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Incident command system Slides

1. INCIDENT COMMAND
SYSTEM
Md Ashique Hasan Ullah
PPDM Graduate 2013
BRAC University
06 July 2013
1

2. WHAT
IS
INCIDENT COMMAND
SYSTEM (ICS)?
2

3. OBJECTIVE
•Theobjectiveofthispresentationistointroducethe
IncidentCommandSystemalongwithitsbackground
•VariousfeaturesofICSandhowdoesitworks
•ChallengesofICSanditspresentandfuturefeasibility
inBangladesh
3

4. HISTORY OF ICS-INTRODUCTION
Intheearly1970’s,anationalprojectknownas
FIRESCOPEwasconvenedbyCaliforniaFireDepartment
totryandcomeupwithanorganizationalsystemfor
fightingmulti-stateforestfires.
TheFIRESCOPE grouprealizedthattheG1-4
organizationalstructure(UsedbyUSArmyafterthe1nd
Worldwar)wasaproventoolwithasolidtrackrecordinthe
managementofthelarge,quickmovingandsometime
chaoticeventsofwarfare
It was adopted by the FIRESCOPE project and named the
Incident Command System (ICS)

5. 5
ICS-INTRODUCTION
•Canbeusedtomanageanemergencyincidentornon-
emergencyevent
•Canbeusedforbothsmallandlargeeventsorsituations
•Systemhasconsiderableinternalflexibility
•Systemcangroworshrinktomeetdifferingneeds
•Costeffective&efficientmanagementsystem

6. 6
•ICS Organization
•Applications
•Incident Facilities
•Incident Action Plan (IAP)
•Span of Control
•Emergency Operation Center (EOC)
•Unified Command (UC)
•Advantages of UC
•Area Command
ICS FEATURES TO COVER

7. LOGISTICS
7
INCIDENT
COMMANDER
OPERATIONS
PLANNING &
INTELLIGENCE
FINANCE&
ADMINISTRATION
COMMAND STAFF
ICS ORGANIZATION

8. 8
ICS ORGANIZATION-5 MAJOR ACTIVITIES
•COMMAND
•Sets objectives & priorities, has overall responsibility
at incident or event
•OPERATIONS
•Conductstacticaloperationstocarryouttheplan,
developsthetacticalobjectives,organization,&
directsallresources
•PLANNING
•Developstheactionplantoaccomplishthe
objectives,collect&evaluatesinformation,maintains
resourcestatus
CONT’D … …

9. 9
5 MAJOR MANAGEMENT ACTIVITIES
•LOGISTICS
•provides support to meet needs, provides resources
& services
•FINANCE/ ADMINISTRATION
•Monitors costs, provides accounting, procurement,
time records, & cost analyses

10. 10

11. 11

12. 12

13. 13

14. 14
INCIDENT COMMAND SYSTEM

15. 15
INCIDENT COMMANDER

16. 16
INCIDENT COMMANDER
•Inoverallcommandoftheincident
•Mustbefullyqualifiedtomanageincident
•Maybeassignedbyresponsiblejurisdictionoragency.
•Mayhaveoneormoredeputies,whomustbeequally
qualified
•Mayassignpersonnelforbothcommandstaffandgeneral
staff

17. 17
PUBLIC INFORMATION OFFICER who serves as the tool
for information to internal and external stakeholders, including the
media, stakeholders, and the public.
SAFETY OFFICER
who monitors safety conditions and develops measures
for ensuring the safety of all incident personnel
LIASION OFFICER
who serves as the primary contact for other agencies assisting
at an incident.
COMMAND STAFF

18. 18
GENERAL STAFF
•General Staff are called Section Chiefs
•These are Operations, Planning, Logistics,
& Finance/Administration
•Each Section Chief may have one or more
deputies
•Deputies may work in primary position,
relief, or specific tasking
•Deputies must be as qualified as Section
Chief

19. 19
ICS ORGANIZATIONAL COMPONENTS
INCIDENT
COMMANDER COMMAND STAFF
SAFETY OFFICER
LIAISON OFFICER
INFORMATION
OFFICER
OPERATIONS
CHIEF
PLANNING
CHIEF
LOGISTICS
CHIEF
FIN/ADMIN
CHIEF
BRANCH BRANCH
DIVISION GROUP
SINGLE
RESOURCE
TASK
FORCES
SINGLE
RESOURCES
STRIKE
TEAMS
THIS LEVEL
HAS LEADERS

20. 20
SINGLE RESOURCE
In ICS, “resources” refers to personnel, supplies,
and equipment.

21. 21
TaskForce:Acombinationofmixedresourceswith
commoncommunicationsoperatingunderthedirect
supervisionofaTaskForceLeader.
TYPE OF TEAM
StrikeTeam:Asetnumberofresourcesofthesamekind
andtypewithcommoncommunicationsoperatingunderthe
directsupervisionofaStrikeTeamLeader.

22. 22
STRIKE TEAM TASK FORCE

23. 23
TYPE OF TEAM

24. 24
WHEN INCIDENT BECOME LARGER
Difficult to manage and accountability
Too many TEAMS !!!!!

25. 25
GROUPS
Groups are established basing on functional operations
Kind of group is determined by needs of incident
Groups

26. 26
Divisions are usually divided at an incident geographically
Divisions are usually labeled Alphabetically
DIVISIONS
DIVISION

27. 27
GROUPS & DIVISIONS
•In small incidents Groups and Divisions report to IC
•In large incidents they report to Operations Section Chief
or Branch Directors if established
•Divisions and groups do not use deputies
•Divisions & Groups are at an equal level of responsibility &
supervisors must coordinate their activities

28. 28
BRANCHES
•TheOperationsSectionChiefmayaddBranchesto
superviseGroupsandDivisionsandfurtherreducehisor
herspanofcontrol.ThepersoninchargeofeachBranch
isdesignatedasaDirector.

29. 29
ORGANIZATION TERMINOLOGY
PRIMARY POSITION TITLE SUPPORT POSITION
_____________________________________________________
Incident Commander Incident Commander (IC)Deputy
•Command Staff Officer Assistant
•Section Chief Deputy
•Branch Director Deputy
•Division/Group Supervisor N/A
•Strike Team/Task force Leader N/A (Sub Leader)
•Unit Leader N/A (Sub Leader)
•Single Resource Use Unit DesignationN/A (Sub Leader)

30. 30
INCIDENT FACILITIES
•Incident Command Post (ICP)
•Emergency Operation Center (EOC)
•Incident Base
•Camps
•Staging Areas
•Helibase
•Helispots

31. 31
INCIDENT COMMAND POST (ICP)
•Location where ICP oversees all operations
•There is only one ICP for each incident
•Every incident or event needs some form of ICP
•Should be located as close and as safe as
•possible to the incident
•Should be just outside the danger zone

32. 32
INCIDENT COMMAND POST (ICP)
Static ICP Mobile ICP

33. 33
SS
B
RC
S
Staging Area
Relief Camp
Incident
Base
Store of relief
material
Entrance gate
Exit gate
Command Post
S
HP
Barrier Fence
communication
center
LAYOUT OF TYPICAL BASE
Source: National Disaster Management Guidelines —Incident Response System, A publication of:
National Disaster Management Authority Government of India

34. 34
TheEmergencyOperationsCenteristhecentraldirection,
control,andcoordinationpointforemergencyoperations.It
istheplacetodecidewhatspecificinformationshouldgoto
personscarryingoutan‘emergencyservice’operation.
(FederalEmergencyManagementAgency(FEMA)1981).
Emergency Operation Center(EOC)

35. 35
Difference between ICP and EOC
Incident Command Post (ICP) Emergency Operation Center (EOC)
1.EOCworksatstrategiclevel
focusingthebigpictureofthe
incident.Itdoesn’thavethe
operationalfocus.
2.EOCisnotlocatedatincidentplace.
3.EOC providesresourcesand
guideline.
1.ICPworksattacticallevelfocusingthe
specificincidentonly.
2.ICPislocatedneartheincidentplace.
3.ICPisresponsiblefortheoperational
activities.

36. 36
INCIDENT ACTION PLAN
•Theremustbeawrittenororalactionplan
•Providesallsupervisorswithdirectionforfuture
action
•Includesmeasurabletacticaloperationstoachievein
anoperationperiod
•Dependingonincident,operationalperiodcouldbe2
to24hours
•Incidentoperationalperiodwillbebasedonneedsof
incident
•Onlargerandmulti-agencyincidents,PLANSMUST
BEWRITTEN

37. 37
SPAN OF CONTROL
•SpanofControlmeanshowmanyorganizational
elementsmaybedirectlymanagedbyanother
person.
•MaintainingspanofcontrolthroughouttheICS
organizationisveryimportant
•Effectivespanofcontrolmayvaryfrom3to7
•Ratioof1to5reportingelementsisideal
•Ifnumberofelementsfallsoutsidethespanof
control,expansionorconsolidationmaybe
necessary

38. 38
SPAN OF CONTROL
SUPERVISOR
4 7 109865321
INEFFECTIVE AND POSSIBLY
DANGEROUS

39. 39
IDEAL SPAN OF CONTROL
SUPERVISOR
1 2 3 4 5
RATIO: 1 TO 5

40. 40
APPLICATIONS FOR ICS
•Fires, HAZMAT,multi-
casualty incidents
•Multi-jurisdiction and
multi-agency disasters
•Wide-area search &
rescue missions
•Oil spill response and
recovery
•Single & multi-agency
law enforcement
incidents
•Air, rail, water,or ground
transportation incidents
•Planned events:
celebrations, parades,
concerts, etc
•Private sector
emergency
management programs
•Federal-provincial-local
major natural hazards
management

41. 41
The Unified Command organization consists of the
Incident Commanders from the various jurisdictions
or agencies operating together to form a single
command structurein the field.
UNIFIED COMMAND

42. 42
UNIFIED COMMAND

43. 43
UnderaUnifiedCommand,theIncident
Commandersmanagetheincidenttogether
andnoonehasseniorityoveranother
TheIncidentCommanders withinthe
UnifiedCommandmakejointdecisionsand
speakasonevoice.Anydifferencesare
workedoutwithintheUnifiedCommand
UNIFIED COMMAND

44. 44
InaUnifiedCommand,alltheinstitutionsandresponding
agenciesblendintoanintegrated,unifiedteam.The
advantagesinclude:
• A shared understanding of priorities and restrictions.
• A single set of incident objectives.
• Collaborative strategies.
• Improved internal and external information flow.
• Less duplication of efforts.
• Better resource utilization.
ADVANTAGES OF UNIFIED
COMMAND

45. 45
InaUnifiedCommandthereisonlyoneOperationsSection
Chief.TheOperationsSectionChiefshouldbethemost
qualifiedandexperiencedpersonavailable.
UNIFIED COMMAND

46. 46
AREA COMMAND
AreaCommandisanorganizationtooverseethe
management ofmultipleincidentshandled
individuallybyseparateICSorganizationsorto
overseethemanagementofaverylargeorevolving
incidentmultipleIncidentManagementTeams(IMT)

47. 47
Management of multiple incidents handled individually by
separate ICS organizations
ICS ICSICSICS
IncidentsIncidents Incidents Incidents
AREA
COMMAND
AREA COMMAND

48. 48
Management of a very large or evolving incident
multiple Incident Management Teams (IMT)
ICS ICSICSICS
AREA
COMMAND
AREA COMMAND
Large Incident

49. 49
AREA COMMAND
ThisapplicationofICSusedwhenthereisnecessaryto
providecommandauthorityandcoordinationfortwoor
moreincidentsincloseproximity.
InthissituationtheAreacommandworksdirectlywith
incidentcommanders.AreacommandbecomesUnified
AreaCommandwhenincidentsaremultijurisdictional.
ItmaybeestablishedatanEOCfacilityoratsomeother
locationotherthananIncidentCommandPost.

50. 50
CHALLENGES FACED BY ICS
Common Terminology and Clear Text
•Communications should use common terms or
clear text.
•Do not use radio codes, agency-specific codes,
acronyms, or jargon.
EMT = Emergency Medical Treatment
EMT = Emergency Medical Technician
EMT = Emergency Management Team

51. 51
CHALLENGES FACED BY ICS
Integrated Communications System
Different agencies used different type of
communication system or equipment
When Civil and Military are worked
together they use different wireless
procedure

52. 52
Complexity in Command
CHALLENGES FACED BY ICS
InthetraditionalICSmodel,thesenioron-scene
operationalofficerfromtheagencywithprimary
responsibilitybecomestheIncidentCommanderupon
arriveatthescene.
Itisimpossibleintherealworldfortheseniorrelevant
officialtoavoidresponsibility,evenifhe/shehasnotyet
formallyassumedtheroleof“IncidentCommander”

53. 53
Complexity in Command
CHALLENGES FACED BY ICS
Ifyouareonscene,andaretherankingofficer,youare
expectedtobeincommand,andwillbeheldresponsible
bythebodypolitic
Eveniftheseniorofficerhasnotyetofficiallyassumed
command,ifheobservesaninherentlyunsafesituation,
hemustimmediatelyassumecommandandtakeaction

54. 54
ICS IN DEVELOPED & DEVELOPING
COUNTRIES
ICS
Incident Commander
Incident Commander
Developed CountriesDeveloping Countries
USA
CANADA
Incident ControllerAUSTRALIA
Responsible Officer
(RO)
Incident Commander
INDIA & SRI LANKA
Delegate Authority

55. 55
ICS IN BANGLADESH
DisasterManagement:Acombinedapproach
SinceindependencetheArmedForcesareworking
withvariousministriesofGOBandachieved
confidencefromthegeneralmass
Adhocbasisplan
GOBdoesn’tfollowanyspecificactionframeworkor
anymanagementsystemforcoordinatingtheefforts
ofdifferenceagenciesduringemergencyresponse
phase

56. 56
ICS IN BANGLADESH
IntegrationofNGO
Before“SOD2011”GOBdidn’thaveanypoliciesor
plantoofficiallyincorporatetheNGO’seffortin
emergencyresponseactivities
AdhocbasisintegrationNGO’sinlargescaleduring
Operation“SEAANGLES”in1991
GOBintegratedtheICSintherevisedSODinyear
2010forovercomingallthisabovementioned
limitations

57. 57
TABLE OF CONTENTS
PART 1: INTRODUCTION 1
1.1 BACKGROUND 1
1.2 DEFINITIONS 4
PART 2: NATIONAL POLICY AND COORDINATION 7
2.1 REGULATIVE FRAMEWORK 7
2.2 NATIONAL MECHANISM FOR POLICY GUIDANCE AND COORDINATION 8
2.2.1 National Disaster Management Council 8
2.2.2 Inter-Ministerial Disaster Management Coordination Committee (IMDMCC) 10
2.2.3 National Disaster Management Advisory Committee 13
2.2.4 Cabinet Committee for Disaster Response (CCDR) 13
2.2.5 National Disaster Response Coordination Group (NDRCG) 14
2.2.6 Committee for Speedy Dissemination and Determination of Strategy of Special Weather Bulletin 16
2.2.7 Focal Points Operational Coordination Group 17
2.2.8 Coordination Committee of NGOs relating to Disaster Management 18
2.2.9 Disaster Management Training and Public Awareness Task Force 19
2.3 SUPPORTING ROLE OF MINISTRY OF FOOD AND DISASTER MANAGEMENT 20
2.4 MULTI-AGENCY DISASTER INCIDENT MANAGEMENT SYSTEM 20
MULTI-AGENCY DISASTER INCIDENT
MANAGEMENT SYSTEM
ICS IN BANGLADESH
Integration of ICS in Standing Order on Disaster management

58. 58
MULTI-AGENCYDISASTERINCIDENTMANAGEMENT SYSTEM
Managementofanydisasterincidentwillincludethethreeclearly
delineatedfunctionsofcommand,controlandcoordination.Theoverall
controlofeventsistheresponsibilityofonepersonknownasthe
DisasterIncidentManager
TheDisasterIncidentManagerisresponsibleforthecontrolofthe
disasterincidentandwillassigntaskstoagenciesinaccordancewiththe
needsofthesituation.TheDisasterIncidentManagerwillspecify:(a)
whatneedstobedone;(b)bywhichagency;and(c)bywhattime
IMDMCC(InterministerialDisasterManagementCoordinationCouncil)
willallocateresponsibilitytoaleadagencyforparticulartypesof
incidents.
ICS IN BANGLADESH

59. 59
CHALLENGES FACED BY ICS IN
BANGLADESH
-Lack of Co-operation because the inter-ministries are less
effective and mistrust between GO & NGO exist
-Civil and Military relation (CMR) need to develop more
(i)Less exposure of Armed Forces Role in DM to
the nation
(ii)Absence of Define Action Framework within
these two organizations
-The GO doesn’t trust the NGO due to their questionable
role in BD ( DMB need to control the NGO’s at district level)

60. 60
CHALLENGES FACED BY ICS IN
BANGLADESH
TheNGOaren’tinterestedtoworkwithGOdueto
controllingattitudeoftheGOB
TheArmedForcehasnoexperiencetoworkwithNGO’s
(recentlyit’sdeveloping)
CommandControlbecomesdifficultduetoignoranceon
WarrantofPrecedenceandothersrole

61. 61
HOW TO OVERCOME THIS
CHALLENGES
ICS
Components
Limitations Need
Co-Operation Less effective/Mistrust
/Ego problem
Positive Motivation
/Development of Civil
–Military Relation
Command & Control-Warrant of Precedence,
-Synchronization of the
rank and appointment in
all level
Well defined Action
Frame work and
guideline in details
Co-ordination -Ignorance on others
Role
•Policy based
coordination
approach
•Joint Training and
other activities

62. 62
The disaster is measured by its intensity and intensity of a disaster
measured in terms of loss of lives and damage of property
In Bangladesh the area of Jurisdiction of a district is smaller but the
density of population is larger compare to the area itself
At district level maximum time the disaster turn into a large incident
which needs to involve more number of agencies for humanitarian
assistances
Controlling the number of agencies the Unified command is the suitable
management tool
ICS or UCS?

63. 63
ICS or UCS?
Density of population in USA 33.82Per Sq Km
Density of population in Canada 3.75Per Sq Km
Density of population in BD 1142.29Per SqKM
ForCanadaandUSAadisasterhavingsamemagnitude
whichmaybeasmallimpactbutthesamemagnitude
disastermaybealargedisasterforBangladeshinterms
oflossoflivesandpropertydamage
Source : Published in World Bank report 2012

64. 64
PROPOSED MODEL FOR ARMED
FORCES IN DISTRICT LEVEL
ICS model -1 (Delegation of Authority)
ICS model -2 (Parallel command and control authority)
ICS model -3 (Unified Command Group)

65. 65
Deputy Commissioner (DC)
Or
Responsible Officer (RO)
Armed Force Representative
(Incident Commander)
Information and Media Officer
Safety Officer
Liaison Officer
Deputy IC
Logistics SectionPlanning SectionOperation Section
COMMAND
STAFF
GENERAL
STAFF
Nodal Officer (Air
Operational)
Local elected Political Leader or
Parliament Member and NGO
can participate
ICS model -1 (Delegation of Authority)

66. 66
Doesn’t disturb the present exist governmental structure
Armed Forces representative act as an Incident Commander on
behalf of the DC, so the Armed Force remains as a supporting role
The elected political leader and concern NGOs are well incorporate
in planning , operation section and logistic
The proposed ICS incorporate the finance and admin section as a
part of finance branch under logistic section which will minimize the
extra manpower and makes the ICS structure simpler
Inclusion of the NODAL officer for coordination and conducting air
operation will help the rescue and relief operation easier.
ADVANTAGES OF MODEL -1

67. 67
TheArmedForceactasasupportingroleduringemergency
responseoperationanditremainunderdirectcommandand
controlofthedefenseministerthroughArmedForces
Division(AFD).Soitcan’tworkunderDCatdistrictlevel.
TheArmedForcecommandercan’tactasanIncident
commanderuntilhegetthetrainingonICS,stillin
Bangladeshwedon’thavethetrainingonICSfortheAFD
personal.
TheArmedForcecommandermaynothavewellknowledge
andrelationwithNGOs/Politicalleadersoitwillbedifficult
forthemtogetfullsupportfromtheNGOs.
.
DISADVANTAGES OF MODEL -1

68. 68
IftheDCisnottrainedonICSthentheresponsibleofficer
(RO)nominatedfromtheGovernmentmaynotbewell
orientedwithrestoftheGovernmentandNon
Governmentalagencieswhoallareworkinginthatdistrict.
TheincorporationofelectedpoliticalleaderandNGOsat
sectionlevel(OperationandPlanning)maydowngrade
theirstatusandimportanceinICS
DISADVANTAGES OF MODEL -1

69. 69
Deputy IC
Information and Media Officer
Safety Officer
Liaison Officer
Deputy
Commissioner (DC)
Or
Responsible Officer
(RO)
Armed Force
Representative
(Incident
Commander)
Logistics
Section
Planning
Section
Operation Section
COMMAND
STAFF
GENERAL
STAFF
Nodal Officer (Air
Operational)
Political Elected
Leader
District Disaster
Management Bureau
(DDMB)
Local NGOs
ICS model -2 (Parallel command and control authority)

70. 70
ADVANTAGES OF MODEL -2
• Atdistrictlevelboththemilitaryandcivil
administration enjoytheparallelauthorityfor
mobilizingitsownmenandresources
• ThecommandandcontrolauthorityremainswithAFD
• TheDCwillactasDistrictCoordinatorandprovideall
necessarysupporttoICnominatedfromArmed
Forcesdivision

71. 71
• TheOperationsectionandlogisticssectionwill
bemannedbyAFDandtheotherrelated
agencieswillprovidetheirsupportthroughthe
coordinationprocessbyDC
• TheDCwillmakeabridgewiththeIC(AFD
Personal)andPoliticalelectedleader
• TheNGOswillbecontroledandcoordinatedby
thedistrictDisasterManagementBureau(DMB)
forsmoothfunctioning.
ADVANTAGES OF MODEL -2

72. 72
•TheDCwillnotenjoythesuperiorauthoritylikeICSmodel-1
•TheArmedForceRepresentativemaynothavethetrainingonICS
whichwillHindertheprogressofICS
•ThecommandandcontrolauthoritywillremainwithAFD
representativewhichisnotcommensuratewiththepresentGovernment
structure
•TheNGO’smayfacebureaucraticproblemwithDMBwhichmay
delaytheprocess
•DirectcontactwithPoliticalleadermayinfluencetheDCforproviding
undueprivilegetopoliticalleaderlikemoreshareofreliefinhisown
menorarea.Anddisturbthereliefplanofthedistrict.
DISADVANTAGES OF MODEL -2

73. ICS model -3 (Unified Command Group)
73

74. 74
•TheUnifiedCommandgroupisensuredtheequalparticipationof
theDC,IC(AFD)andelectedlocalpoliticalleaderroleinICS.
•TheUnifiedcommandgroupensurestheproofplanningand
operationoftheemergencyresponseactivities.
•TheUnifiedCommandgroupensurestheaccountabilityand
balancedofcommand,controlauthoritybetweenthreecomponents
likeCivilandMilitaryadministration(AFD)andPoliticalpartyaswell.
•ThepresenceofArmedForcespersonalinUnifiedCommandgroup
helpstomakeabalancedbetweenpoliticalleaderandDC.
ADVANTAGES OF MODEL -3

75. 75
•Thepoliticalfigureinunifiedcommandgroupwillensurethatthe
demandsoflocalpeoplearefulfilledbytheserviceprovider.
•Thepoliticalleadercanplayavitalroletomotivatetheaffectedpeople
incrisistimeandcanhelptheArmedForcestocontrolthelawandorder
situationintheaffectedarea.
•TheDMBcanhelptheArmedForceCommanderprovidingtheNGOs
supportintimeandcorrectly.
•TheDMBcannominatetherightmantorepresenttheNGOs
communityatdistrictlevel.
ADVANTAGES OF MODEL -3

76. 76
•TheactiveparticipationoflocalelectedpoliticalfigureinUnified
CommandGroupwillensuretheformingupthecivildefenseforceat
districtlevel,whichwillbeatrainedforceintheprocessoftime.In
futureitwillenhancethecapabilityofDistrict’scapabilitytomanageany
disaster
ADVANTAGES OF MODEL -3

77. 77
DISADVANTAGES OF MODEL -3
•Thepoliticalleadermayinfluencethelocalpeopleforhisownpolitical
interestandwhichmaycreatenegativeimpacttowardstheICSpersonal.
•TheNGOsmayshownonparticipationattitudetowardsDMBdueto
bureaucraticinterferenceorproblem.
•Theseparatebranchinlogisticssectionforthefinancewhichwillbe
managebytherespectivecivilauthoritymaycreatesomeproblemasthe
logisticsectionwillbecontrolledbytheArmedForces.

78. 78
DISADVANTAGES OF MODEL -3
•TheUnifiedCommandgroupisverynewconceptinourcountry.So
itwilltaketimetounderstandbyall.
•ThepresenceofPoliticalleaderinUnifiedCommandGroupmay
createsomeproblematthebeginningbutitwillbeminimizedinthe
longrun
•Thepoliticalfiguremaytrytoincorporatehispartysupporteras
volunteersinICSstructureanddisturbthedistributionofrelief
material.
•Thepoliticalleadermayinfluencethelocalpeopleforhisown
politicalinterestandwhichmaycreatenegativeimpacttowardsthe
ICSpersonal

79. 79
TheproposedICSmodel-3hasgotsomedisadvantagestoavoid
thoseproblemsthefollowingsuggestioncanbefollowed:
•Thepoliticalleadercanbetrainedatdistrictleveltomakeaware
abouttheirresponsibilityinUnifiedCommandGroup.
•Thefinancebranchcanbesetupasasectionanditcanbe
managedbythegovernmentofficialnominatedbyDC.
•TheDMBshoulddevelopahealthyrelationwithNGOsatdistrict
level.
•DMBshouldcontrolandhavetheaccountabilityofthelocalNGOs
withmaturedmanagement.
SUGGESTIVE MEASURES

80. 80
SUGGESTIVE MEASURES
•TheAFDshouldnominatetheArmedForcesrepresentativeat
districtlevelwiththequalificationonICStrainingandexperiencedon
disastermanagement.
•TheDCshouldhavetrainingonICSforsmoothcoordinationwith
otheragencies.
•Priortoanydisasterthereshouldbeagoodnumberoftraining,
workshopandtabletopexerciseonICSatdistrictlevelwhichwill
helptheresponderagenciestoknoweachothercapabilityand
developingagoodrelationamongthem.
•AlltherespondershouldintroducetheICSintheiragencywhichwill
helpthemtoaccumulatetheirICSstructurewiththeICSofthe
Districtduringemergencyresponseperiod.

81. 81
-Priortoanydisasterthereshouldbeagoodnumberoftraining,
workshopandmodeldiscussiononICSatdistrictlevelwhichwillhelpthe
responderagenciestoknoweachothercapabilityanddevelopingagood
relationamongthem.
-AlltherespondershouldintroducetheICSintheiragencywhichwill
helpthemtoaccumulatetheirICSstructurewiththeICSoftheDistrict
duringemergencyresponseperiod.
-Thelocalvolunteercanbeorganizedandtrainedwiththeguidanceand
supportofthelocalelectedpoliticalleaderandtherebythisvolunteercan
formstrongcivildefenseforceatDistrictlevelandminimizethe
dependencyfromtheArmedForces.
RECOMMENDATION

82. 82
-TheGovernmentshouldintroducepolicyregardingthe
communicationandusablecommonwordfordisaster.
-GovernmentshouldfinalizedtheDisasterManagementActand
policybasingonthatthestructureofICScanbedeveloped
-TheGovernmentshouldgivetheauthoritytoDMBtomonitorand
haveaccountabilityoftheNGOswhoallarespeciallyworkingon
disasterrelatedissue
-Thepoliticalleadercanbetrainedatdistrictleveltomakeaware
abouttheirresponsibilityinUnifiedCommandGroup
RECOMMENDATION

83. 83
-Thefinancebranchcanbesetupasasectionanditcanbemanaged
bythegovernmentofficialnominatedbyDCbecausetheArmedForces
donotgetanyseparatebudgetallocationfromGOBformanaging
disaster
-TheDMBshoulddevelopahealthyrelationwithNGOsatdistrictlevel
-DMBshouldcontrolandhavetheaccountabilityofthelocalNGOswith
maturedmanagement
-TheAFDshouldnominatetheArmedForcesrepresentativeatdistrict
levelwiththequalificationonICStrainingandexperiencedondisaster
management
-TheDCshouldhavetrainingonICSforsmoothcoordinationwithother
agencies
RECOMMENDATION

84. Any
Question?
84

85. 85
-A single coordinated Incident Action Plan
-One Operation section Chief
-One Incident Command Post
Unified Command in ICS
CONCLUSION

86. 86
ICS
Local Elected
Political leader
Advisor
DC / District
Coordinating
officer
Incident
Commander
From Armed Force
CONCLUSION
Under a Unified Command, the Incident Commanders
manage the incident together and no one has seniority
over another.
TheIncidentCommanderswithintheUnifiedCommand
makejointdecisionsandspeakasonevoice.Any
differencesareworkedoutwithintheUnifiedCommand
group
Unified
Command Group

87. THANKS FOR YOUR
PATIENCE
87