The document discusses the development and benefits of the National Incident Management System (NIMS), which standardized the command and control structure used across different emergency response agencies. It describes how NIMS was created based on lessons learned from major disasters where uncoordinated responses hampered effectiveness. NIMS incorporates the Incident Command System (ICS), which establishes clear leadership and roles through concepts like unified command. ICS allows the response structure to flexibly expand based on the size and needs of the incident. This modular system is designed to improve coordination and save lives.
The Incident Command System (ICS) is a model for command, control, and coordination of emergency response at the site level.
ICS is “Organized Common Sense”
The Incident Command System (ICS) is a model for command, control, and coordination of emergency response at the site level.
ICS is “Organized Common Sense”
Incident Management
REMEDY is a customer relationship tool which can be used to log / monitor the issues or problems faced by customers by the means of incident management tickets. Each ticket is like an incident (problem) which is created by helpdesk and assigned to relevant support team. Concerned support team member take the ownership of the ticket and updates the work log (troubleshooting steps performed during the course of action) Also , it can be used to monitor Service Requests / change management ( Change Requests) and problem management. It’s developed by BMC software.
I ncident detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery, Incident closure Incident Control Incident ownership, monitoring, tracking and communication In many organizations roles may be combined because of the small size of the organization or because of cost. Within Incident management we recognize the role of Incident Manager and the role of Incident Management staff.
for more details please visit
www.iicecollege.com
Incident Management
REMEDY is a customer relationship tool which can be used to log / monitor the issues or problems faced by customers by the means of incident management tickets. Each ticket is like an incident (problem) which is created by helpdesk and assigned to relevant support team. Concerned support team member take the ownership of the ticket and updates the work log (troubleshooting steps performed during the course of action) Also , it can be used to monitor Service Requests / change management ( Change Requests) and problem management. It’s developed by BMC software.
I ncident detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery, Incident closure Incident Control Incident ownership, monitoring, tracking and communication In many organizations roles may be combined because of the small size of the organization or because of cost. Within Incident management we recognize the role of Incident Manager and the role of Incident Management staff.
for more details please visit
www.iicecollege.com
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
LIVING WITH THE EARTHObjectives for this.docxcroysierkathey
LIVING WITH THE EARTH
Objectives for this Chapter
A student reading this chapter will be able to:
Discuss the history and origins of Incident Command System (ICS), the National Incident Management System (NIMS), and The National Response Plan (NRP.
List and describe the major components of ICS, NIMS, and NRP
Objectives for this Chapter
A student reading this chapter will be able to:
Describe and discuss the role of Environmental Health professionals in emergency/disaster response.
IntroductionIt is not terrorist bombs or the release of anthrax spores that spawned the birth of modern day emergency preparedness.
USS Cole
IntroductionIt began with a wildfire in Southern California in 1970 that swept through several counties during a 13 day period burning more than half a million acres, destroying over 700 structures, and costing 16 lives.
FIRESCOPEthe 92nd Congress approved funding for the U.S. Forest Service Research group to design a system or process to significantly improve the capacity of the agencies in Southern California to provide protection against wildfires.
This became known as FIRESCOPE (Firefighting Resources of California Organized for Potential Emergencies).
FIRESCOPE
There were five major program components that required planning and attention.
The coordination of the resources among many agencies during a large incident,
Creating a standard and easily understood terminology by all participants to avoid the use of professional jargon that would differ among police, fire, and emergency medical responders,
Code Four-----I'm okay or Are you okay? Police
Fire departments almost never use this term.
FIRESCOPE
Develop systems and technical capacity that would permit communication among many participating agencies,
Provide training to all members of the participating agencies in communication, terminology, and command structure, and
Develop better methods for predicting the behavior of fires.
Incident CommandThese objectives were ultimately condensed into two components of the FIRESOPE system designated as:Incident Command System (ICS) that provided a specific command structure and coordinated incident management tool.Multi-Agency Coordination System (MACS) that improved coordination among multiple agencies for large incidents that demanded massive resources.
ICSICS structure and successfully employed ICS on a number of wildland and urban fires in 1978. The use of ICS expanded to non-fire incidents. The management of these incidents was “all-hazard” as they employed the well documented and proven command structure of ICS to a wide variety of incidents.
NIIMSInitial steps to extend this ICS management structure began in 1983 with the creation of the National Inter-Agency Incident Management System (NIIMS).
Post 9/11In swift reaction to 9/11, the Homeland Security Act of 2002 (H.R. 5005-8) was approved with the purpose of establishing a Department of Homeland Secur ...
Based on ethnographic research with the St. Cloud Fire Department, I conclude that the National Incident Management System (NIMS) has helped reduce communication related problems for emergency responders. I will cover three main changes that made this possible. The first change was the adoption of the Incident Command System (ICS), a systematic communication hierarchy followed during emergency and non-emergency situations. The ICS system can respond flexibly, adjusting to the severity of the emergency situation. The second change was adopting the 800 MHz radio systems. This upgraded radio system has a better range of communication than the previous radio system, eliminates background noise, and allowing emergency services to talk directly with one another through talk groups. The last change involved upgraded training requirements. All firefighters are now required to complete two courses, one on the introduction of NIMS (IS-700) and one on the ICS system (ICS-100). Additional comprehensive training in the ICS system (ICS-300, ICS-400) is now required for firefighters in a supervisory position. Taken together, these three changes demonstrate the value of NIMS in reducing communication related problems for emergency responders.
Running head WEEK 7 MOCK INCIDENT RESPONSE1WEEK 7 MOCK INCIDEN.docxagnesdcarey33086
Running head: WEEK 7 MOCK INCIDENT RESPONSE 1
WEEK 7 MOCK INCIDENT RESPONSE 7
Week 7 Mock Incident Response
American Public University System
EDGM230 Emergency and Disaster Incident Command
June 21, 2014
Week 7 Mock Incident Response
The Incident Command System (ICS) is an important part of the National Incident Management System (NIMS). It provides a standardized template for managing emergency and disaster incidents across the United States that is adjustable and can be expanded to meet the specific needs of the situation at hand. ICS allows for the integration and coordination of various responding agencies in the interest of making the best use of available resources, including agencies from different jurisdictions. In order for ICS to be effective, regular exercises and mock disaster scenarios should be practiced, familiarizing responders with both the system and each other. This paper is a mock incident response that will discuss the 5 ICS functional areas and specific responsibilities for each area pertaining to the specific mock disaster.
Scenario
On June 15, 2014, an explosion occurred at the Daugherty Elementary School located just south of downtown Garland, TX. Initial reports indicate that it was caused by a gas leak in the northern hallway. A fire started that is spreading through the classrooms along the east side of the building, there is structural damage to the outside north courtyard wall, and numerous windows blew out as a result of the explosion. Injuries to some children and staff have been reported, and not all children have been accounted for in the original evacuation. Current enrollment is 412 (School Characteristics and Membership, 2014).
ICS Functional Areas
There are 5 functional areas that are defined for use in ICS. These are Command, Operations, Planning, Logistics, and Finance/Administration (Deal, Bettencourt, Deal, Merrick, & Mills, 2010). Each area has specific responsibilities in order for responses to be handled in a standardized way without duplication of effort or some tasks not getting done because someone thought someone else was doing it. Each emergency or disaster is different, and most of the routine incidents encountered will not require that the full complement of functional areas be activated. In the case of the Daugherty Elementary Explosion, a section for Finance/Administration would not be needed since the response period is expected to be relatively short. As such, this function would be taken care of by the Incident Commander (IC).
Command. This incident requires a single incident command set up, with one person named as Incident Commander. The IC is responsible for determining the objectives and priorities for the incident and ultimately responsible for all decisions related to any aspects of the response, including safety, news releases, and planning operations. One important component of the IC’s responsibility is the implantation of an Incident Action Plan (IAP).
Concepts On Information Sharing And Interoperability Contestabile Final 03 0...jcontestabile
This paper addresses a conceptual framework for sharing information across jurisdictions, agencies and public safety disciplines. It was developed as part of the NCR jurisdictions (i.e. Maryland, Virginia, and the District of Columbia) interoperable communications programs. The paper explores why information sharing is important to successfully dealing with large scale events and how a lack of public safety communications systems interoperability is a major impediment. It describes a how a conceptual framework of information layers (i.e. the Data, Integration and Presentation layers) is useful to developing solutions to the lack of interoperability.
Memo Re-implementing Guidelines on the use of ICSTudlo
Implementing guidelines on the use of Incident Command System (ICS) as an On-Scene Disaster Response and Management Mechanism under the Philippine Disaster Risk Reduction and Management System.
A PowerPoint presentation covering the main headings to use in a police report: Source of Activity, Observations, Arrest
Booking, Medical Treatment, Evidence, Suspect Statements, Witness Statements, Victim Statements, Evidence, Property Taken, Injuries, Use of Force, Supplemental Charges, Additional Information. For police, law enforcement and private security personnel.
The concept of YouTube for the Criminal Justice Educator is the provide instructors with dynamic access to supplemental material via video. Nearly 400 videos are categorized and descriptions provided. The links are live from this document. The videos are classified into the nineteen categories. There is some overlap between the categories. The category titles are linked from the Table of Contents. Thus, if you want to view films on Active Shooter, click on Active Shooter in the Table of Contents and you will be taken to that page.
Cops are constantly adapting their equipment to the environment. Our kit bags have grown larger and larger as we collected equipment to deal with the job. Our departments gives us the basics and as we face new situations we think about what we could have used as a tool to have made the task easier. Then, we go out and get that tool – for next time. Much of the commercially produced police equipment used by our peers today was developed “on the fly” by those who walked the beat before us. The concept of the cruiser as a mobile office was developed by those of us who worked long shifts and thought “What could be added to this car to make my job easier? Make me more comfortable? Help me to hunt down dangerous offenders?”
I use this PowerPoint presentation when working with my clients overseas. It helps to establish my point of view as well as open a conversation on the differences between their models of policing and the typical American experience.
A brief introduction to the federal court system. Excellent presentation for undergraduate introduction to criminal justice courses. Parts 2 through 4 to be uploaded soon.
The third in a series of PowerPoint presentation on public policy analysis and decision making. While focusing on criminal justice is applicable to all government fields. The material is geared toward an elective course in Master's Program, or upper division in related government courses.
A PowerPoint presentation on decision making in public policy. While the presentation focuses on criminal justice, it applies to all government fields.
A PowerPoint presentation on public policy analysis and decision making. The presentation focuses on criminal justice, but is applicable in all government fields. Lastly, this presentation is part one of three.
Companion PowerPoint slides for the book Leadership: Texas Hold 'em Style. Out of the 52 chapters, the following subjects are covered: The Goal of Leadership; Leadership by Example; Organizational Goals; Followership; integrity; Leadership versus Management; morale courage; Interventions; Vision; Power; Empowerment; Determination and Adversity; Communication; and, innovation.
The National Incident Management System: Rethinking Command and Control
1. The National Incident Management System: Rethinking Command and Control
By Lieutenant Raymond E. Foster, LAPD (ret.), MPA
An Army is a collection of armed men obliged to obey one man.
Every change in the rules which impairs the principle weakens the army.
-William Tecumseh Sherman
Problems in the field do not improve until someone takes charge. From the
simplest radio call to a major terrorist incident, the situation doesn’t move from chaos to
normalcy without a leader. Thinking back on your career you can likely remember
situations spiraling downward because a lack of leadership caused poor communications,
inconsistent missions and jeopardized safety.
Clearly, a law enforcement agency’s response to an incident is greatly improved
by establishing strong leadership at the scene. Through real-life situations we have
learned hard lessons about tactical leadership concepts such as unified command, span of
control and the necessity of good followership. Sometimes, law enforcement isn’t the
leader at the scene of an incident, but it almost always part of the larger mission. By
exploring how tactical command concepts have developed and examining some of the
key components of the state-of-the-art response methodology we can improve our onscene leadership skills.
Developing a national standard
In 1991, in Oakland, California a wildfire devastated the East Bay Hillsi. Before
it was over, 3400 homes were destroyed; one police officer, one firefighter and 25
1
2. civilians were killed. Although California had the Statewide Fire and Rescue Mutual Aid
System, the response of hundreds of first responders (police, fire, medical and public
utilities) was uncoordinated primarily because they had different organizational structures
and command systems. By 1993, in response to the 1991 Oakland fire, the California
Legislature mandated the use of the Standardized Emergency Management System
(SEMS) which incorporates the Incident Command System (ICS)ii.
In 1994, the Federal Emergency Management Agency (FEMA) adopted SEMSiii
as its command and control paradigm. Throughout the 1990s, many agencies, such as the
United States Coast Guardiv, began to adopt SEMS/ICS. The 9/11 Commission noted
that the emergency response to the World Trade Center (WTC) was much different from
the response to the Pentagon. In addition to the WTC first responders having a much
more difficult mission because the disaster occurred hundreds of feet above their heads,
the command and control response in New York was different than the response in
Washington.
Washington, D.C. is an area rife with overlapping and contiguous first responder
agencies. Just prior to 9/11, many of the agencies in D.C. participated in a SEMS/ICS
disaster response simulation. The agencies had adopted and trained in SEMS/ICS. The
9/11 commission report compared and contrasted the Pentagon response with the NYC
response. They noted that the use of SEMS/ICS by agencies responding to the Pentagon
had enhanced coordination, speeded rescue and recovery operations and saved lives.
The formation of the Department of Homeland Security (DHS) included the
folding of the Federal Emergency Management Agency (FEMA) into the DHS
bureaucratic structure. Based on recommendations from the 9/11 Commission Report,
2
3. the DHS adopted SEMS/ICS as the National Incident Management System (NIMS).
NIMS is now our nation’s method of first responder command and control. Indeed, after
January 1, 2004, adoption and training in NIMS is a mandatory requirement for DHS
grant funding. In other words, if your agency has not adopted and trained in NIMS, you
can lose points in the grant funding review process. Perhaps more importantly, when
your community is faced with a major event, a lack of standardized command and control
systems can cause the loss of life, additional property damage and a delay in returning to
normal. The foundation of NIMS is the Incident Command System (ICS).
Unified Command
The heart of ICS is the concept of Unified Commandv. Unified Command is
founded in the leadership principle of Unity of Command; wherein each person within an
organization reports to only one designated person. Whenever multiple jurisdictions
and/or multiple agencies from within a jurisdiction become involved in an incident each
brings its own chain of command. The ICS concept calls for responding agencies to join
together in a Unified Command for the duration of the incident.
Production Note: Call out Box: Unified Command has a number of advantages:
One set of objectives
Collective approaches
Improved information flow/coordination
Better understanding of objectives, priorities, limitations, and
restrictions
No compromise of authority
Each agency’s plans, actions, and constraints are known
3
4.
Optimizes combined efforts
To facilitate unified command, agencies must adopt a certain protocols. For
instance, ICS calls for agencies to use common terminology when responding to an ICS
led incident, use a designated modular command structure; and, certain common
command and control principles. Typically, agencies overcome differences in
terminology by emphasizing communications in plain language. Codes like the “ten
system” are replaced with plain language. Although this may somewhat lengthen
communications, under emergency circumstances clarity trumps brevity.
Incident Command
The first step in returning any emergency situation to normal is someone taking
charge. ICS is different from many other bureaucratic structures in that ICS calls for the
most qualified person to assume responsibility over an incident. Imagine a police officer
working graveyards and seeing black smoke billowing against the night sky. He or she
doesn’t know where the fire is burning, but using the smoke as a landmark navigates to
the fire. Arriving before fire personnel, the officer must temporarily take charge.
Although they don’t have fire fighting equipment the officer can make a “situation
report” requesting fire personnel, begin evacuation, establish a perimeter and determine
ingress and egress routes. That police officer is, at the beginning, the Incident
Commander.
After the arrival of the firefighters, the ranking firefighter becomes the Incident
Commander because they are the most qualified person to lead the incident. This is the
beginning of a Unified Command. The police officer still maintains the perimeter and
assist in keeping ingress and egress routes open, but they are essentially subordinate to
4
5. the firefighter who is now the Incident Commander. Conversely, if the burning structure
contained a sniper, the police officer would maintain incident command because they are
better equipped to handle the sniper.
Production Note: Call out Box:
ICS has been proven effective for
responding to all types of incidents, including:
Hazardous materials
Planned events
Natural disasters
Multi-agency law enforcement incidents like warrant services,
complex investigations
Multiple casualties (major traffic collisions, fires, etc.)
Wide-area search and rescue missions
Incident Command Structure
ICS is referred to as a modular system because it has the capacity to expand and
contract based on the emergency. If the problem can be handled with few personnel and
minimal resources then an ICS based Command Postvi may only have an incident
commander who makes decisions, plans and assigns tasks. An emergency with only an
incident commander would be relatively small and short in duration. However, as an
emergency outgrows the ability of a single person, modules can be added.
Production Note: Insert the diagram with the Caption: An emergency
could be handled with an incident commander and four subordinate
commanders. The incident command might also have an Information
5
6. Officer for the media, a Safety Officer to monitor safety conditions; and,
Liaison Officer as the on-scene contact for other agencies.
Usually the first module, or subordinate commander added, is an Operations
Chief. This person is responsible for carrying out the direction of the incident
commander. The Operations Chief might have additional assistant chiefs either divided
by the geography of the incident or by the types of services. An example of geographic
division would be an inner and outer perimeter. Or, in the case of a relatively localized
emergency, the Operations Chief might allocate subordinate commands based on duties.
For example, at a local emergency you might have an Operations Chief in charge of a fire
branch and another in charge of a law enforcement branch.
The next module added might be the Logistics Chief. This person is responsible
for obtaining, organizing and allocating all resources such as personnel, equipment and
supplies. For instance, during a flood the Incident Commander might direct the
Operations Chief to conduct helicopter rescue operations. The Operations Chief would
communicate the personnel and equipment needs to the Logistic Chief. The Logistic
Chief would locate and assign personnel and resources to the mission. The Operations
Chief would brief the personnel on the mission and oversee completion.
6
7. We all know that situations do not unfold as clinically as has been described.
However, the closer we come to handling emergencies within the framework of ICS the
more lives and property we can save. Moreover, emergency situations are brought to
conclusion by getting ahead of the emergency. This is done through the ICS planning
process. At larger emergencies (based on size and duration) a Planning Chief is needed.
This person takes the overall goals of the Incident Commander and prepares Action Plans
which are implemented by the Operations Chief. This frees the Operations Chief to
handle the here and now, while having someone else prepare for the next step.
Span of Control
ICS recognizes that you simply can’t do everything yourself and that you can only
effectively work directly with a limited number of people. While an Incident
Commander may ultimately have thousands of personnel deployed, he or she can only
communicate directly with relatively few. Span of Control is the management concept
that a leader can only directly supervise a limited number of people. The number often
cited is somewhere between seven and ten. This same principle applies to all subordinate
personnel. The Operations Chief has seven to ten direct reports, and so on and so forth,
down the chain of command.
The National Incident Management System (NIMS) relies on the Incident
Command System for the operational management of disasters and emergencies. Many
agencies are, in someway, adopting and training in NIMS/ICS. As a first responder you
can improve your incident leadership skills in at least two ways. First, you should seek
certified training from the DHS. Any person can sign on and use the FEMA training
tools to receive certified training in NIMS/ICS as well as a wide variety of disaster
7
8. related courses. Moreover, once you successfully complete these web-based courses an
official certificate of completion is sent to you. If you have been certified, the US
Department of Labor has a number of e-tools, or web-based tutorials for refresher
training. Among them is an excellent overview on ICS. You can access the e-tools at
http://www.osha.gov/SLTC/etools/ics/.
About the Author:
Lieutenant Raymond E. Foster, LAPD (ret.), MPA is the owner of Hi Tech Criminal
Justice Online and the author of Police Technology (Prentice Hall), Leadership: Texas
Hold ‘em Style (Quill Driver/Word Dancer Press) and, NYPD to LAPD: An Introduction
to Policing (Prentice Hall). He can be reached at raymond@hitechcj.com.
i
Buntin, John, “Disaster Master” Governing Magazine/December 2001
http://www.governing.com/archive/2001/dec/disaster.txt (August 6, 2003)
ii
Cardwell, Michael D., “Nationwide Application of the Incident Command System is the Key” The FBI
Law Enforcement Bulletin, October 2000.
iii
Federal Emergency Management Agency, Exemplary Practices in Emergency Management, Standardized
Emergency Management System (SEMS), http://www.fema.gov/rrr/exp_06.shtm (May 2, 2003)
iv
Cardwell, Michael D., “Nationwide Application of the Incident Command System is the Key” The FBI
Law Enforcement Bulletin, October 2000.
v
The idea of Unified Command is a fairly common military principle. The operation of combined arms in
a defined geographic area or defined mission require that one commander direct all operations.
vi
With the Incident Command System (ICS), the location where the Incident Commander manages the
emergency is called the Incident Command Post. Wide-spread emergencies are often coordinated and
managed through the use of a pre-designated facility commonly called an Emergency Operations Center
(EOC). Larger emergencies may have several field Incident Command Posts (ICP) that are coordinated
through an EOC. The EOC, receiving information from the ICP, coordinates the deployment of personnel
and resources to the various ICPs. The ICPs, use the personnel and resources to manage the incident
locally. This is the type of arrangement we could have expected during Katrina. A regional EOC
managing the flow of personnel and resources to smaller EOCs or Field ICPs.
8