Military reference books and manuals (2009-2023, Volume 1)

threat response and incident support. The JFO enables the effective and efficient coordination

of federal incident-related prevention, preparedness, response, and recovery actions. The JFO

combines the traditional functions of the joint operations center, the FEMA disaster field officer,

and the joint information center (JIC) within a single federal facility. Typical ESF management is

executed by the respective ESF coordinator assigned to the JFO. Figure II-4 illustrates a typical

JFO ESF organization.

Figure II-4. Sample JFO ESF Management Organization

(4) The JFO uses the ICS structure to execute operations, planning, logistics, and

finance/administration. The JFO may also incorporate a sixth element focused on intelligence

and information. This element may be included as a position in the coordination staff, a unit

within the planning section, a branch within the operations section, or as a separate general

staff section. The JFO differs from the ICP in that the JFO does not manage on-scene

operations. Instead, the JFO focuses on providing support to on-scene efforts and conducting

broader support operations that may extend beyond the incident site. The JFO staff comprises

the following:

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(a) Emergency Response Team (ERT). The ERT is the principal interagency group

that staffs the JFO. The size and composition of the ERT is scalable depending on the scope

and magnitude of the event.

(b) Emergency Response Team-advanced (ERT-A). The ERT-A deploys during the

early stages of an incident to work directly with the state to obtain information on the impact of

the event and to identify specific state requests for federal incident management assistance. It is

composed of program and support staff and representatives from selected ESF primary

agencies. It coordinates for location of the JFO.

scale, high-impact events, or as required. It includes staff from DHS, Emergency Preparedness

and Response, FEMA, and other federal agencies as required. Three ERT-N teams are

available on-call status, on a 1 month rotating basis; a fourth standing team is on call year-round

exclusively to manage incidents in the National Capital region.

(d) Federal Incident Response Support Team. This team is a forward component of

an ERT-A. It is designed to be a quick and readily deployable resource to support the federal

response to incidents of national significance. It provides on-scene support to the local incident

command or area command. It deploys within 2 hours of notification and is required to be on-

scene within 12 hours of notification.

(e) Urban Search and Rescue Teams. These teams are specially-trained personnel

equipped to conduct operational activities that include locating, extricating, and providing on-site

medical treatment to victims trapped in collapsed structures.

(f) Initial Response Resources Team. This team is capable of immediately

providing incident victims the most urgently needed life-saving and life-sustaining resources. It

is resourced to support up to 30,000 victims for 72 hours. It provides an immediate federal

presence and supplements state capabilities with concurrence of state leadership.

9. Defense Coordinating Officers (DCOs) and Entities

a. DCOs are military officers in the grade of O-6 (or their Civil Service equivalents) who

represent DOD at the joint field office (JFO). The DCO is the single DOD POC at the JFO.

(1) The DCO is under operational control (OPCON) to the designated supported

combatant commander or designated JTF commander.

(2) The DCO assists in planning and coordinating the delivery of all DOD disaster

response assets and resources provided to a state through the federal coordinating officer

(FCO). Requests for MSCA originating at the JFO are coordinated with and processed through

the DCO to the SecDef for approval, and then on to the Joint Director of Military Support

(JDOMS) for transmission to one of the unified combatant commands. DCOs are designated by

FEMA regions and are assigned one per state disaster. All DCOs and their associated defense

coordinating elements (DCEs) undergo periodic, externally evaluated readiness exercises to

ensure they are trained and ready to perform MSCA missions.

b. Defense Coordinating Element (DCE). The DCE is the DCO staff. It consists of staff

and military liaison officers responsible for facilitating DOD coordination and support. The DCE

processes requirements for military support; forwards mission assignments through the DOD

channel; tracks expenditures; assists with reception, staging, onward movement, and integration

(RSOI) of DOD resources; and assigns military liaisons to activated emergency support

functions (ESFs).

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c. Emergency Preparedness Liaison Officer (EPLO). EPLOs are reserve component

officers in the pay grade of O-6 (Army, Air Force, and Marine colonels, and Navy captains) who

represent their respective Service component at the state EOCs and the JFO. They serve as

the military liaison at the FEMA region level. They identify potential DOD support requirements

and function as Service representatives and advisors to the DCO under the DCE staff.

d. Joint Entities

(1) Combatant commanders are responsible for homeland defense and CS. They

incorporate plans for CS by task organizing their commands to accomplish CS missions.

(a) US Northern Command (USNORTHCOM), headquartered at Peterson Air

Force Base, Colorado, is responsible for providing resources for domestic disaster relief to the

48 contiguous United States and Alaska.

(b) US Southern Command (USSOUTHCOM), headquartered at Miami, Florida, is

responsible for providing resources for domestic disaster relief to Puerto Rico and the US Virgin

Islands.

Hawaii, is responsible for providing resources for Hawaii, American Samoa, the Commonwealth

of the Northern Mariana Islands, Guam, and the Freely Associated States of Federated States

of Micronesia, the Republic of the Marshall Islands, and the Republic of Palau.

(2) Joint Task Force-Civil Support (JTF-CS). JTF-CS is a standing military headquarters

without assigned forces, located at Fort Monroe, Virginia, that studies city and state emergency

plans to evaluate the potential needs of these cities in order to support a LFA managing the

consequences of a chemical, biological, radiological, nuclear, or high-yield explosives (CBRNE)

attack. JTF-CS plans and integrates DOD’s support to FEMA for weapons of mass destruction

(WMD) events in the continental United States (CONUS) and draws on DOD capabilities

including detection, decontamination, medical, and logistical assets. Once the SecDef

authorizes MSCA, JTF-CS deploys to the incident site to serve as the C2 headquarters for

responding DOD units.

(3) Joint Task Force (JTF). The JTF is a joint force that is constituted and so designated

by the SecDef and consists of a combatant commander, a sub-unified commander, or an

existing JTF commander.

e. Service Entities

(1) United States Army

(a) US Army North, headquartered at Ft. Sam Houston, Texas, is responsible for C2

of Army DSCA efforts throughout the entire CONUS.

(b) US Army, Pacific, headquartered at Schofield Barracks, Hawaii, is responsible for

C2 of Army DSCA operations throughout the USPACOM AOR.

of Army CS operations throughout the USSOUTHCOM AOR.

(2) United States Air Force

(a) 1 AF (AFNORTH), headquartered at Tyndall AFB, Florida, is responsible for C2

of Air Force DSCA efforts throughout the entire CONUS.

(b) 12 AF (Air Forces Southern [AFSOUTH]), headquartered at Davis-Monthan AFB,

Arizona, is responsible for C2 of Air Force DSCA efforts throughout the USSOUTHCOM AOR.

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responsible for C2 of Air Force DSCA efforts throughout the USPACOM AOR.

(3) United States Navy

(a) Commander, Fleet Command, headquartered at Naval Station Norfolk, Virginia,

is responsible for C2 of Navy DSCA efforts throughout the entire CONUS.

(b) Commander, US Naval Force Southern, headquartered at Mayport Naval

Station, Florida, is responsible for C2 of Navy DSCA efforts throughout the USSOUTHCOM

AOR.

is responsible for C2 of Navy MSCA efforts throughout the USPACOM AOR.

US Army Corps of Engineers (USACE)

(1) USACE is an Army major command assigned mission responsibilities in major

construction and other engineering support to the Army and the Air Force, in nationwide water

resource management, in engineering research and development, and in real estate services

for the Army and DOD. USACE employs approximately 34,600 civilians and has approximately

650 military members assigned. The Corps is organized geographically into eight divisions in

the US and 41 subordinate districts throughout the US, Asia, and Europe. Divisions and

districts are defined by watershed boundaries, not by states.

(2) USACE conducts its emergency response activities under two basic authorities: the

Flood Control and Coastal Emergency Act (P.L. 84-99, as amended) and the Robert T. Stafford

Disaster and Emergency Assistance Act (P.L. 93-288, as amended). Under the Stafford Act,

the Corps supports FEMA in carrying out the NRP, which calls on 26 federal departments and

agencies to provide coordinated disaster relief and recovery operations. Under this plan, the

Army has the lead responsibility for public works and engineering missions (ESF 3, public works

and engineering).

g. United States Navy

(1) The Navy Surface Warfare Enterprise (NSWE) would provide afloat forces for DSCA

missions. Commander, Fleet Forces Command, or Commander, Pacific Fleet, would exercise

OPCON. They would respond to validated FEMA mission assignments (MA). Typically,

USNORTHCOM is the combatant commander (CCDR) for CONUS disasters and USPACOM

for OCONUS disasters. A common mission is search and rescue (SAR) utilizing rotary wing

carrier-based aircraft. In a JTF environment, a joint force maritime component commander

(JFMCC) would be established and would report directly to NORTHCOM.

(2) The Navy Expeditionary Combat Enterprise (NECE) would provide ashore forces for

DSCA missions. Commander, Fleet Forces Command, and Commander, Pacific Fleet, would

exercise OPCON. They would respond to validated FEMA mission assignments (MA).

Typically, USNORTHCOM is the CCDR for CONUS disasters and USPACOM for OCONUS

disasters. Missions often involve extensive use of the Naval Construction Force (the

“Seabees”) in a variety of disaster recovery roles (dewatering, road clearing, debris removal,

construction of temporary emergency shelters). Other component commands of the NECE that

could expect to be involved would be the Maritime Civil Affairs Group, the mobile security

squadrons, and mobile diving and salvage units. If a JTF is established, it may be appropriate

that the JFMCC would be from an engaged NECE component command.

(3) The Naval Facilities Engineering Command (NAVFAC), a Navy Systems command,

would provide engineering and construction expertise via its Contingency Engineering

Response Teams (CERTs). Commander, Fleet Forces Command, and Commander, Pacific

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Fleet, would exercise OPCON. They would respond to validated FEMA MAs. Typically,

USNORTHCOM is the CCDR for CONUS disasters and USPACOM for OCONUS disasters.

Missions would typically involve damage assessment and courses of action for recovery and

repair.

10. Requests for Military Support

a. Initial requests for military support are made to the Office of the Secretary of Defense,

Executive Secretariat. See figure II-5. If approved by the SecDef, DOD designates a supported

combatant commander for the response, either USNORTHCOM or USPACOM. The supported

combatant commander determines the appropriate level of C2 for each response and usually

directs a senior military officer to deploy to the incident site. Under most circumstances, the

senior military officer at the incident site is the DCO. The DCO serves as DOD’s single POC in

the JFO.

Figure II-5. Request for Assistance (RFA)

b. Requests for assistance originating at the JFO is coordinated and processed through the

DCO with the exception of requests for USACE support, National Guard forces operating in

SAD or Title 32 status (i.e., not in federal service), or in some circumstances, DOD forces in

support of the FBI. Specific responsibilities of the DCO are subject to modification by the

supported combatant commander based on the situation. In general, the DCO:

(1) Is collocated with the PFO, FCO, federal resource coordinator (FRC), and the senior

federal law enforcement official (SFLEO) in the JFO.

(2) Coordinates and processes applicable requests for assistance from the PFO, FCO,

FRC, SFLEO, or designated representatives.

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(3) Orchestrates the accomplishment of approved mission assignments utilizing

available resources.

(4) Assigns military liaison officers as appropriate to ESF agencies at the JFO to provide

technical assistance or facilitate timely coordination.

(5) Refers problematic or contentious issues through the appropriate military chain of

command to the Office of the Assistant Secretary of Defense for Homeland Defense.

c. Based on the magnitude, type of disaster, and anticipated level of resource involvement,

the supported combatant commander may utilize a JTF to consolidate and manage supporting

military activities. A JTF commander exercises OPCON of all allocated DOD resources

(excluding USACE resources; National Guard forces operating in SAD or Title 32 status; and in

some circumstances, DOD forces in support of the FBI). In the event that a JTF is utilized, the

DCO may continue to perform all duties set forth above.

d. Requests for military support originating at the JFO are coordinated and processed

through the DCO; however, requests for DOD/USACE support, National Guard forces operating

in SAD or Title 32 status, and DOD forces in support of the FBI, are processed differently.

e. USACE is a public engineering organization within DOD providing engineering support

and services to DOD activities around the globe, as well as to the nation’s civil works flood

protection and navigation infrastructure. USACE provides support as a primary agency and

coordinating agency for ESF 3 and as a support agency to other ESFs. USACE performs

emergency support activities under separate authorities, to include Public Law 84-99. USACE

may also leverage contingency engineering support from NAVFAC or Air Force Civil Engineer

Support Agency (AFCESA).

Army and Air National Guard forces employed under SAD or Title 32 status provide

support to the governor of their state and are not part of federal military response efforts.

g. Support to the FBI in support of law enforcement and domestic counterterrorism

activities is provided in limited circumstances consistent with applicable laws and, in some

circumstances, independent of the DCO.

h. Federal-to-federal Support

(1) DOD response can be in the form of federal-to-federal support assistance or direct

assistance. Federal-to-federal support refers to the circumstance in which a federal department

or agency requests federal resource support under the NRP that is not addressed by the

Stafford Act or other mechanisms (e.g., executive orders, memorandums of understanding,

memorandums of agreement, etc.).

(2) The SecDef must authorize DOD support for any domestic incident when consistent

with military readiness operations and appropriate under the circumstances and the law. In

accordance with the NRP the following are response options:

(a) Immediate Response

1. Imminently serious conditions resulting from any civil emergency may require

immediate action to save lives, prevent human suffering, or mitigate property damage. When

such conditions exist and time does not permit approval from higher headquarters, local military

commanders and responsible officials from DOD components and agencies are authorized by

DOD directive and pre-approval by the SecDef, subject to any supplemental direction that may

be provided by their DOD component, to take necessary action to respond to requests of civil

authorities consistent with the Posse Comitatus Act (18 U.S.C. § 1385). All such necessary

actions are referred to as “Immediate Response.”

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2. In addition to direct support for incident response, DOD possesses

specialized capabilities employed in support of federal, state, local, and tribal government

agencies, to include their first responder communities. Included among these specialized

capabilities are test and evaluation facilities and capabilities; education and exercise expertise;

explosive detection; technical escort; medical services; the transfer of applicable technologies,

including those developed through DOD science and technology programs; and the expertise of

DOD personnel. The DOD Homeland Defense Coordination Office established at DHS

headquarters facilitates interdepartmental cooperation and transfer of these capabilities to the

emergency responder community.

(b) State and Local Response. The governor is the executive authority over state

capabilities in any disaster response. Governors have the unique authority to issue a state

emergency declaration, mobilize the state National Guard, and redirect state resources to

emergency response. Incidents are handled at the lowest jurisdictional level possible.

Command authority is vested in the incident commander, whether a single incident commander

or an area commander. Every local jurisdiction has authority within its own boundaries.

(3) The National Guard. The National Guard provides support to the local incident

commander but does not take charge of the response operation. National Guard soldiers

operating in either SAD or Title 32 status can exercise the same law enforcement authority as a

state police officer. The law enforcement environment can be complicated by the existence of

multiple versions of RUF.

Emergency Management Assistance Compacts (EMACs). EMACs are legal

agreements between two or more states. EMACs enable National Guard personnel from other

states to be deployed across state lines to assist disaster response efforts.

Federal Response. The governor may request federal assistance from the President

when state capabilities prove insufficient. All DOD support to disaster response is temporary

with the end state being transfer of all emergency functions back to civilian authorities.

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Chapter III

COMMUNICATIONS SUPPORT OPERATIONS

1. Background

Hurricane Katrina caused significant damage to the communication infrastructure in Louisiana

and Mississippi, which further contributed to a lack of situational awareness for military and

civilian officials. Katrina destroyed or severely degraded many commercial landline and cellular

telephone systems. As a result, it was difficult for officials to gain situational awareness. Even

when local officials were able to conduct damage assessments, the lack of communications

assets caused delays in the transmitting of the results of the assessments.

GAO 06-643 Report to the Congressional Committees

Communications support is critical to successful disaster assistance operations. When

disasters strike, local communications systems are typically disabled or worse, completely

destroyed. Recent disaster operations highlight this fact and further illustrate that our nation’s

rapidly expanding cellular capabilities may even be disrupted during major natural disasters.

Military organizations should plan to fully satisfy their organizational communications

requirements and should be prepared to extend that communication capability to each of their

non-DOD disaster response task force partners.

2. Communications Architectures

a. DSCA Operations. DSCA operations demand immediate action and interoperability of

diverse groups (military, federal, and civilian). The Incident Command System (ICS) requires

unclassified communications in clear text. Priority is given to clarity over security when

employing traditional military communications security paradigms and jargon.

b. Voice Communication Planning. Voice communications planning is divided into three

main levels: C2 nets (SATCOM/HF), tactical C2 nets (UHF/VHF), and tactical operational nets

(FM). Frequency plans are promulgated via OPORD and special instructions (SPINS) to

support participants. To ensure maximum interoperability, the airspace control plan (ACP)

assigns frequencies. The ACP coordinates the frequencies utilized by personnel on the surface

so that communications can be conducted between surface and air assets. In the sample

communications plan shown in table III-1 (tailored to a SAR mission), air rescue assets

communicate with the Air Rescue Group via VHF-FM Channel 83A (157.175 MHz marine band)

and surface rescue assets communicate with each other via VHF-FM Channel 21A (157.05

MHz marine band). Given that air rescue assets and surface rescue assets have limited radio

capability and will likely not monitor both frequencies at all times, air rescue assets should

switch to the surface rescue asset operating frequency to initiate contact and vice versa. Once

initial contact is established, the two assets are free to shift to another, less congested, VHF-FM

frequency.

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Table III-1. Sample Communication Plan (Nonsecure)

Platform

Frequency

419.8375 MHz (transmit)

Incident Command Network

410.8375 MHz (receive)

Air Rescue Group and C3 air platform

345.0 MHz

345.0 MHz (military)

C3 air platform and air rescue assets

123.1 MHz (civilian)

Air Rescue Group and air rescue assets

157.175 MHz (83A)

As charted on standard air chart -

Air rescue assets and air rescue assets

or -

(deconfliction)

122.9 MHz (east sector)

123.1 MHz (west sector)

Land Rescue Group and ground rescue

155.16 MHz

personnel

155.16 MHz

Ground rescue personnel and ground rescue

700 MHz

personnel

800 MHz

Maritime Rescue Group and surface rescue

157.075 MHz (83A)

assets

Surface rescue assets and surface rescue assets

157.05 MHz (21A)

Air rescue assets and ground rescue personnel

123.45 MHz

Air to surface (21A)

Air rescue assets and surface rescue assets

Surface to air (83A)

Surface rescue assets and ground rescue

21A

personnel

EMS Group and EMS field units

155.34 MHz

Medical Support (facility to facility)

155.34 MHz

3. Organizational Level and Responsibility

a. Command and Control (C2). Large-scale C2 communication architecture should be

developed to maximize operational flexibility. Tactical C2 systems will be the fundamental

communication mode between planners and operators. The communication architecture should

be structured to allow maximum tactical control with an emphasis on operational flexibility.

b. Aviation

(1) Tasking from incident command network via SATCOM/HF net; return

SITREP/MISREP information.

(2) Airborne C2 receives emergent tasking via UHF/VHF and passes the requirements

to airborne and ground units based on capabilities and proximity to the requirement.

(3) Primary communication is receiving the mission tasking from airborne C2 and return

the situation report (SITREP)/mission report (MISREP) data following the completion of the

tasking. Most airborne assets are limited to VHF frequencies, although UHF can be considered

to separate military assets in a communications-intensive environment.

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c. Ground

(1) Land rescue groups receive tasking from the incident command network (FM/Data)

(2) Ground personnel engaged in tactical operations primarily receive tasking locally via

various networks of handheld radios. Integration with airborne assets is primarily via FM.

d. Maritime. Networks support tasking from incident command via (SATCOM/HF/DATA).

4. Battle Rhythm

Battle rhythm events facilitate communications success. In CS many factors help

determine and establish a staff’s battle rhythm. Some of these factors are the type and

scale of the situation, the staff’s state of training, the battle rhythm of higher

headquarters and the complexity scale of civil response. The battle rhythm must remain

flexible and able to quickly react to changing conditions and perceptions as they evolve.

The type and scale of the disaster / emergency will determine the number of ESF

enacted and the amount of support required from DOD. While standing staffs are

designated, the inevitable turnover of personnel will dictate the state of readiness. The

region’s economic maturity will determine the rate and complexity of the civil response.

De-conflicting important communications events such as VTC from various higher

authorities will be a key issue in developing an effective battle rhythm. Unavoidable

conflicts require senior credible representation with immediate relay back to the

commander in CS types of operations given the speed of civilian, local, and national

media information flow.

5. Data Communications Planning

a. The communications unit prepares and implements the incident communication plan

(ICS-205), distributes and maintains communications equipment, supervises the incident

communications center, and establishes adequate communications over the incident. Upon

deployment, communications should be established with the LFA or JTF command and local

area authorities (LAA). The C2 systems should support immediate information exchange for:

(1) Coordinating communications.

(2) Local law enforcement response.

(3) Medical support.

(4) Disseminating higher headquarters directives.

(5) LFA or JTF phone numbers/frequencies.

(6) Coordinating reports.

b. C2 architecture planning considerations identify the following:

(1) Required reports and reporting frequency.

(2) Classification levels.

(3) Communications services, SECRET Internet Protocol Router Network (SIPRNET),

non-secure internet protocol router network (NIPRNET), cell.

(4) Available public communications capability.

(5) Required special JIC and JTF PAO requirements.

(6) Sharing SA and updating operational information.

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(7) Media plans to review for briefing back to the command structure.

(8) Required local/national media coordination through the media coordination center

(MCC) at the JTF level or the JIC and PIO at the National Incident Management System (NIMS)

Incident Command System (ICS).

(9) Unique employment challenges communications units have in the CS environment.

(10) Defense support of civil authorities communications challenges non-

communications units need to understand with regard to communications support in the CS

environment.

c. Data communications planning should have as an overarching goal ease of operability

and availability of information to all participants.

d. The goal of information management (IM) for CS operations is to provide a timely flow of

quality information, enabling the commanders of any CS force to anticipate and understand the

consequences of changing conditions.

6. Communication Support Teams

The communications support team is responsible for establishing the communications

equipment shown in table III-2. The video teleconferencing (VTC) team is responsible for

setting up, enabling, and operating all VTC equipment and systems.

Table III-2. Communications Support Team Networks

CST Networks

Voice Networks

Data Networks

UHF Tactical Satellite (UHF TACSAT)

NIPR

HF Radio

SIPR

KU Satellite

Servers

VHF Radio

Switches

Public Switch Telephone Network

Printers

Defense Switched Network (DSN)

Video Teleconference

Defense Red Switch Network (DRSN)

Technical Support

Voice over internet protocol (VOIP)

Internet relay chat (IRC)

7. Generalized Information Flow

a. ICS. Incident command system follows the NIMS process under the NRP. To support

the incident commander, scalable communications support packages are formed and allocated

to local, tribal, state, and federal response teams. Large scale catastrophic incidents require

common interagency C2 platforms to maintain efficient tactical coordination. Airborne C2

platforms coordinating with ground-based C2 centers enable the most effective employment of

aircraft, maritime, and ground assets in catastrophic disaster areas.

b. Liaisons (LNOs). The local, tribal, state EOCs, National Guard JTF-State, FEMA JFO

with the federal, state, and defense coordinating officers, and DOD JTF should integrate

operations. In addition to sharing liaisons between operations centers, operations planners

collaborate telephonically and through physical presence at the state EOC or JFO ESF 9.

c. SAR. SAR communications planning includes all agencies participating with aircraft,

maritime, and ground assets.

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Chapter IV

AIRPORT AND SEAPORT OPERATIONS

The US Navy (USN) Austin Class Amphibious Transport Dock USS SHREVEPORT (LPD 12)

(rear), the IWO JIMA, and two other Navy ships, head to areas off the Gulf Coast as part of the

Hurricane Katrina relief effort. The group provided C2, port operations, and Disaster Relief

Team (DRT) support that included amphibious construction equipment, medical personnel, and

associated supplies to assist with the relief effort. The Navy's involvement in the Hurricane

Katrina Humanitarian Assistance Operations was led by FEMA, in coordination with DOD.

1. Background

a. During the initial stages of disaster recovery, locally based port handling equipment and

terminal facilities are likely dysfunctional. Effectively deployed DOD capabilities ensure rapid

access to the disaster area. Federal responders will be dependent on this access to initiate and

sustain timely relief operations. As such, DOD expertise providing access to seaports and

airfields is a critical relief operation capability.

b. Airport, harbor, and marine channel support operations may involve clearing or

salvaging ships, aircraft, piers, marine railways, bridges, or other damaged structures blocking

runways, air terminal access, harbors, and/or marine shipping channels. Depending upon the

magnitude of the disaster and other factors, a single ship or item could block a strategic access

point or hundreds of wrecks and other marine debris could affect a substantial geographic area.

Units tasked in these operations could include mobile air traffic control units and Navy salvage

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assets, such as mobile diving and salvage units, salvage ships, and associated commercial

salvage contractors.

c. During the initial assessment, Service components will be required to identify and

resolve air and sea transportation capability gaps in an emergency situation. Service

components should focus on the immediate response support requirements that involve major

transportation into and out of the affected area by identifying, prioritizing, and restoring logistics

and personnel flow.

(1) Identify area geography/topography (natural and man-made features, such as

terrain, roads, ports, and airfields) and how they have been affected by the situation, i.e.,

damage to power grids, environmental waste/pollution, navigation aids, and runways.

(2) Identify and inform commanders on factors affecting area access to include supply

and re-supply of material (e.g., positioning of the sea base to maximize air routes and water

routes).

(3) Identify federal, state, and local limitations on activities driven by national policy,

public affairs guidance, or legal restrictions.

(4) Assist in restoring damaged infrastructure according to designated priorities. Use

information obtained to establish guidance in support of short-term seaport and airport traffic

control operations as required.

(5) Carry out air traffic control and harbor master duties when directed.

2. Airport Operations

a. Disaster relief operations involve numerous aircraft from military and civilian

organizations. Local and wide area air traffic control procedures are needed to provide

guidance for safe air traffic routing within the relief area to and from landing zones and fixed-

wing airports. Rules should specify standard communication procedures and frequencies,

checkpoints, altitude guidance, and air routes.

b. Additionally, FAA approval is required to operate unmanned aircraft systems in the

disaster area.

c. Helicopter operations and military/relief agency flight operations have priority for air

traffic control rules and routes in the affected area.

d. Depending on equipment capabilities at airports, it may be necessary for ship-borne

systems to close within territorial waters to assist dead reckoning (DR) aircraft in collision

avoidance and navigation in bad weather. Shipboard radars may be affected by land-sea

interface and other terrain factors.

e. Commanders shall establish an air terminal operations center (ATOC) to manage the

site’s air logistic support operations. The ATOC acts as an interface between the advanced

logistic support site (ALSS) and the battle force logistics coordinator (BFLC), Air Mobility

Command (AMC), and the naval air logistics office (NALO), independently operating ships

requiring air logistic support, as well as flight crews for weather briefings, flight plans, and load

planning. The ATOC is in charge of all ramp services and flight line operations. The ATOC is the

information fusion point through which all information relating to air logistics is received,

processed, and dispatched to each functional area at the ALSS.

Flight operations consist of ground handling of aircraft, passenger service, and

unloading and loading of cargo and mail. The ramp controller is the primary interface between

the flight line and the ATOC. The ramp controller’s primary duties are to ensure ATOC guidance

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and all personnel working on the ramp adhere to directions. Other ramp controller duties

consist primarily of:

(1) Meeting all inbound aircraft and collecting necessary traffic documentation.

(Exception may be made for cargo/mail requiring signature service and passenger

documentation.)

(2) Ensuring sufficient copies of registered main manifests remain on the aircraft to

facilitate the transfer of accountability by special handling personnel.

(3) Checking aircraft for passenger capability and cargo pallet configuration.

(4) Coordinating all ground handling activities with ATOC.

(5) Relaying information concerning load changes to ATOC.

(6) Giving the load master a briefing to include the number of passengers, deportees,

special category passengers, handicapped passengers, prisoners and guards, couriers, number

of pallets, load characteristics (i.e., overhang, rolling stock, etc.), total tonnage, hazardous

material, and cargo that prohibits passengers from being on board (i.e., hazardous material

(HAZMAT) that can only be carried on cargo aircraft only).

(7) Providing the ATOC with the necessary information to ensure the completion of

ground handling services prior to scheduled departure time.

(8) Parking inbound aircraft.

(9) Directing the loading and unloading of aircraft by Navy overseas air cargo terminal

(NOACT) personnel.

g. Prioritizing the movement of passengers, mail, and cargo is an extremely important

issue that shall have the concurrence of the site commanding officer. The Navy component

commander's (NCC) senior logistician, BFLC, or supply officers of ships operating

independently normally promulgate prioritization guidelines. All units or organizations being

served by the site should be informed of these movement priorities. Other FLS and ALSS sites

in the area of responsibility (AOR) should be informed of them as well. Notwithstanding any

limitations imposed on site commanding officers by the chain of command, site commanding

officers may reprioritize the movement of passengers, mail, and cargo when necessary. When

prolonged variances to pre-established and promulgated movement priorities are anticipated,

new movement priorities should be re-promulgated. The movement priority of passengers, mail,

and cargo will be situational, determined, and promulgated by the NCC when required.

h. Figure IV-1 provides typical airfield operations checklist details.

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3. Seaport Operations

a. Harbor and marine channel clearance disaster/emergency situations often require

harbor and marine channel clearance operations. These operations may involve natural

obstruction clearance, salvage of ships, aircraft, piers, marine railway, bridges, or other

damaged structural repair affecting the marine shipping channel operation. Depending upon the

type and scale of the situation, wrecks and other marine debris at a strategic access point could

affect a substantial geographic area. Units tasked in these operations could include Navy

salvage assets, such as Navy Supervisor of Salvage, salvage ships, mobile diving and salvage

units, and associated commercial salvage contractors. Prior to performing clearance or salvage

operations, hydrographic survey operations may be required in the area of operations. The

Navy has hydrographic survey teams that can deploy to disaster areas and conduct these

operations. Hydrographic surveys provide the commander with a detailed understanding and

visualization of the underwater area of concern and provide the operator with information about

the bathymetry, bottom type, position, size, and disposition of the underwater obstruction.

b. Navy cargo handing battalions (NCHB) can accomplish port control, loading and

unloading. The NCHB has C2 for handling operations and providing support personnel to

discharge/load ships either pier side or in-stream, for all classes of cargo, including HAZMAT.

They can conduct port terminal operations in developed or undeveloped ports, which include

discharging/loading containers, cargo, and vehicles from ships by using shipboard heavy lift

pedestal and gantry cranes, mobile hydraulic cranes, yard and stay rigs, and jumbo booms.

NCHB is capable of performing heavy lift crane operations in support of maritime pre-positioning

force (MPF) squadrons, container ships, fast sealift ships (FSS) or fast logistics ships (T-AKR),

and auxiliary crane ships (T-ACS). For ocean terminal operations, it can provide the following:

(1) Managerial, clerical, and cargo handling personnel to operate a limited ocean

terminal.

(2) Transit warehouse operations for processing cargo.

(3) Documentation via the Worldwide Port System (WPS).

(4) Controlling and handling ship discharging/loading.

(5) Pier operations.

c. NCHB delivers material to/from transit warehouses in proximity to the piers. When

necessary, the NCHB operates two 12-hour shifts on a continuous 24-hour basis. NCHBs are

self sustaining units (up to 30 days), capable of erecting, maintaining, and operating a tent

camp, field mess, and field dispensary. NCHBs normally do not deploy with a large amount of

heavy equipment unless specific needs dictate.

d. Figure IV-2 provides typical seaport operations checklist details.

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Figure IV-2. Sample Seaport Survey Checklist

e. Military Sealift Command maritime pre-positioning ships squadrons (MPSRONs) are not

always fully authorized even though they are on scene. These ships require an additional DOD

authorization in order for commanders to utilize their assets. Consideration must be given to

deep draft requirements in channel survey and clearance prioritization as well as vendor and

fuel support arrangements or barges required to support operations from anchorage. Lack of

potable water can be a critical factor in the early aftermath of a disaster. Where potable water

demand exceeds damaged infrastructure capacity, MPSRON ships can provide the capability to

purify water and transfer it ashore from anchorage. The need for dock space to configure relief

supply offloads must be considered with these types of ships. MPSRON ships are not

configured for selective offload. With the exception of bulk fuel or water provision, they require a

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3 December 2007

port with dock space to reconfigure. Explosive safety quantity distance (ESQD) event waivers

can cause delays for MPSRON ships. Commanders should check with the Pacific Fleet

explosive safety officer for the status on these waivers. In contrast to MPSRON ships, combat

logistics force (CLF) ships are capable of selective offload, however; they require approximately

24 hours notice to reconfigure material in the hold. Embarked air detachments are required to

assist CLF ships in supporting other ships, otherwise, non-organic air assets or alongside

replenishment is required. Since diverting air and surface assets from the direct relief effort can

negatively impact response times, air detachments assigned as organic assets to the ship

should be considered to significantly increase logistics throughput and flexibility. While the

hospital ships are not generally used as first responders due to lead time required to arrive on

scene. The ships have routinely been used in the later phases of major relief efforts, focusing

more on public and environmental health support than trauma care and serving as a

military/civilian agency C2 node.

Amphibious Ships and Other Surface Vessels Well deck ships and associated landing

craft, such as landing craft, utility (LCUs) and landing craft, air cushion (LCACs), provide

significant heavy lift capability from the sea base. LCACs and LCUs can deliver up to 72 and

180 tons of relief supplies respectively. LCACs equipped with a personnel transport module

(PTM) can transport 180 personnel as opposed to 23. Additionally, lighter, amphibious re-

supply, cargo (LARC), landing craft, mechanized (LCM), and amphibious assault vehicles

(AAVs) have played a vital part in SAR and seaborne support in relief operations. An

amphibious transport dock (LPD) may serve as host platform, utilizing its internal motor gas

system to fuel these craft. Other large deck vessels can serve as receiving, assembly, and

staging areas to break bulk shipments of relief supplies and build them into deliverable (e.g.,

palletized) sets. Large deck vessels can also host aviation mine countermeasures (MCM)

assets, anchoring in the immediate vicinity of survey areas to maximize on station time. The

following list provides additional considerations for amphibious ships other surface vessels.

(1) Consider personnel transport module suitability for extended transits when high heat

and humidity conditions are expected due to limited air conditioning capacity. LCUs and LCMs

may be most suitable under these conditions.

(2) Leverage speed, personnel, and cargo carrying capabilities of the various landing

craft through carefully planning sea echelon assignments.

(3) Determine requirement for organic fendering capability based on port service

availability. Fenders or camels are required for LPD ballasting operations pier side due to the

ship’s configuration (e.g., catwalks and other obstructions that may be damaged or cause

damage).

(4) Deploy landing craft with a repair parts kit if possible, particularly if they will be

operating away from their assigned ships for extended periods.

(5) Coordinate amphibious ship on-loads with the ship’s combat cargo officer at the

earliest opportunity. Use the integrated computerized deployment system (ICODES) software to

assist in this process.

(6) Consider tradeoffs with naval lighterage on-loads. Naval lighterage on-load impacts

ship’s capabilities precluding landing craft launch and recovery and vehicle and cargo off-load

and therefore should be the last item brought aboard.

(7) Reflect pallet sizing for standard cargo restrictions such as weight and height

restrictions for each aircraft type.

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(8) Consider maximizing deck landing spots for rotary wing operations. This may entail

additional certifications for aircraft elevators to be used as landing spots.

(9) Anticipate requirements for Naval Air Training and Operating Procedures

Standardization (NATOPS) program waivers and additional manning to maximize flight

operations.

(10) Maximize capacity for material and personnel transfer while minimizing the risk of

collateral damage. Removal of selected mission equipment, like sonobuoy launchers and

magnetic anomaly detectors, will assist in this process.

g. Large capacity high speed vessels (HSVs) can transport large numbers of people and

large amounts of material quickly while operating in an austere environment. The shallow draft

and speed of response also make HSVs an effective operating platform for hydrographic survey

teams. HSVs can support helicopter operations and they have C2 facilities suitable to support

an embarked squadron or company-sized ground force. HSV maneuverability enables it to moor

without tugs and its vehicle ramp enables vehicles to be driven on and off to and from a pier. An

HSV's high speed makes it an effective intra-theater lift platform. HSVs operate at a high

operational tempo for in-theater lift and can be managed best under a 72-hour tasking order

process. Consider HSV use for initial survey and delivery of material to damaged or unimproved

ports. An HSV can be quickly reconfigured to meet additional requirements, including personnel

evacuation. Installation of refrigerated container express (CONEX) boxes enables it to carry

frozen and chill foods while retaining the ability to carry a large volume of dry stores. While

normal personnel carrying capacity is 250, the Navy’s HSV can transport up to 500 personnel if

reconfigured with LCAC PTMs, or by simply driving on buses. Finally, the combat rubber raiding

crafts (CRRCs), which require only 2-3 feet of water to operate, have been used effectively for

SAR, survey, and delivery of supplies in flooded areas.

h. In large disaster/emergency operations, several beach detachments may be required.

Commanders must ensure sufficient support for the beach detachment (e.g., force protection

lodging, meals, electric power, fuel, radios, personal protective equipment and supplies, etc.).

The beach detachment should also have mobile communications (e.g., cellular/satellite

telephone or radio) and radio frequency identification (RFID) capability, such as the inventory

tagging and interrogation devices provided in early entry deployable support kits (EEDSKs).

4. Recent Lessons Learned

a. Large capacity joint high speed vessels (JHSV), such as the Navy’s experimental JHSV,

and commercial vessels can transport large numbers of people and large amounts of material

quickly while operating in an austere environment. Shallow draft and speed of response also

make JHSVs an effective operating platform for hydrographic survey teams. JHSVs can

support helicopter operations and they have C2 facilities suitable to support an embarked

squadron or company-sized ground force. JHSV maneuverability enables it to moor without

tugs and its vehicle ramp enables vehicles to be driven on and off, to and from a pier. JHSVs

are effective intra-theater lift platforms. JHSVs operate at a high operational tempo for in-

theater lift and can be managed best under a 72-hour tasking order process.

b. JHSVs can be quickly reconfigured to meet additional requirements, including personnel

evacuation. Installation of refrigerated CONEX boxes enables it to carry frozen and chilled

foods while retaining the ability to carry a large volume of dry stores.

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Chapter V

PUBLIC SAFETY AND SECURITY

Military units are fully capable of executing tasks aimed at ensuring freedom of action and safety

of people within an area of operations. Illustrated above are some of the tasks military units

performed while assisting civilian agencies during the Hurricane Katrina disaster.

1. Background

a. DOD capabilities may be utilized to protect and secure the public from hazards and

conditions associated with domestic disasters, although the types of support the DOD may

provide are limited by law and policy (see appendix A). Effective CS operations will proactively

establish and sustain public safety. As a first priority, DOD should establish civilian risk

limitations and ensure that no CS operation negatively impacts public safety. While DOD is not

primarily responsible for public safety, all types of DOD CS operations impact people within the

operating area. The public depends on its military for assistance during domestic disasters and

emergencies. Assistance contributes to stability and order and commanders should strive to

ensure that concern for public safety and security is at the heart of all relief operations.

b. Often no single local, state, federal, or private agency possesses the capabilities to

respond to threats to public safety and security associated with major disasters and

emergencies. Major disaster events like hurricanes, earthquakes, man-made disasters, and

acts of terrorism, particularly when impacting large population centers produce consequences

that overwhelm the capabilities of most local governments. DOD representatives should

consider the unique characteristics of the event and tailor response requirements and control

processes necessary to effectively support maintenance of public safety and security.

c. DHS Homeland Security National Operations Center maintains a database of

information describing first response capabilities available by DHS and FEMA by region

throughout the US. This information identifies DOD assets that may be required to augment

incident response activities conducted by civil and federal authorities.

2. Public Safety and Security Response

a. Under ESF13, DOJ has primary responsibility for ensuring public safety and security

within the federal government. During disasters, ESF13 prescribes facility and resource

security, security planning and technical resource assistance, public safety and security

resource support, and support to access, traffic, and crowd control as primary tasks.

b. DOD capabilities are typically employed to support immediate requirements to reduce

the impact or consequences stemming from a disaster incident by assisting in securing the

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affected area and supporting law enforcement, HAZMAT, and fire/rescue agencies as part of an

immediate response team.

c. DOD CS operating forces should be prepared to provide immediate support for the

following response requirements to the extent permitted by law and DOD policy (see appendix

A).

(1)

Maintain public order.

(2)

Maintain quarantine.

(3)

Establish and maintain traffic control.

(4)

Secure key facilities.

(5)

Contain and mitigate hazardous materials release.

(6)

Rescue, decontaminate, and treat victims.

(7)

Protect responders and at-risk populations.

(8)

Support containment activities.

(9)

Support decontamination activities.

(10) Secure contamination sources and affected areas.

(11) Monitor responders for exposure to hazardous materials.

(12) Assist in decontamination of affected facilities and equipment.

(13) Assist with hazardous material disposal.

(14) Provide mass casualty treatment.

(15) Support directed evacuations.

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Chapter VI

SEARCH AND RESCUE

Military capabilities enhance all categories of civilian SAR operations. Illustrated are some of

the tasks military units performed while assisting civilian agencies during the Hurricane Katrina

disaster.

1. Background

Military expertise in search and rescue techniques and its organizational capabilities remain

critical to effective disaster relief operations. In the aftermath of hurricane Katrina, DOD and

DHS have made significant progress reorganizing to support major disaster operations. While

these recent lessons learned focused on hurricane incidents, enduring catastrophic SAR

principles derived from these lessons apply across the DHS all hazards response methodology.

This chapter outlines some of the key considerations supporting integrated DOD and

interagency SAR operations.

2. SAR Operations

a. SAR Planning Considerations.

(1) Prioritizing SAR assets ensures that distress alerts and associated data are made

available as quickly, comprehensively, and reliably as possible. Prioritization provides

communications systems which are highly reliable, simple, problem-free, interoperable, and as

functionally effective as possible. In addition, providing SAR personnel with the training,

equipment, procedures, facilities, information, and other tools necessary to carry out their

planning and operational duties enables them to be as highly effective in those duties as

possible.

(2) FAA temporary flight restriction(s) (TFRs), notice to airmen (NOTAM) information,

and FAA regulations are taken into consideration throughout SAR operations. This information

is designed to ensure continuous air safety and adherence to it is a priority. To ensure efficient

operations, aircraft supporting disaster relief should be capable of VHF FM land mobile radio

(LMR) communications.

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b. SAR Categories. There are four categories of SAR: SMART SAR, Hasty SAR, Primary

SAR, and Secondary SAR.

(1) Special medical augmentation response team (SMART) SAR are teams employed

when the incident commander has identified specific evacuation requirements necessary to limit

loss of life for special needs victims. Specific SAR resources should be reserved to investigate

facilities that are likely to require evacuation assistance. These facilities include but are not

limited to:

• Hospitals

• Nursing homes

• Shelters/marshalling points

• Critical facilities

• Areas of last refuge (location of local first responders)

(2) Hasty SAR. A hasty search is a rapid visual, audible search of likely spots and is

focused on finding responsive subjects able to participate in their rescue. It involves fast-paced

visual inspection of the area to be searched accompanied by vocal or audio hailing for victims.

Likely spots for search are population centers, safe refuge areas, high ground, areas isolated by

road damage where people are stranded and any area where people are most likely to be

found.

(3) Primary SAR. A primary search is a ground or water born search of every structure

in the impacted area looking for survivors who may or may not be responsive and deceased.

Search includes door to door visual and audible search and cursory investigation of clues such

as odor, visual evidence of occupancy, neighbor reports. Entry of structures is allowed if

circumstances support the need for entry. The structures are marked when the search is done

and documentation is made regarding the search results.

(4) Secondary SAR. This is the highest standard and involves thorough systematic

search of every room in every building (including debris for human remains) to be covered

within the area to be searched. It requires extensive debris removal and movement. Forced

entry, according to locally negotiated rules of engagement, is expected to accomplish thorough

Secondary SAR.

c. Standard 5-line SAR Mission Brief. Figure G-3 in appendix G illustrates a sample SAR

reporting format. The five items on this brief are:

• Number of personnel needing rescue.

• Condition of personnel (ambulatory, litter, etc.).

• Location (geographic coordinates and physical description).

• Type of pickup (land or hoist).

• Hazards in the area.

d. Follow-on Evacuation. Lily pads are established for each geographic area. Each lily

pad will have triage, limited shelter, food, and water. Aircrews ensure a positive handoff of

victim to qualified medical or EMT transport personnel. Designated lily pads are established for

special needs personnel from SMART SAR pickups.

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e. Clear Debriefing/Documentation. After each search team returns, a thorough debrief will

occur to include damage assessment. The debrief format will be IAW NIMS but should include

at a minimum:

(1) Location of primary search (via grid, latitude/longitude or universal transverse

mercator [UTM]).

(2) Number of homes/facilities visited.

(3) Number of personnel rescued/evacuated.

(4) Number of personnel deceased.

(5) Thoroughness/efficiency of search.

(6) Additional resources needed to complete search of area.

(7) Areas not searched due to hazards, risk, and accessibility.

(8) Number of personnel refusing to leave.

(9) Location of drop-off.

(10) Medical condition of personnel.

(11) Condition of the facility.

(12) Facility marked (yes or no).

Communications Frequencies. See table VI-1 for a sample list of standard

communications frequencies.

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Table VI-1. Sample Communications Frequencies

SAR Platforms

Frequency

419.8375 MHz (transmit)

Incident Command Network

410.8375 MHz (receive)

Air Rescue Group and C3 Air Platform

345.0 MHz

Air Rescue Group and Air Rescue Assets

157.175 MHz (83A)

345.0 MHz (military)

Air Rescue Assets and C3 Air Platform

123.1 MHz (civilian)

As charted on standard air chart

Air Rescue Assets and Other Air Rescue Assets

(deconfliction)

122.9 MHz (east sector)

123.1 MHz (west sector)

Air Rescue Assets and Ground Rescue

123.45 MHz

Personnel

Air to Surface (21A)

Air Rescue Assets and Surface Rescue Assets

Surface to Air (83A)

Land Rescue Group and Ground Rescue

155.16 MHz

Personnel

155.16 MHz

Ground Rescue Personnel and Other Ground

700 MHz

Rescue Personnel

800 MHz

Maritime Rescue Group and Surface Rescue

157.075 MHz (83A)

Assets

Surface Rescue Assets and Other Surface

157.05 MHz (21A)

Rescue Assets

Surface Rescue Assets and Ground Rescue

21A

Personnel

EMS Group and EMS Field Units

155.34 MHz

Medical Support (facility to facility)

155.34 MHz

3. Air Traffic Control (ATC)

a. Airspace is considered “uncontrolled airspace” whenever FAA ATC service is

unavailable. The common traffic advisory frequency (CTAF) procedures are applied. When

CTAF is used for airspace control, all aircraft transiting the area (not actively involved in SAR, or

proceeding to pickup or drop-off point) are at an altitude of 500 feet or greater. All aircraft

actively searching or engaged in SAR operations should operate at altitudes specified in the

ACP for the specific area.

b. All pilots report their altitudes along with their position when checking in to the area of

operations (AO), as well as reporting any changes made in flight attitude (i.e., a transiting

aircraft descending to conduct hoist operations should make a call).

4. SAR Incident Command

a. Incident command follows the NIMS process under the NRP. To support the incident

commander, a scalable SAR branch under the SAR coordinator leadership is formed under

local, tribal, or state ESF 9 depending upon the nature of the incident. Agencies share SAR

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3 December 2007

operations planners and assets with the SAR coordinator to ensure asset/force visibility and

efficient scheduling of assets.

b. When incidents are large-scale or catastrophic in nature, a common interagency

airborne C2 platform should maintain a tactical partnership to effectively coordinate and direct

agency platforms for timely emergency disaster relief operations. This airborne C2 platform

coordinates with ground-based C2 centers to apply the proper utilization of aircraft, maritime, or

ground assets, especially during a catastrophic incident.

c. SAR C2 operations

(1) Formal C2 relationships are maintained by local, tribal, state, and federal

organizations during CS operations. Informal or ad hoc C2 relationships are established by

each JFO and EOC as required by the response operation. DOD, National Guard, JTF-State,

FEMA, and HLS all provide necessary control measures as determined by the type of CS

operation. Within the JFO each activated ESF is represented. These organizations provide

their respective C2 systems and resource capabilities. The JFO directs and coordinates all

supporting operations.

(2) Procedural Control. Procedural control is exercised by rescue incident commanders

through local and state procedures to manage the incident response efforts. It is imperative that

air crews understand and adhere to these prior to entering the air space.

(3) SAR C2. Tactical calls and mission assignments are executed by rescue incident

commanders at forward operating locations. Real-time tracking of mission assignments and

overall C2 is executed by the Current Operations SAR Branch under the SAR coordinator at the

state EOC.

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Chapter VII

MEDICAL RESPONSE

Military capability augments all facets of medical assistance from trauma to prophylactic

preventive medicine during disaster relief operations. Illustrated above are some of the tasks

military medical units performed while assisting civilian agencies during the Hurricane Katrina

disaster.

1. Background

a. Medical responses in CS operations focus on disaster/emergency type situations in

which local and state health resources have been overwhelmed. Within the NRP, the delivery

of public health and medical services falls under ESF 8. This ESF's primary agency is the

Secretary of the Department of Health and Human Services (DHHS). ESF 8 is the mechanism

for coordinated federal assistance to supplement state, local, and tribal resources in response to

public health and medical care needs (to include veterinary and/or animal health issues when

appropriate). As a supporting agency, USNORTHCOM’s joint regional medical planner’s office

(JRMPO) and the DCO coordinate these services. DOD employs and integrates medical

response through the capabilities of care: first responder, forward resuscitative care, en route

care, theater hospitalization, and in some cases definitive care. The focus of DOD medical

support is to restore essential health services in collaboration with the state and local health

authorities. The scope of the medical response will vary with the type and scale of emergency.

However, a clear focus should remain on transition to other medical support organizations,

particularly if taking a lead role during the initial stages of the response. The Military Health

System (MHS) will, in most cases, have a dual response to CS emergencies: first under

immediate response from local/regional installations and facilities and the National Disaster

Medical System (NDMS), and secondly through JTF-CS assigned missions.

b. Acute situations may require response prior to detailed DOD and DHHS coordination.

Imminently serious conditions resulting from any civil emergency may require immediate action

“to save lives, prevent human suffering, or mitigate property damage” and is covered under the

‘Immediate Response” provision in the NRP. Medical "Immediate Response" is usually

coordinated locally through NDMS FCCs of which nearly half are DOD military treatment

facilities (MTFs). Federal, state, and local health systems regularly train and exercise disaster

preparedness with emergency services as a part of certification and licensing. In civil

emergencies that escalate into incidents of national significance and JTF involvement is

pending, FCC and representative MHS installations can often be valuable sources for situational

awareness.

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2. JTF-CS Department of Health and Human Services (DHHS) Operations

a. Responsibilities: The JTF surgeon advises the commander on medical issues, medical

plans, policies, and procedures for assigned units. The JTF surgeon staff is comprised of three

divisions: operations, plans, and support. The JTF surgeon’s cell provides the central location

for medical planning and operations. The staff monitors current and future operations and

conducts required planning support. The JTF medical staff should maintain close contact with

JRMPO and the DCO in order to carry out ESF 8. LNO placement is critical to the

commander’s medical SA and his ability to solve common health problems associated with

major disasters and mass casualties. Some of the obstacles JTF personnel will face are:

(1) Inappropriate Care Distribution. Often the first casualties presented for care are the

least injured, who then consume all available resources, leaving the most injured without access

to life-saving care. To ensure that medical resources are appropriately allocated across the

affected area, care delivery should be prioritized at both the local level and area-wide.

Casualties tend to concentrate locally and then surge to the nearest health treatment facility.

This may result in unequal distribution which overwhelms some local facilities while others

remain underutilized.

(2) Multiple Casualty Entry Points. Emergency medical services (EMS) typically route

casualties into the health care system. In mass casualty (MASCAL) situations, casualties

access the system through non-EMS entry points (e.g., private means, police transport, and

SAR). This results in multiple, uncontrolled demands for health care and concentrates the

demands at non-typical locations. Also, non-local responders arrive to help but are not familiar

with the local health system, adding to the overall confusion.

b. Medical Fusion Cell (MFC). In order to facilitate and provide responsive health services

to JTF operations, medical resources should be effectively organized and synchronized to

support joint operations. The MFC is organized to plan, coordinate, and harmonize the JTF’s

DHHS assets. The major functions of the MFC are to:

(1) Provide a central location for medical planning and operations.

(2) Monitor current and future operations and conduct required support planning.

(3) Determine medical sustainment requirements.

(4) Apprise the JFO on the status of DHHS.

(5) Coordinate support requirements with the supported combatant commander.

(6) Maintain visibility of medical unit locations, capabilities, logistic status, and overall

DHHS system readiness.

(7) Coordinate closely with the JTF staff in all areas to include J-1 thru J-6, Public Affairs

Office (PAO), and SJA.

(8) Provide situation reports regarding JTF DHHS operations.

(9) Characterize disease and environmental threats within the JOA/AOR.

(10) Develop medical concepts and countermeasures to mitigate disease and

environmental threats.

(11) Ensure force health protection within the area of operations.

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3. Medical Threat

a. Overall Estimate of the Situation. During disaster/emergency situations, the acute

demand for care often results in a rapid deployment of resources to the most critical and closest

casualties, without an overall estimate of the situation. The medical estimate identifies health

service support requirements. Because there are so many variables that affect the need for

DHHS, an up-front analysis of multiple sources of intelligence or information, including

information gathered by trained medical personnel on scene, is required. Medical personnel

need to evaluate the safety and vulnerability of local food and water sources and local medical

capabilities, perform an environmental RA and a vector-pest RA and determine the adequacy of

hygiene in local billeting and public facilities as early as possible. It is critical to have medical

personnel on all survey teams or advance party detachments. Identifying critical health risk

factors and short term primary and emergent care along with the magnitude of the disaster’s

impact and potential health consequences for military forces and the population at risk are

critical elements to developing an appropriate course of actions for the commander.

b. Healthcare Infrastructure. In CS operations, the level of damage to the healthcare

infrastructure level of involvement of the other organizations is a starting point when developing

situational awareness for the commander’s estimate. In the dual response model of the MHS,

CC/MTF may be able to provide initial estimates of the situation based on local health system

contacts and a memorandum of understanding. In general, requirements depend on population

health issues and the impact on local health service capabilities.

c. Population at Risk. Highest priority health services include the most appropriate and

effective interventions to reduce death and disease as determined by health estimates. Usually,

the same groups who are most vulnerable in normal times are at most risk during emergencies

and disasters. They include people whose health is already compromised (e.g., people with

pre-existing illness, serious chronic diseases, or the elderly). In situations where injuries are

high, the elimination of on-scene health hazards along with search and rescue and emergent

surgical services, may be the highest priority. This type of support is generally short in duration,

due to patient survivability time limitations and the ability to rapidly build appropriate force levels

for these tasks. In situations where casualties are low but displaced persons are high,

preventive medicine measures will likely be the highest priority health services required (e.g.,

control of infectious or communicable diseases).

4. Force Health Protection

a. Preventive Medicine. Initiate preventive medical treatments. Personnel will likely be

working in a contaminated environment. In addition to prophylactic/immunization measures,

providers collect, monitor, and share information with other participants. Often these

environments are contaminated and have high risk disease vectors present. Ensure forces

have access to proper personal protective equipment (PPE) (e.g., insect repellents with DEET

or picaridin, permethrin spray, mosquito netting, battle dress utility uniforms, gloves, respirators,

etc.).

b. Personnel Protective Equipment. Take necessary precautions for personnel involved in

physical labor to prevent exposure and heat-related illnesses. Ensure proper sanitation

measures (e. g., latrine construction and maintenance) and trash/medical waste disposal

procedures are followed.

c. Mental Health Casualties. Consider deployment of mental health teams to prepare

personnel for the conditions they will likely be exposed to and to provide counseling afterwards.

Send medical teams ashore to monitor personnel for signs of illness and stress.

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5. First Response

a. Triage. To deal with the range of medical priorities, medical forces need standardized

triage procedures and treatment timelines to guide health care providers on patient assessment,

prioritization, basic resuscitation, and referral. Standardized protocols are also required for

advanced care referral of injured patients (e.g., surgery) and to make arrangements for suitable

patient transportation to the referral MTF/civilian facility.

b. Preventive Medicine. Preventive medicine measures include ensuring water quality and

sanitation, hygiene promotion, vector control, and secure food supplies. Additionally, health

education messages are needed on how to prevent common communicable diseases and how

to access relevant services. More specific prevention measures, such as vaccination and

immunization campaigns, are conducted to the extent practical.

c. Logistics. Logistics provides available logistical support to health/medical disaster relief

operations. It provides available DOD medical supplies for distribution to mass care centers

and medical care locations being operated for incident victims with reimbursement to DOD. It

provides available blood products in coordination with DHHS.

d. Forward Resuscitative Care and Hospitalization. With the focus on transition back to

local area capabilities, hospitalization should be closely coordinated under the JTF CS mission

area. Coordinating patient transfer/evacuation into the local healthcare and supporting NDMS

systems will limit the need for extended holding capability normally found in theater

hospitalization and definitive care capabilities. Communication with local hospitals to determine

capacities and capabilities is necessary in order to properly direct casualty flow from ground

zero to higher levels of care. This requires instituting a systematic plan for allocation of medical

care at ground zero and across the area.

e. Patient Movement/En route Care. It is critical for the JTF surgeon to coordinate all

missions through the JRMPO, who will also coordinate with DHHS and all other medical assets

in the area. At the request of DHHS, DOD coordinates with personnel ESF 1 LFA to provide

support for the evacuation of seriously ill or injured patients to locations where hospital care or

outpatient services are available.

SAR. Ensure coordinated and controlled delivery of casualties located by SAR into the

established triage system. Coordinate with law enforcement to maintain crowd and traffic control

around medical triage entry points facilities.

6. National Disaster Medical System (NDMS)

a. The NDMS is a federally coordinated system that augments the nation’s medical

response capability. The overall purpose of the NDMS is to establish a single integrated

national medical response capability for assisting state and local authorities in dealing with the

medical effects of major peacetime disasters. The NDMS may be activated for:

(1) Natural disasters.

(2) Technological disasters.

(3) Major transportation accidents.

(4) Acts of terrorism including WMD events.

b. Its mission is to design, develop, and maintain a national capability to deliver medical

care to the victims and responders of a domestic disaster. NDMS provides medical care at a

disaster site, in transit from the impacted area, and at participating definitive care facilities.

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3 December 2007

c. Figure VII-1 illustrates the geographical US DHHS regions and their associated regional

headquarters locations. Table VII-1 lists the addresses of each regional office.

Figure VII-1. US Department of Health and Human Services (DHHS) Region Map

Table VII-1. DHHS Regional Offices

Region

Address

Region

Address

99 High Street, 5^th Floor

800 North Loop 288

Boston, MA 02110

Denton, TX 76209

26 Federal Plaza, 13^th Floor

2323 Grand Boulevard, Suite 900

New York, NY 10278

Kansas City, MO 64108-2670

One Independence Mall, 6^th Floor

Denver Federal Center

615 Chestnut Street

BLDG 710, Room 239

Philadelphia, PA 19106-4404

P.O. Box 25267

Denver, CO 80225-0267

3003 Chamblee-Tucker Road

50 United Nations Plaza, Rm 329

Atlanta, GA 30341

San Francisco, CA 94102

536 S. Clark Street, 6^th Floor

130 228^th Street, SW

Chicago, IL 60605

Bothell, WA 98021-9796

National

500 C Street, SW

National

Department of Homeland Security

Capital

Room 709O

Office

National Disaster Medical System

Region

Washington, DC 20472

Section

500 C Street, SW, Suite 713

Washington, DC 20472

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d. FCCs recruit hospitals; maintain local hospital participation in the NDMS; and during

system activation, coordinate the reception and distribution of patients being evacuated from the

disaster area. In most cases, patients are evacuated out of the disaster area by the DOD

aeromedical evacuation system (AES), which is operated by the Global Patient Movement

Requirements Center (GPMRC), of US Transportation Command (USTRANSCOM). GPMRC

determines to which FCCs the patients will be moved based on the victims’ needs, beds

available, and transportation availability.

e. There are specialized NDMS teams that perform the following duties:

(1) Disaster Mortuary Operational Response Team (DMORT). DMORTs are composed

of private citizens, each with a particular field of expertise related to mortuary affairs (e.g.,

funeral directors, medical examiners, forensic scientists, etc.). During an emergency response,

DMORTs work under the guidance of local authorities by providing technical assistance and

personnel to recover, identify, and process deceased victims and by providing mortuary

services. DMORT responsibilities include:

(a) Temporary morgue facilities.

(b) Victim identification.

(d) Forensic anthropology methods.

(e) Processing.

(f) Preparation.

(g) Disposition of remains.

(2) Disaster Medical Assistance Team (DMAT). A DMAT is a group of professional

medical personnel designed to provide medical care during a disaster or other event. Each

team has a sponsoring organization, such as a major medical center, which assembles and

coordinates the team. DMATs are designed to be a rapid-response element to supplement

local medical care until other federal or contract resources can be mobilized, or the situation is

resolved. DMATs are principally a community resource available to support local, regional, and

state requirements. However, as a national resource they can be federalized to provide

interstate aid. DMATs deploy to disaster sites with sufficient supplies and equipment to sustain

themselves for up to 72 hours of operations. In mass casualty incidents, their responsibilities

include triaging patients, providing medical care at the disaster site, and preparing patients for

evacuation. In other types of situations, DMATs provide primary medical care and serve to

augment overloaded local health care staffs. In the circumstance where disaster victims are

evacuated to a different locale to receive definitive medical care, DMATs may be activated to

support patient reception and disposition to hospitals. To supplement the standard DMATs,

there are highly specialized DMATs that deal with specific medical conditions such as crushing

injuries, burns, and mental health emergencies.

(3) Veterinary Medical Assistance Team (VMAT). VMATs are composed of clinical

veterinarians, veterinary pathologists, animal health technicians (veterinary technicians),

microbiologist/virologists, epidemiologists, toxicologists, and various scientific and support

personnel. VMAT responsibilities include:

(a) Assessing the medical needs of animals.

(b) Medical treatment and stabilization of animals.

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3 December 2007

(d) Zoonotic disease surveillance and public health assessments.

(e) Technical assistance to assure food and water quality.

(f) Hazard mitigation.

(g) Animal decontamination.

7. Triage

a. Triage Process. The key to managing disaster situations is triage. Triage is the process

of sorting casualties based on the severity of injury and assigning priorities of care and

evacuation in a situation with limited resources. The goal is to provide the greatest good for the

greatest number of casualties. Medical providers, at all levels of care, should institute a

uniformed system to classify casualties and assign treatment priorities.

b. Triage Categories. Triage categories were originally developed for MASCAL

management in combat environments. The same principles apply to the civilian disaster setting,

with the major differences being primarily terminology and priority assignment. Table VII-2

depicts triage categories used in combat and natural disasters.

Table VII-2. Triage Categories

Combat Triage Category

Civilian Triage Category

Triage Description

These casualties include those

who require lifesaving surgery.

The surgical procedures in this

Immediate

Critical

category should not be time-

consuming and should concern

only those patients with high

chances of survival.

These casualties include those

who are badly in need of time-

consuming surgery, but whose

Delayed

Urgent

general condition permits delay

in surgical treatment without

unduly endangering life.

Sustaining treatment will be

required.

These casualties have relatively

minor injuries and can effectively

care for themselves or be helped

Minimal

Minor

by nonmedical personnel. Care

can be delayed for hours to days.

These casualties have wounds

that are so extensive that even if

they were the sole casualty and

Expectant

Catastrophic

had the benefit of optimal

medical resource application

their survival would be unlikely.

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c. Triage Management. Medical personnel should rapidly assess casualties and assign

triage categories. A systematic process should be in place to ensure proper identification

occurs. A simple algorithm is suggested in figure VII-2 to assist with this process.

Figure VII-2. Triage Management

d. Treatment Priorities. When assigning treatment priorities, the first to receive care are

those in most critical need (where there is an expectation that an intervention will prevent loss of

life, limb, and/or eyesight) with minimal expenditure of time, personnel, and/or other resources.

In the combat setting, triage principles dictate treating casualties in the “expectant” category

after all other wounded; thus “expectant” casualties have a high likelihood of dying. Civilian

medical personnel, especially in the United States, view this as an unreasonable approach. It is

unlikely that resources would be so constrained such that the seriously wounded should have

care delayed for any significant amount of time. It is unreasonable to expect rescuers to

“condemn” expectant casualties when not in a tactical combat environment. Table VII-3 outlines

treatment priorities for the different triage categories in the combat and civilian settings.

Table VII-3. Triage Prioritization

Priority

Combat Causalities

Civilian Causalities

1st

Immediate

Critical

2nd

Delayed

Catastrophic

3rd

Minimal

Urgent

4th

Expectant

Minor

8. Management and Treatment

a. Every medical unit or facility that responds to a disaster situation requires a MASCAL

plan appropriate to their unique operational needs and situation.

b. Common MASCAL operational characteristics are as follows:

(1) All casualties should flow through a single triage area.

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3 December 2007

(2) The triage should be close to the receiving area (landing zone, ground routes,

decontamination site).

(3) A one-way flow should be employed and have clearly marked routes to the treatment

areas.

(4) Ideally the triage officer is a surgeon, but should be a person with clinical experience

in evaluating casualties. The triage officer performs a rapid evaluation of every casualty,

assigns them an appropriate category, and directs them to the proper treatment area. The

triage officer is assisted by personnel dedicated to identifying, tagging, and recording triage

assignments and disposition.

(5) An immediate treatment area is set up close to and with direct access to the triage

area and is composed of the staff and supplies necessary to administer immediate, life-saving

aid.

(6) A non-immediate treatment area is set up for all minor and delayed injuries. This

area is staffed and supplied to treat all non-immediate injuries and to hold casualties awaiting

evacuation to a higher level of care (i.e., a hospital).

(7) A morgue area should be set aside, climate controlled (if possible), and secured from

view and interference.

(8) No significant treatment should occur in the triage area until casualties are sent to

the appropriate treatment area for interventions.

(9)

An administrative recorder should walk with the triage officer to properly document

all casualties by using a log and by using an indelible marker to mark the triage category on the

casualty’s forehead.

(10) Post an administrative person at the entry of the treatment areas to document and

regulate casualty flow.

(11) Dedicate someone to re-triage casualties as they enter each treatment area.

(12) Have as many non-medical augmentees as possible available to assist with

casualty transport (i.e., litter bearers).

(13) Shift resources from the triage and emergent area to the non-emergent areas as

the casualty flow lessens.

(14) Ensure proper rest cycles for personnel, especially if operations continue beyond

24 hours.

(15) Be prepared to divert casualties to another facility as resources are exhausted or

overwhelmed.

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Chapter VIII

EVACUATION OPERATIONS

Military units enable the full spectrum of evacuation operations. Special needs victims are

especially vulnerable in times of disaster. Illustrated above are some of DOD’s special

capabilities exercised to facilitate crisis evacuation operations performed assisting civilian

agencies during the Hurricane Katrina disaster.

1. Background

a. The NRP defines evacuation as the ordered or authorized departure of personnel from a

specific area, caused by unusual or emergency circumstances. Evacuation order authority rests

with civilian authorities.

b. DOD involvement in civilian evacuation demands a clear understanding of the specific

operational requirements and legal ramifications.

2. Mission Execution

a. Evacuation. Designated lily pads are areas established for special needs personnel

during rescue operations. These lily pads have appropriate medical, food, water, and shelter

supplies and rescue personnel. They are established in an area where evacuees can be

transported to a better care facility (normally an airfield). Rescue personnel ensure a positive

handoff of evacuees to medical or transportation personnel.

b. Pre-identify Evacuation Areas and Collection Points. During pre-incident planning, areas

for drop off of evacuees are identified in coordination with ESF 1 LFA and 8 (lily pads through

final transportation). Evacuation areas and collection points should be geographically separated

within pre-determined boundaries or sectors and in an area where further transportation (air or

ground) can be used.

c. Triage, Medical, Food, Water, and Shelter. Evacuation areas and collection points are

coordinated with the appropriate agencies to ensure proper medical care (ESF 8), food, water,

and shelter are available (ESF 6). In the case of a mass SAR, NDMS would be activated.

Once rescue personnel drop evacuees at the lily pad, the evacuees would be triaged and

entered into the transportation command regulating and command and control evacuation

system (TRAC2ES) or similar database for medical requirements. If evacuees require further

medical attention or hospitalization, USTRANSCOM would designate them for the GPMRC.

d. Security. Security forces ensure proper security for evacuees and their belongings at

the collection point as well as en route to the final destination. Security forces are used as

necessary at the evacuation sites, evacuation control point (ECC) perimeter, landing zones,

aircraft staging and parking areas, and landing sites for naval landing craft. Security forces can

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also provide a reaction force if a marshalling team or other unit encounters difficulty or requires

assistance. To determine the size of the security force, consider the following:

(1) Threat to evacuation operations.

(2) Anticipated response of local personnel in and around the evacuation objective area.

(3) Crowd control requirements at each site.

(4) Number of evacuees.

(5) Number of search teams required to search for evacuees.

(6) Number of evacuation sites.

(7) Size of the evacuation control center.

(8) Transportation available to cover the assigned areas.

(9) Type of resources used to evacuate personnel.

e. Documentation (at collection points). Designate personnel to document evacuees’

names and destinations. This information should be passed to the JFO to be fully tracked and

sent in the daily SITREP. This information will also be passed and verified by ESF 8 LFA for

transfer of tracking. Currently there are several types of databases to track evacuees. All

personnel delivered to the lily pad are tracked by the unified commander’s staff until entered in

TRAC2ES (global patient tracking system for the military) or a database established by the

state. Once the evacuee has been processed at the lily pad or aeromedical staging facility, ESF

8 LFA notifies the unified commander so the evacuee will be listed as transferred. ESF 1

provides identification (ID) bracelets for SAR evacuees and pets. See figure VIII-1 for

evacuation operations checklist details.

Pets. Unfortunately, many evacuees will not leave unless they can bring their pets. The

evacuation authority should ensure all evacuees know the pet policy. Currently, pets are

permitted as long as they do not put human evacuation at risk.

g. Evacuation Team Operations. The evacuation team locates evacuees and moves them

to assembly areas and eventually to the ECC. The evacuation team may have several search

squads under the control and direction of the team’s official in charge. The following should be

considered during evacuation operations:

(1) Transportation. There should be sufficient transportation for the search and/or

security squads and evacuees. All evacuees should be prepared to evacuate by helicopter,

small boat or craft, and by tracked or wheeled vehicles. Other considerations include: (a) the

use of local drivers, if available, because of their experience and familiarity with the local road

network; (b) availability of sufficient mechanics for emergency repairs; and (c) briefing drivers on

the local area traffic laws.

(2) Movement Control. Movement control requires: (a) identifying primary and alternate

routes and check points; (b) having local road maps available for each driver; (c) planning for

convoy control and security; (d) identifying temporary shelters or designated areas for vehicles

that break down or become separated or lost; and (e) ensuring that adequate communications

equipment is available for convoys.

(3) Assembly Area of Operations. Assembly area operations include: (a) establishment

of perimeter security, even in a permissive environment; and (b) sufficient transportation

available to move evacuees to the ECC. Vehicles belonging to the evacuees may be used to

transport personnel to the ECC.

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3 December 2007

Chapter IX

LOGISTICS

Under the NRP, FEMA is responsible for coordinating logistics during disaster response

efforts but during Hurricane Katrina, FEMA quickly became overwhelmed. Supplies that had

been positioned prior to Katrina’s landfall were quickly exhausted. As a result, FEMA placed

orders for more than 9 million meals-ready-to-eat and then, 4 days after landfall, asked DOD

to assume a significant portion of its logistics responsibilities.

GAO 06-643 Report to the Congressional Committees

All successful operations depend on logistic and transportation capabilities. Major disasters

render local capabilities dysfunctional. DOD’s ability to deploy supplies anywhere at any

time and by any means ensures the effectiveness of HLS disaster relief operations.

Illustrated above are some of the logistics tasks military units performed while assisting

civilian agencies during the Hurricane Katrina disaster.

1. Background

a. Joint forces should understand the ICS and be prepared to integrate seamlessly into

both the civilian incident command as well as the traditional military chain-of-command.

DOD forces providing support to civil authorities may obtain logistics support directly from

the incident commander (via the incident command post logistics section), the JFO logistics

branch, or the JTF.

b. The incident commander determines if there is a need for a logistics section at the

incident and designates an individual to fill the position of the logistics section chief. If no

logistics section is established, the incident commander performs all logistical functions.

The size of the incident, complexity of support needs, and the incident length determine

whether a separate logistics section is established. Additional staffing is the responsibility of

the logistics section chief.

c. The logistics section is responsible for all of the services and support needs,

including ordering, obtaining, maintaining, and accounting for essential personnel,

equipment, and supplies; providing communication planning and resources; setting up food

services; setting up and maintaining incident facilities; providing support transportation; and

providing medical services to incident personnel.

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d. The logistics section can also be divided into units. Not all units may be required and

should be established based on need. The following six units are possible:

(1) Communication Unit. The communication unit prepares and implements the

incident communication plan (ICS-205), distributes and maintains communications

equipment, supervises the incident communications center, and establishes adequate

communications over the incident.

(2) Medical Unit. The medical unit develops the medical plan (ICS-206), provides

first aid and light medical treatment for personnel assigned to the incident, and prepares

procedures for a major medical emergency.

(3) Food Unit. The food unit supplies the food and potable water for all incident

facilities and personnel and obtains the necessary equipment and supplies to operate food

service facilities at bases and camps.

(4) Supply Unit. The supply unit determines the type and amount of supplies

needed to support the incident. The unit orders, receives, stores, and distributes supplies,

and services nonexpendable equipment. All resource orders are placed through the supply

unit. The unit maintains inventory and accountability of supplies and equipment.

(5) Facilities Unit. The facilities unit sets up and maintains required facilities to

support the incident and provides managers for the incident bases and camps. It is also

responsible for facility security and facility maintenance services: sanitation, lighting, and

cleanup.

(6) Ground Support Unit. The ground support unit prepares the transportation plan.

It arranges for, activates, and documents the fueling, maintenance, and repair of ground

resources. Furthermore, it arranges for the transportation of personnel, supplies, food, and

equipment.

2. Tasks/Responsibilities

Logistics organizations should establish coordination with civilian authorities at the local

level. The regional EOC should be identified as quickly as possible in a post disaster event.

The military liaison needs to be identified, contacted, and immediately informed of unit

capabilities. Logistics organizations should:

(1) Make contact with local entities that may be beneficial in providing logistical or

informative assistance in return for support rendered in kind.

(2) ind a suitable centralized area from which to base and support operations and

establish the layout/footprint in that area.

(3) Be proactive in seeking out civil authorities needing assistance or coordinating

relief efforts, and render help in getting organized if needed.

(4) Document important actions and decisions in a daily journal to recall past

information more accurately.

(5) Restore personnel, equipment, facilities, and community functions as rapidly as

possible. This will help reduce contamination on personnel, equipment, material, and/or

working areas. Keeping contamination to the lowest levels possible will permit the total

removal of individual protective equipment so military and civilian operations can be

maintained.

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(6) Emplace equipment or supplies at or near the point of planned use or at a

designated location to reduce reaction time and to ensure timely support of a specific force

during the initial phases of an operation.

(7) Prior to commencement of movement, any hazardous

materials/samples/unexploded ordnance (UXO)/casualties will be assessed by the

transporting unit using acceptable devices or methods to ensure the load is secure and does

not pose a contamination danger. Upon arrival at the designated end site an additional

assessment should be completed using the previously stated methods to ensure the

integrity of the load. Both samples should be recorded and passed on to the receiving

parties/personnel. All routes traveled should be documented and monitored for inadvertent

contamination. The level of monitoring will be based on minimum available assets. Strict

control of the chain of custody should be constantly maintained throughout the entire

transportation process.

(8) Coordinate the movement of forces and materiel into, within, or out of an area

affected by an incident.

(9) Conduct emergency and routine actions to maintain personnel and materiel in a

safe and serviceable condition prior to, during, and after an incident. This includes

inspection, testing, repair, and rebuilding.

(10) Measures taken by specialists before, during, or after incidents to reduce the

probability of damage, minimize its effects, and initiate recovery of personnel and the

surrounding community. Efforts include those Red Cross type functions not covered in other

areas of the response (e.g., billeting, messing, comfort/counseling, access to emergency

funds, etc.).

(11) Implement triage processes and systems to effectively allocate resources.

These are designed to produce the greatest benefit from limited treatment facilities for

casualties by giving full treatment to those who may survive and not to those who have no

chance of survival or will survive without treatment.

(12) Perform casualty care post attack to include medical post exposure treatments

and personal exposure measuring devices. Measures should also include contaminated

casualty triage, handling, and treatment.

(13) Remove contamination from personnel, equipment, and facilities.

(14) Lessen the severity or intensity of the contamination. This is similar to

operational decontamination.

3. Mortuary Affairs

a. The mortuary affairs assistance mission is focused on the prevention or containment

of the spread of disease and the promotion of public confidence, morale, and recovery.

Military resources will only be used when requested through the mission assignment

process to supplement civil requirements.

b. Mortuary affairs support to civil authorities may include:

(1) Assistance in coordinating and integrating DOD assets into the CS operation.

(2) Assistance in providing search and recovery in both contaminated and non-

contaminated environments.

(a) Assistance in the local transport and storage of remains.

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(b) Assistance in providing victim identification and other specialized mortuary

services skills.

(d) Assistance in disposition operations in accordance with state and local laws

and as directed by the LFA.

(3) Within these tasks, there are a variety of conditions that may influence

operations. Remains always pose normal biological risks requiring situational appropriate

protective measures. In a CBRNE environment additional protective measures and

monitoring equipment may be necessary. Other factors that will also need to be taken into

consideration may include the agent used (CBRNE), weather conditions, condition of the

remains, location, state and local laws, and public expectations.

(4) Mortuary affairs should coordinate air transportation and receive support from the

JTF.

(a) Air transportation for the return of DOD remains and personal effects is via

military airlift coordinated with USTRANSCOM through the joint movement center (JMC).

(b) JTF support will accept OPCON of mortuary affairs teams or units and

provide operating space for advisory mortuary affairs officials.

(5) Mortuary affairs should be aware of the following special guidance:

(a) The DOD has no authority for establishing permanent cemeteries for the

burial of US dead. Approval authority for the establishment of temporary cemeteries lies

with the LFA.

(b) Military chaplains generally provide spiritual comfort and religious services

for DOD personnel only.

(BSI) or any military installation is strongly discouraged and should be approved by the JTF

commander.

(d) Universal medical precautions are conducted at a minimum while handling

remains. Additional personal precautions and increased protection is established and strictly

enforced based on the agent type and conditions.

(e) The mission assignment specifically identifies DOD roles and

responsibilities. On-the-ground instructions that deviate from the approved mission tasking

are reported to the joint logistics coordination center (JLCC).

(f) Remains of civilian personnel are cared for with the utmost respect in

keeping with the same high standards of the military Services.

(g) The DOD current death/concurrent return program remains in force for DOD

personnel as long as local conditions allow. If necessary a graves registration program is

implemented at the direction of USNORTHCOM.

(h) Units coordinate with the JLCC prior to conducting burial, cremation, or other

remains disposition operations.

(i)

Mission assignments are under the guidance/supervision of civilian mortuary

affairs personnel. The transport of remains is with civilian escort/accompaniment and in

coordination with civilian mortuary affairs office directives.

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4. Convoy Procedures

a. Convoys are organized into serials by load, vehicle capability, and destination.

Serial grouping vehicle limits are set to minimize road hazards present by the convoy.

Vehicles are grouped by type and cargo. Serials are assigned appropriate recovery assets,

and are grouped and positioned for departure. Large slow moving convoys present a

hazard in high traffic areas; therefore, appropriately sized convoy serials are scheduled to

depart at time intervals sufficient to ensure smooth integration with local traffic.

b. Pre-departure vehicle inspections ensure serviceability for long trips. Disaster

incidents will limit the availability of local recovery and fueling capabilities. Units must plan

to fully support convoy operations. The following are minimum pre-convoy vehicle

inspections.

(1) Ensure all vehicles drivers complete equipment check-off list.

(2) Ensure maintenance trucks have complete tool kits and common use spare

parts (i.e., various fan belts, hoses, etc.) to handle minor roadside repairs to convoy

vehicles.

(3) Ensure vehicles and trailers are not overloaded.

(4) Issue safety briefs prior to deployment and as necessary during convoy stops.

(5) Ensure sufficient functional communications assets to meet mobility and

communications requirements.

(6) Use collapsible temporary fuel storage capability for fuel support. This allows

for the storage of multiple fuel types and ensures fuel availability for use in quick-response

deployment operations.

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Appendix A

STATUTORY AND LEGAL RAMIFICATIONS

1. Background

a. This appendix provides a synopsis of legal principles to consider in CS operations.

Planners and judge advocates (JAs) must work together closely to ensure operations do not

violate federal law, state law, or international treaties. Detailed legal guidance may be found

in the Center for Law and Military Operations (CLAMO) publications; Domestic Operational

Law Handbook for Judge Advocates, Volume I; and at the CLAMO website

www.jagcnet.army.mil/clamo.

b. The primary responsibility for protecting life and property and maintaining law and

order in the civilian community is vested in the state and local governments. Supplementary

responsibility is vested by statute in specific agencies of the federal government other than

the DOD. The operational use of federal military personnel and units within the US to assist

the state and federal authorities in such responses is generally classified as “domestic

support operations.” The federal military’s role in CS operations is well defined and is

limited by federal law and regulation in scope and duration. Based on the limited authorities

and express limitations placed on the scope of the federal military’s role, all Service

members should be aware of the legal considerations.

2. Posse Comitatus Act (PCA)

a. PCA Background. In common law, the Latin phrase “posse comitatus” refers to the

authority wielded by the county sheriff to deputize any able-bodied male over the age of

fifteen to assist in keeping the peace or to pursue and arrest a felon. US Federal Marshals

were also known to form a posse of able-bodied males to enforce federal law. Due to

friction of the use of posse comitatus during the reconstruction era in the South after the

American Civil War, Congress passed the PCA. PCA remains the primary federal statute

restricting military support to civilian law enforcement agencies (MSCLEA). The PCA, found

at 10 U.S.C. § 1385, states:

"Whoever, except in cases and under circumstances expressly authorized

by the Constitution or Act of Congress, willfully uses any part of the Army or

Air Force as a Posse Comitatus or otherwise to execute the laws shall be

fined not more than $10,000 or imprisoned not more than two years or both."

b. PCA Applicability

(1) Although a plain reading of the PCA reflects that it only applies to the Army and

Air Force, 10 U.S.C. § 375 requires the SecDef prescribe regulations restricting the use of

equipment and the direct participation of Army, Navy, Air Force, or Marine Corps personnel

in supporting civilian law enforcement agencies unless otherwise authorized by law. The

statute defines direct participation as “search, seizure, arrest, or similar activity.”

Consequently, through 10 U.S.C. § 375 and resulting DOD directives, the PCA applies to all

members of the federal armed forces, as well as each of their respective Reserve

components serving in a federal status. The applicable DOD directives are as follows:

(a) 3025.1, Military Support to Civil Authorities (MSCA).

(b) 3025.12, Military Assistance for Civil Disturbances (MACDIS).

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(d) 5525.5, DOD Cooperation with Civilian Law Enforcement Officials.

(2) The PCA does not apply to the Coast Guard (Title 14) except during times of war

when under the C2 of the Navy.

(3) Whether the PCA applies to Army or Air National Guard (NG) personnel depends

upon the Soldier’s/Airman’s duty status. NG personnel may be ordered to duty under one of

the following three statutory frameworks:

(a) Title 10. When in a Title 10 status, NG personnel are federally funded and

under federal C2; consequently, they are subject to the PCA.

(b) Title 32. When in a Title 32 status, NG personnel are federally funded and

typically perform training for their federal mission, but remain under the control of the state.

Although federally funded, because NG members in a Title 32 status fall under state control,

they do not fall under PCA restrictions and may perform those law enforcement duties

authorized by state law.

funded and under state control. This is typically the status in which NG perform duties when

a governor “calls out the National Guard” to respond to emergencies, civil disturbances,

disasters, or to perform other duties authorized by state law. Costs associated with a SAD

response may be reimbursed by the federal government pursuant to a Presidential major

disaster or emergency declaration. NG personnel on SAD status do not fall under PCA

restrictions and may perform those law enforcement duties authorized by state law.

(4) Civilian employees of the military are only subject to the prohibitions of the PCA if

they are under the direct C2 of a Service member in a Title 10 status.

c. PCA Restrictions. PCA restrictions applying to the federal military personnel through

Title 10 U.S.C. § 375 and implementing DOD Directives (DODDs) (see DODD 5525.5)

prohibit the following forms of direct assistance:

(1) Interdiction of a vehicle, vessel, aircraft, or other similar activity.

(2) Search or seizure.

(3) Arrest, apprehension, and stop and frisk.

(4) Surveillance or pursuit of individuals or as undercover agents, informants,

investigators, or interrogators.

3. Permitted Assistance

a. Indirect Assistance. Title 10 U.S.C. §§ 371-382 and DODDs allow various forms of

indirect assistance to civilian law enforcement agencies such as the following:

(1) Sharing information collected during the normal course of military training or

operations.

(2) Using military equipment.

(3) Training and advising on using equipment.

(4) Providing personnel for maintenance and operation of equipment.

(5) Providing WMD support.

b. Direct Assistance. DODD 5525.5, enclosure 4, states that the following forms of

direct assistance are not prohibited by the PCA; therefore, they are considered exceptions

to the PCA:

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(1) Action taken for the primary purpose of furthering a military or foreign affairs

function of the United States; also known as the “military purpose doctrine.” Such actions

include:

(a) Investigations and other actions related to the commander’s inherent

authority to maintain law and order on a military installation or facility.

(b) Protection of classified military information or equipment.

DOD.

(2) Actions taken under inherent right of the US Government to ensure preservation

of public order and carry out governmental operations within its territorial limits. This

authority may be used in two circumstances:

(a) In an emergency to prevent loss of life or wanton destruction of property and

to restore governmental functioning and public order when sudden and unexpected civil

disturbances occur to such an extent that duly constituted local authorities are unable to

control the situation and circumstances preclude obtaining prior authority from the President.

(b) Protection of federal property and functions when need exists and duly

constituted local authorities are unable or decline to provide adequate protection.

(3) Actions taken pursuant to insurrection statutes (Title 10 U.S.C. §§ 331-334).

These statutes permit the President to use the armed forces to enforce the law when:

(a) There is an insurrection within a state and the state legislature (or governor, if

the legislature cannot be convened) requests assistance from the President.

(b) Whenever the President considers that unlawful obstructions, combinations,

or assemblages, or rebellion against the authority of the US make it impracticable to enforce

the laws of the US by the ordinary course of judicial proceedings.

hinders the enforcement of federal or state laws that residents of the state are deprived of

their constitutional rights and the states are unable or unwilling to protect these rights.

(4) Other actions taken under express statutory authority to assist officials in

executing the laws, subject to applicable limitations.

c. Disaster Relief. The Robert T. Stafford Disaster Relief and Emergency Assistance

Act (Title 42, U.S.C §§ 5121-5204c et seq, as amended) is the statutory authority for

federal disaster assistance within the United States and its territories. The Stafford Act

authorizes the President to provide DOD assets for relief efforts, once the President formally

declares an emergency or a major disaster; however, DOD assets for emergency work may

be provided on a limited basis prior to the Presidential declaration. Disaster relief pursuant

to the Stafford Act is not an exception to the PCA; therefore, only indirect assistance is

authorized unless direct assistance is otherwise authorized by the Constitution or statute.

DOD policy for providing disaster assistance (as related to the Stafford Act) is contained in

DODD 3025.15, Military Assistance to Civil Authorities (MACA), and DODD 3025.1, Military

Support to Civil Authorities (MSCA).

4. Rules of Engagement (ROE) and Rules for the Use of Force (RUF)

The standing ROE (SROE) and standing RUF (SRUF) assist federal military personnel

in determining the appropriate level of force that should be applied in a given situation.

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SROE/SRUF guidance is located in CJCSI 3121.01B, Standing Rules of Engagement

(SROE), 13 June 2005.

(1) The SROE apply domestically only to air and maritime homeland defense

functions conducted within the US territory or territorial seas. Otherwise, it applies during all

military operations and contingencies and routine Military Department functions occurring

outside US territory and outside US territorial seas.

(2) The SRUF are located at enclosures L-Q of CJCSI 3121.01B. The SRUF apply

during all DOD CS and routine Military Department functions occurring within US territory

and territorial seas. The SRUF also apply to land homeland defense missions occurring

within the US territory and to DOD forces, civilians, and contractors performing law

enforcement duties at all DOD installations (and off-installation while conducting official DOD

security functions), within or outside US territory, unless otherwise directed.

(3) A commanders' authority to modify the SROE/SRUF is limited to making them

more restrictive.

(4) National Guard (NG). The RUF/ROE of the NG serving in a state-controlled Title

32 or SAD status are governed by state laws. The various states’ laws vary in the NG’s

authority to take actions requiring RUF in a law enforcement, law enforcement support, or

security operation. Depending on the language of the state statutes involved these grants of

or limitations on the NG’s authority to act as peace officers may apply to NG personnel

conducting operations in a Title 32 status, SAD status, or both. Some states grant NG

members (in a Title 32 or SAD status, or both) the authority of peace officers, while others

only authorize those powers enjoyed by the population at large, such as "citizen's" arrest. It

is the duty of the NG judge advocate (JA) to tailor the RUF to the particular mission and

policies of the state.

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Appendix B

LIASION OFFICER (LNO) REQUIREMENTS

1. Background

a. Liaison officers (LNOs) must have the authority to speak for their parent agencies or

organizations on all matters. One of the principal duties of the LNO is to facilitate the

integration of the local, tribal, state EOCs, National Guard JTF-State, and FEMA JFO with

federal, state, and defense coordinating officers and DOD JTF operations. Liaisons

between operations centers should be established and operations planners should

collaborate daily, virtually either by telephone or by physical presence at the state EOC or

JFO ESF 9. Every effort should be made to ensure face-to-face coordination through the

use of LNOs. The number and location of LNOs is driven by the type and magnitude of the

incident which determines the level of C2 required.

b. The LNO is the POC for representatives of other governmental agencies,

nongovernmental organizations, and/or private entities. Representatives from assisting or

cooperating agencies and organizations coordinate through the LNO.

c. State emergency preparedness/disaster relief plans vary and military liaison teams

are not preplanned at all county/parish EOCs. In the event there is a natural disaster, such

as a hurricane, affected counties/parishes stand up an EOC to coordinate relief efforts in the

area. The EOC is the central coordinating organization and location for recovery operations.

Typically, when activated, EOCs provide round-the-clock service during an actual or

threatening large-scale emergency. The EOC is the focal point for coordination of

emergency response and recovery activities throughout a county. An EOC is staffed with

key personnel from public safety agencies, emergency relief organizations, county

departments, municipalities, utility companies, media, and other essential entities. EOC

functions include collection, analysis, and communications of pertinent information with

involved agencies; coordination of emergency actions with local, state, and federal

agencies; and direction of emergency preparedness, response, and recovery operations for

the county. If military forces are activated as a response to a disaster, they should be

represented at the EOC level. Initially, this is where they will be the most responsive and

provide assistance.

(1) In Mississippi, in accordance with the State Disaster Relief Plan, NG units

established liaison at county EOCs, if they were activated. Commanders of units along the

coast most affected established liaison as soon as weather and safety considerations

permitted. In some cases, the teams were required to “clear” their way to the EOCs. In most

cases, this liaison occurred as the EOCs were setting up. NG units were already embedded

in the communities and known to local officials. Close coordination was conducted between

the State Emergency Management Agency, the county administrators and the NG, in some

cases, using Army tactical FM communications as local communications repeaters were

inoperative. The overarching guidance by the NG commanders was to get out and help

wherever necessary. In many cases, the NG acted as reconnaissance teams throughout the

counties to identify work and report it through the EOCs. The LNOs at the EOCs provided a

real-time operational picture to both the military commanders and the EOC commander.

(2) In Louisiana, the US Army Engineer School assigned captains as military

augmentees in some EOCs. The US Army Corps of Engineers (USACE) serves the armed

forces and the nation by providing vital engineering services and capabilities, as a public

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service, across the full spectrum of operations—from peace to war—in support of national

interests. USACE missions include five broad areas: water resources, environment,

infrastructure, homeland security, and warfighting. Based on its mission, USACE was a key

responder during recent hurricane relief efforts along the Gulf of Mexico. As the HQ agency

for the Engineer School, USACE asked for assistance in the form of liaison assistance at

select, severely damaged counties/parishes. The US Army Engineer School responded by

sending Army engineer captains to five parish EOCs most affected by flooding in Louisiana.

These LNOs established a link between USACE emergency response personnel and

military forces working in the parishes. The LNOs provided additional augmentation, where

USACE personnel were overwhelmed and at the division engineer staff section, where

information and status of work was needed to track and adjust effort.

d. Insights/Lessons Learned

(1) For the military to be effective in support to disaster relief, it must be

represented at the EOC. EOCs are the local coordinating location for support in a

county/parish. Military liaison is essential at EOCs to ensure information flow.

(2) Timely liaison at the Mississippi EOCs by LNOs led to responsive initiation of

work in the communities.

(3) Resource LNOs from outside sources when required.

2. LNO Considerations

a. Units tasked to execute CS operations have the responsibility to ensure effective

integration of their organizational capabilities. These units should provide LNOs that are

fully knowledgeable on capability employment techniques and sustainment requirements.

(1) The DCO tasks for military LNOs as appropriate to ESF agencies at the JFO to

provide technical expertise and coordination with a defense coordinating element (DCE).

(2) JTF components with aviation elements should have an LNO at 1st Air Force,

Tyndall AFB, Florida. Wings should establish their own standing operating procedures

(SOPs) for deployment of LNOs.

b. Units tasked to lead specific CS relief missions should request and prepare to

receive and resource, if required, the following LNOs:

(1) SAR LNOs—Coast Guard, Navy, Marine Corps tactical recovery of aircraft and

personnel (TRAP), AFSOC, Civil Air Patrol C2—to include: E-3(USAF)/ E-2(Navy)/ P-3

(customs) surveillance aircraft (manned/ unmanned).

(2) Multinational support LNOs- LNOs empowered to provide aid from a foreign

government or liaison services or technical oversight of capabilities provided by a private

corporation licensed in the foreign country; e.g., the technical support provided by a foreign

industrial pump manufacturer to repair the New Orleans flood pumping units.

(3) Multistate support LNOs- LNOs from other state agencies responding as

directed through mutual support agreements.

(4) Relief organizations LNOs- Private and charitable organizations typically

associated with humanitarian assistance operations, e.g., the Red Cross.

(5) Civilian agencies (EOC LNOs) to include: police, fire, medical, private aircraft, and

media.

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Appendix C

PUBLIC COMMUNICATION

1. Media Engagement

a. Local, national, and international media are present during CS operations after a

domestic incident.

b. Federal military personnel have no authority to restrict the movement of media

representatives through the streets or air space of a civilian community in the US.

c. Expect all types of media contact—from scheduled, escorted, credentialed,

registered media to nonscheduled, unescorted, noncredentialed, unregistered media.

2. Public Affairs (PA) Considerations

a. The Public Affairs Office (PAO) must understand what their unit’s operation has to do

with larger issues nationally and internationally. PAOs should wargame possible questions

based on current news, their unit’s mission, and their unit’s history. The PAO should share

appropriate sections of PA guidance with all personnel and make certain that all personnel

know the command messages and talking points.

b. The PAO is the voice of information, but leaders are the voices of authority. Military

members have the right not to speak to the media; however, those who refuse send a

message that the unit is hiding something or that the operation is going badly. This is

especially true when leaders avoid the media.

3. Interview Considerations

a. Don’t be a passive interviewee. Tell the public what you want them to know about

your unit and its mission.

b. Don’t wait for the reporter to ask the right question; use the technique of bridging: “I

think what you’re really asking is...”

“That speaks to a larger issue...” “What’s really

important here is…”

c. If requested for a "no-notice" or "drive-by" interview, it’s completely acceptable for

you to set a time limit right at the beginning: “I can speak with you for 1 minute but then I

have to get back to work.” Reporters understand that you are here to work. But don’t use

“too busy” as an all-purpose smokescreen to avoid speaking to reporters.

d. Don’t give simple yes or no answers. Don’t use the phrase “No comment.” If you

can’t talk about something, explain why (operations security, not in my lane, I don’t know).

Use the technique of blocking and bridging: “It’s our policy not to discuss ___, but I can tell

you about____.”

e. Beware of responding to false assumptions, erroneous conclusions, and hypothetical

questions.

Be alert to multiple questions and answer them one at a time.

g. Avoid answering questions that call for speculation on your part.

h. Don’t repeat inaccurate information offered by the reporter—answer in positive,

accurate statements without reinforcing the inaccuracy.

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Don’t get trapped; if a reporter asserts that he got his information from your higher

headquarters or federal agency refer him back to those sources for more details.

Watch out for characterizations of “terrorism.” The Department of Justice and

Department of State will speak to the issue. If you are asked about the incident that brought

your unit to the area, refer the reporter to the FBI liaison at the Interagency Joint Information

Center.

k. Respond to “bad news” questions about your unit as readily as you respond to “good

news” questions. This will establish your credibility with the media. Appreciate this

opportunity to tell your side of the story. However, refer requests for details about deaths,

serious incidents, accidents, investigations, etc. to PAO. DOD may want to be the sole

release authority in these situations. Remember: If you don’t tell your story, the story will still

run. The media will simply find a “military expert” who will be happy to speak for you. Get

involved!

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Appendix D

ASSESSMENT TEAMS

1. Background

Assessment teams (ATs) are assigned on the basis of ESF assessment and should be

task-organized accordingly. They are utilized to determine the disaster conditions and

operational status of equipment, infrastructure components, and other areas of concern

effecting overall ESF disaster relief operations. ATs provide the chain of command SA with

respect to CS mission requirements. Given this, AT taskings should take into account the

necessary qualifications and resource support required to ensure effective AT operations.

ATs should be made aware of the imagery dissemination architecture that is available to

them. (See appendix F.)

2. AT Composition

The composition of ATs varies according to the task. Determining the traffic ability of a

road with fallen trees and determining the strength of a railroad track following major erosion

from flooding are two examples of assessment. The tasks however require two very

different degrees of specialization. In one instance, only basic observation and accurate

reporting are required to provide the necessary assessment. In the other, highly specialized

engineering knowledge is required to ensure accurate assessment. It is imperative that

agencies task appropriately and take into account the degree of specialization an

assessment team requires.

3. Security

Given certain situations, it may be necessary for an agency to provide an armed escort

for an AT. Proper ROE should be established and understood.

4. Equipment

Equipment requirements for the AT depend on the means by which they will conduct

damage assessment. Dedicated vehicle support for AT operations is virtually mandatory;

however, the possibility exists that assessment may have to be accomplished on foot if

many vehicles are destroyed or roads seriously blocked. In such a case, the ATs will be

severely limited in what they can perform in the way of utility isolation, and their assessment

time will be greatly lengthened. The following is the recommended equipment for AT support

that should be assembled during the pre-deploy phase:

• Writing implements, radios, and spare batteries.

• Global positioning system.

• Data recording and reporting equipment including base grid maps, utility drawings,

damage assessment forms, clipboards.

• Utilities isolation tools such as electrical hot sticks, fuse pullers, valve keys, etc.

• Binoculars and night vision devices.

• Chemical protective equipment.

• Other miscellaneous equipment such as explosion-proof, plastic cased flashlights;

nonmetallic measuring tapes; flags; utility shut-off markers; hand tools; and first aid

kit.

5. Assessment Technique

There are two phases of assessment: Phase 1, initial, and Phase 2, detailed. In

Phase 1, an initial assessment of the area of interest (AOI) is made to quickly identify areas

of concern pertaining to the AT's mission. The results of this preliminary assessment are

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used to update the preplanned assessment tasks and to obtain a general idea of overall

area impact. In Phase 2, detailed damage assessment, the teams follow directed travel

routes focusing on determining detailed status of specific items pertaining to the assessment

mission. Detailed assessment provides accurate location and description of problems

reported to determine the scope of necessary relief operations and to prioritize efforts.

6. Types of Assessments

While basic assessment is merely a method for gaining SA, when dealing with CS and

disaster relief, there are certain infrastructure assessments that can be essential to efficient

response options. The following is a list of essential assessments:

(1) People: This assessment is to determine the composure and condition of the

victims. Are they cooperative, non-cooperative, injured, trapped, or separated?

(2) Provisions: Is there food and potable water? What is the condition of the

provisions? Is ice/refrigeration required? Is it in jeopardy of being damaged or

misappropriated?

(3) Sanitary: Are there basic facilities for the processing of human waste?

(4) Transportation Capability: This assessment can be a simple determination that a

road is clear or as involved as determining if a train rail will support the weight of a train.

(5) Structural: This will establish basic answers regarding the building's structural

integrity for follow on tasking or utilization.

(6) Utility: This assessment is to determine the operational status of electricity, water,

telecommunications, heating, ventilation, and air conditioning (HVAC), and supporting

facilities.

(7) Security: This assessment is to determine if there are any perceivable threats to

relief personnel or victims. What is the security condition of the area of concern? If there

are threats to security, what is the size and composition of the threat?

(8) Figure G-4 illustrates a sample assessment report format.

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Appendix E

GEOGRAPHICAL REFERENCE SYSTEMS

1. Background

In today’s global positioning system (GPS) capable environment, both civilian and

military operations can be completely coordinated. Position location information systems

exist and provide universal transverse mercator (UTM) and United States National Grid

(USNG) [the military grid reference system (MGRS) equivalent] coordinate information for all

US locations. The traditional UTM / USNG and MGRS datum are readily accessed by both

civilian and military hand-held navigation systems. When interfacing with USNG datum it is

essential that civilian users access North American Datum (NAD) 83 series map data.

2. Global Area Reference System (GARS)

a. DOD Global Area Reference System. GARS is the standardized area reference

system across DOD. It is based on lines of longitude and latitude to provide an integrated

common frame of reference for joint force SA to facilitate air-to-ground coordination,

deconfliction, integration, and synchronization. This area reference system provides a

common language between the military components and simplifies communications.

b. GARS Worldwide Map. GARS provides a unique labeling methodology for all global

geography. To identify global geographic locations when viewing the GARS worldwide map

(figure E-1) read:

• West to East 1-720

• South to North AA-QZ

Figure E-1. Global Area Reference System (GARS) Worldwide Map

c. GARS Labeling Methodology

(1) GARS divides the surface of the earth into 30-minute by 30-minute cells. See

figure E-2. Each cell is identified by a five-character designation (e.g., 006AG). The first

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three characters designate a 30-minute wide longitudinal band. Beginning with the 180-

degree meridian and proceeding eastward, the bands are numbered from 001 to 720, so

that 180 E to 179 30-minute W is band 001; 179 30-minute W to 179 00-minute W is band

002; and so on. The fourth and fifth characters designate a 30-minute wide latitudinal band.

Beginning at the south pole and proceeding northward, the bands are lettered from AA to

QZ (omitting I and O) so that 90 00-minute S to 89 30-minute S is band AA; 89 30-minute S

to 89 00-minute S is band AB; and so on.

(2) Each 30-minute cell is divided into four 15-minute by 15-minute quadrants. The

quadrants are numbered sequentially, from west to east, starting with the northernmost

band. Specifically, the northwest quadrant is “1,” the northeast quadrant is “2,” the

southwest quadrant is “3,” the southeast quadrant is “4.” Each quadrant is identified by a

six-character designation (e.g., 006AG3). The first five characters comprise the 30-minute

cell designation. The sixth character is the quadrant number.

(3) Each 15-minute quadrant is divided into nine 5-minute by 5-minute areas. The

areas are numbered sequentially, from west to east, starting with the northernmost band.

The graphical representation of a 15-minute quadrant with numbered 5-minute by 5-minute

areas resembles a telephone keypad. Each 5-minute by 5-minute area, or keypad “key,” is

identified by a seven-character designation. The first six characters comprise the 15-minute

quadrant designation. The seventh character is the keypad “key” number (e.g., 006AG39).

Figure E-2. GARS Labeling Methodology

d. The following figures tie the GARS methodology to position navigation data for New

Orleans, Louisiana.

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3. United States National Grid (USNG)

a. The Federal Geographic Data Committee’s (FGDC) consensus-based USNG

standard provides a nationally consistent language of location—optimized for local

applications—for maps, GPS receivers, and mapping web portals. It is an alpha-numeric

point reference system overlaid on the UTM numerical grid. Truncated USNG coordinates

(geoaddresses) range in precision from 1,000 to 1-meter and provide universal map index

values for streets and other features. USNG and MGRS values are identical when

referenced to WGS 84 or NAD 83 datum. USNG only uses a single 100,000-meter square

identification scheme regardless of datum. Access the US national map viewer at:

http://nmviewogc.cr.usgs.gov/viewer.htm.

b. A USNG spatial address is broken down into three parts:

• Grid zone designation for a worldwide unique address.

•

100,000-meter square identification for regional areas.

•

Grid coordinates for local areas.

c. Grid Zone Designation. Figure E-6 depicts the USNG zone designation overlay of the

US using worldwide unique values for the UTM/MGRS grid zone designations. Working out

from a local area, through regional areas, the last level of definition in a spatial address is

the grid zone designation. The world is divided into 60 UTM zones, each 6 degrees of

longitude wide. The numbering scheme for these begins at 180 degrees longitude and

counts east. The conterminous US is covered by zones 10 through 19. In a northing

direction, the world is divided into 8 degree belts of latitude. The conterminous US for

example is covered by belts R, S, T, and U. Thus the city of New Orleans lies within grid

zone designation 15R.

Figure E-6. USNG Zone Designation Overlay of the US Using UTM/MGRS Grid Zone

Designations

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100,000-meter Square Identification Regional Area. The USNG further divides the

world into 100,000-meter squares and identifies them with two letter values. Figure E-7

shows the 1000,000-meter square identification regional areas for the Gulf Coast. The

metropolitan area of the city of New Orleans is located within zone 15R and 100,000-meter

region YP, thus the initial position location for map sheet reference of the city of New

Orleans is 15R YP.

Figure E-7. USNG 100,000-meter Square Identification for US Gulf Coast Regional Areas

e. Grid Coordinates for Local Area. While the USNG is referred to as an alpha-numeric

reference system for the UTM coordinate system, it is the designation scheme for the

100,000-meter square identification designed in such a manner that any two-letter

combination will not repeat itself no less than every 18 degrees of longitude and latitude.

Thus any two-letter prefix to a grid coordinate will provide a unique value within a very large

area.

(1) Grid coordinates are used to define a particular place within a local area (within a

100 by 100 kilometer area). Coordinates are written along the sides of a map designating

specific grid lines.

(These grid lines are based on UTM values.) The two larger numbers

identify a grid line and are known as principal digits.

•

4 digits—2306—locates a point with a precision of 1,000-meters (a

neighborhood size area).

•

6 digits—234064—locates a point with a precision of 100-meters (a soccer

field size area).

•

8 digits—23480647—locates a point with a precision of 10-meters (the size of

a modest home).

•

10 digits—2348306479—locate a point with a precision of 1-meter (within a

parking spot).

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

Appendix F

IMAGERY DISSEMINATION ARCHITECTURE

DOD’s unique damage assessment capabilities, especially air- and space-

borne, are important additive factors in the initial assessment of a disaster.

GAO 06-643 Report to the Congressional Committees

1. Imagery Dissemination Architecture

Comprehensive imagery dissemination architecture is available to users at the lowest

possible level. These capabilities are available through National Geospatial-Intelligence

Agency (NGA) Earth website: http://www.nga-earth.org.

2. National Geospatial-Intelligence Agency (NGA)

NGA can collect key infrastructure-related information (i.e., on airports, hospitals, police

stations, emergency operations centers, highways, schools, etc.) well in advance of a storm

landfall and can get that information into the hands of federal, state, and local first

responders in the affected region. As the storm or other disaster is tracked, NGA can pre-

deploy analysts and mobile systems to the affected areas to provide expertise and

information on the ground and facilitate the delivery of additional information from NGA

offices elsewhere. Because they have assets in place and focused on the region, NGA can

provide the first comprehensive overview of the damage resulting from the disaster. NGA

merges imagery with other information, creating hundreds of intelligence products per day

that could be used and applied by response professionals to aid in decision making. NGA

assessments are multi-dimensional, timely, relevant, and continuous. They address many

issues, including but not limited to: recovery planning and operations, transportation

infrastructure, critical and catastrophic damage, dike and dam stability and breaches,

industry damage, and hazard spills. The NGA World Wide Navigational Warning Service

also provides navigation information to the US Navy, Merchant Marine, and Coast Guard

and can relay messages from the National Weather Service to personnel at sea. NGA also

can aid in the location and recovery of oil platforms. The imagery activities of NGA are

essential to the restoration of critical infrastructure.

3. DOD Resources

a. DOD has at its disposal unparalleled resources for supporting civilian authorities in

the time of a national disaster. In particular, intelligence, surveillance, and reconnaissance

(ISR) assets can provide imagery and video products which are invaluable to federal

agencies, first responders, local law enforcement, and even private citizens. Air Combat

Command (ACC), as the principal operator of these US-based assets, has an important role

in ensuring ISR products get to customers who need them, as quickly as possible, and in

the most appropriate format, while keeping in mind legal and policy restriction on the proper

use and dissemination of intelligence data. The imagery dissemination architecture outlined

below consists of three tiers, defined by the source of the associated imagery, the nature of

imagery products, available visualization / manipulation tools, and the accessibility of this

data to potential customers.

(1) Tier 1: Restricted Imagery Product Library (IPL). An IPL or similar centralized

imagery server is accessible via web browser on a restricted unclassified network accessible

to DOD personnel (such as NIPRNET). Other federal, state, and local government officials

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

can request access on a need-to-know basis, or receive products via e-mail as required.

Access requests are handled in a timely manner; and once authenticated, users are able to

access all available imagery from a single web portal without additional restrictions or logins.

Products which are controlled within this framework include imagery-derived products

obtained by national technical means; measurement and signatures intelligence products or

other imagery not obtained by visual or electro-optical means; imagery of critical

infrastructure or other sensitive sites; annotated imagery revealing DOD ISR capabilities and

collection priorities; and commercial imagery whose distribution is restricted by copyright

and licensing agreements. Imagery products are appropriately annotated and formatted in

accordance with established collection / production requirements. Imagery should be

consolidated onto as few servers as possible to facilitate discovery and access.

(2) Tier 2: Global Image Viewer. All Air Force imagery which is not otherwise

restricted, to include imagery collected by U-2 Optical Bar Camera (OBC) and RC-26B, are

made available to the general public via a government-controlled web portal such as NGA

Earth (www.nga-earth.org). Before releasing this data, imagery analysts ensure that image

resolution does not exceed that available from commercial vendors, and that coverage of

sensitive sites is “blacked out” or otherwise restricted. This imagery is not annotated nor

orthorectified when possible. Tools are provided to allow users to manipulate each image

(zoom, pan) and quickly navigate to the desired location. Users with appropriate privileges

may also be able to view imagery from other sources, including the restricted IPL servers

discussed above, via the NGA site. Where copyright and licensing agreements permit, DOD

provides public access to commercial satellite imagery to guarantee free and timely access

to relevant imagery products.

(3) Tier 3: Support to Disadvantaged Users. The solutions outlined above assume

that potential customers have access to computers with internet access. However, in the

immediate aftermath of a disaster, first responders and local officials at the scene of a

disaster may not have the means to receive data electronically. Methods which are used to

get relevant imagery and imagery-derived data to these customers include CD-ROM and

hard-copy imagery delivered by mail or commercial courier, and voice reports provided over

the phone. Furthermore, Remotely Operated Video Enhanced Receiver (ROVER) terminals

can be tactically deployed with Army units to downlink full-motion video from airborne ISR

assets within line of site of the receiver. One final means to get data to disadvantaged users

would be to deploy communications packages to designated locations to reestablish satellite

phone service and potentially to internet connectivity. The incorporation of ROVER

terminals or Global Broadcast System (GBS) receivers as part of these packages would

provide a means of viewing real-time video feeds (where available), and imagery could also

be broadcast over satellite television channels to disadvantaged users on a “pay-per-view”

basis. Finally, Eagle Vision and the Mobile Integrated Geospatial-Intelligence System offer

the capability of receiving and exploiting still imagery from forward-deployed locations.

(a) ROVER. The ROVER III is a portable receive-only terminal that provides

the capability to receive sensor data from multiple airborne platforms. ROVER III provides

real-time full motion video for SA, targeting, assessments, surveillance, and other situations

where eyes on areas of interest are required. ROVER III can be used as an aid to search

and rescue victims in a domestic disaster.

(b) Eagle Vision. Eagle Vision is an Office of the Secretary of Defense (OSD)-

sponsored effort that was designed as an organic commercial satellite imagery collection

asset and is designed to be deployable via one C-17 aircraft. Eagle Vision consists of a 3.6

meter tracking antenna, a data acquisition segment and a data integration segment. Eagle

Vision can downlink imagery from Indian Remote Sensing, Canadian Radarsat, and the

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

French Spot systems and has a visibility circle consisting of a 2,500 km radius. Once

imagery has been collected, geographic information—to include latitude, longitude, and

elevation—is then applied to or embedded in this information creating a usable controlled

image base (CIB). These products can then be used for force protection, animated “fly-

through” simulations, civil/urban planning, terrain studies, and geographic reference

products.

b. Various airborne ISR platforms can provide significant imagery support to natural

disasters. The U-2, OC-135 Open Skies, C-130 Scathe View, DC-3, RC-26B, Customs P-3,

several Civil Air Patrol (CAP) assets, and unmanned aircraft systems (UAS) such as the

Predator can be tasked to provide this support. (See table F-1.)

(1) FAA issued a certificate of authorization (COA) which permits a MQ-1 or MQ-9

to operate in direct support of disaster relief within the dimensions of a disaster relief

temporary flight restriction (TFR) issued in accordance with 14 CFR 91.137, temporary flight

restrictions in the vicinity of disaster/hazard areas.

(2) The COA places responsibility on the air component commander (AFNORTH) to

ensure MQ-1/9, and other aircraft, operate safely within the TFR. The vertical and lateral

aircraft separation requirements defined within the COA special provisions are standard for

UAS operations and facilitate MQ-1/9 support for disaster relief.

4. Media Access

a. DOD permits limited access to technical imagery collection and management centers

during disaster assistance operations to allow information sharing of overhead collection

asset products.

b. The units listed in table F-1 can either support media presence on-board aircraft, at

the ground mission control stations of unmanned aircraft or at intelligence production

centers of ISR aircraft that cannot accommodate media personnel on board.

3 December 2007

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Table F-1. DOD ISR Platform Media Access

ISR

Media Access

Unit

POC Information

Platform

Location

Processing

9 IS

DSN 368-3158/ 3046

center at unit or

Beale AFB CA

at deployed

ACC/A3YR

DSN 574-8021

location

Langley AFB VA

Predator

Ground Control

57 WG

DSN 384-3201

UAV

Station

Nellis AFB NV

15 RS

DSN 682-9368

Creech AFB NV

11 RS

DSN 682-0177

Creech AFB NV

ACC/A3YU

DSN 574-2989

Langley AFB VA

JSTARS

On board

116 OSS

DSN 241-2649

aircraft

Warner-Robbins AFB GA

ACC/A3YU

DSN 574-8321

Langley AFB VA

OC-135B

On board

55 WG, 45RS

DSN 271-6078/5757

(Open

aircraft

Offutt AFB NE

Skies)

ACC/A3YR

DSN 574-7935

Langley AFB VA

USAF

Ground Control

480 IW

DSN 575-0666/3079

DCGS

Station (AD and

Langley AFB VA

ANG)

ACC/A2YD

DSN 575-4857

Langley AFB VA

Eagle

Ground Control

Air Force Combat

703-695-8568

Vision

Station

Support Office

703-693-1200

Pentagon

703-693-2000

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

Appendix G

REPORTS

1. General Task Force Reporting Procedures

a. Military organizations provide unit situation reports (SITREPs) through traditional

channels to the JTF headquarters. The routing and method of communications that JTFs

establish may be unique to specific task forces and should follow their OPLANs and

OPORDs.

b. Task forces organizations send formal reports to the DCO (or JTF when established)

as directed.

c. Units authorized DIRLAUTH and tasked to support specific ESF missions send

informal mission status reports to the respective ESF LFA coordinating officer usually

located in the JFO.

2. Situation Reporting

a. The SITREP keeps the JTF commander and/or the DCO informed of significant

activities. Significant changes are reported as they occur. The JTF/DCO maintains a

personnel data base which lists all DOD personnel participating in the response effort.

b. The SITREP is a semi-narrative report designed to keep addressees informed of

accomplishments and any problems or shortfalls. (See figure G-1.) It enables all concerned

to anticipate and prepare for potential effects derived from the latter as they affect overall

mission accomplishment.

c. Every DOD unit that is under OPCON of the JTF/DCO forwards a SITREP as

directed. SITREPS are normally sent twice daily.

d. Unit SITREP paragraphs may be subdivided to any extent necessary by the

originator. The following guidelines may be used to determine the type of information

required by the JTF/DCO.

(1) Situation. Provide an overall assessment of the situation, including events,

circumstances, or conditions that increase or detract capability and readiness of forces. List

units involved in operations by name and location. List assigned/OPCON units not involved

with operations and when units will be available for mission assignment. Identify problems

that hamper mission completion, corrective actions taken, and the date or time of anticipated

resolution of the problems.

(2) Operations. Provide an operations summary for the previous 24 hours. Provide

a plans summary for the next 24 hours and any deviations from existing plans. Identify any

planned major unit deployments/redeployments. Use the remarks section for narrative

amplification. In that section place a matrix containing information on mission assignments

(MAs) [only the identified task force (TF) lead for each MA reports their respective MA data].

This may be an attached spreadsheet.

(3) Logistics. Identify significant deficiencies affecting support for planned

operations and problem areas beyond the unit commander's capability to overcome or

alleviate them in a timely manner. This would include construction or Disaster Recovery

TEAM (DRT) assets and activities related to construction efforts.

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(4) Medical. Report DOD deaths in the past 24 hours; DOD casualties in the past 24

hours; force health protection measures taken in the past 24 hours; medical asset status to

include occupied/available beds, available patient movement, medical logistics status;

DHHS concerns; casualty/duty status changes in the past 24 hours; patients (ambulatory

and litter); available/total versus occupied beds; medical logistics status for days of supply of

class VIII and blood; status of key medical personnel; and the equipment in the AO.

(5) Personnel. Identify any factors affecting readiness of forces.

(6) Public Affairs. Report any significant political/military/diplomatic events or

incidents that could affect US and/or local public reaction, such as results or decisions of

key government meetings, events emphasizing interests of key segments of society, and

task force public affairs activities.

(7) Commander's Comments. Cover key points from previous paragraphs

highlighting areas requiring action or decision.

3. Serious Incident Reporting

a. The serious incident reporting requirements are stipulated in operations orders. The

JTF Commander will establish criteria for these immediate notifications

b. The serious incident report has no specific reporting frequency. It is rendered in

accordance with reporting timeliness criteria directed in the operations order.

c. Figure G-2 gives sample serious incident reporting information.

4. SAR Reporting

a. The SAR report is a measure of ongoing mission progress. Missions are issued by

the lead SAR coordinating official for immediate action.

b. SAR reports are rendered at the conclusion of each mission tasking and as required

if changes to mission occur.

c. Figure G-3 gives sample SAR reporting information.

5. Assessment Reporting

a. The assessment report measures initial assessment progress. Assessment teams

may be allocated to multiple ESFs. Specific assessment missions are issued by the lead

ESF coordinating official.

b. Assessment reports are rendered at the conclusion of each assessment mission

tasking and as required if changes to mission occur.

c. Figure G-4 gives sample assessment reporting information.

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

REFERENCES

Joint Publications

JP 1-02, Department of Defense Dictionary of Military and Associated Terms, 12 April 2001.

JP 1-06, Joint Tactics, Techniques, and Procedures for Financial Management Support in

Joint Operations, 22 December 1999.

JP 2-0, Joint Intelligence, 22 June 2007.

JP 3-0, Joint Operations, 17 September 2006.

JP 3-08, Interagency, Intergovernmental Organization and Nongovernmental Organization

Coordination during Joint Operations, (Vols I and II), 17 March 2006.

JP 3-26, Homeland Security, 2 August 2005.

JP 3-27, Homeland Defense, 12 July 2007.

JP 3-28, Civil Support, 14 September 2007.

JP 3-33, Joint Task Force Headquarters, 16 February 2007.

JP 3-41, Chemical, Biological, Radiological, Nuclear, and High Yield Explosives,

Consequence Management, 2 October 2006.

JP 3-61, Doctrine for Public Affairs in Joint Operations, 9 May 2005.

JP 4-0, Doctrine for Logistic Support of Joint Operations, 6 April 2000.

JP 4-02, Doctrine for Health Service Support in Joint Operations, 31 October 2006.

JP 4-06, Mortuary Affairs in Joint Operations, 5 June 2006.

JP 5-0, Joint Operation Planning, 26 December 2006.

JP 6-0, Joint Communications System, 20 March 2006.

Multi-Service Publications

FM 3-07.31/MCRP 3-33.8/AFTTP(I) 3-2.40, Peace Operations Multi-Service Tactics,

Techniques, and Procedures, 26 October 2003.

FM 3-22.40/MCRP 3-15.8/NTTP 3-07.3.2/AFTTP(I) 3-2.45/USCG Pub 3-07.31, Multi-

Service Tactics, Techniques, and Procedures (MTTP) for Tactical Employment of

Nonlethal Weapons (NLW), 24 October 2007.

FM 3-100.12/MCRP 5-12.1C/NTTP 5-03.5/AFTTP(I) 3-2.34, Risk Management for

Multiservice Tactics, Techniques, and Procedures, 15 February 2001.

FM 3-52.3/ MCRP 5-25A/NTTP 5-26.3/AFTTP(I) 3-2.23, Multi-Service Procedures for Joint

Air Traffic Control, 17 July 2003.

Army

Center for Army Lessons Learned, Catastrophic Disaster Response Staff Officer’s

Handbook, January 2006.

AR 385-10, Army Safety Program, 23 August 2007.

FM 3-0, Operations, 27 February 2008.

FM 3-05.40 (FM 41-10), Civil Affairs Operations, 29 September 2006.

FM 3-06, Urban Operations, 26 October 2006.

FM 3-19.4, Military Police Leaders’ Handbook, 4 March 2002.

FM 3-19.15, Civil Disturbance Operations, 18 April 2005.

FM 4-0, Combat Service Support, 29 August 2003.

FM 4-01.011, Unit Movement Operations, 31 October 2002.

FM 4-01.30, Movement Control, 1 September 2003.

FM 4-02, Force Health Protection in a Global Environment, 13 February 2003.

FM 4-02.1, Combat Health Logistics, 28 September 2001.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

FM 4-02.4, Medical Platoon Leader's Handbook Tactics, Techniques, and Procedures,

24 August 2001.

FM 4-02.6, The Medical Company, Tactics, Techniques, and Procedures, 1 August 2002.

FM 4-02.7, Health Service Support in a Nuclear, Biological, and Chemical Environment

Tactics, Techniques, and Procedures, 1 October 2002.

FM 4-02.17, Preventive Medicine Services, 28 August 2000.

FM 4-02.18, Veterinary Services Tactics, Techniques, and Procedures, 30 December 2004.

FM 4-02.19, Dental Service Support in a Theater of Operations, 1 March 2001.

FM 4-02.21, Division and Brigade Surgeons' Handbook (Digitized) Tactics, Techniques, and

Procedures, 15 November 2000.

FM 4-02.24, Area Support Medical Battalion Tactics, Techniques, and Procedures,

28 August 2000.

FM 4-02.25, Employment of Forward Surgical Teams Tactics, Techniques, and Procedures,

28 March 2003.

FM 5-19, Composite Risk Management, 21 August 2006.

FM 19-10, The Military Police Law and Order Operations, 30 September 1987.

FM 27-100, Legal Support to Operations, 1 March 2000.

PAM 385-1, Small Unit Safety Officer/NCO Guide, 29 November 2001.

Navy

Navy Warfare Publication 4-01, Naval Transportation, May 2007.

Navy Warfare Publication 4-01.1, Navy Advanced Base Logistics Operations, May 2007.

Navy Warfare Publication 4-02, Naval Expeditionary Health Service Support Afloat and

Ashore, September 2004.

Navy Warfare Publication 4-02.2, Patient Movement, September 2004.

Navy Warfare Publication 4-02.4, Expeditionary Medical Facilities, August 2007.

Navy Warfare Publication 4-04, Naval Civil Engineering Operations, September 2004.

Navy Warfare Development Command TACMEMO 3-07.7-06, Domestic Disaster Relief

Operations Planning, May 2006.

Other

CJCS CONPLAN 0500-98, Military Assistance to Domestic Consequence Management

Operations in response to a Chemical, Biological, Radiological, Nuclear or High-Yield

Explosives Situation, February 2002.

CJCS, Domestic Operational Law Handbook for Judge Advocates, June 2007.

CJCSI, 3110.16, Military Capabilities, Assets, and Units for Chemical, Biological,

Radiological, Nuclear, and High Yield Explosive Consequence Management Operations,

(FOUO), 10 January 2007.

CJCSI 3125.01A, Defense Support of Civil Authorities (DSCA) For Domestic Consequence

Management (CM) Operations in Response to a Chemical, Biological, Radiological,

Nuclear, or High-Yield Explosive (CBRNE) Situation (FOUO), 16 March 2007.

CJCSI 3217.01A, Military Assistance to the US Postal Service, 1 October 1999.

CJCSI 3710.01B, DOD Counterdrug Support, 26 January 2007.

CJCSI 4120.02A, Assignment of Movement Priority, 25 October 2007.

DOD Civil Disturbance Plan: Garden Plot, March 1984.

DODD 1100.20, Support and Services for Eligible Organizations and Activities Outside the

Department of Defense, 12 April 2004.

DODD 2000.15, Support to Special Events, 21 November 1994.

DODD 3000.3, Policy for Non-Lethal Weapons, 9 July 1996.

100

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

DODD 3003.01, DOD Support to Civil Search and Rescue (SAR), 20 January 2006.

DODD 3020.36, Assignment of National Security Emergency Preparedness (NSEP)

Responsibilities to DOD Components, 2 November 1988.

DODD 3020.40, Defense Critical Infrastructure Program (DCIP), 19 August 2005.

DODD 3025.1, Military Support to Civil Authorities (MSCA), 15 January 1993.

DODD 3025.12, Military Assistance for Civil Disturbances (MACDIS), 4 February 1994.

DODD 3025.15, Military Assistance to Civil Authorities, 18 February 1997.

DODD 3025.16, Military Emergency Preparedness Liaison Officer (EPLO) Program,

18 December 2000.

DODD 5200.27, Acquisition of Information Concerning Persons and Organizations Not

Affiliated with the Department of Defense, 7 January 1980.

DODD 5410.18, Public Affairs Community Relations Policy, 20 November 2001.

DODD 5525.5, DOD Cooperation with Civilian Law Enforcement Officials, 15 January 1986.

DODD 3025.dd, Processing Requests for Defense Support of Civil Authorities, January

2006.

Executive Order (EO) 12333, United States Intelligence Activities, 4 December 1981.

(http://www.archives.gov/federal-register/executive-orders/1981-reagan.html )

EO 12656, Assignment of Emergency Preparedness Responsibilities, 18 November 1988.

(http://www.archives.gov/federal-register/executive-orders/1988.html )

Homeland Security Presidential Directive (HSPD)-5, Management of Domestic Incidents,

28 February 2003.

HSPD-7, Critical Infrastructure Identification, Prioritization, and Protection,

17 December 2003.

HSPD-8, National Preparedness, 17 December 2003.

Homeland Security Act of 2002 (http://www.dhs.gov/xlibrary/assets/hr_5005_enr.pdf ).

National Response Plan (http://www.dhs.gov/xlibrary/assets/NRP_FullText.pdf )

Notice of Change to the National Response Plan

(http://www.dhs.gov/xlibrary/assets/NRP_Notice_of_Change_5-22-06.pdf ).

National Strategy for Homeland Security, October 2007

(http://www.dhs.gov/xlibrary/assets/nat_strat_homelandsecurit_2007.pdf ) .

Strategy for Homeland Defense and Civil Support, June 2005.

United States Code can be found at http://www.gpoaccess.gov/uscode/browse.html—

Title 10, USC, Armed Forces.

Title 14, USC, Coast Guard.

Title 18, USC, Part I, Chapter 67, Section 1385, The Posse Comitatus Act, 1878.

Title 31, USC, Chapter 15, Subchapter III, Section 1535, The Economy Act.

Title 32, USC, National Guard.

Title 42, USC, Chapter 68, Subchapter I, Section 5121, The Stafford Act.

The National Defense Authorization Act of 1991.

Unified Command Plan (http://www.defenselink.mil/specials/unified command/) .

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

101

GLOSSARY

PART I - ABBREVIATIONS AND ACRONYMS

AAV

amphibious assault vehicle

ACC

Air Combat Command

ACO

airspace control order

ACP

airspace control plan

AES

aeromedical evacuation system

AFB

Air Force base

AFCESA

Air Force Civil Engineer Support Agency

AFI

Air Force Instruction

AFDDEC

Air Force Doctrine Development and Education Center

AFNORTH

Air Forces North

AFSOC

Air Force Special Operations Command

AFSOUTH

Air Forces Southern

AFTTP (I)

Air Force Tactics, Techniques, and Procedures (Interservice)

ALSA

Air Land Sea Application

ALSS

advanced logistic support site

AMC

Air Mobility Command

ANG

Air National Guard

area of operations

AOI

area of interest

AOR

area of responsibility

ARC

American Red Cross

assessment team

ATC

air traffic control

ATO

air tasking order

ATOC

air terminal operations center

BFLC

battle force logistics coordinator

BSI

base support installation

command and control

command, control, and communications

CAE

command assessment element

CAP

Civil Air Patrol

CBRNE

chemical, biological, radiological, nuclear, and high-yield

explosives

CCDR

combatant commander

CCIR

commander’s critical information requirement

CERCLA

Comprehensive Environmental Response, Compensation, and

Liability Act

CERT

computer emergency response team

CFR

Code of Federal Regulations

CIB

controlled image base

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103

CLAMA

Center for Law and Military Operations

CLF

combat logistics force

COA

Certification of Authorization

CONEX

container express

CONUS

continental United States

COP

common operational picture

CRRC

combat rubber raiding craft

civil support

DCE

defense coordinating element

DCO

defense coordinating officer

DHHS

Department of Health and Human Services

DHS

Department of Homeland Security

DMAT

disaster medical assistance teams

DMORT

disaster mortuary operational response team

DOC

Department of Conservation

DOD

Department of Defense

DODD

Department of Defense directive

DOE

Department of Energy

DOI

Department of Interior

DOJ

Department of Justice

DOT

Department of Transportation

dead reckoning

DRSN

Defense Red Switched Network

DRT

dead reckoning tracer

DSCA

defense support of civil authorities

DSN

Defense Switched Network

DTG

date-time group

DWI

disaster welfare information

ECC

evacuation control center

EEFI

essential elements of friendly information

EMAC

emergency management assistance compacts

EMS

emergency medical services

EMT

emergency medical technician

EOC

emergency operations center

EPR

Emergency Preparedness and Response

EPLO

emergency preparedness liaison officer

ERT

emergency response team

ERT-A

emergency response team advance element

ERT-N

emergency response team national

ESF

emergency support function

ESQD

explosive safety quantity distance

FAA

Federal Aviation Administration

FBI

Federal Bureau of Investigation

FCC

federal coordinating center

FCO

federal coordinating officer

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3 December 2007

FEMA

Federal Emergency Management Agency

FGDC

federal geographic data committee

FLS

forward logistic site

field manual; frequency modulation

FOB

forward operating base

FRC

federal resource coordinator

FSS

fast sealift ship

GARS

Global Area Reference System

GBS

Global Broadcast System

GSA

General Services Administration

GPMRC

Global Patient Movement Requirements Center

GPS

global positioning system

HAZMAT

hazardous material

Homeland Defense

high frequency

headquarters

HSPD

Homeland Security Presidential Directive

HSV

high speed vehicle

HUD

Department of Housing and Urban Development

HVAC

heating, ventilation, and air conditioning

IAW

in accordance with

incident commander

identification

ICODES

integrated computerized deployment system

ICP

incident command post

ICS

Incident Command System

IDN

Initial Distribution Number

information management

IPL

imagery product library;

information system

ISR

intelligence, surveillance, and reconnaissance

IST

incident support team

judge advocate

JAG

Judge Advocate General

JDOMS

Joint Director of Military Support

JFACC

joint force air component commander

JFMCC

joint force maritime component command

JFO

joint field office

JHSV

joint high speed vessel

JIC

joint information center

JLCC

joint logistics coordination center

JMC

joint movement center

JOA

joint operations area

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joint publication

JRMPO

joint regional medical planner’s office

JTF

joint task force

JTF-CS

Joint Task Force-Civil Support

LAA

local area authorities

LARC

light amphibious resupply cargo

LCAC

landing craft air cushion

LCM

landing craft mechanized

LCU

landing craft utility

LFA

lead federal agency

LMR

land mobile radio

LNO

liaison officer

LOC

lines of communication

LOG

logistics

LPD

amphibious transport dock

mission assignment

MACA

military assistance to civil authorities

MACDIS

military assistance for civil disturbances

MASCAL

mass casualty

MCC

media coordination center

MCCDC

US Marine Corps Combat Development Command

MCM

Manual for Courts-Martial

MCPDS

Marine Corps Publication Distribution System

MCRP

Marine Corps reference publication

MED

medical

MFC

meteorological and oceanographic forecast center

MGRS

military grid reference system

MHS

Military Health System

MILSTRIP

Military Standard Requisition and Issue Procedure

MISREP

mission report

MOE

measure of effectiveness

MOP

measure of performance

MPF

maritime pre-positioning force

MPSRON

maritime pre-positioning ships squadrons

MSCA

military support to civil authorities

MSCLEA

military support to civilian law enforcement agencies

MTF

medical treatment facility

MTTP

multi-Service tactics, techniques, and procedures

NAD

North American Datum

NALO

Naval air logistics office

NATOPS

naval air training and operating procedures standardization

NAVFAC

Naval Facilities Engineering Command

NAVSUP

Navy Supplement

NCC

Navy component commander

NCHB

Navy cargo handling battalion

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NDMS

National Disaster Medical System

NDMSOSC

NDMS Operation Support Center

NECE

Navy Expeditionary Combat Enterprise

National Guard

NGA

National Geospatial-Intelligence Agency

NGB

National Guard Bureau

NGO

nongovernmental organization

NIMS

National Incident Management System

NIPRNET

non-secure internet protocol router network

NOACT

Navy overseas air cargo terminal

NOTAM

notice to airmen

NRP

National Response Plan

NRP-ICEPP

National Response Plan and Incident Communications Emergency

Policy and Procedures

NSWE

Navy Surface Warfare Enterprise

NTSP

National Telecommunications Support Plan

NTTP

naval tactics, techniques, and procedures

NWDC

Navy Warfare Development Command

OBC

optical bar camera

OCONUS

outside the continental United States

OES

office of emergency services

OIC

officer in charge

OPCEN

operations center

OPCON

operational control

OPNAVINST

Chief of Naval Operations instruction

OPR

office of primary responsibility

OSD

Office of the Secretary of Defense

Public Affairs

PAO

Public Affairs Office

PCA

Posse Comitatus Act

PCN

publication control number

PFO

principal federal officer

POC

point of contact

PPE

personal protective equipment

PTDO

prepare to deploy order

PTM

personnel transport module

risk assessment

RFA

request for assistance

RFF

request for forces

RFID

radio frequency identification

ROE

rules of engagement

ROVER

Remotely Operated Video Enhanced Receiver

RUF

rules for the use of force

RSOI

reception, staging, onward movement, and integration

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situational awareness

SAD

state active duty

SAR

search and rescue

SATCOM

satellite communications

SBA

Small Business Administration

SCO

state coordinating officer

SecDef

Secretary of Defense

SFLEO

senior federal law enforcement official

SIPRNET

SECRET Internet Protocol Router Network

SITREP

situation report

SJA

staff judge advocate

SMART

special medical augmentation response team

SME

subject matter expert

SOP

standard operating procedure

SPINS

special instructions

SROE

standing rules of engagement

SRUF

standing rules for the use of force

STOLS

System to Locate Survivors

SUPSALV

Supervisor of Salvage and Diving

TACON

tactical control

T-ACS

auxiliary crane ship

TAG

The Adjutant General

T-AKR

fast logistics ship

task force

TFR

temporary flight restriction

TTP

tactics, techniques, and procedures

TRAC2ES

transportation command regulating and command and control

evacuation system

TRADOC

US Army Training and Doctrine Command

UAS

unmanned aircraft system

UHF

ultrahigh frequency

United States

US&R

urban search and rescue

USACE

United States Army Corps of Engineers

USAF

United States Air Force

USAFR

United States Air Force Reserve

U.S.C.

United States Code

USCG

United States Coast Guard

USDA

US Department of Agriculture

USMC

United States Marine Corps

USNG

United States National Grid

USNORTHCOM

United States Northern Command

USPACOM

United States Pacific Command

USSOUTHCOM

United States Southern Command

USTRANSCOM

United States Transportation Command

UTM

universal transverse Mercator

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UXO

unexploded ordnance

Veterans Affairs

VHF

very high frequency

VMAT

veterinary medical assistance team

VTC

video teleconferencing

WMD

weapons of mass destruction

WPS

Worldwide Port System

weather

PART II - TERMS AND DEFINITIONS

civil emergency—Any occasion or instance for which, in the determination of the President,

federal assistance is needed to supplement state and local efforts and

capabilities to save lives and to protect property and public health and

safety, or to lessen or avert the threat of a catastrophe in any part of

the United States.

(JP 1-02)

civil support—DOD support to US civil authorities for domestic emergencies, and for

designated law enforcement and other activities. Also called CS. (JP

1-02)

[DOD support to US civil authorities for emergencies and for

designated law enforcement and other activities. Civil support (CS)

missions are undertaken by the Department when its involvement is

appropriate and when a clear end state for the Department’s role is

defined. Civil Support includes military assistance to civil authorities

(MACA), military support to civilian law enforcement agencies

(MSCLEA), and military assistance for civil disturbances (MACDIS).

Also called CS. (DOD, Homeland Security, Joint Operating Concept)]

defense support of civil authorities—Refers to DOD support, including federal military

forces, DOD civilians and DOD contractor personnel, and DOD

Agencies and components, for domestic emergencies and for

designated law enforcement and other activities. Also called DSCA.

(NRP)

Note: Defense support of civil authorities is conducted in the US

(domestic) only, while CS includes assistance to the Department of

State (DOS).

domestic emergencies—Emergencies affecting the public welfare and occurring within the

50 states, District of Columbia, Commonwealth of Puerto Rico, US

possessions and territories, or any political subdivision thereof, as a

result of enemy attack, insurrection, civil disturbance, earthquake, fire,

flood, or other public disasters or equivalent emergencies that

endanger life and property or disrupt the usual process of

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government. The term "domestic emergencies" includes any or all of

the emergency conditions defined below: a. civil defense emergency -

A domestic emergency disaster situation resulting from devastation

created by an enemy attack and requiring emergency operations

during and following that attack. It may be proclaimed by appropriate

authority in anticipation of an attack. b. civil disturbances - Riots, acts

of violence, insurrections, unlawful obstructions or assemblages, or

other disorders prejudicial to public law and order. The term "civil

disturbance" includes all domestic conditions requiring or likely to

require the use of Federal Armed Forces pursuant to the provisions of

10 USC 15. c. major disaster - Any flood, fire, hurricane, tornado,

earthquake, or other catastrophe which, in the determination of the

President, is or threatens to be of sufficient severity and magnitude to

warrant disaster assistance by the Federal Government under Public

Law 606, 91st Congress (42 USC 58) to supplement the efforts and

available resources of state and local governments in alleviating the

damage, hardship, or suffering caused thereby. d. natural disaster -

All domestic emergencies except those created as a result of enemy

attack or civil disturbance. (JP 1-02)

domestic emergencies—Emergencies affecting the public welfare and occurring within the

50 states, District of Columbia, Commonwealth of Puerto Rico, US

possessions and territories., or any political subdivision thereof, as a

result of enemy attack, insurrection, civil disturbance, earthquake, fire,

flood, or other public disasters or equivalent emergencies that

endanger life and property or disrupt the usual process of

government. Domestic emergencies include civil defense

emergencies, civil disturbances, major disasters, and natural

disasters.

(JP 1-02) See also, "civil emergency."

emergency management assistance compact—The emergency management assistance

compact is a congressionally ratified organization that provides form

and structure to interstate mutual aid. Also called EMAC.

emergency support function—A grouping of government and certain private-sector

capabilities into an organizational structure to provide the support,

resources, program implementation, and services that are most likely

to be needed to save lives, protect property and the environment,

restore essential services and critical infrastructure, and help victims

and communities return to normal, when feasible, following domestic

incidents of domestic emergency, disaster, or catastrophe. The

emergency support functions serve as the primary operational-level

mechanism to provide assistance to state, local, and tribal

governments or to federal departments and agencies conducting

missions of primary federal responsibility. Also called ESFs. (JP 1-

02)

[A grouping of government and certain private-sector capabilities into

an organizational structure to provide the support, resources, program

implementation, and services that are most likely to be needed to

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save lives, protect property and the environment, restore essential

services and critical infrastructure, and help victims and communities

return to normal, when feasible, following domestic incidents. The

emergency support functions (ESFs) serve as the primary

operational-level mechanism to provide assistance to local, state and

tribal governments or to federal departments and agencies conducting

missions of primary federal responsibility. The NRP employs a

functional approach that groups under 15 ESFs the types of direct

federal assistance that a state is likely to need (e.g., mass care,

health and medical services), as well as the kinds of federal

operations support necessary to sustain federal response actions

(e.g., transportation, communications). ESFs support one another in

carrying out their respective missions. For example, a large-scale

natural disaster or massive terrorist event may require the activation

of all ESFs. A localized flood or tornado might only require activation

of a select number of ESFs. Each ESF is headed by a primary

agency designated on the basis of its authorities, resources and

capabilities in that functional area. (NRP)]

immediate response—Any form of immediate action taken to assist civil authorities or the

public to save lives, prevent human suffering, or mitigate great

property damage under imminently serious conditions when time does

not permit approval from a higher authority. (JP 1-02)

incident—An occurrence, either human caused or by natural phenomena, that requires

action by emergency service personnel to prevent or minimize loss of

life or damage to property or natural resources. Incidents can, for

example, include major disasters, emergencies, terrorist attacks,

terrorist threats, wild land and urban fires, floods, hazardous materials

spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes,

tornadoes, tropical storms, war-related disasters, public health and

medical emergencies, and other occurrences requiring an emergency

response. (NRP)

incident command system (ICS)—A standardized on-scene emergency management

organization that reflects the complexity and demands of single or

multiple incidents, without being hindered by jurisdictional boundaries.

The incident command system is the combination of facilities,

equipment, personnel, procedures, and communications operating

with a common organizational structure, designed to aid in the

management of resources during incidents. The incident command

system is used for all kinds of emergencies and is applicable to small

as well as large and complex incidents. The incident command

system is used by various jurisdictions and functional agencies, both

public and private, or organized field-level incident management

operations. Also called ICS. (JP 1-02)

[A standardized on-scene emergency management construct

specifically designed to provide for the adoption of an integrated

organizational structure that reflects the complexity and demands of

single or multiple incidents, without being hindered by jurisdictional

boundaries. The incident command system (ICS) is the combination

of facilities, equipment, personnel, procedures, and communications

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operating with a common organizational structure, designed to aid in

the management of resources during incidents. ICS is used for all

kinds of emergencies and is applicable to small as well as large and

complex incidents. ICS is used by various jurisdictions and functional

agencies, both public and private, or organized field-level incident

management operations. (NRP) Note: The national standard for ICS

is provided by NIMS.]

incident management—All actions taken to prepare for, prevent, respond to, or recover

from any event impacting lives or property. It includes pre-event,

during, and post-event activities. It can be associated with attack,

natural, or manmade situations involving disasters or other

catastrophic occurrences. It includes military support to civil

authorities, military assistance to civil authorities, military assistance

during civil disturbances, and military assistance to law enforcement

agencies programs under the umbrella of defense support of civil

authorities. It includes both domestic and foreign support operations.

It includes humanitarian aid and relief missions. Actions include

measures to protect public health and safety, restore essential

governmental services, and provide emergency relief to governments,

businesses, and individuals affected by the incident. (JP 1-02)

[ A national comprehensive approach to preventing, preparing for,

responding to and recovering from terrorist attack, major disasters

and other emergencies. HSPD-5 states that the US Government shall

establish a single, comprehensive approach to domestic incident

management that treats crisis and consequence management as a

single integrated function. Incident management includes measures

and activities performed at the national level and includes both crisis

and consequence management activities. (NRP)]

incident of national significance—An actual or potential high-impact event that requires a

coordinated and effective response by and appropriate combination of

federal, state, local, tribal, nongovernmental, and/or private-sector

entities in order to save lives and minimize damage, and provide the

basis for long-term community recovery and mitigation activities. (JP

1-02)

major disaster—Any natural catastrophe (including any hurricane, tornado, storm, high

water, wind-driven water, tidal wave, tsunami, earthquake, volcanic

eruption, landslide, mudslide, snowstorm, or drought) or, regardless of

cause, any fire, flood, or explosion, in any part of the United States,

which in the determination of the President causes damage of

sufficient severity and magnitude to warrant major disaster assistance

under this act to supplement the efforts and available resources of

states, local governments, and disaster relief organizations in

alleviating the damage, loss, hardship, or suffering caused thereby.

(The Stafford Act)

operational control—Command authority that may be exercised by commanders at any

echelon at or below the level of combatant command. Operational

control is inherent in combatant command (command authority) and

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may be delegated within the command. When forces are transferred

between combatant commands, the command relationship the gaining

commander will exercise (and the losing commander will relinquish)

over these forces should be specified by the Secretary of Defense.

Operational control is the authority to perform those functions of

command over subordinate forces involving organizing and employing

commands and forces, assigning tasks, designating objectives, and

giving authoritative direction necessary to accomplish the mission.

Operational control includes authoritative direction over all aspects of

military operations and joint training necessary to accomplish

missions assigned to the command. Operational control should be

exercised through the commanders of subordinate organizations.

Normally this authority is exercised through subordinate joint force

commanders and Service and/or functional component commanders.

Operational control normally provides full authority to organize

commands and forces and to employ those forces as the commander

in operational control considers necessary to accomplish assigned

missions; it does not, in and of itself, include authoritative direction for

logistics or matters of administration, discipline, internal organization,

or unit training. Also called OPCON. (JP 1-02)

response—Activities that address the short-term, direct effects of an incident. Response

includes immediate actions to save lives, protect property, and meet

basic human needs. Response also includes the execution of

emergency operations plans and of incident mitigation activities

designed to limit the loss of life, personal injury, property damage, and

other unfavorable outcomes. As indicated by the situation, response

activities include: applying intelligence and other information to lessen

the effects or consequences of an incident; increased security

operations; continuing investigations into the nature and source of the

threat; ongoing public health and agricultural surveillance and testing

processes; immunizations, isolation, or quarantine; and specific law

enforcement operations aimed at preempting, interdicting, or

disrupting illegal activity, and apprehending actual perpetrators and

bringing them to justice. (NRP)

tactical control—Command authority over assigned or attached forces or commands, or

military capability or forces made available for tasking, that is limited

to the detailed direction and control of movements or maneuvers

within the operational area necessary to accomplish missions or tasks

assigned. Tactical control is inherent in operational control. Tactical

control may be delegated to, and exercised at any level at or below

the level of combatant command. When forces are transferred

between combatant commands, the command relationship the gaining

commander will exercise (and the losing commander will relinquish)

over these forces should be specified by the Secretary of Defense.

Tactical control provides sufficient authority for controlling and

directing the application of force or tactical use of combat support

assets within the assigned mission or task. Also called TACON. (JP

1-02)

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unified command—A command with a broad continuing mission under a single

commander and composed of significant assigned components of two

or more Military Departments that is established and so designated by

the President, through the Secretary of Defense with the advice and

assistance of the Chairman of the Joint Chiefs of Staff. Also called

unified combatant command. (JP 1-02)

[In the context of this publication, unified command is defined as "At

the heart of the Incident Command System (ICS) is the concept

unified command. Unified command is founded in the leadership

principle of unity of command; wherein each person within an

organization reports to only one designated person. Consider that

whenever multiple jurisdictions and/or multiple agencies from within a

jurisdiction become involved in an incident each has its own chain of

command. The ICS concept calls for responding agencies to join

together in a unified command for the duration of the incident."

(NRP)]

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INDEX

ESF 7, 10

ESF 8, 11

ESF 9, 11

aeromedical evacuation system, 58

ESF1, 9

AFNORTH, 24

evacuation, 63

air terminal operations, 36

Airport, 35

assessment, 83

Assessment Team, 83

FAA, 36, 95

Assessment teams, 83

Facilities Unit, 70

FCC, 58

FCO, 19

Federal Bureau of Investigation, 17

Center for Law and Military Operations, 75

Federal Geographic Data Committee, 89

chaplains, 72

Federal Incident Response Support Team, 23

Combatant commanders, 24

FEMA, 9, 15, 21

Command and Control, 30

Fleet Command, 25

Communications, 29

Food Unit, 70

communications center, 31

communications support team, 32

Convoy, 73

Coordinates, 90

GARS, 85

CS, 3

Global Image Viewer, 94

global positioning system, 85

Ground Support Unit, 70

DCO, 23

Defense Coordinating Element, 23

Department of Health and Human Services, 53

harbor, 35

DHS, 15, 17

Hasty SAR, 48

Direct Assistance, 77

high speed vessels, 43

Disaster Medical Assistance Team, 58

HSPD-5, 16

Disaster Mortuary Operational Response Team, 58

HSV, 43

Disaster Relief, 77

DOJ, 45

domestic disasters, i, 3, 45

DSCA, 7

ICS, 18

Immediate Response, 27

incident command, 18

Indirect Assistance, 76

Eagle Vision, 94

information management, 32

EMAC, 18

Initial Response, 7

Emergency medical services, 54

ISR, 93, 94, 95

Emergency Preparedness Liaison Officer, 24

Emergency Response Team, 23

EOC, 7, 20

ESF, 9, 32

Joint field office, 21

ESF 10, 12

joint regional medical planner, 53

ESF 11, 12

Joint Task Force, 24

ESF 12, 12

Joint Task Force-Civil Support, 24

ESF 13, 13

JTF surgeo, 53

ESF 14, 13

ESF 15, 13

ESF 2, 9

ESF 3, 9

Lead Federal Agency, 17

ESF 4, 10

Liaison officers, 79

ESF 5, 10

Lillypads, 48

ESF 6, 10

lily pads, 63

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Logistics organizations, 70

logistics section, 70

MASCAL, 60

SAR, 32

mass casualties, 54

SAR Categories, 48

media, 81

SAR report, 98

media contact, 81

Secondary SAR, 48

Medical Fusion Cell, 54

Secretary of Defense, 17

Medical Unit, 70

Secretary of Homeland Security, 17

mortuary affairs, 71

Security, 63

Mortuary affairs, 71, 72

Serial, 73

Movement control, 64

serious incident reporting, 98

MSCLEA, 75

SITREP, 97

Multiagency coordination, 19

SMART SAR, 48

Multiple Casualty Entry Points, 54

Spot, 95

State Active Duty, 76

State Emergency Management Agency, 18

State Law Enforcement Agencies, 18

NAD 83, 89

Supply Unit, 70

National Geospatial-Intelligence Agency, 93

Navy cargo handing battalions, 39

NDMS, 56

NIMS, 7, 16

The National Guard, 18

NRP, 111

Title 10, 76

Title 14, 76

Title 32, 76

Treatment Priorities, 60

Office of Emergency Services, 21

Triage, 55, 59, 63

OPCON, 7

Triage Categories, 59

Triage Management, 59

PA, 81

Pacific Air Force, 25

uncontrolled airspace, 50

Pacific Fleet, 25

United States National Grid, 85

PCA, 75

US Army Corps of Engineers, 25

Personnel Protective Equipment, 55

US Army North, 24

phases, 3

US Army South, 24

Phases, 3

US Army, Pacific, 24

posse comitatus, 75

US Northern Command, 24

President, 17

US Pacific Command, 24

Preventive Medicine, 55

US Southern Command, 24

Primary SAR, 48

USNG, 89

Principal Federal Officer, 17

UTM coordinate system, 90

Procedural Control, 51

Public Affairs, 81

Veterinary Medical Assistance Team, 58

Voice Communication, 29

Radarsat, 95

Requests for assistance, 26

requests for military support, 26

Resuscitative Care, 56

WGS 84, 89

ROE, 78

ROVER, 94

RUF, 78

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FM 3-28.1

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AFTTP(I) 3-2.67

3 December 2007

By Order of the Secretary of the Army:

GEORGE W. CASEY JR.,

General, United States Army

Chief of Staff

Official:

JOYCE E. MORROW

Administrative Assistant to the

Secretary of the Army

0806403

DISTRIBUTION: Active Army, Army National Guard, and US Army Reserve: Not

to be distributed; electronic media only.

By Order of the Secretary of the Air Force

ALLEN G. PECK

Major General, USAF

Commander

Air Force Doctrine Development and Education Center

ACCESSIBILITY: Publications and forms are available on the e-Publishing website at

www.e-publishing.af.mil for downloading or ordering.

RELEASABILITY: Distribution authorized U.S. Government agencies and their contractors

only to protect technical or operational information from automatic dissemination under the

International Exchange Program or by other means. This protection applies to publications

required solely for official use and to those containing valuable technical or operational

information. This determination was made on 3 December 2007.

Military reference books and manuals (2009-2023, Volume 1) - page 29