Self-Deployment Issues & Information

The following article is an excerpt from Greg Jakubowski’s 2011 article “Breaking News? Wait for the Call.”

Just about every firefighter wants to respond to “the big one.” The definition of “the big one” differs somewhat from firefighter to firefighter; regardless, in some cases, firefighters will try just about anything to respond to such a major incident.

The Self-Deployment Problem
No matter how bad the incident seems (and how badly we want to go), self-deploying to an incident happens completely outside of any organized incident management system. I knew the risks of our personnel going to New York on their own [for 9/11], without thinking ahead, so I held them up, sending them home to get clothes and supplies to prepare for a three-day deployment, which they did. By the time they returned, state and county systems were in place to identify available units and equipment to deploy to New York–if called for.

Not only does self-dispatching create havoc within the incident management system, units that show up unanticipated can create a drag on logistics for the receiving area. Most emergency apparatus can sustain themselves for an 8—12-hour operational period without fuel, food, water, etc. But in a devastated area, finding this support may prove to be very difficult for longer operational periods.

Since 2001, mutual-aid programs have been developed or enhanced to better organize and deploy resources in a number of metropolitan areas and states around the country. The concept of a “general alarm” (“If you can hear this radio transmission, get on your truck and head this way”)–or as it is more commonly known, a “Y’all come”–should now be a thing of the past.

No matter how large the incident, incident commanders (ICs) need to size up the situation/incident, determine the amount and types of resources needed and when they will be needed, and then place requests for those resources. In some cases, these resources will be needed immediately. In other cases, the resources will be needed later as relief companies for overhaul or recovery efforts. Regardless of whether they are career or volunteer, those resources should follow the system by responding when requested–not before.

What You Can Do
When faced with a major incident, volunteers should check in at their stations or with their leaders to staff single resources, task forces or strike teams. The availability of those resources should be communicated to a central point, such as an emergency operating center (EOC), communications center, mutual-aid coordinator or incident management team (IMT). It’s best to respond in a coordinated manner in task forces or strike teams, because these groups can easily fit into the incident management system that’s in place or being built at the incident scene.

Apparatus may need to relocate to cover empty stations or areas where other units are fully committed. No matter how much you might want to respond to “the big one,” you may actually be more useful standing by in your station, ready to cover an area for the next call. And if you’re “moved up” to a different coverage area, ensure that you have a contingency plan to cover your own area while your apparatus is gone. Whatever you do, be sure to communicate your availability and
intentions to that central coordinating point.

You may also be able to volunteer special equipment that might be needed at the incident scene, regardless of whether it’s needed immediately or some time later. However, just showing up at the scene with it can distract the attention of the IC, who likely needs to focus on bigger decisions. Maintaining lists of special equipment in advance and sharing those lists with agencies or organizations across the state, region or country are the best ways of ensuring that you can help meet incident needs if necessary.

Away from Home
If you are called to respond–and you need to travel to a major incident scene away from home–you must be self-sufficient. Keep the following points in mind when on the road:
–    Carry changes of clothing (clothing that’s appropriate for the weather), remember that the weather could change, and assume that shoes/socks/clothes may become wet and plan accordingly.
–    Never assume that there will be heating or air conditioning (or really any other resources) available in the affected area, or that you’ll even have access to toiletries.
–    Cell service may also be interrupted; personnel should preplan alternative means of communications to both their departments and their families.
–    Anticipate flat tires from debris. Do you carry a spare? Directional markings and signs may be obliterated. Do you have a reliable map of the area?
–    Plan for damage to your equipment as well as minor injuries to team members that may need to be tended to with little outside assistance.

How long is the deployment anticipated to last? In some cases, deployments are finite; in others, the length of the deployment may be open-ended. Who will take care of any responsibilities you have at home while you’re gone? Will your employer support your participation in responding to a major incident for hours, days or weeks? Some states have protection for this, but others may not. Check with your employer and your local/state regulations about this.

Final Thoughts
We need to train and drill for major incident responses so that we understand our capabilities and limitations, and can adjust our actions based upon lessons learned in these classes and drills. We need to organize our response in advance, be dedicated to serving our community and country, and do so in a highly disciplined fashion. By doing this, we honor the memory of those dedicated individuals who gave their all a decade ago, as well as throughout the history of our country.