Читать книгу Emergency Incident Management Systems - Mark Warnick S., Louis N. Molino Sr - Страница 32

Logistics is a critical issue that was often overlooked. It was common to see that as an incident expanded, so would the demand for additional resources. As large‐scale or multifaceted incidents became more involved, more resources were needed to support operations. Unfortunately, the logistics to obtain the resources required to mitigate the incident were sometimes overlooked. Prior to the implementation of IMS methods, it was commonplace to commit all resources to operations. When all resources were committed to the operations, it often led to shortages in the availability of resources in the operating theater.

Postincident critiques, now commonly referred to as After‐Action Reports (AARs), would regularly identify that a specific resource was needed but was not requested because it was thought it was inaccessible. In the AAR, they would find that the resource needed was not only available but that it was involved in the theater of operations, but operating in a different capacity (or not being utilized at all). The agency that had a need for that resource unnecessarily operated without it due to a lack of communication and collaboration, and a lack of logistical support.

Due to the lack of tracking and logistical planning, the needed resources were either not identified, or they were not ordered. This often led to more potential for injury and/or death as personnel attempted to adapt by using the resources they had on hand, rather what they really needed.