050919 dynamic ra exedmundjacobs

7/31/2019 050919 Dynamic RA ExEdmundJacobs

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An insight intothe application of

Dynamic Risk Assessment

Edmund JacobsMScMIOSH RSP MIIRSM FRSH

Occupational Health & Safety Manager


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What is Dynamic Risk Assessment

(DRA)?

the continuous assessment of risk in the rapidly

changing circumstances of an operationalincident, in order to implement the control

measures necessary to ensure an acceptable

level of safety

(HM Fire Service Inspectorate, 1998)


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DRA concept

The assessment of risk in dynamic situations is undertaken

prior, during and after the execution of an operation The benefits of proceeding with a task must be weighed

carefully against the risk

Think before you act rather than act before you think

What sets DRA apart from systematic risk assessment isthat it is applied in situations that are:

- unpredictable/unforeseen risks- the risk environment rapidly changes

- allows individual to make a risk judgement

- provides personnel with a consistent approach to

assessing risk


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Evaluate the situation, tasks & persons

at risk

Select systems ofwork

Assess the chosensystem of work

Are the risksproportional to the

benefits?

Can additionalcontrol measuresbe introduced?

Consider viablealternativesProceed withtasks

Re-assesssystems of

work

Re-assesssystems of

work

Initial Attendance Stage of Incident

NoNo

YES

YES

(HM Fire Services Inspectorate, 1998)

DYNAMIC RISK ASSESSMENT FLOW CHART


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Developmental Stage of Incident

As the incident develops, re-evaluate the situation, tasksand persons at risk. Apply above model to take account ofany new hazards and introduce control measures as

necessary to allow existing or new tasks to proceed. Halttasks completely if the risk outweighs the benefits to be

gained.


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Closing Stage of Incident

Maintain the process of task and hazard identification,assessment of risk, planning, organisation, control, monitor and

review of the preventative and protective measures

Incidentdebriefed

Strategiclevel

Systematic level

Significant information fedback to:


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What types of organisations use DRA?

Examples include:

Fire service

Ambulance service

Police service

Military

Commercial airline pilotsetc.


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The history behind DRA

An unacceptable level of fire-fighter deaths occurredduring the late 1980s and early 1990s

HSE served a number of improvement notices on the fire

service

HSE recommendations highlighted the need for better risk

assessment in relation to the systems of command andtactical fire-fighting

(Flin, 1996)


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The emergence of DRA

The fire service refocused its challenge on managingfire-fighter risk during fire fighting operations.

This led to a new concept of DRA being introduced in

the early 1990sas a means to manage operational risk indynamic situations.

It was argued that the fire service had carried outassessments for years many years (prior to DRA) without

the reference to the concept of risk. This equates to the

concept of situation awareness and assessment referred to

as size-up.


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Operational risk management model

Risk based strategic decisionmaking

Dynamic Assessment

Systematic Risk Assessment

Environment Equipment

Activity

Accountability & responsibility Establish policy

Priorities

Resources

Positive H&S culture

Departments undertake riskassessments

make recommendations toimprove safety

Develop & implementadditional control measures

Operational personnelcontinuously evaluate &

manage risk at the

incidentChief & Assistant Chief Fire Officers (1996)


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Fire ServiceAttitude towards safety

The philosophy used highlights the correct attitudetowards safety:

We may risk our lives a lot, in a highly calculated

manner, to protect saveable lives.

We may risk our lives a little, in a highly controlled

manner, to protect saveable property.

We will not risk our lives at all for lives or property that

are already lost.

(HM Fire Inspectorate, 1998)


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Core values define the boundaries and give a sharedunderstanding of when personnel should placethemselves at controlled risk.

Agreed core values avoid mixed messages being

sent to staff

Without this employees are unsure as to what is

expected of them

If core values are not formally agreed how domanagement know that they have the same view

towards safety as others within the organisation

Fire Service - Core values


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Benefits of DRA within fire service

Reduction in fire-fighter deaths for many years

Risk is managed well within the fire service.

It is believed that DRA has proved its value inpromoting awareness of risk in dynamic environments

The link between risk and decision making also raisesawareness of cognitive processes of assessing risk inoperational situations

The model offers a basis for learning and a structure fordebriefing of incidents and exercises where there is now a

common language of risk


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Benefits of DRA within fire service

(cont)

HSE satisfied with approach to safety

DRA integrated within risk management model

Levels of risk management model measurableagainst HSG65

Other occupations can benefit from the fire service

experience and the utilisation of the DRA modeloffers a learning and a structure for the debriefingof incidents


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Criticisms of DRA

It is unclear as to its origination or on what basis it wasdrawn up

No one has tested the various elements experimentally

DRA (key to decision making) suggests that generallydecisions do not follow in a neat sequential procedure,instead characterised by apparently instinctiveexperience driven responses to the situation as it unfolds

Decision making research found that fire-fighters wouldbe unlikely to comply with a deliberate process of riskassessment were it to be imposed

(Samurcay & Rogalski, 1988, cited in Tissington & Flin, 2004)


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Adoption of DRA by police forces

Other organisations followed in the fire services footsteps such as police forces e.g. West Midlands police andthe MPS

The Metropolitan police were prosecuted by HSE foralleged breaches of health and safety, and failing to ensurethe appropriate management of risk at operational

incidents

This was a catalyst for other adopting forces

C i b h li


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Comparisons between the police

service and fire service

Similarities:- required to work in extremely hazardous and dynamic

situations

- clearly defined command and control rank structure

Differences:

- fire-fighters attend incidents as a crew with

equipment and line management

-police officers often operate as single units and maybe the first to arrive at the scene with little or no

experience- initially, they often do not have back-up or specialist

resources to deal with the emergency


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Social and moral pressures

The policing imperative requires a police officer topreserve life, deter and detect crime. The overall mission

of policing is public safety

This duty to act may place officers in environments wheresignificant risk is present and may place officers in grave

danger

The HSE recognise that there may be a conflict betweenprotecting life, reducing crime and controlling the risks

for police officers


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Assessing risk in dynamic situations

The organisation needs to communicate risk expectations

clearly to their officers when operating in dynamic

environments

Are officers trained to a consistent level to assess

risk and are they empowered to make risk decisions?

Are officers given guidance on what aspects to recordand feedback?


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Difficulties of applying DRA in the

police service

There is no consistency of approach to DRA acrossforces

The content, level, duration and type of training is

applied differently and excludes probationers

Training not endorsed by the Home Office

Ambiguity about the integration into procedures andsystems

Awards for bravery: core values not defined mixedmessages will be received about risk judgements


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Factors affecting the extent of

applicationofDRA

Employees facing dynamic situations may often:

- disregard operational risk controls to achieve local

and organisational goals and objectives

- operate under time pressure in high risk situations tocomplete their task may experience the red mist

- operate in situations where it is difficult to control theactions of others or environmental conditions

- be influenced by public expectations or cultural norms

- operate as a single unit without appropriate equipmentwith little experience


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Excessive risk taking behaviour

Canteen culture: may not recognise that unnecessary risktaking as unacceptable behaviour, but may perceive thisbehaviour as part of the cultural norm.

Whilst the policing imperative may necessitate officers tooperate in high risk situations the police service need toprovide clear guidelines to prevent officers from placingthemselves and others at unnecessary risk.

The H&S culture within the police service is personifiedin the tradition that police officers are awardedcommendations for bravery; however there is littlerecognition for officers that carry out effective riskmanagement.


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Post incident debrief

DRA provides a useful means for feedback and review ofsystematic assessment and strategic level

DRA is not about feeding every risk or situation back to

the organisation, only significant and new risks andinformation

Organisations needs to have a shared understanding of

risk

Detail what to report, record and when


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HSE view on DRA

It is recognised that the nature of policing necessitates

police officers to respond to the demands of unpredictable

and rapidly changing situations and reliance solely onsystematic risk assessment and set procedures is

unrealistic. In order for the police service to effectively

manage operational risk appropriate training should be

provided.

(HSE, 2005)


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Is there a conflict between

DRA and policing?

There appears to be a fundamental conflict

that exists between DRA and policing withofficers, not only believing that they have an

unwritten duty to place themselves at risk but

also evidencing this behaviour.


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The Way Forward

The creation of core values on risk taking across all Forces.

A consistent and integrated approach to training deliveredby knowledgeable people with experience in the field.

Training and greater accountability given to linemanagement in recognition of their key roles in the process.

Post incident debrief undertaken to include feedback onDRA so that new risks or unforeseen complications can berecorded and risk assessments reviewed or undertaken.


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The Way Forward (cont)

The content of training needs to be considered to

improve or impact on an officers attitude and

behaviour. Canteen culture wields such a stronginfluence over officers because unlike policies,

procedures and training courses the canteen culture

is reinforced on a daily basis.

Fielding (1992)


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Any Questions?

050919 dynamic ra exedmundjacobs

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