FOC 7 Review, Evaluate, Revise Final.pdf

7.0 – COMMAND FUNCTION #7—REVIEW, EVALUATE, REVISE Major Goal: To confirm the current Strategy and IAP meets the incident’s tactical requirements & adequately provides for worker safety. The biggest reason we continuously perform size-up, review, evaluation and revision are so our workers can operat...

7.0 – COMMAND FUNCTION #7—REVIEW, EVALUATE, REVISE Major Goal: To confirm the current Strategy and IAP meets the incident’s tactical requirements & adequately provides for worker safety. The biggest reason we continuously perform size-up, review, evaluation and revision are so our workers can operate safely, complete the tactical priorities, and go home unharmed after the event. The 8 standard command functions provide a beginning/middle/end for command operations. A standard front end ensures our incident operations start under control from the beginning of the event and assures those operations occur within a structured plan. When the IC performs the standard command functions from the very beginning of the incident, it provides a basis for any midpoint revisions required to match the strategy and Incident Action Plan (IAP) to the current incident conditions. The initial IC performs the first six functions of command to start the incident under control. Establish command, size up the problem, control communication, determine the proper strategy and resource requirements, develop an IAP then assign initial companies to key tactical positions. The ongoing evaluation of the incident is the basis for managing the current Strategy and IAP and keeping it current (positions always match conditions). Command function seven is where the IC evaluates the effectiveness of the plan and makes necessary adjustments to support incident operations and firefighter safety. The adjustments and revision can range from creating a necessary division/group, to changing the overall incident strategy. All revision to the incident action plan must be based on how the incident problem is reacting to our control efforts. 7.1 – CARRY OUT ALL COMMAND FUNCTIONS IN A STANDARD ORDER The initial IC (IC#1) performs the first six functions of command during the beginning of incident operations. The Brief Initial Report (BIR) fulfills most of the IC’s strategic level responsibility, serving as the script for the first 5 minutes. The functions are arranged in the natural order the IC performs them. This provides a standard system for managing the emergency scene. 1 The command system is designed to achieve the tactical priorities in a regular fashion. The IC uses the system to:  Control the incident (establish command)  Determine the appropriate strategy and IAP   Manage incident communications Request and assign resources  Decentralize the management process by assigning D/G Supervisor’s  Review and evaluate operations and make the required changes  Transfer command to a later-arriving command officer  Complete the tactical priorities  Support the IC when necessary  Terminate command when the event is complete. 7.2 – CONTINUALLY UTILIZE THE STRATEGIC DECSION-MAKING MODEL TO KEEP THE PLAN CURRENT The strategic decision-making model gives the entire organization an evaluation/action system that takes the mystery out of initial emergency operations. This model brings 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. The entire system is based on critical factor size-up and strategic decision-making. 2 7.3 – IMPLEMENT COMMAND ELEMENTS EARLY TO ENABLE MIDPOINT REVIEW & REVISION When we implement the regular command-system elements from the beginning, they provide the framework for midpoint review and revision:  SOPs & tactical standards (predictability & manageability)  Size-up/risk-management plan (positions match conditions).  Standard strategy/action planning (where fight will take place & tactical priorities)  Strong, standard command positioning (operational control)  Strong communications (order model/CAAN reports, etc.)  Strong D/G’s (decentralized command and communication partners) The review process is nothing more than a continuation of the system we used to commence operations. If the IC didn’t perform the first six functions of command during the initial stages of operations, it is almost impossible to make necessary changes and adjustments as the incident progresses. The initial arriving company officer IC #1 begins incident operations by doing a very quick size up of the incident’s critical factors, chooses the proper strategy, and implements an incident action plan that assigns the first two to three engine companies and the first truck company. The review and revision process for IC #1 begins when they get a different view of the incident problem in the hazard zone when conducting the initial fast attack. This provides the IC with a whole new set of critical factors to plug into their incident action plan. From this point on in the incident, the initial mobile IC is not in a position to make a lot of incident management adjustments or to evaluate all of the incident’s critical factors. The system is designed so the initial officer (IC #1) can get some type of action implemented that begins to address the incident problem. If the incident problem is not quickly controlled by the initial attack team, command must be upgraded to the strategic level as quickly as possible. The evaluation and revision process is significantly improved when command is transferred from the mobile company officer IC #1 to a command officer IC #2 that will be operating in a command vehicle. An IC that is supported in a strategic level command post is in a much better position to evaluate the conditions all over the incident site, implement and manage the right sized incident organization, control the position and function of all assigned incident resources, and manage the completion of the tactical priorities. 3 A strategic positioned IC is in the best position to review and evaluate the progress of currently assigned resources. They are also in the best location to revise the current plan by identifying and assigning additional needed DGs. The response and arrival of additional command officers strengthens the overall command organization. As the incident escalates, the IC should use the subsequent arriving command officers to support command and potentially assume supervision of complex D/G’s. Filling these different command/tactical roles: • Improves safety • Decreases the span of control • Improves communication • Improves accountability • Improves management of the D/G’s created 7.4 – RECEIVE & EVALUATE INFORMATION FROM CAAN REPORTS The communications flow chart should overlay and reflect the organization the IC has implemented. The IC gives orders and makes assignments to establish the overall organization and to implement an effective IAP. After the organization is in place, the IC should shift from primarily ordering units into position, to requesting, listening and reacting to critical working area(s) CAAN reports. Adjustments to the plan should be made based on changing conditions or the result of CAAN reports. This allows command to make decisions based on actual first-hand information. The IC uses visual size-up and CAAN reports as the basis for review/evaluation/revision. The IC’s visual information is limited to the physical command position. If the IC is operating in the mobile position, their view is limited to their current work area. If the IC is operating in the strategic command position, they should have a pretty good overall view of the incident scene and a better view of the effect of the current operations. The goal of the system is to place an IC in the strategic command position as quickly as possible. The IC can then monitor the overall operational effect on the incident problem. The IC receives IAP information from operating companies and D/G’s. This information should include a description of the critical factors; the tactical priorities completed and should start to reveal any critical unknowns on the emergency scene. The IC can see overall conditions from the command post and can determine whether conditions are getting better or worse. 4 The bottom-line with information management/CAAN reporting; It is the IC's responsibility to seek out information, critical unknowns, progress, conditions, and problems. The IC must realize that D/G’s and companies may not give reports in a timely manner because they are generally very busy or that time is often distorted inside a burning structure by the predictable distraction that goes with being directly involved in the action. 7.5 – USE STRATEGY & INCIDENT-ACTION-PLAN REVIEW AS THE REVISION CHECKLIST The review process centers around the on-going activities and completing the tactical priorities for the incident while providing for firefighter safety. One of the major IC midpoint responsibilities is to make sure that our strategy and corresponding action matches the current conditions. The IC accomplishes this by implementing an incident organization to manage and supervise all the work that must be performed. The incident organization becomes the foundation the IC uses to share and exchange information concerning both the completion of the tactical priorities and the incident conditions. The IC uses the combination of reports from forward operating companies and the visual building conditions (critical factors) to manage the strategy. The IC must implement revisions to strategy, tactics and the IAP based on:  Firefighter safety  Does the current strategy match the current conditions?  Prioritizing assignments  Completion of tactical priorities (All Clear, Fire Under Control)  Location, size and effect of the attack  Timing and support  Tactical reserve (back-up, on-deck, staged)  Have a Plan B? Effective initial operations are a result of a good BIR. Time invested in an effective BIR and Follow-up Report will generate a solid foundation for the initial strategy and IAP. In many cases, this initial IAP and the effective assignments of the first few units, solves the incident problem. Because this activity takes place over a single radio channel, other responding units and Chiefs will be aware of the initial IAP. 5 Typical Offensive Strategy and IAP:  Extinguish the fire  Search the occupancy  The initial IAP that targets fire control & search/rescue is revised to a plan that focuses on checking for extension, removing residual smoke and controlling loss.  After achieving these operational goals, the IAP is revised again to concentrate on the recycle/rehab of personnel, fire investigation, securing/releasing the property and providing the necessary after support to our customers. Typical Defensive Strategy and IAP:  Define the hazard zone (defensive boundaries)  Evacuate & protect exposures  Utilize large bore hose streams to extinguish the fire  The initial IAP that concentrates on extinguishing the fire and protecting exposures is revised to a plan which focuses on loss control and property conservation. After accomplishing these goals, the IAP is revised again to target the recycle/rehab of personnel, fire investigation, securing/releasing the property and providing the necessary after support to our customers.  7.6 – QUICKLY MAKE STATEGY TRANSITIONS AND IAP REVISIONS BASED ON THE RMP AND CHANGING/FORECASTED CONDITIONS The IC uses the strategic decision-making guide to develop and keep the IAP current. The core of the action plan for initial operations is identifying the most critical attack position(s). Once an attack is in place, all fire conditions behave in 1 of 2 ways: 1. They are getting better, or 2. They are getting worse After assigned resources have had a chance to assume their key tactical positions and begin operations, the IC must quickly determine their effectiveness on controlling the incident problems. 6 When the current IAP doesn’t solve the incident problem(s), the IC must revise it based on the following:  In general, a well-executed, offensive fire attack will quickly control the fire.  If the fire continues to grow despite control efforts, it is a sure sign the current plan is not working.  The IC must quickly determine whether they can solve the problem by: 1. Reinforcing current positions or 2. Establishing key attack position(s) that aren’t yet covered  This decision must consider how long it will take to get required resources into position, as well as how long it will take to evacuate and account for interior crews if conditions continue to worsen.  If the fire is too big to control with handlines from interior positions, a strategic shift from offensive to defensive is required. Sample Radio Transmission: “E-50 from command, give me a CAAN Report” “Command, E-50 and E-51 are having difficulty pulling high ceilings. We’re applying water with little effect. We have ¾ air. We need one more handline to assist with fire control.” “Negative E-50, I want E-50 and E-51 to exit the structure. We’re going to go defensive.” “E-50 copies, you’re going defensive. E-50 and E-51 will exit the structure.” “Emergency Traffic, Emergency Traffic, Emergency Traffic, all units on the fireground from command; we will be switching to a defensive strategy. Dispatch sound the emergency tones. All units withdraw from the structure; report PARS upon exiting.” We commonly start in an offensive fast attack position, which is appropriate most of the time. Occasionally the situation reacts differently than expected and we may find ourselves behind the power curve without the ability to add the needed resources to be successful. These types of circumstances require the IC to conduct a strategic shift before the conditions deteriorate beyond our ability to safely maintain our interior positions. 7 7.7 – QUICKLY “SALVAGE COMMAND” IF NECESSARY One of the key size-up items IC #2 must consider is whether the initial attack wave is well managed and under control. This later-arriving IC must quickly review the current incident conditions and actions. The new IC should be able to evaluate whether events are transpiring according to SOPs, within an IAP and according to their expectations. Generally, there are three situations IC #2 may inherit: 1. IC #1 has set the stage for a successful outcome by making solid decisions and assignments on arrival. Your job is to reinforce the tactical positions and continue along the same path. 2. IC #1 has made some bad decisions (or no decisions) on arrival and it will be your job to redirect the hazard zone and get the operation under control. 3. While managing one of the first two situations a significant event may occur (collapse, flashover, change in conditions, Mayday etc.) which will require your immediate attention. IC #2 will be the beneficiary or the victim of the activities of IC #1. They may have to take strong command action. IC #2 must have the ability, confidence and presence to quickly transfer command and do whatever is necessary to get the incident back under control if things are out of balance. This “mid-point” command salvage can be difficult. IC #2 must determine who is on scene, where they are located and what they are doing (operational control). They accomplish this goal by utilizing the first six functions of the command system. 1. Evaluate the situation using the Strategic Decision making model. Do current conditions match current positions/actions? 2. Contact the current IC (if established) for a transfer of command. If command is not established – do it. 3. Control communications (verify position, function and CAAN report) 4. Clearly communicate the current strategy and develop or support the IAP. 5. Ensure you have the required resources on scene or en route. 6. Complete, support and verify the incident organization 8 The key evaluation items IC #2 must consider include: • • • • • • Strategy is correct Completion of tactical priorities Elapsed time vs fire progression (10-minute notifications) Tactical reserve Status of 3-deep (air) (working, on-deck, staged) Effective organization The No.1 strategic-level safety responsibility is to correctly manage the strategy. The IC eliminates catastrophic events that cause multiple firefighter fatalities by managing the incident strategy. The purpose of strategic management is to never have firefighters in offensive positions under defensive conditions. The IC must ensure the reports received from the inside match the conditions that are being observed from the outside. Generally, what the strategically placed IC observes from the command post trumps everything else. The best solution to the “Salvage” of command is prevention. Initial and subsequent ICs should remain disciplined, start under control, stay under control and don’t lose control. But in the unfortunate circumstance when an incident is out of control, we must react. 9