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Unit VII – Fire Outbreak

Student’s Name

Institutional Affiliation

Course Number

Instructor’s Name

Date
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The OSC will hold an operation briefing before to the start of any operational periods to

make sure that everyone who needs information about the upcoming operation has access to it.

This operations briefing's main goal is to distribute the final IAP for the future operational period

to all businesses. If required, the OSC will still be able to modify the distribution of resources

and job assignments during the briefing. During the operations briefing, the Situation Unit

Leader (SITL) will review the incident's objectives, the OSC will brief the operations field

personnel, the OSC will brief the communications, logistics, safety, and finance fiefs, and the

OSC will brief the SITL on the incident's forecasted weather conditions (FEMA, 2012). The

employees of the Command and General Staff (C&GS) will also receive the operational briefing

if they intend to support the field personnel mentioned in the IAP. In addition to the others listed

above, branch directors, division/group supervisors, and any other necessary individuals are

invited to the operational briefing (FEMA, 2012).

The IAP is carried out after the operations brief has been performed and delivered to all

stakeholders. Supervisors will evaluate the development of the incident and the efficiency of the

work being done while field personnel are performing their jobs. Field visits are frequently

necessary for these assessments in order to adequately monitor the progress. The status of the

assignments is communicated to supervisors by crews and individuals. The Planning Section

Unit will be updated often throughout this time by the people of the Operations Section. During

the operational phase, adjustments will frequently be required to reallocate resources to different

regions or modify job assignments. Branch directors and division supervisors inform the OSC of

these modifications, and the OSC relays those changes to the Planning Section on their behalf.

On the other hand, field staff members are also expected to share their evaluations of the

operational time during these supervisory visits. The Planning Section Situational Unit and the
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effectiveness of the following IAP depend on this feedback loop; without it, they could suffer

(FEMA, 2012).

Section II

By "the discipline dealing with what is good and wrong and with moral responsibility and

obligation, a collection of moral principles: a theory or system of moral ideals," Merriam-

dictionary Webster's defines ethics (2018). A set of actions determined by a moral code and

guiding principles is known as ethical behavior. Although it may seem simple to let one's moral

principles guide their actions, this becomes increasingly challenging in complex situations, and

constantly shifting regulations can make this process more difficult. A prevalent element of

unethical action is manipulation, such as presenting a deliberate lie with the purpose to deceive

other staff members. These behaviors can be challenging to manage because people frequently

try to explain them away or deny that they ever had place. People will make errors because they

are imperfect beings, but the secret to success is to accept them, learn from them, and make a

commitment to resolving the issue in the future (Smeby, 2014).

Every day, policyholders for FES agencies and emergency medical care organizations

must make choices that could have an ethical impact. The top officer is required to make many

of these judgments, thus that person must make sure that the choices being made are morally

righteous. Your personal and professional conduct should both be considered ethical. Personal

ethics, for instance, might include actions like being truthful, caring about other people, and

respecting their freedom and individuality. Alternatively, professional ethics could be abiding by

corporate rules, telling the truth to the public, and maintaining coworkers' privacy. The

International Association of Fire Chiefs, the National Volunteer Fire Council, and the

International Association of Fire Fighters are just a few of the organizations that make
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professional judgments on professional ethical conduct in the FES and emergency medical

services professions. Other organizations, like the Florida Fire Chiefs Association, are also

present (Smeby, 2014). Many of the values upheld by these organizations' suggested codes of

ethics for their members include the following:

• Maintain the highest standards of personal integrity; communicate with the public

honestly and openly; prioritize staff safety and the safety of the general public above all other

considerations. Ensure that lifesaving services are provided fairly, equally, and without respect to

any other reasons. Support training and instruction that encourage safer living and operational

conduct.

• Encourage creativity and be open to consistent innovations that may better enable the

performance of our duties and obligations;

• Be considerate of the requirements of peers and subordinates and openly assist them in

the development of their skills, abilities, and talents; (Smeby, 2014).

Fire Prevention and Safety Codes

The mission of creating standards for fire prevention, safety, and other life-saving

practices has been given to the National Fire Prevention Association (NFPA). With the

organization of more than 300 codes and specifications intended to reduce risks and the impacts

of fire on building management and design in the United States, the NFPA's framework covers a

broad range of hazard-related references and guidelines. The latest and most comprehensive fire

safety criteria are provided by these regulations, which are constantly updated to keep up with

advancements in tools, materials, building techniques, and other relevant factors. Legislators and

planners rely on the NFPA's knowledge to provide suggestions that will save lives and lessen
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injuries from fires and other dangers in small towns and large cities alike. Because of this, NFPA

Codes and Standards are crucial to all of us (Walsh et al., 2012)

Information Gathering and Dissemination

As a member of the command team, the Public Information Officer (PIO) assists the

Incident Command organization. The PIO provides guidance to the Incident Commander and

Unified Commander on all issues relating to public information and incident management. The

PIO also responds to all media inquiries, public inquiries, inquiries from elected officials,

emergency public information requests, rumor monitoring and reaction requests, and media

relations for the incident. Accurate, actionable, and up-to-date information about the incident and

the FES response is gathered, verified, coordinated, and distributed by the PIO. As already said,

the PIO provides the general public with three different sorts of emergency public information

messages. The first of these massages is the narrative massage, which offers a summary of the

incident or general information. Newspaper articles, video clips, or audio sound bites are

frequently used as narratives. Advisories and warnings alert the public to a problem or danger

and offer guidance in connection with the situation. Action messages exhort the general people

to act right now. With the action massage, timeliness and accuracy are crucial because it could be

the difference between life and death (Walsh et al., 2012).

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References

FEMA Incident Action Planning Guide, (2012)., Retrieved October 23, 2018, from

https://www.uscg.mil/hq/cg5/cg534/nsarc/FEMA%20Incident%20Action%20Planning

%20Guide%20(IAP).pdf

Merriam-Webster. (2018, November 25). Ethics. Retrieved November 25, 2018, from

Merriam Webster Dictionary: https://www.merriam-webster.com/dictionary/ethics

Smeby, L. C., Jr. (2014). Fire and emergency services administration: Management and

leadership practices (2nd ed.). Burlington, MA: Jones & Bartlett Learning.

Walsh, D. W., Christen, H. T., Jr., Callsen, C. E., Jr., Miller, G. T., Maniscalco, P. M.,

Lord, G. C., & Dolan, N. J. (2012). National incident management system: Principles and

practice (2nd ed.). Sudbury, MA: Jones & Bartlett Learning.