Rescue Incident Management 2 Rescue Incident Management

Knowledge Objectives (1 of 3) Describe the characteristics and organization of the incident command system and functions of positions within this system. Describe the function of, explain the basis for, and list the components of an incident action plan. Describe the purpose, components, and benefits of performing a needs assessment.

Knowledge Objectives (2 of 3) Describe the components of an operational risk-benefit analysis. List various methods of personnel and equipment accountability, and describe the importance of having accountability systems. Describe the administrative and operational aspects of an organizational health and safety program.

Knowledge Objectives (3 of 3) List and describe the components of incident response planning. Describe the purpose and benefits of standard operating procedures.

Introduction (1 of 2) Easy to be driven by emotions during an incident. Incident action plan (IAP) is an oral (informal) or written (formal) plan. Contains general objectives for managing an incident. Courtesy of Robert Reul, Margate Fire Rescue

Introduction (2 of 2) Incident Command System (ICS) must meet the requirements of the National Incident Management (NIMS) model. Standardized approach Standard command and management structures Preparedness, mutual aid, and resource management

Incident Command System (1 of 7) Technical rescuers must work as a team. Incident command system (ICS) creates a hierarchy of responsibilities and duties. NIMS allows responders from different jurisdictions and disciplines to work together.

Incident Command System (2 of 7) ICS defines agency in charge of incident Large-scale incidents may cross boundaries. ICS may employ a unified command (UC). Different agencies coordinate, plan, and interact. Multiple representatives make decisions. Ensures cooperation, avoids confusion, and guarantees agreement on goals and objectives.

Incident Command System (3 of 7) ICS can and should be used during training and at all types of incidents. Each person has one supervisor. © Steven Townsend/Code 3 Images

Incident Command System (4 of 7) ICS allows for a manageable span of control. The incident commander (IC) communicates and receives information from a maximum of five people. Not all components are used in every incident. ICS promotes common terminology. Eliminates confusion Increases understanding

Incident Command System (5 of 7) ICS must support communication up and down the chain of command. Allows progress to be measured ICS ensures everyone has the same overall plan. IAP may be developed by IC or in collaboration

Incident Command System (6 of 7) Use of standard terminology for commonly needed operational facilities ensures everyone knows what occurs at each facility. Base Command post Staging area

Incident Command System (7 of 7) A standard system of assigning and tracking resources is important. Mass-casualty incidents (MCI) place great demands on equipment or personnel. Delaying management causes confusion, freelancing, and gridlock. © Scott Downs/Dreamstime.com

ICS Organization (1 of 13) ICS structure identifies a full range of duties, responsibilities, and functions. The IC has overall management of operations.

ICS Organization (2 of 13)

ICS Organization (3 of 13) IC position established by first unit on scene Transferred to a senior arriving officer Elements of transfer of command report: Tactical priorities Action plans Hazardous conditions Accomplishments Assessment of effectiveness of operation Current status of resources

ICS Organization (4 of 13) IC does not need to be an expert on extrication, but needs knowledge of the ICS. IC communicates directly with: Public Information Officer (PIO) Provides a single point of contact for information related to the incident Prepares press releases Provides IC with background information

ICS Organization (5 of 13) IC communicates directly with (cont’d): Safety Officer (SO) Enforces general safety rules Can bypass chain of command Can stop or suspend unsafe operations Must report any action that may affect operations

ICS Organization (6 of 13) IC communicates directly with (cont’d): Safety Officer (SO) (cont’d): Monitors environmental hazards Ensures personnel are wearing PPE Conducts ongoing evaluation of rescuers Ensures that personnel working near the edge of an elevation are tied off or area is closely monitored Develops measures for ensuring personnel safety Ensures stability of vehicles is maintained

ICS Organization (7 of 13) IC communicates directly with (cont’d): Liaison Officer (LO): IC’s point of contact for outside agencies Coordinates information and resources between cooperating and assisting agencies

ICS Organization (8 of 13) Operations section Develops, directs, and coordinates tactical operations Coordinates and disseminates information Functional areas needed at large scale incident: Staging (staging area manager) Divisions Groups Branches

ICS Organization (9 of 13) Planning section Collects, evaluates, disseminates, and uses information and intelligence. Anticipates potential problems, events, and logistical needs to execute upcoming IAP Technical specialists initially report to planning

ICS Organization (10 of 13) Logistics section Responsible for all support requirements needed for effective and efficient incident management. Works with staff to supply resources to accomplish and/or satisfy objectives.

ICS Organization (11 of 13) Logistics section (cont’d) Service branch Communications Unit Medical Unit Food Unit Support branch Supply Unit Facilities Unit Ground Support Unit

ICS Organization (12 of 13) Finance/administration section Responsible for accounting, finance, and legal issues Usually off-site May contain: Time Unit Procurement Unit Compensation/Claims Unit Cost Unit

ICS Organization (13 of 13) Additional terminology Single resource–individual vehicle and its assigned personnel Crew–group of personnel working without apparatus and led by a leader or boss Task force–group of up to five single resources of any type Strike team–group of five units of the same type working on a common task or function

Needs Assessment (1 of 5) Organizations that plan to develop response assets must concentrate on emergencies that are a priority in their district. Considerations Actual need Costs Personnel requirements Political climate

Needs Assessment (2 of 5) Hazard analysis Identifies situations or conditions that may injure people or damage property or the environment. Must determine possibility and probability that an an incident will occur.

Needs Assessment (3 of 5) Organizational analysis Determines whether an organization can maintain capability and comply with rules and standards. Considerations: Personnel requirements Training Resources Courtesy of Captain David Jackson, Saginaw Township Fire Department

Needs Assessment (4 of 5) Risk–benefit analysis Assesses the risk to the rescuers compared to the benefits resulting from the rescue. © Dennis Wetherhold, Jr.

Needs Assessment (5 of 5) Level of response analysis What level of service will be provided? Awareness Operations Technician

Resource Management (1 of 3) Personnel accountability Tracks: Responders’ identities Assignments Locations Ensures only qualified rescuers are operating within area of rescue

Resource Management (2 of 3) Personnel accountability (cont’d) Accountability systems Lists Boards Tags and badges T-cards Bar codes Radio frequency identification (RFID) tags

Resource Management (3 of 3) Equipment inventory and tracking system Maintains several types of records Provides a comprehensive resource and accountability system Courtesy of NIMS/FEMA

Long–Term Operations Expanded ICS system will assist IC in planning and functioning in long-term incidents. Factors affecting long-term incidents Extent of the rescue required Training level of the rescue team Available resources Rescuers’ physical condition Rescuers’ psychological condition Needs supported by other ICS functions

Safety Health and safety of personnel is priority. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program Requirements for Special Operations, PPE, and Emergency Operations

Incident Response Planning (1 of 3) Response planning (preincident planning) is the process of compiling, documenting, and dispersing information in preparation for an incident. Problem identification Conduct a needs assessment Needs assessment combined with identified operational capability forms basis of the plan

Incident Response Planning (2 of 3) Resource identification and allocation Necessary resources must be identified and ensured of availability. Mutual aid agreements Private vendors Make arrangements before an incident occurs.

Incident Response Planning (3 of 3) Operational procedures Preincident plan should identify the resources needed and how they will be deployed. Plan should identify alternatives. Once the pre-incident plan is developed, it should be tested.

Standard Operating Procedures (1 of 2) A standard operating procedure (SOP) is an organizational directive that establishes a standard course of action. Provides written guidelines required of emergency personnel

Standard Operating Procedures (2 of 2)

Summary (1 of 3) Vehicle extrication is a technical process that requires structured successive steps. The technical rescuer needs to develop an incident action plan for mitigating an incident. ICS is a management structure that provides a standard approach for managing operations. Many considerations must be taken into account before committing an organization to providing rescue services.

Summary (2 of 3) A clear, concise IAP is essential for guiding the IC and subordinate staff. Resource management is a critical tool for managing any incident. Resources include personnel, equipment, and other assets. Rescue incidents can extend into long-term operations, and consideration must be given to planning for such a possibility.

Summary (3 of 3) Health and safety for rescue personnel is the highest priority. Response planning includes problem identification, resource identification and allocation, and mandatory procedures. SOPs are designed to describe related considerations for managing an incident.