Managing growth in community emergency response team programs

2005 ◽  
Vol 3 (2) ◽  
pp. 36
Author(s):  
Rob Gresser, BS, MA
Keyword(s):  
Emergency Response ◽  
Disaster Preparedness ◽  
Critical Incident ◽  
Psychological Needs ◽  
Critical Incident Stress Debriefing ◽  
Unique Challenge ◽  
Team Members ◽  
Volunteer Program ◽  
Incident Command ◽  
Response Team

Since September 11, 2001, Community Emergency Response Team (CERT) programs have expanded to meet the growing demand for training in disaster preparedness. While extra help during a disaster is needed due to a lack of resources, the use of volunteer responders presents a unique challenge to emergency service managers.Even when trained, volunteers are often not prepared for the physical, mental, and psychological strain of a crisis. As a result, their needs differ from those of professional emergency workers. Conse - quently, organizing and delegating work to volunteers adds a level of complexity to the role of emergency managers.The CERT program in Chandler, Arizona—one of the largest in the state—trained over 400 people in the last year and has encountered many of the problems associated with a rapidly growing volunteer program. During this period of growth, trainers identified several problem areas facing disaster managers including communication issues, effective incident command, a lack of focus that can lead to freelancing at scenes, and the psychological needs of responders. Currently, these issues are being addressed through added training in critical areas, mandatory critical incident stress debriefing, and further studies to better the CERT program.Currently, the CERT is examining several ideas to help alleviate these problems through continuing education. Professional responders need to work alongside CERT members and become attuned to the signs of physical and emotional exhaustion in volunteers. In addition, they need to be trained in assertiveness and the skill of defusing potentially volatile situations. Team members need to receive training each year to refresh their skills and be reminded of the mission: to do the greatest good for the greatest number.

Chevron Position Qualification System for Development of Emergency Response Leadership

2014 ◽  
Vol 2014 (1) ◽  
pp. 1934-1944
Author(s):  
Holly Osen ◽  
Jeff Patry ◽  
Marcy Casement
Keyword(s):  
Emergency Response ◽  
Corporate Culture ◽  
Real World ◽  
Professional Training ◽  
Environmental Safety ◽  
Team Members ◽  
Incident Command ◽  
Business Units ◽  
Response Team ◽  
Level Of Training

ABSTRACT The 2010 Deepwater Horizon incident raised the awareness of the potential scale, complexity and duration of oil spill events, highlighting the need for emergency response organizations to develop and maintain advanced levels of capability and readiness. Such capability and readiness requires teams of experienced and trained personnel who ideally can be cascaded throughout an enterprise to fill Incident Command System (ICS) positions in coordination with outside organizations. Experience gained through either responses to real- world events or carefully crafted simulation exercises is critical to the development and maintenance of response team capability, and providing such can present a significant challenge for team coordinators. Chevron Corporate Emergency Response developed and tested a qualification program aimed at providing consistency and structure to the training and experiential development of Chevron's corporate emergency response personnel. The Chevron Position Qualification System (CPQS) program establishes a minimum level of training and observed demonstrated competencies for leadership positions within the ICS structure. Twenty-one position-specific workbooks detail training, readiness and competency metrics for internal certification through the program. CPQS draws from different established agency programs and is consistent with ICS training curriculum. The program is tailored to fit the roles filled by Chevron Corporate Emergency Response Team members. Members of Chevron's Corporate Emergency Response Teams have a baseline of professional training that supports and sustains a corporate culture of safety, operational discipline and environmental, safety risk and hazard awareness. The CPQS program was built upon the premise that participants have this foundational training, capability and professionalism. The CPQS program builds upon this foundation, expanding the professional competency of response personnel through a standardized program. The CPQS program establishes minimum ICS and function-specific courses along with recommended training and the demonstration of specified skills and abilities in either real-world or exercise environments. Qualified and vetted approvers, known within the program a Qualified Approvers, provide consistent verification of the demonstration of skills and capabilities identified for each position. Additionally, these expert observers provide commentary on areas where skills or professional expertise can be improved. The goal of CPQS is to enable a mobile and versatile workforce that can respond worldwide and integrate into response organizations around the globe. Skills gained through the completion of CPQS requirements enable business units to transfer personnel into key response positions across the enterprise to carry out responses to more complex events. Common training and exercising goals allow organizations to gain efficiencies and build progressive experience and expertise-building opportunities through shared professional development resources. Periodic refresher training and ongoing participation in response exercises or actual incidents are also required to maintain the certification. The CPQS program is currently used by Chevron's Corporate Emergency Response Teams and was field tested at a three-day response exercise in Trieste, Italy where responders from relevant functional groups completed training and demonstrated response capabilities and ICS skills. CPQS is also being utilized with the Chevron regional response team in the Gulf of Mexico with an initial implementation at a training and exercise event in Covington, Louisiana, USA.

Adaptation of the Incident Command System to Oil Spill Response During the American Trader Spill

1991 ◽  
Vol 1991 (1) ◽  
pp. 267-272
Author(s):  
Robert G. Rolan ◽  
Keith H. Cameron
Keyword(s):  
Organizational Structure ◽  
Crisis Management ◽  
Oil Spill ◽  
Management Plan ◽  
Team Members ◽  
Incident Command System ◽  
Incident Command ◽  
Response Team ◽  
Oil Spill Response ◽  
Crisis Management Plan

ABSTRACT While developing its new crisis management plan in 1989, BP America (BPA) modified the incident command system (ICS) for use as the organizational structure of its oil spill response team. This was done to be compatible with the post-Exxon Valdez organization of the Alyeska response team and for certain advantages it would provide for responses in other locations and in other types of crisis situations. The ICS was originally developed for fighting wildfires in California and has since been widely adopted by other fire and emergency services in the U. S. While retaining most of the ICS structure, ?PA developed modifications necessary to fit the unique requirements of oil spill response. The modified ICS was used during a full scale test of ?PA's draft crisis management plan in December 1989, and thus was familiar to ?PA's top executives and other participating response team members. When the American Trader spill occurred in February 1990, BPA's management used the modified ICS organization even though the crisis management plan had not been finalized or widely distributed within the company. Details of the organizational structure evolved as the spill response progressed, in part due to the changing requirements of the response over time and in part because of previously unrecognized issues. This paper describes that evolution and the resulting final structure. Essential differences between the original ICS and BPA's oil spill version of it are highlighted. Despite the unrecognized issues and the unfamiliarity of some team members with the ICS, the organization worked well and can be credited with a share of the success of the American Trader response.

Coded Shortcut Key Basis Rapid Plotting for Onboard Emergency Responses

2021 ◽  
Vol 55 (1) ◽  
pp. 73-87
Author(s):  
Hee Jin Kang ◽  
Jin Choi ◽  
Dongkon Lee
Keyword(s):  
Emergency Response ◽  
Damage Control ◽  
Emergency Situation ◽  
Main Role ◽  
Team Members ◽  
Emergency Situations ◽  
Cruise Ships ◽  
Response Team ◽  
Marine Accidents ◽  
Communication Methods

AbstractModern ships are designed and built according to advanced safety rules and regulations derived from historic fatal marine accidents. Many large ships, especially naval vessels and cruise ships, are equipped with various kinds of computerized systems called damage control systems (DCSs) for facing emergency situations. These systems are designed to mitigate the consequence of injuries to crewmembers and the mission capability of a ship. However, crews still take charge of the main role in controlling emergency situations. All emergency response work has to follow related guidelines and should be done in the early phase of an emergency situation. For this, appropriate information for decision making and simplified communication methods are important. In this paper, a coded shortcut key basis onboard DCS operation is suggested to help crews who have to use a complex computerized DCS in urgent situations. The coded shortcut keys are considered for effective communication among the emergency response team members.

Sudden Death in Sport: Managing the Aftermath

1997 ◽  
Vol 11 (2) ◽  
pp. 223-235 ◽  
Author(s):  
Ralph A. Vernacchia ◽  
James R. Reardon ◽  
David R. Templin
Keyword(s):  
Sudden Death ◽  
Critical Incident ◽  
Heart Rhythm ◽  
Basketball Player ◽  
Critical Incident Stress Debriefing ◽  
Team Members ◽  
Critical Incident Stress ◽  
Care Giving ◽  
Stress Debriefing ◽  
Wolff Parkinson White Syndrome

This study presents the case of a male university basketball player who died of a heart attack caused by an abnormal heart rhythm (Wolff-Parkinson-White syndrome) and describes the various emotional stages his teammates and coaches experienced during the days and months following this tragic incident. The team’s emotional responses to their teammates’ sudden death were categorized into several stages: shock, confusion, and denial; performance resolve; realization of loss; glorification and memorialization; closure and relief; avoidance and debriefing; reentry and acceptance. A modified critical incident stress debriefing process was used by educational and clinical sport psychologists who collaborated to manage and provide care-giving services to team members and coaches.

Practical Guidance for Developing Implementation Guidelines for Federal On-Scene Coordinators to Protect Historic Properties During Emergency Response

2003 ◽  
Vol 2003 (1) ◽  
pp. 893-897
Author(s):  
Pamela Bergmann ◽  
Judith Bittner ◽  
James W. LaBelle
Keyword(s):  
Emergency Response ◽  
Hazardous Substances ◽  
Federal State ◽  
Successful Implementation ◽  
Incident Command System ◽  
Incident Command ◽  
Response Team ◽  
Federal Land ◽  
Implementation Guidelines ◽  
Practical Guidance

ABSTRACT In 1997, the national Programmatic Agreement on Protection of Historic Properties during Emergency Response under the National Oil and Hazardous Substances Pollution Contingency Plan (PA) was signed. The agreement, developed by the National Response Team (NRT), provides federal On-Scene Coordinators (OSCs) with an effective approach for considering the protection of historic properties during emergency response. In January 2002, the nation's first regional implementation guidelines for the PA were completed and signed by federal, state, and tribal representatives in Alaska. This paper presents suggestions for successful implementation of the PA gained through the development of regional implementation guidelines and use of the PA. Awareness of these “tips for success” and the guidelines themselves may help other regions develop their own procedures to protect historic properties in a way that contributes to the overall success of emergency response. This paper provides practical guidance on: (1) how federal OSCs may obtain reliable and timely historic properties expertise; (2) how that expertise can be successfully integrated into an Incident Command System; and (3) how State Historic Preservation Officers, federal land-management agencies, tribal representatives, and responsible parties can provide historic properties protection support to federal OSCs during both pre-incident planning and emergency response.

scholarly journals INCIDENT MANAGEMENT TEAM TRAINING AND EXERCISES: DEVELOPING THE TEAM

2008 ◽  
Vol 2008 (1) ◽  
pp. 227-228
Author(s):  
Christopher J. Hall
Keyword(s):  
Team Building ◽  
Team Training ◽  
Mass Casualty ◽  
Management Team ◽  
Incident Management ◽  
Team Members ◽  
High Expectations ◽  
Incident Command ◽  
Response Team ◽  
Critical Requirement

ABSTRACT Developing and training an Incident Management Team (IMT) is a critical requirement for companies involved in oil exploration, production, and transportation. Companies beginning operations in new areas face high expectations from the local regulatory community and may find it challenging to meet these goals. Training programs for IMT personnel that consist of reviewing regulations, forms, and position descriptions fall far short of preparing the IMT to effectively manage an incident. A more useful approach to IMT training begins in the classroom and quickly migrates to tabletop and “walk-through” training workshops. Walk-through training captures the pace of a drill without the participants feeling any pass / fail pressure. Designing courses in this format requires careful planning and preparation. Instructor staffing must be sufficient to monitor events and ensure training objectives are being met. Involving the regulatory agencies in training builds familiarization and enhances a coordinated response team. Company team members will find the regulatory community eager to participate in walk-through training. This team-building pays big dividends during exercises and actual events. Coordinating IMT training with Spill Response Team (SRT) training promotes communication and strengthens the overall understanding of operational limitations. Using the IMT for non-spill events, such as earthquake or mass casualty incidents, further broadens their understanding of other applications of the Incident Command System (ICS). Members gain an opportunity to fill different roles in their response organization and learn more about the team'S capabilities. This paper highlights the concepts of scenario-based Incident Management Team training and provides examples and suggestions for course material, length, and frequency. Examples involving non-spill incidents are also presented.

scholarly journals Perception of Impact of Frequent Short Training as an Enhancement of Annual Refresher Training

2020 ◽  
Vol 30 (2) ◽  
pp. 102-110
Author(s):  
Ruth Ruttenberg ◽  
Peter C. Raynor ◽  
Scott Tobey ◽  
Carol Rice
Keyword(s):  
Emergency Response ◽  
Group Discussions ◽  
Skill Sets ◽  
Team Members ◽  
Automobile Manufacturing ◽  
Refresher Training ◽  
Innovative Program ◽  
Hands On ◽  
Plant Operations ◽  
Response Team

Introduction of facilitated hands-on drills as often as monthly and the use of online modules prior to annual refresher training for emergency response teams were investigated through surveys and group discussions. This research explores how these drills are perceived by emergency response team members, emergency response team coordinators, instructors, and management at the company. Using these tools throughout the year, members of emergency response teams from automobile manufacturing facilities reported an increased ability to maintain their skill sets, build teamwork, and continually refresh and strengthen their ability to protect their fellow workers as well as plant operations and equipment. The results also document examples of how this innovative program that incorporates frequent training has led to workplace improvements.

Integrating Social Media Monitoring Into Public Health Emergency Response Operations

2016 ◽  
Vol 10 (5) ◽  
pp. 775-780 ◽  
Author(s):  
Tamer A. Hadi ◽  
Keren Fleshler
Keyword(s):  
Public Health ◽  
New York ◽  
Social Media ◽  
Emergency Response ◽  
Critical Incident ◽  
Public Health Emergency ◽  
Incident Command ◽  
Public Health Emergency Response ◽  
Social Media Monitoring ◽  
Media Monitoring

AbstractSocial media monitoring for public health emergency response and recovery is an essential response capability for any health department. The value of social media for emergency response lies not only in the capacity to rapidly communicate official and critical incident information, but as a rich source of incoming data that can be gathered to inform leadership decision-making. Social media monitoring is a function that can be formally integrated into the Incident Command System of any response agency. The approach to planning and required resources, such as staffing, logistics, and technology, is flexible and adaptable based on the needs of the agency and size and scope of the emergency. The New York City Department of Health and Mental Hygiene has successfully used its Social Media Monitoring Team during public health emergency responses and planned events including major Ebola and Legionnaires’ disease responses. The concepts and implementations described can be applied by any agency, large or small, interested in building a social media monitoring capacity. (Disaster Med Public Health Preparedness. 2016;page 1 of 6)

A Model for a Statewide Critical Incident Stress (CIS) Debriefing Program for Emergency Services Personnel

1997 ◽  
Vol 12 (2) ◽  
pp. 43-48 ◽  
Author(s):  
Keith W. Neely ◽  
William J. Spitzer
Keyword(s):  
Mental Health Professionals ◽  
Police Officers ◽  
Psychological Functioning ◽  
Critical Incident ◽  
Emergency Services ◽  
Fire Department ◽  
Critical Incident Stress ◽  
Emergency Services Personnel ◽  
Response Team

AbstractPurpose:Emergency services personnel are highly vulnerable to acute and cumulative critical incident stress (CIS) that can manifest as anger, guilt, depression, and impaired decision-making, and, in certain instances, job loss. Interventions designed to identify such distress and restore psychological functioning becomes imperative.Methods:A statewide debriefing team was formed in 1988 through a collaborative effort between an academic department of emergency medicine and a social work department of a teaching hospital, and a metropolitan area fire department and ambulance service. Using an existing CIS debriefing model, 84 pre-screened, mental health professionals and emergency services personnel were provided with 16 hours of training and were grouped into regional teams.Debriefing requests are received through a central number answered by a communicator in a 24-hour communications center located within the emergency department. Debriefings are conducted 48–72 hours after the event for specific types of incidents. Follow-up telephone calls are made by the debriefing team leader two to three weeks following a debriefing. The teams rely on donations to pay for travel and meals.Results:One hundred sixty-eight debriefings were conducted during the first four years. Rural agencies accounted for 116 (69%) requests. During this period, 1,514 individuals were debriefed: 744 (49%) firefighters, 460 (30%) EMTs, and 310 (21%) police officers, dispatchers, and other responders. Deaths of children, extraordinary events, and incidents involving victims known to the responders (35%, 14%, and 14% respectively) were the most common reasons for requesting debriefings. Feedback was received from 48 (28%) of the agencies that requested the debriefing. All of those who responded felt that the debriefing had a beneficial effect on its personnel. Specific individuals identified by agency representatives as having the greatest difficulty were observed to be returned to their pre-incident state.Conclusion:CIS debriefings are judged as beneficial. A statewide response team is an effective way to provide these services at no cost to agencies.

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