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Company Officer > Chapter 15 > Flashcards

Chapter 15 Flashcards

1
Q

CO’s must produce operational plans that effectively utilize all resources to mitigate an incident.

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2
Q

An increase in the complexity of an incident raises the complexity of the incident command system employed at the scene.

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3
Q

Large scale incidents, commonly referred to as multiple alarms, require additional resources and personnel, such as pumpers, aerial, rescue, hazardous materials, and support apparatus and vehicles, to mitigate incidents.

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4
Q

The CO II must be familiar with the organization’s SOPs as they relate to his or her duties at complex incidents.

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5
Q

Each CO II should be trained to ICS level 200, although ICS level 300,400, and 800 are recommended.

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6
Q

A division has responsibility for operations within a defined geographic area.

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7
Q

A group is responsible for individual units that are assigned to perform a specified function at an incident.

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8
Q

A branch has functional/geographic responsibility for major segments of incident operations.

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9
Q

The branch level is organizationally between section and division/group.

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10
Q

A section has functional responsibility for primary segments of incident operations that includes operations, planning, logistics, and finance administration.

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11
Q

The section level is organizationally between branch and incident commander.

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12
Q

Most units arrive at the incident fully staffed and ready to be assigned an operational objective, command will assign other personnel to duties or tasks as needed upon their arrival.

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13
Q

The CO II, in the role of the incident commander, must be able to locate, contact, deploy, and reassign the units assigned to the emergency incident.

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14
Q

If staging has not been implemented, unassigned company officers should check in with the IC and wait for an assignment.

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15
Q

Units assigned to the incident must contact the IC to ensure that they have complete communication with the command post.

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16
Q

At every incident, each organization should employ a standardized system of accountability that identifies and tracks all personnel working at the scene.

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17
Q

The IC is responsible for the personnel accountability system. The system may be assigned to another officer or command aide, if one is available, as part of the planning section.

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18
Q

Personnel and units should be demobilized when the incident commander determines these resources are no longer needed at the incident.

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19
Q

Rehabilitation procedures for demobilizing personnel can be found in NFPA 1584, standard on the rehabilitation process for members during emergency operations and training excercises.

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20
Q

Small tools, medical equipment, and personal protective equipment must be decontaminated in accordance with local policy and NFPA 1581, standard on fire department infection control program.

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21
Q

The first IC provides the relieving officer with a situation status report which is the current incident status.

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22
Q

Transfer of command is often one of the most critical phases in incident management.

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23
Q

ICS is designed to permit control and allocation of any number of units or agencies at an emergency incident.

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24
Q

CO II’s must be familiar with the ICS and know where they may be reassigned responsibilities and supervision in a multiunit incident.

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25
Q

At multiple alarm incidents, CO’s should know the division/group to which they may be assigned.

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26
Q

The command organization must develop at a pace that stays ahead of the tactical deployment of resources.

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27
Q

To efficiently manage the incident, the IC must direct, control, and track the locations and functions of all operating units.

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28
Q

Building command organization is the best support mechanism the IC can use to balance managing personnel and incident needs.

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29
Q

The strategic level involves the overall command of the incident.

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30
Q

The IC is responsible for the strategic level of the command structure.

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31
Q

A tactical level assignment comes with the authority to make decisions and assignments within the boundaries of the overall plan and safety conditions.

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32
Q

The Incident commander is responsible for the strategic level, including establishing the overall incident objectives.

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33
Q

The accumulated achievement of tactical objectives should accomplish the strategy as outlined in the Incident action plan.

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34
Q

Tactical level supervisors are responsible for supervising the following : operational activities toward specific objectives, grouped resources, operations in specific geographic areas or function

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35
Q

Task level refers to those activities assigned to specific resources that result in the accomplishment of tactical level requirements.

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36
Q

Company officers generally supervise task level activities assigned to accomplish tactical objectives.

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37
Q

CO’s generally supervise task level activities.

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38
Q

The basic structure for an initial response incident involving a small number of units requires only two levels of the command structure. strategic and tactical levels.

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39
Q

The terms divisions and groups are tactical level management components that assemble units and or resources in a common location or for a common purpose.

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40
Q

The division level is organizationally between single resources, task forces, or strike teams and the branch.

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41
Q

During radio communications, the division/group supervisor should use the phonetic designations of alpha, bravo, charlie, and delta for clarity.

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42
Q

Major incidents often have more tasks than available resources can accomplish.

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43
Q

Span of control can be reduced by creating tactical level divisions and groups to manage incident related functions or to direct operations in specific geographic areas or functions.

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44
Q

In fast moving, complex operations, a span of control of three to seven divisions/groups is recommended with five being optimal.

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45
Q

When the span of control is exceeded, the IC should establish branches or an operations section.

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46
Q

With effective divisions/groups in place, the IC can concentrate on overall strategy and resource assignments, allowing division/group supervisors to supervise the assigned resources.

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47
Q

Each division/group supervisor is responsible for the tactical deployment of assigned resources to complete the assigned tactical objectives.

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48
Q

Division/group supervisors must communicate their needs and progress to their immediate supervisor.

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49
Q

Division/group supervisors should not be limited to staying with their original crew, however, they should be positioned so that they can effectively supervise all the units assigned to them.

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50
Q

Whenever practical, each division/group supervisor should take a member of his or her crew to assist with managing division/group tasks.

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51
Q

Each division/group supervisor must maintain communication with assigned units to control their location and function.

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52
Q

NFPA 1021 requires the CO to develop operational plans to ensure that the assigned resources and assignments mitigate the incident while complying with safety protocols.

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53
Q

NFPA 1600, standard on continuity, emergency, and crisis management

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54
Q

NFPA 1700, guide for structural fire fighting

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55
Q

NFPA 1710, standard for the organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by career fire dept.

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56
Q

NFPA 1720, standard for organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by volunteer dept.

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57
Q

Incident objectives (ICS 202) - clearly stated and measurable objectives to be achieved in the specific time interval.

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58
Q

Organization assignment list (ICS 203 ) - Description of the ICS table of organization, including the units and agencies involved.

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59
Q

Assignments List (ICS 204) - specific unit tactical assignments divided by branch, division, and group.

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60
Q

Division group assignment list (ICS 204WF) - informs division and group supervisors of incident assignments.

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61
Q

Incident radio communications plan (ICS 205) - Lists the basic radio channel assignments for use during the incident.

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62
Q

Communication list (ICS 205A) - records methods of contact for incident personnel.

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63
Q

Medical Plan (ICS 206) - provides information on the location and staffing of the incident medical aid station

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64
Q

The tactical worksheet is the foundation for an IAP.

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65
Q

When size up is completed, the IC performs the following: determines incident priorities, selects an overall strategy, establishes tactics for meeting that strategy

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66
Q

At the onset of an incident, the CO, assuming command as the IC, has resource allocation considerations that are common to most incidents.

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67
Q

Situational awareness - rapidly evaluate the situation, continually update, and or obtain briefing from the previous IC.

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68
Q

Just as a CO I develops and conducts a postincident analysis for single unit activities, NFPA 1021 requires the CO II to develop and conduct a postincident analysis for multiunit incidents.

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69
Q

The PIA determines the strengths and weaknesses of the organization’s response to an emergency.

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70
Q

The postincident analysis also motivates change in policies and procedures that may be outdated or ineffectual in meeting current needs of the response area.

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71
Q

The CO II should realize that the PIA is the foundation for strengthening the emergency response activities of the organization.

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72
Q

The postincident analysis is a compilation of all factual data obtained from key positions to include statements and communication tapes.

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73
Q

The PIA is not intended to place blame or find fault with participants.

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74
Q

The PIA is a critical and objective assessment of the emergency incident based on all available information about the incident.

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75
Q

The postincident analysis should determine if the victims needs were adequately addressed.

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76
Q

Postincident analysis can also help identify new service demands or needs for a fire and emergency services organization within a community.

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77
Q

Postincident critiques can be informal or formal.

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78
Q

The CO and unit members can hold an informal critique following any single unit incident.

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79
Q

An informal critique can be used as a training exercise for the unit.

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80
Q

Postincident critiques should always be positive, taking into account the different personalities present.

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81
Q

When necessary, constructive feedback must be communicated to correct operational deficiencies.

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82
Q

A formal critique is held if the PIA indicates it is necessary or if the incident involves an interagency or interjurisdictional response.

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83
Q

Critiques for incidents involving only units from one jurisdiction should include all incident participants.

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84
Q

Provide copies of the analysis before the formal critique to allow participants time to read the report.

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85
Q

The greatest failure of the postincident analysis and postincident critique is the failure to learn from and apply the results and recommendations.

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Company Officer (5 decks)

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