IC ‘Yes’: Everyday Incident Command for the Everyday Response

经过Bud Davenport

我有一个朋友在大联盟级别打职业棒球。我有一天问他专业有何不同。他说：“无论您参加哪个水平，运动场基本上都是相同的。围栏是相对相同的距离，也是基地。从新秀联赛到Major League.” He added, “The most noticeable difference in the game is not on the field. The field stays the same, but the bleachers get taller.”

这在消防as well. Our bleachers grow as our incident grows. This added attention has created a plethora of material on theincident command system (ICS)for major responses. What about the bedroom fire? How can I adapt these major principles to the everydaymotor vehicle collision (MVC)or fire alarm? Our game must stay the same, even when we do not have anyone in the bleachers. A room-and-contents fire is a major call (especially if you own the house!). It takes the same management principles as a three-alarm warehouse fire. Advanced ICS requires meetings and paperwork. It requires planning and paperwork. It requires briefings and paperwork. An everyday response requires the same attention. It requires planning, meetings, and briefings. However, I have never seen a chief官draw an organizational chart and put together a written incident action plan (IAP) before deploying lines.

的re have beenmany classes over the years hammering home the importance ofincident command。毫无疑问,所有的事件都需要管理。Regardless of whether if it is a sick call on an ambulance or a mass-casualty incident with hundreds of patients, the management principles and priorities stay the same. Most ICS classes seem to cater to the mass-casualty aspect. These “what if” scenarios certainly increase our awareness of the proper documentation and prioritization needed to handle the career call. However, they never seem to help us on the everyday routine responses. How can the formal ICS approach and all of its meetings be adapted to the average room-and-contents fire?

的Invisible Planning “P”

Everyone who sits through ICS learns the Planning “P,” a visual guide to the steps involved in planning for an incident. This tool is posted in many command posts throughout the nation. It lays out the schedule of meetings and briefings needed for each operational period. It serves as a reminder of what is coming next in the planning process so everyone can be prepared. We never have a Planning “P” when we are at a routine response. That is why we must commit the invisible Planning “P” to memory.

Sizing Up the Scene

It all starts with the initial dispatch. Information给出了第一批响应机组人员，立即为参与每个人的每个人启动了计划过程。来自呼叫者的信息调度收集为固体基础奠定了最初的基础。我喜欢电视节目的DeadliestCatch。In an early episode, one of the captains talked about stacking the crab pots on the deck of the boat. If the initial layer of pots is off by just a fraction, the stack could be so unstable when finished that the boat could turn over. As with much in life, it all starts with a good foundation. The well-trained dispatcher helps provide that firm footing. One innovative tool some dispatch centers use to strengthen the platform is the fire priority dispatch system. The system, which is approved by the National Academy of Emergency Fire Dispatch, enables the call taker to ask pertinent questions to narrow down the emergency. Any immediate life hazard is quickly dispatched ahead of lower priority calls. The first responders are given an alphanumeric code to best describe the incident. This system allows the responding officers to begin the initial size-up before arriving on scene. If a department has been dispatched to a MVC with subjects pinned on an interstate during rush hour, the officer may request additional resources for scene safety.

Another valuable asset in the initial size-up is the first-in crew’s familiaritywith the district. Knowing the existing hazards in and around their response area can help avoid unwanted surprise on arrival. A driver with good street smarts can direct best routes of travel for a quick water supply or to avoid traffic snarls. Firefighters’ knowledge of construction types in the area can help determine the tools needed for initial actions.

的initial size-up paints a picture for all incoming personnel. This size-up serves the same purpose as the incident briefing. The first-in officer briefs all incoming units on the current situations, conditions, and actions needed on arrival.

This Meeting Is Now Called To Order

当军官进行初次散步时-around, he should ask what needs to be done right now to mitigate this incident. This begins the process of setting the initial incident objectives. It may include several units or agencies. When all agencies work together to create a plan to conquer this incident from the foundation, they must work together to ensure that they have no overlapping priorities. We have all seen such meetings on video. Everyone calmly takes his turn stating the agency he represents and its priorities, and a consensus is reached on the overall priorities. It all looks great until you smell the smoke and hear the screams. We need to act quickly and in the best interest of safety to ourselves and our crews, as well as the general public. We will not have time to call a formal meeting to discuss our organizational chart. We will quickly decide command roles and operations on the side of the road. Our command post will most likely be a chief’s vehicle. A stand-alone command unit is not practical when the incident will be over in a few hours. As priorities are set, so are the objectives. Most departments have standard operating guidelines to follow on scene. They can eliminate the need for a tactics meeting. A well-trained department can safely perform these skills with precision and efficiency.

制造最好的计划

重要的是要记住事件指挥官（IC）assumes all roles and responsibilities unless they are assigned to someone else. It is quite possible that there will be no need for a planning meeting. The IC may have done all of the planning。计划会议可能涉及所有机构和运营。包括安全官在内的所有有关方面都应在同一页面上。计划会议将不会被提出。情况应更新，每个人都应快速就游戏计划达成共识。在这一点上，将实施心理IAP。

时机就是一切

Keep it Simple

请记住，每个电话都不是III型事件，因此不应将其视为一个事件。安全性应始终处于决策的最前沿。通过记住生命安全，事件稳定和财产保护来处理紧急情况。只要紧急情况得到缓解而没有进一步的伤害或伤害，并且每位响应者都回家，那就是美好的一天。将大联盟的电话视为大联盟的电话，而单个电话将作为单个电话。让看台去棒球并参加比赛。