Incident Command System & its Implementation - Coursework Example

Incident Command System Introduction: This assignment covers following main topics regarding incident command system: What is the incident command system and how it would be put in force at a foremost confrontation. What are the strategic modes of Offense, Defense and Transition? An overview of concise history of Incident command system which consists of following important features: 1. Bronze, Silver and Gold levels of Command and the responsibility of the incident commander at each of these levels 2. Coordinating an incident counting how and why we use sectorisation; along with different classification of sectorisation. 3. The contour of control and the functions and tasks of the Sector Commander, the Operations Commander, the Incident Commander. 4. the responsibility of a efficient representative with some examples 5. Time duration to be in command of the officer. 6. Command Support and the tasks of the Command Support officer 7. internal and external line of police, troops, guards, tape, etc. around an area to prevent entry by other people The reason and benefits of prompting the ICS at urgent situation commotions. significantly inspect the ICS for elevated grown buildings the Harrow Court incident manifestation on consciousness of Dynamic Risk Assessment main beliefs and the usefulness at this event The requirement for efficient inter- administrative unit channel for communication between groups and how other units could have aided at this incident Final Words or conclusion. Incident command System ICS & its Implementation: The Incident Command System (ICS) is a standardized, on-scene, all-hazard incident management concept in the United States. It is a management protocol designed for emergency management agencies and later federalized. ICS is designed to give standard response and operation procedures to reduce the problems and potential for miscommunication on such incidents. (Murphy J, Pg 41) Incidents are defined within ICS as unplanned situations necessitating a response.( Carmine C, Pg 10) Examples of incidents may include: Emergency medical situation (ambulance service) Hazardous material spills Terrorist attacks Natural disasters such as wildfires, flooding, earthquake or tornado Man-made disasters such as vehicle crashes, industrial accidents, train derailments, or structural fires Search and Rescue operations Hostage crises Events are defined within ICS as planned situations. Incident command is increasingly applied to events both in emergency management and non-emergency management settings. Examples of events may include: Concerts Parades and other ceremonies Fairs and other gatherings Training exercises To help manage and co-ordinate all issues during an incident many parts of the company have adapted the Incident Command System (ICS) for the framework for managing its incidents. The advantages gained from this are that it provides a standard common approach to meeting the response needs by: Providing a clear focus for company management and the authorities Providing a simple structure which expands and contracts to suit the incident, while maintaining a clear command and control structure Enabling response team members to be quickly assimilated into a team with minimum training Providing a structure for ensuring that information flow is clear and focused to the correct individuals within the response Ensuring that the response is system rather than individual based. As a consequence all involved understand their role and objectives Using common terminology ICS is a system designed to be used or applied from the time an incident occurs until the requirement for management and operations no longer exist. ICS is interdisciplinary and organizationally flexible to meet the following management challenges: Meet the needs of incidents of any kind or complexity (expands or contracts) Allow personnel from a variety of agencies to meld rapidly into a common management structure with common terminology Provide logistical and administrative support to operational staff. Be cost effective by avoiding duplication of efforts. When applying the Incident Command System to the business/industrial setting one needs: Template for doing things right Organization and Focus on strategic, as well as, tactical applications Optimization of time management in employment of the ICS Creation of superior information flow Creation of a function based structure that practices upward, as well as, downward management Maximization of resource throughput Creating a seamless vertical and horizontal structure that enhances communications throughout the incident command system The initial response to an incident: A problem is discovered. An initial response is undertaken. Initially all functions of the ICS system must be performed by this person. Detection, Initial Response, Notification/Communication, Direction and Control all must be performed by the initial responder - they are the entire ICS. The goal, therefore, of initial response should be to maximize the resources brought to bear on the problem, thereby minimizing the time it takes to delegate the responsibilities for performing various functions within the ICS. Coordination on any incident or event is possible and effective due to the implementation of the following concepts: Incident Action Plan Incident Action Plans may be verbal or written and are prepared by the Planning Section. The IAP insures that everyone is working in concert toward the same goals set for that operational period. The purpose of this plan is to provide all incident supervisory personnel with direction for actions to be implemented during the operational period identified in the plan.. At the simplest level, all Incident Action Plans must have four elements: What do we want to do? Who is responsible for doing it? How do we communicate with each other? What is the procedure if someone is injured? Comprehensive Resource Management Comprehensive Resource Management is a key management principle that implies that all assets and personnel during an event need to be tracked and accounted for. Resource management includes processes for: Categorizing resources. Ordering resources. Dispatching resources. Tracking resources. Recovering resources. Integrated Communications The use of a common communications plan is essential for ensuring that responders can communicate with one another during an incident. Communication equipment, procedures, and systems must operate across jurisdictions. Developing an integrated voice and data communications system, including equipment, systems, and protocols, must occur prior to an incident. Effective ICS communications include three elements: Modes: The "hardware" systems that transfer information. Planning: Planning for the use of all available communications resources. Networks: The procedures and processes for transferring information internally and externally History of the Incident Command System: It was ddeveloped by Ian Gilchrist, West Yorkshire Fire & Civil Defence Authority. It is a formalised system of resource control on the fire ground.( Walsh D et al, Pg 56) Bronze The first or forward control point - responsible for the immediate deployment of resources - Operational (Tasks) Silver Separate point to control, co-ordinate and manage the incident - Tactical Gold Major Incident Control Room - Implementing Senior, Command Functions - Strategic Platinum Committee Office Briefing Room, Whitehall - (COBR) Inner Cordon Surrounds the immediate Scene of operations, potentially hazardous, highest safety levels to be maintained. Access to inner cordon restricted to minimum & essential personnel once briefed. Usually Managed by the Fire Service. Outer Cordon Surrounds the inner cordon, area for other services and support activities. Maintains effective access and egress for Fire Service and other essential agencies. Prevents access by public Usually Managed by the police. Command transfer A role of responsibility can be transferred during an incident for several reasons: As the incident grows a more qualified person is required to take over as Incident Commander to handle the ever-growing needs of the incident, or in reverse where as an incident reduces in size command can be passed down to a less qualified person to free up highly-qualified resources for other tasks or incidents. Other reasons to transfer command include jurisdictional change if the incident moves locations or area of responsibility, or normal turnover of personnel due to extended incidents. The transfer of command process always includes a transfer of command briefing, which may be oral, written, or a combination of both. Span-of-control To limit the number of responsibilities and resources being by any individual, the ICS requires that any single person's span of control should be between three and seven, with five being ideal. In other words, one manager should have no more than seven people working under them at any given time. If more than 7 resources are being managed by an individual, then they are being overloaded and the command structure needs to be expanded by delegating responsibilities. If fewer than three, then the postion's authority can probably be absorbed by the next highest rung in the chain of command Incident Commander Single Incident Commander - Most incidents involve a single Incident Commander. In these incidents a single person commands the incident response and is the decision-making final authority. Functional Officer The Safety Officer monitors safety conditions and develops measures for assuring the safety of all assigned personnel. (Coleman J, Pg 302) Operations Section Chief The Operations Section Chief is tasked with directing all actions to meet the incident objectives. Tactical Mode The incident is being fought in the ‘Offensive’ mode. The potential benefits outweighs the risks, crews will be committed to a managed hazardous area The incident is being fought in the ‘Defensive’ mode. The identified risks outweighs the potential benefits, crews fight the fire using external and aerial jets Transitional Mode When Offensive and defensive tactics are being employed simultaneously, the Whole Incident is being fought in the Transitional mode. The Incident is required to be sectorised before Transitional can be declared Purpose & Advantages of ICS: ICS is flexible and allows for organization expansion or contraction in a modular fashion as incident needs dictate. Thus, as incidents change in complexity or operational focus, the ICS can accommodate accordingly. The ICS is structured to integrate any type of resource including police, military, technical experts, international resources, and NGOs, and can be used to manage sudden onset disasters, long term relief efforts, or non-emergency events. An ICS organization is structured to ensure a manageable span-of-control, allowing supervisors to keep track of response activities without becoming overwhelmed by events. All emergencies and crisis events are by definition chaotic and highly dynamic, creating physical, emotional, and social disorder. The Incident Command system provides a means for government agencies to effectively manage such incidents and restore a modicum of order in a chaotic environment. ICS is a way to organize the functions of a team, so that every aspect of an incident response is addressed. This leadership model enables a team to communicate, cooperate, and get the job done. When ICS is used effectively, the full resources of the national response community can be integrated to manage the incident. Even in the “worst case” scenario.(Darabaris J, Pg100) The objectives for establishing a flexible incident command system format include: 1. Effective coordination of activities among the organizations having a role 2. Early warning and clear instructions to the general public in the affected area if an incident occurs 3. Continued assessment of actual or potential consequences both onsite and offsite 4. Seamless structure (horizontal and vertical) within the Multi-Agency team Problems without ICS: Some of the problems that I examined, occurred when there was no Incident Command system, were: 1. Un-common radio codes people could not talk to each other 2. No command system - each agency operated on the personality of its leaders; in some cases, it depended on who was working that day 3. No common terminology when agencies did talk, they often misunderstood each other 4. No method of effectively assigning resources - logistics depended on who got lucky 5. No clear definition of functions, and how each function related to other elements." ICS for High Rise Buildings: It is not intended that the system be over-prescriptive and situations may arise where other approaches may need to be taken, for example in a large or complex building it may be necessary to introduce more than one sector on a floor. (Guerry W, Pg 201)This system was necessary at an actual incident, where two sectors were required each with its own bridgehead, operating in different stairwells and an Operations Commander co­ordinating the sectors from the lobby area. All other aspects of the structure, e.g. lines of responsibility, lines of communication and reporting for the Sector Commander would function in the normal manner. See figure 2.1 and 2.2, for examples of vertical sectorisation. Figure 2.1 Figure2.2 Lobby Sector: this is a support sector and would cover the area of operations from the ground floor lobby to the bridgehead, which are normally two floors below the fire floor. The Lobby Sector Commander will act as the co-coordinator of all the logistics needs of the Fire and Search Sector Commanders, who will, on most occasions, need to be located at the bridgehead directing operations via radio and liaising. The Lobby Sector Commander would also coordinate all operations beneath the bridgehead level, including salvage and ventilation, liaising with fellow Sector Commanders in the usual way. Dynamic Risk: Dynamic risk assessment refers to the mental processing and perception of risk that occurs while decision-makers actually deal with unfolding work tasks. Dynamic risk assessments are performed “on the run” and involve the psychology of how people perform on the ground when faced with challenging incidents. The principles that govern how people assess risk under pressure are very different to those that occur with more formal, documented risk assessment processes that have the luxury of time to reflect. Dynamic Risk specializes in robust and comprehensive data management solutions. Some management system has been designed to be used by both technical and non-technical staff to support them in their job functions. Most of the Firefighters who have been killed or seriously injured on duty in the United Kingdom in recent years have been whilst carrying out routine work at an incident that didn't involve a risk to someone else's life. To be blunt they died for nothing, no building or incident scenario is worth the life of one of our own. Different Concerned Authorities Involved in Harrow Court Incidence: The police, ambulane, hospital, housing dept, social services and local authority groups to tackle all forms of crime at Harrow Court incident. They showed a very responsible behavior towards the death of two firemen. Conclusion: In closing, the IMS is a flexible structure for organizing emergency response. The value of understanding the IMS lies in the relationship between emergency operations and emergency planning and plans. To engage adequately in planning for a threat, it is imperative that the structure used to address threats at the scene be taken into account. Since the IMS both reflects and directs the capabilities of the organizations responding to the emergency, planning processes that account for the local IMS have greater flexibility and greater likelihood of being successfully implemented in the field. Management, at all levels, is never put more strongly to the test than in a crisis situation. The objectives are immediate and so are the results. What you and those around you do or don't do will have long lasting implications. That is why it is essential to develop an incident command system flexible enough to embrace the tactical, as well as, the strategic elements necessary for effective response.( Jones J, Pg 87) In almost every instance of successful response to a crisis, management and response activities consisting of sound operating execution coupled with superior communication predominate. Tactical incident command is essential. It is the one that saves lives, property and other assets. The ability to coordinate the variety of skills necessary to mitigate a crisis requires a strategic incident command system. The strategic incident command system is no less important. It's the one that saves the continuity of the business operation and the community in which the business operates. References: Murphy J, (June 1998). Rapid Incident Command System, Fire Engineering Bk Dept. pg 41 Darabaris J, (August 13, 2007). Corporate Environmental Management, CRC. Pg 100. Guerry W, (October 2001). Command and Control of Disaster Operations, Universal Publishers. Pg 201 Jones J, (April 1, 2006). NIMS: Incident Command System Field Guide, Informed Publishing. Pg 87 Carmine C, (January 2001). Incident at Elves Chasm Simulation: Action Plan HRD Press, Inc. Pg 10 Walsh D et al. (April 2005). National Incident Management System: Principles and Practice, Jones & Bartlett Publishers. Pg 56 Coleman J, (April 10, 2007). Incident Management for the Street-Smart Fire Officer, Fire Engineering Books Pg 302 Read More