ND Summary

Moreover, this is where Area Command Section Chiefs and other command staff can collectively gather information to support the IC’s objectives and strategies for the incident. During the first few minutes of the incident, responders will receive the plan through a verbal briefing due to the complexity of the incident. Once Area Command and the IC develop the plan, organizing comes into play as units on scene and en route need

SOUTHCOM initiated their crisis action plans (CAP) 12 hours before they received the official commencement direction from the joint staff. This proved to be a challenge since there was a significant shortfall of clear and concise information from the ground that would facilitate effective decisions to be made on the organizational structure of the JTF-H that would suit the crisis (Command, US Joint Forces n.p)

Planning organizations portrayed in the NRP extensions bolster the DHS episode administration mission by giving the initiative, aptitude, and powers to execute basic and particular parts of the reaction. As per Homeland Security Presidential Directive-5, DHS holds obligation regarding general household episode administration. Government offices assigned as organizing organizations, in close coordination with DHS, are in charge of execution of procedures nifty gritty in the additions that take after. A percentage of the Incident Annexes, for example, Cyber, Nuclear/Radiological, and Oil and Hazardous Materials, list numerous planning organizations. In these extensions, the obligations of the planning office may be shared or designated in view of the nature or the area of the

The US Central Command’s planning for Operation Iraqi Freedom (OIF) was not the all-inclusive plan that joint operations require. Joint operations are no longer limited to major combat operations, but encompass a wide range of actions. Planning for joint operations requires input from many sources to produce a successful campaign plan to meet the desired end state. Operational design provides a concept and a construction framework that underpins a campaign and its execution. (JP GL13). Evaluating the planning process by using the operational design identifies some of CENTCOM’s shortfalls. US military planners’ lack of understanding of the operational environment led to an inadequately defined problem that resulted in a faulty operational approach. CENTCOM’s approach did not have the right assessment to gauge the effectiveness of the plan such as alerting planners when and if the plan needed modification. Current joint planning policy incorporates several of CENTCOM’s shortfalls in an attempt to provide a better planning process for future joint operations.

Operational design can be a useful planning technique to develop Combatant Commander (COCOM) theater campaign plans. The utility in the process lies in the method of examining factors across the entire political, military, economic, infrastructure, and information (PMESII) spheres to rapidly build awareness and assess risk. Operational design does present both utilities and handicaps in the development of COCOM theater campaign plans. If done correctly, operational design accurately describes the operational environment, holistically defines the problem, and achieves policy objectives. If done poorly, operational design may not assess critical environmental factors, inaccurately defines the problem, and fails to implement a solution. Interaction between the Geographic Combatant Commander (GCC) and staff is a critical step in the operational design process and must be encouraged. In this paper, I will highlight the critical roles of the GCC and staff in the Operational Design process and illustrate where operational design contributes to and where it falters in the development of theater campaign plans (TCPs).

and Multi-Agency Coordinating System (MACS) entities; give Finance/Admin, Logistics, Operations and Planning Support (FLOP); develop Incident Action Plan (IAP) and contingency and long-term plans; and document the incident and managed the Incident Management Team (IMT). Our EOC seemed as if they are available to coordinate data and resources to support any potential incident management threat or activities in the local area (Haddow, Bullock, & Coppola, 2011). In addition, the EOC implements immediate response actions; review the checklist and Standard Operating Procedures (SOP); refers to the emergency management plan and the proper Homeland Security Act, and carry out other pre-planned responses. Furthermore, the EOC’s mission is to protect people on or near the Naval base; maintain critical missions, functions, and tasks; and restore the installation back after a disaster or crisis hit.

When a crisis occurs a team of emergency personnel must collaborate to proved the best response and recovery tactics available. Similar to any other line of work, the collaboration of multiple entities can prove effective only with proper planning and coordination. If prior planning is not implemented, the response actions may less than efficient which in the field of emergency management can mean the difference between life and death for first responders and victims on the scene.

The Incident Command system refers to a management system which contains various system features or attributes. Due to these functions, ICS holds the adaptability and flexibility to be applied to an array of incidents both large and small. Therefore, these features can be used to strengthen the Emergency Management Plan (EMP). Features like management by objective and unity and chain of command ensure that EMP develops clear and attainable objective for disaster management.

The National Preparedness Framework (2013) states that to properly estimate resource requirements, the community must identify the major actions that would be needed to complete the capability targets. Communities should consider timing, quantity, type, and cost of the estimated number of resources derived from the previous steps to complete mission-critical activities that support the capability targets that have been identified (DHS, 2013b). Other methods can also contribute to prioritization of resources. Strategic, operational, and tactical plans along with capacity analysis and calculating capability can help identify which resources should be prioritized (DHS,

This step is crucial to ensure response actions are known and coordinated. Good preparations will help the

Consequence management, when incorporated into standing operating procedure (SOP) provide the hierarchy for supported and supporting roles in incident response. Each local agency carefully compares plans for the various response functions within that agency and revises the plans to remove any discrepancies which prevents disconnects between vital functions and manage expectations (Managing the Emergency Consequences of Terrorism, 2002). Coordination and the establishment of SOPs ensures that all levels of government understand their roles in order to allow for the appropriate level of government to understand their place in the emergency management

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

Continuity of operations planning ensures that a response to a disaster is well-coordinated between the different agencies responsible for public safety. In the case of major disasters, in most instances it is required to use the resources of a wide variety of agencies. Agencies must know how to work together and share information. Before a disaster occurs, it is also useful for agencies to pool information

Contingency planning is the anticipation of what may happen, combined with the allocation of resources, and is assumed to maximize the chances of a successful response in time of crisis; however does not guarantee successful response (Eriksson & McConnell, 2011).

Preparing contingency plans in advance, as part of a crisis management plan, is the first step to ensuring a nation is appropriately prepared for a crisis. Crisis management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people to speak publicly about the crisis are the designated persons, such as the nation spokesperson or crisis team members. The first hours after a crisis breaks are the most