Being prepared with a structured critical incident management system can mean the difference between chaos and swift recovery. The National Incident Management System (NIMS), developed by FEMA, offers an effective, standardized and comprehensive approach to incident management that is flexible enough to fit a variety of sectors and organization sizes and

Key Benefits of NIMS for Businesses

• Unified, Efficient Response: NIMS provides a universal framework and standardized language and procedures, enabling seamless collaboration with public safety agencies, first responders and other stakeholders during emergencies. This helps minimize response times and prevent escalation. For this reason, the U.S. Department of Education strongly encourages all k-12 and higher education institutions to incorporate NIMS into their critical incident plan.
• Scalability and Flexibility: The system adapts to any incident size or complexity, whether a minor internal issue or a large-scale emergency requiring external assistance.
• Comprehensive Planning: NIMS builds upon the Incident Command System to provide a comprehensive framework for critical incident management from prevention and mitigation to response and recovery.

Overview and Building Blocks of NIMS

NIMS is comprised of three key components - resource management, command and coordination and communications and information management. Regardless of how NIMS is scaled to fit your organization or incident, each of these building blocks is essential for a successful outcome.

Resource Management

Resource management ensures that all personnel, equipment and supplies are well-organized and ready to be deployed during a critical incident. NIMS outlines steps to prepare, deploy and share resources across agencies.

Resource Planning Steps:

1. Identifying and Typing Resources: Resources are classified by capability to create a common language for stakeholders responding to an emergency. This common language enables communities to confidently request and receive the resources needed. FEMA standardizes resource definitions nationwide.
2. Qualifying, Certifying, and Credentialing Personnel: Authority Having Jurisdictions (AHJs) establish qualifications, certification and credentialing processes to ensure that all personnel are trained and capable.
3. Planning for Resources: Stakeholders collaborate to create plans for managing, allocating, ordering, deploying and demobilizing resources. This involves strategies like stockpiling resources, establishing mutual aid agreements and developing rapid-access contracts with vendors for surge needs.
4. Acquiring, Storing, and Inventorying Resources: Organizations should ensure they have the resources they need for regular operations and any stockpiles they have deemed necessary for specific incidents. Inventory information should be maintained through IT systems for easy tracking, supporting both daily operations and incident-specific management.

Steps to Deploy Resources During an Incident:

Some tasks may be compressed or skipped based on the type of incident or resource.

1. Identifying Requirements: Emergency response personnel will continuously assess the resources needed. Early coordination helps align evolving resource needs with incident demands.
2. Ordering and Acquiring: Incident and Emergency Operations Center (EOC) personnel evaluate and order resources through contracts, mutual aid or government requests, prioritizing based on incident objectives and available supply.
3. Mobilizing Resources: Upon receiving orders, resources are prepared for deployment with specific details like departure time, destination, assignment and estimated arrival. Mobilization includes planning, equipping and ensuring that resources reach the scene according to priorities.
4. Tracking and Reporting: Real-time resource tracking from mobilization through demobilization maintains safety, accountability and effective coordination. Resource tracking systems assist in monitoring resource location and readiness.
5. Demobilizing: When resources are no longer required, they are returned to their original status or reassigned. Planning ensures resources are restored or restocked and ready for future needs.
6. Reimbursing and Restocking: Reimbursement processes cover resource provider expenses, such as costs for damaged equipment and other incident-related expenditures, typically outlined in mutual aid agreements.

Mutual Aid:

Organizations may find that the size or complexity of their business or incident concerns require them to coordinate mutual aid between jurisdictions, locations or other organizations to meet specific needs. NIMS outlines procedures for mutual aid efforts nationwide.

• Mutual Aid Agreements and Compacts: These agreements form the legal basis for resource sharing, allowing entities at all government levels, NGOs and the private sector to collaborate with neighboring communities or statewide, interstate and even international agencies. These agreements typically outline reimbursement, licensure recognition, mobilization procedures as well as interoperability and resource management protocols. The Emergency Management Assistance Compact (EMAC) is a congressionally ratified, non-Federal mutual aid compact among all U.S. states and territories, facilitating resource sharing across state lines with support from FEMA and the National Guard Bureau.
• Mutual Aid Process: When a mutual aid request is received, the providing jurisdiction assesses its capacity before committing resources to ensure it can still meet local needs. If able, it deploys resources according to the agreement terms. The receiving jurisdiction may decline resources if they do not meet requirements.

Command and Coordination

While many incidents within your organization may only require intervention from internal security, larger or more complex incidents may extend to local authorities or multiple jurisdictions. NIMS’s Command and Coordination component provides a national framework to facilitate the smooth integration of these additional resources.

The framework encompasses four key areas of responsibility:

• Tactical Operations: Deploys resources at the scene.
• Incident Support: Managed at Emergency Operations Centers (EOCs), involving operational and strategic coordination, resource acquisition and information gathering, analysis and sharing.
• Policy and High-Level Decision-Making: Providing guidance and high-level decisions from senior leaders.
• Public Communication: Public and media outreach to keep the community informed about the incident.

The Command and Coordination building block outlines the various Multiagency Coordination Systems (MACS) NIMS utilizes to coordinate these four responsibilities among different functional groups - Incident Command System (ICS), Emergency Operations Centers (EOC), Multiagency Coordination Groups (MAC Groups) and Joint Information Systems (JIS). This component also outlines how the various functional groups operate and collaborate.

Incident Command System (ICS)

The Incident Command System (ICS) is a standardized framework for on-scene incident management that enables multiple organizations to coordinate effectively. It provides a structured hierarchy with five primary functional areas: Command, Operations, Planning, Logistics and Finance/Administration.

Basic Command Structure:

Incident Command:

• Single Incident Commander: The individual responsible for overseeing all incident activities, including developing strategies and tactics and ordering and releasing resources. The Incident Commander manages and directs all operations at the incident site. A single Incident Commander typically oversees an incident involving a single jurisdiction; however, depending on the complexity of the incident, they may also oversee a multi-jurisdiction effort. This is the only position that always needs to be staffed. For minor incidents, this individual could absorb all responsibilities.
• Unified Command: For incidents involving multiple jurisdictions, a Unified Command is established. This allows each participating entity to retain its authority, responsibility and accountability for its personnel and resources while leaders from each organization collaborate to jointly oversee and direct incident activities, establishing a shared set of objectives, strategies and a single Incident Action Plan (IAP).

Command Staff:

• Public Information Officer (PIO): Communicates incident-related information to the public, media and other agencies.
• Safety Officer: Oversees incident operations and advises the Incident Commander on all safety-related matters, including the health and well-being of incident management personnel.
• Liaison Officer: Serves as the Incident Commander’s point of contact for representatives of governmental agencies, non-governmental organizations (NGOs) and private-sector organizations. Functional Areas (each led by a section chief):
• Operations Section: Prioritizes and directs tactical actions to meet incident goals.
• Planning Section: Collects, analyzes and disseminates incident information and facilitates action planning.
• Logistics Section: Secures and provides facilities, services and support, including communications, food and medical services.
• Finance/Administration Section: Tracks incident costs and coordinates financial and administrative resources. Additional Functional Area for Very Complex Critical Incidents:
• Intelligence/Investigations: Collects and analyzes data in cases involving potential criminal activities or complex situations.

Full Command Structure:

The ICS structure follows a “form follows function” approach, where the organization’s size adjusts based on incident needs and planning. Resources are organized into Teams, Divisions, Groups, Branches or Sections to manage the span of control. If the supervisor-to-subordinate ratio becomes unmanageable, new units can be created. Conversely, units can be reorganized or demobilized if supervision is too limited for optimal control. Ideally, there should never be more than one supervisor to five subordinates, but there may be cases where it is necessary to break this rule.

• Branch: An organizational level responsible for significant parts of incident operations by function, geography or jurisdiction. In the Operations Section, the Branch level sits between Section and Division/Group; in the Logistics Section, it’s between Section and Units. Roman numerals, functions or jurisdictional names may identify branches.
• Division: The level responsible for operations within a specific geographic area, positioned between the Strike Team and the Branch organizationally.
• Group: Established to separate the incident into functional areas of operation. Groups are positioned between Branches (if activated) and Resources within the Operations Section.
• Unit: An organizational element responsible for a specific function within incident planning, logistics or finance.
• Task Force: A group of resources with common communications and a leader may be pre-established and deployed to an incident or formed on-site.
• Strike Team/Resource Team: A designated combination of similar resources with shared communications and a leader.
• Single Resource: This is an individual piece of equipment with assigned personnel or a team with a designated supervisor, deployable to an incident.

Your team may need to utilize common ICS facilities for large, multi-day incidents or events. You can find additional information about these facilities in FEMA’s National Incident Management System Guide..

Emergency Operations Centers (EOC)

Emergency Operations Centers (EOCs) are critical hubs where multiple agencies come together to address threats, provide support to incident command and coordinate resources. These centers, whether physical, temporary or virtual, support an emergency response by gathering and analyzing information, coordinating resources and communicating with on-scene personnel and other EOCs.

EOCs operate across various organizational structures, depending on the needs of the organizations or the incident.

ICS Structure

Many jurisdictions and organizations set up their EOCs using the standard ICS structure, which is widely recognized and aligns with on-scene incident organization. Some adapt this structure, adjusting specific titles to create an ICS-like setup that distinguishes EOC functions from field operations.

Incident Support Model (ISM) Structure

The ISM model is ideal for EOC teams focused on information, planning, and resource support. Separating situational awareness from planning and merging operations and logistics into an incident support structure allows the EOC director direct access to situational awareness and information management functions while streamlining resource sourcing, ordering and tracking resources.

Departmental Structure

Configure EOCs to match existing departmental or agency structures to allow representatives to operate within familiar relationships, reducing preparation or startup time.

EOCs are activated based on need, threat anticipation or incident response. Activation can vary from Level 3 (Steady State), which is routine monitoring and coordination; Level 2 (Partial Activation), which is select activation to address a specific credible threat; or Level 1 (Full Activation), which requires a full team response to a significant incident.

Deactivation occurs when the EOC is no longer needed, followed by demobilization and after-action review. Because NIMS is a modular system, there may be situations where leaders within an EOC need to manage multiple roles until additional staff is available.

Multiagency Coordination Groups (MAC Groups)

Multiagency Coordination (MAC) Groups, or policy groups, are part of the NIMS off-site incident management structure for large, complex incidents. These groups bring together representatives from multiple agencies or organizations to collaborate on resource prioritization and allocation, supporting incident managers such as the Incident Commander. MAC Groups often include high-level officials or designees from local, state, tribal or federal agencies across sectors like emergency management and critical infrastructure.

MAC Groups do not perform command functions but instead focus on policy and prioritization, especially when resources are limited. Membership may extend beyond apparent stakeholders to include influential organizations, like local businesses or volunteer groups, that bring political influence or expertise. Designees in MAC Groups must be able to commit their organization’s resources or funds.

MAC Groups enhance unity at the policy level by facilitating informed decision-making, often with the support of EOC staff or dedicated teams. These groups can operate virtually, with strong communication between incident personnel and elected officials, ensuring all parties remain informed and aligned on response priorities.

Joint Information Systems (JIS)

The Joint Information System (JIS) ensures that all levels of agencies and organizations coordinate and share timely, accurate and unified public messaging throughout all phases of incident management.

JIS operations are typically run from Joint Information Centers (JICs) with Public Information Officers (PIOs) leading the charge. These hubs may be physical, virtual or area-specific depending on incident scope and location. They provide a space for PIOs to collaborate with EOCs, senior MAC Group officials and on-site personnel to develop, verify and disseminate messaging about the incident to internal and external stakeholders and the public. PIOs will coordinate closely with senior officials and the media to ensure structured, accurate, clear and consistent communication.

Communication and Information Management

Effective Communications and Information Management systems are essential for sharing timely and accurate information during incidents. NIMS standardizes communication types for incident personnel and affiliated organizations to ensure clear, actionable communications.

Communication types:

• Strategic: High-level guidance on resources, roles and actions.
• Tactical: Coordination between command and on-scene teams.
• Support: Cross-agency communication, such as hospital logistics.
• Public: Alerts and press communications.

When utilizing NIMS for critical incident management, formal communications follow the chain of authority, while information about the incident can flow freely across the organization. Formal communications include work assignments, requesting support or reporting information about progress tasks. Allowing critical information about the incident or event to flow informally both horizontally and vertically through the chain of command is essential for a successful incident response utilizing ICS. NIMS recommends regular training exercises to keep personnel skilled and familiar with communication tools and protocols.

Key Takeaway

NIMS’s standardized components - resource management, command and coordination and communication - promote unified, adaptable response efforts that scale with incident complexity. This approach, grounded in shared language, structured communication and interoperability, prepares organizations to respond efficiently to any situation. Adopting NIMS is an investment in organizational readiness and a critical step in safeguarding people, assets and community trust during challenging times.

Learn more about critical incident management systems and strategies at 911Cellular.com.

Tags: Incident management