Incident Command System Quiz

A fireground tactic that prioritizes saving lives, focusing on extinguishing fire and searching for victims.

A fireground strategy that involves offensive actions, such as attacking the fire directly and conducting a search.

A fireground operation that involves opening up a building to release heat and smoke.

A standardized system of organization and communication used at incidents, ensuring effective coordination among responders.

A rapid response team trained to rescue firefighters in danger during an incident.

A safety protocol requiring two firefighters to enter a hazardous area together, ensuring a backup in case of an emergency.

The level of risk involved in an incident, with the primary goal being to save lives, stabilize the situation, or protect property and environment.

The overall approach to managing an incident, encompassing offensive, combination, or defensive strategies.

The company officer is responsible for a large, complex incident, managing resources, and directing units. This assumes command of the situation.

The initial company officer notifies incoming units that they will relinquish command to the next arriving officer. This ensures a smooth transition.

The initial Incident Commander (IC) is actively involved in the incident while in command, performing tasks and providing direction. It indicates to responding units to limit radio transmissions to key information.

The first company arrives at an incident with no fire or smoke, only a potential alarm. They initiate investigation and reconnaissance to determine the situation.

A company officer arriving first on the scene automatically assumes command. They may choose to pass command later, but they are in charge until another officer arrives and takes over.

Upon arrival of a chief officer or permanent Incident Commander (IC), the incident name and the location of the command post (ICP) are announced. This ensures communication and coordination.

The Incident Commander (IC) establishes the incident priority, strategy, and tactical objectives to address the situation and guide the incident response.

An incident's severity is categorized according to its complexity and impact on safety, resources, and the environment. This allows for appropriate response and resource allocation.

The potential for a structure to partially or completely collapse due to fire damage, weakened structural elements, or heavy loads.

The amount of combustible materials present in a building, which influences the intensity and spread of a fire.

A rapid and intense burning of a fire, often accompanied by a sudden burst of flames and heat, caused by the ignition of flammable gases.

A sudden and violent explosion of smoke and hot gases, caused by a rapid ignition of unburned fuel and oxygen in a confined area.

Areas within a building where fire can spread unseen, such as attics, crawl spaces, or wall cavities.

The strategy of creating openings in a building to vent out smoke and heat, potentially reducing the intensity of the fire.

The process of searching a building for trapped victims after a fire, typically involving multiple searches by different teams.

The risk that firefighters may face when operating in a hazardous area, often due to structural collapse, rapid fire spread, or low visibility.

A fireground strategy in which the incident commander relinquishes some of their authority to lower-level personnel, allowing them to make tactical decisions and respond to changing conditions.

The process of assigning company officers to specific areas or tasks at an incident, enabling them to coordinate resources and manage operations within their designated zones.

The importance of giving authority to firefighters on the ground to address immediate needs, such as fire suppression or search and rescue.

The role of a company officer who assumes command of a portion of the incident, coordinating the efforts of their assigned units.

A fireground scenario where the initial incident commander maintains command while simultaneously engaging in tactical actions, such as leading a fire attack line or directing search efforts.

The transfer of authority from one incident commander to another, typically to a higher-ranking officer arriving at the scene.

The process of the incident commander determining the overall mission and objectives for the incident, taking into account the severity, resources, and priorities.

A group is functionally organized, focusing on a specific task like medical aid, search and rescue, or ventilation. Examples include a medical group or a rescue group.

A division is geographically organized, covering a specific area of the incident. Examples include divisions A, B, C, or 1, 2, 3. A roof division is a common example, responsible for vertical ventilation.

Both groups and divisions are equal in authority and work laterally with each other. For example, a ventilation group might assist with PPV on multiple divisions.

Groups are typically used for functions like RIC and medical, where specific skills and resources are needed. Several crews focused on search and rescue could work under a rescue group.

Divisions are better suited for geographic organization, like roof divisions for vertical ventilation, as they efficiently manage resources within a defined area.

The Incident Command System (ICS) is not inherently unsuitable for fast-paced incidents like structure fires. The issue lies with traditional training, which focuses on defining structure and not practical application.

Divisions A, B, C, and D are not solely used for defensive operations. They are also highly effective for offensive operations, using geographic organization to manage interior tasks efficiently.

The Incident Commander (IC) has a span of control of 3:1, meaning they manage three direct reports. This allows for efficient coordination and communication at the strategic, tactical, and task levels.

The division or group supervisor must be able to see the bigger picture of the incident while also being aware of the specific tasks of the crews they are supervising. They must be mindful of potential hazards, like a secondary search or roof conditions, and communicate with the crews directly without relying solely on the incident commander. This dynamic role requires the supervisor to maintain a sphere of awareness, observing and responding to the situation as it unfolds.

A division/group supervisor should move around the incident area, keeping close to crews for communication and accountability. This prevents being stuck in one location and provides a broader understanding of the situation. However, it's crucial to avoid placing oneself in unnecessary danger by moving directly into the heart of the hazard area.

The incident commander (IC) is the central figure who oversees the entire incident, making major decisions and directing the actions of all units. They are responsible for overall strategic direction and resource management, acting as a central communication hub for the operation.

Being present and visible. This means not allowing companies to bypass you and directly contact the incident commander (IC) without your knowledge. Maintaining a strong command presence reinforces your role as the supervisor and emphasizes the importance of clear communication and chain of command. This ensures proper information flow and team coordination.

The division/group supervisor must be fully equipped with personal protective equipment (PPE), including self-contained breathing apparatus (SCBA), to be able to safely operate in the hazard area. This ensures their personal well-being and allows them to communicate effectively with crews while wearing full gear. The supervisor should remain in close contact with firefighters to quickly gather situational awareness and ensure accountability.

When a supervisor observes potential problems, such as a need for secondary searches, roof inspections, or ventilation coordination, they should proactively address these issues before they become major concerns. This includes planning for crew safety and providing support for their needs.

In traditional fire service command structures, the incident commander exerts significant control over all operations. Company officers often operate in a highly structured manner, following a "mother, may I?" approach where permission is needed before taking action. This system is characterized by strict hierarchical communication where information flows from the IC down to the crews. Such systems typically have a long history and often rely on proven methods and established practices. Typically, the IC is positioned as the sole decision-maker during an incident.

The author's experience in a traditional fire department initially led him to believe that modern command and control techniques might not be significantly different. However, the author's skepticism was challenged when he was exposed to different approaches during a training course. This experience highlighted the importance of continuously learning and being open to new ideas, even when they seem contrary to well-established practices.