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 Chevron Thailand's use of ICS (Incident Command System) in assisting with the 2018 Thailand Cave Rescue Operation

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Nipa Amornruji ◽  
Parinya Pholbud
Keyword(s):  
Asset Management ◽  
Large Scale ◽  
Site Response ◽  
Management Team ◽  
Incident Management ◽  
Rescue Operation ◽  
Team Members ◽  
Incident Command ◽  
Leading Role ◽  
Soccer Team

Abstract number: 1141175 Chevron Thailand commenced using a form of the Incident Management System (ICS) for response to emergency incidents and conducted ICS training and hosted a large scale oil spill response exercise in 2017 and 2018 to increase Crisis Management Team (CMT), Asset Management Team (AEMT) and On-site Response Team (ORT) competency and team readiness, including maintaining relationships with organizations that provide emergency response support i.e. Thai government agencies, association and contractors. On 23 June 2018, 12 members of a Thai boys soccer team along with their coach became trapped in a cave in northern Thailand when flood waters cut them off from the entrance. Chevron Thailand Management in Bangkok was contacted by the US Embassy Bangkok requesting Chevron Thailand to assist with providing personnel and resources for the rescue operations. Separately, the Thai Department of Disaster Prevention and Mitigation (DDPM) also called for industry support in the rescue mission. This paper will present details of how Chevron Thailand utilized their preparedness training using ICS in responding to risks within Chevron Thailand's operations to take a leading role in assisting the Royal Thai Governments rescue of the 13 trapped soccer team members. The paper will also show how collaboration with Government officials in Company training and exercise events lead to not only a good working relationship but also better knowledge of the capabilities that Chevron Thailand can bring to the table in responding to any emergency incident.

Challenges of Major Incident Management When Excess Resources are Allocated: Experiences from a Mass Casualty Incident after Roof Collapse of a Military Command Center

2004 ◽  
Vol 19 (2) ◽  
pp. 179-184 ◽  
Author(s):  
Luis Romundstad ◽  
Knut Ole Sundnes ◽  
Johan Pillgram-Larsen ◽  
Geir K. Røste ◽  
Mads Gilbert
Keyword(s):  
Mass Casualty Incident ◽  
Mass Casualty ◽  
Major Incident ◽  
Incident Management ◽  
Field Hospital ◽  
Rescue Work ◽  
Incident Command ◽  
Set Up ◽  
Minor Injuries ◽  
Command Center

AbstractDuring a military exercise in northern Norway in March 2000, the snowladen roof of a command center collapsed with 76 persons inside. Twentyfive persons were entrapped and/or buried under snow masses. There were three deaths. Seven patients had serious injuries, three had moderate injuries, and 16 had minor injuries.A military Convalescence Camp that had been set up in a Sports Hall 125 meters from the scene was reorganized as a causality clearing station. Officers from the Convalescence Camp initially organized search and rescue. In all, 417 persons took part in the rescue work with 36 ambulances, 17 helicopters, three ambulance airplanes and one transport plane available. Two ambulances, five helicopters and one transport aircraft were used. Four patients were evacuated to a civilian hospital and six to a field hospital.The stretcher and treatment teams initially could have been more effectively organized. As resources were ample, this was a mass casualty, not a disaster. Firm incident command prevented the influx of excess resources.

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.

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.

scholarly journals Florida Department of Agriculture and Consumer Services Mosquito Control Incident Response Team: An Exercise in Using the National Incident Management System's Incident Command System for Disaster Response

2020 ◽  
Vol 36 (2s) ◽  
pp. 35-40
Author(s):  
Marah S. Clark ◽  
Adriane N. Rogers
Keyword(s):  
Disaster Response ◽  
Mosquito Control ◽  
Control Measures ◽  
Incident Management ◽  
Incident Response ◽  
Department Of Agriculture ◽  
Incident Command ◽  
Florida Department ◽  
Consumer Services ◽  
Response Team

ABSTRACT The Florida Department of Agriculture and Consumer Services (FDACS) uses a Mosquito Control Incident Response Team (MCIRT) to respond to natural disasters and mosquito borne-disease threats. Since 2001, this team has responded to 9 different events and is responsible for organizing treatment to more than 15 million acres in Florida using wide-area adulticide applications. The MCIRT implements the Incident Command Structure (ICS) to coordinate response efforts because it enables FDACS to quickly deploy staff to the devastated areas, conduct necessary mosquito surveillance, communicate with multiple agencies, and direct mosquito control measures. It also allows for easier transfer of leadership, cross-training of employees, and postevent evaluation.

Managing Multiple-Casualty Incidents: A Rural Medical Preparedness Training Assessment

2013 ◽  
Vol 28 (4) ◽  
pp. 334-341 ◽  
Author(s):  
Steven D. Glow ◽  
Vincent J. Colucci ◽  
Douglas R. Allington ◽  
Curtis W. Noonan ◽  
Earl C. Hall
Keyword(s):  
Emergency Department ◽  
Mass Casualty Incident ◽  
Mass Casualty ◽  
Incident Management ◽  
Roles And Responsibilities ◽  
Incident Command ◽  
Post Test ◽  
Bed Capacity ◽  
Multiple Casualty Incidents ◽  
Command Systems

AbstractObjectiveThe objectives of this study were to develop a novel training model for using mass-casualty incident (MCI) scenarios that trained hospital and prehospital staff together using Microsoft Visio, images from Google Earth and icons representing first responders, equipment resources, local hospital emergency department bed capacity, and trauma victims. The authors also tested participants’ knowledge in the areas of communications, incident command systems (ICS), and triage.MethodsParticipants attended Managing Multiple-Casualty Incidents (MCIs), a one-day training which offered pre- and post-tests, two one-hour functional exercises, and four distinct, one-hour didactic instructional periods. Two MCI functional exercises were conducted. The one-hour trainings focused on communications, National Incident Management Systems/Incident Command Systems (NIMS/ICS) and professional roles and responsibilities in NIMS and triage. The trainings were offered throughout communities in western Montana. First response resource inventories and general manpower statistics for fire, police, Emergency Medical Services (EMS), and emergency department hospital bed capacity were determined prior to MCI scenario construction. A test was given prior to and after the training activities.ResultsA total of 175 firefighters, EMS, law enforcement, hospital personnel or other first-responders completed the pre- and post-test. Firefighters produced higher baseline scores than all other disciplines during pre-test analysis. At the end of the training all disciplines demonstrated significantly higher scores on the post-test when compared with their respective baseline averages. Improvements in post-test scores were noted for participants from all disciplines and in all didactic areas: communications, NIMS/ICS, and triage.ConclusionsMass-casualty incidents offer significant challenges for prehospital and emergency room workers. Fire, Police and EMS personnel must secure the scene, establish communications, define individuals’ roles and responsibilities, allocate resources, triage patients, and assign transport priorities. After emergency department notification and in advance of arrival, emergency department personnel must assess available physical resources and availability and type of manpower, all while managing patients already under their care. Mass-casualty incident trainings should strengthen the key, individual elements essential to well-coordinated response such as communications, incident management system and triage. The practice scenarios should be matched to the specific resources of the community. The authors also believe that these trainings should be provided with all disciplines represented to eliminate training “silos,” to allow for discussion of overlapping jurisdictional or organizational responsibilities, and to facilitate team building.GlowSD, ColucciVJ, AllingtonDR, NoonanCW, HallEC. Managing multiple-casualty incidents: a rural medical preparedness training assessment. Prehosp Disaster Med. 2013;28(4):1-8.

Public health incident management: Logistical and operational aspects of the 2009 initial outbreak of H1N1 influenza in Mexico

2016 ◽  
Vol 13 (1) ◽  
pp. 71 ◽  
Author(s):  
Miguel A. Cruz, PhD ◽  
Nicole M. Hawk, MPA ◽  
Christopher Poulet, MS ◽  
Jose Rovira, MS ◽  
Edward N. Rouse, MPA
Keyword(s):  
Public Health ◽  
H1n1 Influenza ◽  
Incident Management ◽  
Outbreak Response ◽  
Incident Command ◽  
Health Leadership ◽  
Response Team ◽  
Public Health Leadership ◽  
Operational Aspects

Hosting an international outbreak response team can pose a challenge to jurisdictions not familiar with incident management frameworks. Basic principles of team forming, organizing, and executing mission critical activities require simple and flexible communication that can be easily understood by the host country's public health leadership and international support agencies. Familiarity with incident command system principles before a public health emergency could save time and effort during the initial phases of the response and aid in operationalizing and sustaining complex field activities throughout the response. The 2009 initial outbreak of H1N1 in Mexico highlighted the importance of adequately organizing and managing limited resources and expertise using incident management principles. This case study describes logistical and operational aspects of the response and highlights challenges faced during this response that may be relevant to the organization of public health responses and incidents requiring international assistance and cooperation.

scholarly journals IDENTIFICATION OF KEY PERSONS IN THE INFORMATION SECURITY INCIDEN Y INCIDENT MANAGEMENT PROCESS AND T PROCESS AND DISTRIBUTION OF ROLES BETWEEN THEM

2021 ◽  
Vol 2021 (3) ◽  
pp. 72-77
Author(s):  
Fayzullajon Botirov ◽  
◽  
Sharifjon Gafurov ◽  
Azam Gafurov ◽  
◽  
...  
Keyword(s):  
Information Security ◽  
Group Leader ◽  
Incident Management ◽  
Incident Response ◽  
Team Members ◽  
Security Incident ◽  
Response Team ◽  
Improvement Procedures

This research paper is devoted to the process of information security incident management and the distribution of the roles of key persons in this process. The skills required for members of the information security incident response team are considered, positions and responsibilities are given - typical positions that exist in each organization, testing and improvement procedures are given, the role of the information security incident response team members and employee positions is shown. The quality of the group leader is reflected; responsible for personnel management, scoping and reporting on the state of the organization at a higher level of the hierarchy.

scholarly journals Large scale exercise in Norway – Exercise Frohavet 2019

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Gry Eide Fiksdal ◽  
Cathrine Floen Fullwood
Keyword(s):  
Oil Spill ◽  
Large Scale ◽  
Situational Awareness ◽  
Lessons Learned ◽  
Management Team ◽  
Accurate Information ◽  
Incident Management ◽  
Incident Command ◽  
Extensive Evaluation ◽  
Exploration Well

ABSTRACT « October 8th at 1630 hours: Equinor reports loss of well control on the exploration well «Staalull». Large amounts of crude oil flow continuously from the seabed at the depth of 1200 feet. An oil spill from the exploration well has a potential for landfall within five days. The oil characteristics are unknown. Equinor is unable to control the well and needs to start planning for a relief well. This may take several months. » This is a potential scenario for a major oil spill and the exercise planned for the Norwegian coast, October 2019. Approximately 600 responders were involved. The intention was to test Equinor and NOFO (The Norwegian Clean Seas Association for Operating Companies) and their ability to handle a long-lasting oil spill in a safe and secure manner – within all barriers. The exercise involved Equinor CMT (Crisis Management Team), IMT (Incident Management Team), NOFO, offshore and nearshore vessels, aircraft, digital SCAT (Shoreline Cleanup and Assessment Technique) surveys and beach cleaning operations at different locations onshore. The main goal of the exercise was interaction and communication within and between the different response organisations. The intermediate objectives were 1) establish a common situational awareness and 2) communicate accurate information at the right time to affected parties. The exercise took place at seven different locations in Norway and establishment and maintenance of situational awareness throughout the response organisation was crucial to the effective handling of the incident. This required effective communication and information sharing throughout all levels. The incident management is based on the Incident Command System (ICS), but modified to align with Norwegian conditions. During the exercise we performed an extensive evaluation of all the organisations; with feedback to and from the personnel involved. The result of the evaluation, lessons learned, and implementation of improvements within the organisations involved, will improve the Norwegian industry's ability to manage long-lasting oils spills in the future.

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