We spend solid training time preparing our members to respond to a mayday event – a downed firefighter in need of rescue. Our focus is often on the line personnel, providing training opportunities and equipment that will aid them in the event they are needed to rescue one of their own. Some organizations smartly provide training opportunities to the command officers, too – the individuals who will be the decision-makers during these incidents. We give them advice on how to handle the mayday, and give them command aid materials to guide their actions toward a successful outcome. But how would we respond if the mayday involved the incident commander (IC)?
When this question was asked of me, I had to stop to consider how the members of my department would respond to such an event. It’s a question I had honestly never thought about before. I wondered what our reflex time would be to gain control and maintain composure during a structure fire where the IC became incapacitated due to a medical emergency, for example. It also made me think about the potential impact this would have on the overall fireground operations.
IC selection impacts on-scene reaction
Many fire departments struggle to meet the response guidelines advised by NFPA, including the presence of an IC at the scene. How departments achieve this goal varies. Some organizations have a dedicated battalion chief, while others utilize the officer on a first-arriving fire suppression apparatus. Some organizations might provide a command aid for the BC or even respond with multiple command officers.
How an organization establishes the IC role is a key factor in how they would be able to mitigate the loss of the IC. For example, consider if the agency had to remove a company officer from scene operations, rather than pass the command to another staff or command officer already on the scene. This would certainly affect both how the emergency situation is handled and how well incident scene operations continue.
Although I am specifically using the IC as the example here, there are many departments that rely on division supervisors for incident scene operations. An emergency involving one of these command positions could also have a significant impact on scene operations, especially if the supervisor is operating in an IDLH location on the fire scene.
What could neutralize the IC?
Several factors could potentially neutralize the IC. For one, a medical issue could impact the IC, resulting in the need for emergency care. This could impact the resources on scene, similar to having a reported patient from the fire. A response resource would be required to assess, treat and potentially transport the IC to a hospital. This would take the unit out of the rotation.
Additionally, an outside distractor or uncontrolled scene could create a hazard for the IC. For example, a disgruntled bystander could engage the IC in a way that prevents the IC from performing their functions. This would likely require assistance from the police department, and may require the support of other on-scene companies to assist with controlling the issue.
Either circumstance would require the transfer of command to another individual on the fireground. Someone will have to step up and fulfil the void that is created when the IC is impacted. But who?
Continuation of command
The fire service has done a better job in recent years at developing officers and training on quick establishment of command. Organizations have written policies on initiating command, and the proper way to transfer command when it is applicable. And while these procedures are practiced, the real-world reaction is a very different scene. It’s only natural for there to be confusion when the IC is suddenly unavailable and command needs to be taken back by initial-arriving officers, especially if they are already engaged in firefighting tactics.
With that in mind, let’s start by asking whether the impacted IC does a good job of announcing the emergency. Announcing issues early is constantly drilled into our firefighters’ training, but does that thought process still exist when it’s the IC who is involved? And are they lucid enough to make that announcement? In the case of a medical emergency, that might not be possible.
At a minimum, a transfer of command to another capable individual is clearly needed. In addition, a request for more resources to the incident scene is a prudent move. First, it at least informs the other members operating on the fireground that there is a serious issue involving the IC that, without intervention, could develop into a bad situation. Second, it gets more assistance to the scene, ideally a staff officer or comparable ranking officer who can take on command responsibilities.
Possible solutions
While calling an additional alarm or requesting additional resources is the best first step to get the help you need to continue incident command, it has one drawback: time. There is going to be some reflex time for these resources to arrive on scene. So, what do we do in the meantime?
During your next training session, run through these possible options to drive some discussion:
- The formal IC should identify themselves and announce their location on the fire scene. Announcing the command post location is a good practice, as it notifies the operating companies where the CP can be found, especially subsequent staff officers. If you’re in a mobile command position, identifying yourself allows others to know who to look for in the event an emergency occurs. In a mayday event, it is imperative to know who is involved and where in order to respond to the need effectively. The IC giving this information to the troops upon arrival is good practice.
- Consider the transfer of command to another battalion chief already on the scene. This is optimal but not a reality for many departments.
- The reassignment of a Safety Officer or the Command Aid to incident command. This would probably be the second-best option, as these positions likely have some familiarity with the incident action plan and the accountability of resources.
- Another option is the reassignment of the rapid-intervention team officer to incident command. The intention of RIT is to react to emergencies involving our members. This action would ensure continuation of command to a non-committed company officer who should have a knowledge of on-scene actions. The remaining balance of the RIT crew could begin mitigation of the emergency involving the IC or remain in place as RIT for the incident, depending on the scenario.
- Finally, one option is the reassignment of a company on the fire incident. Ideally, my thought would be one that is not committed to interior operations. Best case, a company that was in staging or that has the ability to easily transition to a removed posture and carry on the command responsibilities to follow through with the incident action plan.
Final thoughts
We can’t discount the potential loss of the IC due to an extenuating circumstance. Maybe your organization has discussed this possibility and has developed some guidelines to handle the event. Or maybe this article nudges you with a “never thought of that moment” like it did for me when I fielded that question. Either way, what contingency plans do you have?
