The New Zealand Co-ordinated Incident Management System (CIMS) Material was copied from this source, which is available under a Creative Commons Attribution 4.0 International License. is New Zealand's system for managing the response to an incident involving multiple responding agencies. Its developers based the system on the United States' Incident Command System (ICS) - developed in the 1970s - and on other countries' adaptations of ICS, such as Australia's Australasian Inter-Service Incident Management System (AIIMS).New Zealand Fire Service Commission, p.8, 1998.
The CIMS is intended as a generic framework, to be adapted for each situation by those involved in the response. For example, while there are four management functions, the incident itself determines the size of the incident management team. In an isolated incident, a single officer may perform all of functions; in a very complex incident each function could be sub-divided. Instead, CIMS emphasises consistent terminology, a single multi-agency Incident Control Point for each site or, where possible, wider incident, and planning tools across all agencies. For example, the term "Assembly Area" means the same thing in every incident - although there may well be several Assembly Areas in more complex incidents. Likewise, all trained responders know the roles and responsibilities of the Logistics Manager.
CIMS was initially designed in the late 1990s to be applied to all levels of emergency response management, similar to the USA National Incident Management System (NIMS) and to the UK's Gold Silver Bronze command system, however the original CIMS manual clearly articulated only the incident/site level of response co-ordination.
CIMS was fully reviewed in 2014 subsequent to the 2010-2011 Canterbury earthquakes, the 2010 Pike River Mine disaster, and the 2011 MV Rena grounding. The revised 2014 manual incorporates higher levels of incident and emergency-response co-ordination, consistent with the arrangements and responsibilities outlined in the National Civil Defence Emergency Management Plan (the National CDEM Plan). In some senses, the National CDEM Plan resembles the United States Department of Homeland Security's National Response Framework.
the revised approach to CIMS puts more emphasis on management and co-ordination processes, such as the internationally standard intelligence cycle and a more mature planning process, than it does on co-ordination structures, as such.
A distinguishing factor from other English-speaking systems is the use of the term control rather than command, as in the title "Incident Controller" for "Incident Commander". By implication, this was designed to emphasise that the incident management team is primarily a focused on co-ordinating the response by independent agencies, rather than ordering responders in a militaristic manner. This is complicated to a degree, as the person in charge of the operations function, usually an Operations Manager, does have the authority to command agencies to act.
Background concepts CIMS is based around several background concepts that provide the basis for the operational elements.
Vision and mission CIMS aims to deliver: Vision: Safer communities through integrated emergency management.
Mission: CIMS will create a legacy of safer communities through a proved, reliable, user-friendly, effective and efficient up-to-date [incident management] system. The system will be fully integrated and flexible and have the confidence of the public.
Principles of CIMS Common Structures, Roles and Responsibilities Common structures, roles, and responsibilities make it possible for agencies to work effectively alongside each other, and for personnel to interchange roles. They facilitate information flow and understanding by creating parallel structures and appointments.
Common Terminology Common terminology is essential in incident management, especially for multi-agency responses. When agencies have slightly different meanings for terms, confusion and inefficiency can result. Common terminology for functions, processes, and facilities prevents this, improves communications between organisations, and allows faster and more effective responses.
Modular and Scalable The modular and scalable CIMS structure is flexible and can be applied to all responses and to all levels within a response. Agencies may adapt their response structures prior to a response to suit their specific needs, and during a response to reflect changing circumstances. In the context of CIMS, modular organisation primarily means that the management structure can expand and contract depending on the nature of the incident or series of incidents that the agencies are responsible for. This means that at small, isolated incidents a single person may be in charge. At large, complex incidents, such as a major weather event, there will be multiple incident management teams co-ordinated by an overall emergency operations centre (EOC). Local or agency EOCs will be supported and co-ordinated by a regional-level emergency co-ordination centre (ECC) when the incident is of sufficient scale or complexity. This modular model primarily contrasts with developing pre-defined structures. The focus is on maintaining flexibility to each incident as it arises, rather than rote learning specific structures for every type of incident. Modular organisation also means that incident facilities can be established and removed as the incident develops.
Responsive to Community Needs All responses aim to mitigate and manage the consequences for the affected community. This requires response personnel to effectively communicate with communities, understand their needs, and base their response and recovery actions on these needs. Communities will actively participate in a response rather than wait passively for assistance. Community response actions need to be co-ordinated with the official response.
Integrated Response Co-ordination Integrated response co-ordination is the organisation of the responding agencies into a single, cohesive response. Consolidated action planning is a key component of integrated response co-ordination, as are resource co-ordination, and integrated information management and communications
Consolidated Incident Action Planning Action Plans describe response objectives, agency and team tasks, and the measures needed to co-ordinate the response. They are proactive, seeking to pre-empt hazards where possible, and to resolve the situation as quickly as possible. A multi-agency Action Plan must have input from all support agencies to be effective.
Integrated Information Management and Communication Integrated information management and communications enable effective information sharing, supporting more effective action planning and response co-ordination, as well as wider situational awareness. It aims to establish a common operating picture (an understanding of the situation based on the best available information, shared between all response agencies), and requires a common communications plan, standard procedures, clear text, common communication means, and common terminology.
Resource Co-ordination Resource co-ordination organises resources across all response agencies. Agencies inform each other of their available capabilities and resources so that procurement and use of resources can be managed efficiently. Lead agencies monitor resource information, and may set priorities for allocating critical resources. This consolidates control of resources, maximises resource use, provides accountability, and improves situational awareness.
Designated Response Facilities Designated response facilities with clearly defined functions assist in effective incident management.
Manageable Span of Control Span of control is the number of direct reports any one person can effectively manage, 1:5 being best practice and 1:3 being the optimum for tactical command roles.
Supporting intentions In addition to the principles there are three supporting intentions:
Common training standards and accreditation Common training standards, supported by accreditation, help to ensure that personnel in key positions have the requisite skills and experience to perform their roles, and to provide equivalence between organisations. Common training enhances personal relationships between agency personnel and may provide economies of scale.
Regular review Regular review of CIMS ensures its effectiveness and relevance. Lessons are only learned when doctrine is amended and training is updated to reflect the new information.
International compatibility Maintaining international compatibility ensures that New Zealand agencies and personnel are able to operate effectively with overseas organisations and personnel, and enables New Zealand response agencies to more easily analyse and incorporate lessons from overseas experience.
Command, control and co-ordination The terms command, control and co-ordination play a big role within CIMS. These terms help define the roles and responsibilities between incident managers that may direct responders from multiple organisations and line managers who act within a single agency. Control operates horizontally between agencies, whereas Command operates vertically within an agency. Co-ordination describes the overall cohesion of agencies working together with defined responsibilities.
Lead agencies, support agencies and unified control
Lead agency A lead agency is the agency with a mandate to manage the response to an incident through legislation, under protocols, by agreement, or because it has the expertise and experience. The lead agency establishes control to co-ordinate the response of all agencies involved.
The lead agency may change between risk reduction, readiness, response, and recovery. It may also change as the incident progresses, if the required authority or expertise changes. When the lead agency cannot be readily identified, response agencies may adopt a joint ‘Unified Control’ structure (see below).
Some general examples of lead agencies: +General Examples of Lead Agencies at Incidents Incident Type Lead Agency BasisEarthquakeNational Emergency Management AgencyCivil Defence Emergency Management Act 2002 Animal and plant pests and diseases (biosecurity) Ministry for Primary Industries Biosecurity Act 1993, Hazardous Substances and New Organisms Act 1996Infectious human disease (pandemic)Ministry of HealthEpidemic Preparedness Act 2006, Heath Act 1956 Urban fire Fire and Emergency New Zealand Fire and Emergency New Zealand Act 2017 Terrorism New Zealand Police Crimes Act 1961, International Terrorism (Emergency Powers) Act 1987, Terrorism Suppression Act 2002Marine oil spillMaritime New ZealandMaritime Transport Act 1994
Support agencies A support agency is an agency that provides support to the lead agency in a response. The lead agency tasks and co-ordinates support agencies’ resources and actions. The type of incident determines which support agencies are involved, and these agencies may change as the response progresses. While an agency may have the lead for a particular response, support agencies often have statutory responsibilities and specific objectives of their own, which the lead agency needs to accommodate. The lead agency is responsible for ensuring arrangements and plans are in place prior to incidents where they will have the lead. Support agencies are responsible for assisting in the development of these. Integration of support agencies into the response is a fundamental responsibility of lead agencies.
Unified control Unified Control is when the control of an incident is shared between two or more agencies by agreement through a combined decision-making body. The command appointments for each agency establish an agreed concept of operations and a single Action Plan. Unified Control is usually applied when: