Developing An Incident Action Plan: Managing Company Tactical Operations: Decisionmaking

MANAGING COMPANY TACTICAL OPERATIONS: DECISIONMAKING
MODULE 3:
DEVELOPING AN INCIDENT
ACTION PLAN
OBJECTIVES
The students will:
1. Given a structural fire scenario, demonstrate the ability to develop a strategy using the command
sequence.
2. Using the command sequence, demonstrate the ability to select tactics that will achieve a well-
defined strategy.
DEVELOPING AN INCIDENT ACTION PLAN
SM 3-2
ACTION PLAN
An Incident Action Plan (IAP) is an organized course of events that

addresses all phases of incident control within a specified time. An IAP is
necessary to effect successful outcomes in any situation, especially
emergency operations, in a timely manner. Furthermore, the IAP must be
completed in a timeframe that allows the least amount of negative action
to continue.
Incident Action Planning starts with identifying the strategy to achieve a

solution to the confronted problems. The strategy should be broad in
nature and define what has to be done.
Once the strategy has been defined, the Incident Commander (IC) or the
Operations Section Chief needs to select the tactics. Tactics are the
operations that need to be completed in order to accomplish the strategy.
If the strategy defines where you want to go, then tactics are the signposts
along the path to get you there. They provide the answers to the "how"
and "where" of the IAP. Tactics are measurable in both time and
performance.
The IAP also includes whatever support actions may be necessary to make
the plan operable, e.g., water supply, utility control, self-contained
breathing apparatus (SCBA) cylinder filling, etc.
Once the IAP is developed, the IC may start issuing directives and
committing resources. These directives define objectives that must be
completed in order to achieve the IAP goals. IAP's are not necessarily
fully complete before orders are given, but sufficient information must be
in place for the resources to achieve positive results effectively.
Once the plan is established and resources are committed, it is necessary

to assess the effectiveness of the plan. Information must be gathered and
analyzed so that necessary modification and updating may be done to
improve the effectiveness of the plan, if necessary. This step is part of the
continuing size-up process. Ongoing progress reporting by operational or
management units allows the IAP to be modified based on current
conditions. (A copy of a completed IAP--ICS 201 is included in the
Appendix.)
IAP's generally are not written for day-to-day operations. However, on

large-scale incidents, such as wildland fires, natural disasters, haz mat
spills, etc., there should be a written plan for each operational period that
is developed during a Planning meeting.
SM 3-3
When only a few units are engaged actively in a simple incident, the IAP
is developed in the mind of the IC. The IAP includes the strategy and
tactics for the incident as well as the supporting operations that must
occur. The IC must ensure that operating resources and managers know
the overall strategy. This information normally is conveyed when orders
are issued to arriving companies and other officers.
On large, complex incidents of long duration, the IAP must be written

down. Naturally, the initial IAP is in the mind of the IC until sufficient
staff arrives to create an overall plan and commit it to writing. It is highly
advantageous on these types of incidents to have a Planning Meeting
headed by the Planning Section Chief. All of the Command Staff and
General Staff, as well as others designated by the IC, should attend the
Planning Meeting. The plan is developed for the next operational period
with input from attendees, and is placed in writing. All the attendees leave
the meeting with an understanding of the goals and objectives to be
accomplished.
Additional Planning Meetings are scheduled on a frequency dictated by

the needs of the incident. Modifications to the plan then are made and
distributed.
SM 3-4
NOTE-TAKING GUIDE
WHAT IS AN INCIDENT ACTION PLAN?
Definition: An organized course of action that addresses all phases of

incident control within a specified time.
Based on problems identified in size-up.
The action plan is the IC's solution to those problems.
When fully developed and implemented, the action plan will address:
Strategy and tactics comprise the plan.
Personnel safety should be an integral part of the plan.
SM 3-5
NOTE-TAKING GUIDE
Plan should include organizational structure.
IDENTIFYING A STRATEGY
Definition: Broad goals. Overall plan used to control the incident.
Strategy gives direction to get you from where you are to where you want to be.
Strategy may have multiple components in order to gain control of an incident.
SM 3-6
NOTE-TAKING GUIDE
Lloyd Layman's seven factors may be used to assist in the development of a

strategy.
Lloyd Layman's seven factors (RECEO VS):
Rescue Ventilation
Exposures Salvage
Confinement
Extinguishment
Overhaul
A well-defined strategy gives personnel an understanding of the IC's plan and

helps them accomplish it.
Example: Components of strategy.
Only after strategy is developed can the IC begin to formulate an action plan.
Initially, the strategy provides a broad plan of what the IC needs to do at an

incident.
SM 3-7
NOTE-TAKING GUIDE
Having a strategy indicates that:
SELECTING TACTICS
Definition: Specific measurable objectives that are necessary for the

achievement of the strategies.
Tactics are measurable and can be completed within a reasonable timeframe.
Example: Selecting tactics.
THE ACTION PLAN
Having developed the strategy and tactics that address the problems identified, the
major components of the plan are in place.
SM 3-8
NOTE-TAKING GUIDE
Completes the second step in the command sequence.
SUMMARY
Developing strategy and tactics is the plan phase of the command sequence.
Strategy and tactics need to be constantly evaluated to determine their

effectiveness.
SM 3-9
SM 3-10
WHAT IS AN ACTION PLAN?
"Damn the torpedoes, full speed ahead!" Too often we go charging full
speed into a burning building with the sole purpose of putting the "wet
stuff on the red stuff." Custer went rushing in at Little Big Horn with the
solution before first making an effort to properly identify the extent of the
problem and thus created a number of promotional openings within his
organization. After we have done an initial size-up and identified the
problem, we need to offer a solution in the form of an action plan that
addresses the problem.
An action plan is defined as an organized course of action that addresses

all phases of incident control within a specified time.
The definition emphasizes some key points that go into making up an

action plan. The first is an organized course of action. There are times
when an engine is pulling up to a structure with flames shooting out the
windows and it looks as though someone called in a bomb threat. The
engine slows to about 5 mph and the crew bails off fighting for control of
the nozzle to see who gets to be the first through the front door. This
phenomenon is known as the "moth to the flame syndrome." Firefighters
see the flame, the eyes glaze over, and the rush is on to squirt the wet
stuff, with little thought given to an organized plan of action. The tasks
firefighters perform must be organized in order to be effective and to
protect personnel safety.
Another point the definition stresses is that the action plan should cover all
phases of the emergency. Action planning doesn't stop until the last
firefighter leaves the scene. The plan needs to cover the entire incident
not just the initial assignments.
The third key point in the definition deals with accomplishing the plan
within a specified time. When firefighters gather to exchange war
stories, we hear tales of fires that took thousands of gallons of water and
hours to put out. In reality what most probably occurred is the fire ran out
of things to burn and went out on its own accord. We always win. The
reason we always win is that nothing burns forever. What's important is
gaining success before the fire gets tired and goes away. To do this
requires a knowledge of how long it takes for firefighters to accomplish
their assigned tasks and coordinating those efforts so that they are attained
in a specified length of time. When this happens we have a realistic
chance of claiming victory while there is still something to save rather
than just wearing out the fire to its point of exhaustion.
SM 3-11
Other components of an action plan should include an organizational

structure that matches the complexity of the incident. Understanding and
applying the Incident Command System (ICS) will provide the officer
with an organizational framework which will maintain span of control,
unity of command, channels of communications, and help protect
personnel safety.
When fully developed and implemented, the action plan will have
identified the strategy and tactics that address:
What needs to be done.

How it is to be accomplished.
IDENTIFYING A STRATEGY
Action planning starts with first identifying a strategy. Strategy is defined

as the overall plan that will be used to control the incident.
Strategy is broad in nature and defines "what" must be done to provide a

solution to the problems identified by the IC. The strategy developed by
the IC gives direction to the personnel operating at the incident and lets
them know where the IC is heading. In the 1950's, Lloyd Layman listed
the seven factors that are still used by officers today to determine priorities
and basic strategy. Those factors are:
RECEO VS
Rescue Ventilation
Exposures Salvage
Confinement
Extinguishment
Overhaul
The problems presented by the situation often require that more than one
factor be addressed to accomplish the IC's initial strategy.
Example:
Conditions: Alarm at 0245 hrs., fire on floor 1 of a 2-story, single-

family dwelling of wood frame construction. Victim reported on
second floor.
Problems: Rescue of possible victim(s), fire on first floor, and

spread of heat, smoke, and fire to second floor, additional damage
to structure.
SM 3-12
Initial strategy:
Rescue victim on second floor and conduct primary search.
Perform ventilation - (ventilation/rescue/confinement/salvage).
Confine fire to area of origin.
As incident operations progress and the initial strategy is met, the IC

adjusts the plan to meet a new set of problems.
Example:
Conduct secondary search (rescue).
Extinguish the fire (extinguishment).
Reduce further property damage (salvage).
Prevent rekindle (overhaul).
In developing the initial strategy, if the IC has identified more problems

than there are resources to handle them, the IC must prioritize the order in
which those problems are dealt with. An evaluation of available resources
needs to be made and a judgment made as to how best to apply them to
have the maximum impact. Additional resources should be called for to
deal with pressing and anticipated problems identified by the IC.
Having a well-defined strategy gives personnel an understanding of what

the IC is trying to accomplish and helps them to understand how they fit
into the plan. A poorly defined strategy is one that takes into account only
the most obvious reasons a fire department is called to an incident--to put
out the fire. The IC must not get tunnel vision and focus solely on the act
of "putting the fire out." There are other priorities, including rescue,
exposure protection, confinement, ventilation, and salvage. It is easier to
coordinate the fireground operations when personnel understand where
they are heading and how their efforts will help in getting there.
SELECTING TACTICS
Once the strategy has been defined, then the IC needs to select the tactics.
Tactics are defined as the operations that need to be completed in order to
accomplish the strategy defined by the IC.
SM 3-13
If strategy defines where you want to end up, then tactics are the signposts
along the path you follow to get there. They provide the answers to the
"how" and "where" of the action plan. They must be measurable so that
the IC and those responsible to carry them out can evaluate their
operations to determine if the action plan is working or whether
modifications need to be made. Based on input the IC receives from those
assigned the tactics, decisions will be made on how best to coordinate
crews, whether additional resources are needed or others can be released
or reassigned, or modifications need to be made to the action plan.
Example of tactics:
Conditions: Alarm at 0245 hrs., fire on floor 1 of a 2-story, single-

family dwelling of wood frame construction. Victim reported on
second floor.
Problems: Rescue of possible victim(s), fire on first floor, and

spread of heat, smoke and fire to second floor. Additional damage
to structure.
Strategy: Rescue, confinement/extinguishment, ventilation.
Tactics: Confine fire to room of origin, protect stairway for

rescuers and possible removal of victims, conduct primary search
starting with sleeping areas and means of exit, horizontal
ventilation, check for extension to second floor.
The tactics in this example address "how" the strategy is to be addressed

and "where" they occur. As these tactics are accomplished, additional
tactics can be assigned such as conducting secondary search and
performing property conservation measures.
THE ACTION PLAN
Having developed the strategy and tactics that address the problems
identified, the major components of the plan are in place. The what and
how questions have been answered, priorities have been established,
planning has been done prior to actions taken, and the IC is operating in a
proactive mode. This completes the second step in the command sequence.
SM 3-14
SUMMARY
By developing the strategy and tactics based on the problems identified in

the size-up phase of the command sequence, the IC has the major
components of an action plan in place. The "what", "how", and "where"
questions have been answered and the IC has stayed in the proactive
mode by identifying the problems, evaluating available resources,
establishing priorities, and providing a solution to the problems that set the
direction for the firefighters to work toward.
When the IC established the strategy and tactics the initial plan phase of
the command sequence has been completed.
SM 3-15
SM 3-16
Activity 3.1
Identifying a Strategy
Purpose
The purpose of this activity is to demonstrate the ability to develop an initial strategy
using the command sequence.
Directions
Your group will be assigned a scenario. As a group, you will be given 20 minutes to:
1. Read the information provided for your assigned scenario.
2. Do a mental size-up.
3. Place on an easel pad the problems that are identified.
4. Determine the applicable initial strategies.
Place each strategy at the top of a separate easel pad page.
5. Tape the easel pad to the wall in the RECEO VS priority order.
Scenarios have a Quick Access Prefire Plan and a plot plan.
Save the easel pad sheets used for your group's solution. They will be used for the
activities in the following units in this course.
Your group will select a spokesperson to give your group's report when called upon.
Group reports are allotted 5 minutes.
SM 3-17
SM 3-18
Activity 3.1 (cont'd)
Identifying a Strategy
The problems identified and strategies on the suggested answers are those that are
pertinent to the first 2-3 crews that arrive.
Scenario 1 - Two-Story Apartment House
Scenario 2 - Small Shopping Center
Scenario 3 - Community Bar
Scenario 4 - Townhouse
Scenario 5 - Apartments Under Construction
SM 3-19

Example Scenario
Plot Plan/Floor Plan
ALLEY ALLEY
18' A
L
L
F 40' E
I Y
R
S 1200
T gpm 1200
PHELPS LANE gpm
S
T
R
A
E
L
E
L
T
E
Y
DOWN
DR BR
K BR
D
O BATH D
UP O
W W
N N
LR BR
First Second Basement

Floor Floor
SM 3-20

Example Scenario
Quick Access Prefire Plan
Building Address: 100-108 Phelps Lane
Building Description: 40' x 18', 2-story, ordinary (masonry wood-joist), common attic
Roof Construction: Ridge pole and rafter, 1" x 6" sheathing
Floor Construction: Beam and rafter, sheathing, hardwood floor
Occupancy Type: Initial Resources Required:

Townhouse 2E, 1T, 1C 13 personnel
Hazards to Personnel:
None out of ordinary
Location of Water Supply: Available Flow:

Phelps Lane & 1st Street 1,200 gpm
Estimated Fire Flow
Level of Involvement 25% 50% 75% 100%
Estimated Fire Flow 100 200 300 420

Fire flow based on 1st floor of home with 2 exterior and 1 interior exposures
Fire Behavior Prediction:

Rapid horizontal and vertical spread
Predicted Strategies:
Rescue, ventilation, exposures, confinement, extinguishment
Problems Anticipated:
No more than usual for a dwelling
Standpipe: Sprinklers: Fire Detection:

None None None
SM 3-21

Scenario 1
20'
Second Floor is shown
30'
Front
Vicki Avenue
SM 3-22

Scenario 1
Building Address: 475 Vicki Avenue
Building Description: 20' x 30', 2-story, wood frame
Roof Construction: Wood truss, gusset plate assembly
Floor Construction: Parallel chord wood truss covered with plywood

Apartment Determined by class
None more than usual for a dwelling

Determined by class Determined by class
Estimated Fire Flow

Fire flow based on 2 floors and 2 exterior exposures

Fast horizontal and vertical spread
Rescue, ventilation, confinement, extinguishment
Early collapse of floor and roof assemblies

None None None
SM 3-23

Scenario 2
100'
33'
Overhead
Door Fence
N
H
Note: A
Walls Between Stores R
Have a 3 Hour Rating 90' D
W
A
R
E
PIZZA
Side 1
Gene Street
33'
Storage
90'
SM 3-24

Scenario 2
Building Address: 1020 Gene Street
Building Description: 2, 1-story, ordinary construction; largest fire area

33' x 90' firewall between occupancies
Roof Construction: Wooden 2" x 10" rafters, plywood, composition roof covering
Floor Construction: Concrete slab

Retail stores Determined by class
Pesticides, flammable/combustible liquids

Estimated Fire Flow
Estimated Fire Flow 375 750 1,125 1,500

Fire flow of largest fire area--hardware store and 2 exposures

Rapid horizontal spread within one occupancy
Confinement, ventilation, extinguishment
Poor rear access, limited horizontal ventilation

None None None
SM 3-25

Scenario 3
30"
Third
Avenue
90'
1500
gpm
Clark Road
SM 3-26

Scenario 3
Building Address: 1590 Clark Road
Building Description: 30' x 90', 1-story, ordinary construction with basement
Roof Construction: 2" x 10" rafters, plywood, composition covering
Floor Construction: 2" x 10" rafters, sheathing and hardwood flooring

Bar and Lounge Determined by class
None more than usual

Corner of Clark Road and Third Ave. 1,500 gpm
Estimated Fire Flow

Rapid horizontal fire spread
Interference by patrons

None None None
SM 3-27

Scenario 4
PARKING
C
L
A
R
K
36'
T
E
20'
R
W
R
A
C
E 800 gpm
BR
LR
BA
ELLIS WAY
BA
K DR
BR BR
First
Floor
SM 3-28

Scenario 4
Building Address: 600-614 Clark Terrace
Roof Construction: 2" x 4", nailed, wood truss, common attic
Floor Construction: 1st floor--concrete slab, 2nd floor--platform, 2" x 8" rafters, plywood
sheathing

Townhouse Determined by class
None more than normal for a dwelling

Clark Terrace and Ellis Way 800 gpm
Estimated Fire Flow

Fire flow based on 1st floor of 1 house with 2 exterior and 1 interior exposures

Rescue, exposures, ventilation, confinement, extinguishment
Limited access, limited egress, common attic

None None None
SM 3-29

Scenario 5
SM 3-30

Scenario 5
Building Address: Lewis Drive and Stambaugh Place
Building Description: 60' x 200', 3-story, wood frame (under construction)
Roof Construction: 2" x 4" gusset plate wood truss, plywood sheathing
Floor Construction: 1st floor--concrete slab, 2nd/3rd floor--parallel chord wood truss,
plywood sheathing

Unoccupied apartments Determined by class
Radiant heat, early collapse, rapid fire spread--no drywall on walls

Lewis Drive and Stambaugh Place 4,000 gpm
Estimated Fire Flow
Estimated Fire Flow 750 1,500 3,750 15,000

Fire flow on entire open 3-story building with exposure

Exposures, confinement, extinguishment
Limited access, unfinished roads

None None None
SM 3-31
SM 3-32
Activity 3.2
Selecting Tactics
Purpose
The purpose of this activity is to use the command sequence and demonstrate the ability
to select tactics that will achieve a well-defined strategy.
Directions
Your group will be assigned a scenario. As a group, you will be given 20 minutes to:
1. Come to a consensus on tactics for each strategy.
2. Write the tactics under the appropriate strategy.
3. Leave the easel pads on the wall.
Your group will select a spokesperson to give your group report. This will be a person
who has not given a report on this unit.
SM 3-33
SM 3-34
Selecting Tactics
Scenario 1 - Two-Story Apartment House
Scenario 2 - Small Shopping Center
Scenario 3 - Community Bar
Scenario 4 - Townhouse
Scenario 5 - Apartments Under Construction
SM 3-35

Example Scenario
ALLEY ALLEY
18' A
L
L
F 40' E
I Y
R
S 1200
T gpm 1200
PHELPS LANE gpm
S
T
R
A
E
L
E
L
T
E
Y
DOWN
DR BR
K BR
D
O BATH D
UP O
W W
N N
LR BR
First Second Basement

Floor Floor
SM 3-36

Example Scenario
Building Address: 100-108 Phelps Lane
Building Description: 40' x 18', 2-story, ordinary (masonry wood-joist), common attic
Roof Construction: Ridge pole and rafter, 1" x 6" sheathing
Floor Construction: Beam and rafter, sheathing, hardwood floor

Townhouse 2E, 1T, 1C 13 personnel
None out of ordinary

Phelps Lane & 1st Street 1,200 gpm
Estimated Fire Flow

Fire flow based on 1st floor of home with 2 exterior and 1 interior exposures

Rescue, ventilation, exposures, confinement, extinguishment
No more than usual for a dwelling

None None None
SM 3-37

Scenario 1
20'
Second Floor is shown
30'
Front
Vicki Avenue
SM 3-38

Scenario 1
Building Address: 475 Vicki Avenue
Roof Construction: Wood truss, gusset plate assembly
Floor Construction: Parallel chord wood truss covered with plywood

Apartment Determined by class
None more than usual for a dwelling

Estimated Fire Flow

Fire flow based on 2 floors and 2 exterior exposures

Fast horizontal and vertical spread
Rescue, ventilation, confinement, extinguishment
Early collapse of floor and roof assemblies

None None None
SM 3-39

Scenario 2
100'
33'
Overhead
Door Fence
N
H
Note: A
Walls Between Stores R
Have a 3 Hour Rating 90' D
W
A
R
E
PIZZA
Side 1
Gene Street
33'
Storage
90'
SM 3-40

Scenario 2
Building Address: 1020 Gene Street
Building Description: 2, 1-story, ordinary construction; largest fire area

33' x 90' firewall between occupancies
Roof Construction: Wooden 2" x 10" rafters, plywood, composition roof covering
Floor Construction: Concrete slab

Retail stores Determined by class
Pesticides, flammable/combustible liquids

Estimated Fire Flow
Estimated Fire Flow 375 750 1,125 1,500

Fire flow of largest fire area--hardware store and 2 exposures

Rapid horizontal spread within one occupancy
Poor rear access, limited horizontal ventilation

None None None
SM 3-41

Scenario 3
30"
Third
Avenue
90'
1500
gpm
Clark Road
SM 3-42

Scenario 3
Building Address: 1590 Clark Road
Building Description: 30' x 90', 1-story, ordinary construction with basement
Roof Construction: 2" x 10" rafters, plywood, composition covering
Floor Construction: 2" x 10" rafters, sheathing and hardwood flooring

Bar and Lounge Determined by class
None more than usual

Corner of Clark Road and Third Ave. 1,500 gpm
Estimated Fire Flow

Rapid horizontal fire spread
Interference by patrons

None None None
SM 3-43

Scenario 4
PARKING
C
L
A
R
K
36'
T
E
20'
R
W
R
A
C
E 800 gpm
BR
LR
BA
ELLIS WAY
BA
K DR
BR BR
First
Floor
SM 3-44

Scenario 4
Building Address: 600-614 Clark Terrace
Roof Construction: 2" x 4", nailed, wood truss, common attic
Floor Construction: 1st floor--concrete slab, 2nd floor--platform, 2" x 8" rafters, plywood
sheathing

Townhouse Determined by class
None more than normal for a dwelling

Clark Terrace and Ellis Way 800 gpm
Estimated Fire Flow

Fire flow based on 1st floor of 1 house with 2 exterior and 1 interior exposures

Rescue, exposures, ventilation, confinement, extinguishment
Limited access, limited egress, common attic

None None None
SM 3-45

Scenario 5
SM 3-46
DEVELOPING AN ACTION PLAN

Scenario 5
Building Address: Lewis Drive and Stambaugh Place
Building Description: 60' x 200', 3-story, wood frame (under construction)
Roof Construction: 2" x 4" gusset plate wood truss, plywood sheathing
Floor Construction: 1st floor--concrete slab, 2nd/3rd floor--parallel chord wood truss,
plywood sheathing

Unoccupied apartments Determined by class
Radiant heat, early collapse, rapid fire spread--no drywall on walls

Lewis Drive and Stambaugh Place 4,000 gpm
Estimated Fire Flow
Estimated Fire Flow 750 1,500 3,750 15,000

Fire flow on entire open 3-story building with exposure

Exposures, confinement, extinguishment
Limited access, unfinished roads

None None None
SM 3-47

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MANAGING COMPANY TACTICAL OPERATIONS: DECISIONMAKING

The students will:

An Incident Action Plan (IAP) is an organized course of events that

Incident Action Planning starts with identifying the strategy to achieve a

Once the plan is established and resources are committed, it is necessary

IAP's generally are not written for day-to-day operations. However, on

On large, complex incidents of long duration, the IAP must be written

Additional Planning Meetings are scheduled on a frequency dictated by

WHAT IS AN INCIDENT ACTION PLAN?

Definition: An organized course of action that addresses all phases of

Based on problems identified in size-up.

The action plan is the IC's solution to those problems.

Strategy and tactics comprise the plan.

Personnel safety should be an integral part of the plan.

Plan should include organizational structure.

Definition: Broad goals. Overall plan used to control the incident.

Strategy may have multiple components in order to gain control of an incident.

Lloyd Layman's seven factors may be used to assist in the development of a

Lloyd Layman's seven factors (RECEO VS):

A well-defined strategy gives personnel an understanding of the IC's plan and

Example: Components of strategy.

Initially, the strategy provides a broad plan of what the IC needs to do at an

Having a strategy indicates that:

Definition: Specific measurable objectives that are necessary for the

Tactics are measurable and can be completed within a reasonable timeframe.

Example: Selecting tactics.

THE ACTION PLAN

Completes the second step in the command sequence.

Strategy and tactics need to be constantly evaluated to determine their

WHAT IS AN ACTION PLAN?

An action plan is defined as an organized course of action that addresses

The definition emphasizes some key points that go into making up an

Other components of an action plan should include an organizational

What needs to be done.

Action planning starts with first identifying a strategy. Strategy is defined

Strategy is broad in nature and defines "what" must be done to provide a

Conditions: Alarm at 0245 hrs., fire on floor 1 of a 2-story, single-

Problems: Rescue of possible victim(s), fire on first floor, and

Rescue victim on second floor and conduct primary search.

Perform ventilation - (ventilation/rescue/confinement/salvage).

Confine fire to area of origin.

As incident operations progress and the initial strategy is met, the IC

Conduct secondary search (rescue).

Extinguish the fire (extinguishment).

Reduce further property damage (salvage).

Prevent rekindle (overhaul).

In developing the initial strategy, if the IC has identified more problems

Having a well-defined strategy gives personnel an understanding of what

Conditions: Alarm at 0245 hrs., fire on floor 1 of a 2-story, single-

Problems: Rescue of possible victim(s), fire on first floor, and

Strategy: Rescue, confinement/extinguishment, ventilation.

Tactics: Confine fire to room of origin, protect stairway for

The tactics in this example address "how" the strategy is to be addressed

THE ACTION PLAN

By developing the strategy and tactics based on the problems identified in

1. Read the information provided for your assigned scenario.

3. Place on an easel pad the problems that are identified.

4. Determine the applicable initial strategies.