Functions of an ICC and ECC

An ECC is a facility from which municipal or regional coordination and consequence management occurs. An ECC may be activated in one or multiple municipalities or regions, depending on the scale of the incident or emergency.

The primary differences between the functions carried out at an INCIDENT CONTROL CENTRE (ICC) EMERGENCY OPERATIONS CENTRE (EOC) POLICE OPERATIONS CENTRE (POC) and EMERGENCY COORDINATION CENTRE (ECC) are identified in the accordion below:

  • Sets objectives, determines strategies and tactics to resolve the incident or certain aspects of it.
  • Allocates, deploys and manages resources for tactical/ operational response to the incident.
  • Usually agency-specific (the RMA will establish the ICC and support agencies establish their own EOC).
  • Provides the public and media with operational information about the incident.
  • Sets objectives, determines strategies and tactics to resolve consequences of the emergency (can be agency-specific, multi-hazard or whole-of-government / community focused).
  • Allocates, deploys and manages resources to address consequences of the emergency.
  • Staffed by an Emergency Management Team (EMT) and a range of agency Liaison Officers/Advisors.
  • Coordinates and disseminates public information about the consequences of the emergency and transition to recovery.

Conducting a briefing

Use of The SMEACS

The SMEACS is an acronym used for responders, and those supporting the response to format key information contained in a briefing format. The acronym stands for :

  • Situation
  • Mission
  • Execution
  • Administration
  • Command  and Communication
  • Safety

It is important to keep concise and accurate records during an incident. These may vary in format between organisations but it is imperative as it will provide valuable evidence to use in post briefings and lessons learnt exercises. The incident management team are responsible for recording all decisions and actions that are taken to resolve an incident regardless of the size and duration of the incident.

Debriefings

Each agency or organisation is responsible for debriefing its personnel. Debriefs should be held as soon as practicable after the response and/or recovery operation, while demonstrating due respect for the outcomes of the emergency. Agencies and organisations are responsible for arranging ongoing support of their personnel (in addition to debrief) as required.

Operational Debriefings

Immediately following an emergency event, specific issues will invariably require investigation, particularly for the purpose of continual improvement. The main objectives of an operational debrief are to:

  • Acknowledge the input of all contributing organisations and individuals;
  • Acquire the input of all contributing organisations and individuals;
  • Acquire constructive feedback from all involved on observations, insights and lessons;
  • Identify where gaps exist in training and planning systems;
  • Determine a course of action toward improving planning systems etc.;
  • Foster sound inter-agency communication; and
  • Identify a need for specific investigation of issues and further debriefing on an individual or organisational level.

Interoperability Arrangements

The management of a sustained or complex emergency will require the combined resources of multiple agencies. Any agency may request resources, including skilled emergency management personnel, from other agencies or organisations within Tasmania to enable more effective management of the emergency. To facilitate the adaptability and scalability of emergency management arrangements, the Tasmanian Government ensures interoperability between agencies and relevant organisations in terms of systems, terminology, training, skills, roles and functions. The interoperability arrangements are managed and coordinated through DPAC OSEM.

Lessons management

The Tasmanian emergency management sector supports a culture of continuous improvement by:

  1. Encouraging the sector to share lessons, both positive actions to sustain and areas for improvement
  2. Encouraging learning from both assurance activities and contemporary good practice
  3. Focusing on systems of work, rather than the performance of individuals
  4. Recognising that identifying and implementing sustainable solutions takes time, resources and opportunity.

The lessons management process is supported by five cultural characteristics:

  1.  just/fair
  2.  leadership
  3. responsibility and accountability
  4. communication
  5. learning focused.

This creates a learning and improvement culture, and allows the process of identifying and learning lessons to happen effectively and continuously before, during and after exercises and operations.

Fatigue Management

It is important to be aware of fatigue management during an incident as this may lead to an overload both physically and mentally during an emergency event. This may impact your:

  • Memory
  • Irritability
  • Distraction
  • Concentration

Resources to support you :

  • Communication with your Team
  • Knowing your own limits and resilience levels
  • Preparation
  • Taking breaks from the situation
  • MyPulse-DPFEM
  • Your organisation will possibly have a support network to access

 

A Resource

Government agencies and many local organisations have resources relevant to your agency which provide assistance and resources which are accessible to provide you with support in regards to mental health and fatigue management. An example below is:

MyPulseTeam at DPFEM have multiple resources to assist it’s employees.

Terminology used in this module

  • Command is the internal direction of the members and resources of an agency in the performance of the organisation’s roles and responsibilities. It operates vertically within an organisation.
  • Control refers to the overall direction of emergency management activities in an emergency situation. Authority for Control is established in legislation or plans, and carries with it the responsibility for tasking other organisations as required. Control operates horizontally across organisations.
  • Coordination is the bringing together of organisations and other resources to support an emergency management response. It involves the systematic acquisition and application of resources in an emergency.

This brings us to the completion of this module

In Summary

Incident management incorporates:

  • Those processes, decisions and actions taken to resolve an emergency incident, and support recovery that will enable the community to return to a ‘new normal’.
  • An understanding of the benefits of using an effective incident management system
  • Gaining an awareness of the Incident Management Team responsibilities will enhance your role in an emergency event.

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