Presentation title slide 42 pt Times New Roman, White

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National Incident Management System (NIMS)
Kevin J Molloy, MEP Incident Management Systems
Integration Division

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Homeland Security Presidential Directive 5

• National Incident Management System (NIMS)
• A consistent nationwide approach for all levels
  of government to work effectively and efficiently
  together to prepare for and respond to domestic
  incidents
• Core set of concepts, principles and terminology
  for incident command and multi-agency
  coordination
• Requires all Federal Departments and Agencies to
  adopt the NIMS
• Requires State and local NIMS compliance as a
  condition for Federal preparedness funds

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NIMS Background

• Originally published in March 2004
• Provides national standard for incident
  management
• Based on the National Interagency Incident
  Management System (NIIMS) Incident Command System
  (ICS)
• Initial review commenced in May 2006 and was
  completed in May 2007 release was delayed
  pending publication of the NRF
• Second review process was undertaken in January
  2008 to ensure consistency with NRF

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Review Process

• Led by FEMA through the NIC
• Involved more than 100 organizations from various
  levels of government, the private sector and NGOs
• Work groups consisted of subject matter experts
  from various disciplines and jurisdictions
• Three national comment periods (6000 total
  comments)
• February 2007 (2,837 comments)
• MarchApril 2007 (2,707 comments)
• May-June 2008 (444 comments)
• National Advisory Committee (NAC) commented on
  the document during this time period

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Summary of Changes to NIMS

• Eliminated redundancy
• Reorganized document to emphasize that NIMS is
  more than the Incident Command System (ICS)
• Clarified ICS concepts
• Increased emphasis on planning and added guidance
  on mutual aid
• Clarified roles of private sector, NGOs, and
  chief elected and appointed officials
• Expanded the Intelligence/Investigation function
• Highlighted relationship between NIMS and NRF

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NIMS What it is and what its not

• NIMS Is
• Comprehensive, nationwide, systematic approach to
  incident management
• Set of preparedness concepts and principles for
  all hazards
• Essential principles for a common operating
  picture and interoperability of communications
  and information management
• Standardized resource management procedures for
  coordination among different jurisdictions/
  organizations
• Scalable and applicable for all incidents

• NIMS Is Not
• A response plan
• A communication plan
• Something that is used only during large
  incidents
• Only applicable to certain emergency responders
• Only the Incident Command System or an
  organizational chart
• A static system

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NIMS COMPONENTS

• Preparedness
• Communications and Information Management
• Resource Management
• Command and Management
• Incident Command System
• Multi-agency Coordination Systems
• Public Information Systems
• Ongoing Management and Maintenance

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NIMS Components--Preparedness

• Planning
• Training
• Equipping
• Exercising
• Evaluating
• Taking corrective action
• Mitigating

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NIMS Components-- Communications and Information
Management

• Common operating picture
• Common communications and data standards to
  assure accessibility and interoperability
• Pre-incident information

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NIMS Components-- Resource Management

• Establishing systems for describing,
  inventorying, requesting, and tracking resources
• Activating those systems prior to, during, and
  after an incident
• Dispatching resources prior to, during, and after
  an incident
• Deactivating or recalling resources during or
  after incidents

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NIMS Resource Management
164 Positions with / KSAs 56 ICS Positions Core
Competencies 120 Typed Resources NIMS Guide 0001
on Resource Typing NIMS Guide 0002 on
Credentialing
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NIMS Resource Management
Public Works 19 positions 34
resources Emergency Medical Services 19
positions 6 resources Incident
Management 8 positions 22 resources

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NIMS Resource Management
Fire/Hazardous Materials 20 positions 19
resources Search and Rescue 36
positions 17 resources Public Health /
Medical 44 positions 9 resources
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NIMS Resource Management
Law Enforcement TBD positions 6
resources Animal Health 14 positions
7 resources
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NIMS Resource Management

• NIMS Guide 0001 on Resource Typing
• Resource exists
• Has been deployed for Inter-State Mutual Aid
• Delivered a valuable service
• Can not be ordered using plain language

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NIMS Resource Management

• NIMS Guide 0002 on Credentialing
• Deployable for Interstate Mutual Aid
• Voluntary
• Organization approves participation

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NIMS Components-Command Management

• Incident Command System
• Multiagency Coordination Systems
• Public Information Systems

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NIMS ComponentsOngoing Management and
Maintenance

• National Integration Center
• Concepts Principles
• NIMS Revision Process
• NIC Responsibilities
• Supporting Technologies
• Concepts and Principles
• Supporting Incident Management with Science
  Technology

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NIMS Training

• IS-700 NIMS An Introduction
• All personnel with a direct role in emergency
  preparedness, incident management, or response
• IS-800b NRF An Introduction
• All Federal, state, territorial, tribal, and
  local emergency managers or personnel whose
  primary responsibility is emergency management
• ICS-100 Introduction to ICS
• All Federal, State, territorial, tribal, local,
  private sector and non-governmental personnel at
  the entry level, first line supervisor level,
  middle management level, and command and general
  staff level of emergency management operations
• ICS-200 Basic ICS
• All Federal, State, territorial, tribal, local,
  private sector and non-governmental personnel at
  the first line supervisor level, middle
  management level, and command and general staff
  level of emergency management operations

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NIMS Training (continued)

• IS-700, IS-800, ICS-100, ICS-200
• Base line training for all personnel with a
  direct role in emergency preparedness, incident
  management, or response
• ICS-300 Intermediate (Required in FY08)
• All Federal, State, territorial, tribal, local,
  private sector and non-governmental personnel at
  the middle management level, and command and
  general staff level of emergency management
  operations
• ICS-400 Advanced (Required in FY09)
• All Federal, State, territorial, tribal, local,
  private sector and non-governmental personnel at
  the command and general staff level of emergency
  management operations
• Additional NIMS Training (Recommended)
• Training available for all audiences in the
  following areas NIMS Multi-agency Coordination
  Systems, Public Information Systems,
  Communications and Information Management,
  Resource Management, Resource Typing, Mutual Aid,
  and NIMS Preparedness
• ICS-Position Specific Training
• Training opportunities for ICS Command and
  General Staff positions Incident Commander,
  Safety Office, Liaison Officer, Public
  Information Officer, Operations Section Chief,
  Planning Section Chief, Logistics Section Chief,
  and Finance/Admin Section Chief

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INTELLIGENCE/INVESTIGATION

• The collection, analysis and sharing of incident
  related intelligence are important elements of
  ICS
• Normally, operational information and situational
  intelligence are management functions located in
  the Planning Section
• This information is used in the decision making
  process

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INTELLIGENCE/INVESTIGATION

• II information is defined as information that
  either leads to the detection, prevention,
  apprehension and prosecution of criminal
  activities (or the individual (s) involved)
  including terrorist incidents or information that
  leads to the determination of the cause of a
  given incident (regardless of the source) such as
  public health events or fires with unknown
  origins.

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INTELLIGENCE/INVESTIGATION

• ICS allows for organization flexibility, examples
  include
• Within Planning Section Incidents with little
  or no investigative information requirements
• As a Separate General Staff Section May be
  appropriate when there is a significant II
  component to the incident for criminal or
  epidemiological purposes or when multiple
  investigative agencies are involved.

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INTELLIGENCE/INVESTIGATION

• Within the Operations Section May be
  appropriate for incidents that require a high
  degree of linkage and coordination between the
  investigative information and the operational
  tactics that are being employed.
• Within the Command Staff This option may be
  appropriate for incidents with little need for
  tactical information or classified intelligence
  and where supporting Agency Representatives are
  providing real-time information to the Command
  Element

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INTELLIGENCE/INVESTIGATIONMISSION

• The mission of II is to ensure that all II
  operations, functions and activities within the
  incident response are properly managed,
  coordinated, and directed in order to-
• Prevent/deter additional activity, incidents,
  and/or
• Collect, process, analyze, and appropriately
  disseminate intelligence information
• Conduct a thorough and comprehensive
  investigation and
• Identify, process, collect, create a chain of
  custody for, safeguard, examine/analyze, and
  store all situational intelligence and/or
  probative evidence.

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INTELLIGENCE/INVESTIGATION

• We currently have developed guidance and other
  information on Intelligence and Investigation
  designed to assist all disciplines in
  understanding the role of II and how it impacts
  them
• Under review at this time to insure its content
  is consistent with the NRF/NIMS and the II
  community
• When approved, this information will be posted on
  web and all will be advised through a variety or
  means.

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Summary

• Incidents typically begin and end locally and are
  managed on a daily basis at the lowest possible
  geographical, organizational, and jurisdictional
  level
• Successful incident management operations may
  depend on the involvement of multiple
  jurisdictions, levels of government, functional
  agencies, and/or emergency responder disciplines
• Such incidents require effective and efficient
  coordination across this broad spectrum of
  organizations and activities
• NIMS enhances interoperability through use of a
  systematic approach to integrating the best
  existing processes and methods into a unified
  national framework for incident management
• NIMS does this through a core set of concepts,
  principles, procedures, organizational processes,
  terminology, and standards requirements
  applicable to a broad community of NIMS users

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National Response Frameworkan Overview
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Topics

• NRF purpose, key concepts
• Focus on response
• How the Framework is organized
• What has changed
• Applying the NRF
• Leadership and the NRF (Federal, State, Local,
  Private Sector, Nongovernmental Organizations)
• Building new capability
• Implementing the NRF

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National Response Framework

• Purpose
• Guides how the nation conducts all-hazards
  incident response
• Key Concepts
• Builds on the National Incident Management System
  (NIMS) with its flexible, scalable, and adaptable
  coordinating structures
• Aligns key roles and responsibilities across
  jurisdictions
• Links all levels of government, private sector,
  and nongovernmental organizations in a unified
  approach to emergency management
• Always in effect can be partially or fully
  implemented
• Coordinates Federal assistance without need for
  formal trigger

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Focused on ResponseAchieving a Goal Within a
Broader Strategy

• National Strategy for Homeland Security guides,
  organizes and unifies our National homeland
  security efforts
• Prevent and disrupt terrorist attacks
• Protect the American people, our critical
  infrastructure, and key resources
• Respond to and recover from incidents that do
  occur and
• Continue to strengthen the foundation to ensure
  our long-term success.
• Response
• Immediate actions to save lives, protect property
  and the environment, and meet basic human needs
• Execution of emergency plans and actions to
  support short-term recovery

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Development and Review ProcessSince the Review
Began in October 2006

• More than 400 stakeholders from Federal, State,
  tribal, local, private sector, academia, and
  nongovernmental organizations participated in a
  year-long process to develop the NRF
• Draft NRF was released for public review in
  September 2007 DHS/FEMA leadership encouraged
  all stakeholders to comment on the draft NRF core
  and supporting documents
• DHS/FEMA received and adjudicated more than 5,700
  comments and revised the NRF accordingly
• NRF was approved by the President on January 8,
  2008
• NRF went into effect March 22, 2008

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Development and Review ProcessChanges Resulting
from National Comment Period (Sep-Oct 2007)

• Ensured consistency with Post-Katrina Emergency
  Management Reform Act
• Revised planning chapter
• Integrates Federal and State/tribal/local
  planning systems
• Institutionalizes the Hazard Identification and
  Risk Analysis approach
• Consolidates National Planning Scenarios
• Improved the documents look and feel
• Simplified language, streamlined format, enhanced
  readability

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How the Framework is Organized
Doctrine, organization, roles and
responsibilities, response actions and planning
requirements that guide national response
Mechanisms to group and provide Federal resources
and capabilities to support State and local
responders
Emergency Support Function Annexes
Support Annexes
Essential supporting aspects of the Federal
response common to all incidents
Incident Annexes
Incident-specific applications of the Framework
Partner Guides
Next level of detail in response actions tailored
to the actionable entity
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www.fema.gov/nrf
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What Has Changed

• A Framework not a Plan
• Written for two audiences
• Senior elected and appointed officials
• Emergency Management practitioners
• Emphasizes roles of the local governments,
  States, NGOs, individuals and the private sector
• Establishes Response Doctrine
• Engaged partnership
• Tiered response
• Scalable, flexible, and adaptable operational
  capabilities
• Unity of effort through unified command
• Readiness to act
• Establishes planning as a critical element of
  effective response

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How Has the NRF Evolved?Terms and Structures

• Incident Advisory Council eliminated
• Incident of National Significance eliminated
• Unified Coordination Group and Staff replace
  the terms, JFO Coordination Group and JFO
  Coordination Staff
• Senior Officials replaces the term, Senior
  Federal Officials, in the Unified Coordination
  Group
• Incident Management Assistance Teams (IMAT)
  replaces Emergency Response Teams (ERT) and the
  Federal Incident Response Support Teams (FIRST)

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Emergency Support Functions / Annexes

• ESF 1 - Transportation
• ESF 2 - Communications
• ESF 3 - Public Works and Engineering
• ESF 4 - Firefighting
• ESF 5 - Emergency Management
• ESF 6 - Mass Care, Emergency Assistance,
  Housing and Human Services
• ESF 7 - Logistics Management and Resource
  Support
• ESF 8 - Public Health and Medical Services
• ESF 9 - Search and Rescue
• ESF 10 - Oil and Hazardous Materials Response
• ESF 11 - Agriculture and Natural Resources
• ESF 12 - Energy
• ESF 13 - Public Safety and Security
• ESF 14 - Long-Term Community Recovery
• ESF 15 - External Affairs

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Major Changes to ESF Annexes

• ESF 6 Mass Care, Emergency Assistance, Housing
  and Human Services Expanded to include
  emergency assistance FEMA replaces the American
  Red Cross as the primary agency
• ESF 7 Logistics Management and Resource
  Support Expanded to incorporate the Logistics
  Management Support Annex which was eliminated
• ESF 9 Search and Rescue Expanded from urban
  search and rescue to include waterborne,
  inland/wilderness, and aeronautical search and
  rescue
• ESF 10 Oil and Hazardous Materials Response
  Expanded to incorporate Oil and Hazardous
  Materials Incident Annex which was eliminated
• ESF 11 Agriculture and Natural Resources
  Added responsibility for Safety and Well-Being
  of Household Pets
• ESF 13 Public Safety and Security Expanded
  to include general law enforcement

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Support Annexes
Incident Annexes

• Critical Infrastructure and Key Resources
• Financial Management
• International Coordination
• Private Sector Coordination
• Public Affairs
• Tribal Relations
• Volunteer and Donations Management
• Worker Safety and Health

• Biological Incident
• Catastrophic Incident
• Cyber Incident
• Food and Agriculture Incident
• Mass Evacuation Incident
• Nuclear/Radiological Incident
• Terrorism Incident Law Enforcement and
  Investigation

New annexes.
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Major Changes to Support and Incident Annexes

• Added
• Critical Infrastructure/Key Resources (CI/KR)
  Support Annex
• Mass Evacuation Incident Annex
• Expanded
• Volunteer Donations Management Support Annex
  Expanded to include collection and tracking of
  offers of goods and services and international
  donations
• Eliminated
• Logistics Management Support Annex information
  incorporated into ESF 7 Resource Support Annex
• Science and Technology Support Annex
• Oil and Hazardous Materials Incident Annex
  information incorporated into the ESF 10 Oil and
  Hazardous Materials Response Annex

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Applying the Framework

• Most incidents wholly managed locally
• Some require additional support
• Small number require Federal support
• State Governor must request Federal support
• Catastrophic requires significant Federal support
• Minor event might be initial phase of larger,
  rapidly growing threat
• Accelerate assessment and response
• Federal Department/Agency acting on own authority
  may be initial Federal responder
• Integrated, systematic Federal response intended
  to occur seamlessly

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Federal Leadership and the Framework

• Secretary of Homeland Security Principal
  Federal official for domestic incident management
• FEMA Administrator Principal advisor to the
  President, Secretary of Homeland Security, and
  Homeland Security Council regarding emergency
  management.
• Principal Federal Official (PFO) Secretarys
  primary representative to ensure consistency of
  Federal support as well as the overall
  effectiveness of Federal incident management.
• For catastrophic or unusually complex incidents
  requiring extraordinary coordination
• Interfaces with Federal, State, tribal, and local
  officials regarding Federal incident management
  strategy primary Federal spokesperson for
  coordinated public communications
• Federal Coordinating Officer (FCO) For Stafford
  Act events, the primary Federal representative to
  interface with the SCO and other State, tribal,
  and local response officials to determine most
  urgent needs and set objectives.
• Federal Departments and Agencies play primary,
  coordinating, and support roles based on their
  authorities and resources and the nature of the
  threat or incident

Note Consistent with the Post-Katrina
Emergency Management Reform Act
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Federal Department Agency Responsibilities

• Understand Key Framework Concepts
• Structure, organization, roles and
  responsibilities
• Attain and Maintain a High Level of Preparedness
• Plan
• Organize
• Equip and Train
• Exercise
• Evaluate/Improve
• Build Capabilities
• Execute an Effective Response
• Gain and maintain situational awareness
• Activate and deploy resources and capabilities
• Coordinate response actions
• Demobilize

The effectiveness of our efforts will be
determined by the people who fulfill key roles
and how they carry out their responsibilities,
including their commitment to develop plans and
partnerships, conduct joint training and
exercises, and achieve shared goals. National
Strategy for Homeland Security
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State Local Leadership and the Framework
Effective, unified national response requires
layered, mutually supporting capabilities

• States are sovereign entities, and the Governor
  has responsibility for public safety and welfare
  States are the main players in coordinating
  resources and capabilities and obtaining support
  from other States and the Federal government
• Governor
• Homeland Security Advisor
• Director State Emergency Management Agency
• State Coordinating Officer

• Local officials have primary responsibility for
  community preparedness and response
• Elected/Appointed Officials (Mayor)
• Emergency Manager
• Public Safety Officials
• Individuals and Households are key starting
  points for emergency preparedness and support
  community efforts

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Private Sector NGOs and the Framework
Effective, unified national response requires
layered, mutually supporting capabilities

• The Private Sector supports community response,
  organizes business to ensure resiliency, and
  protects and restores critical infrastructure and
  commercial activity
• NGOs perform vital service missions
• Assist individuals who have special needs
• Coordinate volunteers
• Interface with government response officials at
  all levels

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The Framework Building New Capability

• Preparedness Cyclea system that builds the right
  capabilities
• Introduces National Planning System
• Defines response organization
• Requires training
• Advocates interoperability and typing of
  equipment
• Emphasizes exercising with broad-based
  participation
• Describes process for continuous evaluation and
  improvement
• Aligning Risk-Based Planning
• National Planning Scenarios
• Hazard Identification and Risk Analysis

Capability Building
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The NRF Moving Forward

• Public release to wide audience with support of
  key partners
• Informed stakeholders on key improvements
• Ensure all partners understand doctrine,
  structures, and roles and responsibilities
• Promotes coordination of planning efforts

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Moving Forward with the NRF

• Training Education and Exercises
• Awareness Training IS-800, An Introduction to
  the NRF, was released on February 5, 2008. Other
  general orientation courses for ESFs and Support
  and Incident Annexes will be available soon
  thereafter
• Position Specific Training Training for all
  personnel assigned to NRF/NIMS structures
  (National Response Coordination Center, Regional
  Response Coordination Center, Joint Field Office,
  etc.) will ensure those staff are able to perform
  tasks assigned to them
• Exercises National and regional tabletop and
  functional exercises, as well as exercise-based
  training, will be organized to promote
  understanding of NRF concepts, roles and
  responsibilities, organizational elements and
  communications. Exercises will assess the
  effectiveness of interagency coordination, the
  ability to develop a common operating picture,
  and resource management decisions

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The NRF Resource Center
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www.fema.gov/nrf
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National Integration CenterIncident Management
Systems Integration Division

• NIMS Website
• http//www.fema.gov/emergency/nims
• National Response Framework Resource Center
• http//www.fema.gov/nrf
• NIMS Training
• http//www.training.fema.gov
• Contacts
• FEMA-NIMS_at_dhs.gov
• FEMA-NRF_at_dhs.gov

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