IntegratedEmergencyManagementSystem2010

thenbetransmittedusingstandardizedanalysisprocesses.Duringincidentsthatrequirepublichealth
andenvironmentalsampling,multipleorganizationsatdifferentlevelsofgovernmentoftencollect
data,sostandardizationofdatacollectionandanalysisiscritical.Additionally,standardizationof
samplinganddatacollectionenablesmorereliableanalysisandimprovesthequalityofassessments
providedtodecisionmakers.
c.GeospatialInformation
Geospatial information is defined as information pertaining to the geographic location and
characteristics of natural or constructed features and boundaries. It is often used to integrate
assessments,situationreports,andincidentnotificationintoacommonoperatingpictureandasadata
fusion and analysis tool to synthesize many kinds and sources of data and imagery. The use of
geospatialdata(andtherecognitionofitsintelligencecapabilities)isincreasinglyimportantduring
incidents.Geospatialinformationcapabilities(suchasnationallyconsistentgridsystemsorglobal
positioningsystemsbasedonlinesoflongitudeandlatitude)shouldbemanagedthroughpreparedness
efforts and integrated within the command, coordination, and support elements of an incident,
includingresourcemanagementandpublicinformation.
The use of geospatial data should be tied to consistent standards, as it has the potential to be
misinterpreted,transposedincorrectly,orotherwisemisapplied,causinginconspicuousyetserious
errors.Standardscoveringgeospatialinformationshouldalsoenablesystemstobeusedinremote
fieldlocationsordevastatedareaswheretelecommunicationsmaynotbecapableofhandlinglarge
imagesormaybelimitedintermsofcomputinghardware.
2.COMMUNICATIONSSTANDARDSANDFORMATS
Communicationsanddatastandards,relatedtesting,andassociatedcompliancemechanismsare
necessarytoenablediverseorganizationstoworktogethereffectively.Theseincludeastandardsetof
organizationalelementsandfunctions,commontypingofresourcestoreflectspecificcapabilities,
andcommonidentifiersforfacilitiesandoperationallocationsusedtosupportincidentoperations.
Commonterminology,standards,andproceduresshouldbeestablishedanddetailedinplansand
agreements,wherepossible.Jurisdictionsmayberequiredtocomplywithnationalinteroperable
communicationsstandards,oncedeveloped.StandardsappropriateforIEMSuserswillbedesignated
bytheEmergencyManagementInstitute(EMI)inpartnershipwithrecognizedstandardsdevelopment
organizations.
Sebuah.RadioUsageProcedures
Proceduresandprotocolsforincidentspecificcommunicationsandothercriticalincidentinformation
shouldbesetforthinagreementsorplanspriortoanincident,wherepossible.Theseproceduresand
protocolsformthefoundationforthedevelopmentofthecommunicationsplanduringanincident.
The receiving center should be required to acknowledge receipt of the emergency information.
Additionally,eachagency/organizationshouldberesponsiblefordisseminatingthisinformationtoits
respectivepersonnel.
25
IntegratedEmergencyManagementSystem2010
Allemergencymanagement/responsepersonnelparticipatinginemergencymanagementandincident
response activities should follow recognized procedures and protocols for establishing
interoperability,coordination,andcommandandcontrol.
b.CommonTerminology,PlainLanguage,Compatibility
Theabilityofemergencymanagement/responsepersonnelfromdifferentdisciplines,jurisdictions,
organizations,andagenciestoworktogetherdependsgreatlyontheirabilitytocommunicatewith
each other. Common terminology enables emergency management/response personnel to
communicateclearlywithoneanotherandeffectivelycoordinateactivities,nomatterthesize,scope,
location,orcomplexityoftheincident.
Theuseofplainlanguage(cleartext)inemergencymanagementandincidentresponseisamatterof
publicsafety,especiallythesafetyofemergencymanagement/responsepersonnelandthoseaffected
by the incident. It is critical that all those involved with an incident know and use commonly
established operational structures, terminology, policies, and procedures. This will facilitate
interoperabilityacrossagencies/organizations,jurisdictions,anddisciplines.
Allcommunicationsbetweenorganizationalelementsduringanincident,whetheroralorwritten,
should be in plain language; this ensures that information dissemination is timely, clear,
acknowledged, and understood by all intended recipients. Codes should not be used, and all
communicationsshouldbeconfinedtoessentialmessages.Theuseofacronymsshouldbeavoided
during incidents requiring the participation of multiple agencies or organizations. Policies and
procedures that foster compatibility should be defined to allow information sharing among all
emergencymanagement/responsepersonnelandtheiraffiliatedorganizationstothegreatestextent
possible.
c.EncryptionorTacticalLanguage
Whennecessary,emergencymanagement/responsepersonnelandtheiraffiliatedorganizationsneed
to have a methodology and the systems in place to encrypt information so that security can be
maintained.Althoughplainlanguagemaybeappropriateduringresponsetomostincidents,tactical
languageisoccasionallywarrantedduetothenatureoftheincident(eg,duringanongoingterrorist
event). The use of specialized encryption and tactical language should be incorporated into any
comprehensiveIAPorincidentmanagementcommunicationsplan.
d.JointInformationSystemandJointInformationCenter
TheJointInformationSystem(JIS)andtheJointInformationCenter(JIC)aredesignedtofosterthe
useofcommoninformationformats.TheJISintegratesincidentinformationandpublicaffairsintoa
cohesiveorganizationdesignedtoprovideconsistent,coordinated,accurate,accessible,andtimely
informationduringcrisisorincidentoperations.
TheJICprovidesastructurefordevelopinganddeliveringincidentrelatedcoordinatedmessages.It
develops,recommends,andexecutespublicinformationplansandstrategies;
26
IntegratedEmergencyManagementSystem2010
advisestheIC,UC,andsupportingagenciesororganizationsconcerningpublicaffairsissuesthat
couldaffectaresponseeffort;andcontrolsrumorsandinaccurateinformationthatcouldundermine
publicconfidenceintheemergencyresponseeffort.Itisthecentralpointofcontactforallnews
media at the scene of an incident. Public information officials from all participating
agencies/organizationsshouldcolocateattheJIC.
e.InternetProcedures
The Internet and other Webbased tools can be resources for emergency management/response
personnelandtheiraffiliatedorganizations.Forexample,thesetoolscanbeusedpriortoandduring
incidentsasamechanismtooffersituationalawarenesstoorganizations/agenciesinvolvedinthe
incidentortothepublic,whenappropriate.
Proceduresforuseofthesetoolsduringanincidentshouldbeestablishedtoleveragethemasvaluable
communicationssystemresources.Informationpostedorsharedduringanincidentthroughthese
applicationsshouldfollowplannedandstandardizedmethodsandgenerallyconformtotheoverall
standards,procedures,andprotocols.
f.InformationSecurity
Proceduresandprotocolsmustbeestablishedtoensureinformationsecurity.Inadequateinformation
securitycanresultintheuntimely,inappropriate,andpiecemealreleaseofinformation,which
increasesthelikelihoodofmisunderstandingandcancompoundalreadycomplicatedpublicsafety
issues.Thereleaseofinappropriateclassifiedorsensitivepublichealthorlawenforcement
informationcanjeopardizenationalsecurity,ongoinginvestigations,orpublichealth.Misinformation
canplacepersonsindanger,causepublicpanic,anddisruptthecriticalflowofproperinformation.
Correctingmisinformationwastesthevaluabletimeandeffortofincidentresponsepersonnel.
Individualsandorganizationsthathaveaccesstoincidentinformationand,inparticular,contribute
informationtothesystem (eg, situationreports) must be properly authenticated andcertifiedfor
securitypurposes.Thisrequiresanationalauthenticationandsecuritycertificationstandardthatis
flexibleandrobustenoughtoensurethatinformationcanbeproperlyauthenticatedandprotected.
AlthoughtheEMIisresponsibleforfacilitatingthedevelopmentofthesestandards,alllevelsof
government,NGOs,andthe
27
IntegratedEmergencyManagementSystem2010

COMPONENTIII:
RESOURCEMANAGEMENT
Emergency management and incident response activities require carefully managed resources
(personnel,teams,facilities,equipment,and/orsupplies)tomeetincidentneeds.Utilizationofthe
standardizedresourcemanagementconceptssuchastyping,inventorying,organizing,andtracking
will facilitate the dispatch, deployment, and recovery of resources before, during, and after an
incident.Resourcemanagementshouldbeflexibleandscalableinordertosupportanyincidentand
be adaptable to changes. Efficient and effective deployment of resources requires that resource
managementconceptsandprinciplesbeusedinallphasesofemergencymanagementandincident
response.
From routine, local incidents to incidents that require a coordinated Central response, resource
managementinvolvesthecoordination,oversight,andprocessesthatprovidetimelyandappropriate
resourcesduringanincident.Resourcesmaysupportonsceneandcommandoperationsthroughthe
IncidentCommandPost(ICP)orfunctionwithintheMultiagencyCoordinationSystem(s)(MACS)
servingatanEmergencyOperationsCenter(EOC)orsimilarsite.
As incident priorities are established, needs are identified, and resources are ordered, resource
managementsystemsareusedtoprocesstheresourcerequests.Intheinitialstagesofanincident,
most of the resources requested are addressed locally or through mutual aid agreements and/or
assistanceagreements.Asanincidentgrowsinsizeorcomplexity,orifitstartsonalargescale,
resourceneedsmaybemetbyothersources.Inacaseofcompetitionforcriticalresources,MACS
maybeusedtoprioritizeandcoordinateresourceallocationanddistributionaccordingtoresource
availability,needsofotherincidents,andotherconstraintsandconsiderations.
A.CONCEPTSANDPRINCIPLES
1.CONCEPTS
Theunderlyingconceptsofresourcemanagementareasfollows:
28
IntegratedEmergencyManagementSystem2010
Consistency:Provisionofastandardmethodforidentifying,acquiring,allocating,andtracking
resources.
Standardization:Resourceclassificationtoimprovetheeffectivenessofmutualaidagreementsor
assistanceagreements.
Coordination:Facilitationandintegrationofresourcesforoptimalbenefit.
Use: Incorporating available resources from all levels of government, nongovernmental
organizations (NGOs), and the private sector, where appropriate, in a jurisdiction's resource
managementplanningefforts.
Information Management: Provisions for the thorough integration of communications and
informationmanagementelementsintoresourcemanagementorganizations,processes,technologies,
anddecisionsupport.
Credentialing:Useofcriteriathatensureconsistenttraining,licensure,andcertificationstandards.
2.PRINCIPLES
Thefoundationsofresourcemanagementarebasedonthefollowingfiveinterwovenprinciples.
Sebuah.Planning
Coordinatedplanning,trainingtocommonstandards,andinclusiveexercisesprovideafoundationfor
theinteroperabilityandcompatibilityofresourcesthroughoutanincident.Jurisdictionsshouldwork
together in advance of an incident to develop plans for identifying, ordering, managing, and
employingresources.Theplanningprocessshouldincludeidentifyingresourceneedsbasedonthe
threatstoandvulnerabilitiesofthejurisdictionanddevelopingalternativestrategiestoobtainthe
neededresources.
Planningmayincludethecreationofnewpoliciestoencouragepositioningofresourcesnearthe
expectedincidentsiteinresponsetoanticipatedresourceneeds.Plansshouldanticipateconditionsor
circumstancesthatmaytriggeraspecificreaction,suchastherestockingofsupplieswheninventories
reachapredeterminedminimum.Organizationsandjurisdictionsshouldcontinuallyassessthestatus
of their resources in order to have an accurate list of resources available at any given time.
Additionally, emergency Management/response personnel should be familiar with the National
ResponsePlanandshouldbepreparedtointegrateand/orcoordinatewithcentralresources.
b.UseofAgreements
Agreementsamongallpartiesprovidingorrequestingresourcesarenecessarytoenableeffectiveand
efficientresourcemanagementduringincidentoperations.Thisincludesdevelopingandmaintaining
standingagreementsandcontractsforservicesandsuppliesthatmaybeneededduringanincident.
29
IntegratedEmergencyManagementSystem2010
c.CategorizingResources
Resourcesareorganizedbycategory,kind,andtype,includingsize,capacity,capability,skill,and
othercharacteristics.Thismakestheresourceorderinganddispatchprocesswithinandacross
jurisdictions,andamongalllevelsofgovernments,NGOs,andtheprivatesector,moreefficientand
ensuresthatneededresourcesarereceived.
d.ResourceIdentificationandOrdering
Theresourcemanagementprocessusesstandardizedmethodstoidentifyorder,mobilize,andtrack
theresourcesrequiredtosupportincidentmanagementactivities.Thosewithresourcemanagement
responsibilities perform these tasks either at the request of the Incident Commander (IC) or in
accordancewithplanningrequirements.Identificationandorderingofresourcesareintertwined.In
somecases,theidentificationandorderingprocessiscompressed,whereanIChasdeterminedthe
resourcesnecessaryforthetaskandspecifiesaresourceorderdirectly.However,inlarger,more
complexincidents,theICmaynotbefullyawareofresourcesavailable.Atthispoint,theICmay
identifyneedsbasedonincidentobjectivesandusetheresourcemanagementprocesstofillthese
needs.
e.EffectiveManagementofResources
Resource management involves acquisition procedures, management information, and redundant
systemsandprotocolsforordering,mobilizing,dispatching,anddemobilizingresources.
(1)AcquisitionProcedures
Acquisitionproceduresareusedtoobtainresourcestosupportoperationalrequirements.Examples
includemissiontasking,contracting,drawingfromexistingstocks,andmakingsmallpurchases.A
keyaspectoftheinventoryingprocessisdeterminingwhetheranorganizationneedstowarehouse
specificitemspriortoanincident.Materialresourcesmaybeacquiredinadvanceandstockpiledor
obtainedjustintimethroughappropriatepreincidentcontracts.Thosewithresourcemanagement
responsibilities make this decision by considering the urgency of the need, whether sufficient
quantitiesofrequireditemsareonhand,andwhethertherequireditemscanbeproducedquickly
enoughtomeetdemand.
Anotherimportantpartoftheprocessismanaginginventorieswithshelflifeorspecialmaintenance
considerations. Strict reliance on stockpiling raises issues concerning shelf life and durability;
however,strictrelianceonjustintimeresourcesraisesitsownconcernsrelatedtotimelydelivery.
Assets that arecounted onfor "just in time" need to be accurately accountedfor toensure that
multiplejurisdictionsorprivatesectororganizationsarenotrelyingsolelyonthesameresponseasset,
which can lead to shortages duringa response. Those with resource management responsibilities
should build sufficient funding into their budgets for periodic replenishments, preventive
maintenance, and capital improvements. An integral part of acquisition procedures is developing
methodsandprotocolsforthehandlinganddistributionofdonatedresources.
30
IntegratedEmergencyManagementSystem2010
(2)ManagementInformationSystems
Thesesystemsareusedtoprovidedecisionsupportinformationtomanagersbycollecting,updating,
and processing data, and tracking resources. They enhance resource status information flow and
provide realtime data in a fastpaced environment where different jurisdictions, emergency
management/responsepersonnel,andtheiraffiliatedorganizationsaremanagingdifferentaspectsof
the incident and should coordinate their efforts. Examples of management information systems
includeresourcetracking,transportationtracking,inventorymanagement,reporting,andgeographical
informationsystems.Theselectionanduseofsystemsforresourcemanagementshouldbebasedon
theidentificationoftheinformationneedswithinajurisdiction.
(3)RedundantInformationSystems
Those with resource management responsibilities should be able to identify and activate backup
systemstomanageresourcesintheeventthattheprimaryresourcemanagementinformationsystem
isdisruptedorunavailable.Managementinformationsystemsshouldalsohavesufficientlyredundant
anddiversepowersuppliesandcommunicationcapabilities.Ifpossible,thebackupstorageshouldnot
becolocated,andtheinformationshouldbebackedupatleastevery24hoursduringtheincident.
(4)Ordering,Mobilization,andDemobilizationProtocols
Protocolsarefollowedwhenrequestingresources,prioritizingrequests,activatingandmobilizing
resourcestoincidents,andreturningresourcestonormalstatus.Preparednessorganizationsdevelop
standardprotocolsforusewithintheirjurisdictions.Examplesincludetrackingsystemsthatidentify
thelocationandstatusofmobilizedordispatchedresources,andprocedurestodemobilizeresources
andreturnthemtotheiroriginallocationsandstatus.
B.MANAGINGRESOURCES
Toimplementtheseconceptsandprinciplesintheprimarytasksofresourcemanagement,IEMS
includes standardized procedures, methodologies, and functions in its sevenstep resource
management process. This process reflects functional considerations, geographic factors, and
validated practices within and across disciplines and is continually adjusted as new lessons are
learned.
Resourcemaintenanceisimportantthroughoutallaspectsofresourcemanagement.Maintenance
priortoresourcedeploymentensuresavailabilityandcapability.Maintenanceduringthedeployment
phaseensurescontinuedcapabilities,suchasadequatefuelsuppliesduringuse.Postoperational
inspectionandmaintenanceensuresfutureavailability.Thefoundationforresourcemanagement
providedinthiscomponentwillbeexpandedandrefinedovertimeinacollaborativecross
jurisdictional,crossdisciplinaryeffortledbytheEmergencyManagementInstitute(EMI).
Theresourcemanagementprocesscanbeseparatedintotwoparts:resourcemanagementasan
elementofpreparednessandresourcemanagementduringanincident.Thepreparedness
31
activities(resourcetyping,credentialing,andinventorying)areconductedonacontinualbasistohelp
ensurethatresourcesarereadytobemobilizedwhencalledtoanincident.Resourcemanagement
duringanincidentisafiniteprocess,asshowninFigure1,withadistinctbeginningandending
specifictotheneedsoftheparticularincident.
Figure1.ResourceManagementduringanIncident

PreparednessActivitiesforResourceManagement

ResourceTyping

Credentialing
Inventory
Reimbursement

1.IDENTIFYREQUIREMENTS
When an incident occurs, those with resource management responsibilities should continually
identify,refine,andvalidateresourcerequirements.Thisprocessinvolvesaccuratelyidentifyingwhat
and how much is needed, where and when it is needed, and who will be receiving or using it.
Resources to be identified in this way include equipment, supplies, facilities, and personnel or
emergency response teams. If a requestor is unable to describe an item by resource type or
classification,thosewithresourcemanagementresponsibilitiesshouldprovidetechnicaladviceto
enabletherequirementstobedefinedandtranslatedintoaspecification.
Resourceavailabilityandrequirementswillconstantlychangeastheincidentevolves.Consequently,
allemergencymanagement/responsepersonnelandtheiraffiliatedorganizationsparticipatinginan
operationshouldcoordinatecloselythroughoutthisprocess.Coordinationshouldbeginasearlyas
possible,preferablypriortotheneedforincidentresponseactivities.
IntegratedEmergencyManagementSystem2010
Recover/Demobilize

Expendable

Nonexpendable

32
Incident
IndentifyingRequirement

Acquiring
Mobilizing

Tracking&Reporting
IntegratedEmergencyManagementSystem2010
Ininstanceswhenanincidentisprojectedtohavecatastrophicimplications(eg,amajorhurricaneor
flooding),Governmentandherregionalbranchesmaypositionresourcesintheanticipatedincident
area.Incaseswherethereistimetoassesstherequirementsandplanforacatastrophicincident,the
central response will be coordinated with regional and local jurisdictions, and the positioning of
centralresourceswillbetailoredtoaddressthespecificsituation.
2.ORDERANDACQUIRE
Requestsforresourcesthatcannotbeobtainedlocallyaresubmittedusingstandardizedresource
orderingprocedures.Theserequestsaregenerallyforwardedfirsttoanadjacentlocalityorsubstate
regionandthentothecenter.
Thedecisioncyclesforplacingandfillingresourceordersaredifferentforfield/incidentpersonnel
withresourcemanagementresponsibilitiesandresourcecoordinationprocessessuchasMACS.The
ICwilldevelopresourcerequestsbasedonprioritiesthatconsidercurrentandsuccessiveoperational
periods. Decisions about resource allocation are based on organization or agency protocol and
possiblytheresourcedemandsofotherincidents.Requestedresourceswillbemobilizedonlywiththe
consent of the jurisdiction that is being asked to provide the resources. Discrepancies between
requestedresourcesandthoseavailablefordeliverymustbecommunicatedtotherequestor.
3.MOBILIZE
Emergency management/response personnel begin mobilizing when notified through established
channels.Atthetimeofnotification,theyaregiventhedate,time,andplaceofdeparture;modeof
transportationtotheincident;estimateddateandtimeofarrival;reportinglocation(address,contact
name, and phone number); anticipated incident assignment; anticipated duration of deployment;
resource order number; incident number; and applicable cost and funding codes. The resource
trackingandmobilizationprocessesaredirectlylinked.Whenresourcesarriveonscene,theymustbe
formallycheckedin.Thisstartstheonscenecheckinprocessandvalidatestheorderrequirements.
Notificationthattheresourceshavearrivedismadethroughtheappropriatechannels.
The mobilization process may include deployment planning based on existing interagency
mobilizationguidelines;equipping;training;designatingassemblypointsthathavefacilitiessuitable
forlogisticalsupport;andobtainingtransportationtodeliverresourcestotheincidentmostquickly,in
linewithprioritiesandbudgets.Mobilizationplansshouldalsorecognizethatsomeresourcesare
fixedfacilities,suchaslaboratories,hospitals,EOCs,shelters,andwastemanagementsystems.These
facilitiesassistoperationswithoutmovingintotheincidentareainthewaythatotherresourcesare
mobilized.Plansandsystemstomonitorresourcemobilizationstatusshouldbeflexibleenoughto
adapttobothtypesofmobilization.
Managersshouldplanandprepareforthedemobilizationprocessatthesametimethattheybeginthe
resourcemobilizationprocess.Earlyplanningfordemobilizationfacilitatesaccountabilityandmakes
thetransportationofresourcesasefficientaspossibleinterms
33
IntegratedEmergencyManagementSystem2010
ofbothcostsandtimeofdelivery.
4.TRACKANDREPORT
Resource tracking is a standardized, integrated process conducted prior to, during, and after an
incident by all emergency management/response personnel and their affiliated organizations, as
appropriate.Thisprocessprovidesaclearpictureofwhereresourcesarelocated;helpsstaffprepare
to receive resources; protects the safety and security of equipment, supplies, and personnel; and
enables their coordination and movement. Those with resource management responsibilities use
established procedures to track resources continuously from mobilization through demobilization.
Managers should follow all procedures for acquiring and managing resources, including
reconciliation,accounting,auditing,andinventorying.
5.RECOVERANDDEMOBILIZE
Recoveryinvolvesthefinaldispositionofallresources,includingthoselocatedattheincidentsite
andatfixedfacilities.Duringthisprocess,resourcesarerehabilitated,replenished,disposedof,and/or
retrograded.
Demobilizationistheorderly,safe,andefficientreturnofanincidentresourcetoitsoriginallocation
andstatus.Itcanbeginatanypointofanincident,butshouldbeginassoonaspossibletofacilitate
accountability. The demobilization process should coordinate between incident(s) and MACS to
reassignresources,ifnecessary,andtoprioritizecriticalresourceneedsduringdemobilization.
The Demobilization Unit in the Planning Section develops an Incident Demobilization Plan,
containingspecificdemobilizationinstructions,aspartoftheIncidentActionPlan.Demobilization
planningandprocessesshouldincludeprovisionsaddressingthe safereturnof resources totheir
originallocationandstatus,andnotificationofreturn.Demobilizationshouldalsoincludeprocesses
for tracking resources and for addressing applicable reimbursement. Furthermore, documentation
regardingthetransportationofresourcesshouldbecollectedandmaintainedforreimbursement,if
applicable.Demobilizationprovisionsmayneedtomeetspecificorganizationalrequirements.
Sebuah.NonexpendableResources
Nonexpendable resources (such as personnel, fire engines, and durable equipment) are fully
accountedforbothduringtheincidentandwhentheyarereturnedtotheprovidingorganization.The
organizationthenrestorestheresourcestofullyfunctionalcapabilityandreadiesthemforthenext
mobilization.Brokenorlostitemsshouldbereplacedthroughtheappropriateresupplyprocessbythe
organizationwithinvoicingresponsibilityfortheincident,orasdefinedinexistingagreements.Itis
critical that fixedfacility resources alsobe restoredtotheir full functional capability in order to
ensure readiness for the next mobilization. In the case of human resources, such as Incident
ManagementTeams,adequaterestandrecuperationtimeandfacilitiesshouldbeprovided.Important
occupational health and mental health issues should also be addressed, including monitoring the
immediate and longterm effects of the incident (chronic and acute) on emergency
management/responsepersonnel.
34