FOC 2 Establish, Confirm & Position Final PDF

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...

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. 2. 3. 4. 5. 6. 7. Clear Alarm (ensures proper tac channel) Building / Area description Problem description Incident action plan Strategy declaration Rescource determination Establish and name command The follow-up report may include the following information: 1. 2. 3. 4. 5. 6. Result of 360 (possible basement) Any changes to the IAP Immediate safety concerns Confirm strategy Identify the Alpha side (if not done in BIR) 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 ongoing 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 responsibilities 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 overhead 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 company’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