introduction to the incident command system

Slide 5-11

INTRODUCTION TO INTRODUCTION TO THE INCIDENTTHE INCIDENT

COMMAND COMMAND SYSTEMSYSTEM

Slide 5-22

OBJECTIVEOBJECTIVE

Define the need for a Define the need for a management system to be management system to be used at emergency used at emergency incidents and demonstrate incidents and demonstrate how ICS can be applied as how ICS can be applied as an effective emergency an effective emergency management system.management system.

Need for aNeed for aManagementManagement

SystemSystem

History of ICSHistory of ICS

Development of Development of Regulations and Regulations and

StandardsStandards

Module 5Module 5OverviewOverview

Slide 5-33

OBJECTIVEOBJECTIVE

Define the five ICS Define the five ICS functions, Command functions, Command Staff positions, and Staff positions, and Staging.Staging.

The Five ICS The Five ICS Functional AreasFunctional Areas

Command Staff Command Staff PositionsPositions

StagingStaging

Slide 5-44

OBJECTIVEOBJECTIVE

Define the role of the Define the role of the Incident Commander Incident Commander (IC) and the importance (IC) and the importance of the CO as initial IC.of the CO as initial IC.

The Incident The Incident Commander's Commander's

RoleRole

Slide 5-55

OBJECTIVEOBJECTIVE

Given a scenario, Given a scenario, establish an effective establish an effective ICS organization to ICS organization to manage the initial phase manage the initial phase of the incident.of the incident.

Using ICS Using ICS EffectivelyEffectively

DivisionsDivisions

And GroupsAnd Groups

Slide 5-66

NEED FOR A NEED FOR A MANAGEMENT MANAGEMENT

SYSTEMSYSTEM

Slide 5-77

Successful organizations are Successful organizations are managed in a professional managed in a professional manner.manner.

True for all types of organizations.True for all types of organizations.

• Business.Business.

• Military.Military.

• Sports.Sports.

• Firefighting.Firefighting.

Slide 5-88

• Coordinate efforts.Coordinate efforts.• Not all have the same skills.Not all have the same skills.• Needs to concentrate.Needs to concentrate.

Managing emergencies is muchManaging emergencies is much

like a team sport.like a team sport.

Slide 5-99

• Risk of death.Risk of death.

• Reduce damage.Reduce damage.

• Critical decisions.Critical decisions.

• Provide highest level of service.Provide highest level of service.

Need is greater for emergency incidentNeed is greater for emergency incidentto be managed in a professionalto be managed in a professionalmanner.manner.

Slide 5-1010

• Safety.Safety.• Reduce confusion.Reduce confusion.• Coordinate.Coordinate.

An emergency does not exclude the An emergency does not exclude the need for professional management.need for professional management.

Slide 5-1111

Elements Of An Effective Elements Of An Effective Incident Management SystemIncident Management System

• Suitable for use regardless of Suitable for use regardless of jurisdiction or agency involved.jurisdiction or agency involved.

• Adapt to an incident regardless Adapt to an incident regardless of type of complexity.of type of complexity.

Slide 5-1212

• Acceptable to users.Acceptable to users.

• Readily adaptable to new Readily adaptable to new technology.technology.

• Expand in a logical manner.Expand in a logical manner.

Slide 5-1313

• Basic common elements.Basic common elements.• Least possible disruption to existing Least possible disruption to existing

system.system.• Ensure low operational maintenance Ensure low operational maintenance

costs.costs.

Slide 5-1414

ICS as a Management SystemICS as a Management System

• Manageable span of control. Manageable span of control. "Number of subordinates one "Number of subordinates one supervisor can manage supervisor can manage effectively."effectively."

• Allows for delegation.Allows for delegation.

Slide 5-1515

ICS as a Management SystemICS as a Management System• Ensures unity of command.Ensures unity of command.• Provides standard set of terms.Provides standard set of terms.• Lines of authority provide for Lines of authority provide for

lines of communication.lines of communication.• All-risk design.All-risk design.

Slide 5-1616

ICS as a Management SystemICS as a Management System

• Suitable for "everyday" use.Suitable for "everyday" use.

• Provides for safety of personnel.Provides for safety of personnel.

• Modular expansion.Modular expansion.

• Improved resource utilization.Improved resource utilization.

Slide 5-1717

HISTORYHISTORYOF ICSOF ICS

Slide 5-1818

ICS originated as a result of ICS originated as a result of major wildland fires.major wildland fires.

• Coordination and management Coordination and management problems.problems.

• Command was not clearly Command was not clearly defined.defined.

• Communication problems.Communication problems.• Resources not fully utilized.Resources not fully utilized.

Slide 5-1919

Responsible agencies formed Responsible agencies formed FIRESCOPE to identify solutions.FIRESCOPE to identify solutions.

• Was the first generation of ICS.Was the first generation of ICS.

• Evolved into an all-risk system.Evolved into an all-risk system.

Slide 5-2020

Fireground Command (FGC)Fireground Command (FGC)

• Developed by Chief Alan Developed by Chief Alan Brunacini.Brunacini.

• Same management principles as Same management principles as ICS.ICS.

• For use in structural For use in structural firefighting.firefighting.

Slide 5-2121

National Fire Academy (NFA) National Fire Academy (NFA) Model SystemModel System

• National Curriculum Advisory National Curriculum Advisory Committee.Committee.

• Proposed ICS be an all-risk system.Proposed ICS be an all-risk system.

• Model for agencies wishing to adopt Model for agencies wishing to adopt ICS.ICS.

Slide 5-2222

HISTORY OF THE HISTORY OF THE INCIDENT COMMAND INCIDENT COMMAND

SYSTEMSYSTEM

Slide 5-2323

• Devastating wildland fires in Devastating wildland fires in Southern California in early Southern California in early 1970's1970's

• Examining various aspects Examining various aspects concerning interagency response concerning interagency response to incidentsto incidents

DEVELOPMENT OF DEVELOPMENT OF INTERAGENCY INCIDENT INTERAGENCY INCIDENT MANAGEMENT SYSTEMMANAGEMENT SYSTEM

Slide 5-2424

• FFireire• RESRESources ofources of• CCaliforniaalifornia• OOrganized forrganized for• PPotentialotential• EEmergenciesmergencies

FIRESCOPEFIRESCOPE

Slide 5-2525

• Developed by the wildland Developed by the wildland community to provide a common community to provide a common systemsystem

• Includes six agenciesIncludes six agencies

• Consists of fire major subgroupsConsists of fire major subgroups

NATIONAL INTER-AGENCY NATIONAL INTER-AGENCY INCIDENT MANAGEMENT INCIDENT MANAGEMENT

SYSTEM (NIIMS)SYSTEM (NIIMS)

Slide 5-2626

• InconsistenciesInconsistencies

• Effective commandEffective command

• Reduce confusionReduce confusion

NEED FOR A SINGLE NEED FOR A SINGLE INCIDENT COMMAND INCIDENT COMMAND

SYSTEMSYSTEM

Slide 5-2727

• Created in 1990Created in 1990• Determine what ICS would look like in the Determine what ICS would look like in the

futurefuture• Consists of leaders and representatives Consists of leaders and representatives

from most major fire service organizations from most major fire service organizations and Federal agenciesand Federal agencies

• Model Procedures Guide for Structural Model Procedures Guide for Structural FirefightingFirefighting

NATIONAL FIRE SERVICE INCIDENT NATIONAL FIRE SERVICE INCIDENT MANAGEMENT CONSORTIUMMANAGEMENT CONSORTIUM

Slide 5-2828

• Adopted FIRESCOPE ICS in Adopted FIRESCOPE ICS in 19801980

• Incorporated material into its Incorporated material into its training curriculatraining curricula

NATIONAL FIRE ACADEMYNATIONAL FIRE ACADEMY

Slide 5-2929

Other FIRESCOPE model Other FIRESCOPE model Incident Command System Incident Command System

applications include applications include Multicasualty Multicasualty

Hazardous Materials Hazardous Materials Urban Search and RescueUrban Search and Rescue

Slide 5-3030

Federal Emergency Federal Emergency Management Agency Management Agency

formally adopted formally adopted FIRESCOPE ICS as the FIRESCOPE ICS as the incident management incident management

system for any Federal system for any Federal response.response.

Slide 5-3131

Each emergency management Each emergency management system based on sound system based on sound management principles.management principles.

• Safety of personnel.Safety of personnel.• Coordinate activities.Coordinate activities.• Clear lines of authority.Clear lines of authority.• Effective use of resources.Effective use of resources.• Unity of command.Unity of command.• Span of controlSpan of control

Slide 5-3232

DEVELOPMENT OF DEVELOPMENT OF REGULATIONS AND REGULATIONS AND

STANDARDSSTANDARDS

Slide 5-3333

Success of ICS has led to its Success of ICS has led to its inclusion in a variety of inclusion in a variety of regulations and standards.regulations and standards.

• Used nationally.Used nationally.

• Use at all emergencies.Use at all emergencies.

• OneOne common management common management system.system.

Slide 5-3434

Occupational Safety and Occupational Safety and Health Administration Health Administration

(OSHA) and the (OSHA) and the Environmental Protection Environmental Protection

Agency (EPA) require use of Agency (EPA) require use of ICS for hazardous materials ICS for hazardous materials

incidents.incidents.

Slide 5-3535

NFPA Standard 1500:NFPA Standard 1500:Fire DepartmentFire DepartmentOccupational Safety and Occupational Safety and Health ProgramHealth Program

Slide 5-3636

NFPA Standard 1561:NFPA Standard 1561:Fire Department EmergencyFire Department EmergencyManagement SystemsManagement Systems

Slide 5-3737

USING ICSUSING ICSEFFECTIVELYEFFECTIVELY

Slide 5-3838

Understanding How to Use Understanding How to Use The SystemThe System

• Organizational charts do not Organizational charts do not put out fires--well-managed put out fires--well-managed firefighters do.firefighters do.

• ICS provides numerous ICS provides numerous subordinate positions.subordinate positions.

Slide 5-3939

Think of ICS Organization As Think of ICS Organization As A ToolboxA Toolbox

• You don't need every tool.You don't need every tool.

• Only delegate those positions Only delegate those positions that will help do the job.that will help do the job.

• Know what positions will help.Know what positions will help.

Slide 5-4040

Importance Of First-in Importance Of First-in Officer As Initial ICOfficer As Initial IC

• "What starts bad--stays bad.""What starts bad--stays bad."• First-in officer organizes First-in officer organizes

incident.incident.• If well organized, it is easier to If well organized, it is easier to

expand the organization if expand the organization if needed.needed.

Slide 5-4141

The CO's Role When The CO's Role When Not The ICNot The IC

• First-arriving CO may act as First-arriving CO may act as initial IC until command can be initial IC until command can be passed. passed.

• Not first-in may be assigned to Not first-in may be assigned to subordinate positions.subordinate positions.

• CO's CO's mustmust understand the understand the system if they are to do an system if they are to do an effective job.effective job.

Slide 5-4242

THE FIVE ICSTHE FIVE ICSFUNCTIONALFUNCTIONAL

AREASAREAS

Slide 5-4343

COMMANDCOMMAND

OPERATIONSOPERATIONS PLANNINGPLANNING LOGISTICSLOGISTICS FINANCEFINANCE

Slide 5-4444

COMMANDCOMMAND

• Responsible for overall management.Responsible for overall management.• Establishes the strategy and tactics.Establishes the strategy and tactics.• Responsible for firefighter safety.Responsible for firefighter safety.• Responsible for success of incident activities.Responsible for success of incident activities.• Filled by IC.Filled by IC.• Established at every incident.Established at every incident.

Slide 5-4545

• Accomplishes strategy that command Accomplishes strategy that command develops by meeting the tactical objectives.develops by meeting the tactical objectives.

• Directs all tactical operations.Directs all tactical operations.

• Assists in the development of action plan.Assists in the development of action plan.

COMMANDCOMMAND

Slide 5-4646

• Collects and evaluates information.Collects and evaluates information.

• Forecasts probable course of events.Forecasts probable course of events.

• Prepares alternative strategies.Prepares alternative strategies.

COMMANDCOMMAND

Slide 5-4747

• Provides services and supplies.Provides services and supplies.

• Fills the "Supply Sergeant" role.Fills the "Supply Sergeant" role.

COMMANDCOMMAND

Slide 5-4848

CommandCommand

OperationsOperations PlanningPlanning LogisticsLogisticsFinance/Finance/

AdministrationAdministration

• Responsible for required fiscal documentation.Responsible for required fiscal documentation. • Provides financial planning.Provides financial planning.

Slide 5-4949

CommandCommand

OperationsOperations PlanningPlanning LogisticsLogistics Finance/Finance/AdministrationAdministration

Slide 5-5050

COMMANDCOMMANDSTAFFSTAFF

POSITIONSPOSITIONS

Slide 5-5151

Command Staff PositionsCommand Staff Positions• Enable the IC to better Enable the IC to better

managemanage the incident. the incident.

• Do Do notnot count when count when determining the IC's span of determining the IC's span of control.control.

Slide 5-5252

COMMANDCOMMAND

INFORMATION OFFICERINFORMATION OFFICER

LIAISON OFFICERLIAISON OFFICER

SAFETY OFFICERSAFETY OFFICER

Slide 5-5353

Safety Officer:Safety Officer: Responsible for monitoring and Responsible for monitoring and assessing safety hazards or unsafe situations and assessing safety hazards or unsafe situations and developing measures for ensuring personnel safety.developing measures for ensuring personnel safety.

COMMANDCOMMAND

Slide 5-5454

Safety OfficerSafety Officer• Appointed when IC cannot Appointed when IC cannot

adequately monitor hazards or unsafe adequately monitor hazards or unsafe conditions.conditions.

• Keeps IC informed as to existing or Keeps IC informed as to existing or potential safety hazards. Can take potential safety hazards. Can take immediate action to correct unsafe immediate action to correct unsafe acts.acts.

• Must have requisite background and Must have requisite background and knowledge.knowledge.

Slide 5-5555

Liaison Officer:Liaison Officer: Responsible for providing the Responsible for providing the point of contact and coordination for assisting point of contact and coordination for assisting agencies not involved in command functions.agencies not involved in command functions.

COMMANDCOMMAND

Slide 5-5656

Liaison OfficerLiaison Officer• Helps IC coordinate the efforts of Helps IC coordinate the efforts of

assisting agencies.assisting agencies.• Determine if Agency Determine if Agency

Representatives have Representatives have decisionmaking authority for decisionmaking authority for their agencies.their agencies.

• Helps each agency do what it does Helps each agency do what it does best.best.

Slide 5-5757

Information Officer:Information Officer: Responsible for the development of Responsible for the development of accurate and complete information regarding the incident accurate and complete information regarding the incident and to serve as the point of contact for the media.and to serve as the point of contact for the media.

COMMANDCOMMAND

Slide 5-5858

Information OfficerInformation Officer• Gets incident briefing and Gets incident briefing and

updates from IC for release to the updates from IC for release to the media.media.

• Establishes a press area.Establishes a press area.

• Provides for tours and photos.Provides for tours and photos.

• Arranges for media to speak with Arranges for media to speak with IC.IC.

Slide 5-5959

STAGINGSTAGING

Slide 5-6060

STAGINGSTAGING

COMMANDCOMMAND

STAGINGSTAGING

E-2E-2E-1E-1 E-3E-3

COMMANDCOMMAND

OPERATIONSOPERATIONS

STAGINGSTAGING

E-1E-1 E-3E-3E-2E-2

Slide 5-6161

StagingStagingDefinition: Staging is the location toDefinition: Staging is the location towhich resources report until given anwhich resources report until given anassignment.assignment.• Located close enough to the incident.Located close enough to the incident.• If IC has not determined an If IC has not determined an

assignment, report in the Staging Area.assignment, report in the Staging Area.• IC has time to determine proper IC has time to determine proper

assignments.assignments.

Slide 5-6262

StagingStaging• Provides a resource pool.Provides a resource pool.

• Keeps from turning the front Keeps from turning the front of the building into a parking of the building into a parking lot.lot.

• Does Does notnot count as part of the count as part of the IC's span of control.IC's span of control.

Slide 5-6363

Increases AccountabilityIncreases Accountability• Resources are prevented from Resources are prevented from

choosing their own assignment.choosing their own assignment.• Keeps companies and personnel Keeps companies and personnel

from freelancing.from freelancing.• Resources are tracked.Resources are tracked.• Controls personnel.Controls personnel.• Facilitates the formation of crews.Facilitates the formation of crews.

Slide 5-6464

Staging Area ManagerStaging Area ManagerResponsible for managing all Responsible for managing all activities within the Staging activities within the Staging area.area.

Slide 5-6565

Staging Area ManagerStaging Area Manager• First-arriving officer designated as First-arriving officer designated as

Staging Area Manager.Staging Area Manager.• Keeps track of resources.Keeps track of resources.• Updates IC. Updates IC. • Maintains minimum resource level.Maintains minimum resource level.• Responds to requests for personnel.Responds to requests for personnel.• Reports to IC.Reports to IC.

Slide 5-6666

THE INCIDENTTHE INCIDENTCOMMANDER'SCOMMANDER'S

ROLEROLE

Slide 5-6767

Safe and effective incident Safe and effective incident operations require that someone operations require that someone be in command.be in command.

• If one person does not assume If one person does not assume command--the incident does.command--the incident does.

• Responsibility for incident Responsibility for incident management and firefighter management and firefighter safety.safety.

• IC establishes the strategy and IC establishes the strategy and tactics.tactics.

Slide 5-6868

Responsibilities not Responsibilities not delegated by the IC are delegated by the IC are retained by the IC.retained by the IC.

Without delegating, IC can Without delegating, IC can quickly exceed effective span of quickly exceed effective span of control.control.

Slide 5-6969

The CO's Responsibility The CO's Responsibility As Initial ICAs Initial IC

• Do a thorough size-up.Do a thorough size-up.

• Identify strategy and select Identify strategy and select tactics.tactics.

• Develop initial action plan.Develop initial action plan.

• Implement the action plan.Implement the action plan.

Slide 5-7070

The CO's Responsibility The CO's Responsibility As Initial ICAs Initial IC

• Coordinate incident resources.Coordinate incident resources.• Modify action plan as needed.Modify action plan as needed.• Call for additional resources if Call for additional resources if

needed.needed.• Maintain command until it can be Maintain command until it can be

passed or transferred.passed or transferred.• Be prepared to fill a subordinate Be prepared to fill a subordinate

position.position.

Slide 5-7171

Refers to the number of personnel Refers to the number of personnel who are reporting to any given who are reporting to any given individual.individual.

SPAN-OF-CONTROLSPAN-OF-CONTROL

Slide 5-7272

• Optimum in ICS is five.Optimum in ICS is five.

• Acceptable spread of two to Acceptable spread of two to seven.seven.

SPAN-OF-CONTROL (cont'd)SPAN-OF-CONTROL (cont'd)

Slide 5-7373

• Training/Experience level of Training/Experience level of subordinates.subordinates.

• Complexity of the incident.Complexity of the incident.

• Type of incident or timeframe of Type of incident or timeframe of the incident.the incident.

RATIOS CAN BE DRIVENRATIOS CAN BE DRIVEN BY A NUMBER OF BY A NUMBER OF

FACTORSFACTORS

Slide 5-7474

• Safety OfficerSafety Officer• Liaison OfficerLiaison Officer• Information OfficerInformation Officer• Staging Area ManagerStaging Area Manager

FOR SPAN-OF-CONTROL FOR SPAN-OF-CONTROL PURPOSES THE PURPOSES THE

FOLLOWING FUNCTIONS FOLLOWING FUNCTIONS AR NOT COUNTEDAR NOT COUNTED

Slide 5-7575

DIVISIONSDIVISIONSAND AND

GROUPSGROUPS

Slide 5-7676

Establishing DivisionsEstablishing Divisionsor Groupsor Groups• Most incidents handled with Most incidents handled with

individual assignments to each individual assignments to each company or tactical unit.company or tactical unit.

Slide 5-7777

Time: 0245 hoursTime: 0245 hoursConditions: Fire on 1st Conditions: Fire on 1st floor possible victims on floor possible victims on 2nd floor2nd floor

Slide 5-7878

ENG 1ENG 1(Fire Attack)(Fire Attack)

ENG 2ENG 2(Search & Rescue)(Search & Rescue)

TRUCK 1TRUCK 1(Ventilation)(Ventilation)

Slide 5-7979

When number of companies When number of companies involved exceed IC's span of involved exceed IC's span of control, IC needs a means of control, IC needs a means of maintaining a manageable maintaining a manageable level.level.

Slide 5-8080

Additional resources Additional resources called: E:3, E-4, T-2called: E:3, E-4, T-2

Slide 5-8181

ENG 1ENG 1(Fire(FireAttack)Attack)

ENG 2ENG 2(Search(Search& Rescue)& Rescue)

TRK 1TRK 1(Vent.)(Vent.)

Slide 5-8282

Divisions and/or Groups Divisions and/or Groups likely to be first-line likely to be first-line positions delegated by IC.positions delegated by IC.

Slide 5-8383

Divisions: An organizational Divisions: An organizational level responsible for operations level responsible for operations in a specified geographical area.in a specified geographical area.

Example: A Division may be responsible for Example: A Division may be responsible for operations on a specified floor of a building or operations on a specified floor of a building or a specified side or area of a structure.a specified side or area of a structure.

Slide 5-8484

Groups: An organizational level Groups: An organizational level responsible for a specified responsible for a specified functional assignment.functional assignment.

Example: A Group may be responsible Example: A Group may be responsible for search and rescue or for ventilation for search and rescue or for ventilation in the entire structure.in the entire structure.

Slide 5-8585

Slide 5-8686

INTERIORINTERIORDIVISIONDIVISION

VENTILATION VENTILATION GROUPGROUP

SEARCH &SEARCH &RESCUE GROUPRESCUE GROUP

ENG 1ENG 1

ENG 3ENG 3

ENG 2ENG 2

ENG 4ENG 4

TRK 1TRK 1

TRK 3TRK 3

Slide 5-8787

Relationship Between Relationship Between Divisions and GroupsDivisions and Groups

Same organizational level.Same organizational level.

Slide 5-8888

Groups' responsibilities may Groups' responsibilities may cross Division boundaries.cross Division boundaries.

Slide 5-8989

Divisions are responsible for Divisions are responsible for allall tactical operations in their assigned tactical operations in their assigned area that are notarea that are not assigned to a assigned to a group.group.

DIVISIONSDIVISIONS GROUPSGROUPS

Slide 5-9090

Managing Divisions and GroupsManaging Divisions and Groups

• Managed by Division or Group Managed by Division or Group Supervisors.Supervisors.

• Report directly to the IC.Report directly to the IC.• CO's may very well be assigned CO's may very well be assigned

role of a Supervisor.role of a Supervisor.• Initial IC can be reassigned.Initial IC can be reassigned.• CO's not first in may be assigned CO's not first in may be assigned

a Division or Group.a Division or Group.

Slide 5-9191

When creating a Division or When creating a Division or Group, the IC needs to Group, the IC needs to communicate to the Supervisorscommunicate to the Supervisors

• Area(s) they are responsible for Area(s) they are responsible for and tactics or objectives they and tactics or objectives they need to accomplish.need to accomplish.

• Resources they are assigned.Resources they are assigned.

• Their radio designation.Their radio designation.

Slide 5-9292

Responsibilities of Division and Responsibilities of Division and Group SupervisorsGroup Supervisors

• Ensure safety and survival.Ensure safety and survival.• Implement their assigned portion of Implement their assigned portion of

the incident action plan.the incident action plan.• Keep track of assigned resources.Keep track of assigned resources.• Anticipate the needs of personnel.Anticipate the needs of personnel.• Advise IC if meeting objectives.Advise IC if meeting objectives.• Coordinate with other divisions and Coordinate with other divisions and

groups.groups.

Slide 5-9393

• Gather and analyze information to Gather and analyze information to plan.plan.

• Issue orders.Issue orders.• Supervise operations.Supervise operations.

FIRE DEPARTMENTS' FIRE DEPARTMENTS' COMMUNICATIONS GUIDELINES COMMUNICATIONS GUIDELINES SHOULD INCLUDE REPORTING SHOULD INCLUDE REPORTING

INFORMATION TO:INFORMATION TO:

Slide 5-9494

• Assignment completedAssignment completed

• Additional resources requiredAdditional resources required

• Unable to complete the assignmentUnable to complete the assignment

• Special informationSpecial information

• Personnel Accountability ReportPersonnel Accountability Report

• Operational locationOperational location

TACTICAL LEVEL OFFICER SHOULD TACTICAL LEVEL OFFICER SHOULD COMMUNICATE THE FOLLOWING:COMMUNICATE THE FOLLOWING:

Slide 5-9595

• Imperative for the Incident Imperative for the Incident Commander to understand what is Commander to understand what is happening at an incident scene.happening at an incident scene.

• Once orders are given to Company Once orders are given to Company Officers, Group/Division Officers, Group/Division Supervisors, or Branch Directors, Supervisors, or Branch Directors, feedback is critical.feedback is critical.

PURPOSE OF PURPOSE OF COMMUNICATIONSCOMMUNICATIONS

Slide 5-9696

• Allow for effective decisionmaking.Allow for effective decisionmaking.

• Assist in prioritizing the Assist in prioritizing the commitment of resources.commitment of resources.

• Allow for effective refinement and Allow for effective refinement and revision of the action plan.revision of the action plan.

ESSENTIAL TO INCIDENT ESSENTIAL TO INCIDENT MANAGEMENTMANAGEMENT

Slide 5-9797

• Be timely, complete, and concise.Be timely, complete, and concise.

• Briefly detail where and what actions Briefly detail where and what actions have been completed.have been completed.

• Briefly detail where and what actions Briefly detail where and what actions are being undertaken.are being undertaken.

EFFECTIVE PROGRESS EFFECTIVE PROGRESS REPORTS SHOULDREPORTS SHOULD

Slide 5-9898

"Vertical ventilation will be completed in "Vertical ventilation will be completed in about 5 minutes. Horizontal ventilation of about 5 minutes. Horizontal ventilation of the fire floor is completed. Ventilation of the fire floor is completed. Ventilation of the floor above is just beginning."the floor above is just beginning."

FOR EXAMPLE, A VENTFOR EXAMPLE, A VENT GROUP GROUP SUPERVISOR ASSIGNED TO SUPERVISOR ASSIGNED TO

ACCOMPLISH VERTICAL AND ACCOMPLISH VERTICAL AND HORIZONTAL VENTILATION MAY HORIZONTAL VENTILATION MAY

PROVIDE A PROGRESS REPORT AS PROVIDE A PROGRESS REPORT AS FOLLOWS:FOLLOWS:

Slide 5-9999

In catastrophic events it is critical In catastrophic events it is critical that the progress of operations be that the progress of operations be conveyed to all General Staff conveyed to all General Staff functions on a timely basis.functions on a timely basis.

TIMING OF PROGRESS TIMING OF PROGRESS REPORTS:REPORTS:

Slide 5-100100

• Feedback is Critical to IC/OpsFeedback is Critical to IC/Ops• Essential to Incident ManagementEssential to Incident Management• Allows for revision of the Action Allows for revision of the Action

PlanPlan• Progress Reports should detail:Progress Reports should detail:– Actions completedActions completed– Actions underwayActions underway

• Need to be given with greaterNeed to be given with greater frequency in early stages of incidentfrequency in early stages of incident

PROGRESS REPORTSPROGRESS REPORTS

Slide 5-101101

RAPID INTERVENTIONRAPID INTERVENTIONCREW (RIC)CREW (RIC)

Slide 5-102102

• Firefighters are exposed to highest risk Firefighters are exposed to highest risk of injury or death.of injury or death.

• One of the most effective mechanisms One of the most effective mechanisms for reducing risk is to have a team for reducing risk is to have a team ready.ready.

• Not all risk can be eliminated from the Not all risk can be eliminated from the firefighter's environment so we must firefighter's environment so we must make provisions to assist members who make provisions to assist members who find themselves in trouble.find themselves in trouble.

NFPA 1500 REQUIRES NFPA 1500 REQUIRES SPECIFICALLY DESIGNATED SPECIFICALLY DESIGNATED

RESCUE TEAMS AT THE INCIDENT RESCUE TEAMS AT THE INCIDENT SCENESCENE

Slide 5-103103

Risk may be increased if the fire Situation Risk may be increased if the fire Situation is in an area where the ability of individualsis in an area where the ability of individualsto rescue themselves is reduced by the to rescue themselves is reduced by the distance they would have to travel:distance they would have to travel:• In a large building.In a large building.

• In a basement or an upper floor.In a basement or an upper floor.

• In the hold of a ship.In the hold of a ship.

• In a highrise building.In a highrise building.

IDENTIFY THE RISK CHARACTERISTICS IDENTIFY THE RISK CHARACTERISTICS OF THE SITUATION AND EVALUATE OF THE SITUATION AND EVALUATE

SPECIFIC RISK FACTORSSPECIFIC RISK FACTORS

Slide 5-104104

RISK IS INCREASED BY THE RISK IS INCREASED BY THE NATURE OF THE TASK IN NATURE OF THE TASK IN

WHICH THEY ARE INVOLVEDWHICH THEY ARE INVOLVED

• Hazardous materials spillHazardous materials spill

• Belowground rescueBelowground rescue

Slide 5-105105

COMPOSITION AND COMPOSITION AND PLACEMENT OF RAPID PLACEMENT OF RAPID INTERVENTION CREWSINTERVENTION CREWS

• Agency specificAgency specific

• Written procedures/guidelinesWritten procedures/guidelines

• ConsistencyConsistency

• Minimum of two members, fully Minimum of two members, fully equipped with appropriate clothing, equipped with appropriate clothing, SCBA's, and necessary tools.SCBA's, and necessary tools.

Slide 5-106106

DEDICATED RAPIDDEDICATED RAPIDINTERVENTION CREWSINTERVENTION CREWS

In a Hazardous Materials In a Hazardous Materials operation, the Entry Team operation, the Entry Team Leader must ensure that there is Leader must ensure that there is an RIC.an RIC.

Slide 5-107107

It is paramount that whenever It is paramount that whenever personnel are operating in personnel are operating in positions or performing positions or performing functions that subject them to functions that subject them to immediate danger at least one immediate danger at least one properly attired Rapid properly attired Rapid Intervention Crew is available to Intervention Crew is available to provide assistance.provide assistance.

Slide 5-108108

Rapid intervention Rapid intervention procedures should not be procedures should not be confused with initial confused with initial interior structural interior structural firefighting operations firefighting operations addressed in NFPA 1500.addressed in NFPA 1500.

Slide 5-109109

EXAMPLE: A CHIEF OFFICER WITH EXAMPLE: A CHIEF OFFICER WITH TWO ENGINES AND ONE TRUCK IS TWO ENGINES AND ONE TRUCK IS

OPERATING AT A STRUCTURE FIRE OPERATING AT A STRUCTURE FIRE INCIDENT. A PORTION OF THE INCIDENT. A PORTION OF THE

SECOND FLOOR COLLAPSES. THAT SECOND FLOOR COLLAPSES. THAT INFORMATION IS TRANSMITTED TO INFORMATION IS TRANSMITTED TO

THE INCIDENT COMMANDER.THE INCIDENT COMMANDER.The Rapid Intervention Team is directed to The Rapid Intervention Team is directed to enter the structure and quickly assess the enter the structure and quickly assess the structure's stability and to recover the missing structure's stability and to recover the missing firefighter and remove the member from firefighter and remove the member from danger.danger.

Slide 5-110110

Small Group Activity 5.1Small Group Activity 5.1Application of the ICSApplication of the ICS

Slide 5-111111

Slide 5-112112

EXAMPLE ICS ORGANIZATIONEXAMPLE ICS ORGANIZATION

FIRE ATTACKFIRE ATTACKGROUP E-1GROUP E-1

OFFICEROFFICER

VENTILATION/VENTILATION/SEARCHSEARCH

EXPOSUREEXPOSUREGROUP E-3GROUP E-3

OFFICEROFFICER

E 1E 1

E 2E 2

E 3E 3

E 4E 4

T 1T 1

STAGINGSTAGINGMEDICALMEDICAL

Slide 5-113113

Slide 5-114114

Slide 5-115115

Slide 5-116116

Slide 5-117117

Slide 5-118118

SummarySummary• Incident Command System is a Incident Command System is a

management system.management system.• It provides the IC with tools needed. It provides the IC with tools needed. • Used at any type incident and by all Used at any type incident and by all

responders.responders.• Suitable for "everyday" use and can Suitable for "everyday" use and can

expand in a modular fashion.expand in a modular fashion.• Company Officers Company Officers mustmust understand understand

the system.the system.

introduction to the incident command system

professional management

management problems

management principles

professional manner

proposed ics

effective ics organization

ics functions

generation of ics

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