The Implementation of an Effective Fire and Rescue Service Management - Report Example

Fire and Rescue Service Management The word accident implies a mishap or any damage caused by nature or tragic event. In most of the cases, the accidents can be avoided or mitigated if proper plans are laid down and timely inspection made to ensure adherence. While classifying the accident might not be an easy task, it needs to be seen, how the accidents can be averted or the impact can be negligible. Often times, Catastrophe can be defined as disaster created by nature and in the modern days, made by human error. These disasters have long lasting effects with mass of people being effected and huge amount of property loss. In any given circumstance, if humans are able to work in accordance to all the safety norms laid down, catastrophe can be averted. While in most cases, catastrophes due to human error are not managed well due to the absence of disaster management being implemented. Disaster management due to volcanic eruptions can be better managed, if proper and stringent guidelines are laid down and implemented effectively. However, experts opine that the effects of these disasters can be minimised with the implementation of effective emergency management system (Quarantelli 1998). Incident command system is defined as a set of procedures designed to improve operations at the time catastrophe or disaster. This is also defined as facilities or equipments managed, serviced and provided at the time of crisis. In order to work and demonstrate effective management, Incident command system or ICS provides a scalable and flexible framework so that people can work collaboratively. The people working in such environment are called from various organisation so that ICS has standard approach for all the designs. These people do not work on a routine with each other thus, creating an environment, which gives best possible outcomes for managing catastrophe. In this framework, ICS follows a module where, one person who takes up the project remains the leader till the time the case is stated resolved. Alternatively the incident commander may appoint another manager who works as the project lead (Fire service manual). ICS has devised standard procedures and hierarchy to manage all kinds of incidents. Even before the incident takes place the ICS is ready to manage the catastrophe as they are trained as per the guidelines sanctioned by the legitimate authorities. Management hierarchies are formed temporarily to control facilities, communications and other services. Hiring of manpower is done keeping in mind the standard rules set by legitimate authorities. ICS is devised when incident occurs until operations are no longer needed. ICS is flexible enough in itself to meet challenges such as Meeting jurisdiction needs, allowing manpower from different organizations to work collaboratively, providing support of all types to operational staff, being cost effective and at the same time working together as one unit working under a centralised hierarchical module (Fire service manual). About ICS ICS came into existence in the 1970’s as a result of a series of massive wildfires in California. A need of such a system was felt as the damage of these catastrophes was in millions and the number of people injured and dead was also high. After conducting research it was found that the response time and the time taken to resolve these Issues was not lack of resources but was miscommunication and management clashes. ICS which was a part of SEMS or Standardized Emergency Management System in 2003, with a mandate of Homeland Security Directive, directed every state and local agency to use the name National Incident Management System or NIMS to get federal funding. It was found that the weakness of incident management lied in manpower, communication, facilities and equipments. There was lack of leadership quality and accountability, lack of knowledge of systems and equipments leading to inefficient and poor communications, lack of systematic planning and organized approach to resolve an issue, manpower with specialised skill set working without coordination thus increasing the response time. Higher and middle level management determined that existing rules, policies and structures are different for all agencies and were not efficient enough to scale with providing mutual aid involving a number of agencies. Thus a new set of rules, policies and structure for command and control was designed to bring consistency into the whole system and to reduce the response time in the event of emergency. Buncefield explosion On 11th December 2005 Buncefield’s sky was covered with thick layer of cloud of pollution caused by a series of explosion at the Hertfordshire oil storage terminal near M1 motorway by Hemel Hempstead. The fifth largest oil storage depot owned by total UK Limited and Texaco with a storage capacity of 272,765,400 L of fuel was located at Hertfordshire in England, United Kingdom. The fire resulted in 40 injuries and damages were in millions. There were a series of explosions and the first and the largest occurred at 06:01 (GMT) near tank 912. A number of explosions then followed it destroying 20 large storage tanks. The fire fighting began and emergency was declared at 06.08. Air-fuel explosion of a high strength was later revealed as the cause of the explosion. It was one of the biggest incident that took place since 1974 Flixborough disaster. By the afternoon of the 13th December 2005 the fire had been controlled and extinguished, but by the evening one of the storage tank re-ignited which was left to burn by the fire fighters rather than extinguishing it. Considering the amount of devastation occurred due to small negligence at the part of the agencies involved in resolving the problem. Systems like ICS came into existence to minimise the response time to handle massive health aid and to resolve the problem in a better way and in lesser time. The recommendations provided by the authorities and also some of the agencies who were scrutinising the issue stated that the competent authority should take heed to review the control of major accident hazards guidance. They should also work in accordance to the “communicating with the public” act. The idea behind this is to improve the communication levels regarding the sites so that the local responders in the emergency situation and site operators are able to collaborate and work swiftly in any catastrophic condition (Buncefield Investigation). Also, preparing and responding to area of the incident will only mean that the government leadership and the major utility authority work in tandem to reduce the implication by half. This will also ensure that the destruction made, has lesser impact on people or on the natural habitation. The recommendation also stated that there should be an identification of a minister by the cabinet office to support the emergency of a major incident. It would also ensure continuity of government attention throughout the recovery phase following the major incident (Buncefield Investigation). The Buncefield explosion is a major reference point of how modern day disasters cannot be handled through age-old techniques and how the fire fighters need to evolve to cater to newer challenges of the 21st century. The next section therefore explains a few Acts that recently came into effect or appended keeping in view of the modern day challenges. Fire and rescue Acts Thus, in order to ensure that fire rescue services are implemented effectively, a new act The Fire and Rescue Services Act 2004 replaced the Fire Services Act 1947, and received Royal Assent on 22nd July. The new Act has empowered all the fire and rescue authorities to promote fire safety among communities, rescue victims from road traffic accidents and even handling serious disasters such as floods and terrorist attacks. In fact, the Act also authorises the fire and rescue authorities to respond to localised problems and equip them with specific techniques such as rope-rescue or dealing with forest fires. The new Act had been drafted keeping in view of the ever changing dynamics in the modern society and with the increasing threat of terrorism and civil unrest, this Act would not only help in providing timely aid to the victims but would also ensure that proactive steps are taken to prevent such incidents. (Fire and Rescue Services Act 2004). Also, in order to provide a safe and secure working environment, the government formulated the Health and Safety at Work Act 1974, which is also known as HASAW or HSW. This Act covers the various aspects of occupational health and safety in workplace in the United Kingdom (Health and Safety at Work Act 1974). Furthermore, the Civil Contingencies Act 2004 formulated a single platform within which citizens were provided civil protection in the country that were at par with the challenges of the 21st century. This Act has been divided into two parts, the first taking care of the local arrangements for civil protection and the second looking after emergency powers (Civil Contingencies Act 2004). Thus, these new Acts promised to ensure greater safety of human life, prevention of disaster, managing eventualities in a better manner, proactively assessing fire or disaster risks in an area and providing greater responsibility and accountability to the fire rescue officials. Levels of incident management or command The number of layers/levels of command depends upon how severe the incident is. A large scale crisis needs more control and levels of command than a small incident. There can be a maximum of 4 layers in the command to deal with a large scale incident where level 1 is the senior most level. The four levels can be categorised as: Level 1 – Strategic Management People at this level are at the highest level of management like Wars commanded by generals. At this level people have the view of “40000” feet. Management at this level sets objectives and outcomes, and also has the final responsibility of emerging out from an incident. People at this level focus more on long term strategic goals and objectives. Level 2 – Tactical Management People at this level have a wide view and are at second highest level of management like campaigns commanded by colonels. These people focus more on internal perspective and medium terms. They have a view of “10000” feet. They handle the objectives and divisional priorities, also deals with the specifics of an incidents. Level 3 – Management People at this level have much narrower view and third on the level of management like battles commanded by sergeants. These people focus more on short term objectives. They set team and individual priorities, gives the member tasks which are meant to be done along with managing the local situation. Level 4 – Staff These peoples are like soldiers fighting in the battle ground. They are basically out on the ground and have to be extremely focused. They have to ensure that the work is done in time with minimum supervision and with utmost efficiency. Everyone should know there respective role in advance to save time in situation of emergency. It is essential to have more than one person for a role as the alternate may have to switch places in case the primary person is not available. Alternatively it may be possible that after the incident one may consider shift working. To manage incident effectively and efficiently all the levels of command must be empowered with authority. Managers should not work in isolation, and should keep a healthy communication with all levels of command. This would ensure smooth running of the system at time of incident. The management focus would slowly divert from immediate incident to re establishing minimum essentials for business. So its quiet likely to see a change soon in the level 2 command to a separate group with some structures and policies related to business start up incorporated (Incident management). IAP or incident action plan is made around a timeframe called operation period to achieve a set of strategic operations. It is usually prepared by the planning section which can be either written or verbal. IAP ensures everybody is working collaboratively towards the same set of goals for that particular time frame or operational period. The major purpose of the plan is to provide incident supervisory manpower along with the directions of how to work under the operational period following an incident plan. It provides a way of communicating incident objectives throughout the context of support and operational activities. As an integral and integrated component of ICS it reduces efforts and also coordinated response. Even at the primary level of IAP must consist of four elements, what needs to be done, who is responsible, the communication plan and the action item when manpower is injured. Dynamic Risk Assessment (DRA) In a volatile environment where circumstances keep changing, in order to implement the control measures. If the risks changes over the period of time, necessary and acceptable level of safety has to be monitored. The assessment of the risk and the gaps are undertaken before hand and also after execution of a process or operation. It is always desired that the benefits are derived prior to implementing any plans. Dynamic risk assessment is necessary in an environment which is unpredictable and unforeseen and where risk keeps on changing over the period of time. Also, wherein, the human factor is large in a risky environment. The incident that has occurred in the past or can occur in the future should be evaluated with the rehashing the tasks that needs to be performed or by introducing newer ways. Also, applying necessary actions to the new or existing task should be a mode to mitigate risk. Also, careful analysis to understand the risk and the benefit should be done periodically and if the risks are higher, the project should be discontinued immediately. DRA came into existence after the fire services found challenges in tackling with huge mass of fire. And the operations were paralysed. With its inception in 1990’s, it was made mandatory that fire services department should carry out regular inspection of the equipments. Other organisation such as police forces also started implementing DRA. Some of them being MPS and West Midlands Police. The police officers were benefited by implementing the methodology, it enabled them to understand their problems and risks and then think of adequate actions (Jacobs). Sources Buncefield Investigation, assessed on January 14, 2010, < http://www.buncefieldinvestigation.gov.uk/reports/index.htm>. Civil Contingencies Act 2004, Office of Public Sector Information (OPSI), assessed on January 14, 2010, < http://www.opsi.gov.uk/Acts/acts2004/ukpga_20040036_en_1>. Fire and Rescue Services Act 2004 Factsheet, Office of the Deputy Prime Minister, accessed on January 14, 2010, http://www.communities.gov.uk/documents/fire/pdf/128941.pdf. Fire service manual Volume 2 Fire service operations Incident command, 7 February 2003, Communities and Local Government, UK. Health and Safety at Work Act 1974, The UK Statute Law Database, Office of Public Sector Information (OPSI), assessed on January 14, 2009, < http://www.hse.gov.uk/legislation/hswa.htm>. Incident management: A generic guide, The Financial Services Authority 2004, assessed on January 14, 2010, . Jacobs, Edmund, An Insight into the Application of Dynamic Risk Assessment, assessed on January 14, 2010, < http://www.londonhealthandsafetygroup.org/downloads/050919-Dynamic-RA-exEdmundJacobs.ppt#256,1,An insight into the application of Dynamic Risk Assessment>. Quarantelli, E.L. 1998, ‘Where We Have Been and Where We Might Go.’ In: Quarantelli E.L. (ed). What Is A Disaster? London: Routledge. pp.146-159. Read More