A.
CONCEPTS and PRINCIPLES.
1.
Concepts.
The underlying concepts of resource management in this context
are that:
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It
provides a uniform method of identifying, acquiring,
allocating, and tracking resources.
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It
uses effective mutual-aid and donor assistance
and is enabled by the standardized classification
of kinds and types of resources required to
support the incident management organization.
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It
uses a credentialing system tied to uniform
training and certification standards to ensure
that requested personnel resources are successfully
integrated into ongoing incident operations.
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Its
coordination is the responsibility of EOCs
and/or multiagency coordination entities, as
well as specific elements of the ICS structure
(e.g., the Resources Unit discussed in detail
in Appendix A, Tab 3–B).
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It
should encompass resources contributed by private-sector
and nongovernmental organizations.
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2.
Principles.
Five key principles underpin effective resource management:
a.
Advance Planning.
Preparedness organizations (as defined in Section III.B.1)
work together in advance of an incident to develop plans
for managing and employing resources in a variety of possible
emergency circumstances.
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b.
Resource Identification and Ordering.
Resource managers use standardized processes and methodologies
to order, identify, mobilize, dispatch, and track the resources
required to support incident management activities. Resource
managers perform these tasks either at an IC’s request
or in accordance with planning requirements.
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c.
Categorizing Resources.
Resources are categorized by size, capacity, capability,
skill, and other characteristics. This makes the resource
ordering and dispatch process within jurisdictions, across
jurisdictions, and between governmental and nongovernmental
entities more efficient and ensures that ICs receive resources
appropriate to their needs. Facilitating the development
and issuance of national standards for “typing” resources
and “certifying” personnel will be the responsibility
of the NIMS Integration Center described in Chapter VII.
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d.
Use of Agreements.
Preincident agreements among all parties providing or requesting
resources are necessary to enable effective and efficient
resource management during incident operations. Formal preincident
agreements (e.g., mutual aid and the Emergency Management
Assistance Compact [EMAC]) between parties, both
governmental and nongovernmental, that might provide or request
resources are established to ensure the employment of standardized,
interoperable equipment, and other incident resources during
incident operations.
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e.
Effective Management of Resources.
Resource managers use validated practices to perform key
resource management tasks systematically and efficiently.
Examples include the following:
(1)
Acquisition Procedures.
Used to obtain resources to support operational requirements.
Preparedness organizations develop tools and related
standardized processes to support acquisition activities.
Examples include mission tasking, contracting, drawing
from existing stocks, and making small purchases.
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(2)
Management Information Systems.
Used to collect, update, and process data; track resources;
and display their readiness status. These tools enhance
information flow and provide real- time data in a fast-paced
environment where different jurisdictions and functional
agencies managing different aspects of the incident
life cycle must coordinate their efforts. Examples
include geographical information systems (GISs), resource
tracking systems, transportation tracking systems,
inventory management systems, and reporting systems.
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(3)
Ordering, Mobilization, Dispatching,
and Demobilization Protocols. Used
to request resources, prioritize
requests, activate and dispatch resources
to incidents, and return resources
to normal status. Preparedness organizations
develop standard protocols for use
within their jurisdictions. Examples
include tracking systems that identify
the location and status of mobilized
or dispatched resources and procedures
to “demobilize” resources
and return them to their original
locations and status.
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B. MANAGING
RESOURCES.
To implement these
concepts and principles in performing the primary tasks of
resource management, the NIMS includes standardized procedures,
methodologies, and functions in its resource management processes.
These processes reflect functional considerations, geographic
factors, and validated practices within and across disciplines
and are continually adjusted as new lessons are learned.
The basic foundation for resource management provided in
this chapter will be expanded and refined over time in a
collaborative cross-jurisdictional, cross-disciplinary effort
led by the NIMS Integration Center discussed in Chapter VII.
The NIMS uses eight
processes for managing resources:
1.
Identifying and Typing Resources.
Resource typing entails categorizing by capability the resources
that incident managers commonly request, deploy, and employ. Measurable
standards identifying the capabilities and performance levels of
resources serve as the basis for categories. Resource users at
all levels identify these standards and then type resources on
a consensus basis, with a national-level entity taking the coordinating
lead. Resource kinds may be divided into subcategories (types)
to define more precisely the resource capabilities needed to meet
specific requirements. Resource typing is a continuous process
designed to be as simple as possible to facilitate frequent use
and accuracy in obtaining needed resources. (See Appendix B for
a more complete discussion of the NIMS national resource typing
protocol.) To allow resources to be deployed and used on a national
basis, the NIMS Integration Center defined in Chapter VII is responsible
for defining national resource typing standards.
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2.
Certifying and Credentialing Personnel.
Personnel certification entails authoritatively attesting that
individuals meet professional standards for the training, experience,
and performance required for key incident management functions.
Credentialing involves providing documentation that can authenticate
and verify the certification and identity of designated incident
managers and emergency responders. This system helps ensure that
personnel representing various jurisdictional levels and functional
disciplines possess a minimum common level of training, currency,
experience, physical and medical fitness, and capability for the
incident management or emergency responder position they are tasked
to fill.
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3.
Inventorying Resources.
Resource managers use various resource inventory systems to assess
the availability of assets provided by public, private, and volunteer
organizations. Preparedness organizations enter all resources available
for deployment into resource tracking systems maintained at local,
State, regional, and national levels. The data are then made available
to 911 centers, EOCs, and multiagency coordination entities.
A key aspect
of the inventorying process is determining whether
or not the primary- use organization needs to warehouse
items prior to an incident. Resource managers make
this decision by considering the urgency of the need,
whether there are sufficient quantities of required
items on hand, and/or whether they can be produced
quickly enough to meet demand. Another important
part of the process is managing inventories with
shelf-life or special maintenance considerations.
Resource managers must build sufficient funding into
their budgets for periodic replenishments, preventive
maintenance, and capital improvements.
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4.
Identifying Resource Requirements.
Resource managers identify, refine, and validate resource requirements
throughout the incident life cycle. This process involves accurately
identifying (1) what and how much is needed, (2) where and when
it is needed, and (3) who will be receiving or using it. Resources
to be identified in this way include supplies, equipment, facilities,
and incident management personnel and/or emergency response teams.
If a requestor is unable to describe an item by resource type or
classification system, resource managers provide technical advice
to enable the requirements to be defined and translated into a
specification.
Because
resource availability and requirements will constantly
change as the incident evolves, all entities participating
in an operation must coordinate closely in this process.
Coordination begins at the earliest possible point
in the incident life cycle.
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5.
Ordering and Acquiring Resources.
Requests for items that the IC cannot obtain locally are submitted
through the local EOC or multiagency coordinating entity using
standardized resource-ordering procedures. If the servicing EOC
is unable to fill the order locally, the order is forwarded to
the next level—generally an adjacent local, State, regional
EOC, or multiagency coordination entity.
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6.
Mobilizing Resources.
Incident personnel begin mobilizing when notified
through established channels. At the time of notification,
they are given 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; and applicable cost and funding codes.
The resource tracking and mobilization processes are directly
linked. When resources arrive on scene, they must formally
check in. This starts the on-scene in-processing and validates
the order requirements. Notification that the resource
has arrived is sent back through the system.
For resource managers, the mobilization process may
include equipping, training, and/or inoculating personnel;
designating assembly points that have facilities suitable
for logistical support; and obtaining transportation
to deliver resources to the incident most quickly, in
line with priorities and budgets.
EOCs and Incident Management Teams (IMTs) take direction
from standard interagency mobilization guidelines at
the national, regional, State, local, and tribal levels.
Managers
should plan and prepare for the demobilization process
well in advance, often at the same time they begin
the resource mobilization process. Early planning
for demobilization facilitates accountability and
makes transportation of resources as efficient, costs
as low, and delivery as fast as possible.
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7.
Tracking and Reporting Resources.
Resource tracking is a standardized, integrated process conducted
throughout the life cycle of an incident by all agencies at all
levels. This process provides incident managers with a clear picture
of where resources are located, helps staff prepare to receive
resources, protects the safety of personnel and security of supplies
and equipment, and enables the coordination of movement of personnel,
equipment, and supplies. Resource managers use established procedures
to track resources continuously from mobilization through demobilization.
Ideally, these managers would display this real-time information
in a centralized database accessible to all NIMS partners, allowing
total visibility of assets. Managers follow all required procedures
for acquiring and managing resources, including reconciliation,
accounting, auditing, and inventorying.
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8.
Recovering Resources.
Recovery involves the final disposition of all resources. During
this process, resources are rehabilitated, replenished, disposed
of, and retrograded:
a.
Nonexpendable Resources.
These are fully accounted for at the incident site and again
when they are returned to the unit that issued them. The
issuing unit then restores the resources to fully functional
capability and readies them for the next mobilization. Broken
and/or lost items should be replaced through the Supply Unit,
by the organization with invoicing responsibility for the
incident, or as defined in preincident agreements. In the
case of human resources, such as IMTs, adequate rest and
recuperation time and facilities are provided. Mobilization
guides developed at each jurisdictional level and within
functional agencies provide appropriate rest and recuperation
time guidelines. Important occupational health and mental
health issues must also be addressed, including monitoring
how such events affect emergency responders over time.
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b.
Expendable Resources.
These are also fully accounted for. Restocking occurs at
the point from which a resource was issued. The incident
management organization bears the costs of expendable resources,
as authorized in preplanned financial agreements concluded
by preparedness organizations. Returned resources that are
not in restorable condition—whether expendable or nonexpendable—must
be declared as excess according to established regulations
and policies of the controlling entity. Waste management
is of special note in the process of recovering resources.
Resources that require special handling and disposition (e.g.,
biological waste and contaminated supplies, debris, and equipment)
are dealt with according to established regulations and policies.
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9.
Reimbursement.
Reimbursement provides a mechanism to fund critical needs that
arise from incident-specific activities. Reimbursement processes
also play an important role in establishing and maintaining the
readiness of resources. Processes and procedures must be in place
to ensure that resource providers are reimbursed in a timely manner.
These must include mechanisms for collecting bills, validating
costs against the scope of the work, ensuring that proper authorities
are involved, and accessing reimbursement programs, such as the
Public Assistance Program and the Emergency Relief Program.
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III - PREPAREDNESS
Chapter V - COMMUNICATIONS and INFORMATION MANAGEMENT >>
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