GPS tracking of ICS team members
The Incident Command System, which is abbreviated as ICS, is one of the standardized methods of controlling, coordinating, and commanding emergency responses. It operates by offering a common hierarchical pool through which multiple agencies can respond. The main challenge facing the ICS is the fact that in most cases, the commanders tend to be unaware of the whereabouts of the subordinates. Therefore, this reduces the efficiency of the communication process within the structure of the ICS. It is important to note that ICS interface uses the platform of the GPS. Consequently, most of the first responders always are those in the possession of the smartphones. This feature makes the emergency response process more practical and convenient (Bogucki, Sandy, and Kevin 261).
One of the ways that we are striving to address the ICS problem relating to the unaware of whereabouts of subordinates by the commanders is to develop a mobile application. The mobile application in question will have two vital features. The first feature is the ability of the mobile application to display real-time GPS locations of the responders with the application installed in their smartphones. The second feature of the application is the ability to send distress SMS messages from the commanders to the subordinates (Mcleod 31).
Unfortunately, we are experiencing some limitations in coming up with the application. One of such limitations is that it is only relevant within the predetermined radius in the areas where the structure of the ICS is to be implemented. Our focus is to track the ICS responders’ location within a small-predetermined radius of the area under disaster. Besides, we will also an emphasis on the imposing limitation of sending SMS messages to between the commanders and the immediate responders. Our aim is simply to avoid tracking the locations of all the responder together with the controlling the commanders from texting responders that are away from the affected area.
Technical and non-technical constraints related to the application
Implementation of this strategy will not be a walk in the park because there are potential technical constraints. One of the technical constraints we are likely to face is the installation of the GPS receivers on the respondents’ mobile phones. This is because these receivers must be embedded on the every responder’s smartphones. The second potential technical constraint is the dealing with the level of power respondent’s smartphone. This is because it is alleged that the application has a high power consumption rate together with the fact that it cannot operate when the level of the phone power is low. The last technical constraint is determining the SMS capabilities in regards to the nearest cell tower coupled with the uncertainty of the GPS capabilities of the smartphones of every responder.
Apart from the technical constraints that are highlighted above, there are also some non-technical constraints that are related to the application. Most of these contains are concerned with the manipulation of the application by the respondent as well as the whether the correspondent has a smartphone or not. It has been reported that some of the individuals especially the older members of the society are not comfortable with manipulation of the smartphones. Therefore, there is a need for organization of the orientation programs for the responders who are not comfortable with the manipulation of the application. Besides, we need to conduct a survey with the aim of determining the number of responders that are in possession of the smartphone.
Technical approaches to the constraints
It is important to note that the success of the application will mostly rely on the approaches made towards overcoming of those mentioned above technical constraints. To start with, addressing the constraint that is related to the installation of the GPS receivers on the respondents’ smartphones requires a holistic approach. The best approach is to undertake a survey aiming at determining the number of respondents that are lacking smartphones. After establishing the number, the next step involves purchasing for them the smartphones. The amounts used in the purchasing of the smartphones are to be recovered in instalments (Lazović 422).
As for the addressing of the power consumption rate of the application, it is imperative for the department of research to come up with a new version of the application that is economical when it comes to power consumption. In addition, we are also supposed to encourage the respondents with the financial ability to purchase a quality smartphone from credible manufacturers that are renowned for producing top quality batteries. Furthermore, the best approach to dealing with SMS capabilities of the cell tower is to approach the network provider with the aim of determining the cell tower capacity. After establishing the SMS cell tower capacity, the next step is to assess whether the tower capacity can comfortably serve the nearby respondents. In the event that the tower is lacking the capacity to serve the nearby respondents, we will start lobbying the network providers to upgrade the cell tower to the capacity that can serve the affected respondents.
It can be argued that the project in totality has high chances of realizing its expected success. This is because of the following reasons. Firstly, there is the availability of the clients that are in need of our services. It implies that there is a ready and able market waiting for our services. Secondly, we have a technical team of dedicated individuals having vast knowledge regarding GPS tracking and ICS communication. Nevertheless, this team is backed with credible researchers that are constantly trying to make our services better with the aim of satisfying our clients. Thirdly, the fact that there is no stiff competition in the target market in regards to our service places us in an optimistic scenario of potential success. Fourthly, we have adequate capital that can enable us jump-start the project with high hopes that the revenue collected from the project would be ploughed back to the project for expansion purposes.
Challenges we are likely to face
Though we projected rapid growth of the project, some potential challenges can hamper the anticipated success of our project. The first challenge is the potential exhaustion of finances for operation and expansion. The available finance can only support the project initiation. This means that we heavily rely on a quick adaptation of the business in the market to provide more finances for both operations and expansion. Regardless of this limitation, we are planning of approaching financial institutions for emergency loans just in case the project fails to adapt as intended. Another potential challenge is the possibility of the local network providers failing to accept our request of upgrading their cell towers. Though this is a significant challenge, we are planning to have our network so that we become self-reliant as a way of avoiding potential future conflicts with the local network providers.
Bogucki, Sandy, and Kevin J. Schulz. “Incident Command System and National Incident
Management System.” Emergency Medical Services Clinical Practice and Systems Oversight 2.1 (2015): 255-63. Print.
Lazović, Vladimir, Nikola Minić, and Milan Tair. “Location-Based Applications for
Smartphones.” Proceedings of the International Scientific Conference – Synthesis 2015 1.3 (2013): 4210-427. Print.
Mcleod, Scott. “Global Positioning System (GPS) Tracking.” Encyclopedia of Education Law
3.1 (2012): 28-36. Print.