1

Organizing,
Coordinating,
and
Commanding
Emergency
Incidents
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Learning Objectives (1 of 11)
• Identify and define the main functions
within the National Incident
Management System (NIMS) and how
they interrelate during an incident.
• Given different scenarios, organize an
operation using NIMS.
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Learning Objectives (2 of 11)
• Discuss and contrast fire-ground
management compared to
administrative management.
• Discuss the history and evolution of
incident management systems including
the development of NIMS.
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Learning Objectives (3 of 11)
• Define unified and single command
listing the advantages and
disadvantages of each.
• Compare command modes available to
the first arriving officer determining
situations where each mode would be
appropriate.
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Learning Objectives (4 of 11)
• Develop an initial report.
• Explain the importance of and develop a
status report.
• Analyze the command transfer process
discussing when and how command
should be transferred.
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Learning Objectives (5 of 11)
• Define and list the problems associated
with freelancing.
• List the attributes of a good command
post.
• Define and explain the importance of
maintaining a reasonable span of
control.
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Learning Objectives (6 of 11)
• Describe and enumerate the importance
of staging.
• Compare a staged company to a parked
apparatus.
• Define incident commander (IC).
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Learning Objectives (7 of 11)
• Identify, define, and place command
staff positions on a NIMS organization
chart.
• Identify, define, and place the four
sections on a NIMS organization chart.
• Describe the position of and function of
a chief’s aide.
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Learning Objectives (8 of 11)
• Define and describe the functions of
branches, divisions, groups, task forces,
and strike teams.
• Explain the two-in/two-out rule.
• Organize an operation using
geographical and functional sectoring
and describe when each should be
used.
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Learning Objectives (9 of 11)
• Given a fire situation apply an intuitive
naming system for various tactical level
management units.
• Recognize and articulate the
importance of fire-ground
communications.
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Learning Objectives (10 of 11)
• List general rules for incident scene
communications.
• Define and explain unity of command.
• List and compare various means of
communications that could be used at
the incident scene.
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Learning Objectives (11 of 11)
• Develop a communications network that
supports a NIMS organization.
• Explain methods that can be used to
reduce radio communications to and
from the incident commander (IC).
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National Incident Management

System (NIMS)
• Ensures fire fighter safety
• Addresses three operational priorities:
– Life safety
– Extinguishment
– Property conservation
• Incident management system (IMS) is a
must.
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Incident Management System
(IMS)
• Outlined in NFPA 1561: Standard on
Emergency Services Incident Management
System
• Required by
– NFPA 1500: Standard for Fire Department
Occupational Safety and Health Program
– Occupational Safety and Health Administration
(OSHA) regulations dealing with hazardous
materials response
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Evolution of the IMS
• FIRESCOPE
– California wildfires of the 1970s
– Used to coordinate resources within NIMS
• Fireground Command System (FGC)
– Developed in Phoenix for structure fires
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Command
• NIMS
– Response community must be familiar with
and trained in using NIMS.
• Police, health, disaster agencies, and mutual
aid departments
– Common terminology and operational
assignments
– Established as a national system by
HSPD-5
– All-hazard system
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Unified Command
• NIMS
– More than one agency or jurisdiction share
responsibility for developing the IAP.
– One Operations Chief directs field units.
– A single IC is preferred.
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Initial Command (1 of 5)
• Initial incident commander (IC)
– Must establish command and follow
department procedures
– Formal Command Post desirable
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Initial Command (2 of 5)
• Command options
– Investigation
– Fast attack
– Command
• SOPs will allow the operation to
continue.
• Strong command presence ensures fire
fighter safety.
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Initial Command (3 of 5)
• Announcing command
– Reinforces who is in command
– Must report conditions:
• Confirm address
• Confirm command
• Command mode (investigation, fast attack,
command)
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Initial Command (4 of 5)
• Must report conditions (continued):
– Brief description of building
– Occupancy
– Conditions (heavy smoke)
– Actions being taken
– Resources needed
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Initial Command (5 of 5)
• Good communications techniques
– Take a deep breath
– Think, before transmitting
– Key the radio, followed by a short delay
– Speak slowly and distinctly
• Initial reports should be practiced.
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Command by a Chief Officer (1 of 2)
• Modes only apply to company-level
operations.
• Chief Officer must establish a stationary
command post.
• Chief Officers have the option to
assume command.
– Formal transfer of command
– Can re-assign original IC
– Must provide a status report
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Command by a Chief Officer (2 of 2)
• Communications used to relay orders
– Tactical management units
– Individual companies
• Once an order is given, companies
must report:
– Assignment is complete
– Unable to complete assignment and why
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Transfer of Command (1 of 4)
• Addressed in department SOPs
– Should be formalized
– Stationary command post
– Multiple transfers can result in confusion.
– Unsafe operations require immediate
assumption of command.
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Transfer of Command (2 of 4)
• Person assuming command must
communicate with previous IC.
– The longer it takes, the greater the chance
of freelancing.
– Strong command presence and efficient
transfer
• Ensures a smooth transition
• Eliminates independent actions
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Transfer of Command (3 of 4)
• IC must evaluate operation.
– Safety
– Effectiveness
• Higher ranking officers who do not
assume command:
– Are still accountable
– You can delegate authority, but you cannot
delegate responsibility!
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Transfer of Command (4 of 4)
• Disrupt continuity of operations
• Sometimes required
– Fires involving hazardous materials
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Delegation
• Establishing control over available
resources
• IC develops the strategy.
• Branch, division, and group supervisors
develop tactics within strategy.
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Command Post (1 of 7)
• First-arriving company officer will be in
command.
– Inside a building during offensive attack
– Stationary command post for defensive
attack
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Command Post (2 of 7)
• Good command post will:
– Be in a location that is known and easily
found
– Be outside the hot zone
– Provide a view of the two most important
sides of the building
– Never hinder apparatus movement
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Command Post (3 of 7)
• The IC should communicate the
location.
– Street name for an exterior command post
– Building name when within building
• Companies will report for instructions
and information.
• Can be assigned directly to
group/division supervisors or branch
directors
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Command Post (4 of 7)
• Positioned so two sides of the building
are visible
– Good practice
– Can be distracting
– Isolation from distractions important
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Command Post (5 of 7)
• Emergency Operations Centers (EOCs)
– City/county governments
• Should support incident:
– Command
– Control
– Coordination
• Good communications are critical to
command function.
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Command Post (6 of 7)
• Most fires are managed by the IC with
few additional management units.
– Command Staff
– Sections
– Tactical level
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Command Post (7 of 7)
• Some ICs prefer command in outside
position.
• Some departments require IC to be in
vehicle.
• Working in vehicle
– Affords measure of security and safety
– Provides climate control
– Improves communications
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Span of Control (1 of 2)
• Number of people reporting to a
supervisor
• Ranges from three to seven
– Five is rule-of-thumb average
• Influenced and dictated by safety
factors and sound management
planning
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Span of Control (2 of 2)
• Anticipate change rather than react to it.
• Exceeding span of control becomes
chaotic and unsafe.
• Larger and more complex NIMS
organizations are more difficult to
control.
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Calling for Additional

Resources
• It is best to call for help before it is
needed.
• Need must be anticipated.
• Calls made after the need is obvious
arrive too late.
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Staging (1 of 4)
• Established to locate resources not
immediately assigned a task
• Can be located anywhere
– Far enough away to avoid freelancing
– Safe area
– Avoid obstructing or slowing access
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Staging (2 of 4)
• Locations should be identified during
pre-incident planning.
• Allows IC to:
– Better manage on-scene units
– Establish a tactical reserve
– Eliminate freelancing
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Staging (3 of 4)
• Can be used as a parking area for all
units
– Staged unit: fully staffed
– Out of service unit: without adequate staffing
• Outlined in SOPs
– Staging Officer
– Responsible for managing and dispatching
incoming resources
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Staging (4 of 4)
• Equipment must be ready for immediate
response.
• Crews should remain intact and
available.
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NIMS Organization and

Positions
• NIMS
– Not a tactical objective
– Means to command and control an incident
• Organization should be as simple as
possible.
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Modular Organization (1 of 2)
• Structure develops based on type and
size of incident.
• There must always be an IC.
• Line and staff positions are assigned
according to priorities.
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Modular Organization (2 of 2)
• Structure based on management needs
of the incident
• If IC can manage all functional areas
– No further organization required
• If areas require independent
management
– Necessary areas can be assigned
• IC retains responsibility for areas not
delegated.
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Command Staff (1 of 7)
• Report directly to IC
• Establish to assume responsibility for
key activities
• NIMS identifies three command staff
positions:
– Incident Safety Officer
– Liaison Officer
– Public Information Officer
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Command Staff (2 of 7)
• Command staff positions
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Command Staff (3 of 7)
• Incident Safety Officer
– Key position on the fire-ground
– Should be staffed most often
– Plays critical role in ensuring fire fighter
safety
– Should be an experienced officer
– Meets the requirements outlined in NFPA
1521:Standard for Fire Department Safety
Officer
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Command Staff (4 of 7)
• Incident Safety Officer
– Monitors all areas where fire fighters are
operating
– Some incidents may require assistant
safety officers.
– Must focus on overall operation and major
risks
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Command Staff (5 of 7)
• Liaison Officer
– Point of contact
– Police department usually reports to
Liaison.
– If not staffed, responding agencies will
report to IC.
– Most structure fires do not require a
Liaison Officer assignment.
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Command Staff (6 of 7)
• Public Information Officer
– Disseminates information to the public
– Provides both critical and general interest
information to the community
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Command Staff (7 of 7)
• Some departments pre-assign
command staff positions.
– May cause delay in staffing positions
– Those assigned must be thoroughly trained
and qualified.
– It may be possible to combine command
staff assignments.
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Pyramid-Structured Hierarchy
• Capable of coordinating and controlling
the incident
• IC is at the top.
• Five possible organizational layers
between IC and responders
• Rarely would all five layers be used at a
structure fire.
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NIMS Hierarchy
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NIMS Hierarchy: Section

Chiefs (1 of 2)
• Report directly to the IC
• Four separate sections can be
assigned:
– Finance/Administration
– Logistics
– Operations
– Planning
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NIMS Hierarchy: Section

Chiefs (2 of 2)
• Each section can have subordinate
units.
• Intelligence recognized as a possible
fifth section
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Section Positions
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Finance/Administration
Section (1 of 2)
• Manages financial matters
• Provides administrative services
• Least likely at a structure fire
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Finance/Administration
Section (2 of 2)

Subordinate Units
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Logistics Section (1 of 2)
• Supply Sergeant or Quartermaster
• Locates and provides materials,
equipment, supplies, and facilities
• Communications unit
– One of the most important units
– Assists in setting up communications
network
– Provides and maintains communications
equipment
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Logistics Section (2 of 2)

Subordinate Units
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Planning Section (1 of 3)
• Information manager
• One of the first sections to be staffed
during a major incident
• Gathers information, tracks resources,
assists IC in developing the IAP
• Previous IC should be considered for
this position after the transfer takes
place.
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Planning Section (2 of 3)
• Major role is tracking/documenting
incident status and on-scene resources
– SITSTAT (Situation Status)
– RESTAT (Resource Status)
• Demobilization Unit
– Prepares and implements a plan to return
personnel and resources to service
• Documentation unit
– Collects incident information
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Planning Section (3 of 3)

Subordinate Units
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Chief’s Aide
• Planning section subordinate unit
• Can manage command tasks for IC
• IC can concentrate on IAP and
deployment
• Can assist IC in organizing and
coordinating a safe and effective
operation
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Operations Section (1 of 2)
• Makes and manages all tactical
assignments
– Search and rescue, extinguishment, EMS
• Controls all resources
• May include a complex hierarchy in
order to maintain span of control
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Operations Section (2 of 2)
Subordinate Units
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Incident Management Teams
(IMTs)
• Comprises command staff and section
leaders
• Provide staff and line functions
• Encouraged by FEMA on a
regional/local level
• Much like the “Red Card” system used
by the Forest Service
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Branches, Divisions, and
Groups (1 of 3)
• First management assignments
– Geographic areas: Divisions
– Functional areas: Groups
• Branches may be used in place of
Division/Groups
– Not recommended
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Branches, Divisions, and
Groups (2 of 3)
• Branches
– Operations beyond span of control of a
single division/group
– Units from another agency working
together
• Police Branch, Medical Branch
– Individual companies/task forces can also
report to a branch.
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Branches, Divisions, and
Groups (3 of 3)
• Sectors
– Very common prior to NIMS
– Used for both geographic and functional
– Not recognized in NIMS
– Removed from NFPA 1561: Standard on
Emergency Services Incident Management
System
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Task Force and Strike Team
• Additional way to reduce span of control
• Reduces communications load at
incident
• Task Force: any combination of
resources
• Strike Team: resources of same type
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Intuitive Naming Systems
• Area of responsibility designated by
intuitive naming
– Alphanumeric system—geographic
assignments (e.g., Division 21—21st Floor)
– Street names combined with directions for
buildings (e.g., Walnut Street)
• System must be used consistently
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Communications (1 of 9)
• The lifeblood of any command system
• General rules:
– Use face-to-face whenever possible
– Provide mobile communication to units that
are remote from the command post
– Ensure that all operating units can relay
information to the command post
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Communications (2 of 9)
• General rules (continued):
– Place representatives of agencies on
different frequencies at the command post
– Follow the command organization
structure, facilitating unity of command
– Keep the number of radio channels used
by any supervisor to no more than two
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Communications (3 of 9)
• General rules (continued):
– Don’t clutter radio channels with
unnecessary transmissions.
– Use standard terminology.
– Use clear English; don’t use ten-codes.
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Communications (4 of 9)
• Communications unit
– Critical at large-scale incidents
– Responsible for:
• Establishing communications plan
• Installing, procuring, and maintaining the
communications equipment
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Communications (5 of 9)
• In addition to radios, these methods of
communications can be used:
– Face-to-face communication
– Messengers
– Telephones (cellular, satellite, and hard
wire)
– Public address systems
– Computers/Mobile Data Terminals/Mobile
– Data Computers
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Communications (6 of 9)
• Face-to-face communications is the
most effective means.
– Not effective at large-scale incidents
• Cellular telephones have gained
popularity.
– System can be easily overwhelmed.
– System can be damaged during a major
disaster.
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Communications (7 of 9)
• Command
– IC is referred to as “command.”
– Use of multiple command designations
should be avoided.
– The IC is “command” independent of rank.
– SOPs must define “command.”
– Confusion can be eliminated with well-
defined terminology.
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Communications (8 of 9)
• Interoperability
– Concern when multiple agencies or
jurisdictions are at the same incident
– Not every department has ability to
communicate with everyone else
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Communications (9 of 9)
• Interoperability Solutions
– Place a representative from each agency
at the command post
– Assign a liaison officer
– Assign logistics section to communicate
with outside agencies
– Direct technicians to re-transmit critical
messages to the IC
– Consider alternate methods
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Summary (1 of 2)
• The fire ground can present complex
challenges.
• A tremendous amount of information
must be processed rapidly and
accurately.
• NIMS is the only safe and effective way to
manage this information.
• NIMS should be used from the beginning
to the conclusion of the incident.
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Summary (2 of 2)
• Using NIMS allows the IC to:
– Maintain proper span of control
– Ensure accountability
– Efficiently accomplish the objectives in the
IAP