MAKING ICS WORK FOR YOU WHEN IT REALLY COUNTS! – HARD LESSONS LEARNED ON THE SHORES OF CALIFORNIA

2005 ◽  
Vol 2005 (1) ◽  
pp. 741-745
Author(s):  
Carl Jochums ◽  
William Robberson
Keyword(s):  
Fault Tolerant ◽  
Response Speed ◽  
Lessons Learned ◽  
Incident Command System ◽  
Incident Command ◽  
Set Up ◽  
The Moment ◽  
National Significance ◽  
The Right ◽  
Message Mapping

ABSTRACT The moment an oil spill occurs, response speed is of the essence. Yet how often have you participated in the Incident Command System (ICS) at a spill and been frustrated with the speed or the coordination of the response? How often has a response been declared a success but getting there was so frustrating and exhausting that you've sworn you won't work that way anymore? ICS is here to stay; yet how you can consistently make it work optimally for you and the response remains a challenge. This paper is based upon the premise that ICS enables the right information to be communicated to the right people, in the right format, at the right time. However, during most response debriefs, at the top of the “needs improvement” list you will find numerous references to the failure of information flow and communications. In this paper we share some of the hard lessons-learned in spill response along the California Coast, and ways in which some of the agencies involved today are proactively “preparing to communicate” within the Incident Command System. We use case histories of past and recent spills and the California Spill of National Significance 2004 exercise to illustrate the communications and coordination problems inherent in most response Incident Command structures. A variety of issues are considered; from the evolutionary paths of most responses; to the numerous personalities and egos involved; to the wide array of expectations amongst participants and stakeholders; and the often unique and varied authorities and agendas that multiple agencies bring to a response. We also suggest innovative ways in which the process of communications within the ICS is being augmented, enhanced, and set-up for success. We introduce concepts such as “data mining,” “embedded information specialists,” “fault-tolerant” communications mechanisms, “message mapping,” and “NEBA front-end loading”. A number of communications tools and concepts are described, that if implemented, will greatly improve multi-agency coordination and communications during a response, leading to a less stressful and more successful response outcome.

Crisis Response and Management Following Hurricane Sandy

2014 ◽  
Vol 2014 (1) ◽  
pp. 299895
Author(s):  
Annjea M. Cormier
Keyword(s):  
Local Level ◽  
The United States ◽  
Crisis Response ◽  
Hurricane Sandy ◽  
Lessons Learned ◽  
Coast Guard ◽  
Incident Command ◽  
Pollution Mitigation ◽  
National Response ◽  
The Right

The United States Coast Guard responded to the aftermath of Hurricane Sandy in New York and New Jersey under the National Response Framework's Emergency Support Function 10 Oil and Hazardous Material Response. Based on countless lessons learned; decisive response leadership is required in the initial response to build operational momentum, and establish interagency coordination. The Hurricane Sandy Pollution Response is a stellar example of how the initial actions shaped the direction and effectiveness of the rest of the response. This poster will emphasize how the leadership asked the right questions, referred to the right plans, set the right priorities and included the right partners. Additionally, it will identify the protocols that were established to execute Pollution Mitigation. The regional and area contingency plans provided supporting mechanisms and structure for multi-agency cooperation. Due to the extent of the wide spread damage pollution reporting to the National Response Center was disrupted and remained ineffective at a local level until the impacted shoreline communities were reconstituted. The Unified Command conducted wide-area assessments by aerial observers, boat operations and field personnel to quantify and assess the pollution threats from thousands of sources. The Operations Section of the Incident Command utilized Emergency Response Management System Application (ERMA) to develop the common operating picture and prioritize threats based on environmentally sensitive areas. During Hurricane Sandy, critical decision making allowed the response organization to oversee 1,500 contracted personnel, over 1,245 miles of shoreline, and mitigated 439 potential/active pollution threats. The poster will include the Response Time-line, Response Doctrine, ICS Implementation, Key Decisions, Pollution Mitigation protocols and National Strike Force Boat Operations.

ICS CONTRIBUTES TO THE NORTH CAPE OIL SPILL RESPONSE1

1997 ◽  
Vol 1997 (1) ◽  
pp. 737-742
Author(s):  
LT Tina M. Burke ◽  
LT John P. Flynn
Keyword(s):  
Oil Spill ◽  
Management System ◽  
Lessons Learned ◽  
Coast Guard ◽  
Management Tool ◽  
Incident Management ◽  
Incident Command System ◽  
Incident Command ◽  
The North ◽  
Oil Spill Response

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.

scholarly journals California's Stakeholder Matrix: A Liaison Tool for the first 96 hours of Response

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Yvonne Najah Addassi ◽  
Cassidee Shinn
Keyword(s):  
Risk Communication ◽  
Stakeholder Engagement ◽  
Policy Development ◽  
Oil Spills ◽  
Lessons Learned ◽  
Liaison Officer ◽  
California Department ◽  
Incident Command System ◽  
Incident Command ◽  
High Level

ABSTRACT Research on crisis and risk communication continues to illustrate the need for and benefits of early and sustained stakeholder engagement during disasters, both natural and manmade. The California citizenry is deeply committed to environmental protection and expects to “engage” with their government on policy development and environmental solutions. Stakeholders expect a high-level of government transparency, driving the need for engagement even more during emergency responses such as oil spills. Within the Incident Command System (ICS), it is the responsibility of the Liaison Officer (LOFR) to coordinate and share information with stakeholders. A review of “After Action Reports” and “lessons learned” from oil spills, both nationally and within California, point to the continued need for strong stakeholder engagement by the LOFR and has become a priority of California's lead oil spill response agency, the California Department of Fish and Wildlife, Office of Spill Prevention and Response (OSPR). Building off stakeholder engagement tools found in crises and risk communication literature and in Incident Command System job aids, OSPR crafted a stakeholder matrix that was readily scalable, easy to use, and easy to translate to Incident Commanders and other Command Staff during response. This matrix is a template of simple inputs, allowing stakeholders and engagement strategies to be identified, grouped, and prioritized. It is intended to be a planning tool for the first 24–96 hours, a precious time in a response. It is often too early to expect the LOFR to have completed a stakeholder engagement plan, yet this time is critical to initiating early stakeholder communication that will set the tone for the response. This matrix serves as the initial plan for the LOFR. This paper will describe the development of this tool, its evolution, and its use. It will also highlight feedback from exercises and response partners. It will describe the flexibility and scalability, and considerations for broader applications.

The effect of training on disaster response: Lessons learned from recent events

2008 ◽  
Vol 6 (5) ◽  
pp. 57
Author(s):  
Hessam M. Afshari, BS ◽  
Paul N. Cervone, MD, LTC ◽  
Mark J. Seaton, PhD ◽  
Miley A. Taylor, BA ◽  
Bruce S. Rudy, DEd
Keyword(s):  
Emergency Preparedness ◽  
Disaster Response ◽  
Training Programs ◽  
Lessons Learned ◽  
Incident Command System ◽  
Incident Command ◽  
Different Response ◽  
Training Exercises

National attention to emergency preparedness has resulted in the development of numerous tabletop and exercise-based training programs for responders. The importance of this type of training with respect to the effectiveness of disaster response, while not in doubt, is difficult to measure. Here, we examined after action reports (AARs) from a variety of disasters in an attempt to determine what, if any, effect training has had on the response to a particular event and on disaster response in general.We also examined AARs and lessons learned from two training exercises. Possibly, the most significant effect of training was the opportunity for people from different response units to interact as a team. Exposure to the Incident Command System was vital to the smooth deployment of assets.

Lessons Learned From Implementing an Incident Command System During a Local Multiagency Response to a Legionnaires’ Disease Cluster in Sydney, NSW

2017 ◽  
Vol 12 (4) ◽  
pp. 539-542 ◽  
Author(s):  
Emma Quinn ◽  
Travers Johnstone ◽  
Zeina Najjar ◽  
Toni Cains ◽  
Geoff Tan ◽  
...  
Keyword(s):  
Public Health ◽  
Health Risk ◽  
Environmental Health ◽  
Lessons Learned ◽  
Effective Response ◽  
Public Health Risk ◽  
Incident Command System ◽  
Incident Command ◽  
Disease Cluster ◽  
Legionnaires Disease

AbstractThe incident command system (ICS) provides a common structure to control and coordinate an emergency response, regardless of scale or predicted impact. The lessons learned from the application of an ICS for large infectious disease outbreaks are documented. However, there is scant evidence on the application of an ICS to manage a local multiagency response to a disease cluster with environmental health risks. The Sydney Local Health District Public Health Unit (PHU) in New South Wales, Australia, was notified of 5 cases of Legionnaires’ disease during 2 weeks in May 2016. This unusual incident triggered a multiagency investigation involving an ICS with staff from the PHU, 3 local councils, and the state health department to help prevent any further public health risk. The early and judicious use of ICS enabled a timely and effective response by supporting clear communication lines between the incident controller and field staff. The field team was key in preventing any ongoing public health risk through inspection, sampling, testing, and management of water systems identified to be at-risk for transmission of legionella. Good working relationships between partner agencies and trust in the technical proficiency of environmental health staff aided in the effective management of the response. (Disaster Med Public Health Preparedness. 2018;12:539–542)

RESPONSE INFORMATION FLOW MANAGEMENT: CONSIDERATIONS FOR PLANNING AND TRAINING

1997 ◽  
Vol 1997 (1) ◽  
pp. 865-870
Author(s):  
Christopher Hall ◽  
John Murphy ◽  
LCDR Bradford Benggio
Keyword(s):  
Information Management ◽  
Information Flow ◽  
Information Needs ◽  
Lessons Learned ◽  
External Information ◽  
Incident Command System ◽  
Incident Command ◽  
Response Information ◽  
Management Procedures ◽  
Flow Of Information

ABSTRACT Spill responses are information-intensive events. The Incident Command System (ICS) does not adequately address the concepts and techniques of response information management, particularly the internal information flow used to manage the response. Automated systems based on Incident Command System forms do not provide the solution. Response information management procedures must be planned. Both internal and external information needs must be identified so that resources can be allocated to ensure effective information flow. Personnel at all levels in a response need to understand the concept of proactive, aggressive information management. This paper reviews lessons learned from spill exercises and actual spill responses over the past 5 years. It also discusses considerations for improving the flow of information within the ICS. It recommends specific training and planning guidelines for gathering, displaying, and distributing response information.

Resource Ordering and Tracking: Getting It Right in Exercises and Incidents

2014 ◽  
Vol 2014 (1) ◽  
pp. 136-143
Author(s):  
Thomas Callahan ◽  
Daniel Smiley
Keyword(s):  
Lessons Learned ◽  
Resource Tracking ◽  
Management Tools ◽  
Incident Command ◽  
Know How ◽  
Request Message ◽  
Tracking Process ◽  
Computer Based ◽  
The Right ◽  
Spilled Oil

ABSTRACT Tracking resources and implementing an effective resource ordering process within the Incident Command Post can seemingly be as challenging as the task of recovering spilled oil during an incident. A key goal of resource ordering is to get the right resources to the right place at the right time in order to mount a successful response to the oil spill incident. Resource tracking is essential to accurately know how many of what resources have been ordered or have arrived and where they are. Therefore addressing the challenges associated with resource ordering is a key element to implementing an effective and efficient response. This paper examines the resource ordering and tracking process, highlights lessons learned from exercises and incidents, and translates those lessons learned into recommendations for the resource ordering process. This examination looks at the cutoff point between resources ordered during the initial OSRO callout and a more managed resource ordering process, applying Type and Kind to resources, use of the Resource Request Message (ICS 213RR) form, and integration with computer-based spill management tools. Lessons learned from exercises will be described and recommendations are put forward that may assist all elements of a spill management team (SMT) to efficiently and effectively order resources during exercises or actual incidents. A cohesive SMT that implements an effective resource tracking and ordering process will help ensure resource ordering does not slow the response, and the right resources get to the right place at the right time.

scholarly journals THE NATIONAL RESPONSE SYSTEM: WHERE DO WE GO FROM HERE?1

1993 ◽  
Vol 1993 (1) ◽  
pp. 67-72
Author(s):  
Richard C. Johnson
Keyword(s):  
Management System ◽  
Management Practices ◽  
Response Effort ◽  
Effective Response ◽  
Incident Command System ◽  
Incident Command ◽  
Response System ◽  
National Response ◽  
National Significance ◽  
Sound Management

ABSTRACT The response to the Exxon Valdez incident showed that the nation needs to be better prepared to respond to a spill of that magnitude. In research conducted on the Valdez response, several inadequacies were noted in the National Response System (NRS). A key deficiency identified was the critical need for a standardized management system to direct the response effort more effectively and efficiently. The most pressing question for preparedness planners in improving the NRS is “where do we go from here?” In answering this question, planners must address another question, “how long is it going to take?” There has been widespread failure to put existing knowledge into practice. To fill the management void identified in the NRS, it is imperative that a response management system be adopted as soon as possible. Once adopted, it can be modified and refined to provide a more effective response. The system proposed in this paper uses the sound management practices of an incident command system and modifies and/or expands these practices to fit onto the foundation built by the NRS. This response management system could be used for all spills from minor ones to large, catastrophic spills of national significance (SONS).

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