National
Incident
Management System (NIMS)
|
|
|
Resource
Typing
|
|
|
Incident
Command
System (ICS)
|
|
|
Mutual
Aid
Agreements (MAA)
|
|
|
NIMSonline.com
|
New
Items
About Us
Contact Us |
|
<< Chapter
III - PREPAREDNESS
Chapter V - COMMUNICATIONS and INFORMATION MANAGEMENT >>
Chapter IV
NIMS
- Resource Management
Resource management involves
coordinating and overseeing the application of tools,
processes, and systems that provide incident managers
with timely and appropriate resources during an incident.
Resources include personnel, teams, facilities, equipment,
and supplies. Generally, resource management coordination
activities take place within EOCs. When they are established,
multiagency coordination entities may also prioritize
and coordinate resource allocation and distribution during
incidents.
Resource management involves four primary tasks:
•
|
establishing
systems for describing, inventorying, requesting,
and tracking resources;
|
•
|
activating these systems
prior to and during an incident;
|
•
|
dispatching resources
prior to and during an incident; and
|
•
|
deactivating or recalling
resources during or after incidents.
|
The
basic concepts and principles that guide the resource
management
processes used in the NIMS allow these tasks to be conducted
effectively. By standardizing the procedures, methodologies,
and functions involved in these processes, the NIMS ensures
that resources move quickly and efficiently to support
incident managers and emergency responders.
|
|
A.
CONCEPTS and PRINCIPLES.
1.
Concepts.
The underlying concepts of resource management in this context are that:
•
|
It provides
a uniform method of identifying, acquiring, allocating,
and tracking resources.
|
•
|
It uses effective mutual-aid
and donor assistance and is enabled by the standardized
classification of kinds and types of resources required
to support the incident management organization.
|
•
|
It uses a credentialing
system tied to uniform training and certification standards
to ensure that requested personnel resources are successfully
integrated into ongoing incident operations.
|
•
|
Its
coordination is the responsibility of EOCs and/or
multiagency coordination
entities, as well as specific elements of the ICS structure
(e.g., the Resources Unit discussed in detail in Appendix
A, Tab 3–B).
|
| • |
It should encompass resources
contributed by private-sector and nongovernmental organizations.
|
|
2. Principles.
Five key principles
underpin effective resource management:
a. Advance Planning.
Preparedness
organizations (as defined in Section III.B.1) work together
in advance of an incident to
develop plans for managing and employing resources
in a variety of possible emergency circumstances.
|
b.
Resource Identification and Ordering.
Resource
managers use standardized processes and methodologies
to order, identify, mobilize, dispatch,
and track the
resources required to support incident management
activities. Resource managers perform these tasks
either at an
IC’s request or in accordance with planning
requirements.
|
c.
Categorizing Resources.
Resources are categorized
by size, capacity, capability, skill, and other characteristics.
This makes the
resource ordering and dispatch process within jurisdictions,
across jurisdictions, and between governmental and
nongovernmental entities more efficient and ensures
that ICs receive resources appropriate to their needs.
Facilitating the development and issuance of national
standards for “typing” resources and “certifying” personnel
will be the responsibility of the NIMS Integration
Center described in Chapter VII.
|
d.
Use of Agreements.
Preincident agreements among all parties providing
or requesting resources are necessary to enable effective
and efficient resource management during incident operations.
Formal preincident agreements (e.g., mutual aid and
the Emergency Management Assistance Compact [EMAC])
between parties, both
governmental and nongovernmental, that might provide
or request resources are established to ensure the
employment of standardized, interoperable equipment,
and other incident resources during incident operations.
|
e.
Effective Management of Resources.
Resource managers use validated practices to perform
key resource management tasks systematically and efficiently.
Examples include the following:
(1)
Acquisition Procedures.
Used to obtain
resources to support operational requirements.
Preparedness organizations develop
tools and related standardized processes to support
acquisition activities. Examples include mission
tasking,
contracting, drawing from existing stocks, and
making small purchases.
|
(2)
Management Information Systems.
Used to collect, update, and process data; track
resources; and display their readiness status.
These tools enhance information flow and provide
real- time data in a fast-paced environment where
different jurisdictions and functional agencies
managing different aspects of the incident life
cycle must coordinate their efforts. Examples
include geographical information systems (GISs),
resource tracking systems, transportation tracking
systems, inventory management systems, and reporting
systems.
|
(3)
Ordering, Mobilization, Dispatching, and Demobilization
Protocols. Used to request resources, prioritize
requests, activate and dispatch resources to
incidents, and return resources to normal status.
Preparedness organizations develop standard
protocols for use within their jurisdictions.
Examples include tracking systems that identify
the location and status of mobilized or dispatched
resources and procedures to “demobilize” resources
and return them to their original locations
and status.
|
|
|
TOP
B. MANAGING
RESOURCES.
To implement these concepts and principles in performing the
primary tasks of resource management, the NIMS includes standardized
procedures, methodologies, and functions in its resource management
processes. These processes reflect functional considerations,
geographic factors, and validated practices within and across
disciplines and are continually adjusted as new lessons are learned.
The basic foundation for resource management provided in this
chapter will be expanded and refined over time in a collaborative
cross-jurisdictional, cross-disciplinary effort led by the NIMS
Integration Center discussed in Chapter VII.
The NIMS uses eight processes for managing resources:
1. Identifying and Typing
Resources.
Resource typing entails categorizing by capability
the resources that incident managers commonly request,
deploy,
and employ. Measurable standards identifying the capabilities
and performance levels of resources serve as the basis
for categories. Resource users at all levels identify
these standards and then type resources on a consensus
basis, with a national-level entity taking the coordinating
lead. Resource kinds may be divided into subcategories
(types) to define more precisely the resource capabilities
needed to meet specific requirements. Resource typing
is a
continuous process designed to be as simple as possible
to facilitate frequent use and accuracy in obtaining
needed resources. (See Appendix B for a more complete
discussion of the NIMS national resource typing protocol.)
To allow resources to be deployed and used on a national
basis, the NIMS Integration Center defined in
Chapter VII is responsible for defining national resource
typing standards.
|
2.
Certifying and Credentialing Personnel.
Personnel certification entails authoritatively attesting
that individuals meet professional standards for the
training, experience, and performance required for key
incident management functions. Credentialing involves
providing documentation that can authenticate and verify
the certification and identity of designated incident
managers and emergency responders. This system helps
ensure that personnel representing various jurisdictional
levels and functional disciplines possess a minimum common
level of training, currency, experience, physical and
medical fitness, and capability for the incident management
or emergency responder position they are tasked to fill.
|
3. Inventorying
Resources.
Resource managers use various resource inventory systems
to assess the availability of assets provided by public,
private, and volunteer organizations. Preparedness organizations
enter all resources available for deployment into resource
tracking systems maintained at local, State, regional,
and national levels. The data are then made available
to 911 centers, EOCs, and multiagency coordination entities.
A key aspect of the inventorying process is determining
whether or not the primary- use organization needs to
warehouse items prior to an incident. Resource managers
make this decision by considering the urgency of the
need, whether there are sufficient quantities of required
items on hand, and/or whether they can be produced quickly
enough to meet demand. Another important part of the
process is managing inventories with shelf-life or special
maintenance considerations. Resource managers must build
sufficient funding into their budgets for periodic replenishments,
preventive maintenance, and capital improvements.
|
4. Identifying
Resource Requirements.
Resource managers identify, refine,
and validate resource requirements throughout the incident
life cycle. This
process involves accurately identifying (1) what and
how much is needed, (2) where and when it is needed,
and (3) who will be receiving or using it. Resources
to be identified in this way include supplies, equipment,
facilities, and incident management personnel and/or
emergency response teams. If
a requestor is unable to describe an item by resource
type or classification system, resource managers provide
technical advice to enable the requirements to be defined
and translated into a specification.
Because resource availability and requirements will
constantly change as the incident evolves, all entities
participating in an operation must coordinate closely
in this process. Coordination begins at the earliest
possible point in the incident life cycle.
|
5. Ordering and Acquiring Resources.
Requests
for items that the IC cannot obtain locally are submitted
through the local EOC or multiagency coordinating
entity using standardized resource-ordering procedures.
If the servicing EOC is unable to fill the order locally,
the order is forwarded to the next level—generally
an adjacent local, State, regional EOC, or multiagency
coordination entity.
TOP |
6.
Mobilizing Resources.
Incident personnel begin mobilizing when notified through
established channels. At the time of notification, they
are given the date, time, and place of departure; mode
of transportation to the incident; estimated date and
time of arrival; reporting location (address, contact
name, and phone number); anticipated incident assignment;
anticipated duration of deployment; resource order number;
incident number; and applicable cost and funding codes.
The resource tracking and mobilization processes are
directly linked. When resources arrive on scene, they
must formally check in. This starts the on-scene in-processing
and validates the order requirements. Notification that
the resource has arrived is sent back through the system.
For resource managers, the mobilization process may
include equipping, training, and/or inoculating personnel;
designating assembly points that have facilities suitable
for logistical support; and obtaining transportation
to deliver resources to the incident most quickly, in
line with priorities and budgets.
EOCs and Incident Management Teams (IMTs) take direction
from standard interagency mobilization guidelines at
the national, regional, State, local, and tribal levels.
Managers should plan and prepare for the demobilization
process well in advance, often at the same time they
begin the resource mobilization process. Early planning
for demobilization facilitates accountability and makes
transportation of resources as efficient, costs as low,
and delivery as fast as possible.
|
| 7. Tracking
and Reporting Resources.
Resource tracking is a standardized,
integrated process conducted throughout the life cycle
of an incident
by all agencies at all levels. This process provides
incident managers with a clear picture of where resources
are located, helps staff prepare to receive resources,
protects the safety of personnel and security of supplies
and equipment, and enables the coordination of movement
of personnel, equipment, and supplies. Resource managers
use established procedures to track resources continuously
from mobilization through demobilization. Ideally,
these managers would display this real-time information
in a centralized database accessible to all NIMS partners,
allowing total visibility of assets. Managers follow
all required procedures for acquiring and managing
resources, including reconciliation, accounting, auditing,
and inventorying.
|
8. Recovering Resources.
Recovery
involves the final disposition of all resources. During
this process, resources are rehabilitated, replenished,
disposed of, and retrograded:
a. Nonexpendable Resources.
These
are fully accounted for at the incident site and
again when they are returned to the unit
that issued them. The issuing unit then restores
the resources to fully functional capability and
readies them for the next mobilization. Broken
and/or lost items should be replaced through the
Supply Unit, by the organization with invoicing
responsibility for the incident, or as defined
in preincident agreements. In the case of human
resources, such as IMTs, adequate rest and recuperation
time and facilities are provided. Mobilization
guides developed at each jurisdictional level and
within functional agencies provide appropriate
rest and recuperation time guidelines. Important
occupational health and mental health issues must
also be addressed, including monitoring how such
events affect emergency responders over time.
|
b. Expendable Resources.
These
are also fully accounted for. Restocking occurs
at the point from which a resource was issued.
The incident management organization bears the
costs of expendable resources, as authorized in
preplanned financial agreements concluded by preparedness
organizations. Returned resources that are not
in restorable condition—whether expendable
or nonexpendable—must be declared as excess
according to established regulations and policies
of the controlling entity. Waste management is
of special note in the process of recovering resources.
Resources that require special handling and disposition
(e.g., biological waste and contaminated supplies,
debris, and equipment) are dealt with according
to established regulations and policies.
|
|
9. Reimbursement.
Reimbursement
provides a mechanism to fund critical needs that arise
from incident-specific activities. Reimbursement
processes also play an important role in establishing
and maintaining the readiness of resources. Processes
and procedures must be in place to ensure that resource
providers are reimbursed in a timely
manner. These must include mechanisms for collecting
bills, validating costs against the scope of the work,
ensuring that proper authorities are involved, and
accessing reimbursement programs, such as the Public
Assistance
Program and the Emergency Relief Program.
<< Chapter
III - PREPAREDNESS
Chapter V - COMMUNICATIONS and INFORMATION MANAGEMENT >>
|
|
|
