Community SafetyTable of ContentsItemPage #Title Page 1Table of ContentsIntroduction 3SCANNING 3Bronze, Silver and Gold 4Sectorisation 5Sector Command 5Operations Commander 5Incident Commander 6Functional Officer 6Migrant Workers Housing 6ANALYSIS 9Domestic fires in multi-occupancy building ( Harrow Court) 9RESPONSE 12 Communication and Public Safety 12Mid and Long Term 13ASSESSMENT 14Works Cited 16 Introduction The UK Fire and Rescue Service is currently plaqued by a number of problems, which adversely affect their ability to deliver and provide the services which are necessary for public safety. The problems which the service is experiencing have their basis in administratitive, managerial and operational shortfalls.
Observations about the effectiveness of the service usually indicate that the fire service is attempting to operate on a one size fits all basis, and that the delivery of services is predicated on policies and procedures which were implemented in the 1930’s. Most Councils have become cognizant of the need to update the entire fire and rescue service culture. The services operational problems with intra agency communication and facilitation at incidents, have prompted the rescue and fire services to adopt the Incident Command System. The management problem of inadequately dispatching apparatus and personnel to incidents have been addressed by the Integrated Risk Management Plan.
The problem of personnel not having received proper training to affect their jobs, particularly when the incident positioned them to engage high rise firefighting has been addressed by the formulation and implementation of the Generic Risk Assessments. Additionally, code enforcement and non-adherence to code, has resulted in a high incidence of fires in dwellings occupied by migrant workers. SCANNING In formulating The Incident Command system, some of the studies which were commissioned to investigate the weaknesses in the system, pointed to the need for a standardized system.
At the scene of the incident it was not always clear to everyone, who, or which agency was in charge; there were not any specific chains of command, or supervision. The lines of communication were not clear; and due to the presence of multiple agencies on the scene, there was a mounting contradiction of jargon. Additionally, the non uniformity of 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. This dysfunctional reality resulted in the hierarchical formulation of the following concept: Bronze, Silver and Gold levels of command The Bronze Commander is in control of all of the organizations resources at the incident sceneThe positioning and function of the bronze is to ensure that safety and efficiency are a number one priority.
In the event of a large incident which spreads across a wide area, there will be a number of Bronze positioned to assume responsibilities. They will generally take statements, handle survival management and cordon management. The role of the silver commander is to serve as the tactical commander, whose responsibility it is to manage the strategic directions which are conveyed to it from the gold command. The silver commander will then process the commands from gold and