BY ALAN BRUNACINI
We have recently been discussing the critical period at the very beginning of fire operations. How we perform at that initial time will generally set the stage for how the entire firefight will go. The local incident management system (LIMS) creates a standard operating procedure (SOP)-driven performance structure that establishes a standard set of functional steps that create fast, effective, initial, and ongoing command and control that lead to effective and safe rescue and firefighting outcomes.
That system is built around a management game plan that includes the eight basic command functions. Having the initial arriver, generally a fast-attacking engine company officer, begin to do those command functions on arrival, as incident commander (IC) #1, produces the best (under-control) beginning we can create for our operations. The LIMS automatically backs up IC #1 by having a response chief come in behind the fast-attacking, first-arriving company officer, transfer command when they arrive on the scene, and become IC #2. The chief sets up a stationary exterior command post and continues to seamlessly pick up and do the standard command functions wherever IC #1 left off.
This approach of IC #2’s quickly backing up IC #1 combines fast initial action with reinforced command—IC #1 does some fast initial radio command (i.e., assigns the next engine and truck), goes with (and stays with) the crew on a portable radio, and hits the problem quickly/hard in the very beginning and then IC #2 backs up initial command action by serving as the “command cavalry.” IC #2 then supports (from the SUV command post) the initial attack position, covers other critical areas, and coordinates the ongoing tactical deployment to provide a level of continuous action that overwhelms the incident problems.
The game plan is packaged in local SOPs that describe how each part of the LIMS routine is performed. The eight standard command functions create the basic structure for the plan. Each individual department must outline in its local SOPs how hometown resources/conditions will be managed and how its own people, places, and things will be used. SOPs become the standard form our service typically uses to determine and describe how a fire department will operate. The local SOPs become the launching pad for how that organization will establish, manage, and refine performance.
We have covered in earlier columns the SOP/train/apply/critique/revise model that creates a complete, integrated approach to performance management. Typical fire department incident management SOPs are built around the basic LIMS command function structure, and that system creates an effective, understandable, and uniform level of local response inside and among fire departments. This common beginning creates the capability for separate fire departments not only to operate together but also to exchange training and operational material. Simply, SOPs get exchanged, discussed, and copied a lot. This is a good thing, because it reduces the wheel reinventing and saves time and effort. I have in my insane lifelong pursuit of the perfect command procedure reviewed a ton of local SOPs (nutty habit), and they are all a lot more alike than different.
We apply and use all (eight) of the command functions to do one thing—create the effective tactical action that solves the incident problem and protects the firefighters. We don’t set up and operate a LIMS so that the “chiefs” can all get together, put on their designer vests, and act like grand exalted poobas. In fact, the IC assumes a role and a position that are very transparent (to the outside world) when the system works as it is designed. Engines, ladders, rescues, and ambulances are the stars; the IC quietly gets them in the right place and helps them all play well together.
Mrs. Smith called us because her kitchen is on fire (now!). What she wants is an adequate amount of “smart” fire attack water (right time/place/method) that puts out the fire and saves the house (pretty simple). She really is not familiar with the LIMS we use to command “her fire”; she just writes in her thank-you letter how well organized we were (I received a gazillion such letters and never read a single word about a command person, post, system, or thing).
Doing effective hazard zone work requires that we develop and use a very robust system to create effective action. Over the past almost 50 years, we have worked our way through the process of refining a basic, simple command and control system; we use that local command system to create effective tactical action. In recent times, the National Incident Management System (NIMS) has become the law of the land and has set the stage for how Types 1, 2, and 3 overhead command teams will manage large-scale, long-term, national events. On the local level, the NIMS has been miniaturized to fit the needs of managing smaller, quicker local incidents. This column concentrates on the gentle art of the application of a local incident command system known historically as Fire Ground Command (FGC).
Looking at the critical initial stages of hometown fires necessitates that we develop an understanding that the command system creates effective action in three basic ways. While zealots argue about their favorite way being the best, we actually use a combination of all three ways in the real world.
• Number 1. Effective action in this category is created by a direct order from the IC. This order directs a resource (generally a fire company) into a tactical position to accomplish a task that has a location and a tactical objective. The order and task should fit into the overall operational strategy and then become the basis of the incident action plan (IAP). The IC must develop a plan that effectively coordinates and connects multiple company actions (based on the IC’s orders) to achieve the basic tactical objectives (rescue/fire control/property conservation/customer stabilization).
• Number 2. In this category, we go to work directed by an action-oriented SOP. Category #2 activity is based on your arrival order and type of unit (engine, ladder, squad). Such SOP-directed action generally applies to a condition that is very typical and recurring in that system (like responding to the same kind of buildings over and over). The department has performed at such situations over a period of time and has learned the most effective standard operating positions that cover that type of situation and the actions that go with that basic position. This experience evolves into an SOP-based game plan that gets automatically applied to that standard situation.
In most systems that create SOP-driven action, the unit taking that action verifies to the IC that it is in that position taking the standard action that goes with that position. This verification enables the IC to maintain an awareness of the current position, function, and status of the hazard zone workers. This system is used by some very experienced (and very capable) urban departments with companies and commanders that have operated together for a long time. This system reduces the amount of communications needed to create effective (standard) action.
• Number 3. This category of action is created by a conscious decision by a fire officer who is in a position to identify a critical tactical need that necessitates immediate action. In the case of a serious condition, that officer must advise the IC of the need and the action he is taking. The officer must also tell the IC of any other resources or needs that that critical condition will require. All firefighters/officers must be empowered to respond to such conditions given the episodic and unpredictable stuff that can (and does) occur on the fireground.
Effective incident operation is made up of an interesting combination of the three methods for creating effective action. Most operations are initiated by an IC taking command and setting up the game plan by giving simple position/function orders to those units as they arrive. The order-driven game plan is generally easy to predict by the players and logically fits the situation. This works well in departments that routinely respond to a wide variety of situations many times with varied response units and crews (volunteer/combination).
Even within the IC-directed operation, the units follow SOPs on the operational level (laying hose/raising ladders). Within both the IC- and SOP-directed systems, the IC or the SOP creates the “starting point” to begin operations. Then company officers go to their assigned area/function and operate to their best advantage. Officers will continually make conscious decisions to respond to the regular—known—and special unplanned things that typically occur within their assigned areas. The officer just routinely addresses the responses that are local (and logical) to that operating position. He must know when a condition (and the action that goes with it) is critical enough to advise the IC, because that condition/action can have an impact on the overall operation.
How we mix and match these three action-creating methods makes up the art and science of incident management. Each method works best where it works best. We should concentrate on the best mix of the three and stop arguing about which is best.
Retired Chief ALAN BRUNACINIis a fire service author and speaker. He and his sons own the fire service Web site bshifter.com.
