Compare the different incident command software that are available.

D‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍issertation question The question- To what extent can computer simulation support the competencies of Incident Commanders in the modern day fire and rescue service. The Aim of the dissertation- • With the number of operational incidents reducing due to improvements in both business and community fire safety and technical improvements in early detection of fire • How are other British emergency services (Fire (mainly), Police and Ambulance) developing training packages to address the call levels reducing and still able to maintain the high standards of their incident commanders • Compare the different incident command software that are available. My service uses XVR incident command software so the dissertation should focus more on this software. I have attached the ethics form that was approved ****Can you regularly send me drafts so that I can show my tutor to ensure it is going in the right direction please******* My service is already using XVR to develop and maintain the competencies, I have created a questionnaire for the student to complete following a training/assessment (I have attached) which must be used as part of the dissertation. (will you need the questionnaires answered/completed or will you make it up?) The common theme from feedback are- The Good • They like the variation of the incidents • They like that a scenario can be created to simulate local risks • They like that the training/assessment can be done remotely • Scenarios can be created for different levels of command ICL1 (Supervisory level) ICL2 (Middle manager) ICL3 (Tactical level) ICL4 (Strategical level) • Attendees of the course can observe others during their session to learn from their good and bad decision processes. The Bad • The older the student the harder they find to interact with the software • The student blames the software if they are unsuccessful with the assessment • The internet connection needs to be strong and secure for the software to work smoothly Current process of maintaining competencies- • Bringing candidates to a central place to have drill yard based training (costly) • Limited scenarios done in a day as it takes time to set up • Venues not geared up for this type of training without substantial capital investment • Need to bring in personnel to support the training (overtime costs) • By brining personnel in to support the training it effects the availability of resources to attend operational incidents. Conclusion The conclusion should steer towards the importance of using software such as XVR to develop future incident commanders and a way of maintaining their competencies. Drill based competency training is too limiting and costly Research materials • If using journals make sure that the journals are easily accessible without having to pay for access Don’t use non-academic or non-peer reviewed sources. Sources need to be credible • The research materials must not be older than 5 years, unless it from a notable theorist • If using Fire Service material it must be UK based research • I have included references (below) from a friend who wrote his dissertation on ‘the use of operational discretion during fire service incidents’ • Use case study • Use published material from Sabrina Cohen-Hatton who has done a lot of research into behaviours and incident command Possible research materials (below is from a published dissertation from a friend so be careful with copying anything) • Adler, N. (2003). International dimensions of organizational behavior. 4th ed: Cincinnati,OH: South-Western. • Alimo-Metcalfe, B., & Alban-Metcalfe, R. (2008). In R. Walker, G. 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A Philosophy of Social Sciences: An interdisciplinary approach. Nova Science Publishers,Inc. • Feild, H., & Harris, S. (1991). Participants’ Frustrations in a Fast-track Development Program. Leadership & Organization Development Journal , Vol. 12 No. 4, pp. 3-8. • Fire Service Circular 11/2003. (2003). Guidance on Integrated Personal Development System (IPDS). Department for Communities and Local Government. • Graham, C., & McKenzie, A. (1995). Delivering the promise: developing new graduates. Education & Training , Vol 37 No 1, pp 4-11. • Haslam, C. (2011). The Development Section. Retrieved January 2012, from UK Fire Service Resources Group: • Herriot, P., Gibbons, P., Pemberton, P., & Jackson, C. (1994). Misconceptions by managers and their bosses of each others prefereneces regarding the managers career. Human Resource Management Journals , pp 3951. • Highfliers. (2011). 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