Standardizing Incident Command System Training Internationally in the Public and Private Sector

2014 ◽  
Vol 2014 (1) ◽  
pp. 300322
Author(s):  
CDR Gabrielle McGrath ◽  
Christopher J. Hall
Keyword(s):  
Private Sector ◽  
The United States ◽  
Federal State ◽  
Incident Management ◽  
Private Industry ◽  
Public And Private ◽  
Incident Command System ◽  
Incident Command ◽  
The World ◽  
Public And Private Sector

During the wildfires in California in the 1970s, the Incident Command System (ICS) was developed to create a standardized approach for firefighters to use in order to conduct an efficient response effort. Over the last 44 years, this system evolved into an all-hazards system used all over the world to mitigate a myriad of incidents from hurricanes to terrorist attacks to oil spills. Although ICS was developed as a standard system, both internationally and within the United States, this system and the training on this system were not always implemented or conducted in the same manner. The size and scope of the response which followed the 2010 Macondo Well Blowout (Deepwater Horizon) reinforced the need for continual, standardized training in ICS. Public and private sector response organizations have all become engaged in this effort to standardize the training used to prepare responders to participate as members of an Incident Management Team. The National Incident Management System (NIMS) model for ICS is now recognized as this standard internationally. Changes in the regulatory landscape since the implementation of the Oil Pollution Act of 1990 have served to increase NIMS ICS acceptance and utilization among federal, state and local government agencies, as well as U.S.-based private industry. Recently, response organizations from around the world have begun training in NIMS ICS. This global standardization will enhance the response posture of the entire response community. Examples of training and exercises conducted all over the world will illustrate the initialization of international standardization of ICS.

The Economic Attributes of Medical Care: Implications for Rationing Choices in the United States and United Kingdom

1996 ◽  
Vol 5 (4) ◽  
pp. 546-558 ◽  
Author(s):  
Dwayne A. Banks
Keyword(s):  
United States ◽  
United Kingdom ◽  
Private Sector ◽  
Medical Care ◽  
Consumer Choice ◽  
The United States ◽  
Public And Private ◽  
Care Services ◽  
Point Of Entry ◽  
Public And Private Sector

The healthcare systems of the United States and United Kingdom are vastly different. The former relies primarily on private sector incentives and market forces to allocate medical care services, while the latter is a centrally planned system funded almost entirely by the public sector. Therefore, each nation represents divergent views on the relative efficacy of the market or government in achieving social objectives in the area of medical care policy. Since its inception in 1948, the National Health Services (NHS) of the United Kingdom has consistently emphasized equity in the allocation of medical services. It has done so by creating a system whereby services are universally free of charge at the point of entry. Conversely, the United States has relied upon the evolution of a perplexing array of public and private sector insurance schemes centered more around consumer choice than equity in allocation.

Implementation and effectiveness of the National Incident Management System’s Incident Command System in law enforcement since 2003

2021 ◽  
Vol 19 (4) ◽  
pp. 387-417
Author(s):  
John K. Nichols, MS, LCC ◽  
Magdalena Denham, EdD
Keyword(s):  
Law Enforcement ◽  
Homeland Security ◽  
Initial Phase ◽  
The United States ◽  
Incident Management ◽  
Incident Command System ◽  
National Incident Management System ◽  
Incident Command ◽  
Relevant Case ◽  
Open Question

This paper investigates the use of the National Incident Management System (NIMS)’s Incident Command System (ICS) in law enforcement since Homeland Security Presidential Directive 5 was issued in 2003. It attempts to answer the following questions: (a) To what degree has law enforcement adopted the NIMS style ICS?; (b) To what degree has the NIMS/ICS framework been applicable to law enforcement?; and (c) Is the NIMS style ICS effective in the law enforcement response environment? The research includes a review of relevant case studies and literature and also includes the analysis of a survey instrument sent to 1,220 current and former law enforcement practitioners across the United States. The survey includes both open- and closed-ended questions. The data from closed-ended questions were compiled and displayed. Data from open-ended questions were grouped thematically. Responses were then assessed and compared with information gleaned from the literature review. Results indicate the system has been widely adopted by law enforcement, and its use is applicable and effective in some law enforcement responses. Its use in the highly chaotic initial phase of incidents, however, remains an open question.

The 2012 Salary Survey of Public and Private Sector Fisheries Employers in the United States and Canada

Fisheries ◽  
2013 ◽  
Vol 38 (4) ◽  
pp. 169-178 ◽  
Author(s):  
Kenneth F. Kurzawski ◽  
William L. Fisher ◽  
Dirk Miller ◽  
James M. Long
Keyword(s):  
United States ◽  
Private Sector ◽  
The United States ◽  
Public And Private ◽  
Salary Survey ◽  
Public And Private Sector

scholarly journals Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance

2016 ◽  
Vol 2 (4) ◽  
pp. 1
Author(s):  
Paul L. Flemming
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Organizational Behavior ◽  
Employee Performance ◽  
The United States ◽  
Conventional Theory ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Public And Private Sector

Conventional theory, which holds that there is a significant difference between leadership in the public and private sectors as leaders manage organizational culture to achieve strategic performance, has begun to be disputed by recent scholars in organizational behavior. The purpose of this study was to validate the views of organizational practitioners that private sector leaders are best suited to facilitate organizational efficiency by examining the link between leaders, culture, and employee performance. The Multifactor Leadership Questionnaire (MLQ) was distributed to middle managers (N=200) who worked in public and private sector organizations across the United States Virgin Islands to examine how the leaders used organizational culture to improve their organizations’ performances. The study found that leadership practices in both sectors have significant effects on performance. While the hierarchy culture was dominant in government agencies dictating effectiveness is the adherence to strict rules and regulations, the criteria of effectiveness most prominent in the private sector was market culture evident in the achieving of goals, outpacing the competition, increasing market share, and acquiring premium levels of financial returns. These findings suggest that, contrary to conventional theory, those leaders with the greatest organizational success are not restricted only to the private sector; but they are also evident in the public sector. This study concluded that leadership in both the public and the private sectors can induce a significant level of performance when strategies are aligned with organization’s culture and objectives as these organizations developed, grow, and mature.

Intergenerational Governance and Leadership Around the World

2019 ◽  
pp. 153-177 ◽  
Author(s):  
Julia Margarete Puaschunder
Keyword(s):  
Private Sector ◽  
Social Mobility ◽  
Global Scale ◽  
Burden Sharing ◽  
Transfer Model ◽  
Public And Private ◽  
Preliminary Results ◽  
Intergenerational Exchange ◽  
The World ◽  
Public And Private Sector

In the eye of current intergenerational concerns, the study of global intergenerational balances leverages into a necessary and blatant demand but is up-to-date limited. Intertemporal transfers between generations have not been captured on a global scale. Pursuing to fill laissez-faire gaps on intergenerational concerns, outlining public or private sector endeavors in coordinating intergenerational exchange would provide concrete means how to balance intertemporal benefits and burdens between overlapping generations in a fair way. In the contemporary extensive writing on inequality, unraveling intergenerational equity opens ways to steer intertemporal social mobility. Therefore, the creation of a contemporary macroeconomic intergenerational transfer model with attention to public and private sector contributions as well as benefit and burden sharing are proposed and preliminary results presented.

Uncovering the role of social media and cross-platform applications as tools for knowledge sharing

2019 ◽  
Vol 49 (3) ◽  
pp. 257-276 ◽  
Author(s):  
Muhammad Naeem
Keyword(s):  
Social Media ◽  
Private Sector ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Employee Involvement ◽  
Public And Private ◽  
Content Type ◽  
The World ◽  
Public And Private Sector ◽  
Social Networking Tools

PurposeLeaders, consultants and researchers are increasingly focused on enhancing the adoption of social networking tools to increase knowledge sharing practices and the success rate of organizations. This study was conducted to explore the adoption of social networking applications in public and private sector universities. This paper aims to discover how social networking applications can foster knowledge sharing practices among employees of universities.Design/methodology/approachThe study is based on an interpretivist, qualitative research design using grounded theory. Fifty-two semi-structured and non-directive interviews were undertaken with employees of public and private sector universities. Participants were selected using purposive sampling, and thematic analysis was performed using the NVivo 11-Plus.FindingsThe study highlights how social media networking applications can be used effectively and efficiently to foster knowledge sharing practices in the workplace. Five emerging themes are identified as follows. Social media networking tools can enhance new knowledge, increase employee skills, promote a knowledge sharing culture, foster effective communication and increase employee involvement in research activities.Research limitations/implicationsSocial networking applications have received attention because executives and researchers are increasingly focused on finding new ways to use social networking tools in business. The effective and efficient use of social networking tools helps organizations to foster knowledge amongst employees, and can address various critical issues such as knowledge hoarding, lowers levels of skills and knowledge, poor communication and employee involvement, the lack of desire to share knowledge, and resistance toward technology.Originality/valueA brief systematic literature review on social media and knowledge sharing highlights that only 11 per cent of studies found that examined the link between social media and knowledge sharing practices across the world. The study therefore represents an effort to shed new light on the adoption of social networking tools in the context of knowledge sharing among universities employees. Social media applications have become popular across the world, and the speed of their uptake is evolving rapidly. However, their contribution toward organizational change is not yet known.

FUSING INCIDENT MANAGEMENT/RESPONSE WITH INFRASTRUCTURE PROTECTION/SECURITY … … THE “3 R+” CONCEPT

2008 ◽  
Vol 2008 (1) ◽  
pp. 765-770
Author(s):  
Dennis E. Branson ◽  
Jereme Altendorf ◽  
Marc Hodges
Keyword(s):  
Private Sector ◽  
National Security ◽  
Oil Spill ◽  
Critical Infrastructure ◽  
Terrorist Attack ◽  
The United States ◽  
Incident Management ◽  
Private Industry ◽  
Infrastructure Protection ◽  
Marine Safety

ABSTRACT The terrorist attacks of 9/11 brought an urgent, necessary call to protect the safety and security of the nations Critical Infrastructure/Key Resources (CI/KR). Most of these efforts have been to deter/prevent a terrorist attack through vulnerability assessment and increased physical security (e.g. “gates, guns and guards”). Just as the federal government was getting on solid ground with increased homeland security against the terrorist threat, the devastation of the 2005 Hurricanes Katrina and Rita brought to light the need for a true “All Hazards” approach to response. Added to this is the growing awareness that environmental incidents could significantly impact regional stability, and even threaten national security. Simply stated: “Yesterday'S major oil spill could be tomorrow'S national security incident.” The November 2007 allision (and resulting serious oil spill) of the tank ship COSCO BUSAN with the San Francisco-Oakland Bay Bridge, provided a glimpse into these concerns and brought increased attention back upon this long standing marine safety mission. Ironically the 2006 “Safe Seas” exercise tested almost the very scenario of the COSCO BUSAN one year ago to the day of the spill. “Safe Seas” and other major drills (like “TOPOFF,” etc.) are tremendous tools for government and private sector stakeholders to enhance preparedness to response and test existing security and infrastructure protection systems. Given the above, traditional Oil Spill Response (OSR) is now part of a broader, more complicated systems-approach to domestic Incident Management (IM). The United States Coast Guard'S Marine Environmental Protection (MEP) mission has required the unique military I regulatory service to forge a collaborative relationship with the oil and gas industry - or “sector” (as defined in the National Infrastructure Protection Plan NIPP). This government-to-industry partnership was born out of decades of marine safety prevention/response efforts most visible following the Oil Pollution Act of 1990 (OPA 90). Many involved in the field of emergency management; as well as their security counterparts recognize it is difficult to understand both IM and IP, despite the myriad of new and developing federal plans and doctrine as we pass the half way point of the first decade in the Post 9/11 “new normalcy.” Due to dynamic and synergistic partnership between the U.S. Coast Guard and the American Petroleum Institute (API) a coordination and communication opportunity was identified that resulted in a concept of simplifying the landscape via a” 3 R+” concept. The focus areas of this paper are:To bring increased clarity to the current and emerging state of interoperability between the government and the private industry sector.Provide a simplified “Big Picture” view of what private sector professionals (middle to upper management in the emergency response/safety & health fields) need to know regarding the framework of the national system for our critical infrastructure and first line response, using the oil & gas sector as an example; Note: Although the target audience for this papen/presentation are private sector professionals, primarily in the response and security fields, the plans highlighted and information outlined could apply to those working IM or IP in any industry or government sector.

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