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Review the summary below of "What NIMS is" and "What NIMS is NOT." What NIMS is: | What NIMS is NOT: | * A comprehensive, nationwide, systematic approach to incident management, including the Incident Command System, Multiagency Coordination Systems, and Public Information * A 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 that enable coordination among different jurisdictions or organizations * Scalable so it may be used for all incidents (from day-to-day to large-scale) * A dynamic system that promotes ongoing management and maintenance | * A response plan * Only used during large-scale incidents * A communications plan * Only applicable to certain emergency management/incident response personnel * Only the Incident Command System or an organization chart * A static system |
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Review the correct answers below:
CONSISTENT WITH NIMS: A jurisdiction is inventorying and categorizing resources (e.g, personnel, equipment, supplies, and facilities) to establish and verify levels of capability prior to an incident.
Explanation: Inventorying and categorizing of resources is a critical element of preparedness because it: * Establishes and verifies the levels of capability needed based on risk and hazard assessments prior to an incident. * Identifies and verifies that emergency response resources possess the needed qualifications during an incident.
NOT CONSISTENT WITH NIMS: To expedite NIMS compliance, a team has been tasked to complete a preparedness plan while other teams independently address the other NIMS components.
Explanation: Preparedness requires a unified approach to emergency management and incident response activities. To achieve a unified approach, components of NIMS should be integrated within the emergency management and incident response structure. Preparedness should be integrated into resource management, command and management, and communications and information management to form an effective system.
CONSISTENT WITH NIMS: An agency has established a mechanism for incorporating corrective actions into the planning process following the evaluation of an exercise.
Explanation: Preparedness is achieved and maintained through a continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action.
CONSISTENT WITH NIMS: Elected officials are participating in a multijurisdictional exercise not at the scene but rather in a unified policy role at a joint operations center.
Explanation: Participating in exercises helps elected and appointed officials prepare for their role in an incident. Elected and appointed officials should be aware of how NIMS can work to ensure cooperative response efforts. Although elected and appointed officials may not be at the scene of the incident, they should have the ability to communicate and support the on-scene command. In addition, participating in exercises may help officials shape and revise laws, policies, and budgets to aid in preparedness efforts and to improve emergency management and incident response activities.
Continuity planning should be instituted within all organizations (including all levels of government and the private sector) and address such things as: * Essential functions. * Orders of succession. * Delegations of authority. * Continuity facilities. * Continuity communications. * Vital records management. * Human capital.
A private-sector utility company conducting an exercise is an example of emergency preparedness, while credentialing personnel to serve as members of an Incident Management Team in the event of a complex incident is part of NIMS Preparedness and is related to the Command and Management component.
The Lummi Nation entered into a mutual aid agreement with the county to provide needed services in the event of a public health emergency.
By entering into a mutual aid agreement, the Lummi Nation will be able to obtain needed emergency assistance rapidly.
A jurisdiction is establishing protocols that provide the needed authority to permit first responders to rapidly execute life-safety measures without seeking approval.
Protocols are sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Establishing protocols provides for the standing orders, authorizations, and delegations necessary to permit the rapid execution of a task, function, or a number of interrelated functions without having to seek permission.
Procedural documents, not protocols, provide the specific actions to implement a plan or system.
CONSISTENT WITH NIMS: A jurisdiction is using planned events (First Night festivities, the marathon, and Fourth of July celebrations) to exercise NIMS preparedness and Incident Command structures.
Explanation: To improve NIMS performance, emergency management/response personnel need to participate in realistic exercises. Special events share many common characteristics with disasters and, therefore, provide an excellent opportunity to improve preparedness.
For example, the “planned disaster” approach allows jurisdictions to learn to communicate effectively, allocate limited resources, handle large crowds, treat large numbers of patients, manage volunteers, and deal with a host of other problems that may be applicable to real disasters.
NOT CONSISTENT WITH NIMS: An agency is requiring all personnel (including administrative, support, and response personnel) to receive Incident Command System training and to be credentialed as Type I Command and General Staff members.
Explanation: Personnel with roles in emergency management and incident response should be appropriately trained to improve all-hazards capabilities nationwide. However, training and exercises should be specifically tailored to the responsibilities of the personnel involved in incident management. Not everyone needs to receive the same levels of training.
Check the National Integration Center Web site for additional guidance on NIMS training requirements.
CONSISTENT WITH NIMS: Based on an analysis of vulnerabilities, a private-sector nuclear plant operator is incorporating mitigation strategies into its preparedness planning activities.
Explanation: Mitigation is an important element of emergency management and incident response. Preparedness planning and mitigation planning are complementary processes that should support one another.
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Top of Form * Scalability: Communications systems have been designed to have sufficient expandable capacity for routine responses as well as more major incidents. Scalability means that systems are suitable for use on a small or large scale, allowing for an increasing number of users. * Resiliency: Physical protections have been installed to secure its computer network and communications equipment. Resiliency means that systems are able to withstand and continue to perform after damage or loss of infrastructure. * Reliability: Exercises are conducted to test that systems are able to function in any type of incident, regardless of cause, size, location, or complexity. Reliability means that systems are able to function in any type of incident, regardless of cause, size, location, or complexity. * Redundancy: Backup power systems have been installed to maintain communications systems. Alternate communications devices, such as satellite phones, are available if standard capabilities suffer damage. Redundancy means providing for either duplication of identical services or the ability to communicate through diverse, alternative methods when standard capabilities suffer damage. * Portability: All equipment acquired complies with standardized radio technologies, protocols, and frequencies to ensure that it will operate at different locations and integrate seamlessly with other systems. Portability means that systems are built on standardized radio technologies, protocols, and frequencies that allow communications systems to be deployed to different locations and integrated seamlessly with other systems. * NOT CONSISTENT WITH NIMS: When creating a mutual aid agreement, each jurisdiction has elected to retain its own communications standards, protocols, and procedures. * Explanation: Communications standards are established to allow diverse organizations to work together effectively. Standards help ensure a seamless interface between communications systems, especially between the public and private sectors. Mutual aid agreements should specify all of the communications systems and platforms through which the parties agree to use or share information. * CONSISTENT WITH NIMS: A jurisdiction has mandated use of standard ICS forms to help ensure that on-scene Incident Command and Emergency Operations Center personnel have the same information about the incident. * Explanation: Incident reporting and documentation procedures should be standardized to ensure that situational awareness is maintained and that emergency management/response personnel have easy access to critical information. * CONSISTENT WITH NIMS: Technology and equipment standards are shared with nongovernmental response partners to provide them with the opportunity to be interoperable and compatible. * Explanation: Interoperability also means that technical emergency communications systems should allow the sharing of data throughout the incident management process and among all key players.
NOT CONSISTENT WITH NIMS: Concerned that first responders are becoming overwhelmed, the dispatcher assumes authority to identify needs and deploy resources.
Explanation: The Incident Commander, working with the Emergency Operations Center, uses a standardized resource management process to identify, order, mobilize, and track resources. Those with resource management responsibilities perform these tasks either at the Incident Commander’s request or in accordance with planning requirements. CONSISTENT WITH NIMS: Rather than stock perishable commodities, a mass care voluntary agency has arranged contracts with several suppliers to provide resources “just in time.”
Explanation: Effective resource management involves determining the optimal strategy for ensuring that goods and supplies will be available and viable when needed. It is important to consider the tradeoffs between: * Acquiring critical resources in advance and storing them in a warehouse (i.e., “stockpiling”). * Supplying resources “just in time,” typically using a preincident contract. * Step 1: Identify Requirements * Step 2: Order & Acquire * Step 3: Mobilize * Step 4: Track & Report * Step 5: Recover/Demobilize * Step 6: Reimburse * Step 7: Inventory | The Incident Command identifies resource requirements and communicates needs. | | The State acquires resources through an agreement, such as the Emergency Management Assistance Compact (EMAC), or through assistance agreements with nongovernmental organizations. | | If additional resources and/or capabilities are required beyond those available through interstate agreements, the Governor may ask the President for Federal assistance. | | The local Emergency Operations Center (EOC) fulfills the need or requests assistance through mutual aid and/or assistance agreements with private-sector and nongovernmental organizations. |
NOT CONSISTENT WITH NIMS: Concerned about the limited number of bilingual officers, the city mayor directly deploys volunteers to assist in a mass evacuation.
Explanation: Standard procedures for mobilizing resources should be followed. Those responsible for managing resources, including public officials, should recognize the inherent limitation in requesting resources by reaching around the official resource coordination process. Resource mobilization procedures are important for protecting the safety and security of personnel, equipment, and supplies.
NOT CONSISTENT WITH NIMS: Unsure when the river will crest, the Planning Section holds off developing a Demobilization Plan until resources begin being released.
Explanation: Managers should plan and prepare for the demobilization process at the same time that they begin the resource mobilization process. Early planning for demobilization facilitates accountability and makes the logistical management of resources as efficient as possible—in terms of both costs and time of delivery.
CONSISTENT WITH NIMS: After a particularly difficult assignment, Incident Management Team members receive a critical incident debriefing as part of the demobilization process.
Explanation: In the case of human resources, such as Incident Management Teams, adequate rest and recuperation time and facilities should be provided. Important occupational health and mental health issues should also be addressed, including monitoring the immediate and long-term effects of the incident (chronic and acute) on emergency management/response personnel. * Recovery is the process used to rehabilitate, replenish, dispose of, and/or retrograde resources. * Typing is the process used to categorize resources by kind and type, including their size, capacity, capability, skills, and other characteristics. * Credentialing is the process used to evaluate personnel using objective measures to ensure they possess required training or experience. * CONSISTENT WITH NIMS: Local officials are using the Incident Command System to plan for the upcoming Fourth of July celebration. * Explanation: ICS is flexible and can be used for incidents of any type, scope, and complexity. NIMS prompts the use of ICS for every incident or scheduled event. Using ICS on all incidents and planned events helps hone and maintain skills needed for the large-scale incidents. * NOT CONSISTENT WITH NIMS: Resources are encouraged to self-dispatch to the scene as soon as they learn of an incident. * Explanation: Resources should respond only when requested or when dispatched by an appropriate authority through established resource management systems. Resources that are available but not requested must refrain from spontaneous deployment to avoid overburdening the recipient and compounding accountability challenges. * CONSISTENT WITH NIMS: Communication protocols have been changed to ban the use of "10 codes" when responding to incidents involving multiple jurisdictions or agencies. * Explanation: ICS establishes common terminology that allows diverse incident management and support organizations to work together across a wide variety of incident management functions and hazard scenarios. Codes can cause confusion. For example, in one community, "10-13" means "officer in trouble." The same code means "request wrecker" in a mutual aid partner community. To address this concern, Virginia State Police banned the use of "10 codes" in November 2006. * NOT CONSISTENT WITH NIMS: Guidelines state that an ICS organization is implemented when the number of responders exceeds 15. * Explanation: There is no size requirement to implement ICS. ICS can be implemented with just one person, the Incident Commander. The ICS structure is flexible. The Incident Command organizational structure develops in a modular fashion that is based on the size and complexity of the incident, as well as the specifics of the hazard environment created by the incident. * UNIFIED COMMAND: A natural gas pipeline broke and exploded into flames near a residential area. Officials representing law enforcement, public works, and fire/rescue are jointly managing the incident based on a single Incident Action Plan. * Explanation: Unified Command is an ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the Unified Command to establish a common set of objectives and strategies and a single Incident Action Plan. * * AREA COMMAND: Separate Incident Command organizations are directing the containment and cleanup of a widespread hazardous materials release. Each Incident Commander is responsible for a specified location and directly reports to a command organization that is managing across the incident sites. * Explanation: Area Command is an organization established to oversee the management of multiple incidents handled individually by separate ICS organizations or to oversee the management of a very large or evolving incident that has multiple incident management teams engaged. An Area Command is activated only if necessary, depending on the complexity of the incident and incident management span-of-control considerations. * * SINGLE COMMAND: A lightning strike caused an abandoned warehouse to become engulfed in flames. A battalion chief has assumed command and is directing all operations including fire suppression and law enforcement perimeter control. * Explanation: In Single Command, one Incident Commander is solely responsible (within the confines of his or her authority) for establishing incident objectives and strategies.
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The Operations Section is responsible for all tactical activities focused on reducing the immediate hazard, saving lives and property, establishing situational control, and restoring normal operations. The Operations Section Chief: * Is responsible to Incident Command for the direct management of all incident-related tactical activities. * Establishes tactics for the assigned operational period. An Operations Section Chief should be designated for each operational period, and responsibilities include direct involvement in development of the Incident Action Plan.

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The Safety Officer monitors incident operations and advises the Incident Commander/Unified Command on all matters relating to operational safety, including the health and safety of emergency responder personnel. The ultimate responsibility for the safe conduct of incident management operations rests with the Incident Commander/Unified Command and supervisors at all levels of incident management.
The Safety Officer is responsible to the Incident Commander/Unified Command for the systems and procedures necessary to ensure ongoing assessment of hazardous environments, including the incident Safety Plan, coordination of multiagency safety efforts, and implementation of measures to promote emergency responder safety, as well as the general safety of incident operations. The Safety Officer has immediate authority to stop and/or prevent unsafe acts during incident operations.

The Planning Section is responsible for collecting, evaluating, and disseminating incident situation information and intelligence information for the Incident Commander/Unified Command and incident management personnel.
The Public Information Officer is responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements. The Public Information Officer must work closely with the Planning Section to make sure the information is accurate. The Public Information Officer and all members of the organization must report information to the Planning Section.
The Logistics Section Chief is responsible for ensuring that the Planning Section has the supplies and equipment needed to collect and disseminate information.

The Liaison Officer is Incident Command’s point of contact for representatives of other governmental agencies, nongovernmental organizations, and the private sector (with no jurisdiction or legal authority) to provide input on their agency’s policies, resource availability, and other incident-related matters.
The Logistics Section is responsible for all service support requirements needed to facilitate effective and efficient incident management. The Liaison Officer may help the Logistics Section obtain needed commodities and resources through other governmental agencies, nongovernmental organizations, and private-sector representatives.
A Finance/Administration Section is established when the incident management activities require on-scene or incident-specific finance and other administrative support services. In addition to monitoring multiple sources of funds, the Finance/Administration Section Chief tracks and reports incident costs. The Liaison Officer helps the Finance/Administrative Section interface with response partners to identify cost accounting needs and requirements from other organizations participating in the response.
NOT CONSISTENT WITH NIMS: The Planning Specialist at the Emergency Operations Center is establishing objectives and tactics for clearing a major traffic accident involving passenger vehicles and a gasoline tanker truck.
Explanation: Multiagency coordination provides critical resource and information analysis support to the Incident Command/Unified Command. Coordination does NOT mean assuming command of the incident scene. Establishing objectives and developing tactics must remain with the Incident Command/Unified Command at the incident scene. The Planning Specialist at the Emergency Operations Center can help by analyzing data, running predictive models, and providing a wider area view of the situation. CONSISTENT WITH NIMS: A water main break has disrupted the downtown area. The on-scene Liaison Officer is working to coordinate the interface with the business owners.
Explanation: Initially the Incident Command/Unified Command and the Liaison Officer may be able to provide all needed multiagency coordination at the scene. Multiagency coordination may occur on the scene or off-scene at an EOC or MAC Group. CONSISTENT WITH NIMS: A hurricane threat is requiring a mass evacuation of a county. The local Emergency Operations Center is coordinating with State officials on the timing of warnings/evacuation orders, traffic flow strategies, and staging of gasoline and other commodities along routes.
Explanation: Multiagency coordination is essential for events such as a mass evacuation. In the case of a mass evacuation, planning may begin at the Emergency Operations Center prior to the event.
The Joint Information Center (JIC) is a facility established to coordinate all incident-related public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.
The Joint Information System (JIS) integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander; advising the Incident Commander concerning public affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency

NOT CONSISTENT WITH NIMS: After testing the town’s automated resource tracking system, the Emergency Manager determines a backup system is an unnecessary expenditure.
Explanation: It is critical to have redundant information systems or backup systems to manage resources in the event that the primary system is disrupted or unavailable. Your backup system does not have to be an expensive, high-tech solution.

Homeland Security Presidential Directive (HSPD) 5, "Management of Domestic Incidents," directed the Secretary of Homeland Security to: * Develop and administer a National Incident Management System (NIMS). * Develop the National Response Framework (NRF).
HSPD-5 requires all Federal departments and agencies to: * Adopt NIMS and use it in their individual incident management programs and activities. * Make adoption of NIMS by State, tribal, and local organizations a condition for Federal preparedness assistance (through grants, contracts, and other activities). * Building on the foundation provided by existing emergency management and incident response systems used by jurisdictions, organizations, and functional disciplines at all levels, NIMS integrates best practices into a comprehensive framework. * These best practices lay the groundwork for the components of NIMS and provide the mechanisms for the further development and refinement of supporting national standards, guidelines, protocols, systems, and technologies. * NIMS provides a set of standardized organizational structures that improve integration and connectivity among jurisdictions and disciplines, starting with a common foundation of preparedness and planning. * Personnel and organizations that have adopted the common NIMS framework are able to work together, thereby fostering cohesion among the various organizations involved in all aspects of an incident.
The National Response Framework (NRF): * Is a guide to how the Nation conducts all-hazards response. * Builds upon the NIMS coordinating structures to align key roles and responsibilities across the Nation, linking all levels of government, nongovernmental organizations, and the private sector.
A basic premise of both NIMS and the NRF is that incidents typically are managed at the local level first. Following NIMS doctrine, the NRF is designed to ensure that local jurisdictions retain command, control, and authority over response activities for their jurisdictional areas.
NIMS provides elected and appointed officials with a framework to help: * Ensure agency/jurisdiction policies for emergency management and incident response are clearly stated. * Evaluate effectiveness and correct any deficiencies. * Support a coordinated, multiagency approach.
Although elected and appointed officials may not be at the scene of the incident, they should have the ability to communicate and support the on-scene command.

Mutual aid agreements and assistance agreements provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services.
NIMS encourages: * Jurisdictions to enter into mutual aid and assistance agreements with other jurisdictions and/or organizations from which they expect to receive, or to which they expect to provide, assistance. * States to participate in interstate compacts and to consider establishing intrastate agreements that encompass all local jurisdictions.

Protocols are sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
Establishing protocols provides for the standing orders, authorizations, and delegations necessary to permit the rapid execution of a task, function, or a number of interrelated functions without having to seek permission.
Protocols permit specific personnel—based on training and delegation of authority—to assess a situation, take immediate steps to intervene, and escalate their efforts to a specific level before further guidance or authorizations are required.

To improve NIMS performance, emergency management/response personnel need to participate in realistic exercises. Exercises should: * Include multidisciplinary, multijurisdictional incidents. * Require interactions with the private sector and nongovernmental organizations. * Cover all aspects of preparedness plans, particularly the processes and procedures for activating local, intrastate, and/or interstate mutual aid agreements and assistance agreements. * Contain a mechanism for incorporating corrective actions and lessons learned from incidents into the planning process.

Mitigation is an important element of emergency management and incident response. Mitigation: * Provides a critical foundation in the effort to reduce the loss of life and property and to minimize damage to the environment from natural or manmade disasters by avoiding or lessening the impact of a disaster. * Provides value to the public by creating safer communities and impeding the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
Preparedness planning and mitigation planning are complementary processes that should support one another.

First and foremost, interoperability is the ability of emergency management/response personnel to interact and work well together.
Interoperability also means that technical emergency communications systems should: * Be the same or linked to the same system that the jurisdiction uses for nonemergency procedures. * Effectively interface with national standards, as they are developed. * Allow the sharing of data throughout the incident management process and among all key players. * Reliable—able to function in any type of incident, regardless of cause, size, location, or complexity. * Portable—built on standardized radio technologies, protocols, and frequencies that allow communications systems to be deployed to different locations and integrated seamlessly with other systems. * Scalable—suitable for use on a small or large scale, allowing for an increasing number of users.

* Resiliency—able to withstand and continue to perform after damage or loss of infrastructure. * Redundancy—providing for either duplication of identical services or the ability to communicate through diverse, alternative methods when standard capabilities suffer damage.
Communications and data standards are established to allow diverse organizations to work together effectively. Standards may include: * A standard set of organizational structures and responsibilities. * Common “typing” of communications resources to reflect specific capabilities. * Use of agreed-upon communications protocols. * Common identifier “titles” for personnel, facilities, and operational locations used to support incident operations.

* The Joint Information System (JIS) integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, and timely information. * The Joint Information Center (JIC) provides a structure for developing and delivering incident-related coordinated messages by developing, recommending, and executing public information plans and strategies. The JIC is the central point of contact for all news media at the scene of an incident.

The planning process should result in: * Identification of resource needs based on the threats to and vulnerabilities of the jurisdiction. * Development of alternative strategies to obtain the needed resources. * Creation of new policies to encourage positioning of resources. * Identification of conditions that may trigger a specific action, such as restocking supplies when inventories reach a predetermined minimum.

Incident resources mobilize as soon as they are notified through established channels. Mobilization notifications should include: * 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. * Applicable cost and funding codes.
When resources arrive on scene, they must be formally checked in.

Managers should plan and prepare for the demobilization process at the same time that they begin the resource mobilization process.
Early planning for demobilization facilitates accountability and makes the logistical management of resources as efficient as possible—in terms of both costs and time of delivery.
The Demobilization Unit in the Planning Section develops an Incident Demobilization Plan containing specific demobilization instructions.

Resource tracking is a standardized, integrated process conducted prior to, during, and after an incident to: * Provide a clear picture of where resources are located. * Help staff prepare to receive resources. * Protect the safety and security of personnel, equipment, and supplies. * Enable resource coordination and movement.
Resources are tracked using established procedures continuously from mobilization through demobilization.
Recovery involves the final disposition of all resources, including those located at the incident site and at fixed facilities. During this process, resources are rehabilitated, replenished, disposed of, and/or retrograded.
Demobilization is the orderly, safe, and efficient return of an incident resource to its original location and status. As stated earlier, demobilization planning should begin as soon as possible to facilitate accountability of the resources.
During demobilization, the Incident Command and Multiagency Coordination System elements coordinate to prioritize critical resource needs and reassign resources (if necessary).

Reimbursement provides a mechanism to recoup funds expended for incident-specific activities. Consideration should be given to reimbursement agreements prior to an incident. Processes for reimbursement play an important role in establishing and maintaining the readiness of resources.
Preparedness plans, mutual aid agreements, and assistance agreements should specify reimbursement terms and arrangements for: * Collecting bills and documentation. * Validating costs against the scope of the work. * Ensuring that proper authorities are secured. * Using proper procedures/forms and accessing any reimbursement software programs

Resource management uses various resource inventory systems to assess the availability of assets provided by jurisdictions.
Preparedness organizations should inventory and maintain current data on their available resources. The data are then made available to communications/dispatch centers, Emergency Operations Centers, and other organizations within the Multiagency Coordination System.
Resources identified within an inventory system are not an indication of automatic availability. The jurisdiction and/or owner of the resources has the final determination on availabilit

Resource typing is categorizing, by capability, the resources requested, deployed, and used in incidents. The National Integration Center typing protocol provides incident managers the following information: * Resource Category: Identifies the function for which a resource would be most useful. * Kind of Resource: Describes what the resource is (for example: medic, firefighter, Planning Section Chief, helicopter, ambulance, combustible gas indicator, bulldozer). * Type of Resource: Describes the size, capability, and staffing qualifications of a specific kind of resource.

The credentialing process involves an objective evaluation and documentation of an individual's: * Current certification, license, or degree, * Training and experience, and * Competence or proficiency.
Credentialing personnel ensures that they meet nationally accepted standards and are able to perform specific tasks under specific conditions. Credentialing is separate from badging, which takes place at the incident site in order to control access.

* Command is the act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority at the field level. * Coordination is the process of providing support to the command structure and may include incident prioritization, critical resource allocation, communications systems integration, and information exchange.

The first Command and Management element is the Incident Command System (ICS).
This lesson reviews the key ICS concepts and terminology used within NIMS and is not a substitute for comprehensive ICS training. Additional information on ICS training requirements is available at the National Integration Center Web site

ICS is a standardized, on-scene, all-hazards incident management approach that: * Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. * Enables a coordinated response among various jurisdictions and functional agencies, both public and private. * Establishes common processes for planning and managing resources.

When an incident occurs within a single jurisdiction and there is no jurisdictional or functional agency overlap, a single Incident Commander is designated with overall incident management responsibility by the appropriate jurisdictional authority.
The designated Incident Commander develops the incident objectives that direct all subsequent incident action planning. The Incident Commander approves the Incident Action Plan and the resources to be ordered or released.

As an incident expands in complexity, Unified Command may be established. In a Unified Command, individuals designated by their jurisdictional or organizational authorities (or by departments within a single jurisdiction) work together to: * Determine objectives, strategies, plans, resource allocations, and priorities. * Execute integrated incident operations and maximize the use of assigned resources.

In multijurisdictional or multiagency incident management, Unified Command offers the following advantages: * A single set of objectives is developed for the entire incident. * A collective “team” approach is used to develop strategies to achieve incident objectives. * Information flow and coordination are improved between all jurisdictions and agencies involved in the incident. * All agencies with responsibility for the incident have an understanding of joint priorities and restrictions. * No agency’s legal authorities are compromised or neglected. * The combined efforts of all agencies are optimized as they perform their respective assignments under a single Incident Action Plan.

Area Command is an organization to oversee the management of multiple incidents handled individually by separate ICS organizations.

An Area Command is activated only if necessary, depending on the complexity of the incident and incident management span-of-control considerations.

The incident Command and Management organization is located at the Incident Command Post (ICP). Incident Command directs operations from the ICP, which is generally located at or in the immediate vicinity of the incident site. Typically, one ICP is established for each incident.
As emergency management/response personnel deploy, they must, regardless of agency affiliation, report to and check in at the designated location and receive an assignment in accordance with the established procedures.

The General Staff includes a group of incident management personnel organized according to function and reporting to the Incident Commander. Typically, the General Staff consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.

The second Command and Management element is Multiagency Coordination Systems.
Multiagency coordination is a process that allows all levels of government and all disciplines to work together more efficiently and effectively.
The ICS 400 Advanced Incident Command System (ICS) course presents more detailed training on Multiagency Coordination Systems.

Emergency Operations Center (EOC): During an escalating incident, an EOC supports the on-scene response by relieving the burden of external coordination and securing additional resources. EOC core functions include coordination; communications; resource allocation and tracking; and information collection, analysis, and dissemination. EOCs may be staffed by personnel representing multiple jurisdictions and functional disciplines and a wide variety of resources.

Multiagency Coordination (MAC) Group: A A MAC Group is comprised of administrators/ executives, or their designees, who are authorized to represent or commit agency resources and funds. MAC Groups may also be known as multiagency committees or emergency management committees. A MAC Group does not have any direct incident involvement and will often be located some distance from the incident site(s) or may even function virtually. A MAC Group may require a support organization for its own logistics and documentation needs; to manage incident-related decision support information such as tracking critical resources, situation status, and intelligence or investigative information; and to provide public information to the news media and public. The number and skills of its personnel will vary by incident complexity, activity levels, needs of the MAC Group, and other factors identified through agreements or by preparedness organizations. A MAC Group may be established at any level (e.g., national, State, or local) or within any discipline (e.g., emergency management, public health, critical infrastructure, or private sector

The final Command and Management element is Public Information.
Public Information consists of the processes, procedures, and systems to communicate timely, accurate, and accessible information on the incident’s cause, size, and current situation to the public, responders, and additional stakeholders (both directly affected and indirectly affected).
Public Information must be coordinated and integrated across jurisdictions, agencies, and organizations; among Federal, State, tribal, and local governments; and with nongovernmental organizations and the private sector.

The Joint Information System (JIS): * Provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions and/or disciplines with nongovernmental organizations and the private sector. * Includes the plans, protocols, procedures, and structures used to provide public information.
Federal, State, tribal, territorial, regional, or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS

The Joint Information Center (JIC) is: * A central location that facilitates operation of the Joint Information System. * A location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions.
JICs may be established at various levels of government or at incident sites, or can be components of Multiagency Coordination Systems (e.g., MAC Groups or EOCs). A single JIC location is preferable, but the system is flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required.

18. The National Response Framework (NRF) presents the guiding principles that: A. Supersede the National Incident Management System's framework when Federal agency and departments are assisting in a response.
B. Mandate specific operational plans for local responders to use when managing a wide range of incidents.
C. Provide the structure and mechanisms to ensure effective Federal support of State, tribal, and local related activities.
D. Are singly focused on improving Federal homeland security agencies' response to catastrophic natural hazards and terrorist-related incidents.

20. Select the NIMS term that is defined as 'the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination.' A. Incident Management Team
B. Incident Operations Network
C. Command and Control Center
D. Multiagency Coordination System

21. Which organization has line authority to oversee the management of multiple incidents being handled by separate Incident Command organizations? A. United Command
B. Joint Command
C. Area Command
D. Multiagency Command
22. Homeland Security Presidential Directive 5 (HSPD-5) requires all Federal departments and agencies to: A. Make adoption of NIMS by State, tribal, and local organizations a condition for Federal preparedness assistance (through grants, contracts, and other activities).
B. Implement NIMS as the doctrine for how best to organize and manage all routine, day-to-day department/agency operations.
C. Create NIMS strike teams that can manage incident operations if a local government fails to comply with NIMS.
D. Establish a panel that will evaluate activities at the State, tribal, and local levels to ensure compliance with NIMS.
23. Exercises should: * Include multidisciplinary, multijurisdictional incidents. * Include participation of private-sector and nongovernmental organizations. * Cover aspects of preparedness plans, including activating mutual aid and assistance agreements.
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A. Have consequences for inadequate performance.
B. Be based on the most catastrophic scenario that could affect the community.
C. Be repeated until performance is at an acceptable level.
D. Contain a mechanism for incorporating corrective actions.
24. Which position is responsible for the direct management of all incident-related tactical activities? A. Logistics Section Chief
B. Planning Section Chief
C. Operations Section Chief
D. Finance/Administration Section Chief
25. Interoperability: A. Is the ability of emergency management/response personnel to interact and work well together.
B. Involves oversight by the Federal Communications Commission for assigning emergency frequencies.
C. Requires nongovernmental and private-sector organizations to purchase standardized communication equipment.
D. Primarily involves creating automated systems that allow for the sharing of sensitive incident information.
26. ICS encourages jurisdictions to use common terminology. Common terminology: A. Encourages the use of radio codes to communicate efficiently at incident site.
B. Uses plain English to allow personnel from different agencies to work together.
C. Applies exclusively to the naming of facilities used by the Command Staff.
D. Is unique terminology that responders use when managing incidents.
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