National Incident Support 

Manual 

Change 1– January 2013 


Table of Contents 

Chapter 1: Introduction ................................................................................................................. 7 

Purpose....................................................................................................................................... 7 

Applicability and Scope.............................................................................................................. 7 

Supersession .............................................................................................................................. 8 

Authorities and Foundational Documents................................................................................ 8 

Chapter 2: Incident Support at the National Level ...................................................................... 9 

Multiagency Coordination Systems........................................................................................... 9 

National Incident-Related Roles and Responsibilities...........................................................11 

FEMA Administrator .............................................................................................................11 

The Director of Disaster Operations ...................................................................................11 

Assistant Director of Disaster Operations for Recovery ....................................................11 

National Response Coordination Staff ...............................................................................12 

Emergency Support Functions ............................................................................................13 

National Organization Structure for Response.......................................................................13 

Organizational Relationships...................................................................................................14 

Communication and Information Sharing ..........................................................................14 

Regional Response Coordination Center ...........................................................................16 

Unified Coordination Group.................................................................................................17 

Unified Coordination Staff ...................................................................................................18 

Authority and Control of Resources ........................................................................................18 

Activation of the National Response Coordination Center and Staff....................................18 

Role of the National Response Coordination Staff in No-Notice Incidents ..........................20 

Deactivating the Regional Response Coordination Staff ......................................................20 

Deactivating the National Response Coordination Staff.......................................................21 

Chapter 3: Chief of the National Response Coordination Staff................................................22 

Chief of the NRCS and Advisory Staff Structure.....................................................................22 

Purpose..................................................................................................................................... 22 

Essential Functions ..................................................................................................................22 

Advisory Staff Organization......................................................................................................25 

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Deputy Chief of the NRCS....................................................................................................25 

Advisory Staff........................................................................................................................25 

Chapter 4: Situational Awareness Section.................................................................................27 

NRCS Situational Awareness Section Structure ....................................................................27 

Purpose..................................................................................................................................... 27 

Essential Functions ..................................................................................................................29 

Collect Information...............................................................................................................29 

Analyze Information .............................................................................................................29 

Disseminate Information.....................................................................................................29 

Situational Awareness Section Organization..........................................................................30 

Knowledge Group.................................................................................................................30 

Geospatial and Technical Group.........................................................................................31 

Emergency Support Function 15/External Affairs Unit .....................................................31 

Chapter 5: Planning Support Section .........................................................................................33 

NRCS Planning Support Section Structure.............................................................................33 

Purpose..................................................................................................................................... 33 

Essential Functions ..................................................................................................................34 

Lead the Development of a Recurring National Support Plan..........................................34 

Provide Expertise to Support the Development of Crisis Action Plans.............................35 

Planning Support Section Organization ..................................................................................35 

Current Planning Unit...........................................................................................................35 

Future Planning Unit ............................................................................................................36 

Chapter 6: Resource Support Section........................................................................................37 

NRCS Resource Support Section Structure............................................................................37 

Purpose..................................................................................................................................... 37 

Essential Functions ..................................................................................................................38 

Centralized Order Management and Tracking Process.....................................................38 

Resource Support Section Organization.................................................................................42 

Resource and Capability Branch.........................................................................................42 

Order Processing Group ......................................................................................................45 

Chapter 7: Center and Staff Support Section ............................................................................46 

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NRCS Center and Staff Support Section Structure................................................................46 

Purpose..................................................................................................................................... 46 

Essential Functions ..................................................................................................................47 

Coordinate and Provide Support for Staff ..........................................................................47 

Ensure Safety and Security .................................................................................................47 

Center and Staff Support Section Organization.....................................................................47 

Facility Support Group .........................................................................................................47 

Safety Specialist...................................................................................................................48 

Security Specialist................................................................................................................48 

Information Security Specialist ...........................................................................................48 

Administrative Specialist .....................................................................................................48 

Annex 1: Acronyms.......................................................................................................................49 

Annex 2: Glossary.........................................................................................................................53 

Appendix A: Director Of Disaster Operations Tasks...................................................................58 

Appendix B: Chief of the NRCS and Advisory Staff Positions and Tasks..................................60 

Appendix C1: Situational Awareness/ Information Management Process ..............................64 

Introduction ..............................................................................................................................64 

Information Management Process..........................................................................................64 

Defining National-Level Information Requirements ..........................................................65 

Collecting National-Level Information.................................................................................66 

Organizing National-Level Information ...............................................................................67 

Analyzing National-Level Information .................................................................................67 

Collaborating with the Planning Support Section ..............................................................68 

Disseminating National-Level Information.........................................................................68 

Appendix C2: Initial Operating Report Template........................................................................70 

Appendix C3: Situational Awareness Reports and Briefings.....................................................73 

Appendix C4: Situational Awareness Section Positions and Tasks..........................................75 

Appendix D1: National Support Plan—Planning and Processes ...............................................85 

Introduction ..............................................................................................................................85 

Activities of Support and Advance Planning...........................................................................85 

Activity 1: Form a Collaborative Planning Team.................................................................86 

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Activity 2: Understand the Situation ...................................................................................86 

Activity 3: Determine Goals and Objectives .......................................................................87 

Activity 4: Develop the Plan.................................................................................................88 

Activity 5: Plan Preparation, Review, and Approval ...........................................................88 

Activity 6: Plan Implementation ..........................................................................................89 

Appendix D2: National Support Plan Description ......................................................................91 

Appendix D3: Example of NRCS Operational Tempo.................................................................94 

Appendix D4: Planning Support Section Positions and Tasks ..................................................95 

Appendix E1: Resource Intake ....................................................................................................98 

Introduction ..............................................................................................................................98 

Processes.................................................................................................................................. 98 

Review the Request. ............................................................................................................99 

Log and Track the Request. ............................................................................................. 100 

Tasks ...................................................................................................................................... 100 

Resource Capability Branch ............................................................................................. 100 

Appendix E2: Resource Sourcing............................................................................................. 102 

Introduction ........................................................................................................................... 102 

Processes............................................................................................................................... 102 

Tasks ...................................................................................................................................... 106 

Resource and Capability Branch...................................................................................... 106 

Appendix E3: Resource Ordering ............................................................................................. 109 

Introduction ........................................................................................................................... 109 

Processes............................................................................................................................... 109 

Tasks ...................................................................................................................................... 109 

FEMA Resources – Commodities..................................................................................... 110 

FEMA Resources – Personnel.......................................................................................... 110 

Appendix E4: Resource Movement.......................................................................................... 113 

Introduction ........................................................................................................................... 113 

Processes............................................................................................................................... 113 

Movement Coordination Process Description................................................................. 114 

Tasks ...................................................................................................................................... 115 

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Gather and Review Movement Requirements................................................................ 115 

Develop National-Level Movement Schedule ................................................................. 115 

Coordinate and Resolve Movement Issues..................................................................... 116 

Track and Report Movements.......................................................................................... 117 

Appendix E5: National Incident Support Bases & Teams (Activation and Operation) ......... 119 

Incident Support Bases & Federal Staging Areas ............................................................... 119 

National ISB Teams & Regional FSA Teams........................................................................ 120 

Initial Response Resource Packages................................................................................... 121 

Appendix E6: Resource Support Section Positions and Tasks .............................................. 122 

Appendix F: Center and Staff Support Section Positions and Tasks..................................... 148 

Appendix G: Leadership Responsibilities and Expectations .................................................. 151 

Appendix H: Timeline of Core Capabilities .............................................................................. 152 

Appendix I: Other National Support Activities ......................................................................... 153 

Program Offices..................................................................................................................... 153 

Considerations for Non-Stafford Act Events........................................................................ 154 

Appendix J: Foundational Documents and Authorities........................................................... 155 

List of Figures 

Figure 1: Support and Management Roles ................................................................................10 

Figure 2: Organization Chart for the National Response Coordination Staff...........................13 

Figure 3: Communication for Planning.......................................................................................15 

Figure 4: Information Gathering for Situational Awareness......................................................15 

Figure 5: Communication for Requests for Resources .............................................................16 

Figure 6: Organization Chart for the Chief of the NRCS and Advisory Staff.............................22 

Figure 7: Organization Chart for the NRCS Situational Awareness Section.............................27 

Figure 8: Organization Chart for the NRCS Planning Support Section.....................................33 

Figure 9: Organization Chart for the NRCS Resource Support Section....................................37 

Figure 10: Centralized Order Management and Tracking Process...........................................39 

Figure 11: Organization Chart for the Center and Staff Support Section ................................46 

Figure 12: The Information Management Process....................................................................65 

Figure 13: FEMA Operational Planning Activities.......................................................................86 

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Figure 14: Example of a NRCS Daily Tempo ..............................................................................94 

Figure 15: Centralized Resource Management and Tracking Process....................................98 

Figure 16: Creating a Request Tracking Number ......................................................................98 

Figure 17: Sample Action Request Form ...................................................................................99 

Figure 18: Centralized Resource Management and Tracking Process................................. 102 

Figure 19: Resource Process Flow Chart ................................................................................ 105 

Figure 20: Centralized Resource Management and Tracking Process................................. 109 

Figure 21: Centralized Resource Management and Tracking Process................................. 113 

Figure 22: Movement Coordination Center Activities Cycle................................................... 114 

Figure 23: Timeline of Core Capabilities ................................................................................. 152 

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CHAPTER 1: INTRODUCTION 

The National Response Coordination Center (NRCC) is a multiagency center that provides 

overall Federal support coordination for major disasters and emergencies, including 

catastrophic incidents and emergency management program implementation. The NRCC is 

staffed by the National Response Coordination Staff (NRCS). The Federal Emergency 

Management Agency (FEMA) maintains the NRCC as a functional component of the National 

Operations Center (NOC) in support incident operations. Upon activation, the NRCS provides 

national-level emergency management by coordinating and integrating resources, policy 

guidance, situational awareness, and planning to support the affected region(s). 

PURPOSE 

This FEMA National Incident Support Manual (NISM) describes how the FEMA national staff 

supports FEMA incident operations. This manual also discusses steady-state activities 

pertinent to incident operations. The actions of the NRCS are driven by the incident-level 

requirements and the needs of the nation. This manual 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. It includes 

definitions and descriptions of roles and responsibilities, functions, and organizational 

structures for those conducting FEMA incident support duties. This manual therefore forms 

the basis from which FEMA personnel plan and execute their assigned missions. 

This manual also serves as the basis for developing related guidance (procedures, 

handbooks, incident guides, training materials, etc.). Finally, this manual will discuss how 

NRCS procedures are relevant to all personnel (FEMA, other Federal agencies [OFAs], 

nongovernmental organizations, and the private sector) who are either assigned to, or 

coordinating with, the NRCS. 

APPLICABILITY AND SCOPE 

This manual applies to all FEMA personnel. The manual is intended to inform FEMA’s 

partners regarding guidelines and requirements for incident support operations. It is 

applicable for incidents involving Presidential declarations under the Stafford Act as well as 

for non-Stafford Act incidents. This manual also applies to national-level support functions 

following activation. Whether the positions and functions described in this manual are 

activated will depend on the needs of the incident (size, complexity, and other special 

considerations). 

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SUPERSESSION 

This document supersedes the February 2011 version of the National Incident Support 

Manual, the 2009 National Response Coordination Center Standard Operating Procedures, 

and all previous related procedures. 

AUTHORITIES AND FOUNDATIONAL DOCUMENTS 

Foundational documents provide statutory, regulatory, and executive guidance for FEMA 

incident management and support. More information about the authorities and foundational 

documents listed below can be found in Appendix J. 

• Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, 

as amended, 42 U.S.C. 5121-5207). 

• Title 44 of the Code of Federal Regulations (CFR), Emergency Management and 

Assistance. 

• Homeland Security Act (Public Law 107-296, as amended, 6 U.S.C. §§ 101 et seq.). 

• Homeland Security Presidential Directive 5 (HSPD-5), 2003. 

• Post-Katrina Emergency Management Reform Act of 2006 (Public Law 109-295), 

October 4, 2006. 

• National Response Framework (NRF), January 2008. 

• National Incident Management System (NIMS), December 2008. 

• Incident Management and Support Keystone, January 2011. 

• Presidential Policy Directive 8 (PPD-8), “National Preparedness,” March 30, 2011. 

• National Preparedness Goal, September 2011. 

• National Disaster Recovery Framework, September 2011. 

• National Preparedness System, November 2011. 

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CHAPTER 2: INCIDENT SUPPORT AT THE NATIONAL 

LEVEL 

Each echelon of FEMA has unique responsibilities in managing or supporting incident 

response, recovery, and mitigation. 

As stated in the FEMA Incident Management and Support Keystone (IMSK), control of FEMA 

incident management and support efforts is delegated to the lowest level of execution 

because the FEMA element closest to the scene has the most direct knowledge of the 

situation, the most ready access to State and local officials, the capacity to employ 

resources with greatest accuracy, and the ability to adjust support quickly as needs change. 

Delegating control in this way emphasizes a bottom-up approach to the chain of command, 

from the incident through the Region to FEMA Headquarters. 

The IMSK defines all FEMA incident-related activities as falling into the following categories: 

FEMA Incident Management is incident-level operation 

of the Federal role in incident response, recovery, 

logistics, and mitigation. Responsibilities include: (1) 

the direct control and employment of Federal resources; 

(2) the management of incident offices and activities; 

and (3) the delivery of Federal assistance throughout all 

phases of incident response, recovery, and mitigation. 

Incident management is conducted using the standard 

definition) led by a Unified Coordination Group (UCG). 

FEMA Incident Support is the coordination of Federal resources to support incident 

response, recovery, and mitigation. FEMA incident support is conducted at the FEMA 

regional and national headquarters levels. Responsibilities include: (1) the deployment of 

Federal resources to support incident, regional, and national objectives; (2) the provision of 

policy assistance regarding disaster assistance programs; (3) the support of incident 

operations with expertise, information, and guidance; and (4) the building and maintenance 

of a common operating picture. Incident support is accomplished using Multiagency 

Coordination System (MACS) principles and a MACS structure. 

MULTIAGENCY COORDINATION SYSTEM 

Multiagency coordination is a process that allows all levels of government and all disciplines 

to work together efficiently and effectively. Multiagency coordination occurs across the 

disciplines involved in incident management, across jurisdictional lines, or across levels of 

Incident Command System (ICS) organization and protocols. FEMA incident management is 

accomplished by a Unified Coordination Staff (UCS) at the incident level (see text box for 

FEMA’s incident level refers to the 

level where control of FEMA 

incident operations, including the 

Federal resources deployed to an 

incident and the establishment of 

a UCG, is delegated to the Federal 

Coordinating Officer or Federal 

Resource Coordinator. 

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government. Multiagency coordination is required whenever personnel from different 

agencies interact in activities such as preparedness, prevention, response, recovery, and 

mitigation. 

The primary function of a MACS, as defined in the National Incident Management System 

(NIMS), is to coordinate incident-related activities above the incident level and prioritize 

competing demands for resources, thereby assisting the coordination of the operations at 

the incident level. MACS consist of personnel, procedures, protocols, facilities, business 

practices, and communications integrated into a common system. 

The MACS structure provides the following: 

• Planning and coordinating of resources and other support for planned, notice, or nonotice incidents. 

• Defined business practices, standard operating procedures, processes, and protocols 

by which participating agencies coordinate their incident-related activities. 

• Dispatch procedures and protocols, and coordination and support activities. 

• Support, coordination, and assistance with policy-level decisions to the Incident 

Command System structure managing an incident. 

A fully implemented MACS is critical for seamless multiagency coordination activities above 

the incident level. 

NRCS conducts multiagency coordination by 

strategically allocating and prioritizing national 

resources in the case of multiple incidents or 

potential multiple incidents. The national level 

does not perform functions of incident 

management unless there is no lower level of 

control. The national level will identify assets for an 

incident and preposition materials to appropriate 

strategic locations in coordination with the 

region(s). Through its work with the region(s), the 

national level identifies, orders, and deploys 

national initial-response resources based on the 

specific needs of the incident. 

Figure 1: Support and Management Roles 

This figure illustrates the use of ICS at the incident 

management level with the UCS, and the use of 

MACS at the incident support level with both the 

Regional and National Response Coordination 

Staffs. 

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NATIONAL INCIDENT-RELATED ROLES AND RESPONSIBILITIES 

FEMA Administrator 

The FEMA Administrator is 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, recovery, and 

mitigation operations. When FEMA is engaged in a specific event/incident or potential 

incident, the FEMA Administrator ensures effective information sharing and coordination 

between FEMA and Department of Homeland Security (DHS) Headquarters (HQ). The FEMA 

Administrator keeps the Secretary of Homeland Security informed of the incident status, 

activities, and issues, and resolves disaster response and recovery problems or issues that 

cannot be resolved at lower levels. 

The Director of Disaster Operations 

The Director of Disaster Operations (DDO) is an incident-specific role assigned to a senior 

FEMA official by the FEMA Administrator. The role is to coordinate and synchronize all FEMA 

HQ activities for credible threats and during major disaster or emergency activations. The 

DDO provides operational guidance and direction to the Chief of the NRCS (C-NRCS) for the 

NRCS to implement. The NRCS serves as the DDO’s staff during an incident. In dealing with 

a specific event, incident, or potential incident, the DDO does the following: 

• Ensures information flow and coordination among all FEMA levels (national, regional, 

and incident[s]). 

• Coordinates and synchronizes all HQ disaster response, recovery, and mitigation 

operations, programs, and related activities. 

• Provides appropriate incident support to the FEMA Regional Administrator (RA) and 

the Federal Coordinating Officer(s) (FCO). 

• Directs the deployment of national-level teams as needed. 

• Approves plans developed by the NRCS Planning Support Section. 

• Advises the FEMA Administrator on program and policy issues related to incident 

management and support and provides recommended courses of action. 

• Approves operations orders activating the NRCC and National Teams 

Assistant Director of Disaster Operations for Recovery 

During NRCC operations, the Assistant DDO for Recovery supports the integration of 

recovery considerations into the early decision-making processes. The Assistant DDO for 

Recovery reports to the DDO. Key functions of this position are: 

• Providing oversight to the recovery process, including overseeing regional IA and PA 

PDAs. 

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National Operations Center (NOC) 

The NOC serves as the national coordination 

center, collecting and reviewing all-source 

information across all-threats and all-hazards 

information. The NOC provides the Secretary 

of Homeland Security and other senior 

leaders with information necessary to make 

incident decisions at the national level. 

• Approving recovery authorities (e.g., direct housing mission, rental repair project, 

Transitional Sheltering Assistance program, and community disaster loans. 

• Coordinating National Processing Service Center requirements. 

• Providing requests for relevant essential elements of information (EEI) and critical 

information requirements (CIR). 

National Response Coordination Staff 

The NRCS coordinates the overall Federal support 

for major disasters and emergencies, including 

catastrophic incidents and emergency 

management program implementation. 

DHS/FEMA maintains the NRCC as a multiagency 

center—which the NRCS staffs—as a functional 

component of the NOC, supporting incident 

support operations at the regional level. 

The FEMA Administrator, or his or her delegate, activates the NRCC in anticipation of, or in 

response to, an incident by activating the NRCS. The NRCS includes FEMA personnel, the 

appropriate 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,1 focus on projected, potential, or escalating critical incident activities. 

Appendix H provides more information on which activities are critical at which stage of an 

incident. 

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: 

• Provides emergency management coordination, conducts planning, and deploys 

national assets and/or resources. 

• Maintains situational awareness of specific potential threats, events, or incidents. 

• Collects, validates, analyzes, and distributes incident information. 

• Coordinates the use of OFAs’ resources through mission assignments and 

interagency agreements. 

• Develops the National Support Plan and crisis action plans to source and address 

identified resource shortfalls. 

1 Federal Emergency Management Agency, A Whole Community Approach to Emergency Management: Principles, 

Themes, and Pathways for Action, Washington, DC: U.S. Department of Homeland Security, December 2011. 

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• Coordinates with the affected region(s) to determine initial requirements for Federal 

assistance. 

• Coordinates support and situational reporting with the Regional Response 

Coordination Center(s) (RRCCs). 

• Deploys initial response resources and other disaster commodities when required. 

• Assumes, when directed, responsibility for regional incident support if a regional 

office is not operational. 

Emergency Support Functions 

FEMA coordinates incident response support from across the Federal government by 

activating ESF primary and supporting federal agencies as needed. Federal ESFs are the 

primary structures for coordinating the delivery of Federal resources. Each ESF is composed 

of a coordinator, one or more primary agencies, and a number of supporting agencies and 

organizations. 

ESF personnel may be assigned to the incident, the RRCS, and the NRCS. Within the various 

operations, ESF personnel may be assigned anywhere within the organization and to 

multiple locations, as required. 

NATIONAL ORGANIZATION STRUCTURE FOR RESPONSE 

The NRCS is organized into four functional sections coordinated by the C-NRCS. 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. These sections are 

Situational Awareness (SA), Planning Support, Resource Support, and Center and Staff 

Support. Figure 2 depicts the top-level organization structure of the national level during 

activation. 

Figure 2: Organization Chart for the National Response Coordination Staff 

Director of 

Disaster 

Operations 

Chief of the NRCS 

Situational 

Awareness 

Section 

Planning Support 

Section 

Resource 

Support Section 

Center and Staff 

Support Section 

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This structure is intended to be scalable based on the needs of incident(s) for which the 

NRCS is activated. Not all, or even most of the positions will be activated for most NRCS 

activations. Senior leadership and the section chiefs will determine which positions will be 

activated. 

ORGANIZATIONAL RELATIONSHIPS 

FEMA designed the response organizational structure to ensure support for the subordinate 

levels (i.e., the NRCS supports the RRCS; the RRCS supports the FCO/UCS). While only the 

FCO is managing the incident (for FEMA), the NRCS plays a key role by supporting the RRCS 

and then supporting the FCO/UCS once the RRCS stands down. The Regional Response 

Coordination Staff (RRCS) for each region is also organized into the same four functional 

sections. This common organizational structure across the NRCS and the RRCS enables the 

NRCS to coordinate closely with the RRCS(s) 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 incident support is communication and information sharing 

among the incident, regional, and national levels. This will ensure accurate situational 

awareness to enable decision makers to “think smart, think big, go big, go fast.”2 

Information must be shared among the various sections at each level and between the 

levels in order for: (1) resources to be effectively ordered, tracked, and delivered; (2) plans 

to be compiled, developed, distributed, and followed; and (3) situational awareness to be 

collected, analyzed, and disseminated. With each section communicating effectively 

internally at each level, and the sections communicating effectively between levels, 

resources, plans, and situational awareness will flow as intended—as shown in Figures 3, 4, 

and 5. 

2 Federal Emergency Management Agency, Incident Management and Support Keystone, January 2011, 

Washington, DC: U.S. Dept. of Homeland Security. 

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Figure 3: Communication for Planning 

Solid lines depict how the sections share information to develop plans. Dotted lines 

depict how the sections disseminate completed plans. 

Figure 4: Information Gathering for Situational Awareness 

The solid lines depict how the sections share information to develop plans, and the 

dotted lines depict information dissemination by each section. 

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Figure 5: Communication for Requests for Resources 

The solid lines depict the flow of information (among incident-level sections) and 

requests for resources and mission assignments from the Operations and Logistics 

Sections to the Regional Resource Support Section (and from the Regional Resource 

Support Section to the National Resource Support Section when the region requires 

assistance filling orders). The dotted lines depict the information flow from the 

national and regional levels once the requests have been processed. 

Regional Response Coordination Center 

FEMA operates RRCCs--multi-agency coordination centers--in each of the ten 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 at the UCG level. The RRCC is the focal point for regional 

resource coordination. 

The 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 also provides overall incident management coordination, 

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 Federal Coordinating Officer (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 in the affected State(s) to identify 

capabilities and anticipate shortfalls to determine initial response and support 

requirements. 

• Maintain connectivity with State Emergency Operations Centers, 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 

incident-management 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 (IMATs) and incident staff. 

• Request the deployment of a national IMAT(s) or additional regional IMATs from other 

regions when needed. 

Joint Field Office (JFO) Once the FCO has assumed control and the Joint Field 

Office (JFO) is established, the RRCS will do the A temporary Federal facility established to 

provide a central point for Federal, State, following: and local governments and private sector 

and nongovernmental organizations. The 

• Maintain situational awareness of the incident JFO has responsibility for incident 

oversight, direction, and/or assistance, to to support the RA’s incident management effectively coordinate and direct oversight role. prevention, preparedness, response, and 

• Develop and implement regional support plans recovery actions. Typically, the JFO is 

located at or near the incident area of to source and address identified resource operations. 

shortfalls. 

The decision to stand down the RRCS will be made by the RA when there is a fully functional 

incident management organization. The NRCS will then provide primary support to the 

incident in consultation with the region. Situational awareness for the RA will then be 

coordinated by the Regional Watch Center. 

Unified Coordination Group 

The UCG, comprised of senior leaders representing Federal, State, and Department of 

Defense interests and, in certain circumstances, tribal governments, local jurisdictions, the 

private sector, and/or NGOs, leads FEMA incident management operations at the incidentlevel. The UCG typically consists of the FCO, the State Coordinating Officer (SCO), Defense 

Coordinating Officer (DCO), tribal and/or territorial coordinating officers, and senior officials 

from other agencies or organizations with both: (1) primary statutory or jurisdictional 

responsibility; and (2) significant operational responsibility for one or more functions of an 

incident response. 

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Within the UCG, the FCO is the primary Federal official responsible, but the group works to 

reach consensus for coordinating, integrating, and synchronizing Federal response activities 

in support of, and in coordination with, State, tribal, territorial, and local government officials 

to meet the governor’s priorities and resolve issues. 

Unified Coordination Staff 

The UCS includes all FEMA personnel assigned to a given incident, along with personnel 

from the affected State and from other Federal departments and agencies. The UCS 

includes personnel from the initial responding IMAT, the FCO, and all staff coordinated by or 

under the control of the UCG. 

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 utilize 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 he or she is 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. 

ACTIVATION OF THE NATIONAL RESPONSE COORDINATION CENTER 

AND STAFF 

All personnel in FEMA have a response role and should be prepared to assume additional 

responsibilities during the support of an event or incident. Relatively few incidents reach the 

threshold of a Presidential major disaster or emergency declaration, and even fewer reach 

the threshold of a catastrophic incident.3 However, the NRCS must be prepared to support 

the response to all potential threats and hazards. To do this, a well-managed and up-to-date 

roster must be in place at all times. The structure of the NRCS is such that it is able to 

expand and contract to meet the needs of the incident. The NRCS stands ready to assist 

with incidents that vary in type, duration, and complexity. The NRCS must also be prepared 

3 A catastrophic incident is any natural or manmade incident, including terrorism, that results in extraordinary 

levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, 

economy, national morale, and/or government functions. 

FEMA National Incident Support Manual 

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to support multiple concurrent incidents, which may be either wholly contained within a 

jurisdiction, or have cross-jurisdictional State, tribal and/or local boundaries. 

The FEMA Administrator, or delegated official, will activate the NRCS to a specified activation 

level in response to a potential or actual incident. The administrator will do this in 

accordance with applicable plans or—if no plans exist—in accordance with the following 

criteria: 

Table 1: National Response Coordination Center and Staff activation levels 

Activation Level Conditions 

• An incident of such magnitude that the available assets that were designed 

and put in place for the response are completely overwhelmed or broken at the 

local, regional, or national level. 

• Due to its severity, size, location, and 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 it do not exist at any level of government. 

• A Level I response requires extraordinary coordination among Federal, State, 

tribal, and local entities due to massive levels and breadth of damage, severe 

impact or multi-State scope. 

• Major involvement of FEMA (full activation of RRCC(s) and NRCC) and OFAs (all 

primary ESF agencies activated), and deployment of initial response resources 

are required to support the requirements of the affected State(s). 

Level I 

• An incident which, due to its severity, size, location, and actual or potential 

impact on public health, welfare, and infrastructure requires a high amount of 

direct Federal assistance for response and recovery efforts. 

• A Level II response requires elevated coordination among Federal, State, tribal, 

and local entities due to moderate levels and breadth of damage. 

• Significant involvement of FEMA (RRCC activation, possible NRCC activation), 

OFAs (some ESF primary agencies activated to support RRCC), and possible 

deployment of initial response resources are required to support the 

requirements of the affected State(s). 

Level II 

• An incident which, due to its severity, size, location, and actual or potential 

impact on public health, welfare, and infrastructure requires a moderate 

amount of direct Federal assistance. 

• Typically this is primarily a recovery effort with minimal response requirements, 

and existing Federal and regional resources will meet requests. 

• A Level III response requires coordination among involved Federal, State, tribal, 

and local entities due to minor-to-average levels and breadth of damage. 

Federal assistance may be limited to activation of only one or two ESF primary 

agencies. 

Level III 

Watch 

Steady State 

• No event or incident anticipated 

• 24 hours/7 days a week or 12 hours per day/5 days a week operation in the 

NRCC 

• National Watch Center maintains situational awareness 

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ROLE OF THE NATIONAL RESPONSE COORDINATION STAFF IN NONOTICE INCIDENTS 

The incident support role of the NRCS during a no-notice incident often includes supporting 

the RRCS prior to the UCS being established. In the immediate aftermath of a no-notice 

incident, regions communicate with the States directly and typically deploy resources in 

support of State requests while IMATs are en route. The role of the RRCS in the beginning of 

an incident is to provide States and IMATs the necessary resources in order to conduct 

FEMA incident management. The “start-up” support provided by the regions is essential to a 

successful response. 

The NRCS must be prepared to support the 

response and recovery activities for incidents 

that vary in cause, effect, disaster level, and 

duration. The NRCS must also be prepared to 

support multiple concurrent incidents occurring 

with or without notice, which may be contained 

within a single State or may cross State or 

regional boundaries. 

Because the NRCS may support concurrent 

similar or dissimilar incidents in multiple States, 

neighboring jurisdictions, or countries, the NRCS 

has a different focus from IMATs, which become 

UCSs to manage single incidents. 

DEACTIVATING THE REGIONAL RESPONSE COORDINATION STAFF 

The decision to stand down the RRCS will be made by the RA when RRCS support is no 

longer required. Once the RRCS is deactivated, the NRCS becomes the incident’s primary 

support provider, in consultation with the region. At this point, after the RRCS is deactivated, 

direct communication occurs between the UCS and the NRCS for resource requests, 

situational awareness, and planning. Situational awareness for the RA regarding the incident 

is then coordinated by the Regional Watch Center. 

Communication –Post Stafford Act 

Declaration 

Upon arrival, the IMAT begins to form the 

UCS with the state. The RRCS is still 

activated to support the IMAT/UCS; 

however, the IMAT’s role is reduced. The 

DDO has activated the NRCS to support 

regional requests. The RRCS remains the 

main point of contact for the UCS. 

NRCS RRCS IMAT State 

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The decision to deactivate/stand-down the 

RRCS is usually based on a recommendation 

to the RA from the Response Division 

Director. Deactivating the RRCS is a phased 

process.4 

DEACTIVATING THE NATIONAL 

RESPONSE COORDINATION 

STAFF 

The decision to deactivate the NRCS will be 

made by the Director of Disaster Operations 

(DDO) in consultation with the affected region 

and program areas. When the adjudication of 

national-level resources is no longer needed, 

and decision support and situational 

awareness can be coordinated by the 

National Watch Center, the NRCS will 

deactivate. This changeover should be 

facilitated by a demobilization plan, to ensure 

continued support for, and a smooth 

transition of information to, the appropriate 

program offices. 

Region 

(RWC/ 

MOC) 

UCS 

NRCS 

Communication –Post IMAT Control 

Once the IMAT has established control of the 

incident, the RRCS will stand down and revert 

incident reporting to the Regional Watches. 

Depending on resource and reporting needs, the 

NRCS may remain activated. The region continues 

to communicate with UCS. 

4 An exception to the phase-down process would be a hurricane expected to hit the region and missing it entirely. 

FEMA National Incident Support Manual 

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-

CHAPTER 3: CHIEF OF THE NATIONAL RESPONSE 

COORDINATION STAFF 

CHIEF OF THE NRCS AND ADVISORY STAFF STRUCTURE 

Chief/Deputy of the 

National Response 

Coordination Staff 

ESF 15/External 

Affairs Advisor Liaisons 

Lessons Learned 

Advisor Legal Advisor 

Action Center 

Disability Integration 

and Coordination 

Advisor 

Figure 6: Organization Chart for the Chief of the NRCS and Advisory Staff 

PURPOSE 

The Chief of the NRCS (C-NRCS) directs and leads the NRCS by guiding, overseeing, and 

authorizing activities of the support sections of the NRCC to support incidents. He or she 

executes the guidance and direction of the DDO as it relates to incident support. The CNRCS also acts as a liaison to executive-, congressional-, and Cabinet-level leadership 

during a response. The C-NRCS may have specialized staff assigned to him or her to assist 

in the execution of these duties; however, these staff members will have no directive 

authority over the NRCS sections. Communication between the C-NRCS and his or her 

counterparts at the regional level is essential to the success of incident response at all 

levels. This communication enables support to incident activity through shared situational 

awareness. 

ESSENTIAL FUNCTIONS 

The C-NRCS reports to the DDO. He or she provides accurate and timely information; 

recommends courses of action; and translates higher-level decisions, direction, and intent 

into instructions and orders. 

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Provide Leadership to the NRCS 

The C-NRCS supervises all activities of the NRCS to assure compliance with the intent of 

both the DDO and the supported RA, and to meet the needs of the incident. The leadership 

functions of the C-NRCS include the supervision and direction of section leadership for 

situational awareness, planning support, resource support, and center operations. In this 

capacity, the C-NRCS ensures the integration and synchronization of plans and orders. In 

particular, this includes reviewing and approving all plans and orders to ensure alignment 

with the needs of supported organizations. By conducting the review and approval of plans, 

the C-NRCS establishes, manages, and enforces timelines for processes and products. 

In a leadership capacity, the C-NRCS also reviews and approves activation and 

demobilization requests for the NRCS in relation to incident complexity and scope. In doing 

so, he or she determines the staffing levels for the NRCS, based on recommendations by 

NRCS section chiefs, with the objective of ensuring that the NRCS maintains staffing at 

levels that are optimal for effectiveness. As a part of this function, the C-NRCS also approves 

ESF activation and staffing plans, after evaluating functional requirements of incident 

support as they relate to ESF capabilities. 

The supervisory functions of the C-NRCS focus on ensuring that staff work conforms to the 

mission, guidance, and time available. In this capacity, the C-NRCS ensures that the staff 

integrates and coordinates its activities internally and externally with all levels of involved 

organizations and agencies. In general, this includes making sure that staff engage in the 

timely sharing of emerging policy, critical strategic and tactical decisions, and other critical 

information. In particular, the C-NRCS ensures that all staff sections participate in and 

provide functional expertise to situational awareness (contributing to the common operating 

picture), by enforcing common reporting formats and the operational tempo. 

Execute Orders 

The C-NRCS has the authority and responsibility to issue orders. The C-NRCS also has the 

authority and responsibility to ensure the coordinated and satisfactory execution of those 

orders to facilitate unity of effort between the NRCS and the regional and incident staffs. The 

C-NRCS reviews and approves the National Support Plan, which is the primary mechanism to 

execute orders for the NRCS. The C-NRCS reviews (but has no approval authority for) all 

incident and regional plans, to ensure that national plans and priorities are in support of 

regional and incident efforts. In connection with these responsibilities, the C-NRCS also 

coordinates with the RRCS for the timely delivery of Federal assistance to affected State, 

tribal, and local governments and to disaster survivors. This is accomplished by ensuring the 

effective processing of national-level resource requests. 

The C-NRCS also informs the FEMA Administrator, DDO, RAs, and other key stakeholders 

about emerging national-level tasks and developments. This is accomplished by approving 

and updating EEIs and CIRs, and answering key requests for information. Another crossFEMA National Incident Support Manual 

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cutting responsibility for the C-NRCS is to continually identify and capture emerging issues, 

corrective actions, and potential lessons learned and best practices. 

Prioritize, Anticipate, and Allocate 

The C-NRCS is responsible for balancing missions and tasks. The C-NRCS also has the 

responsibility to acquire, move, and assemble national-level resources in time to meet 

actual or forecasted requirements and to support the objectives of the region(s). To 

accomplish this, he or she has the responsibility of determining potential shortfalls, trends, 

and emerging needs through analysis of incident and regional efforts. 

The C-NRCS is also responsible for coordinating the national-level activities of OFAs that 

have incident management or support roles under their own legislative authorities. To 

accomplish this, he or she is responsible for ensuring the coordination of information and 

activity, as well as having a firm knowledge of both the Federal government’s statutory 

authorities and the activities of those OFAs. As part of this responsibility, the C-NRCS 

monitors national-level resources to ensure that the NRCS can adequately support incident 

management activities relating to saving and sustaining life and protecting property. 

The C-NRCS approves requests for resources that will be sourced and delivered by the 

national level, and to review and approve valid requests to issue national-level mission 

assignments. 

Policy Guidance and Financial Oversight 

The C-NRCS is responsible for identifying actual and potential policy issues and raising them 

to the DDO for resolution, in coordination with appropriate stakeholders. He or she is also 

responsible for disseminating policy decisions in support of the affected region(s). 

As a steward of the public trust—the C-NRCS maintains financial oversight to ensure that 

operations are cost-effective. This oversight includes reviewing financial reports and budget 

information. This oversight also includes providing guidance regarding contracting and the 

Federal Acquisition Regulation, to confirm the effectiveness of disaster operations. As part 

of this responsibility, the C-NRCS ensures that funds are being allocated, committed, and 

obligated for their intended purpose, by implementing appropriate controls to provide sound 

financial management. The C-NRCS is responsible for making certain that the NRCC is an 

efficient and effective work environment. The C-NRCS accomplishes this by providing policy 

guidance on all personnel management and pay issues related to the NRCS. 

As part of each policy guidance and financial oversight task, the C-NRCS is also responsible 

for maintaining all required documentation. 

FEMA National Incident Support Manual 

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ADVISORY STAFF ORGANIZATION 

Deputy Chief of the NRCS 

The Deputy C-NRCS reports to the C-NRCS. He or she is able to perform the same functions 

as the C-NRCS, as directed. In addition, the Deputy Chief helps to oversee the day-to-day 

functions of the NRCS when the C-NRCS is engaged in activities external to the direct 

management of the NRCS, such as the C-NRCS’s liaison role. The Deputy Chief assists the CNRCS to ensure the smooth execution of the NRCS functions. 

Advisory Staff 

Liaisons 

Liaisons advise the C-NRCS as necessary, based on either the statutory authorities of the 

agencies they are representing or the operational needs of the incident. 

Legal Advisor 

The Legal Advisor confirms that all actions taken by the NRCS comply with the law. This 

advisor also recommends alternatives, waivers, or exceptions as required, to accomplish 

FEMA’s mission by maintaining awareness of the situation and applying sound legal 

judgment. 

Emergency Support Function 15/External Affairs Advisor 

The ESF-15/External Affairs Advisor acts as the FEMA representative for congressional, 

intergovernmental, international, media, and private sector requests. In this role, this 

advisor provides a summary of External Affairs operations, and coordinates on community 

relations. The ESF-15/External Affairs Advisor also coordinates private sector involvement 

pertaining to the sourcing of resources for incident support. Finally, the ESF-15/External 

Affairs Advisor also coordinates with the ESF-15 Specialist in the Situational Awareness 

Section to provide timely, pertinent, and accurate situational awareness to the private 

sector. 

Disability Integration and Coordination Advisor 

The Disability Integration and Coordination Advisor monitors the access and functional 

needs of children and adults with disabilities and confirms that those needs are integrated 

and coordinated across all aspects of FEMA’s mission. This advisor performs this role by 

maintaining awareness of the situation and recommending strategies, resources, 

alternatives and solutions which use practices that are inclusive of those with disabilities. 

This advisor also advises and coordinates with the Interagency Coordinating Council on 

Emergency Preparedness and Individuals with Disabilities. 

FEMA National Incident Support Manual 

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Lessons Learned Advisor 

The Lessons Learned Advisor and his or her staff coordinate with each activated section to 

observe activities to gather, prepare, and distribute data concerning emerging issues, 

corrective actions, and lessons learned during NRCS activations. 

The Lessons Learned Advisor also conducts after-action debriefings with managers and 

FEMA senior leadership to identify and prioritize emerging issues. This advisor also conducts 

NRCS section after action review meetings as requested, either during operations or as 

sections stand down, to collect data. 

Finally, the Lessons Learned Advisor compiles status and emerging-issue reports. As 

needed, he or she can also assist in developing the after-action report and the Improvement 

Plan. 

Action Center 

As part of the C-NRCS’s Advisory Staff, the Action Center is responsible for providing 24/7 

coverage of the NRCS’s main telephone lines and e-mail addresses. As part of this coverage, 

the Action Center directs inquiries and information to the proper sections and maintains a 

log of all communication activity. 

Appendix B provides detailed position descriptions for the Chief of the NRCS and the CNRCS’s advisory staff. 

FEMA National Incident Support Manual 

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-

CHAPTER 4: SITUATIONAL AWARENESS SECTION 

NRCS SITUATIONAL AWARENESS SECTION STRUCTURE 

Situational 

Awareness 

Section 

Knowledge 

Group 

Information 

Collection Unit 

Information 

Analysis Unit 

Documentation 

Unit 

Geospatial and 

Technical Group 

Geospatial 

Information 

System Unit 

Technical Unit 

ESF 15/External 

Affairs Unit 

RFI Tracker 

Figure 7: Organization Chart for the NRCS Situational Awareness Section 

PURPOSE 

The Situational Awareness Section (SAS) 

provides information management by collecting, 

analyzing, and disseminating incident or related 

information at the NRCS level. Through its 

analyses, the SAS creates and provides a variety 

of specific products to the NRCS, the C-NRCS, 

the DDO, and/or other internal and external 

senior leadership and stakeholders at the 

national level. The SAS facilitates effective 

planning, resource allocation, and overall 

decisionmaking to support an incident through 

its own organizational processes. 

Situational Awareness 

Situational awareness is a result of 

comprehensive information collection, 

analysis, and dissemination in a context 

relevant to the authorities and 

responsibilities of a particular organizational 

level. 

Personnel should leverage all sources to 

gain, maintain, and relay important 

information that contributes to the 

situational awareness of leadership at all 

levels and other decision-makers, using 

appropriate methods and products. 

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To accomplish its functions of collection, analysis, and dissemination, the SAS: (1) processes 

requests for information (RFI); (2) manages records; (3) develops reports, briefings, and 

presentation products; (4) collects information; (5) performs information analysis; (6) 

develops and integrates geospatial and technical information; and (7) develops materials to 

support public messages. 

These functions allow the SAS to gather and 

evaluate information used to develop and 

maintain the common operating picture 

(COP). The COP provides information that 

facilitates integrated planning efforts and 

assists the NRCS in making informed 

decisions regarding resource allocation and 

support. The SAS maintains the COP by: 

• Reviewing and analyzing information 

that may impact the NRCS-level 

response to incident or regional 

operations. 

Common Operating Picture: The COP is a 

shared situational awareness that offers a 

standard overview of an incident. The COP 

provides incident information in a manner that 

enables incident leadership and any 

supporting agencies and organizations to 

make effective, consistent, coordinated, and 

timely decisions. 

For FEMA purposes, the common operating 

picture focuses on the needs of the UCG, the 

RRCS, the Regional Watches, the NRCS, the 

National Watch Center, and deployed teams. 

• Examining how actual or potential effects from the incident, or subsequent incidents, 

may affect other jurisdictions. 

• Creating and distributing comprehensive products (e.g., NRCC Situation Report, spot 

report, geospatial intelligence products, and other products) that give an accurate 

assessment of the NRCS-level response. This assessment is given to senior 

leadership, internal NRCS and external stakeholders, and incident-level staff. 

The SAS also promotes communication and management of expectations by: 

• Facilitating information sharing and coordination within the NRCS and between the 

NRCS and regional-level activities. 

• Communicating frequently with regional- and incident-level counterparts and 

leveraging pre-established partnerships with stakeholders. 

The SAS assists the region by: 

• Informing the RRCS of required information through a tailored Information Collection 

Plan (ICP) so that RFIs are minimized. 

• Providing information requested by the RRCS in its regional ICP. 

• Fulfilling RFIs. 

• Communicating Headquarters-level CIRs. 

• Notifying the regional SAS of scheduled meetings/conference calls. 

FEMA National Incident Support Manual 

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ESSENTIAL FUNCTIONS 

Collect Information 

The SAS derives initial critical information requirements (CIRs) and essential elements of 

information (EEIs) from deliberate plans. (“Deliberate planning” is defined in Chapter 5.) The 

C-NRCS and the Situational Awareness Section Chief (SASC) may provide additional CIRs in 

conjunction with the Planning Support Section (PSS) Chief and Resource Support Section 

(RSS) Chief. The Information Collection Unit (ICU) takes the data collected from ESFs, OFAs, 

and FEMA incident- and regional-level sources, and organizes the data into easily readable 

information. The ICU uses the Information Collection Plan (ICP) to define: (1) the decisions 

that the NRCS is supporting; (2) what information the ICU needs to collect; (3) who within the 

NRCS is responsible for collecting the information and providing it to the ICU; (4) how often 

the ICU needs to update the information; and (5) most importantly, the official source of the 

information. RFIs are answered by the RFI Tracker. 

Analyze Information 

The Information Analysis Unit (IAU) analyzes information to determine impacts on FEMA 

incident or regional operations, and examines how actual or potential effects from the 

incident or subsequent incidents may affect other jurisdictions. The IAU sorts and filters the 

data collected by the ICU. The IAU also verifies the initial information and attempts to 

validate it against the assumptions and facts in the deliberate plans, and produces spot 

reports when needed. Within the IAU, the Technical Specialists provide specialized technical 

expertise and information based on the incident needs. The Risk Analysts provide expertise 

on ongoing threats, critical vulnerabilities, potential consequences, and opportunities to 

mitigate risks; they also develop special reports as needed. 

The GIS Unit within the Geospatial and Technical Group analyzes the ICP and creates 

geospatial computer models and map products based on incident hazards and RRCS needs. 

The IAU updates the EEIs, CIRs, and the ICP, and the information collection and analysis 

processes continue. 

Disseminate Information 

The Documentation Unit (DOCU) disseminates, to senior leadership and to staff at all 

echelons, comprehensive reporting products that give an accurate assessment of the 

incident response to date. The DOCU develops the templates and formats for all reports and 

briefings within the SAS. The DOCU ensures that reports and briefs are concise, clear, and 

grammatically correct, and submits them to the C-NRCS and the SASC for review. 

FEMA National Incident Support Manual 

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SITUATIONAL AWARENESS SECTION ORGANIZATION 

Request for Information Tracker 

The RFI Tracker attends to and follows RFIs from beginning to end, and is the main point of 

entry for all incoming RFIs. It is responsible for maintaining timely responses to, and closure 

of, all RFIs, which includes the following activities: (1) maintaining a general e-mail inbox, 

phone number, and database of RFIs; (2) accepting and assigning RFIs from incident and 

RRCS levels for adjudication at the national level; (3) identifying and preventing duplicate 

RFIs; and (4) coordinating with NRCS members to ensure accurate responses to RFIs. 

Knowledge Group 

The Knowledge Group contains three units: the Information Collection Unit (ICU), the 

Information Analysis Unit (IAU), and the Documentation Unit (DOCU). The Knowledge Group 

is responsible for collecting and analyzing pertinent information to develop numerous 

reports and briefings that aid senior leaders in decision-making. These include the ICP, the 

Situation Report, the Core Capabilities Report, and the Senior Leader Briefing. This group 

ensures the timely collection and analysis of all information relevant to the NRCS response. 

Information Collection Unit 

The ICU provides current situation information needed to develop the COP and other 

products. This unit communicates additional/emerging CIRs or EEIs to all internal and 

external stakeholders. The ICU collects, organizes, correlates, compares, processes, and 

filters raw data from the ICP, making the ICP readily understandable to the potential user. 

The unit also produces the NRCC Situation Report and monitors pertinent social media sites. 

Information Analysis Unit 

The IAU analyzes the current situation information, as provided in the ICP. The IAU reviews 

incident information and related sources to determine how actual or potential incidentrelated issues (or subsequent incidents) will affect NRCS response capabilities. The IAU 

does this by applying risk analysis and intelligence data against ongoing and future NRCSlevel incident support activities. The resulting analysis is critical to facilitating the 

development of NRCS-level plans. 

Documentation Unit 

The DOCU prepares timely, accurate, and clearly written Situational Awareness Reports and 

presentations (senior leadership briefings, talking points, video teleconferences, etc.), as 

required. This unit maintains the COP by conducting staff briefings on the incident situation, 

the changing mission, maturing objectives, and the status of NRCS support activities. The 

unit maintains historical files and records pertaining to all NRCS incident support activities 

or operations. This unit documents, in writing, all significant decisions and facts relative to 

incident activities. This information ensures that an accurate record of each event is 

compiled and archived. 

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Geospatial and Technical Group 

The Geospatial and Technical Group contains two units: the Geospatial Information System 

(GIS) Unit and the Technical Unit. This group provides the technical and mapping expertise 

required to support other NRCS members and to facilitate plan development. The Geospatial 

and Technical Group provides specialized reports, analyses, and presentations as needed. It 

coordinates with other situational awareness functions to produce products for COP 

development. Finally, this group provides geospatial and remote sensing display and 

analysis, and creates and analyzes Geospatial Intelligence. 

Geospatial Information System Unit 

The GIS Unit supports and facilitates NRCS-level planning and decision making through the 

development of products and services. Such products and services are both those remotely 

sensed and those developed by geospatial information systems. The unit also coordinates 

reconnaissance and remote-sensing activities at the NRCS level. 

Technical Unit 

The Technical Unit is comprised of subject matter experts (SMEs) who provide specialized 

technical expertise and information to the NRCS, senior leaders, and other internal and 

external stakeholders. The SMEs represent various organizations such as the Transportation 

Security Administration, the Office of Health Affairs, the Department of Health and Human 

Services, and the National Oceanic and Atmospheric Administration. 

Emergency Support Function 15/External Affairs Unit 

The ESF-15/External Affairs Unit facilitates the development of timely, pertinent, and 

accurate public messaging. This unit also assists External Affairs, developing press releases, 

background information, fact sheets, talking points, congressional briefings, and other 

external affairs products. 

The ESF-15/External Affairs Unit also does the following: (1) coordinates messages with 

Federal, State, tribal, and local governments; (2) monitors news media to ensure that 

accurate information is being reported; (3) proactively identifies potential issues that may 

impact or facilitate developing plans or create the need for updated messages; and (4) 

coordinates community relations outreach. 

Finally, the ESF-15/External Affairs Unit manages the private sector desk. The Private Sector 

Specialist serves as the liaison between FEMA and private sector partners in a 

communications role, not an operations role. The specialist provides situational awareness 

information, facilitate contact with resources on a regional and/or national level, and foster 

cooperation between FEMA and the private sector. 

Appendix C1 provides detailed information on the processes that the SAS uses to develop 

the ICP, along with the information that SAS collects and the reports that SAS produces. 

Appendix C2 provides information on Situational Awareness reports and briefings, when they 

FEMA National Incident Support Manual 

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are delivered, and who is responsible for them. Appendix C3 provides a template for the 

Initial Operating Report. Appendix C4 provides detailed descriptions of all of the positions 

within the SAS. 

FEMA National Incident Support Manual 

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CHAPTER 5: PLANNING SUPPORT SECTION 

NRCS PLANNING SUPPORT SECTION STRUCTURE 

Planning Support 

Section 

Future 

Planning Unit 

Crisis Action 

Planning Team 

Current Planning Unit 

Figure 8: Organization Chart for the NRCS Planning Support Section 

PURPOSE 

The purpose of the NRCS Planning Support Section (PSS) is to assist national-level efforts to 

support one or more FEMA incidents and ensure that FEMA is prepared, in the face of 

current activities, to deal with new incidents. The PSS staff does this by providing a range of 

planning services to address present or known requirements and to anticipate and devise 

means to deal with future needs. The PSS addresses incident requirements—for response 

resources, services, and program/policy decisions—that cannot be resolved at the incident 

or regional levels. The section also handles incident consequences or requirements that 

affect multiple FEMA regions and/or the entire nation. 

The incident planning that occurs at the FEMA national (and regional) levels is inherently 

different from the planning that goes on at the incident level. Planning by the NRCS must 

address not only incident objectives and requirements, but also the impacts and potential 

impacts of incidents on national preparedness. For example, while not related to the 

objectives of any particular on-going FEMA incident, “reconstituting” (re-loading) depleted 

national resources such as search and rescue teams or national-disaster commodity 

stockpiles may become a top priority for the NRCS. 

Although the focus of NRCS planning may be different from incident management planning, 

the basic reason for planning remains the same. Planning helps to ensure that efforts of 

FEMA National Incident Support Manual 

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response, recovery, and mitigation are well coordinated and that they support jointly 

developed objectives as well as the priorities of leadership at all levels. 

The function and organizational structure of the PSS in the NRCC also differs from that of 

the Planning Section at the incident level. In the NRCC, planning is separated 

organizationally from the situational awareness function, since the development of SA and 

the conduct of planning are distinct and important enough that separate people and skill 

sets are needed. At the incident level, the needs are best met when both the planning and 

situational awareness functions are combined in the Planning Section, since there is more 

focus on generating reports and information and less of a focus on analysis. While planning 

and SA functions continue to be inextricably linked, in the NRCS, the PSS staff focuses 

exclusively on its planning and problem-solving roles, while relying on the SAS to provide the 

needed information and analytic products. 

ESSENTIAL FUNCTIONS 

The PSS monitors the impact of current operations on the NRCS’s readiness to respond to 

other potential incidents, by coordinating with the SAS. The PSS also advises the C-NRCS on 

planning issues related to incident management and support, by maintaining open lines of 

communication and ensuring adherence to all published meeting and teleconference 

schedules. The PSS ensures that the National Support Plan (NSP) identifies tasks needed 

for the deployment of resources to support the incident, by reviewing incident objectives and 

by gathering input for resource requirements, planning requirements, and SA requirements 

from NRCS and ESF representatives. 

The PSS has the following two essential functions: 

1. Lead the development of a recurring NSP, usually prepared daily, that presents 

issues to be addressed, tasks to be accomplished, and activities that will occur 

during the specific period it covers. 

2. Provide expertise to support the development of regional and incident level crisis 

action plans and lead the development of strategic and national crisis action plans 

that address specific requirements or issues, both large and small. 

Lead the Development of a Recurring National Support Plan 

The NSP is a forward-looking document that presents to decision makers and the NRCS the 

non-routine (“by exception”) tasks that the NRCS is responsible for accomplishing over the 

next operational period. In addition, the NSP provides the daily tempo for the NRCS. This 

includes the regular meeting schedule and other high-level meetings of which the NRCS 

needs to be aware (e.g. congressional hearings). The NSP is intended to promote unity of 

effort among the NRCS and senior leadership, by focusing them on the current tasks. As a 

result, the NSP is immediately actionable rather than historical in nature; thus, it should be 

as concise as possible. In short, the NSP provides formal tasking to NRCC functional areas 

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regarding non-routine task(s) to be accomplished. Although the NSP is developed for internal 

NRCS use, the plan is shared with other organizations (e.g., the regions) as situational 

awareness information. 

Provide Expertise to Support the 

Development of Crisis Action Plans 

The Future Planning Unit conducts crisis action 

planning as required to address specific functional 

or programmatic requirements, such as the 

allocation of housing assets or the restoration of 

power. Crisis action plans are not confined to the 

period covered by the NSP; they may or may not 

directly support the NSP. 

A crisis action plan typically includes five sections: 

(1) situation; (2) mission; (3) execution; (4) 

administration, resources, and funding; and (5) 

oversight, coordinating instructions, and 

communications. 

PLANNING SUPPORT SECTION 

ORGANIZATION 

Current Planning Unit 

The Current Planning Unit focuses on the present 

situation and addresses current and short-term 

requirements for resources and programmatic 

decisions. 

The Current Planning Unit facilitates the 

development of the NSP with input from the SAS 

and Resource Support Section (RSS). The unit 

coordinates a meeting with members of the SAS 

and RSS as needed to review issues, and provides 

guidance on potential courses of action (COAs). A 

For FEMA, two types of operational 

planning are recognized: deliberate 

planning and crisis action planning. 

Deliberate planning is accomplished 

under nonemergency conditions and 

involves developing general 

procedures for mitigating, responding 

to, and recovering from future threats 

or hazards. Examples of deliberate 

planning products include: 

• National Hurricane Concept of 

Operations Plan 

• Regional Catastrophic Plan 

• Improvised Nuclear Device 

Concept Plan 

Crisis Action Planning is the timesensitive development of plans, in 

response to an imminent incident, for 

the deployment, employment, and 

sustainment of Federal resources in 

support of State, tribe, territory, or local 

needs. Crisis action planners base 

their plan on the circumstances that 

exist at the time planning occurs. 

Examples of crisis action planning 

products include: 

• Incident Action Plans 

• National Support Plans 

• Recovery Support Strategy 

• Housing Plan 

• Power Restoration Plan 

• Search and Rescue Plan 

COA provides informed options to leaders that explain how a plan’s objectives or mission will 

be accomplished with available resources.5 To accomplish this, the unit must understand 

incident objectives and leadership priorities. The unit must also develop NRCS objectives 

5 U.S. Department of Homeland Security/ FEMA, Regional Planning Guide, March 2010, Washington, DC: U.S. Dept. 

of Homeland Security, pp. 19-20. 

FEMA National Incident Support Manual 

35 
 

and tasks to support incident objectives and leadership priorities. The Current Planning Unit 

reviews and resolves issues associated with NRCS support. 

Future Planning Unit 

The Future Planning Unit anticipates future requirements and issues from a national 

perspective. To accomplish this, staff must consider the long-term impact of all incidents 

that FEMA is currently managing and the potential new resource requirements or policy 

issues that may arise from these incidents. Staff must also consider the potential for 

additional incidents and the cascading effect of new requirements and issues on national 

resource supplies and national programs. The Future Planning Unit develops or facilitates 

the development of crisis action plans to address these requirements and issues. The 

Future Planning Unit collects planning information by consulting with SMEs, members of the 

RSS, and SAS – in particular the IAU. 

Crisis Action Planning Team 

In the course of supporting incidents, FEMA HQ elements and NRCS sections and units 

routinely address problems and develop ad hoc crisis action plans to deal with these 

problems. Personnel with functional expertise make up the crisis action planning team and 

provide input to help develop the crisis action plan. The Future Planning Unit includes 

personnel who are trained and equipped to facilitate the various components of the NRCS in 

developing crisis action plans to deal with specific requirements or programmatic issues in 

their areas of responsibility. These crisis action planning facilitators are assigned to assist 

other sections of the NRCS by applying the six-activity crisis action planning process (shown 

in Appendix D1). These facilitators also develop crisis action plans that are consistent with 

NRCS objectives and leadership priorities, and that follow the FEMA crisis action planning 

format. The Future Planning Unit manages the process and delivers the product. 

Appendix D1 provides detailed information on the processes the PSS uses to develop the 

NSP. Appendix D2 provides more information on the NSP. Appendix D3 provides information 

on the NRCS operational period. Finally, Appendix D4 provides detailed descriptions of all of 

the positions within the PSS. 

FEMA National Incident Support Manual 

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CHAPTER 6: RESOURCE SUPPORT SECTION 

NRCS RESOURCE SUPPORT SECTION STRUCTURE 

Resource Support 

Section 

Resource and 

Capability 

Branch 

Individual 

Assistance Group 

Mass Care/ 

Emergency 

Assistance Unit 

(ESF #6, 11) 

Housing Unit 

(ESF #6) 

Human Services 

Unit 

(ESF #6) 

Voluntary Agency 

Liaison Unit 

(ESF #6) 

Emergency 

Services Group 

Firefighting Unit 

(ESF #4) 

Public Safety and 

Security Unit 

(ESF #13) 

Public Health 

and Medical 

Services Unit 

(ESF #8) 

Oil and 

Hazardous 

Materials Unit 

(ESF #10) 

Infrastructure 

Assets Group 

Energy Unit 

(ESF #12) 

Engineering and 

Public Works 

Unit (ESF #1, 3) 

Operational 

Support Group 

National Assets 

Unit 

(ESF #7) 

Communications 

Unit 

(ESF #2) 

Incident Support 

Base 

Sustainment 

Unit (ESF #7) 

Deployment Unit 

USCG 

Transportation 

and Movement 

Coordination 

Group 

Transportation 

Services Unit 

(ESF #7) 

Movement 

Coordination 

Center (ESF #7) 

Incident Support 

Base Group 

Ground Support 

Unit 

Receiving and 

Distribution Unit 

Ordering Manager 

Resource Tracker 

Order Processing 

Group 

Mission 

Assignment Unit 

Contracting, 

Acquisition, & 

Ordering Unit 

Comptroller 

Search and 

Rescue Unit 

(ESF #9) DoD 

Figure 9: Organization Chart for the NRCS Resource Support Section 

PURPOSE 

One of the most important support functions of the NRCS is to ensure that incident 

management personnel have the supplies, equipment, people, facilities, and services they 

need to respond to the incident effectively. 

FEMA National Incident Support Manual 

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Although the national level should be prepared to provide initial response resources based 

on the anticipated needs of a disaster, officials at the scene are in the best position to 

determine actual requirements. In line with the principle of tiered response, response 

personnel at the incident level seek to meet requirements locally, if possible. They elevate— 

first to the RRCC and then to the NRCC—those requirements that States and mutual aid 

partners cannot meet. 

The NRCS provides national-level support to incident management by directing and 

integrating Federal efforts to identify and deploy requested resources to support the 

affected region(s). The Resource Support Section (RSS), within the NRCS, performs resource 

management functions for Federal incident responses. The RSS ensures that emergency 

response personnel at the incident have the supplies, equipment, people, facilities, and 

services they need to respond to the incident effectively. The section is composed of the 

Resource and Capability Branch (RCB) and the Order Processing Group (OPG). 

By developing and following a centralized order processing and tracking system—detailed 

further below—the RSS works to address incident resource needs in a timely and efficient 

manner. During Federal disaster operations, numerous departments, agencies, and 

organizations are involved in the coordination and provisioning of critical resources. These 

resources may include: (1) emergency teams or personnel; (2) supplies in the form of 

predetermined Initial Response Resource packages and other interagency “push” packages; 

(3) commodities; or (4) equipment. Such resources may also include aiding in 

supplementary financial assistance. The RSS analyzes and anticipates resource 

requirements, coordinates the effective issuance of support, tracks items of support from 

origin to delivery, and streamlines the process for the provision of resources. 

The RSS makes every effort to coordinate with other Federal partners to ensure a unified 

Federal response. The RSS is also responsible for providing timely, detailed, up-to-date 

information to the RSS Chief, who is responsible for keeping the C-NRCS updated. 

ESSENTIAL FUNCTIONS 

Centralized Order Management and Tracking Process 

FEMA response operations routinely involve multiple entities and organizations, as FEMA HQ 

needs to bring a wide range of assets from these groups to bear on the incident quickly and 

effectively. FEMA continually works to make its resource coordination systems as efficient 

and effective as possible, with the goal of a single system to support the process. It is the 

job of the NRCS to support incident management operations by identifying, acquiring, and 

deploying the necessary assets from across the Federal government, the private sector, 

nongovernmental organizations and other partners. As such, the NRCS provides the core 

functions of multiagency coordination to ensure that agencies do not duplicate efforts and 

that everyone involved is aware of the status of efforts. 

FEMA National Incident Support Manual 

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There are four standard steps within the process, shown in Figure 10 and explained further 

below. 

Figure 10: Centralized Order Management and Tracking Process 

Receive the Request 

When the RSS receives a request (for resources such as supplies, equipment, services, 

personnel and teams), the request first goes to the appropriate resource provider in RCB, 

which reviews the request for clarity and completeness. The request will most likely be 

generated by a request from the incident, although requests based on planning efforts 

and/or forecasted needs will also be sent to the RCB. The request is not questioned for 

validity, nor does the NRCS change it. However, if the request is lacking critical details 

whose absence could impede timely processing (e.g., quantity and specifics of the resource 

requested, timeline requested, location of delivery, priority, cost estimate, etc.), RCB 

personnel contact the ordering entity for further information. 

The RCB serves as the single entry point into the ordering and tracking process and provides 

end-to-end tracking of resource requests. This central process of resource management 

ensures the accessibility, accuracy, and reliability of the tracking information that the rest of 

the NRCS, as well as incident-level officials, need. The ability to track the resources, and 

follow the status of the requests presented, enables personnel at the incident to plan for 

response and recovery operations in a timely and effective manner. It also enables incident 

personnel to successfully manage expectations among government officials, partners, and, 

perhaps most importantly, disaster survivors. 

Source the Request 

After the RCB logs the request, it begins the sourcing process and notifies the RCB Director. 

In recommending sourcing actions, the RCB draws upon deliberate plans written prior to an 

incident, which have established many of the resources needed, and have often identified 

primary, secondary, and tertiary sources for the resources. 

The RCB coordinates an interagency group of response partners including Federal, 

nongovernmental, and private sector entities focused on developing sourcing 

recommendations to fulfill disaster requests. Composition of the RCB will be incidentspecific. Some response partners may have “dual hats” as ESF representatives, depending 

FEMA National Incident Support Manual 

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on the nature of the incident, or may be specific representatives of an ESF. The RCB is 

composed of the Individual Assistance Group, the Operational Support Group (OSG), the 

Emergency Services Group, the Infrastructure Assets Group, and the Transportation and 

Movement Coordination Group (TMCG). These groups are explained further below. 

The RCB’s mission is focused on developing sourcing recommendations to satisfy resource 

requests from the incident level. It is responsible for analyzing a resource request to ensure 

the following: (1) a complete understanding of the resource capability; (2) coordination of 

any issues of uncertainty with the RRCS and the Operations Section Chief at the incident 

level; (3) collaboration to determine the most efficient internal and external sourcing 

methods while avoiding redundancy; (4) the request’s support of NSP objectives; and (5) 

identification of the most appropriate courses of action to fulfill the resource request. The 

RCB ensures that the who, what, where, when, and why are understood in each request (see 

Appendix E2), and provides the how for the sourcing process. The TMCG will coordinate at 

the incident level as a part of the sourcing process, to ensure two things: the timing of the 

resource delivery and the arrival of resources only after conditions on the ground can 

support them. 

In conducting its analysis and coordination, the RCB takes into account critical factors such 

as time, cost, and delivery mechanism. For example, even though a resource may be 

available through internal FEMA sources, the RCB may deem another external sourcing 

option (e.g., local purchase) more appropriate for the incident, based upon its analysis. The 

RCB identifies requests that can be sourced—whether through a single order or multiple 

orders sourced by different sourcing entities—and approves them; for these requests, the 

RCB Director submits the recommended sourcing action in a timely manner to the OPG for 

action. 

Unmet Requests 

In some cases the RCB may have difficulty fulfilling a request due to shortages associated 

with a particular resource. The RCB forwards any requests that it cannot meet to the RCB 

Director who, in conjunction with the RSS Chief, may request that a Crisis Action Planning 

Team be convened to formulate courses of action for fulfilling the order.6 The Crisis Action 

Planning Team then presents possible courses of actions to the RSS Chief for decision. Once 

the decision is made, the RCB communicates with the OPG to process the order. In the 

event that a chosen course of action would result in a shortage or delay of ordered 

resources, the RCB Director would communicate the course of action to the appropriate 

staff at the incident management level. 

6 In the event of commodity of equipment shortage, the Crisis Action Team may leverage the Resource 

Management Group to generate commodity/equipment courses of action. The Resource Management Group is an 

established ESF #7 interagency group for performing this function. 

FEMA National Incident Support Manual 

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Order the Required Resource or Service

Once the RCB completes its analysis of available sources of supply, it provides its 

recommendation(s) to the OPG, which orders the required resources or services according to 

the established procedure and processes. There are two main steps involved in order 

processing: 

1. Prepare the ordering documentation necessary for the sourcing method (e.g. mission 

assignments or contracts). 

2. Obtain the required concurrences and authorizations from the sourcing authorities. 

Deliver the Resource or Service 

The TMCG coordinates and tracks movement of commodities, equipment, teams, and 

personnel supporting incident management operations until they are checked in at an 

incident. The group also provides or brokers air, marine, or ground transportation services 

when requested. The TMCG synchronizes the utilization and scheduling of all incident 

support transportation. TMCG demands close and continuous interaction between those 

who plan and execute incident management and those who do the same for incident 

support operations. 

At the national level, the Movement Coordination Center (MCC) is a component of the 

NRCS’s TMCG during activation. The MCC operates during an incident with a dedicated staff 

convened as part of the activation of the NRCS, and reporting to the TMCG Supervisor. In 

this role, the MCC supports mission priorities by coordinating and tracking the transportation 

of nationally deployed resources (supplies, equipment, teams, and personnel) until the 

transfer of control to incident management. 

The MCC determines transport infrastructure limitations and assesses resource receiving, 

processing, and throughput capabilities. The MCC gathers and analyzes national-level 

transportation requirements. It coordinates and resolves national-level transportation issues 

through the national resource movement schedule in support of national priorities. In 

addition, the MCC tracks and reports national-level movements—data that MCC personnel 

use to create, maintain, and monitor execution of a master movement schedule. MCC 

personnel work in close coordination with the rest of the RSS, as well as Federal, State, 

tribal, and ESF partners, and nongovernmental organizations. 

The MCC relies heavily on personnel in the SAS, the OPG, the ESFs, and all groups within the 

RCB to levy information requirements for, and gather movement-related data from, 

appropriate FEMA and partner information sources. MCC members analyze this data to 

develop a clear, up-to-date understanding of operational priorities, support conditions, and 

available transportation capabilities. This knowledge enables MCC personnel to recognize 

emerging movement problems and opportunities, and to recommend appropriate courses of 

action to ensure that incident personnel gain the maximum value from available movement 

capabilities. These recommendations affect the MCC-developed master movement 

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schedule. Except in extraordinary circumstances, the MCC coordinates the movement of 

national-level resources into and out of the incident—with applicable FEMA, partner, and 

incident-level organizations retaining control of their transportation assets. 

The MCC collects and presents data on the movement of resources to a variety of response 

decisionmaking forums (briefings, conference calls, executive meetings, etc.). 

In the event of a major incident in which the U.S. Government requests or accepts 

international offers of assistance and FEMA needs help managing offers, the International 

Assistance System (IAS) may be activated. If the IAS is activated, requests for and offers of 

international aid will be routed through the Department of State (DOS), which will act as an 

intermediary for these requests. The U.S. Agency for International Development (USAID) may 

also provide technical and logistical assistance to DOS and FEMA with the review and 

facilitation of these offers. This process is described in the IAS Concept of Operations.7 The 

RCB is also responsible for tracking these actions. 

RESOURCE SUPPORT SECTION ORGANIZATION 

Resource and Capability Branch 

The RCB serves as the single entry point into the ordering and tracking process and provides 

end-to-end tracking of resource requests. The RCB reviews requests for clarity and 

completeness, and communicates with the requester for more information if necessary. The 

branch completes an Action Request Form for requests that arrive via personal, phone, or email communications; assigns a request tracking number (RTN); and logs the request. The 

RCB updates the status of the requests and responds to inquiries from incident personnel, 

as necessary, throughout the life cycle of order processing and management. The RCB 

tracks all resourcing, actions, and ordering in real time. The unit, therefore, can determine 

when issues arise regarding the fulfillment of requests. As a result, the RCB is also 

responsible for notifying the RSS Chief of any issues that arise, related to resource 

fulfillment, that require coordination. 

The RCB also identifies sources to fill all requests, by coordinating with staff at all levels, 

with multiple agencies, nongovernmental organizations, the private sector, and other 

partners, and communicating the resource requirements for the incident. The RCB: (1) 

identifies resource and capability requirements for the NSP; (2) coordinates and supports 

activities of mass care, operational support, emergency services, and infrastructure assets 

functions; (3) coordinates tasks; and (4) determines the status of tasking and special 

considerations for each ESF primary and supporting federal agencies and program element 

in the branch. There are six groups that comprise the RCB: Individual Assistance Group, 

7 U.S. Department of Homeland Security, U.S. Department of State, U.S. Agency for International Development, 

International Assistance System Concept of Operations, October 1, 2010, Washington, DC. 

FEMA National Incident Support Manual 

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Emergency Services Group, Infrastructure Assets Group, Operational Support Group, 

Transportation and Movement Coordination Group, and Incident Support Base Group. 

Resource Tracker 

The Resource Tracker maintains visibility and provides the status of all resources ordered 

from source through delivery by coordinating with Resources staff at all levels and managing 

a database with all resource requests and orders. The Resource Tracker tracks requests and 

updates the status of resource requests as instructed by the RSS Chief. 

Individual Assistance Group 

The Individual Assistance Group provides national coordination of resources and develops 

sourcing approaches to provide life-sustaining services, including mass care, emergency 

assistance, housing and human services in support of incident requests. The Individual 

Assistance Group utilizes pre-scripted approaches, mission assignments and innovative 

sourcing approaches to address incident requests. Requests include the coordination and 

provision of sheltering, feeding and reunification services; voluntary agency coordination; 

donations management; rental assistance; direct housing; disaster recovery centers; 

disaster case management and other resources, programs and services. 

To develop and implement sourcing approaches, the Individual Assistance Group 

coordinates with other FEMA components as well as State, tribal, territorial and other 

Federal government agencies, voluntary organizations and the private sector. The Individual 

Assistance Group also coordinates with ESF #6 primary and supporting agencies in 

developing national sourcing approaches. The Individual Assistance Group also coordinates 

with ESF #6 primary and supporting agencies in developing national sourcing approaches. 

The Individual Assistance Group forwards sourcing approaches to the RCB Director for 

approval and updates each task status—including those requests related to ESF #6 primary 

and supporting agencies and ESF #11 primary and supporting agencies—in the automated 

tracking system. 

Emergency Services Group 

The Emergency Services Group provides national coordination of resources and develops 

sourcing approaches to meet the needs of emergency services (law enforcement, 

firefighting, search and rescue, etc.), and to address Federal lifesaving and life-sustaining 

activities identified by the region. At the direction of the RCB Director, the Emergency 

Services Group develops pre-scripted sourcing approaches to meet anticipated needs of 

emergency services, as well as sourcing approaches to address a specific emergency 

services request. In developing sourcing approaches, the group coordinates with ESF #s 4, 

8, 9, 10, and 13 primary and supporting agencies to resolve conflicts regarding competing 

sourcing demands. The Emergency Services Group forwards all emergency services sourcing 

approaches to the RCB Director for approval. The group also updates the status of 

emergency services sourcing requests in the automated tracking system. 

FEMA National Incident Support Manual 

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Infrastructure Assets Group 

The Infrastructure Assets Group provides national coordination of resources and develops 

sourcing approaches to meet infrastructure needs (public works, engineering support, etc.). 

This group addresses requests for national-level support for removal of debris to facilitate 

both entry of emergency workers and the evacuation and return of the public. In addition, 

this group addresses requests for national-level support for the restoration of public and 

private nonprofit facilities. At the direction of the RCB Director, the Infrastructure Assets 

Group develops pre-scripted sourcing approaches to meet anticipated infrastructure needs, 

as well as sourcing approaches to address a specific infrastructure request. 

In developing sourcing approaches, the Infrastructure Assets Group coordinates with public 

and private entities responsible for operating and maintaining infrastructure components. 

This group coordinates with ESF #s 1, 3 and 12 primary and supporting agencies to resolve 

conflicts regarding competing sourcing demands. The Infrastructure Assets Group forwards 

all infrastructure sourcing approaches to the RCB Director for approval. The group updates 

the status of infrastructure sourcing requests in the automated tracking system. 

Operational Support Group 

The OSG provides national coordination of resources and develops sourcing approaches to 

meet operational response needs (FEMA logistics, air assets, military, etc.) identified by the 

region. At the direction of the RCB Director, the OSG develops pre-scripted sourcing 

approaches to meet anticipated operational response needs, as well as sourcing 

approaches to address a specific operational response request. In developing the sourcing 

approaches, the group coordinates with a number of partners, including military and 

commercial entities. It forwards all operational response sourcing approaches to the RCB 

Director for approval. The group also updates the status of operational response sourcing 

requests in the automated tracking system. 

Transportation and Movement Coordination Group 

The TMCG coordinates and tracks the movement of commodities, equipment, teams, and 

personnel supporting incident management operations. The TMCG also synchronizes the 

utilization and scheduling of all transportation resources, so that those resources can 

continually provide maximum support to incident operations in the face of a dynamic 

environment, characterized by continuously changing conditions, needs, and priorities. 

Incident Support Base Group 

The Incident Support Base (ISB) Group is responsible for maintaining the status of resources 

in the ISB and providing materiel, services, and personnel support necessary to initiate and 

establish ISB operations. The ISB Group, though the use of existing automated and manual 

systems, maintains the status of resources in ISBs and Federal Staging Areas (FSAs) and 

reports the status of resources to the RCB for inclusion in NRCC situation reports and 

briefings. In addition, the ISB Group coordinates ISB/FSA support through the deployment of 

teams, services and equipment necessary to establish ISB or FSA operations during surge 

FEMA National Incident Support Manual 

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and response. Once the ISB is designated as an FSA, and when the RRCC or JFO is capable 

of assuming the mission, the FSA support function will shift to the supporting region or JFO. 

Order Processing Group 

The OPG processes orders based on the sourcing method identified by the RCB. The OPG 

completes the paperwork necessary for the sourcing method determined, and acquires the 

necessary approvals to execute the order. 

Comptroller 

The Comptroller manages, monitors, and tracks all Federal costs relating to the incident and 

the functioning of the NRCC while adhering to all Federal laws, acts, and regulations. In 

addition, the Comptroller provides guidance to ensure that funds are provided expeditiously 

and that financial operations are conducted in accordance with established laws, 

regulations, and standards. The Comptroller serves as the financial advisor to the C-NRCS. 

Specific responsibilities include the following: 

• Review each financial transaction to ensure a full and complete description, 

justification, account coding, and management approval. 

• Ensure that all transactions comply with policy, laws, standards, and regulations, and 

that those transactions are permissible under the Stafford Act and Disaster Relief 

Fund. 

• Prepare and process funding requests. 

• Certify the availability of funds on approved transactions. 

• Coordinate with FEMA program offices, directorates, and the NRCS/RRCS to ensure 

that adequate funding is provided for approved transactions in a timely manner. 

The Comptroller is also responsible for personnel issues, including the following: (1) reviews 

activation and demobilization requests to assist the NRCS in determining and making 

recommendations for staffing levels; (2) provides travel policies, regulations, documents, 

forms, and procedures; and (3) acquires emergency lodging agreements when needed. 

Appendices E1, E2, E3, and E4 provide detailed information on the processes used for 

resource intake, resource sourcing, resource ordering, and resource movement, 

respectively. Appendix E5 provides guidance on National ISBs. Appendix E6 provides 

detailed descriptions of all of the positions within the RSS. 

FEMA National Incident Support Manual 

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CHAPTER 7: CENTER AND STAFF 

SUPPORT SECTION 

NRCS CENTER AND STAFF SUPPORT SECTION STRUCTURE 

NRCC Center and 

Staff Support 

Section 

Facility Support 

Group 

Information 

Technology Unit 

Telecommunications 

Unit 

Audiovisual/Video 

Teleconference Unit 

Utilities Unit 

Safety Specialist Security Specialist Information Security 

Specialist 

Administrative 

Specialist 

Figure 11: Organization Chart for the Center and Staff Support Section 

PURPOSE 

The NRCC’s Center and Staff Support Section (CSSS) ensures that the NRCC remains in an 

operational state for immediate activation. The CSSS does this by supporting the NRCS with 

the facilities, security, safety, personnel, communications and administrative resources 

necessary to accomplish the mission. The staff also maintains NRCC building utilities to 

ensure a safe and secure environment for NRCS operations as well as to provide access to 

the equipment. 

The CSSS is composed of the Facility Support Group, and the Safety, Security, Information 

Security, and Administrative Specialists (see Figure 11). The Facility Support Group remains 

active during both its steady state and its activation. All other support functions are 

activated depending upon the activation level of the NRCC. 

FEMA National Incident Support Manual 

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ESSENTIAL FUNCTIONS 

Coordinate and Provide Support for Staff 

The CSSS of the NRCS ensures that the NRCC remains in an operational state for immediate 

activation by coordinating the maintenance and readiness of the NRCC and its 

environmental conditions. To do this, the CSSS provides support for all technology used 

during activation, and assists NRCS staff members with administrative- and human 

resources-related policies and procedures. The CSSS also maintains the status of NRCS 

staff and provides travel documentation to them for activations. Finally, the CSSS publishes 

and updates the operational tempo as needed, and maintains the activation roster, contact 

information, and other pertinent information. 

Ensure Safety and Security 

The CSSS ensures that all NRCS personnel conduct activities and operations in a safe and 

healthy environment, by providing safety- and health-related recommendations to the NRCC 

CSSS Chief. The CSSS maintains physical security for the NRCC by maintaining access 

controls and other security measures. (FEMA also trains staff members to properly handle, 

protect, and manage sensitive and classified information.) 

CENTER AND STAFF SUPPORT SECTION ORGANIZATION 

Facility Support Group 

The Facility Support Group manages all facility-related support, including information 

technology, telecommunications, audiovisual and video teleconference capability, and 

utilities. 

Information Technology (IT) Unit 

The IT Unit provides IT support for staff members, which includes resolving computer, 

printing, and other technological problems. 

Telecommunications Unit 

The Telecommunications Unit ensures routine and emergency maintenance of 

telecommunication equipment and systems, and provides telecommunication support for 

NRCS. 

Audiovisual/Video Teleconference (VTC) Unit 

The Audiovisual/VTC Unit provides audiovisual, VTC, and multimedia support to the NRCS for 

events held in the conference rooms and task areas. 

Utilities Unit 

The Utilities Unit ensures that environmental conditions are maintained, including power, 

heating, air conditioning, and lighting. 

FEMA National Incident Support Manual 

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Safety Specialist 

The Safety Specialist monitors NRCS operations to ensure that staff conducts all activities in 

a safe environment. This specialist provides recommendations to the CSSS Chief to improve 

safety and/or health conditions for the staff. 

Security Specialist 

The Security Specialist implements physical security procedures and reports the status of 

security procedures to the CSSS Chief. This specialist provides safeguards needed to protect 

personnel and property from physical harm, loss, or damage. 

Information Security Specialist 

The Information Security Specialist implements information security procedures and reports 

the status of those procedures to the CSSS Chief. 

Administrative Specialist 

The Administrative Specialist provides administrative support to the NRCS. 

Appendix F provides detailed descriptions of all of the positions within the Center and Staff 

Support Section. 

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CI 

ANNEX 1: ACRONYMS 

ADD Automated Deployment Database 

AOP Advance Operational Plan 

ARF Action Request Form 

CBP Customs and Border Protection 

Critical Infrastructure 

CIR Critical Information Requirement 

CFR Code of Federal Regulations 

C-NRCS Chief of the National Response Coordination Staff 

COA Course of Action 

COP Common Operating Picture 

CORE Cadre of Response Employees 

COR Contracting Officer’s Representative 

CSSS Center and Staff Support Section 

DDO Director of Disaster Operations 

DHS Department of Homeland Security 

DOCU Documentation Unit 

DOD Department of Defense 

DOS Department of State 

DRC Disaster Recovery Center 

eCAPS Enterprise Coordination and Approval Processing System 

EEI Essential Element of Information 

EHS Environmental Health and Safety 

ESF Emergency Support Function 

FCO Federal Coordinating Officer 

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FEMA Federal Emergency Management Agency 

FSA Federal Staging Area 

GIS Geospatial Information System 

HQ Headquarters 

HSPD Homeland Security Presidential Directive 

IA Individual Assistance 

IAP Incident Action Plan 

IAS International Assistance System 

IAU Information Analysis Unit 

ICP Information Collection Plan 

ICS Incident Command System 

ICU Information Collection Unit 

IMAT Incident Management Assistance Team 

IMSK Incident Management and Support Keystone 

ISB Incident Support Base 

ISR Inventory System of Record 

IT Information Technology 

IWMO Incident Workforce Management Office 

JDOMS Joint Director of Military Support 

JFO Joint Field Office 

LSCMS Logistics Supply Chain Management System 

MA Mission Assignment 

MACS Multiagency Coordination System 

MC/EA Mass Care/Emergency Assistance 

MCC Movement Coordination Center 

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MCOV Mobile Communication Office Vehicle 

MERS Mobile Emergency Response System 

NDRF National Disaster Recovery Framework 

NGO Nongovernmental Organization 

NIMS National Incident Management System 

NIPP National Infrastructure Protection Plan 

NOC National Operations Center 

NRCC National Response Coordination Center 

NRCS National Response Coordination Staff 

NRF National Response Framework 

NSP National Support Plan 

NSSE National Special Security Event 

OFA Other Federal Agency 

OPG Order Processing Group 

OSG Operational Support Group 

PKEMRA Post-Katrina Emergency Management Reform Act 

PPD Presidential Policy Directive 

ProTrac Procurement Tracking System 

PSS Planning Support Section 

RA Regional Administrator 

RCB Resource and Capability Branch 

RFI Request for Information 

RRCC Regional Response Coordination Center 

RRCS Regional Response Coordination Staff 

RSF Recovery Support Function 

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RSP Regional Support Plan 

RSS Resource Support Section 

RTN Request Tracking Number 

SA Situational Awareness 

SAS Situational Awareness Section 

SASC Situational Awareness Section Chief 

SCF Surge Capacity Force 

SCO State Coordinating Officer 

SITREP Situation Report 

SME Subject Matter Expert 

SPOTREP Spot Report 

TMCG Transportation and Movement Coordination Group 

UCG Unified Coordination Group 

US&R Urban Search and Rescue 

USCG U.S. Coast Guard 

USDA U.S. Department of Agriculture 

VOLAG Voluntary Agency 

VTC Video Teleconferencing 

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ANNEX 2: GLOSSARY 

Action Request Form (ARF): FEMA Form 010-0-7. This form is used to request national-level 

resources from FEMA. 

Commodity Sourcing Capability Database: Maintained by FEMA Logistics Supply Chain 

Commodity Managers, this database is updated with partner inventory availability 

information upon request from FEMA. It will ultimately be a web-based portal accessible by 

all Resource Capability Branch members to provide visibility of current partner capabilities 

and capacity to meet disaster-generated demands. 

Common Operating Picture (COP): Both a product and a tool, the COP is a result of 

information management and analysis. The Knowledge Management Unit (Regional) and the 

Situation Unit (Incident) have primary responsibility for inputting information into the COP. 

Information may come from other sources but will be funneled through the Knowledge 

Management Unit in the region or the Situation Unit at the incident before entering the COP. 

Constraint: A requirement placed on the organization or individual stakeholder by a higher 

level of authority that prohibits an action or dictates an action not planned for, thus 

restricting planned courses of action. 

Course of Action (COA): A set of tasks through which one intends to achieve an objective. 

Critical Information Requirements (CIRs): CIRs are specific types of high-priority Essential 

Elements of Information (EEIs). What typically separates a CIR from an ordinary EEI is its 

urgency. Either FEMA leadership or personnel at the incident level can initiate a CIR for an 

event that occurred and was not anticipated (e.g., a dam failure or levee breach). CIRs 

require immediate leadership notification and involvement. 

Disaster Request (DR) number: An accounting code for all costs associated with the 

incident. 

Emergency Support Functions (ESFs): The ESFs serve as the primary operational-level 

mechanism to provide assistance in functional areas, such as the following: transportation, 

communications, public works and engineering, firefighting, mass care, housing, human 

services, public health and medical services, search and rescue, agriculture and natural 

resources, and energy. While ESFs are typically assigned to a specific section at the NRCC or 

in the Joint Field Office/RRCC for management purposes, resources from an ESF primary or 

coordinating agency may be assigned anywhere within the unified coordination structure. 

Regardless of the section in which an ESF may reside, that section works in conjunction with 

other Joint Field Office sections to ensure the appropriate planning and execution of 

missions. 

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Essential Elements of Information (EEIs): EEIs are essential information requirements that 

are needed for informed decisionmaking. EEIs provide context, inform decisionmaking, and 

contribute to analysis; this information also populates the Information Collection Plan (ICP). 

EEIs are required to plan and execute an operation and to support timely, logical decisions. 

Situation reports should address EEIs, which are developed throughout the response and 

recovery to an event. 

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 equipment/commodities) and the incident level (committed 

equipment/commodities). 

FEMA Response Watch (Watch): Provides 24/7 situational awareness for FEMA. The Watch 

supports the collection and distribution of information pre-incident to the National 

Operations Center (NOC) for development of the national Common Operating Procedure 

(COP). The Watch also provides analysis of collected information and national situational 

awareness of potential, developing, or ongoing situations that may require Federal 

response. 

Information Collection Plan (ICP): This is both a plan for collecting information and a 

repository of information that has been collected. The ICP serves as the foundation for all 

national-level situational awareness reports and briefings; it contains all EEIs and CIRs, and 

supports development of the COP. 

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 delivery of 

Federal assistance through all phases of incident response. 

Incident Management Assistance Teams (IMATs): Full-time, rapid-response, interagency 

teams composed of subject matter experts and incident management professionals. IMAT 

personnel may be drawn from national or Federal departments and agency staff according 

to established protocols. IMAT teams support the initial establishment of a unified 

command, and provide situational awareness for Federal and State decision-makers crucial 

to determining the level and type of immediate Federal support that may be required. FEMA 

has both National and Regional IMATs. 

Incident Support: Coordination of all Federal resources that support incident 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. 

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Incident Support Base (ISB): An incident facility where mobilized, uncommitted equipment 

and commodities are positioned, generally in anticipation of, or in response to, an incident. 

An ISB will generally be created to support multiple regions or incidents. ISBs are managed 

at the national level. 

Limitation: A factor or condition that either temporarily or permanently impedes mission 

accomplishment. 

Logistics Supply Chain Management System (LSCMS): The FEMA requesting, ordering, 

shipping, tracking, inventory management and receiving systems, processes and procedures 

used by Logistics Management, FEMA Distribution Centers, and logistics field facilities. 

LSCMS is used to request and order items (commodities/assets) and transportation; these 

requests and orders are fulfilled through the logistics supply chain at the national and 

regional level. 

Movement Coordination Center (MCC): Ensures the timely deployment of national-level 

incident response resources necessary to support incident response operations according to 

operational priorities. The center provides enhanced situational awareness, planning, 

coordination, and problem resolution between FEMA and its strategic support partners, as 

resources are sent into the incident theatre. 

Multiagency Coordination System (MACS): The primary function of the MACS as defined in 

the National Incident Management System (NIMS) is to coordinate activities above the field 

(incident) level and to prioritize incident requests for critical or competing resources, thereby 

assisting the coordination of the operations in the field. 

National Infrastructure Protection Plan (NIPP): Provides the coordinated approach used to 

establish national priorities, goals, and requirements for Critical Infrastructure protection. 

Ensures that Federal resources are applied in the most effective and efficient manner to 

reduce vulnerability, deter threats, and minimize the consequences of attacks and other 

incidents. 

National-Level Incident Support: In coordination with the region, the national level may 

identify, order, and deploy initial response resources based on the specific needs of the 

disaster. 

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). 

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 may, depending on the number, size, 

or complexity of the incident(s), operate on a 24/7 basis or as required, in coordination with 

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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). 

NRCS Action Center: The point of entry to the NRCC for all inquiries, incorporating the 

general e-mail box and phone number as well as interacting with the Request for 

Information (RFI) Tracker. The center tracks, distributes, and maintains situational 

awareness of actions. Although physically located in the management area, the center is 

part of the Advisory Staff. 

National Response Framework (NRF): A document designed to outline in broad terms the 

relationships and structures to be used in the event of a disaster. 

Objective: The clearly defined, decisive, and attainable goal toward which every operation is 

directed or that requires action(s). Reaching or meeting the objective provides the desired 

incident outcome(s) by a specified date or time frame. 

Priorities: A ranking in which some items given or meriting attention are listed before 

competing items; for example, critical activities (life, safety) are ranked first to indicate they 

must be accomplished first. 

Recovery Support Function (RSF): The Recovery Support Functions (RSFs) comprise the 

National Disaster Recovery Framework’s (NDRF’s) coordinating structure for key functional 

areas of assistance. Their purpose is to support local governments by facilitating problem 

solving, improving access to resources and by fostering coordination among State and 

Federal agencies, nongovernmental partners and stakeholders. 

Request: Any call for an action by an end user to acquire supplies, equipment, services, 

personnel, or teams. The Resource and Capability Branch will assign a request tracking 

number (RTN) to each request received. 

Request for Information (RFI): RFIs are questions or requests that come from various 

sources and vary in importance relative to the incident. 

Requirements: Constraints, demands, necessities, needs, or parameters that must be met 

or satisfied, usually within a certain timeframe. 

State Fusion Centers: Serve as focal points within the state and local environment for the 

receipt, analysis, gathering, and sharing of threat-related information among the Federal, 

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State, tribal, territorial, and local governments and private sector partners. Fusion centers 

are owned and operated by States, with support from Federal partners in the form of 

deployed personnel, training, technical assistance, exercise support, security clearances, 

connectivity to Federal systems, technology, and grant funding. 

Task: A specific description of a work activity which must be demonstrated for successful 

performance in a position. 

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): A group comprised of specified senior leaders 

representing State and Federal interests and, in certain circumstances, tribal governments, 

local jurisdictions, and/or the private sector. The primary responsibility of the UCG is to 

manage the incident; all other levels of the FEMA chain of command support the UCG. 

Within the UCG, the Federal Coordinating Officer (FCO) is the primary Federal official 

responsible for coordinating, integrating, and synchronizing Federal response activities in 

Stafford Act incidents or as directed. The composition of the UCG varies depending on the 

scope and nature of the incident and the assets deployed. 

Whole Community: A philosophical approach to conducting the business of emergency 

management. Conceptually, it is a means by which residents, emergency management 

practitioners, organizational and community leaders, and government officials can 

collectively understand and assess the needs of their respective communities and 

determine the best ways to organize and strengthen their assets, capacities, and interests. 

By pursuing this approach, a more effective path to societal security and resilience is built. 

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APPENDIX A: DIRECTOR OF DISASTER 

OPERATIONS TASKS 

Director of Disaster Operations 

Positions Tasks 

Director of Disaster 

Operations 

(DDO) 

• Ensures information flow and coordination among all FEMA 

levels (national, regional, and incident[s]) 

• Coordinates and synchronizes all HQ disaster response, 

recovery, and mitigation operations, programs, and related 

activities 

• Provides appropriate incident support to the FEMA 

Regional Administrator (RA) and the Federal Coordinating 

Officer(s) (FCO) 

• Directs the deployment of national-level teams as needed. 

• Approves and signs plans developed by the NRCS Planning 

Support Section 

• Advises the FEMA Administrator on program and policy 

issues related to incident management and support and 

provides recommended courses of action 

Assistant Director of 

Disaster Operations for 

• Ensures recovery programs and authorities are integrated 

into the NRCS 

• Provides oversight to the recovery process, such as: 

o Reviews regional IA and PA preliminary damage 

assessments 

o Approval of recovery authorities (i.e. direct housing 

mission, rental repair project, Transitional Sheltering 

Assistance program, and community disaster loans 

etc.) 

o Coordinates National Processing Service Center 

requirements 

• Maintains situational awareness and readiness status of 

FEMA recovery resources, and maintains an awareness of 

Recovery issues that may adversely impact recovery activities 

• Maintains an advanced understanding of actual and 

anticipated needs of recovery functions 

• Identifies actual and potential recovery policy issues and 

raises them to the C-NRCS for resolution, in coordination 

with appropriate stakeholders 

• Participates in the development of the NSP and crisis 

action plans as they relate to recovery issues 

• Assists in informing the development of national priorities, 

objectives, EEIs, and CIRs for recovery areas 

• Monitors interdependencies with response and recovery 

activities related to mass care, housing and infrastructure 

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Director of Disaster Operations 

Positions Tasks 

• Supports the decisionmaking process as it relates to 

recovery (understanding state and local priorities, to be 

more responsive to their needs) 

• Assists in addressing compelling and competing priority 

decision(s) elevated from the JFO(s) in regards to recovery 

activities 

• Maintains visibility of the RA/FCO dialogue pertaining to 

the need for an Advanced Evaluation Team to determine if 

a Federal Disaster Recovery Coordinator is warranted 

• Assists in determining if the incident is significant or 

complex enough to require extended NRCS activation for 

Recovery Support Function (RSF) coordination (in 

coordination with the JFO and RA) 

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APPENDIX B: CHIEF OF THE NRCS AND ADVISORY 

STAFF POSITIONS AND TASKS 

Chief of the NRCS 

Positions Tasks 

Chief/Deputy Chief of the 

National Response 

Coordination Staff 

(C-NRCS) 

• Leads, directs, and supervises the NRCS 

• Exercises executive management authority e.g., reviews 

and approves activation level (initial, increase, or 

decrease) and demobilization requests in relation to 

incident complexity and scope 

• Briefs the FEMA Administrator and the Director of Disaster 

Operations (DDO) on pertinent data, information, and 

insight from the staff 

• Provides guidance and intent from the FEMA Administrator 

and DDO to the staff 

• Determines staffing levels in accordance with the incident 

level to ensure that activities are supported by reviewing 

activation and demobilization requests 

• Monitors the readiness status of FEMA resources and 

directs actions to manage national resources 

• Understands and conveys the FEMA Administrator’s 

guidance and intent 

• Approves the meeting and briefing schedule; provides 

timelines to the staff and establishes “back-briefing” times 

and locations 

• Coordinates the national-level activities of other Federal 

agencies (OFAs) that have incident management or 

support roles under their own legislative authorities 

• Identifies actual and potential policy issues and raises 

them to the DDO for resolution in coordination with 

appropriate stakeholders 

• Ensures that adequate safety measures are in place 

• Participates in the development of and approves the 

National Support Plan (NSP) and crisis action plans 

• Monitors staff response to valid inquiries to ensure 

efficiency and promptness 

• Implements quality control measures for information and 

resource management 

• Develops national priorities, objectives, and CIRs 

• Obtains an initial briefing from the DDO and supports the 

RA to gain guidance and ensure a clear understanding of 

the DDO’s intent (purpose, key tasks, end-State), the RA’s 

requirements, and CIRs 

• Reviews regional and incident objectives to assist in 

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Chief of the NRCS 

Positions Tasks 

recommending clear, supportable, and executable national 

objectives; anticipates potential and compounding 

incidents; and synchronizes the action of the NRCS with 

regional and incident efforts 

• Obtains and shares information pertaining to the actual or 

potential incident, including the State/local profile, 

predictive modeling, activations, prepositioning of assets, 

and demographics 

• Provides briefings to the press and intergovernmental 

partners as needed 

• Approves requests for national resources, and reviews and 

approves valid requests to issue national-level mission 

assignments 

• Maintains financial oversight to ensure that operations are 

cost effective 

• (Deputy) Performs duties as assigned by the Chief and fills 

the role of the Chief in his/her absence 

• See Chapter 3 and Appendix G for additional 

responsibilities 

Liaisons (could include 

NOC Specialist, 

Department of Defense 

[DOD], Department of 

State, Canada Public 

Safety, etc.) 

• Advises FEMA senior leadership on matters related to their 

Federal agency or organization 

• Monitors and supports the desk for their Federal agency or 

organization during NRCC activations 

• Provides advice and Situational Awareness (SA) to the CNRCS regarding Federal agencies’ capabilities, support, 

and activities 

• Provides accurate and timely information regarding FEMA's 

plan of action and other activities to their Federal agency 

• Participates in planning sessions and activities 

• See Chapter 3 for additional responsibilities 

If a representative of an OFA or other organization commits resources or provides critical 

incident information, he or she should fill the role of a specialist under the Resource Support 

or the Situational Awareness Section 

Legal Advisor 

• Advises that all NRCS actual or potential tasks and 

activities are in compliance with the law 

• Recommends alternatives, waivers, and exceptions as 

required to accomplish missions 

• Provides policy guidance 

• See Chapter 3 for additional responsibilities 

ESF-15/External Affairs 

Advisor 

• Provides C-NRCS with coordinated External Affairs 

message 

• Develops talking points for C-NRCS and other NRCS 

members 

• Acts as the FEMA representative for congressional, 

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Chief of the NRCS 

Positions Tasks 

intergovernmental, international, media, and private sector 

requests 

• Provides the C-NRCS with an accurate picture of all 

External Affairs operations 

• Reviews reports to stay informed on the activity of the total 

Federal support and distribute pertinent information from 

those reports to External Affairs 

• Monitors news coverage to ensure that information is 

accurate 

• Coordinates messages with Federal, State, local, and tribal 

governments 

• Identifies potential issues and develops messaging and 

strategies to remain prepared 

• Disseminates information to NRCS 

• Directs calls from the media to the External Affairs News 

Desk 

• Arranges External Affairs’ use of the NRCC facility for press 

conferences as well as photo opportunities as the press 

requests 

• Coordinates press events and escorts media at all times 

during any scheduled press event 

• Provides national guidance on External Affairs 

(congressional, etc.) issues or questions exceeding 

regional area of responsibility. 

• Provides Community Relations coordination 

• See Chapter 3 for additional responsibilities 

Disability Integration and 

Coordination Advisor 

• Provides guidance on disability policy issues or questions 

exceeding regional area of responsibility 

• Ensures that all NRCS tasks and activities are in alignment 

with disability inclusive practices 

• Recommends strategies, resources, alternatives and 

solutions utilizing inclusive practices to accomplish 

missions 

• Coordinates requests related to disability, access, and 

functional needs with the Regional Disability Integration 

and Coordination Advisor 

• Reviews reports to stay informed on the activity of the total 

Federal support and distributes pertinent information from 

those reports to HQ leadership, Regional Disability 

Integration Specialists and the Interagency Coordinating 

Council on Emergency Preparedness and Individuals with 

Disabilities 

• Advises on disability accessibility, to include 

physical/architectural, programmatic, and effective 

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Chief of the NRCS 

Positions Tasks 

communications access 

• See Chapter 3 for additional responsibilities 

Lessons Learned Advisor 

• Supervises the Lessons Learned Specialist 

• Prepares and updates the Data Collection Plan 

• Analyzes incident observations and provides process 

guidance on the remedial action management 

program/corrective action program 

• Develops the after-action report/Improvement Plan 

• See Chapter 3 for additional responsibilities 

Lessons Learned Specialist 

• Identifies potential best practices, lessons learned, and 

corrective actions 

• Assists with the development of the after-action 

report/Improvement Plan 

• Observes activities and assists with identifying emerging 

issues, corrective actions, and potential lessons learned 

• Prepares, distributes, and collects data collection forms to 

identify emerging issues, corrective actions, and potential 

lessons learned 

• Conducts section hot-wash meetings—as requested during 

operations or as sections stand down 

• Conducts after-action debriefings with managers and FEMA 

senior leadership to identify and prioritize emerging issues 

• Submits data to the Response Directorate Office of 

Training, Exercises, and Doctrine, and the National 

Preparedness Directorate Corrective Actions and Lessons 

Learned Branch for analysis 

• Drafts status and emerging issue reports 

• See Chapter 3 for additional responsibilities 

Action Center Unit Leader • Supervises Action Center Specialists 

• See Chapter 3 for additional responsibilities 

Action Center Specialist 

• Provides 24/7 coverage of the NRCS’s main telephone 

lines and e-mail addresses 

• Directs inquiries and information to proper sections 

• Maintains a log of all communication activity 

• See Chapter 3 for additional responsibilities 

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APPENDIX C1: SITUATIONAL AWARENESS/ 

INFORMATION MANAGEMENT PROCESS 

INTRODUCTION 

This appendix details the information management process. The goal of this process is to 

gain an accurate representation of the incident over time. 

INFORMATION MANAGEMENT PROCESS 

The information management process is highly iterative; FEMA personnel must update it 

constantly as new information becomes available. They must also coordinate this process 

with representatives from all levels of response to ensure that the information is correct. 

The products generated through the Information Management Process, discussed in detail 

later in this appendix, are designed to help the National Response Coordination Staff 

(NRCS), all internal and external stakeholders, and senior leaders to determine: (1) priorities 

of needed support; (2) incident complexity and severity; and (3) the impact of the incident on 

the region. Equipped with the most current and accurate situational awareness information 

available, the NRCS and senior leaders are better able to implement the correct kinds and 

amounts of support. 

Figure 12 illustrates the information management process and how multiple sources of 

information can be inputted into the Information Collection Plan (ICP). FEMA personnel 

analyze and disseminate this information to senior leaders to enable them to make 

informed decisions. Additionally, incident-level personnel can use the ICP and analytic 

documents to develop incident plans (e.g., Advance Operations Plan, Incident Strategic 

Plan, crisis action plans, etc.). 

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The NRCS Information Management Process 

Incident 

Plans 

Situation 

Reports 

(Regions,

ESFs, OFAs) 

Regional

Support

Plan(s) 

Sources 

Analytic Documents 

Decision Support Products 

Plans 

Spot

Reports 

Other 

Sources 

EEI 

CIR 

RFIs 

GIS 

VTC 

Brief 

NRCC 

Situation 

Report 

Operations

Brief 

Senior 

Leaders 

Brief 

Operational

Maps 

Information 

Collection 

Plan 

(National Incident Data 

Repository) Talking

Points 

Issue 

Papers 

Core 

Capabilities

Report 

External 

Affairs 

Documents 

Figure 12: The Information Management Process 

Each of the sections of the Information Management Process work flow is described briefly 

below. 

Defining National-Level Information Requirements 

Situational awareness at the national level begins with defining information collection 

requirements. The Situational Awareness Section (SAS) derives initial critical information 

requirements (CIRs) and essential elements of information (EEIs) from deliberate plans at 

the national and regional levels. The Chief of the NRCS (C-NRCS) and the SAS Chief may 

provide additional EEIs and CIRs in conjunction with the Planning Support Section (PSS) and 

the Information Analysis Unit (IAU). The EEIs and CIRs should align with the priorities and 

CIRs of the DHS Secretary, the FEMA Administrator, and other senior leaders; and the SAS 

will reflect them in the collection requirements and templates. 

Essential Elements of Information 

EEIs are essential information requirements that are needed for informed decisionmaking. 

EEIs provide context, inform decisionmaking, and contribute to analysis; this information 

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also populates the ICP. EEIs are required to plan and execute an operation and to support 

timely, logical decisions. Situation reports should address EEIs, which are developed 

throughout the response and recovery to an event. 

Critical Information Requirements 

CIRs are specific types of high-priority EEIs. What typically separates a CIR from a standard 

EEI is its urgency. Either FEMA leadership or personnel at the incident level can initiate a CIR 

for an event that occurred and was not anticipated (e.g., a dam failure or levee breach). CIRs 

require immediate leadership notification and involvement. 

Collecting National-Level Information 

The SAS derives initial CIRs and EEIs from deliberate plans. The C-NRCS and the Situational 

Awareness Section Chief (SASC) may provide additional CIRs in conjunction with the 

Planning Support Section (PSS) Chief and Resource Support Section (RSS) Chief. The ICU 

uses the Information Collection Plan (ICP) to define: (1) the decisions that the NRCS is 

supporting; (2) what information the ICU needs to collect; (3) who within the NRCS is 

responsible for collecting the information and providing it to the ICU; (4) how often the ICU 

needs to update the information; and (5) most importantly, the official source of the 

information. 

Below are some examples of sources of information that SAS personnel either develop or 

use, to prepare reports and plans at the national level. 

Incident and Regional Situation Reports 

Situation reports from the incident level and the region are the primary source of information 

during an incident. Situation reports should address EEIs, which the incident-level and 

regional-level personnel develop throughout the response and recovery to an event. A 

situation report covers a specified period, such as the last operational period. 

Spot Reports 

Spot reports are brief reports of essential information regarding events and/or conditions 

that may have an immediate and significant effect on current operations. 

Regional Support Plan 

The RSP identifies the resources required to support the incident objectives and priorities. 

The Regional Response Coordination Center (RRCC) provides the RSP. 

Requests for Information 

RFIs are questions or requests that come from various sources and vary in importance 

relative to the incident. 

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Organizing National-Level Information 

The ICU takes the data collected from Emergency Support Functions (ESFs), other Federal 

agencies (OFAs), and incident-level and regional-level sources, and organizes them into 

easily readable information. 

Information Collection Plan 

The Information Collection Plan serves as the foundation for all national-level situational 

awareness reports and briefings; it contains all EEIs and CIRs, and supports the 

development of the COP. 

The primary sources of data populating the ICP are ESFs, non-governmental organizations 

(NGOs), and OFAs; however, secondary data may arrive from regional and incident-level 

sources in the form of regional and incident-level reports (RSPs, IAPs, situation reports, spot 

reports, etc.). This information may arrive verbally, or by telephone, facsimile, or e-mail, or 

may be posted to the Crisis Management System. 

NRCC Situation Report 

The NRCC SITREP is a high-level report describing everything of importance that is 

happening or has happened in an incident. The ICU collects and filters raw data from the ICP 

and uses it to produce the NRCC SITREP. 

Analyzing National-Level Information 

The Information Analysis Unit (IAU) analyzes information to determine impacts on the 

response to FEMA incident or regional operations, and examines how actual or potential 

effects from the incident or subsequent incidents may affect other jurisdictions. The IAU 

sorts and filters the data collected by the ICU. The IAU also verifies the initial information 

and attempts to validate it against the assumptions and facts in the deliberate plans, and 

produces spot reports when needed. Within the IAU, the Technical Specialists provide 

specialized technical expertise and information based on the incident needs. The Risk 

Analysts provide expertise on ongoing threats, critical vulnerabilities, potential 

consequences, and opportunities to mitigate risks; and develops special reports as needed. 

The GIS Unit analyzes the ICP and creates geospatial computer models and map products 

based on incident hazards and RRCS needs. 

Upon approval from the SASC and the C-NRCS, the IAU updates the EEIs, CIRs, and the ICP, 

and the information collection and analysis processes continue. 

NRCC Core Capabilities Report 

The IAU analyzes the information in the NRCC SITREP and the status of tasks in the NSP to 

create a summary of the current situation, organized by core capabilities. This summary 

identifies current or future issues. The IAU develops this Core Capabilities Report with input 

from the PSS. 

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Operations Briefing 

The Operations Briefing is a high-level briefing on situational awareness created by Reports 

and Briefing Specialists within the SAS, to inform the decisions and planning of NRCS staff 

members. The Operations Briefing is sent to the National Operations Center, the Secretary of 

Homeland Security, and oftentimes the President and the National Security Staff. This 

briefing analyzes the information contained in the ICP and provides information to the 

decision support products. 

Collaborating with the Planning Support Section 

Once the IAU completes the analysis described in the previous section, the unit provides the 

information to the PSS, which then begins developing planning products and processes to 

support the response. These planning products include the National Support Plan and crisis 

action plans. Incident plans draw source information from the ICP, NRCC SITREP, and the 

NRCC Core Capabilities Report. 

Disseminating National-Level Information 

The Documentation Unit (DOCU) disseminates to senior leadership and to staff at all 

echelons comprehensive reporting products that give an accurate assessment of incident 

response to date. The DOCU develops the templates and formats for all reports and 

briefings within the SAS. The DOCU ensures that reports and briefs are concise, clear, and 

grammatically correct, and submits them to the C-NRCS and the SASC for review. 

Senior Leadership Briefing 

The Senior Leadership Briefing is a formal report used to provide the NRCS, FEMA senior 

leadership, and the Secretary of Homeland Security the status of the response effort. This 

briefing draws source information from the Core Capabilities Report and the Operations 

Briefing. 

Talking Points 

Talking points provide senior leadership with accurate incident information. The Reports and 

Briefing Specialist creates talking points in conjunction with External Affairs, for use in 

congressional briefings, media interviews, etc. Talking points draw source information from 

the ICP. 

Issue Papers 

An Issue Paper fulfills an ad hoc requirement to provide further information on a specific 

topic, as requested by senior leadership. 

Video Teleconference Briefing 

The Video Teleconference Briefing is a daily incident response status update covering major 

issues, initiated by the Federal Coordinating Officer and used to brief the RRCS and NRCS. 

The Video Teleconference Briefing draws source information from the ICP. 

FEMA National Incident Support Manual 

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Operational Maps 

Operational maps are geospatial information system maps that depict various layers of key 

information for applicable decisionmaking and associated planning. 

FEMA National Incident Support Manual 

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APPENDIX C2: INITIAL OPERATING REPORT 

TEMPLATE 

Instructions for Completing the Initial Operating Report 

1. Declaration Event: Use declaration number if available. For other events, specify name of event 

or National Emergency Management Information System/Incident Management Coordination, 

Assessment, and Determination Incident ID Number or generic name of event, e.g., Hurricane 

Ivan, San Francisco Earthquake, etc. 

2. Date of Declaration or Event: Enter date and time, if practical, of declaration/event. Use 

MM/DD/YYYY format and if time is specified, use 24-hour clock with time zone indicated. 

3. Date/Time of Report: Enter the date and time of the report. Use MM/DD/YYYY format with time 

specified using 24-hour clock and time zone indicated. 

4. Location: Enter the address of the facility. Check the appropriate box for facility type. 

5. Type of Facility: Check appropriate box of facility. If other, specify type. 

6. Date/Time Opened: Enter the date and time facility opened. Use MM/DD/YYYY format and if 

time is specified, use 24-hour clock with time zone indicated. 

7. Operational Level: Check the appropriate operational level of the facility. Level III is defined as a 

Situational Awareness Section activation only. Level II is defined as activation of Situational 

Awareness and selected other elements below full activation level. Level I is a full activation of all 

organizational elements. 

8. Hours of Operation: Enter the hours of operation for the facility. Specify days of week facility is 

open, and hours using 24-hour clock with time zone indicated. 

9. Communications: Enter the telephone numbers for the key elements listed. Be sure to include 

the area code for each number. Important: List numbers that are answered for each element 

listed. Avoid listing individual numbers of key staff that may go unanswered. The numbers listed 

need to be contact numbers for the elements listed. 

10. After-Hours Contact: List the after-hours contact number for personnel with access to the facility 

or who are to be notified in the event of an emergency at the facility. 

11. Key Personnel: List the names of the key personnel according to the titles listed. 

12. ESF/DCE/Other Activations: Check those elements that have been activated – not alerted, and 

that are either present at or responding to the facility. 

13. Operational Period: List the Operational Period. (Remember: Standard Operational Periods begin 

and end at midnight.) 

14. Situation Reporting Date/Time: List the date and time when situation reports are issued from 

this facility. 

15. Release Authorized by: List the name of the senior official authorizing the release of the form (CNRCS, etc.) and have the form signed prior to transmission. 

16. Filing: The original copy of the IOR will be filed under EOM 14-3-1, Initial Operating Report with a 

permanent file retention requirement. 

FEMA National Incident Support Manual 

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DESTROY COPIES OF THIS DOCUMENT BY SHREDDING WHEN NO LONGER NEEDED 

INITIAL OPERATING REPORT (NRCC) 

1. Declaration/Event: 

2. Date of Declaration/Event: 

3. Date/Time of Report: 

4. Region/Location: 

5. NRCC RRCC Other ___________ 

6. Date/Time Opened: 

7. Operational Level 

8.Hours of Operation: 

9. Communications: Note: Verify all listed telephone numbers and include area code! 

Contact Primary # Alternate # 

Main: 

Main FAX: 

STU III Voice: 

Secure FAX: 

C-NRCS & Advisory Staff 

Situational Awareness Section: 

Planning Support Section: 

Resource Support Section: 

Center and Staff Support 

Section: 

10. After Hours Contacts: 

Name After Hours Telephone # Alternate # 

11. Key Personnel 

Chief of the NRCS: 

C-NRCS’s Advisory Staff: 

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Situational Awareness Section: 

Planning Support Section: 

Resource Support Section: 

Center and Staff Support Section: 

12. ESFs, DCE, & Other Activations 

ESF-1 

ESF-4 

ESF-8 

ESF-11 

SBA 

ESF-2 ESF-3 

ESF-6 ESF-7 

ESF-9 ESF-10 

ESF-12 ESF-13 

ESF-15 DCE/DCO 

DHS-IP USCG 

13. Operational Period: 

14. SITREP Reporting Date/Time: 

15. Release 

Authorized By: Name: ______________________ Signature: ______________________ 

Form Date: Pending Assignment 

Previous Editions May Not Be Used 

FEMA National Incident Support Manual 

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APPENDIX C3: SITUATIONAL AWARENESS 

REPORTS AND BRIEFINGS 

This table lists the reports and briefings that the Situational Awareness Section develops, 

showing the purpose and approximate frequency for each. 

Report Mandatory Purpose/Description of Report Frequency Responsible Party 

Information 

Collection 

Plan 

Yes Serves as the foundation for all 

national-level situational 

awareness reports and 

briefings; it contains EEIs and 

CIRs; and supports the 

development of the COP 

Three times per 

operational period: 

twice during the day 

shift, and once 

during the night shift 

Information 

Collection Unit 

NRCC Core 

Capabilities 

Report 

No Provides a list of potential 

issues and actions to address 

those issues 

Three times per 

operational period: 

twice during the day 

shift, and once 

during the night 

shift, if issues exist 

Information 

Analysis Unit 

Issue Paper No Provides a more detailed 

description of a specific issue, 

and associated courses of 

actions, for a specific issue 

listed within the NRCC Core 

Capabilities Report 

As requested Information 

Analysis Unit 

NRCC 

Situation 

Report 

Yes Serves as the prime source of 

information for all NRCC 

reports and briefings. The 

report should be a clear, 

concise summary of key 

information points (e.g., CIRs). 

Twice during the day 

shift, and once 

during the night shift 

Information 

Collection Unit 

Initial 

Operating 

Report 

Yes Provides key contact and 

operational information 

One time, at the 

beginning of the first 

operational period 

Documentation 

Unit 

Operational 

Maps 

No Illustrates various layers of key 

information for applicable 

decisionmaking and associated 

planning 

As needed or 

requested 

Geospatial and 

Technical 

Specialists 

Operations 

Briefing 

Yes Informs the decisions and 

planning of NRCS staff 

members. This is a high-level 

overview of the key points 

contained in the ICP. 

Three times per 

operational period: 

twice during the day 

shift, and once 

during the night shift 

Reports and 

Briefing Specialist 

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Report Mandatory Purpose/Description of Report Frequency Responsible Party 

Senior 

Leadership 

Briefing 

Yes Provides FEMA senior 

leadership with the current 

situation aligned to the core 

capabilities and notification of 

potential/actual issues that will 

need resolution at the national 

level 

Twice per 

operational period, 

every twelve hours 

Reports 

Distribution Unit 

Spot Reports No Provides brief summaries of 

essential information regarding 

events and/or conditions that 

may have an immediate and 

significant effect on current 

operations 

As needed or 

requested 

Information 

Analysis Unit 

Talking 

Points 

No Provides senior leadership with 

accurate incident information 

As needed or 

requested 

Reports and 

Briefings Specialist 

Issue Papers No Provides senior leadership with 

further information on a 

specific topic 

As needed or 

requested 

Information 

Analysis Unit 

VTC Briefing No Provides an update on major 

issues initiated by the Federal 

Coordinating Officer 

Once per 

operational period 

Reports and 

Briefings Specialist 

External 

Affairs 

Documents 

No Provides the public and private 

sectors with up-to-date 

situational awareness 

As needed or 

requested 

ESF-15/External 

Affairs Specialist 

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APPENDIX C4: SITUATIONAL AWARENESS SECTION 

POSITIONS AND TASKS 

Situational Awareness 

Positions Tasks 

Situational Awareness 

Section Chief (SASC) 

• Serves as the primary representative for SAS to senior 

leadership and provides guidance to staff 

• Oversees information requirements, collection, analysis, 

distribution, and archiving of critical information through 

reports, presentations, and contribution to the Common 

Operating Picture (COP) 

• Ensures that IT systems support situational awareness 

• Monitors and adjusts work assignments within the SAS 

• Coordinates with the C-NRCS to ensure that the required 

technical specialists are activated 

• Ensures that External Affairs messaging is accurate 

• Establishes national information requirements and 

reporting schedules 

• Collaborates with partners at the State, Incident 

Management Assistance Teams (IMATs), and regional level, 

as well as those from the private sector, volunteer 

agencies, and within other National Support Sections 

• Conducts staff briefings regarding the incident situation 

(e.g., size, location, severity, and impact), mission, 

objectives (from the NSP, RSP, and IAP), and status of 

ongoing activities 

• Supports decisionmaking by: 

o creating a common operating picture and situational 

awareness for the incident 

o providing context for future resource needs assessment 

and FEMA incident support planning 

• Oversees master files of all records as is required by law 

• See Chapter 4 and Appendices C1 and G for additional 

responsibilities 

Request for Information 

(RFI) Tracker (RFIT) 

• Accepts and assigns RFIs from the incident and regional 

levels for adjudication at the national level 

• Serves as the main point of contact for incoming RFIs 

• Assigns each RFI a number and enters it into a tracking 

spreadsheet 

• Assigns an RFI to the appropriate party for an answer 

• Receives an answer to the RFI, provides it to the requester, 

and follows up to ensure that the requester has received 

the answer 

• Closes out the RFI once it has been answered on the 

FEMA National Incident Support Manual 

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Situational Awareness 

Positions Tasks 

spreadsheet and archives it to the designated location 

• Coordinates with the Information Analysis Specialist to 

determine if an RFI is a potential CIR 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Knowledge Group 

Supervisor (KNGS) 

• Ensures that the ICP is executed through the National 

Support Plan 

• Provides unclassified intelligence on the current situation 

• Ensures the timely collection and analysis of all responserelevant information 

• Oversees the collection of information and intelligence 

from primary and open sources that may impact operations 

• Oversees the adjudication of RFIs to ensure a timely and 

complete response 

• Ensures the posting of analysis on required knowledge 

management portals 

• See Chapter 4 and Appendix C1 and H for additional 

responsibilities 

Information Collection Unit 

Leader (ICUL) 

• Supervises the Information Collection Specialists 

• See Chapter 4 and Appendices C1 and G for additional 

responsibilities 

Information Collection 

Specialist (ICSP) 

• Supports the collection and distribution of information for 

the development of the integrated COP 

• Executes ICP by coordinating with regions, State(s), ESFs, 

OFAs, other appropriate entities or partners and document 

sources (e.g., EEIs and CIRs [from deliberate plans and 

follow on], SITREPs, spot reports, and RFIs, etc.) in order to 

collect information 

• Communicates additional/emerging CIRs or EEIs to all 

relevant partners by providing a current copy of the ICP 

• Compiles, consolidates, and analyzes situation reports, 

spot reports, incident plans, and briefings to answer 

EEIs/CIRs 

• Identifies potential impacts of new information to aid in the 

formulation, addition, or adjustment of the EEIs/CIRs and 

sends to the Information Analysis Unit for further research 

• Coordinates with the ESF-15/External Affairs Specialist to 

identify critical open source information or media 

considerations 

• Adjusts internal CIRs and EEIs as recommended by the 

Information Analysis Unit 

• Collects and validates data 

• Ensures that agency information collection and reporting 

FEMA National Incident Support Manual 

76 
Situational Awareness 

Positions Tasks 

requirements align with the ICP 

• Identifies potential impacts of new information or an RFI to 

aid in the formulation, addition, or adjustment of the CIRs 

• Revises ICP and reporting schedules based on incident 

requirements and senior leadership 

• Monitor social media sites 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Information Collection 

Specialist (Office of 

Infrastructure Protection 

Liaison Officer) (ICSP) 

• Maintains real-time communications with the National 

Protection and Programs Directorate Watch 

• Coordinates information flow between the National 

Protection and Programs Directorate and the NRCS 

• Reconciles National Protection and Programs Directorate 

Critical Infrastructure (CI) data with that received through 

FEMA’s ESF structure 

• Coordinates CI RFIs to and from the Regional Support 

Team, State, and local emergency operations centers and 

the RFI Tracker 

• Prepares and assists in the preparation of all required 

deliverables during all National Operations Center phases 

and NRCS activations by populating the COP with incident 

information 

• Maintains operational knowledge of FEMA's disaster 

response technologies and processes 

• Maintains personal contacts and up-to-date knowledge of 

the emergency management community 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Information Analysis Unit 

Leader (IAUL) 

• Supervises the Information Analysis Specialists, Risk 

Analysts, and Intelligence Analysts 

• See Chapter 4 and Appendices C1 and G for additional 

responsibilities 

Information Analysis 

Specialist (IASP) 

• Provides analysis of collected information and SA of 

potential, developing, or ongoing situations that may 

require national response 

• Compiles, consolidates, and analyzes national, regional, 

and incident SITREPS, spot reports, incident plans, and 

briefings for informational purposes by 

o validating information, 

o resolving inconsistencies, and 

o filling information gaps. 

• Formulates the internal CIRs and associated EEIs for 

approval, based on Chief of the NRCS’s guidance 

FEMA National Incident Support Manual 

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Situational Awareness 

Positions Tasks 

• Coordinates with the RFI Tracker to determine if an RFI is a 

potential EEI/CIR 

• Serves as a conduit for information validation and 

collection within the NRCS 

• De-conflicts contradictory information 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Information Analysis 

Specialist (Recovery) 

(RISP) 

• Validates, collects and clarifies Recovery (IA, PA, NDRF) 

situational awareness information 

• Provides comprehensive analysis of recovery collected 

information and SA of potential, developing, or ongoing 

situations that may require national response 

• Serves as a conduit for recovery information validation and 

collection within the NRCS 

• De-conflicts contradictory information 

Risk Analyst (RASP) 

• Provides analytical information from FEMA systems and 

modeling 

• Obtains hazard-specific analytical assessments of damage 

or potential damage from FEMA, OFAs, universities, and 

other sources 

• Identifies potential impacts or requirements for incident 

support activities by applying risk analysis to ongoing and 

future hazard specific incident support activities 

• Coordinates with SMEs to identify potentially cascading or 

secondary/tertiary issues that will impact operations and 

recovery 

• Coordinates with the Planning Support Section on the need 

for crisis action plans 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Intelligence Analyst (INSP) 

• Provides FEMA senior leadership with classified and 

unclassified intelligence regarding the current security 

situation and its impacts on the incident 

• Monitors the national security situation and assesses 

potential impacts of outside risk to the incident 

• Interacts with other agencies to gather intelligence 

• Develops intelligence reports 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Documentation Unit 

Leader (DOCL) 

• Supervises Reports and Briefing Specialist(s) and 

Document Specialist(s) 

• Ensures that reporting products (i.e. Senior Leadership 

Briefings, talking points, video teleconferences, 

FEMA National Incident Support Manual 

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Situational Awareness 

Positions Tasks 

presentations, etc.) are accurate, timely, and well-written 

• Provides 24-hour alert and notification of incidents or 

potential incidents that could impact ongoing Joint Field 

Office operations 

• Communicates information on national or regional 

incidents or potential incidents that could impact ongoing 

joint State/Federal operations 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Reports and Briefing 

Specialist (RBSP) 

• Creates and distributes reports (e.g., SITREP, spot report, 

IOR, and EXSUM [as required]) that give an accurate 

assessment of the regional situation for senior leadership, 

RRCS, and incident-level staff 

• Develops, presents, and disseminates presentations for 

the morning briefing and scrolls NRCC briefings to provide 

a succinct snapshot of the situation 

• Establishes and maintains information displays and maps 

in the NRCC, and completes special projects, as required 

• Develops talking points for senior leadership 

• Displays the NRCC Meeting Schedule 

• Develops briefing books as needed to support NRCC 

operations 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Document Specialist 

(DOSP) 

• Maintains historical files and records pertaining to the 

NRCC operation 

• Documents in writing all significant decisions and facts 

relative to activities on the incident (a chronology should be 

started immediately to capture key events and decisions) 

• Establishes filing systems to capture the necessary records 

and documentation 

• Sets up Crisis Management System folders and archives 

Microsoft Outlook (.pst) folders to ensure information is 

stored correctly 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Geospatial Information 

System (GIS) Unit Leader 

(GIGS) 

• Provides technical, modeling, and mapping expertise 

required to support NRCS members by overseeing and 

ensuring the incorporation of all relevant data to produce 

map products, statistical data for reports, and/or analysis 

• Serves as the link to other technology sources, such as 

Federal agencies, universities, and information and 

warning centers 

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Situational Awareness 

Positions Tasks 

• Coordinates with other functions to produce document(s) 

and input for contribution to the COP 

• Supervises the Geospatial Information System Specialists 

• See Chapter 4 and Appendices C1 and G for additional 

responsibilities 

Geospatial Information 

System (GIS) Specialist 

(GISP) 

• Supports national-level planning and decisionmaking by 

developing remotely sensed and GIS products and services 

including products listed in the ICP 

• Collects and disseminates spatial data and analysis 

• Assists with the acquisition, exploitation, and 

dissemination of remote sensing data 

• Conducts basic geo-processing 

• Develops geospatial products using specialized geospatial 

software 

• Operates and calibrates GPS units and mobile data 

collection devices, and supports customers as needed 

• Produces maps and displays by combining available 

demographic data with incident information 

• Coordinates remote sensing activities with the RRCS GISP 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Technical Unit Leader 

(TCUL) 

• Supervises Technical Specialists 

• See Chapter 4 and Appendices C1 and G for additional 

responsibilities 

Technical Specialist 

(Mitigation) (TCSP) 

• Develops mitigation strategies based on flood insurance 

data, grants projects, sanctioned National Flood Insurance 

Program communities, environmental and historic 

preservation issues, etc. 

• Performs analysis of available mitigation-related data, 

using input from State, local, and Federal stakeholders, 

including hazard/disaster information, perishable data 

collection, and damage information 

• Provides hazard-related technical data and assistance to 

FEMA partners involved in making decisions critical to the 

disaster recovery 

• Contributes to damage assessments, situational reports, 

and risk analysis during initial planning stages for 

rebuilding (which potentially support mitigation activities 

such as deployment of Mitigation Assessment Teams) 

• Advises agencies engaged in rebuilding on the strategies 

for resilient recovery 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

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Situational Awareness 

Positions Tasks 

Technical Specialist (Office 

of Health Affairs) (TCSP) 

• Serves as the principal advisor to FEMA senior leadership 

on medical and public health matters during all phases of 

an incident, including activation, response, and recovery 

• Monitors and supports the Office of Health Affairs desk 

during NRCS activations 

• Participates in FEMA operational planning efforts in both 

steady-State and incident management operations 

• Coordinates regularly with the Department of Health and 

Human Services/ESF #8 on medical and public health 

matters during NRCS activations and steady State 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Technical Specialist 

(Environmental Health and 

Safety) (TCSP) 

• Provides environmental health and safety (EHS) technical 

advice, direction, and guidance in conjunction with field 

operations, specifically: 

o Assesses and anticipate EHS requirements of response 

and recovery efforts; 

o Maintains situational awareness of ongoing operations 

and emerging events for appropriate utilization EHS 

resources and assets; 

o Monitors field operations to ensure appropriate EHS 

protective postures have been implemented for field 

operations; 

o Reviews analytical sampling results, interprets, 

collaborates and makes recommendations based on 

established standards and regulations, to minimize 

personnel exposures. 

o Coordinates EHS information exchange with ESFs and 

other Federal, State, local EHS resources 

o Reviews all messaging pertaining to responder safety 

and health 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Technical Specialist 

(National Geospatial 

Intelligence Agency) (TCSP) 

• Serves as the principal advisor to FEMA senior leadership 

on national geospatial intelligence matters during all 

phases of an incident, including activation, response, and 

recovery 

• Monitors and supports the National Geospatial Intelligence 

Agency desk during NRCS activations 

• Participates in FEMA operational planning efforts in both 

steady-State and incident management operations 

• Provides technical expertise and critical information 

regarding geospatial intelligence as required 

• See Chapter 4 and Appendix C1 for additional 

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Situational Awareness 

Positions Tasks 

responsibilities 

Technical Specialist 

(National Oceanic and 

Atmospheric Agency) 

(TCSP) 

• Serves as the principal advisor to FEMA senior leadership 

on weather during all phases of an incident, including 

activation, response, and recovery 

• Monitors and supports the National Oceanic and 

Atmospheric Agency desk during NRCS activations 

• Participates in FEMA operational planning efforts in both 

steady-State and incident management operations 

• Provides technical expertise and critical information 

regarding weather as required 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Technical Specialist 

(Transportation Security 

Administration) (TCSP) 

• Serves as the principal advisor to FEMA senior leadership 

on transportation security during all phases of an incident, 

including activation, response, and recovery 

• Monitors and supports the Transportation Security 

Administration desk during NRCS activations 

• Participates in FEMA operational planning efforts in both 

steady-State and incident management operations 

• Provides technical expertise and critical information 

regarding transportation security as required 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Technical Specialist 

(Department of Health and 

Human Services) (TCSP) 

• Monitors and supports the Department of Health and 

Human Services desk during NRCS activations 

• Participates in FEMA operational planning efforts in both 

steady-State and incident management operations 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Technical Specialist 

(Technological Hazards 

Division/Radiological 

Emergency Preparedness) 

(TCSP) 

• Serves as the principal advisor to FEMA senior leadership 

on matters involving nuclear power plants during all 

phases of an incident, including activation, response, and 

recovery 

• Monitors and provides support to the Resource Support 

and Planning Support sections during NRCS activations 

• Participates in FEMA operational planning efforts in both 

steady-State and incident management operations 

• Provides technical expertise and critical information 

regarding alert and notification capabilities, and emergency 

operations plans for off-site response organizations and 

issues as required 

• Analyzes available data, using input from State, local, and 

Federal stakeholders, including hazard/disaster 

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Situational Awareness 

Positions Tasks 

information, perishable data, and damage information 

• Provides hazard-related technical data and assistance to 

FEMA partners involved in making decisions critical to the 

disaster recovery 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Technical Specialist 

(Technological Hazards 

Division/Chemical 

Stockpile Emergency 

Preparedness Program) 

(TCSP) 

• Serves as the principal advisor to FEMA senior leadership 

on matters involving the U.S. Army Chemical Weapons 

Stockpile during all phases of an incident, including 

activation, response, and recovery 

• Monitors and provides support to the Resource Support 

and Planning Support sections during NRCS activations 

• Participates in FEMA operational planning efforts in both 

steady-State and incident management operations 

• Provides technical expertise and critical information 

regarding all elements of emergency preparedness and 

response capabilities for communities adjacent to 

chemical weapons stockpile locations, as required 

• Analyzes available data, using input from State, local, and 

Federal stakeholders, including hazard/disaster 

information, perishable data, and damage information 

• Provides hazard-related technical data and assistance to 

FEMA partners involved in making decisions critical to the 

disaster recovery 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

ESF-15/External Affairs 

Unit Leader (EAUL) 

• Supervises the ESF-15/External Affairs Specialists and 

Private Sector Specialist 

• See Chapter 4, Appendices C1 and G for additional 

responsibilities 

ESF-15/External Affairs 

Specialist (EASP) 

• Assists regional- and incident-level External Affairs in 

developing coordinated messaging, including press 

releases, backgrounders, fact sheets, talking points, 

congressional briefs, and other External Affairs products 

• Drafts press releases, fact sheets, and other External 

Affairs products based on current Federal support 

activities, and works with representatives from the other 

ESFs to verify information related to their operations 

• Supports Headquarters External Affairs with special 

projects such as news conferences, and assists, when 

needed, with broadcast studio operations 

• Validates and incorporates open source media and public 

reporting into situational analysis and knowledge 

management 

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Situational Awareness 

Positions Tasks 

• Monitors news coverage to ensure that accurate 

information is disseminated; reports inaccuracies to the 

Chief of the NRCS’s ESF-15/External Affairs Advisor for his 

or her action 

• Identifies potential issues and develops messaging 

strategies to proactively identify potential political and 

public messaging issues 

• Provides the latest information to congressional members 

of affected areas 

• Reviews incident-, regional-, and national-level reporting to 

stay informed on the activity of the total Federal support 

and distributes pertinent information from those reports to 

Headquarters External Affairs 

• Assists with Community Relations coordination including 

public messaging 

• Performs a communications—not operations—role 

• See Chapter 4 and Appendix C1 for additional 

responsibilities 

Private Sector Specialist 

(PSSP) 

• Works closely with the ESF-15/External Affairs Specialist to 

coordinate the distribution of advisory information related 

to the private sector 

• Drafts public sector messaging, advisories, and talking 

points 

• Answers inquiries related to the Private Sector 

• Manages the private sector desk in NRCC 

• Acts as a liaison between FEMA and private sector 

stakeholders 

• Facilitates cooperation between FEMA and private sector 

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APPENDIX D1: NATIONAL SUPPORT PLAN— 

PLANNING AND PROCESSES 

INTRODUCTION 

Planning is the means by which leaders: (1) envision a desired outcome; (2) develop 

effective ways of achieving it; and (3) communicate decisions to an organization. The 

outcome of planning is a document that conveys intent, describes objectives, assigns tasks, 

allocates resources, and directs activities to accomplish a mission. 

This section serves as a guide for National Response Coordination Staff (NRCS) planning 

efforts. It outlines the general process by which the NRCS Planning Support Section (PSS) 

develops and implements plans, and provides a reliable and flexible approach to 

collaborative planning. Plans are the result of a well-organized approach to situational 

awareness, establishment of objectives, and planning preparation through the development 

of working groups and direction from senior leadership. The measure of a good plan is not 

whether it is executed as planned, but whether the plan facilitates: the senior leader’s 

guidance and intent, effective organization, communication, and action in the face of 

unfolding events. 

The purpose of the National Support Plan (NSP) is to describe the mobilization of Federal 

resources to support the incident from the national level as needed. 

ACTIVITIES OF SUPPORT AND ADVANCE PLANNING 

The Planning Support Section develops the NSP by following the six-activity process (figure 

13): 

• Activity 1: Form a Collaborative Planning Team (CPT) 

• Activity 2: Understand the situation 

• Activity 3: Determine goals and objectives 

• Activity 4: Develop the plan (Course of Action and Concepts of Operation) 

• Activity 5: Plan preparation, review, and approval 

• Activity 6: Plan implementation 

The PSS works through these activities as a part of an iterative process to develop and 

update the NSP on a regular basis. Development of crisis action plans follows the same six 

activities but may be extended or abbreviated depending on the requirements. 

FEMA National Incident Support Manual 

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Activity 

Form a 

Collaborative 

Planning Team 

Activity 

Understand 

the Situation 

Activity 

Determine 

Goals and 

Objectives 

Activity 

Developing 

the Plan 

Activity 

Plan 

Preparation, 

Review, and 

Approval 

Activity 

Implement the 

Plan 

Identify Core 

Planning 

Team 

Engage the 

Whole 

Community 

in Planning 

Identify 

Threats and 

Hazards 

Assess 

Risk 

Determine 

Operational 

Priorities 

Set Goals 

and 

Objectives 

Develop and 

Analyze 

Course of 

Action 

Identify 

Resources 

Identify 

Information 

and 

Intelligence 

Needs 

Write the 

Plan 

Review the 

Plan 

Approve and 

Disseminate 

the Plan 

Implement 

the Plan 

Figure 13: FEMA Operational Planning Activities 

This figure illustrates the six activities associated with operational planning. 

Activity 1: Form a Collaborative Planning Team 

The PSS begins this process by forming a CPT. A CPT is a task-organized planning element 

that develops shared situational understanding of the operational environment, makes 

sense of complex, ill-structured problems, and supports senior leaders’ decision making. 

Though it may be diverse in composition, the CPT promotes an integrated planning effort 

based on the situation or problems faced. The CPT also brings together planners from the 

three FEMA Mission Areas, emergency management stakeholders, subject matter experts, 

and the Whole Community to develop comprehensive operational plans. Additionally, for 

geographic-specific plans, this membership expands to include representatives from the 

affected State(s). While the exact composition of the CPT is based on the situation or 

problem faced, the organization of a CPT should remain constant. The Current Planning Unit 

facilitates the CPT for development of the NSP, and the Future Planning Unit facilitates the 

CPT for development of crisis action plans. 

Activity 2: Understand the Situation 

Gaining situational awareness of an incident is an active, ongoing process that does not 

replace planning, but renders planning incomplete if not executed. It reflects an 

understanding of the operational environment and the problem while describing a 

visualization of a broad approach for achieving the desired end state. Shared situational 

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understanding and operational planning are two complementary, overlapping, synergistic, 

and continuous processes. 

Before any planning can begin, the team members must clearly understand the situation for 

which they are developing the plan. This means gathering, recording, analyzing, and 

displaying the situation, required resources, and additional information that facilitates the 

development of a plan. During this phase the PSS will gather pertinent incident information 

from the Situational Awareness Section (SAS). 

A key component of situational awareness includes availability of resources including teams, 

commodities, and funding. The PSS works with the Resources Support Section (RSS) to 

identify available resources. 

Activity 3: Determine Goals and Objectives 

Establish Goals and Objectives 

Analyzing risks, developing the situation’s requirements, and establishing operational 

priorities are imperative in order to set specific goals and objectives. These goals and 

objectives establish what the plan should achieve and reflect a solid understanding of the 

situation. Planners should vet goals and objectives, and gain approval from the appropriate 

FEMA authority in coordination with relevant State authorities. 

Equipped with the leaders’ intent and vision, along with the problem, environmental frames, 

and operational priorities, planners and leaders can effectively develop goals, objectives, 

and key tasks. Planners must carefully craft goals and objectives to ensure the support for 

accomplishing the plan’s mission and operational priorities. In activity 3, planners refine 

goals, and generate general statements from the operational priorities identified by leaders, 

decision makers, and planners in activity 2. Objectives are more specific and identifiable 

actions that support the goals and are carried out during the operation. As the planning 

process continues, planners translate the identified objectives into key tasks that will 

directly support the overall mission. 

The NRCS determines national support objectives, based upon the continued assessment 

and understanding of the situation, including any actions completed. 

Priorities 

• The NRCS must establish Federal priorities quickly during the initial request for 

national-level resource support. During a large-scale or complex incident, nationallevel resources or capabilities may be insufficient to meet competing demands. A 

disciplined set of priorities is crucial to communicating with all stakeholders those 

objectives that must be addressed first. The NRCS, with input from the Section 

Chiefs, will develop priorities that are linked to outcome-based objectives. 

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• Priorities emphasize the desired result rather than the method or intervening steps to 

reach an objective. Although the NRCS establishes priorities during the initial 

response phase, the NRCS may set new priorities or change existing priorities as the 

situation matures. 

• Priorities reflect NRCS guidance and are not necessarily tied to any specific time 

period. They may be achievable and finite or may apply throughout the duration of 

the incident. Each priority may have one or more objectives tied to it. 

• Priorities must be displayed in order of urgency. 

Objectives 

• Objectives are required actions that must be taken to enable a desired outcome. The 

RSS reviews all objectives to determine what resources are needed to achieve 

desired outcomes. 

• Objectives will be assigned a number based on the order in which they were created. 

This number will be used to track objectives until they are completed, at which time 

they will be archived. 

Activity 4: Develop the Plan 

Having developed goal(s) and objectives, the NRCS needs to decide the course (or courses) 

of action (COAs) and tasks necessary to achieve those goal(s) and objectives. The COAs 

identify the specific tasks to be performed during the next NRCS operational period to 

complete the required goal(s) and objectives. After each NRCS operational period, planners 

identify new tasks and each of the NRCS sections assesses resource requirements and 

identifies shortfalls or constraints (obstacles) to completing the required task(s). To produce 

feasible COAs for consideration by leadership, planners: (1) utilize their judgment; (2) 

consider past operational experiences; (3) use specific guidance from leadership; (4) 

determine the current environmental frame and problem frame; and (5) consider resources 

and risks. Once the planning team has developed COAs, the team identifies resources 

needed to accomplish tasks without regard to resource availability. The object is to identify 

the resources needed to make the operation successful. Once the planning team identifies 

all the requirements, the team collaborates with the RSS to meet these requirements. 

Activity 5: Plan Preparation, Review, and Approval 

The Chief of the NRCS approves plans during this phase of the planning process. The 

planning team uses the approved tasks or COAs, along with any constraints or limitations, to 

develop all of the other supporting documents, such as the safety messages or the 

communications plan. The team then finalizes and submits all supporting documents to the 

PSS for inclusion in the NSP or any crisis action plans being developed. The Chief of the 

NRCS reviews and approves the NSP. The plan is then ready for dissemination to all partner 

agencies and stakeholders. 

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Planners may modify this activity to develop crisis action plans by abbreviating the review 

and approval process. For example, it is not necessary for the Whole Community to review a 

crisis action plan. Normally, only representatives from the impacted communities review 

crisis action plans. Though the review process differs for deliberate and crisis action 

planning, it is important to both. The review process acts as a “sanity check” prior to plan 

implementation, and ensures that the plan is logical and realistic and allows for resources 

planning (deliberate). This activity verifies that the plan reflects an understanding of the 

leader’s intent, current situation, and the validated COA(s), and that it relates to the current 

goal(s) and objectives. 

The PSS is primarily responsible for preparing the NSP for the approval process; however, 

other NRCS sections provide information and supporting documents as needed. 

Activity 6: Plan Implementation 

After the Chief of the NRCS approves the NSP, it is ready for implementation. The Current 

Planning Unit Leader (or Specialist) publishes and distributes the NSP to all relevant 

stakeholders. 

Executing, evaluating, and revising the plan is continuous throughout the planning process. 

Implement the Plan 

• All section chiefs and stakeholders should review the final plans and correct any 

discrepancies. They should continually monitor and assess the effectiveness of the 

plans presented, based on the original measurable goal(s) and objectives. This 

process of evaluating the plans keeps the NRCS and all stakeholders on track and on 

task, and helps to ensure that the plans for the next NRCS operational period are 

based on reasonable expectation(s) of progress. 

• Evaluating the plan helps to ensure that both current and developing plans are 

validated against actual goal(s), objectives, and tasks. The NRCS and stakeholders 

relevant to the tasks outlined in the plan should be briefed on the operational 

support elements of the plans to ensure that: (1) the information aligns with the input 

they provided; (2) they are aware of the goal(s)/objectives/decisions they are 

following; and (3) they clearly understand their assigned task(s). The NRCS and 

stakeholders will be briefed on any critical safety issues, and will be updated on 

specific information. 

• FEMA does not exercise crisis action plans because they are only executed in 

response to an imminent incident or an incident that has already occurred. With 

crisis action plans (e.g., the NSP), personnel do not have time to exercise the specific 

incident plan. This means that there is a higher level of risk associated with crisis 

action planning. 

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Review, Revise and Maintain the Plan 

• Continuous evaluation and assessment of operations and operational requirements 

is critical for capturing maturing or changing objectives, reviewing priorities, and 

addressing, as required, any modifications to the plans. The PSS evaluates all plans 

at various stages throughout plan development and during implementation. 

Evaluation during implementation is necessary and critical to identifying and 

addressing any discrepancies prior to the next NRCS operational period. 

All NRCS personnel should evaluate new information during briefings, reviews of completed 

operations, and at shift-change briefings. As new data is assessed and evaluated, 

adjustments can be made to the plan. Feedback received from senior leadership, 

stakeholders, incident(s), and regions should be incorporated into other planning products 

as appropriate. 

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APPENDIX D2: NATIONAL SUPPORT PLAN 

DESCRIPTION 

To further understand the NSP, one must understand: (1) the NSP’s relationship to the 

NRCC Situation Report (SITREP); and (2) what the NSP is not. The NSP and NRCC SITREP are 

companion products that together provide a picture of NRCS activities. The SITREP— as a 

“report”— looks backwards from the immediate present, and describes the status of 

activities and developments that occurred before the SAS produces the report. The NSP—as 

a “plan”—looks forward and describes objectives and non-routine actionable tasks for the 

next NRCC operational period and, in some cases, beyond. The NSP provides a tool for 

measuring what was completed and what must be brought forward to the next period. 

The NSP is not the following: 

• A situation report: The NSP is not intended to provide an overview or describe either 

the status of the incident(s) that the NRCS is supporting or national-level response 

efforts. 

• A National Incident Action Plan: There is only one incident action plan (IAP) for an 

incident, and that plan is produced at the incident management level. The NSP does 

not define strategies or tactics or assign resources and tasks in the way that an IAP 

does. Also, the NSP does not use ICS forms. 

• An indication of everything—or even the most important things—that are going on in 

the NRCC: Most NRCS activities—and incident support activities in general—involve: 

(1) supporting immediate and future incident resource requirements; (2) addressing 

program and policy issues; (3) maintaining situational awareness; (4) rendering 

reports; and (5) responding to requests for information. While these activities are 

vitally important, they are inherently routine and not addressed in the NSP, which 

focuses on exceptional activities. This means that the majority of the work that is 

going on in the NRCC is not reflected in the NSP. 

Producing the NSP 

The Current Planning Unit is responsible for compiling the NSP. By an established deadline 

prior to each NSP operational period, all elements of the NRCS submit the following items to 

the Information Collection Unit in the SAS: 

1. A listing of tasks for their organization for the coming period. Tasks submitted should 

be non-routine and of significance to NRCS leadership and/or the NRCS generally. 

2. A listing of meetings, deadlines, and other milestones for the coming period. Items 

submitted should be of significance to NRCS leadership and/or the NRCS generally. 

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Specific Components of the NSP 

The NSP is comprised of four sections, covering general information, 

priorities/objectives/tasks, operational tempo, and approval. 

The General Information Section: 

This section identifies all applicable incident(s) that the NSP covers, the date and time the 

NSP is prepared, the NRCC operational period, and the plan number. 

The Priorities/Objectives/Tasks Section: 

This section incorporates priorities and objectives that may address immediate (current 

NRCC operational period) or longer-term items. These are drawn from the FEMA 

Administrator, the DHS Secretary, senior leadership, and regional/incident objectives. State 

objectives will not be directly included in the NSP. The Regional Support Plan (RSP), a 

source for the NSP, already incorporates the State objectives. 

The tasks described in this section are a listing of the non-routine tasks that must be 

accomplished or addressed during the period covered by the plan to address the priorities 

and objectives. The task description includes the “who,” “why,” and “when,” of the task, any 

major constraints and limitations pertaining to the task, and other requested information. 

The tasks are categorized by the core capability to which they relate. Supporting information 

(e.g., maps) may be attached as requested. 

The Current Planning Unit will identify as a non-routine task any task that meets at least one 

of the following criteria: 

• The task deals with allocating national resources for one or more incidents 

• The task is a White House task 

• The task is a Secretary of the Department of Homeland Security task 

• The task is a FEMA Administrator task 

• The task is one added on a case-by-case basis 

It is important to note that, during the beginning (first 24 to 48 hours) of a no-notice 

incident, situational awareness may be very limited. The NSP may therefore include tasks 

taken directly from existing deliberate plans. As situational awareness becomes available, 

the tasks will be based on the description of a non-routine task above. 

The Operational Tempo Section: 

The NRCS operational tempo is a chronological listing of meetings, deadlines, and other 

milestones for the period covered by the NSP. 

The Approval Section: 

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This section contains the name and signature of the PSS Chief and the approval signature of 

the C-NRCS. 

To keep the NSP concise and to ensure its utility as a quick reference, planners and leaders 

should avoid adding items to the NSP. 

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APPENDIX D3: EXAMPLE OF NRCS OPERATIONAL 

TEMPO 

Communication among the incident, regional, and national levels is essential to the success 

of planning. Figure 14 below illustrates a snapshot of the daily operational period of the 

NRCS. 

NRCS Daily Tempo 

24-

hrs Event TO-DO 

0600 Senior Leadership Briefing Informing leaders on the daily NRCS objective 

0700 NRCS Shift change 

0800 PSS Meeting to modify the NSP 

0900 

1000 

1100 

1200 Senior leadership updated 

(if required) 

Updated status on the Daily NSP 

1300 

1400 

1500 

1600 

1700 

1800 Senior Leadership Briefing 

Provide leaders information on what was accomplished 

during the current NRCS operational period and what items 

will be continued in the next operational period 

1900 NRCS shift change 

2000 PSS Start working on a new NSP for the next NRCS operational 

period 

2100 

2200 

2300 

0000 NRCS Chief Review and initial the NSP 

0100 

0200 DDO Approve and sign the NSP 

0300 FEMA Administrator 

0400 

0500 

Figure 14: Example of a NRCS Daily Tempo 

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APPENDIX D4: PLANNING SUPPORT SECTION 

POSITIONS AND TASKS 

Planning Support 

Positions Tasks 

Planning Support Section 

Chief (PSSC) 

• Leads the Planning Staff in the development of all 

necessary plans to include strategic, support, and crisis 

action plans in support of the objectives established by the 

Chief of the NRCS (C-NRCS) 

• Leads the Planning Support Section Staff in the 

development of the National Support Plan (NSP), and 

facilitates the development of support crisis action plans 

related to the NSP 

• Reviews all plans before submission to the C-NRCS 

• Manages meeting schedule and receives approval from the 

C-NRCS 

• Facilitates the development of crisis action plans by 

convening a planning team (which will consist of 

representatives from all key stakeholders necessary to 

accomplish the mission of the plan) 

• Represents the Planning Support Section at NRCS 

meetings, videoconferences, and teleconferences 

• Coordinates with the RSS Chief to develop the initial 

courses of action (COAs) for selection 

• Facilitates the development of a plan from the selected 

COAs 

• Anticipates and defines potential planning requirements to 

support the incident by 

reviewing the Incident Action Plan (IAP) and Regional 

Support Plan (RSP), and coordinating with Situational 

Awareness Section (SAS) based on their analysis to 

determine additional planning needs 

• Facilitates the development of the NSP with the SAS Chief 

by gathering their input for resource requirements, 

planning requirements and situational awareness (SA) 

requirements 

• Facilitates and conducts planning activities in accordance 

with doctrine and authorities by reviewing published 

guidance and analyzing planning activities for gaps 

• See Chapter 5 and Appendices D1 and G for additional 

responsibilities 

Crisis Action Planning 

Team 

• The Planning Support Section Chief can convene a 

planning team to develop crisis action plans that the Chief 

of the NRCS directs 

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Planning Support 

Positions Tasks 

• Crisis action planning teams will be temporary in nature 

and report directly to the Planning Support Section Chief 

for the duration of the planning effort 

• Planning team members must 

o provide full support to the planning effort for the 

duration of the planning process 

o have the knowledge and experience necessary to 

develop the plan 

o be able to gain support for the planning effort from their 

represented entity 

Current Planning Unit 

Leader (CPUL) 

• Supervises the Planning Specialists 

• Reviews the NSP for submission to the Planning Support 

Section Chief 

• Leads the NSP development process 

• Produces, publishes, and distributes the NSP by: 

o incorporating priorities set by the C-NRCS into the NSP; 

o reviewing available incident and regional planning 

products (e.g. IAP and RSP)to identify which objectives 

require national support 

o consulting with the regional Planning personnel 

regarding his/her support expectations from the NRCS 

as appropriate 

o reviewing the Action Request Form (ARF)/Action 

Tracker Log for requests that will require coordinated 

action, and thus inclusion in the NSP 

o tracking completion of objectives 

• See Chapter 5 and Appendices D1 and G for additional 

responsibilities 

Future Planning Unit 

Leader (FPUL) 

• Supervises the Planning Specialists 

• Produces and publishes crisis action plans, as required, to 

address particular requirements or emergent program 

policy issues in support of one or more incidents by 

collaborating with the Regional Resource Support Section, 

SA Section, ESFs, and other agencies or partners as 

needed 

• Predicts any resource support issues by monitoring trend 

analysis from the SA and Resource Support Sections and 

makes recommendations to PSS Chief for crisis action 

plans 

• Works with SMEs and appropriate RSS personnel to write 

COAs for crisis action plans 

• See Chapter 5 and Appendices D1 and G for additional 

responsibilities 

Planning Specialist • Assists the Assists the Planning Support Section Chief in 

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Planning Support 

Positions Tasks 

(PLSP) developing, producing, or maintaining the NSP, and other 

appropriate plans as directed 

• Gathers and compiles data for NSP and crisis action plans 

(when required) from all NRCS functions, and inputs the 

data into the appropriate formats 

• Ensures NSP is reviewed by PSS Chief and approved by the 

C-NRCS 

• Coordinates the publication and distribution of the NSP 

with the SAS (i.e., Documentation Unit) in a timely manner 

• Reviews national-level plans to ensure familiarity and 

coordination with existing doctrine 

• Coordinates with Federal interagency partners on support 

efforts and capabilities 

• Develops and coordinates the schedules identifying the 

rotation, availability, replenishment, and status of nationallevel teams and assets for support activities for the current 

incident 

• Conducts a mission analysis to promote the development 

of potential courses of action for support efforts based on 

identified or anticipated need(s) and the availability of 

national-level resources 

• Identifies and formalizes the NRCS incident objectives 

based on management guidance 

• Schedules and facilitates the appropriate meetings 

required to develop the NSP 

• See Chapter 5 and Appendix D1 for additional 

responsibilities 

Planning Specialist 

(Recovery) (PLSP) 

• Advises on the availability and operational status of 

Federal recovery programs and resources, including 

FEMA’s disaster assistance programs 

• Advises on the long-term community recovery implications 

of response activities, and on the transition from response 

to recovery in incident operations; also facilitates 

communication regarding recovery decision making 

• Identifies appropriate Federal programs and agencies to 

support recovery planning objectives, ensures 

coordination, and identifies gaps in available resources 

• See Chapter 5 and Appendix D1 for additional 

responsibilities 

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APPENDIX E1: RESOURCE INTAKE 

INTRODUCTION 

Within the Resource Support Section (RSS), the appropriate resource provider within the 

RCB receives incident requests and serves as the single point of contact for requests at the 

national level. The resource provider reviews requests for completeness, while the Resource 

Tracker tracks requests throughout their life cycle. The process for resource intake is shown 

in red in Figure 15 as the receipt of the resource request. 

Figure 15: Centralized Resource Management and Tracking Process 

PROCESSES 

When the RCB receives a request for a resource (personnel, equipment, supplies, facilities, 

capabilities, etc.), it reviews the request for clarity, prepares the appropriate request form, if 

necessary, and logs the order into the central system with a request tracking number (RTN). 

Figure 16 explains the process for the creation of a RTN. The RCB will use this RTN to track 

Figure 16: Creating a Request Tracking Number 

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the requested resource throughout its life cycle. 

Receive the Request. Incident-level response 

personnel can identify and convey a request in 

many ways. Most requests are conveyed through an 

Action Request Form (ARF) (Form 010-0-7, shown in 

Figure 17). Other requests (for example, those 

involving disaster assistance) may come through 

more informal methods such as email requests, requests by phone, or other verbal 

communications. Regardless of where 

the requests are generated or how 

they are conveyed, they are always to 

be routed through the RCB, where they 

will be documented prior to processing. 

The requests will also be logged into 

the automated tracking system, where 

their status and tracking can be 

centrally managed. If an incident-level 

request comes via e-mail, phone, or 

other verbal conversation, the RCB 

staff documents the details of the 

requests by filling out an ARF. 

Review the Request. The 

appropriate resource provider in the 

RCB reviews the request details for 

clarity and completeness. If the 

request is lacking critical details 

(quantity and specifics of the resource 

requested, timeline requested, location 

of delivery, priority, cost estimate, etc.) 

whose absence could impede timely 

processing, RCB personnel will contact 

the incident-level officials for further 

information. 

Each request must clearly define the capability required by the requester so that the RSS 

can ascertain the best solution set to meet the request. Each request should define who, 

what, when, where, why, and how: 

• Who is the customer (population distribution, emergency managers, disabled or 

elderly personnel, etc.) or the situation (e.g., blocked roads). 

Action Request Form : An ARF is a 

FEMA form (Form 010-0-7) used to 

request national-level resources. These 

forms include the request and state the 

requester’s priority for the request. RSS 

input, such as the RTN and the RSS 

priority, are also documented on the 

ARF. 

Figure 17: Sample Action Request Form 

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• What is the capability being requested (e.g., X needs a [resource/capability] to 

support [community/activity] over [time frame]). 

• When is the time frame in which the resource is needed (may include no later than, 

no earlier than, or “to/through” information). The when should consider delays, the 

source, transportation issues, consequences of a delay, partial fulfillment, and 

priority. 

• Where is the location or area the resource is needed (this may be a specific location, 

an area within the incident site, or a geographic area). 

• Why describes the need for a resource (the resource is the governor’s number one 

priority, it will allow schools to open, it will sustain personnel, etc.). 

• How may include exceptions or constraints, political considerations, or special 

considerations that enable the RSS to understand the impact or priority of the 

request. 

Log and Track the Request. Once the RCB clarifies and obtains all the necessary 

information, the RCB logs the request as an order and assigns an RTN to the request. This 

RTN helps ensure the visibility and ease of tracking by all interested parties throughout the 

life cycle of the order management process—that is, from the original request receipt to the 

delivery of the resource to the incident site. The RCB also updates the status of the request 

when new information becomes available. The RCB also provides updates to incident-level 

officials and responders who are requesting information on the status of an existing request. 

In cases of complex incidents where the RSS must process multiple requests 

simultaneously, the RSS conducts order processing and fulfillment in accordance with the 

priority assigned to different requests by the requesting incident-level personnel (e.g., 

Federal Coordinating Officer). During multiple incidents, when the RSS receives requests 

from different incident sites simultaneously, adjudication may be needed among requests to 

determine the priority in which the RSS should process orders and deliver resources. While 

the RCB can identify and escalate potential issues and risks, they do not have the authority 

to define or adjust response and recovery requests. 

Appendix E2 provides an in-depth review of the processes and tasks that the Resource 

Capability Branch (RCB) staff engages for sourcing requests. 

TASKS 

Resource Capability Branch 

The RCB performs three primary tasks for resource intake: (1) communicating with the 

requester; (2) reviewing requests; and (3) tracking the status of the request. 

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Communicating with the Requester 

The RCB is the central point of contact for regional- and incident-level staff when they 

request national-level resources from FEMA. As such, the RCB receives phone calls, e-mails, 

and faxes from requesters who are submitting new requests and who are requesting status 

updates for an existing request. The RCB may transcribe the requester’s request and 

develop an ARF (unless the requester submits the request using an ARF). The RCB may 

contact the requester to seek clarification on a request, but does not have the authority to 

question the need for a resource request. The RCB continues to communicate with the 

requester throughout the life cycle of the request. Once the RSS has provided the requested 

resource to the requester, the RCB communicates with the requester to ensure that the RSS 

has successfully completed the request, and the RCB closes the request. 

Reviewing Requests 

The RCB reviews each request it receives to ensure that it is complete. Each request must 

clearly define the capability required by the requester so that the RSS can provide the best 

solution. While the RCB can identify and escalate potential issues and risks, they do not 

have the authority to define or adjust response and recovery requests. That authority rests 

with the Director of Disaster Operations. 

Tracking the Status of the Request 

The overall end-to-end tracking of the status of response and recovery requests is the 

responsibility of the RCB. Once the unit receives the request, they assign an RTN to the 

request. The RCB logs the request and updates the status of the request when new 

information becomes available. When the RSS completes the request, the RCB identifies the 

status of the request as closed within the automated tracking system. 

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APPENDIX E2: RESOURCE SOURCING 

INTRODUCTION 

Within the Resource Support Section (RSS), the Resource and Capability Branch (RCB) 

determines how each resource request will best be fulfilled. As discussed in Appendix E1, 

most requests come through an Action Request Form (Form 010-0-07). The process for 

resource sourcing (shown in red in Figure 18) is done through the identification of incident 

resource needs in a timely and efficient manner by coordinating the efforts of multiple 

agencies, nongovernmental organizations, the private sector, and other partners. 

Additional information on requests, orders, and deliveries can be found in appendices E1, 

E3, and E4, respectively. 

Figure 18: Centralized Resource Management and Tracking Process 

The RCB recommends fulfilling the resources requested by the personnel at the scene in 

one of the following three ways: 

1. By deploying organic FEMA resources (e.g., emergency supplies, teams, or technical 

assistance) 

2. By arranging assistance from other Federal departments and agencies or 

nongovernmental organizations in accordance with the National Response 

Framework 

3. By purchasing or acquiring the required goods or services from other sources 

PROCESSES 

The RCB refers to pre-scripted sourcing approaches (developed prior to an incident) and 

amends them as needed to develop an effective sourcing approach for requests it receives. 

The RCB develops sourcing approaches for anticipated requests, such as water, meals, baby 

food/formula, diapers, pet food/supplies, etc. The RCB develops these approaches for 

anticipated requirements before receiving an official request. The RCB develops sourcing 

approaches in coordination with interagency, commercial, and other partners. The RCB also 

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determines potential sources, including those not yet identified in the Commodity Sourcing 

Capability Database, as well as alternative sourcing actions.8 The RCB also identifies 

primary, secondary, and tertiary sources as options in the plans, and conducts analysis on 

the quantity, location, and time requirements for the source to supply the resource. The RCB 

identifies any agency, department, or Emergency Support Function (ESF) action that will 

have an impact on sourcing the requirement, and factors this into the recommended option. 

This pre-planning allows the RCB to more quickly identify sourcing options when requests 

are received. 

After completing resource intake, the RCB then 

identifies sourcing capabilities in coordination with 

partner organizations, including interagency and 

commercial partners (see “Identify Sourcing 

Capabilities” in Figure 19). The RCB then explores 

the full range of sourcing options immediately 

available and identifies partner and vendor 

capabilities. The RCB develops a sourcing 

approach that identifies critical sourcing decision 

points, analyzes sourcing options (including 

potential issues, risks, and alternative solutions), 

and recommends a sourcing option. If there are 

unresolved issues that arise during the 

development of the sourcing approach, the RCB 

Director may seek guidance from the RSS Chief, 

depending upon the urgency or complexity of the 

issue. 

After the RCB finalizes a sourcing approach, it 

forwards this plan to the RSS Chief or authorized 

delegate for approval. Once the RSS Chief or 

authorized delegate approves the recommended 

sourcing action, the RSS Chief prioritizes the 

request and the recommended sourcing action and 

Examples of Fields in the 

Commodity Sourcing Capability 

Database 

• Commodity name 

• Commodity description or 

specifications (predetermined for 

core commodities) 

• Part or stock number (if applicable) 

• Total number of people whom the 

resource can support 

• Commodity quantity, including the 

unit of issue 

• Production/sustainment capability 

(contractual bounds/surge 

capability) 

• Freight on board terms/ 

transportation requirements 

• Cost 

• Supplying agency or organization 

• Stock or direct vendor delivery 

• Constraints on FEMA availability 

• Source location 

• Order lead time 

• Date/time of update 

forwards the approved sourcing request to the Order Processing Group through the RCB (see 

“Approve Sourcing Approach” in Figure 19). The RCB is responsible for updating the status 

of the request in the automated tracking system, showing that it has been transmitted to the 

Order Processing Group. 

8 FEMA currently maintains this database, updating it with partner-inventory-availability information upon request. The 

database will ultimately be a web-based portal accessible by all RCB staff to provide visibility of current partner capabilities and 

capacity to meet disaster-generated demands. 

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Throughout the sourcing process, the RCB receives routine situational awareness updates 

and request updates from the Situational Awareness Section of the National Response 

Coordination Center (NRCC). These reports include actual ground conditions at the incident 

site, current and future weather conditions and forecasts, and any relevant intelligence 

information. These situational awareness updates help the RCB to gain a better 

understanding of the overall operation and to integrate relevant information and data into 

the sourcing efforts. 

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Figure 19: Resource Process Flow Chart 

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Unmet Requests 

In the event that the RCB is unable to identify an immediate sourcing approach for a 

request, the RCB Director will inform the RSS Chief of the shortfall. The RSS Chief decides 

whether to categorize a request as an “unmet request.” If designated as an unmet request, 

the RCB forwards the unmet request to the Planning Support Section (PSS) to facilitate a 

resolution. The RCB is responsible for updating the status of the unmet request and 

transmitting that information to the PSS. The PSS then forms a crisis action planning team, 

with stakeholders and resource providers, to develop several courses of action which would 

address the request. In addition, the RCB notifies the RSS Chief, who notifies the requester 

of the unmet request. The DDO is the final approving official for selecting the course of 

action for how to address unmet requests. 

TASKS 

The RCB conducts the national-level sourcing tasks within the NRCS. This process begins 

when the RCB completed intake of the request. This section of the appendix summarizes the 

primary tasks that the RCB performs for resource sourcing. 

Resource and Capability Branch 

The RCB is an interagency working group of response partners (including Federal, 

nongovernmental, and commercial entities) focused on developing sourcing 

recommendations to fulfill requests generated from incident response and/or recovery 

activities. The RCB coordinates internal (FEMA) and external resource and capability 

providers. While the RCB can identify and escalate potential issues and risks, it does not 

have the authority to define or adjust response and recovery requests. The RCB Director 

ensures that the RCB has complete response-capability requests and seeks clarification on 

any information gaps in the response-capability requests before starting resource sourcing. 

The RCB is able to communicate about the request with those at the incident as needed to 

ensure full understanding. The RCB is also able to seek input from the requester regarding 

sourcing options. 

The following sections describe the main tasks of the RCB. 

Communicating Situational Awareness Updates and Defining Response Requirements 

for RCB Action. Immediately following the RCB activation and initial notification of the RCB 

members, the RCB Director establishes routine meeting and reporting timelines specific to 

the requirements determined by the RSS Chief. The RCB Director: (1) establishes the 

reporting cycle for sourcing recommendation status updates to the RSS Chief (with a 

minimum of one report per operational period); (2) determines the necessary internal 

coordination meeting schedule; and (3) establishes a point-of-contact roster and shift 

schedule. 

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Validating Baseline Inventory and Capabilities. In addition, the RCB Director validates 

and updates, as appropriate and in coordination with the RCB members, the baseline 

inventory and the Commodity Sourcing Capability Database. This process allows the RCB to 

catalog internal capabilities for meeting resource requests. This update will consist of the 

following: 

• Identifying updates to the baseline inventory and sourcing capabilities data quickly 

and collectively 

• Identifying any additional commodities outside of the core commodities that require 

research based on the initial situational awareness report 

• Including an “accuracy as of” time stamp on any outputs 

• Identifying impacts of the actions of response partners 

• Compiling and reporting any response actions conducted prior to the “stand-up” of 

the RSS 

Identifying Potential Sources of Partner and Vendor Capabilities. The RCB identifies all 

possible sources for a requested resource or capability within the RCB membership. 

Identifying and Escalating Critical Sourcing Decision Points. If the RCB is unable to meet 

a request due to capacity or availability constraints, the RCB Director will inform the RSS 

Chief of the shortfall. The RSS Chief decides whether to categorize a request as an “unmet 

request.” If the request is categorized as “unmet,” the RSS Chief sends the request to the 

Planning Support Section to facilitate a resolution. The RSS Chief also informs the requester 

of the RSS’s inability to fully meet the request. 

Analyzing Sourcing Options. The RCB analyzes the input from each of the partners 

regarding sourcing options. The RCB considers many factors, along with the partner data, to 

determine the primary, secondary, and tertiary sources for a sourcing approach. Some 

factors include the following: 

• Locations (distribution capacities, regional warehouses, vendor/supplier sites) 

• Possible weather impacts 

• Internal and external sources of supply 

• Distribution capacity/capability (preemptive adjustments for potential shortfalls and 

risk of depletion of resources—any decision to deplete resources will be made by the 

RCB Director, in consultation with the RSS Chief) 

• Funding source 

• The Stafford Act 

Developing a Sourcing Approach. At the direction of the RCB Director, the RCB members 

develop sourcing approaches that utilize the sourcing capability data. The RCB uses the 

requirements checklist, the Commodity Sourcing Capability Database, and commodity 

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conversion tables to help define the static-response-requirement capabilities defined in the 

pre-scripted sourcing approaches. Each RCB partner involved in developing the sourcing 

approach provides data on the resource that each partner is able to contribute. Each partner 

provides the following resource input: 

• Commodity name 

• Commodity description or specifications (predetermined for core commodities) 

• Part or stock number (if available) 

• Total number of people whom the resource can support 

• Commodity quantity, including the unit of issue 

• Production capacity 

• Cost 

• Period of sustainment 

• Location of resources 

• Distribution capacity/capability (with consideration of lead times, “ramp-up” 

schedules and requirements, and operating hours/ability to activate) 

• Transportation provisions or unique requirements for supporting the resource (e.g., 

ice will require a supporting resource in order to keep the ice cold) 

Submitting the Sourcing Approach for Approval. Once the RCB finalizes the plan, the RCB 

Director validates and approves it and provides an information update to the RSS Chief. 

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APPENDIX E3: RESOURCE ORDERING 

INTRODUCTION 

The process for resource ordering as shown in red in Figure 20 is done primarily by the 

Order Processing Group based on the sourcing direction received from the Resource 

Capability Branch. Additional information on requests, sourcing, and deliveries can be found 

in appendices E1, E2, and E4, respectively. 

Figure 20: Centralized Resource Management and Tracking Process 

PROCESSES 

Within the RSS the Order Processing Group conducts the majority of the national-level 

resource ordering tasks. The Order Processing Group executes the orders based on the 

sourcing method identified by the Resource and Capability Branch. 

The Order Processing Group executes orders and forwards them to the Transportation and 

Movement Coordination Group to monitor and track resource deployment to the affected 

areas, as requested by the response personnel serving at the incident site. Once the Order 

Processing Group has provided the requested resource to the requester, the Resource and 

Capability Branch (RCB) communicates with the requester to ensure that completion of the 

request. 

TASKS 

Upon notification from the RCB, the Order Processing Group: (1) prepares the ordering 

documentation required for the sourcing method; (2) obtains the required concurrences and 

authorizations; (3) transmits the order to the source; (4) updates order status with available 

information; and (5) finalizes the order by notifying the requester and Situational Awareness 

Section (SAS). 

Although the documentation that the Order Processing Group prepares and the 

authorizations required may vary depending on the type of resource (and therefore, sourcing 

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method), the tasks remain the same. The following sections provide a description of the 

main tasks involved by each sourcing action. 

FEMA Resources – Commodities 

If the required resource is controlled by FEMA and the RCB recommends fulfilling the 

request via in-house sources, the Order Processing Group proceeds with the ordering 

processes. A specialist in the Operational Support Group (OSG) creates a task in the 

Logistics Supply Chain Management System (LSCMS) with the details of the request and 

alerts the distribution center that has the commodity. Once the Transportation Specialist 

arranges for the transportation of resources, the specialist in OSG notifies the requester, 

updates the tracking system, and finalizes the order. 

FEMA Resources – Personnel 

Incident Management Assistance Teams (IMATs). For National or Regional IMATs, 

following an informal warning notice issued by the Regional Administrator, the Director of 

Disaster Operations (DDO) issues an Operations Order to the IMAT members. The FEMA 

Operations Center formally notifies team members of their deployment. Once arrangements 

for the transportation of resources are completed, a specialist in OSG updates the order 

tracking system, and finalizes the order. 

DHS Surge Capacity Force. If the FEMA Administrator recommends activation of surge 

capacity force (SCF) staff, the DDO and Chief of the NRCS will issue a warning notice and the 

Secretary of Homeland Security will order the activation of Surge Staff. The Incident 

Workforce Management Office (IWMO) at FEMA HQ will activate and manage a SCF 

Mobilization Center Area to process, train, house, and deploy DHS SCF Volunteers from DHS 

components and OFAs. These volunteers will augment FEMA staff in positions within the 

incident-level program areas. Mobilization Center Area (s) are managed by one Mobilization 

Center Area Manager, whose direct reports include a Processing Area Manager, Mentor 

Leads, Mentors, and points of contact for on-site services (Training, Facilities, Security, 

Medical, etc.). SCF- Mobilization Center Area Managers are IWMO -assigned FEMA personnel 

who represent disaster- initiated DHS SCF interests at any one of 6 pre-designated facilities 

(or at a non-fixed or non-pre-designated facility. An SCF-Mobilization Center Area Manager is 

a disaster-specific position, acting and reporting within an established disaster-generated 

chain-of-command. SCF-Mobilization Center Area Managers will be primarily deployed to SCF 

Mobilization Center Areas, to be a primary point of contact and manage all aspects of IWMO 

administrative and operational matters at the SCF Mobilization Center Areas. The 

Mobilization Center Area Manager will report to the NRCC’s DHS SCF Representative on 

capabilities and challenges that arise. The Mobilization Center Area Manager will produce 

reports or briefings as needed for the SCF Representative regarding the availability of DHS 

SCF as a resource in support of the JFOs. The Mobilization Center Area Manager will manage 

all aspects of Mobilization Center Area operations, which handles the processing, housing, 

training, and eventual deployment of the DHS SCF volunteers as a JFO resource. 

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Other Teams. The Order Processing Group may also process orders for Incident Support 

Base (ISB) Teams, Urban Search and Rescue (US&R) task forces, Mobile Emergency 

Response System (MERS) Teams, and other FEMA teams. As an example, in the case of ISB 

Teams, a request may come in via email, phone, or LSCMS submission. A specialist in OSG 

creates and executes a task in LSCMS (if necessary) with the details of the request and 

notifies the needed ISB team of their upcoming deployment. Since all ISB members are 

National Disaster Reservists, deploying the team is performed with a request to the 

Automated Deployment Database. In many cases, the ISB equipment is requested along 

with the ISB team. A specialist in OSG communicates with an appropriate specialist within 

the RCB to ensure that the team and its equipment are ready for deployment. The 

Transportation Specialist (air) arranges for the transportation of personnel and their 

equipment in coordination with the Mission Assignment Specialist and Contracting Specialist 

as required. If equipment is requested, the Logistics Specialist in the ISB Sustainment Unit 

will deploy the ISB team to the location where ISB equipment is prepared for deployment 

and the ISB team will drive the equipment to the identified location. 

External Resources. In cases where FEMA does not own the necessary resources and/or 

RCB recommends supplying the needed resource(s) externally, the RCB can attempt to fulfill 

the request by assigning the mission to a National Response Framework partner or 

acquiring the resource(s) from other external sources. 

Mission Assignment to another Federal Agency. If another Federal agency possesses the 

resource requested, a Mission Assignment Specialist prepares the mission assignment 

document. The documentation includes the statement of work and the estimated cost. The 

RCB reviews the documentation and verifies that a mission assignment is the solution as 

agreed and that the documentation clearly reflects that assessment. If the cost for supplying 

or supporting the resource is shared between FEMA and the affected State, the FCO and/or 

State Coordinating Officer (SCO) must also review and approve the documentation. If there 

is no cost sharing, the RSS Chief or authorized delegate must review and approve the 

documentation. The Comptroller at the incident management level signs off on the mission 

assignment after ensuring there is sufficient funding to support the cost of the mission. 

Finally, the Mission Assignment Specialist transmits the paperwork to the respective agency 

for the formal execution of mission assignment. It is the responsibility of all National 

Response Framework partners to provide the required transportation and movement 

information to the Transportation Movement and Coordination Group. The Movement 

Coordination Center, however, will prioritize the transportation of national-level assets into 

the impacted area and coordinate solutions for any transportation issues. 

Interagency Agreements. There are two methods for receiving a request that may be 

sourced via an interagency agreement. 

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1. A specialist in OSG may prepare a task in LSCMS (including a copy of the interagency 

agreement) and issue it to the agency that owns the needed resource. 

2. A requester may fill out an Action Request Form, and the sourcing process identifies 

an interagency agreement as the best method to procure services (e.g., for air 

transportation support services). 

In both cases, a Transportation Specialist or the provider arranges the transportation and/or 

shipping, if needed, for the resource, and a specialist in OSG notifies the requester, 

finalizing the order. 

Task Order Against Existing Contract (Indefinite Delivery/Indefinite Quantity, Blanket 

Purchasing Agreement, or New Contract). When the Order Processing Group is able to 

fulfill a request either through existing contracts that FEMA has with external sources or 

through newly generated contracts, a group supervisor from the RCB prepares a task 

description or statement of work and forwards it to a Contract Specialist in the Order 

Processing Group. The Contract Specialist prepares a purchase requisition form and submits 

it to a Contracting Officer’s Representative (COR) within the Order Processing Group for 

management. The COR is now responsible for managing that contract. The COR also sends 

the form to the RSS Chief or authorized delegate for his/her review and approval. If FEMA 

and the affected State share the cost for supplying or supporting the resource, the FCO 

and/or SCO must also review and approve the documentation. Next, the Comptroller at the 

incident level approves the request and ensures that the expenditure is lawful. Finally, a 

Contract Specialist within the Order Processing Group executes the task order by 

establishing a liaison to the appropriate FEMA contracting office. If the request requires 

purchasing of resources/services that cost more than $25 million, the DDO or designee 

must approve the order. 

Non-Stafford Act Federal Agency Support. FEMA executes its resource ordering 

responsibilities by using the same mechanisms (contracts, purchase card purchases, etc.) 

utilized for incidents that fall under the Stafford Act during non-Stafford Act support. These 

incidents differ from the norm by virtue of their funding source. In cases where FEMA is not 

the lead for the response, the lead agency might impose a number of different acquisition 

processes and procedures. According to the National Response Framework, the interagency 

agreement that defines the support needed will define these details. 

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APPENDIX E4: RESOURCE MOVEMENT 

INTRODUCTION 

This appendix details the resource movement processes. The process for resource 

movement, as shown in red in Figure 21, is completed by identifying and securing available 

transportation capabilities for the movement of requested resources. Within the Resource 

Support Section (RSS), the Transportation and Movement Coordination Group determines 

how requested resources will be transported through delivery to the incident level. 

Figure 21: Centralized Resource Management and Tracking Process 

PROCESSES 

Movement coordination during an incident ensures that all Federal partners transporting 

support resources work closely together to deliver commodities, personnel, and tactical 

teams when and where they are needed. Such coordination is designed to develop, analyze, 

and recommend movement options to support decisionmaking processes that ensure the 

efficient and effective transportation and delivery of resources in accordance with evolving 

priorities. This coordination includes accessing essential elements of information, assessing 

incident support requirements against transportation plans and response priorities, 

facilitating communication and collaboration, and enhancing situational awareness within 

FEMA and with FEMA’s partners. 

Each resource provider: (1) will participate in this coordination and should participate in 

strategic-movement coordination and collaboration; (2) will deploy its resources in concert 

with the latest priorities; (3) will provide appropriate situational awareness and resource 

status information; and (4) will anticipate, identify, and address movement challenges, 

opportunities, and future resource movement requirements arising from the incident. 

During activation, the Movement Coordination Center (MCC) is part of the Transportation 

and Movement Coordination Group of the RSS in the National Response Coordination 

Center (NRCC). 

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As Figure 22 illustrates, the movement coordination cycle consists of four primary 

processes. It is an iterative cycle that permits continual adjustment and adaptation as the 

incident and response unfold and conditions on the ground change. 

Figure 22: Movement Coordination Center Activities Cycle 

Movement Coordination Process Description 

The MCC compiles data on national-level movement needs from a variety of sources, 

including deliberate and incident plans, field requests, and its own list of essential elements 

of information. The MCC uses these data to: (1) produce products that detail and scope the 

national-level movement requirements; (2) assess whether any of the requirements are 

needlessly redundant (e.g., more than one organization requesting movement of resources 

to address the same problem); (3) detail the strengths, weaknesses, opportunities, and 

threats associated with known capabilities available to respond to the overall movement 

effort; and (4) inform supplier processes of gaps in required movement data. 

MCC personnel combine these products with proposed transportation concepts provided by 

the Resource Support Section (RSS), including processes and data available from external 

partners (e.g., the Emergency Support Functions [ESFs] and other government 

stakeholders), to maintain an up-to-date schedule of planned national-level movements. 

This schedule informs the MCC’s tracking and reporting, and its processes for issue 

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discovery and resolution. This schedule also informs the transportation planning, situational 

awareness, and, if necessary, executive decision making processes. 

The MCC analyzes the schedule in light of changing conditions and priorities. (The 

situational awareness process provides up-to-date visibility into conditions on the ground.) 

Where necessary, the MCC also recommends changes to the schedule to alleviate problems 

and take advantage of opportunities to maximize the use of available transportation 

capabilities. The MCC also tracks and reports on the progress of resource movements to the 

situational awareness and executive decision making process, as the needs of the situation 

require. 

TASKS 

Gather and Review Movement Requirements 

The MCC continuously compiles national-level 

response-resource-movement requirements and 

priorities from all available sources, including the 

ordering, sourcing, and planning processes. MCC 

personnel use data provided by the situational 

awareness process to gain and maintain situational 

awareness of the following: en route and incident-area 

conditions (weather, access, and transportation 

infrastructure), the marshaling area, the Incident 

Support Base (ISB), staging-area capabilities 

(designated locations, availability, access, receiving, 

handling, and throughput conditions), the condition and 

handling capabilities of critical infrastructure and 

transportation assets (from ESF #1, Transportation, 

and the impacted regions), and other limiting factors. 

Sources for Developing 

National-Level ResourceMovement Requirements 

• Deliberate Plans 

• Incident Plans 

• Incident Priorities 

• Incident Requests 

• Environmental Conditions 

• Infrastructure Conditions 

• Support Capabilities 

• Pre-planned Packages 

• Statutes 

• Policies 

• Essential Elements of Information 

The MCC uses the compiled list of national-level movement requirements to assess the 

scope and scheduling implications of the requested movements. (For example, the MCC 

assesses the likelihood that required transportation and support capabilities can be 

assembled to meet the requirements.) The MCC assesses those implications as a set of 

strengths, weaknesses, opportunities, and threats to the requirements. 

Develop National-Level Movement Schedule 

The MCC is the single point for coordinating and scheduling national-level resource 

movements for FEMA. The center is that single point as well for all OFAs that need or supply 

incident transportation and/or expect to pay for that transportation with disaster funds 

controlled by FEMA. Where possible, the MCC’s coordination activities include the 

transportation plans and activities of nongovernmental organizations and international aid 

providers. In addition, the MCC will make every effort to maintain visibility of, and ensure 

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synchronization with, significant State resource movements, including Emergency 

Management Assistance Compact (EMAC) activities. 

Movement schedules take into account transportation capabilities, transportation 

infrastructure conditions, environmental conditions, receiving-area capabilities, and 

resource throughput. The movement planning process aids in anticipating potential issues 

and providing available transportation resources to optimize resource-movement schedules. 

Schedules are optimized to ensure that movements are executed in a timely, efficient, and 

coordinated manner that optimizes the flow of resources into the disaster area. 

The MCC develops movement schedules to meet operational priorities based upon active 

involvement in national support-planning activities. It provides data to the Situational 

Awareness Section and works closely with the transportation planning process to compile a 

list of the proposed resource movement plans, from which MCC personnel create a draft 

national-level movement schedule. The MCC assesses this schedule in terms of incident 

priorities and the availability of required support capabilities (given known and anticipated 

conditions). The MCC also determines whether the plans actually meet known mission 

requirements, and assess the utilization of available conveyances. 

If, at any point in this assessment process, MCC personnel determine that changes may 

benefit the operation, they research the available options and provide recommendations to 

the transportation planning process, which uses them to create an updated transportation 

plan. When each cycle of the process is complete, MCC personnel distribute an updated 

national-level movement schedule to the RCB and the Situational Awareness Section to 

ensure that all stakeholders know which resources are planned to arrive when and where. 

The collection, analysis, and coordination of major incident responders’ transportation plans 

and activities helps the MCC resolve conflicts with regard to transportation requests—e.g., 

where transportation assets are limited or disaster destinations (airports, seaports, and 

ground locations) could experience congestion—or have limited throughput, space, or fuel. 

Coordinate and Resolve Movement Issues 

The MCC improves overall situational awareness and recognizes movement-related issues 

and opportunities by coordinating the actions of interagency stakeholders conducting 

resource movements through the supply chain. The process for situational awareness, 

transportation planning, and transportation execution are key data sources for the MCC’s 

issues process, as is the center’s own movement tracking and reporting process. 

Interagency conference calls are a principal means of collaborating among internal and 

external resource providers and transportation partners. The MCC organizes, schedules, 

hosts, and facilitates these calls to uncover issues affecting resource movement. The MCC 

assigns and tracks the resolution of action items from these forums. 

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The MCC uses data on current and emerging movement execution issues as input to a 

research process that builds a full picture of the issues in question. MCC personnel assess 

whether the issue requires “real-time” resolution. If not, MCC personnel thoroughly research 

the available options and forward their recommendations to the transportation planning 

process for action. 

For issues that require “real-time” resolution, MCC personnel simultaneously determine the 

characteristics of a good solution and research available solutions. They determine which 

options meet the “good solution” characteristics and forward their recommendation to the 

transportation-execution process for action. If no suitable solutions are available, MCC 

personnel forward their findings to the executive decision making process, which passes its 

decision to the transportation planning or execution process, as required by the needs of the 

situation. In all cases, MCC assessments consider all available data on incident priorities, 

environmental and infrastructure conditions, available support capabilities, and the 

stipulations of applicable laws and policies. 

Track and Report Movements 

The MCC actively tracks the location and status of in-transit national-level resources across 

transportation modes and jurisdictions as they move to and from a disaster area. The MCC 

tracks and reports on the planned and executed movement (air, land, and sea) of all organic 

and contracted resource-providers—as they move teams, task forces, equipment, vehicles, 

material, commodities, and other resources. MCC personnel collect data through available 

automated and manual processes. They compile these data in a variety of published and/or 

posted reports and briefings that supply-chain stakeholders can access. MCC personnel 

update the status of planned, “in-process,” and completed movements as needed. They do 

this to meet the needs of both routine and ad hoc conference calls, shift-change briefings, 

and executive forums to provide operational continuity and situational awareness. 

This process uses data from and provides data to a wide variety of external processes, 

including sourcing, support planning, transportation planning, transportation execution, 

situational awareness, and executive decision making (and its customer processes). The 

MCC responds to two different types of reporting needs—recurring and ad hoc. Based on 

FEMA and oversight organization guidance, MCC personnel determine their recurring 

reporting needs (i.e., the types of reports they will issue periodically and the publication 

schedules). The MCC then determines the data elements required to craft the reports. If the 

data required for any report (recurring or ad hoc) are not available from MCC data holdings, 

MCC personnel identify the required data sources and determine whether the requirement is 

a persistent or “one-time” requirement. If the former, MCC personnel craft and establish a 

persistent data call that includes the desired reporting format, which they maintain over 

time. If the data call is a one-time requirement, MCC personnel craft and publish the onetime data call. 

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When required data are available from within the MCC, MCC personnel determine whether 

the report requires a specifically formatted response. If not, they determine the format they 

will use and the required data elements. Then they follow standard procedure: assembling 

the required data, conducting any required analyses, compiling and publishing the report 

and disseminating it to the required recipients, as well as to appropriate stakeholder 

processes. MCC personnel also forward all movement-related issues surfaced during this 

process to the required stakeholder processes. 

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APPENDIX E5: NATIONAL INCIDENT SUPPORT 

BASES & TEAMS (ACTIVATION AND OPERATION) 

This guidance provides a framework for establishing, operating, and demobilizing Incident 

Support Bases (ISBs) and defines the distinction between ISBs and Federal Staging Areas 

(FSAs). This guidance also provides additional direction for the National ISB teams to 

augment FEMA regional or Joint Field Office (JFO)-managed FSA operations and for Regional 

FSA teams to augment Headquarters managed ISBs. Finally, this guidance establishes and 

delineates the areas of responsibility, authority, and command and control of these entities. 

INCIDENT SUPPORT BASES & FEDERAL STAGING AREAS 

ISBs allow FEMA HQ to establish and manage a forward commodity and equipment 

distribution capability during large-scale events affecting multiple FEMA regions or JFOs. 

ISBs will be located as close as practical to an impacted area as the situation will allow. 

a. ISB Defined: An incident facility where mobilized, uncommitted equipment and 

commodities are positioned, generally in anticipation of or in response to an incident. 

An ISB will generally be created to support multiple regions or incidents. ISBs are 

managed at the national level. 

b. FSA Defined: 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 equipment/commodities) and the incident level 

(committed equipment/commodities). 

c. Distribution Strategy: FEMA's distribution strategy is to direct ship to the requester's 

site, by utilizing the most expedient method while eliminating unnecessary delays 

and handling. FEMA HQ may elect to establish an ISB as a forward site to expedite 

the immediate delivery of Initial Response Resources (IRR). In general, during the 

first 72 hours of response operations, FEMA HQ will rapidly establish an early 

resource footprint through the activation of ISBs, the coordinated positioning of IRR 

packages and the follow-on coordinated push of selected resources required to 

stabilize our forward resource posture. Once the early resource posture is stabilized, 

as outlined in paragraph d, the ISB may be re-designated as an FSA. Resources that 

are staged at an incident FSA and managed by a Federal Coordinating Officer are 

employed using the incident action planning processes. 

d. Resource Requests: If a region or JFO has a requirement for ISB resources, one of 

two things may occur: 

1. If an ISB services a single region or JFO and a State requirement has been 

received, commodities are earmarked and dedicated to fill that requirement. The 

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region or JFO can obtain commodities directly from the servicing ISB to fill 

validated state requirements. 

2. If an ISB services multiple regions or JFOs, and State requirements have been 

received, standard commodity requisitioning procedures apply. However, if there 

are competing requests for scarce commodities, the requests will be adjudicated 

at the NRCC. 

e. ISB and FSA Interdependency 

1. The RRCC, after coordination with FEMA HQ, may request that resources be 

positioned at FSAs to support its region. Prior to establishing FSAs, several factors 

must be considered, such as the number of regions/JFOs supported, staging area 

stockage requirements, distance between other FSAs and ISBs, resource 

availability, operational effectiveness and cost efficiency. 

2. Under certain conditions the ISB may be re-designated as an FSA (redesignation 

will normally occur when the ISB is servicing a single JFO or region). Redesignation will occur after coordination between the affected JFO or region and 

FEMA HQ; implementation will be via NRCC Operations Order. 

f. Demobilization: When the response operation is completed at ISBs or FSAs, HQ 

Logistics and/or regions will take action to demobilize ISBs/FSAs, return or dispose 

of commodities, and demobilize the support teams. 

NATIONAL ISB TEAMS & REGIONAL FSA TEAMS 

National and regional teams are composed of FEMA reservists and are organized, trained, 

and equipped for 24/7 operations. When activated in support of ISB or FSA operations, 

team integrity will be maintained to allow efficient and effective operations during critical 

response phases. (Note: Pending complete conversion to the National Cadre Reservist 

system, this paragraph will serve as interim guidance. Once the conversion is completed, 

this policy will be updated to reflect the new national structure.) 

a. Mutual Augmentation: 

1. National ISB Team Support of FSA Operations: If the ISB is designated as an FSA, 

or if a suitable regional team is unavailable, the RRCC, Incident Management 

Assistance Team (IMAT), or JFO may request that the National ISB Team be left inplace for up to two weeks to allow transition with a regional team. 

2. Regional FSA Team Support of ISB Operations: In the event that national ISB 

teams are deployed and unavailable for re-deployment, after coordination with 

the affected region, available regional FSA teams may be designated and 

deployed to operate ISBs. While deployed as an ISB team, regional teams will be 

managed and supported by FEMA HQ. 

b. Deployment Priorities: 

1. Deployment Concept: National teams train and work as an integrated unit, thus 

team integrity during the deployment process is essential. 

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2. Cross Utilization of Team Members: While rostered national team members may 

be deployed by regions and JFOs in other capacities, these members are subject 

to redeployment as ISB and FSA team members during critical, early response 

operations. 

INITIAL RESPONSE RESOURCE PACKAGES 

• Initial Response Resource packages (formerly "Push Packages") are designed to 

provide FEMA HQ the ability to rapidly deploy life sustaining resources during surge 

and early response operations. 

• These packages, designed for pre-staging at HQ FEMA managed ISBs and region/JFO 

managed FSAs, consists of resources to facilitate the rapid stabilization of the 

situation until follow-on Whole Community resource support can be fully leveraged. 

o Initial resources shipped to ISBs and FSAs will consist of either A, B, C, or D 

preconfigured packages (as described below), plus any additional resources 

requested by the responsible command element 

• The IRR Packages are pre-loaded on 53' semi-trailers staged at FEMA distribution 

centers and can be deployed in about 12 hours, plus transit time, to locations 

throughout Continental United States (CONUS) 

• Each IRR package is designed to support a number of disaster survivors as follows: 

o A (Alpha): Provides meals and water for 120,000 people for 1 day (~66 trailers) 

o B (Bravo): Provides meals and water for 60,000 people for 1 day (~45 Trailers) 

o C (Charlie): Provides meals and water for 30,000 people for 1 day (~17 trailers) 

o D (Delta): Provides meals and water for 15,000 people for 1 day (~14 trailers) 

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 

DME & CMS Kits (same Trailer load) 1 1 1 1 

MCOV 3 2 2 2 

Generators (Trailer loads) 17 17 

IRR Package ALPHA BRAVO CHARLIE DELTA 

Meals (eaches) 250,000 125,000 60,000 30,000 

Water (liters) 400,000 200,000 90,000 45,000 

Cots (eaches) 2,100 2,100 2,100 2,100 

Blankets (eaches) 4,500 4,500 4,500 4,500 

Infant and Toddler Kits 20 10 5 3 

DME & CMS Kits 1 & 1 1 & 1 1 & 1 1 & 1 

MCOV 3 2 2 2 

Generators 54 54 

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APPENDIX E6: RESOURCE SUPPORT SECTION 

POSITIONS AND TASKS 

Resources 

Positions Tasks 

Resource Support Section 

Chief (RSSC) 

• Ensures coordination with interagency representatives and 

partners to provide the full spectrum of resources to fulfill 

requests received from the regional and incident levels 

• Oversees and maintains accountability for the receipt, 

validation, and processing of resource requests 

• Delegates approval authority for resource requests as 

appropriate 

• Ensures that staff integrate and coordinate their activities 

internally and externally with all levels of involved 

organizations and agencies 

• Communicates resource management issues and status 

to the Chief of the NRCS 

• Reviews and approves ARFs and Mission Assignments 

• Reviews and approves task orders (indefinite 

delivery/indefinite quantity), contracts, purchase orders, 

and purchase card requests 

• See Chapter 6 and Appendices E1, E2, E3, E4, and G for 

additional responsibilities 

Resource and Capability 

Branch Director (RCBD) 

• Serves as the focal point for tasks and the status of tasks 

for the Federal Government, private sector and private 

nonprofits regarding the provision of resources 

• Manages, coordinates, and supports activities of assigned 

ESFs, resource providers, and sources to include mass 

care, operational support, emergency services, and 

infrastructure assets functions in support of the NRCS 

mission 

• Receives, identifies sources for, and provides capabilities 

to fill validated requests 

• Provides available capabilities to the Order Processing 

Group to meet resource requests 

• Provides resource and capability requirements for the 

National Support Plan 

• See Chapter 6 and Appendices E1, E2, E3, E4, and G for 

additional responsibilities 

Resource Tracker (REST) 

• Tracks resource orders and allocations, from source 

through delivery, and the availability of national resources 

to provide national situational awareness of potential, 

developing, or ongoing situations by coordinating with the 

RCB (These resources include personnel, major items of 

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Resources 

Positions Tasks 

equipment, initial response resources, commodities, and 

teams) 

• Monitors the progress of requests, and establishes initial 

asset visibility tracking for all deployed resources 

• Creates records and maintains information in the 

automated tracking system 

• Generates and updates resource, action, and order 

tracking reports as requested 

• Retrieves information and reports from the Mission 

Assignment Specialist and the Planning Support Section 

points of contact 

• See the Chapter 6 and Appendix E1 for additional 

responsibilities 

Individual Assistance (IA) 

Group Supervisor (IAGS) 

• Coordinates, manages, and facilitates the acquisition of 

resources, including personnel, to support the 

implementation of IA programs in declared jurisdictions 

• Coordinates with Federal/State/territorial/tribal and NGO 

IA staff at RRCCs, JFOs, area field offices, initial operating 

facilities and/or emergency operations centers to fulfill 

resource requirements that cannot be met at the regional 

level 

• De-conflicts requests for limited IA resources 

• Ensures that required IA Action Request Forms, 40-1s, and 

Mission Assignments are processed, resources are 

identified and funding is allocated and obligated 

• Facilitates the coordination of ESF #6 partner agency and 

organization resources 

• Supports planning activities and serves as a subject 

matter expert for IA issues 

• Supervises assigned IA staff 

• Coordinates resources, services and information with 

other Federal agency and voluntary organization staff 

assigned to the IA Group in the NRCC 

• Serves as the focal point for taskings, coordination, and 

special considerations for ESFs, voluntary organizations, 

and program elements assigned to the NRCC IA Group. 

During partial activations, these responsibilities may be 

shifted to the Resource Support Section Chief 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Mass Care/Emergency 

Assistance Unit Leader 

(MEUL) 

• Ensures that the appropriate mass care/emergency 

assistance (MC/EA) resources, including sheltering, 

feeding, distribution of emergency supplies, reunification 

services, support to individuals with access and functional 

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Resources 

Positions Tasks 

needs, children, household pets and service animals and 

mass evacuation, are identified and available to support 

incident requests 

• Coordinates with the MC/EA counterpart at the RRCC/JFO 

to fulfill resource requirements that cannot be met at the 

regional level 

• De-conflicts requests for limited MC/EA resources 

• Facilitates the acquisition and coordination of MC/EA 

resources and information sharing among government, 

voluntary organization and private sector partners 

• Supports planning activities and serves as a subject 

matter expert for MC/EA issues 

• Supervises assigned staff 

• Provides support to the IAGS. The IAGS is the final 

authority for submitting ESF #6 statistics and information 

to the Planning Support Section for inclusion in plans, 

briefs and reports 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Mass Care/Emergency 

Assistance Specialist 

(MESP) 

• Supports the Mass Care/Emergency Assistance Unit 

Leader 

• Provides subject matter expertise in one or more of the 

following functional areas: sheltering, feeding, distribution 

of emergency supplies, reunification services, support to 

individuals with access and functional needs, children, 

household pets and service animals and mass evacuation 

• Gathers and compiles operational information from ESF 

#6 partner agencies and organizations for inclusion in 

plans, briefs, reports and the common operating picture 

• Coordinates requests with other FEMA Directorates 

including FEMA Logistics and Acquisitions, and ESF #6 

support agencies including ESF #3, #4, #8 and #11 and 

voluntary organizations 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Note: Multiple staff may be required to fulfill the requirements 

of this function 

Technical Specialist 

(American Red Cross) 

(TCSP) 

• Point of Contact for sourcing requests for American Red 

Cross 

• Serves as the principal advisor to FEMA IA leadership on 

matters involving ARC during all phases of an incident, 

including activation, response, and recovery 

• Monitors and provides support to the Situational 

Awareness Section during NRCC activations 

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Resources 

Positions Tasks 

• Participates, as required, in FEMA operational planning 

efforts 

• Provides situational awareness, technical expertise and 

critical information regarding all elements of the ARC 

response 

• Performs analysis of available data, using input from 

State, local, and Federal stakeholders, including 

hazard/disaster information, perishable data collection 

and damage information 

• Provides hazard-related technical data and assistance to 

FEMA partners involved in making decisions critical to the 

disaster recovery 

Individuals and Households 

Unit Leader (IHUL) 

• Ensures that the appropriate resources are identified and 

available to support the request from the field—resources 

that may include personnel for planning, housing 

assessment teams, emergency temporary housing 

options, access to national resources, policy and guidance 

interpretation, access to existing pre-scripted mission 

assignments, interagency agreements, current inventory 

availability, etc. 

• Supervises Housing and Financial Assistant Specialists 

Housing and Financial 

Assistant Specialist (HFAS) 

• Provides direction on disaster operations, policies, 

procedures and guidance for the implementation of the 

Individuals and Households Program during disaster field 

operations 

• Provides coordination and direction on the 

implementation of IA preliminary damage assessments 

during disaster field operations 

NPSC Specialist (NPSP) 

• Serves as a liaison with NPSC Operations to ensure 

delivery and reporting on applicant registration, processing 

and staffing 

• Participates in planning and operations to generate 

solutions to challenges and developing needs in delivering 

Individual Assistance, through collaboration with ESF #3, 

6, 8, and 11 partners. 

• Provides routine status reports and information on 

sourcing readiness or unmet needs 

Human Services Unit 

Leader (HSUL) 

• Supervises the Human Services Specialist 

• Coordinates Human Services Programs 

• Provides disaster program oversight and management 

with implementing Disaster Legal Services, Crisis 

Counseling Program, Disaster Unemployment Assistance, 

and Disaster Case Management Program. 

• Provides program oversight and management on Disaster 

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Resources 

Positions Tasks 

Recovery Centers (DRCs) 

Human Services Specialist 

(HUSP) 

• Communicates with DRC Group Supervisors on routine 

basis 

• Maintains records of DRC locations, opening and closing 

dates, and staffing and ensure the information is updated 

• Briefs Human Services Unit Leader on DRC activities and 

issues 

• Communicates and assists in the coordination of DRC 

resources and supplies 

• Captures Human Service Program requirements and 

issues from the field and communicates those to the 

Human Services Unit Leader 

• Provides current and historical direction on disaster 

operational policies, procedures, and guidance for the 

implementation of Disaster Legal Services, Crisis 

Counseling Program, Disaster Unemployment Assistance, 

and Disaster Case Management Programs during disaster 

field operations 

Voluntary Agency Liaison 

Unit Leader (VAUL) 

• Coordinates with the National Voluntary Organizations 

Active in Disaster, the DHS Center for Faith-Based and 

Community Initiatives, FEMA regions, Federal agencies, 

and ESF #14, Long Term Community Recovery 

• Coordinates delivery of emergency assistance provided by 

voluntary, faith-based, and community-based 

organizations 

• Supervises Voluntary Agency Liaison Specialists and 

Donations Management Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Voluntary Agency Liaison 

Specialist (VASP) 

• Provides technical assistance and support to FEMA 

components and voluntary agencies 

• Coordinates additional emergency assistance provided by 

voluntary, faith-based, and community-based 

organizations 

• Initiates and processes Action Request Forms and Mission 

Assignments 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Donations Management 

Specialist (DMSP) 

• Provides technical assistance to key FEMA components, 

including affected regions, pertaining to unsolicited 

donations and spontaneous volunteers 

• Oversees management of the national portal of the 

National Donations Management Network 

• Collects and shares information about unsolicited 

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Resources 

Positions Tasks 

donations and spontaneous volunteer management 

operations in the States 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Emergency Services Group 

Supervisor (ESGS) 

• Coordinates the activities for and supports regional ESF 

#4, 8, 9, 10, and 13 lead and supporting agencies to 

provide emergency services and incident support as 

required 

• Manages priorities and coordinates national requirements, 

plans, and other special considerations with each ESF 

agency in the Emergency Services Group 

• Advises the RSS Chief regarding requests for assistance 

• Supervises assigned staff 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Firefighting Unit Leader 

(FFUL) 

• Supervises the Firefighting Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Firefighting Specialist 

(FFSP) 

• Coordinates and provides subject matter expertise for 

firefighting activities and requirements including: 

detection and suppression of wildland, rural, and urban 

fires resulting from, or occurring coincidentally with, a 

major disaster, emergency, or other event requiring 

Federal response 

• Provides status of all firefighting capabilities to the 

Situational Awareness Section 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Public Safety and Security 

Unit Leader (PSUL) 

• Supervises Public Safety and Security Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Public Safety and Security 

Specialist (PSSS) 

• Provides subject matter expertise for public safety and 

security activities and requirements 

• Incorporates public safety and security requirements and 

limitations into the NSP 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• Provides the status of all law enforcement capabilities to 

the Situational Awareness Section 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

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Resources 

Positions Tasks 

Public Safety and Security 

Specialist (PSSS) (U.S. 

Customs and Border 

Protection) 

• Provides national coordination of support to meet the U.S. 

Customs and Border Protection (CBP) requirements as the 

Order Processing Group directs 

• Provides subject matter expertise for CBP-related issues 

and requirements 

• Incorporates CBP requirements and limitations into the 

NSP 

• Provides the status of all CBP capabilities to the 

Situational Awareness Section 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Public Health and Medical 

Services Unit Leader (PHUL) 

• Supervises Public Health and Medical Services Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Public Health and Medical 

Services Specialist (PHSP) 

• Coordinates assistance and serves as the subject matter 

expert for public health and medical service-related issues 

and requirements 

• Provides the status of all public health and medical 

capabilities to the Situational Awareness Section 

• Identifies the nature and extent of public health and 

medical problems and recommends appropriate 

monitoring and public surveillance 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• Incorporates medical assistance requirements and 

limitations into the NSP 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Oil and Hazardous 

Materials Unit Leader 

(OHUL) 

• Supervises Oil and Hazardous Materials Specialist 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Oil and Hazardous 

Materials Specialist (OHMS) 

• Coordinates assistance and serves as the subject matter 

expert for responding to an actual or potential discharge 

or release of hazardous materials following a major 

disaster, emergency, or other event requiring Federal 

response 

• Provides the status of all hazmat capabilities to the 

Situational Awareness Section 

• Provides hazardous materials (hazmat) input for the NSP 

• Establishes a liaison with the incident Hazards 

Performance Analysis Group 

• Coordinates with the region on any hazmat-related 

strategies 

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Resources 

Positions Tasks 

• Coordinates with the Situational Awareness Section on the 

use of the geospatial information systems 

• Coordinates with the region to ensure that resources and 

technical assistance are available for Hazmat recovery 

operations. 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Search and Rescue Unit 

Leader (SRUL) 

• Supervises Search and Rescue Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Search and Rescue 

Specialist (SRSP) 

• Coordinates with ESF #9, Search and Rescue, primary and 

supporting agencies to deploy Federal urban search and 

rescue teams to the incident, when needed 

• Provides incident support for facilities and equipment 

required to deploy urban, wildland, aerial, maritime and 

river search-and-rescue capabilities to the incident 

• Represents ESF #9 during planning efforts, media 

interviews, and other situations as needed 

• Incorporates search and rescue requirements and 

limitations into the NSP 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• Provides the status of all search-and-rescue capabilities to 

Situational Awareness Section 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Infrastructure Assets Group 

Supervisor (INGS) 

• Coordinates assistance for communities for debris 

removal to facilitate both entry of emergency workers, as 

well as the evacuation and return of public; also provides 

assistance for the restoration of public and private 

nonprofit facilities 

• Coordinates all aspects of Federal support to public and 

private entities responsible for operating and maintaining 

infrastructure components 

• Coordinates assistance, activities, and serves as a subject 

matter expert for infrastructure and public works and 

engineering support following a major disaster, 

emergency, or other event requiring Federal response 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• Provides coordination and information support of the 

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Resources 

Positions Tasks 

NRCS for public works and engineering support to assist 

the region(s) in response and recovery needs following a 

major disaster, emergency, or other event requiring 

Federal response 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Energy Unit Leader (ENUL) 

• Supervises Energy Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Energy Specialist (EGSP) 

• Provides coordination and information support to the 

NRCS for the Federal efforts to facilitate restoration of 

affected energy systems following a major disaster, 

emergency, or other event requiring Federal response 

• Determines the need for, manages, delivers, and supports 

facilities and equipment required to ensure that energy 

needs are met at the incident—doing so by coordinating 

with the ESF #12, Energy, representative, Department of 

Energy, and other appropriate entities 

• Serves as the subject matter expert for energy related 

issues and requirements 

• Incorporates energy requirements and limitations into the 

NSP 

• Provides the status of all energy capabilities to the 

Situational Awareness Section 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Public Works and 

Engineering Unit Leader 

(PWUL) 

• Supervises Public Works and Engineering Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Public Works and 

Engineering Specialist 

(PWSP) 

• Coordinates and serves as the subject matter expert to 

support the NRCS for the Federal efforts to facilitate 

debris removal, power restoration, and infrastructure 

requirements at the incident 

• Works with regions on emergency debris removal 

requirements 

• Incorporates engineering and public works requirements 

and limitations into the NSP 

• Tracks all resources that are deployed to support the 

incident 

• Provides the status of all public works and engineering 

capabilities to the Situational Awareness Section 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

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Resources 

Positions Tasks 

Operational Support Group 

Supervisor (OSGS) 

• Provides national coordination of support to meet the 

operational response needs (FEMA logistics, air assets, 

military, etc.) as identified by the region 

• Provides updated consolidated reports on air assets, 

communications, private sector, and military activities to 

the Situational Awareness Section for inclusion in national 

situation reports 

• Reviews and approves relevant Action Request Forms 

• Prepares relevant descriptions of tasks/statements of 

work for task orders, contracts, and purchase orders 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

National Assets Unit Leader 

(NAUL) 

• Supervises National Assets Specialists, Emergency 

Management Assistance Compact Specialists, the DHS 

Surge Capacity Force Representative, and the Air Assets 

Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

National Assets Specialist 

(NASP) 

• Determines, manages, and supports requests that can be 

supported directly by FEMA assets as directed by the 

Order Processing Group 

• Incorporates FEMA assets requirements and limitations 

into the National Support Plan 

• Provides the status of all FEMA assets capabilities to the 

Situational Awareness Section 

• Alerts the holder of commodity from Headquarters that a 

request was issued from/by the incident 

• Prepares tasks 

• Executes tasks 

• Ensures that teams and equipment are ready for 

deployment 

• Notifies and deploys the ISB team 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Emergency Management 

Assistance Compact 

Specialist (EMSP) 

• Facilitates and supports Emergency Management 

Assistance Compact agreements between States 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Air Assets Specialist (AASP) 

• Provides air assets in support of regional requests 

• Incorporates air assets requirements and limitations into 

the National Support Plan 

• Provides the status of all air assets capabilities to the 

Situational Awareness Section 

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Resources 

Positions Tasks 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Communications Unit 

Leader (COML) 

• Supervises Communications Specialists 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

Communications Specialist 

(CMSP) 

• Coordinates the execution of all national ESF #2 related 

missions and operational activities 

• Supports the deployment of telecommunications and 

operations assets in response to all hazards 

• Supports the disaster emergency communications needs 

of regions 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• Supplies information on Federal communications support 

to State and local governmental entities, voluntary 

organizations, and Federal departments and agencies 

requiring communications resources 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Incident Support Base 

Sustainment Unit Leader 

(ISBU) 

• Executes the deployment of the ISB team and equipment 

cache to the designated site 

• Monitors and maintains visibility on team deployment from 

start to finish and report status to OSGS 

• Oversees sustainment of and coordinating resource 

requests for team 

• Maintains situational awareness throughout deployment 

of the ISB and ensure SITREP reporting processes and 

procedures are followed 

• Coordinates transition of ISB to FSA (regional) if required 

• Coordinates and monitor redeployment of ISB team and 

equipment cache and site closeout 

• Supervises Logistics Specialists 

• See Chapter 6 and Appendices E2, E3, and G for 

additional responsibilities 

Logistics Specialist (LGSP) 

• Serves as point of contact for ISB personnel in the field 

• Provides administrative support to the ISB 

• Orders personnel and resources for the ISB 

Deployment Unit Leader 

(DPUL) 

• Supervises DHS Surge Capacity Force Representative, 

Incident Management Workforce Specialist, FEMA Corps 

Specialist, and Deployment/Automated Deployment 

Database (ADD) Specialist 

• See Chapter 6 and Appendices E2 and G for additional 

responsibilities 

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Resources 

Positions Tasks 

DHS Surge Capacity Force 

Representative (SCFR) 

• Represents the DHS Surge Capacity Force (SCF), which is 

drawn from qualified volunteers (Tier 3) from other DHS 

Components or OFAs who will augment FEMA staff in the 

various program areas 

• Drafts a memorandum to request activation of the DHS 

SCF by the Secretary of DHS for Level 1 or multiple Level 2 

Events 

• Advises on the pre-identified location for activation of the 

SCF Mobilization Center Areas 

• Requests resource support as needed for the SCF 

Mobilization Center Areas, especially if located in a nonfixed facility (IT, transportation, apparel, lodging, etc.) 

• Reports on the availability of DHS SCF Volunteers 

• Briefs the RSS Chief on current DHS SCF capabilities 

• Briefs SCF Liaisons on the potential for DHS SCF activation 

• Coordinates the approval of pre-scripted mission 

assignments for support of personnel from other 

components/OFAs. 

• Coordinates the deployment of Incident Workforce 

Management Office (IWMO) Staff for potential DHS SCF 

activation 

• Coordinates the deployment of instructors in DHS SCF 

support areas 

• Maintains communications with SCF Mobilization Center 

Area Manager(s) in field 

• Supports IWMO Executive Director, Director, and IWMO 

Coordination Representative in coordination of all DHS 

SCF related issues 

• Coordinates the resolution of issues/concerns that arises 

in relation to DHS SCF volunteers from other components 

Incident Management 

Workforce Specialist 

(IMWS) 

• Serves as subject matter expert for FEMA Corps, FEMA 

Qualification System, and Reservist Program 

• Receives, processes, and provides information on any 

requests for information related to FEMA Corps, FEMA 

Qualification System, and Reservist Program 

• Supports FEMA Disaster Programs in the use of personnel 

from FEMA Corps, SCF, and Reservist Programs 

FEMA Corps Specialist 

(FESP) 

• Runs the expedited disaster service assignment process 

required to reassign FEMA Corps teams 

• Tracks movements of FEMA Corps and supports lodging 

issues by working with National Civilian Community Corps 

and FEMA Voluntary Agency Liaisons 

• Facilitates requests for information that require 

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Resources 

Positions Tasks 

information/coordination with Corporation for National 

and Community Service National Civilian Community Corps 

• Plans and coordinates any required just in time training for 

FEMA Corps teams based on assigned duties 

• Coordinates the deployment of any IWMO staff to support 

FEMA Corps coordination in the field at the JFO 

• Supports IWMO Coordination Representative 

Deployment/ADD Specialist 

(DESP) 

• Receives, processes, and provides ADD/Deployment 

requests for information 

• Supports IWMO Coordination Representative 

• Supports HQ leadership deployment requests 

U.S. Coast Guard Specialist 

(CGSP) 

• Evaluates requests (or potential requirements) for U.S. 

Coast Guard (USCG) support and addresses USCG 

resource requests in the National Support Plan 

• Tracks USCG resources responding to the incident 

• Advises on and documents decisions relative to USCG 

involvement in the response 

• Serves as the point of contact for USCG-related issues and 

requirements 

• Incorporates USCG requirements and limitations into the 

National Support Plan 

• Tracks all USCG resources that are deployed to support 

the incident 

• Ensures the well-being of all USCG personnel assigned to 

the region/incident 

• Ensures that all USCG personnel and equipment are 

properly accounted for and released before departure 

• Reconciles all open USCG MAs before departure 

• Documents in writing all significant decisions and facts 

relative to USCG involvement in the response 

• Ensures that all documentation to support MA 

reimbursement is provided to FEMA and copies are 

provided to USCG 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Department of Defense 

Specialist (DDSP) 

• Evaluates requests (or potential requirements) for 

Department of Defense (DOD) support and addresses 

DOD resource requests in the National Support Plan 

• Tracks DOD resources responding to the incident 

• Advises on and documents decisions relative to DOD 

involvement in the response 

• Provides information regarding the availability of DOD 's 

military support capabilities during a national emergency 

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Resources 

Positions Tasks 

and/or natural disaster to the RSS Chief and other 

appropriate FEMA and ESF authorities 

• Provides accurate and timely information regarding 

FEMA's plan of action and other activities to the Joint 

Director of Military Support (JDOMS). 

• Initiates and processes, when required, Action Request 

Forms for military support to JDOMS when requested by 

FEMA or other ESFs 

• Provides updated information and the status of military 

support requests to the RSS Chief and/or other 

appropriate authorities and ESFs 

• Participates in planning sessions and activities 

• Serves as the point of contact for DOD-related issues and 

requirements 

• Incorporates DOD requirements and limitations into the 

National Support Plan 

• Tracks all deployed DOD resources that are supporting the 

incident 

• Ensures the well-being of all DOD personnel assigned 

• Ensures that all DOD personnel and equipment are 

properly accounted for and released before departure 

• Reconciles all open DOD MAs before departure 

• Documents in writing all significant decisions and facts 

relative to DOD involvement in the response 

• Ensures that all DOD resources are demobilized and 

returned to home station 

• Ensures that all documentation to support MA 

reimbursement is provided to FEMA and copies are 

provided to DOD 

• Prepares relevant descriptions of tasks/statements of 

work for purchase orders 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Mobile Communication 

Office Vehicle Specialist 

(MOSP) 

• Processes the intake of Mobile Communication Office 

Vehicles (MCOV) via LSCMS (after sourcing has been 

completed) 

• Alerts the program office that a request for MCOVs has 

been submitted 

• Requests the deployment of a driver for the MCOV 

(processed via the Automated Deployment Database 

[ADD] by the ADD specialist) 

• Inputs information into the appropriate systems (e.g., 

Integrated Response and Recovery Information System) to 

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Resources 

Positions Tasks 

ensure that the vehicle can be tracked 

• Communicates the expected arrival time of MCOVs to the 

incident 

• See Chapter 6 and Appendix E2 for additional 

responsibilities 

Transportation and 

Movement Coordination 

Group Supervisor (TMGS) 

• Provides multi-modal transportation management and 

oversight of transportation requirements by coordinating 

with affected stakeholders 

• Coordinates for the control and movement of materiel, 

personnel, or personal property on commercial and 

military transport 

• Determines requirements for moving resources to and 

from a disaster area based on operational priorities 

• Acquires and provides transportation for the movement of 

resources to incident locations by coordinating with 

vendors, Federal, State, local, and ESF partners 

• Supervises and directs the work of associated movement 

tracking specialists 

• See Chapter 6 and Appendices E1, E2, E3, E4, and G for 

additional responsibilities 

Transportation Services Unit 

Leader (TSUL) 

• Supervises the Transportation Lead Specialists 

• See Chapter 6 and Appendices E4 and G for additional 

responsibilities 

Transportation Lead 

Specialist (TLSP) 

• Supervises the Transportation Specialists 

• See Chapter 6 and Appendix E4 for additional 

responsibilities 

Note: During a Level I incident, there may be three Transportation Lead 

Specialists: one tracking aircraft, one tracking sea vessels 

transportation, and one tracking ground vehicles. 

Transportation Specialist 

(TNSP) 

• Coordinates the transportation of commodities, teams, 

and equipment to the incident site 

• Monitors and responds to requests for transportation and 

coordinates transportation capabilities 

• Develops movement schedules and concepts of execution 

• Acquires and provides transportation for the movement of 

resources to incident locations by coordinating with 

vendors, and Federal, State, local, and ESF partners 

• Provides multi-modal transportation management and 

oversight of transportation requirements by coordinating 

with affected regions and the MCC 

• Arranges transportation for resources sourced via 

interagency agreements 

• Arranges shipping for resources sourced via interagency 

agreements, Mission Assignments, and contracts (UPS, 

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Positions Tasks 

DHL, etc.). 

• See Chapter 6 and Appendix E4 for additional 

responsibilities 

Note: During a Level I incident, there may be a number of Transportation 

Specialists. They will be organized by transportation owner (commercial, 

DOD, and OFAs). 

Movement Coordination 

Center Leader (MOCL) 

• Supervises Movement Tracking Specialists 

• See Chapter 6 and Appendices E4 and G for additional 

responsibilities 

Movement Tracking 

Specialist (MVSP) 

• Supports the Transportation Specialist by tracking the 

movement of resources, to include commodities, 

personnel, and equipment via ground, air, or sea modes of 

transportation 

• Monitors and assesses transportation needs, capabilities, 

and conditions 

• Prepares and provides movement reports to the 

Situational Awareness Section 

• Coordinates the execution of all ESF #1, Transportation, 

related missions and operational activities 

• See Chapter 6 and Appendix E4 for additional 

responsibilities 

Note: During a Level I incident, there may be three Movement Tracking 

Specialists: one tracking aircraft, one tracking sea vessels transportation, 

and one tracking ground vehicles. 

Incident Support Base 

Group Supervisor (ISGS) 

• Coordinates with the landlord about expectations, 

restrictions, responsibilities for repairs, geographic 

boundaries, etc. 

• Develops the site layout and account for the following: 

Check-in/Check–out points, traffic flow, parking areas by 

commodity, and driver information center 

• Provides support services, including portable toilets, wash 

stations, dumpsters, fuel, and medical 

• Coordinates security needs with the Security Manager 

• Coordinates with Safety Officer to ensure oversight and 

compliance with all safety regulations 

• Develops an Incident Support Base Operations Plan 

• Establishes check-in and check-out functions 

• Maintains and provides the status of resources in the 

Incident Support Base to the Resource Support Section 

• Dispatches resources in the Incident Support Base as 

identified in the NSP or in response to orders from the CNRCS or RSS Section Chief 

• Ensures that receipts are obtained and issued for 

commodities, equipment, and other supplies received and 

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Positions Tasks 

distributed 

• Demobilizes the incident support base in accordance with 

the Demobilization Plan 

Ground Support Unit Leader 

(GSUL) 

• Establish the Ground Support Unit and oversee its 

activities. 

• Coordinate with the ISB Group Supervisor to establish the 

layout, such as parking, fueling, maintenance, 

loading/unloading heavy equipment, shelter, traffic flow, 

and space for expansion 

• Provide ground transportation of resources and supplies 

based on anticipated needs, priorities, and requests 

• Maintain a Support Vehicle Inventory of all transportation 

vehicles 

• Notify the Resource Support Section of all status changes 

of vehicles 

• Ensure that accident and incident reports are completed 

accurately and forwarded to appropriate authority 

• Collect and record information on rental, contract, and 

agency equipment 

• Coordinate with other units to manage hazardous 

materials—like petroleum—according to applicable 

regulations, including environmental regulations, shipping 

and handling, plus storage, disposal, and containment 

• Ensure that pre- and post-inspections are completed 

• Supervises Logistics Specialists, Fleet Manager, and 

Network Manager 

Logistics Specialist (LGSP) • Reports to the Ground Support Unit Leader and is 

responsible for supporting transportation functions 

Fleet Manager (FTMG) 

• Identifies and obtains vehicles to meet incident 

requirements 

• Coordinates with NRCS leadership to identify vehicle 

requirements 

• Orders vehicles through General Services Administration, 

FEMA, or commercial rental 

• Tracks and monitors fleet usage and expenditures 

• Obtains FEMA or DHS vehicle license tags as required 

• Ensures compliance with Federal Fleet policies 

• Files vehicle inventory usage (mileage/hours) reports 

• Schedules and dispatches vehicles 

• Assigns vehicles to programmatic personnel as requested 

• Assigns functional-need vehicles such as delivery, courier, 

VIP, material handling, and evacuation 

• Maintains systems for the effective control and 

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Positions Tasks 

accountability of all motor vehicle fleet assets 

• Ensures that proper maintenance is conducted on the 

fleet 

• Develops an Asset Protection Plan 

Network Manager (NEMG) 

• Provides recommendations for facility selections 

• Identifies the demarcation point (DMARC) — and 

accessibility, network capacity, existing working phone 

number in the facility, existing data circuit type and 

number 

• Verifies cellular voice and data service capability by 

vendor type 

• Identifies and mitigate potential design issues 

• Implements initial site set-up based on the design plan 

• Conducts the server pre-installation activities—rights, file 

share, print queues, domain local groups 

• Installs and configure audiovisual equipment for video 

teleconferencing 

• Establishes server backup routine 

• Validates the Active Directory Organizational Unit 

• Manages the installation of the network infrastructure. 

• Coordinates with TELCOM vendors for voice and data 

service delivery 

• Ensures that the workstation configuration is in 

accordance with current FEMA EA standards 

• Supervises initial set-up, installation, and configuration of 

agency-approved customer hardware and software 

• Analyzes and investigate assigned Help Desk tickets 

through the Enterprise Service Desk and Remedy 

• Maintains network connectivity and server operation 

• Complies with DHS/FEMA network Cyber Security 

standards and requirements 

• Performs and verify daily backup functions and backup 

library 

• Confirms the recovery of IT equipment 

Receiving and Distribution 

Unit Leader (RDUL) 

• Establishes an efficient system for receiving and 

distributing commodities 

• Establishes adequate check-in and check-out of 

commodity vehicles 

• Ensures that commodity inventory is continuously 

maintained and reconciled 

• Maintains and provide the status of all resources in the 

incident support base to the ISB Group Supervisor 

• Directs ESF #3, Public Works and Engineering, primary 

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Positions Tasks 

and coordinating agencies to dispatch commodity trucks 

to specified locations 

• Supervises Status/Check-in Recorder, Accountable 

Property Manager, and Logistics Systems Manager 

Status/Check-in Recorder 

(SCKN) 

• Organizes and maintain the check-in and check-out 

stations, post signs to clearly identify the stations, and 

ensure that proper safety measures are in place 

• Collects, records, and maintains required information 

accurately on the specified incident support base gate log 

for each commodity truck and for all incident personnel, 

equipment, and visitors entering or leaving the incident 

support base 

• Maintains the Check-In List for all personnel, and submit 

all gate logs as directed by the supervisor. 

• Transmits check-in information to the Receiving and 

Distribution Unit Leader (RDUL) on the regular, 

prearranged schedule or as needed 

Accountable Property 

Manager (APMG) 

• Establishes the Accountable Property Office 

• Executes designation memorandums including: 

Accountable Property Specialist, and custodial officer 

• Requests the site code for the Inventory System of Record 

(ISR) 

• Ensures that items are accurately received and inputted 

into the ISR 

• Ensures that dictionary definitions for new information are 

created 

• Ensures that all accountable property is bar coded in 

accordance with the Field Operations Guide (FOG) 

• Ensures that the receiving documentation process is 

followed 

• Ensures that hand receipts are complete and accurate 

• Coordinates asset removal procedures with Security 

• Ensures that all assets are organized, stored, and secured 

• Determines the appropriate inventory type 

• Reviews discrepancy reports to identify corrective actions 

• Generates an annual inventory certification memorandum 

as required 

• Reviews Property Transfer Reports for accuracy 

• Oversees the Report of Survey processes 

• Processes excess property 

• Forwards the excess property list to the Program 

Management Office 

• Ensures that internal and external agency materials are 

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Positions Tasks 

received into the ISR 

• Coordinates property distribution for: supplies and 

equipment that are excess to the disaster, and future 

FEMA requirements as directed by Logistics Management 

Directorate 

• Consolidates all property documents for record retention 

in accordance with the FOG 

• Ensures that all processes adhere to the FEMA Manual 

119-7-1, Personal Property Management 

Logistics Systems Manager 

(LYMG) 

• Manages the set-up of FEMA-approved automated 

logistics systems 

• Makes required requests to approving authority to include 

system access rights, site code, and new item identifiers 

• Reviews subordinates’ data entry for completeness, 

accuracy, and timeliness 

• Coaches subordinates on the recognition and resolution of 

system conflicts 

• Ensures that all system processes are complete including 

maintenance of archive file and order closeout 

• Supervises the use of FEMA-approved automated systems 

for tracking, ordering, shipping, receiving, and requesting 

• Familiarizes staff on techniques and approaches used in 

creating accurate and applicable reports 

• Directs staff to generate reports and analyze for accuracy 

and applicability 

• Identifies reporting discrepancies and conflicting data with 

partners 

• Initiates corrective actions—reports discrepancies to 

immediate supervisor, adjusts system data, and directs 

subordinates to take appropriate action 

• Manages the shutdown of FEMA-approved automated 

logistics systems—remove system access rights, and close 

the site code 

Ordering Manager (ORMG) 

• Manages the process for ordering supplies, equipment, 

personnel, teams, services or commodities 

• Ensures that the ordering process is followed in 

accordance with policies and procedures 

• Ensures that funding is available to make purchases 

• Validates additional funding requests generated by 

subordinates 

• Processes requests for additional funds 

• Verifies that all vendor payments are processed and 

closed out in accordance with policies and procedures 

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Positions Tasks 

• Resolves vendor payment discrepancies 

• Verifies with vendors that outstanding invoices have been 

submitted 

• Determines the disposition of all outstanding orders 

• Coordinates the return of leased property to vendors 

• Supervises Ordering Specialists 

Ordering Specialist (ORSP) 

• Reports to the Ordering Manager and is responsible for 

establishing the best source of supply, identifying vendors, 

and ordering supplies, equipment, personnel, teams, and 

commodities 

Logistics Supply Chain 

Management System 

Specialist (LSCS) 

• Develops and tailors reports required for reporting status 

of ISB resources 

Order Processing Group 

Supervisor (OPGS) 

• Receives, coordinates, and orders internal and external 

resources for validated requests from the incident in 

support of all hazards 

• Determines the source of supply or best method to fill 

incident requests by the requested and agreed upon 

delivery date 

• Ensures that staff track and record all financial 

transactions, and that staff meet all financial obligations 

in a timely manner through coordination with the 

Comptroller 

• Uses a standard process where all resource requests will 

be received, acquired, shipped, and tracked from the 

source to the required destination (i.e., Incident Support 

Base) through the use of Single Point Order and Tracking 

• Leverages vendor networks and partners in the Federal 

response supply chain by maintaining close 

communication with them and by coordinating with the 

Comptroller 

• Coordinates and communicates the status of requests and 

orders to customers 

• Coordinates with the RCB to procure and coordinate the 

delivery of resource requests 

• Coordinates with the Transportation and Movement 

Coordination Group provide information on resources 

requiring movement coordination based on operational 

priorities 

• Coordinates and executes resource support to include: 

o Coordinating with counterparts to establish a unified 

logistics program 

o Coordinating initial sourcing commodity requests with 

the Resource Management Group and Resource 

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Positions Tasks 

Support Managers 

• Performs sourcing analyses and recommends the best 

sourcing option for acquiring commodities 

• Prepares, validates, coordinates, and submits required 

reports to the Situational Awareness Section 

• Identifies and addresses issues affecting funding 

• Ensures efficient and timely billing and payment 

procedures 

• Receives and processes all resource requests submitted 

from the Emergency Management Assistance Compact 

(EMAC), IMAT, JFOs, RRCCs, or OFAs 

• Administers all financial matters pertaining to vendor 

contracts and Mission Assignments 

• Receives, coordinates, and monitors external and internal 

resource operations and support requests by receiving 

Action Request Forms submitted at the originating 

organizational level 

• Receives the best price on resources by negotiating with 

suppliers 

• Assists those writing statements of work, memorandums 

of understanding, and memorandums of agreement by 

providing document templates and working with 

appropriate internal and external staff to collect 

information 

• See Chapter 6 and Appendices E1, E2, E3, E4, and G for 

additional responsibilities 

Mission Assignment Unit 

Leader (MAUL) 

• Supervises the Mission Assignment Specialists 

• Coordinates information with all involved parties 

• Tracks the MA activity throughout the entire MA process 

• Assists in processing Action Request Forms and Mission 

Assignments 

Mission Assignment 

Specialist (MASP) 

• Organizes, prepares, and maintains the Mission 

Assignment (MA) documentation 

• Checks and verifies the completeness of all the related MA 

information and approvals 

• Coordinates the processing of ARFs with unit and agency 

representatives and approving officials (e.g., Resource 

Support Section Chief); also communicates with the 

Comptroller to ensure the timely issuance of MAs to 

Federal departments and agencies 

• Provides the MA status to the RCB 

• Maintains and provides copies of the President’s 

declaration letter, declaration notification, Federal 

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Positions Tasks 

Register, and subsequent amendments to the Records 

Management Unit 

• Maintains a list of the names of the State Approving 

Officers who have been delegated the authority to request 

disaster assistance and agree to State cost share 

• Reviews the financial and program status of MA execution 

with relevant project managers and/or ESF 

representatives 

• See Chapter 6 and Appendix E3 for additional 

responsibilities 

Contracting, Acquisitions, 

and Ordering Unit Leader 

(CAUL) 

• Supervises Contracting Specialist and Acquisitions 

Specialists 

• See Chapter 6 and Appendices E3 and G for additional 

responsibilities 

Contracting Specialist 

(CRSP) 

• Coordinates with the RCB on the status of orders 

• Coordinates with the RCB to provide required sources for 

procurements of goods and services 

• Resolves disputes within delegated authority 

• Prepares invitations to bids, publicizes requirements, 

issues solicitation documents, reviews bids, determines 

financial and performance capability of bidders, and 

awards contracts by negotiating with vendors to obtain the 

best prices available 

• Provides guidance regarding contracting and the Federal 

Acquisition Regulation 

• Reviews and approves documentation for all contract 

vehicles (tasks orders, contracts, interagency agreements, 

and purchase orders, etc.) 

• Awards and executes task orders (indefinite 

delivery/indefinite quantity), contracts, interagency 

agreements, and purchase orders through ProTrac to 

obtain resources, services, and equipment. 

• Appoints CORs as required 

• See Chapter 6 and Appendix E3 for additional 

responsibilities 

Acquisitions Specialist 

(ACSP) 

• Acts as the COR, administers contracts and agreements, 

and tracks obligations and expenditures 

• Assists in the processing of task orders (against indefinite 

delivery/indefinite quantity contracts), contracts, and 

purchase orders by preparing a Requisition and 

Commitment for Services and Supplies (FEMA Form 40-1) 

• Obtains requests from the RCB 

• Prepares documentation (statement of work, government 

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Resources 

Positions Tasks 

cost estimates, etc.) for acquiring goods and services 

• Obtains resources with a purchase card when necessary 

• Prepares forms for the procurement of goods and services 

in support of incident operations 

• See Chapter 6 and Appendix E3 for additional 

responsibilities 

Individual Assistance 

Business Specialist (IABS) 

• Coordinates the Requisition and Commitment for Services 

and Supplies (FEMA Form 40-1) activities for Individual 

Assistance 

• Initiates procurement of goods and services with FEMA 

Acquisitions Contracting Officers 

• Prepares forms for the procurement of goods and services 

in support of incident operations 

• Prepares and processes Action Request Forms 

• Initiates and processes Mission Assignments, 40-1, and 

60-1s 

• Acts, when required, as the Contracting Officer 

Representative, administers contracts and agreements, 

tracks obligations and expenditures 

• See Chapter 6 and Appendix E3 for additional 

responsibilities 

Comptroller 

• Manages, monitors, and tracks all Federal costs relating to 

the incident and the functioning of the NRCC, RRCC, and 

JFO while adhering to all Federal laws, acts, and 

regulations. 

• Provides guidance to ensure that funds are provided 

expeditiously and that financial operations are conducted 

in accordance with established laws, acts, regulations, 

and standards 

• Monitors and tracks multiple sources of pre-declaration 

(surge) and declaration funding 

• Reviews and certifies Requisition and Commitment for 

Services and Supplies forms (FEMA Form 40-1) to initiate 

the procurement of goods and services by negotiating with 

vendors to obtain the best price available 

• Reviews, approves, and requests Disaster Relief Funding, 

and ensures that related expenditures are lawful 

• Provides guidance and coordinates with various 

programs/sections to ensure efficient and timely billing 

and payment procedures 

• Tracks and reports to the NRCC, RRCC, and the Unified 

Coordination Group the financial “burn rate” as the 

incident progresses—allowing the Unified Coordination 

Group members to forecast the need for additional funds 

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Resources 

Positions Tasks 

before the support of the event is affected negatively 

(particularly important if significant operational assets are 

under contract from the private sector) 

• Coordinates with the FEMA Finance Center in monitoring 

cost expenditures to ensure that requirements of statutes, 

acts, rules, and regulations that apply are met 

• Determines, given current and anticipated future 

requirements, the need for establishing specific 

subordinate units 

• Provides financial management, accountability, and 

support to the NRCS 

• Reviews financial resource requirements of the incident, 

resolves financial issues, and provides financial guidance 

as necessary 

• Coordinates for, acquires, and provides personnel and 

funding in support of the impacted incident(s) (e.g. travel 

authorization) 

• Activates the surge account to fund salaries and overtime 

for disaster assistance, permanent full-time, and Cadre of 

Response Employees (CORE); MAs; and other Federal 

support costs of the incident (At the point of a Presidential 

declaration, the use of the surge account(s) is 

discontinued and the use of the declaration is 

implemented.) 

• Ensures that sufficient funding is available for OFAs’ MAs. 

• Ensures that sufficient funding is available for FEMA 

personnel deploying in support of disasters and 

emergency operations 

• Serves as the focal point for coordinating tasks and 

determines the status of tasking and financial 

management support, with special consideration for each 

ESF 

• Provides FEMA with all documentation to support financial 

reimbursement 

• Reviews financial requirements and resolves financial 

issues 

• Transfers surge account monies to disaster fund code at 

the time of Presidential declaration 

• Monitors funding availability 

• Coordinates tasks, and determines the status of tasking, 

financial management support, with special consideration 

for each ESF 

• Maintains all documentation to support financial 

expenditures 

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Positions Tasks 

• Obtains MA Delegation of Authority Memorandum from the 

Disaster Recovery Manager 

• See Chapter 6 and Appendix E3 for additional 

responsibilities 

Personnel/Human 

Resource Support Leader 

(PHRL) 

• Ensures that all personnel issues within the NRCC are 

addressed in a timely and efficient manner 

• Provides input to the PSS 

• Ensures that the activation roster is maintained 

Personnel/Human 

Resource Support Specialist 

(HRSP) 

• Provides assistance to staff on travel policies, regulations, 

documents, forms, and procedures 

• Validates and monitors travel and transportation 

transactions, researches discrepancies, and makes 

adjustments as needed 

• Coordinates the NRCS emergency lodging during 

activations 

• Acquires emergency lodging agreements 

• Collects contact information, checks availability, and 

ensures replacement team members are found if there is 

a shortfall in coverage 

• Processes requests for staffing needs 

• Maintains the check-in and check-out sheets of the NRCS 

upon arrival and departure from the NRCC 

• Deploys FEMA personnel 

• Ensures that NRCS personnel are deployed and accounted 

for correctly by maintaining the Automated Deployment 

Database 

• Tracks the total number of people assigned to the incident 

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APPENDIX F: CENTER AND STAFF SUPPORT 

SECTION POSITIONS AND TASKS 

Center and Staff Support 

Positions Tasks 

NRCC Center and Staff 

Support Section Chief 

(CSSC) 

• Ensures that the NRCC remains in an operational State for 

immediate activation 

• Determines and recommends staffing levels in accordance 

with the incident level to ensure that activities are 

supported by reviewing activation and demobilization 

requests 

• Publishes and updates the NRCS operational tempo 

• Provides an NRCS plan for support from the NRCS units to 

the Future Planning Section 

• See Chapter 7 and Appendix G for additional 

responsibilities 

Facility Support Group 

Supervisor (FSGS) 

• Manages all facility-related support including information 

technology (IT), telecommunications, audiovisual/video 

teleconference (VTC), and utilities 

• Ensures that all facilities and equipment are set up and 

properly functioning 

• See Chapter 7 and Appendix G for additional 

responsibilities 

Information Technology 

Unit Leader (INUL) 

• Supervises the IT Specialists 

• Provides input to the Planning Support Section (PSS) 

• See Chapter 7 and Appendix G for additional 

responsibilities 

Information Technology 

Specialist (ITSP) 

• Provides IT support for staff members, including resolving 

computer, printing, and other technological problems 

• Performs regular network and connectivity system checks 

• Inspects equipment and documents for any unresolved 

equipment problems 

• Provides input to the Planning Support Section 

• See Chapter 7 for additional responsibilities 

Telecommunications Unit 

Leader (TLUL) 

• Supervises the Telecommunications Specialists 

• Provides input to the PSS 

• See Chapter 7 and Appendix G for additional 

responsibilities 

Telecommunications 

Specialist (TLSP) 

• Ensures routine and emergency maintenance of 

telecommunication equipment and systems 

• Provides support for telecommunications issues during 

incident support activities 

• Provides input to the PSS 

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Center and Staff Support 

Positions Tasks 

• See Chapter 7 for additional responsibilities 

Audiovisual Unit Leader 

(AVUL) 

• Supervises the Audiovisual Specialists 

• Provides input to the PSS 

• See Chapter 7 and Appendix G for additional 

responsibilities 

Audiovisual Specialist 

(AVSP) 

• Provides audiovisual, VTC, and technology support to the 

NRCS for events held in the conference rooms and task 

areas 

• Maintains all software and hardware required for a VTC 

• Provides audiovisual, VTC, and technology support and 

coordination to the NRCC and NRCS for events held in the 

conference rooms and task areas 

• Provides input to the PSS 

• See Chapter 7 for additional responsibilities 

Utilities Unit Leader (UTUL) 

• Supervises the Utilities Specialists 

• See Chapter 7 and Appendix G for additional 

responsibilities 

Utilities Specialist(UTSP) 

• Ensures that environmental conditions are maintained 

including power, heating, air conditioning, and lighting 

• See Chapter 7 for additional responsibilities 

Safety Specialist (SASP) 

• Monitors NRCS operations to ensure that all activities are 

conducted in a safe environment 

• Provides recommendations to the NRCC Center and 

Support Section Chief to improve safety or health 

conditions for the staff 

• Provides input to the PSS 

• Provides situational awareness on the health and welfare 

of national teams 

• Conducts regular inspections of the NRCC safety materials 

and equipment to ensure that the various safety 

regulations and directives are being followed and corrects 

any deficiencies 

• Coordinates medical support for the NRCC 

• See Chapter 7 for additional responsibilities 

Security Specialist (SESP) 

• Implements physical security procedures, and reports the 

status of security procedures to the NRCC Center and 

Support Section Chief 

• Provides safeguards needed to protect personnel and 

property from loss or damage 

• Develops a security plan for incident facilities and make 

adjustments to meet changing conditions 

• Conducts the necessary physical security checks and 

inspections and renders the appropriate reports and 

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Center and Staff Support 

Positions Tasks 

findings to FEMA security 

• Secures and maintains the necessary equipment and 

materials necessary to ensure the security of the NRCC 

• Supervises security training as necessary for NRCS 

• Provides input to the PSS 

• See Chapter 7 for additional responsibilities 

Information Security 

Specialist (ISSP) 

• Implements information security procedures and reports 

the status of security procedures to the NRCC Center and 

Support Section Chief 

• Ensures that information security policies and procedures 

are followed 

• Conducts necessary checks and inspections in accordance 

with department and FEMA directives and renders the 

appropriate reports and findings to FEMA security 

• Provides input to the PSS 

• See Chapter 7 for additional responsibilities 

Administrative Specialist 

(ANSP) 

• Takes notes for NRCS and senior staff meetings 

• Performs administrative and clerical duties for NRCS 

leadership, include planning and scheduling meetings and 

appointments, organizing and maintaining paper and 

electronic files, and disseminating information through the 

use of telephone, mail services, websites, and email 

• See Chapter 7 for additional responsibilities 

*Specialists will be activated and assigned to Section Chiefs and the Chief of the NRCS based 

on operational requirements and as the Chief of the NRCS approves 

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APPENDIX G: LEADERSHIP RESPONSIBILITIES AND 

EXPECTATIONS 

Individuals in supervisory positions—including the Chief of the NRCS, section chiefs, branch 

directors, group supervisors, and unit leaders—have additional responsibilities to perform 

certain tasks related to the supervision of subordinates. These responsibilities include the 

following: 

• Have a working knowledge of both the NISM and how the NRCC/NRCS operates 

• Have a working knowledge of all of the functions within their respective area 

• Ensure that the organizational structure and staffing are adequate to meet the 

immediate supervisor’s directions 

• Demonstrate effective supervisory and leadership principles 

• Brief subordinates on information relevant to their assignments and check for 

understanding 

• Ensure access to necessary training for all reporting personnel as appropriate 

• Review guidance documentation pertinent to job functions and operational areas, 

including Position Task Books and job guides 

• Participate in the planning process, when required 

• Document daily, in writing, all significant decisions and facts related to activities on 

the incident; maintain this documentation in a notebook and retain it as a permanent 

record 

• Ensure continuity of operations during the transition of duties to a replacement 

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APPENDIX H: TIMELINE OF CORE CAPABILITIES 

Figure 23: Timeline of Core Capabilities 

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APPENDIX I: OTHER NATIONAL SUPPORT 

ACTIVITIES 

PROGRAM OFFICES 

Program offices which execute the six FEMA program areas play a significant role during 

response. Program offices at all levels must be mobilized and synchronized to deliver 

support services and resources in order to achieve incident objectives. The focus of the 

entire agency should be to provide lifesaving and life-sustaining responses, as well as 

effective recovery and mitigation operations at the incident level. The support should include 

the following: 

• Staff and supporting resources 

• National-level resources under the jurisdiction of the program office 

• Program policy, guidance and counsel, as needed 

• Program-based analysis, products, or potential courses of action, as directed 

The six FEMA program areas are grants management, mission support, mitigation, national 

preparedness, response, and recovery—each explained as follows: 

• Grants management provides Federal financial assistance to support the Nation’s 

citizens and emergency responders, working in partnership to improve our 

capabilities to respond, mitigate, and recover from all hazards. 

• Mission support provides human capital, financial, communications/computer, 

safety, security, facility management, and contracting support for the day-to-day 

operations. 

• Mitigation manages the National Flood Insurance Program and a range of programs 

designed to reduce future losses to homes, businesses, schools, public buildings, 

and critical facilities from floods, earthquakes, tornadoes, and other natural 

disasters. 

• National preparedness oversees the coordination and development strategies 

necessary to prepare for all hazards. 

• Recovery works to ensure that individuals and communities affected by disasters of 

all sizes are able to return to normal function with minimal suffering and disruption of 

services. 

• Response coordinates all Federal emergency management response operations, 

response planning, logistics programs, and integration of Federal, State, tribal, and 

local disaster programs. 

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CONSIDERATIONS FOR NON-STAFFORD ACT EVENTS 

Under the Stafford Act, assistance for major disasters and emergencies is available only 

upon a declaration by the President. However, even when the President does not issue a 

declaration, certain types of assistance may be available through various Federal agencies, 

including FEMA. Without a declaration, response activities may include pre-event actions 

(under “surge” funding), such as search and rescue, flood protection, health and welfare, 

etc. Also, FEMA may be tasked for response activities for events that are not declared, but 

that require the agency’s expertise in consequence management (e.g., National Special 

Security Events [NSSEs]), or as support to other Federal agencies (OFAs) with lead roles. 

Coordination and support within and among the Federal agencies is essential to maximize 

the use of available assets, resources, and expertise. This is to save lives and to protect 

property, natural resources, and public health and safety—or to lessen or avert the threat of 

a catastrophe in any part of the United States. 

A Federal entity with primary responsibility and statutory authority for handling an incident 

(i.e., the supported agency) that needs support or assistance beyond its normal capabilities 

may request FEMA coordination and facilitation. The requesting agency provides a request 

for FEMA’s assistance through the Secretary of Homeland Security to the FEMA 

Administrator. In the request, the requesting agency specifies the FEMA capability (or 

capabilities) that it requires along with when and where. The FEMA Administrator or 

designee determines who within FEMA will handle the request, and forwards it to the 

appropriate level/office, based on the nature of the request. 

The FEMA Administrator will forward the request for handling either to a region impacted by 

the non-Stafford Act incident or to the Chief of the NRCS—if it is a NSSE or an international 

incident response. In some cases, the request is specific enough for the FEMA Administrator 

to provide it directly to a program office to handle without activating the National Response 

Coordination Center (NRCC). The copy given to the FEMA Administrator or designee 

furnishes situational awareness for any impacted region and the C-NRCS. Upon receipt of 

the request, the region and/or the C-NRCS activates its response coordination centers to 

handle the request as appropriate. 

Generally the requesting agency funds FEMA for its support, consistent with the provisions 

of the Economy Act of 1932, unless other relevant statutory authorities exist.9 FEMA uses 

generally accepted Federal financial principles, policies, regulations, and management 

controls to ensure the proper accountability of the requesting agency’s funds. 

9 See 31 USC Sec. 1535. 

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APPENDIX J: FOUNDATIONAL DOCUMENTS AND 

AUTHORITIES 

Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as 

amended, 42 U.S.C. 5121-5207). 

The Stafford Act authorizes 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. 

Title 44 of the Code of Federal Regulations (CFR), Emergency Management and Assistance. 

The 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. 

Homeland Security Act (Public Law 107-296, as amended, 6 U.S.C. §§ 101 et seq.). 

The Homeland Security Act of 2002 created the Department of Homeland Security as an 

executive department of the United States. The Homeland Security Act consolidated 

component agencies, including FEMA, into the department. The Secretary of Homeland 

Security is the head of the department and has direction, authority, and control over it. 

All functions of all officers, employees, and organizational units of the department are 

vested in the Secretary. The mission of the department includes preventing terrorist 

attacks within the United States, reducing America’s vulnerability to terrorism, and 

minimizing the damage and recovering from attacks that occur. The Post-Katrina 

Emergency Management Reform Act of 2006 (described below) amended the Homeland 

Security Act with respect to the organizational structure, authorities, and responsibilities 

of FEMA and the FEMA Administrator. 

Homeland Security Presidential Directive 5 (HSPD-5), 2003. 

Homeland Security Presidential Directive 5 enhances the ability of the United States to 

manage domestic incidents by directing the establishment of a single, comprehensive 

National Incident Management System. This management system is designed to 

encompass the prevention of, preparation for, response to, and recovery from terrorist 

attacks, major disasters, and other emergencies. The system allows all levels of 

government throughout the nation to work together efficiently and effectively. The 

directive gives further detail on which government officials oversee and have authority 

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for various parts of the NIMS, and it makes several amendments to various other 

Homeland Security Presidential Directives. 

Post-Katrina Emergency Management Reform Act of 2006 (Public Law 109-295), October 4, 

2006. 

The Post-Katrina Emergency Management Reform Act (PKEMRA) clarified and modified 

the Homeland Security Act with respect to the organizational structure, authorities, and 

responsibilities of FEMA and the FEMA Administrator. This act enhanced FEMA’s 

responsibilities and its autonomy within DHS. Per PKEMRA, FEMA is to lead and support 

the nation in a risk-based, comprehensive emergency management system of 

preparedness, protection, response, recovery, and mitigation. Under the act, the FEMA 

Administrator reports directly to the Secretary of Homeland Security. FEMA is now a 

distinct entity within DHS, and the Secretary of Homeland Security can no longer 

substantially or significantly reduce the authorities, responsibilities, or functions of 

FEMA—or the capability to perform them—unless authorized by subsequent legislation. 

The act further directed the transfer to FEMA of many of the functions of DHS’s former 

Preparedness Directorate. 

National Response Framework, January 2008. 

The NRF is a guide to how the nation conducts all-hazards response. It is built upon 

scalable, flexible, and adaptable coordinating structures to align key roles and 

responsibilities across the nation, linking all levels of government, NGOs, and the private 

sector. The NRF is intended to capture specific authorities and best practices for 

managing incidents that range from serious but purely local events, to large-scale 

terrorist attacks or catastrophic natural disasters. 

National Incident Management System (NIMS), December 2008. 

The NIMS is a set of principles that provides a systematic, proactive approach to guiding 

government agencies at all levels, NGOs, and the private sector to work seamlessly to 

prevent, protect against, respond to, recover from, and mitigate the effects of incidents— 

regardless of cause, size, location, or complexity—in order to reduce the loss of life or 

property and harm to the environment. 

FEMA Incident Management and Support Keystone, January 2011. 

This keystone is the primary document from which all other FEMA disaster response 

directives and policies are derived. It describes how the response doctrine, articulated in 

the National Response Framework, is implemented in FEMA disaster response 

operations. 

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Presidential Policy Directive/PPD-8, “National Preparedness,” March 30, 2011. 

This directive is aimed at strengthening the security and resilience of the United States 

through systematic preparation for the threats that pose the greatest risk to the security 

of the nation, including acts of terrorism, cyber attacks, pandemics, and catastrophic 

natural disasters. It shows how national preparedness is the shared responsibility of all 

levels of government, the private and nonprofit sectors, and individual citizens. It 

directed the creation of the National Preparedness Goal and the National Preparedness 

System. 

National Preparedness Goal, September 2011. 

The goal sets the vision for nationwide preparedness and identifies the core capabilities 

and targets necessary to achieve preparedness across five mission areas laid out under 

PPD 8: prevention, protection, mitigation, response and recovery. The goal also defines 

the core capabilities necessary to prepare for the specific types of incidents posing the 

greatest risk to the security of the nation. 

National Disaster Recovery Framework, September 2011. 

The National Disaster Recovery Framework is a guide that enables effective recovery 

support to disaster-impacted States, tribes, territories, and local jurisdictions. It provides 

a flexible structure that enables disaster recovery managers to operate in a unified and 

collaborative manner. It also focuses on how best to restore, redevelop, and revitalize 

the health, social, economic, natural, and environmental fabric of the community and 

build a more resilient Nation. 

National Preparedness System, November 2011. 

This document provides a description of the National Preparedness System. The system 

has six main components for improving preparedness: (1) identifying and assessing 

risks; (2) estimating capability requirements; (3) building or sustaining capabilities; (4) 

developing and implementing plans to deliver those capabilities; (5) validating and 

monitoring progress made towards achieving the National Preparedness Goal; and (6) 

reviewing and updating efforts to promote continuous improvement. 

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