Saving Lives: The preservation of life is the top priority of emergency managers and first responders and takes precedence over all other considerations. Protecting the Environment: All possible efforts will be made to protect the environment from damage during and after a regional emergency or disaster.
The following pages examine key distinctions between emergency management and ICS and the roles that each is designed to fulfill during a major medical incident. Emergency management describes the science of managing complex systems and multidisciplinary personnel to address extreme events, across all hazards, and through the phases of mitigation, preparedness, response, and recovery. It is important to note that the procedures and systems used to conduct preparedness activities (committee structure and meetings, memo writing, regular email notification of meetings, etc.) are typically not adequate for use during emergency response.
The ICS provides guidance for how to organize assets to respond to an incident (system description) and processes to manage the response through its successive stages (concept of operations). The ICS, as described in NIMS, refers to the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure and designed to aid in the management of resources during incident response. Unified command structure - multiple disciplines work through their designated managers to establish common objectives and strategies to prevent conflict or duplication of effort.
Manageable span of control - response organization is structured so that each supervisory level oversees an appropriate number of assets (varies based on size and complexity of the event) so it can maintain effective supervision.
Comprehensive resource management - systems in place to describe, maintain, identify, request, and track resources.

For ICS to be effective, the incident must be formally defined so that there is clarity and consistency as to what is being managed. Appendix A highlights several critical assumptions that were made in developing the MSCC Management System. This program is responsible for the day-to-day collection and maintenance of resources for use during emergencies. Hospital staff and other healthcare personnel might equate emergency management activities to a hospital's Disaster Committee (hence the recommended name change to Emergency Management Committee).
In Comprehensive Emergency Management, mitigation activities are undertaken during the time period prior to an imminent or actual hazard impact.
It includes activities that establish, exercise, refine, and maintain systems used for emergency response and recovery. This point is often missed by organizations as they attempt to utilize emergency preparedness committees and their associated structures and processes to manage response to an event.
The initial recovery stage (which actually begins in the late stages of response) is integrated with response mechanisms, and the EOP incident management process should be extended into recovery. It did not include objectives for managing the disruption of traffic or other countywide ramifications of the plane crash. Examples include the use of emergency notification procedures for disseminating preparedness information, the use of a management- by- objective approach when planning preparedness tasks, and using tightly managed meetings with detailed agendas.

The sum of all emergency management activities conducted by a response organization may be collectively referred to as an Emergency Management Program (EMP) for that entity.
The critical task in preparedness planning is to define the system (how assets are organized) and processes (actions and interactions that must occur) that will guide emergency response and recovery. The EOP defines effective process and procedures for the context of emergency response (emergency notification procedures, establishing an incident management team, processing of incident information, etc.).
An effective EOP not only guides the initial (reactive) response actions but also promotes transition to subsequent (proactive) incident management. The management transition from response to recovery (both timing and methods) must be carefully planned and implemented to avoid problems. Arlington County emergency management officials, therefore, quickly knew they had to manage these other problems through their Emergency Operations Center (EOC), which was geographically separate from, but closely coordinated with, incident command at the Pentagon. As recovery progresses, recovery management transitions to regular agency management processes or some intermediate method defined by the responsible organizations. With well-developed ICS and emergency management support, the incident response proactively addresses both types of demands and, in fact, reduces many response-generated demands to routine status.

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