Response Execution Essay

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).

The assistance provided for the purpose of helping the victims of a disaster rebuild their homes to the same living conditions they had lived in before the disaster, FEMA assisted 130,000 middle income and low income families rebuild after the Northridge earthquake (Eugene, 2010). FEMA also assisted with the coordinated the response of 27 federal agencies that were involved in the recovery process. The FEMA United States Fire Administration student manual “ICS-300: Intermediate ICS for Expanding Incidents” (2013) refers to this type of command structure within the Incident Command System is defined as a “Unified Command”. The Unified Command type of management system allows for multiple agencies to work together to plan and strategize but most importantly to be able to collect resources from each agency without having to go through extra steps. This coordination was said to have had a huge benefit by being able to get the funding for repairs and to be able to decrease the time frames set to repair and rebuild the infrastructure (highways and roadways) needed to the get the city moving again. (DeBlasio et al,.

In the Disaster in Franklin County simulation (Regents of the University of Minnesota [UMN], 2006), there were several key personnel in the incident command team. This concept is utilized in real disasters when the Public

Recommendations were made following the shooting to implement a command center with personnel able to take command at the beginning of a crisis, control assembled personnel, and to communicate objectives clearly (Erickson, 2001). This came after the failure of law enforcement to set up a successful command center whereas Fire and EMS successfully instituted an incident command center based on

The strong State and Federal Government presence in Oklahoma City helped the response-and-rescue effort. For example, immediately following the explosion, the Oklahoma City Fire Department set up an Incident Command System (ICS) to manage the

This guideline focuses heavily on what Emergency Management is all about, the Incident Command System. Basically what the Incident Command System helps with the incident chain of command. It helps organize who to go to, depending on where the first responder is

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

Two specific areas of concern are noted in the majority of studies conducted. The first area of concern was that there was not a clear delineation of roles and responsibilities or organizational leaders (Haddow et al., 2014, p. 322). Since this event this has been an area that has shown considerable improvement. This has been accomplished through the use of NIMS and collaborative efforts of first responder leaders to craft an all hazards model of response. By doing both of these things, partner agencies are better able to fold into the rescue

During a review of the history of FIBRESCOPE, conducted by the Federal Emergency Management Agency (FEMA) reveals that one amor innovation was the development of the Incident Command System or ICS. FEMA describes ICS’s effectiveness and significance as being implemented by most Southern California dire departments as early as 1981. From this, ICS has spread through the fire service throughout the country. It has been found to be utilized for many responses other firefighting, being used to manage incidents from natural disasters to hazardous materials spills, to major

Today, the Incident Command System (ICS) is a major component of NIMS and is widely used in emergency management response. However, this was not always the case. According to David A. McEntire and Gregg Dawson, authors of the article, “The intergovernmental Context,” ICS was originally developed by the fire service in 1970. Its purpose was to assist in the command of wildfire events. It was unique because it standardized operations, yet offered flexibility so that it could be used on any number of events, regardless of size or type (McEntire & Dawson, 2007, p. 63).

The NIMS model of incident Command Systems (ICS) will be used as the framework for all responses to hazardous material releases. This will allow flexibility to rapidly activate and establish an organizational structure around the functions that need to be performed to efficiently mitigate an incident (Washoe County LEPC, 2006).

The risks that face an organization are going to always be present. However, an incident response plan outlines procedures for handling security incidents that occur within the organization and for correcting and documenting the security issue in a timely manner. The incident response team is trained to effectively implement the incident response plan. By containing an attack, and limiting the amount of time that an attack is allowed to continue, further risks to the organization can be mitigated.

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).

When a disaster has taken place, first responders who provide fire and medical services will not be equipped to meet the demands for many services. Several issues such as the number of victims, communication failures and road blockages will stop people from accessing emergency services they have come to expect at a moment 's notice through 911 emergency services. Individuals will have to rely on others for help in order to meet their immediate lifesaving and life sustaining needs. If access is blocked or the agency’s capacity is exceeded, it may be hours or days before trained help arrives. There is a four-phase model that organizes the events of emergency managers. This model is known as the “life cycle” which includes dour