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Inhaltsangabe
This unprecedented text has more than 1,000 years of combined experience in command case studies by incident commanders from coast to coast. Why read this book? •Improve communications, risk assessment, and accountability with less radio traffic. • Develop an aggressive team to save more civilian lives while keeping firefighters from unnecessary risk. • Bridge the tactical gap between the incident commander and crews working at the front. • Apply military models of decentralization and empowerment to outpace the incident, regardless of type. • Integrate the latest data from Firefighter Rescue Survey and UL FSRI to maximize effectiveness. • Rapidly organize tactics and resources for house fires, apartment fires, hotels, motels, commercial buildings, taxpayers, big boxes, strip malls, row houses, high-rises, Maydays, vegetation fires, wildland urban interface, multi-casualty incidents, hazardous materials incidents, and even unified command incidents.This book meets the FESHE curriculum for the Strategies and Tactics and Disaster Planning and Control courses, connects to job performance requirements (JPRs) of NFPA 1021 for Fire Officers I–IV and is consistent with the most current NFPA, NIMS and FIRESCOPE standards and expectations.
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Brian Brush got his start in the fire service in 1996 as a high school volunteer in Forestville, California. While attending Oklahoma State University School of Fire Protection Engineering, he worked as a training technician at Oklahoma State Fire Service Training and returned to California to work as a wildland firefighter as a seasonal in summers of 1998–2000 with Cal Fire. He began a career at West Metro Fire Rescue in Lakewood, Colorado, as a firefighter paramedic in 2002. In his 13 years at West Metro, he was promoted to company officer, worked in special operations companies, and served as a rescue specialist with FEMA US&R CO-TF. He returned to Oklahoma to be closer to family in 2015. He is currently the training chief at Midwest City Fire Department. Brian holds a master’s degree in Fire and Emergency Management from Oklahoma State University, is a designated chief training officer through the Center for Public Safety Excellence, and is a graduate of the National Fire Academy Executive Fire Officer Program. An author for Fire Engineering since 2009, an instructor at FDIC since 2011, and FDIC keynote speaker in 2023, Brian is a Fire Engineering editorial advisor and serves on the FDIC advisory board.
Anthony (Andoni) Kastros began his fire service career in 1987 and retired as a battalion chief with Sacramento Metro Fire District after 32 years of active service. He is the founder of TrainFirefighters.com. and is the author of the Fire Engineering book and video series Mastering the Fire Service Assessment Center, 2nd edition. The text is used widely throughout the United States for officer development. Anthony also authored the 3-part series Mastering Fireground Command―Calm the Chaos. This Fire Engineering Books series focuses on fireground strategy, tactics, and ICS using actual incidents, video, and simulations. In addition, Kastros authored the video Mastering Unified Command―From Hometown to Homeland. The video is focused on bridging the gap between fire and law for a true unified response and command platform to face the new normal that is prevalent in America today. The video features many experts from around the United States, including former Secretary of Defense and CIA Director Leon Panetta. Kastros is an FDIC-International instructor, was the keynote speaker at FDIC 2013, and is the recipient of the 2019 George D. Post Instructor of the Year Award from the International Society of Fire Service Instructors and Fire Engineering. Anthony hosts The Command Show, a monthly blog radio available from Fire Engineering. As a USAR Team Manager with Sacramento Task Force 7, he deployed to Ground Zero on 9/11. Anthony spent 4 years with a Type 1 Incident Management Team. He and his team at Train-Firefighters.com teach command, tactics, leadership, mergers, strategic planning, and labor/management relations throughout the United States. His faith and family are the most important things in his life.
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Professional DevelopmentSince the publication of America Burning and the National Fire Protection and Control Act of 1974, the professionalization of the American Fire Service regarding education and training has been a priority at the federal level. In the modern era, professional development has advanced to include higher education. When the National Fire Academy established the FESHE model, they intended to create a consistent path and curriculum for the fire service and higher education institutions to work together on professional development degree programs. Within the National Fire Academy Professional Development Model, the transition from purely certificate-based education to blending higher education begins at the Fire Officer I level. The FESHE model provides curriculum guidance to include course outcomes, objectives, outlines, and references for the discipline-specific courses for Fire and Emergency Services associate’s, bachelor’s, and graduate degree programs. The content of this text supports the outcomes, objectives, and outlines for the FESHE associate’s degree Strategy and Tactics (C0279) course.FESHE Strategy and Tactics (C0279)DescriptionProvide principles of fireground control through utilization of personnel, equipment, and extinguishing agents.Outcomes1.Discuss fire behavior as it relates to strategies and tactics.2.Explain the main components of pre-fire planning, and identify steps needed for a pre-fire plan review.Identify the basics of building construction and how they interrelate to pre-fire planning, strategy, and tactics.3.Describe the steps taken during size-up using the FPODP model.Examine the significance of fireground communication.Identify the roles of the Incident Management System as it relates to strategy and tactics.Demonstrate the various roles and responsibilities in ICS/IMS.Objectives1.Create a strategy and implement appropriate tactics.2.Possess a working knowledge and execution of IMS at the incident.In Appendix D, a detailed FESHE curriculum model for Strategy and Tactics (C0279) is provided to include page numbers, sections, and simulations that directly connect to the course outcomes, objectives, and outlines. This serves as an additional tool for both implementation and validation for the individual, organization, or institution utilizing this text as a component of professional development for the fire officer.Professional StandardsThe first two sections of this chapter concentrated on professional qualifications and development of the individual. For this section, the focus shifts to professional standards and expectations associated with the practice and operations of incident command and incident management.National Incident Management System (NIMS)As the first chapter demonstrated, the history and practice of command is centuries old, whereas the concept of incident management as it is known today has only matured in the past few decades. It was the 1970s when the first movement began that moved away from the civil defense centralized command models to the initial decentralized emergency management systems like FIRESCOPE. FIRESCOPE evolved into the Incident Command System (ICS) and the Multiagency Coordination System (MACS). In 1982 FIRESCOPE and the National Wildfire Coordinating Group (NWCG) worked together to create the National Interagency Incident Management System (NIIMS). As more disasters and events were managed and planned using these systems, they quickly became the dominate model for large scale incidents. While incident management practices were broadly adopted during the 1990s, it was not universal. The events of September 11th, 2001 galvanized the need for a unified approach, language, and practice of incident management, as well as federal accountability to it.In 2004 the Federal Emergency Management Administration published the National Incident Management System and established the concept of command and coordination. The priorities of incident management are saving lives, stabilizing the incident, and protecting property and the environment. NIMS defines the guiding principles of successful command and coordination as flexibility, standardization, and unity of effort. Most of the fire service still views NIMS as an incident management model only for large scale, longer-term, multi-agency events. When NIMS is evaluated in greater depth with the historical context provided in chapter 1, it is clear it is a purposeful and powerful (federally directed) shift in models.The National Incident Management System is the catalyst for change from the traditional chaos, command, and control model to continuity, coordination, and cooperation that has been discussed for decades yet not collectively practiced. As proof that the guiding principles of command and coordination are flexibility, standardization, and unity of effort, the words of Chief Brunacini are echoed: “The modern fire service demands a highly mature combination of independence and obedience.” Educational institutions, fire departments, or public safety organizations might question if the command practices contained in this text are compliant with the National Incident Management System. At the time of publication, there is no official certification or issuance of NIMS compliance. Programs and organizations are considered in compliance with NIMS by adopting the Incident Command System consistent with NIMS principles, terminology, and policies.NIMS defines these as the foundational characteristics of incident command and coordination that contribute to the strength and efficiency of incident management:•Common terminology: Prior to the establishment of NIMS in 2004, regional influence or organizational slang terminology created confusion and conflicts in multi-agency or jurisdictional incidents. NIMS defines common terminology for organizational functions, resource descriptions, and incident facilities•Modular organization: NIMS is a management system designed to expand or contract in a planned and predictable manner to support the size, scope, and complexity of any incident.•Management by objectives: Incident management is driven by the objectives established by the incident commander or incident management team informed by the most recent assessment, intelligence, or information.•Incident action planning: incident action plans are the tools to clearly communicate the means and actions of achieving incident objectives. Every incident should have an action plan, but not all incidents need it to be formal or documented, especially in the initial phases. Some specific incident types or jurisdictions do have legal requirements surrounding IAP documentation; however, this is not contained within NIMS.•Manageable span of control: The ability for management to direct and coordinate subordinates, as well as the efficiency by which information can be communicated, is dependent on maintaining a manageable span of control. The type of incident, nature of the task, hazards and safety factors, experience of the supervisor and subordinates, and communication access between the subordinates and the supervisor are all factors that influence a manageable span of control.•Comprehensive resource management: Maintenance of an accurate, up-to-date, and real-time inventory of resources available for assignment or allocation is critical to mission success. From the first 5 minutes of the first alarm to the 25th day of a Type 1 incident, knowing what you have available to immediately address conditions, support ongoing operations, or create a tactical reserve is critical.•Integrated communications: Integrated communications provide and maintain contact among and between incident resources, enable connectivity between different jurisdictions and various levels, achieve situational awareness, and facilitate information sharing.•Establishment and transfer of command: The command function should be established at the onset of the incident. When command transfers, the transfer process includes a briefing that captures essential information for continuity of operations and communicates the transfer to all involved in the incident.•Unified command: When no one jurisdiction, agency, or organization has primary authority or the resources to manage an incident on its own, Unified Command may be established. In Unified Command, there is no single commander. Instead, the Unified•Command manages the incident by jointly approved objectives.•Chain of command and unity of command: Chain of command refers to the orderly line of authority within the ranks of the incident management organization. Unity of command means that each individual only reports to one person. This clarifies reporting relationships and reduces confusion caused by multiple, conflicting directives, enabling leadership at all levels to effectively direct the personnel under their supervision.• Accountability: Effective accountability for resources during an incident is essential.•Dispatch/deployment: Spontaneous deployments overburden the recipient and compound accountability challenges. Resources should deploy only when appropriate authorities request and dispatch them•Information and intelligence: The incident management organization establishes aprocess for gathering, analyzing, assessing, sharing, and managing incident-related information and intelligence•Incident facilities and locations: Typical facilities include the Incident Command Post (ICP), incident base, staging areas, camps, mass-casualty triage areas, points of distribution, and emergency shelters.The National Incident Management System is the compass by which the direction of all incident command and coordination models must be set, from the local to the federal level. Each of these core incident command and coordination characteristics will be spoken to directly,demonstrated in practice, and connected to key points in lessons-learned contributions throughout this text to ensure it is a relevant and reliable resource.
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