FEMA's National Incident Management System (NIMS)  

by Jerry Manoukian

NIMS has become the standard of response preparedness used by FEMA. 

It is a scalable approach to incidents,  which might be local events, a rally, a rock concert, or large disasters.  In theory it could be scalable from small matters like somebody falling off a bicycle or tractor, to large-scale incidents like attacks and hurricanes.

Free online training courses are available.  I took a few after the 2016 attacks.   You can see a number of courses at www.training.FEMA.gov/nims

The courses are pretty straightforward.

We have access to expert help with this model.

The incident command system was designed by firefighters to achieve certain qualities when addressing an "incident".

• It is flexible, according to the complexity of the incident
• Stupid mistakes are avoided, through clear chain of command and checklists
• Common terminology is used among people from different groups or agencies
• Duplication of effort is avoided

The incident command system involves an incident commander, supported by a public information officer, safety officer, liaison officer.  The command center defines the incident goals and operational period Objectives.  The location of the Command Center depends on the task, but we ought to be thinking of a chain of command that keeps track of worldwide activity, minimizes duplication and waste, etc.  Perhaps Command Centers throughout the Diaspora would answer to more central agencies (see Area Command, below.

The incident command center (ICS) oversees an operation section, a planning section, a logistics section, a finance/administration section.   

The incident commander may be one person, a "Unified Command" of two or more people, or an Area Command system, which would establish incident commanders at multiple locations.  In our situation, it would likely be the third choice, an Area Command System reporting to a more centralized Command Center, possibly in LA, or in Armenia. The incident commander's first responsibility is to establish immediate priorities including safety and incident stabilization.  The incident commander. also determines objectives and strategy.  This person who is "calling the shots" is likely somebody outside of AMIC, possibly at some level of government within Armenia or NKR.  Strategies would involve medical assistance, but also other areas, including financial, military, political,

The safety officer monitors safety conditions and develops measures for ensuring safety of all assigned personnel.  (Imagine monitoring safety conditions after the twin towers attack on 9/11.)  Safety issues outside of Armenia/NKR include arson and gunshots in SF, safety issues at rallies, COVID prevention, etc.  The different Area Command Centers would address their respective safety concerns.  If I see something unsafe, I probably want to notify the safety officer.

The public information officer deals with information flow.  How is the communication flow between the stakeholders?  How are the media or other organizations being updated?  How does the command staff stay updated as to what is being said or reported?  What news is being reported through social media, Armenian news agencies, non-Armenian news agencies?  What misinformation is being spread?  If I learn an important fact or detail, the public information officer is probably somebody I should contact.

Incident command may also include an information and intelligence officer, concerned with national security, risk assessments, disease surveillance, whether information, public works, data, etc.

The operations team, establishes the strategic approaches, specific tactics and actions to accomplish the goals.   They take into account various resources, skills of individuals or teams, etc.  the operations team with include ground-based and aviation resources, staging areas, task forces, strike teams.  The operations team might be divided into geographically-based divisions, or function oriented groups.

The logistics team supports the command and operations in their use of personnel, supplies and equipment.  If I hear of someone with a truck driving to LA tonight, I might notify the logistics team in case they want to send boxes.  

The planning team coordinates support activities, contingency plans, long-range plans and demobilization plans.  They support command and operations in processing incident information.  They coordinate information activities across the response system.

The admin/finance team supports command and operations with administration issues, tracking and processing expenses, any licensure requirements, regulatory compliance, financial accounting.  These people would have to be well-versed in keeping track of donations, expenses, possibly Customs in Armenia.  They might be responsible for issuing receipts for tax purposes.

A useful detail to remember is that these chains of command would involve somewhere between 3 and 7 individuals (ideally 5) reporting to a person higher up on the chain.  If there are more than 7 individuals, then there should be sharing of their supervision.  If there are fewer than three individuals, then the supervisor could probably assume those tasks.

There is an standard terminology that is used in the incident command system.  Branch directors who report to the incident commander may have their responsibilities divided geographically (headed by a division supervisor) or according to their purpose or makeup (group supervisor).

Click here for a larger view of the organizational chart of the Incident Command System heirarchy:

https://upload.wikimedia.org/wikipedia/commons/3/3e/ICS_Structure.PNG

 Questions to ponder:

 Who is at the top?  Is it a head of state?  Who reports to the head of state?

To whom do the various medical associations report, if we do not report to the head of state?  In other words, who wants to know what  we have to offer, and who can advise us on the best use of our talents?

The chart above is one of many demonstrating incident command hierarchy.  It is a worthwhile exercise to try and fill it in.    The incident commander could be a head of state, or someone designated by him/her.  The public information officer might use Google docs or social media channels.  The safety officer might be somebody from AMIC or someone in the military.  The liaison officer might be someone in the High Commission for Diaspora Affairs who communicates with AMIC, political committees, and others.  The groups listed under the operations section might include military, medical, food and energy.  The divisions listed under the operations section might include the various Diaspora and communities, acting as their own Area command systems reporting to the central incident command post.

I invite you to print out the organizational chart  and try filling in each role or position with someone or some organization that you think would fill that role.  Imagine that you are in charge of the Operations Team.  What immediate goals are important?  What are important for later?

-=oO0Oo=-

This next part is not so glamorous.  One of our long-term goal is should address peaceful coexistence between Armenians, Azeris and whoever else may be living there.  In other words, avoidance of future wars.  They are calling us infidels and we are calling them pigs.  That will work for the short-term, to stir up excitement, but isn't so practical  for the long-term.  At least not if we want to get along.  We scream about Sumgait and Baku.  They scream about Xojali.  We scream about Stepanakert.  They scream about Ganja.  Who is right?  If we are right, then we are done thinking.  If they are right, then they are done thinking.  We have bombs.  They have bombs.  We have clock radios. ** They have clock radios.  How is that going to work for the next 30 years?

 **that's a line from Borat