Exam
Exam
Chapter 1
Critical incident can be defined as an extraordinary event that is dangerous for human lives and property. Important characteristic of critical incidents is that they require the use and coordination of a variety of resources to cope with the danger (p.1).
The term “critical incident” encompasses different types of events, such as terroristic attacks (using weapons of mass destruction), natural disasters (e.g, hurricanes, earthquakes, tornados), transportation accidents, criminal activities, as well as fires and incidents, concerned with hazardous materials (pp.1-2).
The five types of the incidents are distinguished, based on their complexity and required resources. Type 5 incidents can be addressed with one or two single resources, and six personnel members. Type 4 incidents require several resources to mitigate the danger, but the mitigation is possible during one operational period. Handling Type 3 incidents requires a formation of an incident management team, and multiple operational periods are involved. Type 2 incidents involve the formation and staffing of multiple functional units, and the number of staff can reach up to 200 individuals during the operational period. Finally, Type 1 incidents are most complex and, therefore, require national resources to manage and operate in an effective and safe manner. As more than 500 hundred personnel members can be involved during an operational period, branches are established. Each level of incidents’ complexity also causes the peculiarities related to the chain of command and administration (pp. 2-3)
Common issues in critical incident management fall within broad categories, such as communications, determine who is in charge, resources and their coordination, setting perimeters for crowd and traffic control, as well as problem assessment, planning and training, environmental concerns and media. Specific examples can include the lack of quality radio equipment (communications), multidiscipline nature of an incident (responsibility sharing) and ensuring that all response participants understand a plan and their role (planning)
Uncontrollable factors include the ones that a person cannot control. An example can include time (day or night), weather and individual’s injuries. Controllable factors are the ones a person can control. They include, for instance, ordering additional personnel, the use of personnel and limiting the size of the crowd with the help of perimeters (pp.12-13)
Chapter 2
The first-first responders are people, who are not safety specialists, but are located at the scene, when the incident occurs, and are forced to deliver response (p.15)
The first responders are public safety agencies that are called first when the incident occurs (e.g, police) (p.15).
The rule of plus 1 means that over delivering is always beneficial. If an effort is increased by one point, the result is going to be significantly higher than under “normal” effort (pp.16-17)
Chapter three
The functions of first responding to the crisis include limiting the growth of an incident; ensuring the safety of civilians and responders, as well as stabilizing the scene of incident, so that the situation does not worsen (p.27)
The IAP stands for an Incident Action Plan to be completed to ensure adequate response to an incident (p.23).
The stages of the life cycle of emergency management are preparedness, response, as well as recovery and mitigation. The preparedness stage encompasses prevention and planning. The response has crisis phase, scene management phase and executive management phase. Finally, recovery and mitigation addresses post-disaster situation and getting back to the usual life (pp.23-34).
Chapter 4
Management style is commonly affected by such variables as subordinates, supervision and the criticality of the task (p.37).
There are four levels of protective clothing. Level D refers to almost uniform or everyday cloths with no respiratory and skin protection. Level C clothing consists of chemical-resistant cloths, a hood and an air-purifying respirator. Level B is more centered on respiratory than skin protection. Finally, Level A provides for the maximum possible protection for both skin and respiratory system (pp.41-42)
Situational leadership stands for a types of leadership, when an emphasis is being made on the peculiarities of a situation, whereby leadership is to be exercised (p.37).
The style of leadership depends on subordinates (an extent of supervision they need), the supervisor and importance of a task (p.37).
Safety is essential for critical incident management, because it is concerned with many dangerous influences (e.g., stemming from hazardous chemicals) (p.41).
Chapter 5
The seven critical tasks are establishing control and communications; identifying the hot zone; establishing the inner perimeter; establishing the outer perimeter; establishing the command post; establishing a staging arena and identifying and requesting additional resources. Establishing control and communications means an in-detail problem assessment, determining responsibilities and informing the responsible individuals, as well as civilians about the incident. The “hot zone” immediately surrounds and incident. Its identification is crucial for ensuring civilian’s safety and preventing worsening of the situation. The inner perimeter is the zone, wherein responders operate to counter an incident. Right determining of inner perimeter is essential for delegating roles in a response team and deploying resources. It also helps to prevent public’s interventions into the conduct of a response, as well as the establishment of the external perimeter. The command post is to be located between inner and outer perimeter. Most commonly mobile posts are used to promote flexibility. The post shall have access to water, electricity, restroom facilities and telephone. The staging arena is an area where additional resources wait for deployment. It needs to be different from a command post. The police, Firse Service and Ambulance require different additional resources to be brought to the stating arena. Sometimes utility companies (gas, water, electricity) can grant important resources. The difference between official and realistic resources needs to be taken into account (pp.51-71).
The command post shall be established outside the hot zone, in-between an inner and outer perimeters (p.60).
Sheltering-in-place means that homes, businesses and facilities are not evacuated, and indoor atmosphere protects them from the threats outdoor (e.g, hazardous chemicals) (p.53)
Problem assessment includes determining the nature of an incident, its exact location, suspects, involved weapons, involved chemicals and a possible terrorist threat (p.51).
Chapter 6
NIMS stands for National Incident Management System, a comprehensive national incident management approach that applies to all jurisdictions (p.79).
ICS stands for Incident Command System. It is an integral element of NIMS. ICS defines structure of incident management organizations, operating characteristics and elements of management (p.81).
NIMS ensures that local, state and federal agencies work effectively to manage incidents. The establishment of common concepts and policies helps to make an approach integrated and coordinate functions of different agencies (pp.79-80).
The Incident Commander has a top position. He sets objectives and priorities. He is responsible for developing an Incident Action Plan and the use of resources (p.87).
Other staff positions include Deputy Incident Commander, Public Information Officer, Safety Officer, Liaison Officer and Agency representatives (p.87).
Local responders are initial ones for responding to any critical incident. State agencies can be first responders. However, most commonly they only provide supporting and specialized resources and capabilities. Federal authorities are responsible for criminal investigation, Federal Recovery Assistance (FEMA), provision of federal assets and military support (pp.99-101).
ICS provides agencies with planning and operational frameworks regarding major drug raids, annual community events (attracting large crowds), planned civil protests, as well as concerts and sport events (p.104).
Chapter 7
The nine classes of Haz-mates include explosives; gases; flammable liquids; flammable solid materials that are combustible, when wet; oxidizer and organic peroxide; poisons; radioactive; corrosive and miscellaneous (pp111-112).
The holders or shippers of Haz-mates are in charge of them, including marking (p.114).
Hazardous materials can be found at commercial locations (when the organizations have a special endorsement), as well as non-commercial ones. The locations can be both fixed and moving (e.g., down the roads or waterways) (p.114).
The two types of evaluation are “in-shelter” evacuation and city evacuation. In the first case, individuals stay indoors to avoid outdoor threats. In the second case, individuals are encouraged to leave a city, and special means for doing so are provided (p.127)
The three criteria include safety of the individuals inside a building; safety of the public, as well as the probability of the negative event’s spillovers to the building (p.127).
Chapter 8
PTSD is a posttraumatic stress disorder, a specific mental condition one can suffer after being a victim of an incident (p.131).
While acute stress reaction immediately accompanies the incident and follows it, chronic stress is a long-term one (p.132).
Chapter 9
The EOC is responsible for strategic picture of an incident, and it is not concerned with the management of specific resources. Most important items include data analysis and communication tools (e.g., radios, telephone), (p.143).
The major functions of the EOC include planning, coordination, command and control (p.144).
Chapter 10
A head of local or state elected government can declare the state of emergency within a specific jurisdiction. It will allow deploying additional resources and changing the way some laws apply (p.156).
The Congress can declare the state of emergency at the federal level, while elected officials can do so at local and state levels (p.156).
The CEO can feel responsibility pressures, as well as the ones, associated with the deployment of resources, when the emergency state is declared and the way the laws are implemented changes (p.168).
