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S-330 Task Force Leader

S-330 Task Force Leader. Tactical Engagement. Unit 3 Objectives. Safety Responsibilities of a TFL Core Briefing Elements Aviation and Heavy Equipment Considerations Supervisory Responsibilities Accident/Occurrence Reporting Span of Control Risk Management.

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S-330 Task Force Leader

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  1. S-330 Task Force Leader Tactical Engagement

  2. Unit 3 Objectives • Safety Responsibilities of a TFL • Core Briefing Elements • Aviation and Heavy Equipment Considerations • Supervisory Responsibilities • Accident/Occurrence Reporting • Span of Control • Risk Management

  3. Safety Responsibilities of a TFL Responsibilities of TFL • Recognize, mitigate and communicate potentially hazardous conditions • Monitor condition of assigned resources • Account for assigned resources • Provide for care of assigned resources and notify supervisor in event of sickness, injury, or accident • Ensure assigned resources are following safety guidelines • Understanding of BCWS and Worksafe standards and procedures

  4. A Day in the life • Briefing – go over IAP • Confirm resources/assignments • Warehouse orders (distribute) • Organise crew/resource moves • Recce (new staff/challenges) • Monitor progress (Wx, FBS, production) • Walk the line • Check in with resources, and DIV • Plan ahead • Complete Div assignment sheets (usually by 1400) • Take notes • Plan crew moves • Debrief • Warehouse/equip needs • Daily Time reports, CC evaluations • What else?

  5. Core Briefing Elements Review all components of IAP of Field Safety Plan • Downhill line construction • Air operations • General safety (fire behavious, Wx forecast, hazards) • Line construction standards • Risk refusal • Burning operations • Mixed resources • Objectives • Heavy Equipment use • Identifying staging areas • Safety check-in procedures • Fuel and hose needs

  6. Tactical Planning Time may be the single most important element in the planning process. It may be easy to know when objectives need to be completed The difficult part is determining how long specific tasks are going to take to complete those objectives

  7. What challenges might you face resulting in inefficient or unsuccessful Operations? • Change in Wx/Fire Behaviour • Having the wrong resources in the wrong locations • Fire line equipment issues (breaking or insufficient) • Unrealistic expectations from overhead • Improper utilization of HE • Crew Morale • Frustration caused by things not running smoothly • Tasks taking too long • Simple jobs not being completed when expected What else?

  8. How can these inefficiencies be prevented during the planning stage? Can they? • Ordering the proper equipment/resources • Allocating equipment appropriately at the start of an operation • Anticipate problems (eg ensure adequate resources as things break) • Modifying plans as issues arise (Following Leaders Intent) • PAINT the picture of what you need and why – therefore if what you ask for isn’t available, someone will send you something else to do the job

  9. What are the supervisory responsibilities of a TFL? • Assigning tasks • Maintaining good SA throughout the day of where your resources are and what they are doing • Monitoring progress • Correcting inefficiencies • Following up with disciplinary action if necessary • Communicating with supervisors and subordinates • Accommodating needs • Training • Mentoring • Safety

  10. Resolve Issues Using the Chain of Command • Deal direct with Individual to try and remedy issue • Immediate supervisor • Division Supervisor • OPS Section Chief/IC “There are 2 types of leaders; those who solve problems, and those who escalate them.” A.Voigt summer 2016

  11. What does supervision look like?

  12. One of the main Supervisory Responsibilities (along with safety…) is Ensuring work is effective and on task A key focus for TFLs is assigning tasks with realistic deadlines How do we do this? • Outlining Leaders intent • Clearly defined plans (IAP’s, MAPS) • Clearly established expectations • Briefings and debriefings • Personal observation and monitoring • Maintaining comms with crews/supervisors • Acknowledging subordinate input/concerns

  13. Monitoring progress and quality Have you experienced a situation where factors from previous slide were not considered? What was the outcome?

  14. CommunicationEnsure effective communication byencouraging subordinate input

  15. The strategy or strategies to achieve the objectives should pass the following criteria test: • Make good sense (feasible, practical, and suitable). • Within S.M.A.R.T. principles • Be within acceptable safety norms. • Be cost effective. • Be consistent with sound environmental practices. • Meet political considerations.

  16. Identify when span of control needs to be altered What does itmean to you?

  17. Identify when span of control needs to be altered

  18. Span of Control Considerations • What are ‘red flags’ that will contribute to a TFL getting over their head? • How can you identify when you are outside your span of control? • What happens when supervisors take on too much? • What actions can be taken to rectify these situations before things get out of hand?

  19. Reasonable workload percentages for major daily tasks Where do TFLs spend their time and on what tasks?

  20. Where do TFLs spend their time and on what tasks? Operations Planning

  21. Identify whether it is appropriate /inappropriate to perform crew tasks • Why is this important to identify? • Supervisor needs to understand that his/her duty is to maintain an awareness of the overall situation • When is it acceptable to get involved with ‘crew member’ tasks? • Periods of low activity (demob, during downtime) • When there is an opportunity to mentor • If there is a shortage of resources and it is absolutely necessary to aid in task completion

  22. Major consideration: Incident complexity Dependent on the complexity of the incident will determine task appropriateness • Type 3-4 • Less resources • Most likely a smaller priority • Opportunity to train/mentor • Type 1-2 • More resources • Bigger priority • Bigger picture • Most likely more area to maintain

  23. Ongoing Situational Awareness (SA) Apply appropriate corrective action to operational situations as changes occur

  24. Whatsteps can you take to ensure the success of your operation to prevent and correct problems as they arise?

  25. HR Scenario • Crack Smoking Faller

  26. Aviation Responsibilities of a TFL • Monitoring duty hours of machines • Monitoring effectiveness of aviation (eg bucketing, fuel cache locations) • Recognizing when HEBM/HELCO needed • Safety – ensuring proper briefings for all resources on your fire (contractors etc) • Heli pad inspections • Monitoring proper frequencies • Knowing who/how/when to call for support

  27. Aviation Responsibilities cont’d • Having a full understanding of medical ops plan • Density altitude considerations with regard to air support • Grounding times • Preplanning for bad wx, and options to pull crews early, or hike them to safety (or ceasing dangerous operations). • Occurrence reporting

  28. AVIATION/High risk activity • Know when to shut down high risk activity (When medevac options do not exist). • When do you cease high risk activity?

  29. Describe your roll in the event of an aviation occurrence Occurrence Reporting • Goal is to ensure all occurrences are reported • For the purpose of reporting, all hazards, incidents and accidents will initially be referred to as an OCCURRENCE.

  30. AviationWhat are the reporting procedures? Transmission Codes: 10-50 • accident scene where it is assumed all personnel involved are alive and injured or burned 10-45 • transmitted to confirm death or fatality

  31. Risk Management What is Risk Management? A process of evaluating and mitigating hazards in the work environment What is Risk Control? Specific measures established to reduce or eliminate hazards What are Decision Points? Go / NoGo decisions based on whether risk controls can adequately reduce or eliminate the hazards identified

  32. Identify the risks associated with Heavy Equipment and Helicopters Why do we use Heavy Equipment and Helicopters to assist with fire line operations? • Increase efficiency • Mitigate risk and exposure • Irony = By using these resources we are also putting personnel at risk

  33. Heavy Equipment Considerations What are some major obstacles and challenges when utilizing HE?

  34. Heavy Equipment What factors will influence HE production? • Operator capabilities • task • machine capabilities • terrain • fuel type • fire behaviour • weather

  35. Heavy EquipmentMachine Capabilities HOWEVER, logging equipment may be operated beyond the maximum slope operating stability limits specified if; • a qualified person conducts a risk assessment of that operation AND • written safe work practices acceptable to the Board (OHS) are developed and implemented to ensure equipment’s stability during operation (Steep Slope Plan)

  36. Steep Slopes >35%Rubber Tired >40% Tracked Exceeding slope limitations is not a normal practice and the decision to do so is only based on the following factors: • It can be done safely • LACES is integral to planning • It is necessary • Given to most experienced contractors/operators • Given to most appropriate equipment • Emergency and breakdown extraction plan • Avoid severe weather • Use experienced line locators • Ensure hazards and NO GO zones are clearly identified and communicated • Do a walk through of area if possible • Have a system for dealing with unidentified hazards • Confirm machine inspection is complete • Have hazard mitigation plan approved by the IC or designate supervisor

  37. Production Rates Determine acceptable rates of production based on the type of equipment, terrain and fuel type

  38. Production Rates What are acceptable rates for HE? Is there a formula? How are rates calculated?

  39. NWCG Heavy Equipment Rates Distances in Chains (66ft)

  40. Production Rates • Experience • what you have seen in the past • what level the operators are at • Observation • are objectives being met • is HE working at a consistent pace • Communication • talk with operators • talk with crews • talk with DivSup/Branch

  41. Describe the process for requesting, releasing or reassigning heavy equipment • Type 1-2 • Verbal request to DivSup • Re-assignment and release should be co-ordinated through DivSup • Keep track of timeframes and objectives to provide key information at Ops meetings • TFL may be responsible for DTRs/hours of work • Type 3-4 Incidents • Requesting through the IC/ZWCO/FC • Releasing in accordance with IC • Ensure operator understands that the machine is released • Complete DTRs or keep notes of start and stop times

  42. Ensure Operator Suitability If you have a safety issue with one of your operators…….. • Cease work • Talk to the operator • Try to replace with another operator (if issue not resolved) • Report to your supervisor • Document the incident • Company name • Operator name • Operating issue

  43. Breakdowns What happens when machines breakdown? gets repaired gets replaced Who is responsible for repairing the machine? it is the contractor’s responsibility to repair the broken equipment in special circumstances BCWS may provide assistance to repair equipment

  44. TFL Responsibilities with Breakdowns What is the responsibility of the TFL for dealing with broken down equipment? • communication • where? • how long will it be down? • can it be walked out to a staging area? • what resources are needed to fix it? • does the contractor have those resources available? • maintaining production • decide to repair • decide to replace

  45. When Equipment gets Stuck What happens when a piece of equipment gets stuck? • it gets pulled out Whose responsibility is it to get it unstuck? • supervisor’s (TFL) What are the responsibilities of the TFL when dealing with stuck equipment? • use necessary means to safely remove the HE • using resources on the fireline • requesting additional resources through DivSup/Branch/IC/ZWCO

  46. Other Safety Considerations It is your responsibility to Conduct level-related reporting and investigations into accidents, incidents and near misses Accident Reporting There are five classifications of work related accidents or disease: 1 First Aid Accident. Personal injury reported to first aid and treated as required 2Medical Aid Accident. Personal injury or illness that requires attention by a medical practitioner but causes no loss of work time

  47. Accident Reporting continued 3 Time Loss Accident. Personal injury or illness that causes lost time away from work beyond the day of the incident. 4 Fatal Accident. Resulting in the death of a person  5 Dangerous Occurrence or Incident. Incident or accident that involves no injury to any person but had the potential for a serious injury and may or may not have caused damage to property, equipment or materials.

  48. Accident Reporting Responsibilities All accidents or incidents are to be reported to the site supervisor, who will inform the Incident Commander, Safety Officer, ZWCO or FC. Supervisors are to ensure that any accidents or incidents on the fire line are reported as soon as practical

  49. Reporting Responsibilities continued What to report Your job as a supervisor is to: document, document, document WCB Regulation 3.4 requires reports to contain: • place, date, time of incident • names and job titles of persons injured in the incident • names of witnesses • a brief description of the incident • a statement of the sequence of events which preceded the incident • identification of any unsafe conditions, acts or procedures which contributed to the incident • recommended corrective actions to prevent similar incidents, and • names of the persons who investigated the incident

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