Col V N Supanekar (Retd)

Professor & Director,

CDM, YASHADA

What can you do

to help

solve the problem?

INCIDENT RESPONSE SYSTEM for REVENUE OFFICIALS

HPC Recommendations

Under Mr JC Pant, formerly Secretary to GOI In 1999

RECOMMENDATIONS :-STRATEGIC THINKING-PREVENTION-Culture of PREPAREDNESS-QUICK RESPONSE

BEST PRACTICES—INCIDENT COMMAND SYSTEM (ICS now IRS),SUPPLY MANAGEMENT (SUMA),EMERGENCY OPERATION CENTER (EOC),EMERGENCY SUPPORT FUNCTIONS (ESFs),FIELD OPERATION GUIDES (FOG),

SPECIALISED TEAMS(SAR,HAZMAT etc,MOBILE HOSPITALS,INFORMATION NETWORK(IDRN)

National Disaster Management Policy 2009

Incident Command System (ICS)7.7.1 A traditional command structure exists “ in the administrativehierarchy which manages disasters in India. It has been planned tostrengthen and professionalise the same by drawing upon theprinciples of the ICS with suitable modifications. The ICS isessentially a management system to organise various emergencyfunctions in a standardised manner while responding to anydisaster“ It will provide for specialist incident management teamswith an incident commander and officers trained in differentaspects of incident management, such as logistics, operations,planning, safety, media management, etc. It also aims to put inplace such teams in each District by imparting training in differentfacets of incident management to District level functionaries. Theemphasis will be on the use of technologies and contemporarysystems of planning and execution with connectivity to the jointoperations room at all levels.

3

IRS-Intro-PPT-18

INCIDENT RESPONSE SYSTEM GUIDELINES 2010

INCIDENT RESPONSE SYSTEM GUIDELINES 2010

National Disaster Management Plan – May 2016

• Since disaster response operations are multifaceted, time sensitive,extremely fast-moving, and mostly unpredictable, it requires rapidassessment, close coordination among several departments, quickdecision-making, fast deployment of human resources and machinery aswell as close monitoring. In order to prevent delays and to eliminateambiguities with regard to chain of command, the SDMP and DDMPmust clearly spell out the response organisation as per IRS. These plansmust clearly identify the personnel to be deputed for variousresponsibilities in the IRT at various levels of administration along withproper responsibility and accountability framework. Provision forimplementation of unified command in case of involvement of multipleagencies such as Army, NDRF, CAPF, and International Urban TeamsSearch and Rescue must be spelt out in the SDMP. From time to time, theDM plan must be tested and rehearsed by carrying out mock exercises.

7

Existing Response structure

Disaster

PWD REV NGOELEC WATER FIREPOLICE

HQ HQ HQ HQ HQ HQ

COMMUNICATION

ResourcesResources ResourcesResourcesResources ResourcesResources

HQ

RESPONSE

DEPARTMENTAL RESOURCES

OFFICER IN CHARGE

RESPONSE THROUGH IRSDISASTER

IRS

DEPT DEPTDEPT DEPT DEPT DEPT

RESPONSE

IRS-Principles & Features

1. Standardization- Common Terminology

2. Management by Objectives (MBO)

3. Functional Organisation & Roles and Responsibilities

4. Comprehensive Resource Management

5. Manageable Span of Control

6. Chain of Command & Unity of Command

7. Unified Command/Area Command

8. Transfer of command

9. Accountability

10. Incident Facilities and Locations

11. Integrated Communication

12. Information and intelligence Management

13. Incident Action Plan

Management By Objectives

• SPECIFIC--Is the wording precise and unambiguous?

• MEASURABLE--How will achievements be measured?

• ACTION-ORIENTED--Is an action verb used to describe expected accomplishments?

• REALISTIC--Is the outcome achievable with given available resources?

• TIME-SENSITIVE--What is the timeframe? (if applicable)

Incident objectives are established based on the following priorities:

I Life Safety

II Incident Stabilization

III Property/Environmental

Preservation

Sample Incident Objectives

5 affected in boiler Fire-badly injured

20 staff trapped on first floor

Nearby slums likely to be affected

1. Rescue staff affected by boiler fire , provide first aid and evacuate them to hospital

2. SAR staff trapped on first floor, provide medical aid3. Evacuate people from slum if any and contain fire at factory

site

Operational Period

• Operational periods can be of various lengths, but are typically 12 to 24 hours

• Time required for execution of operational action as specified in the IAP

• Depends on time availability, environmental conditions, Safety, Availability of fresh resources

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1st

Operation Period

2nd

Operation Period

3rd

Operation Period

FLOOD INCIDENT- TOTAL TIME FOR INCIDENT MANAGEMENT

IRS : Primary Management Functions

INCIDENT COMMANDER Deputy

Information & Media Officer

Safety Officer

Liaison Officer

OPERATIONS SECTION PLANNING SECTION LOGISTICS SECTION

Staging Area

Response Branch

Division

(Geographical)

Group (Functional) Single Resource

Task Force / Strike Team)

Transportation Branch

Road

Rail

Water

Air

Resource Unit

Situation Unit

Documentation Unit

Demobilization Unit

Service Branch Support Branch Finance Branch

Communication Unit

Medical Unit

Food Unit

Resource Provisioning

Unit

FacilitiesUnit

Ground Support Unit

Time Unit

Compensation / ClaimUnit

Procurement Unit

CostUnit

COMMAND

OPERATION PLANNINGLOGISTICS

Finance & Administration

MANAGEMENT FUNCTIONS

Flexible&Standardized

Resources are personnel, equipment, supplies,

and facilities available for incident operations and

for which status is maintained.

Resources: Definition

17

Tactical Resources: Personnel and major items of equipment used in the operation.

Support Resources: All other resources required to support the incident (e.g., food, communications equipment, or supplies)

Manageable Span of Control

Span of control:

– Pertains to the number of individuals or resources that one supervisor can manage effectively during an incident.

– Is key to effective and efficient incident management.

Span of control considerations are influenced by the:

– Type of incident.

– Nature of the task.

– Hazards and safety factors.Incident response Team

Operation section

Branch 1 Branch 2 Branch 3 Branch 4 Branch 5 (Branch6 Branch 7)

Div/Gp A Div/Gp B Div/Gp C Div/Gp D Div/Gp E ( F & G )

SR/TF/ST a SR/TF/ST b SR/TF/ST c SR/TF/ST d SR/TF/ST e (f & g )

Options for Using Resources

Single Resources

Task Forces

Strike Teams

LDR

Leader

Leader

IRS-Module A-PPT-17

On Demand

Pre-incident Planning: Maintaining list of DM related resource needs in IDRN.

Resource Categorization

Resource Identification Mobilization and Management

Safety

Personnel Accountability

Adequate Reserves

Cost

Resource Management Principles

Chain of CommandChain of command is an orderly line of authority within the ranks of the incident management organization.

Authority

Unity of CommandUnder unity of command, personnel:

– Report to only one supervisor.

– Receive work assignments only from their supervisors.

Don’t confuse unity of command

with Unified Command!

Godavari Ghat Threats Identified-Drowning, Medical Emergency, Stampede

Resources Required at GhatFES, Medical, Ambulance, Police, Sanitation Dept

Task forceTeams from above department keeping span of control in mind can be grouped as one Task Force with command of Task Force rested with FES.

Unified Command

Unified Command:

– Enables all responsible agencies to manage an incident together by establishing a common set of incident objectives and strategies.

– Allows Incident Commanders to make joint decisions by establishing a single command structure.

– Maintains unity of command. Each employee only reports to one supervisor.

Fire Agency Law Agency EMS Agency

Resources

Operations Section Chief

Unified Command

Railway accident- Two Jurisdiction-Railway and District Administration

DC and Div Mgr/ concerned authority will form Unified Command

Area Command1. Management of

Multiple incidents handled individually by seperate IRTs

2. Management of very large or evolving incident managed by multiple IRTs

Transfer of Command

– Moves the responsibility for incident command from one Incident Commander to another.

– Must include a transfer of command briefing (which may be oral, written, or both).

Accountability

1. Check In

2. Unity of Command

3. Resource Tracking

4. Incident Action Plan

Integrated Communications

COMPONENTS:

1.Communication Systems

2.Frequency And Resource Use Planning

3.Information Transfer Procedures

ReliefCamp

Reliance on an Incident Action Plan

Every incident must have an Incident Action Plan (IAP) that covers a specified timeframe, called an operational period. May be oral or written

Every IAP must have four elements:

Statement of Objective- What do we want to do?

Organization- Who is responsible for doing it?

Tactics and Assignments

Support Plans

IRS Organizational Components

32

TransportationBranch

ResponseBranch

Operations Section

Road

ResourcesUnit

Planning Section

Demob.Unit

SituationUnit

Doc.Unit

Logistics Section

RPU

FacilitiesUnit

Time Unit

CompensationClaims Unit

ProcurementUnit

Cost Unit

Incident Commander

Information and Media Officer

LiaisonOfficer

SafetyOfficer

Commun.Unit

MedicalUnit

FoodUnit

ServiceBranch

SupportBranch

GroundSupport Unit

Response Branch

Deputy

StagingArea

Rail

Water

Air

Division(Geographical)

Group (Functional)(Single Resource Task

Force/Strike Team)

Finance Branch

Air Nodal Officer

IRS Provides Direction Through Delegation Of Authority & Responsibility

The Responsible Official (RO) establishes policy, direction, parameters, and delegates authority to the Incident Commander (IC)RO generally not at scene all the time but maintains contact as necessary.

Command-The act of directing, requesting, or controlling, by virtue of explicit statutory, regulatory, or delegated authority. At an incident, the Incident Commander has the authority to command. ICs Responsibilities are

Establish Incident Command Post (ICP).

Determine incident objectives and strategy.

Establish appropriate organization.

Delegates Authority

Ensure incident safety

Approve and authorize implementation of Incident Action Plan

Ensure coordination between Command and General Staff.

Authorize release of information to media.

Incident Commander:

COMMAND STAFF

INCIDENT COMMANDER

General Staff Overview

Incident Commander

Operations Section Chief

Planning Section Chief

Logistics Section Chief

Activated, as needed,

to support the incident

response directed by

the Operations Section.

Directs all

response/

tactical actions to

achieve the

incident

objectives.

36

Develops Incident

Action Plan

To accomplish the

objectives

Ob

DISASTER Immediate Response- Local

Summons District IRT REVIEWING OFFICER

ISA

Delegation of Authority

District Incident Response Team

ObjectivesStrategiesTactics

OPERATION PERIOD

1 2 3

Tactical plan based on appropriate Resource Availability (Front/Back end)

Resources grouped in to formal relationship

Organisationdeveloped depending on Span of Control

Development ofIncident Action Plan

Execution

Monitoring

Resource Mgt

Logistic Sp

Accountability

Flexibility

Close Out

Debriefing & Documentation