Rapid Needs Assessment - Fema

9324.
1-PR
Rapid Needs
Assessment
In Federal Disaster Operations
Operations Manual
Federal Emergency Management Agency
April, 2001
FEMA has developed four levels of operational guidance for use by emergency teams and
other personnel involved in conducting or supporting disaster operations. This document
corresponds to the level highlighted in bold italics.
Level 1 Overview A brief concept summary of a disaster-related

function, team, or capability.
Level 2 SOP or A complete reference document, detailing the
Operations procedures for performing a single function
Manual (Standard Operating Procedure), or a number of
interdependent functions (Ops Manual).
Level 3 Field Operations A durable pocket or desk guide, containing essential
Guide (FOG) or nuts-and-bolts information needed to perform
Handbook specific assignments or functions.
Level 4 Job Aid A checklist or other aid for job performance or job
training.
This document is consistent with and supports the Federal Response Plan (FRP) for
implementation of the Robert T. Stafford Disaster Relief and Emergency Assistance Act,
as amended, 42 U.S.C. § 5121, et seq.
RNA Operations Manual DRAFT
9324.1-PR April, 2001
RECORD OF CHANGES
Change No. Copy No. Date Entered Posted By
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9324.1-PR April, 2001
FOREWORD
Following a major disaster or emergency situation where the Federal government

responds in support of State and local government emergency response efforts, there is an
immediate need for an initial assessment of damages and affected population needs.
The Federal Emergency Management Agency (FEMA) has developed a Rapid Needs
Assessment (RNA) capability, designed to determine the anticipated scope of Federal
involvement to support State response operations. The RNA capability supports planning
and operations conducted in accordance with the Federal Response Plan (FRP) and is a
primary tool for Federal managers in making response decisions. FEMA’s and partner
agencies’ responsibilities in the RNA process are described in this document along with
descriptions of the functions performed by individual RNA team members.
This manual describes how the RNA process is organized, activated, deployed, managed,
and logistically supported during an RNA mission. It illustrates how assessment information
is compiled, transmitted, and used to determine Federal response requirements. It also
illustrates how the RNA process interacts with the affected States in determining response
needs.
Questions, comments, and suggested improvements related to this document are

encouraged. Inquiries, information, and requests for additional copies should be directed
in writing to FEMA, Response and Recovery Directorate, Operations and Planning
Division, Assessment and Analysis Branch, Room 606, 500 C Street SW, Washington
DC, 20472.
______________________________
Lacy E. Suiter
Executive Associate Director
Response and Recovery Directorate
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9324.1-PR April, 2001
TABLE OF CONTENTS
RECORD OF CHANGES .............................................................................................................i
FOREWORD..................................................................................................................................ii
I. OVERVIEW..........................................................................................................................I-1
A. INTRODUCTION AND BACKGROUND.............................................................................. I-1
B. SUMMARY OF OPERATIONS ........................................................................................... I-2
C. OPERATIONAL CAPABILITY DESCRIPTION.................................................................... I-3

1. Management Element ................................................................................................ I-4
a. FEMA Team Leader............................................................................................... I-5
b. State Representative.............................................................................................. I-5
2. Assessment Element ................................................................................................. I-5
a. Hazardous Materials Specialist ............................................................................... I-5
b. Medical Specialist .................................................................................................. I-5
c. Infrastructure Specialist .......................................................................................... I-6
d. Fire/US&R Specialist.............................................................................................. I-6
e. Mass Care Specialist ............................................................................................. I-6
3. Support Element ....................................................................................................... I-6
a. Logistics Specialist ................................................................................................ I-6
b. Operations Specialist............................................................................................. I-6
c. Telecommunications Specialist............................................................................... I-6
4. Multiple Team Deployment ........................................................................................ I-6
a. RNA Coordinator ................................................................................................... I-6
b. State Coordinator .................................................................................................. I-7
c. Logistics Coordinator ............................................................................................. I-7
d. Telecommunications Coordinator ........................................................................... I-7
D. SUPPORT CAPABILITY DESCRIPTION ............................................................................ I-8
E. RESPONSIBILITIES .......................................................................................................... I-9

1. Team Member Responsibilities ................................................................................... I-9
2. State Responsibilities ................................................................................................. I-9
3. FEMA Regional Office Responsibilities ........................................................................ I-9
4. FEMA MERS Detachment Responsibilities .................................................................. I-9
5. FEMA Headquarters Responsibilities ......................................................................... I-10
6. Other Federal Agencies Responsibilities .................................................................... I-10
II. OPERATIONS AND PROCEDURES.............................................................................II-1
A. ASSUMPTIONS ............................................................................................................... II-1
B. PREPAREDNESS AND READINESS ............................................................................... II-1

1. Team Rostering and Selection ................................................................................... II-1
2. Team Activation and Deployment ............................................................................... II-2
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C. MISSION OPERATIONS ................................................................................................... II-4

1. Management Element Operations .............................................................................. II-5
2. Assessment Operations ............................................................................................. II-6
a. Imminent Hazards (Key Needs Issues) ................................................................... II-7
b. Boundaries of Affected Areas ................................................................................. II-8
c. Local/State Resource Levels .................................................................................. II-8
d. Population Information ........................................................................................... II-9
e. Special Facilities.................................................................................................... II-9
f. Essential Facilities ................................................................................................. II-9
3. Operations Safety and Security ................................................................................ II-10
a. Safety ................................................................................................................. II-10
b. Security .............................................................................................................. II-11
4. Media Relations ...................................................................................................... II-11
D. DEMOBILIZATION/REASSIGNMENT ............................................................................. II-11
E. RETURN TO PREPAREDNESS...................................................................................... II-12
III. SUPPORT REQUIREMENTS AND PROCEDURES .................................................III-1
A. PREPAREDNESS AND READINESS ACTIVITIES ........................................................... III-1

1. Logistics.................................................................................................................. III-1
2. Communications ...................................................................................................... III-1
B. OPERATIONS ................................................................................................................. III-2

1. Transportation.......................................................................................................... III-2
a. QRS Transport ..................................................................................................... III-2
b. Team Member Transport ....................................................................................... III-2
2. BoO Set-Up and Operations...................................................................................... III-2
a. BoO Site Selection................................................................................................ III-3
b. BoO Components ................................................................................................. III-4
c. Additional BoO Components in an Austere Environment ......................................... III-5
3. Communications Support and Operations .................................................................. III-6
IV. PLANS AND REPORTS ................................................................................................ IV-1
A. OPERATIONAL PLAN ....................................................................................................IV-1
B. TEAM REPORTING ........................................................................................................IV-3

1. Assessor Forms ....................................................................................................... IV-3
2. Consolidated Report ............................................................................................... IV-12
3. After Action Report
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APPENDICES
APPENDIX A – REFERENCES ............................................................................................ A-1
APPENDIX B – ACRONYMS AND ABBREVIATIONS ....................................................B-1
APPENDIX C – CONTACT INFORMATION AND ROSTERS.........................................C-1
APPENDIX D – SCHEDULES, CALENDARS, AND TIMELINES ..................................D-1
APPENDIX E – EQUIPMENT AND PROPERTY MANAGEMENT SUPPORT............. E-1
APPENDIX F – MAPS, DIRECTIONS, AND CHARTS......................................................F-1
APPENDIX G – JOB AIDS AND OTHER SUPPORT INFORMATION ..........................G-1
LIST OF FIGURES
FIGURE I-1: MERS Detachments With QRS Caches.......................................................I-3
FIGURE I-2: Basic Structure of the Advanced Element of the Emergency

Response Team……..……………………………………………………….I-4
FIGURE I-3: RNA Team Structure ........................................................................................I-4
FIGURE I-4: RNA Structure With Multiple Teams ............................................................I-8
FIGURE II-1: Notification/Activation Process ..................................................................II-4
FIGURE II-2: RNA Team Information Flow........................................................................II-6
FIGURE III-1: Sample BoO Layout .....................................................................................III-6
FIGURE IV-1: Format and Guidance for RNA Team Operational Report.................IV-2
FIGURE IV-2: RNA Report: Infrastructure – Water Treatment....................................IV-4
FIGURE IV-3: RNA Report: Infrastructure – Electrical .................................................IV-5
FIGURE IV-4: RNA Report: Infrastructure – Bridges, Roads, Airports ....................IV-6
FIGURE IV-5: RNA Report: Infrastructure – Debris Removal, Potable Water ........IV-7
FIGURE IV-6: RNA Report: Fire/US&R..............................................................................IV-8
FIGURE IV-7: RNA Report: Mass Care..............................................................................IV-9
FIGURE IV-8: RNA Report: Health and Medical .......................................................... IV-10
FIGURE IV-9: RNA Report: Hazardous Materials ........................................................ IV-11
FIGURE IV-10: Format and Guidance for RNA Team Consolidated Report ........ IV-13
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9324.1-PR April, 2001
FIGURE IV-11: Format and Guidance for RNA Team After-Action Report .......... IV-15
FIGURE E-1: Personal Kit..................................................................................................... E-3
FIGURE E-2: Resupply Kit ................................................................................................... E-4
FIGURE E-3: Team Life Support Kit .................................................................................. E-5
FIGURE E-4: Team Administration Kit.............................................................................. E-6
FIGURE E-5: Vehicle Kit ....................................................................................................... E-7
FIGURE E-6: Communications Kits ................................................................................... E-8
FIGURE E-7: Fly-Away Kit .................................................................................................... E-9
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9324.1-PR April, 2001
I. OVERVIEW
A. INTRODUCTION AND BACKGROUND
FEMA has developed a program that provides a rapid assessment capability immediately
following a major disaster or emergency, which will likely result in Federal assistance being
provided to affected States. This assessment is critical within the first few hours after an incident
in providing Federal response for life-threatening situations and imminent hazards. A correct and
effective assessment permits FEMA and other Federal agencies (OFAs) to prioritize response
activities and allocate resources in anticipation of local and State government requests for
Federal assistance. Information gathered during this assessment establishes a basis for effecting
ongoing response activities in relation to the needs of the population to sustain and protect life,
and to a lesser degree protect property. RNA Teams, comprised of inter-agency specialists,
along with representation from the affected State, conduct these assessments in order to provide
information for critical resources needed to support response activities. The teams are designed
to be small and self-sufficient so that local and State resources will not be impacted. RNA Teams
will most likely be deployed where the magnitude of an event definitively indicates the need for
Federal resources.
A RNA Team's mission is to collect and provide information to determine requirements for critical
resources needed to support emergency response activities. As a component of the Advanced
Element of the Emergency Response Team (ERT-A), the Team is responsible for assessing both
overall impact of a disaster event, and determining Federal immediate response requirements.
The requirements identified by the Team are those which pose the greatest response challenge to
the affected State government. The Team provides situation assessments to determine
immediate victim needs (food, water, medical, shelter) and impact to infrastructure (utilities,
communications, transportation, etc.). Assessment data is reported to the ERT-A, or Regional
Operations Center (ROC), and the affected State Emergency Operations Center (EOC). State
and Federal managers then use the assessment data in making response decisions. It enables
the Federal Government to pro-actively recommend resources to support State and local efforts,
and to rapidly provide resources to meet identified needs.
A RNA differs from a Preliminary Damage Assessment (PDA). A PDA is used to determine the
amount of recovery assistance required by an affected State, whereas a RNA is conducted to
determine immediate resource needs of the affected area. While a RNA is conducted
immediately following a major disaster, a PDA may be conducted over a longer period of time
and may not begin until after initial response operations have been conducted. Although there is
no specific link between a RNA and a PDA, data gathered during a RNA may be used to assist
with the PDA process.
In short, rapid assessments are necessary to provide a snapshot of the potential need for Federal
resources, so that decisions can be made quickly to get the resource pipeline activated. A rapid
assessment is one component of the overall disaster situation assessment process. Other
information collection activities, such as predictive modeling, remote sensing and
reconnaissance, also occur simultaneously.
This manual provides the framework for the development, maintenance, and implementation of
this RNA capability by:
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• Establishing policies and guidelines for the development of the RNA Program;
• Identifying essential elements of assessment information to be collected;
• Identifying reporting procedures and requirements;
• Describing the organization structure, mobilization system, responsibilities, logistical and
communications support needs, assessment, and operating procedures; and,
• Describing the actions and coordination required between Federal, State and local RNA
efforts.
B. SUMMARY OF OPERATIONS
A RNA Team is composed of a small cadre of trained technical experts from Federal and State
agencies. A Team, or Teams, can be activated and deployed by the FEMA Region in which a
disaster occurs to augment or supplement State and local assessment capabilities. All Team
operations will be conducted as a closely coordinated joint Federal/State effort. Due to the unique
mission of these Teams, they are designed to be self-sufficient for the first 72 hours or operations.
The Teams use a standard Team organization structure, equipment and supplies, as well as
reporting procedures.
Each Team contains three components: a Management Element, an Assessment Element and a
Support Element, referred to as a Quick Response System (QRS). The QRS provides logistics
and communications support to the Management and Assessment Elements and are positioned
in each of three Mobile Emergency Response Support (MERS) Detachments, located in
Thomasville, GA, Denton, TX, and Bothell, WA, as shown in Figure I-1.
RNA Teams may be deployed either prior to an anticipated disaster event or immediately after a
major disaster event in anticipation of, or in response to, a State request for rapid assessment
assistance. Pre-disaster deployments could precede a potential large-scale or catastrophic
incident such as a hurricane. If not deployed pre-disaster, a Team, or Teams, will be activated as
soon after a catastrophic or large-scale event as possible and be prepared to begin the
deployment process upon activation.
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Figure I-1, MERS Detachments with QRS Caches
C. OPERATIONAL CAPABILITY DESCRIPTION
Figure I-2 depicts the organizational structure of a RNA Team. A RNA Team is a component of
the ERT-A and reports directly to the ERT-A Team Leader through the Information and Planning
Section. As an ERT-A component, a RNA Team functions in a semi-autonomous manner in
support of ERT-A operations, providing a situation assessment of immediate victim needs and
the impact of the disaster on the infrastructure. Situation assessment information is reported to the
ERT-A Team Leader, the State EOC, and the ROC. This assessment enables the Federal
government to:
• Pro-actively recommend resources to support State and local efforts; and,

• Rapidly provide resources to meet identified needs.
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9324.1-PR April, 2001
Figure I-2, Basic Structure of the Advanced Element of the Emergency Response Team
ERT-A TEAM
LEADER
Operations Information & Logistics Finance &

Planning Administration
Information Rapid Needs

Flow Assessment Team BASIC STRUCTURE OF
THE ADVANCED ELEMENT
OF THE EMERGENCY
RESPONSE TEAM
Figure 1-3 illustrates the organizational structure of a RNA Team, consisting of a Management
Element, an Assessment Element, and a QRS. Each element and the positions that are included
in each element are described below.
Figure 1-3, RNA Team Structure
MANAGEMENT ELEMENT
FEMA Team Leader State Representative
ASSESSOR ELEMENT
Haz Mat Specialist Medical Specialist

Represents ESF-10 Represents ESF-8
Mass Care Specialist

Represents ESF-6, -11
Infrastructure Specialist Fire/US&R Specialist

Represents ESF-3 Represents ESF-4, -9
SUPPORT ELEMENT - QRS

Telecommunications Specialists (4) Operations Specialist
Logistics Specialist
1. Management Element
The Management Element supervises and coordinates the assessment process and Team
logistical support. The Management Element consists of a FEMA Team Leader and a State
Representative.
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a. FEMA Team Leader
The FEMA Team Leader maintains overall responsibility for RNA Team operations, in
cooperation with the designated State Representative. The Team Leader reports to the ERT-A
Team Leader, or RNA Coordinator, if multiple teams are deployed.
b. State Representative
The State Representative serves as a liaison to the FEMA Team Leader and is responsible for
providing knowledge of local assets, geographic information, information management systems,
State response plans and procedures, State assets, State response philosophies, etc. The State
Representative assists the Team Leader in developing operational plans and response
recommendations. The State Representative is provided by the State that requests the
assessment.
2. Assessment Element
The Assessment Element includes subject-matter experts from several Federal agencies that
perform the actual needs assessments. The Assessment Element is composed of a Hazardous
Materials Specialist, a Medical Specialist, a Mass Care Specialist, an Infrastructure Specialist,
and a Fire/Urban Search and Rescue (US&R) Specialist. Some members of the Assessment
Element are cross-trained in more than one Emergency Support Function (ESF), enabling them to
assess immediate needs and requirements in more than one functional area.
a. Hazardous Materials Specialist
The Hazardous Materials Specialist assesses the affected sites and facilities and their potential
for public exposure. Identifies unsafe areas and types of hazards, contamination threats, and local
hazardous materials mutual aid response capability. This position is normally filled by a
representative from the Environmental Protection Agency (EPA).
b. Medical Specialist
The Medical Specialist assesses the status of health/medical infrastructure including hospital and
primary care systems, pharmacy systems, special population needs, environmental health,
sanitation issues, and emergency medical services. The Medical Specialist also assesses the
need for patient evacuation, and the need for activation of the National Disaster Medical System
(NDMS). This position is normally filled by a representative from the Department of Health and
Human Services (HHS), Public Health Service (PHS).
c. Infrastructure Specialist
The Infrastructure Specialist assesses the status of transportation corridors and systems, energy
systems and other public utilities, debris removal, secondary hazards, key facilities, and
communication systems. This position is normally filled by a representative from the U.S. Army
Corps of Engineers (USACE).
d. Fire/US&R Specialist
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The Fire/US&R Specialist assesses the status of fire, and search and rescue services including
capabilities and limitations of any existing mutual aid agreements. The Fire US&R Specialist also
identifies any immediate needs for fire and/or search and rescue services. This position is
normally filled by a representative from one of the US&R Task Forces in the affected region.
e. Mass Care Specialist
The Mass Care Specialist assesses the status of needs for mass feeding and emergency mass
shelters, bulk distribution of relief supplies, emergency first aid needs, potential secondary
disaster effects, and State and local governmental volunteer capability. This position is normally
filled by a representative from the American Red Cross (ARC).
3. Support Element
The Support Element, or QRS consists of staff members and equipment from the supporting
MERS Detachment. The QRS provides documentation, logistics, and communications support for
the Management and Assessment Elements. The QRS staff consists of a Logistics Specialist, an
Operations Specialist, and four Telecommunications Specialists. The appropriate MERS
Detachment Chief will identify one of the QRS staff members as the QRS Manager, who is
responsible for supervising QRS activities while it is in transit and supporting the assessment
mission.
a. Logistics Specialist
The Logistics Specialist provides logistical support and services for the Team during all phases of
Team activity. The Logistics Specialist also monitors the readiness of all equipment support kits.
b. Operations Specialist
The Operations Specialist collects assessment data from the Assessment Element, compiles
data into report formats, and transmits reports to required individuals and organizations.
c. Communications Specialist
The Telecommunications Specialists install, operate, and maintain the Communications Support
Package and provides technical support to the Team during deployment. One
Telecommunications Specialist is assigned to each assessor vehicle.
4. Multiple Team Deployment
Depending on the scope, severity, and type of disaster, more than one Team may be activated
and deployed at the same time. Figure I-4 depicts the chain of command when multiple teams
are deployed. This configuration provides a manageable span-of-control designed to alleviate
difficulties encountered as a result of too many reporting elements. The FEMA Team Leader of
each RNA Team reports to a RNA Coordinator who, in turn, reports directly to the ERT-A Team
Leader. The ERT-A Team Leader, in coordination with the affected State may also staff a State
Coordinator position to coordinate the activities of the RNA Teams with State response
operations. The RNA Coordinator may also be supported by a Logistics Coordinator, an
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Operations Coordinator, and/or a Telecommunications Coordinator, at the discretion of the ERT-

A Team Leader. The responsibilities of these positions are described below.
a. RNA Coordinator
The RNA Coordinator establishes objectives and makes strategy determinations based upon the
requirements and needs of the ERT-A Team Leader and the affected State(s). The RNA
Coordinator also provides management oversight for the Teams’ logistical support, ensures that
all reporting requirements are met on schedule, and makes recommendations on Federal
response activities.
b. State Coordinator
The State Coordinator coordinates with State response operations elements to ensure that the
RNA Teams deploy in support of State requirements and provides RNA elements with crucial
information concerning State response activities.
c. Logistics Coordinator
The Logistics Coordinator coordinates logistical needs and requirements between RNA Teams,
advises the RNA Coordinator when shortages of critical resources occur which could result in re-
prioritizing the allocation of critical resources, and initiate resource orders.
d. Operations Coordinator
The Operations Coordinator assembles assessment data from each RNA Team’s Assessment
Element into one reporting document for transmittal to the ERT-A Team Leader, through the ERT-
A Information and Planning Section.
e. Telecommunications Coordinator
The Telecommunications Coordinator manages and coordinates all communications activities in

support of each of the RNA Teams, to include operational communications between the ROC,
MERS Operations Center (MOC), State EOC, and ERT-A.
Figure I-4, RNA Structure With Multiple Teams
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9324.1-PR April, 2001
E R T -A
State Coordinator
RNA Coordinator
(As needed)
Operations Coordinator Telecommunications Coordinator

(As needed) (As needed)
Logistics Coordinator
(As needed)
RNA Team 1 RNA Team 2 RNA Team 3 RNA Team 4
D. SUPPORT CAPABILITY DESCRIPTION
The Thomasville, Denton, and Bothell MERS Detachments are responsible for storing,
maintaining, inventorying, deploying and operating the Team vehicles, communications
equipment, and life support supplies that constitute the materiel portion of the QRS. These MERS
Detachments also develop deployment plans for ground and air movement of the QRS.
When activated, a MERS Detachment deploys the QRS equipment, supplies, and personnel. The
QRS provides a RNA Team with logistics, communications, transportation, and life support. The
QRS equipment and supplies are organized into various kits that make up the RNA equipment
cache. The cache, which is described in greater detail in Appendix E, includes the following kits:
• Resupply Kit
• Team Life Support Kit
• Team Administration Kit
• Vehicle Kit
• Communications Support Kit
• Fly-Away Kit
Property management is another logistics function provided by the MERS Detachments. Since
the equipment caches include numerous property items, managing the receiving and distribution
of these items involves a considerable level of effort. To assure that property management
procedures
are followed during storage, maintenance, and deployment of cache equipment, a member of the
QRS is appointed as an Accountable Property Officer (APO).
During a deployment the QRS is responsible for establishing the primary Team support facility,
the Base of Operations (BoO). The BoO may be a fixed facility, such as a warehouse, or it may
consist of a combination of a temporary facility with a fixed facility. When austere conditions are
experienced, the Team Life Support Kit includes tents, sleeping bags, and other supplies to
support an RNA mission under adverse environmental conditions. Procedures for establishing
and operating a BoO will be discussed in more detail in Chapter III.
E. RESPONSIBILITIES
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1. Team Member Responsibilities
Team members are responsible for the following:
• Maintaining a state of readiness;

• Keeping their respective agencies informed of their availability status;
• Participating in RNA training and exercise activities; and,
• Performing their assigned duties during mission operations, as described elsewhere in
this operations manual and in the RNA Team Field Operations Guide (FOG),
9324.1-FG, October 1999.
2. State Responsibilities
States are responsible for the following:
• Initiating requests for RNA support through their FEMA Regional Office, when needed, and
providing necessary initial information for RNA Team deployment;
• Designating individuals to fill the State Representative position on the Team; and,
• Ensuring the availability of designated Team members to participate in RNA training,
exercises, and mission operations.
3. FEMA Regional Offices Responsibilities
FEMA Regional Offices are responsible for the following:
• Managing a Regional RNA program, to include the development, staffing, and

maintenance of RNA Teams, in conjunction with the appropriate OFAs and supporting
MERS Detachment;
• Integrating RNA Team operations into ERT-A planning and operations;
• Developing RNA support agreements with respective States;
• Developing notification/activation procedures in coordination with the supporting MERS
Detachment; and,
• Conducting RNA training and exercise activities in coordination with the Response and
Recovery Directorate, Operations and Planning Division (RR-OP) and the supporting
MERS Detachment.
4. FEMA MERS Detachment Responsibilities
The Thomasville, Denton, and Bothell MERS Detachments are responsible for the following:
• Developing and maintaining the QRS, which includes equipment and personnel resources
for RNA Team operations;
• Storing, maintaining, deploying, and operating the Team vehicles and support packages
(communications and life support) that comprise the equipment portion of the QRS:
• Developing and implementing RNA Team notification/activation procedures in

coordination with supported Regions;
• Developing and implementing deployment plans for ground and air movement of the QRS;
and,
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• Supporting RNA training and exercise activities in conjunction with supported Regions and
RR-OP.
5. FEMA Headquarters Responsibilities
The Response and Recovery Directorate Operations and Planning Division (RR-OP) is
responsible for the following:
• Developing and maintaining standardized RNA policies, operational procedures, and

documentation;
• Developing and conducting RNA training and exercise activities in conjunction with FEMA
Regional Offices and supporting MERS Detachments; and,
• Maintaining budgetary responsibility for the development, operations, and maintenance of
the RNA program, to include QRS equipment.
6. Other Federal Agencies Responsibilities
The designated lead agency for each assessor position, as described above, is responsible for
the following:
• Designating qualified personnel to fill Team assessor positions;

• Ensuring the availability of designated Team members to participate in RNA training,
exercises, and mission operations; and,
• Contacting designated Team members with appropriate notification/activation information,
as requested by the appropriate MOC.
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II. OPERATIONS AND PROCEDURES

This chapter will discuss operations and procedures designed to ensure the preparedness, and
readiness of RNA Team members. It will outline the process for RNA Team notification/ activation,
deployment, and demobilization. Procedures developed to guide RNA Team operations are also
included. Logistics, communications, and operations support provided by the QRS will be
discussed in more detail in Chapter III.
A. ASSUMPTIONS
Implementing the RNA process is based on the following assumptions:
• FEMA Regions, in coordination with regional OFAs and States will maintain rosters of
designated RNA Team members;
• Designated team members will receive training in RNA operations;
• Designated MERS Detachments will keep equipment and supply caches maintained and
deployable at all times;
• RNA Teams are activated by the affected FEMA Region in consultation with the affected
State(s);
• RNA Teams and their QRS are able to arrive at the disaster vicinity within 12 hours of
activation;
• Deployed team members may have to operate in austere conditions; and
• RNA Teams will normally complete their assigned mission within 24-72 hours.
B. PREPAREDNESS AND READINESS
1. Team Rostering and Selection
Designated Team members must be appropriately qualified, available, and willing to perform the
functions described in the RNA Team Position Descriptions located in Appendix G. Some of the
positions are agency-specific and must be filled from within that agency's organization. The lead
agency for each position is responsible for developing rostering procedures, consistent with this
manual.
a. Management Element positions will be filled by the following listed organizations:
• FEMA Team Leader FEMA Region

• State Representative Affected State(s)
b. Assessor Element positions will be filled by the following organizations:
• Hazardous Materials Specialist EPA

• Medical Specialist PHS
• Infrastructure Specialist USACOE
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• Fire/US&R Specialist A US&R Task Force in affected Region

• Mass Care Specialist ARC
c. The following Support Element-QRS positions will be filled by FEMA MERS Detachment
personnel:
• Logistics Specialist
• Operations Specialist
• Telecommunications Specialist
d. In the event multiple teams are deployed, the Coordinator positions will be filled by the
following organizations, on an as-needed basis:
• RNA Coordinator FEMA Region

• State Coordinator Affected State(s)
• Logistics Coordinator FEMA MERS Detachment
• Operations Coordinator FEMA MERS Detachment
• Telecommunications Coordinator FEMA MERS Detachment
e. While RNA Teams are will be deployed on an infrequent basis, normally only in a major
disaster, and for a short period of time, normally 24-72 hours, it is important that RNA Team
members are knowledgeable in their specialty area and capable of performing their assigned
function. Individuals selected for a RNA Team assignment should meet the following general
criteria:
• Demonstrated past performance in assignments with functions similar to those that would
be performed on a RNA Team deployment.
• Availability to deploy on a RNA Team on short notice.
• Willingness to serve as a RNA Team member.
• Completion of the RNA Training Course and availability for other RNA training
opportunities.
• A level of personal fitness commensurate with the physical requirements of the RNA Team
assignment.
2. Team Activation and Deployment
RNA Teams are deployed at the request of an affected State, in coordination with the appropriate
FEMA Region. A determination to deploy a RNA Team(s) may be made in anticipation of a
potential disaster, such as a hurricane, or immediately after a major disaster occurs, when
Federal assistance is likely to be requested. The established FEMA command and control
structure will be utilized to facilitate the deployment process.
Each FEMA Region will develop a RNA Mobilization Plan to use for Team deployment decision
-making and notification. The Plan will utilize the following mobilization phases and guidelines:
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9324.1-PR April, 2001
• Advisory: When an incident occurs that could result in Team activation, an Advisory
notice will be issued. An advisory is for informational purposes only and does not require
formal action, other than acknowledgment of receipt. An advisory provides a means for
information-sharing concerning incidents, events, and crisis/emergency response activities
conducted by other Federal and State emergency responders.
• Alert: When an event has occurred, or is imminent, that may require a Team response, an
Alert notice is issued. Affected organizations will ensure Team members are informed,
mission- capable, and will take necessary action(s) to make sure they are capable of
deploying, if activated.
• Activation: When a decision has been made to deploy a RNA Team(s), an Activation
notice will be issued. An activation signals the transition from a preparedness phase to an
operational phase. Upon issuance of an activation, affected organizations will immediately
deploy their Team members in accordance with the instructions in the activation message.
• Deactivation: When a Team(s) is authorized to withdraw staff and assets from the
disaster area and return to their home base, a Deactivation notice will be issued. A
deactivation notice terminates the Team mission under a previously declared activation.
The deactivation notice will always by used to mark the end of Team operations resulting
from the completion of the mission assignment or other authorized instructions.
• Redeployment: When it is necessary to deploy a previously activated or committed Team
to another disaster area, a Redeployment notice will be issued. If a deployed Team
receives a redeployment order, the QRS must ensure the cache is replenished as soon as
possible at the new disaster scene.
Team(s) activation activities will occur in the following sequence:
• The affected State will request RNA support from their FEMA Region and identify the State
Representative who will deploy with the Team.
• The affected FEMA Region will contact their designated MOC and request initiation of a
conference call between the affected FEMA Region, State, and designated MOC. During
the conference call a decision will be made regarding Team activation.
• If a Team(s) is activated, the designated MOC will contact the appropriate OFAs and ask
them to identify and notify available Team members, as depicted in Figure II-1.
• When notified by either their agency or the designated MOC, Team members will contact
the MOC to confirm their activation and to receive additional information (mode of
transportation, point of arrival (POA), arrival time, etc). Ongoing coordination will occur
between the MOC and OFAs until all team members are identified. When the team is
formed, monitoring and control will continue through the designated MOC.
• The designated MOC will contact the FEMA Team Leader and the State Representative
and will activate the designated QRS.
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9324.1-PR April, 2001
Figure II-1, Notification/Activation Process
When requesting a RNA Team, the affected State will:
• In coordination with the FEMA Region, assign an assembly point in the affected State and
establish an estimated time of arrival (ETA).
• Provide the FEMA Regional office information concerning:
- Recommended equipment or supplies not included in the support kits. An example

is protective clothing based on environmental conditions.
- Logistical support the State is prepared to provide.
- Key contacts, including name, phone number, pager number and other contact data
for the State Representative.
When activated, the entire Team will be notified and sent to the disaster area. The basic Team
structure can be expanded to include additional personnel with specific technical expertise, if
needed. The Team Leader will determine the need for expanding the Team based on the scope
of the disaster, the need to collect information for multiple assessment areas, and the agreed
upon Team expectations derived from the Initial Briefing.
The MOC will track the status of each Team member’s travel until they are assembled at a
designated POA. The Team Leader will obtain up-to-date information from the MOC on the
location and status of all Team members. While the Team Leader is in transit, the MOC or ROC
will keep the Leader informed of any political, social, or environmental issues he/she may
encounter at the POA.
The POA is a designated location (typically an airport) within or near the disaster area where
Team members, supplies and equipment are initially directed. Team members will normally be
met by QRS representatives and taken to the BoO. If QRS representatives are not at the POA, the
MOC will provide instructions for Team members for transit to the BoO.
C. MISSION OPERATIONS
Two co-dependent operations will occur in support of the Team mission. First, a BoO must be
established to coordinate and support assessment operations. The BoO is where the
Management Element and most of the QRS will operate. Secondly, the Assessment Element will
be deployed to the impacted areas, based upon assessment strategies developed by the Team
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9324.1-PR April, 2001
Leader and State Representative, to conduct the actual situation/needs assessment.
1. Management Element Operations
Management Element operations are primarily conducted from the BoO. The BoO is the facility
where most of the support, coordination and decision-making activities are performed. At this
location, equipment and personnel supporting the Team will be housed. The BoO will have a
Communications Center, where input from the field is received, analyzed and processed. The
Communications Center will be linked to assessor vehicles in the field. In most instances only one
BoO will be established for each incident and is configured to be mobile, if necessary (See
Chapter III for more detailed information concerning BoO operations).
Prior to initiating assessment operations, the Management Element, in conjunction with the Team
Assessors, is responsible for developing an assessment strategy, which becomes the basis for
the Operational Plan. Factors to be considered while developing an Operational Plan are
discussed in more detail in Chapter IV.
Upon arrival at the BoO, Team members will receive a General Briefing from the Team Leader,
which should include assessment priorities and strategies that drive the mission (See Appendix
G, RNA Team Operations Checklists, for more detailed information). Prior to beginning
assessment operations, the Team should also be provided an Initial Briefing by the affected State
and/or ERT-A/ROC that gives a general overview of the situation and defines the Team’s
priorities, objectives, and expectations (See Appendix G, RNA Team Operations Checklists, for
more detailed information).
If the Team Leader and the State Representative determine that an aerial assessment would
provide beneficial information, the Team Leader or State Representative will request aerial
support. If not readily available, the requirement should be firmly defined and submitted. The
number of personnel participating on the overflight will determine the size and type of aircraft
required. In addition, the Team Leader should report the projected area to be viewed, the
designated landing zone, and if the requirement is for a single day or multiple days, etc. The first
source of supply should be the State, which has access to State National Guard and or Civil Air
Patrol (CAP) assets. Requests for State assets should be submitted from the Team Leader to
the ROC or ERT-A Team Leader to the State counterpart. If Federal assets are the only remaining
option, the Team Leader will contact the ROC or ERT-A Team Leader to have Federal sources
supply these assets. This may include military aircraft on hand at a local base, General Services
Administration (GSA)-rented commercial aircraft, assets from other Federal Agencies located
nearby (i.e., Coast Guard, National Wildland Fire Group, Federal Aviation Administration (FAA),
etc.).
The Management Element should ensure that the following actions are taken in order to achieve
the identified priorities and strategies:
• Visually display the impact area and divide into assigned work areas commonly called
sectors. Identify alternative strategies if necessary.
• Prioritize key contacts.
• Establish an action tracking system to ensure objectives are being accomplished.
• Establish a check-in/assessment reporting time-table, to include the reporting of critical
information.
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9324.1-PR April, 2001
• Establish a methodology for how information is reported to the BoO Communications

Center (i.e. phone, radio, fax, diskette, etc.).
• Develop a timetable for future meetings and debriefings.
• Discuss key safety considerations and accident reporting.
The Operations Specialist receives incoming assessment information from the members of the
Assessment Element and processes it for Team Leader and State Representative review,
analysis, and transmittal. The Operations Specialist processes the data into an appropriate data
transmission format and sends it to the intended recipients (ERT-A Leader, ROC, MOC, State,
etc.), as indicated in Figure II-2.
Figure II-2, RNA Information Flow
RNA TEAM
Information Flow
Coordination
ROC and/or ERT-A State EOC
Information & Planning
Section MOC
Team Leader
at the BoO
Team Team
Team
Assessors Assessors
Assessors
The Team Leader assumes ultimate management responsibility for the welfare of Team members
and property. Since the Assessment Element may be physically separate from the Team Leader
for much of the mission, the Team Leader will select an Assessor in each vehicle to assume
management of each Assessor Element when away from the BoO.
2. Assessment Operations
Once assembled the Assessor Element will receive information from the State Representative
and FEMA Team Leader about the method and objectives of their mission. They may be
instructed to perform a “windshield survey” of the area or an aerial overflight. If a windshield survey
is performed, the Team Leader will determine which vehicle(s) will be used. Whenever possible,
all assessors should be placed in one vehicle, due to the intensive coordination requirements
involved in performing a needs assessment. However, if a large area is to be covered, the Team
Leader will determine the geographical areas and assessment components that will accompany
each vehicle. If an aerial overflight is performed the vehicles will be used to transport the
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9324.1-PR April, 2001
Assessment Element to and from the airfield. Assessors will provide information and assessment
results/recommendations to the BoO according to communications procedures established for
the mission.
The overall mission of a RNA Team is to "collect and provide information to determine
requirements for critical resources needed to support emergency response activities." Therefore,
a Team operation considers the resource needs of the affected population as their primary
Essential Elements of Information (EEI). Any other information collected on a mission is
secondary to, and supportive of, the primary EEI. In other words, information is only considered
essential if it identifies:
• A resource need; or,

• An obstacle to the effective delivery of supplemental resources.
Team members should not focus their attention on identifying damage levels in terms of the
number of structures damaged or destroyed, nor should they attempt to construct an overall cost
estimate of a disaster's destruction. PDAs will be conducted later in the disaster, after the critical
resource needs of the affected population have been met. In fact, the information that the Team
provides will be utilized in later assessments and surveys in order to construct more accurate
damage estimates.
Because the Team concentrates on resource needs, Team members should attempt to identify
the specific level of resources required to respond to the disaster. By recommending Federal
resources at specific levels, the Team will conserve difficult to obtain commodities and will ensure
that all disaster victims are aided to the best of the local, State, and Federal governments' ability.
The following broad categories are offered as examples of the types of information that should be
collected. Team members should, of course, concentrate their efforts on collecting information that
is consistent with their area of expertise. For example, an Infrastructure Specialist would record
the extent of damage to critical lifelines, and secondarily, the extent of damage to structures.
Chapter 7 of the RNA FOG and Appendix G of this manual provide more detailed information on
conducting assessments and the reporting methodology.
a. Imminent Hazards (Key Needs Issues):
Certain response needs should be readily apparent based upon the focus of local government
officials, public, and media attention. The Team Leader should first verify these needs with State
and local responders, and then immediately proceed with an appropriate response. Information
that falls into this category should be promptly communicated to the ERT-A/ROC by the Team
Leader.
b. Boundaries of Affected Area:
The affected area should be defined/identified by:
• Geographical boundaries.
• Political boundaries.
• Boundaries of a specific hazard (i.e., an earthquake could cause fires in one area and
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9324.1-PR April, 2001
liquefaction in another, in addition to causing a tsunami).
c. Local/State Resource Levels:
Identifying the need for resources at the State and local levels is the primary mission of the Team.
Two areas should be examined when considering the availability of State and local resources.
• Personnel:
The Team should determine if there are personnel shortfalls in both State and local government
organizations that could cause significant delays in responding to an event. The number and type
of responders who are on duty at a given time and location should be taken into consideration
when assessing the personnel situation. Agencies with key disaster response duties include, but
are not limited to:
- Emergency management.
- Law enforcement.
- Fire (including search and rescue capabilities).
- Public works.
- Public health.
- Voluntary agencies (e.g., shelter management).
• Material/Equipment
The Team should determine what resource shortfalls exist in the affected area. If different sectors
require different resources, these variations should also be identified. Resource shortfalls that
occur during a disaster include, but are not limited to:
- Food (adult and infant).

- Water/water purification equipment.
- Shelters/tents/blankets.
- Distribution locations.
- Sanitation services.
- Generators.
- Communications equipment.
- Construction equipment (plastic sheeting, wood).
- Debris removal equipment.
d. Population Information
• Specials-Needs Population:
The special-needs population include groups such as the elderly, infirm, school children, and non-
English-speaking persons that may need assistance in avoiding potentially dangerous situations.
• Demographic Statistics:
Demographic statistics available from the affected State or local government should be collected
by the Team. Such information will aid emergency responders in the delivery of resources to the
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9324.1-PR April, 2001
affected population. Such information includes, but is not limited to:
- Housing types.
- Housing values.
- Income levels (median).
- Ethnic groups.
- Population by age.
In addition, if a portion of the affected population was evacuated prior to, or immediately following
the event, an estimate of the number of evacuees and their current location (if possible) should be
determined.
If this information is not readily available at the State or local level, FEMA can generate
demographic data with it’s Geographic Information Systems (GIS) capability. Given specific
boundaries (streets, bodies of water, county/city borders), it can quickly produce demographic
information. Any request for GIS support should be forwarded through the Team Leader to the
ERT-A or ROC Information and Planning Section.
e. Special Facilities:
Assessing the status of special facilities is an important component of the Team mission. The
damage to these facilities should be evaluated as it relates to both the length of time that the
facility will be inoperable, and the number of people the facility serves. Good estimates of
downtime of these facilities will allow responders to send in the appropriate amount of relief.
Special facilities include facilities that house special needs populations that require immediate
attention. The most common special needs facilities are schools and nursing homes
f. Essential Facilities:
Essential facilities are facilities that are essential to emergency response operations. Team
members should verify: (1) the existence of these facilities; (2) the operational capabilities of
these facilities; and (3) the location of these facilities. Essential facilities include:
• Shelters.
• Food distribution centers.
• Hospitals.
• Police stations.
• Fire stations.
• Government offices.
• Emergency operations centers.
Based on assignments from the Team Leader, team members conduct assessments of the
situation, which are later reported to the Operations Specialist through the Team Leader. The
information is transmitted to the MOC, State EOC, ROC, or ERT-A. Critical, time-sensitive
information will be transmitted as it is obtained, not at a specified reporting timetable or at the end
of the assessment process. The flow of critical, time-sensitive information between the Team,
MOC, State EOC, ROC, or ERT-A should be almost continuous.
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9324.1-PR April, 2001
3. Operations Safety and Security
a. Safety
Team personnel will be exposed to many hazards during the initial hours following a disaster. The
local jurisdiction and state will focusing on saving lives and many public safety issues will not be
immediately addressed. Selected risk factors may include the following:
• Earthquake aftershocks.
• Falling material or flying objects.
• Exposure to hazardous materials.
• Excessive noise, dust, smoke and fire.
• Contaminated air and water.
• Downed electrical lines.
• Dangerous equipment.
• Armed looters and thieves.
• Physical demands, insomnia, excessive fatigue and stress.
• Adverse weather.
• Working in unfamiliar surroundings.
The Team Leader has the primary responsibility to ensure that good safety practices are
sustained throughout the operation. In order that safety is considered by both the BoO and the
Assessors, safety must be a topic covered in each briefing and critique. The Team Leader will
ensure that all operations are monitored for compliance.
While the Team Leader is ultimately responsible for ensuring the safety of the responders, each
team member must also recognize and practice safety procedures to ensure for the welfare of the
entire team. As a result, all team members must identify unsafe acts and hazardous conditions
and must report them to their supervisor. If possible, unsafe or hazardous conditions should be
mitigated.
b. Security
Security of equipment is a responsibility of the QRS. Team members will not only be operating in
a potentially unsafe environment, but security risks may also pose threats to personnel. It is
essential that the team develops a plan to ensure that personnel, equipment and the BoO are
secure.
If security becomes an issue during the mission, the Team Leader will discuss the need for law
enforcement or military officers with the State Representative. The Team Leader or State
Representative may work with the local jurisdiction or State National Guard to obtain protection for
the BoO and Team members. If local or State resources cannot be committed to the Team, the
Team Leader may wish to communicate requirements to the ROC or ERT-A Leader. The ROC or
ERT-A may provide military or civilian law enforcement officers to support the Team.
4. Media Relations
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9324.1-PR April, 2001
Team activities will inevitably generate media attention. It is essential that the public information
effort be coordinated to ensure that the Federal government speaks with a consistent and
coordinated voice. Inquiries made to team members should be referred to the Team Leader, who
will refer them to the Public Information Officer assigned to the ROC or ERT-A. If it is not practical
to defer media inquiries, the Team Leader should provide accurate information within the confines
of their job knowledge and responsibility.
Team members, while in the field, may be confronted by media inquiries and may find it
impractical to defer the inquiries to the Team Leader. (See Appendix G, RNA Operational
Checklists, for guidance to consider when giving interviews).
D. DEMOBILIZATION/REASSIGNMENT
The Team Leader and the State Representative will determine when their assignment is
completed. The Team Leader and State Representative will develop recommendations for the
ERT-A Leader to demobilize the Team and/or coordinate possible reassignment of Team
members. The Team may be entirely demobilized and all team members returned to home base.
Or, the Team may be reassigned in one of four ways:
• The Team may be re-deployed as a full team to another area of the disaster, or to another
emergency or disaster in a different geographical area;
• Individual members may be re-assigned to other responsibilities supporting the Federal

response effort, either with FEMA or their OFA, in the Disaster Field Office (DFO) or a field
ESF operation;
• Selected Team members may remain in the disaster area to provide technical assistance
to local governments; or,
• Team members may be reassigned to participate on the PDA Team, compiling more
detailed damage assessment reports and determining long-range human/infrastructure
needs.
If the Team is reassigned, it may not be self-sufficient for 72 hours in the new location due to the
use and depletion of equipment during the first mission. This must be anticipated prior to
reassignment. Supply systems should be identified and used to provide Team support needs for a
second mission.
When a Team is released from their assignment, the QRS coordinates demobilization. A
checklist for demobilization of the BoO is included in Appendix G. The QRS will ensure that the
team has ground transportation to a point of departure or other reporting site. The MOC or the
ERT-A will work to arrange flights for Team members departing to their home duty station.
E. RETURN TO PREPAREDNESS
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9324.1-PR April, 2001
After returning to its home base, the MERS Detachment will resupply and refurbish the QRS
equipment caches. If possible, all used caches should be restored to a readiness status within 30
days upon return. More detailed information regarding resupply and refurbishing is provided in
Chapter III.
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9324.1-PR April, 2001
III. SUPPORT REQUIREMENTS AND PROCEDURES

The QRS, with its corresponding MERS Detachment, is responsible for managing logistics,
documentation, and communications in support of RNA Team operations. Since the Team has
limited resources, all members must contribute in various ways to the support operations. The
following information summarizes QRS and MERS Detachment activities that support the RNA
Team mission.
A. PREPAREDNESS AND READINESS ACTIVITES
1. Logistics
When not engaged in disaster support operations, the designated MERS Detachments are
responsible for ensuring that all life support and communications equipment is maintained and
prepared for deployment and that all RNA support plans are current. This includes the following
activities:
• Purchasing equipment for the equipment cache.

• Conducting periodic tests to ensure communications equipment is in proper working order.
• Maintaining and rotating shelf-life items.
• Reviewing the condition of equipment and assigning a readiness status to the kits for
resource status purposes.
• Participating in mobilization drills.
• Ensuring that equipment is packaged and palletized in accordance with civilian or military
guidelines relating to air transportation.
• Ensuring that all logistics-specific procedures are up-to-date, based upon lessons learned
from operations, drills and exercises.
• Coordinating with suppliers of kit contents (i.e., MERS and Disaster Information Systems
Clearinghouse [DISC]) for property accountability purposes and reordering additional
supplies.
• Serving as the custodial officer and completing required property accountability
paperwork.
• Maintaining kits and refurbishing, disposing, and replacing equipment following disaster
operations, training events, and exercises.
2. Communications
a. As indicated in Chapter II, the MOC plays an important role in executing alert or activation
notices. During each notification, the MOC will provide Team members with important
information, including:
• Situation briefing (including type of event, location, magnitude, current situation, current
operations, current State assessment activities, other Teams activated, etc.);
• Time of initial activation and name of person initiating the notification;
• Designated point of arrival;
• Weather conditions;
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9324.1-PR April, 2001
• Supporting MOC;
• Supporting QRS;
• The POA, as identified by the Team Leader, the ROC, or the designated MOC; and,
• Any additional special instructions.
b. The Telecommunications Specialists will prepare and load the communications equipment
for deployment and will drive the Team Assessor vehicles to the designated location. If the
equipment cache is to be air transported, the Telecommunications Specialists will prepare and
package the transit cases containing the communications equipment for shipment. If military
aircraft is ordered to ship the cache, the Telecommunications Coordinator/Specialist will
complete all pre-flight inspections, joint airlift inspections, weighing, load planning and Hazardous
Material Certification (Dash 2 Certification).
B. OPERATIONS
1. Tranpsortation
a. QRS Transport
Upon alert or activation notice, the designated MERS Detachments will package and ship the
QRS life support and communications equipment and ensure that the team is prepared for 72
hour self-sufficient operations. In addition, the QRS Logistics Specialist will contact the MOC to
identify and establish Team member ETA at the POA. The equipment will likely be driven or flown
via military air to the disaster area. Additional details regarding MERS Detachment/QRS
activation and deployment action are provided in Chapter II.
b. Team Member Transport
The POA is the location where most ground transportation needs will be filled. Often, the QRS
vehicles will meet incoming Team members at the POA and will transport them to an assembly
point. Based upon times, places of arrival and the availability of QRS vehicles, Team members
may be directed to rent a vehicle for multiple personnel use. This instruction will be given by the
MOC upon issuance of an activation notice. It should be noted that obtaining rental transportation
upon arrival may prove to be difficult, even if the vehicle was ordered from a rental company when
making travel arrangements.
2. BoO Set-Up and Operations
As described in Chapter II, the BoO serves as the central hub for Management Element decision-
making, as well as collecting, analyzing, processing, and transmitting incoming data from the
Assessor Element. Additionally, the BoO may be used by all Team members for billeting and
feeding in worst-case scenarios. In the event that more than one Team is deployed within a given
geographic area, a single BoO may be established to support multiple Teams. Travel time,
communications connectivity, and other logistics factors will determine the feasibility of a single
BoO supporting multiple Teams.
a. BoO Site Selection:
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9324.1-PR April, 2001
(1.) Environmental and Safety Considerations:
The selection of a BoO site must take into consideration hazards and various environmental
hazards, including:
• Proximity of overhead hazards;

• Proximity of hazardous materials and hazardous utilities;
• Topography (i.e., water run-off, flooding, rain);
• Prevailing winds, which will increase the hazards of dust, contamination, etc.;
• Access to the local Incident Commander;
• Access to transportation for the conduct of the assessment;
• Level of noise; and,
• Antenna requirements.
(2.) Space Requirements:
In addition, the BoO requires sufficient space to suit the needs of the Team. BoO space
requirements are determined by the number of personnel, the size of the equipment cache, and
whether the BoO will be used periodically to sleep and feed the Team members. At a minimum,
the BoO needs adequate space to set up the Equipment Area, the Communications Center, and
a Sanitation Area. If the BoO is used to support the billeting and feeding needs of the Team, it
must be expanded to ensure that adequate space for personnel shelters, a Medical Treatment
Area, and a Food Preparation/Feeding Area. The BoO may be placed near an area suitable for a
helicopter landing zone, if operationally required. The BoO may be housed in a fixed facility, such
as a warehouse, where all sections may be established. It may also consist of a combination of a
temporary facility and a fixed facility. This would be the case where the personnel are billeted in a
local hotel while certain sections of the BoO are established in a temporary outdoor location.
(3.) Strategic Considerations:
The selection of a BoO site depends not only on the environments and the availability of space,
but a number of other factors, including:
• Travel distance to the affected area, personnel billeting area, and local jurisdiction EOC or
Incident Command Post;
• Availability of transportation (particularly if insufficient numbers of vehicles were brought
with the team or if they were not rented upon arrival;
• Access routes;
• Terrain and the height of the location (for maximum communications utilization); and,
• Site safety/security.
Appendix G includes the following RNA Checklists to assist in the BoO location process:
• BoO Location;
• BoO Set-Up; and,
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9324.1-PR April, 2001
• BoO Safety.
b. BoO Components:
At a minimum, a BoO will consist of 3 components:
• Command Center.
• Equipment Cache Area.
• Sanitation Area.
(1.) Command Center:
The Command Center is the primary operations area in the BoO. It is where information from the
field is received, analyzed, processed, and transmitted. The Command Center is linked to the
Assessment Element vehicles operating in the field. The Command Center houses the Team
Leader, Telecommunications Specialist and Operations Specialist. The Center should be placed
on high ground when at all possible in order to facilitate communications set up. The Team
vehicles with their communications gear will be placed in this area. While an existing structure
may be ideal for a Communications Center, this area may be established with tents erected
during inclement weather and an awning structure set up for shade during hot weather.
(2.) Equipment Cache Area:
The Equipment Cache Area should be located adjacent to the BoO entrance and main access
routes and should contain only one entry point. In most cases, the Team trailer with the Team
Administration Kit equipment will be used as the equipment cache area. If the trailer is not
adequate for the need, a temporary area will be designated and protected. Equipment and
supplies that are not protected in the trailer will be covered with tarps or plastic, with water
sensitive equipment stored on pallets or under tents. The area will be well lit and will have
electrical supply. It will be staffed continuously in order to implement property accountability and
security procedures.
(3.) Sanitation Area:
The Sanitation Area is for the personal needs, health and comfort of the BoO personnel who will
be operating for long periods of time. The MSE personnel at the BoO site will ensure that latrines,
garbage and sanitation areas are established. If sleeping and eating will occur at the BoO, this
area should be downhill and downwind of the sleeping and eating areas. Portable latrines should
be available shortly after the BoO is established. Latrines should be frequently changed or
cleaned. A wash area must be established to ensure good hygiene for Team
personnel. The camp should be regularly

cleaned and garbage must be removed at least daily.
c. Additional BoO Components in an Austere Environment:
If the event is so catastrophic that no hotel accommodations are available, the BoO may be
expanded to include the following areas:
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9324.1-PR April, 2001
• Shelter Area
• Medical Treatment Area
• Feeding Area
(1.) Shelter Area:
In the event that fixed facilities are unavailable for housing Team members, the equipment
cache contains tents, sleeping bags, ground cover and other equipment designed to support
the personal sheltering needs of the Team members. The cache includes two-person tents
that are approximately 4 feet by 6 feet. Larger individuals may not be able to comfortably
share a tent and segregation of the sexes may require additional tents. As such, the number
of tents and configuration of the personnel shelter sections in the BoO will vary.
(2.) Medical Treatment Area:
The Team Leader should be prepared to handle personnel medical emergencies. At the BoO,
an area should be established for the immediate treatment of team members injured in the line
of duty or those who become ill. A medical treatment area should be established to enable the
segregation of ill or injured members from the rest of the team for initial assessment, treatment
and stabilization until the member may be moved to a local medical facility. Since the only
medical supplies brought to the field are basic first aid supplies, complicated medical
procedures should not be performed. During the site selection process, local medical facilities
should be identified and noted for medical emergencies.
(3.) Feeding Area:
If the team members have no other alternative than to eat the Meals-Ready-To-Eat (MREs) in the
Team cache, a separate food preparation and feeding area should be established. This ensures
hygienic practices and enables the team members to have some social time, relieving stress.
An illustration of the various BoO components is provided in Figure III-1.
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9324.1-PR April, 2001
Figure III-1, Sample BoO Layout
3. Communications Support and Operations
Communications support is the backbone of the operations. It provides the means for transferring
the critical assessment information to the local, State, and Federal entities for successful
completion of its time-sensitive mission. The communications support kits are divided into two
components: Assessor Vehicles and BoO.
The communications support package is a highly mobile support package and is primarily
installed, integrated, operated and maintained by the Telecommunications Specialist in the
Assessor Vehicles, but is also designed to be packaged and shipped without the vehicles and
operate in a transit case/stand alone configuration. Each designated MERS Detachment will
maintain the systems in readiness for deployment. When deployed, one MERS
Telecommunications Specialist would deploy with each communications support package and is
responsible for total communications support. (See Appendix E for more detailed information
concerning the Telecommunications Support Packages).
The BoO, established on the fringe of the disaster area and supporting the Team Assessors
operating inside the disaster area, will act as the Net Control Station (NCS) and will appoint one
of the Team Assessor vehicles as the Alternate NCS. Once the BoO is established, the
communications network will be established in accordance with Team Communications SOPs
and Communications Electronics Operating Instructions (CEOI). There is a wide variety of
communications available to support the transmission of data from the Assessors in the field to
the BoO. Each disaster’s unique situation will dictate the most expedient means of establishing
communications.
III — 6
9324.1-PR April, 2001
The BoO will establish communications with the MOC and ROC via the FEMA National
Emergency Coordination Net and the affected State EOC. Cellular telephone will be the primary
means to pass voice and data traffic from the BoO to the ROC and EOC. Alternate means of
voice and data communications will be High Frequency (HF) radio. In all cases, when time allows,
the radio networks, Very High Frequency (VHF) and HF, will be installed and operational as a
"HOT" stand-by.
C. RETURN TO PREPAREDNESS
Post-mission activities begin prior to departing an operating site or relocating to another site for
continued operation. The goal of post-mission activities is the systematic return of the Team to a
high level of readiness, as quick as possible, upon completion of exercise/disaster operations.
1. Logistics
As indicated in Chapter II, the MERS Detachment is responsible for returning the QRS equipment
caches to a readiness status within 30 days upon return, if possible. This will be accomplished in
accordance with standard equipment repair and replacement procedures. Several RNA
Operational Checklists that may assist in this process are located in Appendix G, to include:
• Equipment Reporting;
• BoO Disengagement; and,
• Demobilization.
2. Communications
Telecommunications Specialists must accomplish activities specific to the rehabilitation of the

communications kits. Post-operative maintenance will be performed on communications support
kits, to include:
• A complete Preventative Maintenance and Service Check (PMSC);

• Repair and/or replacement of inoperative equipment.
III — 7
9324.1-PR April, 2001
III — 8
9324.1-PR April, 2001
IV. PLANS AND REPORTS

The development of succinct and precise plans and reports is essential to the successful
completion of the RNA mission. This chapter outlines the required RNA mission plans and
reports and provides guidance for their completion.
A. OPERATIONAL PLAN
The Operational Plan establishes the assessment strategy for Team operations. The Plan is
developed by the Team Leader and State Representative, in conjunction with other Team
members. Although each deployment is unique, several factors need to be addressed in the
Plan, to include:
• Primary and secondary target assessment areas;

• Assessment priorities; and,
• Fastest method of assessment (air/ground/both).
Other informational items that should be outlined in the Plan include:
• Planned meetings with State/city/county officials;

• Reporting timeframes, and other timetable requirements;
• BoO meeting schedule;
• Lead assessors for vehicles/aircraft;
• Communications procedures;
• Emergency action procedures;
• Team roster;
• Safety and security procedures;
• Level of logistical support required; and,
• Dispute resolution procedures.
The Operational Report format and instructions for completion are contained in Figure IV-1. A
sample Operational Report is provided in Chapter 7 of the RNA FOG.
IV — 1
9324.1-PR April, 2001
Figure IV-1, Format and Guidance for RNA Team Operational Report
RNA ASSESSMENT TEAM

OPERATIONAL PLAN
Incident: Self-explanatory
Location: Self-explanatory
Date: Self-explanatory
Team Roster: Self-explanatory
Assessment Objectives:
Based on State/FEMA Initial Briefing
• Primary Targets:
• Secondary Targets:
Assessment Strategies:
Include specifics, such as:
• Individual assessor assignments;

• lead assessor designations;
• method of transportation;
• Points of Contact at sites;
• Reporting times;
• Safety and/or security concerns; and,
• Any other unusual circumstances or special instructions.
IV — 2
9324.1-PR April, 2001
B. TEAM REPORTING
There are three general reports required of a Team:
• Assessor Forms;
• Consolidated Report; and,
• After-Action Report.
The general make-up and requirements for submitting each report are described below.
1. Assessor Forms:
Individual reports will be prepared by each member of the Assessment Element. Standard
formats have been developed for each functional area. The forms include observation
information, a remarks/comments section, assessment information, and a
summary/recommendations statement. Assessor forms are the primary tool used to convey
information up the chain-of-command to mobilize the appropriate Federal resources needed in
the affected area. It is critical to the success of the mission that the content of these forms be
precise, complete, and consistent. Detailed instructions for completing the assessor forms is
provided in Chapter 7 of the RNA FOG. The following assessor forms are illustrated in Figures
IV-2 through IV-9:
• RNA-001, RNA Report: Infrastructure – Water Treatment;

• RNA-002, RNA Report: Infrastructure – Electrical;
• RNA-003, RNA Report: Infrastructure – Bridges, Roads, Airports;
• RNA-004, RNA Report: Infrastructure – Debris Removal, Potable Water;
• RNA-005, RNA Report: Fire/US&R;
• RNA-006, RNA Report: Mass Care;
• RNA-007, RNA Report: Health and Medical; and,
• RNA-008, RNA Report: Hazardous Materials.
IV — 3
9324.1-PR April, 2001
Figure IV-2, RNA Report: Infrastructure – Water Treatment

REPORTING FORM
INFRASTRUCTURE-
WATER TREATMENT INCIDENT
UNIT ESF-5 RNA-001
DISASTER #: OPS PERIOD: DATE/TIME PREPARED: PREPARED BY:
OBSERVATION INFORMATION:
Weather/Temperature Range:
Agency/Organization:
Survey Method: [ ] Aircraft [ ] Windshield [ ] Interview
Location:
Latitude: Longitude:
Type of Area: [ ] Urban [ ] Suburban [ ] Rural [ ] Industrial
WASTE WATER TREATMENT PLANTS
1. Systems: Lagoons _____________ Trickling Filter ____________ Activated Sludge ___________ Other______________
2. Number of Facilities Affected: ___________________________ Unknown_____________________________________
3. Facility Name: ______________________________________________________________________________________
4. Location: __________________________________________________________________________________________
5. Extent of Damage: Destroyed ________ Major Damage ________ Minor Damage ________ Operational ________
6. Time to return to service: Hours ______ Days ______ Weeks ______ Longer ______ Unknown ___
7. Are there bypasses at the plant? Yes ___ No ___ Unknown ___
8. Is power available to the facility? Yes ___ No ___ Unknown ___
9. Is generator power available? Yes ___ No ___ Unknown ___
10. Are interceptor sewers operational? Yes ___ No ___ Unknown ___
11. Are lift stations operational? Yes ___ No ___ Unknown ___
12. Do lift stations have bypasses? Yes ___ No ___ Unknown ___
13. Do lift stations have power? Yes ___ No ___ Unknown ___
14. Is generator power available? Yes ___ No ___ Unknown ___
15. Service area of plant: _________________________________________________________ Unknown ___
16. Service population of plant: ____________________________________________________ Unknown ___
17. Porta-toilets needed: Yes ___ No ___ Unknown ___
18. Approximate number needed: __________________________________________________ Unknown ___
REMARKS/COMMENTS
SUMMARY/RECOMMENDATION STATEMENT
DISTRIBUTION:
TEAM LEADER DATE TIME
IV — 4
9324.1-PR April, 2001
Figure IV-3, RNA Report: Infrastructure – Electrical
REPORTING FORM
INFRASTRUCTURE -
ELECTRICAL INCIDENT
UNIT ESF-5 RNA-002
Location:
ELECTRICAL SYSTEMS (GENERATION)

1. Systems: Coal-fired _________ Oil-fired _________ Nuclear _________ Gas-fired _________ Other ________
2. Number of facilities affected: _________________________________ Unknown ______________________________
3. Facility Name: _____________________________________________________________________________________
4. Location: __________________________________________________________________________________________
5. Damage: Destroyed _________ Major Damage _________ Minor Damage _________ Operational _________
6. Time to return to service: Hours _________ Days _________ Weeks _________ Longer _________
7. Generator Power Available: Yes _________ No _________ Unknown _________
8. Service area of plant: ___________________________________________________ Unknown _________
9. Service population of plant: _______________________________________________ Unknown _________
ELECTRICAL SYSTEMS (TRANSMISSION)
1. Are power lines down? Yes _________ No _________ Unknown _________
a. How Many ________________________________________________________ Unknown _________
2. Are power poles/towers down? Yes _________ No _________ Unknown _________
3. Damage: All Down ___ Majority Down ___ Few Down ___ Operational ___
4. Are substations down? Yes _________ No _________ Unknown _________
b. Damage Type: Transformers _________ Switches _________ Power Lines _________ Other _________
REMARKS/COMMENTS
DISTRIBUTION:
IV — 5
9324.1-PR April, 2001
Figure IV-4, RNA Report: Infrastructure – Bridges, Roads, Airports
REPORTING FORM
INFRASTRUCTURE -
Bridges, Roads, Airports INCIDENT
UNIT ESF-5 RNA-003
Location:
BRIDGES
1. Are bridges open to automobile traffic? Yes _________ No _________
Unknown
_________
2. Number of bridges affected ______________________________________________ Unknown _________
3. Bridge damage: Most destroyed _________ Major Damage _________ Minor Damage _________ In Use _________
4. If destroyed are alternate Routes Available Yes _________ No _________
ROADS
1. Are roads open to automobile traffic? Yes _________ No _________
Unknown
_________
2. Number of roads affected ______________________________________________ Unknown _________
3. Road damage: Most destroyed _________ Major Damage _________ Minor Damage _________ In Use _________
4. If destroyed are alternate Routes Available Yes _________ No _________
AIRPORTS
1. Are airports open to traffic? Yes _________ No _________ Unknown _________
2. Number of airports affected ______________________________________________ Unknown _________
3. Airport damage: Most destroyed _________ Major Damage _________ Minor Damage _________ In Use _________
4. If destroyed are alternate landing areas available? Yes _________ No _________
a. If Αyes ≅ , where? _______________________________________________________________________________
b. Estimated distance: ____________________________________________________________________________
REMARKS/COMMENTS
DISTRIBUTION:
IV — 6
9324.1-PR April, 2001
Figure IV-5, RNA Report: Infrastructure – Debris Removal, Potable Water
REPORTING FORM
INFRASTRUCTURE -
Debris Removal, Potable Water INCIDENT
UNIT ESF-5 RNA-004
Location:
DEBRIS REMOVAL
1. Are there areas where you need emergency access that are covered with debris?
Yes _________ No _________ Unknown _________
2. Does the state or locals have capability to remove the debris for emergency access?
Yes _________ No _________ Unknown _________
3. Have ALL emergency routes been identified? Yes _________ No _________ Unknown
_________
4. Estimated debris to be removed tons/cubic yards. _____________________________ Unknown
_________
POTABLE WATER SYSTEMS
What type of systems? Wells _________ Reservoirs _________ Water Plant _________
Number of facilities affected? ______________________________________________ Unknown _________
1. Facility Name: ___________________________________________________________________________________
2. Location: _______________________________________________________________________________________
3. Extent of damage. Most destroyed _________ Major Damage _________ Minor Damage _________ In Use _________
4. Time to return to service. Hours _________ Days _________ Weeks _________ Destroyed _________
5. Is commercial power available to the facility? Yes _________ No _________
6. Is generator power available to the facility? Yes _________ No _________
7. Service area of facility ______________________________________________ Unknown
_________
8. Service population of facility _________________________________________ Unknown
_________
9. Has water been contaminated? Yes _________ No _________ Unknown _________
10.Is distribution system operational? Yes _________ No _________ Unknown _________
11. Will water be required (potable) Yes _________ No _________ Unknown _________
12. How much potable water will be needed (3 gallons/person/day)?___________________________________________
REMARKS/COMMENTS
DISTRIBUTION:
IV — 7
9324.1-PR April, 2001
Figure IV-6, RNA Report: Fire/US&R
REPORTING FORM
FIRE / US&R
INCIDENT
UNIT ESF-5 RNA-005
Location:
1. Are there fire incidents in progress? Yes ________ No ________ Unknown ________
2. Do fire incidents exceed capabilities of available resources? Yes ________ No ________ Unknown ________
3. Are there US&R incidents in progress? Yes ________ No ________ Unknown
________
4. US&R incidents exceed capabilities of available resources? Yes ________ No ________ Unknown ________
5. Need for fire/US&R resources for other hazard reduction activities? Yes ________ No ________ Unknown ________
INCIDENTS IN PROGRESS FIRES
US&R
BUILDING TYPE ATTENDED VICTIMS ATTENDED VICTIMS
Yes No Trapped Missing Yes No Trapped Mis
sin
Commercial
Industrial
Health care
Educational
Religious
Apartments
Houses
Mobile/Mod.
Hotels/Motels
Other:
TOTAL
RESOURCES Local FIRE Local US & R
Mutual Aid
Assigned Availabl Assigned Availabl Assigned Availabl Assigned Ava
e e e ila
Personnel
Apparatus
SUMMARY/RECOMMENDATIONS STATEMENT
IV — 8
9324.1-PR April, 2001
DISTRIBUTION:
Figure IV-7, RNA Report: Mass Care
REPORTING
MASS CARE FORM
INCIDENT
UNIT ESF-5 RNA-006
Location:
SHELTER
1. Number of Shelters Open: ____________________ 2. Estimated Population in Shelters: ____________________
3. Number of Shelters which need structural surveys: ________________________________________________________
4. Number of Shelters Closed: __________________________________________________________________________
a. Due to Damage: ______________________________ b. Due to Population Demand: __________________
5. Number Shelters Without: a. First Aid Support: ________ b. Communications: ________ c. Security: __________
d. Food Prep Capabilities: __________ e. Power: __________ f. Adequate Staffing (Agency Specific): _________
g. Less than a 3 day Food Supply: _________________ h. Less than a 3 day Water Supply: __________________
6. Unmet needs - Estimated Number and Locations
_________________________________________________________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
FOOD/FEEDING
1. Number of Fixed Feeding Facilities (not counting shelters): _______________________________________________
2. Hot Meal Capability: ____________________________ 3. Cold Meal Capability: ________________________
4. Local Food Stock Available: Y / N 5. Estimated Number of Days: ___________________
6. Adequacy of Staffing: _____________________________________________________________________________
7. Status of Food Retailers and Wholesalers: ____________________________________________________________
_________________________________________________________________________________________________
8. Unmet needs - Estimated Number and Locations: _______________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
IMMEDIATE LIFESAVING ACTIONS
IV — 9
9324.1-PR April, 2001
DISTRIBUTION:
IV — 10
9324.1-PR April, 2001
Figure IV-8, RNA Report: Health and Medical
REPORTING
HEALTH AND FORM
MEDICAL INCIDENT
UNIT ESF-5 RNA-007
Location:
POPULATION INFORMATION
1. Total population: ____________ Unknown
2. Total hospitals: ____________ Unknown
3. Total hospital beds: ____________ Unknown
HOSPITAL SYSTEM STATUS
1. Number of hospitals fully operational: ____________ Unknown
2. Number of emergency departments accepting emergencies: ____________ Unknown
3. Number of inpatients: ____________ Unknown
4. Number of available hospital beds: ____________ Unknown
5. Number of patients to be evacuated: ____________ Unknown
5a. Ambulatory ____________ Unknown
5b. Non-ambulatory ____________ Unknown
PRIMARY CARE CLINIC STATUS (PUBLIC/PRIVATE)
1. Number of primary care clinics: ____________ Unknown
2. Number of operational primary care clinics: ____________ Unknown
OUTPATIENT PHARMACY SYSTEM STATUS
1. Number of outpatient pharmacies: ____________ Unknown
2. Number of operational outpatient pharmacies: ____________ Unknown
NURSING HOME SYSTEM STATUS
1. Number of nursing homes/special care facilities: ____________ Unknown
2. Number of residents: ____________ Unknown
3. Number of residents requiring evacuation: ____________ Unknown
4. Number of non-ambulatory residents requiring evacuation: ____________ Unknown
PREHOSPITAL EMERGENCY MEDICAL SERVICE (EMS) STATUS
1. % of EMS system operational: ____________ Unknown
2. Is the number of ambulances in operation sufficient? ____________ Unknown
3. Is the radio dispatch system working? ____________ Unknown
4. Are roads passable? ____________ Unknown
5. Are EMTs available for duty? ____________ Unknown
PERSONNEL SHORTFALLS
ACCESSABILITY OF SERVICES
DISTRIBUTION:
IV — 11
9324.1-PR April, 2001
Figure IV-9, RNA Report: Hazardous Materials
HAZARDOUS MATERIALS REPORTING FORM

INCIDENT
UNIT ESF-5 RNA-008
Location:
RELEASE INFORMATION
SOURCE: __________ Highway __________ Air Transport __________ Railway __________ Vessel
__________ Pipeline __________ Offshore __________ UST __________ AST

__________ Unknown __________ Fixed Facility
Name of Fixed Facility: ______________________________________________________________________________
Other: ____________________________________________________________________________________________
MATERIAL TYPE: __________ Hazardous Substance __________ Oil __________ Other
__________ Radiological __________ Unknown
ESTIMATED QUANTITY: __________ Catastrophic ____________ Major ____________ Minor ____________Unknown
MEDIA AFFECTED: ____________ Air ____________ Land ____________ Water ____________ Unknown
Water body: _______________________________________________________________________
RESPONDERS PRESENT: _________ Yes _________ No _________ Unknown _________ If Αyes ≅ , whom? __________
RELESE CONTAINED: ____________ Yes ____________ No ____________ Unknown If Αyes ≅ , how?
PRIORITY: [ ] HIGH [ ] LOW
DISTRIBUTION:
IV — 12
9324.1-PR April, 2001
2. Consolidated Report
The Team Leader and State Representative consolidate the information provided in the
Assessor Forms into a Consolidated Report. The Consolidated Report provides a general
overview of the resource needs and issues that the Team mission addresses. It is tailored to
easily translate information from individual Assessor Forms into a narrative format. The
Consolidated Report format and instructions for completion are contained in Figure IV-10. More
detailed information concerning the Consolidated Report is provided in Chapter 7 of the RNA
FOG.
IV — 13
9324.1-PR April, 2001
Figure IV-10, Format and Guidance for RNA Team Consolidated Report
REPORT #
EVENT:
DATE, TIME, AND LOCATION:
REPORTING PERIOD:
I. OPERATIONAL OVERVIEW:
In this section, describe the general geographic area(s) of the disaster that this report covers.
Indicate if this is the final report or if there will be follow-up reports, and give general timetable
that a follow-up report can be expected.
II. SITUATION SUMMARY:
This section provides a narrative describing the most critical issues, as determined by the
Team Leader and State EMA Representative. Emphasis in this section will vary depending on
the disaster type (i.e., river issues would be emphasized in a flood). Boundaries of the most
severely affected areas should be identified.
This section will also include a statement on potential aftershocks (if applicable) or other
imminent hazards that may create additional response requirements.
III. RECOMMENDATIONS
This section encompasses information contained in the individual assessment forms.

Therefore, this section should concentrate on the most critical issues discovered during the
assessment. Attachments to this consolidated report — the individual assessment forms —
will provide more detailed observation information.
Team Leader State Representative
Please see attachments for specific details.
IV — 14
9324.1-PR April, 2001
3. After Action Report
An After-Action report is required to be submitted by each Team at the conclusion of each

mission. The report is compiled by the Team Leader and submitted to the ERT-A Team Leader
and the RR-OP Assessment and Analysis Branch Chief at FEMA Headquarters. This report
provides the basis for the after-action meeting normally held soon after the return of all Team
members from the field. The After-Action Report identifies and analyzes critical operational
issues from the mission that, if left unresolved, may impede future operations. The report
identifies operational issues that went well or actions that need to by corrected. It also provides
background information and makes recommendations for corrective action. The After-Action
Report format and instructions for completion are contained in Figure IV-11.
The After-Action Report should address the following subjects:
• Activation;
• Mobilization;
• On-site operations;
• Reassignment/demobilization;
• Post-mission activities;
• Organizational effectiveness;
• Overall policies and procedures; and,
• Effectiveness of the Operations Manual, FOG, and other documentation.
More detailed information and a sample After-Action Report is provided in Chapter 7 of the RNA
FOG.
IV — 15
9324.1-PR April, 2001
Figure IV-11, Format and Guidance for RNA Team After-Action Report
RAPID NEEDS ASSESSMENT TEAM

AFTER-ACTION REPORT
EVENT:
DATE:
The following After-Action Report is for the Rapid Needs Assessment Team that conducted an
initial damage assessment following: Event Name and Location
ISSUE: A one-sentence statement of the issue.
Background:
A brief description of the issue in context of the overall disaster response: describe scope and
substance of the issue.
Recommendation:
Describe a recommended solution to the issue based upon experience and observations
during the response.
Include as many critical operational issues as applicable.
ISSUE:
Background:
Recommendation:
Team Leader
IV — 16
9324.1-PR April, 2001
APPENDIX A
REFERENCES
A—1
9324.1-PR April, 2001
APPENDIX A
REFERENCES
1. Federal Response Plan, 9230.1-PL, April 1999.
2. Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended, 42

U.S.C. § 5121, et seq.
3. Rapid Needs Assessment (RNA) Team Field Operations Guide, 9324.1-FG,

October 1999
4. Emergency Response Team (ERT) Operations Manual, 9354.1-PR, June 1998
5. Emergency Support Team (EST) Operations Guide, 9361.1-FG, April 1998
6. Regional Operations Center (ROC) Operations Manual, 9362.1-PR, Draft
7. The FEMA Acronyms, Abbreviations and Terms (FAAT) List, updated annually
8. Personal Property Management Manual, 6150.1
A—2
9324.1-PR April, 2001
APPENDIX B
ACRONYMS AND
ABBREVIATIONS
B—1
9324.1-PR April, 2001
APPENDIX B
ACRONYMS AND ABBREVIATIONS
APO Accountable Property Officer
ARC American Red Cross
BoO Base of Operations
CAP Civil Air Patrol
CEOI Communications Electronics Operating Instructions
CERCLA Comprehensive Environmental Response, Compensation, and Liability Act
CWA Clean Water Act
DOD Department of Defense
DOE Department of Energy
DFO Disaster Field Office
DWI Disaster Welfare Inquiry
EEI Essential Elements of Information
EMA Emergency Management Agency
EOC Emergency Operations Center
EPA U.S. Environmental Protection Agency
ERT-A Advanced Element of the Emergency Response Team
ERT Emergency Response Team
ESFs Emergency Support Functions
EST Emergency Support Team
ETA Estimated Time of Arrival
FAA Federal Aviation Administration

B—2
9324.1-PR April, 2001
FEMA Federal Emergency Management Agency
FCO Federal Coordinating Officer
FOC FEMA Operations Center
FOG Field Operations Guide
FRP Federal Response Plan
GIS Geographic Information Systems
GPS Global Positioning Satellite
GSA General Services Administration
Hazmat Hazardous Materials
HF High Frequency
HHS Department of Health and Human Services
LOS Line of Site
MERS Mobile Emergency Response Support Detachment
MHz Megahertz
MOC MERS Operations Center
MOU Memorandum of Understanding
MRE Meals-Ready-To-Eat
MSE MERS Support Element
NCS Net Control Station
NDMS National Disaster Medical System
NRT National Response Team
OFAs Other Federal Agencies
OPA Oil Pollution Act

B—3
9324.1-PR April, 2001
PDA Preliminary Damage Assessment
PHS U.S. Public Health Service
PMSC Preventative Maintenance and Service Check
POA Point of Arrival
POC Point of Contact
QRS Quick Response System
RNA Rapid Needs Assessment
ROC Regional Operations Center
RR-OP Operations and Planning Division, Response and Recovery Directorate
SOPs Standard Operating Procedures
UPS Uninterruptible Power Source
USACE U.S. Army Corps of Engineers
USCG U.S. Coast Guard
US&R Urban Search and Rescue
VA Department of Veteran Affairs
VHF Very High Frequency
B—4
9324.1-PR April, 2001
APPENDIX C
CONTACT INFORMATION
AND ROSTERS
Users of the document can insert material in this appendix related to points of
contact, team rosters, and other personnel information that is relevant to their
organization or locations.
C—1
9324.1-PR April, 2001
APPENDIX C
CONTACT INFORMATION AND ROSTERS
FEMA FOC/MOC 24-HOUR DIRECTORY
FACILITY PHONE FAX

FEMA Operations Center 202-898-6100 202-898-6175
(FOC) 800-634-7084
Bothell MERS Operations 425-487-4449 425-487-4401
Center (MOC) 800-395-6042
Denton MERS Operations 940-898-5280 940-898-5512
Center (MOC) 800-260-5110
Denver MERS Operations 303-235-4847 303-235-4987
Center (MOC) 800-311-7021
Maynard MERS Operations 978-461-5501 978-461-5508
Center (MOC) 800-213-8965
Thomasville MERS 912-225-4756 912-225-4755
Operations Center (MOC) 800-792-6196
OTHER FEDERAL AGENCY 24-HOUR DIRECTORY
AGENCY PHONE FAX

American Red Cross (ARC) 703-206-8822 703-206-6296
Environmental Protection 202-260-3850 202-260-0154
Agency (EPA) HQ
U. S. Public Health Service 301-443-1167 301-443-5146
(PHS)
U.S. Army Corps of 202-761-1001 202-761-0378
Engineers (USACE)
FEMA REGIONAL OFFICES & OPERATIONS CENTERS

C—2
9324.1-PR April, 2001
REGION PHONE FAX

FEMA Region I, Boston, MA 617-223-9540 617-223-9519
FEMA Region I ROC, Maynard, MA 978-461-5400 978-461-5415
FEMA Region II, New York, NY 212-225-7209 212-225-7281
FEMA Region II ROC, New York, NY 212-225-7258 212-225-7252
FEMA Region III, Philadelphia, PA 215-931-5608 215-931-5714
FEMA Region III ROC, Philadelphia, PA 215-931-5757 215-931-5590
FEMA Region IV, Atlanta, GA 770-220-5200/5224 770-220-5344
FEMA Region IV ROC, Atlanta, GA 770-220-5600 770-220-5435
Region V, Chicago, IL 312-408-5501 312-408-5234
Region V ROC, Chicago, IL 312-408-5460 312-408-5599
Region VI, Denton, TX 940-898-5104 940-898-5325
Region VI ROC, Denton, TX 940-898-5433 940-898-5231
Region VII, Kansas City, MO 816-283-7061 816-283-7582
Region VII ROC, Kansas City, MO 816-283-7600 816-283-7605
Region VIII, Denver, CO 303-235-4813 303-235-4976
Region VIII ROC, Denver, CO 303-235-4779 303-235-4777
Region IX, San Francisco, CA 415-923-7100 415-923-7112
Region IX, ROC, San Francisco, CA 415-923-7091 415-923-7050
Region X, Bothell, WA 425-487-4607 425-487-4622
Region X, ROC, Bothell, WA 425-487-4660 425-487-4471
C—3
9324.1-PR April, 2001
C—4
9324.1-PR April, 2001
APPENDIX D
SCHEDULES,
CALENDARS,
AND TIMELINES
Users of the document can insert material in this appendix related

to schedules, event calendars, timelines, and other chronological
information that is relevant to their organization or locations.
D—1
9324.1-PR April, 2001
D—2
9324.1-PR April, 2001
APPENDIX E
EQUIPMENT AND
PROPERTY MANAGEMENT
SUPPORT
Users of the document can insert material in this appendix related to

equipment caches, go-kits, supply, lists, facility floor-plans, and other
logistical information that is relevant to their organization or location.
E—1
9324.1-PR April, 2001
APPENDIX E
EQUIPMENT AND PROPERTY MANAGEMENT SUPPORT
A. PURPOSE
This appendix provides logistical information critical to the activities of the QRS, as supported by
the MERS Detachments. Specifically, this section provides information on the Team equipment
cache and property management
B. EQUIPMENT CACHE
One RNA Team equipment cache is located at each of three MERS Detachments: Thomasville,
Georgia; Denton, Texas; and Bothell, Washington. Each cache comprises seven kits, including:
• Personal Kit;
• Resupply Kit;
• Team Life Support Kit;
• Team Administration Kit;
• Vehicle Kit:
• Communications Kit; and,
• Fly-Away Kit.
1. Personal Kits
A Personal Kit will be maintained by each rostered individual assigned to the Team. Team
members must bring them to their designated Point of Arrival (POA) upon activation. Kit contents
will be sufficient to support at least 72 hours of operation. Recommended contents for a Personal
Kit are shown in Figure E-1.
E—2
9324.1-PR April, 2001
Figure E-1, Personal Kit
CONTENTS
Appropriate mobility bag
Personal clothing
(field, appropriate for climate/weather at disaster site)
Personal hygiene/toiletry items
Extra prescription eyeglasses/sunglasses
Personal medications
Inoculations record
(Agency specific)
Agency photo identification card
Federal government-issued credit card, individual credit card, or State credit card
(for State rep.)
(for personal, travel-related purchases only)
Travel authorization from mobilizing authority

Day pack (yellow bag)
Ear plugs
Flashlight with batteries
Hard hat
Insect repellent
Multi-purpose knife
Rain gear
2. Resupply Kit
E—3
9324.1-PR April, 2001
The Resupply Kit contains safety, hygiene, and survival items that may be needed to resupply or
supplement individual Team members while on a Team mission. This kit is kept at the Base of
Operations (BoO). Contents of the Resupply Kit are shown in Figure E-2.
Figure E-2, Resupply Kit
Item Quantity/Member
Safety helmet (hard hat) 1 Ea
Safety goggles 1 Ea
Gloves, work leather 1 Pr
Vest, high visibility (reflective) 1 Ea
Flashlight (D-cell) 1 Ea
Flashlight, penlight, AA-cell 1 Ea
Batteries, D-cell (red code) 6 Ea
Batteries, AA-cell 4 Ea
Repellant, insect, lotion 1 Ea
Matches, safety, waterproof 1 Pk
Tissue, pocket-size, 3 pack 1 Ea
First aid kit, general purpose 1 Ea
Soap, liquid, anti-bacterial 1 Ea
Towelettes, w/ cleaning solution 1 Pk
E—4
9324.1-PR April, 2001
3. Team Life Support Kit
The Team Life Support Kit contains food, food preparation, water, shelter, lighting and cold
weather items that may be needed by the group as a whole. The cold weather component of the
kit will be sent on an as-needed basis, while all other items will be automatically deployed. Each
vehicle is equipped with a kit, designed to support three personnel for a 72-hour period. Contents
of the Team Life Support Kit are shown in Figure E-3.
Figure E-3, Team Life Support Kit
Item Quantity/Kit
Food and Water
Meals-Ready-To-Eat (MRE) 27 Ea
Potable water (4gallons/day/person) 36 Gal
Tablet, purification, water 1 Btl
Jug, insulated (5 Gallon) 1 Ea
Garbage bags, 32-gallon (50/box) 1 Ea
Paper towels 2 Rolls
Cup, paper, 8 ounce, hot/cold 30 Ea
Matches, safety, waterproof 3 Ea
Soap, liquid, anti-bacterial 2 Ea
Shelter, Lighting, Cold Weather
Tent, dome, 8' x 10' 2 Ea
Tents, 16' X 14' 1 Ea
Sleeping bag, paper, disposable 3 Ea
Sleeping pad 3 Ea
Blanket, space, fluorescent 3 Ea
Tarp, 16' x 20' 1 Ea
Tape, duct, 2" 2 Rolls
Light, trouble 1 Ea
Toilet, camp 1 Ea
Toilet camp, liner bags 1 Pk
Tissue, toilet 3 Rolls
4. Team Administration Kit

E—5
9324.1-PR April, 2001
The Team Administration Kit is kept at the BoO. This kit includes electronic and administrative
supplies needed to support Team operations. Contents of the Team Administration Kit are shown
in Figure E-4.
Figure E-4, Team Administration Kit
Item Quantity Per Kit

Binoculars, 7 X 50, M-22 1 Pr
Compass, pocket, magnetic 1 Ea
Pen, ballpoint (black) 1 Dz
Pen, roller (black) 1 Dz
Pad, writing, ruled 1 Dz
Cord, extension, (25') 1 Ea
Cord, extension, (50') 1 Ea
Chairs, folding 4 Ea
Chainsaw 1 Ea
Ladder, 8' 1 Ea
Megaphone (bull horn) 1 Ea
Paper 1 Ream
Printer 1 Ea
Table, folding, 6' 2 Ea
Tool kit 1 Ea
Computer, laptop 2 Ea
5. Vehicle Kit
E—6
9324.1-PR April, 2001
A Vehicle Kit is included in each of the four Team vehicles. The kit includes items such as an
atlas, basic hand tools, first aid kit, and additional supplies. Contents of a Vehicle Kit are shown in
Figure E-5.
Figure E-5, Vehicle Kit
Item Quantity Per Kit

Atlas, road, North America 1 Ea
First aid kit (25-person) 1 Ea
Can, fuel, 5 gallon w/ spout 2 Ea
Tape, caution, barricade 2 Rolls
Tape, duct, 2" 2 Rolls
6. Communications Kit
The Communications Kit is packaged in two components. One is set up and operated at the BoO,
and the other one is installed in each of the Assessor vehicles. Contents of a Communications Kit
are shown in Figure E-6.
E—7
9324.1-PR April, 2001
Figure E-6, Communications Kit
Contents Quantity
Prime Mover 1
Transit Case #1 — Transceiver 1
Transit Case #2 — HF power amplifier 1
Transit Case #3 — HF Remote, HF Phone Patch, VHF
Spectra Radio, Packet Modem, Laptop Computer (for 1
radio interface)
Transit Case #4 — Uninterruptible power supply 1
Computer interface for radio and data traffic 1
Laptop Computer for Team Chief 1
Deployable antennas (HF/VHF) 1
VHF hand held radios 3
7 KW generator set 1
IMARSAT 1
Global Positioning Satellite (GPS) Receiver 1
Vehicle organic radio (VHF radio) 1
Cellular telephone 1
American Mobile Satellite Corp. (AMSC) Terminal 1
Vehicular Configuration - Team Assessors (each vehicle)

Contents Quantity
Prime Mover 1
Vehicle organic radio (VHF radio) 1
Cellular telephone 1
American Mobile Satellite Corp. (AMSC) Terminal 1
VHF handheld radios 2
Global Positioning Satellite (GPS) Receiver 1
Laptop Computer for Assessor 1
7. Fly-Away Kit
E—8
9324.1-PR April, 2001
This kit is designed and packaged to be shipped when ground transportation is not the prime
mover. The equipment is designed to operate in a stand-alone mode. This kit provides the same
operational capability as the others, but is designed for use under more austere conditions.
Contents of this kit are shown in Figure E-7.
Figure E-7, Fly-Away Kit
Fly-Away Kit (without vehicle)

Item Quantity/Kit
Logistics
Administrative package 1
Life support package 1
Personal kit (each deployed member) 1
Communications
Transit Case #1 — HF transceiver 1
Transit Case #2 — HF power amplifier 1
Transit Case #3 — HF Remote, HF Phone Patch,
VHF Spectra Radio, Packet Modem, Laptop 1
Computer (for radio interface)
Transit Case #4 — Uninterruptible power supply 1
Transit Case #5 — HF antenna coupler 1
Transit Case #6 — Printer 1
Transit Case #7 –- Laptop Computers (5) 1
Portable generator 1
C. PROPERTY MANAGEMENT
In general, all QRS property and equipment will be managed in accordance with established
Agency policies and procedures (See FEMA Manual 6150.1, Personal Property Management
Manual). The management of QRS-related property involves a considerable level of effort, both
during times of normalcy and disaster missions.
E—9
9324.1-PR April, 2001
1. Non-Mission Periods
The QRS/MERS Detachment is responsible for ensuring that all equipment—including

communications equipment—is maintained and prepared for deployment and all checklists and
plans are current, based upon lessons learned from operations and exercises. (See Appendix G,
RNA Team Operations Checklists, for additional information to aid QRS/MERS Logistics
personnel in performing property reporting functions during non-mission periods).
2. Mission Operations
Team property will be maintained, tracked, and reported in accordance with FEMA Manual
6150.1 (See Appendix G, RNA Team Operations Checklists, for information concerning ordering
and receiving commodities while in the field).
3. Post-Mission Operations
Post-mission activities begin upon receipt of the demobilization order. The goal of post-mission
operations is the systematic return of the Team to readiness status, as quickly as possible, upon
completion of an operational mission or exercise operations. During this process, used
equipment and supplies must be restocked or serviced to ensure that they are operational. (See
Appendix G, RNA Team Operations Checklists, for information concerning actions that need to
be taken in the demobilization process).
E — 10
9324.1-PR April, 2001
APPENDIX F
MAPS, DIRECTIONS,
AND CHARTS
Users of the document can insert material in this appendix related

to key facility locations, jurisdictions, lines of communication,
routes, and other geographic or graphical information that is
relevant to their organization or location.
F—1
9324.1-PR April, 2001
F—2
9324.1-PR April, 2001
APPENDIX G
JOB AIDS
AND OTHER
SUPPORT INFORMATION
G—1
9324.1-PR April, 2001
APPENDIX G
JOB AIDS AND OTHER SUPPORT INFORMATION
1. RNA TEAM POSITION DESCRIPTIONS
The purpose of the RNA Position Description is to provide position descriptions for each member
of a RNA Team that generally describe each position, outlines general duties and responsibilities,
and general experience requirements. All Team members should meet the following general
requirements:
• Completion of FEMA's RNA Team Training Course.

• Previous experience conducting field assessments and/or working in a DFO during the
response phase of disasters.
• Meet moderate physical fitness requirements.
• Recommended to have current inoculations for Diphtheria/Tetanus (or Tetanus only if there
is a contra-indication to Diphtheria, Hepatitis B, Measles/Mumps/Rubella (if born after
1957), Polio and current TB test.
2. RNA TEAM OPERATIONAL CHECKLISTS
The purpose of the RNA Team Operational Checklists is to serve as a guide in describing actions
that occur during most Team deployments. They also serve to remind Team members of actions
required to fulfill their duties and responsibilities during their mission. The list is intended to be a
general summary of actions.
• These lists are intended to be a general summary of key actions. Other actions may be
required that are not identified below. Through experience and training, Team members
may identify other actions that should be documented as guidance for future Team
deployments.
• Some checklists may be the primary responsibility of a specific Team member, but may
require assistance and coordination from all Team members. Therefore, all Team
members should have a familiarity with all checklists pertinent to their position.
• For the purpose of this Appendix, it is assumed that Team members will have developed a
personal equipment checklist and a more encompassing operational checklist through
team training, exercise scenarios, and on-the-job assessment experience.
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9324.1-PR April, 2001
RNA TEAM
POSITION
DESCRIPTIONS
G—3
9324.1-PR April, 2001
RNA TEAM POSITION DESCRIPTION

TEAM LEADER
FUNCTIONAL DESCRIPTION
Reports to the ERT-A Team Leader or RNA Coordinator (when multiple teams deployed).
Supervises the RNA process carried out by Team subordinates. Coordinates the assessment
process with a designated State Representative.
DUTIES
• Supervises the team.

• Ensures all team members are prepared to perform individual and team assignments.
• Ensures the safety and welfare of all team members.
• Requests additional technical expertise if needed.
• Requests and/or approves acquisition of supplies and equipment. Facilitates the
demobilization process.
• Contributes toward the development of after-action reviews.
• Conducts an evaluation of the effectiveness of individual team members.
• Provides link between RNA Team activities, news media, and the general public.
• Develops and submits response recommendations.
• Participates in development of the demobilization plan.
KNOWLEDGE, SKILLS, AND ABILITIES
• Demonstrated skills, knowledge and ability in emergency management operations and

interagency coordination.
• Skilled in interpersonal communication.
• Comprehensive knowledge of all phases of assessment, the FRP, and RNA Team policies
and procedures.
• Ability to work long hours under stressful conditions.
• Extensive knowledge of the Emergency Support Functions (ESFs) structure and
responsibilities, requirements, and response capabilities.
• Ability to analyze data/information and prepare the required reports.
• Comprehensive knowledge of the Emergency Response Team (ERT) organizational
structure.
• Extensive knowledge of working with news media to achieve positive results.
G—4
9324.1-PR April, 2001
RNA TEMA POSITION DESCRIPTION

STATE REPRESENTATIVE
Serves as liaison to the RNA Team, providing knowledge of local assets, geographic information,
information management systems, State response plans and procedures, State assets, State
response philosophies, etc. Assists Team Leader in developing response recommendations. The
lead agency for this position is the affected State.
Provides liaison between the affected State and the Team. Coordinates initial needs assessment
activities with the Team Leader.
DUTIES
• Provides liaison regarding progress of local and State assessment activities, law
enforcement issues, and status of volunteer agencies.
• Identifies for the Team the impact areas and known or potential risk hazards.
• Assists Team Leader in developing and implementing assessment activities.
• Assists Team Leader in developing response recommendations.
• Provides current modeling data and other requested information from Team members.
• Assists Team members resolve communications and coordination problems.
• Advises Team Leader on sensitive social and political issues.
• Comprehensive knowledge of local and State disaster response plans and the geography
of impacted area.
• Extensive knowledge of the FEMA RNA process.
• Extensive knowledge of State information management systems.
• Extensive knowledge of State and local resource assets.
• Extensive knowledge of State and local points of contact.
• Possess good interpersonal communication skills.
• Extensive knowledge of all ESF missions and responsibilities.
• Extensive knowledge of the FRP.
• Working knowledge of communications equipment including pagers and cellular phones.
• Working knowledge of computer applications necessary to develop and electronically
transmit required assessment reports.
• Extensive knowledge of Team organization and structure.
• Extensive knowledge of ERT organization and responsibilities.
• Meets other experience requirements mandated by affected State.
G—5
9324.1-PR April, 2001

FIRE/US&R SPECIALIST
The Fire/US&R Specialist assesses the status of fire and US&R services, including capabilities
and limitations of any existing mutual aid agreements. This specialist identifies and transmits
information regarding any immediate needs to augment State and local US&R activities. This
position reports to the Team Leader. The lead agency for this position is FEMA.
Conducts assessment of fire, search and rescue needs and requirements at disaster site.
DUTIES
• Participates with Team Leader to develop an operational plan.

• Assesses fire and search and rescue needs and requirements.
• Coordinates fire, search and rescue assessment with State and local counterparts.
• Documents observations and recommendations and submits them to the Operations
Specialist.
• Keeps Team Leader advised of fire/US&R concerns.
• Assesses State and local mutual aid system capabilities and limitations.
• Participates in the development of the demobilization plan.
• Extensive knowledge of ESF-9 and ESF-4 operations and response system.

• Working knowledge of ESF-8 and ESF-10 missions and responsibilities.
• Extensive knowledge of State and local government emergency response operations
including mutual aid.
• Working knowledge of the Incident Command System (ICS).
• Extensive knowledge of all types of fire operations, both urban and wildland.
• Extensive knowledge of US&R task force functions, Incident Support Team (IST), and
US&R limitations and capabilities.
• Ability to work with diverse organizations and agencies.
• Comprehensive knowledge of FEMA RNA process.
• Extensive knowledge of IST operations.
• Extensive knowledge of ERT organizational structure and responsibilities.
G—6
9324.1-PR April, 2001

MEDICAL SPECIALIST
The Medical Specialist assesses the status of the health/medical infrastructure including hospital
and primary care systems, pharmacy systems, special population needs, environmental health,
sanitation issues and Emergency Medical Services. This specialist also assesses the need for
patient evacuation and the need for the activation of NDMS. This position reports to the Team
Leader. The lead agency for this position is HHS/PHS.
Conducts assessment of the health and medical needs of disaster victims and workers.
DUTIES
• Participates with Team leader to develop an operational plan.

• Assesses the scope and severity of damage to health and medical infrastructure and
systems, focusing on immediate needs of disaster victims including medical treatment,
transportation, and potential evacuation of victims, need for disaster mortuary assistance,
and public health issues.
• Assesses the availability of medical staffing, medical supplies, pharmaceuticals, blood
products and safe drinking water.
• Coordinates medical needs assessment with State and local counterparts.
Specialist.
• Keeps the Team Leader advised of medical care concerns.
• Comprehensive knowledge of ESF-8 operations and response system.

• Working knowledge of ESF-1, -6, -.9 and -10 missions and responsibilities.
• Comprehensive knowledge of operations of the PHS, NDMS, and Department of Veterans
Affairs (VA).
• Working knowledge of radiological hazards, chemical hazards, and biological hazards.
• Comprehensive knowledge of the FEMA RNA process.
• Extensive knowledge of ERT organization structure and responsibilities.
G—7
9324.1-PR April, 2001

MASS CARE SPECIALIST
The Mass Care Specialist assesses the status of needs for mass feeding and emergency mass
shelters, bulk distribution of relief supplies, emergency first aid needs, potential secondary
disaster effects, and State and local governmental volunteer capability. This position reports to the
Team Leader. The lead agency for this position is the ARC.
Provides mass care expertise to assess and validate the impact of a major disaster, in a
specified area, on mass care systems and infrastructure.
DUTIES

• Assesses the availability of emergency shelter, food and water.
• Reports current capabilities and projected mass care needs over the next 72 hours as
reported by local and State-level providers.
• Identifies and assesses potential impacts of primary and secondary hazards to mass care
service delivery.
• Obtains information on, and validates, capabilities of agencies currently providing mass
care services.
• Collects and shares information, liaisons with other Team members, ESF-6, service
providers in the field, and with government representatives.
• Participates with the Team Leader in reporting assessments and possible
recommendations.
• Coordinates a Mass Care assessment with State and local counterparts.
Specialist.
• Keeps Team Leader advised of mass care concerns.
• Comprehensive knowledge of ESF-6 operations and response system, specifically mass

care systems.
• Working knowledge of ESF-8 and -11 missions and responsibilities.
• Working knowledge of the Disaster Welfare Inquiry System (DWI) and the NDMS.
• Comprehensive knowledge of the ARC Disaster Services Regulations and Procedures.
• Extensive knowledge of the ERT organization structure and responsibilities.
G—8
9324.1-PR April, 2001

INFRASTRUCTURE SPECIALIST
The Infrastructure Specialist assesses the status of transportation corridors and systems, energy
systems and other public utilities, debris removal, secondary hazards, key facilities and
communication systems. This position reports to the Team Leader. The lead agency for this
position is the USACOE.
Conducts initial needs assessment of essential infrastructure facilities within the disaster area.
DUTIES

• Assesses damage to homes, public buildings, transportation systems (bridges, airports,
rail, waterways, ports, etc.), power, fuel, communications systems, public works (water
delivery systems, sewer, waste treatment, etc.), and other essential infrastructure facilities
within the disaster area.
• Assesses extent of debris removal required for immediate lifesaving response.
Specialist.
• Coordinates Infrastructure assessment with State and local counterparts.
• Keeps the Team Leader advised of Infrastructure concerns.

• Working knowledge of ESF-1 and -2 missions and responsibilities.
• Currently certified as a structural engineer.
• Working knowledge of the operations and policies of the USACOE.
• Comprehensive knowledge of FEMA RNA process.
• Working knowledge of communications systems (landline, cellular, etc.) in addition to
communications equipment including pagers and cellular phones.
• Extensive knowledge of ERT organization and responsibilities.
• Extensive knowledge of structural engineering requirements for roads, bridges, waterways,
airfields, and buildings.
• Extensive knowledge of emergency contracting practices and procedures.
• Extensive knowledge of the operations of public works facilities; which includes water
distribution systems, waste water and solid waste facilities.
G—9
9324.1-PR April, 2001
RNA TEMA POSITION DESCRIPTION

HAZARDOUS MATERIALS SPECIALIST
The Hazardous Materials Specialist assesses affected sites and facilities and their potential for
public exposure. Identifies unsafe areas and types of hazards, contamination threats, and local
hazardous materials mutual aid response capability. This position reports to the Team Leader.
The lead agency for this position is the EPA.
Conducts initial needs assessment of hazardous materials releases, exposures, issues, and
response requirements at disaster site.
DUTIES
• Participates with the Team Leader to develop an operational plan.

• Assesses the effects of hazardous material (hazmat) releases on facilities and potential for
public and responder exposure.
• Identifies unsafe areas, existing and potential contamination threats, and recommended
response requirements.
• Assesses local hazmat mutual aid response capability.
Specialist.
• Coordinates hazmat assessment with State and local counterparts.
• Keeps the Team Leaders advised of hazardous materials concerns.

• Working knowledge of ESF-4, -8, and -9 missions and responsibilities.
• Currently certified as a Hazmat Level III Technician or equivalent.
• Comprehensive knowledge of hazmat response techniques.
• Working knowledge of the response powers and responsibilities of the Comprehensive
Environmental Response, Compensation, and Liability Act (CERCLA).
• Extensive knowledge of the policies, procedures and organization of the National
Response Team (NRT).
• Comprehensive knowledge of the response powers and responsibilities of the National Oil
and Hazardous Substances Pollution Contingency Plan (NCP).
• Working knowledge of the authorities established by Section 311 of the Clean Water Act
(CWA).
• Comprehensive knowledge of the authorities and responsibilities of the U.S. Coast Guard
(USCG), (DoD), and Department of Energy (DOE), in response actions under the NCP.
• Working knowledge of the authorities established by the Oil Pollution Act (OPA).
G — 10
9324.1-PR April, 2001
• Extensive knowledge of FEMA ERT organization and responsibilities.

G — 11
9324.1-PR April, 2001

LOGISTICS SPECIALIST
The Logistics Specialist provides logistical support and services for the Team during deployment,
on-site, re-deployment, and deactivation phases. The Logistics Specialist also monitors
readiness of Support Kits. Individual does not perform assessment duties. This position reports to
the identified QRS Manager. The lead agency for this position is FEMA.
Provides logistical support and services for the Team during deployment and demobilization.
Monitors readiness of equipment caches.
DUTIES
• Provides the broad range of logistical support and services for the Team.
• Establishes and maintains a Base of Operations (BoO) in the field.
• Ensures BoO security is maintained.
• Maintains accurate FEMA property accountability system.
• Extensive knowledge of FEMA Logistics and other similar logistical systems.

• Working knowledge of standing FEMA/Agency Memorandums of Understanding (MOU)
and mobilization procedures.
• Working knowledge of the FEMA financial system.
• Extensive knowledge of Team communications system and equipment.
• Demonstrated ability in the Logistics function.
• Demonstrated ability in implementing and operating the FEMA or similar Federal property
accountability system in field conditions.
• Extensive knowledge of FEMA RNA process.
• Working knowledge of the FRP.
• Extensive knowledge of ESF structure and responsibilities, requirements, and response
capabilities.
• Extensive knowledge of ERT organization structure and responsibilities.
• Extensive knowledge of FEMA procurement regulations and use of government credit
card.
• Extensive knowledge of ground and air transportation requirements for personnel and
equipment.
• Extensive knowledge of site selection and BoO set-up.
• Extensive knowledge of cache maintenance.
• Extensive knowledge of resource ordering processes.
• Comprehensive knowledge of Federal supply sources, Federal and FEMA property
accountability procedures, including resource tracking.
G — 12
9324.1-PR April, 2001
• Comprehensive knowledge of equipment packaging and shipping.

• Comprehensive knowledge of safety procedures.
• Comprehensive knowledge of Team mobilization and demobilization procedures.
G — 13
9324.1-PR April, 2001

OPERATIONS SPECIALIST
The Operations Specialist collects field assessment data from Team Assessors, compiles data
into report format and transmits reports to required individuals and locations. This individual does
not perform assessment duties. This position reports to the identified QRS Manager. The lead
agency for this position is FEMA.
Responsible for compiling RNA Reports for transmittal.
DUTIES
• Processes Assessor Reports.

• Maintains files for historical records.
• Coordinates duplication services for Team documents.
• Electronically transmits assessment reports.

• Comprehensive knowledge of the task functions of the Team organization and general
State/local emergency management structure.
• Comprehensive knowledge of FEMA record-keeping and reporting processes.
• Extensive knowledge in the development and use of integrated action-planning concepts
and processes.
• Working knowledge of emergency response information management processes.
• Possesses interagency coordination skills and works well with various technical
components and other organizations.
• Comprehensive knowledge of computer applications.
• Comprehensive knowledge of ESF structure and responsibilities, requirements, and
response capabilities.
• Extensive knowledge of Team communication system and equipment.
G — 14
9324.1-PR April, 2001

TELECOMMUNICATIONS SPECIALIST
The Telecommunications Specialist installs, integrates, operates and maintains communications

equipment and provides technical support for the Team during deployment. One
Telecommunications Specialist is assigned to each vehicle. This individual does not perform
assessment duties. This position reports to the identified QRS Manager. The lead agency for this
position is FEMA.
Manages and coordinates all communications activities in support of the Team.
DUTIES
• Coordinates installs, integrates, operates and maintains the communications package in

support of the Team.
• Installs and maintains communications (data and voice) nets with the BoO.
• Establishes communications (data and voice) with the ERT-A, Team Leader, MOC, ROC,
State EOC, and others as needed.
• Assists Team Leader in safety and welfare of all Team members.
• Acts as the Alternate ANCS when designated by the NCS.
• Installs and maintains the communications (data and voice) net with the State EOC or ROC
as directed by Net Control Station (BoO) for relay and retransmission purposes.
• Establishes communications (as required) with the CAP backbone communication net.
• If and when a temporary operating site is established, installs and maintains all deployable
antennas for maximum gain.
• Extensive knowledge in basic electronics.

• Extensive knowledge of basic communications installation practices and tools.
• Extensive knowledge of basic communications installation practices, utilization and
operation of electronics precision measurement equipment.
• Extensive knowledge of all communications and electronics operating instructions,
communications SOPs, all reference material, and can read and interpret schematic
diagrams.
• Extensive knowledge of transfer of data files over established communications media.
• Extensive knowledge of vehicular and transit case communications packages.
• Extensive knowledge of frequency management.

RNA COORDINATOR
G — 15
9324.1-PR April, 2001
The RNA Coordinator position is only filled when multiple Teams are deployed and assigned to
the same BoO. This position coordinates the assessment strategies with each of the Team
Leaders of the respective deployed Teams. This position also reviews the consolidated Assessor
reports before transmittal to local State and Federal entities. This position reports to the ERT-A
Team Leader. The lead agency for this position is FEMA.
Supervises and coordinates the initial needs assessment activities being conducted by multiple
RNA Teams.
DUTIES
• Establishes assessment objectives and supervises Teams activities.

• Manages the logistical support for Teams.
• Ensures all records and reports are completed and reporting requirements are met.
Maintains close liaison with affected jurisdictions.
• Reviews and prioritizes Teams response recommendations.
• Provides primary link between Team activities, news media, and the general public.
• Comprehensive knowledge of the ERT organization and responsibilities.

• Demonstrated skill in oral and written communications, interpersonal relations, leadership,
and information management.
• Extensive knowledge of all phases of assessment.
• Comprehensive knowledge of the FRP.
• Extensive knowledge of how to work with news media to achieve positive results.
G — 16
9324.1-PR April, 2001
RNA POSITION DESCRIPTION

LOGISTICS COORDINATOR
The Logistics Coordinator position is only filled when multiple Teams are deployed and assigned
to the same BoO. This position coordinates with the Logistics Specialist from each deployed
Team to ensure all the logistical support and services required to meet the mission objectives are
met. This position reports to the RNA Coordinator. The lead agency for this position is FEMA.
Coordinates logistical support and services when multiple Teams are assigned to the same BoO.
DUTIES
• Coordinates the establishment and maintenance of a BoO in the field.

• Ensures BoO security is maintained.
• Maintains accurate FEMA property accountability system.
• Monitors the health and safety of all personnel assigned to the BoO.
• Provides logistical support for Team activities.
• Extensive knowledge of FEMA logistics and other similar logistical systems.

• Working knowledge of standing FEMA/Agency MOUs and mobilization procedures.
• Working knowledge of the FEMA financial system.
• Working knowledge of Team communications system and equipment.
• Demonstrated ability in the Logistics function.
• Demonstrated ability in implementing and operating the FEMA or similar Federal property
accountability system in the field.
• Extensive knowledge of ESF structure and responsibilities, requirements, and response
capabilities.
• Extensive knowledge of ERT organization/responsibilities.
• Extensive knowledge of FEMA procurement regulations and use of government credit
card.
• Extensive knowledge of ground and air transportation requirements for personnel and
equipment.
• Extensive knowledge of site selection and BoO set-up.
• Extensive knowledge of cache maintenance.
• Extensive knowledge of resource ordering processes.
• Extensive knowledge of Federal supply sources, Federal/ FEMA accountability
procedures, including resource tracking.
• Comprehensive knowledge of equipment packaging/shipping.

• Comprehensive knowledge of safety procedures.
• Comprehensive knowledge of Team mobilization and demobilization procedures.
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9324.1-PR April, 2001
G — 18
9324.1-PR April, 2001

OPERATIONS COORDINATOR
The Operations Coordinator position is only filled when multiple Teams are deployed and
assigned to the same BoO. This position coordinates with the Operations Specialists from each
deployed Team, merging the assessment reports received from the assessors in the field. This
position reports to the RNA Coordinator. The lead agency for this position is FEMA.
Responsible for coordinating the merging of assessment reports received from Team assessors
into a consolidated report for transmittal.
DUTIES
• Works closely with Operations Specialists to ensure assessment data is reported

according to established time frames and in correct format.
• Receives assessment reports and consolidates data for review by Team Coordinator.
• Assists the RNA Coordinator and Team members in preparing after-action reports
immediately following assignment.
• Monitors the Teams' assessment processes and recommends modifications or changes
for improvement to the Team Coordinator.

• Comprehensive knowledge of the task functions of the Team organization and general
State/local emergency management structure.
• Comprehensive knowledge of FEMA record-keeping and reporting processes.
• Extensive knowledge in the development and use of integrated action planning concepts
and processes.
• Working knowledge of emergency response information management processes.
• Comprehensive knowledge of computer use.
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9324.1-PR April, 2001

TELECOMMUNICATIONS COORDINATOR
The Telecommunications Coordinator position is only filled when multiple Teams are deployed
and assigned to the same BoO. This position manages and coordinates all communications
activities in support of the BoO and each of the assessor elements. This position reports to the
RNA Coordinator. The lead agency for this position is FEMA.
Reports to the RNA Coordinator. Manages and coordinates all communications activities in
support of the BoO and each of the Teams.
DUTIES
• Plans and coordinates, Installs, Integrates, Operates and Maintains (IIOM) the
communications package in support of the BoO.
• Assists RNA Coordinator in site selection to assure the most feasible location for
communications.
• Assists RNA Coordinator with the establishment of the BoO.
• Assists RNA Coordinator with military airlift operations if RNA Coordinator is not at military
debarkation point, then serves as the lead coordinator for military airlift operations.
• Installs and maintains the communications nets (data and voice) with each of the Teams
and acts as the NCS.
• Assigns one of the Teams as the Alternate NCS.
• Maintains the communications (data and voice) nets with the State EOC, ROC, and MOC.
• Coordinates and establishes communications (as required) with the CAP backbone
communications net.
• Once a BoO site is established, installs all deployable antennas for maximum gain.
• Extensive knowledge in basic electronics.

• Extensive knowledge of basic communications installation practices, utilization and
operation of electronics precision measurement equipment.
• Extensive knowledge of all communications and electronics operating instructions,
communications standard operation procedures, read and interpret schematic diagrams
and all reference material.
• Extensive knowledge of all communications operations procedures and reference material.
• Extensive knowledge of transfer of data files over established communications media.
• Extensive knowledge of vehicular and transit case communications packages.
• Extensive knowledge of frequency management.
• Extensive knowledge of military airlift operations.
G — 20
9324.1-PR April, 2001
RNA TEAM
OPERATIONS
CHECKLISTS
G — 21
9324.1-PR April, 2001
RNA TEAM OPERATIONS CHECKLIST

FEMA TEAM LEADER AND RNA COORDINATOR
• Conduct a current situation briefing and general briefing of team members at requested
assembly point.
• Coordinate with State EOC on what assessment assistance is required.
• Ensure that all Team members receive a specific briefing including expectations and
objectives of assignment.
• Assure logistical support is arranged in conjunction with Logistics
Coordinator/Specialist.
• Set up a BoO.
• Determine the target areas for assessment in the disaster area.
• Determine the best use of Team personnel and expertise for each location.
• In consultation with the State Representative, determine what local officials team
members should seek out and interview in the disaster area. Be as specific as
possible.
• Ensure each Team member has appropriate equipment and supplies for the
environment into which they will enter.
• Review reports/information from assessment teams and relay to the State EOC, MOC,
ERT-A, ROC and/or ESFs as appropriate.
• Ensure the continued health and safety of Team personnel as well as the security of
team resources.
• Be continually aware of changes in weather, logistics support, disaster events, and
other issues that will affect the mission of the Team and the development of a field
assessment.
• Determine from State EOC and ERT-A what information might still be lacking to
produce a more accurate field assessment.
• Be prepared to continue assessment activities if the situation dictates.
G — 22
9324.1-PR April, 2001

STATE REPRESENTATIVE
BEFORE EVENT OCCURS
• Be familiar with local and State emergency plans.

• Monitor approach of event.
• Identify event path.
• Monitor resource requests.
AFTER EVENT PASSES, BUT BEFORE RNA TEAM ARRIVES
• Identify damages by aerial reconnaissance, field reports from counties, etc., on maps.
• Identify additional resource requests made by the counties and supplied by the State.
• Check on status of counties and review preliminary information on conditions in affected
counties.
• Identify affected areas on map by geographical boundaries.
• Identify impacted areas and known or potential risk hazards.
• Identify all requested resources sent to affected counties.
• Identify any shortages of State personnel in critical roles (i.e., search and rescue).
• Identify any special needs population in the affected areas.
• Identify critical facilities in the affected areas.
AFTER TEAM ARRIVES
• Participate in Initial Briefing of Team on disaster information obtained prior to Team arrival.
• Provide any and all demographic statistics available for Team assessment.
• Be prepared to recommend sites for BoO.
• Establish working relationship with Team and review roles and responsibilities of the State
Representative with Team Leader.
DURING ASSESSMENT OPERATIONS
• Coordinate Team activities with Team Leader.

• Track status of assessment progress through affected counties.
• Identify the resources needed by the counties (i.e., generators, water buffaloes, etc.).
• Review assessment information and provide recommendations in Team assessment
reports as needed.
• Serve as Liaison for Team when in contact with State and local officials.
G — 23
9324.1-PR April, 2001

TEAM MEMBERS
• When activated, verify:

- Type of disaster event.
- Location of disaster site.
- Assembly point location.
- Reporting time.
- Method of transportation.
- Current and forecasted environmental conditions at the disaster site.
- Special instructions or precautions.
• Review the personal equipment checklist. Assess your personal gear readiness for the
specific disaster area climate. Make necessary changes.
• Review the RNA FOG for information pertinent to your position description, operational
checklist, team operating and safety procedures.
• Keep the MOC informed of travel status enroute.
• Monitor disaster-related information from local sources such as radio, television and other
news media while enroute.
• Upon arriving at the POA, notify the MOC of your arrival.
• Establish communications with Team Leader and receive initial briefing.
• Assist with the set-up of the BoO.
• Develop summary reports as directed by Team Leader.
G — 24
9324.1-PR April, 2001

BASE OF OPERATIONS (BoO) LOCATION
The BoO is the central hub for collecting, analyzing, processing and transmitting incoming
assessor reports from the field. One BoO may support several operating Teams. Therefore,
location of the BoO should be carefully considered. The following checklist is provided to support
the site selection process:
• Site Location/Address
- Who owns the property?
• Best Access Route(s)
• Distance to Anticipated Deployment Sites
• Adequate Space Available?
• Personnel Shelter Considerations:
- Usable Structures
- Tents Needed
• Equipment Shelter Considerations:
- Usable Structures
- Tents Needed
• Communications Considerations (clear un-obstructed area for deployable antennas, if high
power antenna installed - caution high-voltage exclusion area required, high ground is
usually more advantageous)
• Site Safety/Security:
- Tall, adjacent buildings/utilities creating hazard?
- Terrain conducive to rain/water runoff?
- Site appropriately separated from rescue work sites?
- Security aid from military/local jurisdiction?
- Haz mat/exposure concerns?
Once identified, the BoO location must be communicated to a variety of groups, including the
ERT-A, the MOC, ROC, the local and State EOC, and local law enforcement officials. The Team
Leader will provide the following information: address of the site; location of the billeting facilities
(if separate from the BoO); general schedule of BoO operation; and communications information
(phone number, FAX number, radio frequencies, radio channels, call signs, pager numbers of
Team Leader and State Rep).
G — 25
9324.1-PR April, 2001

BASE OF OPERATIONS (BoO) SET-UP
Once a location is decided for the Team BoO, the following checklist can assist the Team in
rapidly establishing the BoO in becoming operational.
• Complete the BoO Operations Location Checklist. Consider hazards.

• Develop a sketch of the BoO layout.
• Identify travel and access routes.
• Identify sections of the BoO with signs and fireline tape. The BoO entrance should be
adjacent to main access roads or travel routes.
• Mark ground with spray paint for location/dimension of each BoO section and for the
location and spacing of tents, cache, communications van, etc.
• Establish a fuel storage and generator refueling area away from the BoO (ensure that a fire
extinguisher is present at this location).
• Set up generators (for electrical power/lighting) on the BoO perimeter, as close as
possible to the section being powered. This will reduce tripping hazards and the amount of
electrical cord required.
• Post signs for all BoO sections and each tent.
• Set up sections with appropriate equipment.
G — 26
9324.1-PR April, 2001

BASE OF OPERATIONS (BoO) SAFETY
• Flag/mark any personnel hazards within or adjacent to the BoO (i.e., tripping hazards,
utilities, etc.). Fireline tape may be used.
• Isolate fuel storage as appropriate.
• Ensure that fire extinguishers are available at fuel storage and generator refueling
locations.
• Cover all cache equipment and supplies with tarps as appropriate.
• Ensure that adequate generators/lighting is available and request from local resources for
improved security and safety of the BoO.
• If high power HF antenna installed, mark "HIGH VOLTAGE AREA' and tape off area to
prohibit through foot and vehicle traffic.
• Develop a site emergency evacuation plan for the BoO, post at the Communications
Center, and include plan in Team briefing.
• Identify the location of local law enforcement authorities and/or DoD military police
personnel in the event of security problems.
G — 27
9324.1-PR April, 2001

GENERAL BRIEFING
A general briefing of the Team is conducted by the Team Leader, prior to the Initial Briefing given
by the affected FEMA ERT-A and/or the affected State. This General Briefing should take place
immediately after the Team is fully assembled. It is critical that this briefing occur as early as
possible in the operation. This meeting forms the basis for development of operational objectives
and expectations. The following checklist includes items that should be covered during the
General Briefing.
• Identify changes in staffing and introduce new Team members.

• Ensure all Team members are familiar with their assigned responsibilities.
• Review operating procedures, Management Element and other Team member
expectations.
• Review assignments and initial instructions.
• Discuss Team performance expectations.
• Discuss Team problem solving techniques.
• Review mission objectives.
• Review Team decision-making process.
• Review method for establishing priorities.
• Discuss information-sharing process for Team and others.
• Coordinate Team logistical requirements.
• Establish time frames for critiques of assignments including briefings, meetings, and
overall Team effectiveness.
• Prepare for Initial Briefing with State or FEMA ERT-A representatives.
• Review logistical procedures, including property accountability, BoO operations, safety,
security and hygiene, and resource ordering process.
G — 28
9324.1-PR April, 2001

INITIAL BRIEFING
An Initial Briefing is attended by the Team and is conducted by the affected ERT-A and/or affected
State. During this briefing the Team receives assessment objectives, protocol, social and political
considerations, disaster information, reporting procedures, etc. The following checklist provides
actions or discussion points that should be addressed during the Specific Briefing.
• Team assessment priorities, objectives and expectations.

• General overview of information identified on the specific incident/affected area.
- Approximate size and incident magnitude of the affected area.
- General weather conditions at the incident site.
- Other incidents or activities impacting strategy, resources or tactics.
• Political, fiscal, and logistical considerations and/or constraints that may impact Team
assessment activities.
• Current availability of resources.
• Status of affected population.
• Current and predicted information on on-site conditions.
• Procedure for ordering additional resources.
• Damage and needs assessment processes.
• Briefing and debriefing procedures with State and/or FEMA Region, including time
schedule.
• After Action Report development process.
• Handling media inquiries.
• Use of local support personnel and equipment.
• Potential locations for support facilities.
• Documentation and reporting process.
• Provide maps, key list of contacts, phone numbers, etc., before concluding the meeting.
G — 29
9324.1-PR April, 2001
RNA TEAM OPERAT IONS CHECKLIST

RECEIVING ORDERED COMMODITIES
Few commodities should be ordered by a Team while conducting a mission in the field. However,
if items must be ordered, the following checklist provides guidance to assure FEMA procurement
regulations and accountability processes are followed.
• Obtain the following information from the vendor: nomenclature of the item(s), quantity,
expected arrival date/time/place of the item, and whether delivery will be provided.
• Designate in writing prior to a deployment a receiving officer(s) authorized to receive
goods. This will likely be the QRS personnel. If any receiving officers are APOs, a waiver
must be granted since APOs are generally restricted from being receiving officers. If
possible, the receiving and the ordering officials shall be two separate individuals, with the
APO serving as the ordering official in most cases.
• Identify a receiving point for personal property.
• Upon receipt, complete the following:
- Count all items, match items with nomenclature, and compare against the receipt
document.
- Verify quantities and note quantity differences on the shipping document.
- List serial or registration number of the item.
- Prepare a list of the items received by name, quantity, NSN, part number,
manufacturer, source of supply or any other available information if no shipping
documentation is included.
- Carefully inspect substitute items to verify acceptability. If unacceptable, note
problem on shipping document.
- Report shipping discrepancies or damaged material to the APO no later than three
working days upon return from the mission. Seek disposition instructions from the
APO.
- Ensure that a 1348 is provided for each line item received on a GBL. If the 1348 is
missing, use the manifest sheet as a packing slip.
- Sign and date the receipt document, using the receiving officer's full name and a
recognizable signature. DO NOT USE INITIALS.
• Forward all paperwork collected with the shipment to the APO prior to departing the BoO
(Receiving Officer's responsibility). The APO will then forward the paperwork to the
Financial Section of the ERT.
• Ensure that all incoming items are logged into the property management systems
maintained by the QRS Logistics Specialist, noting the nomenclature, NSN (if applicable),
quantities, estimated value, serial number, condition, and date received.
G — 30
9324.1-PR April, 2001

EQUIPMENT REPORTING
In the course of Team operations, equipment and supply cache items may be expended, lost,
stolen or damaged. The hosting MERS Detachment/QRS has the responsibility for maintaining
and restoring the equipment cache to operational readiness. The following checklist can assist the
MERS Detachment in executing cache management during non-use periods and following
missions, training events or exercises.
DURING NON-USE PERIODS
The MERS Detachment will perform the following activities in order to restore the equipment
cache to operational readiness:
• Conduct semi-annual physical inventory.

• Generate and submit a FF 61-18 (Report of Inventory Value).
• Develop annual reports.
BY SEPTMBER 30, EACH FISCAL YEAR
• Generate an SF-1121, Annual Report for Utilization and Disposal of Excess and Surplus
Personal Property, for any property that was acquired through excess property channels
and send it through the system to Operations Support, Logistics Division, Policy &
Management Branch.
• Include a record of personal property disposed of through the Federal excess system (as
recorded on the SF-120, Report of Excess Personal Property).
• Generate an annual report detailing Team equipment that has been exchanged or sold for
replacement purposes by each year. (This information will be obtained from SF 123,
Transfer Order of Surplus Personal Property and SF 126, Report of Personal Property for
Sale.)
• Generate an annual report on changes in the personal property inventories. This will include
items acquired over the year and those lost, stolen or damaged. (This information will be
found in the Document Register for Receipt Process, FF 61-10, Government Property Lot
or Damaged Survey Certificate, FF 61-12, Inventory Adjustment Reports, and FF 61-16,
Accountability Statement for the Transfer of Personal Property.)
BY NOVEMBER 30, EACH FISCAL YEAR
• Develop an annual report of personal property obtained as excess or property no longer

required for the original purpose and submit through channels to OS-LG-PM.
FOLLOWING OPERATIONS, TRAINING, AND EXERCISES
• Conduct a post-mission (or post-training/exercise) inventory, recording the condition of

items in the O&M log.
• MERS Detachment will support cache status (Available or Out-of-Service) to FEMA

G — 31
9324.1-PR April, 2001
Headquarters Mobile Operations Division.

• Generate and submit a FF 61-10 and a FF 61-5 (if applicable) for items lost, stolen or
damaged.
• Make copies and submit the Document Register for Receipt Process and all related
invoices and submit through channels.
• Identify items that must be replaced to refurbish the cache.
• Check if packaging organization can provide/order the items.
• Develop a FF 60-1 to requisition items that must be procured by FEMA.
• Identify items that must be rehabilitated prior to re-issuance to the cache.
• Check with the packaging organization to see if they could provide/contract the service on
a cost reimbursement basis.
• Develop a FF 60-1 to requisition a service.
• Conduct a follow-up inventory upon rehabilitation of the complete cache.
• Begin following procedures for periods of non-use.
G — 32
9324.1-PR April, 2001

DEMOBILIZATION
Once a Team has completed the assessment and fulfilled their objectives, the process of
demobilizing the Team begins. The following checklist provides guidance for performing
demobilization actions.
• Review demobilization plan release priorities and procedures.

• Identify final report requirements and make assignments to Team members.
• Develop a list of outstanding actions that must be completed before leaving the incident.
• Review support documentation for completeness and accuracy.
• Close out all fiscal documents.
• Finalize demobilization schedule.
• Conduct Team critique.
• Review procedures for collecting/reporting the status of Team equipment issued during the
mission.
• Assemble for a Team debriefing, which includes reassignment or demobilization orders.
• Execute BoO disengagement procedures, including the following:
- Prepare personal belongings for transport.
- Ensure that logistics and communications support kits are inventoried, cleaned,
packed in appropriate containers, loaded and prepared for shipment.
- Police and clean the BoO site, property disposing of garbage, gray water, and other
wastes, placing disposable supplies in appropriate waste containers, identifying
and reporting hazards to local officials and leaving the BoO site in better condition
than it was found.
- Participate in the out-processing procedure, completing all forms as prescribed in
the ERT Manual.
- Submit all reports (including daily logs, logistics accountability records,
communication logs, and personal notes) to the Team Leader for inclusion in after-
action reports. Reports should include your recommendations for changes to
pertinent position descriptions, standard operational procedures, checklists,
equipment, documentation, and other related areas.
- Collect all issued equipment and complete the required paperwork, accounting for
and noting the condition of all items from the equipment cache (including items
acquired during the mission via local purchase or order) for lost, damaged or
destroyed property.
- Assist in the breakdown and policing of the BoO.
• Ensure that all documentation has been completed (Team Leader and Operations
Specialist), including:
- Ensure all documentation of events is complete.
- Mitigate known risks in the BoO area or document/reveal to site owner.
- Provide a forwarding contact name and number to the local jurisdiction for follow-up
actions, if necessary.
- Ensure that the media understands the mission of the Team and why it is
demobilizing.
- Notify State EOC, MOC, and the ERT Information and Planning Section Chief when
the Team leaves the site.
G — 33
9324.1-PR April, 2001

MEDIA CONTACTS
Team members, while in the field, may contacted by news media for interviews. The purpose of
this Media Contacts Checklist is to provide techniques Team members can use to make the most
of these news media interviews.
• Talk to the reporter before the interview to get some idea of the subject, direction and slant
of the interview. Ask the reporter's name then use it in your response.
• Use your full name. Nicknames are not appropriate.
• Get comfortable. Be calm. Your demeanor and apparent control of the situation are very
important in establishing the tempo of evolving events.
• Maintain eye contact with the reporter, not the camera.
• Think about the best way to structure your response to convey the facts clearly, in the
proper context, communicating the message you want to communicate, and minimizing the
chance of misunderstanding.
• Let your appearance, countenance and speech reflect the seriousness of the situation.
• Be brief and direct, avoid long responses, Speak in short sound bites (10 seconds for
radio and television).
• Use wrap-around sentences. This means repeating the question with your answer to
provide a complete sound bite.
• Expect a reporter to ask the question several times, phrased in different ways. If you have
said all you have to say and you've said it clearly, don't feel compelled to change.
• Demonstrate empathy, leaving the media, and viewers or readers, with the impression you
care about them, their community, their environment, and their future.
G — 34

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9324.

In Federal Disaster Operations

Level 1 Overview A brief concept summary of a disaster-related

Change No. Copy No. Date Entered Posted By

Following a major disaster or emergency situation where the Federal government

Questions, comments, and suggested improvements related to this document are

RECORD OF CHANGES .............................................................................................................i

A. INTRODUCTION AND BACKGROUND.............................................................................. I-1

B. SUMMARY OF OPERATIONS ........................................................................................... I-2

C. OPERATIONAL CAPABILITY DESCRIPTION.................................................................... I-3

D. SUPPORT CAPABILITY DESCRIPTION ............................................................................ I-8

E. RESPONSIBILITIES .......................................................................................................... I-9

II. OPERATIONS AND PROCEDURES.............................................................................II-1

A. ASSUMPTIONS ............................................................................................................... II-1

B. PREPAREDNESS AND READINESS ............................................................................... II-1

C. MISSION OPERATIONS ................................................................................................... II-4

D. DEMOBILIZATION/REASSIGNMENT ............................................................................. II-11

E. RETURN TO PREPAREDNESS...................................................................................... II-12

III. SUPPORT REQUIREMENTS AND PROCEDURES .................................................III-1

A. PREPAREDNESS AND READINESS ACTIVITIES ........................................................... III-1

B. OPERATIONS ................................................................................................................. III-2

IV. PLANS AND REPORTS ................................................................................................ IV-1

A. OPERATIONAL PLAN ....................................................................................................IV-1

B. TEAM REPORTING ........................................................................................................IV-3

FIGURE I-2: Basic Structure of the Advanced Element of the Emergency

FIGURE I-3: RNA Team Structure ........................................................................................I-4

FIGURE I-4: RNA Structure With Multiple Teams ............................................................I-8

FIGURE II-1: Notification/Activation Process ..................................................................II-4

FIGURE II-2: RNA Team Information Flow........................................................................II-6

FIGURE III-1: Sample BoO Layout .....................................................................................III-6

FIGURE IV-2: RNA Report: Infrastructure – Water Treatment....................................IV-4

FIGURE IV-3: RNA Report: Infrastructure – Electrical .................................................IV-5

FIGURE IV-4: RNA Report: Infrastructure – Bridges, Roads, Airports ....................IV-6

FIGURE IV-6: RNA Report: Fire/US&R..............................................................................IV-8

FIGURE IV-7: RNA Report: Mass Care..............................................................................IV-9

FIGURE IV-8: RNA Report: Health and Medical .......................................................... IV-10

FIGURE IV-9: RNA Report: Hazardous Materials ........................................................ IV-11

FIGURE E-1: Personal Kit..................................................................................................... E-3

FIGURE E-2: Resupply Kit ................................................................................................... E-4

FIGURE E-3: Team Life Support Kit .................................................................................. E-5

FIGURE E-4: Team Administration Kit.............................................................................. E-6

FIGURE E-5: Vehicle Kit ....................................................................................................... E-7

FIGURE E-6: Communications Kits ................................................................................... E-8

FIGURE E-7: Fly-Away Kit .................................................................................................... E-9

Figure I-1, MERS Detachments with QRS Caches

C. OPERATIONAL CAPABILITY DESCRIPTION

• Pro-actively recommend resources to support State and local efforts; and,

Operations Information & Logistics Finance &

Information Rapid Needs

Figure 1-3, RNA Team Structure

FEMA Team Leader State Representative

Haz Mat Specialist Medical Specialist

Mass Care Specialist

Infrastructure Specialist Fire/US&R Specialist

SUPPORT ELEMENT - QRS

a. FEMA Team Leader

a. Hazardous Materials Specialist

e. Mass Care Specialist

4. Multiple Team Deployment

Operations Coordinator, and/or a Telecommunications Coordinator, at the discretion of the ERT-