FO Ch. 7.docx

Chapter 7 Command of Initial Emergency Operations Lecture I. Introduction A. A fire officer is expected to perform the duties of a first-arriving officer at any incident. 1. This includes: a. Assuming initial command of the incident b. Establishing the basic manage...

Chapter 7 Command of Initial Emergency Operations Lecture I. Introduction A. A fire officer is expected to perform the duties of a first-arriving officer at any incident. 1. This includes: a. Assuming initial command of the incident b. Establishing the basic management structure c. Following SOPs 2. A fire officer must also be fully competent at working within the ICS at every incident. d. Function as a unit, group, or division leader. B. Findings from recent experiences have changed traditional practices. 1. This chapter introduces model procedures for incident management and fire behavior as it applies to structural firefighting practices today. II\. History of the Incident Command System A. In the past, incident command was a local activity, using unique terms and practices in each community. 1. This approach did not work well when units from different companies responded to a major incident. 2. In the wake of California wildfires, agencies established FIre RESources of California Organized for Potential Emergencies (FIRESCOPE) to develop solutions for dealing with large, complex emergencies. B. FIRESCOPE and Fire Ground Command 3. FIRESCOPE was used during multiagency wildland incidents in California involving more than 25 resources or operating units. 4. Standard method for: a. Setting up incident management structure b. Coordinating strategy and tactics c. Managing resources d. Disseminating information 5. FGC system was developed simultaneously to meet the needs of an all-hazards fire department. e. Focused on small and medium urban emergencies C. Developing One National System 6. In the 1980s, the NIMSC was established to merge California's FIRESCOPE and Phoenix's FGC system into a set of model procedures. f. To be utilized by any fire department g. Compliant with NIMS 7. Formally known as the ICS. h. Can be used at any type or size of incident by any type or size of agency i. NFPA 1561 j. NFPA 1026 III\. Incident Command and National Incident Management System Model A. NIMS provides a consistent, nationwide framework for incident management, enabling organizations who assume a role in emergency management to work together effectively and efficiently across all emergency management and incident response organizations. 1. NIMS can be used regardless of incident: a. Cause b. Size c. Complexity d. Type 2. NIMS principles are now taught in every incident management course. e. Learn more on the FEMA website. B. ICS Training 3. Federal grant funding is often reserved for NIMS-compliant communities. f. Local emergency response agencies are required to adopt ICS for federal disaster assistance eligibility. 4. As a result, you will likely receive specific ICS training. g. FEMA provides introductory courses. i. IS-100: Introduction to Incident Command System ii. IS-200: ICS for Single Resources and Initial Action Incidents iii. ICS-300: Intermediate ICS for Expanding Incidents iv. ICS-400: Advanced ICS Command and General Staff---Complex Incidents v. IS-700: National Incident Management System (NIMS), An Introduction vi. IS-800: National Response Framework, An Introduction vii. Appropriate position-specific training h. Each of these courses is updated periodically. i. Be sure to take the latest available version of each course to ensure current information. i. Each course needs to be taken only once. ii. Good idea to periodically review the information 5. NIMS has five components. j. Preparedness k. Communications and information management l. Resource management m. Command and management n. Ongoing management and maintenance C. Levels of Command 6. The ICS includes three levels of command, with a set of responsibilities being assigned to each level. o. At smaller incidents, one officer may cover all three levels. p. As the incident expands, responsibilities are subdivided. q. Fire officer may have a role at any level. 7. Strategic level r. Overall direction and goals s. Overseen by incident commander 8. Tactical level t. Actions necessary to achieve strategic goals u. Tactical supervisors manage a group of resources to accomplish objective. v. Tactical assignments are usually defined by a geographic area and/or functional responsibility. w. Another level of management may be added to maintain reasonable span of control. 9. Task level x. Actions required to achieve tactical objectives (physical work) y. Individual companies/teams perform task-level activities. IV\. The Fire Officer's Role in Incident Management A. Every fire officer is expected to function as an initial IC, as well as a company-level supervisor within the ICS. 1. The IC position is the only position that is always filled. a. Responsible for completing all tasks that are not delegated b. May be required to initiate multi-agency response 2. The first-arriving fire officer has the responsibility to establish command and manage the incident until being relieved by a higher-ranking officer. c. Must be accomplished in addition to supervising your own company 3. First 5 minutes dictates how the scene will be run for the next hour. 4. Managing an incident requires the fire officer to: d. Develop strategies and tactics e. Determine required resources f. Decide how those resources will be used 5. ICS can be implemented incrementally. 6. Command structure should be only as large as the incident requires. 7. Goal is to use model ICS to assign all of the incident functions g. Most fire department tactical and task activities fall under the operations section. 8. Recommended span of control for emergency operations is 3-5 individuals. h. Maintained by adding more levels of management as effective span of control is exceeded V. Initial Incident Command A. The first-arriving fire officer needs to focus on the strategic level when he or she arrives at an emergency. 1. Depending on size and complexity, officer may quickly move to tactical or task-level as other resources arrive. B. Responsibilities of Command 2. Three strategic priorities a. Life safety b. Incident stabilization c. Property conservation 3. Operational aspects d. Building a command structure that matches the organizational needs of the incident e. Translating the strategic priorities into tactical objectives f. Assigning the resources that are required to perform the tactical assignments C. Establishing Command 4. First person on scene establishes command. g. Initial IC remains in charge until command is transferred or situation stabilizes. 5. Establish command and use the concepts of ICS at every event. h. For smaller events, may simply require notifying dispatcher 6. Activating the command process includes providing an initial radio report and announcing that command has been established. 7. Initial radio report includes: i. Identification of the company or unit arriving at the scene j. A brief description of the incident situation, such as the building size, height, and occupancy, or the magnitude of a multivehicle collision k. Obvious conditions, such as a working fire, multiple patients, a hazardous materials spill, or a dangerous situation, such as a man with a gun l. A brief description of the action to be taken (e.g., "Engine 2 is advancing an attack line into the first floor.") m. Declaration of the strategy to be used (offensive or defensive) n. Any obvious safety concerns o. Assumption, identification, and location of command p. Request for additional resources (or release of resources), if required D. Initial Operational Modes 8. One of three modes q. Determination is based on type of situation r. Sets the stage for initial fire-ground activities s. Will be re-evaluated with transfer in command or sudden change in incident conditions 9. Investigation Mode t. If incident seems minor, first-arriving company will conduct investigation. u. Other units assigned will stage and remain uncommitted pending results. v. The first-arriving company-level officer performs the role of initial IC as well as supervising the company performing the investigation. 10. Fast-Attack Mode w. When situation requires immediate action x. Officer performs initial command responsibilities via radio while engaged in attack. y. Attack ends when: i. The situation is stabilized ii. The situation is not stabilized and the company officer must withdraw to the exterior and establish a command post iii. Command is transferred to another officer 11. Command Mode z. Very large, complex, dangerous events require immediate command establishment. i. Personal involvement in tactical operations is less important than command responsibility. a. Establish command in a safe and effective location. b. Initiate tactical worksheet. ii. Helps IC ensure all tactical issues are addressed iii. Diagram an incident with resources. c. Rest of the company should: iv. Initiate fire suppression or emergency action with one of the members assigned as the acting company officer. The acting company officer must be equipped with a portable radio, and the crew must be capable of performing safely without the initial IC. v. After the initial IC assigns them, the remaining company members work under another company officer. vi. Stay with the initial IC to perform staff functions that assist command. E. Functions of Command 12. Immediate command functions d. Determining strategy e. Selecting incident tactics f. Establishing the IAP g. Must all be completed as part of size-up and initial actions h. Initial radio report covers these. i. May be determined by SOP or departmental practice vii. Look for conditions that require deviation from standard. 13. Next four functions j. Developing the ICS organization k. Managing resources viii. Request initial resources if required. l. Coordinating resource activities m. Providing for scene safety ix. Designate safety officer as necessary. 14. Once incident is fully operational, the IC works on: n. Releasing information about the incident o. Coordinating with outside agencies F. Command Safety 15. The initial incident commander is responsible for fire fighter accountability and initial rapid intervention resources in IDLH environment. 16. Fire Fighter Accountability p. Developed concurrently with incident management systems x. Legal sanctions accelerated adoption xi. Additional pressure from IAFF and OSHA q. The OSHA standards interpretation was that fire fighters working within a structure fire were operating in an IDLH atmosphere. Therefore: xii. Fire departments must comply with 29 CFR 1910.134. xiii. A minimum of two fire fighters must enter the IDLH area together and remain in visual or voice contact with each other at all times. xiv. At least two properly trained and equipped fire fighters must be positioned outside the IDLH atmosphere, account for the interior teams, and remain capable of rescue of the interior team or teams. r. This became known as two-in/two-out rule. xv. Evolved into RIT and RIC concept xvi. Incorporated into NFPA 1500 G. Personnel Accountability Report 17. Systematic method of accounting for all personnel at an emergency incident 18. When IC requests a PAR: s. Each fire officer must physically verify that all assigned members are present t. Reports this to the IC 19. PAR should also be requested at tactical benchmarks. 20. May be integrated into the incident time clock u. Require a PAR check every 20 minutes while incident is active. 21. The fire officer must be in visual or physical contact with all company members to verify their status. v. Then communicated by radio to the IC 22. Anytime a fire fighter cannot be accounted for, he or she is missing until proven otherwise. w. This always becomes the highest priority at the incident scene. 23. If unusual or unplanned events occur at an incident, a PAR should always be performed. x. Explosion y. Structural collapse z. Firefighter missing or in need of assistance 24. Last known location is the starting point for any search and rescue. VI\. Fire Research and Risk/Benefit Analysis A. Fire Behavior Graph 1. In 1908, ASTM conducted full-scale fire experiments to develop a standard time-temperature curve. 2. ASTM E119 (1917) provided a time-temperature curve applied to structural firefighting practices. 3. Older fires were fuel-limited fires. a. Modern fires tend to be ventilation-limited fires (different time-temperature curve). B. Flow Path 4. Movement of heat and smoke from within the higher-pressure fire area toward lower-pressure areas 5. Observations at the Governor's Island experiments (2012) included: b. It is essential to control the access door to restrict introduction of air into the fire room and thereby delay flashover. c. The only way to go from a ventilation-limited to a fuel-limited fire is through application of water before vertical ventilation. d. "Softening" the target by applying 30 to 90 seconds of water into the compartment dramatically reduces fire development and improves conditions. e. You cannot make a big enough ventilation hole to localize fire growth or reduce temperatures in ventilation-limited structure fires. 6. Operations conducted in the flow path place fire fighters at significant risk due to the increased flow of fire, heat, and smoke toward their position. f. Limiting flow paths until water is ready is an important factor to reducing risk. C. Modern versus Legacy Single Family Dwellings 7. Four factors distinguish these buildings: g. Larger homes i. Modern homes are almost twice as large. h. Open house geometries ii. Reduces compartmentalization iii. Allows more air to support fire propagation i. Increased fuel loads j. New construction materials 8. UL identified a dramatic reduction in available time when suppressing a modern single-family dwelling fire. D. Risk/Benefit Analysis 9. An assessment of the risk to rescuers versus the benefits that can be derived from other intended actions. k. Key factor in size-up/selecting strategic mode 10. The degree of risk that is acceptable is determined by the realistic benefits that can be anticipated. 11. Benefits l. Saving lives or preventing injury m. Preventing property damage n. Protecting environment 12. Risks o. Possibility of death, disability, or injury to fire fighters p. Potential occurrences such as flashover, backdraft, or structural collapse 13. The fire officer can manage these risks with: q. Training r. Experience s. Protective clothing and equipment t. Communications equipment u. SOPs v. Accountability systems w. Rules of engagement x. RIT 14. Fire fighters accept a higher personal risk when it is necessary to save a life. y. No justification for risking the lives of fire fighters when no one requires rescue or when interior fire conditions are unsurvivable z. Building construction can also cause risks to outweigh benefits. a. When defensive operations are conducted, the risks to fire fighters are significantly reduced. 15. Strategies b. Offensive iv. Typically consists of advance into fire building v. Drives most training, operations, and structure vi. Benefits associated with controlling the fire outweigh risks to fire fighters vii. Operation requires sufficient resources viii. Risks can only be justified when realistic benefits are attainable. c. Defensive ix. Used when risks outweigh expected benefits x. Fire fighters do not enter the structure or operate from positions with risk. xi. Typically conducted from exterior, using large streams xii. May be used when there is risk of structural collapse or inadequate resources xiii. Also appropriate choice when the building and contents would be a total loss even if an aggressive interior attack could control the fire d. Transitional xiv. An offensive operation initiated by brief exterior, indirect attack xv. Quickly transitions to interior attack in coordination with ventilation operations xvi. Cools fire gases, reduces risk of flashover, improves visibility, and allows fire fighters to enter quickly xvii. Makes conditions tenable for trapped occupants 16. Traditionally, it was thought: e. Attacking the fire from the outside might push the fire through other parts of the building. f. Offensive operations must be made exclusively from the inside. g. These assumptions are not always accurate. 17. The 2013 UL report shows that applying limited water through open window or door before entering structure may dramatically improve interior conditions. E. IAFC Rules of Engagement 18. The mission of the IAFC SHS is to reduce number of preventable deaths and injuries in the fire service. 19. SHS issues rules of engagement for firefighter safety: h. Rapidly conduct, or obtain, a 360-degree situational size-up of incident. i. Determine the occupant survival profile. j. Conduct an initial risk assessment and implement a safe action plan. k. If you do not have the resources to safely support and protect firefighters, seriously consider a defensive strategy. l. Do not risk firefighter lives for lives or properties that cannot be saved. Seriously consider a defensive strategy. m. Extend limited risk to protect savable property. n. Extend vigilant and measured risk to protect and rescue savable lives. o. Act upon reported unsafe practices and conditions that can harm firefighters. Stop, evaluate, and decide. p. Maintain frequent two-way communications, and keep interior crews informed of changing conditions. q. Obtain frequent progress reports and revise the action plan. r. Ensure accurate accountability of every fire fighter's location and status. s. If after completing the primary search, little or no progress toward fire control has been achieved, seriously consider a defensive strategy. t. Always have a rapid intervention team in place at all working fires. u. Always have fire fighter rehab services in place at all working fires. VII\. Sizing Up the Incident A. Size-up is the systematic process of gathering and processing information to evaluate the situation and then translating that information into a plan to deal with the situation. 1. Requires diverse knowledge about emergency incidents a. Each incident also involves specialized knowledge. 2. Size-up begins long before arrival and continues until incident is stabilized. b. Deciding on an initial plan of action after arriving on the scene is only one step in a continuous process. c. New information must be gathered and processed as plan is executed to determine whether it is working/adjustments are needed. 3. Initial size-up may be conducted under pressure. 4. The end result of a good size-up is an IAP that considers all the pertinent information, defines strategies and tactics, and assigns resources to complete those tactics. 5. A comprehensive evaluation of a situation requires information that often is not available to the fire officer. d. Assess what is seen. e. Make assumptions about what cannot be seen. f. Anticipate what is likely to happen. g. Consciously differentiate among these. 6. An experienced officer will develop an initial plan and then adjust that plan as more information becomes available. 7. Five-Step Size-Up Process h. Published by NFPA in 1953 i. Foundation of fire-ground analysis 8. Managing Company Tactical Operations j. NFPA, 1999 k. Combines size-up practices with incident management system l. Establishes three-phase size-up process 9. Everything the fire officer learns, observes, and experiences goes into his or her memory bank, and those memories are then used to make size-up decisions. m. Knowledge of building construction in the area, available water sources, available resources n. When preincident plan is updated/familiarization visits B. Prearrival Information 10. Size-up begins with dispatch. 11. Details help fire officer anticipate situation. o. Name p. Location q. Nature of incident 12. Knowledge of preincident plan and site are factored in. C. On-Scene Observations 13. The ability to size up a fire situation quickly requires: r. Systematic approach s. Foundation of information 14. Essential size-up factors t. Building size and arrangement u. Type of construction v. Occupancy w. Fire and smoke conditions x. Other factors, such as weather and time of day 15. SOPs should guide the officer's systematic thinking to ensure that all important factors are considered. 16. A fire officer must understand and recognize basic fire dynamics. y. Conduction z. Convection a. Radiation 17. Visualization b. Instead of methodically processing new information, the brain can instinctively jump to a similar observation and apply the stored experience to the new set of circumstances. 18. Smoke c. Vigorous, churning dark smoke means a high heat release rate, indicating flashover conditions are present. d. Darker smoke is generally closer to the seat of the fire than lighter-colored smoke. e. By evaluating where the smoke is coming from in the building, the fire officer may be able to predict where the fire will be traveling. f. Dark smoke is also an indication that there are more carbon particles suspended within the smoke and less oxygen. i. Soften the target ii. Coordinate ventilation efforts g. Be cautious when approaching a modern structure with no smoke showing. i. Ventilation-limited fire ii. Should increase caution and concern 19. Fuel load h. Class A -- direct attack with water i. Class B -- require the use of foams D. Lloyd Layman's Five-Step Size-Up Process 1. In 1940, Chief Lloyd Layman authored *Fundamentals of Fire Tactics.* a. 2. Facts b. c. d. e. f. 3. Probabilities g. h. i. ii. 4. Situation i. j. k. 5. Decision l. m. n. o. p. 6. Plan of Operation q. r. E. National Fire Academy Size-Up Process 20. Phase One: Preincident Information j. What you know before the incident occurs k. Closely mirrors Layman's Facts step l. Includes preincident information m. If preincident plans are not available, this information must be determined through on-scene observation and research. i. Use of intuition and experience may be needed. n. Fire officer's memory stores a lot of useful information. o. Fire officer must also be familiar with departmental and mutual aid resources. 21. Phase Two: Initial Size-Up p. What do I have? ii. Build on information obtained in phase one. q. Where is it going? iii. Considers specific conditions present, including 360-degree walk around, current location and stage of fire, and likely impact of fire suppression efforts. iv. Accuracy of predictions is heavily dependent on fire officer's knowledge and experience. v. Closely associated with Layman's Probabilities step r. How do I control it? vi. Answering requires the fire officer to consider different alternatives in relation to the available resources. vii. Closely related to Layman's Situation step 22. Phase Three: Ongoing Size-Up s. Addresses the need to continually size up the situation as it evolves t. Includes ongoing: viii. Analysis of the situation ix. Evaluation of plan effectiveness u. Always be prepared to modify the plan and/or strategy. v. Additional resources could be required. w. Requires constant flow of feedback to IC, including when: x. An assignment is completed xi. An assignment cannot be completed xii. Additional resources are needed xiii. Resources can be released xiv. Conditions have changed xv. Additional problems have been identified xvi. Emergency conditions exist VIII\. Developing an Incident Action Plan A. After size-up, the IC develops an IAP based on the incident priorities. 1. Basic component of ICS 2. All incidents require IAP. 3. Outlines strategic objectives 4. States how operations will be conducted 5. Usually relatively simple and expressed in a few words or phrases 6. Written IAP is required for large or complex incidents. a. Lengthy document b. Frequently updated c. Used for daily briefings 7. Two major components d. The determination of the appropriate strategy to mitigate an incident e. The development of tactics to execute the strategy 8. Strategies are general, and tactics are specific. f. Goals versus objectives 9. SOPs are used to provide a consistent structure to the process of establishing strategies, tactics, and tasks. g. Ensures consistency between officers and events h. Outlines which actions to take when presented with a given situation i. Essentially preestablished components of IAP B. Incident Priorities 1. Life safety a. 2. Incident stabilization b. 3. Property conservation c. 4. Incident stabilization and property conservation are often addressed simultaneously, although property conservation is ranked lower on the priority list. d. e. C. Tactical Priorities 1. IC employs many strategies and tactics to meet the three incident priorities. a. Need to address most critical concerns first b. Tactical priorities provide an order of importance. 2. RECEO-VS c. Rescue d. Exposure protection e. Confinement f. Extinguishment g. Overhaul h. Ventilation i. Salvage 3. S.L.I.C.E.-R.S. j. Size up: Gather and analyze information to help develop the IAP. i. Plan must be communicated and implemented. ii. First-arriving officer is responsible for obtaining 360-degree view. k. Locate: Determine the location and extent of the fire inside a building. iii. Must be communicated to dispatch and other responders iv. Thermal imaging may be needed. v. Will dictate best location to attack fire l. Identify and control the flow path, if possible. vi. Include openings acting as intakes and discharges. vii. Smoke indicators viii. Control ventilation and flow path to protect occupants and limit fire growth. ix. O-V.E.I.S. x. When operating at ventilation-limited fires, controlling the door and coordinating ventilation with water application are vital. m. Cool the space from the safest location: Strategically apply a brief, straight stream of water through an opening to cool the fire before making entry. xi. Determine if high heat/untenable conditions exist. xii. Primary goal is to reduce thermal threat to people. xiii. Dramatic impact of just 30-60 seconds of water xiv. Officer must make an educated and informed decision on the quickest and most efficient deployment of water to the seat of the fire with the greatest outcome. n. Extinguish the fire: Fully extinguish the fire, including overhaul of void spaces. xv. Use most direct method possible once thermal threats are controlled. o. Rescue: Conduct search and rescue operations if indicated by a risk/benefit analysis. xvi. The first-arriving officer must make a rapid and informed choice on the priority and sequence of suppression activities verses occupant removal. p. Salvage: Protect property from further damage. xvii. Use compartmentalization to control fire spread and smoke. D. Location Designators 4. The exterior sides of a building are designated as sides A (Alpha), B (Bravo), C (Charlie), and D (Delta). q. Front of the building is A; others follow clockwise direction. r. Companies working in the front of the building are assigned to division A. 5. The areas adjacent to a burning building are called exposures. s. Take same letter as adjacent side of building 6. Within a building, divisions commonly take the number of the floor on which they are working. 7. Common simple terminology should be used for designations whenever possible, such as "roof division" and "basement division." IX\. Tactical Safety Considerations A. Although advances in safety have been made, hazards still exist, and new threats continue to appear. 1. Protective clothing and SCBA provide better protection than was available to earlier generations of fire fighters. a. The full ensemble of personal protective clothing and equipment must be worn whenever fire fighters are exposed to hazardous conditions. b. PPE has saved many lives and prevented disabling injuries. c. However, it also exposes fire fighters to increased risk of: i. Being trapped by sudden flashover ii. Becoming disoriented iii. Running out of air d. The weight, bulk, and thermal properties of PPE must be considered during extreme weather conditions. i. Sufficient rehabilitation is needed. B. Scene Safety 1. The NFPA reports that 64 fire fighters were killed in the line of duty in 2018. a. b. c. 2. The largest share of deaths occurred from stress, overexertion, and medical issues. d. e. 3. The NFPA estimates that 58,835 fire fighters were injured in the line of duty in 2017. f. g. h. 4. Many emergency operations are conducted in the street, exposing fire fighters to traffic hazards. i. j. k. 5. Hazardous areas at the incident scene, such as holes and potential collapse zones, should be clearly identified. l. m. n. o. 6. The fire officer should encourage fire fighters to stash spare clothes on apparatus to change into. p. q. 7. Fire fighters should change out of their duty uniforms and clean up before they leave the fire station even after a slow duty day. r. C. Rapid Intervention Crews 2. A dedicated crew of firefighters who are assigned for rapid deployment to rescue lost or trapped members 3. An IRIC is two members from the initial attack crew. 4. In comparison, RIC has 4 members. e. Sometimes called rapid intervention team 5. Most fire departments add an additional fire company to the first alarm assignment for a structure fire, either as part of the initial dispatch or as soon as a working fire is reported, to function as the RIC. 6. Many departments have developed RIC training and deployment procedures. f. The IC's standard response to a mayday is to activate the RIC. At this point, RIC has priority over all tactical functions. 7. The RIC is generally positioned outside the building, near an entrance, ready for immediate action. g. SOPs include equipment prepared for use. h. While standing by, the RIC members should closely monitor fire-ground radio communications. X. Transfer of Command A. A chief fire officer assumes command of significant incidents. 1. At a large incident, command could be transferred more than once. 2. Command should be transferred only to improve the quality of the command organization. a. b. B. Transfer of command should follow a standard procedure. 1. The officer assuming command communicates with the initial IC. This can occur over the radio, but a face-to-face meeting is preferred. 2. The initial IC briefs the new IC, including the following information in his or her report: a. Incident conditions, such as the location and extent of fire, the number of patients, or the status of the hazardous materials spill or leak b. Tactical worksheet and IAP c. Progress toward completion of the tactical objectives d. Safety considerations e. Deployment and assignment of operating companies and personnel f. Need for additional resources 3. Command is officially transferred only when the new IC has been briefed. 4. The fact that command has been transferred is communicated to the dispatch center and all units operating on the fire scene. C. After the transfer of command has occurred, the new IC determines the most appropriate assignment for the previous IC. 5. May be assigned as division or group supervisor 6. May remain with new IC at command post 7. The size and the complexity of the incident determine how much the management structure will need to be expanded. XI\. Summary A. A fire officer is expected to perform the duties of a first-arriving officer at any incident, including assuming initial command of the incident, establishing the basic management structure, and following standard operating procedures. B. The national incident management system evolved from the southern California FIRESCOPE and the Phoenix Fire Ground Command (FGC) programs. C. The NIMS provides a consistent, nationwide framework for incident management, enabling federal, state, and local governments, private sector and nongovernmental organizations, and all other organizations who assume a role in emergency management to work together effectively and efficiently. D. The NIMS can expand as necessary to handle larger and more complex incidents. E. There are three levels of command in the ICS: strategic, tactical, and task. F. The first-arriving fire officer has the responsibility to establish command and manage the incident until relieved by a higher-ranking officer. This task is accomplished in addition to supervising the members of the officer's own company. G. The first-arriving managing and supervising fire officers are required to focus on the strategic level as they arrive at an emergency. H. The IC is responsible for addressing three strategic priorities: life safety, incident stabilization, and property conservation. I. Command must be established, and the ICS must be used at every event. J. There are nine functions of command: 1. Determining strategy 2. Selecting incident tactics 3. Establishing the IAP 4. Developing the ICS organization 5. Managing resources 6. Coordinating resource activities 7. Providing for scene safety 8. Releasing information about the incident 9. Coordinating with outside agencies K. In reality, size-up begins long before arrival and continues until the incident is stabilized. L. The IAP outlines the strategic objectives and states how emergency operations will be conducted. M. There are three basic priorities for an IAP: life safety, incident stabilization, and property conservation. N. RECEO-VS is an acronym developed for the IC for accomplishing tactical priorities on the fire ground. 10. Rescues 11. Exposure protection 12. Confinement 13. Extinguishment 14. Overhaul 15. Ventilation 16. Salvage O. S.L.I.C.E.-R.S. is an acronym developed for first-arriving officers operating in a fire attack mode. 17. Size up: Gather and analyze information to help develop the IAP. 18. Locate: Determine the location and extent of the fire inside a building. 19. Identify and control the flow path, if possible. 20. Cool the space from the safest location: Strategically apply a brief, straight stream of water through an opening to cool the fire before making entry. 21. Extinguish the fire: Fully extinguish the fire, including overhaul of void spaces. 22. Rescue: Conduct search and rescue operations if indicated by a risk/benefit analysis. 23. Salvage: Protect property from further damage. P. At a large incident, command could be transferred more than once, depending on the situation and the chain of command, as successively higher-ranking or more qualified officers arrive at the incident scene. Q. Fighting fires is an inherently dangerous activity that exposes fire fighters to a wide variety of risks and hazards. Many advances have been made, including improved protective clothing and equipment, more effective methods of fighting fires, and better procedures for managing fire incidents.