Community SafetyTable of ContentsITEM PAGE #Title Page 1Standard Operating Procedure 3Incident Command System 3Domestic Fires in Multi-Occupancy Building (Harrow Court) 4Integrated Risk Management Plan 6Migrant Workers Housing 10Communication and Public Safety 13Works Cited 15Standard Operating Procedures The manner in which various Fire and Rescue Services have devised to capitalize on their resources which have been modified and improved over a number of years to enhance successful conclusions for the types of fires and assorted emergencies can be classified as the Standard Operating Procedure. It has the goal of making sure that the requirements, which have been formulated through time and incident trials, are in fact carried out at the incident, and that there is zero tolerance for deviation, which might compromise the established minimum for health and safety standards.
Incident Command SystemThe fact that the ICS is capable of being applicable on any level of incident, and it has adopted a common structure and jargon, it can respond and be effectively implemented in national or international incidents. The management protocol of the ICS was originally designed for emergency management agencies, it has a built in flexible, scaled response; and it can adapt to very small emergencies or tuned up to accommodate large emergencies.
In theory, the most positive aspect of the system is, the responders can be brought in from all types of agencies and immediately adhere to the specific type of command which is to serve as the operating mode for an emergency. The system is so standardized until there is a minimum chance for miscommunication among the responders, who normally do not work together. The hierarchical order of the command structure has resulted in the ICS being termed as a first on scene structure.
This usually enables the first responder who arrives on the scene, to normally be in charge of the scene, until the situation is resolved, or the first responder to arrive will relinquish the command of the scene to a commander who later arrives, and has more qualifications. Some of the studies which were commissioned to investigate the weaknesses in the system, pointed to the following, in stressing the need for a standardized system. At the scene of the incident it was not always clear to everyone, who was the person in charge; there were not any specific chains of command, or supervision.
The lines of communication were blurred; because with multiple agencies on the scene, there was a constant conflict of jargon. Additionally, the methodology to incorporate inter-agency stipulations into the management system was convoluted. It was a determination of the emergency managers that the previous management structure, which was different with each agency of responders, was not adaptable to addressing the mass mutual emergency responses, in that the responding agencies did not normally work together, there was more turmoil than coordination. That most of the agencies were unfamiliar with the structure and the terminology, and responders were not able to adequately adjust to situations. Domestic fires in multi-occupancy building ( Harrow Court)