. Tactical level personnel direct activities towards specific
objectives. This level may be filled by the IC directly in basic and routine incidents. At
complex incidents, the IC may delegate this level to Sector or Branch Officers. If
delegated the tactical level assignment comes with the authority to make decisions and
assignments, within the boundaries of the overall plan and safety conditions
6.3
Task Level:
The task level refers to activities normally accomplished by individual crews /
companies or specific personnel. Task level is where the work is done by firefighters to
accomplish the tactical objectives. Task level activities are routinely supervised by Crew
Officers and Company Officers.
7.0
Command Structure
7.1
The Incident Commander must choose an appropriate Command Structure to respond to
the needs of the emergency situation. Three types of Command Structures are available.
Basic Incident:
A high percentage of emergency calls require the most basic Command Organization
where all three levels are combined. The IC determines the strategy and tactics, and
supervises the Company or Crew doing the task. Examples: a single company responds
to a small dumpster fire; a Crew and Officer responds to a single patient medical call.
Officer is responsible for
Strategic and Tactical Level
and directs Tasks
Company
or
Crew
(figure 1)
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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Standard Operating Procedure
7.2
Routine Incident :
Routine incidents are situations that are small scale and simple in nature. They usually
involve a small number of Companies or Crews, and therefore require a streamlined
Command Organization. The Command Structure used for routine incidents requires
only two levels. Command combines the Strategic and Tactical levels and the IC
assumes both levels of responsibility. Personnel report directly to Command and operate
at the Task Level as directed.
Strategic/Tactical
Task
Pump
Crew
Command
Pump
Crew
Truck
Crew
(figure 2)
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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7.3
Complex Incident:
Large scale or complex incidents require a more comprehensive Command Structure.
The IC assigns Companies or Crews to work in Sectors based on the function needed or
the geography of the area of the incident.
Command
Strategic Level
Command Staff
Tactical Level
Task Level
Assistant
Safety
Sector
Sector
Sector
Company
or
Crew
Company
or
Crew
Company
or
Crew
Company
or
Crew
Company
or
Crew
Company
or
Crew
Company
or
Crew
Company
or
Crew
Company
or
Crew
(figure 3)
If the emergency situation escalates and the span of control requires additional resources,
the Incident Commander shall expand the Command Structure to include Branches
and/or Sections.
Command Staff positions (i.e. Safety, Assistants, Liaison etc.), provide support to
Command and may be assigned to work at the Command Post or other locations.
Expansion beyond Sectors may be Branch(es), Section(s) or both.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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7.4
Branch Expansion:
Branches generally operate at the tactical level.
Command
Assistant(s)
Safety
Evacuation
Branch
Fire Branch
Sector
Sector
Sector
Sector
Sector
Sector
(figure 4)
7.5
Section Expansion:
Sections generally operate at the strategic level.
Command
Assi stant(s)
Safety
Li ai son
Pl anni ng
Secti on
Operati ons
Secti on
Sector
Sector
Logi sti cs
Secti on
Sector
(figure 5)
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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Standard Operating Procedure
7.6
Section and Branch Expansion
Command
Safety
Assistant(s)
Liaison
Operations Section
Planning Section
Staging
Sector
Fire Branch
Logistics
Section
Supply
Sector
Medical
Branch
Sector
Sector
Sector
Sector
Sector
Sector
(figure 6)
The examples showed are to illustrate the command structure. The
structure established at each incident will be decided by the Incident
Commander based on the needs of the particular incident.
7.7
Span of Control:
Span of Control: refers to the number of resources that can be effectively managed by an
individual. The accepted range of resource supervision in Ottawa Fire Services is
between 3 and 7 with 5 being the usual maximum. (Resources could be Individuals,
Companies or Crews, Sectors, Branches or Sections, or Command staff, depending on
the Supervisor’s level.)
7.8
Designating Sectors:
Designating Sectors divides the incident into more manageable units. Responsibilities
are assigned to Sectors for areas or functions depending on the needs of the incident. The
safety of fire fighting personnel represents the major reason for establishing sectors.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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(See Figure 3.)
The Incident Commander assigns sectors when:
1. the number of assigned Companies/Crews threatens to overload the ability to
command effectively;
2. personnel (Companies/Crews) are operating from isolated tactical positions
which Command has little or no direct control over (e.g., personnel are out of
sight);
3. a routine operation is predicted to expand and exceed Command’s span of
control;
4. dangerous conditions exist and/or the situation presents complex operations or
special hazards and close control is required over operating Crews or Companies;
such as unstable structural conditions, hazardous materials, heavy fire load,
marginal offensive situations.
7.9
Sectors are supervised by a Sector Officer. A Sector Officer can be any member of
Ottawa Fire Services designated by the Incident Commander. Operational Sectors,
working in the Hazard Control Zones, shall be supervised by suppression members only.
7.10
Command provides each Sector Officer:
1. tactical objectives;
2. a radio designation; and
3. the identity of resources assigned to the sector;
4. an overview of the Incident Action Plan, as time permits.
7.11
Command shall:
•
give the sector designation and location when assigning personnel to a Sector;
•
inform the Sector Officer when additional personnel have been assigned to the
Sector.
7.12
Sector Officers:
Sector Officers work at the tactical level and are responsible for and in control of, all
functions within their designated Sector.
Sector Officers shall:
1. complete objectives and tactical priorities assigned by Command;
2. account for all assigned personnel;
3. ensure that operations are conducted safely;
4. monitor work in progress;
5. redirect activities as necessary;
6. coordinate actions with related activities, and adjacent Sectors;
7. monitor welfare of assigned personnel;
8. request additional resources as needed;
9. provide Command with essential and frequent progress reports;
10. reallocate resources within the sector.
7.13
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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Standard Operating Procedure
8.0
Expanding the Organization
8.1
As a small incident escalates into a major incident, the immediate need of the IC is
support. The organization may be expanded by implementing Branches and Sections and
the involvement of fire officers and staff personnel to fill Command and General Staff
positions. Section level positions can be implemented any time based on the needs of the
incident.
8.2
Designating Branches:
Designating Branches further subdivides a major large scale or complex incident into
more manageable units by regrouping related sectors or functions. Branch Officers can
provide tactical level support to Command. Refer to Figure 4.
8.3
Operational Branch Officers report either to the Incident Commander or Operations
Officer. Section Officers may also sub-divide their sections and allocate functional
responsibilities to Branch Officers. Branches are established for the following reasons:
1.
2.
3.
4.
5.
6.
8.4
span of control;
worsening conditions;
distinctly different operations [e.g., medical, fire, evacuation];
multi-jurisdictional [e.g., fire departments from two counties];
the need to reduce the overall amount of radio communications
improve the safety for fire fighting personnel.
Branch Officers:
Branch Officers work at the tactical level and are responsible for and in control of all
functions within their designated Branch (functional and/or geographic responsibilities)
and shall:
1. complete objectives and tactical priorities assigned by Command;
2. account for all assigned personnel;
3. ensure that operations / functions are conducted safely;
4. monitor work in progress;
5. redirect activities as necessary;
6. coordinate actions with related activities, and adjacent Branches or Sectors;
7. monitor welfare of assigned personnel;
8. request additional resources as needed;
9. provide Command with essential and frequent progress reports;
10. re-allocate resources within their designated Branch.
8.5
Designating Sections
Designating Sections allows the Incident Commander who requires Strategic Level
Command support to subdivide functions of Command into four key areas. Planning,
Logistics and Finance/Administration can be delegated to any qualified members.
However, the Operations Section position shall be assigned to a qualified member of
Suppression.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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8.6
Operations Section
Operations is responsible for the direct management of all incident tactical activities, the
tactical priorities, and the safety and welfare of the personnel working in the Operations
Section.
The Operations Officer shall:
1.
2.
3.
4.
5.
6.
7.
8.
9.
8.7
coordinate incident activities with the Incident Commander;
prepare and implement the action plan;
assign resources to tactical level areas based on tactical objectives and priorities;
build and maintain an effective on scene Incident Management Organizational
Structure through the use of Sectors and/or Branches;
provide tactical objectives for the tactical level management units;
control staging and air operations;
provide for life safety;
determine needs and request additional resources;
consult with and inform, other Section Officers and Incident Command staff as
needed.
Planning Section
The Planning Officer is responsible for gathering, assimilating, analyzing, and
processing information needed for effective decision-making.
The Planning Officer shall:
1. report to the Incident Commander;
2. evaluate the current strategy and plan with the Incident Commander;
3. maintain sufficient resources and personnel;
4. refine and recommend any needed changes to the plan with Operations Section input;
5. evaluate the incident organization and span of control;
6. forecast possible outcomes;
7. evaluate future resource requirements;
8. utilize technical assistance as needed;
9. evaluate tactical priorities, specific critical factors and safety;
10. gather, update, improve, and manage situation status with a standard systematic
approach;
11. coordinate planning needs with any needed external agencies;
12. plan for incident demobilization;
13. maintain incident records.
8.8
Logistics Section
The Logistics Officer provides support for the Command organization. Logistics
provides services and support systems to all the organizational components involved in
the incident including facilities, transportation, supplies, equipment maintenance,
fueling, feeding, communications, and medical services including Responder Rehab.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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The Logistics Section shall:
1. report to the Incident Commander;
2. communicate and co-ordinate with other Section Officers;
3. provide for medical aid for incident personnel and manage Responder Rehabilitation;
4. coordinate immediate Critical Incident Stress debriefing function;
5. forecast and obtain future resource needs in collaboration with Planning Section;
6. provide for the communications plan and any needed communications equipment;
7. provide fuel and needed repairs for equipment;
8. obtain specialized expertise as per Command’s needs;
9. provide food and associated supplies;
10. provide for the provision, management and maintenance of any needed resources
and/or equipment;
11. provide any other logistical needs requested by the Incident Commander;
12. supervise personnel assigned to Logistics.
8.9
Finance / Administration Section
The Finance / Administration position is established on incidents when one or more
agencies involved have a specific need for financial services. Finance/Administration
will usually be activated only at large scale or long-term incidents.
The Finance/Administration Officer shall:
1. coordinate with Logistics to procure services and/or supplies from sources within and
outside Ottawa Fire Services or the Corporation as requested by the Incident
Commander;
2. document all financial costs of the incident;
3. document for possible cost recovery of services and/or supplies;
4. analyze and manage legal risk for incidents;
5. document for compensation and claims for injury;
6. obtain any and all needed incident documentation for potential cost recovery efforts.
8.10
On-going Command of Large Scale or Complex Incidents
As Sections are established, the Incident Commander is responsible to focus on the
strategic issues, overall strategic planning and other components of the incident and
shall:
•
•
•
•
•
•
review and evaluate the plan, and initiate any needed changes;
provide on-going review of the overall incident – the big picture;
select priorities;
provide direction to the Command Staff and Sector/Branch/Section Officers;
review the Organizational Structure, initiate change or expansion to meet incident
needs;
establish liaison with other internal agencies and officials, external agencies,
property-owners and/or tenants.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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9.0
Single and Unified Command
The Command functions within Incident Management System may be conducted in two
general ways at a complex incident:
•
•
9.1
Single Command
Unified Command
Single Command
Within the boundaries of the City of Ottawa and for all incidents that are the prime
responsibility of the Ottawa Fire Services, a Single Command will be used. The Incident
Commander shall have overall management responsibility for the incident. The IC may,
if the situation warrants, appoint Deputy Commanders to represent other agencies or
other jurisdictions where the incident requires close coordination with other agencies
within the City or between different jurisdictions.
9.2
Unified Command
For incidents involving more than one agency and for cross boundary incidents, Ottawa
Fire Services may participate in, or initiate, a Unified Command, if appropriate. In a
Unified Command Structure, the IC’s from each agency and/or jurisdiction should
jointly determine the objectives, strategy and priorities for the incident. Selection of the
Operations Officer for the incident should be made jointly by Unified Command.
10.0
Command Staff
10.1
Safety Officer
The Incident Safety Officer reports directly to Command and has full authority to alter,
suspend, or terminate any unsafe activities involving an imminent hazard at an
emergency incident. The Incident Safety Officer shall eliminate or control hazards,
unsafe conditions or operations that are not imminent hazards through the Incident
Commander. The Incident Safety Officer shall immediately notify Command of any
alteration, suspension or termination of activities.
As the incident increases in size or complexity, the Incident Commander can appoint
personnel into key activities, which are not part of the line organization. Specific
positions identified are:
10.2
Information Officer
•
•
10.3
Develops accurate and complete information regarding incident cause, size, current
situation, resources committed, and other matters of general interest;
May be designated by the Incident Commander as the point of contact for the media
and governmental agencies that desire information directly from the incident.
Liaison Officer
The Liaison Officer is a point of contact for representatives from other agencies whose
services may be needed at the incident.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
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10.4
Command Assistant (s)
Command Assistants can be a member, officer or chief officer. Responsibilities include
providing direct support to the Incident Commander and performing a wide range of
duties as assigned.
11.0
Staging
Staging refers to the use of a temporary stopping place where resources can be
assembled before they are engaged in the incident. The first company officer to arrive
assumes Command.
Incoming companies without predetermined assignments take up a staged position until
they receive orders from Command (or the Operations Officer, if an Operations Section
has been established). With regards to Staging, when an Operations Section has been
established, all references to “Command” shall be taken to mean “Operations Officer”
instead.
Staged personnel stand by their apparatus, turn off their warning lights unless needed for
safety and monitor their radios.
11.1
Level 1 Staging
Level 1 Staging is used primarily for basic and routine incidents in which Command
has not designated an official staging area. Arriving companies without
predetermined assignments stage in a position that gives them the most flexibility —
facing in the direction of travel, out of the block where the incident is taking place
(in an urban operation) or at a distance of 500 meters (for rural operations).
Companies notify Command of their arrival and location by radio, and stand by
uncommitted.
11.2
Level 2 Staging
Command initiates Level 2 Staging when large numbers of companies and apparatus
are required. It is established at a location away from the immediate area of the
incident but having good access to it. The location must be communicated by
Command to Dispatch. The purpose of implementing Level 2 Staging is to minimize
congestion at the emergency scene and non-essential radio traffic on fire ground
frequencies.
A Level 2 Staging Sector Officer is designated by Command to manage the Level 2
Staging area. The Level 2 Staging Sector Officer reports directly to Command.
Command should consider requesting a separate radio channel from Dispatch to be
used exclusively for communications between the Level 2 Staging Sector Officer,
Command and Dispatch. The radio designation “Level 2 Staging Sector” is used in
order to avoid possible confusion with internal staging at a high-rise incident or any
other use of the word “staging” in radio traffic.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
SOP FI 03.1-2003 Incident Management System – Revised
Page 17 of 21
Ottawa Fire Services
Standard Operating Procedure
Responding companies directed to a Level 2 Staging area report their arrival in
person to the Level 2 Staging Sector Officer. They do not book on location with
either Dispatch or Command. The Level 2 Staging Sector Officer advises Dispatch
of the arrival and departure of companies from the Level 2 Staging area, but only
updates Command if it is not possible to maintain the level of resources in Level 2
Staging area requested by Command.
Regardless of the level of staging in effect, replacement crews arriving at an incident
without apparatus must report to Command. Individual members arriving without
apparatus shall report to Accountability.
11.3
Staged personnel shall:
•
•
•
Stand-by their vehicles with Crew intact;
Turn warning lights off unless needed for safety;
Monitor radio frequencies.
12.0
Benchmarks
12.1
Benchmarks are achievement signals that a tactical priority has been completed and the
operation can go on to the next tactical priority. Sector Officers announce benchmarks at
the completion of each tactical priority within their Sector. The IC announces
benchmarks at the completion of a tactical priority for the incident. The incident Tactical
Priority changes when the IC announces a Benchmark.
Benchmark
Meaning
All Clear
Under Control
Primary Search Completed
Incident progression is stopped
(fire is not advancing)
Property conservation completed
Loss Stopped
13.0
Conflicting Orders
13.1
A Member who receives an order that conflicts with an order previously received shall
inform the individual giving the conflicting order that a conflict exists. If the individual
giving the conflicting order chooses not to rescind it, s/he shall inform the person who
gave the original order of the change as soon as possible.
14.0
Determining Hazard / Building Orientation at the Incident
Scene
14.1
14.2
External Orientation: (numbering the sides of the building)
The Incident Commander shall:
Issue Date: June 6, 2001
Last Revision: April 4, 2008
SOP FI 03.1-2003 Incident Management System – Revised
Page 18 of 21
Ottawa Fire Services
Standard Operating Procedure
•
•
•
•
•
Use a numbering system to identify the sides of a hazard/building;
Unless otherwise ordered by the IC, the front of the building (street address side)
shall be side 1.
Identify via radio message which side is to be considered Side 1 of the
Hazard/Building.
Designate numerically the other sides in a clockwise rotation from Side 1 to Side 2,
to Side 3, and so on.
Ensure that minor attached buildings, such as sheds, garages or extensions, are not to
be added to the numbering system of the main structure.
14.3
Exposure Orientation: (numbering the exposures)
14.4
The Incident Commander Shall:
•
Identify exposed buildings to the hazard or involved building as an exposure by
giving a number to the exposure that matches the side number of the hazard or
involved building.
(Example: the building next
to Side 2 of the hazard or
building is called Exposure 2)
Exposure
3
Side 3
Exposure
2
Side 2
Fire
B uilding
Exposure
4
Side 4
Side 1
Street Address
14.5
14.6
Row and Strip-Mall Orientation: (exposure orientation)
The Incident Commander shall:
•
Identify the adjacent residential or commercial row units as exposures to the hazard
or involved unit and give a number to the exposure that matches the side number of
the hazard or involved building as well as an alphabetic identifier starting with
Alpha, Bravo, Charlie etc.
(Example: The unit next to Side 2 of the involved unit is called Exposure 2-Alpha and
the next unit is Exposure 2-Bravo)
Issue Date: June 6, 2001
Last Revision: April 4, 2008
SOP FI 03.1-2003 Incident Management System – Revised
Page 19 of 21
Ottawa Fire Services
Standard Operating Procedure
Side 3
Side 2
Exposure
2-Bravo
Exposure
2-Alpha
Fire
Building
Exposure
4-Alpha
Exposure
4-Bravo
Side 4
Side 1
Street Address
14.7
Designating Quadrants:
The Incident Commander shall:
•
•
•
Use an Alpha, Bravo, Charlie, Delta system for identifying areas of large floors and
designating them into Quadrants.
Designate Alpha as the first Quadrant, which is defined as the corner of Side 1 and
Side 2.
Rotate in a clockwise direction from Alpha Quadrant with the second Quadrant
called Bravo, the third Quadrant called Charlie etc.
Side 3
Quadrant
Quadrant
14-Bravo
14-Charlie
Side 2
Side 4
Quadrant
Quadrant
14-Alpha
14-Delta
Side 1
Stre e t Addre s s
This diagram shows the Quadrant division for an incident on the 14th floor of a Highrise.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
SOP FI 03.1-2003 Incident Management System – Revised
Page 20 of 21
Ottawa Fire Services
Standard Operating Procedure
References and Related Areas Of Interest
Section 21 – Guidance Note # 11
NFPA 1561, Standard on Fire Department Incident Management System
NFPA 1561, Standard for Fire Department Safety Officer
(Original signed by Fire Chief Larabie)
R. Larabie
Fire Chief, Ottawa Fire Services Branch
Community and Protective Services
City of Ottawa
It is understood that this procedure may not address all circumstances. Conditions may exist that require
some type of deviation by the Incident Commander. Decisions should always be based on experience, the
safety of the public and the safety of Ottawa Fire Services personnel.
Issue Date: June 6, 2001
Last Revision: April 4, 2008
SOP FI 03.1-2003 Incident Management System – Revised
Page 21 of 21
SIGN OFF SHEET- STANDING OPERATING PROCEDURE
Ottawa Fire Services
SOP #:
FI 03.1-2003 Incident Management System - revised
A Platoon
Print Name
B Platoon
Signature
Print Name
Signature
Print Name
C Platoon
Print Name
Signature
D Platoon
(Please sign after reading above noted SOP)
Signature