Buncefield Oil Storage: Effective Incident Command System - Case Study Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Title : Incident Command Tutor : xxxxxxxxxxx Course : xxxxxxxxxxx Introduction Incident command system is a clear structure for the many activities involved in controlling hazardous incidents such as fire explosions. The main element of an incident command is that there is one person who is in charge of all the activities in the incident and the person is also responsible for the overall command of the incident as well as establishing the goals and objectives that will guide their activities. The main importance of an efficient incident command is the appropriate utilization of the available resources while handling the emergency at the same time conducting the response in a controlled and well organized manner (Primedia 2001). It is very important for the organizations dealing with explosives to have a well structured and functional incident command system. This can be justified by the incident that took place at Buncefield oil storage and transfer depot where a series of explosives that were followed by fire outbreak destroyed a large part of the depot. This incident left 43 people injured and 2000 others displaced from their residents. This was evidence that Buncefield organization had not established effective mechanisms of dealing with emergencies which could have reduced the extent of damage caused on both the organization and the external environment. Organizations can also link with agencies that are involved in emergency response activities to help them in times of such incident. This presentation will look at various concepts that can aid effective management of emergency situations. Importance of an effective incident command system for large scale incidents An effective incident command is one where in case of an incident, the team is able to coordinate its operations within the shortest time possible, and will rescue almost 100 percent of all the people and property involved in the incident with minimum harm possible. To achieve this, there must be set policies, procedures, the personnel and all the facilities required which will be combined to offer emergency response to any type of incident. Since coordination is usually a problem in the large scale incidents such as Buncefield, it is very important for the management team to have a strategy that will enable them in dealing with whatever size of an incident. One of the reasons as to why Buncefield should have an effective incident command system is due to the nature of its products. Organizations that deal with explosives and flammable substances such as oil are more prone to emergency incidents compared to those dealing with non flammable substances. An incident can therefore take place at any time during the operations of the organization and such explosions may result to great damage of property. A well organized incident command can ensure that there is immediate response which will prevent great loss such as the one that occurred with the 2005 incident. The key element in an effective incident command is ability to coordinate the response team. With proper management, coordination may be possible and this ensures that there is no confusion of activities during the response mission (GB: Hertfordshire Fire and Rescue Service 2006). Another reason for an effective incident command in a large scale incident is the nature of the complexity that comes with the large scale incidents. The large scale incidents require large scale response team. This is because they involve damage to people and property that are within and without the organization. For example, the Buncefield explosion damaged the organization’s property, the employees, people in the surrounding environment and their property. That is a complex incident that would have required emergency operations taking place inside the organization and others on the outside. To manage such type of a response, it is important to have a well organised incident command that may coordinate the various response activities. Large scale incidents also require a lot of resources in terms of personnel and equipments. The incident response team should be made of enough people who will carry out that many activities that are involved. Equipments such as communication devices, fire extinguishers, water sprays and other equipments involved in rescue operations should be always in place to prevent rushing at the last minute. It would not be efficient for the rescue team to start hiring more personnel and purchasing equipments when the incident has already started. It is therefore important to have an efficient incident command with everything ready for effective rescue operations. Levels of command are needed to deal effectively with large scale incidents Below is representation of a typical incident of command. In handling the large scale incident response, there are three stages in decision making which were of importance even in the Buncefield incidence. The top most level of the command is the Gold command that deals with setting up the objectives of the response activities. These objectives define what should be achieved by the end of the rescue mission. The second level of command is the silver command that makes use of the strategic functions that have been put in place by the Gold command to manage the approaches of the firm. These approaches are the determined by the resources allocated for some particular activities and this will dictate their course of action. The third level is the Bronze level which acts directly in the incident site to oversee all the operations taking place at the site. Such clearly defined command levels enable proper management of the emergency response (Emergency planning for major accidents 1999). However, there are other commands operating at the ground level that have the responsibility of coordinating and harmonizing the resources according to the plans that had been set before. This involves assigning duties and responsibilities to the personnel who are at the scene. Failure to coordinate and organize appropriately may result to confusion at the scene and this may slow down the rescue operations and may increase the extent of damage that is caused by the incident. Basically, there are four levels at which the command structure operates. These are: The strategic level is the level where the incident command is involved in activities such as stating the main objectives, giving priority to various activities, allocating resources, and making a decision on the right course of action and also assigning duties to the tactical level units. The tactical level unit is usually defined in terms of geographical location or the purpose. In this level, there are the intermediary level offices, known as the sector officers, who oversees that whether the activities are moving towards a particular objective. These officers manage the resources allocated for particular activities and supervision of various functions at the incident. The sector officers are also in charge of sectors which have been defined by the incident command. The task level is the level that describes all the activities that are carried out by individual groups or particular personnel. Their activities are under direct supervision of the team leader or the line officers in the firm. These tasks groups are the one which implement the tactic objectives. The basic tasks involved in rescue include creating ventilation and escape routes for those in buildings, searching and rescuing those affected, extinguishing fires, giving first aid, and renovating the affected areas (Miller, Vandome& McBrewster 2009). An appropriate dynamic risk assessment Dynamic risk assessment is the process of identifying various aspects that are changing in the environment so as to decide on the appropriate response method during the incidence response. This entails continuous monitoring of the surrounding environment and taking note of any changing circumstances. Dynamic risk assessment is important because the organization may be well prepared to operate at the specific incident and but may be required to extend their response activities to other levels that are not within their traditional framework. Therefore there may be lack of equipment and the personnel who may carry out such extensive activities. The most appropriate dynamic risk assessment is one that operates at a strategic, systematic and dynamic level and also having the main concept of creating a safe person. Under normal circumstances, the safety activities are based upon the strategy of a safe person and safe place. However, in dynamic incidents, it is difficult to ensure a safe place and it is therefore important to adhere to the strategy of safe person. Generally, this means that the organization should ensure that they select the right people for the task; they provide adequate information, protective equipments, other necessary equipments, safe instructions, and a safe system of work. The individuals performing the tasks should also ensure that they are competent to handle the various tasks that are assigned to them, they operate as a team, and they are able to work within the given working system and are able to adjust with the changing circumstances. These are some of the factors that should be looked at during the dynamic risk assessments. Below is a representation of the approach that is usually adopted in dynamic risk assessment: There are three stages involved under this approach. These are the initial stage, the development stage and the closing stage. The initial stage involves the arrival of the person in charge who gathers the information required, evaluates the situation and decides on the best course of action by applying his professional judgment. The development stage involves assessing the progress of the incident to decide whether to maintain the original decision or to modify it. Different events may develop that may drive the decisions into a different direction. This therefore indicates that the system must be continually monitored to review the effectiveness of the existing control systems. During this stage, communication system should stay as effective as possible to ensure that there are no delays. The closing stage involves gathering of information that will be used in post-incident review and debriefing those directly or indirectly involved in the rescue operations. This information will also determine the changes that need to be made in the existing system (Schneid & Collins 2001). Public agencies that would have been involved at Buncefield There are various government agencies that have responsibilities of preventing incidences such as the Buncefield incidence but they failed to do so in Buncefield. This is because of the right measures could have been put in place; the Buncefield fire explosion could have not caused such great losses. One of the government agencies that had failed in its role is the Health Protection Agency in UK which is charged with the role of protecting all the UK citizens form infectious diseases as well as reducing impacts caused by hazards involving chemicals and poisons. This agency did not play its role well since it could have been in the frontline to help those affected by the smoke, fire and commotion that resulted. Most of the people who lived closer to the field or who worked at Buncefield experienced respiratory problems, headaches and anxiety (The Buncefield Investigation 2006). The other government agency that should have played a role to prevent the Buncefield incident is the UK Competent Authority and the Health and Safety Executive. The role of this agency is to ensure that various organizations operate under the directives stated in the Control of Major Accident Hazards (COMAH) regulations. These two agencies have the responsibility of inspecting various organizations to ensure that they function under the regulations of COMAH. These regulations ensure that the businesses take the necessary measures that will prevent major accidents involving dangerous substances. The regulations also aim at limiting the consequences of such incidents to the people who may be involved and also to the environment. The COMAH’s competent authority therefore serves to oversee and coordinate the regulation of major hazards in UK and ensure that various organizations carry out their operations following the COMAH regulations. It is evident that Buncefield oil storage and depot was not strictly following the regulations of COMAH (Vince 2008). The local authorities also had a role to play in preventing the Buncefield incident. They could have been involved in reviewing the off-site emergency plans to see whether they comply with the guiding procedures of COMAH. In relation to the oil storage tanks, the local authority should consider the likelihood of explosions especially in areas where there are multi-tank storage sites. The local authorities should have ensured that the planning done at the oil storage sites follows the specifications of COMAH without compromising them. The UK fire and rescue services played a great role in emergency response at Buncefield but it could have been better if they could have acted before the incident. This is because there are fore and safety regulations in UK which ensures that all the businesses work under the fire and safety framework in protecting their employees from hazards that may be caused by explosives. The fire and rescue services should have ensure that there are right measures put in place to protect from such incidences as stated in the UK Fire and Rescue Act 2004 (The Stationery Office 2004). Other agencies were required at the rescue site to facilitate proper operations that were involved. These includes the media which have helped in delivering information to the rest of the public, communication agencies to facilitate proper flow of information in the entire incident command. Need for effective liaison with media and other agencies during major incidents Media plays a very important role during the major incidences. The main function of media is to pass the information to the members of the public who are not at the site of the incident. During such major incidences, there is usually development of tension among the members of the public who do not have the first hand information. People get worried over what might happen next, the cause of the explosion, the number of people injured and what is being done in response to the incidence. The police and other agencies that are indirectly involved in the incidence also require the information from the media on what is happening at the incident scene. By giving the right information, media helps to clear the tension that develops in the country. The people also get the information and are able to plan on how they can help in the incidence. Liaison with the media involves allowing them into the rescue operations site so that they can have the first hand information to pass to the public. However, failure to give the media the right information may result in too much worry and this may also create a negative public image for the rescue teams. Communication during the incident Communication is very important during incidences such as the Buncefield incident. The first thing to consider during the rescue operations is on how communication will take place within and without the site of incidence. Communication within is essential since the activities involve a large rescue team which may be working in different areas. There must be flow of information among all the team members to avoid confusion of duties. Communication outside the site of incident is important since the top management in the incident command must be informed of the progress of the activities as well as any additional resources that may be required. Passing the information to the members of the public could be done through the media and the internet. The television stations and the radio stations could be airing the information so that every corner of the country can get informed. The information on the progress of activities could also be posted on internet sites and be update each and every moment. However, the command in charge has to make prudent decision concerning the type of information that is passed to the public. This is because the information may get distorted and create more fear instead of causing relieve to the public. It is therefore important for the person in charge of communication to ensure that the information passed is the right one. It is also unethical to pass scaring information such as showing of dead bodies and other scaring scenes. This may cause panic among the public. Conclusion Incident command is very important when dealing with the large scale incidences such as the one that occurred in Buncefield oil storage and depot site. Such an incidence requires adequate resources in terms of equipment and personnel and this also calls for an effective unit of command. An effective unit of command is one that has adequate equipments and personnel. Dynamic risk assessment is another important aspect in incident command that allows the members of the rescue team to adapt to any changes that may be found in the area of incident. However, there are various agencies that failed in one way or another in preventing the incident that took place in Buncefield oil storage tanks. Communication is also another very important for the success of rescue operations. This is mainly the role of the media to pass information to other members of the public on what is happening at the site of incident. Bibliography Emergency planning for major accidents, 1999, Control of Major Accident Hazards Regulations 1999 (COMAH) The Buncefield Investigation, 2006, First progress report Buncefield Major Incident Investigation Board www.buncefieldinvestigation.gov.uk Great Britain: Hertfordshire Fire and Rescue Service, 2006, Buncefield: Hertfordshire Fire and Rescue Service's review of the fire response, The Stationery Office, New York. Schneid, T., & Collins L., 2001, Disaster management and preparedness Occupational safety and health guide series. CRC Press, UK. Miller, F., Vandome, A., & McBrewster, J., 2009, Incident Command System, VDM Publishing House Ltd., New York. The Stationery Office, 2004, Fire and Rescue Services Act 2004. Elizabeth Ii, Part 21, The Stationery Office, London. Primedia, 2001, Incident Command, Cengage Learning, New York. Vince, I., 2008, Major accidents to the environment: a practical guide to the Seveso II directive and COMAH regulations, Butterworth-Heinemann, London. Read More