1
Q
Who shall be responsible for:
- Ensuring that potential Incident Commanders are aware of and able to execute the responsibilities set forth in this document
- Maintaining this document
A
The Deputy Chief of Emergency Operations
2
Q
Who shall be responsible for:
- Establishing and following TFD’s Incident Management System (IMS) to manage overall scene operations, including unified command
- Ensuring overall accountability and safety of personnel under his/her command at the incident scene
- Performing a situation evaluation that includes a risk assessment
- Developing an Incident Action Plan (IAP)
- Creating an IMS command structure appropriate for the incident
- Taking action to achieve tactical objectives based on the Incident Action Plan
- Notifying the Fire Communications Center and requesting the appropriate resources based on the needs of the incident
- Providing situation reports to FCC in accordance with the guidelines set forth in this document
- Assigning individuals to fill specific roles in accordance with the needs of the incident
- Ensuring that TFD personnel are wearing proper PPE, including self- contained breathing apparatus (SCBA)
- Establishing a Hot Zone and denying entry to untrained or improperly equipped personnel
- Evacuating untrained rescuers and occupants if necessary, using law enforcement assistance as required
- Coordinating with outside agencies for mutual aid support as necessary and appropriate
- Ensuring local residents and/or businesses are notified as appropriate regarding pertinent issues
A
The Incident Commander
3
Q
Who shall be responsible for:
- Coordinating with the Incident Commander regarding information releases to the media
- Interfacing with the public and media and/or with other agencies to provide incident related information
- Gathering, verifying, coordinating and disseminating accurate, accessible and timely information regarding the incident
- Managing all media inquiries
- Managing the media holding area at the incident scene
- Coordinating with the Fire Chief and other City officials as necessary and appropriate
- Working within the parameters of the Joint Information Center (JIC) when one is established
A
The Public Information Officer (PIO), when activated,
4
Q
Who shall be responsible for:
- Monitoring incident operations
- Advising the IC on all matters relating to operational safety, including the health and welfare of personnel at the incident scene
- Assessing the incident scene for hazardous and unsafe situations
- Developing measures for ensuring personnel safety
- Stopping or preventing unsafe acts by TFD personnel
- Monitoring the appropriate channels for MAYDAY transmission
A
Safety Officer
5
Q
Who shall be responsible for facilitating coordination with representatives of other governmental and non-governmental organizations, private entities and/or the Emergency Operations Center (EOC).
A
The Liaison Officer, when activated,
6
Q
Who shall be responsible for maintaining the accountability system for personnel at an incident scene as directed by the Incident Commander.
A
The Accountability Officer
7
Q
Who shall be responsible for:
- Participating directly in the development and implementation of the IAP
- Establishing tactics for the assigned operational period
- Assigning personnel and other resources based on tactical objectives
- Managing all incident tactical operations and priorities
- Ensuring the safety and welfare of the personnel working in the Operations Section
A
The Operations Section Chief, when activated,
8
Q
Who shall be responsible for:
- Establishing the staging area in a location that allows for effective organization of equipment and personnel
- Organizing the staging area so that equipment and personnel are readily available for deployment
- Providing accountability for personnel in the staging area
A
The Staging Area Manager, when activated,
9
Q
Who shall be responsible for supervising the functional or geographical Branches assigned to them.
A
Branch Directors, when activated,
10
Q
Who shall be responsible for managing all tactical and logistical air operations.
A
The Air Operations Branch Director, when activated,
11
Q
Who shall be responsible for:
- Supervising the functional (Group) or geographical (Division) areas of responsibility assigned to him/her.
- Tactical deployment of resources at his/her disposal to complete the tactical objectives assigned by the IC
- Communicating needs and progress to the Section Chief, Branch Director or IC as appropriate
- Maintaining accountability and safety of personnel assigned to the Division or Group
A
Division and Group Supervisors, when activated,
12
Q
Who shall be responsible for:
- Supervising the Strike Team and/or Task Force assigned to him/her
- Tactical deployment of resources at his/her disposal to complete the tactical objectives assigned by the IC
- Communicating needs and progress to the Division/Group Supervisor, Branch Director, Section Chief or IC as appropriate
- Maintaining accountability and safety of personnel assigned to the Strike Team or Task Force
A
Strike Team and Task Force Leaders, when activated,
13
Q
Who shall be responsible for:
- Overseeing all data gathering, including input from building engineers and other technical experts, for analysis related to incident operations
- Developing alternatives for tactical operations based on data analysis
- Activating and managing the functions of the Resource, Situation, Documentation and Demobilization Units and Technical Specialist(s) as dictated by the needs of the incident
- Conducting necessary meetings
- Assemble and document the formal IAP for each operational period when the incident goes beyond a single operational period
- Coordinating with the Logistics and Finance/Administration Sections Chiefs as necessary and appropriate
A
The Planning Section Chief, when activated,
14
Q
Who shall be responsible for managing assigned Units within a Section or Branch.
A
Unit Leaders, when activated,
15
Q
Who shall be responsible for:
- Recording the status of resources committed to the incident
- Evaluating resources currently committed to the incident
- Evaluating the effect of additional responding resources on the incident
- Anticipating future needs
A
Personnel assigned to the Resource Unit, when activated,
16
Q
Who shall be responsible for:
- The collection, organization and analysis of incident status information
- Analyzing the situation as it progresses
- Debriefing field personnel
- Coordinating mapping needs with GIS
- Providing necessary maps
A
Personnel assigned to the Situation Unit, when activated,
17
Q
Who shall be responsible for assuring the orderly, safe and efficient demobilization of incident resources.
A
Personnel assigned to the Demobilization Unit, when activated,
18
Q
Who shall be responsible for collecting, recording and safeguarding all documents relevant to the incident.
A
Personnel assigned to the Documentation Unit, when activated,
19
Q
Who shall be responsible for using their specialized skills to assist with incident operations as directed by his/her supervisor.
A
Technical Specialists, when activated,
20
Q
Who shall be responsible for:
- Providing for all service and support requirements, including management of the Base, needed to facilitate effective and efficient incident management
- Activating and managing the Support and Service Branches and/or Units as dictated by the needs of the incident
- Coordinating with the Planning and Finance/Administration Sections Chiefs as necessary and appropriate
A
The Logistics Section Chief, when activated,
21
Q
Who shall be responsible for:
- Ordering, receiving, storing and maintaining adequate inventories to support the incident
- Distributing all incident related resources
A
Personnel assigned to the Supply Unit, when activated,
22
Q
Who shall be responsible for setting up, maintaining and demobilizing all facilities used in support of incident operations.
A
Personnel assigned to the Facilities Unit, when activated,
23
Q
Who shall be responsible for:
- Maintaining and servicing vehicles and mobile equipment used to support the incident, including fueling and transportation pool
- Controlling and dispensing personnel and equipment from the incident base to the staging area
- Providing a ground level traffic movement plan with safe access routes to the incident scene, base and staging areas
A
Personnel assigned to the Ground Support Unit, when activated,
24
Q
Who shall be responsible for developing a communications plan (ICS 205) that makes the most effective use of communications equipment and facilities assigned to the incident, including portable radios, spare batteries, cell phones and hard wired systems in buildings.
A
Personnel assigned to the Communications Unit, when activated,
25
Who shall be responsible for:
1. Developing the incident medical plan (ICS 206)
2. Providing for medical aid and transport for incident personnel
3. Managing the Rehab area
Personnel assigned to the Medical Unit, when activated,
26
Who shall be responsible for:
1. Determining food and hydration requirements 2. Planning menus
3. Providing cooking facilities
4. Ordering, cooking and serving food
5. Maintaining food service areas
6. Managing concerns related to the security and safety of food
Personnel assigned to the Food Unit, when activated,
27
Who shall be responsible for:
1. Procuring services and/or supplies from within and outside TFD and/or the City as requested by the IC
2. Activating and managing the functions of the Compensation/Claims, Cost, Procurement and Time Units as dictated by the needs of the incident
3. Recording personnel time
4. Maintaining vendor contracts
5. Conducting an overall cost analysis for the incident
6. Monitoring multiple funding sources
7. Tracking and reporting accrued costs to the IC as the incident progresses
8. Coordinating with the Logistics and Planning Sections Chiefs as necessary and appropriate
The Finance/Administration Section Chief, when activated,
28
Who shall be responsible for handling financial matters resulting from property loss, injuries or fatalities at an incident.
Personnel assigned to the Compensation/Claims Unit, when activated,
29
Who shall be responsible for:
1. Tracking costs
2. Analyzing cost data
3. Making cost estimates
4. Recommending cost-saving measures
Personnel assigned to the Cost Unit, when activated,
30
Who shall be responsible for handling financial matters related to vendor contracts.
Personnel assigned to the Procurement Unit, when activated,
31
Who shall be responsible for recording time for incident personnel and hired equipment.
Personnel assigned to the Time Unit, when activated,
32
Who shall be responsible for:
1. Gathering intelligence that either--
a. Leads to the detection, prevention, apprehension and prosecution of the individual(s) involved in criminal activities, including terrorist incidents or
b. Determination of the cause of a specific incident, regardless of the source (e.g., public health events or fires with unknown origin)
The Intelligence/Investigations Section Chief, when activated,
33
Who shall be responsible for directing the operations of single resources in performing assigned tasks.
TFD Company Officers working within a Section, Branch, Division/Group, or Strike Team/Task Force
34
Who shall be responsible for:
1. Obtaining initial information about the incident
2. Assigning a tactical channel
3. Dispatching resources appropriate for the level of response
4. Relaying pertinent information to responding units
5. Coordinating with the IC to dispatch additional resources as needed
6. Repeating messages as appropriate
7. Requesting updates from the IC in accordance with the guidelines set forth in this document
TFD Fire Communications Center (FCC) personnel
35
Who shall be responsible for:
1. Having a competent working knowledge of this policy
2. Following the pre-assigned roles as outlined in this policy
3. Donning proper protective clothing before responding to incidents
4. Immediately notifying the IC upon discovering evidence of new and/or increasing safety risks to on-scene personnel
All TFD uniform personnel and additionally assigned TFD civilian personnel
36
The organizational level having functional or geographic responsibility for major aspects of incident operations; situated organizationally between the Section Chief and Division/Group Supervisors.
Branch.
37
The organizational level having responsibility for operations within a defined geographic area (e.g., Division 1, North Division); organizationally between the Strike Team/Task Force and Branch levels.
Division
38
Consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief and Finance/Administration Section Chief; all report directly to the Incident Commander, may be expanded to include an Intelligence/Investigations Chief as necessary and appropriate.
General Staff
39
The organizational level having responsibility for operations within a specific functional area (e.g., water supply group, ventilation group, salvage group); organizationally between the Strike Team/Task Force and Branch levels.
Group.
40
An oral or written plan containing general objectives reflecting the overall strategy for managing an incident; may include identification of operational resources and assignments and/or attachments that provide direction and important information for management of the incident during one or more operational periods.
Incident Action Plan (IAP).
41
MCI. Mass Casualty Incident;
an incident scene that includes 3 or more seriously injured people (triaged as RED) or 5 or more injured people of any severity (any triage color).
42
A designated crew that serves expressly as a standby rescue team for personnel.
Rapid Intervention Crew (RIC).
43
The organizational level overseen by General Staff and having responsibility for a major functional area of incident management; situated organizationally between the Branch and Incident Command.
Section
44
Any location in which personnel, supplies and equipment are temporarily housed or parked while awaiting operational assignment.
Staging.
45
Positioning of apparatus in direction of travel at least one block from the incident scene while retaining the ability to move forward, left or right from that position without backing up.
Standby.
46
STOP AND C.
```
Radio report acronym that stands for:
Size
Type
Occupancy
Percent involvement
Additional resources
Noteworthy
Direction
Command
```
47
The general direction selected to accomplish incident objectives set by the IC.
Strategy.
48
A set number of resources of the same kind and type that have an established minimum number of personnel; all with common communications and a designated leader.
Strike Team.
49
Specific and measurable operations objectives that must be accomplished to carry out a strategy.
Tactical objectives.
50
Activities directed towards accomplishing the objectives designated by strategy.
Tactics.
51
Activities directed towards carrying out a specific mission or supporting a specific operational need.
Task.
52
TFD uses the National Incident Management System (NIMS) as its basic everyday operating system to:
a. Ensure __________
b. Effectively manage ___________
c. Establish standard operating procedures for __________
a. the safety and welfare of TFD personnel
b. personnel and resources
c. managing emergency operations
53
The priorities for all incidents are:
a. Life safety
b. Incident stabilization
c. Property conservation
d. Protection of the essential environment
54
In addition to its applications for everyday use, IMS shall be used to manage:
a - d.
a. Major disasters and other major emergencies in accordance with TFD Policy 2003
b. Pandemic incidents in accordance with TFD Policy 2004
c. High rise structure operations in accordance with TFD Policy 2010
d. Mass casualty incidents (MCI) in accordance with TFD Policy 3510
e. Technical operations in accordance with the TFD Policy 4000 series
55
The exterior sides of buildings shall be designated as follows:
a. Side A is always the address side of the building
| b. Remaining sides are designated in a clockwise manner as Sides B, C and D
56
Exposures shall be designated as follows:
| a. The nearest exposure to side C is the C exposure followed in that direction by C1, C2, C3.
a. The nearest exposure to side C is the C exposure followed in that direction by C1, C2, C3.
57
In addition to Command, IMS has four major functional Sections which comprise the General Staff within a fully expanded Command structure:
a. Operations
b. Planning
c. Logistics
d. Finance/Administration
58
During the initial phases of the incident, the IC normally carries out all of the Section functions.
True or false?
True
59
Based on the needs of the incident, the IC also may establish the following additional Command Staff positions to assume responsibility for key activities that are not a part of the line organization:
a. Public Information Officer (PIO)
| b. Liaison Officer
60
The ultimate responsibility for the safe conduct of incident management operations rests with:
the IC or Unified Command and supervisors at all levels of the incident.
61
IMS ensures that each agency with legal jurisdictional responsibility has full Command authority at all times within its jurisdiction.
True or false?
True
62
The Command functions within IMS may be conducted in one of two ways:
a. Single Command
| b. Unified Command
63
The primary characteristics of Single and Unified Command are:
a. Single Command--
i. ___ IC is solely responsible within the confines of his/her authority to establish objectives and provide overall strategy management for the incident
ii. _______ is directly responsible for follow through to ensure that all functional area actions are directed toward accomplishment of the strategy
iii. Implementation of the tactical plan is the responsibility of ___________ who reports directly to the IC
b. Unified Command--
i. Objectives, strategy and priorities are jointly determined by ____________________
ii. There is a ___________ who reports to Unified Command and is responsible for implementation of the IAP
iii. The determination of agency from which the Operations Section Chief is assigned shall be made by mutual agreement of __________
i. One
ii. The single IC
iii. a single Operations Section Chief
i. a group of individuals designated by participating jurisdictions or by departments within a single jurisdiction
ii. single Operations Section Chief
iii. the Unified Command
64
The first TFD unit to arrive at the incident scene shall establish Command.
a. This will normally be done by:
Company Officer, but could be any TFD operations personnel up to and including the Fire Chief
2. When a Battalion Chief arrives at the incident scene at the same time as the initial arriving unit, the Battalion Chief may establish Command of the incident.
65
The radio report of the first arriving unit shall include:
| a - e.
a. Company designation and location
b. Size up using the STOP AND C format
c. Establishment of Command using the radio designation “Command” along with the geographical location of the incident (e.g., 7th Street Command or Washington Building Command)
d. Declaration of strategy
i. What are you doing? (e.g., beginning interior attack is an offensive strategy)
ii. Radio announcement is required if the strategy is defensive
e. Assignment to and/or needed support activities from responding companies
i. What do you need? (e.g., proceed to the scene, search and rescue, water supply, ventilation)
ii. Release resources as indicated (e.g., if it has been determined that no emergency exists, slow or cancel incoming companies)
66
A single company incident (e.g., dumpster fire, single patient EMS call) where the first arriving unit is an engine company may require only that the company __________________.
acknowledge its arrival on the scene.
67
Command shall be established and announced over the radio on any incident where more than two TFD units are assigned, including MVA and EMS calls.
True or false?
True
68
Once Command is established, the initial IC shall develop an IMS command structure appropriate for the incident.
True or false?
True
69
The initial IC shall remain in command until:
Command is passed, transferred or assumed and/or the incident is stabilized and terminated.
70
The IC shall take the following actions to achieve the tactical objectives:
(17)
a. Rapidly size up the situation
b. Establish and announce Command
c. Set up an effective operating position (Command Post)
d. Perform a risk assessment
e. Initiate, maintain and control the communications process
f. Determine the appropriate strategy; offensive or defensive
g. Establish overall incident objectives
h. Set priorities
i. Develop an Incident Action Plan (IAP)
j. Create an effective IMS organization
k. Assign a Safety Officer and an Accountability Officer and announce over the radio
l. Obtain and assign resources consistent with the IAP
m. Predict outcomes and plan as necessary and appropriate
n. Assign specific objectives to tactical level units
o. Provide situation reports
p. Review, evaluate and revise the IAP as needed
q. Provide for continuity, transfer and termination of Command
71
Command Options The initial IC shall choose one of the following command options as appropriate for the situation:
“Nothing Showing” Option
1. These situations generally require investigation by the first arriving company while other companies are ordered to slow down or standby.
Ma. Engines on standby should be located at or near hydrants
2. The initial IC along with one other crew member shall investigate using a portable radio to command the incident.
Command Option
1. Certain incidents, by virtue of their size, complexity and/or potential for rapid expansion, require strong and direct overall Command immediately.
2. In these cases, the initial IC shall establish a safe and effective exterior Command position and maintain that position until relieved.
3. If the initial IC selects the Command option, the remaining crew members may be assigned as follows:
a. Place the remaining crew members into action as the situation requires
i. This decision shall be based on the number of individuals available together with their individual and collective capabilities and experience
b. Assign the crew members to work under the supervision of another Company Officer or Division/Group Supervisor and notify that Company Officer or Division/Group Supervisor regarding the assignment of these personnel
c. Assign the crew members to perform staff functions to assist Command
72
Passing Command
1. When the initial IC has committed to a course of action and announced over the radio that the first arriving unit is passing Command, it shall be understood that Command is passed automatically to the second arriving unit until the responding Battalion Chief is on scene and follows the transfer of command process.
2. The exception to the second arriving unit assuming Command is if that unit is needed to respond to an immediate life safety tactical priority such as a confirmed rescue.
73
Transfer of Command
1. The officer to whom Command is being transferred shall communicate face-to-face or by radio with the person transferring Command.
a. Face-to-face is the preferred method of communication
2. The person transferring Command shall brief the new IC on the following:
a. Safety considerations
b. Incident conditions (e.g., fire location and extent, hazmat spill or release, number of patients)
c. Incident Action Plan
d. Progress toward completing tactical objective(s)
e. Deployment and assignment of operating companies and personnel
f. Appraisal of need for additional resources
3. All on-scene personnel shall be informed by radio message from Command to FCC, to be repeated by FCC, as the transfer of Command is taking place.
4. The IC shall reassign the person being relieved of Command.
74
Assuming Command
1. All Chief Officers and other administrative personnel shall check into the Command Post for assignment.
2. Higher ranking Chief Officers who arrive on scene later may choose to assume Command or assume advisory positions.
a. Assumption of Command is discretionary for Assistant Chiefs, Deputy Chiefs and the Fire Chief
3. If a higher ranking officer wants to change the management of an incident, s/he must be on the scene of the incident.
4. Any on-scene personnel can effect a change in incident management in extreme or critical situations where life safety is at stake by notifying the IC of the safety concern and initiating corrective action.
5. Command shall be transferred only after the transfer of command process outlined in this document is completed.
6. If a later arriving Company Officer or Chief Officer cannot locate or establish communication with the IC, s/he shall:
a. Assume Command
b. Announce his/her assumption of Command over the radio
c. Take whatever actions are necessary to confirm the location and safety of on-scene personnel
75
Levels of Command
| There are three levels in the command structure:
Strategic Level
1. The strategic level involves overall command of the incident under the direction of the IC.
2. The strategic level includes development of an Incident Action Plan (IAP) by the IC.
Tactical Level
1. The tactical level targets operational activities toward specific strategies under the direction of Section Chiefs, Branch Directors, Division and Group Supervisors and/or Strike Team and Task Force Leaders.
2. Tactical level officers are responsible for supervising specific functions and/or geographic areas and the personnel assigned to them.
3. Tactical level officers have the authority to make decisions and assignments within the boundaries of the IAP and as appropriate given safety conditions.
4. The cumulative achievement of tactical objectives should result in accomplishment of the strategy outlined in the IAP.
Task Level
1. The task level is where the work is actually done; refers to the activities accomplished by companies or specific personnel.
2. Task level activities typically are supervised by Company Officers and/or In-charge Paramedics.
3. The cumulative performance of task level activities should result in the achievement of tactical objectives.
76
Organization of Command Structure
| The IC shall establish one of the following command structures based on the needs of the incident:
Single Company Response
1. This is the most basic command structure, combining all three levels of command.
2. The Company Officer determines the strategy and tactics and supervises the crew doing the tasks.
Multiple Company Response
1. An incident involving a small number of companies requires the establishment of a two level command structure.
2. The Command function combines the strategic and tactical levels under the direction of an IC.
3. Companies report directly to the IC and operate at the task level.
Complex Incidents
1. The capability of the IC alone to effectively manage the entire operation is exceeded.
2. Span of control must be reduced to ensure the IC remains focused on overall strategy and resource assignment(s).
3. The Command structure is expanded using IMS to include Sections, Branches, Divisions, Groups, Strike Teams and/or Task Forces as needed to manage tactical activities.
77
Expanding the Command Structure:
Divisions/Groups
1. The use of Divisions/Groups in the Command structure provides a standard system for dividing the incident scene into smaller subordinate tactical level management units consisting of several companies.
2. The use of Divisions/Groups is intended to:
a.
b.
c.
3. The normal span of control is _________
a. In fast moving, complex operations a span of control of no more than __________
b. In slower moving, less complex operations more Divisions/Groups can be managed effectively
4. _________ communication between Company Officers and Divisions/Group Supervisors is the preferred method of communication within a Division/Group to reduce unnecessary radio traffic and increase the ability to transmit critical radio communications.
5. Each Division/Group Supervisor shall:
a. Control the position and function of assigned companies by ___________
b. Constantly monitor all hazardous situations and _______
c. Take appropriate actions to ensure companies are operating in _________
d. Maintain___________ for his/her Division/Group
2. a. Reduce the IC’s span of control to a more manageable size
b. Allow the IC to concentrate on overall strategy and resource assignment
c. Ensure the safety of firefighting personnel
3. three (3) to seven (7) Divisions/Groups.
a. five (5) Divisions/Groups is indicated
4. Face-to-face
5. a. maintaining communications
b. risks to personnel
c. a safe and effective manner
d. accountability
78
The IC shall ______________when:
a. S/he can no longer effectively manage the number of companies currently involved in the operation
b. Companies are involved in complex operations (e.g., large interior or geographic area, hazardous materials, technical rescues)
c. Companies are operating from tactical positions over which the IC has little or no direct control (e.g., out of his/her line of sight)
d. The situation presents special hazards and close control over operating companies is required (e.g., unstable structural conditions, hazardous materials, heavy fire load, marginal offensive situations)
begin to establish Divisions/Groups
79
The IC shall ensure effective emergency operations by subdividing the incident scene as follows:
a. Assigning Divisions to _____________________
b. Assigning functional responsibilities to _____________
a. to geographic locations (e.g., Roof, Division 2)
| b. Groups (e.g., Ventilation, Salvage, Fire Attack)
80
When establishing Divisions/Groups, the IC shall:
a. Assign companies from __________
b. Inform the __________of the specific companies assigned to him/her
c. Identify the_________ assigned to each Division/Group
d. Provide each Division/Group Supervisor with ____________
e. Assign to each Division/Group-- i. and ii. (2 answers)
f. Transfer_________, including location and status information
a. Staging, standby or those en route to the incident to a Division/Group Supervisor
b. Division/Group Supervisor
c. resources
d. an overview of the overall strategy, time permitting
e. i. Specific tactical objectives ii. Radio designation (e.g.; Roof Division, Ventilation Group)
f. accountability
81
The normal span of control for a Division/Group Supervisor is:
three (3) to seven (7) companies.
82
Strike Teams/Task Forces are used to:
divide the incident scene into smaller subordinate tactical level management units consisting of several companies.
83
The use of Strike Teams/Task Forces within the Command structure is intended to:
a. Reduce the Division/Group Supervisor’s span of control to a more manageable size
b. Ensure the safety of on-scene personnel
84
The normal span of control is ___________Strike Teams/Task Forces.
a. In fast moving, complex operations a span of control of no more than ______Strike Teams/Task Forces is indicated
b. In slower moving, less complex operations_____ Strike Teams/Task Forces can be managed effectively
three (3) to seven (7)
a. five (5)
b. more
85
_____________ communication between Company Officers and Strike Team/Task Force Leaders is the preferred method of communication within a Strike Team/Task Force to reduce unnecessary radio traffic and increase the ability to transmit critical radio communications.
Face-to-face
86
The IC shall begin to establish Strike Teams/Task Forces when:
a.
b.
a. The incident is of such a magnitude that Divisions/Groups and Branches cannot maintain an acceptable span of control
b. Assisting an agency that uses Strike Teams/Tasks forces as its primary span of control mechanism
87
The IC also may assign a Strike Team/Task Force Leader to an area or function to report on conditions and advise the IC of needed tasks and resources.
a. The officer assigned to this function shall--
i. Proceed to the Strike Team/Task Force operating area
ii. Evaluate and report on conditions
iii. Direct resources and operations within his/her assigned area of responsibility
88
The Command organization may be expanded through the implementation of Sections when:
a. A minor incident escalates into a major incident
| b. The number of Divisions/Groups required for the incident exceed the IC’s manageable span of control
89
The Operations Section is responsible for:
the direct management of all incident tactical activities, the tactical priorities and the safety and welfare of the personnel working in the Operations Section.
90
The Planning Section functions as the IC’s clearinghouse for information; gathering, assimilating, analyzing and processing information needed for effective decision making as well as preparing the IAP for the next operational period.
True or false?
True
91
The Logistics Sections serves as the support mechanism for the IMS organization; providing services and support systems to all organizational components involved in the incident including Base, transportation, supplies, equipment maintenance, fueling, feeding, communications, medical services and Rehab.
True or false?
True
92
The Finance/Administration Section is established when incident management activities require on-scene or incident-specific finance or other administrative support services and/or for large, complex incidents that involve significant funding originating from multiple sources.
a. When only one specific finance function is required such as cost analysis the position may be established as a Technical Specialist in the Planning Section
True or false?
True
93
The Intelligence/Investigations Section is established when incident management activities require intelligence gathering for the detection, prevention, apprehension and prosecution of criminal activities and the individual(s) involved including terrorist incidents or for determination of the cause of a given incident regardless of source.
a. This is an option for incidents requiring more control of intelligence than the normal operational and situation intelligence gathered and reported by the Planning Section
True or false?
True
94
```
1. The Command organization may be further subdivided into Branches when:
a.
b.
c.
d.
```
a. The Operations Section Chief’s span of control with Divisions/Groups is maximized
b. The incident is multi-jurisdictional
c. The incident has two or more distinctly different major management components (e.g., large fire with a major evacuation, large fire with several patients)
d. Geographical elements necessitate the assignment of Branches to forward positions to manage and coordinate activities
95
Radio designation of Branches should be as follows:
a. ___________ for functional Branches (e.g., HazMat Branch, Multi-Casualty Branch)
b. _________ for geographical Branches (e.g., Branch I, Branch II)
a. Based on the Branch objective
| b. Numerical
96
Once Branches are established, radio communications shall then be directed as follows:
a. From the Division/Group Supervisor to the __________
b. From the Branch Director to the ________
a. Branch Director and vice versa
| b. Operations Section Chief or IC and vice versa
97
When an incident requires the use of aircraft (e.g., transporting victims from an MCI, high rise roof top rescue) the Operations Section Chief should establish an __________
Air Operations Branch.
a. The size, organization and use of this Branch will depend on the nature of the incident and the availability of aircraft
98
Command Staff generally consists of:
a.
b.
c.
a. Public Information Officer (PIO)
b. Safety Officer
c. Liaison Officer
99
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General Staff positions include:
a.
b.
c.
d.
e.
```
a. Operations Section Chief
b. Planning Section Chief
c. Logistics Section Chief
d. Finance/Administration Section Chief
e. Intelligence/Investigation Section Chief
100
The following additional Command Staff also may be necessary depending on the nature and location of the incident and/or specific requirements established by the IC:
a. Legal Advisor assigned to the Planning Section as a Technical Specialist or to the Command Staff to advise the IC on legal matters such as emergency proclamations, evacuation orders and legal rights and restrictions pertaining to media access
b. Medical Advisor assigned directly to the Command Staff to provide advice and recommendations to the IC regarding medical and mental health services, mass casualty response, acute care, vector control, epidemiology and/or mass prophylaxis considerations
101
The Operations Section Chief directly manages all:
incident related operational activities.
102
Who shall:
a. Be directly involved in the development of the IAP
b. Establish tactics for the assigned operational period
c. Manage all incident tactical activities
d. Coordinate activities with the IC
e. Implement the IAP
f. Assign resources to tactical level areas based on tactical objectives Build an effective organizational structure through the use of Branches, Divisions and Groups
g. Provide overall management for Branches, Divisions and Groups
h. Provide tactical objectives for Divisions and/or Groups
i. Control Staging and Air Operations j. Provide for life safety
k. Determine needs and request additional resources
l. Consult with and inform other Sections and/or Command Staff as needed
m. Use the appropriate radio channel to communicate strategic and tactical objectives to Branches, Divisions and Groups
The Operations Section Chief
103
The RIC Leader shall report to:
the IC, the Operations Section Chief or the Rescue Group Supervisor if and when that position is activated.
4. When activated, the Rescue Group Supervisor shall supervise one or more RICs.
104
The Planning Section Chief oversees all incident related data gathering and analysis regarding incident operations and assigned resources.
2. Once activated, the Planning Section Chief shall coordinate closely with the Logistics and Finance/Administration Section Chiefs to ensure that operational records can be reconciled with financial documents.
True or false?
True
105
The Planning Section Chief’s goal is to:
a.
b.
a. Plan ahead of current events
| b. Anticipate and proactively identify needed resources
106
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The Planning Section Chief may activate the following Units, each of which may be headed by a Unit Leader as appropriate:
a.
b.
c.
d.
e.
```
a. Resource Unit
b. Situation Unit
c. Demobilization Unit
d. Documentation Unit
e. Technical Specialist(s)
107
Once activated, the Logistics Section Chief shall coordinate closely with the _______________ Section Chiefs to ensure that operational records can be reconciled with financial documents.
Planning and Finance/Administration
108
Who shall:
a. Provide for medical aid for incident personnel b. Manage the Rehab area c. Ensure the efficient operation of the incident Base d. Coordinate the immediate critical incident stress debriefing function
e. Provide and manage any needed supplies or equipment
f. Coordinate with the Planning Section to forecast and obtain any future resources needs
g. Provide for communications plan and any needed communications equipment
h. Provide fuel and needed repairs for equipment
i. Obtain specialized equipment or expertise as requested by the IC
j. Provide food and associated supplies to incident personnel
k. Secure any needed fixed or portable facilities for incident personnel
l. Provide any other logistical needs as requested by the IC
m. Supervise assigned personnel
The Logistics Section Chief
109
Once activated, the Finance/Administration Section Chief shall coordinate closely with the ____________ Section Chiefs to ensure that operational records can be reconciled with financial documents.
Planning and Logistics
110
Who shall:
a. Coordinate with the Logistics Section Chief to procure services and/or supplies from sources within and outside of TFD or the City as requested by the IC
b. Monitor all funding sources
c. Track and report to the IC the accrued costs as the incident progresses
d. Document all financial costs of the incident, including personnel time
e. Document for possible cost recovery of services and/or supplies
f. Manage vendor contracts
g. Analyze and manage legal risk for incidents (e.g., hazardous materials clean up)
h. Document for compensation and claims of injury
i. Obtain any and all needed incident documentation for potential cost recovery efforts
The Finance/Administration Section Chief
111
Incident Action Plan (IAP)
1. All incidents shall have an IAP.
a. The need for a written plan is based on the requirements of the incident and the decision of the IC
2. All incidents exceeding one operational period shall have a ______
3. The IC shall use the following five phase process to develop the IAP:
2. written IAP.
3. 1. Understand the Situation
2. Establish Incident Objectives and Strategy
3. Develop the Plan
4. Prepare and Disseminate the Plan
5. Execute, Evaluate and Revise the Plan
112
The IAP shall follow the P-O-S-T format:
a. Priorities--Regardless of the size or complexity of an incident, the following fundamental priorities remain constant
i. Life safety
ii. Incident stabilization
iii. Property conservation
iv. Protection of the essential environment
b. Objectives--Broad descriptions or statements of the desired outcomes or actions to be achieved relative to the priorities
c. Strategies--Action processes by which the objectives will be met
d. Tactics/Tasks--Specific activities to be implemented to carry out the strategies
113
Situation Reports
1. Situation reports shall be provided at all incidents where the nature of the incident or the activities required to implement the IAP present _____________
2. Once Command has been established, the Incident Commander shall provide a situation report to FCC at ________
3. During incidents where interior fire attack is being used, situation reports shall include the following information:
a.
b.
c.
d.
1. a significant risk to the safety of firefighters.
2. 10 minute intervals.
3. a. Progress made towards extinguishing the fire
b. Estimated time before fire is under control
c. Assessment of whether continuing to place firefighters at risk is still warranted versus the potential for saving lives or property
d. Need for tactical change in IAP to move from offensive to defensive fire attack
