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Rapid Incident Command System (RICS)
Part 2
In the Fire Nuggets August/September 2003 issue (see Archives), we presented Part 1 of the “Rapid Incident Command System (RICS) - Fire Officer’s IC Handbook.” This handbook is a “quick guide” to fireground responses, including IMS fireground assignments; major incident organization chart; standard communications terminology, basic size-ups for rescues, emergencies and abnormal emergency incident tactical concerns. The RICS Handbook included illustrations of building collapses and potential types of void spaces; hazmat warning placards and various types of commercial transportation vehicles as well as bulk storage vessels. Emergency telephone numbers for federal agencies was given and blank spaces are available for your state and county emergency telephones and radio frequencies. The Fire Officer’s IC Handbook is a small spiral-bound notebook that can easily fit into one of your bunker gear pockets. For this issue, we will be covering the Part 2, RICS: Basic Incident Management System (BIMS) Worksheets.
Over the years many NIOSH Death in the Line-of-Duty reports have indicated aspects of an IMS fireground breakdown. In one recent report, these were some of the conclusions:
“Ensure that the Incident Commander (IC) formulates and establishes a strategic plan for offensive and defensive operations.
“Ensure that IC continuously evaluates the risk versus gain during operations at an incident.
“Ensure that a separate Incident Safety Officer, independent from the IC, is appointed.
“Ensure that fire fighters conducting interior operations (e.g., search and rescue, initial attack, etc.) provide progress reports to the IC.
“Ensure that accountability for all personnel at the fire scene is maintained.
“Ensure that a Rapid Intervention Team (RIT) is established and in position.
“Ensure that the officer in charge of an incident recognize factors (e.g., structural defects, large body of fire in an old structure, etc.) when analyzing potential building collapse.
“Establishing and maintaining regional mutual-aid radio channels to coordinate and communicate activities involving units from multiple jurisdictions.”1
How many departments use an IMS format for each incident response? If the IMS basics are not followed for each response, it leads to an out-of-control fire incident even for a one-town response. This “shoot from the hip” style of management is still on-going within the fire service. We may talk-the-talk about IMS, but many departments are not doing the basic IMS due-diligence. Some fire departments deploy a segment of IMS only when they have a multiple company response or in many cases across this country a mutual-aid response. If the basic fireground control is somewhat in disorder, it will easily escalate to bewilderment especially when a larger response is required. One of the first priorities for the IC is to provide for firefighter safety. A fire department does not want the hard lessons-learned where their at-risk firefighters are the ones in the next NIOSH Line-of-Duty Death Report because the incident was managed poorly. The fire service has a golden opportunity to begin with the daily IMS practicum of a simple size-up report from the scene, “Engine 3 on the scene at 213 Jefferson St., We have a 2½-story detached wood frame building with fire showing out the second floor window on side B. All hands going to work; Engine 3 is assuming command.” This type of informal (size-up) report for a fast attack sets up the basic IMS format for the order that is to follow on the fireground. As the incident escalates the more formal IMS sections can be easily established.
IMS is not intended to take authority away from the chief within their jurisdiction, but to assist with the multi-tasking components to safely mitigate an emergency incident. How many times have we gone on a mutual aid multi-alarm response to see all those “fire tourists” in front of the building, no one with a tool or hose in his hands? A sound IMS structure will deploy those chief/fire officers to assigned positions. In Skip Coleman’s book on Incident Management for the Street Smart Fire Officers, he indicates, “[T]he human brain forgets 75 percent of what it has learned if it is not reinforced within two weeks.” The RICS incident worksheet style with breakaway pages can be easily grabbed by incoming fire officers to briefly review their assigned IMS task.
The second part of RICS — the Basic IMS worksheets for formal command — will reinforce what needs to be done for each section. These worksheets are divided into the five IMS groups: Command, Operations, Planning, Logistics and Finance. The worksheets will allow the IMS officers and subordinates to fulfill their responsibilities and document the responses, tactics, and procedures to mitigate an emergency incident. Each position worksheet gives a brief definition of the IMS role and points out the needs that must be observed for that section.
RICS: Basic Incident Management System (BIMS)
The Basic IMS documented worksheets are 8½-x-11-inch pages that are printed on water-resistive paper and housed within a three-ring binder book. See format below:
I. Incident Commander (IC) (4 pages)
Page 1 - The IC is in overall command at the scene throughout the duration of the incident until relieved by a senior chief officer or a transfer of command during a long-term incident.
The IC’s responsibilities are but not limited too:
To establish command and transmit the location ID to the on-scene members at the fire communication center.
To make progress reports to the communications center at 15 and 30 minute intervals.
To make staff assignments based on the needs of the incident.
To expand the command structure to maintain an effective supervisory span of control as the incident escalates.
To approve request for plans, additional resources, demobilization planning, and press releases, etc.
To delegate power (including the power to delegate) as necessary to accomplish the assignments.
To determine the overall strategy for the incident and to communicate this strategy to all supervisory levels.
To use standard fireground terminology and communication procedures.
Page 2 - Incident Fact Sheet
Tracking Method:
Type of Building Construction
Roof assembly
Floor assembly
Occupancy
Number of stories
Shape of building
Length x width of the building
Special hazards
Utility shutoffs
Collapse zone established
Fireground incident
Incident location
Level II staging area and Floor divisions/assignments
Page 3 – Major Incident Transfer of Command Organization Chart
Tracking Method:
Incident location
Date/time report prepared
Operation period and list of IMS positions and who is assigned to the respective task
Page 4 – HazMat Incident
Tracking Method:
DOT placard color coding
NFPA color coding number
Type of Material, ID number or name
DOT Guide number
MSDS
Various Hazmat critical information
Topography
Closest populated area and closest body of water, etc.
a. Safety Officer (2 pages)
Page 5 - The Safety Officer identifies the hazards of the incident and ensures that the safety procedures are being followed. The Safety Officer must coordinate all information with the IC. The Safety Officer has the authority to take immediate action to correct any unsafe procedure or potential hazards. Under this authority, the Safety Officer must promptly notify the IC when exercising this authority.
Incident Fact Information, same as page 2, plus officers assignments
Page 6 – Hazmat Incident, same as page 4
b. Liaison Officer (4 pages)
Page 7 - The Liaison Officer (LiaO) coordinates the efforts of representatives from outside agencies and reports to the IC. In addition to following the checklist, the LiaO should respond proactively to changing situations.
The LiaO should:
Obtain a briefing from the IC.
Provide a point of contact to assist outside agency representatives.
Identify representatives from each agency, including communication links and locations.
Respond to requests from incident personnel for inter-organizational contacts.
Monitor incident operations to identify current or potential inter-organizational problems.
Provide extra agency representative checklist to the incident command post.
Page 8 - Incident Diagram/Notes — a space for fireground sectors and note taking
Page 9 - Agency Representative Checklist:
Check in at IC Post.
Obtain a briefing from the LiaO or IC concerning your role at the incident, the unsafe zones, etc.
Establish a working location within the guidelines set by the IC.
Attend planning meetings as required.
Provide input on the use of agency resources, if no resources technical specialist is assigned.
Cooperate fully with the IC and general staff on agency’s involvement at the incident.
Oversee the well-being and safety of agency personnel assigned to the incident.
Advise the LiaO of any agency needs or requirements.
Page 10 - Same as page 8
c. Public Information Officer (PIO) (2 pages)
Page 11 - The PIO is responsible for working with the media and other appropriate agencies. Prior to briefing the media, the PIO should discuss the facts of the incident with the IC. The briefing should include information about what is known currently, the plan to control the incident and the general situation. A space is provided to list the media agency, contact person and contact telephone.
Page 12 - Priority items for the media:
Number of people hurt/dead
Number of people accounted for
The danger level of the incident
Cause: accident/arson/still under investigation
A description of the operation
Establish a Media Area away from the Command Post:
Specify a media area so as not to interfere with the command post.
Establish safe areas and off-limit area for media personnel.
Arrange for the media to interview the IC at an appropriate time and place.
Provide information to the media in accordance with their responsibilities.
Basic conduct for media relations:
Positive Press:
Always remain as calm as possible when talking to the media.
Always get your important information out first (TV & radio time slots are normally 30 seconds or less).
Always respect the right to privacy of those involved in the incident.
Always express thanks to the community, employees and anyone who helped during the crisis.
Negative Press:
Never speculate. Only release confirmed facts.
Never attempt to place blame.
Never release specific personal information about employees or others involved in the incident.
Never try to mislead or cover the facts. Never lie.
Never make off-the-record statements.
Never repeat negative or inflammatory remarks used by a reporter. They might end up as part of your quote.
Never release or mention the names of injured or deceased victims, whether civilian or otherwise.
II. Operations Officer (2 pages)
Page 13 - The operations officer helps the IC develop the strategy, tactics and overall plan of the incident. The responsibilities of the Operations Officer are:
To direct and coordinate all tactical operations and to set time frames for them.
To determine needs and to request additional resources, if necessary.
To supervise the Staging Manager and the Water Supply Officer
Tracking Method — Incident Fact Sheet
Strategic goals
Overall strategy
Tactical objectives
Fire locations
Fire suppressions systems
Type of Building Construction
Roof assembly
Floor assembly
Occupancy
Number of stories
Shape of building
Length x width of the building
Special hazards
Utility shutoffs
Collapse zone established
Fireground incident
Incident location
Level II staging area
Floor divisions/assignments
Page 14 - Officers Assignments, resources available at staging area and units assigned
a. Staging Manager (2 pages)
Page 15 - Responsibilities of the Staging Manager are to:
Establish and maintain a staging area and access route for incoming resources.
Ensure police assistance to secure the staging area and access route.
Determine support needs such as food and facilities for staging area.
Establish and maintain a check-in and checkout procedures.
Respond to requests for resources from the IC.
At a Hazmat incident, ask the IC to identify a suitable cold zone for staging.
Tracking Method — Check-In System:
Unit ID
Time in staging
Time assigned
Sector assigned
Task
Page 16 - Unit Out of Service/Dismissed:
Unit
Time out and reason
b. Water Supply Officer (2 pages)
Page 17 - The Water Supply Officer
The Water Supply Officer (WSO) keeps the IC apprised of the progress made in establishing the water supply, any problems that are encountered, and the status of the supply once it has been established. The WSO maintains control of the water supply and needs full authority to set up a relay operation and/or a water shuttle to assign apparatus and to determine the hose layout.
The WSO should also:
Monitor all water sources by checking residual pressure at hydrants, levels in tanks, or levels in the water ponds. If there is more than one relay operation, appoint a Relay Control Officer (RSO) to oversee each relay.
Notify water systems personnel to provide maximum production for extended operations.
Prepare to provide a supplement supply if increased flow is required or if the stored supply is depleted.
Estimate the needed water flow.
Monitor fuel levels for all water source apparatus.
Tracking Method:
Incident Location
WSO/RSO Officers
Engines/Supply
Fire Hydrant as a Water Source:
Hydrant map/distribution system:
Primary feeder line size (16 to 60 inches)
Secondary feeder line size (12 to 14 inches)
Distributor feeder line size (8 or fewer inches)
Water system:
Gravity supply (elevated)
Direct pumping (high efficiency)
Combination
Water lines:
Single line – dead-end
Loop – fed from 2 directions
Grid – fed from 4 directions
Hydrant colors:
Light blue - 1,500 gpm or more
Green - 1,000-1,500 gpm
Orange 500-1,000 gpm
Red - less than 500 gpm
Private Water Supply System:
Size of water line
Tank capacity/gallons
Location of fire pump
Pump GPM
Auxiliary water supplies:
Mobile water supply apparatus
Commercial tank trucks
Sstreams
Ponds
Swimming pools
Lakes
Irrigation systems
Stockyards
Sewage treatment plants
Railroad tank cars
Page 18 - Relay Operations:
Formula for the number of pumpers required to relay a given amount of water:
Relay distance + one attack pumper = total number of pumpers
Distance from (See Table)
Maximum Distance of Water Flow at 180 PSI (in feet)2
Flow GPM
Formula from 100 to 1,000 gpmHose diameter in inches
2½ to 6 inchTanker Water Shuttle: Calculating Continuous Flow Capacity3
V (tanker capacity)
A+2T+B= Q (GPM)
V = capacity in usable water (determined in unloading test)
A = unloading time (in test) + 75 minutes for handling
B = loading time (in test) + 75 minutes for handling
2T = travel time for desired location (Example: T = 1 mile at 30 mph = 2 minutes x 2 for round trip)
III. Planning Officer (2 pages)
Page 19 – The Planning Officer (PO) is responsible for information about the current status of the incident and resources. The PO also evaluates the need for and obtains additional resources to meet anticipated operational changes. The planning objectives should attainable, measurable, and flexible.
To assist the IC, the PO should:
Obtain a briefing from the IC to develop an effective plan based on anticipated needs.
Modify the incident plan to meet changing needs.
Anticipate the need for additional resources and specialists.
Provide periodic assessments of the incident’s potential and provide alternate options.
Establish a weather data collection system, if necessary.
Compile and maintain an incident status board and establish the need for written incident action plans.
Prepare recommendations for the release of resources (to be submitted to the IC).
Tracking Method:
IC Briefing/Plan Strategic goals Overall strategy
Tactical objectives Resources
Page 20 – Incident Time Line
HazMat Incident (Same as Page 4)
a. Situation Status Unit (2 pages)
Page 21- The Situation Status Unit (SSU) is responsible for analyzing the incident as it progresses. It should be staffed with a minimum of two people who will periodically survey the entire incident scene and operations. This unit is responsible for evaluating what has happened, what is currently happening, and what is likely to happen.
The SSU primary responsibilities are:
To maintain the command post status display board.
To collect fire situation data at periodic intervals for the duration of the incident (field observer).
Tracking Method:
Observations:
- Location of fire
- Building locations
- Marine vessel levels
- Wild land areas
- Exposure/side problems
- Fire situation: light/medium/heavy
- Rates of spread
- Control of fire: doubtful will hold/probably will hold/under control
- Number of handline placed
- Unburned areas
- Hazards
- Operations being performed
Time: Page 22 – Weather Observer: Collect current weather data and provide information to the Fire Behavior Specialist. Also report weather observations to the Planning Officer.
Tracking Method:
Current Weather
Time
Clear/Cloudy/Rain/Snow/Other
Wind direction/speed
Temperature
Dew point
Relative humidity
Barometer: rising/falling
Forecast: 12 hours 24 hours
b. Technical Specialist Unit (2 pages)
Page 23 – The Technical Specialists (TS) are advisors with special skills or necessary to support incident operations.
Tracking Method:
Area of expertise
Incident Objectives
Resources required
Time frame
Page 24 – Specialist Unit / Name and contact telephone
Name of some Specialist Units (SU):
Structural collapse
Confined space
Earthquake
EMS
Fire behavior
Fire coordinator
Rescue
Water rescue
Water/flood
Hazmat
Maritime
Police
Trench resources
Wildland fire
Other
c. Documentation Unit (2 pages)
Page 25 – The Documentation Unit (DocU) keeps documents relevant to the incident.
The DU should:
Check incoming units into operations.
Check out all released units.
Prepare a list of lost and damaged equipment.
Prepare a roster of all personnel at the scene for accountability.
Gather ID tags and bring them to the Command Post.
Prepare a roster of all equipment and resources at the scene.
Tracking Method:
- Incoming Units:
- Lost or damaged equipment
Time In Released Units: Time out Page 26 – Personnel Accountability Roster and Roster of all equipment and resources
d. Demobilization Unit (2 pages)
Page 27 – The Demobilization Unit (DemU) is responsible for releasing or replacing resources committed to the incident.
The DemU unit should:
Determine the release order with the DocU or Staging Manager.
Notify personnel/units of pending release.
Provide resources ready for release with checkout forms and orders to report to DocU before leaving the scene.
Tracking Method:
- Unit Release Order:
Time Out Replacement Unit: Time In Page 28 – Notes
IV. Logistics Officer (2 pages)
Page 29 – The Logistics Officer (LO) is responsible for providing the services, materials, and facilitates for the incident. Four units are the responsibility of the LO: Communications Unit, Medical Unit, Service Branch (facilities and food) and Support Branch (Supplies, personnel, equipment, etc.)
Tracking Method:
Resources Needed
Company
ETA
ATA
Task
Page 30 – Diagrams and Notes
V. Communications Officer (2 pages)
Page 31 – The Communications Unit (CU) develops the incident communications plan, distributes the communications equipment and supervises the communication network.
List of channels and a list of those operating on the specific channels.
Page 32 – Portable Radio Distribution Log
Tracking Method:
Radio ID Number
Name/Company/Sector Channel Assigned
Time Returned
a. Medical Unit Officer (2 pages)
Page 33 – The Medical Unit Officer (MUO) is responsible for providing emergency medical treatment for fire, emergency services and civilian personnel. The Operations Officer may request to designate an ambulance for fire personnel only.
The first arriving medical unit to the incident should:
Rapidly assess the situation. Give the nature location and scope of the incident to the communications center.
Prior to assessing the patients, announce to all in the incident area that those who aren’t injured should remove themselves and that they will be directed to a safe area. Of concern are the number of patients produced, the number of patients anticipated and the type and extend of injuries.
Ascertain whether any environmental hazards exist at the accident.
Establish an EMS command post in a stable area and appoint a liaison to the Incident Command Post.
Establish a suitable location for EMS Staging Area and clear access routes.
The EMS Staging Manager should obtain the vehicle keys from the vehicles in the staging area.
When the incident escalates above six patients, is an unusual circumstance, or exceeds the capabilities of the two personnel ambulance response, a Multiple Casualty Incident (MCI) should be established. Establish a police perimeter to secure each sector.
Triage Sector:
Implement Simple Triage And Rapid Treatment (START system) and attach triage tags to patients.
Limit treatment to positional airway management, severe hemorrhage control and shock by position.
By priority, move patients to the treatment sector.
Treatment Sector:
Establish sector between the incident and transport vehicles.
Re-triage patients on arrival.
By priority, move patients to the transport sector.
Limit medical care to urgent needs.
Transport Sector:
Transport by medical priority.
Track patients and hospital destination.
Request the vacancy status of area hospitals.
Evenly distribute patients to avoid overloading hospitals.
Page 34 – Patient Tracking & Disaster Triage System
Tracking Method:
Triage sector location
Triage officer
Treatment sector location
Disaster Tag Number / Treated & Released / Transport sector / Treating nonlife & life
Establish ALS/BLS care / EMS Crew Number / Destination
b. Service Branch (refer to bottom of Logistic Officer, page 29)
c. Support Branch (refer to bottom of Logistic Officer, page 29)
V. Finance Officer (1 page)
Page 35 – The Finance Officer (FO) is responsible for tracking all incidents costs and evaluating the financial considerations. Activate this section when the incident requires resources of private or public agencies that seek reimbursement. Four subsections are the direct responsibility of the FO: Time Unit, Procurement Unit, Compensation & Claim Unit, and the Cost Unit.
Units:
Time Unit takes care of the timekeeping as required for personnel working at an incident.
Procurement Unit manages functions for goods and services from vendors.
Compensation/Claim Unit handles recordkeeping and financial concerns resulting from injuries or fatalities at an incident.
Cost Unit function is to track cost, analysis cost data, make cost estimates and recommend cost-saving measures.
Tracking Method:
Personnel/Company: Time In - Projected Time Out - Logged Out
Breaks
Overtime
a. Time unit (1 page)
Page 36 – Tracking Method:
Personnel/Company: Time In - Protected Time Out - Logged Out
Breaks
Overtime
b. Procurement Unit (1 page)
Page 36 – Tracking Method:
Vendor: Goods/Services - Requested by
Expenditure
c. Compensation/Claims Unit (1 page)
Page 37 – Tracking Method:
Firefighter/Civilian Injury/Death
Nature of injury
Cause
Time
Treatment/transport
Other information
d. Cost Unit (1 page)
Page 38 – Tracking Method:
Vendor: Goods/Services - Purpose - Cost
Alternative
VI. Sketch Pages (graphic box style) (2 pages)
Pages 39 and 40
It is recommended that for long-term incidents, the IC may require additional Firescope NIMS formats for written incident action plans (IAP), personnel changes, etc.
The RICS Handbook and the Basic IMS worksheets were designed as a user-friendly IMS tools for the Incident Commander (IC), fire officers and firefighters. Their basic system will help the IC manage all IMS sections for an incident response and provide fire officers who may be assigned to one of the various IMS positions with a “quick review” of their role and responsibilities. RICS will also provide your department with documentation of the incident.
Be safe out there.
Footnotes:
1. Structural Collapse a
Residential Fire Claims the Lives of Two Volunteer Fire Chiefs
and One Career Firefighter, NIOSH Death in the Line-of-Duty,
August 2003 (Return to Text)
2. Fire Dept. Pumping Apparatus,
7th Edition, IFSTA, page 149. (Return
to Text)
3. Fire Dept. Water Supply Handbook,
Eckman, Wm. F., Fire Engineering Books & Videos, page 115. (Return to Text)
Recommended Bibliography:
Incident Management for the Street Smart Fire Officer, John F. “Skip” Coleman, Fire Engineering/PennWell Publishing Company, 1997
Managing Major Fires, John F. “Skip” Coleman, Fire Engineering/PennWell Publishing Company, 2001
Fire Command – The Essentials of Local IMS, 2nd Edition, Alan Brunacini, National Fire Protection Association, 2001
Chief Murphy is the author of the textbook Rapid Incident Command System available from Fire Engineering Books.
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