Incident Commander Case Study

The Los Angeles Police Department (LAPD) is the third largest police agency in the United States. The LAPD has approximately 9885 sworn officers and 2718 support staff. They cover approximately 500 square miles and is for the protection of over 4 million people. With that in mind, managing such a behemoth agency is a complicated and problematic endeavor. Therefore, one of the LAPD strengths is the way they manage themselves and protect citizens. Another strength of the LAPD is created many various kinds of investigation divisions, bureaus unit and special operation units. The components allow the LAPD to address a different kind of crimes, services, and investigation. Some of these components are specialized units with members that specially trained to for the unit's purpose or the specific type of crime or investigation. For an example, they have counter-terrorism bureau, background investigation unit, commercial crime division, gang and narcotic division, juvenile division, robbery homicide division and also technical investigation division. The LAPD also addresses the needs of the community by setting up many stations to handle the needs of their constituents. The LAPD also has a support unit to manage the day to day operation such as the personal division, jail division, property division and administrative section to manage massive bureaucratic tasks.

As Hurricanes Katrina, Rita, and Wilma successively lashed the gulf coast starting in late August 2005, nature’s fury exposed serious weaknesses in the United States’ emergency response capabilities. Not all emergencies pose this magnitude of challenge. In the United States, the initial—and usually major—responsibility for disaster response rests with local authorities. This “bottom-up” system of emergency management has a long history and continues to make sense in most circumstances. Core Challenges for Large-Scale Disaster

Establishment of a chain of command in a situation such as a severe storm or other disaster is essential. Because there may be a disruption to commonly used manners of communication, such as television, telephones, and the internet, it is important to have a clear outline of where and to whom to report, how to find answers, and who will perform necessary tasks. In the simulation, the Public Health Department is both a link in the larger, county-wide chain of command and has its own hierarchy structure. Within the scope of the county, the Public Health Department reports to the Medical/Health Branch Director who is directly under the Operations Chief. The Operations Chief, who is in charge of managing and monitoring the actions of each department, reports to the Emergency Operations Commander. The Emergency Operations commander is the highest link in the chain, not only overseeing the operations of the various governmental departments, but also the officers in charge of Safety, Public Information, and Legal.

5) Logistics Chief: Acquires space, supplies, and equipment for operations to be able to function.

Administrative planning and decision-making is necessary for efficient and effective operations management in any setting (Roberts, 2000). Police administrative planning becomes the first step in successful management of the department. Planning provides administrative officials with better information, an analysis of the problem at hand, clarity of goals, objectives, and procedures (Swanson, Territo, & Taylor, 2012). Planning results in more active distribution of resources, program development and performance, increased inter- and intradepartmental collaboration and organization. Planning provides the opportunity for greater public support and a clear sense of direction for the police department with increased commitment of personnel. There are many approaches to planning. However, the most commonly used approach is

Incident Commander: This person is delegated by the CEO to lead the response and cleanup. They will also provide insight to the CEO on the most appropriate steps to take to mitigate the impacts of the spill.

1. Field or Incident Commander (FC) is the highest ranking official at the scene who would be situated in the Command Post. Here the FC greets the media and provides briefing and updates to them. Next in command are the Tactical Supervisor and Negotiation Supervisor. Command over the perimeter security units and the tactical response team is the responsibility of the Tactical Supervisor. They also maintain communication with the negotiating team and plan the tactical operation. The Negotiation Supervisor is responsible for the functioning of the negotiating team and provide liason with the Tactical Supervisor. They must also act as a buffer between the negotiators and any "outsider." Next, there is the Primary Negotiator (PN) who contacts

Emergency services face vast difficulties in the operations field when handling emergency situations, whether it comes from handling a minor accident to a catastrophic catastrophy. Many of the difficulties do not come from the actual incident, but instead they arise from forming a rescue team containing different agencies and people. For the benefit off all individuals participating, it is imperative that there be a unified command structure in place to effectively coordinate and oversee the tasks that need to be accomplished. The need of a unified command was seen from the hardships faced in incidents, bringing forth the development of the Incident Command System that was designed to be used in an array of conditions, to bring all

City or Local Police patrol within city limits and they follow city ordinances as well as county mandates. City police may have specialized units such as S.W.A.T., Mounted Unit, Air Support Division, Art Theft Detail, K-9 Unit, ACTF, Gang and Narcotics Division, Motors and Commercial Enforcement. County Sheriff patrols the unincorporated areas within a county, enforce county mandates and they also operate the county jails. State Police patrol state highways and maintain building operated by the state. Traditional organizational structures of policing agencies, traditionally respond to crime

Numerous police agency’s and police officials work on a distinctive local, state, and federal level and role. It has its individual area, sectors, and function, and work according to local streets parts inside policing. In order for any local, state, and federal police division to work successfully it must hire chiefs, deputy’s, and sheriffs who retain leadership and who uses creative thinking skills to teach comprehensive, and aggressive instruction to make the police division a tougher department by holding all its workers tasks for doing his or her job according to its agency’s guidelines and procedures known as code of conduct. “Municipal police work for municipalities such as towns or cities, county police and deputy sheriffs work for counties, state police work for states, and federal police work for the federal government. Some have the same duties as one another or very similar duties, and some have different or additional duties. Their jurisdiction is sometimes the main difference. For example, a municipal police officer normally has primary

As the Disaster Coordinator for the city I am responsible for ensuring the public safety and welfare of the citizens within the city's jurisdiction. This requires me to have a full understanding on my role and responsibilities for managing disaster response and employing resources in order to save lives, protect property, the environment. Additionally I’m tasked to preserve the less tangible but equally important social, economic and political structures. My first reaction was to alert the regional Joint Terrorism Task Force to prepare them for possible activation. Next it is vital to gain situational awareness and develop a Common Operating Picture (COP). This COP is the who, what, where, when and how as it relates to the incident. Situational awareness starts at the incident site and includes continuous monitoring of reporting channels to gain

The staffing of the administrative structure of COP, as well as the COP unit, are important elements of the pilot program in development. The experimental area of the program will be tested in 5 Brooklyn precincts, preferably in the 67th precinct, 71sr precinct, 73rd precinct, 75th precinct, and 81st precinct.

2. Situational Assessment. Once the Incident Commander arrives on the scene, s/he will need to assess the emergency quickly. Is there still a threat to the general population? Are the casualties identified or does Search & Rescue need to be mobilized? The IC needs to come up with a game plan to save lives, protect property and the environment, meet basic human needs, and stabilize the situation. 5

Establishing the incident command system is first and foremost. The system establishes a common organizational structure that is conducive for different types of agencies as well as multiple jurisdictions to be able to effectively work together in response to the situation. The components of this system include the Incident Commander, who oversees all aspects of the disaster response, operations, planning, logistics and finance/administrative (Briggs & Twomey, 2003).

The security incident management policy of Blyth’s Books is quite comprehensive in the aspect of the detection and reporting of information security events. Detection and reporting of a security incident is vital for an organisation’s survival. If an organisation’s stakeholders and employees cannot detect when an incident has occurred or have detected one but cannot report owing to the fact that how and whom to report to is unknown, the remainder of the incident management procedure which is aimed at getting the organisation back on its feet information security wise cannot be put into process. No one can handle or respond to an incident they have no knowledge of. The security incident management policy of Blyth’s Books was pretty comprehensive in outlining what security incidents are and how they could be identified by those covered in the scope of the policy. A review of Norwegian organisations and institutions performed in 2005 where strategies for data security incidents were analysed demonstrated that statistics