Tactics, command, leadership

incident site should in many cases, but not always, be executed
in compliance with some form of standard operating procedure
(Cook, 1998 and Brunacini, 1985 and 2002). There are, however, a
number of factors to take into account.
Standard operating procedures are documented routines to the
purpose of standardising common types and combinations of me-
asures so that they may be executed in the same way repeatedly
and perhaps above all so that response operations can be initiated
quickly and effectively. They should above all be applied during
the initial stages of a response operation, to kick start the work at
the incident site. But they can also be applicable when the opera-
tion has been underway sometime. This is rather dependent on,
among other things, the tasks to be carried out being of a rather
routine nature.
It is of primary importance that standard oper ating proced ures
are documented. Undocumented standard oper ating procedures
can be difficult to verify, exercise and remember.
Through writing them down one is often forced to reflect over
them and ensure that they can be applied to various types of situa-
tions. Standard operating procedures must also be offici ally accep-
ted and approved. A formally approved standard operating procedu-
re should have been processed in such a way that all those involved
are given the opportunity to consider it and forward points of view.
When they are officially approved it should also be possible to as-
sess operations on the basis of them. Standard operating procedures
must be inte grated into the organisation so that they can be used by
all the relevant personnel. Otherwise it will not be possible it apply
them as intended.
Standard operating procedures often call for more thought
and reflection than one would first imagine. To create an under­
standing and acceptance of their suitability they should be com-
piled locally and based on local conditions. A standard operating
procedure must also be founded on, among other things, certain
dimensional incidents. It is not enough, then, to copy or adopt
in some way a configuration that has been compiled by another
organisation. It must relate to the local organ isation and be based
on its assets in terms of, among others, resources and competen-
ce, but it should also take into account the normal risk situation
within the municipality. There is no point, for example, in having
a standard operating procedure for a response operation for the
16th floor in a block of flats, if there are no such buildings in the