Muddling through troubled water: resilient performance of incident management teams during Hurricane Harvey

Ergonomics ◽  
2020 ◽  
Vol 63 (6) ◽  
pp. 643-659 ◽  
Author(s):  
Changwon Son ◽  
Farzan Sasangohar ◽  
S. Camille Peres ◽  
Jukrin Moon
2006 ◽  
Author(s):  
Janie Canton-Thompson ◽  
Brooke Thompson ◽  
Krista Gebert ◽  
David Calkin ◽  
Geoff Donovan ◽  
...  

2017 ◽  
Vol 26 (7) ◽  
pp. 615 ◽  
Author(s):  
Michael Hand ◽  
Hari Katuwal ◽  
David E. Calkin ◽  
Matthew P. Thompson

Despite large commitments of personnel and equipment to wildfire suppression, relatively little is known about the factors that affect how many resources are ordered and assigned to wildfire incidents and the variation in resources across incident management teams (IMTs). Using detailed data on suppression resource assignments for IMTs managing the highest complexity wildfire incidents (Type 1 and Type 2), this paper examines daily suppression resource use and estimates the variation in resource use between IMTs. Results suggest that after controlling for fire and landscape characteristics, and for higher average resource use on fires in California, differences between IMTs account for ~14% of variation in resource use. Of the 89 IMTs that managed fires from 2007 to 2011, 17 teams exhibited daily resource capacity that was significantly higher than resource use for the median team.


Author(s):  
Changwon Son ◽  
Farzan Sasangohar ◽  
S. Camille Peres ◽  
Timothy J. Neville ◽  
Jukrin Moon

While resilience in emergency management has been studied at the macro- (government) and micro-levels (individual field responder), little is known for resilience of incident management teams (IMTs). To investigate challenges and resilience factors of IMTs, this paper documents thematic analysis of 10 interviews with emergency personnel who responded to Hurricane Harvey in 2017. Themes emerged in four categories: goals, challenges, resilience factors, and technical tools of IMTs. Given similar goals but unique challenges during Harvey, IMTs sought to establish and maintain a common operating picture to make sense of evolving situations and make decisions adaptively. Various technical tools were used providing different functionalities, but a need for technology to reduce cognitive load was indicated. Findings of this study will inform the development of more resilient IMTs in future disasters.


2012 ◽  
Vol 10 (4) ◽  
pp. 253
Author(s):  
Amy K. Donahue, PhD

In 2008, an effort to enhance the capability of All- Hazards Incident Management Teams (AHIMTs), and thereby improve the nation’s ability to respond to incidents of all types, was launched. To date, there have been three national learning conferences for AHIMT stakeholders. At the first conference, in 2008, attendees participated in a systematic process to identify priorities for the national AHIMT program. At the most recent conference, in December 2010, attendees participated in a study designed to review and update the insights gained from the 2008 conference. This article presents the findings of the 2010 study. The results can help federal, state, and local stakeholders understand AHIMT capabilities and the challenges teams face.


Forests ◽  
2020 ◽  
Vol 11 (2) ◽  
pp. 169 ◽  
Author(s):  
Jude Bayham ◽  
Erin J. Belval ◽  
Matthew P. Thompson ◽  
Christopher Dunn ◽  
Crystal S. Stonesifer ◽  
...  

Research Highlights: Our results suggest that weather is a primary driver of resource orders over the course of extended attack efforts on large fires. Incident Management Teams (IMTs) synthesize information about weather, fuels, and order resources based on expected fire growth rather than simply reacting to observed fire growth. Background and Objectives: Weather conditions are a well-known determinant of fire behavior and are likely to become more erratic under climate change. Yet, there is little empirical evidence demonstrating how IMTs respond to observed or expected weather conditions. An understanding of weather-driven resource ordering patterns may aid in resource prepositioning as well as forecasting suppression costs. Our primary objective is to understand how changing weather conditions influence resource ordering patterns. Our secondary objective is to test how an additional risk factor, evacuation, as well as a constructed risk metric combining fire growth and evacuation, influences resource ordering. Materials and Methods: We compile a novel dataset on over 1100 wildfires in the western US from 2007–2013, integrating data on resource requests, detailed weather conditions, fuel and landscape characteristics, values at risk, fire behavior, and IMT expectations about future fire behavior and values at risk. We develop a two-step regression framework to investigate the extent to which IMTs respond to realized or expected weather-driven fire behavior and risks. Results: We find that IMTs’ expectations about future fire growth are influenced by observed weather and that these expectations influence resource ordering patterns. IMTs order nearly twice as many resources when weather conditions are expected to drive growth events in the near future. However, we find little evidence that our other risk metrics influence resource ordering behavior (all else being equal). Conclusion: Our analysis shows that incident management teams are generally forward-looking and respond to expected rather than recently observed weather-driven fire behavior. These results may have important implications for forecasting resource needs and costs in a changing climate.


2006 ◽  
Vol 14 (1) ◽  
pp. 27-37 ◽  
Author(s):  
Jim McLennan ◽  
Alina M. Holgate ◽  
Mary M. Omodei ◽  
Alexander J. Wearing

Author(s):  
Rachel A. Fabian ◽  
Yvonne Najah Addassi

ABSTRACT 1141476 Major oil spills in California have historically instigated legislation aimed at improving preparedness and response. Most recently, public concern over management of high-profile pipeline spills precipitated the 2017 passage of Assembly Bill (AB) 1197, which mandated a certification program for spill management teams (SMTs). AB 1197 directs contingency plan holders to identify a certified SMT capable of managing their reasonable worst-case spill (RWCS) volumes, and tasks the Office of Spill Prevention and Response (OSPR) with adopting regulations establishing criteria for certification, including personnel on-scene times, training, and response objectives. We aimed to develop regulations detailing requirements that are achievable, but effectively advance preparedness, drawing upon accepted standards while incorporating mechanisms for flexibility. As we developed the regulations, we conducted informal scoping meetings with industry to fine-tune these mechanisms. We created three tiers for certification delineated by RWCS volume. To account for phased resource mobilization, we established separate requirements for initial response and cascading SMT personnel. We applied team-based training requirements to initial responders and used pared-down National Incident Management System qualifications for cascading personnel, allowing equivalent courses and/or experience to substitute for required training courses. We composed a short objectives checklist, aiming to capture essential tasks to be completed within the first 24 hours. The final regulatory package strikes balances between flexibility and prescription, and between achievability and advancing statewide preparedness.


2016 ◽  

Emergency services personnel conduct their work in situations that are inherently dangerous. Large incidents such as bushfires, floods and earthquakes often pose hazards that are not fully understood at the time of management, and the situation may be further complicated by the involvement of multiple agencies. To promote the safety of personnel and of the broader community, incident management skills must be constantly developed. Incident Management in Australasia presents lessons learnt from managing major incidents at regional and state levels. It is not an academic work. Rather, it is a collection of stories from professionals on the ground and others who subsequently reviewed the events and gained significant knowledge and understanding through that process. Some stories are personal, capturing emotional impact and deep reflection, and others are analytical, synthesising the findings of experience and inquests. All the stories relate to managing operational events and capture knowledge that no one person could gain in a single career. This book builds on current industry strategies to improve emergency responses. It will assist incident managers and those working at all levels in incident management teams, from Station Officer to Commissioner. It is highly readable and will also be of interest to members of the public with an appreciation for the emergency services.


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