8 functions complete

8/13/2019 8 Functions Complete

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Incident Command Training

City of Henderson Fire Department


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Assume, Confirm, and Position Command1st Function of Command

Henderson Fire DepartmentIncident Command Training

Objectives

Describe the responsibilities of the first arriving units. Identify and describe the various command modes. Demonstrate the procedures for assuming command. Demonstrate the procedures for confirmation of command. Describe command post procedures.

Goal

to quickly establish and confirm a single IC and to place that IC in the most effective initial

command position.

Competencies

The first arriving unit (officer) must assume initial command.

Assume and confirm command with a standard brief initial report.

Select the proper command mode.

Establish a command post with the correct positioning and support for current command mode.

Package command for ongoing operations and escalation.

Correctly accept / continue / transfer command.


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Function 1: Assumption, Confirmation, & Positioning of Command

Overview

Assumption, confirmation and positioning of command is critical to us because this is how

command shows-up, initiates and kicks off the command process. How the command systemshows up and gets started initially will always have a major impact on the ongoing and

ultimate success of the entire incident-management operation. If we dont get this right in

the beginning; it can put us at a disadvantage for the remainder of the event.

This function becomes a launching pad for the rest of the functions. Good beginnings lead to

good endings. For this to occur, the operation has to start out in a standard manner using

command procedures (SOPs) on every incident. Using this automatic command assumptiongreatly enhances the overall safety and effectiveness of fireground operations.

Major Goal:

To quickly establish and confirm a single IC and to place that IC in the most effective initialcommand position.

COMPETENCIES:

First arriving unit (officer) must assume initial command.This duty involves assuming command upon initial arrival, conducting a standard BriefInitial Report and positioning command.

The basic objective for this function is for command to start in a standard way upon our

arrival at the incident. Command assumption must be a natural, automatic, and regular

organizational event. Outlining the command process in SOPs creates a procedure andagreement with everyone in the organization. Everyone in the department understands,

expects, supports, and fits into how the command system (and the IC) will initially start upand continue.

In most response situations a company officer will be the first arriver to the scene and the

command system calls on that person to become the initial IC of the incident. Company

officers must have a regular routine that they use that sets themselves up for success to be theinitial IC.

This standard routine needs to start out with the initial dispatch of the incident and should

include receiving the dispatch information, getting turned-out for the call, switching radios tothe appropriate tactical channel, identifying proper routing and access to the scene, and safely

getting to the call. Following this standard practiced routine will put that officer in the best

position for success in the incident.

Establishing Command:

The first fire department member or unit to arrive at the scene will assume Commandof the incident.


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The initial Incident Commander shall remain in command until command istransferred or the incident is stabilized and terminated.

Note: Command will be established for responses of three or more companies.

This will normally be a Company Officer, but could be any fire department member. Itmakes perfect sense for the first arriver (regardless of rank) to assume command because at

that initial point, no one else from the fire department is on the scene. When a company or

command officer arrives to the scene, they can then transfer command. Command is

transferred to the first arriving officer (from the non-officer IC #1). That is the way thesystem is designed.

Assume and confirm command with a standard brief initial report.The exact duty required of the Incident Commander is assuming command of an incident

through a procedure.

The first arriver to the scene must assume, confirm and properly position command. Theassumption and confirmation of command starts with the brief initial report given by the firstarriving company or command officer.

Brief Initial Report:

1. Unit Designation2. Incident location3. Assume and name command4. Brief description of the situation5. Action being taken & strategy declaration6. State any immediate needs from incoming units or from dispatch

After the first arriving unit has evaluated the scene and identified the critical factors, you mayprovide a follow-up report if necessary.

Follow-up Report:

*Situational update

*Resource determination

*Any immediate safety concerns

*Clarify command mode and strategy if not done in BIR

Note: *if needed

We use the system to manage effective action. The IC is the person responsible formanaging the system. Whoever gives the brief initial report must include that they will be

command as part of the report. The confirmation of command occurs when the dispatcher

repeats the BIR back to the other units responding to the incident. The unit assumingcommand will serve as the IC for the duration of the incident or until command has been

transferred to a subsequent arriver.


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This standard confirmation of command signals to the rest of the responders who are

assigned to that incident that an IC is in place and all subsequent arriving units must followstaging procedures and must fit into the ICs incident action plan before going to work at the

incident based on orders from the IC.

Assuming command causes the initial arriving member (the IC) to size up the incident,determine the strategy, and formulate an incident action plan (IAP). All of this is executed

and shared with all the responding companies when the IC transmits the standard BIR. This

puts all the incident players on the same page. Everyone knows what the problem is andwhat action is being taken to solve it.

This is particularly important when the company officer IC is operating in the fast attackmode and time is at a premium. After the BIR is transmitted, the responding companies

arriving at the incident are a lot more inclined to be assigned and integrated into the IAP in a

standard way.

Responding companies arriving at an incident with an in-place IC must fall under one of the

following four standard status categories:

1. Stage (following staging procedures), receive an assignment from the IC, and thenwork under the ICs command.

2. Transfer and take command, if you outrank the current IC, or3. If requested, take command.4. Join the IC and become part of the command team.

The four standard status categories eliminate confusion and create an integrated approach andsimple understanding of what everyone is doing in relation to command.

A very practical way for the initial IC to be the focal point for command and control, and to

control the communications process, is to use the location of the incident or the name of the

occupancy to name command. Then announce that name in the BIR. The standard radiodesignation for the IC would then be the name of the event followed by the word command

(e.g., Basic Command), and that name automatically transfers to whoever is the current IC

throughout the incident.

Everyone assigned to the incident then knows they are working for "Basic Command" (as an

example). When Basic Command requests another alarm, the dispatch center will know tosend more resources to the Basic incident and not the Eastern incident that is being worked

on the other side of town.

If the initial company officer IC #1 arrives on an engine and assumes and names command forthe incident (as a standard procedure), their unit designation in effect goes out of service and

loses its regular designation. That is 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 he/shereturns and places that operational unit back into service.

In some cases, the initial-arriving company officer may operate in the command mode (Basiccommand) upon arrival and the rest of the crew will stay in service as their regular unit (E98

Crew). The capability to keep their unit in service with a move up or upgraded team


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leader will depend on the knowledge, capability, and experience of the crew assigned to that

unit.

Select the proper command mode.The Incident Commander shall identify the proper command mode: investigative, fast attack,

or command.

One of the most difficult things for the initial arriving company officer IC to do is to balance

the responsibility of command with their crews safety and the needs of the customer. The

initial company officer IC must select the command mode or command position that puts

them in the most effective position to make the biggest difference on the emergency scene.All subsequent responding units must understand and support the initial company officer ICs

position by following command procedures and department SOPs.

Initial arriving company officer IC has three options for selecting their command mode.

Three Command Modes:

1. Nothing showing or not enough information / Investigative ModeSituations wherethere is nothing showing (no evidence of a problem) or there is not enoughinformation as to the size, extent, or location of the fire or problem.

2. Fast Attack ModeAn active, dynamic problem is present that requires immediateaction to stabilize (e.g., a working interior fire in a residence, apartment, or small

commercial occupancy).

3. Command Mode Situations where the size/severity of the situation, the complexityof the occupancy, the hazards present, or the possibility of the basic incident problem

expanding (bigger fire/more rescues).

The three standard command modes create the capability for the initial-arriving company

officer to match the initial command action they take to the conditions that are present.

Selecting and using one of these three standard IC position options makes initial actionpredictable and quickly understandable.

In the case where upon arrival there is nothing showing (no evidence of a problem) or thereis not enough information as to the size, extent, or location of the fire; the company officer

should get off the rig in the proper gear and physically investigate the incident operating as

the incident commander utilizing a portable radio. Many times the first arriving companywill be able to stabilize these situations and command will then be terminated. In cases

where the problem is not quickly located, the IC must develop a plan to search the incident

area and must assign subsequent arriving responders to their plan. Other times commandwill provide a follow-up report of conditions and declare a strategy and command mode.

When arriving on scene of working incidents, the initial arriving company officer IC will most

often choose to position themselves in the fast attack command mode. This will be done bycommanding the incident using a portable radio and directly supervising their crew in the

hazard zone while addressing the incidents problems. While this fast attack command modeenhances the safety of the crew and puts the mobile IC in a better position to see more incident

conditions, it also places the mobile commander at an overall command disadvantage when

trying to combine action with managing the entire incident. After getting the initial attack in


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place and assigning the next two or three companies to positions and functions that support the

initial attack, fast attacking company officers will begin to reach their command limits andwont be in an effective position to continue to manage escalating or long duration incidents.

Many times the beginning windows-of-opportunity provide the best chance of quickly

solving incident problems that are under way. In these fast attack situations, if we can actquickly and effectively, the incident problem simply goes away. Conversely, the longer

many incidents go uncontrolled, the less chance of success we have. Simply, its a lot easier

to put a little fire out now than a big fire later.

The fast attack command mode must end quickly in one of three ways:

1. On most incidents, the fast attack command mode will end because the initial attackof the initial arriving units stabilized the incidents problems. In these cases the initialIC will probably remain in command for the remainder of the incident.

2. The incident does not stabilize and the IC will need to position themselves in thestationary command mode position to continue managing long duration or escalating

incidents. In these situations, the initial company officer IC will remove themselvesfrom the hazard zone and will continue to run the incident from their apparatus.

When going from the fast attack mode to the command mode, the company officer

will need to use one of the three command mode options for utilizing their crew.Switching to command mode in the middle of operations should only be done if there

is a prolonged delay in the arrival of a command officer to the scene.

3. For escalating incidents that are not controlled quickly by the initial IC the mostpreferable way to continue managing the incident is to transfer command to asubsequent arriving command officer who will use their command vehicle as the

strategic command post.

Note: Fast attack mode must comply with the 2 in 2 out requirements as set forth in HFDSOP #EM17

On large scale incidents where the IC predicts long term operations, the initial arriving

company officer must use the command mode to manage the incident from the very

beginning of operations. The best position for the initial IC is to be in the standard commandposition. This will be a stationary position staying in their apparatus upon arrival from the

very beginning while managing the incident. Putting yourself in the middle of large scale

incident hazards generally wont make as much of an impact on the safe and effective

resolution to these types of incidents as being in a position to effectively set up and thenmanage the front end of these types of emergencies.

When assuming the command mode the company officer IC has three options for dealingwith their crew:

1. Move a member up in their crew to act as the team leader and give them anassignment.

2. Give their crew away to another company officer that youll assign to the incidentaction plan.

3. Use their crew at the initial command post to act as an administrative assistant andhelp you operate as the IC.


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Establish a command post with the correct positioning and support for

current command mode.Position command post in an appropriate location as defined in the command procedures.

The three command modes provide good direction for where the IC should be and what they

should be doing in a variety of standard management situations. This means if the initialIC #1 (company officer) is in the investigative mode; command is mobile on a portable radio,

moving around, evaluating conditions, and looking for the incident problem. If the initial IC

chooses the fast attack mode they should be inside the hazard zone leading the problemsolving attack. If a battalion chief is the IC operating in the command mode they are outside

running the incident from inside a stationary and remote command post.

As previously stated, for escalating incidents that are not controlled quickly by the initial IC;

the most preferable way to continue managing the incident is to transfer command to asubsequent arriving command officer who will use their command vehicle as the strategic

command post.

The standard command position is a stationary one, outside the hazard zone, inside acommand vehicle or apparatus, which is then called the command post. It should be

situated in a standard predictable 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 criticalside). It should not interfere with apparatus movement.

Command Post Advantages:

stationary, in good (as possible) vantage point--now and in future remote--outside hazard zone

place to sit inside vehicle--quiet, lights, protected from distractions, weather, or darkness stronger communications/electronics capability place to build command team/for staff support

The IC must use the command post to initiate and maintain operational control, to be

continuously available to communicate (first call/immediate answer), and to monitor andmaintain an awareness of operational action and changing incident conditions to manage the

safety needs of crews. This stationary command post located close to but outside the hazard

zone creates the capability for the IC to begin to package command for the ongoing operationand escalation of that incident.

Package command for ongoing operations and escalation.Manage the ongoing command operation within command procedures and prepare a plan for

possible escalation.

The preceding four competencies put an effective IC in charge of the incident. Once in

place, the IC can nowuse the standard pieces of the incident command system to control

incident operations:

Strong standard command (operational control)


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Division/Groups (decentralized command partners) SOPs (predictability) Clear communications (order model/CAAN reports, etc.) Standard strategy/ action planning (describes where fight will take place & tactics used)

The IC must control where the workers are along with matching their actions to the incidentconditions. The IC maintains this capability by decentralizing the incident scene by

assigning division/group supervisor responsibilities. This requires the IC to trust the crews to

deal with, evaluate, and describe (report) what is currently going on in their area. The ICmust be disciplined to remain in the command post and manage the incident from that one

basic position. This creates a system where the IC can develop an effective IAP and then

continually upgrade, reinforce, and manage that plan.

Organizational game plan:

As quickly as possible, the system gets an IC up and working in a vehicle. The IC stays in the vehicleuses tactical work sheet, mobile radio, and command

team helpers.

Task- and tactical-level companies radio their arrival in staged positions. IC assigns companies to initial operational positions within the incident action plan

and logs them on the tactical work sheet.

IC creates geographical and functional incident organization (divisions/groups) to fitthe situation

Companies communicate directly (usually face-to-face) with and work for theirorganizational (division/group) boss and not directly with the IC.

Packaging command in this fashion, from the onset of incident operations, provides a seamless

transfer when command is transferred from IC #1 to a later arriving command officer IC #2.This allows IC #2 to continue to manage, support, and expand the current incident operation

and also to expand the command team organization (IC/Deputy IC/Senior advisor).

Correctly accept / continue / transfer command.

When command is transferred from a company officer that is physically located inside aburning building and running the incident on a portable radio to a BC who is operating in the

command mode located inside his command vehicle, the overall command capacity is

escalated and upgrade to the strategic level. This command transfer significantly improvesthe ICs position and ability to manage the eight functions of command and the

corresponding safety and effectiveness of the entire incident operation.

Transfer of Command:

The first fire department member arriving on seen will automatically assumecommand. This will normally be a company officer, but could be any fire department

member.

The first arriving company officer will assume command after the transfer commandfrom a non-officer (assuming a higher ranking officer has not already assumed

command).


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make the system bigger is automatically on the road along with the initial-alarm responders

and reinforcement.

Having command officers coming in behind IC #1 who are trained, equipped, and prepared

to upgrade the command and safety system creates our capability to make the management

response match the operational and safety needs of the incident. The bottom line of this firstfunction (Function #1 assume, confirm, and position command) is to place the IC in an

effective command position that matches the incident profile.

The goal of the system must be to set up an effective IC from the very beginning of our

arrival and then to upgrade the command capability to a strategic position as quickly as

possible. The IC always assumes command in a standard, structured manner at the beginningof every incident so that responders can depend on a continuous and effective level of

protection from the command system from the beginning to the end of incident operations.

This up-front command approach fixes responsibility on a single individual (IC) to manage

in a way that the overall operation starts under control, stays under control, and never losescontrol.


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Situation Evaluation2nd Function of Command

Henderson Fire DepartmentIncident Command Training

Objectives

Describe "size-up". Identify and define critical incident factors. Identify the four basic information forms used by the IC. Describe the process in handling reported reconnaissance information. Demonstrate the use of a tactical worksheet. Explain the strategic decision making model. Demonstrate the process of matching actions to conditions. Describe how the time management factor relates to the incident/actions.Major Goal

To develop and use a regular approach to situation evaluation using the standard forms ofinformation management and incident factors.

Competencies

Conduct rapid, systematic, accurate size-up.

Use maps, preplans, and reference material.

Record information on a standard tactical work sheet.

Facilitate companies/divisions/groups as information is reported and received.

Detect and react to incident/safety "red flags"

Maintain a realistic awareness of elapsed incident times around tactical positions,

objectives, and firefighter safety.

Utilize the strategic decision making model and stay connected to current and

forecasted incident conditions.


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Function #2: Situation Evaluation

Overview

Making decisions while managing an incident is difficult without current, accurate, andtimely information. The place we have to gather, process and make decisions on this

information is difficult, particularly at the very beginning of operations. First arrivingcompany officers have got a very limited window. So it becomes important that we focus

on the important factors, that we practice, and that we have a standard way that weexchange information.

Situation evaluation becomes the bases for safety and effectiveness by evaluating the riskmanagement plan based on good information. So this becomes a function of command

that we use throughout the incident command process. The safety and effectiveness of

the incident operation will be regulated by how well we can perform initial and ongoingsituation evaluation.

Major GoalTo develop and use a regular approach to situation evaluation using the standard forms of

information management and incident factors.

COMPETENCIES:

Conduct rapid, systematic, accurate size-up.This duty involves conducting a rapid and accurate size-up.

Size-up is the rapid and deliberate consideration of all the critical incident factors which

leads to the development of an incident action plan based on these critical factors.

Critical factors can be defined as a list of the basic items that the IC must consider when

evaluating tactical situations. All of the critical factors provide the incident commanderwith a check list of the major topics involved in size-up, decision making, initiating

action, and revision of the incident action plan.

Command creates a rapid, overall evaluation, and then sorts out the critical factors in

priority order. One of the most important critical factors is time and how it relates to the

effects of the fire on the customers, the occupancy, and our firefighters safety.

Critical incident factors are:

Building Fire Occupancy Life Hazard Arrangement Resources Action Special Circumstances


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Building- Size (area & height)

- Type of construction

- Compartmentation/Separation

- Outside openings

- Interior arrangement (mobility &access)

- Effect the fire has had on structure

- How much is left to burn?

Fire- Size/Extent/Location- Direction of travel

- Ventilation profile

(operate on roof?)

- Tenable or untenable(operate inside?)

- What is fire perimeter

-Ability to operate on

fire

Occupancy- Type

- Fire load

- Value associated with

occupancy

- Status- Loss control

Life Hazard- Number, location, condition of

occupants

- Resources required for search

- Access to victims

- EMS needs

Arrangement- Number & distance of external

exposures

- Access, arrangement of internal

exposures- Direction of fire spread

- Barriers or obstruction to operations

- Limitations on apparatus movement

Resources- On-Scene, Available,

Responding

- Estimate on response

times- Condition of

responders

- Hydrants & watersupply

- Built-in protection

systems

ActionIC #1

- Incident Priorities

- Areas not yet covered

- What is the worstthing that can happen

IC #2- Remote IC set-up

- Are we operating

safely (Actions vs.

Conditions)- Is an effective IAP in

place

- Is an effective

organization in place

- What is the worstthing that can happen

- Are there enough

resources

- Is layering in place

Special Circumstances- Time of day/night

- Day of week

- Season

- Weather- Holidays/Special Events

The size-up process will start with the initial dispatch of the incident. The dispatch willgive you the location of the call, an initial description of the problem, and the companies

assigned to the incident. This information will describe the area and place where you are

responding, the occupancy and the hazards youll be dealing with, the arrival order of theresponse team, whether youll be the first IC on scene, and the type of work youll likely

be performing.

Once responding, all companies should be observing the general area of the incident

looking for signs of fire, referencing the best route and access to the scene, looking forhydrants, monitoring the radio for additional information and the initial arrivers Brief

Initial Report. The IC considers all of this information as the beginning of situationevaluation before arriving at the initial on-scene command location.

As the IC approaches the scene, s/he can form a visible initial impression of overallconditions. Using this type of standard size-up system provides the IC an effective tool to

match actions to conditions and serves as the basis for setting priorities and making and

managing assignments based on those priorities.


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The first arriving company officer IC is in the difficult position of sizing up a situation

where there are more unknowns than knowns in the very beginning of incidentoperations. The IC must develop the habit of using the critical factors in their order of

importance as the basis for making the specific assignments that make up the IAP. This

standard approach becomes a huge help when it is hard to decide where to start.

The initial arriving company officer IC is in the position to identify and address only

three to four of the incidents critical factors. The initial IC must evaluate the size and

location of the problem or hazard, if there are any customers affected by the incidentshazards, determine if the crew can make entry into the hazard area, the best place to make

the initial attack, and where to assign two or three subsequent arriving companies to

support and reinforce the initial attack.

Once the initial company officer IC does the upfront command functions and directs their

crews with the initial attack; they now will be in the best position to get another up-close

view of the incidents problems and will again need to evaluate and ensure that their initial

actions match the current conditions.

From that point on, the fast attacking IC will be limited to evaluate the incidentsconditions in the area they are operating in while in the fast attack command position. If

the initial attack effort does not eliminate the incidents problems; the IC will not be in the

best position to continue to evaluate the entire incidents critical factors or to process all ofthe reported information coming in from other operating companies. Command will then

need to be quickly upgraded to the strategic level in these escalating or long duration

incidents.

The strategic level IC operating in the command mode, located inside a vehicle, is in thebest possible position to continue to manage the incidents critical factors and to direct and

process information gathering from all of the critical incidents areas and functions.

Effectively managing this information can quickly become a complex problem andcommand must have a system in place to identify the incidents critical factors so this

needed information can be quickly received, processed, interpreted, and acted upon.

Creating this system involves building a command team and the operationaldivisions/groups needed to match and stay ahead of the incidents progress.

The strategic level IC can identify some of the critical factors from the command postwhile others can only be determined from different locations inside or outside the

structure or incident area. Obtaining this critical information requires command to

develop and practice this standard system of incident information gathering and thebuilding of an effective intelligence network.

The incident commander will use a combination of the following four information forms

to gather and manage incident information:

1. Previous Experience2. Visual3. Reported or Reconnaissance4. Pre-planning


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Previous experience and lessons learned become a major incident management informationsource. Incident commanders having seen similar conditions, developing an action plan to

meet those conditions, and then the outcome of how that action worked, is a very practical

way we use to evaluate where the incident is now, and to anticipate where it is headed.

There is no other process that can replace previous experience.

Visual information is the most common information form used on the emergency scene

for the initial and ongoing evaluation of the incidents critical factors. Its acquired bylooking at the situation on the seven tactical sides(top and bottom, four sides, and the

inside) and the hidden spaces (attics, false ceilings, basements, sub-floors, mezzanines,

etc.) that are connected to the seven sides. This form of information requires the criticalperceptive capabilities of the IC and the team assembled.

Information not directly available visually to the IC from the fast-attack or command-post

position many times is acquired by the IC assigning personnel to standard geographic and

functional assignments all over the incident site. These company officers anddivision/group supervisors dealing with specific incident problems and locations provide

information-oriented reports back to the IC. It also can come from other sources, such asowners/occupants, building engineers, other agencies.

Pre-planning information provides the IC with information not readily available duringemergency operations. First due company officers arrive on scene within minutes of the

dispatch of the alarm and are not in a position to accurately access and process any

detailed preplan information while responding to the call. Therefore, initial arrivingcompany officers need to become familiar with the occupancies in their district before the

call. The better you know your first due area; the better youll be able to do an accuratesize-up once on scene.

The incident commander will use the four information forms to build an intelligence

network to gather and manage incident information. As operations expand from the fastattacking initial IC#1 to a strategically positioned IC#2 located and operating in a

command vehicle, the more progress/condition/recon reports, reference information, and

command team support is balanced with previous experiences and visual information.

The volume and speed at which information is received by the IC, has a great deal to do with

the ability to process it effectively. It is possible to put the IC in "information overload" (toomuch/too fast). Command team support is critical...What is thought to be a communications

problem is many times really an information management problem.

The ability to effectively deal with incident information is a highly learnable, trainable, and

reproducible skill that requires planning, practice, and refinement by actually using the critical-

factor approach.

Use maps, pre-plans, and reference material.The IC shall have the ability to use all resources available, monitor its usage and

implement that information into the incident.


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Maps provide the best routing, access, and water supply information. Preplans give the

IC the key tactical features of the structure and the incident area. Any other reference(computer-based data systems) material will provide key information that the IC

wouldnt otherwise have.

Being able to effectively use written materials in a highly action-oriented environment ofcommanding a structure fire is a somewhat unnatural act. The trick is to package

information in bundles that can be incrementally accessed, as the command system gets

set up, and the command team gets into place.

The first-arriving IC generally can handle a fairly limited amount of data, and needs

simple, basic information on access, entry, and safety problems. The next IC is in abetter (command vehicle) oriented command position, and can deal with a larger amount

(i.e., bundle) of information. 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 major part of the natural expansion of the strategic

command-level command team.

The IC is in the best position (in the CP) to actually look at, manipulate, and managepreplans, and can relay pertinent information to the decentralized operating

companies/division/groups.

A starting point for occupancy pre-fire planning is an evaluation of the operational and

outcome potential associated with buildings in terms of construction, occupancy, size,

built-in protection, and access and arrangement.

Constructionability to resist fire effect (built in protection i.e., fire resistiveconstruction, adequate separation, firewalls, vertical ventilation considerations, etc.).

Occupancyuse, associated hazards (the amount, nature, and location of thehazard will determine how incident stabilization will be conducted).

Water supplylocation and available flow. Sizethe size of the building and the potential size of the incident problem

provide a description of the scale of possible operations.

Built-in protectionwe must evaluate the benefits provided by automaticsprinkler systems, standpipes, and early warning devices (Size, arrangement, and

hazard factors add to the risk, while built-in protection subtracts from it).

Utilitiesshut offs Arrangementthe basic layout of the occupancy/area becomes a major

operational factor and will determine the difficulty companies will have getting

into and out of the place (i.e., security, difficult forcible entry, stairwell features).

Complicated interior arrangements become accountability nightmares,particularly in larger occupancies. Many times these complicated interior

arrangements are not obvious from the outside, so showing them on a preplan

becomes even more critical to crew safety (i.e., air supply).


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Record information on a standard tactical worksheet (TWS).The tracking of information, building drawings, times, placement of apparatus and crewsis critical for incident management and safety.

The IC must have a system to record the information gathered throughout the incident

using a standard tactical worksheet. The tactical worksheet is designed to record incidentdeployment and action during the incident.

A critical part of maintaining overall control of the incident is the ICs ongoing capabilityto effectively run an on-line inventory and status keeping system of resources assigned to

the incident. The IC is always responsible for maintaining a real-time awareness of the

location and function of all incident resources, and using the TWS becomes a majordeployment-management tool in completing that responsibility

The IC should start the TWS as early as possible to help establish control at the beginning

of the event when command and control is the most possible to capture. It also increases

the ICs ability to continue and maintain control as the operation expands, and additionalresponders have arrived on the incident scene, and are operating in more places, doing

more tasks.

Tactical worksheets should be filled out and updated in the command post. A fast

attacking IC will not use a tactical worksheet. The fast attacking IC shouldn't beexpected to manage more units than s/he can keep track of off the top of their head. In

most cases, this number will be between 2-3 units.

The ICs strategic role in the overall accountability system involves maintaining an

awareness of who is where, doing what, working for whom, and for how long. The IC

must use an up-to-date, dynamic TWS to maintain an inventory, tracking, andaccountability of the units working in the hazard zone. The TWS is also the place wherethe IC records and keeps track of the resources that are on scene, standing-by (staging,

on-deck, RIT, etc.), and available for assignment into the hazard zone.

The tactical worksheet also provides a checklist (memory joggers) for the tactical

objectives and key tactical benchmarks. Also, a time scale to mark elapsed times and

incident status. A properly filled out worksheet not only shows the IC where his crewsare but also any uncovered areas that need to be addressed.

Big-incident, long term, management-support systems are absolutely required for big-

incident, long-term operations; but, for fast and dirty, routine, local operations, simplestuff like a TWS really works well. The use of TWS consistently helps create effectively

managed organizational beginnings that provide an effective launching pad for expanded

and more sophisticated information-management systems during long-term operations.

While a lot of stuff on the TWS is standard and pretty timeless, work sheet content andform should shift over time to lead us through performance, technique, and operational

changes we implement for continual improvement. Its pretty easy to add new changes


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on the TWS to help remind everyone of some of the current ICS improvement or

tactical/operations project.

Facilitate companies/divisions/groups as information is reported and

received.

This duty involves the ability to report and receive information and radiocommunications.

Most incidents defy the capacity for complete, direct, on-site visual appraisal by one

person (the IC). A major information management challenge for the IC is to quicklydevelop an incident organization that covers the critical areas of the scene. The incident

organization is created to both conduct operations, and to report on conditions in their

area or function.

What this means is that the IC assigns companies/divisions/groups to the inside, top, and

rear (as an example). The division/group supervisors directly supervise companies right

where they are assigned and working. The division/group supervisors become the eyesand ears of the IC all over the incident site and automatically transmit progress and

condition reports in their area or function to the IC.

The IC must also use this same info management system to integrate that decentralized

information to develop a forecast for the future for the entire incident. Having operating

units transmit ongoing progress reports along with ongoing condition reports, as astandard part of every assignment, creates the capability for the IC to receive, evaluate,

process, and react to current conditions and actions from all over the incident site.

Often, what information is received becomes a clue to what additional information needs

to be pursued. The critical unknowns must become information targets for the IC, andmany times, obtaining that piece of unknown information becomes a specific assignment

to a division/group or a recon company.

If there have been confusing or conflicting reports, the IC can also specifically assign

recon officers to (360) view, evaluate, and sketch conditions not visible from thecommand post. This recon approach can be a big advantage and assistance to the IC, and

creates the capability to develop a more current and complete overall view of the entire

scene, that may be fragmented by division reporting.

This information-assembly process requires the IC to quickly create the capability to

see the entire incident site. The IC must customize an information-input system thatproduces a complete view of the entire incident, and recon reporting becomes animportant part of that approach.

Incident conditions can present a ton of separate details. No single person (like the IC) canmaintain an effective, long-term awareness of this amount of detail. The longer the event goes

on, the more overloaded any single person will become if s/he attempts to centralize (and

internalize) that detail management.


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The way the command system meets this challenge is to create a simple plan where the regular

incident organization divides up the incident detail into manageable pieces. Every incidentorganizational level automatically becomes empowered for learning, understanding, and

managing the details that are required for effective operation in their position on their level; in

effect, they "own" the details that go with their job.

This approach takes advantage of and reinforces the standard strategic/tactical/task incident

organization levels. We use the incident command system to effectively connect and manage

the three levels of the incident organization. The IC is responsible for maintaining a level ofunderstanding of the overall situation, resource, organizational and operational status.

The level of required information (details) gets cut smaller, as it moves toward the task level.When the system needs to be tweaked, the IC must direct and facilitate connecting that

particular piece of information to the correct spotthe "correct spot" relates to both the actual

location on the incident site and the actual location on the incident organizational chart.

The longer the department practices this decentralized detail-management approach, the moreindependent and self sufficient each level becomes. This practice also refines our

understanding of what information needs to stay on each level and what intelligence stuffneeds to be passed along (up/down/across). The more we practice, the less we have to

communicate routine details, and the more we can concentrate on exchanging high-impact

information that facilitates the strategic/tactical/task levels helping one another. This makes usindividually, and collectively, more effective.

The system is designed for the IC to help everyone, and then for everyone to do their assignedjob, and to understand and manage, not dump, their details on other levels.

Detect and react to incident/safety "red flags."This duty involves recognizing and handling Red flags in a timely manner to enhanceresponder safety.

Certain types of information have a much greater bearing and effect on incident

outcomes, especially as they pertain to firefighter safety and survival. These significant

pieces of information are best described as "Red Flags."

Red flags can describe building conditions (structural stability), fire conditions (or

conditions that are about to change), or any other critical factor or situation that canquickly turn lethal.

Some red flags can rapidly be dealt with and neutralized without making big changes to theoverall incident action plan. Other red flags are indicators that the tactical situation is about to

become very ugly. Red flags must be identified and plugged into the size up/evaluation.

Examples of Red flags:

active fires on multiple sides of firefighters--particularly over, below, or behind them fires that dont react to standard (correct) attack action large, complicated, congested floor areas


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one way in/one way out access situations large, open spaces, big, unsupported roof/floor areas with no upright columns fire is present but cant be found extended time periods (ten min. +) of offensive firefighting--ongoing offensive

operations that are not improving

anything that is sagging, leaning, or bulging that isnt supposed to be poor/no ventilation conflicting reports (particularly if they are about the same place/thing) reports that dont match what the IC is seeing initial attack line have little or no effect on the fireMaintain a realistic awareness of elapsed incident times around

tactical positions, objectives, and firefighter safety.When the strategy and tactical objectives are established and the elapsed time monitored,it provides for greater firefighter safety.

Most incident operations are conducted very quickly within a compressed time frame.Many times these rushed conditions create a serious time distortion for the IC. It is

common for an IC to feel like s/he has been operating for two minutes when it has

actually been twelve minutes.

There's a period of time, usually about the first 10 to 15-minutes of fire companies beingon scene, when the vast majority of truly effective firefighting and rescue operations

occur. Once a fire goes beyond that first burning period, things can deteriorate quiterapidly. Firefighters can get hurt. Fire losses increase very rapidly.

It requires skill, experience, and system support for the IC to effectively keep track of

elapsed incident time. Elapsed-time notifications from dispatch to the IC at 10-minute

intervals throughout the incident provide the basis for acknowledging, marking, andmanaging event time.

TWS have a check-off time line that corresponds to standard 10-minute elapsed-timereports that are transmitted from dispatch. The IC must specifically acknowledge

elapsed-time (i.e., repeat the time) and must reconfirm the overall strategy. The IC must

also obtain a PAR at standard 20-minute intervals that verifies the welfare of all membersin the hazard zone.

These 10-minute elapsed-time reminders from dispatch serve as triggers for the IC to re-

evaluate incident conditions, the strategy, and the length of time firefighters have beenoperating in tactical positions. The IC must develop effective time management skill to

protect the crews.

By structuring situation evaluation, hazard analysis, and time management around the

standard structural fire fighting incident objectives (rescue/fire control/property


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Master

conservation) and then creating operations to match that order, we keep everyone

working toward the same incident goals.

These standard objectives direct us in what we do first, second, and third. Using the

regular benchmarks of completion and time-stamp (all clear/knock down/loss

stopped) provide a predictable and understandable order to indicate that one priority iscomplete and can then begin on the next priority.

This regular strategy, tactical objective, elapsed-time monitored, work managementapproach 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/little/none goes from theory to

actual practice.

Utilize the strategic decision making model and stay connected to

current and forecasted incident conditions.This will allow for effective decision making and create a safer incident scene.

Situation evaluation is critical to us because it becomes the basis for everything we do.

What we are attempting to do is evaluate the standard conditions that are present then

take a standard action to produce a standard outcome.

Our goal is to apply standard action to standard conditions to achieve a standard

outcome.

Standard Conditions: Offensive vs. Defensive Standard Action: Follow SOPs to solve the problem Standard Outcome: Fire out/Everyone goes home

Simplythe 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 objectives) Translate the plan into tasks Assign companies (by giving orders) to go to work on and complete those

assigned tasks


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Offensive Defensive

While the initial "snapshot" is critical to starting operations effectively, the IC is at a

serious disadvantage when s/he considers conditions only within the current time of the

initial "snapshot." The IC must consider time as a standard (and critical) incidentfactor. Where will the incident be in the five minutes it takes a fire company to get to

their assignment?

The matching of times and conditions produces a scale that represents what is really

occurring and what will occur at the incident. An ongoing evaluation challenge to the IC

involves setting up the incident action plan to match current conditions, and then toevaluate how well that action is working. It's really a pretty simple processeither; the

plan works and conditions get better, or the plan doesn't work, and conditions get more

severe.

Where/when the plan doesn't work, the IC must use the standard scale to connect correct

action with current conditions. The scale becomes the fast and dirty frame of reference

the IC uses to make this critical connection (actions with conditions).

Standard conditions must connect to either Offensive or Defensive Strategy:

42 31

This standard scale shows the progression of the fire from "nothing showing" to "burned to

the ground." When we look at the scale the first three to four phases can be controlled with

a well placed interior, offensive attack.

As the scale moves to five and six, the fire is starting to involve major pieces of the structure,

generating more of the nasty products of combustion. These middle stages make offensive

operations a more difficult and dangerous operation.


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When we plug the risk management plan into the scale, phase number six makes

offensive operations questionable and anything beyond it is a large offensive risk for no

gain. The fire area is unsurvivable for any unprotected occupants and the structure isbeyond saving.

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Standard conditions must connect to either Offensive or Defensive Strategy:

(Marginal) DefensiveOffensive

This scale shows a series of snapshots that show how the fire progresses through

standard stages, going from one to ten. Next to the one-to-ten snapshots, another scale is

used to show the standard operational responses that go with each fire 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.

Using the snapshots that are beyond the current stage as a framework to describe whats

next (and next and next, etc.) creates the practical forecasting capability to understand

what the future will look like if the problem isnt stopped, and what our standard safety-based response (position/function) should be in relation to those changes.


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Simply, using the forecasting scale, along with the standard risk management plan to

predict the future when the IC decides to go from offensive to defensive and move thecrews earlier rather than later, when incident conditions get worse.

Example: If an engine company arrives in the early stages of a fire. The company officer

has a green light to organize an aggressive interior offensive attack (position/function).If however, the engine company arrives in the middle stages of a fire. The company officer

has a yellow light. The fire is in the end stage of offensive which is about to become

defensive. The company officer should be cautious about extending an interior offensiveattack (is there time to be proactive?). If however, the engine company arrives in the later

stages of a fire. The company officer has a red light and should organize an exterior

defensive attack, outside the collapse zone (position/function).

The forecasting scale is also useful when companies are currently operating in interior

offensive attack positions. If, for example, crews entered during the early stages of fire (green

light/offensive) and now the fire has progressed to more advanced stages (yellow

light/marginal), command should forecast the next stages of fire (red light/defensive).Command must now make the decision to transition the strategy from offensive to defensive

and remove interior personnel if conditions do not rapidly improve.

The ongoing use of this standard actions for standard conditions evaluation approachcontinually converts actual incident outcomes into the "experience bank." The "experience

bank" collects the pieces and parts of incidents that are similar and recurring, and connects

them to standard organizational responses that effectively handle those conditions.

8Those standard organizational responses become almost automatic wherever those conditions

are encountered. This automatic response to stuff we know about gives the IC the capability to

quickly deal with the "knowns" and then concentrate on the special, unusual stuff we do notknow about (yet).


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Communications3rdFunction of Command

Henderson Fire Department

Incident Command Training

Objectives

Describe the general requirements for effective communications Identify the available radio channels Name the correct unit designations Define and execute required reports Identify the 7 Fire ground bench marks Explain the difference between Emergency Traffic and Mayday Explain The difference between Withdrawal & Abandon the building Describe the role that SOPs, communication training and organizational management

play in the communication process.

Identify the different forms of incident communications Understand the responsibilities of all the communication participants. Describe the different roles of the IC, Division/Groups & Companies to maintain

effective communications

Define the ICs role in controlling communications Explain the components of the Communications IC Checklist

Major Goal

The Incident Commander will initiate, maintain and control the communications process.

Competencies

Use communication SOP

Start/control communications upon arrival with Brief Initial Report

Use effective communication techniques to keep everyone connected

Use organizational chart as communication flow plan

Use companies and Divisions/Groups as communications partners

Maintain a clear controlled voice

Listen critically understand communication difficulties from tough operating positions

Mix and match forms of communications


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Coordinate timely progress reports

Maintain communication availability answer on first call

Utilize standard order model

Keep communications simple: task/location/objective

Utilize CP position and staff to help communications

Center communications around tactical benchmarks primary all clear, knockdown,

loss stopped

Project a good radio image

Overview

Our favorite incident problem Jumping on communications as the major problemwhen things go wrong is fairly predictable, and happens a lot. It should be a strongindicator of how critical effective communication is to virtually everything that occurs

during the incident operations. The fact that communications is our favorite incident

problem, and the fact that it is so easy and familiar to blame confusing stuff oncommunications, shows the importance of having a strong, well practiced

communications package.

Must Standardize As an organization we must decide on the critical information thatneeds to be communicated on the emergency scene in order to support effective strategic

decisions. Good decisions cannot be made without good information. Standardizing our

techniques, vocabulary, reports and designations will ensure all are on the same page andsupport safe decisions at every level.

The ICs primary tool for effectiveness In a very practical sense, the ICs ability toeffectively maintain and control the communication process regulates the ICs ability to

command the operation. If the IC cannot maintain two way communications with the

various pieces and parts of the incident organization then he/she is not in control.

Connects all participants Effective on scene communication provides the connectionbetween the Strategic level IC, the Tactical level Division/Groups, and the Task level of

the workers. Communications also becomes the ICs link to the outside world throughdispatch.

Critical for scene safety Communication effects our strategy, tactics, tasks, andaccountability. By not maintaining good communication discipline we are increasing the

hazards on the emergency scene.


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Standard Communication System Elements

Our organization must maintain a standard set of elements to consistently pull off good incident

communications. These elements will help to eliminate the communication problems that canoccur during difficult scene conditions. The time invested in the organization of emergency

communications prior to the call for service will pay off in a big way on game day.

SOPs A written, communication game plan is an essential part of the overall incident-management SOP package. SOPs are particularly critical to incident communications

because they give us a fighting chance to plan and develop the best communications plan,an outline for training, and the basis to reinforce and commend good communication

performance. SOPs also serve to pinpoint problems when they occur. These procedures

provide us with a practical set of how-to communication guidelines. These guidelinesgive us a standard organizational approach and the foundation to stop repeating mistakes.

Training Once the plan and procedures are identified our organization must provideinitial and on-going training based on the communication SOPs. A combination ofreviewing actual incident communication to commend good performance and to coach

through communication problems, along with continual review of communicationprocedures, becomes a very practical method to improve our capability. Tacticalsimulation is an extremely effective approach to develop effective communication skills.

Organizational Management Communications often becomes the fall guy fororganizational problems. Whenever there is a breakdown in the incident organization or

discipline, there is a great probability that it will manifest itself as a communication

problem. For example, continually beating up a Division/Group Officer because he/she

cannot effectively communicate with the eighteen companies assigned to thatDivision/Group is ridiculous and will not fix the problem. First fix the span of control

problem and the communications returns back to normal. Another example would be if

individuals or companies continually bypass their supervisor and communicate directlywith command. This can create confusion and lack of accountability. Once again fix the

unity of command problem and communications is improved.

Equipment Effective incident communications results from a match of good systemdesign, effective ongoing maintenance, and well trained/organized/disciplined players,

not from fancy communication equipment.

Communication Channels Incident communications can quickly breakdown when on-line radio traffic overloads the channel. Multiple radio frequencies give the IC the

critical capability to build a radio network to fit a larger and more complex organizationin fast moving, expanding situations. In larger complex incidents the IC should consider

moving large Divisions/Groups and especially Branches to their own channels. This

allows the IC to maintain an effective span of control. The repeat test is a goodindication of the ICs communication control level: if the IC starts asking for the radio

traffic to be repeated they are probably overloaded. With the potential for a multi-agency response, all local departments must have the channel capability to communicate

with each other.


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Communications SOP HFD primary dispatch/communication channel is Z7 Battalion 9 Z7 Tac 3 will be the first tactical channel utilized for significant incidents. The additional tactical channels available to the IC are:

Tac 4 Tac 5 Tac 6 Tac 7 utilized for level 2 staging Tac 8

Standard Language Per Communications SOP: Clear text will be used. Codes will beavoided if possible.

Techniques While the communication system involves lots of hardware and software,the most critical element continues to be the humans who actually use it. TheCommunication SOP states under Radio Communication Techniques: Before

transmitting know what you are going to say. Personnel must use a calm clear voice.

Speak slowly and position your mouth 1-3 inches away from the radio. Be concise. Only

utilize radio traffic for pertinent information. Prioritize your messages. Do not use up

valuable air time with unimportant messages and insignificant details. Transmit criticalmessages first. Do not interrupt unless you have Emergency Traffic.

Forms of Incident Communications

There are four basic forms of incident communications. The IC and the incident response team

must use a combination of these approaches to maintain command effectiveness.

Face to Face This is the best communications form because the participants cancombine a variety of verbal and nonverbal interpersonal methods. We can evaluate facial

expressions, gestures, and body language to see if the message is being received

correctly. Detailed specific questions can be asked and answered immediately. Face toface communication is obviously limited to the range of up close personal contact.

Whenever critical strategic or tactical orders are given in a face to face form, the IC mustassure that other remote Divisions/Groups or companies are informed of decisions that

will affect them.

Radio Radios provide a remote verbal communication capability. The advantage isspeed and the ability to communicate with many different people over a large area. The

main disadvantage is that its one dimensional voice only. Radio communication,

given its instant remote capability, becomes the principle tool the IC uses to connect withthe incident organization/resources.

Per Communications SOP:1. Radio Communication Format The Henderson Fire Department will

utilize the Hey you, its me format. Example; Control this is Engine

95

2. Order ModelAlong with the Hey you its me format, the OrderModel will also be followed. The Order Model states that before a

message is sent the receiver must indicate they are ready to listen, and

then after it is given they must briefly restate the message to insure clarity.


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Example; Command this is Fire Attack Command by We have

water on the fire and a knock down. We will be continuing our primary

search Command copies you have water on the fire and a knock down

and you will be finishing your primary.

3. Radio EtiquetteA professional and courteous demeanor will bemaintained during radio communication. Foul language, sarcasm, insults

and horseplay will not be allowed. The primary channels of Z7 B9 & Z7

Tac 3 will not be utilized for any communication outside of emergency ops

and official fire department business.

Electronic Support Our mobile computer terminals play a big role in ourcommunication process. They provide on line dispatch and tactical information, as well

as mapping and directions. They enable us to eliminate an abundance of radio traffic;

acknowledge dispatch, en-route, arrived etc. They also provide many research resources

at our fingertips; Cameo, ERG, EMS protocols, phone numbers etc. Our cellular phonesalso provide a major advantage for day-to-day, emergency incident communications.

Their use can relieve crowded radio channels for some types of messages particularly

those involving other agencies, responsible parties, and others in the outside world.Phones are more private for sensitive confidential messages. Cell phones are a major

customer service tool. They create the capability for the customer to connect withrelatives, friends, and other support people.

Standard Operating Procedures SOPs create the structure for our organization todecide how we will describe standard conditions and actions and the words we will use inparticular situations. This approach greatly reduces the difficulties in communicating

routine conditions/actions. Critical analysis of incident operations during the critiqueprocess will produce many opportunities to streamline the communications process. This

approach creates a high level of predictability and confidence, eliminates a lot of routine

radio traffic, and frees communication space for more critical traffic. For example: the

SOP for the standard structure response states that the first engine, truck, rescue and

Battalion Chief will go directly to the scene. All other units will stage uncommitted oneblock from the scene. That is a lot of information that has already been decided

beforehand, and will not need to be communicated on valuable radio time.

Communication Participants

The IC must somehow orchestrate an ongoing combination of standard communication activities

among all the participants that are actively involved with the incident. Each operates with their

own special set of needs, capabilities, and challenges. This requires a strong, well practiced,

procedure based communications plan and positive functional relationships among theparticipants. While communications in and of itself does not put water on the fire or patch up the

wounded, in most cases, the overall outcome of the incident is directly related to the quality ofthe communications. Simply Good communications = good outcome; Bad communications =lousy outcome.

Dispatch Dispatchers are in the very best (cleanest) communications position amongall participants. They have direct access to the most powerful and sophisticated

communications equipment and are in the best listening and talking position. Dispatch

can help the team in conducting effective communications by listening critically,repeating transmissions that dont come through clearly, and assisting players that are


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having trouble connecting with each other during difficult communication times. It iscritical that dispatch personnel understand the Incident Management System before the

event occurs, and then become quickly integrated into the incident operation as it

progresses. As per Communications SOP: The responsibility to control

communications will remain with dispatch until the first fire department unit arrives on

scene. The responsibility for controlling communications will then go to the IC. If at

anytime communications are out of control the dispatcher or the IC must regain control

immediately to insure all personnel are accounted for and the correct information is

being conveyed. The IC outranks everyone on scene so he/she can tell all personnel tostand by, until they regain communication organization.

IC The Incident Commander operates on the strategic level and deals with incidentevaluation, decision making, assignments, operational control, and revision to manage the

overall strategy and the incident action plan. Every command function depends upon

effective communications. Our organizations communication plan must state inadequate detail, how the initial command-communication system will operate based

simply on who arrives first. Remember, the first arriving fire department unit is in

command. It must then be clear what the first arriver will say, and how those who comein behind the first arriver will integrate into the plan. Enormous communication

problems occur when the basic front-end command process gets screwed up, and we endup with lots of responders with no command, or multiple ICs. As stated in both theCommunications SOP EM-38 and the Incident Command SOP EM-02: The first fire

department member or unit to arrive on scene will assume command of the incident.

They will provide a Brief Initial Report to activate this process. The initial incident

commander will remain in Command until Command is transferred or the incident is

stabilized and terminated.

The first arriving company officer Incident Commander has several options,based on incident conditions. He/she can be mobile in an investigation or fast

attack mode, or select a command mode and create a stationary command

post. These two different positions (inside or outside the command post)become a big deal, particularly as they affect the ICs communication

capability. Both positions have an upside and a downside. The fast attackmode gives the capability to quickly capture control of an offensive incident

problem while it is the youngest and most controllable. The fast attack

disadvantage is that the ICs communication capability is limited by theirprotective gear, their personal physical involvement with the attack, and close

proximity to the noisy action. Also they are in a position where many have

direct face to face contact with them. All this can become a major distraction.Fast Attack Command operations should not last long and are generally

limited to the IC coordinating only two to three units. Command should either

be transferred or move to an outside command post. Simply, the IC cannoteffectively run a rapidly expanding incident from the fast attack commandposition.

When the IC selects the Command Mode and creates a Command Post, he/sheis separated from the direct action. The communication process itself

becomes the ICs primary tool. Locating and staying in the Command Post

absolutely connects the IC to the communications process and creates adependence on electronic stuff, communication SOPs, operational

organization, and workers to complete the functions of command. The


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advantage of maintaining an inside, command post position is theestablishment and maintenance of a strong command ability to communicate

with his/her resources. This communications capability is really the only tool

the IC has to get the tasks accomplished that are required to solve the

customers problem. In a very active sense (for the IC), being in control reallymeans to effectively communicate.

The local day-to-day response system must effectively integrate theinside/outside communication positions to make them complimentary and notcompetitive. The initial-arriving officer can (in offensive situations) initiate

standard fast attack communications from a mobile position, and when theBattalion Chief (or another officer if needed) arrives he/she can back up the

fast initial attack from an improved communications position inside their

command vehicle. This approach is simple and combines the best of both

inside/outside worlds.

Command Support Staff (Division/Groups) In order for the IC to make safe andeffective strategic decisions he/she must be able to receive good information from all thecritical areas of the incident. This is accomplished by establishing geographical

Divisions and functional Groups to cover the entire incident and to organize, manage, andmaintain an effective span of control. The assignment of this support staff is how the ICconnects the evaluation process (by Division/Group Supervisors), to the strategic

decision making process. Division/Group assignments are remote and decentralized from

the IC so they can directly supervise the tasks and actions required and can evaluate andrelay real time information about progress or problems to the IC.

Standard communications between the IC and the Division/GroupSupervisors are used initially to establish the Division/Group and

generally include a location, function, objective and resources assigned to

that Division/Group. Ongoing communications between the IC and the

Division/Group is used to maintain and exchange an awareness and statusof the position and progress in completing the tasks required.

Division/Group Supervisors should utilize a lot of face-to-facecommunications within their Division/Group. Radio communications

should be limited, as much as possible, to communicate with command orcoordinate with other Divisions/Groups.

The Incident Management System is designed to place the IC in a goodcommand post communications position to help the Divisions/Groups

operating in active, exposed, and many times dangerous positions,

communicate effectively and operate safely.

Operating Units (Companies) Companies or personnel who are assigned toDivision/Groups or to complete specific tasks are the action part of the action plan. This

is where the work actually gets done and the problem gets solved. The entirecommunication system is in place to support these troops who are operating closest to the

problem/action in the most difficult/dangerous position and in the toughest

communications spot. Working teams are generally not in any sort of idealtalking/listening spots, so they stay connected and communicate physically inside the

team usually with a lot of yelling, shouting, hand signals, pointing, pushing, pulling,


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grabbing etc. Another task level communications characteristic is that operating teamsare many times in position and working on fast-and-dirty problems that are highly urgent.

They are simply very busy in an attempt to solve their part of the incident problem. They

are not much inclined to do a lot of fancy communications during the heat of battle.

Based on these conditions the IC deals directly with the company officer or theDivision/Group supervisor.

Our safety-survival approach is that crews that go in together, stay together andcome out together. When crew members working in the hazard area cannotdirectly connect and communicate with one another (vision, voice, touch) they

must be considered disconnected from the team, and dealt with as being lost untilthey are accounted for. Effectively connected simply means being able to

communicate with one another.

Other Agencies Incident support and assistance is routinely provided by differentagencies based on the nature and needs of the event. Outside agencies should be

specially called based on requests from the IC, or dispatched automatically based on

prearranged dispatched procedures. Dispatch is generally in the best position to triggerthe initial agency response, based on reported conditions or requests from the IC. The IC

may utilize a liaison or have the outside agency supervisor report to the command post tocoordinate efforts and communication.

Maintaining Communications

A big part of ongoing incident control is somehow keeping the three basic management system

levels (strategic/tactical/task) effectively connected. This means that the task level has an

awareness and confidence that both the IC is open for business, and operating on a strategiclevel, and that their tactical level Division/Group boss is effectively in place. Operational control

also means that the IC and the Division/Group Supervisors maintain and never lose, a connected,

on-line awareness of the position, function and safety of the task level operating units that areworking in the hot zone.

The ICs Role Get things going- The IC gets the operation started by communicating important

information to the other players. The IC decides on the overall strategy and actionplan, gives specific orders for operating units to go to work, and then establishes

Divisions/Groups to directly support, supervise, and report on that work. The

emphasis in the initial communications is on the IC vocalizing what he/she wants

accomplished. The IC is effective to the extent that he/she can transmit clear simple

understandable directions and objectives. Initial and ongoing communications shouldbe centered around the tactical benchmarks getting a primary all clear,

knockdown, and loss stopped. Once the operation is set up (responders arriveand are assigned) the IC begins to receive feedback in the form of reports of

conditions that are present, on problems that are being encountered, progress being

made, and the need for more resources or coordination. Incident operational successis dependent on this feedback.

Balance talking/listening - As the operation goes on the IC must balance talking andlistening. Critical listening should ideally occur 50% of the time. During the most


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active stages of the operation, the IC must use the physical and electronic advantagesof the command post to support and coordinate incident communications.

Control Communications- The IC must control communications not so much sothat he/she can talk, as to use the position capability to help those in difficultoperational positions. The IC outranks everyone else so he/she can tell blabmasters to

stand by. The IC must understand that Division/Groups and companies are on the

most active operational level of the incident organization, and realize how this

impacts their ability to communicate. The IC must use the communicationsadvantage of the command post to balance (hopefully help overcome) the

environmental and operational disadvantages that go with the hazard zone workers.

For example if an operating unit has only 30 percent communication capability, theIC and the rest of the system must make up the other 70 percent. The IC does this by

taking advantage of the command post position and environment, being continuously

available to respond (receive and transmit), and using the command team ascommunication helpers to maintain control.

Be available to communicate- Operational control relies greatly on the IC ability tobe available to communicate. If an operating unit tries to contact the IC and there is

no answer, they will generally make one or two more attempts. If these tries fail, theywill go back to work, choosing action and skipping communications. If action

without communication goes on long enough, the free-enterprise process takes over,and the IC eventually losses overall control. The very critical bottom line of IC

communications availability is for the IC to (ideally) answer incoming

communications on the first radio call. The IC loses the ability to answer on the first

radio call when:

1. There is excessive radio traffic typically caused by the IC not building theorganizational structure fast enough. Simply more responders attempt totalk with IC on the radio than he/she can answer and their span-of-control

is out of balance.2. Too many people have face to face access to the IC. Refining command

team procedures and routines is the solution to this dilemma. The Deputy

IC can handle most, if not all, of this face to face traffic while the IC stays

available to communicate with hazard zone personnel.

3. Radio discipline goes away and everyone is trying to talk in anuncontrolled way. Combining organizational and communication

structures on how and to whom everyone should communicate - based on

span of control will help to solve this problem.4. When someone gets outside the regular communication plan and

communicates directly to the IC. This is generally resolved by the IC

directing the free spirit to report to his/her boss.5. The IC stops acting like an IC and leaves the Command Post. When the

IC becomes distracted and gets aerobic (outside the command post),

he/she becomes, essentially just another field unit with all thecommunication disadvantages that naturally occur outside the command

post. The command post is not perfect, but it is the best shot the IC has to

stay connected to operating resources.

6. The IC loses mental concentration. It is an ongoing challenge for the ICto maintain an absolutely current awareness of incident conditions,


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resource position/function/status, and the ability to quickly respond totheir needs.

Division/Group Reporting Command Partners- In the initial stages of operations the IC will assign and

directly supervise responders as they arrive. As the incident goes on and more

companies arrive, the IC will begin to assign Division/Group Supervisors to

various positions and functions. These officers become command partners, andhelp the IC to build an effective organization, and to maintain a manageable span

of control. This will limit the number of personnel the IC will communicate with.Division/Group officers receive tactical assignments and resources from the IC

and directly manage companies assigned to their Division/Group. Division/Group

Supervisors should use face to face communication whenever possible within

their area, and try to limit radio traffic for required reports. Division/Groupofficers are usually near the action and noise. They need to be with their

companies and dressed like the workers.

Managing Multiple Crews within the Division/Group When multiple crewsare assigned to a Division or Group, the Division/Group Supervisor will utilizetheir unit number for communication and accountability. Example: E99, E98,E95 all assigned to Bravo Exposure.

Utilize Standard Reports - These Supervisors will primarily utilize the standardreports outlined in the Communication SOP to relay information to command.

1. Roof Report2. Triage Report3. In-Transit Report4. C.A.A.N. Report5. Completion Report6. Exception Report7. Personnel Accountability Report

Emergency Traffic The majority of incident scene communications are conducted withnormal radio etiquette If you have something to say you wait your turn. For occasionswhen someone has something urgent to report, this routine communications model does

not work. Any situation that deals with urgent safety information, changes in the strategy,

or other urgent information takes priority in the communication process. This isaccomplished with Emergency Traffic.

Per Communications SOP: The Emergency Traffic

8 functions complete

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