KING COUNTY FIRE RESOURCE PLAN

Section 18 FIREGROUND PRACTICES

Adopted 11/01/08

1.0

PURPOSE
1.1

This procedure is adopted by the King County Fire Chiefs as a standard for all fire
departments within King County as a county-wide standard.

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 for single or multiple unit emergencies. The National
Incident Management System (NIMS) has established the standards for ICS to be
used for everyday incident management.

1.3

To establish consistent fireground practices.

1.4

To have a common means in which the King County Fire Departments

communicate on the fireground.

1.5

To provide a system of orderly transfer of command.

1.6

To provide a companion document that utilizes NIMS as the adopted standard

of incident management and further clarifies components and descriptions of a
complete incident management system.

1.7

To provide common definitions and terms.

Note: This policy was designed recognizing that there are variables in conditions
and operations firefighters will encounter.

2.0

REFERENCES
2.1

3.0

Model Procedures Guide for Structural Firefighting second edition

DEFINITIONS
3.1

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4.0

5.0

SIZE-UP AND FIRST ARRIVING RADIO GUIDELINES:

4.1

The ICS shall be utilized on all incidents. Command should be initiated with the
arrival of the first agency responder.

4.2

The first-arriving officer should attempt to visualize all sides of the structure to
assist in determining tactics and before committing interior crews.

4.3

The first-arriving fire department member or company officer initiates the

command process by giving an initial radio report. The radio report should be
short and concise and should include:
4.3.1

Designation of the company arriving on the scene.

4.3.2

A brief description of the incident situation (e.g. building size,

occupancy, haz-mat release, multi-vehicle accident etc.)

4.3.3

Obvious conditions (working fire, haz-mat spill, multiple patients, etc.)

4.3.4

Brief description of action (to be) taken.

4.3.5

Articulate if a water supply is established or needs to be established by

later arriving units.

4.3.6

Declaration of strategy to be used (e.g. offensive fire attack,

investigation, or establishing a formal command post).

4.3.7

Request for additional or release of resources as required.

4.3.8

Any obvious safety concerns.

STRATEGIC AND TACTICAL BENCHMARKS

5.1

Fireground Benchmarks
5.1.1

Assignments within the ICS structure shall be announced over the radio
to Dispatch.
5.1.1.1

5.1.2

Examples of positions to be announced are Safety Officer,

Divisions/Groups, and RIT/Standby Team.

Completion of fireground tasks shall be announced to division and/or

group supervisors, the Incident Commander (IC) and/or Dispatch.
Examples include:
5.1.2.1

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Initiation of Command

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5.1.2.2

Transfer of Command

5.1.2.3

Establishment of a Staging Area

5.1.2.4

Establishment of a Command Post

5.1.2.5

Establishment of a Base

5.1.2.6

Initiation of interior firefighting operations

5.1.2.7

Individual units or teams, divisions and groups shall announce

completion of primary and secondary searches with
nothing found.

5.1.2.8

IC shall announce to dispatch all clear upon completion of

primary and secondary searches,

5.1.2.9

In the event that a victim is located, the report shall include

number of victims, location, additional resources if warranted.

5.1.2.10 PAR (Personnel Accountability Report) and roll calls.

5.1.2.11 Change from one strategy to another (e.g. transition from
offensive to a defensive fire attack or visa versa).
5.2

It is recommended that the IC, Branch Directors, Operations Section Chief,

Division, and Group Supervisors utilize the standard RECEO V/S format to
establish tactical objectives and priorities.

Rescue (Search)

Ventilation

Exposures

Salvage

Confinement
Extinguishment
Overhaul
6.0

AIR MANAGEMENT
6.1

Crew members should maintain an ongoing awareness of their crews and their
own air status.

6.2

Air levels should be checked when entering a new area or going to a new floor.

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6.3

7.0

At 2/3 tank capacity, the company should identify an exit strategy.

6.3.1

Instill the mindset to begin transition out of operations when the air is at
2/3 tank capacity.

6.3.2

The objective is to be outside the IDLH atmosphere prior to the

activation of the low air bell.

INCIDENT ACTION PLAN (IAP)

7.1

An IAP is an organized course of action developed to address all phases of

incident control.

7.2

The IAP must be completed and communicated in a timeframe to effectively

manage the incident.

7.3

In the initial stage of an incident, the IAP may be articulated over the radio.
Eventually a tactical worksheet or written documentation should be used. A
formal written IAP may not be necessary for short-term routine operations.

7.4

The IAP is based upon the Incident Priorities:

7.5

7.4.1

Life Safety: responders and the public; ongoing during entire incident.

7.4.2

Incident Stabilization: minimize the effects by keeping the incident from

escalating and bringing it under control.

7.4.3

Property Conservation: protection of infrastructure, evidence,

environment, and provide for recovery with resources provided.

To achieve these priorities, the IC must define the following:

7.5.1

Incident Objectives: statements of guidance and direction that are

achievable, measurable, and necessary for the selection of the
appropriate strategy(ies) and the tactical direction of resources.

7.5.2

Strategy: the general plan or direction selected to accomplish incident

objectives.
7.5.2.1

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Tactics: Through on-scene resources, the deploying and

directing of resources on an incident to accomplish the
objectives designated by current incident strategy.

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7.5.3

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 should be created.
8.0

COMMUNICATION PRACTICES
8.1

King County fire departments shall use a standard format for radio operations:
NATIONAL FIRE ACADEMY COMMUNICATION MODEL.

8.2

Companies receiving assignments will repeat the assignment to command, or to

the supervisor issuing the assignment, i.e. Division or Group Supervisor.
Example:

E-4 from 185 Command

E-4
E-4, pull a back-up line to the front door, Side A-Adam
E-4, back-up line to front door, Side A-Adam
Affirmative

9.0

PROGRESS REPORTS
9.1

The term Progress Report is the term used as the standard to request critical
fireground information from any company working at any emergency incident.

9.2

The Progress Report will contain the following information:

9.2.1

Conditions

9.2.2

Actions

9.2.3

Resources needed

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9.3

10.0

11.0

9.2.4

Status of Air Supply

9.2.5

Location/Conditions

As the incident continues, Division/Group Supervisors should obtain critical

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.

INCIDENT SAFETY OFFICER

10.1

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.

10.2

At an emergency incident where activities are determined by the Incident Safety

Officer to be unsafe or to involve an imminent hazard, the Incident Safety Officer
shall have the authority to alter, suspend, or terminate those activities.

10.3

The Incident Safety Officer should immediately inform the Incident Commander
of any actions taken to correct imminent hazards at the emergency scene.

10.4

The Incident Safety Officer recommends to the Incident Commander any changes
to the incident action plan as a result of their observations.

10.5

At an emergency incident where an Incident Safety Officer identifies unsafe

conditions, operations, or hazards that present an imminent danger, the Incident
Safety Officer shall take appropriate action to mitigate or eliminate the unsafe
condition, operation, or hazard as deemed appropriate.

10.6

The Incident Safety Officer shall request additional Assistants to the Safety
Officer based upon the need, size, complexity, or duration of the incident.

INCIDENT ACCOUNTABILITY
11.1

All members operating at an emergency are responsible to actively participate in

the King County Passport Accountability System.

11.2

The Incident Commander is responsible for the overall personnel accountability.

11.3

The Incident Commander shall initiate accountability procedures at the beginning

of the incident and maintain the system throughout the operation.

11.4

The Incident Commander shall maintain an awareness of the location and

function of all companies assigned to an incident.

11.5

The Incident Commander shall implement branch directors, division/group

supervisors when needed, to reduce the span of control for the Incident
Commander.

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11.6
12.0

Branch directors, division/group supervisors shall supervise and account for

companies operating under their command.

ROLL CALL/ PERSONNEL ACCOUNTABILITY REPORT

12.1

A roll call should be used when there is a need to conduct an incident-wide

accountability of all companies and individual personnel at the incident.

12.2

The Incident Commander should conduct a roll call whenever a change in

conditions could create unsafe operations.

12.3

Division or group supervisors, when asked to provide an accountability report,

should report personnel accounted for and/or list the companies.
Example: Division C-Charlie is reporting all personnel are accounted for from
Engines 1, 2, 4 and Ladder 30-7.

12.4

A roll call should be conducted whenever an abandon or withdraw order has been
given to provide a systematic method to confirm that all personnel operating in a
crew, company, or division/group are accounted for.

12.5

The Incident Commander may request a roll call anytime when deemed
necessary.

12.6

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.
Note: When conducting a roll call, the IC shall assure that all units and personnel
are accounted for. Accountability may occur by providing crew member numbers
or by using the term all accounted for or OK (e.g. Div 2 OK or E-4 OK).

13.0

ESTABLISHING DIVISION AND GROUPS

13.1

When establishing Divisions/Groups, the IC will assign/advise each management

component:
13.1.1

Tactical assignments.

13.1.2

Geographical or functional area of responsibility.

13.1.3

A radio designation (Division/Group).

13.1.4

The identity of resources assigned to that Division/Group.

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13.1.5

Command assigns Divisions and/or Groups as required for effective

emergency operations; this assignment will relate to both geographic and
functional tactical assignments.

13.1.6

The incident scene should be subdivided in a manner that makes sense.

This should be accomplished by assigning Divisions to geographic
locations (e.g. Roof Division, Division A-Adam) and/or assigning
functional responsibilities to Groups (e.g., Ventilation Group, Salvage
Group, Medical Group).

13.1.7

Designation of the Division that is working within the structure may be

based on the point of entry (Division A-Adam), general operating area
(Interior Division), 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.

13.1.8

Levels below ground should use the term: Division 01 or Basement 1,

Basement 2, to identify the different floors.

13.1.9

Multiple floor buildings should default to the design of the building

(Lobby vs. Floor 1).

13.1.10 Division/Group Supervisors shall account for personnel assigned to

them.
13.1.11 Division/Group Supervisors shall supervise and/or coordinate crews
assigned to them; this may be done directly or indirectly based on
resources and conditions.
13.1.12 Division/Group Supervisors will utilize accountability boards and
command vests as appropriate.
13.1.13 Command shall provide specific objects that each Division/Group
Supervisor is responsible for.
13.2

In general, the Division/Group Supervisor must do the following:

13.2.1

Complete tactical assignments.

13.2.2

Account for all resources and assigned personnel.

13.2.3

Ensure that operations are conducted safely.

13.2.4

Monitor work progress and redirect activities as necessary.

13.2.5

Coordinate actions with related activities and adjacent Divisions/Groups.

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13.2.6

Monitor welfare of assigned personnel and rotate companies through

rehab as needed.

13.2.7

Request additional resources as needed.

13.2.8

Provide immediate superior with essential and timely progress reports.

13.2.9

Reallocate or release resources within the Division/Group.

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.

13.4

Base (Park): The term used to locate all apparatus that are not being used during
the incident operation.
Example: All units responding to the 185 Street incident. Staging will be located
in front of the command post. Base (parking) will be located in the supermarket
parking lot half a block west of the incident.

14.0

15.0

STAGING PRACTICES
14.1

Staging is established where both equipment and personnel are available for
immediate deployment for use at the incident.

14.2

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.

UTILIZATION OF BRANCHES
15.1

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:
15.1.1

The span of control for the number of Divisions/Groups in place begins

to become unwieldy or unmanageable.

15.1.2

The incident becomes more complex (e.g., multi-jurisdictional,

worsening conditions).

15.1.3

The incident has two or more distinctly different operations (e.g., fire,
medical, hazardous materials, law enforcement).

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16.0

15.2

While Branches may be established at an incident to serve several purposes, they

are not always essential to the organization of the Operations Section. When the
number of Divisions and/or Groups exceeds the recommended span of control,
however, the IC or Operations Section Chief should establish a multi-Branch
structure and allocate the Divisions/Groups within those Branches.

15.3

Branches should operate in their areas of responsibility on separate radio

channels, and communicate to Command or Operations on a different channel if
possible. The radio designation of functional Branches should reflect the objective
of the Branch (i.e., Haz-Mat Branch, Medical Branch, etc.). Branches may also be
designated numerically, e.g., Branch I, Branch II, Branch III, and so forth.

15.4

When the IC or Operations Section Chief assigns Branch Directors, the

Division/Group Supervisors must be notified of their new immediate superior in
the command structure.
15.4.1

This information should include:

15.4.2

The name of the Branch the Division/Group is now assigned to.

15.4.3

The radio channel their Branch is using.

15.5

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.

15.6

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 faceto-face basis with the Incident Commander or Operations Section Chief.

15.7

When an incident encompasses a large geographic area, it may be more effective

to have Branches in tactical positions. When so deployed, Branch Directors
immediately implement command and control procedures with their Branch. In
these situations, Operations must assign personnel to monitor a Branch radio
command channel.

15.8

Branches are normally formed under Operations Section or Logistics Section. IC

may establish Branches before assigning Division/Group Supervisors.

FUNCTIONAL BRANCH STRUCTURE

16.1

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.

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17.0

18.0

MULTI-JURISDICTIONAL INCIDENTS
17.1

When the incident is multi-jurisdictional, resources are best managed under the
agencies that have normal control over those resources.

17.2

Branches should be used at incidents where the span of control with Divisions
and/or Groups is maximized or at incidents involving two or more distinctly
different management components (e.g., a large fire with a major evacuation, a
large fire with a large number of patients).

17.3

When the incident requires the use of aircraft, such as for the transportation 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 organization. Its size, organization, and use will depend primarily
upon the nature of the incident and the availability of aircraft.

COMMAND POST MANAGEMENT

18.1

When operating in Command Mode, an Incident Command Post should be

established and identified on the radio with the following information.
18.1.1

Name the of Command

18.1.2

Command Post location (State the location as A-Adam side or B-Boy

side for example).

18.1.3

Consideration should be used when locating a Command Post location:

18.1.3.1 Location should not obstruct additional resources from
accessing the scene.
18.1.3.2 Location should be away from the IDLH atmosphere (Up hill,
up wind)
18.1.3.3 Attempt to position at a location where at least two sides of the
structure can be visualized.
18.1.3.4 Stay away from noisy areas if possible.
18.1.3.5 Distance oneself from the civilian crowds on scene

18.2

Command Post set up

18.2.1

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.

18.2.2

Assure adequate lighting.

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18.3

18.2.3

Secure roof shelter over command post if needed.

18.2.4

Establish a parameter to keep people away from distracting command

and control operations. (Fire line Tape, Cones, and Police).

Radio Communications
18.3.1

It is recommended that while working on an incident where there are

high hazard conditions, the following radio channels be monitored at the
command post.
18.3.1.1 Primary Talk Channel.
18.3.1.2 Direct Mode State Ops.
18.3.1.3 Emergency Channel.
18.3.1.4 Second Tactical Channel (if needed for the incident).

19.0

TRANSFER OF COMMAND
19.1

Command shall not be passed/transferred to an officer not on scene.

19.2

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.

19.3

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.

19.4

The person being relieved will brief the officer assuming command, indicating at
least the following:
19.4.1 Incident conditions fire location and extent, number of patients, etc.
19.4.2 Incident action plan /objectives or verbal report of action plan.
19.4.3 Progress toward completion of the incident objectives.
19.4.4 Status and needs of assigned resources and safety considerations.
19.4.5 Deployment and assignment of operating companies and personnel.
19.4.6 Appraisal of needs for additional resources.
19.4.7 Face to face transfer of command is always preferable, but may be
accomplished over the radio, with a desire to convey the above
information.

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19.4.8 When transfer of command takes place it should be clearly articulated on

the radio and notice of any reassignments of resources given.
20.0

KING COUNTY CHIEFS DIRECTIVE

20.1

This procedure was adopted by the King County Fire Chiefs as a standard for all
fire departments as a county-wide standard. Other than numbering this procedure
to match the local system, it shall be placed in the located departments SOG/SOP
verbatim, to insure county-wide standardization. Any changes to this procedure
shall have the concurrence of the King County Fire Chiefs Association.

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