Chapter 3 Applying Risk Management Types 3-1. Introduction Dynamic changes can occur during an emergency Constant stress on emergency responders at an.

Chapter 3

Applying Risk Management Types

3-1

Introduction

• Dynamic changes can occur during an emergency

• Constant stress on emergency responders at an incident

• Decisions may be based on unknown factors and unknown dangers

• Treat each job with a risk-versus-benefit analysis

3-2

Life Safety Initiative 3

Focus greater attention on the integration of risk management with incident management at all levels, including strategic, tactical, and planning responsibilities

3-3


RISK BENEFIT ANALYSIS

• Weighing of the facts

• All possibilities considered

• “Boilerplate” lists

• Sometimes instead rely

on experience and training

• Proficient at the process

Cont. 3-4

Courtesy of Retired Chief Don Barnes



• Brunacini risk-benefit model

• We will, in a structured plan, risk a lot to save a lot (human lives)

• In a structured plan, we will risk a little to save a little (property and pets)

• We will risk nothing to save nothing (or something that is already lost)

Cont. 3-5



• Analysis quality

• Only as good as the person completing it

• Experience at the expense of mistakes

• Mental risk benefit analysis method

3-6


RISK MANAGEMENT OVERVIEW

• Definition

• Thorough system is initiated to ensure that all potential factors are considered

• Risk does not necessarily mean bad

• Identify as many risks as possible

• Severity, probability, exposure model

3-7


DECISION MAKING

• Overview

• Responders learn how to make decisions quickly

• Based on limited, sometimes inaccurate information

• May be based on actual training

• May be more problem solving in nature

Cont.3-8


DECISION MAKING

• Training-based decision making

• Utilizes learned skills

• “By the book”

• Practice predetermined plans

• Helps in undetermined plans

Cont. 3-9

Courtesy of John Kloski


DECISION MAKING

• Recognition-primed decision making

• Form of recall

• Advantage

• Quick decisions

• Disadvantage

• Prone to failure

3-10


INCIDENT MANAGEMENT

• Safety officer

• Scene accountability

• Tag system

• Passport system

• Barcode scanning software

• Span of control

Cont. 3-11Courtesy of Tim Tobin


INCIDENT MANAGEMENT

• Emergency traffic

• Rapid intervention

• Two-in, two-out rule

• IDLH atmospheres

• Standard for interior structural fires

• Questions about rapid intervention groups

Cont. 3-12


INCIDENT MANAGEMENT

• Responder rehabilitation

• Rotate personnel through rehabilitation area

• Address dehydration

• Firefighters should be checked by medical personnel

• Vital signs

• Policies need to dictate rehabilitation

3-13


RISK MANAGEMENT AT THE STRATEGIC LEVEL

• Incident commander

• First decision is strategic

• Life safety is first priority

• Constantly reevaluate

3-14Courtesy of Lt. Rob Gandee


RISK MANAGEMENT AT THE TACTICAL LEVEL

• Operational methods

• Meet strategic goals

• Analyze every idea

• Don’t be afraid to abandon ideas

• Importance not determined by

amount of rescuers involved

3-15Courtesy of Lt. Rob Gandee


RISK MANAGEMENT AT THE TASK LEVEL

• Overview

• Safe search

• Safe tools

• Situational awareness

• Radio communications

3-16Courtesy of Jeremy Szydlowski

Summary

• Enhancing accountability is an effective way to improve safety

• Starts in the form of personal accountability• Decisions everyday make your job safer• Job satisfaction results from decisions made• Risks to firefighters are affected by personal

decisions

3-17

Chapter 3 Applying Risk Management Types 3-1. Introduction Dynamic changes can occur during an emergency Constant stress on emergency responders at an.

Documents

strategiclife safety

integration of risk

risk management types

risk benefit analysisweighing

benefit analysis3

unknown factors

structured plan

unknown dangerstreat