Equity and Disasters: Reframing Incident Command Systems

Goralnick, Eric; Serino, Richard; Clark, Cheryl R.

doi:10.2105/ajph.2021.306171

Cited by 5 publications

(4 citation statements)

References 11 publications

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“…Interestingly, these services implement the system differently (Bigley and Roberts, 2001; Jensen and Thompson, 2016; Buck et al. , 2006; Goralnick et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Several studies on ICS focus on the systems' strengths and weaknesses on its operational-response services (Wenger et al, 1990;Tierney et al, 2001;Buck et al, 2006;Waugh and Streib, 2006;Jensen and Waugh, 2014). Interestingly, these services implement the system differently (Bigley and Roberts, 2001;Jensen and Thompson, 2016;Buck et al, 2006;Goralnick et al, 2021). Whilst the existing literature has focussed on the operational application of all-hazard response, Jensen and Thompson (2016) question its usefulness in a wide range of organisations.…”

Section: Introductionmentioning

confidence: 99%

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A conceptual model for marine oil spills management in South Africa

Sabela-Rikhotso

Niekerk

Nemakonde

2022

DPM

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PurposeTraditionally, management of disasters, particularly those emanating from environmental hazards, have been reactive with efforts focussed on technical response issues. Drawing from incident command system (ICS) theory, this paper proposes a conceptual model for managing marine oil spills in South Africa.Design/methodology/approachA qualitative biased sequential mixed-based research method was applied for this study. The technical processes undertaken in instituting a incident management system (IMS) for marine oil spills through Operation Phakisa Oil and Gas initiative were observed from November 2016 to November 2019. Preliminary findings were subsequently explored quantitatively in 54 semi-structured questionnaires conducted with experts in the marine pollution environment.FindingsFindings presented in this paper demonstrate an integrative coordination continuum with a stringent focus on coherent multi-stakeholders' incident management collaborations. Qualitative findings stipulated limitations to the efficient application of oil spill risk minimisation policies, especially in the provincial and local spheres of government. Quantitative findings established that some local municipalities have mainstreamed and have budgets for inter-organisational planning and preparedness. Regardless, several informants continue to perceive disaster risk management and offshore-related activities as “unfunded mandates”, especially where response operation and sustainable rehabilitation programmes are concerned.Originality/valueIn integrating the organisational theory and the incident command tools, the value of this study dwells in recommending a conceptual model that mainstreams inter- and intra-organisational planning, preparedness and response to the marine oil spill risk. The model is valuable because it focusses beyond the traditional emergency response tool but is fundamental in effecting adherence to reporting lines, performance standards and information integration.

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“…Interestingly, these services implement the system differently (Bigley and Roberts, 2001; Jensen and Thompson, 2016; Buck et al. , 2006; Goralnick et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A conceptual model for marine oil spills management in South Africa

Sabela-Rikhotso

Niekerk

Nemakonde

2022

DPM

View full text Add to dashboard Cite

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“…[5][6][7][8][9][10][11] Health-care systems use the Hospital Incident Command System (HICS) to plan and coordinate their disaster response 12 ; however, there is no requirement or explicit guidance to consider health equity in the HICS structure or its implementation. 13 The HICS originated from the Incident Command System (ICS), a core component of the National Incident Management System, which assists public agencies in coordinating their disaster response by providing a common language and guidance across sectors, allowing for cross-coordination among multiple organizations or hospitals within a health system in a Unified Command structure. 14 The fundamental components of the HICS are a clear chain of command with predefined roles to streamline communication and decision-making, a flexible and scalable structure with a modular design that can be adapted for each incident, and a focus on objectives and action planning to provide strategic direction efficiently.…”

mentioning

confidence: 99%

“…5–11 Health-care systems use the Hospital Incident Command System (HICS) to plan and coordinate their disaster response 12 ; however, there is no requirement or explicit guidance to consider health equity in the HICS structure or its implementation. 13…”

mentioning

confidence: 99%

Centering Health Equity in the Implementation of the Hospital Incident Command System: A Qualitative Case Comparison Study

Moyal-Smith,

Marsteller,

Barnett

et al. 2024

Disaster med. public health prep.

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Objective: Disasters exacerbate inequities in healthcare. Health systems use the Hospital Incident Command System (HICS) to plan and coordinate their disaster response. This study examines how two health systems prioritized equity in implementing the Hospital Incident Command System (HICS) during the COVID-19 pandemic and identifies factors that influenced implementation. Methods: This is a qualitative case comparison study, involving semi-structured interviews with 29 individuals from two US academic health systems. Strategies for promoting health equity were categorized by social determinants of health. The Consolidated Framework for Implementation Research (CFIR) guided analysis using a hybrid inductive-deductive approach. Results: The health systems employed various strategies to incorporate health equity throughout implementation, addressing all five social determinants of health domains. Facilitators included HICS principles, external partnerships, community relationships, senior leadership, health equity experts and networks, champions, equity-stratified data, teaming, and a culture of health equity. Barriers encompassed clarity of the equity representative role, role ambiguity for equity representatives, tokenism, competing priorities, insufficient resource allocation, and lack of preparedness. Conclusions: These findings elucidate how health systems centered equity during HICS implementation. Health systems and regulatory bodies can use these findings as a foundation to revise the HICS and move towards a more equitable disaster response.

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