The Role of Fire and Rescue Service in the Haiti Earthquake - Case Study Example

LAW, JUSTICE AND COMMUNITY STUDIES LAW, JUSTICE AND COMMUNITY STUDIES Insert name: Insert course code: Instructor’s name: 20 September, 2010. Introduction Fire and Rescue services have a lot of work and require maintaining effective communication between all the agencies to enable a well coordinated team approach. The services of this department are required to rescue people trapped by fire or wreckage of debris as it was in Haiti earthquake. They also prevent further escalation of the incident through controlling or extinguishing fires. This call for a well trained team which will collaborate with one another so as to achieve the goal. In some incidents, there are chemicals that may be flammable. Furthermore, there are chemicals released in the event of fire. The role of fire and rescue service is to deal with released chemicals or other contaminants. When a calamity occurs, there are normally a lot of injured people in the scene. The fire and rescue service assist the ambulance service with casualty handling. It is also the role of fire and rescue service top help the police with body recovery. Like in Haiti earthquake, the fire and rescue service was much involved in excavating the bodies that had been buried by the debris. The team was also involved in taking the lead on health and safety within the action circle (Great Britain: H.M. Fire Service Inspectorate 2007 p. 32). Since this team offers its services to all people across the globe, it meets people of diverse culture and thus the need to act ethically in homes, workplaces, communities as well as in nations. As the fire authority becomes part of the UK’s international search and rescue team, it is important to address how this would affect the services legally, ethically as well as globally. The legal effect of internalization of a fire and rescue service As the fire and rescue service expands it role, there are other services like emergency medical services (EMS) that will expand. This fire and rescue service will be needed to provide different models and levels of EMS. It ought to include the basic first level responder level, as outlined by the medical regulatory agency; the basic emergency medical technician level (EMT-B); the intermediate level (EMT-I); and the paramedic level (EMT-P). At both paramedic and intermediate levels, regulatory agencies may allow certain procedures based on need, training as well as local medical protocol. As the service expands, the models of service delivery will require incorporating treatment and transport at all levels; treatment at all levels with a combination of public, private, or third party transport; and treatment with only private transport. This will require the new employees to have some level of emergency medical training and certification (Cote, 2003 p. 172). As the roles and services increases, the risks also increase such as the communicable and infectious diseases. The fire and rescue service members, for instance, who were providing patient care in the Haiti earthquake, placed themselves at risk at the incident scene. However, some of the risks were found in the facilities in which they worked and lived with. The management is required to undertake some measures in enhancing the safety of the service members: Ensure that all the service members wear protective clothing. The management should make sure that all the service members are immunized and vaccinated. Management ought to ensure that all members adhere to an exposure reporting system. A thorough check-up should be done to make sure that all clothing and equipment have been cleaned and disinfected. It is the role of management to ensure that all the service members in the scene have acquired the needed training. Different scenes require different kind of training and approach (Cote, 2003 p. 172). If all these practices are followed, then the fire fighters would be offered a level of protection by the standard program. The department is required to comply with the rules and regulations of the standard program. After such an event like the rescue at Haiti earthquake, the fire service would need an educational venue to explain to fire fighters that the protective clothing they wore at the incident are contaminated and could be harmful. It is likely that without such education, many would take the clothing home and let their children play in the clothing, or even maybe wash it with other family clothes and the spreading the contamination to family members or friends. Such scenarios are common and the fire authority department is required to clean the fire fighters’ protective clothing every six months at the minimum. This is to assist the fire fighters to protect themselves so that they can continue to provide services to others (Cote, 2003 p. 173). The fire authority must have concerns over the successful delivery o these projects as well as the modernization agenda in general as failure to do so would indicate an abdication of the statutory duties that not only currently but in future will continue to fall on the fire authority. The management is required to check on the robustness of the business cases and impacts on its local value for money priority. The management needs to put into consideration the source of money for provision of additional equipment beyond the current scope of supply. It should as well provide information concerning the same to the local government so that the government can address the capital costs of provision. If there will be no timely information with which to plan for the future, as the government highlights the ranges of Local Authority capping, this may militate against the successful implementation of the project (Great Britain: Parliament, House of Commons, Communities and Local Government Committee, 2006 p. 178). The project of the fire authority becoming UK’s part of international search and rescue service may increased its costs of local project delivery and interim business continuity as well as new burden issues. This is an area that the management is required to address keenly. Some of the main issues may relate to the cost of ensuring the existing control rooms remain fully functional until cut over to the retention schemes for staff and support for interim technical upgrades due to the extended project timetable as well as the revenue associated with the migration such as training a larger number of staff due to changes in procedures and technology (Great Britain: Parliament, House of Commons, Communities and Local Government Committee, 2006 p. 178). The fire authority may face challenges in the legal liabilities, accountabilities and the structure of governance for the Control Center. The management is needed to be prepared for the undeniable complication of the governance structures at the regional level as well as the remaining legal liabilities that will keep on falling on the fire authority. Becoming an international search and rescue service provider may raise the issue of transfer of legal liabilities of operational failure at the international level to the local fire authority which would appear to have little direct control over the international entity. There is need for clarity of legal responsibilities. The management should also address fully the issue of staffing. This can be done by properly resolving any governance issues and creating employing entity. Proper planning is required so as to maintain the existing staff and their expertise (Great Britain: Parliament, House of Commons, Communities and Local Government Committee, 2006 p. 179). The internalization of a fire and rescue service and its global effect When the fire authority becomes part of UK’s international search and rescue service, it will be of great help globally. During the Haiti earthquake, UK played a great role in assisting the victims of the calamity. Therefore, if our fire authority joins the international counterparts, this will be of great help in curbing much damage and death if such calamities do occur. According to global analysis, there are a lot losses that do occur that are related to fire or earthquake. Haiti is one of the many examples we have of how a country can be left devastated due to a calamity. Internalization of the authority will help globally in rescue processes. The management need to ensure that the services are effectively planned ahead, measures are put in place to prevent emergencies as well as responding to them, management engages in wider local and national government agendas, show robust governance frameworks and strong leadership in addition to effectively managing their performance apart from demonstrating value for money (Food and Agriculture Organization of the United Nations, 2006 p. 15). At international level, serviced is the subject of a fundamental change program – not just relating to what it does, but also in respect to its culture and core values. Since modernization agenda started a long time ago, most of the Fire rescues Authorities have spent the recent decades diversifying their services so as to respond more effectively to local needs, in addition to establishing strong partnerships along with in-house teams aimed at promoting prevention and community service. This has been going on despite the poor leadership, lack of financial support and statutory provision from government. However internalization of the fire authority will enhance community satisfaction. Globally, the services of the fire authority will reach many people who are in need and this will positively impact the social wellness. Furthermore, the development of closer relations between Fire Rescue Services on international level in areas like procurement, resilience, training, specialist services as well as human resource management will improve the effectiveness, efficiency along with value for money of services in medium term (Great Britain: H.M. Fire Service Inspectorate 2007 p. 78). Globalization is leading to a lot of urbanization. Most of people who shift to reside in towns do not have information concerning fire. Thus most priority is given to those in urban centers. Also globalization has introduced more advanced equipments for fighting fire. There is use of mixed systems, with various agencies involved supported by expensive, mostly aerial fire suppression tools. Globalization has also led to a movement away from fire suppression to professional firefighters, which represents a shift from fire and calamity management approach to a more operational one. The internalization of a fire and rescue service and its ethical effect The internalization of our fire authority means cooperating with people across the globe. This implies coming together with people of different races and cultural differences. Most of the ethical issues that would arise are mainly related to racism and cultural differences. The fire and rescue service members ought to be impartial in service rendering. There are also issues of religion that may affect the members of the fire and rescue service (Finkbeiner, Ursell, and Davis, 2009 p. 22). There is need to train the member good morals so that they can be free to offer help to people from different races or religion. The management is required to address some the ethical issues by enhancing some key elements of teamwork. The management should promote good verbal communication. This will make sure that all the service members can effectively communicate with one another at international level. There is also need to enhance efficient written communication. This promotes the production of a good report on the occurrences that is presented to the management. These reports are mainly used to generate the cause of the accidents and how such scenarios can be managed better or prevented in future. If the service members are not well supervised, there may be negligence in the scene. The management should ensure and encourage efficient supervision (Jones, Endacott, and Crouch, 2003 p. 8). A good culture should be developed which will encourage team members to seek assistance. In so doing, the issue of independent work is eliminated, which results to numerous mistakes. When the team members assist one another at the incident scene, this promotes collaboration in finding a solution and thus saving more lives. Like in Haiti earthquake, a lot of collaboration was required at the scene. There were people who had been buried by buildings and only through collaboration that different and helpful ideas could be brought together to assist the victims. As our service members join the rest at international level, they should co-work with them with common goals of assisting the victims (Jones, Endacott, and Crouch, 2003 p. 8). In many cases where people of different races and culture come together to offer help, some communities feel more superior to others and ignore the contributions of the inferior. In an accident like the Haiti earthquake, the contribution of every member is very important and should be embraced. The management should be keen on ensuring that racism is eliminated if the teams are to co-work. Furthermore, the management should match the team roles to the abilities of the team-members. Teamwork can be promoted and practiced through the use of simulation where poor teamwork and communication have been demonstrated, practicing team roles using simulation has been demonstrated to improve teamwork (Jones, Endacott, and Crouch, 2003 p. 6). Fire and Rescue Services Act 2004 In accordance to the ‘Fire and Rescue Services Act 2004’, the Secretary of State has the power to make scheme constituting a fire and rescue authority for the combined area of two existing fire and rescue authorities. The Secretary of State has power to influence the operations of the fire and rescue authority, and thus the team members. According to section three of chapter three (which talks about the creation of fire and rescue authorities: supplementary), the Secretary of State may give directions concerning the combination of the combined authority. He also makes contribution in how the combined authority will be financed in addition to discharging the functions of the combined authority. Furthermore, the Secretary of State has the power to transfer the staff, property, rights and liabilities to or from the combined authority. He also makes the arrangements for the payment of compensation in respect of loss suffered by any person as a result of the constitution of the combined authority (Fire and Rescue Services Act 2004 p. 7). The Act also protect s the team members against discriminatory terminations such as the reductions in force (RIF). There should be adequate evidence and support for the performance or disciplinary termination. If this issue is mishandled, it can lead to legal disputes that can be costly and disruptive to the fire and emergency services agency. The Act gives every team member a right to respond to their accusers and have competent representation in the administrative process leading to termination (Smeby, 2005 p. 86). Conclusion The members of a fire and emergency services organization are always the most valuable resource in terms of costs and results. Without well-trained, well-equipped and well-prepared members, the important tasks at an emergency scene cannot be accomplished effectively, safely, or competently. The other fundamental issue that is crucial for success on the emergency scene is the equipment, consisting of stations, emergency apparatus, and safety equipment as well as specialized tools. The success of a fire and rescue service personnel manager will depend on a strong and viable relationship with the personnel office of the town, city or county. The fire and rescue services organization requires new members who have the ability to learn complex skills and knowledge, have courage, are physically fit, never mind getting extremely soiled and sweaty, can work in temperature extremes of both cold and hot, can tolerate working with or around critically injured or deceased victims, can operate in a family-like situation up to 24 hours and are team players. References: Cote A. E. 2003. Organizing for Fire and Rescue Services. MA, Jones & Bartlett Learning. From http://books.google.com/books?id=M8NZeVI6eZUC&pg=PA174&dq=how+Fire+and+Rescue+Services+is+related+to+law&hl=en&ei=-xGXTMaLCI-mONiNqYkJ&sa=X&oi=book_result&ct=result&resnum=2&ved=0CCwQ6AEwAQ#v=onepage&q=how%20Fire%20and%20Rescue%20Services%20is%20related%20to%20law&f=false (accessed September 20, 2010) Elizabeth Ii, Part 21, 2004. Fire and Rescue Services Act 2004. Norwich, The Stationery Office. From http://books.google.com/books?id=5jlX0WE7_psC&printsec=frontcover&dq=Fire+and+Rescue+Services&hl=en&ei=BvKWTMmPH5CIOJiAnZYF&sa=X&oi=book_result&ct=result&resnum=5&ved=0CD4Q6AEwBA#v=onepage&q&f=false (accessed September 20, 2010) Finkbeiner W. E., Ursell P.C. and Davis R. L. 2009. Autopsy pathology: a manual and atlas. PA, Elsevier Health Sciences. From http://books.google.com/books?id=KiGOSz9eGeUC&pg=PA15&dq=ethical+issues+in+fire+and+rescue+service&hl=en&ei=A2uXTLe3DZKROPLbrYgJ&sa=X&oi=book_result&ct=result&resnum=4&ved=0CDsQ6AEwAw#v=onepage&q&f=false (accessed September 20, 2010) Food and Agriculture Organization of the United Nations 2006. Fire management: global assessment 2006: a thematic study prepared in the framework of the Global forest resources assessment 2005. Rome, Food & Agriculture Org. From http://books.google.com/books?id=W_RckPE_SGIC&pg=PA38&dq=global+issues+in+fire+and+rescue+service&hl=en&ei=a0WXTKfGKZD_OcXV1YgJ&sa=X&oi=book_result&ct=result&resnum=5&ved=0CD8Q6AEwBA#v=onepage&q&f=false (accessed September 20, 2010) Great Britain: Parliament, House of Commons, Communities and Local Government Committee 2006. The Fire and Rescue Service: Session 2005-06. Norwich, The Stationery Office. From http://books.google.com/books?id=YMlZmgh0pU4C&pg=PA179&dq=legal+issues+in+fire+and+rescue+service&hl=en&ei=5BWXTLCzJYqCOOnAmYgJ&sa=X&oi=book_result&ct=result&resnum=2&ved=0CDAQ6AEwAQ#v=onepage&q=legal%20issues%20in%20fire%20and%20rescue%20service&f=true (accessed September 20, 2010) Great Britain: H.M. Fire Service Inspectorate 2007. Fire and Rescue Service manual: Vol. 2: Fire service operations, Incidents involving rescue from road vehicles, Volume 2 Norwich, The Stationery Office. From http://books.google.com/books?id=PnnoAUeyckoC&printsec=frontcover&dq=Fire+and+Rescue+Services&hl=en&ei=BvKWTMmPH5CIOJiAnZYF&sa=X&oi=book_result&ct=result&resnum=3&ved=0CDQQ6AEwAg#v=onepage&q=Fire%20and%20Rescue%20Services&f=true (accessed September 20, 2010) Jones G., Endacott R. and Crouch R. 2003. Emergency nursing care: principles and practice. UK, Cambridge University Press. From http://books.google.com/books?id=mxkWf_1_1jwC&pg=PT17&dq=ethical+issues+in+fire+and+rescue+service&hl=en&ei=A2uXTLe3DZKROPLbrYgJ&sa=X&oi=book_result&ct=result&resnum=7&ved=0CE0Q6AEwBg#v=onepage&q&f=false (accessed September 20, 2010) Smeby L. C. 2005 Fire and emergency service administration: management and leadership practices. MA, Jones & Bartlett Learning. From http://books.google.com/books?id=GaWrJ5bETssC&pg=PA74&dq=how+Law+influences+those+in+Fire+and+Rescue+Services&hl=en&ei=dc-WTMS_BIe6OOu3zYgJ&sa=X&oi=book_result&ct=result&resnum=10&ved=0CFAQ6AEwCTgK#v=onepage&q&f=false (accessed September 20, 2010) Read More