Chapter III NIMS - Preparedness This chapter describes specific measures and capabilities that jurisdictions and agencies should develop and incorporate into an overall system to enhance operational preparedness for incident management on a steady-state basis in an all-hazards context. In developing, refining, and expanding preparedness programs and activities within their jurisdictions and organizations, incident management officials should leverage existing preparedness efforts and collaborative relationships to the greatest extent possible. (THe operational preparedness of our nation's incident management capabilities is distinct from the preparedness of individual citizens and private industry. Public preparedness for domestic incidents is beyond the scope of the NIMS but is an important element of homeland security.) A. Concepts and Principles Under the NIMS, preparedness is based on the following core concepts and principles: 1. Levels of Capability Preparedness involves actions to establish and sustain prescribed levels of capability necessary to execute a full range of incident management operations. Preparedness is implemented through a continuous cycle of planning, training, equipping, exercising, evaluating, and taking action to correct and mitigate. Within the NIMS, preparedness focuses on guidelines, protocols, and standards for planning, training, personnel qualification and certification, equipment certification, and publication management. 2. A Unified Approach Preparedness requires a unified approach. A major objective of preparedness efforts is to ensure mission integration and interoperability in response to emergent crises across functional and jurisdictional lines, as well as between public and private organizations. 3. NIMS Publications The NIMS provides or establishes processes for providing guidelines; protocols; standards for planning, training, qualifications and certification; and publication management. National-level preparedness standards related to the NIMS will be maintained and managed through a multijurisdictional, multidiscipline center, using a collaborative process. (See Chapter VII.) 4. Mitigation Mitigation activities are important elements of preparedness and provide a critical foundation across the incident management spectrum from prevention through response and recovery. Examples of key mitigation activities include the following: •ongoing public education and outreach activities designed to reduce loss of life and destruction of property; •structural retrofitting to deter or lessen the effects of incidents and reduce loss of life, destruction of property, and effects on the environment; •code enforcement through such activities as zoning regulation, land management, and building codes; and •flood insurance and the buy-out of properties subjected to frequent flooding, etc. B. ACHIEVING PREPAREDNESS. Individual Federal, State, local, and tribal jurisdictions are responsible for implementing the preparedness cycle in advance of an incident and appropriately including private- sector and nongovernmental organizations in such implementation. The NIMS provides the tools to ensure and enhance preparedness, as described in the sections that follow. These tools include preparedness organizations and preparedness programs that provide or establish processes for planning, training, and exercises; personnel qualification and certification; equipment certification; mutual aid; and publication management. 1. Preparedness Organizations Preparedness is the responsibility of individual jurisdictions; this responsibility includes coordinating various preparedness activities among all appropriate agencies within a jurisdiction, as well as across jurisdictions and with private organizations. This coordination is effected by mechanisms that range from individuals to small committees to large standing organizations. These mechanisms are referred to in this document as "preparedness organizations," in that they serve as ongoing forums for coordinating preparedness activities in advance of an incident. Preparedness organizations represent a wide variety of committees, planning groups, and other organizations that meet regularly and coordinate with one another to ensure an appropriate focus on planning, training, equipping, and other preparedness requirements within a jurisdiction and/or across jurisdictions. The needs of the jurisdictions involved will dictate how frequently such organizations must conduct their business, as well as how they are structured. When preparedness activities routinely need to be accomplished across jurisdictions, preparedness organizations should be multijurisdictional.. Preparedness organizations at all jurisdictional levels should: •establish and coordinate emergency plans and protocols including public communications and awareness; •integrate and coordinate the activities of the jurisdictions and functions within their purview; •establish the standards, guidelines, and protocols necessary to promote interoperability among member jurisdictions and agencies; •adopt standards, guidelines, and protocols for providing resources to requesting organizations, including protocols for incident support organizations; •set priorities for resources and other requirements; and •Ensure the establishment and maintenance of multiagency coordination mechanisms, including EOCs, mutual-aid agreements, incident information systems, nongovernmental organization and private-sector outreach, public awareness and information systems, and mechanisms to deal with information and operations security. 2. Preparedness Programs Individual jurisdictions establish programs that address the requirements for each step of the preparedness cycle (planning, training, equipping, exercising, evaluating, and taking action to correct and mitigate). These programs should adopt relevant NIMS standards, guidelines, processes, and protocols. a. Preparedness Planning. Plans describe how personnel, equipment, and other governmental and nongovernmental resources will be used to support incident management requirements. Plans represent the operational core of preparedness and provide mechanisms for setting priorities, integrating multiple entities and functions, establishing collaborative relationships, and ensuring that communications and other systems effectively support the complete spectrum of incident management activities. The following are the principal types of plans: (1) Emergency Operations Plan (EOP) Each jurisdiction develops an EOP that defines the scope of preparedness and incident management activities necessary for that jurisdiction. The EOP should also describe organizational structures, roles and responsibilities, policies, and protocols for providing emergency support. The EOP facilitates response and short-term recovery activities (which set the stage for successful long-term recovery). It should drive decisions on long-term prevention and mitigation efforts or risk-based preparedness measures directed at specific hazards. An EOP should be flexible enough for use in all emergencies. A complete EOP should describe the purpose of the plan, situation and assumptions, concept of operations, organization and assignment of responsibilities, administration and logistics, plan development and maintenance, and authorities and references. It should also contain functional annexes, hazard-specific appendices, and a glossary. EOPs should predesignate jurisdictional and/or functional area representatives to the IC or UC whenever possible to facilitate responsive and collaborative incident management. While the preparedness of the public is generally beyond the scope of the NIMS, EOPs should also include preincident and postincident public awareness, education, and communications plans and protocols. (2) Procedures Each organization covered by the EOP should develop procedures that translate the tasking to that organization into specific action-oriented checklists for use during incident management operations, including how the organization will accomplish its assigned tasks. Procedures are documented and implemented with checklists; resource listings; maps, charts, and other pertinent data; mechanisms for notifying staff; processes for obtaining and using equipment, supplies, and vehicles; methods of obtaining mutual aid; mechanisms for reporting information to organizational work centers and EOCs; and communications operating instructions, including connectivity with private-sector and nongovernmental organizations. The development of procedures is required in accordance with the law for certain risk-based, hazard-specific programs. There are four standard levels of procedural documents: •Overview—a brief concept summary of an incident-related function, team, or capability; •Standard Operating Procedure (SOP) or Operations Manual—a complete reference document that details the procedures for performing a single function or a number of interdependent functions; •Field Operations Guide (FOG) or Handbook—a durable pocket or desk guide that contains essential information required to perform specific assignments or functions; and •Job Aid—a checklist or other aid that is useful in performing or training for a job. (3) Preparedness Plans Preparedness plans describe the process and schedule for identifying and meeting training needs (based on expectations the EOP has outlined); the process and schedule for developing, conducting, and evaluating exercises and correcting identified deficiencies; arrangements for procuring or obtaining required incident management resources through mutual-aid mechanisms; and plans for facilities and equipment that can withstand the effects of hazards that the jurisdiction is more likely to face. (4) Corrective Action and Mitigation Plans Corrective action plans are designed to implement procedures that are based on lessons learned from actual incidents or from training and exercises. Mitigation plans describe activities that can be taken prior to, during, or after an incident to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. (5) Recovery Plans Recovery plans describe actions beyond rapid damage assessment and those necessary to provide immediate life support for victims. Long- term recovery planning involves identifying strategic priorities for restoration, improvement, and growth. b. Training and Exercises. Incident management organizations and personnel at all levels of government, and within the private-sector and nongovernmental organizations, must be appropriately trained to improve all-hazards incident management capability nationwide. Incident management organizations and personnel must also participate in realistic exercises—including multidisciplinary and multijurisdictional events and private-sector and nongovernmental organization interaction—to improve integration and interoperability. Training involving standard courses on incident command and management, incident management structure, operational coordination processes and systems—together with courses focused on discipline-specific and agency- specific subject-matter expertise—helps ensure that personnel at all jurisdictional levels and across disciplines can function effectively together during an incident. To assist in this function, the NIMS Integration Center, as defined in Chapter VII, will: •Facilitate the development and dissemination of national standards, guidelines, and protocols for incident management training and exercises, including consideration of existing exercise and training programs at all jurisdictional levels. •Facilitate the use of modeling and simulation capabilities for training and exercise programs. •Facilitate the definition of general training requirements and approved training courses for all NIMS users. These requirements will be based on mission-to-task analysis. They will address critical elements of an effective national training system, including field-based training, specification of mission-essential tasks, and requirements for specialized instruction. They will also cover fundamental administrative matters, such as instructor qualifications and course completion documentation. •Review and approve (with the assistance of national professional organizations and with input from Federal, State, local, tribal, private- sector, and nongovernmental entities) discipline-specific requirements and training courses. The training approach that has been developed for ICS serves as a model for course curricula and materials applicable to other components of the NIMS. ICS training is organized around four course levels: ICS-100, Introduction to ICS; ICS-200, Basic ICS; ICS-300, Intermediate ICS; and ICS-400 Advanced ICS. Course materials have been developed and shared by a number of Federal, State, local, tribal, and other specialized training providers in a nationally recognized effort. This allows use of a broad set of training providers and allows programs to be tailored to the specific circumstances that the Federal, State, local, and tribal levels face. c. Personnel Qualification and Certification Under the NIMS, preparedness is based on national standards for the qualification and certification of emergency response personnel. Standards will help ensure that participating agencies and organizations field personnel who possess the minimum knowledge, skills, and experience necessary to execute incident management and emergency response activities safely and effectively. Standards typically include training, experience, credentialing, currency, and physical and medical fitness. Personnel that are certified for employment in support of an incident that transcends interstate jurisdictions through the Emergency Management Assistance Compacts System will be required to meet national qualification and certification standards. Federal, State, local, and tribal certifying agencies; professional organizations; and private organizations should credential personnel for their respective jurisdictions. To enable this qualification and certification function at the national level, the NIMS Integration Center, as defined in Chapter VII, will: •Facilitate the development and/or dissemination of national standards, guidelines, and protocols for qualification and certification. •Review and approve (with the assistance of national professional organizations and with input from Federal, State, local, tribal, private-sector, and nongovernmental entities) the discipline-specific requirements submitted by functionally oriented incident management organizations and associations. •Facilitate the establishment of a data maintenance system to provide incident managers with the detailed qualification, experience, and training information needed to credential personnel for prescribed incident management positions. d. Equipment Certification Incident management and emergency responder organizations at all levels rely on various types of equipment to perform mission essential tasks. A critical component of operational preparedness is the acquisition of equipment that will perform to certain standards, including the capability to be interoperable with equipment used by other jurisdictions. To enable national-level equipment certification, the NIMS Integration Center, as defined in Chapter VII, will: •In coordination with appropriate Federal agencies, standards-making, certifying, and accrediting organizations and with appropriate State, local, tribal, private-sector, and nongovernmental organizations, facilitate the development and/or publication of national standards, guidelines, and protocols for equipment certification. This effort includes the incorporation of standards and certification programs already in use by incident management and emergency response organizations nationwide. •Review and approve (with the assistance of national professional organizations and with input from Federal, State, local, tribal, and private- sector and nongovernmental entities) lists of emergency responder equipment that meet national certification requirements. e. Mutual-Aid Agreements Mutual-aid agreements are the means for one jurisdiction to provide resources, facilities, services, and other required support to another jurisdiction during an incident. Each jurisdiction should be party to a mutual-aid agreement (such as the Emergency Management Assistance Compact) with appropriate jurisdictions from which they expect to receive or to which they expect to provide assistance during an incident. This would normally include all neighboring or nearby jurisdictions, as well as relevant private-sector and nongovernmental organizations. States should participate in interstate compacts and look to establish intrastate agreements that encompass all local jurisdictions. Mutual-aid agreements are also needed with private organizations, such as the American Red Cross, to facilitate the timely delivery of private assistance at the appropriate jurisdictional level during incidents. At a minimum, mutual-aid agreements hould include the following elements or provisions: •definitions of key terms used in the agreement; •roles and responsibilities of individual parties; •procedures for requesting and providing assistance; •procedures, authorities, and rules for payment, reimbursement, and allocation of costs; •notification procedures; •protocols for interoperable communications; •relationships with other agreements among jurisdictions; •workers compensation; •treatment of liability and immunity; •recognition of qualifications and certifications; and •sharing agreements, as required. Authorized officials from each of the participating jurisdictions will collectively approve all mutual-aid agreements. f. Publication Management Publication management for the NIMS includes development of naming and numbering conventions; review and certification of publications; methods for publications control; identification of sources and suppliers for publications and related services; and management of publication distribution. NIMS publication management includes the following types of products: •qualifications information; •training course and exercise information; •task books; •ICS training and forms; •other necessary forms; •job aids; •guides; •computer programs; •audio and video resources; •templates; and •"best practices." To enable national-level publication management, the NIMS Integration Center, as defined in Chapter VII, will: •Facilitate the development, publication, and dissemination of national standards, guidelines, and protocols for a NIMS publication management system. •Facilitate the development of general publications for all NIMS users as well as their issuance via the NIMS publication management system. •Review and approve (with the assistance of appropriate national professional standards-making, certifying, and accrediting organizations, and with input from Federal, State, local, tribal government and private- sector and nongovernmental organizations) the discipline-specific publication management requirements and training courses submitted by professional organizations and associations. Chapter IV NIMS - Resource Management Resource management involves coordinating and overseeing the application of tools, processes, and systems that provide incident managers with timely and appropriate resources during an incident. Resources include personnel, teams, facilities, equipment, and supplies. Generally, resource management coordination activities take place within EOCs. When they are established, multiagency coordination entities may also prioritize and coordinate resource allocation and distribution during incidents. Resource management involves four primary tasks: •establishing systems for describing, inventorying, requesting, and tracking resources; •activating these systems prior to and during an incident; •dispatching resources prior to and during an incident; and •deactivating or recalling resources during or after incidents. The basic concepts and principles that guide the resource management processes used in the NIMS allow these tasks to be conducted effectively. By standardizing the procedures, methodologies, and functions involved in these processes, the NIMS ensures that resources move quickly and efficiently to support incident managers and emergency responders. A. CONCEPTS and PRINCIPLES 1. Concepts The underlying concepts of resource management in this context are that: •It provides a uniform method of identifying, acquiring, allocating, and tracking resources. •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. •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. •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). •It should encompass resources contributed by private-sector and nongovernmental organizations. 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. 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. 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. 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. 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. (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. (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. 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. 2. Certifying and Credentialing Pesonnel 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. 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. 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. 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. 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. 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. 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. 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. 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. cHAPTER V NIMS - Communications and Information Managment Effective communications, information management, and information and intelligence sharing are critical aspects of domestic incident management. Establishing and maintaining a common operating picture and ensuring accessibility and interoperability are principal goals of communications and information management. A common operating picture and systems interoperability provide the framework necessary to: •formulate and disseminate indications and warnings; •formulate, execute, and communicate operational decisions at an incident site, as well as between incident management entities across jurisdictions and functional agencies; •prepare for potential requirements and requests supporting incident management activities; and •develop and maintain overall awareness and understanding of an incident within and across jurisdictions. Prior to an incident, entities responsible for taking appropriate preincident actions use communications and information management processes and systems to inform and guide various critical activities. These actions include mobilization or predeployment of resources, as well as strategic planning by preparedness organizations, multiagency coordination entities, agency executives, jurisdictional authorities, and EOC personnel. During an incident, incident management personnel use communications and information processes and systems to inform the formulation, coordination, and execution of operational decisions and requests for assistance. A. CONCEPTS and PRINCIPLES 1. A Common Operating Picture Accessible Across Jurisdictions and Functional Agencies A common operating picture allows incident managers at all levels to make effective, consistent, and timely decisions. Integrated systems for communication, information management, and intelligence and information sharing allow data to be continuously updated during an incident, providing a common framework that covers the incident's life cycle across jurisdictions and disciplines. A common operating picture helps ensure consistency at all levels of incident management across jurisdictions, as well as between various governmental jurisdictions and private-sector and nongovernmental entities that are engaged. 2. Common Communications and Data Standards Common communications and data standards and related testing and compliance mechanisms are fundamental to an effective NIMS. Communications interoperability in the context of incident management is also critical. Effective communications outside the incident structure—between other levels of government and between government and private entities—for resources and other support is also enhanced by adherence to such standards. Although much progress has been m ade in these areas, much more work remains to be done. Additional progress toward common communications and data standards and systems interoperability will be accomplished over time through a sustained collaborative effort facilitated by the NIMS Integration Center. B. MANAGING COMMUNICATIONS and INFORMATION NIMS communications and information systems enable the essential functions needed to provide a common operating picture and interoperability for incident management at all levels in two ways: 1. Incident Management Communications Preparedness organizations must ensure that effective communications processes and systems exist to support a complete spectrum of incident management activities. The following principles apply: a. Individual Jurisdictions These will be required to comply with national interoperable communications standards, once such standards are developed. Standards appropriate for NIMS users will be designated by the NIMS Integration Center in partnership with recognized standards development organizations (SDOs). b. Incident Communications These will follow the standards called for under the ICS. The IC manages communications at an incident, using a common communications plan and an incident-based communications center established solely for use by the command, tactical, and support resources assigned to the incident. All entities involved in managing the incident will utilize common terminology, prescribed by the NIMS, for communications. 2. Information Management The NIMS Integration Center is charged with facilitating the definition and maintenance of the information framework required to guide the development of NIMS-related information systems. This framework consists of documented policies and interoperability standards. a. Policies (1) Preincident Information Preincident information needs are met at the Federal, State, local, and tribal levels, in concert with private-sector and nongovernmental organizations, primarily through the preparedness organizations described in Section III.B.1. (2) Information Management The information management system provides guidance, standards, and tools to enable Federal, State, local, tribal, and private-sector and nongovernmental entities to integrate their information needs into a common operating picture. (3) Networks Indications and warnings, incident notifications and public communications, and the critical information that constitute a common operating picture are disseminated through a combination of networks used by EOCs. Notifications are made to the appropriate jurisdictional levels and to private-sector and nongovernmental organizations through the mechanisms defined in emergency operations and incident action plans at all levels of government. (4) Technology Use Agencies must plan in advance for the effective and efficient use of information management technologies (e.g., computers and networks) to tie together all command, tactical, and support units involved in incident management and to enable these entities to share information critical to mission execution and the cataloguing of required corrective actions. b. Interoperability Standards Facilitating the development of data standards for the functions described below, including secure communications when required, is the responsibility of the NIMS Integration Center described in Chapter VII. Standards will be developed in accordance with the following design goals: (1) Incident Notification and Situation Report Incident notification takes place at all levels. Although notification and situation report data must be standardized, it must not prevent information unique to a reporting organization from being collected or disseminated. Standardized transmission of data in a common format enables the passing of appropriate notification information to a national system that can handle data queries and information and intelligence assessments and analysis. (2) Status Reporting All levels of government initiate status reports (e.g., Situation Reports [SITREPS] and Pollution Reports [POLREPS]) and then disseminate them to other jurisdictions. A standard set of data elements will be defined to facilitate this process. (3) Analytical Data Analytical data, such as information on public health and environmental monitoring, is collected in the field in a manner that observes standard data definitions. It is then transmitted to laboratories using standardized analysis processes. During incidents that require public health and environmental sampling, multiple organizations at different levels of government often respond and collect data. Standardization of sampling and data collection enables more reliable laboratory analysis and improves the quality of assessments provided to decision-makers. (4) Geospatial Information Geospatial information is used to integrate assessments, situation reports, and incident notification into a coherent common operating picture. Correct utilization of geospatial data is increasingly important to decision-makers. The use of geospatial data must be tied to consistent standards because of the potential for coordinates to be transformed incorrectly or otherwise misapplied, causing inconspicuous, yet serious, errors. Standards covering geospatial information should also be robust enough to enable systems to be used in remote field locations, where telecommunications capabilities may not have sufficient bandwidth to handle large images or are limited in terms of computing hardware. (5) Wireless Communications To ensure that incident management organizations can communicate and share information with each other through wireless systems, the NIMS will include standards to help ensure that wireless communications and computing for Federal, State, local, and tribal public safety organizations and nongovernmental organizations are interoperable. (6) Identification and Authentication Individuals and organizations that access the NIMS information management system and, in particular, those that contribute information to the system (e.g., situation reports), must be properly authenticated and certified for security purposes. This requires a national authentication and security certification standard for the NIMS that is flexible and robust enough to ensure that information can be properly authenticated and protected. While the NIMS Integration Center is responsible for facilitating the development of these standards, different levels of government and private organizations must collaborate to administer the authentication process. (7) National Database of Incident Reports Through the NIMS Integration Center, Federal, State, local, and tribal organizations responsible for receiving initial incident reports will work collaboratively to develop and adopt a national database of incident reports that can be used to support incident management efforts.