Command and Support Relationships
DEGREES OF OPERATIONAL AUTHORITY
OPCOM OPCON TACOM TACON
Assign Mission YES YES NO NO
Assign Tasks YES YES YES NO
Direct Force for its
assigned Mission/Task YES YES YES NO
Deploy Units YES YES YES YES, Local
Direction
Reassign Forces YES NO NO NO
Assign separate employment of components
YES NO NO NO
Admin responsibility If Specified If Specified If Specified If Specified Table 1 (Source: CSAFP Letter Directive – dated 05 Nov 04, with Subject: Interim Definition in Command Relationships).
Support relationships establish specific relationships and responsibilities between supporting and supported units/agencies. These are:
a. General Support (GS) refers to the support which is given to a unit/agency or organization as a whole and not to any particular subdivision thereof.
b. Direct Support (DS) is a mission requiring a unit/agency to support another specific unit or organization, and authorizing it to answer directly the latter’s request for assistance.
c. Reinforcing (R) implies that a particular unit augments the capability of another unit that has similar functions as his, and that augmented unit has the jurisdiction over the area where the operations are being conducted; example: A rescue team from Makati City reinforcing a rescue team of Quezon City that is primarily tasked or is currently conducting rescue mission in Quezon City area.
d. General Support Reinforcing (GSR) applies when a unit, with specific capabilities, is given a mission of providing support (in relation to his capabilities) to the force as a whole and of providing support for another specific unit, which has the same capabilities as his and is within the same command. This generally applies when a Unified ICS (See Section 6-2.1a2, Command and Control System) is established and is given an additional unit (with specific capabilities) to fast track operations. The primary purpose of applying this support relationship is to prioritize utilization of resources with respect to the needs of the operational and tactical elements; for example, an international rescue team arrives in the country and offers their capabilities to a Unified ICS through the CMC; when the Unified ICS Commander, during his assessment of the situation, finds that the different ICS under his OPCON have the same requirements for rescue support but the said international rescue team can only provide support to one subordinate ICS at a time, the Unified ICS Commander has this option of placing the augmented international rescue team under his control but shall provide rescue support to any of his operationally controlled subordinate ICS; in other words, the
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international rescue team will be providing support to the overall operations of the Unified ICS but when the need arises, that he has to focus his support to a particular subordinate ICS, he can immediately shift his support to the latter.
The above-discussed support relationships refer to units/agencies providing support but are not actually attached to or not under the command of the unit or agency where they are providing support.
Table 2 vividly portrays the inherent responsibilities of each support relationships.
INHERENT RESPONSIBILITIES
12Source: Figure F-1. (Command and Support Relationships and Inherent Responsibilities) of Appendix F of US FM 101-5, Staff Organization and Operations, 31 May 1997.
156 157
ANNEX L
Proposed Post Action and Assessment Report
REPORT SECTION DESCRIPTION REMARKS
Table of Contents Provided to assist the reader in locating specific information
Introduction Composed of two parts: an overview of the crisis event, and significant incidents including number of officers injured, pertinent statistics and findings of any subsequent investigation Background Prior related crisis events in the same general
area, which may have some relationship Background information received prior to the incident
Warnings of an impending crisis or other events leading to the beginning of the crisis event Information concerning groups and their leadership that participated in or who assisted in the management of the crisis
Information and opinion of experts from occupations related to the particular crisis.
Planning When applicable, include department planning for the event and information obtained from planning sessions with concerned agencies, and crisis managers of the event
Include plans for security, assembly area, and traffic routes, fire and health responders’
vehicles, perimeters and identification of possible looting targets
Mission Includes the mission and the plan to accomplish the mission
This section also includes the mission outcome and conclusions/recommendations and comments
Description of Involved Described commercial, residential, ethnic, economic, and social composition
Identify location of Crisis Management Command Post, staging areas, assembly areas and perimeters; utilize photographs, diagrams, and maps when applicable
Legal Information Identify all laws and regulations invoked specifically for the control of the incident Operations Chronological narration of the entire incident
emphasizing the department’s activities
157
Public Response Statements of witnesses Letters from citizens
Response meeting from citizen groups/
volunteers
Crimes and Arrests Information on all crisis event related crimes and arrests categorized by type, sex and age Suspect logs with all personal information on suspects, including criminal background, police/military background and other pertinent information
Death and Injuries A statistical summary of the total number of crisis event related deaths or injuries
Property Damage Information on all crisis events related property damage, listing city property separately
A monastery estimate of all damage
Personnel Number of participating responders whether uniformed or civilian
Deployment of Crisis
Management Personnel Cost of deployment
Logistics A list of the entire organization/department equipment and supplies used during the crisis event
The cost incurred in the use of organization equipment
The cost of expended logistical items
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