3.
NIMS Publications.
The NIMS provides or establishes processes for providing guidelines;
protocols; standards for planning, training, qualifications and
certification; and publication management. National-level preparedness
standards related to the NIMS will be maintained and managed through
a multijurisdictional, multidiscipline center, using a collaborative
process. (See Chapter VII.)
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4.
Mitigation.
Mitigation
activities are important elements of preparedness and provide
a critical foundation across the incident management spectrum
from prevention through response and recovery.
Examples of
key mitigation activities include the following:
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ongoing
public education and outreach activities designed
to reduce loss of life and destruction of property;
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•
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structural
retrofitting to deter or lessen the effects of
incidents and reduce loss of life, destruction
of property, and effects on the environment;
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•
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code
enforcement through such activities as zoning regulation,
land management, and building codes; and
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•
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flood
insurance and the buy-out of properties subjected
to frequent flooding, etc.
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[Top of Page]
B. ACHIEVING
PREPAREDNESS.
Individual Federal,
State, local, and tribal jurisdictions are responsible for
implementing the preparedness cycle in advance of an incident
and appropriately including private- sector and nongovernmental
organizations in such implementation. The NIMS provides the
tools to ensure and enhance preparedness, as described in the
sections that follow. These tools include preparedness organizations
and preparedness programs that provide or establish processes
for planning, training, and exercises; personnel qualification
and certification; equipment certification; mutual aid; and
publication management.
1.
Preparedness Organizations.
Preparedness is the responsibility of individual jurisdictions;
this responsibility includes coordinating various preparedness
activities among all appropriate agencies within a jurisdiction,
as well as across jurisdictions and with private organizations.
This coordination is effected by mechanisms that range from individuals
to small committees to large standing organizations. These mechanisms
are referred to in this document as “preparedness organizations,” in
that they serve as ongoing forums for coordinating preparedness
activities in advance of an incident. Preparedness organizations
represent a wide variety of committees, planning groups, and other
organizations that meet regularly and coordinate with one another
to ensure an appropriate focus on planning, training, equipping,
and other preparedness requirements within a jurisdiction and/or
across jurisdictions. The needs of the jurisdictions involved will
dictate how frequently such organizations must conduct their business,
as well as how they are structured. When preparedness activities
routinely need to be accomplished across jurisdictions, preparedness
organizations should be multijurisdictional.. Preparedness organization
at all jurisdictional levels should:
•
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establish
and coordinate emergency plans and protocols
including public communications and awareness;
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•
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integrate
and coordinate the activities of the jurisdictions
and functions within their purview;
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•
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establish
the standards, guidelines, and protocols necessary
to promote interoperability among member jurisdictions
and agencies;
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•
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adopt
standards, guidelines, and protocols for providing
resources to requesting organizations, including
protocols for incident support organizations;
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| • |
set
priorities for resources and other requirements;
and |
| • |
ensure
the establishment and maintenance of multiagency
coordination mechanisms, including EOCs, mutual-aid
agreements, incident information systems, nongovernmental
organization and private-sector outreach, public
awareness and information systems, and mechanisms
to deal with information and operations security.
[Top of Page]
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2.
Preparedness Programs.
Individual jurisdictions establish programs that address the requirements
for each step of the preparedness cycle (planning, training, equipping,
exercising, evaluating, and taking action to correct and mitigate).
These programs should adopt relevant NIMS standards, guidelines,
processes, and protocols.
a.
Preparedness Planning.
Plans describe how personnel, equipment, and other governmental
and nongovernmental resources will be used to support incident
management requirements. Plans represent the operational
core of preparedness and provide mechanisms for setting priorities,
integrating multiple entities and functions, establishing
collaborative relationships, and ensuring that communications
and other systems effectively support the complete spectrum
of incident management activities. The following are the
principal types of plans:
(1)
Emergency Operations Plan (EOP).
Each jurisdiction develops an EOP that defines the
scope of preparedness and incident management activities
necessary for that jurisdiction. The EOP should also
describe organizational structures, roles and responsibilities,
policies, and protocols for providing emergency support.
The EOP facilitates response and short-term recovery
activities (which set the stage for successful long-term
recovery). It should drive decisions on long-term prevention
and mitigation efforts or risk-based preparedness measures
directed at specific hazards. An EOP should be flexible
enough for use in all emergencies. A complete EOP should
describe the purpose of the plan, situation and assumptions,
concept of operations, organization and assignment
of responsibilities, administration and logistics,
plan development and maintenance, and authorities and
references. It should also contain functional annexes,
hazard-specific appendices, and a glossary. EOPs should
predesignate jurisdictional and/or functional area
representatives to the IC or UC whenever possible to
facilitate responsive and collaborative incident management.
While the preparedness of the public is generally beyond
the scope of the NIMS, EOPs should also include preincident
and postincident public awareness, education, and communications
plans and protocols.
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(2)
Procedures.
Each organization covered by the EOP should develop
procedures that translate the tasking to that organization
into specific action-oriented checklists for use during
incident management operations, including how the organization
will accomplish its assigned tasks. Procedures are
documented and implemented with checklists; resource
listings; maps, charts, and other pertinent data; mechanisms
for notifying staff; processes for obtaining and using
equipment, supplies, and vehicles; methods of obtaining
mutual aid; mechanisms for reporting information to
organizational work centers and EOCs; and communications
operating instructions, including connectivity with
private-sector and nongovernmental organizations. The
development of procedures is required in accordance
with the law for certain risk-based, hazard-specific
programs. There are four standard levels of procedural
documents:
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Overview—a
brief concept summary of an incident-related
function, team, or capability
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•
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Standard
Operating Procedure (SOP) or
Operations Manual—a complete
reference document that details
the procedures for performing
a single function or a number
of interdependent functions
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•
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Field
Operations Guide (FOG) or Handbook—a
durable pocket or desk guide
that contains essential information
required to perform specific
assignments or functions.
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•
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Job
Aid—a checklist or other
aid that is useful in performing
or training for a job.
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(3)
Preparedness Plans.
Preparedness plans describe the process and schedule
for identifying and meeting training needs (based on
expectations the EOP has outlined); the process and
schedule for developing, conducting, and evaluating
exercises and correcting identified deficiencies; arrangements
for procuring or obtaining required incident management
resources through mutual-aid mechanisms; and plans
for facilities and equipment that can withstand the
effects of hazards that the jurisdiction is more likely
to face.
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(4)
Corrective Action and Mitigation Plans.
Corrective action plans are designed to implement procedures
that are based on lessons learned from actual incidents
or from training and exercises. Mitigation plans describe
activities that can be taken prior to, during, or after
an incident to reduce or eliminate risks to persons
or property or to lessen the actual or potential effects
or consequences of an incident.
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(5)
Recovery Plans.
Recovery plans describe actions beyond rapid damage
assessment and those necessary to provide immediate
life support for victims. Long-term recovery planning
involves identifying strategic priorities for restoration,
improvement, and growth.
[Top of Page] |
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b.
Training and Exercises.
Incident
management organizations and personnel at all levels
of government, and within the private-sector and
nongovernmental organizations, must be appropriately
trained to improve all-hazards incident management
capability nationwide. Incident management organizations
and personnel must also participate in realistic
exercises—including multidisciplinary and
multijurisdictional events and private-sector and
nongovernmental organization interaction—to
improve integration and interoperability. Training
involving standard courses on incident command
and management, incident management structure,
operational coordination processes and systems—together
with courses focused on discipline-specific and
agency-specific subject-matter expertise—helps
ensure that personnel at all jurisdictional levels
and across disciplines can function effectively
together during an incident.
To
assist in this function, the NIMS Integration
Center, as defined in Chapter
VII, will:
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Facilitate
the development and dissemination of
national standards, guidelines, and protocols
for incident management training and
exercises, including consideration of
existing exercise and training programs
at all jurisdictional levels.
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•
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Facilitate
the use of modeling and simulation capabilities
for training and exercise programs.
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Facilitate
the definition of general training requirements
and approved training courses for all
NIMS users. These requirements will be
based on mission-to-task analysis. They
will address critical elements of an
effective national training system, including
field-based training, specification of
mission-essential tasks, and requirements
for specialized instruction. They will
also cover fundamental administrative
matters, such as instructor qualifications
and course completion documentation.
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•
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Review
and approve (with the assistance of national
professional organizations and with input
from Federal, State, local, tribal, private-sector,
and nongovernmental entities) discipline-specific
requirements and training courses.
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The
training approach that has been developed for
ICS serves as a model for course curricula
and materials applicable to other components
of the NIMS. ICS training is organized around
four course levels: ICS-100, Introduction to
ICS; ICS-200, Basic ICS; ICS-300, Intermediate
ICS; and ICS-400 Advanced ICS. Course materials
have been developed and shared by a number
of Federal, State, local, tribal, and other
specialized training providers in a nationally
recognized effort. This allows use of a broad
set of training providers and allows programs
to be tailored to the specific circumstances
that the Federal, State, local, and tribal
levels face.
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c.
Personnel Qualification and Certification.
Under the NIMS, preparedness is based on national standards
for the qualification and certification of emergency response
personnel. Standards will help ensure that participating
agencies and organizations field personnel who possess the
minimum knowledge, skills, and experience necessary to execute
incident management and emergency response activities safely
and effectively. Standards typically include training, experience,
credentialing, currency, and physical and medical fitness.
Personnel that are certified for employment in support of
an incident that transcends interstate jurisdictions through
the Emergency Management Assistance Compacts System will
be required to meet national qualification and certification
standards. Federal, State, local, and tribal certifying agencies;
professional organizations; and private organizations should
credential personnel for their respective jurisdictions.
To
enable this qualification and certification
function at the national level, the
NIMS Integration Center, as defined in Chapter VII, will:
•
|
Facilitate
the development and/or dissemination
of national standards, guidelines, and
protocols for qualification and certification.
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•
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Review
and approve (with the assistance of national
professional organizations and with input
from Federal, State, local, tribal, private-sector,
and nongovernmental entities) the discipline-specific
requirements submitted by functionally
oriented incident management organizations
and associations.
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•
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Facilitate
the establishment of a data maintenance
system to provide incident managers with
the detailed qualification, experience,
and training information needed to credential
personnel for prescribed incident management
positions.
[Top of Page]
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d.
Equipment Certification.
Incident management and emergency responder organizations
at all levels rely on various types of equipment to perform
mission essential tasks. A critical component of operational
preparedness is the acquisition of equipment that will perform
to certain standards, including the capability to be interoperable
with equipment used by other jurisdictions.
To
enable national-level equipment certification,
the NIMS Integration Center, as defined in
Chapter VII, will:
•
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In
coordination with appropriate Federal
agencies, standards-making, certifying,
and accrediting organizations and with
appropriate State, local, tribal, private-sector,
and nongovernmental organizations, facilitate
the development and/or publication of
national standards, guidelines, and protocols
for equipment certification. This effort
includes the incorporation of standards
and certification programs already in
use by incident management and emergency
response organizations nationwide.
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•
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Review
and approve (with the assistance of national
professional organizations and with input
from Federal, State, local, tribal, and
private- sector and nongovernmental entities)
lists of emergency responder equipment
that meet national certification requirements.
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e.
Mutual-Aid Agreements.
Mutual-aid agreements are the means for one jurisdiction
to provide resources, facilities, services, and other required
support to another jurisdiction during an incident. Each
jurisdiction should be party to a mutual-aid agreement (such
as the Emergency Management Assistance Compact) with appropriate
jurisdictions from which they expect to receive or to which
they expect to provide assistance during an incident. This
would normally include all neighboring or nearby jurisdictions,
as well as relevant private-sector and nongovernmental organizations.
States should participate in interstate compacts and look
to establish intrastate agreements that encompass all local
jurisdictions. Mutual-aid agreements are also needed with
private organizations, such as the American Red Cross, to
facilitate the timely delivery of private assistance at the
appropriate jurisdictional level during incidents.
At
a minimum, mutual-aid agreements should include
the following elements or provisions:
•
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definitions
of key terms used in the agreement;
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•
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roles
and responsibilities of individual parties;
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| • |
procedures
for requesting and providing assistance; |
| • |
procedures,
authorities, and rules for payment, reimbursement,
and allocation of costs; |
| • |
notification
procedures; |
| • |
protocols
for interoperable communications; |
| • |
relationships
with other agreements among jurisdictions; |
| • |
workers
compensation; |
| • |
treatment
of liability and immunity; |
| • |
recognition
of qualifications and certifications; and |
| • |
sharing
agreements, as required. |
Authorized
officials from each of the participating jurisdictions
will collectively approve all mutual-aid agreements.
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f.
Publication Management.
Publication
management for the NIMS includes development of
naming and numbering conventions; review and certification
of publications; methods for publications control;
identification of sources and suppliers for publications
and related services; and management of publication
distribution.
NIMS
publication management includes the following
types of products:
•
|
qualifications
information;
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•
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training
course and exercise information;
|
| • |
task
books; |
| • |
ICS
training and forms; |
| • |
other
necessary forms; |
| • |
job
aids; |
| • |
guides; |
| • |
computer
programs; |
| • |
audio
and video resources; |
| • |
templates;
and |
| • |
“best
practices.” |
To
enable national-level publication management,
the NIMS Integration Center, as defined in
Chapter VII, will:
•
|
Facilitate
the development, publication, and dissemination
of national standards, guidelines, and
protocols for a NIMS publication management
system.
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•
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Facilitate
the development of general publications
for all NIMS users as well as their issuance
via the NIMS publication management system.
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| • |
Review
and approve (with the assistance of appropriate
national professional standards-making,
certifying, and accrediting organizations,
and with input from Federal, State, local,
tribal government and private- sector
and nongovernmental organizations) the
discipline-specific publication management
requirements and training courses submitted
by professional organizations and associations.
<< Chapter
II - COMMAND and MANAGEMENT
Chapter IV - RESOUCE MANAGEMENT >>
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