High Rise Incident at Harrow Court - Case Study Example

High Rise Incident Analysis Introduction This paper is based on an analysis of the high rise incident at Harrow Court, Stevenage, Hertfordshire. The flow of the paper will be along the following points: Explaining incident command and how it will be implemented during a major incident. Discussion of the purpose and advantages of instigating the incident command system at emergency incidents. Critical examination of the incident command system for high rise buildings. Discussion of the incident and critical evaluation of the management of this incident. Demonstration of the dynamic risk assessment principles in terms of effectiveness at this incident. The need for inter agency liaison. Through the progress of facts, details and technicalities, the paper will then reach a conclusion regarding the analysis carried out. This conclusion will summarize the features of the analysis so as to depict an accurate picture of the incident command system and risk assessment principles in the case of the Harrow Court High Rise incident. Incident Command System: Features and Implementation Also known as the ICS, an Incident Command System comprises of a variety of aspects as follows: Hazard Management Concept applied to any and every situation; Reduces the potential for miscommunication during emergencies; Flexible and measurable response organization; Consists of people from various agencies; Federalized management protocol for emergencies. (Source: National Response Team) The following is a basic organization chart followed by the incident command system: (Source: www.wikipedia.com) The organization chart as depicted above can be summarized according to the following levels of command as used by the Scotland Yard as developed by the UK Metropolitan Police in 1985: Gold: plays a strategic role in the planning process; Silver: plays a tactical role in the executive and decision making process; Bronze: plays an operational role of carrying out decisions in the executive process. (Source: National Response Team) In this case the structuring of an incident takes place on the basis of sectorisation. This secotorisation is a matter of creating unity in command, objective based management as well as flexible organization of men and resources. Sectorisation depends of resources: Water Decontamization Logistics HazMat Marshalling (Source: West Yorkshire Fire and Rescue Service) In this regard, there are a variety of responsibilities that are undertaken at various levels in the line of command. These are as follows: Sector Commander: is in charge of various sectors and taking decisions regarding resource utilization in each of the same. Operations Commander: is in charge of taking care of a particular line of operations in the executive chain. Incident Commander: can be divided into single incident, unified incident, or area command depending on the scale and requirement of the incident. (Source: National Incident Command System) In this regard, the functional officer is the one who undertakes the responsibility of tying in the different areas of operation as well as resource deployment and optimum utilization. The functional officer is the on scene officer. An example of the same is the public information officer or the incident safety officer. The meaning of span of control is the border or the limits within which the area of each officer or function is defined in the incident command system. The span of control encompasses all the communication that takes place within a particular sector or command area. In this regard, the command support is used in order to transfer command, undertake charge of a sector in the situation, implement strategic and tactical decisions and various other activities. Inner and outer cordons are one of the salient features of the command support officer’s job which helps in creating an environment within which the incident command system may be effectively implemented. An inner cordon is an area that is sealed off and related to the immediate area or environment within which the incident has taken place. On the other hand, an outer cordon refers to the sealing of the entire area in and around the location of the incident. These are methods employed for various strategic, tactical and operational modes of decision making and execution within the incident command system and the establishment of the span of control. (Deakin et al, 2000) The use of inner and outer cordons depicts the use of tactical modes that can be further divided into the following: Offensive: this can be applied to a particular sector or the entire incident so as to identify risks and commit resources to hazardous areas. Defensive: Here, the risk is far greater than the potential benefits. While no crews are committed to the hazardous area, there is a focus on the protection or defensive mode. Transitional: This takes place when both offensive and defensive tactics are employed. (Source: National Incident Command System) Purpose and Advantages of Instigating ICS at emergency systems: Placement of the right man at the right place, at the right time. A study of the motions and material handling practices within the organization or situation, so as to find the fastest and easiest way of carrying out an activity. The implementation of cost accounting in all areas of operation, tactical and strategic activities. De centralization of responsibility and authority so as to place a group of men under the supervision of one commander per area of operation. To create room for four to eight functional officers who will take care of various aspects of the overall task, so as to ensure that each sub task is carried out as regards minimum motion and cost per person. The use of ICS at emergencies can be furthered through adequate training and development tactics even when there is no incident. This can be done as follows: ( ii ) Definition of specific knowledge requirements - this stage to examines the skills and knowledge level that is required to be developed within the information assurance system in order to meet the new objectives identified by the training needs. This helps the management gain perspective as to which kind of training strategy will be the most effective one when adopted for the situation at hand. ( iii ) Planning process – This includes paying special attention to the training techniques that have been used in the past and their effectiveness. This helps show any deviations and how they may be modified or discarded entirely. Further, in the planning stage, one also decides on the locations of training, which is generally based on the model being followed to meet training needs and objectives as well as other learning requirements. ( iv ) Trainer Competence – For competence in communication and soft skills, it is crucial to have the right mix of all factors. One of these factors includes the trainer. While the organization itself may have a training department, it may also source its training projects to external trainers. These trainers are sent by training companies who conduct sessions over a period of a few weeks depending on the situation at hand and the employee requirements. Therefore, in choosing a competent trainer, the organization makes sure that it gets the best of development as these trainers know the knack of basing their training on the availability of suitable training methodologies and the degree of responsibility within the ICS. ( v ) Evaluation of training – this is where the planners evaluate the training needs and prioritize them before carrying out a similar process of evaluation for the training strategy they have in mind so as to link the strategy with the needs and reach certain projections regarding success or failure. This helps bridge numerous gaps in the implantation stage and is thus extremely important and beneficial for a smooth sailing process. Through this process, there is also an increased focus on the specific training objectives so as to zero in on the best strategy, which will produce the scope for improvement and enhance the effectiveness of training. ( vi ) Implementation process – In this regard, the assessment of the existing training methods are taken into consideration so as find the best option for making use of the training strategy in terms of development of individual areas. This helps save time and cut cost besides rendering a certain amount of effectiveness and authenticity to the whole process. Incident Command System for High Rise Buildings The above diagram is a depiction of an example of sectorisation for a high rise building. The sectorisation for high rise buildings must consist of the optimum deployment and utilization of resources. Managing a high rise building is a matter of creating sectors so as to give out commands easily and smoothly in case of strategic, tactical and operational importance. The sectors for operation must include: Vulnerability assessment & intrusion detection systems Risk assessment & risk management Backups & business continuity planning Disaster recovery planning Computer incident response teams Digital investigation & incident post-mortem Privacy & anonymity in cyberspace; censorship & content filtering Management responsibilities & liabilities The future of information assurance Professional development The Harrow Court Incident The Harrow Court Incident refers to the tragic chain of events where two firefighters – Firefighter Wornham and Firefighter Miller – lost their lives on the 2nd of February, 2005. The cause for this was faulty organization of resources and commands that led to a miscalculation of the risks involved. (Fire Brigade Union) In this regard, everything that has been earlier described in this paper culminates into the fact that the span of control must be open and clear so as to depict a clear understand of the following points: Operational area of command; Strategic Decisions involved; Risk awareness; Span of control; Knowledge management within the relevant agencies; Tactical support; Command support; Sectorisation. These points should be taken into account so as to create a relevant training strategy which in turn will reduce the risk of such events in the future. (Fire Brigade Union) Risk Assessment Principles The basic risk assessment principles cover the following aspects of risk and incidents: Initial Stage of Incident Development Stage of Incident Closing Stage of Incident Post Incident Review Dynamic Risk Assessment (Source: National Incident Command System) The principles in this regard cover all these levels. The basic principle here is that risk, in case of varied operational decisions, is seen as a focus of single determinants of behaviour arising from risk theories. (Stephenson, 2004) Various unresolved contradictions can be reconciled by examining the usefulness of placing risk propensity and risk proportion in a more central role than has been previously recognised through effective risk assessment programs. Based on such analysis, it is believed that the propensity of risk dominates both the actual and perceived characteristics of the situation as a determinant of risk behavior. In this case, dynamic risk refers to the changing face of risk the uncertainty that goes with where it might strike from. On the other hand, generic risk is a more risk averse form that comes from the fact that the risk is foreseen in terms of areas and hazards. (Stephenson, 2004) Such an observation can safely justify the finding that suggests that apart from being central to any and every situation or organization, risk is something that organizations need to meet in an integrated manner. This can be attributed to the fact that at the end of the day, any damage caused has far reaching implications of its own and is deeply rooted in the genesis of risk taking and management. In the case of the incident command system, the one question we need to ask before proceeding any further is whether mere risk assessment is enough to act as a strong foundation for resolving all those difficulties arising out of risk management in case of various damage control activities. The answer is, no. And more and more organizations in the social arena are beginning to recognize this basic premise, which has led to creativity in the sphere of dynamic risk management strategies and principles. It has become necessary therefore, to keep reinventing the methods and strategies to be used in order to overcome the dynamic perils enumerated above, in a timely and cost effective manner. (Brussin, 2006) At the Harrow court incident, the dynamic risk was not taken into account. There was more attention paid to the generic risk which led to the death of the two firefighters. Here, the dynamic risk was the opening of the front door which led to an increase in the fire situation. Further, Wornham got entangled in the cabling which shows a faulty appreciation in the command system. (Fire Brigade Union) The mechanism of dynamic risk management extends to preliminary planning as well. To be prepared and organized for the contingencies in advance will help the managers cope with them more easily. This can be further propagated by the use of timeliness and efficiency in the response stage with a reliable communication system, logistics and flawless coordination to boot. (Stephenson, 2004) For this purpose, in the incident command system, damage assessment and reporting should constitute of the preliminaries of restoration and restructuring apart from playing an important role in the formulation of a crisis management plan. Inter Agency Liaison A conjoined effort by a variety of organizations and authorities is a prerequisite for the success of the plans that have to be implemented in terms of the agreements between these agencies. There is also a need for a more concerted effort to coordinate and plan activities and events that first and foremost help these agencies interact with other, and then formulate plans as to how people in such incidents can be helped. In this regard, it is imperative to note that these activities must be presented as platforms where there is a raising of awareness regarding the issue and the policies attached to the same. Further, these events must be places where victims and their families come together to interact and help each other. Further, the need for specialist services is imperative to make sure that there are guidelines that dominate the operational spheres of each of these agencies with respect to tools like local forums as well as the conditions of the services offered. (Hester et al, 2002) In this regard, the various agencies involved for the aftermath in terms of appreciation, investigation and medical support as well as decontamination and sanitisation were: Police: appreciation, investigation Ambulance: medical and clinical support Local Authority (municipality): decontamination and sanitisation Environment: decontamination, study of cause and effects Government: financial and institutional support The role of housing department could have been included and expanded in the Harrow Court incident so as to carry out deeper research and analysis as well as propose recommendations to avoid such cases in the future. Further, the social services needed to step in so as to understand and promote the interests of the bereaved. Conclusion This case demonstrates that a lapse in the chain of command or span of control is a lapse for life. It has to be understood that undertaking and understanding risk are two different things. For risk awareness, there first of all needs to be a strong policy that differentiates between dynamic and generic risk so as to deploy resources according for the benefit of all. The command system must be transformed in accordance with these two kinds of risk in any situation. The Harrow Court incident basically shows a lapse of appreciation and this is something that needs to be fixed at the planning and tactical stage so as to garner results in the operational and command stages. (Fire Brigade Union) In this regard, there is a need for a systems based approach in training and development practices within the incident command system. References Deakin, Charled D; Deakin (2000). Clinical Notes for the FRCA. Elsevier Health Services. Brussin, D (2006). Professional penetration testing for better Security. CISSP Stephenson, P (2004). Getting the Whole Picture. The Center for Digital Forensic Studies. Wentling RM, Palma-Rivas N (1999) Components of effective diversity training programmes. International Journal of Training and Development. Marquardt, Michael J. (1996) Building the learning organization: A systems approach to quantum improvement. Mc-Graw Hill. Hester, M. Pearson, C. Harwin N (2002) Making an Impact. Child and Women Abuse Studies Unit. West Yorkshire Fire and Rescue Service. URL: http://www.westyorksfire.gov.uk/ (Accessed during: August, 2008) Fire Brigade Union. URL: http://www.fbu.org.uk/workplace/healthsafety/pdf/harrow.pdf (Accessed during: August, 2008) Wikipedia – The world’s free encyclopedia. URL: www.wikipedia.com (Accessed during: August, 2008) National Response Team. URL: www.nrt.org (Accessed during: August, 2008) National Incident Command System. URL: http://www.environ.ie/en/Publications/LocalGovernment/FireandEmergencyServices/FileDownLoad,2099,en.pdf (Accessed during: August, 2008) Read More