This document outlines the learning objectives of an organizational and command training course based on the National Incident Management System (NIMS). The objectives cover topics such as NIMS functions and how they interrelate, command structures including unified and single command, incident management teams, and span of control. The document also discusses command post organization, staging, transfers of command, and the use of branches, divisions and groups in the NIMS structure.

1. 1
Organizing,
Coordinating,
and
Commanding
Emergency
Incidents

2. 1
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.

3. 1
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.

4. 1
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.

5. 1
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.

6. 1
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.

7. 1
Learning Objectives (6 of 11)
• Describe and enumerate the importance
of staging.
• Compare a staged company to a parked
apparatus.
• Define incident commander (IC).

8. 1
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.

9. 1
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.

10. 1
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.

11. 1
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.

12. 1
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).

13. 1
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.

14. 1
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

15. 1
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

16. 1
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

17. 1
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.

18. 1
Initial Command (1 of 5)
• Initial incident commander (IC)
– Must establish command and follow
department procedures
– Formal Command Post desirable

19. 1
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.

20. 1
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)

21. 1
Initial Command (4 of 5)
• Must report conditions (continued):
– Brief description of building
– Occupancy
– Conditions (heavy smoke)
– Actions being taken
– Resources needed

22. 1
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.

23. 1
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

24. 1
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

25. 1
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.

26. 1
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

27. 1
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!

28. 1
Transfer of Command (4 of 4)
• Disrupt continuity of operations
• Sometimes required
– Fires involving hazardous materials

29. 1
Delegation
• Establishing control over available
resources
• IC develops the strategy.
• Branch, division, and group supervisors
develop tactics within strategy.

30. 1
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

31. 1
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

32. 1
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

33. 1
Command Post (4 of 7)
• Positioned so two sides of the building
are visible
– Good practice
– Can be distracting
– Isolation from distractions important

34. 1
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.

35. 1
Command Post (6 of 7)
• Most fires are managed by the IC with
few additional management units.
– Command Staff
– Sections
– Tactical level

36. 1
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

37. 1
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

38. 1
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.

39. 1
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.

40. 1
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

41. 1
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

42. 1
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

43. 1
Staging (4 of 4)
• Equipment must be ready for immediate
response.
• Crews should remain intact and
available.

44. 1
NIMS Organization and
Positions
• NIMS
– Not a tactical objective
– Means to command and control an incident
• Organization should be as simple as
possible.

45. 1
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.

46. 1
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.

47. 1
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

48. 1
Command Staff (2 of 7)
• Command staff positions

49. 1
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

50. 1
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

51. 1
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.

52. 1
Command Staff (6 of 7)
• Public Information Officer
– Disseminates information to the public
– Provides both critical and general interest
information to the community

53. 1
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.

54. 1
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.

55. 1
NIMS Hierarchy

56. 1
NIMS Hierarchy: Section
Chiefs (1 of 2)
• Report directly to the IC
• Four separate sections can be
assigned:
– Finance/Administration
– Logistics
– Operations
– Planning

57. 1
NIMS Hierarchy: Section
Chiefs (2 of 2)
• Each section can have subordinate
units.
• Intelligence recognized as a possible
fifth section

58. 1
Section Positions

59. 1
Finance/Administration
Section (1 of 2)
• Manages financial matters
• Provides administrative services
• Least likely at a structure fire

60. 1
Finance/Administration
Section (2 of 2)
Subordinate Units

61. 1
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

62. 1
Logistics Section (2 of 2)
Subordinate Units

63. 1
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.

64. 1
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

65. 1
Planning Section (3 of 3)
Subordinate Units

66. 1
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

67. 1
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

68. 1
Operations Section (2 of 2)
Subordinate Units

69. 1
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

70. 1
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

71. 1
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.

72. 1
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

73. 1
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

74. 1
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

75. 1
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

76. 1
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

77. 1
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.

78. 1
Communications (4 of 9)
• Communications unit
– Critical at large-scale incidents
– Responsible for:
• Establishing communications plan
• Installing, procuring, and maintaining the
communications equipment

79. 1
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

80. 1
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.

81. 1
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.

82. 1
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

83. 1
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

84. 1
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.

85. 1
Summary (2 of 2)
• Using NIMS allows the IC to:
– Maintain proper span of control
– Ensure accountability
– Efficiently accomplish the objectives in the
IAP