Incident Operational Period Research Paper

The Queensland Police Service (QPS) Incident Command System (ICS) was raised as a project in 2001 with the aim of establishing a Command system which could be used for any type of incident or event. Extensive research was conducted into ICS models throughout Australia and overseas. The QPS ICS was finally adapted from the North American ICS model which allows a flexible approach to incident response with effectiveness and efficiency. The QPS ICS was then adopted into Section 1.12 of the QPS Operational Procedures Manual (OPM 2014). The QPS ICS takes a formal approach by gathering intelligence, planning a response and deploying the available resources to achieve a specific result (QPS2013a).

Incident command system is system that control and coordinate the response to an incident, and it designed to make the incident management effective and efficient. And it based on a number of important principles, and I am going to talk about the way that it can be effective in an incident response either individually or collectively. And I I am going to talk about three of them, I will start with

There were no breaches in security and the law enforcement agencies that played an active part in this operation worked together as one team upholding a strong commitment to the mission. As Incident Commander of this operation it was my main objective to make sure all security related matters were addressed and corrective action was swiftly implemented. My position required quick decisive decision making without hesitation, developing a strategy that could be implemented effectively yet simplistic in nature. Prior to this operation, it was imperative that I had a full understanding of the area to include the resources that where available. This example shows my ability to quickly adapt to an ever-changing environment, promote teambuilding and achieve operational success through effective

Directly receiving directions from the Incident Commander as well as reporting to the Command Staff are sections that oversee, plan, and assemble the necessary resources to carry out the Incident Action Plan passed down from the Command Staff. The Operations Section is managed by the Operations Section Chief who oversees all tactical operations at the incident. Deputies can then be appointed underneath the Operations Section Chief to control different Branches of operations in order to keep the span of control in scale. Ideally one individual should only control five other individuals on scene. As resources grow, the span of control can be reduced through the implementation of Divisions and Groups. Divisions can be used if the need arises to slit operations into geographical locations. This allows for the Operations Section Chief to pass on vital information to crews in a specific location. These divisions may simply be a quadrant of a structure, as well as a large area. It enables for all Divisions to communicate and work together, even through the use of different methods. Groups can then be implemented to further break down Divisions into smaller more manageable resources. In each geographical location, the ability to control law

It is estimated that nearly 100,000 people die each year from medical errors in hospitals, with an estimated cost of between $17 and $29 billion per year. Finding a solution to this crisis has become a priority for every healthcare organization, with the realization that most errors are not caused by reckless staff, but by poor systems and processes (Institute of Medicine, 2000). Consequently, healthcare has begun to look to outside organizations in order to find solutions, by examining industries that are considered highly reliable, despite operating in hazardous situations. The lessons learned by these Highly Reliable Organizations (HROs) can be used to promote safe and reliable performance, which in turn should improve patient and staff

One of the main goals of the incident command system (ICS) is to manage resources on the fire grounds. The Incident Command System has a built-in accountability system. Proper management of fire ground operations is necessary to achieve and maintain accountability. Accountability through incident command is possible only if it is established from the very beginning of the incident with the arrival of the first unit, officer, or member who establishes command and begins to assign and track incoming resources. Resources that self-deploy on the fire ground without the establishment and direction of an overall IC are not operating within incident command, a single incident action plan (IAP), or an accountability system. Any organization that waits for a later arriving officer to show up, establish command, and then attempt to locate and track multiple self-deployed resources from scratch is setting that officer and the organization up for failure and, ultimately, a tragic disaster. Accountability through

The “Critical infrastructure, or CI, is a subcategory of infrastructure that includes those assets, systems, and networks, whether physical or virtual, which are so vital that their failure or destruction would have a debilitating impact on security, governance, public health and safety, public confidence, commerce, or other societal factors” (Bullock, Haddow, Coppola, 2016). According to the 2013 US National Infrastructure Protection Plan (NIPP) there are 16 of these sectors and throughout this paper we will discuss a cyber attack on the water supply sector. The best way to discuss the above will be through the evaluation of the impact that a cyber-attack could have on our water supply, and the probable third and fourth order effects from

The incident commander when arriving on the scene shall first notify dispatch that he or she is taking command of the situation. Second, the incident commander will establish a field command post and staging area in a safe location. The incident commander will also find a way to contain and isolate the situation by setting up a perimeter around the situation. The incident commander is also responsible for providing other key functions including:

Analysis: Ineffectual utilization of the Incident Command System (ICS) created gaps in tracking resource requests. Assignments of roles and responsibilities within the ICS structure would have allowed the on-scene commander to have more people helping him to make and track decisions. Establishment of a liaison between the on-scene operations and the operations section of the EOC would have facilitated more control of the scene.

Incident Command System is a standardized on-scene incident management concept designed specifically to allow responders to provide a span of control through an integrated organizational structure equal to the complexity and demands of any single incident or multiple incidents without being

A major oil spill located near a elementary school and an interstate highway, the oil comes from an oil storage facility located on the outside area of the city; the spilled oil is majorly accumulating in a construction ditch located between the north side of the storage and a lake. This emergency involves federal, state and local assistance.

Incident Command System (ICS), a standard, on-scene, all-hazards incident management system. The ICS has been established by the NIMS as the standardized incident organizational structure for the management of all incidents. An operational plan and organization go hand in hand and should include but are not limited to:

It’s the one thing people feel like they can’t live without, social media. Social media connects us to millions of people so we can share pictures, videos, or just simple messages to each other. You must give appreciation towards prior inventions like the computer, cellphone, and television because they were what gave birth to social media. Social media has continued to grow in the past decade and people and organizations must adapt to this new trend of communication to stay informed. One thing that must adapt to social media is emergency situations. In an emergency, communication is key for the responders working the scene and the bystanders. When it comes to an emergency, typically there is a structured

The book, “National Incident Management System: Principles and Practice,” by Dr. Donald W. Walsh, Dr. Hank T. Christen, Christian E. Callsen, Geoffrey T. Miller, Paul M. Maniscalco, Graydon C. Lord, and Neal J. Dolan, describes ICS as, “…a system for domestic incident management that is based on an expandable, flexible structure…” (Walsh, et al., 2012, p. 12). Due to this flexibility, Walsh et al. state that ICS is commonly used by all levels of government as well as by a number of non-governmental agencies and the private sector. ICS is structured around five sections. These sections are command, operations, planning, logistics, and finance/administration (Walsh, et al., 2012,

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