FOC 8 Continue, Support & Terminate Command Final PDF

8.0 – COMMAND FUNCTION #8 – CONTINUE, SUPPORT & TERMINATE COMMAND Major Goal: To provide enough command to manage the required units for the necessary length of time in order to achieve the tactical priorities and protect all of the hazard zone workers. The IC’s ability to conduct command operations...

8.0 – COMMAND FUNCTION #8 – CONTINUE, SUPPORT & TERMINATE COMMAND Major Goal: To provide enough command to manage the required units for the necessary length of time in order to achieve the tactical priorities and protect all of the hazard zone workers. The IC’s ability to conduct command operations continuously throughout the incident determines the entire operation’s overall safety and effectiveness. Every tactical situation involves a different combination of elements that affect the operation’s length and intensity. A bedroom fire in a small house may require a short, low-intensity effort, while a working fire in a larger, more complex, commercial “target hazard” may present a long, highintensity command effort. This “maintenance” function supports the effective continuation of command to the very end of the incident. We need to manage the 8 functions of command. The command functions provide a beginning/middle/end for command operations. This becomes a major part of the safety system because it ensures that command and control will be in place as long as a hazard zone is present. Firefighters have been injured and killed at events where the command system stopped commanding before all the tactical problems had been solved. Conducting salvage and overhaul amid the products of combustion with no respiratory protection has created “quiet” injuries to a generation of firefighters. Fire weakened structures have collapsed on firefighters because the fire was out and they believed it was the end of the incident. Incident Commanders must remain diligent and focused throughout all phases of the incident. Command transfer based on rank has been a traditional way we have strengthened command. We have learned through experience that most often command needs support rather than transfer. Command transfer (Function—2.4) from a mobile company officer (IC #1) who is in the hazard zone with their crew, to an arriving response chief who becomes IC #2 (in a stationary position) makes sense and greatly increases effectiveness and safety. Beyond this transfer of command, the greatest positive impact for command will be support. This support occurs in distinct phases identified as: Reinforced and Escalated Operations. The termination of command is generally easy for us to perform for routine local incidents. However, if we have a greater alarm fire, or if we have crews with a significant commitment to a smaller fire (large amounts of hose and equipment), we may need to develop a demobilization plan that streamlines the termination of command. 1 8.1 – ESTABLISH, MAINTAIN & UPGRADE AN EFFECTIVE COMMAND POSITION The incident management system is primarily used to manage local incidents (Types 4 & 5) that require personnel and resources for incidents up to a fifth alarm. These incidents can be effectively managed by a local command team that includes: the incident commander (IC), deputy IC, and senior advisor. This command team may need the assistance of Logistics and Safety if the incident escalates. Very large incidents (Types 1, 2 & 3) will require complete staffing of all sections of an incident management team (IMT). This assistance will come from regional, state and federal resources. The local incident management system must be able to bridge the gap until these resources arrive. A Type 1 IMT is a self-contained, all-hazard team recognized at the national and state level, coordinated through the state, GACC, or NIFC. A Type 1 IMT is deployed as a team of 82 to manage incidents of national significance and other incidents requiring a large number of local, regional, state, national, and federal resources over multiple operational periods. A Type 2 IMT is a self-contained, all-hazard or wildland team recognized at the national and state level. They are coordinated through the state, the Geographic Area Coordination Center (GACC), or the National Interagency Fire Center (NIFC). This includes incidents where operations section personnel approach 200 per operational period and total incident personnel approach 500. A Type 3 IMT is a multi-agency/multi-jurisdiction team for extended incidents formed and managed at the state, regional, or metropolitan level. It is a designated team of trained personnel from different departments, organizations, agencies, and jurisdictions within a state or Department of Homeland Security (DHS) Urban Area Security Initiative (UASI) region, activated to support incident management at incidents that extend beyond one operational period. All-hazard IMTs are deployed as a team of ten to 35 trained personnel to manage major and/or complex incidents requiring a significant number of local, regional, and state resources. Offensive incident operations usually begin with a company officer IC (IC #1) operating in the mobile command position. This ends when the incident problem is solved or when command is transferred to an IC who will operate in the strategic command position (IC #2). Command is then reinforced as later-arriving BCs arrive on the scene and support the IC. 2 IC #2 will need to assign subsequent arriving command officers to either:   Command support roles to assist the IC in directly managing the incident. Forward positions on the hazard zone site as D/G Supervisors. Depending on arrival order and rank later-arriving command officers can be assigned to the following standard command support positions:       Deputy IC DG supervisors Senior Advisor Branch positions Section positions (General Staff) Command Staff (Safety, Liaison, PIO) As the command requirements for the incident grow, so should the command post. Most local 1st & 2nd alarm incidents can effectively be managed from a well-equipped/staffed BC vehicle. However, when incidents remain dynamic and continue to grow, the command team should move to a larger “command vehicle” to accommodate the growing command structure. The system must expand progressively and naturally to improve the IC’s position and the level of support given to the IC. 8.2 – USE STANDARD COMMAND TRANSFER (BOTH WAYS) To a major extent, command 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. The first arriving BC will respond directly to the scene. If an active hazard zone still exists, or if there is still tactical benchmarks to coordinate, command should be upgraded into the command position. This command transfer significantly improves IC #2 position and their ability to perform and manage the 8 command functions and the corresponding strategic safety requirements for the entire operation. Placing the IC in a standard CP position where they can focus exclusively on incident management enhances and facilitates both the completion of the tactical priorities and firefighter task-level safety. If this level of command doesn’t bring the incident under control, the IC will need support. This support comes when subsequent-arriving BC’s fill the standard command support positions. 3 As the hazards subside and incident operations wind down, command will be transferred from the current IC to a company officer or other person (i.e. fire investigator) who will remain on scene until the very end.    Normally done at the end of the incident All the tactical priorities have been achieved No Hazard Zone present We use the same system to de-escalate command that we used to escalate it, always matching the level of command to the current situation. 8.3 – DEVELOP & MAINTAIN EFFECTIVE FIREGROUND COMMUNICATIONS The IC requires a support system that allows them to stay in constant, undistracted contact with all the companies/DG’s operating in the hazard zone. This critical capability depends directly on the actual communication connection between the IC and the firefighters who are inside the IDLH hazard zone. The IC uses the standard IC communication system (SOPs, techniques, application) to assign crews, to maintain an awareness of their welfare, and to quickly get them out if necessary. We cannot over emphasize how important communication is to safety. Command position/support plays a big part in effective fireground communications:    The mobile IC will run the incident over a portable radio. This is the worst communications position where a physically active IC can minimally operate one radio channel. An IC working in a strategic command position unsupported. This is a much better communications position where a stationary IC can effectively operate one tactical channel and minimally monitor other channels. An IC working in a strategic command position supported. This is the best command position to effectively manage multiple radio channels. 8.4 – SHARE ALL PERTINENT INFORMATION UP & DOWN THE CHAIN OF COMMAND Sharing information is how we keep the IAP current and make sure our actions match conditions. The goal of the system is to place an IC in the command position as quickly as possible. The IC can then monitor the overall operational effect on the incident problem. 4 The IC then receives IAP information from operating D/G’s and forward companies. 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. Effectively sharing information is the only way the IC can make the continuous changes required to match evolving conditions. These changes could include reinforcing attack positions, coordinating multiple crews, shifting tactical positions to cut off fire spread etc. Operational control does not mean we are always able to control incident conditions. It does mean that we can control the position and function of our personnel in relation to the incident conditions. The IC also serves as an information relay, sharing critical information with the functional and operational areas that need the information. Critical information must be processed back into the IAP and shared with the people affected by it as soon as it is obtained. Example: Command has been transferred from a mobile IC to one that will operate in the strategic positin. The IAP is built around a fire in a single-story structure. There are already several crews on the interior of the building, and they are having difficulty locating the seat of the fire. The IC assigns the third engine company to the rear of the building. When the third company gets to the back of the building, they discover the back of the structure is two stories. This critical piece of information must be transmitted immediately to the IC because it impacts all tactical priorities and greatly affects firefighter safety. Critical information that affects all operational areas and/or has an impact on firefighter safety, should be shared with everyone. The best way to do this is using CAAN + PAR, priority traffic and emergency traffic reports. 8.5 CONSIDER THE TIME IT TAKES TO COMPLETE EACH TACTICAL PRIORITY The tactical priorities represent the core of the IAP at any given point during incident operations. The IC begins incident operations by estimating the total length of time it will take to complete incident tactical priorities (a large apartment complex fire will last a lot longer than a small room-and-contents fire). This estimate allows the IC to break the entire incident operation into smaller pieces and time frames that correspond with the strategy and IAP that the IC implements, manages and revises throughout the incident. 5 Estimate how long each tactical priority will take, along with how many people or crews it will take to accomplish them. This should give the IC a general idea of how many command officers they will need to request to the scene.   Estimate the time & resources that will be required to complete the tactical priorities Estimate the required command organization 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 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 8.6 – ESTIMATE THE DURATION OF COMMAND The incident management system (IMS) combines command strategy and organizational procedures for incidents using up to a fifth alarm. 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. 1. Initial Operations – Mobile Company Officer IC (Investigating /Fast Attacking) 2. Reinforced Operations – Strategically positioned IC and Deputy IC 3. Escalated Operations – IC, Deputy IC & Senior Advisor with required Section positions 6 The IC should forecast how long incident operations will last and how large the command organization needs to be based on the critical factors of the incident. This determination should occur very quickly in the operation. Time and intensity determine how long the IC and the rest of the command team can remain in charge of an event. Long, slow-moving events (burning debris piles with no exposures, defensive fires with no exposures, etc.) are not as stressful as more complex incidents with personnel operating in a hazard zone. If the incident is going to last beyond the time a command team can reasonably manage, a relief schedule should be developed. This schedule should manage command-team rotations, as well as rotations for any other staffing positions filled throughout the event. Examples of extended structural firefighting operations:       Apartment 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 8.7 – DEVELOP & SUPPORT AN ORGANIZATION THAT OUTLASTS THE EVENT The response and arrival of additional command officers (BCs) strengthens the overall command organization. As the incident escalates, the IC should use the subsequent arriving command officers to fill command support positions or tactical D/G Supervisors in critical/complex areas. Filling these different command/tactical roles: • Improves safety • Decreases the span of control • Improves communication • Improves accountability • Improves management of the D/Gs created 7 8.8 – BUILD A COMMAND TEAM The system is built from the ground up. We must transfer command before IC #1 becomes overwhelmed. This usually occurs when the incident’s problems are not eliminated quickly. Command is typically transferred from a mobile company officer IC to the first-arriving response BC. This should be the only command transfer that takes place during the incident. From this point on, a strategically positioned IC requires the support and reinforcement of a command team. Command teams are an organizational response to significant, local incidents. They provide enough command support to bring these situations under control rapidly. Command team members include:    The Incident Commander The Deputy IC The Senior Advisor The Incident Commander: Command shall be formally declared on all incidents where three (3) or more Units are dispatched. 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 that a company officer (IC#1) can place themselves in depending on the situation. These two command positions are:   Mobile Command position o “Investigating” – Reconnaissance o “Fast-Attacking” – Inside the hazard zone Strategic Command Position – Stationary, inside of a Command Post (CP). Command must be quickly transferred to a subsequent arriving command officer on incidents that are not quickly controlled, are escalating, or are significant in scope and size upon our initial arrival. A strategically placed IC is responsible for:  Overall safety (ISO) & manage the hazard zone  Perform 8 functions of command  Evaluate incident critical fireground factors  Risk management analysis  Develop and manage the strategy & IAP  Coordinate the IAP with D/G’s  Manage the completion of the tactical priorities  Resource: allocate & deliver based on DG’s requirements 8 If the Incident continues to escalate, a strategically positioned IC requires the support and reinforcement of a command team to manage all of the above bullet points. The Deputy IC: The first command support position is the deputy IC (deputy). The deputy roles and responsibilities can include:           Complete recon of the incident scene Confirm the Strategy (challenge and validate risk vs benefit) Evaluate and recommend changes to the incident action plan—the IC and the deputy IC continually engage in a “challenge-and-verify” exchange Provide direction relating to tactical priorities, specific critical factors and safety Can assume ISO responsibilities (until it is assigned) Evaluate the need for additional resources Assume/Assign logistics responsibilities Assist with the tactical worksheet for resource control, accountability and tracking Evaluate the incident organization and span of control. "Shield the IC from Distractions" Many times, plugging a Deputy IC into the command post is all it takes to bring a fastmoving, almost out-of-control incident back into balance. A Deputy IC also serves as the IC’s “shield” by keeping the attention-diverting distractions away from them. This allows the IC to stay on the tactical channel and to focus continually on the critical factors, firefighter safety and the tactical priorities. Senior Advisor: The third member of the command team is the Senior Advisor (SA). The SA is normally the highest-ranking member of the command team and the highest-ranking response chief should assume the role of SA, (e.g., Deputy Chief). Their major responsibility is to look at the entire incident and its impact from a broader perspective and to provide direction, guidance and advice to the rest of the command team and support staff. The SA manages and is in charge the command post. The SA’s Roles & Responsibilities can include:       Review and evaluate the incident action plan, and initiate any needed changes (more challenge and verify); Provide ongoing review of the overall incident (the big picture); Review the organizational structure, initiating change or expansion to meet incident needs; Recommend section and branch functions as required; Manage appropriate sections as needed; Provide management and coordination between the key radio operators in the command post (IC, Deputy IC, safety, and logistics); 9     Serve as liaison with other city agencies and officials, outside agencies, property owners and tenants; and Forecast (and react to) the effect this incident will have on surrounding neighborhoods, public officials and city staffing. Manage any transition to long term operations by establishing operational periods and advising the Fire Chief as to the need for additional outside assistance (state/federal). Provide transitional briefing to incoming IMT if one has been assigned. When a Deputy IC and SA are supporting the IC in the command post, you have an integrated, three-person team working together to perform the functions of command. The IC should use the radio designation “Command” and will generally be the only member of the command team communicating over the tactical channel (the hazard-zone channel). The IC and command team remain effective only when they operate on the strategic level. If they get bogged down in tactical and task-level details, incident operations as a whole will suffer. The command team must use the different pieces of the incident organization to escalate operations and delegate detail management. When a complex incident continues to grow, so must the command team. In these circumstances the command team should move to a command vehicle to accommodate this growth. When moving to a command vehicle the SA should assign a logistics position and an ISO to the CP to further ensure command keeps pace with the incident, and effectiveness and safety are maintained. Below is an example of this new team: 10 8.9 – IMPLEMENT MANAGEMENT BRANCHES AND SECTIONS AS NECESSARY The command team’s main goal and focus is managing the workers operating in the hazard zone. This includes providing whatever technical support necessary (e.g., special operations, hazmat, technical rescue, etc.). Large, complex incident operations require a larger command staff to manage any additional organizational positions. These positions provide logistical, planning and administrative support; they also fill safety and branch officer roles where needed. 8.9.1 – Implement the appropriate branches when required Rarely will a fire department respond to an incident that may require most of a community’s resources. These big-time, major incidents can quickly overwhelm command with multiple D/G’s. The next subdivision between command and D/G’s is a Branch. Branch directors operate on the coordination level and manage D/G that command assigns to them. Command should consider implementing branches when:     The incident is forecasted as a major event that will eventually need many D/G’s The incident has two or more large, distinctive components (e.g., hazmat, evacuation, medical etc.) The incident covers a large geographical area Anytime the number of D/G’s starts to overwhelm command The activation of branches signifies that the incident is going to be split into large, separate pieces. Each branch should operate on its own radio channel when managing and directing the activities of D/G. Branch directors will communicate with command on a separate radio channel designated by the IC. The radio designation of Branch directors should reflect the function or geographic area of the branch. When command implements branch directors the IC will assign a separate radio channel (not the tactical channel) for communications within the branch. Command should brief new Branch Directors of the following:  The overall IAP  Their assignment and objectives  What DGs are assigned to them  What radio channel they will be operating on  Any other pertinent information 11 DG Supervisors should be notified by command of their new Branch Director. This information should include:   What branch the DG's is now assigned to. The radio channel the branch (and DG's) is operating on. Branch directors operate in forward positions. They should utilize a command officer's vehicle as a forward branch command post (when feasible). In these situations, command must assign officers in the command post to monitor each branch radio channel. Branch directors are not limited to Operations. Any of the section chiefs may implement branches within their individual sections as needed. 8.9.2 - Section Positions As incident operations escalate in time, size and complexity, the strategic-level responsibilities can overwhelm the command team. To avoid this command “overload,” we can quickly expand the incident organization by assigning section-level positions. These positions include:  Logistics  Planning  Operations  Administration/Finance  Safety One of the keys to effective incident management is building the properly sized incident organization and support staff. The command team uses the Section positions to delegate functional and support responsibilities. This allows the IC and the command team to focus solely on managing the resource in the hazard zone. The Logistics Section is the support mechanism for the organization. Logistics provides services and support systems to all the organizational components involved in the incident. The logistics section will operate on its own radio channel. Roles and Responsibilities:        Provide rehab. Manage staging Provide and manage any needed supplies or equipment. Forecast and obtain future resource needs (coordinate with the planning section). Provide any needed communications equipment. Provide fuel and needed repairs for equipment. Obtain specialized equipment or expertise per command. 12      Provide food and associated supplies. Secure any needed fixed or portable facilities. Provide any other logistical needs as requested by command. Collect and provide information for an after-action review. Supervise assigned personnel The Planning Section is responsible for gathering, assimilating, analyzing, and processing information needed for effective decision-making. The planning section serves as the incident commander's "clearing house" for information. This allows the incident commander to have a single person provide them with information instead of having to deal with dozens of information sources. Information should be used to make long-range plans. The planning section chief's goal is to plan ahead of current events and to identify the need for resources before they are needed. Roles and Responsibilities:           Evaluate current strategy and plan with the Incident Commander (situation status) Refine and recommend any needed changes to plan. Evaluate incident organization and span of control. Forecast possible outcome(s). Evaluate current and future resource requirements (resource status) Utilize technical assistance as needed. Evaluate tactical priorities, specific critical factors, and safety. Gather, update, improve, and manage information with a standard systematic approach. Facilitate an after-action review and after action report. Liaison with any needed outside agencies for planning needs. The Administration Section evaluates and manages the risk and financial requirements for the fire department's involvement in the incident. Roles and Responsibilities:        Procurement of services and/or supplies from sources within and outside the fire department or city as requested by command (coordinates with logistics). Documenting all financial costs of the incident. Documenting for possible cost recovery for services and/or supplies. Analyzing and managing legal risk for incidents such as, hazardous materials clean up. Serves as the incident commander's liaison with: City officials, litigators (and other lawyer types) regulatory agencies (EPA, OSHA, DOT, FBI, etc.). Monitors and coordinates emergency service delivery to the rest of the community during major incidents to ensure adequate coverage. Serves as the E.O.C. representative in the command post and provides briefings to the E.O.C. staff. 13   Manage investigations (arson, etc.). Collect and provide information for an after-action review. The administration section is responsible for obtaining any and all needed incident documentation for potential cost recovery efforts, or litigation, including criminal charges. The Operations Section is responsible for the tactical priorities, accountability, and the safety and welfare of the personnel working in the Hazard Zone. The operations section chief uses the tactical radio channel to communicate strategic and specific objectives to D/G Supervisors and/or branch directors. Roles and Responsibilities:            Coordinate activities with the senior advisor (IC). Implement the incident management plan. Assign units to DG/Branches based on tactical objectives and priorities. Build an effective organizational structure through the use of DG's and/or branches. Provide branches and DG tactical objectives. Manage operation section activities. Personnel accountability. Provide for life safety. Determine needs and request additional resources. Consult with and inform other sections and the incident command staff as needed. Collect and provide information for an after-action review. The IC/Deputy IC can assume the designation (Ops) when a full command team is assembled. The Senior Advisor will take over the role of IC and will manage the commandpost operation. At no time does this designation mean that the Ops should leave the command post and place themselves around the hazard zone. The Ops section in these instances remains responsible for managing the units in the hazard zone. The Safety Section (ISO) This concept “embeds” safety elements and the communications flow plan into the command team. The Safety Section connects all of the different organizational components to ensure worker’s safety in the hazard zone. Roles and Responsibilities:  Identify the Safety Channel assigned by the dispatch center  Obtain a briefing from the Command Team that includes the IAP o Monitor IAP conditions, activities and operations; apply RMP o Act, through IC, if activities do not fall within RMP  Use TWS to identify existing organizational structure 14 o Accomplished by working with the Deputy IC TWS and the Logistics resource list o Contact ASOs on Safety Channel to confirm accountability of resources o Provide SA resource requests from ASO o Confirm RIT capability o Report assignment discrepancies to SA.  Offer judgment to the SA on establishing control zones and no-entry zones and ensure that all established zones are communicated to all members present on the scene.  Ensure IC establishes rehab with tactical level management o Critical incident stress interventions should be recognized, and IC notified  Identify need for additional safety officers and/or tactical specialists due to the need, size, complexity or duration of the incident and IC notified 8.10 – PROVIDE REHAB, ROTATION & RELIEF FOR THE IC COMMAND STAFF This should be a regular part of extended operations. The IC, command team, D/G Supervisors, Branch Directors, section chiefs and everyone else operating at the incident scene will need periodic rehab, rotation and relief during the course of the incident. Extended fire-incident operations are generally slower-moving, defensive events. During these types of operations, where no one operates within a hazard zone, a well-supported IC may be able to stay in command for several hours. Incidents that last many hours or days require some type of rotational roster requires for the cycling of companies in and out of incident operations as well as the command staff required to control operations. 8.11 – REDUCE THE COMMAND STRUCTURE AS PART OF THE ENDING STAGES OF INCIDENT OPERATIONS We use the same system to conclude incident operations that we use to expand the command structure for escalating events. As we complete the tactical priorities, obtain PARs and wrap up incident operations, the IC needs to develop a plan for the closing phases. At this point, the IC needs to get out of the command post and tour the incident site. During this “walk around,” the IC gets a firsthand look at the incident scene, talks with crews, decides what remains to be done and formulates a plan for scaling back the operation. The command transfer is generally accomplished by transferring command back to an officer of a Unit who will remain on the scene until the event is complete. 15 8.12 – ENSURE REQUIRED CRITIQUE PROCESS IS UNDERWAY BEFORE DECOMMITMENT The critique process is how we figure out what went well and what we could have done better. This is a key piece of the action-management cycle—develop SOPs, training, application, critique and revision. Revision (and improvement) is only possible if we conduct regular critiques. Small-scale incidents generally end quickly. This facilitates conducting the critique (“tailboard”/ “hotwash”) prior to everyone leaving the scene. The IC should lead this process and base the critique on the department's SOPs, the incident conditions upon arrival (critical factors), the actions taken, communications and the overall incident outcome. The standard critique format includes:      Conditions Actions Outcome Lessons learned and reinforced Action plan for improvement It is more difficult to conduct on-scene critiques at incidents that require large amounts of resources. These events tend to last longer, and the initial-arriving companies have often been released from the scene by the time the operation ends. These incidents should be critiqued later, and the lessons learned distributed throughout the entire department. The most important goal of any critique, regardless of the incident size, is to improve our operations. Any significant lessons learned both good and bad, should be shared with the rest of the organization. These lessons learned should be incorporated into department SOP's and training. 8.13 – PLACE RESOURCES BACK INTO SERVICES WITH A DEMOBILIZATION PLAN At the end of incident operations, the command system must develop a demobilization plan to release crews in an organized way. During demobilization the IC must ensure to maintain an adequate amount of resources and personnel to complete the remaining needs. This includes making sure the customer(s) have any needed after-incident support (Red Cross, social services, insurance company, family support, etc.). Generally, the same organizational system (D/G’s) used to get companies into action, can be applied to place personnel back into service. 16 The IC’s demobilization plan should begin with replacing the most fatigued companies first. Command must ensure that crews are properly evaluated and rehabbed before they are placed back into service. Companies that were significantly committed to the incident will need to remain unavailable until they are ready for service (hose loaded, water topped off, equipment restocked, etc.) 8.14 – PROVIDE REQUIRED CRITICAL INCIDENT SUPPORT Incidents that involve trauma, death and loss can be very difficult on responders. The critique offers an excellent forum for the IC to sit down with all the incident players to find out how well they are coping with the event. The post incident critique/review can help personnel make sense of what just happened and can be therapeutic. The IC needs to use this time to make sure that everyone is stable, both physically and mentally, before placing them back into service. Consider critical incident stress management (CISM) based on the critique/review. The best critical incident support happens before we respond to emotionally charged incidents. Working for an organization that cares about its members is the best preventive medicine. The organization shows its regard for the members in everything it does. The main areas include:       How the bosses treat the workers How the workers treat one another How everyone treats the customer The training and skill level of the workers The apparatus and equipment (is it adequate?) The systems (IMS, safety, accountability, etc.) that we use when we deliver service Running an organization in a manner where the members and the customers come first, is worth much more than a hospital full of mental-health professionals when it comes to taking care of people and keeping them mentally fit. Simply, well-managed incidents conducted inside a well-managed organization become highly therapeutic to the members. 17