FOC 3 Situation Evaluation Final.pdf

3.0 – COMMAND FUNCTION #3 – SITUATION EVALUATION Major Goal: To develop a regular approach to size-up by using standard informationmanagement tools, which identify the incident’s major critical factors. The information-management phase, known as size-up, involves the systematic, yet rapid and delibe...

3.0 – COMMAND FUNCTION #3 – SITUATION EVALUATION Major Goal: To develop a regular approach to size-up by using standard informationmanagement 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 tasklevel 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. 2. 3. 4. 5. 6. 7. 8. Building Fire Occupancy Life Hazard Arrangement Resource Action 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 – Building               Size (area & height – small, medium, large, and extra-large) Interior arrangement (access—lobbies, stairs, halls, elevators) Construction type (ability to resist fire effect) Age Condition (faults/weaknesses) Value Vertical—horizontal openings (shafts, channels) Concealed spaces (attack characteristics) Interior compartmentation/separation Outside openings (access—doors and windows) Utility characteristics (hazards/controls) Effect the fire has had on the structure (at this point) Time projection on continuing fire effect on building How much of the building is left to burn? 6 3.6.2 – Critical factor category – Fire            Size Extent (percent of structure involved) Location Stage (inception to flashover) Direction of travel (most dangerous) Avenue of travel Time of involvement Type and amount of material involved/structure/interior/finish/contents/everything. Product of combustion liberation (smoke, heat, flame, gas, etc.) What is the perimeter of the fire? How widespread is the fire area? Fire access—ability to operate directly on fire 3.6.3 – Critical factor category – Occupancy         Specific occupancy (type—group) Value characteristics associated with occupancy Fire load (size, nature) Status (open, closed, occupied, vacant, abandoned, under construction) Occupancy—associated characteristics/hazards Type of contents (based on occupancy) Time—as it affects occupancy use Loss control profile (susceptibility of contents to damage/need for salvage) 3.6.4 – Critical factor category – Life Hazard             Location of occupants (in relation to the fire) Number of occupants Condition of occupants (by virtue of fire exposure) Incapacities of occupants Commitment required for search and rescue (firefighters, equipment, and command) Fire control required for search and rescue EMS needs Time estimate of fire effect on victims Exposures (control of spectators) Hazards to fire personnel Access rescue forces have to victims Escape routes (type, safety, fire conditions, etc.) 7 3.6.5 – Critical factor category – Arrangement           Access, arrangement, and distance of external exposures Combustibility of exposures Access, arrangement and nature of internal exposures Severity and urgency of exposures (fire effect) Value of exposures Most dangerous direction—avenue of spread Time estimate of fire effect on exposures (internal and external) Barriers or obstruction to operations Capability/limitations on apparatus movement and use Multiple buildings 3.6.6 – Critical factor category – Resource          Staffing and equipment on scene Staffing and equipment responding Staffing and equipment available in reserve Estimate of response time for personnel and equipment Condition of responders and equipment Capability of personnel Number and location of hydrants Adequacy of water supply Built-in private fire protection (sprinkler, standpipe, alarms, protected spaces, smoke removal, etc.) 3.6.7 – Critical factor category – Action           Effect current action is having Areas not yet covered (things that need to be done) Stage of operation (search, fire control, loss control, customer stabilization) Effect of the command function—is command established and working? Is there an effective organization? Has the IC forecasted effectively? Is the incident in the proper Strategy with the corresponding IAP? Tactical priority questions: Is fire under control? Are victims okay? Is loss stopped? What is the worst thing that can happen? Are operating positions effective? 8     Are there enough resources? (Personnel, apparatus/equipment, logistics/support, command, water, SCBA air) Are troops operating safely? Is there a safety plan/organization (On-Deck, tactical supervision, etc.) in place that can react in case someone gets in to trouble? Situation status: from out of…to under control 3.6.8 – Critical factor category – Special Circumstances       Time of day/night Day of week Season Special hazards by virtue of holidays and special events Weather (wind, rain, heat, cold, humidity) Social unrest (riots, terrorism, etc.) 3.7 – MANAGING CRITICAL FACTORS The incident critical factors are the basic items an IC must consider when evaluating tactical situations. They constitute a checklist of major elements associated with size-up, decisionmaking, initiating operations, and review/revision. It’s important for the entire team to agree upon what the critical incident factors are, as well as the standard organizational reaction to those factors. Command deals with these incident factors through a systematic management process that: 1. 2. 3. 4. 5. Includes a rapid overall evaluation Sorts the critical factors in order of priority Seeks more information about each of those factors Focus on the major factors effecting the incident (fire) Quickly and properly react to visual observation and CAAN reporting Critical incident factors represent an array of items that remain dynamic throughout the event. Therefore, the relative importance of each factor changes over time. Command must deal continuously with these changes and base decisions on current information relating to the most important factor. 9 The effective IC does not stick with the initial plan of action after conditions change—for better or for worse. Successful incident operations require the IC to revise the IAP as needed by constantly reconsidering the incident’s major critical factors based on feedback from the information forms. When the initial Company officer IC #1 completes their initial size-up and chooses the offensive strategy, he/she will be in a investigative/fast attacking action operating in a mobile command position. The mobile IC sees the effect the incident problem is having outside the hazard zone. The mobile IC then moves to the interior and begins collecting information about how the incident problem is affecting the inside of the structure. These conditions (problem location, smoke & heat) are utilized in the decision-making process to assign subsequent arriving units. When an IC is operating in a strategic command position, they usually have a good view of the incident scene. As the IC assigns units to the different operational positions of the incident scene, they will request size-up information in the form of CAAN reports from these different positions. The IC must consider these reports along with what they are observing. Whatever the IC sees, trumps all other reports. Situation evaluation is a team effort as we determine where an incident is on a scale between offensive and defensive. The team always needs to be on the same page. When we see a piece of information it must mean the same thing. This is easier said than done (hence frequent set & rep training). We should base action on actual information and situational awareness. Our goal is a thoughtful intelligence-based reaction to the same piece of information no matter where it is on the fireground. 3.7.1 - Consider fixed factors – manage variable factors Dividing conditions into fixed and variable factors involves the IC developing the ability to sort out and separate what we can control and what we are not able to control. The IC must consider the fixed factors while focusing their attention on the variable factors we can do something about. Fixed factors refer to the things that can’t be changed. Fixed factors are the building, the occupancy, and the arrangement of structures. All officers should have a good understanding about these categories. This information will be obtained through pre-planning the buildings in their first due areas and learning how different types of construction can produce differing fire spread “problems” or “benefits”. This knowledge will help officers quickly complete their initial size-up. 10 The IC must develop an overall strategy, IAP, and safety plan that realistically considers the fixed factors. Some fixed factors are so overwhelming that they create situations too risky for us to conduct interior operations (e.g., an out-of-control fire in the fireworks factory). Other fixed factors (fire resistive construction, functioning sprinkler systems or distance from exposures) make doing our job safer. Fixed Factors:    Building Occupancy Type Arrangement Variable factors refer to things the IC can change. The variable factors are the fire, life hazard, resources, action, and any special circumstances. They relate mostly to the status of what is causing the incident problem. If a building is full of smoke, the IC can order ventilation. If a known viable victim is present, the IC can order an immediate rescue. The location and extent of the fire is always a critical (and we hope controllable) variable factor—If the IC can extinguish the fire, everything will get better. Fires do not make buildings stronger, so structural integrity is a critical variable factor until the fire goes out and/or the building collapses. The IC must concentrate on gathering and processing initial and ongoing information on critical factors that are out of control and develop an IAP that protects the workers while they bring those conditions under control. When we don’t (or can’t) control the variable factors, we should be in safe locations, away from the factors that may harm us. Again, we consider fixed factors and manage variable factors. Variable Factors:      Life Fire Resource Action Special Circumstances 3.7.2 - Critical unknowns During the initial stages of most critical incidents, command must develop their original plan based on incomplete information. This information is primarily based on what they can see upon arrival. 11 The initial IC must quickly apply the critical factor evaluation process to obtain accurate intelligence on what is known, and what is not known. The critical unknowns become information “targets” for command to obtain as they continue the evaluation process. Incident operations begin with the IC utilizing their experience to address unknown critical factors. The IC improves this information by building an effective organization in key operational positions. These positions report back to the IC to confirm/verify/or refute the size up of these critical factors. Some unknowns must be addressed immediately before the problem can even be engaged (such as basement fires). Other unknowns are so critical they may drive the initial or current strategy choice. These may include:    Potential structural collapse The building or its contents physically restraining, trapping or preventing our exit Complicated interior arrangements that could confuse or disorient our personnel In summary the IC must: 1. Quickly size-up what they know and don’t know. 2. Identify and address critical “unknowns” during incident operations. 3.7.3 - Record information on a Tactical Worksheet (TWS) or Tablet Command The IC is responsible for maintaining a current awareness of the location and function (operational control) of all incident resources. Using the Tactical Worksheet or Tablet Command is a key deployment-management tool in completing that responsibility. The TWS/TC is the standard form the IC utilizes to maintain accountability, track the progression of the incident and to protect the worker. It is important that it is initiated as a standard practice at the beginning of the incident and maintained throughout. Tactical Worksheets/Tablet Command should be filled out and updated in the command post. A mobile IC will not use a TWS/TC. The mobile IC shouldn't be expected to manage more units than their memory can handle (typically 2-4). The strategic positioned IC uses Tactical Worksheets / Tablet Command to:      Maintain inventory, tracking, and accountability of units working in the hazard zone Record and track resource status as either assigned or unassigned Provide a reminder for tactical and functional benchmarks Cue a time scale to mark elapsed times and incident status Identify uncovered areas that must be addressed 12 A TWS/TC is the best method an IC can use to record resource details and work activities. While most of the information on the TWS/TC is standard and timeless, some content may change over time as we implement improvements in performance, techniques and operational deployment. 3.7.4 - Quickly identify & react to safety “red flags”. Certain types of information have a much greater bearing and effect on incident outcomes, especially as they pertain to firefighter safety. These significant pieces of information are best described as “red flags”. Red flags are critical factors that demand immediate attention. They indicate potential problems that can adversely affect crews and the entire hazard zone. A red flag will not necessarily change the overall incident strategy or incident action plan, but it must be identified and addressed by the IC and the rest of the hazard zone team. This is a big part of how the IC ensures everyone goes home when the event is over. Some examples of red flags include:                    Fire in the attic space Fire in a basement Operating above a fire (basements, floor above the fire) Active fires on multiple sides of firefighters---particularly below/behind them Zero visibility Encountering high heat Poor/no ventilation Large, complicated, congested floor areas Large, open spaces, big, unsupported roof/floor areas with no upright columns Any in/out access situation surrounded by high pile storage. Reports of, “We can’t find the fire”, beyond the normal discovery time More than one (1) request to back up an attack position Reports that state “fire control,” but you can still see active fire conditions from the command post Reports to the IC that don’t match what the IC is seeing Conflicting reports (particularly if they are about the same place/situation) Initial-attack lines have little effect on the fire Extended time periods (ten min. +) of offensive firefighting---ongoing offensive operations that are not improving Extended time periods with no additional or improved hazard information (info is getting worse rather than getting better) Wind-driven fires 13   Smoke/fire showing from cracks in walls Potential structural failures (anything sagging, leaning or bulging that isn’t supposed to be) In addition to being “red flag” literate, the hazard zone workers must be empowered to effectively report and then quickly react to “red flag” conditions---this can range from making a small adjustment to complete change in their position/function. 3.7.5 - Maintain a realistic awareness of elapsed incident time It is critical that personnel maintain an awareness that the incident began when the fire started, not when crews arrived on scene. Buildings will only last a short period of time when exposed to flame. The IC generally has a narrow window of opportunity to make a positive impact on the critical factors at an active structure fire. It requires skill, experience, and system support for the IC to effectively keep track of elapsed incident time. Dispatch provides elapsed time notifications (ETN’s) to the IC at 10minute intervals, beginning from the arrival of the first unit. These 10-minute ETN’s throughout the incident provide the basis for acknowledging, marking, and managing event time. The TWS/TC must have a check off timeline that corresponds to standard ten-minute ETN’s which are transmitted from the dispatch center. These reminders serve as cues for the IC to re-evaluate conditions, the current strategy and to consider the length of time firefighters have been operating in the hazard zone (air management). The IC must forecast conditions and outcomes based on the time it takes to perform basic operations (position attack lines, ventilate or conduct a primary search, etc.). Everyone must understand that the fire is generally growing while we are setting up for operations. The IC can evaluate current and future conditions by observing how fast conditions are changing (either getting bigger or smaller). Very little is static on the fireground, so the IC must develop effective time management skills to protect the hazard zone workers. 3.7.6 - Structure planning and information around the tactical priorities Tactical priorities provide a job list for incident operations. They are the reason our customers call us: to provide Life Safety, Incident Stabilization and Property Conservation. For structural firefighting these tactical priorities translate into: Rescue, Fire Control, and Loss Control. 14 This regular work management approach also helps the IC to effectively connect the standard risk management level that should go with each priority. This is where the “risk a lot to protect a savable life (rescue), risk a little to protect savable property (offensive fire control), and don’t take any risk to attempt to save lives/property already lost (defensive fire ops)” goes from theory into actual practice. By structuring situation evaluation, hazard analysis, and time management around the standard structural firefighting incident priorities (rescue/fire control/loss control) and then creating operations to match that order, we keep everyone working toward the same incident goals. These standard priorities direct us in what we do first, second, and third. Using the regular benchmarks of completion and time-stamp (“primary all clear”/” under control”/”loss stopped”) provide a predictable and understandable order to indicate that one priority is complete and can then begin on the next priority. Our standard incident priorities create the information management structure for the IC. Consideration of these incident priorities also plays a major role in our strategy decision and IAP, which mobilizes where companies will operate and what they will do. Radio communications connect the hazard zone and it becomes critical not to waste airtime. Effective incident communications focus on completing the tactical priorities (within the parameters of the incident critical factors and firefighter safety). This approach requires a simple, standard communications plan (SOP) for the entire organization. During difficult incident operations, everything works against communications; therefore, responders must be trained and disciplined to communicate effectively within a strong communications plan and radio discipline. The best way is to structure reports around completing the tactical priorities (more on this in Function—5 Communications). 3.7.7 – Utilize the strategic decision-making model to stay connected to current and forecasted incident conditions. Situation evaluation is critical because it becomes the basis for everything we do. Our goal is to evaluate the standard conditions that are present and then take a standard action to produce a standard outcome.    Standard Conditions: Offensive vs. Defensive Standard Action: Follow SOPs and Tactical Standards to solve the problem Standard Outcome: Fire out/Everyone goes home 15 Simply…the actual conditions we inherit at the incident must drive the action we create, and the relationship of the two (conditions/actions) becomes the outcome. The more we standardize that sequence, the more consistent, predictable, and realistic the whole process becomes. The strategic decision-making model evaluates and considers current conditions to develop quick initial action. A fast, initial size up gives the IC a "snapshot" of existing conditions at the beginning of operations. The IC must:  Evaluate the critical factors  Apply risk management plan  Select the correct strategy  Develop an incident action plan  Tactical priorities / SOP’s  Translate the plan into tasks  Assign companies (by giving orders) to go to work on and complete those assigned tasks The IC must be thinking ahead of current conditions to prevent surprises (changes) that can hurt the workers. This proactive approach creates the capability for the IC to anticipate where incident conditions will go if the current action doesn’t make problems go away. While the initial "snapshot" is critical to starting operations effectively, the IC is at a serious disadvantage when considering conditions only within the current time of the initial "snapshot." The IC must consider “time” as a standard (and critical) incident factor. “Where will the incident be in the five minutes it takes a company to get to their assignment?” The matching of times and conditions produces a scale that represents what is currently occurring and what will occur in the future. Fires in buildings, burn through a series of stages from incipient to decay. The IC must evaluate the current and forecasted stage, and then connect the appropriate firefighting action to that stage. The IC must (in effect) take a quick snapshot of the current stage of where the event is right now; then connect the appropriate action that goes with that stage. 16 An ongoing evaluation challenge to the IC involves setting up the incident action plan to match current conditions, and then to evaluate how well that action is working. It's really a pretty simple process— either the plan works, and conditions get better, or the plan doesn't work and conditions become severe. The IC accomplishes the evaluation challenge by organizing the incident to receive information from all critical areas. This will help determine fire size, location, direction of travel and what is left to burn. The IC must also determine if the fire only involves contents, or has it begun to affect the structure. Consideration of all this information produces a perspective on the percent of the area involved. As the percent increases, we quickly loose the effectiveness and safety of interior operations, so the strategy must shift from offensive to defensive. Making that call is a primary IC safety function. The IC develops their strategy and the IAP based on the initial size-up of the incident’s critical factors. These critical factors are very dynamic: they are either getting better, or they are getting worse…but they never stay the same. The current and forecasted incident conditions must drive the strategy, the IAP and our risk-management plan. We quickly adjust our actions based on the incident conditions. 17