1
Q
What is the primary goal of Command Function 8?
A
To provide an effective Command and the required support to manage incident resources long enough to achieve benchmarks and priorities and protect all workers in the Hazard Zones.
2
Q
What determines the overall effectiveness of the entire operation in Command Function 8?
A
The ICs ability to conduct command operations over the necessary period of time.
3
Q
As operations achieve Incident Priorities, what may be required?
A
Fewer resources may be required to complete the remaining benchmarks.
4
Q
What may the IC consider when benchmarks are being met?
A
Demobilizing resources no longer needed.
5
Q
What system is typically used to manage local incidents requiring personnel and resources up to a fifth alarm?
A
The IMS.
6
Q
What local Command team can effectively manage incidents up to a fifth alarm?
A
The IC, Support Officer, and Senior Advisor.
7
Q
How do offensive incident operations usually begin?
A
With the initial IC operating in the mobile command position, generally in the Hot Zone.
8
Q
When does the initial IC’s mobile command situation end?
A
When the incident problem is resolved or when Command is transferred to the strategic IC.
9
Q
Who is typically the strategic IC?
A
The first-arriving BC, unless unusual circumstances arise.
10
Q
How is Command reinforced after transfer to the strategic IC?
A
Later-arriving BCs arrive on scene and support the IC.
11
Q
What are the two general types of assignments for subsequent arriving command officers?
A
Command support roles and forward positions in the Warm Zone as Division Supervisors.
12
Q
What standard Command support role may later-arriving command officers fill?
A
Support Officer.
13
Q
What tactical forward role may later-arriving command officers fill?
A
Division Supervisor.
14
Q
What additional advisory role may later-arriving command officers fill?
A
Senior Advisor.
15
Q
What expanded management role may later-arriving command officers fill?
A
Branch positions.
16
Q
What General Staff role may later-arriving command officers fill?
A
Section positions.
17
Q
What Command Staff roles may later-arriving command officers fill?
A
Safety, Liaison, and PIO.
18
Q
How should the Command post change as incident requirements grow?
A
It should grow as well.
19
Q
From what can the IC effectively manage most local 1st and 2nd alarm incidents?
A
A well-equipped and staffed BC vehicle.
20
Q
When should the Command team move to a larger command vehicle or command village?
A
When incidents remain dynamic and grow.
21
Q
What must the system do as incidents grow?
A
Expand progressively to improve the IC’s position and support level.
22
Q
What directly connects to Command effectiveness?
A
Regular Command positioning.
23
Q
What does the entire Command system revolve around?
A
Rapidly establishing a strategic IC operating in a standard CP.
24
Q
Where will the first arriving BC respond?
A
Directly to the scene.
25
When should the first arriving BC upgrade Command into the Command position?
If an active Hot Zone still exists or there are still benchmarks to coordinate.
26
What does standard Command transfer significantly improve?
The strategic IC’s position and ability to perform and manage the Eight Command Functions and strategic safety requirements.
27
How does placing the IC in a standard CP enhance incident management?
It allows the IC to focus exclusively on incident management.
28
What is needed if this level of Command does not control the incident?
Support.
29
How does support arrive when Command needs help?
Subsequent-arriving BCs fill standard Command support positions.
30
When does Command transfer from the strategic IC to a captain or other person?
As hazards subside and incident operations wind down.
31
Who might receive Command at the end of the incident besides a captain?
A Fire Investigator.
32
When is end-stage Command transfer generally done?
At the end of the incident.
33
What condition regarding Incident Priorities is present when end-stage Command transfer occurs?
Crews have achieved all the Incident Priorities.
34
What condition regarding the Hot Zone is present when end-stage Command transfer occurs?
No Hot Zone is present.
35
How is Command de-escalated?
Using the same system used to escalate it, while matching the level of Command to the current situation.
36
What does the IC require to maintain effective fireground communication?
A support system that allows constant, undistracted contact with all companies and Divisions operating in the Hot Zone.
37
What does this critical communication capability depend on directly?
Communication between the IC and firefighters inside the Hot Zone.
38
Why is effective communication important according to the document?
It is essential for ensuring safety.
39
How does an IC in the mobile command position run the incident?
Over a portable radio.
40
What is the document’s description of the mobile command position for communications?
The worst possible communications position.
41
How many radio channels can a physically active IC in mobile command minimally operate?
One radio channel.
42
What is the unsupported strategic Command position like for communications?
A much better communications position.
43
What can a stationary unsupported IC effectively do from a strategic Command position?
Effectively operate one tactical channel and minimally monitor other channels.
44
What is the best Command position for managing multiple radio channels effectively?
A supported IC working with a Command team in a strategic Command position.
45
Why is sharing information important?
It keeps the IAP current and ensures actions match conditions.
46
What can the IC monitor after being placed in the Command position?
The overall operational effect on the incident problem.
47
What information should the IC receive from operating Divisions and companies?
Descriptions of critical factors and completed benchmarks.
48
What should shared field information start to reveal?
Critical unknowns on the emergency scene.
49
Why can’t the IC rely only on what is visible from the command post?
The IC cannot always see overall conditions or determine whether conditions are improving or deteriorating.
50
What is the only way the IC can make continuous changes to match evolving conditions?
By effectively sharing information.
51
What is one example of a change the IC may make after receiving updated information?
Reinforcing attack positions.
52
What is another example of a change the IC may make after receiving updated information?
Coordinating multiple crews.
53
What is another example of a change the IC may make after receiving updated information?
Shifting tactical positions to cut off the spread of fire.
54
What does operational control mean according to the document?
That we can adjust the position and function of personnel to incident conditions.
55
What role does the IC serve besides managing operations?
An information relay.
56
What must Command do with essential details?
Integrate them into the IAP and immediately share them with affected personnel.
57
In the example, what critical information did the third engine discover?
That the back of the structure was two stories high.
58
Why did the third engine’s discovery have to be transmitted immediately?
Because it impacted all Incident Priorities and significantly affected firefighter safety.
59
How should responders share critical information affecting all operational areas or firefighter safety?
By using status change, CAAN, priority traffic, and emergency traffic reports.
60
What do the benchmarks represent at any given point during incident operations?
The core of the IAP.
61
What should the IC estimate at the beginning of incident operations?
The total time it will take to complete incident benchmarks.
62
Why does the IC estimate total benchmark time early?
To break the entire operation into smaller pieces and time frames that match the strategy and IAP.
63
What else should the IC estimate besides time for each benchmark?
The number of firefighters or crews needed to accomplish it.
64
What should estimating benchmark time and needed crews tell the IC?
How many command officers they must request for the scene.
65
What should the IC estimate regarding crews and benchmarks?
The time and resources crews will require to complete the benchmarks.
66
What should the IC estimate regarding command?
The required Command organization.
67
When should forecasted additional command elements be requested?
When requesting additional resources.
68
What does the IMS combine for incidents using up to a fifth alarm?
Command strategy and organizational procedures.
69
What are the three phases of incident operations?
Initial, expanding, and escalating.
70
What should the IC forecast about incident operations?
The duration of operations and the size of the Command organization required.
71
What should the IC base the forecast of duration and organization on?
The critical factors of the incident.
72
How quickly should the IC determine incident duration and required organization?
Very quickly in the operation.
73
What determines how long the IC and Command team can remain in charge of an event?
Time and intensity.
74
What kind of events are less stressful for the Command team?
Long, slow-moving events such as burning debris piles with no exposures or defensive fires with no exposures.
75
When should the Command team develop a relief schedule?
If the incident is expected to last beyond the time they can reasonably manage.
76
What should a relief schedule manage?
Command team rotations and rotations for other staffing positions filled throughout the event.
77
Name one example of an extended structural firefighting operation.
Apartment fires.
78
Name another example of an extended structural firefighting operation.
Large commercial fires.
79
Name another example of an extended structural firefighting operation.
Concealed space fires in attics.
80
Name another example of an extended structural firefighting operation.
Compartmentalized sprinkler-controlled cold smoke fires.
81
Name another example of an extended structural firefighting operation.
Compartmentalized low-rise fires and high-rise fires.
82
Name another example of an extended structural firefighting operation.
Defensive fire situations where crews operate in interior positions in exposed occupancies or structures.
83
What strengthens the overall Command organization?
The response and arrival of additional command officers.
84
How should the IC use subsequent arriving command officers as the incident escalates?
To fill Command support positions or Division Supervisor roles in critical or complex areas.
85
What does filling strategic and tactical roles improve regarding safety?
It improves safety.
86
What does filling strategic and tactical roles improve regarding span of control?
It decreases the span of control.
87
What does filling strategic and tactical roles improve regarding communication?
It improves communication.
88
What does filling strategic and tactical roles improve regarding accountability?
It improves accountability.
89
What does filling strategic and tactical roles improve regarding Division management?
It improves the management of the Divisions created.
90
What is the Command team’s main goal and focus?
Managing the firefighters operating in the Hot Zone.
91
What kind of support is included in managing firefighters in the Hot Zone?
Technical support such as special operations, hazardous materials, and technical rescue.
92
What do large, complex incident operations require?
A more extensive Command staff.
93
Why do large incidents require a more extensive Command staff?
To manage additional organizational positions and provide logistical, planning, administrative, safety, and branch support.
94
What is a Branch?
Another subdivision between Command and the Divisions.
95
At what level do Branch directors operate?
The coordination level.
96
What do Branch directors manage?
The Divisions that Command assigns.
97
When should Command consider implementing branches for a significant event forecast?
When the incident will eventually need many Divisions.
98
When should Command consider implementing branches for incident components?
When the incident has two or more distinctive components such as hazmat, evacuation, or medical.
99
When should Command consider implementing branches for geographic reasons?
When the incident covers a large geographical area.
100
When should Command consider implementing branches related to workload?
Anytime the number of Divisions starts to overwhelm Command.
101
What does activating branches signify?
That the incident will split into large, separate pieces.
102
How should each branch operate regarding radio channels?
On a separate radio channel when managing and directing Division activities.
103
How do Branch directors communicate with Command?
On a separate radio channel designated by the IC.
104
What should the radio designation of Branch directors reflect?
The function or geographic area of the branch.
105
When Command implements Branch Directors, what must the IC assign?
A separate radio channel, not the tactical channel, for communications within the branch.
106
What must Command brief new Branch Directors on regarding the incident as a whole?
The overall IAP.
107
What must Command brief new Branch Directors on regarding their role?
Their assignment and objectives.
108
What must Command brief new Branch Directors on regarding subordinates?
The Divisions assigned to them.
109
What must Command brief new Branch Directors on regarding communications?
The radio channel they will be operating on.
110
What else must Command brief new Branch Directors on?
Any other pertinent information.
111
What must Command notify Division Supervisors about after branches are created?
Their new Branch Director.
112
What report-to information must Division Supervisors receive after branches are created?
The Branch they report to.
113
What radio information must Division Supervisors receive after branches are created?
The channel on which the Branch and Division are operating.
114
Where do Branch directors operate?
In forward positions.
115
What should Branch directors use as a forward branch command post when feasible?
A command officer’s vehicle.
116
What must Command assign in the command post when branches use separate radio channels?
Officers to monitor each Branch’s radio channel.
117
Are Branch directors limited to Operations?
No.
118
Which other chiefs may implement Branches within their sections as needed?
Chiefs of any Sections.
119
What can overwhelm the Command team as incident operations escalate in time, size, and complexity?
Strategic-level responsibilities.
120
Why are section-level positions assigned?
To avoid command overload.
121
What section-level positions are listed in the document?
Logistics, Planning, Operations, Administration or Finance, and Safety.
122
What is one key to effective incident management?
Building an appropriately sized incident organization and support staff.
123
Why does the Command team use Section positions?
To delegate functional and support responsibilities.
124
What does delegation through Section positions allow the IC and Command team to do?
Focus solely on managing the resources in the Hot Zone.
125
What is Operations responsible for?
Completing the benchmarks, ensuring accountability, and the safety and welfare of firefighters in the Hot Zone.
126
What radio channel does the Operations Section Chief use?
The tactical radio channel.
127
To whom does the Operations Section Chief communicate strategic and specific objectives?
Division Supervisors and or Branch directors.
128
With whom must Operations coordinate activities?
The Senior Advisor and IC.
129
What plan does Operations implement?
The incident management plan.
130
How does Operations assign units?
To Divisions or Branches based on priorities.
131
How does Operations build an effective organizational structure?
Through Divisions and or Branches.
132
What does Operations provide to Divisions and Branches?
Objectives.
133
What activities does Operations manage?
Operations Section activities.
134
What accountability responsibility belongs to Operations?
Personnel accountability.
135
What life safety responsibility belongs to Operations?
Provide for life safety.
136
What resource responsibility belongs to Operations?
Determine needs and request additional resources.
137
What inter-section responsibility belongs to Operations?
Consult with and inform other Sections and the Command staff as needed.
138
What post-incident information responsibility belongs to Operations?
Collect and provide information for an after-action review.
139
After assembling an entire command team, what designation may the IC or Support Officer assume?
Ops.
140
After the IC or Support Officer assumes Ops, what role does the Senior Advisor assume?
IC.
141
What does the Senior Advisor manage after assuming the IC role?
The command-post operation.
142
Does the Operations Section leave the command post and place itself around the Hot Zone after designation changes?
No.
143
What remains the Operations Section’s responsibility after designation changes?
Managing the units in the Hot Zone.
144
What is Logistics?
The organization’s support mechanism.
145
What does Logistics provide to all organizational components involved in the incident?
Services and support systems.
146
On what type of radio channel will the Logistics Section operate?
A separate radio channel.
147
What rehabilitation responsibility belongs to Logistics?
Provide rehabilitation.
148
What staging responsibility belongs to Logistics?
Manage Staging.
149
What supply responsibility belongs to Logistics?
Provide and manage any needed supplies or equipment.
150
What future resource responsibility belongs to Logistics?
Forecast and obtain future resource needs in coordination with Planning.
151
What communications equipment responsibility belongs to Logistics?
Provide any needed communications equipment.
152
What equipment support responsibility belongs to Logistics?
Provide fuel and needed repairs for equipment.
153
What specialized resource responsibility belongs to Logistics?
Obtain specialized equipment or expertise per command.
154
What food support responsibility belongs to Logistics?
Provide food and associated supplies.
155
What facilities responsibility belongs to Logistics?
Secure any needed fixed or portable facilities.
156
What catch-all support responsibility belongs to Logistics?
Provide any other logistical needs as requested by Command.
157
What release-of-resources responsibility belongs to Logistics?
Demobilization of resources.
158
What after-action responsibility belongs to Logistics?
Collect and provide information for an after-action review.
159
What personnel responsibility belongs to Logistics?
Supervise assigned personnel.
160
What is Planning responsible for?
Gathering, assimilating, analyzing, and processing information for effective decision-making.
161
What does the document call the Planning Section for the IC?
The IC’s clearinghouse for information.
162
Why is Planning called the IC’s clearinghouse for information?
It allows a single person to provide information to the IC instead of many sources.
163
How should the IC and Planning Section use gathered information?
To make long-range plans.
164
What is the Planning Section Chief’s goal?
To plan ahead of current events and identify the need for resources before they are needed.
165
What strategy-related responsibility belongs to Planning?
Evaluate the current strategy and plan with the IC.
166
What plan-improvement responsibility belongs to Planning?
Refine and recommend needed changes to the plan.
167
What organizational responsibility belongs to Planning?
Evaluate the organization and span of control.
168
What predictive responsibility belongs to Planning?
Forecast possible outcomes.
169
What resource-status responsibility belongs to Planning?
Evaluate current and future resource requirements.
170
What technical-support responsibility belongs to Planning?
Utilize technical assistance as needed.
171
What critical-factor and safety responsibility belongs to Planning?
Evaluate Incident Priorities, specific critical factors, and safety.
172
What information-management responsibility belongs to Planning?
Gather, update, improve, and manage information with a standard systematic approach.
173
What review responsibility belongs to Planning?
Facilitate an after-action review and after-action report.
174
What outside-agency responsibility belongs to Planning?
Liaison with any needed outside agencies for planning needs.
175
What does the Administration Section evaluate and manage?
The risk and financial requirements for the fire department’s involvement in the incident.
176
What procurement responsibility belongs to Administration?
Obtain services and or supplies from sources within and outside the fire department or city as requested by Command.
177
What cost documentation responsibility belongs to Administration?
Document all financial costs of the incident.
178
What cost recovery documentation responsibility belongs to Administration?
Document for possible cost recovery for services and or supplies.
179
What legal risk responsibility belongs to Administration?
Analyze and manage legal risk for incidents such as hazardous materials clean-up.
180
With whom may Administration serve as the IC’s liaison?
City officials, litigators, and regulatory agencies such as EPA, OSHA, DOT, and FBI.
181
What community coverage responsibility belongs to Administration?
Monitor and coordinate emergency service delivery to the rest of the community during major incidents to ensure adequate coverage.
182
What EOC responsibility belongs to Administration?
Serve as the EOC representative in the command post and provide briefings to the EOC staff.
183
What investigation responsibility belongs to Administration?
Manage investigations such as arson.
184
What after-action responsibility belongs to Administration?
Collect and provide information for an after-action review.
185
Why does the Administration Section obtain all needed incident documentation?
For potential cost recovery efforts or litigation, including criminal charges.
186
What should be a regular part of extended operations?
Rehabilitation, rotation, and relief.
187
Who needs periodic rehab, rotation, and relief during the incident?
The IC, Command team, Division Supervisors, Branch Directors, Section Chiefs, and everyone else operating at the incident scene.
188
What kind of extended fire-incident operations are generally slower-moving?
Defensive events.
189
How long may a well-supported IC be able to stay in Command during slower-moving defensive events with no one in the Hot Zone?
Several hours.
190
What do incidents lasting many hours or days require?
A rotating roster for cycling companies and necessary Command staff in and out of operations.
191
What same system is used to conclude incident operations?
The same system used to expand the command structure for escalating events.
192
What should the IC develop for the closing phases of the incident?
A plan.
193
What must the IC do during the closing phases of the incident?
Leave the command post and tour the incident site.
194
Why does the IC perform a walk around during closing phases?
To get a firsthand look, talk with crews, decide what tasks remain, and formulate a plan for scaling back the operation.
195
To whom does the IC generally transfer Command during closing phases?
A captain who will remain on the scene until the event is complete.
196
What is the hotwash used to determine?
What went well and what could have been done better.
197
Why is the hotwash a key piece of the action-management cycle?
Because revision and improvement are only possible if regular after-action reviews are conducted.
198
What does the action-management cycle include?
Developing SOPs, training, application, critique, and revision.
199
When can a hotwash usually be conducted before everyone leaves the scene?
At small-scale incidents that end quickly.
200
Who should lead the hotwash process?
The IC.
201
What should the after-action review be based on?
Department SOPs, incident conditions upon arrival, actions taken, communications, and the overall incident outcome.
202
What is the standard hotwash format for conditions?
Conditions.
203
What is the standard hotwash format for actions?
Actions.
204
What is the standard hotwash format for results?
Outcome.
205
What is the standard hotwash format for retained learning?
Lessons learned and reinforced.
206
What is the standard hotwash format for future change?
Action plan for improvement.
207
Why are on-scene hotwashes more challenging for incidents requiring considerable resources?
Because they tend to last longer and initial-arriving companies are often released before the operation ends.
208
When should large incidents be critiqued if not fully reviewed on scene?
Later.
209
Who should distribute lessons learned from larger incidents?
The chiefs.
210
Where should lessons learned from larger incidents be distributed?
Throughout the entire department.
211
What SOP describes procedures for After-Action Reports, Close Call Reports, Post-Incident Analysis, and Safety Incident Investigations?
SOP 404.00 Incident Review.
212
What is the essential goal of any critique regardless of incident size?
To improve operations.
213
What should be done with significant lessons learned, both good and bad?
They should be shared with the entire organization.
214
What should the department do with lessons learned?
Incorporate them into SOPs and training.
215
What must Command develop to organize the release of crews at the end of incident operations?
A demobilization plan.
216
What must the IC maintain during demobilization?
Adequate resources and personnel to complete the remaining needs.
217
What customer support must the demobilization plan include?
Necessary after-incident support such as Red Cross, social services, insurance company, and family support.
218
What system can generally be applied to place personnel back into service?
The same organizational system used to get companies into action.
219
What must Command ensure before releasing crews from the incident?
That crews are appropriately evaluated, rehabilitated, and complete the initial steps of decontamination.
220
When must companies significantly committed to the incident remain unavailable?
Until they are ready for service.
221
What are examples of being ready for service after significant commitment?
Hoses loaded, water topped off, equipment restocked, and complete firefighter decontamination including showers.
222
What kinds of incidents can be traumatic for responders?
Incidents involving trauma, death, and loss.
223
What provides an excellent forum for assessing how responders are coping with the event?
The critique.
224
When might the IC find defusing warranted?
During the post-incident critique or review for some or all responders.
225
Whom does the IC contact to conduct defusing?
Peer Support or the Behavioral Health Administrator.
226
What must the IC ensure before returning personnel to service when defusing is warranted?
That everyone is physically and mentally stable.
227
Where should defusing occur?
At the stations, not on the incident scene.
228
What should the IC consider for significantly traumatic incidents?
Holding a CISD.
229
What are examples of significantly traumatic incidents listed in the document?
Death of a responder and multiple casualties.
230
What is the best critical incident support according to the document?
Support that happens before responding to emotionally charged incidents.
231
What is described as the best preventive medicine?
Working for a department that cares about its members.
232
How should the department demonstrate respect for its members?
In everything it does.
233
What supervisor-related area is listed as part of preventive support?
How supervisors treat firefighters.
234
What coworker-related area is listed as part of preventive support?
How firefighters treat one another.
235
What customer-related area is listed as part of preventive support?
How everyone treats the customer.
236
What training-related area is listed as part of preventive support?
The training and skill level of the firefighters.
237
What equipment-related area is listed as part of preventive support?
Whether apparatus and equipment are adequate.
238
What systems-related area is listed as part of preventive support?
The systems used to deliver service, such as IMS, safety, and accountability.
239
According to the document, what is worth much more than a hospital full of mental health professionals?
Running a department where firefighters and customers come first.
240
What becomes highly therapeutic for members according to the document?
Well-managed incidents conducted within a well-managed organization.
Strategy and Tactics
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