Federal Emergency Management Agency

Incident Management 

Handbook

FEMA B-761

November 2017 
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RECORD OF CHANGES

The most current copy of this document, including any 

changed pages, is available through the Federal Emergency 

Management Agency (FEMA) Office of Response and 

Recovery (ORR) Doctrine and Policy Office. Email all revision 

requests to FEMA-ORR-Doctrine@FEMA.DHS.gov.

Change 

No. Summary of Change Date Entered
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Table of Contents

Record of Changes...........................................................i

Chapter 1: Organization ..................................................1

Purpose...................................................................1-1

Scope and Applicability ............................................1-2

Organization of Document........................................1-2

Supersession ...........................................................1-3

Authorities and Foundational Documents.................1-3

Document Management and Maintenance...............1-5

Chapter 2: Incident Management Concepts...............2-1

Introduction ..............................................................2-1

Disaster Declaration Process ...................................2-1

Life Cycle of an Incident...........................................2-3

Integrated Operating Concept.............................2-6

Whole Community Engagement..........................2-6

Incident Levels .........................................................2-8

Organizing Operations on an Incident.................2-9

ICS Organizational Structure and Concepts...........2-12

Command Staff Hierarchy and Positions ..........2-12

Operations Section Staff Hierarchy and 

Positions ...........................................................2-14

Logistics, Planning, and Finance/Administration 

Section Staff Hierarchy and Positions ...............2-18
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Personnel Mobilization (PM) and Reception, 

Staging, Onward Movement, and Integration 

(RSOI)...................................................................2-20

Chapter 3: Unified Coordination Group ........................3-1

Introduction ..............................................................3-1

Concept of Unified Coordination ..............................3-1

Unified Coordination Group......................................3-3

Chapter 4: Command and General Staff ......................4-1

Introduction ..............................................................4-1

Command Staff ........................................................4-2

General Staff ............................................................4-2

Command Staff Officers ...........................................4-3

Chief of Staff (COS) Officer.................................4-3

Safety Officer (SFO)............................................4-4

External Affairs Officer (EAO) .............................4-5

Liaison Officer (LNO) ..........................................4-6

Position Descriptions, Roles, and Responsibilities ...4-7

Chief of Staff .......................................................4-7

Security (SEC) ....................................................4-8

Legal ...................................................................4-9

Alternative Dispute Resolution (ADR) ...............4-10

Equal Rights......................................................4-11

Disability Integration (DI)...................................4-12
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Environmental Planning and Historic 

Preservation (EHP) ...........................................4-16

Interagency Recovery Coordination (IRC) ........4-23

Federal Disaster Recovery Officer (FDRO).......4-27

Safety (SAF)......................................................4-44

External Affairs (EA)..........................................4-46

Chapter 5: Operations Section .....................................5-1

Introduction ..............................................................5-1

Organizational Structure...........................................5-1

Position Descriptions, Roles, and Responsibilities ...5-2

Individual Assistance (IA) Branch........................5-3

Infrastructure Branch.........................................5-17

Hazard Mitigation (HM) Branch.........................5-30

Disaster Survivor Assistance (DSA) Branch .....5-55

Mission Assignment Branch..............................5-59

Disaster Emergency Communications (DEC) 

Group ................................................................5-61

Air Operations Branch (AOB)............................5-68

Emergency Services Branch.............................5-73

Geographic Operations Branch Positions .........5-75

Staging Area Branch.........................................5-78

Environmental Planning and Historic 

Preservation (EHP) ...........................................5-81

Chapter 6: Planning Section.........................................6-1
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Introduction ..............................................................6-1

Organizational Structure...........................................6-2

Position Descriptions, Roles, and Responsibilities...6-2

Resources Unit....................................................6-4

Planning Support Unit .........................................6-5

Situation Unit.......................................................6-5

Documentation Unit.............................................6-6

Geospatial Information System (GIS) Unit ..........6-7

Chapter 7: Logistics Section.........................................7-1

Introduction ..............................................................7-1

Organizational Structure...........................................7-1

Position Descriptions, Roles, and Responsibilities...7-2

External Support Branch .....................................7-4

Support Branch .................................................7-16

Service Branch..................................................7-26

Chapter 8: Finance/ Administration Section .................8-1

Introduction ..............................................................8-1

Organizational Structure...........................................8-1

Position Descriptions, Roles, and Responsibilities ...8-3

Procurement Unit ................................................8-5

Human Resources Unit .......................................8-8

Cost Unit ...........................................................8-10

Training Unit......................................................8-13
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Chapter 9: Intelligence/ Investigations Function and 

Section........................................................................9-1

Introduction ..............................................................9-1

Organizational Structure...........................................9-2

Position Descriptions, Roles, and Responsibilities ...9-3

Appendix A: Emergency and Recovery Support 

Functions.................................................................... A-1

Appendix B: Incident Support ...................................... B-1

Appendix C: Incident Management Planning...............C-1

Appendix D: Mission Assignments ..............................D-1

Appendix E: Non-Standard Incidents........................... E-1

Appendix F: Standard Incident Management 

Resources and Procedures ......................................... F-1

Appendix G: Single Point Order Tracking....................G-1

Appendix H: Authorities and Foundational 

Documents....... ..........................................................H-1

Appendix I: List of Acronyms .........................................I-1

Appendix J: Glossary....................................................J-1

List of Figures

Figure 1: Disaster Declaration Process ................................ 2-2

Figure 2: Hierarchy of Command Staff Positions................ 2-13

Figure 3: Hierarchy of Operations Section Positions .......... 2-14
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Figure 4: Hierarchy of Logistics, Planning, and 

Finance/Administration Sections ........................................ 2-18

Figure 5: Incident Levels and PM Support Facility.............. 2-22

Figure 6: Components of the Unified Coordination Group.... 3-2

Figure 7: Components of the Command and General Staff.....

............................................................................................. 4-1

Figure 8: Position Structure under the Chief of Staff Officer....

............................................................................................. 4-7

Figure 9: Position Structure under the Lead Legal Advisor......

............................................................................................. 4-9

Figure 10: Position Structure under the Lead Equal Rights 

Advisor ............................................................................... 4-11

Figure 11: Position Structure under the Lead Disability 

Integration Advisor.............................................................. 4-12

Figure 12: Environmental Planning and Historic Preservation 

Position Structure ............................................................... 4-17

Figure 13: Enhanced Recovery Coordination 

Key Steps and Timeline...................................................... 4-24

Figure 14: Interagency Recovery Coordination Structure... 4-25

Figure 15: Interagency Recovery Coordination Position 

Structure under the FDRO.................................................. 4-26

Figure 16: IRC Position Structure under the Community 

Planning and Capacity Building Group Supervisor............. 4-38

Figure 17: Positon Structure under the Safety Officer ........ 4-44

Figure 18: Position Structure under External Affairs Officer......

........................................................................................... 4-46
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Figure 19: Assistant External Affairs Officer – Joint Information 

Center Position Structure ................................................... 4-49

Figure 20: Assistant External Affairs Officer – Congressional 

Affairs Position Structure .................................................... 4-53

Figure 21: Assistant External Affairs Officer –

Intergovernmental Affairs Position Structure ...................... 4-55

Figure 22: Assistant External Affairs Officer – Private Sector 

Position Structure ............................................................... 4-58

Figure 23: Assistant External Affairs Officer – Planning and 

Products Position Structure ................................................ 4-60

Figure 24: Operations Section Position Structure................. 5-2

Figure 25: Individual Assistance Position Structure.............. 5-4

Figure 26: Infrastructure Branch Position Structure............ 5-19

Figure 27: Hazard Mitigation Position Structure ................. 5-30

Figure 28: Disaster Survivor Assistance Position Structure.......

........................................................................................... 5-56

Figure 29: Mission Assignment Position Structure ............. 5-60

Figure 30: DEC Position Stucture....................................... 5-62

Figure 31: Air Operations Position Structure ...................... 5-69

Figure 32: Emergency Services Position Structure ............ 5-73

Figure 33: Geographic Operations Position Structure ........ 5-76

Figure 34: Staging Area Position Structure and Coordination....

........................................................................................... 5-79

Figure 35: Planning Section Position Structure .................... 6-2

Figure 36: Logistics Section Position Structure .................... 7-2
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Figure 37: External Support Branch Position Structure ........ 7-5

Figure 38: Support Branch Position Structure .................... 7-16

Figure 39: IT Service Branch Position Structure................. 7-26

Figure 40: Finance/Administration Section Position Structure...

............................................................................................. 8-2

Figure 41: Intelligence/Investigations Section Position 

Structure............................................................................... 9-3

Figure 42: Planning “P” Incident Action Planning Process ...C-6

Figure 43: Planning Relationships and Stakeholder 

Responsibilities...................................................................C-10

Figure 44: Mission Assignment Process...............................D-8

Figure 45: SPOT Ordering Process......................................G-2

Figure 46: Ordering Roles and Responsibilities....................G-3

Figure 47: IMH Doctrinal Family ...........................................H-2

List of Tables

Table 1: Core Capabilities by Mission Area.......................... 2-5

Table 2: Incident Level Descriptions..................................... 2-8

Table 3: Emergency Support Functions and the Corresponding 

Response Core Capabilities .................................................A-3

Table 4: Recovery Support Functions and Corresponding Core 

Capability Descriptions .........................................................A-6

Table 5: Commonly Used ICS Forms and Corresponding 

Descriptions..........................................................................C-7
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Table 6: Mission Assignment Categories and Guidance for Use

.............................................................................................D-3

Table 7: Mission Assignment Process Tasks .......................D-8

Table 8: MA Process Task and Responsible Position ..........D-9

Table 9: Key Coordinating Agencies by CBRN Incident Type....

.............................................................................................E-3

Table 10: CONUS IRR Package Example............................ F-3

Table 11: OCONUS IRR Package Example......................... F-5
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CHAPTER 1:

ORGANIZATION

Purpose

The Federal Emergency Management Agency (FEMA) is 

responsible for coordinating the delivery of federal support to 

state, local, tribal, and territorial governments under 

Presidential emergency or major disaster declarations or to 

other federal agencies under the concept of federal-to-federal

support. Such coordination generally involves multiple 

departments, agencies, jurisdictions, and non-federal partners 

employing a broad range of assets and resources. 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 to states, local incident 

commands, and other end users.

A solid understanding of incident-level structures, processes, 

and responsibilities is essential for FEMA employees to carry 

out their emergency management missions.

The FEMA Incident Management Handbook (IMH) is a tool to 

assist FEMA emergency management personnel in conducting

their assigned missions in the field. The IMH provides

information on FEMA’s incident-level operating concepts, 

organizational structures, functions, position descriptions, and 

key assets and teams.
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The IMH supplements the FEMA Incident Management Manual

(IMM) by providing additional detail on how FEMA personnel 

plan and execute their assigned missions in the field.

Scope and Applicability

The IMH is intended for use by FEMA personnel deployed at

the incident level. However, the IMH also provides whole

community stakeholders operating in a FEMA facility 

information about key incident-level FEMA functions. The 

concepts in the IMH are applicable to FEMA operations during 

Stafford Act-based Presidential declarations and non-Stafford 

Act incidents involving federal-to-federal support.

Expanding on the IMM, the IMH forms the basis from which 

FEMA personnel will execute their assigned missions in the 

field. In so doing, the IMH incorporates the principles of the 

National Incident Management System (NIMS) command and 

management component, the National Response Framework 

(NRF), and FEMA-specific doctrine, such as the Incident 

Management and Support Keystone (IMSK).

The IMH does not replace the FEMA Qualification System 

(FQS), FQS 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 in that context.

Organization of Document

Chapter 2 provides general incident management (IM)

information derived from the sources provided in Appendix H.
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The intent is to provide a consolidated overview of FEMAspecific IM guidance concepts. Further information can be 

obtained from the parent documents.

Chapters 3 through 9 expand on the FEMA IM structure

contained within the IMM, providing details regarding Incident 

Command System structures used in the field to facilitate lifesaving and life-sustaining operations. Congruent with NIMS, 

these can be expanded on or contracted, based on the needs 

of the incident.

Appendixes A to G provide information on specific concepts, 

entities, and assets FEMA uses to support field response, 

recovery, and mitigation missions.

Supersession

This document supersedes all previous versions of the IMH.

Authorities and Foundational 

Documents

The IMH follows the tenets and guidelines set forth in the NIMS

2008. At the time of this publication the NIMS is undergoing a

revision based on the refresh of Presidential Policy Directive 8.

The following are the foundational documents and authorities 

for the FEMA IMH:

 Robert T. Stafford Disaster Relief and Emergency 

Assistance Act (Public Law 93-288, as amended, 

42 U.S.C. 5121-5207)
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 Title 44 of the Code of Federal Regulations (CFR), 

Emergency Management and Assistance

 Post-Katrina Emergency Management Reform Act 

(PKEMRA) of 2006 (Public Law 109-295), October 4, 

2006

 Sandy Recovery Improvement Act of 2013 (SRIA), 

(Public Law 113-2)

 Rehabilitation Act of 1973

 Americans with Disabilities Act of 1990 (ADA), as 

amended 

 Architectural Barriers Act of 1968 (ABA), as amended 

 National Incident Management System (NIMS) (third 

edition), October 2017

 National Response Framework (NRF) (third edition), 

June 2016

 National Disaster Recovery Framework (NDRF) 

(second edition), June 2016

 National Mitigation Framework (second edition), June 

2016

 FEMA Publication 1, April 2016

 FEMA Incident Management and Support Keystone

(IMSK), January 2011

 FEMA Incident Management Manual (IMM), 

September 2015

 FEMA National Incident Support Manual (NISM), 

January 2013

 FEMA Regional Incident Support Manual (RISM), 

January 2013

 FEMA Operational Planning Manual (FOPM), June 

2014
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 FEMA Incident Action Planning Guide, Revision 1,

July 2015

Document Management and 

Maintenance

The FEMA ORR, Doctrine and Policy Office is responsible for 

the implementation, update, and revisions of the IMH in 

coordination with and supported by the FEMA directorates, 

offices, and regions. To obtain hard copies of this document,

contact the FEMA Publication Warehouse, 1-800-480-2520.
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CHAPTER 2: INCIDENT 

MANAGEMENT CONCEPTS

Introduction

This chapter provides information on general Federal 

Emergency Management Agency (FEMA) incident 

management (IM) concepts in an incident life cycle. IM refers 

to how incidents are managed across all homeland security 

activities, including prevention, protection, mitigation, 

response, and recovery. Responsibilities in IM include the 

direct control and employment of resources, management of 

incident offices, operations, and delivery of federal assistance.

IM ensures delivery of accessible emergency messaging, 

accessible facilities, and accessible programs to all people 

through all phases of emergency response and recovery.

Disaster Declaration Process

As a general guideline, all incidents involving federal disaster 

assistance, as administered by FEMA, begin and end within 

the applicable regional office. Disaster declarations, classified 

as either emergency or major disaster declarations, are 

governed by the Robert T. Stafford Disaster Relief and 

Emergency Assistance Act and funded through the Disaster 

Relief Fund (DRF). Figure 1 shows the disaster declaration 

process.
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Figure 1: Disaster Declaration Process

The Regional Administrator (RA), before a Presidential 

declaration, can also authorize use of the DRF for predeclaration surge operations in anticipation of a declaration to 

either facilitate the declaration process or pre-position 

anticipated resources. Examples include the following:

 Liaison officers deployed to the potentially impacted 

state or tribal area to provide assessments and assist 

with anticipating state requirements;

 The FEMA Preliminary Damage Assessment (PDA)

Team deployed to assist with joint PDAs to validate 

damage and evaluate impacts, supporting the state or 

tribe’s decision to request a declaration; and
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 Commodities pre-positioned in anticipation of a 

hurricane making landfall and causing catastrophic 

damage.

Life Cycle of an Incident

FEMA uses a standardized three-phase terminology to 

promote an organized, integrated approach to IM 

implementation. Incidents within the phasing construct are 

categorized as either “notice” or “no notice.” Notice incidents 

are such that their impacts can be anticipated and resources 

pre-positioned. No-notice incidents occur unexpectedly or with 

minimal warning. The major phases and their descriptions are

as follows:

 Phase 1: Pre-incident actions that shape operations. 

During a notice incident, this phase is associated with 

actions that take place before the occurrence of the 

incident (e.g., pre-landfall staging of response teams 

during a hurricane). The National Response 

Coordination Center and/or Regional Response 

Coordination Center moves to enhanced watch or 

activation.

 Phase 2: Activation, employment, and sustained 

response operations. During notice and no-notice 

incidents, this phase is associated with life-saving and 

life-sustaining actions, accessible delivery of Stafford 

Act programs, coordinating with other federal 

agencies (OFA) through the emergency support 

functions (ESF) and the recovery support functions 

(RSF). Appendix A provides additional ESF and RSF 

information.
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 Phase 3: Long-term, sustained operations. This 

phase involves working with a variety of federal 

agencies via RSFs to develop permanent, affordable,

and accessible housing solutions; rebuild the 

infrastructure, inclusive of Americans with Disabilities 

Act (ADA), Rehabilitation Act, Architectural Barriers 

Act (ABA) standards, and International Building Code 

(IBC) minimum standards; implement economic 

revitalization strategies, inclusive of the whole

community; facilitate funding for businesses to 

rebuild; re-establish disrupted health care facilities;

and implement community-wide mitigation strategies.

FEMA’s five mission areas (Prevention, Protection, Mitigation, 

Response, and Recovery) align with the core capabilities 

defined by the National Preparedness Goal to promote an 

organized, integrated, and whole community approach to 

accomplishing critical functions, as listed in Table 1.
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Table 1: Core Capabilities by Mission Area

Prevention Protection Mitigation Response Recovery

Planning

Public 

Information 

and Warning

Operational 

Coordination 

Intelligence 

and 

Information 

Sharing

Interdiction and 

Disruption

Screening, 

Search, and 

Detention

Forensics and 

Attribution

Planning

Public 

Information 

and Warning

Operational 

Coordination

Intelligence 

and 

Information 

Sharing

Interdiction 

and Disruption

Screening, 

Search, and 

Detention

Access 

Control and 

Identity 

Cybersecurity 

Physical 

Protective 

Measures

Risk 

Management 

for Protection 

Programs and 

Activities 

Support Chain 

Integrity and 

Security 

Planning

Public 

Information 

and Warning

Operational 

Coordination

Community 

Resilience

Long-Term 

Vulnerability 

Reduction

Risk and 

Disaster 

Resilience 

Assessment

Threats and 

Hazards 

Identification

Planning

Public 

Information and 

Warning

Operational 

Coordination

Infrastructure 

Systems

Environmental 

Response/Health 

and Safety

Fatality 

Management 

Services

Fire 

Management 

and Suppression

Logistics and 

Supply Chain 

Management

Mass Care 

Services

Mass Search 

and Rescue 

Operations

On-Scene 

Security 

Protection, and 

Law 

Enforcement

Operational 

Communications

Public Health, 

Healthcare, and 

Emergency 

Medical Services

Situational 

Assessment

Planning

Public 

Information 

and Warning

Operational 

Coordination

Infrastructure 

Systems

Economic 

Recovery

Health and 

Social 

Services

Housing

Natural and 

Cultural 

Resources
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Integrated Operating Concept

The FEMA Office of Response and Recovery (ORR) Integrated 

Operating Concept for Field Operations identifies, across the 

four phases of emergency management (i.e., Preparedness, 

Response, Recovery, Mitigation), how FEMA support actions 

contribute to the achievement of unified, survivor-centric 

outcomes and milestones across the disaster life-cycle; and 

highlights component linkages and interdependencies that 

enables a more efficient and effective delivery of FEMA 

programs. 

The full Integrated Operating Concept for Field Operations, 

including a list of associated milestones, may be obtained from 

the ORR Doctrine Section.

Whole Community Engagement

The whole community engagement concept ensures FEMA 

integrated operations and support includes state, local, tribal 

and territorial partners; nongovernmental organizations, like 

faith-based and nonprofit groups and private sector industry; 

and individuals, families, and communities. Beginning in 

preparedness, this approach fosters strong relationships 

throughout communities that enhance community resilience to 

responding and recovering from potential incidents. For 

example, the inclusion of community leaders in emergency 

management training opportunities can be a critical link 

between emergency managers and increasing the emergency 

management knowledge among the individuals they represent. 

Many emergency management agencies, such as the New 

York City Office of Emergency Management, include their 
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private sector partners in regular exercises, strengthening their 

relationships in the process.

Additionally, during response and recovery, the benefits of a 

whole community approach include a more informed, shared 

understanding of community risks, needs, and capabilities; an 

increase in resources through the empowerment of community 

members; and, in the end, more resilient communities.

Case Study

Following the devastating tornadoes in Alabama in 

the spring of 2011, various agencies, organizations, 

and voluntary agencies united to locate recovery 

resources in the community and communicate 

information about those resources to the public. 

Two days after the tornadoes, the agencies, 

organizations, and volunteers formed the Alabama 

Interagency Emergency Response Coordinating 

Committee and created a database of disaster 

recovery resources, providing information to 

disaster survivors for accessing recovery resources, 

greatly enhancing the delivery of services to 

disabled and elderly residents.
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Incident Levels

FEMA’s incident level refers to the level at which a Unified 

Coordination Group (UCG) employs federal resources to 

achieve jointly developed incident objectives. The UCG is 

intended to serve as the leadership element of the coordinated 

relief effort, providing management structure at the incident 

level to execute unified coordination across key jurisdictional 

agencies. Three incident levels are used to categorize an 

incident based on its actual or anticipated impact, size, and 

complexity, as well as the federal assistance required. The 

Associate Administrator, Office of Response and Recovery (AA 

ORR) and FEMA RA coordinate on designating incident levels 

and adjusting designations as the magnitude and complexity of 

the incident changes. Table 2 provides descriptions of each of 

the three incident levels.

Table 2: Incident Level Descriptions

Incident 

Level Description

Incident 

Level I 

Due to its severity, size, location, actual or potential 

impact on public health, welfare, and infrastructure 

requires an extreme amount of direct federal assistance 

for response and recovery efforts for which the 

capabilities to support does not exist at any level of 

government 

Incident 

Level II

Due to its severity, size, location, actual or potential 

impact on public health, welfare, and infrastructure 

requires a high amount of direct federal assistance for 

response and recovery efforts 

Incident 

Level III 

Due to its severity, size, location, actual or potential 

impact on public health, welfare, and infrastructure 

requires a moderate amount of federal assistance 
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Resources including teams and personnel are typed 1, 2, or 3 

to correspond to qualifications and the appropriate incident 

level. Tasks for each position remain the same, but the level of 

incident (I, II, or III) for which the person is qualified varies and

matches with the position type (i.e., Type 1 with Level I, Type 2 

with Level II, and Type 3 with Level III).

Incident leveling provides FEMA operational adaptability, 

flexibility, and scalability consistent with Incident Command 

System (ICS) principles. The incident leveling approach is as 

follows:

 Adaptable – The organization can be used for all

incidents.

 Flexible – The organizational structure is a modular 

design, which allows the use of only the 

organizational response functions required for the 

incident.

 Scalable – The organization can expand to fit the 

magnitude of the incident, from a very small incident 

to a large, complex incident.

Organizing Operations on an Incident

The FEMA Operations Section will make recommendations 

regarding the best organizational structure needed to 

coordinate the delivery of federal assistance and services 

based on incident level; administrative and jurisdictional 

complexity; geographic area; span of control considerations; 

functional specialties required; logistics, planning, and other 

support needs; and potential for growth. FEMA organizational 

structure recommendations are categorized as functional, 

geographic, or a combination of both.
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Functional Organization

In a functional organization, program areas such as Individual 

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

(HM) are assigned to a specific functional branch or group with 

all of the planning and resource assignments for that function 

coordinated from the Joint Field Office (JFO). This is the typical 

organizational structure for Level III incidents. Level I and II 

incidents are typically organized in a geographic or combined 

organizational structure. 

Geographic Organization

In a geographic organization, the incident is subdivided into 

geographic areas of operation called divisions and resources, 

which are assigned to a specific division. In a geographic 

organization, the Operations Section Chief (OSC) conducts all 

operations planning and assigns resources in the field. If 

delegated, operations planning may occur at the division or the 

branch level. A geographic branch is activated when the 

number of divisions exceeds the OSC’s span of control. A 

purely geographic organization is rarely used by FEMA.

Combined Organizational Structure 

In a combined organization, geographic (branches/divisions) 

and functional (branches/groups) components exist within the 

Operations Section. All incidents will have functional 

components, but not all will have a geographic component. 

Typically, FEMA uses a functional organization for Level III 

incidents and a combined organization for Level I or Level II 

incidents.
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Branches are established when the number of divisions and/or 

groups exceeds the OSC’s manageable span of control. On 

the larger, more complex incidents using the combined option, 

the number of divisions or groups almost, if not always, 

exceeds the OSC’s span of control and branches are 

established and led by functional and operations branch 

directors.

Subordinate position titles under the Division Supervisor 

(DIVS)/Group Supervisor (GRPS) include Task Force Leaders 

(TFLD), Managers, Crew Leaders, and Specialists. DIVS 

usually have very few, if any, subordinate positions on a 

Stafford Act incident because most resources assigned to the 

division receive direction and supervision from the appropriate 

GRPS or Branch Director (BD).

ESFs and OFAs are assigned to the appropriate functional 

GRPSs and BDs. Regardless of the positions used in a 

combined organization, all supervisory positions will conform to 

span of control guidelines with a maximum of seven 

subordinates reporting to one supervisor.

Establishing Branch and Division Boundaries

Geographic branches and divisions are commonly aligned with 

existing state, local, tribal, and territorial jurisdictions and 

boundaries. This allows emergency managers at all levels 

(federal, state, and local) of the incident to properly align their 

activities with one another. There are numerous factors that 

ultimately determine the selected operational architecture. 

There will be situations when the delineation of a branch or 

division will be based on factors other than the traditional 
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political boundaries (e.g., physical access limitations across 

mountains or rivers, communications disruptions).

ICS Organizational Structure and 

Concepts

FEMA uses a National Incident Management System (NIMS)

compliant ICS structure staffed by FEMA Qualification System

(FQS) position titles to ensure chain of command, unity of 

command, and management by objective. This modular 

organizational structure is composed of a Command and 

General Staff (C&GS) and led by the Federal Coordinating 

Officer (FCO). Together they manage the modular structure 

required to meet the needs of the incident. This modular 

framework allows for expansion or contraction based on 

incident requirements.

The FCO manages federal resources assigned to the incident 

management organization and oversees the C&GS.

Command Staff Hierarchy and 

Positions

Figure 2 shows the hierarchy of command staff positions.
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Figure 2: Hierarchy of Command Staff Positions

Officer is the title for personnel that report directly to the FCO 

and are responsible for command staff positions of Safety

(SAF), Chief of Staff, External Affairs, and Liaison. Officers 

interact with the FCO, other officers, and Section Chiefs to 

ensure clarity of communications and enhance teamwork.

Officers are typed 1, 2, and 3 to support and correspond with 

appropriate incident levels I, II, and III. The tasks are the same 

for all types, but the individual must demonstrate the capability 

to manage at a level commensurate with the incident.

Positions that report to command staff officers include the 

following:

 Advisors are technically skilled individuals that provide 

expertise in a specialty such as legal, equal rights, and 

alternative dispute resolution (ADR).

 Managers are assigned specific managerial 

responsibilities such as security, congressional affairs, 

intergovernmental affairs, and media relations.
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 Specialists are non-supervisory positions that provide 

capabilities in specific disciplines such as clerical, 

administrative, safety, security, and all facets of external 

affairs.

Operations Section Staff Hierarchy 

and Positions

Figure 3 shows the organizational structure of the Operations 

Section.

Figure 3: Hierarchy of Operations Section Positions
November 2017 

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Operations Section Chief (OSC)

OSCs are typed 1, 2, and 3 to support and correspond with 

appropriate incident Levels I, II, and III.

Operations Section supervisory positions may have assistants,

as needed. Deputies are generally not used below the 

division/group supervisor level.

Branch Director (BD)

BDs are typed 1, 2, and 3 to support and correspond with 

appropriate incident levels I, II, and III. There are two types of 

BDs: functional and geographic. BDs are responsible for 

managing either a geographic or a functional branch; in the 

Operations Section, both report to the OSC. The branch level 

is used to manage span of control in a large field organization 

(geographic) and/or to manage a large program (functional) 

area. The branch level is organizationally located between the 

section and division/group in the Operations Section.

Note: A branch has functional or geographic 

responsibility for major aspects of incident operations. 

Branches are identified by the use of Roman 

numerals or by functional area.

Division Supervisor (DIVS)

The DIVS reports to the OSC or a geographic BD, if activated, 

and is responsible for ensuring the operational execution of 

work assignments as delineated by the Incident Action Plan 

(IAP). The DIVS is also responsible for coordinating with local 

officials; monitoring and reporting on the progress of 

operations, the status of assigned resources and management 
November 2017 

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of assigned resources in a geographic organizational structure, 

and input to the incident action planning process; and providing 

superiors with on-scene information.

The division level is organizationally located between the 

section or branch level and the task force level. The division is 

on the same organizational level as the group.

Note: A division is a defined geographical area that 

can be delineated on a map. Divisions are typically 

identified using letters (A, B, C, etc.). 

Group Supervisor (GRPS)

The GRPS reports to the OSC or a functional branch director, 

if activated, and is responsible for the supervision of assigned 

personnel and conducting specific functional or program 

responsibilities, as assigned, across the entire area of 

responsibility (AOR). The group level is organizationally 

located between the section or branch level and the task force 

level. The group is on the same organizational level as the 

division. Stafford Act program duties are identified within 

functional area GRPS titles and positions, such as IA, PA, and 

HM.

Task Force Leader (TFLD)

The TFLD reports to a division or group supervisor and is 

responsible for leading and managing assigned operational 

resources. Specific program duties are identified in the TFLD 

position descriptions within the functional areas, such as IA, 

PA, and HM.
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The TFLD is organizationally located between the 

division/group supervisor and the crew leader.

Note: A task force is a combination (number and 

mixture) 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. A task 

force may be pre-established and sent to an incident 

or formed at an incident.

Crew Leader 

The crew leader is responsible for the direction, operation, and 

supervision of assigned personnel within an acceptable span 

of control. A crew leader reports to a TFLD.

Note: A crew can consist of three to seven

specialists.

Manager 

A manager is an individual assigned specific managerial 

responsibility, such as a Mission Assignment Manager or a 

Disaster Recovery Center manager. 

Specialist

A specialist is a first-level employee (i.e., nonsupervisory) with 

special skills and knowledge in a particular field. Specialists 

are used throughout the incident management organization.
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Logistics, Planning, and 

Finance/Administration Section Staff 

Hierarchy and Positions

Figure 4 shows the organizational structure and positions of 

the Logistics, Planning, and Finance/Administration Sections.

Figure 4: Hierarchy of Logistics, Planning, and 

Finance/Administration Sections

Section Chief

Section Chiefs are typed 1, 2, and 3 to support and correspond 

with appropriate incident levels I, II, and III. 
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Section supervisory positions may have assistants, as needed. 

Deputies are generally not used below the branch director/unit 

lead level.

Branch Director (BD1, BD2 – Logistics Only)

Logistics BD titles include their function, such as Support 

Branch Director (LSB), Information Technology (IT) Service 

Branch Director (LVB), and External Support Branch Director

(LXB).

Unit Leader

The unit leader is the individual in charge of managing units 

within a functional section. A number of support personnel 

providing a wide range of services can staff a unit.

Manager

A manager is an individual assigned specific managerial 

responsibility, such as a Travel Manager (TVMG). Managers 

are generally associated with a facility or administrative tasks 

and are about the same organizational level as a crew leader, 

though the comparison is not exact. 

Specialist

A specialist is a first-level employee (i.e., nonsupervisory) with 

special skills and knowledge in a particular field. Specialists 

are used throughout the incident management organization.
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Personnel Mobilization (PM) and 

Reception, Staging, Onward 

Movement, and Integration 

(RSOI)

The FEMA incident workforce consists of trainees and qualified 

incident management personnel, both full-time and reservists, 

whose time from last deployment and overall field experience 

can vary greatly. In addition, personnel deployed in the early 

stage of a response need a consistent and efficient process for 

checking in, assigning of equipment, device updates, Just-inTime (JIT) job-related training, and receiving specific 

information regarding cultural distinctions or unique disasterrelated conditions at their temporary duty station. 

FEMA’s RSOI is a standard process to receive, equip, train, 

and transition the initial surge of the FEMA incident workforce 

to field assignments. The RSOI process is implemented for all 

field operations and supports deployment of personnel to their 

field assignments through set up, transition, and close out of 

mobilization support functions to include personnel mobilization 

centers (PMC), when applicable. In most instances, PM 

support will be conducted in a specially designated area in the 

JFO and only be operational for several days. At times, PM 

may be conducted in a regional facility, at an initial operating 

facility (IOF), or an alternative facility designated as a PMC. 

PM support outside of routine JFO operations may be required 

when the following occur:
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 Pre-positioning of personnel and equipment is 

necessary pre-declaration or prior to the 

establishment of a JFO;

 The number of deployed personnel exceeds the 

current JFO space capacity or program operations 

are not fully prepared and ready to receive deployed 

personnel;

 Impacted areas may be inaccessible or 

facilities/operations are not yet established and timephased but immediate deployments to the incident 

site are necessary; or

 The incident is multi-state or multi-jurisdictional.

In these instances, offsite PM support will be conducted at a 

location with access to the incident by air or ground 

transportation and is generally only necessary for Level I and 

some Level II incidents. The operational period for an offsite 

PMC will vary; it may be days or weeks, and it may depend 

upon such circumstances as accessibility to the incident site 

and the availability of the JFO or other field operations to 

receive deployed personnel.

PM operations will be conducted by a team from the IT, Human 

Resources (HR), Logistics (LOG), Security (SEC), and SAF 

cadres and may be supported by other cadre personnel, 

including Acquisitions (ACQ), Financial Management (FM), 

Disaster Field Training Operations (DFTO), and Planning (PL). 

The RSOI team will be managed by full-time equivalent (FTE) 

or reservist FEMA personnel experienced in the administration 

of PM and RSOI operations. A PM Force Module, full or partial, 

is available for deployment in the Deployment Tracking System 

(DTS). As the capability of the JFO increases, the need for the 

PM support decreases. The FCO and PM management will 
November 2017 

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lead the initiative to downsize, transition, and close out the 

PMC. The JFO will then provide mobilization support as a part 

of normal operations. The incident levels and the potential PM 

support facilities are shown in Figure 5. 

Figure 5: Incident Levels and PM Support Facility

Current PM and RSOI doctrine includes the FEMA Personnel 

Mobilization Guide released January 2017, and a personnel

mobilization standard operating procedure (SOP) currently 

under development.
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CHAPTER 3: UNIFIED 

COORDINATION GROUP

Introduction

This chapter describes the tenets and principles for 

establishing the Unified Coordination Group (UCG). The UCG 

is composed of senior leaders representing federal, state, 

tribal, and territorial governments and, in certain 

circumstances, local jurisdictions, the private sector, and/or 

nongovernmental organizations (NGO).

Concept of Unified Coordination

The Federal Government establishes a unified command 

structure when state, local, tribal, and territorial (SLTT) 

government resources are overwhelmed and federal 

assistance is requested. The UCG leads the Federal 

Emergency Management Agency (FEMA) incident 

management at the Joint Field Office (JFO). The UCG’s

purpose is to facilitate federal actions to save lives, protect 

property, maintain operation of critical infrastructure/key 

resources, contain the incident, and protect national security. 

The UCG consists of the Federal Coordinating Officer (FCO)

and the State Coordinating Officer (SCO), Tribal Coordinating 

Officer (TCO), or Territorial Coordinating Officer; the UCG may 

also include the Federal Disaster Recovery Coordinator 

(FDRC), Defense Coordinating Officer (DCO), State Disaster 

Recovery Coordinator (SDRC), and senior officials from other 
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agencies or organizations with significant operational 

responsibility for one or more functions of an incident 

response. Figure 6 shows the primary components of a UCG

structure, which can be expanded or contracted, as necessary

(e.g., exceptional statutory or jurisdictional authorities 

established for jurisdictions with challenging and/or unique 

issues responding to a disaster), based on the specifics of an 

incident. 

Figure 6: Components of the Unified Coordination Group

The UCG generally remains relatively small, but its size varies 

from incident to incident. In larger incidents, response partners 

with primary jurisdictional authority may also become members 

of the UCG. In some circumstances, a local official, such as a 

mayor, or private-sector personnel, such as the head of a 

private power company, may participate in the UCG. 

Events that require a high level of subject matter expertise may 

call for a senior official to sit in the UCG to provide proper 

strategic direction and leadership. For example, during a major 

nuclear event, a senior energy official from the Department of 

Energy or the adjutant general of the state could be called in to 

sit on the UCG.
November 2017 

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Once assigned to an incident, the FCO, along with the SCO 

and tribal and/or territorial officers, establishes the UCG. The 

UCG operates under the following principles: 

 The FCO is the lead federal representative in the 

UCG. 

 The UCG uses the Incident Command System (ICS) 

principle of unified command in which all work 

together to accomplish a common set of incident 

objectives, based on the governor’s and tribal and/or 

territorial officers’ priorities and other pertinent 

guidance. 

 The UCG allows for joint decision making while 

preserving the authority and legal autonomy of the 

members. 

Each UCG member maintains control of personnel and 

resources that their organization has assigned to the incident 

through their organization’s chain of command. 

Unified Coordination Group 

Federal Coordinating Officer (FCO) Type 1, 2, and 3 

(FCO1, FCO2, FCO3) 

The FCO position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. The FCO is responsible for the 

overall management of the federal response, short-term and 

intermediate recovery, and mitigation activities for the incident. 

The FCO may remain in control for longer-term recovery if a 

FDRC is not assigned to assume the role of the lead for longterm recovery activities. The President signs a letter assigning 
November 2017 

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the FCO, then the Regional Administrator (RA) delegates 

Disaster Recovery Manager (DRM) authority and 

responsibilities to the FCO. When the FCO is the only federal

member of the UCG, the FCO has directive authority over all 

federal resources assigned. In situations when other federal

UCG members are present, they retain directive authority over 

their assigned resources. The FEMA members of the 

Command and General Staff (C&GS) report directly to the 

FCO. The FCO may have deputies and assistants. A Federal

Resource Coordinator (FRC) may be appointed during a nonStafford Act incident and may fulfill the listed roles and 

responsibilities of an FCO. Primary duties include the following:

 Serve as the primary spokesperson for the media and 

other external communications regarding FEMA 

resources;

 Establish and maintain contact with the RA, Associate 

Administrator, Office of Response and Recovery (AA 

ORR), senior elected officials, the SCO or Governor’s 

Authorized Representative (GAR), the state 

emergency management director, TCO, tribal 

president's authorized representative, and/or territorial 

coordinating officer as appropriate;

 Help coordinate accomplishment of the incident 

objectives developed to support the priorities of the 

governor of the affected state or president of the 

affected tribe;

 Establish and lead the UCG in determining joint 

incident objectives throughout the operation;

 Facilitate coordination among stakeholders, and 

connect decision makers to resources in support of 

the incident objectives;
November 2017 

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 Create a work environment that provides mutual 

respect and equal opportunity for all personnel 

assigned to the incident;

 Use effective supervisory and leadership principles of 

duty, integrity, and respect, providing a vision to the 

members to accomplish the mission and creating an 

environment of cooperation, collaboration, and 

perseverance;

 Assess the situation and/or obtain a briefing from the 

previous FCO, the Regional Response Coordination 

Staff (RRCS), or the Incident Management Assistance 

Teams (IMAT);

 Conduct an initial appraisal of the types of assistance 

most urgently needed;

 Develop inclusive plans for managing the incident and 

establishing the JFO;

 Accept the formal transfer of operational control of the 

JFO;

 Advise the SCO or GAR on the status of the federal 

response;

 Brief the incident status to elected officials whose 

constituencies are affected;

 Ensure management of media in multiple alternative 

formats for inclusion and accessibility by all members 

of the whole community and other external 

relationships to communicate the availability of 

assistance to applicants and all members of the 

general public simultaneously;

 Ensure that Disaster Survivor Assistance Team 

(DSAT) programs enable early identification of 

essential needs of all disaster survivors in the whole

community;
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 Represent FEMA as the coordinator of federal 

assistance at press events and public meetings by 

ensuring all events and meetings occur in accessible 

facilities and with use of accessible forms of 

communication, including accommodations for people 

with disabilities and others with access and functional 

needs;

 Oversee implementation of the Demobilization Plan;

 Perform duties as property management officer, in 

accordance with FEMA regulations; and

 Establish field offices, as deemed necessary.

State Coordinating Officer (SCO)

The SCO is appointed by the governor to represent the state

and act in cooperation with the FCO to administer incident 

management efforts. The SCO brings the governor’s priorities 

to the UCG and serves as the conduit for addressing the needs 

of the state. Similar to the TCO and Territorial Coordinating 

Officer, the relationship between the SCO and the FCO is 

always intended to be a partnership between federal and state

authorities. The SCO and FCO work collaboratively to achieve 

unity of effort and create joint incident priorities, objectives, and 

strategies in accordance with the governor’s priorities.

Tribal Coordinating Officer (TCO)

Tribes can request a declaration for disaster assistance either

independently of the state or in conjunction with the state. The 

TCO is appointed by tribal leadership to represent the tribe and 

act in cooperation with the FCO to administer incident 

management efforts. The TCO represents the tribe’s priorities 

to the UCG and serves as the conduit for addressing the needs 
November 2017 

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of the tribe. The relationship between the TCO and FCO is

always intended to be a partnership between federal and tribal 

leadership to work collaboratively to achieve unity of effort and 

create joint incident priorities, objectives, and strategies in 

accordance with the tribe’s priorities. 

Territorial Coordinating Officer

In the case of a territorial declaration, the Territorial 

Coordinating Officer fills the same role as the SCO for the state 

in bringing the territory’s priorities to the UCS and serves as 

the conduit for addressing the needs to the territory. The 

relationship between the Territorial Coordinating Officer and 

FCO is always intended to be a partnership between federal 

and territorial leadership to work collaboratively to achieve 

unity of effort and create joint incident priorities, objectives, and 

strategies in accordance with the territory’s priorities. 

Federal Disaster Recovery Coordinator (FDRC)

Depending on the size, scope, and impact of an incident, an

FDRC may be assigned to the incident as a deputy FCO to 

advise the FCO on recovery and mitigation considerations. In 

large-scale and catastrophic incidents where a federal role 

may be necessary, the FDRC is a focal point for incorporating 

inclusive recovery and mitigation considerations into the early 

decision making processes. The FDRC monitors the impacts 

and results of such decisions and evaluates the need for 

additional assistance and adjustments, where necessary and 

feasible throughout the recovery. The FDRC will appoint 

advisors (e.g., Mitigation Advisor) based on direction in the 

Recovery Federal Interagency Operational Plan (FIOP), as 

needed. Refer to Recovery FIOP, Annex A: Operational 
November 2017 

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Coordination for additional details. Primary duties include the 

following:

 Facilitate inclusive disaster recovery coordination and 

collaboration among the Federal Government, SLTT 

governments, the private sector, and voluntary, faithbased and community organizations;

 Partner with and support the local DRM and the state 

and/or tribal disaster recovery coordinator to facilitate 

inclusive disaster recovery in the impacted state or 

tribal area; and

 Activate Recovery Support Function (RSF) agencies 

based on impact and SLTT priorities for recovery:

o RSFs evaluate pre-existing community 

conditions and assess the disaster impacts 

across the recovery core capabilities in the 

Mission Scoping Assessment. RSF agencies 

then develop the Recovery Support Strategy 

(RSS) on SLTT recovery priorities. 

Note: The RSS is designed to ensure a cost-effective 

and inclusive approach to recovery activities and 

determine which coordination structures are 

necessary and appropriate under the circumstances.

As the FCO demobilizes, the FEMA Administrator and RAs 

may delegate to the FDRC some or all of the authorities 

typically delegated to an FCO, primarily the authorities to 

coordinate disaster recovery, coordinate federal agencies in 

support of state or tribal and local recovery efforts, issue

mission assignments (MA), and sign interagency agreements

(IAA).
November 2017 

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Defense Coordinating Officer (DCO)

The DCO is designated by the Department of Defense (DoD)

to serve as a single defense point of contact (POC) in the 

UCG. DoD has assigned a DCO to each FEMA region. The 

DCO is the primary DoD interface in support of the state or 

tribe and federal disaster relief effort, working closely with the 

FCO and SCO to determine how, what, and when DoD 

assistance is required.

Requests for assistance are based on mission requirements, 

not requests for specific assets. With few exceptions, requests 

for defense support of civil authorities originating from the UCG 

are coordinated with and processed through the DCO. These 

requests are made through MAs even when the DCO is a part 

of the UCG. A defense coordinating element consists of staff 

and military liaison officers who facilitate coordination and 

support the DCO. Specific responsibilities of the DCO include 

processing requirements for military support, forwarding MAs 

to the appropriate military organizations through DoDdesignated channels, and assigning military liaisons.

State Disaster Recovery Coordinator (SDRC)

Depending on the size, scope, and impact of an incident, an 

SDRC may be assigned to the incident as a deputy SCO to 

advise the SCO on recovery and mitigation considerations. 

The SDRC works with the FDRC to monitor the impacts and 

results of operational decisions and evaluates the need for 

additional assistance and adjustments, where necessary and 

feasible throughout the recovery process.
November 2017 

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Senior Officials

Senior officials represent decision making authorities with the 

ability to commit representative agencies’ resources during the 

incident. 
November 2017 

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CHAPTER 4: COMMAND 

AND GENERAL STAFF

Introduction

The Command and General Staff (C&GS) support the Federal 

Coordinating Officer (FCO) through the Unified Coordination 

Group (UCG). This staffing structure is shown in Figure 7.

Figure 7: Components of the Command and General Staff
November 2017 

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Command Staff

The Command Staff reports to the FCO and is responsible for 

providing advice and conducting specific management actions 

not assigned to the General Staff. The Command Staff is 

responsible for key activities such as external affairs, safety, 

security, supervision of FCO advisors, oversight of personnel 

issues and welfare, liaison with cooperating and supporting

agencies, and management of FCO office staff. 

Additional Command Staff positions may be assigned by the 

FCO and the UCG. 

General Staff

The General Staff is made up of the section chiefs, who report 

to the FCO and lead a functional section: Operations, 

Planning, Logistics, Finance/Administration, and sometimes

Intelligence/Investigations. The General Staff provides 

leadership and management to its organizations, advises the 

FCO, executes its responsibilities in support of incident 

objectives, and coordinates with other section chiefs and the 

Command Staff.

Section Chief is the title for personnel assigned to manage the 

various activities associated with the functions of a particular 

section. Section chiefs work closely with the FCO and other 

C&GS personnel to ensure clarity of communications and to 

enhance teamwork. 

All C&GS positions are typed 1, 2, and 3 to support the 

appropriate incident levels. The tasks are the same for all 
November 2017 

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types, but the individual must demonstrate the capability to 

manage at a level commensurate with the incident. 

Command Staff Officers 

Chief of Staff (COS) Officer

Chief of Staff (COS) Officer Type 1, 2, and 3 (COS1, 

COS2, COS3) 

The COS Officer position is typed 1, 2, and 3 to correspond to 

the appropriate incident level. The COS Officer 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 an interface with the C&GS on 

internal issues needing resolution. Primary duties include the 

following:

 Monitor Joint Field Office (JFO) internal operations to 

identify current or potential inter-organizational 

problems, and recommend solutions;

 Ensure adverse personnel actions are initiated, 

tracked, and resolved;

 Identify and propose solutions to major office 

management problems;

 As directed, represent the FCO in briefings, meetings, 

and conferences with federal, state, tribal, territorial, 

and local officials; and

 Liaise with the Security Officer for office and 

personnel security.
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Safety Officer (SFO)

Safety Officer (SFO) Type 1, 2, and 3 (SFO1, SFO2, 

SFO3)

The SFO position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. The SFO reports to the FCO and is 

responsible for developing and recommending measures to 

ensure the safety of personnel assigned to the incident, to 

assess and/or anticipate hazardous and unsafe situations, and 

to activate the Interagency Agreement (IAA) with Federal

Occupational Health (FOH), when needed. Primary duties 

include the following:

 Serve as the senior safety official at the disaster;

 Ensure that safety, health, and environmental (Safety) 

hazard assessments are completed, including all 

incident facilities, buildings and workplace job hazard 

analyses (JHA), and safety and health checklists;

 Ensure the implementation of Safety plans and 

programs in accordance with all applicable 

regulations (federal, state/tribal, and local), standards, 

and guidelines;

 Prepare or review, approve, and submit all safety 

plans (such as the Disaster Hazard Assessment Plan, 

Occupant Emergency Plan, or Hazard 

Communication Plan) and safety messages, including 

those messages needed for inclusion in the Incident 

Action Plan (IAP); and

 Provide medical capabilities at incident facilities, as 

needed, usually by activating the IAA with FOH for 

clinics. (The safety function provides oversight, and 
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the logistics function provides space and logistical 

support).

External Affairs Officer (EAO)

External Affairs Officer (EAO) Type 1, 2, and 3

(EAO1, EAO2, EAO3)

The EAO position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. 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 and advice to the FCO involving 

communications with external audiences in accordance with 

incident objectives. The EAO is responsible for the 

coordination of federal communications with state and local 

communication efforts through the integration and, if needed, 

the establishment and oversight of a Joint Information Center 

(JIC). Primary duties of the EAO include the following:

 Oversee External Affairs (EA) plans;

 Participate in the incident action planning process;

 Meet with federal and state congressional staff and 

state/tribal and local officials, briefing them on Federal 

Emergency Management Agency (FEMA) activities 

and programs;

 Direct and oversee public information, congressional, 

intergovernmental, private sector programs, and 

strategic messaging;

 Review material before FCO approval for publication 

or release to the media;
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 Oversee the development of speeches and talking 

points;

 Participate in all relevant National Incident 

Communication Conference Line (NICCL), State 

Incident Communication Conference Line (SICCL), 

and Private Sector Incident Communications 

Conference Line (PICCL) conference calls;

 Coordinate with state, local, tribal, and territorial 

(SLTT) Public Information Officers (PIO) to establish 

the baseline for information exchange;

 Support the communication messaging requirements 

of emergency teams, when appropriate; and

 Assess the scope of responsibility outside of the 

assigned incident area (e.g., evacuees, media, and 

geographic distribution of EA functions).

Liaison Officer (LNO) 

The LNO reports to the FCO and is the point of contact (POC)

for supporting and cooperating agency representatives 

(AREP). The LNO may have assistants who may represent 

assisting agencies or jurisdictions. Primary duties include the 

following: 

 Serve as the POC for emergency support function 

(ESF) representatives and other AREPs;

 Establish interagency contacts, maintaining a list of 

assisting and supporting agencies and AREPs;

 Keep assisting and supporting agencies aware of 

incident status;

 Identify current or potential interagency problems; and
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 Report limitations and capabilities of assisting and 

supporting agency resources on the incident.

Position Descriptions, Roles,

and Responsibilities

Chief of Staff

Figure 8 shows the position structure under the COS Officer.

Figure 8: Position Structure under the Chief of Staff Officer

FCO Executive Specialist (EXEC)

The EXEC reports to the COS and is responsible for providing

administrative support to the office of the FCO. The EXEC 

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

relationship with staff, and must exercise discretion in the 

performance of duties and confidentiality of information. 

Primary duties include the following:
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 Set up the office of the FCO and assist in setting up 

the State Coordinating Officer (SCO) as directed;

 Coordinate the completion of the FEMA/State 

Agreement;

 Prepare confidential and sensitive documents and 

maintain such files in the strictest of confidence;

 Manage FCO contacts and appointments based on 

FCO priorities;

 Receive, log in, and distribute incoming 

correspondence;

 Review outgoing correspondence to ensure accuracy 

before the FCO’s signature; and

 Oversee the establishment of a filing system, maintain

official FCO files, and transition files back to the 

regional office.

Security (SEC)

Security Manager (SEMG)

The SEMG reports to the COS and is responsible for providing 

safeguards needed to protect personnel and property from loss 

or damage and for providing security badging services. The 

SEMG is also responsible for submitting to FEMA 

Headquarters (HQ) the required information needed to conduct 

background checks. Primary duties include the following:

 Supervise and participate in the development and 

presentation of plans when directed (e.g., Strategic 

Plan, Transition Plan, Demobilization Plan, Continuity 

of Operations Plan, and Occupant Emergency Plan);
November 2017 

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 Establish contacts with local and other federal law 

enforcement agencies, as required;

 Develop procedures to ensure adequate security for 

personnel, facilities, property, and operations; and

 Disseminate intelligence information to senior 

management.

Legal

Figure 9 shows the position structure under the Lead Legal 

Advisor (LEAD).

Figure 9: Position Structure under the Lead Legal Advisor

Lead Legal Advisor (LEAD)

The LEAD reports to the COS and to the FCO when the COS 

is not activated. When more than one legal advisor is 

assigned, a LEAD will be activated. The LEAD provides legal 

expertise, supervision, and management of the onsite legal 

operations of FEMA’s Office of Chief Counsel (OCC).
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Legal Advisor (LGAD)

The LGAD reports to the COS or the LEAD, when activated,

and provides legal expertise and conducts legal activities. 

Primary duties include the following:

 Ensure legal advice is consistent with the position of 

HQ OCC;

 Deliver and follow-up on legal advice and 

recommended courses of action; and

 Ensure that work is solution-oriented, articulate, 

legally sufficient, and timely (SALT).

Alternative Dispute Resolution (ADR)

Alternative Dispute Resolution (ADR) Advisor 

(ADAD)

The ADAD reports to the COS and conducts ADR and 

prevention activities and collaboration processes. Primary 

duties include the following:

 Provide prompt, expert means of resolving disputes;

 Assist individuals and groups with problem solving, as 

requested, using processes such as conflict coaching, 

mediation, conciliation, facilitation, “climate” 

assessment, and group-participation processes;

 Provide advice and consultation on ADR to C&GS, 

supervisors, and employees as required;

 Coordinate and disseminate ADR information and 

provide outreach; and

 Conduct a thorough and sensitive assessment with 

each client.
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Equal Rights

Figure 10 shows the position structure under the Lead Equal 

Rights Advisor (ERLD).

Figure 10: Position Structure under the Lead Equal Rights 

Advisor

Lead Equal Rights Advisor (ERLD)

The ERLD reports to the COS. When more than one equal 

rights advisor is assigned, an ERLD will be activated. The 

ERLD is responsible for overall management of the equal 

rights program. That includes ensuring compliance with 

applicable equal employment and civil rights statutes and 

promoting FEMA’s mission through evaluating FEMA’s

inclusion, outreach, and Title VI initiative, which prohibits 

intentional discrimination.

Equal Rights Advisor (ERAD)

The ERAD reports to the ERLD. The ERAD is responsible for 

supporting FEMA’s mission through Title VII (equal 

employment), outreach, inclusion, Title VI (nondiscrimination), 

and other equal rights initiatives. The ERAD is also responsible 
November 2017 

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for ensuring compliance with applicable equal rights and civil 

rights statutes. Primary duties include the following:

 Review planned FEMA activities and documents for 

compliance with policies, laws, and regulations 

pertaining to civil rights and the equal employment 

opportunity program;

 Verify the accuracy of the equal rights portion of the 

administrative procedures;

 Draft civil rights and equal employment 

correspondence for the FCO’s signature, and 

distribute to staff; and

 Verify the accuracy of information on all posters and 

in all equal rights documents before they are 

duplicated and distributed.

Disability Integration (DI)

Figure 11 shows the position structure underneath the Lead 

Disability Integration Advisor (DISL).

Figure 11: Position Structure under the Lead Disability Integration 

Advisor
November 2017 

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Lead Disability Integration Advisor (DISL)

The DISL, who will only be available in support of larger 

disasters, reports to the COS and implements FEMA and the 

Office of Disability Integration and Coordination’s (ODIC) 

standard operating procedure (to be shared and used as 

official reference) throughout disaster deployment. The DISL

also establishes and leads all response and recovery activities 

to meet all requirements for equal access and inclusion for 

disaster survivors with disabilities according to the Post-Katrina 

Emergency Management Reform Act (PKEMRA), the Stafford 

Act, and the Rehabilitation Act. Primary duties include the 

following:

 Lead DI Staff, and manage activities at a JFO;

 Review and analyze complex situations, and develop 

courses of action (COA);

 Translate COAs into tasks, and assign to 

subordinates;

 Provide advice and technical assistance regarding 

physical, programmatic, and effective communication 

access in all phases of emergency response, 

recovery, mitigation and preparedness;

 Recommend actions to mitigate accessibility and 

accommodation needs in coordination with the ERLD;

 Unify response, recovery, and mitigation efforts with 

state and local disability organizations, agencies, and 

stakeholders through collaboration and coordination 

to establish partnerships, as well as participate in 

FEMA working groups across disaster operations;

 Communicate situational awareness about significant 

issues relating to disability integration in disaster 

operations to FCO and all staff, and ensure 
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collaboration and coordination with ODIC and 

Regional Disability Integration Specialists (RDIS) 

regarding disaster plans, strategies, and courses of 

action;

 Review guidance, policies, procedures, proposals, 

and other documents related to disaster services and 

programs, and provide input to address equal 

physical, programmatic, and effective communication 

access for people with disabilities according to laws 

and regulations; and

 Collaborate and coordinate with response and 

recovery staff to provide accessible facilities, 

programs, and communications for access by all 

people in the area of impact.

Disability Integration Advisor (DISA)

The DISA reports to the DISL and conducts, manages, and 

supervises disability integration staff and activities within the 

assigned area (e.g., branch, division) and provides direction 

and oversight of DI COAs in branches, divisions, or elsewhere, 

as assigned. Managers can be assigned to JFO, initial 

operating facility (IOF), branches, or other field operational 

area. To maintain span of control there can be multiple 

managers to supervise specialists for operational tasks. 

Primary duties include the following:

 Provide ongoing status reports to DISL about field 

activities and COAs;

 Maintain liaison with state and local disability partners 

to ensure emergency and disaster declaration efforts 

provide equal access for disaster survivors with 

disabilities; and
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 Ensure timely, complete, and accurate work following 

up on all activities, agreements, and action plans to 

fulfill IAP objectives.

Disability Integration American Sign Language (ASL) 

Interpreter Technical Specialist (ASLS)

The ASLS reports to the DISL or DISA. The ASLS provides

effective communication access to disaster survivors. The 

ASLS facilitates equal access communication for survivors who 

are deaf and provides ASL interpretation at town hall meetings, 

disaster recovery centers, survivors’ damaged dwellings, and 

other locations, as assigned.

Disability Integration Certified Deaf Interpreter (CDI) 

Technical Specialist (CDIS)

The CDIS reports to the DISL or DISA. The CDIS provides 

effective communication access to survivors who are deaf by 

interpreting ASL into culturally competent visual or tactile 

communication. The CDIS works with a team of ASL 

specialists. Interpretation is provided at town hall meetings, at 

disaster recovery centers, survivors’ damaged dwellings, and 

other locations, as assigned.

Disability Integration Computer Aided Real-Time 

Translation (CART) Technical Specialist (CRTS)

The CRTS reports to the DISL or DISA. The CRTS provides 

effective communication access to survivors who are deaf or 

hard of hearing by providing communication access through 

real-time translation of spoken language into text using a 

stenotype. Captioning can be provided at town hall meetings, 
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at disaster recovery centers, survivors’ damaged dwellings, 

and other locations, as assigned.

Disability Integration Resource Support Specialist 

(DISS)

The DISS reports to the DISL or DISA. The DISS supports 

deployed DI Cadre by providing administrative assistance 

through writing reports, tracking time sheets, managing 

logistical requirements of the deployed cadre, and maintaining 

accountability, disposition, and distribution of resources.

Environmental Planning and Historic 

Preservation (EHP)

The EHP program integrates the protection and enhancement 

of environmental, historic, and cultural resources into FEMA's 

mission, programs, and activities. The EHP program also

ensures that FEMA's activities and programs related to 

disaster response and recovery, hazard mitigation, and 

emergency preparedness comply with federal EHP laws, 

regulations, and Executive Orders.

The EHP Advisor (EHAD) reports to the COS. The EHP 

manager (EHMG) closely coordinates with the EHAD, but 

reports to the Operations Section Chief (OSC). The EHMG 

directs EHP specialists to coordinate with section chiefs, 

branch directors, group supervisors, task force leaders, and 

crew leaders. EHP specialists review program activities for 

integration and compliance with EHP laws, regulations, and 

Executive Orders. Additionally, as a specialty held by members 

of the EHP Cadre, a Unified Federal Review (UFR) Advisor will
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be activated concurrently with the Federal Disaster Recovery 

Coordinator (FDRC) as discussed in the Recovery Federal 

Interagency Operational Plan (FIOP). The EHAD may activate 

a UFR Advisor without an FDRC, when disaster circumstances 

warrant, through coordination with the Regional Environmental 

Officer (REO) and the National UFR Coordinator. The UFR 

Advisor will act in coordination with the EHAD to support 

recovery operations. Figure 12 shows the EHP position 

structure.

Figure 12: Environmental Planning and Historic Preservation 

Position Structure

Note: The dotted line between UFR Advisor and 

EHAD denotes support at the request of the EHAD 
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through the FDRC. The dotted line between the 

EHAD and EHMG denotes the coordination between 

command staff and operations. 

Environmental Planning and Historic Preservation 

Advisor (EHAD)

The EHAD is the principal technical expert for the EHP 

program throughout the incident. The EHAD reports to the 

COS, or to the FCO when the COS is not activated. The EHAD 

supervises the EHMG and directs, when applicable, the EHP 

specialist personnel. The EHAD ensures the functional 

integration of EHP compliance into the FEMA mission. The 

EHAD must have knowledge of EHP issues such as 

compliance with National Environmental Policy Act (NEPA), 

National Historic Preservation Act (NHPA), Endangered 

Species Act (ESA), Clean Water Act (CWA), Executive Order 

11988, Executive Order 11990, and Executive Order 12898. In 

most instances, EHADs have been delegated Record of 

Environmental Consideration (REC) level approval authority. 

Primary duties include the following:

 Participate in the incident action planning process and 

the approval the EHP Management Plan;

 Oversee the EHP review process at a disaster and 

act as a single point of contact for the REO or Deputy 

REO (DREO) on all EHP matters related to FEMA’s

regulatory compliance for the emergency or disaster 

declaration, or post-disaster recovery;

 Use EHP approval authority for actions proposed at a 

disaster;

 Coordinate and conduct, in consultation with the UFR 

Advisor (if applicable) and the REO or DREO, as 
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appropriate, all EHP strategies for FEMA’s regulatory 

compliance;

 Coordinate with FEMA offices, programs, and 

directorates to fulfill EHP requirements;

 Support outreach processes to promote 

understanding of EHP compliance;

 Incorporate EHP mitigation measures where 

applicable;

 Provide technical EHP advice related to FEMA 

activities to FCOs/FDRCs/Recovery Office Directors 

or designees;

 Establish EHP performance metrics in alignment with 

regions and FEMA HQ; and

 Monitor EHP compliance at the disaster.

Unified Federal Review (UFR) Advisor

The UFR process was created under the Sandy Recovery and 

Improvement Act (SRIA) of 2013. The UFR Advisor is a 

specialty within the EHP Cadre that acts as a liaison and 

coordinator between federal agencies on EHP compliance 

issues in order to promote unification during disaster recovery. 

If the federal disaster recovery leadership determines the need 

for a UFR Advisor, the UFR Advisor deploys to support 

leadership in the JFO or other deployment location. Primary 

duties include the following:

 Act as a liaison between federal, state, tribal, 

territorial, and local agencies to promote coordination 

during EHP reviews; 

 Assist the parties to the UFR Memorandum of 

Understanding (signatory agencies) in negotiating 

disaster-specific mechanisms deemed necessary by 
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identifying cooperating agencies and state, local, and 

tribal entities as necessary parties to the agreements 

and their roles and responsibilities; 

 Facilitate cooperation and participation of federal

state, tribal, and local entities in the implementation of 

a unified approach to EHP reviews through 

organization of inter-jurisdictional EHP working group 

meetings, promotion of information sharing, and 

support of ongoing communication regarding EHP 

issues; 

 Participate in the Natural and Cultural Resources 

(NCR) Recovery Support Function (RSF) coordination 

meetings to identify compliance needs and strategies; 

 Work with federal disaster recovery leadership, 

federal, state, tribal, and local agencies, and nongovernmental organizations to identify needs related 

to EHP reviews and the UFR Process, including 

information about potential EHP issues and resources 

that could affect recovery projects; 

 Work with the RSFs to identify EHP compliance 

issues in recovery projects; and

 Support multiple federal agency involvement in the 

disaster recovery process and the roles of various 

agencies and stakeholders in the EHP review 

process. 

Environmental Planning and Historic Preservation 

Manager (EHMG)

The EHMG coordinates with the EHAD for general direction on 

implementation of the EHP program and expertise, but reports 

directly to the OSC (see figure 24: Operations Section Position 

Structure). The EHMG is the direct supervisor of EHP 
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specialists supporting specific program areas. Primary duties 

include the following:

 Support the incident action planning process; 

 Manage EHP compliance review operations; 

 Develop and maintain the EHP Management Plan, 

and make adjustments in response to new 

information, changing conditions, or unexpected 

obstacles;

 Ensure that organizational structure and staffing are 

adequate to meet the immediate supervisor’s 

direction;

 Inform EHAD of all EHP activities directed by the 

OSC;

 Manage the dissemination of EHP Program

information to incident management organization 

components and external customers; and

 Establish and maintain lines of communication with 

incident management organization components to 

respond to requests for EHP resources.

EHP Historic Preservation Specialist (HSSP)

The HSSP reports to the EHMG, provides expertise in historic 

preservation considerations, and makes determinations 

regarding compliance with the NHPA, Section 106. The HSSP 

also identifies EHP resource considerations in a Preliminary 

Damage Assessment (PDA) and provides technical assistance 

on historic preservation considerations to the incident 

management organization and external stakeholders.
November 2017 

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EHP Environmental Specialist (ENSP)

The ENSP reports to the EHMG and assists other program 

specialists in complying with environmental reviews. The 

ENSP identifies EHP resource considerations in a PDA, 

participates in the EHP compliance review process, makes 

determinations of effect on EHP resources beyond established 

agreements/protocols for streamlined review, and provides 

technical assistance on environmental considerations to the 

incident management organization and external stakeholders.

EHP Environmental Floodplain Specialist (EFSP)

The EFSP reports to the EHMG and provides subject matter 

expertise in environmental floodplain considerations. EFSPs 

collect data to support compliance with 44 Code of Federal

Regulations (CFR), Part 9—Floodplain Management; identify 

EHP resource considerations in a PDA; and coordinate the 

integration of Part 9 floodplain reviews with concurrent historic 

preservation and environmental reviews. In addition, EFSPs 

complete the eight-step decision making process when 

proposing an action per 44 CFR, Part 9, and provide technical 

assistance on floodplain considerations to the incident 

management organization and external stakeholders.

EHP Environmental Compliance Review Specialist 

(ECSP)

The ECSP reports to the EHMG and conducts EHP program 

reviews, prescribes compliance measures, prepares reports, 

analyzes available PDA data, and provides general information 

and technical assistance to the incident management 

organization regarding EHP requirements for its programs.
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Interagency Recovery Coordination 

(IRC)

The IRC component is responsible for executing the Recovery 

FIOP, which provides guidance for implementing the National 

Disaster Recovery Framework (NDRF). The FIOP describes 

how the FCO, FDRC, and RSF agencies and related entities 

work in coordination with nongovernmental organizations 

(NGO) and private sector organizations to support SLTT and 

insular area recovery efforts. The section provides guidance to 

the C&GS concerning recovery professional roles and 

responsibilities. 

Figure 13 provides an illustration of the key steps, actions and 

outcomes, and a conceptual timeline, of a prospective IRC

effort. The actual timeline of the recovery coordination effort is 

determined by the achievement of the RSF goals in

coordination with the FDRC.
November 2017 

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Figure 13: Enhanced Recovery Coordination 

Key Steps and Timeline

The IRC component is comprised of various FEMA cadre 

members and other federal agencies/partners. It is led by the 

FDRC. IRC positions are typically filled by members of the 

National Disaster Recovery Support (NDRS) Cadre. Figure 14

depicts the key components of a typical interagency recovery 

coordination structure managed by the FDRC and its 

relationship to the FCO, SCO, and State Disaster Recovery 

Coordinator (SDRC). The components of this coordination 

structure will vary depending on the scale and type of recovery 

support needs.
November 2017 

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Figure 14: Interagency Recovery Coordination Structure
November 2017 

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Figure 15 shows the NDRS Cadre position structure under the 

Federal Disaster Recovery Officer (FDRO).

Figure 15: Interagency Recovery Coordination Position Structure 

under the FDRO
November 2017 

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Federal Disaster Recovery Officer 

(FDRO)

Federal Disaster Recovery Officer (FDRO) Type 1 

and 2 (FDRO1, FDRO2)

The FDRO position is typed 1 and 2 to correspond to the 

appropriate incident level. The FDRO plays a management 

role in support of the FDRC, and is the FDRC’s chief 

operations officer, responsible for ensuring the successful 

execution of the operational coordination objectives. The 

FDRO works closely with federal recovery partners to ensure 

their understanding and execution of their roles and 

responsibilities during recovery operations. The FDRO may 

represent the FDRC when so directed. Primary duties include

the following:

 Oversee and coordinate disaster recovery activities 

for the six RSFs and the operational management of 

disaster assessments and recovery planning 

strategies, as outlined in the NDRF and Recovery 

FIOP;

 Recommend solutions to program implementation 

issues that may arise in disaster-impacted areas;

 Provide operational support to establish the recovery 

mission through collaboration and communication 

with federal and SLTT government, non-governmental 

organizations, and private sector stakeholders;

 Support the coordination of Advance Evaluation Team 

mobilization and assessment process;

 Coordinate responsibilities to aid in the development 

of the Mission Scoping Assessment (MSA);
November 2017 

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 Promote and guide effective federal recovery 

assistance priorities and strategies for the incident, as 

determined by the FDRC;

 Ensure the effective coordination of recovery partners’ 

contributions to the scope and strategies of the 

Recovery Support Strategy (RSS);

 Provide oversight of Community Planning and 

Capacity Building (CPCB) planning and outreach 

efforts, and ensure activities are carried out 

effectively; and

 Implement appropriate financial controls to ensure 

cost-effective delivery of recovery efforts.

Recovery Coordination Group (RCG) 

The RCG at the JFO is managed by the FDRC. The RCG 

supports the recovery coordination organization by establishing 

and managing coordination structures with all recovery 

stakeholders to identify and leverage recovery resources, 

policies, and programs. Recovery stakeholders include RSF 

Field Coordinators, Federal assistance program managers, 

governmental partners, and the private sector. The RCG 

enhances coordination and collaboration through facilitating 

discussions and information/data sharing, which supports 

recovery efforts. Personnel in the RCG develop interagency 

planning and assessment products, such as the MSA and 

RSS. In addition, the RCG can support the FDRC in monitoring 

progress toward RSS objectives, analyzing recovery gaps, 

overlaps, mitigating conflicts, and mobilizing facilitators for 

stakeholder meetings. This group will be staffed by personnel 

from FEMA’s NDRS Cadre.
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Recovery Coordination Group Supervisor (RCGS)

The RCGS reports to the FDRO and is responsible for 

overseeing the IRC function. Primary duties include the 

following:

 Coordinate analysis to guide strategic decision 

making and recovery planning;

 Direct the development and implementation of the 

RSS;

 Ensure tracking and reporting of cross-jurisdictional 

recovery issues that may affect the recovery mission;

 Resolve major recovery coordination issues;

 Ensure adherence to and support of the Recovery 

Communication Strategy and Message delivery;

 Maintain objectivity, distinguish between advising and 

advocating, present positive messaging, and follow 

the JFO media policy; and

 Submit requests for IAAs and mission assignments

(MA). 

Recovery Coordination Task Force Leader (RCTL)

The RCTL reports to the RCGS and assists in implementing 

the IRC function. Primary duties include the following:

 Finalize and execute recovery coordination elements 

of outreach strategy in partnership with the outreach 

and communications group to engage coordination 

partners;

 Submit requests for IAAs and MAs;

 Conduct analysis of recovery information and 

progress toward RSS objectives;
November 2017 

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 Develop and implement the resource mobilization 

strategy that supports community recovery; and 

 Direct the research of recovery resource information 

appropriate for the specific disaster.

Recovery Coordination Crew Leader (RCCL)

The RCCL reports to the RCTL or RCGS and assists in

implementing the IRC function. Primary duties include the 

following:

 Establish external and RSF coordination structures, 

as directed; 

 Provide additional guidance to specialists on the RSF 

and RCG membership;

 Establish internal JFO recovery coordination 

relationships;

 Establish state and tribal coordination for program 

execution; 

 Establish communications between response, 

recovery, mitigation, and other internal partners that 

may affect the recovery mission;

 Synthesize information gathered to identify the gaps, 

overlaps, conflicts, and other issues that may affect 

the recovery mission;

 Prepare analysis of recovery information and 

progress toward RSS objectives; 

 Ensure support of the community-based teams with 

federal community recovery assistance, resources, 

and subject matter expertise; and

 Mobilize facilitators to lead multi-stakeholder meetings 

and collaborative problem-solving with diverse 

audiences, as requested. 
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Recovery Coordination Specialist (NCSP)

The NCSP reports to the RCCL or RCGS. Primary duties 

include the following:

 Support organizational development of a broad 

coordination structure at tribal, state, and local levels;

 Support the preparation of recovery situation analysis 

to guide strategic decision making and planning, as 

directed;

 Identify and coordinate human, financial, and 

collateral resources that support the Recovery 

Coordination Mission;

 Seek assistance from the EA and Mission Support 

Group to ensure that RSF operations and 

communications go smoothly;

 Facilitate multi-stakeholder meetings and 

collaborative problem-solving with diverse audiences, 

as requested; and

 Ensure adherence to and support the Recovery 

Coordination Communication Strategy and Message 

delivery.

Mission Support Group

The Mission Support Group at the JFO is managed by the 

FDRC. This group supports the Operational Coordination core 

capability through its mission administrative support, including 

helping to coordinate IAAs and MAs for the interagency. The 

IRC Mission Support staff is responsible for all administrative, 

communications, logistics, human resources, mission 

assignment, and reporting support for the IRC mission. 

Additionally, the IRC Mission Support staff coordinates with the 
November 2017 

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IRC stakeholders and the JFO components to assist the 

FDRC/FCO in developing strategic internal and external 

recovery communication/outreach strategies and message 

delivery in support of the overall IRC mission.

Recovery Mission Support Group Supervisor (RSGS)

The RSGS reports to the FDRO and oversees the 

administrative and logistical activities associated with the IRC.

Primary duties include the following:

 Manage the Mission Support Group; 

 Ensure continuity of operations and a complete and 

effective closeout and transition at the termination of 

activities; 

 Coordinate with EA to develop and implement the 

Recovery Communication Strategy to communicate 

key success stories and build strategic internal and 

external partnerships; 

 Oversee consistency of field team outreach and 

communication efforts, and resolve major IRC 

administrative and logistical issues; 

 Oversee Mission Support personnel, regularly 

communicating with staff on status updates; 

 Oversee support to all other recovery functional 

areas, RSF agencies, and recovery partners to 

adhere to and support the Recovery Communication 

Strategy and Message delivery; 

 Provide messaging on recovery beyond the IRC 

organization;

 Identify reporting products for FEMA HQ-level interest 

for immediate supervisor review; 

 Draft sections of the RSS, as directed; 
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 Oversee all procurement activities, ensuring mission 

resources are effectively acquired at all recovery team 

locations (e.g., supplies, equipment, services, and 

human resources); 

 Direct the organization and maintenance of a 

Recovery Information Management system that 

meets operational requirements; and 

 Conduct the final review and editing of reports 

required for audiences external to the recovery team 

to maintain unity of effort and a common operating 

picture (COP).

Recovery Mission Support Task Force Leader 

(RSTL)

The RSTL reports to the RSGS and assists in implementing 

the IRC Mission Outreach Support function. Primary duties 

include the following:

 Direct the development of the overall Recovery 

Communications Strategy and Message Delivery for 

the immediate supervisor;

 Direct the development of documents and materials to 

support the recovery mission; 

 Identify reporting products for FEMA HQ-level interest 

for immediate supervisor review;

 Ensure special communications product development 

meets IRC mission requirement;

 Direct the development of field guidance to distribute 

to community-based recovery team points of contact; 

 Oversee support to all other recovery functional 

areas, RSF field coordinators, and recovery partners 
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to adhere to and support the Recovery 

Communication Strategy and Message delivery; and

 Brief other community-based team members 

regarding the use of communications messaging, 

maintaining objectivity, distinguishing between 

advising and advocating, presenting positive 

messaging, and following JFO media policy.

Recovery Mission Support Crew Leader (RSCL)

The RSCL reports to the RSTL or RSGS. Primary duties 

include the following:

 Draft elements of the RSS and updates, as 

requested;

 Ensure the organization and maintenance of a 

recovery information management system that 

enables the recovery staff to collaborate and work 

effectively;

 Ensure a consistent operational filing system 

according to recovery standards;

 Ensure the transfer of electronic copies to FEMA HQ 

and the regional office at the completion of the 

operation, in accordance with FEMA records 

management policy requirements;

 Oversee the creation and maintenance of a 

chronology file from the outset of operations, and 

monitor the distribution of the file;

 Draft situation reports for the past operational period 

for submission to the immediate supervisor; and

 Draft recovery-specific narrative reports, such as the 

RSF coordination workgroup update and regional 

update reports.
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Recovery Mission Support Specialist (NMSP)

The NMSP reports to the RSCL. Primary duties include the 

following:

 Submit requirement requests to Logistics Section 

management to acquire required resources, space 

supplies, equipment, and information technology (IT) 

services for support staff, as directed in the JFO;

 Execute the human resources (HR) administrative 

process for deployment and release of the IRC staff;

 Execute HR processes for orientation, pay, and 

personnel management of FEMA staff and staff from 

OFAs, including MA, IAA, and contract management;

 Organize and maintain a unit information 

management system that enables IRC staff to 

collaborate and work effectively and to track 

operational events and activities; and

 Maintain a consistent operational filing system 

according to administrative standards, and transfer 

electronic copies to FEMA HQ and the regional office 

at the completion of the operation.

Recovery Outreach Support Crew Leader (ROCL)

The ROCL reports to the RSTL. Primary duties include the 

following:

 Ensure the development and implementation of the 

recovery communications/outreach strategies for the 

recovery mission, as directed;

 Ensure recovery outreach support is delivered to 

state/tribal and community-based recovery teams;
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 Support all recovery partners involved in IRC 

operations to adhere to and support the recovery 

communication/outreach strategies and message 

delivery;

 Manage the final review and editing of reports 

required for audiences external to the recovery team 

to maintain unity of effort and a COP; and

 Develop internal and external recovery 

communication strategy and message delivery.

Recovery Outreach Support Specialist (ROSP)

The ROSP reports to the ROCL. Primary duties include the 

following:

 Develop documents and materials (e.g., newsletters, 

weekly reports, best practices, program posters, case 

studies) within the JFO process to support the 

recovery mission;

 Provide support to communications product 

development (e.g., translation, access for people who 

are deaf or hard of hearing, sign language 

capabilities);

 Coordinate with recovery coordination, community 

recovery assistance groups, and ESF-15 to identify 

key external stakeholders (e.g., media, SLTT 

governments, NGOs, private sector);

 Prepare communications mapping research efforts

(e.g., political and social conditions, media landscape, 

stakeholder analysis, significant issues) to support 

state/tribal and community-based recovery teams;

 Draft external products consistent with recovery 

messaging and external affairs requirements (e.g., 
November 2017 

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branding products, articles, electronic media scripts, 

newsletters, factsheets/flyers or signage, public 

awareness campaigns, public briefing materials, 

resource guides) to support state/tribal and 

community-based recovery teams; and

 Coordinate videography and photography of recovery 

events with the ESF-15 recovery liaison.

Community Planning and Capacity Building (CPCB) 

FEMA is the coordinating agency for the CPCB RSF. Cadre 

members scope and manage the CPCB mission and any 

FEMA community planning technical assistance. CPCB 

supports states, tribes, and territories, and local governments 

to build recovery capacities and community planning resources 

of local governments to plan for and manage disaster recovery. 

CPCB also serves as a forum for helping to integrate the nongovernmental and private sector resources for recovery 

planning. 
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Figure 16 shows the IRC NDRS Cadre position structure under 

the CPCB Group Supervisor. 

Figure 16: IRC Position Structure under the Community Planning 

and Capacity Building Group Supervisor

Community Planning and Capacity Building Group 

Supervisor (CRGS) 

The CRGS may serve as the CPCB RSF Field Coordinator 

and reports to the FDRC. Primary duties include the following:

 Provide strategic guidance and advice to inform 

community-based recovery planning and capacity 

building support for a large-scale incident; 

 Coordinate the CPCB RSF; 

 Manage the FEMA CPCB RSF personnel;

 Direct the development of all CPCB RSF contributions 

to the MSA and the RSS documents, to include initial 

strategies and updates and modifications; 
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 Responsible for scoping, delivering and monitoring 

FEMA Community Planning Technical Assistance; 

and

 Monitor federal agency efforts to provide tools and 

technical assistance and ensure all impacted 

communities have access to these resources, as 

appropriate. 

Community Planning and Capacity Building Task 

Force Leader (CRTL)

The CRTL reports to the CRGS. Primary duties include the 

following:

 Establish implementation support for community 

recovery planning and capacity building support; 

 Coordinate the CPCB RSF toward implementing 

community planning and capacity building support of 

CPCB RSF partners; 

 Consolidate and synthesize the contributions of 

FEMA and partner agencies and organizations to the 

MSA and RSS documents to address CPCB RSF 

mission elements; 

 Coordinate with CPCB RSF partner agencies and 

organizations to identify their contributions and 

support to the CPCB mission, including through 

formal reports, and updating their inputs as 

information changes or becomes available;

 Oversee and support FEMA Community Planning 

Technical Assistance field teams for the development 

and implementation of the recovery planning 

processes in coordination with community leaders
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 Identify disaster-wide capacity issues and gaps that 

the CPCB RSF can address, and develop a 

coordination strategy to implement concepts; and 

 Oversee and manage key components of the CPCB 

RSF process including the Community Conditions 

Assessment, Community Recovery Technical 

Assistance Assessment and Recommendation, and 

the MSA and RSS contributions, as directed.

Community Planning and Capacity Building Crew 

Leader (CRCL)

The CRCL reports to the CRTL and assists in implementing 

CPCB RSF activities and FEMA Community Planning 

Technical Assistance activities, as assigned. Primary duties 

include the following:

 Ensure support of CPCB RSF coordination activities 

to address disaster-wide local planning and capacity 

building needs and resources across all CPCB RSF 

partners; 

 Monitor consolidation and synthesize the 

contributions of FEMA and partner agencies and 

organizations into the CPCB internal assessment 

activities, MSA, and RSS documents; 

 Support partner agencies and organizations in 

identifying their contributions and support to the 

CPCB mission, and include this information in formal 

reports and updates as information changes or 

becomes available; 

 Prepare community conditions and capability/capacity 

assessment reports to inform the MSA and RSS
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 Build partnerships that support community-driven 

recovery processes; 

 Ensure all CPCB RSF stakeholders are identified in 

coordination with other RSFs, Recovery Coordination, 

and Recovery Mission Support functional areas; and 

 Work with community leaders to develop recovery 

partnerships and frameworks to organize for recovery 

in the community-driven process. 

Community Planning and Capacity Building 

Specialist (CASP)

The CASP reports to the CRCL, CRTL, or CRGS as 

appropriate. Primary duties include the following:

 Compile and analyze community impact and capacity 

data to identify needs and issues related to local 

planning, recovery management, community 

capabilities, and capacity building across the affected 

area; 

 Support the development of collaborative efforts 

among the CPCB RSF partner agencies and 

organizations to address the range of local 

government planning and capacity building needs; 

 Provide advisory support and expertise to aid 

community officials, local leaders, and stakeholders to 

organize, lead, plan, and manage complex disaster 

local recovery efforts; 

 Apply expertise in community or urban planning, 

city/county administration, and community design 

fields or community development; and 

 Act as part of a FEMA Community Planning Technical 

Assistance team supporting local government and 
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community stakeholders to identify the vision, goals, 

objectives, and needs for recovery.

Community Planning and Capacity Building –

Community Planning Expert (CDPX)

The CDPX reports to the CRCL, CRTL, or CRGS as 

appropriate. Primary duties include the following:

 Develop a holistic recovery planning process, 

including logistical and resource needs, a timeline 

with major milestones, and a description of desired 

outcomes in support of state, tribal, or local recovery 

efforts; 

 Design and implement a process for the collection of 

data in support of the analysis of post-disaster 

conditions and needs; 

 Lead state or local recovery stakeholders through a 

post-disaster visioning process; 

 Provide technical expertise to internal and external 

recovery partners on planning matters, such as 

zoning, land use, transportation, and/or housing 

planning; and 

 Design and implement a process for state or local 

recovery stakeholders to identify post-disaster 

projects (structural or nonstructural) that will help 

them achieve their recovery objectives.

Community Planning and Capacity Building –

Community Design Expert (CDSX)

The CDSX reports to the CRCL. Primary duties include the 

following:
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 Develop approaches, which include logistical and 

staffing needs, for providing community design 

assistance on behalf of recovery efforts; 

 Provide renderings of proposed recovery projects at 

various scales (e.g., buildings, streetscapes,

neighborhood design); 

 Offer design strategies or methods for post-disaster 

rebuilding that will increase resiliency or mitigate 

future damage in accord with state and local recovery 

objectives; and 

 Work directly with recovery stakeholders to visualize 

and design their proposed recovery initiatives, such 

as new or renovated buildings, improved 

streetscapes, and neighborhood plans.

Community Planning and Capacity Building –

Community Development Expert (CDVX)

The CDVX reports to the CRCL. Primary duties include the 

following:

 Ensure adherence to and support of the Recovery 

Communication Strategy and Message delivery; 

 Apply professional expertise and background in 

community development to support communities in 

achieving their recovery mission objectives; 

 Identify and communicate other relevant resources or 

assistance to team members and community leaders, 

as appropriate; and 

 Demonstrate the ability to organize and facilitate 

meetings between local officials and other resource 

entities to support recovery.
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Community Planning and Capacity Building 

Specialist – Local Government Administration 

Expert (CLGX)

The CLGX reports to the CRCL. Primary duties include the 

following:

 Apply prior skills and experience in government 

administration to support community leaders in 

achieving their recovery mission objectives;

 Demonstrate the ability to organize and facilitate 

meetings between local officials and other resource 

entities to support recovery;

 Provide technical expertise to internal and external 

recovery partners on strategies and resources to 

support recovery efforts; and 

 Assist impacted government(s) in identifying gaps in 

their capabilities to execute community recovery 

functions.

Safety (SAF)

Figure 17 shows the position structure under the SFO.

Figure 17: Positon Structure under the Safety Officer
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Safety Advisor (SAAD)

The SAAD will report to the SFO and provide support in 

establishing and maintaining the safety function on an incident. 

Primary duties include the following:

 May serve as the senior safety official at a Level III 

disaster;

 Ensure that safety, health, and environmental (safety) 

hazard assessments are completed, including all 

incident facilities, buildings, workplace JHAs, and 

safety and health checklists;

 Exercise emergency authority to stop and prevent 

unsafe acts and activities, when necessary;

 Provide situational awareness to immediate 

supervisor on changes that could affect disaster-wide 

operations; and

 Prepare or review, approve, and submit all safety 

plans (such as the Disaster Hazard Assessment Plan, 

Occupant Emergency Plan, or Hazard 

Communication Plan) and safety messages, including 

those messages needed for inclusion in the IAP.
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External Affairs (EA)

Figure 18 shows the position structure underneath the EAO.

Figure 18: Position Structure under External Affairs Officer

External Affairs Officer (EAO) Type 1, 2, and 3

(EAO1, EAO2, EAO3)

The EAO position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. 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 and advice to the FCO involving 

communications with external audiences in accordance with 

incident objectives. The EAO is responsible for the 

coordination of federal communications with state and local 

communication efforts through the integration and, if needed, 

the establishment and oversight of a JIC. Primary duties of the 

EAO include the following:
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 Oversee EA plans;

 Participate in the incident action planning process;

 Meet with federal and state congressional staff and 

state/tribal and local officials, briefing them on FEMA 

activities and programs;

 Direct and oversee public information, congressional, 

intergovernmental, private sector programs, and 

strategic messaging;

 Review material before FCO approval for publication 

or release to the media;

 Oversee the development of speeches and talking 

points;

 Participate in all relevant NICCL, SICCL, and PICCL 

conference calls;

 Coordinate with SLTT PIO to establish the baseline 

for information exchange;

 Support the communication messaging requirements 

of emergency teams, when appropriate; and

 Assess the scope of responsibility outside of the 

assigned incident area (e.g., evacuees, media, and 

geographic distribution of EA functions).

Resource Support Manager (RTMG)

The RTMG reports directly to the EAO and provides logistical 

and managerial support of the External Affairs operation.

Primary duties of the RTMG include the following:

 Create and update the staff contact lists, call-down 

lists, organizational charts, and staffing plans; and
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 Manage all requests for supplies, equipment, 

services, and personnel, including ordering flyers and 

publications for the incident.

Resource Support Specialist (RTSP)

The RTSP reports directly to the RTMG and provides logistical 

and managerial support of the Resource Support component of 

EA, including administrative assistance.

Assistant External Affairs Officer (AEAO)

Each EA component has an attendant AEAO to oversee: 

Congressional Affairs, the JIC, Intergovernmental Affairs, and 

Planning and Products.

These staff are responsible for supporting the EAO to manage 

the organizational priorities of the operation. The AEAO 

contributes to the strategic leadership, staff management, 

special projects, and sensitive, high-priority issues as the 

incident evolves.

Assistant External Affairs Officer – Joint Information 

Center (AEIC)

The AEIC reports to the EAO and is responsible for sharing

information about the incident to media outlets, incident 

personnel, and other appropriate agencies and organizations. 

The AEIC integrates federal communications with the state JIC 

and other agency PIOs. 
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Figure 19 shows the position structure under the AEIC. 

Figure 19: Assistant External Affairs Officer – Joint Information 

Center Position Structure

Primary duties of the AEIC include the following:

 Oversee media monitoring and media analysis 

activities;

 Direct visual imaging efforts in coordination with SLTT 

and OFA photographers and videographers;

 Direct the digital communications team toward 

positive, proactive engagement;

 Identify and resolve or elevate media issues, including 

trends in media coverage or inquiries, as appropriate;

 Provide input to the Strategic Messaging Plan, as 

directed;

 Perform interviews with media of national scope, and 

coordinate national media requests with the FEMA 

Director of Public Affairs;

 Develop, maintain, and execute an EAO-approved 

JIC functional plan; and
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 Coordinate all press conferences, to include logistics, 

spokespersons, and materials.

Media Relations Manager (MRMG)

The MRMG reports to the AEIC and provides subject matter 

expertise in management of the media relations program. 

Primary duties of the MRMG include the following:

 Provide input to the Strategic Messaging Plan, as 

directed;

 Resolve or elevate identified media issues;

 Identify and elevate trends in media coverage or 

inquiries, as appropriate;

 Ensure that copies of positive major stories or 

coverage are forwarded to FEMA HQ, the region, the 

JFO leadership, and the FCO, as appropriate.

Visual Imaging Manager (VIMG)

The VIMG reports to the AEIC and manages the capture and 

distribution of visual images for the incident, including 

photography, and videography. The VIMG works closely with 

Planning and Products, develops imagery requirements for 

press releases, blogs, websites, public service campaigns, 

video documentation, special productions, remote live 

interview feeds, and logistical support of public meetings and 

presentations.

Broadcast Manager (BCMG)

The BCMG coordinates and supports media events that 

require broadcast support.
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Primary duties of the BCMG include the following:

 Ensure the appropriate venue to meet technical and 

operational requirements;

 Monitor technical aspects of broadcast operations: 

uplink process, event progression, timing, and 

communication paths; and

 Work with the Assistant External Affairs Officer –

Intergovernmental Affairs (AEIG) to provide technical 

support and capabilities to support broadcast 

operations needs of federal, state, or local partners.

Media Relations Specialist (MRSP)

The MRSP reports to the MRMG, serves as the primary point 

of contact for the media concerning all Federal disaster 

response, recovery, and mitigation programs. The MRSP is 

responsible for providing basic disaster information to the 

media and for organizing subject matter experts for interviews 

with the media depending upon the topic. Also, the MRSP 

maintains all media lists and documents all media contacts.

Media Analysis Specialist (MDSP)

The MDSP reports to the MRMG and reviews media reporting 

for accuracy, content, and adjustment to ensure that accurate 

public information is being disseminated to the media and 

citizens. The MDSP works with the Digital Communications 

Specialist (DCSP), monitors social media outlets to ensure 

accuracy and detect information trends. Also, the MDSP 

prepares a daily media analysis report to be included in the 

Daily Communications Summary. 
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Digital Communications Specialist (DCSP)

The DCSP reports to the MRMG and serves as the primary 

POC for all digital communications engagement with the public 

and stakeholders. The DCSP identifies active online 

communities and key influencers talking about the incident on 

social media. The DCSP works with the MDSP to monitor and 

analyze online conversations so that the public perception 

issues are reported. The DCSP ensures that information on 

websites is updated and optimized for visitors, as well as 

coordinates the posting of content to official social media 

accounts.

Assistant External Affairs Officer – Congressional 

Affairs (AEAC)

The AEAC reports to the EAO and is responsible for 

establishing contact with congressional offices representing 

affected areas, coordinating the exchange of information on 

the incident, responding to congressional inquiries, arranging 

for incident-site visits for Members of Congress and their staffs,

and coordinating with local liaison officers on all congressional 

affairs and issues to ensure coordinated efforts. 

Figure 20 shows the position structure under the AEAC. 
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Figure 20: Assistant External Affairs Officer – Congressional 

Affairs Position Structure

Primary duties of the AEAC include the following:

 Coordinate with functional branches/groups to assess 

the scope of the disaster and relevant EA issues;

 Coordinate with other AEAOs to ensure proper and 

timely information exchange;

 Ensure that preliminary research on the congressional 

delegations is completed;

 Fulfill congressional reporting requirements, to include 

the weekly congressional report, the congressional 

interaction report, and congressional inputs to other 

EA products; and

 Coordinate congressional briefings, to include 

logistics, material, and speakers.
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Congressional Affairs Manager (CGMG)

The CGMG reports to the AEAC and is responsible for 

developing and coordinating congressional strategies to 

provide information to and build relationships with 

constituencies involved in agency disaster response and 

recovery programs and activities. 

Primary duties of the CGMG include the following:

 Develop a specific strategy and plan for handling 

congressional activities;

 Research congressional districts, and gather 

situational awareness of the disaster;

 Work with appropriate internal and external partners 

to identify and resolve congressional concerns, 

issues, and problems;

 Respond to congressional requests by working 

through the appropriate program liaison;

 Organize and conduct congressional briefings;

 Arrange for incident-site visits for Members of 

Congress and their staffs; and

 Review proposed responses to congressional POC

that specialists develop before the responses are 

released to congressional district offices.

Congressional Affairs Specialist (CGSP)

The CGSP reports to the CGMG and provides support and 

assistance to the congressional affairs program.
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Assistant External Affairs Officer –

Intergovernmental Affairs (AEIG)

The AEIG reports to the EAO and is responsible for overseeing 

all federal interaction with SLTT governments. The AEIG 

coordinates the exchange of information with state/local 

elected officials and territorial/tribal government leadership to 

inform them of federal programs that may be available to them.

Figure 21 shows the position structure under the AEIG.

Figure 21: Assistant External Affairs Officer – Intergovernmental 

Affairs Position Structure

Primary duties of the AEIG include following:

 Oversee preliminary intergovernmental research, to 

include the completion of SLTT profiles;

 Develop and maintain an intergovernmental affairs 

functional plan;
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 Promote appropriate federal interaction with SLTT

government entities to establish the baseline for 

information exchange; and

 Ensure that stakeholders are notified that the 

intergovernmental affairs functional area of the JFO 

has been established.

Intergovernmental Affairs Manager (IGMG)

The IGMG reports to the AEIG and coordinates the day-to-day 

outreach and activities of the Intergovernmental Affairs 

Specialists (IGSP) and the Tribal Affairs Specialists (TBSP), 

ensuring the AEIG has the resources necessary to dedicate to 

supporting leadership.

Intergovernmental Affairs Specialist (IGSP)

The IGSP reports to the IGMG and is responsible for 

conducting outreach to elected and appointed officials, such as 

county and parish elected officials, mayors, borough and city 

council members within a designated region to inform them of 

updates in all program areas, and to provide each with a single 

point of contact for ongoing issues and concerns. The IGSP 

ensure that stakeholder inquiries are processed accurately and 

in a timely manner.

Also, the IGSP will work closely with Disaster Survivor 

Assistance Teams (DSAT), formerly community relations, to 

coordinate their outreach efforts. It is important that 

Intergovernmental Affairs (IGA) stakeholders know their FEMA 

POC and are not being contacted by various FEMA 

components without internal coordination.
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Tribal Affairs Specialist (TBSP)

The TBSP reports to the IGMG and serves as the liaison to 

federally recognized tribes to ensure that relevant disaster 

program information is provided and that situational awareness 

about tribal impacts is maintained. Specialists are trained and 

qualified personnel who have tribal experience and working 

knowledge of tribal governments, culture, and traditions.

Assistant External Affairs Officer – Private Sector 

(AEPS)

The AEPS reports to the EAO and is responsible for the 

development and implementation of private sector engagement 

strategies. 

The AEPS also serves as the liaison to private sector 

organizations and partners for information and collaboration. 

The AEPS proactively conducts outreach in affected areas and 

works closely with and in support of SLTT officials responsible 

for private sector programs and services to help identify and 

flag critical issues, opportunities or key trends.

Figure 22 shows the position structure under the AEPS.
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Figure 22: Assistant External Affairs Officer – Private Sector 

Position Structure

Primary duties of the AEPS include following:

 Confirm that private sector stakeholder profiles are 

completed;

 Review the daily media analysis for trends, situational 

awareness, and issues;

 Develop and maintain a private sector functional plan;

 Ensure that stakeholders are notified that the private 

sector functional area of the JFO has been 

established; and

 Ensure the distribution of the response and recovery 

messages to and through private sector 

organizations.

Private Sector Manager (PSMG)

The PSMG reports to the AEPS and manages the day-to-day 

private sector outreach at the JFO and branch (functional or 

geographic). 

Primary duties of the PSMG include the following:
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 Provide input into the private sector field strategy 

(staffing, products, and limited English proficiency 

accessible communications needs);

 Coordinate with regional and national private sector 

partners;

 Coordinate speakers bureau requests pertaining to 

private sector stakeholders; and

 Review and edit report inputs for private sector 

reports and ESF-15 inputs, as well as the daily 

communication summary.

Private Sector Specialist (PSSP)

The PSSP identifies and reports to the PSMG on private sector 

needs, concerns, and issues. The PSSP also works with 

internal and external partners to identify private sector issues, 

resolve problems, and create and submit a daily report for the 

assigned area.
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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.

Figure 23 shows the position structure under the AEPP.

Figure 23: Assistant External Affairs Officer – Planning and 

Products Position Structure

The AEPP oversees all activities involving research and 

writing, external and internal strategy, plan development, 

messaging, and information gathering. 

Primary duties of the AEPP include the following:

 Develop and maintain a proactive external affairs 

daily plan, accessible media communications 
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materials, and products about the federal response 

effort;

 Designs the communications strategy for outreach to 

unique language or access and functional needs 

populations;

 Designs the communications strategy for information 

and education for the public and media about federal 

assistance programs during the incident;

 Oversee and coordinate the development of the 

Strategic Communications Plan;

 Ensure that products are developed to support the 

Strategic Communications Plan; and

 Process requests from other outside sources for 

product development.

Creative Service Manager (CTMG)

The CTMG reports to the AEPP and manages creative 

services to support the critical need for timely public 

information in the aftermath of an incident requiring a 

coordinated federal response. 

Primary duties of the CTMG include the following:

 Coordinate with Strategy and Messaging Specialists

(SMSP) to determine products best suited to support 

the Strategic Communications Plan;

 Prioritize the product development schedule;

 Ensure that products meet current standards;

 Oversee the finalization of products for distribution;

 Establish the product approval process; and

 Coordinate products for distribution.
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Research and Writing Specialist (RWSP)

The RWSP reports to the CTMG and is responsible for 

conducting preliminary research for product development, 

writing accurate, consistent, and clear products, and finalizing 

products for distribution. The RWSP is responsible for all 

produced materials including but not limited to press releases, 

briefing materials, flyers, presentation materials, talking points, 

stakeholder advisories, timeline tracking, and other materials 

as needed.

Limited English Proficiency (LEP)/Additional 

Communication Needs Specialist (LASP)

The LASP reports to the CTMG and is responsible for 

developing outreach strategies to ensure information is 

available to LEP/Additional Communication Needs

communities through the most effective formats. The LASP 

facilitates the availability of interpreters and translation of 

materials into languages identified in a disaster-impacted area. 

The LASP also coordinates closely with the DISA to deliver 

information in other forms to support populations with 

accessible communications needs.

Strategy and Messaging Specialist (SMSP)

The SMSP reports to the CTMG and is responsible for 

obtaining situational awareness, developing messaging, writing 

the Strategic Communications Plan, and participating in the 

action planning process.
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Program Liaison Manager (PMMG)

The PMMG reports to the AEPP and coordinates with 

operational program areas involved in response and recovery 

activities. The PMMG manages the Reports Specialists

(RPSP), Program Liaison Specialists (PMSP), and Speakers

Bureau Specialists (SBSP).

Primary duties of the PMMG include the following:

 Process disaster-specific program information;

 Analyze program information submitted by the PMSP;

 Communicate planning and products capabilities to 

the PMSP;

 Coordinate and submit the daily program liaison 

report to the AEPP;

 Compile data to the assigned program area POCs 

(e.g., schedules, deadlines, distribution lists, and 

reports); and

 Collaborate with the SMSP.

Reports Specialist (RPSP)

The RPSP reports to the PMMG and is responsible for 

gathering, validating, and analyzing required information; 

identifying critical issues; referring critical issues, as directed; 

and prioritizing and completing assigned reports.
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Program Liaison Specialist (PMSP)

The PMSP reports to the PMMG and serves as the liaison and 

EA subject matter expert to a program area, branch or division, 

or OFA to facilitate information sharing and message planning 

and development. The PMSP also provides information on 

rumors and trends identified by their operational entity, and 

ensures the use of approved products and messaging.

Speakers Bureau Specialist (SBSP)

The SBSP reports to the PMMG and organizes requests 

requiring speakers for events such as town hall meetings, 

specialized group meetings, and public gatherings where 

disaster information is requested and a subject matter expert is 

needed. The SBSP works closely with program areas and 

OFAs to coordinate support for outreach events.
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CHAPTER 5: OPERATIONS 

SECTION

Introduction

The Operations Section receives and acts upon requirements 

identified by the Unified Coordination Group (UCG), driven by 

needs identified by the state, tribal, or territorial

representative(s), coordinating the delivery of accessible 

federal assistance programs and services. The Operations 

Section is also responsible for all tactical incident planning and 

operations, to include implementing the Incident Action Plan 

(IAP).

FEMA organizes the Operations Section to facilitate the 

delivery of Stafford Act programs and federal capabilities. Each 

component in the FEMA Operations Section is activated when 

needed, and each is scaled to the demands at that time.

Organizational Structure

Figure 24 shows an example of the highest-tiered leadership 

position for each component area of the Operations Section. 

This structure is flexible, and the Operations Section Chief 

(OSC) may request an assistant OSC to maintain span of 

control, as needed. The lower-tiered positions of each 

component area are described in further detail throughout the 

rest of this chapter.
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Figure 24: Operations Section Position Structure 

Position Descriptions, Roles, 

and Responsibilities 

Operations Section Chief (OSC) Type 1, 2, and 3 

(OSC1, OSC2, OSC3) 

The OSC position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. The OSC 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, local, tribal, and territorial (SLTT) 

governments and ensuring the overall safety and welfare of all 

Operations Section personnel. The OSC also provides input to 

the Demobilization Plan. 
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Normally, in the Incident Command System (ICS), the OSC is 

from the jurisdiction or agency that has the greatest 

involvement in the incident or the discipline most involved. 

However, in Stafford Act declarations, the unified command 

concept often extends into the Operations Section to the 

branch and division/group level, depending on the capability of 

SLTT governments. As a result, the Operations Section may 

have joint positions (FEMA and/or SLTT) throughout the 

organization.

Individual Assistance (IA) Branch

The IA Branch includes a variety of programs available to 

individuals and households adversely affected by a major 

disaster or an emergency. These programs are designed to

meet disaster survivors' basic essential needs during their path 

to recovery.

Figure 25 shows the IA position structure.
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Figure 25: Individual Assistance Position Structure

IA Branch Director (IABD) Type 1 and 2 (IABD1, 

IABD2)

The IABD position is typed 1 and 2 to correspond to the 

appropriate incident level. The IABDs report to the OSC on 

Level I or II incidents. The IABD is responsible for the 

implementation and management of the IA Branch that delivers 

FEMA programs to individuals and families affected by 

disasters. Primary duties include the following:

 Coordinate branch program and financial 

responsibilities;
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 Coordinate with the processing centers on the setup 

of disaster-specific National Emergency Management 

Information System (NEMIS);

 Ensure the timely startup and implementation of the 

Individuals and Households Program (IHP), contractor 

pre-briefings, and referral information;

 Approve timely requisitions for supplies and 

equipment in the FEMA Enterprise Coordination and 

Approvals System (eCAPS) as the approving official; 

 Approve FEMA, state, tribal, territorial, other federal 

agencies (OFA), and contractor-employee access 

rights to NEMIS using FEMA Enterprise Identity 

Management System (FEIMS), when applicable;

 Facilitate the demobilization planning process in 

coordination with group supervisors and produce the 

Demobilization Plan; and

 Establish a call-out function; ensure call-outs are 

performed to reach disaster survivors as necessary.

IA Group Supervisor (IAGS)

The IAGS is responsible for the implementation and 

management of the IA Branch/Group that delivers FEMA 

assistance to individuals and families affected by disasters. 

The IAGS may report directly to the OSC on a Level III 

incident. IAGS qualified personnel may serve as Assistant 

IABDs on a Level I or II incident to help manage span-of 

control. Primary duties include the following:

 Coordinate branch program and financial 

responsibilities;

 Coordinate with the processing centers on a disasterspecific NEMIS setup;
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 Ensure the timely startup and implementation of the 

IHP, contractor pre-briefings, and referral information; 

and

 Approve timely requisitions for supplies and 

equipment in eCAPS as the approving official. 

Disaster Recovery Center Group Supervisor (DRGS)

The DRGS may report to the IABD or IAGS, and manages the 

IA Disaster Recovery Center (DRC) program to provide readily 

accessible facilities where individuals and business owners 

may obtain disaster assistance. Primary duties include the 

following:

 Coordinate with the immediate supervisor and SLTT

officials to define the need for DRCs, identify potential 

locations, and determine the need for mobile versus 

fixed DRC sites (or both);

 Conduct the DRC coordination and planning meeting 

with other governmental and nongovernmental 

organizations to develop the DRC strategy;

 Coordinate with External Affairs (EA) to arrange all 

visits to DRCs by congressional members, media 

members, and other dignitaries with appropriate 

parties; and

 Distribute accessible information provided by EA 

related to DRC activity.

Disaster Recovery Center Task Force Leader (DRTL)

The DRTL reports to the DRGS and assists with the 

management and data collection for the DRC.
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Disaster Recovery Center Manager (DRMG)

The DRMG reports to the DRTL and manages the operations 

of a specific DRC location to provide an accessible facility and 

disaster-assistance information for individuals and business 

owners. Primary duties include the following:

 Acquire DRC site data, including logistical 

arrangements, DRC opening information and hours, 

building contact information, safety and security 

arrangements, and maintenance services;

 Verify that workstations and web-based registration 

stations are fully operational;

 Coordinate with EA to provide DRC status to media 

and SLTT officials;

 Coordinate with SLTT partners for site-specific DRC 

operation and planning; and

 Supervise staff assigned to the DRC.

Applicant Services Program Specialist (ASSP)

The ASSP may be assigned to assist the IA Program areas,

such as IHP, Mass Care, Information Management, Voluntary 

Agency Liaison, or Human Services. Typically, the ASSP 

works in the Housing Section of the Joint Field Office (JFO) or 

in a DRC and reports to a Housing Crew Leader (HUCL) or 

DRC Manager. If assigned to a program other than IHP, the 

ASSP reports to the crew lead or manager of the program. 

Primary duties include the following:

 Review survivors’ disaster assistance needs, prepare 

supporting documentation, and forward them to the 

supervisor for further action;
November 2017 

5-8

 Provide survivors with appropriate referrals to other 

federal, SLTT agencies, voluntary organizations, and 

faith-based organizations;

 Request and review additional information and/or 

documentation from the survivor, and verify 

information is complete and appropriate; and

 Provide outstanding customer service to survivors 

that visit the DRC.

Mass Care/Emergency Assistance Group

Mass Care/Emergency Assistance Group Supervisor 

(MCGS)

The MCGS may report to the IABD or IAGS and is responsible 

for managing and providing leadership in support of mass 

care/emergency assistance (MC/EA) operations. The MCGS 

also provides coordination and information support to meet the 

MC/EA needs of disaster survivors. Primary duties include the 

following:

 Provide guidance and technical assistance on 

Stafford Act, regulations, agency policies, and other 

relevant MC/EA functions;

 Analyze MC/EA provider activities to determine 

services and resources shortfalls and to develop 

support solutions;

 Determine, in conjunction with the state or tribe, the 

need for the deployment of MC/EA task forces, crews, 

and specialists required to support the operation;

 Determine, in conjunction with the state or tribe, the 

need for federally supported sheltering, feeding, and 

mass evacuation operations; and
November 2017 

5-9

 Coordinate reunification services, including 

implementation of the National Emergency Family 

Registry and Locator System and the National Center 

for Missing and Exploited Children, as well as the 

deployment and integration of Team Adam into field 

operations, as needed.

Mass Care/Emergency Assistance Task Force 

Leader (MCTL)

The MCTL reports to the IAGS or the MCGS, when activated,

and assists in providing leadership, coordination, and 

information support to meet the MC/EA needs of disaster 

survivors. Primary duties include the following:

 Develop and implement the MC/EA Staffing Plan, and 

assist in the deployment of MC/EA task force leaders, 

crew leaders, and specialists in coordination with the 

IABD/IAGS;

 Develop daily action plans to assign field teams to 

areas of responsibility;

 Establish goals, and acquire needed resources and 

equipment to complete assigned tasks;

 Collaborate with state, tribal, territorial, and local 

officials to review and make recommendations for 

updates to the state or tribal Emergency Operations 

Plan relevant to MC/EA activities and services in 

coordination with regional counterparts; and

 Develop and implement support solutions to address 

identified and projected MC/EA services and resource 

shortfalls.
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5-10

Mass Care/Emergency Assistance Crew Leader 

(MCCL)

The MCCL reports to the MCTL and is responsible for 

supervising assigned specialists, as well as providing 

leadership, coordination, and information support to meet the 

MC/EA needs of disaster survivors. Primary duties include the 

following:

 Review and analyze the current status of 

state/tribe/territorial and MC/EA activities, such as 

mass evacuation support, reunification services, 

access and functional needs, and sheltering;

 Analyze MC/EA provider activities to determine 

service and resource shortfalls to develop support 

solutions; and

 Coordinate with the state/tribe to facilitate the 

transition of survivors from emergency shelters to 

transitional shelters or other temporary housing 

options as soon as feasible.

Information Management Group

Information Management Group Supervisor (IMGS)

The IMGS may report to the IABD or IAGS and is responsible 

for providing effective information management, collection, and 

coordination in support of the IA disaster mission. Primary 

duties include the following:

 Establish communication and coordination with the 

Planning Section;
November 2017 

5-11

 Coordinate with IA groups to collect, analyze, 

prepare, and disseminate reports and other IA 

Planning products; and

 Coordinate the requests for disaster-specific 

passwords for reports and other data collection 

systems for IA staff.

Information Management Reports and Planning 

Manager (IMMG)

The IMMG reports to the IMGS and assists in managing the IA 

information management function. Primary duties include the 

following:

 Solicit, compile, and prepare IA program input (FEMA 

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

incident action planning process;

 Coordinate with IA functional areas to collect, 

analyze, prepare, and disseminate reports; and

 Establish an information collection strategy in support 

of IA reports and IA planning teams.

Voluntary Agency Liaison (VAL) Group 

VAL Group Supervisor (VAGS)

The VAGS reports to the IABD and is responsible for 

managing and providing leadership in support of the IA VAL

program. The VAGS coordinates among the incident 

organization, voluntary agencies, and community organizations 

involved in disaster response and recovery efforts. Primary 

duties include the following:
November 2017 

5-12

 Review, analyze, and interpret regulations, policies, 

and procedures pertaining to voluntary agency and 

government disaster assistance programs;

 Identify state/tribal/territorial and local emergency 

operations plan priorities;

 Serve as a liaison to the Federal Disaster Recovery 

Coordinator (FDRC), if appointed, to facilitate longterm recovery, including voluntary, faith-based, and 

community-based organizations; and

 Ensure a complete and effective closeout and 

transition of the VAL responsibilities to the region.

VAL Task Force Leader (VATL)

The VATL reports to the IAGS or the VAGS, when activated,

and is responsible for assisting and supporting the 

implementation and management of the VAL program. Primary 

duties include the following:

 Serve as the primary VAL point of contact (POC) for 

internal JFO components (e.g., EA, Mitigation, and 

Public Assistance [PA]);

 Consult with the immediate supervisor to plan 

coordination with the MC/EA function, and ensure 

close collaboration on relevant voluntary organization 

staffing and service-delivery issues;

 Serve as the primary consultant for the establishment 

of long-term individual recovery efforts; and

 Coordinate with FEMA and the state or tribal EA to 

produce an effective public and private sector 

messaging strategy.
November 2017 

5-13

VAL Crew Leader (VACL)

The VACL reports to the VATL and is responsible for the 

supervision of assigned specialists in assisting and supporting 

the implementation and management of the VAL program. 

Primary duties include the following:

 Provide technical assistance to relevant internal 

partners on voluntary agencies and voluntary 

agency/community disaster activities;

 Analyze specific donations and volunteer 

management issues, and address the concerns of

internal and external partners; and

 Assist the state volunteer and donations coordinator 

with issues of spontaneous and unaffiliated 

volunteers, cash management, and product donations 

management consistent with the National Donations 

Management Network.

Individuals and Households Program Group 

Supervisor (HUGS)

The HUGS reports to the IABD or IAGS and is responsible for 

implementing Housing Assistance and Other Needs 

Assistance (ONA). The HUGS manages assistance to 

survivors, which may be in the form of lodging expense 

reimbursement, rental assistance, and repair and replacement 

assistance to individuals and families affected by disasters.
November 2017 

5-14

Individuals and Households Program Task Force 

Leader (HUTL)

The HUTL reports to the IAGS or the HUGS and assists with 

the management of the IHP. The HUTL does this to deliver 

housing disaster aid in the form of lodging expense 

reimbursement, rental assistance, and repair and replacement 

assistance to individuals and families affected by disasters. 

The HUTL also assists with the management and coordination 

of the Stafford Act authorized ONA. Primary duties include the 

following:

 Review the IHP Unified Guidance, and identify 

disaster-specific issues that may need to be 

addressed; and

 Review preliminary damage assessment (PDA) data, 

news releases, and other data (e.g., damage

assessment reports) to identify severely impacted 

and/or isolated communities.

Housing Crew Leader (HUCL)

The HUCL reports to the HUTL and assists with the 

implementation of IHP. The HUCL coordinates and supervises 

assigned specialists in providing specific IA information to 

registrants/survivors in support of IA’s IHP. Other duties 

include the following:

 Ensure that survivors’ cases are thoroughly reviewed, 

issues that need to be addressed are identified, and 

courses of action recommended;
November 2017 

5-15

 Ensure staff provides survivors with appropriate 

referrals, when applicable and with outstanding 

customer service; and

 Train and supervise personnel on reviewing and 

submitting completed documentation to the 

processing centers and ensuring documents are 

scanned into the survivor’s file.

Other Needs Assistance Crew Leader (ONCL)

The ONCL reports to the HUTL and assists with the 

management and coordination of the Stafford Act authorized 

ONA. ONA may be provided to assist with expenses such as 

personal property, transportation, medical and dental, moving 

and storage, and funeral. Primary duties include the following:

 Ensure that ONA programs are accessible to all 

members of the whole community, properly 

implemented and executed;

 Ensure that NEMIS setup, IHP configuration, and 

letter setup for ONA have been implemented, if 

applicable;

 Ensure case processing training is completed for 

state or tribal staff in a joint processing option 

disaster, if applicable.

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 (HS) program. Primary duties include the following:
November 2017 

5-16

 Provide management and oversight of the Crisis 

Counseling (CC), Disaster Unemployment Assistance 

(DUA), Disaster Legal Services (DLS), and Disaster 

Case Management programs;

 Review outgoing press releases and other media 

messages related to CC/DUA/DLS to ensure 

accuracy of program information;

 Participate in IA senior staff meetings, as required, 

and report on significant ONA/CC/DUA/DLS events, 

milestones, and/or issues during the reporting period;

 Ensure that leadership is made aware of emerging 

issues that may escalate and require their 

intervention; and

 Maintain coordination with the State Coordinating 

Officer (SCO), Tribal Coordinating Officer (TCO), or 

Territorial Coordinating Officer to ensure that 

adequate support is provided to the state, tribe, or 

territory as required, for the ONA joint processing 

option when a combination of entities is responsible 

for implementing each functional element (e.g., both 

FEMA and state or tribal/territorial government).

Human Services Manager (HSMG)

The HSMG reports to the HSGS and is responsible for helping 

to manage activities associated with the HS function. Primary 

duties include providing technical assistance to the HSGS and 

on issues related to ONA/CC/DUA/DLS, and access and 

functional needs (AFN).
November 2017 

5-17

Infrastructure Branch

The Infrastructure Branch, staffed by FEMA PA Cadre 

members, coordinates the following: 

 Actions of Emergency Support Function (ESF)

agencies, when assigned to the Infrastructure Branch; 

and

 Delivery of the PA Program, including the provision of 

financial and technical assistance for:

o Repair, replacement, or restoration of 

disaster-damaged, publicly-owned facilities 

and the facilities of certain private nonprofit 

(PNP) organizations;

o Debris removal;

o Emergency protective measures; and

o Hazard mitigation efforts funded by Section 

406 of the Stafford Act. 

The Infrastructure Branch also assists SLTT governments and 

select PNP entities restore necessary infrastructure systems 

and ensure that these systems are more resilient to future 

incident impacts. 
November 2017 

5-18

Updated PA Delivery Model

FEMA implemented an updated PA

delivery model following a complete 

internal diagnostic review and analysis 

that began in 2014. The updated program 

delivery model streamlines processes, 

specializes roles and responsibilities, and 

consolidates resources resulting in 

changes to PA Infrastructure Branch 

positions. 

As a result of the active 2017 hurricane 

season response and recovery efforts,

full-scale implementation of the updated 

delivery model went into effect in 

September 2017. Content describing the 

Infrastructure Branch roles and 

responsibilities in this section reflect the 

most recently available information on 

updated delivery model positions. 
November 2017 

5-19

Figure 26 shows the Infrastructure Branch position structure

under the Infrastructure Branch Director (NPBD).

Figure 26: Infrastructure Branch Position Structure

Note: Continued streamlining of the updated delivery 

model will consolidate the duties of the Resource, 

Planning, and Administrative Specialists within the 

Operations Support Task Force into re-titled 

Operations Support Specialist positions. 

Infrastructure Branch Director (NPBD) Type 1 and 2

(NPBD1, NPBD2)

The NPBD position is typed 1 and 2 to correspond to the 

appropriate incident level. The NPBD reports to the OSC and 
November 2017 

5-20

is responsible for coordination of infrastructure-related

activities performed by staff assigned to the Infrastructure 

Branch, and field leadership of the PA Program. In Level 1 

incidents, Deputy NPDBs may support the NPBD. Primary 

duties include the following:

 Set operational objectives and priorities for staff;

 Conduct a brief daily huddle with subordinate staff to 

discuss operational objectives and related activities;

 Develop an organizational structure;

 Ensure sufficient resources are available to support 

high-quality customer service to the Recipient and 

Applicants;

 Balance staff workload to maximize efficiency and 

ensure high-quality customer service;

 Motivate and mentor subordinate staff including 

conducting periodic one-on-one feedback coaching 

sessions;

 Develop and implement tactics to meet incident 

strategies and objectives relating to infrastructure; 

 Ensure the development of the PA plan and timelines, 

including milestones that meet established standards;

 Serve as a subject matter expert and policy advisor to 

senior-level federal officials;

 Coordinate federal interagency partners in 

performance of infrastructure-related activities and 

assessments of critical infrastructure impacts;

 Coordinate with SLTT officials, starting with a Disaster 

Overview Briefing, to maintain unity of effort; 

 Ensure performance goals and milestones are met 

within established timeframes; and
November 2017 

5-21

 Coordinate with the Federal Disaster Recovery 

Coordinator (FDRC) on long-term recovery issues.

Level 1 incidents require NPBDs to adjust leadership style. 

Large, complex incidents require NPBDs to delegate 

responsibility for policy and tactical decisions to concentrate on

communication and leadership—especially objective and 

priority setting, SLTT coordination, and resourcing. It is 

important that NPBDs recognize the characteristics of larger 

incidents and adjust leadership styles accordingly to ensure 

success.

PA Group Supervisor (NPAGS)

The NPAGS reports to the NPBD and is responsible for the 

implementation and management of the PA Program. In Level

1 and 2 incidents, the NPAGS reports to the NPBD and is

responsible for specific geographic or other subsets of PA

Applicants. In Level 3 incidents, the NPAGS serves as the 

senior leader responsible for the delivery of PA throughout the 

disaster area. Primary duties include the following:

 Set operational objectives and priorities for staff; 

 Conduct a brief daily huddle with subordinate staff to 

discuss operational objectives and related activities;

 Develop an organizational structure and ensure 

sufficient resources are available to support highquality customer service to the Recipient and 

Applicants;

 Balance staff workload to maximize efficiency and 

ensure high-quality customer service;
November 2017 

5-22

 Motivate and mentor subordinate staff including 

conducting periodic one-on-one feedback coaching 

sessions;

 Coordinate with SLTT officials to maintain unity of 

effort; and

 Ensure performance goals and milestones are met 

within established timeframes.

PA Site Inspector Task Force Leader (STTL)

The STTL reports to the NPAGS and supervises the PA Site 

Inspector Specialists (STSP) or, if span of control requires, Site 

Inspector Crew Leaders (STCL). The STTL is responsible for 

overseeing the site inspection process and the development of 

the Damage Description and Dimensions (DDD), which 

support project development. Primary duties include the 

following: 

 Develop site inspector staffing requirements;

 Communicate operational objectives and priorities to 

staff;

 Conduct a brief daily huddle with subordinate staff to 

discuss operational objectives and related activities;

 Motivate and mentor subordinate staff including 

conducting periodic one-on-one meetings;

 Prepare and deliver a Site Inspector’s Briefing to 

prepare staff for site inspections;

 Coordinate Environmental Planning and Historic 

Preservation (EHP) and Mitigation participation in the 

site inspection; and

 Ensure site inspectors conduct inspections and 

complete DDDs in a timely and accurate manner. 
November 2017 

5-23

PA Site Inspector Crew Leader (STCL)

The STCL reports to the STTL. STCLs are activated only in 

disasters where span of control requires crew leader positions. 

The STCL supervises the STSPs throughout the site 

inspection process. Primary duties include the following: 

 Provide oversight regarding personnel, administrative, 

and resource needs; and

 Manage STSPs to ensure the entire site inspection 

work order cycle is completed, to include:

o Preparing and performing quality and timely

site inspections; and

o Developing accurate DDDs with supporting 

photos, sketches, and calculations.

PA Site Inspector Specialist (STSP)

The STSP reports to the STTL, or the STCL when activated.

The STSP conducts site inspections, completes Site Inspection 

Reports (SIR), ensures the Site Inspector’s calendar is 

updated, and drafts DDDs based on photographs, site 

sketches, and damage assessed during the site inspection. 

PA Program Delivery Task Force Leader (PDTL)

The PDTL reports to the NPAGS. The PDTL facilitates the 

work of Program Delivery Managers (PDMG) and coordinates 

issue resolution with other Task Force Leaders. Primary duties 

include the following: 

 Communicate operational objectives and priorities to 

PDMGs; 
November 2017 

5-24

 Conduct a brief daily huddle with subordinate staff to 

discuss operational objectives and related activities;

 Motivate and mentor subordinate staff including 

conducting periodic one-on-one meetings;

 Review PDMG program eligibility decisions;

 Coordinate PA project development with the 

Consolidated Resource Center (CRC); and

 Ensure PDMGs are executing the following duties in 

an accurate, timely, and customer service oriented 

fashion by:

o Conducting appropriate meetings with

Applicants throughout the process;

o Scheduling site inspections in a timely 

manner;

o Explaining DDDs, Scope of Work (SOW), 

and cost estimates to Applicants; and

o Facilitating communication between 

Applicants and the CRC.

PA Program Delivery Manager (PDMG)

The PDMG reports to the PDTL. The PDMG serves as a 

liaison to the Applicant and provides direct customer service to 

ensure effective, efficient, and accurate delivery of grant 

funding. Primary duties include the following: 

 Schedule and conduct multiple meetings with the 

Applicant (i.e. Exploratory Call, Recovery Scoping 

Meeting [RSM], and the Recovery Transition Meeting

[RTM]); 

 Work with the Applicant to identify damages, gather 

documentation, provide Essential Elements of 

Information (EEI), logically group damages into 
November 2017 

5-25

projects, and request the work order for a site 

inspection; 

 Coordinate with CRC staff to develop DDDs, SOW 

and cost estimates; and

 Serve as the facilitator of information and requests 

between the CRC and the Applicant concerning the 

SOW and DDDs. 

PA Operations Support Task Force Leader (OSTL)

The OSTL reports to the NPAGS. The OSTL is responsible for 

providing support to the NPAGS in managing administrative 

operations (e.g., reporting, planning, staffing), and supervising 

and mentoring the PA Operations Support staff to ensure that 

day-to-day administrative operations function efficiently. 

Primary duties include the following: 

 Manage the daily functions of the staff, including:

o Duty assignments, staff rotation, mission 

assignments (MA), Technical Assistance 

Contractor request, and distribution of work;

o Overtime justifications;

o Check-in/check-out procedures and 

accountability;

o Review of any deliverables from staff for 

accuracy and timelines;

o Training;

 Coordinate delivery of onsite training with Disaster 

Field Training Operations;

 Facilitate PA staff equipment and supply needs;

 Communicate operational objectives and priorities to 

staff; 
November 2017 

5-26

 Conduct a brief daily huddle with subordinate staff to 

discuss operational objectives and related activities; 

and

 Motivate and mentor subordinate staff.

PA Operations Support Crew Leader (OSCL)

The OSCL reports to the OSTL and manages the Resource 

Specialists (NRCSP), Planning Specialists (NPPSP), and 

Administrative Specialist (NAMSP). The OSCL assists the 

OSTL in overseeing the administrative, budgetary, logistical, 

planning, and reporting requirements to support PA 

management and field staff. 

PA Resource Specialist (NRCSP)

The NRCSP reports to the OSCL. The NRCSP orders and 

tracks PA personnel, maintains the PA organization chart, 

assists in determining training, coordinates the submission of 

time sheets, and maintains the PA calendar, including 

applicant briefings, kickoff meetings, and staff meetings. 

PA Planning Specialist (NPPSP)

The NPPSP reports to the OSCL. The NPPSP assists the 

OSCL with inputs to the PA planning and incident action 

planning processes. 

PA Administrative Specialist (NAMSP)

The NAMSP reports to the OSCL and provides administrative 

support. 
November 2017 

5-27

Operations Support Specialist

FEMA intends to create a new position 

that will consolidate existing 

responsibilities of the Resource, Planning, 

and Administrative Specialist positions into 

a new Operations Support Specialist role. 

This planned position will further 

streamline and increase efficiency of the 

updated delivery model. 

The Operations Support Specialist will 

report to the OSCL and perform 

administrative, resource management, and 

planning-related duties, including: 

 Support data processing needs; 

 Assist with staffing needs; 

 Maintain supplies and equipment; 

 Track of Requests for Public 

Assistance, RSMs and RTMs;

 Maintain supplies and equipment; 

and 

 Assist with PA spend plan 

trackers, reports, and 

Management Plans. 
November 2017 

5-28

PA Specialized Project Manager (SLMG)

Level 1 and 2 incidents may produce significant numbers of PA 

projects that require technical expertise for project 

development (e.g., embankment or slope failure; significant 

structural, electrical, or mechanical damage; significant bridge 

damage). The SLMG is responsible for coordination of 

specialized projects activities. The SLMG supervises PA 

Technical Specialists (NPAEX). Primary duties include the 

following:

 Coordinate site inspections with PDMGs;

 Prepare Technical Specialists for work assignments 

and communicate site inspection status to all 

stakeholders;

 Coordinate EHP and Mitigation participation in site 

inspections;

 Review SIRs and draft DDDs from Technical 

Specialists; 

 Combine work products of multiple technical specialist 

skill sets; and

 Communicate with Applicant’s technical experts to 

coordinate project development. 

PA Technical Specialist (NPAEX)

The NPAEX reports to the SLMG, or to the STTL if a SLMG is 

not activated. The NPAEX develops the DDD, SOW, and cost 

estimate for specialized projects.

The nature of the tasks the NPAEX will perform on any project 

will be specific to the damaged infrastructure, event, and skill 

sets available at the time. Due to the specialized skill 
November 2017 

5-29

requirements and the need to consolidate these skills so they 

are available across events, the position may be staffed by 

available qualified staff from the JFO, region, or CRC. Primary 

duties include the following: 

 Conduct site inspections, as assigned;

 Provide excellent customer service to the Applicant 

representative at the site inspection;

 Provide SIR to STTL or SLMG and brief findings;

 Develop or validate consistent, quality DDDs, SOW, 

and cost estimates; and

 Ensure Applicant–provided documentation supports 

claims and meets PA compliance requirements.

Consolidated Resource Centers

PA field operations are supported by one 

of three CRCs. Following a federal 

disaster declaration, incidents are 

assigned a CRC to support the delivery of 

the PA Program. These centers 

congregate subject matter experts and 

specialized resources for consistent 

processing of grant applications across 

multiple disaster operations. Eligibility 

decision making still occurs with field staff,

who best understand local conditions and 

circumstances, but is supported by experts 

to ensure initial decisions are sustained by 

consistent analysis and documentation.
November 2017 

5-30

Hazard Mitigation (HM) Branch

The HM Branch identifies risks and vulnerabilities associated 

with natural disasters and develops mitigation strategies to 

reduce or eliminate long-term risks.

Figure 27 shows the HM position structure.

Figure 27: Hazard Mitigation Position Structure
November 2017 

5-31

Note: When the scale of the event does not require 

support from a task force leader the crew leader 

reports directly to the group supervisor. 

Hazard Mitigation Branch Director (HBD) Type 1 and 

2 (HBD1, HBD2)

The HBD position is typed 1 and 2 to correspond to the 

appropriate incident level. The HBD reports to the OSC. The 

HBD duties include the following:

 Serve as the senior management lead for all 

mitigation programmatic and operational activities in 

the JFO during Level I, II, or III activations;

 Coordinate with the OSC and the State Hazard 

Mitigation Officer or (SHMO) or Tribal Hazard 

Mitigation Officer, or designee, as required, to ensure 

FCO and state, tribal, or territorial objectives are 

achieved;

 Develop mitigation strategy, and direct all mitigation 

activities, special projects, and programs in 

partnership with all federal, state, tribal, local levels,

and private sector stakeholders to achieve objectives; 

and

 Serve as the central point of communication between 

the HM Branch, other JFO operational program areas, 

and the regional office.

HM Group Supervisor (HMGS)

The HMGS serves as the HM Branch Director during a Level III 

event. Primary duties include the following:
November 2017 

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 Oversee execution of the Hazard Mitigation Strategy, 

and coordinate HM activities, including PDA, 

Emergency Support Function (ESF) liaison, 

administrative support, data integration, and HM 

training;

 Coordinate with state, tribal, or territorial counterpart; 

 Develop a tactical plan to implement functional 

objectives;

 Establish work assignments and performance 

expectations in support of incident objectives;

 Analyze operations, and recommend adjustments, as 

required; and

 Manage the group and other personnel, as directed.

HM Training and Administrative Specialist (TASP)

The TASP reports to the HBD or HMGS as appropriate for the 

disaster. Primary duties include the following:

 Organize technical training for mitigation/insurance

staff by specific specialty area, as requested;

 Coordinate logistics and curriculum with the JFO 

training staff, as appropriate, to develop and deliver 

disaster-specific components to the Hazard Mitigation 

JFO staff; and

 Provide administrative and clerical support to the HM 

Branch to support general programmatic and 

operational activities and initiatives.

HM Data Integration Specialist (DISP)

The DISP reports to the HBD or HMGS as appropriate for the 

disaster. Primary duties include the following:
November 2017 

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 Coordinate data retrieval and storage for all HM 

branches;

 Analyze effectiveness of data integration within the 

HM Branch, and recommend improvements, as 

needed;

 Coordinate geospatial data gathering from research 

and data needs;

 Coordinate clearinghouse activities; and

 Manage transition of information to the region.

HM Management Coordinator (HMMC)

The HMMC reports to the HBD or HMGS as appropriate for the 

disaster. Primary duties include the following:

 Assist the HM Branch Director and Group Supervisor 

with development and implementation of special 

projects;

 Analyze and interpret program policy;

 Manage contracts, interagency agreements, and 

mission assignments;

 Work closely with the FEMA Emergency Operations 

Center (EOC) liaison, Regional Response 

Coordination Center, Incident Management 

Assistance Teams (IMAT), ESFs, and the Regional 

Mitigation Division Director to maintain situational 

awareness and ensure mitigation programmatic 

integration; and

 Coordinate with the HM staff to provide mitigation 

technical assistance and resources in support of ESF 

activities, and assist ESFs in promoting mitigation in 

workshops, publications, and press releases.
November 2017 

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HM Program Group Supervisor (Grants and 

Planning) (MPGS)

The MPGS reports to the HBD or HMGS as appropriate for the 

disaster. Primary duties include the following:

 Supervise HM Grant Program (HMGP) and mitigation 

planning task forces and crews; 

 Ensure coordination of mitigation planning with HM 

grants projects;

 Coordinate with state or tribal counterpart;

 Oversee assistance to state, tribal, territorial, and 

local entities in development of multi-hazard 

mitigation plans and use of HM funding;

 Perform the review and request function to process 

allocations and obligations (i.e., project allocations

and Hazard Mitigation Technical Assistance Program 

[HMTAP]); and

 Work in cooperation with the Branch Director, other 

HM group supervisors, and the state or tribe to 

accomplish FEMA and state mitigation priorities in 

support of the Hazard Mitigation Strategy.

HM Grants and Planning Task Force Leader (GPTL)

The GPTL reports to the MPGS. Primary duties include the 

following:

 Oversee the execution of the HM grants strategy;

 Develop a functional plan, and oversee the integration 

of all task force outreach and technical assistance 

activities and the way they are delivered to 

communities;
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 Coordinate with state or tribal counterpart;

 Review PDAs and other disaster data to determine 

the extent and location of damage and the type of 

projects that may need to be developed;

 Provide oversight, and help build the capacity for the 

state for financial management of HMGP;

 Develop a functional plan in support of the FEMAstate HM strategy by identifying activities that will 

directly contribute to the achieving HM strategy 

objectives established mutually by the affected state, 

tribes, territory, and FEMA as applicable;

 Oversee the integration of all task force outreach and 

technical assistance activities and the way they are 

delivered to communities; and

 Coordinate with the regional mitigation planner to 

identify needs and ensure appropriate technical 

assistance is provided to states, tribes, and local 

communities on HM planning.

HM Grants Crew Leader (GRCL)

The GRCL reports to the GPTL. Primary duties include the 

following:

 Supervise HM grants specialists to carry out identified 

HM grants objectives;

 Provide overall supervision, direction, and guidance to 

the crew;

 Assist in preparing or revising the HMGP 

Administrative Plan;

 Provide technical assistance to local, tribal, territorial, 

and/or state governments as applicable for the full 

life-cycle implementation of grants, consistent with
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applicable laws, regulations, policies, and precedents; 

and

 Assist in the development and evaluation of HM 

projects consistent with state and local priorities.

HM Grants Specialist (GRSP)

The GRSP reports to the GRCL. Primary duties include the 

following:

 Provide basic technical assistance to internal and 

external stakeholders for implementation of the 

HMGP, consistent with applicable laws, regulations, 

policies, and precedents;

 Assist in the development and evaluation of mitigation 

projects consistent with state and local priorities 

identified in the multi-hazard mitigation plans; and

 Ensure NEMIS activities required to perform HMGP 

management include project development, eligibility 

reviews, project approvals and denials, obligations 

and financial management, appeals, and project 

monitoring.

HM Grants Technical Specialist (GREX)

The GREX reports to the GRCL. In addition to the duties of the 

GRSP, primary duties include the following:

 Provide HM program subject matter and operational 

technical expertise to internal and external 

stakeholders on complex and controversial matters, 

implement advanced program processes, analyze 
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and interpret program policy, and manage multiple 

complex projects and assignments;

 Provide hazard program advice and guidance in 

multiple different hazards;

 Propose resolution to project application development 

issues in conjunction with the state and sub-grantees;

 Advise state HMGP staff, and provide guidance on 

FEMA’s eligibility determinations; and

 Assist with preparing, revising, and reviewing the 

Administrative Plan process for HMGP.

HM Community Planner Crew Leader (CPCL)

The CPCL reports to the GPTL. Primary duties include the 

following:

 Supervise HM community planner specialists;

 Provide technical assistance to communities in 

mitigation plan preparation, revision, and review;

 Provide ongoing follow-up to affected state, local, and 

tribal staff during revisions; and

 Manage integration of plans and planning 

requirements among mitigation programs and other 

JFO program areas.

HM Community Planner Specialist (CPSP)

The CPSP reports to the CPCL. Primary duties include the 

following:

 Coordinate and provide technical assistance to state, 

local, tribal, and/or territorial officials as applicable on 

the preparation, revision, or updating of mitigation 
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plans to comply with federal requirements, 

regulations, policies, and guidance;

 Provide written recommendations for plan 

improvements; and

 Track assigned plans through all elements of the 

review process, including data entry and drafting of 

review and approval letters.

HM Community Planner Technical Specialist (CPEX)

The CPEX reports to the CPCL. In addition to the duties of the 

CPEX, primary duties include the following:

 Provide HM program subject matter and operational 

technical expertise to internal and external 

stakeholders on complex and controversial matters, 

implement advanced program processes, analyze 

and interpret program policy, and manage multiple 

complex projects and assignments;

 Provide hazard program advice and guidance in 

multiple different hazards on issues impacting 

community recovery planning;

 Train and mentor team members;

 Review HM plans and comments drafted by 

specialists, and recommend changes; and

 Develop thorough written recommendations (i.e., 

crosswalks), and provide effective written feedback to 

facilitate HM plan compliance.
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Hazards and Performance Analysis (HPA) Group

HM Program Group Supervisor (HPA) (MPGS)

The MPGS reports to the HBD or HMGS as appropriate for the 

disaster. Primary duties include the following:

 Work in cooperation with the Branch Director and 

other HM supervisors to accomplish FEMA and state 

mitigation priorities;

 Develop HPA strategies in support of FCO 

operational priorities;

 Ensure collaborative engagement of internal JFO 

partners (e.g., EA, IA, PA, and EHP) in implementing 

strategies that support disaster recovery;

 Coordinate with state or tribal counterpart;

 Initiate, develop, and manage contract task orders;

 Provide leadership, direction, and coordination for 

technical support activities, including coordination, 

collection, analysis, and application of technical data;

 Oversee the integration of all task force outreach and 

technical assistance activities and the way they are 

delivered to communities; and

 Support FEMA HQ-led mitigation assessment team 

building performance studies.

HM HPA Task Force Leader (HPTL)

The HPTL reports to the MPGS or the HMGS. Primary duties 

include the following:
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 Develop an HPA Group functional plan to advance 

HM strategy in coordination with other task force 

leaders;

 Coordinate with state, tribal, and/or territorial 

counterpart as applicable;

 Disseminate the HPA Group functional plan to crew 

leaders;

 Manage the workload, staffing, and resources 

required of crews;

 Direct the presentation of hazards, risk, and building 

performance information to community officials and 

media; and

 Coordinate group activities with the Regional Branch 

Chief, as necessary (e.g., risk analysis, risk reduction, 

and floodplain management).

HM HPA Crew Leader (HPCL)

The HPCL reports to the HPTL. Primary duties include the 

following:

 Oversee the staff in implementing technical 

assistance (engineering, architecture, and benefitcost analysis) to state, tribal, territorial, or local

government, and other JFO programs in support of 

HM Grants programs;

 Identify and address immediate, disaster-related HM 

grants support issues;

 Develop work plans for an expedited technical review 

(e.g., architecture and engineering) of HMGP 

applications in coordination with the technical review 

team (e.g., FEMA, state, local, and tribal);
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 Guide in the evaluation of HMGP applications for 

technical viability, feasibility, and mitigation 

effectiveness;

 Manage the economic analysis process to assess 

disaster impacts and support long-term recovery 

efforts;

 Manage losses avoided studies;

 Provide training in and conduct benefit-cost analyses 

(BCA);

 Implement technical assistance to the state, local, and 

tribal governments, and other JFO programs in 

support of HM HPA research goals;

 Evaluate and present engineering analyses of 

disaster-impacted infrastructure and residences;

 Manage the preparation and presentation of research 

results to diverse audiences on disaster damage 

assessments, construction techniques, and 

engineering analyses using various tools (e.g., 

Geographic Information System [GIS], HazardsUnited States [HAZUS] reports, and economic 

analyses).

HM HPA Specialist (HPSP)

The HPSP reports to the HPCL. Primary duties include the 

following:

 Provide technical assistance in the GIS, hazards risk 

analysis for loss avoidance studies, and building 

codes and performance;

 Translate technical data for both technical and nontechnical audiences;
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 Provide technical assistance on HMGP applications 

and mitigation projects under Section 406 of the 

Stafford Act, as assigned by the crew leader;

 Produce maps based on hazard/risk assessments; 

and

 Produce technical reports based on hazard/risk 

assessments.

HM HPA Technical Specialist (HPEX)

The HM HPA Technical Specialist reports to the HPCL. 

Primary duties include the following:

 Perform the duties of the HPSP, but also provide 

expert capability to provide HM Program subject 

matter and/or operational technical expertise to 

internal and external stakeholders on complex and 

controversial matters;

 Provide advance technical assistance on GIS;

 Conduct complex comprehensive and complex risk 

analysis;

 Provide complex BCA assistance and expert technical 

assistance for loss avoidance studies;

 Analyze and interpret program policy;

 Manage multiple complex projects and assignments;

 Track the grant review development process, and 

work with the regional office and SHMO to resolve

issues regarding application development;

 Provide regular status reports for FEMA management 

and SHMO regarding HMGP application development 

and technical assistance progress through the 

immediate supervisor; and
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 Identify overlapping areas of interest between various 

stakeholders, and facilitate collaborative use of data 

to deliver effective, integrated mitigation program 

efforts.

HM Engineering and Architect Specialist (EASP)

The EASP reports to the HPCL. Primary duties include the 

following:

 Review and possibly conduct engineering studies and 

analyses;

 Collect critical perishable data (such as high water 

marks) required for later analysis, as assigned;

 Develop technical reports for internal and external 

distribution;

 Provide technical support and review of Hazard 

Mitigation projects;

 Provide basic HPA technical assistance to internal 

and external stakeholders in the JFO;

 Inspect and evaluate damaged structures and 

infrastructure; and

 Assist as a technical monitor with HMTAP and 

technical assistance research contract task orders 

and interagency agreements.

HM Engineering and Architect Technical Specialist 

(EAEX)

The EAEX reports to the HPCL. Primary duties include the 

following:
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 Provide expert-level engineering or architecture 

advisory services to HM and PA teams on complex, 

highly controversial, and unprecedented disasterspecific mitigation issues;

 Provide expert-level BCA, and complex technical 

assistance to the HM Branch

 Use verified, validated, current data (e.g., most 

current multi-hazard frequency data [flood, ice, 

seismic, and wind], elevation data, and relevant local 

cost data);

 Mentor staff in the use of all applicable risk analysis 

tools and systems;

 Develop and prepare justification and narrative on 

outcome of analysis that may be politically charged or 

unpopular;

 Reviews complex and non-routine architectural and/or 

engineering studies and analyses;

 Serve as technical monitor with HMTAP and technical 

assistance research contract task orders and 

interagency agreements; and

 Coach and mentor less experienced HM HPA staff.

HM 406 Crew Leader (HACL)

The HACL reports to the HPTL. Primary duties include the 

following: 

 Provide staff and technical support to the PA 406 

Mitigation Group;

 Provide programmatic and/or technical assistance to 

internal and external stakeholders;
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 Provide technical support to PA for 406 projects, as 

requested, keeping sound mitigation techniques in 

mind;

 Conduct and analyze engineering and technical data, 

including HAZUS, to support appropriate development 

of mitigation opportunities to assist in the 

development of HMGP projects and multi-hazard 

planning;

 Monitor HMTAPs and interagency agreements;

 Provide technical training to state/FEMA staff and 

applicants;

 Develop and implement 406 mitigation strategies for 

the operation; and

 Ensure consistency of mitigation between the HM 

Branch and PA Branch.

HM 406 Specialist (HASP)

The HASP reports to the HACL. Primary duties include the 

following:

 Provide basic HM 406 technical assistance to internal 

and external stakeholders in the JFO;

 Apply mitigation techniques to public works projects;

 Develop the Hazard Mitigation Proposal (HMP) and 

cost proposal for HMP;

 Complete the BCA justification, and reports, when 

appropriate;

 Provide 406 mitigation overview and/or training when 

requested by PA or state; and

 Support and collaborate with PA staff in identifying, 

developing, and/or reviewing 406 mitigation projects 

for sound mitigation techniques, as requested by PA.
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HM 406 Technical Specialist (HAEX)

The HAEX reports to the HACL. Primary duties include the 

following:

 Perform the duties of the HASP but also provide 

expert capability to provide HM Program subject 

matter and/or operational technical expertise to 

internal and external stakeholders on complex and 

controversial matters;

 Provide 406 mitigation overview and/or training when 

directed by the crew leader;

 Support and collaborate with PA, state, and applicant 

personnel in 406 Mitigation and HMP development;

 Approve HMPs; and

 Review and evaluate HM 406 Specialist BCA 

analysis.

Floodplain Management and Insurance Group

HM Program Group Supervisor (Flood Plain 

Management and Insurance) (MPGS)

The MPGS reports to the HBD or HMGS as appropriate for the 

disaster. Primary duties include the following:

 Supervise floodplain management and HM insurance

task force leaders;

 Coordinate with state or tribal counterpart;

 Develop and implement the Floodplain Management 

(FPM) and Insurance Group functional plan in support 

of the FEMA-state HM strategy;
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 Identify activities that will directly contribute to the 

achieving objectives established mutually with the 

state, tribes, and FEMA;

 Initiate and delegate the formation and operation of 

the JFO insurance hotline;

 Coordinate floodplain management and insurance 

activities with the JFO Interagency Recovery 

Coordination component;

 Establish and maintain coordination with the state’s 

insurance industry and commissioner, as appropriate; 

and

 Encourage and provide support to communities to 

update and adopt ordinances in support of National 

Flood Insurance Program (NFIP) requirements.

HM Floodplain Management and Insurance Task 

Force Leader (FITL)

The FITL reports to the MPGS. Primary duties include the 

following:

 Oversee the implementation and execution of the HM 

FPM and insurance strategy;

 Coordinate with state or tribal counterpart;

 Supervise and lead FPM and insurance staff to carry 

out plans in support of HM strategy;

 Oversee the integration, coordination, and provision 

of technical assistance to facilitate floodplain 

management in support of NFIP program objectives 

and requirements;

 Ensure compliance with NFIP and insurance 

regulations; and
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 Disseminate flood insurance information, and serve 

as a resource for addressing other insurance issues.

HM Floodplain Management Crew Leader (FPCL)

The FPCL reports to the FITL. Primary duties include the 

following:

 Supervise staff in the tactical execution of the 

floodplain management and substantial damage 

objectives;

 Serve as a technical resource for insurance 

coordination with the insurance industry; and

 Serve as a technical expert on substantial damage 

standards, and interpret complex policy and options 

related to NFIP requirements for substantial damage 

and substantial improvement and determinations.

HM Floodplain Management Specialist (FPSP)

The FPSP reports to the FPCL. Primary duties include the 

following:

 Serve as a subject matter specialist on floodplain 

management issues;

 Coordinate, advise, and provide technical assistance 

to internal and external partners on floodplain 

management;

 Promote and advance enrollment of non-participating 

communities in the NFIP; and

 Work collaboratively with the IA and PA to advance 

community resiliency and recovery.
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HM Floodplain Management Technical Specialist 

(FPEX)

The FPEX reports to the FPCL. In addition to performing the 

duties of the FPSP, primary duties include the following:

 Provide HM Program and operational technical 

expertise to internal and external stakeholders on 

complex and controversial matters, implement 

advanced program processes, analyze and interpret 

program policy, and manage multiple complex 

projects and assignments; and

 Provide hazard program advice and guidance in 

multiple different hazards.

HM Insurance Crew Leader (INCL)

The INCL reports to the FITL. Primary duties include the 

following:

 Serve as a technical expert on insurance standards, 

and interpret complex policy and options related to 

NFIP requirements;

 Use updated policy and claim information for 

designated disaster area to prioritize planning 

initiatives and allocate resources;

 Coordinate activities with the state national flood 

insurance program coordinator and local officials on 

insurance management issues; 

 Coordinates with Flood Recovery Office on flood 

insurance issues; 
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 Coordinate between the JFO and the state insurance 

commissioner’s office, the Institute for Business and 

Home Safety, and insurance industry interests; and

 Coordinate operational and logistical requirements to 

support implementation and execution of insurance 

hotline activities.

HM Insurance Specialist (HISP)

The HISP reports to the INCL. Primary duties include the 

following:

 Serve as a subject matter specialist, to provide 

technical assistance to internal and external partners 

on insurance issues;

 Provide basic technical advice and information to HM 

and other staff concerning the process for flood 

insurance claims and the relationship of flood 

insurance to disaster assistance programs; and

 Conduct outreach to agents and lenders to promote 

growth of NFIP policies, and assist with insurancerelated issues.

HM Insurance Technical Specialist (INEX)

The INEX reports to the INCL. Primary duties include the 

following:

 Serve as a multi-hazard subject matter expert 

providing technical expertise to disaster field staff on 

NFIP issues, including claims and underwriting 

policies during high visibility, complex events;
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 In addition to performing the duties of the HISP, 

provide HM program and operational technical 

expertise to internal and external stakeholders on 

complex and controversial matters, implement 

advanced program processes, analyze and interpret

program policy, and manage multiple complex 

projects and assignments; and

 Provide hazard program advice and guidance in 

multiple different hazards.

Community Education and Outreach (CEO) Group 

HM Program Group Supervisor (CEO) (MPGS)

The MPGS reports to the HBD or HMGS as appropriate for the 

disaster. Primary duties include the following: 

 Lead all CEO activities, and develop the CEO group 

functional plan to advance the HM strategy;

 Coordinate with state or tribal counterpart;

 Provide supervision, guidance, and oversight for CEO 

task force leaders and crews in the planning and 

implementation of CEO goals, objectives, and 

innovative strategies in support of FEMA and state 

mitigation priorities (e.g., education and outreach 

activities); and

 Promote the integration and implementation of CEO 

activities within mitigation for immediate and longterm recovery activities.
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HM Community Education and Outreach Task Force 

Leader (COTL)

The COTL reports to the MPGS or the HMGS. Primary duties 

include the following:

 Develop CEO Group functional plan to advance HM 

strategy, in coordination with other task force leaders;

 Coordinate with state or tribal counterpart;

 Oversee the implementation of HM CEO strategy;

 Ensure tactical execution of disaster-specific, 

community-based education and outreach initiatives 

for internal and external stakeholders;

 Establish and maintain internal and external strategic 

partnerships to advance mitigation outreach goals 

and objectives;

 Coordinate and supervise staffing, logistical, design,

and operational requirements to support CEO 

initiatives and activities in mobile and fixed DRC; and

 Coordinate the deployment, training, and resource 

allocation of HM CEO specialists with an HM Advisor 

specialty to support CEO special projects and other 

outreach initiatives and programs.

HM Community Education and Outreach Crew 

Leader (COCL)

The COCL reports to the COTL. Primary duties include the 

following:

 Coordinate and supervise staffing, logistical, design, 

and operational requirements to support CEO 

initiatives and activities in mobile and fixed DRC;
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 Coordinate the deployment, training, and resource 

allocation of HM CEO specialists with an HM Advisor 

specialty to support CEO special projects and other 

outreach initiatives and programs;

 Provide crew members programmatic direction, and 

facilitate information sharing among crews;

 Coordinate and supervise staffing, logistical, design, 

and operational requirements to support CEO 

initiatives in the development and implementation of 

disaster-specific, community-based education plans in 

coordination with mitigation crew leaders; and

 Identify broad scope delivery opportunities, and 

manage associated logistics to market mitigation in 

the form of displays, publications, signage, 

presentations, and exhibits.

HM Community Education and Outreach Specialist 

(CESP)

The CESP reports to the COCL. Primary duties include the 

following:

 Provide HM program information in the JFO, DRCs, 

box stores (e.g., Target, Wal-Mart, and Ace 

Hardware), community meetings, and other outreach 

venues;

 Identify outreach activities to support the state/tribe 

and local hazard mitigation priorities;

 Collect mitigation-specific disaster data to support HM 

CEO Group operations, and develop outreach 

strategies;

 Work with internal partners (e.g., EA, IA, PA, and the 

Small Business Administration) to provide HM 
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program information and maintain awareness of 

venues for outreach activities;

 Develop products and initiatives to market mitigation;

 Advise on and analyze program-related data to make 

recommendations and identify problems; and

 Provide basic CEO technical assistance to internal 

and external stakeholders.

HM Community Education and Outreach Technical 

Specialist (EOEX)

The EOEX reports to the COCL. Use of this position is typically 

in larger events or those that require a comprehensive 

knowledge of building codes, retrofitting, and rebuilding 

techniques applicable to the given geographical area or hazard

type. Primary duties include the following:

 Identify potentially controversial state/tribe and local 

hazard mitigation priority activities to make 

recommendations and identify problems;

 Provide guidance on complex CEO issues at internal 

(e.g., JFO program areas) and external meetings 

(e.g., state/tribal and local briefings, town hall 

meetings, and speaker's bureau meetings);

 Analyze complex program policy and related data to 

make recommendations and identify problems;

 Serve as HM Branch expert-level HM advisor, and 

provide multi-hazard subject matter expertise on 

complex mitigation issues;

 Serve as focal information resource for HM CEO staff 

working in DRCs and other outreach venues, and 

address unique or complicated inquiries;
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 Serve as HM Branch resource on the appropriate use 

and location of publications, guides, brochures, flyers, 

booklets, factsheets, and other resources on risk 

reduction and rebuilding techniques;

 Mentor staff; and

 Present HM CEO information in public forums and to 

the media on multiple types of hazard, as directed.

Disaster Survivor Assistance (DSA)

Branch

In a disaster, the DSA Branch establishes a timely presence on 

the ground in the affected areas to address disaster survivors’ 

immediate and emerging needs at their homes or in their 

communities.

Figure 28 shows the DSA position structure.
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Figure 28: Disaster Survivor Assistance Position Structure

Disaster Survivor Assistance (DSA) Branch Director (DBD)

Type 1 and 2 (DBD1, DBD2)

The DBD position is typed 1 and 2 to correspond to the 

appropriate incident level. The DBD reports to the OSC. The 

DBD is responsible for providing supervision of the Disaster 

Survivor Assistance program on the incident. The DBD works 

closely with the OSC, the IA program, and other program areas 

to support field operations. Primary duties include the 

following: 

 Assess, inform, and report, which should be 

immediately initiated on arrival at a disaster location:

o Assess: Obtain ground truth information on 

the most critical and emerging needs of 

disaster survivors as well as issues related 
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to infrastructure and other wrap-around 

services;

o Inform: Pre and post-disaster declaration, 

provide timely reports relaying ground truth; 

and

o Report: Provide timely, actionable, and 

comprehensive summaries that identify 

survivor needs and describe any broadbased trends or need for increased support. 

 Coordinate effectively with EA, IA, Voluntary Agency 

Liaisons (VAL), and Operations, and Planning to 

ensure proper coordination and timely information 

exchange;

 Develop and maintain a DSA functional plan; and

 Coordinate DSA activities, and establish strategies to 

reach survivors.

Disaster Survivor Assistance Group Supervisor 

(DSGS)

The DSA Group Supervisor (DSGS) reports to the DBD, when 

activated, or the OSC when no DBD is required to manage 

span of control. The DSGS works closely with the DBD or OSC 

in the implementation of the IA program and other program 

areas to support field operations. Primary duties include those 

listed for the DBD.

Disaster Survivor Assistance Task Force Leader 

(DSTL)

The DSTL reports to the DBD or DSGS (depending on 

organizational structure) and works closely with the IA program 

and other field operations. Primary duties include the following:
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 Monitor internal and external relationships to ensure 

effective communication;

 Respond to internal and external requests, keeping all 

stakeholders informed on the resolution and progress 

of requests;

 Oversee the dissemination of disaster-specific 

information products to the community;

 Analyze daily field reports that subordinates provide 

to identify emerging trends and issues; and

 Create a daily summary based on analysis of 

information provided in daily summary reports, and 

submit it to the immediate supervisor.

Disaster Survivor Assistance Crew Leader (SVCL)

The SVCL reports to the DSTL and supervises DSA 

Specialists in field activities. Primary duties include the 

following:

 Ensure that DSA Specialists (DSAS) have tested 

operational communications equipment for their 

assigned areas;

 Resolve communications and equipment-related 

issues;

 Coordinate with appropriate program group 

supervisors and division supervisors when assigned 

to their division;

 Oversee DSAS in establishing appropriate 

communications channels;

 Analyze requests to ensure the availability of 

resources and personnel;

 Assign DSAS to handle requests,
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 Verify the accuracy of completed areas of the 

responsibility map; and

 Confirm that disseminated materials are reaching the 

appropriate audience.

Disaster Survivor Assistance Specialist (DSAS)

The DSAS reports to the SVCL and disseminates disasterspecific information to individuals and the community, collects 

and submits information through appropriate channels, 

registers survivors for FEMA assistance, and provides case 

status and updates. The DSAS must build working 

relationships with local- and community-based organizations 

and operations personnel. The DSAS also has specific 

additional qualifications for events and multilingual specialties.

Mission Assignment Branch

A mission assignment (MA) is a “work order” that FEMA issues 

to another federal agency, directing the other agency to 

complete specified tasks and setting forth funding, other 

managerial controls, and guidance. MAs can be written in 

support of the federal, state, tribe, or territory response effort.

Figure 29 shows the MA position structure.
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Figure 29: Mission Assignment Position Structure

Mission Assignment Manager (MAMG)

The MAMG reports to the OSC and is responsible for 

preparing, tracking, and monitoring mission assignments and 

tasking ESFs and other agencies to provide resources, 

services, and equipment. Primary duties include the following:

 Manage MA documentation and staff;

 Identify cross-programmatic issues, and work 

cooperatively with other program areas to resolve the

issues;

 Initiate appropriate requests of the NEMIS, FEIMS for 

NEMIS rights for FEMA and state, tribal, or territorial

staff, and for electronic signatures in eCAPS;

 Monitor the approval process to ensure that MAs are 

obligated and appropriately distributed; and

 Monitor the MA Financial Information Tool Report to 

ensure adequate funding and de-obligation of excess 

funds.
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Mission Assignment Specialist (MASP)

The MASP reports to the MAMG and is responsible for 

assisting the MAMG in preparing, tracking, and monitoring 

MAs.

Disaster Emergency

Communications (DEC) Group

This group deploys, installs, operates, maintains, and protects 

telecommunications and operations assets in response to allhazards disasters and in support of planned special events. 

Additional duties include supporting the disaster emergency 

communications needs of state/tribal/territorial and local 

governments and ensuring continuity of disaster emergency 

communications through FEMA regional fixed facilities.
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positioned throughout the Nation. Figure 30 shows the DEC 

position structure. 

Disaster Emergency Communications Group 

Supervisor (DEGS) 

The DEGS reports to the OSC and is responsible for assisting 

offices of 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: 

 Provide oversight and direction for tactical 

communications, public safety, and restoration 

operations; 

Figure 30: DEC Position Stucture
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 Identify critical communications assets in danger of 

failing, which would affect national 

security/emergency preparedness services;

 Notify local communications carriers of potential new 

calling patterns because of relocations or 

evacuations;

 Ensure the development and maintenance of a 

communications Common Operating Picture (COP);

 Approve acquisition requests for equipment, goods, or 

services; and

 Provide information to federal, state, tribal, local, 

nongovernmental organization (NGO), and private 

sector personnel on DEC roles, capabilities, and 

responsibilities.

Tactical Communications Task Force Leader (TCTL)

The TCTL reports to the DEGS and is responsible for 

developing operability and interoperability strategies to ensure 

that responders from all levels of government and the private 

sector can communicate effectively during response to an 

incident. Primary duties include the following:

 Provide oversight and direction for emergency 

communications, public safety, and temporary 

restoration operations;

 Advise the immediate supervisor of emergency 

communications assets in danger of failing;

 Coordinate the temporary restoration of emergency 

communications infrastructure and systems;

 Recommend tactical and emergency communications 

requirements to the immediate supervisor; and
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 Assess the adequacy and interoperability of the 

tactical and emergency communication networks.

Mobile Emergency Response Support Coordinator 

(MECO)

The MECO reports to the TCTL, represents the Mobile 

Emergency Response Support Chief at an incident site, and 

serves as the focal point for integrated emergency 

communications during response activities. The MECO may 

deploy with operations, logistics, security, and disaster 

preparedness capabilities. The MECO is responsible for the 

safety, security, and mission success of all assigned Mobile 

Emergency Response Support resources. Additional MECO 

responsibilities include the following:

 Maintain accountability, and ensure safety of 

assigned personnel and equipment;

 Be the single point of contact for the provision of 

Mobile Emergency Response Support services, 

reporting, documentation, and administrative support 

for the incident;

 In the absence of a DEC Group Supervisor, be the 

single point of contact for the provision of ESF #2 

services, reporting, and documentation for the 

incident;

 Provide Tactical Emergency Communications and 

ESF #2 support to the OSC or designated 

representative, as requested and authorized;

 Provide facility and logistical support to the Logistics 

Section Chief (LSC) or designated representative, as 

requested and authorized;
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 Coordinate Mobile Emergency Response Support to 

federal, tribal, state, and local agencies, as directed, 

to ensure unity of effort; and

 Conduct daily mission analysis for changes in 

specified and implied tasks, and ensure that Mobile 

Emergency Response Support resources are 

adequate to meet current and projected requirements.

Mobile Emergency Response Support Specialist 

(MERS)

The MERS is assigned to a Mobile Emergency Response 

Support detachment and reports to the MECO during 

deployments. The MERS provides emergency 

communications, logistics, operations, security, and/or disaster 

preparedness support during incident response. The MERS 

works to support the Regional Administrator (RA), IMAT Chief, 

or the FCO in meeting the needs of the state/tribal leaders, as 

identified in the IAP.

Communications Planning Manager (PLMG)

The PLMG reports to the TCTL and assists in the development 

of plans by identifying communications-related requirements 

and assets. Primary duties include the following:

 Develop and manage the incident communications 

COP;

 Identify federal assets, their status, and 

vulnerabilities, including asset owners;

 Identify radio frequency (RF) transmitter locations, 

coverage, and frequencies;

 Identify RF cross-banding devices;
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 Identify bandwidth utilization, including satellite, 

terrestrial, and wireless;

 Identify communications-related initiatives 

implemented by state, tribal, territorial, and local 

governments and NGOs;

 Document in a common database or spreadsheet 

POC information, resources the stakeholders can 

contribute to resolve issues, and assistance the 

stakeholders need from the DEC Group; and

 Track requests for communication services.

Wireless Communications Manager (WIMG)

The WIMG reports to the TCTL and is responsible for 

managing spectrum use. Primary duties include the following:

 Process requests for frequency assignments;

 Resolve frequency use conflicts;

 Coordinate frequency management for the Federal

Communications Commission, National 

Telecommunications and Information Administration, 

and SLTT governments;

 Consolidate frequency use assignments and

approvals;

 Coordinate with spectrum managers to update the 

frequency inventory;

 Provide technical guidance for tactical 

communications networks;

 Ensure federal, state, tribal, territorial, and local 

interoperability; and

 Create and maintain the radio frequency assignment 

on ICS- Form 205.
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Mobile Communications Office Vehicle Manager 

(MBMG)

The MBMG reports to the TCTL and is responsible for 

managing and supporting the Mobile Communications 

Operations Vehicles (MCOV) assigned to the incident. Primary 

duties include the following:

 Arrange for and schedule major repairs for nonmission capable units;

 Replace non-mission capable units;

 Participate in planning activities, including the 

External Support Branch, IA, and the incident action 

planning process;

 Participate in MCOV site-selection suitability;

 Assign the MCOV to specific sites, as directed;

 Provide logistical support to MCOVs, as necessary.

Mobile Communications Office Vehicle Operator 

(MBOP)

The MBOP reports to the MBMG and is responsible for the 

setup and operation of the MCOV. Primary duties include the 

following:

 Prepare the MCOVs and operational systems for 

deployment, as directed;

 Conduct a chassis pre-trip inspection using the 

MCOV weekly log;

 Establish satellite configuration and connectivity;

 Conduct a connectivity test of the computer, printer, 

and fax machines;
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 Move the MCOV to a designated location, keeping the 

MCOV Program Office and MBMG apprised of travel 

status;

 Inform the MCOV Program Coordinator, Regional 

Liaison, and the MBMG of arrival at the designated 

MCOV location; and

 Operate the MCOV safely and in accordance with 

federal and state or tribal regulations.

Air Operations Branch (AOB)

FEMA is responsible for the unified coordination of federal air 

missions during domestic disasters. Air operations 

requirements vary but include missions to support evacuation, 

search and rescue, firefighting, and damage assessment.

Staffing of the AOB is situation-dependent and could include 

representatives from federal, state, tribal, territorial, and local 

agencies and NGOs.

Figure 31 shows the basic air operations position structure and

outlines only the portion of the AOB that can be staffed by 

FEMA Qualification System (FQS) qualified, FEMA Air 

Operations personnel. There is an additional component of the 

AOB that provides air support functions and is staffed by 

personnel from other federal agencies and response partners.

(The FEMA Air Operations Guide [March 2015], p. 12, 

Figure 2, “AOB Organization at the Incident Level,” provides 

further information).
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Figure 31: Air Operations Position Structure

Air Operations Branch Director (AOBD)

The AOBD reports to the OSC and is responsible for the 

unified coordination of air missions during domestic disasters. 

The AOB is responsible for supporting state, tribal, or territorial

needs by providing a unified planning and operations 

mechanism that coordinates the use of aviation resources with 

multi-modal support provided by the Logistics Section.

The AOBD assigns operational aviation missions, allocates

aircraft and other resources, tracks mission results, provides 

briefings, collects cost information, and identifies and 
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coordinates the resolution of flight safety issues. The AOBD is 

responsible for air mission management (identification, 

procurement, tasking, and operational coordination of available 

air resources and assets to support incident operations). The 

AOBD coordinates air activities and aviation information flow 

among agencies with aviation assets in the disaster area. 

Primary duties include the following:

 Establish AOB requirements to meet incident 

strategies and objectives;

 Develop a plan for meeting immediate air response 

needs based on state, tribal, or territorial requests or 

federal operational support;

 Resolve conflicting aviation priorities, and assign 

response resources, as appropriate; and

 Coordinate with the Federal Aviation Administration to 

establish a temporary flight restriction over the 

incident area, when needed.

Air Mission Group Supervisor (AMGS)

The AMGS (typically staffed by personnel holding an Air 

Operations Coordinator FQS title, or an AOBD title) 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 for execution. The AMGS will keep the AOBD 

informed of all missions that are prioritized based on 

importance by those requesting aviation missions. Primary 

duties include the following:

 Coordinate the location of aviation facilities with 

federal, state, tribal, territorial, and local partners;
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 Coordinate with the Logistics Section regarding 

receipts for commodities, equipment, and other 

supplies distributed to the disaster area;

 Obtain current information on the availability and 

status of aviation resources assigned or ordered for 

the incident;

 Assess the need for additional aviation operational 

sites and facilities; and

 Monitor the estimated time of arrival of aircraft or 

equipment to ensure support on arrival.

Flight Operations Manager

The Flight Operations Manager sources mission requests that 

are beyond the capabilities of staged air assets or outside of a 

reasonable radius from the affected disaster area. The Flight 

Operations Manager works with the planner to further define 

flight requests. This coordination and planning may result in 

the use of resource requests and MAs to fulfill the requests. 

These types of flight requests require close coordination and 

consultation with the Air Support Group Supervisor (non-FEMA 

position, see FEMA Air Operations Guide for position 

description) for both aviation facility and aviation services 

support. The Flight Operations Manager should have an 

understanding of FEMA processes and procedures and 

interagency roles and responsibilities.

Flight Operations Specialist

The Flight Operations Specialist conducts all administrative 

work in the AOB, making personnel directories and assisting 

wherever needed. The Flight Operations Specialist should 

have some previous experience with aviation.
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Air Mission Coordination Manager (AMMG) 

The AMMG manages ongoing aviation missions, orchestrates 

airspace management, acquires aviation assets, develops 

MAs, and coordinates with other functional area planners and 

organizations to determine the appropriate aviation assets and 

federal aviation airframes to accomplish the mission. The task 

of individual missions will be the responsibility of the assigned 

federal agency. Mission and flight information will be entered 

into a master sortie tracker and communicated back to the 

original requester through established channels or a common 

COP. The AMMG should understand FEMA processes and 

procedures and interagency roles and responsibilities.

Air Mission Specialist (ARSP) 

The ARSP assists with ongoing aviation missions and airspace 

management and coordinates with other functional area 

planners and organizations. The task of individual missions will 

be the responsibility of the assigned federal agency. Mission 

and flight information will be entered into a master sortie 

tracker and communicated back to the original requester 

through established channels or a COP.

Aircraft Resource Specialist

The Aircraft Resource Specialist acquires aviation assets and 

coordinates with other functional area planners and 

organizations to determine the appropriate aviation assets and 

federal aviation airframes to accomplish the mission. Mission 

and flight information will be entered into a master sortie 

tracker and communicated back to the original requester 

through established channels or a COP.
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Emergency Services Branch

During the response phase of an incident, an OSC may direct 

the establishment of an emergency services component to 

ensure the timely identification, organization, and deployment 

of life-saving resources. ESFs 4, 8, 9, 10, and 13 are assigned 

to the Emergency Services Branch or Group for Level I and 

Level II incidents. Figure 32 shows the emergency services 

position structure.

Figure 32: Emergency Services Position Structure

Emergency Services Branch Director (ESBD)

The ESBD reports to the OSC and is responsible for 

organizing and coordinating emergency services within the 

incident. The ESBD serves as the focal point for tasking, 

coordination of plans, and the special considerations of each 

ESF assigned to the Emergency Services Branch. The ESBD 

position is filled by a person with the FQS qualification of 

Operations Branch Director (OPBD) or higher and may have 

deputies or assistants, as required. Primary duties include the 

following:

 Deconflict ESF authorities and responsibilities from 

disaster tasks;
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 Coordinate with ESF representatives to ensure 

integrated response operations;

 Ensure information is rapidly and effectively shared 

throughout the Emergency Services Branch and 

to/from the disaster staff;

 Validate ESF-identified requirements, and coordinate 

with JFO staff to ensure they are met;

 Coordinate with ESF representatives to ensure the 

delivery of support is consistent, meets customer 

needs, and is implemented in accordance with 

Stafford Act requirements and FEMA policy; and

 Ensure the Resources Unit Leader is apprised of all 

operational resource status changes.

Emergency Services Group Supervisor 

The Emergency Services Group Supervisor reports to the OSC 

or ESBD, if activated. The Emergency Services Group 

Supervisor performs the same duties as the ESBD if an ESBD 

is not activated, coordinating with applicable ESF liaisons to 

ensure integration of operations. When ESBD is staffed, group 

supervisors manage ad hoc groups (e.g., decontamination or 

responder access) to obtain ESF inputs and requirements for 

operational planning purposes. Each ESF has its own ESF 

group supervisor when activated.

ESF #4 Group Supervisor 

The ESF 4 Group Supervisor coordinates firefighting activities, 

including the detection and suppression of fires on federal

lands, and provides personnel, equipment, and supplies in 

support of state, tribal, territorial, and local agencies involved in 

wildland, rural, and urban firefighting operations.
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ESF #8 Group Supervisor 

The ESF 8 Group Supervisor coordinates federal assistance to 

supplement state, tribal, territorial, and local resources in 

response to public health and medical disasters and potential 

or actual incidents during a developing potential health and 

medical emergency.

ESF #10 Group Supervisor

The ESF 10 Group Supervisor coordinates the provision of 

support to and the overall management of the various 

response sites to ensure actions are taken to mitigate, clean 

up, and dispose of oil and hazardous materials and minimize 

the impact of the incident.

ESF #13 Group Supervisor

The ESF 13 Group Supervisor coordinates law enforcement, 

public safety, and security capabilities and resource support to 

federal-to-federal agencies; federal support to state, tribal, 

territorial, and local authorities; and/or support to other ESFs 

during potential or actual incidents.

Geographic Operations Branch 

Positions

The geographic component’s Geographic Operations Branch 

consists of divisions. After divisions have been identified and if 

the number of divisions reporting directly to the OSC results in 

the OSC span of control being exceeded, geographic 

operations branches should be activated. Geographic 

operations branches typically contain three to five divisions. 
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Select divisions that adjoin one another are included in the 

same branch when possible. Figure 33 shows the Geographic 

Operations position structure.

Figure 33: Geographic Operations Position Structure

Geographic Operations Branch Director 

The Geographic Operations Branch Director reports to the 

OSC; ensures that their branch carries out its duties, as 

described in the IAP; and coordinates with JFO staff on behalf 

of the DIVS.

In FEMA, a person with the FQS qualification of Operations 

Branch Director (OPBD) or OSC fills the Geographic

Operations Branch Director’s position. A Geographic 

Operations Branch Director may have deputies or assistants. 

Primary duties include the following:

 Coordinate with SLTT agencies to ensure integrated 

response and recovery operations;
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 Coordinate with FEMA program representatives to 

ensure the delivery of programs is consistent, meets 

customer needs, and is implemented in accordance 

with Stafford Act requirements and FEMA policy;

 Ensure information is rapidly and effectively shared 

throughout the Geographic Branch and to/from the 

disaster staff;

 Develop strategies and tactics in support of incident 

objectives; and

 Assess the workload, and request the appropriate

numbers and types of resources.

Division Supervisor 

The DIVS reports to the OSC or a Geographic Operations 

Branch Director, if activated. The DIVS is the UCG 

representative within a division, accountable for the 

accomplishment of all work assignments specified in the IAP 

for the respective division. A division supervisor may have 

deputies or assistants that are assigned, as needed. Primary 

duties include the following:

 Serve as a POC between the local jurisdiction and the 

incident management organization;

 Ensure that assigned personnel and equipment get to 

and from assignments in a timely and orderly manner;

 Ensure that the concerns of SLTT officials are being 

heard by FEMA; and

 Provide for safety, security, welfare, and 

accountability of subordinates.
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Operations Task Force Leader (OPTL)

The OPTL reports to a division supervisor or group supervisor. 

When reporting to a division supervisor, the OPTL assists with

sharing of information between the local government, the 

Operations Staff, and the state/tribe. The OPTL also assists 

with overseeing IAP execution in the division and may be 

assigned oversight of a specific work task (e.g., power, debris, 

and DRC tasks or to a specific local jurisdiction in a division 

[e.g., city or borough] where additional supervision or 

assistance is needed).

Staging Area Branch

In addition to acting as a location where resources can be 

placed, the staging area is also a functional branch within the 

Operations Section. 

The OSC in coordination with the LSC may direct the 

establishment of FSAs to enable the positioning of and 

accounting for available resources. The LSC is responsible for 

the execution of all staging area resource movements 

identified and approved by the OSC. The LSC assigns a 

manager and all related support staff for each staging area. A 

staging area can be any location in which personnel, supplies, 

and equipment are temporarily housed or parked while 

awaiting operational assignment. Staging areas may include 

temporary feeding, fueling, and sanitation services. 

There is requirement to have clear lines of communication and 

coordination between the OSC and LSC for staging area 

operations. Direction to the final destination for resource orders 

is under the purview of the OSC. The execution and movement 
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of the resource is under the purview of the LSC and Staging 

Area Group Supervisor (STGS). 

Figure 34 shows the staging area position structure. 

Depending on the scale, scope, and complexity of the incident,

the Operations Section may include a Staging Area Branch 

Director (STBD) to provide direction and coordination for

multiple staging areas in an incident.

Figure 34: Staging Area Position Structure and Coordination 

Staging Area Branch Director (STBD)

The STBD (typically staffed by identified personnel from the 

OSC with coordination from Logistics) reports to the OSC and 

is responsible for providing direction and coordination for
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multiple staging areas in an incident. The STBD works closely 

with the Logistics External Support Branch Director (LXB) to 

address staging area operational issues. Primary duties 

include the following:

 Direct resource assignment, movement, or 

employment from staging areas;

 Coordinate among staging areas, deconflict 

competing requirements, and allocate resources to 

incident priorities;

 Provide current and projected operational 

requirements to staging area leadership and the LXB;

 Develop an incident-wide COP of resource use and 

consumption rates in coordination with the LXB; and

 Ensure staging areas are capable of meeting the next 

48 hours of projected resource requirements.

Staging Area Group Supervisor (STGS)

The STGS reports to the STBD and is responsible for staging 

area operations. The STGS assigns or commits staged 

resources in support of incident priorities, as directed by the 

Operations Section. Primary duties include the following:

 Establish the staging area and manage staging area 

activities, personnel, facilities, equipment, and support 

services;

 Ensure the staging area is capable of meeting 

current, emerging, or anticipated operational resource 

requirements;

 Coordinate with the property owner or designated 

official on expectations, restrictions, responsibilities 

for repairs, and geographic boundaries;
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 Approve the site layout;

 Ensure support services are provided (i.e., portable 

toilets, wash stations, dumpsters, fuel, and medical 

services);

 Coordinate security needs with the site security 

representative or military installation;

 Coordinate with the Safety Officer to ensure oversight 

and compliance with all safety regulations;

 Provide the status of available resources to the STBD 

and designated authorities;

 Dispatch available resources in response OSC or 

STBD requirements;

 Manage empty trailers and unused commodities with 

unbroken seals, and coordinate retrograde with FEMA 

HQ Logistics;

 Ensure adequate meetings and briefings are 

conducted to provide personnel on the staging area 

with situational awareness;

 Represent the staging area in meetings and 

conference calls as a subject matter expert to provide 

guidance and situational awareness; and

 Approve and execute the site closure and 

Demobilization Plan.

Environmental Planning and Historic 

Preservation (EHP)

EHP works under the direction of the Operations Section with 

the EHP Manager reporting directly to the OSC. The EHP 

Manager and the positions below it coordinate closely with the 

EHP Advisor under the Chief of Staff COS. See Environmental 
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Planning and Historic Preservation (Chapter 4) for position 

descriptions and additional information.
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CHAPTER 6: PLANNING 

SECTION

Introduction

The Planning Section is responsible for managing incident 

information and developing incident plans. The Planning 

Section collects and evaluates incident-specific operational 

metrics to conduct analysis and provide feedback to the 

Unified Command Staff (UCS) as to the operations efficiency, 

effectiveness, and milestones within the incident life cycle. The 

Planning Section does the following:

 Collects and evaluates incident situational information 

and disseminates it to the Federal Coordinating 

Officer (FCO), Unified Coordination Group (UCG), 

and Command and General Staff (C&GS);

 Prepares status reports, displays situation 

information, and maintains information regarding the 

status of resources assigned to the incident;

 Prepares, assembles, publishes, and distributes the 

Incident Action Plan (IAP) based on Operations 

Section input and guidance from the FCO/UCG;

 Coordinates with counterparts in the 

state/tribe/territory planning section; and

 Facilitates the development of incident management

plans.
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Organizational Structure 

Figure 35 shows the Planning Section position structure. 

Figure 35: Planning Section Position Structure 

Note: The Planning Section does not require branch 

directors to manage span of control. 

Position Descriptions, Roles, 

and Responsibilities 

Planning Section Chief (PSC) Type 1, 2, and 3 (PSC1, 

PSC2, PSC3) 

The PSC position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. The PSC is a member of the 

General Staff reporting to the FCO and is responsible for the 
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collection, evaluation, verification, and dissemination of 

information about the incident and status of resources. The 

PSC is also responsible for managing the development of 

assigned plans and the incident action planning process.

As with all other C&GS positions, the PSC coordinates directly 

with its state, tribal, or territorial counterpart. Primary duties 

include the following:

 Coordinate with the state/tribe/territory PSC to 

establish a unified planning effort;

 Lead incident management planning efforts;

 Ensure the IAP is developed, approved by the UCG, 

published, and distributed within established 

guidelines and timeframes;

 Ensure the collection and analysis of relevant 

information and all required or requested reports, 

briefings, and situational and geospatial information 

products are complete, accurate, and distributed 

properly; and

 Establish a knowledge management program for the 

incident to store record documents and capture 

lessons learned and areas for improvement.

Planning Specialist (PLSP)

The PLSP works under the supervision of a unit leader in the 

Planning Section. Primary duties include the following:

 Attend and take notes at meetings, as assigned;

 Gather and analyze information;

 Publish and distribute reports and other information,

as instructed;
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 Establish and maintain the Planning Section’s files;

 Gather and report information to satisfy Requests for 

Information (RFI), as directed;

 Maintain current information displays;

 Set up and maintain the Situation Room for meetings; 

and

 Participate in the development of plans.

Resources Unit

Resources Unit Leader (RESL)

The RESL reports to the PSC and is responsible for 

maintaining the status of all assigned resources at appropriate 

incident locations. The RESL also prepares assigned portions 

of the IAP. Primary duties include the following:

 Provide guidance and training to Operations Section 

elements (e.g., Emergency Support Functions [ESFs]

and Federal Emergency Management Agency 

[FEMA] programs) in the preparation of Operational 

Planning Worksheets when needed or requested;

 Track and analyze resources assigned to the 

operation;

 Develop and maintain the Incident Telephone 

Communication Plan (ICS 205A) and the 

Organization Chart(s) (ICS 207);

 Produce the IAP using the IAP builder or another 

similar system/process; and

 Transfer the information on the Approved Operational 

Planning Worksheet (FEMA 215) to the Assignment 

List (Incident Command System [ICS] 204).
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Planning Support Unit

Planning Support Unit Leader (PLSL)

The PLSL reports to the PSC and is responsible for preparing 

plans for the incident. Primary duties include the following:

 Synchronize incident management planning efforts 

with Incident Support Future Planning Unit 

counterparts in the Regional Response Center Staff 

(RRCS) and National Response Center Staff (NRCS);

 Aid in the assembly of the IAP;

 Manage the development of plans, including the 

Incident Strategic Plan (ISP), Continuity of Operations 

Plan (COOP), the Demobilization or Transition Plan 

and other Advance Operations Planning (AOP) for 

functional topics or contingency scenarios; and 

 Provide technical assistance, guidance and training to 

other functional elements such as Individual 

Assistance (IA), Public Assistance (PA), and Hazard 

Mitigation (HM) in the development of functional plans 

when requested or directed.

Situation Unit

Situation Unit Leader (SITL)

The SITL reports to the PSC and is responsible for situational 

awareness, including the collection, processing, and 

organization of all incident information. Primary duties include

the following:
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 Prepare, implement, and maintain the information 

collection plan;

 Identify and gather the appropriate Critical Information 

Requirements (CIR) and Essential Elements of 

Information (EEI);

 Produces the Situation Report (SITREP) in 

coordination with the Documentation Unit;

 Gather, analyze, update, and prepare situational 

information relevant to the incident;

 Prepare the Field Operating Report (FOR);

 Maintain the Situation Room, and coordinate the 

scheduling of its use;

 Coordinate with the state’s situation unit leader and 

other appropriate state planning section members;

 Produce the IAP Cover Sheet (ICS 200), the Incident

Objectives (ICS 202), and the Meeting Schedule (ICS 

230); and

 Develop the Incident Map with the assistance of the 

Geospatial Information System Unit Leader (GIUL).

Documentation Unit

Documentation Unit Leader (DOCL)

The DOCL reports to the PSC and is responsible for 

maintaining accurate, up-to-date incident files stored for legal, 

analytical, and historical purposes. Primary duties include the 

following:

 Set up the Documentation Unit work area;

 Ensure establishment of adequate duplication and 

destruction services for the Planning Section;
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 Produce the SITREP in coordination with the Situation 

Unit;

 Ensure the completeness and accuracy of incident 

information products prepared by the Documentation 

Unit;

 Coordinate with the PSC to evaluate the need to 

designate reports or documents as For Official Use 

Only;

 Establish and maintain electronic files and the filing 

system within the Planning Section;

 Finalize and distribute Planning Section products, as 

directed; and

 Develop and maintain the Incident Chronology.

Geospatial Information System (GIS) 

Unit

Geospatial Information System Unit Leader (GIUL)

The GIUL 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, and 

the acquisition and dissemination of remote sensing data. 

Primary duties include the following:

 Provide spatially referenced information, products, 

and services to enhance decision making;

 Coordinate with appropriate geospatial stakeholders 

to prevent duplication of effort and to promote 

information sharing;
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 Maintain close coordination with the FEMA National 

Response Coordination Center (NRCC) and Regional 

Response Coordination Center (RRCC) geospatial 

staff;

 Brief customers on geospatial capabilities and 

activities; and

 Set geospatial priorities based on incident 

requirements.

Geospatial Information System Manager (GIMG)

The GIMG reports to the GIUL and is responsible for the 

production of spatial products, the collection and dissemination 

of spatial data and analysis, and the acquisition and 

dissemination of remote sensing data. Primary duties include

the following:

 Manage workflow production and distribution of 

geospatial products;

 Implement the data management process, and 

ensure staff adheres to procedures;

 Ensure that plans and procedures are established for 

data backup in coordination with IT; and

 Adhere to copyright, disclaimer, licensing, and other 

sensitive product and data distribution protocols.

Geospatial Information System Specialist (GISP)

The GISP reports to the GIMG and conducts basic geoprocessing; develops geospatial products; uses specialized

geospatial software to create, maintain, and update geospatial 

databases; and supports customers, as needed.
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CHAPTER 7: LOGISTICS

SECTION

Introduction

The Logistics Section is responsible for supporting the incident 

management organization and responding to state requests. 

The Logistics Section coordinates logistics support and 

provides facilities, equipment, supplies, and services to the 

incident in response to incident priorities and requirements. 

The Logistics Section orders, tracks, and delivers resources to 

meet the requirements of the incident management 

organization. This includes providing logistical support for 

establishing and maintaining incident facilities, such as the 

Joint Field Office (JFO), Area Field Offices (AFO), and Disaster 

Recovery Centers (DRC).

Organizational Structure

Figure 36 shows the Logistics Section position structure.
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Figure 36: Logistics Section Position Structure 

Position Descriptions, Roles, 

and Responsibilities 

Logistics Section Chief (LSC) Type 1, 2, and 3 (LSC1, 

LSC2, LSC3) 

The LSC position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. The LSC reports to the Federal 

Coordinating Officer (FCO). The LSC is responsible for 

providing facilities, services, material, and equipment in 

support of the incident. The LSC participates in the 
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development and implementation of the Incident Action Plan 

(IAP) and activates and supervises the branches and units in 

the Logistics Section. As with all other Command and General 

Staff (C&GS) positions, the LSC coordinates directly with its 

state, tribal, or territorial counterpart to support the Unified 

Coordination Group (UCG).

Primary duties include the following:

 Plan, implement, lead, and oversee the Logistics 

Section organization;

 Provide leadership and direction to the Logistics 

Section, and assign work locations and tasks;

 Notify the Planning Section/Resources Unit of the 

Logistics Section units activated, including names and 

locations of assigned personnel;

 Coordinate space requirements with Operations

Section, External Affairs, and Planning Section for 

identification and establishment of JFO, AFO, and 

DRC locations;

 Keep subordinates informed, and provide advice and 

input to the FCO and C&GS as the subject matter 

expert for Logistics;

 Participate in the incident action planning process;

 Develop an incident-wide common operating picture

(COP) of resource use and consumption rates;

 Translate current and projected operational 

requirements into a Logistics Concept of Support, in 

coordination with the Operations Section or the 

Staging Area Branch Director (STBD), if activated;

 Identify logistics requirements for planned and 

expected operations, and ensure adequate resources 

are available for operational employment; and
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 Coordinate with the Operations and Planning 

Sections and FEMA Headquarters (HQ) Logistics to 

develop the Demobilization Plan, including timelines, 

staffing levels, and facilities closeout.

Logistics Specialist (LGSP)

The LGSP is used throughout the Logistics Section, as 

needed, for assisting with the receiving, storing, inventorying, 

and distributing of supplies while maintaining security and 

accountability.

External Support Branch

External Support Branch Director (LXB) Type 1 and 2 

(LXB1, LXB2)

The LXB position is typed 1 and 2 to correspond to the 

appropriate incident level. The LXB reports to the LSC and is 

responsible for providing logistical support for external

operations. Figure 37 shows the LXB position structure.
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Figure 37: External Support Branch Position Structure

The LXB supervises Ground Support, Federal Staging Area, 

and Manufactured Housing activities and Unit Leaders. 

Primary duties include the following: 

 Work closely with the STBD or Staging Area Group 

Supervisor (STGS), as applicable, to address staging 

area operational issues;

 Oversee Staging Area support functions, 

Manufactured Housing Unit (MHU) operations, and 

External Facilities, such as DRCs, Mass Care 

Facilities, Responder Support Camps, or other

facilities outside of the JFO;
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 Structure, staff, equip, and sustain staging area 

operations;

 Maintain running estimates to ensure adequate 

resources are available for operational requirements,

and ensure the staging area is capable of meeting 

current, emerging, or anticipated operational resource 

requirements;

 Determine initial staging requirements to support the 

incident objectives in coordination with section chiefs, 

branch directors, and state partners;

 Work with the Operations Section to project the

state’s requirements, and adjust accordingly to 

include mobile and fixed DRCs, AFOs, and MHUs;

 Determine external facility requirements to support 

the incident objectives in coordination with section 

chiefs, branch directors, and state partners; and

 Collect, analyze, and apply situational information to 

develop and coordinate branch demobilization.

Manufactured Housing Unit Leader (MHUL)

The MHUL reports to the LXB (when activated) and is 

responsible for the overall project management of the Logistics 

MHU organization. The MHUL assesses and oversees staffing 

requirements, coordinates deployment of staff, and identifies 

MHU supply chain requirements with the Logistics Support 

Services Branch at FEMA HQ. Primary duties include the 

following:

 Coordinate with the Individual Assistance (IA) 

Housing Group Supervisor (HUGS) to ensure that 

initial MHU allocations have been approved;
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 Coordinate with IA HUGS to gather number and type 

of units required from national storage sites for the 

MHU mission;

 Assist with new MHU procurement activities;

 Define and oversee contract support requirements for 

the MHU Unit;

 Determine funding requirements (procurement, pad 

leases, installation, maintenance, and deactivation);

 Coordinate with the Contract Officer Representatives 

(COR) to ensure contractual requirements are fully 

covered;

 Complete environmental planning, historic 

preservation, and floodplain management reviews 

before site preparation and MHU placement; and

 Ensure pertinent files and records are completed and 

turned over to the regional office.

Manufactured Housing Manager (MHMG)

The MHMG reports to the MHUL and coordinates contract 

oversight and documentation for private, commercial, and 

group site MHU operations. The MHMG duties include but are 

not limited to the following:

 Serve as the COR based on the scope and 

complexity of the MHU mission;

 Identify available commercial and group sites within a 

reasonable commuting distance of displaced 

survivors in coordination with IA HUGS;

 Coordinate permit compliance, permit fees, and 

inspection activities with appropriate authorities;
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 Request deployment of Manufactured Housing 

Specialists (MHSP) to MHU storage sites or staging 

areas, as required;

 Conduct joint program acceptance of MHUs;

 Monitor use of FEMA’s MHU information system of 

record;

 Ensure site inspection requests, work orders, and 

record management are accurate and complete;

 Oversee site inspection requests;

 Review completed site inspection requests;

 Coordinate with utility companies to activate electrical 

service connections for FEMA MHUs; and

 Monitor the inspection, installation, and maintenance 

of MHUs on private, commercial, and group sites.

Manufactured Housing Specialist (MHSP)

The MHSP deploys to field locations as technical monitors and 

will assist the COR with verifying that MHU installation, 

maintenance, deactivation, group site, and commercial park 

expansion contractor performance are completed. The MHSP 

duties include but are not limited to the following:

 Assist immediate supervisor with identifying available 

commercial pads/group sites with wraparound 

services;

 Assist immediate supervisor with verifying 

manufactured housing unit setup permit and 

inspection requirements;

 Identify potential waivers for permits and inspections, 

to include identifying potential transportation 

restrictions;

 Complete Ready for Occupancy (RFO) inspections;
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 Perform commercial and private site inspections;

 Assist with land use assessments to determine 

feasibility of potential group site locations, to include 

existing utilities, capabilities, and capacity using 

appropriately skilled people;

 Conduct site visits of unit installations in order to 

verify and document the contractor’s work progress;

 Conduct site visits of commercial site upgrades;

 Conduct site visits of group sites under construction 

using appropriately skilled people (e.g., U.S. Army 

Core of Engineers [USACE]) in order to verify and 

document work progress;

 Conduct site visits of private or commercial site 

deactivations; and

 Conduct turnover of keys to IA for lease-in to survivor.

Manufactured Housing Support Specialist (MHSS)

The MHSS reports to the MHMG, operates and updates the 

MHU automated information system of record, and 

consolidates documentation in support of the MHU housing 

mission. The MHSS duties include but are not limited to the 

following:

 Prepare Unit Installation Work Order (FEMA 

Form 90-26);

 Record MHU receipt and dispatch actions;

 Enter private, commercial, and group site pads;

 Review submitted Manufactured Housing Unit 

Inspection Report (FEMA Form 90-13) and 

accompanying RFO Status (FEMA form and record);

 Assist COR personnel with maintenance of the 

contract/COR files;
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 Compile records of all Environmental Planning and 

Historic Preservation reviews;

 Compile records of all abbreviated eight-step process 

actions for floodplain management regulatory 

compliance;

 Maintain paper copies of all FEMA forms pertinent to 

manufactured housing;

 Maintain all documentation;

 Create and forward a site request back to the COR, 

and, in return, the COR gives the site request to the 

Contractor;

 Receive completed site inspection reports and/or 

work orders from the COR;

 Maintain utility accounts for commercial and group 

sites, if designated as COR; and

 Retain all maintenance records of MHUs repaired by 

the contractor, and ensure maintenance records 

information is logged into the agency system of 

record.

Ground Support Unit Leader (GSUL)

The GSUL reports to the LSC or LXB, when activated, and is 

responsible for transportation services. The GSUL oversees 

fueling, service, maintenance, and repair of vehicles and other 

ground support equipment, including incident traffic plans. 

Primary duties include the following:

 Establish the Ground Support Unit, and oversee its 

activities;

 Coordinate with the Facilities Unit Leader (FACL) to 

establish the facilities layout, such as parking, fueling, 
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maintenance, loading/unloading heavy equipment, 

shelter, traffic flow, and space for expansion;

 Provide multi-modal transportation of resources and 

supplies based on anticipated needs, priorities, and 

requests; 

 Maintain a support vehicle inventory (FEMA Incident 

Command System [ICS] Form 218) of all 

transportation vehicles;

 Notify the Resources Unit of all status changes of 

vehicles;

 Ensure that accident and incident reports are 

completed accurately and forwarded to the 

appropriate authority;

 Collect and record information on rental, contract, and 

agency equipment;

 Ensure that Fleet Mobile Communication Office 

Vehicle Managers have needed resources;

 Coordinate with other units to manage hazardous 

materials, like petroleum, according to applicable 

regulations, including environmental regulations; and 

 Ensure that pre- and post-inspections are completed.

Fleet Manager (FTMG)

The FTMG reports to the GSUL and is responsible for 

obtaining, maintaining, assigning, and scheduling incident fleet 

vehicles. The FTMG is also responsible for fueling, service, 

maintenance, and repair of vehicles and other ground support 

equipment in support of staging area operations. The FTMG 

must have COR qualifications. Primary duties include the 

following:
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 Identify and obtain vehicles to meet incident 

requirements;

 Coordinate with incident management (C&GS 

elements) to identify vehicle requirements;

 Maintain systems for the effective control and 

accountability of all motor vehicle fleet assets;

 Track and monitor fleet usage and expenditures;

 Coordinate with the Supply Unit to order parts and 

services for ground support equipment using exact 

specifications; and

 Assess the site for support service requirements, 

including fuel, maintenance, onsite transport services, 

driver needs, and onsite personnel.

Transportation Manager (TSMG)

The TSMG reports to the GSUL to coordinate and provide

transportation management functions in support of incident 

management operations. TSMGs are responsible for all 

aspects of transportation management functions, which 

encompass deployment, movement tracking, and 

redeployment operations. Primary duties include the following:

 Deploy and retrograde all equipment and 

commodities destined for distribution centers and

strategic partners’ home sites;

 Coordinate with the Check-In and Check-Out 

Logistics Specialist to ensure trailers are logged as 

they enter and exit the site and processed through the 

Receiving and Distribution Manager;

 Host/participate in daily transportation synchronization 

boards (National Response Coordination Center 

[NRCC] hosts and the Regional Response 
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Coordination Center [RRCC] participates) to provide a 

common operational picture to the field, reporting on 

the status of inbound shipments and other 

transportation-related issues; 

 Ensure transportation platforms have proper 

transportation documentation (Bill of Lading) for 

authorization to move resources for both response 

and retrograde requirements; 

 Responsible for tracking transportation platforms 

moving resources in response and retrograde to 

include mission-assigned and contracted resources; 

and 

 Ensure all strategic partner shipment data is received 

from the applicable agency and uploaded into the 

Logistics Supply Chain Management System 

(LSCMS).

Federal Staging Area Unit Leader (FSUL)

The FSUL reports to the LSC or the LXB, depending on which 

entity is in control of the staging area. When activated, the 

FSUL is responsible for establishing and managing a staging 

area.

Primary duties include the following:

 Work closely with the STGS to address staging area 

operational issues;

 Establish the staging area, and manage staging area 

activities, personnel, facilities, equipment, and support 

services;

 Ensure the staging area has adequate resources to 

meet current, emerging, or anticipated operational 
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requirements, in coordination with the controlling 

entity;

o The controlling entity may be in a number of 

organizations, depending on incident 

characteristics. The controlling entity will be 

defined in an operations order. For example:

NRCS, RRCS, state officials, STBD, 

Operations Section Chief (OSC), LXB, or 

LSC;

 Ensure accountability and business processes are 

implemented, followed, and documented;

 Coordinate with the landlord or designated official on 

expectations, restrictions, responsibilities for repairs, 

and geographic boundaries;

 Approve the site layout;

 Ensure support services are provided (i.e., portable 

toilets, wash stations, dumpsters, fuel, and medical 

services);

 Coordinate security needs with the site security 

representative or military installation;

 Coordinate with the Safety Officer to ensure oversight 

and compliance with all safety regulations;

 Provide status of staged resources to the controlling 

entity and designated authorities;

 Dispatch available resources in response to OSC or 

STBD requirements;

 Manage empty trailers, and coordinate retrograde 

with FEMA HQ Logistics;

 Ensure adequate meetings and briefings are 

conducted to provide personnel on the staging area 

with situational awareness;
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 Participate in the incident action planning process, as 

directed;

 Participate in the Operations Tactics Meeting;

 Represent the staging area in meetings and 

conference calls as a subject matter expert to provide 

guidance and situational awareness; and

 Approve and execute the site closure and 

Demobilization Plan.
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Support Branch

Figure 38 shows the Support Branch position structure. 

Figure 38: Support Branch Position Structure
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Support Branch Director (LSB) Type 1 and 2 (LSB1, 

LSB2)

The LSB position is typed 1 and 2 to correspond to the 

appropriate incident level. The LSB reports to the LSC and is 

responsible for providing logistical support (including receiving, 

storing, distributing, and accounting) for all FEMA operations.

The LSB supervises and supports the Ordering Unit Leader 

(ORDL), Supply Unit Leader (SPUL), and FACL. Primary 

duties include the following:

 Ensure accountability for government-owned 

equipment and materials in accordance with Federal 

Property Management Regulations and FEMA 

property management policies;

 Ensure the implementation of the Single Point Order 

Tracking (SPOT) process;

 Provide spend plan projections to the LSC;

 Oversee JFO set up and build-out, including lease, 

safety, security, parking, storage, communications 

requirements, network infrastructure, utilities, copiers, 

custodial service, and other responsibilities; and

 Coordinate the closeout of the JFO.

Ordering Unit Leader (ORDL)

The ORDL reports to the LSB, when activated, and is 

responsible for establishing a SPOT system for ordering and 

tracking all resources (e.g., supplies, equipment, services, 

personnel, and/or teams) for the incident (Appendix G). The 

ORDL also ensures the implementation and maintenance of 

the logistics supply chain system of record. Primary duties 

include the following:
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 Oversee the activities of the Ordering Unit;

 Ensure usage of the approved automated logistics 

supply chain system of record to request, order, ship, 

retrograde, receive, and report on logistics supply 

chain resources (commodities/assets);

 Oversee the execution of orders under the micro 

purchase threshold on purchase cards;

 Coordinate with the Finance/Administration Section 

Chief to request and manage funds, execute 

contracting authority, and validate the receipt of items 

or services received to ensure prompt payment to 

vendors;

 Initiate Form 146-0-2 to support the purchase of 

supplies, equipment, and/or services, as required; 

and

 Implement and maintain a standard system for 

transferring order information to the Procurement Unit 

Leader to validate payment of recurring orders.

Ordering Manager (ORMG)

The ORMG reports to the ORDL and is responsible for 

ordering equipment, supplies, and personnel. Primary duties 

include the following:

 Manage the process for ordering supplies, equipment, 

personnel, teams, services, or commodities;

 Oversee the execution of orders under the micro 

purchase threshold on purchase cards;

 Ensure that funding is available to make purchases 

and process requests for additional funds;

 Validate additional funding requests generated by 

subordinates; and
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 Verify that all vendor payments are processed and 

closed out in accordance with policies and 

procedures.

Ordering Specialist (ORSP)

The ORSP reports to the ORMG and is responsible for 

establishing the best source of supply, identifying vendors, and 

ordering supplies, equipment, personnel, teams, and 

commodities.

Logistics Systems Manager (LYMG)

The LYMG reports to the ORDL and is responsible for the setup, use, and maintenance of FEMA-approved automated 

logistics systems. Primary duties include the following:

 Maintain an inventory of commodities as the system 

of record;

 Manage FEMA-approved automated logistics systems 

setup and use;

 Make required requests to the approving authority, 

such as system access rights, site code, and new 

item identifiers;

 Ensure that all system processes are complete, 

including archive file maintenance and order closeout;

 Supervise FEMA-approved automated systems used

for tracking, ordering, shipping, receiving, inventory 

management, and requesting resources;

 Familiarize staff on techniques and approaches used 

in creating accurate and applicable reports; and
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 Initiate corrective actions, report discrepancies to the 

immediate supervisor, adjust system data, and direct 

subordinates to take appropriate action.

Logistics Systems Specialist (LYSP)

The LYSP reports to the LYMG and is responsible for the 

correct and appropriate use of FEMA-approved automated 

logistic systems.

Supply Unit Leader (SPUL)

The SPUL reports to the LSC or LSB, when activated, and is 

responsible for receiving, storing, and distributing supplies on 

the incident. The SPUL maintains adequate inventories and 

accountability of supplies, material, and equipment. Primary

duties include the following:

 Maintain a status of inventory, and adjust stock levels,

as needed;

 Provide spend plan projections to the LSB, as 

requested;

 Ensure a centralized mail distribution and pickup 

center is established;

 Establish and oversee a receiving and distribution 

operation;

 Resolve customer complaints and internal issues in a 

timely manner;

 Supervise the activities of the Supply Unit: ensure 

supplies and materials are available when needed, 

mail delivery is timely and accurate, and accountable 

property is distributed and tracked; and
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 Ensure that unit operations are accurately 

documented (e.g., hand receipts, inventory records, 

and mail logs).

Supply Manager (SPMG)

The SPMG reports to the SPUL and is responsible for the 

establishment and management of the supply room, including 

receiving, storing, inventorying, and distributing supplies for the 

incident. Primary duties include the following:

 Develop a plan to organize the supply room, including 

the efficient use of space, easy user access, and 

adequate security;

 Establish the inventory process;

 Analyze and adjust the supply inventory and restock 

levels;

 Communicate stocking levels and inventories to 

subordinates;

 Ensure subordinates use appropriate sources of 

supply;

 Manage materials and supplies receipt while ensuring 

security and accountability;

 Ensure subordinates provide efficient and courteous 

customer service;

 Monitor open order status;

 Coach subordinates on best practices in 

documentation for tracking open orders; and

 Oversee distribution of received items to proper 

recipients while maintaining accountability.
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Receiving and Distribution Manager (RDMG)

The RDMG reports to the SPUL and is responsible for 

warehouse management (including receiving, storing, 

inventorying, and distributing supplies and equipment) and 

establishing a centralized mail distribution and pickup center to 

include courier service, if required. Primary duties include the 

following:

 Organize the physical layout of the warehouse area;

 Set up a filing system for receiving and distributing 

supplies and equipment;

 Notify the ORDL of supplies and equipment received,

and provide required paperwork, including receiving 

reports and receipts; and

 Coordinate with the Accountable Property Manager 

(APMG) to assign barcodes to all accountable 

property.

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 executes the Property 

Management Strategy developed by the Property Management 

Officer (PMO). The APMG assigns Accountable Property 

Specialists (APSP) to facilities and locations, as appropriate, to 

ensure property accountability. Primary duties include the 

following:

 Ensure that items are accurately received and input 

into the Inventory System of Record (ISR);
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 Ensure that dictionary definitions for new information 

are created;

 Ensure that all accountable property is bar coded in 

accordance with the National Incident Management 

System (NIMS), ICS, and the Field Operations Guide

(FOG);

 Ensure that the receiving documentation process is 

followed;

 Ensure that hand receipts are complete and accurate;

 Coordinate asset removal procedures with security;

 Ensure that all assets are organized, stored, and 

secured;

 Determine the appropriate inventory type;

 Review discrepancy reports to identify corrective 

actions;

 Generate an annual inventory certification 

memorandum, as required;

 Oversee the Report of Survey processes;

 Process excess accountable property;

 Forward the excess property list to the PMO;

 Ensure that internal and external agency materials 

are received in the ISR;

 Coordinate property distribution, as directed by the 

National Utilization Officer (NUO);

 Consolidate all property documents for record 

retention in accordance with the FOG; and

 Ensure that all processes adhere to FEMA Manual 

119-7-1, Personal Property Management.
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Accountable Property Specialist (APSP)

The APSP reports to the APMG and 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 Property Officer (APO) and are charged with 

establishing and maintaining formal property records.

Facilities Unit Leader (FACL)

The FACL reports to the LSB and is responsible for the layout 

and setup of facilities. The FACL supervises and supports the 

Facilities Manager. Primary duties include the following:

 Establish and staff the Facilities Unit based on the 

immediate supervisor’s direction;

 Determine space and other requirements for the JFO 

based on staffing levels; and

 Coordinate with relevant partners such as the General 

Services Administration (GSA), USACE, and state 

and local agencies to identify potential locations for 

facilities (JFO and AFOs, if needed) based on 

requirements;

 Participate in the site selection, and coordinate with 

the Logistics supervisor, Communications Unit Leader 

(COML), Safety, Security, and other relevant parties 

to identify available and suitable sites;

 Supervise build-out office setup to ensure they are in 

accordance with plans and mission requirements;

 Document complete facilities points of contact (owner, 

manager, janitor, and emergency contact);
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 Prepare facilities’ layouts, and reallocate space and 

resources on the plan as requirements change;

 Communicate with lessor regarding problems with the 

facility;

 Coordinate with the Security Manager, the Disability 

Integration Advisor, safety officers, and Environmental 

Planning and Historic Preservation on topics 

particular to each office;

 Provide facility maintenance services (e.g., sanitation, 

lighting, cleanup, and other services);

 Maintain facility records; and

 Provide a Demobilization Plan to the LSC.

Facilities Manager (FLMG)

The FLMG reports to the FACL and is responsible for 

establishing a JFO and providing for the facility management 

services for the assigned facility. Primary duties include the 

following:

 Ensure that all facilities and equipment are set up and 

functioning properly;

 Supervise office facility setup;

 Develop a safety plan, including an evacuation plan, 

for the facility in coordination with the safety officer 

while adhering to all applicable safety regulations;

 Act as a contracting officer representative for leases,

as required, or assign a subordinate; and

 Prepare a Demobilization Plan for all equipment and 

services and present to FACL.
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Service Branch

The Logistics Information Technology (IT) Service Branch is 

ultimately responsible for establishing and providing 

communications, connectivity and support at all federal field 

response personnel and facilities, and should not be confused

with the Disaster Emergency Communications (DEC) Branch

in Operations, which provides communications to the state,

local, tribal, and territorial entities. DEC Mobile Emergency 

Response Support (MERS) assets may be requested to 

provide communication resources (personnel and equipment) 

in support of the Logistics Service Branch in establishing 

telecommunications and data systems for field operations.

Figure 39 shows the IT Service Branch position structure. 

Figure 39: IT Service Branch Position Structure
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IT Service Branch Director (LVB) Type 1 and 2

(LVB1, LVB2)

The LVB position is typed 1 and 2 to correspond to the 

appropriate incident level. The LVB, when activated, reports to 

the LSC and is responsible for the management of all IT 

service activities at the incident, including data, telecom, 

wireless and user support for all federal field personnel and 

facilities. Primary duties include the following:

 Evaluate potential site communications capabilities, 

and provide recommendations;

 Participate in the incident action planning process, as 

requested;

 Coordinate with IT Disaster Operations and IT Cadre 

Management to request IT assets (equipment, 

personnel, circuits, spectrum) and reporting 

situational awareness;

 Ensure the set-up and build-out of the JFO network 

infrastructure;

 Review and submit cost estimate for IT Infrastructure 

to the ORDL for inclusion in the overall spend plan;

 Direct and oversee Communication Unit(s) activities 

for communications infrastructure and end user 

support;

 Ensure IT end user support function is established 

though COML;

 Coordinate with the LSC to establish a Demobilization 

Plan and timeline for JFO closeout;

 Ensure that all FEMA IT equipment is recovered, 

staged, secured and prepared for transportation;
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 Coordinate the deployment of the Disaster Response 

Team (DRT) to demobilize and recover Disaster 

Response (DR) network equipment and return;

 Ensure circuit contracts are properly documented and 

terminated; and

 Approve or submit Network Inventory and 

Optimization Solution (NiOS) orders, if responsibility 

to do so is delegated by Regional IT Branch Chief 

(ITBC).

Communications Unit Leader (COML)

The COML reports to the LSC or LVB when activated and is 

responsible for identifying and providing data and voice 

connectivity and end user support for all field personnel and 

facilities. Primary duties include:

 Participate in pre-deployment conference call to specify 

communications requirements; ensure FEMA HQ

Logistics and IT (Office of the Chief Information Officer 

[OCIO]) are included;

 Initiate a Communications Unit conference call to 

establish detailed communication requirements;

 Determine IT Communications Unit personnel needs;

 Participate in the incident action planning process, as 

requested;

 Provide technical expertise regarding all forms of IT, 

both wired and wireless, management and leadership;

 Manage and coordinate internal facilities’

communications entities MERS and DRTs;

 Develop plans for the effective use of voice and data 

communications equipment and facilities;
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 Provide input and expertise to aid in the search for a 

facility;

 Recommend communications facility requirements to 

support operational needs;

 Provide for interim communications as required, and 

develop a communications continuity plan;

 Notify ORDL or Resource Support Section of all 

requests for communications services or equipment 

and provide contractual documents in a timely manner;

 Coordinate or submit appropriate requests for required 

equipment, supplies and services through NiOS;

 Review and direct the implementation of the 

communications infrastructure design plan, as 

approved by the LVB;

 Ensure installation and testing of connectivity, 

infrastructure and networked devices;

 Ensure coordination with Enterprise Service Desk 

(ESD) on remote and onsite end user support;

 Coordinate with the Network Manager (NEMG), 

Telecom Manager (TEMG), IT Service Manager 

(ITSM), MERS, and the DRT to develop a cost 

estimate for IT infrastructure, both wired and wireless, 

and submit to the LVB for spend plan inclusion;

 Oversee IT customer service to FEMA and interagency 

(federal, state, tribal, and territorial) end-users;

 Prepare and/or review and approve the Radio 

Communications Plan (FEMA ICS Form 205) when 

needed in coordination with the DEC Group 

Supervisor;

 Oversee the recovery of communications equipment—

both FEMA’s and those leased from the sites; and
November 2017 

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 Ensure the termination of all circuits at all locations with 

Map Service Center (MSC), in coordination with the 

Regional ITBC.

IT Service Manager (ITSM)

The ITSM reports to the COML and is responsible for 

managing end user support requirements, Tiered Support and 

escalation, ESD coordination, and all forms of IT customer 

service to FEMA and interagency end-users at all levels. 

Primary duties include the following:

 Supervise the establishment and operation of the IT 

Help Desk;

 Coordinate with ESD for creation and management of

disaster specific Remedy Groups;

 Submit support staff and update customer information 

and location in Remedy;

 Collaborate with the ESD on Remedy requests;

 Collaborate with NEMG and TEMG on effective use of 

IT support assets;

 Supervise IT Specialists providing end user support;

 Verify incoming IT Specialist EP accounts and 

facilitate submission when required;

 Supervise verification of customer account status;

 Supervise, evaluate, assign and escalate IT requests;

 Follow up with end users and requestors on resolved 

Remedy tickets to validate resolution and close or 

escalate;

 Provide Remedy, planning and situational awareness 

reports to COML and LVB;

 Notify COML and LVB of IT alerts, outages, and 

notifications as posted on the ESD SharePoint;
November 2017 

7-31

 Coordinate, collaborate and document trend analysis 

and best practices to COML and LVB for leadership 

situational awareness, reports, briefings and after 

actions;

 Manage collection, submission, completion and 

securing of network access forms;

 Ensure IT equipment is ready for distribution with 

current versions, patches and updates;

 Coordinate with Reception, Staging, Onward 

Movement, and Integration (RSOI) IT point of contact

to prepare for incoming users, reporting and tracking 

purposes;

 Supervise email distribution list creation and 

population;

 Coordinate creation and management of disaster 

specific shared resources (SharePoint);

 Coordinate with the NEMG, TEMG, MERS, and the 

DRT to develop a cost estimate for IT infrastructure, 

both wired and wireless, and submit to the LVB for 

spend plan inclusion;

 Provide phone numbers to Planning and review the 

Incident Telephone Communications Plan (FEMA ICS 

Form 205A) for the IAP;

 Coordinate support and requests for IT assistance 

from remote field offices;

 Validate hardware and software requests for 

compliance with the Department of Homeland 

Security (DHS) and FEMA enterprise architecture 

standards (e.g., Technical Reference Model [TRM]);

 Escalate requests for nonstandard software to the 

COML, LVB and Regional IT Branch Chief for 
November 2017 

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submission to the Enterprise Architect for approval; 

and

 Ensure personnel disaster check-in and check-out 

process is completed.

Telecom Manager (TEMG) 

The TEMG reports to the COML and is responsible for the 

installation, monitoring, support, and maintenance of telephony 

hardware and wired/wireless connectivity for all federal field 

personnel and incident facilities. Primary duties include the 

following:

 Provide input and expertise to aid in the search for a 

facility;

 Identify the demarcation point (DMARC) location, 

accessibility, capacity, proximity to central office, 

existing telecommunication infrastructure, and heating 

ventilation, and air conditioning (HVAC) conditions;

 Identify and document existing plain old telephone 

service (POTS) number, and Circuit ID number for 

FEMA vendor liaison communications check;

 Verify cellular voice and data service capability, and 

identify the best wireless service provider for each 

location;

 Provide recommendations on network layout design 

plan, identifying device placement and secured 

locations telecom equipment;

 Provide input of telephone numbers assigned to staff 

for the Communications Plan (FEMA ICS Form 

205A);

 Coordinate with the NEMG to create the design plan 

for the immediate supervisor’s review;
November 2017 

7-33

 Identify and mitigate potential design issues related to 

telecom;

 Coordinate and provide recommendations for telecom 

asset ordering;

 Implement initial site set up based on the design 

Netplan;

 Coordinate with the NEMG, ITSM, MERS, and DRT to 

develop a cost estimate for IT infrastructure, both 

wired and wireless, and submit to the LVB for spend 

plan inclusion;

 Conduct telephone switch installation;

 Oversee installation and testing of the voice and data 

cable infrastructure;

 Perform and direct cable terminations to end-point 

designation with proper labeling in accordance with 

the design plan;

 Oversee and direct the installation, configuration, 

testing and labeling of telephony infrastructure and 

devices;

 Manage initial set-up and configuration of end-user 

hardware;

 Analyze and investigate assigned Remedy tickets;

 Oversee the monitoring of alarms and alerts for 

telephone switches;

 Oversee the assignment of Digital ID (DID) and 

analog phone numbers;

 Coordinate troubleshooting and maintenance with the 

National Operations Center (NOC); and

 Direct IT equipment recovery.
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Network Manager (NEMG)

The NEMG reports to the COML and manages the 

establishment, maintenance, troubleshooting, and support of 

network communications and personnel for all FEMA field 

personnel and incident facilities. Primary duties include the 

following:

 Provide recommendations for facility selections based 

on site survey;

 Identify the DMARC location, accessibility, capacity, 

proximity to central office, existing network 

infrastructure, and potential connectivity and security 

issues;

 Identify and document existing POTS number, and 

Circuit ID number for FEMA vendor liaison 

communications check;

 Provide recommendations network layout design 

plan, identifying IP device placement and secured

locations for DR equipment (server room, managed 

switches, etc.);

 Identify and mitigate potential design issues;

 Coordinate with the ITSM, TEMG, MERS, and the 

DRT to develop a cost estimate for IT infrastructure, 

both wired and wireless, and submit to the LVB for 

spend plan inclusion;

 Identify and mitigate potential design issues;

 Implement initial site set-up based on the design plan;

 Conduct the server pre-installation activities—rights, 

file share, print queues, domain local groups;

 Assist the DRT with server kit installation;

 Install and configure AV equipment for video 

teleconferencing (VTC);
November 2017 

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 Establish server backup routine;

 Validate the Active Directory (AD) Organizational Unit 

(OU);

 Manage network infrastructure installation;

 Coordinate with vendors for voice and data service 

delivery;

 Ensure that the workstation configuration is in 

accordance with current FEMA standards;

 Supervise initial set-up, installation, and configuration 

of agency-approved customer hardware and software;

 Analyze and investigate assigned Remedy tickets;

 Ensure network connectivity and server operation;

 Comply with DHS/FEMA network Cyber Security 

standards and requirements;

 Perform and verify daily backup functions and backup 

library;

 Coordinate troubleshooting and maintenance with the 

NOC; and

 Confirm IT equipment recovery.

IT Specialist (ITSP)

The ITSP reports to either the ITSM (as customer support) or 

the NEMG (as facility infrastructure installation and 

maintenance) and provides IT services as directed. Primary 

duties include the following:

 Run, terminate and test cables and wiring in 

accordance with the design plan;

 Install, configure and label Internet Protocol (IP) based 

devices in accordance with the design plan and 

security protocols;
November 2017 

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 Verify computers have latest FEMA Image prior to 

issuance;

 Update computers based on operational requirements 

in compliance with the TRM;

 Assist with setup and maintenance of audio visual

equipment;

 Utilize the Remedy Service Desk system for ticket 

assignment;

 Provide Tier 1 support through Remedy to include first 

contact resolution, Logon/Login issues, Password 

issues, Domain group membership, TRM compliance;

 Provide Tier 2 customer support as assigned through 

Remedy;

 Escalate to Tier 2 customer support through Remedy to 

include onsite troubleshooting/resolution, relocation of 

IT/Telecom equipment, customer education on IT 

devices and services, desktop/desk side support;

 Access systems administration tools that are pertinent 

to user support;

 Provide updates to ITSM on outstanding/unresolved IT 

requests; and

 Document installation and configuration details for 

future reference.

Telecom Specialist (TESP)

The TESP reports to the TEMG and provides support and 

maintenance of telephony hardware and wired/wireless 

connectivity as detailed and under the direction of the 

TEMG.
November 2017 

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CHAPTER 8: FINANCE/

ADMINISTRATION SECTION

Introduction

The Finance/Administration Section provides financial and/or 

administrative services to support incident management 

activities, monitors multiple funding sources, and tracks and 

reports the accrued cost of incident operations to forecast the 

need for additional funds before operations are negatively 

impacted and to ensure appropriateness of expenditures.

Organizational Structure

Figure 40 shows the Finance/Administration Section position 

structure.
November 2017 

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Figure 40: Finance/Administration Section Position Structure

Note: The Finance/Administration Section does not 

require branch directors to manage span of control. 
November 2017 

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Position Descriptions, Roles, 

and Responsibilities 

Finance/Administration Section Chief (FSC) Type 1, 

2, and 3 (FSC1, FSC2, FSC3) 

The FSC position is typed 1, 2, and 3 to correspond to the 

appropriate incident level. The FSC reports to the Federal 

Coordinating Officer (FCO) and is responsible for all financial, 

administrative, and cost-analysis aspects of the incident while 

adhering to all federal laws and regulations as the Federal 

Emergency Management Agency’s (FEMA) internal controls, 

as well as other processes and procedures. The FSC resolves, 

corrects, or reports issues with internal controls or instances of 

fraud, waste, or mismanagement. The FSC coordinates with 

the Logistics Section Chief (LSC), Operations Section Chief 

(OSC), Individual Assistance (IA), Public Assistance (PA), and 

Hazard Mitigation (HM) Branch Directors to ensure funding 

requirements are executed in accordance with established 

laws, regulations, Executive Orders, and Department of 

Homeland Security and FEMA policies. 

Functional responsibilities include funds control, document 

control, personnel actions, travel voucher preparation, 

acquisitions, and the financial aspects of mission assignments. 

The FSC is a certified comptroller. 

As with all other Command and General Staff (C&GS) 

positions, the Finance/Administration Section must enlist 

coordination and support among federal and state, local, 

territorial, and tribal staff to ensure mission success. Primary 

duties include the following: 
November 2017 

8-4

 Supervise human resources, procurement, training, 

travel, and cost units for the incident;

 Provide guidance, expertise, and analysis on financial 

and administrative management to the FCO and the 

C&GS;

 Use system-generated and ad hoc reports to oversee, 

analyze, reconcile, and manage financial activities;

 Ensure the preparation of periodic reports to the FCO 

and the Office of Chief Financial Officer (OCFO) on

the financial status of the incident;

 Establish joint protocols for the review, approval, and 

commitment of requisitions, allocations, requests for 

commitment of funds, and mission assignments;

 Maintain communications and awareness with the 

Regional Comptroller, and follow the chain of 

escalation within the OCFO for reporting and issue 

resolution;

 Maintain communications with regional personnel and 

follow the chain of escalation within the region for 

information sharing and issue resolution;

 Direct the review of every funding document to ensure 

correct fund coding, proper authorization, justification, 

and appropriateness of expenditures;

 Ensure that all funding conforms to federal

appropriations law, specifically with respect to the 

provisions of the Stafford Act and the Disaster Relief 

Fund;

 Supervise human resources, procurement, training, 

travel, and cost units for the incident;

 Establish and maintain a succession and 

management plan for the Finance/Administration 
November 2017 

8-5

Section, and delegate the authorities necessary to 

execute that plan; and

 Provide input to the Demobilization Plan.

Procurement Unit

Acquisition Procurement Unit Leader (PROC)

The PROC reports to the FSC and is responsible for the 

coordination of all procurement activities and the management 

of two or more procurement units. All procurement activities 

are directed in accordance with the Federal Acquisitions 

Regulations (FAR) and Homeland Security Acquisitions 

Regulations (HSAR). Primary duties include the following:

 Manage multiple Acquisition Contracting Managers

(CRMG);

 Serve as the acquisitions liaison to FEMA program 

offices and the C&GS;

 Provide subject matter expert advice to the 

Procurement Units on the development and review of 

procurement strategies and best practices to source 

and acquire goods and services;

 Perform contract actions, when required, for complex 

or specialized requirements; and

 Provide expert procurement advice, guidance, and 

information to coworkers, customers, and/or 

appropriate stakeholders.

Acquisition Contracting Manager (CRMG)

The CRMG may report to the FSC or the PROC and is 

responsible for the coordination and management of a single 
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procurement unit consisting of three to seven Acquisitions 

personnel. All procurement activities are managed in 

accordance with the FAR and HSAR. Primary duties include

the following:

 Manage multiple specialists;

 Coordinate with customers to determine and prioritize 

procurement unit requirements;

 Manage procurement unit planning, contract 

negotiation, award, administration, termination, and 

closeout activities;

 Perform contract actions, including complex or 

specialized requirements; and

 Provide procurement advice, guidance, and 

information to coworkers, customers, and/or 

appropriate stakeholders.

Acquisition Purchasing Specialist (APRS)

The APRS reports to the CRMG. All procurement activities are 

executed in accordance with the requirements of the FAR and 

HSAR. Primary duties include the following:

 Coordinate with customers to determine and prioritize 

procurement requirements;

 Conduct Simplified Acquisition Procedures (SAP) 

procurement planning, contract negotiation, award, 

administration, termination, and closeout activities; 

and

 Provide procurement advice, guidance, and 

information to coworkers, customers, and/or 

appropriate stakeholders.
November 2017 

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Acquisition Contracting Specialist (CRSP)

The CRSP reports to the CRMG. All procurement activities are 

executed in accordance with the requirements of the FAR and 

HSAR. Primary duties include the following:

 Manage one Acquisition Procurement Specialist 

(PRSP), if necessary;

 Coordinate with customers to determine and prioritize 

procurement requirements;

 Conduct SAP procurement planning, contract 

negotiation, award, administration, termination, and 

closeout activities; and

 Provide procurement advice, guidance, and 

information to coworkers, customers, and/or 

appropriate stakeholders.

Acquisition Procurement Specialist (PRSP)

The PRSP may report to an APRS, CRSP, or CRMG. The 

PRSP conducts the collection, entry, tracking, and 

maintenance of procurement-related data from multiple agency 

systems; creates and distributes financial reports, as required; 

and collects, prepares, and organizes documents and 

information required for contract files.

Acquisition Business Specialist (AQSP)

The AQSP reports to the CRMG and is responsible for 

executing Local Business Transition Team (LBTT) activities, 

coordinating vendor inquiry and outreach efforts and vendor 

education events, and conducting market research.
November 2017 

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Acquisitions Quality Assurance Specialist (AQAS)

The AQAS reports to the CRMG and provides quality 

assurance, technical monitoring, and administration of 

contracts to ensure precise delivery of negotiated goods or 

services in compliance with federal regulations.

Human Resources Unit

Human Resources Unit Leader (HRUL)

The HRUL reports to the FSC and is responsible for managing 

payroll, the Deployment Tracking System (DTS), and local 

hiring. Additional HRUL duties include the following:

 Ensure compliance with Privacy Act requirements to 

maintain the confidentiality of all human resources 

(HR) documents, including personal notes;

 Coordinate with Information Technology (IT) and 

Logistics for space and equipment to set up the 

payroll operations;

 Ensure the collection, review, and calculation of 

timesheets from FEMA personnel;

 Coordinate with the region to obtain staffing point of 

contact (SPOC) rights for the DTS function;

 Verify data compiled from DTS reports into the 

Situation Report (SITREP) template before

submission to the Planning Section;

 Manage recruitment and hiring activities to include 

assessing staffing requirements and monitoring the 

selection of local hires; and
November 2017 

8-9

 Oversee the evaluation of resumes/applications 

against job order requirements to determine eligibility.

Human Resources Manager (HRMG)

The HRMG reports to the HRUL and is responsible for 

managing payroll, the DTS, and local hiring. Primary duties 

include the following:

 Ensure compliance with Privacy Act requirements to 

maintain the confidentiality of all HR documents,

including personal notes;

 Ensure the collection, review, and calculation of 

timesheets from FEMA personnel;

 Provide WebTA training, as needed, and monitor DTS 

reports for accuracy, status of requests, and 

completeness;

 Verify data compiled from DTS reports into the 

SITREP template before submission to the Planning 

Section;

 Manage recruitment and hiring activities, to include 

assessing staffing requirements and monitoring the 

selection of local hires; and

 Oversee the evaluation of resumes/applications 

against job order requirements to determine eligibility.

Human Resources Specialist (HRSP)

The HRSP reports to the HRMG and is responsible for 

reviewing and submitting approved deployment requests 

through the agency deployment system. Additionally, the 

HRSP validates staffing reports for accuracy and 

completeness on agency disaster responders and other 
November 2017 

8-10

government agencies. Other HRSP duties include the 

following:

 Provide guidance and assistance to disaster reservist 

employees for insurance and health benefits 

enrollment;

 Provide guidance and assistance to disaster 

supervisors and employees in filing the Office of 

Workers’ Compensation Program (OWCP) claims and 

accident reports, providing advice and guidance on 

documentation and filing requirements;

 Receive, log, and evaluate resumes/applications 

against job order requirements to determine eligibility;

 Compare and reconcile time and attendance (T&A)

information with the deployment staffing report, 

ensuring WebTA has been validated and certified for 

every assigned disaster employee; and

 Check the time records for accuracy, and 

troubleshoot various pay issues.

Cost Unit

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-saving recommendations, and 

maintaining cost records. Primary duties include the following:

 Ensure that prescribed internal control processes are 

executed correctly, including but not limited to the 

travel voucher/expense report quality assurance 

review, and adherence to self-inspection program 
November 2017 

8-11

principles and other protocols established by the 

OCFO;

 Provide guidance, expertise, and analysis on financial 

and administrative management to incident personnel 

and Cost Unit staff;

 Establish joint protocols for the review, approval, and 

commitment of requisitions, requests for commitment 

of funds, and mission assignments;

 Oversee the review of financial information and 

reports on a daily basis;

 Direct the review of every funding document to ensure 

correct fund coding, proper authorization, justification, 

and appropriateness of expenditures;

 Ensure that all funding is in conformance with federal

appropriations law, specifically with respect to the 

provisions of the Stafford Act; and

 Ensure the maintenance and preparation for transition 

to the region of financial files in conformance with the

Self-Inspection Program Standard Operating 

Procedure (2600-014).

Funds Control Manager (FCMG)

The FCMG is responsible for supporting financial management 

activities in support of federally declared declarations. Primary 

duties include the following:

 Review fund requests, and determine validity and 

availability of funds;

 Provide approval of expenditure requests;

 Provide assistance to incident employees on travel 

policies, regulations, documents, forms, and 

procedures;
November 2017 

8-12

 Communicate with appropriate elements involved in 

the FEMA financial process;

 Establish communication with regional or FEMA 

Headquarters (HQ) personnel involved in the financial 

management process, as directed;

 Execute transactions in the financial management 

processing systems;

 Perform financial management activities;

 Monitor and review financial information and reports,

and make recommendations for the resolution of 

issues;

 Prepare or assist in the preparation of financial 

reports;

 Prepare the FCO report;

 Establish and maintain financial files; and

 Oversee performance and financial management 

activities.

Travel Manager (TVMG)

The TVMG reports to the COST and is responsible for incident 

travel services, including regulation guidance and voucher 

preparation. Primary duties include the following:

 Ensure communication with FEMA HQ and regional 

elements involved in the traveling program area, to 

include the Travel Payment Center, Regional Travel 

Specialist, and OCFO Travel Policy section;

 Ensure the availability of travel services to all 

deployed personnel;

 Correctly interpret and apply Federal Travel 

Regulations and FEMA travel policies;
November 2017 

8-13

 Oversee Travel Specialists (TVSP) in the preparation 

of travel vouchers to ensure quality assurance;

 Execute quality assurance process on all travel 

vouchers;

 Reconcile current and pending travel expenditures to 

the available obligation balance, and make 

recommendations for additional funding; and

 Oversee the preparation of travel-related waivers and 

the process for the travel voucher/expense report 

batch logs.

Travel Specialist (TVSP)

The TVSP reports to the TVMG and is responsible for assisting 

travelers prepare travel vouchers in compliance with 

appropriate regulations using the travel manager software

(e.g., Concur software).

Training Unit

Disaster Field Training Operations (DFTO) Training 

Unit Leader (TRNL)

The TRNL reports to the FSC and is responsible for developing 

and implementing incident training and overseeing the 

administration of FEMA Qualification System (FQS) Position 

Task Books (PTB) on the incident. Primary duties include the 

following:

 Develop a training plan in alignment with incident 

strategic plan and incident objectives;

 Oversee the development of guidance and training 

products, including a training needs assessment, 
November 2017 

8-14

training plans, training calendar, weekly training 

reports, FQS reports, and closeout reports;

 Brief senior leadership to inform their decision making 

regarding the Training Plan;

 Oversee the delivery and evaluation of training;

 Manage the implementation of FQS during the 

incident; and

 Resolve emergent issues regarding training and FQS.

Training Manager (TRMG)

The TRMG reports to the TRNL and is responsible for assisting 

the TRNL in implementing incident training and overseeing the 

administration of the FQS PTBs on the incident. Primary duties 

include the following:

 Assist cadre managers/program representatives with 

training needs assessments to determine additional 

trainee opportunities;

 Produce reports, as directed, including training plans, 

training needs assessment, the FQS report, the 

weekly training report, and closeout reports;

 Coordinate with the Regional Training Manager, as 

directed;

 Determine FQS needs for assigned staff;

 Provide guidance on the FEMA Learning 

Management System (LMS) and other related tools; 

and

 Monitor the process, and address emergent issues 

and concerns in FQS.
November 2017 

8-15

Training Specialist (TRSP)

The TRSP reports to the TRMG and assists with planning, 

coordinating, and delivering training activities.

Training FQS Specialist (TQSP)

The TQSP reports to the TRMG and provides support and 

guidance for FQS activities on the incident, including 

identifying and matching trainees with coaches/evaluators, 

confirming trainees and coaches/evaluators, helping 

coaches/evaluators to understand their roles and 

responsibilities in the FQS process, conducting the final 

incident FQS trainee interview, and submitting the final FQS 

packages at closeout.

Training Support Specialist (TSSP)

The TSSP reports to the TRMG and supports Training Unit 

activities, such as maintaining the training calendar and 

training schedules, entering Training Unit-related data into 

FEMA data systems, setting up the training room, supporting 

the FEMA Employee Knowledge Center (FEKC), and providing 

support and guidance for the FQS.
November 2017 

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November 2017 

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CHAPTER 9:

INTELLIGENCE/

INVESTIGATIONS FUNCTION 

AND SECTION

Introduction

The Intelligence/Investigations (I/I) function is established to 

determine the source or cause of the incident to control its 

impact and/or help prevent the occurrence of similar incidents. 

The I/I function may be placed in the Planning Section, 

Operations

Section, 

Command Staff, 

as a separate 

General Staff 

section, or in 

some combination 

of these locations. 

Because the 

configuration of 

the Incident 

Command 

System (ICS)

organization is 

flexible, the 

Unified 

I/I Information Sharing

The nature and specifics of 

an incident, in addition to 

legal constraints, could 

restrict the type and scope of 

information that may be 

readily shared. When 

information affects or 

threatens life-safety of the 

responders and/or public, the 

information should be shared 

with appropriate staff.
November 2017 

9-2

Coordination Group (UCG) may choose to utilize the (I/I)

section based on the scope, scale, and complexity of the 

incident. This is especially important during chemical, 

biological, radiological, and nuclear (CBRN) incidents.

Represented within this section of the Incident Management 

Handbook (IMH) is an organizational framework consistent 

with National Response Framework (NRF) and Federal 

Emergency Management Agency (FEMA) guidance provided 

for reference only. The establishment of the (I/I) function must 

be coordinated with the Senior Federal Law Enforcement 

Official in the UCG and the Federal Bureau of Investigation’s 

(FBI) Joint Operations Center (JOC) Consequence 

Management Group. The JOC Consequence Management 

Group is staffed, as needed, by response mission area 

representatives from federal, military, state, local, and private 

sector agencies and organizations with expertise in 

consequence management, emergency management, and 

related technical matters. These representatives ensure law 

enforcement and consequence management activities are 

coordinated, joint priorities are set, and communication to and 

from appropriate recipients and decision makers is made in a 

timely manner. Appendix E provides details on FEMA’s role in 

responding to a CBRN incidents.

Organizational Structure

Figure 41 shows the I/I position structure when used as a 

Command and General Staff section. 
November 2017 

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Figure 41: Intelligence/Investigations Section Position Structure 

Position Descriptions, Roles, 

and Responsibilities 

Intelligence Group Supervisor 

The Intelligence Group Supervisor is responsible for the 

following: 

 Information intake and assessment; 

 Operations security, operational security, and 

information security; and 

 Information/intelligence management. 

I/I Positions

The positions comprising the function may or may not be 

filled by FEMA personnel.
November 2017 

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Investigative Operations Group Supervisor

The Investigative Operations Group Supervisor is responsible 

for the following:

 Managing and directing the overall investigative effort;

 Using the information that all other groups and the I/I 

Operations Center produce to accomplish the mission 

of the I/I Section; and

 Depending on the scope, complexity, and size of the 

I/I Section, the Investigative Operations Group 

Supervisor may activate one or more of the following 

positions:

o Assignment Manager;

o Recorder;

o Evidence Manager;

o Physical Surveillance Coordinator;

o Electronic Surveillance Coordinator;

o Electronic Communication Records;

Coordinator; and

o Tactical Operations Coordinator.

Forensics Group Supervisor

The Forensic Group Supervisor is responsible for the following:

 Managing crime scenes, and directing the processing 

of forensic evidence (e.g., digital, multimedia, and 

decedents);

 Ensuring that the proper types of examinations, 

analyses, comparisons, and enhancements are 

performed on the forensic evidence, digital and 

multimedia evidence, and decedents in the proper 
November 2017 

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sequence by the appropriate laboratories, analytical 

service providers, and morgues;

 Coordinating with the Mass Fatality Management 

Group and the medical examiner/coroner on matters 

related to the examination, recovery, and movement 

of decedents; and

 Depending on the size, complexity, and scope of the 

I/I Section, the Forensic Group Supervisor may 

activate one or more of the following positions:

o Crime Scene Coordinator;

o Bomb Operations Coordinator;

o CBRN/Hazardous Materials Evidence 

Coordinator; and

o Forensic Evidence Analysis Manager 

(including digital and multimedia evidence).

Missing Persons Group Supervisor

The Missing Persons Group Supervisor is responsible for the 

following: 

 Directing missing persons operations and activities, 

as well as Family Assistance Center activities 

involving missing persons;

 Ensuring that coordination and information sharing 

are established with the Forensic Group, the Mass 

Fatality Management Group, the medical 

examiner/coroner, and the Mass Fatality Branch in 

the Operations Section, when activated;

 Depending on the size, complexity, and scope of the 

I/I Section, the Missing Persons Group Supervisor 

may activate one or more of the following positions:

o Missing Persons Coordinator; and 
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o Family Assistance Center Coordinator.

Mass Fatality Management Group Supervisor

The Mass Fatality Management Group Supervisor is 

responsible for the following:

 Ensuring that coordination and information sharing 

are established between the Missing Persons Group 

and the Forensic Group;

 Directing intelligence/investigations activities involving 

mass fatality management operations, which includes 

the intelligence/investigations-related Family 

Assistance Center activities involving decedents and 

unidentified persons; 

 Depending on the size, complexity, and scope of the 

I/I Section, the Mass Fatality Management Group 

Supervisor may activate one or more of the following 

positions:

o Mass Fatality Management Coordinator;

o Field Site/Recovery Coordinator;

o Morgue/Postmortem Examinations 

Coordinator;

o Victim Identification Coordinator;

o Family Assistance Center Coordinator; and

o Quality Assurance Coordinator. 

Investigative Support Group Supervisor

The Investigative Support Group Supervisor is responsible for

the following:
November 2017 

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 Working closely with the Command and General 

Staff, particularly the Logistics Section and Planning 

Section, to ensure that necessary resources, 

services, and support are obtained for the I/I Section; 

 Depending on the size, complexity, and scope of the 

I/I Section, the Investigative Support Group 

Supervisor may activate one or more of the following 

positions:

o One or more Staging Area Managers;

o I/I Section Work Area Manager;

o Resource Coordinator;

o Communications Coordinator; and

o Physical Security Coordinator. 
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Appendix A: 

Emergency and 

Recovery Support 

Functions

Introduction

This appendix provides an overview of the Emergency Support 

Function (ESF) and Recovery Support Function (RSF) 

structures, as well as the processes through which agencies 

are activated to execute them and the common elements of 

each. These structures can be used independently but often 

overlap.

ESF and RSF Overview

ESFs fall under the direction of disaster response and the 

National Response Framework (NRF), whereas RSFs fall 

under the direction of disaster recovery and the National 

Disaster Recovery Framework (NDRF).

RSFs differ from ESFs in that they have separate mission 

objectives, partnerships, approaches, time spans, and 

organizational structures. However, the RSF structure coexists 

with and builds on the ESFs because of the natural relationship 

between response and recovery efforts. The responsibilities of 
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some ESFs overlap with or transition to the responsibilities of 

RSFs. For example, to ensure health and social services 

(H&SS) needs are addressed during response and recovery. It 

is critical that the H&SS RSF coordinate with ESF #8 (Public 

Health and Medical Services), ESF #6 (Mass Care, Emergency 

Assistance, Temporary Housing, and Human Services), 

ESF #3 (Public Works and Engineering), and ESF #11 

(Agriculture and Natural Resources).

Emergency Support Functions

Under the NRF, ESFs are federal coordinating structures for 

building, sustaining, and delivering the response core 

capabilities to both Stafford Act and non-Stafford Act incidents. 

ESFs are implemented through the activation of specific 

departments and agencies, depending on the capability 

requested by the Secretary of Homeland Security. Not all 

incidents requiring federal support result in the activation of 

agencies to support ESFs.

ESFs and Associated Response Core 

Capabilities 

Table 3 lists all ESFs and their corresponding core capabilities. 
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Table 3: Emergency Support Functions and the Corresponding 

Response Core Capabilities

Emergency 

Support 

Function (ESF)

Key Response Core Capabilities

ESF #1 –

Transportation

Critical Transportation

ESF #2 –

Communications

Operational Communications

ESF #3 – Public 

Works and 

Engineering

Infrastructure Systems, Critical 

Transportation, Environmental 

Response/Health and Safety, Logistics 

and Supply Chain Management, Fatality 

Management, Mass Care Services, Mass 

Search and Rescue Operations

ESF #4 –

Firefighting

Fire Management and Suppression, 

Situational Assessment, Infrastructure 

Systems, Operational Communications

ESF #5 –

Information and 

Planning

Planning, Situational Assessment, Public 

Information and Warning

ESF #6 – Mass 

Care, 

Emergency 

Assistance, 

Temporary 

Housing, and 

Human Services

Mass Care Services, Logistics and 

Supply Chain Management, Public 

Health, Healthcare, and Emergency

Medical Services, Critical Transportation, 

and Fatality Management Services

ESF #7 –

Logistics

Mass Care Services, Critical 

Transportation, Infrastructure Systems, 

Operational Communications, and 

Logistics and Supply Chain Management
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Emergency 

Support 

Function (ESF)

Key Response Core Capabilities

ESF #8 – Public 

Health and 

Medical 

Services

Public Information and Warning, Critical 

Transportation, Environmental 

Response/Health and Safety, Fatality 

Management Services, Mass Care 

Services, Logistics and Supply Chain 

Management, and Public Health, 

Healthcare, and Emergency Medical 

Services

ESF #9 –

Search and 

Rescue

Mass Search and Rescue Operations

ESF #10 – Oil 

and Hazardous 

Materials 

Response

Environmental Response/Health and 

Safety, Critical Transportation, 

Infrastructure Systems, Public 

Information and Warning

ESF #11 –

Agriculture and 

Natural 

Resources

Logistics and Supply Chain 

Management, Mass Care Services, 

Critical Transportation, Environmental 

Response/Health and Safety, Public 

Health, Healthcare, and Emergency 

Medical Services, and Infrastructure 

Systems

ESF #12 –

Energy

Infrastructure Systems, Logistics and 

Supply Chain Management, and 

Situational Assessment

ESF #13 –

Public Safety 

and Security

On-scene Security, Protection, and Law 

Enforcement
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Emergency 

Support 

Function (ESF)

Key Response Core Capabilities

ESF #14 –

Superseded by 

National 

Disaster 

Recovery 

Framework

N/A

ESF #15 –

External Affairs

Public Information and Warning

Recovery Support Functions

The RSFs comprise the NDRF coordinating structure for key 

functional areas of recovery assistance. The RSFs serve to 

integrate interagency resources and support local governments

by bringing together the core recovery capabilities of federal

departments and agencies and other supporting organizations. 

When coordinating agencies are activated to lead an RSF, 

primary agencies and supporting organizations are expected to 

be responsive to RSF-related communication and coordination 

needs. Each RSF has a designated coordinating agency, along 

with primary agencies and supporting organizations with 

programs relevant to the functional area. An RSF primary 

agency is a federal agency with significant authorities, roles, 

resources, or capabilities for a particular function within an 

RSF. Support organizations are those entities with specific 

capabilities or resources that support the primary agency in 

executing the mission of the RSF. 
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RSFs and Core Capability

Description

Table 4 lists RSFs and corresponding core capability 

descriptions.

Table 4: Recovery Support Functions and Corresponding Core 

Capability Descriptions

Recovery Support 

Function (RSF)

Core Capability Description

Community Planning 

and Capacity 

Building RSF

Conduct a systematic process 

engaging the whole community, as 

appropriate, in the development of 

executable strategic, operational, 

and/or community-based approaches 

to meet defined objectives.

Economic RSF Return economic and business 

activities (including food and 

agriculture) to a healthy state, and 

develop new business and 

employment opportunities that result 

in a sustainable and economically 

viable community.

Health and Social 

Services RSF

Restore and improve health and 

social services networks to promote 

the resilience, independence, health 

(including behavioral health), and 

well-being of the whole community.

Housing RSF Implement housing solutions that 

effectively support the needs of the 
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Recovery Support 

Function (RSF)

Core Capability Description

whole community and contribute to 

its sustainability and resilience.

Infrastructure 

Systems RSF

Stabilize critical infrastructure 

functions, minimize health and safety 

threats, and efficiently restore and 

revitalize systems and services to 

support a viable, resilient community.

Natural and Cultural 

Resources (NCR)

RSF

Protect NCR and historic properties 

through appropriate planning, 

mitigation, response, and recovery 

actions to preserve, conserve, 

rehabilitate, and restore the 

properties consistent with postdisaster community priorities and 

effective practices and in compliance 

with appropriate Environmental 

Planning and Historic Preservation 

laws and Executive Orders.
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Appendix B: Incident 

Support

Overview

FEMA Incident Support (IS) is the coordination of federal

resources to support incident response, recovery, and 

mitigation. FEMA provides IS from the regional and national 

headquarters levels. Responsibilities include the deployment of 

federal resources to support incident, regional, and national 

objectives; the provision of policy assistance regarding disaster 

assistance programs; the support of incident operations with 

expertise, information, and guidance; and the building and 

maintenance of a common operating picture.

National Response Coordination 

Staff

The National Response Coordination Staff (NRCS) coordinates 

the overall federal support for major disasters and 

emergencies, including catastrophic incidents and emergency 

management program implementation. FEMA maintains the

National Response Coordination Center (NRCC) as a 

multiagency center supporting operations at the regional level.

The FEMA Administrator or their delegate activates the NRCC 

in anticipation of or in response to an incident by activating the 

NRCS. The NRCS includes FEMA personnel, the appropriate 
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Emergency Support Function (ESF) primary and supporting 

federal agencies, and other appropriate personnel (including 

nongovernmental organizations and private sector 

representatives). During the initial stages of a response, FEMA 

will, as a part of the whole community, focus on projected, 

potential, or escalating critical incident activities.

The NRCS is activated to coordinate with the affected region(s) 

and provides needed resources and policy guidance in support 

of incident-level operations. The key functions of the NRCS 

include the following:

 Provide emergency management coordination, 

conduct planning, and deploy national assets and/or 

resources;

 Maintain situational awareness of specific potential 

threats, events, or incidents;

 Collect, validate, analyze, and distribute incident 

information;

 Coordinate the use of other federal agency (OFA)

resources through mission assignments and 

interagency agreements;

 Develop the National Support Plan (NSP) and crisis 

action plans to source and address identified resource 

shortfalls;

 Coordinate with the affected region(s) to determine 

initial requirements for federal assistance;

 Coordinate support and situational reporting with the 

Regional Response Coordination Center(s) (RRCC);

 Deploy initial response resources and other disaster 

commodities, when required; and

 Assume, when directed, responsibility for regional 

incident support if a regional office is not operational.
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Emergency Support Functions

FEMA coordinates incident response support from across the 

Federal Government by activating ESF primary and supporting 

federal agencies, as needed. ESF personnel may be assigned 

to the incident, the Regional Response Coordination Staff 

(RRCS), and the NRCS. Within the various operations, ESF 

personnel may be assigned anywhere within the organization 

and to multiple locations, as required.

Appendix A provides more information on ESFs.

National Organization Structure 

for Response

The national response structure of the NRCS is organized into 

functional sections. The functions of the organization are 

determined by grouping related responsibilities within a

section. This functional organization enhances coordination, 

communications, and facilitation by focusing NRCS efforts to 

achieve its essential functions. 
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Organizational Relationships

The response organizational structure ensures support for all 

levels of incident response: The NRCS supports the RRCS, 

and the RRCS supports the Federal Coordinating Officer 

(FCO)/ Joint Field Office (JFO). The RRCS for each region is 

organized into the same four functional sections as the NRCS. 

This common organizational structure across the NRCS and 

the RRCS enables the NRCS to coordinate closely with the 

RRCS to provide support to the incident and also to receive 

information on the status of the incident.

Communication and Information 

Sharing 

A vital component of effective IS is communication and 

information sharing across sections and between the incident, 

regional, national levels. Information sharing is critical for 

resources to be effectively ordered, tracked, and delivered;

plans to be compiled, developed, distributed, and followed; and 

situational awareness information to be collected, analyzed, 

and disseminated. 
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Regional Response 

Coordination Center

FEMA operates RRCCs (multi-agency coordination centers) in 

each of the 10 regional FEMA offices. When activated, an 

RRCC is staffed by an RRCS comprised of FEMA personnel,

as well as individuals from other federal departments and 

agencies, who are activated as required. The RRCS is the 

primary source of situational awareness and coordination 

support to FEMA’s incident management (IM) at the Unified 

Coordination Group (UCG) level. The RRCC is the focal point 

for regional resource coordination.

The Regional Administrator (RA) or designee activates the 

RRCS, which includes FEMA personnel, the appropriate ESF 

primary and supporting federal agencies, and other personnel 

(including nongovernmental organizations and private sector 

representatives), when appropriate. The RRCS provides 

needed resources and policy guidance to support an incident 

and coordinate with the NRCS. The RRCS coordinates federal 

and regional response and support efforts, conducts planning, 

deploys regional controlled resources, and collects and 

disseminates incident information. The RRCSs build and 

maintain a situational awareness of incidents at the regional 

level.

Before the FCO assumes control of the federal response and

the management of the incident, the RRCS will do the 

following:

 Establish and maintain all RRCS positions needed, 

including ESF coordinators;
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 Contact the Emergency Operations Center (EOC) in 

the affected state(s) to identify capabilities and 

anticipate shortfalls to determine initial response and 

support requirements;

 Maintain connectivity with state EOCs, state fusion 

centers, and other federal and state operations and 

coordination centers;

 Implement processes for gathering, collating, 

analyzing, and disseminating incident information to 

all appropriate parties;

 Provide the NRCS with the information necessary to 

make critical national-level IS decisions;

 Acquire OFAs’ resources through the use of mission 

assignments and interagency agreements;

 Establish mobilization centers and staging areas, as 

needed;

 Deploy regional Incident Management Assistance 

Teams (IMAT) and incident staff; and

 Request the deployment of a national IMAT(s) or 

additional regional IMATs from other regions when 

needed.

After the FCO has assumed control and the JFO is 

established, the RRCS will do the following:

 Maintain situational awareness of the incident to 

support the RA’s oversight role; and

 Develop and implement regional support plans to 

source and address identified resource shortfalls.

The decision to stand down the RRCS will be made by the RA 

when there is a fully functional IM organization. The NRCS will 

then provide primary support to the incident in consultation with 
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the region. Situational awareness for the RA will then be

coordinated by the Regional Watch Center.

Coordination of Incident 

Management and Incident 

Support Activities

As incidents escalate, formalized FEMA IS activities are 

conducted at the FEMA regional and national headquarters 

levels through applicable IS structures. As field operations 

begin, these functions are transitioned to the JFO in whole or 

in part, based on incident staffing and other factors.

As deployments and transitions occur, information sharing 

between IM and IS leadership and support functions is critical

to establish an effective initial response and begin to set a solid 

foundation for 

recovery actions. Key 

transition points that 

require clear 

communication 

between IM and IS 

are as follows:

 Transition 

from the 

region to the 

JFO;

 Transition 

from the 

Incident Coordination 

Coordination of an incident 

and initiation of IM activities 

begins and ends within the 

impacted FEMA region(s), 

with regional leadership 

making initial decisions 

regarding use of federal 

resources to support 

incident response, 

recovery, and mitigation.
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FCO to the Federal Disaster Recovery Coordinator; 

and

 Transition of operations back to the region.

Authority and Control of 

Resources

FEMA must coordinate response efforts to ensure success 

with the limited time and resources available. Authority to 

control FEMA assets flows from the FEMA Administrator 

through the RA to the FCO.

Delegating control of federal resources enables officials at 

various levels to plan, organize, and use the resources 

necessary to accomplish incident objectives. Agencies retain 

statutory and regulatory control of their assigned resources 

throughout the incident response. The FEMA Administrator 

and RAs delegate control of FEMA-assigned resources to the 

FCO when they are mission-capable.

After being delegated control, the FCO exercises control by 

managing and directing assigned FEMA resources to 

accomplish incident objectives. The authority to control, direct, 

and assign resources to accomplish incident objectives 

remains at the incident level.
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Appendix C: Incident 

Management Planning

Introduction

The incident management (IM) planning process is intended to 

scope, integrate, and guide operations through the life-cycle of 

an incident. Designed as a suite of short-, mid-, and long-range 

planning products, the IM planning process does the following:

 Communicates the intent of senior leaders (e.g., 

governor, State Coordinating Officer [SCO], the 

tribal/territorial chair/council through the Tribal 

Coordinating Officer [TCO] or Territorial Coordinating 

Officer, and the Federal Coordinating Officer [FCO])

and provides clear guidance to those managing an 

incident;

 Establishes a collaborative process amongst field 

leadership to ensure integration of efforts;

 Provides short-term objectives and tasks around 

which work and available resources can be 

organized;

 Projects mid-term operational resource needs to 

identify potential gaps and allow for deconfliction of 

over tasked resources;

 Captures long-term operational objectives, projecting 

anticipated logistical support requirements for future 

operations; and
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 Can be used to address specific functional problems, 

providing a collaborative method to pull non-traditional 

stakeholders together to discuss the issue and 

document the solution.

Overview

IM planning begins with deliberate plans designed to address 

specific issues (e.g., earthquakes and hurricanes) and provide 

operational frameworks, which do the following:

 Incorporate the most recent risk, threat, and hazard 

assessment data;

 Identify anticipated IM and incident support (IS) force 

structure requirements; and

 Include tools such as geographic information systems 

-based maps and visualizations, checklists, courses 

of action, tables, and charts.

IS staff use these to quickly gain initial situational awareness, 

determine initial resource needs, and create an initial Regional 

or National Support Plan (RSP/NSP). IM staff also use these to 

gain situational awareness of potential impacts they may be 

addressing and resources being “pushed” to the field through 

Regional Response Coordination Center/National Response 

Coordination Center actions.

Once established, the Unified Coordination Group (UCG)

utilizes a combination of initial ground truth (supplied through 

state and local reporting), RSP/NSP products, and deliberate 

plans to begin the incident management planning process. 

Characteristically, the process is as follows:
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 Owned by the UCG, which approves operational 

priorities and objectives, establishing leadership 

intent;

 Driven by the Operations Section, which coordinates

and establishes operational priorities and objectives;

 Supported by contributions from responsible 

Command and General Staff members, who provide 

input regarding field-based operations and operational 

support needs; and

 Facilitated by the Planning Section, which manages 

the process, establishes planning schedules, and 

ensures documentation, tracking, and analysis of 

results.

As a process, IM planning will focus first on immediate 

operational needs. As operations mature, IM planning will also 

address specific functional operational needs, longer-term 

logistical support requirements, and holistic incident life cycle 

goals and objectives.
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IM Planning Process and 

Products

Consistent with FEMA guidance, the IM planning process is 

built on the following steps:

 Form a collaborative planning team;

 Understand the situation;

 Determine goals and objectives;

 Develop a plan;

 Develop plan preparation, review, and approval; and

 Develop plan implementation and maintenance.

These steps create a framework but should not constrain 

planning efforts. Compressed timelines necessitate adapting

the actions within each step to fit plan-specific requirements.

Additionally, the intent of the steps is to serve as a platform to 

facilitate cross-functional collaboration in problem solving. Not 

all crisis action planning efforts will initially result in a formal 

plan. Some initial decisions are captured and communicated 

rapidly, based on need, either orally or electronically, with the 

planning document maturing after the fact.

The Incident Action Plan (IAP) is the primary product of the IM 

planning process. The IAP acts as follows:

 A primary tool for managing incidents;

 A written plan that contains incident objectives;

 A written plan that details work assignments; and
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 A written plan that contains essential information 

regarding incident organization, resource allocation, 

safety, and weather necessary to manage an incident 

during a specific operational period.

The Planning “P” (Figure 42) shows the six steps and 

supporting activities used to support the incident action 

planning process.

A complete IAP always includes at least the forms listed in

Table 5, with the exception of Incident Command System (ICS)

Form 201 and ICS Form 215. These forms are used in the IAP 

Operational Period

Early in the incident, the duration of operational 

periods is typically 12 to 24 hours, as the pace 

the incident requires frequent changes in 

objectives. Later, when the incident is more

stabilized and objectives are applicable for longer 

periods of time, then operational periods are 

lengthened. The planning process is followed 

during each operational period, including the 

monitoring of progress and verification that 

objectives are valid. Consequently, objectives 

and tactical assignments evolve over the course 

of an incident and each IAP is consistent with the 

incident’s progress.
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Process but not in the final IAP. Additional forms may be used, 

depending on the incident.

Figure 42: Planning “P” Incident Action Planning Process

(The forms are available at the following Website:

https://training.fema.gov/emiweb/is/icsresource/icsforms.htm.)
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Table 5: Commonly Used ICS Forms and Corresponding 

Descriptions

Form Description

FEMA Incident Command 

System (ICS) Form 200 

(Cover Sheet)

Provides the plan number, 

incident name, declaration

number, initial operating 

facility/Joint Field Office 

address, and approval 

blocks.

FEMA ICS Form 201 

(Incident Briefing) 

Describes the current

situation.

FEMA ICS Form 202 

(Incident Objectives)

Describes the Unified 

Coordination Group’s 

incident objectives and

provides weather and safety 

considerations for use during 

the next operational period.

FEMA ICS Form 204 

(Assignment List)

Informs field staff about their 

assignments, duties,

responsibilities, and key 

personnel contact

information for an operational 

period.

FEMA ICS Form 205 A 

(Incident Telephone 

Communications Plan)

Lists positions, names, and 

telephone numbers of 

Unified Coordination Staff.

FEMA ICS Form 206 

(Medical Plan)

Provides important 

information on medical 

emergency procedures and 

the locations and telephone 

numbers of medical aid 

facilities, emergency medical 

transportation, and hospitals 

in the incident area.

FEMA ICS Form 207 

(Incident Organization Chart)

Shows how the incident is 

organized, what positions are 

filled, what the reporting 

structures are, and who is 

filling these positions. On 

Level I and II incidents, the 

organizational charts include 
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Form Description

unit leaders, group/division 

supervisors, and their 

superiors. Organizations are 

configured according to 

incident needs and the 

current accepted program 

structure. These charts will 

accurately reflect the 

organization.

FEMA ICS Form 215 

(Operational Planning 

Worksheet)

Aids operations personnel in 

capturing their tactics and in

identifying resource 

assignments before the 

operations tactics meeting.

FEMA ICS Form 230 

(Meeting Schedule)

Schedule of all incident 

action planning process 

meetings.

Using the six-step process also supports development of other 

IM planning products, including the following:

 Advance Support Planning (synonymous with 

Incident Support Future Planning): Focuses 

exclusively on a particular function, programmatic 

issue or contingency scenario within a single or 

across multiple operational periods. Advance 

Operations Planning supports, complements, or 

implements the IAP.

 Incident Strategic Plan: Provides overall direction 

for incident management and specifies milestones 

projected over time, outlining goals, operational 

priorities, and the desired end state, enabling the 

UCG to determine where it stands in the life cycle of 

the incident.
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 Recovery Support Strategy: Identifies how the 

FDRC and RSFs will contribute to each jurisdiction’s

attainment of the capacity to develop, coordinate, 

manage, lead, and implement its own community 

recovery plans and help bridge resource shortfalls.

 Continuity of Operations Planning: Identifies the 

Emergency Relocation Group as well as procedures 

for the continuation of Mission Essential Functions 

and devolution.

Figure 43 shows the relationships and stakeholder 

responsibilities between each planning product.
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Figure 43: Planning Relationships and Stakeholder 

Responsibilities
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Appendix D: Mission 

Assignments

Introduction

The mission assignment (MA) process is the mechanism that 

FEMA uses to task other federal agencies (OFA) to provide 

support under the Stafford Act. While most MAs are issued at 

the field level, certain MAs can be issued by the Regional 

Response Coordination Center (RRCC) and National 

Response Coordination Center (NRCC) to support response 

operations.

Overview

An MA is a work order that FEMA issues to another federal

agency directing the completion of a specific request for 

assistance. An MA includes funding, other managerial controls, 

and guidance. MAs are given in anticipation of or in response 

to a Presidential declaration of an emergency or a major 

disaster and are authorized by the Stafford Act. MAs are 

distinct because they allow for immediate deployment and 

assistance from the full range of federal resources to support 

incident needs. Given this condensed timeline, prompt 

approval of MAs is often necessary for their successful 

implementation. Initially, MAs are used for short-term, lifesaving, life-sustaining, property-protecting, and incidentstabilizing needs of survivors and responders. However, as the 
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incident progresses, MAs can be used for activities that 

support longer-term recovery efforts of affected communities.

Mission Assignment Categories 

and Requirements

There are two categories of MAs established by FEMA policy 

and federal regulations: Federal Operations Support (FOS) 

and Direct Federal Assistance (DFA). Table 6 shows these 

categories and guidance for use.

Federal Operations Support 

The primary purpose of FOS is delivering or augmenting the 

federal capability to execute the federal disaster response 

mission through federal-to-federal support. For example, 

FEMA may issue an FOS MA to an OFA to activate an agency 

to the NRCC or to the Department of Defense to provide air 

transportation to FEMA personnel in disaster areas.

For response support, FOS MAs can be issued pre-declaration 

for an incident in which a declaration is reasonably likely and 

imminent, as well as throughout a declared incident; whereas,

MAs for recovery support will only be issued once there is a 

major disaster declaration.
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Direct Federal Assistance

DFA MAs are the primary tool for using OFAs during incident 

operations to provide goods and services to state, local, tribal, 

and territorial (SLTT) governments. These MAs are generally 

used when an SLTT government has exceeded its own 

capability to provide eligible emergency work or goods and 

services. DFA MAs are subject to a cost share with the SLTT 

governments requesting assistance and the SLTT government

must request the assistance before FEMA issues the MA. 

Table 6 provides a description of the MA category that

requested the MA and the types of funding applicable to each.

Table 6: Mission Assignment Categories and Guidance for Use

MA

Category

Requested 

by

Surge Funded

PreDeclaration

DRF Funded 

PostDeclaration

Subject to 

Cost Share

FOS FEMA/

OFA   No

DFA SLTT

Government  Yes
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Roles and Responsibilities 

The following positions play prominent roles in the MA process:

Federal Approving Official

The Federal Approving Official (FAO) is the FEMA official with 

the authority to sign MAs and authorize federal funds for an

MA.

Associate Administrator, Office of 

Response and Recovery

During major disasters or emergency activations the role of the 

Associate Administrator, Office of Response and Recovery (AA 

ORR) is to synchronize all FEMA HQ response operations and 

related activities. The AA ORR ensures information flow and 

coordination among all FEMA operational levels: national, 

regional, and incident(s); provides appropriate incident support 

to the Regional Administrators (RA) and Federal Coordinating 

Officers (FCO); directs deployment of national teams, as 

needed; and advises the FEMA Administrator on program and 

policy issues related to incident management (IM) and incident

support.

State/Tribal Approving Official

The designated state/tribal approving official (SAO/TAO) has 

the authority to sign FEMA resource request forms (RRF) 

outlining requests for federal assistance and MAs committing 

the state/tribal government to pay the applicable cost share.
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Incident Management Roles

Disaster Recovery Manager

The Disaster Recovery Manager (DRM) is the person 

appointed to exercise the authority of an RA for a particular 

emergency or major disaster. The DRM possesses not only the 

independent authority to “coordinate” disaster relief but also 

the RA’s authority to expend funds from the Disaster Relief 

Fund (DRF) and, thus, is able to approve Public Assistance, 

Individual Assistance, and Hazard Mitigation and issue MAs to

OFAs.

Federal Coordinating Officer

The FCO exercises the legal authorities delegated by the 

President through the FEMA Administrator and RA to 

coordinate federal assistance in an affected disaster area. This 

DRM authority grants the FCO legal authorization to issue MAs 

to OFAs and expend funds from the DRF. This authority may 

be re-delegated to other positions. The delegation of DRM 

authority is necessary to expedite MA processing by 

establishing a direct line of approval within the Operations 

Section, which may have DRM authority. 

Federal Disaster Recovery Coordinator

The Federal Disaster Recovery Coordinator (FDRC)

coordinates the IM disaster recovery activities. The FDRC is

responsible for facilitating disaster recovery coordination and 

collaboration among the federal and SLTT governments, the 

private sector, and voluntary, faith-based and community 

organizations. When delegated DRM, the FDRC exercises the 
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legal authorities of the RA to issue MAs to other federal 

agencies and to expend funds from the DRF.

Operations Section Chief

The Operations Section Chief (OSC) may have delegated FAO 

authority for approving MAs at the IM level. Primary duties

related to the MA process include the following:

 Reviewing and approving RRFs and MAs;

 Determining eligibility, and ensuring Essential 

Elements of Information are included in the RRF;

 Signing the completed MA for execution; and

 Sourcing.

As requirements are generated and identified and disaster 

operations personnel decide to use MAs to fulfill them, the 

OSCs continue in their role coordinating and supporting the 

requirements.

Branch Directors

Branch Directors work in support of the OSC to define and 

meet resource requirements. Branch Directors coordinate OFA 

support to ensure resource assignments are recorded in the 

Incident Action Plan 204 assignment list. Branch Directors can 

also perform the role of the MA Project Manager (PM) at the 

incident level. 

Mission Assignment Manager

The Mission Assignment Manager (MAMG) coordinates MAs 

from issuance and execution to closeout. The MAMG may 

provide assistance to the PM and OFAs in the preparation of 
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MA statements of work, may conduct programmatic reviews of 

billing, and may coordinate with the PM, SAO, and FAO to 

maintain MA documentation and obtain necessary signatures.

Finance/Administration Section Chief

The Finance/Administration Section Chief (FSC) serves as the 

senior financial advisor to the FAO. The FSC coordinates with 

the MAMG, as necessary, to ensure the financial obligation 

and recording of MAs following approval of an MA by the FAO.

Resource Request Process

The MA process is one method for meeting resource 

requirements. MAs provide a unique federal capability and are 

part of the overall resource request process in support of 

incident action planning. In this process, step 1 is to identify the 

need for a federal resource, step 2 is for requestors to submit 

requests in WebEOC, and step 3 is to evaluate the request 

and determine a course of action. If the request is approved, it 

is routed back to WebEOC for final approval. If the request is 

denied, it is sent back to the requestor.

Mission Assignment Process

After the decision is made to fulfill a resource request using an

MA, the OSC (at the IM level) follows a standard process for 

issuing an MA. Most MAs will be initiated at the IM level. Figure 

44 shows the major steps in the MA process, from issuance to 

closeout, while Table 7 and Table 8 describe roles, 

responsibilities, and tasks associated with MAs. 
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Figure 44: Mission Assignment Process

Table 7 lists the tasks necessary to execute the MA process 

during incident management. Table 8 lists the positions 

responsible for executing each step of the MA process during 

IM.

Table 7: Mission Assignment Process Tasks

Step Task Responsible Positions

1

Issuance, Approval, and 

Execution

OSC/MAMG/OFA/PM/

FAO

2

Submit Reimbursement 

Request

OFA/FFC

3 Approval of Expenditures MAMG/PM/FAO

4 Closeout MAMG/PM/FFC/OFA
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Table 8: MA Process Task and Responsible Position

Deactivation and Stand-down

When the assigned federal agency stands down, the Joint 

Field Office/RRCC/NRCC representatives are released from 

the facility; however, remaining administrative responsibilities 

under an existing MA are transferred to the assigned federal

agency’s regional or national headquarters. The assigned OFA 

may be recalled under an existing MA if the work required falls 

within the scope and period of performance of the MA. 

OFA personnel assigned to the MA will transition to the next 

location that their agency assigns them. The MAMG at the IM 

level transitions all records pertaining to MAs to regional office 

staff. Records for MAs generated at the NRCC will be 

maintained by the National Response Coordination Staff MA

Unit Leader.

Step Task Responsible Position(s)

1 Enter RRF into eCAPS MAMG/MASP

1 Approve MA FAO/SAO (if DFA)

1 Progress and Financial Reporting OFA

1 MA Operational Completion OFA/PM

2

OFA Submits Reimbursement 

Request

OFA

2

FEMA Finance Center Conducts 

Financial Processing

FFC

3 Program Review MAMG/PM

3 Approval/Denial FAO

4 Closeout FFC/PM/OFA
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Deactivation occurs when all MA operational responsibilities 

have been completed. After the OFA is deactivated, the MA is 

operationally closed and no more task orders can be written for 

that MA. OFA personnel assigned to the MA will transition back 

to their normal duty stations.
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Appendix E: NonStandard Incidents

Introduction

During chemical, biological, radiological, and nuclear (CBRN) 

incidents and non-Stafford act support, FEMA adjusts incident 

coordination efforts based on incident complexity and 

differences in authorities. For CBRN, the focus on onsite 

contamination and control, increased intelligence monitoring, 

and law enforcement investigations adds multiple 

organizational layers, each with authority over specific areas.

Non-Stafford incident support (IS) places FEMA staff in a 

coordinating role, supporting other federal agency initiatives.

This appendix addresses some of these complexities. 

CBRN Incidents

CBRN events, while generally very rare in occurrence, have 

the capacity to create enormous political, humanitarian, and 

ecological impacts. Because of this, the Federal Government’s 

collaborative approach to Stafford Act declarations uses FEMA 

as the principal coordinating agency, working closely during 

CBRN incidents with agencies to:

 Rapidly build a multi-agency team,

 Develop unified objectives, and

 Coordinate the response to impacted infrastructure. 
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During response to terrorist incidents involving CBRN, 

contamination control, investigation/intelligence 

gathering/analysis, and life-saving/life-sustaining operations. 

To that end, while the aspects of CBRN events are often 

categorized under the same title (CBRN), each aspect 

(chemical, biological, radiological, and nuclear) requires 

differing types of response and incident management (IM)

resources from agencies, as outlined in Table 9, which 

identifies key federal agencies, by incident type, with 

responsibilities in coordinating response and recovery actions.
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Table 9: Key Coordinating Agencies by CBRN Incident Type

Incident 

Type Incident Description Key Federal Agency

Oil/ 

Chemical

Range in size and 

magnitude of the impact 

upon public health and 

the environment, 

including: 

 Clandestine 

dumping of intact 

drums of oil or 

hazardous 

chemicals;

 Transportation 

accidents involving 

oil or hazardous 

materials;

 Fires at chemical 

facilities;

 Terrorist attacks or 

criminal acts of 

sabotage; and

 Incidents caused 

by natural 

disasters.

 Health and 

Human Services 

(HHS) 

 Environmental 

Protection Agency 

(EPA)

 US Department of 

Agriculture 

(USDA [food 

contamination]) 

 Department of 

Justice (DOJ)

 Federal Bureau of 

Investigations 

(FBI)

 Department of 

Homeland 

Security (DHS)

 Federal 

Emergency 

Management 

Agency (FEMA)

 US Coast Guard 

(USCG)
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Incident 

Type Incident Description Key Federal Agency

Biological

Novel and re-emerging 

pathogens posing public 

health emergencies and 

national security issues, 

recently including: 

 Spread of H1N1 

influenza; 

 Emergence of 

MERS-CoV; 

 Outbreak of Ebola 

Virus Disease in 

West Africa; 

 Zika Virus Disease; 

and 

 A range of natural 

disasters with 

public health 

consequences 

(e.g., Haiti 

earthquake).

 HHS

 Center for 

Disease Control 

(CDC)

 USDA (food 

contamination)

 DOJ

 FBI

 DHS

 FEMA

 Department of 

State (DOS)

 EPA

 General Services 

Administration 

(GSA) 

 Department of 

Transportation 

(DOT)

 Department of the 

Interior (DOI) 

 Department of 

Commerce (DOC)

 Department of 

Labor (DOL)

 Office of 

Personnel 

Management 

(OPM) 

 Veterans Affairs 

(VA)
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Incident 

Type Incident Description Key Federal Agency

Radiological

and Nuclear

Range significantly in 

scope and severity 

including: 

 Loss, theft, or 

mismanagement of 

relatively minor or 

low-level 

radioactive sources 

or technologically 

enhanced, naturally 

occurring 

radioactive 

material; 

 Natural hazards 

such as fires and 

severe whether 

impacting nuclear 

or radiological 

facilities; and

 Nuclear 

proliferation and 

nuclear terrorism. 

 Department of 

Defense (DOD)

 DOJ

 FBI

 Bureau of 

Alcohol, Tobacco, 

Firearms, and 

Explosives (ATF)

 DHS

 FEMA

 Department of 

Energy (DOE)

 EPA

 Nuclear 

Regulatory 

Commission 

(NRC)

 USCG

 National 

Aeronautics and 

Space 

Administration 

(NASA) 

 DOS

 US Agency for 

International 

Development 

(USAID) 

 Customs and 

Border Patrol 

(CBP)

 USDA

 HHS

 DOL

 DOT

 VA

In the context of a Stafford Act declaration, FEMA will also 

need to determine reimbursement eligibility for each agency 
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based upon that agency’s funded authorities and the incident 

specifics.

Operational Phases for CBRN Events 

Operational phases for the response to and recovery from a 

CBRN incident vary based upon the size, scope, and 

complexity of the incident. The operational phases identified in 

the Response and Recovery Federal Interagency Operations 

Plans serve as the default posture for achieving CBRN

response and recovery objectives. Catastrophic CBRN incident 

response and recovery activities are interdependent and often 

concurrent. Decisions made and priorities set early in the 

response will have a cascading effect on the nature and speed 

of recovery.

FEMA ORR Response Directorate 

CBRN Program Office

The FEMA CBRN Program Office develops and maintains 

programs that inform and support the National Preparedness 

and Response to consequences of a CBRN incident. The 

office supports FEMA’s all-hazards mission to improve the 

readiness and capability to respond to CBRN threats or 

incidents through interagency coordination, the development of 

guidance to national and regional planning efforts, and 

management of pre-incident support assets.

The CBRN Program Office is responsible for the development 

and execution operational programs that support FEMA’s roles 

and responsibilities within the CBRN mission space. Some of 

the major programs and components include: 
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 Chemical/Biological Program;

 Consequence Management Coordination Unit;

 Domestic Emergency Response Team;

 Nuclear Incident Response Team Program;

 RadResponder (CBRN Responder) Program;

 Interagency Modeling, Atmospheric Assessment 

Center Program;

 Nuclear Radiological Incident Task Force;

 Radiological Operations Support Specialist; and

 Other support to the FEMA Regional CBRN 

Coordinators. 

CBRN Incident Support 

The FEMA CBRN Office is responsible for programmatic 

management and staffing of IS-level CBRN Tasks Forces 

within the National Response Coordination Center, when 

established, to support CBRN incidents which result in a 

Stafford Act declaration. Based on the incident type, the FEMA 

CBRN Program Office will recommend a Task Force Unit 

Leader to the Chief of the National Response Coordination 

Center and/or Associate Administrator, Office of Response and 

Recovery (ORR). 

CBRN Task Forces are a key component to the national 

response to a CBRN incident by consolidating subject matter 

expertise and providing threat-specific response 

recommendations to all aspects of strategic IS operations. The 

CBRN Task Forces also serve as the touch point for IM field 

coordination element, i.e. personnel requests for information 

for CBRN-related questions before authoritative, hazardspecific, CBRN IM resources (such as the DOE and EPA’s 
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Federal Radiological Monitoring and Assessment Center) are 

established and also as the interagency body that can be 

leveraged during an national CBRN response.

CBRN Incident Management

Over the course of a CBRN incident, nearly every IM function 

will have the execution of their routine roles and responsibilities 

complicated by the impacts of the hazard in the response. 

Effective IM in a CBRN incident must include integration of 

CBRN technical specialists with traditional all-hazards IM

personnel throughout the entire organization. 

Unified Coordination Group

During a CBRN incident, many of the priorities, objectives, and 

key decisions from the Unified Coordination Group (UCG) will 

have a CBRN nexus to them. As such, it is highly 

recommended that a senior member of the federal interagency 

with subject matter expertise in the hazard serve in the UCG.

Operations Section 

The cornerstone of CBRN operations is the establishment of a 

CBRN Response Branch in the Operations Section. The 

CBRN Response Branch will serve as a functional branch 

responsible for coordinating federal CBRN response 

operations and federal CBRN support to an affected state. 

The CBRN Response Branch may include:

 Environmental Monitoring Group, 

 Population Monitoring Group, 
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 Decontamination Support Group, 

 Waste Management Support Group, and

 Health & Safety Support Group.

It will be important to assign a qualified Operations Branch 

Director, likely an Emergency Services Branch Director, to 

work alongside a technically qualified CBRN Response Branch 

Director. Either the Emergency Services Branch Director, or 

the technically qualified CBRN Response Branch Director, can 

serve as CBRN Branch Director, with the other serving as 

Deputy.

The CBRN Response Branch will respond to a number of 

resource requests, and subsequently will be generating many 

Mission Assignments. The CBRN Branch will be responsible 

for developing detailed scopes of work for mission 

assignments to be distributed through established business 

practices to the Mission Assignment Manager to be issued to 

resource providers.

Almost all organizational elements of the Operations Section 

may require CBRN expertise. CBRN technical specialists may 

be required to address CBRN impacts to other functions of the 

response, including, but not limited to: 

 Search & Rescue; 

 Worker Safety; 

 Hazardous Materials; 

 Fatality Management; 

 Debris Management; and 

 Infrastructure Restoration. 

Logistics Section 
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Federal CBRN response resources will require considerable 

logistics, communications, and information technology support 

from FEMA. The federal interagency response community will 

require FEMA support to rapidly identify and establish field 

office locations, which may be co-located with other response 

facilities. These locations should facilitate interaction and 

coordination between federal, state, and local CBRN response 

resources.

Planning Section 

Effective planning and information management in a CBRN

incident cannot be achieved without CBRN technical specialist

integrated into the Situation, Geospatial Information Systems,

Resources, and Planning Support Units. The Planning Section, 

through the CBRN technical specialists, is also responsible for 

coordinating requests for information to the IS CBRN Task 

Forces and maintaining a common operating picture for 

incident management personnel of CBRN incident 

characterization and hazard information.

The Advisory Team is a nuclear and radiological specific 

resource that includes representatives from EPA, USDA, FDA, 

CDC, and other federal agencies and works in the Planning 

Section. The Advisory Team develops coordinated advice and 

recommendations on environmental, food, health, and animal 

health matters and advises with recommendations, when 

requested, to functional elements of the IM organization. 

Command Staff

Given the importance of the CBRN hazard, it is recommended 

that an Assistant Safety Officer be assigned to address the 
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CBRN hazard and the impacts of the hazard on all-hazards

response operations.

External Affairs

A CBRN Public Communications Specialist may be assigned 

to the Joint Information Center to aid in public messages and 

external communications as it relates to communicating about 

the CBRN hazard, health and safety information, and CBRN

response considerations.

CBRN Planning and Guidance

The respective oil/chemical, nuclear and radiological, and 

biological incident annexes to the Response Federal 

Interagency Operational Plan provide more detail regarding 

federal CBRN response. Each of the following documents 

address the unique issues or requirements that need to be 

considered as a result of the incident type: 

 Oil/Chemical Incident Annex, June 2016

 Biological Incident Annex, January 2017 

 Nuclear/Radiological Incident Annex, October 2016

 Executive Guide to Domestic Incident Management 

and Support, March 2017

Support to non-Stafford Act 

Incidents

Overview
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Presidential Policy Directive 44 provides clarification on nonStafford incidents. In short, during incidents of extreme 

complexity but not warranting a Presidential declaration under 

the Stafford Act, the President may designate a lead federal 

agency to coordinate response efforts and ensure cohesive 

unity of effort within the Federal Government approach.

Under such circumstances, the designated federal agency may 

request DHS assistance to coordinate the effort. In such cases, 

FEMA coordinates assistance using the procedures and 

structures within the National Response Framework and

National Disaster Recovery Framework and in accordance with 

the National Incident Management System.

Through this coordination mechanism, federal agencies 

request and provide federal-to-federal support by executing 

interagency or intra-agency reimbursable agreements, in 

accordance with the Economy Act or other applicable 

authorities. Federal agencies providing mutual aid support may 

request reimbursement from the requesting agency for eligible 

expenditures.

For these non-Stafford Act incidents, key coordination centers 

may be activated, including the National Response 

Coordination Center, Regional Response Coordination Center, 

and Joint Field Office. In addition, Emergency Support 

Functions could be activated. Under “surge” funding, without a 

declaration, non-Stafford incident response activities may 

include pre-incident actions.

In addition, Voluntary Organizations Active in Disaster (VOAD) 

can provide fundraising support in non-Stafford Act incidents. 

VOAD member organizations can provide outside resources 
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and training to help local nonprofit, faith-based, and 

community-based organizations maximize the support they 

provide to affected communities in non-Stafford Act incidents. 

Further questions about FEMA’s role in non-Stafford Act 

incidents may be directed to the ORR Field Operations 

Directorate.

Federal Resource Coordinator

In non-Stafford Act situations, when a federal department or 

agency acting under its own authority has requested the 

assistance of the Secretary of Homeland Security to obtain 

support from other federal departments and agencies, DHS 

may designate a Federal Resource Coordinator (FRC).

The FRC performs essentially the same functions as an FCO 

but without the specific authorities defined by the Stafford Act. 

In these non-Stafford Act incidents, the FRC coordinates 

support through interagency agreements and memoranda of 

understanding; through senior federal, state, local, and tribal 

officials; and with representatives of relevant private 

organizations and nongovernmental organizations.
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Appendix F: Standard 

Incident Management 

Resources and

Procedures

Introduction

This appendix gives an overview of what teams, facilities, and 

resources are available to support incident management 

operations. As a field reference, this appendix provides a 

descriptive narrative of resource purposes.

Resources

Initial Response Resources

FEMA can provide Initial Response Resources (IRR) 

commodities in pre-positioned packages or bulk quantities from 

FEMA HQ Distribution Centers (DC) and/or a joint DC location. 

These commodities are supplied directly from DCs, an 

Incidents Support Base (ISB), Federal Staging Areas (FSA), or 

purchased. Usually, the requested commodities are delivered 

to State Staging Areas (SSA) and then forwarded to local 

Points of Distribution (POD).
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The Logistics Management Directorate (LMD) coordinates with 

Regional Response Coordination Center (RRCC) to dispatch 

push packages to meet initial response requirements until the 

validated response requirements can be determined.

Examples of continental United States (CONUS) (four 

packages called Alpha, Bravo, Charlie, and Delta) and outside 

the continental United States (OCONUS) (two packages called 

Alpha and Bravo) IRR packages are described in Table 10 and

Table 11. For LMD (ESF#7), Resource Support Section

dispatches IRR packages to meet initial response 

requirements until the validated response requirements can be 

determined. The packages are defined as follows:

 Alpha provides meals and water for 120,000 people 

for 1 day (about 63 trailers).

 Bravo provides meals and water for 60,000 people 

for 1 day (about 43 trailers).

 Charlie provides meals and water for 30,000 people 

for 1 day (about 16 trailers); no generators.

 Delta provides meals and water for 15,000 people for 

1 day (about 12 trailers); no generators.
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Table 10: CONUS IRR Package Example

IRR Package Alpha Bravo Charlie Delta

Meals (trailer loads) 12 6 3 2

Water (trailer loads) 28 14 7 4

Cots (trailer loads) 3 3 3 3

Blankets (trailer loads) 1 1 1 1

Infant and Toddler Kits 

(trailer loads) 1 1 1 1

Durable Medical 

Equipment (DME) and 

Durable Medical Supply

(DMS) Kits (same trailers 

load)

1 1 1 1

Generators (trailer loads) 9 9 N/A N/A

IRR Package Alpha Bravo Charlie Delta

Meals 250,000 125,000 60,000 30,000

Water 400,000 200,000 90,000 45,000

Cots 2,100 2,100 2,100 2,100

Blankets 4,500 4,500 4,500 4,500

Infant and Toddler Kits 20 10 5 3

DME and DMS Kits 1 & 1 1 &1 1 &1 1& 1

Generators 30 30 N/A N/A

The Resource Support Section dispatches OCONUS IRR 

packages to meet initial response requirements until the 

validated response requirements can be determined. The 

packages are defined as follows:
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 Alpha provides meals and water for 30,000 people for 

1 day.

 Bravo provides meals and water for 15,000 people 

for 1 day.

In addition: 

1. Containers are the standard 40-foot shipping 

containers.

2. An asterisk (*) indicates that Durable Medical 

Equipment (DME) and Durable Medical Supplies 

(DMS) will be co-located in the same 40-foot 

container (one each per container).

3. Generators will be provided from the OCONUS DCs 

for the initial requirements.

4. Humanitarian Daily Ration (HDR) meals are doublestacked:

a. HDR meals – Alpha: 60,000 meals is equal 

to 125 pallets of 480 EA.

b. Water – 90,000 liters is equal to 100 pallets 

of 900 EA.
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Table 11: OCONUS IRR Package Example 

OCONUS IRR 

Package in trailer 

loads (TL)

Alpha 

(TL)

Alpha 

(containers)

Bravo 

(TL)

Bravo 

(containers)

Meals 4 4 2 2

Water 6 6 3 3

Cots 4 4 4 4

Blankets 1 1 1 1

Infant and 

Toddler Kits 1 1 1 1

Durable Medical 

Equipment (DME) 

and Durable 

Medical Supply

(DMS) Kits (same 

trailers load)

1 & 1 1* 1 & 1 1*

OCONUS IRR 

Package 

quantities

Alpha Bravo

Meals 30,000 15,000

Water (liters) 60,000 30,000

Cots 2,100 2,100

Blankets 4,500 4,500

Infant and 

Toddler Kits 1 1

DME and DMS 

Kits 1 1
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Teams

Force Packages

Force packages assemble standardized predefined groupings 

of teams, personnel, and or equipment to provide a specific 

incident management capability. The Workforce Management

Division (WMD) coordinates with FEMA HQ, regions, Field 

Operations Directorate (FOD), and other Federal Qualification 

System (FQS) authorities to develop and maintain force 

packages that are prepared and available for immediate 

deployment to support a time-phased response to all-hazards 

incidents.

The Associate Administrator, Office of Response and 

Recovery assumes the authority to deploy force packages for a 

Level I event based on actual or anticipated needs. In a 

standard deployment, the Regional Administrator (RA) may 

submit a standard deployment request to FOD-WMD for a 

specific FQS position or force package in the event staffing of 

available regional full-time employees is insufficient. The FODWMD deployment unit coordinates force package deployment 

based on the operational requirements of the types of 

OCONUS IRR Package Example

HDRs are prepositioned at DC Guam. In the event 

that commercial meals are used, 120,000 will be 

used for the Alpha package and 60,000 to will be 

used for the Bravo package.
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personnel, geographic proximity to the disaster, and incident 

workforce development and qualifications requirements. 

Requests to deviate from the standard deployment process 

must be approved by the requesting RA, Federal Coordinating 

Officer (FCO), or Federal Disaster Recovery Coordinator 

(FDRC) and submitted for approval to FOD-WMD or delegated 

authority. 

Incident Management Assistance 

Team (IMAT)

National Incident Management System/Incident Command 

System compliant (management) teams that can rapidly deploy 

to an incident or incident-threatened venue and become part of 

a unified command to lead a prompt, effective, and coordinated 

federal response in support of state, tribal, and local 

emergency management officials. The teams consist of 

interagency subject matter experts and incident management 

professionals and are not limited to the pre-identified full time 

staff in the FEMA region. IMATs make preliminary 

arrangements to set up federal field facilities and initiate 

establishment of the Joint Field Office (JFO).
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Disaster Survivor Assistance Team 

(DSAT)

DSA teams are deployed at the request of an FCO or SLTT 

entity or, on rare occasions, as a push-package. The Disaster 

Survivor Assistance (DSA) mission may begin pre-declaration 

and, at a minimum, extend through the initial Individual 

Assistance (IA) registration period.

DSATs devote the preliminary days of an incident to assess, 

inform, and report (AIR) and perform onsite applicant 

registration. The DSA AIR function provides the ability to obtain 

actionable situational awareness of critical and emerging 

issues in the affected area. Onsite applicant registration 

through the Survivor Mobile Application Reporting Tool 

(SMART) allows DSA to provide guidance on available disaster 

assistance and register survivors for assistance programs 

wherever they may be. AIR data points and survivor 

registration information collected in SMART generates live data 

sets of critical information, such as infrastructure disruption, 

affected household by zone, impacted population 

demographics, immediate and unmet needs, shelter status, 

and the availability of food and water to support the operational 

coordination of multiple program areas within the JFO. 

As the incident timeline progresses, DSATs assist survivors 

with case inquiries and updates, survivor needs assessments, 

and referrals to whole community partners. DSA teams operate 

as a force multiplier and may support additional recovery 

functions when deployed, as necessary. Additional information 

on the DSA mission in support of disaster operations can be 
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found in the Disaster Survivor Assistance Field Operations 

Guide.

There are multiple factors that influence leadership decision 

making on DSA deployments, including the following:

 Staffing levels and timeline for deployments (these 

are dependent on the needs of the impacted area);

 Anticipated IA requirements;

 Preliminary damage assessment information;

 Requests from applicable leadership (i.e., affected 

SLTT entity, IMAT, FCO, or others);

 Size, scope, and complexity of the incident;

 Functional or geographic organization of field 

operations for the incident; and

 Mission objectives and priorities.

After the decision to deploy a DSAT has been made, the DSA 

Regional Representative works with regional leadership and 

the affected SLTT entity to identify the initial requirements for 

the affected community and develops an initial execution plan.

Mitigation Assessment Teams (MAT)

MATs conduct field inspections and technical evaluations of 

the performance of buildings impacted by an incident. The 

primary purpose of MATs is to identify design practices, 

construction methods, and building materials that either failed 

or were successful in resisting forces of an incident. 

Additionally, MATs evaluate land use management and 

planning practices and perform natural hazard identification 

and risk assessments to determine factors outside of design 

and construction that contribute to minimizing damage. MAT 
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reports provide assessment observations, conclusions, and 

recommendations for improving building performance to 

mitigate future damage caused by natural disasters. 

Preliminary Damage Assessment 

Teams 

Preliminary Damage Assessment (PDA) Teams conduct a joint 

assessment that is used to determine the magnitude and 

impact of an incident's damage. A FEMA/state team will 

usually visit local applicants and view their damage firsthand to 

assess the scope of damage and estimate repair costs. The 

state uses the results of the PDA to determine if the situation is 

beyond the combined capabilities of the state and local 

resources and to verify the need for supplemental federal 

assistance. The PDA also identifies unmet needs that may 

require immediate attention.

Building Inspection Teams 

Building Inspection Teams support locating and approving 

federally leased facilities. The team is composed of the 

following:

 Logistics Facility Unit Leader; 

 Equal Rights Advisor; 

 Security Manager; 

 IT Manager; 

 Safety Manager; and

 Disability Integration Advisor. 
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FEMA Hurricane Liaison Team (HLT)

The HLT is designed to enhance hurricane disaster response 

by facilitating information exchange between the National 

Hurricane Center in Miami, FL, and other National Oceanic and 

Atmospheric Administration components, as well as federal, 

state, and local government officials.

FEMA Urban Search and Rescue 

Task Forces (US&R)

Task forces are involved in operations to locate victims and 

manage recovery operations. Specifically, US&R assets locate, 

rescue (extricate), and provide initial medical stabilization of 

victims trapped in confined spaces. The task force involves 

four areas of specialization:

 Search – Find victims trapped after a disaster.

 Rescue – Safely dig victims out of tons of collapsed 

concrete and metal.

 Technical – Make rescues safe for the rescuers

(leveraging structural specialists).

 Medical – Care for the victims before and after a 

rescue.
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US&R Incident Support Team (IST)

The US&R IST is composed of a group of highly qualified 

specialists readily available for rapid assembly and deployment 

to a disaster area. The US&R IST provides federal and SLTT 

officials with technical assistance in acquiring and using US&R 

resources. The IST also provides advice, incident command 

assurance, management and coordination of US&R task 

forces, and US&R logistics support.

Mobile Emergency Response 

Support (MERS)

The mission of the MERS capability is to rapidly deploy and 

provide operable and interoperable secure and non-secure 

voice, video, and information systems, operations, logistics, life 

support, security, and safety teams across all levels of 

government to ensure mission-critical information, situational 

awareness, and sustainment for emergency management 

decision makers and response support elements before, 

during, and after an incident or planned event.

Each MERS detachment is self-sufficient and has a standalone 

capability to support emergency responders for 10 days with 

communications, operations, logistics, and life support 

capabilities, including food, water, shelter, sleeping bags, and 

cots.

Resources may be driven or airlifted to event locations. The 

Forward Communications Vehicle and pre-positioned 

equipment pallets can be airlifted.
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Facilities

Branch/Division Office

A branch/division office is a federally leased facility supporting 

geographical operations.

Joint Field Office

The JFO is a temporary federal facility for working with the 

impacted SLTT Coordinating Officer to meet state, local, tribal, 

territorial, and insular area assistance requirements and 

priorities. The JFO provides a central location, either a single 

facility or multiple facilities, for multiagency coordination among 

federal, state, tribal, and local governments; the private sector; 

and non-governmental organizations with primary responsibility 

for response and recovery. When an incident impacts multiple 

regions and states, a separate JFO may be established for 

each declared state.

Reception, Staging, Onward 

Movement, and Integration (RSOI)

RSOI locations are where personnel that have been mobilized 

to respond to a mission are trained and equipped before

deployment. At these areas, mobilized personnel are activated, 

in-processed, trained, equipped, and accounted for by FEMA 

before deployment into the incident theater and assignment to 

incident duty.
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RSOI operations are conducted by an RSOI team of personnel 

from the Information Technology, Human Resources, Logistics, 

Security, and Safety cadres supported by personnel from other 

cadres such as Acquisitions, as necessary. Full-time 

equivalent or reservist FEMA personnel experienced in 

managing RSOI operations manage the RSOI team. An RSOI 

force module, full or partial, is available for deployment. RSOI 

will downsize and close out when the initial surge of personnel 

is processed, and the JFO will provide mobilization support as 

a part of normal operations.

Staging Areas

Federal Staging Area (FSA)

An FSA is a location where personnel, supplies, and 

equipment can be temporarily housed or parked while awaiting 

operational assignment. FSAs may include temporary feeding, 

fueling, and sanitation services to support staged teams. 

An Operations Section Chief, in coordination with the Logistics 

Section Chief, directs the establishment of staging areas to 

enable the positioning of, accounting for, and onward 

movement of requested and available resources. The 

Operations Section has directive control for the assignment, 

movement, and employment of all resources staged in the 

staging area(s). The Logistics Section is responsible for 

execution and movement of the resource order and for 

ensuring the staging team is capable of meeting current, 

emerging, or anticipated operational resource requirements.
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Incident Support Base (ISB)

In anticipation of an incident occurrence or in the immediate 

aftermath, FEMA may establish one or more ISBs near the 

incident area by pre-positioning commodities from a FEMA

Distribution Logistics Center in anticipation of requests from 

state partners. The FEMA HQ LMD or the Resource Support 

Section of the National Response Coordination Staff controls 

ISBs. An ISB may be converted to a staging area after a 

declaration is made if the ISB is located within the incident 

boundaries. Once stocked, ISBs primarily distribute resources 

to FSAs but could send them to a state staging area or to 

points of distribution when requested. An ISB may also provide 

temporary support services, such as food and billeting, for 

personnel before their assignment, release, or reassignment. 

In addition, the ISB may serve as a place for out-processing 

following demobilization as personnel await transportation.

Disaster Recovery Center (DRC)

A DRC is a readily accessible facility or mobile office where 

survivors may go for information about FEMA’s programs or 

other disaster assistance programs and to ask questions 

related to their case. Representatives from the SLTT 

governments, FEMA, the U.S. Small Business Administration, 

volunteer groups, and other agencies are at the centers to 

answer questions about disaster assistance and low-interest 

disaster loans for homeowners, renters and businesses. 

Representatives can also help survivors apply for federal

disaster assistance.
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Initial Operating Facility (IOF)

When FEMA takes actions in anticipation of a Presidential 

declaration under the Stafford Act and during the period 

between a declaration and the opening of a JFO, FEMA 

operates from an IOF. Only key personnel critical to immediate 

incident management functions, such as an IMAT, are 

deployed to an IOF. The IOF could be located at the state

emergency operation center or at another facility that 

eventually becomes the JFO. The IOF closes when the JFO

opens.

Recovery Office

The Recovery Office, the temporary facility used for facilitating 

disaster recovery coordination and collaboration, is often 

located in the same building as a JFO. The lease agreement is 

amended to reflect the anticipated space needed for the FDRC 

and the associated partners and personnel. When an incident 

has necessitated multiple JFOs in different states, the 

Recovery Office sometimes consolidates the multiple JFOs

into a single recovery office. The decision is based on the 

anticipated program priorities and needs.
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Processing Centers

Processing centers are facilities the RA oversees that are used 

to facilitate coordination of work between federal and SLTT 

partners in the management and closeout of disaster 

assistance grants. Processing centers can be permanently 

leased facilities (non-incident specific) such as those currently 

present in Regions I, II, III, VI, and VII or a temporary facility 

leased in close proximity to the standing regional office or 

impacted state, tribe, or territory.

FEMA also uses IA processing centers, which are permanent 

disaster assistance processing facilities responsible for 

registering individuals for assistance by telephone. IA 

processing centers assist in providing support for damage 

assessments of homes and personal property, process 

registrations, and respond to registrant questions throughout 

the assistance process. There are currently three national IA 

processing centers located in Hyattsville, MD; Denton, TX; and 

Winchester, VA
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Appendix G: Single 

Point Order Tracking

Introduction

Single Point Order Tracking (SPOT) is defined as a FEMAwide integrated and standardized process to manage and track 

all resource orders for disaster supplies, equipment, services, 

personnel, and teams from order through delivery to the enduser or recipient. The Logistics Section is responsible for the 

implementation of SPOT. SPOT and the system of use is 

mandated through FEMA Directive 145-2, dated October 1, 

2015. Figure 45 shows the SPOT process.
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Figure 45: SPOT Ordering Process

Overview

Resource ordering can occur at multiple echelons 

simultaneously; therefore, SPOT business rules and processes 

are imperative to help avoid the duplication and loss of visibility 

of critical resource orders during a disaster. SPOT will fully 

support the Unified Coordination Group and the incident action 

planning process. Figure 46 shows ordering roles and 

responsibilities.
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Figure 46: Ordering Roles and Responsibilities

The Logistics Section is responsible for the SPOT mission, but 

it is executed in close coordination with the other sections, 

functional areas, and Emergency Support Functions. In some 

cases, critical functions may have to co-locate with the 

Logistics Section, Ordering Unit, particularly in the absence of 

an enterprise automated system.
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Appendix H: Authorities 

and Foundational 

Documents

Incident Management Handbook

(IMH) Doctrinal Family

Figure 47 shows the IMH doctrinal family grouping. Generally, 

doctrinal family groupings show doctrinal products and 

interdependencies. In this instance, the IMH doctrinal family 

grouping shows the connections between the doctrine that 

informed IMH development and the doctrine that currently 

aligns with the IMH. As revisions occur within the related 

doctrinal products, the impact on the IMH should be analyzed 

and captured for use in future IMH revisions.

Within Figure 47, solid lines indicate where a high-level piece 

of doctrine has been directly expanded on (e.g., the Incident 

Management Manual expanded on concepts described in the 

Incident Management and Support Keystone) to create a new, 

more detailed piece of doctrine. Dashed lines represent 

relationships where existing information within doctrinal 

products was used to inform sections within the IMH (e.g., 

elements of the FEMA Mission Assignment Guide were used 

to describe MA operations within the IMH). The documents that 

directly feed into and influence the guidance in the IMH include

the: 
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 FEMA Operational Planning Manual;

 Incident Management Manual; and

 Incident Action Planning Guide.

Figure 47: IMH Doctrinal Family
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Laws

Robert T. Stafford Disaster Relief and 

Emergency Assistance Act (Public 

Law 93-288, as amended, 42 U.S.C. 

5121-5207) 

The Stafford Act, signed into law on November 23, 1988, 

amended the Disaster Relief Act of 1974 (Public Law 93-288). 

The Stafford Act constitutes the statutory authority by which 

the Federal Government provides disaster and emergency 

assistance to state and local governments, tribal nations, 

eligible private nonprofit organizations, and individuals affected 

by a declared major disaster or emergency. The Stafford Act 

covers all hazards, including natural disasters and terrorist 

events.

Post-Katrina Emergency 

Management Reform Act of 2006 

(Public Law 109-295)

The Post-Katrina Emergency Management Reform Act of 2006

(PKEMRA) clarified and modified the Homeland Security Act of 

2002 with respect to the organizational structure, authorities, 

and responsibilities of FEMA and the FEMA Administrator. 

PKEMRA enhanced FEMA’s responsibilities and its autonomy 

within the Department of Homeland Security. Per PKEMRA, 

FEMA is to lead and support the Nation in a risk-based, 

comprehensive emergency management system of 
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preparedness, protection, mitigation, response, and recovery. 

The FEMA Administrator, with Stafford Act responsibilities 

delegated by the Secretary of Homeland Security and 

additional authorities under the Homeland Security Act of 2002 

as amended by PKEMRA, coordinates response operations 

and tasks and funds other federal departments and agencies 

that would not otherwise have been authorized to provide 

support to save lives and protect property.

Sandy Recovery Improvement Act of 

2013 (Public Law 113-2)

The Sandy Recovery Improvement Act (SRIA), signed into law 

on January 29, 2013, amended the Robert T. Stafford Disaster 

Relief and Emergency Assistance Act (Public Law 100-707). 

The SRIA authorizes the most significant changes to the way 

FEMA may deliver federal disaster assistance to state, local, 

tribal, and territorial governments, as well as disaster survivors 

since the passage of the Stafford Act. The SRIA amended the 

Stafford Act to provide federally-recognized Indian tribal 

governments the option to make their own request for a major 

presidential emergency or major disaster declaration 

independently of a state or to seek assistance under a 

declaration for a state. The SRIA includes processes for 

streamlining Public Assistance program delivery, including 

labor costs, permanent work, and debris removal. For 

Individual Assistance, the SRIA directed FEMA to provide 

more objective criteria for evaluating the need for assistance to 

individuals, a lease and repair program option for housing for 

disaster survivors, and coverage for child care expenses under 

Other Needs Assistance. The SRIA also streamlines the 

Hazard Mitigation Grant Program. Finally, the SRIA mandates 
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that Public Assistance grants and mission assignments in 

excess of $1 million be posted on the Internet within 24 hours 

of award or issuance.

Rehabilitation Act of 1973 

The Rehabilitation Act of 1973 (often called the “Rehab Act”) 

prohibits discrimination on the basis of disability in programs 

run by federal agencies, programs that receive federal financial 

assistance, in federal employment, and in the employment 

practices of federal contractors.

Americans with Disabilities Act of 

1990, As Amended (ADA)

The ADA makes it illegal to discriminate against a qualified 

person with a disability in the private sector and in state and 

local governments. The ADA also makes it illegal to retaliate 

against a person because the person complained about 

discrimination, filed a charge of discrimination, or participated 

in an employment discrimination investigation or lawsuit.

Architectural Barriers Act of 1968, As 

Amended (ABA)

The ABA requires access to facilities designed, built, altered, 

or leased with federal funds. Passed by Congress in 1968, the 

ABA marks one of the first efforts to ensure access to the built 

environment. The Access Board develops and maintains 

accessibility guidelines under the ABA. These guidelines serve 

as the basis for the standards used to enforce the ABA.
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Regulations

Title 44 of the Code of Federal

Regulations (CFR), Emergency 

Management and Assistance 

The Code of Federal Regulations (CFR) is a codification of the 

general and permanent rules and regulations published in the 

Federal Register that contain basic policies and procedures. 

Title 44 is entitled “Emergency Management and Assistance,” 

and Chapter 1 of Title 44 contains the regulations issued by 

FEMA, including those related to implementing the Stafford 

Act.

Policies

National Incident Management 

System (NIMS), December 2008

The NIMS is a set of principles that provides a systematic, 

proactive approach to guide government agencies at all levels, 

nongovernmental organizations (NGO), and the private sector. 

NIMS works seamlessly to prevent, protect against, respond 

to, recover from, and mitigate the effects of incidents,

regardless of cause, size, location, or complexity to reduce the 

loss of life or property and harm to the environment.
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National Response Framework (NRF)

(Third Edition), June 2016

The National Response Framework (NRF) is an essential 

component of the National Preparedness System mandated in 

PPD-8 and supersedes the original NRF released in 2008. The 

framework sets the doctrine for how the Nation builds, 

sustains, and delivers the response core capabilities identified 

in the National Preparedness Goal. The NRF is built on 

scalable, flexible, and adaptable coordinating structures 

identified in the NIMS to align key roles and responsibilities 

across the Nation, linking all levels of government, NGOs, and 

the private sector. The term “response,” as used in the NRF, 

includes actions to save lives, protect property and the 

environment, stabilize communities, and meet basic human 

needs following an incident. Response also includes the 

execution of emergency plans and actions to support shortterm recovery.

National Disaster Recovery 

Framework (NDRF) (Second Edition), 

June 2016

The National Disaster Recovery Framework (NDRF) is a guide 

that enables effective recovery support to disaster-impacted 

states, tribes, territorial and local jurisdictions. The NDRF 

provides a flexible structure that enables disaster recovery 

managers to operate in a unified and collaborative manner. 

The NDRF also focuses on how best to restore, redevelop, and 

revitalize the health, social, economic, natural, and 
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environmental fabric of the community and build a more 

resilient Nation.

The NDRF is consistent with the vision set forth in Presidential

Policy Directive (PPD)-8, National Preparedness, which directs 

FEMA to work with interagency partners to publish a recovery 

framework. The NDRF is the first framework published under 

PPD-8 reflecting the core recovery capabilities by supporting 

operational plans as an integral element of a National 

Preparedness System. The NDRF is a first step toward the 

PPD-8 objective to achieve a shared understanding and a 

common, integrated perspective across all mission areas

(Prevention, Protection, Mitigation, Response, and Recovery) 

to achieve unity of effort and make the most effective use of 

the Nation’s limited resources.

National Mitigation Framework 

(Second Edition), June 2016

The National Mitigation Framework sets the strategy and 

doctrine for how the whole community builds, sustains, and 

delivers the mitigation core capabilities identified in the 

National Preparedness Goal in an integrated manner with the 

other mission areas. The National Mitigation Framework is one 

of the five documents in the suite of National Planning 

Frameworks.

FEMA Publication 1, April 2016

FEMA Publication 1 (Pub 1) serves as FEMA’s capstone 

doctrine. Pub 1 defines FEMA’s principles and culture and 

describes its history, mission, purpose, and ethos.
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FEMA Incident Management and 

Support Keystone (IMSK), January 

2011

The Incident Management and Support Keystone (IMSK) is the 

primary document from which all other FEMA disaster 

response directives and policies are derived. The IMSK 

describes how the response doctrine, articulated in the NRF, is 

implemented in FEMA disaster response operations.

FEMA Incident Management Manual

(IMM), September 2015

The IMM bridges between the IMSK, which provides 

overarching guidance for all of FEMA, and the tactical-level 

descriptions of how FEMA conducts incident management 

found in the IMH. The IMM is a companion document to the 

National Incident Support Manual (NISM) and the Regional 

Incident Support Manual (RISM). The Incident Support 

Manual’s focus on delivering support to the incident level, while 

the IMM focuses on incident management and receipt of 

support from the regional and national level. Together, the 

IMM, RISM, and NISM provide a composite picture of FEMA’s 

role in incident management and incident support.

FEMA National Incident Support 

Manual (NISM), January 2013

The FEMA NISM describes how FEMA national staff support 

FEMA incident operations and briefly discusses steady-state
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activities pertinent to incident operations. The NISM defines 

the activities of federal assistance across the Nation and within 

FEMA’s statutory authority supporting citizens and first 

responders in responding to, recovering from, and mitigating all 

hazards. The NISM includes definitions and descriptions of 

roles and responsibilities, functions, and organizational 

structures for those conducting FEMA incident support duties, 

thus forming the basis from which FEMA personnel plan and 

execute their assigned missions. Moreover, the NISM serves 

as the basis for developing related guidance (e.g., procedures, 

handbooks, incident guides, and training materials). The NISM 

discusses how National Response Coordination Staff (NRCS)

procedures are relevant to all personnel (FEMA, other federal 

agencies, nongovernmental organizations, and the private 

sector) who are either assigned to or coordinating with the 

NRCS.

FEMA Regional Incident Support 

Manual (RISM), January 2013

The FEMA RISM describes how the FEMA regional staff 

supports FEMA incident operations. The RISM discusses 

steady-state activities pertinent to incident operations and 

defines the activities of federal assistance across the region 

and within FEMA’s statutory authority supporting citizens and 

first responders in responding to, recovering from, and 

mitigating all hazards. The RISM includes definitions and 

descriptions of roles and responsibilities, functions, and 

organizational structures for those conducting FEMA incident 

support duties. The RISM also describes the basis from which 

FEMA personnel plan and execute their assigned missions. 

The RISM serves as the basis for developing related guidance 
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(e.g., procedures, handbooks, incident guides, and training 

materials) and discusses how Regional Response 

Coordination Staff (RRCS) procedures are relevant to all 

personnel (FEMA, other federal agencies, nongovernmental 

organizations, and the private sector) who are either assigned 

to or coordinating with the RRCS.

FEMA Operational Planning Manual

(FOPM), June 2014

The FOPM describes how FEMA conducts operational 

planning activities. To maximize interoperability within FEMA, it 

is important to standardize the approach to operational 

planning. The FOPM identifies and describes common types of 

planning, the operational planning method, the use of the 

operational planning method for deliberate planning, how to 

operationalize deliberate plans through crisis action planning, 

and how to transition plans from the planners to those who 

execute plans.

FEMA Incident Action Planning 

Guide, Revision 1, July 2015

The Incident Action Planning Guide is intended to promote the 

effectiveness of incident operations by standardizing the 

incident action planning process. The Incident Action Plan 

(IAP) describes how FEMA applies the Incident Command 

System incident action planning process. The IAP defines the 

specific roles and responsibilities of the various organizations 

and establishes standards for incident action planning on 

FEMA incidents. The IAP also communicates to partners the 
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details of how FEMA conducts the incident action planning 

process. In addition, the IAP serves as a reference for incident 

management personnel and provides the basis for incident 

action planning staffing and exercising. Finally, the IAP informs 

required training, position task books, and development of 

courses in alignment with the FEMA Qualification System
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Appendix I: List of 

Acronyms

ABA Architectural Barriers Act

ACQ Acquisitions

AD Active Directory

ADA Americans with Disabilities Act

ADAD Alternative Dispute Resolution Advisor

ADR Alternative Dispute Resolution 

AE Advance Evaluation

AEAC Assistant External Affairs Officer – Congressional 

Affairs

AEAO Assistant External Affairs Officer

AEIC Assistant External Affairs Officer – Joint 

Information Center

AEIG Assistant External Affairs Officer –

Intergovernmental Affairs

AEPP Assistant External Affairs Officer – Planning and

Products

AEPS Assistant External Affairs Officer – Private Sector

AFN Access and Functional Needs

AIR Assess, Inform, and Report

AMGS Air Mission Group Supervisor
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AMMG Air Mission Coordination Manager

AA ORR Associate Administrator, Office of Response and

Recovery 

AOB Air Operations Branch

AOBD Air Operations Branch Director

AOP Advanced Operational Plan

AOR Area of Responsibility 

APMG Accountable Property Manager

APO Accountable Property Officer 

APRS Acquisition Purchasing Specialist

APSP Accountable Property Specialist

AQAS Acquisitions Quality Assurance Specialist

AQSP Acquisition Business Specialist

AREP Agency Representative

ARSP Air Mission Specialist 

ASL American Sign Language

ASLS American Sign Language Interpreter Technical 

Specialist

ASSP Applicant Services Program Specialist

ATF Bureau of Alcohol, Tobacco, Firearms, and 

Explosives

AV Audiovisual

BD Branch Director
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BCA Benefit-Cost Analysis 

BCMG Broadcast Manager

CART Computer Aided Real-Time Translation

CASP Community Planning and Capacity Building

Specialist

CBRN Chemical, Biological, Radiological, and Nuclear

CC Crisis Counseling

CDC Center for Disease Control

CDI Certified Deaf Interpreter

CDIS Certified Deaf Interpreter Technical Specialist

CDPX Community Planning and Capacity Building

Specialist – Community Planning Expert

CDSX Community Planning and Capacity Building

Specialist – Community Design Expert

CDVX Community Planning and Capacity Building

Specialist – Community Development Expert

CEO Community Education and Outreach

CESP Community Education and Outreach Specialist

CFR Code of Federal Regulations

CGMG Congressional Affairs Manager

C&GS Command and General Staff

CGSP Congressional Affairs Specialist

CIR Critical Information Requirements
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CLGX Community Planning and Capacity Building

Specialist – Local Government Administration 

Expert

COA Course of Action

COCL Community Education and Outreach Crew 

Leader

COML Communications Unit Leader

CONUS Continental United States

COOP Continuity of Operations Plan

COP Common Operating Picture 

COR Contract Officer Representative 

COS Chief of Staff Officer

COST Cost Unit Leader

COTL Community Education and Outreach Task Force 

Leader

CPCB Community Planning and Capacity Building

CPCB RSF Community Planning and Capacity Building 

Recovery Support Function

CPCL Community Planner Crew Leader

CPEX Community Planner Specialist

CPSP Hazard Mitigation Community Planner Specialist

CRCL Community Planning and Capacity Building Crew

Leader
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CRGS Community Planning and Capacity Building

Group Supervisor

CRMG Contracting Manager

CRSP Acquisition Contracting Specialist

CRTL Community Planning and Capacity Building Task

Force Leader

CRTS Computer Aided Real-Time Translation Technical

Specialist

CTMG Creative Service Manager

DBD Disaster Survivor Assistance Branch Director

DC Distribution Center

DCM Disaster Case Management

DCO Defense Coordinating Officer

DCSP Digital Communications Specialist

DDD Damage, Description, and Dimensions

DEC Disaster Emergency Communications

DEGS Disaster Emergency Communications Group 

Supervisor

DFA Direct Federal Assistance

DFTO Disaster Field Training Operations

DHS Department of Homeland Security

DI Disability Integration

DISL Disability Integration Advisor
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DISA Disability Integration Advisor Manager

DIAS Disability Integration Advisor Specialist

DID Digital Identification

DISP Data Integration Specialist

DISS Disability Integration Resource Support Specialist

DIVS Division Supervisor

DLS Disaster Legal Services

DMARC Demarcation Point

DME Durable Medical Equipment

DMS Durable Medical Supplies

DOCL Documentation Unit Leader

DoD Department of Defense

DOE Department of Energy

DOJ Department of Justice

DR Disaster Response

DRC Disaster Recovery Center

DREO Deputy Regional Environmental Officer

DRF Disaster Relief Fund 

DRGS Disaster Recovery Center Group Supervisor

DRM Disaster Recovery Manager

DRMG Disaster Recovery Center Manager

DRT Disaster Response Team
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DRTL Disaster Recovery Center Task Force Leader

DSA Disaster Survivor Assistance

DSAS Disaster Survivor Assistance Specialist

DSAT Disaster Survivor Assistance Team

DSGS Disaster Survivor Assistance Group Supervisor

DSTL Disaster Survivor Assistance Task Force Leader

DTS Deployment Tracking System 

DUA Disaster Unemployment Assistance

EA External Affairs

EAEX Engineering and Architect Technical Specialist

EAO External Affairs Officer

EASP Engineering and Architect Specialist

ECSP Environmental Planning and Historic 

Preservation Environmental Compliance Review 

Specialist

eCAPS Enterprise Coordination and Approval Processing 

System 

EEI Essential Elements of Information

EFSP Environmental Planning and Historic 

Preservation Environmental Floodplain Specialist

EHAD Environmental Planning and Historic 

Preservation Advisor

EHMG Environmental Planning and Historic 

Preservation Manager
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EHP Environmental Planning and Historic

Preservation 

EMMIE Emergency Management Mission Integrated 

Environment

ENS Emergency Notification System

ENSP Environmental Planning and Historic 

Preservation Environmental Specialist

EOC Emergency Operations Center

EOEX Community Education and Outreach Technical 

Specialist

EPA Environmental Protection Agency

ERAD Equal Rights Advisor

ERLD Lead Equal Rights Advisor

ESBD Emergency Services Branch Director

ESD Enterprise Service Desk 

ESF Emergency Support Function

EXEC Federal Coordinating Officer Executive Specialist

FACL Facilities Unit Leader

FAO Federal Approving Official 

FAR Federal Acquisitions Regulations

FBI Federal Bureau of Investigation

FCMG Funds Control Manager

FCO Federal Coordinating Officer 
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FCV Forward Communications Vehicle

FDRC Federal Disaster Recovery Coordinator 

FDRO Federal Disaster Recovery Officer

FEIMS FEMA Enterprise Identity Management System

FEKC FEMA Employee Knowledge Center

FEMA Federal Emergency Management Agency

FIOP Federal Interagency Operational Plan

FITL Floodplain Management and Insurance Task 

Force Leader

FM Financial Management

FLMG Facilities Manager

FMAG Fire Management Assistance Grant Program

FOD Field Operations Directorate 

FOG Field Operations Guide 

FOH Federal Occupational Health

FOPM FEMA Operational Planning Manual 

FOR Field Operating Report 

FOS Federal Operations Support

FPCL Floodplain Management Crew Leader

FPEX Floodplain Management Technical Specialist

FPM Floodplain Management

FPSP Floodplain Management Specialist
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FQS FEMA Qualifications System

FRC Federal Resource Coordinator

FRMAC Federal Radiological Monitoring and Assessment 

Center 

FSA Federal Staging Area

FSC Finance/Administration Section Chief

FSUL Federal Staging Area Unit Leader

FTA FEMA-Tribal Agreement

FTE Full-Time Equivalent

FTMG Fleet Manager

GAR Governor’s Authorized Representative

GIMG Geospatial Information System Manager

GIS Geospatial Information System

GISP Geospatial Information System Specialist

GIUL Geospatial Information System Unit Leader

GPTL Grants and Planning Task Force Leader

GRCL Grants Crew Leader

GREX Grants Technical Specialist

GRPS Group Supervisor

GRSP Grants Specialist

GSA General Services Administration

GSUL Ground Support Unit Leader
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HACL 406 Crew Leader

HAEX 406 Technical Specialist

HASP 406 Specialist

HAZUS Hazards-United States 

HDHHS Houston Department of Health and Human 

Services

HELP Help Desk Specialist

HHS Department of Health and Human Services

HISP Insurance Specialist

HLT Hurricane Liaison Team 

HM Hazard Mitigation

HBD Hazard Mitigation Branch Director

HDR Humanitarian Daily Ration 

HMGP Hazard Mitigation Grant Program

HMGS Hazard Mitigation Group Supervisor

HMMC Hazard Mitigation Management Coordinator

HMMG Hazard Mitigation Management Coordinator

HMP Hazard Mitigation Proposal 

HMTAP Hazard Mitigation Technical Assistance Program 

HPA Hazard and Performance Analysis

HPCL Hazard and Performance Analysis Crew Leader

HPEX Hazard and Performance Analysis Technical

Specialist
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HPSP Hazard and Performance Analysis Specialist

HPTL Hazard and Performance Analysis Task Force 

Leader

HQ Headquarters

HR Human Resources

HRMG Human Resources Manager

HRSP Human Resources Specialist

HRUL Human Resources Unit Leader

HS Human Services

HSAR Homeland Security Acquisitions Regulations

HSGS Human Services Group Supervisor

HSMG Human Services Manager

HSSP Environmental Planning and Historic 

Preservation Specialist

H&SS Health and Social Services

HUCL Housing Crew Leader

HUGS Individual and Households Program Group 

Supervisor

HUTL Individuals and Households Program Task Force 

Leader

HVAC Heating, Ventilating, and Air Conditioning

IA Individual Assistance

IAA Interagency Agreement
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IABD Individual Assistance Branch Director

IAGS Individual Assistance Group Supervisor

IAP Incident Action Plan 

ICS Incident Command System

IGA Intergovernmental Affairs

IGMG Intergovernmental Affairs Manager

IGSP Intergovernmental Affairs Specialist

IHP Individuals and Households Program

I/I Intelligence/Investigations 

IM Incident Management

IMAAC Interagency Modeling and Atmospheric

Assessment Center

IMAT Incident Management Assistance Team

IMGS Information Management Group Supervisor

IMH Incident Management Handbook

IMM Incident Management Manual

IMMG Information Management Reports and Planning 

Manager

IMSK Incident Management and Support Keystone

INCL Insurance Crew Leader

INEX Insurance Technical Specialist

IOF Initial Operating Facility 

IP Internet Protocol 
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IRC Interagency Recovery Coordination

IRR Initial Response Resources 

IS Incident Support

ISB Incident Support Base 

ISP Incident Strategic Plan

ISR Inventory System of Record 

IST Incident Support Team 

IT Information Technology

ITBC Regional Information Technology Branch Chief

ITMG Information Technology Manager

ITSM Information Technology Service Manager

ITSP Information Technology Specialist

JFO Joint Field Office

JHA Job Hazards Analyses 

JIC Joint Information Center 

JIT Just-In-Time 

JOC Joint Operations Center

LASP Limited English Proficiency/Additional 

Communication Needs Specialist

LBTT Local Business Transition Team

LEP/CAN Limited English Proficiency/Additional

Communication Needs

LEAD Lead Legal Advisor
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LGAD Legal Advisor

LGSP Logistics Specialist

LIP Linguistically Isolated Populations 

LMD Logistics Management Directorate 

LMS Learning Management Systems

LNO Liaison Officer

LOG Logistics

LSB Support Branch Director

LSC Logistics Section Chief

LSCMS Logistics Supply Chain Management System

LVB Service Branch Director

LXB External Support Branch Director

LYMG Logistics Systems Manager

LYSP Logistics Systems Specialist

MA Mission Assignment

MACS Multiagency Coordination System

MAMG Mission Assignment Manager

MASP Mission Assignment Specialist

MAT Mitigation Assessment Team

MBMG Mobile Communications Office Vehicle Manager

MBOP Mobile Communications Office Vehicle Operator

MCCL Mass Care/Emergency Assistance Crew Leader
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MC/EA Mass Care/Emergency Assistance

MCGS Mass Care/Emergency Assistance Group 

Supervisor

MCOV Mobile Communications Operations Vehicle

MCTL Mass Care/Emergency Assistance Task Force 

Leader

MDSP Media Analysis Specialist

MECO Mobile Emergency Response Support 

Coordinator

MERS Mobile Emergency Response Support Specialist

MGPS Program Group Supervisor

MHMG Manufactured Housing Manager

MHSP Manufactured Housing Specialist

MHSS Manufactured Housing Support Specialist

MHU Manufactured Housing Unit

MHUL Manufactured Housing Unit Leader

MPGS Hazard Mitigation Program Group Supervisor

MRMG Media Relations Manager

MRSP Media Relations Specialist

MSA Mission Scoping Assessment

MSC Map Service Center 

NAMSP Public Assistance Administrative Specialist

NCR Natural and Cultural Resources
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NCSP Recovery Coordination Specialist

NDRF National Disaster Recovery Framework

NDRS National Disaster Resource Support 

NDT National Decontamination Team 

NEMG Network Manager

NEMIS National Emergency Management Information 

System

NFIP National Flood Insurance Program

NGO Nongovernmental Organization

NHPA National Historic Preservation Act 

NICCL National Incident Communication Conference 

Line

NIMS National Incident Management System 

NiOS Network Inventory and Optimization Solution

NISM National Incident Support Manual

NMSP Recovery Mission Support Specialist

NOC National Operations Center 

NPAGS Public Assistance Group Supervisor

NPAEX Public Assistance Technical Specialist

NPBD Infrastructure Branch Director

NPPSP Public Assistance Planning Specialist

NRSCP Public Assistance Resource Specialist

NRCC National Response Coordination Center
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NRCS National Response Coordination Staff

NRF National Response Framework

NRIPP Nuclear/Radiological Incident Prevention 

Program

NSP National Support Plan

NUO National Utilization Officer

OCC Office of Chief Counsel 

OCFO Office of Chief Financial Officer 

OCIO Office of Chief Information Officer

OCONUS Outside the Continental United States

ODIC Office of Disability Integration and Coordination 

OFA Other Federal Agency

ONA Other Needs Assistance

ONCL Other Needs Assistance Crew Leader

OPBD Operations Branch Director

OPORD Operations Order

OPS Operations Section Chief

OPTL Operations Task Force Leader

OSCL Public Assistance Operations Support Crew 

Leader

OSTL Public Assistance Operations Support Task 

Force Leader

ORDL Ordering Unit Leader
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ORMG Ordering Manager

ORR Office of Response and Recovery

ORSP Ordering Specialist

OSC Operations Section Chief

OU Organizational Unit 

OWCP Office of Workers’ Compensation Program 

PA Public Assistance

PDA Preliminary Damage Assessment 

PDMG Public Assistance Program Delivery Manager

PDTL Public Assistance Program Delivery Task Force 

Leader 

PICCL Private Sector Incident Communications 

Conference Line 

PIO Public Information Officer

PKEMRA Post-Katrina Emergency Management Reform 

Act

PL Planning

PLMG Communications Planning Manager

PLSL Planning Support Unit Leader

PLSP Planning Specialist

PM Personnel Mobilization

PMC Personnel Mobilization Center

PMMG Program Liaison Manager
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PMO Property Management Officer

PMSP Program Liaison Specialist

POC Point of Contact

POD Point of Distribution 

POTS Plain Old Telephone Service

PPM Processing Procedures Manual

PROC Acquisition Procurement Unit Leader

PRSP Acquisition Procurement Specialist

PSC Planning Section Chief

PSMG Private Sector Manager

PSP Project Specialist

PSSP Private Sector Specialist

PTB Position Task Book

PW Project Worksheet 

QA/QC Quality Assurance/Quality Control

RA Regional Administrator

RCCL Recovery Coordination Crew Leader

RCG Recovery Coordination Group

RCGS Recovery Coordination Group Supervisor

RCTL Recovery Coordination Task Force Leader

RDIS Regional Disability Integration Specialist

RDMG Receiving and Distribution Manager
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REC Record of Environmental Consideration 

REO Regional Environmental Officer

RERT Radiological Emergency Response Team

RESL Resources Unit Leader

RF Radio Frequency 

RFI Request for Information 

RFO Ready for Occupancy 

RISM Regional Incident Support Manual

ROCL Recovery Outreach Support Crew Leader

ROSP Recovery Outreach Support Specialist

RPSP Reports Specialist

RRCC Regional Response Coordination Center 

RRCS Regional Response Coordination Staff

RRF Resource Request Form

RSCL Recovery Mission Support Crew Leader

RSF Recovery Support Function

RSGS Recovery Mission Support Group Supervisor

RSM Recovery Support Meeting

RSOI Reception, Staging, Onward Movement, and 

Integration 

RSP Regional Support Plan 

RSS Recovery Support Strategy
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RSTL Recovery Mission Support Task Force Leader

RTM Recovery Transition Meeting

RTMG Resource Support Manager

RTSP Resource Support Specialist

RWSP Research and Writing Specialist

SAAD Safety Advisor

SAF Safety

SALT Solution-oriented, Articulate, Legally sufficient, 

and Timely

SAO State Approving Official 

SAP Simplified Acquisition Procedure

SBA Small Business Administration

SBSP Speakers Bureau Specialist

SCO State Coordinating Officer

SDRC State Disaster Recovery Coordinator 

SEC Security

SEMG Security Manager

SFO Safety Officer

SHMO State Hazard Mitigation Officer

SICCL State Incident Communication Conference Line

SIR Site Inspection Report

SITL Situation Unit Leader
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SITREP Situation Report

SLMG Public Assistance Specialized Project Manager

SLTT State, Local, Tribal, and Territorial 

SMART Survivor Mobile Application Reporting Tool

SMSP Strategy and Messaging Specialist

SOP Standard Operating Procedure

SOW Statement of Work

SPMG Supply Manager

SPOC Staffing Point of Contact 

SPOT Single Point Order Tracking

SPUL Supply Unit Leader

SRIA Sandy Recovery Improvement Act 

SSA State Staging Area

ST State and Tribal

STBD Staging Area Branch Director

STCL Public Assistance Site Inspector Crew Leader

STGS Staging Area Group Supervisor

STSP Public Assistance Site Inspector Specialist

STTL Public Assistance Site Inspector Task Force 

Leader

SVCL Disaster Survivor Assistance Crew Leader

T&A Time and Attendance
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TASP Training and Administrative Specialist

TBSP Tribal Affairs Specialist

TCO Tribal Coordinating Officer

TCTL Tactical Communications Task Force Leader

TEMG Telecom Manager

TESP Telecom Specialist

TFLD Task Force Leader

TQSP Training FEMA Qualification System Specialist

TRM Technical Reference Model

TRMG Training Manager

TRNL Training Unit Leader

TRSP Training Specialist

TSMG Transportation Manager

TSSP Training Support Specialist

TVMG Travel Manager

TVSP Travel Specialist

UACG Unified Area Coordination Group

UCG Unified Coordination Group

UFR Unified Federal Review

USACE United States Army Corps of Engineers 

USDA United States Department of Agriculture

US&R Urban Search and Rescue
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VACL Voluntary Agency Liaison Crew Leader

VAGS Voluntary Agency Liaison Group Supervisor

VAL Voluntary Agency Liaison

VATL Voluntary Agency Liaison Task Force Leader

VIMG Visual Imaging Manager

VOAD Voluntary Organizations Active in Disaster

VTC Video Teleconferencing

WIMG Wireless Communications Manager

WMD Workforce Management Division 
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Appendix J: Glossary

Access and Functional Needs: The needs of an individual 

who, under usual circumstances, is able to function on their

own or with support systems. However, during an emergency, 

the individual’s level of independence is challenged.

Associate Administrator, Office of Response and 

Recovery (AA ORR): During major disaster or emergency 

activations, their role is to coordinate and synchronize all 

headquarters activities for credible threats. The AA ORR 

provides operational guidance and direction to the Chief of the 

National Response Coordination Staff (C-NRCS) for the 

National Response Coordination Staff (NRCS) to implement.

Agency Representative: A person assigned by a primary, 

supporting, 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.

Assistant: The title indicates a level of technical capability, 

qualifications, and responsibility subordinate to the primary 

positions. 

Branch: The organizational level with functional or geographic 

responsibility for major aspects of incident operations. A 

Branch is organizationally situated between the Section Chief 

and the Division or Group in the Operations Section and 

between the Section and Units in the Logistics Section. 
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Branches are identified by the use of Roman numerals or by 

functional area.

Course of Action (COA): A set of tasks through which one 

intends to achieve an objective.

Common Operating Picture (COP): The COP is both a 

product and a tool. The COP is established and maintained for 

all personnel involved in response to ensure multiple 

organizations are able to successfully and safely work together 

by having the same situational awareness. The COP may not 

be real-time information and must be qualified as such so it is 

understood that aspects of the incident may have changed or 

developed further.

Consumable Medical Supplies: Medical supplies 

(medications, diapers, bandages, etc.) that are ingested, 

injected, or applied and/or are one time use only.

Cooperating Agency: Consistent with the National Response 

Framework (NRF), entities that have specific expertise and 

capabilities to assist the coordinating agency in executing 

incident-related tasks or processes within a National Response 

Framework Support Annex.

Coordinating Agency: An agency that supports the 

Department of Homeland Security (DHS) incident management 

mission by providing the leadership, expertise, and authorities 

to implement critical and specific aspects of the response. 

Coordinating agencies are responsible for implementation of 

processes detailed in the NRF Support Annexes.

Command Staff: The Command Staff consists of the Chief of 

Staff, External Affairs Officer, Federal Disaster Recovery 
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Officer, Safety Officer, and Liaison Officer. They report directly 

to the Incident Commander. They may have an Assistant or 

Assistants, as needed.

Deputy: A fully qualified individual who, in the absence of a

superior, can be delegated the authority to manage a 

functional operation or to perform a specific task. In some 

cases, a deputy can act as relief for a superior and, therefore,

must be fully qualified in the position. Deputies generally can 

be assigned to the Incident Commander, General Staff, and 

Branch Directors.

Durable Medical Equipment: Multiuse medical equipment for 

the benefit of a person who has an illness, injury, disability, or 

functional need to maintain their level of independence.

Emergency: An incident, whether natural or manmade, that 

requires responsive action to protect life or property. Under the 

Robert T. Stafford Disaster Relief and Emergency Assistance 

Act, an emergency means an occasion or instance for which, 

in the determination of the President, federal assistance is 

needed to supplement state and local efforts and capabilities to 

save lives and to protect property and public health and safety 

or to lessen or avert the threat of a catastrophe in the United 

States.

Emergency Support Function (ESF): FEMA coordinates 

response support from across the Federal Government and 

certain nongovernmental organizations (NGOs) by calling up, 

as needed, one or more of the 14 ESFs. The ESFs are 

coordinated by FEMA through its National Response 

Coordination Center (NRCC). During a response, ESFs are a 

critical mechanism to coordinate functional capabilities and 
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resources provided by federal departments and agencies, 

along with certain private sector organizations and NGOs. 

ESFs represent an effective way to bundle and funnel 

resources and capabilities to state, local, tribal, territorial, and 

other involved entities. These functions are coordinated by a 

single agency but may rely on several agencies that provide 

resources for each functional area.

The mission of the ESFs (which are listed in Appendix A) is to 

provide the greatest possible access to capabilities of the 

Federal Government, regardless of which agency has those 

capabilities. While ESFs are typically assigned to a specific 

section at the Joint Field Officer (JFO), Regional Response 

Coordination Center (RRCC), or NRCC for management 

purposes, resources may be assigned anywhere within the 

unified coordination structure. Regardless of the section in 

which an ESF may reside, that entity works in conjunction with 

other JFO sections to ensure the appropriate planning and 

execution of missions. The ESFs serve as the primary 

operational-level mechanism to provide assistance in 

functional areas.

Essential Elements of Information (EEI): A comprehensive 

list of information requirements, derived from deliberate plans,

needed to promote informed decision making. EEIs are 

prioritized to answer the essential questions of the Federal 

Coordinating Officer (FCO) or Unified Coordination Group 

(UCG) needed at that time in the incident.

Federal Operations Support (FOS): A type of resource 

provided to FEMA or other responding federal agencies when 

logistical or technical support is required for their operations. 

This may include ESF activation, personnel for preparing 
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damage survey reports, and supplies or equipment for the 

Joint Field Office or other operating facilities. FOS is totally

federally funded and may be provided to a Presidential 

declaration of a major disaster or emergency.

Federal Resource Coordinator (FRC): The official who may 

be designated by DHS in non-Stafford Act situations when a 

federal department or agency acting under its own authority 

has requested the assistance of the Secretary of Homeland 

Security to obtain support from other federal departments and 

agencies. In these situations, the FRC coordinates support 

through interagency agreements and memorandums of 

understanding. The FRC is responsible for coordinating the 

timely delivery of resources to the requesting agency.

FEMA Administrator: As the principal advisor to the 

President, the Secretary of Homeland Security, and the 

National Security Staff on all matters regarding emergency 

management, the FEMA Administrator has overall 

responsibility for FEMA’s response operations. When FEMA is

engaged in a specific incident or potential incident, the FEMA 

Administrator ensures effective information sharing and 

coordination between FEMA and DHS HQ. The FEMA

Administrator keeps the Secretary of Homeland Security 

informed of the incident status, activities, and issues and 

resolves incident response problems or issues that cannot be 

resolved at lower levels.

Federal Staging Area (FSA): An incident facility where 

deployed equipment and commodities are positioned, 

generally in anticipation of, or in response to, an incident. FSAs 

are generally created to support a single incident or region. 

FSAs are managed at the regional level (uncommitted 
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equipment/commodities) and the incident level (committed 

equipment/commodities).

General Staff: The group of incident management personnel 

organized by function and reporting to the FCO, normally 

including the Operations Section Chief (OSC), Planning 

Section Chief (PSC), Logistics Section Chief (LSC), and the 

Finance/Administration Section Chief (FSC), and sometimes 

an Intelligence/Investigations 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): An individual 

empowered by a governor in the FEMA-state agreement to 

execute all necessary documents for disaster assistance on 

behalf of the state, including certification of applications for 

Public Assistance; represent the governor of the impacted 

state in the UCG, when required; coordinate and supervise the 

state disaster assistance program, to include serving as its 

grant administrator; and identify, in coordination with the State 

Coordinating Officer (SCO), the state’s critical information 

requirements for incorporation into a list of Essential Elements 

of Information. 

Hazard Mitigation (HM): A cost-effective measure that will 

reduce the potential for damage to a facility from a disaster.

Incident: An occurrence or event, natural or man-made, which 

requires a response to protect life or property. Incidents can, 

for example, include major disasters, emergencies, terrorist 

attacks, terrorist threats, civil unrest, wild land and urban fires, 

floods, hazardous material spills, nuclear accidents, aircraft 
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accidents, earthquakes, hurricanes, tornadoes, tropical storms, 

tsunamis, war-related disasters, public health and medical 

emergencies, and other occurrences requiring an emergency 

response.

Incident Action Plan (IAP): A written plan containing general 

objectives reflecting the priorities 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. The IAP is produced for each operational 

period. FEMA only has one IAP, and that is created at the 

incident level.

Incident Command System (ICS): A standardized emergency 

management construct specifically designed to provide for the 

adoption of an integrated organizational structure that reflects 

the complexity and demands of single or multiple incidents 

without being hindered by jurisdictional boundaries. ICS is a 

management system designed to enable effective incident 

management by integrating a combination of facilities, 

equipment, personnel, procedures, and communications 

operating within a common organizational structure, designed 

to aid in the management of resources during incidents. ICS is 

used for all kinds of emergencies and is applicable to small as 

well as large, complex incidents. ICS is used by various 

jurisdictions and functional agencies, both public and private, 

to organize field-level incident management operations.

Incident Management: Incident-level operation of the Federal 

role in incident response, recovery, logistics, and mitigation. 

Responsibilities include: the direct control and employment of 

resources, management of incident offices and operations, and 
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delivery of Federal assistance through all phases of incident 

response.

Incident Management Assistance Team (IMAT): National 

Incident Management System/Incident Command Systemcompliant (management) teams that can rapidly deploy to an 

incident or incident-threatened venue and become part of a 

unified command to lead a prompt, effective, and coordinated 

federal response in support of state, tribal, and local 

emergency management officials. IMATs consist of 

interagency subject matter experts and incident management 

professionals and are not limited to the pre-identified full-time 

staff in the FEMA region. IMATs make preliminary 

arrangements to set up federal field facilities and initiate 

establishment of the Joint Field Office (JFO).

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: The coordination of all federal resources 

that support emergency response, recovery, logistics, and 

mitigation. Responsibilities include the deployment of national 

level assets, support of national objectives and programs 

affected during the disaster, and support of incident operations 

with resources, expertise, information, and guidance.

Incident Support Base (ISB): The location where 

uncommitted equipment and commodities are pre-staged, 
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generally in anticipation of a disaster declaration. The FEMA 

Logistics Management Directorate establishes and manages 

the ISBs, directing their location, movement, staffing and 

operation. The ISB can support the JFO, state staging areas, 

or points of distribution.

Initial Response Resources (IRR): Life-saving, lifesustaining, or other high priority resources (including water, 

emergency meals, plastic sheeting, tarps, generators, cots, 

and blankets) stocked at FEMA Distribution Centers or 

acquired from logistics supply chain partners that are provided 

to survivors after a disaster occurs.

Interoperability: Ability of systems to work more effectively 

together by allowing emergency management/response 

personnel and their affiliated organizations to communicate 

within and across agencies and jurisdictions by voice, data, or 

video-on-demand in real time, when needed, and when 

authorized. Interoperability includes equipment and the ability 

to communicate.

Joint Field Office (JFO): A temporary federal facility 

established to provide a central point for federal, state, local, 

tribal, and territorial governments; private-sector organizations; 

and NGOs with responsibility for incident oversight, direction, 

and/or assistance to effectively coordinate and direct 

prevention, preparedness, response, and recovery actions. 

Typically, the JFO is located at or near the incident area of 

operations.

Joint Information Center (JIC): A facility established to 

coordinate all incident-related public information activities. The 

JIC is the central point of contact for all news media. Public 
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information officials from all participating agencies should colocate 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 

geographic (e.g., federal, state, tribal, and local boundary lines) 

or functional (e.g., law enforcement and public health).

Local Government: A county, parish, municipality, city, town, 

township, local public authority, school district (special of 

whether the council of governments is incorporated as a 

nonprofit corporation under state law), regional or interstate

government entity, or agency or instrumentality of a local 

government; an Indian tribe or in Alaska a native village or 

Alaska Regional Native Corporation; a rural community, 

unincorporated town or village, or other public entity. Section 2 

(10), Homeland Security Act of 2002, P.L. 107−296, 116 Stat. 

2135 (2002) provides more information.

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. An MACS 

assists agencies and organizations responding to an incident. 

The elements of an MACS include facilities, equipment, 

personnel, procedures, and communications.

National Response Coordination Center (NRCC): The 

NRCC is a multiagency center operated by the National 

Response Coordination Staff (NRCS), which provides overall 

federal response coordination. During an incident, the NRCS 
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may, depending on the number, size, or complexity of the 

incident(s), operate on a 24/7 basis or, as required, in 

coordination with other elements of the National Operations 

Center (NOC). FEMA maintains the NRCC as a functional 

component of the NOC in support of incident management 

operations. If required, the NRCS activates and deploys 

national-level entities such as the National Disaster Medical

System, Urban Search and Rescue Task Forces, Mobile 

Emergency Response Support, and National IMAT.

National Response Coordination Staff (NRCS): Provides 

national-level emergency management by coordinating and 

integrating resources, policy guidance, situational awareness, 

and planning to support the affected region(s).

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.

National Support Plan (NSP): Analogous to the Incident 

Action Plan (IAP) at the incident management level, the NSP 

includes objectives in support of incident objectives found in 

the IAP(s).

Operational Period: The time scheduled for executing a given 

set of operation actions as specified in the Incident Action 

Plan. Operational periods can be of various lengths although 

usually they last 12 to 24 hours.

Personnel Mobilization: The deployment of incident 

workforce personnel that includes delivery of coordinated 
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responder services and in-transit support en-route to disaster 

operations, emergency manager orientations, or training 

events.

Personnel Mobilization Center: The location where 

Reception, Staging, Onward Movement, and Integration 

(RSOI) support functions are implemented. Examples include a 

room at the JFO, a ballroom at a local hotel, a conference 

center, a military installation, the National Emergency Training 

Center (NETC), or the Center for Domestic Preparedness 

(CDP).

Recovery: The development, coordination, and execution of 

service- and site-restoration plans; the reconstitution of 

government operations and services; individual, private-sector, 

nongovernmental, and public-assistance programs to provide 

housing and to promote restoration; long-term care and 

treatment of affected persons; additional measures for social, 

political, environmental, and economic restoration; evaluation 

of the incident to identify lessons learned; post-incident 

reporting; and development of initiatives to mitigate the effects 

of future incidents.

Recovery Support Function (RSF): RSFs are derived from 

the National Disaster Recovery Framework's coordinating 

structure for key functional areas of assistance. The RSFs are 

six groupings of core recovery capabilities (listed in 

Appendix A) that provide a structure to facilitate problem 

solving, improve access to resources, and foster coordination 

among state and federal agencies, nongovernmental partners, 

and stakeholders. Each RSF has coordinating and primary 

federal agencies and supporting organizations that operate 
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together with state, local, tribal, and territorial government 

officials, NGOs, and private sector partners.

Regional Administrator (RA): Primary FEMA representative 

to state governors, other federal departments and agencies, 

and local, tribal, and territorial authorities during day-to-day 

operations within their region. In the event of a Stafford Act 

declaration, the RA of the affected region has control of FEMA 

resources within the region. The RA delegates authority for

incident management and control of assigned federal 

resources to the FCO when the FCO has established 

operational capability.

Regional Response Coordination Center (RRCC): A 

standing multiagency center that FEMA operates in each of the

10 regional offices. Staffed by a Regional Response 

Coordination Staff (RRCS), the RRCC is the primary situational 

awareness and coordination center for support to FEMA’s 

incident management at the UCG level. The RRCCs are the 

focal point for regional resource coordination.

Regional Response Coordination Staff (RRCS): The RRCS 

mission is, on activation, to provide regional-level emergency 

management by coordinating and integrating resources, policy 

guidance, situational awareness, and planning to support the 

incident.

Regional Support Plan (RSP): The RSP provides a concise 

and coherent means of capturing and communicating the 

overall incident priorities, objectives, and tasks in the context of 

initial response support activities from the RRCS.

Resources: All personnel and major items of equipment, 

supplies, and commodities available or potentially available for 
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assignment on which status is maintained. Resources are 

described by kind and type and may be used in operational 

support or supervisory capacities at an incident or at an 

emergency operations center.

Response: Immediate actions to save lives, protect property 

and the environment, and meet basic human needs. Response 

also includes the execution of emergency plans and actions to 

support short-term recovery.

Reception, Staging, Onward Movement, and Integration: 

Setup and operation of on- or off-incident locations at which 

incident workforce personnel are processed, trained, and 

equipped prior to assuming their assigned incident roles and 

responsibilities.

Span of Control: The number of resources for which a 

supervisor is directly responsible, usually expressed as the 

ratio of supervisors to individuals. (Under the National Incident 

Management System, an appropriate span of control is 

between 1:3 and 1:7, with optimal being 1:5, or between 1:8 

and 1:10 for many large-scale law enforcement operations.)

Stafford Act: Describes the programs and processes by which 

the Federal Government provides disaster and emergency 

assistance to state and local governments, tribal nations, 

eligible private nonprofit organizations, and individuals affected 

by a declared major disaster or emergency. The Stafford Act 

covers all hazards, including natural disasters and terrorist 

events.

Staging Area: That location to which committed incident 

personnel, equipment, and commodities are assigned awaiting 
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tactical assignment. The region’s or the JFO’s Operations 

Section manages staging areas.

State: A state, territory, or tribal land of or in the United States. 

States, territories, and tribal governments have responsibility 

for the public health and welfare of the people in their

jurisdiction. State and local governments are closest to those 

impacted by incidents and have always had the lead in 

response and recovery. During response, states play a key 

role coordinating resources and capabilities throughout the 

state and obtaining resources and capabilities from other 

states. States are sovereign entities, and the governor has 

responsibility for public safety and welfare. While U.S. 

territories, possessions, freely associated states, and tribal 

governments also have sovereign rights, there are unique 

factors involved in working with these entities.

Unified Command: This structure brings the designated 

officials of the incident's principal jurisdictions together to 

coordinate an effective response while, at the same time, these 

officials carry out their own jurisdictional responsibilities.

Unified Coordination Group (UCG): The structure that 

executes unified command and leads incident activities at the 

field level to achieve unity of effort. The UCG’s purpose is to 

establish and achieve shared objectives. The UCG comprises 

senior leaders representing state and federal interests and, in 

certain circumstances, tribal governments, local jurisdictions, 

territorial governments, or the private sector. The FCO is 

responsible for establishing the UCG.

WebEOC: FEMA’s standardized platform to support incident 

management and incident support activities.
November 2017

J-16

WebTA: FEMA’s standardized time and attendance system for 

employees.

FEMA B-761