INDIAN DISASTER RESPONSE SYSTEM

Transcription

1 IRS-An overview

2 INDIAN DISASTER RESPONSE SYSTEM Difficulties/Challenges Designated Authorities not backed by Professional Teams Key Coordinating Officer may get overwhelmed Lack of professional Supply Management Coordination Issues Non-optimal resource management Poor Documentation Inadequate Cost Monitoring Deficiency in Communication system

3 HPC Recommendations HPC under JC Pant, formerly Secretary to GOI In 1999 recommended: Culture of PREPAREDNESS QUICK RESPONSE STRATEGIC THINKING PREVENTION BEST PRACTICES INCIDENT COMMAND SYSTEM(ICS), SUPPLY MANAGEMENT(SUMA), EMERGENCY OPERATION CENTER(EOC), EMERGENCY SUPPORT FUNCTIONS (ESFs),

4 History of IRS Based on HPC recommendations ICS of USA introduced after a series of consultations. Incorporated as a part of the GoI-USAID bilateral project on Disaster Management Support(DMS) LBSNAA made nodal agency for training and adaptation NIDM and other training institutions added NDMA Issues Guidelines IRS Course adaptation by NIDM

5 MHA, GOI approved Policy Document In 2004, MHA approved a Policy document outlining the approach, strategy & activities in this adaptation process. Main Considerations: It will not put in place a new hierarchy or supplant the existing system Designated authorities at different levels to be backed by trained Incident Command Teams Training (Principal driver for Institutionalization)

6 NDMA, GOI Guidelines on IRS

7 IRS is. A management tool adapted from ICS Standardized, on-scene, all-hazards incident applicability Modular, Integrated organizational structure that can match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries Can be used for routine incidents as well as major emergencies; activated at first response

8 IRS Offers: Well thought out pre-designated roles for each member of the response team; Systematic and complete planning process; System of accountability for the IRT members; Clear cut chain of command; The safety of responders and others.

9 IRS Offers: Effective resource management; Proper and coordinated communications set up; System for effectively integrating independent agencies into the planning and command structure without infringing on the independence of the concerned agencies; and Integration of community resources in the response effort.

10 Incident Response System Organisation Chart Information & Media Officer INCIDENT COMMANDER Deputy Liaison Officer Safety 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 Facilities Unit Ground Support Unit Time Unit Compensation / ClaimUnit Procurement Unit Cost Unit

11 Incident Response Team Incident Response Team = Command and General Staff Members Incident Commander Information & Media Officer Liaison Officer Safety Officer Operations Section Planning Section Logistics Section Incident Response Team

12 Who Does What? Command: Overall responsibility for the incident. Sets objectives. Incident Commander Operations Planning Logistics Section Section Section Operations: Develops the tactical organization and directs all resources to carry out the Incident Action Plan. Planning: Develops the Incident Action Plan to accomplish the objectives. Logistics: Provides resources and all other services needed to support the incident.. Responsible for Finance Coordination

13 Senior Official Role in Command and Coordination Law, Policy and Authority Senior Officials/ Responsible Officers Coordination, Support, Situational Awareness & Resource Mobilization District Emergency Ops Center (EOC) Regional Emergency Ops Center (EOC) National Emergency Ops Center (EOC) Command On-Scene Operations Incident Commander 1 Incident Commander 2 Incident Commander 3

14 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.

15 IRS-Principles & Features Management by Objectives (MBO) Primary Management Functions Standardization- Common Terminology Organisational Flexibility (Modular) Resource Management Unity & Chain of Command Span of Control Accountability Integrated Communication Transfer of command Unified Command/Area Command Incident Action Plan

16 INCIDENT MANAGEMENT (MBO) ACHIEVE GOAL PERFORM TACTICAL DIRECTION SELECT APPROPRIATE STRATEGY ESTABLISH INCIDENT OBJECTIVES UNDERSTAND AGENCY POLICY & DIRECTION

17 Management by Objectives a) Understand Government Policy And Directions Including Relief Code, Evacuation Procedures Etc; b) Establishment Of Incident Objectives; c) Section Of Appropriate Strategies;& d) Performance Of Tactical Moves (Assigning The Right Resources, And Monitoring Performance Etc.)

18 PRIMARY MANAGEMENT FUNCTIONS COMMAND = OVERALL RESPONSIBILITY OPERATIONS = DIRECT TACTICAL ACTIONS PLANNING = COLLECT/ANALYZE DATA, PREPARE ACTION PLAN LOGISTICS = PROVIDE SUPPORT FINANCE = COST ACCOUNTING & PROCUREMENT

19 INCIDENT OPERATIONS ORGANIZATION SMALL INCIDENT ORGANIZATION RESOURCE SINGLE COMMAND RESOURCE SINGLE LARGE INCIDENT ORGANIZATION COMMAND SECTION BRANCH DIVISION / GROUP RESOURCES

20 Common Terminology a) Organisational Elements: Section, Branch Division, Group, Units b)position Titles c)resources d)facilities

21 SPAN OF CONTROL INEFFECTIVE AND POSSIBLY DANGEROU S EFFECTIVE SPAN OF CONTROL

22 Accountability a) Incident Briefing Form 001 f) Incident Check-in and Deployment List Form 006 b) Incident status Summary (ISS) Form002 g) OnDutyOfficersList Form 007 C) UnitLog Form003 h) MedicalPlan Form008 d) Record or performed Activities Form 004 e) Organisation Assignment List Form005 i) Incident Communication Plan Form009 g) Demobilisation Plan Form 010

23 PERSONNEL ACCOUNTABILITY CAN BE MAINTAINED THROUGH : 1.CHECK IN FORM 2.UNITY OF COMMAND 3.RESOURCE STATUS KEEPING SYSTEM

24 PERSONNEL ACCOUNTABILITY CAN BE MAINTAINED THROUGH: DIVISION A DIVISION C UNIT LOG UNIT LOG DIVISION B UNIT LOG UNIT LOG 4.DIVISION / GROUP ASSIGNMENT LISTS 5.UNIT LOGS

25 INTEGRATED COMMUNICATIONS COMPONENTS: 1.Communication Systems 2.Frequency And Resource Use Planning 3.Information Transfer Procedures COMMUNICATION NETWORKS: COMMAND NET TACTICAL NETS SUPPORT NET CRITICAL COMMUNICATION NON CRITICAL COMMUNICATION

26 Incident Resource Management Includes Establishing Resource Needs. Resource Ordering. Check-In Process. Resource Use. Resource Demobilization.

27 Resource Management Required: Resources That Would Be Needed To Respond To Disasters Effectively And Which Need To Be Obtained; Available: Resources Ready For Deployment In The Staging Area; Assigned: Resources On Active Assignment; And Out-of-service: Resources Not Assigned Or Not Available Because Of Repair Or Maintenance.

28 RESOURCE STATUS CONDITIONS AVAILABLE (At Staging Area) ASSIGNED OUT OF SERVICE (At Base)

29 Options for Using Resources Single Resources LDR Leader Task Forces Leader Strike Teams

30 Resource Status Keeping Systems Manual System using forms

31 Resource Status Keeping Systems Card Systems

32 Magnetic Maps or Status Boards Resource Status Keeping Systems

33 Computer Systems Resource Status Keeping Systems

34 OPERATIONAL PLANNING WORKSHEET

35 Questions?