So you’re a manager, and someone drops the NIMS manual on your desk. After? Either way, you’ve probably asked yourself: in NIMS, when do managers actually plan and prepare? During? So is it before the incident? Or maybe you’ve been through a drill or two and realized things got messy fast. And what’s the real difference between planning and preparing anyway?
Here’s the thing — most people think of NIMS as something you only crack open when the sirens are blaring. But that’s like thinking about seatbelts only after the car is skidding. Here's the thing — in NIMS, planning and preparing aren’t one-time events tied to an active emergency. They’re continuous, cyclical, and frankly, they’re what separate chaotic reactions from managed responses Worth knowing..
Let’s break it down — no jargon, no manual-speak. Just the practical stuff you need to know.
What Is NIMS, Really?
NIMS stands for the National Incident Management System. It’s not a bureaucracy. Now, it’s a flexible, scalable framework for how to manage incidents — from a bad car accident to a hurricane to a public health crisis. It’s not a stack of forms. Think of it as the playbook that everyone on the team can read, even if they’ve never met before.
At its core, NIMS is built on a few key ideas: common terminology, modular organization, manageable spans of control, and incident action planning. But here’s what most folks miss — it’s designed to be used before you ever have an incident. The whole point is to get ready so that when something happens, you’re not figuring it out on the fly Practical, not theoretical..
The Preparedness Cycle
If there’s one concept that answers “when do managers plan and prepare,” it’s the Preparedness Cycle. This isn’t some theoretical loop — it’s the actual rhythm of NIMS work.
- Planning: This is the “what if” stage. You look at risks, resources, and likely scenarios. You write plans — emergency operations plans, continuity of operations plans, hazard-specific guides.
- Organizing & Organizing: You build your teams. You define roles. You train people. You equip them. This is the “who’s on first, what’s on second” part — making sure everyone knows their job.
- Training: You don’t just hand someone an ICS 100 certificate and call it done. You drill. You exercise. You simulate real-world stress so the muscle memory kicks in when it counts.
- Equipping: You get the right tools, vehicles, radios, supplies. And you maintain them. A plan is useless without working gear.
- Evaluating: After training or an exercise, you ask: what worked? What didn’t? This feeds back into planning — and the cycle starts again.
So, in NIMS, managers plan and prepare all the time. On the flip side, not just when the incident happens. Here's the thing — the incident is the test. The planning and preparing are the homework Not complicated — just consistent..
Why This Timing Matters
Why does it matter that NIMS managers are always in a planning or preparation mode? Because incidents don’t wait for you to get ready. And the cost of not being ready is measured in delayed responses, confused teams, wasted resources, and sometimes, lives Practical, not theoretical..
Think about it: if you only plan when the incident is already unfolding, you’re already behind. Here's the thing — you’re making decisions under extreme pressure, with incomplete information, and often with people you’ve never worked with before. That’s a recipe for miscommunication, duplicated efforts, or critical tasks falling through the cracks.
But when you’ve done the homework — when you’ve planned, trained, equipped, and evaluated — you can shift from reacting to managing. You can focus on strategy, not scrambling But it adds up..
The Incident Action Plan (IAP) — The Living Plan
Even during an incident, planning doesn’t stop. It just becomes more focused and time-bound. That’s where the Incident Action Plan (IAP) comes in. The IAP is the short-term roadmap for the current operational period — usually 12, 24, or 48 hours Surprisingly effective..
Managers don’t write the IAP in an office somewhere by themselves. They develop it with their team, based on:
- The overall incident objectives
- The current situation
- Resource availability
- Safety considerations
And here’s a key point: the IAP is not a static document. Still, it’s updated as the incident evolves. So planning during an incident is still happening — it’s just more agile, more immediate Simple as that..
How It Actually Works in Practice
Alright, let’s get into the nuts and bolts. Day to day, when do managers specifically plan and prepare? There are clear triggers and rhythms.
Before the Incident: The Big-Picture Planning
This is your multi-hazard, all-hazards planning. That said, - How will we coordinate with neighboring jurisdictions, NGOs, and the private sector? - What are our core capabilities? It’s the foundational work that answers:
- What kinds of incidents are we likely to face?
- What are our priorities for life safety, incident stabilization, and property preservation?
This planning results in documents like the Emergency Operations Plan (EOP). On the flip side, it’s not a binder that sits on a shelf. It’s a living guide that gets reviewed and updated regularly — at least annually, and after any major exercise or real incident.
This changes depending on context. Keep that in mind And that's really what it comes down to..
Before Every Incident: The Preliminary Briefing
When an incident is identified — even a small one — the manager (usually the Incident Commander or Unified Command) holds a preliminary briefing. This is where you:
- Assess the situation
- Define the incident objectives
- Determine the appropriate organizational structure
- Decide on the length of the first operational period
It's the bridge between your big-picture plans and the specific action plan for this incident.
During the Incident: The Operational Period Planning Cycle
Once the incident is ongoing, planning becomes a cycle that repeats every operational period. Here’s how it goes:
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Planning Meeting: The planning section chief and team gather input from all sections (operations, logistics, finance, etc.). They review the previous period’s accomplishments, the current situation, and resource status.
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Drafting the IAP: The planning team puts together a draft IAP, including objectives, strategies, and resource assignments for the next period.
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Reviewing the IAP: The Command and General Staff review the draft. They check for feasibility, safety, and alignment with overall objectives.
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Approval and Formal Adoption – Once the draft meets the Command’s standards, the IAP is formally approved by the Incident Commander (or Unified Command). The approved plan is then disseminated to all section chiefs, team leaders, and participating agencies. A brief “read‑back” or quick Q&A session is often held to confirm that everyone understands their roles, the timeline, and the safety protocols embedded in the plan.
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Implementation and Execution – The operations section moves into action according to the IAP. Unit leaders execute their assigned tasks, while the logistics section ensures that food, water, medical supplies, equipment, and personnel are positioned and replenished as needed. The finance/administration section tracks costs, logs time, and prepares reports for later analysis. Throughout this period, the planning section remains on standby to monitor progress, note any gaps, and support rapid adjustments.
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Mid‑Period Re‑Assessment – At the halfway point of the operational period, a rapid reassessment is conducted. The planning team gathers updated intelligence on the incident’s trajectory, resource availability, and any emerging safety concerns. If significant changes are identified, a condensed version of the planning cycle (meeting, draft, review) is run to produce an interim IAP amendment, which is then approved and integrated without delay Simple as that..
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End‑of‑Period Review and Handoff – When the operational period concludes, the IAP is reviewed against the original objectives. Accomplishments, shortfalls, and lessons learned are documented. The plan is either archived as a completed cycle or, if the incident continues, it serves as the baseline for the next planning cycle. Handoff briefings are conducted to transfer knowledge to the incoming command staff, ensuring continuity and avoiding duplication of effort Less friction, more output..
The Bigger Picture: Why Agile Planning Matters
The iterative nature of IAP development reflects the reality that incidents are dynamic, not predictable. By embedding regular planning cycles, incident management teams maintain a clear focus on mission‑critical goals while remaining flexible enough to adapt to evolving conditions. This approach enhances:
- Safety – Continuous risk assessments reduce the likelihood of accidents or exposure to hazardous conditions.
- Efficiency – Aligning resources with the most pressing needs prevents waste and accelerates incident stabilization.
- Accountability – Documented objectives, assignments, and performance metrics make it easier to track progress and report outcomes.
- Learning – Post‑incident analyses of the IAP’s effectiveness feed directly into future preparedness efforts, strengthening the overall resilience of the organization.
Conclusion
Effective incident management hinges on a disciplined yet adaptable planning process. That's why from the foundational, all‑hazard preparedness that shapes the Emergency Operations Plan, through the rapid, on‑the‑ground planning cycles that produce an actionable IAP, each step contributes to a coordinated, safe, and outcome‑driven response. By treating the IAP as a living document—one that is constantly reviewed, refined, and re‑approved—managers make sure their teams can respond decisively, allocate resources wisely, and protect lives and property throughout the entire lifespan of an incident.
