Vehicle Rescue Incident Awareness PDF

Chapter 2 Vehicle Rescue Incident Awareness Lecture I. Introduction A. Review the knowledge objectives. B. It is easy to be driven by emotions during extrication incidents. 1\. Normal fight or flight response mechanism 2\. Need to be skill driven and follow an **incident action plan (IAP)** (...

Chapter 2 Vehicle Rescue Incident Awareness Lecture I. Introduction A. Review the knowledge objectives. B. It is easy to be driven by emotions during extrication incidents. 1\. Normal fight or flight response mechanism 2\. Need to be skill driven and follow an **incident action plan (IAP)** (**Figure 2-1**) 3\. At a minimum, an organization must have the response capability and training to perform awareness-level scene management skills at a technical rescue incident. C. Implementing the requirements of NFPA 1006 and 1670 may be met with some resistance if it requires the organization to change operational structure. 1\. It is important for the AHJ and/or the organization not to become overly focused on terminology or titles. II\. Determining Level of Service **A. The term technical rescuer refers to someone qualified with a particular skill set.** 1\. In this case, vehicle rescue and extrication. 2\. The goal here is to focus on what level of service the fire rescue organization provides and: a\. Identify or match the skills with the action provided based on criteria from NFPA 1006 and 1670. b\. Determine what level of response capability the organization has and what is adequate for the community---the AHJ must conduct a risk assessment study. B. A risk assessment is a process that identifies vulnerabilities to which a community, an organization, or a business is exposed and then determines the actions required to reduce them. 1\. This is vital to understanding what level of response capability a rescue organization has. 2\. Four research areas used are: a\. Hazard analysis b\. Organizational analysis c\. Risk-benefit analysis d\. Level of response analysis 3\. To determine the level of response, the AHJ needs the appropriate data. a\. Data must support the function. b\. Process should consist of a standard method to come to a factual determination. 4\. With this information, the AHJ can: a\. Determine whether the organization is equipped to handle incidents. b\. Minimize risks associated with incidents. c\. Identify and legitimize the current operational response capability to: i\. Hire additional personnel ii\. Develop operating procedures and protocols iii\. Provide appropriate training iv\. Purchase equipment v\. Procure resource contracts vi\. Negotiate mutual aid agreements C. Hazard analysis identifies situations or conditions that may injure people, damage property or the environment, or have significant economic impact. 1\. If a thorough assessment/analysis is conducted before an incident, there is time to set the proper procedures in place to account for losses and to provide the necessary resources to sustain and support the area or region. 2\. Applying a hazard analysis to vehicle rescue and extrication incidents can uncover a multitude of issues. a\. AHJ must provide the appropriate PPE/equipment/training and ensure that rehabilitation policies and procedures are in place to assist with identified hazards. 3\. Hazardous conditions include: a\. Hot/cold weather b\. Topography such as ravines, mountain ranges, or bodies of water c\. Increased traffic flow from tourism d\. Road or lane closures from construction/maintenance 4\. Need to determine not only the *possibility* but also the *probability* of incidents 5\. Data research through incident run reports and area surveys can identify the types of incidents that have occurred and are likely to occur within a jurisdiction. a\. Should be conducted at various times throughout the year b\. Survey all major roadways c\. Determine the type of traffic flow 6\. Comprehensive transportation plan developed by transit authority can also assist in hazard analysis. 7\. The AHJ may require a traffic incident management class to manage roadway hazards. D. Organizational analysis seeks to determine what level of response capability is currently in place and whether the organization requires additional resources to meet the desired response capability. 1\. Personnel requirements a\. Consider medical, fitness, and psychological requirements for duty b\. Health and wellness program 2\. Staffing levels a\. How many responders are required to manage common incidents? b\. What types of equipment/PPE are required? c\. Are appropriate apparatus available? d\. Are financial resources available for training and equipment? 3\. Training (initial and ongoing) a\. Can appropriate training be acquired locally? b\. What will it cost? c\. Training facilities such as a local fire academy may provide programs that meet the organization's needs\ (**Figure 2-2**) 4\. Resources a\. Can budgetary adjustments be implemented? b\. Are there external funding mechanisms? c\. Determine internal vs. external resources. d\. Consider specialized equipment. e\. A list of resources should be made, updated yearly, and be available at all times. E. Risk--benefit analysis determines whether an action will produce a positive or negative outcome. 1\. **Static risk--benefit analysis** is conducted in an office setting prior to an incident. a\. Does the organization currently have in place the response capability to manage/mitigate a technician level incident? b\. Is it feasible to acquire, maintain, and support this level of service? c\. Every emergency incident that fire rescue personnel respond to poses a certain degree of risk, but some operations have much higher risks than others (**Figure 2-3**). 2\. **Active risk--benefit analysis** occurs during the response and/or prior to actively engaging in the operation. a\. What are the immediate, probable, or possible dangers or harm to personnel? b\. Is the incident a rescue or a recovery operation? 3\. Once a scene is properly assessed, then an action plan can be established to minimize or eliminate risk. F. Level of response analysis involves providing the appropriate level of service to manage a technical rescue incident. 1\. Based on the information obtained during the community risk assessment, it should be fairly easy to determine the appropriate level of response capability for the organization to: a\. Develop a strategic plan of action to either provide that level of service or b\. Procure the appropriate resources to assist. 2\. Performance levels and training are evaluated and documented annually to determine whether the organization and personnel are prepared to manage a potential emergency incident recognized in the community risk assessment. a\. All documentation and data must be readily available to those authorized. 3\. Example of a step-by-step approach: a\. Preparation b\. Response c\. Arrival and size-up d\. Stabilization: scene--vehicle--victim e\. Access f\. Disentanglement g\. Removal h\. Transport i\. Incident termination j\. Postincident debriefing and analysis III\. Standard Operating Procedures A. A standard operating procedure (SOP) is an organizational directive that establishes a standard course of action. 1\. Provides written guidelines that explain what is expected and required of emergency personnel (**Figure 2-4**) 2\. Not intended to tell you how to do the job, but rather related considerations such as a\. Safety b\. Evacuation c\. Communication/notification d\. Command structures e\. Reporting requirements 3\. Technical knowledge and skills are obtained through training and technical protocols and are not normally the subject of SOPs. IV\. Incident Response Planning A. Response planning (preincident planning) is the process of compiling, documenting, and dispersing information that will assist an organization in managing an incident. 1\. Must include plan authority and approval plus determining who gets a copy. 2\. A system should be in place for making changes or revisions to the plan. B. Problem Identification 1\. Conduct a needs assessment. 2\. Needs assessment along with identified operational capability forms the basis of what the plan will accomplish. 3\. Single versus multiple plans depends on the complexity of a given rescue incident. C. Resource Identification and Allocation 1\. Necessary resources must be identified and be available in a timely manner. a\. Mutual aid agreements b\. Private vendors/contractors 2\. Make arrangements before an incident occurs. 3\. Collect the necessary information such as contact information 4\. Review this information at least annually 5\. Preincident plan should include any forms or agreements (**Figure 2-5**) D. Operational Procedures 1\. Preincident plan should identify the resources needed and how they will be deployed. 2\. Plan should identify alternative resources and procedures. 3\. It should identify alternative plans for when needed resources are unavailable or delayed E. Once the plan is developed, it should be tested. 1\. Plan should be revised and retested if deficiencies are found. 2\. Important because of changing personnel or conditions. V. Incident Command System A. Success depends on everyone following the same IAP. 1\. IAP should follow the NIMS model. 2\. NIMS model allows for a standardized approach by breaking down the incident into manageable sections and assigning appropriate resources. B. Jurisdictional Authority 1\. An effective ICS clearly defines the agency in charge of each incident. 2\. Large-scale incidents may cross geographic and/or statutory boundaries and require a cohesive operation. 3\. ICS may employ a **unified command** for multi-jurisdictional or multiagency incident management. a\. Allows agencies with different legal, geographic, and functional responsibilities to coordinate, plan, and interact b\. Multiple agency representatives make command decisions, rather than a single incident commander. c\. Ensures cooperation, avoids confusion, and guarantees agreement on goals and objectives C. An ICS can and should be used during training and at all types of incidents. 1\. Includes non-emergency events like public gatherings (**Figure 2-6**) 2\. Regular use builds familiarity D. Unity of Command 1\. In a properly run ICS, each person working at an incident has one direct supervisor. 2\. Chain of command E. Span of Control 1\. ICS allows for a manageable span of control of people and resources. a\. One person can only effectively supervise 3--7 people. 2\. The **incident commander (IC)** communicates and receives information from a maximum of five people rather than from all personnel at scene. F. Modular Organization 1\. Not all components of an ICS need to be used at every incident. 2\. Additional components can be added or eliminated as the incident unfolds. G. Common Terminology 1\. Shared language eliminates confusion about what is intended. 2\. Use NFPA 1936 3\. Increases level of understanding among the response agencies working at an incident site. H. Integrated Communications 1\. ICS must support communication up and down the chain of command at every level. 2\. Ensures that control objectives established by the command staff are implemented by task-level resources. 3\. Also ensures that outcomes produced by task-level units are reported back up the chain of command. 4\. Allows progress toward incident goals to be measured. I. Consolidated IAPs 1\. ICS ensures that everyone involved in the incident is following the same overall action plan. 2\. IAP may be developed by the IC alone or in collaboration with other agencies. J. Designated Incident Facilities 1\. Use of standard terminology for commonly needed operational facilities ensures everyone knows what occurs at each facility. 2\. Standard terms include: a\. Base b\. Command post c\. Staging area 3\. The command post at an extrication incident involving only a few vehicles may be established outside of the hazard zones. 4\. A larger incident may require the command post to be established within a structure with an established base. a\. Staging area is vital and may be used to stage incoming apparatus. K. Resource Management 1\. A standard system of assigning and tracking the resources involved in the incident is important. 2\. A **mass-casualty incident (MCI)** involves more than one victim and places great demands on equipment or personnel (**Figure 2-7**). 3\. Proper resource management must be established at the beginning stages of an incident. 4\. Delaying management of resources causes confusion, freelancing, and possible gridlock of incoming units. L. Victim Reconnaissance 1\. When you are dispatched to the scene, start formulating a plan for the operation. 2\. If multiple victims are involved, call for additional resources early on. a\. Can always be canceled later 3\. Witnesses may assist in confirming how many victims are involved and where they are. VI\. ICS Organization A. ICS structure identifies a full-range of duties, responsibilities, and functions. 1\. Standard organizational chart clearly defines positions and chain of command (**Figure 2-8**). B. Incident Commander 1\. The IC is the individual with the overall management of all incident operations. 2\. The IC position is always filled and is initially established by the first unit on the scene. a\. Command is likely to be transferred to the senior arriving officer. b\. During transfer of command a brief status report is given to the new IC including the following elements: i\. IAP: What the overall operation encompasses and objectives ii\. Tactical priorities: Actions that need to be enacted or are presently being performed iii\. Hazardous conditions: Areas that could potentially jeopardize the safety of personnel iv\. Accomplishments: Objectives that have been completed at the time of transfer v\. Assessment of effectiveness of operations vi\. Current status of resources: What resources are allocated and how 3\. The IC does not need to be an expert on technical rescue, but he/she needs to be familiar with the ICS management process. a\. IC must resist the temptation to get directly involved in operations. b\. IC should be nearby but apart from immediate action zone to maintain best vantage point. c\. At larger incidents, IC should establish a command post with: i\. Visual access to the incident ii\. Restricted access to minimize interruptions C. Command Staff 1\. **Public Information Officer (PIO)** a\. Provides a single point of contact for information related to the incident b\. Prepares for IC approval any press releases c\. May provide IC with background information, suggest questions that may be asked, and assist with selection of photographers 2\. **Safety Officer (SO)** a\. Enforces general safety rules and develops measures that ensure personnel safety b\. Should be established at every incident c\. Can bypass the chain of command to correct unsafe acts d\. Has the authority to stop or suspend unsafe operations e\. Must report to the IC any action that may affect operations (**Figure 2-9**) f\. Must be knowledgeable in the following: i\. Strategy and tactics ii\. Departmental safety rules and regulations iii\. Departmental SOPs iv\. Hazardous materials v\. Rescue practices g\. Vehicle extrication-specific responsibilities: i\. Monitoring all hazards ii\. Ensuring personnel are wearing PPE iii\. Conducting ongoing evaluation of physical, psychological, and mental state of rescuers iv\. Ensuring stability of vehicles is maintained and monitored v\. Ensuring best practices are followed h\. Not a stationary position; safety officer must remain active 3\. **Liaison Officer (LO)** a\. The IC's point of contact for outside agencies b\. Coordinates information and resources between cooperating and existing agencies C. ICS Sections 1\. **Operations section** a\. Responsible for the development, direction, and coordination of all tactical operations b\. Operations section chief coordinates and disseminates information back and forth through a division or branch manager who oversees tactical groups. i\. There can be no more than five tactical groups. ii\. Great way to manage on-scene tactical work effectively c\. Functional areas needed at larger incidents: i\. Staging \(a) All resources are available and ready for assignment \(b) May be relocated as necessary \(c) **Staging area manager** reports to the section chief. ii\. Divisions divide an incident into physical or geographic areas of operation. iii\. **Groups** divide the incident into functional areas of operation. iv\. **Branches** are either functional or geographic in nature. \(a) Established when the number of divisions or groups exceeds the span of control. 2\. **Planning section** a\. Responsible for the collection, evaluation, dissemination, and use of information and intelligence critical to the incident. b\. Anticipates potential problems, events, and logistical needs to execute upcoming IAP. c\. Other responsibilities: i\. Developing and updating the IAP ii\. Examining the current situation iii\. Reviewing available information iv\. Predicting probable cause of events v\. Preparing recommendations for strategies and tactics vi\. Maintaining resource status vii\. Maintaining and displaying situation status viii\. Providing documentation services d\. Smaller incidents probably do not require a planning section. e\. **Technical specialists** initially report to the planning section. i\. These advisors have special skills required at the incident. 3\. **Logistics section** a\. Responsible for all support requirements needed to facilitate effective and efficient incident management. b\. Key responsibilities: i\. Communications ii\. Medical support to incident personnel iii\. Supplies iv\. Facilities v\. Ground support c\. Works with staff to supply resources to accomplish and/or satisfy objectives d\. Service branch i\. Communications Unit: Plans for use of communications equipment and supervises communications center ii\. Medical Unit: Develops medical plan, obtains medical aid and transportation, and prepares reports and records iii\. Food Unit: Supplies food needs for the incident e\. Support branch i\. Supply Unit: Obtains, stores, and maintains inventory of supplies ii\. Facilities Unit: Responsible for layout and use of facilities, and manages base and camp operations iii\. Ground Support Unit: Transports personnel and supplies; fuels, services, maintains, and repairs vehicles and other ground support equipment 4\. **Finance/administration section** a\. Responsible for the accounting and financial aspects of the incident, as well as any legal issues i\. Not staffed at most incidents ii\. Ensures enough money is available to keep operations running b\. May contain the following units: i\. Time Unit---responsible for equipment and personnel time recording ii\. Procurement Unit---administers financial matters pertaining to vendors iii\. Compensation/Claims Unit---handles concerns resulting from property damage, injuries, or fatalities iv\. Cost Unit---tracks and analyzes costs, creates estimates, and recommends cost-saving measures D. Additional ICS Terminology 1\. **Single resource**---an individual vehicle and its assigned personnel 2\. **Crew**---a group of personnel working without apparatus and led by a leader or boss 3\. **Task force**---a group of up to five single resources of any type 4\. **Strike team**---a group of five units of the same type working on a common task or function VII\. Tracking Systems A. Personnel Accountability 1\. Should meet the requirements of NPFA 1561 2\. Accountability system tracks: a\. Responders' identities b\. Assignments c\. Locations 3\. Ensures that only qualified rescuers with specific assignments are operating within area of rescue 4\. Allows IC to: a\. Track resources at the scene b\. Hand out proper assignments c\. Monitor time expenditure of personnel/assignments d\. Rotate personnel 5\. Several accountability systems (**Figure 2-10**) a\. Lists b\. Boards c\. Tags d\. Badges e\. T cards f\. Bar-code systems g\. Radio frequency identification (RFID) tags B. Equipment Inventory and Tracking Systems 1\. Several types of records maintained during an incident (**Figure 2-11**) 2\. Provides a comprehensive resource and accountability system that can be manually or electronically tracked 3\. Manual systems: lists and sign-out sheets 4\. Computerized or electronic systems: bar-code systems and RFID tags VIII\. Long-Term Operations A. Technical rescue incidents can extend into long periods of time and be very complex. 1\. The IC needs to consider both immediate and anticipated needs for all phases. B. Use of an expanded ICS system will assist the IC with planning and functioning in long-term incidents. C. A rescue team can typically work for up to 24 hours, but then must rest for at least 24 hours. D. Factors affecting plans for long-term operations: 1\. Extent of the rescue required 2\. Training level of the rescue team 3\. Available resources 4\. Rescuers' physical condition 5\. Rescuers' psychological condition 6\. Needs supported by other ICS functions IX\. Safety A. For all organizations, health and safety of personnel is the highest priority. 1\. Long-term operations or physically demanding operations take a toll 2\. Injuries have a negative psychological effect 3\. Work-related stress B. NFPA 1500 covers topics in health and safety programs 1\. Sets requirements for Special Operations, PPE, and Emergency Operations 2\. Includes provisions invaluable to developing: a\. Health and safety programs b\. Response plans c\. SOPs/SOGs d\. Risk assessments 3\. Works in concert with NFPA 1250, 1521, and 1561 X. Summary A. Vehicle rescue and extrication is a technical process that requires structured successive steps to produce favorable results. B. Most if not all fire rescue organizations already provide a level of service to manage complex emergency incidents, such as vehicle rescue and extrication incidents. C. There are a number of considerations that should be taken into account before committing your organization to providing technical rescue services, including actual need, cost, personnel, and equipment requirements, as well as social and political climate. The components of a risk assessment are hazard, organizational, risk--benefit, and level of response analyses. D. SOPs are designed to describe related considerations (the rules for doing the job), such as safety, evacuation, communication and notification procedures, command structures, and reporting requirements. E. An IAP formulated by an organization or AHJ should be designed following the model of the NIMS. F. The ICS is a management structure that provides a standard approach and structure to managing operations. The use of ICS ensures that operations are coordinated, safe, and effective, especially when multiple agencies are working together. G. It is important to have systems in place to keep track of both personnel and equipment on scene. H. Emergency incidents many times extend into long-term operations (greater than a few hours), and consideration must be given to planning for such a possibility. I. The health and safety of members are of the highest importance, and a health and safety program, developed in concert with NFPA 1500, 1250, 1521, and 1561, will provide your organization with the tools necessary to run a safe and effective organization.