mjcyranwd6alm

Currently, the NIMS discussion of information security is limited to the need for appropriate security measures. However, the need for appropriate security measures may also restrict information that can be valuable to the public. Informing the public and additional audiences during an incident is an ongoing cycle that involves four steps: Step 1: Gather Information, Step 2: Verify Information, Step 3: Coordination of ...more »

• Mission Area: Response • Description: Ensure the capacity for timely communications in support of security, situational awareness, and operations by any and all means available, among and between affected communities in the impact area and all response forces. DISAGREEMENT TO ALIGNMENT: Communications, Private-Sector (Broadcast, CTV, Satellite, Internet Provider, etc.), Public-Private (Public Safety Radio Service ...more »

The Community Preparedness and Participation capability provides that everyone in America is fully aware, trained, and practiced on how to prevent, protect/mitigate, prepare for, and respond to all threats and hazards. There is a structure and a process for ongoing collaboration between government and nongovernmental resources at all levels; volunteers and nongovernmental resources are incorporated in plans and exercises; ...more »

.MACS consist of a combination of elements: personnel, procedures, protocols, business practices, and communications integrated into a common system. For the purpose of coordinating resources and support between multiple jurisdictions, The ‘WHOLE COMMUNITY’ (Public-Private Partnerships, NVOADs, VOADs, NGOs, CI/KR, Faith-Based, etc.) need to be integrated not only into the MAC but also as equal partners in the emergency ...more »

Consider physical, programmatic, and communication access needs of community members with disabilities when organizing community meetings. Identify barriers to participation in emergency management meetings (e.g., lack of childcare or access to transportation, and time of the meeting) and provide solutions where feasible (e.g., provide childcare, arrange for the meeting to be held in a location accessible by public transportation, ...more »

Virtual coordination into incident support, coordination, and management in support of incident operations will tend to be unreliable during floods, earthquakes, and cyber-attacks. This appears to be very risky approach during TYPE-1,2, and TYPE-3 incidents especially where a local operating telephone company central office becomes damaged or destroyed during the incident. This was evidenced during 9-11 and KATRINA-2005. ...more »

The NIMS currently identifies 16 categories as an example for national resource typing. The National Preparedness Goal identifies 31 core capabilities across 5 mission areas. Please share your thoughts on how best to align resource typing with the core capabilities for each mission area as identified in the National Preparedness Goal. The mapping was performed such that all thirty-seven target capabilities from the TCL ...more »

The success of continuity programs is dependent on the availability of robust and effective communications to provide internal and external connectivity. An organization’s ability to execute its essential business functions at its primary facility and at its alternate or other continuity facilities, as well as the ability of the organization’s senior leadership to collaborate, develop policy and recommendations, and act ...more »

NIMS represent a core set of doctrines, concepts, principles, terminology, and organizational processes that enables effective, efficient, and collaborative incident management. Capabilities are the means to accomplish a mission, function, or objective based on the performance of related tasks, under specified conditions, to target levels of performance. The most essential of these capabilities are the core capabilities ...more »

NIMS works hand in hand with the National Response Framework (NRF). NIMS provides the template for the management of incidents, while the NRF provides the structure and mechanisms for national-level policy for incident management. Since NIMS and NRF both include what is defined as ‘WHOLE COMMUNITY’ this could be mentioned within a revised NIMS but a discussion appears to be unnecessary. What could be discussed and expounded ...more »

SUGGESTION: Postal facilities within rural communities, such as Elk Falls, KS 67345, be exempted from closure or reduction of services to maintain Continuity of Government Readiness Conditions (COGCON) and Primary Mission Essential Functions (PMEFs) that must be performed to support or implement the performance of the NEFs before, during, and in the aftermath of an emergency. Raise postal commercial ‘Bulk-Rate’ postage ...more »

To measure progress toward this vision, three strategic goals were established: Goal 1—By 2010, 90 percent of all high-risk urban areas designated within the Urban Areas Security Initiative (UASI) are able to demonstrate response-level emergency communications within one hour for routine events involving multiple jurisdictions and agencies. Goal 2—By 2011, 75 percent of non-UASI jurisdictions are able to demonstrate ...more »

Recognition that government at all levels cannot manage disasters alone means that communities need the opportunity to draw on their full potential to operate effectively. Empowering local action requires allowing members of the communities to lead—not follow—in identifying priorities, organizing support, implementing programs, and evaluating outcomes. The emergency manager promotes and coordinates, but does not direct, ...more »

Potential solutions to address the challenges we face in implementing actions: Expand the use of public and private sector partnerships(P.S.R.S./M.A.R.S./R.A.C.E.S./A.R.E.S./S.A.T.E.R.N.) related to emergency communications. The private sector owns more than 85 percent of critical infrastructure, government and emergency response agencies own and operate communications systems that support their critical missions, including ...more »