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
• The objective of this presentation is to introduce the
Incident Command System along with its background
• Various features of ICS and how does it works
• Challenges of ICS and its present and future feasibility
in Bangladesh
3

4. HISTORY OF ICS- INTRODUCTION
In the early 1970’s, a national project known as
FIRESCOPE was convened by California Fire Department
to try and come up with an organizational system for
fighting multi-state forest fires.
The FIRESCOPE group realized that the G 1-4
organizational structure (Used by US Army after the 1 nd
World war) was a proven tool with a solid track record in the
management of the large, quick moving and sometime
chaotic events of warfare
It was adopted by the FIRESCOPE project and named the
Incident Command System (ICS)

5. 5
ICS- INTRODUCTION
• Can be used to manage an emergency incident or non-
emergency event
• Can be used for both small and large events or situations
• System has considerable internal flexibility
• System can grow or shrink to meet differing needs
• Cost effective & efficient management system

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
• Conducts tactical operations to carry out the plan,
develops the tactical objectives, organization, &
directs all resources
• PLANNING
• Develops the action plan to accomplish the
objectives, collect & evaluates information, maintains
resource status
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
• In overall command of the incident
• Must be fully qualified to manage incident
• May be assigned by responsible jurisdiction or agency.
• May have one or more deputies, who must be equally
qualified
• May assign personnel for both command staff and general
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
Task Force: A combination of mixed resources with
common communications operating under the direct
supervision of a Task Force Leader.
TYPE OF TEAM
Strike Team: A set number of resources of the same kind
and type with common communications operating under the
direct supervision of a Strike Team Leader.

22. 22
STRIKE TEAMTASK 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
• The Operations Section Chief may add Branches to
supervise Groups and Divisions and further reduce his or
her span of control. The person in charge of each Branch
is designated as a Director.

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 Designation N/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

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
The Emergency Operations Center is the central direction,
control, and coordination point for emergency operations. It
is the place to decide what specific information should go to
persons carrying out an ‘emergency service’ operation.
(Federal Emergency Management Agency (FEMA) 1981).
Emergency Operation Center(EOC)

35. 35
Difference between ICP and EOC
Incident Command Post (ICP) Emergency Operation Center (EOC)
1. EOC works at strategic level
focusing the big picture of the
incident. It doesn’t have the
operational focus.
2. EOC is not located at incident place.
3. EOC provides resources and
guideline.
1. ICP works at tactical level focusing the
specific incident only.
2. ICP is located near the incident place.
3. ICP is responsible for the operational
activities.

36. 36
INCIDENT ACTION PLAN
• There must be a written or oral action plan
• Provides all supervisors with direction for future
action
• Includes measurable tactical operations to achieve in
an operation period
• Depending on incident, operational period could be 2
to 24 hours
• Incident operational period will be based on needs of
incident
• On larger and multi-agency incidents, PLANS MUSTPLANS MUST
BE WRITTENBE WRITTEN

37. 37
SPAN OF CONTROL
• Span of Control means how many organizational
elements may be directly managed by another
person.
• Maintaining span of control throughout the ICS
organization is very important
• Effective span of control may vary from 3 to 7
• Ratio of 1 to 5 reporting elements is ideal
• If number of elements falls outside the span of
control, expansion or consolidation may be
necessary

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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 structure in the field.
UNIFIED COMMAND

42. 42
UNIFIED COMMAND

43. 43
 Under a Unified Command, the Incident
Commanders manage the incident together
and no one has seniority over another
 The Incident Commanders within the
Unified Command make joint decisions and
speak as one voice. Any differences are
worked out within the Unified Command
UNIFIED COMMAND

44. 44
In a Unified Command, all the institutions and responding
agencies blend into an integrated, unified team. The
advantages include:
• 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
In a Unified Command there is only one Operations Section
Chief. The Operations Section Chief should be the most
qualified and experienced person available.
UNIFIED COMMAND

46. 46
AREA COMMAND
Area Command is an organization to oversee the
management of multiple incidents handled
individually by separate ICS organizations or to
oversee the management of a very large or evolving
incident multiple Incident Management Teams (IMT)

47. 47
Management of multiple incidents handled individually by
separate ICS organizations
ICS ICSICSICS
Incidents Incidents 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
This application of ICS used when there is necessary to
provide command authority and coordination for two or
more incidents in close proximity.
In this situation the Area command works directly with
incident commanders. Area command becomes Unified
Area Command when incidents are multijurisdictional.
It may be established at an EOC facility or at some other
location other than an Incident Command Post.

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
In the traditional ICS model, the senior on-scene
operational officer from the agency with primary
responsibility becomes the Incident Commander upon
arrive at the scene.
It is impossible in the real world for the senior relevant
official to avoid responsibility, even if he/she has not yet
formally assumed the role of “Incident Commander”

53. 53
Complexity in Command
CHALLENGES FACED BY ICS
If you are on scene, and are the ranking officer, you are
expected to be in command, and will be held responsible
by the body politic
Even if the senior officer has not yet officially assumed
command, if he observes an inherently unsafe situation,
he must immediately assume command and take action

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

55. 55
ICS IN BANGLADESH
Disaster Management: A combined approach
Since independence the Armed Forces are working
with various ministries of GOB and achieved
confidence from the general mass
Ad hoc basis plan
GOB doesn’t follow any specific action framework or
any management system for coordinating the efforts
of difference agencies during emergency response
phase

56. 56
ICS IN BANGLADESH
Integration of NGO
Before “SOD 2011”GOB didn’t have any policies or
plan to officially incorporate the NGO’s effort in
emergency response activities
Ad hoc basis integration NGO’s in large scale during
Operation “SEA ANGLES” in 1991
GOB integrated the ICS in the revised SOD in year
2010 for overcoming all this above mentioned

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-AGENCY DISASTER INCIDENT MANAGEMENT SYSTEM
Management of any disaster incident will include the three clearly
delineated functions of command, control and coordination. The overall
control of events is the responsibility of one person known as the
Disaster Incident Manager
The Disaster Incident Manager is responsible for the control of the
disaster incident and will assign tasks to agencies in accordance with the
needs of the situation. The Disaster Incident Manager will specify: (a)
what needs to be done; (b) by which agency; and (c) by what time
IMDMCC (Inter ministerial Disaster Management Coordination Council)
will allocate responsibility to a lead agency for particular types of
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
The NGO aren’t interested to work with GO due to
controlling attitude of the GOB
The Armed Force has no experience to work with NGO’s
(recently it’s developing)
Command Control becomes difficult due to ignorance on
Warrant of Precedence and others role

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 33.82 Per Sq Km
Density of population in Canada 3.75 Per Sq Km
Density of population in BD 1142.29 Per Sq KM
For Canada and USA a disaster having same magnitude
which may be a small impact but the same magnitude
disaster may be a large disaster for Bangladesh in terms
of loss of lives and property damage
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
The Armed Force act as a supporting role during emergency
response operation and it remain under direct command and
control of the defense minister through Armed Forces
Division (AFD). So it can’t work under DC at district level.
The Armed Force commander can’t act as an Incident
commander until he get the training on ICS, still in
Bangladesh we don’t have the training on ICS for the AFD
personal.
The Armed Force commander may not have well knowledge
and relation with NGOs/Political leader so it will be difficult
for them to get full support from the NGOs.
DISADVANTAGES OF MODEL-1

68. 68
If the DC is not trained on ICS then the responsible officer
(RO) nominated from the Government may not be well
oriented with rest of the Government and Non
Governmental agencies who all are working in that district.
The incorporation of elected political leader and NGOs at
section level (Operation and Planning) may downgrade
their status and importance in ICS
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
SectionOperation 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
• At district level both the military and civil
administration enjoy the parallel authority for
mobilizing its own men and resources
• The command and control authority remains with
AFD
• The DC will act as District Coordinator and provide all
necessary support to IC nominated from Armed
Forces division

71. 71
• The Operation section and logistics section will
be manned by AFD and the other related
agencies will provide their support through the
coordination process by DC
• The DC will make a bridge with the IC (AFD
Personal) and Political elected leader
• The NGOs will be controled and coordinated by
the district Disaster Management Bureau (DMB)
for smooth functioning.
ADVANTAGES OF MODEL-2

72. 72
• The DC will not enjoy the superior authority like ICS model-1
• The Armed Force Representative may not have the training on ICS
which will Hinder the progress of ICS
• The command and control authority will remain with AFD
representative which is not commensurate with the present Government
structure
• The NGO’s may face bureaucratic problem with DMB which may
delay the process
• Direct contact with Political leader may influence the DC for providing
undue privilege to political leader like more share of relief in his own
men or area. And disturb the relief plan of the district.
DISADVANTAGES OF MODEL-2

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

74. 74
• The Unified Command group is ensured the equal participation of
the DC, IC (AFD) and elected local political leader role in ICS.
• The Unified command group ensures the proof planning and
operation of the emergency response activities.
• The Unified Command group ensures the accountability and
balanced of command, control authority between three components
like Civil and Military administration (AFD) and Political party as well.
• The presence of Armed Forces personal in Unified Command group
helps to make a balanced between political leader and DC.
ADVANTAGES OF MODEL-3

75. 75
• The political figure in unified command group will ensure that the
demands of local people are fulfilled by the service provider.
• The political leader can play a vital role to motivate the affected people
in crisis time and can help the Armed Forces to control the law and order
situation in the affected area.
• The DMB can help the Armed Force Commander providing the NGOs
support in time and correctly.
• The DMB can nominate the right man to represent the NGOs
community at district level.
ADVANTAGES OF MODEL-3

76. 76
• The active participation of local elected political figure in Unified
Command Group will ensure the forming up the civil defense force at
district level, which will be a trained force in the process of time. In
future it will enhance the capability of District’s capability to manage any
disaster
ADVANTAGES OF MODEL-3

77. 77
DISADVANTAGES OF MODEL-3
• The political leader may influence the local people for his own political
interest and which may create negative impact towards the ICS personal.
• The NGOs may show nonparticipation attitude towards DMB due to
bureaucratic interference or problem.
• The separate branch in logistics section for the finance which will be
manage by the respective civil authority may create some problem as
the logistic section will be controlled by the Armed Forces.

78. 78
DISADVANTAGES OF MODEL-3
• The Unified Command group is very new concept in our country. So
it will take time to understand by all.
• The presence of Political leader in Unified Command Group may
create some problem at the beginning but it will be minimized in the
long run
• The political figure may try to incorporate his party supporter as
volunteers in ICS structure and disturb the distribution of relief
material.
• The political leader may influence the local people for his own
political interest and which may create negative impact towards the
ICS personal

79. 79
The proposed ICS model-3 has got some disadvantages to avoid
those problems the following suggestion can be followed:
• The political leader can be trained at district level to make aware
about their responsibility in Unified Command Group.
• The finance branch can be set up as a section and it can be
managed by the government official nominated by DC.
• The DMB should develop a healthy relation with NGOs at district
level.
• DMB should control and have the accountability of the local NGOs
with matured management.
SUGGESTIVE MEASURES

80. 80
SUGGESTIVE MEASURES
• The AFD should nominate the Armed Forces representative at
district level with the qualification on ICS training and experienced on
disaster management.
• The DC should have training on ICS for smooth coordination with
other agencies.
• Prior to any disaster there should be a good number of training,
workshop and table top exercise on ICS at district level which will
help the responder agencies to know each other capability and
developing a good relation among them.
• All the responder should introduce the ICS in their agency which will
help them to accumulate their ICS structure with the ICS of the
District during emergency response period.

81. 81
- Prior to any disaster there should be a good number of training,
workshop and model discussion on ICS at district level which will help the
responder agencies to know each other capability and developing a good
relation among them.
- All the responder should introduce the ICS in their agency which will
help them to accumulate their ICS structure with the ICS of the District
during emergency response period.
- The local volunteer can be organized and trained with the guidance and
support of the local elected political leader and thereby this volunteer can
form strong civil defense force at District level and minimize the
dependency from the Armed Forces.
RECOMMENDATION

82. 82
-The Government should introduce policy regarding the
communication and usable common word for disaster.
- Government should finalized the Disaster Management Act and
policy basing on that the structure of ICS can be developed
- The Government should give the authority to DMB to monitor and
have accountability of the NGOs who all are specially working on
disaster related issue
- The political leader can be trained at district level to make aware
about their responsibility in Unified Command Group
RECOMMENDATION

83. 83
- The finance branch can be set up as a section and it can be managed
by the government official nominated by DC because the Armed Forces
do not get any separate budget allocation from GOB for managing
disaster
- The DMB should develop a healthy relation with NGOs at district level
- DMB should control and have the accountability of the local NGOs with
matured management
- The AFD should nominate the Armed Forces representative at district
level with the qualification on ICS training and experienced on disaster
management
- The DC should have training on ICS for smooth coordination with other
agencies
RECOMMENDATION

84. AnyAny
Question?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.
The Incident Commanders within the Unified Command
make joint decisions and speak as one voice. Any
differences are worked out within the Unified Command
group
Unified
Command Group

87. THANKS FOR YOUR
PATIENCE 87