Problems and Opportunities Integrating Scat and ICS1

1999 ◽  
Vol 1999 (1) ◽  
pp. 863-866
Author(s):  
Michael de Bettencourt ◽  
John Tarpley ◽  
Kathleen Ward

ABSTRACT The Shoreline Cleanup Assessment Team (SCAT) process has done a tremendous amount to standardize the language of shoreline impact and cleanup needs over the past 8 years. The SCAT process has been standardized regionally, and this process now generates a tremendous amount of information in a very short period of time. However, the SCAT-generated information can be extremely complicated and dense. In the urgency of the oil spill crisis, the information is often filtered and distilled down to a point where it is so generalized that it is nearly useless. This inability to manage critical information often wastes valuable resources and time. To better manage the information and decision making associated with shoreline cleanup, the SCAT process must be fully integrated into the Incident Command System (ICS). The information generated by the SCAT must not only be thorough, the spill management team and the supervisors in the field must easily understand it. This paper discusses the problems and opportunities associated with integrating the SCAT process and the ICS planning process.

1991 ◽  
Vol 1991 (1) ◽  
pp. 267-272
Author(s):  
Robert G. Rolan ◽  
Keith H. Cameron

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.


1997 ◽  
Vol 1997 (1) ◽  
pp. 737-742
Author(s):  
LT Tina M. Burke ◽  
LT John P. Flynn

ABSTRACT In recent years, the usefulness of the incident command system (ICS) has received much attention. Much of the oil industry and several government agencies involved in all types of emergency response have been using ICS for many years. In addition, the U.S. Coast Guard formally adopted the national interagency incident management system (NIIMS) ICS as the response management system of choice in February of 1996. The response to the tank barge North Cape grounding was a complex multiagency effort that brought with it many of the issues and problems responders face when dealing with crisis situations. This paper describes the ICS-based organization that was established to respond to the major North Cape oil spill, analyzes the organization compared to standard ICS, and discusses how the ICS framework and principles contributed to the success of the response. It also explains how closer conformity to standard ICS could have remedied many of the issues that later surfaced as lessons learned, resulting in improved response efficiency. The North Cape response provides a vivid example of how ICS is a helpful management tool that, if rigorously learned and applied in a widespread fashion, can greatly enhance the nation's oil spill response posture.


1995 ◽  
Vol 1995 (1) ◽  
pp. 1031-1032
Author(s):  
Kara M. Satra

ABSTRACT The largest simulated response conducted under the most realistic conditions since the grounding of the Exxon Valdez has been captured on video. It shows the production and execution of the Preparedness for Response Exercise Program oil spill exercise held in September 1994 in Santa Monica Bay. The exercise involved over 500 people from more than 60 organizations. Chevron played the role of responsible party in this simulation of a spill of about 10,000 barrels of crude oil. The video focuses on the incident command system and the people for whom prevention and preparedness is a daily business.


1999 ◽  
Vol 1999 (1) ◽  
pp. 437-442
Author(s):  
Thomas S. Kuhaneck ◽  
Arn M. Heggers ◽  
Mark P. O'Malley

ABSTRACT For years, the U.S. Coast Guard and other pollution response organizations have relied on traditional (analytical) decision making models as a basis for training their On-Scene Coordinators. With the Coast Guard's adoption of the Incident Command System (ICS), a more appropriate basis for a training program may be found using naturalistic decision making (NDM) models. This paper will describe both the traditional and naturalistic decision making models, compare them, explain why naturalistic decision making is more appropriate for training Incident Commanders, and propose a program for such training for use by the Coast Guard or other response organizations.


2008 ◽  
Vol 2008 (1) ◽  
pp. 973-976
Author(s):  
Barbara Callahan

ABSTRACT Expanding oil development and global transportation of oil has greatly increased the potential for impact on wildlife. This paper will focus on key elements for developing a wildlife response plan as an integral part of an overall spill response plan and will delineate how a well planned and organized wildlife response can be cost effective, can substantially increase the likelihood of saving animals, and can increase regional response capacity. A Wildlife Response Plan as an integral component of an overall spill plan includes professional oiled wildlife responders; current and effective oiled wildlife protocols; knowledge and understanding of standard oil spill response plans, wildlife risk assessments, background information on both the geographic area the plan covers and baseline data on wildlife in the area; and promotes a clear strategy with realistic goals for wildlife response. Just as with an overall spill response plan, a wildlife plan must incorporate safety as an overarching theme and have an action plan including notification systems and action cards showing an overview of each positions responsibilities and decision-making keys. The incorporation of the wildlife response team under the Incident Management (whether an Incident Command System is being used or some other management structure) is critical to the success of any wildlife response because it increases information and resources available to the wildlife group and provides for increased communications between the management team and the wildlife group. In addition, pre-planning for an animal event allows for equipment and other resource procurement prior to spill time. Having a plan that calls for activation and integration of a professional, trained and experienced animal care team into response objectives and activities provides for the care of impacted animals and allows for the most efficient and effective response without the duplication of effort and wasted resources. A professional animal management team with experience in triage and emergency management can make time critical decisions which will allow for the best care for the most animals, thus limiting net wildlife impacts from a spill. Once a wildlife response plan is developed, training to the plan and participating in regular exercises is critical to the success of the plan, just as with all other areas of spill response specialization. Pre-planning for oiled wildlife response - including the use of knowledgeable and trained professionals - greatly increases the likelihood of success of this increasingly visible aspect of oil spill response. Outside of the United States and a few other countries, oiled wildlife has historically not been included as part of spill response for many reasons. Some of those reasons include financial constraints, lack of experienced and trained personnel, and relative unlikelihood of success. In the past, with little pre-planning, few resources for oiled wildlife response, and no clear mandate to respond, oiled wildlife have ended up being at the mercy of well-meaning but often misguided attempts by volunteers and others to treat them. Too often, these efforts have resulted in failure and, ultimately, merely prolonged the suffering of the impacted animals. As with any part of spill response operations, wildlife response can only be successful when properly planned for and resourced. In recent years, it has become evident that with strong preplanning, trained personnel, equipment and other resources, oiled wildlife response can be successful, cost effective, and can pave the way for saving world populations of threatened or endangered animals. Today, there are excellent examples of oiled wildlife response plans which are integral components of overall oil spill plans and include wildlife risk assessments, management structures, access to trained personnel and equipment stockpiles, as well as familiarity with current and effective protocols for treating animals. These plans are dynamic and integrated into the safety and work culture of the plan holders and allow for on-going training of personnel to the plan. Additionally, a strong wildlife response plan will provide for pro-active and immediate action with regard to oiled wildlife which results in greatly increased overall spill response success.


2008 ◽  
Vol 2008 (1) ◽  
pp. 451-452
Author(s):  
Abram Calderon ◽  
Al Hielscher ◽  
John Murphy

ABSTRACT Tracking resources in real time during response situations has proven to be an integral part of decision making within an Incident Command System (ICS) structure. To help with this process, a new and portable product called Resource Tracking Manager (RTM) was designed and developed. This product is built from two off-the-shelf technologies, ESRI ArcView® and Microsoft Access®. This paper discusses the use of both products in the RTM and explains how bridging them together creates a system that is accurate, easy to use, and informative. The primary features of this tracking system include: 1) The ability to edit resources on a map and have these edits reflected in the database. 2) The ability to edit resources in the database and have edits reflected on the map. The development of RTM has important implications for resource management in a response scenario. Knowing where resources are, and allocating them efficiently and effectively is key in responding successfully.


1997 ◽  
Vol 1997 (1) ◽  
pp. 743-746 ◽  
Author(s):  
Michael de Bettencourt

ABSTRACT An act of terrorism resulting in an oil spill triggers a unique set of response considerations that bring diverse agencies together under crisis conditions. To manage such incidents effectively, a systematic approach is needed to standardize incident response, command, and control methods and to better define the planning process for these demanding scenarios. The National Interagency Incident Management System-Incident Command System (NIIMS-ICS) is the common denominator that has been adopted by the United States Coast Guard for oil spill response. This paper highlights recommendations to adopt the NIIMS-ICS nationally for combined law enforcement and environmental response incidents to ensure efficient and effective response methods.


1972 ◽  
Vol 66 (1) ◽  
pp. 38-52 ◽  
Author(s):  
B. Michael Frolic

How are decisions made in Soviet cities? Who are the municipal decision makers? What kinds of decisions do they make? Is there a Soviet urban political system? This article attempts to answer these questions by focusing on four aspects of decision making in Soviet cities: budget formulation, the planning process, housing construction and allocation, and the staffing of key municipal posts.Urban autonomy has increased in the past decade, but Soviet municipalities are very much restricted in their decision making. Superior Party and governmental authorities continue to dominate the decision-making process and any decision made by municipal authorities can be vetoed by superior Party and governmental organs.Soviet municipal decision making is now being influenced by three tendencies: municipal administrators are acquiring more influence in municipal government and administration; the educational qualifications and professional expertise of city Party members are rising; ad hoc citizen and group interest articulation may be developing. Comparisons between Soviet and North American urban decision-making models are useful and valid, although they require an improved methodology and much more Soviet data.


Author(s):  
Ahmadreza Djalali ◽  
Maaret Castren ◽  
Vahid Hosseinijenab ◽  
Mahmoud Khatib ◽  
Gunnar Ohlen ◽  
...  

2006 ◽  
Vol 4 (3) ◽  
pp. 61
Author(s):  
Major John J. Casey III, USA, MSSI, MHS

Catastrophic scenarios that once seemed merely theoretical have become a stark reality. Horrific natural disasters, the emergence of state-sponsored terrorism, pro liferation of chemical and biological agents, availability of materials and scientific weapons expertise, and recent increases in less discriminate attacks all point toward a growing threat of mass casualty (MASCAL) events. Hospitals across America are upgrading their ability to respond to disasters and emergencies of all kinds as the nation wages its war on terror. To respond to these challenges, many civilian hospitals are relying on the Hospital Emergency Incident Command System (HEICS), an emergency management model that employs a logical management structure, detailed responsibilities, clear reporting channels, and a common nomenclature to help unify responders. Modeled after the FIRESCOPE (FIrefighting RESources of California Organized for Potential Emergencies) management system, HEICS is fast becoming a key resource in healthcare emergency management. Over the past couple of years, military hospitals have begun embracing the HEICS model as well. This article discusses the prevalence of HEICS and provides an analysis of its effectiveness within the Army Medical Department (AMEDD).


Sign in / Sign up

Export Citation Format

Share Document