LVFR Strategy and Tactics PDF

Las Vegas Fire & Rescue Strategy and Tactics Version 04 – January 2022 Table of Contents FOC 1 Deployment.......................................................................................................................................... FOC 2 Establish, Confirm, & Position Command........................................................................................... FOC 3 Situation Evaluation............................................................................................................................. FOC 4 Strategy & Incident Action Planning................................................................................................... FOC 5 Communications.................................................................................................................................. FOC 6 Organization......................................................................................................................................... FOC 7 Review, Evaluate, Revise..................................................................................................................... FOC 8 Continue, Support, & Terminate Command....................................................................................... Incident Command 101.................................................................................................................................. Single Family – Residential............................................................................................................................. Apartment Fires.............................................................................................................................................. Strip Mall Fires................................................................................................................................................ Large Commercial Fires.................................................................................................................................. Hazardous Materials and WMD Response.................................................................................................... Technical Rescue Responses.......................................................................................................................... 1.0 - COMMAND FUNCTION #1 – DEPLOYMENT Major goal: to provide & manage a steady, adequate & timely stream of appropriate resources. It is critical that IC’s are familiar with the local response resource profile, amount, type and capabilities. 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, stage, and assign resources to the incident scene; and, how the IC manages the work cycle and accountability for all assigned incident scene resources. The IC performs 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 arrive to the incident scene in an orderly standard manner and operate within the incident management system (IMS). The few seconds it takes for us to slow down and start the incident under control will pay big dividends in both incident outcomes and firefighter safety. 1.1 - REQUEST RESOURCES BASED ON THE CURRENT AND FORECASTED EVENT PROFILE ESTABLISHED BY THE INCIDENT CRITICAL FACTORS AND TACTICAL PRIORITIES. 1.1.1 – Combined Communication Center The deployment process begins with the customer’s initial call for help. The major goal of the CCC is to dispatch the appropriate amount and type of resource(s) to the scene of an emergency immediately after the receipt of the caller’s information. The call taker must make an initial determination of the nature of the call, based on the information received from the caller. Structural fire alarms, hazardous materials incidents, serious MVA’s, and MCI incidents should be dispatched using “pre-determined dispatch packages”. These standard dispatch packages should also include the command support required to manage the different amounts and types of resources responding. While en-route, responders can request additional information and/or additional resources, while dispatch continues to receive, process, and transmit additional incident information to responders. 1 Additional alarms requests from the IC should also come in the form of pre-determined dispatch packages. This takes a great deal of stress off of the IC when calling for additional resources and it will also greatly reduce the overall amount of incident radio traffic. 1.1.1a - Standard pre-determined dispatch packages: Initial Alarm - Common Structure or Building Responses: F3I: One (1) Engine or Quint. F3L: Two (2) Engines, One (1) Truck and One (1) BC (closest)*, dispatch will notify jurisdictional BC by a landline F3M: Single Family Residential: Five (5) Engines, One (1) Truck, Two (2) Rescues, and Two (2) closest BCs, (a 3rd BC will be assigned if neither of the first 2 are jurisdictional) and EMS1, AR1. (HR44 and/or CBRNE3 can be pulled as a closest-in 4 person crew in place of an engine). F3H: Commercial, Multi-Family, Low Rise: Six (6) Engines, Two (2) Trucks, Two (2) Rescues, Two (2) closest BC’s, (a 3rd BC will be assigned if neither of the first 2 are jurisdictional). One (1) EMS1, AR1, (HR44 and/or CBRNE3 can be pulled as a closest-in 4 person crew in place of an engine). F3S: Hi-Rise/Hotel/Hospital: Six (6) Engines, Two (2) Trucks, Three (3) Rescues, Two (2) closest BCs, (a 3rd BC will be assigned if neither of the first 2 are jurisdictional) One (1) EMS 1, AR1, dispatch will notify jurisdictional BC via landline. 2nd Alarm Request (F3H/F3S): F3M/F3H: Three (3) Engines, One (1) Truck, One (1) Rescue, One (1) BC. F3S: Five (5) Engines, Two (2) Trucks, Three (3) Rescues, HR*, Two (2) BCs, PIO. 3rd Alarm Request (or greater – F3M/F3H/F3S): F3H/F3S: Three (3) Engines, One (1) Truck, One (1) Rescue. Medical First Alarm: Four (4) Engines; One (1) Truck; Two (2) Rescues; Two (2) BC’s; One (1) EMS Coordinator/Supervisor and Two (2) Private ambulances Hazmat F11I: One (1) Engine. Hazmat F11L: One (1) Engine; One (1) Rescue. Hazmat F11H: Two (2) Engines; One (1) Truck; One (1) Rescue; Two (2) BCs; One (1) EMS Supervisor or Coordinator, **Hazmat Team. Trail Based Response: Closest Engine, Closest Rescue, Closest HR Unit, Notify Closest BC, PIO, and Special Ops Chief 2 1.1.2 - Dispatching Incidents All emergency incidents will be dispatched on the main dispatch channel (CCFD: Zone 3, Batt 2,3,6,7 - HFD Zone 7 Batt 9 - LVFR Zone 1 Batt 1,4,10 - NLVFD Zone 5 Batt 5,15). Each incident requiring a multi-unit response of three or more units including a BC will be assigned a tactical radio channel upon dispatch. At no time should a multi-unit response incident be run on a main dispatch channel where subsequent dispatches could cover critical hazard zone communications. Some incidents may require the use of multiple radio channels in order to support operations outside of the hazard zone (staging/logistics/rehab, safety, etc.). Additional activated channels should have a dedicated person assigned to control communications, as soon as personnel are available. Ultimately, the IC should only be responsible for the operation of one (1) tactical radio channel while an active hazard zone exists. 1.1.2a - Self Dispatch There are times when units witness or see something that requires an emergency response and some type of mitigation. In these situations, the officer or member initiating the incident will contact dispatch and give the following information:  Nature of the incident  Exact location of the incident  Request required resources to control the incident  Request a tactical radio channel (if a multi-unit response required) Because the requesting unit is typically close to the scene, they should give the recently dispatched responders (if any) time to start their response before transmitting a standard BIR on the assigned tactical radio channel. This time lag will give everybody who is dispatched the needed time to get into a responding status in order to receive the BIR information. The incoming BC will prompt this report if it is not performed. 1.1.2b - Adding an additional unit to a dispatched incident Units may request to add themselves to a dispatched incident by contacting the responding BC on the incident’s assigned channel. This will allow the BC to cancel the farthest responding unit for the requesting unit that is closer. 3 1.1.3 - Establishing Command Command shall be formally declared on all incidents requiring a multi-unit response of three (3) or more units. The first unit or member to arrive to the scene of a multi-unit dispatch shall establish command of the incident by transmitting a standard BIR (more on this in Function 2—Establish, Confirm & Positioning of Command). Part of the first arriving IC’s initial size-up process involves determining how many companies it will take to do the job and to ensure they are requested and en-route. This deployment function involves translating incident conditions into tactical needs or objectives and then connecting those needs into the assignment of resources. When establishing command, alarm upgrades and resource requests should be dispatched using pre-determined dispatch packages. These standard dispatch packages should also include the command support required to manage the different amounts and types of resource responding. A lack of adequate resources presents a huge safety issue. When critical tasks remain, but there are no more resources available to complete those tasks, interior work cycles are increased, and air supplies are depleted. Additionally, any uncovered critical areas could negatively impact everyone working in the hazard zone. 1.1.4 - Working Fire Policy The term “Working Fire” indicates a situation that may require the commitment of all responding companies. This report advises dispatch that the companies will be engaged in tactical activities and will be held at the scene for an extended period of time. Dispatch will monitor radio traffic to anticipate the needs of command. When notified of a “Working Fire” dispatch will: 1. Upgrade the dispatch to a first alarm response (if not already done) 2. Assign a tactical channel (if not already done) 3. Document communication, assignments, and elapsed time notifications. 4. Be prepared to dispatch further assistance. 5. Be prepared to dispatch any special agencies or equipment when the need is indicated. 6. Make notifications to pertinent personnel. 4 1.1.5 - Elapsed Time Notifications (ETN) When a Working Fire incident is declared, it will prompt dispatch to begin Elapsed Time Notifications (an IC may request ETN’s whenever it is necessary). The dispatcher will announce over the tactical channel an elapsed time notification every ten (10) minutes from the time of the first unit arrival until the incident is placed under control, or until command requests to discontinue or restructure the ETN’s. The IC must verbally acknowledge each 10-minute notification by re-announcing the incident’s strategy over the assigned tactical channel until the incident is placed under control, or until command requests to discontinue or restructure the notifications. 1.1.6 - Move ups, back fills, and maintaining system wide service coverage IC’s must be aware of the amount of resource(s) needed and a predicted length of time the resource(s) will be required to control the situation. The IC should contact other on shift BC’s to begin the move-up process if extended incident times are anticipated. This allows delivery of core services to the department’s customers with reasonable response times. These Units may also be utilized to quickly respond to the current working incident if necessary. 1.2 - MAINTAIN AWARENESS OF LOCAL / AREA RESPONSE CAPABILITIES. The IC must match (and manage) the work that must take place at the incident scene with the people and equipment that will be doing the work. Matching these two constants (tasks and workers) requires the IC to understand the personnel, equipment and apparatus in the area, as well as the systems used to activate and manage those resources. We are not the lone emergency-service providers. It is not uncommon for five or more different agencies (fire department, law enforcement, gas & electric companies, Red Cross, etc.) to respond on a house fire. The IC must consider the participation of other incident responders/agencies and incorporate their involvement into everyday operations. 5 1.2.1 - Calling for additional resources The IC must quickly compare event vs. response profiles and then call for the additional resources necessary to effectively engage and overpower the incident problem. This is accomplished by quickly answering a set of related questions that create a basic response profile for the incident:  What resources are on the scene?  When will the other responding resources arrive on the scene?  How much work can the responders on the initial assignment do and for how long?  How much work exists beyond the capability of the initial assignment?  How many geographic/functional areas need resources to cover the incident and get ahead of the power curve?  What additional resources are required?  What are the profiles of the additional required resources (who/what/where/when)? 1.2.2 - Monitor and manage with an awareness of response times. The IC must consider the time it takes to get the right amount of resources (people and equipment) to the incident scene. Emergency resource response times are a constant to deployment. Companies are generally dispatched in their order of arrival based on their starting location (the station). To conduct effective and safe operations, the IC must consider any time constraints on resource arrival. They must also realistically estimate when those resources will be in place and operating in relation to the stage of the incident. Additionally, responding company officers and BC’s should report when they will be delayed beyond their regular response times. The IC may utilize this information to adjust their IAP. 1.3 - USE STAGING, ASSIGNMENT AND ACCOUNTABILITY PROCEDURES TO GET FIREFIGHTERS INTO THE STANDARD WORK CYCLE. Well-designed resource management procedures and effective command deployment provide the organizational structure that drive effective incident resource acquisition and utilization. 6 1.3.1 - Company Status Accountability status of Units on-scene fall into one of two categories: Assigned Unassigned st - 1 Unit to a location - Staged - To a Division or Group - On-Deck - To a task (TLO) - Recycle - Rehab The IC is the resource allocator for the incident and is responsible for managing the work cycles of all assigned resources on the strategic level. Company officers are responsible for reporting status changes:  Dispatched  Responding  Staged  Assigned to incident by the IC  Arrived and positioned On-Deck  Recycle  Rehab  Ready for reassignment  Available This resource delivery system allows the IC to manage accountability on the strategic level. If companies do not stage when they get to the scene, they will not be assigned according to the IC’s plan. Crews that assign themselves are freelancing. 1.3.2 - Staging Level 1 and 2 staging procedures place resources into positions where the IC can assign them based on the Incident Action Plan. When the IC identifies a need, they choose the proper resource, confirm its availability, and order it into action. Managing incident operations in this fashion allows us to coordinate the efforts of multiple units into a single, cohesive operation (IAP). Using staging to create this standard “entry gate” results in managed and safe work cycles. 7 Level 1 staging procedures are automatically activated when the officer of the initial-arriving unit gives the brief initial report and establishes command. These actions should cause additional resources to arrive in an uncommitted position and announce over the tactical radio channel that they are staged in a direction relative to the scene and wait for an assignment from the IC. Engine companies should not pass their last water source. Truck companies should not pass their last access point to the incident site. Exceptions to level 1 staging includes: the arrival of the first-arriving engine company (IC #1), truck, rescue and BC. These first four units respond directly to the incident scene and initiate standard company functions as assigned. Level 2 staging procedures are normally used for greater Alarm assignments. Level 2 staging is defined as a central location, adjacent to the incident scene where we assemble later-arriving resources. Level 2 staging should be close enough to the scene to provide timely access, but also located out of the way and in an area not exposed to incident hazards. The IC should identify a Level 2 staging location, a staging radio channel; and the tactical radio channel, when requesting additional alarms. 1.3.3 - Assigning units to the hazard zone. Incident operations are conducted around the completion of the tactical priorities. Incident communications should mirror this simple concept. This keeps the operation focused on what we showed up to do. The IC must structure unit assignments around:  Addressing the incident’s critical factors  The completion of the tactical priorities  Tactical reserve (RIT, On-Deck, Staged) Each strategy has a different set of tactical priorities to complete. Tactical priorities provide the IC with a simple, short list of major categories that act as a practical 1-2-3 guide during the difficult initial stages of incident action planning. We list them in their order of importance hence “priorities” (more on this in Function 4—strategy and IAP). Offensive strategy tactical priorities and their corresponding completion benchmarks:  Fire Control (Fire knockdown and all 7 sides verified for any fire extension) = “Under Control”  Primary Searches = Primary “All Clear(s)”  Ventilation = “Ventilation in place”  Secondary Searches = Secondary “All Clears”  Loss Control = “Loss Stopped”  Firefighter Decon 8 Defensive strategy tactical priorities and their corresponding completion benchmarks:  Define the Hazard Zone  Establish Cut-offs/Boundaries = Knockdown and no extension on 7 sides  Search exposures = Primary and Secondary “All Clear(s)”  Protect exposures = “Under Control” - Loss Stopped When subsequent arriving units arrive to Level 1 staging locations, they will announce that they are staged and direction of travel (if needed) i.e., “Engine 106 staged, south.” Command will then contact staged units and assign them to the incident based on the IAP. Clear orders become the centerpiece of the Incident Action Plan. When assigning Units into operating positions/functions, the IC may use the following assignment models: 1. Specific Orders 2. Tactical Standard-based Orders 1. Specific Orders: Specific orders to Level 1 staged units should be structured in a Tasks, Location, and Objectives (T.L.O) format:  Tasks  Location of the tasks  Objectives of the tasks One of the IC’s major responsibilities is to maintain operational control of both the position (location) and function (objectives) of all resources assigned to the hazard zone. Being very specific about the location and the objectives of the tasks that need to be performed goes a long way in helping the IC (and the rest of the team) know where everybody is and what they are doing (more on this in Function 5—Communications). Examples: CCFD is providing mutual aid at an apartment fire (T-8 is on another incident) … “T-18 from command, I want you to spot your apparatus near building 17. Use your ground ladders to go to the roof of building 19. Ventilate over unit #1914 and check the attic of the main roof for fire extension. You will be Roof Division”. E-50 has just completed a recon at Holiday Inn Express lobby. (E-106 staged)… “E-50 from command, I want you to establish a water supply to E51. Then stretch a 1 ¾ attack line to the second floor, room 211, for search and fire control. You’re assigned Fire Attack”. 9 2. Tactical Standard-based Orders: Departments that have developed tactical standards through established policy and training may assign Level I staged units using less specific orders when the responsibilities are clearly understood by the officer and crew. In effect, the order is in the tactical standard. Tactical standards for local building types define the tasks and objectives for assigned locations. Cities with consistent building types throughout the community require less specific orders for assignments to cover all the tactical areas of the structure. For example, the tactical standard for Units assigned to Bravo and Delta Exposure Divisions on strip mall fires. Units assigned should: secure a water supply and stretch an attack line into the exposure for a primary all clear, check for extension, and provide a CAAN report. Example: E-51 is a fast attacking IC (#1) on an offensive strip mall fire… “R-204 staged, south” … “R-204, IRIT.” “E-33 staged, north” … “E -33, you’re back-up.” “T-18 approaching” … “T-18, spot on Delta and provide a roof report. Retain your call sign. “E-53 Staged north” …” E-53, you’re Delta Exposure.” When assigning a company to an established division, the IC must inform the unit being assigned of whom they will report to/work under. The IC must also contact the division supervisor and inform them of the unit being assigned to their location and they are in transit. 1.4 - RECORD AND TRACK RESOURCES USING A TACTICAL WORKSHEET / TABLET COMMAND AND MAINTAIN A TACTICAL RESERVE. The strategically placed IC has a continual deployment-management challenge to keep track of what is happening. As more responders show up and go to work, the incident starts to move fast and spread out. These dynamic conditions can quickly exceed the IC’s mental capability to maintain a current awareness of unit assignments and locations. A major deployment-management function involves the IC tracking all of the responders assigned to the incident and their ongoing operational status. The system also must account for the work in progress, the work still to be completed, and everyone’s safety. A tactical worksheet / Tablet Command is the best tool an IC can use to record resource details and work activities. 10 1.4.1 - Hazard zone accountability Accountability is tracking the position and function (operational control) of all incident scene personnel and resources, particularly those assigned and operating in the hazard zone. Accountability increases firefighter safety, provides the most effective utilization of personnel, and improves operational efficiency i.e. faster rescue, fire control, and less property loss. Accountability components:  Standard alarm/dispatch packages  Level 1 & 2 staging & On-deck  Assignment by the IC  Standard company work cycle  Organization (IC assigns tactical level responsibility to maintain effective span-of-control)  Communications to report status changes (staged, assigned, on-deck, recycle, etc.) Initial and ongoing accountability is mostly the product of staging and deployment SOPs, assignment by the IC and maintaining an effective span of control (via organization). Accountability responsibilities connect and support the three levels of the incident organization: strategic, tactical, and task. 1.4.1a - Company/Task level accountability responsibilities Companies working on the task level have the greatest stake in the accountability system because they operate inside the hazard zone. Pre-incident:  Proper relief of counterpart  Update TeleStaff / Personnel roster  Update Passports / Helmet Identifiers  Ensure SCBA IDs must match the company ID (E43)  Ensure all morning checks are made and your company is in a “Ready State” Firefighters respond to the scene grouped together as companies, which allows us to perform task-level evolutions. Evolutions for the initial-arriving engine company include establishing a water supply, advancing an attack line, attacking the fire and searching the immediate fire area. When combined with later-arriving companies’ assignments, these evolutions become the tactics that comprise the IC’s IAP. Because the firefighters within these companies operate in the same hazard zone, their accountability needs are exactly the same. 11 Task level accountability responsibilities:  Crew integrity—Crews always go in and come out together  Stay together—Voice (radio), Vision (TIC) or Touch (hose line)  Company officer is responsible for standard communication: o From responding to staged o Acknowledges IC’s work orders o Maintains crew integrity o CAAN + PAR o Recycle to On-deck as part of the work cycle o Rehab The accountability system uses PARs (Personnel Accountability Reports) to verify companies have safely exited the hazard zone with an intact crew. 1.4.1b – Division & Group (DG) Tactical level accountability responsibilities The hazard zone tactical level of the incident organization is subdivided for two primary reasons: to manage communications, and to manage the span of control. Generally, at the front end of escalating incidents, the IC will assign the first-arriving company officer as a work location’s initial Division and Group Supervisor (D/G Supervisor). Typically, the initial D/G Supervisor is a working supervisor who establishes the D/G. These initial D/G assignments start to subdivide the incident scene early, and they keep the IC ahead of the deployment process. The IC should assign tactical level responsibility to a supervisor located outside the IDLH atmosphere (working boss) whenever two/three or more companies are assigned to the same attack position. This allows the IC to maintain an effective span of control. It also places the required tactical level leadership and supervision in an attack position where two/three or more task level crews are assigned. This has a positive effect on communications because a non-IDLH supervisor (warm zone) primarily uses face-to-face communications to manage the attack position. It also places true entry control and accountability within an active attack position. 12 Tactical level accountability responsibilities:  Entry control  Managing the work cycles for assigned companies  Manage Air Supply  Managing on-deck companies  Maintaining PARs on all units  On-deck companies stage within the attack position’s warm zone. D/G Supervisors do not report the following routine status changes for task-level units to command:  Recycle  On-deck  The details of each company’s task-level assignment. 1.4.1c – IC Strategic level accountability responsibilities The IC performs strategic level accountability by assigning each company to the hazard zone with an order that contains a task, location and an objective. The IC tracks the assignments of all assigned units using a Tactical Worksheet/Tablet Command. The IC uses this worksheet / TC to record the assignments they make and to manage working companies’ ongoing status changes. The IC verifies the accountability of the crew on their exit. The IC manages the ongoing accountability for all assigned resources via CAAN reports and PARs. The IC must obtain a PAR on all hazard zone crews:  Upon receiving an assignment  Via an IC driven CAAN report.  Switching from the offensive to defensive strategy (report PARs upon exiting)  Whenever it’s necessary to verify the status of companies (after a hazardous event, to resolve a no-PAR situation, etc.)  Rehab reports PARs to Command on all companies checking in and out of Rehab.  Prior to placing them back into service.  The IC does not obtain PARs during mayday operations. PARs are obtained after the mayday is cleared or in the event a company does NOT have PAR. 13 When the company enters & exits the hazard zone they must report a PAR to their supervisor if the IC hasn’t received it when a unit reports their PAR when given an assignment or if the IC hasn’t received it via a CAAN report. If the task level company is reporting directly to a strategic positioned IC, they report their PAR over the tactical channel. In the event the company is assigned to a tactical level non-IDLH supervisor, they report their PAR face-to- face to their supervisor (who’s physically located near the point of entry to the attack position). There is no need for the non-IDLH supervisor to report PARs for any assigned task level companies unless the resources are being assigned to another area (i.e. Rehab) or the Tactical non-IDLH supervisor is giving a PAR for the entire D/G. 1.4.2 - Balance resources with the task (Don’t "Over Task") It doesn’t make any sense to order a company to do more work than is realistic. In fact, it can be very dangerous. Firefighters are very good at following orders and will attempt to carry out any firefighting task the IC assigns. If an IC orders a truck company to “vent the roof, secure the utilities, assist with search and rescue, provide lighting on the interior and start throwing salvage covers,” they have unrealistic expectations. Realistic orders greatly enhance worker safety. The IC should also base their assignments on the capabilities of the company/unit receiving the order. Engines should be assigned engine work, trucks should be assigned truck work and rescues should be assigned rescue work. 1.4.3 - Always maintain an appropriate tactical reserve (3 Deep Deployment Model) Appropriate tactical reserves are extremely important. Once the IC has covered all of the key tactical positions around the hazard zone and has backed up the most critical positions, they need to resist the temptation to assign other resources as soon as they report they’re staged. The wise IC will always hold a little back. These uncommitted resources can be used to fill any unexpected holes in the IAP, or they can be utilized to assume on-deck positions. These uncommitted resources become the foundation for “Plan B.” "Appropriate" means not holding an alarm and a half in reserve for a simple room-and- contents fire in an ordinary, 1,600-square-foot, single-family house. It does mean holding back a lot more than a single engine company for an offensive firefight in a large commercial structure once you have adequately covered all significant areas. 1.5 - MANAGING UNITS IN THE HAZARD ZONE The amount of air firefighters can take into the hazard zone dictates how we manage and deploy these units in the hazard zone. The entire team must organize around the work/rest cycle and the workers’ finite air supply. Units assigned in the hazard zone must always 14 maintain an awareness of their air supply, and they must exit the hazard zone with an air reserve. 1.5.1 - Key elements to safe/effective deployment ICs must manage unit deployment around workers’ air supply, the work/rest cycle, and by proactively requesting/assigning resources. This will ensure companies are not working past their reserve airtime. The ability to make entry, operate and then leave is known as a “Round-Trip Ticket.” Company and D/G Supervisors must manage workers in the hazard zone using all of the following elements:  Task-level discipline  Air management  Work/rest cycle  On-deck  Company recycling  Three (3) deep deployment (assigned, On-Deck, staged)  Rehab 1.5.1a - Task-level discipline Fire ground safety is everyone’s responsibility. This includes all three working levels on an incident: task, tactical and strategic. One level cannot outperform the non-performance of another level. The task level is where the workers are exposed to the incident’s problems. The consequences can be severe (injury or death). Operate within the standard scope of a working company. The company officer is the designated "safety officer” for their own crew. It is always the officer’s responsibility to maintain crew integrity (accountability) while in the hazard zone. This responsibility CANNOT be passed on to any other person working on the incident site. 1.5.1b - Air management We must base our operations around realistic (fact-based and science-driven) SCBA working times. It is each individual firefighter’s responsibility to manage the air they bring with them into the hazard zone. It is the company officer’s responsibility to maintain an awareness of their crew’s air levels and keep the IC or D/G Supervisor informed of their air supply via CAAN reporting. The report of ½ air should trigger crew relief/rotation i.e. 50% air (2250 psi) = Exit from hazard zone in larger commercial structures. 15 It is the IC’s responsibility to allocate sufficient amounts of resources to key tactical areas early in the event. This action prevents companies from working past safe air reserve times. In no uncertain terms, air management and proactive resource deployment significantly help to prevent maydays from occurring. The integration of a SCBA cylinder with 4500 psi (1800 liters) available air is done to ensure work time + exit time + reserve. The increase in air capacity is not intended to increase the company work cycle. 1.5.1c - Managing work/rest cycle The 4500-psi (1800 liters) SCBA cylinder lasts an average work time of 21 minutes. Based on the work time, the average work cycle is 10 to12 minutes or ½ bottle for firefighters working hard. The following define work cycle:  Interior work time 12 minutes or ½ bottle (generally speaking)  Should be agreed on as part of the Round Trip Ticket  May vary based on firefighter size, fitness levels, type of work being performed  Crew’s max depth into the hazard zone 150/175 feet  Decision to leave hazard zone based on reserve air supply to exit safely i.e. 50% air (2250 psi) = Exit from hazard zone LEDs flashing 1 yellow, 1 red  Assigned units should bring spare air cylinders to facilitate quicker recycle times Company officers must base their decision to exit the hazard zone on their air supply. This decision cannot be based on being relieved, or if problems still exist in their area. That is why we limit entry into structures to a maximum depth of 150/175 feet. Don’t extend past your reserve air supply i.e. 33% (1500 psi) LEDS flashing 1 RED CONTINUOUS and ALARM SOUNDS. 1.5.1d - On-Deck deployment model “On-Deck” defined: a forward staging position located outside the hazard zone, safely distanced (out of smoke) from the entrance of a tactical position. The on-deck deployment model greatly assists an IC with managing hazard zone unit’s work/rest cycles and their air supplies. On-deck crews will be supervised either by their company officer or the D/G Supervisors. They will remain on-deck until assigned by the IC or D/G Supervisor. 16 On-deck can be used to:  Provide rapid intervention  Relieve existing crews  Reinforce a current position  Cover a new position On-deck deployment places resources in the correct positions prior to the need; provides D/G Supervisors enough resources to get the job done; puts us in the best position to keep pace with (or ahead of) the incident problem power curve; and, gives the IC a rapidly assignable resource pool. 1.5.1e - Company recycling Recycling defined: a timely and efficient means of air replacement and re-hydration of companies while maintaining their D/G assignment. Company work cycles may be up to two (2) air cylinders. Crews assigned to D/G’s should bring spare air cylinders to facilitate quick recycle times. The following define recycling:  Not Rehab… you’re going back to work  Still assigned to your D/G  2nd bottle from your apparatus spare air cylinders  Must hydrate (drink 1 full cup of water)  Crews stay together and return together  Check-out/in with command or D/G Supervisor Company officers and D/G Supervisor are always responsible to monitor the welfare of their personnel. They determine if recycling or a formal Rehab is appropriate and request additional resources as needed. 1.5.1f - Three (3) deep deployment model The Incident Management System streamlines deployment (accountability, 3-deep & standard work cycle) with communications and organization. This provides the most effective and safe system for operating in an IDLH hazard zone. 17 3-deep deployment:  Assigned  On-deck  Staged The layers to the 3-deep deployment model first provide an arrival solution that causes crews to stage when they arrive to the scene. This break between responding and going to work allows the IC to assign companies based on an IAP. Once the IC assigns a company to the attack position the next status in the deployment is On-deck. On-deck stages companies in the warm zone of their assigned attack position. The advantage to this deployment is it allows an exiting crew (who are cycling out of the hazard zone because they are low on air) to brief their relief crew. This makes the relief crew 100% more effective. It also places ready to go resources where they will be needed next (ahead of the actual need). The 3-deep deployment model is also ideal for stationary non-IDLH tactical supervisors, allowing them to manage the details of their tactical area e.g. working ≈ recycle ≈ On-deck. This deployment model allows the IC to build an incident organization using attack positions. 1.5.1g - Rehab At working fires, command should establish at least one Rehab location. Rehab can operate on the staging/logistics channel and will inform command when they are close to the scene. Command or logistics will inform the Rehab unit where to set up on the incident site. Units assigned to Rehab must conduct a face-to-face check-in with the Rehab group supervisor when arriving to Rehab. The Rehab supervisor will report PAR’s to command or logistics on all companies checking in and out of Rehab. Crews assigned to rehab become the responsibility of the Rehab supervisor. The IC or Logistics will either clear a unit to return to service or request a unit for reassignment through the Rehab supervisor. If a unit is re-assigned to the incident, the Rehab supervisor will provide the following information:  The task, location and objective (TLO) assigned to the unit  Where to report, or the D/G supervisor to whom they are reporting  The tactical channel on which they are to operate 18 1.6 - ALIGN THE SAFETY REQUIREMENTS OF EACH LEVEL (STRATEGIC, TACTICAL AND TASK) TO CREATE A COHESIVE SAFETY PLAN. The fire service has traditionally used both safety officers and rapid-intervention teams as separate, stand-alone safeguards to provide for firefighter safety. The problem with this approach is it disconnects these safety elements from the rest of the incident operation; in fact, this has been done by design. Safety officers are effective to the degree that their routine matches and supports all three levels of the organization. Embedding Safety officer functions and outside rapid intervention capability standardizes them as regular, effective elements of hazard zone operations. The three organizational levels (strategic, tactical and task) have their own safety requirements and routines. Each level’s safety requirements must align to support one another. This is critical because no level can delegate its safety responsibilities to another level. These three levels exist for every structure fire. We use the IMS to connect, align and balance them. 1.6.1 - Company officer: Working boss – (Initial company to a location) The task level depends on the safety routines of all three organizational levels for their continued safety and survival. All firefighter safety is rooted in task level competence, tactical control and operating in the correct strategy. Task level responsibilities:  Follow staging procedures  Assigned to hazard zone by IC  Minimum of two (2) person crew or team  Establish an attack position prior to entering hazard zone  Have right equip-tools prior to entering  Match position/actions to conditions  IC driven CAAN + PAR  No freelancing. Task level safety responsibilities:  Being assigned to hazard zone by the IC (no freelancing)  Maintaining crew accountability—we go in together, stay together & leave together  Operating within the standard scope of a working company  Managing their air supply 19  Manage Work/Rest cycle  Manage On-Deck ≈ Recycle ≈ Rehab—Keep crew intact in warm zones  You are the eyes, ears and voice for your crew. Keep them safe! Initial Operations—Embedding safety and outside rapid-intervention capability in each attack position occurs during initial operations. This begins with two-in-two-out. The IC upgrades the tactical reserve by making a resource determination as part of the BIR. This gets the forecasted resource requirements on the road from the very beginning of the operation. After the IC assigns companies to each critical attack position (initial D/G assignments), they improve the standard work cycle and air-management process by assigning an on-deck company to the most active attack position. 1.6.2 - Tactical boss: Walking boss = D/G Supervisor: 2/3 + resources in an assigned group or division (positioned in the non-IDLH) Tactical bosses and safety officers are embedded in non-IDLH positions during reinforced operations. Pairing safety officers with non-IDLH tactical bosses connects “safety” to the rest of the operation. All the safety hazards that safety officers look out for and report on are tactical in nature. Fire departments that don’t (or very rarely) utilize non-IDLH tactical bosses will typically have safety officers orbit the incident scene to report on the tactical information that would come from non-IDLH bosses. In many cases, this non-IDLH tactical boss can fill the role and function of the tactical boss and the safety officer for that attack position. Historically, we’ve used safety officers as a replacement for non-IDLH bosses. This is a case of placing the cart before the horse. Command (the strategic level) uses the tactical level to maintain an effective span of control. The tactical level of the incident organization provides the balance, connection and separation between the strategic and task levels. Tactical level responsibilities:  Size-up the D/G’s critical factors  Risk management in the D/G (positions always match conditions)  D/G IAP matches IC strategy and IAP  Complete tactical priorities in the D/G  Supervise the work in the D/G  Redirect the D/G activities as required  Coordinate with other D/G’s when needed  Requests additional resources from the IC as required, maintaining a tactical reserve  Provide CAAN + PAR to the IC 20  Decommit companies as operations are completed Tactical level safety responsibilities:  Manage D/G accountability (via passports or TWS)  Track and manage the work times of interior crews around SCBA airtimes  Assist with the rotation of companies in and out of the hazard zone  Manage on-deck crews  Manage the recycle and the rehab of crews  Monitor the D/G for any significant safety hazards  Once established by command, monitor safety channel Reinforced Operations—When the initial operation does not control the incident hazard(s), we transfer command to a strategic positioned IC. This needs to happen before the initial- arriving crews run low on air. It is during reinforced operations that the now strategically positioned IC (IC #2) will upgrade any required tactical supervision. A good rule of thumb for determining which attack positions need to be upgraded and assigned a non-IDLH tactical boss is any position that requires two/three or more companies. Assigning tactical-level bosses to these areas is how the IC maintains strategic control. When the IC assigns tactical bosses to these areas, they take over responsibility for these task-level companies. Span of control is one of the tenants of incident command (ICS or IMS). 1.6.3 - Strategic position IC: Sitting boss (Command Post) The IC’s primary strategic level safety responsibility is to always be managing the incident strategy. Our ability to manage the incident strategy is based on the IC always maintaining the capability of controlling the position and function of all units operating in the hazard zone (operational control) based on the current and forecasted critical incident factors. This capability allows the IC (at any given moment & during any given incident operation) to effectively: 1) PREVENT Maydays and 2) Manage them when/if they occur. This connects Command and Control with Firefighter Safety. 21 Strategic level responsibilities:  Overall safety (ISO) & management of the hazard zone  Perform 8 functions of command  Evaluate incident critical factors  Risk management analysis  Develop and manage the strategy  Coordinate the IAP with D/G’s  Manage the completion of the tactical priorities  Resource: allocate & deliver based on D/G’s requirements Strategic level safety responsibilities (Deputy IC or Safety Officer):  360/recon and join the IC  Evaluate and recommend changes to the incident action plan—the IC and the deputy IC continually engage in a “challenge-and-validate” exchange  Provide direction relating to tactical priorities, specific critical factors and safety  Assume Incident Safety Officer (ISO) until delegated to another officer  Evaluate the need for additional resources  Assign/Assume logistics responsibilities (rehab, staging etc.)  Maintain an accurate TWS/TC for resource control, accountability and tracking  Evaluate the incident organization and span of control Escalated Operations—These are large-scale incident operations that require lots of task- level units. Many fire departments will manage these with a larger command post. This is not another transfer of command–it’s simply moving the current strategic positioned IC to a bigger command post. Safety and outside rapid-intervention capability remains embedded in each attack position. The IC has the option of assigning a safety section within the command post. The safety section then secures an additional radio channel and has each safety officer switch to that channel. This is only possible if each safety officer partners with a non-IDLH tactical boss. This becomes the accountability channel, where safety officers report PARs for assigned crews. Escalated operations typically require a dozen or more task-level units with multiple attack positions. 22 2.0 - COMMAND FUNCTION #2 – ESTABLISH, CONFIRM AND POSITION COMMAND Major Goal: To quickly establish and confirm a single IC and to place that IC in the most effective command position as long as the hazard zone exists. The establishment of command must be a natural, automatic and regular occurring organizational event. Command Function #2 is designed to create a standard process for the initial command establishment to occur and then place/upgrade the IC in the most effective command position based on a standard set of conditions. 2.1 - FIRST ARRIVING UNIT MUST ESTABLISH INITIAL COMMAND In most response situations an engine company officer will be the first to arrive on scene and the command system calls on that person to become the initial IC of the incident. Company officers must have a regular routine they use that will set them up for success as the initial IC. This standard routine begins 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 routine will put that officer in the best position for success at the incident. 2.1.1 - Establishing command  The first fire department member or unit to arrive at the scene will establish Command of the incident.  The initial Incident Commander shall remain in command until command is transferred, or the incident is stabilized and terminated. Command shall be formally declared on all incidents where three (3) or more units are dispatched. One or two company responses that are not going to escalate beyond the commitment of these companies do not require the first arriving unit or officer to establish a formal command (it is assumed). The first arriving unit or officer will remain responsible for any needed command when required. Examples would include: 1  Single unit response Check Welfare  Check Hazard  Any EMS call requiring only two companies 2.2 - ESTABLISH AND CONFIRM COMMAND WITH A STANDARD BRIEF INITIAL REPORT (BIR). The BIR should include the following reporting elements: 1. Clear Alarm (ensures proper tac channel) 2. Building / Area description 3. Problem description 4. Incident action plan 5. Strategy declaration 6. Rescource determination 7. Establish and name command The follow-up report may include the following information: 1. Result of 360 (possible basement) 2. Any changes to the IAP 3. Immediate safety concerns 4. Confirm strategy 5. Identify the Alpha side (if not done in BIR) 6. Resource determination (if not done in BIR) The first Unit or member to arrive to the scene of a multi-unit dispatched incident will establish command of the incident by transmitting a standard brief initial report (BIR), (more on this in Function 5-Communications). The confirmation of command occurs when the dispatch center uses the order model to repeat the BIR back to all responding units, confirming that the initial arriving unit is in command of the incident. Establishing command causes the first-arriving Unit or member (IC #1) to size up the incident, determine the incident’s strategy and formulate an incident action plan (IAP). All of this is executed and shared with all the incident participants when the IC transmits a BIR. 2 When the incident begins with an in-place IC, all later-arriving units will be assigned based on the IC’s IAP. 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. The absence of an effective IC is the most common reason for poor incident beginnings and unsafe endings. Effective and safe action is the result of beginning and continuing with an IC in place. Once command has been established, all routine communication between the dispatch center and the incident will be directed through command. The initial incident commander shall remain in command until command is transferred or the incident is stabilized and command is terminated. A formal IC must be in place, performing the functions of command, whenever a hazard zone exists. Responding companies arriving at an incident with an established IC; must fall under one of the following four standard status categories: 1. Stage (following staging procedures) receive an assignment from the IC then work under the IC’s command. 2. Transfer and assume command, if you outrank the current IC. 3. Assume command if requested. 4. Join the IC and become part of the command team. The four standard status categories create an integrated approach and simple understanding of what everyone is doing in relation to command. 2.2.1 - Naming command - radio designation The radio designation "COMMAND" will be used along with the major cross road, or the specific occupancy name of the incident site (i.e. "Main Street Command", "Siena Hospital Command"). This designation will not change throughout the duration of the incident. The designation of "Command" will remain with the IC throughout the duration of the entire incident. When the initial company officer IC #1 arrives on an engine and establishes and names command of the incident; their unit designation in effect goes out of service. This remains 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 the company officer returns and places that operational unit back into service. 3 Incidents with three (3) or more units dispatched should formally establish command and be placed on a separate tactical radio channel. This will avoid having multiple “Commands” operating on 1 (one) tactical channel. 2.3 - SELECT THE PROPER COMMAND POSITION. The IC’s position will greatly affect their ability to control the incident scene. Typically, the company officer of the first arriving engine company will become the initial IC for the incident, IC #1. There are two command positions a company officer (IC #1) can place themselves in depending on the situation. These two command positions are:  Mobile Comand Position o “Investigating” – Reconnaissance o “Fast-Attacking” – Inside the hazard zone  Strategic Command Position – Stationary, inside of a Command Post (CP). The two command positions create the capability for the initial-arriving company officer to match the initial command action to the conditions that are present upon arrival. Selecting and declaring the command position in the BIR makes the initial action predictable and quickly understandable to the entire response team. 2.3.1- Mobile command positions Investigating is a mobile IC performing a recon using a portable radio. The initial arriving company officer (IC #1) is moving around to evaluate conditions and trying to identify the incident problem (i.e., size, extent, or location of the fire or problem). The company officer should remain with their company (minimum 2 person) to investigate while utilizing a portable radio to command the incident. Many times, the strength of our local IMS is the fast-attacking IC who directly supervises the use of quick force at the beginning of the event. That action is reinforced and upgraded by response chiefs who come in behind the initial fast attacking IC to quickly establish a stationary, exterior command post that supports and expands on the fast-attacking IC’s initial actions. The fast-attacking position provides the front-end command structure for that capability. The fast attacking position is defined as: IC #1 enters the hazard zone in full PPE with a portable radio supervising and assisting their crew in the attack. 4 The advantages of a fast attacking position IC:  Enhances crew safety and accountability  Gives the IC another set of critical factors to evaluate and base unit assignments on (interior conditions)  Usually solves the problem quickly The disadvantages of a fast attacking position IC:  Combining action and command is difficult  Difficult communication position (full PPE in a hazard zone)  Limited field of vision  Reduces strategic span of control The entire response team coming in behind a fast attacking position IC must realize that the initial IC is in an attack position, not a command position. The trade off with this position disadvantage is many times this initial front end “hit” is enough to stabilize the incidents problems. When the front-end fire attack doesn’t stabilize the situation, the fast-attacking position IC is in bad position to continue command. The fast attacking position should end in one of three (3) ways: 1. Situation is quickly stabilized. 2. Command is transferred from the fast attacking company officer IC (#1) to a subsequent arriving command officer (IC #2). 3. If the situation is not stabilized and there is a delay in the arrival of a command officer, the fast attacking company officer IC must move to an exterior (stationary) command position and operate in the command position. When this happens, the company officer has the following crew options:  Upgrade one of your crewmembers to act as the team leader and give them a task level assignment. Minimum 2 persons.  Assign your crew member(s) to another company. This must be acknowledged by both the original and the receiving officer and by their inclusion in the accountability system.  Have crew exit with the IC and perform IC support roles. 5 2.3.2 – Fast attacking position - company officer There are three (3) operational levels that function at the scene of a hazard zone. Each of these levels is distinct and has their own set of responsibilities. They are:  Strategic level  Tactical level  Task level For most of the incidents, the initial responsibility for managing all three (3) organizational levels is handled by IC#1, when they are a company officer. The first arriving company officer IC will size up the incident’s critical factors, declare the incident strategy and establish command. IC #1 has initial command and control responsibility for the entire incident operation on the strategic level until command is transferred or terminated. On the tactical level, the fast attacking IC will implement and execute an incident action plan that addresses the incidents critical factors in order to facilitate the completion of the tactical priorities. A fast attacking company officer IC will also directly supervise and assist their crewmembers with the tasks required to bring the incident’s problems under control. In most cases, this initial attack wave eliminates the incident hazards. For incidents that are not quickly controlled, are escalating, or are significant in scope and size upon our arrival, the strategic operational level must be upgraded with command officers (BC’s) as required. The strategic level of command on these types of incidents will be the 1st operational level that is upgraded. This command transfer significantly improves the IC’s position and ability to perform and manage the eight (8) functions of command and the corresponding strategic safety requirements for the entire incident operation. Placing the IC in a standard command post (CP) position where they can exclusively focus on incident management enhances and facilitates both the completion of the tactical priorities and firefighter task level safety. 2.3.3 - Command position - company officer The command position is defined as: a command position that is stationary, remote, outside of the hazard zone and inside of a vehicle (command post – CP). The most effective command position is inside a CP, not inside a burning building. 6 Certain incidents, by virtue of their size, complexity, or potential for rapid expansion, demand early, strong, stationary command from the outset of the incident. In these cases, the first arriving company officer (IC #1) will establish command; and from the beginning of the event, stay out of the hazard zone in a stationary exterior CP (most of these situations present as larger, defensive fires). A tactical worksheet/Tablet Command shall be initiated and utilized to assist in managing these types of incidents. If the company officer assumes a command position from the onset of the incident, the following options are available to assign the remaining crewmembers on the IC’s Unit.  “Upgrade” a team leader within the company and give them a task level assignment. This is determined by the capabilities and experience of the crew (Minimum 2 person company).  Assign company personnel to another company. This must be acknowledged by both the original and the receiving officer and by their inclusion in the accountability system.  Assign the crew members to perform staff functions to assist the IC. Staff functions include recon/reporting, communications assistance; help with tactical worksheet tracking etc. "Passing Command" to a unit that is not on the scene creates a gap in the command process and compromises incident management and safety. To prevent this command and control gap, command shall not be transferred to any officer who is not physically located on the incident scene. When a chief officer arrives at the scene first, or at the same time as the initial arriving company officer, the chief officer should establish command of the incident. 2.3.4 - Command position – chief officer A stationary command post (CP) allows the IC to begin packaging command for the on- going operation and escalation of the incident. Physically locating the IC in the command position puts the IC in the strongest possible position to carry out the functions of command, accomplish the incident’s tactical priorities, and ensure the safety of all members working on the fireground. The CP should be situated in a 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. Should a later arriving unit compromise this good view of the scene, the CP should simply be relocated when possible. 7 To be set up for success and to make the command-transfer process as seamless as possible, command officers should do the following prior to responding, while en-route and initially upon arrival to the scene:  Initiate filling out a tactical worksheet (TWS) with the dispatched assignment or  Use Tablet Command  Reference any pre-plan info, access aerial views, and hydrant locations [MDT]  Listen critically to all radio traffic If a battalion chief is the initial-arriving unit to the same structure fire, they will operate in the command position. Chief officers can only operate in the command position when they are the IC. 2.4 - TRANSFER COMMAND This operation involves IC #2 correctly accepting, transferring, and continuing command through a procedure. Much of commands effectiveness is directly connected to regular command positioning. The entire command system revolves around the rapid establishment of a stationary, remote IC, operating in a standard CP. By establishing and remaining in a CP, the IC is in the ideal position to maintain operational control, remain continuously available to communicate; monitor and evaluate responders’ safety needs while they are operating in the hazard zone. The 1st arriving chief officer will respond directly to the scene. If an active hazard zone still exists, or if there are still tactical benchmarks to coordinate, command should be upgraded into the command position. When arriving to the scene, IC #2 must transfer command in the following manner:  Size-up – Verify that all operating positions match the current incident conditions.  Announce your arrival on-scene.  Contact the current IC using the Order Model  Verify and document the position and function of all resources assigned by the current IC  Request a CAAN Report(s)  Announce that you’ll be assuming command (“…assuming Main St. Command”)  Announce the overall Incident stategy  Announce the CP location  Make a resource determination 8 One of the following resource determinations must be made when transferring command:  Cancel the original assignment  Hold specified units on the original assignment and cancel the rest  Request greater Alarm(s) The IC should designate a level 2 staging location, staging channel and advise of tactical channel when requesting greater alarms. Command transfers should be short and concise. When a fast-attacking IC #1 transmits a clear and concise BIR, follow-up report, unit assignments, and CAAN + PAR reports, it ensures that IC #2 (usually a command officer working out of an SUV) will have quality information to quickly facilitate the command transfer. Everyone listening to the tactical radio channel should understand what is going on and who is in command of the incident. The entire transfer report should take less than 30 seconds. IC #2 should do most of the talking and IC #1 should listen and say only a few short sentences. Procedure:  The first arriving fire department member arriving on scene will automatically establish command. This will normally be a company officer, IC #1.  The first arriving company officer will assume command after the transfer of command from a non-officer.  The first arriving battalion chief (IC #2) should assume command after the transfer of command from the initial arriving company officer IC #1.  The second arriving battalion chief should may be assigned to complete a 360/recon (if possible) then report to the CP and assume the role of deputy IC & Incident Safety Officer (until ISO can be assigned to another officer).  Later arriving division chief, deputy chief, or the fire chief should report to the CP and may, at their discretion, assume the senior advisor role.  Subsequent arriving command officers should announce over the tactical radio channel that they are staged and wait for an assignment from the IC. 9 2.5 - PACKAGE COMMAND FOR ONGOING OPERATION AND ESCALATION. An effective IC in charge of the incident is a result of:  Strong standard command (operational control – position/function)  Divisions and Groups (decentralized command and communication partners)  SOPs and tactical standards (predictability and manageability)  Clear communications (order model, CAAN + PAR reports, etc.)  Standard strategy and incident action planning (where operation takes place and tactical priorities) – May need some clarification. Once in the command position, the IC can now use the “standard” pieces of the incident management system to control incident operations. This comes down to the IC always being in a position where they can control the workers locations while matching their actions to the current incident conditions (i.e. operational control). When the IC assumes a standard command position inside a vehicle, the CP becomes the IC’s “field office.” Based on the size and design of the command vehicle (typically a response chief’s SUV), the IC will have the following advantages:  A stationary, remote and quiet place to listen, analyze and make decisions  A superior communication position (better radio, headsets, quiet, no PPE)  More radio channels available  A place to write and record  Protection from the elements  Better equipment (MDTs, reference materials) to gain intelligence 2.5.1 - Upgrading the command post (CP) Some disadvantages to working in an SUV CP are:  Sometimes you have a poor view of the hazard area  Difficult to manage more than one radio channel  Interruptions by personnel at your window  A deputy IC is needed for a true strategic advantage Once the SUV-CP has reached its command limit (multiple-alarm), it should be upgraded to a larger command vehicle (CV) so the CP and the command staff can keep pace with the event. 10 As the incident’s resource requirements continue to grow, so must the command capability used to manage these resources. The IC’s position must be upgraded and supported for these large-scale, fast-moving operations. Larger command vehicles (CVs) give command teams a place where they can keep pace with the incident requirements. 2.5.2 - Command teams For incidents that are complex or will require a larger amount of resources a command team should be formed to manage the incident (IC, Deputy IC, Senior Advisor and required sections). Command teams are a quick and effective way to manage the swift influx of resources needed to bring local incidents under control. Larger command vehicles also provide the command staff a position and place for this to happen on a consistent, standard basis. The advantages of working from a dedicated CV are:  Provides a place for several command partners (deputy, SA, and section positions)  Capability to manage several radio channels at once  Allows the IC to focus solely on the hazard zone  Offers access to data, video feeds, phones, weather, reference materials, etc. If available, larger CV’s should be dispatched on all multiple-alarm incidents. While these vehicles are preferred to make it easier for the IC to perform the functions of command, they are not absolutely necessary. Parking a number of regular response-chief vehicles in close proximity to each other forms a “command village” and is an effective way to accomplish the same thing. 2.6 - OPERATIONAL PHASES The incident management system (IMS) combines command strategy and organizational procedures for incidents using and managing multiple alarms. Predefining the roles and respon- sibilities ahead of the event and then training to those policies, standards and guidelines places us in the best position to be successful. Incident operations can be broken down into three distinct phases: initial, reinforced and escalated. These phases align with the IC’s physical position, the level of command support, the incident organization; the safety systems we use to protect hazard-zone workers, and the communications systems we use to share information and manage operations. 11  Initial Operations – Fast-attacking Company Officer IC  Reinforced Operations – Strategically positioned IC and Deputy IC  Escalated Operations – IC, Deputy IC & Senior Advisor with required Section positions 2.6.1 - Initial operations Company officer IC #1, operating in the fast-attack position, typically manage initial operations. The first-arriving officer establishes command, assigns the first couple of attack lines into service and orders any required initial support work. This operation is quick to set up, takes advantage of our best offensive window of opportunity and brings the vast majority of structure fires under control. Initial operations shouldn’t last longer than one bottle of air. One of the advantages of the fast-attack position is it gives the IC two views of the overall incident conditions—one from the outside and one of the interior conditions. Once the IC gets their line in operation, they should have a pretty good idea of the fire’s size, extent and location. The major reason we transfer command is to improve firefighter safety by placing an IC in a strategic position to manage the ongoing size-up process. This must be the benchmark anytime crews are operating in a hazard zone. If the initial operation doesn’t control/eliminate the incident hazard(s), command must be transferred to a strategic positioned IC. The decision to transfer command is ultimately left up to the later arriving battalion chief. In some cases, the fast attacking IC will have achieved the tactical benchmarks of “all clear” and “under control” (no other resource is required) before the initial ranking officer arrives to the scene. In these circumstances, the battalion chief will continue to respond to the incident. Upon arrival the battalion chief will communicate with the on scene IC (IC#1) to determine if a transfer of command is appropriate or needed. 2.6.2 - Reinforced operations With training, a fast-attacking IC can assign 2 to 3 companies quickly and effectively. Although the initial IC may be capable of assigning these resources, IC #1 cannot manage the ongoing details of an expanding attack. This has nothing to do with competence and everything to do with their physical operating position and strategic-level support. 12 Reinforced operations begin with placing a strategically positioned IC (IC #2) in command of the incident. This is the major reason we upgrade from initial to reinforced operations. Effective initial operations serve as the foundation for reinforced operations. Transferring command from the fast-attacking IC to one who will operate in a strategic position is the initial step for reinforced operations. This strategically positioned IC #2 will receive command team support and reinforcement when subsequent-arriving BCs (included in the initial dispatch) fill the standard command support positions (i.e. Deputy IC/ISO). The Deputy allows IC #2 to stay on the tactical channel and to focus continually on the critical factors, firefighter safety and the tactical priorities. This initial command team provides a strong capability to manage a growing incident with a larger amount of information and multiple radio channels. In structural firefighting things are either getting better or worse. IC #2 is in a position where they can monitor the changing incident conditions. Companies are in all the right positions to provide CAAN + PAR reports requested by command. Situation evaluation for the strategically positioned IC means connecting what they hear (reports from operating companies) with what they see (visual info from the command post) to keep the strategy correct and the IAP current. 2.6.2a - Reinforced Division and Groups Along with a strategically positioned IC, non-IDLH tactical supervisors are a necessary element for reinforced ops—divisions and groups are tactical-level organizational units. Reinforced operations are also where the IC implements all the required functional subdivisions—Level 2 Staging, Rehab, Investigations, etc. If a hazard still exists when IC #2 arrives on scene, command is transferred. It is a common practice for IC #2 to assign IC #1 some type of tactical-level assignment as part of the transfer of command. Sample Radio Transmission: “B-7 will assume command”. “E22, you are fire attack…” Reinforced operations are the point in the operation where the IC assigns tactical supervisors and safety officers to directly manage company work cycles. The initial division supervisor will be a company officer. When multiple crews are assigned to an active division/group, the DG supervisor should move to a stationary position just outside of the work area. Placing three (2 or 3) companies in the same tactical area is the strongest indication that area requires a non-IDLH D/G supervisor. 13 Greater-alarm response chiefs (BCs) should 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 can assume the assistant safety officer (ASO) role for the attack position. The tactical supervisor provides the supervision and management for their assigned area. Potentially utilizing the company officer to fill the safety-officer role for the tactical area places a continuing safety presence in that area. This builds standard roles and responsibilities that match and align the strategic, tactical and task levels of the hazard zone organization. Sample Radio Transmission: “Command; B-1 on scene”. “B-1, I want you to assume Alpha Division from E4. You’ll have E-4, T-8 and E-201 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-8 and E-201. We’ll be working on a defensive perimeter and setting up master streams on the Alpha side”. “Alpha (E-4) from command, I’m sending B-1 to assume Alpha.” “Alpha copies; B-1 will be assuming Alpha Division”. 2.6.3 - Escalated operations If a reinforced operation does not control the incident, the command team is expanded and evolves to meet the needs of escalating situations. At this point our strategically positioned IC may end up with 10 or more companies assigned to the incident. The ability to deal with more information (i.e., critical and related factors) must become a major part of the natural expansion of the strategic-level command team. The senior advisor is the third and final position of the command team. The senior advisor is the ranking member that runs the command post and serves as the department’s tactical authority for that incident. Their responsibilities include making sure the current strategy is correct and that the IAP is meeting the incident’s needs. It’s imperative for the senior advisor to verify whether an effective incident organization has been established. An ineffective incident organization can overload the IC. 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 senior advisor will implement any required section positions. 14 The command vehicle (CV) is the best command-post option for escalated operations. It places the entire strategic organization in one place with multiple radio channel capabilities. Escalated operations also provide the command positions (i.e. required Sections) needed to manage the multiple radio channels required for larger incidents. This allows the IC to manage only the tactical radio channel. Structural firefighting that may require escalated incident operations:  Apartment fires  Strip Mall fires  Large Commercial fires  Concealed space fires (attic)  Compartmentalized sprinkler controlled, cold smoke fires  Compartmentalized Low Rise fires & High-Rise fires  Defensive fire situations where we operate in interior positions in the exposure occupancies/structures Developing and using a standard routine for managing the wide range of hazard-zone operations we face, provides the best shot at being successful. This is never truer than when we are operating for long durations in hazard zones that require a lot of staff and additional resources. A solid routine for escalated operations helps us manage the hazard zone’s many moving parts and ensures the safety of everyone on scene. 2.6.3a - Command Vehicle The senior advisor will determine if a move to the command vehicle is warranted. If so, they will coordinate this move. Before the senior advisor can put all the correct elements into the right place, they must set up the command vehicle (CV). The CV is designed to manage multiple radio channels. It should stage out of the way but offer a panoramic view of the scene. A standard setup list for escalated command posts includes getting all the radios on the correct channels, obtaining any preplan information, obtaining a satellite over- head image of the incident scene, and establishing a list of all incident scene resources. When the command vehicle is set up and ready to go, the senior advisor should contact the IC over the tactical radio channel and move command operations to the CV. Simply contacting the IC over the radio and saying, “We’re set up and ready whenever you are,” won’t create enough of a break in all the tactical radio traffic for the IC and deputy IC to move from their response vehicle to the CV. The senior advisor must make it implicitly clear that command is being moved to the command vehicle and the IC and deputy IC need to move from the current response vehicle into the CV. 15 Note: It is important to remember that the command post is not a staging area for chief officers without any organizational assignment. The senior advisor must manage the command post in a way that keeps all the command players focused on their responsibilities. 2.6.3b – Escalating Communications, Accountability and Safety We use the tactical radio channel to manage and connect with firefighters operating in the hazard zone. The IC’s number 1 safety responsibility is to maintain this connection whenever personnel operate in harm’s way. Although it is common across the fire service for the IC to manage and monitor multiple radio channels, the senior advisor must assign anything that diverts the IC’s attention from the hazard zone to other command-post players. That’s why we build command teams. The senior advisor should spend as little time as possible talking to the IC. The IC must constantly monitor the incident conditions and control the operation over the tactical radio channel (i.e. eyes forward with a headset on). It is preferable for the senior advisor to have their face-to-face conversations with the deputy IC, who can brief the IC during the next lull in the operation. A logistics channel (established as “staging” when requesting 2nd alarm and later becomes the logistics channel) is necessary to communicate with units in Level 2 staging. Logistics is typically the second radio channel we activate. During two channel incidents, Logistics is used for staging and rehab. Because Logistics operates out of the command vehicle, they should use the radio designation “Command.” This will not create any confusion because logistics operates on a different radio channel from the IC (the other “Command”). Building a true tactical level for the incident organization allows the IC to maintain strategic control. Assigning non-IDLH tactical supervisors places static supervision, management and leadership in critical attack positions. These non-IDLH bosses manage the tactical details of their assigned operational area. When the non-IDLH tactical supervisor understands the overall incident strategy and how their operational area fits into the IC’s overall plan, it streamlines radio communications. For example, the non-IDLH supervisor requests the resources. Once the IC fills the requests, the tactical supervisor orders the assigned companies into action. They are able to communicate face-to-face with their crews, consolidating critical information, thereby reducing radio traffic. This prevents the IC from becoming bogged down with the details of getting task-level units into action during reinforced and escalated incident operations. It also keeps the number of the IC’s radio partners manageable. 16 Nationally, 80% plus of our incidents are resolved in the initial/reinforced operations phase. In our local response profile, it is a common practice for both the IC and the deputy IC track to assignments using a tactical worksheet and/or Tablet Command for most of our events. However, during escalated incident operations, the IC should transition to a single TWS/TC maintained by the deputy IC. These longer incidents (especially ones that require many resources) can make it challenging for the deputy IC to maintain the TWS/TC. Managing the TWS/TC becomes even more of a challenge when multiple companies are assigned to a specific DG. The deputy IC should be able to track each company to their tactical assignment, but it becomes increasingly difficult to track each com- pany’s exact position within their tactical assignment (Are they in, out, or in an on-deck position?). The solution is to assign a safety position in the command post. When the IC fills this position, they announce it over the tactical channel and tell all division safety officers or more appropriately named assistant safety officers (ASO) to switch to the safety channel. The safety channel is typically the third channel the command team activates, and its primary function is managing accountability. After each ASO acknowledges the request, the safety position contacts each one for an update on the position and function of all assigned resources. The safety position records this info and hands it to the senior advisor, who in turn passes it to the deputy IC who then uses it to keep the TWS/TC accurate. This allows the command team to get routine PAR’s on all operating units without seizing up the tactical radio channel. The final link in the accountability chain is Rehab. Eventually all working companies will make their way to Rehab before being released from the scene. Rehab operates on the Logistics radio channel when only two radio channels are in operation (the tactical and logistics channels). When non-IDLH tactical supervisors assign their fatigued companies to Rehab, the company switches from the tactical channel to logistics because they are no longer assigned to the hazard zone. If the incident operation is using three radio channels (tactical, logistics and safety), Rehab can operate on the safety channel. This allows the ASOs and the safety section to communicate directly with the Rehab group and completes the accountability-communications link. 17 3.0 – COMMAND FUNCTION #3 – SITUATION EVALUATION Major Goal: To develop a regular approach to size-up by using standard information- management tools, which identify the incident’s major critical factors. The information-management phase, known as size-up, involves the systematic, yet rapid and deliberate consideration of all the incident’s critical incident factors. This standard size-up approach must begin at the very start of every incident operation. This insures that we will choose the correct incident strategy and develop a corresponding action plan based on the current conditions. There is a big safety difference between rational action and emotional action. Investing in a small amount of front-end time, evaluating incident conditions, saves critical time later on, because it gets workers in the right (safe/standard) place, performing the correct action from the beginning of the event. 3.1 – MATCHING STANDARD CONDITIONS TO STANDARD ACTIONS Standard conditions are identified as the incident’s Critical Factors. We must identify the incident’s critical factors before taking any action. Our initial size-up produces the information that becomes the basis for the incident strategy and the corresponding incident action plan (IAP). Investing a small amount of time evaluating the critical factors is extremely important to achieving command and operational success, as well as firefighter safety. The size-up of the incident’s critical factors drives all incident actions. Using the critical factors to identify the strategy and to customize the IAP institutionalizes the concept of “applying standard action to standard conditions to achieve a standard outcome.” 3.2 – STRATEGIC DECISION-MAKING MODEL The strategic decision-making model gives the entire organization an evaluation/action system that takes the mystery out of initial emergency operations. This model aligns the decision-making process into a standard sequence: First we identify the incident’s significant critical factors, and then we base all actions on our evaluation of those factors. By continually evaluating those factors, we keep the plan current and the workers safe. 1 The primary goal of strategic decision making and management, is to keep firefighters out of offensive positions in defensive conditions. 3.3 – INFORMATION MANAGEMENT Information management presents complex challenges during most working incident operations. Information must be quickly received, processed, interpreted and acted upon. Certain factors can be observed from the command post, while others can only be determined from different locations inside and outside of the structure/incident area. Obtaining critical information requires the IC to develop, refine and practice a standard system of incident-intelligence management that is applied to actual working incident operations. The IC uses a combination of the following four basic information forms to help manage and process information on the emergency scene:  Previous experience  Visual information  Reported Info/Reconnaissance  Pre-incident planning and familiarity 3.3.1 - Previous experience Previous experiences and lessons learned are major incident-management resources and offer a practical way to evaluate where the incident is now and anticipate where it is heading. If we have seen the actual conditions in the past and developed an action plan to meet and match those conditions, we can anticipate the outcome of those actions if we were to apply them again (been there, done that). 2 A major decision-making capability involves quickly accessing the memory files that, over time, get loaded into a responder’s brain when they encounter actual incident situations. A seasoned IC will relate past experiences to present conditions in order to evaluate where the incident is and anticipate which way the incident is headed. 3.3.2 - Visual observation Visual observation and inspection are one of the most important ways we gain information. This information form requires a critical, perceptive eye and is the most common way the IC gathers information during initial and ongoing incident evaluation. While en-route, the IC should observe the weather conditions (wind speed and direction) and the horizon for any smoke or fire conditions present. As the IC approaches the scene, they should take a route that shows three sides of the structure, or when possible, completely circle the incident (assign a unit or later arriving command officers to complete a 360). A drive-around can reveal a great deal of information, such as the layout of the incident area; access or obstruction issues; the extent and severity of the incident problem(s); potential structural failures; or rescue situations. The strategically positioned IC is in the best position to provide effective, ongoing, overall visual information management from a stationary, stable CP position. Whatever the IC sees from the command post trumps what all others see and report (e.g. interior reports of “We’re getting it!” when the IC can see flames coming from the roofline) That is why we send a strategic IC to the fire; to keep the strategy correct. 3.3.3 - Recon information The incident organization is created to both conduct operations, and report on the conditions in their area/function, while they are doing their assigned job. Information the IC can’t gather visually from their mobile or strategic position is typically acquired from personnel assigned to standard geographic and functional positions. Information can come from Companies, Divisions or Groups dealing with specific problems and locations who then transmit their information reports to the IC. Important information can also come from other sources. The owner/occupant is typically one of the most significant resources for additional incident information. The IC should prioritize consultation with any owner/occupant who is present on arrival. Information can also come from technical representatives, other agencies, law enforcement or media video feeds. 3 When the IC assigns Companies and D/G Supervisors to key operating positions, they must report back regarding the conditions in their assigned areas. With this information, the IC builds a strategic picture of what is happening around the entire incident site. The IC uses this “big picture” to keep the strategy and attack plans current and to keep all hazard-zone workers connected. The IC is responsible for understanding the overall situation, incident resources, and the status of the incident organization and operation. D/G Supervisors concentrate on information that supports tactical operations, integration and coordination. Companies must deal with the details required for direct task-level effectiveness. Simply, the level of required information (details) gets cut into smaller pieces as it moves toward the task level. 3.3.4 - Pre-Incident planning information Pre-incident planning provides the IC and the response team with facts and details almost impossible to acquire during an actual event. This is because pre-incident planning is conducted in ideal situations, during the daytime, under non-emergency conditions. By physically visiting these tactically significant occupancies during these information-gathering visits, we increase the awareness and knowledge of responders who might have to operate at (and in) these locations under critical conditions. This information is usable to the extent that we can access it quickly. Even though the task- level workers operating at an incident aren’t in the position to review the actual plan during an event, they retain the familiarity gained during the preplanning process. An IC working in the strategic position is generally in the best position to look at, manipulate and manage the plans while they relay pertinent information to the decentralized operating companies and D/G Supervisor. 3.4 – PAY ATTENTION TO DISPATCH INFORMATION The size-up process begins with the initial dispatch of the incident. The information provided in the initial dispatch must include a physical address, nature of the emergency, assigned units and a radio channel. Multiple 911 calls are an indication of a working incident. Units responding to the incident should be familiar with the type of structures and occupancies found at the reported address. This initial dispatch and response information becomes the baseline we use to build on. As the incident operation matures, so must our understanding of exactly what’s going on at the incident scene. 4 Responders should critically listen to the initial dispatch. The address can provide crews with a general idea about the incident structure type /occupancy, the basic incident problem and the hazards you’ll be dealing with. The initial dispatch also reflects the potential arrival order of the response team. This may indicate whether you’ll be the first company officer (IC #1) on scene, or subsequent arriving officer, and the type of work you’ll likely be performing (example - fire attack, back-up, RIT etc.). This initial orientation creates a safe and sensible beginning to the response. 3.5 – USE MAPS, PREPLANS & REFERENCE MATERIAL While responding, all officers should be referencing both MDT mapping and target maps for the best route and access to the scene, hydrant locations, apparatus positioning, and any safety concerns. Additionally, all officers should be monitoring radio and MDT for additional information and listening for the initial officer’s Brief Initial Report. Visible thermal columns, flames or smoke are all critical factors used as part of the initial size-up. The IC considers all of this information at the beginning of situation evaluation before arriving at the initial on-scene command location. The first arriving company officer (IC #1) generally can only handle a fairly limited amount of data. The Battalion Chief (IC #2) is in a better, oriented command position and can deal with a larger amount of information (pre-plans, Google maps etc.). 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 part of the natural expansion of the strategic-level command team. 3.6 – CRITICAL FACTORS Virtually every incident factor has a related set of consequences ranging from minor to fatal. This is what makes critical factors critical. A major function of IC information management is to identify the factors with the most severe consequences and then concentrate on reducing, stabilizing, eliminating or avoiding the possible outcomes of those critical factors. This requires the IC to develop a standard approach of sorting and prioritizing critical factors. 5 The IC needs a simple system to deal with all basic incident information. Critical factors offer such a system. The eight Critical Factors: 1. Building 2. Fire 3. Occupancy 4. Life Hazard 5. Arrangement 6. Resource 7. Action 8. Special circumstances Each of these broad categories is broken down further to identify the specific critical factors, listed below. 3.6.1 – Critical factor category – Bu

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