Government Operations Center Liaison
Standards and Procedures
Disaster Cycle Services Standards & Procedures
DCS SP Align with Government
April 2015
Daily internal reports are generated or received by the Government Operations leadership and
forwarded to Government Operations workers and external partners and typically include the
following:
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Red Cross Disaster Operations Summary Report for External Partners
Incident Action Plans
Red Cross Executive Summary
Planning
Planning is the cornerstone of effective response. During “blue skies”, region and division Disaster
Cycle Services personnel work with multi-agency stakeholders to develop whole-community disaster
preparedness and response plans. Government Operations Center Liaisons should review Red Cross
and government planning documents in the region where the EOC is activated.
Community and regional response plans
The amount of planning activity occurring within a community is often a reflection of the size of the
community. Large communities may have a robust emergency management structure where planning
activities are well organized and ongoing. However, in some smaller communities, this will not be true.
In these communities, the local emergency manager may serve in a variety of roles that limit his or her
time for effective planning. Gain as much information as possible about local Emergency Operations
Plans and seek clarification on policies or procedures that are unclear.
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Regardless of the size of the communities within the region you are deploying to, the local Red Cross
region should be fully engaged in planning activities.
Task: Serve as the mass care/ESF-6 subject matter expert and lead and/or contribute to planning and
reporting.
Standards:
While performing this task, Government Operations Center Liaisons should demonstrate leadership
and subject matter expertise in ESF-6 planning to ensure service delivery planning, anticipate needs
from internal and external stakeholders, request input from disaster operation leadership when unsure,
submit reports prior to established deadlines, and actively listen to concerns and needs of partners.
Procedures:
Government Operations Center Liaisons are responsible for gathering and reporting both Red Cross
and independent shelter numbers to disaster operation leadership and EOC partners in Senior
Leadership Briefs (SLBs) and other response reports such, as the IAP. Reporting deadlines are
established by operational leadership and may differ based on disaster event. (For more information on
integrating into operational timelines, review information under “Learn and integrate into EOC
operations tempo.”)
Work instructions for this task can be found in the EOC Desk Guide: Effectively Serving as a Mass
Care/ESF-6 Lead and Contributing to Planning Checklist located in the Government Operations
Toolkit on The Exchange.
During a disaster operation, Government Operations Center Liaisons must report on ESF-6 and mass
care activities, service delivery coordination, and any unmet needs in the affected community. Another
vital aspect of planning is that it is the primary relationship-building and expectation-setting arena for
all levels and forms of disaster response and relief entities. Engaging in this process will enrich your
understanding of emergency management and can benefit the chapter’s disaster services program
immensely.
Daily external reports
These reports are gathered from external sources, summarized by assigned Government Operations
Center Liaisons and forwarded to Red Cross disaster operation leadership:
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State EOC situation reports
Partner IAPs
Local EOC situation reports
VOAD meeting minutes
Community agency activity reports
Disaster declaration and amendments
FEMA national situation reports
File copies of these reports in the job book for your assigned location and electronic copies in the
Government Operations folder on the disaster operation computer system.
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Task:
Participate in incident action and support planning.
Standards:
While performing this task, Government Operations Center Liaisons should lead and convene partners
in planning of ESF-6 and mass care service delivery planning, consult disaster operation leadership
with questions and concerns, proactively seek input from subject matter experts and demonstrate
professionalism and respect in all partner interactions.
Procedures:
Government personnel assigned to EOCs look to Red Cross Government Operations Center Liaisons to
provide a wide range of expertise in planning for and implementing humanitarian service delivery
plans. One of your key roles is to support EOC personnel in their efforts to anticipate and identify
humanitarian needs and create operational plans on how to address them.
While not all identified needs may fall within the bounds of Red Cross service delivery programs, as a
Government Operations Center Liaison, you will play a vital role in problem-solving and identifying
community solutions.
Planning is the cornerstone of effective response and recovery operations. Before a disaster, Regional
Disaster Officers and Disaster Program Managers work with local community stakeholders to develop
effective disaster operational plans and prepare their communities for emergency.
Before an imminent disaster, and throughout the response, relief and recovery operations, Government
Operations Center Liaisons should work closely with personnel in EOCs to ensure Red Cross service
delivery plans are communicated to partners and sufficient to meet local needs and scope. Government
Operations Center Liaisons may contact Regional Disaster Officers in affected communities to obtain
local disaster plans to influence incident action and support planning during a disaster operation.
Service Delivery Plan:
A service delivery plan describes the strategies, tactics and resources needed for the activities of disaster
operation. It describes the clients, their needs, and the items of assistance and services that will be
needed to accomplish the plan and meet clients’ disaster-caused needs. It focuses on the collaboration
and coordination needed between all functions to ensure that clients are provided with the right
assistance at the right time, and using the right methods. Service delivery plans include:
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The number of clients and impacted communities anticipated to be in need of services;
The numbers and types of facilities needed to provide services;
The number of staff needed to provide services;
The materials and equipment needed to provide services.
Government Operations Center Liaisons can share current and upcoming service delivery activities with
key partners to aid in collaborative planning but should remain mindful of data that is intended for
internal audiences only. If you are unsure what information you should share with partners, seek
guidance from your direct supervisor or Red Cross disaster operation leadership.
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Task:
Assist in developing holistic and seamless disaster cycle plans (i.e., mass care) in partnership and insync with government.
Standards:
While performing this task, Government Operations Center Liaisons should proactively lead and
convene partners, demonstrate knowledge of partner agency services and structures, consistently
adhere to Red Cross policies and procedures related to service delivery planning, effectively
communicate and demonstrate professionalism and respect in all partner interactions.
Procedures:
After obtaining information from key partner agencies in the EOC about the disaster and any special
conditions or objectives, Government Operations Center Liaisons can help disaster operation
leadership create service delivery plans that meet the needs of individuals and communities impacted
by disaster.
Plans should include the following:
• The scope of Government Operations activity on the operation;
• The human resources needed to support the anticipated needs;
• The material resources needed for Government Operations activity;
• A plan for transitioning Government Operations activities from the affected unit to the disaster
operation;
• Collaboration with government partners, as applicable;
• Declaration status and planning/resource implications;
• An internal communications strategy on how to coordinate and exchange information within the
liaisons assigned as part of the operation (conference calls, daily e-mail situation reports,
external reporting deadlines to the EOC liaisons, etc.)
Task:
Lead, convene, coordinate and/or participate with Voluntary Agency Liaisons (VALs) in planning
efforts, evaluating unmet needs, and communicating to Red Cross response and recovery leadership.
Standards:
While performing this task, Government Operations Center Liaisons should effectively communicate
with all stakeholders, seek input from partners about their concerns and unmet needs, demonstrate
leadership in planning and coordination of activities, and demonstrate respect and professionalism in
all partner interactions.
Procedures:
Government Operations Center Liaisons should lead, convene and coordinate service delivery with
partners, and participate in planning efforts with Voluntary Agency Liaisons.
Work instructions for this task can be found in the EOC Desk Guide: Leading and Coordinating
Partners in Evaluating Unmet Needs Checklist located in the Government Operations Toolkit on The
Exchange.
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Task:
Understand Red Cross long-term recovery service delivery plan and communicate to key government
and NGO partners.
Standards:
While performing this task, Government Operations Center Liaisons should maintain situational
awareness of disaster-related recovery needs and Red Cross long-term recovery options, actively
communicate with appropriate Red Cross stakeholders, use innovative and creative problem solving
and demonstrate professionalism and respect in all partner interactions.
Procedures:
After obtaining information from the director of the disaster operation about the incident and any
special conditions or objectives, the Government Operations leadership should develop a transition
narrative.
As response activities scale-down, the process of long-term recovery builds, or ramps up, including
activation of the recovery support functions (RSFs). The RSFs are the coordinating structure for the
National Disaster Recovery Framework (NDRF).
Long-term recovery is the process of rebuilding a community, and there is much more to it than simply
repairing or rebuilding physical structures. The Red Cross often plays a role in long-term recovery,
particularly at the regional level.
The Red Cross vision for recovery is to provide a standard and scalable set of services that align with
available resources to bridge the gaps between client resources and serious human needs, and that
result in a similar set of assistance for similarly situated clients. Recovery services most commonly
include:
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Community recovery strategy development
Casework/recovery planning
Direct client assistance
Community preparedness & resiliency building
*For large and/or complex recovery operations, where significant donor resources are available,
expanded services or assistance may be provided.
Long-term recovery can be an exciting and revitalizing process as community members make decisions
on how to rebuild. Based on your skills, experience and relationship with stakeholders in the local
community, you may be asked to become involved in long-term recovery efforts by attending
community meetings, serving on long-term housing committees or advocating for our clients in other
ways.
Long-term recovery committees and unmet needs
Another area in which your region may need your support is in service on a long-term recovery
committee. After a disaster, community agencies, Voluntary Organizations Active in Disaster (VOAD)
members, local business leaders, and government and nongovernmental organizations may form a
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long-term recovery committee to address the recovery needs of the community. Red Cross frequently
uses Recovery Planning & Assistance funding in support of these committees, which may continue for
months and even years after a disaster, necessitating the need for the Red Cross to provide a liaison to
work with the committee.
Service Delivery Coordination
Task:
Assess the need for preparedness and safety messaging, and share Red Cross preparedness messaging
with partners.
Standards:
While performing this task, Government Operations Center Liaisons should demonstrate enthusiasm
for preparedness as part of the disaster cycle, be resourceful in identifying appropriate preparedness
interventions for affected or potentially affected populations, consult with internal preparedness subject
matter experts and demonstrate professionalism and respect in all partner interactions.
Procedures:
Before an imminent disaster, the Red Cross can assist with distributing preparedness and safety
messaging in communities that will likely be affected. Preparedness messaging can be disseminated in
various forms, including mobile apps with watches and warnings, press releases, blog and social media
posts, and website stories. Government Operations Center Liaisons should coordinate with government
(External Affairs) and NGO partners in the EOC to identify which communities and populations need
targeted messaging. The Red Cross can provide preparedness “tear sheets” and checklists in various
languages and dialects.
This list of preparedness resources can be referenced while preparing for an imminent disaster:
• Preparedness Resource Index on The Exchange
o Comprehensive index of links to available preparedness resources
• Red Cross Disaster Safety Library
o Arabic, Chinese, French, Haitian, Korean, Spanish, Tagalog, Urdu, and Vietnamese
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Disaster and Hazard Specific Information
Red Cross preparedness mobile apps
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Earthquake, Flood, Hurricane, Tornado, Wildfire
Monster Guard, First Aid, Pet First Aid, Team Red Cross, Shelter Finder
Individual and Family Preparedness
Functional and Access Needs or Disabled Persons Preparedness
Note: The Red Cross is a partner in America’s PrepareAthon! and a promoter of National
Preparedness Month.
Task:
Respond to and support development of resource requests.
Standards:
While performing this task, Government Operations Center Liaisons should actively listen, use creative
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and innovative problem solving to address resource needs, clearly and concisely communicate with
disaster operation leadership and demonstrate professionalism and respect in all partner interactions.
Procedures:
As a Government Operations Center Liaison, your role in facilitating response and recovery activities is
beneficial to the Red Cross and our government and NGO partners. You can help coordinate an efficient
response and recovery, communicate realistic expectations, offer effective solutions to operational
problems, and tap into available government resources to deliver services with greater cost-efficiency.
Seek and monitor opportunities for leveraging partnerships and resources. If using an online
information sharing and resource request system, check the requests page regularly and reply to
pertinent inquiries for assistance.
Requests for resources from government partners should be documented. When you receive a request
for resources from a government agency, make sure to review it carefully to ensure completeness and
clarity regarding the requirements and agency points of contact.
Task:
Synchronize and de-conflict service delivery with government and NGO partners in the EOC.
Standards:
While performing this task, Government Operations Center Liaisons should actively listen to and
communicate with stakeholders, use creative and innovative problem solving to address conflicts,
positively represent the Red Cross mission and values, and demonstrate professionalism and respect in
all partner interactions.
Procedures:
The Red Cross coordinates and collaborates with both government and NGO partner agencies to ensure
effective, seamless and complementary service delivery to individuals and communities before, during
and after a disaster.
To frame conversations and manage expectations with our partners, Government Operations Center
Liaisons need to understand the unique relationship between the Red Cross and government entities. It
is important to understand roles, guidance, policies and processes. But it is critical that when
representing the Red Cross, the information is shared in context with the goal of enhancing
understanding and negotiating solutions.
As a Government Operations Center Liaison, you may encounter misconceptions about the
responsibilities, capacity and authorities of the Red Cross. If you are familiar with the congressional
charter, corporate policies, and our agreements with local and federal agencies, you will be able to
provide accurate and up-to-date information about the role of the Red Cross in disaster.
In 2010, the Red Cross signed a Memorandum of Agreement (MOA) with FEMA, which designated the
Red Cross as co-lead with FEMA for the mass care component of ESF-6. This MOA, located on The
Exchange, describes how FEMA and the Red Cross work together as co-leads of ESF-6. As co-leads, the
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Red Cross and FEMA work together to assist state governments and other organizations to plan,
coordinate and provide mass care services for people affected by disasters.
In the MOA, the Red Cross agreed to work with FEMA to develop a National Mass Care Strategy with
National Voluntary Organizations Active in Disaster (NVOAD) and other mass care support agencies.
To fulfill this mission, the National Mass Care Council was formed, creating diverse representation to
this issue across the federal, nongovernmental and private sectors.
EOC operations can be stressful due to the long hours, critical nature of the work and the impacts of the
situation. Disagreements and conflicts will occasionally occur. As Government Operations Center
Liaisons, it is important for you to act in a professional manner by remaining calm, practicing active
listening, investigate the situation to validate assumptions and by using your problem-solving skills to
help defuse the situation.
If a serious conflict occurs, do not hesitate to reach out to your Red Cross point of contact, disaster
operation leadership, or immediate supervisor for counsel and advice.
In Closing
Government Operations Center Liaisons play an integral role in facilitating and coordinating
information sharing, planning and service delivery during disaster operations. You are the face of the
Red Cross in EOCs and serve as conduits between government partners and disaster operation
leadership. It is important for Government Operations Center Liaisons to seek guidance and clarity in
uncertain circumstances. The Red Cross has robust leadership structures at the divisional and national
levels that are available 24/7 to assist and support Government Operations Center Liaisons working in
EOCs. You are not alone! Don’t hesitate to contact your supervisor and/or the Emergency Management
Coordination unit at [email protected] with questions or concerns.
Thank you for your commitment to the Red Cross and our mission to assist people affected by disasters
and emergencies.
Resources
External Partners
Partnerships are integral in effective disaster cycle management. As a Government Operations Center
Liaison, you will work with a variety of partners to exchange information, assist in coordinating Red
Cross service delivery, and ensure client needs are met through collaborative, complementary activities.
The Red Cross has existing agreements through Memorandums of Understanding (MOUs) with several
organizations; other partners may step forward immediately before, during or after a disaster and
express interest in partnering. As a leader and convener of community partners, the Red Cross helps
coordinate activities to ensure an effective relief operation that is inclusive of all community
stakeholders.
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Our partners typically fall into one of four categories. These include the following:
• Government partners – The primary emergency management partners and support agencies, at
all levels, throughout the disaster cycle.
• Nongovernmental (NGO) partners – The Red Cross works closely with NGOs to provide
effective service delivery to individuals and families affected by disaster. The term
“nongovernmental partner” refers to nonprofit organizations, including the Red Cross.
• Faith-based partners – The Red Cross has longstanding relationships with a number of faithbased partners. We collaborate with these partners in service delivery and work closely with
them to avoid duplication of services and fulfill unmet needs of the community.
• Private-sector partners – Private sector partners are businesses and corporations. Immediately
before, during and after large disasters, private sector partners typically offer to provide
invaluable services, in-kind donations and support to their communities.
Use this list of common Red Cross partnerships for reference while working in an EOC:
Key federal partners
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Federal Emergency Management Agency (FEMA)
Health and Human Services (HHS) – health and medical issues
Housing and Urban Development (HUD) - housing
U.S. Department of Agriculture (USDA APHIS) – food, animals, forest service
Environmental Protection Agency (EPA) – hazardous waste
Corporation for National and Community Service (CNCS) – AmeriCorps and NCCC volunteers
National Transportation Safety Board (NTSB) – transportation events
Federal Aviation Administration (FAA) – aviation incidents
Army Corps of Engineers (USACE) – ice, water, flood control systems, debris removal,
mitigation
Department of Defense (DOD) – security and logistics support, mass and medical evacuation,
military
Department of the Interior (DOI) – tribal and insular areas, forest fire suppression, search and
rescue
Bureau of Indian Affairs (BIA) – tribal and insular areas
Key local and state government partners
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Office of Emergency Management (OEM) – planning, response, recovery
Public health – planning and response, medical and behavioral health, communicable diseases
National Guard – disaster response, logistics, security
Social services – government services and programs available for clients (may also be
jurisdictional mass care lead agency within state)
Department of Agriculture - animal control, pet and livestock sheltering
Public safety – law enforcement and fire suppression, site safety and security, evacuations,
canteen support, special handling of registered offenders (parole, probation), information sharing
on site impact (e.g., green (safe) zone, path of fire, 911 system, safety issues)
Board of Education/schools – shelters, kitchens, staff support
Public Works – damage assessment, road impact, utilities
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Department of Motor Vehicles (DMV) – replacement of identification
Environmental health – site inspections, hazardous materials and household waste
Department of Sanitation – waste removal
Key NGO partners
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American Radio Relay League – Ham radio services and operators
Habitat for Humanity International – home repairs and reconstruction, disaster response services
Human Society of America – animal rescue, household pet sheltering, pet reunification
Feeding America – nationwide network of food banks
Mercy Medical Air Lift – medical air lift ambulance services
Voluntary Organizations Active in Disaster (VOAD) – nationwide network of NGOs
Key faith-based partners
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Catholic Charities/St. Vincent de Paul Society – case management, financial aid to clients,
feeding
Southern Baptist Convention – kitchens, feeding debris removal, chainsaw crews, childcare
Church of the Brethren – childcare services
Tzu Chi – financial aid for clients
The Salvation Army – feeding, sheltering, household items, case management
United Methodist Committee for Relief – case management
Key private-sector partners
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Home Depot – debris removal and home repair
Lowe’s – debris removal and home repair
Wal-Mart/Sam’s Club – food, water, debris removal, home repairs, clothing
Nestle Waters – bottled water for bulk distribution
Basic Outline of the National Emergency Management System
Foundations of emergency management
Through a variety of legislative and regulatory measures known as legal authorities, federal, state, tribal
and local government agencies have mandated emergency management responsibilities for a broad
spectrum of disaster-related activities. The Red Cross receives its legal authority to respond through the
Stafford Act, as well as through our congressional charter.
You can find training on emergency management systems, such as the National Incident Management
System (NIMS), the Incident Command System (ICS) and the National Response Framework (NRF)
online, free of charge through the FEMA Independent Study (IS) program. As a Government
Operations Center Liaison, you are required to take this training to ensure you understand the
environment in which you will work when assigned to an EOC. In addition, a comprehensive
understanding of Red Cross Disaster Cycle Services programs, plans, services and capabilities will
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ensure that you are able to identify opportunities for collaboration and effectively articulate Red Cross
programs and services to key partners.
Federal and legal authorities
As a Government Operations Center Liaison, understanding the legal authorities underpinning federal
roles and responsibilities will inform and guide your conversations, whether planning for disaster in
your local community or serving on assignment at a government site. The following are brief
descriptions of important legislation and regulations that guide emergency management throughout the
country.
Robert T. Stafford Disaster Relief and Emergency Assistance Act
This act is the primary statutory authority for most federal disaster response activities, particularly as
they pertain to FEMA and FEMA programs. The Stafford Act is a law that provides for the funding
mechanisms used by FEMA and other federal agencies to assist states, tribes and affected citizens in
disaster. The Stafford Act is credited with establishing emergency management as we know it today,
and it helped create FEMA in 1978.
Post-Katrina Emergency Management Reform Act
After Hurricane Katrina in 2005, Congress requires an in-depth review of the response.
Recommendations from this review resulted in the Post-Katrina Emergency Management Reform Act
(PKEMRA), which legislated additional requirements that emergency management agencies are
expected to accomplish, such as planning for household pet and service animal care post-disaster.
Code of Federal Regulations, Title 44
The second tier of federal authority is the Code of Federal Regulations, Title 44 (CFR44). CFR 44
outlines the regulations governing FEMA programs. FEMA uses CFR 44 as an authoritative source for
guiding its activities. Federal agencies are legally required to document their regulations in the CFR.
While not laws, federal regulations do carry legal authority. They cannot be changed without following a
strict revision protocol requiring publication in the Federal Register and time for public comment.
FEMA Guidance and Policies
The third and fourth tiers of federal authority come from guidance and policies. Federal agencies issue
policies and guidance to aid their employees in carrying out federal regulations. Guidance and policies
do not carry the same legal weight as laws or federal regulations and can be revised by the issuing
federal agency without public comments.
Presidential Policy Directive 8
Presidential Policy Directive 8 (PPD-8) is a presidential directive aimed at “strengthening the security
and resilience” of the United States through “systematic preparation for the threats that pose the
greatest risk to the security of the nation.” PPD-8 uses an all-of-nation/whole-community approach
integrating efforts across federal, state, local, tribal and territorial governments, and with private sector,
community, nongovernmental and individual partners.
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National Preparedness System
National Planning Frameworks
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Federal Interagency Operational Plans
National Preparedness Goals
Annual National Preparedness Report
Campaign to Build and Sustain Preparedness
Detailed information about PPD-8 and other FEMA programs and initiatives can be found at
www.fema.gov.
National Response Framework
The National Response Framework (NRF), one of five national planning frameworks, is a guide to how
the nation responds to all types of disasters and emergencies. It is built on the NIMS and provides
scalable, flexible and adaptable coordination structures to deliver the response core capabilities
identified in the National Preparedness Goal. The core capabilities describe activities the nation must
be able to accomplish to be secure and resilient.
The NRF is intended to be used by the whole community. The whole community concept focuses on
enabling a full range of stakeholders – private sector, NGOs, general public/citizenry and all levels of
government – to participate in national preparedness activities and to be full partners in incident
response.
The federal Emergency Support Functions (ESFs) are the primary, but not exclusive, federal
coordinating structures for building, sustaining and delivering the response core capabilities. FEMA is
designed as the coordinator and the primary agency for ESF-6, which encompasses mass care,
emergency assistance, housing and human services. The Red Cross serves as the co-lead with FEMA for
ESF-6 mass care. This is a planning and coordination role, and is separate from the Red Cross role as a
service provider.
The full text regarding ESFs is available at http://www.fema.gov/pdf/emergency/nrf/nrf-esf-intro.pdf.
Familiarity with each of the ESFs and full understanding of Red Cross participation is essential for
Government Operations Center Liaisons.
National Disaster Recovery Framework
The National Disaster Recovery Framework (NDRF) is a guide to enable effective recovery support to
disaster-affected states and tribal, territorial and local jurisdictions. The NDRF provides a structure
similar to the NRF that includes recovery support functions (RSFs.) These RSFs enable disaster
recovery to occur in a unified and collaborative manner. For more information on RSFs, visit
https://www.fema.gov/recovery-support-functions .
Emergency Support Functions
The National Response Framework established 15 Emergency Support Functions (ESFs). ESFs help to
organize disaster response by grouping specific functions required in disaster response and identifying
a federal agency to act as a lead coordinating agency for that function. Many state emergency
management agencies have instituted an ESF structure to organize their response efforts.
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In addition to being a co-lead for the mass care elements of ESF-6 at the federal level, the Red Cross is
named as a support agency to the remaining components of ESF-6, as well as ESF-3, -5, -7, -8, 11, -14
and -15. Our responsibilities as a support agency are outlined in the table below.
ESF
ESF-1
ESF-2
ESF-3
ESF name
Transportation
Communication
Public Works and
Engineering
ESF-4
ESF-5
Firefighting
Emergency
Management
ESF-6
Mass Care, Emergency
Assistance, Housing
and Human Services
Logistics, Management
and Resource Support
ESF-7
ESF-8
Public Health and
Medical Services
ESF-9
ESF-10
Search and Rescue
Oil and Hazardous
Material Response
Agriculture and
Natural Resources
ESF-11
ESF-12
ESF-13
ESF-14
(Obsolete)
ESF-15
Energy
Public Safety
Long-Term Recovery
(Obsolete)
External Affairs
Red Cross responsibilities
None
None
Red Cross works with DOD/USACE; Department of Homeland
Security/FEMA; other federal, state, tribal and local government
entities; and other NGOs to ensure integration of commodity
requirements and distribution processes into mass care
operations.
None
Red Cross provides liaisons or points of contact to provide
technical and subject-matter expertise, data and advice and staff
support for operations that fall within the domain of Red Cross.
Red Cross serves as a co-lead with FEMA for the mass care
component and a support agency to the others.
Red Cross collaborates with logistics agencies at all levels to
coordinate information and timely delivery of material and
human resources to support local and state operations.
Red Cross serves as a support agency and staffs the U.S.
Department of Health and Human Services Secretary’s
Operations Center (SOC.)
None
None
Red Cross identifies and assesses requirements for food and
distribution services and coordinates with other government and
voluntary organization in the distribution of food.
None
None
Refer to National Disaster Recovery Framework
None
Emergency Management Structures
Incident Command System
Government and emergency management agencies at all levels have adopted the National Incident
Management System (NIMS), which includes as a component, the Incident Command System (ICS).
Distinctive aspects of ICS include:
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Common terminology (clear text/language, do not use acronyms or abbreviations)
Modular organization
Integrated communications
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Unity of command (everyone has one person they report to)
Unified command structure (all agencies from all jurisdictions work for one Incident
Commander)
Consolidated action plans
Manageable span of control (three to seven personnel)
Designated incident facilities
Comprehensive resource management
The Incident Command System also:
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Provides management structure for command, control and coordination for effective use of all
resources
Fosters consistency and efficiency
Provides coordinated direction during a response
Coordinates efforts of individual agencies toward a common goal
Multiagency Coordination System
An EOC operates as a Multiagency Coordination System (MACS) defined as a system that provides the
architecture to support coordination for incident prioritization, critical resource allocation,
communications systems integration, and information coordination. MACS assist agencies and
organizations responding to an incident. The elements of MACS include facilities, equipment,
personnel, procedures, and communications.
MACS focus on:
•
•
•
Planning and coordinating resources and other support
Defined business practices, SOPs, processes and protocols
o Allows participating agencies to coordinate their incident related activities
Dispatch procedures and protocols
Support, coordination, and assistance with policy-level decisions
The National Incident Management System
The National Incident Management System (NIMS) provides a systematic, proactive approach to guide
departments and agencies at all levels of government, nongovernmental organizations, and the private
sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects
of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life and
property, and harm to the environment.
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Government Operations Center Liaison Standards and Procedures | Disaster Cycle Services
© 2015 The American National Red Cross
Daily internal reports are generated or received by the Government Operations leadership and
forwarded to Government Operations workers and external partners and typically include the
following:
•
•
•
Red Cross Disaster Operations Summary Report for External Partners
Incident Action Plans
Red Cross Executive Summary
Planning
Planning is the cornerstone of effective response. During “blue skies”, region and division Disaster
Cycle Services personnel work with multi-agency stakeholders to develop whole-community disaster
preparedness and response plans. Government Operations Center Liaisons should review Red Cross
and government planning documents in the region where the EOC is activated.
Community and regional response plans
The amount of planning activity occurring within a community is often a reflection of the size of the
community. Large communities may have a robust emergency management structure where planning
activities are well organized and ongoing. However, in some smaller communities, this will not be true.
In these communities, the local emergency manager may serve in a variety of roles that limit his or her
time for effective planning. Gain as much information as possible about local Emergency Operations
Plans and seek clarification on policies or procedures that are unclear.
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Regardless of the size of the communities within the region you are deploying to, the local Red Cross
region should be fully engaged in planning activities.
Task: Serve as the mass care/ESF-6 subject matter expert and lead and/or contribute to planning and
reporting.
Standards:
While performing this task, Government Operations Center Liaisons should demonstrate leadership
and subject matter expertise in ESF-6 planning to ensure service delivery planning, anticipate needs
from internal and external stakeholders, request input from disaster operation leadership when unsure,
submit reports prior to established deadlines, and actively listen to concerns and needs of partners.
Procedures:
Government Operations Center Liaisons are responsible for gathering and reporting both Red Cross
and independent shelter numbers to disaster operation leadership and EOC partners in Senior
Leadership Briefs (SLBs) and other response reports such, as the IAP. Reporting deadlines are
established by operational leadership and may differ based on disaster event. (For more information on
integrating into operational timelines, review information under “Learn and integrate into EOC
operations tempo.”)
Work instructions for this task can be found in the EOC Desk Guide: Effectively Serving as a Mass
Care/ESF-6 Lead and Contributing to Planning Checklist located in the Government Operations
Toolkit on The Exchange.
During a disaster operation, Government Operations Center Liaisons must report on ESF-6 and mass
care activities, service delivery coordination, and any unmet needs in the affected community. Another
vital aspect of planning is that it is the primary relationship-building and expectation-setting arena for
all levels and forms of disaster response and relief entities. Engaging in this process will enrich your
understanding of emergency management and can benefit the chapter’s disaster services program
immensely.
Daily external reports
These reports are gathered from external sources, summarized by assigned Government Operations
Center Liaisons and forwarded to Red Cross disaster operation leadership:
•
•
•
•
•
•
•
State EOC situation reports
Partner IAPs
Local EOC situation reports
VOAD meeting minutes
Community agency activity reports
Disaster declaration and amendments
FEMA national situation reports
File copies of these reports in the job book for your assigned location and electronic copies in the
Government Operations folder on the disaster operation computer system.
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Task:
Participate in incident action and support planning.
Standards:
While performing this task, Government Operations Center Liaisons should lead and convene partners
in planning of ESF-6 and mass care service delivery planning, consult disaster operation leadership
with questions and concerns, proactively seek input from subject matter experts and demonstrate
professionalism and respect in all partner interactions.
Procedures:
Government personnel assigned to EOCs look to Red Cross Government Operations Center Liaisons to
provide a wide range of expertise in planning for and implementing humanitarian service delivery
plans. One of your key roles is to support EOC personnel in their efforts to anticipate and identify
humanitarian needs and create operational plans on how to address them.
While not all identified needs may fall within the bounds of Red Cross service delivery programs, as a
Government Operations Center Liaison, you will play a vital role in problem-solving and identifying
community solutions.
Planning is the cornerstone of effective response and recovery operations. Before a disaster, Regional
Disaster Officers and Disaster Program Managers work with local community stakeholders to develop
effective disaster operational plans and prepare their communities for emergency.
Before an imminent disaster, and throughout the response, relief and recovery operations, Government
Operations Center Liaisons should work closely with personnel in EOCs to ensure Red Cross service
delivery plans are communicated to partners and sufficient to meet local needs and scope. Government
Operations Center Liaisons may contact Regional Disaster Officers in affected communities to obtain
local disaster plans to influence incident action and support planning during a disaster operation.
Service Delivery Plan:
A service delivery plan describes the strategies, tactics and resources needed for the activities of disaster
operation. It describes the clients, their needs, and the items of assistance and services that will be
needed to accomplish the plan and meet clients’ disaster-caused needs. It focuses on the collaboration
and coordination needed between all functions to ensure that clients are provided with the right
assistance at the right time, and using the right methods. Service delivery plans include:
•
•
•
•
The number of clients and impacted communities anticipated to be in need of services;
The numbers and types of facilities needed to provide services;
The number of staff needed to provide services;
The materials and equipment needed to provide services.
Government Operations Center Liaisons can share current and upcoming service delivery activities with
key partners to aid in collaborative planning but should remain mindful of data that is intended for
internal audiences only. If you are unsure what information you should share with partners, seek
guidance from your direct supervisor or Red Cross disaster operation leadership.
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Task:
Assist in developing holistic and seamless disaster cycle plans (i.e., mass care) in partnership and insync with government.
Standards:
While performing this task, Government Operations Center Liaisons should proactively lead and
convene partners, demonstrate knowledge of partner agency services and structures, consistently
adhere to Red Cross policies and procedures related to service delivery planning, effectively
communicate and demonstrate professionalism and respect in all partner interactions.
Procedures:
After obtaining information from key partner agencies in the EOC about the disaster and any special
conditions or objectives, Government Operations Center Liaisons can help disaster operation
leadership create service delivery plans that meet the needs of individuals and communities impacted
by disaster.
Plans should include the following:
• The scope of Government Operations activity on the operation;
• The human resources needed to support the anticipated needs;
• The material resources needed for Government Operations activity;
• A plan for transitioning Government Operations activities from the affected unit to the disaster
operation;
• Collaboration with government partners, as applicable;
• Declaration status and planning/resource implications;
• An internal communications strategy on how to coordinate and exchange information within the
liaisons assigned as part of the operation (conference calls, daily e-mail situation reports,
external reporting deadlines to the EOC liaisons, etc.)
Task:
Lead, convene, coordinate and/or participate with Voluntary Agency Liaisons (VALs) in planning
efforts, evaluating unmet needs, and communicating to Red Cross response and recovery leadership.
Standards:
While performing this task, Government Operations Center Liaisons should effectively communicate
with all stakeholders, seek input from partners about their concerns and unmet needs, demonstrate
leadership in planning and coordination of activities, and demonstrate respect and professionalism in
all partner interactions.
Procedures:
Government Operations Center Liaisons should lead, convene and coordinate service delivery with
partners, and participate in planning efforts with Voluntary Agency Liaisons.
Work instructions for this task can be found in the EOC Desk Guide: Leading and Coordinating
Partners in Evaluating Unmet Needs Checklist located in the Government Operations Toolkit on The
Exchange.
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Task:
Understand Red Cross long-term recovery service delivery plan and communicate to key government
and NGO partners.
Standards:
While performing this task, Government Operations Center Liaisons should maintain situational
awareness of disaster-related recovery needs and Red Cross long-term recovery options, actively
communicate with appropriate Red Cross stakeholders, use innovative and creative problem solving
and demonstrate professionalism and respect in all partner interactions.
Procedures:
After obtaining information from the director of the disaster operation about the incident and any
special conditions or objectives, the Government Operations leadership should develop a transition
narrative.
As response activities scale-down, the process of long-term recovery builds, or ramps up, including
activation of the recovery support functions (RSFs). The RSFs are the coordinating structure for the
National Disaster Recovery Framework (NDRF).
Long-term recovery is the process of rebuilding a community, and there is much more to it than simply
repairing or rebuilding physical structures. The Red Cross often plays a role in long-term recovery,
particularly at the regional level.
The Red Cross vision for recovery is to provide a standard and scalable set of services that align with
available resources to bridge the gaps between client resources and serious human needs, and that
result in a similar set of assistance for similarly situated clients. Recovery services most commonly
include:
•
•
•
•
Community recovery strategy development
Casework/recovery planning
Direct client assistance
Community preparedness & resiliency building
*For large and/or complex recovery operations, where significant donor resources are available,
expanded services or assistance may be provided.
Long-term recovery can be an exciting and revitalizing process as community members make decisions
on how to rebuild. Based on your skills, experience and relationship with stakeholders in the local
community, you may be asked to become involved in long-term recovery efforts by attending
community meetings, serving on long-term housing committees or advocating for our clients in other
ways.
Long-term recovery committees and unmet needs
Another area in which your region may need your support is in service on a long-term recovery
committee. After a disaster, community agencies, Voluntary Organizations Active in Disaster (VOAD)
members, local business leaders, and government and nongovernmental organizations may form a
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long-term recovery committee to address the recovery needs of the community. Red Cross frequently
uses Recovery Planning & Assistance funding in support of these committees, which may continue for
months and even years after a disaster, necessitating the need for the Red Cross to provide a liaison to
work with the committee.
Service Delivery Coordination
Task:
Assess the need for preparedness and safety messaging, and share Red Cross preparedness messaging
with partners.
Standards:
While performing this task, Government Operations Center Liaisons should demonstrate enthusiasm
for preparedness as part of the disaster cycle, be resourceful in identifying appropriate preparedness
interventions for affected or potentially affected populations, consult with internal preparedness subject
matter experts and demonstrate professionalism and respect in all partner interactions.
Procedures:
Before an imminent disaster, the Red Cross can assist with distributing preparedness and safety
messaging in communities that will likely be affected. Preparedness messaging can be disseminated in
various forms, including mobile apps with watches and warnings, press releases, blog and social media
posts, and website stories. Government Operations Center Liaisons should coordinate with government
(External Affairs) and NGO partners in the EOC to identify which communities and populations need
targeted messaging. The Red Cross can provide preparedness “tear sheets” and checklists in various
languages and dialects.
This list of preparedness resources can be referenced while preparing for an imminent disaster:
• Preparedness Resource Index on The Exchange
o Comprehensive index of links to available preparedness resources
• Red Cross Disaster Safety Library
o Arabic, Chinese, French, Haitian, Korean, Spanish, Tagalog, Urdu, and Vietnamese
•
•
Disaster and Hazard Specific Information
Red Cross preparedness mobile apps
o
o
•
•
Earthquake, Flood, Hurricane, Tornado, Wildfire
Monster Guard, First Aid, Pet First Aid, Team Red Cross, Shelter Finder
Individual and Family Preparedness
Functional and Access Needs or Disabled Persons Preparedness
Note: The Red Cross is a partner in America’s PrepareAthon! and a promoter of National
Preparedness Month.
Task:
Respond to and support development of resource requests.
Standards:
While performing this task, Government Operations Center Liaisons should actively listen, use creative
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and innovative problem solving to address resource needs, clearly and concisely communicate with
disaster operation leadership and demonstrate professionalism and respect in all partner interactions.
Procedures:
As a Government Operations Center Liaison, your role in facilitating response and recovery activities is
beneficial to the Red Cross and our government and NGO partners. You can help coordinate an efficient
response and recovery, communicate realistic expectations, offer effective solutions to operational
problems, and tap into available government resources to deliver services with greater cost-efficiency.
Seek and monitor opportunities for leveraging partnerships and resources. If using an online
information sharing and resource request system, check the requests page regularly and reply to
pertinent inquiries for assistance.
Requests for resources from government partners should be documented. When you receive a request
for resources from a government agency, make sure to review it carefully to ensure completeness and
clarity regarding the requirements and agency points of contact.
Task:
Synchronize and de-conflict service delivery with government and NGO partners in the EOC.
Standards:
While performing this task, Government Operations Center Liaisons should actively listen to and
communicate with stakeholders, use creative and innovative problem solving to address conflicts,
positively represent the Red Cross mission and values, and demonstrate professionalism and respect in
all partner interactions.
Procedures:
The Red Cross coordinates and collaborates with both government and NGO partner agencies to ensure
effective, seamless and complementary service delivery to individuals and communities before, during
and after a disaster.
To frame conversations and manage expectations with our partners, Government Operations Center
Liaisons need to understand the unique relationship between the Red Cross and government entities. It
is important to understand roles, guidance, policies and processes. But it is critical that when
representing the Red Cross, the information is shared in context with the goal of enhancing
understanding and negotiating solutions.
As a Government Operations Center Liaison, you may encounter misconceptions about the
responsibilities, capacity and authorities of the Red Cross. If you are familiar with the congressional
charter, corporate policies, and our agreements with local and federal agencies, you will be able to
provide accurate and up-to-date information about the role of the Red Cross in disaster.
In 2010, the Red Cross signed a Memorandum of Agreement (MOA) with FEMA, which designated the
Red Cross as co-lead with FEMA for the mass care component of ESF-6. This MOA, located on The
Exchange, describes how FEMA and the Red Cross work together as co-leads of ESF-6. As co-leads, the
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Red Cross and FEMA work together to assist state governments and other organizations to plan,
coordinate and provide mass care services for people affected by disasters.
In the MOA, the Red Cross agreed to work with FEMA to develop a National Mass Care Strategy with
National Voluntary Organizations Active in Disaster (NVOAD) and other mass care support agencies.
To fulfill this mission, the National Mass Care Council was formed, creating diverse representation to
this issue across the federal, nongovernmental and private sectors.
EOC operations can be stressful due to the long hours, critical nature of the work and the impacts of the
situation. Disagreements and conflicts will occasionally occur. As Government Operations Center
Liaisons, it is important for you to act in a professional manner by remaining calm, practicing active
listening, investigate the situation to validate assumptions and by using your problem-solving skills to
help defuse the situation.
If a serious conflict occurs, do not hesitate to reach out to your Red Cross point of contact, disaster
operation leadership, or immediate supervisor for counsel and advice.
In Closing
Government Operations Center Liaisons play an integral role in facilitating and coordinating
information sharing, planning and service delivery during disaster operations. You are the face of the
Red Cross in EOCs and serve as conduits between government partners and disaster operation
leadership. It is important for Government Operations Center Liaisons to seek guidance and clarity in
uncertain circumstances. The Red Cross has robust leadership structures at the divisional and national
levels that are available 24/7 to assist and support Government Operations Center Liaisons working in
EOCs. You are not alone! Don’t hesitate to contact your supervisor and/or the Emergency Management
Coordination unit at [email protected] with questions or concerns.
Thank you for your commitment to the Red Cross and our mission to assist people affected by disasters
and emergencies.
Resources
External Partners
Partnerships are integral in effective disaster cycle management. As a Government Operations Center
Liaison, you will work with a variety of partners to exchange information, assist in coordinating Red
Cross service delivery, and ensure client needs are met through collaborative, complementary activities.
The Red Cross has existing agreements through Memorandums of Understanding (MOUs) with several
organizations; other partners may step forward immediately before, during or after a disaster and
express interest in partnering. As a leader and convener of community partners, the Red Cross helps
coordinate activities to ensure an effective relief operation that is inclusive of all community
stakeholders.
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Our partners typically fall into one of four categories. These include the following:
• Government partners – The primary emergency management partners and support agencies, at
all levels, throughout the disaster cycle.
• Nongovernmental (NGO) partners – The Red Cross works closely with NGOs to provide
effective service delivery to individuals and families affected by disaster. The term
“nongovernmental partner” refers to nonprofit organizations, including the Red Cross.
• Faith-based partners – The Red Cross has longstanding relationships with a number of faithbased partners. We collaborate with these partners in service delivery and work closely with
them to avoid duplication of services and fulfill unmet needs of the community.
• Private-sector partners – Private sector partners are businesses and corporations. Immediately
before, during and after large disasters, private sector partners typically offer to provide
invaluable services, in-kind donations and support to their communities.
Use this list of common Red Cross partnerships for reference while working in an EOC:
Key federal partners
•
•
•
•
•
•
•
•
•
•
•
•
Federal Emergency Management Agency (FEMA)
Health and Human Services (HHS) – health and medical issues
Housing and Urban Development (HUD) - housing
U.S. Department of Agriculture (USDA APHIS) – food, animals, forest service
Environmental Protection Agency (EPA) – hazardous waste
Corporation for National and Community Service (CNCS) – AmeriCorps and NCCC volunteers
National Transportation Safety Board (NTSB) – transportation events
Federal Aviation Administration (FAA) – aviation incidents
Army Corps of Engineers (USACE) – ice, water, flood control systems, debris removal,
mitigation
Department of Defense (DOD) – security and logistics support, mass and medical evacuation,
military
Department of the Interior (DOI) – tribal and insular areas, forest fire suppression, search and
rescue
Bureau of Indian Affairs (BIA) – tribal and insular areas
Key local and state government partners
•
•
•
•
•
•
•
•
Office of Emergency Management (OEM) – planning, response, recovery
Public health – planning and response, medical and behavioral health, communicable diseases
National Guard – disaster response, logistics, security
Social services – government services and programs available for clients (may also be
jurisdictional mass care lead agency within state)
Department of Agriculture - animal control, pet and livestock sheltering
Public safety – law enforcement and fire suppression, site safety and security, evacuations,
canteen support, special handling of registered offenders (parole, probation), information sharing
on site impact (e.g., green (safe) zone, path of fire, 911 system, safety issues)
Board of Education/schools – shelters, kitchens, staff support
Public Works – damage assessment, road impact, utilities
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•
•
•
Department of Motor Vehicles (DMV) – replacement of identification
Environmental health – site inspections, hazardous materials and household waste
Department of Sanitation – waste removal
Key NGO partners
•
•
•
•
•
•
American Radio Relay League – Ham radio services and operators
Habitat for Humanity International – home repairs and reconstruction, disaster response services
Human Society of America – animal rescue, household pet sheltering, pet reunification
Feeding America – nationwide network of food banks
Mercy Medical Air Lift – medical air lift ambulance services
Voluntary Organizations Active in Disaster (VOAD) – nationwide network of NGOs
Key faith-based partners
•
•
•
•
•
•
Catholic Charities/St. Vincent de Paul Society – case management, financial aid to clients,
feeding
Southern Baptist Convention – kitchens, feeding debris removal, chainsaw crews, childcare
Church of the Brethren – childcare services
Tzu Chi – financial aid for clients
The Salvation Army – feeding, sheltering, household items, case management
United Methodist Committee for Relief – case management
Key private-sector partners
•
•
•
•
Home Depot – debris removal and home repair
Lowe’s – debris removal and home repair
Wal-Mart/Sam’s Club – food, water, debris removal, home repairs, clothing
Nestle Waters – bottled water for bulk distribution
Basic Outline of the National Emergency Management System
Foundations of emergency management
Through a variety of legislative and regulatory measures known as legal authorities, federal, state, tribal
and local government agencies have mandated emergency management responsibilities for a broad
spectrum of disaster-related activities. The Red Cross receives its legal authority to respond through the
Stafford Act, as well as through our congressional charter.
You can find training on emergency management systems, such as the National Incident Management
System (NIMS), the Incident Command System (ICS) and the National Response Framework (NRF)
online, free of charge through the FEMA Independent Study (IS) program. As a Government
Operations Center Liaison, you are required to take this training to ensure you understand the
environment in which you will work when assigned to an EOC. In addition, a comprehensive
understanding of Red Cross Disaster Cycle Services programs, plans, services and capabilities will
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ensure that you are able to identify opportunities for collaboration and effectively articulate Red Cross
programs and services to key partners.
Federal and legal authorities
As a Government Operations Center Liaison, understanding the legal authorities underpinning federal
roles and responsibilities will inform and guide your conversations, whether planning for disaster in
your local community or serving on assignment at a government site. The following are brief
descriptions of important legislation and regulations that guide emergency management throughout the
country.
Robert T. Stafford Disaster Relief and Emergency Assistance Act
This act is the primary statutory authority for most federal disaster response activities, particularly as
they pertain to FEMA and FEMA programs. The Stafford Act is a law that provides for the funding
mechanisms used by FEMA and other federal agencies to assist states, tribes and affected citizens in
disaster. The Stafford Act is credited with establishing emergency management as we know it today,
and it helped create FEMA in 1978.
Post-Katrina Emergency Management Reform Act
After Hurricane Katrina in 2005, Congress requires an in-depth review of the response.
Recommendations from this review resulted in the Post-Katrina Emergency Management Reform Act
(PKEMRA), which legislated additional requirements that emergency management agencies are
expected to accomplish, such as planning for household pet and service animal care post-disaster.
Code of Federal Regulations, Title 44
The second tier of federal authority is the Code of Federal Regulations, Title 44 (CFR44). CFR 44
outlines the regulations governing FEMA programs. FEMA uses CFR 44 as an authoritative source for
guiding its activities. Federal agencies are legally required to document their regulations in the CFR.
While not laws, federal regulations do carry legal authority. They cannot be changed without following a
strict revision protocol requiring publication in the Federal Register and time for public comment.
FEMA Guidance and Policies
The third and fourth tiers of federal authority come from guidance and policies. Federal agencies issue
policies and guidance to aid their employees in carrying out federal regulations. Guidance and policies
do not carry the same legal weight as laws or federal regulations and can be revised by the issuing
federal agency without public comments.
Presidential Policy Directive 8
Presidential Policy Directive 8 (PPD-8) is a presidential directive aimed at “strengthening the security
and resilience” of the United States through “systematic preparation for the threats that pose the
greatest risk to the security of the nation.” PPD-8 uses an all-of-nation/whole-community approach
integrating efforts across federal, state, local, tribal and territorial governments, and with private sector,
community, nongovernmental and individual partners.
•
•
National Preparedness System
National Planning Frameworks
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•
•
•
•
Federal Interagency Operational Plans
National Preparedness Goals
Annual National Preparedness Report
Campaign to Build and Sustain Preparedness
Detailed information about PPD-8 and other FEMA programs and initiatives can be found at
www.fema.gov.
National Response Framework
The National Response Framework (NRF), one of five national planning frameworks, is a guide to how
the nation responds to all types of disasters and emergencies. It is built on the NIMS and provides
scalable, flexible and adaptable coordination structures to deliver the response core capabilities
identified in the National Preparedness Goal. The core capabilities describe activities the nation must
be able to accomplish to be secure and resilient.
The NRF is intended to be used by the whole community. The whole community concept focuses on
enabling a full range of stakeholders – private sector, NGOs, general public/citizenry and all levels of
government – to participate in national preparedness activities and to be full partners in incident
response.
The federal Emergency Support Functions (ESFs) are the primary, but not exclusive, federal
coordinating structures for building, sustaining and delivering the response core capabilities. FEMA is
designed as the coordinator and the primary agency for ESF-6, which encompasses mass care,
emergency assistance, housing and human services. The Red Cross serves as the co-lead with FEMA for
ESF-6 mass care. This is a planning and coordination role, and is separate from the Red Cross role as a
service provider.
The full text regarding ESFs is available at http://www.fema.gov/pdf/emergency/nrf/nrf-esf-intro.pdf.
Familiarity with each of the ESFs and full understanding of Red Cross participation is essential for
Government Operations Center Liaisons.
National Disaster Recovery Framework
The National Disaster Recovery Framework (NDRF) is a guide to enable effective recovery support to
disaster-affected states and tribal, territorial and local jurisdictions. The NDRF provides a structure
similar to the NRF that includes recovery support functions (RSFs.) These RSFs enable disaster
recovery to occur in a unified and collaborative manner. For more information on RSFs, visit
https://www.fema.gov/recovery-support-functions .
Emergency Support Functions
The National Response Framework established 15 Emergency Support Functions (ESFs). ESFs help to
organize disaster response by grouping specific functions required in disaster response and identifying
a federal agency to act as a lead coordinating agency for that function. Many state emergency
management agencies have instituted an ESF structure to organize their response efforts.
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In addition to being a co-lead for the mass care elements of ESF-6 at the federal level, the Red Cross is
named as a support agency to the remaining components of ESF-6, as well as ESF-3, -5, -7, -8, 11, -14
and -15. Our responsibilities as a support agency are outlined in the table below.
ESF
ESF-1
ESF-2
ESF-3
ESF name
Transportation
Communication
Public Works and
Engineering
ESF-4
ESF-5
Firefighting
Emergency
Management
ESF-6
Mass Care, Emergency
Assistance, Housing
and Human Services
Logistics, Management
and Resource Support
ESF-7
ESF-8
Public Health and
Medical Services
ESF-9
ESF-10
Search and Rescue
Oil and Hazardous
Material Response
Agriculture and
Natural Resources
ESF-11
ESF-12
ESF-13
ESF-14
(Obsolete)
ESF-15
Energy
Public Safety
Long-Term Recovery
(Obsolete)
External Affairs
Red Cross responsibilities
None
None
Red Cross works with DOD/USACE; Department of Homeland
Security/FEMA; other federal, state, tribal and local government
entities; and other NGOs to ensure integration of commodity
requirements and distribution processes into mass care
operations.
None
Red Cross provides liaisons or points of contact to provide
technical and subject-matter expertise, data and advice and staff
support for operations that fall within the domain of Red Cross.
Red Cross serves as a co-lead with FEMA for the mass care
component and a support agency to the others.
Red Cross collaborates with logistics agencies at all levels to
coordinate information and timely delivery of material and
human resources to support local and state operations.
Red Cross serves as a support agency and staffs the U.S.
Department of Health and Human Services Secretary’s
Operations Center (SOC.)
None
None
Red Cross identifies and assesses requirements for food and
distribution services and coordinates with other government and
voluntary organization in the distribution of food.
None
None
Refer to National Disaster Recovery Framework
None
Emergency Management Structures
Incident Command System
Government and emergency management agencies at all levels have adopted the National Incident
Management System (NIMS), which includes as a component, the Incident Command System (ICS).
Distinctive aspects of ICS include:
•
•
•
Common terminology (clear text/language, do not use acronyms or abbreviations)
Modular organization
Integrated communications
Government Operations Center Liaison SP_V.1.0_2015_04_08
Owner: Disaster Cycle Services
Author: Align with Government Process
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Unity of command (everyone has one person they report to)
Unified command structure (all agencies from all jurisdictions work for one Incident
Commander)
Consolidated action plans
Manageable span of control (three to seven personnel)
Designated incident facilities
Comprehensive resource management
The Incident Command System also:
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Provides management structure for command, control and coordination for effective use of all
resources
Fosters consistency and efficiency
Provides coordinated direction during a response
Coordinates efforts of individual agencies toward a common goal
Multiagency Coordination System
An EOC operates as a Multiagency Coordination System (MACS) defined as a system that provides the
architecture to support coordination for incident prioritization, critical resource allocation,
communications systems integration, and information coordination. MACS assist agencies and
organizations responding to an incident. The elements of MACS include facilities, equipment,
personnel, procedures, and communications.
MACS focus on:
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Planning and coordinating resources and other support
Defined business practices, SOPs, processes and protocols
o Allows participating agencies to coordinate their incident related activities
Dispatch procedures and protocols
Support, coordination, and assistance with policy-level decisions
The National Incident Management System
The National Incident Management System (NIMS) provides a systematic, proactive approach to guide
departments and agencies at all levels of government, nongovernmental organizations, and the private
sector to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects
of incidents, regardless of cause, size, location, or complexity, in order to reduce the loss of life and
property, and harm to the environment.
Government Operations Center Liaison SP_V.1.0_2015_04_08
Owner: Disaster Cycle Services
Author: Align with Government Process
31
Government Operations Center Liaison Standards and Procedures | Disaster Cycle Services
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