Term
NIMS provides a systematic, proactive approach to guide departments and agencies at all levels of government, nongovernmental organizations, and the private sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life and property and harm to the environment.
The NRF is a guide to how the Nation conducts all-hazards response – from the smallest incident to the largest catastrophe. This key document establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework identifies the key response principles, roles, and structures that organize national response. It describes how communities, States, the Federal Government, and private-sector and nongovernmental partners apply these principles for a coordinated, effective national response. |
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Term
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Definition
| Effective emergency management and incident response activities begin with a host of preparedness activities conducted on an ongoing basis, in advance of any potential incident. Preparedness involves an integrated combination of assessment; planning; procedures and protocols; training and exercises; personnel qualifications, licensure, and certification; equipment certification; and evaluation and revision. |
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Term
| Communications and Information Management |
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Definition
| Emergency management and incident response activities rely on communications and information systems that provide a common operating picture to all command and coordination sites. NIMS describes the requirements necessary for a standardized framework for communications and emphasizes the need for a common operating picture. This component is based on the concepts of interoperability, reliability, scalability, and portability, as well as the resiliency and redundancy of communications and information systems. |
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| Resources (such as personnel, equipment, or supplies) are needed to support critical incident objectives. The flow of resources must be fluid and adaptable to the requirements of the incident. NIMS defines standardized mechanisms and establishes the resource management process to identify requirements, order and acquire, mobilize, track and report, recover and demobilize, reimburse, and inventory resources. |
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| The Command and Management component of NIMS is designed to enable effective and efficient incident management and coordination by providing a flexible, standardized incident management structure. The structure is based on three key organizational constructs: the Incident Command System, Multiagency Coordination Systems, and Public Information. |
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Term
| Ongoing Management and Maintenance |
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Definition
| Within the auspices of Ongoing Management and Maintenance, there are two components: the National Integration Center (NIC) and Supporting Technologies. |
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| is the act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority at the field level. The ICS command structure allows that authority to be delegated from the agency administrator to the Incident Commander and/or Area Command in response to an emergency. |
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| is the process of providing support to the command structure and may include incident prioritization, critical resource allocation, communications systems integration, and information exchange. |
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| Emergency Operations Center (EOC) |
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Definition
| 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. |
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Term
| Multiagency Coordination (MAC) Group |
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Definition
| 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). |
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Typically, elected senior officials, Agency Administrators/Executives, or their designees, who are authorized to represent or commit agency resources and funds are members of MAC Groups.
The success of the MAC Group depends on the membership. Sometimes membership is obvious—organizations that are directly impacted, and whose resources are committed to the incident. Often, however, organizations that should be members of a MAC Group are less obvious. These may include:
Business organizations such as local Chambers of Commerce,
Volunteer organizations, and
Other organizations with special expertise or knowledge.
While these agencies may not have “hard” resources or funds to contribute, their contacts, political influence, or technical expertise may be key to the success of the MAC Group. |
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Term
| MAC Groups vs. Area Command |
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Definition
Area Command is an organization to direct the management of multiple incidents handled individually by separate Incident Command System organizations.
When incidents are of different types and/or do not have similar resource demands, they are usually handled as separate incidents or are coordinated using MAC System principles and procedures.
Remember that Area Command oversees management coordination of the incident(s), while a MAC System element, such as a dispatch center, EOC, or MAC Group, coordinates support. |
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Definition
| The establishment of an EOC/MAC Group does not change the chain of command at the incident scene. It is critical to eliminate any confusion that could be caused by multiple, conflicting direction. Therefore, the EOC/MAC Group has a coordination and communication role rather than command authority over the incident operations. |
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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. |
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Definition
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Term
| Effective Multiagency Coordination |
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Definition
In summary, effective multiagency coordination includes the ability to:
Provide reliable systems and resources to support the Incident Command.
Acquire, analyze, and act on information.
Be flexible in the face of rapidly changing conditions.
Anticipate change.
Promote public confidence. |
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Term
| MAC System Preparedness Factors |
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Definition
MAC System preparedness encompasses the following factors:
People—the people who make the system work.
Communications and Information Systems—two-way mechanisms to ensure that personnel have the most accurate information possible and can relay that information efficiently.
Public Information—systems required to provide accurate, timely information to the public.
Nonpersonnel Resources—the equipment, tools, and supplies needed to complete response and/or coordination activities.
The following screens present information on each of the above factors. |
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Definition
You should think in terms of broad functions when determining what needs to be done.
For example, if organized using Federal Emergency Support Functions (ESFs), the functions would include ESF #1—Transportation, ESF #2—Communications, ESF #3—Public Works and Engineering, and so on as needed by the system.
No one in any MAC System should be called the Incident Commander. There is only one Incident Commander, and that person manages the on-scene response. |
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Term
| The Public Information Officer |
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Definition
| represents and advises the Incident Commander on all public information matters relating to the management of the incident. |
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Term
| The Public Information Officer |
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Definition
| also oversees other functions required to coordinate, clear with appropriate authorities, and disseminate accurate and timely information related to the incident, especially information related to public health and safety or protection. |
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| The Public Information Officer |
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Definition
| is the on-scene link to the Joint Information System and Joint Information Center. |
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Definition
The Joint Information System (JIS) provides a structure and system for developing and delivering coordinated interagency messages. JIS responsibilities include:
Developing, recommending, and executing public information plans and strategies.
Advising the Multiagency Coordination System and Incident Command concerning public affairs issues that could affect a response effort.
Controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.
Federal, State, tribal, territorial, regional, or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS. |
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Definition
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. |
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| Advantages of Credentialing |
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Definition
Some advantages of credentialing are that it:
Ensures that all personnel assigned to an incident are qualified for their assignments.
Makes ordering personnel resources easier because personnel can be typed based on qualifications.
Assists incident personnel in matching personnel with equipment.
Allows personnel from outside the jurisdiction to integrate into the incident organization quickly.
Reduces the jurisdiction’s liability suits based on claims that personnel were unqualified for their assignments. |
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| high-level guidance that are generally developed by senior management. Policies provide goals and direction to all agencies that may respond to an incident. |
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| the methods or steps to be followed routinely for the performance of designated operations or in specific situations. Procedures describe how policies will be implemented. |
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Definition
Although different formats may exist, every resource order should contain the essential elements of information:
Incident name
Order and/or request number (if known or assigned)
Date and time of order
Quantity, kind, and type or detailed mission description (Resources should be ordered by Task Forces or Strike Teams when appropriate.) Include any special support needs.
Reporting location (specific)
Requested time of delivery (specific, immediate vs. planned, not ASAP)
Radio frequency to be used
Person/title placing request
Callback phone number or radio designation for clarifications or additional information
A good mnemonic is SALTT: Size, Amount, Location, Type, Time. |
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