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personnel (see chap 12)? And what does organization, manning, training, certification, credentialing, exercising, evaluating, maintaining, and sustaining of these EM capabilities really mean as part of a coordinated effort across the entire jurisdiction (see chaps 13–20)? g. Common capability sets. It is vital that installation commanders recognize that parallel development of singlehazard, single-jurisdiction plans, procedures, and capabilities cannot address the response to, let alone recovery from, multi-agency, multi-jurisdictional emergencies, such as hurricanes, terrorism, earthquakes, power outages, tornadoes, hazardous materials incidents, and related hazards as shown in appendix F. These multi-agency, multijurisdictional emergencies are the result of increased interdependence with local civil jurisdictions, population expansion into traditional hazard-prone areas, and the growing rise of dependent populations reliant on the jurisdiction’s leadership and support to effectively address their needs during an emergency. The EM program focuses on the development of six capability sets common to the response to and recovery from all emergencies, regardless of cause. These core EM capabilities, include the following: (1) C3, (2) mass warning and notification, (3) community preparedness, (4) first and emergency responders, (5) public health and medical services, and (6) mass care. h. Force integration role. As stated in chapter 1, the intent of the Army EM Program is not to subsume existing, well-functioning single-agency and/or single-hazard-set programs, plans, or capabilities, but rather to integrate and synchronize these existing capabilities while coordinating the development of capabilities required for the effective management of multi-agency and/or multijurisdictional emergencies, regardless of cause. 2–2. Implementation process a. Phased implementation. The EM implementation plan will employ a resource-balanced, phased implementation approach where higher mission-priority installations receive capabilities first with lower mission-priority installations receiving capabilities in the out years as additional resources are made available and EM expertise grows within the Army. A notional phased implementation schedule is based upon the three capability types identified below. Each installation is encouraged to develop a phased implementation schedule that meets their operational requirements and resource availability in coordination with existing implementation schedules for related programs and functional areas, such as their AT program, MTF efforts, and fielding of C3 capabilities. Note. The process of phased implementations reduces annual program startup costs by shifting specific manpower and material sustainment costs to the out years through the recognition of the time required to develop and field highly technical capabilities requiring a significant investment in time and experience as well as training, certification, exercises, and evaluation. b. Tailored implementation. Each Army installation shall tailor their implementation of the Army EM Program based upon their specific requirements, such as existing organizational structure, resource availability and priorities, composition of identified functional areas (such as, fire and emergency services), and operational requirements. The standards in this instruction are designed to serve as the foundation and architecture for an effective EM program, but cannot address every organizational alignment or the independent development of parallel capabilities by various DOD and Service efforts over the past century. Note. The development of the manpower model and manpower concept plan and the supporting doctrine, organization, training, material, leadership, personnel, and facilities (DOTMLPF) approach to program implementation will vary across the Active, Reserve, and Guard components based upon their specific requirements. c. Operational capability targets. The target for initial operational capability (IOC) is two years from initial implementation direction from DOD. The target for full operational capability (FOC) is five years from initial implementation direction from DOD. Implementation direction is supported with the release of the Army EM Program Implementation Message by DAMO–ODP (see ALARACT 218/2009) on 6 August 2009 and the release of the Army EM IOC EXORD (see HQDA execute order (EXORD) 050–11) on 16 March 2011. This implementation process builds upon Army preparations for program implementation during fiscal year (FY) 02–09 periods. (1) Initial operational capability. IOC target is 13 January 2011. IOC goals are as follows: (a) Installation-owning commands (IMCOM, AMC, USARC, ARNG): Establish a comprehensive, all-hazards EM program. Designate, train, and resource a headquarters-level EM program coordinator per chapters 3, 8, and 13. Forecast resource requirements for EM program implementation and forward requirements to DAMO–ODP. Establish and publish EM implementation guidance for major subordinate command elements. Adopt and implement NIMS per chapter 8. Complete NIMS Phase I training for personnel identified in the EM program implementation plan. Establish a senior leader orientation program per chapter 13. Develop an EM program implementation plan per chapter 2. Designate a headquarters-level medical consultant to advise on force health protection requirements as related to the EM program. Participate in the HQDA EM Steering Group (EMSG) per chapter 3. Establish a headquarters-level EMWG per chapter 3. 10 DA PAM 525–27 20 September 2012
Coordinate with EMWG members to ensure that a coordinated risk management process is conducted per chapter 5. Provide guidance to the installation commanders to ensure the development and maintenance of the EM plan per chapter 6. Adopt and implement ready Army initiative for all Category 1–5 personnel per chapter 6. (b) Noninstallation-owning commands: Establish comprehensive, all-hazards EM program. Forecast resource requirements for EM program implementation and forward requirements to DAMO–ODP. Adopt and implement NIMS per chapter 8. Develop an EM program implementation plan per chapter 2. Participate in the HQDA EMSG per chapter 3. Participate in the local installation EMWG as a tenant organization to ensure coordinated EM process as described in this publication. Ensure that subordinate commands residing as tenant organizations on DOD installations comply with and contribute to the development of EM capabilities. (c) Installations— Establish a comprehensive, all-hazards EM program. Develop an EM program implementation plan. Forecast resource requirements for EM program implementation and forward requirements to DAMO–ODP. Designate, train, and resource an installation emergency manager per chapters 3, 8, and 13. Charter an installation EMWG and meet no less than quarterly per chapter 3. Installation EMWG meets no less than semiannually at reserve and guard locations. Complete and maintain a community profile per chapter 4. Complete the risk management process per chapter 5 and conduct an annual process to maintain and update the results. Complete an installation EM plan signed by the installation commander per chapter 6 and appendix G. Establish, maintain, and exercise support agreements and support contracts per chapters 6 and 15. Adopt and implement Ready Army initiative for all Category 1–5 personnel. Adopt and implement NIMS per chapter 8. Complete NIMS Phase I training for personnel identified in the EM program implementation plan and the installation EM plan. Establish a comprehensive EM training program per chapters 8 and 13. Establish a senior leader orientation program per chapter 13. Establish a comprehensive EM exercise program per chapter 15. Coordinate EM activities with State, tribal, local, other service (DOD components and agencies), private, nongovernment organizations (NGOs), and faith-based organizations (FBOs) within their area of operations. (2) Full operational capability. FOC target is 13 January 2014. FOC goals are as follows: (a) Installation-owning commands (IMCOM, AMC, USARC, ARNG): Maintain a comprehensive, all-hazards EM program. Maintain EM implementation guidance for major subordinate command elements. Complete NIMS Phase II through NIMS Phase IV implementation per chapter 8. Maintain a senior leader orientation program per chapter 13. Maintain an EM program implementation plan per chapter 2. Participate in the HQDA EMSG per chapter 3. Maintain a headquarters-level EMWG per chapter 3. Coordinate with EMWG members to ensure that the ongoing risk management and planning process are maintained per chapters 5–6. Continue to support the Ready Army initiative for all Category 1–5 personnel. Implement the EM program assessment process per chapter 20. (b) Noninstallation-owning commands— Maintain a comprehensive, all-hazards EM program. Maintain an EM program implementation plan per chapter 2. Participate in the HQDA EMSG per chapter 3. Participate in the local installation EMWG as a tenant organization to ensure coordinated EM process as described in this publication. Ensure that subordinate commands residing as tenant organizations on DOD installations comply with and contribute to the development of EM capabilities. DA PAM 525–27 20 September 2012 11
Page 1 and 2: UNCLASSIFIED Department of the Army
Page 3 and 4: Headquarters Department of the Army
Page 5 and 6: Contents—Continued Community prep
Page 7 and 8: Contents—Continued Exercise goals
Page 9 and 10: Contents—Continued Table 13-7: In
Page 11 and 12: Chapter 1 Introduction 1-1. Purpose
Page 13 and 14: Incident Management System (NIMS) e
Page 15 and 16: jurisdictions and supporting resour
Page 17 and 18: orders, social distancing, isolatio
Page 19: Chapter 2 Concept of Employment 2-1
Page 23 and 24: catastrophic Type I Incident embodi
Page 25 and 26: c. Type II Installation (operations
Page 27 and 28: Table 2-1 Functional areas by insta
Page 29 and 30: Table 2-2 Elements of capability—
Page 31 and 32: The garrison commander commands the
Page 33 and 34: organizations or individuals in the
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Page 39 and 40: concentration, special or vulnerabl
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Page 45 and 46: 5-3. Hazard assessment a. Requireme
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Page 57 and 58: Resource management. Command and ma
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main break), the incident commander
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Table 11-1 Installation emergency o
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Table 11-1 Installation emergency o
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Higher headquarters serious inciden
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spatially referenced information to
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the COP system(s). Additional resou
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e. Community preparedness. Recognit
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11-6. Emergency communications a. R
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demographics and historical data, e
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expenses (for example, per diem) un
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Activation will detail when, where,
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Table 12-1 Evacuation management te
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(5) Remote safe haven operations at
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section. The personnel accountabili
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throughout the recovery process. Ta
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Table 12-2 Family Assistance Center
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(1) Additional services for transie
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management teams. A local safe have
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existing tornado shelters (based up
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typing of power generator requireme
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pallets of 250 8 lb. bags) in addit
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Table 12-4 Bulk distribution team r
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installations may align to local st
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owner of the mission essential func
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Table 13-1 Emergency management tra
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Table 13-1 Emergency management tra
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all assigned personnel, including f
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of year 1 Web-based training requir
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Table 13-3 Type I installation emer
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Table 13-4 Type II installation eme
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Table 13-6 Installation emergency m
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Table 13-8 Type I: installation eme
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13-11. Command workshops a. Overvie
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Table 13-13 Installation Public Hea
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13-23. Medical response a. Requirem
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. Medical treatment facility comman
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Table 13-19 Training resources—Co
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elow) aligned with the proposed org
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Tier 1 installations. The approxima
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core components under a single orga
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and AEFRP are for presumptive ident
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Figure 15-1. Exercise process 15-2.
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Family Assistance Center team. Loca
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Table 15-1 Emergency management ful
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Controllers: control exercise flow
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Table 15-2 Multiyear exercise timel
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the impact of identified hazards on
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16-4. Public works a. Requirement.
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Coordination regarding CVAMP proces
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Remote installation is a term used
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functional areas may identify neces
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enforcement and physical security,
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egarding this functional area; just
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Table 18-4 Fire engine (pumper) res
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HAZMAT response, existing capabilit
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Table 18-7 Hazardous materials reso
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Table 18-8 Hazardous materials reso
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SOPs based upon assigned functions
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NIMS implementation. Capabilities o
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Federal program administration and
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(2) Functions. Medical response is
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Table 19-1 Recovery priorities Prio
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complaints, and assist with communi
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d. Process. Damage assessment teams
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d. Process. Debris management teams
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(1) Transportation needs population
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Appendix A References Section I Req
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AR 500-5 Army Mobilization AR 525-1
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DODD 3150.5 DOD Response to Improvi
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FEMA IS-775 Emergency Operations Ce
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NFPA 471 Recommended Practice for R
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29 CFR 1910 Occupational Safety and
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33 USC 701n Flood control generally
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Table B-2 Type II Installation Capa
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Table C-1 Performance objective mat
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numbers, the subcategories identifi
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D-3. Category 3 personnel a. Catego
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personnel performing prevention, re
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(b) Administration services: Army R
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Table E-1 Core installation functio
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Table E-3 Director of Human Resourc
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Table E-5A Installation emergency m
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Table E-5C Installation Public Heal
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Table E-6A Installation law enforce
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Table E-9 Network Enterprise Center
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Table E-14 Garrison Resource Manage
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Table E-15A Medical emergency manag
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to identify the applicable resource
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Table G-1 Basic plan development—
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(2) Support agreements and support
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(7) Special event management. In su
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G-5. Functional area annexes a. Con
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Table G-13 Functional area annex de
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Table G-16 Environmental oil and ha
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security or military preparedness.
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(Insert procedures civil parties mu
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H-19. Exercise and evaluation Exerc
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Glossary Section I Abbreviations AA
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DA Department of the Army DAMO-FM H
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EMT emergency medical technician EM
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IMCOM U.S. Army Installation Manage
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OHS oil and hazardous substance OPL
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USACE U.S. Army Corps of Engineers
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methodology and terminology for exe
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Resource management A system for id
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MEVA mission essential vulnerable a
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UNCLASSIFIED PIN 103175-000
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