U. S. DEPARTMENT

OF

HOMELAND SECURITY

FEMA

Federal Emergency Management Agency

Incident Management 

Handbook

FEMA B-761 / Interim

Expires: 01 January 2010
MANAGEMENT CHARACTERISTICS

ICS is based on 14 proven management 

characteristics, each of which contributes to the 

strength and efficiency of the system that FEMA 

will utilize in field operations. 

1. Common Terminology 

2. Modular Organization 

3. Management by Objectives 

4. Incident Action Planning 

5. Manageable Span of Control 

6. Incident Facilities and Locations 

7. Comprehensive Resource Management 

8. Integrated Communications 

9. Establishment and Transfer of Command 

10. Chain of Command and Unity of Command 

11. Unified Command 

12. Accountability 

13. Dispatch and Deployment 

14. Information and Intelligence Management 

U.S. Department of Homeland Security

500 C Street, SW

Washington, DC 20472

Subject: FEMA INCIDENT MANAGEMENT HANDBOOK

Ref: (a) Homeland Security Presidential Directive Five (HSPD-5)

 (b) National Incident Management System, December 2008

 (c) National Response Framework (NRF), January 2008

 (d) Robert T. Stafford Relief and Emergency Assistance Act (42

U.S.C. 5121, et seq.)

 (e) Post Katrina Emergency Management Reform Act 2006

(S.3721—109th Congress)

I. PURPOSE: This Incident Management Handbook (IMH) is

designed to assist emergency management personnel in the use of

the National Incident Management System’s (NIMS) Incident

Command System (ICS) for use during all hazards response

operations and planned events. The document clarifies the Federal

Emergency Management Agency’s (FEMA) field operating structure

and how it utilizes the characteristics of the ICS to interact with

states, territories, tribal jurisdictions, and National Response

Framework (NRF) agencies and partners under disasters and

emergencies.

The IMH is not a program reference; nor does it substitute for ICSbased field qualifications or certifications.

2. ACTION: This IMH will be disseminated as widely as possible to

all offices and personnel in FEMA involved in response and recovery

operations.

3. BACKGROUND: The Federal Government responds to

emergencies and disasters in support of state, territory, and tribal

governments in accordance with the NRF and HSPD-5. Numerous

federal departments and agencies have responsibilities under the

NRF. FEMA is responsible for coordinating the delivery of federal

disaster relief to state and local governments under Presidential

declarations of disasters and emergencies. Such coordination

generally involves multiple departments and agencies employing a

broad range of assets and resources. HSPD-5 mandates the Federal

Government’s use of the NIMS, which has among its core
components the ICS. This IMH is designed to assist FEMA 

personnel with the use of ICS to manage disaster field operations. 

The FEMA IMH includes information related to References (a) 

through (e) above. The IMH is organized so that common 

responsibilities for field personnel are described in Chapter 2. 

Command and General staff duties and responsibilities are 

addressed in Chapter 3 through Chapter 8. Chapter 9 describes the 

incident action planning processes and principles. The remainder of 

the IMH includes informational chapters and appendices on other 

incident-related activities, such as transfer of command, Incident 

Management Assistance Teams, and area command operations. 

4. POSITION TASK BOOK and ICS FORMS AVAILABILITY: 

FEMA Position Task Books and FEMA ICS forms noted in this IMH 

can be found in the FEMA Incident Command System Forms 

Manual. 

5. USAGE: This version of the IMH is intended for immediate use as 

interim guidance until superseded. It will provide a basis for 

additional procedures and training for field operations. Use it and 

provide recommended changes to: 

FEMA Disaster Operations Directorate 

500 C Street, SW, Room 238 

Washington, DC 20472 

Thank you for your continued support with NIMS implementation 

within the Agency. 

Nancy Ward 

Acting FEMA Administrator
March 2009

Record of Changes 

The most current copy of this document, including any 

changed pages, is available through the Operations 

Management Division, Disaster Operations Directorate, 

FEMA Headquarters, Federal Emergency Management 

Agency, 500 C Street SW, Washington, DC 20472. Please 

address a request for copies or report of changes ATTN: 

Operational Integration Branch Chief. 

Change No. Copy No. Date Entered Posted by 

 
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March 2009

 TABLE OF CONTENTS 

Table of Contents 

Chapter 1 Introduction 

Chapter 2 Common Responsibilities 

Chapter 3 Unified Coordination 

Chapter 4 Command and Command Staff 

Chapter 5 Operations Section 

Chapter 6 Planning Section 

Chapter 7 Logistics Section 

Chapter 8 Finance Section 

Chapter 9 Incident Action Planning Process 

Chapter 10 Transfer of Command 

Chapter 11 Incident Management AssistanceTeams 

Chapter 12 Unified Area Command 

Chapter 13 FEMA Coordination Centers 

Chapter 14 Mission Assignments Process 

Appendix A Mobile Emergency Response System 

Appendix B Emergency Support Functions 

Appendix C Incident Levels 

Appendix D Emergency Teams 

Appendix E Common Disaster Response 

Appendix F Initial Response Resources 

Appendix G Multi-Agency Coordination Group 

Appendix H Incident Command System Forms 

Appendix I Position Mnemonics 

Appendix J Glossary
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March 2009

INTRODUCTION 1-1 INTRODUCTION 

CHAPTER 1 

Introduction

The Federal Government responds to emergencies and 

disasters in support of state and tribal governments in 

accordance with the National Incident Management System 

(NIMS) and National Response Framework (NRF) as 

prescribed in Homeland Security Presidential Directive 5 

(HSPD-5). Numerous federal departments and agencies 

have specific responsibilities under the NRF. The Federal 

Emergency Management Agency (FEMA) is responsible for 

coordinating the delivery of federal disaster relief to state and 

local governments under presidentially declared disasters 

and emergencies. Such coordination generally involves 

multiple departments and agencies employing a broad range 

of assets and resources. 

HSPD-5 mandates the Federal Government’s use of the 

NIMS, which has four core components: (1) Preparedness, 

(2) Communications and Information Management, (3) 

Resource Management, and (4) Command and 

Management. The NIMS Command and Management 

component specifies an incident management system that is 

based on the following key principles: 

x Common terminology 

x Modular organization 

x Management by objective

x Reliance on an Incident Action Plan (IAP)

x Chain of command and unity of command 

x Manageable span of control. 

This Incident Management Handbook (IMH) is designed to 

assist FEMA personnel with the use of the NIMS Command 

and Management component to manage disaster field 

operations. For FEMA to meet its Stafford Act program 

requirements, it must use a management system that allows 
March 2009

INTRODUCTION 1-2 INTRODUCTION 

for the rapid, effective expansion of its organization on the 

basis of the size and complexity of field operations. This 

document clarifies FEMA’s field operating structure and how 

it utilizes the NIMS Command and Management component 

to interact with states, territories, tribal jurisdictions, and NRF 

agencies and partners under disasters and emergencies. 

It is important to recognize that FEMA does not assume 

responsibility for local incident command activities but 

instead provides a structure for the command, control, and 

coordination of federal resources not yet delivered to states, 

local incident commands, and/or other end users. 

FEMA’s operations are normally carried out in a Joint Field 

Office (JFO), which is defined in the NRF as the Federal 

Government’s primary incident management field structure. 

The JFO structure does not manage on-scene operations. All 

FEMA incidents will be managed by Incident Management 

Assistance Teams. 

The IMH is not intended to provide direction for FEMA 

programs nor serve as a program reference guide. As such, 

program definitions are introduced as appropriate and not 

necessarily sequentially as anticipated in program guidance. 

The IMH does not replace NIMS qualifications, NIMS position 

training, or program training. Personnel must be able to 

effectively operate within the NIMS organization at their 

assigned positions and properly use and understand the 

IMH.
March 2009

COMMON 2-1 RESPONSIBILITIES 

CHAPTER 2 

COMMON RESPONSIBILITIES 

Contents 2-1 

Introduction 2-2 

Initial Deployment to a Federal Disaster 2-2 

Mobilization 2-3 

Personal Equipment Checklist (Recommended) 2-3 

Check-in Procedures at the Incident 2-5 

Obtain Briefing and Brief Subordinates 2-6 

Property Management 2-7 

Communications Discipline 2-7 

Forms and Record Keeping 2-7 

Supervisory Position Responsibilities 2-8 

Demobilization Activities 2-8 

Inappropriate Behavior 2-9 

Drugs and Alcohol 2-10 

Media Interviews 2-10 
March 2009

COMMON 2-2 RESPONSIBILITIES 

Introduction

The purpose of this chapter is to describe the common 

responsibilities of federal disaster response personnel when 

deployed in response to a federal disaster or emergency. 

Initial Deployment to a Federal Disaster 

Federal disaster response personnel will be notified of a 

deployment assignment by their respective agency. More 

specifically: 

x Emergency Support Function (ESF) personnel will 

be notified by their agency according to their 

protocols.

x All FEMA personnel will be notified via telephone by 

the FEMA Automated Deployment Database (ADD). 

Minimum information to be obtained before departing is the 

following: 

1. FEMA Disaster Number (DR Number) 

2. Travel Authorization Number (TA Number) 

3. Job assignment 

4. Specific location of the disaster 

5. Name of supervisor, if available, with contact 

number

6. Reporting location and contact number 

7. Reporting time 

8. Travel instructions, including whether a rental car is 

authorized 

9. Special instructions (i.e., hardship duty, passport 

requirements, special clothing, etc.) 

10. Special training requirements 

11. Required personal protective equipment (PPE) 
March 2009

COMMON 2-3 RESPONSIBILITIES 

Mobilization

1. Disaster response personnel should plan on a 

minimum of 30 days deployment unless otherwise 

directed by a deployment office. 

2. Personnel should make travel arrangements per 

specific agency procedures and policies. 

3. FEMA will reimburse each individual for any and all 

personal baggage up to $125.00 per each one-way, 

authorized destination when traveling by air. Any 

baggage fees assessed on baggage solely 

containing FEMA equipment and/or materials will be 

fully reimbursed. 

4. Disaster response personnel are required to be 

aware of and comply with all Transportation Security 

Administration requirements and airport security 

policies. 

Personal Equipment Checklist (Recommended)

Personal Items

1. Immunization Record (Yellow Book) 

2. Official Personal Identification Badge 

3. Personal health items (see below) 

4. Adequate amount of U.S. currency (ATM machines 

may be inoperable for several days because 

incident impacts) to procure meals for 7 days 

5. Seven changes of clothing appropriate for the 

location, elevation, time of year, and kind of 

assignment

6. Toilet articles 

7. Flashlight with spare batteries 

8. National Oceanic and Atmospheric Administration 

(NOAA) weather radio 

9. Alarm clock 

10. Pocket knife (Important: keep in checked luggage 

while traveling) 

11. Earplugs 
March 2009

COMMON 2-4 RESPONSIBILITIES 

12. Small back pack, if you will be working in the field 

13. Safety shoes or boots with steel toes if you are 

working in warehousing and/or materials handling 

positions

14. Watch 

15. Rain gear 

16. Reading and sunglasses 

17. Hat for sun and rain 

18. Current passport if deployment is outside of the 

continental United States (OCONUS), i.e., Pacific or 

Caribbean Islands. However, it is recommended 

that individuals travel with U.S. passports at all 

times, as reassignment to areas that may require 

passports is not an unusual occurrence. 

Personal Health Items 

1. Prescription medicine for expected length of stay 

2. Medication for colds, allergies, diarrhea, athletes’ 

foot, menstrual cramps, hemorrhoids, constipation, 

and headaches 

3. Medic Alert bracelets 

4. Sunscreen (SPF-15 or higher) 

5. Insect repellent 

6. Antiseptic ointment 

7. Lip salve 

8. Vitamins 

9. Small scissors 

10. Tweezers 

11. Water-purification tablets or system 

12. Flip-flops 

13. Extra pair of reading glasses, particularly if 

prescription glasses. Contact wearers should be 

aware of possible dusty conditions at incident sites. 

14. Your blood type written down in your Yellow Book 

(immunization record) 

Note: Within the continental United States 

(CONUS) a number of the above listed items may 
March 2009

COMMON 2-5 RESPONSIBILITIES 

be easily purchased; however, in the early stages of 

a disaster or if deployment is OCONUS, i.e., Pacific 

or Caribbean Islands, they may not be that readily 

available. 

Agency-Provided Items

1. Position Go-Kit if provided 

2. FEMA Incident Management Handbook

3. Any agency-issued safety equipment needed for the 

assignment

Check-In Procedures at the Incident

Check-in officially logs individuals in at the incident. 

1. Disaster response personnel only check in once. 

2. There may be several identified check-in locations 

at various incident facilities such as following: 

x Joint Field Office (JFO) 

x Incident Support Base 

x Staging Area 

x Camp 

x FEMA Helibase 

Note: If instructed to report directly to a field 

assignment, individuals should check in with the 

FEMA Division/Group Supervisor or other field 

supervisor. The Division/Group Supervisor or 

field supervisor will then be responsible to check 

supervisees in to the incident. 

3. Each individual should provide all information 

needed to complete the Check-in List (ICS Form 

211).

4. Individuals check in with their agency’s deployment 

center at 888-853-9648 and provide contact 

information, such as lodging location and phone 

number, and emergency contact name and number. 
March 2009

COMMON 2-6 RESPONSIBILITIES 

Obtain Briefing and Brief Subordinates 

After check-in, locate incident supervisor and obtain an 

initial briefing. Supervisors should provide items received in 

any briefings to subordinates in their briefing. The items 

include the following: 

1. Identification of job responsibilities and performance 

requirements

2. Identification of co-workers within the specific job 

function

3. Location of work area 

4. Identification of eating and lodging options 

5. Instructions for obtaining additional supplies, 

services, and personnel

6. Identification of operational period and work shifts 

7. Clarification of any important points pertaining to 

assignments that are not clearly understood 

8. Provisions for specific debriefing at the end of an 

operational period 

9. A copy of the current Incident Action Plan 

10. Review of the Job Hazard Analysis for the task with 

the employee to ensure they understand the 

hazards associated with their task 

11. Instructions on the proper use of required PPE for 

the tasks to be performed 

12. Review with employees of incident reporting 

requirements

13. Review with employees of safety training 

requirements of their jobs 

14. Advisement to employees of their rights and 

responsibilities for worker safety and health. 

Briefings are very important, and it is imperative that 

individuals ask questions to ensure complete understanding. 

All questions and concerns are welcomed and will be 

addressed. 

Use available waiting time to test equipment and review 
March 2009

COMMON 2-7 RESPONSIBILITIES 

documents, such as the IMH, FOGs, Position Task Books, 

and job aids. 

Property Management

Each employee is responsible for properly using and 

safeguarding the government property entrusted to his or her 

care. If property is lost, stolen, or damaged, contact the 

Accountable Property Officer (APO).

Communications Discipline 

Clear text should be used in all communications. Minimize 

use of acronyms and do not use radio codes. It is extremely 

important that all incident personnel observe and follow 

procedures, discipline, and security requirements in the use 

of all communication equipment, such as telephones, 

computers, and radios.

Forms and Record Keeping 

Most disasters managed under ICS rely heavily on the use of 

ICS forms to manage information and resources. A detailed 

listing of ICS forms commonly used by FEMA can be found in 

Appendix H. Some general instructions on the initiation and 

completion of forms are as follows: 

1. It is important to have legible forms. Print or type all 

entries on the form.

2. When entering dates, use a month/day/year format, 

such as March 17, 2009 or 3/15/09. 

3. Use military 24-hour clock time for the time zone of 

the incident when entering times. 

4. Enter date and time on all forms and notes. 

5. All Occupational Safety and Health incidents must 

be reported to the Safety Officer. All incident 

investigation forms should be submitted to the 

Safety Officer to ensure record keeping 

requirements are met. 

6. If providing information through a general message 
March 2009

COMMON 2-8 RESPONSIBILITIES 

to all disaster response personnel, individuals may 

use an ICS Form 213. 

Supervisory Position Responsibilities

Individuals in supervisory positions—including all Command 

Staff, Section Chiefs, Branch Directors, Division/Group 

Supervisors, Unit Leaders, and Strike Team/Task Force 

Leaders—have additional responsibilities to perform certain 

tasks related to the supervision of subordinates. These 

responsibilities include the following: 

1. Ensure the safety of all reporting personnel, which 

may include the provision of safety or PPE as 

appropriate. 

2. Ensure access to necessary training to all reporting 

personnel as appropriate. 

3. Review guidance documentation pertinent to job 

functions and operational areas, including Position 

Task Books, job guides, and field operation guides. 

4. Undertake Contract Officer Technical 

Representative (COTR) training, especially for 

Logistics Unit Leaders and Operations Branch 

Directors, Supervisors, and Group Supervisors for 

guidance on working with contract support. 

5. Document in writing daily all significant decisions 

and facts relative to related activities on the incident 

and maintain this documentation in a notebook and 

retained it as a permanent record. ICS Form 214a 

may be used for this purpose. 

6. Maintain records for responsible functions and 

ensure transition to the appropriate FEMA Region 

as required.

Demobilization Activities

Preparation for demobilization begins with mobilization. 

Each individual or Chief of Party mobilized to an incident 

has responsibilities in the demobilization process. The 

following checklist identifies key responsibilities: 
March 2009

COMMON 2-9 RESPONSIBILITIES 

1. Verify demobilization schedule with supervisor. 

2. Evaluate performance of subordinates. 

3. Ensure that base, camp, and work space and 

sleeping area is clean.

4. Clean and ready gear for another assignment and 

travel.

5. Follow approved check-out procedures. 

6. FEMA employees complete the FEMA Check-Out 

Form and obtain required signatures and/or initials 

from the following: 

x Work supervisor. Release authorization, 

signed time sheet, signed travel voucher, and 

performance appraisal 

x Accountable Property Officer. Return of all 

accountable property 

x Travel Manager. Complete travel voucher for 

supervisor’s signature 

x Time Unit. Turn in of completed time sheet 

signed by Supervisor 

x Supply Unit. Return of incident issued 

equipment and unused supplies. 

x FEMA ADD. Check-out with ADD upon release. 

7. Report to departure points ahead of schedule.

8. Stay with the assigned group until arrival at the final 

destination.

Inappropriate Behavior 

It is extremely important that inappropriate behavior be 

recognized and dealt with promptly. Inappropriate behavior— 

including all forms of discrimination, sexual harassment, and 

other equal rights violations—will not be tolerated. When 

individuals observe or hear others engaging in inappropriate 

behavior they should do the following: 

1. Inform and educate subordinates of their rights and 

responsibilities. 

2. Provide support to the victim. 
March 2009

COMMON 2-10 RESPONSIBILITIES 

3. Develop appropriate corrective measures. 

4. Report the incident to a supervisor or other 

appropriate authority. 

Individuals need to also respect all private and governmentowned property. 

Drugs and Alcohol 

Possession and/or use of nonprescription, unlawful drugs 

and alcohol during duty hours, on or in incident facilities and 

government or rental vehicles, is prohibited. Violations may 

result in disciplinary action. 

While deployed, disaster response individuals are 

representatives of the Federal Government at all times and 

should act accordingly. 

Report any observed drug or alcohol abuse to your 

supervisor. 

Media Interviews 

External Affairs will normally provide incident-specific 

guidance for media inquiries. Absent such guidance, 

personnel should refer media inquiries to External Affairs. 

If confronted by the media, do not be evasive but limit your 

response to your area of responsibility and the specific job at 

hand. 
March 2009

UNIFIED 3-1 COORDINATION 

CHAPTER 3 

UNIFIED COORDINATION 

Contents 3-1 

Unified Command 

Unified Coordination Group 

3-2

3-2

Initial Unified Command Group Meeting 

Checklist

3-5
March 2009

UNIFIED 3-2 COORDINATION 

Unified Command

Most, if not all, federally declared disasters involve multiple 

agencies with different geographical or functional jurisdictions 

or different levels of government. It is imperative that all 

emergency management agencies regardless of these 

differences be able to meet their responsibilities and 

participate effectively. Experience has shown that in such 

situations it is much more efficient and effective to integrate 

the management of resources into a single operational 

organization that is managed by a single command structure.

Unified Command is a structure that brings together the 

designated officials of the principle jurisdictions involved in 

the incident to coordinate an effective response while at the 

same time carrying out their own jurisdictional 

responsibilities. As a team effort, Unified Command reduces 

inefficiency and duplication of effort that can occur when 

agencies from different jurisdictions or agencies at different 

levels of government operate without a common system or 

organizational framework. 

Unified Coordination Group (UCG)

FEMA uses the term Unified Coordination Group (UCG) as 

shown in the National Response Framework, January 2008. 

On most FEMA incidents the UCG will function like a Unified 

Command as shown in this section. 

The UCG is comprised of senior leaders representing State 

and Federal interests and in certain circumstances tribal 

governments, local jurisdictions, or the private sector. The 

UCG on a FEMA Stafford Act incident typically consists of 

the Federal Coordinating Officer (FCO) and the State 

Coordinating Officer (SCO) and on larger, more complex 

incidents may include senior officials from other entities and 

other Federal representatives as shown in the diagram 

below. The FCO is the lead FEMA representative in the 
March 2009

UCG organization. There maybe times in non Stafford 

events when the Secretary of DHS may direct a PFO to 

deploy as a member of the UCG 

PFO

Unified Coordination Group

DoD 

Representative

Senior Law 

Enforcement

Other Senior 

Officials

FCO SCO

The UCG will integrate the management of resources into 

one operational organization that is managed and supported 

by one command structure. It provides a mechanism to 

enable agencies with different legal, geographic, and 

functional responsibilities to coordinate, plan, and interact 

effectively. 

The exact composition of the UCG will depend on such 

factors as 1) location of the incident, 2) type of incident, 3) 

jurisdictions involved, 4) authorities involved, etc. In some 

situations the key players may decide that a single 

Coordinating Officer may be the best approach. 

Designated agency officials participating in the UCG 

represent different legal authorities and functional areas of 

responsibility and use a collaborative process to establish 

incident objectives and designate priorities to accomplish 

those objectives. 

To be considered as a potential member of the UCG a 

representative’s organization should: 

UNIFIED 3-3 COORDINATION 
March 2009

UNIFIED 3-4 COORDINATION 

a. Have legal jurisdictional/functional authority and 

responsibility on the incident, 

b. Be impacted by the incident or response requirements, 

c. Be specifically charged with commanding, coordinating, 

or managing a major aspect of the response, and 

d. Must have the resources to support participation in the 

organization. 

Assisting and cooperating agencies contributing resources to 

the incident, but without statutory responsibilities on the 

incident, would not normally function in the UCG. For 

example, Emergency Support Functions (ESF) 

representatives would not be included in the UCG unless 

they were operating under their own authority. These 

agencies should assign an AREP to effectively represent 

their agencies and resources through the Liaison Officer. 

One of the UCG members may be selected as the 

spokesperson within the UCG. Typically, the person 

representing the agency with the highest resource 

commitment or most visible activity on the incident is 

selected.

A UCG increases operational effectiveness by providing: 

a. A collective approach to develop a common set of 

incident objectives and a single Incident Action Plan 

(IAP).

b. A structure for joint decision making while preserving the 

authority and legal autonomy of entities participating in 

the UCG. 

c. Improved information flow and coordination between all 

jurisdictions and agencies involved in the incident. 

d. An opportunity for all agencies with responsibility for the 

incident to understand each others priorities and 

restrictions.

Note: No agency's authority or legal requirements will be 

compromised or neglected. 
March 2009

UNIFIED 3-5 COORDINATION 

The members of the UCG must be authorized to perform the 

necessary activities and actions on behalf of the jurisdiction 

or agency they represent. Such activities include, ordering of 

additional resources in support of the IAP, possible loaning or 

sharing of resources to other jurisdictions, and agreement on 

financial cost-sharing arrangements. 

The UCG must agree on: 

a. Planning, logistical, and finance agreements and 

procedures.

b. Resource ordering process to be followed. 

c. Informational matters. 

Initial UCG Meeting Checklist

Initiate UCG as soon as two or more emergency 

management agencies having jurisdictional or functional 

responsibilities come together on an incident. It is important 

that the UCG be initiated at the earliest opportunity on those 

disasters where there may be competing priorities based on 

agency responsibilities. 

UCG members need to convene prior to the first unified 

operational period to discuss and concur on important issues 

prior to joint incident action planning. 

The agenda for the UCG meeting should include the 

following: 

a. Presidential declaration direction and authorities. 

b. Discussion and considerations of UCG member’s 

objectives. 

c. Jurisdictional limitations, concerns, and restrictions. 

d. Developing a collective set of incident objectives. 

e. Establishing and agreeing on action priorities. 

f. Adoption of overall strategies to accomplish objectives. 
March 2009

UNIFIED 3-6 COORDINATION 

g. Agreement on the basic organization structure. 

See Chapter 9 – Planning Cycle, Meetings, and Briefings for 

more information and detail regarding the incident action 

planning process. 
March 2009

COMMAND 4-1 STAFF 

CHAPTER 4 

COMMAND AND COMMAND STAFF 

Contents 4-1 

Command Organization Chart 4-3 

Federal Coordinating Officer 4-4 

Chief of Staff 4-5 

Security Manager 4-6 

Legal Advisor 4-6 

Equal Rights Specialist 4-7 

Environmental Historical Preservation Advisor 4-8 

Executive Assistant 4-9 

Acquisition Adviser 4-10 

Safety Officer 4-11 

Liaison Officer 4-12 

Agency Representative 4-13 

External Affairs Organization 4-15 

External Affairs Officer 4-16 

Assistant External Affairs Officer 4-17 

Joint Information Center Field Manager 4-19 

Broadcast Manager 4-19 

Photography and Video Manager 4-19 

Assistant EAO–Planning and Products 4-20 

Assistant EAO–Congressional 4-21 

Assistant EAO–Intergovernmental Affairs 4-22 

Assistant EAO–Private Sector 4-23 
March 2009

COMMAND 4-2 STAFF 

Assistant EAO–Community Relations 4-24 

Community Relations–Group Supervisor 4-24 

Community Relations–Task Force Leader 4-25 

Community Relations–Crew Leader 4-26 
March 2009

COMMAND 4-3 STAFF 

Command Organization Chart 

Note: The Federal Coordinating Officer (FCO) is a 

member of the Unified Coordination Group (UCG) shown 

in Chapter 3. The organization chart above shows 

Command Staff positions that may be utilized on an 

incident. In some situations the Command Staff may 

also be unified. 
March 2009

COMMAND 4-4 STAFF 

Position Checklists

Federal Coordinating Officer (FCO). The FCO is 

responsible for the overall management of the federal 

response to the incident. The FCO may have a deputy. 

Deputies must have the same qualifications as the person for 

whom they work, as they must be ready to take over that 

position at any time. Primary duties include the following: 

a. Review Common Responsibilities (Chapter 2). 

b. Obtain a briefing from the FEMA Regional 

Administrator (RA) or representative. 

c. Assess the situation and/or obtain a briefing from 

the previous FCO or Regional Resource 

Coordination Center (RRCC) Director. 

d. Obtain a briefing from the State, Territorial, Tribal 

Coordinating Officer or designated representative.

e. Make an initial appraisal of the types of assistance 

most urgently needed. 

f. Provide leadership in forming a UCG with affected 

jurisdictional agency designated representatives. 

g. Determine and establish joint incident objectives. 

h. Determine a strategy to accomplish objectives and 

prioritize action items. 

i. Establish a Joint Field Office (JFO). 

j. Brief Command and General Staff. 

k. Approve the meeting and briefing schedule. 

l. Establish an appropriate organization. 

m. Ensure planning meetings are scheduled as 

required.

n. Participate in the incident action planning process 

and approve the Incident Action Plan (IAP). 

o. Ensure that adequate safety measures are in place. 

p. Approve requests for additional resources or for the 

release of resources.

q. Authorize release of information to the news media. 

r. Prepare an Executive Summary. 
March 2009

COMMAND 4-5 STAFF 

s. Ensure an Incident Situation Report (ICS Form 209) 

is completed and forwarded to the appropriate 

authority. 

t. Order the demobilization of the incident when 

appropriate. 

u. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Chief of Staff (COS). The COS reports to the FCO, acts for 

the FCO in administrative matters, ensures efficient 

functioning of all COS staff, manages the office environment, 

and serves as interface with the Command and General Staff 

on internal issues needing resolution. The FCO may choose 

to delegate other duties and authorities to the COS. 

The COS monitors morale and discipline and has direct 

responsibility for the Executive Assistant and other Advisors, 

Special Assistants, and Technical Specialists as assigned. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain initial briefing from FCO. 

c. Monitor JFO internal operations to identify current or 

potential inter-organizational problems and 

recommend solutions. 

d. Monitor work and rest schedules to ensure 

personnel are receiving adequate time off. 

e. Ensure action is initiated and followed up on 

adverse personnel actions. 

f. Provide oversight and direction to Special 

Assistants as assigned.

g. Identify and propose solutions to major office 

management problems.

h. As directed, represent the FCO in briefings, 

meetings, and conferences with federal, state, and 

local officials. 

i. Maintain liaison with the Security Officer on office 

and personnel security. 
March 2009

COMMAND 4-6 STAFF 

j. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Security Manager (SEMG). The SEMG reports to the FCO 

and is responsible for providing safeguards needed to protect 

personnel and property from loss or damage, for providing 

security badging services, and submitting required 

information needed to conduct background checks to 

Headquarters (HQ). Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain briefing from the supervisor. 

c. Establish contacts with local and other federal law 

enforcement agencies as required. 

d. Develop a Security Plan for incident facilities. 

e. Adjust the Security Plan to meet changing 

conditions.

f. Coordinate security activities with appropriate 

incident personnel.

g. Administer security contracts. 

h. Keep the peace and prevent assaults. 

i. Prevent theft of all government and personal 

property. 

j. Document all complaints and suspicious 

occurrences.

k. Provide employee badging services. 

l. Submit to HQ required information needed to 

conduct background checks. 

m. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Legal Advisor (LEAD). The LEAD can be assigned 

wherever needed but normally reports to the COS and acts in 

an advisory capacity. The LEAD will be from the FEMA Office 

of Chief Counsel (OCC) on most disasters or incidents. The 

LEAD provides advice on legal matters, such as emergency 

proclamations, agreements, authorities, legality of evacuation 

orders, and legal rights and restrictions pertaining to the 

release of information. Primary duties include the following: 
March 2009

COMMAND 4-7 STAFF 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Prepare the FEMA/state agreement (FSA). 

d. Prepare hold harmless and rights-of-entry 

agreements.

e. Provide analysis and opinions on the impact of both 

Stafford and non-Stafford Act authorities on FEMA 

operations. 

f. Provide advice and counsel on contract law, 

administrative policies, investigations, finance, 

claims, implementation of DHS and FEMA 

programs, and regulations of other federal agencies. 

g. Participate in planning meetings, when requested. 

h. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Equal Rights Specialist (EUSP). The EUSP can be 

assigned wherever needed, but normally reports to the COS 

and is responsible for ensuring compliance with applicable 

equal rights statutes. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain briefing from the supervisor. 

c. Provide a point of contact (POC) for incident 

personnel to discuss human resource issues. 

d. Ensure compliance with labor laws. 

e. Participate in daily briefings and planning meetings 

to provide appropriate human resource information. 

f. Identify employees with special needs. 

g. Monitor assistance programs to ensure compliance 

with equal rights authorities. 

h. Post equal rights information, as appropriate. 

i. Receive and address reports of inappropriate 

behavior, acts, or conditions through appropriate 

lines of authority. 

j. Participate in planning meetings, when requested. 

k. Document in writing all significant decisions and 

facts relative to your activities on the incident. 
March 2009

COMMAND 4-8 STAFF 

Environmental Historic Preservation Advisor (EHPA). 

The EHPA reports to the COS but could report directly to the 

FCO and is the principal environmental historic preservation 

program expert and advisor on the incident. The EHPA does 

not direct EHP personnel operationally on the incident, but 

provides program oversight and technical expertise and 

support to the incident organization in general and more 

specifically to the EHP specialists (environmental, historic, 

and floodplain) located in the Operations Section. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain briefing from the supervisor. 

c. Participate in appropriate meeting and incident 

action planning sessions as needed. 

d. Obtain information on the pre-JFO activities, 

including results of early scoping, regional history, 

and EHP cadre from the Regional Environmental 

Officer (REO). 

e. Conduct a scoping meeting with federal, state, and 

tribal resource agencies on interagency policies, 

procedures, and agreements.

f. Advise appropriate incident personnel on 

requirements and adequacy of compliance reviews 

and identify options for meeting FEMA regulatory 

obligations. 

g. Identify documents, agreements, and procedures 

that could facilitate compliance (e.g., Programmatic 

Category Exclusions (CATEX), Environmental 

Assessments, Biological Assessments, emergency 

procedures).

h. Inform, counsel, and provide recommendations to 

appropriate incident personnel, EHP specialists, and 

the REO concerning EHP issues.

i. Assist in the development of partnerships with 

federal, state, and tribal environmental resource 

staff and other stakeholders. 
March 2009

COMMAND 4-9 STAFF 

j. Approve National Environmental Policy Act (NEPA) 

CATEXs documented at Levels I and II, and/or 

Level III, upon delegation by the REO. 

k. Develop a report summarizing EHP disaster 

operations, including best practices. 

l. Summarize and send records of unresolved EHP 

issues to the REO.

m. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Executive Assistant (EXEC). The EXEC reports to the COS 

and provides administrative support to the office of the FCO, 

serves as a confidential assistant, and works in a close and 

direct relationship with the FCO and command and general 

staff. The EXEC must exercise discretion in the performance 

of duties and confidentiality of information. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Set up the office of the FCO and assist in setting up 

the State Coordinating Officer (SCO) as directed. 

d. Oversee the establishment of a filing system, 

maintain official FCO files, and transition files back 

to the Regional Office. 

e. Coordinate the completion of the FSA. 

f. Create letters, memos, and reports. 

g. Prepare confidential and sensitive documents and 

maintain such files in the strictest of confidence. 

h. Maintain the FCO/DFCO’s calendar and schedule 

appointments.

i. Receive, log in, and distribute incoming 

correspondence. 

j. Review outgoing correspondence to ensure 

accuracy before the FCO’s signature. 

k. Receive, screen, and refer visitors and telephone 

calls.

l. Release data, information, and copies of sensitive 

or confidential material only to authorized personnel. 
March 2009

COMMAND 4-10 STAFF 

Acquisition Advisor (AQAD). The AQAD is a senior 

manager assigned from the HQ Acquisition Management 

Division (AMD) primarily to large and/or complex disasters 

during the response and early recovery phases and reports 

to the COS. The AQAD provides expert advice on acquisition 

issues and is responsible for (1) expediting necessary and 

unique acquisition assistance from DHS and FEMA HQ 

and/or other federal agencies to the Incident Management 

Assistance Team (IMAT), the Ordering Unit, and the 

Procurement Unit; (2) ensuring compliance with the Federal 

Acquisition Regulations (FAR); (3) ensuring that no 

unauthorized commitments are made; and (4) facilitating the 

coordination and resolution of acquisition issues with HQ for 

the Procurement Unit Leader or the Comptroller. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain initial briefing from the FCO about urgent 

acquisition needs. 

c. Participate in the FCO’s Command and General 

Staff meeting. 

d. Brief IMAT members and other appropriate incident 

personnel on the agency policy on ratifications. 

e. Serve as the FCO’s advisor and/or expediter for 

unique or urgent acquisition needs that must be 

addressed quickly to accomplish the mission. 

f. Brief the FEMA (HQ) Head of Contracting Activity 

daily, in coordination with the Procurement Unit 

Leader, on needed HQ acquisition support for the 

incident.

g. Facilitate the coordination and resolution of 

acquisition issues with HQ for the Procurement Unit 

Leader or the Comptroller. 

h. Coordinate with Section Chiefs to analyze mission 

requirements or problems that might lead to 

unauthorized commitments if acquisition elements 

are not resolved in a timely manner. 

i. Ensure compliance with the FAR. 
March 2009

COMMAND 4-11 STAFF 

j. Give training as needed on acquisition policy and 

guidance. 

Safety Officer (SOFR). The SOFR reports to the FCO and is 

responsible for developing and recommending measures to 

ensure the safety of personnel assigned to the incident and 

to assess and/or anticipate hazardous and unsafe situations. 

The SOFR may have assistants, as necessary. Safety 

assistants may be assigned functional responsibilities, such 

as air operations and hazardous materials. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain briefing from the supervisor. 

c. Identify hazards and unsafe conditions. 

d. Participate in the incident action planning meetings. 

e. Review and approve the medical plan (ICS Form 

206) for the IAP.

f. Prepare safety messages for inclusion in the IAP. 

g. Conduct a safety assessment and assist in the 

development of safety plans for all FEMA facilities 

on the incident. 

h. Participate with the Planning Section in the 

development of the Continuity of Operations Plan 

(COOP).

i. Exercise emergency authority to stop and prevent 

unsafe acts when necessary. 

j. Ensure accidents are investigated and appropriate 

reports are prepared. 

k. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

l. Ensure incidents are properly recorded and reported 

in accordance with statutory requirements. 

m. Serve as the technical advisor for all supervisors 

and managers to assist with the implementation and 

management of an occupational safety and health 

program that will provide all responders with safety 

and healthful work environments. 
March 2009

COMMAND 4-12 STAFF 

n. Provide oversight and guidance for all missionassigned governmental and nongovernmental 

entities to assist with the management of responder 

worker safety and health. 

o. Ensure compliance with all applicable occupational 

safety and health standards and regulations. 

p. Monitor all program areas to ensure compliance 

with applicable occupational safety and health 

authorities. 

q. Chair and coordinate the Interagency Safety 

Committee to ensure all agency partners receive 

and communicate hazards related to the event. 

r. Coordinate hazard communication with the NRCC 

Safety Coordinator to ensure all inter- and intraagency partners review information on the identified 

hazards. 

Liaison Officer (LOFR). The LOFR reports to the FCO and 

is the POC for supporting and cooperating Agency 

Representatives (AREP). The LOFR may have assistants, 

who may represent assisting agencies or jurisdictions. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Serve as the POC for ESF representatives and 

other AREPs.

d. Establish and maintain interagency contacts. 

e. Maintain a list of assisting and supporting agencies 

and AREPs. 

f. Keep assisting and supporting agencies aware of 

incident status. 

g. Monitor incident operations to identify current or 

potential interagency problems. 

h. Participate in planning meetings and provide 

limitations and capabilities of assisting and 

supporting agency resources on the incident. 

i. Ensure that all required agency forms, reports and 

documents are completed before demobilization. 
March 2009

COMMAND 4-13 STAFF 

j. Ensure all documentation to support Mission 

Assignment (MA) reimbursements is provided by 

the tasked agency to the FEMA Regional Office. 

k. Debrief AREPs before their departure. 

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Agency Representative (AREP). An AREP reports to the 

LOFR and is assigned to an incident from an assisting or 

cooperating agency that has been delegated authority to 

make decisions on matters affecting that agency's 

participation at the incident. The AREP is there to assist 

coordination efforts and does not direct tactical assignments. 

Primary duties include the following: 

Note: Agency as used below refers to the AREP’s 

agency or ESF. 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain briefing from the supervisor. 

c. Assign a Deputy and technical specialists as 

needed to meet agency needs. 

d. Ensure that all agency resources are properly 

checked in at the incident. 

e. Inform assisting or cooperating agency personnel 

on the incident that the AREP position for that 

agency has been filled. 

f. Provide technical advice and counsel to the Section 

Chiefs who may have agency personnel assigned. 

g. Provide technical assistance and subject matter 

expertise when requested. 

h. Participate in incident action planning when 

requested.

i. Conduct field visits to monitor agency 

accomplishments.

j. Make recommendations to the Section Chiefs on 

the need to increase, decrease, and/or reassign 

agency resources. 
March 2009

COMMAND 4-14 STAFF 

k. Attend briefings and meetings as required. 

l. Provide input on the capability and use of agency 

resources. 

m. Ensure the well-being of agency personnel assigned 

to the incident.

n. Advise the LOFR of any special agency needs or 

requirements.

o. Ensure that all agency personnel and equipment are 

properly accounted for and released before 

departure.

p. Provide input to demobilization planning. 

q. Ensure that all required agency forms, reports, and 

documents are completed before demobilization. 

r. Reconcile all open MAs before departure. 

s. Document in writing all significant decisions and 

facts relative to your activities on the incident. 
March 2009

COMMAND 4-15 STAFF

External Affairs Organization

External Affairs Officer

(EAO)

Assistant AEO

Planning & Products

Assistant AEO

Congressional

Assistant AEO

Private Sector

Assistant AEO

 Intergovernmental Affairs

Assistant AEO

Joint Information Center

Assistant AEO

 Community Relations

JIC Field Manager

Broadcast Manager

Photography & Video

Manager

Community Relations

Group Supervisor

Community Relations Task

Force Leader

Community Relations Crew

Leader

Note: Operations position titles of Group Supervisor

(GRPS), Task Force Leader (TFL), and Crew Leader are

used in the Community Relations (CR) organization as

these positions are assigned field duties on the IAP (ICS

Forms 204).
March 2009

COMMAND 4-16 STAFF 

External Affairs Officer (EAO). The EAO reports to the 

FCO and manages all external affairs elements. The EAO is 

responsible for developing and releasing information about 

the incident as approved by the FCO to the news media, 

elected officials, incident personnel, and other agencies and 

organizations. The EAO provides support to the FCO, 

Command and General Staff involving communications with 

external audiences in accordance with FCO objectives. The 

EAO is responsible for the establishment and oversight of a 

Joint Information Center (JIC). Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain briefing from the supervisor. 

c. Plan and formulate programs and procedures 

governing information dissemination functions. 

d. Oversee strategic communication planning and 

implementation. 

e. Establish criteria on information release. 

f. Supervise assigned personnel. 

g. Develop materials for use in briefings and arrange 

tours, interviews, and briefings. 

h. Participate in Incident Action Planning meetings. 

i. Maintain the External Affairs Activity log. 

j. Meet with federal and state congressional staff and 

state and local officials on FEMA activities and 

programs. 

k. Direct and oversee public information, 

congressional, intergovernmental, private sector, 

and CR programs. 

l. Review material before FCO approval for 

publication or release to the media. 

m. Oversee the development of speeches and talking 

points.

n. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

o. Ensure Job Hazard Analyses are performed for 

each task assigned and that each identified hazard 

is properly communicated and corrected.
March 2009

COMMAND 4-17 STAFF 

p. Ensure assigned personnel are provided with safe 

and healthful work environments free of identified 

hazards.

q. Ensure all occupational safety and health incidents 

are properly reported and recorded in accordance 

with statutory requirements and in collaboration with 

the SOFR.

Assistant External Affairs Officer (AEIC) Joint 

Information Center. The AEIC reports to the EAO and is 

responsible for releasing information about the incident to the 

news media, incident personnel, and other appropriate 

agencies and organizations. The AEIC establishes and 

manages the JIC with the other UCG PIOs. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Determine from the EAO any limits on information 

release.

d. Conduct public information activities, such as 

gathering incident information, coordinating and 

conducting media interviews, conducting news 

conferences and briefings, developing media 

dissemination plans, and coordinating programs. 

e. Establish and manage a JIC as directed by the 

AEO.

f. Maintain a close working relationship with the 

state’s and other UCG lead PIOs. 

g. Establish and maintain relationships with outside 

groups to ensure communication and understanding 

of programs and goals. 

h. Ensure that field PIOs work cooperatively with 

operations personnel. 

i. Write and prepare information materials designed to 

reach the targeted audience. 

j. Develop material for and conduct media briefings. 
March 2009

COMMAND 4-18 STAFF 

k. Arrange for tours and other interviews or briefings 

that may be required. 

l. Obtain and input media information that may be 

useful to incident planning. 

m. Supervise assigned personnel. 

n. Participate in planning meetings, when requested. 

o. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

p. Oversee all broadcast operations activities involving 

satellite transmissions for information dissemination 

purposes.

q. Coordinate all social media activities. 

r. Develop a list of authorized media spokespersons 

with the EAO and provide media training if 

necessary. 

s. Contact the other AEAOs to assess special 

information requirements and/or political 

sensitivities.

t. Notify other federal, state, and voluntary agencies 

that the JIC is being established and create a 

contact list.

u. Coordinate to ensure that the JIC is staffed with 

personnel from appropriate federal, state, and 

voluntary agencies (e.g., American Red Cross, 

Army Corps of Engineers, Small Business 

Administration, Environmental Protection Agency, 

Department of Labor).

v. Refer requests for interviews from national media to 

the EAO and HQ Public Affairs Office and report all 

contacts with networks or national media. 

w. Manage the response to sensitive or potentially 

controversial information. 

x. Share information on trends, issues, demographics, 

politics, and recurring questions posed by the 

media.

y. Facilitate news conferences, editorial board 

meetings, and other meetings, as needed. 
March 2009

COMMAND 4-19 STAFF 

z. Seek information from the AEAO–CR on 

demographics in the disaster area (multilingual, 

multicultural, and special populations) when 

targeting messages to disaster victims. 

Joint Information Center Field Manager (JIMG). The JIMG 

reports to the AEIC and coordinates activities with other 

federal, state, and local counterparts with the primary 

responsibility of overseeing media relations staff in the field 

as opposed to the JFO. Primary duties include the following: 

a. Develop field strategy for reaching all media outlets 

in a proactively and strategically. 

b. Supply all field staff with the latest produced 

information and the latest strategic messaging. 

c. Gather and summarize field reports with an 

emphasis on developing issues to be used to help 

develop strategic messaging. 

Broadcast Manager (BDMG). The BDMG reports to the 

AEIC and ensures that imagery and video products are 

captured, processed, collected, and distributed in a timely 

manner. Primary duties include the following: 

a. Develop public service campaigns, video 

documentation, special productions, remote live 

interview feeds, and logistical support for public 

meetings and presentations.

b. Oversee all contract work involving satellite trucks 

and services. 

Photography and Video Manager (PVMG). The PVMG 

reports to the AEIC and provides still photography 

documentation of the response to support print and Internet 

media needs. Primary duties include the following: 
March 2009

COMMAND 4-20 STAFF 

a. Maintain a photographic database of photos 

involving the specific event for utilization by any and 

all entities in the JFO.

Assistant External Affairs Officer–Planning and Products

(AEPP). The AEPP reports to the EAO and is responsible for 

planning and product development to ensure the timely 

delivery of information, including anticipating events and 

processes, determining appropriate messaging, and 

developing written materials. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Consult with the EAO and state counterparts to 

assess the scope of the disaster and relevant 

External Affairs issues. 

d. Coordinate with Command and General staff and 

program personnel to obtain information on 

programs, initiatives, policies, and goals. 

e. Obtain EAO/FCO approval of media releases. 

f. Maintain current information summaries and/or 

displays on the incident and provide information on 

the status of the incident to assigned personnel. 

g. Develop a daily communications summary for 

internal distribution 

h. Determine the appropriate number of liaisons 

needed and assign those immediately to begin a 

flow of information from operations. 

i. Develop strategic planning and messaging in 

coordination with liaisons and other AEAOs. 

j. Establish translation procedures for all written 

documents as needed. 

k. Develop content and maintain information 

placement on FEMA.gov, disasterhelp.gov, and any 

other websites that we are responsible for 

supporting.
March 2009

COMMAND 4-21 STAFF 

l. Establish a future issues timeline to anticipate 

events and processes that typically occur for 

planning purposes. 

m. Develop a written weekly External Affairs plan, 

including daily messages, media events, and 

editorial products. 

n. Maintain a close relationship with and coordinate 

information dissemination with the state’s lead PIO 

and PIOs from other federal, state, local, and 

voluntary agencies. 

o. Attend staff meetings that could impact public 

opinion. 

p. Develop and distribute products, such as new 

clippings, news releases, fact sheets, and fliers. 

q. Determine appropriate messaging for issues. 

r. Coordinate with other AEAOs. 

s. Supervise assigned personnel. 

t. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Assistant External Affairs Officer–Congressional 

(AEAC). The AEAC reports to the EAO and is responsible for 

developing and coordinating congressional and other 

governmental relations strategies to provide information and 

build relationships with constituencies involved in agency 

disaster response and recovery programs and activities. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Develop a specific strategy and plan for the 

handling of congressional activities. 

d. Supervise assigned personnel. 

e. Establish contact with congressional offices 

representing affected areas to provide information 

and develop relationships. 

f. Advise the FCO and staff of congressional needs, 

concerns, and issues. 

g. Organize and conduct congressional briefings. 
March 2009

COMMAND 4-22 STAFF 

h. Arrange for incident site visits for members of 

Congress and their staffs. 

i. Develop appropriate responses to issues and 

questions raised by congressional personnel. 

j. Prepare the FCO or principal staff to meet with 

members of Congress and state and local officials 

or to appear before congressional committees by 

researching issues and preparing written materials. 

k. Participate in planning meetings, when requested. 

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Assistant External Affairs Officer–Intergovernmental

(AEIG). The AEIG reports to the EAO and is responsible for 

promoting federal interaction with state, local, and tribal 

governments in close coordination with Operations Section 

personnel, especially branch directors and division 

supervisors. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Review state, tribal, local government profiles, 

disaster history, and demographics. 

d. Make contact with state, tribal, county or parish, and 

municipal governments. 

e. Assign a Tribal Liaison, if necessary, to coordinate 

with tribal governments on all aspects of incident 

management operations. 

f. Work closely with Operations field personnel 

(branch directors and division and GRPSs) when 

assigned.

g. Participate in the incident action planning process. 

h. Supervise assigned personnel. 

i. Document in writing all significant decisions and 

facts relative to your activities on the incident. 
March 2009

COMMAND 4-23 STAFF 

Assistant External Affairs Officer–Private Sector (AEPS). 

The AEPS reports to the EAO and is responsible for 

developing and implementing private sector engagement 

strategies. The AEPS also serves as a central point of 

information and collaboration between FEMA disaster 

response and recovery and the private sector. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Contact and coordinate with the state entity 

responsible for public-private partnerships to identify 

private sector needs, concerns, and issues. 

d. Make contact with private sector entities, including 

state-level trade associations, chambers of 

commerce, economic development corporations, 

and other relevant organizations. 

e. Perform research as a foundation for effective 

outreach. 

f. Develop a strategy and action plan for engaging the 

private sector. 

g. Determine staffing requirements and supervise 

assigned staff. 

h. Advise the FCO and staff of private sector needs, 

concerns, and issues. 

i. Provide JFO and ESF partners with strategic 

communications and outreach on engaging the 

private sector effectively in response and recovery. 

j. Disseminate information relevant to the private 

sector.

k. Work with state and local organizations on recovery 

events, meetings, and other opportunities that 

promote public-private engagement and 

collaboration. 

l. Identify and encourage good practices in publicprivate partnerships. 
March 2009

COMMAND 4-24 STAFF 

Assistant External Affairs Officer–Community Relations

(AECR). The AECR reports to the EAO and is responsible for 

providing supervision of the CR function on the incident. The 

AECR works closely with the Operations Section Chief 

(OSC) in support of the Individual Assistance program and 

other field operations. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain initial briefing from the supervisor. 

c. Contact and coordinate with the state CR 

Coordinator to ensure a unified effort and identify 

community concerns, issues, message strategy, 

and multilingual and cultural issues. 

d. Participate in the incident action planning process to 

incorporate the CR function into field operations. 

e. Review the field activities to ensure that the CR 

activities are consistent with incident objectives. 

f. Identify geographic, demographic, and economic 

areas that are most affected. 

g. Develop a target list of groups and organizations at 

risk and strategies to reach them. 

h. Establish strategies to reach those individuals or 

groups that may not be reached by communitybased organizations (CBO) or conventional media. 

i. Evaluate information to identify developing issues 

that require the attention of the FCO, OSC, and 

program staff. 

j. Provide advice and counsel to the EAO on the 

effectiveness and needs of FEMA programs. 

k. Participate in planning meetings. 

l. Supervise assigned personnel. 

m. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Community Relations Group Supervisor (CRGS). The 

CRGS reports to the AECR and supervises and provides 

program support to field CR. The CRGS works closely with 

the Operations Section in support of the Individual 

Assistance program and other field operations. 
March 2009

COMMAND 4-25 STAFF 

Primary duties include those identified for the GRPS and the 

following: 

a. Assist in determining assessment strategy. 

b. Identify a 72-hour strategy for the CR field effort 

based on incident objectives. 

c. Coordinate all aspects of CR planning, field staffing, 

logistics, and administration.

d. Provides input to incident action planning. 

e. Arrange for coverage of the field operations function 

by coordinating work scheduling, time off, overtime, 

travel expenditures, etc. 

f. Coordinate with assigned Division Supervisors 

when working in their division. 

g. Establish a communication link to and from the field. 

h. Prepare CR materials, briefings, and reports. 

i. Ensure that situational awareness information 

collected in the field gets to the Situation Unit 

Leader in the Planning Section. 

j. Provide clear direction, assignments, and guidance. 

k. Conduct orientation sessions and arrange on-thejob training for new hires. 

l. Arrange for ongoing training and professional 

development for assigned personnel to develop 

required skill sets. 

m. Assist in managing the demobilization of the CR 

function.

n. Monitor field operations. 

Community Relations Task Force Leader (CRTL). The 

CRTL reports to the CRGS and supervises CR personnel in 

field activities. Primary duties include those identified in the 

generic TFLD and the following: 

a. Evaluate staffing requirements and make 

recommendations to the supervisor.

b. Conduct regularly scheduled briefings and 

debriefings of CRCLs. 
March 2009

COMMAND 4-26 STAFF 

c. Analyze and report emerging trends and issues in 

assigned areas. 

d. Coordinate with assigned Division Supervisors 

when working in their division. 

e. Provide CR information to field staff. 

f. Identify CR training, mentoring, and credentialing 

needs. 

g. Gather information from assigned personnel and 

report to the DIVS and the CR GRPS. 

h. Identify special populations and report to the 

supervisor. 

i. Perform the following when assigned: 

1. Manage CR logistics activities, including 

information technology requirements. 

2. Manage the provision of informational material 

to the field. 

3. Manage CR administrative activities. 

4. Manage and provide direction for creation of all 

CR reports and materials. 

Community Relations Crew Leader (CRCL). The CRCL 

reports to the CRTL and supervises field CR personnel. 

Primary duties include those identified in the CRLD and the 

following: 

a. Brief assigned CR Specialists on their roles, 

expectations, and responsibilities. 

b. Coordinate with assigned Division Supervisors 

when working in their division. 

c. Identify and report any special issues or emerging 

trends in assigned area to the CRTL or DIVS. 

d. Provide CR information to field staff. 

e. Perform the following when assigned: 

1. Manage CR logistics activities, including 

information technology requirements. 

2. Manage the provision of informational material 

to the field. 

3. Manage CR administrative activities. 

4. Manage and provide direction for creation of 

all CR reports and materials. 
March 2009

OPERATIONS 5-1 SECTION 

CHAPTER 5 

OPERATIONS SECTION 

Contents 5-1 

Organization Chart 5-2 

Operations Section Chief 5-4 

Operations Branch Director 5-5 

Division Supervisor 5-6 

Group Supervisor 5-7 

Strike Team/Task Force Leader 5-8 

Crew Leader 5-9 

Squad Leader 5-10 

Mission Assignment Management 5-11 

Emergency Services Branch 5-12 

Staging Area Branch 5-14 

Disaster Emergency Communications Branch 5-24 

Individual Assistance Branch 5-30 

Infrastructure Branch 5-45 

Mitigation Branch 5-54 

Air Operations Branch 5-78 

Community Recovery Branch 5-86 
March 2009

Organization Chart

OPERATIONS 5-2 SECTION 
March 2009

OPERATIONS 5-3 SECTION 

The Operations Section Organizational Chart above shows 

both a geographically and functionally based organization, 

but it could also be a functional structure with Infrastructure, 

Individual Assistance (IA), Emergency Services, Hazard 

Mitigation, and Disaster Emergency Communications, etc., 

as branches, groups, and/or task forces. 

A branch can be either geographical or functional. Divisions 

are geographical. Groups are functional. 

There could be up to seven branches in the Operations 

Section, each with seven of any combination of divisions or 

groups. Division or groups can each have as many as seven 

of any combination of strike teams, task forces, crews (with 

squads as necessary), or single resources. 

In emergency response, “operations” describes the 

resources and actions used to fulfill the primary mission of a 

responding organization. For responses under the Stafford 

Act, the Operations Section coordinates the delivery of 

federal assistance programs and services, including 

lifesaving assistance (urban search and rescue [USAR], 

medical, evacuation support, etc.), life-sustaining assistance 

(shelter, water, food, etc.), assistance to individuals, public 

assistance, and hazard mitigation assistance to supplement 

state and local government efforts.

Normally the Operations Section Chief (OSC) is from the 

jurisdiction or agency that has the greatest involvement in the 

incident. However, in Stafford Act declarations, the Unified 

Command concept quite often extends into the Operations 

organization to the branch and division/group level, 

depending on the capability of state and local government. 

As a result FEMA operations may have joint positions 

(FEMA, state, and/or local) throughout the organization. 
March 2009

OPERATIONS 5-4 SECTION 

Position Checklists 

Operations Section Chief (OSC). The OSC, a member of 

the General Staff, reports to the Federal Coordinating Officer 

(FCO) and is responsible for the management of all 

operations directly applicable to the primary mission of 

supporting state and local governments and ensuring the 

overall safety and welfare of all section personnel. The OSC 

activates and supervises the Operations Section’s 

organizational elements in accordance with the Incident 

Action Plan (IAP) and directs its execution. The OSC may 

have a deputy(s). Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the FCO. 

c. Coordinate response and recovery operations with 

federal, state, tribal, and local emergency officials. 

d. Develop the Operations Planning Worksheet (ICS 

Form 215). 

e. Brief and assign Operations Section and other 

appropriate personnel in accordance with the IAP. 

f. Supervise Operations Section personnel, ensuring 

the safety and welfare of all. 

g. Determine appropriate organization structure on the 

basis of the complexity of the incident. 

h. Identify the need for and request additional 

resources. 

i. Review and approve/disapprove Action Request 

Forms (ARF). 

j. Prepare Execution Schedule or Time Phased Force 

Deployment List (TPFDL) for Initial Response 

Resources (IRR) and other disaster resources. 

k. Prepare, review, and approve Mission Assignments. 

l. Approve 60-1 Requisitions. 

m. Identify resources to be released and initiate 

recommendation for release. 
March 2009

OPERATIONS 5-5 SECTION 

n. Approve funding allocations and obligations for 

Stafford Act programs.

o. Approve disaster specific guidance for programs. 

p. Provide eligibility guidance for Stafford Act 

programs. 

q. Report information about special activities, events, 

and occurrences to FCO. 

r. Conduct an Operational Briefing at the beginning of 

each new Operational Period. 

s. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Operations Branch Director (OPBD). The OPBD reports to 

the OSC and is responsible for the implementation of that 

portion of the IAP appropriate to the geographical or 

functional branch assigned. The OPBD may have a deputy. 

The Incident Command System (ICS) utilizes branches 

primarily to alleviate the span of control limitations, as 

opposed to basing branches on technical or professional 

knowledge. Although a person qualified as a branch director 

may be qualified at the highest level in the specific function, 

he/she may be assigned as a Group Supervisor or Task 

Force Leader if the organization supervised is within the span 

of control limits. 

Specific program duties are identified in the OPBD positions 

within functional areas, such as IA, Infrastructure, Hazard 

Mitigation, Disaster Emergency Communications, Emergency 

Services, Support Services, and Community Recovery, as 

described later in this chapter. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Develop alternatives for branch control operations 

with subordinates. 

d. Attend planning meetings at the request of the OSC.

e. Develop an ICS 215 for the branch when directed 
March 2009

OPERATIONS 5-6 SECTION 

by the OSC. 

f. Brief and assign specific work tasks to Division and 

Group Supervisors in accordance with the IAP. 

g. Supervise branch operations. 

h. Resolve logistical problems reported by 

subordinates. 

i. Report to the OSC when the IAP needs 

modification, additional resources are needed, 

surplus resources are available, or when hazardous 

situations or significant events occur. 

j. Participate in interagency meetings 

k. Approve accident and medical reports (home 

agency forms) originating in the branch. 

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Division Supervisor (DIVS). The DIVS reports to the OSC 

or geographical OPBD when activated. The DIVS is 

responsible for implementation of the assigned portion of the 

IAP, the management and supervision of assigned resources 

within their assigned geographical area, reporting on the 

progress of operations, and the status of assigned resources. 

The DIVS is the primary FEMA contact with the county and 

local emergency managers and serves as a “one-stop shop” 

for local officials seeking guidance and advice on FEMA and 

state response and recovery assistance. The DIVS ensures 

that tactical assignments are carried out and local needs are 

met efficiently and effectively; coordinates all federal 

resources within the division; assists local officials with 

information on FEMA programs; ensures that commodity 

orders are transmitted to the appropriate place; and monitors 

commodities received. The DIVS may have a deputy or an 

assistant. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Establish contact with the County Emergency 

Management Director (EMD), serve as a point of 
March 2009

OPERATIONS 5-7 SECTION 

contact (POC) between the local jurisdiction and the 

Incident Management Assistance Team (IMAT), and 

provide advice and assistance on federal response 

resources and processes. 

d. Process essential needs requests for assistance, 

resources, and personnel from the local jurisdiction. 

e. Implement actions identified on the Division 

Assignment Form (ICS 204) of the IAP for the 

division or group. 

f. Provide a copy of IAP to assigned personnel. 

g. Attend scheduled meetings with local jurisdictions. 

h. Supervise assigned personnel. 

i. Ensure the Resource Unit is advised of all changes 

in status of resources assigned to the division. 

j. Coordinate activities with adjacent divisions. 

k. Determine the need for assistance on assigned 

tasks.

l. Submit situation and resource status information to 

the immediate supervisor (Branch Director or OSC). 

m. Ensure that assigned personnel and equipment get 

to and from assignments in a timely and orderly 

manner.

n. Resolve logistics problems in the division. 

o. Provide input to incident action planning as needed.

p. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Group Supervisor (GRPS). The GRPS reports to the OSC 

or functional Branch Director when activated and is 

responsible for the supervision of personnel assigned to and 

conducting specific program responsibilities. Specific 

program duties are identified in the GRPS positions within 

functional areas, such as IA, Infrastructure (Public 

Assistance), and Hazard Mitigation, later in this chapter. 

Common duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 
March 2009

OPERATIONS 5-8 SECTION 

c. Determine resource needs to accomplish assigned 

tasks and request accordingly.

d. Implement actions identified on the Assignment List 

(ICS Form 204) of the IAP for your group. 

e. Coordinate with assigned DIVSs when working in 

their division. 

f. Provide a copy of the IAP to assigned personnel. 

g. Attend scheduled meetings with local jurisdictions. 

h. Supervise assigned personnel. 

i. Ensure the Resource Unit is advised of all changes 

in status of resources assigned to the group. 

j. Coordinate activities with other groups. 

k. Submit situation and resource status information to 

the immediate supervisor (Branch Director or OSC). 

l. Ensure that assigned personnel and equipment get 

to and from assignments in a timely and orderly 

manner.

m. Resolve logistics problems within the group. 

n. Provide input to incident action planning as needed.

o. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Strike Team Leader (STLD) or Task Force Leader (TFLD).

The STLD/TFLD reports to a DIVS or GRPS and is 

responsible for performing operational assignments assigned 

to the strike team or task force. The STLD/TFLD reports work 

progress and status of resources, maintains work records on 

assigned personnel, and relays other important information to 

his or her supervisor. Specific program duties are identified in 

the STLD/TFLD positions within the functional areas, such as 

IA, Infrastructure (Public Assistance), and Hazard Mitigation, 

later in this chapter. Common duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Review assignments with subordinates and assign 

tasks.

d. Monitor work progress and make changes when 

necessary. 
March 2009

OPERATIONS 5-9 SECTION 

e. Coordinate activities with adjacent strike teams, task 

forces, and single resources. 

f. Retain control of assigned resources. 

g. Submit situation and resource status information to 

DIVS/GRPS.

h. Process essential needs requests for assistance, 

resources, and personnel from the local jurisdiction. 

i. Implement assigned tasks as identified on the 

Assignment List (ICS Form 204) of the IAP. 

j. Provide a copy of the IAP to assigned personnel. 

k. Supervise assigned personnel. 

l. Ensure the Resource Unit is advised of all changes 

in status of resources assigned to the STLD/TFLD. 

m. Determine resource needs to accomplish assigned 

tasks.

n. Submit situation and resource status information to 

immediate supervisor (DIVS or GRPS). 

o. Ensure that assigned personnel and equipment get 

to and from assignments in a timely and orderly 

manner.

p. Resolve logistical problems for the ST/TF. 

q. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Crew Leader (CRLD). A CRLD usually reports to a STLD or 

TFLD, but on occasion directly to a DIVS or GRPS and is 

responsible for the direction and supervision of assigned 

personnel within an acceptable span of control (three to 

seven). The personnel could be Crew Members/Disaster 

Workers or three to seven Squad Leaders with three to 

seven Crew Members or Disaster Workers reporting to each 

Squad Leader (SQLD). 

Specific functional duties are identified in the CRLD positions 

within the program areas, such as IA, Infrastructure (Public 

Assistance), and Hazard Mitigation, later in this chapter. 

Common duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 
March 2009

OPERATIONS 5-10 SECTION 

b. Obtain an initial briefing from the supervisor. 

c. Review the assignment. 

d. Obtain necessary equipment and supplies. 

e. Review weather and environmental conditions for 

the assignment area.

f. Brief subordinates on safety measures. 

g. Monitor work progress. 

h. Ensure adequate communications with the 

supervisor and subordinates. 

i. Keep the supervisor informed of progress and any 

changes.

j. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Squad Leader (SQLD). A SQLD reports to a Crew 

Leader and is a working leader of a small group of Crew 

Members and Disaster Workers (three to seven) and is 

responsible for supervision of assigned personnel to 

accomplish work assignments. 

Specific program duties are identified in the respective CRLD 

positions. Common duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Review the assignment. 

d. Obtain necessary equipment and supplies. 

e. Brief subordinates on safety measures. 

f. Monitor work progress of personnel assigned. 

g. Ensure adequate communications with the 

supervisor and subordinates. 

h. Keep the supervisor informed of progress and any 

changes.
March 2009

OPERATIONS 5-11 SECTION 

Mission Assignment Management

Mission Assignment Manager (MAMG). The MAMG 

reports to the OSC and is responsible for preparing 

monitoring, tracking, evaluating, and reporting Mission 

Assignments related to tasking ESFs and agencies to 

provide services. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Coordinate the mission statements, cost estimates, and 

estimated dates of completion with federal agencies. 

e. Enter and track orders into the standard order tracking 

system and database. 

f. Obtain information on status of state assurances and 

cost share levels for Direct Federal Assistance (DFA). 

g. Obtain Mission Assignment Delegation of Authority 

Memorandum from the Disaster Recovery Manager. 

h. Obtain a copy of the Memorandum of Delegation 

prepared by the Administrative Section and maintain 

copies of the declaration. 

i. Identify and resolve duplication of requests for 

assistance. 

j. Close out completed Mission Assignments and deobligate unused funds when directed by the OSC. 

k. Maintain file records of ARFs and Mission Assignments. 

l. Facilitate the submission of bills and transition to the 

Regional Office. 

m. Document in writing all significant decisions and facts 

relative to your activities on the incident. 

Mission Assignment Specialist (MASP). The MASP 

reports to the MAMG and is responsible for assisting the 
March 2009

OPERATIONS 5-12 SECTION 

MAMG in preparing, tracking, and monitoring Mission 

Assignments. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Input ARF information into EMMIE to generate Mission 

Assignments. 

d. Identify and resolve duplication of requests for 

assistance. 

e. Coordinate the mission statements, cost estimates, and 

estimated dates of completion with federal agencies 

when assigned. 

f. Prepare and review Mission Assignment documents and 

obtain signatory approvals. 

g. Record the Mission Assignment in the standard order 

tracking system and database. 

h. Maintain file records of ARFs and Mission Assignments. 

i. Monitor the status and facilitate the submission of bills. 

Action Tracking Specialist (ATSP). To effect the Single 

Point Ordering System, this position was shifted to the 

Ordering Unit in the Logistics Section. 

Emergency Services Branch 

Emergency Services Branch Director (ESBD). The ESBD 

reports to the OSC and serves as the focal point for taskings, 

coordination of plans, and the special considerations of each 

ESF assigned to the branch. ESFs most often assigned are 

ESFs 4, 8, 9, 10, and 13. Primary duties include those in the 

OPBD and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Contact assigned ESF representatives, describe the 

mission, and assign them a work location. 

d. Provide ESFs information on the following: 

1. Nature of disaster 

2. Affected area 
March 2009

OPERATIONS 5-13 SECTION 

3. Scope 

4. Current situation 

5. Copy of current IAP 

f. Review the Mission Assignment Tracking Report to 

ensure accuracy of taskings and subtaskings. 

g. Review Action Tracking Report for status. 

h. Serve as the focal point for coordinating taskings 

and determining the status of taskings, financial 

management, support, and special considerations. 

i. Notify ESFs of stand-down plans. 

j. Coordinate the close-out of each branch closing. 

k. Compile documentation, including a chronology of 

events.
March 2009

Staging Area Branch

 (Sample Generic Organization) 

Note: Only duties for positions unique to the staging 

area are included below. Duties for positions included in 

OPERATIONS 5-14 SECTION 

other sections—such as Accountable Property 

Specialist, Network Specialist, Status/Check-in 

Recorder—are not shown here. 
March 2009

OPERATIONS 5-15 SECTION 

Staging Area Branch Director (STBD). The STBD reports 

to the OSC and is responsible for providing direction and 

coordination to multiple staging areas on an incident. The 

STBD may have a deputy. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Establish and staff staging areas. 

d. Liaison with state and FEMA Headquarters (HQ) 

Logistics. 

e. Identify and resolve delivery problems between 

staging areas and Points of Delivery (PODs) in 

coordination with the state. 

f. Ensure that commodity delivery for the next 

operational period gets into the IAP (develop an ICS 

215). 

g. Participate in incident action planning meetings. 

h. Brief and assign specific work tasks to Staging Area 

Group Supervisors (STGS) per the IAP. 

i. Supervise STGSs. 

j. Resolve logistical problems reported by 

subordinates. 

k. Report to the OSC when the IAP needs 

modification, additional resources are needed, 

surplus resources are available, or when significant 

events occur. 

l. Participate in interagency meetings as needed. 

m. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Staging Area Group Supervisor (STGS). The STGS 

reports to the OSC or a STBD and is primarily responsible for 
March 2009

OPERATIONS 5-16 SECTION 

supporting and managing a staging area. Primary duties 

include:

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Establish the staging area layout. 

d. Determine any support needs for equipment, 

feeding, sanitation, and security. 

e. Order resources and supplies needed to support 

staging area operations. 

f. Provide fuel and other supplies. 

g. Develop a Staging Area Operations Plan. 

h. Establish check-in and check-out functions. 

i. Maintain and provide status to the Resource Unit of 

all resources in staging area. 

j. Post signs for traffic control and to identify fueling, 

sleeping, eating, and other support services. 

k. Provide for maintenance of equipment. 

l. Dispatch resources assigned to the staging area as 

identified in the IAP or in response to orders from 

the OSC or STBD.

m. Ensure that receipts are obtained and issued for 

commodities, equipment, and other supplies 

distributed and received at the staging area.

n. Keep the OSC advised of staged resource levels. 

o. Establish and maintain a positive relationship with 

the property owner or host, i.e., base command. 

p. Ensure that agreements and lease issues are being 

addressed by the IMAT Finance/Administration 

section.

q. Maintain the staging area in an orderly and safe 

condition.

r. Keep appropriate records of staging area 

operations. 

s. Coordinate security needs with the IMAT Security 

Manager.

t. Coordinate with the IMAT Safety Manager to ensure 

oversight and compliance with all safety regulations. 

u. Demobilize the staging area in accordance with the 
March 2009

OPERATIONS 5-17 SECTION

Incident Demobilization Plan.

v. Document in writing all significant decisions and

facts relative to your activities on the incident.

Ground Support Task Force Leader (GSTL). The GSTL

reports to the STGS and is responsible for fueling, service,

maintenance, and repair of vehicles and other ground

support equipment. The GSTL provides a shuttle truck

service if needed. Primary duties include the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain a briefing from the supervisor.

c. Develop and implement the Traffic and Sign Plan in

coordination with the Facilities Task Force Leader

(FATL).

d. Coordinates with the FATL and Safety Specialist to

integrate a traffic plan into the site map.

e. Provide transportation services as needed, such as,

shuttle bus service, fuel service, and repair service.

f. Collect and maintain use information on rental

equipment.

g. Identify the need for maintenance and repair of

staging area equipment.

h. Maintain a list of equipment repair providers for

contracted truck services and post on the driver’s

service bulletin board.

i. Supervise assigned personnel.

Truck Control Specialist (TKSP). The TKSP reports to the

GSTL and is responsible for the management of commodity

truck parking. Primary duties include the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain a briefing from the supervisor.

c. Escort commodity trucks to the proper lots for

segregation.
March 2009

OPERATIONS 5-18 SECTION 

d. Maintain an accurate inventory of commodity trucks 

and assets. The frequency of inventory is 

determined by the RDTL and/or STGS. 

e. Ensure assigned parking areas are adequately 

signed.

f. Ensure adherence to traffic patterns and that 

parking lots are safe, free of obstructions, and 

clean.

Bus Service Specialist (BSSP). The BSSP reports to the 

GSTL and is responsible for providing and managing bus 

services for the staging area. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Provide bus services as needed. 

d. Establish and post bus schedules. 

e. Establish scope of work and performance standards 

for bus service contracts when needed. 

f. Interact with the COTR in bus contract issues. 

Fuel Specialist (FUSP). The FUSP reports to the GSTL and 

is responsible for providing fueling services. Primary duties 

include:

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Provide for onsite equipment fueling needs, 

including reefers and support vehicles. 

d. In conjunction with Safety Specialist, select a proper 

fuel station site. 

e. In conjunction with the Safety Specialist, ensure 

proper containment measures are in place with the 

proper spill and fire extinguishing tools and are in 

compliance with applicable fire, safety, and 

environmental codes. 

f. Advise local fire and safety officials of establishment 

of fuel dispensing site. 
March 2009

OPERATIONS 5-19 SECTION 

g. Maintain fuel receiving and disbursement logs and 

records for all incoming shipments and 

disbursements.

Supply Task Force Leader (SUTL). The SUTL reports to 

the STGSs and is responsible for warehouse services, 

procurement of needed supplies, and the accountable 

property function. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Provide warehousing and material-handling services 

for staging area operations. 

d. Place orders for staging area needs through the 

IMAT Logistics Section Ordering Unit. 

e. Provide limited procurement services on site. 

f. Ensure that Accountable Property requirements are 

maintained.

g. Supervise assigned personnel. 

Accountable Property Specialist (APSP). The APSP 

reports to the SUTL. See position description and duties in 

Chapter 7, Logistics Section. 

Purchasing Specialist (PUSP). The PUSP reports to the 

SUTL and is responsible for purchasing materials, 

equipment, and services. PSUP must have purchasing 

authority and possess a preauthorized credit card. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Purchase materials, equipment, and services as 

needed locally for use at the staging area 

Acquisition of supplies, equipment, and services.) 

d. Ensure that proper procedures are followed, forms 

are correctly filled out, and required records are 

maintained.
March 2009

OPERATIONS 5-20 SECTION 

e. Is responsible for purchasing materials, equipment, 

or services for the staging area. 

f. Determine the best source for procurement. 

g. Routinely interact with the Accountable Property 

Specialist (APSP).

h. Ensure items that are purchased comply with FEMA 

Green Procurement Program. 

i. Ensure items that are purchased are the least 

hazardous to employees per the FEMA OSIH Policy 

on Hazardous Communication. 

Contract Officer Technical Representative (COTR). The 

COTR is responsible for administering and monitoring 

contracts that are active on an incident when assigned by the 

CNMG. The COTR duties may also be done collaterally by a 

Task Force Leader or other specialist that has been 

credentialed as a COTR. See position description and duties 

in Chapter 7 – Logistics. 

Material Handling Specialist (MHSP). The MHSP reports to 

the SUTL and/or the Receiving and Distribution Task Force 

Leader (RDTL) and is responsible for warehouse operations. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Provide warehouse and cross-loading operations as 

needed. 

d. Ensure safe fork lift operations. 

e. Maintain an accurate warehouse inventory. 

f. Maintain inventory of supplies and equipment as 

assigned.

g. Maintain security of the supply area. 

h. Receive and distribute supplies and equipment 

following established protocols. 

i. Keep warehouse area orderly and clean. 

j. Keep supervisor informed of all activities. 

k. Repair and maintain tools and equipment as 

assigned.
March 2009

OPERATIONS 5-21 SECTION

Receiving and Distribution Task Force Leader (RDTL).

The RDTL reports to the STGS and is responsible for the

receiving and distribution of commodities. Primary duties

include the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain a briefing from the supervisor.

c. Establish an efficient system for receiving and

distributing commodities.

d. Ensure adequate check-in and check-out of

commodity vehicles.

e. Ensure that commodity inventory is continuously

maintained and reconciled.

f. Maintain and provide status to the Resource Unit of

all resources in staging area.

g. Supervise assigned personnel.

h. Direct ESF-1 and ESF-3 to dispatch commodity

trucks to specified locations.

Check-In/Status Recorder (SCKN). The SCKN reports to

the RDTF and is responsible for checking all personnel,

commodities, supplies, and equipment into and out of the

staging area. The SCKN is a primary position in the

Resources Unit of the Planning Section, but the checking in

of commodities has some specific procedures beyond

checking in personnel and equipment. It is critical that the

check-in, status, and check-out information are provided to

the appropriate unit’s Resources in the Planning Section and

Ordering in the Logistics Section on an established schedule.

Primary duties include the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain an initial briefing from the supervisor.

c. Obtain required work materials, including Check-in

Lists (ICS Form 211), and status databases.

d. Organize and maintain the check-in/check-out

station, post signs to clearly identify the station, and

ensure proper safety measures are in place.
March 2009

OPERATIONS 5-22 SECTION

e. Collect, record, and maintain required information

accurately on the specified staging area gate log for

each commodity truck, all incident personnel,

equipment, and visitors entering or leaving the

staging area.

f. Maintains ICS Form 211, Check-in List, for all

personnel and submit all gate logs as directed by

the supervisor.

g. Transmit check-in information to Resources Unit on

regular prearranged schedule or as needed.

ESF-3; U.S. Army Corps of Engineers (USACE). ESF-3 is

responsible for the check-in, dispatch, and check- out of

ESF-3 commodities. USACE also has a generator mission

that includes storage, deployment, maintenance, and

retrieval of FEMA’s generators and may be located at a

staging area.

Truck Company Contract Representative(s). Truck

Company Contract Representatives supervise their truck

drivers and are the link between the truck drivers and

USACE.

Facilities Task Force Leader (FATL). The FATL reports to

the STGS and is responsible for providing facilities and

facility services for the staging area. Primary duties include

the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain a briefing from the supervisor.

c. Provide facilities and facility services (including porta-potties, hand wash stations, sleeping, feeding,

laundry, and waste removal) needed for the staging

area.

d. Provide for staging area security.

e. Provide and maintain communications systems

needed for the staging area.

f. Develop and distribute a staging area site map in

coordination with the GSTL.
March 2009

OPERATIONS 5-23 SECTION 

g. Demobilize staging area facilities. 

h. Supervise assigned personnel. 

Facilities Maintenance Specialist (FMNT). The FMNT 

reports to the FATL and is responsible for facility 

maintenance, such as janitorial services, general clean-up, 

minor repairs, and monitoring contract services, such as 

wash stations, portable toilets, and waste removal. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise and direct facility clean-up crews. 

d. Interface with the COTR on facility contracts. 

e. Maintain facility maintenance records. 

Network Specialist (NESP). The NESP reports to the FATL 

and is responsible for providing and maintaining network 

services. See position description and duties in Chapter 7, 

Logistics Section. 

Note: A Telecom Specialist (TESP), if assigned to the 

staging area, will also report to the FATL; however, quite 

often a TESP will only be assigned to a staging area for 

a short period of time for a specific assignment. 
March 2009

Disaster Emergency Communications Branch

Operations Section Chief

Disaster Emergency 

Communications Branch 

Director

Tactical Communications 

Group Supervisor

Communications 

Restoration Group 

Supervisor

Communications 

Interoperability Task 

Force Leader

Communications 

Operations and 

Coordination Task 

Force Leader

Wireless 

Communications Task 

Force Leader

Cellular Task Force 

Leader

Wireline and IP Task 

Force Leader

Commercial Satelitte 

Task Force Leader

Cable and Broadcast 

Task Force Leader

OPERATIONS 5-24 SECTION 
March 2009

OPERATIONS 5-25 SECTION 

emergency communications, coordinating restoration of 

public safety and first responder networks, assisting in 

restoring the communications infrastructure, and ensuring a 

smooth transition to long-term restoration efforts. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Coordinate with the State Communications Officer to 

ensure federal communications requirements do not 

conflict with the needs of the state. 

d. Ensure uniform emergency communications 

management and operational plans, procedures, and 

task books are used. 

e. Coordinate and support National Security and 

Emergency Preparedness (NS/EP) communications 

requirements and advise the OSC on these 

requirements. 

f. Assist FEMA and ESF 7 with locating possible 

secondary response facilities. 

g. Coordinate with ESF 15 to facilitate authorized support 

to for-profit communications providers. 

h. Prioritize conflicting requests and recommends solutions 

to the OSC. 

i. Coordinate all communications support between federal, 

state, local, tribal, commercial, and volunteer entities 

j. Forward cyber-related incidents to the National Cyber 

Security Division 

k. Coordinate the status of DEC Branch operations with the 

Infrastructure Liaison at the JFO. 

l. Establish DEC Branch responsibilities and chain of 

command and manage ESF 2 field personnel. 

m. Facilitate access, security, and fuel for essential service 

providers and equipment. 

n. Ensure DEC Branch activities are updated in the IAP. 

Disaster Emergency Communications Branch Director 

(DEBD). The DEBD reports to the OSC and is responsible 

for enabling command and control, assisting offices of 
March 2009

OPERATIONS 5-26 SECTION 

TAGS reports to the DEBD and is responsible for developing 

operability and interoperability strategies to ensure 

responders from all levels of government and the private 

sector can communicate effectively in response to an 

incident. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Identify needs for all incident facilities, including the JFO, 

Disaster Recovery Centers (DRC), Public Assistance 

Offices, Temporary Housing Facilities, IOF, staging 

areas, base camps, and mobilization centers. 

d. Develop plans for effective use of communications 

resources. 

e. Install and tests communications equipment. 

f. Additional duties can be found in the Tactical 

Communications Group Supervisor Position Task Book. 

Communications Interoperability Task Force Leader 

(CITL). The CITL reports to the TCGS and is responsible for 

developing, deploying, and maintaining wireless tactical 

communications systems. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Provide interoperability between systems and users 

which require it. 

d. Additional duties can be found in the Communications 

Interoperability Task Force Unit task book. 

Communications Operations and Coordination Task 

Force Leader (CCTL). The CCTL reports to the TCGS and 

is responsible for identifying, coordinating, and provisioning 

communications requirements. Primary duties include the 

following: 

Tactical Communications Group Supervisor (TAGS). The 
March 2009

OPERATIONS 5-27 SECTION 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Receive, validate, prioritize, track, and assign field 

requests for communications services. 

d. Maintain operational awareness of all available federal 

resources and capabilities. 

e. Additional duties can be found in the Communications 

Operations and Coordination Task Force Leader task 

book.

Wireless Communications Task Force Leader (WCTL).

The WCTL reports to the TCGL and is responsible for 

managing spectrum use. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Manage the electromagnetic spectrum, including 

frequency management. 

d. Process requests for frequency assignments. 

e. Grant Special Temporary Authority. 

f. Resolve frequency use conflicts. 

g. Additional duties can be found in the Wireless

Communications Task Force Leader Handbook. 

Communications Restoration Group Supervisor (CMGS).

The CMGS reports to the DEBC and is responsible for 

coordinating with OFAs and private industry to assist with 

restoring communications infrastructure. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Develop a comprehensive understanding of the affected 

communications infrastructure and designing a strategy 
March 2009

OPERATIONS 5-28 SECTION 

to guide restoration. 

d. Assess the impact and vulnerabilities of various 

communications systems in use, identify priorities, and 

recommend actions. 

Additional duties can be found in the Communications 

Restoration Group Supervisor task book. 

Cellular Task Force Leader (CLTL). The CLTL reports to 

the CMGS and is responsible for determining the impact to 

the cellular network, its vulnerabilities, interdependencies, 

and current capabilities. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Interface with various carriers in the affected area. 

d. Coordinate requirements with state and local ESF 2 

representatives and communications officers and 

agencies.

Additional duties can be found in the Cellular Task Force 

Leader task book. 

Wireline and IP Task Force Leader (WITL). The WITL 

reports to the CMGS and is responsible for determining the 

impact to the wireline and assessing the IP infrastructure, 

network vulnerabilities, and current capabilities. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Interface with the carriers in the affected area. 

d. Coordinate requirements with state and local ESF 2 

representatives and communications officers and 

agencies.
March 2009

OPERATIONS 5-29 SECTION 

e. Determine the alert and public messaging methodology 

used by the municipalities. 

Additional duties can be found in the Wireline and IP Task 

Force Leader task book. 

Commercial Satellite Task Force Leader (CSTL). The 

CSTL reports to the CMGS and is responsible for 

determining the availability of satellite services in the affected 

area as well as understanding the impact and vulnerabilities 

of the commercial satellite infrastructure. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Interface with the commercial satellite providers in 

the affected area. 

d. Coordinate requirements with state and local ESF 2 

representatives, communications officers, and 

agencies to determine if satellite solutions are a 

possibility. 

Additional duties can be found in the Commercial Satellite 

Task Force Leader task book. 

Cable and Broadcast Task Force Leader (CBTL). The 

CBTL reports to the CMGS and is responsible for 

determining the impact to the cable and broadcast 

infrastructure, including radio, television, and cable services. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Interface directly with the local cable and broadcast 

industry in the affected area. 

d. Determine the impact, vulnerabilities, and current 

capabilities of these systems. 

Additional duties can be found in the Cable and Broadcast 

Task Force Leader task book. 
March 2009

Individual Assistance Branch

OPERATIONS 5-30 SECTION 
March 2009

OPERATIONS 5-31 SECTION 

Individual Assistance Branch Director (IABD). The IABD 

reports to the OSC and is responsible for the implementation 

and management of the IA program for the delivery of FEMA 

programs to individuals and families that have been affected 

by disasters. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Ensure that IA is adequately staffed and equipped. 

d. Provide IA input to the development of incident 

objectives if requested. 

e. Participate in the incident action planning process. 

f. Assist the OSC in determining appropriate PA 

organizational structure (e.g., divisions, groups, etc.) 

on the basis of the complexity of the incident, 

current objectives, and span of control. 

g. Develop and implement IA tactics to meet incident 

strategies and objectives. 

h. Manage IA implementation for compliance with 

Stafford Act requirements, regulations, and standard 

operating procedures. 

i. Assign Environment Management for Multi-User 

Information Environments (EMMIE) Access Control 

System (NACS) rights and authorize computers and 

cellular phones as staff arrives on site. 

j. Coordinate DRC locations and staffing levels with 

state counterpart and Operations. 

k. Review initial allocation of the Individuals and 

Households Program (IHP) funds and make 

adjustments, if needed. 

l. Review EMMIE set up in coordination with National 

Processing Service Centers (NPSC). 

m. Submit referral phone numbers and disaster 

specifics to NPSC. 
March 2009

OPERATIONS 5-32 SECTION 

n. Coordinate all contractor pre-briefings with state and 

key IA management staff. 

o. Share new policies, guidance, referrals, and other 

pertinent information with all IA staff in a timely 

manner.

p. Participate in Voluntary Agency meetings and 

workshops, etc. 

q. Coordinate with NPSC and Comptroller to ensure 

timely IHP startup. 

r. Prepare and present IA status reports as 

appropriate. 

s. Participate in public meetings as required. 

t. Review and approve all IA-related press releases, 

flyers, and brochures before their release. 

u. Provide a healthy and safe workplace for all IA staff. 

v. Ensure that staff is provided with performance 

appraisals and return accountable property before 

release.

w. Close the IA Branch and transition all remaining 

activities to the Regional Office. 

x. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Information Management Group Supervisor (IMGS). The 

IMGS reports to the IABD and manages the IA information 

management function to provide effective information 

management, collection, and coordination to support the IA 

disaster mission. Primary duties include those identified in 

the Group Supervisor (GRPS) and the following: 

a. Supervise assigned personnel. 

b. Manage IA reports and planning resources. 

c. Solicit, compile, and prepare IA program input (ICS 

Form 215) for the IABD’s participation in the incident 

action planning process. 

d. Provide guidance and mentoring to the Information 

Management staff. 

e. Oversee IA daily reports and planning products. 
March 2009

OPERATIONS 5-33 SECTION 

f. Manage implementation of all IA reports, planning, 

training, and liaison functions. 

g. Establish an information collection strategy in 

support of IA reports, IA planning, and IA training 

areas.

h. Monitor all IA reports and planning products for 

accuracy before distribution. 

i. Maintain situational awareness for the IA Operation. 

Planning Crew Leader (PLCL). The PLCL reports to the 

IMGS and coordinates and supervises personnel assigned to 

achieve identified objectives in support of the IA information 

management planning function. Primary duties include those 

identified in the Crew Leader (CRLD) and the following:

a. Provide leadership to the IA Planning Crew. 

b. Coordinate planning information. 

c. Ensure collection of information for updating the IAP 

is completed in a timely and accurate manner. 

d. Coordinate, schedule, and support IA planning 

meetings.

e. Oversee production of planning products. 

f. Review call-down list for all IA sections for accuracy 

and completeness. 

g. Review and validate all IA information for transition, 

demobilization, and close. 

h. Review all required updates for Contingency Plans. 

Reports Crew Leader (RPCL). The RPCL reports to the 

IMGS and coordinates and supervises personnel assigned to 

achieve identified objectives in support of the IA’s information 

management report function. Primary duties include those 

identified in the Crew Leader (CRLD) and the following: 

a. Ensure implementation of the IA report function. 

b. Provide guidance and mentoring to the Report’s 

crew members. 
March 2009

OPERATIONS 5-34 SECTION 

c. Establish an information flow between the IA 

Branch, other sections, and the NPSC. 

d. Oversee creation and distribution of daily reports. 

e. Ensure all IA reports are prepared for distribution in 

a timely and consistent manner. 

f. Review and approve reports before distribution. 

g. Ensure creation and maintenance of IA Disaster 

files.

h. Ensure that a hard copy of each report is 

maintained in the IA Disaster Files-Reports. 

Housing Group Supervisor (HUGS). The HUGS reports to 

the IABD and manages the IA housing program to deliver 

housing disaster aid in the form of lodging expense 

reimbursement, emergency repair assistance, and temporary 

housing assistance to individuals and families that have been 

affected by disasters. Primary duties include those identified 

in the Group Supervisor (GRPS) and the following: 

a. Gather and review disaster-related information to 

assess the need for housing assistance. 

b. Implement Stafford Act Financial Housing programs. 

c. Provide detailed briefings, clear direction, and 

guidance to maximize productivity, and accomplish 

housing objectives. 

d. Provide Housing Group input to the incident action 

planning process. 

e. Coordinate with assigned DIVSs when working in 

their division. 

f. Ensure that staff has the equipment needed to 

perform their duties such as computers, phones, 

etc.

g. Assign EMMIE Access Control System rights as 

needed. 

h. Meet on a scheduled basis with assigned Crew 

Leaders to discuss program status, work progress, 

staffing needs, etc. 

i. Collect, maintain, and report required information. 
March 2009

OPERATIONS 5-35 SECTION 

j. Maintain communications with the SBA, state, 

ESFs, and other IA staff to avoid lapses or 

duplication of assistance and to identify trends and 

emerging issues. 

k. Oversee interaction with other IA Group Supervisors 

for identification and referral of applicants with 

special needs to appropriate sources of assistance. 

l. Coordinate regularly with the Comptroller to ensure 

that adequate Housing Assistance funds are 

available in the appropriate fund codes for Financial 

and Direct Assistance. 

Applicant Services Task Force Leader (APTL). The APTL 

reports to the HUGS and coordinates and supervises crew 

members to achieve identified objectives in support of the 

IA’s housing function. Primary duties include those identified 

in the TFLD and the following: 

a. Respond to individual case inquiries and provide 

information on IA programs. 

b. Provide information about IA programs to internal 

and external partners. 

c. Review IA cases, identify trends, prepare reports, 

and report results to HUGS. 

d. Supervise the program-specific call-downs to 

applicants and report results to the HUGS. 

e. Coordinate with assigned DIVSs when working in 

their division. 

f. Identify areas requiring housing resources. 

g. Ensure housing resources are recorded in the 

database. 

h. Monitor the provision of Preliminary Placement 

Interview (PPI) support to the Direct Housing 

mission, if implemented. 

i. Monitor the provision of lease-in support to the 

Direct Housing mission, if implemented. 

j. Monitor the provision of recertification support to the 

Direct Assistance mission, if implemented. 

k. Provide support to applicant services in DRCs. 

 
March 2009

OPERATIONS 5-36 SECTION 

Financial Housing Task Force Leader (FHTL). The FHTL 

reports to the HUGS and coordinates and supervises crew 

members to achieve identified objectives in support of the 

IA’s financial housing function. Primary duties include those 

identified in the TFLD and the following: 

a. Gather and review disaster-related information. 

b. Implement Stafford Act Financial Housing programs. 

c. Perform ongoing operations for Financial Housing 

Assistance.

d. Manage financial housing resources. 

e. Coordinate with assigned DIVSs when working in 

their division. 

f. Monitor program activities that are consistent with 

overall incident objectives. 

g. Coordinate information between the Applicant 

Services Crew Leader, Direct Housing Crew 

Leader, DRC Support Crew Leader, Special Needs 

Crew Leader, and Other Needs Assistance (ONA) 

Crew Leader. 

h. Provide clear direction, assignments, and guidance 

to effectively structure and organize work activities, 

maximize productivity, and fulfill the financial 

housing objectives. 

i. Provide financial housing information to Planning as 

requested.

Direct Housing Task Force Leader (DHTL). The DHTL 

reports to the HUGS and manages, coordinates, and 

supervises crew members to achieve identified objectives in 

support of the IA’s direct housing function. Primary duties 

include those identified in the TFLD and the following: 

a. Gather and review disaster-related information, 

such as Situation Report and Preliminary Damage 

Assessment (PDA) numbers to help determine 

need.
March 2009

OPERATIONS 5-37 SECTION 

b. Coordinate with Logistics to determine timelines for 

logistics tasks and monitor progress against 

timelines.

c. Determine funding requirements (procurement, 

installation, maintenance, pad leases, etc.) for the 

Direct Assistance mission. 

d. Coordinate with assigned DIVSs when working in 

their division. 

e. Coordinate with external and internal partners to 

implement the Direct Assistance mission. 

f. Coordinate with the Contracting Officer's Technical 

Representative (COTR). 

g. Provide leadership to the direct housing crew to 

complete the task in a complete, timely and safe 

manner.

h. Ensure environmental planning, historic 

preservation, and floodplain management reviews 

are performed before the preparation of sites for the 

placement of disaster housing units. 

i. Transition the Direct Assistance mission to the 

Regional Office, including all pertinent files and 

records.

Disaster Recovery Center Group Supervisor (DRGS). The 

DRGS reports to the IABD and manages the IA DRC 

program to deliver readily accessible facilities where 

individuals and business owners may visit for disaster 

assistance. Primary duties include those identified in the 

Group Supervisor (GRPS) and the following: 

a. Working with the state, identify the need for DRCs 

and potential locations. 

b. Evaluate potential sites and determine logistical 

requirements.

c. Determine DRC staff requirements. 

d. Plan and convene DRC staff training. 

e. Announce DRC locations and dates. 

f. Provide input to incident action planning as needed. 
March 2009

OPERATIONS 5-38 SECTION 

g. Coordinate DRC daily operations. 

h. Coordinate with assigned DIVSs when working in 

their division. 

i. Compile daily DRC activity reports and maintain 

files.

j. Provide DRC Group input to the incident action 

planning process. 

k. Prepare for DRC closures. 

l. Perform post-DRC activities. 

Disaster Recovery Center Task Force Leader (DRTL). The 

DRTL reports to the DRGS and manages, coordinates, and 

supervises DRC Managers to achieve identified objectives in 

support of the IA’s DRC function. Primary duties include 

those identified in the TFLD and the following: 

a. Gather disaster specific information. 

b. Identify, evaluate, and recommend DRC locations. 

c. Provide leadership to the DRC Managers to meet 

the assigned task in a timely, complete, and safe 

manner.

d. Communicate DRC staffing needs to the supervisor. 

e. Coordinate with assigned DIVSs when working in 

their division. 

f. Identify logistical, IT, safety, and security needs for 

DRCs.

g. Ensure that all DRCs are inspected and signed off 

by the Safety Officer. 

h. Establish reports for all DRC activities. 

i. Coordinate the closing of all DRCs. 

Disaster Recovery Center Manager (DRCM). The DRCM 

reports to the DRTF but may report directly to a DRGS. The 

DRCM manages the DRC operation to achieve identified 

incident objectives. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 
March 2009

OPERATIONS 5-39 SECTION 

c. Coordinate DRC set-up and logistics. 

d. In conjunction with the state DRC Manager, set up 

and open the DRC. 

e. Supervise and mentor staff. 

f. Establish and maintain regular communication with 

the DRTL or DRGS. 

g. Manage daily activities in a DRC. 

h. Provide input to DRC demobilization planning. 

i. Close out and demobilize the DRC. 

Voluntary Agency Liaison Group Supervisor (VAGS). The 

VAGS reports to the DRGS and is responsible for managing 

and providing leadership in support of the IA Voluntary 

Agency Liaison (VAL) program. The VAGS coordinates 

between the IMAT and the voluntary agencies and 

community organizations involved in disaster response and 

recovery efforts. Primary duties include those identified in the 

GRPS and the following: 

a. Gather and review disaster-related information. 

b. Provides VAL Group input to the incident action 

planning process. 

c. Implement the VAL program. 

d. Establish and maintain strategic partnerships. 

e. Provide technical assistance to the IMAT for 

voluntary agency activities. 

f. Provide input to incident action planning as needed. 

g. Serve as a consultant for the establishment of LongTerm Individual Recovery Efforts. 

h. Coordinate activities with the state Voluntary 

Agency Liaison Representative to assure long-term 

recovery. 

i. Coordinate with assigned DIVSs when working in 

their division. 

j. Encourage collaboration among voluntary agencies, 

including the formation of Long-Term Recovery 

Committees.

k. Provide leadership to the VAL Task Force to ensure 

incident objectives are met. 
March 2009

OPERATIONS 5-40 SECTION 

Voluntary Agency Specialist (VASP). The VASP reports to 

the VAGS and is responsible for assisting and supporting the 

VAGS in the implementation and management of the 

Voluntary Agency Liaison program. Primary duties include 

the following: 

a. Gather, analyze, and review disaster-related 

information.

b. Establish and maintain good working relationships 

with voluntary agencies and state counterparts. 

c. Provide technical assistance and support to 

voluntary agencies. 

d. Assist with providing voluntary, faith-based, and 

community organizations with information on FEMA 

disaster programs. 

e. Coordinate with housing and mass care 

counterparts to ensure that applicants are 

transitioned from shelters and essential services 

and that donated items are provided in a timely and 

efficient manner. 

f. Coordinate with assigned DIVSs when working in 

their division. 

g. Set up and maintain group records and files in 

accordance with federal law under the direction of 

the VAGS. 

Mass Care Group Supervisor (MCGS). The MCGS reports 

to the IABD and is responsible for managing and providing 

leadership in support of mass care and to provide 

coordination and information support to meet the mass care 

needs of disaster victims. Primary duties include those 

identified in the GRPS and the following: 

a. Gather and review disaster-related information and 

implement a mass care and emergency assistance 

structure.

b. Analyze information to support mass care. 

c. Establish and maintain partnerships. 
March 2009

OPERATIONS 5-41 SECTION 

d. Perform administrative and logistical activities. 

e. Provide Mass Care Group input to the incident 

action planning process. 

f. Coordinate with Housing and Human Services 

Group Supervisors to transition applicants into 

suitable dwelling units as soon as possible. 

g. Coordinate with assigned DIVSs when working in 

their division. 

h. Identify families with special needs for consideration 

of further assistance (e.g., medical care, special 

needs shelters, disabled-access housing units). 

i. Provide guidance to and mentor staff. 

j. Serve as the subject matter expert on mass care 

and emergency assistance. 

k. Provide technical assistance to state, tribal, and 

local officials for mass care and emergency 

assistance activities, as requested. 

TAC Management Group Supervisor (TCGS). The TCGS 

reports to the IABD and is responsible for managing and 

providing leadership to the Technical Assistance Contractor 

(TAC) monitoring program. Primary duties include those 

identified in the GRPS and the following: 

a. Gather and review disaster-related information. 

b. Analyze information to support IA and TAC 

activities.

c. Provide the IA-TAC Group input to the incident 

action planning process. 

d. Coordinate with assigned DIVSs when working in 

their division. 

e. Participate in the task order development and 

proposal process. 

f. Provide guidance to and mentor staff. 

g. Monitor IA and TAC field activities.

h. Ensure that all IA and TACs comply with FEMA 

Occupational Safety and Health requirements, 

including proper incident recording and reporting to 

the agency. 
March 2009

OPERATIONS 5-42 SECTION 

i. Ensure that the IA-TACs provide proper personal 

protective equipment (PPE) to the contact 

employees in accordance with the FEMA 

Occupational Safety and Industrial Hygiene 

Program and Job Hazard Analysis Program, 

identifying the PPE for each task 

j. Serve as subject matter expert on IA-TAC. 

Human Services Group Supervisor (HSGS). The HSGS 

reports to the IABD and is responsible for managing and 

providing leadership in support of the IA Human Services 

program. Primary duties include those identified in the GRPS 

and the following: 

a. Establish the HS Group staffing plan with approval 

from the IABD and oversee that the staff is properly 

deployed, as needed. 

b. Review and take appropriate action on information 

provided by other IA Groups to identify issues 

related to ONA, CC, DUA, and DLS.

c. Coordinate with assigned DIVSs when working in 

their division. 

d. Coordinate with the DRC Group Supervisor on HS 

staff and information needed in the DRCs. 

e. Provide Human Services Group input to the incident 

action planning process. 

f. Implement ONA. 

g. Establish and maintain coordination with field 

elements and the state Emergency Operations 

Center counterpart concerning human services for 

the emergency activity. 

h. Confirm that the IABD, Operations, and FCO are 

made aware of emerging issues that may escalate 

and require their intervention. 

i. Determine type and scope of special needs 

populations via census, media, PDA, and other. 

j. Ensure programs are implemented as soon as 

practical and meet required deadlines. 
March 2009

OPERATIONS 5-43 SECTION 

k. Provide input to planning for site representatives 

and action plans. 

l. Supervise assigned personnel. 

m. Oversee reports and file management activities. 

Other Needs Assistance Task Force Leader (ONTL). The 

ONTL reports to the HSGS and is responsible for managing 

and providing leadership in support of the IA ONA program to 

provide financial assistance to individuals and households 

with disaster-related expenses and serious needs. Primary 

duties include those identified in the TFLD and the following: 

a. Discuss the state’s requirements for the disaster 

with the HSGS and obtain and review a copy of the 

Pre-Planning document or the State Administrative 

Plan (SAP). 

b. Collect, review, and update the state ONA disaster 

set-up information. 

c. Obtain a copy of the Federal/State Agency Referral 

list and validate referral phone numbers. 

d. Notify the state of any regulation, policy, and 

procedure changes. 

e. Confirm that the State ONA Helpline number is set 

up and provided to DRC, FEMA Helpline, and 

External Affairs staff, if applicable. 

f. Brief staff members on relevant parts of the IAP and 

information received from meetings. 

g. Manage ONA program funding. 

h. Evaluate ONA staffing requirements. 

i. Provide leadership to ONA crew to complete 

assigned tasks in a timely, complete, and safe 

manner. 

j. Coordinate with assigned DIVSs when working in 

their division. 

k. Manage reporting and documentation procedures. 
March 2009

OPERATIONS 5-44 SECTION 

Special Needs Task Force Leader (SNTL). The SNTL 

reports to the HSGS and is responsible for managing and 

providing leadership in support of the IA Special Needs 

program to ensure that all individuals have access to disaster 

assistance. Primary duties include those identified in the 

TFLD and the following: 

a. Serve as subject matter expert on Special Needs. 

b. Analyze information to support the Special Needs 

program. 

c. Provide guidance to state and local officials on the 

Special Needs program. 

d. Administer the operation of the Special Needs Unit 

to ensure delivery of disaster assistance to eligible 

special needs applicants (i.e., seniors and people 

with disabilities). 

e. Monitor special needs demographic data to ensure 

effective service delivery, awareness of trends, and 

prompt identification of any new special needs 

groups.

f. Coordinate with assigned DIVSs when working in 

their division. 

g. Use the special needs database or spreadsheet to 

track special needs applicants, issues, referrals, and 

resolutions.

h. Brief staff members on relevant parts of the IAP and 

information received from meetings. 

i. Provide leadership to the special needs crew. 

j. Provide ongoing special needs training and 

mentoring opportunities. 
March 2009

Infrastructure Branch

OPERATIONS 5-45 SECTION 
March 2009

OPERATIONS 5-46 SECTION 

program to deliver disaster aid to repair, replace, or 

supplement parts of a community's infrastructure. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Ensure that the branch is adequately staffed and 

equipped. 

d. Assist the OSC in determining appropriate PA 

organizational structure (e.g., divisions, groups) on the 

basis of the complexity of the incident, current 

objectives, and span of control. 

e. Provide Infrastructure input to the development of 

incident objectives, if requested. 

f. Develop and implement tactics to meet incident 

strategies and objectives relating to infrastructure. 

g. Participate in the incident action planning process. 

h. Ensure the development of the PA plan and timelines, 

including milestones that meet established standards. 

i. Manage the PA program implementation for compliance 

with Stafford Act requirements, regulations, and 

standard operating procedures. 

j. Request and assign EMMIE Access Control System 

(NACS) rights. 

k. Estimate, request, and manage allocation of funds for 

human resources (personnel) and project worksheets. 

l. Identify cross-programmatic issues and facilitate 

coordinated problem solving among program areas. 

m. Maintain communication with ESFs, OFAs, and the state 

working within the branch. 

n. Share new policies, guidance, referrals, and other 

pertinent information with all Infrastructure staff in a 

timely manner. 

o. Prepare and present PA status reports as appropriate. 

p. Participate in public meetings as required. 

q. Review and approve all PA-related press releases, 

flyers, and brochures before their release. 

r. Document in writing all significant decisions and facts 

relative to your activities on the incident. 

Infrastructure Branch Director (IFBD). The IFBD reports to 

the OSC and is responsible for providing technical and repair 

assistance for essential facilities and provide interim 

supplementary financial assistance to public entities. 

Implements and administers the Public Assistance (PA) 
March 2009

OPERATIONS 5-47 SECTION 

Public Assistance Group Supervisor (PAGS). The PAGS 

reports to the OSC unless there is an intervening Branch 

Director position established. The PAGS is a qualified 

program Public Assistance Officer (PAO) and is responsible 

for the implementation and management of the PA program 

to deliver disaster aid to repair, replace, or supplement parts 

of a community's infrastructure. The primary duties include 

those identified in the DIVS/GRPS and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain and assess PA information to develop a common 

operational picture. 

d. Ensure PA activities are consistent with overall incident 

objectives. 

e. Ensure that the PA Program is operating in compliance 

with all laws, regulations, and policies. 

f. Participate in the incident action planning process. 

g. Provide clear direction, assignments, and guidance to 

effectively structure and organize work activities, 

maximize productivity, fulfill the incident objectives, and 

meet production expectations of the PA Program. 

h. Coordinate with assigned Division Supervisor (DIVS) 

when working in their division. 

i. Identify cross-programmatic issues and facilitate 

coordinated problem solving among program areas. 

j. Resolve conflicting PA priorities. 

k. Coordinate policy issues with the OSC before 

communicating with HQ program policymakers. 

l. Provide technical advice to state partners. 

m. Ensure sufficient funding is available. 

n. Approve the debris monitoring plan if applicable. 

o. Manage TAC task orders. 

p. Manage PA-related mission assignments. 

q. Monitor and ensure special considerations compliance in 

accordance with the PA Program Management Plan.
March 2009

OPERATIONS 5-48 SECTION

r. Ensure that all PA TACs comply with FEMA

occupational safety and health requirements, including

proper incident recording and reporting to the agency.

s. Ensure that the PA-TACs provide proper PPE to the

contact employees in accordance with the FEMA

Occupational Safety and Industrial Hygiene Program

and Job Hazard Analysis Program, identifying PPE for

each task.

PAC Task Force Leader (PATL). A PATL reports to the

PAGS or a DIVS and is a Public Assistance Coordinator

(PAC) that supervises PA Project Specialists (PA Project

Officer) or Public Assistance Crew Leaders (PACL). Primary

duties include those identified in the TFLD and the following:

a. Assess workload and request the appropriate numbers

and types of resources (e.g., personnel, supplies,

equipment, space, computer systems access) for task

force requirements.

b. Inform task force personnel on eligibility, process, and

disaster-specific guidance.

c. Provide clear direction, assignments, and guidance to

effectively structure and organize work activities,

maximize productivity, complete the IAP assigned tasks,

and meet production expectations of the PA Program.

d. Coordinate with assigned DIVSs when working in their

division.

e. Establish customer service and production goals and

expectations of the Project Officers or PAC Crews.

f. Manage special projects as assigned.

g. Ensure special considerations compliance during the

Project Worksheet (PW) process in accordance with the

PA Program Management Plan.

h. Prepare briefing materials for stakeholders.

i. Assess workload and request the appropriate numbers

and types of resources (e.g., personnel, supplies,

equipment, space, computer systems access).

j. Brief and assign PAC Crews in accordance with the IAP.
March 2009

OPERATIONS 5-49 SECTION 

Public Assistance Crew Leader (PACL). A PACL is a 

qualified PAC that supervises PA Project Specialists (PASP) 

or PA Squad Leaders (PASL). The PACL is a customer 

service manager who works with the applicant to resolve 

disaster-related needs and ensure the applicant’s projects 

are processed as efficiently and expeditiously as possible. 

The PAC ensures continuity of service throughout the 

delivery of the PA Program. The PACL’s primary duties 

include those identified in the Crew Leader (CRLD) and the 

following: 

a. Provide assigned personnel clear direction, assignment, 

and guidance to effectively complete the IAP assigned 

tasks and meet production expectations. 

b. Coordinate with assigned DIVSs when working in their 

division. 

c. Meet with the applicant to discuss the program and its 

application to the applicant’s specific needs. 

d. Work with the applicant to develop projects. 

e. Obtain the appropriate technical assistance for the 

applicants as needed. 

f. Ensure that projects comply with all applicable laws, 

regulations, and policies. 

g. Ensure that any special considerations associated with a 

project are identified, reviewed, and adequately 

addressed. 

h. Ensure PWs are completed within the regulatory time 

frame and document results in the Case Management 

File (CMF).

i. Maintain the CMF. 

j. Coordinate with appropriate personnel as necessary to 

resolve problems. 

k. Make effective use of resources by getting assigned 

personnel and equipment to and from assignments in a 

timely and orderly manner. 
March 2009

OPERATIONS 5-50 SECTION

Public Assistance Squad Leader (PASL). A PASL is a

qualified Project Officer (PA Project Specialist [PASP]) and a

working leader of PASPs and/or other technical specialists.

Primary duties include those identified in the Squad Leader

(SQLD) and the PASP.

Public Assistance Project Specialist (PASP). A PASP

reports to a PASL or a PACL and is a qualified Project

Officer. Typically, Project Officers are resources for the

applicant and responsible for assisting them with the

development of projects and cost estimates. A PASP is

knowledgeable of the PA Program and develops PWs. The

PASP often works with technical specialists who have a

defined area of expertise, such as roads, bridges, debris

removal and disposal, environmental and historic

compliance, insurance, and cost estimating in the

development of specific projects. Primary duties include the

following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain a briefing from the supervisor.

c. Plan completion of projects in accordance with

established priorities.

d. Provide customer service and technical assistance to

each applicant in the development of PWs.

e. Inspect damage and develop scope of work and cost

estimate for assigned projects using the best available

information.

f. Coordinate with PA Technical Specialists to ensure that

the necessary reviews for special considerations

(historic, environmental, insurance, etc.) are performed.

g. Write quality PWs that can be obligated without changes

(complete scope of work, damage description, and

accurate cost estimate) and submit in the required

format.

h. Involve the applicant in the preparation and writing of

PWs.
March 2009

OPERATIONS 5-51 SECTION 

i. Coordinate with the applicant’s technical staff, 

consultants, and others as required by the applicant and 

project.

j. Document issues and decisions made with the applicant 

and submit for inclusion in the CMF. 

k. Plan, discuss, and request all necessary documentation 

for each PW with the applicant. 

l. Prepare required forms and reports (i.e., PW, Project 

Officer Status Report, etc). 

Debris Task Force Leader (DBTL). A DBTL reports to a 

PAGS or DIVS and is highly skilled and knowledgeable in 

debris operations. The DBTL manages the debris program in 

the field and supervises multiple Debris Monitors and other 

Debris Technical Specialists, which on larger incidents may 

be organized into crews and squads. Primary duties include 

those of the TFLD and the following: 

a. Estimate debris and scope of work necessary to 

complete the debris management plan. 

b. Assist the applicant with the Debris Management Plan 

(i.e., collection, removal, reduction, disposal, and 

contracting).

c. Develop and implement a debris monitoring plan. 

d. Ensure training of the applicant’s monitors when 

applicable.

e. Review contracts for Part 13 compliance and 

reasonableness of cost. 

f. Compile and submit reports on debris operations to the 

PAGS.

g. Coordinate with assigned DIVSs when working in their 

division. 

h. Coordinate with local procurement agencies to establish 

a contracted work force capable of expeditiously 

removing the debris. 

i. Consult with environmental and historic preservation 

specialists as needed to ensure that legal requirements 

are met. 
March 2009

OPERATIONS 5-52 SECTION 

j. Ensure that a debris staff representative attends all 

briefings to resolve any coordination problems between 

state and federal debris removal efforts and local debris 

removal and disposal efforts. 

k. Coordinate with the appropriate law enforcement 

authorities to develop a Traffic Control Plan and ensure 

that traffic control measures expedite debris removal 

activities.

l. Establish and maintain direct coordination with all 

appropriate officials and their staffs on priorities and 

areas of responsibility. 

Technical Support Task Force Leader (TSTL). The TSTL 

reports to the PAGS and supervises the Technical 

Specialists and crews such as Quality Assurance and 

Special Considerations. Primary duties are those identified in 

the TFLD. 

Administration Task Force Leader (ADTL). The ADTL 

reports to the PAGS and manages the PA administrative 

functions—such as data processing (EMMIE), planning, 

training, and ordering—and supervises assigned personnel. 

Primary duties are those identified in the TFLD. 

Data Processing Manager (DPMG). A DPMG reports to the 

ADTL, manages the PA incident data processing program, 

and supervises Data Processing Specialists. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Use computer software and programs required to 

support task performance. 

d. Produce reports using established formats and 

appropriate forms. 

e. Manage information entered into the EMMIE, information 

in databases (i.e., cost, Federal information Processing 
March 2009

OPERATIONS 5-53 SECTION 

Codes, specialists’ numbers), and maintain all hardcopy 

files.

f. Ensure uniform and consistent data entry as specified in 

the EMMIE user manual.

g. Establish assignments and reviewer rights in EMMIE. 

h. Plan, set up, and maintain data processing and filing 

procedures.

i. Create and process packages for obligation in EMMIE. 

j. Establish and maintain a log of PW routing. 

k. Generate PA remedy tickets in EMMIE. 

l. Ensure the processing and distribution of PA reports 

(e.g., financial reports and data warehouse). 

m. Coordinate between special considerations and the 

PACL on review queue activities. 

n. Arrange for ongoing training for assigned personnel. 

o. Conduct orientation sessions and arrange on-the-job 

training for new hires. 

p. Send hardcopy files to the region at the closure of the 

JFO.

Other Public Assistance Positions 

Quality Assurance Crew Leader (QACL) 

Special Considerations Crew Leader (SCCL) 

Administrative Specialist (ADSP) 

Data Processing Specialist (DPSP) 

Debris Technical Specialist (DBSP) 

 Debris Monitor Specialist (DMSP) 

 PA Insurance Specialist (PISP) 

 PA Ordering Specialist (POSP) 

 PA Training Specialist (PATS) 
March 2009

Hazard Mitigation Branch

Hazard Mitigation Branch Director (HMBD). The HMBD

reports to the OSC and is responsible for managing,

coordinating, and implementing hazard mitigation and flood

insurance statutory requirements; providing leadership to

support effective planning and rebuilding strategies and

actions; and providing information and resources to

communities and the public to reduce or eliminate their risks

from future natural hazards and their effects. Primary duties

include those identified in the OPBD and the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain an initial briefing from the supervisor.

c. Ensure that the branch is adequately staffed and

equipped.

OPERATIONS 5-54 SECTION
March 2009

OPERATIONS 5-55 SECTION 

d. Assist the OSC in determining the appropriate hazard 

mitigation organizational structure (e.g., divisions, 

groups) on the basis of the complexity of the incident, 

current objectives, and span of control. 

e. Provide hazard mitigation input to the development of 

incident objectives. 

f. Develop and implement tactics to meet incident 

objectives relating to hazard mitigation. 

g. Participate in the incident action planning process. 

h. Ensure that the recovery process serves to reduce 

vulnerability to future disasters. 

i. Serve as the Point of Contact for the FCO, the SCO, 

other government entities, and the private sector to 

ensure hazard mitigation is included in the delivery of 

assistance to communities and individuals. 

j. Coordinate inter- and intra-agency hazard mitigation 

actions.

k. Advise the OPS Chief on hazard mitigation resources, 

opportunities, and programs. 

l. Disseminate and coordinate hazard mitigation 

information and data to other programs in the JFO. 

m. Establish liaison with regional mitigation in the FEMA 

Regional Office, FEMA HQ Mitigation staff, other FEMA 

recovery programs (PA and IA), representatives of 

external affairs functions, and appropriate ESFs. 

n. Establish and maintain close coordination with the SCO 

or the state-designated Hazard Mitigation Coordinator. 

o. In conjunction with the state, ensure development of a 

Hazard Mitigation Strategy, which outlines major hazard 

mitigation goals, objectives, priorities, and potential 

hazard mitigation projects. 

p. Ensure FCO and state hazard mitigation goals are met. 

q. Represent FEMA on interagency committees and teams 

convened to analyze disaster-specific technical or 

scientific data. 

r. Manage FEMA Hazard Mitigation Branch disaster 

operations staff. 

s. Ensure that Hazard Mitigation Branch staff is informed of 

and receives required and other necessary training. 
March 2009

OPERATIONS 5-56 SECTION 

t. Ensure the development and implementation of a Data 

Management Plan that describes who is responsible for 

data management, what data is collected, how the data 

is managed, and where it is stored. 

u. Facilitate use of global information systems (GIS) 

applications throughout the Hazard Mitigation Branch 

and in coordination with the Planning Section. 

v. Provide oversight of hazard mitigation contracts and 

coordinate contract management within the 

Hazard Mitigation Branch and with Regional Mitigation 

Division and HQ Mitigation Directorate. 

w. Participate in PDA. 

x. Coordinate with the state to initiate the development of 

the hazard mitigation strategy. 

y. Implement the hazards and performance analysis (HPA) 

function to respond to requests for immediate hazard 

mitigation technical assistance. 

z. Implement the HPA function and coordinate Mitigation 

Assessment Team activities, the Hazard Mitigation 

Technical Assistance Program, and Mission Assignment 

and/or TARC requests. 

aa. Implement the hazard mitigation planning function to 

determine the status of state and local governments’ 

hazard mitigation plans. 

bb. Implement the floodplain management function to initiate 

a substantial damage assessment process. 

cc. Implement the floodplain management function to 

conduct flood zone determinations for JFO partners. 

dd. Provide the state with resources and technical 

assistance for managing the hazard mitigation recovery 

operation. 

ee. Implement the insurance function to address National 

Flood Insurance Program (NFIP) issues and problems. 

ff. Implement the community, education, and outreach 

(CEO) function to provide time-sensitive technical advice 

in DRCs and other disaster assistance venues, if 

needed. 
March 2009

OPERATIONS 5-57 SECTION 

gg. Implement the hazard mitigation grants function to 

review the HMGP Administrative Plan and assist with 

updating, if needed. 

The HMBD utilizes the following specialists: 

x HM Administrative Specialist (ADSP) 

x HM PDA Specialists (PRSP) 

x HM RRCC Liaison Specialist (LISP) 

x HM Management Specialist (HMSP) 

x HM Training Specialist (TNSP) 

x HM Data Integration Specialist (DISP) 

x HM ESF Liaison Specialist (ESSP) 

x HM Logistics Support Specialist (LSSP) 

Community Education and Outreach Group Supervisor 

(COGS). The COGS reports to the HMBD and manages the 

Hazard Mitigation CEO program to promote effective hazard 

mitigation through community education, training, and 

coordination with the public and private sectors and through 

the primary HM Advisor Specialists in the DRCs. Primary 

duties include those identified in the GRPS and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Develop a CEO strategy to advise PA and DA applicants 

on hazard mitigation techniques and measures through 

DRCs, other disaster assistance facilities, and special 

events.

d. Manage the CEO Group staff and provide policy and 

dynamic operational guidance to achieve Hazard 

Mitigation Branch objectives. 

e. Provide hazard mitigation outreach materials to 

Command and General Staff.

f. Coordinate with Community Relations, voluntary 

agencies, and the state to develop and implement public 

education strategies to encourage communities to 

become more disaster resistant through hazard 
March 2009

OPERATIONS 5-58 SECTION 

mitigation action in the pre- and post-disaster time 

frames.

g. Plan for and provide trained staff for the hazard 

mitigation element at DRCs and other disaster assistant 

facilities, and special events. 

h. Provide input to incident action planning as needed.

i. Produce, in coordination with External Affairs, 

educational materials, brochures, displays, and fact 

sheets on hazard mitigation topics relevant to the 

disaster.

j. Cultivate, establish and maintain partnerships with 

federal, state, tribal, nongovernmental, private, and 

academic organizations, as appropriate.

k. In cooperation with the state, promote partnerships with 

training of local officials, the construction industry, and 

residential and commercial building owners. 

l. In partnership with External Affairs, identify, document, 

and disseminate best practices, which illustrate reduced 

damage and/or injuries and reduced disaster recovery 

costs associated with hazard mitigation actions 

m. Coordinate with assigned DIVSs when working in their 

division. 

n. Coordinate with External Affairs to implement a public 

information strategy to advance the hazard mitigation 

effort.

o. Disseminate hazard mitigation program information to 

other program areas in the field. 

p. Coordinate and assign staff to prepare debriefing 

materials, including a close-out report providing status of 

ongoing projects and key POCs. 

q. Document in writing all significant decisions and facts 

relative to your activities on the incident. 

DRC Coordination Crew Leader (DCCL). The DCCL 

reports to the COGS and ensures the hazard mitigation and 

insurance messages are accurately disseminated in the 

DRCs. Primary duties include those identified in the CRLD 

and the following: 
March 2009

OPERATIONS 5-59 SECTION 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain initial briefing from the supervisor. 

c. Perform an assessment of educational needs. 

d. Identify the most severely affected communities and 

establish outreach tasking priorities. 

e. Coordinate with assigned supervisors. 

f. Provide trained hazard mitigation staff and disasterspecific rebuilding educational materials for DRCs and 

other disaster assistance venues. 

g. Coordinate with the IA DRC Group Supervisor to 

determine fixed and mobile DRC locations and opening 

and closing schedules. 

h. Conduct site visits to monitor and assess the mitigation 

operation and coordinate with the DRC Manager to 

optimize applicant routing and maximize opportunities 

for interviews with HM Advisor Specialists. 

i. Identify delivery opportunities to market hazard 

mitigation.

j. Identify hazard mitigation best practices and case study 

leads.

k. Ensure completion of daily Hazard Mitigation Advisor 

Specialist Tracking logs or database entries, as 

applicable.

l. Coordinate the deployment of HM DRC Go-kits and 

visual displays concurrent with deployment of Hazard 

Mitigation Advisor Specialists. 

m. Close out files, project descriptions, authorizations, and 

task completion timelines for transfer to the appropriate 

entity. 

The DCCL utilizes the following specialists: 

x HM Advisor Specialist (AVSP) 

x HM Building Trades Specialist (BTSP) 

x HM CEO Specialist (CESP) 
March 2009

OPERATIONS 5-60 SECTION 

Education and Outreach Crew Leader (EOCL). The EOCL 

reports to the COGS and coordinates and supervises staffing 

and operational requirements to support information and 

guidance education and outreach on hazard mitigation 

techniques and measures in public venues, home 

improvement stores, state fairs, and building industry events. 

Primary duties include those identified in the CRLD and the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Provide marketing, planning, and coordination of special 

events.

d. Coordinate and supervise the development and 

implementation of educational activities and special 

events.

e. Supervise the deployment of Hazard Mitigation CEO 

Specialists and/or Hazard Mitigation Advisor Specialists 

to support public outreach activities. 

f. Perform a demographic assessment of internal and 

external educational needs 

g. Ensure Hazard Mitigation CEO Specialists receive 

appropriate training, demographic information, and 

disaster-specific orientation prior to deployment to public 

outreach activities. 

h. Conduct site visits to monitor and assess the CEO 

hazard mitigation public outreach operation. 

i. Coordinate with the HM Product Development Crew 

Leader to supply mitigation materials to the HM CEO 

Specialists HM Advisor Specialists. 

j. Coordinate with HM CEO Publications Team Leader for 

foreign language needs 

k. Coordinate with assigned supervisors. 

l. Maintain case files for critical issues or issues requiring 

management and follow-up. 

m. Close out files, project descriptions, authorizations, and 

task completion timelines for transfer to appropriate 

entity. 
March 2009

OPERATIONS 5-61 SECTION 

The EOCL utilizes the following specialists: 

x HM Advisor (AVSP) 

x HM Building Trades (BTSP) 

x HM CEO (CESP) 

Product Development Crew Leader (PDCL). The PDCL 

reports to the COGS and coordinates and supervises staffing 

and operational requirements to support hazard mitigation 

media production needs. The PDCL also creates and 

delivers presentation photography, video, best practice 

stories, and other types of hazard mitigation promotional 

materials. Primary duties include those identified in the CRLD 

and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Supervise the design, production, and delivery of 

disaster and site-specific, community-based education 

and outreach materials. 

d. Provide adequate technical staff to meet the media 

design needs. 

e. Obtain software and hardware required to meet media 

production needs. 

f. Maintain case files for critical issues or issues requiring 

management and follow-up. 

g. Close out files, project descriptions, authorizations, and 

task completion timelines for transfer to the appropriate 

entity. 

h. Develop a publications list as approved by the FCO–

External Affairs. 

i. Provide technical expertise for the development and 

implementation of CEO publications. 

j. Coordinate ordering of publications for distribution. 

k. Establish publication storage, distribution, and inventory 

control procedures. 

l. Arrange for and coordinate printing of site-produced 

hazard mitigation materials. 

m. Coordinate with HPA, GIS, and Mitigation-HQ GIS for 

maps, signage, presentations, and exhibit requirements. 
March 2009

OPERATIONS 5-62 SECTION 

n. Manage the deployment, replenishment, and repair of 

Hazard Mitigation Go-kits, scale model construction 

displays, and safe room models.

The PDCL utilizes the following specialists: 

x HM Building Trades (BTSP) 

x HM Media Production (MPSP) 

x HM Writer (WRSP) 

The CEO Group also includes the following specialty areas: 

x Building Trades

1. Apply knowledge of all aspects of building 

trades, codes, and standards associated with 

materials, products, and building methods 

recommended in the post-disaster hazard 

mitigation rebuilding process. 

2. Provide technical expertise for the development 

and implementation of CEO building trades 

outreach. 

3. Promote safe building techniques in the postdisaster hazard mitigation rebuilding effort. 

4. Implement education and outreach activities in 

support of hazard mitigation at building supply 

centers, home shows, and fairs. 

5. Ensure daily hazard mitigation building data 

reports are completed, reviewed, and utilized. 

x Best Practices

1. Develop credible stories of mitigation ideas and 

techniques that will reduce adverse impacts 

from natural and manmade disasters. 

2. Obtain signed release and consent forms for all 

involved subjects (e.g., interviewed or 

photographed persons). 
March 2009

OPERATIONS 5-63 SECTION 

Hazards and Performance Analysis Group Supervisor 

(HPGS). The HPGS reports to the HMBD and provides to the 

Hazard Mitigation Branch comprehensive technical analysis, 

engineering design and review, analytical technical reporting, 

and research support of hazard mitigation programs and 

ensures that technical hazard mitigation information is 

available to all local, tribal, state, and federal recovery 

partners. It is the focal point for data collection and analysis 

in support of hazard mitigation initiatives. Primary duties 

include those identified in the GRSP and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Provide hazard identification, verification, and frequency 

for benefit cost analysis, reconstruction guidance, 

insurance determinations, and planning. 

d. Provide analysis of hazards and impacts, such as wind 

analysis, flood, fire, earthquake frequency, flood depth, 

inundation, and velocity studies. 

e. Provide GIS and remote sensing services or expertise. 

f. Conduct risk assessment for vulnerability determinations 

and to target hazard mitigation opportunities. 

g. Conduct damage assessments to identify hazard 

mitigation opportunities and benefit cost analysis data in 

public and private facilities. 

h. Conduct “before and after” studies of mitigated sites to 

evaluate the effectiveness of mitigation actions. 

i. Provide comprehensive services in engineering, 

architecture, earth science, stream geomorphology, 

geotechnical analysis, soils, natural floodplain function, 

and building sciences in support of disaster-resistant 

communities and sustainable redevelopment. Also, 

include interpretation and analysis of building codes, 

GIS, inspection analysis research and design, and 

construction guidance. 

j. Conduct benefit cost analysis to meet HMGP 

requirements and coordinate with other programs 

requiring benefit cost analysis for decisionmaking. 
March 2009

OPERATIONS 5-64 SECTION 

k. Provide project management and financial tracking for 

Hazard Mitigation Branch contracted services and other 

agreements.

l. Coordinate with and assist other Hazard Mitigation 

Branch program elements in offering hazards and 

performance analysis technical assistance. 

m. In coordination with the state, provide technical 

assistance to identify and develop mitigation 

opportunities appropriate for funding by the HMGP. 

n. Disseminate HPA program information to other 

programs in the JFO and assist with technical analyses 

required to address hazard mitigation requirements in 

IA–Temporary Housing, Minimization, and ONA 

programs. 

o. Collect, analyze, and maintain data on losses avoided. 

p. Provide support to PA to identify, develop, and/or review 

PA projects for sound mitigation techniques. 

q. Support development of best practices and case studies. 

r. Provide technical support for disaster-resistant building 

codes and standards. 

s. Provide support to HQ-led MAT building performance 

studies.

Research Crew Leader (RSCL). The RSCL reports to the 

HPGS and conducts loss avoidance studies; provides 

training in and conducts benefit-cost analyses; and assesses 

building code effectiveness, performance of critical facilities, 

and direct and indirect economic disaster impacts. Primary 

duties include those identified in the CRLD and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Conduct economic analysis to assess disaster impacts, 

support long-term recovery efforts, develop losses 

avoided studies, and provide support for or conduct costbenefit analyses. 

d. Perform architectural design and review of projects, 

plans, and contracts and understand failures and 

recommend appropriate solutions. 
March 2009

OPERATIONS 5-65 SECTION 

e. Analyze availability and adequacy of construction 

materials and capability of building contractors in 

disaster-affected areas. 

f. Gather, evaluate, and present engineering analyses of 

disaster-impacted infrastructure and residences. 

g. Provide training in and conduct cost-benefit analyses. 

h. Perform technical and cost reviews of projects, plans, 

and contracts and provide ideas and recommendations. 

i. Evaluate the effectiveness of current building codes and 

follow established procedures to recommend code 

changes.

j. Prepare and present research results to diverse 

audiences on disaster damage assessments, 

construction techniques, and engineering analyses, 

utilizing tools such as GIS, Hazards–United States 

(HAZUS) reports, and economic analyses. 

k. Assess performance of critical facilities (e.g., hospitals, 

fire departments, sewage lift stations) and other public 

buildings to support mitigation and PA. 

l. Evaluate direct and indirect social and economic disaster 

impacts.

m. Perform technical management of HMTAP task orders 

and interagency agreements. 

n. Develop and provide GIS data for the support of 

mitigation activities at all levels (e.g., damage prediction, 

analysis, and assessment). 

o. Utilize HAZUS risk assessment software runs for 

predictive loss estimation. 

p. Survey high-water marks, first floor elevations, and 

stream cross-sections and assist in establishing flood 

frequency profiles and determining base flood 

elevations. 

q. Research and develop risk and vulnerability analysis of 

multi-hazards and coordinate with GIS staff and other 

resources in developing technical reports. 

The PDCL utilizes the following specialists: 

x HM Architect (THSP) 

x HM Building Code Specialist (BCSP) 
March 2009

OPERATIONS 5-66 SECTION 

x HM Economist (THSP) 

x HM Engineer (THSP) 

x HM Land Surveyor (THSP) 

x HM Risk/Hazard Analysis (RASP) 

x HM Technical Specialist (THSP) 

HMGP Support Crew Leader (HSCL). The HSCL reports to 

the HPGS and provides engineering, architecture, and costbenefit analysis assistance to support the Hazard Mitigation 

Grants and Planning Group. Primary duties include those 

identified in the GRSP and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Coordinate activities with the HMGP Team Leader. 

d. Develop strategy for expedited technical review of 

HMGP applications, in close coordination with the state 

technical review team. 

e. Evaluate HMGP applications for technical viability and 

mitigation effectiveness. 

f. Evaluate direct and indirect social and economic disaster 

impacts to assist with multi-hazard planning and costbenefit analyses. 

g. Evaluate project cost proposals for the HMGP project. 

h. Conduct cost-benefit analyses for HMGP projects. 

The HSCL utilizes the following specialists: 

x HM Architect (THSP) 

x HM Benefit Cost Analysis (CBSP) 

x HM Economist (THSP) 

x HM Engineer (THSP) 

Hazard Mitigation 406 Crew Leader (SPCL). The SPCL 

reports to the HPGS and provides technical support to PA for 

406 projects as requested by PAGS. The SPCL analyzes 

engineering and technical data, including HAZUS to support 

development of hazard mitigation projects. Primary duties 

include those identified in the CRLD and the following: 
March 2009

OPERATIONS 5-67 SECTION 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Work with the PA program assisting PA Task Force 

Leaders, Crew Leaders, and Project Specialists in 

identifying appropriate hazard mitigation. 

d. Assist PA staff in evaluating unusual site-specific 

circumstances where mitigation may be technically 

sound and cost-effective when requested by PAGS. 

e. Review the architectural design of projects, plans, and 

contracts; understand failures; and recommend 

appropriate solutions. 

f. Conduct cost-benefit analysis for 406 Mitigation Projects, 

if requested by PAGS. 

g. Develop hazard mitigation proposals in support of 406 

PAGS, if requested.

h. Provide technical assistance as requested by other 

Hazard Mitigation Groups, field components, state 

counterparts, and local representatives. 

The SPCL utilizes the following specialists: 

x HM 406 Technical Specialist (SPSP) 

x HM Architect (THSP) 

x HM Cost-Benefit Analysis (CBSP) 

x HM Engineer (THSP) 

Hazard Mitigation Grants and Planning Group Supervisor 

(GPGS). The GPGS reports to the HMBD and supports local 

and state compliance with the laws, regulations, and 

guidance of Section 404 of the Stafford Act, Section 322 of 

the Disaster Mitigation Act of 2000, and the 2007 Department 

of Homeland Security Appropriations Act. This includes 

assistance to local and state entities in development of multihazard mitigation plans and utilization of hazard mitigation 

funding to reduce the loss of life and property from future 

hazard events. Primary duties include those identified in the 

GRSP and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 
March 2009

OPERATIONS 5-68 SECTION 

c. Provide technical assistance to implement the HMGP in 

support of the state’s hazard mitigation priorities. 

d. Assure that the state and local governments comply with 

the hazard mitigation planning requirements of Section 

322 of the Disaster Mitigation Act. 

e. Ensure that Section 322 requirements are integrated into 

hazard mitigation strategies and into recovery efforts, 

including HMGP, PA, and Community Recovery 

programs and programs from OFAs and partners. 

f. In coordination with the state, provide technical 

assistance for the process to develop, maintain, and 

update state and local hazard mitigation plans. 

g. Assist applicants in moving from hazard mitigation plans 

to projects that effectively implement their plan. 

h. Disseminate hazard mitigation planning and grant 

program information to other field program elements. 

i. Assure adequate capacity in the state and FEMA 

workforce to fulfill grants management requirements. 

Hazard Mitigation Grants Crew Leader (GRCL). The 

GRCL reports to the GPGS and supervises specialists to 

carry out identified HMGP initiatives. The GRCL also assists 

in the preparation or revision to the HMGP Administrative 

Plan; provides technical assistance to states, tribes, and local 

communities; and assists in the development of hazard 

mitigation projects. Primary duties include those identified in 

the CRLD and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Coordinate with the HPA Team Lead to obtain current 

hazard and risk data and other technical analyses from 

HPA, and share information with the state, tribes, and 

communities as appropriate. 

d. Ensure subject matter expert presence at HMGP and PA 

applicant briefings, as appropriate.

e. Serve as subject matter expert on behalf of the group for 

highly technical issues or problems, as assigned by the 

Group Supervisor. 
March 2009

OPERATIONS 5-69 SECTION 

f. Assess training needs of state personnel in financial and 

grants management, identify associated resources, and 

implement necessary training. 

g. Provide technical assistance to state, tribal, and local 

officials and other organizations in HMGP grant 

application preparation, application submission, and 

grant execution. 

h. Conduct HMGP grant application workshops in 

coordination with the state. 

i. Coordinate HMGP applicant and sub-grantee meetings 

with the state to address and resolve application and 

project issues.

j. Coordinate and serve as the liaison between the 

Regional Office and SHMO during the grant application 

review process and grant implementation phase. 

k. Track grant review process and work with Regional 

Office and SHMO to resolve any issues with 

applications. 

l. Provide regular status reports to FEMA regional and field 

operations management and SHMO on application 

progress. 

m. Perform National Emergency Management Information 

System (NEMIS) tasks related to HMGP management 

(e.g., project development, eligibility reviews, and project 

approvals and denials). 

n. Perform grant-related administrative tasks (e.g., HMGP 

Administrative Plan review, duplication of benefits 

research, and preparation of correspondence related to 

congressional or private inquiries) as necessary. 

o. Provide team programmatic and/or operational technical 

assistance to internal and external stakeholders. 

The GRCL utilizes the HM Grants Specialist (HGSP). 

Hazard Mitigation Planning Crew Leader (GPCL). The 

GPCL reports to the GPGS and provides technical 

assistance to state, tribal, and local staff in community plan 

preparation, revision, and review. Primary duties include 

those identified in the CRLD and the following: 
March 2009

OPERATIONS 5-70 SECTION 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Manage staff to ensure that identified objectives and 

mitigation opportunities are implemented. 

d. Develop disaster-specific tasking plans and provide 

guidance and support in the use of the Mitigation Task 

Books.

e. Assess Mitigation Planning staffing and accompanying 

resource requirements to meet demographically diverse 

environments. 

f. Develop outreach activities for the Mitigation Planning 

Team that meets team goals and objectives. 

g. Collect and review data on programmatic performance 

(e.g., meeting milestones, accomplishing weekly 

objectives).

h. Ensure the accuracy and integrity of all information 

entered into relevant databases and records. 

i. In coordination with state and regional staff and provide 

technical assistance to state, tribal, and local officials 

and team members, consistent with the laws, 

regulations, policies, guidance, and precedents for 

mitigation planning. 

j. Review state, tribal, and local plans or plan updates for 

compliance with FEMA regulations and policies, using 

the regional plan review process. 

k. Coordinate team reviews and provide written 

recommendations to regional staff for plan updates 

and/or improvements. 

l. Assure that team members are providing ongoing followup to state, tribal, and local planning groups during 

revisions.

m. Prepare materials for the Group Supervisor to brief the 

FCO/SCO on opportunities provided by mitigation 

planning activities to help persons and communities 

affected by the disaster. 

n. Specify planning workshops held, technical assistance 

provided, plans developed, plans revised, and plans 

under way in the mitigation close-out report. 
March 2009

OPERATIONS 5-71 SECTION 

o. Organize and label project files for transfer to the 

Regional Office.

p. Prepare debriefing materials for use by the GPGS. 

q. Compile a list of relevant state and local planning POCs. 

r. In coordination with the region, provide expert 

interpretation of FEMA policy and regulations as it 

pertains to mitigation planning and provide related 

training for state, tribal, and local officials, with the 

approval of the Branch Director. 

s. Coordinate with the Regional Office on the Mitigation 

Plan review and approval process and any plan updates 

or revisions that are being considered. 

t. Provide justifications (e.g., rationale, documentation) in 

support of the need for state, tribal, and local 

participation in the mitigation planning process. 

u. Serve as subject area expert on behalf of the group for 

highly technical issues or problems, as assigned by the 

Group Supervisor. 

v. Provide advice and guidance on funding opportunities to 

state, tribal, and local authorities for planning 

implementation. 

w. In coordination with the region, review HMGP 

applications for conformity with mitigation planning 

requirements and coordinate with the state and eligible 

sub-grantees to identify innovative strategies in the 

Mitigation Plan to expedite HMGP project development, 

grant awards, and project completion. 

x. Coordinate with the Region and Mitigation Planner 

(expert level) in providing technical assistance in the 

identification and development of projects and/or plan 

revisions to meet mitigation planning requirements. 

y. Coordinate with the HPA Team Lead to obtain current 

hazard and risk data and other technical analyses from 

HPA, and share information with the state, tribes, and 

communities as appropriate. 

The GPCL utilizes the Hazard Mitigation Community Planner 

(THSP). 
March 2009

OPERATIONS 5-72 SECTION 

Floodplain Management and Insurance Group 

Supervisor (FIGS). The FIGS reports to the HMBD and 

serves as the point of coordination on all hazards insurance, 

promotes community participation in the NFIP, ensures 

compliance with NFIP regulations in disaster response and 

recovery, and provides floodplain management expertise to 

local, state, tribal, and other field program elements. Primary 

duties include those identified in the OPBD and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Ensure compliance with the NFIP, applicable Executive 

Orders, insurance regulations, and building codes. 

d. Disseminate NFIP and other applicable insurance 

information to other field programs. 

e. Provide technical assistance to other field programs to 

facilitate floodplain management and NFIP program 

objectives. 

f. Encourage and provide support to communities to 

update and adopt ordinances in support of NFIP 

requirements.

g. Serve as insurance resource for disaster field staff, 

including staffing an 800 number for use by the Hazard 

Mitigation Advisor Specialist. 

h. Work with External Affairs staff in the JFO and Insurance 

staff in Region and FEMA HQ to ensure proactive and 

accurate insurance information dissemination and 

insurance messaging. 

i. Coordinate with the state Insurance Commissioner’s 

Office on insurance issues specific to the state. 

j. Serve as the resource for all insurance issues, including 

the insurance claims process. 

k. Coordinate and partner with the State Floodplain 

Manager and NFIP Coordinator in providing technical 

assistance and support during recovery. 

l. Provide technical assistance to states and communities 

in post-disaster NFIP compliance issues and 

opportunities.
March 2009

OPERATIONS 5-73 SECTION 

m. Coordinate post-disaster insurance activities with the 

Flood Insurance Claims Offices (FICO) and related 

entities when they are established. 

n. Provide flood map determinations for internal JFO 

customers.

o. Provide congressional constituent services on flood 

insurance claims. 

p. As needed, provide technical assistance to Temporary 

Housing staff on the location of travel trailers and mobile 

homes relative to the floodplain. 

Floodplain Management Crew Leader (FMCL). The FMCL 

reports to the FIGS to provide technical assistance to 

facilitate floodplain management in support of NFIP program 

objectives and requirements. The two specialty areas in this 

area are riverine and coastal. Primary duties include those 

identified in the CRLD and the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. For riverine floodplain management: 

1. Act as leading resource on floodway standards and 

other high-risk flooding, such as flash flood areas, 

fluctuating lake levels, ice jam flooding, mudflows, 

alluvial fan flooding, closed lake basins, and areas 

of special consideration. 

2. Act as expert in determining the potential impacts 

caused by unsafe levees and dams, high velocities, 

and debris flows. 

3. Acts as the supervisor of Hazard Mitigation 

Floodplain Management Riverine Specialists. 

4. Coordinate riverine insurance concerns with 

Insurance Specialists. 

5. Address potential impacts caused by unsafe levees 

and dams, high velocities, and debris flows. 

6. Direct team members to provide technical 

assistance to community officials to fully implement 

and administer their floodplain management 

responsibilities. 
March 2009

OPERATIONS 5-74 SECTION 

7. Gather data and maintain awareness of national, 

state, tribal, and local program issues. 

d. For coastal floodplain management: 

1. Act as leading resource on the coastal zone 

floodplain management, including Coastal Barrier 

Resources Act (COBRA), FEMA’s Coastal 

Construction Manual, and tsunami inundation 

mapping.

2. Act as the supervisor of Hazard Mitigation 

Floodplain Management Coastal Specialists. 

3. Act as the leading resource on floodway standards 

and other high-risk flooding, such as flash flood 

areas, fluctuating lake levels, ice jam flooding, 

mudflows, alluvial fan flooding, closed lake basins, 

and areas of special consideration. 

4. Coordinate coastal and riverine insurance concerns 

with Insurance Specialists. 

5. Direct team members to provide technical 

assistance to community officials to fully implement 

and administer their floodplain management 

responsibilities. 

6. Direct team members to participate in community 

meetings to advance the implementation of 

floodplain management and mitigation. 

7. Address potential impacts caused by unsafe levees 

and dams, high velocities, and debris flows. 

The FMCL utilizes the Hazard Mitigation Floodplain 

Management Specialist (FPSP).

Insurance Crew Leader (INCL). The INCL reports to the 

FIGS and provides advice and information to Hazard 

Mitigation and other staff concerning the process for flood 

insurance claims and the relationship of flood insurance to 

disaster assistance programs. The INCL establishes and 

oversees the operation of the JFO insurance hotline, ensures 

compliance with NFIP and insurance regulations, 

disseminates flood insurance information, and serves as a 
March 2009

OPERATIONS 5-75 SECTION

resource for channeling other insurance issues. Primary

duties include those identified in the CRLD and the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain an initial briefing from the supervisor.

c. For non-flood:

1. Coordinate with insurance agents, adjusters, and

lenders in the declared area to share information

and solve problems.

2. Provide expertise to field program staff and

guidance to disaster assistance applicants on the

process for insurance claims and the relationship of

relevant insurance to disaster assistance programs.

3. Act as liaison between field program staff and the

state Insurance Commissioner’s office and private

and nonprofit associations.

d. For flood insurance:

1. Provide expertise and guidance to other field

programs and disaster assistance applicants on the

process for flood insurance claims and the

relationship of flood insurance to disaster assistance

programs.

2. Provide liaison and interface with FEMA's Mitigation

Flood Insurance Claims management staff in

Washington, DC, and within the declared area.

3. Provide advice and input to flood insurance

marketing representatives and contractors and work

with the External Affairs staff on flood insurance

messaging to the declared area.

e. For the JFO Insurance Hotline:

1. Deploy JFO Insurance Hotline Go-kits concurrent

with deployment of Insurance Specialists.

2. Manage logistical requirements for the set-up and

implementation of the JFO Insurance Hotline (e.g.,

space and equipments requirements, and phone

lines).

3. Establish a POC with the state Insurance

Commissioner’s Office.
March 2009

OPERATIONS 5-76 SECTION 

4. Establish a contact with the Windstorm Pool, if 

applicable.

5. Serve as liaison with HQ, the NFIP Bureau, and any 

other insurance-related interests, as appropriate. 

6. Contact primary write-your-own companies to 

determine where claims and underwriting issues will 

be referred.

7. Set up the hotline database to be used by the team 

to record inquiries.

8. Assess and obtain needed resources for the team, 

such as agents and adjuster manuals. 

9. Provide notification to all Area Field Offices and 

Branches in the field organization structure. 

10. Establish the JFO Insurance Hotline. 

11. Assess and coordinate needed training of new 

Insurance Specialists working on the JFO Insurance 

Hotline.

12. Coordinate with Hazard Mitigation Grants/Planning 

Group Supervisor and CEO Group Supervisor for 

the development and distribution of flyers to 

Disaster Recovery Center Mitigation Counselors on 

the intent, availability, and appropriate use of the 

JFO Insurance Hotline. 

The INCL utilizes the Hazard Mitigation Insurance Specialist 

(HISP).

 
March 2009

OPERATIONS 5-77 SECTION 

Environmental and Historic Preservation

Environmental Specialist (ENSP). Normally an ENSP 

reports to a Group Supervisor, TFLD, or Crew Leader of the 

particular program the ENSP is supporting, sich as 

Infrastructure/PA, Individual Assistance, or Mitigation. 

Environmental specialists assist other program specialists in 

complying with environmental reviews. When an ENSP is 

organized into a task force or crew, the ENSP reports to an 

EHP TFLD or Crew Leader. 

When activated, the EHP Advisor in the Command Staff 

under the Chief of Staff will provide program oversight and 

technical expertise to the ENSPs. Primary duties include the 

following: 

a. Collect data on environmental resources and/or issues 

related to potential impacts. 

b. Conduct environmental reviews. 

c. Provide technical assistance on the measures needed to 

avoid, minimize, or mitigate potential impacts. 

d. Disseminate information on the impacts of projects to the 

environment. 

e. Train program staff on special considerations related to 

environmental issues. 
March 2009

Air Operations Branch

OPERATIONS 5-78 SECTION
March 2009

OPERATIONS 5-79 SECTION 

Air Operations Branch Director (AOBD). The AOBD 

reports to the OSC and is responsible for providing air 

operations support to disaster field operations, including 

ground-based logistical support. The makeup of the 

Aviation Branch will be situation- dependent and could 

include representatives from federal, state, local, tribal, 

and territorial agencies and nongovernmental 

organizations.

The AOBD will assign operational aviation missions, 

allocate aircraft and other resources, track mission 

results, provide briefings, collect cost information, and 

identify and coordinate the resolution of flight safety 

issues in accordance with UCG priorities. The AOBD 

coordinates air activities and aviation information flow 

between agencies with aviation assets in the disaster 

area. Duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Participate in the preparation of the IAP and prepare the 

Air Operations Summary (ICS Form 220) for inclusion in 

the IAP. 

c. Provide copies of the IAP to all air operations personnel, 

including the Air Support Group and Fixed-Wing Bases if 

they are activated in support of federal operations. 

d. Deconflict air mission taskings and schedules. 

e. Coordinate aviation frequencies and communication 

protocol with the Federal Aviation Administration (FAA) 

and air operators performing response air missions. 

f. Coordinate with the FAA on airspace restrictions and 

assist in resolving aviation safety issues. 

g. Identify air traffic and airspace management issues and 

coordinate with the FAA. 

h. Coordinate air mission and ground support operations. 

i. Evaluate helibase locations. 

Note: The air tactical positions shown in the NIMS/ICS 

Air Operations Branch—such as the Air Tactical Group 

Supervisor (ATGS), Helicopter Coordinator (HLCO), and 
March 2009

OPERATIONS 5-80 SECTION 

the Fixed Wing Coordinator (ATCO)—are not listed here, 

because other agencies provide these personnel at this 

time.

Air Mission Group Supervisor (AMGS). The AMGS reports 

to the AOBD and coordinates the employment of aviation 

assets performing response operations. The AMGS is 

responsible for conducting an initial review of requested air 

missions and assigning them to either the Air Mission 

Coordination Manager (AMCM) or the Flight Operations 

Manager (FLOM) for processing, depending upon available 

asset configurations from participating and supporting federal 

agencies and the magnitude or scope of the mission request. 

The AMGS will keep the AOBD informed of all missions that 

are classified or assigned the highest level of importance by 

those requesting aviation missions. Duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain the IAP, including the Air Operations Summary 

(ICS Form 220). 

Flight Operations Manager (FOMG). The FOMG reports to 

the ASGS and is responsible for sourcing mission requests 

that are beyond the capabilities of air assets in staging or 

outside of a reasonable radius from the disaster area. These 

types of flight requests require close coordination and 

consultation with the ASGS for both facility and service 

support. Duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain the IAP, including the Air Operations Summary 

(ICS Form 220).
March 2009

OPERATIONS 5-81 SECTION 

Airspace Coordination Manager (ACMG). The ACMG 

reports to the ASGS and requests and coordinates temporary 

flight restrictions (TFRs) as required. This position will likely 

be filled by an FAA representative during the initial response 

phase and transition to a FEMA staffer or other agency 

personnel for recovery operations. Duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain the IAP, including the Air Operations Summary 

(ICS Form 220).

Air Mission Coordination Manager (AMMG). The AMCM 

provides ongoing aviation mission management; acquires 

aviation assets; develops Mission Assignments; and 

coordinates with other functional area planners and 

organizations to determine the appropriate aviation assets 

and federal aviation airframes to accomplish the mission. The 

tasking of individual missions will be established through the 

IAP. Mission and flight information will be entered into a 

master sortie tracker and communicated back to the original 

requester through established channels. Duties include the 

following: 

a. Review Common Responsibilities (Chapter 2). 

b. Obtain initial briefing from supervisor. 

c. Obtain IAP including Air Operations Summary (ICS Form 

220).

Air Support Group Supervisor (ASGS). The ASGS reports 

to the AOBD and coordinates with other functional planners 

and organizations to establish and operate aviation facilities. 

Responsibilities may include support and management of 

Helibase and Helispot operations and maintaining liaison with 

fixed-wing air bases. 
March 2009

OPERATIONS 5-82 SECTION 

The ASGS also monitors aviation ground support operations, 

including maintenance status, logistics, billeting, and 

communications. Primary duties include those identified in 

the GRPS and the following: 

a. Provide fuel and other supplies. 

b. Keep records of helicopter activity. 

c. Provide enforcement of safety regulations. 

d. Obtain a copy of the IAP. 

e. Participate in AOBD planning activities. 

f. Keep the AOBD informed of group activities. 

g. Order resources and supplies needed to support air 

operations. 

h. Provide the planning section with the locations of fixedwing bases, helibases, and helispots. 

i. Maintain coordination with fixed-wing bases supporting 

the incident.

j. Obtain assigned ground-to-air frequency for helibase 

operations from the Communications Unit Leader or the 

Incident Radio Communications Plan (ICS Form 205). 

k. Inform the AOBD of the capability to provide night-flying 

service.

l. Ensure compliance with each agency's operations 

checklist for day and night operations. 

m. Ensure dust abatement procedures are implemented 

when needed at the helibase and helispots. 

n. Provide crash rescue service for helibases. 

o. Ensure that air traffic control procedures are established 

between the helibase and helispots. 

Air Support Services Manager (ASMG). The ASMG is 

responsible for operational planning and coordination with 

the ordering entity and acquisition services to obtain aviation 

services support at facilities (e.g., fuel, equipment, services, 

ground support operations). The ASMG will coordinate 

logistics requirements with the Logistics Section Chief. Duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 
March 2009

OPERATIONS 5-83 SECTION 

b. Obtain an initial briefing from the supervisor. 

c. Obtain the IAP, including the Air Operations Summary 

(ICS Form 220). 

Air Support Facility Manager (AFMG). The AFMG 

orchestrates operational planning and coordination for use of 

aviation facilities, understands aviation flight and ground 

support operations, and monitors the status of airports, 

airfields, and helibases supporting the disaster response. 

Duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain the IAP, including the Air Operations Summary 

(ICS Form 220). 

Helibase Manager (HEBM). The Helibase Manager 

reports to the ASGS and has primary responsibility for 

managing all activities at the assigned helibase. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain the IAP, including the Air Operations Summary 

(ICS Form 220).

d. Participate in Air Support Group planning activities. 

e. Keep ASGS informed of helibase activities. 

f. Brief pilots and other assigned personnel. 

g. Coordinate with assigned DIVSs when working in their 

division. 

h. Order resources and supplies as necessary for the 

operation. 

i. Ensure helibase is signed and cordoned off. 

j. Coordinate helibase air traffic control with pilots and the 

ASGS.

k. Ensure helicopter fueling, maintenance, and repair 

services are provided. 
March 2009

OPERATIONS 5-84 SECTION 

l. Supervise manifesting and loading of personnel and 

cargo.

m. Ensure dust abatement techniques are provided and 

used when needed at helibases and helispots. 

n. Ensure security is provided at each helibase and 

helispot. 

o. Ensure crash rescue services are provided for the 

helibase. 

p. Receive and respond to special requests for air logistics.

q. Supervise personnel responsible to maintain agency 

records, reports of helicopter activities, and the Check-In 

List (ICS Form 211). 

r. Display organization and work schedule at each 

helibase, including helispot organization and assigned 

radio frequencies. 

s. Solicit pilot input on selection and adequacy of helispots, 

communications, air traffic control, operational 

difficulties, and safety problems. 

t. Document in writing all significant decisions and facts 

relative to your activities on the incident. 

Helispot Manager (HESM). The HESM reports to the HEBM 

and is responsible for providing safe and efficient 

management of all activities at the assigned helispot. Primary 

duties include the following: 

a. Review Common Responsibilities (Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain the IAP, including the Air Operations Summary 

(ICS Form 220). 

d. Coordinate activities with the HEBM. 

e. Keep HEBM informed of helispot activities. 

f. Manage resources and supplies received and assigned 

to the helispot. 

g. Request special air support items from the HEBM. 

h. Maintain positive communications with helicopter pilots. 

i. Ensure that dust control is adequate, debris cannot blow 

into the rotor system, the touchdown zone slope is not 

excessive, and rotor clearance is sufficient 
March 2009

OPERATIONS 5-85 SECTION 

j. Perform manifesting and loading of personnel and cargo. 

k. Maintain agency records and reports of helicopter 

activities.

l. Document in writing all significant decisions and facts 

relative to your activities on the incident. 

Fixed-Wing Base Manager (FWBM). The FWBM reports to 

the ASGS and is responsible for all ground service 

operations at the assigned base. Primary duties include: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Obtain information on each aircraft assigned to the 

operating base, such as type of aircraft, owner, pilot, and 

any use limitations. 

d. Coordinate all flights with the ASGS. 

e. Regulate movement of assigned aircraft, motor vehicles, 

and personnel on the airfield. 

f. Be thoroughly familiar with and enforce all safety 

requirements of the operation. 

g. Secure a priority list of air missions and schedule all 

flights.

h. Secure and provide necessary ground facilities, 

supplies, and services required at the operating base. 

i. Maintain necessary records on aircraft, equipment, and 

personnel assigned to the operating base. 

j. Serve as liaison with airport management. 

k. Receive personnel (including evacuees) and supplies 

and verify arrangements for transportation to assigned 

destinations.

l. Document in writing all significant decisions and facts 

relative to your activities on the incident. 
March 2009

OPERATIONS 5-86 SECTION 

Community Recovery Branch 

Note: At this time the Community Recovery Branch has 

not developed specific position check lists for inclusion in 

this document. The following are descriptions of the 

branch and subordinate groups. 

The Community Recovery Branch coordinates with other 

JFO functions and state, tribal, and local officials to assess 

the long-term impacts of major disasters, define available 

resources, and facilitate the development of courses of action 

to most effectively engage and apply available resources 

needed to restore and revitalize the community. 

The Community Recovery Coordination Group guides LongTerm Community Recovery (LTCR) priorities and strategies 

for the incident and coordinates incoming requests for 

technical assistance and outreach. This group develops 

strong working relationships with state and/or regional offices 

of relevant partner agencies involved in recovery efforts; 

jointly identifies significant LTCR needs, opportunities, and 

gaps; and identifies available recovery resources from 

partner agencies. 

The Community Recovery External Communications Group

is responsible for key messaging for local government LTCR 

support initiatives to internal and external audiences. This 

group ensures that all chain of command, partners, entities, 

key stakeholders, agencies, governing authorities, and others 

involved in LTCR communicate effectively, including 

facilitating the communication necessary between the 

coordination group and other audiences. This group 

supports LTCR public involvement and outreach efforts. 

The Community Recovery Support Group is responsible for 

reporting, logistical and finance liaising, and administrative 

support to the Community Recovery Branch, area Technical 

Assistance Units, and/or field teams deployed inside the 

affected communities. 
March 2009

OPERATIONS 5-87 SECTION 

The Community Recovery Technical Support Group is

responsible for managing combinations of functionally 

focused and/or geographically centered teams on the basis 

of the technical needs of the affected state and communities. 

This group is responsible for completing assessments of 

community-wide impacts and recovery needs; tailoring and 

providing community recovery training, planning assistance, 

and guidance on funding sources to communities; and 

coordinating with the Hazard Mitigation Branch to incorporate 

local and state Hazard Mitigation Plans into LTCR efforts. 
THIS PAGE IS INTENTIONALLY LEFT BLANK 
March 2009

PLANNING 6-1 SECTION 

CHAPTER 6 

PLANNING SECTION 

Contents 6-1 

Organization Chart 6-2 

Planning Section Chief 6-2 

Resources Unit Leader 6-3 

Status/Check-in Recorder 6-4 

Situation Unit Leader 6-5 

Information Specialist 6-6 

Field Observer 6-6 

Geospatial Information System Unit Leader 6-7 

Documentation Unit Leader 6-8 

Reports Specialist 6-9 

Planning Support Unit Leader 6-10 

Planning Specialist 6-11 

Demobilization Unit Leader 6-11 

Intelligence Unit Leader 6-12 

Technical Specialists 6-12 
March 2009

Organization Chart

Position Checklists

Planning Section Chief (PSC). The PSC is a member of the

General Staff and is responsible for the collection, evaluation,

dissemination, and use of information about the incident and

status of resources. The PSC is also responsible for

managing the action planning process. Primary duties

include the following:

a. Review Common Responsibilities (see Chapter 2).

b. Obtain an initial briefing from supervisor.

c. Manage the Planning Section and supervise

assigned personnel.

d. Determine the size and skill set of staff needed for

the section and make appropriate deployment

requests.

e. Evaluate needs for access to restricted automated

systems and support access requests of appropriate

section users.

f. Facilitate the Command and General Staff and

planning meetings.

g. Manage the action planning process to develop the

Incident Action Plan (IAP).

h. Supervise preparation and publication of the IAP.

PLANNING 6-2 SECTION
March 2009

PLANNING 6-3 SECTION 

i. Collect, analyze, and process situation information 

about the incident.

j. Establish information requirements and reporting 

schedules for Planning Section Units.

k. Establish information collection activities as 

necessary, e.g., Essential Elements of Information 

(EEI), weather, environmental, toxics, and 

demographics. 

l. Compile and display incident status information. 

m. Report any significant changes in incident status. 

n. Edit and oversee the production and distribution of 

the Situation Report. 

o. Provide a geospatial information capability. 

p. Ensure the production of the Incident Objectives 

(ICS 202 Form). 

q. Prepare and distribute the Situation Report and 

Incident Status Summary (ICS Form 209). 

r. Oversee preparation and implementation of the 

Incident Demobilization Plan. 

s. Manage the preparation of contingency plans as 

requested.

t. Prepare recommendations for release of resources 

for approval by the Federal Coordinating Officer. 

u. Document in writing all significant decisions and 

facts relative to activities on the incident. (The Unit 

Log (ICS Form 214) may fit this need.) 

Resources Unit Leader (RESL). The RESL reports to the 

PSC and is responsible for check-in, maintaining the status 

of all assigned resources. The RESL also prepares assigned 

portions of the IAP. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Supervise personnel assigned to the unit. 

d. Establish a check-in function at appropriate incident 

locations.
March 2009

PLANNING 6-4 SECTION 

e. Prepare and maintain the Organization Assignment 

List (ICS Form 203), Contact List (ICS Form 205A), 

and Organization Chart (ICS Form 207). 

f. Provide assistance to operation section elements—

ESFs and FEMA programs—in the preparation of 

ICS Form 215 as needed. 

g. Participate with OSC in developing and finalizing the 

ICS 215. 

h. Prepare Assignment Lists (ICS Form 204) based on 

approved ICS Forms 215. 

i. Participate in planning meetings as required by the 

PSC.

j. Maintain the status and location of all resources 

(personnel, equipment, and Initial Response 

Resources). (Resource Status Cards (ICS 219), 

appropriate spreadsheets, or appropriate databases 

may fill this purpose.) 

k. Maintain a master roster of all resources checked in 

at the incident.

l. Document in writing all significant decisions and 

facts relative to activities on the incident. (The Unit 

Log (ICS Form 214) may fit this need.) 

Status/Check-In Recorder (SCKN). The SCKN reports to 

the RESL and is needed at each check-in location to ensure 

that all resources assigned to an incident are accounted for. 

When assigned to a staging area, refer to the SCKN listed 

under Staging Areas in Operations. Primary duties include 

the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Obtain required work materials, including Check-in 

Lists (ICS Form 211) and status databases.

d. Post signs so that arriving resources can easily find 

incident check-in locations. 

e. Record check-in information on Check-in Lists (ICS 

Form 211).
March 2009

PLANNING 6-5 SECTION 

f. Transmit check-in information to the Resources Unit 

on a regular prearranged schedule or as needed.

g. When assigned to a staging area, the SCKN will 

report to the Receiving and Distribution Task Force 

Leader and collect, record, and maintain required 

information accurately on the specified Staging Area 

gate log for each commodity truck, all incident 

personnel, equipment, and visitors entering or 

leaving the staging area. 

Situation Unit Leader (SITL). The SITL reports to the 

PSC and is responsible for situational awareness and the 

collection, processing, and organizing of all incident 

information. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Supervise personnel assigned to the unit. 

d. Participate in planning meetings as required by the 

PSC.

e. Develop the incident collection strategy and begin 

collecting and analyzing incident data. 

f. Gather EEI. 

g. Prepare and maintain the Information Collection 

Plan (ICP). 

h. Ensure information is analyzed resulting in 

intelligence (i.e., comparisons, inferences, and 

authentication). 

i. Prepare map and ICS 202 (Incident Objectives) for 

the IAP as directed. 

j. Coordinate with the GISL on the priority of all GISrelated products. 

k. Prepare Jurisdictional Profiles. 

l. Collect weather information for briefings on a daily 

basis.

m. Prepare the Daily Incident Summary (DISUM) when 

requested.

n. Prepare periodic predictions as requested. 
March 2009

PLANNING 6-6 SECTION 

o. Lead preparation and maintaining of the 

FCO/Command and General Staff/Situation room. 

p. Maintain maps and other situational displays in the 

JFO up to date. 

q. Prepare briefings as requested. 

r. Document in writing all significant decisions and 

facts relative to activities on the incident. (The Unit 

Log (ICS Form 214) may fit this need.) 

Information Specialist (INSP). The INSP reports to the SITL 

and is responsible for the display of incident status 

information, such as resource status reports, aerial and 

orthography photographs, and infrared data. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Set up, maintain, and schedule use of the Situation 

Room. (A Meeting Schedule (ICS Form 230) may 

assist in managing the Situation Room.) 

d. Obtain timely and responsive acquisition of needed 

information.

e. Provide analysis of trends using statistical data. 

f. Ensure current informational wall displays, charts, 

and graphs are properly arranged. 

Note: An INSP may be assigned to any Planning Unit as 

needed. 

Field Observer (FOBS). The FOBS reports to the SITL and 

is responsible for collecting incident status information from 

personal observations at the incident and providing this 

information to the SITL. This position may be assigned to an 

operational division and report to the DIVS as needed. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Obtain a copy of the IAP for the Operational Period. 
March 2009

PLANNING 6-7 SECTION 

d. Obtain necessary equipment and supplies. 

e. Determine location of assignment, types of 

information required, priorities, time limits for 

completion, methods of communication, and method 

of transportation. 

f. Attend debriefings of operations personnel at the 

end of the shift and at other times as appropriate, to 

obtain situation information. 

g. Immediately report any condition that may cause 

danger or be a safety hazard to personnel. 

h. Report information to Situation Unit supervisors or 

DIVS by established procedure. 

i. Gather intelligence that will lead to accurate 

predictions.

j. Document in writing all significant decisions and 

facts relative to activities on the incident. 

Geospatial Information System Unit Leader (GISL). The 

GISL reports to the PSC and is responsible for the 

application and coordination of incident specific geospatial 

activities, including the production of spatial products, the 

collection and dissemination of spatial data and analysis, 

Global Positioning System (GPS) support, and the 

acquisition, exploitation, and dissemination of remote sensing 

data. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Supervise personnel assigned to the unit. 

d. Coordinate with the SITL on the priority of 

appropriate products. 

e. Acquire the latest reports, briefings, and chronology 

to get informed on the operation. 

f. Request electronic copies of products generated by 

the Regional Resource Coordination Center 

(RRCC).

g. Coordinate with the Regional Remote Sensing 

Coordinator to evaluate opportunities and 

equipment needs. 
March 2009

PLANNING 6-8 SECTION 

h. Assess the configuration of the GIS server. 

i. Establish a reach-back link to request event 

prediction products, such as HAZUS, SLOSH, 

HURREVAC, SHAKE, NARAC Plumes, and other 

federal agency models. 

j. Determine coordination procedures with other 

sections, units, and local agencies. 

k. Establish a work area and acquire work materials 

and communications. 

l. Determine the availability of needed GIS support 

products.

m. Interface with other GIS counterparts for GIS layers. 

n. Respond to requests from approved sources for 

additional GIS products.

o. Prepare a final GIS summary report consisting of all 

incident GIS products and forward to the 

Documentation Unit Leader (DOCL). 

p. Document in writing all significant decisions and 

facts relative to activities on the incident. (The Unit 

Log (ICS Form 214) may fit this need.) 

Documentation Unit Leader (DOCL). The DOCL reports to 

the PSC and is responsible for maintaining accurate, up-todate incident files that will be stored for legal, analytical, and 

historical purposes. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Supervise personnel assigned to the unit. 

d. Set up a work area and begin organization of 

incident files.

e. Create and maintain an incident file system of either 

or both electronic and hard copy files. 

f. Prepare the Initial Operating Report (IOR). 

g. Maintain incident a history (chronology) in narrative 

form.

h. File all official forms and reports. 

i. Review records for accuracy and completeness and 

inform appropriate units of errors or omissions. 
March 2009

PLANNING 6-9 SECTION 

j. Provide incident documentation as requested. 

k. Prepare the Incident Status Summary (ICS Form 

209) FEMA situation report.

l. Ensure the production of Briefing Books for the FCO 

and SCO as needed or requested. 

m. Ensure preparation of a draft FCO Executive 

Summary as needed. 

n. Ensure the production of Spot Reports as needed. 

o. Prepare, post, or disseminate resource and situation 

status information as required, including special 

requests to appropriate distribution lists and to 

appropriate information portals—the Homeland 

Security Information Network (HSIN) and EMIMS. 

p. Supervise transfer and archiving of records from the 

incident.

q. Document in writing all significant decisions and 

facts relative to activities on the incident. (The Unit 

Log (ICS Form 214) may fit this need.) 

Reports Specialist (RESP). The RESP reports to the DOCL 

and is responsible for assisting in gathering information, 

compiling reports, and maintaining accurate, up-to-date 

incident files. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Gather information and write reports. 

d. Take minutes at FCO/SCO Command and General 

Staff Meetings and Strategy meetings as a part of 

the permanent record. (The ICS Form 231 Meeting 

Summary) may fit this need.) 

e. Create and update Fact Sheets and Designated 

Counties matrix as required and needed. 

f. Prepare Spot Reports as needed and distribute 

accordingly. 

g. Assist as assigned in duties such as the following: 

1. Maintaining an incident file system 
March 2009

PLANNING 6-10 SECTION 

2. Preparing reports such as the Initial Operating 

Report (IOR) and the Incident Status Summary 

(ICS Form 209) 

3. Maintaining incident chronology 

4. Preparing Briefing Books 

5. Managing incident documentation, including the 

filing of official forms and reports 

6. Reviewing records and reports for accuracy 

and completeness. 

Note: An RESP may be assigned to any Planning Unit as 

needed. 

Planning Support Unit Leader (PLSL). The PLSL reports to 

the PSC and is responsible for preparing plans (i.e., the IAP, 

contingency, transition, long-range, etc.) for the incident. The 

primary responsibilities of the PLSL are the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Participate in planning meetings as required. 

d. Assemble the IAP. 

e. Prepare the Continuity of Operations (COOP) and 

Emergency Plan. 

f. Maintain call-down lists for the section and COOP. 

g. Create and maintain a timeline with projected 

milestones.

h. Prepare transition plans as needed. 

i. Prepare contingency plans as needed. 

j. Prepare the Strategic Plan. 

k. Facilitate planning activities with operational 

components as needed. 

l. Prepare reports as needed. 

m. Supervise personnel assigned to the unit. 

n. Distribute plans as needed on site and off site. 

o. Document in writing all significant decisions and 

facts relative to activities on the incident. (The Unit 

Log (ICS Form 214) may fit this need.) 
March 2009

PLANNING 6-11 SECTION 

Planning Specialist (PLSP). The PLSP reports to the PLSL 

and gathers and analyzes information and assists with the 

preparation of plans as assigned. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Assist the PLSL as assigned in: 

1. Preparing and monitoring plans (contingency, 

transition, etc.) 

2. Preparing portions of the IAP when assigned 

3. Assembling the IAP 

4. Preparing reports as needed 

5. Distributing plans. 

Note: A PLSP may be assigned to any Planning Unit as 

needed. 

Demobilization Unit Leader (DMOB). The DMOB reports to 

the PSC and is responsible for developing and executing the 

Incident Demobilization Plan. Note that not all agencies 

require specific demobilization instructions. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from supervisor. 

c. Supervise personnel assigned to the unit. 

d. Review incident resource records to determine the 

size and extent of the demobilization effort. 

e. Coordinate demobilization with Agency 

Representatives. 

f. Develop an incident check-out procedure. 

g. Obtain identification and description of surplus 

resources and probable release times. 

h. Establish communications with off-incident facilities, 

as necessary. 

i. Develop an Incident Demobilization Plan detailing 

specific responsibilities and release priorities and 

procedures approved by the FCO. (This may 
March 2009

PLANNING 6-12 SECTION 

include the development of a Demobilization 

Checklist [ICS Form 221]). 

j. Prepare appropriate directories (e.g., maps and 

instructions) for inclusion in the demobilization plan. 

k. Distribute the demobilization plan on site and off 

site.

l. Ensure that all Sections/Units understand their 

specific demobilization responsibilities. 

m. Supervise execution of the Incident Demobilization 

Plan.

n. Document in writing all significant decisions and 

facts relative to activities on the incident. The Unit 

Log (ICS Form 214) may fit this need. 

Intelligence Unit Leader (INUL). Some incidents, especially 

those with a law enforcement component, may require an 

INUL to collect, analyze, manage, and share information. 

However, based on the nature of the incident the INUL may 

be embedded in the Planning Section, the Operations 

Section, the Command Staff, or in its own General Staff 

section.

Technical Specialists (THSP). Many incidents or events 

may require the use of Technical Specialists who have 

specialized knowledge and expertise. Technical Specialists 

may function within the Planning Section or be assigned 

wherever their services are required. 

When assigned to the Planning Section, technical specialists 

may report directly to the PSC, any Planning Section unit, or 

may be formed into a separate unit within the Planning 

Section, depending on the requirements of the incident and 

the needs of the Section Chief. 

Technical Specialists need not have any specific ICS skills or 

qualifications, but they should be oriented to the incident. A 

checklist of general duties includes the following: 

a. Review Common Responsibilities (see Chapter 2). 
March 2009

PLANNING 6-13 SECTION 

b. Obtain a briefing from supervisor. 

c. Obtain personal protective equipment as 

appropriate. 

d. Determine coordination procedures with other 

sections, units, and local agencies. 

e. Establish a work area and acquire work materials. 

f. Obtain appropriate transportation and 

communications.

Examples of technical specialists that may be used on an 

incident are: 

x Meteorologist 

x Environmental Impact 

x Hydrologist 

x Seismologist 

x Tribal 

x Geologist 

x Imagery Analyst 

x Bio-terrorism 

x Writer and Planner 

x GIS.
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March 2009

LOGISTICS 7-1 SECTION 

CHAPTER 7 

LOGISTICS SECTION 

Contents 7-1 

Organization Chart–Service Branch 7-3 

Organization Chart–Support Branch 7-4 

Organization Chart–External Support Branch 7-5 

Logistics Section Chief 7-6 

Service Branch Director 7-7 

Communications Unit Leader 7-7 

Network Manager 7-8 

Network Specialist 7-10 

Telecom Manager 7-11 

Telecom Specialist 7-12 

Internal Communications Manager 7-12 

Help Desk Operator 7-13 

Message Center Operator/Receptionist 7-13 

Mobile Emergency Response System 7-14 

Medical Unit Leader 7-14 

Food Unit Leader 7-15 

Support Branch Director 7-15 

Facilities Unit Leader 7-16 

Facility Manager 7-17 

Billeting Manager 7-18 

Facilities Maintenance Specialist 7-18 

Contracting Officers Technical 

Representative

7-19

Ordering Unit Leader 7-19 

Ordering Manager–Equipment 7-20 

Ordering Specialist–Equipment 7-21 

Ordering Manager–Supplies 7-21 

Ordering Specialist–Supplies 7-22 

Ordering Manager–Personnel 7-22 

Ordering Specialist–Personnel 7-23 

Purchasing Specialist 7-23 

Data Entry Specialist–Tracking 

Action Tracking Specialist 

7-23 

7-24 

Supply Unit Leader 7-24 
March 2009

LOGISTICS 7-2 SECTION 

Receiving and Distribution Manager 7-25 

Receiving and Distribution Specialist 7-25 

Supply Room Manager 7-26 

Supply Room Specialist 7-26 

Mail Room Manager 7-27 

Mail Room Specialist 7-27 

Accountable Property Manager 7-27 

Accountable Property Specialist 7-28 

Data Entry Specialist–LIMS 7-29 

External Support Branch Director 7-30 

Camp Unit Leader 7-30 

Camp Manager 7-31 

DRC Logistics Unit Leader 7-32 

Temporary Housing Support Unit Leader 7-33 

Mass Care Logistics Support Unit Leader 7-34 

Incident Support Base Unit Leader 7-35 

Incident Support Base Manager 7-36 

Ground Support Unit Leader 7-38 

Equipment Manager 7-38 
March 2009

LOGISTICS 7-3 SECTION 

Service Branch 
March 2009

LOGISTICS 7-4 SECTION 

Support Branch 
March 2009

LOGISTICS 7-5 SECTION 

External Support Branch 
March 2009

LOGISTICS 7-6 SECTION 

Position Checklists

Logistics Section Chief (LSC). The LSC, a member of the 

General Staff, is responsible for providing facilities, services, 

and material in support of the incident. The LSC participates 

in the development and implementation of the Incident 

Action Plan (IAP) and activates and supervises the 

branches and units in the Logistics Section. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the Supervisor 

c. Plan and implement the Logistics Section 

organization.

d. Assign work locations and preliminary work tasks 

to section personnel.

e. Notify the Planning Section/Resources Unit of the 

Logistics Section units activated, including names 

and locations of assigned personnel. 

f. Brief Branch Directors and Unit Leaders. 

g. Participate in the action planning process. 

h. Identify service and support requirements for 

planned and expected operations. 

i. Provide input to and review the Communications 

Plan, Medical Plan, and Traffic Plan. 

j. Review the IAP and estimate section needs for the 

next operational period. 

k. Ensure accountability for property in accordance 

with federal and existing agency property 

management regulations. 

l. Recommend release of Logistics resources in 

conformity with the Demobilization Plan. 

m. Ensure the general welfare and safety of Logistics 

Section personnel.

n. Document in writing all significant decisions and 

facts relative to your activities. 
March 2009

LOGISTICS 7-7 SECTION 

Service Branch Director (SVBD). The SVBD, when 

activated, is under the supervision of the LSC and is 

responsible for the management of all service activities at 

the incident. The SVBD supervises the operations of the 

Communications, Medical, and Food Units. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Obtain working materials. 

d. Determine the level of service required to support 

IAP.

e. Participate in Logistics meetings. 

f. Organize and prepare assignments for Service 

Branch personnel.

g. Ensure the completion and accuracy of the 

Communications Plan and Medical Plan. 

h. Coordinate activities of Service Branch Units. 

i. Inform the LSC of branch activities. 

j. Document in writing all significant decisions and 

facts relative to your activities. 

Communications Unit Leader (COML). The COML reports 

to the SVBD and is responsible for identifying network and 

automated date processing (ADP), telecommunications, and 

radio communications needs for all federal field personnel 

and facilities. Primary duties include the following: 

Note: The COML handles all communications needs 

for all federal field response personnel and facilities and 

should not be confused with the Disaster Emergency 

Communications Branch in Operations, which provides 

communications to the state, tribal, and local entities. 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Determine unit personnel needs. 

d. Develop plans for the effective use of 

communications equipment and facilities. 
March 2009

LOGISTICS 7-8 SECTION 

e. Acquire needed communications equipment, 

supplies, and services. 

f. Prepare the Incident Communications Plan (ICS 

Form 205).

g. Distribute communications equipment to federal 

personnel.

h. Ensure the help desk is established and staffed. 

i. Establish appropriate communications distribution 

and maintenance locations in incident facilities. 

j. Ensure communications systems are installed and 

tested for federal field facilities. 

k. Ensure an equipment accountability system is 

established. 

l. Provide technical information as required on: 

1. Adequacy of communications systems currently 

in operation

2. Geographic limitation of communications 

systems 

3. Equipment capabilities and limitations 

4. Amount and types of equipment available 

5. Anticipated problems in the use of 

communications equipment. 

m. Supervise Communications Unit activities. 

n. Maintain and repair communications equipment. 

o. Maintain records on all communications equipment 

as appropriate. 

p. Document in writing all significant decisions and 

facts relative to your activities. 

Network Manager (NEMG). The NEMG reports to the 

COML and provides ADP computer IT services for all 

facilities, including a local area network (LAN) with e- mail 

and the Agency Standard Office Suite Software. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Determine and order needed personnel, equipment, 

and services. 
March 2009

LOGISTICS 7-9 SECTION 

d. Determine network (file server) location, cabling, 

hubs, and quantity and placement of workstations 

and printers for the Joint Field Office (JFO). 

e. Identify individuals who have rights to input roles 

and positions and submit approvals in the 

Environment Management for Multi-User 

Information Environments (EMMIE) Access Control 

System (NACS). 

f. Instruct and advise individuals of the Network 

Access Form and NACS procedures. 

g. Set up all components (file server, Cisco Catalyst, 

access points, hubs, workstations, and printers) in 

their appropriate locations. 

h. Test each computer to ensure reliability and network 

connectivity. 

i. Set up network printers with print queues. 

j. Configure software as needed to meet the 

requirements of the incident. 

k. Provide needed IT training in General System 

Operations.

l. Oversee the IT/ADP daily system operations by: 

1. Performing regular hardware and network 

connectivity checks 

2. Upgrading software 

3. Making daily system backups and coordinating 

with the APO on daily inventory of IT equipment 

4. Monitoring and updating, if needed, the items 

on the server such as user accounts, server 

utilization, volume space, network printers, 

viruses, and updates. 

5. Monitoring remote access to EMMIE using Air 

Cards, iPass, TACACS, and Terminal D\Server. 

m. Adjust IT/ADP equipment to the level of incident 

operations. 

n. Coordinate with the Accountable Property Manager 

(APMG) for preparation, temporary storage, and 

shipment of IT equipment. 
March 2009

LOGISTICS 7-10 SECTION 

o. Remove users from the local server, hide DAE 

exchange mail users; delete local hires from 

EMMIE, exchange, and local server. 

p. Close the JFO network. 

q. Perform complete, final system backup (copy any 

files needed to the regional server). 

r. Inspect equipment and document any unresolved 

equipment problems. 

s. Deactivate the T1. 

t. Coordinate with the APMG to ensure that adequate 

arrangements are made for the remaining IT 

equipment to be shipped and make arrangements 

with APMG for any system resources remaining in 

the area. 

u. Document in writing all significant decisions and 

facts relative to your activities. 

Network Specialist (NESP). The NESP reports to the 

NEMG and provides ADP/computer IT services. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Set up user accounts. 

d. Instruct and advise individuals on the Network 

Access Form and NACS procedures. 

e. Test computers to ensure reliability and network 

connectivity. 

f. Configure software as needed. 

g. Perform hardware and network connectivity checks. 

h. Install software as directed. 

i. Perform backup of network data. 

j. Troubleshoot hardware and software problems. 

k. Prepare equipment for temporary storage and 

shipment.

l. Remove users from the local server, hide DAE 

exchange mail users; delete local hires from 

EMMIE, exchange, and local server. 
March 2009

LOGISTICS 7-11 SECTION 

m. Inspect equipment and document any unresolved 

equipment problems on close-out. 

Telecom Manager (TEMG). The TEMG reports to the 

COML and provides telecommunications services for all 

federal support facilities in the field. This includes the 

establishment of a supply of cellular and Spectralink 

telephones and coordinating frequency management 

services with the Mount Weather Emergency Assistance 

Center (MWEAC). Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Install an adequate public branch exchange (PBX) 

to support the field operations. 

d. Establish a message center with fax machines. 

e. Provide modems if wide area network (WAN) 

connectivity is not established. 

f. Provide input to the LSC and COML on 

telecommunication compatibility of proposed facility 

locations.

g. Establish adequate telephone service at incident 

facilities.

h. Participate with LSC and other logistics personnel in 

the development of a facility layout to ensure 

adequate telecommunications. 

i. Install wiring and switch installation, as needed. 

j. Determine materials needed and availability for 

installation.

k. Ensure routine and emergency maintenance of 

telecommunication equipment and systems. 

l. Terminate all plain old telephone system (POTS) 

lines and the T1. 

m. Document in writing all significant decisions and 

facts relative to your activities. 
March 2009

LOGISTICS 7-12 SECTION 

Telecom Specialist (TESP). The TESP reports to the 

TEMG and provides telecommunications services. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Install, program, and service telecom equipment. 

d. Troubleshoot telecom problems for both hardware 

and software. 

e. Repair and maintain telecom equipment. 

f. Provide routine and emergency maintenance of 

telecommunication equipment and systems. 

g. Maintain telecom records as assigned. 

h. Install wiring and switch installation, as needed 

Note: There may be a need for a Radio System 

Manager or Radio System Tech Specialist in the future, 

especially on larger incidents. 

Internal Communications Manager (ICMG). The ICMG 

reports to the COML and manages the internal 

communications functions, such as the help desk, 

switchboard, message center, and receptionist desk. The 

ICMG also provides copying and printing services. Primary 

duties include the following:

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Ensure the establishment of a help desk for JFO 

personnel to request logistical support. 

d. Ensure that Phone Directory Information forms are 

distributed and collected to develop a JFO phone 

directory list. 

e. Provide training for switchboard operators. 

f. Establish and maintain an emergency contact 

system for employees. 

g. Establish and maintain the All Hands e-mail address 

group.
March 2009

LOGISTICS 7-13 SECTION 

h. Document in writing all significant decisions and 

facts relative to your activities. 

Help Desk Operator (HELP). The HELP reports to the 

ICMG and receives and refers customer requests for 

assistance to the appropriate Logistics Section element, in 

addition to logging and tracking dispositions of resulting 

actions. The HELP serves as a one-stop contact for anyone 

in the JFO that needs assistance. The help desk may be colocated with the receptionist, message center, and/or 

switchboard. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Set up help desk locations. 

d. Receive requests for assistance and refer them to 

the appropriate Logistics Section element. 

e. Use appropriate tracking systems to indicate 

assignment and completion of requests. 

f. Provide a briefing to relief personnel. 

Message Center/Switchboard Operator/Receptionist 

(MCRC). The MCRC reports to the ICMG and operates the 

switchboard to receive and transfer messages among and 

between personnel. The MCRC may also operate the 

reception desk to greet and direct visitors to the proper 

area. There may be a need to fill the receptionist position 

separately. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Obtain and review the IAP to become 

knowledgeable of the incident organization and 

become familiar with the Communications Plan. 

d. Set up a message center location, as required. 

e. Receive and transmit messages within and external 

to the incident.

f. Generate, maintain, and distribute a JFO telephone 

directory. 
March 2009

LOGISTICS 7-14 SECTION 

g. Perform the receptionist duties or provide additional 

staff through the ICMG when necessary. 

h. Maintain a record of unusual incident occurrences. 

i. Provide a briefing to relief personnel. 

j. Turn in appropriate documents to your immediate 

supervisor. 

Mobile Emergency Response System (MERS). MERS will 

provide communication resources (personnel and 

equipment) to support the Service Branch in establishing 

telecommunications and network systems for field 

operations. Typically this support will be provided to 

establish initial operations in the JFO, Area Field Offices, 

and Disaster Recovery Centers. When systems are 

established and sufficient network staff is available, MERS 

resources will be demobilized immediately. When there are 

MERS resource scarcity issues on the incident between 

Operations Section Chief and the LSC, the FCO will 

establish the priority. (See Appendix A for additional 

information on MERS assets.)

Medical Unit Leader (MEDL). The MEDL reports to the 

SVBD and is responsible for the development of the Medical 

Plan for the IAP, obtaining medical aid, transportation of 

injured and ill incident personnel, and preparation of records 

and reports. Primary duties include the following: 

a. Review Unit Leader Responsibilities (see Chapter 

2).

b. Obtain a briefing from the supervisor. 

c. Participate in Logistics Section/Service Branch 

planning activities. 

d. Establish the Medical Unit. 

e. Prepare the Medical Plan (ICS Form 206). 

f. Establish procedures for major medical 

emergency. 

g. Respond to requests for medical aid, medical 

transportation, and medical supplies.

h. Prepare and submit necessary documentation. 
March 2009

LOGISTICS 7-15 SECTION 

i. Document in writing all significant decisions and 

facts relative to your activities. 

Food Unit Leader (FDUL). The FDUL reports to the SVBD 

and is responsible for supplying the food needs for the 

incident, including all remote locations (e.g., camps and 

staging areas), and for providing food for personnel unable 

to leave tactical field assignments. The FDUL should be a 

credentialed COTR to administer food service contracts. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Determine food and water requirements. 

d. Determine the method of feeding to best fit each 

facility or situation. 

e. Obtain necessary equipment and supplies and 

establish cooking facilities. 

f. Ensure that well-balanced menus are provided. 

g. Order sufficient food and potable water from the 

Supply Unit. 

h. Maintain an inventory of food and water. 

i. Maintain food service areas, ensuring that all 

appropriate health and safety measures are being 

followed. 

j. Supervise caterers, cooks, and other Food Unit 

personnel as appropriate.

k. Document in writing all significant decisions and 

facts relative to your activities. 

Support Branch Director (SUBD). The SUBD reports to 

the LSC and is responsible for providing logistical support 

for all FEMA operations. The SUBD supervises the 

Ordering, Supply, and Facilities Unit Leaders. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Obtain work materials. 
March 2009

LOGISTICS 7-16 SECTION 

d. Determine initial support operations in coordination 

with the LSC and SVBD. 

e. Prepare initial organization and assignments for 

logistical support. 

f. Assemble and brief Support Branch personnel. 

g. Determine if assigned branch resources are 

sufficient.

h. Maintain oversight of assigned units and inform the 

LSC of their activities, problems, or shortages. 

i. Resolve problems associated with logistical 

requests.

j. Document in writing all significant decisions and 

facts relative to your activities. 

Facilities Unit Leader (FACL). The FACL reports to the 

SUBD and is responsible for the layout and activation of 

incident facilities. The FACL provides sleeping and 

sanitation facilities, when needed, for incident personnel. 

Each facility (JFO and/or Area Field Offices [AFO]) is 

assigned a manager who reports to the FACL and is 

responsible for managing the operation of the facility. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Participate in Logistics Section/Support Branch 

planning activities. 

d. Determine initial and recurring requirements for 

each incident facility. 

e. Prepare layouts of incident facilities. 

f. Activate support incident facilities. 

g. Write, or assist those writing, associated 

statements of work (SOW) or memoranda of 

understanding (MOU) and agreement (MOA) for all 

facility sites. 

h. Work with the General Service Administration 

(GSA) Leasing Agent and appropriate Logistics 

Unit Leaders to procure sites for all facility sites. 
March 2009

LOGISTICS 7-17 SECTION 

i. Coordinate with the Security Manager for security 

services.

j. Provide facility maintenance services (e.g., 

sanitation, lighting, cleanup, etc.). 

k. Maintain facility records. 

l. Document in writing all significant decisions and 

facts relative to your activities. 

Facility Manager (FLMG). The FLMG reports to the FACL 

and is responsible for establishing a JFO or AFO and 

providing the facility management services for the assigned 

facility. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Determine personnel support requirements. 

d. Obtain necessary equipment and supplies. 

e. Ensure that all facilities and equipment are set up 

and functioning properly. 

f. Supervise the set-up of office facilities. 

g. Assist the FACL with developing agreements and 

working with GSA to acquire lease space. 

h. Develop a Safety Plan, including an evacuation 

plan, for the facility in coordination with the Safety 

Officer and stress compliance with all applicable 

safety regulations. 

i. Assign or perform as the Contracting Officer’s 

Technical Representative (COTR), Task Monitor, 

or Project Officer as required. 

j. Receive or prepare and distribute required reports. 

k. Demobilize equipment and services when no 

longer needed. 

l. Provide all facility maintenance services. 

m. Develop a site plan for the facility. 

n. Document in writing all significant decisions and 

facts relative to your activities on the incident. 
March 2009

LOGISTICS 7-18 SECTION 

Billeting Manager (BIMG). The BIMG reports to the FACL 

and will assist personnel with billeting in hotels, motels, and 

camps. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Identify hotels, motels, and camps in the area. 

d. Reserve blocks of rooms if possible. 

e. Provide addresses and phone numbers of facilities 

to personnel. 

f. Assist personnel with billeting. 

g. Conduct periodic lodging surveys to ensure the 

continued availability of suitable lodging within 

applicable per diem rates. 

h. Work with the affected community for alternative 

housing when commercial lodging is not available 

or inadequate to meet demands. 

i. Document in writing all significant decisions and 

facts relative to your activities. 

Facilities Maintenance Specialist (FMNT). The FMNT 

reports to the FACL or any Facility Unit Leader or 

manager— such as camps, Disaster Recovery Center 

(DRC) Support, Mass Care Support, Temporary Housing 

Support, or an Incident Support Base (ISB)—when assigned 

and is responsible for ensuring that incident facilities are 

maintained. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Request required maintenance support personnel 

and assign duties. 

d. Obtain supplies, tools, and equipment. 

e. Supervise or perform assigned work activities. 

f. Ensure that all facilities are maintained in a safe 

condition.

g. Disassemble temporary facilities when they are no 

longer required. 

h. Restore the area to its pre-incident condition. 
March 2009

LOGISTICS 7-19 SECTION 

Contract Officer Technical Representative (COTR). The 

COTR is responsible for administering and monitoring 

contracts that are active on an incident when assigned by the 

CNMG. A COTR may be assigned to administer contracts in 

any section, but predominantly in the operations and logistics 

sections.

Note: COTR duties may be assigned as collateral duties 

to any appropriate incident position if the individual is a 

credentialed COTR. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Keep the PROC informed of contract status. 

d. Understand roles and responsibilities of all parties. 

e. Provide contract administration and interpretation. 

f. Monitor the contractor’s performance. 

g. Validate and document services for payment. 

h. Recommend appropriate payments. 

i. Protect the government’s interest. 

j. Provide performance evaluations of contractors. 

k. Assist the contracting officer in resolving disputes. 

l. Interpret contract clauses and resolve conflicts. 

m. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Ordering Unit Leader (ORDL). The ORDL reports to the 

SUBD and is responsible for establishing a single-point 

ordering system for ordering all resources (personnel, 

teams, equipment, and Initial Response Resources [IRR]) 

and supplies for the incident and ensures the 

implementation and maintenance of the standard order 

tracking system and database. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 
March 2009

LOGISTICS 7-20 SECTION 

b. Obtain a briefing from the supervisor. 

c. Participate in Logistics Section/Support Branch 

planning activities. 

d. Reconcile orders that were made before arrival. 

e. Supervise assigned personnel. 

f. Identify and resolve duplication of orders. 

g. Ensure ordering procedures for the incident are 

known to all personnel. 

h. Establish and maintain name and telephone 

numbers of agency(s) personnel receiving orders. 

i. Determine appropriate acquisition method and 

provider for resources on the basis of cost and 

expediency. 

j. Set up a filing system. 

k. Identify incident personnel who have purchasing 

authority. 

l. Ensure Action Request Forms (ARFs) submitted 

for goods and services are complete and correct. 

m. Establish and maintain an electronic database for 

mission-assigned resources. 

n. Place orders in a timely manner. 

o. Identify times and locations for delivery of supplies 

and equipment. 

p. Keep all personnel that place orders informed of 

order status. 

q. Maintain contact with the Comptroller to request 

and manage funds, execute contracting authority, 

and pay for items or services procured. 

r. Document in writing all significant decisions and 

facts relative to your activities. 

Ordering Manager–Equipment (EOMG). The EOMG 

reports to the ORDL and is responsible for ordering 

equipment. Primary duties include the following:

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Uses the E-Tasker System to order equipment 

stored at Distribution Centers. 
March 2009

LOGISTICS 7-21 SECTION 

d. Submit Telecommunications Inventory 

Management and Control Systems (TIMACS) 

orders for network and communications equipment 

and services to the Disaster Information Systems 

Clearinghouse (DISC) in support of field 

operations. 

e. Process Form 40-1 to initiate procurement of 

equipment, working closely with the Procurement 

Unit personnel. 

f. Enter and track orders into the standard order 

tracking system and database. 

g. Identify and resolve duplication of orders. 

h. Maintain copies of all ARFs, purchase orders, and 

other contracting tools for procured items. 

i. Supervise assigned personnel. 

j. Document in writing all significant decisions and 

facts relative to your activities. 

Ordering Specialist–Equipment (EOSP). The EOSP 

reports to the EOMG and is responsible for taking and 

placing orders for equipment and entering the information 

into an electronic database. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Process Form 40-1 to initiate procurement of 

equipment, working closely with the Procurement 

Unit Leader (PROC) in the Finance Section. 

d. Enter and tracks orders into the standard order 

tracking system and database. 

e. Maintain file copies of purchasing documents. 

Ordering Manager–Supplies (SOMG). The SOMG reports 

to the ORDL and is responsible for ordering supplies. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 
March 2009

LOGISTICS 7-22 SECTION 

c. Order supplies as requested using the appropriate 

acquisition documents. 

d. Enter and track orders in an electronic database. 

e. Identify and resolve duplication of orders. 

f. Supervise assigned personnel. 

g. Document in writing all significant decisions and 

facts relative to your activities. 

Ordering Specialist–Supplies (SOSP). The SOSP reports 

to the SOMG and assists with ordering supplies. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Order supplies as requested using the appropriate 

acquisition documents. 

d. Maintain file copies of purchase documents. 

e. Enter orders into the standard order tracking system 

and database. 

Ordering Manager–Personnel (POMG). The POMG 

reports to the ORDL and orders personnel. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Order personnel through the Automated 

Deployment Database (ADD) System in 

coordination with the Human Resources Unit 

Leader (HRUL) in the Finance Section. 

d. Obtain a daily ADD Staffing Report and provide 

information to the Resource Unit Leader. 

e. Enter and track orders into the standard order 

tracking system and database. 

f. Identify and resolve duplication of orders. 

g. Supervise assigned personnel. 

h. Document in writing all significant decisions and 

facts relative to your activities on the incident. 
March 2009

LOGISTICS 7-23 SECTION 

Ordering Specialist–Personnel (POSP). The POSP 

reports to the POMG and is responsible for ordering 

personnel through the ADD System. Primary duties include 

the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Order personnel through the ADD System. 

d. Obtain ADD Staffing Reports when directed. 

e. Enter orders into the standard order tracking 

system and database. 

Purchasing Specialist (PUSP). The PUSP reports to the 

ORDL or any Ordering Manager when assigned and is 

responsible for the acquisition of supplies, equipment, and 

services. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Acquire supplies, equipment, and services. 

d. Determine the best source for procurement. 

e. Negotiate with suppliers and evaluate vendor 

performance capability. 

f. Keep the supervisor informed of acquisition status. 

Data Entry Specialist–Tracking (DESP). The DESP 

normally reports to the ORDL but may be assigned 

wherever needed in the Ordering Unit. The DESP enters

accurate and timely data concerning all ordered resources 

(personnel, teams, equipment, supplies, commodities, 

caches, etc.) and updates the Total Asset Visibility (TAV) 

System. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Input data concerning the request, order, 

transportation, and distribution of federal disasterrelated assets. 

d. Report all discrepancies to the ORDL. 
March 2009

LOGISTICS 7-24 SECTION 

e. Provide accurate and timely scheduled and 

requested reports. 

f. Input and track data from other federal agencies 

(OFA) and FEMA. 

g. Update Resources Unit Leader (RESL) on the 

status of ordered resources and projected arrival 

times.

Action Tracking Specialist (ATSP). The ATSP reports to 

the ORDL, coordinates with the Mission Assignment 

Manager (MAMG), and is responsible for establishing and 

maintaining an electronic action tracking system for mission 

assigned resources. Primary duties are the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain an initial briefing from the supervisor. 

c. Assign tracking numbers to received action 

requests.

d. Maintain an electronic database for action requests 

for mission-assigned resources. 

e. Assist in preventing duplicate Mission Assignments. 

Supply Unit Leader (SPUL). The SPUL reports to the 

SUBD and is responsible for receiving, storing, and 

distributing supplies for the incident. The SPUL maintains 

adequate inventories of supplies, material, and equipment. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Participate in Logistics Section/Support Branch 

planning activities. 

d. Review the IAP for information on impacts to the 

Supply Unit. 

e. Develop and implement safety and security 

requirements for the supply area. 

f. Receive, store, and distribute supplies and 

equipment.

g. Service reusable equipment. 
March 2009

LOGISTICS 7-25 SECTION 

h. Submit reports to the Support Branch Director. 

i. Supervise assigned personnel. 

j. Document in writing all significant decisions and 

facts relative to your activities. 

Receiving and Distribution Manager (RCDM). The 

RCDM reports to the SPUL and is responsible for 

warehouse management, including receiving and 

distributing supplies and equipment. Primary duties include 

the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Organize the physical layout of the supply area. 

d. Set up a filing system for receiving and distributing 

supplies and equipment. 

e. Maintain an inventory of supplies and equipment. 

f. Develop a security requirement for the supply area. 

g. Establish procedures for receiving and distributing 

supplies and equipment. 

h. Submit necessary reports and supply records to 

the SPUL.

i. Notify the ORDL of supplies and equipment 

received. 

j. Document in writing all significant decisions and 

facts relative to your activities. 

Receiving and Distribution Specialist (RDSP). The RDSP 

reports to the RDMG and assists with warehouse 

operations, including receiving and distributing supplies and 

equipment. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Maintain and utilize the filing system for receiving 

and distributing supplies and equipment. 

d. Maintain an inventory of supplies and equipment as 

assigned.

e. Maintain security of the supply area. 
March 2009

LOGISTICS 7-26 SECTION 

f. Receive and distribute supplies and equipment 

following established protocols. 

g. Keep the warehouse area orderly and clean. 

h. Keep the supervisor informed of all activities. 

i. Repair and maintain tools and equipment as 

assigned.

Supply Room Manager (SRMG). The SPMG reports to the 

SPUL and is responsible for obtaining items from the 

warehouse and issuing office and administrative equipment 

and supplies to incident personnel authorized to receive 

goods. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Perform inventories of supplies on hand. 

d. Order office equipment and supplies to maintain 

adequate inventories. 

e. Document the receiving and distribution of supplies 

and equipment. 

f. Keep the supply area neat and orderly and correct 

all unsafe situations in work area. 

g. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Supply Room Specialist (SRSP). The SRSP reports to the 

SPMG and is responsible for assisting with the operations of 

the supply room. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Perform inventories of supplies on hand as 

assigned.

d. Document the receiving and distribution of supplies 

and equipment. 

e. Keep the supply area neat and orderly. 

f. Correct all unsafe situations in work area. 
March 2009

LOGISTICS 7-27 SECTION 

Mail Room Manager (MRMG). The MRMG reports to the 

SPUL and manages the receiving, handling, and distribution 

of incoming mail and provides printing and copying services. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Ensure all mail is secured and delivered to proper 

individuals and locations. 

d. Coordinate the printing and copying services as 

requested.

e. Ensure the Mail Management Kit has been 

received. 

f. Ensure that a centralized mail distribution and pickup center is established. 

g. Make contact with the local post office. 

h. Establish alternative package-handling services, 

such as DHL, UPS, and FedEx. 

i. Document in writing all significant decisions and 

facts relative to your activities. 

Mail Room Specialist (MRSP). The MRSP reports to the 

MRMG and assists in receiving, handling, and distributing 

incoming mail and provides printing and copying services as 

assigned. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Ensure all mail is secured and delivered to proper 

individuals and locations. 

d. Coordinate the printing and copying services as 

requested.

Accountable Property Manager (APMG). The APMG 

reports to the SPUL and is responsible for all accountable 

property on the incident, including the accountability, 

protection, transfer, and ultimate disposition of personal 

property. The APMG assigns Accountable Property 

Specialists (APSP) to facilities and locations as appropriate 
March 2009

LOGISTICS 7-28 SECTION 

to ensure property accountability. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Manages the Accountable Property Program on 

the incident and supervise assigned personnel. 

d. Record property information in property records. 

e. Ensure that all nonexpendable personal property 

received and issued is bar-coded or marked, so 

that it can be readily identified as leased, loaned, 

or government-owned property. 

f. Issue accountable property and hand receipts (FF 

61-9) to authorized personnel. 

g. Receive items back in stock. 

h. Record location of accountable property and 

complete a physical inventory. 

i. Perform a joint inventory when transferring the 

organization’s personal property account to a new 

APMG.

j. Oversee the technical aspects associated with 

property management and accountability in the 

Logistics Information Management System (LIMS). 

k. Before closure of a JFO or other temporary facility: 

1. Conduct a complete inventory of all property 

located at the facility and all property issued to 

employees and removed from the facility. 

2. Make required adjustments to the property 

records.

3. Return all property brought to a facility. 

4. Prepare and circulate a list of excess property. 

l. Document in writing all significant decisions and 

facts relative to your activities. 

Accountable Property Specialist (APSP). The APSP is 

responsible for accountability, protection, transfer, and 

ultimate disposition of personal property. APSPs are 

administrative employees who must be certified or 

accredited to work as an official Agency Accountable 
March 2009

LOGISTICS 7-29 SECTION 

Property Officer (APO) and are charged with establishing 

and maintaining formal property records. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Record property information in property records. 

d. Ensure that all nonexpendable personal property 

received and issued by the APSP is bar-coded or 

distinctively marked, so that it can be readily 

identified as leased, loaned, or government-owned 

property. 

e. Perform inventories as assigned. 

f. Issue accountable property and hand receipts (FF 

61-9) to authorized personnel. 

g. Receive items back in stock. 

h. Record the location of accountable property and 

complete a physical inventory. 

i. Issue property and maintain proper documentation 

and records. 

Data Entry Specialist–LIMS (LDSP). The LDSP reports to 

the APMG or APSP when assigned and is responsible for 

the input, updating, and maintenance of information put into 

LIMS at the JFO. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Enter and update information in the LIMS. 

d. Generate reports. 

e. Assist the RCDM and APSP. 
March 2009

LOGISTICS 7-30 SECTION 

External Support Branch Director (EXBD). The EXBD 

reports to the LSC and is responsible for providing logistical 

support for all external operations. The EXBD supervises 

the ISB, Temporary Housing Support, DRC support, mass 

care support, and camp Unit Leaders. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Obtain work materials. 

d. Participate in Logistics Section and external 

support branch planning activities. 

e. Determine initial external logistics support 

requirements to support the IAP in coordination 

with the LSC, SVBD, and INBD. 

f. Prepare initial organization and assignments for 

external logistics support to the IAP. 

g. Assemble and brief external support branch 

personnel.

h. Determine if assigned branch resources are 

sufficient.

i. Maintain oversight of assigned units and inform the 

LSC of activities, problems, or shortages. 

j. Document in writing all significant decisions and 

facts relative to your activity on the incident. 

Camp Unit Leader (CPUL). The CPUL reports to the EXBD 

and is responsible for determining, managing, delivering 

and supporting facilities; ground support; equipment; and 

associated services for non-voluntary Response Worker 

billeting, feeding, and hygiene support in support of the IAP. 

The CPUL must be a credentialed COTR to supervise field 

personnel tasked with COTR or Task Monitor Specialist 

responsibilities. Primary duties include the following: 

a. Review Common Responsibilities (Chapter 2) 

b. Obtain a briefing from the supervisor. 

c. Participate in Logistics Section and External 

Support Branch planning activities. 
March 2009

LOGISTICS 7-31 SECTION 

d. Provide necessary facilities for supporting the nonvoluntary response workforce as requested by the 

Operations Section.

e. Establish and manage camps ordered through the 

Ordering Unit.

f. Determine the number of staff to be housed and 

their support requirements. 

g. Determine through site visits suitable camp sites. 

h. Coordinate with the Security Manager for security 

services.

i. In coordination with the FACL, write or assist those 

writing SOWs, MOUs, and MOAs for camp land 

and facility sites. 

j. Work with the GSA Leasing Agent to procure sites 

in coordination with the FACL. 

k. Ensure facilities and equipment are set up and 

functioning properly. 

l. Monitor camp operations. 

m. Conduct or participate in coordination meetings 

and calls with vendors and partners. 

n. Assign or perform as COTR, Task Monitor, or 

Project Officer as required. 

o. Receive or prepare and distribute required reports. 

p. Demobilize equipment and services when no 

longer needed. 

q. Ensure that site remediation is accomplished as 

identified in plans, leases, contracts, etc. 

r. Document significant events. 

s. Prepare issues for after-action submission. 

Camp Manager (CPMG). The CPMG reports to the CPUL 

and is responsible for appropriate sanitation and facility 

management services in the assigned camp. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Determine personnel support requirements. 

d. Obtain necessary equipment and supplies. 
March 2009

LOGISTICS 7-32 SECTION 

e. Ensure that all facilities and equipment are set up 

and functioning properly. 

f. Supervise the setup of sleeping, feeding, shower, 

and sanitation facilities.

g. Make sleeping area assignments. 

h. Ensure compliance with all applicable safety 

regulations and develop a Camp Safety Plan. 

i. Provide all facility maintenance and fueling 

services.

j. Develop a Camp Traffic Plan. 

k. Ensure that a COTR-credentialed person is 

available for all contracts. 

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Disaster Recovery Center (DRC) Support Unit Leader 

(DRUL): The DRUL reports to the EXBD and is responsible 

for establishing facilities and providing ground support, 

equipment, telecommunications, and associated services 

for DRCs and Mobile Disaster Recovery Centers (MDRC). 

The DRUL works closely with the DRC Group Supervisor in 

the Operations Section in determining and providing needed 

facilities and services in support of the IAP. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Participate in Logistics Section and External 

Support Branch planning activities. 

d. Place the necessary orders through the Ordering 

Unit to set up and support the DRC and MDRCs as 

requested by Operations and Individual Assistance 

(IA).

e. Determine suitability of DRC and MDRC locations. 

f. Perform onsite suitability inspections with IT, 

Safety, Security, and GSA as applicable. 

g. Generate 60-1s to establish, modify, or terminate 

necessary contracts and submit to the Ordering 

Unit.
March 2009

LOGISTICS 7-33 SECTION 

h. Determine, assemble, deliver, and install 

necessary DRC and MDRC equipment and 

telecommunications in support of the IAP. 

i. Monitor ongoing DRC and MDRC operations and 

provide logistical support as necessary. 

j. Document and retain documentation of significant 

events and original reports. 

k. Coordinate with the FACL on all leases and MOUs 

and MOAs. Attend IA and DRC meetings. 

l. Conduct or participate in coordination of meetings 

and calls with IA personnel, vendors, and 

participating partners. 

m. Perform as or assign the COTR, Task Monitor, or 

Project Officer to monitor progress, performance, 

and compliance of vendors. 

n. Provide facility maintenance services (e.g., 

sanitation, lighting, clean-up). 

o. Plan, schedule, and demobilize DRC and MDRC 

equipment and telecommunications as required. 

p. Maintain facility records and prepare and distribute 

required reports. 

q. Verify and confirm vendor requests for payment. 

r. Prepare after-action report submissions. 

Temporary Housing Support Unit Leader (THUL). The 

THUL reports to the EXBD and is responsible for 

determining, delivering, and supporting facilities, ground 

support, equipment, and associated services for Direct 

Housing Missions in support of the IAP. Primary duties 

include the following: 

a. Review common responsibilities (Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Participate in Logistics Section and External 

Support Branch planning activities. 

d. Review requests from and work closely with 

Operations and the IA-Housing Group Supervisor 

for logistical support. 
March 2009

LOGISTICS 7-34 SECTION 

e. Receive and account for temporary housing units 

ordered through the Ordering Unit. 

f. Generate 60-1s and submit to the Ordering Unit to 

establish, modify, or terminate associated 

contracts.

g. Coordinate and monitor commercial park and 

emergency housing site preparations. 

h. Document and retain documentation of significant 

events and original reports. 

i. Attend IA and Housing Group meetings. 

j. Conduct or participate in coordination meetings 

and calls with vendors and partners. 

k. Perform as or provide the COTR, Task Monitor, or 

Project Officer to monitor progress, performance, 

and compliance of vendors. 

l. Prepare and distribute required reports. 

m. Verify and confirm vendor requests for payment. 

n. Prepare after-action report submissions. 

Mass Care Logistics Support Unit Leader (MCUL). The 

MCUL reports to the EXBD and is responsible for 

determining, managing, delivering, and supporting facilities, 

ground support, equipment, and associated services for 

Emergency Support Function (ESF) 6 Mass Care Missions 

in support of the IAP. Primary duties include the following: 

a. Review common responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Determine unit personnel needs. 

d. Participate in Logistics Section and External 

Support Branch planning activities. 

e. Provide logistics support to Operations and ESF 6 

as requested. 

f. Obtain necessary equipment, maintenance, and 

service through the Ordering Unit. 

g. Ensure facilities and equipment are set up and 

functioning properly. 

h. Supervise setup of kitchen, shelter, and sanitation 

support equipment. 
March 2009

LOGISTICS 7-35 SECTION 

i. Monitor use of equipment on daily basis. 

j. Conduct or participate in coordination of meetings 

and calls with the Housing Group, vendors, and 

partners.

k. Perform as or provide for COTR, Task Monitor, or 

Project Officer as required. 

l. Prepare and distribute required reports. 

m. Demobilize equipment and services when no 

longer needed. 

n. Document significant events. 

o. Prepare issues for after-action submission. 

Incident Support Base Unit Leader (IBUL). The IBUL 

reports to the EXBD and is responsible for establishing and 

managing an Incident Support Base(s) (ISB) needed to 

receive MDRCs, store logistics supplies, and ready for 

transport any resources that may require some significant 

preparations before demobilizing equipment, such as 

generators. Primary duties include the following:

Note: Logistics may initially stage resources in an ISB 

prior to an incident. When and if, the incident occurs 

the ISB will either transition to a Staging Area under the 

OPCON of the Operations Section or the resources will 

be shipped to another Staging Area as directed by the 

Operations Section Chief. The ISB and Staging 

Area(s) will not duplicate efforts or compete for 

resources as they have separate functions and support 

missions. Once demobilization is underway, the 

Staging Area(s) can transfer back to the OPCON of the 

Logistics Section and become an ISB(s) while all 

resources are recovered, reconstituted, or reassigned. 

a. Review common responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Determine unit personnel needs. 

d. Participate in Logistics Section and External 

Support Branch planning activities. 
March 2009

LOGISTICS 7-36 SECTION 

e. Order resources, equipment, and supplies needed 

to operate ISBs through the Ordering Unit. 

f. Work with the GSA Leasing Agent in coordination 

with the FACL to procure sites. 

g. Coordinate with the FACL to ensure that 

agreements and lease issue are being addressed 

by the Finance/Admin Section. 

h. Coordinate with the Security Manager to provide 

security for ISBs. 

i. Coordinate with the Safety Officer to ensure that all 

ISBs are in compliance with all safety regulations. 

j. Supervise assigned Incident Base Managers. 

k. Perform as or provide for a COTR, Task Monitor, 

or Project Officer as required. 

l. Document in writing all significant decisions and 

facts relative to your activity. 

Incident Support Base Manager (IBMG). The IBMG 

reports to the IBUL and is responsible for supporting and 

managing an ISB. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Establish the ISB layout. 

d. Determine any support needs for equipment, 

feeding, sanitation, and supplies to operate the ISB 

and order through the IBUL or directly through the 

Ordering Unit if authorized. 

e. Establish the check-in and check-out function. 

f. Maintain and provide status to the Resource Unit 

of all resources in the ISB. 

g. Develop a site Traffic Control Plan. 

h. Post appropriate signage for traffic control and 

identification of support services 

i. Provide for maintenance of equipment 

j. Dispatch resources assigned to the ISB in support 

of the IAP. 
March 2009

LOGISTICS 7-37 SECTION 

k. Ensure that receipts are obtained and issued for 

equipment and supplies distributed and received at 

the ISB. 

l. Establish and maintain a positive relationship with 

the property owner or host. 

m. Keep the IBUL apprised of any agreement and 

lease issues that need to be addressed by the 

Finance/Admin Section. 

n. Maintain the ISB in an orderly and safe condition. 

o. Keep appropriate records of ISB operations. 

p. Provide the IBUL with security needs. 

q. Develop an ISB Safety Plan and ensure 

compliance with all safety regulations. 

r. Demobilize the ISB in accordance with the 

Demobilization Plan. 

s. Document in writing all significant decisions and 

facts relative to your activity. 
March 2009

LOGISTICS 7-38 SECTION 

Ground Support Unit Leader (GSUL). The GSUL reports to 

the EXBD or LSC and is responsible for (1) transportation of 

personnel, supplies, food, and equipment; (2) fueling, 

service, maintenance, and repair of vehicles and other 

ground support equipment; and (3) implementing the Traffic 

Plan for the incident. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Participate in External Support Branch and 

Logistics Section planning activities.

d. Obtain the IAP to determine locations for assigned 

resources to determine transportation route 

requirements.

e. Develop and implement the overall incident Traffic 

Plan.

f. Notify the Resource Unit of all status changes on 

support and transportation vehicles.

g. Maintain a Support Vehicle Inventory and inventory 

of all transportation vehicles (ICS Form 218). 

h. Provide transportation services as requested by 

the LSC or EXBD. 

i. Collect use information on rented equipment. 

j. Requisition maintenance and repair supplies (e.g., 

fuel and spare parts). 

k. Submit reports to the EXBD as directed. 

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Equipment Manager (EQMG). The EQMG reports to the 

GSUL and provides service, repair, and fuel for all 

apparatus and equipment; provides transportation and 

support vehicle services; and maintains records of 

equipment use and service provided. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Provide transportation and support vehicles. 
March 2009

LOGISTICS 7-39 SECTION 

d. Obtain the IAP to determine locations for assigned 

resources and determine fueling and service 

requirements for these resources. 

e. Obtain necessary equipment and supplies. 

f. Provide maintenance and fueling according to 

schedule.

g. Coordinate with Agency Representatives and 

contractors on service and repair policies, as 

required.

h. Inspect equipment condition and ensure coverage 

by equipment agreement. 

i. Determine supplies (e.g., gasoline, diesel, oil, and 

parts needed to maintain equipment in an efficient 

operating condition) and place orders with the 

Supply Unit. 

j. Maintain Support Vehicle Inventory (ICS Form 218). 

k. Maintain equipment rental records. 

l. Maintain equipment service and use records. 

m. Check all service/repair areas to ensure that all 

appropriate safety measures are being taken. 

n. Document in writing all significant decisions and 

facts relative to your activities on the incident. 
March 2009

LOGISTICS 7-40 SECTION 

THIS PAGE IS INTENTIONALLY LEFT BLANK 
March 2009

FINANCE 8-1 ADMIN 

CHAPTER 8 

FINANCE SECTION 

Contents 8-1 

Organization Chart 8-3 

Finance/Administration Section Chief 8-4 

Human Resource Unit Leader 8-5 

Payroll Manager 8-6 

Payroll Specialist 8-6 

Recruitment and Hiring Manager 8-7 

Recruitment and Hiring Specialist 8-8 

Employee Relations Manager 8-8 

Employee Relations Specialist 8-9 

Employee Services Manager 8-10 

Employee Services Specialist 8-11 

Compensation/Claims Unit Leader 8-11 

Compensation-for-Injury Specialist 8-12 

Claims Specialist 8-13 

Cost Unit Leader 8-13 

Funds Control Manager 8-14 

Funds Control Specialist 8-15 

Travel Manager 8-15 

Travel Specialist 8-16 

Procurement Unit Leader 8-17 

Contracting Manager 8-18 
March 2009

FINANCE 8-2 ADMIN 

Contracting Specialist 8-19 

Purchasing Specialist 8-19 

Training Unit Leader 8-19 

Training Specialist 8-20 
March 2009

Finance Section

FINANCE 8-3 ADMIN 
March 2009

FINANCE 8-4 ADMIN 

Position Checklists

Finance/Administration Section Chief (FSC). The FSC is a 

member of the General Staff and is responsible for all 

financial, administrative, and cost analysis aspects of the 

incident and for supervising members of the 

Finance/Administration Section. Functional responsibilities 

include funds control, document control, personnel actions, 

travel voucher preparation, acquisitions, and the financial 

aspects of mission assignments. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the Federal Coordinating 

Official (FCO). 

c. Ensure funds are available for all expenditures. 

d. Make the FCO/Operations Section Chief (OSC) 

aware of any significant financial problems and 

administrative issues. 

e. Coordinate with the Logistics Section Chief (LSC) 

and the Supply Unit Leader (SPUL)/Accountable 

Property Manager (APMG) to ensure that processes 

are in place to track the purchase and distribution of 

accountable property. 

f. Participate in the action planning process. 

g. Manage the Finance/Admin Section and supervise 

assigned personnel. 

h. Develop cost projections in coordination with 

program managers. 

i. Conduct random audits of financial documents, 

such as time sheets, travel vouchers, purchase 

orders, and contracts. 

j. Develop financial and cost analysis information as 

requested.

k. Meet with Assisting and Cooperating Agency 

Representatives, as needed. 

l. Provide financial input to demobilization planning. 

m. Ensure that all obligation documents initiated at the 

incident are properly prepared and completed. 
March 2009

FINANCE 8-5 ADMIN 

n. Ensure vendor contracts, leases, and fiscal 

agreements are carried out consistent with the 

requirements of the Federal Acquisition Regulation 

(FAR).

o. Brief agency administrative personnel on all 

incident-related financial issues needing attention or 

follow-up before leaving the incident. 

p. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Human Resource Unit Leader (HRUL). The HRUL reports 

to the FSC and is responsible for payroll, local hiring, 

employee relations, and services. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Ensure that all personnel time records are 

accurately completed and transmitted to home 

agencies, according to policy. 

e. Provide personnel actions, such as hiring, 

termination, and promotions.

f. Communicate, interpret, and advise on human 

resources policies, regulations, and procedures. 

g. Provides advice and recommendations on 

personnel matters. 

h. Monitor employee morale on the incident and 

provide recommendations to the FSC. 

i. Manage administrative databases and spreadsheets 

used for analyses and decisionmaking. 

j. Review, analyze, and provide advice on human 

resource management issues submitted by incident 

managers.

k. Provide technical reports and findings when 

requested.

l. Maintain security of sensitive personnel documents 

under the unit’s responsibility. 
March 2009

FINANCE 8-6 ADMIN 

m. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Payroll Manager (PAMG). The PAMG reports to the HRUL 

and is responsible for managing payroll operations on the 

incident. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Ensure all time-recording documents are received 

and processed within required time frame. 

e. Verify time recording documents are accurate and in 

compliance with agency(s) policy. 

f. Collect and maintain overtime request records as 

required.

g. Ensure payroll overtime is within approved overtime 

authorization limits. 

h. Maintain records security. 

i. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Payroll Specialist (PAYS). The PAYS reports to the PAMG 

and is responsible for review, audit, and submission of 

personnel time sheets. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Establish and maintain a file for employee time 

reports.

d. Receive and process a time sheet for applicable 

personnel assigned to the incident for each pay 

period.

e. Verify and validate time sheets for the supervisor’s 

certification.

f. Ensure final time sheet is completed before 

personnel demobilizing from the incident. 
March 2009

FINANCE 8-7 ADMIN 

g. Forward original time sheets to each employee’s 

respective organization of record (HQ, Regional 

Office, etc.). 

h. Monitor overtime hours to ensure appropriate 

authorization was received and provide information 

to the Payroll Manager per pay period. 

Recruitment and Hiring Manager (RHMG). The RHMG 

reports to the HRUL and is responsible for conducting local 

hiring as needed. The RHMG follows established hiring 

processes and procedures. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Review incident hiring needs and any special 

recruitment procedures with the HRUL and Equal 

Rights Officer (ERO), as needed. 

d. Coordinate with sections on local hire position 

description needs. 

e. Supervise assigned personnel. 

f. Determine salary requirements for submitted job 

descriptions with the Department of Labor. 

g. Prepare Vacancy Announcements and distribute 

according to recruitment or outreach needs 

h. Receive, review, and route resumes to the 

requesting supervisor. 

i. Schedule and conduct pre-hiring interviews. 

j. Ensure that job applicants complete required hiring 

and security forms. 

k. Initiate security and suitability background checks 

with the Security Officer. 

l. Ensure that new hires are sworn in. 

m. Ensure all employment records are complete and 

kept in a secure area. 

n. Prepare Requests for Personnel Action (Standard 

Form 52) to hire, terminate, extend local hire 

appointments and adjust salary, etc. 
March 2009

FINANCE 8-8 ADMIN 

o. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Recruitment and Hiring Specialist (RHSP). The RHSP 

reports to the RHMG and is responsible for following 

established hiring processes, procedures, and policies to 

assist with local hiring as directed. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Assist in determining salary requirements for 

submitted job descriptions with the Department of 

Labor.

d. Maintain Vacancy Announcements records. 

e. Assist in distributing Vacancy Announcements. 

f. Receive and log in applicant resumes. 

g. Assist in scheduling and pre-hiring interviews with 

the requesting official.

h. Maintain completed hiring and security forms. 

i. Ensure assigned employment records are complete 

and kept in a secure area. 

j. Assist in the preparation of SF-52s. 

Employee Relations Manager (ERMG). The EMRG reports 

to the HRUL and is responsible for advising supervisors and 

managers on employee relations issues and processes. 

Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Provide employee relations training and/or 

orientation programs. 

e. Advise supervisors and managers on employee 

discipline, adverse actions, performance issues, 

complaints and grievances, appeals, denials of 

within-grade increases, attendance and leave 
March 2009

FINANCE 8-9 ADMIN 

issues, employee conduct issues, and other 

concerns of employee-supervisor relations. 

f. Advise employees of their rights and provide referral 

services.

g. Review disciplinary and adverse action notices 

before their issuance to employees to ensure 

procedural sufficiency. 

h. Establish case files on all disciplinary and adverse 

actions, appeals, complaints, grievances, etc. 

i. Ensure security of employee and other sensitive 

files.

j. Provide information as requested by unemployment 

offices.

k. Interpret any new policies, guidelines, or instructions 

to managers, supervisors, and/or employees. 

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Employee Relations Specialist (ERSP). The ERSP reports 

to the ERMG and is responsible for providing critical 

administrative, clerical, and technical support. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Assist, if needed, in presenting employee relations 

training and/or orientation programs to incident 

personnel.

d. Review and make recommendations to the ERMG 

on employee discipline, adverse actions, 

performance issues, complaints and grievances, 

appeals, denials of within-grade increases, 

attendance and leave issues, employee conduct 

issues, and other concerns of employee-supervisor 

relations.

e. Advise employees of their rights and provide referral 

services for individual employee cases involving 

sensitive or serious problems when requested by 

the ERMG. 
March 2009

FINANCE 8-10 ADMIN 

f. Review draft disciplinary and adverse action notices 

before issuance to employees to ensure procedural 

sufficiency. 

g. Maintain case files on disciplinary and adverse 

actions, appeals, complaints, grievances, etc. 

h. Ensure security of employee and other sensitive 

files.

Employee Services Manager (ESMG). The ESMG reports 

to the HRUL and is responsible for planning, organizing, and 

providing welfare and recreation programs for assigned 

disaster employees that improve employee morale, safety, 

and productivity. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Monitor incident personnel for rest, high stress 

levels, work environment, and sufficient recreational 

opportunities.

e. Work closely with the Equal Rights Specialist and 

Safety Officer (SOFR) to assess trends and 

potential problems affecting incident personnel. 

f. Visit work locations and contact incident personnel 

to evaluate morale, welfare, and recreation 

programs. 

g. Advise leadership of potential needs for quality of 

life, social interaction, and conflict. 

h. Ensure there are adequate rest areas provided for 

employees. 

i. Plan and coordinate recreational opportunities when 

required.

j. Coordinate recreational field trips. 

k. Gather, display, and disseminate information to 

notify employees of rest and recuperation 

opportunities.

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 
March 2009

FINANCE 8-11 ADMIN 

Employee Services Specialist (ESSP). The ESSP reports 

to the ESMG and is responsible for the implementation of the 

Employee Service Program on the incident. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Assist in monitoring incident personnel for adequate 

rest, high stress levels, adequate work environment, 

and sufficient recreational opportunities. 

d. Assist in planning and coordinating recreational 

opportunities when requested. 

e. Coordinate rest and recuperation transportation 

efforts when needed. 

f. Gather, display, and disseminate information to 

notify employees of rest and recuperation 

opportunities.

g. Design and publish notices, brochures, pamphlets, 

and maps when needed. 

Compensation/Claims Unit Leader (COMP). The COMP 

reports to the FSC and is responsible for the overall 

management and direction of all administrative matters 

pertaining to compensation-for-injury and other claimsrelated activities. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the FSC. 

c. Establish contact with the SOFR, Liaison Officer 

(LOFR) or Area Representatives if the LOFR is not 

activated, and the Medical Unit Leader (MEDL).

d. Determine the need for Compensation-for-Injury and 

Claims Specialists and order personnel as needed.

e. Establish a Compensation-for-Injury work area 

within or close to the Medical Unit. 

f. Review the Incident Medical Plan (ICS Form 206). 

g. Ensure that Compensation/Claims Specialists have 

adequate workspace and supplies. 
March 2009

FINANCE 8-12 ADMIN 

h. Consult with the Legal Advisor (Office of Chief 

Counsel) as necessary. 

i. Review and coordinate procedures for handling 

claims with the Procurement Unit. 

j. Brief the SOFR and Compensation/Claims 

Specialists on incident activity. 

k. Periodically review logs and forms produced by the 

Compensation/Claims Specialists to ensure that 

they are complete and in compliance with agency 

requirements and policies and that entries are timely 

and accurate. 

l. Ensure that all Compensation-for-Injury and Claims 

logs and forms are complete and routed to the 

appropriate agency for post-incident processing 

before demobilization.

m. Keep the FSC briefed on unit status and activity. 

n. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Compensation-for-Injury Specialist (INJR). The INJR 

reports to the COMP and is responsible for administering 

financial matters resulting from serious injuries and fatalities 

occurring on an incident. Close coordination is required with 

the MEDL and SOFR. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Co-locate Compensation-for-Injury operations with 

the MEDL when possible. 

d. Establish a procedure with MEDL on prompt 

notification of injuries or fatalities. 

e. Obtain a copy of the Incident Medical Plan (ICS 

Form 206).

f. Provide written authority for persons requiring 

medical treatment. 

g. Ensure that correct agency forms are being used. 

h. Provide correct billing forms for transmittal to a 

doctor and/or hospital.
March 2009

FINANCE 8-13 ADMIN 

i. Keep informed and report on the status of 

hospitalized personnel. 

j. Maintain a log of all injuries occurring at the 

incident.

k. Coordinate all administrative paperwork on serious 

injuries or fatalities with the host FEMA Region. 

l. Coordinate with appropriate agency(s) to ensure 

they assume responsibility for injured personnel in 

local hospitals after demobilization. 

m. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Claims Specialist (CLMS). The CLMS reports to the COMP 

and is responsible for managing all claims-related activities 

(other than injury) for an incident. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Develop and maintain a log of potential claims. 

d. Initiate an investigation on all claims other than 

personnel injury. 

e. Coordinate with the investigation team as 

necessary. 

f. Review witness statements pertaining to claims 

other than personnel injury. 

g. Brief the transitioning entity or person on any 

incomplete investigations. 

h. Document follow-up action needed by the local 

agency. 

i. Keep the COMP advised on the nature and status of 

all existing and potential claims. 

j. Ensure the use of correct agency forms. 

k. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Cost Unit Leader (COST). The COST reports to the FSC 

and is responsible for collecting all cost data, performing cost 

effectiveness analyses, providing cost estimates and cost-
March 2009

FINANCE 8-14 ADMIN 

saving recommendations, maintaining cost records, and 

providing travel voucher preparation services. Primary duties 

include the following: 

a. Review common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the FSC. 

c. Coordinate with FEMA HQ on cost reporting 

procedures.

d. Collect and record all cost data. 

e. Develop incident cost summaries. 

f. Make cost-saving recommendations to the FSC. 

g. Ensure all cost documents are accurately prepared. 

h. Maintain cumulative incident cost records. 

i. Complete all records before demobilization. 

j. Establish and oversee travel voucher preparation 

services.

k. Provide reports to the FSC. 

l. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Fund Control Manager (FCMG). The FCMG reports to the 

COST and is responsible for the documenting, tracking, 

analyzing, and oversight of disaster funds. Primary duties 

include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Monitor use of funds and manage fund control 

systems to ensure that the monetary allocation is 

not exceeded. 

e. Ensure that internal fiscal procedures are adequate 

for financial accounting functions necessary to 

record, project, and verify allocation and 

expenditures of recovery funds. 

f. Assist in ensuring that financial management on the 

incident is in conformance with established policies, 

directives, procedures, and federal regulations. 
March 2009

FINANCE 8-15 ADMIN 

g. Monitor the funding level in disaster-specific programs 

and provide funds status reports when requested. 

h. Provide reports, statements, and accounting data 

when requested. 

i. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Funds Control Specialist (FCSP). The FCSP reports to the 

FCMG and is responsible for assisting with documenting, 

tracking, gathering data concerning, and analyzing disaster 

funds. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Assist in monitoring the expenditure of funds and 

funding levels. 

d. Use systems to control funds as directed. 

e. Follow financial management policies, directives, 

and goals for the disaster. 

f. Complete work within established time frames and 

in conformance with federal regulations. 

g. Provide data for status reports when requested. 

h. Ensure document security is maintained. 

Travel Manager (TVMG). The TVMG reports to the COST 

and is responsible for incident travel services, including 

regulations guidance and voucher preparation. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Provide customer service support for travel 

vouchers.

e. Provide assistance to incident employees on travel 

policies, regulations, documents, forms, and 

procedures.

f. Establish travel voucher appointment schedules. 
March 2009

FINANCE 8-16 ADMIN 

g. Prepare travel vouchers using Travel Manager 

software. 

h. Verify that all voucher claims are legal and correct, 

according to federal regulations.

i. Ensure that all required documents are attached to 

travel vouchers and that proper authorization and 

signatures have been obtained. 

j. Verify authorizations for accuracy in the Integrated 

Financial Management Information System (IFMIS) 

Vendor File. 

k. Ensure that employees are listed on the official 

travel authorizations. 

l. Establish files, accounting information, and codes 

for travel voucher records. 

m. Validate and monitor travel and transportation 

transactions, research discrepancies, and make 

adjustments as needed. 

n. Reconcile travel vouchers and authorized obligation 

documents. 

o. Ensure prepared packages are sent to the 

DHS/FEMA Disaster Finance Center or other 

designated financial office for processing. 

p. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Travel Specialist (TVSP). The TVSP reports to the TVMG 

and is responsible for providing travel claim services to 

incident personnel. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Maintain travel voucher appointment schedules. 

d. Meet appointment times for employees to prepare 

travel vouchers. 

e. Prepare travel vouchers using Travel Manager 

software. 

f. Provide assistance to employees on travel policies, 

regulations, documents, forms, and procedures.
March 2009

FINANCE 8-17 ADMIN 

g. Review voucher claims to determine that are legal 

and correct, in accordance with federal and 

DHS/FEMA regulations and procedures. 

h. Ensure that all required documents are attached to 

travel vouchers and that proper authorization and 

signatures have been obtained. 

i. Sort, log in, and route vouchers to the DHS/FEMA 

Disaster Finance Center or other designated 

financial office for processing. 

j. Maintain files, accounting information, and codes for 

travel voucher records. 

Procurement Unit Leader (PROC). The PROC reports to 

the FSC and is responsible for administering all financial 

matters pertaining to vendor contracts, leases, and fiscal 

agreements. All PROC activities are carried out consistent 

with FAR requirements. Other federal agency personnel—

General Services Administration (GSA) Contracting and 

Leasing Specialists, U.S. Forest Service Buying Team, etc.—

supporting procurements for the Incident Management 

Assistance Team (IMAT) are assigned to the Procurement 

Unit. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Coordinate with the Ordering Unit Leader, Regional 

Response Coordinating Center (RRCC), and all 

other procurement organizations supporting the 

incident.

d. Prepare and authorize contracts and land-use 

agreements (coordinate with the LEAD). 

e. Prepare invitations to bids, publicizes requirements, 

issue solicitation documents, review bids, determine 

financial and performance capability of bidders, and 

award contracts. 

f. Administer contracts and agreements and resolve 

disputes within delegated authority. 

g. Coordinate with the Compensation/Claims Unit for 

processing claims. 
March 2009

FINANCE 8-18 ADMIN 

h. Complete final processing of contracts and send 

documents for payment. 

i. Coordinate cost data in contracts with the COST. 

j. Brief the FSC on current problems and 

recommendations, outstanding issues, and followup requirements. 

k. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Contracting Manager (CNMG). The CNMG reports to the 

PROC and is responsible for procurement planning, 

negotiations, awards, administration, terminations, and closeouts. The CNMG performs the duties of the Contracting 

Officer per the Federal Acquisition Regulations. As 

necessary, the CNMG will appoint a Contracting Officer 

Technical Representative (COTR) for each contract to 

monitor contract performance and ensure technical 

requirements of the contract are performed. COTRs will be 

selected from the appropriate program area. All CNMG 

activities will be carried consistent with the requirements of 

the FAR. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Assume responsibility for development of requests 

for proposals, contract negotiations, awards, 

administration, terminations, and close-outs. 

d. Supervise assigned personnel. 

e. Receive proposals and perform cost or price 

analysis. 

f. Conduct contract negotiations with vendors to 

establish prices and terms. 

g. Take action to terminate a contract for the 

convenience of the government or for default by the 

contractor.

h. Develop and maintain effective and efficient working 

relationships with parties involved in the contractual 

or procurement processes. 
March 2009

FINANCE 8-19 ADMIN 

i. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Contracting Specialist (CNSP). The CNSP reports to the 

CNMG and is responsible for bid solicitation and contract 

administration and monitors contract progress. Primary 

duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Compile a bidders’ mailing list, obtain legal review, 

and issue the solicitation. 

d. Receive proposals and perform cost analysis. 

e. Prepare contracts. 

f. Monitor contractor progress. 

Purchasing Specialist (PUSP). The PUSP reports to the 

PROC and is responsible for the acquisition of supplies, 

equipment, and services. Primary duties include the 

following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Acquire supplies, equipment, and services. 

d. Determine the best source for procurement. 

e. Negotiate with suppliers and evaluate vendor 

performance capability. 

f. Keep the supervisor informed of acquisition status. 

Training Unit Leader (TRNL). The TRNL reports to the FSC 

and is responsible for developing and implementing incident 

training. Primary duties include the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Supervise assigned personnel. 

d. Analyze, schedule, and facilitate training 

opportunities to fulfill individual development and 

incident and program management needs. 
March 2009

FINANCE 8-20 ADMIN 

e. Provide onsite training opportunities to ensure that 

the disaster staff has the skills and knowledge 

needed to provide effective and efficient services. 

f. Develop a training plan on the basis of identified 

needs.

g. Review trainee assignments and modify if 

appropriate. 

h. Coordinate the assignment of trainees to incident 

positions with the Resources Unit. 

i. Brief trainees and trainers on training assignments 

and objectives. 

j. Make follow-up contacts with trainees to determine 

whether or not training objectives were met. 

k. Provide trainees with certificates of completion. 

l. Coordinate on-the-job incident training opportunities 

and activities. 

m. Ensure that the completed training is correctly 

documented on agency training forms. 

n. Respond to requests for information on training 

activities.

o. Transfer training records to the appropriate 

administrative unit. 

p. Document in writing all significant decisions and 

facts relative to your activities on the incident. 

Training Specialist (TRSP). The TRSP reports to the TRNL 

in meeting incident training objectives. Primary duties include 

the following: 

a. Review Common Responsibilities (see Chapter 2). 

b. Obtain a briefing from the supervisor. 

c. Serve as an instructor as assigned. 

d. Assist in analyzing training needs on the incident. 

e. Assist in the design of a training program that meets 

the needs of the incident. 

f. Obtain necessary visual aids and instruction 

supplies.

g. Ensure that training forms and participant lists are 

accurate and complete.
March 2009

FINANCE 8-21 ADMIN 

h. Prepare certificates of completion. 

i. Respond to requests for information on training 

activities when requested. 

j. Assist in scheduling classes. 

k. Assist in scheduling and documenting on-the-job 

training opportunities for identified trainees. 

l. Assist in completing required training forms and 

developing accomplishment reports. 
THIS PAGE IS INTENTIONALLY LEFT BLANK 
March 2009

PLANNING 9-1 PROCESS 

CHAPTER 9 

Incident Action Planning Process 

Contents 9-1 

Introduction 9-2 

O-Period Planning Cycle (Planning “P”) 9-3 

Incident/Event and Notification 9-5 

Initial Response and Assessment 9-5 

Incident Briefing 9-5 

Initial IMAT Meeting 9-7 

UCG Group Develops/Updates Incident 

Incident Objectives 

9-9

9-10

Command and General Staff Meeting 9-11 

Preparation for the Operations Tactics Meeting 9-13 

Operations Tactics Meeting 9-16 

Preparing for the Planning Meeting 9-19 

Planning Meeting 9-21 

IAP Preparation and Approval 9-23 

Operations Briefing 9-26 

Execute Plan and Assess Progress 9-28 

ICS Map Symbols 9-30 
March 2009

PLANNING 9-2 PROCESS

Introduction

Timely and focused planning provides the foundation for

effective incident management. The FEMA incident action

planning process is used to develop an Incident Action Plan

(IAP), which includes incident objectives, specific tactical

actions, and supporting information for each Operational

Period (O-Period)1. Incident action planning is always

conducted in advance of the next O-Period.

The primary focus of the IAP is the Operations Section, in

which federal assistance and support are managed,

coordinated, and delivered on the incident. However, it is

essential that the entire Incident Management Assistance

Team (IMAT) and selected specialty disciplines participate

and provide input.

The IAP is the singular overarching plan for allocating

resources and providing work assignments resources in

support to state and local governments in response to the

incident. It does not preclude the preparation of other

functional or discipline-specific support plans. Depending on

the scope and complexity of the incident, all command and

general staff may need to develop functional plans for how

they will support the IAP.

1 Operational Period – The period of time scheduled for

execution of a given set of operation actions as specified

in the IAP. Operational Periods can be various lengths

but usually do not exceed 24 hours in the earlier stages

of an incident/disaster.
March 2009

O-Period Planning Cycle (Planning “P”)

Figure 1 shows the Planning P of the IAP planning process.

Figure 1: The Planning “P”

PLANNING 9-3 PROCESS
March 2009

Initial Response: “ The Leg of the P” 

Initial response or the “Leg of the P” represents the initial 

actions and activities that occur before or shortly after the 

arrival of an IMAT to an incident. The “Leg of the P” (see 

Figure 2) is a component of the planning process but is not 

considered part of the planning cycle. 

Figure 2: The “Leg of the P” 

PLANNING 9-4 PROCESS 
March 2009

PLANNING 9-5 PROCESS 

Incident/Event and Notification

The planning process begins with the scheduling of a 

planned event, identification of a credible threat, or with the 

initial response to an actual (no-notice) or impending (notice) 

event.

The National and Regional Response Coordination Centers 

monitor, collect, and review available situational information 

and initial reports of an event or possible event. The IMAT 

team leader is alerted of a potential or actual event that may 

result in a team deployment. In a “notice event,” such as an 

approaching hurricane, an IMAT may be pre-deployed to 

begin gathering information to establish situational 

awareness. 

Initial Response and Assessment

Whether in anticipation of or response to an incident, the 

initial response and assessment phase occurs before the 

operational planning cycle. During this phase, the IMAT is 

conducting the initial sizing up to determine priorities and 

potential organizational structure, resource needs, and 

facilities, etc. The IMAT makes contact with the appropriate 

state, tribal, and local officials to gather information and make 

preliminary response plans. 

A Preliminary Damage Assessment (PDA) Team is deployed 

to scope the extent of incident impacts and estimate the 

federal disaster relief costs. The PDA Team may be a task 

force assembled by the IMAT to conduct the mission. Before 

the deployment of the IMAT, the Regional Response 

Coordinating Center (RRCC) manages the PDA Team. 

Incident Briefing

An IMAT receives an initial briefing before assuming 

command of an incident. The briefing may occur when the 

IMAT assumes command from the RRCC or from another 
March 2009

PLANNING 9-6 PROCESS 

IMAT or when there is a change of Federal Coordinating 

Officials (FCO). 

The briefing package may take a variety of forms, but one 

available tool is the ICS Form 201, which can provide the 

incoming IMAT with basic information on the incident 

situation and the resources assigned. The ICS Form 201 

may also serve as the IAP for the initial response and would 

remain in force until the IMAT’s Planning Section generates 

the incident’s first IAP.

The ICS Form 201 documents the response objectives, 

situational awareness, resources assigned, resources 

ordered or requested, and significant actions taken. This form 

is essential for future planning, documentation, and the 

effective management of initial response activities.

The recommended agenda for an incident briefing using ICS 

Form 201 as a guide or outline is as follows: 

x Presidential Delegation Letter—FCO or Regional 

Administrator (RA) 

x Regional Administrator’s Guidance—RA 

x Situational Briefings—Situation Unit Leader (SITL) 

or RRCC Director 

x Current Priorities—FCO or RRCC Director 

x Strategy(s) and tactics—Operations Section Chief 

(OSC) or RRCC Director

x Current Organization—PSC or RRCC Director 

x Resource assignments—Resources Unit Leader 

(RESL) or RRCC Director 

x Resources en-route and/or ordered—RESL or 

RRCC Director 

x Facilities established—Logistics Section Chief 

(LSC) or RRCC Director 

x Political issues and/or sensitivities—External Affairs 

Officer (EAO) or RA. 
March 2009

PLANNING 9-7 PROCESS 

Initial IMAT Meeting

In the initial IMAT meeting, the IMAT (including all available 

IMAT members) reviews roles and responsibilities, identifies 

high priority activities, and agrees on meeting and planning 

schedules. The FCO also sets expectations for the team. 

The OSC, in concert with the state OSC and with input from 

staff, develops a preliminary operations section organization 

on the basis of the geographic and/or functional parameters 

of the incident response (See Subdividing an 

Incident/Disaster below.) The OSC also develops an incident 

map showing planned geographic branch and division 

boundaries (if applicable) and planned or actual operational 

facilities.

Other topics that may be discussed at the Initial team 

meeting are the following: 

x Initial incident resource requirements 

x Resource ordering procedures 

x Public information strategies 

x Organization and staffing, as well as planning, 

logistical, and financial agreements and procedures 

x Jurisdictional limitations, concerns, and restrictions 

x Safety and security concerns. 

Operational Subdivisions 

For an incident, the Operations Section can be subdivided 

into branches, divisions, and groups. Incidents can be 

subdivided geographically (branches and divisions) or 

functionally (branches and groups) or a combination of both. 

Most FEMA incidents to date have been organized with only 

functional branches, such as Emergency Services, 

Infrastructure, Individual Assistance, and Mitigation. This can 

be a successful approach on smaller incidents, but on larger 

incidents it can cause confusion if these functional groups 
March 2009

PLANNING 9-8 PROCESS 

are working in the same geographic area (i.e., county, parish, 

or city) with limited coordination. 

The potential for confusion on larger incidents can be 

alleviated by subdividing the incident into geographic 

branches and divisions. Each division has an assigned 

Division Supervisor that has the responsibility to manage all 

activities within the division. The strength of this approach is 

that it provides federal, state, and local officials with a single 

point of contact for all FEMA operations in a defined area. It 

also allows the organization to expand with the incident by 

assigning additional divisions. Geographic branches can be 

established when the number of divisions exceeds the OSC’s 

span of control. 

The combination of functional branches and groups and 

geographical branches and divisions combines the functional 

strengths of the FEMA and other federal agency (OFA) 

programs with the advantages of the geographic Incident 

Command System (ICS) organization. 
March 2009

Unified Coordination Group Develops/Updates Incident

Objectives

Figure 3 shows the step for updating incident objectives in

the planning cycle.

Figure 3: Develop and Update Incident Objectives Step

PLANNING 9-9 PROCESS
March 2009

PLANNING 9-10 PROCESS 

Establishing Incident Objectives 

Incident objectives are established by the Unified 

Coordination Group (UCG) on the basis on the incident 

requirements and the input from the Command and General 

Staff. Developing and/or updating incident objectives for 

each O-Period is the starting point for the incident action 

planning cycle that results in the IAP. 

Objectives should be clearly stated, measurable, and 

attainable.

The UCG may hold a meeting before the Command and 

General Staff meeting to develop incident objectives; 

however, this may also be accomplished as part of the 

Command and General Staff meeting.
March 2009

Command and General Staff Meeting

Figure 4 shows the step for the Command and General Staff

meeting.

Figure 4: Command and General Staff Meeting Step

PLANNING 9-11 PROCESS
March 2009

PLANNING 9-12 PROCESS 

Incident objectives may have been developed or updated 

before this meeting and may also be developed or updated at 

this meeting.

The UCG provides management direction to the Command 

and General Staff for the current O-Period planning cycle. 

Participants discuss the strategies for accomplishing the 

incident objectives. The UCG typically articulates priorities 

and strategies on how the IMAT should proceed. 

The Command and General Staff meeting also provides an 

opportunity to share critical information that is affecting or 

may affect the management of the incident. 

The Planning Section Chief facilitates the Command and 

General Staff meeting. 

The suggested agenda for the Command and General Staff 

meeting is indicated in the table below. 

Roll call and introduction of new participants and 

guests

PSC

UCG members’ opening remarks UCG 

Review of incident objectives PSC 

Review current situation SITL 

Round Robin discussion 

 Current status 

 Shortfalls, limitations, constraints, and 

concerns 

All

Outline of strategies to achieve objectives UCG 

Open discussion (optional) PSC 

Closing remarks UCG 

Adjournment
March 2009

Preparation for the Operations Tactics Meeting (Develop

Draft ICS-215s Planning Worksheets)

Figure 5 shows the step for preparing for the Operations

Tactics meeting.

Figure 5: Preparation for Operations Tactics Meeting

Step

PLANNING 9-13 PROCESS
March 2009

PLANNING 9-14 PROCESS 

In this critical phase of the planning cycle, the OSC, 

designated operations staff, select General Staff, and 

appropriate Command Staff identify and develop tasks and 

outline resource assignments on the Operational Planning 

Worksheet (ICS Form 215). The OSC typically delegates the 

preparation of the ICS Form 215 to Branch Directors and 

Group Supervisors.

The draft ICS Form 215s for each branch and group supports 

incident objectives. The draft ICS Form 215s must provide 

sufficient details on task assignments, reporting locations, 

reporting times, special equipment, and supply needs so that 

the Planning Section can develop the ICS Form 204 

Assignment Lists. 

Operational Planning Based on Organization 

When an incident is organized on a functional basis, such as 

along program lines (Individual Assistance, Public 

Assistance, and Mitigation), the functional Group Supervisors 

(GRPS) report directly to the OSC without an intervening 

branch director assigned. 

Under functional configuration, the program group 

supervisors have both operational1 and tactical2 control of 

group resources. 

1 Operational Control (OPCON) – Direct authority in 

planning, organizing, and developing tasks (work 

assignments) and assigning resources.

2 Tactical Control (TACON) – Direct authority over 

personnel and resources to adjust assignments when 

necessary to accomplish tasks to meet changing 

conditions.

On incidents that are organized both geographically and 

functionally, the functional branch directors or group 

supervisors will exercise OPCON of their resources, and the 
March 2009

PLANNING 9-15 PROCESS 

geographical branch directors and division supervisors will 

exercise TACON of assigned resources, as follows: 

x The functional branch directors and group supervisors 

are responsible for developing programmatic planning 

within their functions to identify work assignments and 

assign their resources to specific geographic divisions 

on the draft ICS Form 215s.

x It is important for the functional branch directors and 

group supervisors and geographic branch directors and 

division supervisors to work together during the action 

planning process and field operations. 
March 2009

Operations Tactics Meeting

Figure 6 shows the step for preparing for the Operations 

Tactics meeting resulting in completed 215s.

Figure 6: Operations Tactics Meeting for Finalization of 

the 215s Step 

PLANNING 9-16 PROCESS 
March 2009

PLANNING 9-17 PROCESS 

conflicts and coordination issues). The OSC ensures that the 

operational plan supports the incident objectives at this 

meeting. 

Items needed for the meeting should include: 

x Current Incident Objectives (ICS Form 202) 

x Large incident maps and charts with date and time 

x Digital projector to display the draft ICS Form 215s 

x A current resource inventory prepared by the 

Resource Unit 

x Other applicable situation status displays prepared 

by the Situation Unit 

This meeting is facilitated by the OSC, and participants 

should include: 

x Designated operations personnel 

x Resource Unit Leader (RESL) 

x The LSC and designated logistics personnel 

x External Affairs Officer 

x Safety Officer (SOFR) 

x Liaison Officer 

x Security Manager 

x Other personnel as needed. 

The purpose of the Operations Tactics meeting is to review 

and finalize draft ICS Form 215s (agree on work 

assignments, identify resource shortfalls, and resolve any 
March 2009

PLANNING 9-18 PROCESS 

The suggested agenda for the Operation Tactics Meeting is 

indicated in the table below. 

Review established incident objectives OSC 

Review completed Operational Planning 

Worksheets (ICS Form 215) 

x Confirm designated branches and 

division/groups are correctly displayed on 

maps and the ICS Form 215 

x Confirm designated branches and 

division/groups are correctly displayed on 

maps and the ICS Form 215 

x Ensure tasks identified and the reporting 

location for each division/group are 

complete, clear, concise, and accurate 

x Review resources needed to carry out 

tasks by divisions/groups 

x Assign available resources 

OSC or 

OPBD

Identify additional resources needed or excess 

resources 

RESL

Identify logistical capabilities, limitations, and 

other support needs such as communications, 

traffic, medical, etc. 

LSC

Identify, discuss, and mitigate safety issues 

and requirements 

SOFR

Identify and discuss supporting 

agency/organization needs and limitations 

LOFR

Confirm or identify and plot operations facilities 

and reporting locations on a map 

OSC & 

LSC

After the meeting, the RESL will use the ICS Form 215s to 

develop additional resource orders and place them with the 

Ordering Unit Leader (ORDL). 
March 2009

Preparing for the Planning Meeting

Figure 7 shows the preparation step for the planning 

meeting.

Figure 7: Preparation for the Planning Meeting Step 

PLANNING 9-19 PROCESS 
March 2009

PLANNING 9-20 PROCESS 

Operations Section 

x Prepares operations update for presentation at 

Planning Meeting 

x Coordinates with other staff as needed 

Planning Section 

x Prepares the final draft ICS Form 204s 

x Prepares the meeting room 

x Develops resource and support needs and submits 

to the Logistics Section 

x Publishes and distributes meeting agenda 

x Duplicates documents that are needed to support 

presentations 

Logistics Section 

x Orders resources to support the IAP

x Verifies support and orders support requirements 

including communications, transportation, and 

medical, etc. 

Finance/Admin Section 

x Verifies financial and administrative requirements 

In this phase the Command and General Staffs prepare for 

the upcoming Planning Meeting. 
March 2009

Planning Meeting

Figure 8 shows the Planning meeting step.

Figure 8: Planning Meeting Step 

PLANNING 9-21 PROCESS 
March 2009

PLANNING 9-22 PROCESS 

The OSC discusses the tactics selected to meet incident 

objectives for the next O-Period. This meeting provides the 

opportunity to discuss and resolve any issues and concerns 

before assembling the IAP. After review and updates are 

made, Command and General Staff affirm their commitment 

to support the operational plan. 

The PSC facilitates this meeting. 

The suggested agenda for the Planning meeting is indicated 

in the table below. 

Review agenda PSC 

Provide opening remarks UCG 

Provide update on current situation and national 

implications

SITL 

Review incident objectives PSC 

Present and review the draft ICS Form 204s OSC 

Ensure the draft operational plan meets incident 

objectives

PSC 

Review any open actions or tasks PSC 

Solicit feedback from the Command and General 

Staff 

PSC 

Obtain commitment from the Command and 

General Staff to support the plan 

PSC 

Make final comments and direction UCG 

Adjourn 

At the Planning meeting the draft incident action plan is 

reviewed, adjusted as necessary, and approved. 
March 2009

IAP Preparation and Approval

Figure 9 shows the step for preparation and approval of the 

IAP. 

Figure 9: IAP Preparation and Approval Step 

PLANNING 9-23 PROCESS 
March 2009

PLANNING 9-24 PROCESS 

The IAP must be completed to permit timely review and 

approval by the UCG, duplication, and distribution before the 

operational briefing. 

Common IAP components and the parties responsible for 

them are indicated in the table below. 

Incident Objectives (ICS Form 202) SITL 

Organization List (ICS Form 203) RESL 

Assignment List (ICS form 204) RESL 

Communication Plan (ICS Form 205) COML 

Medical Plan (ICS Form 206) MEDL 

with 

SOFR 

Incident Map SITL 

Organization Chart (ICS Form 207) RESL 

Safety Plan/message SOFR 

Optional Components (use as pertinent): 

x Air Operations Summary (ICS Form 220) AOBD 

x Traffic Plan GSUL 

Once the IAP components are completed it is reviewed for 

accuracy and completeness by: 

x Planning Section Chief 

x Operations Section Chief. 

The IAP is then reviewed and approved by the UCG. 

The original signed IAP is given to the Documentation Unit in 

the Planning Section after reproduction. 

IAP distribution is recommended to the following: 

x Command and General Staff. 

x Operational branch directors, division and group 

supervisors, task force and strike team leaders, and 

crew leaders 

x Unit leaders and above in Logistics, Finance/Admin, 

and Planning 

Immediately following the Planning meeting, the personnel

below will prepare assigned portions of the IAP to meet the 

deadline for final assembly by the Planning Support Unit. 
March 2009

PLANNING 9-25 PROCESS 

x Federal staging areas, state staging areas, and 

base camps 

x Area Field Offices 

x FEMA Emergency Teams such as Urban Search 

and Rescue Task Forces and HHS Disaster Medical 

Assistance Teams 

x All Emergency Support Functions (ESF) 

x Aviation facilities, including helibases and fixed wing 

bases.

The completed IAP is an important document that guides 

field operations, and it is critical that field personnel receive 

the current IAP. Response operations typically cover large 

geographic areas, often with damaged and degraded 

communications infrastructure. Consequently a variety of 

reproduction and distribution mechanisms need to be utilized. 

Options include the following: 

x Mass reproduction by private vendors 

x Electronic distribution 

x Faxing 

x Courier service (ground and air). 
March 2009

Operations Briefing

Figure 10 shows the step for the Operations Briefing.

Figure 10: Operational Briefing Step 

PLANNING 9-26 PROCESS 
March 2009

PLANNING 9-27 PROCESS 

Attendees should include at minimum Operations personnel 

such as branch directors, division and group supervisors, and 

others as needed to provide necessary information or as 

appropriate. Alternate communications, such as a conference 

line, may be required for participants in remote locations. 

The suggested agenda for the Operational Briefing is 

indicated in the table below. 

Review incident objectives OSC 

Review weather conditions and forecast SITL 

Present the current situation OSC or 

SITL 

Brief the branch directors, division, and group 

supervisors on assignments as identified on 

the Assignment Lists (ICS Form 204) 

OSC 

Communications COML 

Logistics LSC 

Safety SOFR 

Finance FSC 

Others as needed 

Before the beginning of a new O-Period, the OSC briefs the 

personnel responsible for executing and supporting the IAP.
March 2009

Execute Plan and Assess Progress

Figure 11 shows the step for executing the plan and

assessing progress.

Figure 11: Execute Plan and Assess Progress Step

PLANNING 9-28 PROCESS
March 2009

PLANNING 9-29 PROCESS 

Tactical Adjustments During the O-Period 

Division and group supervisors are authorized to make 

tactical adjustments and reallocate resources in their 

division/group to adapt to changing conditions during the OPeriod. Affected division and group supervisors should confer 

when making adjustments or changes. 

Major adjustments should be first cleared with their 

supervisor (OSC or branch director) before implementation, 

and the RESL should be notified of all resource status 

changes.

Assessing Progress 

An important aspect of getting started on the next planning 

cycle is an assessment of work progress to date. All action 

chiefs need to regularly assess work progress against the 

operations planned in the current IAP and address 

deficiencies in the incident action planning cycle for the next 

O-Period.
March 2009

PLANNING 9-30 PROCESS

ICS Map Symbols

Joint Field Office

Area Field Office (identify by name)

C Camp (identify by name)

Helispot (identifier)

FW

[ I ] [ II ]

(A) (B)

H

ISB

Helibase (include name if more than one)

Fixed Wing Base

(include name if more than one)

Branches (use Roman numerals)

Divisions (use upper case alpha characters)

Incident Support Base (identify by name)

Staging Areas (identify by name) S

DRC

#1

Disaster Recovery Center (use identifier)
March 2009

TRANSFER OF 10-1 COMMAND 

CHAPTER 10 

TRANSFER OF COMMAND 

Contents 10-1 

Transfer of Command 10-2 

Transfer and Transition Responsibilities 10-3 
March 2009

TRANSFER OF 10-2 COMMAND 

CHAPTER 10 

TRANSFER OF COMMAND 

All disaster operations require a continuous command 

presence. The command presence on a presidentially 

declared disaster is the Federal Coordinating Officer (FCO). 

There may be a change in command, including the FCO and 

Incident Management Assistance Team (IMAT), during 

disaster operations for reasons such as the following: 

x The Regional Response Coordination Center 

(RRCC) transfers command to the IMAT. 

x The disaster changes in size and/or complexity. 

x The duration of the disaster exceeds the availability 

of an FCO and/or IMAT. 

x Senior FEMA management determines the need for 

a change in the FCO and/or IMAT. 

A change in command is challenging, and it is imperative that 

the transfer take place as efficiently and orderly as practical. 

Operational efforts must continue during the transfer period 

with command and control firmly in place. During the transfer 

the current FCO/IMAT remains in charge of the incident until 

the incoming FCO/IMAT has been sufficiently briefed and all 

required delegations of authority are in place. 

In a situation in which an IMAT is being replaced, such as a 

Regional IMAT replacing a National IMAT or vice versa, the 

Command and General Staff must brief their counterparts. 

The incoming FCO should not assume command until he or 

she is thoroughly briefed and an exact time of command 

transfer is determined. The outgoing FCO has the 

responsibility to brief the incoming FCO. In a situation in 

which an IMAT is replacing another IMAT, the briefing should 
March 2009

TRANSFER OF 10-3 COMMAND 

involve both FCOs and their Command and General staff. 

After the briefing, incoming IMAT members will phase into 

their areas of responsibility in coordination with their 

counterparts but will not assume control until the 

predetermined time, as agreed upon by the incoming and 

outgoing FCOs. 

A comprehensive briefing that captures all essential 

information for continued effective command is critical to an 

effective transfer of command. On smaller disasters or 

transfers at the early stage of larger disasters, the Incident 

Briefing Form (ICS Form 201) may be used to display the 

necessary information for the transfer. On larger disasters a 

more detailed transfer package should be prepared. 

Where practical it is desirable for the new FCO and his or her 

organization to shadow the replaced FCO/IMAT for at least 

one O-period. 

The outgoing IMAT will prepare the Incident Action Plan for 

the first O-period for which the new IMAT is in charge. 

Notification of transfer of command must be communicated 

to all incident resources, affected Emergency Operations 

Centers (EOCs), Regional and National Response 

Coordination Centers (NRCC), and involved agency 

administrators. 

Transfer and Transition Responsibilities

Transfer of command begins at the Regional Administrator 

(RA) level. The RA will brief the new FCO on the situation, 

issue a letter of authority, and provide specific direction, if 

any. 

The briefing location and time should be established between 

the RA and the two FCOs. It is the responsibility of the 

outgoing FCO/IMAT to prepare the briefing information, 

secure the meeting place, and conduct the briefing of the 

incoming FCO/IMAT.
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March 2009

IMAT 11- 1 IMAT 

CHAPTER 11 

INCIDENT MANAGEMENT ASSISTANCE TEAMS 

Contents 11-1 

Incident Management Assistance Teams 11-2 

IMAT Typing 11-3 

Team Member Position Typing 11-4 
March 2009

IMAT 11- 2 IMAT 

CHAPTER 11 

INCIDENT MANAGEMENT ASSISTANCE TEAM (IMAT) 

Most disasters and emergencies are handled by State and 

local responders. The Federal Government is called on to 

provide supplemental assistance when the consequences of 

a disaster exceed State and local capabilities. If needed, the 

Federal Government can mobilize an array of resources to 

support State and local efforts. Various field teams, support 

elements, specialized equipment, operating facilities, 

assistance programs, and access to private-sector resources 

constitute the Federal response capabilities. 

FEMA is the Federal agency responsible for coordinating the 

Federal response. Depending on the size and complexity of 

the incident either an IMAT or ERT will deploy. The 

responsibility for the incident will eventually be delegated to 

an FCO who will operate out the JFO. The IMAT or ERT will 

provide the core personnel for the JFO. 

The IMAT is the response team of choice. It is staffed by full 

time personnel and organized and trained to comply with 

NIMS/ICS. An IMAT consists of a minimum of a Team 

Leader (normally a Federal Coordinating Officer) with a 

Command and General Staff, and may have additional 

incident-specific positions such as Branch Directors, 

Division/Group Supervisors, and Unit Leaders. An IMAT 

does not include all positions needed to manage an incident, 

but provides a nucleus of personnel that can assess the 

situation, develop an organizational structure to meet 

operational needs, determine requirements, and order 

resources. 

The decision to deploy an IMAT rests with the FEMA 

Administrator and the impacted Regional Administrator(s). 

This ensures the level of response is met with the 

appropriate capability without accepting operational risk. The 

IMAT establishes an immediate Federal presence with the 
March 2009

IMAT 11- 3 IMAT 

State, assumes command of the Federal response, assesses 

the situation, determines the level of required Federal 

support, and identifies a site for the Joint Field Office (JFO). 

Initial missions may include support to State and local 

governments to save lives and preserve property such as 

firefighting, search and rescue, emergency medical services, 

and hazardous materials response. Life sustaining missions 

to meet basic individual and community needs include 

shelter, emergency feeding and food supplies, and temporary 

restoration of essential government services. 

Recovery missions that assist in return to normalcy include 

grants and loans to individual victims and programs to rebuild 

or improve the affected infrastructure (e.g., public buildings, 

services, and highways). 

IMAT Typing: FEMA IMATs are ‘typed’ according to the size 

and experience of the team; qualifications related to the 

ability to manage minor or massive incidents based on ICS; 

and individual team member’s knowledge, skills and abilities 

as identified in FEMA Position Task Books. 

x Type I Team - National IMAT: Qualified to respond to 

all levels of disasters with Level I disasters the primary 

focus. Led by a Type I Senior Executive Service (SES) 

Federal Coordinating Officer (FCO) and comprised of 

Type I trained and credentialed team members in 

accordance with the IMAT Training and Credentialing 

Plan.

x Type II Team - Regional IMAT: Qualified to respond to 

Level II and Level III disasters with Level II disasters the 

primary focus. May rotate into a Level I disaster to 

relieve the Type I IMAT when the complexity of the 

disaster decreases. Led by an FCO and comprised of 

Type II trained and credentialed team members in 

accordance with the IMAT Training and Credentialing 

Plan.
March 2009

IMAT 11- 4 IMAT 

Team Member Typing

Just as the IMAT teams are typed, IMAT members are 

‘typed’ to ensure consistency in the conduct of duties and 

responsibilities across the IMAT program as follows: 

x Type I: Expert. Qualified to serve on a Type I IMAT at 

Level I, II or III disasters. Meets training and 

credentialing requirements specified in the Position Task 

Books. Serves as a mentor to Type II and Type III IMAT 

personnel as well as trainees. 

x Type II: Fully Qualified. Qualified to serve on a Type II 

IMAT at Level II and III disasters without a mentor. May 

rotate into a Level I disaster at the discretion of the Level 

I Team Leader. Meets the training and credentialing 

requirements specified in Position Task Books. Serves 

as a mentor and teacher to Type III IMAT personnel, 

trainees, and subordinates. 

x Type III: Basically Qualified: Qualified to serve on a Type 

III IMAT at Level III disasters. May rotate into a Level II 

disaster at the discretion of the Level II Team Leader. 

Meets the training and credentialing requirements 

specified in the Position Task Books. 

Type IV: Trainee. May be associated with Type I, II or III 

disaster operations. Is always paired with a designated 

mentor. Meets the basic training requirement specified in 

 the Position Task Books. 

x
March 2009

AREA COMMAND 12-1 AREA COMMAND 

CHAPTER 12 

UNIFIED AREA COMMAND 

Contents 12-1 

Unified Area Command 12-2 

Unified Area Command Organization Chart 12-3 

Unified Area Commander 12-4 

Assistant Unified Area Commander, Planning 12-5 

Assistant Unified Area Commander, Logistics 12-5 
March 2009

AREA COMMAND 12-2 AREA COMMAND 

Unified Area Command

Unified Area Command is an expansion of the incident 

command function defined as “an organization established to 

(1) oversee the management of multiple incidents that are 

being handled by separate Incident Command System 

organizations; or (2) oversee the management of a very large 

incident that has multiple Incident Management Assist Teams 

(IMAT) assigned.” 

Unified Area Command has the responsibility to set overall 

strategies and priorities, allocate critical resources on the 

basis of priorities, ensure that incidents are properly 

managed, and ensure that incident objectives are met and 

strategies followed. 

The Unified Area Command organization is normally kept 

small with personnel assigned to the Command, Planning, 

and Logistics functions. Depending on the complexity of the 

interface between the incidents, specialists in other areas 

such as aviation, hazardous materials, the environment, and 

finance may also be assigned to the Unified Area Command. 

A Unified Area Command does not exercise any operational 

control of the individual incidents, and there is no operations 

function in a Unified Area Command. 

A Unified Area Command involves multiple jurisdictions 

(cities, counties, states, federal agencies, etc.) that should 

have appropriate representation in the command. 
March 2009

Unified Area Command Organization Chart

Figure 1: Sample Unified Area Command Organization

Overseeing Three IMATs

AREA COMMAND 12-3 AREA COMMAND
March 2009

AREA COMMAND 12-4 AREA COMMAND 

Unified Area Commander. The Unified Area Commander is 

responsible for oversight of all the IMATs assigned in the 

Unified Area Command. This includes ensuring that conflicts 

are resolved, incident objectives are appropriate, and 

procedures are established for the allocation and use of 

critical resources. 

The Unified Area Commander must also ensure effective 

coordination with local, state, federal, and volunteer agencies 

and organizations (local, state, tribal, federal, and volunteer) 

operating or affected within the area assigned. 

Primary duties include the following: 

a. Obtain a briefing from the FEMA Regional 

Administrator (RA) on agency expectations, 

priorities, concerns, and constraints, including 

frequency of coordination and information 

requirements.

b. Obtain written delegation of authority for overall 

management and direction (oversight) of the 

incidents in the designated Unified Area Command. 

c. Determine and implement an appropriate Unified 

Area Command organization. 

d. Establish an appropriate location for the Unified 

Area Command. 

e. Establish a Unified Area Command schedule and 

timeline.

f. Schedule and conduct joint meetings with all Unified 

Coordination Groups in the command. 

g. Review objectives, strategies, and Incident Action 

Plans for each incident in each operational period. 

h. Keep current on critical resource needs. 

i. Establish priorities for use of critical resources and 

establish procedures to ensure that critical 

resources are not released from one incident when 

needed by another. 

j. Establish demobilization priorities and approve 

incident demobilization plans. 

k. Maintain a log of major actions and decisions. 
March 2009

AREA COMMAND 12-5 AREA COMMAND

Assistant Unified Area Commander, Planning. This

commander is responsible for collecting information from

IMATs in order to assess and evaluate potential conflicts in

establishing incident objectives, strategies and the priority

use of critical resources. Primary duties include:

a. Obtain briefing from Unified Area Commander.

b. Assemble information from IMATs to identify

potential conflicts and/or ways for incidents to

develop compatible operations.

c. Recommend allocation and/or reallocation priorities

of critical resources to or between incidents.

d. Maintain status on critical resources.

e. Document and distribute Unified Area Commander's

decisions or orders.

f. Conduct advance planning beyond the next

operational period.

g. Ensure demobilization plans are coordinated

between IMATs, RRCC(s), and NRCC.

h. Make arrangements for and conduct strategy

meetings established by the Unified Area

Commander.

i. Prepare Unified Area Command briefings as

scheduled, requested or needed.

j. Maintain log of major actions/decisions.

Assistant Unified Area Commander, Logistics. This

commander is responsible for providing facilities, services,

and material at the Unified Area Command level and for

monitoring the use of critical resources and supplies. Primary

duties include the following:

a. Obtain a briefing from the Unified Area Commander.

b. Provide facilities, services, and materials for the

Unified Area Command organization.

c. In the absence of a Unified Area Command Aviation

Coordinator, ensure that temporary airspace and

flight restrictions are coordinated between incidents,

in place, and understood.
March 2009

AREA COMMAND 12-6 AREA COMMAND 

d. Ensure coordinated communication links are in 

place. 

e. Monitor the use of critical logistical resources and 

make recommendations for reallocation where 

deemed of value. 

f. Maintain a log of major actions and decisions. 
March 2009

COORDINATION 13-1 CENTERS 

CHAPTER 13 

FEMA COORDINATION CENTERS 

Contents 13-1 

Response Coordination Centers 13-2 

Resource Coordination and Control 13-2 

Levels of Activation 13-4 

Regional Response Coordination Centers 13-4 

RRCC Logistics Section 13-6 

National Response Coordination Center 13-6 

NRCC Logistics Management Center 13-7 

NRCC Movement Coordination Center 13-8 
March 2009

COORDINATION 13-2 CENTERS

Response Coordination Centers

The National Response Coordination Center (NRCC) and

Regional Response Coordination Centers (RRCC) are

integral components of the National Response Framework

(NRF). The NRCC and the RRCCs serve as the FEMA

Emergency Operations Centers (EOC) for domestic incident

management activities. The primary function of these centers

is to coordinate federal response by deploying FEMA assets

and ensuring coordination and information exchange with

State EOCs and other federal agencies as required,

providing current assessments of ongoing incidents and

responding to policy direction provided by FEMA and the

Department of Homeland Security.

Resource Coordination and Control

FEMA’s logistical support focuses on the “push” or “pull” of

disaster relief resources on the basis of an analysis of

incident size, complexity, and urgency. Requirements are

validated at the lowest operational level and adjudication of

competing resource requirements at the next higher level

through communications at all levels, as outlined:

• Push Concept. Resources are pushed into the impact

area pre-event and immediately post-event to establish a

48-hour supply on the basis of models or incidentspecific plans. When the push concept is utilized, it is

essential to have clear communications with lower

operational levels to ensure there are sufficient teams,

resources, and facilities to receive and support the push.

The push concept will normally transition to a pull

approach upon transition of operational control to the

team in the field.

• Pull Concept. The RRCC and/or team in the field

establish resource requirements in coordination with

state, territorial, and/or tribal counterparts as validated

by the Operations Section on the basis of the actual rate
March 2009

of consumption. Initial Response Resource (IRR)

commodity projections are for 2 days, trending toward a

1-day supply as the response winds down. The RRCC

and/or field team communicates these requirements to

the NRCC.

As shown in Figure 1 the RRCCs directly support the IMATs,

while the NRCC supports the RRCCs. All lines are dashed,

because the relationship between the RRCCs and the IMATs

is one of support and coordination, not supervision.

Figure 1: Relationship Between NRCC, RRCCs, and

Incidents

COORDINATION 13-3 CENTERS
March 2009

COORDINATION 13-4 CENTERS

Levels of Activation

III Minor

Minimal levels of damage, which

could result in a Presidential

declaration of emergency or a

major disaster. Some federal

involvement may be requested

by state and local jurisdictions,

and the request will be met by

existing federal regional

resources.

II Moderate

Moderate levels of damage,

which will likely result in a major

Presidential disaster declaration,

with moderate federal

assistance. Federal regional

resources will be fully engaged,

with potential involvement of

federal regional offices from

outside the affected area. Select

national resources may also be

utilized.

I Massive

This level of event will result in a

Presidential disaster declaration,

with major federal involvement

and full engagement of federal

regional and national resources.

Regional Response Coordination Centers

The RRCC is a standing facility activated to coordinate

regional response efforts, establish federal priorities, and

implement local federal program support until the Federal

Coordinating Officer (FCO) has assumed responsibility for

the incident. The RRCC is staffed by designated Emergency

Support Function (ESF) representatives. An activated Level I
March 2009

COORDINATION 13-5 CENTERS 

RRCC operates 24 hours a day. The type and magnitude of 

the disaster dictate the federal response requirements. 

The Regional Administrator (RA) or the Regional Disaster 

Operations Division (DOD) Director determines when an 

incident is of such magnitude or complexity that it requires 

the activation of an RRCC. When activated, the RRCC 

reports to the Regional DOD Director. 

The RRCC duties and responsibilities before the FCO 

assumes command include the following: 

a. Make initial contact with the affected state(s) and 

review capabilities and shortfalls to determine initial 

response requirements. 

b. Activate required ESFs. 

c. Issue initial activation mission assignments or 

reimbursable agreements. 

d. Establish reporting and communication protocols 

with the activated agencies. 

e. Activate and deploy IMATs. 

f. Establish communications with the affected state 

emergency management agency and the NRCC. 

g. Provide immediate assistance to state, tribal, and 

local governments to save lives, protect property, 

and ensure public safety. 

h. Coordinate operations and situation reporting to the 

NRCC.

i. Coordinate initial provisions of the Federal-State 

Agreements that must be signed by the Governor 

and the FEMA RA. 

j. Establish regional priorities, objectives, and initial 

support requirements. 
March 2009

COORDINATION 13-6 CENTERS 

RRCC Logistics Section

The Logistics Section at the RRCC will manage staging 

areas until operational control is transitioned to the field 

team. When an FCO and/or IMAT assumes responsibility for 

field operations, the IMAT Operations Section Chief (OSC) 

will be given operational control of staging areas and 

assigned resources, including life-sustaining IRR 

commodities.

National Response Coordination Center 

The NRCC is an interagency center located in FEMA 

Headquarters (HQ) that is responsible for national-level 

response coordination. The HQ Disaster Operations 

Directorate determines when it is necessary to activate 

and staff the NRCC.

The NRCC is a standing 24-hour-a-day facility staffed by 

personnel responsible for deploying national-level 

resources, long-range operational planning, and 

collecting and disseminating national-level incident 

information. While normally activated in support of an 

RRCC, the NRCC may be activated before the activation 

of a RRCC. The NRCC is activated by and reports to the 

HQ Disaster Operations Directorate Director. 

The NRCC support RRCCs by deploying IRR and by 

coordinating and allocating strategic national resources. The 

NRCC supports the activated RRCCs. The NRCC may 

directly support field operations when the RRCC stands 

down. 

Principal NRCC responsibilities include the following: 

a. Monitor potential or developing incidents and 

support the efforts of regional and field operations. 

b. Monitor the availability of emergency response 

teams and resources. 
March 2009

COORDINATION 13-7 CENTERS 

c. Initiate mission assignments or reimbursable 

agreements to activate other federal departments 

and agencies at the NRCC. 

d. Activate and deploy national-level resources, such 

as the National Disaster Medical System (NDMS), 

Urban Search and Rescue Task Forces, Mobile 

Emergency Response Support (MERS), and 

National IMATs, as requested by RRCCs and/or 

FEMA RAs. 

e. Provide national resource coordination support to 

RRCCs. 

f. Support initial deployment of personnel and 

resources as requested by RRCCs. 

g. Adjudicate competing IRR commodity requirements 

for multiple RRCCs and/or FCO-led IMAT field 

operations. 

h. Collect, analyze, and disseminate information on the 

incident and status of resources. 

i. Draft and distribute operational warnings and orders 

in coordination with other elements of the National 

Operations Center (NOC). 

NRCC Logistic Management Center

The NRCC Logistics Management Center (LMC) serves as 

the central reporting element for all FEMA field logistics 

actions. The LMC is also responsible for procuring and 

delivering IRR and national incident support equipment and 

supplies. 

When necessary, the LMC will coordinate the delivery and 

pre-staging of IRR commodities from the national logistics 

supply chain to Incident Support Bases (ISBs) managed by 

the LMC or staging areas managed by the OSC in the field. 

The LMC may push commodities to off-incident facilities, 

such as a distribution centers or ISBs, but the pushing of 

commodities will only occur in accordance with an 

established plan or when agreed to by the requesting party.

NRCC Movement Coordination Center 

The NRCC Movement Coordination Center (MCC) plans and 

coordinates all aspects of national transportation support for 

the FEMA regions. Incident-specific transportation resources 

(e.g., trucks, planes, and boats) fall under the operational 

control of the FCO and/or IMAT OSC in the field. 
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March 2009

MISSION 14-1 ASSIGNMENT 

CHAPTER 14 

MISSION ASSIGNMENTS PROCESS 

Contents 14-1 

Mission Assignment Process 14-2 

Forms 14-3 

Types of Mission Assignment 14-4 

Deactivation and Stand-Down 14-5 
March 2009

MISSION 14-2 ASSIGNMENT 

Mission Assignment Process 

Mission Assignments (MA) are authorized by the Robert T. 

Stafford Disaster Relief and Emergency Assistance Act, 42 

U.S.C. §5121, et esq. 

An MA is a work order issued by FEMA to an other federal 

agency (OFA) directing completion by that agency of a 

specified task and citing funding, other managerial controls, 

and guidance. 

The MA is issued only when the work to be completed is not 

within the statutory authority of the OFA and it is determined 

to be the best solution for meeting the identified need. MAs 

may be issued to an OFA with or without compensation as 

considered appropriate by the issuing official, although it is 

FEMA’s intention to reimburse OFAs for all eligible costs 

incurred under MAs. 

The MA may be for a very specific, singular activity or a 

number of like activities with specific tasks. Requirements for 

MAs include the following: 

x MAs executed before a declaration (under a surge 

account) must be reissued after the declaration, if the 

MA is to remain active, to ensure the MA is funded and 

tracked through the disaster fund. 

x If it is necessary to verbally initiate an MA, written 

documentation should be issued as soon as possible.

FEMA and participating OFAs have developed pre-scripted 

MAs (PSMA) to expedite actions. A PSMA is a standard 

statement of work with cost estimates. A PSMA is not official 

until inserted into the MA form and properly approved.
March 2009

MISSION 14-3 ASSIGNMENT 

Forms

1. Mission Assignment Delegation of Authority 

Memorandum. The MA Delegation of Authority 

Memorandum is prepared by the Regional Comptroller 

for the Regional Administrator’s signature at the time of 

an incident or potential for an incident. It delegates 

authority to specifically identified individuals to sign MAs 

as the Federal Approving Official.

2. Action Request Form (ARF). An ARF is a request for 

federal assistance and is needed before the 

development and approval of an MA. An ARF requires 

the signature of the authorized requesting official (either 

state or federal), the signature of the Federal Approving 

Official, and the following minimum information (normally 

staffed out and developed by FEMA or the appropriate 

Emergency Support Function):

x Period of performance 

x Estimated cost 

x Statement of work, including number of staff and 

kind and type of resource needed 

x Point of contact (name and phone numbers) 

x Assignment location (i.e., staging area, Joint Field 

Office, etc.) 

3. Tasker. A tasker directs an OFA to perform a specific 

activity under an approved MA. The tasker must be 

performed within the performance and funding limits of 

the MA. A tasker does not authorize any additional funds 

or expand the MA scope of work. 

4. Mission Assignment Activation Letter. An activation 

letter must be prepared for each federal agency 

activated. Activation letter templates are available on the 

FEMA EMMIE intranet site. A different template letter is 

used for General Service Administration MAs.
March 2009

MISSION 14-4 ASSIGNMENT 

ARF Tracking and MA Log. The ARF Tracking Log is 

initiated and maintained by the Action Tracking 

Specialist (ATSP) assigned to the Ordering Unit in the 

Logistics Section. The ATSP will work in coordination 

with the Mission Assignment Manager (MAMG) in the 

Operations Section to update and maintain the MA Log. 

Separate tracking logs are used for pre-declaration and 

post-declaration MAs and the companion taskers. 

Types of Mission Assignments 

1. Federal Operations Support (FOS). FOS is any

support provided to FEMA and/or an OFA required for 

federal response operations. FOS does not have to be 

approved by the State Approving Official and does not 

require a state cost-share.

MAs for FOS may be authorized in anticipation of or in 

response to an incident before a declaration. 

2. Technical Assistance (TA). TA is provided by FEMA or 

an OFA to state and local jurisdictions that lack the 

knowledge and expertise to accomplish the identified 

task when requested. 

TA is authorized only after a declaration for a major 

disaster or emergency. TA does not require a state costshare and excludes the permanent provision of “things” 

(e.g., funds, equipment, and supplies). An MA for TA 

must be signed by the State Approving Official. 

3. Direct Federal Assistance (DFA). DFA is support 

provided by FEMA or an OFA to state and local 

jurisdictions that lack the capability to perform or contract 

for eligible emergency work. DFA is used to provide 

emergency protective measures to save lives, protect 

public health and safety, protect property, and implement 

debris removal for state and local governments. 
March 2009

MISSION 14-5 ASSIGNMENT 

All DFA is subject to the federal-state cost share and 

indemnification provisions of the FEMA-State 

Agreement. An MA for DFA must be signed by the State 

Approving Official. 

Deactivation and Stand-Down 

At the end of the MA period of performance, the OFA is 

either directed to stand down or deactivate. 

Stand-down allows the federal agency to be recalled under 

the existing MA. 

When an OFA is de-activated, a new MA is required to bring 

them back to the incident. 
THIS PAGE IS INTENTIONALLY LEFT BLANK 
March 2009

MERS Appendix A-1 MERS 

APPENDIX A

MOBILE EMERGENCY RESPONSE SYSTEM 

Contents A-1 

Introduction A-2 

MERS Disaster Support Package A-4 

Communications A-5 

Communications Equipment A-5 

Command and Control Equipment A-6 

MERS Detachment Operations A-8 

MERS Support Requirements A-9 

Typical MERS Deployment A-9 

MERS Operations Center A-10 

National Response Framework A-10 
March 2009

MERS Appendix A-2 MERS 

Introduction

The mission of FEMA’s Mobile Emergency Response 

System (MERS) is to provide a wide range of life-sustaining 

and basic support to FEMA Incident Management Assist 

Teams (IMATs) and other federal, state, and local agencies 

at the scene of a disaster, emergency, special event, or 

exercise. A MERS detachment supplies communications, 

Automated Data Processing (ADP), operations, logistics, life 

support, security, and safety teams designed to support 

onsite management of disaster response activities. 

FEMA maintains and operates five geographically dispersed 

MERS detachments, each of which supports two FEMA 

regions. Locations and regional assignments are as follows: 

 Location Region

Maynard, MA 1 and 2 

Thomasville, GA 3 and 4 

Denver, CO 5 and 8 

Denton, TX 6 and 7 

Bothell, Washington 9 and 10 

 Frederick, MD 

 National Capital Region 

A MERS detachment is self-sufficient and has a stand-alone 

capability to support emergency responders for 10 days with 

communications, operational, and logistical and life support 

capabilities that include food, water, shelter, clothing, 

sleeping bags, and cots. 

Each deployment is tailored to meet specific emergency 

response requirements. Equipment and personnel can be 

pre-positioned to support forecasted emergencies or 

scheduled events. 
March 2009

MERS Appendix A-3 MERS 

Resources may be driven or airlifted to event locations. Airlift 

of the following equipment requires use of C-17, C-5 type 

military aircraft because of the size of the equipment, which 

includes the following: 

x Multi-Radio Van (MRV) 

x Mini-Emergency Operation Vehicles (MEOV) 

x Incident Response Vehicle (IRV) 

x 600KW generators 

x Disaster Support Package (DSP) vehicles at each 

MERS site (DSP equipment at Maynard is on 

smaller vehicles and can be airlifted by C-141 and 

C-130 type aircraft.) 

Mobile assets are self-sustaining and will be operational at 

remote locations under austere conditions. Most services will 

normally be provided in buildings selected as operating sites; 

however, initial service can be provided directly from mobile 

equipment.

To fulfill emergency response needs, resources from the 

MERS respond promptly and provide the following as 

required:

x Multi-media communications and informationprocessing support 

x Operational support, especially for the Planning 

Section

x Liaison to the IMAT (MERS Coordinator) 

x Logistics and life support (shelter, food, and 

clothing) for emergency responders and Joint Field 

Office (JFO) logistics 

x Power generation 

x Heating, ventilation, and cooling (HVAC) 

x Fuel 

x Water 

x Internal logistics support and maintenance. 
March 2009

MERS Appendix A-4 MERS 

MERS Disaster Support Package (DSP)

The MERS DSP life support mission is to provide basic lifesustaining supplies to emergency responders (100 people for 

10 days) immediately after the occurrence of a catastrophic 

incident. Each of the five MERS detachments has one of 

these packages. 

The DPS is maintained, deployed, and operated by 

personnel assigned to the original five MERS detachments. 

The package is road and air transportable, requiring a C-5 

type military aircraft for the packages at Bothell, WA; Denver, 

CO; Denton, TX; and Thomasville, GA. The package at 

Maynard, MA, utilizes smaller vehicles and can be airlifted on 

a C-130 or C-141 aircraft or equivalent. 

The DPS is configured to support IMAT advanced elements 

and will support 100 people for 10 days with a capability for 

re-supply. 

Life-sustaining support available from the DSP consists of 

the following: 

x Meals-Ready-to-Eat (MREs) 

x Water (bottled) 

x Clothing. Rain gear, coveralls, and underwear 

(Long-term clothing, such as parkas, socks, and 

shoes, is provided by follow-on vehicles.) 

x First aid items. Over-the-counter medications, first 

aid kits, and bandages (MERS personnel are 

trained in basic first aid techniques.) 

x Safety equipment. Hard hats, goggles, and gloves 

x Sleeping gear. Sleeping bags, cots, pillows, 

sheets, and blankets 

x Hygiene items. Soap, towels, wash basins, and 

shampoo 

x Housekeeping supplies. Brooms, mops, and trash 

bags
March 2009

MERS Appendix A-5 MERS

x Office equipment. Basic office supplies (paper,

pens, and pencils) and equipment (tables, chairs,

and lights)

x Tools

x Fork lift.

Communications

MERS communications equipment can provide the following:

x Ku-band satellite

x Ku-band two-way Internet service

x Line-of-sight (LOS) radio

x High frequency (primary back-up)

x VHF and UHF (conventional and trunking)

x Video teleconferencing

x Leased land lines

x Secure Internet Protocol Router Network and Nonclassified Internet Protocol Router Network

(SIPRNet/NIPRNet), and the Defense Messaging

System (DMS)

Communications Equipment

Communications equipment includes the following:

a. Multi Radio Van (MRV) - Each detachment has one

MRV, which has the capability for the following:

x KU-Band satellite communications

x HF, VHF, UHF, and MSAT

x AES, DES VHF, UHF radio repeater system

x LOS microwave

x Landline connections.

b. High Frequency (HF) System - The system includes

the following:

x One transceiver shelter with four half duplex

radios (500W/1000W) and generators
March 2009

MERS Appendix A-6 MERS 

x One tandem support trailer with coaxial cables, 

power cables, fiber optics, and antennas. 

c. LOS Systems - These systems are divided into two 

operational modes. 

x The urban mode includes the following: 

– Seven radios (Each radio can handle two 

T-1s) 

– Multiple configurations 

– Point to point 

– Point to point with relay 

– Seven 50-foot towers and four 6-foot 

towers. 

x Radios and multiplexers are mounted in transit 

cases for deployment flexibility. 

d. Additional available communications assets include the 

following: 

x Fiber optic inter-site distribution 

x Private branch exchanges (ProLogic and 

MERLIN)

x Multiplexers (PROMINA and IMUX) 

x File servers and routers. 

x PCs with standard software configured for 

LAN/WAN

x Video teleconference 

x INMARSAT and MSAT satellite telephones. 

Command and Control Equipment

Command and control equipment includes the following: 

a. Emergency Operations Vehicle (EOV) - There is one 

EOV stationed at the Denton, TX, detachment, and two 

smaller EOVs stationed in Thomasville, GA. The EOV is 

versatile and may be used as an IMAT Command and 

Control Center (20 to 25 personnel) and includes: 
March 2009

MERS Appendix A-7 MERS 

x Two onboard 40KW generators 

x Voice-over IP switching, network server, broadcast 

TV reception, two-way Internet service, and video 

teleconferencing

x 20 workstations consisting of telephone, wireless 

telephones, LAN/WAN, and PCs with modem 

connections

x Conventional office machine support (fax, copier, 

etc.).

b. Mobile EOV - The MEOV can be used as an IMAT 

Command and Control Operations Center (8 to 10 

personnel). It is an expandable vehicle for an operations 

area with a conference table. There are two MEOVs per 

detachment. The MEOV includes the following 

x Power equipment - Dedicated systems and site 

power with power distribution tailored to support 7.5 

KW to 600 KW

x Heating, Ventilation, and Cooling (HVAC) - 

Capability to provide heating and cooling for a 

16,000 square foot building 

x Fuel equipment - Two 2,500-gallon fuel tenders to 

obtain, transport, and distribute fuel 

x Water equipment - Capabilities to obtain and 

transport unprocessed water that include: 

 Reverse osmosis water purification unit 

(ROWPU)

 Filtering mode (fresh water) that processes 

1,500 to 3,000 GPH 

 ROWPU (salt water mode) that processes up to 

800 GPH (worst case 150 GPH) 

 6,000-gallon water tender for transportation, 

storage, and distribution of processed water. 
March 2009

MERS Appendix A-8 MERS 

MERS Detachment Operations

Notification

and Activation 

MERS detachments are notified and 

alerted by the National Emergency 

Coordination Center (NECC) in 

coordination with the Director, Mobile 

Operations Division, and the Deputy 

Associate Director, Response and 

Recovery Directorate. 

Readiness

Phase

Requests for airlift of a MERS 

detachment via military aircraft will take 

a minimum of 12 to 24 hours, 

depending on aircraft availability. All 

MERS personnel and equipment have 

been included in the Time-Phased 

Force Deployment List (TPFDL) to 

assist in airlift. MERS detachments can 

drive to the disaster location and be 

shipped by surface transportation, land 

or sea. 

Delivery Phase MERS detachments are self-sufficient 

and are able to perform their functions 

in a timely manner, requiring no special 

employment considerations. For details 

of MERS operational capabilities, see 

the FEMA Guide for Emergency 

Managers, Response and Recovery 

Directorate, Mobile Operations 

Capability. 

Stand-Down 

Phase

MERS detachments are released by 

the Federal Coordinating Officer in 

coordination with the senior MERS 

representative (Coordinator) at the 

incident. The detachments are 

generally demobilized as units to 
March 2009

MERS Appendix A-9 MERS 

expedite the repair, restoration, and 

resupply of equipment and to ensure 

personnel are rested and ready for the 

next deployment. 

Return to 

Readiness

MERS detachments normally are 

prepared to redeploy within 3 to 7 days 

of return to their duty station. 

MERS Support Requirements

MERS detachments are deployed under three separate 

priorities and do not require any special support 

requirements. The priorities are defined as followed: 

x Priority A - Equipment and personnel that must be 

sent immediately (airlifted) 

x Priority B - Equipment and personnel that must be 

sent within the first 24 hours (air or surface) 

x Priority C - Equipment and personnel that can be 

sent after the first 24 hours (air or surface) 

– The number of personnel deployed varies 

depending on the deployment priority. 

– 463L pallet loads are not required for MERS. 

– See the TPFDL for weight, height, length, and 

width of equipment. 

Typical MERS Deployment

A typical rapid deployment package will include the following: 

x An EOV

x MEOV and IRV 

x The DSP and support systems. 

x Portable Satellite System (PKU) 

x Trailer (mounted) Portable Satellite System (TKU). 
March 2009

MERS Appendix A-10 MERS

The IMAT operates from temporary field facilities or the EOV

or MEOV, and communications connectivity is provided by

the MRV, portable satellite, or landline.

MERS Operations Center (MOC)

The MOC has the capabilities to do the following:

x Provide 24/7 communications watch for MERS and

two FEMA regions

x Process and forward state requests for assistance

to the regions

x Monitor the National Warning System (NAWAS)

x Conduct alert notification and personnel recall for

MERS and both regions

x Coordinate, prepare, and transmit spot and incident

reports

x Plan all deployment and support activity

x Monitor and operate the host federal center security

system.

National Response Framework

FEMA controls its communications assets (i.e., MERS) in the

incident area and coordinates their use with the Federal

Emergency Communications Coordinator (FECC). Other

agencies that provide telecommunications assets in support

of the response also control their organic assets but

coordinate use with the FECC.
March 2009

ESF Appendix B-1 ESF 

APPENDIX B

EMERGENCY SUPPORT FUNCTIONS

Contents B-1 

Introduction B-2 

ESF Notification and Activation B-2 

ESF Coordinator B-3 

Primary Agencies B-3 

Support Agencies B-4 

Emergency Support Function List B-6 
March 2009

ESF Appendix B-2 ESF 

Introduction

This section provides an overview of the Emergency Support 

Function (ESF) structure and the common elements of each 

ESF.

The ESF structure includes mechanisms used to provide 

federal support to states and federal-to-federal support, both 

for declared disasters and emergencies under the Stafford 

Act and for non-Stafford Act incidents.

The National Response Framework (NRF) provides 

mechanisms for interagency support during all phases of 

incident management. Some departments and agencies 

provide resources for response during the early stage of an 

event, while others are more prominent in the recovery 

phase. For more detailed information on ESFs, see the 

Emergency Support Function Annexes in the NRF. 

ESF Notification and Activation 

The National Response Coordination Center (NRCC), 

Regional Response Coordination Centers (RRCC), and Joint 

Field Office (JFO) activate ESFs in accordance with 

established protocols on the basis of the scope and 

magnitude of the threat to support incidents. 

ESF primary agencies notify and activate support agencies 

as required for the threat or incident, including support to 

specialized teams. Each ESF is required to develop standard 

operating procedures (SOPs) and notification protocols and 

to maintain current rosters and contact information. 

Each ESF Annex identifies the Coordinator and the primary 

and support agencies pertinent to the ESF. Several ESFs 

incorporate multiple components, with primary agencies 

designated for each component to ensure seamless 

integration of and transition between preparedness, 

response, and recovery activities. ESFs with multiple primary 
March 2009

ESF Appendix B-3 ESF 

agencies designate an ESF Coordinator for the purposes of 

pre-incident planning and coordination of primary and 

supporting agency efforts throughout the incident. 

ESF Coordinator

The ESF Coordinator has management oversight for that 

particular ESF. The ESF Coordinator has ongoing 

responsibilities throughout the preparedness, response, and 

recovery phases of incident management. 

Responsibilities of the ESF Coordinator include the following: 

a. Coordinate before, during, and after an incident, 

including pre-incident planning and coordination. 

b. Maintain ongoing contact with ESF primary and 

support agencies.

c. Conduct periodic ESF meetings and conference 

calls.

d. Coordinate efforts with corresponding private-sector 

organizations.

e. Coordinate ESF activities relating to catastrophic 

incident planning and critical infrastructure 

preparedness, as appropriate. 

Primary Agencies 

An ESF primary agency is a federal agency with significant 

authorities, roles, resources, or capabilities for a particular 

function within an ESF. ESFs may have multiple primary 

agencies, and the specific responsibilities of those agencies 

are articulated within the relevant ESF Annex. A federal 

agency designated as an ESF primary agency serves as a 

federal executive agent under the Federal Coordinating 

Officer (or Federal Resource Coordinator for non-Stafford Act 

incidents) to accomplish the ESF mission. 

When an ESF is activated in response to an incident, the 

primary agency is responsible for the following: 
March 2009

ESF Appendix B-4 ESF 

a. Support the ESF Coordinator and coordinate closely 

with the other primary and support agencies. 

b. Orchestrate federal support within its functional area 

for an affected state. 

c. Provide staff for the operations functions at fixed 

and field facilities.

d. Notify and request assistance from support 

agencies.

e. Manage mission assignments and coordinate with 

support agencies and appropriate state officials, 

operations centers, and agencies. 

f. Work with appropriate private-sector organizations 

to maximize use of all available resources. 

g. Support and keep other ESFs and organizational 

elements informed of ESF operational priorities and 

activities.

h. Conduct situational and periodic readiness 

assessments.

i. Execute contracts and procure goods and services 

as needed.

j. Ensure financial and property accountability for ESF 

activities.

k. Plan for short- and long-term incident management 

and recovery operations. 

l. Maintain trained personnel to support interagency 

emergency response and support teams. 

m. Identify new equipment or capabilities required to 

prevent or respond to new or emerging threats and 

hazards, or to improve the ability to address existing 

threats.

Support Agencies

Support agencies are those entities with specific capabilities 

or resources that support the primary agency in executing the 

mission of the ESF. When an ESF is activated, support 

agencies are responsible for the following: 

a. Conduct operations, when requested by DHS or the 
March 2009

ESF Appendix B-5 ESF 

designated ESF primary agency, consistent with 

their own authority and resources, except as 

directed otherwise pursuant to Sections 402, 403, 

and 502 of the Stafford Act. 

b. Participate in planning for short- and long-term 

incident management and recovery operations and 

the development of supporting operational plans, 

SOPs, checklists, or other job aids, in concert with 

existing first-responder standards.

c. Assist in the conduct of situational assessments. 

d. Furnish available personnel, equipment, or other 

resource support as requested by DHS or the ESF 

primary agency. 

e. Provide input to periodic readiness assessments. 

f. Maintain trained personnel to support interagency 

emergency response and support teams. 

g. Identify new equipment or capabilities required to 

prevent or respond to new or emerging threats and 

hazards, or to improve the ability to address existing 

threats.

When requested, and upon approval of the Secretary of 

Defense, the Department of Defense (DoD) provides 

Defense Support of Civil Authorities (DSCA) during domestic 

incidents. Accordingly, DoD is considered a support agency 

to all ESFs. 
March 2009

ESF Appendix B-6 ESF 

Emergency Support Function List

ESF

No.

ESF Coordinator Function 

1 Department of 

Transportation 

Transportation 

2 National 

Communications 

System 

Communications 

3 Army Corps of 

Engineers 

Public Works and Engineering 

4 United States 

Forest Service 

Firefighting 

5 FEMA Emergency Management 

6 FEMA Mass Care, Emergency 

Assistance, Housing, and 

Human Services 

7 General Services 

Administration and 

FEMA

Logistics Management and 

Resource Support 

8 Department of 

Health and Human 

Services

Public Health and Medical 

Services

9 FEMA Urban Search and Rescue 

10 Environmental 

Protection Agency 

Oil and Hazardous Materials 

Response 

11 Department of 

Agriculture 

Agricultural and Natural 

Resources

12 Department of 

Energy

Energy 

13 Department of 

Justice

Public Safety and Security 

14 FEMA Long-Term Community 

Recovery 

15 DHS External Affairs 
March 2009

INCIDENT Appendix C-1 LEVELS 

APPENDIX C

INCIDENT LEVELS 

FEMA Incident Management Assistance Teams (IMAT) are 

designed to respond to different levels of disasters based on 

criteria that include scope of impact, geographic size, and 

extent of required federal assistance. A brief definition of 

each disaster level is provided below.

Level I Disaster

A Level I disaster involves massive levels and breadth of 

damage, with severe impact or multi-state scope. This level 

of event will result in a presidential declaration, with major 

federal involvement and full engagement of federal regional 

and national resources. A full Regional Response 

Coordination Center (RRCC) staff will be activated at the 

federal regional level, and a full National Response 

Coordination Center (NRCC) will be activated at the federal 

national level. Federal assistance will include FEMA 

individual assistance, public assistance and hazard mitigation 

programs, and full interagency assistance in emergency 

services, human services, infrastructure support, and other 

response operations. 

Level II Disaster

A Level II disaster involves moderate levels, and the breadth 

of damage will likely result in a presidential declaration, with 

moderate federal assistance. This assistance will include not 

only FEMA individual assistance and public assistance and 

hazard mitigation programs, but also some level of 

interagency federal assistance in emergency services, 

including the delivery of initial response resources (IRR) and 

other response actions. An RRCC will be activated, and 

some Emergency Support Function (ESF) primary agencies 
March 2009

INCIDENT Appendix C-2 LEVELS 

will be called upon to provide representation on the RRCC 

and Incident Management Assistance Team staffs. Federal 

regional resources will be fully engaged, and possibly other 

federal regional offices outside the affected area may be 

called upon to contribute resources. When federal nationallevel support is required, it will normally include elevated 

activation of the NRCC and deployment of IRR. 

Level III Disaster

A Level III disaster involves minor to average levels of 

damage. The breadth of damage will often result in a 

presidential declaration of emergency or disaster. State and 

local jurisdictions will usually request some federal 

involvement, and existing federal regional resources will 

meet the request. However, federal assistance may be 

limited to activation of only one or two ESF primary agencies 

with special technical capabilities, along with FEMA support 

in providing access to individual assistance and public 

assistance and hazard mitigation programs. 

Note: As time progresses and the complexity of a 

disaster decreases and resources are demobilized, the 

disaster will scale to a level below that initially declared. 
March 2009

EMERGENCY Appendix D-1 TEAMS 

APPENDIX D

EMERGENCY TEAMS 

Contents D-1 

Centers for Disease Control (CDC) Technical 

Advisory Response Unit 

D-3

Domestic Emergency Support Team D-3 

Department of Defense (DoD) CBRNE 

Consequence Management Response Force 

D-3

DoD Chemical Biological Incident Response Force D-3 

Department of Energy (DOE) Nuclear Emergency 

Support Team 

D-3

DOE Radiation Emergency Assistance 

Center/Training Site 

D-4

DOE Radiological Assistance Program D-4 

Environmental Protection Agency (EPA) National 

Decontamination Team 

D-4

EPA Emergency Response Team D-4 

EPA Radiological Emergency Response Team D-4 

Federal Bureau of Investigation (FBI) Hazardous 

Materials Response Unit 

D-5

FBI National Counter Terrorism Evidence Response 

Team 

D-5

FEMA Urban Search and Rescue Task Forces D-5 

Department of Health and Human Services (HHS) 

Disaster Medical Assistance Teams 

D-5

HHS Disaster Mortuary Operational Response Team D-5 

HHS National Medical Response Team D-6 

National Guard CBRNE Enhanced Response Force 

Packages

D-6

National Guard WMD Civil Support Teams D-6 
March 2009

EMERGENCY Appendix D-2 TEAMS 

U.S. Northern Command (NORTHCOM) Command 

Assessment Element 

D-6

U.S. Army Corps of Engineers (USACE) Debris 

Planning and Response Team 

D-6

USACE National Ice Planning and Response Team D-6 

USACE National Water Planning and Response 

Team 

D-7

USACE Emergency Power Planning and Response 

Team 

D-7

USACE Temporary Roofing Planning and Response 

Team 

D-7

USACE Structural Safety Planning and Response 

Team 

D-7

USACE Temporary Housing Planning and 

Response Team 

D-7

US Coast Guard Strike Teams D-8 

Department of Veterans Affairs (VA) Medical 

Emergency Radiological Response Team 

D-8

VA Medical Radiobiology Advisory Team D-8 
March 2009

EMERGENCY Appendix D-3 TEAMS 

Centers for Disease Control Technical Advisory 

Response Unit - Members ensure efficient and effective 

distribution of the Strategic National Stockpile. 

Domestic Emergency Support Team (DEST) - The DEST 

is a specialized interagency federal team designed to 

expeditiously provide expert advice, guidance, and support to 

the FBI Senior Agent in Charge during a weapons of mass 

destruction (WMD) incident or credible threat. 

Department of Defense (DoD) Chemical, Biological, 

Radiological, Nuclear, and High-Yield Explosives 

(CBRNE) Consequence Management Response Force 

(CCMRF) - The CCMRF is a federally controlled capability 

consisting of several thousand joint personnel in force 

packages that are organized to perform missions across the 

CBRNE spectrum. CCMRF capabilities include medical, 

decontamination, command and control, communications, 

logistics, transportation, and public affairs assets. 

DoD Chemical Biological Incident Response Force 

(CBIRF) – The CBIRF provides capabilities for agent 

detection and identification; casualty search, rescue, and 

personnel decontamination; and emergency medical care 

and stabilization of contaminated personnel. 

Department of Energy (DOE) Nuclear Emergency 

Support Team (NEST) – Teams conduct operations to 

search for, identify, and render safe nuclear materials, 

weapons, or devices. NEST has the capabilities to respond 

to accidents and significant incidents involving nuclear 

weapons or nuclear weapon materials, implement aerial 

measuring systems, and response to and management of 

radiological emergencies. 
March 2009

EMERGENCY Appendix D-4 TEAMS 

DOE Radiation Emergency Assistance Center and 

Training Site (REAC/TS) - Members include medical 

professionals specializing in the medical effects of radiation. 

Members can deploy to the incident site or provide remote 

assistance. 

DOE Radiological Assistance Program (RAP) - RAP

teams are used for radiological incidents. RAP provides a 

flexible, 24-hour, first response capability for all types of 

radiological incidents. The team is supported during land and 

maritime events by a Search Response Team (SRT). 

Environmental Protection Day (EPA) National 

Decontamination Team (NDT) - The NDT is a team of EPA 

subject matter experts with contractor support that support 

the U.S. EPA federal on scene Coordinators. The NDT gives 

advice on how to clean areas and structures of various 

contaminants.

EPA Emergency Response Team - Teams are comprised 

of federal on scene Coordinators with both consulting and 

contractor support. The scalable teams can respond to any 

emergency to perform assessment, containment, and 

cleanup activities. The team provides experienced technical 

and logistical assistance in responding to environmental 

emergencies, through activities such as emergency 

response, site characterization and assessment, verification, 

cleanup, and disposal of radiologically contaminated wastes 

or release events. 

EPA Radiological Emergency Response Team (RERT) - 

RERTs focus on identifying and assessing potential impacts 

of environmental contamination through radiological 

monitoring and sampling. The RERT can also provide access 

to EPA’s mobile and fixed radiological laboratories. 
March 2009

EMERGENCY Appendix D-5 TEAMS 

Federal Bureau of Investigation (FBI) Hazardous 

Materials Response Unit (HMRU) - Provides a number of 

technical response capabilities, including management of 

WMD crime scene activities and the collection of evidence in 

hazardous environments. 

FBI National Counter Terrorism Evidence Response 

Team (NCERT) - The team includes special agents and 

technicians who collect evidence under CBRNE hazardous 

conditions, often in support of the FBI.

FEMA Urban Search and Rescue Task Forces (USAR) - 

Task forces are involved in operations to locate victims and 

manage recovery operations. Specifically USAR assets 

locate, rescue (extricate), and provide initial medical 

stabilization of victims trapped in confined spaces. The Task 

Force involves four areas of specialization: 

x Search - Find victims trapped after a disaster 

x Rescue - Safely dig victims out of tons of collapsed 

concrete and metal 

x Technical - Structural specialists making rescues 

safe for the rescuers 

x Medical - Care for the victims before and after a 

rescue.

Department of Health and Human Services (HHS) 

Disaster Medical Assistance Teams (DMAT) - DMATs 

provide primary and acute care, triage of mass casualties, 

initial resuscitation, stabilization, advanced life support, and 

preparation for transportation.

HHS Disaster Mortuary Operational Response Team 

(DMORT) - DMORTs are trained to provide mortuary 

assistance in the case of a mass fatality incident or 

cemetery-related incident. 
March 2009

EMERGENCY Appendix D-6 TEAMS 

HHS National Medical Response Team (NMRT) - NMRTs 

are trained to perform the functions of a Disaster Medical 

Assistance Team but possess an additional capability to 

respond to a CBRNE event.

National Guard CBRNE Enhanced Response Force 

Packages (CERFP) - The CERFP provides capabilities for 

casualty search and extraction, emergency medical 

treatment, decontamination, and limited technical rescue. 

National Guard WMD Civil Support Teams (CST) - The 

CST’s primary mission is to support emergency responders 

by providing on-scene assessment and analysis of potential 

WMD materials and then advising on appropriate response 

actions.

U.S. Northern Command (NORTHCOM) Command 

Assessment Element (CAE) - The CAE is a rapidly 

deployable, tailored package that gives the Commander, 

USNORTHCOM, an operational and tactical level operational 

environment awareness and assessment capability for an 

actual or potential homeland defense and/or civil support 

event. The CAE gathers information, develops situational 

awareness, and conducts assessments. This group supports 

the Defense Coordinating Officer’s organization, especially 

by sharing operational environment awareness. 

U.S. Army Corps of Engineers (USACE) Debris Planning 

and Response Team - Teams perform the collective 

operations of demolition, clearance, removal, transport, 

temporary storage, segregation, reduction, and ultimately, 

disposal of debris, whether generated by a natural disaster or 

terrorist event. 

USACE National Ice Planning and Response Team - 

Teams are trained to perform specific tasks such as the 

provision of ice to the victims of disasters. Teams provide the 

expertise to procure, transport, and account for the ice. The 
March 2009

EMERGENCY Appendix D-7 TEAMS 

teams buy and deliver the product in refrigerated trucks to be 

delivered and turned over to requested sites. 

USACE National Water Planning and Response Team - 

Teams are trained to perform specific tasks such as the 

provision of bottled water to the victims of disasters. Teams 

provide the expertise to procure, transport, and account for 

the water. The teams buy and deliver the product in tractortrailer trucks that is delivered to requested sites. 

USACE Emergency Power Planning and Response Team 

- Teams provide FEMA-owned temporary emergency power 

generators for critical public facilities in declared areas. 

USACE Temporary Roofing Planning and Response 

Team - Teams support FEMA in providing temporary roof 

repair (blue plastic roofing) on residences to prevent 

additional damage after a windstorm. The capabilities extend 

from technical expertise and assistance through complete 

management of a temporary roofing mission including the 

scoping, procurement, and installation of temporary roofing 

repairs.

USACE Structural Safety Planning and Response Team - 

Teams provide efficient and effective physical and technical 

support to FEMA mission response efforts under ESF - 9. 

This includes equipping USACE structural engineers who are 

operating as support to the FEMA USAR Task Forces and 

the FEMA USAR Incident Support Team engineering cell 

with personal protective equipment (PPE). 

USACE Temporary Housing Planning and Response 

Team - Teams assist with the placement of temporary 

housing units at individual home sites, existing mobile home 

parks, or newly designed and constructed mobile home parks 

when an event has rendered existing homes uninhabitable. 

In addition to the placement of housing units, the USACE 

may be tasked to provide trailers for temporary government 
March 2009

EMERGENCY Appendix D-8 TEAMS 

facilities, such as police stations, fire stations, and school 

classrooms, etc.

U.S. Coast Guard Strike Teams - Team missions are to 

respond on short notice to oil and chemical (HAZMAT) spills 

in the maritime environment. As available and feasible, 

teams are ready and capable of responding to terrorist WMD 

events and to assist other military and federal assets with 

identification and recovery (mitigation) of any WMD agents.

Department of Veterans Affairs (VA) Medical Emergency 

Radiological Response Team (MERRT) - Teams provide 

direct patient treatment; assist and train health care providers 

in managing, handling, and treatment of radiation exposed 

and contaminated casualties; assess the impact on human 

health; and provide consultation and technical advice. 

VA Medical Radiobiology Advisory Team (MRAT) - Teams 

provide advice and consultation to the command and control 

level for health physics, medical, and radiobiological issues 

during any nuclear or radiological incident that results in a 

coordinated federal response. The team is trained and 

equipped to deploy in support of a federal response. 
March 2009

COMMON Appendix E-1 RESPONSES 

APPENDIX E

COMMON DISASTER RESPONSE 

Contents E-1 

Hurricanes E-2 

Floods E-6 

Tornadoes E-10 

Earthquake E-15 

Wildland Fire E-19 

Nuclear Event E-24 
March 2009

COMMON Appendix E-2 RESPONSES 

Hurricanes

Saffir-Simpson Hurricane Scale 

Category 1: Winds 74–95 MPH or storm surges 4–5 

feet above normal. No real damage to building 

structures. Damage is primarily to unanchored mobile 

homes, shrubbery, and trees. Also, there will be some 

coastal road flooding and minor pier damage. 

Category 2: Winds 96–110 MPH or storm surges 6–8 

feet above normal. Some roofing material, door, and 

windows damage to buildings. Considerable damage to 

vegetation, mobile homes, and piers. Coastal and lowlying escape routes flood 2–4 hours before arrival of 

hurricane eye (center). Small craft in unprotected 

anchorages break moorings. 

Category 3: Winds 111–130 MPH or storm surges 9–12 

feet above normal. Some structural damage to small 

residences and utility buildings, with a minor amount of 

curtain-wall failures. Mobile homes are destroyed. 

Flooding near coast destroys smaller structures, with 

larger structures damaged by floating debris. Terrain 

continuously lower than 5 feet above sea level may be 

flooded inland for a number of miles. 

Category 4: Winds 131–144 MPH or storm surges 13–

18 feet above normal. More extensive curtain-wall 

failures with some complete roof structure failure on 

small residences. Major erosion of beach areas. Major 

damage to structures near the shore. Terrain 

continuously lower than 10 feet above sea level may be 

flooded, requiring massive evacuation of residential 

areas inland as far as 6 miles. 

Category 5: Winds more than 155 MPH or storm surges 

greater than 18 feet above normal. Complete roof failure 

on many residential and industrial buildings; some are 
March 2009

COMMON Appendix E-3 RESPONSES 

blown over or away. Major damage to lower floors of all 

structures located less than 15 feet above sea level and 

within 500 yards of the shoreline. Massive evacuation of 

residential areas on low ground within 5–10 miles of the 

shoreline may be required. 

Storm Surge: Storm surge is an abnormal rise in sea 

level accompanying a hurricane or other intense storm, 

and whose height is the difference between the 

observed level of the sea surface and the level that 

would have occurred in the absence of the cyclone. 

Storm surge is usually estimated by subtracting the 

normal or astronomic high tide from the observed storm 

tide. 

Angle of Attack: This is a very important aspect to 

consider when determining the potential damage from a 

hurricane storm surge. The Right-Front Quadrant is the 

stronger side of the storm and will deliver the highest 

storm surge. 

Emergency Team Applicability

HURRICANE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

HF Radio X XX 

Repeater System XX 

Secure 

Communications XX 
March 2009

COMMON Appendix E-4 RESPONSES 

HURRICANE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Telephone 

UHF/VHF Radio X XX 

Video 

Conferencing X XX 

Initial Disaster 

Impact X 

Electrical Survey X 

Hazardous 

Materials X

Medical Needs X X X

Structural Integrity X

Advanced LifeSupport Medicine X X

Austere Care X X X

Burn X X 

Collapsed 

Structure Medicine X X

Confined Space 

Medicine X

Crush Syndrome 

Medicine X X

Deaths XX 

Electronic Search, 

Victim X

Evacuation Patient X X X

Mass Casualties XXX X

Medical 

Management X X X

Mobilization 

Center/Staging 

Area 

 X X 
March 2009

COMMON Appendix E-5 RESPONSES 

HURRICANE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Mortuary 

Operations X 

Pediatrics X X 

Stress XXX 

Surgical X X 

Triage X X X

Victim Extrication X

Heavy Equipment 

Operations 

Coordination 

 X

Incident 

Management X X X 

Labor Force X 

Logistics Support X X 

USAR Support X 

ADP Support 

(LAN/WAN) X 

Air Conditioning 

Support X 

Canine Search, 

Victim X

Collapsed 

Structure Rescue X

Command and 

Control X 

Confined Space 

Rescue X

Debris Clearance/ 

Removal X 

Decontamination X 

Electrical Power XX 

Generators XX 
March 2009

COMMON Appendix E-6 RESPONSES 

HURRICANE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Electrical Power 

Distribution 

Systems 

 X 

Electrical Power 

Transmission 

Systems 

 

Floods 

Floods are one of the most common hazards in the United 

States. Flood effects can be local, impacting a neighborhood 

or community, or very large, affecting entire river basins and 

multiple states. 

However, all floods are not alike. Some floods develop 

slowly, sometimes over a period of days. However, flash 

floods can develop quickly, sometimes in just a few minutes 

and without any visible signs of rain. Flash floods often have 

a dangerous wall of roaring water that carries rocks, mud, 

and other debris and can sweep away most things in their 

path. Overland flooding occurs outside a defined river or 

stream, such as when a levee is breached, but still can be 

destructive. Flooding can also occur when a dam breaks, 

producing effects similar to flash floods. 

Flood Alert Classification

Flood Watch: Flooding is possible. Tune in to the 

National Oceanic and Atmospheric Administration 

(NOAA) Weather Radio, commercial radio, or television 

for information. 
March 2009

COMMON Appendix E-7 RESPONSES 

Flash Flood Watch: Flash flooding is possible. Be 

prepared to move to higher ground; listen to NOAA 

Weather Radio, commercial radio, or television for 

information. 

Flood Warning: Flooding is occurring or will occur soon; 

if advised to evacuate, do so immediately. 

Flash Flood Warning: A flash flood is occurring; seek 

higher ground on foot immediately. 

Emergency Teams Applicability

FLOOD 

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

HF Radio X XX 

Repeater System XX 

Secure 

Communications XX 

Telephone 

UHF/VHF Radio X XX 

Video 

Conferencing X XX 

Initial Disaster 

Impact X 

Electrical Survey X 

Hazardous 

Materials X

Medical Needs X X X

Structural Integrity X

Advanced LifeSupport Medicine X X
March 2009

COMMON Appendix E-8 RESPONSES 

 FLOOD 

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Austere Care X X X

Burn X X 

Collapsed 

Structure Medicine X X

Confined Space 

Medicine X

Crush Syndrome 

Medicine X X

Deaths XX 

Electronic Search, 

Victim X

Mass Casualties XXX X

Evacuation, 

Patient 

Preparation for 

X X X

Medical 

Management X X X

Mob Center 

Staging area X X 

Mortuary 

Operations X 

Pediatrics X X 

Stress XXX 

Surgical X X 

Triage X X X

Victim Extrication X

Heavy Equipment 

Operations 

Coordination 

 X

Incident 

Management X X X 

Labor Force X 

Logistics Support X X 

USAR Support X 
March 2009

COMMON Appendix E-9 RESPONSES 

 FLOOD 

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

ADP Support 

(LAN/WAN) X 

Air Conditioning 

Support X 

Canine Search, 

Victim X

Collapsed 

Structure Rescue X

Command and 

Control X 

Confined space 

Rescue X

Debris Clearance 

and Removal X 

Decontamination X 

Electrical Power XX

Electrical Power 

Distribution X

Electrical Power 

Transmission 

Systems 

 X

Generators XX
March 2009

COMMON Appendix E-10 RESPONSES 

Quick Reference Guide for Damage Assessment

Single or MultiFamily 

 

Damage Category Flood Event Livable 

Destroyed Not economically repairable 

Pushed off foundation 

No 

Major 2 or more feet of water on 1st

floor, no basement 

Structural damage and/or 

collapse of basement walls 

No 

Minor Less than 2 feet of water on 

1st floor, no basement 

1–8 feet of water in 

basement 

No 

Affected Less than 1 foot of water in 

basement, minor access 

problems 

Yes 

Mobile Homes 

Damage Category Flood Event Livable 

Destroyed Water above floor level 

Unit swept off foundation 

No 

Major Water soaked bottom board 

Shifted on piers 

No 

Minor Utilities flooded 

Piers shifted or washed out 

No 

Affected Water causes access 

problems, no water touched 

unit 

Yes 

 

Tornadoes

Tornadoes are nature’s most violent storms. Spawned from 

powerful thunderstorms, tornadoes can cause fatalities and 

devastate a neighborhood in seconds. A tornado appears as 

a rotating, funnel-shaped cloud that extends from a 
March 2009

COMMON Appendix E-11 RESPONSES 

thunderstorm to the ground with whirling winds that can 

reach 300 MPH. Damage paths can be in excess of 1 mile 

wide and 50 miles long. Every state is at some risk from this 

hazard. 

Some tornadoes are clearly visible, while rain or nearby lowhanging clouds obscure others. Occasionally, tornadoes 

develop so rapidly that little, if any, advance warning is 

possible. 

Before a tornado hits, the wind may die down and the air may 

become very still. A cloud of debris can mark the location of a 

tornado even if a funnel is not visible. Tornadoes generally 

occur near the trailing edge of a thunderstorm. It is not 

uncommon to see clear, sunlit skies behind a tornado. 

The following are facts about tornadoes: 

• They may strike quickly, with little or no warning. 

• They may appear nearly transparent until dust and 

debris are picked up or a cloud forms in the funnel. 

• The average tornado moves Southwest to 

Northeast, but tornadoes have been known to move 

in any direction. 

• The average forward speed of a tornado is 30 MPH 

but may vary from stationary to 70 MPH. 

• Tornadoes can accompany tropical storms and 

hurricanes as they move onto land. 

• Waterspouts are tornadoes that form over water. 

• Tornadoes are most frequently reported east of the 

Rocky Mountains during spring and summer 

months. 

• Peak tornado season in the southern states is 

March through May; in the northern states, it is late 

spring through early summer. 

• Tornadoes are most likely to occur between 3 p.m. 

and 9 p.m. but can occur at any time. 

Enhanced Fujita Tornado Scale 
March 2009

COMMON Appendix E-12 RESPONSES 

Category EF-0: Winds 65–85 MPH. Light damage. 

Some damage to chimneys. Twigs and branches 

broken off of trees; shallow-rooted trees pushed 

over. Signboards damaged. Some windows are 

broken. 

(Note: Hurricane wind speed begins at 73 MPH). 

Category EF-1: Winds 86–110 MPH. Moderate 

damage. Surface peeled off of roofs. Mobile homes 

pushed off foundations or overturned. Outbuildings 

demolished. Moving automobiles pushed off the 

road. Trees are snapped or broken. 

Category EF-2: Winds 111–135 MPH. 

Considerable damage. Roofs and some walls torn 

off well-constructed houses. Mobile homes 

demolished. Frame houses with weak foundations 

are lifted and moved. Large trees snapped or 

uprooted. Light object missiles generated. 

Category EF-3: Winds 136–165 MPH. Severe 

damage. Roofs and some walls torn off wellconstructed houses. Trains overturned. Most trees 

in forest uprooted. Heavy cars lifted off ground and 

thrown. Weak pavement is blown off roads. 

Category F-4: Winds 166–200 MPH. Devastating 

damage. Well-constructed houses leveled. 

Structures with weak foundations are blown off 

some distance. Cars are thrown and disintegrated. 

Trees in forest uprooted and carried some distance 

away. 

Category EF-5: Winds greater than 200 MPH. 

Incredible damage. Strong frame houses lifted off 

foundations and carried considerable a distance to 

disintegrate. Automobile-size missiles fly through 

the air for more than 300 feet. Trees debarked. 

Incredible phenomena will occur. 
March 2009

COMMON Appendix E-13 RESPONSES 

Tornado Alert Classification 

Tornado Watch: Tornadoes are possible in the 

area. Stay alert for approaching storm. 

Tornado Warning: A tornado has been sighted or 

indicated by weather radar. If the sky is threatening, 

move to a pre-designated place of safety.

Emergency Team Applicability

TORNADO

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME 

USAR

HF Radio X XX 

Repeater System XX 

Secure 

Communications XX 

Telephone 

UHF/VHF radio X XX 

Video 

Conferencing X XX 

Initial Disaster 

Impact X 

Electrical Survey X 

Hazardous 

Materials X

Medical Needs X X X

Structural Integrity X

Advanced LifeSupport Medicine X X

Austere care X X X

Burn X X 
March 2009

COMMON Appendix E-14 RESPONSES 

TORNADO

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Collapsed 

Structure Medicine X X

Confined Space 

Medicine X

Crush Syndrome 

Medicine X X

Deaths XX 

Electronic Search, 

Victim X

Evacuation Patient X X X

Mass Casualties XXX X

Medical 

Management X X X

Mobilization 

Center/Staging 

Area 

 X X 

Mortuary 

Operations X 

Pediatrics X X 

Stress XXX 

Surgical X X 

Triage X X X

Victim Extrication X

Heavy Equipment 

Operations 

Coordination 

 X

Incident 

Management X X X 

Labor Force X 

Logistics Support X X 

USAR Support X 

ADP Support 

(LAN/WAN) X 
March 2009

COMMON Appendix E-15 RESPONSES 

TORNADO

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Air Conditioning 

Support X 

Canine Search, 

Victim X

Collapsed 

Structure Rescue X

Command And 

Control X 

Confined Space 

Rescue X

Debris Clearance/ 

Removal X 

Decontamination X 

Electrical Power XX 

Electrical Power 

Distribution 

Systems 

 X 

Electrical Power 

Transmission 

Systems 

 X 

Generators XX 

EARTHQUAKE 

One of the most frightening and destructive phenomena of 

nature is a severe earthquake and its terrible aftereffects. 

Earthquakes strike suddenly, violently, and without warning 

at any time of the day or night. If an earthquake occurs in a 

populated area, it may cause many deaths and injuries and 

extensive property damage. 
March 2009

COMMON Appendix E-16 RESPONSES 

Richter Scale of Earth Quake Intensity

Magnitude 2.9 and below: Very Minor 

Magnitude 3.0–3.9: Minor 

Magnitude 4.0–4.9: Light 

Magnitude 5.0–5.9 Moderate 

Magnitude 6.0–6.9 Strong 

Magnitude 7.0–7.9 Major 

Magnitude 8.0 and above: Great 

Modified Mercalli Scale, Earthquake Damage Levels

Category 1–4: Very Minor to Moderate. No damage. 

Category 5: Rather Strong. Damage negligible. Small, 

unstable objects displaced or upset; some dishes and 

glassware broken. 

Category 6: Strong. Damage slight. Windows, dishes, 

glassware broken. Furniture moved or overturned. Weak 

plaster and masonry cracked. 

Category 7: Very Strong. Damage is slight to moderate 

in well-built structures; considerable in poorly built 

structures. Furniture and weak chimneys broken. 

Masonry damaged. Loose bricks, tiles, plaster, and 

stones will fall. 

Category 8: Destructive. Structural damage 

considerable, particularly to poorly built structures. 

Chimneys, monuments, towers, elevated tanks may fail. 

Frame houses moved. Trees damaged. Cracks in wet 

ground and steep slopes. 

Category 9: Ruinous. Structural damage severe; some 

will collapse. General damage to foundations. Serious 

damage to reservoirs. Underground pipe broken. 

Conspicuous cracks in ground; liquefaction. 
March 2009

COMMON Appendix E-17 RESPONSES 

Category 10: Disastrous. Most masonry and frame 

structures/foundations destroyed. Some well-built 

wooden structures and bridges destroyed. Serious 

damage to dams, dikes, and embankments. Sand and 

mud shifting on beaches and flat land. 

Category 11: Very Disastrous. Few or no masonry 

structures remain standing. Bridges destroyed. Broad 

fissures in ground. Underground pipelines completely 

out of service. Rails bent. Widespread earth slumps and 

landslides. 

Category 12: Catastrophic. Damage nearly total. Large 

rock masses displaced. Lines of sight and level 

distorted. 

Emergency Teams Applicability

EARTHQUAKE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

HF Radio X XX 

Repeater System XX 

Secure 

Communications XX 

Telephone 

UHF/VHF radio X XX 

Video Conferencing X XX 

Initial Disaster 

Impact X 

Electrical Survey X 

Hazardous 

Materials X

Medical Needs X X X
March 2009

COMMON Appendix E-18 RESPONSES 

EARTHQUAKE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Structural Integrity X

Advanced LifeSupport Medicine X X

Austere Care X X X

Burn X X 

Collapsed Structure 

Medicine X X

Confined Space 

Medicine X

Crush Syndrome 

Medicine X X

Deaths XX 

Electronic Search, 

Victim X

Evacuation, Patient 

Preparation for X X X

Mass Casualties XXX X

Medical 

Management X X X

Mobilization 

Center/Staging 

Area 

 X X 

Mortuary 

Operations X 

Pediatrics X X 

Stress XXX 

Surgical X X 

Triage X X X

Victim Extrication X

Heavy Equipment 

Operations 

Coordination 

 X

 
March 2009

COMMON Appendix E-19 RESPONSES 

EARTHQUAKE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Incident 

Management X X X 

Labor Force X 

Logistics Support X X 

USAR Support X 

ADP Support 

(LAN/WAN) X 

Air Conditioning 

Support X 

Canine Search, 

Victim X

Collapsed Structure 

Rescue X

Command And 

Control X 

Confined Space 

Rescue X

Debris 

Clearance/Removal X 

Decontamination X 

Electrical Power XX 

Electrical Power 

Distribution 

Systems 

 X 

Electrical Power 

Transmission 

Systems 

 X 

Generators XX 
March 2009

COMMON Appendix E-20 RESPONSES 

Wildland Fire 

Wildland Fire Classifications 

 

Wildfire: A fire that affects unpopulated or undeveloped 

lands, such as forest, grasslands, mountainous terrain, 

and desert. 

Urban Interface: A fire that threatens or is burning in a 

populated or developed region, such as a residential 

neighborhood on the border of a wildland area. 

Urban: A fire in a populated or developed area, such as a 

town or city. 

Wildland-Urban Safety Watch Outs 

Safety considerations when traveling or working in the 

wildland, urban Interface and urban fire areas include the 

following: 

1. Poor access and narrow one-way roads 

2. Bridge load limits 

3. Propane tanks and Hazmat threats 

4. Chimneys (steep canyon draws), box canyons, 

narrow canyons, or steep slopes 

5. Extreme fire behavior 

6. Strong winds 

7. Evacuation of public (panic) 

8. Power lines: 

a. Smoke, water and fire retardant are all good 

conductors and can cause power lines to 

ground arcing. 

b. Do not operate heavy equipment under power 

lines. 

c. Do not use power line rights-of-way as a supply 

distribution point or marshalling area. 

d. Do not drive with long antennas under power 

lines. 
March 2009

COMMON Appendix E-21 RESPONSES 

e. Do not stand near power lines during aircraft 

fire retardant drops. 

f. Do not park under power lines. 

9. Is the road surface drivable? 

10. Firefighting equipment 

11. Reduced visibility from smoke. 

Personnel Protective Equipment (PPE) 

Specialized fire safety clothing and equipment may be 

required in the vicinity of a wildland fire. Access to the fire 

area may be denied if the disaster worker does not have 

adequate PPE. See your supervisor if PPE is required and 

you need to be in the fire area. 

The following are the standard PPE requirements for being in 

a designated uncontrolled fire area: 

1. Wear hard hat while in the fire area. 

2. Wear 8-inch laced leather boots with slip-resistant 

soles. 

3. Wear flame-resistant clothing while on the fire line 

and when flying in helicopters. Do not wear clothing, 

even undergarments, made of synthetic materials 

that can burn and melt on your skin. Roll down 

sleeves to the wrist. 

4. Use leather gloves to protect hands. 

5. Use eye protection whenever there is a danger from 

material being blown into your face. 

6. Fire shelters will be carried when in the designated 

fire area. 

7. Use hearing protection when working around high 

noise-level firefighting equipment, such as 

helicopters, air tanker, chainsaws, and pumps. 
March 2009

COMMON Appendix E-22 RESPONSES 

Emergency Team Applicability

WILDLAND FIRE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

HF Radio X XX 

Repeater System XX 

Secure 

Communications XX 

Telephone 

UHF/VHF radio X XX 

Video 

Conferencing X XX 

Initial Disaster 

Impact X 

Electrical Survey X 

Hazardous 

Materials X

Medical Needs X X X

Structural Integrity X

Advanced LifeSupport Medicine X X

Austere Care X X X

Burn X X 

Deaths XX 

Electronic Search, 

Victim X

Evacuation Patient X X X

Medical 

Management X X X

Mobilization 

Center/Staging 

Area 

 X X 

Mortuary 

Operations X 
March 2009

COMMON Appendix E-23 RESPONSES 

WILDLAND FIRE

DMAT

DMORT

IRCT

IMAT

FIRE CREWS

IMT

IST

MATTS

MERS

PRIME

USAR

Stress XXX 

Surgical X X 

Triage X X X

Victim Extrication X

Heavy Equipment 

Operations 

Coordination 

 X

Incident 

Management X X X 

Labor Force X 

Logistics Support X X 

USAR Support X 

ADP Support 

(LAN/WAN) X 

Air Conditioning 

Support X 

Canine Search, 

Victim X

Command And 

Control X 

Debris Clearance/ 

Removal X 

Electrical Power XX 

Electrical Power 

Distribution 

Systems 

 X 

Electrical Power 

Transmission 

Systems 

 X 

Generators XX 
March 2009

COMMON Appendix E-24 RESPONSES 

Nuclear Event 

A nuclear detonation would be different from a natural 

disaster in several critical aspects. These aspects, or effects, 

are unique in the level of impact to people, infrastructure, and 

the environment. They may include the following: 

• Mass fatality 

• Blast fallout and radiation sickness 

• Psychological impact 

• Electromagnetic pulse (EMP) 

A nuclear detonation produces an explosion far surpassing 

that of a conventional explosive. While energy from a typical 

chemical explosion derives from reactions between 

molecules, the energy released in a nuclear explosion 

derives from the splitting (or fission) of atomic nuclei of 

uranium or plutonium (i. e., fissile material). Pound-for-pound, 

a nuclear explosion releases 10 million times more energy 

than a chemical explosive. The heat in a nuclear explosion 

reaches millions of degrees, where matter becomes plasma. 

The fireball for a 10 kiloton (KT) nuclear device can achieve a 

diameter of approximately 650 feet (200 meters), and the 

shock wave and degree of destruction is correspondingly 

large. 

The magnitude of a nuclear explosion is quantified in terms 

of the amount of conventional explosive it would take to 

create the same blast effect. The amount of explosive power 

from a nuclear explosion, or the yield, is measured relative 

to TNT and is usually in the thousands of tons of TNT. A 

small nuclear device, for example, would be a 1 KT device, 

meaning it would produce an explosive yield equivalent to 

1,000 tons of TNT. Most nuclear weapons in the world today 

were designed to deliver less than 200 KT, but some can 

deliver millions of tons (MT) of yield. For comparison, the size 

of the Murrah Federal Building bombing in Oklahoma City, 

OK, in 1995 was 2.5 tons of TNT equivalents. 
March 2009

COMMON Appendix E-25 RESPONSES 

Key Points

1. There are no clear boundaries between damage 

zones resulting from a nuclear detonation, but 

generally the light damage zone is characterized by 

broken windows and easily managed injuries; the 

moderate zone by significant building damage, 

rubble, downed utility poles, overturned 

automobiles, fires, and serious injuries; and the nogo zone by completely destroyed infrastructure and 

radiation levels resulting in unlikely survival of 

victims. 

2. It is anticipated that some injuries (e.g., eye injuries 

and blast injuries particularly from flying debris and 

glass) can be prevented or reduced in severity if 

individuals that perceive an intense and unexpected 

flash of light seek immediate cover. The speed of 

light, perceived as the flash, will travel faster than 

the blast overpressure, allowing a few seconds for 

some people to take limited protective measures. 

3. Blast, thermal, and radiation injuries in combination 

will result in prognoses for patients worse than 

those for the individual injury mechanisms. 

4. EMP effects could result in extensive electronics 

disruptions complicating the function of 

communications, computers, and other essential 

electronic equipment. 

5. The most hazardous fallout particles are readily 

visible as fine, sand-sized grains, but the lack of 

apparent fallout should not be misrepresented to 

mean radiation is not present; therefore, appropriate 

radiation monitoring should always be performed. 

Fallout that is immediately hazardous to the public 

and emergency responders will descend to the 

ground within about 24 hours. 
March 2009

COMMON Appendix E-26 RESPONSES 

6. The most effective life-saving opportunities for 

response officials in the first 60 minutes following a 

nuclear explosion will be the decision to safely 

shelter or evacuate people in expected fallout areas. 

See National Response Plan (NRP) Catastrophic Incident 

Supplement, FEMA 579, September 2006, for Nuclear Event 

team list. 
March 2009

INITIAL RESPONSE Appendix F-1 RESOURCES 

APPENDIX F

INITIAL RESPONSE RESOURCES 

Contents F-1 

Initial Response Resources F-2 

Distribution and Staging Area Guidelines F-3 

Staging Area and Distribution Points F-4 

Determining Commodity Needs and Distribution 

Capabilities 

F-4

Commodity Ordering Calculation Information F-5 

Other Commodity Packages F-6 

Distribution Point Planning F-6 

Layout Plans for Distribution Points F-8 
March 2009

INITIAL RESPONSE Appendix F-2 RESOURCES 

Initial Response Resources 

Often following a disaster, such as a hurricane, earthquake, 

or tornado, the affected public is in need of common 

necessities to meet health, safety, and lifesaving needs, such 

as the following: 

x Potable water (usually bottled) 

x Packaged ice 

x Meals Ready to Eat (MRE) 

x Blue roofing materials 

x Generators

x Tarps 

x Tents, cots, blankets, and related supplies. 

On small-scale disasters and during the initial hours of larger 

disasters, these commodities are often supplied by state and 

local governments, donations from industry, and volunteer 

agencies. However, when the need for commodities exceeds 

the state’s capability, under a Presidential Declaration, the 

state can request that FEMA provide the additional 

requirement.

FEMA can provide these Initial Response Resources (IRR) 

commodities in pre-positioned packages or bulk quantities 

from regional logistics centers in various locations and may 

task Emergency Support Function (ESF) 3 (Army Corps of 

Engineers), as needed, to purchase additional quantities of 

ice and water. These commodities, whether supplied from 

FEMA Headquarters Logistics Centers (LC) and Mobilization 

Centers (MOB Center) or purchased, are usually delivered to 

federal and/or state staging areas and then delivered to local 

points of distribution (POD).
March 2009

Distribution and Staging Area Guidelines

Normally the fewer intermediate points the better as long as

resources can be tracked, accounted for, and efficiently and

effectively delivered to the customers.

To successfully accomplish the commodity distribution

mission a plan should include the following:

x Locations of PODs

x Layout plans for each POD (including equipment

and staffing requirements)

x A distribution process.

Figure 1 shows a general flow of commodities from federal to

state staging areas to local distribution points.

Figure 1

INITIAL RESPONSE Appendix F-3 RESOURCES
March 2009

INITIAL RESPONSE Appendix F-4 RESOURCES 

Staging Areas and Distribution Points

Commodities and supplies are quite often delivered in overthe-road large tractor-trailer (18-wheeler) loads. These trucks 

are large vehicles (60–80 feet in length) with an 18–32 foot 

tractor and a 45–53 foot trailer. 

Consequently, staging areas and distribution points should 

have the following: 

x Paved or hard-packed gravel that can withstand 

loads that are at load limits of national roadways 

x Adequate area for unloading, dumpsters, proper 

traffic flow, stockpiles, and ingress and egress for 

the distribution to the public.

Determining Commodity Needs and Distribution 

Capabilities

The U.S. Army Corps of Engineers has developed some 

models to predict estimated numbers of people "in need." 

These numbers are important for determining the amount of 

commodities that may be required; however, past experience 

has shown that the ability to distribute commodities to the 

public is an important factor in determining supply. 

Availability of commodities is dependent on the following 

factors:

x FEMA, state, and vendor supply in stock 

x Vendor production rates 

x Availability truck tractors and refrigeration vans. 

Two rules of thumb are that it will take the following time: 
March 2009

INITIAL RESPONSE Appendix F-5 RESOURCES 

x About 48 hours during the weekday to deliver up to 

50 loads 

x 72 hours to deliver up to 50 loads if initiated on a 

Friday after 12:00 noon. 

The trucking industry also has its concerns. Large numbers 

of trucks sitting for 4 or 5 days at a staging or distribution site 

without being off-loaded have a huge impact on the cost and 

ability to re-supply. Planning efforts should include ways to 

off-load trucks expeditiously to free up this limited resource.

Commodity Ordering Calculation Information 

Table 1 provides information for use in planning the ordering 

and handling of ice, water, and MREs. 

Table 1: Water, Ice, and MRE Person/Day Calculations by 

Pallet and Truck 

 Ice (lbs) Water 

(liter) 

Water

(gal)

MREs 

(each)

Allocation/Person/ 

Day 

8# 3 1 2 

Lbs./pallet 2,000 1,900 

Bags/volume/pallet 250 900 237 

Pallets/Truck 20 20 20 

Amount/Truck 40,000 18,000 4,750 21,744 

Person/days/truck 5,000 6,000 4,750 10,872 

 

25 Truck Loads 1,000,000 450,000 118,750 543,600 

Person/days 125,000 150,000 118,750 271,800 

 

100 Truck Loads 4,000,000 1,800,000 475,000 2,174,400 

Person/days 500,000 600,000 475,000 1,087,200 

 

200 Truck Loads 8,000,00 3,600,000 950,00 

Person/Days 1,000,000 1,200,000 950,000 
March 2009

INITIAL RESPONSE Appendix F-6 RESOURCES 

Other Commodity Packages

x 12 MREs per case @ 1,812 cases/truck = 21,744 

MREs/truck

x Tarps (20' x 25') = 4,400 tarps/truck 

Item Per Pallet 

Aluminum Tables, 6-foot 15 each 

Water, 1.5 liter bottles 

Cases (936 liters) 

52

Admin Kit, each 1 each 

Engineer Kit 1 each 

Lanterns 108 each 

Partitions 20 each 

Chainsaw w/kit 9 each 

Tent, 9x17 20 each 

Cots 28 each 

Tarps, FEMA, 20x100 20 each 

Safety can, 1-gallon 90 each 

Folding Chairs 42 each 

File Cabinets 6 each 

Secretary Chairs 16 each 

Distribution Point Planning

Assumptions for distribution planning of ice, water, MREs, 

and tarps are the following:

a. Customers will drive through a distribution point and 

be served without leaving their vehicles. 

b. Each car represents an average family of three. 

c. Each vehicle passing through a distribution point 

would receive the following: 

1. 2 or 3 bags of ice 

2. 1 case of water (9–12 liters) 

3. 1 case of MREs 

4. 1 tarp 
March 2009

INITIAL RESPONSE Appendix F-7 RESOURCES 

d. 1 truckload of the following: 

1. Ice to serve 1,660 vehicles (5,000 people) 

2. Water to serve 2,000 vehicles (6,000 people) 

3. MREs to serve 3,624 vehicles (10,872 people) 

4. Tarps to serve 4,400 vehicles (13,320 people). 

e. Distribution points will be open to the public for 12 

hours per day. 

f. Re-supply of distribution points will primarily be at 

night (while the point is closed to the public). 

g. A loading point is where a stockpile of ice, water, 

MREs, and tarps are located with a team of 

personnel, (1 for water, 1 for ice, and 1 for 

MREs/tarps) that load these items into the vehicle 

as it stops in front of their position (see Figure 2). 

h. Based on past experience, a well planned and 

operated distribution point with one lane of traffic 

and 3 loading points can service 145 cars per hour. 

So in a 12 hour work day, about 1,700 vehicles or 

1700 x 3 = 5,100 people can be served. 

i. Distribution points provide a great place to 

communicate to the public by means of 

informational handouts.

Community relations personal are often included in the 

distribution resource plan. The key is to have the 

information packaged in a handout format to prevent 

people from exiting their vehicles. Maximum vehicle flow 

is crucial to reaching as many people as possible. 
March 2009

Layout Plans for Distribution Points

Figures 2 through 8 are examples of plans for different sizes

of distribution points and the resources required for

operations.

Note: It is required to calculate ice loss when it is

stacked out in 80 - 100 degree heat for the day.

Water

Ice

MRE

Tarp

Dumpsters

Stockpiles

W I M T W I M T

Loading Point3 Per Lane

W I M T

W I M T 3 Persons Per Loading Point

- 1 for Water

- 1 for Ice

- 1 for MRE’s and Tarps

LOADING POINT

CARS

Figure 2

INITIAL RESPONSE Appendix F-8 RESOURCES
March 2009

TYPE I - DISTRIBUTION POINT

INITIAL RESPONSE Appendix F-9 RESOURCES

Type I Distribution Point

Resources Required

Type I Distribution Point

Manpower

Day

Manager

Type Night

1 0

Team Leader

Forklift Operator 2 3

4

2 1

Equipment

Type Number

Forklifts

Pallet Jacks

Power Light Sets

Toilets

Tents

Dumpsters

Traffic Cones

3

2

3

6

4

2

30

Totals 70 9 Two-way radios 4

Labor 57

Loading Point 36

Back-up Loading PT 18

Pallet Jacks Labor 3

Law Enforcement

Community Rel.

4 1

0

Grand Total 78 10

Others Local Responsibility

4

Type I Distribution Point

Manpower

Day

Manager

Type Night

1 0

Team Leader

Forklift Operator 2 3

4

2 1

Equipment

Type Number

Forklifts

Pallet Jacks

Power Light Sets

Toilets

Tents

Dumpsters

Traffic Cones

3

2

3

6

4

2

30

Totals 70 9 Two-way radios 4

Labor 57

Loading Point 36

Back-up Loading PT 18

Pallet Jacks Labor 3

Law Enforcement

Community Rel.

4 1

0

Grand Total 78 10

Others Local Responsibility

4

Figure 4

Serves 20,000 persons per day

560 vehicles per hour

Note: Individual vehicles drive through and

Ice & water is loaded into their trunks. Recommend

One case water, 2 or 3 bags of ice per vehicle and

6 MRE’s.

Supply trucks for Ice, Water, MRE’s and Tarps are to be

off-loaded promptly and returned for re-supply.

Dumpsters

Dumpsters

Stockpiles

Stockpiles

W I M W I M

W I W I M T W I M T M T

T T W I M T

Maximum Loads per Day – Type I

4

4

2

2

Water

Ice

MRE

Tarp

Maximum Loads per Day – Type I

4

4

2

2

Water

Ice

MRE

Tarp

Supply truck

Supply truck

TENT Toilets

Dumpsters

Dumpsters Stockpiles

Stockpiles

W I M W I M

W I W I M T W I M T M T

T T W I M T

TENT Toilets

Light Set

Forklift

Figure 3

Light Set
March 2009

INITIAL RESPONSE Appendix F-10 RESOURCES

Note: Individual vehicles drive through and

Ice & water is loaded into their trunks. Recommend

One case water, 2 or 3 bags of ice per vehicle and 6 MRE’s

Supply trucks for Ice, Water, MRE’s and Tarps are to be

off-loaded promptly and returned for re-supply.

Water

Ice

MRE

Tarp

Maximum Loads per Day – Type II

2

2

1

1

Water

Ice

MRE

Tarp

Maximum Loads per Day – Type II

2

2

1

1

TYPE II - DISTRIBUTION POINT

Serves 10,000 persons per day

280 vehicles per hour

TENT Toilets

Dumpsters

Dumpsters

Stockpiles

Stockpiles

W I M W I M

W I W I M T W I M T M T

T T W I M T

Supply truck

Supply truck

Toilets

TENT

Light Set

Forklift

TENT Toilets

Dumpsters

Dumpsters

Stockpiles

Stockpiles

W I M W I M

W I W I M T W I M T M T

T T W I M T

Supply truck

Supply truck

Toilets

TENT

Light Set

Forklift

Figure 5

Type II Distribution Point

Resources Required

Type II Distribution Point

Manpower

Type Day Night

Team Leader

Forklift Operator 1 2

3

1 0

Equipment

Type Number

Forklifts

Pallet Jacks

Power Light Sets

Toilets

Tents

Dumpsters

Traffic Cones

2

1

2

4

2

2

Totals 3 0 5 15

Two-way radios 0

Labor 2 8

Loading PT 18

Back-up Loading PT 9

Pallet Jacks Labor 1

Law Enforcement

Com m unity Rel.

2 1

0

Grand Total 3 4 6

Others Local Responsibility

2

Type II Distribution Point

Manpower

Type Day Night

Team Leader

Forklift Operator 1 2

3

1 0

Equipment

Type Number

Forklifts

Pallet Jacks

Power Light Sets

Toilets

Tents

Dumpsters

Traffic Cones

2

1

2

4

2

2

Totals 3 0 5 15

Two-way radios 0

Labor 2 8

Loading PT 18

Back-up Loading PT 9

Pallet Jacks Labor 1

Law Enforcement

Com m unity Rel.

2 1

0

Grand Total 3 4 6

Others Local Responsibility

2

Figure 6
March 2009

INITIAL RESPONSE Appendix F-11 RESOURCES

Note: Individual vehicles drive through and

Ice & w ater is loaded into their trunks. Recom m end

One case water, 2 or 3 bags of ice per vehicle and 6 M RE’s

Supply trucks for Ice, W ater, M RE’s and Tarps are to be

off-loaded prom ptly and returned for re-supply.

W ater

Ice

MRE

Tarp

M axim um Loads per Day – Type III

1

1

1/2

1/2

W ater

Ice

MRE

Tarp

M axim um Loads per Day – Type III

1

1

1/2

1/2

TYPE III - DISTRIBUTION PO INT

Serves 5,000 persons per day

140 vehicles per hour

TENT Toilets

Dum psters

Stockpiles

W I W I M T W I M T M T

Supply truck

Light Set

Forklift TENT Toilets

Dum psters

Stockpiles

W I W I M T W I M T M T

Supply truck

Light Set

Forklift

Figure 7

Type III Distribution Point

Resources Required

Type III Distribution Point

Manpower

Type Day Night

Forklift Operator

Law Enforcement

Community Rel.

2 1

1 0

1 1

2

Equipment

Type Number

Forklifts

Pallet Jacks

Power Light Sets

Toilets

Tents

Dumpsters

Traffic Cones

1

1

1

2

1

1

10

Totals 16 3

Two-way radios 0

Labor 15

Loading PT 9

Back-up Loading PT 5

Pallet Jacks Labor 1

Grand Total 19 4

Others Local Responsibility

Type III Distribution Point

Manpower

Type Day Night

Forklift Operator

Law Enforcement

Community Rel.

2 1

1 0

1 1

2

Equipment

Type Number

Forklifts

Pallet Jacks

Power Light Sets

Toilets

Tents

Dumpsters

Traffic Cones

1

1

1

2

1

1

10

Totals 16 3

Two-way radios 0

Labor 15

Loading PT 9

Back-up Loading PT 5

Pallet Jacks Labor 1

Grand Total 19 4

Others Local Responsibility

Figure 8
THIS PAGE IS INTENTIONALLY LEFT BLANK 
March 2009

MAC GROUP Appendix G-1 MAC GROUP 

APPENDIX G

MULTI-AGENCY COORDINATION GROUP 

Contents G-1 

Multi-Agency Coordination Group G-2 

MAC Group Participants G-2 

MAC Group Support Organization G-3 

MAC Group Coordinator G-4 

Situation Unit G-4 

Resources Unit G-5 

Information Unit G-6 

MAC Group Activation Guidelines G-6 

Examples of MAC Group Activations G-7 

 National Level G-7 

 Regional or State Level G-8 

 Local Level G-8 
March 2009

MAC GROUP Appendix G-2 MAC GROUP 

Multi-Agency Coordination Group 

A Multi-Agency Coordination Group (MAC) Group may be 

activated when incidents are so large and/or complex or in 

such numbers that an oversight level of coordination for 

incident prioritization, critical resource allocation, 

communications systems integration, and information 

coordination is required. Use of a MAC Group allows the 

opportunity for coordination of intergovernmental decisions, 

de-confliction of agency policies, and development of 

guidance to support incident management activities. 

The MAC Group does not have any command authority and 

does not participate in field operations or develop incident 

strategy or tactics at the level of the disaster or the Incident 

Management Assistance Team (IMAT). 

MAC Group representatives are from agencies and 

jurisdictions that have response authority and responsibility 

within the affected area. When activated, MAC Groups 

include a single facility, equipment, procedures, and 

integrated information networks and communication 

capabilities.

During multi-agency and jurisdictional incidents, MAC Groups 

can be activated at either the local, state and regional, and/or 

national level. MAC Groups make key decisions on the use 

of critical resources disbursed among federal coordination 

centers (Regional Response Coordinating Centers and the 

National Response Coordinating Center) and state and local 

Emergency Operations Centers (EOC); establish priorities 

between multiple incidents; and coordinate interagency 

policies and procedures. 

MAC Group Participants

A MAC Group is composed of top management personnel 

from responsible agencies and/or jurisdictions, whose 

organizations have response authority and responsibility in 
March 2009

MAC GROUP Appendix G-3 MAC GROUP 

the impacted area, are heavily supporting the response 

effort, and/or are significantly impacted by use of local 

resources. Agency representatives involved in a MAC 

Group must be empowered to represent their respective 

agency. Their duties and functions are the following: 

 

x Ensure that current situation and resource status is 

provided by their agency. 

x Prioritize incidents by an agreed-upon set of criteria. 

x Determine specific resource requirements by 

agency. 

x Determine resource availability for out-of-jurisdiction 

assignments and the need to provide resources in 

Mobilization Centers.

x As needed, designate area or regional mobilization 

and demobilization centers within their jurisdictions. 

x Collectively allocate scarce, limited resources to 

incidents or areas on the basis of established 

priorities.

x Anticipate and identify future resource needs. 

x Review and coordinate policies, procedures, and 

agreements as necessary. 

x Consider legal and fiscal implications. 

x Review the need for participation by other agencies. 

x Provide liaison with other coordinating facilities and 

agencies as appropriate. 

x Critique and recommend improvements to the Multiagency Coordination System (MACS) and MAC 

Group operations. 

MAC Group Support Organization

A MAC Group needs a support organization to gather and 

analyze incident information, maintain status of critical 

resources, and provide information to the news media and 

public. The organization should be kept small and will 

normally include a coordinator, a situation unit, a resource 

unit, and an information unit. A sample organization is shown 
March 2009

in Figure 1. Numbers and skills of personnel within units will

vary by incident complexity and the needs of the MAC Group.

Figure 1: MAC Group Support Organization

MAC Group Coordinator

he MAC Group Coordinator serves as a facilitator,

of the

x Facilitate the MAC Group decision process by

upervise necessary unit and support

uipment

s.

ituation Unit

T

organizing and accomplishing the mission and goals

MAC Group. The Coordinator does the following:

obtaining, developing, and displaying situation

information.

x Activate and s

positions in the MAC Group.

x Acquire and manage facilities and eq

necessary to carry out the MAC Group function

x Ensure the decisions made by the MAC Group are

communicated as directed.

S

he Situation Unit is responsible for the collection and

.

r

T

organization of incident status and situation information

This unit evaluates, analyzes, and displays information fo

use by the MAC Group. Duties and responsibilities include

the following:

MAC GROUP Appendix G-4 MAC GROUP
March 2009

MAC GROUP Appendix G-5 MAC GROUP 

x Maintain incident situation status, including location, 

nmental issues, 

ns

source status information 

summarize, and display data for all 

aths,

ctivity. 

Res rces Unit

kind and size of incidents, the potential for damage, 

control problems, and any other significant 

information on each incident. 

x Maintain information on enviro

status of cultural and historic resources, and 

condition of sensitive populations and areas. 

x Maintain information on meteorological conditio

and forecast conditions that may have an effect on 

incident operations.

x Request and obtain re

from the Resources Units or agency dispatch 

sources.

x Combine, 

incidents according to established criteria. 

x Collect information on accidents, injuries, de

and any other significant occurrences. 

x Develop projections of future incident a

ou

The Resources Unit is responsible for maintaining summary 

x Maintain current information on the numbers of 

ted

 excess resources. 

information by agency on critical equipment and personnel 

committed and for being available within the MAC Group 

area of responsibility. Status is kept on the overall numbers

of critical resources rather than on individual units. Duties 

and responsibilities are to do the following: 

personnel and major items of equipment commit

or available for assignment. 

x Identify essential, scarce, and

x Provide resource summary information to the 

Situation Unit as requested.
March 2009

MAC GROUP Appendix G-6 MAC GROUP 

Information Unit

t is designed to provide information on 

ations. The unit may operate a joint 

:

news media and participating agencies. 

fings.

hen requested 

ate. 

The Information Uni

the MAC Group oper

information center (JIC) to coordinate with print and 

broadcast media and other governmental agencies. It may 

provide summary information from agency and incident 

information officers and identify local agency sources for 

additional information to the media and other government 

agencies. Duties and responsibilities include the following

x Prepare and release summary information to the 

x Assist news media visiting the MAC Group facility 

and provide information on its function. 

x Promote interagency involvement. 

x Schedule press conferences and media brie

x Prepare information and materials w

by the Coordinator. 

x Coordinate all matters related to public affairs, such 

as VIP tours.

x Act as escort for facilitated agency tours of incident 

areas, as appropri

MAC Group Activation Guidelines

A MAC Group is normally activated by

adership of affected agencies and jur

 consensus of the 

isdictions. A MAC 

t

le

Group may be activated on a recurring basis in areas tha

experience frequent or reoccurring disasters. In this case, 

activation guidelines, MAC Group members, locations, and

protocols may be pre-established. Memoranda of 

agreements and understanding, interagency agreements, 

mutual aid agreements, or other types of cooperative 

agreements can be used to pre-establish operational 

requirements to promote effective MAC Group operational 

outcomes.
March 2009

MAC GROUP Appendix G-7 MAC GROUP 

will agree to a location that fits its needs. 

herever the MAC Group facility is located, it is critical to 

ons

When a pre-designated site has not been established, the 

MAC Group 

W

have adequate space to accommodate all MAC Group 

functions, good telephone, and computer communicati

and ensure security. 

Examples of MAC Group Activations

A MAC Group can be activated at any level. Most MAC 

 This could involve 

specific areas of a state, a complete state, or multiple states. 

e composition of the core Group staff. The following are 

 department level that 

facilitates strategic federal domestic incident 

or

al

ring

urity, or his/here representative, the 

core group of the DRG includes representatives 

al

Groups are at the regional or state level.

The purpose and function of the MAC Group is the same at 

whatever level it is established. The primary difference is in 

th

examples of MAC Group activations: 

x National level. The Domestic Readiness Group 

(DRG) is a MAC Group at the

management. The DRG is a tailored group of seni

federal interagency representatives that adjudicates 

matters that cannot be resolved by the Nation

Operations Center (NOC) or the National Response 

Coordinating Center (NRCC) and provides strategic 

advice to the Secretary of Homeland Security du

an actual or potential incident requiring federal 

coordination.

Activated at the discretion of the Secretary of 

Homeland Sec

from federal departments and agencies, DHS 

components, and other organizations as required. 

Affected states may be represented on the DRG 

either through the DHS Office of State and Loc

Government Coordination (OSLGC) or, if needed, 

through a state liaison to the DRG. For advice 
March 2009

MAC GROUP Appendix G-8 MAC GROUP 

G

le states 

x

aster

Declaration that affects a portion of a state, a whole 

national level Mac Group is the 

agencies and jurisdictions. The Regional MAC 

onaly

x e 

ditions exist 

that woul necessitate a MAC Group at the local 

concerning affected critical infrastructures, the DR

may draw upon advice from the Critical 

Infrastructure Information Center CIPAC. 

Often when the DRG is activated, multip

and multiple FEMA regions will be involved.

Regional or state level. Establishment of a MAC 

Group could be the result of a Presidential Dis

state, multiple states within a single FEMA region, 

or even multiple states among two or more FEMA 

regions.

The primary difference between a regional MAC 

Group and the 

Group would include representatives from the 

involved states, FEMA region(s), and other regi

level federal departments and agencies and ma

also include county and city officials. 

Local level. A MAC Group could be activated at th

local level. However, usually when con

d

level, the situation has become more regional in 

nature.
March 2009

ICS FORMS Appendix H-1 ICS FORMS 

APPENDIX H

INCIDENT COMMAND SYSTEM FORMS 

Form No. Form Title Prepared By 

ICS 201 Incident Briefing 

Federal 

Coordinating 

Officer/IMAT 

Team Leader 

ICS 202 Incident Objectives Planning Section 

Chief

ICS 203 Organization 

Assignment List 

Resources Unit 

Leader

ICS 204 Assignment List Resources Unit 

Leader

ICS 205

Incident Radio 

Communications 

Plan

Communications 

Unit Leader

ICS 205A 

Incident Telephone 

Communications 

Plan

Communications 

Unit Leader 

ICS 206 Medical Plan Medical Unit 

Leader

ICS 207 Incident

Organization Chart Resources Unit

ICS 209 

Incident Status 

Summary 

(Situation Report) 

Documentation 

Unit Leader

ICS 211 Check-In List Resources Unit 

ICS 213 General Message Any Message 

Originator
March 2009

ICS FORMS Appendix H-2 ICS FORMS 

ICS 214A Unit Log Supervisory 

Positions

ICS 215 Operational

Planning Worksheet

Operations

Section Chief

ICS 216 Radio Requirements 

Worksheet

Communications 

Unit

ICS 217

Radio Frequency 

Assignment 

Worksheet

Communications 

Unit

ICS 218 Support Vehicle 

Inventory 

Ground Support 

Unit

ICS 219 Resource Status 

Card Resources Unit

ICS 220 Air Operations 

Summary 

Operations

Section Chief or 

Air Branch 

Director

ICS 221 Demobilization 

Checkout 

Demobilization 

Unit

ICS 230 Meeting Schedule Situation Unit 

ICS 231 Meeting Summary Documentation 

Unit
March 2009 

MNEMONICS Appendix I-1 MNEMONICS 

APPENDIX I

POSITION MNEMONICS 

Command

AEAC Assistant EAO – Congressional 

AECR Assistant EAO – Officer-Community Relations 

AEIC Assistant EAO – Joint Information Center 

AEIG Assistant EAO – Intergovernmental Affairs 

AEPT Assistant EAO – Planning and Products 

AEPS Assistant EAO – Private Sector 

AQAD Acquisition Advisor 

AREP Agency Representative 

BDMG Broadcast Manager 

COS Chief of Staff 

CRCL Community Relations Crew Leader 

CRGS Community Relations Group Supervisor 

CRTL Community Relations Task Force Leader 

EHPA Environmental Historic Preservation Advisor 

EUSP Equal Rights Specialist 

EXEC Executive Assistant 

EAO External Affairs Officer 

FCO Federal Coordinating Officer 

JIMG Joint Information Field Manager 

LEAD Legal Advisor 

LOFR Liaison Officer 

PVMG Photography and Video Manager 

SEMG Security Manager 

SOFR Safety Officer 

Operations Section

CRLD Crew Leader 

DIVS Division Supervisor 

ESBD Emergency Services Branch Director 

GRPS Group Supervisor 

OPBD Operations Branch Director 
March 2009 

MNEMONICS Appendix I-2 MNEMONICS 

OSC Operations Section Chief 

SQLD Squad Leader 

STLD Strike Team Leader 

TFLD Task Force Leader 

Mission Assignment 

MAMG Mission Assignment Manager 

MASP Mission Assignment Specialist 

Staging Area Group

APSP Accountable Property Specialist 

BSSP Bus Service Specialist 

COTR Contract Officer Technical Representative 

FATL Facilities Task Force Leader 

FMNT Facilities Maintenance Specialist 

FUSP Fuel Specialist 

GSTL Ground Support Task Force Leader 

MHSP Material Handling Specialist 

NESP Network Specialist 

PUSP Purchasing Specialist 

RDTL Receiving and Distribution Task Force Leader 

SCKN Check-In/Status Recorder 

STBD Staging Area Branch Director 

STGS Staging Area Group Supervisor 

SUTL Supply Task Force Leader 

TKSP Truck Control Specialist 

Disaster Emergency Communications Branch

CBTL Cable and Broadcast Task Force Leader 

CCTL Communications Operations & Coordination Task 

 Force Leader 

CITL Communications Interoperability Task Force 

Leader 

CLTL Cellular Task Force Leader 

CMGS Communications Restoration Group Supervisor 

CSTL Commercial Satellite Task Force Leader 
March 2009

MNEMONICS Appendix I-3 MNEMONICS

DEBD Disaster Emergency Communications Branch

Director

TAGS Tactical Communications Group Supervisor

WCTL Wireless Communications Task Force Leader

WITL Wireline and IP Task Force Leader

Air Operations Branch

ACMG Air Coordination Manager

AFMG Air Support Facility Manager

AMGS Air Mission Group Supervisor

AMMG Air Mission Coordination Manager

AOBD Air Operations Branch Director

ASGS Air Support Group Supervisor

ASMG Air Support Services Manager

FOMG Flight Operations Manager

FWBM Fixed-Wing Base Manager

HEBM Helibase Manager

HESM Helispot Manager

Individual Assistance

APTL Applicant Services Task Force Leader

CDSP CC/DUA/DLS Specialist

DHTL Direct Housing Task Force Leader

DOSP Donations Management Specialist

DRCM Disaster Recovery Center Manager

DRGS Disaster Recovery Center Group Supervisor

DRSP DRC Support Specialist

DRTL Disaster Recovery Center Task Force Leader

FHTL Financial Housing Task Force Leader

HSGS Human Services Group Supervisor

HUGS Housing Group Supervisor

IABD Individual Assistance Branch Director

IMGS Information Management Group Supervisor

LISP Liaison Specialist

MCGS Mass Care Group Supervisor

MCSP Mass Care Specialist

ONMG Other Needs Assessment Manager
March 2009

MNEMONICS Appendix I-4 MNEMONICS

ONSP Other Needs Assessment Specialist

ONTL Other Needs Assessment Task Force Leader

PLCL Planning Crew Leader

PLSP Planning Specialist

RPCL Reports Crew Leader

RPSP Reports Specialist

SNSP Special Needs Specialist

SNTL Special Needs Task Force Leader

TCGS TAC Management Group Supervisor

TCSP TAC Technical Monitor Specialist

TNSP Training Specialist

VAGS Voluntary Agency Liaison Group Supervisor

VASP Voluntary Agency Specialist

Infrastructure

ADSP Administrative Specialist

ADTL Administration Task Force Leader

DBSP Debris Technical Specialist

DBTL Debris Task Force Leader

DMSP Debris Monitor Specialist

DPMG Data Processing Manager

DPSP Data Processing Specialist

IFBD Infrastructure Branch Director

ORSP Public Assistance Ordering Specialist

PACL Public Assistance Crew Leader

PAGS Public Assistance Group Supervisor

PASL Public Assistance Squad Leader

PASP Public Assistance Project Specialist

PATL Public Assistance Task Force Leader

PATS Public Assistance Training Specialist

PISP Public Assistance Insurance Specialist

QACL Quality Assurance Crew Leader

SCCL Special Considerations Crew Leader

TSTL Technical Support Task Force Leader

Mitigation

ADSP Administrative Specialist

AVSP HM Advisor Specialist
March 2009 

MNEMONICS Appendix I-5 MNEMONICS 

BCSP Building Code Specialist 

BTSP Building & Trades Specialist 

CBSP Cost Benefit Specialist 

CESP CEO Specialist 

COGS Community Outreach Group Supervisor 

DCCL DRC Coordination Crew Leader 

DISP Data Integration Specialist 

EOCL DRC Coordination Crew Leader 

EFSP ESF Liaison Specialist

FIGS Floodplain Management and Insurance Group 

Supervisor 

FMCL Floodplain Management Crew Leader 

FPSP Floodplain Specialist 

GPCL HM Planning Crew Leader 

GPGS Grants and Planning Group Supervisor 

GRCL Grants Program Crew Leader 

HGSP Hazards Grants Specialist 

HISP HM Insurance Specialist 

HMBD Hazard Mitigation Branch Director 

HMSP HM Management Specialist 

HPGS Hazard and Performance Analysis Group 

Supervisor 

HSCL HMGP Support Crew Leader 

INCL Insurance Crew Leader 

LSSP HM Logistics Support Specialist 

MPSP Media Production Specialist 

PDCL Product Development Crew Leader 

PRSP HM PDA Specialist 

RASP Risks/Hazards Analysis Specialist 

RSCL Research Crew Leader 

SPCL HM 406 Crew Leader 

SPSP HM 406 Specialist 

TNSP Training Specialist 

WRSP HM Writer Specialist 

Environmental Program

ENCL Environmental Crew Leader 

ENSP Environmental Specialist 
March 2009

MNEMONICS Appendix I-6 MNEMONICS

Planning Section

DMOB Demobilization Unit Leader

DOCL Documentation Unit Leader

FOBS Field Observer

GISL Geospatial Information System Unit Leader

GISP Geospatial Information System Specialist

INSP Information Specialist

INUL Intelligence Unit Leader

PSC Planning Section Chief

PLSP Planning Specialist

PLSL Planning Support Unit Leader

RESP Reports Specialist

RESL Resources Unit Leader

SCKN Check-In/Status Recorder

SITL Situation Unit Leader

THSP Technical Specialist

Logistics Section

APMG Accountable Property Manager

APSP Accountable Property Specialist

ATSP Action Tracking Specialist

BIMG Billeting Manager

COML Communications Unit Leader

COTR Contracting Officers Technical Representative

CPMG Camp Manager

CPUL Camp Unit Leader

DESP Data Entry Specialist–Tracking

DRUL DRC Support Unit Leader

EOMG Ordering Manager–Equipment

EOSP Ordering Specialist–-Equipment

EQMG Equipment Manager

EXBD External Support Branch Director

FACL Facilities Unit Leader

FDUL Food Unit Leader
March 2009

MNEMONICS Appendix I-7 MNEMONICS

FLMG Facilities Manager

FMNT Facilities Maintenance Specialist

GSUL Ground Support Unit Leader

HELP Help Desk Operator

IBMG Incident Base Manager

IBUL Incident Base Unit Leader

ICMG Internal Communications Manager

LDSP LIMS Data Entry Specialist

LSC Logistics Section Chief

MCRC Message Center Operator

MCUL Mass Care Support Unit Leader

MEDL Medical Unit Leader

MERS MERS Coordinator

MRMG Mailroom Manager

MRSP Mailroom Specialist

NEMG Network Manager

NESP Network Specialist

ORDL Ordering Unit Leader

POMG Ordering Manager–Personnel

POSP Ordering Specialist–Personnel

PUSP Purchasing Specialist

RCDM Receiving and Distribution Manager

RDSP Receiving and Distribution Specialist

SOMG Ordering Manager–Supplies

SOSP Ordering Specialist–Supplies

SPUL Supply Unit Leader

SRMG Supply Room Manager

SRSP Supply Room Specialist

SUBD Support Branch Director

SVBD Service Branch Director

TEMG Telecom Manager

TESP Telecom Specialist

THUL Temporary Housing Support Unit Leader

Finance Section

CLMS Claims Specialist

CNMG Contracting Manager
March 2009 

MNEMONICS Appendix I-8 MNEMONICS 

CNSP Contracting Specialist 

COMP Compensations/Claims Unit Leader 

COST Cost Unit Leader 

ERMG Employee Relations Manager 

ERSP Employee Relations Specialist 

ESMG Employee Services Manager 

ESSP Employee Services Specialist 

FCMG Funds Control Manager 

FCSP Funds Control Specialist 

FSC Finance/Administration Section Chief 

HRUL Human Resource Unit Leader 

INJR Compensation-for-Injury Manager 

PAMG Payroll Manager 

PAYS Payroll Specialist 

PROC Procurement Unit Leader 

PUSP Purchasing Specialist 

RHMG Recruitment and Hiring Manager 

RHSP Recruitment and Hiring Specialist 

TRNL Training Unit Leader 

TRSP Training Specialist 

TVMG Travel Manager 

TVSP Travel Specialist 
March 2009

GLOSSARY Appendix J-1 GLOSSARY 

APPENDIX J

GLOSSARY 

Agency Representative – A person assigned by a primary, 

assisting, or cooperating federal, state, local, or tribal 

government agency or private entity that has been delegated 

authority to make decisions affecting that agency’s or 

organization’s participation in incident management activities 

following appropriate consultation with the leadership of that 

agency. 

Allocation – The amount of money out of the total 

appropriated funds made available to the program against 

which obligations may be incurred. 

American Red Cross (ARC) – An agency that assists 

disaster victims with immediate needs—including food, 

clothing, shelter, transportation, and medical care—until 

additional assistance is obtained. 

Appropriation – An authorization by an act of Congress that 

permits federal agencies to incur obligations and make 

payments from the Department of the Treasury for specific 

purposes.

Area Command – An organization established (1) to 

oversee the management of multiple incidents that are each 

being handled by an Incident Command System organization 

or (2) to oversee the management of large or multiple 

incidents to which several Incident Management Assistance 

Teams or Incident Management Teams have been assigned. 

Area command has the responsibility to set overall strategy 

and priorities, allocate critical resources according to 

priorities, ensure that incidents are properly managed, and 

ensure that objectives are met and strategies followed. 
March 2009

GLOSSARY Appendix J-2 GLOSSARY 

Assigned Resources – Resources checked in and assigned 

work tasks on an incident. 

Assignments – Tasks given to resources to perform within a 

given operational period on the basis of the tactical 

objectives in the Incident Action Plan.

Assistant – Title that indicates a level of technical capability, 

qualifications, and responsibility subordinate to the primary 

positions.

Assisting Agency – An agency or organization that provides 

personnel, services, or other resources to the agency with 

direct responsibility for incident management. 

Available Resources – Resources assigned to an incident, 

checked in, and available for a Mission Assignment, often 

located in a staging area. 

Camp – A geographical site, within the general incident area, 

equipped and staffed to provide sleeping areas, food, water, 

and sanitary services to incident personnel. 

Branch – The organizational level with functional or 

geographic responsibility for incident operations. The Branch 

level is organizationally between Section and Division/Group 

in the Operations Section and between the Section and Units 

in the Logistics Section. 

Cache – A pre-determined complement of tools, equipment, 

and/or supplies stored in a designated location and available 

for incident use.

Catastrophic Incident – Any natural or manmade incident, 

including terrorism, that results in extraordinary levels of 

mass casualties, damage, or disruption that severely affect 

the populations, infrastructure, environment, economy, 

national morale, and/or government functions. All 

catastrophic events are Incidents of National Significance. 
March 2009

GLOSSARY Appendix J-3 GLOSSARY 

Check-In – Process whereby resources first report to 

incident response. Check-in locations may include the Joint 

Field Office (Resources Unit) camps, staging areas, Incident 

Support Bases, helibases, and Division/Group Supervisors. 

Chief – Incident Command System title for individuals 

responsible for the management of the functional Sections: 

Operations, Planning, Logistics, and Finance/Administration. 

Chief of Party – The temporary leader of traveling 

personnel, from the point of departure to arrival at the 

destination, responsible to the sending unit until the 

destination is reached and for all assigned traveling 

personnel.

Chief of Staff – Primary assistant to the Federal 

Coordinating Officer for executive administrative matters; 

responsible for managing the Joint Field Office environment 

and for assigned technical specialist and advisors. The Chief 

of Staff is a member of the Command Staff. 

Clear Text – The use of plain English in radio 

communications transmission. Neither 10 Codes, nor 

agency-specific codes are used when using Clear Text. 

Command – The act of directing, ordering, and/or controlling 

resources by virtue of explicit legal, agency, or delegated 

authority. May also refer to a Federal Coordinating Officer or 

to the Unified Command. 

Command Staff – Staff consisting of the Chief of Staff, 

External Affairs Officer, Safety Officer, and Liaison Officer, 

who report directly to a Federal Coordinating Officer. They 

may have a deputy or assistants, as needed. 

Cooperating Agency – An agency supplying assistance 

other than direct tactical or support functions or resources to 

the incident management effort (e.g., Red Cross, law 

enforcement agency, or telephone company). 
March 2009

GLOSSARY Appendix J-4 GLOSSARY 

Cost Share Agreements – Agreements between agencies 

or jurisdictions to share designated costs related to incidents. 

Cost sharing agreements are normally written but may also 

be verbal between an authorized agency or jurisdictional 

representatives at the incident. 

Cost Unit – Functional unit within the Finance/Administration 

Section responsible for tracking costs, analyzing cost data, 

making cost estimates, and recommending cost-saving 

measures. 

Crew Leader – Individual responsible for the direction, 

operation, and supervision of assigned personnel within 

acceptable span of control (three to seven). The personnel 

could be three to seven Crew Members or Disaster Workers, 

or three to seven Squad Leaders with three to seven Crew 

Members/Disaster Workers reporting to each squad leader.

Critical Infrastructures – Systems and assets, whether 

physical or virtual, so vital to the United States that the 

incapacity or destruction of such systems and assets would 

have a debilitating impact on security, national economic 

security, national public health or safety, or any combination 

thereof.

Cultural Resources – Historic and prehistoric, archeological 

sites, cultural landscapes, museum collections, and other 

cultural artifacts. 

Deputy – A fully qualified individual who, in the absence of a 

superior, could be delegated the authority to manage a 

functional operation or perform a specific task. In some 

cases, a Deputy could act as relief for a superior and, 

therefore, must be fully qualified in the position. 
March 2009

GLOSSARY Appendix J-5 GLOSSARY 

Direct Federal Assistance (DFA) – Goods and services 

provided to the affected state and local jurisdictions when 

they lack the capability to perform or contract for eligible 

emergency work (such as debris removal, potable water, 

emergency medical services, and search and rescue). A 

presidential declaration of a major disaster or emergency 

must be approved before the provision of any DFA. The 

assistance is subject to the applicable state cost share. 

Disaster Recovery Center (DRC) – A facility established 

within or near the disaster area at which disaster victims 

(individual, families, or business) apply for disaster aid. 

Disaster Recovery Manager (DRM) – The FEMA official 

who has the delegated authority from the Regional Director 

to manage authorities under the Stafford Act, including 

incurring financial obligations. In most cases the DRM is the 

Federal Coordinating Officer. 

Disaster Unemployment Assistance (DUA) – The program 

administered by the state’s employment commission in 

cooperation with the Department of Labor to provide benefits 

to those out of work because of a major disaster. 

Division – That organization level having responsibility for 

operations within a defined geographic area and which is 

organizationally between the Task Force/Strike Team and 

the Operations Section Chief or Branch when activated. See 

also Group.

Economic Injury Disaster Loan (EIDL) – Assists business 

concerns suffering economic injury as a result of certain 

disasters declared by the President, Secretary of Agriculture, 

and/or Small Business Administration. 

Emergency Operations Center (EOC) – A pre-designated 

facility established by an agency(s) or jurisdiction(s) to 

coordinate the overall agency or jurisdictional response and 

support to an emergency response. 
March 2009

GLOSSARY Appendix J-6 GLOSSARY 

Emergency Support Functions (ESF) – A grouping of 

government and certain private-sector capabilities in an 

organizational structure to provide the support, resources, 

program implementation, and services that are most likely to 

be needed to save lives, protect property and the 

environment; restore essential services and critical 

infrastructure; and help victims and communities return to 

normal, when feasible, following domestic incidents. 

Environmental Response Team – Teams established by 

the Environmental Protection Agency to provide technical 

advice and assistance to the Operations Section Chief for 

both planning and response to discharges and releases of oil 

and hazardous substance into the environment. 

Federal Coordinating Officer (FCO) – The federal officer 

appointed to manage federal resource support activities 

related to Stafford Act disasters and emergencies. The FCO 

is responsible for coordinating the timely delivery of federal 

disaster assistance resources and programs to the affected 

State and local governments, individual victims, and the 

private Sector. 

Federal Insurance Administration (FIA) – The government 

unit that is a part of FEMA and that administers the National 

Flood Insurance Program. 

Federal Operations Support (FOS) – Any type of resource 

provided to FEMA or other responding federal agencies 

when logistical or technical support is required for their 

operations. This may include Emergency Support Function 

activation, personnel for preparing damage survey reports, 

and supplies or equipment for the Joint Field Office or other 

operating facilities. FOS is 100 percent federally funded and 

may be provided to a presidential declaration of a major 

disaster or emergency. 
March 2009

GLOSSARY Appendix J-7 GLOSSARY 

FEMA-State Agreement – A formal, legal document 

between FEMA and the affected state delineating the 

understandings, commitments, and binding conditions for 

assistance resulting from the major disaster or emergency; 

signed by the Regional Director or designee and the 

Governor.

First Responder – Personnel who have responsibility to 

initially respond to emergencies, such as firefighters, law 

enforcement officers, lifeguards, forestry personnel, 

ambulance attendants, and other public service personnel. 

Staging Area – That location to which incident personnel, 

equipment and initial response resources (IRR) are assigned 

awaiting tactical assignment. The Operations Section 

manages Staging Areas. 

General Staff – The group of incident management 

personnel organized by function and reporting to the Federal 

Coordinating Officer, normally including the Operations 

Section Chief, Planning Section Chief, Logistics Section 

Chief, and the Finance/Administration Section Chief. 

Geospatial Information System (GIS) – An electronic 

information system that provides a geo-referenced database 

to support management decision making. 

Governor’s Authorized Representative (GAR) – The 

person named by the Governor in the FEMA-State 

Agreement to execute on behalf of the state all necessary 

documents for disaster assistance. 

Group – An entity established to divide the incident 

management structure into functional areas of operation, 

composed of resources assembled to perform a special 

function not necessarily within a single geographic division. 

(See also Division.) Groups are located between operational 

resources (Strike Teams, Task Forces, Single Resources) 
March 2009

GLOSSARY Appendix J-8 GLOSSARY 

and the Operations Section Chief or Branch Director if 

activated.

Hazard Mitigation – Any cost-effective measure that will 

reduce the potential for damage to a facility from a disaster 

event.

Hazard Mitigation Grant Program (HMGP) – A program that 

prevents future losses of lives and property resulting from 

disasters; implements state or local hazard mitigation plans; 

enables mitigation measures to be implemented during 

immediate recovery from a disaster; and provides funding for 

previously identified mitigation measures to benefit the disaster 

area. 

Helibase – A location in the general incident area for the 

parking, fueling, maintenance, and loading of helicopters. 

Helispot – A location from which helicopter can take off and 

land that also may be used for temporary loading. 

Housing Assistance (HA) – Assistance that is administered 

and funded by FEMA to assist individuals and families with 

their immediate disaster-related housing needs. 

Incident Management Team (IMT) – The incident 

commander and appropriate command and general staff 

personnel assigned to an incident to provide tactical 

direction, oversight, and support to on-scene personnel. 

Incident Management Assistance Team (IMAT) – a

NIMS/ICS compliant overhead organization that can 

effectively manage a FEMA incident by developing and 

implementing appropriate strategies and tactics to 

accomplish incident objectives based on the Regional 

Administrator’s direction and constraints. 

A FEMA IMAT consists of Federal Coordinating Officer/Team 

Leader and appropriate Command and General Staff 
March 2009

GLOSSARY Appendix J-9 GLOSSARY 

personnel assigned to an incident to assist the efforts of the 

states in expediting the delivery of federal aid, assistance, 

and emergency services and the reconstruction and 

rehabilitation of devastated areas that result from disasters. 

Incident Action Plan (IAP) – An oral or written plan 

containing general objectives reflecting the strategy for 

managing an incident, which may include the identification of 

operational resources and assignments, attachments that 

provide direction, and important information for management 

of the incident for the operational period.

Incident Command Post (ICP) – Location from which the 

primary command functions are executed and usually colocated with the Incident Base. In a FEMA response this is 

normally the Joint Field Office. 

Incident Command System (ICS) – A standardized 

emergency management concept specifically designed to 

allow the user to adopt an integrated organizational structure 

equal to the complexity and demands of single or multiple 

incidents, without being hindered by jurisdictional boundaries. 

Incident Objectives – Statements of guidance and direction 

necessary for the selection of appropriate strategies and the 

tactical direction of resources. Incident objectives are based 

on realistic expectations of what can be accomplished when 

all allocated resources have been effectively deployed. 

Incident objectives must be achievable and measurable, yet 

flexible enough to allow for strategic and tactical alternatives. 

Incident Support Base - 

Individual Assistance (IA) – The broad range of assistance 

available to individuals, families, and businesses, authorized 

by the Stafford Act and other separate legislation. 

Individual And Households Program (IHP) – Program that 

provides money and services to people in the disaster area 
March 2009

GLOSSARY Appendix J-10 GLOSSARY 

when losses are not covered by insurance and property has 

been damaged or destroyed. 

Initial Response Resources (IRR) – Disaster support 

commodities that are provided to victims after a disaster 

occurs and that may include supplies such as baby food, 

baby formula, blankets, cots, diapers, meals ready-to-eat, 

plastic sheeting, tents, ice, water, emergency generators, 

industrial ice makers, mobile kitchen kits, portable potties 

with service, portable showers, and refrigerated vans. 

Joint Field Office (JFO) – A temporary federal facility 

established to provide a central point for federal, state, local, 

and tribal executives with responsibilities for incident 

oversight, direction, and/or assistance to effectively 

coordinate protection, prevention, preparedness, response, 

and recovery actions. 

Joint Information Center (JIC) – A facility established to 

coordinate all incident-related public relations activities that 

also functions as the central point of contact for all news 

media at the scene of the incident. Public information officials 

from all participating agencies should collocate at the JIC. 

Jurisdiction – A range or sphere of authority. Public 

agencies have jurisdiction at an incident related to their legal 

responsibilities and authority for incident mitigation. 

Jurisdictional authority at an incident can be political or 

geographical (e.g., city, county, state or federal boundary 

lines) or functional (e.g., police department, health 

department). (See Multi-Jurisdiction Incident.)

Leader – The Incident Command System title for an 

individual responsible for a Task Force/Strike Team or 

functional unit.

Liaison Officer – A member of the Command Staff 

responsible for coordinating with representatives from 

cooperating and assisting agencies. 
March 2009

GLOSSARY Appendix J-11 GLOSSARY 

Local Government – A county, parish, municipality, city, 

town, township, local public authority, school district, special 

district, intrastate district, council of governments, regional or 

interstate government entity, or agency or instrumentality of a 

local government; an Indian tribe or authorized tribal 

organization or a rural community, unincorporated town or 

village, or other public entity. 

Local Hire – A Disaster Assistance Employee hired locally 

for an initial maximum appointment of 120 days. 

Logistics Section – The section responsible for providing 

facilities, services, and materials for the incident. 

Managers – Individuals within the Incident Command 

System organizational groups and units that are assigned 

specific managerial responsibilities (e.g., Mission Assignment 

Manager, Disaster Recovery Center Manager, Camp 

Manager, etc.).

Major Disaster – Any natural or manmade disaster which in 

the determination of the President causes damage of 

sufficient severity and magnitude to warrant disaster 

assistance by the Federal Government to supplement the 

efforts and available resources of states, local governments, 

and disaster relief organizations. 

Memorandum Of Understanding (MOU) – A nonreimbursable agreement between two federal agencies. 

Mission Assignment – A work order issued by FEMA to 

another federal agency directing completion of a specific 

task, which is used to support federal operations in a Stafford 

Act major disaster or emergency declaration. It orders 

immediate, short-term emergency response assistance when 

an applicable state or local government is overwhelmed by 

the event and lacks the capability to perform, or contract for, 

the necessary work. 
March 2009

GLOSSARY Appendix J-12 GLOSSARY 

Mitigation (MT) – A FEMA program to reduce loss of life and 

property by lessening the impact of disasters. FEMA 

implements a variety of programs authorized by Congress 

covering the full range of natural hazards. Mitigation efforts 

provide value to the American people by (1) creating safer 

communities by reducing loss of life and property, (2) 

enabling individuals to recover more rapidly from flood and 

other disasters, and (3) lessening the financial impact on the 

Treasury, states, tribes, and communities. 

Mobilization Center (Mob Center) – An off-incident 

temporary facility at which commodities, personnel, supplies, 

and equipment are pre-positioned for deployment to an 

incident when requested by an Incident Management 

Assistance Team. Mob Centers are managed by National 

Logistics in FEMA Headquarters. A Mobilization Center may 

also provide temporary support services, such as food and 

billeting, for personnel before their assignment, release, or 

reassignment and serve as a place for out-processing 

following demobilization as personnel await transportation. 

Multi-Agency Coordination System (MACS) – A system 

that provides the architecture to support coordination for 

incident prioritization, critical resource allocation, 

communications systems integration, and information 

coordination. The components of multi-agency coordination 

systems include facilities, equipment, Emergency Operations 

Centers, specific multi-agency coordination entities, 

personnel, procedures, and communications. The system 

assists agencies and organizations to fully integrate the 

subsystems of the National Information Management System 

but is not itself a part of incident management.

Multi-Agency Coordination Group (MAC Group) – A group 

consisting of representatives from agencies or jurisdictions 

that have response authority or responsibility in the affected 

area and may be activated when incidents are so large 

and/or complex or in such numbers that an oversight level of 
March 2009

GLOSSARY Appendix J-13 GLOSSARY 

coordination for incident prioritization, critical resource 

allocation, communications systems integration, and 

information coordination is required. The MAC Group is not a 

part of incident management, has no command authority, 

does not participate in field operations, and does not develop 

incident strategy or tactics at the level of the disaster and 

Incident Management Assistance Teams. 

Multi-Agency Incident – An incident for which one or more 

agencies assist a jurisdictional agency or agencies; may be 

single or Unified Command. 

Multi-Jurisdiction Incident – An incident requiring action 

from multiple agencies that have statutory responsibility for 

incident mitigation and that is normally managed under a 

Unified Command. 

National Flood Insurance Program (NFIP) – A Federal 

program enabling property owners in participating 

communities to purchase flood insurance as protection 

against flood losses, while requiring state and local 

governments to enforce floodplain management regulations 

that reduce future flood damages. More than 20,000 

communities participate in the NFIP.

Natural Resources Conservation Service (NRCS) – The 

primary federal agency that works with private landowners to 

help them protect their natural resources. The agency 

emphasizes voluntary, science-based conservation technical 

assistance; partnerships; incentive-based programs; and 

cooperative problem solving at the community level. Formerly 

the Soil Conservation Service (SCS). 

National Response Framework (NRF) – A guide to how the 

nation conducts all-hazard response, built on scalable, 

flexible, and adaptable coordinating structures to align key 

roles and responsibilities across the nation, linking all levels 

of government, nongovernmental organizations, and the 

private sector. 
March 2009

GLOSSARY Appendix J-14 GLOSSARY 

Officer – Incident Command System title for personnel 

responsible for the Command Staff positions of Safety, 

Liaison, and External Affairs. 

Other Federal Agencies (OFA) – Federal agencies other 

than FEMA. 

Other Needs Assistance (ONA) – Program that provides 

funds for the serious needs and necessary expenses of 

disaster victims that cannot be met through other forms of 

disaster assistance or through other means, such as insurance 

or Small Business Administration loans; provides grants to 

individuals that are administered by the state. 

Operational Control (OpCon) – The transferable authority 

that may be exercised by leadership at any level at or below 

the level of organization. OPCON is inherent to the level 

organized and belongs to assigned leadership. It may be 

delegated and is the authority to perform those functions of 

command over resources, assigning tasks, designating 

objectives, and giving authoritative direction necessary to 

accomplish the mission will be assigned to the lowest 

operational level.

Operational Period – The period of time scheduled for 

execution of a given set of operation actions as specified in 

the Incident Action Plan and which can be of various lengths 

but usually do not exceed 24 hours in the earlier stages of an 

incident or disaster. 

Operations Section –Section responsible for all tactical 

(field) incident operations. 

Out-Of-Service Resources – Resources assigned to an 

incident that are unable to respond for mechanical, rest, or 

personnel reasons. 
March 2009

GLOSSARY Appendix J-15 GLOSSARY 

Personal Protective Equipment (PPE) – Equipment and 

clothing used to protect personnel from the chemical, 

physical, and biological hazards that may be encountered at 

an incident. (For a hazardous substance and material 

incident, see 33 CFR 154.1026, 33 CFR 155.1026.) 

Preliminary Damage Assessment (PDA) – A survey 

conducted by a team of state and federal officials to estimate 

the extent of the disaster and its impact on individuals and 

public facilities. The team’s work begins with reviewing the 

types of damage or emergency costs incurred by the units of 

government and the impact to critical facilities, such as public 

utilities, individuals, and businesses. This assessment 

includes the number damaged, the number of people 

displaced, and the threat to health and safety caused by the 

storm event. 

Principle Federal Officer (PFO) – Federal official 

designated by the Secretary of Homeland Security to act as 

his/her representative locally to oversee, coordinate, and 

execute the Secretary’s incident management responsibilities 

for an Incident of National Significance. 

Public Assistance (PA) – Broad range of assistance 

available to the eligible state and local governments 

authorized by the Stafford Act, including the clearance of 

debris and repair of or replacement of roads, streets, bridges, 

water control facilities, public buildings, public utilities, 

recreational facilities, and parks. 

Recovery – Assistance to individuals, households, critical 

infrastructure, and business in meeting their basic needs and 

returning to self-sufficiency: 

x Short-term recovery is immediate and overlaps with 

response. It includes actions such as providing 

health and safety services, restoring interrupted 

utility and other essential services, reestablishing 

transportation routes, and providing food and shelter 

displaced by the incident. 
March 2009

GLOSSARY Appendix J-16 GLOSSARY 

x Long-term recovery is outside the scope of the 

National Response Framework, may involve some 

of the same actions, but may continue for a number 

of months or years, depending on the severity and 

extent of the damages sustained. 

Resources – All personnel and major items of equipment, 

supplies, and commodities that are available or potentially 

available for assignment on which status is maintained. 

Response – Activities that address the short-term, direct 

effects of an incident, including immediate actions to save 

lives, protect property, and meet basic human needs. 

Response also includes the execution of emergency 

operations plans and of mitigation activities designed to limit 

the loss of life, personal injury, property damage, and other 

unfavorable outcomes. 

Section – Organizational level with functional responsibility 

for primary segments of incident operations such as 

Operations, Planning, Logistics, and Finance 

Single Resource – An individual, a piece of equipment and 

its personnel complement, or a crew of individuals with an 

identified work supervisor that can be used on an incident. 

Small Business Administration (SBA) – An independent 

agency of the federal government to aid, counsel, assist, and 

protect the interests of small business concerns, and that is 

responsible for providing loans to homeowners and renters 

that have been victims of presidentially declared disasters. 

Following a disaster, the SBA lends money to homeowners, 

renters, and businesses at low interest rates to repair or 

replace homes and/or personal belongings not covered by 

insurance. 
March 2009

GLOSSARY Appendix J-17 GLOSSARY 

Span Of Control – The number of individuals a supervisor is 

directly responsible for, usually expressed as the ratio of 

supervisors to individuals, such as 1:3 and 1:7. A ratio of 1:5 

is recommended.

Squad Leader – Leader of a small group of Crew Members 

and Disaster workers (three to seven) who is responsible for 

supervision of assigned personnel to accomplish work 

assignments. A squad is a component of a crew. 

Staging Area – See Federal Operational Staging Area.

Stakeholders – Any person, group, or organization affected 

by and having a vested interest in the incident and/or the 

response operation. 

State Coordinating Officer (SCO) – A state’s primary point 

of contact with the Federal Coordinating Officer and local 

officials appointed by the Governor to manage the state’s 

disaster response and recovery effort. 

Strategy – The general plan or direction selected to 

accomplish incident objectives. 

Strike Team - Specified combinations of the same kind and 

type of resources with common communications and a 

leader.

Supervisor – Incident Command System title for individuals 

responsible for command of a division or group. 

Tactics – The deployment and direction of resources during 

an incident to accomplish established incident objectives. 

Task Force – Any combination of resources assembled to 

support a specific mission or operational need. All resource 

elements within a task force must have common 

communications and a designated leader. 
March 2009

GLOSSARY Appendix J-18 GLOSSARY 

Technical Assistance – Support provided to state, local, 

and tribal jurisdictions when they have the resources but lack 

the complete knowledge and skills needed to perform a 

required activity (such as mobile-home park design and 

hazardous materials assessments). Technical Assistance is 

100 percent federally funded and may be provided before a 

presidential declaration of a major disaster or emergency. 

Technical Specialists – Personnel with specialized skills 

who can be used anywhere within the Incident Command 

System Organization. Technical Specialists are not required 

to have any ICS skills or qualifications because they are 

certified in their field or profession. 

Temporary Flight Restrictions (TFR) – Temporary airspace 

restrictions for non-emergency aircraft in the incident area 

and that are established by the Federal Aviation 

Administration to ensure aircraft safety; normally limited to a 

5-nautical-mile radius and 2,000 feet in altitude. 

Terrorism – As defined in the Homeland Security Act of 

2002, an activity that involves an act dangerous to human life 

or potentially destructive of critical infrastructure or key 

resources and that is a violation of the criminal law. 

Type – A classification of resources in the Incident 

Command System that refers to capability. Type 1 is 

generally considered to be more capable than Types 2, 3, or 

4, because of size, power, capacity, or, in the case of 

Incident Management Assistance Teams, experience and 

qualifications.

Unified Command (UC) – An Incident Command System 

application used when there is more than one agency with 

incident jurisdiction or when incidents cross political 

jurisdictions. Agencies work together through the designated 

members of the Unified Command to establish their 

designated Incident Commanders at a single Incident 
March 2009

GLOSSARY Appendix J-19 GLOSSARY 

Command Post and establish a common set of objectives 

and strategies and a single Incident Action Plan. 

Unified Coordination Group (UCG) – The term used in the 

National Response Framework, January 2008, to reflect what 

is referred to in Incident Command System as “Unified 

Command.” The terminology deviates from ICS terminology 

as a “Group” is a descriptor of an operations function, not the 

command function. However, on most FEMA incidents the 

UCG will function as a Unified Command. 

Unit – A functional element in the Planning, Logistics, and 

Financial Sections, such as a Resource Unit or a Facilities 

Unit or a Cost Unit. 

Unity of Command – The concept by which each person in 

an organization reports to one and only one designated 

person. These principles clarify reporting relationships and 

eliminate the confusion caused by multiple, conflicting 

directives 

Voluntary Agency (VOLAG) – Any chartered or otherwise 

duly recognized tax-exempt local, state, or national voluntary 

organization or group that has provided or may provide 

needed services to the states, local governments, or 

individuals in coping with an emergency or major disaster. 

Weapons of Mass Destruction (WMD) – Any explosive, 

incendiary, poison gas, bomb, grenade, rocket, disease 

organism, radiation, or any weapon that is designed or 

intended to cause death or serious bodily injury. 
THIS PAGE IS INTENTIONALLY LEFT BLANK
FEMA B-761

Catalog No. 09110-1

FEMA

U. S. DEPARTMENT OF

HOMELAND SECURITY