Transcript PAR Training 2011 - Fire E.M.S. & Rescue

Woodinville Fire and Rescue Presents
STREETWISE
CONSIDERATIONS
FOR THE INITIAL IC
Woodinville Fire & Rescue
 Welcome
 Opening remarks
 Introductions
 Housekeeping
 Radios & pagers
 Schedule
 0900 ~ 1200
 Break 1030 ~ 1045
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Chief’s Training – 4th Quarter
 Objectives:
Identify the streetwise considerations of an
initial Incident Commander regarding:
 Size-Up
 Risk-Benefit-Analysis factors
 Incident scene risk profiles
 ICS implementation
 FF expectations of the IC
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SIZE-UP CONSIDERATIONS
Size-Up Considerations
 The factors identified in an accurate size-up
report vary based on the nature of the incident
 Example: an MCI will be different than a fire
 ICs should be aware of additional factors that
may be appropriate to include in a radio sizeup report such as wind, hazards, etc.
FOR FIRES – A 3600 REVIEW OF THE STRUCTURE
SHOULD/MUST BE DONE IF POSSIBLE
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Size-Up Considerations, cont.
 On any incident it is unlikely that all pertinent
information will be immediately available
 ICs should obtain sufficient information to make
accurate and complete size-up reports –
balanced against the timeliness of the report
 Additional or progress reports can provide new
or updated information
 Remember – paint the picture…and repaint it
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Fire Size-Up Report Contents
 A Fire Size-Up Report contains:
Unit ID and Location
Degree / type of fire
Specific location, e.g. basement, floor 3, attic
Building height
Type of construction
Type of occupancy
3600
Building size
Exposures
Tactical operations
3600
3600
3600
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MCI Size-Up Report Contents
 An MCI Size-Up Report contains:
 Unit ID and Location
 Problem ID
 MVA, collapse, hazmat, auto-ped, AWW
 Number of patients
 Estimated if necessary
 Patient conditions
 By triage color and if appropriate their location, e.g. 6 red
on bus #1; 8 yellow on bus #2; 12 green at E17 apparatus
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Trench Size-Up Report Contents
 A Trench Size-Up Report contains:
 Unit ID and Location
 Problem ID
 Cave-in, collapse, landslide
 Description: size, length, width, depth
 Hazards
 Atmospheric, electrical, mechanical
 Victim information
 Number, location, time last seen, medical condition
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Confined Space Report Contains
 A Confined Space Size-Up Report contains:
 Unit ID & Location
 Confirmation of a “Confined Space Incident”*
 Problem ID
 Type of confined space
 Hazards (atmospheric, electrical, mechanical)
 Victims
 Number, location, time last seen, medical condition
*Meets the confined space criteria
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HazMat Size-Up Report Contents
 A HazMat Size-Up Report contains:
 Unit ID and Location
 Problem ID
 Overturned tanker / derailed tankcar / leaking container
 Spill: large/small, approximate quantity, leak flow rate
 Fire / no fire
 Known /unknown product
 Visible description: color,
solid, liquid, vapor
(continued)
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HazMat Size-Up, cont.
 Structure involved
 Residence, high-rise, tank farm, warehouse, ship
 Weather and terrain
 Wind direction / speed; rain and run-off
 Slope with directionals (N/S/E/W); pooling locations
 Runoff issues
 Storm drain, culvert, stream, ditch, environmental
 Victims
 Number, location, last seen, medical condition
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Water Rescue Size-Up Contents
 A Water Rescue Size-Up Report contains:
 Unit ID and Location
 Problem ID
 Swimmer, overturned vessel, collision, run-over by
 Distance from shore, access issues, water depth (est.)
 Victim information
 How many, last seen location, medical condition
 Witness statements
 Triangulation actions, spotters, witness positions
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Marine Fire Size-Up Contents
 A Marine Size-Up report contains:
 Unit ID and Location including:
 Pier, dock, terminal, dry-dock
 Visual indicators
 Smoke, color, fire location, vessel listing
 Vessel length, type, name
 Pier / dock description
 Wood, concrete, covered/uncovered, sprinklered
 Exposure issues, vessels broken loose or on fire
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Additional Factors for Consideration
 The following may be applicable to more than
one type of incident:
 Climate – wind, temperature,
lightening, rainfall
 Terrain – slope, ditches, low
areas, high ground
 Resources – significantly delayed
(snow), limited units, water issues,
foam limitations, shoring materials
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Additional Factors, cont.
 Unusual hazards such as a terrorist
nexus, assailants, multiple or
concurrent incidents, chemical
properties (e.g. cryogenics)
 Access – freeway restrictions,
low overheads, difficult routes,
traffic hazards, wrong-way travel
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RISK-BENEFIT-ANALYSIS
FACTORS
Risk-Benefit-Analysis Factors
 Risk-benefit
 Loss-gain
 Reward vs risk
 Calculated risk
RISK
BENEFIT
 Return on investment
 Odds
 Gambling
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RBA & Operational Risk Assessment
 Risk Benefit Analysis: “the comparison of the
risk of a situation to its related benefits”
 Operational Risk Assessment is the equivalent
 Comparative risk does not pertain to civilians in the
context of emergency response
 Comparative risk
applies to firefighters
 Size-Up and RBA are
an ongoing process
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Basis of Firefighting Risk Analysis
 Firefighting risk analysis is based on:
 Visual cues: smoke, appearance of the structure,
age, construction, degree of involvement, etc.
 Other intel: occupant / witness statements
 Tactical communications: what crews are telling
you from inside and areas not visible to you
 Time versus task: what needs to be done; what’s
available to do it; how long it will take; what could
happen in the meantime
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RBA and Firefighter Safety Hazards
 Hazards leading to firefighter injuries and
deaths can be categorized several ways
 One method looks at the root cause:
 Plans, Policies, Procedures
 Personnel
 Organization and Leadership
 Equipment and Systems
 Training
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Hazard Categorization Methods
 Another method groups hazards based on
classifications, such as:
 Atmospheric
 Electrical
 Mechanical
 Structural
 Environmental
 Chemical
 Thermal
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Hazard Categorization, cont.
 And yet another method analyzes known
hazards, human error, equipment failures,
unforeseen events, statistics, etc.
 Regardless of the method, emergency
responders must understand and mitigate or
minimize these hazards through:
 Recognition
 Knowledge, skills, and abilities
 Contingency planning
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Scene Safety Overview
 Safety hazards may be identified as:
 General – common to most responses
 Specific – based on the incident type (some hazards
apply to more than one type)
Disclaimer: It is impossible to identify every
conceivable safety hazard for every type of incident.
The following lists are therefore starting points for
consideration.
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General Hazard Considerations
 Responding:
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Seatbelts
Defensive driving
Correct driving skills
Minimized distractions
District knowledge
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General Hazard Considerations, cont.
 Arrival:
 Appropriate rig placement that is upwind, uphill, not
obstructing, safe (e.g. weight-rated dock)
 Safe proximity from traffic hazards, hostile crowd,
contaminated patients
 Positioned clear of downed power lines (or those with
potential to come down), collapse or glass-fall zones,
explosion potential or shooter zones with LE
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General Hazard Considerations, cont.
 Command and control:
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Accountability and appropriate organizational structure
Leadership and taking command
Decision making
Accurate / timely / complete (3600) / size-ups and RBAs
Updated size-ups and RBAs
Contingency planning
Resource time and task assessment(s)
Communications
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General Hazard Considerations, cont.
 Environment and terrain:
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Wind: wind-shifts, canyon effect, wind-sail, stability
Rain and runoff
Lightening
Snow and ice: slip/fall for personnel; delayed responses;
increased burn time; access restrictions; rooftop efforts
 Slope: runoff; basements; building complexity; access
 Ground: soft, shifting, sliding, sloughing, engulfing
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General Hazard Considerations, cont.
 System and equipment failures
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Mask failure
Radio failure
TIC failure
Rope failure
Water supply, pump, or line failure
Standpipe / fire suppression system failure
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General Hazard Considerations, cont.
 Personnel (and personal):
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KSAs (pre-response)
Self-limiting
Situational awareness and orientation
Air management and personal accountability
PPE
 Unanticipated human actions:
 Homeowner – open doors; return inside; bad information
 Firefighters – excessive risk; tunnel vision; hubris
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Specific Scenario Hazards
 Structure fires:
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Hostile fire events
Crews above the fire
Crews in the fire pathway
Wind-driven fires
Uncoordinated tactics
Electrical
Falls (through a floor or roof)
Collapse (roof / floor / wall)
Construction (lightweight truss; heavy tile roof; pony wall)
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Specific Scenario Hazards, cont.
 Structure fire hazards, continued:
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Shaftways (highrise / fall into)
Unprotected falls (warehouse mezzanine / storage levels)
CO post-fire (basements; pockets; highrise top floors)
Post-fire overhaul collapse wall / roof / floor / chimney
Disorientation and air management
Warehouses (4-person crews; 2 TICs; limited egress)
Enclosed spaces with limited egress (basements; stripmalls; vessels, commercial occupancies)
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Specific Scenario Hazards, cont.
 Vessel fires:
 Fire load / unknown
cargo / hazmat
 Listing issues /
mooring lines /
shifting cargo /
instability
 Limited access / egress
 Disorientation /
confusing layouts / air
management
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Specific Scenario Hazards, cont.
 Vessel fires, continued:
 Extreme heat / fire
conditions / conductive
extension
 Burn rate of crews / fatigue
/ medical potential
 Slip-trip-fall hazards
 Hazards from atmospheric /
mechanical / shore-power
 Communications limitations
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Specific Scenario Hazards, cont.
 HazMat:
 Physical properties of chemicals (heavier than air vapors;
cryogenics; skin reaction; etc.)
 Explosion hazards and
proximity of firefighting efforts
 Evacuation / isolation
downwind
 Downwind / down-slope
 Reaction hazards
 Enclosed spaces
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Specific Scenario Hazards, cont.
 Trench, confined space, mechanical rescue:
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Engulfment (including from product)
Secondary collapse
Proximity of spoils
Self-initiated civilian rescue actions that interfere
Heavy equipment operation
High noise / loss of situational awareness
In-ground hazards (hazmat / vapors / leaks)
Site hazards (rebar fall hazards; unstable footing)
Lock-out tag-out for machinery, electrical, etc.
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Specific Scenario Hazards, cont.
 Water rescue:
 Self-limitation (not swimming too far / until fatigued /
surface dives into unknown conditions)
 Wind and tide effects
 PPE (flotation)
 Underwater visibility issues
 Underwater hazards in general
 Civilian rescuers
 Uncoordinated vessel actions (coordination between LE
and LE dive teams)
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Specific Scenario Hazards, cont.
 Freeway responses:
 Inattentive civilian vehicle traffic
 DUIs
 Limited access necessitating wrong-way access
 MVA / rescues:
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Vehicle hazards (airbags; bumper struts; electrical; HIDs)
Fuel tanks (explosion and/or runoff)
Cargo (hazmat)
Unstable vehicles
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Specific Scenario Hazards, cont.
 AWW or active shooter:
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Assailant(s) (location / number)
Hostile crowds
Instability of the scene
Potential new threats from any side
Scene security (only a ‘snapshot’ in time – false security)
Poor or slow coordination with law enforcement
PPE and exposure protection
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Specific Scenario Hazards, cont.
 Railroad / light-rail rescue:
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Access
Slip-trip-fall hazards
Rail-line shut downs
Electrical hazards onboard and overhead
Control lines / hoses hazards (air, hydraulic, etc.)
If elevated platform – access and fall hazards
If in tunnel – limited access; atmospheric; excessive
fatigue
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INCIDENT SCENE
RISK PROFILES
Risk Profiles for Structure Fires
 Five general categories or “Profiles” are
identified for the assessment process
 Life
 Fire
 Building
 Tactical
 Property
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Life (Rescue) Profile - Considerations
 Life (rescue) is the most heavily weighted:
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Victim probability
Access to victim(s)
Rescue plan
Survivable areas
Ability to remove victims
Tactical plan to support rescue
Adequacy of resources to effect rescue
Ability to provide rescue to firefighters
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Fire Profile – Considerations
 This Profile is the most dynamic:
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Location of the fire
Structure or contents
Percent of involvement
Potential for hostile events
Ventilation or fuel controlled
Ongoing burn time evaluation
Fire travel – interior, exterior, void
Estimated burn time prior to arrival
Fire progression versus deployment analysis
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Building Profile – Considerations
 Basic features, characteristics, and
weaknesses:
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Construction type and inherent issues
Building complexity – floors, grade, compartmentalization
Occupancy type
Building knowledge
Collapse potential from fire and live or dead loading
Roof and floor construction
Fuel loading and/or hazardous materials or processes
Fire protection systems
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Tactical Profile – Considerations
 Available resources balanced with priorities:
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Adequacy of attack, backup, and exposure lines
Search and rescue resources
Ventilation plan based on VVDC
Water supply including redundancy
Tactical reserve based on burn-rate of crews
Access to fire point of origin
RIT / RIG established
Command and control including accountability
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Property Profile – Considerations
 The last consideration for firefighter risk:
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Fire, smoke, and water damage
Savable contents
Savable structure
Savable business continuity
Note: Environmental protection is not discussed
but is often a factor or profile that is ranked above
property conservation
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ICS IMPLEMENTATION
A Brief Refresher…With Emphasis
 Focus on initial setup and proactive
establishment of Division/Group Supervisors
 Review roles, responsibilities, authority,
delegation, and micro-management issues
 Look at chain-of-command, unity of command,
and unified command
 Identify responsibilities based on ICS structure
and positions
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Modular, Scalable, Flexible
Do you need this…or this?
IC
PIO
SO
IC
LNO
Group
Ops
Plans
Branch
Branch
Logistics
Unit
Staging
Unit
Branch
Unit
Division
Division
Unit
Unit
Unit
Unit
Group
Task
Force
Division
Strike
Team
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Management by Objectives
 Incident management is based on Objectives
 The structure should adjust to accommodate a
change in incident Objectives
 Example: “Man in the apartment, sick unknown”
 You are are told by the manager that the man is on the
floor in his apartment, not moving, unknown problem
 You enter the room and see chemical suicide materials
 Did your Objectives just change?
 Should your ‘management structure’ also change?
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Chain and Unity of Command
 The ‘orderly line of authority’ ensures that:
 No one answers to more than one supervisor
 Conflicting directives are avoided
IC
 Span of control is maintained
OPS
Going around a supervisory level to give DIV
a directive to a subordinate resource
TF
hinders good incident management
UNIT
and potentially endangers personnel
FF
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Unified Command
 Multiple Incident Commanders
that represent entities (agencies
departments, jurisdictions,
organizations, etc.) working
together for the successful
mitigation of an incident
 As simple as LE and Fire/EMS at an MVA
 As complex as an aircraft crash in a community
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Manageable Span of Control
 Span-of-control is key to effective and efficient
incident management
 Typically 3-7, but affected by factors such as:
 Type of incident; degree of complexity
 Hazards; communications capability
 Availability of supervisory personnel
 An Operations Chief can effectively manage:
 3,875 people at a span-of-control of 5
 19,551 people at a span-of-control of 7
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Transfer of Command
 Ideally using the white status board with F-201
briefing information components
 Simply stated:
 What do you have?
 What have you done?
 Where are our personnel?
 What needs to be done?
 What resources are needed
to accomplish it?
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Organizational Positions & Titles
Commander
Officer
Chief
Director
Supervisor
Leader
Leader
Safety
PIO
Plans
Logistics
Ops
Branch
Branch
Division
Task
Force
Assistant
Admin/$
Deputy
Deputy
Group
Strike
Team
Unit
Deputy
IC
Unit
Reminder: A Deputy
should be qualified to
assume the role they
support (an Assistant
is not as qualified)
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Incident Management Levels
 Objectives
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Life Safety
Incident Stabilization
Property Conservation
Environmental Preservation
 Strategies
 Tactics
 Tasks
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ICS Management Relationships
Objectives
IC
Safety
PIO
Plans
Logistics
Ops
Admin/$
Strategies
Branch
Tactics
Branch
Division
Task
Force
Group
Strike
Team
Tasks
Unit
Unit
Reminder: Division &
Group Supervisors
coordinate together
but are not assigned
to one another
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Relationship Example
Mgmt. Level
OBJECTIVE
Options
Responsibility
Life Safety
IC
Remove victims from IDLH environment
STRATEGIES
Protect victims from IDLH environment
IC / OSC / Branch
Director
Eliminate IDLH environment
Search and Rescue
TACTICS
Ventilation (PPV, vertical, hydraulic)
DGS / Unit Leader
Hose Lay (1-3/4” attack, front door)
Forcible entry
TASKS
Place PPV fans
Identify / create an exit point
Unit / Crew
Lay 1-3/4” attack line
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Proactive Assignment of DGSs
 Early and appropriate assignment of Division
and Group Supervisors will provide numerous
benefits to the IC / OSC:
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Delegates authority for geographic/functional oversight
Manages span-of-control issues
Reduces radio chatter
Provides better accountability
Creates efficiencies in management, e.g. PARs
 Should be supported through communications
(command channel) and personnel (DGS aides)
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Avoiding Problems
 Understanding positional roles is important to
avoiding accountability and resource issues
 Example:
The IC assigns an Operations Section Chief but continues
to give Tactical directives to subordinate Units
 Understanding roles by position title is
important for staying in one’s lane in the
organizational structure of the incident
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Maintaining Positional Roles
 Consider the consequences of supervisors
losing focus on their assigned role:
 A truck officer is Rooftop Division with three crews
assigned but physically engages in a trench cut (w/saw)
and does not notice that fire is cutting off their egress
 An Operations Chief engages a truck officer to diagram
out how he wants the vertical ventilation accomplished
and misses radio transmissions from an interior crew
 An IC assigns an Operations Chief but then gives crews
arriving at the CP tactical directives for interior search and
air monitoring on the upper floors of the apartment
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Roles: Command vs Operations
 The Operations Section Chief is responsible for
managing tactical operations at an incident
 The Incident Commander is responsible for
determining the incident objectives
 The IC fulfills roles not yet assigned*, e.g. Plans
and Logistics, to support the OSC
*In order to fulfill these roles, the IC must understand what
the OSC is dealing with; how to plan for contingencies; and
how to fulfill corresponding logistical needs
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Maintaining a Macro Perspective
 Incident Command is the one position that
must be filled at an incident
 All Incident Commanders come from the task
and tactical background
 As the incident grows the
IC must avoid tactical and
task tunnel-vision and
assume a macro focus
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Macro Considerations, cont.
 Filling the role of the Planning Section Chief,
the IC must stay ‘two blocks and 20 minutes’
ahead of the incident
 In the role of the Logistics Section Chief, the IC
must oversee resource ordering and
management
 At some point the IC should delegate these
functions to qualified personnel
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Delegation: Factors to Consider
 To effectively delegate key positions such as
Logistics and Planning, the IC must take
numerous factors into consideration:
 Knowledge of available resources including
qualified personnel to assume key positions
 Situational awareness and understanding
of the incident’s scope and complexity
 Recognition of an escalating incident
 Understanding consequences of
cascading effects
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Delegation of Functional Roles
 When qualified personnel are available to
assume the responsibilities of specific ICS
functions, the IC must provide an ‘assumption
of role’ briefing to each assigned position
 This is similar in nature to a transfer of
command briefing
 The threshold for making these assignments
will vary based on the incident
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Complex Incidents and the IC
 In more complex incidents the IC may also
need to fulfill the role of Liaison Officer (LNO)
until assigned to a qualified person
 Assisting and Cooperating Agency representatives
must have a point of contact
 A knowledgeable and
experienced LNO is a
significant asset to an IC
 A Deputy IC may also fulfill the role of the LNO
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FIREFIGHTER
EXPECTATIONS OF THE
INCIDENT COMMANDER
Firefighter Expectations of the IC
 The closing slides are a
reminder of firefighter’s
expectations of the
Incident Commander
and his/her demonstrated
leadership at emergency scenes
 Included is a basic checklist of KSAs that an IC
should be comfortable with prior to assuming
the responsibility for firefighter safety
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Expectations of Command
 Three key categories:
 Listening:
 Ensure that the IC can hear the
call for help from the firefighter
 Acting:
 Send the RIT/RIG quickly to locate
and remove a distressed firefighter
 Responding:
 Provide appropriate medical care to a
distressed firefighter
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Expectations of Competence
 Overall, firefighters expect
the IC to be in charge,
to take command, and
to demonstrate leadership
 Competence becomes the
primary basis for trust in the IC
 Firefighters know that ‘hope’ is not a strategy
… nor a substitute for competent leadership
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Expectations of Competence, cont.
 Firefighters have the expectation that the
Incident Commander will:
 Calm down – not spin up when under stress
 Focus energy – not create it
 Retain a quiet, steady competence
 Trusted leaders understand that popularity
does not build that trust – competence does
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Expectation of Focus
 Leaders must focus outward on the
environment and the problem and:
 Focus on learning from the event (what’s it saying?)
 Make sense of the problem and the mayday
 Manage the mayday and the solution
 Control emotions
 Think clearly
 Slow down
 ACT
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Pre-Deployment Considerations
 The following is a list of skillsets an IC should
be comfortable with prior to any
type of response and tactical
commitment of crews
 It is not all-inclusive
 It is a starting point for a
mental KSAs checklist as an
Incident Commander
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An IC’s ‘Starting’ KSAs Checklist
 Reading smoke – how well can you?
 Hostile events – can you recognize impending signs?
 Fire propagation – do you understand it?
 Fire physics – do you understand their effects?
 Building construction – knowledge and recognition?
 Command and Control – ICS understanding and use?
 IC’s role – do you understand the PSC & LSC’s roles?
 Communications – are you effective?
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An IC’s ‘Starting’ KSAs Checklist, cont.
 Situational Awareness – do you maintain yours?
 Situational Awareness – do you maintain other’s?
 Size-up – can you identify the key elements?
 RBA – do you understand profiles and relationships?
 Accountability – do you maintain it, and how?
 Safety – does your knowledge of RBA support it?
 Tactics – do you coordinate and prevent conflicts?
 Weather factors – do you recognize them and adjust?
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What We’ve Covered Today
 Size-Up
 Risk-Benefit-Analysis factors
 Incident scene risk profiles
 ICS implementation
 FF expectations of the IC
 What questions do you have?
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Closing Remarks
 Thanks to Woodinville Fire and Rescue for
sponsoring this training
 Thanks to Northshore Fire for hosting it
Contact Information:
Randy Hansen
[email protected]
[email protected]
Thank You !
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