1
Q
What is the primary goal of Command Function 6?
A
To balance the Incident Commander’s span of control by developing an effective incident organization
This involves decentralizing and delegating geographic and functional responsibility.
2
Q
What are the three operational levels that make up every incident operation?
A
- Task level
- Tactical level
- Strategic level
Each level has distinct roles and responsibilities in incident management.
3
Q
What is the role of the Task level in incident operations?
A
Perform the work that completes the benchmarks and priorities
Task-level crews operate in the Hot Zone and are supervised by captains.
4
Q
Who oversees and manages active task-level positions at the Tactical level?
A
Command officers acting as Division Supervisors
They manage three or more companies using geographic identifiers.
5
Q
What is the responsibility of the Strategic level in incident management?
A
Commanding the incident and performing the Eight Command Functions
The IC, along with their aide and Senior Advisor, creates the Command Team.
6
Q
What is the initial operation in incident management?
A
The first-arriving units that represent the best opportunity for quickly achieving Fire Control
The initial IC develops an Incident Action Plan (IAP) for this operation.
7
Q
What does the initial IC need to prepare for during the initial operation?
A
Assign three to four companies, including their own
This helps maintain an acceptable level of strategic span of control.
8
Q
True or false: The initial IC should assign tactical-level responsibility to working captains.
A
FALSE
Task-level captains cannot provide the ongoing tactical management required for active attack positions.
9
Q
What are the two ways that initial operations can end?
A
- Significant incident hazards are eliminated
- Fire is controlled and a Primary All Clear is declared
If hazards remain, Command must transfer to a strategic command post.
10
Q
What is the purpose of expanding operations in incident management?
A
To increase the capability and effectiveness of the strategic level
This involves transferring command from an initial IC to a strategic IC.
11
Q
What does the IC need to determine as part of their initial and ongoing size-up?
A
Key tactical positions and functions
This helps in assigning companies and dividing the incident into manageable subdivisions.
12
Q
What is the 3-deep deployment model in incident management?
A
- Working
- On-deck
- Staged
This model ensures a steady stream of companies to various Divisions.
13
Q
What is the role of a Division Supervisor?
A
- Manage tactical level requirements
- Manage embedded safety requirements
They are responsible for ensuring positions match conditions and completing benchmarks.
14
Q
What are the responsibilities of a Division Support Officer?
A
- Manage the passport/accountability system
- Track work times of interior crews
- Assist with rotation of companies in and out of the Hot Zone
They function as the embedded safety officer.
15
Q
What should the IC avoid when assigning resources to established tactical positions?
A
Automatically assigning more resources
Captains should provide priority traffic or status change reports for necessary resources.
16
Q
What is the significance of geographic subdivisions in incident management?
A
They provide tactical supervision, direction, and support to units in the Hot Zone
This helps achieve Incident Priorities more safely and effectively.
17
Q
What is the optimal choice for a Division Supervisor?
A
A battalion chief with their aide
This allows for effective management of task-level companies.
18
Q
What must a Division Supervisor do regarding air management?
A
Manage air management and work/rest cycles
They are responsible for monitoring the welfare of their personnel.
19
Q
What is the role of the Division Support Officer when crews are ready to return to work?
A
Check in with the Division Support Officer
The Division Support Officer assists in coordinating operations and ensuring safety.
20
Q
What should the Division Support Officer identify within the structure?
A
All interior hose lines
This helps on-deck crews locate interior crews who may need assistance.
21
Q
What is the responsibility of the Division Support Officer regarding crew rotation?
A
Organize and facilitate the rotation of crews in and out of the Hot Zone
This ensures effective management of personnel in hazardous areas.
22
Q
When a company exits the Hot Zone, who should they brief?
A
The Division Supervisor and report to the Division Support Officer
This communication is crucial for maintaining situational awareness.
23
Q
Who is responsible for monitoring the welfare of personnel in the division?
A
Division Supervisor and Division Support Officer
They determine if formal rehabilitation is necessary.
24
Q
What types of hazards must the Division Support Officer monitor?
A
- Overhead power lines
- Compromised structural integrity
- Worsening fire conditions
- Hazardous materials
- Technical rescue needs
- Other conditions impacting firefighter safety
Monitoring these hazards is essential for firefighter safety.
25
True or false: The **Division Support Officer** must always communicate with the **Division Supervisor** about incident conditions.
TRUE
## Footnote
This ensures that the Incident Commander is informed of significant safety hazards.
26
What is the primary focus of **defensive tactical-level supervision**?
Protecting firefighters
## Footnote
Defensive strategies are employed when lives and property are no longer salvageable.
27
In defensive operations, what should the **Incident Commander** identify?
All immediate and anticipated exposures
## Footnote
This is crucial for personnel safety and exposure protection.
28
What should Division Supervisors use to identify the defensive fire perimeter?
Caution tape, cones, or other visual indicators
## Footnote
This helps manage firefighter movement and safety.
29
What becomes critical in managing defensive operations?
Water supply
## Footnote
Division Supervisors must coordinate with the IC to ensure adequate water supply.
30
When can personnel enter the Hot Zone during defensive operations?
After fire control is declared, structural assessment is completed, and a risk mitigation plan is developed
## Footnote
Safety is paramount before entering compromised structures.
31
What is the purpose of building a **command team**?
Support and reinforce the Incident Commander
## Footnote
Command teams help manage significant local incidents effectively.
32
Who are the members of a **command team**?
* Incident Commander
* Support Officer
* Senior Advisor
* Incident Safety Officer
## Footnote
These roles work together to perform Command Functions.
33
What is the primary responsibility of the **Incident Commander**?
Lead and organize the response to an incident
## Footnote
They are responsible for overall safety and managing the Hot Zone.
34
What does the **Support Officer** do during the expanding operational phase?
* Complete recon of the incident scene
* Confirm the strategy
* Evaluate and recommend changes to the incident action plan
* Provide direction relating to Incident Priorities
* Evaluate the need for additional resources
## Footnote
The Support Officer helps maintain balance in fast-moving incidents.
35
What is the role of the **Senior Advisor** in the command team?
Assess the incident and provide direction, guidance, and advice
## Footnote
They manage and oversee the command post.
36
What must the **Incident Safety Officer** communicate to the IC?
Changing conditions, activities, operations, hazards, and unacceptable risk-taking circumstances
## Footnote
This communication is critical for maintaining safety.
37
What does NFPA 1561 recommend regarding the **Safety Officer**?
Appoint a Safety Officer at all applicable emergency incidents
## Footnote
The Safety Officer monitors safety hazards and ensures personnel safety.
38
What is one of the primary responsibilities of the **Safety Officer**?
Establish emergency incident control zones
## Footnote
This includes collapse zones based on fire conditions and structural factors.
39
What should the **Incident Commander** provide to the Safety Officer?
The incident action plan
## Footnote
This helps the Safety Officer assess risks and conditions.
40
What is the primary role of the **Incident Commander (IC)** in the command vehicle?
Fulfill responsibilities defined by NFPA for an Incident Safety Officer
## Footnote
The IC works with their aide to manage the incident effectively.
41
What should command consider when deploying a **second Battalion Chief (BC)**?
* Strengths and weaknesses of deployment
* Role as Division Support Officer or Division Supervisor
## Footnote
The decision impacts the effectiveness of tactical supervision.
42
True or false: Splitting the BC and aide is the optimal solution for deployment.
FALSE
## Footnote
It is not considered the best option for effective command.
43
What does NFPA recommend for tactical supervisors with **three or more units** assigned?
Have an assistant
## Footnote
This recommendation is aimed at ensuring effective supervision.
44
What is the purpose of requesting an **additional Battalion Chief** during 'working fires'?
* Manage different geographical areas
* Function as Incident Safety Officer
* Serve as Senior Advisor
## Footnote
The additional BC can fill various gaps depending on the event's extent.
45
What are the responsibilities of a **Division Supervisor**?
* Division plan matches IC’s IAP
* Risk Management in the Division
* Entry Control
* Complete the priorities
* Position matches conditions
* Implement and manage the Division's IAP
## Footnote
These responsibilities ensure effective management of the incident.
46
What does the **Division Support Officer** manage?
* Passport/accountability system
* Work times of interior crews
* Rotation of companies in and out of the Hot Zone
* On-deck crews
* Recycling and rehabbing of crews
## Footnote
This role is crucial for safety and efficiency in operations.
47
When should a command officer consider splitting the **battalion chief and aide**?
* Three or more units in multiple locations
* Complicated fire requiring monitoring
* IC outside of span of control
* Air management rotation needed
## Footnote
These conditions necessitate effective command structure.
48
What is the role of the **Senior Advisor** in the command team?
* Run the command post
* Ensure current strategy is correct
* Verify effectiveness of incident organization
## Footnote
The Senior Advisor plays a critical role in maintaining command effectiveness.
49
What types of incidents may require **escalating operations**?
* Apartment fires
* Strip Mall fires
* Large Commercial fires
* Mass casualties
* Active shooter situations
* High-profile events
## Footnote
These incidents often require more complex command structures.
50
What should be included in the **standard setup list** for escalating command posts?
* Radios on correct channels
* Preplan information
* Satellite overhead image
* List of incident scene resources
## Footnote
This setup is essential for effective command operations.
51
What is the purpose of upgrading the **command post**?
To manage expanding command capabilities
## Footnote
Upgrading ensures that the command can keep pace with incident requirements.
52
What is the **optimal deployment** for a battalion chief and aide?
As Division Supervisor and Division Support Officer
## Footnote
This deployment maximizes tactical supervision and safety oversight.
53
What is the primary goal of Command Function 6 – Organization?
To balance the Incident Commander’s span of control by developing an effective incident organization through decentralizing and delegating geographic and functional responsibility.
54
What does the incident organization allow the IC to do?
Delegate responsibility for sections of an incident, thereby maintaining a workable span of control.
55
What does delegation allow Division Supervisors and captains to do?
Solve related problems in a specific part of the incident using better information from that area.
56
What can the IC focus on when authority is decentralized?
Strategic-level orchestration of incident operations.
57
Many incident management problems stem from what?
Organizational mistakes.
58
What are the three operational levels on every incident?
Task level, Tactical level, and Strategic level.
59
What happens at the task level?
Task-level crews perform the work that completes the benchmarks and priorities.
60
Where does the task level operate?
In the Hot Zone.
61
Who supervises the task level?
Captains.
62
What identifies a task-level unit organizationally?
Its company identifier, such as E1, E2, or T43.
63
What happens at the tactical level?
Command officers work as Division Supervisors to oversee and manage active task-level positions requiring three or more companies.
64
What identifiers define tactical positions?
Geographic identifiers such as Division 2, Alpha, or Charlie.
65
What happens at the strategic level?
The strategic level is responsible for commanding the incident.
66
Who performs the Eight Command Functions?
The IC.
67
Who creates the Command Team with the IC?
Their aide and the Senior Advisor.
68
What is the organizational identifier for the strategic level?
Command.
69
Why is the task level the most essential level on the incident site?
Because it solves the incident’s problems.
70
What is all activity outside the Hot Zone intended to do?
Support units working on the task level.
71
What does the initial operation represent?
Our best opportunity for quickly achieving Fire Control.
72
What does the initial IC develop for the initial operation?
An IAP that identifies the key operational areas required for the initial operation.
73
What do those key operational areas become?
The attack positions the strategic IC uses to build on and organize the Expanding and Escalating Operations.
74
How many companies should the initial IC prepare to assign?
Three to four companies, including their own.
75
Why does the initial IC’s span of control need to stay limited?
Because operating inside a Hot Zone severely limits strategic capability.
76
What is the main challenge for an IC in the mobile command position?
The ongoing management of the companies already assigned.
77
What is the mobile-command IC’s position once they don their facepiece and enter the Hot Zone?
The worst position to manage the strategic level.
78
What do initial operations trade for rapid extinguishment?
Strategic-level capability.
79
What is the primary tactical action that protects victims, firefighters, and salvageable property?
Quickly controlling fire.
80
What is the main objective of the initial operation?
Fire Control.
81
When the fire is extinguished, what happens to victim and occupant safety?
Victims and exposed occupants are safer.
82
How does extinguishment affect Primary All Clear?
It significantly enhances the ability to complete a Primary All Clear.
83
How does the initial IC organize the incident?
By assigning companies to key tactical positions.
84
How does the IC identify companies when making initial assignments?
Using their Company ID as their organizational identifier.
85
What should the IC NOT assign to working captains?
Tactical-level responsibility as a Division Supervisor.
86
Why should working captains not be assigned as Division Supervisors?
They cannot provide the ongoing tactical management and supervision required for active attack positions.
87
According to the document, what can you be, but not both?
A working captain or a Division Supervisor, but not both.
88
Once a company is assigned to a geographic location, what is the general rule about assigning additional companies there?
Do not assign additional companies there until requested by priority traffic or a CAAN report by the company operating in that area.
89
What is the exception involving on-deck companies?
The IC may assign on-deck companies to active attack positions to establish three-deep layering.
90
Where do on-deck companies stage?
In the Warm Zone.
91
How long should companies assigned to a location generally remain there?
For the duration of the incident.
92
What multiple work cycles may a company have in one area?
Working, recycling, and on-deck.
93
What does leaving task-level units in their initial location provide?
Greater accountability for everyone operating at the incident scene.
94
How does managing rehab and recycling within the attack position help?
It prevents freelancing.
95
What are the two ways Initial Operations can end?
The hazards are eliminated and Command transfer is not required, or the hazards are not eliminated and Command must transfer to a strategic command post.
96
What two conditions indicate the initial operation ended successfully without command transfer?
Crews have controlled the fire and declared a Primary All Clear, and on-scene resources can complete the incident operations.
97
When must the initial IC transfer Command to a strategic command post?
When initial operations did not eliminate the significant incident hazards and Incident Priorities still need to be completed.
98
What is the first step in moving from an initial to an expanding operation?
Transferring Command from an initial IC in the mobile command position to a strategic IC in a command post.
99
What does this Command transfer dramatically increase?
The capability and effectiveness of the strategic level.
100
What does the strategic IC monitor before transfer?
The initial IC’s BIR, follow-up report, and initial assignments.
101
Before transferring Command, what should the strategic IC know?
The position and function of all working companies.
102
What does the transfer replace?
The initial IC with a strategic IC and their aide.
103
What does expanding operations involve assigning?
Non-IDLH tactical supervisors and safety officers to manage company work cycles directly.
104
Whom should the IC prioritize for tactical supervision if available?
Battalion chiefs in the most active or hazardous attack positions.
105
What should the IC determine as part of initial and ongoing size-up?
The incident’s key tactical positions and functions.
106
What do these key positions and functions become the basis for?
Assigning companies or Divisions and dividing the incident into manageable subdivisions.
107
Once key tactical positions are established, what can the IC focus on?
Overall strategy, IAP management, evaluations, and resource allocation.
108
How does the IC manage strategic-level accountability?
By controlling the position and function of all units in the hazard zones using a tactical worksheet or Tablet Command.
109
What must the IC and Division Supervisors continually understand?
Each other’s location on the incident scene.
110
What should the IC avoid doing automatically?
Assigning more resources to established tactical positions.
111
How should captains communicate resource or support needs once the organization is in place?
Through priority traffic, a status change report, or an IC-driven CAAN report.
112
What does this organization allow the strategic IC to become?
A resource allocator.
113
What should the IC not exceed?
The task-level supervisor’s span of control.
114
What can a captain operating inside a Hot Zone reasonably manage?
Only their crew.
115
When is creating a Division recommended?
When multiple crews operate within the same tactical position.
116
What is a primary strategic responsibility of the IC regarding reserves?
Maintaining an adequate tactical reserve.
117
What deployment model must the IC use?
The 3-deep deployment model: working, on-deck, and staged.
118
What does the 3-deep deployment model provide?
A steady, adequate stream of companies to the various Divisions.
119
How does this deployment approach improve safety and effectiveness?
It places ready-to-use resources in key operational positions around the incident site.
120
What are the three strategic goals of the deployment and Division system?
Have enough firefighters assigned to perform the work, have enough firefighters on-deck within the Divisions ready to work, and have enough tactical reserve in staged positions waiting to be assigned.
121
What must the IC forecast about the event?
The overall direction of the event.
122
What must the IC do with the Hot Zone?
Subdivide it into manageable tactical positions.
123
How should geographic responsibilities be assigned?
Early and proactively rather than reactively in a crisis.
124
What does subdividing the incident site provide?
Tactical supervision, direction, and support to units assigned and operating in the Hot Zone.
125
How does delegated management help the IC?
It helps the IC achieve Incident Priorities more safely and effectively.
126
What are the benefits of using appropriate subdivisions?
Implement a standardized system, reduce span of control, allow the IC to focus on strategy, streamline communications, improve accountability, provide tactical direction and leadership, and improve firefighter safety.
127
Because it is difficult for the IC to track location and accountability, what must be limited?
The use of groups inside the Hot Zone.
128
What do greater alarm packages provide as incidents escalate?
The support needed to develop an organization that can sustain and outlast the operation.
129
What should an effectively expanded operation do?
Decentralize command and place tactical-level supervision in key locations throughout the incident scene.
130
What should ICs forecast in expanded operations?
Projected duration, workload, additional needs, and plans to manage those resources.
131
What tools does the IC use to create tactical subdivisions?
Companies or Divisions.
132
What is a Division?
A geographical subdivision of the incident site.
133
What is a Group?
A functional work group not tied to a specific geographic location.
134
What are Companies in ICS/NIMS terminology?
Functional work groups with an assignment that retain their unit designation.
135
How many crews may a Division Supervisor manage?
Between three and seven crews.
136
What should the IC use to identify tactical subdivision locations?
Geographic landmarks, exposures, and floors.
137
What principle does LVFR prioritize regarding Division Supervisors?
Division Supervisors should be officers who can manage task-level companies in full PPE from the Warm Zone.
138
What must Division Supervisors evaluate within the Division?
Critical factors and the Risk Management Plan.
139
What must Division Supervisors maintain accountability for?
The position and function of all assigned resources.
140
What must Division Supervisors actively manage regarding work cycles?
Air and work cycle rotations by maintaining adequate on-deck resources.
141
What must Division Supervisors formulate as part of a backup plan?
A backup plan that includes an RIT cache and potentially needed resources or equipment.
142
Why should Command reserve the Division Supervisor assignment for a command officer who is not task-oriented?
A task-oriented officer cannot meet all Division Supervisor expectations.
143
What is the preferred order for selecting Division Supervisors?
A battalion chief with aide, a battalion chief without aide, a BC aide with an assistant, a BC aide without assistance, a captain with crew, then a captain without assistance and with their crew reassigned.
144
What is the optimal Division Supervisor deployment?
A battalion chief deploying with their aide.
145
In that optimal deployment, what does the battalion chief do?
Functions as the Division’s tactical supervisor, managing the assigned resources.
146
In that optimal deployment, what does the support officer do?
Works with the BC as the embedded safety officer.
147
When should splitting a later-arriving battalion chief and aide be considered?
When three or more units operate in multiple geographic locations, when a complicated fire requires monitoring multiple geographic locations, anytime the IC is outside span of control, or when committed resources require air-management rotation at geographically distant entrances.
148
What must the IC recognize when assigning a command officer to assume Division responsibilities?
There is a delay in getting the command officer into an effective position.
149
What must the IC do during that delay?
Maintain control of the units in that area until the officer is ready.
150
What must the IC transmit when assigning the Division?
The location of the Division, the Division’s appropriate name, and a request for notification when the officer is in place and ready.
151
What does the IC do once the officer reports ready?
Provide the Division objectives and inform the Division Supervisor of the units currently assigned to them.
152
What are the two main functional areas a Division Supervisor must manage?
The tactical level requirements to run the Division and the embedded safety requirements to run the Division.
153
Name one essential tactical function of a Division Supervisor.
Size up of the critical factors.
154
Name one essential tactical function of a Division Supervisor.
Risk management.
155
Name one essential tactical function of a Division Supervisor.
Completion of benchmarks and priorities in their area.
156
Name one essential tactical function of a Division Supervisor.
Ensuring positions match conditions.
157
Name one essential tactical function of a Division Supervisor.
Ensuring the Division IAP matches the IC’s strategy and IAP.
158
Name one essential tactical function of a Division Supervisor.
Implement and manage the Division’s IAP.
159
Name one essential tactical function of a Division Supervisor.
Entry control.
160
Name one essential tactical function of a Division Supervisor.
Supervising the work.
161
Name one essential tactical function of a Division Supervisor.
Coordinating with other Division Supervisors.
162
Name one essential tactical function of a Division Supervisor.
Requesting resources from the IC to maintain adequate resources and reserve, including On-Deck crews.
163
Name one essential tactical function of a Division Supervisor.
Maintain On-Deck crews when personnel are committed to positions requiring air management.
164
Name one essential tactical function of a Division Supervisor.
Providing CAN reports to the IC.
165
Name one embedded safety function of a Division Supervisor without a Support Officer.
Managing accountability.
166
Name one embedded safety function of a Division Supervisor without a Support Officer.
Air management.
167
Name one embedded safety function of a Division Supervisor without a Support Officer.
Managing work-rest cycles.
168
Name one embedded safety function of a Division Supervisor without a Support Officer.
Managing On-Deck crews, recycle, and rehab.
169
Name one embedded safety function of a Division Supervisor without a Support Officer.
Monitoring the Division for significant safety hazards.
170
Name one embedded safety function of a Division Supervisor without a Support Officer.
Monitoring the safety channel if established.
171
Who is always responsible for monitoring personnel welfare and deciding on recycling versus formal rehab?
Division Supervisors and captains.
172
What may Division Supervisors need to request when crews are on-deck, recycling, or in rehab?
Additional resources to replace them.
173
What does the Division Support Officer function as?
The embedded safety officer.
174
What does the Division Support Officer manage regarding accountability?
The passport and accountability system.
175
What does the Division Support Officer track around SCBA work times?
The work times of interior crews.
176
What does the Division Support Officer help manage regarding Hot Zone rotation?
The rotation of companies in and out of the Hot Zone.
177
What does the Division Support Officer manage regarding work-cycle staffing?
On-deck crews, recycling, and rehabbing of crews.
178
What separate radio function may the ISO in the command post establish if needed?
A separate radio channel to communicate with Divisions’ Support Officers.
179
What must the Division Support Officer identify if assigned?
The Safety Channel.
180
What will the Division Support Officer use to track accountability and work times?
A task board or TWS.
181
What does the Division Support Officer do when crews approach the end of their work cycle?
Notify the Division Supervisor to contact the company and have them exit the Hot Zone.
182
Whom must subsequent companies arriving at the Division contact?
The Assistant Safety Officer.
183
How do the Division Support Officer and Division Supervisor work together with arriving crews?
They brief them, place them on deck, or assign them to work.
184
What should units returning from recycling do when ready to work?
Check in with the Division Support Officer.
185
Why should the Division Support Officer identify all interior hose lines with the units operating inside?
To help on-deck crews determine the location of interior crews who may request help.
186
What does the Division Support Officer organize and facilitate?
The rotation of crews in and out of the Hot Zone.
187
What happens when a company exits the Hot Zone?
They brief the Division Supervisor and report to the Division Support Officer.
188
What kinds of hazards must the Division Support Officer monitor for?
Overhead power lines, compromised structural integrity, worsening fire conditions, hazardous materials, technical rescue needs, and other firefighter safety hazards.
189
What must the Division Support Officer always communicate to the Division Supervisor?
Incident conditions.
190
Whom must the Division Support Officer keep informed of significant safety hazards?
The IC.
191
What does that coordination ensure?
The Division’s action plan remains current and Hot Zone firefighters stay safe.
192
What vulnerability exists when company officers are assigned early as Division Supervisors while still task-oriented?
They may become overwhelmed and unable to manage both task-level and tactical-level responsibilities.
193
What should those captains do when they recognize they are task saturated?
Request the appropriate resources to disengage from task-level actions.
194
What does disengaging from task-level actions allow them to do?
Focus on their tactical-level responsibilities.
195
What is the basis of the defensive strategy?
Protecting firefighters.
196
What should never result from defensive fires?
Injury to firefighters.
197
What becomes a major critical factor in defensive fires?
Arrangements.
198
What dictates operating positions on a defensive emergency scene?
The arrangement of the main fire compartment or area to its neighboring exposures.
199
What must Command identify in defensive operations?
All immediate and anticipated exposures.
200
What must be done with all exposures?
They must be searched and protected.
201
What is the primary concern in defensive operations?
Personnel safety.
202
What is the secondary concern in defensive operations?
Exposure protection.
203
What must the IC identify in defensive operations?
The defensive perimeter and collapse zone.
204
What must all operating units do regarding that perimeter?
Remain behind it and not cross it.
205
What visual indicators may Division Supervisors use to identify the defensive perimeter and collapse zone?
Caution tape, cones, or other visual indicators.
206
Why is this perimeter marking useful?
It helps the Division Supervisor manage firefighter creeping.
207
What becomes a critical factor in managing defensive operations?
Water supply.
208
What must Division Supervisors coordinate with the IC in defensive operations?
Uninterrupted water supplies with enough flow to control the problem and or protect exposures.
209
What officer should the IC consider assigning for large defensive fires?
A Water Supply Officer.
210
What should Division Supervisors do with small-diameter hand lines during defensive operations?
Shut them down unless they are being used to protect exposures directly.
211
Why shut down small-diameter hand lines in defensive operations?
To divert water to master-stream devices and reduce creeping.
212
Where will personnel remain in a defensive posture?
Outside of the Hot Zone.
213
When may personnel enter for overhaul after defensive operations?
Only after fire control is declared, a structural assessment is completed, and a risk mitigation plan has been developed and communicated.
214
If structural integrity is too compromised for safe passage, what is the rule?
Personnel will not enter for any reason.
215
Once Command transfers to a strategic IC, what should that IC build?
A command team.
216
Why are command teams used?
To provide enough Command support to rapidly control significant local incidents.
217
Who may be included in a command team?
The Incident Commander, the Support Officer, the Senior Advisor, and the Incident Safety Officer.
218
What must the IC build the command team to match?
The pace of the incident escalation.
219
Why does the IC need support as the incident expands?
A single IC will quickly become overwhelmed with management responsibilities.
220
What is created when a Support Officer, Senior Advisor, ISO, or some combination supports the IC in the CP?
An integrated team working together to perform the Command Functions.
221
What can a well-trained command team often do?
Safely and effectively solve local emergency problems.
222
What is the strategic IC responsible for overall?
Leading and organizing the response to an incident.
223
Name one responsibility of the strategic IC.
Overall safety and management of the Hot Zone.
224
Name one responsibility of the strategic IC.
Perform the Eight Command Functions.
225
Name one responsibility of the strategic IC.
Evaluate incident critical factors.
226
Name one responsibility of the strategic IC.
Risk management analysis.
227
Name one responsibility of the strategic IC.
Develop and manage the strategy and IAP.
228
Name one responsibility of the strategic IC.
Coordinate the IAP with Divisions.
229
Name one responsibility of the strategic IC.
Manage completion of the Incident Priorities.
230
Name one responsibility of the strategic IC.
Allocate and deliver resources based on Division requirements.
231
What does a strategic IC require if the incident continues to escalate?
Support and reinforcement from a Command team.
232
What two broad uses should the strategic IC make of subsequent arriving command officers?
Assign them to forward positions in the Warm Zone as Division Supervisors or to command support roles in the command post.
233
What kind of position is the Support Officer?
A Command support position.
234
What role does the IC often fill during the expanding operational phase?
Support Officer.
235
Name one responsibility of the Support Officer.
Complete recon of the incident scene.
236
Name one responsibility of the Support Officer.
Confirm the strategy by challenging and validating risk versus benefit.
237
Name one responsibility of the Support Officer.
Evaluate and recommend changes to the incident action plan.
238
Name one responsibility of the Support Officer.
Provide direction relating to Incident Priorities, specific critical factors, and safety.
239
Name one responsibility of the Support Officer.
Assume ISO responsibilities until assigned.
240
Name one responsibility of the Support Officer.
Evaluate the need for additional resources.
241
Name one responsibility of the Support Officer.
Assume or assign logistics responsibilities.
242
Name one responsibility of the Support Officer.
Assist with the tactical worksheet for resource control, accountability, and tracking.
243
Name one responsibility of the Support Officer.
Evaluate the organization and span of control.
244
Name one responsibility of the Support Officer.
Shield the IC from distractions.
245
What can a Support Officer often do for a fast-moving, almost out-of-control incident?
Bring it back into balance.
246
Why is the Support Officer described as the IC’s shield?
They keep attention-diverting distractions away from the IC.
247
What advantage does LVFR gain by pairing battalion chiefs with aides?
A built-in command officer ready to serve as Support Officer, Division Supervisor, or ISO.
248
When a chief with an aide is assigned to a Division, what role does the aide fill?
Assistant Safety Officer responsibilities for that Division.
249
What role often fills during the escalating operational phase?
Senior Advisor.
250
Who is usually the Senior Advisor?
The highest-ranking member of the Command team, such as the highest-ranking response chief.
251
What is the Senior Advisor’s primary responsibility?
Assess the incident and its impact from a broader perspective and provide direction, guidance, and advice.
252
What does the Senior Advisor manage and oversee?
The command post.
253
Name one responsibility of the Senior Advisor.
Review and evaluate the IAP and initiate needed changes.
254
Name one responsibility of the Senior Advisor.
Provide ongoing review of the overall incident.
255
Name one responsibility of the Senior Advisor.
Review the organizational structure and initiate change or expansion.
256
Name one responsibility of the Senior Advisor.
Recommend section and branch functions as required.
257
Name one responsibility of the Senior Advisor.
Provide management and coordination between key radio operators in the CP.
258
Name one responsibility of the Senior Advisor.
Serve as liaison with city agencies, officials, outside agencies, property owners, and tenants.
259
Name one responsibility of the Senior Advisor.
Forecast and react to the incident’s effect on surrounding neighborhoods, public officials, and city staffing.
260
Name one responsibility of the Senior Advisor.
Establish operational periods and advise the fire chief about outside assistance needs.
261
Name one responsibility of the Senior Advisor.
Provide a transitional briefing to the incoming IMT.
262
What is formed when a Support Officer and Senior Advisor support the IC?
An integrated three-person team performing the Command Functions.
263
Who generally is the only Command team member communicating over the tactical channel?
The IC.
264
When do incident operations suffer for the Command team?
When they get bogged down in tactical and task-level details.
265
What must the Command team use to escalate operations and delegate management details?
The various components of the incident organization.
266
When a complex incident continues to grow, what must also grow?
The Command team.
267
Where should the Command team move to accommodate growth?
To a command vehicle.
268
When moving to a command vehicle, what additional command-post positions should the Senior Advisor assign?
A Logistics position and an ISO.
269
According to NFPA 1561, what should the Incident Commander appoint at applicable emergency incidents?
A Safety Officer.
270
When should the Safety Officer be assigned?
As early in the incident as possible.
271
What does NFPA 1561 recommend when the IC or a supervisor has three or more companies or crews under command?
An additional person (aide) should be assigned to facilitate tracking and accountability.
272
Name one primary responsibility of the Safety Officer under NFPA 1561.
Communicate changing conditions, hazards, and unacceptable risk-taking circumstances to the IC.
273
Name one primary responsibility of the Safety Officer under NFPA 1561.
Exercise emergency authority to stop, alter, or suspend activities presenting an imminent threat.
274
Name one primary responsibility of the Safety Officer under NFPA 1561.
Establish emergency incident control zones, including collapse zones.
275
Name one primary responsibility of the Safety Officer under NFPA 1561.
Communicate hazard control zones to the IC and responders.
276
Name one primary responsibility of the Safety Officer under NFPA 1561.
Ensure members in the IDLH have adequate means of rapid egress.
277
Name one primary responsibility of the Safety Officer under NFPA 1561.
Ensure personnel safety systems are established, including PPE, mayday RIT, and accountability.
278
Name one primary responsibility of the Safety Officer under NFPA 1561.
Monitor radio traffic for effective communication and coordination.
279
Name one primary responsibility of the Safety Officer under NFPA 1561.
Ensure effective responder rehabilitation efforts are established.
280
Name one primary responsibility of the Safety Officer under NFPA 1561.
Communicate the need for assistant safety officers to the IC.
281
Name one primary responsibility of the Safety Officer under NFPA 1561.
Develop preventative measures for the IC’s consideration.
282
Name one primary responsibility of the Safety Officer under NFPA 1561.
Ensure decontamination of personnel, tools, hose, equipment, and PPE before return to service.
283
Name one primary responsibility of the Safety Officer under NFPA 1561.
Begin investigation procedures for accidents occurring within the incident area.
284
Name one primary responsibility of the Safety Officer under NFPA 1561.
Document actions, interventions, and post-incident follow-up needs.
285
By practice, who is the Incident Safety Officer in the command post?
The captain functioning as the battalion chief’s aide.
286
What are the above-listed Safety Officer items described as for the chief’s aide?
Their primary focus, in addition to assisting the IC with tracking and accountability.
287
According to NFPA 1550, where is the Safety Officer integrated?
Within the incident command system as a member of the command staff.
288
What should the IC consider according to NFPA 1550?
Assistant Safety Officers to help cover the geographic areas of the incident.
289
What should the IC assign the Safety Officer to do?
Recon the scene and report on the status of conditions, hazards, and risks.
290
What should the Safety Officer ensure regarding accountability and rehab?
That the personnel accountability system is used and the incident scene rehabilitation component is established.
291
What should the IC provide the Safety Officer?
The incident action plan.
292
What should the Safety Officer provide the IC?
A risk assessment of the incident scene operations.
293
Name one additional Safety Officer responsibility listed under NFPA 1550.
Ensuring communication of safety zones, collapse zones, Hot Zones, and other designated areas.
294
Name one additional Safety Officer responsibility listed under NFPA 1550.
Monitoring radio transmissions for missed, unclear, or incomplete communications.
295
Name one additional Safety Officer responsibility listed under NFPA 1550.
Communicating the need for Assistant Safety Officers due to incident size, complexity, or duration.
296
What limitation exists when the ISO remains as a static position in the command post?
One of the primary ISO responsibilities is the need to recon the fire scene.
297
How may that recon be conducted?
Via radio reports, the aide’s physical relocation, or by assigning a Division Support Officer.
298
What are the consequences if the aide goes mobile as ISO?
Loss of assistance with accountability tracking, communication monitoring, and the ISO being fully aware of the IAP, among others.
299
How can the IC fill the gap created by deploying the aide as a mobile ISO?
Have the aide return to the CP after recon or use a later-arriving battalion chief or BC aide to fill the position.
300
What is another option besides sending the aide mobile?
Keep the aide in the CP and deploy assistant safety officers.
301
When deploying additional Safety Officers, what else should be considered?
The need to deploy Division Supervisors as well.
302
For smaller events where a Division is not required, who is likely the optimal additional safety resource?
The second BC accompanied by their aide.
303
What should be prioritized regarding BC and aide deployment?
Maintaining the team of BC and their aide.
304
What does NIOSH recommend about single resource units in IDLH environments?
They should not function alone.
305
On smaller events where divisions will not be required, whom should the IC assign as safety?
The second-arriving BC with their aide.
306
What does that assignment provide the original ISO?
Additional capabilities by obtaining a mobile Assistant Safety Officer.
307
In larger incidents with Divisions, what does the chief’s aide do in tandem with the BC?
Functions as the Division Support Officer.
308
If additional geographic areas require oversight, what does the ISO need to request?
Additional ASOs.
309
On all working fires, what should the IC consider requesting?
An additional, third battalion chief.
310
How might the additional BC be deployed?
Into another Division, as the Incident Safety Officer, or as the Senior Advisor.
311
What does using the additional BC as Senior Advisor enable?
Optimal staffing within the command post.
312
In what kinds of incidents is that additional command officer especially useful?
Large-scale, long-duration, and complex situations.
313
As additional BCs arrive, what must the strategic IC consider?
Where command officers will have the most significant impact.
314
What must Command consider regarding the staffing of those BCs?
Whether to keep or separate the BC and aide.
315
What are the two main tactical-supervision deployment options mentioned?
Divisions with Support Officers or multiple Divisions without Support Officers.
316
What is the optimal Division deployment?
A battalion chief as Division Supervisor with their aide as Division Support Officer.
317
Name one responsibility of the battalion chief as Division Supervisor with a Division Support Officer.
Ensure the Division plan matches the IC’s IAP.
318
Name one responsibility of the battalion chief as Division Supervisor with a Division Support Officer.
Risk management in the Division.
319
Name one responsibility of the battalion chief as Division Supervisor with a Division Support Officer.
Entry control.
320
Name one responsibility of the battalion chief as Division Supervisor with a Division Support Officer.
Complete the priorities.
321
Name one responsibility of the battalion chief as Division Supervisor with a Division Support Officer.
Ensure positions match conditions.
322
Name one responsibility of the battalion chief as Division Supervisor with a Division Support Officer.
Implement and manage the Division’s IAP.
323
When the command officer is functioning alone as Division Supervisor, what must they also manage in addition to tactical supervision?
The passport and accountability system, work times, rotation of companies, on-deck crews, recycling, and rehabbing of crews.
324
When do operations become escalating operations?
When an expanding operation does not control the incident.
325
How many companies may the strategic IC have assigned at that point?
10 or more companies.
326
What must become a significant part of strategic-level expansion in escalating operations?
The ability to deal with more information.
327
Who is the third and final position on the command team?
The Senior Advisor.
328
What does the Senior Advisor ensure about strategy and organization?
That the current strategy is correct, the IAP meets the incident’s needs, and the incident organization is effective.
329
Why must the Senior Advisor verify the incident organization?
Because an ineffective incident organization can overload the IC.
330
What kind of team is formed when Support Officer and Senior Advisor support the IC?
An integrated three-person team performing the Command Functions.
331
What does the Senior Advisor implement in escalating operations?
Any required section positions.
332
What is the best option for a command post in escalating operations?
The command vehicle.
333
Why is the command vehicle best?
It consolidates the entire strategic organization in one place and offers multiple radio channel capabilities.
334
What do escalating operations provide to manage numerous radio channels?
Command positions such as required Branches.
335
What does this expanded team allow the IC to manage?
Only the tactical radio channel.
336
Name one structural firefighting situation that may require escalating operations.
Apartment fires.
337
Name one structural firefighting situation that may require escalating operations.
Strip Mall fires.
338
Name one structural firefighting situation that may require escalating operations.
Large Commercial fires.
339
Name one structural firefighting situation that may require escalating operations.
Concealed space fires (attic).
340
Name one structural firefighting situation that may require escalating operations.
Compartmentalized sprinkler-controlled cold smoke fires.
341
Name one structural firefighting situation that may require escalating operations.
Compartmentalized Low-Rise fires and High-Rise fires.
342
Name one structural firefighting situation that may require escalating operations.
Defensive fire situations where we operate in interior positions in the exposures.
343
Name one non-structural incident that may require escalating operations.
Mass casualties.
344
Name one non-structural incident that may require escalating operations.
Active shooter.
345
Name one non-structural incident that may require escalating operations.
Special operations event such as Hazmat or TRT.
346
Name one non-structural incident that may require escalating operations.
High-profile events such as protests, riots, and natural disasters.
347
Why is a standard routine for managing Hot Zone operations essential?
It provides the best chance of success during extended operations requiring a large staff and additional resources.
348
What does a solid routine for escalating operations help ensure?
Management of the Hot Zone’s many moving parts and the safety of everyone on scene.
349
When should the IC consider upgrading the SUV command post?
Once it has reached its command limit, the end of a 1st Alarm.
350
Why should the CP be upgraded?
So the command post and command staff can keep pace with the event.
351
As incident requirements grow, what must also grow?
Command capability.
352
What enables Command to meet larger-scale, fast-moving incident requirements?
Expanded command posts and mobile command units.
353
Who determines when to relocate or expand the command post?
The Senior Advisor.
354
What should the mobile command unit provide?
A panoramic view while being staged out of the way.
355
Name one item on the standard setup list for escalating command posts.
Get all radios on the correct channels.
356
Name one item on the standard setup list for escalating command posts.
Obtain preplan information.
357
Name one item on the standard setup list for escalating command posts.
Obtain a satellite overhead image of the incident scene.
358
Name one item on the standard setup list for escalating command posts.
Establish a list of all incident scene resources.
359
What is an expanded command post?
Multiple BC vehicles set up next to each other, with the command team working out of the back of their SUVs.
360
After the expanded CP or MCU is prepared, what should the Senior Advisor do?
Contact the IC over the tactical radio channel and move command operations.
361
What must the Senior Advisor make explicitly clear during relocation?
That Command is relocating to the mobile command unit and the IC and Support Officer need to move there.
362
What is the command post not?
A staging area for chiefs without a formal organizational assignment.
363
What must the Senior Advisor do regarding the command post?
Manage it to keep all command players focused on their responsibilities.
Strategy and Tactics
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