THE FIREGROUND COMMANDER

MAJOR GOAL 1. To define the roles, responsibilities, and functions of the FGC.

OBJECTIVES 2. By the end of this lesson, students should be able to: a. Define Fireground Commander.

b. List the seven predictable areas in which fireground operations will break down if there is no FGC. c. Explain how the designation of an FGC can help prevent this breakdown. d. Explain what is meant by the FGC works at the strategic level rather than the task level. e. f. plan. List the four major responsibilities of the FGC. (p.4) Explain the role and responsibilities of the FGC in regard to the overall fire

g. List three things a FGC must be trained in so that he can carry out his responsibilities. h. i. j. k. l. m. n. Explain the importance of open-ended decisions. Describe how information is best gathered and organized by the FGC. List and define four special management situations faced by most FGCs. State the importance of review and evaluation. Describe the traits of a good FGC. List the eight major command functions of the FGC. State why fireground etiquette is an essential part of all standard fireground

operations.

COMMAND THE NEED FOR COMMAND 3. An effective fireground operation centers around one incident commander. If there is no command, or if there are multiple commands, fireground operations quickly break down in seven predictable areas: Action There are times when firefighters do not take the correct action, doing things that do not follow the standard rules and principles of firefighting (e.g., aiming an attack line down through a roof vent hole or attack from the wrong direction). Such actions may endanger lives and result in an expanded loss of property. Solution: Have a single commander structure action around tactical guidelines and see that all personnel follow the rules. Command and Control Fires with no command or having multiple commanders tend to produce chaotic, ineffectual action. Solution: Strong, early, visible command by one individual who is responsible for controlling the entire operation will correctly mobilize the entire team. This requires a command system that designates one incident commander and provides him with the organizational support needed for correct command and control. Coordination When companies are not integrated under a central game plan, they will quickly engage in independent actions. These actions seldom consider the collective capacities of the entire attack team. This freelance firefighting will often work at cross purposes with the actions being taken by other units on the scene. Solution: All tasks must be coordinated through a single incident commander. This person should establish the overall plan, assign companies to specific tasks, and assist companies in achieving their tasks by using effective direction of the operations. The goal of this commander is to get the maximum productivity from all available resources working together. Planning Effective firefighting requires a plan that is based on a prediction of where the fire is going and what it will do next. If there is no Commander, there will be no plan and no updating of the plan. If there are multiple Commanders, the plans generated will not be properly coordinated or efficiently updated. Action Command and Control Coordination Planning Organization Communications Safety

Solution: Have a single Incident Commander who will combine an effective pre-fire planning system, reconnaissance, and information processing on the fireground to develop and update one plan. This person should formulate the strategic plan based on experience and an understanding of fire behavior, tempered by an appreciation of the fire environment (structural layout, construction, exposures, concealed spaces, fuel load, and protection features).

ACTION

SAFETY

COMMAND AND CONTROL

FGC
COMMUNICATIONS COORDINATION

ORGANIZATION

PLANNING

FIGURE 1.1: The designation of a FGC will help the breakdown of fireground action in seven areas. Organization With no overall game plan, it is doubtful that the participants will play their proper roles. This role confusion means uncoordinated action, resulting in the breakdown of the strategic, tactical and task levels of firefighting. Solution: Have a single Commander develop the plan and establish the roles relationships and functions for everyone on the fireground. Communications Communications difficulties are usually a reflection of other organizational problems that occur during fireground operations. Companies need to manage their own jobs and to exchange enough information with other companies to complete their tasks. When this information flow is slowed, over used, or stopped, confusion begins.

Solution: Have a single Commander who will use a standard operating procedure that supports command, coordination, and organization. Part of this procedure should be a communications plan that describes fireground information flow for all levels of operation. Safety Uncontrolled firefighting often leads to unnecessary, preventable firefighter injuries. All injuries have a detrimental effect on the entire operation, as well as their obvious effect on the victims. Solution: Have a single Commander use a standard safety operating procedure to command, manage, and control the positions and functions of all companies at the scene. He must always reinforce safety. ROLES AND RESPONSIBILITIES The Fireground Commander is the individual with overall responsibility for incident command. The role of the Fireground Commander is one of a professional manager and commander. The term professional refers to training, dedication and the desire to perform to the best of ones abilities and composure. It has no bearing on whether the FGC is a career officer or a volunteer. The FGCs role as manager requires him to direct all fireground operations. As a Commander, he is expected to choose command over action, working from strategic levels rather than the task level. The FGC always moves toward the correct action, recognizing the correct thing to do, and knowing how to have others do it. While carrying out his role, the FGC is expected to operate in a clinically calm manner. He is expected to look and act as a professional at all times on the scene. The four major responsibilities of the Fireground Commander are to: a. b. c. d. Provide for firefighter safety and survival. Protect, remove and provide care for endangered occupants. Stop the fire. Conserve property during and after fire control operations.

This list is also the same list of responsibilities for the fire department. Even though all personnel on the fire scene represent the fire department, the FGC has the responsibility for all activities on the fireground. Thus, his mission is the fire departments mission; his responsibilities are those of the department. Specifically, the FGCs responsibility is to develop an ove rall plan related to a standard set of rules and principles the standard operating procedures (SOPs). The development of this plan requires the FGC to anticipate and forecast based on his evaluation of conditions. During the operations, he is expected to review, evaluate, and revise this plan. So that his plan is developed properly and carried out correctly, the FGC is expected to manage risks, develop effective communications develop effective organizations and eliminate confusion. Throughout all phases of the operation, he is expected to maximize the use of resources to get the most out of personnel and apparatus. The FGC has to evaluate operations during the fire, correct problems and support effective actions. After the fire, he must evaluate all operations so that he can improve his personnel, his tactics, the system, and himself. He must strive to make sure that any future mistakes will be new mistakes.

In order to carry out his responsibilities, the FGC must be well trained in: Decision making. Command and control Review and evaluation.

Decision Making Decision making should be used on the FGCs realization that all tactical situations have the same basic elements and therefore he can apply a standard approach to them. The FGCs decision-making process begins with the Commander knowing that the must avoid: dead-end decisions. Whenever possible, his decisions must be open -ended, allowing for expansion, reversal, and building upon. Once his mind is set in this direction, the FGC must quickly establish the plan of attack and initiate action. The longer he waits, the less options he will have available. Having to make quick decisions may worry the beginning Fireground Commander but they become easier to make once he learns that he has to: a. DISTINGUISH BETWEEN ASSUMPTIONS AND FACTS - Operations must sometimes be based upon assumed information. Factual information is often incomplete. The FGC must realize that both the information and his decisions will have the opportunity to improve as the incident grows older. b. MAINTAINS A FLEXIBLE APPROACH TO DECISION MAKING - The FGC should realize that he has the opportunity to update his plan and other decisions by utilizing f eedback during the operations. Feedback allows for revisions to the general approach, specific tactical positions, and all major decisions. c. DEVELOP A STANDARD RESPONSE TO REPORTED AND VIEWED CONDITIONS - Some basic facts and observations are needed to go along with the assumptions used to make initial decisions. By obtaining the required facts and applying standard responses, the FGC can avoid making premature decisions. d. SHIFT TO A MANAGEMENT ROLE AFTER INITIATING ACTION An FGC cannot make ALL ongoing fireground decisions. The efficiency of command decisions will improve once the FGC delegates tactical responsibility. The FGC must quickly prioritize problems and develop solutions . This requires the effective gathering, recording and organizing of information. Fireground intelligence can rapidly supply Command with random data and information. The FGC has to use a routine of information gathering and processing that is within his own mental limits. Without effective information gathering and utilization, overload quickly occurs and there can be no decision making. Information is best gathered and organized by: a. SEEKING OUT INFORMATION THAT IS CURRENT, ACCURATE, AND SPECIFIC This requires direction on the part of the FGC. b. USING DELEGATED INFORMATION RETRIEVAL This keeps the FGC from having to depend too much on his personal view of the scene. c. KNOWING WHERE TO FIND REFERENCE INFORMATION AND HOW TO USE IT EFFECTIVELY. ASKING FOR AND GETTING THE RIGHT INFORMATION IN THE SEQUENCE NECESSARY TO COMPLETE THE ORDERED PRIORITIES. 5

UTILIZING A WIDE VARIETY OF FACTORS AND INFORMATION This gives a panoramic view of the scene. Command and Control There is always some apprehension about taking command, especially for the new FGC. The development of confidence in himself and his personnel and the correct attitude soon makes most FGCs anxious to accept responsibility and assume command, even during difficult operations. Experienced FGCs regard the fire in enemy-oriented, pessimistic terms. They then apply command and control efforts to achieve results, not simply for the sake of taking charge. Confident FGCs refuse to be overwhelmed as they assume command. As soon as possible, they delegate certain responsibilities and insist that everyone make the decisions and do the job they have been assigned. Successful FGCs apply flexible control levels, dependent upon conditions. They want to be able to order what and where without having to decide how. Even though they do not wish to be slowed down by too many details, these FGCs realize that a few minutes spent establishing effective command at the beginning may save hours in the course of the operation. Experienced FGCs know that they must select an appropriate command post and stay there. Their role involves strategic and tactical responsibilities, not task-oriented ones. They analyze a tactical situation in clinical terms, refusing to be distracted by visual conditions and refusing to rely only on what they see to make all decisions. They have delegated responsibilities, requiring others to keep them up-dated, and they are at the command post if a decision is needed. Firefighting is a team effort. Well-trained FGCs delegate responsibility and seek feedback. They practice the art of selective democracy. They can distinguish between the time to call for a vote and when not to, always realizing that their vote outweighs all the others. Respected FGCs are those who attempt to develop realistic expectations for all officers and companies. They realize the differences in capacity, motivation, intelligence, and experience of their personnel and seek to place people in the best spot in order to get the most from them. FGCs build a command support structure. They respect the command process, working with other operating commanders to strengthen the command function. Through support and cooperation, mixed in with a little understanding of the other persons problems, effective FGCs help eliminate the Lets put it out before the Chief gets here and screws it up syndrome. There are four management situations that you must consider before taking command at the fireground. Unless you are prepared, your command and control may not be effective. These situations are: a. STRESS MANAGEMENT You must develop the ability to divide an overall problem into its parts and then delegate authority. This reduces the number of subordinates you will have to deal with, makes for easier control and reduces the stress placed on you. It also reduces the stress on your officers by limiting their responsibility to the assigned aspects of the operation. b. LONE RANGER MANAGEMENT You must be ready to act as the single Commander, particularly in setting up the operation during the initial stages. True, you 6

will delegate responsibilities, but you must take the ultimate responsibility for all fireground operations. This is not a problem once you learn to use other people on tasks that allow them to function at their highest level. c. MIDPOINT MANAGEMENT You must be prepared to inherit ongoing scenarios. This means that you must be prepared to evaluate the initial commitments and actions of others and make the necessary changes to fit your fire plan. Learn to do so with both confidence and grace. d. SCARCE RESOURCE MANAGEMENT You must be prepared to allocate and manage when needs outstrip resources. This is often the case at the beginning of an incident. It the problem continues through the incident, you will have to know how to obtain the needed support or how to use what you have in a way that protects personnel, victims, and property. It you follow the advice of successful FGCs, you should be capable of establishing command and control. Problem will occur, but you and your officers will be able to solve them. Command and control require a professional attitude knowing what to do, when to do it, and how to motivate others to do their best. This is how you create your image as the FGC. Review and Evaluation Command and control will not be effective for an incident, or in the future, unless there is the ongoing process of review and evaluation. Constant reassessment and possible revision of tactical operations are needed to maximize effectiveness. The FGC must be able to integrate evaluation and revision into the overall management approach. The FGC needs to have a preoccupation with effective results, which means managing and evaluating with a focus on performance. He must review and evaluate with a high set of standards, expecting a high performance level from subordinates. He has to be intolerant of substandard output, reacting to correct what is wrong. Review and evaluation are useful on the fireground only when the plan is kept openended. The FGC needs to plan ahead and operate with a back-up. He has to ask himself, What do we do next if what we are doing now doesnt work? If he sticks to a standard set of rules, principles, and priorities, a review of what he is doing might produce a better deployment of personnel and apparatus. The FGC must have his next step planned before he can order such changes. The FGC has to apply a pessimistic, critical approach to the review of vital fireground elements. Basically, he should not believe that the fire is going to give up without a fight. He has to be willing to question reports from other and to seek confirmation. He must be prepared to disagree with a decision or countermand an order, doing so in a constructive manner. Part of this approach is founded on the principle that there are reporting limitations. Reports generally account for only the conditions as observed in the immediate area of the reporter. The FGC must consider the positions of the reporters inside and out-side and the capability of the person giving the report to be fully aware of the situation. The FGC cannot accept a bad situation. He has to be willing to admit that a mistake has been made or that conditions have changed and correct the commitment of personnel and apparatus. To do so, he needs to consistently utilize progress and condition reports for the purpose of revision and reinforcement. Unless the FGC is willing to make strategic and tactical revisions based on review and evaluation, his fire plan will be at a great disadvantage.

On the fireground, things go right and things go wrong. The FGC should evaluate the effectiveness of behavior, ability, and performance in relation to rank. The higher the rank, the more critical should be the review. He should never expect anything from subordinates that they have not been trained, prepared, and equipped to do. The FGC must assume a positive, supportive leadership role when things go wrong. The need for quick, effective action requires that teaching and discipline take place before the actual event. The FGC and his officers must work to correct dysfunctions when they occur to produce the desired results. The fireground operation is not over until the FGC has performed a postfire critique. This should be a learning tool that will give credit to those deserving it and correct substandard performance. The critique should reinforce superior performance and leave personnel with a positive feeling. Constructive criticism should always be directed with a positive feeling. Constructive criticism should always be directed only to the individual involved. There is no reason for spectators inside and outside of the department to take part in negative performance reviews. To do otherwise will eventually erode your command as bad feelings develop between you and your personnel. If direct behavior modification actions are necessary, they should be managed in an appropriate manner and setting. Most important of all, no evaluation and review approach can be effective unless the leader also accepts criticism. The FGC must welcome review, revision, and constructive criticism as well as be willing to give them to others. FGC TRAITS Command on the fireground is a function of the ability and philosophy of the person in command. The personality of the FGC is critical to command and control. Desirable traits for a FGC include: a. RESPECT FOR THE TASK Understanding that victims are rescued and the fire is controlled by firefighters who are generally doing difficult tasks. b. ABILITY TO STAY COOL Command composure allows the FGC to successfully manage operations and maintain the confidence and respect of his firefighters. c. KNOWLEDGE OF COMMAND Developed through training and experience.

d. AN INCLINATION TO COMMAND, NOT ACT Able to make decisions and have others do the tasks. e. ABILITY TO PRIOVIDE A POSITIVE EXAMPLE BEING PSYCHOLOGICALLY STABLE Able to remain clinical as he regards the fire scene and its possible outcomes. f. BEING PHYSICALLY FIT Able to endure the time and stress of the incident.

g. FAIRNESS Realizing that command is not a popularity contest but respecting the abilities and feelings of others. h. BEING STRAIGHTFORWARD WHEN COMMUNICATING WILLINGNESS TO TAKE REASONABLE RISKS - Without compromising safety. i. CONCERN FOR ALL PERSONNEL KNOWING LIMITATIONS - Of himself, others, apparatus, and his strategic and tactical approaches.

j. k. l.

RESPECT FOR COMMAND. BEING AN ORGANIZATION PERSON. BEING DISCIPLINED AND CONSISTENT.

COMMAND FUNCTIONS The majority of the roles and responsibilities of the FGC are carried out through a series of specific command functions which form a FGC job description. Chapter 3 covers each of these functions, one per section. Read over the list and see how your concept of the FGCs roles and responsibilities can be carried out through the applicatio n of these functions. The command function of the Fireground Commander includes: a. b. c. d. e. f. g. Assumption, confirmation and positioning of command. Situation evaluation. Initiation, maintenance and control of the communications process. Identification of the overall strategy, development of an attack plan and the assignment of units. Development of an effective fireground organization. Reviewing, evaluating and revising the attack plan. Providing continuing command, transferring command (as required) and terminating command.

Fireground Etiquette Effective fireground operations are highly influenced by fireground etiquette. This refers to the manner in which operations are accomplished on the incident scene. Too often, there is a breakdown in this etiquette because of fire scene excitement, stress and a clinical emphasis on the most intricate details of the SOP. Avoiding these etiquette violations leads to healthier, happier and more effective operations. The FGC should: a. BE A LEADER The leader supports the group and the group supports the leader. Do not debates, argue, or vote to see who is correct. b. RESPECT PERSONNEL Be sensitive to their needs. Forget personalities, politics and personal quirks. Work with everyone to beat the fire. Do not ridicule or berate someone who makes a mistake. Handle it properly during the critique. c. NOT TAKE ADVANTAGE OF RANK, AUTHORITY, OR SENIORITY Everyone does his share of work, with the able supporting the less able. If someone is in trouble, help him. If he has made a mistake, help him correct it. If you think he is about to make a mistake, help prevent it. d. ELIMINATE MULTIPLE STANDARDS Make certain that everyone plays the same rules. Do not play favorites and do not try to get even. Never use assignments as punishment. e. NOT WASTE TIME WITH FIREGROUND HOBBIES Every fire officer has a pet theory or favorite tactic. Use them when they are appropriate, but dont try to make every situation fit same tactic. f. EXTEND A REASONABLE DEFERENCE TO RANK AND SENIORITY Respect the people who are running the show. There is no reason, or time, to salute on the fireground.

g. USE PROPER LANGUAGE Be professional in the way you give orders, seek information, and receive reports. All conversations and other communications should be done with language and courtesy that is appropriate for the public record. SUMMARY There must be one commander for a fireground operation or there will be a quick breakdown of action, command and control, coordination, planning, organization, communications and safety. The FGC is the person who assumes overall command of personnel and apparatus at the emergency incident scene. He is a manager employing special management systems designed to consider the danger, compressed time, incomplete and inaccurate information, difficult communications and confusion on the fireground. The role of the FGC is to be a professional manager and commander, directing all fireground operations. He must choose command over action and carry out his function at the strategic and tactical level rather than the task level. It is essential that the FGC move toward the correct action, knowing the correct thing to do and how to have other do it. The FGC is responsible for providing for the safety and survival of all personnel; protecting, removing and providing care for all endangered occupants; stopping the fire where it is found; and conserving property during and after fire control operations. The FGC must develop an overall plan related to standard operating procedures. This plan should anticipate and forecast outcomes. It must be reviewed, evaluated and revised during operations. To carry out his function, the FGC must be well-trained in decision making, command and control and review and evaluation. Decision making at the fireground is based on the principle that all tactical situations have the same basic elements requiring the application of standard approaches . Fireground decisions must be open-ended, allowing for expansion, reversal and building upon. The plan must be quickly established and action initiated as soon as possible. This requires the FGC to quickly prioritize problems and develop solutions. Information must effectively gather, recorded and organization if the FGC is to perform this function. Information must be current, accurate and specific. The FGC should delegate information retrieval, knowing where to find reference information, asking for the right information in the correct sequence, and utilizing a wide variety of factors and information for decision masking. Command and control efforts should be applied to achieve results. The FGC should apply flexible control levels with responsibilities properly delegated. He should stay at a fixed command post and manage, carefully using others to provide him with information, observations, and opinions. The FGC must be familiar with stress management (delegating responsibility). Lone Ranger management (taking action and assuming overall responsibility as the single commander), midpoint management and scarce resource management. Review and evaluation must be an ongoing process in order to maximize effectiveness. This must be done with a high set of standards, expecting high performance levels. The FGC must react to what is incorrect and provide a solution. The next step must always be planned in case something does not work. The FGC must be willing to admit that a mistake has been made or conditions have changed so he can modify the plan and correct the action being taken. He should assume a positive leadership role when things go wrong. Constructive criticism should be provided and a post-fire critique must be done. 10

All review and evaluations should leave personnel with a positive feeling. Privacy is required for individual criticism. The FGCs personality is a big factor in the command system. The desirable traits for a FGC include the required knowledge of command and the inclination to command control of temper, the ability to provide a positive example, psychological stability, physical fitness, fairness, being straightforward when communicating a willingness to take reasonable risks without compromising safety, concern for all personnel, knowledge of limitations (self, personnel, apparatus, the plan), respect for command, being an organization person and being disciplined and consistent. Fireground etiquette reflects the manner in which fireground operations are accomplished. The smooth flow of operations requires the FGC to have a realistic view of rank, respect for personnel and their tasks, to be leader and to be fair. The FGCs roles and responsibilities are carried out through a specific set of command functions (see Chapter 3 for complete details). COMMAND DEVELOPMENT To be a successful Fireground Commander, you must develop your skills in decision making, command and control and review and evaluation. To be effective, you must have a working knowledge of fire and fireground operations. You must study what to do and when to do it. You must understand how something is done so that you will know if it is practical for a given situation and how much manpower and time will have to be committed. Your knowledge and skills must be used to motivate your subordinated to do the tasks necessary to carry out your overall plans. This will develop as you evolve as professional FGC and as you gain more practical experience. The following report card is provided so that you can evaluate your FGC knowledge and skills in classroom exercises, simulations and on the fire scene. Fireground Commander Report Card Subject: The Fireground Commander Did The Fireground Commander: Effectively manage and control the seven areas of predictable breakdown? Use quick, efficient decision making? Properly delegate responsibilities? Keep his plan open-ended? Work at the strategic level? Update information and change his plan as needed? Review and evaluate all fireground operations? Properly give credit for outstanding operations and privately offer constructive criticism for substandard performance?

REFERENCE NFPA Fire Command (Alan V. Brunacini)

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