Health & Medical Question

Major Management Systems Within the ICS

For this Assignment, write a 2-3 page paper in which you address the following:

Whatare the five major management systems within the Incident CommandSystem and what are their respective roles and responsibilities?

How do those systems work together to effectively handle both small and large scale events?

Format:

All papers should be formatted according to the following:

• Times new roman
• 12 point font
• 1.5 spacing

Citing Sources:

• Sources should be cited properly using the APA style.
• You can use this sources
• file:///C:/Users/96659/Downloads/national_incident_management%20system_third%20edition_october_2017.pdf

Evaluation Criteria:

The paper will be evaluated using the following criteria:

• Thesis: How well you present an insightful thesis that demonstrates mastery of material and creative thought
• Organization: How logical the organization and sequence of the answers are
• Subject Knowledge: How well you demonstrate understanding of the knowledge needed to answer the question
• Analysis: How creative and insightful your analysis of the question is and how logical your conclusion is

This formal assignment should include (references in text) also references list asAPA style.

Here the Reflection Inyour final assignment for this week, address the following questions in2-3 full paragraphs, integrating the knowledge you have gained duringthis week:

• Based on what we learned in this module, what, if anything, has changed in your answer to this module’s pre-assessment question?

National Incident
Management System
Third Edition
October 2017
National Incident Management System
ii
Secretary
U.S. Department of Homeland Security
Washington, DC 20528
Homeland
Security
October I 0, 20 17
Dear National Incident Management System Community:
Originally issued in 2004, the National Incident Management System (NIMS) provides a
consistent nationwide template to enable partners across the Nation to work together to prevent,
protect against, respond to, recover from, and mitigate the effects of incidents, regardless of
cause, size, location, or complexity.
Since the Federal Emergency Management Agency (FEMA) last revised the NIMS
guidance in 2008, the risk environment has evolved, and our national incident management
capabilities have matured. This revision incorporates lessons learned and best practices from a
wide variety of disciplines, at all levels of government, from the private sector, tribes, and
nongovernmental organizations.
The FEMA Administrator, in his role as the head of the National Integration Center, is
charged with managing and maintaining NIMS, and in accordance with the Post-Katrina
Emergency Management Reform Act, will issue the revised NIMS guidance and support its
implementation.
I believe this revised version of NIMS advances our national preparedness and takes us
collectively into the future of incident management.
Sincerely,
Acting Secretary
Elaine C. Duke
www.dhs.gov
National Incident Management System
iv
U.S. Department of Homeland Security
Washington, DC 20472
October 10, 2017
Dear NIMS Community:
Since the Department of Homeland Security first published the National Incident Management
System (NIMS) in 2004, our Nation has made great strides in working together before, during, and
after emergencies and planned events. Every day, men and women from a wide variety of
organizations work together to save lives and protect property and the environment. This national
unity of effort strengthens organizations across the whole community by enabling them to share
resources and help one another in times of need.
To keep NIMS guidance pertinent, accurate, and up-to-date, FEMA engaged partners and
practitioners from a wide variety of disciplines, at all levels of government, from the private sector,
tribes, and nongovernmental organizations. This document retains much of the material from the
2008 version of NIMS. It synchronizes the guidance with changes to laws, policies, and best
practices, and adds information on the roles of off-scene incident personnel, including senior leaders
and staff in emergency operations centers.
Perhaps more than any other homeland security guidance, NIMS has always been, and continues to
be, the product of practitioners, based on the experience of emergency personnel who respond to
incidents every day. As NIMS continues to mature, its purpose remains the same: to enhance unity
of effort by providing a common approach for managing incidents. I believe that this document
advances that cause and I am pleased to approve and endorse this revised version of NIMS.
Sincerely,
Brock Long
Administrator
www.fema.gov
National Incident Management System
vi
National Incident Management System
Contents
I.
Fundamentals and Concepts of NIMS …………………………………………………………………… 1
Introduction ……………………………………………………………………………………………………………… 1
Applicability and Scope……………………………………………………………………………………………… 2
NIMS Guiding Principles …………………………………………………………………………………………… 3
Flexibility…………………………………………………………………………………………………………………… 3
Standardization …………………………………………………………………………………………………………… 3
Unity of Effort ……………………………………………………………………………………………………………. 3
Background ………………………………………………………………………………………………………………. 3
Key Terms ………………………………………………………………………………………………………………… 4
Supersession ……………………………………………………………………………………………………………… 5
II.
Resource Management ………………………………………………………………………………………….. 6
Resource Management Preparedness …………………………………………………………………………. 6
Identifying and Typing Resources …………………………………………………………………………………. 6
Qualifying, Certifying, and Credentialing Personnel ……………………………………………………….. 7
Planning for Resources ………………………………………………………………………………………………… 8
Acquiring, Storing, and Inventorying Resources……………………………………………………………… 9
Resource Management During an Incident……………………………………………………………….. 12
Identifying Requirements …………………………………………………………………………………………… 12
Ordering and Acquiring ……………………………………………………………………………………………… 13
Mobilizing ……………………………………………………………………………………………………………….. 15
Tracking and Reporting ……………………………………………………………………………………………… 16
Demobilizing ……………………………………………………………………………………………………………. 16
Reimbursing and Restocking ………………………………………………………………………………………. 16
Mutual Aid ……………………………………………………………………………………………………………… 17
Mutual Aid Agreements and Compacts ………………………………………………………………………… 17
Mutual Aid Process……………………………………………………………………………………………………. 17
III. Command and Coordination……………………………………………………………………………….. 19
NIMS Management Characteristics………………………………………………………………………….. 20
Common Terminology……………………………………………………………………………………………….. 20
Modular Organization………………………………………………………………………………………………… 20
Management by Objectives ………………………………………………………………………………………… 21
Incident Action Planning ……………………………………………………………………………………………. 21
Manageable Span of Control ………………………………………………………………………………………. 21
Incident Facilities and Locations …………………………………………………………………………………. 22
Comprehensive Resource Management………………………………………………………………………… 22
Integrated Communications ………………………………………………………………………………………… 22
Establishment and Transfer of Command …………………………………………………………………….. 22
Unified Command …………………………………………………………………………………………………….. 22
Chain of Command and Unity of Command …………………………………………………………………. 23
Accountability ………………………………………………………………………………………………………….. 23
Dispatch/Deployment ………………………………………………………………………………………………… 23
Information and Intelligence Management ……………………………………………………………………. 23
vii
National Incident Management System
Incident Command System (ICS)……………………………………………………………………………… 24
Incident Command and Unified Command …………………………………………………………………… 24
Command Staff …………………………………………………………………………………………………………. 27
General Staff …………………………………………………………………………………………………………….. 28
Common Types of ICS Facilities ………………………………………………………………………………… 31
Incident Management Teams ………………………………………………………………………………………. 32
Incident Complex: Multiple Incident Management within a Single ICS Organization ………… 33
Area Command …………………………………………………………………………………………………………. 33
Emergency Operations Centers (EOC) …………………………………………………………………….. 35
EOC Staff Organizations ……………………………………………………………………………………………. 36
EOC Activation and Deactivation ……………………………………………………………………………….. 38
Multiagency Coordination Group (MAC Group) ……………………………………………………… 40
Joint Information System (JIS) ………………………………………………………………………………… 42
System Description and Components …………………………………………………………………………… 42
Public Information Communications Planning………………………………………………………………. 46
Interconnectivity of NIMS Command and Coordination Structures ………………………….. 47
Federal Support to Response Activities ………………………………………………………………………… 47
IV.
Communications and Information Management ………………………………………………….. 50
Communications Management …………………………………………………………………………………. 52
Standardized Communication Types ……………………………………………………………………………. 52
Policy and Planning …………………………………………………………………………………………………… 52
Agreements ………………………………………………………………………………………………………………. 53
Equipment Standards …………………………………………………………………………………………………. 53
Training …………………………………………………………………………………………………………………… 53
Incident Information ……………………………………………………………………………………………….. 54
Incident Reports ………………………………………………………………………………………………………… 54
Incident Action Plans…………………………………………………………………………………………………. 54
Data Collection and Processing …………………………………………………………………………………… 54
Communications Standards and Formats …………………………………………………………………. 57
Common Terminology, Plain Language, Compatibility …………………………………………………. 57
Technology Use and Procedures …………………………………………………………………………………. 58
Information Security/Operational Security……………………………………………………………………. 59
V.
Conclusion ………………………………………………………………………………………………………….. 60
VI.
Glossary ……………………………………………………………………………………………………………… 61
VII. List of Abbreviations …………………………………………………………………………………………… 72
VIII. Resources ……………………………………………………………………………………………………………. 74
NIMS Supporting Documents ………………………………………………………………………………….. 74
Guidelines for the Credentialing of Personnel ……………………………………………………………….. 74
ICS Forms Booklet ……………………………………………………………………………………………………. 74
NIMS Intelligence and Investigations Function Guidance and Field Operations Guide ………. 74
NIMS Resource Center ………………………………………………………………………………………………. 74
NIMS Training Program …………………………………………………………………………………………….. 74
viii
National Incident Management System
Relevant Law…………………………………………………………………………………………………………… 75
Homeland Security Act of 2002 ………………………………………………………………………………….. 75
Pet Evacuation and Transportation Standards Act (PETS Act) of 2006…………………………….. 75
Post-Katrina Emergency Management Reform Act (PKEMRA) of 2006………………………….. 75
Robert T. Stafford Disaster Relief and Emergency Assistance Act ………………………………….. 75
Sandy Recovery Improvement Act of 2013 ………………………………………………………………….. 75
Additional Supporting Materials ……………………………………………………………………………… 76
Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency
Operations Plans, Version 2 ……………………………………………………………………………………….. 76
CPG 201, Threat and Hazard Identification and Risk Assessment Guide, Second Edition ….. 76
Emergency Management Assistance Compact (EMAC)…………………………………………………. 76
Incident Resource Inventory System (IRIS) ………………………………………………………………….. 76
National Emergency Communications Plan (NECP) ……………………………………………………… 77
National Information Exchange Model (NIEM) ……………………………………………………………. 77
National Planning Frameworks …………………………………………………………………………………… 77
National Preparedness Goal ………………………………………………………………………………………… 77
National Preparedness System …………………………………………………………………………………….. 77
National Wildfire Coordinating Group (NWCG) …………………………………………………………… 77
Resource Management and Mutual Aid Guidance …………………………………………………………. 78
Resource Typing Library Tool (RTLT) ………………………………………………………………………… 78
United States Coast Guard (USCG) …………………………………………………………………………….. 78
Using Social Media for Enhanced Situational Awareness and Decision Support ……………….. 78
Appendix A.
Incident Command System …………………………………………………………………. 79
Purpose …………………………………………………………………………………………………………………… 79
Organization of This Appendix ………………………………………………………………………………… 79
ICS Tab 1—ICS Organization ………………………………………………………………………………………… 81
Functional Structure…………………………………………………………………………………………………… 81
Modular Expansion……………………………………………………………………………………………………. 81
Command Staff …………………………………………………………………………………………………………. 82
ICS Tab 2—The Operations Section ……………………………………………………………………………….. 86
Operations Section Chief ……………………………………………………………………………………………. 86
Branches ………………………………………………………………………………………………………………….. 87
Divisions and Groups ………………………………………………………………………………………………… 88
Organizing Resources ………………………………………………………………………………………………… 89
Air Operations Branch ……………………………………………………………………………………………….. 90
ICS Tab 3—The Planning Section …………………………………………………………………………………… 91
Planning Section Chief ………………………………………………………………………………………………. 91
Resources Unit ………………………………………………………………………………………………………….. 91
Situation Unit ……………………………………………………………………………………………………………. 92
Documentation Unit…………………………………………………………………………………………………… 92
Demobilization Unit ………………………………………………………………………………………………….. 92
Technical Specialists …………………………………………………………………………………………………. 92
ICS Tab 4—The Logistics Section …………………………………………………………………………………… 94
Logistics Section Chief ………………………………………………………………………………………………. 94
Supply Unit ………………………………………………………………………………………………………………. 94
Facilities Unit …………………………………………………………………………………………………………… 95
Ground Support Unit …………………………………………………………………………………………………. 95
ix
National Incident Management System
Communications Unit ………………………………………………………………………………………………… 95
Food Unit …………………………………………………………………………………………………………………. 95
Medical Unit …………………………………………………………………………………………………………….. 96
ICS Tab 5—The Finance/Administration Section …………………………………………………………….. 97
Finance/Administration Section Chief………………………………………………………………………….. 97
Compensation and Claims Unit …………………………………………………………………………………… 97
Cost Unit ………………………………………………………………………………………………………………….. 98
Procurement Unit ………………………………………………………………………………………………………. 98
Time Unit …………………………………………………………………………………………………………………. 98
ICS Tab 6—The Intelligence/Investigations Function ………………………………………………………. 99
Intelligence/Investigations Function in the Planning Section…………………………………………… 99
Intelligence/Investigations Function in the Operations Section ……………………………………… 100
Intelligence/Investigations Function in the Command Staff ………………………………………….. 100
Intelligence/Investigations Function as a Standalone General Staff Section…………………….. 100
ICS Tab 7—Consolidating the Management of Multiple Incidents………………………………….. 102
Incident Complex: Multiple Incidents Managed within a Single ICS Organization ………….. 102
Area Command ……………………………………………………………………………………………………….. 102
ICS Tab 8—Incident Action Planning ……………………………………………………………………………. 105
The Incident Action Planning Process ………………………………………………………………………… 105
Planning “P” …………………………………………………………………………………………………………… 106
ICS Tab 9—ICS Forms …………………………………………………………………………………………………. 111
ICS Tab 10—Primary Functions of Incident Commander or Unified Command, Command
Staff, and General Staff Positions ………………………………………………………………………………….. 113
Appendix B.
EOC Organizations…………………………………………………………………………… 116
Purpose …………………………………………………………………………………………………………………. 116
Organization of This Appendix ………………………………………………………………………………. 116
EOC Tab 1—Incident Command System (ICS) or ICS-like EOC Structure ……………………. 117
EOC Command Staff ……………………………………………………………………………………………….. 118
Operations Coordination Section ……………………………………………………………………………….. 118
Planning Coordination Section ………………………………………………………………………………….. 118
Logistics Coordination Section………………………………………………………………………………….. 119
Finance/Administration Coordination Section …………………………………………………………….. 119
EOC Tab 2—Incident Support Model (ISM) EOC Structure …………………………………………. 120
ISM EOC Director’s Staff ………………………………………………………………………………………… 120
Situational Awareness Section ………………………………………………………………………………….. 120
Planning Support Section …………………………………………………………………………………………. 121
Resources Support Section ……………………………………………………………………………………….. 121
Center Support Section …………………………………………………………………………………………….. 121
EOC Tab 3—Departmental EOC Structure …………………………………………………………………… 122
x
National Incident Management System
I. Fundamentals and Concepts of
NIMS
Introduction
Communities across the Nation experience a diverse set of threats, hazards, and events. The size,
frequency, complexity, and scope of these incidents 1 vary, but all involve a range of personnel
and organizations to coordinate efforts to save lives, stabilize the incident, and protect property
and the environment. Every day, jurisdictions and organizations work together to share
resources, integrate tactics, and act collaboratively. Whether these organizations are nearby or
are supporting each other from across the country, their success depends on a common,
interoperable approach to sharing resources, coordinating and managing incidents, and
communicating information. The National Incident Management System (NIMS) defines this
comprehensive approach.
NIMS guides all levels of government, nongovernmental organizations (NGO), and the private
sector to work together to prevent, protect against, mitigate, respond to, and recover from
incidents. NIMS provides stakeholders across the whole community 2 with the shared vocabulary,
systems, and processes to successfully deliver the capabilities described in the National
Preparedness System. 3 NIMS defines operational systems, including the Incident Command
System (ICS), Emergency Operations Center (EOC) structures, and Multiagency Coordination
Groups (MAC Groups) that guide how personnel work together during incidents. NIMS applies
to all incidents, from traffic accidents to major disasters.
The jurisdictions and organizations involved in managing incidents vary in their authorities,
management structures, communication capabilities and protocols, and many other factors.
NIMS provides a common framework to integrate these diverse capabilities and achieve
common goals. The guidance contained in this document incorporates solutions developed over
decades of experience by incident personnel across the Nation.
This document is organized into three major components:
•
Resource Management describes standard mechanisms to systematically manage resources,
including personnel, equipment, supplies, teams, and facilities, both before and during
incidents in order to allow organizations to more effectively share resources when needed.
1
In this document, the word “incident” includes planned events as well as emergencies and/or disasters of all kinds
and sizes. See the Glossary for additional information.
2
Whole community is a focus on enabling the participation in incident management activities of a wider range of
players from the private and nonprofit sectors, including NGOs and the general public, in conjunction with the
participation of all levels of government in order to foster better coordination and working relationships.
3
The National Preparedness System outlines an organized process to help the whole community achieve the
National Preparedness Goal. It comprises and builds on existing policies, programs, and guidance to include the
National Planning Frameworks, Federal Interagency Operational Plans, and the National Preparedness Report.
1
National Incident Management System
•
Command and Coordination describes leadership roles, processes, and recommended
organizational structures for incident management at the operational and incident support
levels and explains how these structures interact to manage incidents effectively and
efficiently.
•
Communications and Information Management describes systems and methods that help
to ensure that incident personnel and other decision makers have the means and information
they need to make and communicate decisions.
These components represent a building-block approach to incident management. Applying the
guidance for all three components is vital to successful NIMS implementation.
Applicability and Scope
NIMS is applicable to all stakeholders with incident management and support responsibilities.
The audience for NIMS includes emergency responders and other emergency management
personnel, NGOs (e.g., faith-based and community-based groups), the private sector, and elected
and appointed officials responsible for making decisions regarding incidents. All incident
management efforts, regardless of the incident or location, should fully incorporate people with
disabilities and other people who have access and functional needs. 4 The scope of NIMS
includes all incidents, regardless of size, complexity, or scope, and planned events (e.g., sporting
events). Table 1 describes the utility of NIMS as incident management doctrine.
Table 1: Overview of NIMS
NIMS Is
4
NIMS Is Not
● A comprehensive, nationwide, systematic
approach to incident management, including
the command and coordination of incidents,
resource management, and information
management
● Only the ICS
● Only applicable to certain emergency/incident
response personnel
● A static system
● A set of concepts and principles for all threats,
hazards, and events across all mission areas
(Prevention, Protection, Mitigation, Response,
Recovery)
● A response plan
● Scalable, flexible, and adaptable; used for all
incidents, from day-to-day to large-scale
● Used only during large-scale incidents
● Standard resource management procedures
that enable coordination among different
jurisdictions or organizations
● A resource-ordering system
● Essential principles for communications and
information management
● A communications plan
Access and functional needs are individual circumstances requiring assistance, accommodation, or modification for
mobility, communication, transportation, safety, health maintenance, etc., due to any temporary or permanent
situation that limits an individual’s ability to take action during an incident.
2
National Incident Management System
NIMS Guiding Principles
Incident management priorities include saving lives, stabilizing the incident, and protecting
property and the environment. To achieve these priorities, incident personnel apply and
implement NIMS components in accordance with the principles of flexibility, standardization,
and unity of effort.
Flexibility
NIMS components are adaptable to any situation, from planned special events to routine local
incidents to incidents involving interstate mutual aid or Federal assistance. Some incidents need
multiagency, multijurisdictional, and/or multidisciplinary coordination. Flexibility allows NIMS
to be scalable and, therefore, applicable for incidents that vary widely in terms of hazard,
geography, demographics, climate, cultural, and organizational authorities.
Standardization
Standardization is essential to interoperability among multiple organizations in incident
response. NIMS defines standard organizational structures that improve integration and
connectivity among jurisdictions and organizations. NIMS defines standard practices that allow
incident personnel to work together effectively and foster cohesion among the various
organizations involved. NIMS also includes common terminology, which enables effective
communication.
Unity of Effort
Unity of effort means coordinating activities among various organizations to achieve common
objectives. Unity of effort enables organizations with specific jurisdictional responsibilities to
support each other while maintaining their own authorities.
Background
NIMS is the culmination of more than 40 years of efforts to improve interoperability in incident
management. This work began in the 1970s with local, state, 5 and Federal agencies collaborating
to create a system called Firefighting Resources of California Organized for Potential
Emergencies (FIRESCOPE). FIRESCOPE included ICS and the Multiagency Coordination
System (MACS). In 1982, the agencies that developed FIRESCOPE and the National Wildfire
Coordinating Group (NWCG) created the National Interagency Incident Management System
(NIIMS), in part to make ICS and MACS guidance applicable to all types of incidents and all
hazards. Recognizing the value of these systems, communities across the Nation adopted ICS
and MACS, but adoption was not universal.
In the aftermath of the 2001 terrorist attacks, the need for an integrated nationwide incident
management system with standard structures, terminology, processes, and resources became
5
In this document, “state” refers to the 56 states, territories, and insular areas (which includes any state of the United
States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa,
and the Commonwealth of the Northern Mariana Islands).
3
National Incident Management System
clear. The Department of Homeland Security (DHS) led a national effort to consolidate, expand,
and enhance the previous work of FIRESCOPE, NIIMS, and others to develop NIMS.
The Federal Emergency Management Agency (FEMA) published the first NIMS document in
2004 and revised it in 2008. This 2017 version reflects progress since 2008, based on lessons
learned, best practices, and changes in national policy, including updates to the National
Preparedness System. Additionally, this version:
•
Reiterates concepts and principles of the earlier versions of NIMS;
•
Provides additional guidance for EOCs; and
•
Describes how NIMS command and coordination mechanisms fit together.
Key Terms
Several key terms are used throughout this document. While described in greater detail in the
Resource Management Component, Command and Coordination Component, and supporting
appendices, it is important to define these terms up front.
Area Command: When very complex incidents, or multiple concurrent smaller incidents,
require the establishment of multiple ICS organizations, an Area Command can be established to
oversee their management and prioritize scarce resources among the incidents. Due to the scope
of incidents involving Area Commands and the likelihood of cross-jurisdictional operations,
Area Commands are frequently established as Unified Area Commands, working under the same
principles as a Unified Command.
Authority Having Jurisdiction: The Authority Having Jurisdiction (AHJ) is an entity that can
create and administer processes to qualify, certify, and credential personnel for incident-related
positions. AHJs include state, tribal, or Federal government departments and agencies, training
commissions, NGOs, or companies, as well as local organizations such as police, fire, public
health, or public works departments.
Emergency Operations Center: An EOC is a facility from which staff provide information
management, resource allocation and tracking, and/or advanced planning support to personnel on
scene or at other EOCs (e.g., a state center supporting a local center).
Incident Commander: The Incident Commander is the individual responsible for on-scene
incident activities, including developing incident objectives and ordering and releasing resources.
The Incident Commander has overall authority and responsibility for conducting incident
operations.
Multiagency Coordination Group: MAC Groups, sometimes called policy groups, typically
consist of agency administrators or executives from organizations or their designees. MAC
Groups provide policy guidance to incident personnel, support resource prioritization and
allocation, and enable decision making among elected and appointed officials and senior
executives in other organizations as well as those directly responsible for incident management.
Unified Command: When more than one agency has incident jurisdiction, or when incidents
cross political jurisdictions, the use of Unified Command enables multiple organizations to
4
National Incident Management System
perform the functions of the Incident Commander jointly. Each participating partner maintains
authority, responsibility, and accountability for its personnel and other resources while jointly
managing and directing incident activities through the establishment of a common set of incident
objectives, strategies, and a single Incident Action Plan (IAP).
Supersession
This document supersedes the NIMS document issued in December 2008 and NIMS Guides
0001 and 0002 (both issued March 2006).
5
National Incident Management System
II. Resource Management
NIMS resource management guidance enables many organizational elements to collaborate and
coordinate to systematically manage resources—personnel, teams, facilities, equipment, and
supplies. Most jurisdictions or organizations do not own and maintain all the resources necessary
to address all potential threats and hazards. Therefore, effective resource management includes
leveraging each jurisdiction’s resources, engaging private sector resources, involving volunteer
organizations, and encouraging further development of mutual aid agreements.
This component includes three sections: Resource Management Preparedness, Resource
Management During an Incident, and Mutual Aid.
Resource Management Preparedness
Resource management preparedness involves: identifying and typing resources; qualifying,
certifying, and credentialing personnel; planning for resources; and acquiring, storing, and
inventorying resources.
Identifying and Typing Resources
Resource typing is defining and categorizing incident resources by capability. Resource typing
definitions establish a common language for discussing resources by defining minimum
capabilities for personnel, teams, facilities, equipment, and supplies. Resource typing enables
communities to plan for, request, and have confidence that the resources they receive have the
capabilities they requested.
FEMA leads the development and maintenance of resource typing definitions for resources
shared on a local, interstate, regional, or national scale. Jurisdictions can use these definitions to
categorize local assets. When identifying which resources to type at the national level, FEMA
selects resources that:
•
Are widely used and sharable;
•
Can be shared and/or deployed across jurisdictional boundaries through mutual aid
agreements or compacts;
•
Can be identified by the following characteristics:
6
‒
Capability: The core capability6 for which the resource is most useful;
‒
Category: The function for which a resource would be most useful (e.g., firefighting, law
enforcement, health and medical);
‒
Kind: A broad characterization, such as personnel, teams, facilities, equipment and
supplies; and
Core capabilities, as defined in the National Preparedness Goal, are essential elements for the execution of the five
mission areas: Prevention, Protection, Mitigation, Response, and Recovery.
6
National Incident Management System
‒
Type: A resource’s level of minimum capability to perform its function;
§
The specific metrics used for determining a resource’s type depend on the kind of
resource and the mission envisioned (e.g., a mobile kitchen unit is typed according to
the number of meals it can produce, while dump trucks are typed according to haul
capacity);
§
Type 1 is a higher capability than Type 2, which is higher capability than Type 3,
etc.;
§
The level of capability is based on size, power, and capacity (for equipment) or
experience and qualifications (for personnel or teams);
•
Can be identified, inventoried, and tracked to determine availability;
•
Are used for incident management, support, and/or coordination under ICS and/or in EOCs;
and
•
Are sufficiently interoperable or compatible to allow for deployment through common
systems for resource ordering, managing, and tracking.
Resource users at all levels apply these standards to identify and inventory resources. Resource
kind subcategories define the capabilities more precisely.
Resource Typing Library Tool
The Resource Typing Library Tool (RTLT) is an online catalog of NIMS resource typing definitions and job
titles/position qualifications. The RTLT is accessible at http://www.fema.gov/resource-managementmutual-aid. From the RTLT home page, users can search by resource type, discipline, core capability, or
other key words.
Qualifying, Certifying, and Credentialing Personnel
Qualifying, certifying, and credentialing are the essential steps, led by an AHJ, that help ensure
that personnel deploying through mutual aid agreements have the knowledge, experience,
training, and capability to perform the duties of their assigned roles. These steps help to ensure
that personnel across the Nation are prepared to perform their incident responsibilities based on
criteria that are standard nationwide.
Qualification is the process through which personnel meet the minimum established criteria—
training, experience, physical and medical fitness, and capability—to fill specific positions.
Certification/Recertification is the recognition from the AHJ or a third party 7 stating that an
individual has met and continues to meet established criteria and is qualified for a specific
position.
Credentialing occurs when an AHJ or third party provides documentation—typically an
identification card or badge—that identifies personnel and authenticates and verifies their
qualification for a particular position. While credentialing includes issuing credentials such as
7
Certain positions require third-party certification and/or credentialing from an accredited body such as a state
licensure board for medical professionals.
7
National Incident Management System
identification cards, it is separate from an incident-specific badging process, which includes
identity verification, qualification, and deployment authorization.
Applying the Qualification, Certification, and Credentialing Process
The NIMS qualification, certification, and credentialing process (see Figure 1) uses a
performance-based approach. This process enables communities to plan for, request, and have
confidence in personnel assigned from other organizations through mutual aid agreements.
Nationally standardized criteria and minimum qualifications for positions provide a consistent
baseline for qualifying and credentialing the incident workforce. Along with the job title and
position qualifications, the position task book (PTB) is a basic tool that underpins the NIMS
performance-based qualification process. PTBs describe the minimum competencies, behaviors,
and tasks necessary to be qualified for a position. PTBs provide the basis for a qualification,
certification, and credentialing process that is standard nationwide.
Figure 1: Qualification, Certification, and Credentialing of Incident Personnel
FEMA recommends minimum qualifications, but it is AHJs across the Nation that establish,
communicate, and administer the qualification and credentialing process for individuals seeking
qualification for positions under that AHJ’s purview. AHJs have the authority and responsibility
to develop, implement, maintain, and oversee the qualification, certification, and credentialing
process within their organization or jurisdiction. AHJs may impose additional requirements
outside of NIMS for local needs. In some cases, the AHJ may support multiple disciplines that
collaborate as a part of a team (e.g., an Incident Management Team [IMT]).
Planning for Resources
Jurisdictions and organizations work together before incidents occur to develop plans for
identifying, managing, estimating, allocating, ordering, deploying, and demobilizing resources.
The planning process includes identifying resource requirements based on the threats to, and
vulnerabilities of, the jurisdiction or organization. Planning also includes developing alternative
strategies to obtain needed resources. Resource management personnel should consider resources
necessary to support all mission areas (Prevention, Protection, Mitigation, Response, and
Recovery). 8 Resource management strategies that planners should consider include:
•
8
Stockpiling resources;
The National Preparedness Goal and the five National Planning Frameworks describe the mission areas in greater
detail.
8
National Incident Management System
•
Establishing mutual aid agreements to obtain resources from neighboring jurisdictions;
•
Determining how and where to reassign existing resources from non-essential tasks; and/or
•
Developing contracts to acquire resources from vendors rapidly when needed.
Resource planners consider the urgency of needs, whether sufficient quantities of items are on
hand, and whether the items can be produced quickly enough to meet demand. Stockpiling
presents issues concerning shelf life and durability; however, the alternative of acquiring
resources just in time also has potential pitfalls. Planners should verify, for example, that
multiple jurisdictions are not relying on the same assets or vendors (such as hospitals in the same
city relying on one supplier’s stock of surge medical supplies that may be adequate for only one
hospital). Jurisdictions should also incorporate protocols for handling and distributing donated
resources.
Capability Estimation
Estimating resource needs is key to resource planning. Through capability estimation, jurisdictions assess
their ability to take a course of action. The resulting capability estimate feeds into the resource section of
the plan or annex. Capability estimation helps answer the following questions:
§
What do we need to prepare for?
§
What resources do we have that allow us to achieve our targets?
§
What resources can we obtain through mutual aid to be prepared to meet our targets?
The outputs of this process inform a variety of preparedness efforts, including strategic, operational,
and/or tactical planning; development of mutual aid agreements and compacts; and hazard mitigation
planning.
For activities that need surge capacity, planning often includes pre-positioning resources. Plans
should anticipate conditions or circumstances that trigger a reaction, such as restocking supplies
when inventories reach a predetermined minimum.
Acquiring, Storing, and Inventorying Resources
Organizations acquire, store, and inventory resources for day-to-day operations, as well as
additional resources that the organization has stockpiled for incidents. Those with resource
management responsibilities should plan for periodic replenishments, preventive maintenance,
and capital improvements. They should also plan for any ancillary support, supplies, or space
that may be needed for large or complex resources. Effective resource management involves
establishing a resource inventory and maintaining the currency and accuracy of the information.
While a resource inventory can be as simple as a paper spreadsheet, many resource managers use
information technology (IT)-based inventory systems to track the status of resources and
maintain an accurate list of available resources. Accurate resource inventories not only enable
organizations to resource incidents promptly, but also to support day-to-day resource
management activities such as reconciliation, accounting, and auditing.
9
National Incident Management System
Resource Inventorying vs. Resource Tracking
For NIMS purposes, resource inventorying refers to the preparedness activity done outside of incident
response. Inventories include an up-to-date count and pertinent details about an organization’s
resources. Inventories often provide the basis for resource tracking during an incident.
Resource tracking occurs during an incident and includes the number and status of resources assigned to
an incident, the organizational element to which they are assigned, and their progress against applicable
work/rest ratios. Incident needs drive the numbers and types of resources tracked.
An effective resource inventory includes the following information regarding each resource:
•
Name: The resource’s unique name.
•
Aliases: Any other names for the resource, whether formal or informal. These can be radio
call signs, license numbers, nicknames, or anything else that helps users identify the
resource.
•
Status: The resource’s current condition or readiness state.
•
Resource Typing Definition or Job Title: This can be either a standard NIMS resource
typing definition or job title/position qualification or—for non-typed resources—a local,
state, or tribal definition.
•
Mutual Aid Readiness: The status of whether the resource is available and ready for
deployment under mutual aid.
•
Home Location: The resource’s permanent storage location, base, or office. This should also
include the home location’s associated latitude/longitude and United States National Grid
coordinates to ensure interoperability with mapping and decision support tools.
•
Present Location: The resource’s current storage location, base, office, or deployment
assignment with associated latitude/longitude and United States National Grid coordinates.
•
Point of Contact: Individuals able to provide information and communicate essential
information related to the resource.
•
Owner: The agency, company, person, or other entity that owns the resource.
•
Manufacturer/Model (Equipment Only): The entity that built the resource and the
resource’s model name/number. This section also includes the serial number—the resource’s
unique identifying number. This is a real-world inventory control number or other value used
in official records.
•
Contracts: Purchase, lease, rental, or maintenance agreements or other financial agreements
associated with the resource.
•
Certifications: Documentation that validates the official qualifications, certifications, or
licenses associated with the resource.
•
Deployment Information: Information needed to request a resource includes:
10
National Incident Management System
‒
Minimum Lead Time (in hours): The minimum amount of time a resource needs to
prepare for deployment to the incident.
‒
Maximum Deployment Time (in days): The maximum amount of time a resource can be
deployed or involved before it needs to be pulled back for maintenance, recovery, or
resupply.
‒
Restrictions: Any restrictions placed on the resource use, deployable area, capabilities,
etc.
‒
Reimbursement Process: Any information regarding repayment for items that are
reimbursable.
‒
Release and Return Instructions: Any information regarding the release and return of
the resource.
‒
Sustainability Needs: Any information regarding actions necessary to maintain the
usability of the resource.
‒
Custom Attributes: A customizable field that an agency can add to resource records. This
can contain any necessary information that standard fields do not contain.
Resource inventories also account for (and mitigate) the potential for double-counting personnel
and/or equipment. Resource summaries should clearly reflect any overlap of personnel, supplies,
and/or equipment across different resource pools to avoid overstating the total resources.
11
National Incident Management System
Resource Management During an Incident
The resource management process during an incident includes standard methods to identify,
order, mobilize, and track resources. In some cases, the identification and ordering process is
compressed, such as when an Incident Commander identifies the specific resources necessary for
a given task and orders those resources directly. However, in larger, more complex incidents, the
Incident Commander relies on the resource management process and personnel in the ICS and
EOC organizations to identify and meet resource needs. Figure 2 depicts the six primary tasks of
resource management during an incident.
Figure 2: Resource Management Process
Identifying Requirements
During an incident, personnel continually identify, validate, and refine resource needs. This
process involves identifying the type and quantity of resources needed, the location where
resources should be sent, and who will receive and use the resources.
Resource availability and needs constantly change as an incident evolves. Consequently, incident
management personnel and their affiliated organizations should coordinate as closely and as
early as possible, both in advance of and during incidents.
12
National Incident Management System
Ordering and Acquiring
Both incident and EOC staff make initial and ongoing assessments of resource requirements and
either activate or request those resources. Incident personnel can order additional resources by
executing contracts, implementing mutual aid agreements, or requesting assistance from another
level of government (e.g., a local government to a state, or a state to the Federal Government).
Incident and/or EOC personnel request resources based on incident priorities and objectives.
They base decisions about resource allocation on jurisdictional or organization protocol (e.g.,
minimum staffing levels) and, when applicable, the resource demands of other incidents. The
organization providing resources consents to the request and communicates any discrepancies
between requested resources and those available for delivery.
Resource Requests
Organizations that request resources should provide enough detail to ensure that those receiving
the request understand what is needed. Using NIMS resource names and types helps ensure that
requests are clearly communicated and understood. Requesting organizations should include the
following information in the request:
•
Detailed item description including quantity, kind, and type, if known, or a description of
required capability and/or intended use if not;
‒
If suitable substitute resources or preferred sources exist, these should also be indicated;
‒
If the resource is not a common or standard incident resource, then the requestor should
provide detailed specifications;
•
Required arrival date and time;
•
Required delivery or reporting location;
•
The position title of the individual to whom the resource should report; and
•
Any incident-specific health or safety concerns (e.g., vaccinations, adverse living/working
conditions, or identified environmental hazards).
Personnel are assigned based on their qualifications and the needs of the incident, as well as any
jurisdictional licensing requirements or limitations (i.e., personnel in some fields, including law
enforcement and medicine, have limited authority outside of the jurisdiction in which they are
sworn or licensed).
Incident Assignments
Effective and safe incident management depends on all personnel executing their responsibilities
according to established guidelines. Personnel deploy to incidents at the request of the
appropriate authority. Individuals remain deployment-ready by maintaining the skills,
knowledge, certifications, physical fitness, and other items, such as equipment, that their
organization requires or recommends.
13
National Incident Management System
Upon notification of deployment, individuals should:
•
Review the most recent situation report (if available);
•
Identify assignment, deployment location, and travel arrangements;
•
Identify assigned supervisor and associated contact information, if possible;
•
Obtain a copy of assignment paperwork;
•
Review any briefings on worksite security or access procedures and any special
environmental or health concerns for the deployment area (if available); and
•
Ensure/verify coverage for day-to-day job responsibilities.
When personnel reach their designated incident worksite, they should adhere to accountability
procedures, including:
•
Check-In: Report in to receive an assignment. (Applies to all personnel regardless of agency
affiliation)
•
Recordkeeping: Follow incident procedures for documenting their activities. Maintaining
complete and accurate records helps with state and Federal assistance, reimbursements, and
potential future litigation.
•
Communication: Observe radio and/or telephone procedures; use plain language and clear
text, not codes.
•
Checkout: When notified of their demobilization, follow the local checkout procedures
before leaving the incident area. Personnel should complete all work in progress (unless
otherwise directed); ensure all records and files are up to date; return or transfer any
equipment received in support of the incident; and brief incoming personnel, if applicable, on
work status and assignments.
Unrequested Resources
During incidents, responders sometimes come to an incident area without being requested. Such
personnel converging on a site, commonly referred to as self-dispatching or self-deploying, may
interfere with incident management and place an extra logistical and management burden on an
already stressed system by:
•
Creating additional supervisory, logistical, and safety needs;
•
Depleting the resources needed to provide continued services to their home community;
•
Complicating resource tracking and accountability; and/or
•
Interfering with the access of formally requested resources.
Responders should wait for official deployment notification rather than self-deploying to an
incident.
14
National Incident Management System
Mobilizing
Personnel and other resources begin mobilizing when notified by the requesting jurisdiction or
by an intermediary acting on its behalf, such as the state Emergency Management Assistance
Compact (EMAC) coordinator. At the time of notification, deploying personnel should be
notified regarding:
•
The date, time, and place of departure;
•
Mode of transportation to the incident;
•
Estimated date and time of arrival;
•
Reporting location (address, position title, and phone number or radio frequency);
•
Anticipated incident assignment;
•
Anticipated duration of deployment;
•
Resource order number;
•
Incident number; and
•
Applicable cost and funding codes.
Resource tracking directly links to the mobilization process. Resources arriving on scene check
in according to the receiving organization’s check-in process.
The mobilization process includes:
•
Conducting incident-specific deployment planning;
•
Equipping;
•
Providing just-in-time training;
•
Designating assembly points; and
•
Delivering resources to the incident on schedule and in line with priorities and budgets.
Mobilizing fixed facility resources, such as laboratories, hospitals, EOCs, shelters, and waste
management systems, involves activation rather than deployment. Plans and systems to monitor
resource mobilization status should be flexible enough to adapt to both types of resources.
Managers plan and prepare for the demobilization process at the same time they begin
mobilizing resources.
Survivors as Resources
Before emergency responders can mobilize and arrive, neighbors and bystanders are often the
first people to provide life-saving assistance. The natural desire to help does not disappear once
responders arrive on the scene. Incident management personnel should anticipate this and have
plans to use these volunteers’ capabilities safely and effectively.
15
National Incident Management System
Private and Voluntary Organizations
Voluntary organizations, such as the American Red Cross or Medical Reserve Corps, also
mobilize and provide valuable assistance before, during, and after incidents. These groups
provide a structure to integrate volunteers into incident activities. They also frequently have
established relationships with the community, provide assistance that governmental
organizations cannot, and support requests through formal resource-ordering processes.
Tracking and Reporting
Incident managers use established procedures to track resources from mobilization through
demobilization. Resource tracking occurs prior to, during, and after an incident. This process
helps staff prepare to receive and use resources; tracks resource location; facilitates the safety
and security of personnel, equipment, teams, and facilities; and enables effective resource
coordination and movement.
Information Management Systems for Resource Management
Information management systems enhance resource status information flow by providing real-time data to
jurisdictions, incident personnel, and their affiliated organizations. Information management systems used
to support resource management include location-enabled situational awareness and decision support
tools with resource tracking that links to the entity’s resource inventory(s).
Demobilizing
The goal of demobilization is the orderly, safe, and efficient return of a resource to its original
location and status. Once resources are no longer needed on an incident, those responsible for
resources should demobilize them. The resource requestor and provider may agree to reassign a
resource rather than demobilize it. Prior to demobilization, incident staff responsible for the
planning and logistics functions collaborate to plan how resources are rehabilitated, replenished,
disposed of, and/or returned or restored to operational condition.
Reimbursing and Restocking
Reimbursement includes the payment of expenses incurred by resource providers for specific
activities. Reimbursement processes are important for establishing and maintaining resource
readiness and establishing the means to pay providers in a timely manner. Processes include
mechanisms for collecting bills, validating costs against the scope of the work, replacing or
repairing damaged equipment, and accessing reimbursement programs. Reimbursement
procedures are often specified in mutual aid and assistance agreements.
16
National Incident Management System
Mutual Aid
Mutual aid involves sharing resources and services between jurisdictions or organizations.
Mutual aid occurs routinely to meet the resource needs identified by the requesting organization.
This assistance can include the daily dispatch of law enforcement, emergency medical services
(EMS), and fire service resources between local communities, as well as the movement of
resources within a state or across state lines when larger-scale incidents occur. Mutual aid can
provide essential assistance to fill mission needs. NIMS resource management guidance supports
mutual aid efforts nationwide.
Mutual Aid Agreements and Compacts
Mutual aid agreements establish the legal basis for two or more entities to share resources.
Mutual aid agreements exist in various forms among and between all levels of government.
These agreements support effective and efficient resource management. Mutual aid agreements
may authorize mutual aid between two or more neighboring communities, among all
jurisdictions within a state, between states, between Federal agencies, and/or internationally.
Mutual aid also exists through formal and informal arrangements developed by tribal
governments, NGOs, and in various forms within the private sector.
Emergency Management Assistance Compact
EMAC is a congressionally ratified mutual aid compact that defines a non-Federal, state-to-state system
for sharing resources across state lines during an emergency or disaster. Signatories include all 50
states, the District of Columbia, Puerto Rico, Guam, and the U.S. Virgin Islands. EMAC’s unique
relationships with states, regions, territories, and Federal organizations, such as FEMA and the National
Guard Bureau, enable it to move a wide variety of resources to meet the jurisdictions’ needs.
These mutual aid agreements often address participating entities’ liability, compensation, and
procedures, and might include some of the following topics:
•
Reimbursement: Mutual aid services are either paid or unpaid (e.g., based on providing
reciprocal services). Some mutual aid agreements specify reimbursement parameters.
•
Recognition of Licensure and Certification: Guidelines to ensure recognition of licensures
across geopolitical boundaries.
•
Procedures for Mobilization (Request, Dispatch, and Response): Specific procedures for
parties to request and dispatch resources through mutual aid.
•
Protocols for Voice and Data Interoperability: Protocols that specify how different
communications and IT systems share information.
•
Protocols for Resource Management: Standard templates for packaging resources based on
NIMS resource typing definitions and/or local inventory systems.
Mutual Aid Process
Upon receipt of a request for mutual aid, the providing jurisdiction evaluates the request against
its capacity to accommodate the temporary loss of the resource(s). For example, resource
17
National Incident Management System
managers in a fire department consider whether the department could still meet its community’s
needs after deploying requested equipment and personnel to another jurisdiction.
If the providing jurisdiction determines it can accommodate the requested deployment of
resources, it identifies specific resources and arranges their deployment in accordance with the
terms of the mutual aid agreement. The receiving jurisdiction can decline resources if they do not
meet its needs.
18
National Incident Management System
III. Command and Coordination
Local authorities handle most incidents using the communications systems, dispatch centers, and
incident personnel within a single jurisdiction. Larger and more complex incidents, however,
may begin with a single jurisdiction, but rapidly expand to multijurisdictional and/or
multidisciplinary efforts necessitating outside resources and support. Standard incident command
and coordination systems allow the efficient integration of these outside resources and enable
assisting personnel from anywhere in the Nation to participate in the incident management
structure. The Command and Coordination component of NIMS describes the systems,
principles, and structures that provide a standard, national framework for incident management.
Regardless of the size, complexity, or scope of the incident, effective command and
coordination—using flexible and standard processes and systems—helps save lives and stabilize
the situation. Incident command and coordination consist of four areas of responsibility:
1. Tactical activities to apply resources on scene;
2. Incident support, typically conducted at EOCs, 9 through operational and strategic
coordination, resource acquisition and information gathering, analysis, and sharing;
3. Policy guidance and senior-level decision making; and
4. Outreach and communication with the media and public to keep them informed about the
incident.
MACS exist to coordinate these four areas across the different NIMS functional groups: ICS,
EOCs, MAC Groups, and Joint Information Systems (JIS). The Command and Coordination
component describes these MACS structures and explains how various elements operating at
different levels of incident management interface with one another. By describing unified
doctrine with common terminology, organizational structures, and operational protocols, NIMS
enables all those involved in an incident—from the Incident Commander at the scene to national
leaders in a major disaster—to harmonize and maximize the effects of their efforts.
9
Because incident support is conducted in a wide variety of different facilities, as well as virtual structures, NIMS
uses the term “EOC” to refer to all such facilities, including emergency coordination centers.
19
National Incident Management System
NIMS Management Characteristics
The following characteristics are the foundation of incident command and coordination under
NIMS and contribute to the strength and efficiency of the overall system:
•
Common Terminology
•
Modular Organization
•
Management by Objectives
•
Incident Action Planning
•
Manageable Span of Control
•
Incident Facilities and Locations
•
Comprehensive Resource Management
•
Integrated Communications
•
Establishment and Transfer of Command
•
Unified Command
•
Chain of Command and Unity of Command 10
•
Accountability
•
Dispatch/Deployment
•
Information and Intelligence
Management
Common Terminology
NIMS establishes common terminology that allows diverse incident management and support
organizations to work together across a wide variety of functions and hazard scenarios. This
common terminology covers the following:
•
Organizational Functions: Major functions and functional units with incident
responsibilities are named and defined. Terminology for incident organizational elements is
standard and consistent.
•
Resource Descriptions: Major resources—including personnel, equipment, teams, and
facilities—are given common names and are typed to help avoid confusion and to enhance
interoperability.
•
Incident Facilities: Incident management facilities are designated using common
terminology.
Modular Organization
ICS and EOC organizational structures develop in a modular fashion based on an incident’s size,
complexity, and hazard environment. Responsibility for establishing and expanding ICS
organizations and EOC teams ultimately rests with the Incident Commander (or Unified
Command) and EOC director.11 Responsibility for functions that subordinates perform defaults
to the next higher supervisory position until the supervisor delegates those responsibilities. As
10
The concepts of “command” and “unity of command” have distinct legal meanings for military forces and
operations. For military forces, command runs from the President to the Secretary of Defense to the commander of
the combatant command to the commander of the forces.
11
The term “EOC director” is used throughout NIMS to refer to the individual who heads the team that works in an
EOC when it is activated. In actual practice, this position may have a variety of titles, such as EOC Manager or EOC
Coordinator, depending on the plans and procedures of the jurisdiction/organization.
20
National Incident Management System
incident complexity increases, organizations expand as the Incident Commander, Unified
Command, EOC director, and subordinate supervisors delegate additional functional
responsibilities.
Management by Objectives
The Incident Commander or Unified Command 12 establishes objectives that drive incident
operations. Management by objectives includes the following:
•
Establishing specific, measurable objectives;
•
Identifying strategies, tactics, tasks, and activities to achieve the objectives;
•
Developing and issuing assignments, plans, procedures, and protocols for various incident
management functional elements to accomplish the identified tasks; and
•
Documenting results against the objectives to measure performance, facilitate corrective
actions, and inform development of incident objectives for the subsequent operational period.
Incident Action Planning
Coordinated incident action planning guides incident management activities. IAPs represent
concise, coherent means of capturing and communicating incident objectives, tactics, and
assignments for operational and support activities.
Every incident should have an action plan; however, not all incidents need written plans. The
necessity for written plans depends on incident complexity, command decisions, and legal
requirements. Formal IAPs are not always developed for the initial operational period of
no-notice incidents. However, if an incident is likely to extend beyond one operational period,
becomes more complex, or involves multiple jurisdictions and/or agencies, preparing a written
IAP becomes increasingly important to maintain unity of effort and effective, efficient, and safe
operations.
Staff in EOCs also typically conduct iterative planning and produce plans to guide their activities
during specified periods, though these are typically more strategic than IAPs.
Manageable Span of Control
Maintaining an appropriate span of control helps ensure an effective and efficient incident
management operation. It enables management to direct and supervise subordinates and to
communicate with and manage all resources under their control. The type of incident, nature of
the task, hazards and safety factors, experience of the supervisor and subordinates, and
communication access between the subordinates and the supervisor are all factors that influence
manageable span of control.
12
When an Area Command is established, many of the responsibilities of an Incident Commander or Unified
Command also apply to an Area Commander or Unified Area Command. Area Command is discussed in more detail
in Section III.B under Area Command or in the ICS Tab 7—Consolidating the Management of Multiple Incidents.
21
National Incident Management System
Manageable Span of Control
The optimal span of control for incident management is one supervisor to five subordinates; however,
effective incident management frequently necessitates ratios significantly different from this. The 1:5 ratio
is a guideline, and incident personnel use their best judgment to determine the actual distribution of
subordinates to supervisors for a given incident or EOC activation.
Incident Facilities and Locations
Depending on the incident size and complexity, the Incident Commander, Unified Command,
and/or EOC director establish support facilities for a variety of purposes and direct their
identification and location based on the incident. Typical facilities include the Incident
Command Post (ICP), incident base, staging areas, camps, mass casualty triage areas, points-ofdistribution, and emergency shelters.
Comprehensive Resource Management
Resources include personnel, equipment, teams, supplies, and facilities available or potentially
available for assignment or allocation. Maintaining an accurate and up-to-date inventory of
resources is an essential component of incident management. Section II, the Resource
Management component of this document, describes this in more detail.
Integrated Communications
Leadership at the incident level and in EOCs facilitates communication through the development
and use of a common communications plan, interoperable communications processes, and
systems that include voice and data links. Integrated communications provide and maintain
contact among and between incident resources, enable connectivity between various levels of
government, achieve situational awareness, and facilitate information sharing. Planning, both in
advance of and during an incident, addresses equipment, systems, and protocols necessary to
achieve integrated voice and data communications. Section IV, the Communications and
Information Management component of this document, describes this in more detail.
Establishment and Transfer of Command
The Incident Commander or Unified Command should clearly establish the command function at
the beginning of an incident. The jurisdiction or organization with primary responsibility for the
incident designates the individual at the scene responsible for establishing command and
protocol for transferring command. When command transfers, the transfer process includes a
briefing that captures essential information for continuing safe and effective operations, and
notifying all personnel involved in the incident.
Unified Command
When no one jurisdiction, agency or organization has primary authority and/or the resources to
manage an incident on its own, Unified Command may be established. In Unified Command,
there is no one “commander.” Instead, the Unified Command manages the incident by jointly
approved objectives. A Unified Command allows these participating organizations to set aside
issues such as overlapping and competing authorities, jurisdictional boundaries, and resource
ownership to focus on setting clear priorities and objectives for the incident. The resulting unity
22
National Incident Management System
of effort allows the Unified Command to allocate resources regardless of ownership or location.
Unified Command does not affect individual agency authority, responsibility, or accountability.
Chain of Command and Unity of Command
Chain of command refers to the orderly line of authority within the ranks of the incident
management organization. Unity of command means that each individual only reports to one
person. This clarifies reporting relationships and reduces confusion caused by multiple,
conflicting directives, enabling leadership at all levels to effectively direct the personnel under
their supervision.
Accountability
Effective accountability for resources during an incident is essential. Incident personnel should
adhere to principles of accountability, including check-in/check-out, incident action planning,
unity of command, personal responsibility, span of control, and resource tracking.
Dispatch/Deployment
Resources should deploy only when appropriate authorities request and dispatch them through
established resource management systems. Resources that authorities do not request should
refrain from spontaneous deployment to avoid overburdening the recipient and compounding
accountability challenges.
Information and Intelligence Management
The incident management organization establishes a process for gathering, analyzing, assessing,
sharing, and managing incident-related information and intelligence. 13 Information and
intelligence management includes identifying essential elements of information (EEI) to ensure
personnel gather the most accurate and appropriate data, translate it into useful information, and
communicate it with appropriate personnel. Section IV, the Communications and Information
Management component of this document, describes this in more detail.
13
In NIMS, “intelligence” refers exclusively to threat-related information developed by law enforcement, medical
surveillance, and other investigative organizations.
23
National Incident Management System
Incident Command System (ICS)
ICS is a standardized approach to the command, control, and coordination of on-scene incident
management that provides a common hierarchy within which personnel from multiple
organizations can be effective. ICS specifies an organizational structure for incident management
that integrates and coordinates a combination of procedures, personnel, equipment, facilities, and
communications. Using ICS for every incident helps hone and maintain skills needed to
coordinate efforts effectively. ICS is used by all levels of government as well as by many NGOs
and private sector organizations. ICS applies across disciplines and enables incident managers
from different organizations to work together seamlessly. This system includes five major
functional areas, staffed as needed, 14 for a given incident: Command, Operations, Planning,
Logistics, and Finance/Administration.
Incident Command and Unified Command
Incident command is responsible for the overall management of the incident. A single Incident
Commander or Unified Command conducts the command function on an incident. Command
and General Staff support the incident command to meet the incident’s needs.
Single Incident Commander
When an incident occurs within a single jurisdiction and without jurisdictional or functional
agency overlap, the appropriate authority designates a single Incident Commander who has
overall incident management responsibility. In some cases where incident management crosses
jurisdictional and/or functional agency boundaries, the various jurisdictions and organizations
may still agree to designate a single Incident Commander. Figure 3 depicts an example
organizational structure for an ICS organization with a single Incident Commander.
14
ICS and EOC staff make many decisions based on unique criteria, including the incident situation, supervisor
preferences, resource availability, and applicable laws, policies, or standard operating procedures (SOP). The
document uses the phrase “as needed” to acknowledge this flexibility.
24
National Incident Management System
Figure 3: Example of an ICS Organization with a Single Incident Commander
Unified Command
Unified Command improves unity of effort in multijurisdictional or multiagency incident
management. The use of Unified Command enables jurisdictions and those with authority or
functional responsibility for the incident to jointly manage and direct incident activities through
the establishment of a common set of incident objectives, strategies, and a single IAP. However,
each participating partner maintains authority, responsibility, and accountability for its personnel
and other resources, and each member of Unified Command is responsible for keeping other
members of Unified Command informed.
Responsibilities of the Incident Commander and Unified Command
Whether using a single Incident Commander or a Unified Command, the command function:
•
Establishes a single ICP for the incident;
•
Establishes consolidated incident objectives, priorities, and strategic guidance, and updating
them every operational period;
•
Selects a single section chief for each position on the General Staff needed based on current
incident priorities;
•
Establishes a single system for ordering resources;
•
Approves a consolidated IAP for each operational period;
•
Establishes procedures for joint decision making and documentation; and
•
Captures lessons learned and best practices.
25
National Incident Management System
Unified Command Composition
The exact composition of the Unified Command depends on factors such as incident location
(i.e., which jurisdictions or organizations are involved) and the nature of the incident (i.e., which
agencies from the jurisdiction(s) or organization(s) involved are needed). Figure 4 depicts a
sample Unified Command structure. The organizations participating in the Unified Command
use a collaborative process to establish and rank incident priorities and determine incident
objectives.
Figure 4: Example of an ICS Organization with Unified Command
Single Incident Commander and Unified Command
Single Incident Commander: The Incident Commander is solely responsible (within the limits of his or
her authority) for establishing incident objectives and is responsible for ensuring that incident activities
work to accomplish objectives.
Unified Command: The individuals designated by their jurisdictional or organizational authorities (or by
departments within a single jurisdiction) jointly determine priorities and objectives, allocate resources, and
work together to ensure the execution of integrated incident operations and maximize the use of assigned
resources.
Agencies or organizations involved in the incident that lack jurisdictional responsibility or
authorities are referred to as cooperating and/or assisting agencies. Whether represented in
Unified Command or through the Liaison Officer, every jurisdiction, organization, and/or agency
representative is responsible for communicating agency-specific information, including:
•
Statutory authorities and responsibilities;
•
Resource availability and capabilities;
•
Constraints, limitations, concerns; and
•
Areas of agreement and disagreement between agency officials.
26
National Incident Management System
Command Staff
The Incident Commander or Unified Command assigns Command Staff as needed to support the
command function. The Command Staff typically includes a Public Information Officer (PIO), a
Safety Officer, and a Liaison Officer who report directly to the Incident Commander or Unified
Command and have assistants as necessary. The Incident Commander or Unified Command may
appoint additional advisors as needed.
Public Information Officer
The PIO interfaces with the public, media, and/or with other agencies with incident-related
information needs. The PIO gathers, verifies, coordinates, and disseminates accessible, 15
meaningful, and timely information on the incident for both internal and external audiences. The
PIO also monitors the media and other sources of public information to collect relevant
information and transmits this information to the appropriate components of the incident
management organization. In incidents that involve PIOs from different agencies, the Incident
Commander or Unified Command designates one as the lead PIO. All PIOs should work in a
unified manner, speaking with one voice, and ensure that all messaging is consistent. The
Incident Commander or Unified Command approves the release of incident-related information.
In large-scale incidents, the PIO participates in or leads the Joint Information Center (JIC).
Safety Officer
The Safety Officer monitors incident operations and advises the Incident Commander or Unified
Command on matters relating to the health and safety of incident personnel. Ultimate
responsibility for the safe conduct of incident management rests with the Incident Commander or
Unified Command and supervisors at all levels. The Safety Officer is responsible to the Incident
Commander or Unified Command for establishing the systems and procedures necessary to
assess, communicate, and mitigate hazardous environments. This includes developing and
maintaining the incident Safety Plan, coordinating multiagency safety efforts, and implementing
measures to promote the safety of incident personnel and incident sites. The Safety Officer stops
and/or prevents unsafe acts during the incident. Agencies, organizations, or jurisdictions that
contribute to joint safety management efforts do not lose their individual responsibilities or
authorities for their own programs, policies, and personnel. Rather, each contributes to the
overall effort to protect all personnel involved in the incident.
Liaison Officer
The Liaison Officer is the incident command’s point of contact for representatives of
governmental agencies, jurisdictions, NGOs, and private sector organizations that are not
included in the Unified Command. Through the Liaison Officer, these representatives provide
input on their agency, organization, or jurisdiction’s policies, resource availability, and other
incident-related matters. Under either a single Incident Commander or a Unified Command
structure, representatives from assisting or cooperating jurisdictions and organizations coordinate
through the Liaison Officer. The Liaison Officer may have assistants.
15
Accessible to all individuals, including those with limited English proficiency and individuals with disabilities, so
that access to and use of any such information and data is comparable to the access to and use of the information and
data by members of the public who are not individuals with disabilities.
27
National Incident Management System
Additional Command Staff Positions
Additional Command Staff positions may be necessary, depending on the incident and specific
requirements established by incident command. The Incident Commander or Unified Command
may appoint technical specialists to serve as command advisors. Command Staff advisors are
distinguished from officers because they serve in advisory capacities and lack the authority to
direct incident activities.
General Staff
The General Staff consists of the Operations, Planning, Logistics, and Finance/Administration
Section Chiefs. These individuals are responsible for the functional aspects of the incident
command structure. The Incident Commander or Unified Command activates these section
chiefs as needed. These functions default to the Incident Commander or Unified Command until
a section chief is assigned. The section chiefs may have one or more deputies as necessary. The
sections are discussed more fully below.
Operations Section
The Incident Commander or Unified Command selects the Operations Section Chief based on
current incident priorities and should review that selection periodically as the incident evolves.
Operations Section personnel plan and perform tactical activities to achieve the incident
objectives established by the Incident Commander or Unified Command. Objectives typically
focus on saving lives, reducing the immediate hazard, protecting property and the environment,
establishing situational control, and restoring normal operations.
Incident operations can be organized and executed in many ways. The Operations Section Chief
organizes the section based on the nature and scope of the incident, the jurisdictions and
organizations involved, and the incident’s priorities, objectives, and strategies. Key functions of
Operations Section personnel include the following:
•
Directing the management of tactical activities on the Incident Commander or Unified
Command’s behalf;
•
Developing and implementing strategies and tactics to achieve incident objectives;
•
Organizing the Operations Section to best meet the incident’s needs, maintain a manageable
span of control, and optimize the use of resources; and
•
Supporting IAP development for each operational period.
Planning Section
Planning Section personnel collect, evaluate, and disseminate incident situation information to
the Incident Commander or Unified Command and other incident personnel. The staff within this
section prepare status reports, display situation information, maintain the status of assigned
resources, facilitate the incident action planning process, and prepare the IAP based on input
from other sections and Command Staff and guidance from the Incident Commander or Unified
Command.
28
National Incident Management System
Additional key functions of Planning Section personnel include:
•
Facilitating incident planning meetings;
•
Recording the status of resources and anticipated resource needs;
•
Collecting, organizing, displaying, and disseminating incident status information and
analyzing the situation as it changes;
•
Planning for the orderly, safe, and efficient demobilization of incident resources; and
•
Collecting, recording, and safeguarding all incident documents.
Logistics Section
Logistics Section personnel provide services and support for effective and efficient incident
management, including ordering resources. Staff in this section provide facilities, security (of the
incident command facilities and personnel), transportation, supplies, equipment maintenance and
fuel, food services, communications and IT support, and medical services for incident personnel.
Key functions of Logistics Section personnel include:
•
Ordering, receiving, storing/housing, and processing incident-related resources;
•
Providing ground transportation during an incident, maintaining and supplying vehicles,
keeping vehicle usage records, and developing incident traffic plans;
•
Setting up, maintaining, securing, and demobilizing incident facilities;
•
Determining food and water needs, including ordering food, providing cooking facilities,
maintaining food service areas, and managing food security and safety (in cooperation with
the Safety Officer);
•
Maintaining an incident Communications Plan and acquiring, setting up, issuing,
maintaining, and accounting for communications and IT equipment; and
•
Providing medical services to incident personnel.
Finance/Administration Section
The Incident Commander or Unified Command establishes a Finance/Administration Section
when the incident management activities involve on-scene or incident-specific finance and
administrative support services. Finance/Administration staff responsibilities include recording
personnel time, negotiating leases and maintaining vendor contracts, administering claims, and
tracking and analyzing incident costs. If the Incident Commander or Unified Command
establishes this section, staff should closely coordinate with the Planning and Logistics Sections
to reconcile operational records with financial documents.
Finance/Administration Section staff support an essential function of ICS in large, complex
incidents involving funding originating from multiple sources. In addition to monitoring multiple
sources of funds, the section’s staff track and report the accrued costs as the incident progresses.
29
National Incident Management System
This allows the Incident Commander or Unified Command to forecast needs and request
additional funds as needed. Key functions of Finance/Administration Section personnel include:
•
Tracking costs, analyzing cost data, making estimates, and recommending cost savings
measures;
•
Analyzing, reporting, and recording financial concerns resulting from property damage,
responder injuries or fatalities at the incident;
•
Managing financial matters concerning leases and vendor contracts;
•
Managing administrative databases and spreadsheets for analysis and decision making; and
•
Recording time for incident personnel and leased equipment.
Intelligence/Investigations Function
The collection, analysis, and sharing of incident-related information are important activities for
all incidents. Typically, staff in the Planning Section are responsible for gathering and analyzing
operational information and sharing situational awareness, and staff in the Operations Section are
responsible for executing tactical activities. However, some incidents involve intensive
intelligence gathering and investigative activity, and for such incidents, the Incident Commander
or Unified Command may opt to reconfigure intelligence and investigations responsibilities to
meet the needs of the incident. This may occur when the incident involves a criminal or terrorist
act and/or other non-law-enforcement intelligence/investigations efforts such as epidemiological
investigations.
The purpose of the Intelligence/Investigations function is to ensure that intelligence and
investigative operations and activities are properly managed and coordinated to:
•
Prevent and/or deter potential unlawful activity, incidents, and/or attacks;
•
Collect, process, analyze, secure, and disseminate information, intelligence, and situational
awareness;
•
Identify, document, process, collect, create a chain of custody for, safeguard, examine and
analyze, and store evidence or specimens;
•
Conduct thorough and comprehensive investigations that lead to the perpetrators’
identification and apprehension;
•
Conduct missing persons and mass fatality/death investigations;
•
Inform and support life safety operations, including the safety and security of all response
personnel, by helping to prevent future attacks or escalated impacts; and
•
Determine the source or cause of an ongoing incident (e.g., disease outbreak, fire, complex
coordinated attack, or cyber incident) to control its impact and/or help prevent the occurrence
of similar incidents.
30
National Incident Management System
The Incident Commander or Unified Command makes the final determination regarding the
scope and placement of the Intelligence/Investigations function within the command structure.
Options for its placement are described in Appendix A, Tab 6 Intelligence/Investigations
Function.
Common Types of ICS Facilities
The Incident Commander or Unified Command may establish facilities in and around the
incident area to house or support incident management functions. The Incident Commander or
Unified Command determines the kinds and locations of facilities based on incident needs.
Common ICS facilities are described below and illustrated in Figure 5.
Incident Command Post
The ICP is the location of the tactical-level, on-scene incident command organization. This
location typically houses the Incident Commander or Unified Command and the Command and
General Staffs, but may include other designated incident personnel. Typically, the ICP is
located near the incident site and is where on-scene tactical command functions are performed.
Personnel conduct incident planning at the ICP, and the Incident Commander or Unified
Command may establish an incident communications center at this location.
Staging Areas
The Operations Section Chief may establish staging areas to position and track for resources. A
staging area can be any location in which personnel, supplies, and equipment await assignment.
Staging areas may include temporary feeding, fueling, and sanitation services. The Operations
Section Chief assigns a manager for each staging area who logs in all incoming resources,
dispatches resources at a section chief’s request, and requests Logistics Section support, as
necessary, for resources at the staging area.
Incident Base
An incident base is the site that accommodates primary support activities. An Incident
Commander or Unified Command establishes an incident base to house equipment and personnel
support operations. An incident base may be co-located with the ICP.
31
National Incident Management System
Figure 5: Incident Facilities
Camps
Camps are satellites to an incident base, established where they can best support incident
operations. Camps provide support, such as food, sleeping areas, and sanitation, and may also
provide minor maintenance and servicing of equipment. Camps are relocated as necessary to
meet changing operational needs.
Incident Management Teams
IMTs are rostered groups of ICS-qualified personnel, consisting of an Incident Commander,
other incident leadership, and personnel qualified for other key ICS positions. IMTs exist at
local, regional, state, tribal, and national levels and have formal notification, deployment, and
operational procedures in place. These teams are typed based on team members’ qualifications
and may be assigned to manage incidents or to accomplish supporting incident-related tasks or
functions. When assigned to manage an incident or to support an incident-related task or
function, IMTs are typically delegated the authority to act on behalf of the affected jurisdiction
or organization.
Delegation of Authority
A delegation of authority is a statement that the authorized jurisdiction/organization official provides to
make such delegations to the Incident Commander. It assigns the Incident Commander specific
responsibilities and authorities. The delegation of authority typically describes priorities, expectations,
constraints, and other considerations or guidelines. Many agencies require the delegating authority to
provide a written delegation of authority to the Incident Commander before the Incident Commander may
assume command.
32
National Incident Management System
Incident Management Assistance Teams
Some IMTs are referred to as Incident Management Assistance Teams (IMAT) to clarify that
they support on-scene personnel and/or the affected jurisdiction(s). IMATs may have command
and control over certain aspects of response and recovery efforts (e.g., the use of state/Federal
assets). Through participation in a Unified Command or a Unified Coordina…