Explain why these plans are effective for the fire service-Fireground Strategy-: Applied Sciences

Please discuss the use of an Incident Action Plan, include a description of the Planning “P.” Explain why these plans are effective for the fire service.

Using operational modes offensive and defensive, discuss each and include how to transition from one to the other. Once in defensive, can you revert to offensive?Smith, Strategic & Tactical Considerations on the Fireground, Third Edition © 2012 by Pearson Education, Inc.

Objectives

• Describe an Incident Action Plan.

• Understand the difference between cue-based and classical decision making.

• Identify and discuss the 13 points of size-up.

Objectives

• Discuss strategy, tactics, and tasks found in the classical decision making process.

• Discuss the modes of fire attack.

Incident Action Plan and Planning “P”

• Question to ask students:

―What forms are the main components of any written incident action plan and why are they necessary?

Incident Action Plan and Planning “P”

• Proper planning is the key to successful incident scene operations.

• Best tools for planning:

– Incident Action Plan

– Planning “P”

Incident Action Plan

• Cites specific objectives

• Provides direction for action

• Developed by the Incident Commander

• May be verbal for small incidents

• Must be written for large incidents

Incident Action Plan

• Written IAPs are needed when:

– Multiple jurisdictions are involved

– Incident is of long duration

– Many ICS elements are activated

– Required by agency policy

– Hazardous materials are involved

• May also be prepared for planned events

Incident Action Plan

• Emergency incidents require immediate planning.

• Incident scene planning involves:

– Evaluating the situation

– Developing incident objectives

– Selecting a strategy(ies)

– Deciding which resources should be used to achieve the objectives in the safest, most efficient, and cost-effective manner

Incident Action Plan

• Written IAPs formally document all aspects of the incident response, including:

– Work assignments

– Situational information and response parameters

– Status of response assets

• IAPs constantly evolve as the incident progresses.

Incident Action Plan

• IAPs include:

– Incident objectives

– Operational period objectives

– Response strategies

– Response tactics

– Organization list

– Assignment list

– Critical assessments

– Composite resource status update

– Health and safety plan

Incident Action Plan

• IAPs include:

– Communications plan

– Logistics plan

– Responder’s medical plan

– Incident map

– Traffic plan

– Other incident specific information

Incident Action Plan

• The operational period of an IAP is designed for a specific time frame.

– Typically 6, 8, 12, or 24 hours during a response phase

– Weeks or months during a recovery phase

Incident Action Plan

• Time considerations include:

– Safety of responders and victims

– Work assignments of resources on scene

– Availability of additional personnel

– Environmental conditions

– Involvement of additional agencies or jurisdictions

FIGURE 3-1 Though Forms 201, 215, and 215A are not included in a written Incident Action Plan the information that they contain is the foundation of the Plan.

Incident Action Plan

• NIMS-approved forms used as the foundation for IAP documentation:

– ICS Form 201

– ICS Form 215

– ICS Form 215A

Incident Action Plan

• Main components of an IAP:

– ICS Form 202: Incident Objectives

– ICS Form 203: Organizational Assignment List

– ICS Form 204: Assignment List

– ICS Form 205: Radio Communications Plan

– ICS Form 206: Medical Plan

Incident Action Plan

• The Planning Section prepares:

– ICS Form 202

– ICS Form 203

– ICS Form 204

• The Logistics Section prepares:

– ICS Form 205

– ICS Form 206

Incident Action Plan

• Other information frequently included:

– Facility map

– Traffic plan

– Map of division boundaries

– Map with helispot locations

– Safety plan for unique hazards

• Flexibility and scalability of the IAP allows IC to tailor it to the specific incident.

FIGURE 3-2 The Planning “P” is a guide to the process and steps involved in creating a written incident action plan for an incident.

Planning “P”

• Leg of “P” describes the steps of the initial response period:

– Notifications

– Initial response and assessment

– Incident briefing (ICS Form 201)

– Initial incident command/unified command meeting

Planning “P”

• Top of the “P” is used during the first operational planning period cycle.

– Develop/update objective meeting

– Command/general staff meeting

– Prepare for first tactics meeting

– Tactics meeting

– Prepare for planning meeting

Planning “P”

• Top of the “P” is used during the first operational planning period cycle.

– Planning meeting

– IAP prep and approval

– Operations period briefing

– Execute plan and assess progress

Planning “P”

• Reviewing the Planning “P”

– Begins with on-scene size-up

– Uses ICS Form 201

• Serves as a permanent record of the initial response

• Used during transfer of command

Planning “P”

• Initial IC/Unified Command Meeting

– Collaborative team-effort approach

– Decide upon:

• Designated spokesperson

• Location of an incident command post

• Timeframes for creation of IAP

– Identifies limitations, concerns, and restrictions of each department

Planning “P”

• Incident objectives are established at the start of each planning cycle and must include:

– Goals

– Health and safety issues

– Specific steps to reduce operational problems

• From the objectives, strategies are developed.

Planning “P”

• Incident objectives are written in “S.M.A.R.T.” format:

– Specific

– Measurable

– Action-oriented

– Realistic

– Timely

Planning “P”

• Command and general staff meeting held to:

– Gather input and ideas

– Provide immediate direction

• This meeting occurs only as needed.

Planning “P”

• Tactics meeting provides:

– Resource assignments

– Methods for monitoring tactics

– Resource reporting location and times

• ICS Forms 215 and 215A used to document meeting.

Planning “P”

• Preparing for the planning meeting:

– Review ICS Forms 215 and 215A

– Assess current operational and logistical effectiveness

– Gather new information for Command decision making

Planning “P”

• Used to review and validate operations

• Attendance required for all Command and General Staff

• Conducted by Planning Section Chief

• Should be 30 minutes or less

• Delineates amount and type of resources needed

• Sets time when all plan elements must be submitted

Planning “P”

• IAP prepares following planning meeting.

• When complete, IAP must be approved and signed by the Command.

Planning “P”

• Operations period briefing:

– IAP is presented

– Strategies and tactics discussed

– Supervisors review individual ICS Form 204s

• Following the briefing, supervisors meet with their resources for detailed briefing on their assignments.

Planning “P”

• Plan execution and progress assessment:

– Operations section directs implementation of IAP

– Supervisors responsible for accomplishing duties

– Plan evaluated at various stages

– Operations Section Chief may make adjustments

Planning “P”

• Cyclical process enables continuous evaluation of incident management.

• Planning cycle initiated for each operational period.

• Dynamic situations assessed for:

– Increasing size or complexity

– Objective efficacy

– Time till completion

– Resource status

Incident Action Plan and Planning “P”

• Both the IAP and Planning “P” facilitate effective management at both planned events and unplanned emergencies.

• Proficiency requires training and exercises.

Incident Scene Decision Making

• Questions to ask students:

―How does incident scene decision making affect overall operations?

―At an incident scene how do you identify what decisions need to be made?

Cue-Based Decision Making

• Fast decisions.

• Recognition of signs or cues based on knowledge and experience.

• Tying together of past and present events.

Classical Method

• Step-by-step process.

• Long and time-consuming.

• Used when the decision maker does not have experience with or knowledge of that type of incident.

The Command Sequence

• Level 1: Incident Priorities

• Level 2: Size-up

• Level 3: Strategy

• Level 4: Tactics

• Level 5: Tasks

Level 1: Incident Priorities

• Priority 1—Life Safety

• Priority 2—Incident Stabilization

• Priority 3—Property Conservation

Level 2: Size-Up

• Question to ask students:

―How would you describe size-up?

―What occurs if the Incident Commander does not conduct a proper size-up?

Level 2: Size-Up

• Size-up lets the Incident Commander gather information for the development of strategic goals.

• Size-up starts in the preplanning stages.

• 360-degree walk-around.

FIGURE 3-6 The 360-degree walk-around enables the officer doing the size-up to see what the initial conditions are. As the incident progresses and Division and Group

Supervisors are assigned, their progress reports will enable the Incident Commander to know if conditions are improving or worsening. Used with permission of Michael DeLuca.

Level 2: Size-Up

• Company Officer versus Chief Officer size-up

– Company officer

– Chief officer

Level 2: Size-Up

• All firefighters required to perform basic size-up.

• Senses provide key information

– Touch

– Smell

– Hearing

– Sight

Level 2: Size-Up

• Size-up factors important to firefighters:

– Dispatch notifications

– Building size and type

– Type of construction

– Number of exposed buildings

– Location of fire in building

Level 2: Size-Up

• Size-up factors important to firefighters:

– Accessibility

– Smoke conditions

– Time factors

– Life safety cues

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Water

– Supply

– Available pressure

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Area

– Size and layout of building

– Exposed area

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Life

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Location

– Fire’s location, intensity, and extent

– Location of fire walls and fire doors

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Apparatus/personnel

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Construction/collapse

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Exposure

– Probable spread of the fire

– Internal and external

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Weather

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Auxiliary appliances

– Different types of systems in place

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Special matters

– Impediments that may interfere with normal operations

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Height

– Height of structure

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Occupancy

– Contents of the building

Level 2: Size-Up

• Basic areas of size-up:

– WALLACE WAS HOT

• Time

– Day/night fire

• Size-up concerns summary

Strategy, Tactics, and Tasks

• Questions to ask students:

―What is the difference between size-up and strategy?

―at is the difference between tactics and tasks?

Strategy, Tactics, and Tasks

• Size-up identifies problems that must be solved through implementing the necessary strategies.

Level 3: Strategy

• Strategies: The overall goals or what you want to accomplish

• Seven basic strategies are RECEO-VS:

– Rescue

– Exposures

– Confinement

– Extinguishment

– Overhaul

– Ventilation

– Salvage

Level 4: Tactics

• Tactics: How to achieve the strategies

• Must be measurable and specific

Level 5: Tasks

• Tasks or actions: Who will do which step and when they will do it

An Example of Implementing Strategies, Tactics, and Tasks

• If we arrive on the scene of a two-story frame dwelling at 0200 hours with a car parked in the driveway, fire visible through the first-floor windows, and an occupant at a second-floor window, with moderate smoke conditions throughout the building, how would we handle this situation?

An Example of Implementing Strategies, Tactics, and Tasks

• Strategies—What do we want to do first? Rescue.

• Tactics—How we are going to achieve the rescues?

• Tasks—Who will do it and when?

Successful Operations

• Strategy and tactics are not an exact science.

• The situation must be constantly evaluated and reevaluated.

Applying Incident Management to Solve

Problems • Incident management system

• Strategy Prompter can assist in the quick development of a management system

– Two-story frame building scenario

– Use of divisions and groups

• Incident Commander

FIGURE 3-16 Problems that are identified can be solved by our strategies. Implementation of a command structure that will address those goals is the next step

and can be easily accomplished by using the Strategy Prompter.

Crew Resource Management

• Question to ask students:

―What are the five factors upon which crew resource management is based?

Crew Resource Management

• Many line-of-duty deaths due to:

– Communication failures

– Poor decision-making

– Lack of situational awareness

– Poor task allocation

– Leadership failures

• CRM is a tool to optimize human performance in emergency situations.

Crew Resource Management

• Originally used by flight crews.

• Stresses importance of even minor bits of information in making accurate size- up.

• Based upon five factors:

– Communication

– Situational awareness

– Decision making

– Teamwork

– Barriers

Modes of Fire Attack

• Questions to ask students:

―What are the benefits of an offensive attack?

―In evaluating the mode of attack to be deployed at an incident, as higher ranking officers arrive on the scene, their assessment of the incident should consider what aspects?

Modes of Fire Attack

• Offensive

• Defensive

• Offensive/defensive

• Defensive/offensive

Offensive Mode

• First, a hose-line is placed between civilians and the fire.

• If fire is too great, a second line is needed to protect the trapped occupants and firefighters attempting the rescue.

Offensive Mode

• Protected stairs—gaining control of the building

• Proper hose-line placement

• Third line to protect secondary exits

• Response to the rear of the fire building

FIGURE 3-17 Gaining control of the stairs is the first step in gaining control of the building. Proper hose-line placement can reduce the heat of the fire extending to the

upper floors via the stairs. Used with permission of Michael DeLuca.

FIGURE 3-18 The rear of a fire building must be checked. My experience has shown that a major loss of life in single-family and multi-occupancy dwelling units occurs in the

rear of these properties. Used with permission of Michael DeLuca.

FIGURE 3-19 When possible, a fire should be fought from the unburned side to the burned side. Used with permission of Michael DeLuca.

Offensive Mode

• Hose-line placement in unoccupied building

– Attempt to cut off the fire spread

– Fight the fire from the unburned side to the burned side

– Proper placement of hose-lines

FIGURE 3-20 Hose-line stretched up a stairwell opening uses less line and allows companies to get into operation faster than hose-line laid on the stairs. Used with

permission of Michael DeLuca.

FIGURE 3-21 A rule of thumb for hose-line stretched up the exterior of a building is one length for every three floors. Hose-line laid on the stairs should allow one length per

floor. Used with permission of Michael DeLuca.

FIGURE 3-22 The nozzle should not be opened until it reaches the fire area. When fire is encountered a solid stream should be played on the ceiling and quickly rotated around

the room. Used with permission of Michael DeLuca.

Defensive Mode

• When should exterior or defensive operations be initiated?

• First-arriving officer’s observation and ensuing orders

Defensive Mode

• Exposures

– Master streams must be placed where they are needed.

FIGURE 3-24 The ability to protect exposures will be in direct proportion to the distance between the exposure and the fire buildings. Used with permission of Michael DeLuca.

Defensive Mode

• Fire travel

– The first-responding officer must make a reasonable assumption of what the fire will consume and where it can be stopped.

– They must predict the path and speed of the fire.

Transitional Modes

• Offensive/defensive mode

• Defensive/offensive mode

On Scene

• The coordination of all activities is essential.

• Evaluating the incident scene

On Scene

• Three-story building

• Changing attack modes

– There must be clear direction from the Incident Commander when the attack mode is changed.

Chapter Summary

• Organization and decision making require planning and training.

• Implementation of an Incident Action Plan and Planning “P”

• The implementation of the correct mode of attack will contribute to firefighter safety.

Discussion Questions

• List the considerations for a written incident action plan.

Discussion Questions

• Though not a part of the incident action plan, what are the three ICS forms that make up the foundation of the Incident Action Plan?

Discussion Questions

• Discuss the difference between classical decision making and cue- based decision making.

Discussion Questions

• What are the five levels of the command sequence?

Discussion Questions

• List the incident priorities and discuss how they are utilized in the command sequence.

Discussion Questions

• List the points of size-up discussed in this chapter.

Discussion Questions

• What is the benefit of the 360-degree walk-around of the incident scene?

Discussion Questions

• What do we hope to learn by sizing up an incident scene?

Discussion Questions

• List the seven basic strategies.

Discussion Questions

• List the modes of fire attack.

Discussion Questions

• What is the benefit of assigning Divisions and Groups to the initial arriving companies?

Discussion Questions

• What are the five factors that crew resource management is based on?

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