FOC 6 Organization Final PDF
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This document provides information about incident command system organization. It discusses the strategic, tactical, and task levels of organization. It also explains the responsibilities of different roles in an emergency response situation and considerations for safety.
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6.0 – COMMAND FUNCTION #6 – ORGANIZATION Major Goal: To develop an effective incident organization using the Division/Group (DG) system to decentralize & delegate tactical responsibilities. The IC is responsible for all the incident problems until they delegate them to another resource. The organiza...
6.0 – COMMAND FUNCTION #6 – ORGANIZATION Major Goal: To develop an effective incident organization using the Division/Group (DG) system to decentralize & delegate tactical responsibilities. The IC is responsible for all the incident problems until they delegate them to another resource. The organization function is the system we use to manage the incident resources. Small-scale incidents tend to run more smoothly than their large-scale counterparts. Small events require fewer resources and tend to end quickly. Things significantly change when operations escalate beyond the initial attack effort and require additional resources. We must have a system in place that allows the IC to decentralize the incident scene into smaller, more manageable work units. Effective incident scene organizations are a product of all the participants coming to an agreement, before the incident, on how they will arrange themselves and operate together on scene. Most incident management problems can be traced back to some type of organizational mistake. Function 6 - Organization will focus primarily on managing and expanding the tactical level (hot/warm zone) of the organization. Function 8 – Continue, Support, and Terminate Command will focus primarily on managing and expanding the strategic level (command post) of the organization. 6.1 – ORGANIZATIONAL LEVELS There are 3 operational levels that function at the scene of every hazard zone. They are: Strategic Level Tactical Level Task Level Each level is distinct, each is managed in a different way, and they each have their own set of roles and responsibilities. Strategic Level - This organizational level is designed around the IC (and command team) operating in the command position, working out of a stationary command post. The strategic level involves coordinating the activities necessary for overall operational control, determining the incident’s strategy, and developing an IAP that completes the incident’s tactical priorities. 1 Tactical Level - The first management “subdivision” of the incident scene is done by assigning Company or D/G responsibilities. Companies or Division/Group Supervisors (D/G Supervisors) are responsible for the tactical deployment and supervision of all assigned resources in their assigned area. These tactical assignments are made directly by the IC to specific units. Task Level - Is where assigned companies perform the work. The strategic and tactical levels are in place to support the task level. Task level activities are supervised by company officers (or “team leaders” when appropriate) working with the members of their companies directly in the IDLH hazard zone. The task level is the most important level on the incident site because it solves the incidents problems while taking place in a hazard zone that can injure/kill the workers. All activities outside the hazard zone are in place to support units working on the task level. 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 hazard”. It can be used for all types of emergency incidents (fires, medical response, MVA, TRT, hazmat etc.). The only change lies in the responsibilities of the Companies or D/G’s. Example: Structure Fire – Division 1, E4, T1, Medical, & RIT; MCI – Rescue/Extrication Group, Medical Group, Transportation Group. 6.2 – STRATEGIC LEVEL ORGANIZATIONAL GUIDELINES (IC) The IC should determine the key tactical positions/functions of an incident as a part of their initial and on-going size-up. These key positions/functions become the basis for assigning Companies or D/G’s and dividing the incident into manageable subdivisions. Once adequate D/G’s have been established, the IC can concentrate on overall strategy, IAP management, evaluations and resource allocation. The IC should avoid automatically assigning more resources to established D/G’s. Once the organization is implemented, these D/G Supervisors should report to the IC on the conditions in their area, the actions they are taking and any necessary resource or support (NEEDS). This allows the IC to operate on the strategic level, serving as a resource allocator to the D/G’s based on each assigned tactical area’s needs. The IC should not exceed the D/G Supervisors span of control. If a D/G is “maxed, create another. D/G Supervisors operating inside an IDLH environment can only be expected to manage one (1) additional crew beyond their own. A D/G Supervisor operating in a tactical position just outside the IDLH (warm zone) may be able to manage up to three to seven crews. 2 A major strategic responsibility of the IC is to maintain an effective tactical reserve. The IC must use the “3-deep” (working, on-deck, staged) deployment model to supply a steady, adequate stream of companies to the various D/G’s. This approach to deployment places readyto-go resources in key operating positions around the incident site and it greatly enhances firefighter safety and effectiveness. The goal of the deployment and D/G system is to always: 1) Have enough workers assigned performing the work 2) Have enough workers that are assigned to on-deck positions within the DG that are ready to go to work 3) Have enough of a tactical reserve in staged positions, waiting to be assigned to go to work. 6.3 – COMMAND TEAM ORGANIZATION The IC must build a command team to match the pace of the incident escalation. As the incident expands, so must command. As the incident grows into multiple D/G assignments, a single IC will quickly become overwhelmed with their management responsibilities (radio traffic, tactical worksheet, information management, planning, forecasting etc.). At this point the IC needs support. There are several options to assigning your command team. One option is to: have the second arriving command officer (BC) reports to the command post after completing a safety recon and assumes the role of Deputy IC. The Deputy IC can also assume the role of Safety Officer until this position can be assigned to another officer. There are too many variables to consider which is why pre-assigning is not efficient. The IC and Deputy IC continually engage in a “challenge and validate” exchange. This process requires members of the command team to continually describe and defend what is currently happening. The purpose of this system is to ensure safe and effective decisions are being made. The Deputy IC can serve as the IC’s “shield” by keeping all of the distractions away. This allows the IC to stay on the tactical channel and to continually focus on the tactical priorities. If the incident is large enough, a higher ranking officer could respond. This third member of the command team is the Senior Advisor. The Senior Advisor is typically the highest-ranking member of the command team. Their role is to look at the incident and its impact to the community from a broader perspective. They also provide direction to the rest of the command team. 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. 3 The command team concept is designed to fill the gap between a single IC and a fully developed IMS sections structure. In most cases a well-trained command team can safely and effectively solve local problems. 6.4 – FORCASTING AND ESTABLISHING GEOGRAPHIC & FUNCTIONAL RESPONSIBILITIES: The IC must forecast where the overall event is going, subdivide the hazard zone into manageable tactical units and then assign geographic responsibilities early on in the incident in order to build an effective incident organization. Geographic subdivisions are most effective when they are assigned in anticipation of their need, rather than in a crisis because it is very difficult to play catch-up in fast paced, escalating incidents. Subdividing the incident site provides tactical supervision, direction and support to units assigned and operating in a hazard zone. This delegated management also helps the IC to achieve the incidents tactical objectives much more safely and effectively. Utilizing the appropriate subdivisions will: Provide a standard system to subdivide incidents. Reduce the IC’s span of control. Allow the IC to focus on the strategy. Streamline and create more effective communications. Improve the accountability system Place strong tactical direction and leadership where the work is taking place. Improve firefighter safety by having dedicated officers directly manage and control the position and function of the operating companies assigned to them. Building large incident organizations on offensive fires does not happen very often. But there are some situations that can facilitate long duration (over 30 minute) offensive operations. Some of these offensive situations include: Multi-unit residential structures where the fire has extended into the concealed spaces or into adjoining units. Other highly compartmentalized structures with fire extension in concealed and common attic spaces Sprinkler controlled, large area cold smoke fires Compartmentalized low- & high-rise structures Defensive fire situations where we operate in interior positions in the exposed structures The IC must quickly develop and compare the event vs. response profile and then call for the additional resources that will be required to bring the response model up to effectively engage and overpower the problem the event is creating. 4 As the resources required to bring the incident under control escalates, the strategic level (IC) and the tactical level (D/G Supervisor) must also be supported. This support needs to be included in the regular dispatch system. The standard response elements of additional staff and response chiefs on greater alarms will give the IC the needed resources to implement an organization that keeps up with and outlasts the event. 6.4.1 – Subdividing the incident scene An IC must have a system in place where the rate of assigning companies to the emergency scene doesn’t exceed their span of control (i.e.; three-to-seven; five being the optimum range). The IC accomplishes this by forecasting and establishing geographic and functional responsibilities that divides the incident scene into smaller, more manageable tactical subdivisions. 6.4.1a - Tactical subdivisions: The IC utilizes companies or D/G’s to create tactical sub-divisions on the incident scene. The IC must correctly name the different work areas on the incident site to help eliminate any confusion on the fire ground. ICS/NIMS use the terminology of Companies, Divisions and Groups (DGs): Division is a geographical subdivision of the incident site. Group is a functional work group that is not tied to a specific geographic location. Companies are a functional work group that are given an assignment and retain their unit designation. A Company or Division/Group assignment comes with the authority to make decisions within that assignment based on the overall plan and safety conditions. The tactical details belong to the company or D/G Supervisor unless specifically addressed by the IC. IC’s manage strategic level accountability by controlling both the position and function of all hazard zone units using a tactical worksheet or Tablet Command. Therefore, because it is difficult for the IC to track their location (i.e.; accountability), the use of groups shall be limited inside of the hazard zone. The IC and D/G supervisors must continually communicate with each other to understand their location on the incident scene. 5 Geographic Landmarks: The Alpha side of the structure is "usually" the address, street side. There will be situations where the Alpha side is not clear. In situations where there is any confusion on the incident’s landmarks, initial arriving IC's must make it clear where the Alpha side is located. Exposures: Exposures are identified in relation to the main Fire Occupancy. Main Fire Occupancy Exposures Bravo 3 Bravo 2 Bravo 1 Exposures Delta 1 Delta 2 Delta 3 Address side of structure Floors: Are identified by stories above and below ground level. Using Divisions, the individual floor will take on the same floor number as the Division (floor 2 becomes “Division 2”). Floor 4 – Division 4 Floor 3 – Division 3 Floor 2 – Division 2 Floor 1 – Division 1 Sub-level 1 – Basement 1 Sub-level 2 6 – Basement 2 6.5 – DIVISION/GROUP SUPERVISOR (DGS) RESPONSIBILITES There are 2 main functional areas a D/G Supervisor must manage in their assigned D/G. They are: The Tactical Level requirements to run the D/G The Embedded Safety requirements to run the D/G D/G Supervisor are responsible for the following basic Tactical functions: Size-up the critical factors Risk management Complete tactical priorities Position match conditions D/G IAP matches IC strategy & IAP Supervise the work/activities Coordinate with other D/G Supervisors Requests / Decommit resources Provide CAAN + PAR reports to the IC D/G Supervisor are responsible for the following basic Embedded Safety functions: Manage accountability Air Management Manage work/rest cycles Manage On-deck crews, recycle & rehab Monitor D/G for any significant safety hazards Monitor Safety Channel if one was established D/G Supervisors along with company officers are always responsible to monitor the welfare of their personnel, and determine if D/G recycle can be done within the D/G or if a formal rehab is appropriate. D/G Supervisors may need to request additional resources to replace on-deck crews, recycling crews or crews that have been assigned to a rehab. 7 6.5.1 – Aligning Safety: Managing the tactical level (hot/warm zone) of the organization Reinforced operations are the point in the operation where the IC assigns non-IDLH tactical supervisors and safety officers to directly manage company work cycles. The initial division supervisor could be a company officer. Response chiefs (BCs) can be assigned as the tactical supervisors of the most active/hazardous attack position. When this occurs, the chief officer becomes the tactical boss while the initial D/G Supervisor (company officer) may assume the Incident Safety Officer, Assistant Incident Safety Officers (ASO) role, or rejoin their crew in a tactical position. D/G Supervisor /ASO Tactical Separation & Embedded Safety routine: The ASO must identify the Safety Channel (if assigned) by Command. ASO will use a task board or TWS to track accountability & interior work times. When crews are approaching their end of their work cycle the ASO will notify the D/G Supervisor to contact the company and have them exit the hazard zone. Subsequent arriving companies to the division need to check in with the ASO. The ASO & D/G Supervisor will work together to brief crews, place them on deck or assign them to work. Units returning to the division from recycle should check in with the ASO when they are ready to go back to work. ASO should identify all interior hose lines with the units operating within the structure. (If identifiers are used) This will greatly assist on-deck crews with identifying the location of interior crews who may request help. The ASO will also organize and facilitate the rotation of crews in and out of the hazard zone. When a company exits the hazard zone, they will brief the D/G Supervisor and then report to the ASO. 8 D/G Supervisor& ASO are always responsible to monitor the welfare of their personnel and determine if formal rehab is appropriate. D/G Supervisor’s may need to request additional units to replace on-deck crews, recycling crew or crews that have been assigned to rehab. ASO are also responsible for monitoring the D/G for any safety hazards. These hazards include overhead power lines, structural integrity, worsening fire conditions, HAZMAT, technical rescue, and other set of conditions that impact FF safety. The ASO must always communicate with the D/G Supervisor on the incident conditions and it is the ASO responsibility to keep the IC informed of any significant safety hazards. This coordination keeps the D/G action plan current and hazard zone workers safe. 6.6 – EMERGENCY SCENE ORGANIZATIONAL RESPONSIBILITIES Mobile IC (Investigating or Fast Attacking) Company Officer – Tactical Supervisor (working boss) Command Officer – Tactical Supervisor (walking boss) 6.6.1 – Mobile IC (Investigating or Fast attacking) - IC#1 For most of the local incidents we respond to, the responsibility for managing all 3 organizational levels is handled by the officer of the first arriving engine company. They will become the initial IC for the incident, IC #1. A mobile company officer IC is the only person on the entire response team who will operate on all 3 organizational levels. Strategic level – IC #1 will size up the incident’s critical factors, declare the incident strategy and establish command of the incident. Tactical level - IC #1 will implement and execute an IAP that addresses the incidents critical factors in order to facilitate the completion of the tactical priorities Task level – IC #1 will directly supervise and assist their crewmembers with the tasks required to bring the incident’s problems under control. The Command system also calls on the mobile IC to assign “themselves” and the next arriving 2 to 3 companies to support the initial Incident Action Plan. In most cases, this initial, well-coordinated attack wave usually eliminates the incident hazards and there is no urgent need to upgrade the positions on the strategic or tactical levels. 9 Incidents that are not quickly controlled, or incidents that are escalating, or incidents which are significant in type, size, and complexity, must have the strategic and tactical operational levels upgraded as required. The strategic level of command on these types of incidents will usually be the 1st operational level that is upgraded. When the initial arriving command officer, IC #2, arrives on scene and transfers command from the mobile company officer IC (fast attacking), they assume responsibility for the strategic level of the operation. This command transfer significantly improves the IC’s position and ability to perform and manage the 8 Functions of Command and the corresponding strategic safety requirements for the entire incident operation. 6.6.2 – Company Officer - Hazard Zone Tactical Supervision Generally, in the front end of escalating or large-scale events, the IC will assign - the company officer of the first arriving unit to a work location. These initial company or D/G assignments start to subdivide the incident scene early and they keep the IC ahead of the deployment process. When assigning a unit to deploy to and/or assume initial geographic or functional responsibilities, the IC should utilize specific orders or tactical standard based orders (see communications #5): The task required The location of the assignment The tactical objectives to be addressed in the area or D/G The D/G appropriate name (if applicable) or Unit keeps designation Sample Radio Transmission: “Command, E-52 staged south”. “E-52, stretch a second handline off of E-51. Enter the building on the Charlie side and check for fire extension. You are assigned Charlie Division”. “E-52 copies, we’re advancing a second handline off E-51. We’re going to enter the building from the Charlie side to check for fire extension. We’ll be Charlie Division”. When arriving to a geographic hazard zone location, the Company or D/G Supervisor must size up all the critical factors in their area of responsibility. Company officer or D/G Supervisors become the initial evaluation and reporting agents for the IC and will transmit condition reports in the hazard zone. 10 These reports provide the IC the information required to: Forecast and stay ahead of the incident conditions Base decisions on current information Adjust the overall strategy Adjust the current IAP When assigning a resource to a Company or D/G that is already established, the IC should utilize specific orders or tactical standard based orders (see communications #5): The task required The location of the assignment Tactical objectives to be addressed Identify the Company or D/G Supervisor they will be reporting to/working under Command must then contact the Unit or D/G Supervisor and inform them what additional resource has been assigned to their area and they are in transit. Sample Radio Transmission: “Command, T-11 is approaching”. “T-11 you will be assigned to Charlie Division. Set up near E-21 they will be your supply for aerial operations.” “T-11 copy, we’re going to report to Charlie, set up our master stream and E-21 will be our supply”. “Charlie Division from Command, I am assigning T11 to you. We will need E21 to supply their master stream.” “Charlie copies, T-11 assigned to Charlie Division, to set up their elevated master stream”. Working company officer or D/G Supervisor’s have the same set of challenges as mobile company officer IC’s. They are: Communications difficulties wearing full PPE Working in a hazard zone (heat, visibility) Supervising and accounting for their own crew members Engaging and focusing in on task level activities Must be tied to a hoseline 11 To effectively manage, the company officer or D/G Supervisor should transition from inside the hot zone to the warm zone (non-IDLH) whenever 2/3 or more units are assigned to their D/G. They should be located outside of the IDLH, and near the point of entry to communicate with crews over the radio or face-to-face (preferably). When greater alarm resources permit, IC’s should consider utilizing a command officer (BC) to manage active D/G’s that have 2/3 or more crews assigned. 6.6.3 – Command Officer – Hazard Zone Tactical Supervision Upgrading D/G supervision from a company officer to a command officer (BC) needs to be a well-practiced and anticipated event on the incident site. When D/G supervision is transferred from a company officer to a command officer, it elevates D/G management with a true tactical level boss. This greatly facilitates the completion of the D/G’s objectives and firefighter safety. As the IC assigns subsequent arriving command officers to assume D/G responsibilities it quickly builds and embeds powerful tactical and safety elements across the entire incident scene. This places the IC in the strongest strategic position to manage the position and function of all assigned resources. Subsequent arriving command officers should Level 1 stage over the tactical channel. When assigning command officers to assume geographic or functional responsibilities, the IC should transmit: The location of the D/G The D/G appropriate name The tactical objectives to be addressed in the D/G The units currently assigned to the work area The current D/G supervisor they will be replacing (if any) Sample Radio Transmission: “Command; B-1 is on scene”. “B-1, I want you to assume Alpha Division. You’ll have E-4, T-1 and E-3 working in Alpha. Your objectives are establishing a defensive perimeter and setting up master streams”. “B-1 copies assume Alpha Division. I’m going to have E-4, T-1 and E-3. We’ll be working on a defensive perimeter and setting up master streams on the Alpha side”. “Alpha Division from command, we’re sending B-1 to assume Alpha.” “Alpha copies; B-1 will be assuming Alpha Division”. 12 Command officers who are assigned D/G responsibilities must: Park their response vehicle in a manner that won’t block apparatus access into the scene/work area Don their full protective gear Report to their assigned D/G This D/G Supervisor will need to position themselves just outside of the IDLH hazard zone (warm zone) in their D/G. Entering into the IDLH hazard zone would place the D/G Supervisor at the same disadvantage, as interior companies working in the D/G and entry should be avoided. They should be located outside of the IDLH (warm zone), and near the entry point to communicate with crews over the radio or face-to-face (preferably). This location puts the command officer D/G Supervisor in the most ideal position to manage, coordinate, and account for all the D/G resources. 6.7 – USE ORGANIZATIONAL CHART AS COMMUNICATIONS PLAN The communications flow chart should overlay and reflect the organization the IC has implemented. The IC gives orders and makes assignments to establish the overall organization and to implement an effective IAP. After the organization is in place, the IC should shift from primarily ordering units into position, to requesting, listening and reacting to critical working area(s) CAAN reports. D/G communication model: Company officers will communicate with their individual crew members face-to-face Company officers will communicate with other company officers in their work area faceto-face whenever possible Company officers should communicate with their D/G Supervisor face-to-face whenever possible There will be occasions when company officers will need to communicate with their D/G Supervisor or command over the assigned hazard zone tactical channel D/G Supervisor will communicate directly with the IC over the assigned hazard zone tactical channel. D/G Supervisor become the central reporting agents for their assigned area and they should give more encompassing and complete progress reports on their division/group conditions, actions, and needs. 13 In some cases, a D/G Supervisor may be assigned to an area/function initially to evaluate and report conditions and advise command of needed tasks and resources. The assigned supervisor will proceed to the D/G area, evaluate and report conditions to the IC, and assume responsibility for directing resources and operations within their assigned area of responsibility. 6.8 – OFFENSIVE HAZARD ZONE – TACTICAL LEVEL SUPERVISION GENERAL GUIDELINES The D/G Supervisor’s plan always needs to fit into the IC’s plan. They will need to continually size-up the D/G critical factors and apply the RMP by making sure that the D/G actions are always matching the conditions in the D/G. D/G Supervisor’s must develop the Incident Action Plan for their D/G that facilitates the completion of the tactical priorities for their assigned area that matches the IC’s strategy and IAP. D/G Supervisor’s need to balance the amount of air we bring into the hazard zone with the amount and duration of the work that must be completed in the hazard zone. D/G/Supervisor’s must make an early resource size up and call for the resources that will be required to perform the necessary tasks while safely managing the workers air supplies. As working companies properly manage their air supplies and cycle out of the hazard zone, ondeck companies should be positioned within the D/G to quickly take their place. This deployment model also allows exiting companies to actually have a face-to-face briefing with the D/G Supervisor and the companies that are relieving them. This reduces the amount of radio traffic on the tactical channel and streamlines the communication process for the entire incident. 6.9 – DEFENSVE HAZARD ZONE – TACTICAL LEVEL SUPERVISION GENERAL GUIDELINES A defensive situation is where the incident problem has evolved to the point that lives and property are no longer savable, and offensive tactics are no longer effective or safe. The entire defensive strategy is based on protecting firefighters. Firefighter safety is the No. 1 defensive priority. No firefighter should be injured on a defensive fire. Arrangement becomes a major critical factor with defensive fires. The way the main fire compartment/area is arranged to its neighboring exposures will dictate our operating positions on a defensive emergency scene. 14 All exposures, both immediate and anticipated, must be identified, searched and protected. The preference in defensive operations is personnel safety; the second is exposure protection. The defensive perimeter and collapse zone must be identified, and all operating units will remain behind those defined boundaries —this perimeter must not be crossed. D/G Supervisor’s who oversee defensive operations should use hazard zone tape to identify the defensive fire perimeter and collapse zone that must not be crossed by firefighting forces. This tape perimeter will greatly assist the D/G supervisor in managing firefighter "creeping". Water supply becomes a critical factor when managing defensive operations. D/G Supervisors will need to coordinate with the IC in establishing uninterrupted water supplies with enough flows to control the problem and/or protect exposures. D/G Supervisors should also shut down all small-diameter hand lines (unless they are being used to directly protect exposures). This diverts that water into master-stream devices that can apply large amounts of water directly on the fire and the exposures. These actions also reduce creeping. Personnel will remain outside of the collapse zone during operations on a defensive fire. No personnel will enter a structure that has experienced defensive fire conditions to perform overhaul until the fire is under control, a structural assessment has been made and a mitigation plan has been developed and communicated. Some structures should not be entered for any reason because of structural compromise. On defensive fires with exposures, D/G Supervisor’s managing exposures from interior positions, will follow the same offensive strategy guidelines in Function 5 - Strategy and IAP. 15