Risk Assessment Plan - Case Study Example

Response to immergences requires a central tool for planning to adequately respond to the disaster, Krause (2006). The incidence command system stress the need for orderly and systematic planning. The incident action “plan is prepared by a planning expertise, where inputs are welcome from other sections or units of incident management team” (Krause 2006). A good incident action plan is written at the outset of a response and should be revised all through during the response. “Incidents are of varied types, since they vary in size, complexity, kind and details that are required to develop a written incident action plan”. In an initial response for an incident that is readily controlled, a written plan may not be necessary (Badden, 2010). However, a large incident requires an elaborate incident action plan to oversee the coordination of various activities within the incident. The extent of the level of activities to be included in the incident action plan normally varies with respect to size and complexity of the response. The plan should at all times address the situation of the incident. The plan must be accurate and completely transmit the information generated during the planning process, Krause (2006). This is to imply that, the plan must be prepared and distributed prior to the Operations Shift Briefing. A plan in this case must be prepared for each operational period. A planning process has been developed as part of the Incident Command System to facilitate the development of an Incident Action Plan in an orderly and systematic manner (Baker & Baker, 2011). The following is a process required to develop an incident action plan Following the planning steps will allow for the development of an Incident Action Plan in a minimum amount of time (Badden, 2010). (Badden, 2010). (Badden, 2010).Responsibilities of the Planning Section (Beaglehole and Bonita, 2004). The Planning Section Chief should review with the Incident Commander and General Staff the following responsibilities associated with the development of the Incident Action Plan prior to the planning meeting (Baker & Baker, 2011). . Incident Commander (Krause, 2006) Provide the incident objectives and strategy needed for response. Provide leadership on management and strategy. He/she ensure the incident action plan has been approved by his/her signature. Planning Section Chief, Krause (2006) Conduct of the planning meeting and operation shifts. Coordinate the construction of the incident action plan. Operations Section Chief Establish the resource availability and requirement Establishes the division boundaries Establish the required tactics Determine the work schedule for all personnel Logistics Section Chief, Baker & Baker (2011). Plan for all recourses ordering Coordinate the resource scheduling and ordering, by ensuring that the supplier is kept in touch for ordering time and quantities, Baker & Baker (2011). . Finance Section Chief Determine the cost implication for the recourse requirements. Ensure that the incident costs implication are drawn the standard limits and they reflect the challenge at hand (Baker & Baker 2011). . The planning cycle: Set incident objectives This is done by the incident commander. The incident objectives are not limited to a single operational period but will consider the total incident situation, Brenda (2000). . The Incident Commander establishes the general strategy to be used and states major policy, legal, or fiscal constraints in accomplishing the objectives and appropriate Contingency considerations. According to Brenda (2000), before finalizing the incident goals and objectives, the Incident Commander should provide a draft copy to the Operations Section Chief (Brenda, 2000). The Operations Section Chief should ensure that the incident goals and objectives are understood and that they are realistic. After discussion, the incident goals and objectives are written on ICS Form-202 and delivered to the Operations Section Chief, Planning Section Chief, the Public Information Officer, and the Liaison Officer so they will know what the strategy for the next shift is. The Planning Section Chief then prepares for the tactics meeting (Brenda, 2000). Tactic meeting The Incident Briefing Form (ICS Form-301) and/or Incident Status Summary Form (ICS Form-309) are reviewed by the Planning Section Chief, Incident Commander, Operations Section Chief and other appropriate Incident Management Team members. The Incident Commander will update the initial objectives if warranted. Upon review, the Planning Section Chief will provide alternatives and strategy which will be necessary before the tactics meeting begins. The tactics meeting is scheduled and conducted by the Planning Section Chief. The length of the meeting usually held to 15-20 minutes (Beaglehole and Bonita, 2004). The Operations Section Chief provides the direction of how resources will be deployed to the Incident Commander’s objectives. This “blueprint of tactical deployment for the next operational shift will be developed and revised before the planning meeting where formal deployment of resources and work assignments will be determined”, Beaglehole and Bonita (2004). The Operations Section Chief normally determines control line locations and establishes Division/Branch boundaries for geographical division assignments for the next operational period (Brenda, 2000). These lines will be plotted on the incident map. After determining divisional boundaries, specific work assignments for each division/group will be developed for the next operational period. Tactics must be specific and within the boundaries set by the Incident Commander’s general control objectives (strategies) (Beaglehole and Bonita, 2004). Following the tactics meeting, the Operations Section Chief completes the Operational Planning Worksheet (ICS Form-315) with assistance from the Resource Status Unit Leader. This form should be completed at least one hour prior to the planning meeting. At this time the Operations Section Chief may consider the need for any alternative or back-up tactics and have these noted on the Incident Objectives (ICS Form-302) and Division/Group Assignment List (ICS Form-304) (Beaglehole and Bonita, 2004). Finalize, approve, and implement incident action plan The Planning Section Chief is responsible for seeing that the Incident Action Plan is complete and accurate. The following sequence of steps to accomplish this are: (Beaglehole and Bonita, 2004). Set a time when Incident Action Plan attachments are required to be completed. Obtain plan attachments and review for completeness and approvals. Obtain Incident Commander Approval of complete plan package. Prepare for operations shift briefing. This is a period of time in which the Planning Section Chief and staff finish last minute matters and prepare for the operations shift briefing. Determine the number of Incident Action Plans required. Arrange for Documentation Unit to reproduce plan. Review Incident Action Plan to ensure it is up-to-date and complete prior to the operation briefing and distribution of Incident Action Plan. Current weather report read and explained. Planning Section Chief may finalize briefing with any missing data, and ask/answer questions. Finalize operational plans and prepare agency specific reports. Document any changes to the Incident Action Plan made during the briefing. Revise Incident Status Summary (ICS Form-209). Prepare agency specific forms and reports. Set up procedure to debrief operational personnel. Revise resource status board to show current shift status. Submit all forms, reports, plans, and miscellaneous written information to Documentation Unit for filing. AN INCIDENT EMERGENCY ACTION PLAN Introduction An emergency such as a helicopter accident, firefighter entrapment or burn over, camp evacuations, vehicle accident, medical emergency or other unknown emergency condition could occur on any of the wild fires or all-risk incidents we may be assigned. This may result in serious injuries or fatalities, and periods of extreme stress (Badden, 2010). Assignments may be in remote or severely impacted locations that result in longer than normal response times for local emergency response personnel; therefore, the team is responsible for handling the situation professionally, timely and effectively(Beaglehole and Bonita, 2004). The intent of this plan is to establish a “process and protocol to effectively manage an emergency situation (IWI) while continuing to manage the primary incident with as minimum of distraction as possible” (Beaglehole and Bonita, 2004). General Procedures In the event of an emergency IWI, notification will be made thru the chain of command to the Operations Section Chief and/or Safety Officer. “The Operations Section Chief (OSC) will assume control of the emergency and promptly assign on-scene responsibility to an appropriate Division/Group Supervisor or other individual not directly involved with the incident” (p. 89). If OSC cannot be contacted, the highest qualified operations person or safety officer on scene will assume command of the emergency and take appropriate action (Beaglehole and Bonita, 2004). The Incident Commander, Medical Unit Leader and Communications will be notified promptly. The IC will ensure that all remaining command and general staff are notified (Badden, 2010). All incident personnel will be instructed by the OSC or Safety Officer to clear the designated radio channel for “emergency traffic” related only to the emergency situation. If OSC or Safety Officer cannot be contacted, the highest qualified person on scene will broadcast “emergency radio traffic.” If available, air attack will be over the incident to ensure clear communications are in effect and will be available as an airborne repeater if needed. In the event personnel are injured, when they have been loaded and being transported to the hospital or at an appropriate time, OSC or Safety Officer will announce on the radio that “emergency radio traffic” has been canceled (Beaglehole and Bonita, 2004). Names of the injured or deceased individuals will not be transmitted on the radio. “To aid in an investigation, deceased individuals or their personal effects will not be moved except to accomplish rescue work or to protect the health and safety of others”. Those directly involved will provide written documentation of their actions. An ICS 214 may be utilized for the initial documentation, but a subsequent narrative will be required. An After Action Review will be conducted after each emergency incident within an incident to determine strengths and needed improvements (Beaglehole and Bonita, 2004). FORECAST NUMBER: 9 TYPE OF FIRE: Wildfire FIRE NAME: Bastrop Complex OPERATIONAL PERIOD: September 11th, 2011 DATE ISSUED: September 10th, 2011 TIME ISSUED: 1900 UNIT: TX-TXS SIGNED: /s/ Andy Baker / Andy Baker FBAN (T) INPUTS WEATHER SUMMARY: (For full forecast refer to the Fire Weather Forecast) **Moderating RH and Winds Today** Today: Sunny skies. Max Temp: 98-100 degrees Min RH: 15-17% Afternoon 20 ft. Winds: Variable 3 to 5 mph. Haines Index: 6 Tonight: Moderate inversion after sunset. Low Temp: 66-68 degrees Max RH: 67-71% Winds: South 3 to 6 Monday: Continued Dry and Hotter. Max Temp: 100-103 degrees Min RH: 15-19% Winds: WSW 3 to 7 OUTPUTS FIRE BEHAVIOR GENERAL:  While winds and RH are moderating slightly today, high potential for large fire growth still exists for any new starts, especially in timber fuel types.  Short grass (Fuel Model 1): ROS - 10 to 28 ch/hr, FL - 2 to 4 ft  Pine/Oak woodland with shrub component (Fuel Model 7): ROS – 7 to 18 ch/hr, FL - 3 to 6 ft  With a Probability of Ignition of 89%, any spotting from torching trees is likely to be profuse with distances ranging from 100 yards to a maximum of 0.1 mile  100 hr Dead Fuel Moisture (Bastrop RAWS) – 7%  1000 hr Dead Fuel Moisture (Bastrop RAWS) – 10%  Herbaceous Live Fuel Moisture (Bastrop RAWS) – 14%  Woody Live Fuel Moisture (Bastrop RAWS) – 75% SPECIFIC: Divisions A/D/G/I/T/R/N/L/E/W: Any residual heat in snags and heavy downed fuels will pop up in the afternoon. Divisions Z/Y: Any remaining interior pockets of unburned or partially burned fuels have the AIR OPERATIONS:  Expect inversion to break between 1200 and 1230.  Afternoon mixing heights around 9900 feet AGL. Transport winds NNE at 7 mph. SAFETY  Shifting winds, while light and variable do have the potential to push residual heat sources in unexpected directions and will require situational awareness.  Unseasonably high temperatures and arduous mop-up work will require frequent breaks and attention to hydration.  Given the lack of moisture in the surface and canopy fuels, a running fire can quickly transition from active surface fire to torching to active crown fire. 1. Incident Name: Bastrop Complex 2. Operational Period: Date From: 9/11/2011 Date To: 9/11/2011 Time From: 0800 Time To: 2000 3. Branch: I Division: A 4. Operations Personnel: Name Contact Number(s) 1 Operations Section Chief: J. Durrwachter Branch Director: G. Chandler Division/Group Supervisor: M Stuart/ S. Houston (t) Resource Identifier Last Work Day Leader # of Persons Contact (e.g., phone, pager, Radio frequency, etc.) Reporting Location, Special Equipment and Supplies, Resource Identifier Remarks, Notes, Information SR HC1 Midnight Suns C-1 9-17 J. Livingston Intersection 1441 & H21 SR HC2 C-5 Cobra #3 9-22 A. Rojas 20 Intersection 1441 & H21 SR ENG3 STF NF E-42 9-23 P. Vane 20 Intersection 1441 & H21 SR UTV/TRAILER E-5034 9-34 J. Evans 20 Intersection 1441 & H21 4-98 D. Bender 7 Intersection 1441 & H21 SR ENG3, STF NFN E-26 8-23 U. Kenny 4 Intersection 1441 & H21 SR ENG3 STF NF E-42 9-12 K. kefir 3 Intersection 1441 & H21 SR ENG3, STF NFN E-38 7-45 U. Dennis 9 Intersection 1441 & H21 SR ENG3, STF NFN E-43 7-23 M. Charles 6 Intersection 1441 & H21 SR ENG3, STF NFN E-44 1-45 B. Chucky 7 Intersection 1441 & H21 SR ENG3, STF NFN E-45 4-56 C. Nary 8 Intersection 1441 & H21 Common mistakes made by incident commanders They normally fall short of objectives due there inexperience’s and ignorance’s They fail to strategic based on the course of action They tend to mix up the tactics and fail far of the target There tendency to postpone and failure to approve course of actions They fail to certify the course of action, through the failure to put down the signatures. Professionalism in time and resource schedule is a problem to incident commanders They lack the agency of authority, due to the fact that most of them cultivate ignorance and lack of seriousness. References Badden, B. (2010). Risk Management. Retrieved from httpi://physics.yahoo.com/news/6-Numbers-Every-Investor-usnews-1640754492.html?x=0 Baker, J.J., & Baker, R.W. (2011). Incident Action Plan (3rd ed.) Sudbury, MA: Jones and Bartlett Beaglehole, R., and Bonita, R. (2004). Risk Assessment: Incident Action Plan. Cambridge, Cambridge University Press Brenda, M. (2000). Organizational Behavior. Auckland, New Zealand: Viking. Cotton, H. (1958). Response Planning, the English Universities Press, Ltd, London Krause, K (2006). Risk Management. Organizational behavior (2nd ed.). South Melbourne, Vic., Australia: Thomson Read More