Chapter 15 Flashcards
CO’s must produce operational plans that effectively utilize all resources to mitigate an incident.
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An increase in the complexity of an incident raises the complexity of the incident command system employed at the scene.
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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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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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Each CO II should be trained to ICS level 200, although ICS level 300,400, and 800 are recommended.
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A division has responsibility for operations within a defined geographic area.
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A group is responsible for individual units that are assigned to perform a specified function at an incident.
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A branch has functional/geographic responsibility for major segments of incident operations.
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The branch level is organizationally between section and division/group.
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A section has functional responsibility for primary segments of incident operations that includes operations, planning, logistics, and finance administration.
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The section level is organizationally between branch and incident commander.
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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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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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If staging has not been implemented, unassigned company officers should check in with the IC and wait for an assignment.
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Units assigned to the incident must contact the IC to ensure that they have complete communication with the command post.
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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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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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Personnel and units should be demobilized when the incident commander determines these resources are no longer needed at the incident.
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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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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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The first IC provides the relieving officer with a situation status report which is the current incident status.
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Transfer of command is often one of the most critical phases in incident management.
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ICS is designed to permit control and allocation of any number of units or agencies at an emergency incident.
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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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At multiple alarm incidents, CO’s should know the division/group to which they may be assigned.
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The command organization must develop at a pace that stays ahead of the tactical deployment of resources.
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To efficiently manage the incident, the IC must direct, control, and track the locations and functions of all operating units.
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Building command organization is the best support mechanism the IC can use to balance managing personnel and incident needs.
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The strategic level involves the overall command of the incident.
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The IC is responsible for the strategic level of the command structure.
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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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The Incident commander is responsible for the strategic level, including establishing the overall incident objectives.
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The accumulated achievement of tactical objectives should accomplish the strategy as outlined in the Incident action plan.
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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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Task level refers to those activities assigned to specific resources that result in the accomplishment of tactical level requirements.
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Company officers generally supervise task level activities assigned to accomplish tactical objectives.
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CO’s generally supervise task level activities.
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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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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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The division level is organizationally between single resources, task forces, or strike teams and the branch.
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During radio communications, the division/group supervisor should use the phonetic designations of alpha, bravo, charlie, and delta for clarity.
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Major incidents often have more tasks than available resources can accomplish.
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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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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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When the span of control is exceeded, the IC should establish branches or an operations section.
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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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Each division/group supervisor is responsible for the tactical deployment of assigned resources to complete the assigned tactical objectives.
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Division/group supervisors must communicate their needs and progress to their immediate supervisor.
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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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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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Each division/group supervisor must maintain communication with assigned units to control their location and function.
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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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NFPA 1600, standard on continuity, emergency, and crisis management
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NFPA 1700, guide for structural fire fighting
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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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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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Incident objectives (ICS 202) - clearly stated and measurable objectives to be achieved in the specific time interval.
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Organization assignment list (ICS 203 ) - Description of the ICS table of organization, including the units and agencies involved.
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Assignments List (ICS 204) - specific unit tactical assignments divided by branch, division, and group.
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Division group assignment list (ICS 204WF) - informs division and group supervisors of incident assignments.
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Incident radio communications plan (ICS 205) - Lists the basic radio channel assignments for use during the incident.
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Communication list (ICS 205A) - records methods of contact for incident personnel.
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Medical Plan (ICS 206) - provides information on the location and staffing of the incident medical aid station
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The tactical worksheet is the foundation for an IAP.
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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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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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Situational awareness - rapidly evaluate the situation, continually update, and or obtain briefing from the previous IC.
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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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The PIA determines the strengths and weaknesses of the organization’s response to an emergency.
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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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The CO II should realize that the PIA is the foundation for strengthening the emergency response activities of the organization.
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The postincident analysis is a compilation of all factual data obtained from key positions to include statements and communication tapes.
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The PIA is not intended to place blame or find fault with participants.
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The PIA is a critical and objective assessment of the emergency incident based on all available information about the incident.
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The postincident analysis should determine if the victims needs were adequately addressed.
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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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Postincident critiques can be informal or formal.
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The CO and unit members can hold an informal critique following any single unit incident.
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An informal critique can be used as a training exercise for the unit.
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Postincident critiques should always be positive, taking into account the different personalities present.
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When necessary, constructive feedback must be communicated to correct operational deficiencies.
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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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Critiques for incidents involving only units from one jurisdiction should include all incident participants.
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Provide copies of the analysis before the formal critique to allow participants time to read the report.
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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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