ReportAssessment task: Analyse a scenario from practice showing evidence of their personal involvement in collaborative working.Should develop an assignment in Air crash scenarios. (listed below)You should use any of the material already discussed in this or any previous modules particularly focusing on Emergency Planning, Fire Service Law, and Leadership Management and Command.You should consider how the services have been directed to work collaboratively;- Why it is necessary in today’s financial and political climate, – What you would consider good practice. – The likely problems and solutions for those problems.Important Note This assignment is not designed for you to resolve these operational incidents. It is design to enable you to analyse a scenario either one from your own experience and personal involvement or from the working models below It should examine how collaborative working practices would be used to achieve resolution.If at any time you are unsure of the expectations of the assignment, please contact me immediately Incident Scenario:An air crash involving a passenger Jet (250 souls on board) that has crashed on the A45 Coventry road just south of Solihull. 30 properties have been involved and it is thought that at least 20 people are missing from the surrounding area. You may wish to consider from a collaborative working perspective; Rescue strategyEnvironmental impactTraffic IssuesBusiness continuityMedia Assessment Criteria: Linking Theory & Practice identify at least 2 academic sources of information.Clear understanding of the need for and execution of a collaborative process to resolve the simulations identified.Well written following a logical path. *** Words count = 2700 words. *** In-Text Citations and References using Harvard style. *** I’ve uploaded materials that relates to this assignment.
m_14_4_managing_safety___safe_person_concept.pptx
m_14_5_actions_of_the_incident_commander.pptx
m_14_6_initial_incident_considerations.pptx
m_14_9_watch_commanders_ics.ppt
m_14_10_aerodrome_emergency_planning.pptx
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Presented by :
Managing safety & safe person
concept
Aim
To ensure that all Watch Commanders are made
aware of the importance of ‘Managing Safety’
and provide an understanding of the ‘safe
person concept’ in order to assist RFFS
supervisors in effective safety management
Managing safety & safe person
concept
Objectives
At the end of this presentation, you will have
been provided with the knowledge to enable
them to have an understanding of:
▪ Safety management
▪ ‘Safe Person concept’
Managing safety & safe person
concept
▪
▪
▪
▪
Safety management
The importance of the safety responsibilities
placed on organisations cannot be under
estimated
Organisations can normally achieve the health,
safety and welfare of people at work by providing
and maintaining:
A safe working environment
Safe work equipment
Safe systems of work
Competent personnel
Managing safety & safe person
concept
Safety management
The operational role of the Airport RFFS is
usually conducted in an environment that is
changing constantly and as a result, will present
many different hazards to the fire fighters
RFFS supervisors have to ensure that the
following is in place to minimise the risk:
▪ Work equipment that is safe and fit for purpose
▪ Safe systems of work and operational
procedures
▪ Personnel that are competent
Managing safety & safe person
concept
▪
▪
▪
▪
▪
Safety management
To continue to be effective and dynamic in this
environment, RFFS Supervisors need to make
sure that their crews perform safely and in a
manner that is ASARP
‘As safe as reasonably practicable’ (ASARP)
This is known as the ‘safe person concept’
There are two main elements of the ‘safe person
concept’
Organisational responsibility
Individual responsibility
Managing safety & safe person
concept
‘Safe Person concept’
Organisational responsibility is as follows:
▪ Firefighter Selection
The fire fighters that are offered operational
positions within the airport RFFS must be
capable of developing themselves to meet the
demands of the operational work load
▪ Training
the training offered must be based on the skills
and knowledge of the incident ground and
delivered in a way that is structured, planned and
is maintained/continuous
Managing safety & safe person
concept
‘Safe Person concept’
Organisational responsibility is as follows:
▪ Information
The crews that attend the incidents must be
provided with sufficient information about the
hazards, risks, and safe work systems that will
help them deal more effectively at the incident
site. The information can generally be applied to
all roles within the RFFS, but is should relate
directly to the role and to the exact specifics of
the site/risk area
Managing safety & safe person
concept
‘Safe Person concept’
▪ Equipment
Operational RFFS crews must have at their
immediate disposal, equipment that is suitable
and able to perform the task it is intended for.
▪ Before procuring any equipment, airport RFFS
units should ensure that the equipment is
supported by training in its use, is thoroughly
tested and maintained. Your crews should know
the limitations of the equipment before use
Managing safety & safe person
concept
▪ Safe systems of work
Airport RFFS units should ensure sufficient safe
systems of work are in place to ensure the
crews operate safely. The safe systems of work
approach should include equipment that is
heavy to carry or operate and safe working
procedures for the use of breathing apparatus
Managing safety & safe person
concept
‘Safe Person concept’
▪ Instruction
Airport fire crews should have at their disposal
clear instructions and definitions directly related
to their individual role in the operation of
equipment and the safe systems of work
▪ Supervision
At the incident site, your crews should
understand and have available the clear lines of
communication and be supported by
‘competent’ supervision
Managing safety & safe person
concept
‘Safe Person concept’
▪ Personal Protective Equipment
Airport RFFS units must provide their crews with
appropriate and sufficient levels of PPE
(personal protective equipment) & RPE
(respiratory protective equipment)
▪ Breathing Apparatus is considered the minimum
level of RPE
Managing safety & safe person
concept
‘Safe Person concept’
Individual responsibilities is as follows:
▪ Performance
Competent to perform the task given
▪ Teamwork
Be an effective member of a team
▪ Self discipline
Be able to work within accepted and practised
system of work
▪ Adaptability
To adapt to changing circumstances and risks
Managing safety & safe person
concept
▪ Vigilance
To be vigilant for their own safety and that of
other fire fighters, colleagues and members of
the public
▪ Awareness
Be able to recognise their abilities and limitations
to perform the tasks given
Managing safety & safe person
concept
The ‘Safe Person Concept’
Combine the two elements and you have;
▪ A ‘Safe Person’, someone an organisation will
entrust to undertake their duties and responsibilities
in a safely and who is the product of and supported
by:
▪ Personnel selection, recruitment & development,
training, information, instructions, equipment,
personal protective equipment, line management,
safe systems of work & the organisation itself
Managing safety & safe person
concept
The ‘Safe Person Concept’
▪ Self discipline is extremely important, it supports
the application of the knowledge & skills
acquired, within the systems and procedures of
work
▪ Self discipline is an important component of the
‘Safe Person Concept’, it provides the foundation
on which a safe working environment is built.
Managing safety & safe person concept
The ‘Safe Person Concept’ key elements
Selection process
The organisation
Recruitment
Supervision
Personal Protective
Equipment
Equipment & resources
Information & Instruction
Personal Development plans
Systems, process’s &
procedures
Training & maintenance of
competence
Managing safety & safe person concept
Personal Attributes of a Safe Person
Vigilant as to own safety as
well as the safety of others
Able to perform expected
duties & responsibilities
Effective team member
Adaptable to ever
changing circumstances
Disciplined to work within a
framework of systems &
procedures
Managing safety & safe person
concept
Summary
The presentation and discussion will have
provided you with a good understanding of:
▪ Managing safety
▪ The ‘safe person concept’
Managing safety & safe person
concept
Any questions?
Presented by :
Actions of the Incident
Commander at Incidents
Aim
At the end of this presentation, you will have
been made aware of the actions required of the
Watch Commander at accidents/Incidents.
Actions of the Incident Commander at
Incidents
Objectives
▪ The information contained in this note will
provide the Watch Commanders with sufficient
information to:
▪ Carry out an initial assessment of the incident
▪ Prioritise actions taking account of hazards and
any benefits that may accrue
▪ Delegate responsibility to subordinates to
maintain control of the whole incident area
Actions of the Incident Commander at
Incidents
INITIAL CALL
▪ The circumstances of the initial call can be broadly divided into two
situations. These are:
▪ The RFFS placed on stand-by
▪ An immediate turnout is required
▪ Incident command roles should be agreed during the emergency
planning process
▪ Command decisions taken in the very early stages of an incident will
be the foundation for the response to the whole incident
Actions of the Incident Commander at
Incidents
▪
▪
▪
▪
RFFS STANDBY
Preparations could include:
Gathering information
Donning PPE
Briefing crews
Pre-positioning appliances
Actions of the Incident Commander at
Incidents
IMMEDIATE TURN OUT
▪ This is where an accident or incident occurs at or
in the vicinity of the aerodrome suddenly and
without warning. This will require all RFFS
personnel to switch to operational mode
instantly. The ability to achieve this could be
seriously affected by activities being carried out
at the time and so, should be given due
consideration when planning work routines, etc.
Actions of the Incident Commander at
Incidents
THE DYNAMICS OF AN INCIDENT
▪ In order to logically set out the actions of the
Incident Commander, the dynamics of the
incident should be considered in three stages
▪ The initial stage
▪ The development stage
▪ The closing stage
Actions of the Incident Commander at
Incidents
INITIAL STAGE
▪ Evaluate the situation, tasks and persons at risk
▪ Select safe systems of work
▪ Assess the chosen systems of work
▪ Introduce additional control measures
▪ Re-assess systems of work and additional
control measures
Actions of the Incident Commander at
Incidents
DEVELOPMENT STAGE
▪ Fire fighting tactics may change from defensive
to offensive e.g. committing BA teams to deal
with internal fires
▪ New hazards and their associated risks may
arise e.g. the effects of fire on aircraft stability
▪ Existing hazards may present different risks e.g.
fuel causing contamination problems
▪ Personnel may become fatigued
Actions of the Incident Commander at
Incidents
CLOSING STAGE
▪ The three key activities involved in the closing
stages of an incident are:
▪
▪ Maintaining Control
▪ Welfare
▪ Incident debrief
Actions of the Incident Commander at
Incidents
Resources & control
▪ Fire fighting crews
▪ Breathing apparatus wearers/equipment
▪ Water supplies
▪ Foam supplies
▪ Decontamination (if required)
▪ Casualty handling expertise/assistance
▪ Specialist equipment
Actions of the Incident Commander at
Incidents
Briefing & information
▪ Effective communication is critical to the overall
success of the incident
▪ All crews should be aware of what has to be
done throughout the incident
▪ Sector commanders should be utilised to ensure
an effective span of control remains in place
throughout the incident
Actions of the Incident Commander at
Incidents
▪
▪
▪
▪
▪
Managing crews on the incident ground
Crews must to get to work as quickly as possible
Station training is critical in achieving this vital
element
Effective use of equipment
Briefing of crews and continued communications
Equipment and media stocks
Actions of the Incident Commander at
Incidents
Liaison
▪ The incident commander will be expected to
liaise with a large number of other airport depts,
external emergency services and organisations
▪ Liaison may well include the media, you are
representing the airport and its corporate image.
If you are asked to take part in media interviews,
this must be declined unless permission is
granted by the airport Director
Actions of the Incident Commander at
Incidents
Post incident considerations
▪ Post-mortem enquiries & coroners court or
public/judicial enquiries
▪ Accident investigation
▪ Litigation cases
▪ Criminal investigation
▪ Incident de-briefings/evaluations
▪ Safety issues
▪ Improvement plans
▪ Review and amendment
Actions of the Incident Commander at
Incidents
Communications
▪ The key to the success of any incident
▪ Effective communication equipment is vital
▪ Where possible, employ a radio operator to
assist you
▪ Clear and concise messages
▪ Confirmation of understanding
Actions of the Incident Commander at
Incidents
Dynamic Operational Risk Assessment (DORA)
▪ ‘Dynamic’ means continually changing
▪ ‘Operational’ refers to the operational incident
▪ All ‘risk’ should be ‘assessed’ to ensure a safe
system of work is put in place before committing
crews to the risk area
Actions of the Incident Commander at
Incidents
Welfare
▪ Welfare of the crews during the incident
▪ Welfare of the crews after the incident
▪ Three-five days after the incident is critical,
Watch commanders should pay particular
attention to the mood states of their crews
▪ Your welfare needs
▪ Your recovery plan
▪ Counseling
Actions of the Incident
Commander at Incidents
Any questions?
Presented by :
Initial Incident considerations
Aim
At the end of this presentation, you will
have been made aware of the initial
incident actions that Watch Commander
must consider.
Initial Incident considerations
Objectives
• Discuss the following:
• Actions en- route to the incident
• Actions on arrival at the incident
• Actions post incident and rescue
Initial Incident Considerations
EN – ROUTE
• Confirm the text of the message, location of
incident and type of aircraft
• Decide on the most appropriate route to the
incident
• Ensure that all appropriate appliances and
personnel are mobile to the incident
• Confirm that the appropriate emergency
procedures have been initiated
• Ascertain wind direction
Initial Incident Considerations
EN – ROUTE
• Consider utilization of radio frequency 121.6
• Make mental observation of signs whilst enroute (any sign of fire?)
• Are any other persons, aircraft, vehicles or
buildings involved
• Passengers who have already self evacuated
• What type of aircraft is involved
• The hazard of outlying debris and wreckage
Initial Incident Considerations
ON ARRIVAL
• Book in attendance
• Make an appreciation of the situation and
decide whether the appliances and equipment
you have, or will shortly have, are sufficient to
control the Fire
• Effect any rescue and search aircraft or
buildings
• Locate fire, tackling it with the appropriate
extinguishing media
• Surround the fire and prevent it spreading
Initial Incident Considerations
ON ARRIVAL
• Where chutes have failed and where not provided,
i.e. some main planes (wings), consideration must be
given to positioning ladders to assist survivors
leaving the aircraft
• Consider the need and location of additional water
supplies
• Consider the need for crews to wear breathing
apparatus
• Consider the need for ventilating the aircraft
• Dangerous goods or other hazardous substances
Initial Incident Considerations
POST FIRE AND RESCUE
• Ensure that post fire security is being
maintained
• Check that crews are relieved as
appropriate
• Send informative messages to ATC (or Fire
Control) with particular reference to
availability of RFFS cover in respect to
aerodrome category
Initial Incident Considerations
POST FIRE AND RESCUE
• Ensure that the incident site is secure and that
action is being taken to preserve evidence for
consideration by Air Accident Investigation
Agency’s
• Consider hazards arising from carbon fibres
and other hazardous materials and ensure BA
is worn
• Where appropriate prevent fuel leaking from
aircraft
Initial Incident Considerations
SUMMARY
• The ability to assess, evaluate and
anticipate the dynamics of an incident
require sound technical knowledge and the
ability to use informed professional
judgements.
• At major incident a framework of incident
command will help to spread the workload
and lead to safer, more efficient command
and control.
Initial Incident Considerations
Any questions?
Fire Safety Engineering College/FSEC
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
Presented by FSEC Aviation Instructors
Aviation Watch Commander Initial SLP
Incident Command System (ICS)
Incident Command System (ICS)
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
Aim
To ensure that all candidates entering the
Aviation Watch Commanders
Revalidation SLP are introduced to the
concept of the Incident Command System
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
Incident Command System (ICS)
The Aim & Objectives any Incident
Command System is:
• To Improve the Safety of Fire Fighters at
All Incidents
• By providing a safe system of work For All
Personnel
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
ICS – Terminology and responsibilities
Incident Commander
Overall control of incident
White tabard
Sectors
Boundaries of responsibility achieved by
sectorisation
Can be physical area, or;
Area of support operations
Sector Commander
Responsible for either a physical sector or an area
of support operations.
Yellow tabard with red shoulders
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
ICS – Terminology and responsibilities
Operations Commander
Can be appointed to take responsibility for the
operational sectors of an incident.
Commands the Sector Commanders
Responsible to the Incident Commander
Red tabard
Command Support Officer
Assists Incident Commander in management of incident
Wears Red and white chequers (tabard or arm band)
Duties will include,
–Radio communications, first contact point for
attending appliances, Record messages, Liaise
between support sectors and Incident Commander.
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
ICS – Terminology and responsibilities
Safety Officer
Monitors operations and safety of personnel
Can monitor whole incident or designated section
of it
• Command Point
Point from which Incident Commander operates
Can be an appliance, car, specialist unit or building
• Forward Command
Point near to scene of operations where officer
responsible for command in that area is sited
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
ICS – Implementing the Incident Command System
At Incidents the Incident Commanders
• Assess the situation
• Consider the appropriate strategy
• Carry out the Dynamic Risk Assessment
• Consider the Risk to Fire Fighters
• Choose a “Safe System of Work”
• Implement the appropriate tactics
ICS – dynamic operational risk assessment
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
When it comes to
• a) Assessing the Situation
• b) Considering the Strategy
• c) or the Dynamic Risk Assessment
Nothing has Changed !!!
ICS – “the Risk to Fire Fighters” – Guidelines
•Firefighters will take SOME risk to save
saveable lives
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
•Firefighters will take LITTLE risk to
save saveable property
•Firefighters will take NO risk to save
lives or property that are already lost.
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
ICS – Terminology and responsibilities
The following ICS terms will now be covered
in greater detail
• Contact Point
• Tactical Modes
• Safe system of work
• Inner Cordon
• Outer cordon
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
ICS – Practical Considerations
A “Contact Point” should be established
at every incident.
• Incoming L.A. Crews should ensure that
they report to the “Contact Point” to be
briefed, rather than just arriving and “getting
to work”.
• Where possible crews should be kept
together to work as a team.
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
ICS – Choosing a “Safe System of Work”
A Safe System of Work is:
• A formal procedure which results from an
examination of a task in order to identify all
the hazards and the risks posed
• It defines safe methods to ensure that
hazards are eliminated or risks are
controlled as far as possible
• When implementing a safe system of work
the Incident Commander must choose the
right tactical mode
ICS – Tactical Modes
• A Tactical Mode is a simple expression of whether
© AIRBUS UK LTD 2002. All rights reserved. Confidential and proprietary document.
it is appropriate to proceed to work in a hazardous
area or not.
• There a …
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