Why an Effective Incident Command System for Large Scale Incidents Needs to Be Established - Literature review Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Title : Incident Command Tutor : xxxxxxxxxxx Course : xxxxxxxxxxx @2010 Table of Contents Table of Contents 2 Introduction 3 Reasons why an effective incident command system for large scale incidents such as Buncefield needs to be established 3 Various levels of command are needed to deal effectively with large scale incidents 5 An appropriate dynamic risk assessment 7 Roles and responsibilities of various public agencies that would have been involved at Buncefield 9 Health Protection Agency 10 Local authorities 11 The Fire and rescue service 12 The need for effective liaison with media and other agencies during major incidents 12 How information would have been communicated and managed during the Buncefield incident 13 Conclusion 14 Bibliography 14 Vince, I, 2008, Major accidents to the environment: a practical guide to the Seveso II, Butterworth-Heinemann, Amsterdam. 15 Introduction Incident command system is a model tool used in command, control and coordination of a response and offers a means of coordinating the efforts of response agencies as they work together toward a common goal to stabilize an incident and protect the environment, property, and life. The incident command system utilizes principles that improve effectiveness and efficiency within a business setting and uses the principles to emergency response. It offers a management system which organizes tasks, staff and functions in the entire emergency response. In an effective incident command system, the command is formally defined so that there is consistency and clarity on what is being managed and this is achieved through defining incident response by delineation of response objectives and goals, and through explaining the response parameters via an incident action plan. Reasons why an effective incident command system for large scale incidents such as Buncefield needs to be established Delisi (2006) notes that an effective incident command coordinates all personnel, policies, equipment, facilities and procedures and incorporates them a universal organizational structure that is designed to promote emergency response. An effective incident command system for large scale incidents such as the Buncefield incident needs to be established because it is based on a scalable and flexible response and offers a common frame work on which different response agencies can effectively work together. An effective incident command is decisive, objective, and assertive. Different individuals and rescue services who respond to large scale incidents are drawn from different agencies which do not usually work together, and an incident command system acts as an important tool in offering a standard response and operation procedures, thus reducing problems and the possibility for miscommunication on these incidents. Schnepp (2009) says that the Buncefield explosions and the consequent fire led to destruction of properties and injuries to 43 people. The fire persisted for five days and destroyed majority of the site and emitted large plumes smoke into the air in southern England and the surrounding areas. Establishment of an incident command system for large scale incidents like Buncefield incident is important because the system comprises of a standard management procedures and hierarchy for managing temporary incidents of both small and big size. The incident command procedures are pre established and approved by responsible authorities and personnel who are well trained before the incident. The incident command system also entails procedures to choose and form management hierarchies which are responsible for the control of personnel, funds, equipment, facilities and communications so that property and people are saved within the shortest time possible. Incident command system is important for large scale incidences like the Buncefield incidence which requires a large incident response team which is a group of individuals who organize for and respond to emergency incidents. Incident response teams usually corporate with public services organizations and therefore an effective incident response systems helps in coordination of commands, equipments, personnel and facilities between the response teams and public responsibilities making response easier and faster. As the size of the incidence grows, like how the Buncefield fire was quickly spreading, more resources are needed at the incident, and the command of the condition shifts through numerous phases. In a large scale incident individual team members are trained in several aspects of response like hazardous materials spills like Buncefield oil spill and the consequent explosion and both ad hoc and specific member teams work collectively in a unified command system (Delisi, 2006). Various levels of command are needed to deal effectively with large scale incidents Every emergency service and other response agencies have the responsibility of protecting the public, and maintaining procedures and plans which are activated in the event of a main incident to enhance effective response. Majority of routine incidents involve a single agency, executing its own clearly identified role. A major incident, however certainly involve a greater variety and number of agencies, which are supposed to liaise with and support one another. This thus requires a system whereby commanders of every agency can readily communicate and identify with their counterparts. There are different levels in handling of large scale incidents like the Buncefield incidence. The top most level is the gold level also known as the strategic level which is the overall control of organizational resources present at the incident. In this level, strategies aimed at dealing with the incidents are formulated. The commanders of the involved organizations are co located at the incident site and if they are far from one another, they are constantly contact each other through telephone or videoconference. The Gold commander has the responsibility of providing framework in which tactical officers will function, and to offer support for tactical operations in the prioritizing and provision (Schnepp, 2009). The second level is the silver level also known as tactical level is where tactical strategic direction is managed from the gold and is compiled into a set of actions that are completed at the silver level. The silver commanders are not usually situated at the incidence site because they are supposed to deal with and review all the diverse bronze resourcing. They silver commanders of different agencies are in command of their resources so as to accomplish the gold strategy. At a major incident such the Buncefield incidence the operations commander, together with the incident commander, coordinate silver commanders of several services which have their individual command facility (Vince, 2008). The bronze level also known as the operational level entails control of resources from the organizations involved and also makes sure that efficiency and safety are involved. Bronze commanders have the responsibility of supervising the functional and practical aspects of operations in their assigned sections and they work in the parameters which are set by silver command. In a geographically widespread incident, different bronze commanders might presume responsibility for diverse locations. If the incident is of complex nature, as the case of Buncefield incidence, different bronze commanders are assigned their own responsibilities and tasks at the incident, and are involved in taking management, survivor management or cordon management (Hertforshire fire and rescue service, 2006). An appropriate dynamic risk assessment A dynamic risk assessment is the continuous procedure of identifying risks, assessing hazards, taking action so as to reduce or eliminate risk, and monitoring and reviewing how operations are moving in the rapidly changing circumstances of the incident. An appropriate dynamic risk assessment works at the systematic, dynamic and strategic level and entails the concept of the safety of the people involved in the incident. In usual activities safety performance depends on the safe place and safe person strategy, while in dynamic incidents the safe place strategy cannot offer assurance and thus greater emphasis should be put on the requirement to make sure the strategy of safe person is adhered to. According to Hawker (2005) safe places are accomplished through engineering, physical and design control, while safe person depends on human factors such as attitude, motivation, perception and behavior. Nevertheless, placement of greater emphasis on the safe person strategy within a dynamic incident doesn’t simply imply that the emphasis should be only placed on the individuals concerned only. The organization should make sure it correctly selects well trained individuals, provision of sufficient information, and the essential personal protective equipment. The organization should also ensure provision of essential equipment, supply of safe working systems that should be followed and provision of essential training and instruction and effective supervision levels. The individuals are required to be competent in performing the jobs assigned to them and work as an efficient members of a team that are self disciplined and able to work in an accepted system of task. Individuals must also be adaptable to changing situations, be vigilant for personal safety and the safety of others and be able to identify their personal limitations and abilities. An appropriate dynamic risk management considers three stages of the incident namely, initial stage, development stage, and closing stage. The initial stage involves arrival of persons and the incidents that gather information assess the situation and use professional judgment to determine the most suitable action to be taken. This judgment involves weighing the benefits of every course of action against the people who will attend to the risk. The person in charge should be very careful in making the decision because an incorrect decision during the initial phase may result to irreversible impacts. In the development stage and as the incident develops extra factors may emerge which needs the initial decision to be changed, or modified. Making of decision becomes reactive as incident grows other than pro active during the initial phase. Events start to drive the situation and situations are required to be managed via consistent monitoring and reviews of how effective are the existing incident controls. In the development phase, communication systems must be effective to ensure that making of decision is in order and the system of command stays firm. In the closing stage it is significant that complacency does not occur. Information should be gathered in order to have a post incident review and when the incident is over a debrief must take place After the incident, it is important to review, re evaluate, modify and refine the current personal protective equipment, information, instruction, working systems and supervision offered to the response teams. After the Buncefield incident government agencies were supposed to debrief the people on hazards and protective measures that can be taken (Hawker, 2005). Roles and responsibilities of various public agencies that would have been involved at Buncefield The UK competent authority which comprises of the health and safety executive and the environment agency is responsible for overseeing and coordinating regulation of major hazards in UK and make sure that companies which deal with explosive substances operate effectively. This authority uses the control of major accident hazards (COMAH) regulations to prevent and alleviate the effects of accident resulting form dangerous substances like explosives, and liquefied petroleum gas which leads to serious harm and damage to people as well as the environment. According to Trainor and Benigno (2006), the regulations place responsibilities on the competent authority to inspect the activities that are subject to COMAH and forbid operation of an establishment if it is evident that measures employed for prevention and alleviation of main accidents are severely deficient. It also examines the available safety reports and creates awareness to operators on the conclusions of its assessment within a sensible period of time. The competent authority would have required the oil depot to take measures for prevention and mitigation and recognize that all hazards can be entirely eliminated. This in turn means that proportionality remains a major element in enforcement of the house and safety executive and environment agency policy. When risks are high like the Buncefield incident high standards are needed to ensure hazards are suitably low, and in line with competent authority policy and enforcement must be proportiotinate. Prevention is based upon the principle of risk reduction to a low level that is reasonably practicable for human hazards and employing the available best technology without involving excessive cost for environmental hazards (Schnepp, 2009). Health Protection Agency The UK health protection agency has the responsibility of protecting health and well being of individuals from infectious diseases and reducing impacts and preventing harm when hazards entailing poisons or chemicals occur. This agency effectively works at the regional, national and local level to tackle the present and emerging health protection concerns across a complete spectrum of probable hazards. The agency reduces the impacts of infectious illness and makes sure that there is a quick response to avoid harm when risks involving poisons or chemicals happen naturally or via deliberate release. In major emergencies like the Buncefield incident the agency assists to coordinate civil health services and provide specialist support. The agency investigates and monitors occurrences of infections within population and offers support to local services in the prevention and control of spreading of illnesses. The chemical hazards and poisons section offers comprehensive expert support and advice for chemical incidents. The emergency response division of the agency functions to promote the effectiveness and speed of the overall response both nationally and locally, in event of future threat of incident. It also entails provision authoritative and positive messages concerning health safety measures so as to minimize public anxiety. The agency strengthens front line responders of major incidents like Buncefield incident at local and regional level. T accomplishes this by offering operational support and specialist advice and actively contributing to making and implementation of policy together with other responding agencies. Local authorities Local authorizes respond to major incidents ensure that the available off site emergency strategies offer due consideration I meeting the needs and welfare of incident responders arrangements to offer drink and food, washing and toilet facilities. They also offer rest breaks and provided accommodation for responders from outside the local area. Local authorities plan to make provision for contribution of volunteer community in attending to major incidents in offering supporting roles and ensuring welfare of other people (Trainor & Benigno, 2006). The Fire and rescue service Vince (2008) argues that the 17 UK fire and rescue service led by the Hertfordshire fire and rescue service responded to the Buncefield incident to extinguish fire which involved 22 tanks and took four days to put off the main fires but the entire fire was extinguished for 26 days. The services used high volume pumps which relayed water to the incident site. The pumps were also employed in recycling onsite water for cooling and to pump foam and water into holding regions to avoid environmental damage that would have led to long lasting pollution impacts on drinking water. The Fire and rescue service took a long time to extinguish the fire because there was no appropriate coordination between the fire service and other responders. Generosity and initiative response to large scale incident requires to be supplemented through coordination at national level to ensure effective deployment of resources. The need for effective liaison with media and other agencies during major incidents Major incidents have the likelihood of resulting to a great level of media attention. The investigation, management and learning from incidents may be triggers for media coverage, especially where external processes and agencies are involved. The presence of media is effectively used to assist the coordination of a main incident response. Press statements are coordinated via the police in the case of a gold response. In the event of an explosion incident or large scale disaster like the Buncefield oil explosion the police lead the response with the inclusion of media which in turn liaise which the local communities and ensure constant massaging. In incidents relating to outbreak of diseases for instance as a result of an explosion problems and boundaries, communications are conveyed through the media which keep the stakeholders, patients and response agencies informed of happenings and optional arrangements for provision of appropriate services (Hertforshire fire and rescue service, 2006). How information would have been communicated and managed during the Buncefield incident Effective communication is essential to any large scale incidence since it enables the diverse responding services to work together as a team. Communication is an essential element during a major incident because it offers direction on how operations are executed. Different agencies that operate during a major incident have the responsibility of communicating with the media to make sure that consistent messaging across all groups. Establishment of lines of communication at the beginning of the incident which are maintain throughout the entire occurrence is important because it helps to inform both responders and the entire public how the incident is progressing and how rescue and response plans are being executed. The information offered by the media helps coordination of personnel and equipments involved in incident response. It is important that messages are precisely and clearly to those that require to know them at the appropriate time (Hawker, 2005). Conclusion Incident command is important when dealing with a large scale incident such as the Buncefield incident. It helps in coordination of equipments, facilities and personnel who respond to the incident. The incident command system organizes different agencies and enables them to work together as a team in delivery of response services within the shortest time possible. A dynamic risk assessment is also important in major incident. It helps in identification and evaluation risks and establishes measures that ensure safety of both people and the environment. Bibliography Trainor, J. E. & Benigno, A. E. 2006, "A Critical Evaluation of the Incident Command System and NIMS," Journal of Homeland Security and Emergency Management: Vol. 3 : Iss. 3, Article 1. Delisi, S., 2006, Hazardous materials incident; Surviving the Initial response, PennWell Corporation, Philadephia. Hawker, J, 2005, Communicable disease control handbook, Wiley- Blackwell, Oxford. Schnepp, R, 2009, Hazardous materials: Awareness and Operations, Jones and Bartlett, Boston. Hertforshire fire and rescue service, 2006, Buncefield: Hertfordshire fire and rescue services review of the fire response, The stationary office, London. Vince, I, 2008, Major accidents to the environment: a practical guide to the Seveso II, Butterworth-Heinemann, Amsterdam. Read More