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Emergency Management, Healthcare and Public Health »

Consolidation Of Resources

As a responder to several incidents of national significance with FEMA, USFS and DMAT (Department of Health and Human Services), one common trait I have observed is the duplication of efforts and the lack of experience for some responders (IE No task book initiation for command and general staff position for NDMS responders).


Between FEMA, USFS and NDMS, each have their own overhead teams, spend money on said teams but don't play well together and or adopt similar operating guidelines. This exacerbates the response expense, increases the delay in resource and supply ordering.


It would be beneficial if we had one set of management teams, credentialed (reduce expense and streamline response) and limit the confusion for responders by providing the position training, thereby giving experience to inexperienced responders. Follow the example of the USFS and the trainee system. Their system works... FEMA and other federal agencies should partner together instead of re-inventing the wheel.

Submitted by in May 2013

Comments (2)

  1. PREPARDNESS, QUALIFICATION, CREDENTIALING, AND CAPABILITY:The frameworks forms the basis for interoperability and compatibility that will, in turn, enable a diverse set of public and private organizations to conduct well-integrated and effective emergency management and incident response operations. The components of NIMS were not designed to stand alone, but to work together in a flexible, systematic manner to provide the national framework for incident management. The inventorying and categorizing of resources available for an incident or planned event is a critical element of preparedness, as it helps to establish and verify the level of capability needed. Additionally, the concept of identifying this level of capability is woven throughout the components of NIMS, including the credentialing system. Identifying and assessing risk through the THIRA process provides a foundation for communities to estimate the resources needed to deliver core capabilities in the face of their threats and hazards of greatest concern. A capability may be delivered with any combination of properly planned, organized, equipped, trained, and exercised personnel who achieve the intended outcome. Core Capabilities are the distinct critical elements necessary to achieve the National Preparedness Goal. A capability is provided with proper planning, organization, training, equipment, and exercises. The Capability elements define the resources needed to perform the critical tasks to the specified levels of performance. Target preparedness levels represent suggested levels of capability that may be needed to prevent, protect against, respond to, and Recover from major events that demand a multi-level, multi-jurisdictional, multi-disciplinary response. Capability Targets are the performance threshold(s) for each core capability. Preparedness organizations should be required to train, certify, exercise, qualify, and credential to ‘KIND and TYPE’ , as indicated by their THIRA, to achieve ‘Target-Capability’ as a condition of FEMA funding since this was a published NIMS objectives and implementation requirement in both 2008 and 2009. [RESOURCE MANAGEMENT: Initiate development of a State/Territory/Tribal-wide system (that incorporates local jurisdictions) to credential emergency management/response personnel to ensure proper authorization and access to an incident including those involving mutual aid agreements and/or assistance agreements. / Inventory response assets to conform to NIMS National Resource Typing Definitions, as defined by FEMA Incident Management Systems Integration Division, TRAINING: Use existing resources such as programs, personnel and training facilities to coordinate and deliver NIMS training requirements., EXERCISES: Incorporate NIMS concepts and principles into all appropriate State/Territorial/Tribal training and exercises./ Plan for and/or participate in an all-hazards exercise program [for example, Homeland Security Exercise and Evaluation Program] that involves emergency management/response personnel from multiple disciplines and/or multiple jurisdictions./ Incorporate corrective actions into preparedness and response plans and procedures.]. Organizations should consider the complexity of incidents that their jurisdictions are most likely to face and tailor the NIMS training for their personnel to meet those needs.
    in Jun 2013
  2. One physician e-mailed a group of trauma physicians in a newsgroup that the response of DMAT, NDMS, et. al., was usually counter-productive. This MD wanted evidence-based medical reports describing the usefulness of DMAT/NDMS/etc. teams as they sometimes deploy as an independent unit (like USAR) into an area of operations -- whether or not requested by an area command. To this point, the incident objectives for such medical teams would not necessarily align with the overall incident objectives. This speaks to a great use of liaison officers in a unified command staff to help others understand the utility of such teams. I don't most emergency managers understand how to effectively utilize a DMAT team as they may not have an in-depth understanding of the capabilities of such a team. Metrics for understanding could be measured in "operations per day" -- which might be two (2) surgeries a day. Or, labor and delivery of newborns, which might be ten a day, etc. Given numbers like these, DMAT/NDMS/etc. might simply augment internal medical support (non-ESF no. 8 mission). Additionally, such teams increase the requirement for security personnel as these teams do not provide force protection. Therefore, the area command has a new requirement -- force protection of the DMAT team. Just my $0.02 worth.
    in Jul 2013

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