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Organizing,

Coordinating,

and

Commanding

Emergency

Incidents

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Learning Objectives (1 of 11)

• Identify and define the main functions

within the National Incident

Management System (NIMS) and how

they interrelate during an incident.

• Given different scenarios, organize an

operation using NIMS.

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Learning Objectives (2 of 11)

• Discuss and contrast fire-ground

management compared to

administrative management.

• Discuss the history and evolution of

incident management systems including

the development of NIMS.

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Learning Objectives (3 of 11)

• Define unified and single command

listing the advantages and

disadvantages of each.

• Compare command modes available to

the first arriving officer determining

situations where each mode would be

appropriate.

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Learning Objectives (4 of 11)

• Develop an initial report.

• Explain the importance of and develop a

status report.

• Analyze the command transfer process

discussing when and how command

should be transferred.

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Learning Objectives (5 of 11)

• Define and list the problems associated

with freelancing.

• List the attributes of a good command

post.

• Define and explain the importance of

maintaining a reasonable span of

control.

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Learning Objectives (6 of 11)

• Describe and enumerate the importance

of staging.

• Compare a staged company to a parked

apparatus.

• Define incident commander (IC).

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Learning Objectives (7 of 11)

• Identify, define, and place command

staff positions on a NIMS organization

chart.

• Identify, define, and place the four

sections on a NIMS organization chart.

• Describe the position of and function of

a chief’s aide.

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Learning Objectives (8 of 11)

• Define and describe the functions of branches, divisions, groups, task forces, and strike teams.

• Explain the two-in/two-out rule.

• Organize an operation using geographical and functional sectoring and describe when each should be used.

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Learning Objectives (9 of 11)

• Given a fire situation apply an intuitive

naming system for various tactical level

management units.

• Recognize and articulate the

importance of fire-ground

communications.

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Learning Objectives (10 of 11)

• List general rules for incident scene

communications.

• Define and explain unity of command.

• List and compare various means of

communications that could be used at

the incident scene.

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Learning Objectives (11 of 11)

• Develop a communications network that

supports a NIMS organization.

• Explain methods that can be used to

reduce radio communications to and

from the incident commander (IC).

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National Incident Management

System (NIMS)

• Ensures fire fighter safety

• Addresses three operational priorities:

– Life safety

– Extinguishment

– Property conservation

• Incident management system (IMS) is a

must.

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Incident Management System

(IMS) • Outlined in NFPA 1561: Standard on

Emergency Services Incident Management System

• Required by

– NFPA 1500: Standard for Fire Department Occupational Safety and Health Program

– Occupational Safety and Health Administration (OSHA) regulations dealing with hazardous materials response

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Evolution of the IMS

• FIRESCOPE

– California wildfires of the 1970s

– Used to coordinate resources within NIMS

• Fireground Command System (FGC)

– Developed in Phoenix for structure fires

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Command

• NIMS

– Response community must be familiar with and trained in using NIMS.

• Police, health, disaster agencies, and mutual aid departments

– Common terminology and operational assignments

– Established as a national system by HSPD-5

– All-hazard system

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Unified Command

• NIMS

– More than one agency or jurisdiction share

responsibility for developing the IAP.

– One Operations Chief directs field units.

– A single IC is preferred.

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Initial Command (1 of 5)

• Initial incident commander (IC)

– Must establish command and follow

department procedures

– Formal Command Post desirable

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Initial Command (2 of 5)

• Command options

– Investigation

– Fast attack

– Command

• SOPs will allow the operation to

continue.

• Strong command presence ensures fire

fighter safety.

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Initial Command (3 of 5)

• Announcing command

– Reinforces who is in command

– Must report conditions:

• Confirm address

• Confirm command

• Command mode (investigation, fast attack,

command)

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Initial Command (4 of 5)

• Must report conditions (continued):

– Brief description of building

– Occupancy

– Conditions (heavy smoke)

– Actions being taken

– Resources needed

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Initial Command (5 of 5)

• Good communications techniques

– Take a deep breath

– Think, before transmitting

– Key the radio, followed by a short delay

– Speak slowly and distinctly

• Initial reports should be practiced.

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Command by a Chief Officer (1 of 2)

• Modes only apply to company-level operations.

• Chief Officer must establish a stationary command post.

• Chief Officers have the option to assume command.

– Formal transfer of command

– Can re-assign original IC

– Must provide a status report

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Command by a Chief Officer (2 of 2)

• Communications used to relay orders

– Tactical management units

– Individual companies

• Once an order is given, companies

must report:

– Assignment is complete

– Unable to complete assignment and why

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Transfer of Command (1 of 4)

• Addressed in department SOPs

– Should be formalized

– Stationary command post

– Multiple transfers can result in confusion.

– Unsafe operations require immediate

assumption of command.

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Transfer of Command (2 of 4)

• Person assuming command must

communicate with previous IC.

– The longer it takes, the greater the chance

of freelancing.

– Strong command presence and efficient

transfer

• Ensures a smooth transition

• Eliminates independent actions

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Transfer of Command (3 of 4)

• IC must evaluate operation.

– Safety

– Effectiveness

• Higher ranking officers who do not

assume command:

– Are still accountable

– You can delegate authority, but you cannot

delegate responsibility!

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Transfer of Command (4 of 4)

• Disrupt continuity of operations

• Sometimes required

– Fires involving hazardous materials

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Delegation

• Establishing control over available

resources

• IC develops the strategy.

• Branch, division, and group supervisors

develop tactics within strategy.

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Command Post (1 of 7)

• First-arriving company officer will be in

command.

– Inside a building during offensive attack

– Stationary command post for defensive

attack

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Command Post (2 of 7)

• Good command post will:

– Be in a location that is known and easily

found

– Be outside the hot zone

– Provide a view of the two most important

sides of the building

– Never hinder apparatus movement

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Command Post (3 of 7)

• The IC should communicate the location.

– Street name for an exterior command post

– Building name when within building

• Companies will report for instructions and information.

• Can be assigned directly to group/division supervisors or branch directors

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Command Post (4 of 7)

• Positioned so two sides of the building

are visible

– Good practice

– Can be distracting

– Isolation from distractions important

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Command Post (5 of 7)

• Emergency Operations Centers (EOCs)

– City/county governments

• Should support incident:

– Command

– Control

– Coordination

• Good communications are critical to

command function.

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Command Post (6 of 7)

• Most fires are managed by the IC with

few additional management units.

– Command Staff

– Sections

– Tactical level

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Command Post (7 of 7)

• Some ICs prefer command in outside

position.

• Some departments require IC to be in

vehicle.

• Working in vehicle

– Affords measure of security and safety

– Provides climate control

– Improves communications

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Span of Control (1 of 2)

• Number of people reporting to a

supervisor

• Ranges from three to seven

– Five is rule-of-thumb average

• Influenced and dictated by safety

factors and sound management

planning

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Span of Control (2 of 2)

• Anticipate change rather than react to it.

• Exceeding span of control becomes

chaotic and unsafe.

• Larger and more complex NIMS

organizations are more difficult to

control.

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Calling for Additional

Resources

• It is best to call for help before it is

needed.

• Need must be anticipated.

• Calls made after the need is obvious

arrive too late.

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Staging (1 of 4)

• Established to locate resources not

immediately assigned a task

• Can be located anywhere

– Far enough away to avoid freelancing

– Safe area

– Avoid obstructing or slowing access

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Staging (2 of 4)

• Locations should be identified during

pre-incident planning.

• Allows IC to:

– Better manage on-scene units

– Establish a tactical reserve

– Eliminate freelancing

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Staging (3 of 4)

• Can be used as a parking area for all

units

– Staged unit: fully staffed

– Out of service unit: without adequate staffing

• Outlined in SOPs

– Staging Officer

– Responsible for managing and dispatching

incoming resources

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Staging (4 of 4)

• Equipment must be ready for immediate

response.

• Crews should remain intact and

available.

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NIMS Organization and

Positions

• NIMS

– Not a tactical objective

– Means to command and control an incident

• Organization should be as simple as

possible.

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Modular Organization (1 of 2)

• Structure develops based on type and

size of incident.

• There must always be an IC.

• Line and staff positions are assigned

according to priorities.

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Modular Organization (2 of 2)

• Structure based on management needs of the incident

• If IC can manage all functional areas

– No further organization required

• If areas require independent management

– Necessary areas can be assigned

• IC retains responsibility for areas not delegated.

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Command Staff (1 of 7)

• Report directly to IC

• Establish to assume responsibility for

key activities

• NIMS identifies three command staff

positions:

– Incident Safety Officer

– Liaison Officer

– Public Information Officer

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Command Staff (2 of 7)

• Command staff positions

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Command Staff (3 of 7)

• Incident Safety Officer

– Key position on the fire-ground

– Should be staffed most often

– Plays critical role in ensuring fire fighter safety

– Should be an experienced officer

– Meets the requirements outlined in NFPA 1521:Standard for Fire Department Safety Officer

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Command Staff (4 of 7)

• Incident Safety Officer

– Monitors all areas where fire fighters are

operating

– Some incidents may require assistant

safety officers.

– Must focus on overall operation and major

risks

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Command Staff (5 of 7)

• Liaison Officer

– Point of contact

– Police department usually reports to

Liaison.

– If not staffed, responding agencies will

report to IC.

– Most structure fires do not require a

Liaison Officer assignment.

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Command Staff (6 of 7)

• Public Information Officer

– Disseminates information to the public

– Provides both critical and general interest

information to the community

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Command Staff (7 of 7)

• Some departments pre-assign

command staff positions.

– May cause delay in staffing positions

– Those assigned must be thoroughly trained

and qualified.

– It may be possible to combine command

staff assignments.

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Pyramid-Structured Hierarchy

• Capable of coordinating and controlling

the incident

• IC is at the top.

• Five possible organizational layers

between IC and responders

• Rarely would all five layers be used at a

structure fire.

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NIMS Hierarchy

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NIMS Hierarchy: Section

Chiefs (1 of 2)

• Report directly to the IC

• Four separate sections can be

assigned:

– Finance/Administration

– Logistics

– Operations

– Planning

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NIMS Hierarchy: Section

Chiefs (2 of 2)

• Each section can have subordinate

units.

• Intelligence recognized as a possible

fifth section

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Section Positions

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Finance/Administration

Section (1 of 2)

• Manages financial matters

• Provides administrative services

• Least likely at a structure fire

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Finance/Administration

Section (2 of 2)

Subordinate Units

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Logistics Section (1 of 2)

• Supply Sergeant or Quartermaster

• Locates and provides materials, equipment, supplies, and facilities

• Communications unit

– One of the most important units

– Assists in setting up communications network

– Provides and maintains communications equipment

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Logistics Section (2 of 2)

Subordinate Units

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Planning Section (1 of 3)

• Information manager

• One of the first sections to be staffed

during a major incident

• Gathers information, tracks resources,

assists IC in developing the IAP

• Previous IC should be considered for

this position after the transfer takes

place.

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Planning Section (2 of 3)

• Major role is tracking/documenting incident status and on-scene resources

– SITSTAT (Situation Status)

– RESTAT (Resource Status)

• Demobilization Unit

– Prepares and implements a plan to return personnel and resources to service

• Documentation unit

– Collects incident information

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Planning Section (3 of 3)

Subordinate Units

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Chief’s Aide

• Planning section subordinate unit

• Can manage command tasks for IC

• IC can concentrate on IAP and

deployment

• Can assist IC in organizing and

coordinating a safe and effective

operation

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Operations Section (1 of 2)

• Makes and manages all tactical

assignments

– Search and rescue, extinguishment, EMS

• Controls all resources

• May include a complex hierarchy in

order to maintain span of control

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Operations Section (2 of 2)

Subordinate Units

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Incident Management Teams

(IMTs)

• Comprises command staff and section

leaders

• Provide staff and line functions

• Encouraged by FEMA on a

regional/local level

• Much like the “Red Card” system used

by the Forest Service

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Branches, Divisions, and

Groups (1 of 3)

• First management assignments

– Geographic areas: Divisions

– Functional areas: Groups

• Branches may be used in place of

Division/Groups

– Not recommended

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Branches, Divisions, and

Groups (2 of 3)

• Branches

– Operations beyond span of control of a

single division/group

– Units from another agency working

together

• Police Branch, Medical Branch

– Individual companies/task forces can also

report to a branch.

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Branches, Divisions, and

Groups (3 of 3)

• Sectors

– Very common prior to NIMS

– Used for both geographic and functional

– Not recognized in NIMS

– Removed from NFPA 1561: Standard on

Emergency Services Incident Management

System

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Task Force and Strike Team

• Additional way to reduce span of control

• Reduces communications load at

incident

• Task Force: any combination of

resources

• Strike Team: resources of same type

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Intuitive Naming Systems

• Area of responsibility designated by

intuitive naming

– Alphanumeric system—geographic

assignments (e.g., Division 21—21st Floor)

– Street names combined with directions for

buildings (e.g., Walnut Street)

• System must be used consistently

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Communications (1 of 9)

• The lifeblood of any command system

• General rules:

– Use face-to-face whenever possible

– Provide mobile communication to units that

are remote from the command post

– Ensure that all operating units can relay

information to the command post

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Communications (2 of 9)

• General rules (continued):

– Place representatives of agencies on

different frequencies at the command post

– Follow the command organization

structure, facilitating unity of command

– Keep the number of radio channels used

by any supervisor to no more than two

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Communications (3 of 9)

• General rules (continued):

– Don’t clutter radio channels with

unnecessary transmissions.

– Use standard terminology.

– Use clear English; don’t use ten-codes.

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Communications (4 of 9)

• Communications unit

– Critical at large-scale incidents

– Responsible for:

• Establishing communications plan

• Installing, procuring, and maintaining the

communications equipment

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Communications (5 of 9)

• In addition to radios, these methods of communications can be used:

– Face-to-face communication

– Messengers

– Telephones (cellular, satellite, and hard wire)

– Public address systems

– Computers/Mobile Data Terminals/Mobile

– Data Computers

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Communications (6 of 9)

• Face-to-face communications is the

most effective means.

– Not effective at large-scale incidents

• Cellular telephones have gained

popularity.

– System can be easily overwhelmed.

– System can be damaged during a major

disaster.

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Communications (7 of 9)

• Command

– IC is referred to as “command.”

– Use of multiple command designations

should be avoided.

– The IC is “command” independent of rank.

– SOPs must define “command.”

– Confusion can be eliminated with well-

defined terminology.

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Communications (8 of 9)

• Interoperability

– Concern when multiple agencies or

jurisdictions are at the same incident

– Not every department has ability to

communicate with everyone else

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Communications (9 of 9)

• Interoperability Solutions

– Place a representative from each agency at the command post

– Assign a liaison officer

– Assign logistics section to communicate with outside agencies

– Direct technicians to re-transmit critical messages to the IC

– Consider alternate methods

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Summary (1 of 2)

• The fire ground can present complex challenges.

• A tremendous amount of information must be processed rapidly and accurately.

• NIMS is the only safe and effective way to manage this information.

• NIMS should be used from the beginning to the conclusion of the incident.

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Summary (2 of 2)

• Using NIMS allows the IC to:

– Maintain proper span of control

– Ensure accountability

– Efficiently accomplish the objectives in the

IAP