City of Henderson Fire Department

Incident Command Training

Master

Assume, Confirm, and Position Command

1st Function of Command
Henderson Fire Department Incident Command Training Objectives
Describe the responsibilities of the first arriving units. Identify and describe the various command modes. Demonstrate the procedures for assuming command. Demonstrate the procedures for confirmation of command. Describe command post procedures.

Goal
to quickly establish and confirm a single IC and to place that IC in the most effective initial command position.

Competencies
The first arriving unit (officer) must assume initial command. Assume and confirm command with a standard brief initial report. Select the proper command mode. Establish a command post with the correct positioning and support for current command mode. Package command for ongoing operations and escalation. Correctly accept / continue / transfer command.

Master

Function 1: Assumption, Confirmation, & Positioning of Command

Overview
Assumption, confirmation and positioning of command is critical to us because this is how command shows-up, initiates and kicks off the command process. How the command system shows up and gets started initially will always have a major impact on the ongoing and ultimate success of the entire incident-management operation. If we dont get this right in the beginning; it can put us at a disadvantage for the remainder of the event. This function becomes a launching pad for the rest of the functions. Good beginnings lead to good endings. For this to occur, the operation has to start out in a standard manner using command procedures (SOPs) on every incident. Using this automatic command assumption greatly enhances the overall safety and effectiveness of fireground operations.

Major Goal:
To quickly establish and confirm a single IC and to place that IC in the most effective initial command position.

COMPETENCIES: First arriving unit (officer) must assume initial command.

This duty involves assuming command upon initial arrival, conducting a standard Brief Initial Report and positioning command. The basic objective for this function is for command to start in a standard way upon our arrival at the incident. Command assumption must be a natural, automatic, and regular organizational event. Outlining the command process in SOPs creates a procedure and agreement with everyone in the organization. Everyone in the department understands, expects, supports, and fits into how the command system (and the IC) will initially start up and continue. In most response situations a company officer will be the first arriver to the scene and the command system calls on that person to become the initial IC of the incident. Company officers must have a regular routine that they use that sets themselves up for success to be the initial IC. This standard routine needs to start out with the initial dispatch of the incident and should include receiving the dispatch information, getting turned-out for the call, switching radios to the appropriate tactical channel, identifying proper routing and access to the scene, and safely getting to the call. Following this standard practiced routine will put that officer in the best position for success in the incident. Establishing Command: The first fire department member or unit to arrive at the scene will assume Command of the incident.

Master The initial Incident Commander shall remain in command until command is transferred or the incident is stabilized and terminated.

Note: Command will be established for responses of three or more companies. This will normally be a Company Officer, but could be any fire department member. It makes perfect sense for the first arriver (regardless of rank) to assume command because at that initial point, no one else from the fire department is on the scene. When a company or command officer arrives to the scene, they can then transfer command. Command is transferred to the first arriving officer (from the non-officer IC #1). That is the way the system is designed.

Assume and confirm command with a standard brief initial report.

The exact duty required of the Incident Commander is assuming command of an incident through a procedure. The first arriver to the scene must assume, confirm and properly position command. The assumption and confirmation of command starts with the brief initial report given by the first arriving company or command officer. Brief Initial Report: 1. Unit Designation 2. Incident location 3. Assume and name command 4. Brief description of the situation 5. Action being taken & strategy declaration 6. State any immediate needs from incoming units or from dispatch After the first arriving unit has evaluated the scene and identified the critical factors, you may provide a follow-up report if necessary. Follow-up Report: *Situational update *Resource determination *Any immediate safety concerns *Clarify command mode and strategy if not done in BIR Note: *if needed We use the system to manage effective action. The IC is the person responsible for managing the system. Whoever gives the brief initial report must include that they will be command as part of the report. The confirmation of command occurs when the dispatcher repeats the BIR back to the other units responding to the incident. The unit assuming command will serve as the IC for the duration of the incident or until command has been transferred to a subsequent arriver.

Master This standard confirmation of command signals to the rest of the responders who are assigned to that incident that an IC is in place and all subsequent arriving units must follow staging procedures and must fit into the ICs incident action plan before going to work at the incident based on orders from the IC. Assuming command causes the initial arriving member (the IC) to size up the incident, determine the strategy, and formulate an incident action plan (IAP). All of this is executed and shared with all the responding companies when the IC transmits the standard BIR. This puts all the incident players on the same page. Everyone knows what the problem is and what action is being taken to solve it. This is particularly important when the company officer IC is operating in the fast attack mode and time is at a premium. After the BIR is transmitted, the responding companies arriving at the incident are a lot more inclined to be assigned and integrated into the IAP in a standard way. Responding companies arriving at an incident with an in-place IC must fall under one of the following four standard status categories: 1. Stage (following staging procedures), receive an assignment from the IC, and then work under the ICs command. 2. Transfer and take command, if you outrank the current IC, or 3. If requested, take command. 4. Join the IC and become part of the command team. The four standard status categories eliminate confusion and create an integrated approach and simple understanding of what everyone is doing in relation to command. A very practical way for the initial IC to be the focal point for command and control, and to control the communications process, is to use the location of the incident or the name of the occupancy to name command. Then announce that name in the BIR. The standard radio designation for the IC would then be the name of the event followed by the word command (e.g., Basic Command), and that name automatically transfers to whoever is the current IC throughout the incident. Everyone assigned to the incident then knows they are working for "Basic Command" (as an example). When Basic Command requests another alarm, the dispatch center will know to send more resources to the Basic incident and not the Eastern incident that is being worked on the other side of town. If the initial company officer IC #1 arrives on an engine and assumes and names command for the incident (as a standard procedure), their unit designation in effect goes out of service and loses its regular designation. That is until their crew is moved up, or until command is transferred from the original company officer IC #1 to a command officer IC #2; and he/she returns and places that operational unit back into service. In some cases, the initial-arriving company officer may operate in the command mode (Basic command) upon arrival and the rest of the crew will stay in service as their regular unit (E98 Crew). The capability to keep their unit in service with a move up or upgraded team

Master leader will depend on the knowledge, capability, and experience of the crew assigned to that unit.

Select the proper command mode.

The Incident Commander shall identify the proper command mode: investigative, fast attack, or command. One of the most difficult things for the initial arriving company officer IC to do is to balance the responsibility of command with their crews safety and the needs of the customer. The initial company officer IC must select the command mode or command position that puts them in the most effective position to make the biggest difference on the emergency scene. All subsequent responding units must understand and support the initial company officer ICs position by following command procedures and department SOPs. Initial arriving company officer IC has three options for selecting their command mode. Three Command Modes: 1. Nothing showing or not enough information / Investigative ModeSituations where there is nothing showing (no evidence of a problem) or there is not enough information as to the size, extent, or location of the fire or problem. 2. Fast Attack ModeAn active, dynamic problem is present that requires immediate action to stabilize (e.g., a working interior fire in a residence, apartment, or small commercial occupancy). 3. Command Mode Situations where the size/severity of the situation, the complexity of the occupancy, the hazards present, or the possibility of the basic incident problem expanding (bigger fire/more rescues). The three standard command modes create the capability for the initial-arriving company officer to match the initial command action they take to the conditions that are present. Selecting and using one of these three standard IC position options makes initial action predictable and quickly understandable. In the case where upon arrival there is nothing showing (no evidence of a problem) or there is not enough information as to the size, extent, or location of the fire; the company officer should get off the rig in the proper gear and physically investigate the incident operating as the incident commander utilizing a portable radio. Many times the first arriving company will be able to stabilize these situations and command will then be terminated. In cases where the problem is not quickly located, the IC must develop a plan to search the incident area and must assign subsequent arriving responders to their plan. Other times command will provide a follow-up report of conditions and declare a strategy and command mode. When arriving on scene of working incidents, the initial arriving company officer IC will most often choose to position themselves in the fast attack command mode. This will be done by commanding the incident using a portable radio and directly supervising their crew in the hazard zone while addressing the incidents problems. While this fast attack command mode enhances the safety of the crew and puts the mobile IC in a better position to see more incident conditions, it also places the mobile commander at an overall command disadvantage when trying to combine action with managing the entire incident. After getting the initial attack in

Master place and assigning the next two or three companies to positions and functions that support the initial attack, fast attacking company officers will begin to reach their command limits and wont be in an effective position to continue to manage escalating or long duration incidents. Many times the beginning windows-of-opportunity provide the best chance of quickly solving incident problems that are under way. In these fast attack situations, if we can act quickly and effectively, the incident problem simply goes away. Conversely, the longer many incidents go uncontrolled, the less chance of success we have. Simply, its a lot easier to put a little fire out now than a big fire later. The fast attack command mode must end quickly in one of three ways: 1. On most incidents, the fast attack command mode will end because the initial attack of the initial arriving units stabilized the incidents problems. In these cases the initial IC will probably remain in command for the remainder of the incident. 2. The incident does not stabilize and the IC will need to position themselves in the stationary command mode position to continue managing long duration or escalating incidents. In these situations, the initial company officer IC will remove themselves from the hazard zone and will continue to run the incident from their apparatus. When going from the fast attack mode to the command mode, the company officer will need to use one of the three command mode options for utilizing their crew. Switching to command mode in the middle of operations should only be done if there is a prolonged delay in the arrival of a command officer to the scene. 3. For escalating incidents that are not controlled quickly by the initial IC the most preferable way to continue managing the incident is to transfer command to a subsequent arriving command officer who will use their command vehicle as the strategic command post. Note: Fast attack mode must comply with the 2 in 2 out requirements as set forth in HFD SOP #EM17 On large scale incidents where the IC predicts long term operations, the initial arriving company officer must use the command mode to manage the incident from the very beginning of operations. The best position for the initial IC is to be in the standard command position. This will be a stationary position staying in their apparatus upon arrival from the very beginning while managing the incident. Putting yourself in the middle of large scale incident hazards generally wont make as much of an impact on the safe and effective resolution to these types of incidents as being in a position to effectively set up and then manage the front end of these types of emergencies. When assuming the command mode the company officer IC has three options for dealing with their crew: 1. Move a member up in their crew to act as the team leader and give them an assignment. 2. Give their crew away to another company officer that youll assign to the incident action plan. 3. Use their crew at the initial command post to act as an administrative assistant and help you operate as the IC.

Master

Establish a command post with the correct positioning and support for current command mode.
Position command post in an appropriate location as defined in the command procedures. The three command modes provide good direction for where the IC should be and what they should be doing in a variety of standard management situations. This means if the initial IC #1 (company officer) is in the investigative mode; command is mobile on a portable radio, moving around, evaluating conditions, and looking for the incident problem. If the initial IC chooses the fast attack mode they should be inside the hazard zone leading the problem solving attack. If a battalion chief is the IC operating in the command mode they are outside running the incident from inside a stationary and remote command post. As previously stated, for escalating incidents that are not controlled quickly by the initial IC; the most preferable way to continue managing the incident is to transfer command to a subsequent arriving command officer who will use their command vehicle as the strategic command post. The standard command position is a stationary one, outside the hazard zone, inside a command vehicle or apparatus, which is then called the command post. It should be situated in a standard predictable location that affords the IC a good view of the scene and surrounding area. Ideally, two sides of the situation (generally the front and most critical side). It should not interfere with apparatus movement. Command Post Advantages: stationary, in good (as possible) vantage point--now and in future remote--outside hazard zone place to sit inside vehicle--quiet, lights, protected from distractions, weather, or darkness stronger communications/electronics capability place to build command team/for staff support The IC must use the command post to initiate and maintain operational control, to be continuously available to communicate (first call/immediate answer), and to monitor and maintain an awareness of operational action and changing incident conditions to manage the safety needs of crews. This stationary command post located close to but outside the hazard zone creates the capability for the IC to begin to package command for the ongoing operation and escalation of that incident.

Package command for ongoing operations and escalation.

Manage the ongoing command operation within command procedures and prepare a plan for possible escalation. The preceding four competencies put an effective IC in charge of the incident. Once in place, the IC can now use the standard pieces of the incident command system to control incident operations: Strong standard command (operational control)

Master Division/Groups (decentralized command partners) SOPs (predictability) Clear communications (order model/CAAN reports, etc.) Standard strategy/ action planning (describes where fight will take place & tactics used)

The IC must control where the workers are along with matching their actions to the incident conditions. The IC maintains this capability by decentralizing the incident scene by assigning division/group supervisor responsibilities. This requires the IC to trust the crews to deal with, evaluate, and describe (report) what is currently going on in their area. The IC must be disciplined to remain in the command post and manage the incident from that one basic position. This creates a system where the IC can develop an effective IAP and then continually upgrade, reinforce, and manage that plan. Organizational game plan: As quickly as possible, the system gets an IC up and working in a vehicle. The IC stays in the vehicleuses tactical work sheet, mobile radio, and command team helpers. Task- and tactical-level companies radio their arrival in staged positions. IC assigns companies to initial operational positions within the incident action plan and logs them on the tactical work sheet. IC creates geographical and functional incident organization (divisions/groups) to fit the situation Companies communicate directly (usually face-to-face) with and work for their organizational (division/group) boss and not directly with the IC. Packaging command in this fashion, from the onset of incident operations, provides a seamless transfer when command is transferred from IC #1 to a later arriving command officer IC #2. This allows IC #2 to continue to manage, support, and expand the current incident operation and also to expand the command team organization (IC/Deputy IC/Senior advisor).

Correctly accept / continue / transfer command.

When command is transferred from a company officer that is physically located inside a burning building and running the incident on a portable radio to a BC who is operating in the command mode located inside his command vehicle, the overall command capacity is escalated and upgrade to the strategic level. This command transfer significantly improves the ICs position and ability to manage the eight functions of command and the corresponding safety and effectiveness of the entire incident operation. Transfer of Command: The first fire department member arriving on seen will automatically assume command. This will normally be a company officer, but could be any fire department member. The first arriving company officer will assume command after the transfer command from a non-officer (assuming a higher ranking officer has not already assumed command).

Master The first arriving Battalion Chief should assume command of the incident *second arriving Battalion Chief *first arriving Deputy or Division Chief *discretionary for Deputy Chiefs and the Fire Chief. Procedure: radio or face-to-face situation status: conditions, IAP, tactical objectives, safety considerations assignments additional resources. Transfer of command procedures ensure that an effective IC will begin the event and the level of needed command will escalate based on the size and hazard of the incident. This becomes the core of the system, always matching the right amount of command to the incident. In most cases incident operations will begin with a company officer assuming command. The BC arrives and transfers and upgrades command. If the incident continues to escalate the IC (and the system) will add whatever command support (Command Teams, Section Chiefs, etc.) is required to effectively and safely manage the incident. The size, complexity, and hazard level of the incident will drive the ICs command position and the size of the command staff and incident organization. Both the command post and associated command support must keep pace with the required resource level. The escalation of command resources must be a regular piece of incident operations. The IC generally calls for more help by striking additional alarms. These additional resource requests must include the automatic response of a corresponding number of command partners and staff support personnel who will assist with managing each additional wave of resources. The ICs command position should upgrade from their regular response vehicle to a mobile command unit. This type of command post has more room for command partners, more radios and hardware support, and is better suited for managing multiple alarm incidents and larger scale operations. While these vehicles make it easier for the IC to do the functions of command, they are not absolutely necessary. Assembling a number of the regular response vehicles used by response chiefs parked next to each other in close proximity is an effective way to use our everyday resources to accomplish the same thing. Every incident does not require a fully-staffed command post level of command to resolve the problem. In fact, most local incidents are handled by the initial-arriving company officer taking command, assigning a residential or commercial response, and quickly solving the problem. However, the strength of the system is how we automatically back ourselves up. This requires the response of a command-level officer whose ICS specialty is to come in behind the initial arriving (many times fast attacking) fire companies and set up a strategic command if the event is not quickly stabilized. We shut off the automatic escalation of the command system when the initial and early arrivers solve the incident problem--but the capability to

Master make the system bigger is automatically on the road along with the initial-alarm responders and reinforcement. Having command officers coming in behind IC #1 who are trained, equipped, and prepared to upgrade the command and safety system creates our capability to make the management response match the operational and safety needs of the incident. The bottom line of this first function (Function #1 assume, confirm, and position command) is to place the IC in an effective command position that matches the incident profile. The goal of the system must be to set up an effective IC from the very beginning of our arrival and then to upgrade the command capability to a strategic position as quickly as possible. The IC always assumes command in a standard, structured manner at the beginning of every incident so that responders can depend on a continuous and effective level of protection from the command system from the beginning to the end of incident operations. This up-front command approach fixes responsibility on a single individual (IC) to manage in a way that the overall operation starts under control, stays under control, and never loses control.

Master

Situation Evaluation
2nd Function of Command
Henderson Fire Department Incident Command Training Objectives
Describe "size-up". Identify and define critical incident factors. Identify the four basic information forms used by the IC. Describe the process in handling reported reconnaissance information. Demonstrate the use of a tactical worksheet. Explain the strategic decision making model. Demonstrate the process of matching actions to conditions. Describe how the time management factor relates to the incident/actions.

Major Goal
To develop and use a regular approach to situation evaluation using the standard forms of information management and incident factors.

Competencies
Conduct rapid, systematic, accurate size-up. Use maps, preplans, and reference material. Record information on a standard tactical work sheet. Facilitate companies/divisions/groups as information is reported and received. Detect and react to incident/safety "red flags" Maintain a realistic awareness of elapsed incident times around tactical positions, objectives, and firefighter safety. Utilize the strategic decision making model and stay connected to current and forecasted incident conditions.

Master

Function #2: Situation Evaluation

Overview
Making decisions while managing an incident is difficult without current, accurate, and timely information. The place we have to gather, process and make decisions on this information is difficult, particularly at the very beginning of operations. First arriving company officers have got a very limited window. So it becomes important that we focus on the important factors, that we practice, and that we have a standard way that we exchange information. Situation evaluation becomes the bases for safety and effectiveness by evaluating the risk management plan based on good information. So this becomes a function of command that we use throughout the incident command process. The safety and effectiveness of the incident operation will be regulated by how well we can perform initial and ongoing situation evaluation.

Major Goal
To develop and use a regular approach to situation evaluation using the standard forms of information management and incident factors.

COMPETENCIES: Conduct rapid, systematic, accurate size-up.

This duty involves conducting a rapid and accurate size-up. Size-up is the rapid and deliberate consideration of all the critical incident factors which leads to the development of an incident action plan based on these critical factors. Critical factors can be defined as a list of the basic items that the IC must consider when evaluating tactical situations. All of the critical factors provide the incident commander with a check list of the major topics involved in size-up, decision making, initiating action, and revision of the incident action plan. Command creates a rapid, overall evaluation, and then sorts out the critical factors in priority order. One of the most important critical factors is time and how it relates to the effects of the fire on the customers, the occupancy, and our firefighters safety. Critical incident factors are: Building Fire Occupancy Life Hazard Arrangement Resources Action Special Circumstances

Master

Building
- Size (area & height) - Type of construction - Compartmentation/Separation - Outside openings - Interior arrangement (mobility & access) - Effect the fire has had on structure - How much is left to burn?

Fire - Size/Extent/Location
- Direction of travel - Ventilation profile (operate on roof?) - Tenable or untenable (operate inside?) - What is fire perimeter -Ability to operate on fire

Occupancy
- Type - Fire load - Value associated with occupancy - Status - Loss control

Life Hazard
- Number, location, condition of occupants - Resources required for search - Access to victims - EMS needs

Arrangement
- Number & distance of external exposures - Access, arrangement of internal exposures - Direction of fire spread - Barriers or obstruction to operations - Limitations on apparatus movement

Resources
- On-Scene, Available, Responding - Estimate on response times - Condition of responders - Hydrants & water supply - Built-in protection systems

Action
IC #1 - Incident Priorities - Areas not yet covered - What is the worst thing that can happen IC #2 - Remote IC set-up - Are we operating safely (Actions vs. Conditions) - Is an effective IAP in place - Is an effective organization in place - What is the worst thing that can happen - Are there enough resources - Is layering in place

Special Circumstances
- Time of day/night - Day of week - Season - Weather - Holidays/Special Events

The size-up process will start with the initial dispatch of the incident. The dispatch will give you the location of the call, an initial description of the problem, and the companies assigned to the incident. This information will describe the area and place where you are responding, the occupancy and the hazards youll be dealing with, the arrival order of the response team, whether youll be the first IC on scene, and the type of work youll likely be performing. Once responding, all companies should be observing the general area of the incident looking for signs of fire, referencing the best route and access to the scene, looking for hydrants, monitoring the radio for additional information and the initial arrivers Brief Initial Report. The IC considers all of this information as the beginning of situation evaluation before arriving at the initial on-scene command location. As the IC approaches the scene, s/he can form a visible initial impression of overall conditions. Using this type of standard size-up system provides the IC an effective tool to match actions to conditions and serves as the basis for setting priorities and making and managing assignments based on those priorities.

Master The first arriving company officer IC is in the difficult position of sizing up a situation where there are more unknowns than knowns in the very beginning of incident operations. The IC must develop the habit of using the critical factors in their order of importance as the basis for making the specific assignments that make up the IAP. This standard approach becomes a huge help when it is hard to decide where to start. The initial arriving company officer IC is in the position to identify and address only three to four of the incidents critical factors. The initial IC must evaluate the size and location of the problem or hazard, if there are any customers affected by the incidents hazards, determine if the crew can make entry into the hazard area, the best place to make the initial attack, and where to assign two or three subsequent arriving companies to support and reinforce the initial attack. Once the initial company officer IC does the upfront command functions and directs their crews with the initial attack; they now will be in the best position to get another up-close view of the incidents problems and will again need to evaluate and ensure that their initial actions match the current conditions. From that point on, the fast attacking IC will be limited to evaluate the incidents conditions in the area they are operating in while in the fast attack command position. If the initial attack effort does not eliminate the incidents problems; the IC will not be in the best position to continue to evaluate the entire incidents critical factors or to process all of the reported information coming in from other operating companies. Command will then need to be quickly upgraded to the strategic level in these escalating or long duration incidents. The strategic level IC operating in the command mode, located inside a vehicle, is in the best possible position to continue to manage the incidents critical factors and to direct and process information gathering from all of the critical incidents areas and functions. Effectively managing this information can quickly become a complex problem and command must have a system in place to identify the incidents critical factors so this needed information can be quickly received, processed, interpreted, and acted upon. Creating this system involves building a command team and the operational divisions/groups needed to match and stay ahead of the incidents progress. The strategic level IC can identify some of the critical factors from the command post while others can only be determined from different locations inside or outside the structure or incident area. Obtaining this critical information requires command to develop and practice this standard system of incident information gathering and the building of an effective intelligence network. The incident commander will use a combination of the following four information forms to gather and manage incident information: 1. Previous Experience 2. Visual 3. Reported or Reconnaissance 4. Pre-planning

Master

Previous experience and lessons learned become a major incident management information source. Incident commanders having seen similar conditions, developing an action plan to meet those conditions, and then the outcome of how that action worked, is a very practical way we use to evaluate where the incident is now, and to anticipate where it is headed. There is no other process that can replace previous experience. Visual information is the most common information form used on the emergency scene for the initial and ongoing evaluation of the incidents critical factors. Its acquired by looking at the situation on the seven tactical sides(top and bottom, four sides, and the inside) and the hidden spaces (attics, false ceilings, basements, sub-floors, mezzanines, etc.) that are connected to the seven sides. This form of information requires the critical perceptive capabilities of the IC and the team assembled. Information not directly available visually to the IC from the fast-attack or command-post position many times is acquired by the IC assigning personnel to standard geographic and functional assignments all over the incident site. These company officers and division/group supervisors dealing with specific incident problems and locations provide information-oriented reports back to the IC. It also can come from other sources, such as owners/occupants, building engineers, other agencies. Pre-planning information provides the IC with information not readily available during emergency operations. First due company officers arrive on scene within minutes of the dispatch of the alarm and are not in a position to accurately access and process any detailed preplan information while responding to the call. Therefore, initial arriving company officers need to become familiar with the occupancies in their district before the call. The better you know your first due area; the better youll be able to do an accurate size-up once on scene. The incident commander will use the four information forms to build an intelligence network to gather and manage incident information. As operations expand from the fast attacking initial IC#1 to a strategically positioned IC#2 located and operating in a command vehicle, the more progress/condition/recon reports, reference information, and command team support is balanced with previous experiences and visual information. The volume and speed at which information is received by the IC, has a great deal to do with the ability to process it effectively. It is possible to put the IC in "information overload" (too much/too fast). Command team support is critical...What is thought to be a communications problem is many times really an information management problem. The ability to effectively deal with incident information is a highly learnable, trainable, and reproducible skill that requires planning, practice, and refinement by actually using the criticalfactor approach.

Use maps, pre-plans, and reference material.

The IC shall have the ability to use all resources available, monitor its usage and implement that information into the incident.

Master Maps provide the best routing, access, and water supply information. Preplans give the IC the key tactical features of the structure and the incident area. Any other reference (computer-based data systems) material will provide key information that the IC wouldnt otherwise have. Being able to effectively use written materials in a highly action-oriented environment of commanding a structure fire is a somewhat unnatural act. The trick is to package information in bundles that can be incrementally accessed, as the command system gets set up, and the command team gets into place. The first-arriving IC generally can handle a fairly limited amount of data, and needs simple, basic information on access, entry, and safety problems. The next IC is in a better (command vehicle) oriented command position, and can deal with a larger amount (i.e., bundle) of information. This information capacity increases as the command team is expanded, and evolves to meet the needs of escalating situations. The ability to deal with more information must become a major part of the natural expansion of the strategic command-level command team. The IC is in the best position (in the CP) to actually look at, manipulate, and manage preplans, and can relay pertinent information to the decentralized operating companies/division/groups. A starting point for occupancy pre-fire planning is an evaluation of the operational and outcome potential associated with buildings in terms of construction, occupancy, size, built-in protection, and access and arrangement. Constructionability to resist fire effect (built in protection i.e., fire resistive construction, adequate separation, firewalls, vertical ventilation considerations, etc.). Occupancyuse, associated hazards (the amount, nature, and location of the hazard will determine how incident stabilization will be conducted). Water supplylocation and available flow. Sizethe size of the building and the potential size of the incident problem provide a description of the scale of possible operations. Built-in protectionwe must evaluate the benefits provided by automatic sprinkler systems, standpipes, and early warning devices (Size, arrangement, and hazard factors add to the risk, while built-in protection subtracts from it). Utilitiesshut offs Arrangementthe basic layout of the occupancy/area becomes a major operational factor and will determine the difficulty companies will have getting into and out of the place (i.e., security, difficult forcible entry, stairwell features). Complicated interior arrangements become accountability nightmares, particularly in larger occupancies. Many times these complicated interior arrangements are not obvious from the outside, so showing them on a preplan becomes even more critical to crew safety (i.e., air supply).

Master

Record information on a standard tactical worksheet (TWS).

The tracking of information, building drawings, times, placement of apparatus and crews is critical for incident management and safety. The IC must have a system to record the information gathered throughout the incident using a standard tactical worksheet. The tactical worksheet is designed to record incident deployment and action during the incident. A critical part of maintaining overall control of the incident is the ICs ongoing capability to effectively run an on-line inventory and status keeping system of resources assigned to the incident. The IC is always responsible for maintaining a real-time awareness of the location and function of all incident resources, and using the TWS becomes a major deployment-management tool in completing that responsibility The IC should start the TWS as early as possible to help establish control at the beginning of the event when command and control is the most possible to capture. It also increases the ICs ability to continue and maintain control as the operation expands, and additional responders have arrived on the incident scene, and are operating in more places, doing more tasks. Tactical worksheets should be filled out and updated in the command post. A fast attacking IC will not use a tactical worksheet. The fast attacking IC shouldn't be expected to manage more units than s/he can keep track of off the top of their head. In most cases, this number will be between 2-3 units. The ICs strategic role in the overall accountability system involves maintaining an awareness of who is where, doing what, working for whom, and for how long. The IC must use an up-to-date, dynamic TWS to maintain an inventory, tracking, and accountability of the units working in the hazard zone. The TWS is also the place where the IC records and keeps track of the resources that are on scene, standing-by (staging, on-deck, RIT, etc.), and available for assignment into the hazard zone. The tactical worksheet also provides a checklist (memory joggers) for the tactical objectives and key tactical benchmarks. Also, a time scale to mark elapsed times and incident status. A properly filled out worksheet not only shows the IC where his crews are but also any uncovered areas that need to be addressed. Big-incident, long term, management-support systems are absolutely required for bigincident, long-term operations; but, for fast and dirty, routine, local operations, simple stuff like a TWS really works well. The use of TWS consistently helps create effectively managed organizational beginnings that provide an effective launching pad for expanded and more sophisticated information-management systems during long-term operations. While a lot of stuff on the TWS is standard and pretty timeless, work sheet content and form should shift over time to lead us through performance, technique, and operational changes we implement for continual improvement. Its pretty easy to add new changes

Master on the TWS to help remind everyone of some of the current ICS improvement or tactical/operations project.

Facilitate companies/divisions/groups as information is reported and received.

This duty involves the ability to report and receive information and radio communications. Most incidents defy the capacity for complete, direct, on-site visual appraisal by one person (the IC). A major information management challenge for the IC is to quickly develop an incident organization that covers the critical areas of the scene. The incident organization is created to both conduct operations, and to report on conditions in their area or function. What this means is that the IC assigns companies/divisions/groups to the inside, top, and rear (as an example). The division/group supervisors directly supervise companies right where they are assigned and working. The division/group supervisors become the eyes and ears of the IC all over the incident site and automatically transmit progress and condition reports in their area or function to the IC. The IC must also use this same info management system to integrate that decentralized information to develop a forecast for the future for the entire incident. Having operating units transmit ongoing progress reports along with ongoing condition reports, as a standard part of every assignment, creates the capability for the IC to receive, evaluate, process, and react to current conditions and actions from all over the incident site. Often, what information is received becomes a clue to what additional information needs to be pursued. The critical unknowns must become information targets for the IC, and many times, obtaining that piece of unknown information becomes a specific assignment to a division/group or a recon company. If there have been confusing or conflicting reports, the IC can also specifically assign recon officers to (360) view, evaluate, and sketch conditions not visible from the command post. This recon approach can be a big advantage and assistance to the IC, and creates the capability to develop a more current and complete overall view of the entire scene, that may be fragmented by division reporting. This information-assembly process requires the IC to quickly create the capability to see the entire incident site. The IC must customize an information-input system that produces a complete view of the entire incident, and recon reporting becomes an important part of that approach. Incident conditions can present a ton of separate details. No single person (like the IC) can maintain an effective, long-term awareness of this amount of detail. The longer the event goes on, the more overloaded any single person will become if s/he attempts to centralize (and internalize) that detail management.

Master The way the command system meets this challenge is to create a simple plan where the regular incident organization divides up the incident detail into manageable pieces. Every incident organizational level automatically becomes empowered for learning, understanding, and managing the details that are required for effective operation in their position on their level; in effect, they "own" the details that go with their job. This approach takes advantage of and reinforces the standard strategic/tactical/task incident organization levels. We use the incident command system to effectively connect and manage the three levels of the incident organization. The IC is responsible for maintaining a level of understanding of the overall situation, resource, organizational and operational status. The level of required information (details) gets cut smaller, as it moves toward the task level. When the system needs to be tweaked, the IC must direct and facilitate connecting that particular piece of information to the correct spotthe "correct spot" relates to both the actual location on the incident site and the actual location on the incident organizational chart. The longer the department practices this decentralized detail-management approach, the more independent and self sufficient each level becomes. This practice also refines our understanding of what information needs to stay on each level and what intelligence stuff needs to be passed along (up/down/across). The more we practice, the less we have to communicate routine details, and the more we can concentrate on exchanging high-impact information that facilitates the strategic/tactical/task levels helping one another. This makes us individually, and collectively, more effective. The system is designed for the IC to help everyone, and then for everyone to do their assigned job, and to understand and manage, not dump, their details on other levels.

Detect and react to incident/safety "red flags."

This duty involves recognizing and handling Red flags in a timely manner to enhance responder safety. Certain types of information have a much greater bearing and effect on incident outcomes, especially as they pertain to firefighter safety and survival. These significant pieces of information are best described as "Red Flags." Red flags can describe building conditions (structural stability), fire conditions (or conditions that are about to change), or any other critical factor or situation that can quickly turn lethal. Some red flags can rapidly be dealt with and neutralized without making big changes to the overall incident action plan. Other red flags are indicators that the tactical situation is about to become very ugly. Red flags must be identified and plugged into the size up/evaluation. Examples of Red flags: active fires on multiple sides of firefighters--particularly over, below, or behind them fires that dont react to standard (correct) attack action large, complicated, congested floor areas

Master one way in/one way out access situations large, open spaces, big, unsupported roof/floor areas with no upright columns fire is present but cant be found extended time periods (ten min. +) of offensive firefighting--ongoing offensive operations that are not improving anything that is sagging, leaning, or bulging that isnt supposed to be poor/no ventilation conflicting reports (particularly if they are about the same place/thing) reports that dont match what the IC is seeing initial attack line have little or no effect on the fire

Maintain a realistic awareness of elapsed incident times around tactical positions, objectives, and firefighter safety.
When the strategy and tactical objectives are established and the elapsed time monitored, it provides for greater firefighter safety. Most incident operations are conducted very quickly within a compressed time frame. Many times these rushed conditions create a serious time distortion for the IC. It is common for an IC to feel like s/he has been operating for two minutes when it has actually been twelve minutes. There's a period of time, usually about the first 10 to 15-minutes of fire companies being on scene, when the vast majority of truly effective firefighting and rescue operations occur. Once a fire goes beyond that first burning period, things can deteriorate quite rapidly. Firefighters can get hurt. Fire losses increase very rapidly. It requires skill, experience, and system support for the IC to effectively keep track of elapsed incident time. Elapsed-time notifications from dispatch to the IC at 10-minute intervals throughout the incident provide the basis for acknowledging, marking, and managing event time. TWS have a check-off time line that corresponds to standard 10-minute elapsed-time reports that are transmitted from dispatch. The IC must specifically acknowledge elapsed-time (i.e., repeat the time) and must reconfirm the overall strategy. The IC must also obtain a PAR at standard 20-minute intervals that verifies the welfare of all members in the hazard zone. These 10-minute elapsed-time reminders from dispatch serve as triggers for the IC to reevaluate incident conditions, the strategy, and the length of time firefighters have been operating in tactical positions. The IC must develop effective time management skill to protect the crews. By structuring situation evaluation, hazard analysis, and time management around the standard structural fire fighting incident objectives (rescue/fire control/property

Master conservation) and then creating operations to match that order, we keep everyone working toward the same incident goals. These standard objectives direct us in what we do first, second, and third. Using the regular benchmarks of completion and time-stamp (all clear/knock down/loss stopped) provide a predictable and understandable order to indicate that one priority is complete and can then begin on the next priority. This regular strategy, tactical objective, elapsed-time monitored, work management approach also helps the IC to effectively connect the standard risk management level that should go with each priority. This is where the risk a lot/little/none goes from theory to actual practice.

Utilize the strategic decision making model and stay connected to current and forecasted incident conditions.
This will allow for effective decision making and create a safer incident scene. Situation evaluation is critical to us because it becomes the basis for everything we do. What we are attempting to do is evaluate the standard conditions that are present then take a standard action to produce a standard outcome. Our goal is to apply standard action to standard conditions to achieve a standard outcome. Standard Conditions: Offensive vs. Defensive Standard Action: Follow SOPs to solve the problem Standard Outcome: Fire out/Everyone goes home Simplythe actual conditions we inherit at the incident must drive the action we create, and the relationship of the two (conditions/actions) becomes the outcome. The more we standardize that sequence, the more consistent, predictable, and realistic the whole process becomes. The strategic decision making model evaluates and considers current conditions to develop quick initial action. A fast, initial size up gives the IC a "snapshot" of existing conditions at the beginning of operations. The IC must: Evaluate the critical factors Apply risk management plan Select the correct strategy Develop an incident action plan (tactical objectives) Translate the plan into tasks Assign companies (by giving orders) to go to work on and complete those assigned tasks

Master

Offensive

Defensive

While the initial "snapshot" is critical to starting operations effectively, the IC is at a serious disadvantage when s/he considers conditions only within the current time of the initial "snapshot." The IC must consider time as a standard (and critical) incident factor. Where will the incident be in the five minutes it takes a fire company to get to their assignment? The matching of times and conditions produces a scale that represents what is really occurring and what will occur at the incident. An ongoing evaluation challenge to the IC involves setting up the incident action plan to match current conditions, and then to evaluate how well that action is working. It's really a pretty simple processeither; the plan works and conditions get better, or the plan doesn't work, and conditions get more severe. Where/when the plan doesn't work, the IC must use the standard scale to connect correct action with current conditions. The scale becomes the fast and dirty frame of reference the IC uses to make this critical connection (actions with conditions).

Standard conditions must connect to either Offensive or Defensive Strategy:

This standard scale shows the progression of the fire from "nothing showing" to "burned to the ground." When we look at the scale the first three to four phases can be controlled with a well placed interior, offensive attack. As the scale moves to five and six, the fire is starting to involve major pieces of the structure, generating more of the nasty products of combustion. These middle stages make offensive operations a more difficult and dangerous operation.

Master

5 6 7 When we plug the risk management plan into the scale, phase number six makes offensive operations questionable and anything beyond it is a large offensive risk for no gain. The fire area is unsurvivable for any unprotected occupants and the structure is beyond saving.

Standard conditions must connect to either Offensive or Defensive Strategy:

Offensive

(Marginal)

Defensive

This scale shows a series of snapshots that show how the fire progresses through standard stages, going from one to ten. Next to the one-to-ten snapshots, another scale is used to show the standard operational responses that go with each fire stage. The IC must (in effect) take a quick snapshot of the current stage of where the event is right now; then connect the appropriate action that goes with that stage. Using the snapshots that are beyond the current stage as a framework to describe whats next (and next and next, etc.) creates the practical forecasting capability to understand what the future will look like if the problem isnt stopped, and what our standard safetybased response (position/function) should be in relation to those changes.

Master Simply, using the forecasting scale, along with the standard risk management plan to predict the future when the IC decides to go from offensive to defensive and move the crews earlier rather than later, when incident conditions get worse. Example: If an engine company arrives in the early stages of a fire. The company officer has a green light to organize an aggressive interior offensive attack (position/function). If however, the engine company arrives in the middle stages of a fire. The company officer has a yellow light. The fire is in the end stage of offensive which is about to become defensive. The company officer should be cautious about extending an interior offensive attack (is there time to be proactive?). If however, the engine company arrives in the later stages of a fire. The company officer has a red light and should organize an exterior defensive attack, outside the collapse zone (position/function). The forecasting scale is also useful when companies are currently operating in interior offensive attack positions. If, for example, crews entered during the early stages of fire (green light/offensive) and now the fire has progressed to more advanced stages (yellow light/marginal), command should forecast the next stages of fire (red light/defensive). Command must now make the decision to transition the strategy from offensive to defensive and remove interior personnel if conditions do not rapidly improve. The ongoing use of this standard actions for standard conditions evaluation approach continually converts actual incident outcomes into the "experience bank." The "experience bank" collects the pieces and parts of incidents that are similar and recurring, and connects them to standard organizational responses that effectively handle those conditions. 8 Those standard organizational responses become almost automatic wherever those conditions are encountered. This automatic response to stuff we know about gives the IC the capability to quickly deal with the "knowns" and then concentrate on the special, unusual stuff we do not know about (yet).

Communications
3rd Function of Command
Henderson Fire Department Incident Command Training Objectives
Describe the general requirements for effective communications Identify the available radio channels Name the correct unit designations Define and execute required reports Identify the 7 Fire ground bench marks Explain the difference between Emergency Traffic and Mayday Explain The difference between Withdrawal & Abandon the building Describe the role that SOPs, communication training and organizational management play in the communication process. Identify the different forms of incident communications Understand the responsibilities of all the communication participants. Describe the different roles of the IC, Division/Groups & Companies to maintain effective communications Define the ICs role in controlling communications Explain the components of the Communications IC Checklist

Major Goal
The Incident Commander will initiate, maintain and control the communications process.

Competencies
Use communication SOP Start/control communications upon arrival with Brief Initial Report Use effective communication techniques to keep everyone connected Use organizational chart as communication flow plan Use companies and Divisions/Groups as communications partners Maintain a clear controlled voice Listen critically understand communication difficulties from tough operating positions Mix and match forms of communications

 Coordinate timely progress reports Maintain communication availability answer on first call Utilize standard order model Keep communications simple: task/location/objective Utilize CP position and staff to help communications Center communications around tactical benchmarks primary all clear, knockdown, loss stopped Project a good radio image

Overview
Our favorite incident problem Jumping on communications as the major problem when things go wrong is fairly predictable, and happens a lot. It should be a strong indicator of how critical effective communication is to virtually everything that occurs during the incident operations. The fact that communications is our favorite incident problem, and the fact that it is so easy and familiar to blame confusing stuff on communications, shows the importance of having a strong, well practiced communications package. Must Standardize As an organization we must decide on the critical information that needs to be communicated on the emergency scene in order to support effective strategic decisions. Good decisions cannot be made without good information. Standardizing our techniques, vocabulary, reports and designations will ensure all are on the same page and support safe decisions at every level. The ICs primary tool for effectiveness In a very practical sense, the ICs ability to effectively maintain and control the communication process regulates the ICs ability to command the operation. If the IC cannot maintain two way communications with the various pieces and parts of the incident organization then he/she is not in control. Connects all participants Effective on scene communication provides the connection between the Strategic level IC, the Tactical level Division/Groups, and the Task level of the workers. Communications also becomes the ICs link to the outside world through dispatch. Critical for scene safety Communication effects our strategy, tactics, tasks, and accountability. By not maintaining good communication discipline we are increasing the hazards on the emergency scene.

Standard Communication System Elements

Our organization must maintain a standard set of elements to consistently pull off good incident communications. These elements will help to eliminate the communication problems that can occur during difficult scene conditions. The time invested in the organization of emergency communications prior to the call for service will pay off in a big way on game day. SOPs A written, communication game plan is an essential part of the overall incidentmanagement SOP package. SOPs are particularly critical to incident communications because they give us a fighting chance to plan and develop the best communications plan, an outline for training, and the basis to reinforce and commend good communication performance. SOPs also serve to pinpoint problems when they occur. These procedures provide us with a practical set of how-to communication guidelines. These guidelines give us a standard organizational approach and the foundation to stop repeating mistakes. Training Once the plan and procedures are identified our organization must provide initial and on-going training based on the communication SOPs. A combination of reviewing actual incident communication to commend good performance and to coach through communication problems, along with continual review of communication procedures, becomes a very practical method to improve our capability. Tactical simulation is an extremely effective approach to develop effective communication skills. Organizational Management Communications often becomes the fall guy for organizational problems. Whenever there is a breakdown in the incident organization or discipline, there is a great probability that it will manifest itself as a communication problem. For example, continually beating up a Division/Group Officer because he/she cannot effectively communicate with the eighteen companies assigned to that Division/Group is ridiculous and will not fix the problem. First fix the span of control problem and the communications returns back to normal. Another example would be if individuals or companies continually bypass their supervisor and communicate directly with command. This can create confusion and lack of accountability. Once again fix the unity of command problem and communications is improved. Equipment Effective incident communications results from a match of good system design, effective ongoing maintenance, and well trained/organized/disciplined players, not from fancy communication equipment. Communication Channels Incident communications can quickly breakdown when online radio traffic overloads the channel. Multiple radio frequencies give the IC the critical capability to build a radio network to fit a larger and more complex organization in fast moving, expanding situations. In larger complex incidents the IC should consider moving large Divisions/Groups and especially Branches to their own channels. This allows the IC to maintain an effective span of control. The repeat test is a good indication of the ICs communication control level: if the IC starts asking for the radio traffic to be repeated they are probably overloaded. With the potential for a multiagency response, all local departments must have the channel capability to communicate with each other.

Communications SOP HFD primary dispatch/communication channel is Z7 Battalion 9 Z7 Tac 3 will be the first tactical channel utilized for significant incidents. The additional tactical channels available to the IC are: Tac 4 Tac 5 Tac 6 Tac 7 utilized for level 2 staging Tac 8 Standard Language Per Communications SOP: Clear text will be used. Codes will be avoided if possible. Techniques While the communication system involves lots of hardware and software, the most critical element continues to be the humans who actually use it. The Communication SOP states under Radio Communication Techniques: Before transmitting know what you are going to say. Personnel must use a calm clear voice. Speak slowly and position your mouth 1-3 inches away from the radio. Be concise. Only utilize radio traffic for pertinent information. Prioritize your messages. Do not use up valuable air time with unimportant messages and insignificant details. Transmit critical messages first. Do not interrupt unless you have Emergency Traffic.

Forms of Incident Communications

There are four basic forms of incident communications. The IC and the incident response team must use a combination of these approaches to maintain command effectiveness. Face to Face This is the best communications form because the participants can combine a variety of verbal and nonverbal interpersonal methods. We can evaluate facial expressions, gestures, and body language to see if the message is being received correctly. Detailed specific questions can be asked and answered immediately. Face to face communication is obviously limited to the range of up close personal contact. Whenever critical strategic or tactical orders are given in a face to face form, the IC must assure that other remote Divisions/Groups or companies are informed of decisions that will affect them. Radio Radios provide a remote verbal communication capability. The advantage is speed and the ability to communicate with many different people over a large area. The main disadvantage is that its one dimensional voice only. Radio communication, given its instant remote capability, becomes the principle tool the IC uses to connect with the incident organization/resources. Per Communications SOP: 1. Radio Communication Format The Henderson Fire Department will utilize the Hey you, its me format. Example; Control this is Engine 95 2. Order Model Along with the Hey you its me format, the Order Model will also be followed. The Order Model states that before a message is sent the receiver must indicate they are ready to listen, and then after it is given they must briefly restate the message to insure clarity.

Example; Command this is Fire Attack Command by We have water on the fire and a knock down. We will be continuing our primary search Command copies you have water on the fire and a knock down and you will be finishing your primary. 3. Radio Etiquette A professional and courteous demeanor will be maintained during radio communication. Foul language, sarcasm, insults and horseplay will not be allowed. The primary channels of Z7 B9 & Z7 Tac 3 will not be utilized for any communication outside of emergency ops and official fire department business. Electronic Support Our mobile computer terminals play a big role in our communication process. They provide on line dispatch and tactical information, as well as mapping and directions. They enable us to eliminate an abundance of radio traffic; acknowledge dispatch, en-route, arrived etc. They also provide many research resources at our fingertips; Cameo, ERG, EMS protocols, phone numbers etc. Our cellular phones also provide a major advantage for day-to-day, emergency incident communications. Their use can relieve crowded radio channels for some types of messages particularly those involving other agencies, responsible parties, and others in the outside world. Phones are more private for sensitive confidential messages. Cell phones are a major customer service tool. They create the capability for the customer to connect with relatives, friends, and other support people. Standard Operating Procedures SOPs create the structure for our organization to decide how we will describe standard conditions and actions and the words we will use in particular situations. This approach greatly reduces the difficulties in communicating routine conditions/actions. Critical analysis of incident operations during the critique process will produce many opportunities to streamline the communications process. This approach creates a high level of predictability and confidence, eliminates a lot of routine radio traffic, and frees communication space for more critical traffic. For example: the SOP for the standard structure response states that the first engine, truck, rescue and Battalion Chief will go directly to the scene. All other units will stage uncommitted one block from the scene. That is a lot of information that has already been decided beforehand, and will not need to be communicated on valuable radio time.

Communication Participants
The IC must somehow orchestrate an ongoing combination of standard communication activities among all the participants that are actively involved with the incident. Each operates with their own special set of needs, capabilities, and challenges. This requires a strong, well practiced, procedure based communications plan and positive functional relationships among the participants. While communications in and of itself does not put water on the fire or patch up the wounded, in most cases, the overall outcome of the incident is directly related to the quality of the communications. Simply Good communications = good outcome; Bad communications = lousy outcome. Dispatch Dispatchers are in the very best (cleanest) communications position among all participants. They have direct access to the most powerful and sophisticated communications equipment and are in the best listening and talking position. Dispatch can help the team in conducting effective communications by listening critically, repeating transmissions that dont come through clearly, and assisting players that are

having trouble connecting with each other during difficult communication times. It is critical that dispatch personnel understand the Incident Management System before the event occurs, and then become quickly integrated into the incident operation as it progresses. As per Communications SOP: The responsibility to control communications will remain with dispatch until the first fire department unit arrives on scene. The responsibility for controlling communications will then go to the IC. If at anytime communications are out of control the dispatcher or the IC must regain control immediately to insure all personnel are accounted for and the correct information is being conveyed. The IC outranks everyone on scene so he/she can tell all personnel to stand by, until they regain communication organization. IC The Incident Commander operates on the strategic level and deals with incident evaluation, decision making, assignments, operational control, and revision to manage the overall strategy and the incident action plan. Every command function depends upon effective communications. Our organizations communication plan must state in adequate detail, how the initial command-communication system will operate based simply on who arrives first. Remember, the first arriving fire department unit is in command. It must then be clear what the first arriver will say, and how those who come in behind the first arriver will integrate into the plan. Enormous communication problems occur when the basic front-end command process gets screwed up, and we end up with lots of responders with no command, or multiple ICs. As stated in both the Communications SOP EM-38 and the Incident Command SOP EM-02: The first fire department member or unit to arrive on scene will assume command of the incident. They will provide a Brief Initial Report to activate this process. The initial incident commander will remain in Command until Command is transferred or the incident is stabilized and terminated. The first arriving company officer Incident Commander has several options, based on incident conditions. He/she can be mobile in an investigation or fast attack mode, or select a command mode and create a stationary command post. These two different positions (inside or outside the command post) become a big deal, particularly as they affect the ICs communication capability. Both positions have an upside and a downside. The fast attack mode gives the capability to quickly capture control of an offensive incident problem while it is the youngest and most controllable. The fast attack disadvantage is that the ICs communication capability is limited by their protective gear, their personal physical involvement with the attack, and close proximity to the noisy action. Also they are in a position where many have direct face to face contact with them. All this can become a major distraction. Fast Attack Command operations should not last long and are generally limited to the IC coordinating only two to three units. Command should either be transferred or move to an outside command post. Simply, the IC cannot effectively run a rapidly expanding incident from the fast attack command position. When the IC selects the Command Mode and creates a Command Post, he/she is separated from the direct action. The communication process itself becomes the ICs primary tool. Locating and staying in the Command Post absolutely connects the IC to the communications process and creates a dependence on electronic stuff, communication SOPs, operational organization, and workers to complete the functions of command. The

advantage of maintaining an inside, command post position is the establishment and maintenance of a strong command ability to communicate with his/her resources. This communications capability is really the only tool the IC has to get the tasks accomplished that are required to solve the customers problem. In a very active sense (for the IC), being in control really means to effectively communicate. The local day-to-day response system must effectively integrate the inside/outside communication positions to make them complimentary and not competitive. The initial-arriving officer can (in offensive situations) initiate standard fast attack communications from a mobile position, and when the Battalion Chief (or another officer if needed) arrives he/she can back up the fast initial attack from an improved communications position inside their command vehicle. This approach is simple and combines the best of both inside/outside worlds.

Command Support Staff (Division/Groups) In order for the IC to make safe and effective strategic decisions he/she must be able to receive good information from all the critical areas of the incident. This is accomplished by establishing geographical Divisions and functional Groups to cover the entire incident and to organize, manage, and maintain an effective span of control. The assignment of this support staff is how the IC connects the evaluation process (by Division/Group Supervisors), to the strategic decision making process. Division/Group assignments are remote and decentralized from the IC so they can directly supervise the tasks and actions required and can evaluate and relay real time information about progress or problems to the IC. Standard communications between the IC and the Division/Group Supervisors are used initially to establish the Division/Group and generally include a location, function, objective and resources assigned to that Division/Group. Ongoing communications between the IC and the Division/Group is used to maintain and exchange an awareness and status of the position and progress in completing the tasks required. Division/Group Supervisors should utilize a lot of face-to-face communications within their Division/Group. Radio communications should be limited, as much as possible, to communicate with command or coordinate with other Divisions/Groups. The Incident Management System is designed to place the IC in a good command post communications position to help the Divisions/Groups operating in active, exposed, and many times dangerous positions, communicate effectively and operate safely.

Operating Units (Companies) Companies or personnel who are assigned to Division/Groups or to complete specific tasks are the action part of the action plan. This is where the work actually gets done and the problem gets solved. The entire communication system is in place to support these troops who are operating closest to the problem/action in the most difficult/dangerous position and in the toughest communications spot. Working teams are generally not in any sort of ideal talking/listening spots, so they stay connected and communicate physically inside the team usually with a lot of yelling, shouting, hand signals, pointing, pushing, pulling,

grabbing etc. Another task level communications characteristic is that operating teams are many times in position and working on fast-and-dirty problems that are highly urgent. They are simply very busy in an attempt to solve their part of the incident problem. They are not much inclined to do a lot of fancy communications during the heat of battle. Based on these conditions the IC deals directly with the company officer or the Division/Group supervisor. Our safety-survival approach is that crews that go in together, stay together and come out together. When crew members working in the hazard area cannot directly connect and communicate with one another (vision, voice, touch) they must be considered disconnected from the team, and dealt with as being lost until they are accounted for. Effectively connected simply means being able to communicate with one another.

Other Agencies Incident support and assistance is routinely provided by different agencies based on the nature and needs of the event. Outside agencies should be specially called based on requests from the IC, or dispatched automatically based on prearranged dispatched procedures. Dispatch is generally in the best position to trigger the initial agency response, based on reported conditions or requests from the IC. The IC may utilize a liaison or have the outside agency supervisor report to the command post to coordinate efforts and communication.

Maintaining Communications
A big part of ongoing incident control is somehow keeping the three basic management system levels (strategic/tactical/task) effectively connected. This means that the task level has an awareness and confidence that both the IC is open for business, and operating on a strategic level, and that their tactical level Division/Group boss is effectively in place. Operational control also means that the IC and the Division/Group Supervisors maintain and never lose, a connected, on-line awareness of the position, function and safety of the task level operating units that are working in the hot zone.

The ICs Role

Get things going - The IC gets the operation started by communicating important information to the other players. The IC decides on the overall strategy and action plan, gives specific orders for operating units to go to work, and then establishes Divisions/Groups to directly support, supervise, and report on that work. The emphasis in the initial communications is on the IC vocalizing what he/she wants accomplished. The IC is effective to the extent that he/she can transmit clear simple understandable directions and objectives. Initial and ongoing communications should be centered around the tactical benchmarks getting a primary all clear, knockdown, and loss stopped. Once the operation is set up (responders arrive and are assigned) the IC begins to receive feedback in the form of reports of conditions that are present, on problems that are being encountered, progress being made, and the need for more resources or coordination. Incident operational success is dependent on this feedback. Balance talking/listening - As the operation goes on the IC must balance talking and listening. Critical listening should ideally occur 50% of the time. During the most

active stages of the operation, the IC must use the physical and electronic advantages of the command post to support and coordinate incident communications. Control Communications - The IC must control communications not so much so that he/she can talk, as to use the position capability to help those in difficult operational positions. The IC outranks everyone else so he/she can tell blabmasters to stand by. The IC must understand that Division/Groups and companies are on the most active operational level of the incident organization, and realize how this impacts their ability to communicate. The IC must use the communications advantage of the command post to balance (hopefully help overcome) the environmental and operational disadvantages that go with the hazard zone workers. For example if an operating unit has only 30 percent communication capability, the IC and the rest of the system must make up the other 70 percent. The IC does this by taking advantage of the command post position and environment, being continuously available to respond (receive and transmit), and using the command team as communication helpers to maintain control. Be available to communicate - Operational control relies greatly on the IC ability to be available to communicate. If an operating unit tries to contact the IC and there is no answer, they will generally make one or two more attempts. If these tries fail, they will go back to work, choosing action and skipping communications. If action without communication goes on long enough, the free-enterprise process takes over, and the IC eventually losses overall control. The very critical bottom line of IC communications availability is for the IC to (ideally) answer incoming communications on the first radio call. The IC loses the ability to answer on the first radio call when: 1. There is excessive radio traffic typically caused by the IC not building the organizational structure fast enough. Simply more responders attempt to talk with IC on the radio than he/she can answer and their span-of-control is out of balance. 2. Too many people have face to face access to the IC. Refining command team procedures and routines is the solution to this dilemma. The Deputy IC can handle most, if not all, of this face to face traffic while the IC stays available to communicate with hazard zone personnel. 3. Radio discipline goes away and everyone is trying to talk in an uncontrolled way. Combining organizational and communication structures on how and to whom everyone should communicate - based on span of control will help to solve this problem. 4. When someone gets outside the regular communication plan and communicates directly to the IC. This is generally resolved by the IC directing the free spirit to report to his/her boss. 5. The IC stops acting like an IC and leaves the Command Post. When the IC becomes distracted and gets aerobic (outside the command post), he/she becomes, essentially just another field unit with all the communication disadvantages that naturally occur outside the command post. The command post is not perfect, but it is the best shot the IC has to stay connected to operating resources. 6. The IC loses mental concentration. It is an ongoing challenge for the IC to maintain an absolutely current awareness of incident conditions,

resource position/function/status, and the ability to quickly respond to their needs. Division/Group Reporting Command Partners - In the initial stages of operations the IC will assign and directly supervise responders as they arrive. As the incident goes on and more companies arrive, the IC will begin to assign Division/Group Supervisors to various positions and functions. These officers become command partners, and help the IC to build an effective organization, and to maintain a manageable span of control. This will limit the number of personnel the IC will communicate with. Division/Group officers receive tactical assignments and resources from the IC and directly manage companies assigned to their Division/Group. Division/Group Supervisors should use face to face communication whenever possible within their area, and try to limit radio traffic for required reports. Division/Group officers are usually near the action and noise. They need to be with their companies and dressed like the workers. Managing Multiple Crews within the Division/Group When multiple crews are assigned to a Division or Group, the Division/Group Supervisor will utilize their unit number for communication and accountability. Example: E99, E98, E95 all assigned to Bravo Exposure. Utilize Standard Reports - These Supervisors will primarily utilize the standard reports outlined in the Communication SOP to relay information to command. 1. 2. 3. 4. 5. 6. 7. Roof Report Triage Report In-Transit Report C.A.A.N. Report Completion Report Exception Report Personnel Accountability Report

Emergency Traffic The majority of incident scene communications are conducted with normal radio etiquette If you have something to say you wait your turn. For occasions when someone has something urgent to report, this routine communications model does not work. Any situation that deals with urgent safety information, changes in the strategy, or other urgent information takes priority in the communication process. This is accomplished with Emergency Traffic. Per Communications SOP: The Emergency Traffic announcement will be utilized to provide immediate notification to all fire ground personnel that a notable hazard is either about to occur or has occurred. Emergency Traffic will receive the highest communications priority from dispatch, Command and all operating units. To utilize Emergency Traffic personnel will repeat Emergency Traffic three times and receive confirmation from command prior to providing the critical information. Example: Emergency Traffic, Emergency Traffic, Emergency Traffic. Command copies emergency traffic, go ahead. Command, this is Charlie division, we have a

partial collapse of a wall on the Charlie side. Command copies Charlie division has a partial wall collapse on the Charlie side of the structure. Any member has the authority to utilize the Emergency Traffic announcement when it is felt that a notable danger to personnel is apparent; however, considerable discretion should be applied to its use. Emergency Traffic announcements become ineffective if overused.

Communicating with Operating Companies Operating units perform task level work on the most action oriented level. Command and Division/Group Supervisors must realize that the ability of a working unit to communicate is directly proportionate to their operating position. Working crews in full protective gear will find it difficult to talk. Radio messages to operating units must be task oriented, location based, and indicate the operational objective. They should tell the receiver where to go, to whom to report, and what to do. While the IC should maintain communication control and stay effectively connected to the workers, he/she should not pester those workers. The IC should talk enough to support the current command function, trust the troops to do their jobs, and then be quiet. Operating units should use regular progress reports as the method to send the IC or their Division/Group Supervisors, standard messages regarding how work is going. Also a current PAR is a quick way to indicate that the crew is intact and okay.

IC Communication Control
Ability to Command In a very practical sense, the ICs ability to effectively maintain and control the communications process regulates the ICs ability to command the operation. Effective communications is the ICs most powerful tool. Whos in Control? Effective two way communications determines if the IC is controlling the incident or if the incident is controlling the IC. Starting under control and never losing control is the key to success. Remember, the IC is pretty much out of business if he/she loses control of the communications process. The Conductor The communications process is a mixture of equipment, and standard procedures linked by human participants. Once the equipment and procedures are in place, the human element becomes the deciding factor. The IC must become the conductor who coordinates the human part of the communications process. The IC must facilitate and coordinate who talks and when they talk. The IC must serve as air-traffic control to keep this control and NEVER allow himself/herself to be knocked off the air. The IC controls the communications, not to prevent participants from communicating but to facilitate, coordinate, and integrate effective communications.

COMPETENCIES: Use communication SOP

The Communications SOP sets the stage for how we are going to communicate with one another before the event occurs. They provide how we exchange information and describe how we use our hardware (radios, computers, mouths, ears, etc.) to get the job done. These SOPs are the ahead-of-the-event communications agreement and become the template we use to train, operate at the scene, evaluate, and revise the way we communicate.

Start/control communications upon arrival with Brief Initial Report

The initial radio report should set off a chain reaction of standard organizational elements. First and foremost, it lets the entire response know that someone has arrived to the scene. The incident problem gets identified and the strategy and incident action plan are declared. It also puts an IC in command of the event. Command and communications SOPs are designed with the IC as the central communications player. If the IC cant control incident communications, he/she cannot control the incident players.

Use effective communication techniques to keep everyone connected

The IC uses the radio to link all the incident players together. The end result should be the coordinated action of all the workers on all three of the organizational levels (strategic, tactical, and task). The IC uses the tactical radio channel to assign units according to the incident action plan. This is why it is so important to have a plan before you start talking. Not everyone can talk at once. The IC has to keep control of the airwaves.

Use organizational chart as communication flow plan

Dividing the incident scene into Divisions/Groups has a positive and profound effect on the communications process. When the IC assigns a Division/Group Supervisor to key tactical positions around the incident site, it enhances the entire communications process. Units and personnel assigned to Divisions/Groups communicate with their Supervisor (face-to-face whenever possible), and the Division/Group Supervisors communicate with Command over the tactical channel. The Division/Group Supervisors will communicate with each other over the radio or face-to-face depending on their proximity to one another. As the organization expands, Branch Directors and Section Chiefs use the same communications model and additional radio channels (when needed) to stay connected.

Use companies and Divisions/Groups as communications partners

As the IC begins incident operations, he/she will base actions on known (usually visual) conditions. This is what drives the strategy and the Incident Action Plan. Keeping the

strategy and IAP current requires filling in all the critical information unknowns. The IC does this by assigning units to key tactical positions. The assigned resources report back to the IC about the conditions, their actions and any needs. Now the IC is able to start filling in the unknowns and make decisions based on the current information. This is the best use of communications keeping everyone connected in order to solve the incident problem, and keeping everyone safe by basing our actions on the conditions.

Maintain a clear controlled voice

The biggest evidence that an IC is in place and operating is to listen to how incident communications sound over the radio. When the IC is calm cool and collected, it spills over to all the incident participants. Progress reports, orders and all other communications are more clearly understood when they are delivered in a steady, controlled voice.

Listen critically understand communication difficulties from tough operating positions

The reason we put an IC in a strategic command post is to be in the most ideal position to communicate. Companies that are operating in the hazard zone are in the worst positions to try to communicate. There are also a lot of hazard zone distractions that can cause communication problems. The IC needs to understand all of this when trying to communicate with operating companies. Companies must also understand that their only link to the outside world is over their radio. The command system is dependant on the IC and the operating units always being able to talk to one another.

Mix and match forms of communications (face-toface/radio/computers/SOPs)

Communications is about sharing information. The most used communications avenue is the tactical radio channel. This provides a link to everyone who has a radio. The problem is that not everyone can talk on the radio at the same time. This makes SOPs, computers, cell phones, and face-to-face communications very important elements of our communications system. The goal is to use and balance all the communications system elements, without taxing them (particularly the tactical radio channel), to effectively manage the incident. Examples: Try to utilize face-to face communications within Divisions/Groups as much as possible. The IC only needs to order an Engine company to fire attack group. The responsibilities of fire attack group, what they need to do, what they need to include in their progress reports and how they should attack the fire are all things that have been learned, practiced and applied before the event takes place. Computers can provide maps, preplans, rosters, research material etc.

Coordinate timely progress reports

The IC uses progress reports to keep the strategy and IAP current and to monitor the progress of work. Progress should be structured around the status of the completion of the tactical objectives. If all the Divisions/Groups have reported a primary all clear,

that tactical objective can be checked off the ICs tactical worksheet and efforts and priorities move on to the next priority (fire control). Any urgent information that pertains to the safety or the completion of the tactical objective should be immediately shared with the IC and anyone else who will be affected by the information. Example: Command, Roof Division, we have heavy fire in the attic. The roof is unstable and we are coming down. Roof division recommends getting everyone out from under the roof.

Maintain communication availability answer on first call

The ICs main focus must be placed squarely on the units that are operating in the hazard zone. This is how we manage strategic level safety. The IC controls the strategy, manages the IAP and serves as a link to the outside world to all the workers in the hazard zone. The tool the IC uses to pull all of this off is the radio. The IC must always operate the system (build, expand, reinforce) in such a way that allows him/her to stay connected. The IC does this by always being available to communicate with hazard zone workers.

Utilize standard order model

The order model is used to keep communication simple and to verify that orders were understood.

Keep communications simple: task/location/objective

Incident operations are conducted around the completion of the tactical priorities. Incident communications should mirror this concept. When the IC assigns companies based on a well thought out IAP, everything falls into place and companies will base their progress reports on the original orders IC gave them. When the IC assigns companies to tactical positions they should have a clear and definitive assignment that fits into the IAP.

Utilize CP position and staff to help communications

The IC must be able to control the pace of incident operations. When the incident continues to escalate and more companies are deployed into the hazard zone the IC must be able to keep up. He/she does this by expanding the command organization. In many cases larger incidents are managed over multiple channels. This escalation of command must be a normally occurring progression that keeps pace with the incident. When the IC has a Deputy IC, they can help by keeping the tactical worksheet current. This frees up the IC to focus their attention and energy on sizing up conditions and communicating with hazard zone resources. For example, when an incident escalates to the need of level 2 staging, it would be to the ICs advantage to assign staging its own channel, which frees up airtime on the tactical channel.

Center communications around tactical benchmarks primary all clear, & knockdown,
Communications should center around the completion of the tactical objectives and firefighter safety. This keeps the operation focused on what we showed up to do make sure everyone is okay, elimination of the incident problem, and reduce the harm to the

customers stuff. Division/Group Supervisors and company officers should base their communications on conditions in their assigned area, action taken and the effect it is having, and any needs they have. This will keep communications short, to the point and effective.

Project a good radio image

People have confidence in a competent and calm IC. One of the most effective ingredients that go with being an effective IC is how well you use the radio. The IC has a powerful ability to pace the companies activity simply by the way he/she talks on the radio. Things run smoother and more effectively when the event is not an emergency to us.

Communications SOP
Unit Designation
In order to maintain consistency and avoid confusion during communications with personnel from the same apparatus the following unit designations will be used. Officer of any unit Engineer of unit Firefighter of Engine or Truck Paramedic of unit Battalion Chief Rescue 1st Roster Position Rescue 2nd Roster Position Crew w/o Officer Report to vehicle Unit ID (Engine 95) Unit ID + Engineer (Engine 95 Engineer) Unit ID + Firefighter(Engine 95 Firefighter Unit ID + Medic (Engine 95 Medic) Unit ID (Battalion 8 or 9) Unit ID + A (Rescue 95A) Unit ID +B (Rescue 95B) Unit ID + crew (E95 crew) Unit ID + Apparatus (E95 apparatus)

Reports
Brief Initial Report Follow-up Report Roof Report Triage Report In Transit Report Personal Accountability Report Progress Reports 1. C.A.A.N. Reports 2. Completion Report 3. Exception Report

Brief Initial Report

Brief Initial Report The first arriving unit on a dispatch of 3 or more units, on a motor vehicle accident*, or on any fire dispatch (possible fire, brush fire, car fire etc.) will provide a Brief Initial Report. This report will include:

1) Unit designation (Who am I?) 2) Incident Address (Where am I?) 3) Assume and name command (Who is in command?) 4) Brief description of the situation (What do I have?) 5) Action being taken and strategy declaration (What am I doing?) 6) State any immediate needs from incoming units or dispatch (What do I need?) Example: Control this is Engine 99.(Who am I?) We are on scene at Anthem and Reunion Drive. (Where am I?) Engine 99 will be establishing Anthem Command. (Who is in Command?) We have a 3 car MVA with significant damage with unknown number of patients. (What do I have?) We will be performing an initial triage and securing hazards. (What am I doing?) Dispatch an additional engine, rescue and Battalion 9.(What do I need?) *A basic two unit dispatch to an MVA (i.e. an Engine & Rescue) need not verbalize the establishment of a formal command unless the situation warrants it upon arrival. However, command is still assumed by the first arriving unit and will remain with that individual until transferred per Command SOP. They should still complete a Brief Initial Report. Example: Control Rescue 83 is on scene at Lake Mead & Boulder Highway. We have a 2 car MVA with significant damage and unknown number of patients. We will be performing a triage. E83 continue in code 3.

Sets/Reps Brief Initial Report Follow-up Report

Follow-up Report After the first arriving unit has evaluated the scene and identified the critical factors you may provide a follow-up report. This report will include: 1. Situational update* 2. Resource determination* 3. Any immediate safety concerns* 4. Clarify Command Mode and Strategy if not done in the Brief Initial Report* *if needed Example: Control Command will be in Fast Attack mode in an Offensive strategy. We have possible occupants still in the structure.

Roof Report
Roof Report The Officer that is assigned to the Roof will give the IC a Roof Report. This report may include: 1. 2. 3. 4. Type of roof (flat, pitched, tile, metal, shingle etc.) Are smoke & heat vents present and operating (commercial roofs) Conditions of roof (stable, unstable, venting, pressured smoke etc.) Concentrated loads (HVAC, antennae etc.)

5. Firewalls or partitions if present 6. Basic blueprint if unusual 7. Action being taken

Sets/Reps Roof Report Triage Report

Triage Report At a motor vehicle accident or MCI the person assigned initial triage will give a triage report to Command. This report is vital for the IC to request the appropriate resources. This report will include: 1. The number and severity of patients 2. Is mechanical extrication going to be necessary 3. Which patient goes first

In-transit Report
In-transit Report When the IC assigns a unit to a Division/Group he will notify the Supervisor of the unit in-transit. The Division/Group Supervisor will then notify the IC when the unit in-transit has arrived. Example: Division 2, Command, Division 2 by, Division 2 I am assigning E94 to you. They are in-transit to your location. Division 2 copies E94 assigned to me and are in-transit. Command, Division 2, Command by, E94 has arrived at Division 2. Command copies E94 at Division 2. *When command orders a unit to an assignment where no Division/Group has been established, the Officer in charge will notify command when they are in position. Example: Command this is E99, we are in position on the Charlie side.

Progress Reports
Progress reports should include a Personnel Accountability Report (PAR) C.A.A.N. Reports Progress reports to Command should be structured in the form of a C.A.A.N. report. Conditions o Fire o Smoke Light/Moderate/Heavy Level = feet from floor Active/passive

Any changes from original conditions o Heat General description: Low/Moderate/High Any changes from original conditions Actions Air Supply (report lowest air of crew) Needs

Example: Division 2, Command, Division 2 by Division 2 give me a CAAN Report. Division 2 has advanced to the second floor. We have heavy dark smoke, about two feet off the floor and moderate heat. We are still trying to locate the seat of the fire. We are at three quarters of air. We need additional ventilation to improve visibility. Division 2 has PAR. Command copies you have heavy smoke moderate heat, you are attempting to locate the fire, and you need additional ventilation, Division 2 has PAR Completion Report When tactical objectives or bench marks are completed, the Officer in charge will make a completion report. Example: Command this is Roof Division Command by Roof Division has completed its ventilation hole and all personnel are exiting the Roof and we have PAR Command copies vertical ventilation complete and your crew is exiting the roof. Roof division has PAR Exception Report When an assigned tactical objective or benchmark cannot be accomplished, the Officer in charge will make an Exception Report. Example: Command this is Fire Attack Command by Fire Attack has high heat and heavy smoke with zero visibility. We are unable to advance for fire attack or primary search. Fire Attack will be exiting the building we have PAR. Command copies high heat and heavy smoke. Fire Attack will be unable to conduct fire attack or primary search and will be exiting with PAR.

Sets/Reps C.A.A.N. Reports Personal Accountability Report

Personnel Accountability Report PAR The Personnel Accountability Report (PAR) involves a roll call of all personnel assigned to crews and Division/Groups that are working in the hot zone. The PAR is a confirmation that all members are accounted for and have an adequate exit air supply. For the Division/Group Officer, a "PAR" is an accounting for all crewmembers of all companies assigned to his/her Division/Group. For the Company Officer, a PAR is an accounting of all crewmembers assigned to his/her company. Reports of PAR's should be conducted face-to-face within the Division/Group or company whenever possible. A personnel accountability report will be required for the following situations: As companies report a primary all clear As companies report knock down

Any change from offensive to defensive At every 20 minutes of elapsed time. Any report of a missing or trapped firefighter Any sudden hazardous event at the incident - flash over, back draft, collapse, May Day, etc. Any time Command feels it is necessary.

A normal PAR will include: 1. Present assignment or designation 2. Unit name (or units) 3. The fact that the crew has PAR Example: Division 2, E81 with E83 and R81 has PAR. *After an abandon the building order, the PAR will include all of the above with the addition of the names of personnel.

Bench Marks
Bench marks are established to track the progression of the Incident Action Plan and time stamp events. There are also 3 tactical benchmarks that are mandatory points of reevaluation. The tactical benchmarks indicate when the incident priorities have been met Primary All Clear = Life Safety, Knockdown = Incident Stabilization, Loss Stopped = Property Conservation. Both Command and dispatch need to be informed of these bench marks. The Officer completing the bench mark will report it to Command. 1. Water on the Fire This should be reported when the first water is applied to the fire. This lets everyone know that the fire has been located and the fire attack has begun. In normal circumstances a Knockdown report should follow within a few minutes. If not, all will realize that we are dealing with a large body of fire, and additional ventilation, water flow or both may be required to control the incident. This benchmark will also help us learn how quickly we typically can get water flowing on fires, which will enable us to QI our fire operations. 2. Personnel in Structure This benchmark should be reported as soon as attack crews enter the burning building. By making this statement everyone in the incident is informed that we have members in an IDLH atmosphere. This creates a timestamp for tracking air supply and duration of offensive fire attack. Remember if you are not making progress within 10-15 minutes you need to strongly re-evaluate your strategy. 3. Primary All Clear This needs to be reported as soon as the initial life search has been completed. This is the first tactical benchmark. After receiving a Primary All Clear the IC must re-evaluate his/her strategy because now all we are saving is property. The first incident priority of life safety has been met. Does the risk still match the value? 4. Utilities Secured When the gas and electricity are secured this benchmark should be reported. 5. Knockdown The knockdown should be reported when the officer in charge of fire attack determines the forward progression of the fire has been stopped. This informs all on scene that the fire is under control and mop up is underway.

Knockdown is the second tactical benchmark. The IC must re-evaluate again. The second incident priority of incident stabilization has been accomplished. Once the fire is under control the IC should slow everything down and re-evaluate safety. 6. Secondary All Clear A secondary all clear should be made after a thorough search for victims in the structure has been made after the fire is out. 7. Loss Stopped This benchmark is made when overhaul is completed. This is the last tactical benchmark. The last incident priority of property conservation is complete. *Dispatch will report 10 minute intervals to Command, from onset of the call.

Emergency Traffic
The Emergency Traffic announcement will be utilized to provide immediate notification to all fire ground personnel that a notable hazard is either about to occur or has occurred. Emergency Traffic will receive the highest communications priority from dispatch, Command and all operating units. To utilize Emergency Traffic personnel will repeat Emergency Traffic three times and receive confirmation from command prior to providing the critical information. Example: Emergency Traffic, Emergency Traffic, Emergency Traffic. Command copies emergency traffic, go ahead. Command, this is Charlie division, we have a partial collapse of a wall on the Charlie side. Command copies Charlie division has a partial wall collapse on the Charlie side of the structure. Any member has the authority to utilize the Emergency Traffic announcement when it is felt that a notable danger to personnel is apparent; however, considerable discretion should be applied to its use. Emergency Traffic announcements become ineffective if overused. The Incident Commander will utilize Emergency Traffic for the notification of change of strategy from offensive to defensive or from defensive to offensive. Example: Emergency Traffic, Emergency Traffic, Emergency Traffic. All units this is command with Emergency Traffic. We will be changing from an offensive to a defensive strategy. All interior crews withdraw immediately and notify command when you are clear from the building and have PAR. *The air absolutely belongs to any unit giving the Emergency Traffic call.

Mayday
The radio message Mayday is a term to be used only in the event of a lost or trapped firefighter. Any member may use Mayday to report a lost firefighter. Any report of a Mayday will receive priority radio traffic. The term Mayday will be reserved only to report a firefighter in trouble and needing rescue. The term Emergency Traffic will be used to report all other emergencies.

Mayday Initiator

1. Press the orange priority key on top of the handheld radio. This gives your radio priority 2. Transmit Mayday, Mayday, Mayday, repeat every 15 seconds until you get a response. 3. Once there is an acknowledgement of the MAYDAY by the Incident Commander, provide an initial status report LUNAR: L Location (or last known location) U Unit ID N Your Name, or names of persons involved A Assignment R Resources needed for the rescue (including general status & air supply) 4. Activate PAL device to the on mode *Review SOP EM-18, Mayday Procedures, for details of Mayday operations.

Withdraw vs. Abandon

Withdraw Order A withdraw order is given when the Incident Commander for whatever reason wants to remove crews from the interior of a structure or a portion of it. A withdraw is an orderly exit of personnel and equipment from interior positions. The withdraw order is given by utilizing Emergency Traffic then the specifics of the withdrawal. Example: Fire Attack, Command has Emergency Traffic. Fire Attack by Command needs you to withdraw to the exterior. Fire Attack copies Withdraw Order Upon the receipt of an emergency traffic withdraw order, the company officer shall acknowledge the withdraw order, then assemble their crews and promptly exit to a safe location, where the company officer will again account for all crew members. Once they have accounted for their crew they will notify command with a PAR. The officer should then ask for new orders. Note: Evacuation is an assignment to remove occupants from a structure. Abandon the Building The signal Abandon the Building is intended when an immediate exit of interior personnel is paramount for safety. Failure to respond may result in serious injury or death. Abandon the Building can be instituted by the IC or any other Officer who believes an imminent hazard exists. The Abandon the Building order is given by utilizing Emergency Traffic. The Officer who calls for Abandon the Building shall state the hazard and location. Once crews have exited, the Officer or team leader will notify command of their location and provide a PAR. *Review SOP EM-04 for abandon the building procedures.

Master

Deployment
4th Function of Command
Henderson Fire Department Incident Command Training
Objectives
Identify the basic concept of incident-deployment management. Explain the dispatch/communication process as it relates to deployment management. Describe how an Incident commander determines incident resource needs. Demonstrate level I, level II staging, and On-Deck staging. Demonstrate incident accountability and incident evolution.

Major Goal
To provide and manage a steady, adequate, timely stream of appropriate resources.

Competencies
Predict resources based on the most rapid, accurate, current, and forecasted event profile you can develop based on the tactical objectives. Maintain awareness of local / area response capabilities. Use staging, assignment by the IC and accountability SOPs to get firefighters into the standard work cycle. Maintain current, accurate, resource inventory; always maintain an appropriate resource reserve and tracking on a tactical worksheet.

Master

Function #4: Deployment

Overview
Deployment is where we mobilize and begin to physically address the incident problem. The deployment function explains and describes the system the IC uses to request resources, assign them to the incident scene; and how the IC manages the work cycle and accountability for all assigned incident scene resources. The IC does the other seven functions of command in order to manage deployment. The only way an IC can manage incident operations is if all the incident participants show up to the incident scene in an orderly standard manner and operate within the incident command system. The few seconds it takes for us to slow down and start the incident under control will pay big dividends in both incident out comes and firefighter safety. The standard deployment approach will also generally result in faster incident operations because we do it right the first time.

Major Goal
To provide and manage a steady, adequate, timely stream of appropriate resources.

COMPETENCIES Predict resources based on the most rapid, accurate, current, and forecasted event profile you can develop based on the tactical objectives.
Resources will be available and properly used when the need arises. The deployment process begins with the customers initial call for help. The dispatch center turns the service request into a dispatch of the closest appropriate resources. The goal of this phase of the deployment process is to deliver enough resources to the scene during the window of time where we can make a difference. This means getting enough resources to the scene on the initial dispatch to safely and effectively complete the tactical objectives. While enroute, responders can request additional information and/or additional resources and dispatch can continue to receive, process, and transmit additional incident information to responders. In a very practical way, dispatch and responders basically share command while units are on the road to the incident. When a responder arrives on the scene and gives a BIR, command is automatically transferred from dispatch to that first arriving IC. Now dispatch moves into an ongoing deployment-support role. Part of the first arriving ICs initial size-up process involves figuring out how many companies it will take to do the job and to make sure that help is requested and on the way. This deployment function involves translating incident conditions into tactical needs or objectives and then connecting those needs into the assignment of resources.

Master The IC must compare the event profile and the response profile to call for the additional resources required. Event profile What type of problem is it? How big is it now/how big do you think it will get? How long has it been going on/how long do you think it will go on? Response profile What resources are on scene? When will the responding resources arrive on scene? What additional resources are required? Note: A rule of thumborder big, order early (send them home if you dont need them). Fortunately, the deployment system provides for predetermined response packages, ranging from single units to groups of units (alarms). The standard package of resources works best for escalating incidents and makes calling for more resources simple, quick, and easy. First alarm response: 4 engines, 2 rescues, 1 truck, 2 BCs Second alarm response: 3 engines, 1 truck, 1 heavy rescue, 1 BC Two and one medical: 2 engines, 2 rescues, 1 truck, 2 BCs First alarm medical: 4 engines, 3 rescues, 1 truck, 2 BCs TRT response: 1 engine, 1 rescue, 1 truck, 1 heavy rescue, 1 BC High Rise response: 6 engines, 2 rescues, 2 trucks, 2 BCs.

In the past, our philosophy was that we always had to maintain units unassigned in-house to be ready for the next one! Today, our assessment is that we must provide an effective level of tactical and command resources, as early as possible in the incident, during the most active and dangerous period of exposure. We must then redistribute the units that are available to protect the rest of the city in behind (and around) the event that is currently underway. The operational welfare of our members becomes a compelling reason for us to develop mutual aide agreements that utilize regional resources in an area wide-deployment system.

Maintain awareness of local / area response capabilities.

Resources may be ordered, staged, and used in an effective and timely manner. The IC is the person that has to match (and manage) the work that must take place at the incident scene to the people and equipment that will be doing the work. Matching these two constants (task and workers) requires that the IC have a good grasp of the available area personnel, equipment, apparatus and the systems used to activate and manage those resources.

Master We are not the lone emergency service providers. It is not uncommon for five or more different agencies to respond to a house fire for example (fire department, law enforcement, power/utility company, Red Cross, etc.). The IC must include the participation of other incident players and agencies and incorporate their involvement as a regular part of everyday operations. 1. List all the different response agencies that will be required for the various emergency incidents? 2. What systems does the IC use to get all of these different agencies to the incident scene and then to get them all to work together towards the same common goals? The IC must also be familiar with the regular day-to-day location and type of local resources and the availability of those resources (how long it takes to get them to the scene). Companies are generally dispatched in their order of arrival, based on their general location from which they start (the station). The IC must have an overall awareness of the regular location of the resources in relation to the location of the incident. This creates a general understanding and expectation of how long it will take for those resources to arrive on the scene. Additionally, responding company and command officers should report when they will be delayed (beyond their regular response time) so the IC can work the delay into their deployment plan. This is one of the constants that falls under deployment. For example, when the IC sizes up a residential structure fire (on a two engine report of a possible structure fire response) and determines that it is going to require the balance of a first alarm assignment to conduct a successful offensive firefight; the IC must figure in the constraint of time and estimate that those resources must all be in place inside and operating within the next five to seven-minutes (depending on the stage of the fire). Subsequently, the IC must match tactical/task action on the size up of the incident problem within the strategy at that particular point in time.

Use staging, assignment by the IC, and accountability SOPs to get firefighters into the standard work cycle.
There is an effective use of resources, accountability and hazard zone safety. Incident scene deployment begins with staging. Staging SOPs cause companies to arrive at the incident scene in a way that allows the IC to assign them according to his/her incident action plan. One of the biggest benefits to staging procedures is that they help to eliminate freelancing. Staging requires arriving companies to physically stop their apparatus before they complete the trip to the fire scene and go to work. This gives command the time to decide who goes where, control communications, and to facilitate the quick integration and tracking of all the players in the game plan. Using staging to create this standard entry gate results in a managed and safe beginning of the work cycle.

Master

Level I staging is automatically activated when the initial company officer IC gives the brief initial report and assumes command. The first arriving engine, truck, rescue, and BC go directly to the scene, stage, and wait for an assignment. All later arriving resources stage in an uncommitted position, announce they are staged over the tactical channel, and wait for an assignment by the IC. Uncommitted means the crew is intact, they havent passed their last water supply (for engines), and they can access any side of the incident they are assigned to. Level II staging streamlines the arrival and assignment of a big response, and creates the capability to have a large amount of resources close to the scene which are available to quickly assign within the incident organization. Level II staging creates a huge command advantagethe IC can call for a big response and never has to really deal with those staged resources directly until the IC is ready to assign them. All Level II stagers stay off the radio. When they arrive at the staging area, they report to the staging manager and dont in any way make the IC go nuts with a lot of radio traffic. We now incorporate a third way to stage companies in a standard way. On-Deck is forward staging of fully equipped crews from Level I or Level II staging to established tactical positions to provide a ready supply of manpower. Eventually in many events we dont need apparatus anymore for tactical positions. We need manpower, and this is the way to deploy it. Assignment by the IC Staging procedures place resources in positions where the IC can assign them based on his/her incident action plan. A major safety practice involves the IC making specific assignments to companies as they arrive in staged positions. This integrates companies into the incident organization and the IAP from the very beginning of their time on the incident. The standard assignment process is the command and control cornerstone of everything we do. Managing incident operations in this fashion is how we coordinate and incorporate all of the efforts of multiple units into a single and cohesive operation. The IC places companies, divisions/groups into operation by making specific assignments to them using the order model procedure described in the communication function. After the IC assigns units to the incident scene, he must manage their work cycle. The IC must get periodic progress reports from all of the different operating positions. These reports verify that the assigned units arrived at the place that the IC assigned them, the conditions in these positions, the actions taken, and any further needs the assigned resource may require. As companies do their work they will periodically have to recycle or rehab for air, fluids, and rest. Recycling is a timely and efficient means of SCBA air replacement and rehydration of companies while maintaining their division/group assignment. Units assigned to rehab leave their assigned area and must check out with the IC. Companies that are working under the direction of a division/group supervisor must notify their division/group

Master supervisor that they are leaving along with their destination. The division/group supervisor passes this information along to the IC over the radio. This provides the IC the information they need to keep the tactical worksheet current and correct. *See Staging, On-Deck, Recycle, and Rehab SOPs. Accountability The initial IC activates incident scene deployment when s/he gives a brief initial report and assumes command. Later arriving units must follow staging procedures. If the initial IC chooses to operate in the fast attack mode they are operating on all three organizational levels (task/tactical/strategic). The only chance the fast attacking IC will have to successfully manage the critical beginning of incident operations is if later arriving units follow SOPs, get into the game properly, and operate within the system. The system works when we follow the rules and help each other. The fast attacking company officer initial IC is not in a position to manage written information using a tactical work sheet. This is the place where the system reinforces itself with a subsequent arriving command officer who can sit in a command post and manage the on-line deployment of a steady stream of appropriate resources to solve the incident problem. The accountability system must operate on the strategic level by the IC who tracts companies on the TWS; on the tactical level, by division/group supervisors tracking crews assigned to their division/group; and on the task level by company officers who must always maintain vision, voice, or touch contact with their members inside the hazard zone. The most critical piece of the accountability system is achieved on the task level. We all go in together, we stay together, and we all come out together. Leaving hose lines, wandering around the incident scene without an assignment, and allowing the crew to separate from each other are all contributing factors to getting lost in the hazard zone. No system can out perform incident players who operate outside the boundaries. The system uses the Term PAR to indicate the team is together and okay, and at predetermined times, requires the IC to get PARs from all hazard-zone companies. Any NO PAR indication requires the IC to initiate the lost, trapped, or missing firefighter procedure *See accountability SOP.

Maintain current, accurate, resource inventory; always maintain an appropriate resource reserve and tracking on a tactical worksheet.
Coordinate the staging area activities and managing resources using a tactical worksheet.

Master The way we manage the on-line deployment of resources will determine whether or not our operations are successful in capturing and controlling early window of opportunity that we have as an event evolves. The ICs job is to always keep track of and control the position and function of all incident players. This capability becomes a major safety factor and must be done within a standard, practiced system. The major tool the IC uses to do this is the TWS, along with a radio. We described TWS use in function #2. The TWS is the major way the IC maintains an ongoing inventory and tracking awareness of resources. Over time, as TWSs are used, they become the standard place or process where critical incident information is recorded and formatted. So the sheet becomes a major tool the IC uses to record, manage, and exchange information. Tactical Reserve A current part of the command system management involves the idea that the IC should maintain a tactical reserve of resources that can be quickly plugged into critical division/groups as the incident evolves and operational needs change. Currently, we use companies in Staging, On-Deck, and RIT as the standard organizational elements that create and manage a tactical reserve. This way of establishing and maintaining extra, uncommitted, resources that are in place, intact, and quickly available for assignment, should occur automatically. The IC should list their location on the TWS. Occasionally, in the beginning of a fast moving, expanding incident, an IC will be assigning resources as quickly as they arrive. In these cases, the RIT team will probably be the only stand-by resource available. When this occurs, the IC should call for additional units if the forecast indicates the incident will continue to expand. There is no need for the IC to call for excessive resources beyond a sensible stand-by level. The simple idea of maintaining a layering of resources three deep (crews in staging, On-Deck, and working) in critical divisions is much better than being behind the power curve and having to somehow desperately call for more responders that end up arriving after the problem can be effectively and safely solved. Escalating events will also require more organizational support. These organizational resources will be needed to manage functional groups such as staging, rehab, customer stabilization, etc. As the resource requirements required to bring the incident under control escalate, so must the amount of command support (sections, branches, etc.). Supporting the IC in this fashion strengthens command and keeps the IC ahead of the power curve. *See tactical worksheet SOP.

Strategy & Incident Action Plan

5th Function of Command
Henderson Fire Department Incident Command Training Objectives
Demonstrate the process for identifying incident strategy Define offensive, defensive & marginal operations Identify the process in determining offensive or defensive strategy Describe the functions in decision making and evaluation in regards to strategy selection Describe how the IC can support incident safety Identify some of the procedures in daily operations that enhance personnel safety Demonstrate the ability to complete an Incident Action Plan Demonstrate some of the tactical objectives in using an IAP Identify the tactical benchmarks used in the communication and command process Describe items found in the IAP Evaluation Checklist Explain the process used in a IAP evaluation and revision

Major Goal
The IC will use a systematic method to make basic strategy decisions, and to develop and initiate a tactical incident action plan.

Competencies
Apply the standard risk management plan throughout the incident Decide on overall offensive/defensive strategy based on critical factors Declare the strategy as a part of the initial radio report Manage and control operations within the basic strategy Use critical factors to develop the IAP Include strategy, location, function, and objectives in IAP Use tactical objective benchmarks as the action planning roadmap Do not combine offensive/defensive operations in the same fire area (compartment) Use incident organization and communications to connect and act out strategy/plan

Function #5 Identify Strategy/Develop IAP Overview

Strategy vs. Incident Action Plan The strategy is the overall operational approach to the incident, and basically determines where personnel will be operating in relation to the hazard zone. In fire situations it determines whether inside or outside operations will be conducted. The Incident Action Plan describes the tactical details and work plan that address and solve the incident problem. Systematic & consistent strategy decision and IAP development The Incident Command System depends on the IC to use the situation evaluation (8 Critical Factors + Risk Management Plan), the event profile (what kind of call fire, hazmat, MCI etc), and the forecast of the incident conditions as the evaluation and decision making platform to produce the overall incident strategy. This strategy decision serves the critical purpose of determining the basic operating position of the hazard zone workers and the overall inside/outside operational objective of the entire incident response. The strategy decision also becomes the basis for the incident action plan. The basic order of development is: Strategy #1 - IAP #2. The IAP must be a reflection of the operational strategynot the other way around. Overall operational strategy is divided into two basic modes: Offensive or Defensive. Offensive operations are conducted inside the hazard area. Defensive operations stay outside of the hazard area. We either operate on the inside or from the outside, and never do both at once, in the same place. Apply standard actions to standard conditions to produce standard outcomes For years we have heard the comment Every fire is different. But in reality fire operations have many similarities that we should take advantage of. For example, an offensive attack on a room and contents fire in a home requires ventilation to support the advance of an attack crew to apply water on the fire and conduct a primary search. The IC should also plan on establishing a water supply, securing utilities, assigning a backup line, a RIT, and a medical group. For every room and contents fire in a home this should be a standard action for success. By realizing standard conditions we can create a more efficient standard action. If our situation evaluation was correct our standard action should produce a standard outcome. If it does not, then a revision of the plan is warranted. The standard condition, action, outcome approach actually helps to identify special circumstances. If you apply a standard action to what seems to be a standard condition and the outcome is not standard then you know something is wrong. Evaluation and Incident Action Planning continues until we clear As operations continue the IC must always compare what is occurring (right then) against the current strategy, to be certain that the workers are in safe operating positions. When conditions change (for better or worse), the IC must consider changing the overall strategy, and the IAP, to match those changing conditions. Primary Goal The primary goal of strategic management is to keep firefighters out of offensive positions in defensive conditions.

Major Goal
The IC will use a systematic method to make basic strategy decisions, and to develop and initiate a tactical incident action plan.

COMPETENCIES: Apply the standard risk management plan throughout the incident
We cannot begin to talk about making strategy decisions and developing Incident action plans without first emphasizing the importance of the continuous application of the basic safety system and the risk management procedure. The IC must initially and continuously apply risk management evaluation to the strategy decision and the development of the Incident Action Plan. Per Incident Command Procedures SOP, The Incident Commander is responsible to provide for the safety, accountability and welfare of personnel throughout the incident. This is accomplished by the continuous application of the departments basic safety system and the constant evaluation of risk to benefit as stated in the Risk Management SOP. Basic safety system components Functions of Command Consistently having an on-scene IC, who is performing the 8 standard command functions, serves as the basic foundation of how we manage both the life and property interest of our customer, and the safety, welfare and survival of our responders. Risk Management It is critical that our department decides and clearly expresses how, where, when and why we will accept certain levels of personal risk. This plan becomes our organizational philosophy on how we will actually manage the connection between risk and benefit (lives/property) at service delivery time (Is the risk to my personnel worth the benefit to the customers?). Our Risk Management SOP is straight forward, simple to remember and easy to apply: We are committed to providing the safest possible work environment for our members. It is important that all members operating at incidents operate in a safe manner. Each must practice as a Safe Person for their own safety, as well as to minimize risk to others. Towards that goal, all members are expected to operate under the following risk management profiles. We Will risk our lives a lot, in a calculated manner, to save SAVABLE lives. We Will risk our lives a Little, in a calculated manner, to save SAVABLE property. We Will Not risk our lives at all for lives or property that are already Lost.

This risk management profile will be applied to all emergency incidents and will be continuously re-assessed throughout the incident operation. Actions in a calculated manner requires: 1. Incident Command established (where applicable) 2. Proper personal protective equipment 3. Accountability system established. 4. Safety procedures in place. 5. Continuous risk assessment by all members Fit for duty firefighters Effective incident operations require well-trained members who understand and willingly work with the command, operational and safety system. They must have the personal aptitude and basic skills to do the mental, physical and emotional part of their job. They must also understand how the other players on the strategic, tactical and task levels connect and complement each other to form an integrated team. Personal protective equipment PPE is simply how we dress the worker for the trip into the hazard zone. It is critical that the strategic, tactical and task levels operate with a realistic and accurate understanding of how PPE performs under actual incident conditions, and what the equipment can and cannot do. A big part of the offensive/defensive decision must be based on the very primitive act of the IC looking directly at the incident hazard level and saying go/no go, based on their knowledge of PPE ability. Safety SOPs We have SOPs that are dedicated to safety as well as SOPs that have safety components. These SOPs are a combination of a variety of actions including: How we prepare for calls, how we respond to calls, what we do upon arrival, how we enter/operate/exit the hazard zone, how we communicate, establish RIT, how divisions/groups operate, how we rehab, etc. The level of discipline that personnel perform to these standards directly effect the safety of all involved. The IC must operate with the consistent assumption that everyone that shows up at the event is automatically following the standard safety procedures. He must be confident that every worker is properly protected, operating under control, and inside the safety game plan. It is impossible for the IC to make an effective and survivable strategic decision if there is any question about safety participation.

Decide on overall offensive/defensive strategy based on critical factors

Identifying the Strategy - The IC identifies the strategy as offensive or defensive through the analysis of an array of standard critical factors and the constant application of the risk management plan. While it is the major responsibility for the IC to decide on and manage the strategy, the entire response team must be able to define, identify, and understand the basic characteristics of the incident conditions that produce the overall strategic decision. They must know the basic approach and objective of each strategy, and what offensive and defensive operations look like. Once the decision is made it cannot be a mystery to anyone. Connecting the strategic, tactical and task levels so that

they all operate within the basic strategy is a major ICS goal. Every member of the team must be aware of the basic strategic and tactical game plan and must be offensive/defensive literate and cooperative. The IC should keep strategy management real simple we either go inside or stay outside offensive or defensive. Quickly completing search and rescue is the only reason that we should ever be operating inside of a marginal situation. Situation Evaluation Is the process utilized to determine a strategy. Continuous application of the risk management plan and evaluation of the 8 critical factors will be used to choose a strategy. Risk Management SOP: Fire Scene Risk Benefit Tool The Incident Commander will utilize the Henderson Fire Department three step risk/benefit tool of: Value, Time & Size to help determine a strategy on fire scenes. Value Is there anything of value to save? Time Do we have enough available time to affect pro-active, interior efforts before conditions deteriorate beyond acceptable risk? Size How big is the fire? Do we have enough resources available to meet the tactical objectives and create the required fire flow?

Offensive Operations Offensive operations are conducted where incident conditions will allow responders to make a fast, active attack inside the hazard zone. In structural fire situations, handlines are extended into the fire area to support the primary search and control the fire, while related offensive support (ventilation, forcible entry, RIT, hazard security) is provided to clear the way for the attack. This offensive attack strategy is aggressive and quickly moves in to directly overpower and extinguish the fire from the inside. What a safe offensive position means is that all the pieces and parts of our safety system can protect a hot zone worker from the interior conditions that are present at the time. In these cases, it is okay for our troops to use the standard safety routine to go inside of the hazard area, and directly engage the incident problem offensively. Wherever and whenever our basic safety system will protect our firefighters from the interior conditions that are present, the IC should order a strong, well supported, inside attack that controls interior conditions and directly protects our threatened customers. The beginning point of our action-attack planning process should be based on the mentality and basic approach of being offensive oriented. If defensive conditions present themselves we can always hit the brakes and develop a defensive strategy, but if you are not ready willing and able to go offensive quickly there no such thing as a fast attack. Marginal Situation Marginal situations are where our standard risk management plan says that it is okay to take a big risk, in a highly calculated manner, to protect a savable life. A difficult and dangerous situation occurs when rescue (i.e. primary search) operations are not complete and conditions are near the end of offensive and are starting to look and act like the beginning of defensive. Marginal means that the inside crews are quickly trying to complete rescue functions and, as soon as the all

clear is given, the IC will decide if the troops stay and fight offensively, or get out and go defensive. We must operate with an ongoing awareness that marginal is a situation and not another strategic mode. Defensive Operations When conditions go beyond the interior operational capability the IC must conduct defensive operations from outside the hazard area. During defensive fire operations, large exterior fire streams will be placed between the fire and the exposures to prevent fire extension. This defensive strategy is a heavy-duty, cutoff oriented approach. During active defensive operations perimeter control becomes critical since firefighters should not enter the fire area. The IC concedes property to the fire and decides where the cutoff will take place. In these cases, the IC must conduct defensive operations outside the collapse zone. What defensive means is that the hazard level of interior conditions exceeds the capability of the standard safety system we use to effectively protect our workers. Defensive operations represent a standard organizational response to situations that cannot be managed offensively, because conditions are simply too dangerous to get close and there are no savable lives or property.

Declare the strategy as a part of the initial radio report

Declaring the strategy up front, as part of the Brief Initial Report, puts everyone on the same page. This eliminates any mystery of how we are going to operate at the scene, along with where we will do it (inside or outside). The strategy is what drives the tactics. If the initial IC declares an offensive strategy, all incoming units will know that they are setting up to go inside to conduct a search and fight the fire. Other officers and crews can begin to prepare for offensive type assignments; fire attack, search, forcible entry, ventilation, securing utilities, back-up lines, RIT etc. If a defensive strategy is announced, units en-route can begin thinking about big water and cut-off points.

Sets/Reps Offensive or Defensive Strategy Declaration

1. Identify Critical Factors 2. Apply RMP 3. Identify strategy

Manage and control operations within the basic strategy

The strategy defines the positions the troops will be operating from offensive is inside; defensive is outside. This is one of the key ways the IC manages safety on the strategic level and completes the tactical objectives. The IC uses the strategy to get everyone moving in the right direction working together to solve the incident problem. Effective management of the overall strategy by the IC provides the following benefits: Structures decision making and evaluation The IC begins to manage the strategy at the very beginning by making the initial decision to conduct an offensive or defensive

attack. The IC must then continue to manage the strategy by keeping the IAP current. As conditions change, the IC must be prepared to adjust the IAP and possibly change the strategy. For example; if an offensive strategy is chosen initially, the ICs decision making and evaluation is organized by the offensive Incident Action Plan. He/she must make assignments that support the offensive attack and continuously evaluate if the hazard zone workers are safe and can maintain their interior positions. Standardizes understanding and communications The basic strategy definition (offensive/defensive) serves the purpose of providing a simple and straightforward framework for everyone on the operational and command team to develop a common understanding. Offensive means a quick vigorous interior attack. Defensive means to get in between what is burning and what is not, to keep it that way. Marginal means organize and operate to protect inside rescuers while they try to find, grab, and remove Mrs. Smith. Developing a common understanding and agreement of how incident operations will be conducted ahead of the incident, and packaged up in SOPs & CPSs, facilitates quick communications and effective action and reaction. When the IC says, All units withdraw from the structure we are going defensive, the action must be swift. There is no time for long, detailed, specific instructions. If everyone understands the mode, the IC can quickly achieve a standard response. Provides operational control The essence of fireground control by the IC simply involves the ongoing ability to direct where the hazard zone workers are located and what they are doing (position/function). In a very practical sense, if the IC can initially place the troops, then move them, and change what they are doing, based on changing incident conditions, the IC has captured and maintained position/function control. If the IC is not able to change the location and function of his/her resources, the operation is essentially out of control. Developing, announcing, and managing a common strategy is a major way the IC can accomplish this control. This unity creates a consistent reaction where everyone assumes standard positions and works to achieve the same strategic objective. This operational control emerges out of strong SOPs, training, and agreements made way before the event occurs. Improves overall effectiveness Deciding on and then managing the strategy has more opportunity for determining operational success, or failure, than does any other function. Mobilizing the entire operation, under the control of a strong, strategic plan, produces an efficiency of collected effort that is able to concentrate on a standard, well known objective. The objective of each strategy is simple and easy to understand: Offensive Target do battle on the inside to control the incident problem Defensive Target exterior attack from outside the hazard area to limit loss and stop the spread of the incident problem

Keep it simple. The point of the strategy management routine is to prevent firefighters from being in offensive positions under defensive conditions. The IC must continually ask and answer the basic strategic control questions:

Have I effectively evaluated the incident conditions? Have I done a risk management evaluation? Have a made a conscious, offensive/defensive decision? Have I gotten the crews into their positions through IC orders or SOPs or have they freelanced into those positions? Am I in a position to observe and listen to progress/exception/completion reports so I can effectively evaluate changing conditions? Have I forecasted what will happen in the future 5/10/15 minutes from now? Do I know if my crews are okay? Can I move the troops if conditions change?

Supports Incident Safety Based on the go/no go approach, the quick, clear, concise decision to operate either offensively or defensively serves as the practical and fundamental basis for operational survival. The standard offensive/defensive strategies create a simple game plan that describes, in survival terms, where we can (and cannot) go, and what we can (and cannot) do.

Use critical factors to develop the IAP

Not only is the risk management plan and the 8 critical factors used to choose a strategy, this same information must be utilized to form the incident action plan. These factors are very practical categories of information that produce an effective IAP. The IC must become skillful in understanding how these factors can identify specific tactical needs. Once those needs are identified the IC can include them in their plan and assign units to address them. Standard approach to IAP development - There is a natural inclination to think of every situation as being different. This approach is dysfunctional because it causes the IC to consider each type of incident as a totally new experience. If we are unable to apply what we learned at past events to the next incident we can never constructively and progressively use this experience to get smarter. Realistically the IC is usually confronted with a fairly standard array of incident factors, and uses a standard inventory of resources for incident operations. Effective ICs with cumulative experience soon discover that fires, EMS situations, and special operations events are more similar than dissimilar. If the IC can develop a standard approach, then customize the IAP to fit each situation, he/she will begin to develop an ongoing plan and approach that can be refined and built upon through their experience. Single or multiple IAP - An incident action plan should be developed whenever command is established and it should be evaluated, reviewed and refined throughout the incident. In simple straightforward cases, a single IAP may be all that is needed. In other incidents based on the nature, length and complexity, a series of connected/progressive IAPs may be needed. The plan should be reviewed and updated after each tactical benchmark has been completed based on the standard risk management plan particularly when a primary all clear has been completed.

Basic Steps to IAP - When an IAP is developed by the IC, the following steps are required to start, conduct, revise, and conclude incident operations: 1. IAP evaluation Remember, the Incident Action Plan supports the strategy decision, but the same information is used to develop the plan. Risk management throughout and the 8 critical factors produces the elements needed in your plan. For example: If we consider our earlier room and contents fire in a residential home that occurs at 2am with two cars in the driveway. As we go through our evaluation we will identify a strategy and the tactical priorities that need to be addressed in our IAP. The BUILDING is a single story track home. We know that it is lightweight construction that is compartmentalized with a truss roof and open attic. The FIRE is currently fully involving one bedroom. We know that a bedroom in a typical 3 bedroom track home is around 150 square feet. Our fire flow formula has taught us that we will only need about 50gpm to control this fire. Our OCCUPANCY is an occupied residence. There should be typical class A combustibles. The LIFE HAZARD is probably very high if the home owner is not present upon arrival informing you that everyone is out of the house. The ARRANGEMENT of exposures is typical of a suburban neighborhood. The primary exposures currently are the interior portions of the house that are not burning. The RESOURCES available are a first alarm assignment 4 engines, 1 truck, 2 rescues, 2 BCs. Your ACTION is completing your initial size up and setting up for fire attack. No other SPECIAL CIRCUMSTANCES are apparent. From all this information you have determined that there is high VALUE possibly life and the majority of the home. You should have TIME to perform ventilation and fire attack to support the primary search. You have adequate resources in both personnel and water supply to extinguish this SIZE of fire. You can also support personnel safety with the proper use of equipment, PPE, tactics and command supervision. The strategy should be offensive. Once the strategy is decided and announced, so that all incoming units will be aware, the IC develops the IAP by identifying the tactical needs. The IAP supports the strategy. PPV will need to be in place to support the attack team. A crew will need to advance an attack line into the structure, check for extension in the attic, and complete a primary search. The utilities should be secured, a RIT team established, a back-up line pulled, and a medical group assigned. Once the IAP is complete the IC can begin assigning crews to fill the different tactical needs. 2. IAP (plan A) This is the original incident action plan developed from the evaluation process. As shown in the example above it provides a simple description of the basic tactical approach. The IC should be able to express in simple terms the initial action that will solve the incident problems within the overall strategy.

Examples: Fast offensive interior attack with hand lines to support and complete primary search/rescue operations, and control the fire in the room of origin, ventilate, and check for fire extension in the atticsalvage operations will follow fire control. Or Defensive attack with elevated and ground level master streams to protect the Bravo and Delta side exposures. Hand lines into exposures for interior protection. All members will operate outside of collapse zones. 3. Tactical needs The IC must identify the major tactical needs that must be completed. These needs become the basis for assigning specific tasks to companies. Examples: Offensive Ventilate, Interior hand line attack, Check attic, Control fire, Secure Utilities, Overhaul, Initiate required salvage. Defensive Master stream attack, Protect exposures Bravo & Delta, Knock down main body of fire, Hand lines inside exposures Bravo & Delta, Collapse zone control 4. Available resources and assignments The MDC should provide the IC with an inventory of responding units. This information should be transferred to the tactical worksheet as soon as possible. The IC should keep track of units that have arrived and staged. Ideally, the IC should give assignments to arriving companies after they have reported their level 1 staged position. Staging procedures are designed to put companies to work in an orderly manner. Dont call crews up to the command post unless you have an assignment for them. Otherwise you will form a crowd of eager, motivated, impatient personnel all asking you questions and offering opinions while you are trying to think, listen, and evaluate. Staged units should remain in an uncommitted position, until the IC is ready to assign them. Uncommitted means they havent passed the last water supply or havent passed the last access point to any side of the incident. The IC must match task assignments with the capabilities of each unit. Everyone can perform search, rescue and evacuation - engines supply, manage and apply water, trucks clear the way and open up, and medics provide emergency care. 5. IAP evaluation and revision (plan B,C,D) The IC combines the situation evaluation, previous experiences, and the application of standard procedures to develop and execute the most effective initial incident action plan (plan A). As soon as assignments are made and plan A is underway the IC needs to be considering plan B options. It generally doesnt take very long to evaluate how effective plan As efforts are. The IC must quickly assess how well plan A is working. Sometimes the plan quickly solves the problem. Other times the IC must tweak the plan in some way that reinforces and expands plan A. Things like adding a back-up line, assigning a company to assist, providing more ventilation,

or calling for additional resources all stretch plan As effectiveness. However, every plan has a limit to which it can be expanded and modified. The IC doesnt want to give up on a plan that can be saved but also doesnt want to continue to make an ineffective investment in a plan that cant be saved, either because it was flawed to begin with, or conditions have changed so much that they have made the original plan obsolete. Effective timing combined with pessimistic forecasting, becomes the basis of going from Plan A to Plan B.

Sets/Reps Incident Action Plans

Utilize critical factors & RMP to identify the correct strategy, and then the tactical needs

Include strategy, location, function, and objectives in IAP

Incident Action Plans describe our operational plan for completing the tactical objectives. IAPs should be short and to the point. Starting out with the strategy defines the overall approach of the operation. The location identifies the areas and the key corresponding key tactical positions where operations will be initiated. This process requires the IC to prioritize the first second, third, etc. areas that must be addressed. Operational functions define the tactics to be used in these locations. Functions include search/rescue, fire control, ventilation, roof operations, salvage, overhaul, etc. Objectives are things that translate into orders the IC uses to get units into the attack plan Keep the fire from extending to the bravo exposure and get a primary all clear on the bravo exposure. Division/Groups - Group Supervisors are assigned a specific function to accomplish within the IAP. If there are other tactical objectives that the IC wants the Group to accomplish he/she must be clear. Division assignments are made to cover a specific area of the emergency scene. The Division Officer is responsible for RECEO VS in that area. If there are other specific actions that need to be covered the IC must convey that information to the Division Supervisor. Division/Group Supervisors must ensure that their actions are in line with the overall strategy and the IAP. Companies When companies and crews are assigned to complete certain tasks within the IAP the IC must brief the officer on the overall strategy, the location where they want the task accomplished, the actual function and the objective. Example: E98 from command, we are conducting defensive operations, set up a master stream on the A alpha side of the structure for fire attack on the involved occupancy, I need you to knock down the main body of fire. Multiple companies assigned to Division/Group Initially, Division and Groups are assigned to single companies. The officer is a working supervisor within that assignment. He/she is responsible for deciding on and managing the tactics and tasks which need to be accomplished in his/her assigned area or function. If the incident continues to escalate and multiple crews are assigned to a Division/Group supervisor, he/she must become a stationary manager. This is to insure accountability, and the efficient management of work rotation and air supply (recycle). The Division/Group Supervisor will utilize unit numbers to maintain their Division/Group accountability. Example: E94, E95, E97 assigned to Charlie division. The Division/Group Supervisor

should always maintain operational control (position & function) of crews assigned to them.

Use incident priority benchmarks as the action planning roadmap

Incident Priorities = Tactical Objectives - Our emergency scene incident priorities become our tactical objectives (what we actually show up to accomplish). The Incident Action Plan is based on the standard tactical objectives as listed in the Incident Command Procedures SOP Firefighter Safety, Life Safety, Incident Stabilization, Property Conservation and Customer Stabilization. When translated to fire ground priorities we identify the five separate functions that must be completed in order: 1. 2. 3. 4. 5. Firefighter Safety Life Safety (Rescue) Incident Stabilization (Fire Control) Property Conservation Customer Stabilization

The list gives the IC a set of functions (what to do), priorities (what order to do them), and benchmarks (how to know when each priority is completed). This provides the IC with a simple, short list of major categories that act as a practical 1-2-3-4-5 guide during difficult initial stages of fire ground planning. Tactical sequence - The tactical objectives must be approached in order. The unique realities of the fire ground are that the IC usually gets one shot at certain activities. The IC cannot reverse injury, death or loss after it occurs. The IC can only interrupt the sequence leading to these events. Therefore tactical objectives represent intervention plans, in an appropriate order, to solve the basic problems that are typically present at most incidents. Even though the tactical objectives are interrelated, they are separate and must be dealt with in sequence. The IC cannot proceed to the next priority before assigning sufficient resources to reach the objective (completion report as a benchmark) of the current priority. The IC must focus on completing the current objective. This requires command discipline. Many times there is initially not a visible rescue need the IC must still assign companies to complete a primary search. It would be painful to all involved, if we skipped rescue and go on to fire control then discover some poor soul after the smoke clears because we failed to follow the game plan. Sometimes activities may have to be combined to achieve the objective of the current priority. As an example, many times we must begin to control the problem that is creating the need to rescue those who are threatened, while we attempt to make the rescue. These control efforts serve to protect the crews performing the search/rescue. Sometimes when having to combine priority activities we might get a knockdown before we receive a primary all clear. When this happens the IC must continue to do whatever is required to complete the primary search.

Tactical Objective Approach The IC is generally trying to achieve the same basic objectives from one incident to the next. With this standard approach, the IC can manage the basic work sequence at every incident, in the same manner. This creates a consistency the troops can understand. The IC lines up rescue, fire control, property conservation, and customer stabilization as standard performance targets. Tactical Benchmarks - Bench marks are established to track the progression of the Incident Action Plan and time stamp events. There are 3 tactical benchmarks that are mandatory points of re-evaluation. The tactical benchmarks indicate when the tactical objectives have been met Primary All Clear = Life Safety, Knockdown = Incident Stabilization, Loss Stopped = Property Conservation. Both Command and dispatch need to be informed of these bench marks. The Officer completing the bench mark will report it to Command. After receiving a tactical benchmark, especially a primary all clear, The IC must reevaluate the current strategy and IAP against the risk management procedure to verify that the current risk still matches the benefit. After a primary all clear we move past the priority of life safety and move to incident stabilization. We are only saving property. Should we still be in offensive positions? If our basic safety system can still protect hazard workers then the answer is yes. If it cannot we should adjust the IAP or strategy. The tactical benchmarks are achievement signals that tell the IC when one of the basic priority functions has been completed and the operation can go on to the next major activity. The priority functions provide a roadmap of the IAP.

Priorities Offensive Strategy Firefighter safety Rescue (life safety) Fire Control (incident stabilization) Property conservation Customer stabilization

Priorities Defensive Strategy Firefighter Safety Exposures 1. Prevent Extension 2. Obtain Primary all clears Customer Stabilization

Do not combine offensive/defensive operations in the same fire area (compartment)

Strategic confusion unnecessarily injures and kills more incident workers and causes more property loss than any other command mistake. This blast the inside workers mode confusion will reverse interior offensive conditions, destroy the tenability, and drive the inside crews out.

Strategy confusion is ALWAYS a mistake. Sometimes the pre-control period can seem to take longer than it should. It is a frustrating time for everyone. The IC must have the patience and discipline to carry out and manage the current strategy to the standard end, or revise the strategy, if the operational action is not effective.

Use incident organization and communications to connect and act out strategy/plan
The IC starts and stays in control when everyone operates within the confines of a well managed system. The radio is the tool the IC uses to manage the incident operations. If the IC gets knocked off the air he/she no longer has the ability to manage the incident. The strategy, IAP and subsequent assignments are shared and acted out when the IC verbalizes them over the tactical channel. The IC improves his/her control of the operation when he/she decentralizes management of the hazard zone by assigning Division/Group Supervisors. These officers operate in forward positions and manage personnel, evaluate conditions, complete assigned objectives and report back to command. This provides command with real time information to assess the success of the current IAP.

Organization
6th Function of Command
Henderson Fire Department Incident Command Training Objectives
Describe organizational system requirements Identify the three basic organizational levels Describe the role of Divisions/Groups and the advantage of decentralizing Define the role of Division/Group Supervisors Identify the role of Branches and Branch Directors Describe the role of the Command Team Identify the four sections of ICS and their primary responsibility Demonstrate how an Incident Commander connects the various Division/Groups and stays connected Explain the role of Incident Commander in incident safety

Major Goal
The incident commander will develop an effective incident command organization.

Competencies
Quickly develop an incident organization to keep everyone connected Match and balance the command organization to the size/structure/complexity of the operating resources Forecast and establish Divisions/Groups Accomplish effective delegation and span of control management with early Division/Group assignments Correctly name Divisions/Groups Assign & brief Division/Group Supervisors provide objectives Limit units assigned to Divisions/Groups to 5 Serve as a resource allocator to Divisions/Groups

 Build a command team Build outside agency liaison and PIO Operate on the strategic level & support tactical/task level Evaluate progress reports, assist, and coordinate Division/Group activities Implement management sections and branches to provide support and connect operational and command escalation delegate Use organizational chart as communication plan Allow yourself to be supported

Function #6 Organization Overview

Organization is the ICs best friend While the preceding five functions are much more exciting (after all how much fun is organizing, compared to deploying), this function can be the ICs best friend. The bottom line is the IC is responsible for everything that happens on the incident scene until he/she delegates it to another person. We must have a system in place that quickly allows the IC to decentralize the scene into smaller more manageable, effective and safe work units. The organization function represents the system we use to actually structure the management of incident scene resources. Organization doesnt happen by accident Effective incident scene organizations do not happen by accident. They are a product of all the participants coming to an agreement, before the incident, on how they will arrange themselves and operate together at the scene, and how they will play their assigned roles. The majority of incident management problems can be traced back to some type of strategic and organizational mistake. Brief history and evolution of ICS In the early command system development days, the words incident scene organization conjured visions of enormous ICS incident management organizational charts. The initial reaction of many local responders was that the show could not get started until all the different boxes got filled. This really turned a lot of firefighters off. Did we come here to manage or to fight fire?! The ICS gurus dismissed these change resistant behaviors as the typical reaction to a new system. They reasoned correctly, that you could not manage large scale operations (or any operation for that matter) on experience, SOPs and training alone. You need some type of management system to make sure that the incident objectives were organized and met. The local departments were still frustrated because it seemed to push fire attack back to second fiddle. They felt it was good, but better suited for the Big One. Both

sides thought they were right which created conflict and eventual compromise which produced a more effective application of ICS to smaller local events. Results of the 35 year ICS experiment o Well organized events will always produce better outcomes than their unorganized counterparts (as it pertains to fire loss, firefighter safety, and basic customer service). o Any local organizational system that requires initial responders to significantly delay the initial incident stabilization (attack), in order to implement the organization, will fail. The key to building a successful used-on-every-event incident scene organization is to match the size of the organization with the number of companies/resources operating at the scene. The challenge is to build the organization as it is needed, to match the profile of the incident problems.

o Experience has shown that the time we spend developing an effective incident management structure from the very beginning of operations saves an enormous amount of time in the middle of the event. Being well organized, well placed and well commanded is the quickest way to correct problems. o No command system will effectively compensate for lack of basic competence. Effective incident operations absolutely require experienced, skillful participants on every level who have the personal and professional capability to effectively play their ICS role. System requirements The system we use must operate in the fast-and-dirty realities of the street. The incident scene organization must: Be put into action the moment we are dispatched and arrive. Expand at a pace that matches the deployment of required resources (accommodate incidents requiring a single unit all the way up to the big one that requires everything you got). Be designed around our local limitations and capabilities Be used on every incident Have somewhere for our neighbors (mutual/auto aid) and other agencies to fit in (unified command).

Major Goal
The incident commander will develop an effective incident command organization.

COMPETENCIES: Quickly develop an incident organization to keep everyone connected

Incident organization characteristics - The IC does the first five functions of command to take control and get the operation going. He/she arrives and establishes command, evaluates the situation and communicates to incoming units, deploys the correct resources, decides on a strategy and develops the IAP. The IC accomplishes this within the first few minutes on scene. Now its time to organize the companies rushing to help. How the IC captures and maintains control of these units is by creating a standard incident organization. This organization must match the speed, size and complexity of the incident, and must have the following characteristics: Be able to get started instantly at every incident Have three standard levels: Strategic (IC) Tactical (Division/Group) Task (Companies) Use Divisions/Groups to manage areas and functions Be able to expand quickly to match the incident profile Control position and function of all incident resources

Assign Divisions/Groups early - The IC should initially assign key tactical positions as Divisions/Groups. This will immediately decentralize command, delegate responsibility to other officers and divide the incident into smaller parts. Division/Group supervisors become the ICs field agents in other locations. If the incident escalates these positions should be upgraded to Chief Officers if possible. Incident Command Procedures SOP - Complex emergency situations often exceed the capability of one officer to effectively manage the entire operation. The Incident Commander should assign companies to work in Divisions and Groups. Divisions/Groups reduce the span of control to more manageable smaller units. Divisions/Groups allow the Incident Commander to communicate principally with Division/Group Supervisors, rather than multiple individual Company Officers, thus providing an effective Command structure and incident scene organization. The early establishment of Divisions/Groups provides an effective Incident Command organization framework on which the Operation can be built and expanded.

Company Officers Division/Group Supervisor - Company officers who are assigned Divisions/Groups early must manage and supervise their crews and assist if needed, with carrying out task level activities. They are not in a good position to manage full blown Division/Group operations, but they provide us with the best shot at quickly getting Division/Group operations up and running. Initially the company officer is a working supervisor. But if the incident continues to escalate and multiple crews are assigned to their Division/Group they must transition into a stationary supervisor. This officer will be responsible to

manage the assigned area, maintain accountability, and manage the recycle of crews. They are also responsible to communicate with command about needs and progress. When managing multiple crews utilize their unit numbers for your Division/Group accountability. You should know the position and function of any crew assigned to you at any given time. If the hazard level escalates or the division/group becomes complex the IC may send an additional officer to assist with management.

Match and balance the command organization to the size/structure/complexity of the operating resources
Most offensive fire fights dont last very long. In many cases the initial IC and Division/Group Supervisors quickly solve the incident problem, and the incident management system doesnt escalate beyond that level. When the incident does escalate beyond the control capabilities of the first wave of problem solvers, it is time for the IC to begin reinforcing and expanding the command organization on all levels. This needs to be a regular and ongoing part of the incident management system. The IC must always operate in a mode where he/she can manage and control the position and function of all assigned resources. The command organization must be able to at least match and pace the deployment of companies, personnel and other resources. One or two-unit responses The vast majority of our local calls are one or twounit calls for service. These include EMS calls, service calls, MVA, dumpster/vehicle/and vegetation fires. After arrival the officer provides a brief initial report. For responses of less than three resources a formal command declaration is not required, it is assumed. Orders, directions, and objectives are very straight forward and are generally given face-to-face. Once the officer determines that their single company can handle, he/she will simply supervise their crew and takes care of what needs to be done. First Alarm Responses House fires, apartment fires, small commercial structures, and multi-patient medical calls fall in this category. The incident organization begins when the first arriving unit gives their brief initial report and assumes command. The first engine, truck, rescue and BC go directly to the fire scene all other units go to level one staging. This gives the IC time to take initial action, formulate an IAP, and get a closer look at the problem. When the IC decides what to do tactically he/she begins to call crews forward and give them their assignments. Typically these incidents have between 3 7 assignments. Large-scale incidents Operations that will require a second alarm or greater are in this category. Because of the large nature of these incidents the initial IC is at a great disadvantage because of his/her limited information. Early decisions and actions will be based on very limited evaluation. The IC should focus on getting initial crews assigned to as many of the 7 sides (A, B, C, D, Inside, Top, Bottom)

as possible to quickly organize the scene for growth and obtain information on conditions. Example: A significant fire in one occupancy of a strip mall. The first in engine would establish command and announce a defensive strategy beginning fire attack from the Alpha side. The Initial IC will assign the truck to roof division, the second engine to Bravo exposure division, the 3rd engine to the Charlie division, the 4th engine to the Delta exposure division, 5th engine to RIT or on deck. Within the first few minutes the initial IC has the critical Divisions covered and can begin to get more information about the situation. If the problem continues to escalate the IC already has the basic organization set up to reinforce and expand. His/her span of control is reasonable and with the assistance of a Deputy IC in the command team he/she can maintain accountability, communication and begin to formulate the use of resources from additional alarms.

Forecast and establish Divisions/Groups

Determining the key tactical positions/functions is a part of the ICs initial and ongoing size-up. These key positions/functions become the basis for assigning Division/Group Supervisors. Forecasting these needs, as a part of the initial size-up, also gives the IC a general idea of how many resources will ultimately be needed. The IC prioritizes the order in which each of these areas is addressed. The Role of Divisions/Groups A Division/Group is a smaller more manageable unit of scene organization. Establishing Division/Groups is a standard system of dividing incident scene command into these smaller units.

The standard management function of delegation is achieved by the IC through the use of Divisions/Groups. This assignment and the sharing of responsibility and authority becomes a major support mechanism (best friend) allowing the IC to divide command, reduce stress, and maintain control while dealing with increasing operational size, area, complexity, and pace. Once adequate/effective Divisions/Groups have been established, the IC can concentrate on overall strategy, incident action plan management, evaluation, and resource allocation. Each of the Division/Group Supervisors becomes responsible for tactical deployment of their resources and the resources at the ICs disposal, communicating needs and progress back to command. Incident Command Procedures SOP Division Supervisor A Division is defined as a geographical area of responsibility. A Division assignment comes with the authority to make decisions and assignments within that area based on the overall plan and safety conditions. Your goal is to meet the specific strategic objectives within your assigned area and to communicate your progress to command. Company or Command level Officers should be assigned these positions.

Group Supervisor A Group is defined as a functional assignment (i.e. Ventilation Group, Search Group, Medical Group). A Group assignment comes with the authority to make decisions and assignments in order to complete the assigned function based on the overall plan and safety considerations. Your goal is to complete the assigned function and communicate your progress to Command. Company or Command level Officers should be assigned these positions.

Accomplish effective delegation and span of control management with early Division/Group assignments
Early establishment of Divisions/Groups provides the IC with several major benefits. First, it places a management, supervision and command partner in key tactical locations. This is the platform that the IC uses to expand his/her incident management capability. The second benefit is that the tactical and task level responsibility is shifted from the IC to the Division/Group Supervisor for all the resources assigned to them. Remember, all on scene responsibility rests on the IC until he/she delegates it away. The last major benefit is that it maintains an effective span-of-control. A battalion chief operating in the command mode supported by a deputy IC can easily manage 4 -7 different assignments. This number does not include non-tactical division/groups operating at the scene (staging, PIO, rehab, investigation, safety). The advantages of Divisions/Groups Reduces the ICs span of control divides the incident scene into more manageable parts Creates more effective incident scene communication permits the IC to exchange information with a limited number of individuals. This reduces overall radio traffic. Provides a standard and logical system to divide large geographical incidents into effectively sized units. Provides a means to delegate major tactical functions. The execution and details of these functions becomes the responsibility of the Group Supervisor, not command. Improves firefighter safety allows each Division/Group Supervisor more direct control of the position and function of the companies assigned to their Division/Group at all times.

Assigning Divisions/Groups Divisions/Groups are assigned based on the following factors: Early fire stage overload Direct tactical level control should be delegated earlier than later before the ICs ability to cope is exceeded. The early use of Division/Groups will consistently keep the IC from being overloaded. Major operation predicted The faster the IC predicts the build-up, the faster the correct organization can be in place to avoid playing catch-up.

Isolated or remote tactical positions The IC needs information from areas he/she cannot see in order to make good decisions. Dangerous conditions Unusually dangerous conditions require close supervision and control. Where special functions are needed technical rescue, hazmat, safety, rehab, staging etc.

Fast Attack IC A working company officer IC may be able to assign a couple more companies into initial action, but as far as keeping track of where they are, what they are doing, and communicating with them on the radio, he/she is not really in the best location to manage that span-of-control power curve. What we attempt to do in the fast-attack mode is to authorize an initial arriving company officer to combine quick action and quick command, to take advantage of a situation that is underway and getting worse. The strength of fast action is just that fast action. We realize that our fast acting IC is in a compromised command position, but we make that trade off simply because if the fast-acting officer overpowers and solves the incident problem, we dont have to continue to escalate the operation. Simply, if we put the fire out, everything gets better. In this situation command needs to be transferred as soon as possible to the Battalion Chief or another officer in a command position to support the attack.

Sets/Reps
1. Identify the needed Divisions/Groups 2. The location of the Division/Group Supervisor 3. Most Effective communication model

Correctly name Divisions/Groups

Correctly naming Divisions/Groups eliminates confusion. Divisions - When the IC divides the incident into Divisions, it has the effect of chopping the scene into more manageable pieces. The Divisions become the work areas that companies are assigned to. This facilitates accountability. The IC eliminates any mystery when the Division name matches the geographical position of the Division. The front (usually the address side) is named the Alpha side. Bravo, Charlie, and Delta sides are named clockwise around the incident from Alpha. The Division inside a single story structure will be named Interior. At multiple story buildings the division on the inside will be named by the floor they are operating on (Division 1, Division 2) At large incidents where the hazard has moved beyond the building of origin, North, South, East, & West Division/Branch will be utilized. Groups The names for groups should match their primary function (fire attack, vent, medical, rescue etc.). If the IC wants other specific tactical functions to be accomplished by this group he should give those specific orders to the Group Supervisor. Once the Group has been assigned, the details on how the function will get completed are the responsibility of the Group Supervisor.

 Assign & brief Division/Group Supervisors provide objectives

Initial Company Officer - Division/Group Supervisors should be briefed on the overall strategy and tactical objectives of his/her assignment. Once a company officer has been assigned a Division or Group, it is their responsibility to get their crew into action. Per Communications SOP - When command orders a unit to an assignment where no Division/Group has been established, the Officer in charge will notify command when they are in position. Example: Command this is E99, we are in position on the Charlie side. PPE & position - To efficiently do their jobs, Division/Group Supervisors must be outfitted with the same protective gear as their companies, and must be in a position to actually supervise the work that is being performed. The strength of the Division/Group system is that supervision and support are decentralized in a way that moves a Division/Group boss right to where the work is being performed. These Division/Group Supervisors serve as the ICs eyes and ears and become the area/function reporting agents back to the IC. The weakness of the Division/Group system is that in some very active situations, everyone (including the supervisor) is insulted by incident conditions. Dense smoke, high heat, excessive noise and rushed working routines create an extremely challenging environment to manage in. Companies assigned to Division/Group When a company is assigned from staging to an operating Division/Group, that company will be told what Division/Group to report to. Command will then notify the Division/Group Supervisor what company has been assigned to them. It then becomes the responsibility of the Division/Group Supervisor to make contact with the assigned company. It is also the responsibility of the Supervisor to inform command when they have arrived at their location. Per Communications SOP In-Transit Report When the IC assigns a unit to a Division/Group he will notify the Supervisor of the unit in-transit. The Division/Group Supervisor will then notify the IC when the unit in-transit has arrived. Example: Division 2, Command, Division 2 by, Division 2 I am assigning E94 to you. They are in-transit to your location. Division 2 copies E94 assigned to me and are in-transit. Command, Division 2, Command by, E94 has arrived at Division 2. Command copies E94 at Division 2. Companies working in a Division/Group should communicate directly with their Supervisor. They should try to use face-to-face communication whenever

possible. Try to limit radio traffic to Division/Group to Division/Group or between Command and Divisions/Groups. The company officer that is working within a Division/Group is responsible to supervise their crew while performing their assigned tasks. They must provide progress, completion, and exception reports to their Division/Group Supervisor. Division/Group Supervisor responsibility Per Incident Command Procedures SOP: Division & Group Supervisors are responsible for and in control of all assigned functions within their assigned Division/Group. This requires each Division/Group Supervisor to: 1. Complete objectives assigned by Command 2. Account for all assigned personnel 3. Ensure that operations are conducted safely 4. Monitor work progress 5. Redirect activities as necessary 6. Coordinate actions with adjacent Divisions/Groups 7. Monitor welfare of Division/Group personnel 8. Request additional resources as needed 9. Provide Command with essential and frequent progress reports 10. Re-allocate resources within Division/Group 11. Provide for adequate and organized rehab for assigned personnel

Limit units assigned to Divisions/Groups to 5

Although the number of units assigned to an individual Division/Group will depend upon needs and conditions, two to five companies are a practical span of control. It doesnt make much sense for the IC to delegate his/her Division/Group Supervisors into their own state of insanity by exceeding their span of control. When a Division/Group is maxed create another. Operating in the hazard zone A company officer who is managing and assisting his/her crew, inside the hazard zone has their hands full. It is dangerous and incorrect to expect this company officer to effectively and safely manage five other crews as an initial Division/Group Supervisor. The IC should limit the number of units assigned to Division/Group Supervisors that are operating in the hazard zone to between two to three. (including their own crew). This decision is based on the Division/Group Supervisors ability to see and stay in contact with assigned personnel, the level and potential of risk/hazard, and the ability to quickly withdraw to safe positions. Operating outside the hazard zone Five represents the upper limit of units that a well-supported Division/Group Supervisor, who is operating outside of the hazard zone, can manage in a forward position. A Division/Group Supervisor who is managing in this fashion is outside the products of combustion, has the

ability to write down and track assigned units and to constantly evaluate the conditions and the effects of the control efforts. Groups of more than 5 Some groups can manage more than five units. These are typically groups that operate outside of the hazard zone. Staging and rehab are examples.

Serve as a resource allocator to Divisions/Groups

The IC must decide on a strategy, formulate an IAP, and make assignments to the key tactical positions. This front end investment places Division/Group Supervisors in key operating positions. These supervisors are in the best position to carry out the IAP for their area of operations. The IC should avoid automatically assigning more resources to these positions. Once the system is implemented, Division/Group Supervisors should report back to the IC on the conditions, the actions they are taking, and their needs. This allows the IC to operate on the strategic level, serving as a resource allocator to the Divisions/Groups. The IC talks (gives orders and makes assignments) to get the organization in place and operating. After the organization is in place, the IC should switch from primarily talking to listening, and reacting to reports. In many cases that is all that is required to keep the strategy and IAP current.

Build a command team

There is only so much commanding, controlling, and communicating a single IC can do. The IC can quickly exceed his/her attention span and become overwhelmed with radio traffic, keeping up with the tactical worksheet, information management, planning, forecasting, calling for additional resources, and fulfilling the functions of command. The one thing the IC needs at this point is support. As the incident escalates so must command. The command team concept is designed to fill the gap between a single IC and a fullblown IMS section (safety, ops, planning, logistics, finance) level. In most cases the command team can create a response that puts a big hit on a local problem, and quickly solve the problem. Evolution of the Command Team The first in command officer (usually a Battalion Chief) assumes command from the initial IC (usually a company officer). This upgrades incident command by transferring command from a fast attacker to someone in fixed, stationary command post. If the initial assignment stabilizes the situation, this is as far as command (the incident organization) needs to grow. On the other hand if the incident keeps growing so does the command component. The next in command officer (usually a BC) reports to the command post and assumes the role of Deputy IC. The IC and the Deputy IC continually engage in a challenge-and-verify exchange. This is a process where team members do not automatically accept the existing plan and require the other member to continually describe and defend what is going on. It is done in a highly supportive way and is not meant to second guess or micromanage. It is a

very effective approach for improving the quality of safety decisions and to verify both the overall strategy and the details of the incident plan. The roles and responsibilities of the Deputy IC per the Incident Command Procedures SOP are: Define, evaluate, and recommend changes to the plan. Provide direction relating to tactical objectives, specific critical fireground factors, and safety. Evaluate the need for additional resources. Assign logistics responsibilities. Assist with the tactical worksheet for control and accountability. Evaluate the fireground organization and span of control. Other duties as necessary.

The Deputy IC serves as the ICs shield by keeping all the IC distractions away. This allows the IC to stay on the tactical channel and to continually focus on the tactical objectives. The third member of the command team is the Senior Advisor. The Senior Advisor is typically the highest ranking member of the command team. His/her focus is looking at the entire incident and its impact from a broader perspective and providing direction to the rest of the command team. The roles and responsibilities of the Senior Advisor per the Incident Command Procedures SOP: Review and evaluate the plan, and initiate any needed changes. Initiate Section and Branch functions as required. Provide a liaison with other city agencies and officials, outside agencies, property owners and/or tenants. Identify and correct system status needs (city coverage, call backs, mutual aid, etc) Other duties as necessary Provide on-going review of the overall incident (THE BIG PICTURE). Review the organizational structure, initiate change or expansion to meet incident needs.

When a Deputy IC and a Senior Advisor are supporting the IC in the command post, you have an integrated, three person team working together to perform the functions of command. The IC should use the radio designation Command and will generally be the only member of the command team talking on the radio.

Build outside agency liaison and PIO

We routinely conduct incident operations with a variety of other agencies. The activities of all these other organizations must be coordinated and integrated. If the fire department

is taking the lead in incident operations, the IC will be in overall charge of all incident activities. This includes where other agencies are and what they are doing. If a different agency has taken the lead role as the overall incident commander, the fire department reports to them. Instances of these types of incidents are: The police having control of a scene that is not secure The utility company is in charge of an incident with a major gas leak, electrical problem etc. An industrial accident at a facility with their own emergency response team

The fire department IC is always responsible for managing the fire department personnel and resources. When another agency is taking the management lead, the fire department IC remains in control of FD resources. The FD IC communicates with the lead agency IC or their liaison. We routinely operate at incidents where we must coordinate the activities of several different agencies. One of the most effective ways to accomplish this is through liaisons from each agency. The last person who needs to be doing news interviews during the active phase of incident operations is the IC. However, the IC should plan for and assign a PIO to cooperate with the local news agency.

Operate on the strategic level & support tactical/task level

Every incident can be broken down into three basic organizational levels. Each level is very important and a failure at any level will make the entire system ineffective. No part of the system can consistently outperform the non-performance of another level. The three levels are: Strategic The strategic level is responsible for doing the functions of command. This is where the IC and the command team live. The strategic level involves the activities necessary for overall operational control, establishing objectives, managing the strategy, setting priorities, allocating resources, and to think ahead. This organizational level is designed around the IC and the command team, operating in the command mode, at a stationary command post. Tactical The first management subdivision of incident scene organization is accomplished by assigning Division/Group responsibilities. Division/Group supervisors are responsible for the tactical deployment of assigned resources, evaluation, and communication with the IC. They are assigned by the IC and supervise directly at the site of the assigned activity in order to meet the operational objectives given to them by the IC. Task The most important level of the organization is the task level where the work is actually performed. Building a local organization from the bottom up, places the emphasis on the action level. This is desirable since this is where the customer gets

rescued and their problem gets solved. The effective IC will realize that his/her function is to support the workers doing these crucial jobs. The strategic and tactical levels are in place to support the task level; it is not the other way around. The three level (task/tactical/strategic) incident organization is built around the type, size, and complexity of the incident. The system is best described as all risk. It can be used for fires, medical responses, technical rescues, hazmat, natural disasters, wildland fires etc. The basic system used to manage each type of incident is always the same, the only thing that changes is what Divisions/Groups are used. For example: At fire calls you could typically have a roof division, interior division, medical group, RIT, and safety. The IC commanding a MCI car wreck manages rescue/extrication group, medical group, transportation group etc.

Evaluate progress reports, assist, and coordinate division/group activities

The IC assigns Division/Group responsibilities to put the IAP in motion. After the IC gets the right amount of resources and management in place, he/she is in the strongest position to manage the continuation of the attack. After incident operations have begun, the IC uses progress reports to keep the strategy and IAP current. The IC also coordinates activities between Divisions/Groups.

Implement management sections and branches to provide support and connect operational and command escalation delegate
The goal of the incident scene organizational system should be to have the capability to manage any level of needed incident resources. If the IC/Command Team allows themselves to get bogged down in the details, incident operations as a whole will suffer. The IC/Command Team must use the different parts and pieces of incident organization to escalate operations and delegate the detail management. Branches The next subdivision between Command and Divisions/Groups are Branches. Branch Directors operate on the coordination level and manage whatever Divisions/Groups command assigns to them. Per Incident Command Procedures SOP Branch Directors should be utilized at incidents where the span of control with Divisions/Groups is maximized and incidents involving two or more distinctly different major management components (i.e. a large fire with a major evacuation, a large fire with a large number of patients, fire with RIT operation, MCI with extrication & multiple patients). The Incident Commander may elect to assign Branch Directors as forward positions to coordinate the activities between Divisions/Groups.

Other considerations for the utilization of Branches include: The incident is forecasted as a major event that will end up needing many Divisions/Groups. The incident is spread out over a large geographical area (such as wild land fires, several crash sites, large commercial structure, or multiple floors). Anytime the number of operating Divisions/Groups starts overwhelming command. To remain effective command must continue to operate on the strategic level and Division/Group supervisors must manage the tactical level. Branch Directors provide coordination between command and Divisions/Groups. When command has a need to join Divisions/Groups to maintain span-of-control organization, they should be assigned to a branch. As an example: Medical Branch Triage, Treatment & Transport Groups Hazmat Branch Entry team, backup team, decontamination group, medical group, rehab group Fire Control Branch Alpha Division, Bravo Division, Charlie Division, Delta Division, Roof Division, Safety etc. Evacuation Branch Division 1, Division 2, Relocation Group

Branch Directors Coordinate between the strategic level (command) and the tactical level (Divisions/Groups). They serve as the ICs front line managers. They are responsible for the Divisions/Groups assigned to them and will usually be located away from the command post close to their area of responsibility. They should be in some type of vehicle with radios, phones and whatever staff support they need to carry out their mission. The activation of branches signifies that the incident is going to be split into separate pieces. Each branch should ideally operate on its own radio channel. When command makes a branch assignment, the director should be briefed on the following. Overall incident action plan What their assignment is What are their objectives What Divisions/Groups are assigned to them What radio channel they will be operating on, and their radio designation Any other pertinent information

Per Incident Command Procedures SOP - When Command implements Branch Directors, the Division/Group Supervisors should be notified by Command of their new supervisor. This information should include: 1. What Branch the Division/Group is now assigned to. 2. The radio channel the Branch (and Division/Group) is operating on.

Radio Communications should then be conducted: Between the IC and Branch Director, between the Branch Director and the Division/Group Supervisor and between the Division/Group Supervisor and companies assigned to them. Sections As the incident continues to grow in size and complexity it can quickly overwhelm command. Before this becomes a problem, the command team should expand the organization to deal with whatever issue has become a major problem. Initiating sections becomes the next step. Sections are created to focus on the major areas of a large complex operation. The incident scene can be divided into four sections: Logistics Section Planning Section Operations Section Finance/Administration Section The managers of these sections are called Chiefs. Section Chiefs assist the IC with the overall management of the incident and operate at the strategic level. During the initial phases of the incident, the initial Incident Commander and his/her staff, normally carry out these four section functions. The Incident Commander implements Sections as needed, depending on the situation, and priority of needs (One incident may only require a Logistics Section while another incident may require all the sections to be implemented.) Logistics - The Logistics Section is the support mechanism for the organization. Logistics provides services and support systems to all the organizational components involved in the incident. Logistics is usually the first section to be assigned as the incident escalates. This is because it is the stuff that supports the incident operations that becomes very time consuming and demanding to order, organize and put in place. Command may assign the Logistics Section its own radio channel. The Logistic Section Chief may establish Divisions/Groups or Branches for his/her section as needed. Roles and Responsibilities: Manage rehab. Manage staging Provide and manage any needed supplies or equipment. Forecast and obtain future resource needs (coordinate with the Planning Section). Provide any needed communications equipment. Provide fuel and needed repairs for equipment. Obtain specialized equipment or expertise per Command. Provide food and associated supplies. Secure any needed fixed or portable facilities. Coordinate immediate Critical Incident Stress Debriefing. Provide any other logistical needs as requested by Command. Supervise assigned personnel

The Planning Section is responsible for gathering, assimilating, analyzing, and processing information needed for effective decisionmaking. Information management is a full-time task at large complex incidents. The Planning Section serves as the Incident Commander's "clearing house" for information. This allows the Incident Commander to have a single person provide him/her with information instead of having to deal with dozens of information sources. Critical information should be immediately forwarded to Command (or whoever needs it). Information should also be used to make long-range plans. The Planning Section Chief's goal is to plan ahead of current events and to identify the need for resources before they are needed. Roles and Responsibilities Evaluate current strategy and plan with the Incident Commander. Refine and recommend any needed changes to plan. Evaluate Incident Organization and span of control. Manage personnel accountability Forecast possible outcome(s). Evaluate future resource requirements. Utilize technical assistance as needed. Evaluate tactical priorities, specific critical factors, and safety. Gather, update, improve, and manage information with a standard systematic approach. Liaison with any needed outside agencies for planning needs.

The Operations Section is responsible for the tactical priorities, and the safety and welfare of the personnel working in the Operations Section. The Operations Section Chief uses the tactical radio channel to communicate strategic and specific objectives to Division/Group and/or Branch Officers. Roles and Responsibilities: Coordinate activities with the Incident Commander. Implement the Incident Action Plan. Assign units to Divisions/Groups/Branches based on Tactical Objectives and priorities. Build an effective organizational structure through the use of Divisions/Groups & Branches. Provide Branches and Divisions/Groups Tactical Objectives. Manage Operation Section activities. Provide for life safety. Determine needs and request additional resources. Consult with and inform other sections and the Incident Command Staff as needed. Implementing an "Operations" radio designation in the middle of a major incident can create some confusion with radio communications. It is absolutely essential that all personnel operating at the incident be made

aware of the activation of "Operations". Emergency Traffic will be utilized by the incident commander when establishing an operations section. All Division/Groups and/or Branch Officers must then direct their communications to the "Operations" Chief. The Operations Chief will communicate with the Incident Commander to request additional resources, provide progress reports, etc. The Incident Commander - Roles and Responsibilities after Activation of an Operations Chief Once the Operations Chief is in place and functioning, the Incident Commander's focus should be on the strategic issues, overall strategic planning and other components of the incident. This focus is to look at the "big picture" and the impact of the incident from a broad perspective. The Incident Commander should provide direction, advice and guidance to the Operations Chief in directing the tactical aspects of the incident. 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 Operations Chief. Review the organizational structure, initiate change or expansion to meet incident needs. Initiate Section and Branch functions as required. Establish liaison with other city agencies and officials, outside agencies, property owners and/or tenants. Identify and correct system status problems (city coverage, call back, mutual aid etc.) Other duties as necessary.

In order to maintain continuity and overall effectiveness, the Incident Commander and Operations Chief should be in the Command Post together. The Finance/Administration Section evaluates and manages the risk and financial requirements for the Fire Department's involvement in the incident. Roles and Responsibilities: Procurement of services and/or supplies from sources within and outside the Fire Department or City as requested by Command (coordinates with Logistics). Documenting all financial costs of the incident. Documenting for possible cost recovery for services and/or supplies. Analyzing and managing legal risk for incidents such as, a hazardous materials clean up.

Serves as the Incident Commander's liaison with: City officials, Litigators (and other lawyer types). Regulatory agencies (EPA, OSHA, DOT, FBI, etc.). Monitors and coordinates emergency service delivery to the rest of the community during major incidents to ensure adequate coverage. Serves as the E.O.C. representative in the Command Post and provides briefings to the E.O.C. staff. Manage investigations (arson, etc.). Manage critique preparations.

The Administration Section is responsible for obtaining any and all needed incident documentation for potential cost recovery efforts, or litigation, including criminal charges.

Use organizational chart as communication plan

The Communications flowchart should overlay and reflect the organizational chart. The IC will generally communicate with a couple of engine companies and a truck company at the scene of a small and routine incident over a single tactical radio channel. The incident organization should reflect this. On the other hand, it is inappropriate for a single IC to try to manage a large or complex incident using the same communications and organizational model that he/she would use to manage a house fire.

Allow yourself to be supported

The IC sends fire companies to support other fire companies. It only makes sense that we send more chiefs to support the IC. This in no way reflects on the capability of the IC. We do this to make the IC more effective. Allowing yourself to be supported requires a special level of ego control. As we use a system that makes IC support an automatic part of our incident management system, this team approach will become less of an issue. When the Deputy IC shows up and asks the IC, Whats your plan? It is not meant to be a personal affront to the IC skill level. Its a question that should cause both the IC and the Deputy IC to clinically analyze the critical factors, verify that we are operating in the correct strategy, and that the actions match the conditions.

Master

Review, Evaluation, Revision

7th Function of Command
Henderson Fire Department Incident Command Training

Objectives
Understand how evaluation is affected by physical location. Explain information/CAAN report management. Describe the process for IAP review and revision. Explain the process of salvage command.

Major Goal
To confirm that the current strategy and incident action plan is meeting the tactical needs of the incident and adequately provides for the safety of the workers, and to identify and address any areas that are not covered.

Competencies
Evaluate information received, confirm and evaluate C-A-A-N reports to implement changes in strategy and the Incident Action Plan. Conduct standard strategy and Incident Action Plan review as the checklist for revision. 1. 2. 3. 4. 5. 6. Firefighter safety Strategy matches conditions Prioritize assignments and monitor progress Timing and Support On-deck personnel and resources Plan B

Evaluate information and make transitions and revisions based on the safety profile of changing or forecasted conditions or problems Quickly provide "salvage command" if necessary

Master

Function 7: Review, Evaluation and Revision Overview

This is a critical function to us during incident operations because of the challenges to some how stay connected to current conditions. It is important to us that we have a standard process for the IC once the operation is in place to stay connected to what changing conditions mean in the sense of both safety and effectiveness. We are safe and effective in solving incident problems by virtue of being able to create action that matches conditions. This can be challenging for the incident commander. Sometimes incidents have a steady slow progression. Sometimes in the middle of that progression the incident will literally explode. What we do in the beginning of managing an incident is going to set the stage for our capability to be able to do evaluation and revision in the middle of that event. If we miss one or more of the functions, well have difficulty revising the plan. The initial IC performs the first six functions of command to start the incident out under control. Assume command, size up the problem, control communication, determine the proper strategy and resource requirements, develop an IAP then assign initial companies to key tactical positions. Command function seven is where the IC evaluates the effectiveness of the plan and makes necessary adjustments to support incident operations and firefighter safety. The adjustments and revision can range from creating a necessary division/group, to changing the overall incident strategy. All revision to the incident action plan must be based on how the incident problem is reacting to our control efforts.

Major Goal
To confirm that the current strategy and incident action plan is meeting the tactical needs of the incident and adequately provides for the safety of the workers, and to identify and address any areas that are not covered.

COMPETENCIES Evaluate information received, confirm and evaluate C-A-A-N reports to implement changes in strategy and the Incident Action Plan.
Adjustment can be made based on changing conditions as the result of C-A-A-N reports that allows for command to make decisions based on actual first hand reports. A fast attacking IC will have a pretty good idea of what the conditions are on the inside of the burning structure. The initial arriving company officer IC begins incident operations by doing a very quick size up of the incidents critical factors, chooses the proper strategy, and implements an incident action plan that assigns the first two to three engine companies and the first truck

Master company. This plan usually involves putting a big enough hit on incident problem that it ends up going away. The review and revision process for IC #1 begins when they get a different view of the incident problem in the hazard zone when getting the initial attack in place. This provides the IC with a whole new set of critical factors to plug into their incident action plan. From this point on in the incident, the initial fast attacking IC is not in a position to make a lot of incident management adjustments or to evaluate all of the incidents critical factors. The system is designed so the initial arriver can get some type of action implemented that begins to address the incident problem. If the incident problem is not quickly controlled by the initial attack team, command must be upgraded to the strategic level as quickly as possible. The evaluation and revision process is significantly improved when command is transferred from the fast attacking company officer IC to a command officer IC that will be operating in a command vehicle. An IC who is outside, operating in the command mode should have a good overall view of the entire incident site and a broader/better view of the effect the attack is having. An IC that is supported in a strategic level command post is in a much better position to evaluate the conditions all over the incident site, implement and manage the right sized incident organization, control the position and function of all assigned incident resources, and manage the completion of the tactical objectives. Firefighter safety will be greatly enhanced when the IC is in the stationary command mode position operating out of a command vehicle. This position significantly improves the ICs ability to keep the strategy and the incident action plan current while managing the position of firefighters based on the risk management plan. The largest and most important safety benefit that the IC brings to incident operations is managing and controlling the incidents strategy. This is why it is so important to place the IC in this strategic level command position as quickly as possible. The strategy is what drives the incident action plan and defines what incident operations will look like. The second IC generally arrives to the scene after the initial attack team has been put into place. This places IC #2 in a position where they have to speculate what the initial conditions looked like based on monitoring the incidents communications while responding, and what affect the initial control efforts had in solving the incident problem. If the incident conditions do not appear to have improved based on these reports, IC #2 must quickly determine if the incident action plan can be adjusted by reinforcing the initial attack. If the interior conditions have deteriorated to the point where it is too hazardous to continue operating in the structure, the IC must switch incident operations to the defensive strategy. The IC must always operate in the proper strategy based on the risk management plan.

Master

Division/group supervisors should be in positions that give them a good view of activities and conditions in their area. The IC must revise the incident action plan as more information pertaining to the critical incident factors becomes available from the assigned operating divisions/groups and as the different tactical benchmarks are achieved. As crews complete one tactical objective and move on to the next, the IC must adjust the incident action plan accordingly. During the course of an incident, the IC will have to revise the incident action plan several times as a regular and standard part of doing business. These different views get reported back to the IC in the form of progress and condition reports (CAAN reports). Together these reports serve as the foundation for ongoing incident evaluation. This basis of evaluation requires reports from all sides of the fire (or whatever seems to be the incident problem). The IC will focus on the most critical areas first, and then as time and resources allow, these views should be expanded to include all sides. For structure fires, these areas are the seven tactical sides(top and bottom, four sides, and the inside) and the hidden spaces (attics, false ceilings, basements, sub-floors, mezzanines, etc.) that are connected to the seven sides. This regular information exchange starts with the first and most important tactical objective: rescue. A structure that has been searched and declared "all-clear" is now essentially a vacant building (now except for us), and is a different tactical animal than one that hasn't been searched in the risk-management equation. This is one of the many (probably the most compelling) reasons for the IC to insist on (and receive) progress/condition reports. If the IC is not receiving these reports, they must ask for what they want to know. Early reports should include progress toward completing the primary search, along with conditions. These reports should start to fill in any information unknowns and "paint a picture" of where the fire is now and the direction and avenue where its all headed (what's left to burn). The IC should base the IAP on the best, current, and forecasted info available, and the IC should let (and help) the crews try to pull the plan off, unless conditions are obviously getting worse. Bottom line in information/CAAN report management It is the IC's responsibility to seek out information, critical unknowns, progress, conditions, and problems. The IC must realize that divisions/groups and companies may not give reports in a timely manner because they are generally very busy(!) or that time is often distorted inside a burning structure by the predictable distraction that goes with being directly involved in the action.

Master

Conduct standard strategy and Incident Action Plan review as the checklist for revision.
Based on feedback from various participants, along with visual information, revisions can be facilitated in regards to strategy and tactics and revisions recorded in the Incident Action Plan. Implement revisions in strategy, tactics and the Incident Action Plan based on: - Firefighter safety - Strategy matches conditions - Prioritize assignments and monitor progress - Timing and Support - On-deck personnel and resources - Plan B The review process centers around the on going activities and completing the tactical objectives for the incident while providing for firefighter safety. One of the major IC midpoint responsibilities is to make sure that our strategy and corresponding action matches the current conditions. The IC accomplishes this by implementing an incident organization to manage and supervise all the work that must be performed. The incident organization becomes the foundation the IC uses to share and exchange information concerning both the completion of the tactical objectives and the incident conditions. The IC must apply the standard risk-management plan as the incident objectives are completed and benchmarks are reported. The first tactical objective is to provide for life safety. For structure fires this is accomplish by searching the building and removing any endangered occupants. If rescue becomes a bigger operational challenge (big groups, large areas, etc.), the IC needs to decide on how to address rescue activities. After it is verified that the area has had a primary search, the interior division/group supervisors will transmit an all clear to the IC from their assigned area. Part of this progress report back to the IC, must include a PAR for all the workers assigned to that division/group. This signals to the IC that life safety has been completed for that area and all the firefighters are together and ok. The IC needs to ensure that crews conduct a secondary search prior to terminating the incident. The secondary search is usually completed after the incident problem has been eliminated and crews have more time and better working conditions to do a more thorough search to make absolutely certain that the structure is clear. After achieving a primary all clear on the structure the IC will again need to evaluate the incident conditions and the current strategy using the risk management plan. Once there is an all clear in the structure the only people who are exposed to the incident hazards are the firefighters and any offensive operations from this point on in the event must be conducted in a highly controlled and calculated manner.

Master When the operation moves on to the fire control benchmark, the IC must evaluate the effectiveness of the incident action plan by determining the effect that fire control efforts are having on the incident conditions. The IC must ensure that enough attack lines have been deployed to the right places to get sufficient water on the fire. The IC must determine and prioritize what positions to attack from and which positions will need to be reinforced with additional attack lines. The exact location of the fire must be quickly determined, and interior units must verify that the fire has not extended into the concealed spaces. The IC must quickly confirm that the fire has not extended into the attic, basement, false ceilings, walls and any other places where the fire can run. This is accomplished by checking all seven sides of the fire area. This requires opening up the walls, ceiling, floors and any other surface that the fire has damaged or may have extended into to verify that the fire is completely extinguished and under control. The amount of controlled secondary damage done in opening up the structure to check for fire extension is a regular and expected piece of an offensive incident action plan. The fire should not be declared under control until these spaces have been checked and verified to be clear. Offensive incident action plans must be designed, implemented, evaluated, and revised within the small, rigid time frames in which offensive fire attacks occur, while also balancing fire conditions with firefighter safety. The IC has to be able to deliver the right kind and the right amount of resources to get the initial attack in place and then to deliver the additional resources that will be required to continue the plan and provide for the ongoing safety for all of the hazard zone workers. Escalating and long duration incident operations will require the replacement, recycle, and rotation of the first in crews. The IC must forecast how long the incident will last and what type of resources and personnel will be needed to do the required work. A key piece maintaining and continuing the incident action plan is the length of time it takes to deliver the additional resources needed to control the incident. This ranges from striking an additional alarm to getting on scene staged resources to assigned work locations on the fireground. The IC must make this determination early, call for any additional resources, and layer resources before they are actually needed. A central piece of the resource response must include the proper number of chief officers deployed to the scene to serve as command team members and support. The IC shares the incident action plan with all of these command partners. They in turn keep the IC informed and assist the IC in managing the incident. This reinforced management response strengthens the team assembled and helps the IC to focus in on and keep the strategy and incident action plan current. For defensive fires, the IC must identify what property can be saved and what property is lost and must be written off. This evaluation will establish the cut-off points for fire control. The initial incident action plan must clearly identify any potential collapse

Master zones. When incident operations begin with a defensive strategy the review process is usually much easier. Units are initially assigned to safer defensive positions that place them outside of the hazard zone. Defensive operations usually require the use of large-bore master streams that are operated into the fire area or onto the exposures. The IC evaluates the effectiveness of these operational positions and makes the decision to reinforce them or expand the attack by assigning resources to other critical positions around the fire. The major goal in defensive operations is controlling the spread of the fire and firefighter safety. No one operating on these types of incident should expose themselves to any of the incidents hazards. When fire control has been achieved the entire operation needs to shift gears and all efforts need to be shifted towards loss control and property conservation. This is accomplished in a major way when we put the fire out and do the required support work. Controlling the fire, removing the smoke, heat, and fire gasses from the interior, verifying that the fire hasnt extended into concealed spaces will minimize the loss to the structure. These are all activities we associate with fire control. But, they are also the required front end of the required property conservation plan. We all operate with the reality that in many instances our fire control efforts are done in an effort to save property. We should conduct incident operations in a manner that reflects whats important to our customers. Damage should be held to a minimum in areas of the structure that are not affected by fire and dont need to be opened up and checked for fire extension. We need to pay particular attention and take care when dealing with our customers possessions, particularly, the things that mean the most to them. For homes this includes personal items that cannot be replaced. Most people dont have a sentimental attachment to their drywall ceiling. But, they care a great deal about the stuff that sits under it. The IC needs to formulate a plan that identifies how to conduct salvage operations for the buildings contents. Loss control incident action plans range from simple to complex depending on the needs on each particular incident. The IC and division/group supervisors must ensure that all operating units continue to take the necessary safety precautions when the incident shifts from fire control to property conservation. The IC needs to slow the operation down after the fire has been controlled and make stopping the loss the incidents top priority. Any savable property that is in harms way needs to be relocated or covered with salvage covers. This is the last and one of the most important impressions our customers are left with. How we took care of their property is a direct reflection about how we feel about them.

Master

Evaluate information and make transitions and revisions based on the safety profile of changing or forecasted conditions or problems.
Implement whatever required changes that need to be made to strategies, tactics and the Incident Action plan that facilitates responder safety. Evaluate and forecast changes in the incident through: 1. Visual factors (is the incident problem getting better or worse) 2. Feedback from division/groups and safety officers 3. C-A-A-N reports 4. Make adjustments or regroupgo defensive After the resources that the IC assigned to the key tactical positions have had a chance to get into place and begin operations, the IC must quickly determine the effectiveness of their actions. A well-executed offensive fire attack will generally quickly control the fire. Standard actions matched to standard conditions are designed to produce standard outcomes. When such action doesnt have a standard effect on conditions, a red flag warning should go off. If the problem (the fire) continues to grow despite the offensive control efforts, its a sure sign that the current plan is not working. The IC must determine if the problem can be solved by reinforcing current positions, if a key attack position has not been addressed, or if the fire is too big to control from interior positions with hand lines. This decision must factor in how long it will take to get resources to the needed positions, and how long it will take to evacuate, and account for interior crews if conditions continue to worsen. If the IC determines that it is no longer safe for fully protected firefighters to operate in the offensive strategy. Its probably a safe bet that there is nothing left to save. When there is nothing left to save, the risk-management plan tells us we will not take a risk. The Incident Commander will utilize Emergency Traffic for the notification of a change of strategy from offensive to defensive and give a withdraw order. Upon the receipt of an emergency traffic change of strategy and withdraw order, the division/group supervisor or company officer shall acknowledge the withdraw order, assemble their crew(s) and promptly exit to a safe location, where the division/group supervisor or company officer will again account for all crew members. Once they have accounted for their crew they will notify command with there location and a PAR. NOTE: Sometimes all the standard command and operational stuff is set up and in place, but something just doesn't feel right to the IC. In these cases, the IC's gut is sending the brain a message that some part of what is going on doesn't fit the normal profile or pattern for that situation. Experienced ICs acknowledge and react to such messages, particularly where the crews safety is concerned. When this occurs, it ain't voodoo--it's something that's occurring in a subtle way that is just below the conscious level that is

Master blinking "red flag" in that special corner of the IC's brain that is set up to process such stuff...smart ICs pay attention to their whole brain.

Quickly provide "salvage command" if necessary

The natural escalation of the system is dependent on the first-arriving company officer IC #1 fulfilling the first six functions of command. This sets the stage for the second arriving IC #2 to transfer command and continue to build and reinforce the initial-attack wave. This will always be the goal and benchmark of effective incident operations. The more the organization trains on and practices with the front-end command, the better it gets, and the easier it becomes to funnel into bigger, more expanded operations, making it the normal routine. While this is the goal of the system, we need to deal with the reality that life wont always be so perfect for the later-arriving IC #2. When the BC, who will inherit command from IC #1 shows up, and units are already operating at the incident scene with some type of command problem (no one in command, no IAP, lots of confusion, screamers dominating the tactical channel or worsetotal silence), the command system now has to recover before it can safely and effectively move forward. IC #2 must take command by doing a set of things to establish (what is in effect) midpoint command. This "salvage" action can range from doing a minor tune up in a well-executed fast-attack situation, to a major overhaul, to somehow get command and control. After IC #2 arrives at the scene, they must take charge (transfer command) and effectively begin managing the other seven functions. This process begins with contacting the initial IC and getting a progress report. This process is dependent on having an IC in place when IC #2 shows up at the scene. In cases where multiple units are operating and no one is in command, IC #2 not only has to start from scratch, but also has to bring under control what amounts to a collection of free-lancers (Not having an effective IC in place can cause later-arriving units to freelance their way into the hazard zone). IC #2 uses situation evaluation to determine the correct strategy and corresponding IAP. Many out-of-control incident situations are the result of the initial IC skipping this function. In our enthusiasm to engage the incident problem, it is very easy to fall into the ready-fire-aim syndrome. IC #2 determines the scope of the incident problem by comparing what they see from the command post with progress reports from companies that are operating in hazard-zone positions, and in areas that the IC cannot see from the CP (i.e., roof, rear of the structure, etc.). IC #2 must also quickly find out what's going on in the key places that affect firefighter safety; the concealed spaces, particularly attics, basements, and any voids that the fire can use to quickly take possession of large parts of the building.

Master Regaining control of an out-of-balance structure fire, that can be controlled using the offensive strategy and several well-placed attack lines, is a safe and righteous venture. The same basic situation, with a deep-seated fire in the attic of the building, is a completely different animal (time to change strategies). IC #2 must match action (and consequences) to those conditions. The basic tool IC #2 has at their disposal to "salvage" command is the radio, a TWS, and command team (helpers). The strategic level brings everything together by connecting all the separate tactical and task units together. IC #2 must quickly determine who is in the hazard zone, what they are doing, are they okay, and do they have a PAR. These initial reports from operating units should also include the conditions in the area which they are operating (situation evaluation), and any request for any additional resources that are required (deployment). IC #2 should also begin to assign division/group-supervisor responsibilities to the officers of these initiallyplaced companies (organization). Creating an effective incident organization is the quickest way to bring a runaway incident operation back under control. In cases where everyone is acting like there is a full moon and nothing is going right, it may be easier (and safer) to pull everyone out, get PARs, and start over. In situations, where there are three or four companies operating in the hazard zone, IC #2 must first validate before supporting that operation by allowing firefighters to remain in those positions through strategy management (in this case, remaining in the offensive strategy). When conditions take a turn for the worse and move from offensive conditions to defensive ones, IC #2 must then change the overall incident strategy, pull everyone out of the hazard zone, and change the IAP to reflect that strategic change (from offensive to defensive).

Continuing, Transferring, &Terminating Command

8th Function of Command
Henderson Fire Department Incident Command Training Objectives
Explain: Estimating the length of command required Identify the Five levels of Command Describe upgrading effective command positioning Explain upgrading fireground communications Explain the reasons for the transfer of command and describe how the transfer should be conducted Demonstrate the process for terminating command

Major Goal
The IC will provide for the required duration of command necessary to complete the tactical objectives, to standardize how command is transferred and upgraded, and to insure that operations are safely concluded.

Competencies
Estimate the length of command required Consider the time for completing each tactical objective Develop and support an organization that outlasts the event Assume, maintain and upgrade effective command positioning Develop and maintain effective fireground communications Keep the incident action plan going and growing if necessary Use standard command transfer (both ways) Provide rehab, rotation and relief for the IC and command staff Assure that all pertinent information is passed up and down the chain of command

 Reduce the command structure as part of the ending stages of incident operations Place resources back into service with a demobilization plan Insure an adequate critique process is underway before de-commitment Provide required critical incident support

Function #8: Continuing, Transferring, and Terminating Command Overview

Constant Command Support Responder safety requires a continuous level of command support from the beginning to the end of the incident. Big problems occur if the IC does not outlast the event. A command lapse can happen in the beginning, middle or end of an incident. When such a lapse occurs, hazard zone workers simply do not have anyone on the strategic level looking out for their safety. Responders, who are assigned and working in the hazard zone, must operate with the confidence that there is an effective level of command and control in place to protect them. Not being able to maintain an effective level of command (for any reason) should always be a critical reason to go defensive, and if that occurs, the IC must quickly move personnel out of the hazard zone. Standard Command Transfer A very important safety factor is to always follow the standard command transfer process. Having multiple, competing ICs can quickly confuse and disrupt the command process and abruptly wreck any effective level of command control. Following standard command transfer procedures will insure that this will not occur. Expand Command as needed Many times a fast-attacking company officer will quickly solve the problem, eliminating the need to escalate command any further. However, if the incident problem continues to grow, and more resources are required, the command component of the operation also needs to expand. Systematic Termination Just as we built our command organization to address our incident priorities, we must be organized with how we demobilize the operation. As soon as resources are no longer needed at the scene they should be released to return to service. Larger incidents severely drain our reserve resource pool for other city-wide emergency needs. However, we must maintain adequate resources on scene to safely and effectively complete required functions. For example: If a substantial amount of overhaul is required on a hot day you may need several crews to rotate through work cycles to maintain efficiency and safety Take care of our own Situations that involve un-savable victims, unusually graphic injuries or injury/death of fellow workers, require special welfare and recovery support. It is critical that bosses know that humans are under their care and to understand what will get to them. Effective ICs realize that incident de-commitment must go on for

whatever time it takes for the workers to recover from the work. Sometimes it can involve a lot more than just sending crews home after they reload their hose and fill their tank.

Major Goal
The IC will provide for the required duration of command necessary to complete the tactical objectives, to standardize how command is transferred and upgraded, and to insure that operations are safely concluded.

COMPETENCIES: Estimate the length of command required

Most emergency responses are solved by the initial wave of responders. The initial IC provides the command level needed for the majority of calls for service. A fast-attacking, mobile IC can direct his/her crew and assign another several units to the incident problem over their portable radio. If this first action solves the problem the evolution of command ends there. This command requirement is short in duration and requires minimal support. More complex operations require a larger, command and control organization and a larger/more specialized commitment of resources. In order to insure the effective continuation of command the IC must estimate the size of command organization that will be required and how long the incident will last. This size-up factor is primarily based on the size and scope of the incident. When the initial IC determines that more resources along with the corresponding command support is needed, it comes out as a request for more resources. This notification is generally made as part of the initial radio report. Standard Objective of Command Our standard objective is to provide enough command to manage the units that will be required, for the length of time it is going to take to complete the tactical objectives for the incident (life safety, incident stabilization, property conservation, & customer stabilization). Every tactical situation involves a different combination of the standard elements that affect the length and complexity of the incident command system. A bedroom fire in small house may require a short simple command structure, while a working fire in a larger commercial building may present a long high-intensity effort. The IC should forecast how long incident operations will last and how big a command organization will be required. Levels of Command Each level of command has a maximum management capability. This scale ranges from the initial-arriving officer, to the arrival of the BC, to the formation of the command team to a full blown section staffed ICS organization. Command should escalate to the next level before the current ICs plate becomes too full to effectively manage the incident. If the IC is going to win, he/she must be prepared to establish and sustain effective operations longer than the incident problem will last.

Level #1 Company Officer/initial IC Level #2 Battalion Chief IC Level #3 Command Team (IC, Deputy IC, Senior Advisor) Level #4 Command Team w/ Sections (Logistics, Planning, Finance/Admin. Ops) Level #5 Fully-expanded Incident Organization reports to Incident Manager in EOC

If the incident is going to last beyond a certain length of time (longer than a single command team can reasonably manage), a schedule should be developed that provides for the rotation of the command team. The length of time that the IC and the rest of the command team remains in command of an event is based on time and intensity. Long duration, slow-moving events (defensive fires with no exposures) are not as stressful as incidents that are more complex, with crews operating in the hazard zone.

Consider the time for completing each tactical objective

Incident Priorities become Tactical Objectives - Our Incident Priorities of Firefighter Safety, Life safety, Incident Stabilization, Property Conservation and Customer Stabilization become our Tactical Objectives (what we show up to do). Break incident into smaller pieces - In order to insure the successful continuation of the initial command structure the IC must consider the time and resources that will be required to complete each tactical objective. This starts to break the incident operation into the smaller pieces (and time frames) that correspond with the continually evolving IAP that the IC develops, implements, manages, and revises over the course of the incident. Each of the incident priorities represents the core for the IAP at any given point of incident operations. Use tactical objectives to estimate command structure and duration - In many cases the IC will not begin incident operations with all the resources that will ultimately be required. Estimating how long each tactical objective will take, along with how many crews they will require, gives the IC a general idea of how many command players incident operations will require. How long will it take to get a primary all clear in all required areas? How long will it take to get a knockdown and have the fire under control? How long will it take to get a loss stopped by completing overhaul? How will the IC manage the after fire support (customer stabilization) that the property/business owners require?

The IC should consider how many units will be required to handle each priority and who will manage the completion of it. This will indicate how large a command structure will be required and for how long. For example: A room and contents fire in a three bedroom home may be manageable by a single BC stationed in their truck with the assistance of a few division/group supervisors. Three to Four crews should be able to handle fire attack, primary search, securing utilities, RIT, and overhaul. The relocation of a single family is

still within the command capability. The IC maintains span-of-control and efficiently completes the tactical objectives. Expansion of command may not be required in this situation. On the other hand if you arrive to a significant apartment fire extending into another apartment, the time and resources needed to solve the tactical objectives will be substantial. Several crews will be needed to complete the primary search and fire attack in the two involved apartments, not to mention the evacuation required in all of the exposures. Multiple divisions will need to be put in place to protect exposures and assist with fire control. The involvement of several apartments will create a sizeable overhaul effort and require rotation of crews and continuous air supply. Multiple families will need assistance with relocation and support. From the point of arrival the IC should begin to plan for a larger command structure and forecast the creation of a command team.

Sets/Reps
1. Estimate the resources that will be required to complete the Tactical Objectives 2. Estimate the required Command Organization

Develop and support an organization that outlasts the event

If the initial IC successfully completed their responsibilities, command will be established, communication to incoming units will have been accomplished, needed resources will have been requested, a strategy will have been selected, an incident action plan will have been formulated, and critical divisions/groups will have begun to be assigned. On arrival the BC must assume command, complete the required organization and forecast command support. After the initial organization is in place the IC must now focus on what will be needed to maintain its effectiveness. For moderate to large events the IC must front-end load the command organization. As quickly as possible obtain support in the command post from a Deputy IC. Assess which divisions/groups will require relief first and send resources to those areas. Then evaluate what else will be needed to outlast the event.

Assume, maintain and upgrade effective command positioning

Upgrading to Command Team - Incident operations usually begin with a first arriving company officer establishing command and either working with his/her crew in the fastattack mode or establishing a command post from the beginning. Command is usually upgraded with the transfer of command to the first arriving Battalion Chief who can operate out of the controlled environment of his/her vehicle. Command is reinforced with the arrival of the second BC who assumes the Deputy IC role. Later arriving Chief Officers (usually Deputy or Division Chiefs) will further improve command capability by undertaking the Senior Advisor position. Now there are three people supporting the responsibilities of command. Command vehicle - If the event is forecasted to last several hours command should consider requesting the use of the Incident Command Vehicle. This will provide a much better environment for longer/complex incidents.

Section Establishment - If the incident continues to grow the next step to upgrade command will be the establishment of sections (logistics, ops, planning, finance/administration). The IC and the Deputy IC will become operations and the Senior Advisor will become the overall Incident commander. Emergency Operations Center (EOC) - The last level of local ICS upgrading is the activation of the Emergency Operations Center (EOC). This level of local incident management escalation is normally used for events that last several days. The command team retains command of field operations, and reports to the Incident Manager in the EOC.

Develop and maintain effective fireground communications

Upgrading Communications - A major part of the ICs ability to conduct extended command operations is directly connected to how well the IC can establish, maintain and control the communication process. The fast-attacking IC will be running the incident over a portable radio. As command is transferred to an IC that will operate in the command mode both the radio (more powerful) and the communications position (inside a vehicle) will be improved. As the command team is assembled, the command post is upgraded and there are more people directly supporting the IC and incident communications. This may include using multiple channels to run tactical operations, logistics, safety etc. Communication Support - The IC must be supported by a system that allows him/her to stay in constant, undistracted contact with all the companies that are operating in the hazard zone. A Deputy IC and Senior Advisor perform the standard assistance routine that allows the IC to concentrate on staying on the air. Divisions/Groups create the organizational capability to maintain an effective span of control. Using multiple frequencies divides up and effectively distributes the communications load into manageable groups and prevents channel saturation.

Keep the incident action plan going (and growing if necessary)

Middle period - The basic offensive/defensive strategy decision that the IC develops to start operations, and the incident action plan that emerges from the strategic decision, provides the foundation for continuing command. The ICs major job during the middle period of operations is to keep the incident action plan working. This is accomplished by evaluating how the incident problem is reacting to control efforts and making the necessary adjustments to continually match the plan with the current conditions. Multiple Incident Action Plans - Once the plan gets set up, most of the command teams efforts revolve around exchanging information and providing the direction and feedback required to keep the initial plan going. Most of the time, the original IAP provides an effective level of forecasting and response to end the event. When an incident goes on for a lot longer than usual, the IC cannot use the original IAP for the duration of the event. IAPs may have a limited life expectancy and become obsolete as control efforts continue and conditions change. The IC must develop a series of

successive IAPs that describe what action will be taken throughout a series of time periods. The IC uses these separate incident action plans to communicate with all the division/group supervisors on what the operating plan will be for that phase (time period) of the event.

Use standard command transfer (both ways)

The quickest way to destroy effective maneuvers is to allow competing command maniacs to wander through the fire area, each trying to convince the workers that he/she is the real IC by shouting conflicting orders. The resolution is a system, which allows only one IC at a time, and defines command transfer rules to be used when passing the baton from the current IC to the new one. Mandatory assumption To provide continuous command, the first fire department unit or officer arriving at the scene will assume command, until relieved by a ranking officer, command is transferred or terminated. The initial assumption of command is mandatory period. Number of transfers - Transfers of command should be limited to two. In most cases, two transfers will get a command team in place. More than two transfers often tend to create more confusion than actual command improvement. Many times only one transfer is required. Transfer & rank The arrival of a ranking officer at the incident scene does not, in and of itself, mean that command has been transferred to that ranking officer. Command is only transferred when the standard procedure is completed. However, the ranking officer is always responsible for the outcome. Command transfer rule The purpose of transferring command is to improve the quality of management and leadership that is in place to support the efforts of the workers. A good basic rule is: if you cannot improve the quality of command, dont transfer it. Passing Command Per Incident Command Procedures SOP: Passing Command to a unit that is not on the scene creates a gap in the Command process and compromises incident management. To prevent this gap Command shall not be passed to an officer who is not on the scene. It is preferable to have the initial arriving company officer to continue to operate in the fast attack mode until Command can be transferred to an on scene unit. SOP transfer of command Incident Command Procedures SOP outlines the transfer of command procedures as follows: Transfer of Command Command is transferred to improve the quality of the Command organization. When Command is transferred it should trigger upgrades in the Command structure. The following guidelines outline the transfer of Command.

The first fire department member arriving on the scene will automatically assume Command. This will normally be a Company Officer, but could be any fire department member up to and including the Fire Chief. The first arriving Company Officer will assume Command after the Transfer of Command procedures have been completed (assuming an equal or higher ranking officer has not already assumed Command). The first arriving Battalion Chief should assume Command of the incident following Transfer of Command procedures. The second arriving Battalion Chief should report to the Command Post, to assume the Deputy IC position. The first arriving Deputy or Division Chief should report to the Command Post and assume the roll of Senior Advisor (Overall Incident Commander). Assumption of Command is discretionary for Deputy Chiefs and the Fire Chief.

Within the chain of Command, the actual transfer of Command will be regulated by the following procedure: The officer assuming Command will communicate with the person being relieved by radio or face-to-face. Face-to-face is the preferred method to transfer Command. The person being relieved will brief the officer assuming Command indicating at least the following: 1. General situation status: Incident conditions (fire location and extent, hazmat spill or release, number of patients, etc.) Incident Action Plan Completion of tactical objectives Safety considerations 2. Deployment and assignments of operating companies and personnel 3. Appraisals of need for additional resources The person being relieved of Command should review the tactical worksheet with the officer assuming Command. This sheet provides the most effective framework for Command transfer as it outlines the location and status of personnel and resources in a standard form that should be well known to all members.

End of incident As the incident operations wind down, command may be transferred from the current IC back to a company officer (or other person) who will be the last one to leave the scene. This is normally done at the very end of the incident, after all of the tactical objectives have been achieved. We use the same system to de-escalate command as we did to escalate it.

Provide rehab, rotation and relief for the IC and command staff
Slow long duration events - Extended operations are generally slower moving, defensive events. During these types of operations (no one operating in the hazard zone),

a well supported IC may be able to stay in command for several hours or more with an occasional break for stretching and other bodily functions. Incidents that will take place over many hours or days will require operational and command periods along with some type of rotational roster. Unusually stubborn incidents require cycling companies in and out of incident operations. Traditionally the first wave will work for an appropriate amount of time then they will be relieved and put back into service. It makes sense to replace the entire initial wave at the same time. This includes rotating the first IC and replacing him/her with a new one. This will be a big part of the ICs IAP coordinating the relief of the initial assignment. If the incident will last for several days, some type of regular rotation schedule should be formulated to provide relief at regular intervals (send fresh replacements every four hours or whatever makes sense). This allows for the scheduling of move-ups and to coordinate service delivery more effectively for the rest of the community. It also provides assigned crews a time frame for how long they will be working at the incident scene. Fast-moving events - Fast-moving incidents with high risk to life safety are stressful and can wear out the IC and command team very quickly. While these types of incidents can be emotionally draining, they tend to be over fairly quickly. The best approach for managing these types of events is to support the IC. An IC working in a well managed and staffed command post is in the best position to manage a fast-moving incident with severe consequences. When this type of incident turns into an extended operation, the IC should be rotated out and rehabbed as soon as it is feasible to do so. This is much easier to do when the IC is operating as a part of a command team because two other people are familiar with the operation.

Assure that all pertinent information is passed up and down the chain of command
Tactical Objective Information - The sharing of information becomes the mechanism we use to keep the IAP current and make sure that the action taken matches the conditions. The IC must have any information that impacts completing the tactical objectives and anything that affects firefighter safety. These are the major information items from which the IAP is developed. Much of this information makes its way to the IC in the form of progress reports from division/group supervisors. The IC becomes the information hub, connecting all the incident players. Information relay - The IC also serves as an information relay, sharing critical information with the divisions/groups where that information is needed. Critical information must be processed back into the IAP and shared with the people that are affected by it as soon as it is obtained. Example: An offensive IAP has been developed for a fire in a single story home and crews are working in the interior. A crew assigned to the Charlie division discovers a walk out basement on the back side. This critical information must be immediately transmitted to the IC because it affects all of the tactical objectives and greatly affects firefighter safety.

 Reduce the command structure as part of the ending stages of incident operations
Complete walk around - We use the same system to reduce incident operations that we use to scale up the command structure and organization. As the tactical objectives are completed, PARs are obtained, and incident operations are winding down, the IC needs to develop a plan for managing the closing phases of the event. This is the point the IC needs to get out of the command post and tour the incident scene. The IC uses this walk around to get a first-hand look at the incident scene, talk with crews, deciding what needs to be done next and formulate a plan for scaling back the operation. It also gives the IC an opportunity to evaluate the condition of the crews first hand. He/she can assess rehab needs, the fatigue level of personnel and scene safety. Scale back command As the operation winds down, the IC can reduce the size of command structure. The IC can often reverse the command transfer process and essentially de-escalate command to a lower ranking officer. The transfer is usually accomplished by transferring command back to the officer of a unit that will remain on scene until the event is over.

Place resources back into service with a demobilization plan

Division/Group system - When the IC comes to the end of tactical objectives, he/she must demobilize the operating companies and terminate command. This process can be very simple at smaller incidents or extremely complicated requiring a great amount of coordination at the end of a long complex operation. The normal division/group system used to get companies into action can usually be applied to place them back into service when their tasks are completed. Most fatigued first - The ICs demobilization plan should begin with replacing the most fatigued companies first. It makes sense to return companies to quarters based on their fatigue factor. This may not always be feasibly possible but should always be a consideration. In extreme cases ensure that fatigued crews are properly evaluated and rehabbed before they are placed back into service. Maintain adequate resources - During demobilization the IC must make sure he/she maintains an adequate amount of personnel and resources on scene to complete the incident needs. This includes making sure the property/business owners are taken care of.

Insure an adequate critique process is underway before decommitment

Key part of action management cycle - The critique process is where we figure out what went well and what we could have done better. This is a key part of the action management cycle develop SOPs, training, application, critique and revision. Revision (and improvement) is only possible if we conduct regular critiques.

Small incidents - Small scale incidents are generally over pretty quickly. This facilitates doing the critique prior to everyone leaving the scene. The IC should lead this process. Such tailboard critiques can be as effective as any larger one based on the recent occurrence and smaller incident size. The most lasting lessons are the ones that we learn right after the event. The incident is still fresh in our minds and we can actually see the end results of our actions. Large incidents - It is more difficult to conduct on-scene critiques at incidents that require large amounts of resources. These events tend to last longer and the initial arriving companies have often times been released from the scene by the time the operation winds down enough to do a critique. These incidents can be critiqued at a later date. Using pictures, video, radio tapes, and transcripts can all be very helpful in conducting these critiques. Improve operations - The important part of any critique, regardless of the size of the incident, is to improve our operations. Any significant lessons learned both bad and good, should be shared with the rest of the organization. These lessons should be incorporated into department training. No personal attacks/group hugs - Critiques must be conducted to improve incident operation. Critiques should not be painful. If they become a forum to launch personal attacks, no improvement will ever come from them. The opposite is also true. If they are nothing more than a group hug, where there were serious operational problems, they are completely meaningless. Ask personnel simple questions - When the IC conducts the critique he should ask simple questions. What did you have when you got here and what did you do? Firefighters are brutally honest people and will usually tell you if they think they could have done something better. Allowing personnel to describe what they saw and the action they took lets them know that the department is interested in the work they do and also allows them an opportunity to explain why they did what they did. Most improvements in our equipment, procedures, apparatus, protective gear, and service delivery are a result of us critiquing our own operations. Positive experience - Critiques should be a positive experience that leads to safer and more effective service delivery. If mistakes were made, they should be pointed out and addressed. If they are not, everyone attending the critique will leave with the impression that whatever was done wrong is okay with the boss. Serious performance problems should be addressed as a separate matter. Critiques should not turn into a disciplinary hearing.

Provide required critical incident support

Critique/defusing/debriefing - We respond to all the nasty and heartbreaking things that happen in our community. Incidents that involve trauma, death, and loss can be very difficult on the responders. The critique offers an excellent forum for the IC to sit down with all the incident players to find out how well they are coping with the event. Just

getting to sit down with your boss and co-workers to help make sense of what just happened is very therapeutic. This is called defusing. In high stress injury/damage/death situations, the affected players should be debriefed by officers who are trained in critical incident stress. A debriefing is more formal and is always performed by trained personnel. The IC needs to make sure that everyone is stable, both physically and mentally, before they go back into service. Preventative measures - The best critical incident stress support is the set of things we do before we respond to emotionally charged incidents. Working for an organization that cares about its members is the best preventative medicine. The organization shows its regard for its members in everything it does. The main areas include: How the bosses treat the workers How the workers treat one another How everyone treats the customer The training and skill level of the workers The apparatus and equipment (is it adequate?) The systems (ICS, safety, accountability, etc.) that we operate with when we deliver service.

When the organization makes these points a top priority, it eliminates most of the second guessing that goes on after a traumatic event. It creates the feeling that the customer and their situation received every possible service, and had the very best chance to survive and recover.