Incident Command Flashcards
Provide examples of information that should be covered as part of the pre-planning process of locations which may be involved in a fire.
(i) SSRI - Crew familiarisation
- hydrant locations
- gather intel on location
- Passive fire safety installations
- Construction of the building (sandwich panels, concrete, lightweight steel?)
(ii) Access routes (best day vs night, due to traffic concerns).
(iii) Occupancy (day vs night, lone workers?)
(iv) Nature and location of hazardous substances (if used, what, quantity, where, security for access etc).
(v) Use of building (incl hazards - eg refrigeration, machinery, oxygen, flammable substance ie fuel storage?).
(vi) Security access arrangements (will these effect MOE, Ff access eg airports, prisons etc?)
(vii) Onsite firefighting media - present? arrangements for use of?
(viii) Engineer Fire Solutions - Fixed fire safety installations (sprinklers/ventilation are they maintained and tested?)
(ix) Proximity to neighbouring locations and exposure risk in event of a fire.
(x) Potential environmental impact (from chemicals/Hazmats) plans in place to mitigate damage?
(xi) Additional hazards and risks (unsafe structures, potential for road traffic involvement etc)
(xii) Obtain information on key holders/responsible person for contacting in the event of an incident.
List the six steps an IC should consider in an initial assessment of risk on arrival at an incident.
(i) Evaluate the risk.
(ii) Introduce and declare a tactical mode.
(iii) Introduce safe systems of work.
(iv) Assess the chosen system of work.
(v) Introduce additional control measures.
(vi) Reassess system of work and additional control measures.
Describe initial stage of an incident and steps an IC should follow.
Step 1 - Evaluate the situation incl:
Hazards - involved in carryout the tasks (current and potential)
Risks - to personnel carrying out the tasks.
Resources available - experienced personnel, appliances/equipment required.
Step 2 Choose safe system of work:
Review options of SOPs and competent personnel to carry out the procedures agreed in pre-planning.
Step 3 Assess chosen system of work:
- is it appropriate for the task(s) in hand given the risk:benefit potential.
- If yes, proceed ensuring goals, responsibilities, safety measures and procedures are understood by individuals and the team.
Step 4 Introduce additional control measures:
- IC should look to introduce control measures to eliminate the risks or mitigate them to an acceptable level:
Use of PPE, BA, specialist equipment (ALP), use of safety officers (TAC Vent).
Step 5 Reassess the system of work and additional control measures:
- If the benefits of performing the task outweigh the risks proceed.
- If the risks outweigh the benefits of performing the task DO Not proceed but consider viable alternatives.
Describe the development stage of an incident according to IC process
As the incident progress the need may come apparent for incident to be sectored.
The benefits of doing so ensure better H&S for FRS personnel within the sectors, it reduces the span on control of the IC riding them in concentrating on the operational plan of the incident and reducing the probability of information overload.
Development of the incident may make original course of action inappropriate therefore the IC can concentrate on the tactical plan and addressing any additional hazards, Ff tactics etc while the H&S and operational activities in those sectors are managed by the sector commanders.
Explain what is meant by the term situational awareness.
For an IC situational awareness represent the perception and understanding of the incident including its hazards, risks and operational activities and how their (the IC’s) actions will lead to the development of the incident and the consequences of these actions both in real-time and potential future development.
3 stages:
Information gathering
Understanding the information
Anticipation
What are the factors that can affect an IC’s situational awareness at an incident.
(i) Fatigue - affecting ability to take in and assess information.
(ii) Stress - affecting ability to take in and assess information.
(iii) Information overload - result on poor/excessive span of control management.
(iv) Poor Communication - unstructured briefs, poor debriefing of crews exiting risk area.
(v) Bias that effect decision making.
(vI) Tunnel vision - failure to gather all/or relevant information.
Identify the Command Role Surcoats
IC - White
Sector Commander - Yellow with red shoulders
Command Support - Red and white chequers
Ops Command - Red
Eco - Yellow and black chequers
Decomtamination - green with purple shoulders.
What is span of control and how does it work?
The system of limiting direct lines of communication to the IC to manageable levels aiding the IC in coping with the flow of information.
Number of direct contacts is limited to a max of five.
At simple incidents the fire ground can be sectored with each sector commander having a line of communication to the IC along with command and control.
At larger or more complex or rapid developing incidents sector commanders may report to operational commander who intern has a direct line to the IC along with command and control and maybe other agencies such as police and or ambulance again keeping the number of direct contacts to a manageable level.
Describe what is meant by a Dynamic Risk Assessment
The continual assessment of risk in a rapidly changing environment.
Used by all on the incident ground to quickly determine the nature of a risk and their response to it.
Describe what and Analytical Risk Assessment is
This is the formal recording of the hazards at and incident and risks those hazards present
along side the recording of the control measures put in place to reduce the risk of the hazards causing harm to FRS or the public.
Carried out by command support where possible and reviewed continually as the incident progresses.
Describe the steps an IC can take to reduce the risk at an incident.
ERICP
ERCIP
Eliminate the Risk
i.e. road closure, monitor instead of handheld branch.
Reduce the Risk
from causing harm by introducing control measures, limit No of FRS personnel coming into contact with the risk.
Isolate the Risk
if the risk cannot be reduce an exclusion zone may be implement to isolate the risk from FRS personnel.
Control the Risk
implement safe systems of work eg TAC Vent to improve conditions
PPE
Always last as does not contribute to a safe environment, eg eye protection at RTC.
Describe the areas of operations an IC should be aware of at incidents involving rescues from transportation.
Immediate Release - implemented where casualties life in immediate danger > submergence, hazmats, toxic fumes etc.
Rapid Assessing - necessary to enable space creation for administration of medical treatment or in event of quick release from structure.
Controlled Release - safe and systematic release from vehicle structure through space creation and immobilisation of the casualty to provide the them with the best chance of a full recovery.
Describe the process/steps an IC would take at incidents involving two or more vehicles an multiple casualties
(i) Establish Command
(ii) Establish Immediate hazards
- real and potential),
- No of Casualties,
-Rescue needs.
(iii) Survey the scene and triage casualties.
(iv) Create a preliminary rescue pattern and requirements (vectorisation/make up?).
(v) Have Ff’s make casualty contact and perform primary survey and report back.
(vi) on receipt of primary survey determine immediate, rapid, controlled extrication.
(vii) Proceed with extrication:
- stabilise vehicle
- Create space
- Carefully release
- Prepare casualty to be moved
- Prepare casualty for transport
Ensure casualty’s head, face, neck and body protected from further injury at all times.
.
List the cordons used at incidents
Inner
Outer
Exclusion Zone
Describe the actions that IC’s should take when closing down an incident.
(i) Maintain control
(ii) Welfare
(iii) Incident debrief (Hot Debrief)
MAINTAINING CONTROL
• Process of hazard identification, assessment of risk, review of control measures, planning, organisation etc must continue until the last appliance leaves.
• Fewer reasons for taking risks as fewer benefits to gain. IC and SC’s should have no hesitation in halting work.
• IC may nominate an office to gather info for post-incident debrief.
• Details of all near misses must be recorded.
• H&S must be handed over to appropriate person before FRS leave incident ground, the responsible person must fully understand the hazards and accept responsibility for ensuring H&S.
• Properly communicate security issues to responsible person, if any are present.
• Note any new, relevant information to be added to pre-planning for the premise’s.
• Make crews and appliance available at earliest opportunity.
WELFARE
• Physical condition of crews must be continually monitored.
HOT DEBRIEF
• Carried out at conclusion of incident, lead by IC:
- check welfare of FRS staff.
- Raise and safety critical matters.
- Clarify decision and thought processes.
- Review incident objectives.
- Identify instances of good practice.
- identify instances of learning.
