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Chapter 5 incident command systems
Chapter 5 incident command systems
Chapter 5 incident command systems
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The model of American governance is based on multiple levels authority that begin with local government, extend to state government, and finally expand to the federal government. Each level of government has different jurisdictions, responsibility, and spheres of influence. While they seemingly operate on different levels the servicers they are responsible for can often overlap creating an interdependence between them (Liesbet, 2003). This interdependence between the various tiers of government is especially critical when it comes to emergency management. A critical incident, such as natural disaster or terrorist event, requires a coordinated effort by local, state, and federal agencies to be effective. Additionally, governmental agencies rely on and need to work well with community, non-profit, and private entities to prepare and response to critical incidents (Sylves, R. (2015). …show more content…
The ICS is a management system that was developed to support critical incident response by effectively organizing and structuring the major command functions of command, operations, planning, logistics, and finance and administration. It is important that ICS is implemented under a unified command to insure interjurisdictional coordination of the response. MOUs and mutual aid agreements should be negotiated prior to a critical incident to create the structure for a unified command. MOUs are intergovernmental and organizational agreements that establish the frame work for shared strategies, cross-training, and coordination. Mutual aid agreements are contracts between agencies and organizations to provide personnel, equipment, and provisions during specified and predesignated
Waugh, William L, and Gregory Streib. "Collaboration and Leadership for Effective Emergency Management." Public Administration Review, 66.6 (2006): 131-140.
The National Response Framework is a guide designed to assist local, State, and Federal governments in developing functional capabilities and identifying resources based on hazard identification and risk assessment. It outlines the operating structure and identifies key roles and responsibilities. It established a framework to identify capabilities based on resources and the current situation no matter the size or scale. It integrates organizational structures and standardizes how the Nation at all levels plans to react to incidents. The suspected terrorist attack will have health, economic, social, environment and political long-term effects for my community. This is why it is essential that local government’s response is coordinate with all responders. Response doctrine is comprised of five key principles: (1) engaged partnership, (2) tiered response, (3) scalable, flexible, and adaptable operational capabilities, (4) unity of effort through unified command, and (5) readiness to act. An introductory word about each follows. (Homeland Security, 2008)
Hurricane Hugo was a catastrophe that caused widespread residential damage, extensive lifeline destruction, and enormous timber destruction in South Carolina and was one of the most costly disasters ever experienced in the US in terms of damage to homes, infrastructure and local economies. The media reported accounts of incidents that were serious problems in South Carolina’s response and early recovery efforts which further initiated an exploratory research to gather information about recovery experience in four badly impacted counties and about the state response and recovery actions undertaken. Post hurricane response problems were both organizational and functional. The research reveals significant state deficiencies with state and county emergency capabilities and serious problems in two national disaster response organizations, the Red Cross and FEMA. Another concern was that most emergency management knowledge came from direct experience rather than from existing educational and training programs along with serious mitigation planning problems were found with hurricane. Deepen concerns we...
Both man-made and natural disasters are often devastating, resource draining and disruptive. Having a basic plan ready for these types of disaster events is key to the success of executing and implementing, as well as assessing the aftermath. There are many different ways to create an emergency operations plan (EOP) to encompass a natural and/or man-made disaster, including following the six stage planning process, collection of information, and identification of threats and hazards. The most important aspect of the US emergency management system in preparing for, mitigating, and responding to man-made and natural disasters is the creation, implementation and assessment of a community’s EOP.
As I read the article on social worker for victim services I thought of how amazing of an individual you would have to be to do this type of work. To work with victims of a crime whether it is domestic violence, rape or murder, these people depend on you. This career to me seemed like it could go in two different directions. Going the way of the criminal system, helping in court for the victims or going more the way of the victim services, helping the victim through the hospital visit and decision making process at that time. With the ability to do internships while still working on your degree this gives you the opportunity to intern in both fields and see which one would fit your specific interests.
Schneider, S. K. (2005). Administrative breakdowns in the governmental response to Hurricane Katrina. Public Administration Review, 65(5), 515-516.
NIMS provides a uniform nationwide basis and way for federal, state, tribal, and local governments, along with the public to work on preparedness, recovery, response and mitigation no matter what causes an event. With all organizations using the same application, effective and efficient responses are possible. Organizations will be able to arrive on the scene and be ready to assist and understand exactly what each group is doing and why. Protocols are set and it is known what equipment and personnel are available. With NIMS all groups are able to integrate und...
Federal intervention in the aftermath of natural disasters began after the San Francisco earthquake in 1906. This 8.3 magnitude earthquake killed 478, and left over 250,000 homeless. While the disaster itself was obviously unavoidable, the subsequent fires that burned throughout the city were a result of poor planning. (1, 17) In an effort to consolidate existing programs, and to improve the nation’s level of preparedness, President Carter created FEMA in 1979. Initially, FEMA was praised for improving communication between various levels of government, and multiple agencies during a crisis. (1,19)
Failure to properly plan and interoperability between cities and local authorities be came on of the biggest downfalls of Hurricane Katrina. The communication was practically not exist and between those needing help and those able to provide said help. Those who had form of communication were stuck on switchboards and didn’t know if they desperate calls would be answered. The authorities did not have reliable commination or methods of helping the community members in need. A massive issue that is still relevant to our government system and played tremendous role in the time that elapsed before relief was given boils down the “he said she said” bureaucratic tendencies. Each agency and personal was claiming that the other was not providing the details or information required to for that level to assist the other. FEMA claimed at one point during the aftermath of Katrina that Louisiana was acting for some form of assistance but was provided details for what type of help was required or specific items that where needed. Member of the disaster relief efforts in Louisiana provided a 48-page document as proof the public that they had been asked in detail for help but that help never came (Th...
Local, State and Federal government have unique roles which would allow the flow of communication and resources to transition smoothly during each stage of progression. The local and state level (first responders) are the most important source as they can assess, coordinate and notify the next available resources of what is needed. State and local governments are the front runners of planning for and managing the consequences of a terrorist incident using available resources in the critical hours before Federal assistance can arrive (Managing the Emergency Consequences of Terrorist Incidents, July 2002). A Terrorist Incident Appendix (TIA) was designed to mirror an Emergency Operations Plan in relations to terrorist incidents. The TIA consists of six phases: Initiation, Concept Development, Plan Development, Plan Review Development of supporting plans, procedures and materials and Validation of plans using tabletop, functional, and full scale exercises. The TIA should be compared to those plans of existing Emergency Operation Plans (EOP) in place at the local and state level. Comparing plans before and incident allows time for comparison and revision of the various functions which will prevent disconnects to ensure coordination and
Communities must come together in order to be aware of the steps that must be taken to reduce or prevent risk. “The guidance, programs, processes, and systems that support each component of the National Preparedness System enable a collaborative, whole community approach to national preparedness that engages individuals, families, communities, private and nonprofit sectors, faith based organizations and all levels of government.” (FEMA, 2011). Resources within a community are prioritized and customized based on community-based issues and local security programs. The resources used as the front line of defense are first responders, such as police officers, firefighters and medical personnel. The resources are provided and prioritized based on the priority of threat and risks to a specific community. Therefore, the threats and risks targeted towards a community must be analyzed and acknowledged in order to apply the correct resources to the opposing prioritized threats. Disasters and emergencies typically begin at the local level and eventually require resources from state and federal
Hazardous materials can be important in everyday life when properly handled. However, when improperly handled, they can result in injury, death, and destruction as well as have lingering effects that may last for years to come. To address the risk of an uncontrolled hazardous materials release, there must be a coordinated effort to identify, locate, and quantify the hazardous materials in a particular location (Drexel University Safety & Health, 2001). Typically, industry and government agree that a hazardous materials incident is one where
To begin with, the crisis was initiated with the forced removal of a “Vietnamese-American doctor… named David Dao, [who] had refused to give up his seat for United employees when Flight 3411 was overbooked. Four Chicago Department of Aviation security officers rip the passenger out of his seat, bloodying him in the process” (Czarnecki, 2017). After being filmed by other passengers and posted to the web, the video went viral within days. Immediately, although causing the situation to escalate, CEO Oscar Munoz responded on social media with a poorly framed message: “This is an upsetting event to all of us here at United. I apologize for having to re-accommodate these customers.
"Interagency coordination forges the vital link between the US military and the other instruments of national power” (Office of the Joint Chiefs of Staff, 2011, p. 12). Interorganizational coordination includes all of the members of the Interagency as well as the previously mentioned IGOs, NGOs and POs. Every single organization that takes part in Interagency and Interorganizational coordinations brings its culture, philosophy, goals, practices, expertise, and skills to the table. This broad range of capabilities assists in closing information and operational gaps associated with military efforts which can result in the overall success of a given mission or task. One difficulty of coordinating operations among US agencies is determining appropriate counterparts and exchanging information among them when habitual relationships are not established (Office of the Joint Chiefs of Staff, 2011, p. 13).
2. Detection of Incidents: It cannot succeed in responding to incidents if an organization cannot detect incidents effectively. Therefore, one of the most important aspects of incident response is the detection of incidents phase. It is also one of the most fragmented phases, in which incident response expertise has the least control. Suspected incidents may be detected in innumerable ways.