Command Post
DEPARTMENTS
Volunteers Corner
At every emergency scene, there is a need for an operational headquarters. As a situation grows in magnitude, the necessity becomes even greater— especially at a fire scene. As multiple units respond to structural and large ground cover fires, there must be a central location to coordinate all units into a team and provide a common direction for control operations. This information/decision making/order generating point that company officers turn to for direction is called the command post.
To function properly, the command post should be planned for in advance. A set of standard operating procedures can be developed to outline the structure, duties, location, staff responsibilities, equipment, and command post set up. Pre-planning should also include how the command post grows with larger incidents and how command is transferred to higher ranking officers. The planning function should also consider possible command post locations near target hazards and other areas where serious incidents are probable.
The command post site should not be too close nor too distant from the scene. Although it is not necessary to be in a direct line of sight, the command post must be able to view the overall scope of the incident. A large parking area is beneficial, although it will require ample security. A good site is one that has adequate working space out of the weather, ample electrical power, lights, and communications capability. If a long campaign is anticipated, food, sanitation, and sleeping facilities may be required. In some cases, staging and decontamination areas should be planned near the command post.
The equipment needs of the command post will vary with the size of the incident. The following items merit consideration: desks, tables, chalkboards, flipcharts, chairs, office supplies, including chalk and marking pens; maps of streets containing schematics of the water system, sanitary and storm sewers, evacuation routes, evacuation centers; evacuation problems (hospitals, nursing homes, etc.); topography, aerial photographs; preincident plans; record-keeping forms, reference materials, resource lists; and weather instrumentation equipment.
Many departments have developed special kits for their command unit to use. Among these are a disaster secretary, containing all necessary secretarial supplies; a hazardous material kit with locations, references, resource lists, safety data sheets, and other pertinent information; and an evacuation kit, having maps of evacuation routes, tags for marking buildings, lists of target hazards, shelter locations, and personnel to assist in evacuations.
Basic functions: The staff of the command post will increase as the functions required by the incident increase. The initial command post will have the company officer as incident commander and the driver as the staff. Command responsibility will transfer to the responding chief officer and a staff selection will be started.
There are several basic functions that need to be addressed at most structural fires by staff personnel: water supply, communications, safety, logistics, medical, and public information.
Other necessary information includes keeping records of exposure time of firefighters for medical reasons and staff and line officer assignments and their status. The com mand post should also have the individual companies keep track of their personnel on the scene. This can be done with Velcro backed or magnetic name tags. Then, if an unforseen event occurs, firefighters can be accounted for.
As the situation escalates, the command post will need to initiate an incident command system. This system is divided into five functioning branches: command, operations, logistics, planning, and finance. The operations branch may then have to be divided into geographical (divisions and sectors) and functional (ventilation, rescue) areas. Many smaller departments do not have the manpower, especially at daytime alarms, to provide the personnel for these multi-function command posts. It will then be necessary to use members of mutual aid departments to staff the command post. On smaller incidents, some functions may not be necessary, or similar ones can be combined. For example, water supply and logistics may be handled by one individual, as could safety and medical, or communications and public information. The point that must be remembered, no matter how many staff members there are or how the functions are combined, is that all functional responsibilities must be performed.
At an incident, the command post must be set up immediately with the arrival of the first unit. This vehicle must report its location, indicate that it is the command unit, and initiate communications with incoming units. If the command unit changes location, all companies on the scene or responding must be notified.
The command post should be marked so that it is easily recognized. This can be done by using a special colored light, a flag designated for the command post or bearing the letters CP, or even a traffic cone placed on the roof of the vehicle.
Communications must be established with the dispatcher and other responding units. This will be accomplished by the first unit and then transferred to the responding chief who can assign communications to an aide or staff member. It is important on major incidents to get accurate information to the media before they broadcast incorrect reports.
Each department or area should have a standard operating procedure (SOP) for a command post. The SOP should detail how operations will be organized and functions that must be carried out.
A vital component of the command post procedures needs to be the system for transfer of command. The senior officer should take command only after communicating with the officer in charge and learning the current situation status. The new officer needs to know the tactical objectives and the progress being made or lack of it. The incident commander must have the necessary information to make logical, sound decisions. This includes the deployment of companies, their assignments, and remaining available resources. When well briefed, the incident commander can decide to continue the present strategies or make necessary changes.
For fireground operations to be performed effectively by a cohesive team, a well-operated command post is a necessity. If your department’s officers are not trained in command post operations, they are toying with disaster.
