The risk profile of the Gauteng City Region (GCR) necessitates the implementation of a single, province-wide incident management system that is capable of ensuring the effective, coordinated response to large-scale and complex incidents by the GCR’s various response organizations.

1. Provincial Incident Management Summit
16-17 March 2016
Closing remarks – Final Day
Presented: Mr RG Hendricks
Director: Fire & Rescue Services

2. Things are no longer as simple as the olden days

3. Purpose of the Summit
• The primary purpose of the Summit is begin to gain
an understanding of the various types of Incident
Management approaches currently in use within the
Gauteng City Region.
• The secondary purpose is to formulate the basis for
the adoption of a common interoperable and
compatible ICS for the GCR.
• Ultimately the Provincial Fire & Rescue Services
(P:F&RS) wishes to facilitate the implementation
and roll-out of an ICS for the Gauteng City Region.
• Provincial Regulation for implementation of ICS.

4. Presentations Day 1
1. Dr BE Sithole – Gauteng City Region Concept
2. RG Hendricks – Overview of ICS within municipal Fire & Rescue
Services
a) Historic Overview of ICS
b) Principles of ICS
c) Incident Command, Command Staff and General Staff
3. Ms Lindo Ngubane – IMS: Disaster Management Perspective
4. Mr Hubert Luvalo: Project Overview; Emergency Response procedures
5. Mr Kgati Malebana; EMS MIMMS
6. Mr Ivor Rimmer – Gauteng Off Road Rescue

5. Presentations Day 2
1. Mr Hubert Luvalo – Case Study: Muckleneuk Train Incident
2. Mr Casper Jordaan – Case Study: Key West Building Collapse
3. Ms Dorcas Mokoena – Overview of PRASA Incident Command System
4. Mr Andries Mucavele – Case Study: Booysens Train Incidents
5. Mr Sean Links – Case Study: Denver Train Incident
6. Mr Clement Masinge: Case Study: Suikerbosrand Nature Reserve Fire

6. Issues that were raised
ICS
• Incident Command is what we do and forms a
core part of our business;
• A Unified Command System is required for
integrated and coordinated management of
multi-agency response operations;
• A comprehensive guidance framework is
also required to all agency responsibilities on
ICS with GCR;

7. Important points to consider
Capacity Building
• There is a need for Provincially Coordinated
exercises to be held more regularly - Lack of
exposure can lead to risk aversion and
decision inertia.
• Training, training and more training – The
experience gap must be bridged
• The ‘professionalization’ of incident
command – assertive, effective and safe
incident commanders.

8. Important points to consider
The future of ICS
• The operational arena remains dynamic and
ever changing; need to gain and maintain
competence across a widening range of
incidents.
• The Provincial risk profile dictates that a
coordinated approach is required to deal with
the complexity of incidents.

9. Important points to consider
Current situation
• Existing IC is very similar to ICS; this makes
switching to the ICS amongst Fire Services much
easier;
• EMS, PRASA, Gautrain, SAPS and other have their
own strong ICS systems which can be accommodated
under the Unified Command structure provided by
ICS;
• Mutually acceptable Incident Typing is required within
the GCR;
• A need exists for joint training ventures to educate
each other on the various ICS plans.

10. Lessons learnt from Case Studies
ICS
• Incident Command Systems are in place
which guides the application of ICS within the
respective agencies;
• Although terminology differs, they all
addresses the basic elements of command
and control;
– Command Systems;
– Planning/organizational structure;
– Facilities and resources;
– Communication and information management;
– Professionalism

11. Lessons learnt from Case Studies
Command Systems
• There is a sense that more interagency
discussions and/or multi-disciplinary exercises
are required;
• Command establishment, identification,
location and functioning are provided for;
• Unified command is catered for though
establishment of crisis teams placed within
JOC, forward control points, Control centers
etc.
• Chain of command and unity of command;

12. Lessons learnt from Case Studies
Command Systems
• Incident typing are in place; although it differs
across the various agency plans;
• Makes provision for Action Plan, record
keeping, activation, mobilization and
demobilization of resources;
• Staging of Resources;
• All risk approach
• Command, support and general staff roles
and responsibilities are in place

13. Lessons learnt from Case Studies
Planning/Organizational Structure
• Management by objectives;
• Incident Action Plan (IAP);
• Modular organization;
• Manageable span of control:
– Sectors/Bronze/Silver sections
– Incidents Zoning

14. Lessons learnt from Case Studies
Facilities and resources
• Comprehensive resource management;
• Incident locations and facilities;
• Staging sites for mobilization of resources to
the incidents;
• Demobilization of resources and restoration of
services/infrastructure are provided for.

15. Lessons learnt from Case Studies
Communication/Information Management
• Integrated communications;
• Information and intelligence management;
– Innovative us of technology;
– Social Media;
– WhatsApp Groups;
– SMS Groups;
– Explore the utilization of an ICS APP;

16. Lessons learnt from Case Studies
Professionalism
• Accountability:
– Check-in procedure
– Action plan for the incident
– Unity of command – one supervisor
– Span of control
– Resource tracking and management
• Dispatch/Deployment
– Assessment of incidents
– Managing resources safely and effectively

17. Lessons learnt from Case Studies
Challenges
• On-scene coordination
• Record management
• Stakeholder participation
• Crowd control during incidents
• Media Liaison
• Slow escalation of incidents
• Pre-planning
• Mutual Aid agreements
• Preparedness exercise

18. Lessons learnt from Case Studies
Challenges
• On-scene coordination
• Record management
• Stakeholder participation
• Crowd control during incidents
• Media Liaison
• Slow escalation of incidents
• Pre-planning
• Mutual Aid agreements
• Preparedness exercise

19. The way forward
• Continued engagment is required:
– Areas of interagency interface;
– To improve support amongst stakeholders;
– To ensure greater understanding of the Unified
Command;
– Desk top exercise within 4 weeks to test the
current level of preparedness and to determine the
gaps;
– Compilation of Action Plan to deal with ICS and the
roll-out of joint training plan.

20. The way forward
Planned interventions – P: F&RS
• The P: F&RS recognizes the need for ICS system to
effectively manage all risks within the GCR.
• Roll-out of ICS within the GCR forms part of APP and
Operational Plans for 2016/2017
• Also forms the basis of its Strategic Plan for
2014/2020;
• Funding available for ICS training and simulation
exercises;
• Parallel process of improving resources and capacity
building needs within Districts and LM – first
responder capabilities;

21. The beginning of something great
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