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FOUNTAIN OFFICE OF EMERGENCY MANAGEMENT (OEM)
COFFEE BREAK TRAINING
Coffee Break Training # Topic: Understanding Multiagency Coordination (MAC) Systems Learning : Provides a brief overview of the National Incident Management System (NIMS). Introduces Multiagency Coordination Systems.
Homeland Security Presidential
Directives
Due to attacks on September 11, 2001, the President issued the following Homeland Security Presidential Directives (HSPDs): HSPD-5 identified steps for improved coordination in response to incidents. It requires the Department of Homeland Security (DHS) to coordinate with other Federal departments and agencies and State, local, and tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS). HSPD-8 directed DHS to lead a national initiative to develop a National Preparedness System—a common, unified approach to “strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies.”
NIMS and NRF
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.
NIMS Components
NIMS is much more than just using the Incident Command System or an organization chart. NIMS is a consistent, nationwide, systematic approach that includes the following components: Preparedness Communications and Information Management Resource Management Command and Management Ongoing Management and Maintenance The components of NIMS were not designed to stand alone, but to work together.
Command and Management Elements
The NIMS Command and Management component facilitates incident management. Incident Command System, Multiagency Coordination Systems, and Public Information.
A MAC System will generally perform common functions during an incident; however, not all of the system’s functions will be performed during every incident, and functions may not occur in any particular order. Primary MAC System functions include: Situation Assessment Incident Priority Determination Critical Resource Acquisition and Allocation Interagency Activities Other Coordination Situation Assessment This assessment includes the collection, processing, and display of all information needed. This may take the form of consolidating situation reports, obtaining supplemental information, and preparing maps and status boards. Incident Priority Determination Establishing the priorities among ongoing incidents within the defined area of responsibility is another component of a MAC System. Typically, a process or procedure is established to coordinate with Area or Incident Commands to prioritize the incident demands for critical resources. Additional considerations for determining priorities include the following: Life-threatening situations. Threat to property. High damage potential. Environmental impact. Economic impact. Other criteria established by the Multiagency Coordination System. Incident complexity. Critical Resource Acquisition and Allocation Designated critical resources will be acquired, if possible, from the involved agencies or jurisdictions. These agencies or jurisdictions may shift resources internally to match the incident needs as a result of incident priority decisions. Resources available from incidents in the process of demobilization may be shifted, for example, to higher priority incidents. Resources may also be acquired from outside the affected area. Procedures for acquiring outside resources will vary, depending on such things as the agencies involved and written agreements. Interagency Activities A primary function of MAC Systems is to coordinate, support, and assist with policy-level decisions and interagency activities relevant to incident management activities, policies, priorities, and strategies.
Coordination With Other MAC System Elements: A critical part of a MAC System is outlining how each system element will communicate and coordinate with other system elements at the same level, the level above, and the level below. Those involved in multiagency coordination functions following an incident may be responsible for incorporating lessons learned into their procedures, protocols, business practices, and communications strategies. These improvements may need to be coordinated with other appropriate preparedness organizations. With Elected and Appointed Officials: Another primary function outlined in a MAC System is a process or procedure to keep elected and appointed officials at all levels of government informed. Maintaining the awareness and support of these officials, particularly those from jurisdictions within the affected area, is extremely important, as scarce resources may need to move to an agency or jurisdiction with higher priorities.
Command vs. Coordination
Command 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. 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. Remember... Direct tactical and operational responsibility for conducting incident management activities rests with the Incident Command/Area Command.
MAC Systems Elements: Overview
MAC Systems are a combination of: Facilities Equipment Personnel Procedures These components are integrated into a common system with responsibility for coordinating and supporting domestic incident management activities. Facilities A MAC System should identify facilities or locations—such as a communications/dispatch center, EOC, city hall, virtual location—to house system activities. The facilities identified depend on the anticipated functions of the system.
dissemination. EOCs may be staffed by personnel representing multiple jurisdictions and functional disciplines and a wide variety of resources. Department Operations Center (DOC) A DOC coordinates an internal agency incident management and response. A DOC is linked to and, in most cases, physically represented in the EOC by authorized agent(s) for the department or agency. Multiagency Coordination (MAC) Group 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).
Emergency Operations Centers
An EOC is: Activated to support the on-scene response during an escalating incident by relieving the burden of external coordination and securing additional resources. A physical location staffed with personnel trained for and authorized to represent their agency/discipline. Equipped with mechanisms for communicating with the incident site and obtaining resources and potential resources. Managed through protocols. Applicable at different levels of government. Used in varying ways within all levels of government and the private sector to provide coordination, direction, and support during emergencies. An EOC does not command the on-scene level of the incident. However, Incident Command Posts at the scene need good communication links to EOCs to ensure effective and efficient incident management.
EOC Organization
EOCs may be organized by: Major discipline (e.g., fire, law enforcement, or emergency medical services). Emergency support function (e.g., transportation, communications, public works and engineering, or resource support). Jurisdiction (e.g., city, county, or region). Some combination thereof (most likely).
EOC Staffing
EOCs may be staffed by personnel representing multiple jurisdictions and functional disciplines and a wide variety of resources. For example, a local EOC established in response to a bioterrorism incident would likely include a mix of law enforcement, emergency management, public health, and medical personnel (local, State, or Federal public health officials, law enforcement officials, and possibly representatives of health care facilities, emergency medical services, etc.).
MAC Group
A MAC Group can provide strategic guidance and direction to support incident management activities, provide coordinated decisionmaking and resource allocation among cooperating agencies, establish the priorities among incidents, and harmonize agency policies. A MAC Group: Does not have any direct incident involvement and will often be located some distance from the incident site(s). Can function virtually to accomplish its assigned tasks in many cases. 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). MAC Groups may also be known as multiagency committees, emergency management committees, or as otherwise defined by the system.
Chain of Command
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.
Effective Multiagency Coordination
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
Concept Review (1 of 2)
Make sure not to lose sight of the entire system. You should keep in mind the following concepts: Command is the authority to direct agency resources to take specific action. 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.
Coordination is the process of making and implementing the decisions required to ensure policies, resources, and activities support the needs of the incident. Direct tactical and operational responsibility for conducting incident management activities rests with the Incident Command, Unified Command, and/or Area Command.
Concept Review (2 of 2)
Other important concepts to remember include: Multiagency coordination takes place at many points in the MAC System, including the command organizations: o The ICS organization, particularly through the Unified Command structure, the use of Deputies and Assistants, and the Liaison Officer and Agency Representatives. o Area Command/Unified Area Command. Multiagency coordination also takes place in MAC System elements, such as EOCs and MAC Groups, which are specifically designed to coordinate policies, resources, and activities needed to support the incident.
Identifying Personnel Needs
The next step requires identifying the number of people with the required skills and knowledge that are available. Because there may be little or no time to assemble staff, it is important that key staff positions be identified and personnel assigned before an incident occurs. This step requires: Identifying the agencies for which the personnel work on a daily basis. Making the personnel aware of their assignments. Managing their expectations about the work environment. Assisting the personnel in preparing themselves and their families for a possible emergency that will require them to be away from home for an extended period. Providing any additional training or cross training that may be required for the system to work.
Identifying Personnel Shortages
If you have identified personnel shortages, you must: Identify sources for additional personnel (e.g., from other agencies, jurisdictions, etc.). Determine how long it will take for those personnel to become a functioning part of the system. Develop a strategy for getting the work done in the interim.
Communications and Information
Systems (1 of 2)
When determining communication needs, you should identify critical linkages between the incident command and the various layers of the MAC System. Means of communicating may vary depending on the type of information being communicated and the proximity of the persons communicating. For example, communication between the EOC/MAC Group and the incident scene may be made by radio, whereas communication between the local EOC/MAC Group and the State EOC/MAC Group may be made by telephone, fax, or email.
Communications and Information
Systems (2 of 2)
Communications planning must also address communications flow within the EOC/MAC Group. This should include: Message documentation and routing procedures. Communicating major events. Documenting actions taken. NIMS requires that communications systems must be interoperable and redundant. Additional training on communications and information systems is available in IS-704 - NIMS Communications and Information Management.
Communications System Failure (1 of 2)
Communications networks are often overloaded or fail completely following a major incident. You should have redundant systems in place and ensure that all members of the MAC System know: What those systems are. How they will be notified to switch to a backup system.
Communications System Failure (2 of 2)
Systems may work in one situation but not in another. Developing several different types of backup systems, together with procedures for switching to the backup systems, helps ensure that all parties are able to communicate throughout an incident.
Public Information Officer
The Public Information Officer represents and advises the Incident Commander on all public information matters relating to the management of the incident. The Public Information Officer handles: Media and public inquiries. Emergency public information and warnings. Rumor monitoring and response. Media monitoring. The Public Information Officer 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. The Public Information Officer is the on-scene link to the Joint Information System and Joint Information Center.
Joint Information System
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.
Joint Information Center
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.
Public Information Preparedness
The answers to the following questions should determine how the JIS will be established and how it will operate: Who is the public (including all stakeholders)? What does the public need to know? Who will provide that information? How will the information flow be managed and coordinated? How will the information be transmitted? When? How often? For a more in depth look at the NIMS Resource Management component, you should take the IS-702 – NIMS Public Information course.
Resource Management Systems
A significant incident response issue is acquiring, assigning, and deactivating resources. Resources are critical for coordinating the on-scene response and ensuring that communications and information management systems work as required. NIMS has established guidelines to manage resources more effectively by: Establishing systems for describing, inventorying, requesting, and tracking resources. Activating these systems before and during an incident. Dispatching resources before and during an incident. Deactivating or recalling resources during or after an incident. This course provides a brief overview of Resource Management. For a more indepth look at the NIMS Resource Management component, you should take the IS-703 – NIMS Resource Management course.
Use of Agreements
Agreements should be developed: Before an incident occurs. Among all parties, whether governmental or nongovernmental, that might provide or request resources during an incident. All agreements specify how resources will be requested, how potential claims will be handled, and whether and how reimbursement will be made. Local resource requests at large or complex incidents should be made through the State to facilitate resource tracking. Click the title of the sample agreements below to view examples: Agreement for Mutual Aid Fire Protection Intergovernmental Agreement
Credentialing
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.
Credentialing Process
Scroll down to review the process, as recommended by the National Integration Center, for credentialing under NIMS.
Advantages of Credentialing
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.
