National Strategies and Presidential Directives that are relevant to DoD DSCA support

Course Mission Statement The mission of the DSCA Phase I Online Course is to familiarize Department of Defense and other agency personnel in Defense Support of Civilian Authorities operations. This course introduces national, state, local, and DOD statutes, directives, plans, command and control relationships, and capabilities with regard to DOD support for domestic emergencies and for designated law enforcement and other activities. As you take up your duties as Defense Coordinating Officers (DCOs), Emergency Preparedness Liaison Officers (EPLOs), DSCA planners or officers of other federal agencies supporting disaster/emergency response operations, it is important that you understand how defense support of civil authorities fits in with the national approach to incident management. This course will familiarize you with the plans and systems guiding the nation's emergency response activities. Topics Covered in DSCA Phase I National Strategies and Presidential Directives that are relevant to DoD DSCA support National Incident Management System The National Response Framework Introduction to DoD Homeland Security/Defense structures including NORTHCOM, Service component commands, DCO and DCO/E structure and EPLO. National Preparedness Guidelines, FEMA Universal Task List (UTL) and the HLD Target Capabilities List (TCL) The National Planning Scenarios that have been adopted in accordance with White House directives This course is designed for self-study, while also serving as the basis for DOD DSCA Phase II (Resident) Course. The topics can be found on the left navigation bar and they should be viewed in the order in which they appear,

however, feel free to go back and review topics or important documents under the Summary and Supporting Documents Topic. The acronym list can be viewed by clicking the Resource Folder at the top right of the screen. This folder can be accessed at any time during the course. This DSCA program is composed of three phases: Phase I (online): Phase I consists of this online preparatory course which will introduce the national emergency preparedness and response plans, incident management structures and the Department of Defense's role in supporting civil authorities during emergencies. In addition, NORTHCOM staff personnel are required to complete FEMA IS-700.a -NIMS and FEMA IS-800B-NRF per NORTHCOM Instruction 10-136, if not already completed previously, before attendance of Phase II of this program. Phase II (resident): is a one-week resident session, delivered primarily by the US Army North training faculty. Phase II builds upon and emphasizes practical application of the knowledge acquired during Phase I. It includes problem-solving exercises focusing on inter-governmental and inter-agency response. Phase III (Alumni) (online): This phase consists of updates on Homeland Defense, and emergency preparedness news, lessons learned, and tactics, techniques and procedures. Enrollment into Phase III is automatic upon completion of Phase II. Course Objectives The following will be accomplished upon completion of Phase I: 1.State the principles of the National Response Framework; 2.Summarize the role of DOD response within the context of Presidential Directives, National Strategy for Homeland Security, and the NRF framework; 3.Demonstrate appropriate uses of Homeland Defense and Civil Support (HLD/CS) national response terminology in discussing DOD scenarios/problems; and 4.Demonstrate sufficient knowledge of key readings, concepts, and terms to engage in Homeland Defense/Civil Support problem solving in Phase II. DSCA Phase I Learning Activities

Learning activities in DSCA Phase I include summaries of key readings and self assessment exercises. DSCA Phase I is divided into three modules, each of which is further divided into sub-topics. Each module will begin with a brief fictional scenario that will be used periodically throughout the module to reinforce learning in each of the topics. Upon completion of the Phase I final exam, a certificate will be awarded by US Army ARNORTH. Another certificate will be awarded upon completion of the resident DSCA Phase II. Time of Completion The entire course is meant to be completed in under eight hours. Each topic or in the case of longer topics, each sub-topic can be completed in about 20 minutes each. Introduction In the event of a terrorist attack, flood, or any natural or manmade disaster, it is unlikely that any one agency will be able to manage the situation alone. Emergency response operations may require a large number of resources from many different autonomous agencies and jurisdictions. An important consideration is how these resources are organized and managed so that all agencies and personnel involved in emergency response and recovery efforts can work together effectively. The Terminal Learning Objectives for this topic include the following: TLO #1 - Integrate the roles of primary departments and/or agencies for federal response. TLO #2 - Apply the DOD Total Force emergency response statutes, policies, plans, authorities, & organizations responsible for responding to disasters/emergencies. Consider the following crisis that unfolds one afternoon in the fictional jurisdiction of San Luis Rey. Note: Low bandwidth users can select the link below to view the transcript of the newscast. Transcript of News Report. Once you have viewed this video, consider the appropriate responses to the questions on the next page.

Appropriate Response Questions So, what is the appropriate response to this chemical incident? Responding to such a crisis requires close coordination between numerous agencies at all levels of government. Several issues must be taken into consideration: What is the appropriate level of response (local, state, regional, federal, etc) to the chemical incident? What structures are in place to coordinate the efforts of emergency activities at all levels? What are the agencies that are responsible for the appropriate response and recovery actions? What are the protocols and plans in place to respond to such an incident? Who is in charge of communicating with the public and media? What are their goals and constraints? What steps need to be taken to control the impact of the incident? To answer these questions, familiarity with the National Incident Management System (NIMS) and the National Response Framework (NRF) is essential. The National Incident Management System (NIMS) This topic covers the National Incident Management System (NIMS), which is one of the key determinants of how the nation will respond to disasters. At the end of this topic, the following objectives will be attained: Identify key components of NIMS Understand roles and responsibilities in applying NIMS Describe the general purposes of NIMS At the beginning of support of defense support of civil authorities mission and/or other incident management responsibilities, the National System for Incident Management, or NIMS, must be thoroughly understood. NIMS guides the nation's preparation for incidents at all levels. NIMS also indicates the types of systems that must be in place or established when an incident occurs.

One of the challenges of dealing with natural or manmade disasters is to recognize and appropriately access the systems that are available to support the response. NIMS establishes an incident management system applicable across all levels of government for all types of incidents. This allows responders to more quickly recognize and coordinate the systems and resources that are available for the response. In short, if an incident happened today, being familiar with NIMS will help prepare for inevitable interaction with the people, systems, and resources encountered as part of the response to the incident. NIMS was mandated by Management of Domestic Incidents, Homeland Security Presidential Directive-5 (HSPD-5), issued by President Bush on February 28, 2003. This directive required the Secretary of the Department of Homeland Security (DHS) to develop a comprehensive nationwide template for incident management. NIMS is meant to enable responders at all levels i.e., federal, state, tribal, and local, civilian and military and public and private to work together more effectively to manage emergencies regardless of the cause, size, or complexity. NIMS incorporates the best practices in use by incident managers at all levels. DoD policy requires DSCA systems and procedures to be consistent with NIMS (including the Incident Command System (ICS)) and the National Response Framework. DoD has also mandated NIMS and NRF training for potential DSCA participants. The Incident Command System (ICS) The Incident Command System (ICS) is a standard, on-scene, all-hazard incident management system and concept. ICS allows users to adopt an integrated organizational structure to match the needs of a single or multiple incidents. ICS represents organizational "best practices" and is the standard for incident response across the country. ICS will meet the needs of any kind, size, or level of incident complexity. NIMS is a comprehensive, national approach to incident management that is applicable to all jurisdictional levels and across functional disciplines.

The intent of NIMS is to: 1. Improve coordination and cooperation between all levels of government, as well as private entities, in a variety of domestic incident management activities. 2. Be applicable across a full spectrum of potential incidents and hazard scenarios, including terrorism, fires, floods, earthquakes, tornadoes, tsunamis, riots, hazmat spills, and other natural or manmade incidents, regardless of size or complexity. Past emergencies have revealed the need for a coordinated response, particularly in procedure standardization and responder interoperability. NIMS provides a core set of concepts, principles, procedures, organizational processes, terminology, and standard requirements applicable to a broad community of NIMS users, to enable effective, efficient, and collaborative incident management applicable to all jurisdictions and across all functional disciplines. NIMS is designed to allow responders at all levels to use a common language and common set of procedures. NIMS is a companion initiative to two related homeland security programs: the National Response Framework (NRF) and the National Preparedness Guidelines. NIMS provides the template for the management of incidents, while the NRF provides the structure and mechanisms for national-level policy for incident management. NIMS is meant to guide the development of incident management systems for governments at all levels of government. NIMS is based on the premise that utilization of a common incident management framework will give emergency management/response personnel a flexible but standardized system for emergency management and incident response activities. NIMS is flexible because the system components can be utilized to develop plans, processes, procedures, agreements, and roles for all types of incidents; it is applicable to any incident regardless of cause, size, location, or complexity. Additionally, NIMS provides an organized set of standardized operational structures, which is critical in allowing disparate organizations and agencies to work together in a predictable, coordinated manner. NIMS strengthens the country's response capabilities by identifying and integrating core elements and best practices for all responders and incident managers. To implement a framework for interoperability and compatibility, NIMS seeks to balance flexibility and standardization.

Flexibility NIMS provides a consistent, flexible and adjustable national framework to allow for a unified response at all levels. The framework is suitable for all levels of government and all sizes of incidents. Standardization NIMS provides a standardization protocol to improve interoperability across jurisdictions and disciplines. The basic structures of NIMS are applicable at all levels of jurisdictions. For example, the incident command system can apply at the local level for a small incident as well as at a federal level for a very large incident. The components of NIMS are adaptable to any situation, from routine, local incidents to incidents requiring the activation of interstate mutual aid to those requiring a coordinated Federal response, whether planned (e.g., major sporting or community events), notice (e.g., hurricane) or no-notice (e.g., earthquake). This flexibility is essential for NIMS to be applicable across the full spectrum of potential incidents, including those that require multiagency, multijurisdictional (such as incidents that occur along international borders), and/or multidisciplinary coordination. NIMS also provides the flexibility for unique implementation in specified areas around the Nation. The National Integration Center (NIC), as appropriate, will review and support implementation plans, which reflect these individual requirements and organizational structures, for consistency with NIMS concepts and principles. The National Integration Center (NIC) assesses proposed changes to NIMS, captures and evaluates lessons learned, and employs best practices. The NIC provides strategic direction and oversight of NIMS on both a shortand long-term basis. Flexibility to manage incidents of any size requires coordination and standardization among emergency management/response personnel and their affiliated organizations. NIMS provides a set of standardized organizational structures that improve integration and connectivity among jurisdictions and disciplines, starting with a common foundation of preparedness and planning. Personnel and organizations that have adopted the common NIMS framework are able

to work together, thereby fostering cohesion among the various organizations involved in all aspects of an incident. NIMS also provides and promotes common terminology, which fosters more effective communication among agencies and organizations responding together to an incident. NIMS is designed to integrate existing best practices into a consistent, cross-jurisdiction, cross-discipline, all-hazards approach. This approach incorporates five major components that should work together to prepare for, prevent, respond, and recover from domestic emergencies. The components are: Preparedness Communications and Information Management Resource Management Command and Management Ongoing Management and Maintenance The preparedness component describes specific measures and capabilities that emergency management/response personnel and their affiliated organizations should develop and incorporate into their overall preparedness programs to enhance the operational preparedness necessary for all-hazards emergency management and incident response activities. Effective incident management is predicated on a robust array of preparedness activities before any potential incident. Within NIMS, preparedness focuses on: Procedures and protocols. Procedures and protocols should detail the specific actions to implement a plan or system. All emergency management/response personnel and their affiliated organizations should develop procedures and protocols that translate into specific, action-oriented checklists for use during incident response operations. Training and exercises. Training and exercises should be specifically tailored to the responsibilities of the personnel involved in incident management. Personnel qualifications, licensure, and certification. A critical element of NIMS preparedness is the use of national standards that allow for common or compatible structures for the qualification, licensure, and certification of emergency management/response personnel. Equipment certification. A critical component of preparedness is the acquisition of equipment that will perform to certain standards,

including the capability to be interoperable with equipment used by other jurisdictions or participating organizations Planning. Plans should be realistic, scalable, and applicable to all types of incidents. Plans should form the basis of training and be exercised periodically. Plans should describe how personnel, equipment, and other governmental and nongovernmental resources will be used to support emergency management and incident response requirements. NIMS standards for communications, information technology, and supporting technology are premised on the critical need for sharing information at all levels of incident management. Effective communications and information management improve management and response and make for better informed decision-making in a crisis. Incident communications are facilitated through the development and use of common communications plans and interoperable communications equipment, processes, standards, and architectures. Key elements include: Information management to help ensure that communications and data flow efficiently through a commonly accepted architecture. Incident management communications to ensure effective interoperable communications for supporting a wide variety of incident management activities across agencies and jurisdictions. This component involves coordinating and overseeing the application of tools, processes, and systems that provide incident managers with timely and appropriate resources during an emergency. Resources include personnel, teams, facilities, equipment, and/or supplies. Resource management incorporates key principles such as advance planning, use of pre-incident agreements, resource categorization, resource identification and ordering, and effective management. NIMS includes standardized procedures, methodologies, and functions in its seven-step resource management process: 1. Identify Requirements. This process involves accurately identifying what and how much is needed, where and when it is needed, and who will be receiving or using it. 2. Order and Acquire. Requests for resources that cannot be obtained locally are submitted using standardized resource-ordering procedures. These requests are generally forwarded first to an adjacent locality or substate region and then to the State. 3. Mobilize. The resource-tracking and mobilization processes are directly linked. When resources arrive on scene, they must be

formally checked in. This starts the on-scene check-in process and validates the order requirements. Notification that the resources have arrived is made through the appropriate channels. 4. Track and Report. This process provides a clear picture of where resources are located; helps staff prepare to receive resources; protects the safety and security of equipment, supplies, and personnel; and enables their coordination and movement. 5. Recover and Demobilize. Recovery involves the final disposition of all resources, including those located at the incident site and at fixed facilities. Demobilization is the orderly, safe, and efficient return of an incident resource to its original location and status. 6. Reimbursement. Some resources rendered may or may not be reimbursed, based on agreements established before the incident. 7. Inventory. Preparedness organizations should inventory and maintain current data on their available resources. The data are then made available to communications/dispatch centers and Emergency Operations Centers (EOCs) and organizations within the Multiagency Coordination System (MACS). The elements of Command and Management are the most visible aspects of incident management, typically executed with a sense of urgency. The Command and Management component describes the systems used to facilitate incident Command and Management operations. The command and management component is based on three key organizational constructs: The Incident Command System (ICS): the operating characteristics, management components and structure of incident management organizations through the lifecycle of an incident. ICS establishes six functional areas--command, operations, planning, logistics, finance/administration, and intelligence/investigations--for management of all major incidents. The Multi-agency Coordination System (MACS): the operating characteristics, management components, and organizational structure of supporting entities at the federal, regional, state, and local levels. The primary function of MACS is to coordinate activities above the field level and to prioritize the incident demands for critical or competing resources, thereby assisting the coordination of the operations in the field. The Public Information System: the processes, procedures and systems for communicating timely and accurate information to the public during emergencies. The Joint Information System provides the public with timely and accurate incident information and unified public

messages. This system employs Joint Information Centers and brings incident communicators together during an incident to develop, coordinate, and deliver a unified message to ensure that federal, state, and local levels of government are releasing the same information during an incident. HSPD-5 requires DHS to establish a mechanism for ensuring the ongoing management and maintenance of NIMS. This component of NIMS contains two subsections: the National Integration Center (NIC) and Supporting Technologies. The NIMS Integration Center (NIC) assesses proposed changes to NIMS, captures and evaluates lessons learned, and employs best practices. The NIC provides strategic direction and oversight of NIMS on both a short- and long-term basis. The NIC also develops and facilitate national standards for NIMS-related education, certification, and training. Revisions to NIMS can be proposed by any agency at any level, including the private sector. Under the Supporting Technologies subsection, the NIC works in coordination with the DHS Under Secretary for Science and Technology to assess the needs of emergency management/response personnel and their affiliated organizations. Five key principles are observed: Interoperability and Compatibility Technology Support Technology Standards Broad-based Requirements Strategic Research and Development Planning FEMA and the NIMS Integration Center have released a web-based selfassessment system that will allow state and local agencies to evaluate their preparedness and response capabilities against the NIMS requirements. Responder and emergency organizations at all jurisdictional levels and disciplines may establish an account for their organizations and receive a password that will allow them access to the NIMS Capability Assessment Support Tool (NIMSCAST). Access to this tool may be found on the FEMA website. NIMS offers the following: Use of ICS to organize and manage incidents; Response operations capable of expanding to integrate additional, outside resources;

Ability to order and track resources using common language; Staging and allocation plans for equipment, supplies, and aid; Effective communications among responders, Emergency Operation Centers (EOCs), and the public. Common incident management doctrine, practices, and principles to plan, protect, respond, and recover; HSPD-5 requires all federal department and agencies to adopt NIMS and use it in their individual domestic incident management and emergency prevention, preparedness, response, recovery, and mitigation programs and activities. As of fiscal year 2005, all state and local agencies had to comply with NIMS procedures to be eligible for federal preparedness funds. NIMS is a system for responding to a wide range of emergencies including terrorism, fires, floods, earthquakes, tornadoes, tsunamis, riots, hazmat spills, and other natural or manmade incidents. NIMS is a core set of Doctrine Concepts Principles Terminology Organizational processes that are applicable to all hazards. NIMS is not... an operational incident management plan a resource allocation plan a terrorism / WMD-specific plan designed to address international events The purpose of NIMS is to serve as a comprehensive nationwide template for incident management. NIMS is meant to enable responders at all levels-- i.e., federal, state, tribal, and local; civilian and military; public and private-- to work together more effectively to manage emergencies regardless of the cause, size, or complexity. The components of NIMS are:

Preparedness Communications and Information Management Resource Management Command and Management Ongoing Management and Maintenance For more information: The Emergency Management Institute, a component of the Department of Homeland Security and the Federal Emergency Management Agency, offers an excellent overview course called "National Incident Management System, An Introduction" (Course IS-700). The course further explains the purpose, principles, key elements, and benefits of NIMS. It also includes "planning activity" tools to help measure NIMS compliance. ICS integrates a combination of facilities, equipment, personnel, procedures and communications within a common organizational structure. This principle of unified command coordinates the efforts of multiple jurisdictions and agencies when necessary as well as providing for joint decisions on objectives, strategies, plans, priorities, and communications. A tenet of ICS is that there is only one person in charge: the Incident Commander (IC). The IC is the individual who is responsible for all incident activities, including strategies and tactics and ordering and releasing resources, particularly when an incident occurs within a single jurisdiction. Overall authority and responsibility for conducting and managing incident operations and directing on-site operations is vested in the IC. In some cases in which incident management crosses jurisdictional, functional, or agency boundaries, a single IC may be designated with overall authority by agreement of the parties for greater unity of effort and efficiency. In some larger incidents, there may be many incident commands spanning a large area, all supported by higher structure such as the FEMA regional coordination center, which in effect feeds the demands of this structure. Area commands may be established when the command and control span or the geographic area is so great, requiring a larger command structure. As noted above, a single Incident Commander normally handles the command function in an incident; but the ICS may expand into a unified command when necessary. The unified command structure brings together the incident commanders of all major organizations involved in the incident in order to coordinate an effective response while at the same time carrying out their own jurisdictional responsibilities. The unified command links the agencies responding to the incident and provides a forum for these entities

to make consensus decisions. Under the unified command, the various jurisdictions and/or agencies and non-government responders may blend together throughout the operation to create an integrated response team. ICS has become the standard for on-scene management. NIMS utilizes ICS as a standard incident management organization for managing all major incidents. The suitability of ICS for managing incidents is derived from four management characteristics: Common terminology to enable efficient, clear communications without the use of agency-specific codes or jargon, and standard titles for functions, facilities, and positions; Modular organization at the incident level, commanded by the Incident Commander, that develops in a modular fashion based on the size and complexity of the incident at the direction of the Incident Commander. As incident complexity increases, the organization expands from the top down as functional responsibilities are delegated. Management by objectives, including establishing incident objectives; developing strategies based on incident objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable tactics or tasks and directing efforts to accomplish them; and documenting results to measure performance and facilitate corrective actions. Incident action planning to capture and communicate the overall incident priorities, objectives, strategies, and tactics in the context of both operational and support activities. Manageable span of control is crucial to incident management. In ICS, the span of control of any individual with incident management supervisory responsibility should range from three to seven subordinates, with five being optimal. During a large-scale law enforcement operation, eight to ten subordinates may be optimal. Incident facilities and locations, including Incident Command Posts, Bases, Camps, Staging Areas, mass casualty triage areas, point-of-distribution sites, and others as required. Comprehensive resource management means maintaining an accurate and up-to-date picture of resource utilization. Resources to be identified include personnel, teams, equipment, supplies, and

facilities. Integrated communications through the use of a common communications plan and interoperable voice and data communications. Establishment and transfer of command. The command function must be clearly established from the beginning of incident operations. When command is transferred, the process must include a briefing that captures all essential information for continuing safe and effective operations. Chain of command and unity of command. Chain of command refers to the orderly line of authority within the ranks of the incident management organization. Unity of command means that all individuals have a designated supervisor to whom they report at the scene of the incident. Unified command, which allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability. Accountability. Check-In/Check-Out, Incident Action Planning, Unity of Command, Personal Responsibility, Span of Control, and Resource Tracking are the principles of accountability. Dispatch/deployment of personnel and resources only when requested or when dispatched by an appropriate authority through established resource management systems. Information and intelligence management, to establish a process for gathering, analyzing, assessing, sharing, and managing incident-related information and intelligence. The ICS organization comprises five major functional areas: command, operations, planning, logistics, and finance and administration. Intelligence/Investigations is an optional sixth functional area that is activated on a case-by-case basis. The Command Section includes the Incident Commander and the Command Staff. The responding Incident Commander will normally appoint one or more section chiefs to manage the major ICS functions as necessary. The section chiefs can further delegate management authority for their areas as needed, including setting up branches and units for individual tasks.

The following considerations underlie the modular organizational concept: developing the form of the organization to match the function or task to be performed; staffing only the functional elements required to perform the task; observing recommended span-of-control guidelines; performing the function of any nonactivated organizational element at the next highest level; and deactivating organizational elements no longer required. The ICS Operation Section manages tactical operations at the incident site. Tactical operations can include reducing the immediate hazard, saving lives and property, establishing situation control, overseeing staging, ground, and air resources, and restoring normal conditions. Incidents can include terrorism, fires, floods, hazmat spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other incidents requiring an emergency response. Responding agencies include fire, law enforcement, public health, public works, emergency services either working together as a unit or in combinations based on what the situation demands. Private individuals or companies and non-governmental organizations may also partner in the operations section depending on the level of training and qualifications. The methods by which an incident operation is executed depend on the type of incident, agencies involved, and objectives and strategies of the effort itself. The operations section can be organized by function, by jurisdiction, or both. The ICS Planning Section collects, evaluates, and disseminates incident situation information and intelligence to the Incident Commander. The Planning Section prepares status reports, displays situation information, tracks resources assigned to the incident, and develops and documents the Incident Action Plan. The Planning Section typically consists of the Resources Unit, the Situation Unit, the Demobilization Unit, and the Documentation Unit. Technical Specialists may also assist in evaluating the situation and forecasting the need for additional personnel and equipment.

The Incident Action Plan includes the overall incident objectives and strategies established by the Incident Commander or Unified Command. In the case of UC, the Incident Action Plan must adequately address the mission and policy needs of each agency in the jurisdiction as well as the interaction between and among jurisdictions, functional agencies, and private organizations. The Incident Action Plan must also address tactical objectives and support activities required for one operational period, generally twelve to twenty-four hours. The Incident Action Plan also contains provisions for continuous incorporation of lessons learned as incident management activities progress. An Incident Action Plan is particularly useful when it involves: multiple jurisdictions; resources from multiple agencies and/or jurisdictions; an incident spanning several operational periods; changes in shifts of personnel and/or equipment; documenting actions/and/or decisions. The Logistics Section meets all support needs of the incident. This includes ordering resources from off-incident locations, providing facilities, transportation, supplies, equipment maintenance and fuel, food services, communications and information technology support, and medical services for first responders. In large incidents, the Logistics Section can be further subdivided into a Service Branch and a Support Branch. The Finance/Administration Section is established when incident management activities require on-scene or incident-specific finance and other administrative support services. In large, complex emergencies involving significant funding from multiple sources, the Finance/Administration Section is an essential part of ICS, but not all agencies will require such assistance. When necessary, this section monitors incident costs, maintains financial records, administers procurement contracts, and performs time accounting. According to Nimsonline.com, some of the more important transitional steps necessary to apply ICS in a field incident environment include: recognizing and anticipating the requirement that organizational elements will be activated and taking the necessary steps to delegate authority as appropriate; establishing incident facilities as needed, strategically located, to support field operations;

establishing the use of common terminology for organizational functional elements, position titles, facilities, and resources; and rapidly evolving from providing oral direction to the development of a written Incident Action Plan. NRF: Background Following the terrorist attacks of September 11, 2001, the nation had to be prepared to respond to natural disasters and man-made incidents - both accidents and terrorist attacks, including chemical, biological, radiological and nuclear attacks. The Department of Homeland Security was created in 2002 and absorbed FEMA in a massive reorganization effort. The National Response Plan (NRP) was published, as directed by Homeland Security Presidential Directive- 5. The Department of Homeland Security (DHS) released the National Response Framework (NRF), successor to the NRP, on 22 January 2008. The NRF provides a guide for responding to all hazards and all types of incidents including those in which one Federal department or agency is called on to support another Federal department or agency. The National Response Framework is an emergency response guide that details the core principles, priorities, roles and the organization structures through which this nation prepares for and responds to any type of domestic incident and conducts recovery activities, in a manner that is consistent with the National Strategy for Homeland Security. It describes how communities, States, the Federal Government, DoD, the private sector and nongovernmental partners apply these principles to achieve a coordinated, effective national response. The NRF endeavors to familiarize all response agencies and officials at all levels (federal, state and local) to their incident response roles, responsibilities and relationships so that they can effectively coordinate their activities and respond in a timely and appropriate manner to any type of incident. Key Concepts The NRF aligns key roles and responsibilities across jurisdictions The NRF links all levels of government entities, the private sector, and nongovernmental organizations in a unified approach to emergency management The NRF is always in effect and it can be partially or fully implemented The NRF coordinates Federal assistance without need for a formal trigger

The NRF builds on the National Incident Management System (NIMS) with its flexible, scalable, and adaptable coordinating structures The National Response Framework is always active and it is applicable to all disasters --from the smallest incident to the largest catastrophe. It can be adapted to meet a range of potential disasters: natural (e.g., earthquakes, floods, droughts, tornadoes, and hurricanes); accidental (e.g., the disintegration of the space shuttle Columbia over the southwestern United States); and deliberate (e.g., sabotage and terrorism). Incidents that are governed by the NRF thus include each and every small event that is routinely contained within a single community on a daily basis to others that are catastrophic in nature and require federal involvement. The Framework is written for government executives, private-sector and nongovernmental organization leaders, DoD officials who must provide DSCA support and all emergency management practitioners, working at all levels to respond and contain domestic incidents and disasters. The NRF, along with the NIMS, also provides a common set of terminologies, plans and processes to help the various agencies and entities to work and communicate with each other. The NRF is part of the larger National Strategy for Homeland Security, which outlines the following four goals, around which our homeland security efforts as a nation should focus: 1. Protect the American people and our critical infrastructure and key resources. 2. Respond to and recover from incidents that do occur. 3. Continue to strengthen the foundation to ensure our long-term success. 4. Prevent and disrupt terrorist attacks. The Core Document, which describes the doctrine that guides our national response, roles and responsibilities, response actions, response organizations, and planning requirements to achieve an effective national response to all incidents. The Emergency Support Function (ESF) Annexes, which summarize the functions of ESF coordinators and primary and support agencies. The ESF is a mechanism to group Federal resources and capabilities into functional areas that are most frequently needed in a national response. The Support Annexes, which describe the common functional processes and administrative requirements to implement the NRF incident management objectives (e.g., Financial Management, Private-Sector

Coordination). Support Annexes group the essential supporting aspects of the Federal response that are common to all incidents. Incident Annexes, which describe how to respond to seven broad incident categories (e.g., Biological, Nuclear/Radiological, Cyber, Mass Evacuation). These are the incident-specific applications of the Framework. Partner Guides, which provide ready references describing key roles and actions for local, tribal, State, Federal, and private-sector response partners. More information can be found at http://www.fema.gov/nrf In the event of a major natural disaster, catastrophe or terrorist attack, responders at all levels must be aware of their own responsibilities and the roles of other response partners to be able to coordinate efforts and effectively respond to the incident. The NRF stresses that effective response to disasters requires the coordination of response partners at all levels of government including DoD, the private sector, nongovernmental organizations and other response partners. The roles and responsibilities of key response partners described in the NRF are critical at the local, tribal, State and Federal levels. The crucial supporting role of the nongovernmental organizations, the private sector and that of citizens in managing domestic incidents, are also outlined in the NRF. The NRF states that incidents are typically managed at the lowest possible geographic, organizational, and jurisdictional level. Local jurisdictions are responsible for ensuring the public safety and welfare of their residents. Local officials including local police, fire, emergency medical services, public health and medical providers, emergency management, public works, environmental response professionals, and citizens themselves are often the first to detect a threat or hazard, and have primary responsibility for community preparedness and response The primary local officials responsible for incident management are: Elected/Appointed Officials (Mayor) Emergency Manager Public Safety Officials

The NRF emphasizes local response but stresses that State and Federal government entities must augment and provide additional support and resources as needed, as the incident rises in magnitude and stretches local capabilities. The Framework is focused on incidents of all types, including acts of terrorism, major disasters, and other emergencies. For the purpose of this course, the term incident refers to an actual or potential occurrence or event. A mayor or city or county manager, as a jurisdiction's chief executive, is responsible for the public safety and welfare of the people of that jurisdiction. While their day-to-day activities do not focus on emergency management, these officials provide strategic guidance and resources during preparedness, response, and recovery efforts. The Chief Elected or Appointed Official is responsible for: Establishing strong working relationships with local jurisdictional leaders and private-sector organizations, voluntary agencies, and community partners. Ensuring that local leaders are prepared for responding to disasters by participating in planning, training, and exercises. Supporting participation in local mitigation efforts within the jurisdiction and, as appropriate, with the private sector. Understanding and implementing laws and regulations that support emergency management and response. Ensuring that local emergency plans take into account the needs of all people and property within the jurisdiction, including people with special needs and household pets. All residents must be encouraged to participate in volunteer organizations and training courses. Elected and appointed officials will have to work closely with their Members of Congress and may often be called upon to help shape or modify laws, policies, and budgets to aid preparedness efforts and to improve emergency management and response capabilities. Members of Congress must in turn help local leaders understand the Federal resources that are available to prepare for Incidents. The local emergency manager has the day-to-day authority and responsibility for overseeing emergency management programs and activities. He or she works with the chief elected and appointed officials to ensure that there are unified objectives with regard to the jurisdiction s emergency plans and activities. Other duties of the local emergency manager might include the following:

Coordinating the planning process with other local agencies and private-sector organizations. Developing mutual aid and assistance agreements. Coordinating damage assessments during an incident. Advising and informing local officials about emergency management activities during an incident. Developing and executing public awareness and education programs. Conducting exercises to test plans and systems and obtain lessons learned. Involving the private sector and NGOs in planning, training, and exercises. Department and Agency Heads assist the local emergency manager and coordinate the efforts of employees in departments and agencies that perform emergency management functions. Department and Agency heads are responsible for: Collaborating with the emergency manager during development of local emergency plans and providing key response resources. Ensuring that specific capabilities (e.g., firefighting, law enforcement, emergency medical services, public works, environmental and natural resources agencies) are integrated into a workable plan to safeguard the community. Developing internal plans and procedures planning and training to meet response and recovery needs safely. Participating in interagency training and exercises to develop and maintain the necessary capabilities. Individuals and households also play an important role in the overall emergency management strategy. Community members can contribute by reducing hazards in and around their homes, preparing an emergency supply kit and household emergency plan, monitoring emergency communications carefully, volunteering with established organizations, and enrolling in emergency response training courses. Citizen Corps brings together local leaders from government and civic leaders from NGOs and the private sector to prepare for and respond to incidents. Private sector organizations play a key role before, during, and after an incident. Essential private-sector responsibilities include: Planning for the protection of employees, infrastructure, and facilities.

Planning for the protection of information and the continuity of business operations. Planning for responding to and recovering from incidents that impact their own infrastructure and facilities. Collaborating with emergency management personnel before an incident occurs to ascertain what assistance may be necessary and how they can help. Developing and exercising emergency plans before an incident occurs. Where appropriate, establishing mutual aid and assistance agreements to provide specific response capabilities. Providing assistance (including volunteers) to support local emergency management and public awareness during response and throughout the recovery process. The NRF outlines five distinct roles that the private sector organizations play: 1. Impacted Organization or Infrastructure: Many private-sector organizations are responsible for operating and maintaining portions of the Nation s critical infrastructure. These include privately owned critical infrastructure and key resources like transportation, telecommunications, private utilities, and financial institutions that are significant to local, regional, and national economic recovery from the incident. DHS has developed a comprehensive National Infrastructure Protection Plan (NIPP) that is synchronized with the National Response Framework to aid in this effort. 2. Regulated and/or Responsible Party Owners/operators of certain regulated facilities or hazardous operations, like nuclear power plants, may be legally responsible for preparing for and preventing incidents from occurring and responding to an incident once it occurs. 3. Response Resources: Private-sector entities provide response resources (donated or compensated) during an incident including specialized teams, essential services such as water, medical services, equipment such as communication networks, etc. 4. Partner With State/Local/Emergency Organizations: Privatesector entities may serve as partners in local and State emergency preparedness and response organizations and activities.

5. Components of the Nation s Economy: As the key element of the national economy, private-sector resilience and continuity of operations planning, as well as recovery and restoration from an actual incident, represent essential homeland security activities. Non-Governmental Organizations (NGOs ) play enormously important roles before, during, and after an incident. NGOs collaborate with responders, governments at all levels, and other agencies and organizations and provide a number of vital support services during an incident like sheltering, emergency food supplies, and counseling services, to support response and promote the recovery of disaster victims. The NRF stresses the inherent independence of the NGOS and commitment to their mission, which will drive the groups operational priorities and shape the resources they provide. Examples of NGO and voluntary organization contributions include the American Red Cross and the National Voluntary Organizations Active in Disaster (National VOAD), a forum for organizations to share knowledge and resources throughout the disaster cycle preparation, response, and recovery to help disaster survivors and their communities. Responding to incidents frequently exceeds the resources of government organizations and it is essential that governments at all levels plan ahead to effectively incorporate volunteers and donated goods into their response activities. The Volunteer and Donations Management Support Annex provides detailed guidance from a national standpoint. The State government plays a primary role in supplementing and facilitating local efforts before, during, and after incidents. States have significant resources of their own, including emergency management and homeland security agencies, State police, health agencies, transportation agencies, incident management teams, specialized teams, and the National Guard. The state must coordinate resources and capabilities throughout the State, obtain resources and capabilities from other States, and coordinate efforts with Federal officials when needed. Key roles to support response efforts at the State level include: Governor and Tribal Leader State Homeland Security Advisor Director, State Emergency Management Agency Other State Departments and Agencies