5. The candidate has demonstrated competence against all the performance criteria of the element and has clearly understood the requirements of the role at this level
4. The candidate has demonstrated competence against the majority of the performance criteria of the element but has minor areas of identified improvement
3. The candidate has been considered to have sufficiently met the objectives prescribed within the performance criteria for this element of the National occupational standards to be deemed competent.
2. The candidate has been considered to have not met the objectives prescribed within the performance criteria for this element of the National occupational standards to be deemed competent
1. The candidate has been considered to have completely failed to meet the objectives prescribed within the performance criteria for this element of the National occupational standards to be deemed competent
1. Collect and confirm information relevant to the known and anticipated risks to people property and the environment.
In the planning stage of the decision-making model for example task event, resources, risks to property and the environment, safety issues and involvement of other agencies.
2. Apply a command structure as appropriate to the needs of an operational incident.
Command roles within the command structure for example:
Gold overall policy command and control.
Silver planning and coordination of the action is determined at the strategic command
Bronze implementation of orders from tactical level
3. Determine initial actions against available resources including the limitations and capabilities
Establishing an initial plan of action against resources and the limitations available at the scene. Additional requests take into account the location of resources, travel distance and capabilities of resources
4. Develop objectives through a comprehensive assessment of the known and anticipated risks
Deciding for example information about the event, information about resources, information about risk and benefit, gathering information, reviewing information, setting objectives, planning, communicating, controlling, continuously evaluating.
A clinical nature of objective setting, constant review and evaluation use of information to reshape objectives.
5. Apply tactical considerations appropriate to all tasks and objectives during all phases of an operational incident
Phases of an operational incident
Tasks and objectives
How are the tactical plan is implemented
1. Identify the significant findings of the risk assessment process
How to determine significant findings
Risk assessment in the fire service, for example to minimise risk, safety briefings, recognised safe systems of work, teams to be familiar with each other and trained together.
2. Implement control measures and record as appropriate
Developing a safe system of work, for example pre-planning and training, sufficient competence of teams to carry out the tasks safely.
Chosen systems of work, for example risks involved are proportional to the potential benefits.
Control measures for example objectives understood, responsibilities clearly allocated, safety measures are understood.
Recording measures appropriate, what to record, methods of recording.
3. Maintain on-going communication on planned actions to those involved in implementation.
How to maintain effective ongoing communication
Personnel involved in implementation
Importance of maintaining clear communications, meeting objectives, clear lines of command, accurate information provided to incident commanders.
Impact of of ineffective or poor communications, orders not clear, misunderstanding between agencies, inaccurate information provided to incident commanders.
4. Deploy appropriate resources to meet the needs of the incident.
Different types of resources required to meet the needs of an incident for sample human / physical.
Selection of the appropriate resources to meet the needs of the incident for example specialist appliances, personnel.
Availability of specialist resources from partner agencies.
5. Re-evaluate the plan at regular intervals and re-deploy and adjust as appropriate.
Determine when to and the frequency of plan evaluation.
Re-evaluation of plan, for example gathering information, reassess safe systems of work and additional control measures required.
Adjust plan, for example deploy additional resources, establish new safety cordon, re-sectorisation of the incident.
6. Identify signs and symptoms of stress in relation to trauma and or work based activity.
Importance of evaluating the plans effect on human resources, for example heat stress, heat exhaustion, dehydration, physical injuries, identified conditions as a result of the nature of the incident.
How to identify the signs and symptoms of stress, for example feedback from sectors, visual observation of individuals, listening, assessing effect of actions.
7. Implement actions to reduce the exposure to and impact on operational personnel and casualties.
Importance of communication, attendance of other agencies as pre-requisites, for example ambulance service.
Exposure and impact reduction actions, for example task allocations to personnel, use of resources, privacy/dignity shield for casualty, crew rotation.
8. Identify contingency measures in the event of an unplanned or uncontrolled event or escalation.
How to identify contingency measures
Tactical and emergency withdrawals, for example allocating a safety officer, head counts, role calls, collection of nominal role boards.
Increase in use of resources to deal with escalation, fore example additional personnel, physical specialist and additional appliances.
Incident upgrades in relation to requesting further resources.
1. Instigate measures to hand over control of an incident to an appropriate person , agency or authority.
The 'handover' of control of an incident, for example identification of the appropriate person relevant to the risk, ensure continuity of action , safety, communication made, resources, documentation.
2. Preserve potential evidence identified at what incident.
Potential evidence, for example, product, physical, witness statements, direct observation.
How to collect, secure, record and store evidence for potential investigation by internal and external agencies.
3. Identify any unresolved hazards and associated risks at the close down of an incident.
Hazards and risk from incidents no longer being dealt with, for example collapse, cylinders, hazardous materials, re-ignition, structures that are dangerous and open to the elements, public access prevention.
4. Take action to minimise any unresolved hazards and associated risks within operational constraints.
Operational constraints, for example time, human resources, physical resources, expertise required.
Minimising actions involving fire service resources.
Minimising actions involving other agencies, for example, collapse (local authority engineer), hazardous materials (appropriate licensed contractor to deal with the material), excluding public (inform the police).
5. Secure the availability of resources for further deployment at the earliest opportunity.
Secure availability on completion of the incident, fore example making up risk critical risk equipment first, inform mobilising control if or if not available.
1. Conduct a post incident debrief through open and constructive discussion
How to create an environment for open and constructive discussion.
Personnel to debrief, for example agencies and fire service personnel.
Debrief features and content, for example feedback, timing of feedback, acknowledgement of success. Identify strengths and weaknesses, development / action, points for future incidents, hot de-brief, performance review of operations, performance review of command.
2. Measure performance against agreed standards relevant to defined roles.
Use of the current national occupational standards to measure performance against.
3. Identify opportunities to improve future personal team and organisational performance.
Importance of continual performance improvement for example effective management of response learning from experience success and mistakes, saving life and preserving property, knowledge skills development
Methods of measuring performance of personal team and organisation, for example gathering information, collecting statements, recording information to be fed to the strategic decision making process at the systematic level
Opportunities to improve personal performance for example, further training exposure to a greater frequency of incidents or different types of incident using a mentor, performance monitoring officer
Opportunities to improve organisational performance, for example feedback regarding the suitability of equipment, policies and procedures in dealing with a particular type of incident
4. Immediately address risk critical issues identified through performance of people, equipment, working practices policies and systems
Types of risk critical issues
How to address issues, for example reporting to line managers and sector incident commanders further up the chain of command, actions required
5. Record the process and report findings appropriately
Record the findings
Collect and confirm information relevant to known and anticipated risks to people, property and a the environment
Apply a command structure as appropriate to the needs of an operational incident
Determine initial action against available resources including their limitations and capabilities
Develop objectives through a compete risk assessment of the known and anticipated risks
Apply tactical considerations appropriate to all tasks and objectives during all phases of an operational incident.
Identify the significant findings of the risk assessment processes.
Implement control measures and record as appropriate
Maintain on-going communication on planned actions to those involved in implementation
Deploy appropriate resources to meet the needs of the incident
Re-evaluate the planet regular interval and re-deploy and adjust as appropriate
Identify signs and symptoms of stress in relation to trauma and/or work based activity
Implement actions to reduce the exposure and impact on operational personnel and casualties
Identify contingency measures in the event of an unplanned or uncontrolled event or escalation.
Instigate measures to hand over control of an incident to an appropriate person, agency or authority
Preserve potential evidence identified at the incident
Identify any unresolved hazards and associated risks at the close down of the incident
Take action to minimise unresolved hazards and associated risks within operational constraints
Secure the availability of resources for further deployment at the earliest opportunity
Conduct a post incident debrief through open and constructive discussion
Measure performance against agreed standards relevant to defined roles
Identify opportunities to improve futures personal, team and organisational performance
Immediately address risk critical issues identified through performance of people, equipment, working practices, policies and systems
Record the process and report findings appropriately
The pass mark for the assessment is ( %)
Has the candidate passed the assessment?