National Incident Management System

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National Incident Management System for Colleges
and Universities
Dennis K. Sullivan, BA, CEM Emergency Manager /
Assistant Director Department of Environmental
Health and Safety
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National Incident Management System
What is the basis for NIMS?

Homeland Security Presidential Directive 5
provides for the creation of a National Incident
Management System.
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National Incident Management System
Why was NIMS established?

To allow emergency responders to focus more on
the response instead of organizing the response.
Everyone is required to play by the same set of
rules.
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National Incident Management System
Who must comply?
Any and all agencies of federal, state, local or
tribal government, including universities and
school districts. Failure to comply will preclude
the agency from receiving federal or state grant
money.

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Why do Universities and Colleges need to comply?

• Some states have specifically mandated compliance
  for state universities and colleges
• The Federal Governments NIMS Integration Center
  has directed that state universities must comply
• Chertoffs 10/5/05 letter to governors.
• Universities that are part of the local plan
  should comply to be in sync with their plan

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National Incident Management System
NIMS will provide

• A consistent nationwide approach to incident
• management
• Interoperability and compatibility among
  Federal,
• State, Local entities and the University
• Requires adoption of the incident command
• system
• Identification and management of resources

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NIMS is

• A Core set of
• Doctrine
• Concepts
• Principles
• Terminology
• Organizational processes

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Six NIMS Components

• 1. Command and Management
• 2. Preparedness
• 3. Resource Management
• 4. Communications and Information Management
• 5. Supporting Technologies
• 6. Ongoing Management and Maintenance

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1. Command and Management

• Standardizes incident management for all hazards
  and across all levels of government.
• Based on three key constructs
• Incident Command System
• Multiagency Coordination Systems
• Public Information Systems

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2. Preparedness

• Specific measures and capabilities to enhance
  preparedness for incident management in an
  all-hazards context.
• Planning
• Training Exercises
• Personnel Qualifications and Certification
• Equipment Certification
• Mutual Aid Agreements
• Operational preparedness is not part of the NIMS.
  

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3. Resource Management

• Identify and Type resources
• Certifying and Credentialing Personnel
• Inventorying Resources
• Ordering or Acquiring Resources
• Mobilizing resources
• Tracking Resources
• Recovering Resources/Reimbursement

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4. Communications Information Management

• Common operating picture accessible across
  jurisdictions and functional agencies.
• Allows incident managers at all levels to make
  effective, consistent decisions
• Ensures consistency at all levels of incident
  management.
• Common communications and data standards to
  assure accessibility and interoperability.

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Tactical Information versus Public Information

• Tactical information is used to make decisions
• Must be recorded and logged in the event of
  litigation
• Generally should not be made public
• Shared with emergency responders

• Public information is meant for dissemination
• Must be the single source of information to the
  media and public, a unified statement
• Must gain the publics trust

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5. Supporting Technologies

• Provides an architecture for science and
  technology support to incident management
• Interoperability and compatibility
• Broad-based requirements
• Strategic planning
• Operational scientific support
• Technical standards
• Solving operational problems through research and
  development

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6. Ongoing Management Maintenance

• NIMS Integration Center
• All users and stakeholders participate
• Various levels of government
• Private entities
• Process relies on
• Lessons learned from actual incidents and
  exercises
• Best practices across jurisdictions and
  functional disciplines

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NIMS Incident Management
Incident Command System (ICS)
NIMS requires that field command and management
functions be performed in accordance with a
standard set of ICS organizations,
doctrine, and procedures.
Management Characteristics - Reliance on
Incident Action Plan - Manageable Span of
Control - Pre-designated Emergency
Operations Center - Comprehensive Resource
Management - Integrated Communications -
Establishment and Transfer of Command -
Chain of Command and Unity of Command -
Accountability
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Emergency Operation Center (EOC) vs Incident
Command Post (ICP)

• The EOC is set up remotely, usually in a fixed,
  dedicated facility
• The EOC is under the command of the entitys
  leadership, has the same role as the IC, but on a
  larger scale

• The ICP is set up in close proximity of the scene
• The Incident Commander of the incident is at the
  ICPFire Chief, Police Chief, or FBI if terrorist
  event

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Responsibilities of the Executive in the EOC

• Clearly state the agencies or jurisdictions
  policy
• through the IAP development process
• Evaluate the effectiveness of the response and
• correct deficiencies
• Support a multi-agency approach to the response
• Provide Input to the IC to establish objectives
  and
• strategies

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University Policy Considerations

• Student Welfare
• Safety considerations
• Cost considerations
• Environmental concerns
• Legal restraints and/or freedoms
• Limitations on authority
• Political and social concerns

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EOC Organization
The U of L Command Staff
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EOC Incident Commander

• Understand agency policy and direction
• Be proactive
• Provide clear objectives
• Staff the organization to meet workload
• Monitor span of control
• Identify problem areas and work to
• overcome them

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EOC Organization

• U of Ls Incident Commanders Support Team also
  includes other individuals to advise and support
  the IC.
• These along with the command staff become the
  Unified Command

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EOC Organization
ICS has four functional areas Operations,
Planning, Logistics, and Finance/Administration.

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EOC Organization
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ICS Organization
In a large incident, it may be necessary to
divide an incident according to natural terrain
separations, campus or other prominent
geographical features.
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EOC Organization

• Operations

Operations is responsible for the management of
all operations directly related to the primary
mission to accomplish the EOCs objectives.
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Operations Expanded
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ICS Organization
Planning
Planning develops the Incident Action Plan to
accomplish the objectives, collects and
evaluates information, and maintains status of
assigned resources
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ICS Organization
Logistics
Logistics provides the resources and all
other services needed to support the organization
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ICS Organization
Finance/Administration
Finance/Administration monitors costs related to
the incident, provides accounting, procurement,
time recording, cost analysis, and fiscal guidance
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Emergency Support Function

• Provides for a standard system to identify
• lead agencies for specific areas and their
• responsibilities.

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Emergency Support Functions

• ESF 1 Transportation
• ESF 2 Communications
• ESF 3 Public Works and Engineering
• ESF 4 Firefighting
• ESF 5 Information and Planning
• ESF 6 Mass Care
• ESF 7 Resource Support
• ESF 8 Health and Medical Services

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Emergency Support Functions

• ESF 9 Urban Search and Rescue
• ESF 10 Hazardous Materials
• ESF 11 Food
• ESF 12 Energy
• ESF 13 Public Safety and Protection
• ESF 14 Long Term Recovery
• ESF 15 External Affairs

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ESF for Cities and States

• City and states should identify lead
• agencies for the functional areas outlined.

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Emergency Service Functions/Tactical Operations
U of L

• Under the functional areas, tactical units carry
  out the actions required to meet the IAP
• These ESF or tactical groups are also organized
  under ICS.
• Using Public Safety as an example

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Public Safety

• DPS covers 4 emergency service functions
• ESF 1 Transportation
• ESF 4 - Fire (liaison with Louisville Metro)
• ESF 9 - Rescue (liaison with Louisville Metro)
• ESF 14 - Law Enforcement
• Organization is maintained using ICS

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ICS Functions Finance, Logistics,
Operations, Planning

• Once provided the objectives by the EOC
  Commander, accept responsibilities in their
  particular area.
• Determine the tasks that are needed to achieve
  the objectives
• Assign resources under their control to complete
  the tasks identified

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Tactical Groups/Emergency Support Functions

• Once assigned tasks to complete, tactical groups
  utilize resources to accomplish task
• If additional or different resources are needed
  to accomplish tasks, they contact the person in
  charge of their functional area for assistance
• They report status of their operations on a
  regular basis

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Steps to Accomplish Incident Objectives