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submitted through the installation EOC using standardized resource-ordering procedures. If the supporting installation EOC is unable to fill the request locally with the neighboring other Service EOCs (for example, Air Force, Navy, Marine Corps, DLA, DOD) or local EOC, the request is (a) shared with the IMCOM region or directly with the installation-owning command (if not within IMCOM) per Higher Headquarters guidance, (b) shared with the Defense Coordinating Officer (DCO) if a Presidential Disaster Declaration is in effect with a Joint Field Office (JFO) established, and (c) shared with the supported ASCC at foreign locations. Commanders shall ensure that they follow applicable supporting guidance from their installation-owning command. (6) Mobilizing resources. Resources 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. 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 response 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 pre-incident agreements. In the case of human resources, 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 incidents affect 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 non-expendable, 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 (for example, infectious 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. b. Army Financial Resource Management. The above processes do not replace or modify the existing policy and procedures regarding the Army’s processes for managing financial resources (commonly referred to as Resource Management). The intent is to provide a common process for management of personnel, team, and unit resources (for example, Ambulances, Damage Assessment Teams) utilized during an emergency. 9–4. Resource identification and resource typing a. Process. Incident management personnel use various resource inventory systems to assess the availability of assets provided by public, private, and volunteer organizations. Installation emergency managers are responsible for the consolidation of resource inventory entries and/or submissions by assigned functional areas. Functional areas on installations are responsible for entering all resources available for deployment into the resource inventory maintained at the installation. This resource data shall be made available to the supporting installation dispatch center and 56 DA PAM 525–27 20 September 2012
installation EOC. Functional areas are responsible for resource and financial management related to life cycle management of assigned resources and this responsibility shall not be transferred to EM programs without written approval from higher headquarters. Note. The Tier One and Tier Two assets discussed below are terms established by DHS and FEMA for resource typing. There is no correlation or linkage between these asset and/or resource descriptions and the installation Tier designations 2, 1, and 0 established by JPM–IPP for the purposes of equipment fielding. NIMS resources will be listed throughout this publication with spelling of Tier One and Tier Two for delineation. b. National Incident Management System Tier One assets. To allow resources to be deployed and used on a National basis, the NIC is responsible for defining National Resource Typing standards for NIMS Tier One assets (National level resources) as defined by NIMS Guide 0001 and shown in table 9–1. NIMS Tier One assets have strict requirements regarding organization, manning, training, certification, credentialing, equipment, and - most relevant to the Army EM Program - past experience with Federal and/or State disaster declarations. Past CS operations do not count for previous experience. As all Army installation capabilities are retained under DOD control and are not Nationally deployed by FEMA independent of civil support mission assignments, DAMO–ODP has determined that none of the available NIMS Tier One typed resource definitions are applicable at the time of this publication. DAMO–ODP will remain engaged in the ongoing resource typing Initiative and update this guidance, as necessary. Table 9–1 National Incident Management System Tier One Typed Resource Definitions by Guide Number Resource FEMA Guide # Resource FEMA Guide # Animal Health 508–1 Law enforcement 508–6 Incident management 508–2 Bomb squad 508–6 EMS 508–3 Special weapons and tactics teams 08–6 Fire and emergency services 508–4 Public works resources 508–7 HAZMAT response 508–4 Search and rescue (SAR) 508–8 Medical response 508–5 To be determined 508–9 Public health 508–5 - - c. State and local NIMS Tier Two Assets. As identified in NIMS Guide 0001, NIMS Tier Two assets are those resources defined and inventoried by local jurisdictions, including the Army EM Program, that are: (1) not Tier One resources, (2) are not assigned to interstate mutual aid deployment under EMAC. This definition includes all identified Army EM Program resources. NIMS Tier Two resource typing definitions are not distributed by the NIC to other users, including the Army EM Program. Therefore, the Army EM Program shall comply with NIMS requirements to develop standardized resource typing definitions for local EM programs to the extent possible. All installations shall implement a resource typing process based on the Army resource typing definitions provided in this publication. Installations shall type all resources identified within their jurisdiction or with which they have an approved support agreement or contract. Installations may develop local typing criteria for additional NIMS Tier Two assets identified in the planning process. Installations shall submit local typing criteria to DAMO–ODP via their supported installation-owning command for consolidation and inclusion in future updates to this publication. 9–5. Financial management a. Requirements. Emergency cost accounting is a key function of the installation EOC during an emergency. The installation EOC’s finance and administration section shall develop and standardize procedures to rapidly develop and manage emergency cost accounting codes to track all emergency-related expenses, including those incurred under support agreements and support contracts, per DFAS–IN 37–100. The installation EOC’s finance and administration section shall also consolidate and forward cost estimates identified during the damage assessment process to the appropriate installation-owning command (IMCOM, AMC, USARC, ARNG) and to ASCCs as directed. It is the responsibility of installation-owning commands to develop the overarching emergency funding lines necessary to consolidate multiple emergency CACs in use by multiple installations at the same time. b. Process. The installation business office and/or comptroller shall develop and approve procedures for expediting fiscal decisions during emergencies consistent with established authorization levels and fiscal policy. This framework should provide for maximum flexibility to expeditiously request, receive, manage, and apply funds in a non-emergency environment and in emergency situations to ensure the timely delivery of assistance. The administrative process shall be documented through written procedures. The program should also be capable of capturing financial data for future cost recovery, as well as identifying and accessing alternative funding sources and managing budgeted and specially appropriated funds. These financial procedures shall include the following: DA PAM 525–27 20 September 2012 57
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UNCLASSIFIED Department of the Army
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Headquarters Department of the Army
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Contents—Continued Community prep
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Contents—Continued Exercise goals
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Contents—Continued Table 13-7: In
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Chapter 1 Introduction 1-1. Purpose
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Incident Management System (NIMS) e
Page 15 and 16: jurisdictions and supporting resour
Page 17 and 18: orders, social distancing, isolatio
Page 19 and 20: Chapter 2 Concept of Employment 2-1
Page 21 and 22: Coordinate with EMWG members to ens
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
Page 35 and 36: Table 3-1 Installation emergency ma
Page 37 and 38: Table 3-1 Installation emergency ma
Page 39 and 40: concentration, special or vulnerabl
Page 41 and 42: especially when the Army installati
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Page 45 and 46: 5-3. Hazard assessment a. Requireme
Page 47 and 48: transport and disposal of hazardous
Page 49 and 50: medical services, and (6) mass care
Page 51 and 52: the interim and long-term actions t
Page 53 and 54: appropriate installation-owning com
Page 55 and 56: equirements of the installation EM
Page 57 and 58: Resource management. Command and ma
Page 59 and 60: Table 8-1 National Incident Managem
Page 65: develop tools and related standardi
Page 69 and 70: (4) Establish a COOP working group
Page 71 and 72: main break), the incident commander
Page 73 and 74: Table 11-1 Installation emergency o
Page 75 and 76: Table 11-1 Installation emergency o
Page 77 and 78: Higher headquarters serious inciden
Page 79 and 80: spatially referenced information to
Page 81 and 82: the COP system(s). Additional resou
Page 83 and 84: e. Community preparedness. Recognit
Page 85 and 86: 11-6. Emergency communications a. R
Page 87 and 88: demographics and historical data, e
Page 89 and 90: expenses (for example, per diem) un
Page 91 and 92: Activation will detail when, where,
Page 93 and 94: Table 12-1 Evacuation management te
Page 95 and 96: (5) Remote safe haven operations at
Page 97 and 98: section. The personnel accountabili
Page 99 and 100: throughout the recovery process. Ta
Page 101 and 102: Table 12-2 Family Assistance Center
Page 103 and 104: (1) Additional services for transie
Page 105 and 106: management teams. A local safe have
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Page 109 and 110: typing of power generator requireme
Page 111 and 112: pallets of 250 8 lb. bags) in addit
Page 113 and 114: Table 12-4 Bulk distribution team r
Page 115 and 116: 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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