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Monolingualism

Monoglottism (Greek μόνος monos, "alone, solitary", + γλῶττα glotta, "tongue, language") or, more commonly, monolingualism or unilingualism, is the condition of being able to speak only a single language, as opposed to multilingualism. In a different context, "unilingualism" may refer to a language policy which enforces an official or national language over others.

Being monolingual or unilingual is also said of a text, dictionary, or conversation written or conducted in only one language, and of an entity in which a single language is either used or officially recognized (in particular when being compared with bilingual or multilingual entities or in the presence of individuals speaking different languages). Note that monoglottism can only refer to lacking the ability to speak several languages. Multilingual speakers outnumber monolingual speakers in the world's population.

Suzzane Romaine pointed out, in her 1995 book Bilingualism, that it would be weird to find a book titled Monolingualism. This statement reflects the traditional assumption that linguistic theories often take on: that monolingualism is the norm. Monolingualism is thus rarely the subject of scholarly publications, as it is viewed to be an unmarked or prototypical concept where it has the sense of being normal and multilingualism is the exception. The assumption of normative monolingualism is also often the view of monolinguals who speak a global language, like the English language. Crystal (1987) said that this assumption is adopted by many in Western society. One explanation is provided by Edwards, who in 2004 claimed that evidence of the "monolingual mindset" can be traced back to 19th century Europe, when the nation was rising and a dominant group had control, and European mindsets on language were carried forth to its colonies, further perpetuating the monolingual mindset.

Another explanation is that the nations who speak the English language are both “the producers and beneficiaries of English as a global language” and the populations within these countries tend to be monolingual.

Vocabulary size and verbal fluency
According to a study on lexical access, monolinguals often maintain a wider vocabulary in a target language relative to a comparable bilingual, and that increases the efficiency of word retrieval in monolinguals. Monolinguals also access words more often than bilinguals in a target language.

In letter fluency tasks, monolinguals in the study were also able to respond with more words to the letter cue than bilinguals, but such an effect was not seen in bilinguals with a high vocabulary score.

Also, monolinguals performed better than bilinguals on verbal fluency in the study. If the vocabulary abilities were made to be more comparable, however, many of the differences would disappear, indicating that vocabulary size may be a factor that moderated a person's performance in verbal fluency and naming tasks. The same study also found that bilinguals, in a version of the letter fluency task that placed more demand on executive control, performed better than monolinguals. Thus, once vocabulary abilities were controlled, bilinguals performed better on letter fluency possibilities by the enhanced frontal executive processes in the brain.

It is important to note here that bilinguals' overall vocabulary size in both languages combined was equivalent to monolinguals' in one language. While monolinguals may excel in vocabulary size for the one language they speak, their vocabulary content is not greater. Bilinguals may have smaller vocabularies in each individual language, but when their vocabularies were combined, the content size was approximately similar to that of the monolingual. Monolingual children demonstrated larger vocabulary scored than their bilingual peers, but bilingual children's vocabulary scores still increased with age, just like the monolingual children's vocabulary scores (Core et al., 2011). Despite a variation in vocabulary scores, there was absolutely no difference between monolingual and bilingual children in terms of total vocabulary size and total vocabulary gains (Core et al., 2011). Bilingual children and monolingual children have the same vocabulary size and gain the same vocabulary knowledge.

Creative functioning
In a study testing for creative functioning that involved monolingual and bilingual children in Singapore, researchers found that monolinguals performed better on fluency and flexibility than bilinguals. The trend was reversed, however, on tests for originality and elaboration.

Mental well-being
In another recent study in Canada, it has been shown that monolinguals were worse at the onset of senility than bilinguals. In the study, it seems that being bilingual is associated with a delay of dementia by four years as compared to monolinguals. Bialystok's most recent work also shows that lifelong bilingualism can delay symptoms of dementia.

It is believed that bilingualism contributes to cognitive reserve by preventing effects of cognitive delay and prolonging the onset of sicknesses such as dementia. Cognitive reserve refers to the idea that engaging in stimulating physical or mental activity maintains cognitive functioning (Bialystok et al., 2012). In that case, knowing more than one language is similar to stimulating mental activity. To test whether or not bilingualism contributes to cognitive reserve, Bialystok et al. (2012) looked at hospital records among monolingual and bilingual adults who have dementia. The researchers found that elderly bilingual adults were diagnosed with dementia about three to four years later than elderly monolingual adults. The results have been replicated and validated, with outside factors being controlled. In fact, outside factors such as socioeconomic status and cultural differences always helped monolinguals, making the argument the bilingualism contributes to cognitive reserve even stronger (Bialystok et al., 2012). That finding enhances the fact that bilinguals are at an advantage because of their ability to speak two languages, not because of outside factors. A probable explanation for this phenomenon is that knowledge of multiple languages keeps the brain alert and therefore more mentally aware for a longer period of time.

Emotion and behavior
A study conducted with children in their early school years suggested that there are emotional and behavioural benefits to being bilingual. In the same study, the findings show that monolingual children, in particular non-English monolingual children, display more poor behavioural and emotional outcomes in their school years. The non-English monolingual children had the highest level of externalizing and internalizing behavioral problems by fifth grade (around 10–11 years of age), even though the children were all measured to have similar levels of internalizing and externalizing behavioral problems at the start. In contrast, the fluent bilingual and non-English dominant bilingual children were found to have the lowest level of these behavioural problems. The authors suggest that monolingualism seems to be a risk factor. However, if there is a supportive school environment with teachers who are experienced in ESL (English as a Second Language), children seem to have better emotional constitution.

Memory performance
In a study conducted at the University of Florida, which compared Native-English bilinguals to English monolinguals, although there was no difference in accuracy between the two groups, there was a slower response rate from bilinguals on tasks that involve latency of recognition of a list of abstract words and lexical decision tasks, but not in any of the other tasks used in their study. The researchers noted that the tasks where bilinguals had a significant disadvantage were those which were data-driven (subjects were given verbal input and asked to make decisions about it), as opposed to conceptually driven (subjects were asked to produce verbal output). The study differed from prior research in that the bilingual subjects were more balanced in their familiarity with their two languages. Mägiste hypothesized that the bilingual disadvantage could have been due to differential familiarity with the dominant language. They explained that for bilinguals, it could be because the acquiring and using of the second language meant that there was less time to process the first language, as compared to the monolingual participants in the study.

However, evidence from a research study shows that bilinguals have a faster reaction time in most working memory tasks. While a lot of research asserts that monolingual children outperform bilingual children, other research asserts the opposite. Research by Bialystok et al., as reported by Kapa and Colombo (2013, p. 233) shows that bilingual individuals perform better than monolingual individuals on a wide variety of cognitive tests, thus demonstrating cognitive control advantages. Two different concepts, attentional inhibition and attentional monitoring, are used to measure attentional control. In terms of attentional control, early bilingual learners showed the greatest advantage, compared to monolingual speakers and late bilingual speakers. In terms of overall performance on ATN, the three groups performed equally, but when age and verbal ability variables were controlled, there was a difference in reaction time. The early bilingual children's reaction time was tremendously faster than the monolingual children, and only slightly faster than the late bilingual children (Kapa & Colombo, 2013). Early bilingual learners showed that they simply responded most efficiently to the task at hand. The results from this study demonstrate the advantages bilingual children have with attentional control. This is likely because bilingual children are used to balancing more than one language at time, and are therefore used to focusing on which language is necessary at a certain time. By constantly being aware of what language to use and being able to successfully switch between languages, it makes sense that bilingual children would be better at directing and focusing their attention.

Verbal and non-verbal cognitive development
A 2012 study by the University of York published in Child Development journal reviewed the effects of the development of a child's verbal and non-verbal language, matched between monolinguals and bilinguals in a particular language. Researchers compared about 100 6-year-old monolingual and bilingual children (monolingual in English; bilingual in English and Mandarin, bilingual in French and English, bilingual in Spanish and English), to test their verbal and non-verbal communication cognitive development. The research takes into consideration factors like the similarity of the language, the cultural background and education experience. These students mostly come from public schools from various areas, having similar social and economic background.

Results show that in the child's early stage, multilingual kids are very different from one another in their language and cognitive skills development, and also when compared to monolingual children. When compared to monolinguals, multilingual children are slower in building up their vocabulary in every language. However, their metalinguistic development allowed them to understand better the structure of the language. They also performed better in non-verbal control tests. A non-verbal control test refers to the ability to focus and then able to divert their attention when being instructed to.

Convergence principle
According to the convergence principle, language style tends to change to that of people who are liked and admired. Conversations in which one party speaks a language different from the other persons both are hard to maintain and have reduced intimacy. Thus, speech is usually adapted and accommodated for convenience, lack of misunderstanding and conflict and the maintenance of intimacy. In intermarriages, one partner tends to become monolingual, which also usually applies to the children.

Predominance of English
The predominance of English in many sectors, such as world trade, technology and science, has contributed to English-speaking societies being persistently monolingual, as there is little incentive to learn a second language if all dealings can be done in their native language; that is especially the case for English-speakers in the United States, particularly the Northeastern United States, the Midwestern United States and most of the Southern United States, where everyday contact with other languages, such as Spanish and French is usually limited. The country's large area and the most populous regions' distance from large non-English-speaking areas, such as Mexico and Quebec, increase the geographic and economic barriers to foreign travel. Nevertheless, the requirement for all school children to learn a foreign language in some English speaking countries and areas works against this to some extent. Although the country is economically interdependent with trade partners such as China, American corporations and heavily-Americanized subsidiaries of foreign corporations both mediate and control most citizens' contact with most other nations' products. There is a popular joke: "What do you call a person who speaks three languages? A trilingual. What do you call a person who speaks two languages? A bilingual. What do you call a person who speaks one language? An American."

Costs
Snow and Hakuta write that in a cost-benefit analysis, the choosing of English as the official and national language often comes with additional costs on the society, as the alternative choice of multilingualism has its own benefits.

Education
Some of the education budget is allocated for foreign-language training, but fluency of foreign-language students is lower than those who learned it at home.

Economic
International business may be impeded by a lack of people competent in other languages.

National security
Money has to be spent to train foreign-service personnel in foreign languages.

Time and effort
Compared to the maintenance of a language that is learned at home, more time, effort and hard work are required to learn it in school.

Job opportunities
Kirkpatrick asserts that monolinguals are at a disadvantage to bilinguals in the international job market.

In the media
Lawrence Summers, in an article published in The New York Times, discusses how to prepare for the future advancement of America. He also questioned the importance and necessity of learning foreign languages by remarking that "English's emergence as the global language, along with the rapid progress in machine translation and the fragmentation of languages spoken around the world, makes it less clear that the substantial investment necessary to speak a foreign tongue is universally worthwhile."

Others have disagreed with Summers' view. A week later, The New York Times hosted a discussion among six panelists, all of whom were for learning foreign languages and cited the benefits and advantages and the changing global landscape.

title: Monolingualism


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User talk:Nick0909

WikiProject on Disaster management
I have seen your edits to several articles relating to emergency and disaster management. You might be interested in joining the new WikiProject on disaster management. Join here! --Drdan 16:02, 12 April 2006 (UTC)

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Talk:Rough Sands

Creation of the original text entry for Rough Sands with a view to adding more detailed information. MPLX/MH 22:10, 14 Oct 2004 (UTC)

Cut text
It is known chiefly as the site of Sealand, a micronation that, although unrecognised claims to be an independent sovereign state. Sealand occupies a permanent man-made World War 2 military installation that was constructed in the United Kingdom as a naval vessel and deliberately sunk on Rough Sands.

Ownership of this structure and the seabed at Rough Sands is a matter of dispute between the United Kingdom and Sealand, because although it was not the case when the structure now occupied by Sealand was created

The above needs to be untangled. Some is about the sand bar. But most is about Bates and the pirate radio station over which he claims "sovereignty" (see micronation). Uncle Ed July 8, 2005 21:56 (UTC)

Pretty was much was about Sealand etc, and was just a duplicate of existing info. (Do I have to read the same info over and over in 3 or 4 articles?!). I've turned this one into a redirect tp HM Fort Roughs; feel free to recreate it if you're making an article about the sandbar - but only if it's really about the sandbar and there's something encyclopedic to be said about it. --kingboyk 23:23, 2 February 2006 (UTC)

title: Talk:Rough Sands


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Frank Nitti

Frank Ralph Nitto (born Francesco Raffaele Nitto, ; January 27, 1886 – March 19, 1943), known as Frank Nitti, was an Italian-American organized crime figure based in Chicago. Bodyguard of Al Capone, Nitti was in charge of all money flowing through the operation. Nitti later succeeded Capone as acting boss of the Chicago Outfit.

Early life and prohibition
Nitti was born Francesco Raffaele Nitto on January 27, 1886, in the town of Angri, province of Salerno, Campania, Italy. He was the second child of Luigi and Rosina (Fezza) Nitto. While later journalists reported Nitti and Al Capone were cousins, this was not in fact the case. Their families did, however, live blocks away from each other in Brooklyn, and had come from the same area in Italy. His father died in 1888, when Frank was two years old. Within a year, his mother married Francesco Dolendo. Although two children were born to the couple, neither survived—leaving Francesco and his older sister, Giovannina, the only children. Francesco Dolendo emigrated to the United States in July 1890, and the rest of the family followed in June 1893 when Nitti was seven. The family settled at 113 Navy Street, Brooklyn, New York City. Little Francesco attended public school and worked odd jobs after school to support the family. His 15-year-old sister married a 24-year-old man. His mother gave birth to his half-brother Raphael in 1894 and another child, Gennaro, in 1896. After the seventh grade, he quit school and worked as a pinsetter, factory worker, and barber. Al Capone's family lived nearby, and Nitti was friends with Capone's older brothers and their criminal gang (the Navy Street Boys).

A worsening relationship with Dolendo urged him to leave home when Nitti was 14, in 1900, to work in various local factories. Around 1910, at the age of 24, he left Brooklyn. The next several years of his life are poorly documented, and little can be ascertained. He may have worked in the Williamsburg neighborhood of Brooklyn around 1911. He probably moved to Chicago around 1913, working as a barber and making the acquaintance of gangsters Alex Louis Greenberg and Dion O'Banion. He married Chicagoan Rosa (Rose) Levitt in Dallas, Texas, on October 18, 1917. The couple's movements after their marriage remain uncertain. By 1918, Nitti had settled there at 914 South Halsted Street. Nitti quickly renewed his contacts with Greenberg and O'Banion, becoming a jewel thief, liquor smuggler, and fence. Through his liquor smuggling activities, Nitti came to the attention of Chicago crime boss John "Papa Johnny" Torrio and Torrio's newly arrived soldier, Al Capone. Nitti, being a newcomer, and familiar with the Texas area, became a partner in the Galveston crime syndicate run by Johnny Jack Nounes. He is reported to have stolen a large sum of money from Nounes and fellow mobster Dutch Voight in 1924, after which Nitti fled back to Chicago. Years later, he was spotted at a Houston bar, which was brought to the attention of Nounes and Voight. The two Galveston mobsters found Nitti, drove him back to Galveston, and made him return the money he had stolen.

Under Torrio's successor, Al Capone, Nitti's reputation soared. Nitti ran Capone's liquor smuggling and distribution operation, importing whisky from Canada and selling it through a network of speakeasies around Chicago. Nitti was one of Capone's top lieutenants, trusted for his leadership skills and business acumen. Because Nitti's ancestry was from the same town as Capone's, he could help Capone penetrate the Sicilian and Camorra underworld in a way Capone alone never could. Capone thought so highly of Nitti that when he went to prison in 1929, he named Nitti as a member of a triumvirate that ran the mob in his place. Nitti was head of operations, with Jake "Greasy Thumb" Guzik as head of administration and Tony "Joe Batters" Accardo as head of enforcement. Despite his nickname, "The Enforcer", Nitti used Mafia soldiers and others to commit violence rather than do it himself. In earlier days, Nitti had been one of Capone's trusted personal bodyguards. Still, as he rose in the organization, Nitti's business instinct dictated that he must personally avoid the "dirty work" for which hitmen were paid. Frank and Rose divorced in 1928, and shortly thereafter, he married Anna Ronga, daughter of a mob doctor and former neighbor of the Nittis in the 1920s. The couple adopted a son, Joseph, through the Tennessee Children's Home Society.

The Outfit under Nitti
In 1931, both Nitti and Capone were convicted of tax evasion and sent to prison; however, Nitti received an 18-month sentence served at the United States Penitentiary, Leavenworth, while Capone was sent away for 11 years. When Nitti was released on March 25, 1932, he took his place as the new boss of the Capone Gang.

While some revisionist historians claim that Nitti was a mere "front boss" while Paul "The Waiter" Ricca was the actual boss of the Chicago Outfit, both contemporary and modern accounts confirm that Capone's successor was indeed Nitti. According to Nitti biographer Mars Eghigian, Nitti's age, brilliance, and reputation in the underworld made him Capone's personal choice for successor, rather than younger, less experienced mobsters such as Ricca or Murray Humphreys. In actuality, Ricca was merely the acting boss of the Chicago Outfit for six months between Capone's October 1931 imprisonment and Nitti's March 1932 release. With the recently released Nitti paranoid about violating his federal parole, Ricca was acting in the capacity of emissary that same month when he was arrested with Lucky Luciano, Meyer Lansky, and other mobsters by Chicago police and prominently photographed. This picture caused some to incorrectly conclude that Ricca was the new boss of the Chicago mob.

With Nitti calling the shots, the Chicago Outfit branched out from prostitution and gambling into other areas, including control of labor unions (which led to the extortion of many businesses). On December 19, 1932, a team of Chicago police, headed by Detective Sergeants Harry Lang and Harry Miller, raided Nitti's office in Room 554 at 221 N. LaSalle Street in Chicago. Lang shot Nitti three times in the back and neck. He then shot himself (a minor flesh wound) to make the shooting look like self-defense, claiming that Nitti had shot him first.

Court testimony later insisted that the murder attempt was personally ordered by newly elected Chicago Mayor Anton Cermak, who supposedly wanted to eliminate the Chicago Outfit in favor of gangsters who answered to him. Nitti survived the shooting and in February 1933 was acquitted of attempted murder. During that same trial, Miller testified that Lang received $15,000 (equal to $ today) to kill Nitti. Another uniformed officer at the shooting testified that Nitti was shot while unarmed. Harry Lang and Harry Miller were both fired from the police force and each fined $100 (equal to $ today) for simple assault.

Two months later, Cermak was shot and killed by Giuseppe Zangara while he was talking to President-elect Franklin D. Roosevelt; Roosevelt was Zangara's target but was missed. A conspiracy theory emerged sometime before 1999, originating in Chicago, asserting that Zangara was a hired killer working for Nitti. John William Tuohy, author of numerous books on organized crime in Chicago, after reviewing Secret Service records, described in detail in a 2002 article his interpretation of how and why Cermak was the real target and the relationship of the shooting to the rampant gang violence in Chicago. The theory is enhanced by numerous researchers, citing their analysis of court testimony, asserting that Cermak had directed an assassination attempt on Nitti fewer than three months earlier.

Anna Nitto died on November 19, 1940, in Mercy Hospital, Chicago, from an unspecified internal ailment. Nitti married Annette (Toni) Caravetta on May 14, 1942; she was widowed almost a year later when he committed suicide.

Death
In 1943, many top members of the Chicago Outfit were indicted for extorting the Hollywood film industry. Among those prosecuted were Nitti, Phil D'Andrea, Louis "Little New York" Campagna, Nick Circella, Charles "Cherry Nose" Gioe, Ralph Pierce, Ricca, and John "Handsome Johnny" Roselli. The Outfit was accused of trying to extort money from some of the largest movie studios, including Columbia Pictures, Metro-Goldwyn-Mayer, Paramount Pictures, RKO Pictures, and 20th Century Fox. The studios had cooperated with The Outfit to avoid union trouble (unrest itself stirred up by the mob). At a meeting of Outfit leaders at Nitti's home, Ricca blamed Nitti for the indictments. Ricca said that since this had been Nitti's scheme and that of the FBI informant (Willie Bioff), one of Nitti's trusted associates, Nitti should go to prison. A severe claustrophobe due to his first prison term, Nitti dreaded the idea of another prison confinement. It was also rumored that he was suffering from terminal cancer at this time. He ultimately decided to take his own life for these or possibly other reasons.

The day before his scheduled grand jury appearance, Nitti had breakfast with his wife in their home at 712 Selborne Road in Riverside, Illinois. When his wife was leaving for church, Nitti told her he planned to take a walk; then he began to drink heavily. He then loaded a .32 caliber revolver, put it in his coat pocket, and walked five blocks to a local railroad yard. Conductor William F. Seebauer and switchmen L.M. Barnett and E.H. Moran were riding in the caboose, backing their train slowly southward over an ungated Cermak Road in North Riverside. The workers spotted an oblivious Nitti walking on the track away from them and shouted a warning. Nitti walked off the tracks, staggering towards the fence. Three shots rang out. The workers thought Nitti was shooting at them but then realized he was trying to shoot himself in the head. The final, fatal bullet entered behind Nitti's right ear and lodged in the top of his skull. Police Chief Allen Rose of North Riverside, rushing to the scene with a sergeant and several beat patrolmen, recognized Nitti immediately. An autopsy by William McNalley, coroner's toxicologist, showed that Nitti's blood alcohol level was 0.23. A coroner's jury ruled the following day that Nitti "committed suicide while temporarily insane and in a despondent frame of mind".

Frank Nitti died on March 19, 1943, at the age of 57. Nitti is buried at Mount Carmel Cemetery in Hillside, Illinois. Controversy has persisted regarding the interment of a suicide in a Catholic cemetery. Nitti's grave can be found to the left of the main Roosevelt Road entrance, about 50 ft from the gate. To the right of the gate is the family plot containing the grave of Al Capone, marked by a 6 ft white monument stone. Straight up from the gate are the graves of Dean O'Banion and Hymie Weiss, both North Side Gang members who the Chicago Outfit killed under Capone.

Media

 * Nitti is portrayed by Bruce Gordon in many episodes of the original ABC television series The Untouchables, based on Eliot Ness's memoirs, which ran from 1959 to 1963.
 * He is portrayed by Harold J. Stone in the 1967 Roger Corman film The St. Valentine's Day Massacre.
 * In the 1972 film The Godfather, the montage of crime scene photos of the war between the Five Families includes the photo of Frank Nitti found dead.
 * He is portrayed by Sylvester Stallone in the 1975 film Capone. Nitti starts off as a bodyguard, assassin, and adviser under Capone (Ben Gazzara) before secretly betraying him and selling the IRS files that led to Capone's arrest for tax evasion. As the new head of the Chicago Outfit, he is last seen visiting the dying Capone at his Palm Island estate in 1946, a year before Capone's death and three years after Nitti's actual suicide.
 * In the 1983 film Easy Money, the Frank Nitti is the name of a kind of pizza ordered to Rodney Dangerfield's character's house.
 * Billy Drago plays a fictionalized version of Nitti in the 1987 film The Untouchables. In the film, Nitti dies after being thrown off a Chicago courthouse roof by Ness (Kevin Costner) during Al Capone's tax evasion trial in the early 1930s, well before his suicide in 1943.
 * He is portrayed by Anthony LaPaglia in the 1988 biopic Nitti: The Enforcer.
 * He is portrayed by Paul Regina in the 1993 TV show The Untouchables.
 * He is portrayed by Stanley Tucci in the 2002 film Road to Perdition.
 * He is portrayed by Bill Camp in the 2009 film Public Enemies.
 * He is portrayed by Will Sasso in the 2013 Comedy Central series Drunk History.

Sports
Ice hockey goaltender Antero Niittymäki has used an image of Nitti on his helmet due to the similarity of their names.

title: Frank Nitti


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Wikipedia:Articles for deletion/Wikipedians

 * The following discussion is an archived debate of the proposed deletion of the article below. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review).  No further edits should be made to this page.

The result of the debate was - redirected

apparently originally Wikipedians, changed midway to Wikipedians
Obvious vanity and nonencyclopedic, for at least three reasons:

 * 1) "Wikipedian" is not even marginally recognized as a meaningful term.
 * 2) The entry is superfluous.  We already have a Wikipedia entry.  We already have entries for volunteer and community.  All this page seems to be is a vanity list of Wikipedia contributors, most of who have not done anything even remotely noteworthy.
 * 3) There's nothing particularly interesting or unique about this (made up) word.  "Wikipedian" simply refers to someone who frequents or has contributed to Wikipedia.  Why have an entry for this term then, and not entries for a "Slashdotter", "Kuro5hinist", or countless other words that could be derived in this fashion?

-- GNAA Popeye 22:13, 14 Oct 2004 (UTC)

As User:Cool Hand Luke points out below, the original article listed for deletion was Wikipedians in Wikipedia namespace. That is now a redirect to Wikipedia, so in some ways the original issue here has become moot. I for one find it a bit confusing that someone changed what article we are talking about mid-debate. GNAA Popeye, now that that Wikipedians is a redirect to Wikipedia, do you still have an issue here? -- Jmabel | Talk 02:45, Oct 16, 2004 (UTC)

 * Articles in the Wikipedia: namespace ain't articles, so they need not be encyclopedic. It serves a useful function in terms of organizing the project, so it ought then to be kept..... There really should be a separate VfD page for the Wikipedia-namespace, since the issues in deleting pages from their differ significantly from the issues of deleting usual articles. Keep -- (Unsigned vote by User:137.111.13.34)
 * Ridiculous, GNAA Popeye is trolling for a reaction. Keep. blankfaze | (беседа!)  22:48, 14 Oct 2004 (UTC)
 * No, I genuinely believe this is a vanity entry. Accusing me of "trolling" is dodging the real issue.GNAA Popeye 22:57, 14 Oct 2004 (UTC)
 * Yes, I agree. This is trolling. Keep. Spikeballs 23:01, Oct 14, 2004 (UTC)
 * Delete, for reasons stated above. GNAA Popeye 22:38, 14 Oct 2004 (UTC)
 * Delete; not notable outside Wikipedia, already covered by article Wikipedia. — Bill 23:18, 14 Oct 2004 (UTC)
 * Weak keep. There is undoubtedly an element of trolling in listing this, but he has a point. -- Jmabel|Talk 23:29, Oct 14, 2004 (UTC)
 * Um, this should really be on Redirects for deletion, and for what it's worth Keep. Cool Hand Luke  23:29, 14 Oct 2004 (UTC)
 * Oh nevermind, User:Gdr changed it to Wikipedians. Um, the Wikipedia namespace does not have articles really, and I don't see this as less legitimate that projects. Cool Hand Luke  23:33, 14 Oct 2004 (UTC)
 * Shouldn't this be on meta instead? -Sean Curtin 23:35, Oct 14, 2004 (UTC)
 * Can we even vote to delete things in the wikipedia namespace? If so, keep. Posiduck 23:41, 14 Oct 2004 (UTC)

 * Comment: Tricky question, Posiduck. The Wikipedia space needs cleaning, and some folks have undertaken housekeeping there, but it's tough stuff.  All the failed proposals, the goofy stuff, the quizes, etc.  People are supposed to take their own junk down, but they don't.  So I suppose we can vote on deletion in the Wikipedia space, but no one has to honor it.  Something like that.  FWIW, this is an obvious keep and a silly debate. Geogre 00:36, 15 Oct 2004 (UTC)

 * Er... so it is currently in the Wikipedia name space and not the article namespace, right? Keep. A good issue is raised here, however: While we understand the differences between namespaces, an outsider coming here for the first time might not... I assume that's relevent to, um, I don't know, something. ;-) func(talk) 00:43, 15 Oct 2004 (UTC)
 * Keep, obviously. Article was moved to the Wikipedia namespace back in September 2002. This is entirely legitimate. Protestations that this isn't trolling ring hollow from a person with GNAA in his username.   — Gwalla | Talk 01:05, 15 Oct 2004 (UTC)
 * Delete Vanity, nonecyclopedic. Vetta2 01:51, 15 Oct 2004 (UTC)
 * ??? Er, yeah, non-encyclopedic... so it's a good thing that it isn't one of our encyclopedic articles. Maybe we should get rid of Wikipedia:Votes for Deletion, it's clearly unencyclopedic. func(talk) 01:56, 15 Oct 2004 (UTC)
 * I never thought I'd be voting on the same side as GNAA Popeye, but so I am. Delete. Vanity, not notable. --Improv 02:31, 15 Oct 2004 (UTC)
 * Note also that the self-add nature of a lot of the parts of the page really make it more like Wikipedians who bother with this entry than Wikipedians. Bleh. --Improv 02:33, 15 Oct 2004 (UTC)
 * I don't understand why we are voting on something that isn't an article. There should be a completely different mechanism for that. Should we also VFD every single user page for "vanity"? func(talk) 02:38, 15 Oct 2004 (UTC)
 * Keep. Mackensen 03:39, 15 Oct 2004 (UTC)
 * Keep. Though I question whether this nomination is even appropriate, given how we're dealing with something in the Wikipedia: namespace. Modargo 04:30, 15 Oct 2004 (UTC)
 * Keep I think it is a very nice idea, especially the list(s) of Wikipedians from different countries. Any messages, see User talk:Honeycake--Honeycake 16:30, 15 Oct 2004 (UTC)
 * Keep and ban the trolls already. —No-One Jones (m) 04:34, 15 Oct 2004 (UTC)
 * Keep, duh. Antandrus 04:38, 15 Oct 2004 (UTC)
 * Keep... [[User:Xezbeth| Xezbeth ─┼─ ]] 05:05, 15 Oct 2004 (UTC)
 * Note: an anon has changed this back to Wikipedians which is a redirect. The consensus on the page itself is that it should be kept—easily—but the redirect might be another matter. Redirects to outside the article namespace are discouraged. Try listing on RfD. Cool Hand Luke  05:11, 15 Oct 2004 (UTC)
 * Unask the question. --jpgordon {gab} 06:07, 15 Oct 2004 (UTC)
 * Delete the redirect in namespace 0, keep the entry in the Wikipedia: namespace. --Sam Hocevar 13:38, 15 Oct 2004 (UTC)
 * Keep - why do I feel that the integrity of those listing articles on VfD has taken a nosedive recently... no wonder VfD is out of control in terms of size. - Mark 14:07, 15 Oct 2004 (UTC)
 * I've unilaterally changed the redirect to point to Wikipedia. If you disagree with this, please mention this on the talk page. anthony (see warning) 15:02, 15 Oct 2004 (UTC)
 * Sounds good to me. We have lots of policy violating redirects for things like VfD, but this isn't important enough to break the rules. Cool Hand Luke  17:56, 15 Oct 2004 (UTC)
 * Keep the page, part of being a community, don't care about the redir. Stan 15:05, 15 Oct 2004 (UTC)
 * Keep. It's definately a part of the community, vanity list or not. I don't see how you'd suggest deleting a part of the Wikipedia community. While you're at it, feel free to submit the entire bad jokes and other deleted nonsense to VfD for being literal. --Andylkl 17:18, 15 Oct 2004 (UTC)
 * Do note that the GNAA partisan that nominated this actually listed the main namespace redirect Wikipedians, now fixed. Cool Hand Luke  17:56, 15 Oct 2004 (UTC)
 * Keep, since it is in Wikipedia namespace, not article namespace. --sabre23t 16:29, 16 Oct 2004 (UTC)
 * It seems no one has thought about the implications of deleting a page that mainly serves as a list. How would we be able to access quickly and without having to remember all the exact titles pages such as List of Wikipedians by number of edits, List of Wikipedians by fields of interest, Missing Wikipedians or, say, Wikipedians/Sweden? Keep of course.  23:58, Oct 16, 2004 (UTC)
 * Keep. Ðåñηÿßôý | Talk 04:25, 17 Oct 2004 (UTC)
 * Keep. Why are we feeding the trolls? Dori | Talk 18:40, Oct 17, 2004 (UTC)
 * Keep. Seems useful in some odd way, agree w/namespace argument. Mashford 19:31, 17 Oct 2004 (UTC)
 * Keep. I've found it useful, a quick reference to a Wikipedian inside or outside of your region. -- AxSkov 08:34, 18 Oct 2004 (UTC)
 * WTF. You can't VfD articles in the Wikipedia: namespace and say they are non-notable! Though this is pretty funny. Andre ( talk )A| 14:50, Oct 19, 2004 (UTC)
 * Again, what was nominated was not in Wikipedia name-space. I'm by no means a GNAA partisan, but I think the nominator has been treated a bit shabbily by making it look to casual readers like he proposed something he did not. -- Jmabel | Talk 20:00, Oct 19, 2004 (UTC)
 * Keep All this reminds me of the Delete the Main Page discussion which once was started on a 1st of April. You too? --Magadan 14:32, 20 Oct 2004 (UTC)
 * Keep Definitely Keep. I find myself visiting this page at least once a week.  I can't even believe someone would suggest it be deleted. --ScottyBoy900Q ∞  17:24, 20 Oct 2004 (UTC)
 * Keep Wikipedians, happen what may to Wikipedians. I almost got a heart attack on seeing the message at Wikipedians and seeing that the date wasn't around April 1 :). -- Paddu
 * If no one's talking about Wikipedians, the VfD notice at Wikipedians must be removed. -- Paddu 06:36, 21 Oct 2004 (UTC)

 * The above discussion is preserved as an archive of the debate. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review). No further edits should be made to this page.


text:
Melbury Abbas

Melbury Abbas is a village and civil parish in north Dorset, England. It is situated at the edge of the Blackmore Vale under the scarp of Cranborne Chase, 2 miles south-southwest of the town of Shaftesbury. The parish includes West Melbury and part of Cann Common.

In the 2011 census the parish had 147 dwellings, 134 households and a population of 305.

History
In 1086 Melbury Abbas was recorded in the Domesday Book as Meleberie.

It was in Sixpenny Hundred and had 47 households, 12 ploughlands and 4 mills.

The lord and tenant-in-chief was Shaftesbury Abbey.

Church of St Thomas
This is on the south side of the village and as well as a square tower at the south west end, has a large spire mounted on the SW corner of the top of the tower.

The original stone church of Norman times had a tower with three bells, at least one transept, and a west door. It survived until 1852 when it was in poor condition and was demolished.

The present church is said to cost Sir Richard Glyn £2500.00. At this time Sir Richard owned most of the village. On 21 December 1852 the Bishop of Salisbury dedicated the new church to St Thomas, whose feast day it was.

Road Connections
Melbury Abbas village is on an unclassified road that follows a hilltop route roughly parallel to the A350 primary route that passes west of the village between Shaftesbury and Blandford. The A350 follows a lower route through villages in the Blackmore Vale. However, much traffic uses the hilltop route as an alternative because it is straighter and passes through fewer villages. Melbury Abbas is the only bottleneck on this road, where it dips down into the valley and becomes narrower.

Dorset County Council have considered bypass schemes, but none has got further than preliminary stages because the village is surrounded by conservation land.

title: Melbury Abbas


text:
Sony Classical Records

Sony Classical is an American record label founded in 1924 as Columbia Masterworks Records, a subsidiary of Columbia Records. In 1980, the Columbia Masterworks label was renamed as CBS Masterworks Records. The CBS Records Group was acquired by Sony in 1988, and in 1990 it was renamed Sony Classical.

Artists
Sony Classical has represented artists including:
 * Alexis Ffrench
 * Yo-Yo Ma
 * Igor Levit
 * Jonas Kaufmann
 * Glenn Gould
 * Wiener Philharmoniker
 * Joshua Bell
 * Hans Zimmer
 * John Williams
 * Khatia Buniatishvili
 * Arthur Rubinstein
 * Eugene Ormandy
 * Leonard Bernstein
 * Teodor Currentzis
 * Arcadi Volodos
 * Christian Gerhaher
 * Vladimir Horowitz
 * Christoph Koncz
 * Ivo Pogorelich
 * Martin Fröst
 * Leif Ove Andsnes
 * Lavinia Meijer
 * Rachel Willis-Sørensen
 * Mao Fujita
 * Pablo Ferrández
 * Miloš Karadaglić
 * Attacca Quartet

Presidents

 * 1997: Peter Gelb (NY)
 * 2009–2019: Bogdan Roscic
 * 2019: Per Hauber

title: Sony Classical Records


text:
Talk:The God of Small Things

Untitled
Much of this entry reads like some college kid's book report. And the kid gets an A for spotting the obvious. —Preceding unsigned comment added by 4.250.21.146 (talk) 22:44, 25 February 2011 (UTC)

Chapter Summaries
I have some chapter summaries available for this book would it be a good idea to post them? (the content in the summaries is correct however the garramar may need a little work) 578
 * I'd say link to them...

link them, post them, whatever... i just need some, now... but no pressure on you, simply stating my current state of desperation... okay, go ahead now...

Please post them! Please soon!

PLEASE post the summaries! i'm studying this book for year 12 and it would be a GREAT help =)

Booker Prize
Sorry I hadn't spotted the Booker Prize issues reassesed to Mid importance

WikiProject class rating
This article was automatically assessed because at least one WikiProject had rated the article as stub, and the rating on other projects was brought up to Stub class. BetacommandBot 20:07, 9 November 2007 (UTC)

Horrible
This article on Wikipedia is Horrible. It reads like a high school book report,and is way to long. Is it really necessary to list 31 characters and give a biography about them? I think not. I am going to research this book and come back in a few days and re do this whole thing.--74.240.252.98 (talk) 01:56, 1 April 2012 (UTC)

Still "researching" after almost a decade, eh?

 * lol Anilrajs (talk) 02:49, 26 December 2021 (UTC)

Assessment comment
Substituted at 08:09, 30 April 2016 (UTC)

Pickles leaking oil
I'm wondering why the paradise pickles would leak oil. I've never observed this in pickles but I assume it is possible. Would be interested in whether anyone has observed this and any ideas of why it might occur. 91.110.5.178 (talk) 00:21, 29 November 2021 (UTC)

Article status
What a mess... I've read the book recently and I'll try to do something about it.

Contraction and rephrasing is the first thing, I suppose. Colaheed777 (talk) 11:18, 16 February 2024 (UTC)

 * So, I've shortened the Plot and Characters sections so far and removed 2 tags. But there's 2 more and they need to be deal with sometime, too. Colaheed777 (talk) 12:23, 16 February 2024 (UTC)
 * Explicit WP:OR, I don't think there's any left. But I'm not removing the verification tag just yet, the article is still not tidied up enough. Colaheed777 (talk) 17:09, 25 February 2024 (UTC)

title: Talk:The God of Small Things


text:
Talk:Pandera

Redirected to Yeshu Kuratowski's Ghost 09:47, 19 Oct 2004 (UTC)

This page contains gross errors and needs to be merged into Jeshu by someone who knows the subject at a scholarly level.

-- Going to change this into a stub article about the band. Is a disambig page needed? --Littlebeasti (talk) 03:29, 19 January 2008 (UTC)

 * Given that the band is not a notable band, this page has been returned back to a redirect. —C.Fred (talk) 04:00, 19 January 2008 (UTC)

 * Okay, that's fair. Not disputing.  I kind of feel cheated, but not disputing. --Littlebeasti (talk) 04:05, 19 January 2008 (UTC)

title: Talk:Pandera


text:
Anna McNeill Whistler

Anna Matilda (née McNeill) Whistler (September 27, 1804 – January 31, 1881 ) was the mother of American-born, British-based painter James McNeill Whistler, who made her the subject of his famous painting Arrangement in Grey and Black No.1, often titled Whistler's Mother.

Biography
Anna McNeill Whistler was born in Wilmington, North Carolina, to Charles Daniel McNeill (1756–1828), a physician, and Martha Kingsley McNeill, daughter of Zephaniah Kingsley Sr. (one of the founders of the University of New Brunswick) and youngest sister of Zephaniah Kingsley (a slave trader and plantation owner, and the husband of the African Ana Madgigine Jai).

In 1831, she married George Washington Whistler, a civil engineer, former army officer,  and widower who had three children. She gave birth to two sons, James McNeill Whistler and William McNeill Whistler. Her husband soon accepted a job in Russia as a railway engineer between Moscow and St. Petersburg. She had a son named Kirkie who died age four. A son named Charlie also died before Anna had moved to Russia.

When James was nine, his art brought the attention of Scottish painter Sir William Allan. Anna then enrolled James in the Imperial Academy of Arts at St. Petersburg. Her husband died in 1849 from cholera.

Anna returned to the United States, to live in Connecticut. Her daughter remained in England after marrying a surgeon. It was then the family lived in poverty but her daughter helped William and James attend private school. James entered West Point just before his 17th birthday, was expelled soon after, and moved back to England. Her son William became a surgeon in the Confederate Army during the American Civil War.

In 1863, at the advice of her stepdaughter and son, she moved to England, moving in with her son James in London. She later relocated to St Mary's Terrace, Hastings, east Sussex. She was surprised by her son's "flamboyant Bohemian lifestyle"; however, she tolerated it, and befriended some of his friends as well. This was around the time the famous painting was made, although it was not the only one. Anna was 67 during the painting of the picture. She died a decade later and is buried in Hastings Cemetery.

title: Anna McNeill Whistler


text:
Incident Command System

The Incident Command System (ICS) is a standardized approach to the command, control, and coordination of emergency response providing a common hierarchy within which responders from multiple agencies can be effective.

ICS was initially developed to address problems of inter-agency responses to wildfires in California but is now a component of the National Incident Management System (NIMS) in the US, where it has evolved into use in all-hazards situations, ranging from active shootings to hazmat scenes. In addition, ICS has acted as a pattern for similar approaches internationally.

Overview
ICS consists of a standard management hierarchy and procedures for managing temporary incident(s) of any size. ICS procedures should be pre-established and sanctioned by participating authorities, and personnel should be well-trained prior to an incident.

ICS includes procedures to select and form temporary management hierarchies to control funds, personnel, facilities, equipment, and communications. Personnel are assigned according to established standards and procedures previously sanctioned by participating authorities. ICS is a system designed to be used or applied from the time an incident occurs until the requirement for management and operations no longer exist.

ICS is interdisciplinary and organizationally flexible to meet the following management challenges:
 * Meets the needs of a jurisdiction to cope with incidents of any kind or complexity (i.e. it expands or contracts as needed).
 * Allows personnel from a wide variety of agencies to meld rapidly into a common management structure with common terminology.
 * Provide logistical and administrative support to operational staff.
 * Be cost effective by avoiding duplication of efforts, and continuing overhead.
 * Provide a unified, centrally authorized emergency organization.

History
The ICS concept was formed in 1968 at a meeting of Fire Chiefs in Southern California. The program reflects the management hierarchy of the US Navy, and at first was used mainly to fight California wildfires. During the 1970s, ICS was fully developed during massive wildfire suppression efforts in California (FIRESCOPE) that followed a series of catastrophic wildfires, starting with the massive Laguna fire in 1970. Property damage ran into the millions, and many people died or were injured. Studies determined that response problems often related to communication and management deficiencies rather than lack of resources or failure of tactics.

Weaknesses in incident management were often due to:
 * Lack of accountability, including unclear chain of command and supervision.
 * Poor communication due to both inefficient uses of available communications systems and conflicting codes and terminology.
 * Lack of an orderly, systematic planning process.
 * No effective predefined way to integrate inter-agency requirements into the management structure and planning process.
 * “Freelancing” by individuals within the first response team without direction from a team leader (IC) and those with specialized skills during an incident and without coordination with other first responders
 * Lack of knowledge with common terminology during an incident.

Emergency Managers determined that the existing management structures — frequently unique to each agency — did not scale to dealing with massive mutual aid responses involving dozens of distinct agencies and when these various agencies worked together their specific training and procedures clashed. As a result, a new command and control paradigm was collaboratively developed to provide a consistent, integrated framework for the management of all incidents from small incidents to large, multi-agency emergencies.

At the beginning of this work, despite the recognition that there were incident or field level shortfalls in organization and terminology, there was no mention of the need to develop an on the ground incident management system like ICS. Most of the efforts were focused on the multi-agency coordination challenges above the incident or field level. It was not until 1972 when Firefighting Resources of Southern California Organized for Potential Emergencies (FIRESCOPE) was formed that this need was recognized and the concept of ICS was first discussed. Also, ICS was originally called Field Command Operations System.

ICS became a national model for command structures at a fire, crime scene or major incident. ICS was used in New York at the first attack on the World Trade Center in 1993. On 1 March 2004, the Department of Homeland Security, in accordance with the passage of Homeland Security Presidential Directive 5 (HSPD-5) calling for a standardized approach to incident management amongst all federal, state, and local agencies, developed the National Incident Management System (NIMS) which integrates ICS. Additionally, it was mandated that NIMS (and thus ICS) must be utilized to manage emergencies in order to receive federal funding.

The Superfund Amendment and Re-authorization Act title III mandated that all first responders to a hazardous materials emergency must be properly trained and equipped in accordance with 29 CFR 1910.120(q). This standard represents OSHA's recognition of ICS.

HSPD-5 and thus the National Incident Management System came about as a direct result of the terrorist attacks on 11 September 2001, which created numerous All-Hazard, Mass Casualty, multi-agency incidents.

Jurisdiction and legitimacy
In the United States, ICS has been tested by more than 30 years of emergency and non-emergency applications. All levels of government are required to maintain differing levels of ICS training and private sector organizations regularly use ICS for management of events. ICS is widespread in use from law enforcement to every-day business, as the basic goals of clear communication, accountability, and the efficient use of resources are common to incident and emergency management as well as daily operations. ICS is mandated by law for all Hazardous Materials responses nationally and for many other emergency operations in most states. In practice, virtually all EMS and disaster response agencies utilize ICS, in part after the United States Department of Homeland Security mandated the use of ICS for emergency services throughout the United States as a condition for federal preparedness funding. As part of FEMA's National Response Plan (NRP), the system was expanded and integrated into the National Incident Management System (NIMS).

In Canada, the Incident Command System (ICS) has gained recognition and utilization within various governmental and emergency response agencies. Canadian authorities have embraced ICS principles as an effective framework for managing incidents and emergencies, ensuring a coordinated and efficient response.

Federal, provincial, and territorial governments in Canada have adopted ICS as a key component of their emergency management strategies. This adoption is driven by the need to establish clear lines of communication, streamline resource allocation, and maintain accountability during critical incidents. Federal agencies such as Public Safety Canada promote the use of ICS to enhance the nation's emergency preparedness and response capabilities. Canada's proximity to the United States has facilitated the exchange of best practices in emergency management, including the adoption of ICS. Cross-border cooperation and training exercises have enabled Canadian agencies to align their incident management practices with those of their American counterparts.

New Zealand has implemented a similar system, known as the Coordinated Incident Management System, Australia has the Australasian Inter-Service Incident Management System and British Columbia, Canada, has BCEMS developed by the Emergency Management and Climate Readiness.

In a 2003 disaster reduction strategy report, a United Nations task force recommended the use of ICS as an international standard for wildfire incidents.

In Brazil, ICS is also used by The Fire Department of the State of Rio de Janeiro (CBMERJ) and by the Civil Defense of the State of Rio de Janeiro in every emergency or large-scale events.

As of March 11, 2024, in Mexico the ICS is regulated by a federal norm: NOM-010-SSPC-2019. All municipal, state and federal agencies are obligated by this norm.

Incidents
Incidents are defined within ICS as unplanned situations necessitating a response. Examples of incidents may include:
 * Emergency medical situations (ambulance service)
 * Hazardous material spills, releases to the air (toxic chemicals), releases to a drinking water supply
 * Hostage crises or active shooter situation.
 * Man-made disasters such as vehicle crashes, industrial accidents, train derailments, or structure fires
 * Natural disasters such as wildfires, flooding, earthquake or tornado
 * Public health incidents, such as disease outbreaks
 * Search and Rescue operations
 * Technological crisis
 * Cyberattack, Cybersecurity Incident, or major information security breach.
 * Terrorist attacks
 * Traffic incidents

Events
Events are defined within ICS as planned situations. Incident command is increasingly applied to events both in emergency management and non-emergency management settings. Examples of events may include:
 * Concerts
 * Parades and other ceremonies
 * Fairs and other gatherings
 * Training exercises

Unity of command
Each individual participating in the operation reports to only one supervisor. This eliminates the potential for individuals to receive conflicting orders from a variety of supervisors, thus increasing accountability, preventing freelancing, improving the flow of information, helping with the coordination of operational efforts, and enhancing operational safety. This concept is fundamental to the ICS chain of command structure.

Common terminology
Individual response agencies previously developed their protocols separately, and subsequently developed their terminology separately. This can lead to confusion as a word may have a different meaning for each organization.

When different organizations are required to work together, the use of common terminology is an essential element in team cohesion and communications, both internally and with other organizations responding to the incident.

An incident command system promotes the use of a common terminology and has an associated glossary of terms that help bring consistency to position titles, the description of resources and how they can be organized, the type and names of incident facilities, and a host of other subjects. The use of common terminology is most evident in the titles of command roles, such as Incident Commander, Safety Officer or Operations Section Chief.

Management by objective
Incidents are managed by aiming towards specific objectives. Objectives are ranked by priority; should be as specific as possible; must be attainable; and if possible given a working time-frame. Objectives are accomplished by first outlining strategies (general plans of action), then determining appropriate tactics (how the strategy will be executed) for the chosen strategy.

Flexible and modular organization
Incident Command structure is organized in such a way as to expand and contract as needed by the incident scope, resources and hazards. Command is established in a top-down fashion, with the most important and authoritative positions established first. For example, Incident Command is established by the first arriving unit.

Only positions that are required at the time should be established. In most cases, very few positions within the command structure will need to be activated. For example, a single fire truck at a dumpster fire will have the officer filling the role of IC, with no other roles required. As more trucks get added to a larger incident, more roles will be delegated to other officers and the Incident Commander (IC) role will probably be handed to a more-senior officer.

Only in the largest and most complex operations would the full ICS organization be staffed. Conversely, as an incident scales down, roles will be merged back up the tree until there is just the IC role remaining.

Span of control
To limit the number of responsibilities and resources being managed by any individual, the ICS requires that any single person's span of control should be between three and seven individuals, with five being ideal. In other words, one manager should have no more than seven people working under them at any given time. If more than seven resources are being managed by an individual, then that individual is being overloaded and the command structure needs to be expanded by delegating responsibilities (e.g. by defining new sections, divisions, or task forces). If fewer than three, then the position's authority can probably be absorbed by the next highest rung in the chain of command.

Coordination
One of the benefits of the ICS is that it allows a way to coordinate a set of organizations who may otherwise work together sporadically. While much training material emphasizes the hierarchical aspects of the ICS, it can also be seen as an inter-organizational network of responders. These network qualities allow the ICS flexibility and expertise of a range of organizations. But the network aspects of the ICS also create management challenges. One study of ICS after-action reports found that ICS tended to enjoy higher coordination when there was strong pre-existing trust and working relationships between members, but struggled when authority of the ICS was contested and when the networks of responders was highly diverse. Coordination on any incident or event is facilitated with the implementation of the following concepts:

Incident Action Plans
Incident action plans (IAPs) ensures cohesion amongst anyone involved toward strictly set goals. These goals are set for specific operational periods. They provide supervisors with direct action plans to communicate incident objectives to both operational and support personnel. They include measurable, strategic objectives set for achievement within a time frame (also known as an operational period) which is usually 12 hours but can be any length of time. Hazardous material incidents (hazmat) must be written, and are prepared by the planning section, but other incident reports can be both verbal and/or written.

The consolidated IAP is a very important component of the ICS that reduces freelancing and ensures a coordinated response. At the simplest level, all incident action plans must have four elements:
 * What do we want to do?
 * Who is responsible for doing it?
 * How do we communicate with each other?
 * What is the procedure if someone is injured?

The content of the IAP is organized by a number of standardized ICS forms that allow for accurate and precise documentation of an incident.

ICS forms

 * ICS 201 – Incident Briefing
 * ICS 202 – Incident Objectives
 * ICS 203 – Organization Assignment List
 * ICS 204 – Assignment List
 * ICS 205 – Incident Radio Communications Plan
 * ICS 205A – Communications List
 * ICS 206 – Medical Plan
 * ICS 207 – Incident Organization Chart
 * ICS 208 – Safety Message/Plan
 * ICS 209 – Incident Summary
 * ICS 210 – Resource Status Change
 * ICS 211 – Incident Check-In List
 * ICS 213 – General Message
 * ICS 214 – Activity Log
 * ICS 215 – Operational Planning Worksheet
 * ICS 215A – Incident Action Plan Safety Analysis
 * ICS 218 – Support Vehicle/Equipment Inventory
 * ICS 219 – Resource Status Cards (T-Cards)
 * ICS 220 – Air Operations Summary Worksheet
 * ICS 221 – Demobilization Check-Out
 * ICS 225 – Incident Personnel Performance Rating

Comprehensive resource management
Comprehensive resource management is a key management principle that implies that all assets and personnel during an event need to be tracked and accounted for. It can also include processes for reimbursement for resources, as appropriate. Resource management includes processes for:
 * Categorizing resources
 * Ordering resources
 * Dispatching resources
 * Tracking resources
 * Recovering resources

Comprehensive resource management ensures that visibility is maintained over all resources so they can be moved quickly to support the preparation and response to an incident, and ensuring a graceful demobilization. It also applies to the classification of resources by type and kind, and the categorization of resources by their status.
 * Assigned resources are those that are working on a field assignment under the direction of a supervisor.
 * Available resources are those that are ready for deployment(staged), but have not been assigned to a field assignment.
 * Out-of-service resources are those that are not in either the "available" or "assigned" categories. Resources can be "out-of-service" for a variety of reasons including: resupplying after a sortie (most common), shortfall in staffing, personnel taking a rest, damaged or inoperable.

T-Cards (ICS 219, Resource Status Card) are most commonly used to track these resources. The cards are placed in T-Card racks located at an Incident Command Post for easy updating and visual tracking of resource status.

Integrated communications
Developing an integrated voice and data communications system, including equipment, systems, and protocols, must occur prior to an incident.

Effective ICS communications include three elements:
 * Modes: The "hardware" systems that transfer information.
 * Planning: Planning for the use of all available communications resources.
 * Networks: The procedures and processes for transferring information internally and externally.

Incident commander

 * Single incident commander – Most incidents involve a single incident commander. In these incidents, a single person commands the incident response and is the decision-making final authority.
 * Unified command – A unified command involves two or more individuals sharing the authority normally held by a single incident commander. Unified command is used on larger incidents usually when multiple agencies or multiple jurisdictions are involved. A Unified command typically includes a command representative from major involved agencies and/or jurisdictions with one from that group to act as the spokesman, though not designated as an Incident Commander. A Unified Command acts as a single entity. It is important to note, that in Unified Command the command representatives will appoint a single operations section chief.

 * Area command – During multiple-incident situations, an area command may be established to provide for incident commanders at separate locations. Generally, an area commander will be assigned – a single person – and the area command will operate as a logistical and administrative support. Area commands usually do not include an operations function.

Command staff

 * Safety officer – The safety officer monitors safety conditions and develops measures for assuring the safety of all assigned personnel.
 * Public information officer – The public information officer (PIO or IO) serves as the conduit for information to and from internal and external stakeholders, including the media or other organizations seeking information directly from the incident or event. While less often discussed, the public information officer is also responsible for ensuring that an incident's command staff are kept apprised as to what is being said or reported about an incident. This allows public questions to be addressed, rumors to be managed, and ensures that other such public relations issues are not overlooked.
 * Liaison officer – A liaison serves as the primary contact for supporting agencies assisting at an incident.

General staff

 * Operations section chief: Tasked with directing all actions to meet the incident objectives.
 * Planning section chief: Tasked with the collection and display of incident information, primarily consisting of the status of all resources and overall status of the incident.
 * Finance/administration section chief: Tasked with tracking incident-related costs, personnel records, requisitions, and administrating procurement contracts required by Logistics.
 * Logistics section chief: Tasked with providing all resources, services, and support required by the incident.

200-Level ICS
At the ICS 200 level, the function of Information and Intelligence is added to the standard ICS staff as an option. This role is unique in ICS as it can be arranged in multiple ways based on the judgement of the Incident Commander and needs of the incident. The three possible arrangements are:
 * Information & intelligence officer, a position on the command staff.
 * Information & intelligence section, a section headed by an information & intelligence section chief, a general staff position.
 * Information & intelligence branch, headed by an information & intelligence branch director, this branch is a part of the planning section.

300-Level ICS
At the ICS 300 level, the focus is on entry-level management of small-scale, all-hazards incidents with emphasis on the scalability of ICS. It acts as an introduction to the utilization of more than one agency and the possibility of numerous operational periods. It also involves an introduction to the emergency operations center.

400-Level ICS
At the ICS 400 level, the focus is on large, complex incidents. Topics covered include the characteristics of incident complexity, the approaches to dividing an incident into manageable components, the establishment of an "area command", and the multi-agency coordination system (MACS).

Personnel
ICS is organized by levels, with the supervisor of each level holding a unique title (e.g. only a person in charge of a section is labeled "chief"; a "director" is exclusively the person in charge of a branch). Levels (supervising person's title) are:
 * Incident commander
 * Command staff member (officer) - command staff
 * Section (chief) - general staff
 * Branch (director)
 * Division (supervisor) – A division is a unit arranged by geography, along jurisdictional lines if necessary, and not based on the makeup of the resources within the division.
 * Group (supervisor) – A group is a unit arranged for a purpose, along agency lines if necessary, or based on the makeup of the resources within the group.
 * Unit, team, or force (leader) – Such as "communications unit," "medical strike team," or a "reconnaissance task force." A strike team is composed of same resources (four ambulances, for instance) while a task force is composed of different types of resources (one ambulance, two fire trucks, and a police car, for instance).
 * Individual resource. This is the smallest level within ICS and usually refers to a single person or piece of equipment. It can refer to a piece of equipment and operator, and less often to multiple people working together.

Facilities
ICS uses a standard set of facility nomenclature. ICS facilities include: pre-designated incident facilities: Response operations can form a complex structure that must be held together by response personnel working at different and often widely separate incident facilities. These facilities can include:

 * Incident command post (ICP): The ICP is the location where the incident commander operates during response operations. There is only one ICP for each incident or event, but it may change locations during the event. Every incident or event must have some form of an incident command post. The ICP may be located in a vehicle, trailer, tent, or within a building. The ICP will be positioned outside of the present and potential hazard zone but close enough to the incident to maintain command. The ICP will be designated by the name of the incident, e.g., Trail Creek ICP.
 * Staging area: Can be a location at or near an incident scene where tactical response resources are stored while they await assignment. Resources in staging area are under the control status. Staging areas should be located close enough to the incident for a timely response, but far enough away to be out of the immediate impact zone. There may be more than one staging area at an incident. Staging areas can be collocated with the ICP, bases, camps, helibases, or helispots.
 * A base is the location from which primary logistics and administrative functions are coordinated and administered. The base may be collocated with the incident command post. There is only one base per incident, and it is designated by the incident name. The base is established and managed by the logistics section. The resources in the base are always out-of-service.
 * Camps: Locations, often temporary, within the general incident area that are equipped and staffed to provide sleeping, food, water, sanitation, and other services to response personnel that are too far away to use base facilities. Other resources may also be kept at a camp to support incident operations if a base is not accessible to all resources. Camps are designated by geographic location or number. Multiple camps may be used, but not all incidents will have camps.
 * A helibase is the location from which helicopter-centered air operations are conducted. Helibases are generally used on a more long-term basis and include such services as fueling and maintenance. The helibase is usually designated by the name of the incident, e.g. Trail Creek helibase.
 * Helispots are more temporary locations at the incident, where helicopters can safely land and take off. Multiple helispots may be used.

Each facility has unique location, space, equipment, materials, and supplies requirements that are often difficult to address, particularly at the outset of response operations. For this reason, responders should identify, pre-designate and pre-plan the layout of these facilities, whenever possible.

On large or multi-level incidents, higher-level support facilities may be activated. These could include:

 * Emergency operations center (EOC): An emergency operations center is a central command and control facility responsible for carrying out the principles of emergency preparedness and emergency management, or disaster management functions at a strategic level during an emergency, and ensuring the continuity of operation of a company, political subdivision or other organization. An EOC is responsible for the strategic overview, or "big picture", of the disaster, and does not normally directly control field assets, instead making operational decisions and leaving tactical decisions to lower commands. The common functions of all EOC's is to collect, gather and analyze data; make decisions that protect life and property, maintain continuity of the organization, within the scope of applicable laws; and disseminate those decisions to all concerned agencies and individuals. In most EOC's there is one individual in charge, and that is the Emergency Manager.
 * Joint information center (JIC): A JIC is the facility whereby an incident, agency, or jurisdiction can support media representatives. Often co-located – even permanently designated – in a community or state EOC the JIC provides the location for interface between the media and the PIO. Most often the JIC also provides both space and technical assets (Internet, telephone, power) necessary for the media to perform their duties. A JIC very often becomes the "face" of an incident as it is where press releases are made available as well as where many broadcast media outlets interview incident staff. It is not uncommon for a permanently established JIC to have a window overlooking an EOC and/or a dedicated background showing agency logos or other symbols for televised interviews. The National Response Coordination Center (NRCC) at FEMA has both, for example, allowing televised interviews to show action in the NRCC behind the interviewer/interviewee while an illuminated "Department of Homeland Security" sign, prominently placed on the far wall of the NRCC, is thus visible during such interviews.
 * Joint operations center (JOC): A JOC is usually pre-established, often operated 24/7/365, and allows multiple agencies to have a dedicated facility for assigning staff to interface and interact with their counterparts from other agencies. Although frequently called something other than a JOC, many locations and jurisdictions have such centers, often where Federal, state, and/or local agencies (often law enforcement) meet to exchange strategic information and develop and implement tactical plans. Large mass gathering events, such as a presidential inauguration, will also utilize JOC-type facilities although they are often not identified as such or their existence even publicized.
 * Multiple agency coordination center (MACC): The MACC is a central command and control facility responsible for the strategic, or "big picture" of a disaster. A MACC is often used when multiple incidents are occurring in one area or are particularly complex for various reasons such as when scarce resources must be allocated across multiple requests. Personnel within the MACC use multi-agency coordination to guide their operations. The MACC coordinates activities between multiple agencies and incidents and does not normally directly control field assets, but makes strategic decisions and leaves tactical decisions to individual agencies. The common functions of all MACC's is to collect, gather and analyze data; make decisions that protect life and property, maintain continuity of the government or corporation, within the scope of applicable laws; and disseminate those decisions to all concerned agencies and individuals. While often similar to an EOC, the MACC is a separate entity with a defined area or mission and lifespan whereas an EOC is a permanently established facility and operation for a political jurisdiction or agency. EOCs often, but not always, follow the general ICS principles but may utilize other structures or management (such as an emergency support function (ESF) or hybrid ESF/ICS model) schemas. For many jurisdictions the EOC is where elected officials will be located during an emergency and, like a MACC, supports but does not command an incident.

Equipment
ICS uses a standard set of equipment nomenclature. ICS equipment include:
 * Tanker – This is an aircraft that carries fuel (fuel tanker) or water (water tanker).
 * Tender – Like a tanker, but a ground vehicle, also carrying fuel (fuel tender), water (water tender), or even fire fighting foam (foam tender).

Computers
The importance of access to computer systems is becoming more common within the advancements to technology and to support the standardised approach to incident and emergency response. Commonly referred to within the Command and Control structure within United States Army, computers and computer-based systems allow responders to interface with each other to have access to the latest information for decision making. See Incident Command Post (ICP) for more information.

Type and kind
The "type" of resource describes the size or capability of a resource. For instance, a 50 kW (for a generator) or a 3-ton (for a truck). Types are designed to be categorized as "Type 1" through "Type 5" formally, but in live incidents more specific information may be used.

The "kind" of resource describes what the resource is. For instance, generator or a truck. The "type" of resource describes a performance capability for a kind of resource for instance,

In both type and kind, the objective must be included in the resource request. This is done to widen the potential resource response. As an example, a resource request for a small aircraft for aerial reconnaissance of a search and rescue scene may be satisfied by a National Guard OH-58 Kiowa helicopter (type & kind: rotary-wing aircraft, Type II/III) or by a Civil Air Patrol Cessna 182 (type & kind: fixed-wing aircraft, Type I). In this example, requesting only a fixed-wing or a rotary-wing, or requesting by type may prevent the other resource's availability from being known.

Command transfer
A role of responsibility can be transferred during an incident for several reasons: As the incident grows a more qualified person is required to take over as Incident Commander to handle the ever-growing needs of the incident, or in reverse where as an incident reduces in size command can be passed down to a less qualified person (but still qualified to run the now-smaller incident) to free up highly qualified resources for other tasks or incidents. Other reasons to transfer command include jurisdictional change if the incident moves locations or area of responsibility, or normal turnover of personnel due to extended incidents. The transfer of command process always includes a transfer of command briefing, which may be oral, written, or a combination of both.

title: Incident Command System


text:
User talk:Miles Monroe~enwiki

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title: User talk:Miles Monroe~enwiki


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User talk:Garyadams314

Hello and welcome to Wikipedia! Hope you like it here, and stick around.

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