Purpose of Incident Command System at Emergencies - Coursework Example

In this essay, High Rise flats incident at Harrow Court, Stevenage, Hertfordshire is analyzed in consideration with incident command system and its application. ICS is a dynamic and purpose built system and has the capability to handle incidents effectively. Incident Command System It is a standardized on-scene incident management concept, designed specifically to allow responders to adopt an integrated organizational structure equal to the complexity and demands of any single incident or multiple incidents without being hindered by jurisdictional boundaries. It is management system of procedure for controlling personnel, facilities, equipment and communications from different agencies to work together towards a common goal in an effective and efficient manner. Incident Command System is; A standardized, on-scene, all hazards incident management concept It allows the users to adopt an integrated organizational structure It matches to the demands and complexities of incidents/emergencies It is not hampered by any jurisdictional boundary It is also defined as,” The system, to achieve coordination necessary to carry out an effective and efficient response.” It is a time tested system for effectively handling emergencies field response. Proper management is provided using; Common terminology Consolidated action plan Modular organization Manageable span of control Pre-designed incident facilities Unified command structure Integrated communication Comprehensive resource management For implementing incident command system during emergency, the response effort is divided into five basic functions; Command Intelligence/Planning Operations Logistics Administration/Finance Gold Command level It is the major incident control room; strategic level implementation of senior and command functions. Gold commander holds overall control of the possible resources at incident. They operate from a distant control room and formulate strategy .Gold commanders are in constant contact with each other through telephone or video conferencing. Silver command Level It is a separate point of control; tactical level coordination and management of incident is conducted at this level. It is a tactical command level in which strategic direction from Gold command is managed. On this level commands are divided into set of actions to be performed at bronze level. This is not handled from the actual scene as they; Review ‘Bronze’ level re-sourcing Work for the achievement of Gold strategy Not operated for the incident itself Bronze command Level It is the first or forward point of control; responsible for the immediate deployment of resources in operational task. On this level all the resources are directly controlled at the incident. Bronze commander will work on the scene and ensure the safety and efficiency of the people involved. They are in direct control of police except fire and rescue incidents. Bronze commander has the responsibility of working for different location if the incident is large. They work for; Taking statement/interviews Cordon management Survival management Structuring an incident It is described as a standard system for dividing an incident scene into smaller command or functional units. A large scale and complex incident is structured by dividing it into sectors, for effective handling. Sectors are divides into three types; Functional Geographical Combination Functional These sectors are referred as ‘Groups’ (i.e. attack groups). Groups are assigned a specific task. Geographic Sectors These are referred as ‘Division’ (i.e. division C) .Division is area sector, floor levels are called divisions. Combination Sectors It may include both functional and geographic. Example Division 3 for 3rd floor Increasing complexity of situation demands the enhancement of management capability. In this scenario one person can only handle 5 to 7 people at a time efficiently. By dividing an incident in sectors, firefighters can increase efficiency and productivity level. Sectors help in managing command function into more controllable size by reducing span of control. Sectors provide better organization of incident scene and command structure. Large scale operations can be managed properly. Sector assignment also provides a large array of functions which can be implemented according to the needs of incident. Sectors help in dissolving communication clutter as most of the communication in a sector is done between sector commander and firefighters. It also reduces most of the radio traffic by eliminating the detailed transmission of company operations. For large and complicated incidents, sectors can help in implementing fire ground frequencies. Safety of firefighting staff is also one of the major advantages of sectors. Firefighter accountability becomes much easier through sectors as each sector is responsibility of a sector and safety officer. The line of Command Incident command system follows a single unified command line or chain of commands at an incident which is called line of command. However, officers are allowed to take action according to some urgent safety issue and to inform concerned command line officer as soon as possible. Incident Commander H/She is responsible for all aspects of response which includes defining incident objectives and managing all incident operations. Some of the major responsibilities include; Establishment of immediate priorities Safety of responders, workers, bystanders Defining incident objectives and strategies Organize and monitor incident Ensuring life safety Management of resources efficiently Implementation of ICS plan IC is the final decision making authority. He determines strategic objectives and implements them.He allocate resources to sectors according to needs of incident and concentrate on the main strategy. Operation Commander OC is responsible for coordinating the operations of several sectors. He is in direct contact with incident commander. When an operations commander is assigned, sector commanders report to the operation commander rather than IC. OC is responsible for; Direct actions to meet incident objectives Administer staging areas, Identification and utilization of resources Sector Commander SC is responsible for tactical and safety management, of a clearly defined part of incident. He operates within the instructions of incident commander and bound to follow the objectives set by him. His duties include; Monitor operation progress in the sector Details and execution of particular function Tactical development of resources Redirect and coordinate activities Direct supervision and monitoring Communicating needs/status report to IC To work in collaboration with safety officer Functional Staff Functional level of organizational staff has the responsibility for the primary level of incident management; Operations Planning Logistics Finance/Administration Functional commander reports to the incident commander directly. Functional commander responsibilities include; Management of tactical operation Span of control coordination Planning services for incident Situation status information/evaluation Processing of information (for action plan) Dissemination of information Formal briefings Communication/supplies/fueling Medical services Functional staff includes operation section chief, planning section chief, logistics section chief and finance section chief. Command staff and functional staff must be in touch for sharing vital information, estimation of situation and development at incident. Span of control It refers to the number of individuals or resources which can be managed effectively by one supervisor. It ranges from 3 to 7 people. The span of control is accomplished by organization of resources in; Section Branches Groups Divisions Teams Purpose of span of control is to avoid overload of command officer. Command Support Command support is essential for the provision of recording, liaison, detailed resource management and information gathering for successful operation at incident. Role of command support is performed by one or more staff members at an incident. In large incidents command support can be a dedicated team of individuals working as a mobile command unit, it may include sector commanders. Command support is used in the incidents where operational activity is involved. Incident command system is dependant on responsibility and authority sharing. Incident commander dictate tactical plan and decision making for the possible control of operations. A single command line make all this possible with the help of command support officer. Command Support Officer Role Using proactive approach for operations Ensure smooth running of an operation Planning and doing peripheral task for high risk areas To ensure smooth flow of information, through radio to the whole network of support function. Their responsibility is to work on support jobs for releasing commanders and crew members at the right point; to ensure concentration on performing operational activity effectively. With the development of incident, command support role increases for getting more resources. Inner cordons It is defined as an area from where emergency services perform, to rescue casualties and survivors. It is the immediate scene of operations, potentially hazardous which requires highest safety levels. It is usually managed by fire services and access to this cordon is restricted as evidence from this cordon needs to be protected as soon as possible. Outer Cordon It is the area which surrounds the inner cordon and seals off a wider area of the incident.Public are excluded from this cordon to ensure safety and to facilitate operations. It is usually managed by the police. Mode of action at incident Tactical mode The tactical mode procedure assists the incident commander to manage an incident effectively without compromising the health and safety of people. Incident is declared in Tactical mode as an outcome of the initial and subsequent dynamic risk assessment conducted by IC. It ensures the activity of crew in one sector don’t effect other sectors crew safety. It generates the records of the outcomes of dynamic risk assessment procedures. There are three tactical modes; Offensive Defensive Transitional Offensive mode This mode is applied to the single sector or the entire incident where the incident is being operated aggressively. Incident commander in offensive mode will establish that the identified risk is worth taking for potential benefit. It is necessary to determine the hazardous areas and crew should be supported by appropriate equipments and procedure training. Offensive mode is normal mode of operation for house fires, road and traffic accidents and industrial areas to fight fire, rescue and shut down the plant. Offensive approach is functional when identified risks are managed by additional control a measure which is accomplished by; Isolation Control Elimination Substitution Safety officer appointment Correct level of P.P.E Defensive Mode It may be implemented to a sector or the entire incident when identified risk are considered to outweigh the potential benefits no matter whatever measures or additional resources are used for safety and rescue. Incident commander fights the fire and operate form the ground to monitor jets and aerial help to avoid potential risks of life and property. Defensive mode keeps the crew out of the hazardous area. It also seeks help from the specialist or expert advice before committing crew. Transitional mode In large scale incidents “offensive” and “defensive” tactics are implemented at different sectors on the incident ground. When this strategy is applied the incident is said to be in “Transitional” mode. Its central objective is to keep commanders of all sectors, aware of the other personnel on the incident ground operating in defensive mode, who may be working in areas of risk. A building which is on fire where most of the sectors are in “Defensive” mode has an annexe which can be saved by using an “offensive” mode. Purpose of ICS at emergencies ICS is flexible and allows for organization expansion or contraction in a modular fashion as incident needs dictate. Thus, as incidents change in complexity or operational focus, the ICS can accommodate accordingly. The ICS is structured to integrate any type of resource including police, military, technical experts, international resources, and NGOs, and can be used to manage sudden onset disasters, long term relief efforts, or non-emergency events. An ICS organization is structured to ensure a manageable span-of-control, allowing supervisors to keep track of response activities without becoming overwhelmed by events. All emergencies and crisis events are by definition chaotic and highly dynamic, creating physical, emotional, and social disorder. The Incident Command system provides a means for government agencies to effectively manage such incidents and restore a modicum of order in a chaotic environment. ICS is a way to organize the functions of a team, so that every aspect of an incident response is addressed. This leadership model enables a team to communicate, cooperate, and get the job done. When ICS is used effectively, the full resources of the national response community can be integrated to manage the incident. Even in the “worst case” scenario. Advantages of ICS ICS provides considerable internal flexibility and people can work in close contact with each other. They can not only maintain and focus on same objectives but can also change their strategies according to the need and situation at a specific incident. Flexible for growing needs as resources and demands can be reviewed as per need. Cost effective and efficient because everything is planned and properly placed which ensure minimum resource allocation for more benefit. It monitors/analyze cost, accounting, procurement, time recording in a proper way which helps in after incident evaluation and analysis. ICS sets objectives and priorities for better and timely action and prevention of great loss. Gives control over situation and crew as a proper network is established between the whole crew through sectorization. Ensure maintenance of overall management plan under Incident commander. Development of tactical objectives, organization/direction of resources and evaluation and accomplishment of goals. Incident management will be a mess and full of chaos and disturbance without ICS. It may cause great loss in terms of life and wealth. IICS for high rise buildings In a large or complex building it may be necessary to introduce more than one sector on a floor. This system was necessary at an actual incident, where two sectors were required each with its own bridgehead, operating in different stairwells and an Operations Commander co­ordinating the sectors from the lobby area. All other aspects of the structure, e.g. lines of responsibility, lines of communication and reporting for the Sector Commander would function in the normal manner. Incident command system is crucial for high rise buildings as it divide the large working area into manageable units which are sectors. It is definitely easier and effective to work on a small unit rather than having control over a complete building. Divisions of sectors provide a fair chance of avoiding or limiting the loss to a single sector. It ensures maximum life safety and risk evaluation for future actions. In the absence of incident command system the situation becomes worse. These are only a few of disadvantages of not having ICS No command system No method of assigning duties No coordination and balance in activities No definition of functions and their relations No smooth flow of communication Harrow Court incident Harrow Court is an 18 storey residential tower block. On 2nd February 2005 Fire and Rescue Services received the first call, 15th floor of Harrow Court, Silam Road, Stevenage was at fire. It was an old building and has 103 flats arranged with six flats on each floor except ground which has only one flat. Two fire appliances were dispatched from Stevenage Fire Station; located half a mile from incident. Two firefighters Micheal Miller and Jeffrey Wornham went to locate fire and concluded that there was fire on 14th floor. They made entry to floor 85 and rescued one resident. They left him outside and went in again for the search of another resident. They re-entered the flat but they didn’t have any water to conduct any firefighting or protect themselves from fire. There was major fire development in the flat this time. Wornham managed to escape but entangled with wires which were fallen outside the front door and plastic trunk of wires melted as well. However, he was rescued from flat but he died in hospital. The Harrow court incident was not managed well at all. It was a mess of resources and they played with the lives of firefighters and residents. They lack proper responding capability in consideration with the scope of incident took place. Number of firefighters was very less. It was a major incident and there should be proper planning behind action. There was lack of monitoring of the incident through which firefighters could have accessed the fire development in flat. Proper analysis and assessment was not conducted and direct action made two brave firefighter losses their lives. With proper planning and monitoring a good assessment could be made about the fire. Fire fighter outside the front door could be rescued on time. Lives could have been saved if the incident is managed in a responsible way. Dynamic Risk Assessment It is defined as the continuous assessment of risk that is carried out in rapidly changing environment at an incident. Key elements in any risk assessment are; Identification of hazards Assessment of potential risk Identification of people at risk Monitoring and reviewing risk Effective measures application to control risk and avoid loss Dynamic risk assessment is crucial because; It informs IC about the; Immediate hazards People at risk Control methods for protection It continuously reviews changing conditions Assessment is made on the scene It updates and informs everyone involved It is quick and smart strategy Risk assessments and outcomes are logged properly for record Operational philosophy is to focus on the development of incident and change strategy for maximum safety and survival. Dynamic risk assessment is a process that ensures safety. It is at the priority of command decision. Dynamic risk assessment should be carried out within the framework of generic risk assessment; precaution should be taken wherever the risk is identified. More of the installation and maintenance work at the height by using various equipment on the other hand generic risk assessment in many cases specify what equipment may be used for operation. It is impossible to specify everything in advance so much have to be left on the judgments on the scene. When crew is working away from the incident scene dynamic risk assessment should be carried out. Generic risk assessment has three sections; A description of; Scope of the covered activity Significant hazards and risks Key control measures Technical references List of consideration which can be customized by IC A summery in the table form of risk assessment A generic risk assessment should ensure; Temporary access equipment is available Quality maintenance of equipment Ensure crew training Mike Miller and Jeff Wornham bravely fought at Harrow court incident and rescued one person but died trying to save the life of Nathalie Close. People at the incident did their best with the available resources and training but there were not enough firefighters initially and they didn’t had enough training for fighting high risk fires. Firefighters faced challenging situation without proper risk assessment and required standards of training and equipment. Incident command procedures were insufficient and inadequate provisions made it happen. Investigation identified that there were many organizational weaknesses in the development, monitoring and reviewing of standards which are established. Of course, the situation could have been much better if sufficient risk assessment system had established. Proper reviewing, monitoring and control of potential risk could have prevented loss. Loss of the lives at Harrow Court is linked with the lack of risk assessment combined with the absence of crew command training, breathing apparatus and fire behavior training. Inter-agency liaison It is crucial to establish and maintain a liaison with all other agencies that are mobilized and performing effective role in resolving an incident. They provide assistance to incident commander which involves liaison with other emergency services to; Coordinate activities Liaison with technical specialist ICS provides a chance to work with other agencies through unified command system. It helps incident commander in proper and systemic way to control and deal with the changing situations at incident. Multi-agency use is one of the key to success in operating at an incident. Depending on nature of incident two or three agencies work in close collaboration with each other and develop a single “incident action plan.” It ensures single set of objectives, collective approach for developing strategies. It also enhances the smooth flow of information between the key players. Incident commander is single but the approach is of a team to manage the incident. Police Keep general public away from the scene Look for suspicious activity or people at scene Block ways for suspected people Control evidence from the scene Ambulance To ensure timely provision of first aid Speedy access to hospitals Management and coordination with Safety commander Local Authority Provide necessary information of the incident scene Possible assistance in handling incident Help in identification Area security Environment Ensure safe disposal of burnt material Assist in handling chemicals and toxins Government Government officials adopt NIMS through executive order, proclamation or legislation as the jurisdiction’s official incident response system. They direct incident managers and response organizations in their jurisdiction. They train, exercise and use ICS. Integrate ICS into functional emergency operations; policies, plans and procedures Conduct training for responders, supervisors and command level officers. What other agencies would have been involved at the Harrow court incident and what would they have done to help? Police Inner cordon procedures which controlled many personnel in this complex incident, the police should have control an alternative safety zone. They could also have considered the delegation of the task within the agreed protocols between services. Ambulance & Hospital It could have provided efficient and timely reach to the injured. However, ambulance and hospital service is not directly involved in this tragic incident. Housing Department It could work for the right information about flats locations and management of proceeding activities. Social Services There was need for volunteers as fire service department couldn’t provide enough firefighters initially. Volunteers could help firefighters in many areas. Local authority (Structural engineer) Engineer should have properly brief firefighters about the structure of flats and their openings. Front door opening by Miller could have been avoided if he was told another alternative way. Conclusion Incident command system is a standard system for managing and handling all-hazards incident. It is a protocol which is designed for emergency management. It is designed to reduce mismanagement at incident and proper allocation of resources is made possible. Tactical mode establishment of the incident define everything for crew. Sectorization make things more easily and effectively manageable. Functional commander, sector commander and other levels of commands work under a single command which ensures maximum coordination. ICS has become more important with the increasing complexity of incidents. It also gives rise to multi-agency network for effective operation. It provides a flexible and cost effective system of management. Harrow court incident is analyzed and bad management areas are identified in this essay. Role of incident commander in controlling and marinating liaison between crew is important. It is high time for all the emergency response organizations to work under command management to ensure quality of work and safety of life and property. References Donald, W, Geoffrey, T, Christian, E, Frank, & Paul, M 2005 National Incident Management System, Jones and Bartlett. Lloyd, F & Novick, G 2005, Public Health and Administration, Jones and Bartlett William,E 1991,Firefighting Principles and Practices,Fire engineering books & videos. Read More