Incident Command System and Fire Risk Assessment - Coursework Example

TABLE OF CONTENTS ITEM PAGE # Introduction i Brief History 1 Bronze, Silver and Gold levels of Command 2 Sectorisation 3 Line of Command (See Appendix “A”) 5 Sector Commander 5 Operations Commander 6 Incident Commander 6 Functional Officer 7 Span of Control 7 Use of Command Support 8 Inner and Outer Cordons 8 Fire Risk Assessment in the workplace 9 The Identification and Location of all persons at reasonable risk 10 Risk Reduction 10 Risk Evaluation 11 Principle and application of means of escape/a commercial building 11 Mechanical and Electrical means for protecting a building 14 Building Regulations 14 References 16 Appendix “A” 17 Appendix “B” 18 Appendix “C” 19 i Introduction In this paper I will highlight certain aspects of the Incident Command System, and Fire Risk Assessment, as the aspects of these two functions are elucidated one should develop a clearer understanding of the operations, procedures and responsibilities which are placed upon firefighters and rescuers, when they are deployed to an incident. Additionally, this piece will show that the fire and rescue apparatus strives to be extremely synchronized, when it comes to performing the many tasks which are brought into being as the result of an incident. This paper will show that whilst the Incident Command System may bring together different types of organizations, many of whom have never worked together in the past, that their training in a common emergency scenario, enables them to work together effectively and efficiently, towards accomplishing a common goal. The UK government has enacted legislation which makes it compulsory for businesses to ensure that their work environments are safe and healthy. Businesses are required to carry out risk assessments on their premises, to assure that untold hazards do not exist. Additionally, if certain types of hazards are discovered, then they are obliged to correct them, in attempts to prevent an incident. Also, if an incident does occur in their workplaces, employers would have provided adequate information and drills to their employees on proper evacuation procedures. The risk assessments in the workplace also provide the employers, via building regulations, the proper methods, and types of materials which should be placed in the repair or construction of buildings. 1 Incident Command System Brief History The 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; it can adapt to very small emergencies or tuned up to accommodate large emergencies. 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. The need for ICS grew out of a need to shore up response problems in the light of an emergency, and that most of the problems encountered by response teams not being both efficient and effective, were not borne out of a need for resources, but to a mounting communication and management defect. Some of the studies which were commissioned to investigate the weaknesses in the system, pointed to the following; 2 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. 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. Bronze, Silver and Gold levels of command The Bronze Commander is in control of all of the organizations resources at the incident scene. The Bronze commander is usually under the control of the police, an exception would be if the incident is a fire and rescue incident. The 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 3 gold command. The silver commander will then process the commands from gold and pass them over to bronze for action and completion. The silver commander as a rule is not located at the site of the incident, as they must work from a macro perspective and be aware of all of the bronze resources available at an incident. While the silver commander may coordinate with other agencies who have a parallel command, but must sustain their perspective of immediate purpose, so that they can achieve the gold strategy It is possible on occasion (but not often) to view a silver commander in a purpose built command vehicle. As a standard, it is not often that the silver commander will become directly involved on scene in the incident. Given the level of responsibility and skills needed to perform the task and stay on point, the position is usually given to senior officers, having broad based experiences. Each organization on site will have a gold commander, who is in control of that particular organization’s resources at the site. The gold commander’s will not be on site, and if all of the gold commanders are not situated at the same strategic location, they will be in constant communication with each other, to assure that the initial strategy is on course, and if retrofitting of the strategy is necessary, this is where it will emanate. Whenever there is an incident, no matter if the incident is a unified command, area command or single incident, there will only be one incident commander. At every level and function which pertains to the incident, the incident commander is the final decision maker. The credibility, or non-credibility of the incident rests with the single incident commander. Sectorisation 4 Sectorisation is based on the need to delegate specific responsibilities to those who will assume authority in an effort to ensure the appropriate command and enable safety monitoring of all associated activities at an incident. Sectionalisation should follow the prescribed model, except in exceptional cases. Whenever an incident is diverse, the demands will dictate the assigning of responsibility and authority to sector commanders, this becomes paramount for the sake of proper command control, monitoring of all activities and for safety. The Incident Commanders is the sole person, with the authority to create sectionalisation. The creation of sectionalisation is necessary when there are many things happening at an incident. Whenever an incident is moving fast, the sectionalisation is necessary to minimize distractions which may become greater than the recommended span of control. There are situations which might demand “limited sectionalisation” For example: There are operations which can occur at more than one location at an incident; say the front and rear of a building. Whenever such a situation is presents itself, the span of control of the incident commander could very well be two to three (as it relates to sector commanders). In a typical semidetached house fire, the incident commander has the ability to monitor the activity from the front as well as the back, by merely moving from one position to another. In this instance, there will probably not be a need to sectorise. Lets take it a step further and say the house is a midterrace dwelling, and the access from front to back is restricted. Even though this would be classified as a small incident, but since the incident commander is not able to move from front to back effectively, he has no choice to perhaps maintain his monitoring from one position and then appoint a sector commander to provide information from the other.as follows; 5 Frequently, operations take place in more than one location during an incident, for example at the front and rear of a building. In such cases the Incident Commander's span of control may only be 2 or 3 (to sector commanders). For instance, at a typical semidetached house collapse the Incident Commander has the ability to monitor tasks at front and back simply by moving to and fro; there is unlikely to be a need to sectorise. However, if the house is mid terrace and there is no quick access from front to back, then despite the small span of control, it is unlikely that the Incident Commander will be able to adequately manage operations and supervise safety at front and back. In this case the most appropriate response would be for the Incident Commander to retain command of the front of the building and any support activities, but to nominate a Sector Commander. Also, lets say there is an auto accident. Ostensibly, there is no immediate reason to sectorise. However, if the car has rolled forty of fifty meters down an embankment, then there must be rescuers assigned to the car, while the main incident scene is the roadway, in all probability, the car will be assigned a separate sector. Line of Command (See Appendix “A”) Sector Commander On site operative who has the responsibility of keeping abreast of all resources which are available within the sector and available to its sector members. This person will also receive input from the various persons within their sector concerning the running status of the incident, and receives recommendations from the various actors on resources which are needed, safety concerns, and rescue hazards or obstacles. This operative is the micro member ( to which there are several depending on the type and scope of the incident) of the bronze command, and the data collected is forwarded to 6 silver command to be synthesized and fed to the gold command. Ideally, there is a section commander to personally interface and accommodate the needs of each unit which is on scene at an incident.( see Appendix “B”) Operations Commander This is the person who has the responsibility of coordinating the overall operations of several sectors. This person is directly responsible to the Incident Commander. Under normal circumstances, or when there is not an operations officer assigned to an incident, the sector commanders report directly to the Incident Commander. The presence of the operations manager dictates that the sector commanders now report directly to him. This logistical move which comes about whenever there are numerous sectors, assists in keeping the span of control manageable for the Incident Commander. In the event that the incidents at a site are not fast moving and multiple, then there will not be an operations officer. If there comes a time at an incident that there is a change of command, the newly arrived senior officer may in most instances appoint the former incident commander as the operational officer. Incident Commander The officer having overall responsibility for dictating tactics and resource management. Overall responsibility for an incident remains with the senior Corps officer present, but a more junior officer may also retain the role of Incident Commander. The Incident Commander must ensure that adequate resources are available and that arrangements have been made to control them..1 7 Functional Officer Whenever certain situations are designated as necessary to carry out key activities not specifically identified in the functional areas directed by the General Staff, a functional officer is appointed. For example, if a fire incident occurs at a resort area, which is remote. After assessing the situation it is discovered that there are injured persons who will require to be airlifted. In this instance there may be the need to establish a triage center, and have someone handled the logistics for the establishment of a helipad, the scheduling of helicopter trips, and the arrangements with area hospitals to accommodate the incoming injured. Span of Control This concerns itself with the number of persons who will ultimately seek an officers attention during the course of an incident. As a rule, the span of control which allows for effective and efficient operation, calls for a ratio of one to five, and in sime perhaps rear instances a ratio of one to seven is accommodated. If the incident is particularly fast moving then the span of control might be reduced to a ratio of one to three, or even one to two, depending on how rapid if the complexity of the incident.Since communications are an integral part of the incident effort, the span of control must be studiously handled throughout the term of the incident. Because there are numerous people who must have the attention of the officer to receive briefings, and the transfer of needed instructions, the span of control must be efficiently structured. At a major incident, the IC will delegate different tasks to subordinates in order to maintain the “span of control”, in order to keep the number of people reporting to him/her 8 to a manageable level.2 Use of Command Support Command Support is a role undertaken by one or more staff at an incident. The role typically provides recording, liaison, detailed resource management and information gathering for the Incident Commander. At large incidents Command Support may comprise a dedicated team working from a mobile command unit and may include individuals tasked with supporting Sector Commanders.3 Vertical sectionalisarion will either consist of internal and external sectors. Inner and Outer Cordons It has been found that the use of cordons are an effective method of maintaining safety and protecting resources. The inner cordon is considered to be a high hazard area, and entry is restricted to a minimum number of those required to work effectively and safely. Moreover, workers are cautioned to enter this area, only after they gave received a full briefing, and have been assigned a specific task. The outer cordon restricts public access into an area which is being used by rescue services and other support activities. The outer cordons are controlled by the police. The legislation in the UK which mandated the establishment of the ICS is, The Regulatory Reform (Fire Safety) Order 2005 and the Management of Health & Safety at Work Regulations 1992 The implementation of the Regulatory Reform represented a substantial change, as it relates to legislation, and the issuance of fire certificates or the effect thereof are no 9 longer a practice. The new legislation stipulates that all employers, or any person who is in charge of a workplace, must issue a plan which clearly indicates that measures have been taken to ensure that what is reasonably known as a suitable and sufficient fire risk assessment has been accomplished.4 Fire Risk Assessments in the workplace The Health and Safety (Signs and Signals) Regulations 1996 require that, in a workplace, fire safety signs and signals requiring some form of power (mains-powered smoke alarms and other fire warning systems) must be provided with a guaranteed emergency supply in the event of a power cut. Topping off the list in a workplace assessment is, the identification of hazards. Identify combustibles- these items are divided into two groups; combustible fuels such as paper, wood, and cardboard. The other type is highly combustible fuels, such as solvents, polyurethane foam, and solvents. Identify any sources of heat – workplaces commonly contain heat ignition sources, some of these sources will be obvious, i.e. cooking equipment or other open flames, others may not be as obvious, such as the heat from electrical equipment or heat process. Identify any unsafe acts – Individuals who ignore caution signs, i.e. smoking near known combustible materials. Identify any unsafe conditions - permanent areas which may assist a fire to spread. These can be areas of hardboard or tiles (polyurethane), or open 10 stairways which can enable flames to spread rapidly, throughout the entire building, and will prevent obstacles for people to exit safely. The Identification and Location of all persons at Reasonable Risk The employer must approach this entity from a holistic standpoint, and special attention must be given to certain types of workplaces. Given the nature of the workplace, certain individuals may be at special risk. This may be in part due to the role the employee plays in the carrying out of their responsibilities. These considerations must be viewed carefully if a boarding situation is on site, if there are individuals who are challenged either mentally, physically or visually. If there are older persons involved and their reaction time is somewhat retarded. Also, whenever there are persons who are not in the general flow of activity. It is important for the employer to be aware of the types of persons who frequent the workplace. There is a standing possibility that some visitors may possess a disability which is not obvious. Risk Reduction Subsequent to an identification of the known risks in the workplace, one must now think of ways to remove the risks identified which will assist in the prevention of a fire occurring and spreading. The objective must be one of minimizing and or removing the risks, which may result in harm to persons in the workplace. Removing the hazard altogether Reducing the hazard to the point where there is little or no risk Replacing the existing hazard with a safer alternative Segregating the hazard from the workplace 11 Developing a prevention policy and culture to ensure hazards do not occur in the workplace. This should be a dynamic assessment, involving preplanning if introducing new processes or working practices, and appropriate control measures put in place.5 Risk Evaluation An attempt should be made to classify all the risk which have been identified into three groups; ‘high’, ‘normal’ or ‘low risk’. A high risk area is when the time needed to evacuate is minimized due to the rapid pace of the flames, These types of areas usually include explosives and highly flammable materials.A high risk situation can also develop due to certain types of evacuation procedures, i.e., persons sleeping at the location, the elderly, or the type of activity in the work place. Normal risk is associated with a majority of the workplace areas.In these areas, the onset of a fire may remain confined to its spot of origin, or it will not spread rapidly. With effective fire alert systems, which allows the persons to move to safety. Low risk is associated with areas representing a small risk to the lives of individuals.This occurrence is so classified in situations where there is sufficient time for persons, after being alerted of the existence of a fire, they have enough reaction time to assume a safe exit.(See Appendix “C”), maximum travel distances and associated risk rankings. Principle and Application of means of escape/ a commercial building Whenever the routes of escape and/or exit door are not in common use, they should 12 be clearly marked by the appropriate signs. These signs should be placed where they are conspicuous. It is highly suggested that these fire exit warning signs be displayed as pictograms, which will provide direction to the appropriate exit. The should be alternative means of escape from the work place. If a route only prides one way (dead end), to escape, it should be all means be avoided as suitable. Simply, if only one direction, then people will be relegated to moving in the direction of the fire to escape. The ideal escape route is one which is independent of all others, and it allows the escapees to make an exit away from the cortex of the fire. All escape routes should be coursed to deposit its users into a safe place.It is absolutely imperative that escape routes be provided, and they must be kept free of all obstruction. In some larger workplaces, the emergency arrangements are designed to allow people who are not at immediate risk from a fire to delay starting their evacuation. It may be appropriate to 'stage' the evacuation by initially evacuating only the area closest to the fire and warning other people to 'stand by'. The rest of the people are then evacuated if it is necessary to do so. This is known as a 'two stage' evacuation. The fire warning system should be capable of giving two distinctly different signals (warning and evacuation) or give appropriate voice messages.6 Alternatively, and usually only in the most complex buildings, the evacuation could take place floor by floor. This is normally done by immediately evacuating the floor where the fire is located and the floor above. The other floors are then evacuated one by one to avoid congestion on the escape routes. This is known as 'phased 13 evacuation'. Because of the extra time this type of evacuation takes, other fire precautions are likely to be required. These include: voice alarm systems; fire control points; compartmentation of the workplace (with fire-resisting construction); and sprinklers in buildings where the top floor is 30 metres or more above ground level.7 In the workplace where there are members of the public involved, it may be appropriate not to sound a general alarm, in order to effect a safe evacuation. In not sounding the general alarm, there must be an employee pre-arranged evacuation plan. To alert the staff of the occurrence of a fire, then an employee or staff alarm, should be activated. This procedure can be carried out via discreet sounders, or a coded phrase from the public address system. Irrespective of where the fire is situated within the building, once notification has been conveyed, workers and visitors should be able to follow a well noted route to safety.This route must be protected with the provision of fire-resisting construction. Additionally, a fire-resisting route should also be in place for those who provide overnight accommodations or facilities for the sick or aged. The fire risk assessment is not a one-off procedure. It should be continually monitored to ensure that the existing fire safety arrangements and risk assessment remain realistic. The assessment should be reviewed if there is a significant change in the work 14 activity, in the materials used or stored, or when the building works are proposed.8 Mechanical and Electrical means for protecting a building The type and magnitude of the fire detection system in a building will be largely dependent upon the items discovered through the conduct of the risk assessment. Installing an effective, reliable automatic fire detection system, linked to an effective fire warning system, can sometimes allow people to reassess the degree of structural fire protection required on escape routes. This can provide a more cost- effective and convenient fire precaution. However, the whole subject of trade-offs between structural protection and other fire protection systems is a complex one and such decisions should only be made after consultation with your local fire authority.9 Building Regulations In England and Wales the Building Regulations 1991 (in Scotland the Building Standards (Scotland) Regulations 1991, in Northern Ireland the Building Regulations (Northern Ireland) 1994) apply to new buildings and to building work such as the erection, extension or material alteration of an existing building. They also apply where there is a material change of use. The Regulations impose fire safety requirements covering matters such as: Obviously, the means of escape in case of fire is of paramount concern; That this primary concern be adequately addressed, and the appropriate allowances are adhered too 15 in the design stages, so if and when a fire does occur, then those present at the time, can escape from the scene safely. Of course, this would include positioning a fire alarm system, which would provide early warning. There is a stipulation which preclude the linings of buildings to be of materials which would support a fire to spread rapidly. That fire resisting walls and partitions should be provided where necessary, and serve as a retardant in the fires’ rapid spread. Slowing the spread of the fire would inhibit a premature collapse of the building. The Great Fire of London (1666) prompted the Government of the time to issue bylaws to prevent the spread of fire between buildings in London . Later acts of parliament expanded their scope to deal with sanitation and public health. In 1965, these local building by-laws were replaced by national Building Regulations, which exist to this day. The current format (Simple Regulations plus Approved Documents giving technical guidance) of the Building Regulations was created in 1985. They are divided into 'parts' and each 'part' deals with a specific technical aspect of construction or design. The Building Regulations were fully updated and reissued in both 1992 and 2000, with further major amendments in 2002. The UK building regulations stipulate that buildings be sufficiently spaced from each other to prevent the spread of fire between buildings, and that control must be instituted on the number and size of openings on individual boundaries. Building placement is critical in the elimination of preventing the fire to spread to other buildings, and it is also critical to the fire brigade in having workable access to fight and control the fire. . 16 References Operations Incident Command, Command Support, version 1.0, Retrieved on line on August 8, 2008, from www.stjohnsrescuecorps.org Incident Command System,(2003)Rockland County, Standard operating procedure. Retrieved on line on August 8, 2008, from www.co.rockland.co Operations Incident Command, Command Support, version 1.0, Retrieved on line on August 8, 2008, from www.stjohnsrescuecorps.org Regulatory Reform (Fire Safety ) Order 2005, and the Management of safety at work regulations 1992 Ibid Ibid Principle of means of escape, Retrieved on line at www.archive.official-documents.co.uk Risk Assessment, 90% of all UK businesses must now adhere to fire precautions, stage 7 monitor & review on a regular basis, retrieved on line on August 8,2008, from www.netconnected.com Retrieved on line on August 8,2008, from www.howtobooks.co.uk 17 Appendix ”A” Source:ICS basic organizational chart 18 Appendix “B” Source: ERT ICS, case example, July 2007 floods, Abington, Oxfordshire 19 Appendix “C” Maximum Travel Distances* (Measured to a relative place of safety) Low Fire Risk Normal Risk - Production Areas (Factory Only) Normal Fire Risk Normal Fire Risk Sleeping High Fire Risk More than one route is provided 60m 45m 45m 32m 25m Only a single escape route is provided 45m 25m 18m 16m 12m Source: merseyfire.gov.uk Read More