Chapter 6 ropes

Chapter 6: Developing the Incident Action Plan

I. Introduction

A. Rescue teams can improve their efficiency and safety by adhering to established procedures.

1. Team members are pre-informed about expected actions and can anticipate instructions from the team leader.a. Enhances mental and physical readiness to respond.b. Increases efficiency and reduces the chances of making incorrect decisions.c. Modifications can be tailored to their specific application.

2. Rescue groups should consciously decide whether their procedures should comply with national standards.

3. Rescue operations are not universally applicable.a. Standards often provide useful overarching guidelines.b. Local responders have the best understanding of community needs.c. Experienced local personnel should take the initiative to develop realistic Standard Operating Procedures (SOPs) relevant to their response areas.

II. Incident Action Plan (IAP)

A. Overview of the Incident Action Plan

1. A targeted strategy for resolving the incident.

2. Derives from SOPs and the situational analysis of the incident.

3. Incident commander supervises the IAP development.

4. This is a dynamic document:a. Verbal for short, less complex incidents.b. Written for longer, more intricate incidents, usually involving other sections of the command structure.

5. Establishes strategic decisions and tactical operations for the incident.

   • Unifies command and rescue efforts.

   • Clearly defines resource allocation within operations.

   • Provides an objective basis for command decisions.

   • Explicitly identifies tasks and assignments.

   • Sets a framework for assessing progress and success.

   • Maintains an overarching perspective.

   • Enables consistent and informed communication.

6. Ongoing in nature.

7. Specifies explicit objectives, priorities, and safety considerations for the current and at least one subsequent operational period, often using FEMA’s ICS 202 form.

8. Covers all operational periods collectively.

9. Can be divided into various segments, including:a. Individual operational periods with no strict requirements, commonly lasting between 6 to 10 hours with considerations for rescuers’ rest, recovery, and rehabilitation.b. Different command areas.

B. Incident Objectives Form

1. The front page of the IAP.

2. Acts as a divider between operational periods.

3. Anticipated duration pertains to a specific operational period.

C. The Planning P

1. A concept developed by FEMA.

2. Can be employed to create an IAP.

3. Stresses the criticality of thorough planning in incident management.

4. Distinguishes between initial and continuing planning.

5. Provides a structured approach for revisiting key planning areas.

D. Five Phases of the Planning Process

1. Phase 1: Understanding the Situationa. Only applicable during the initial operational phases.b. Can be conducted by awareness-level rescuers.c. Transition to what FEMA terms as Operation O:i. Involves ongoing development and revision of incident objectives.ii. Tactics establishment to achieve objectives.iii. Effectively disseminating the plan.iv. Executing, evaluating, and revising the plan.d. Command Emphasis:i. Section within the ICS 202 form noting expected outcomes/milestones for the operational period.ii. Lists priorities.iii. Key messages driving the current operational period.iv. Safety must be integral in command observations.v. Includes a timeline of events or objectives for that period.

2. Phase 2: Establishing Incident Objectivesa. Crafting objectives within the IAP:i. General goals detailing what needs to be achieved.ii. Specific tactics articulated in Phase 3.iii. Can be assigned to multiple operational periods.iv. Listed by priority.v. Clearly defined.vi. All objectives, both current and future, included.vii. Helps maintain perspective among rescuers.b. Objectives should adhere to the S-M-A-R-T acronym:

   • Specific

   • Measurable

   • Action-oriented

   • Realistic

   • Time-oriented

3. Phase 3: Developing the Plana. Creating operational tactics:i. Strategic planning and tactical formulation to rescue injured or stranded individuals.ii. Divided into specified tasks.iii. Tasks assigned to sub-groups.iv. Operations officer oversees all sub-group tasks.v. An evolving and dynamic process, requiring regular updates.b. Strategy:i. Identifies the approach for achieving objectives.ii. Forms the basis for tactic development.iii. Must be adaptable and revisable.iv. Requires comprehensive resource oversight, incident parameters evaluation, and success likelihood assessment.v. A collaborative process.vi. Must be realistic, feasible, and resource-smart.c. Tactics:i. Outlines the steps to execute the strategy.ii. Involves enactment of the strategy.iii. May be divided into specific tasks assigned to a subgroup.iv. Subgroups managed by the operations officer.

4. Phase 4: Preparing and Disseminating the Plana. Incident briefing should include:i. Incident objectives.ii. Incident communications plan.iii. Command staff information.iv. Incident map.v. Medical plan.vi. Safety message.vii. Additional relevant information.b. Operations briefing:i. Conducted at each operational period's start.ii. Keeps stakeholders informed of essential operational updates.iii. In larger or complex operations, briefing may be reserved for leadership.iv. For smaller incidents, it’s preferable to include all rescuers.

5. Phase 5: Executing, Evaluating, and Revising the Plana. Effective communication is pivotal for success:i. Field reports.ii. Supervisory visits.iii. Continuous dialogue.iv. Incident-relevant information.b. Key steps for Organized Rescue (National Park Service Technical Rescue Manual):i. Quickly assess the incident.ii. Execute an immediate response to stabilize the victim.iii. Utilize ICS and identify roles.iv. Create an accessible staging area.v. Limit communications in technical terrain to the edge manager or operations chief.vi. Anticipate logistics, plan, and act proactively.vii. Maintain simplicity and safety in rescue protocols.

II. Implementing the IAP

A. Span of Control

1. Balancing tasks effectively between leaders without overloading.

2. Optimal span of control:a. One supervisor should oversee about five subordinates, never exceeding seven.b. Responders should be organized into smaller management groups:

   • Teams.

   • Groups.

   • Divisions.

3. Supervisors must consistently monitor the location and responsibilities of all personnel:

   • Personnel Accountability Reporting (PAR):i. Tactical worksheets.ii. Command boards.iii. Apparatus riding lists.iv. Facilitates efficient rescuer usage.v. Supports crew rotation for respite during prolonged incidents.

B. Chain of Command

1. Personnel should have a single direct supervisor at all times.

2. Every rescuer must be clear about their reporting structure.

3. All supervisors should understand who reports to them.

4. Promotes safety and effectiveness in operations.

5. Roles and responsibilities should be assigned based on skills and abilities relevant to the incident, not on seniority or title.

6. Transfer of command should be clear and direct, followed by a formal briefing to avoid misunderstandings.

C. Multijurisdictional/Multiagency Operations

1. Can foster conflicts regarding leadership roles.

2. Complicates coordination of unified responses.

3. Unified command:

   • Each agency or jurisdiction has an assigned IC for the operation.

   • IC collaboratively sets the incident objectives.

   • Appoints a singular operations officer to fulfill the incident objectives.

   • A shared operations officer is critical for success.

III. Communications

A. Overview

1. Effective communication strategies are essential for incident management and personnel safety.

2. High-angle environments can complicate normal communication procedures.

3. Voice communication:

   • Ability to hear voices may be significantly hampered.

   • Various factors can affect communications, including distance, wind, weather, traffic, crowd noise, and more.

4. Radio communication:

   • Conventional radio systems can experience disruptions from site conditions such as confined spaces, terrain, and electromagnetic interference.

   • Enhancements via switching from repeater channels to simplex communication and using human radio relays may be beneficial.

   • Employing a systematic channel tracking method is crucial.

   • Radios should be labeled or frequency sheets maintained.

   • Radios should have consistent frequency setups and names for clarity.

   • Deployment of chest harnesses for hands-free operation improves accessibility.

   • Use of hands-free microphones (throat microphones, noise-cancelling radio headsets) facilitates communication.

5. Contingency Planning

   • Mitigates communication failures via dual communication methods.

6. Nonelectronic communication methods:

   • Whistle signals:i. Limited communication range; practice is needed for efficiency. ii. SUDOT standard for whistle operations in rope rescues:- S: Stop (one blast)- U: Up (two blasts)- D: Down (three blasts)- O: Off rope (four blasts)- T: Trouble (long sustained blast)

7. Major barriers to effective communication often stem from communicators rather than technology failures.

   • Communication should be clear, concise, and specific.

   • Directions can be context-sensitive, and geographic locations should be vividly identified.

8. Command Vocabulary

   • Should be minimized:i. Clear and concise language used.ii. Commands should be direct without ambiguity.

   • Common terminology should be established.

   • ‘Stop’ is the only command for cessation of action; only the team leader can authorize movement.

D. Safety Communications

1. Encourage open communication of crucial information.

2. Avoid assuming others will relay important information.

3. Active encouragement from team briefings is necessary for fostering dialogue in critical situations.

E. IC Communications

1. IC needs advantageous positioning for communication efficacy.

2. Must be capable of receiving all radio transmissions.

3. In remote scenarios, operations officers serve as the IC’s ears.

4. Clear text—avoiding codes—should be the standard for radio communications.

F. Incident Naming

1. Every incident should have an assigned name for clarity throughout the incident cycle.

2. Helps streamline coordination and communication, particularly in recurrent incidents requiring added specificity.

   • Including information such as date and incident number.

IV. Demobilization

A. Demobilization Planning

1. A crucial component of maintaining operational readiness.

2. Guarantees a return of resources to a ready state.

3. Leadership responsibilities dictate that no one leaves their post until their assigned resources have exited the facilities.

4. IC should ensure the demobilization plan is prepared and disseminated, ensuring implementation.

5. Should include a timeline for releasing resources.

6. Recordkeeping is essential.

7. Timeline for resource availability must be anticipated.

8. Logistics and resource demobilization considerations:a. Personnel:i. On-site debriefings.ii. Performance reviews as needed.iii. Recording relevant information (check-ins, check-outs, etc.).iv. Planning for rest, rehabilitation, sanitation.v. Indicating time for return to service.b. Equipment:i. Equipment inventory and inspections.ii. Ensuring cleanliness and maintenance of gear pre-storage.iii. Provisions for replacing lost or damaged items.iv. Restocking expendables and documentation of usage.c. Vehicles:i. Refueling and required maintenance.ii. Cleaning and restocking.d. Specialty resources:i. Management of medical supplies.ii. Oversight of air support resources.

B. Ensuring Rescuer Safety and Risk Management

1. Every rescuer bears the responsibility for monitoring hazards.

2. Vigilance is key in watching for potential environmental, physical, social, and cultural risks.

3. Avoid complacency.

4. Maintain strong accountability:

   • Check-in, check-out procedures, span of control, and resource tracking are vital.

5. Command should not conclude operations until all personnel and equipment are accounted for and released.

C. Scene Security and Custody Transfer

1. Must be upheld throughout the operation for effective disbanding.

   • Vital for operational success.

2. Continues until all responders have cleared the scene, restricting traffic for safety.

3. Monitoring for hazards in the surrounding area is required.

4. Establishing barriers can aid in maintaining distance from bystanders.

5. High-risk areas should be marked and monitored appropriately.

6. Incident termination checks should affirm precise accountability and safety.

D. Recordkeeping and Documentation

1. Must be stored securely and follow established protocols by the AHJ.

2. Documentation should be accurate and comprehensive to allow reconstruction of the incident for legal or analytical insights.

3. Records should detail every aspect of the incident's resolution, using ICS forms and other pertinent documentation.

E. Data Management Systems

1. Determined by the AHJ, facilitating identification of incident trends and gaps in response planning.

2. Each agency should find suitable methods for gathering relevant data.

F. Post-Incident Analysis

1. Includes a hot debrief occurring immediately after the incident.

2. Structured debrief may follow later.

3. Utilizing frameworks like TEMS and “5-Why” analysis provides insights without assigning blame.

4. Aim for constructive reflection on team performance to improve future responses.

XV. Summary

• The IAP is foundationally initiated by the first arriving responders.

• Developed by the incident commander with continual updates and input from all general staff.

• FEMA’s Planning P is useful for IAP generation, encapsulating:

  • Phase 1: Understanding the situation

  • Phase 2: Establishing incident objectives

  • Phase 3: Developing the plan

  • Phase 4: Preparing and disseminating the plan

  • Phase 5: Executing, evaluating, and revising the plan

• An IAP operates most effectively within the incident command structure.

• Effective communication methods include voice, whistle, radio, and hand signals.

• Termination of an incident includes ensuring accountability of all resources, documentation, and readiness for subsequent incidents.