KING COUNTY FIRE MODEL PROCEDURE
Section 17 – Fire Ground Practices
Adopted - 11/1/2008 Revised – 10/21/2020 1.0 PURPOSE
1.1 This model procedure is endorsed by the King County Fire Chiefs Association as
best practice for operations and training for all fire departments in King County.
1.2 The Incident Command System (ICS) is a standard, on-scene, all hazard incident
management system which allows the user to adopt an integrated organizational structure to meet the needs of a single or multiple unit
emergency. The National Incident Management System (NIMS) has established the standards for ICS to be used for everyday incident management.
1.3 To have a common means in which the King County fire departments
communicate on the fireground.
1.4 To provide a companion document that utilize “NIMS” as the adopted standard
of incident management, and to clarify components and descriptions of a complete incident management system.
Note: This procedure is designed to be adaptable to the changes in conditions and
operations encountered by fireground supervisors.
2.0 REFERENCES
2.1 Model Procedures Guide for Structural Firefighting – Second Edition
2.2 NIMS 100, 200, and 700
2.3 NFA Communication Model
2.4 King County Fire Model Procedure Section 10-Personnel Accountability
2.5 WAC 296.305
3.0 SIZE-UP AND FIRST ARRIVING RADIO GUIDELINES
3.1 NIMS/ICS shall be utilized on all incidents. The first fire department number or unit to arrive at the scene of a multiple unit response assumes command of the incident. The first arriving fire department unit initiates the command process by giving an initial radio report.
3.2 The first-arriving officer shall attempt to visualize all sides of the structure to assist in determining tactics and before committing interior crews.
3.3 The first-arriving fire department member or company officer initiates the command process by giving an initial radio report. The radio report should be concise and should include:
3.3.1 Designation of the company arriving on the scene.
3.3.2 A brief description of the building (e.g. building size and occupancy type, etc.).
3.3.3 A brief description of the problem (working fire, fire showing, smoke showing, etc.).
3.3.3.1 Working fire declaration as required.
3.3.4 Brief description of action to be taken (e.g. investigating) and strategy (e.g. offensive or defensive) and initiate command.
3.3.5 Articulate if a water supply is established or needs to be established by later arriving units.
3.3.6 Request for additional or release of resources as required. 3.3.7 Any obvious safety concerns.
4.0 FIREGROUND BENCHMARKS
4.1 Assignments within the ICS structure shall be announced over the radio to the dispatcher.
4.1.1 Examples of positions to be announced are Safety Officer, Divisions/Groups, and RIC/Standby Team.
4.2 Completion of applicable fireground tasks shall be announced to Division and/or Group Supervisors, the Incident Commander (IC) and/or
dispatcher. Examples include:
4.2.1 Establishment of Command. 4.2.2 Declaration of Strategy.
4.2.3 Establishment of Standby or RIC. 4.2.4 Transfer of Command.
4.2.5 Establishment of a Staging Area. 4.2.6 Establishment of a Command Post. 4.2.7 Water on the fire.
4.2.8 Fire under control. 4.2.9 Tapped fire. 4.2.10 Loss stopped.
4.2.12 Initiation of interior firefighting operations. The benchmark will be met when the IC gives an order to enter the IDLH. If there is a delay due to distance or set up, the crew will contact the IC when they enter the IDLH. 4.2.13 Individual units or teams, divisions and groups shall announce completion of
“primary” search with “nothing found.”
4.2.14 Individual units or teams, divisions and groups shall announce completion of “secondary” search with “nothing found.”
4.2.15 IC shall announce to dispatch “all clear” upon completion of secondary searches.
4.2.16 In the event that a victim is located, the report shall include number of victims, location, and additional resources if needed.
4.2.17 PAR (Personnel Accountability Report)
4.2.18 Change from one strategy to another (e.g. transition from offensive to a defensive fire attack or vice versa).
5.0 AIR MANAGEMENT
5.1 Crew members should maintain an awareness of their crews and their
own air status.
5.2 Air levels should be checked when entering a new area or going to a
new floor
5.3 Prior to entry, the company should identify an exit strategy.
5.3.1 Instill the mindset to begin transition out of operations when the air is at 2/3 tank capacity.
5.3.2 The objective is to be outside the IDLH atmosphere prior to the activation of the low air bell.
6.0 INCIDENT ACTION PLAN (IAP)
6.1 An IAP is an organized course of action developed to address all phases of
incident control.
6.2 The IAP must be completed and communicated in a time frame to
effectively manage the incident.
6.3 In the initial stage of an incident, the IAP may be articulated over the
radio. Eventually a tactical worksheet or written documentation shall be used. A formal written IAP may not be necessary for short-term routine operations.
6.4 The IAP is based upon the Incident Priorities:
6.4.2 Incident Stabilization: Minimize the effects by keeping the incident from escalating and bringing it under control.
6.4.3 Property Conservation: Protection of infrastructure, evidence, environment, and provide for recovery with resources provided.
6.4.4 Environmental Conservation: Protection of the environment from further damage.
6.5 To achieve these priorities, the IC must define the following:
6.5.1 Incident Objectives: Statements of guidance and direction that are achievable, measurable, and necessary for the selection of the appropriate strategy and the tactical direction of resources.
6.5.2 Strategy: The general plan or direction selected to accomplish incident objectives.
6.5.3 Tactics: Through on-scene resources, the deploying and directing of resources on an incident to accomplish the objectives designated by current incident strategy.
6.5.4 The IC shall establish hazard control zones at all incidents designated as hot, warm, cold, and exclusion zones.
6.5.5 No unauthorized personnel shall enter an exclusion zone that was designated due to the presence of imminent hazard(s) or the need to protect evidence.
6.6 To achieve incident priorities dealing with structure fires the following terms shall
be used as a guide:
Rescue (Search) Ventilation
Exposures Salvage
Confinement
Extinguishment Overhaul
Note: For an extended incident or multiple operational periods, a formal IAP shall be
created.
7.0 COMMUNICATION PRACTICES
7.1 King County fire departments shall use a standard format for radio
operations: NATIONAL FIRE ACADEMY COMMUNICATION MODEL.
7.2 Companies receiving assignments will repeat the assignment to command, or to
the supervisor issuing the assignment, i.e. Division or Group Supervisor.
7.2.1 Example: “E-314 from 185
Command” “E-314”
“E-314, pull a back-up line to the front door, Side -Alpha” “E-314, back-up line to front door, Side -Alpha”
7.3 Use NATO phonetics: A-Alpha, B-Bravo, C-Charlie, D-Delta
8.0 PROGRESS REPORTS
8.1 The term “Progress Report” is the term used as the standard to request critical
fireground information from any company working at any emergency incident.
8.2 The “Progress Report” will contain the following information:
8.2.1 Location 8.2.2 Conditions 8.2.3 Actions
8.2.4 Air (reported by percent remaining) 8.2.5 Needs
8.3 As the incident continues and Division/Groups are established, Supervisors shall
obtain critical and new information and forward progress reports to the IC on a regular basis, as progress is made and/or when progress toward objectives cannot be achieved.
9.0 INCIDENT SAFETY OFFICER
9.1 The Incident Commander shall designate an Incident Safety Officer as a Command
Staff member whenever the IC cannot perform this vital function due to the size or complexity of the incident. Radio ID is “Safety.”
9.2 The Incident Safety Officer shall immediately inform the Incident Commander of
any actions taken to correct imminent hazards at the emergency scene.
9.3 The Incident Safety Officer recommends to the Incident Commander any changes
to the incident action plan as a result of their observations.
9.4 At an emergency incident where an Incident Safety Officer identifies unsafe
conditions, operations, or hazards that present an imminent danger, the Incident Safety Officer has the authority and shall take appropriate action to mitigate or eliminate the unsafe condition, operation, or hazard. Safety Officer shall notify the IC of that action and final determination shall be made by the IC.
9.5 The Incident Safety Officer shall request additional assistants to the Safety Officer
based upon the need, size, complexity, or duration of the incident.
10.0 INCIDENT ACCOUNTABILITY
10.1 All members operating at an emergency are responsible to actively participate in the King County Personnel Accountability system. (See Section 10)
10.2 The Incident Commander is responsible for overall personnel accountability. 10.3 The Incident Commander shall initiate accountability procedures at the beginning
of the incident and maintain the system throughout the operation.
10.4 The Incident Commander shall maintain an awareness of the location and function of all companies assigned to an incident.
10.5 Branch directors and division/group supervisors shall supervise and account for companies operating under their command.
11.0 PERSONNEL ACCOUNTABILITY REPORT (PAR)
11.1 A PAR shall be used when there is a need to conduct an incident-wide
accountability of all companies and individual personnel at the incident. 11.2 Division or group supervisors, when asked to provide a PAR, should report
personnel accounted for and/or list the companies.
Example: “Division Charlie is reporting all personnel are accounted for from Engines 311, 121, 314 and Ladder 317.”
11.3 PAR shall be conducted whenever an order to abandon has been given. (See Section 15)
11.4 The Incident Commander should request that the dispatch center provide the IC with elapsed time on scene in regular intervals as deemed necessary by the Incident Commander.
12.0 UTILIZATION OF DIVISION AND GROUPS
12.1 When establishing Divisions/Groups, the IC will assign/advise each management component:
12.1.1 Tactical objectives.
12.1.2 Geographical or functional area of responsibility. 12.1.3 A radio designation (Division/Group).
12.1.4 Radio talk group as needed.
12.1.5 The identity of resources assigned to that Division/Group.
12.1.6 Command assigns Divisions and/or Groups as required for effective emergency operations; this assignment relates to both geographic and functional tactical assignments.
12.1.7 The incident scene shall be subdivided in a manner that makes sense. This should be accomplished by assigning Divisions to geographic locations (e.g. Roof Division, Division Alpha) and/or assigning functional
responsibilities to Groups (e.g., Evacuation Group, Salvage Group, Medical Group).
12.1.8 Designation of the Division that is working within the structure may be based on the point of entry (Division Alpha) or specific operating area (Division 1, Division 2, etc.). For structure fires in simple structures, the
point of entry will be the general default, understanding that the Incident Commander may make division assignments based on the needs of the incident.
12.1.9 Levels below ground should use the term: Division 01 or Basement 1, Basement 2, to identify the different floors.
12.1.10 Multiple floor buildings should default to the design of the building (Lobby vs. Floor 1).
12.1.11 Division/Group Supervisors shall account for, supervise, and/or coordinate crews assigned to them.
12.1.12 Division/Group Supervisors may utilize Accountability Boards and Command vests as appropriate.
12.2 In general, the Division/Group Supervisor must do the following:
12.2.1 Complete tactical objectives by making appropriate assignments. 12.2.2 Account for all resources and assigned personnel.
12.2.3 Ensure that operations are conducted safely.
12.2.4 Monitor work progress and redirect activities as necessary.
12.2.5 Coordinate actions and related activities with adjacent Divisions/Groups.
12.2.6 Monitor welfare of assigned personnel and rotate companies through
rehab as needed.
12.2.7 Request additional resources as needed.
12.2.8 Provide immediate supervisor with essential and timely progress reports. 12.2.9 Reallocate or release resources within the Division/Group.
13.0 STAGING PRACTICES
13.1 Staging is established where both equipment and personnel are available for immediate deployment for use at the incident.
13.2 Base is established where all apparatus can be parked that are not being used at the incident and in a manner where demobilization is enhanced. Incident support activities may occur in the base area.
13.3 Staged personnel are located for immediate deployment to be used at the incident. The staging location is recommended to be close to the incident.
14.0 UTILIZATION OF BRANCHES
14.1 Divisions/Groups identify tactical level management assignments in the command structure. As an event places more demands on the IC, Branches may be added to facilitate more effective incident management. The person in charge of the Branch is called the Branch Director. Factors that may cause
an IC to consider the creation of a Branch or Branches are:
14.1.1 The span of control for the number of Divisions/Groups in place begins to become unwieldy or unmanageable.
14.1.2 The incident becomes more complex (e.g., multi-jurisdictional, worsening conditions).
14.1.3 The incident has two or more distinctly different operations and/or geographical locations (e.g., fire, medical, hazardous materials, law enforcement).
14.2 Branches should operate in their areas of responsibility on separate radio channels and communicate to Command or Operations on a different channel if possible (Command Channel). The radio designation of functional Branches should reflect the objective of the Branch (i.e., Haz-Mat Branch, Medical Branch, etc.).
14.3 When the IC or Operations Section Chief assigns Branch Directors, the Division/Group Supervisors must be notified of their new immediate supervisor in the command structure.
14.3.1 This information should include:
14.3.1.1 The name of the Branch the Division/Group is now assigned to. 14.3.1.2 The radio channel their Branch is using.
14.4 Radio communications should be directed from the Division/Group
Supervisor to the Branch Director; not directly to Command or Operations. Division/Group Supervisors will relay information on Branch formation to the companies operating within their own Division/Group.
14.5 Branch Directors may be located at the command post or at operational locations. When located at the command post, Branch Directors can communicate on a face- to-face basis with the Incident Commander or Operations Section Chief (if established).
14.6 Branches are normally formed under Operations Section or Logistics Section. IC may establish Branches before assigning Division/Group Supervisors. 14.7 When the nature of the incident calls for a functional Branch structure, such
as a major aircraft crash within a jurisdiction, each department within the jurisdiction (police, fire, EMS, etc.) may have its own functional Branch operating under the direction of a single Operations Section Chief.
15.0 MULTI-JURISDICTIONAL INCIDENTS
15.1 When the incident is multi-disciplined, resources are best managed under the agencies that have normal control over those resources. For example, police department and public works.
of victims from a multi-casualty incident, high-rise roof top rescue, swift water rescue, or wildland fire, the Operations Section Chief should establish the Air Operations, if needed. Its size, organization, and use will depend primarily upon the nature of the incident and the availability of aircraft.
16.0 COMMAND POST MANAGEMENT
16.1 When Command has been established, an Incident Command Post shall be identified on the radio with the following information.
16.1.1 Name the Command
16.1.2 Command Post location (State the location as Alpha side or Bravo side for example).
16.1.3 Consideration should be used when locating a Command Post location: 16.1.3.1 Location should not obstruct additional resources from
accessing the scene.
16.1.3.2 Location should be away from the IDLH atmosphere (Uphill, up wind).
16.1.3.3 Attempt to position at a location where at least two sides of the structure can be visualized.
16.1.3.4 Stay away from noisy areas, if possible.
16.1.3.5 Distance oneself from the civilian crowds on scene. 16.2 Command Post Setup
16.2.1 For long-term incidents, assure you have a permanent location for command with adequate working desk space for tracking boards and computer use if needed.
16.2.2 Assure adequate lighting.
16.2.3 Secure roof shelter over command post, if needed.
16.2.4 Establish a perimeter to keep people away from distracting command and control operations. (fire line tape, cones, and police).
16.2.5 Locate in Cold Zone. 16.3 Radio Communications
16.3.1 It is recommended that while working on an incident where there are high hazard conditions, the following radio talk-groups be monitored at the Command post. Personnel must be assigned to monitor each assigned channel.
16.3.1.1 Primary Tactical Talk-group. 16.3.1.2 Direct Mode “State Ops.” 16.3.1.3 Emergency Channel.
16.3.1.4 Second Tactical Talk-group, if needed. 16.3.1.5 Command/Logistics channel, if needed.
17.0 TRANSFER OF COMMAND
17.1 Command shall not be passed / transferred to an officer not on scene. 17.2 In some situations, it may be appropriate to advise an inbound company or
chief officer of the intent to transfer of command upon their arrival at the scene.
17.3 Until the officer completes the size-up and the formal transfer of command
process has taken place, the current IC maintains command of the incident. 17.4 The person being relieved will brief the officer assuming command, indicating
at least the following:
17.4.1 Incident conditions − fire location and extent, number of patients, etc.
17.4.2 Incident Action Plan/objectives or verbal report of action plan. 17.4.3 Progress toward completion of the incident objectives.
17.4.4 Task location and assignment of operating companies and personnel. 17.4.5 Appraisal of needs for additional resources.
17.4.6 Command transfers may be accomplished over the radio or face to face. 17.4.7 Transfer of command and reassignments of resources must be clearly
articulated on the radio.
17.4.8 Resources shall remain at scene until released by Command.
18.0 POST EXTINGUISHMENT “HOT WASH”
18.1 Once a fire has been successfully extinguished, prior to overhaul, the IC shall gather crews (or their officers) to perform a “Hot Wash” of the incident. The purpose of the Hot Wash is to debrief the incident and prepare for the next operational phase. A Hot Wash shall consist of the following elements:
18.1.1 Demobilization Plan - IC shall establish a Demobilization Plan that will
include the following:
18.1.1.1 Decontamination of personnel.
18.1.1.2 Rehabilitation of on scene companies.
18.1.1.3 Consolidation of specialized resources, for example EMS units and ladder companies.
18.1.1.4 Order of unit release from incident.
19.1.1.5 Release of move-up units (done by/through dispatch).
crews (or their officers/divisions/groups) to identify tactical issues that went well or could have gone better before beginning to demobilize those resources. The goal is to capture information that can be incorporated into the PIA to potentially improve operations in the future.
18.1.3 Safety Survey Briefing – Prior to overhaul, the Incident Safety Officer will
conduct a safety survey of the scene and brief crews on known and potential safety issues identified, as required per WAC 296.305.05002.
18.1.4 Investigation/Overhaul Plan - The IC, Incident Investigator, and remaining
crews shall develop a plan to facilitate the incident investigation and overhaul of the incident. This should address scene preservation, photo activities and general overhaul.
19.0 KING COUNTY CHIEFS DIRECTIVE
19.1 This procedure was adopted by the King County Fire Chiefs as a standard for all fire departments within King County as a countywide standard. Other than numbering this procedure to match the local system, it shall be placed in the located departments SOG/SOP verbatim, to ensure countywide standardization. Changes to this procedure must be with the concurrence of the King County Fire Chiefs Association.
