BY ANTHONY AVILLO
So you’ve weathered all of the prefire control frenzy. You were in the middle of the excitement and the key player in the fireground management system. You’ve directed attack, search, ventilation, and all of the other dynamic activities on the fireground. You’ve courageously led the troops into battle, maybe even got your picture in the paper or on the evening news in the process. Now that the battle has been decided in your favor, what’s next on the agenda? You can’t just go home. You must still direct the activities that will bring the incident to a close. Although this is not the most exciting part of the fire experience, it is certainly one of the most important, since improper management of post-control activities can have a detrimental effect on what may have been a great effort. Below are various post-fire control activities required to bring the incident properly to termination.
ROLL CALL
Once the fire has been declared under control, the first item of business is to conduct a roll call. This provides an accountability inventory and confirms that all personnel have survived the suppression effort. The roll call should be initiated by a dedicated radio tone that is distinct from any other tone the department uses. This reinforces the concept of company integrity, which should be a common thread throughout the entire incident, and is one of the most critical aspects of the safety plan. Unless specifically directed by SOP, company integrity should never be compromised. For a roll call to be effective and allow the accountability officer to update the command or accountability board, companies should state the accountability status of the crew and its present location. Roll calls assist the organization in meeting the foremost fireground priority, firefighter safety. To be organized is to be efficient.
REHABILITATION
Firefighter rehabilitation, a major part of firefighter safety, should be foremost on the mind of the incident commander (IC) not only during the primary fire control operation but also once the fire has been declared under control. At this point, if you haven’t done so already, get the troops out of the building for some relief. This is where your tactical reserve comes in. If you have no one in reserve and cannot relieve the first string, the “Under Control” status may be just a passing fancy. As a rule of thumb, especially when the incident is escalating and not yet under control, command should have at least two or three companies in reserve, standing by to provide relief or to be available for assignment if a tactical necessity arises. If no one is standing by, the IC is out of options, which may have a major impact on strategy. People put out fires. Without people, the best plan is doomed to failure. Be proactive by being a people person.
Rehab is the direct responsibility of the IC. If possible, it should be delegated to a rehab group supervisor, who establishes the rehab post and keeps track of those companies reporting for R&R. A solid rehab SOP provides direction so that any officer can operate as the rehab group supervisor.
After a command officer or division supervisor releases companies from their operational area, the companies should first check in at the command post before reporting to rehab. Follow strict accountability procedures. Dur-ing this period of the incident when things seem to slow down a bit and members may tend to operate independently, operational discipline and strong command and control will eliminate freelancing. After finishing rehabilitation, release companies from the rehab post as a unit, and have them report back to the command post, which can either reassign the units or release them from the scene.
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SAFETY SURVEY
Safety must be the overriding concern of all fireground operations. Therefore, before allow-ing crews back into the fire building for overhaul, conduct a comprehensive safety survey. This is especially critical when master streams have been used to suppress the fire. After the streams are shut down, allow the building to settle and drain before sending companies in for overhaul and final extinguishment. During offensive operations, it may be best to pull the companies out of the building to the command post to regroup. This might be the best time to move the entire interior complement to the rehab area and use your tactical reserve to conduct the overhaul.
Experienced personnel, such as a safety officer and a company or chief officer, should conduct the safety survey. If necessary, one company can be assigned to assist. Keep minimum staf-fing in the building at this time.
During the safety survey, the survey group should look for imminent hazards that will impact their ability to operate in the building. As required, set up lights, cordon off hazard areas, and— most importantly—make all operating personnel aware of any unsafe conditions. This can be accomplished by using an emergency radio transmission at the request of the IC or safety officer. Awareness and prevention always provide the best assurance of fireground safety. Note that if the building is damaged to the point where resident habitation is not possible now or in the future, the fire department should seriously consider whether further entry is wise.
Consider the time of day in deciding whether to conduct overhaul. Buildings with significant or potential safety hazards are always safer in daylight than at night. If this is the case, establish a fire watch during the overnight, and conduct the overhaul in the morning. Remember to conduct a new safety survey in the morning, since building conditions may have changed overnight.
There may be situations in which, because of the damage to and condition of the building, bulldozer overhaul may be the only safe option. This may be a tough decision, especially if you have become emotionally involved with the building. If you have to stand by and witness the demolition of the building to complete extinguishment, so be it. Don’t take it personally. You didn’t start the fire. You were only there to make things better. You must face the fact that at a total loss, if you can’t make things better, at least make them safe.
OVERHAUL
Post-control overhaul should not be conducted before performing a safety survey. Use minimum personnel to overhaul the structure, and rotate members as often as building and weather conditions permit. This is where your tactical reserve comes into play. In fact, it’s a good idea to call additional companies to the scene for overhaul. The battle-weary companies will appreciate this, and the fresh companies should be aware that when it is their turn in the barrel for the firefight, the overhaul relief will be on hand as well.
The amount of overhaul required often dictates the amount of personnel and the time needed to complete the task. Minor fires—when only contents are involved and the fire did not reach the flashover phase—require only minor overhaul. For a more severe fire, areas that have been directly affected must be skeletonized to ensure there is no chance of fire hiding in any nooks and crannies. Rekindles are no fun. Knowledge of building construction is critical here. If you are aware of the paths of least resistance in a building by virtue of its construction, you will more than likely be able to effectively overhaul the area.
As IC, if you are not satisfied with the extent of the overhaul, send the troops back in (or get fresh troops) until you are confident the fire is definitely out. Remember, if it rekindles, you are the one who will be blamed. Chief Alan Brunacini of the Phoenix (AZ) Fire Depart-ment has said that the IC should be the first one to think that a fire is burning and the last one to think that it is out. It is okay to be anal here. Fires that have caused considerable damage to any or all parts of the structure should also make the IC take a hard look at the safety of such an operation.
 (4) Water towers are excellent devices for hydraulic overhaul. Don’t jeopardize personnel to overhaul a total loss from the interior. (Photo by author.) |
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 (5) Note how the ice creates an additional load on the power lines and the building. When the ice began to melt, these buildings collapsed. (Photo by Ron Jeffers.) |
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 (6) Building hazards must be identified by a standard system. This building has an open roof and holes in the fourth floor. (Photo by author.) |
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SALVAGE
The salvage mentality must permeate the fire scene from beginning to end. This mindset starts and ends with the IC. An IC who directs a flawless fire operation but fails to properly address salvage concerns is only doing half the job. ICs should make it a point to enforce a proper salvage mentality at all incidents so that their subordinates follow that lead. Not only is this good public relations, but it also reduces the work needed later in overhaul.
Salvage should start with preplanning, especially in buildings that have sensitive equipment and contents. Unfortunately, with staffing at the usual premium that it is, salvage is often an afterthought to many ICs. This does not have to be the case. There are many property conservation activities that can occur during the fire control phase of the incident. Using these activities is a matter of awareness and training.
Companies should be taught to “think like water” and anticipate the problems water damage will cause. Water takes the path of least resistance, moving vertically downward until it meets a barrier, at which point it will then travel horizontally until it finds another vertical artery. In fact, water moves in exactly the opposite way that fire, heat, and smoke do. Knowing building construction and the unique characteristics of particular buildings is a great help. Knowing beforehand the location of such water-removal aids as scuppers, downspouts, and floor drains can expedite the water removal operation and save time and headaches later.
Additionally, systems designed to assist in smoke removal must be properly used. This will usually require a liaison with building personnel who have an intimate knowledge of these systems and their capabilities. HVAC systems, manual roof vents, and ceiling and wall fans are all tools for this operation.
Exposure buildings are a particular area in which there may be time to conduct preprotection salvage operations. Moving furniture and other water damage-prone items to less affected areas not only clears the work area for safer salvage operations such as pulling ceilings but also allows smaller items to be placed on and under the furniture for protection. Sometimes, just moving an object to the other side of the room may be sufficient. Shower curtains can be used as salvage covers to protect items from water.
Assign salvage group supervisors to oversee and coordinate this operation, especially if several floors or a large area of the building is affected by smoke and water. The objective is to place the building in as close to prefire condition as possible.
SECONDARY SEARCH
This important benchmark is often overlooked as the incident winds down. Directing secondary search with a “let’s just get it done” attitude can result in an embarrassing situation for the department. If you have addressed the other important benchmarks (i.e., rescue and fire control), you must also give special attention to secondary search to confirm that no one is left in the building. More than once, departments have been embarrassed when civilians or demolition crews found charred bodies after command had been terminated, sometimes weeks after the fact. In other instances, especially at fires in vacant buildings, particularly large ones, vagrants have survived the entire fire by hiding out in unaffected areas of the building. If they are not found and directed to the appropriate authority, they may still be wandering around in a building that the fire has made even more unsafe.
Secondary search must encompass the entire building and surrounding area. Especially at night, victims who may have jumped from the building may not be found during the primary search and may be overlooked in an ineffective secondary search. Insist that personnel assigned to secondary search check all interior and exterior areas.
Safety is the overriding concern of all fireground operations; secondary search should be no exception. Wait until after the safety survey has been completed to send companies in to complete the search. While we’re on the subject of safety, remember that, as with overhaul, secondary search will be most effective and safe if assigned to fresh personnel. Again, use the tactical reserve for this assignment.
Always treat secondary search as an important component of your post-control activities, and insist on complete reports from those assigned to the task.
ORIGIN AND CAUSE
Investigate all fires for origin and cause, no matter how small. Arsonists have had their convictions overturned on the grounds of discrimination because it was proven that fire departments investigated only some fires. Not only must all fires be investigated, but the investigation must also be properly documented. The IC is responsible for having an investigation conducted. This is not an area for amateurs. Amateur investigators have been eaten alive in the court system, costing departments money and causing embarrassment. Get a real live certified investigator to avoid legal troubles.
Consider suspending overhaul operations until at least the preliminary investigation has been completed. In fact, it may be wise for the investigator to direct overhaul of sensitive areas. It may save everyone a lot of hassle and time. I have seen companies completely overhaul an apartment only to have to haul all of the stuff back in to enable the investigator to recreate the scene.
Realize that once the IC takes command of the incident, we own the building and can bar entry by anyone until we are finished with the job. Understanding this concept is critical to our ability to maintain scene custody until the investigation is complete. This concept is based on a landmark case, Michigan vs. Tyler, that set the parameters within which a fire department can conduct itself in regard to scene custody. This ruling stems from an incident at which a fire department left the scene of a fire only to return later to collect evidence. A court of law ruled that this constituted illegal search and seizure. The judge hearing the case, in essence, stated that the fire department may remain at an emergency scene for a “reasonable” amount of time to conduct an investigation. Once the fire department leaves the scene, a warrant or consent from the owner is required for the department to return to conduct further investigation.
I once participated with several other agencies in an investigation of a large restaurant and banquet hall fire. This was a multimillion-dollar loss, and the investigation took more than three days to complete, not unusual for losses of this magnitude. A fire department presence remained at the scene for the entire time, including the overnight hours, to maintain scene custody during the ongoing investigation. Maintain custody of the scene until the job, which includes the investigation, is complete.
SYSTEMS RESTORATION
Initiating and following up the systems restoration process are vital parts of the command responsibility and include restoring utilities and protective systems. Although it is not usually the fire department’s responsibility to directly restore such systems because of the enormous liability concerns, it is imperative that the IC liaison with or contact those agencies that will evaluate, repair, and restore these systems.
For protective systems, this may include but not be limited to alarm, sprinkler, and standpipe systems. The department must note which systems are not restored while at the scene and ensure department protocols are followed regarding follow-up inspections. The owner is responsible for providing a fire watch if the system is not restored. Command must note any system that is out of service and pass this information along to dispatch and oncoming shifts. To be effective, information dissemination must be efficient to alert the rest of the department to a building that is usually protected but is temporarily defenseless against the threat of fire because of an out-of-service auxiliary protection system. The department must have a mechanism in place to alert all companies to these and other potential operational problems.
Regarding utilities, the danger and liability associated with restoring electrical and gas utilities cannot be overstated. Once shut down, no firefighter should ever attempt to restore these services to any premises, whether it has been affected by fire or not. Leave this to the experts. Utility companies should be notified early in a fire operation as a matter of routine and should remain on the scene until released by command. In regard to safety, these agencies are another command responsibility. If power or gas must be shut down, either from inside the structure or from the street, take measures to ensure that it is accomplished as safely as possible. It is unacceptable to allow a utility crew to dig up the street from inside a collapse zone.
As for that often overlooked utility, water, make every effort to prevent or mitigate excessive water damage from broken pipes in and around the structure. Water from broken pipes adds weight to an already weakened structure and causes unnecessary additional damage and danger. Be alert for occupancies that contain water-absorbent stock, since the weight of the water-logged material can create or accelerate a collapse.
Weather is another important consideration; ice on the building can create a dangerous eccentric load on walls and fire escapes. Ice on sidewalks in and around the operational area will cause additional injuries if not attended to. Request assistance from the public works department. Companies should also carry on the apparatus a supply of rock salt to spread out on the sidewalk and exterior steps to prevent slips and falls.
MARK THE BUILDING
Buildings that are fire-damaged to the point that habitation is no longer possible in the foreseeable future are also a threat to fire department personnel should another incident occur in the structure. The department must establish and use a method of alerting members to dangerous structures. A vacant building marking system alerts arriving responders to problems within the building prior to entry. Before leaving the scene, the IC, in liaison with the safety officer, must order a survey of the building for hazards. Once complete, the building is marked with one or more symbols in highly visible spray paint in a conspicuous area, such as near the front door. The system, established and enforced by an SOP, should be consistent from building to building so it is not confused with graffiti. Ideally, entire mutual-aid groups should adopt a uniform marking system so that during cross-jurisdictional responses, the symbols used are understood by all.
Below is a system that has worked over the years for many departments.
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Include the following information in or near the above symbol as applicable (number after hyphen indicates floor location of hazard):
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Using the level numbers (e.g., Levels 1, 2, and 3) with the various symbols is for dispatch or scene arrival purposes. It is easier for dispatch or a first-arriving company to state that it is arriving at a Level 3 vacant structure than it would be to say that there is a “Box with an ‘X’ on the building.” And the message is easier for the recipients to understand.
This system must be used for buildings that previously have had fires as well as vacant buildings that haven’t (yet) been ravaged by fire. Periodic inspection of these buildings and a mechanism for notifying companies and respective agencies, such as fire prevention, fire officials, and the building department, must also be established. In addition, as always, establish accompanying documentation protocols to drive the program.
DE-ESCALATE/DEMOBILIZE
No one likes to be the one to put away the toys. At a large-scale operation at which the troops have been beaten up, it may be wise to summon additional companies to assist in picking up equipment. Although the later-arriving companies may be less than thrilled with their assignment, having missed out on the fun of the firefight, they must realize that, when it is their turn in the barrel, they may appreciate such extra help themselves.
De-escalation requires a plan. Assign a demobilization officer to control this segment of the operation. One effective de-escalation method is to direct all company officers not currently assigned to a task to report to the command post. Once there, take an estimated inventory of “stuff off the rig” (i.e., which rigs are stripped and which are not). Once determined, companies are teamed up to get apparatus back in service. For example, several engine companies can be assigned to pick up and pack the LDH from the supply engine, or ladder companies can work together to bring tools from the roof, break down ladder pipe operations, etc. This task force method is much more efficient than having companies attend only to their own needs. It also helps keep track of companies in what can be a freelance-prone time on the fireground.
The demobilization officer is also responsible for keeping the IC informed regarding what companies are available for release. In addition, if a fire watch detail will be maintained for an extended period of time, a schedule must be worked out. Two-hour shifts are ideal. It is senseless to leave companies on fire watch for longer than that, especially if all the department resources were used to fight the fire.
Incident de-escalation may also require transferring command to a subordinate officer. If a fire watch is planned, command will eventually be transferred downward to a company officer assigned to fire watch. It should be mandatory that command transfer protocols by radio and that the officer assuming command acknowledge the transfer by radio.
RELEASING THE PROPERTY
Releasing control of the property from the fire department to the owner or his representative must be done properly, professionally, and tactfully. The department should have protocols covering this release. If it does not, using common sense and demonstrating empathy toward the property owner goes a long way toward strengthening the public view of the fire department and its members. In nontechnical language, the IC or his designee should explain fire department operations and its connection to the unavoidable damage from the fire and firefighting operations. This includes roof- cut ventilation holes, windows broken for ventilation, and pre- and post-control overhaul. Do not take for granted that the public will understand why we do what we do to save their property. To them, it just looks like a mess, often unjustifiable. Our job is to be understanding and patient and to try to put ourselves in their shoes. A little empathy will go a long way here. Be human.
Tell the owner where to obtain the fire report and when it will be available. Also, find out if the owner and any tenants will need relocation assistance. Liaisoning with agencies such as the Red Cross will be instrumental in assisting residents who have nowhere to go. If the building is uninhabitable, ensure also that it will be secured prior to terminating the incident. Often, the police department will provide security details until windows can be boarded and doors secured. Remember that it is still the job of the IC to arrange for this. Additionally, the United States Fire Administration publishes a pamphlet called “After the Fire.” Published in several languages, it is an invaluable public relations tool that helps the occupant and owner in starting to get their life back together.
TERMINATION OF COMMAND
Command should not be terminated until all of the preceding activities have been accomplished or delegated to an outside agency or owner. Part of this process is to ensure that all the pertinent information for the fire reports and other related documentation has been ascertained. Follow department protocols in regard to incident termination. This includes releasing companies from the scene and returning companies to service. Be aware that companies released from the scene may not be ready for duty right away. SCBA cylinders need to be refilled, apparatus needs to be fueled, and personnel need to change into dry clothes. If you have relocation companies or extra personnel on duty because of the fire, it may be best to hold them a little while longer while the battle-weary firefighters regroup and take care of the needs of the apparatus.
INCIDENT DOCUMENTATION
There are two kinds of documentation: external and internal. The public generally uses external documentation, which takes the incident beyond the fireground. The consequences of failing to properly and accurately complete reports can range from public embarrassment to legal liability. Fire-fighting operation information must be jotted down during the incident. An aide is best for this. If none is available, the next best thing is to delegate this task to someone reliable and ideally use a standard form that is simple but comprehensive.
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Additionally, don’t forget that the media will want information also. A standard media information form is best (see Figure 1). Ask members of the media what information they routinely require, and use this to develop a form. Give the form to them at the scene; fax it to them later; or, ideally, use the form to relay information over the phone. Often, especially if the fire is at night, the media will not get around to calling until the next day when a different shift is working. The IC should leave a standard fire department press release form for the incoming shift commander to eliminate guesswork and provide the most accurate information available.
Internal documentation is designed, first and foremost, to protect the welfare of the firefighter. Exposure forms, injury reports, and accident reports must be filled out accurately and completely. Incomplete or improper documentation has denied firefighters who were severely injured and forced off the job proper compensation. There are countless cases of firefighters who were exposed to substances in their careers who years later suffered from severe related health problems. At that point, lack of documentation about the original incident will prevent them from properly taking care of themselves and their families. The immediate superior of the member involved is responsible for accurately and properly documenting all these matters. Protecting his crew is the most important responsibility of any fire officer, and proper documentation is a large part of that.
Secondly, proper internal documentation provides a learning tool. For effective critiques, all members must participate and relate lessons learned not only to the members of their department but sometimes also to the entire fire service. Departments with poor documentation usually conduct poor critiques.
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Information regarding incident actions should be written down as soon as possible after returning to quarters. Again, using a standard form will ensure a more effective critique. North Hudson Regional Fire & Rescue uses an After Action Report form that each company officer fills out at any incident at which a line is stretched and charged (see Figure 2). The form addresses actions taken, concerns and problems, and—above all—lessons learned. The form is valuable in a critique in that if the company officer is off on the day of the critique, his input will still be included. Remember: The palest ink is better than the sharpest memory.
Once the fire is declared under control, many issues must be addressed to properly bring the incident to a safe and organized conclusion. Many great firefighting efforts may be overlooked as a result of a poorly managed command effort that ignored the post-control details. Consequently, the department may be perceived as putting its best (or worst) foot forward.
ANTHONY AVILLO, an 18-year veteran of the fire service, is a deputy chief with North Hudson (NJ) Regional Fire & Rescue, assigned as commander of the first platoon. He holds New Jersey certifications as a Level II instructor and arson investigator. Avillo is an instructor at the Bergen County (NJ) Fire Academy and a partner in Study Group, Inc., a company that helps firefighters and officers prepare for firefighter promotional and entry-level examinations. He is a H.O.T. instructor and lecturer at FDIC and FDIC West and is the author of Fireground Strategies (Fire Engineering, 2002) and Fireground Strategies Workbook (Fire Engineering, 2003).
