FOC 1 Deployment Final PDF

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 a...

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. 2. 3. 4. 5. 6. Upgrade the dispatch to a first alarm response (if not already done) Assign a tactical channel (if not already done) Document communication, assignments, and elapsed time notifications. Be prepared to dispatch further assistance. Be prepared to dispatch any special agencies or equipment when the need is indicated. 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 st Unassigned - 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 o o o o o From responding to staged Acknowledges IC’s work orders Maintains crew integrity CAAN + PAR Recycle to On-deck as part of the work cycle 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-toface 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-andcontents 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 initialarriving 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 tasklevel 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