Military reference books and manuals (2009-2023, Volume 3)

UNCLASSIFIED

MC0 P3000.19

PLN

22 April 2005

APPENDIX 15 TO ANNEX U TO USMC MAID-P

CMC DEACTIVATION MANPOWER GUIDANCE

1. Purpose. To provide an example of the CMC’s manpower guidance during the

redeployment and deactivation of activated USMCR units and individuals:

R 271903Z MAY 03

SAMPLE: CMC’S MANPOWER GUIDANCE

FM CMC WASHINGTON DC(uc)

DURING REDEPLOYMENT & DEACTIVATION

TO AL MARADMIN(uc)

OF ACTIVATED USMCR UNITS.

MARADMIN

UNCLASSIFIED

MARADMIN 257/03

MSGID/GENADMIN/CMC WASHINGTON DC/MPP//

SUBJ/TOTAL FORCE MANPOWER GUIDANCE FOR DEACTIVATION//

REF/A/MSG/CMC/240759ZMAY2002//

REF/B/MSG/CMC/171607ZJUL2002//

REF/C//DOC/CMC/30MAY2001//

REF/D/DOC/JSCMJ/MCM/2002/

REF/E/DOC/USC/02JAN2001//

REF/F/DOC/NAVMED P-117/1996//

REF/G//MSG/CMC/01170ZMAY2003//

REF/H/DOC/SECDEF/22APR2003//

REF/I/DOC/TMA/-/DOC/NAVMED//

REF/J/DOC/NAVMED/14MAY1987//

REF/K/MSG/CMC/150156ZJAN02//

REF/L/DOC/CMC/04FEB2000//

REF/M/MSG/CMC/200123ZMAR2003//

REF/N/DOC/CMC/07JUN2001//

REF/O/DOC/CMC/03DEC1998//

REF/P/DOC/CMC/14JUL2000//

REF/Q/MSG/CMC/130156ZFEB2003//

REF/R/DOC/CMC/07APR1994//

REF/S/MSG/CMC/061049ZMAY2003//

REF/T/MSG/CMC/121500ZMAY2003//

REF/U/MSG/CMC/121500ZMAY2003//

POC/L.L. MCGOWAN/LTCOL/CMC (MPP-60)/-/TEL:COM 703-784-9358

/TEL:DSN 278-9358//

POC/C.K. MACE/MAJ/CMC (RAP)/-/TEL:COM 703-784-9139/TEL:DSN 278-9139//

POC/S.A. ALBERT/CWO3/CMC (MIF)/-/TEL:COM 703-784-9043

/TEL:DSN 278-9043//

POC/A.J. DYER/LTCOL/CMC (MPO)/-/TEL:COM 703-784-9387

/TEL:DSN 278-9387//

POC/G.I. LEE/CWO4/CMC (MMSB)/-/TEL:COM 703-784-3991/TEL:DSN 278-3991//

POC/G.A. STRATTON/LTCOL/CMC (PLN)/-/TEL:COM 703-692-4370

/TEL:DSN 222-4370//

POC/T.A. FLORIAN/GS-13/CMC (LPC-3)/-/TEL:COM 703-695-8946

/TEL:DSN 225-8946//

POC/T.G. HADDIX/MSGT/CMC (RFL)/-/TEL:COM 703-614-4981

/TEL:DSN 224-4981//

POC/T.B. CAREY/CWO2/CMC (RFL)/-/TEL:COM 703-614-2224

/TEL:DSN 224-2224//

U-15-1

UNCLASSIFIED

POC/G.M. WILLIAMS/GS-11/CMC (MMSR)/-/TEL:COM 703-784-9306

/TEL:DSN 278-9306//

POC/V.P. TATE/MSGT/CMC (MMSR)/-/TEL:COM 703-784-9317

/TEL:DSN 278-9317//

POC/M.S. GREGG/GYSGT/CMC (RAM)/-/TEL:COM 703-784-0300

/TEL:DSN 278-0300//

POC/F.L. NUAR/CAPT/SMO-BUPERS/-/TEL:COM 202-762-3497

/TEL:DSN 762-3497/EMAIL: FLNUST@US.MED.NAVY.MIL.

POC/M.M. HOESING/CAPT/CMC (MRH)/-/TEL:COM 703-784-9522

/TEL:DSN 278-9522//

NARR/REF A IS MARADMIN 286/02, FIRST UPDATE TO TOTAL FORCE MANPOWER

GUIDANCE FOR PARTIAL DEMOBILIZATION. REF B IS MARADMIN 385/02,

SECOND UPDATE TO TOTAL FORCE MANPOWER GUIDANCE FOR PARTIAL

DEMOBILIZATION. REF C IS MCO P1900.16F, MARINE CORPS SEPARATION AND

RETIREMENT MANUAL (MARCORSEPMAN). REF D IS THE MANUAL FOR COURT

MARTIAL, RULES OF COURTS MARTIAL 202. REF E IS TITLE 10, UNITED

STATES CODE. REF F IS THE MEDICAL MANUAL OF THE NAVY

(NAVMED P-117). REF G IS CMC (HS) MSG MEDICAL GUIDANCE FOR

POST-DEPLOYMENT HEALTH ASSESSMENT. REF H IS SECDEF MEMORANDUM,

ENHANCED POST-DEPLOYMENT HEALTH ASSESSMENT. REF I IS TRICARE/CHAMPUS

POLICY MANUAL 6010.47M. REF J IS NAVMEDCOMINST, 6320.3B, MEDICAL AND

DENTAL CARE FOR ELIGIBLE PERSONS AT NAVY MEDICAL DEPARTMENT

FACILITIES. REF K IS MARADMIN 032/02, INDIVIDUAL EQUIPMENT ISSUE

GUIDANCE FOR PARTIAL MOBILIZATION IN SUPPORT OF OPERATION ENDURING

FREEDOM. REF L IS MCO P1050.3H, REGULATIONS FOR LEAVE, LIBERTY,

AND ADMINISTRATIVE ABSENCE. REF M IS MARADMIN 123/03 POLICY FOR

MANAGING RESERVES BEYOND SIXTEEN YEARS OF ACTIVE SERVICE AS A RESULT

OF INVOLUNTARY ACTIVATION. REF N IS MCO P1080.40C, MARINE CORPS

TOTAL FORCE SYSTEM PERSONNEL REPORTING INSTRUCTIONS MANUAL

(MCTFSPRIM). REF O IS MCO P1610.7E, PERFORMANCE EVALUATION SYSTEM.

REF P IS MCO P1070.12, MARINE CORPS INDIVIDUAL RECORDS ADMINISTRATION

MANUAL (IRAM). REF Q IS MARADMIN 058/03, AMPLIFIED UNIFORM CLOTHING

AND INDIVIDUAL EQUIPMENT ISSUE GUIDANCE FOR MOBILIZATION IN SUPPORT

OF OPERATIONS INVOLVED WITH THE GLOBAL WAR ON TERRORISM. REF R IS

MCO P10120.28F, INDIVIDUAL CLOTHING REGULATIONS (ICR). REF S IS

MARADMIN 214/03, FY03 MARINE CORPS ONLINE EXIT SURVEY. REF T IS

MARADMIN 228/03, TERMINATION OF STOP LOSS AND STOP MOVE.//

RMKS/1. THIS MARADMIN CANCELS REFS A AND B AND PROVIDES AMPLIFYING

GUIDANCE ON THE POLICIES AND PROCEDURES FOR DEACTIVATION. THIS

MESSAGE HAS BEEN COORDINATED WITH CMC (PP&0/I&L/P&R/RA) AND THE

MARFORS.

2. INTENT. THE INTENT OF THIS MARADMIN IS THREE-FOLD:

A. TO ENABLE COMMANDERS TO CONTINUE TO MEET THEIR OPERATIONAL

REQUIREMENTS WHILE ALLOWING THE MARINE CORPS TO DEACTIVATE THE

LARGEST POSSIBLE NUMBER OF RESERVE COMPONENT (RC) MARINES.

B. TO RECOGNIZE THE FACT THAT DURING THE DEACTIVATION PROCESS

THERE MAY ALSO BE A NUMBER OF RESERVE MEMBERS WHO MAY NOT HAVE THE

OPTION OF IMMEDIATE RETURN TO CIVILIAN EMPLOYMENT OR COLLEGE BECAUSE

OF PERSONAL DECISIONS MADE UNDER THE ANTICIPATED TIMELINE OF THEIR

ORIGINAL MOBILIZATION ORDERS. IN THESE CASES, COMMANDERS ARE

AUTHORIZED TO KEEP RC MARINES ON ACTIVE DUTY FOR AN EXTENDED PERIOD

OF TIME, EVEN UP TO THE DURATION OF THEIR ACTIVATION PERIOD, TO

ASSIST THEM IN EFFECTIVE DEMOBILIZATION AND RETURN TO THE COMMUNITY.

C. TO PROVIDE FLEXIBLE, RESPONSIVE, AND DETAILED DEACTIVATION

POLICIES AND PROCEDURES, ENABLING COMMANDERS TO MEET OPERATIONAL

REQUIREMENTS AND TAKE CARE OF RC MARINES WHO SUPPORTED THE CORPS SO

WELL DURING OPERATION IRAQI FREEDOM.

U-15-2

UNCLASSIFIED

3. APPLICATION. THIS MARADMIN APPLIES TO ACTIVATED RESERVE MEMBERS,

(IRR, SMCR UNIT MEMBERS, IMA, RECALLED RETIRED MEMBERS OF THE REGULAR

MARINE CORPS OR THE FMCR), AUGMENTEES RELEASED FROM ACTIVE DUTY,

EITHER AS A UNIT, DETACHMENT, OR INDIVIDUAL AUGMENTS (IA).

4. INFORMATION

A. CMC (PP&O), IN COORDINATION WITH COMMARFORLANT AND COMMARFORRES

WILL DIRECT THE DEACTIVATION OF ALL SMCR UNITS AND DETS. CMC (M&RA)

IN COORDINATION WITH COMMARFORRES (CG MCRSC) WILL DIRECT THE

DEACTIVATION OF ALL IA'S THROUGH THE GFC OR THE MSB/MPC.

B. THE GAINING FORCE COMMAND (GFC) IS RESPONSIBLE TO ENSURE MEMBERS

REPORT TO MOBILIZATION SUPPORT BATTALION (MSB), MOBILIZATION

PROCESSING CENTER (MPC), OR RESERVE TRAINING CENTER (RTC) WITH

SUFFICIENT TIME TO: OUTPROCESS (15 DAYS); TAKE ACCRUED LEAVE; AND

TRAVEL TO THEIR PLACE OF ENTRY TO ACTIVE DUTY (PLEAD).

C. DEFINITIONS

(1) DEACTIVATION DATE IS DEFINED AS THE LAST DAY A MEMBER IS ENTITLED

TO RECEIVE PAY AND ALLOWANCES.

(2) DEACTIVATION IS DEFINED AS THE PROCESS A MEMBER MUST FOLLOW IOT

BE RELEASED FROM ACTIVE DUTY FROM THE GFC TO THEIR PLEAD.

(3) INDIVIDUAL AUGMENTS (IA) INCLUDE IRR, RETIRED RECALL, AND IMA

MEMBERS.

(4) PRETRAINED INDIVIDUAL MANPOWER (PIM) CONSISTS OF IRR MEMBERS AND

RETIRED RECALL MEMBERS.

(5) FOR HQMC TRACKING PURPOSES, A MARINE IS CONSIDERED DEACTIVATED

ON THEIR FINAL DAY OF ACTIVE DUTY.

D. THIS MARADMIN AUTHORIZES THE GFC (FOR IMA) AND MSB/MPC

(FOR PIM'S) TO RELEASE MEMBERS FROM ACTIVE DUTY PRIOR

TO THE END DATE OF THEIR ORDERS WITHOUT FURTHER ORDERS

MODIFICATIONS. ENSURE THAT ACCRUED ANNUAL LEAVE SCHEDULED TO BE

TAKEN, OUTPROCESSING AND TRAVEL TIME, ARE INCLUDED WHEN DETERMINING

THE DEACTIVATION DATE TO ENSURE THIS DATE IS PRIOR TO THE ORDERS END

DATE. THE GFC/MSB/MPC DETACHING ENDORSEMENTS FOR EARLY DEACTIVATION

WILL REFERENCE THIS MARADMIN AND FOLLOW THE FORMAT IN PARA 5C(8).

E. THE GFC/MSB/MPC WILL PROVIDE CMC (MPP-60) AND MCRSC WITH A

SITUATION REPORT (EXCEL SPREADSHEET) ON THE 2ND AND 4TH FRIDAY OF

EACH MONTH BEGINNING ON 13 JUNE 2003 AND IN THE FOLLOWING FORMAT:

(1) GFC

(2) MCC

(3) RUC

(4) T/O

(5) LINE #

(6) BILLET DESCRIPTION

(7) BILMOS

(8) MOS

(9) RESERVE COMPONENT (IMA, IRR, SMCR, RETIRED RECALL)

(10) CURRENT ORDERS TYPE (PRC, ADSW-CO, MOBILIZATION)

(11) SSN

(12) GRADE

(13) LNAME

(14) FNAME

(15) MI

(16) CURRENT ORDERS START DATE (YYYYMMDD)

(17) EAS

(18) MPC MCC

(19) ESTIMATED ARRIVAL DATE AT MPC (YYYYMMDD)

(20) ESTIMATED DEACTIVATION DATE (YYYYMMDD)

(21) REQUEST TO EXTEND TO DATE (YYYYMMDD)

U-15-3

UNCLASSIFIED

(22) TOTAL MONTHS ON MOBILIZATION ORDERS (EXCLUDING PRC AND ADSW-CO

ORDERS)

(23) IS THIS REQUEST FOR EXTENSION BEYOND 24 MONTHS (YES OR NO)

(24) VOLUNTEER BEYOND 15 SEP 03 (YES OR NO)

(25) IS MARINE FILLING A CAP BILLET (YES OR NO)

(26) MEDICAL, LEGAL OR SANCTUARY (DOESN'T COUNT AGAINST CAP)

(27) CHANGE FROM LAST SITREP

MPC'S WILL UPDATE THE MARINE CORPS MOBILIZATION PROCESSING SYSTEM

(MCMPS) WITH EFFECTIVE EAS'S ON ALL PERSONNEL PROCESSING THROUGH THEIR

RESPECTIVE CENTERS.

F. MEDICAL/LEGAL/TRICARE

(1) ACTIVATED MEMBERS WHOSE STATUS HAS CHANGED DUE TO MEDICAL, LEGAL,

OR OTHER SITUATIONS THAT RENDER THE MARINE UNFIT TO PERFORM THE DUTY

FOR WHICH THE MEMBER WAS ACTIVATED, WILL BE PROCESSED IAW REF C.

MARINES WILL MAINTAIN A COMPONENT CODE OF KM AND WILL NOT BE RUN AS

COFG M OR L UNTIL THEY REACH THEIR PARTIAL MOBILIZATION ORDERS END

DATE. THE APPROPRIATE COFG ENTRY WILL BE RUN BY THE OWNING CMD.

(A) CONSISTENT WITH APPLICABLE LAWS AND REGULATIONS, ACTIVATED

MEMBERS PENDING DISCIPLINARY ACTIONS UNDER THE UNIFORM CODE OF

MILITARY JUSTICE (UCMJ), MAY HAVE THEIR ORDERS EXTENDED OR OTHERWISE

BE RETAINED ON ACTIVE DUTY WITHOUT THE MEMBER'S CONSENT, IAW REF D

AND SEC 802(D) OF REF E, PENDING RESOLUTION OF THE ALLEGATIONS.

REQUESTS TO DEACTIVATE A MEMBER IOT CIRCUMVENT THE LEGAL PROCESS IS

PROHIBITED.

(B) MEMBERS WITH MEDICAL OR LEGAL CONDITIONS THAT DEVELOPED PRIOR TO

DETACHING FROM THE GFC WILL REMAIN WITH THE GFC UNTIL IT IS RESOLVED.

MEMBERS WITH MEDICAL OR LEGAL CONDITIONS THAT DEVELOP AFTER REJOINING

THE MSB/MPC/RTC WILL REMAIN WITH THE MSB/MPC/RTC. THE MSB/MPC/RTC

RETAINS THE AUTHORITY TO SEND THESE MEMBERS TAD TO A LOCAL GFC IAW

WITH ANY LIGHT DUTY LIMITATIONS RECOMMENDED BY COMPETENT MEDICAL

AUTHORITY.

(2) PHYSICAL EXAMINATIONS ARE ONLY REQUIRED IF THE MEMBER DOES NOT

HAVE A CURRENT PHYSICAL IAW REF F, IF THE MEMBER REQUESTS A PHYSICAL,

OR AS DETERMINED BY A HEALTH CARE PROVIDER.

(3) EACH ACTIVATED MEMBER DEPLOYED OCONUS WILL COMPLETE THE POST

DEPLOYMENT HEALTH SURVEY AND ASSESSMENT (PDHA), DD FORM 2796, IN

THEATER OR AT THE PROCESSING SITE.

A MEDICAL PRACTITIONER,

(INDEPENDENT DUTY CORPSMAN, NURSE PRACTITIONER, PHYSICIAN ASSISTANT

OR PHYSICIAN) WILL REVIEW THESE FORMS IAW REFS G AND H.

(4) THIS POLICY DOES NOT CHANGE MEDICAL EVALUATION REQUIREMENTS FOR

ACTIVATED MEMBERS BEING RELEASED FROM ACTIVE DUTY. BOTH THE

DD FORMS 2796 (POST-DEPLOYMENT HEALTH ASSESSMENT) AND 2697 (REPORT OF

MEDICAL ASSESSMENT) MUST BE COMPLETED AND FILED IN THE MEMBER'S

MEDICAL RECORD.

(5) ELECTRONIC COPY OF THE DD 2796 WILL BE FORWARDED TO THE ARMY

MEDICAL SURVEILLANCE ACTIVITY (AMSA); AMSA, BUILDING T-20, ROOM 213;

ATTN: DEPLOYMENT FORMS; 6900 GEORGIA AVENUE, NW; WASHINGTON, DC

20907-5001; COMM: (202) 782-0471, DSN: 662-0471. AMSA WEB SITE IS:

WWW.AMSA.ARMY.MIL.

(6) THE NEW DD FORM 2796 IS AVAILABLE AT:

WWW.DIOR.WHS.MIL/ICDHOME/FORMINFO/FORMINFOPAGE2347.HTM.

(7) MEMBERS REQUIRING A MORE DETAILED MEDICAL EVALUATION OR TREATMENT

SHALL, WITH THE MEMBER'S CONSENT, BE RETAINED ON ACTIVE DUTY, OR

UNTIL THE RESULTING INCAPACITATION CANNOT BE MATERIALLY IMPROVED BY

FURTHER HOSPITALIZATION OR TREATMENT AND THE CASE HAS BEEN PROCESSED

AND FINALIZED THROUGH THE MEDICAL EVALUATION BOARD AND PHYSICAL

EVALUATION BOARD. BUPERS SENIOR MEDICAL OFFICER (SMO-BUPERS) IS THE

U-15-4

UNCLASSIFIED

SOLE AUTHORITY FOR GRANTING EXTENSIONS OR RETAINING ON ACTIVE DUTY,

THOSE MEMBERS REQUIRING FURTHER MEDICAL OR DENTAL TREATMENT.

(8) PER PAR 8505 OF REF C, DO NOT DISCHARGE OR RELEASE UPON EAS, ANY

ACTIVATED MEMBERS IF MEDICAL TREATMENT OR DISABILITY PROCEEDINGS HAVE

NOT YET BEEN COMPLETED, UNLESS THE MEMBER SPECIFICALLY REQUESTS TO BE

RELEASED FROM ACTIVE DUTY. IF THE MEMBER REQUESTS RELEASE FROM

ACTIVE DUTY, COUNSEL THE MEMBER, INCLUDING A PAGE 11 ENTRY IAW REF C,

AND ENSURE THE MEDICAL PROBLEM IS FULLY DOCUMENTED. IN ALL CASES

WHERE A MEDICAL PROBLEM IS DOCUMENTED, A LINE OF DUTY DETERMINATION

SHALL BE MADE. THE MARINE MAY APPLY FOR NOTICE OF ELIGIBILITY (NOE)

BENEFITS THROUGH THEIR LOCAL RESERVE UNIT OR MCRSC ONCE DEACTIVATED.

(9) RESERVE MEMBERS NO LONGER ON ACTIVE DUTY WHO HAVE DEPLOYMENT

RELATED HEALTH CONCERNS SHOULD INITIATE CONTACT WITH THEIR RESERVE

UNIT OR A DEPARTMENT OF VETERANS AFFAIRS (VA) REGIONAL OFFICE TO

INITIATE A DISABILITY CLAIM TIED TO ACTIVE SERVICE. MEDICAL FACILITY.

IAW REF I, COMBAT VETERANS ARE ELIGIBLE FOR CARE TWO YEARS POST

DISCHARGE IN THE VA HEALTH SYSTEM FOR ANY ILLNESS, EVEN IF THERE IS

INSUFFICIENT MEDICAL EVIDENCE TO CONCLUDE THAT THEIR ILLNESS IS

ATTRIBUTABLE TO THEIR MILITARY SERVICE.

(10) RESERVE MEMBERS ORDERED TO ACTIVE DUTY FOR MORE THAN 30 DAYS,

ARE ENTITLED TO TRANSITIONAL HEALTH CARE BENEFITS UPON DEACTIVATION,

IAW CHAP 11 SEC 10.1 OF REF I. DEACTIVATED RESERVISTS WITH LESS

THAN 6 CUMULATIVE YEARS OF ACTIVE DUTY ARE ELIGIBLE FOR 60 DAYS OF

TRICARE STANDARD/PRIME HEALTHCARE COVERAGE; THOSE WITH 6 OR MORE

CUMULATIVE YEARS ARE ELIGIBLE FOR 120 DAYS OF TRICARE STANDARD/PRIME

HEALTHCARE COVERAGE. FAMILY MEMBERS ARE ELIGIBLE FOR THIS BENEFIT.

MEMBERS MUST RE-ENROLL TO RECEIVE THE TRICARE PRIME BENEFIT.

CUMULATIVE ACTIVE DUTY TIME IS DETERMINED BY DIVIDING A MEMBER'S

TOTAL ACTIVE DUTY POINTS BY 365.

(11) UPON DEACTIVATION, MEMBERS MUST RE-ENROLL IN THE TRICARE DENTAL

PROGRAM IOT RECEIVE FURTHER DENTAL SERVICES.

(12) MATERNITY BENEFITS FOR DEACTIVATED MEMBERS ARE AVAILABLE USING

THE EX-SERVICE MATERNITY CARE BENEFIT IAW REF J OR THROUGH THE VA

HEALTH SYSTEM. A DIRECTORY OF THE WOMEN VETERANS COORDINATORS,

ELIGIBILITY REQUIREMENTS, AND OTHER BENEFITS CAN BE LOCATED ON THE VA

WEB SITE, WWW.VA.GOV/WOMENVET.

G. INDIVIDUAL EQUIPMENT

(1) ALL 782 GEAR, NBC PPE, TAM TYPE 3 EQUIPMENT AND T/O WEAPONS THAT

WERE ISSUED TO THE MEMBER MUST BE RETURNED TO THE ISSUING FACILITY

PRIOR TO DEACTIVATION. GFC MUST COORDINATE WITH COMMARFORRES,

COMMARCORBASESLANT, COMMARCORBASESPAC, CG MCB QUANTICO, AND LOCAL

SUPPORT ACTIVITIES (I.E., CIF, CTEP, ETC) TO ESTABLISH DETAILED

TURN-IN PROCEDURES.

(2) THE GFC/MSB/MPC MUST INCLUDE IN THE REMARKS OF THE DETACHING

ENDORSEMENT ON THE MEMBER'S ORDERS, THE FOLLOWING:

(A) A LIST OF INDIVIDUAL EQUIPMENT COLLECTED BY THE GFC. IF THE LIST

IS LENGTHY, IT MAY BE ATTACHED.

(B) IF NO GEAR HAS BEEN COLLECTED, THE REMARKS MUST STATE: "NO GEAR

HAS BEEN COLLECTED."

TO INCLUDE THE SERIAL NUMBER FOR ANY SERIALIZED EQUIPMENT. COMPLETE

AND SIGN A MISSING GEAR STATEMENT, PER UM 4400-124, IDENTIFYING ANY

LOST, MISSING OR DAMAGED ITEMS.

(3) THE GFC IS RESPONSIBLE FOR ANY LOST, MISSING OR DAMAGED EQUIPMENT

NOT IDENTIFIED ON THE DETACHING ENDORSEMENT OR SUPPORTED BY A MISSING

GEAR STATEMENT IAW REF K.

H. LEAVE

U-15-5

UNCLASSIFIED

(1) TO PROMOTE POSITIVE MORALE AND INCREASED LEVELS OF PERFORMANCE,

COMMANDS SHALL ENCOURAGE AND ASSIST ALL MEMBERS TO USE THEIR ACCRUED

LEAVE PRIOR TO BEING RELEASED FROM ACTIVE DUTY. MEMBERS WITH ACCRUED

LEAVE SHALL, WITHIN STATUTORY LIMITATIONS, BE GIVEN THE OPTION OF:

(1) TAKING ANNUAL OR TERMINAL LEAVE, (2) SELLING BACK LEAVE

OR (3) A COMBINATION THEREOF IAW REF L.

(2) MEMBERS WHO WANT TO TAKE LEAVE PRIOR TO BEING RELEASED FROM

ACTIVE DUTY, BUT WHOSE OPERATIONAL SITUATION PREVENTS THEM FROM

DOING SO, MAY REQUEST TO BE VOLUNTARILY EXTENDED ON ACTIVE DUTY TO

USE ACCRUED LEAVE PROVIDING THE EXTENSION DOES NOT CAUSE THEM TO

EXCEED 24 CUMULATIVE MONTHS ON ACTIVATION ORDERS. ALL EXTENSION

REQUESTS MUST BE SUBMITTED VIA THE CHAIN OF COMMAND TO CMC (MPP-60).

BE ADVISED THAT SUCH REQUESTS ARE NOT ENCOURAGED AND WILL BE HIGHLY

SCRUTINIZED BY THIS HEADQUARTERS.

(3) MEMBERS THAT HAVE BEEN ACTIVATED IN SUPPORT OF A CONTINGENCY, WHO

HAVE ALREADY SOLD BACK THEIR CAREER LIMIT OF 60 DAYS, ARE AUTHORIZED

TO SELL BACK ANNUAL LEAVE ACCRUED DURING THIS CONTINGENCY. LUMP SUM

LEAVE (LSL) PAID IS NOT INCLUDED IN A CUMULATIVE TOTAL CAREER LSL.

I. USE OF THE TRANSITIONAL ASSISTANCE PROGRAM WILL BE ENCOURAGED AND

BE MADE AVAILABLE TO ALL ACTIVATED MEMBERS WHO DESIRE IT. HOWEVER,

IT IS NOT A REQUIREMENT FOR DEACTIVATION.

J. SANCTUARY. RESERVISTS ON ACTIVE DUTY WITHIN TWO YEARS OF

RETIREMENT ELIGIBILITY (THE EIGHTEEN-YEAR ACTIVE SERVICE MARK) WILL

NOT BE INVOLUNTARILY RELEASED BEFORE BECOMING ELIGIBLE FOR RETIREMENT

PAY UNLESS APPROVED BY THE SERVICE SECRETARY IAW REF M.

K. SELECTED MARINE CORPS RESERVE (SMCR) UNITS/DETACHMENTS:

(1) COMUSMARCENT WILL TPFDD, FOR REDEPLOYMENT, GAINED SMCR UNITS.

UNITS WILL RETURN TO DESIGNATED APOD FOR FURTHER TRANSPORTATION TO

THE UNIT'S ORIGIN (I.E., RESERVE TRAINING CENTER) AND RELEASED FROM

ACTIVE DUTY.

(A) ACTIVATED SMCR UNITS REMAIN UNDER THE COMBATANT COMMAND (COCOM)

AUTHORITY OF CDRUSJFCOM AND ARE COMMANDED BY COMMARFORLANT UNTIL THE

UNIT IS DEACTIVATED. BY NAVAL MESSAGE, CO'S OR DET OIC'S WILL REPORT

TO COMMARFORRES UPON DEACTIVATION. UPON RETURN OF THE UNIT TO ITS

RTC, COMMARFORRES WILL SUPPORT COMMARFORLANT BY COORDINATING

ADMINISTRATIVE AND MEDICAL/DENTAL SERVICES AS REQUIRED. FUNDING

SUPPORT FOR ACTIVATED UNITS REMAINS A COMMARFORLANT RESPONSIBILITY

UNTIL UNIT IS DEACTIVATED AND EQUIPMENT REPAIR ORDERS (ERO) ARE

CLOSED.

(B) COMMARFORLANT WILL COORDINATE WITH CMC (PPO) AND INFO

COMMARFORRES FOR RELEASE OF DEACTIVATION MSG OF ALL ACTIVATED UNITS.

(2) SMCR UNITS DEPLOYED WITH ORGANIC ADMINISTRATIVE CAPABILITIES WILL

CONDUCT THEIR OWN ADMINISTRATIVE OUT-PROCESSING WHILE STILL DEPLOYED

TO THE GFC. THE ASSIGNED MOBRUC WILL TERMINATE "TAD EXCESS" OF ALL

MEMBERS. THE UNIT SITE SUPPORT RUC THE MEMBERS WERE INITIALLY

PROCESSED THROUGH WILL REPORT "FROM TAD" PER REF N. UNITS WILL

COMPLETE ALL PROCESSING IAW INSTRUCTIONS CONTAINED BELOW. UNITS WILL

RETURN WITH ALL COMMARFORRES PROVIDED INDIVIDUAL EQUIPMENT. UPON

COMPLETION OF OUT PROCESSING, MEMBERS WILL BE ORDERED TO THE

RESIDENCE FROM WHICH THEY WERE ACTIVATED.

(3) INSTRUCTIONS FOR SMCR UNITS DEPLOYED AS A DET (INDIVIDUAL OR

GROUP) NOT POSSESSING ORGANIC ADMINISTRATIVE CAPABILITIES. UPON

COMPLETION OF ADMINISTRATIVE OUT-PROCESSING AND RECOVERY OF GFC

ISSUED INDIVIDUAL EQUIPMENT, GFC WILL TERMINATE "TAD EXCESS" OF THE

MEMBER(S). THE SITE SUPPORT RUC OF THE RTC WHERE THE MEMBERS WERE

INITIALLY PROCESSED WILL REPORT "FROM TAD" PER REF N. THE RTC WILL

COMPLETE ALL DEACTIVATION PROCESSING IAW INSTRUCTIONS CONTAINED

U-15-6

UNCLASSIFIED

BELOW. DETS WILL RETURN WITH ALL COMMARFORRES PROVIDED INDIVIDUAL

EQUIPMENT. UPON COMPLETION OF DEACTIVATION PROCESSING, THE RTC WILL

ORDER MEMBERS TO THE RESIDENCE FROM WHICH THEY WERE ACTIVATED.

5. PROCESS

A. THE DEACTIVATION PROCESS IS DETERMINED BASED ON A MEMBER'S

RESERVE CATEGORY.

(1) IRR MEMBERS MUST OUTPROCESS FROM THE GFC, TO THE MSB/MPC, TO

THEIR PLEAD.

(2) IRR MEMBERS WHO DID NOT INPROCESS FROM THEIR PLEAD THROUGH THE

MSB/MPC TO THE GFC, MUST OUTPROCESS FROM THEIR GFC, TO THE MSB/MPC,

TO THEIR PLEAD.

(3) IMA MEMBERS WHO WERE ACTIVATED AND DEPLOYED OCONUS MUST

OUTPROCESS FROM THE GFC, TO THE MPC, TO THEIR PLEAD.

(4) IMA MEMBERS WHO WERE ACTIVATED AND INPROCESSED DIRECTLY TO THEIR

GFC WILL OUTPROCESS FROM THE GFC TO THEIR PLEAD.

(5) SMCR MEMBERS WHO WERE ACTIVATED AS AN IA AND INPROCESSED THROUGH

AN MSB/MPC TO THEIR GFC MUST OUTPROCESS FROM THE GFC, TO THE MSB/MPC,

TO RTC, TO THEIR PLEAD.

(6) SMCR MEMBERS WHO WERE ACTIVATED WITH THEIR UNIT OR A DET WILL

OUTPROCESS FROM THE GFC, TO THE RTC, TO THEIR PLEAD.

B. OUTPROCESSING MUST BE COMPLETED NLT THE DEACTIVATION DATE.

COMMANDS ARE NOT AUTHORIZED TO RETAIN MEMBERS BEYOND THE DEACTIVATION

DATE. THE GFC (FOR IMA AND SMCR MEMBERS) AND MPC (FOR IRR'S) MUST

ALLOW ENOUGH OUTPROCESSING TIME FOR A MEMBER TO COMPLETE HIS FINAL

PHYSICAL, RECOVERY OF INDIVIDUAL EQUIPMENT ISSUED, USE OF ACCRUED

ANNUAL LEAVE, ADMINISTRATIVE PROCESSING AND USE OF TRAVEL DAYS TO

THEIR PLEAD. GFC MUST COORDINATE WITH THE MSB/MPC FOR THE MEMBER TO

RETURN TO THE MSB/MPC FOR OUTPROCESSING; NORMALLY THIS IS NO LATER

THAN 15 WORKING DAYS (EXCLUDING LEAVE), PRIOR TO THE DEACTIVATION

DATE.

C. ADMINISTRATIVE PROCESSING

(1) UNIT DIARY (UD) ENTRIES:

(A) MEMBERS JOINED TO THE MSB/MPC AND THEN SENT "TO TAD EXCESS" WILL

BE RETURNED TO THE MSB/MPC FROM THE GFC, TO BE RELEASED FROM ACTIVE

DUTY.

(B) THE GFC WILL REPORT ON UNIT DIARY:

TTC 461 000 ____ATT TERM ____ RUC _____

TTC 107 000 FROM TAD _____ RUC _____

(D) MEMBERS THAT WERE JOINED DIRECTLY TO THE GFC WILL BE RELEASED

FROM ACTIVE DUTY FROM THE GFC.

(E) THE FOLLOWING IS A LIST OF UD ENTRIES THAT MUST BE REPORTED ON

ALL ACTIVATED MEMBERS PRIOR TO BEING DEACTIVATED IN SEQUENTIAL ORDER:

TTC 323 002 STOP PERSTEMPO ED ________

TTC 190 002 STOP FSAT ED ________

TTC 389 001 STOP BAH ED ________

TTC 277 000 STOP CONUS COLA (_) EFF________

TTC 115 030 ______ TO LWAS ______ ______ SEP DATE (USED FOR THOSE

TAKING LEAVE AT THE END OF THEIR ORDERS)

TTC 401 000 ________LSL _._ DAS (SELLING BACK LEAVE)

TTC 813 000 ______ LAST PHYSICAL EXAM ________

TTC 499 001 ______ HIV III _________

TTC 140 002 DATE AFR MED ________

TTC 335 000 ________ MARKS PRO_._ CON_._ OCC__ ED________

(FOR CPLS AND BELOW)

TTC 887 000 ________ STOP CRISIS CODE ___ EFF DTE________

TTC 499 009 SECURITY LECTURE ____

U-15-7

UNCLASSIFIED

ADDITIONAL COMBAT-RELATED ENTRIES, IF APPLICABLE. THIS LIST IS NOT

ALL INCLUSIVE. MOS-RELATED ENTRIES REFER TO REF N. ENSURE ANY

TRAINING COMPLETED WHILE ON ACTIVE DUTY IS REPORTED IN MCTFS VIA

UNIT DIARY. THIS INCLUDES, BUT IS NOT LIMITED TO, LATEST PFT, DLPT

SCORES, MCI, PME AND COLLEGE COURSES COMPLETED.

TTC 151 001 CBT SERV ______ (COMBAT SERVICE CODE)

TTC 120 001 LASTTOUR CBT______ (SERVED SPECIFIED TIME IN COMBAT AREA)

TTC 433 000 STOP TAX EXCL_____ (SERVED IN A COMBAT AREA AND IS

EXCLUDED FROM TAX)

TTC 161 000 EX POW ______ (IF MEMBER WAS EVER AN EX-POW)

TTC 125 004 CR HDP ________ TO ________ (HARDSHIP DUTY PAY FOR

ENLISTED/CANNOT COMBINE W/CAREER SEA PAY)

TTC 297 001 CRED HFP __/________ TO ________ (HOSTILE FIRE OR

IMMINENT DANGER PAY)

REPORT WHEN ALL PREVIOUS ENTRIES HAVE POSTED:

TTC 499 024 _____ HOME TELEPHONE NUMBER____

TTC 499 025 _____ HOME ADDRESS/____/____/____/____/____/____

TTC 122 000 _____ ECC_____(IF SKED TO BE SEP PRIOR TO ECC).

REPORT WHEN ALL PREVIOUS ENTRIES HAVE POSTED:

TTC 378 000 ______DROP SPD MBK5 H RE__ ED______

(2) SERVICE RECORD ENTRIES:

(A) MEMBERS THAT WERE JOINED TO THE MSB/MPC AND THEN SENT "TO TAD

EXCESS" WILL BE RETURNED TO THE MSB/MPC FROM THE GFC, TO BE RELEASED

FROM ACTIVE DUTY.

(B) THE GFC WILL RECORD ON PAGE 3: "YYYYMMDD ATT TERM"

AND "YYYYMMDD RELACDU TR SMCR/IMA/IRR/RUC."

(D) MEMBERS THAT WERE JOINED DIRECTLY TO THE GFC WILL BE RELEASED

FROM ACTIVE DUTY FROM THE GFC AND WILL RECORD ON PAGE 3: "YYYYMMDD

RELACDU TR SMCR/IMA/IRR/RUC."

(E) PAGE 11 ENTRIES WILL INCLUDE, BUT ARE NOT LIMITED TO, SEPARATION

BENEFITS, COUNSELING ENTRIES AND SECURITY AT/FP DEBRIEFS.

(F) PAGE 12 ENTRY FOR THE ARMED FORCES RESERVE MEDAL W/"M" DEVICE

WITH THE EFFECTIVE DATE OF THE BEGINNING DATE OF THE ORDERS.

(3) DD FORM 214 (CERTIFICATE OF RELEASE OR DISCHARGE FROM ACTIVE

DUTY). A DD 214 WILL BE ISSUED ON THE DEACTIVATION DATE, REGARDLESS

OF THE NUMBER OF DAYS THE MEMBER SERVED. THE ONLY EXCEPTION IS FOR

THOSE MEMBERS WHO WERE FOUND NPQ DURING INITIAL INPROCESSING AT THE

IMPC OR THE MPC. THE REMARKS SECTION OF THE DD FORM 214 WILL INCLUDE:

"ACTIVATION IN SUPPORT OF OPERATIONS NOBLE EAGLE/ENDURING FREEDOM, OR

ANY OTHER SUCH OPERATIONS ASSOCIATED WITH THE WORLD TRADE CENTER AND

PENTAGON ATTACKS, IDENTIFIED IN THE PROVISION(S) OF LAW UNDER WHICH A

MEMBER SERVED ON ACTIVE DUTY." ADDITIONALLY, DUTY LOCATION AND DATES,

IF ANY, OF SERVICE IN THE DESIGNATED IMMINENT DANGER PAY AREAS FOR

OPERATIONAL MISSIONS ASSOCIATED WITH THE WORLD TRADE CENTER AND

PENTAGON ATTACKS WILL BE INCLUDED IN THIS SECTION.

(4) NAVMC 11060 (SEPARATION/ELECTION VOUCHER). ALL MEMBERS WILL BE

ISSUED A NAVMC 11060 FOR THEIR FINAL PAY AND ALLOWANCES THROUGH THEIR

SEPARATING COMMAND. CMC (P&R) WILL PROVIDE SPECIFIC DISBURSING

SUPPORT GUIDANCE TO BE RELEASED IN A SEPARATE MARADMIN.

(5) PRO/CONS (PROFICIENCY AND CONDUCT MARKINGS). IAW REF P ENSURE

PRO/CON MARKS ARE COMPLETED AND REPORTED ON UNIT DIARY, FOR ALL

CORPORALS AND BELOW PRIOR TO THE MEMBER DEACTIVATING. THE ENDING

DATE OF THESE MARKS WILL BE THEIR DEACTIVATION DATE. MEMBERS WHO

RETURNED FROM THE GFC TO THE MPC, WILL BE ISSUED PRO/CON MARKS BY

THE GFC AND WILL BE ANNOTATED IN THE DETACHING ENDORSEMENT ISSUED

BY THE GFC AND ATTACHED TO THE MEMBER'S ORDERS.

U-15-8

UNCLASSIFIED

(6) NAVMC 10835A (FITNESS REPORT) THE GFC WILL ENSURE FITNESS REPORTS

ON ALL SERGEANTS AND ABOVE ARE COMPLETED AND SUBMITTED TO CMC (MMSB)

PRIOR TO THE DEACTIVATION DATE IAW REF O. THE END DATE OF THE

FITNESS REPORT WILL BE THEIR DEACTIVATION DATE.

THE SUBMISSION

DATE MUST BE ANNOTATED ON THE MEMBER'S DETACHING ENDORSEMENT ISSUED

BY THE GFC AND ATTACHED TO THE MEMBER'S ORDERS.

(7) AWARDS. ISSUE AUTHORIZED SERVICE/CAMPAIGN AWARDS.

(8) DETACHING ENDORSEMENT. GFC/MSB/MPC MUST INCLUDE A DETACHING

ENDORSEMENT WITH THE MEMBER'S ORDERS. DISBURSING OFFICES WILL BASE

THEIR CALCULATIONS FOR ENTITLEMENTS ON THE DEACTIVATION DATE CONTAINED

IN THE FINAL ENDORSEMENT (LINE 5C(8)(B) BELOW). THE FOLLOWING MUST BE

INCLUDED:

(A) DETACHING TIME AND DATE.

(B) EFFECTIVE DATE OF SEPARATION FROM ACTIVE DUTY, (ENSURE THIS DATE

IS THE SAME AS THE EAS/ECC RUN IN MCTFS),

(D) INCLUSIVE TRAVEL DAYS ARE: XXX.

(E) PLEAD IS: STREET, CITY, STATE, AND ZIP.

(F) LEAVE DATES (IF TAKING LWAS.)

(G) GEAR INVENTORY STMT.

(H) PRO/CON MARKS FOR CPLS AND BELOW.

(I) FITNESS REPORT SUBMISSION DATE FOR SGTS AND ABOVE.

(J) IF THE GFC IS RETURNING THE MEMBER TO THE MSB/MPC, ALSO INCLUDE

AN ESTIMATED DATE OF ARRIVAL TO THE MSB/MPC ON THE DETACHING

ENDORSEMENT.

(9) IDENTIFICATION CARD (ID CARD), A MEMBER'S ACTIVE DUTY ID CARD

MUST BE RECOVERED AND A RESERVE ID CARD ISSUED. IF A MEMBER TAKES

TERMINAL LEAVE, ENSURE THAT THE MEMBER UNDERSTANDS THAT THE ACTIVE

DUTY ID CARD AND DEPENDENT ID CARDS (IF APPLICABLE), MUST BE TURNED

IN AT THE NEAREST ID CARD CENTER AT THE EXPIRATION OF THEIR TERMINAL

LEAVE. THE ID CARD CENTER WILL ISSUE A RESERVE ID CARD OR

TRANSITIONAL ID CARDS, AS APPROPRIATE.

(10) DD FORM 1351-2 (TRAVEL CLAIMS). TRAVEL CLAIMS MUST BE SUBMITTED

TO THE SEPARATING ACTIVITY ON A MEMBER'S DEACTIVATION DATE.

GFC/MSB/MPC WILL ASSIST AND REVIEW A MEMBER'S TRAVEL CLAIM FOR

ACCURACY AND SUBMIT IT TIMELY TO DISBURSING (TRAVEL SECTION) FOR

FINAL LIQUIDATION. CMC (P&R) WILL PROVIDE SPECIFIC TRAVEL SUPPORT

GUIDANCE TO BE RELEASED IN A SEPARATE MARADMIN/TAN.

(11) RECORD EXIT CLOTHING INVENTORY AND COUNSELING ON NAVMC FORM

631/631A IAW PARA 1500 OF REF C, AS DIRECTED BY REFS P, Q AND R.

FILE FORMS 631/631A IN THE INDIVIDUAL'S SRB.

(12) RECORD EQUIPMENT INVENTORY IAW PARA (4G).

(13) MEDICAL/DENTAL. ENSURE MEMBERS HAVE CURRENT PHYSICAL AN DENTAL

ASSESSMENTS AND THAT DD FORMS 2796 AND 2797 (IAW PARA 4F) ARE

COMPLETED AND FILED.

(14) EXIT SURVEY. ENSURE ALL MEMBERS PARTICIPATE IN THE DOD ONLINE

EXIT SURVEY IAW REF T.

(15) TRANSPORTATION ARRANGEMENTS. GFC/MPC WILL ASSIST THE MEMBER IN

TRANSPORTATION ARRANGEMENTS FOR THOSE THAT ARE TRAVELING BY COMMERCIAL

TRANSPORTATION FROM THEIR SEPARATING COMMAND TO THEIR PLEAD.

(16) SERVICE RECORDS TRACKING. UPON COMPLETION OF PROCESSING THE

MEMBER FOR DEACTIVATION, SERVICE RECORD, MEDICAL RECORD AND DENTAL

RECORD MUST BE CLOSED OUT AND FORWARDED AS FOLLOWS:

(A) IRR AND IMA RECORDS WILL BE FORWARDED TO CG MCRSC VIA CERTIFIED

MAIL.

(B) SMCR DET RECORDS WILL BE HANDCARRIED BY THE MEMBER TO THE RTC OF

INITIAL PROCESSING.

U-15-9

UNCLASSIFIED

RTC.

(D) RETIRED RECALL RECORDS WILL BE FORWARDED IAW PARA 1101.7 OF REF B.

(17) SEPARATION BRIEFS ARE CONDUCTED AT THE SEPARATING ACTIVITY. THEY

ARE DESIGNED TO INFORM THE SEPARATING MEMBER OF ENTITLEMENTS ONCE THEY

ARE SEPARATED. SEPARATION BRIEFS ARE NORMALLY DOCUMENTED ON PAGE 11

OF THE MEMBER'S SERVICE RECORD. USE OF THE TRANSITIONAL ASSISTANCE

PROGRAM IS NOT REQUIRED; HOWEVER, IT USE WILL BE ENCOURAGED FOR ANY

DEACTIVATING MEMBER DESIRING ASSISTANCE.

(18) SECURITY DEBRIEFS ARE CONDUCTED AT THE BASE OR STATION OF WHICH

THE MEMBER HAS BEEN ASSIGNED. NORMALLY, ANTITERRORISM/FORCE

PROTECTION DEBRIEFS ARE DOCUMENTED ON PAGE 11 OF THE MEMBER'S SERVICE

RECORD.

(19) STOP LOSS. MEMBERS WHO ARE BEYOND THEIR RECC DUE TO STOP LOSS,

AND WHO DO NOT HAVE A VALID EXTENSION OR REENLISTMENT AGREEMENT, WILL

BE STOP LOSSED FOR AN ADDITIONAL 90 DAYS BEYOND THEIR DEACTIVATION

DATE. THIS WILL ENABLE THEM TO REQUEST REENLISTMENT, EXTENSION OR

RETIREMENT. RESERVISTS WHO FAIL TO REENLIST, EXTEND OR RETIRE WILL

BE DISCHARGED. SPECIFIC GUIDANCE ON APPLYING STOP LOSS TO THESE

RESERVISTS IS CONTAINED IN REF T. PER REF C, AND UPON DEACTIVATION,

RETIREMENT REQUESTS WILL BE SUBMITTED VIA AA FORM IF THE RESERVIST IS

UNABLE TO MEET THE 120-DAY DEADLINE FOR REQUESTS SUBMITTED THROUGH

MCTFS. HISTORY STATEMENT MUST BE INCLUDED STATING: "MEMBER IS

EXTENDED TO YYYYMMDD IAW MARADMIN 007/03 STOP MOVE AND STOP LOSS

POLICY IAW REF U.

(20) CONVENIENCE OF THE GOVERNMENT (COFG). THERE ARE THREE CATEGORIES

THAT MAY AFFECT A MEMBER FROM BEING DEACTIVATED. THEY ARE:

(A) FOR LEGAL HOLD (COFGL)

(B) FOR MEDICAL HOLD (COFGM)

IF AT THE END OF THE MEMBER'S ORDERS, THE MEMBER'S DUTY STATUS HAS

NOT RETURNED TO FULL DUTY DUE TO LEGAL, MEDICAL OR OTHER SITUATIONS

THAT RENDER THE MEMBER UNFIT TO PERFORM THE DUTY FOR WHICH THEY WERE

ACTIVATED, THEY WILL BE RETAINED ON ACTIVE DUTY IN A COFG STATUS.

THE GFC/MSB/MPC MUST SUBMIT A NAVAL MESSAGE WITH COMPLETE

JUSTIFICATION, TO CMC (MPP-60) VIA CHAIN OF COMMAND, REQUESTING THE

MEMBER BE RETAINED AND ISSUED APPROPRIATE ORDERS (MEDICAL HOLD, LEGAL

HOLD OR INVOLUNTARY ORDERS). GFC/MSB/MPC WILL REPORT THE APPROPRIATE

COFG ENTRY ON UNIT DIARY THE DAY AFTER THE DEACTIVATION DATE. CMC

(MPP-60) WILL MAKE THE DETERMINATION AS TO THE LENGTH OF THE

APPROPRIATE ORDERS AND ISSUE FURTHER GUIDANCE DEPENDING ON THE

CIRCUMSTANCES OF THE REQUEST.

(21) CMC ACCOUNTABILITY. MSB/MPC'S WILL ENSURE DEACTIVATION ACTIONS

ARE ANNOTATED IN THE MARINE CORPS MOBILIZATION PROCESSING SYSTEM

(MCMPS) SOFTWARE AND DAILY EXPORTS ARE SUBMITTED TO CMC (MPP-60).

CMC (MPP-60) WILL PROVIDE DETAILED MCMPS INSTRUCTIONS UNDER SEPARATE

CORRESPONDENCE.

6. TRICARE HANDBOOK IS NOW INTERACTIVE AND AVAILABLE ON THE TRICARE

WEB AT WWW.TRICARE.OSD.MIL/TRICAREHANDBOOK.//

U-15-10

UNCLASSIFIED

MC0 P3000.19

PLN

22 April 2005

APPENDIX 16 TO ANNEX U TO USMC MAID-P

COMMARFORLANT REQUEST TO DEACTIVATE ACTIVATED ASSIGNED CDRUSJFCOM

USMCR UNITS

1. Purpose. To provide an example of the COMMARFORLANT request to CMC

requesting USMCR unit deactivation.

RAAUZYUW RUEOMFN7869 0211535-UUUU--RUEACMC.

ZNR UUUUU ZUI RUEOMCF5262 0211535

R 211516Z JAN 04

FM COMMARFORLANT

TO RUEACMC/CMC WASHINGTON DC//POC/PPO/PO//

ZEN/CMC WASHINGTON DC

ZEN/COMMARFORRES

INFO RUCBACM/CDR USJFCOM NORFOLK VA//J3/J33//

ZEN/COMMARFORLANT

U N C L A S //N03000//

MSGID/GENADMIN/COMMARFORLANT/-/JAN//

SUBJ/DEACTIVATION REQUEST ICO DET B, 4TH FSSG HQ //

REF/A/LTR/COMMARFORRES/20 JAN 04//

REF/B/MSG/CMC/272221ZJAN03//

PAGE 02 RUEOMFN7869 UNCLAS

NARR/REF A IS COMMARFORRES PLANS/FORCE ACTIVATION OFFICER E-MAIL

REQUESTING DEACTIVATION OF DET B, 4TH FSSG HQ, THAT WAS ACTIVATED

ISO COMMARFORRES FOR DEPLM SPT OPS. REF B IS CMC PARTIAL MOB

SEQUENCE #1037 ACTIVATING DET B, 4TH FSSG HQ,

ON 31 JAN 03.

POC/R.J. WHITE/LTCOL/COMMARFORLANT/G3/5/7/DSN: 836-0744/

COML: 757-836-0744/NIPRNET: WHITERJ@MARFORLANT.USMC.MIL/

RMKS/1. THIS IS A REQUEST TO DEACTIVATE DET B, 4TH FSSG HQ.

2. PER REF A, THERE IS NO LONGER REQR TO MAINTAIN DET B, 4TH FSSG

HQ ON ACTIVE DUTY IAW REQR CNTN REF B.

3. FOR CMC. REQUEST DIR DEACT DET B, 4TH FSSG HQ, NLT 30 JAN 04.

4. FOR COMMARFORRES. IN ANTICIPATION OF CMC APPROVAL, REQUEST BPT

INITIATE ADMIN AND LOG PROCEDURES TO EFFECT DET B, 4TH FSSG HQ DEACT

NLT 30 JAN 04. //

NNN*

#7869

NNNN

U-16-1

UNCLASSIFIED

MC0 P3000.19

PLN

22 April 2005

APPENDIX 17 TO ANNEX U TO USMC MAID-P

CMC REDEPLOYMENT AND DEACTIVATION DIRECTIVE

1. Purpose. To provide an example of the CMC Redeployment and

Deactivation message.

MSGID/GENADMIN/CMC WASHINGTON DC PPO/2039//

SUBJ/REDEPLOYMENT, DEMOBILIZATION AND DEACTIVATION OF SMCR UNITS

/(PART DEMOB SEQ 2039)//

POC/SAUL/MGYSGT/PPO POC/-/TEL:DSN 224-2151/-//

GENTEXT/REMARKS/

REF/A/MSG/CMC/072317ZFEB2003

REF/B/MSG/CMC/111910ZFEB2003

REF/C/MSG/CMC/141706ZFEB2003

REF/D/MSG/CMC/271903ZMAY2003

REF/E/MSG/COMMARFORRES/061803ZJUN2003

REF/F/MSG/COMMARFORRES/292215ZJUL2003

REF/G/DOC/CMC/YMD:19990201

REF/H/DOC/CMC/YMD:20020417

REF/I/MSG/COMMARFORRES/021641ZJUL2003

REF/J/MSG/SECDEF/181930ZAPR2003

REF/K/MSG/COMMARFORLANT/072016ZJAN046

REF/L/MSG/COMMARFORLANT/092230ZJUN2003/(C)

REF/M/DOC/CMC/YMD:20010530

REF/N/MSG/COMMARFORRES/011225ZJUN2003

NARR/REF A IS CMC MOB OF SMCR UNITS (PART MOB SEQ 1039).

REF B IS MOD 1 TO REF A.

REF C IS MOD 2 TO REF B.

REF D IS MARADMIN 257/03, TOTAL FORCE MANPOWER GUIDANCE FOR

DEACTIVATION.

REF E IS COMMARFORRES ADMIN LOI FOR DEACTIVATION OF SMCR UNIT/DET

PERS.

REF F IS CLARIFICATION TO COMMARFORRES ADMIN LOI FOR

DEMOBILIZATION/DEACTIVATION

REF G IS US MARINE CORPS MOB MANAGEMENT PLAN.

REF H IS MCO P3000.13D, MARINE CORPS SORTS SOP.

REF I IS FUNDING GUIDANCE FOR DEACTIVATION OF MOBILIZED SMCR UNITS

AND DETS.

REF J IS SECDEF OASD-PA PUBLIC AFFAIRS GUIDANCE.

REF K IS COMMARFORLANT REQ FOR EXTENSION AND DEACTIVATION OF

ACTIVATED SMCR UNITS/DETS ISO CG I MEF.

REF L IS COMMARFORLANT RSO ORDER.

REF M IS MCO P1900.16F, MARINE CORPS SEPARATION AND RETIREMENT

MANUAL (MARCORSEPMAN).

REF N PROVIDES GUIDANCE RELATING TO FORCE INTEGRATION FOR THOSE

UNITS RETURNING TO THE RTC.

1. SITUATION. IAW REFS A THROUGH C, BELOW LISTED

UNITS/DETS WERE INVOL ACTIVATED AND MOBILIZED ISO ONE/OEF FOR AN

INITIAL PERIOD OF TWELVE MONTHS; SUPPORTED COMDR HAS DECLARED

MISSION COMPLETE.

2. MISSION. IAW REF J, CMC DIR DEMOB AND DEACTIVATION OF SPECIFIC

ACTIVATED RESERVISTS, RECALLED IN SPT OF ONE/OEF.

3. EXECUTION

U-17-1

UNCLASSIFIED

3.A. CONCEPT OF OPS

3.A.1. CMC'S INTENT. I INTEND TO EFF AN EFFICIENT AND ORDERLY

DEACTIVATION OF ACTIVATED SMCR UNIT/DETS NLT 12 FEB 04.

3.A.2. CONCEPT OF OPS. IAW REFS J AND K, CMC DIR DEACTIVATION/

DEMOBILIZATION OF DESIG ACTIVATED SMCR UNITS/DETS. IAW REF L, UPON

ARR ORIGINATING RTC'S, CMC DIR COMMARFORRES TO DEACTIVATE THE DESIG

UNITS NLT 12 FEB 04.

3.B. TASKS

3.B.1. COMMARFORPAC

3.B.1.A. IAW REFS C, D, E, F (PAR 4011) AND K, REDEPLOY LISTED

UNITS/DETS TO ORIGINATING RTC'S, THEN RELINQUISH OPCON IOT ALLOW

COMMARFORLANT AND COMMARFORRES TO AFFECT A TIMELY DEACTIVATION PROC.

(READ IN FOUR COLUMNS)

SMCR

MOB

RESERVE TRAINING

RUC

MCC UNIT

CENTER

01149

S4E MWSS-473 (-), MWSG-47

MCAS MIRAMAR, CA

01139

S4R MWSS-473 DET A, MWSG-47

FRESNO, CA

04157

S4C MWSS-473 DET B, MWSG-47

JRB FT WORTH, TX

00048

SPF HQ MAG-41 DET A, 4TH MAW

JRB FT WORTH, TX

00055

S4A HQ MWSG-47 (-), 4TH MAW

SELFRIDGE ANGB, MI

00053

S6A HQ MAG-46 (-), 4TH MAW

MCAS MIRAMAR, CA

00053

SPE MALS-41 DET (3D MAW ALD), 4TH MAW

MCAS MIRAMAR, CA

01136

S3G MALS AUG, MALS-41 (ALD DET), 4TH MAW JRB FT WORTH TX

04156

S7H MALS-42 (-), MAG-42, 4TH MAW

NSA ATLANTA, GA

01129

SPL MALS-42 DET A, MAG-42, 4TH MAW

JRB BELLE CHASSE, LA

01224

SPN MALS-42 DET B, MAG-42, 4TH MAW

NAS NORFOLK, VA

00053

SPM MALS-42 DET C, MAG-42, 4TH MAW

MCAS MIRAMAR, CA

20094

SLN DET B, 4TH FSSG FWD (WEST)

MCB CAMP PENDLETON, CA

29074

SNU ENGRMAINTCO (-) DET A, 4TH MAINT BN OMAHA, NE

29075

SNV MT MAINT CO (-) DET A, 4TH MAINT BN SACRAMENTO, CA

29073

SPJ ELMACO (-) DET A, 4TH MAINT BN

WICHITA, KS

29054

SPA DET 4, LSPT EQP CO DET A, 4TH LSB

SAN JOSE, CA

29054

SX7 DET 4, HQSVCCO, 4TH LSB

SAN JOSE, CA

14551

SPH HQSVCCO DET A, 4TH LSB

FT LEWIS, WA

3.B.1.B. IDENTIFY ACTIVATED SMCR MEMBERS WHOSE DUTY STATUS

HAS CHANGED DUE TO MEDICAL, LEGAL, OR OTHER SITUATIONS THAT RENDER

THE MARINE UNFIT TO PERFORM THE DUTY FOR WHICH THE MEMBER WAS

ACTIVATED, AND PROCESS IAW REF M. SUBMIT CONSOLIDATED LIST OF

RETAINED MARINES TO COMMARFORRES (G1) FOR TRACKING AND APPROPRIATE

SUBSEQUENT ACTIONS AS MAY BE REQUIRED.

3.B.1.C. IDENTIFY SMCR MEMBERS WHO VOLUNTEER FOR RETENTION

ON ACTIVE DUTY BEYOND THE UNIT'S DEACTIVATION DATE. PER REFS D AND

E, SUBMIT REQUESTS FOR RETENTION WITH JUSTIFICATION TO COMMARFORRES

(G1) FOR APPROVAL AND COORDINATION OF ORDERS

MODIFICATION.

3.B.2. COMMARFORRES

3.B.2.A. DEACTIVATE UNITS/DETS, AS OUTLINED IN REFS C, D, E, AND F

(PAR 4011), NLT 12 FEB 04.

3.B.2.B. IAW REF A, PEACETIME WARTIME SUPPORT TEAMS (PWST) ISO

MWSS-471 WERE INVOL ACTIVATED ISO ONE/OEF FOR AN INITIAL PERIOD OF

TWELVE MONTHS. DEACTIVATE THE FOLLOWING PWST'S AS OUTLINED IN REFS

C, D, E, AND F (PAR 4011), NLT 12 FEB 04:

(READ IN THREE COLUMNS)

SMCR

MOB

RUC

MCC UNIT

01139

G52 PWST FRESNO, CA

29065

C59 PWST RALEIGH, NC

U-17-2

UNCLASSIFIED

29054 C51 PWST SAN JOSE, CA

3.B.2.C. AT RTC, IDENTIFY ACTIVATED SMCR MEMBERS WHOSE DUTY STATUS

HAS CHANGED DUE TO MEDICAL, LEGAL, OR OTHER SITUATIONS THAT RENDER

THE MARINE UNFIT TO PERFORM THE DUTY FOR WHICH THE MEMBER WAS

ACTIVATED, AND PROCESS IAW REF L. SUBMIT CONSOLIDATED LIST OF

RETAINED MARINES TO COMMARFORRES (G1) FOR TRACKING AND APPROPRIATE

SUBSEQUENT ACTIONS AS MAY BE REQUIRED.

3.B.2.D. AT RTC, MEMBERS MAY BE RETAINED FOR AN ESTABLISHED PERIOD

OF TIME PER REFS D AND E. REQUESTS FOR RETENTION BEYOND THE

PARAMETERS ESTABLISHED IN REFS D AND E MUST BE SUBMITTED TO

COMMARFORRES (G1) FOR APPROVAL AND COORDINATION OF ORDERS

MODIFICATION.

3.B.2.E. AS REQUIRED, DIRECT MODIFICATIONS TO ORDERS BE ISSUED BY

THE MEMBER'S PARENT COMMAND FOR ACTIVATED SMCR AND PWST MEMBERS WHO

REQUIRE RETENTION BY THE GFC OR SITE SUPPORT BEYOND THE MEMBERS

EAS/ECC USING PROCEDURES OUTLINED IN PARA A(1) THROUGH A(2)(B) OF

REF D.

3.B.2.F. RESUME COMMAND OVER CDRUSJFCOM-ASSIGNED SMCR UNITS/DETS

UPON DEACTIVATION.

3.B.3. FOR CNO. THIS SECTION PERTAINS TO NAVY PERSONNEL

ASSIGNED TO ACTIVATED SMCR UNITS/DETS.

3.B.3.A. UNIT COMDRS WILL IMMEDIATELY SUBMIT SPECIFIC REQUESTS FOR

DEACTIVATION OR RETENTION OF ASSIGNED ACTIVATED NAVY RESERVE AND

MEDICAL AUGMENTATION PROGRAM (MAP) PERSONNEL VIA SEPCOR. PREFERRED

SEPCOR IS DMS MESSAGE. HOWEVER, IOT EXPEDITE REQUESTS FOR ACTIVATED

SAILORS, EMAIL CONTAINING BUPERS (PERS44) EXCEL DEMOBILIZATION

WORKSHEET LISTING MEMBERS FOR DEACTIVATION IS ALSO ACCEPTABLE.

EMAIL/DMS MESSAGE REQUESTS SHOULD BE INITIATED BY UNIT COMDRS, SHOW

THE PROPER CHAIN OF COMMAND REVIEW TO THE MEF LEVEL, AND FORWARDED

TO CMC(MPP-60) (ATTN: STAFF ACTION OFFICER, LCDR SCHELLER/ PN1

ARELLANO). HUMANITARIAN REQUESTS OF AN IMMEDIATE NATURE SHOULD BE

ROUTED VIA EMAIL WITH JUSTIFICATION AND PROPER CHAIN OF COMMAND

ENDORSEMENTS FOR AN IMMEDIATE DETERMINATION. ALL REQUESTS FOR

EXTENSION OF ASSIGNED NAVY PERSONNEL WILL BE HIGHLY SCRUTINIZED AND

MUST INCLUDE DETAILED JUSTIFICATION AND HIGHER LEVEL TASKING AS TO

WHY THE ASSIGNED SAILOR NEEDS TO BE EXTENDED.

3.B.3.B. UNIT COMDRS ARE REQUIRED TO ENSURE THAT ASSIGNED MEMBERS,

UPON DEPARTURE FROM THE GAINING FORCE COMMANDER, HAVE PROPER

DETACHING ENDORSEMENTS. THIS INCLUDES DOCUMENTATION OF ALL TAD/TDY

ASSIGNMENTS EXECUTED BEYOND THOSE DETAILED IN THE MEMBER'S

ACTIVATION/TAD ORDERS. UNIT COMDRS WILL USE NAVAL SERVICE RECORD

PAGE 13 ENTRIES TO DOCUMENT SPECIFIC LOCATION OF ASSIGNMENT BY

REGION, COUNTRY, INCLUSIVE DATES, AND OPERATIONS SUPPORTED,

INCLUDING BUT NOT LIMITED TO OPERATION IRAQI FREEDOM AND OPERATION

SOUTHERN WATCH. ADDITIONALLY, ENSURE THAT AWARDS ARE ANNOTATED

PROPERLY. THIS DOCUMENTATION IS USED FOR THE MEMBER'S NEXT STOP

AFTER DETACHMENT, WHETHER THAT STOP IS THE NMPS FOR THE ACTIVATED

SAILOR OR THE ORIGINATING ACTIVE DUTY COMMAND FOR THE MAP MEMBER.

3.B.3.C.

UNIT COMDRS WILL ENSURE THAT NAVY MEMBERS DETACH WITH

SERVICE RECORD, MEDICAL AND DENTAL RECORD, PDHA (IF COMPLETED BY

UNIT PRIOR TO DETACHMENT), APPROPRIATE TRAVEL CLAIMS, FITNESS

REPORTS/ EVALUATIONS AND ALL APPROPRIATE DETACHING ENDORSEMENTS.

3.B.3.D. UNIT COMDRS, AS A PART OF THEIR RESPONSIBILITY TO THE NAVY

MEMBERS, WILL PLAN FOR AND ENSURE THAT THE ACTIVATED MEMBERS RECEIVE

TRANSPORTATION TO THE DESIGNATED NMPS FOR DEACTIVATION PROCESSING

AND THE MAP MEMBERS TO THE ACTIVE DUTY COMMAND FROM WHICH THEY

ORIGINATED.

U-17-3

UNCLASSIFIED

4. ADMINISTRATION AND LOGISTICS

4.A. ADMINISTRATION

4.A.1. PUBLIC AFFAIRS GUIDANCE. REF I IS SECDEF GUIDANCE; PUBLIC

AFFAIRS POSTURE IS ACTIVE. MARFORRES SPECIFIC GUIDANCE IS

ACCESSIBLE ON MARFORRES INTRANET AT HTTPS:[DOUBLE

SLASH]HQ.MFR.USMC.MIL/PAO/GUIDANCE/DEMOB_REDEP_GUIDANCE.HTM.

4.A.2. FUNDING/ACCOUNTING GUIDANCE

4.A.2.A. REF H PROVIDES DETAILED FISCAL GUIDANCE.

4.A.2.B. OP AND MAINT, MARINE CORPS FUNDING

4.A.2.B.1. UNIT TRANS COSTS, REDEPLOY COSTS, AND SVC MBR

ENTITLEMENTS FOR MEMBERS OF ACTIVATED SMCR UNITS/DETS BEING DEMOB,

ARE FUNDED BY COMMARFORRES UTILIZING THE O&MMC (1106) APPROPRIATION

PROVIDED BY HQMC VIA OPBUD.

4.A.2.B.2. UNITS REDEPLOYING TO RTC FROM AN ALTERNATE ILOC, MUST

SUBMIT TOP REQUESTS TO COMMARFORRES (SMO) FOR ASSIGNMENT OF

APPROPRIATION DATA.

4.A.2.B.3. MILITARY PAY, MARINE CORPS. PER REFS C AND D, USE INDIV

UNIT DIARY "DROP" ENTRIES, SUBMITTED BY THE RTC SITE SUPPORT

REPORTING UNIT CODE (RUC) OF ACTIVATED UNIT/DET MEMBERS, IOT TERM

ALL ACTIVE DUTY PAY AND ALLOWANCES ASSOC WITH ACTIVATION.

4.A.3. PERSONNEL. IAW REF C, AND WITHIN THE LIMITATIONS DESCRIBED

IN REFS D AND E, REDEPLOYING USMCR UNITS ARE PERMITTED TO RETAIN

MOBILIZED MEMBERS ON ACDU IN ORDER TO SUPPORT RECEPTION, STAGING,

AND ONWARD MOVEMENT OF UNIT PERSONNEL AND EQUIPMENT TO THE RTC.

4.B. LOGISTICS

4.B.1. SUPPLY/MAINTENANCE

4.B.1.A. ENSURE ACTIVATED UNITS REDEPLOY WITH UNIT AND INDIV EQUIP

POSSESSED AT THE TIME OF MOB AND WITH THOSE ASSETS ACQUIRED AS A

RESULT OF SVC FIELDING.

4.B.1.B. REDEPLOYED SMCR UNIT EQUIPMENT WILL BE RETURNED BY THE GFC

TO THE RTC IN A FULLY OPERATIONAL READINESS CONDITION (ABLE TO

PERFORM IT'S PRIMARY MISSION). CMC (PR) WILL PROVIDE O&MMC FUNDING

TO COMMARFORRES TO EFFECT ALL POST REDEPLOYMENT REPAIRS THAT COULD

NOT BE AFFECTED BY THE GFC.

4.B.2. MEDICAL. ALL PERSONNEL WHETHER NAVY/MARINE ACTIVATED

RESERVIST, MAP NAVAL PERSONNEL, OR ACTIVE COMPONENT MARINE WILL

COMPLETE THE POST DEPLOYMENT HEALTH ASSESSMENT, DD FORM 2796, DTD

APR 2003 AND DD FORM 2697, REPORT OF MEDICAL ASSESSMENT, DTD FEB 95

PRIOR TO LEAVING AOR, WHENEVER POSSIBLE AND FORWARDED TO REPOSITORY

PER REFS C AND D.

4.C. SORTS

4.C.1. IAW REF G, ACCOMPLISH THE FOLLOWING:

4.C.1.A. FOR SORTS REPORTING UNITS, SUBMIT REPORT REFLECTING

READINESS STATUS ON THE DATE OF DEACTIVATION.

4.C.1.B. FOR HHQ OF NON-SORTS REPORTING UNITS (DETS AND SUBUNIT

DETACHMENTS), REPORT SORTS TO REFLECT INCREASE IN STRUCTURE AND

EQUIPMENT. ALL SORTS DATA WILL BE AUDITED AND CORRECTED AS REQUIRED

WITHIN THE REPORT RETURNING OPCON/ADCON TO THE RESPECTIVE MSC WITH

THIS REPORT. SPECIAL ATTENTION TO PEGEO OF SUBORDINATE UNITS AND

GEO LOCATION OF EQUIPMENT IS NECESSARY FOR ACCURACY OF SORTS

REPORTING.

4.C.1.C. ADD ADDITIONAL COMMENTS AS NECESSARY FOR CLARIFICATION

READINESS INFORMATION.

4.C.1.D. POC FOR SORTS REPORTING: COMMARFORRES (G-3 SORTS), MSGT

REYNOLDS, COMM: (504)678-8104, DSN: 678-8104.

5. COMMAND AND SIGNAL

5.A. COMMAND

U-17-4

UNCLASSIFIED

MCO P3000.19

PLN

22 April 2005

APPENDIX 18 TO ANNEX U TO USMC MAID-P

COMMARFORLANT RESUMPTION OF OPERATIONAL CONTROL FOR REDEPLOYING

CDRUSJFCOM ACTIVATED ASSIGNED USMCR UNITS

1. Purpose. To provide an example of COMMARFORLANT resumption of

operational control of assigned CDRUSJFCOM assigned activated USMCR

units.

RAAUZYUW RUEOMFB2581 1292042-UUUU--RUEACMC.

ZNR UUUUU ZUI RUEOMCF1197 1292043

R R 092012Z MAY 03

FM COMMARFORLANT

TO RUEACMC/CMC WASHINGTON DC

//PPO/PL/PLU/POC/POS/MPP-60/RA/RAM/PLN/RFO//

RUCKSAA/CG MCB CAMP LEJEUNE NC//TE(038)O/G1/G4/LOG/FACILITIES//

ZEN/CMC WASHINGTON DC

ZEN/CMC WASHINGTON DC//PPO//

ZEN/CMC WASHINGTON DC//PPO/POC//

INFO RHOFMOP/CG I MEF

RUCKMEA/CG II MEF//G3//

RUEOEGA/CFLCC DOHA KUWAIT KU

RUCADHQ/USCENTCOM FWD

RUEOBBA/COMUSCENTAF SHAW AFB SC

RUEASRT/CDRUSATHIRD FT MCPHERSON GA

RUEOEGA/COMUSARCENT (FWD) DOHA KU

RUFGFMC/COMMARFOREUR

RUFTTSA/COMUSMARCENT

RUCCFVY/COMMARFORRES//G3/PAO//

RHPIGXW/CJTF HOA

RUFTTSA/COMMARFORPAC

PAGE 02 RUEOMFB2581 UNCLAS

RUHEHMS/COMMARFORPAC

RHFQAAA/HQ USAFE RAMSTEIN AB GE

RUPEUSA/HQ USNORTHCOM//J3/J5/J7//

RUCBLFB/COMMARFORLANT//G3/5/7//

RHCUAAA/CDR USTRANSCOM SCOTT AFB IL

RUFGCIN/CDR USEUCOM VAIHINGEN GE

RUCAACC/CDR USCENTCOM MACDILL AFB FL

RUCBACM/CDR USJFCOM NORFOLK VA//J3/J33/J34/HLSOPS//

RUCKFCA/COMCABEAST CHERRY PT NC//G3/G4///

ZEN/CG MCB CAMP LEJEUNE NC////TE&O/G1/G4/LOG/FACILITIES////

ZEN/CG II MEF

ZEN/COMUSNAVCENT

ZEN//L=MARFOREUR/OU=COMMARFOREUR(UC)/OU=COMMARFOREUR G5(UC)

PAGE 03 RUEOMFB2581 UNCLAS

ZEN/COMUSMARCENT REAR

ZEN/COMMARFORRES

ZEN/COMLANTFLT NORFOLK VA

ZEN/COMMARFORLANT

ZEN/CDR USPACOM CC HONOLULU HI

ZEN/CDR USJFCOM NORFOLK VA

ZEN/CG MCB CAMP LEJEUNE NC

ZEN/COMCABEAST CHERRY PT NC

U-18-1

UNCLASSSIFIED

UNCLASSIFIED

UNCLAS

QQQQ

SUBJ: RESUMPTION OF OPCOM OF CDRUSJFCOM-ASSIGNED USMC FORCES

UNCLASSIFIED//

UNCLAS

//N03000//

OPER/OPERATION ENDURING FREEDOM/OPERATION IRAQI FREEDOM

(OEF/OIF)//

MSGID/GENADMIN/COMMARFORLANT/-/MAY//

PAGE 04 RUEOMFB2581 UNCLAS

SUBJ/RESUMPTION OF OPCON OF CDRUSJFCOM-ASSIGNED USMC FORCES//

REF/A/ORD/CDRUSJFCOM/121918ZMAR02 (S)//

REF/B/ORD/CDRUSJFCOM/271301ZNOV02 (S)//

REF/C/ORD/CDRUSJFCOM/162111ZDEC02 (S)//

REF/D/ORD/CDRUSJFCOM/202211ZDEC02 (S)//

REF/E/ORD/CDRUSJFCOM/011540ZJAN03 (S)//

REF/F/ORD/CDRUSJFCOM/080212ZJAN03 (S)//

REF/G/ORD/CDRUSJFCOM/102325ZJAN03 (S)//

REF/H/ORD/CDRUSJFCOM/111800ZJAN03 (S)//

REF/I/ORD/CDRUSJFCOM/151834ZFEB03 (S)//

REF/J/ORD/CDRUSJFCOM/212050ZFEB03 (S)//

REF/K/ORD/CDRUSJFCOM/011946ZMAR03 (S)//

REF/L/ORD/CDRUSJFCOM/011947ZMAR03 (S)//

REF/M/ORD/CDRUSJFCOM/171450ZMAR03 (S)//

REF/N/ORD/CDRUSJFCOM/231732ZMAR03 (S)//

REF/O/ORD/CDRUSJFCOM/121334ZAPR03 (S)//

NARR/REF A IS DEPORD ISO SERIAL 129 MOD 001. REF B IS DEPORD

172. REF C IS DEPORD 175. REF D IS DEPORD 176. REF E IS DEPORD

ISO SERIAL 177A (MPSRON OFFLOAD). REF F IS DEPORD 177B (PART 1).

REF G IS DEPORD 177B, PART 2. REF H IS DEPORD 177B, PART 3. REF

PAGE 05 RUEOMFB2581 UNCLAS

I IS DEPORD 183. REF J IS PTDO 187B. REF K IS DEPORD 189A

(MACS-24). REF L IS DEPORD 190. REF M IS DEPORD 192. REF N IS

DEPORD 195. REF O IS DEPORD 201.//

POC/EAKER/LTCOL/COMMARFORLANT/G3/5/TEL: DSN 836-0740/

/COML: 757-836-0740/E-MAIL: EAKERBD@MARFORLANT.USMC.MIL/

/SIPRNET: EAKERBD@MARFORLANT.USMC.SMIL.MIL//

POC/VALORE/LTCOL/COMMARFORLANT/G3/5/TEL: DSN 836-1630/

/COML: 757-836-1630/E-MAIL: VALOREOM@MARFORLANT.USMC.MIL/

/SIPRNET: VALOREOM@MARFORLANT.USMC.SMIL.MIL//

RMKS/1. IAW REFS A THRU O, COMMARFORLANT RESUMES OPCON OF ALL

CDRUSJFCOM-ASSIGNED USMC FORCES, REDEPLOYING FROM USCENTCOM AOR,

UPON THEIR DEPARTURE FROM USCENTCOM AOR.

2. FOR CMC, REQ DIR DEACTIVATION/DEMOBILIZATION OF USMC RESERVE

FORCES 60 DAYS FROM THEIR ARRIVAL IN CONUS, EXCEPT FOR CO C, 4TH

LAR.//

NNN*

#2581

NNNN

U-18-2

UNCLASSSIFIED

UNCLASSIFIED

MCO P3000.19

PLN

22 April 2005

APPENDIX 19 TO ANNEX U TO USMC MAID-P

CMC IRR/RETIREE INVOLUNTARY ORDER TO ACTIVE DUTY MAILGRAM ORDERS

1. Purpose. To provide an example of CMC (MP) generated Mailgram

Orders ordering Marine IRRs to active duty (other than for training)

based on appropriate legal authority.

TO:

SSGT

RANDY

XXXXXXXXX

2737 PATTERSON AVE

XXXXXXXX

CA 932XX

ORIGINAL ORDERS

DEPARTMENT OF THE NAVY

HEADQUARTERS, UNITED STATES MARINE CORPS

WASHINGTON, D.C.

FROM:

COMMANDANT OF THE MARINE CORPS

TO: SSGT RANDY XXXXXXXXX

000000000/3537 USMCR

SUBJ: INVOLUNTARY ORDERS TO ACTIVE DUTY

REF:

(A) Executive Order

(B) Title 38, United States Code, Chapter 43

(D) ASECNAV MEMO dtd 02 Nov 01

1. You have been ordered to active duty from your residence in

support of Operation Enduring Freedom as prescribed in Ref (A).

These are involuntary recall orders to active duty, for an initial

period of 12 months (365 days) beginning on your initial travel

date. You are subject to the Uniform Code of Military Justice on

the effective date of these orders. Under the provisions of Ref

(B), this period of duty is exempt from the five-year cumulative

service limitation on reemployment rights.

REPORT TO: OIC USMC IDPC LONG BEACH (MCC: SFY)

N&MCRTC 801 REEDES TERMINAL ISLAND BLDG 675

LONG BEACH CA 0090731

REPORT DATE: 2003/03/15

Report to the location identified above between 0800 and 1600 on

the date specified.

EAS DATE: 2004/03/11

After processing at the Initial Deployment Personnel

Center (IDPC), you will be directed to the following

Deploument Personnel Command (DPC) with follow-on duty at:

DPC: MARINE CORPS BASE (MCC: 014)

GAINING COMMAND: DPC CAMPEN AUG CO PROC

(MCC: XN2)

U-19-1

UNCLASSIFIED

2. Upon receiving these orders, you are directed to immediately

contact the Marine Corps Mobilization Command (MCMC) Command

Operations Center (COC) at 1-800-255-5082 ext 3295/3296/3297

/3298 or by email at MCMCCOCWO@USMC.MIL. If you are unable to

report by the prescribed time and date, report the circumstances

that effect you in reporting by the prescribed time and date, and

give possible resolution to your circumstances with a new reporting

time and date. MCMC's web site is HTTP://MCMC.MFR.USMC.MIL and

has links to all DPCs that contain useful information regarding

your mobilization. You are further directed to sign the Receiving

Endorsement in Paragraph 12.

3. You are authorized one-day of travel from your home of record

to the I-DPC if traveling by commercial air. That day must be

the day prior to your report date. If traveling to the

IPMC by Privately Owned Vehicle (POC), you must have someone drop

you off or coordinate transportation requirements with MCMC COC

at 1-800-255-5082 ext 3295/3296/3297/3298. I-DPC sites DO NOT

possess capability to provide long term storage of POVs. Travel

from the IMPC to the MPC by POV is NOT authorized. The I-DPC is

responsible for arranging further travel to the MPC. You will

be entitled to reimbursement for mileage from your home of record

to the IMPC per reference (c) par 3300, 3305, 3310 and

4. Bring the following items with you to the I-DPC:

a. These orders.

b. All your issued military uniform items, any Career Length

Issue 782 gear, and accessories.

c. Military identification card and ID Tags.

d. Current civilian or military health, dental and immunization

(shot) records.

e. Original or certified true copies of marriage and birth

certificates and SSNs for your spouse and dependents, as well as

other legal documents supporting dependency claims.

f. Original or certified true copies of divorce decrees.

g. Life insurance policy information (i.e. Name/address of

beneficiary, etc.)

h. Bank account and routing number for direct deposit enrollment

(e.g., a blank/void check).

i. Any approved prescription medications with supporting

prescription documentation, all prescription glasses/contact

lenses or most current eyeglass/contact lens prescription.

5. Household Goods (HHG)

a. Single Marines are authorized non-temporary storage of HHG

at government expense, in accordance with reference (C) and MCO

P4050.38C (Personal Effects and Baggage Manual). Single Marines

without dependents that elect to store their HHG are advised

that they will not receive Basic Allowance for Housing-Type I

(BAH-I).

b. Married Marines are not authorized non-temporary storage of

HHG at government expense. Married Marines will receive BAH-I

for their primary residence at the time of their activation.

Married Marines who are in the military on active duty and are

both deployed away from their primary residence during the period

of duty for these orders, are authorized non-temporary storage

of household goods at government expense. Married Marines

U-19-2

UNCLASSIFIED

without dependents who are both deployed away from their primary

residence that elect to store their HHG are advised that they

will not receive BAH-I.

c. Shipment of HHG is authorized for personal comfort and

well-being items up to the weight allowances per reference (C)

para 4700, 4705, 4710, and 4735. For proper accounting of OEF

expenses, cite SDN: M0008403GBP7HHG. For partial shipment

use: AC: 1731106.27A0 000 00027 0 000027 2D 000000 08403GBP7HHG.

d. Contact the MCRSC COC for assistance in locating the nearest

Transportation Management Office (TMO) to arrange for HHG

storage or shipment of comfort and well-being items.

6. Travel and lodging:

a. Government quarters and mess are directed if available.

If not available, obtain a statement of non-availability from the

appropriate military representative to receive reimbursement for

commercial lodging, up to the prescribed limits per reference (C).

b. Storage of vehicles while on orders may be authorized.

Contact the MCMC COC for coordination with your nearest TMO.

c. For any mode of travel other than POV to the IMPC, you must

call MCMC COC at 1-800-255-5082 ext 3295/3296/3297/3298 for

assistance.

d. Shipment of a POV is not entitled under these orders.

e. Rental cars are not authorized.

f. Mixed modes of travel and variations in itinerary are

authorized but must be coordinated through the MCMC COC.

g. Movement of dependents is not authorized.

h. Dual lodging is authorized if required.

i. Per Diem is authorized in accordance with Refs (C) and (D).

j. Pay and Travel advances will be in accordance with Ref (C)

once you reach the MPC.

7. You will automatically receive SGLI coverage in the amount

of $250,000.00 during the period of these orders and be liable

for premium payments unless you make an election for reduced or

no coverage.

8. TRICARE and Dental:

a. You and your dependents will be eligible for medical care

under the military health insurance program, TRICARE.

Eligibility begins on the effective date of your orders.

Needed care will be provided by medical treatment facilities

(MTF), and by authorized civilian health care providers. If

your orders are for a period of more than 30 consecutive days

of active duty, your family is eligible for health care

benefits under TRICARE Standard or TRICARE Extra on the first

day of your active duty. If you are called to active duty for

179 days or more, your family may enroll in TRICARE Prime or

may be eligible for TRICARE Prime Remote. Once activated and

emergency care is needed, get emergency care, then notify

your Managed Care Support Contractor within 24 hours of the

visit. You may obtain their number through the TRICARE

information line at 1-888-DOD-CARE (1-888-363-2273).

Information about your family's TRICARE Standard benefits are

available in the TRICARE Standard Handbook. To get the

handbook, contact your nearest MTF or any TRICARE Service center;

Or write to TRICARE Management Activity, 16401 E Centretech Pkwy,

U-19-3

UNCLASSIFIED

Aurora, CO 80011-9043. Additional information on TRICARE

benefits is available at www.tricare.osd.mil.

b. If called to active duty in excess of 29 days, you are

eligible for dental care at military treatment facilities free

of charge. If you are currently enrolled in Reserve Tricare

Dental Program, you will be disenrolled upon activation to

active duty in excess of 29 days. Dependents have 30 days from

activation to submit an enrollment application to United

Concordia Companies, Inc. via their website at www.ucci.com,

or they can call 1-888-622-2256 to enroll. Family members must

remain enrolled during the entire active duty period of the

sponsor. Additional information on the TRICARE Dental Program is

available at the United Concordia Companies, Inc. web site, or

call toll free 1800-866-8499 for general information. To contact

the Managed Care Support Contractor for your region, go to the

regional map on the website.

9. The MCMC COC is available at 1-800-255-5082 ext

3295/3296/3297/3298to assist with questions regarding emergency

medical, financial or personal matters, and may be able to provide

additional information on your assignment. For information

regarding your employment and reemployment rights, call the National

Committee for Employer Support of the Guard and Reserve at

1-800-336-4590, or at WWW.ESGR.ORG. For information on family

assistance and support contact the Marine Corp Community Services

by calling 1-800-336-4663 or 760-725-9790/6638.

10. You are directed to leave a copy of these orders with your

dependents in the event they are needed by them to prove their

right to entitlements.

11. The following funding guidance is provided:

Marine's LOA for Per Diem and Transportation Allowances FY03:

FY03 LOA: AA1731106.27A0 000 00027 0 067443 2D 0EA875 M000843EA875

Marine's SDN for Per Diem and Transportation Allowances FY03:

FY03 SDN: M0008403TOEA875

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Marine's LOA Per Diem and Transportation Allowances FY04:

FY04 LOA: AA1741106.27A0 000 00027 0 067443 2D 0EC918 M000844EC918

Marine's SDN Per Diem and Transportation Allowances FY04:

FY04 SDN: M0008404TOEC918

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Pay and Allowances For Enlisted:

FY03 AA 1731105.2702 012 12691 0 067443 2I 000000 000000

FY04 AA 1741105.2702 012 12691 0 067443 2I 000000 000000

Pay And Allowances For Officer:

FY03 AA 1731105.2701 011 11691 0 067443 2I 000000 000000

FY04 AA 1741105.2701 011 11691 0 067443 2I 000000 000000

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

12. Coordinating Instructions:

Receiving Endorsement: Received these orders at

(Place)______________________________ Date:___________________

____________________________________________________(Signature)

U-19-4

UNCLASSIFIED

MCO P3000.19

PLN

22 April 2005

APPENDIX 20 TO ANNEX U TO USMC MAID-P

MCMC IRR INVOLUNTARY ORDER TO ACTIVE DUTY ORDERS

1. Purpose. To provide an example of IRR orders issued by CG, MOBCOM, as

authorized by CMC (MP), for individual augmentation (IA).

(Note: This

message was issued prior to MCRSC name change to MOBCOM)

RATUZYUW RULSMJX0055 0430055-UUUU--RHMFIUU.

ZNR UUUUU ZUI RUCOMCA0182 0441510

R 120055Z FEB 03 ZYB ZEX

FM CG MCRSC KANSAS CITY MO

TO RHMFIUU/CG SECOND MARDIV

RUCKDDA/CG SECOND MARDIV

INFO RHMFIUU/CMC WASHINGTON DC//RAM-7/MPP-60/PPL/PO/MP/MRA/MB//

RUEACMC/CMC WASHINGTON DC//RAM-7/MPP-60/PPL/PO/MP/MRA/MB//

RHMFIUU/COMMARFORRES//G-1//

RHMFIUU/COMMARFORLANT//G-1/RLO//

RUCBLFB/COMMARFORLANT//G-1/RLO//

RHMFIUU/CG MCB QUANTICO VA//RSU//

RULSMCB/CG MCB QUANTICO VA//RSU//

RULSMJX/CG MCRSC KANSAS CITY MO//G1-OPB//

UNCLAS//NO1571//834507-0/A//

PASS TO: SGT ROBERT C XXXXXX 1XXXXXXXX USMC//

MSGID/GENADMIN//

SUBJ/ORDERED TO PRESIDENTIAL RECALL; CASE OF SERGEANT ROBERT C

XXXXXX

0XXXXXXXXX 0341/0000/0000 USMC

PO BOX 258

XXXXXX, PA 184270000//

RMKS/

1. YOU HAVE BEEN INVOLUNTARILY ORDERED TO ACTIVE DUTY FROM YOUR

RESIDENCE IN SUPPORT OF OPERATION ENDURING FREEDOM (MOB) AS

PRESCRIBED IN EXECUTIVE ORDER 13223, UNDER THE PROVISIONS OF TITLE

10, USC, SEC 12302, AND DETERMINED AS EXEMPT FROM THE FIVE YEAR

CUMULATIVE SERVICE LIMIT PER TITLE 38, USC, CHAP 43 (USERRA), FOR

THE PERIOD 03 MAR 2003 TO 01 MAR 2004 (365 DAYS). YOU ARE ASSIGNED

TO PART MOB ON SUCH A DATE THAT WILL ENABLE YOU TO REPORT TO THE CO,

MOB PROC CENTER, 3035 BARNETT AVE, QUANTICO, VA

22134 NO LATER THAN

2359 ON 03 MAR 2003 FOR DUTY WITH CG 2D MARDIV 2DMAR, RUC:

59252,

MCC:

012. PERIOD OF DUTY:

03 MAR 2003 TO 01 MAR 2004 FOR

365

DAYS.

FFA: TAD EXCESS RUC 12001 MCC 122 HQBN 2D MARDIV, PSC BOX 20088,

CAMP LEJEUNE, NC

28542.

(MCO P1000.6_ PARA 4407 AND P1001R.1_ PARA

4205.4). YOU ARE A MEMBER OF RESERVE RUC 88802.

2. THE PLACE FROM WHICH YOU ARE ORDERED TO SUBJECT DUTY IS

INDICATED AFTER YOUR NAME. UPON COMPLETION OF SUBJECT DUTY, WITH

THE EXCEPTION OF BACK TO BACK ORDERS, YOU WILL RETURN TO THE ADDRESS

INDICATED AFTER YOUR NAME AND UPON ARRIVAL YOU WILL STAND RELEASED

FROM SUBJECT DUTY. (JFTR U7150.A1) FOR BACK TO BACK ORDERS, UPON

COMPLETION OF THE FINAL SET OF ORDERS, YOU WILL RETURN TO THE

ADDRESS INDICATED AFTER YOUR NAME AND UPON ARRIVAL, YOU WILL STAND

RELEASED FROM DUTY. YOU MAY ELECT TRAVEL TO OR FROM AN ALTERNATE

U-20-1

UNCLASSIFIED

LOCATION, REIMBURSEMENT WILL BE LIMITED TO THE LESSER OF THE ACTUAL

DISTANCE TRAVELED TO THE LOCATION OR THE DISTANCE FROM THE PLACE OF

DUTY TO YOUR PMA/PLEAD. (JFTR U5120.A AND U4105.F)

3. APPROPRIATION FOR THE PERIOD OF 03 MAR 2003 - 30 SEP 2003 (212

DAYS) IS:

P/A: PAYGROUP: 000 COMPONENT CODE: KM P/A NUMBER: C30XZB

EST COST: $19,136.04

PER DIEM: AA 1731106.27A0 000 000270 067443 2D 0ED349 M000843ED349

EST COST: $18,195.50

SDN: M0008403TOED349

TRAVEL

: AB 1731106.27A0 000 000270 067443 2D 0ED349 M000843ED349

EST COST: $106.56

SDN: M0008403TOED349

APPROPRIATION FOR THE PERIOD OF 01 OCT 2003 - 01 MAR 2004 (153 DAYS)

IS:

P/A: PAYGROUP: 000 COMPONENT CODE: KM P/A NUMBER: C40OT2

EST COST: $13,825.56

PER DIEM: AA 1741106.27A0 000 000270 067443 2D 0E1388 M000844E1388

EST COST: $12,940.50

SDN: M0008404TOE1388

TRAVEL

: AB 1741106.27A0 000 000270 067443 2D 0E1388 M000844E1388

EST COST: $106.56

SDN: M0008404TOE1388

FUNDING THIS PERIOD OF DUTY SUBJECT TO PASS OF FY 2004 APPNS ACT,OR

A CONTINUING RESOLUTION AUTHORITY.

4. RENTAL CAR NOT AUTHORIZED.

5. GOVERNMENT QUARTERS/MESSING WILL NOT BE AVAILABLE AT THE DUTY

SITE (JFTR U4125 AND U4400). THE MAX DAILY LODGING IS $84 PER DAY

AND THE MAX DAILY M/IE IS $38.00 FOR THIS DUTY. MAX DAILY LODGING

IS $55.00 AND MAX DAILY M/IE IS $30.00 FOR CAMP LEJEUNE, NC.

6. YOU WILL AUTOMATICALLY RECEIVE SGLI COVERAGE IN THE AMOUNT OF

$250,000 DURING THE PERIOD OF THESE ORDERS UNLESS YOU MAKE AN

ELECTION FOR INCREASED, REDUCED, OR NO COVERAGE. IF YOU DESIRE

INCREASED, REDUCED, OR NO COVERAGE, FORWARD A COMPLETED VA FORM

29-8286 TO THE MCRSC (TFB). WHETHER BY DEFAULT OR ELECTION, YOU ARE

LIABLE FOR PAYMENT OF SGLI PREMIUMS. PREMIUM PAYMENTS SHOULD BE

MADE BY CHECK PAYABLE TO "TREASURER OF THE UNITED STATES" AND

MAILED TO THE COMMANDING GENERAL, MCRSC (TFB), 15303 ANDREWS RD,

KANSAS CITY, MO

64147. UNLESS YOU ELECT NO COVERAGE, ANY UNPAID

PREMIUMS WILL APPEAR AS DEBITS ON YOUR LES. SGLI COVERAGE RANGES

FROM $10,000 TO $250,000 AT A COST OF EIGHTY CENTS (.80) FOR EACH

$10,000 INCREMENT OF COVERAGE.

7. PER DIEM IS AUTHORIZED BEYOND 139 DAYS IAW JFTR U7150.A4D.

8. THE TRAVEL AND TRANSPORTATION REFORM ACT (TTRA) OF 1998

STIPULATES THAT THE GOVERNMENT-SPONSORED, CONTRACTOR-ISSUED TRAVEL

CARD SHALL BE USED BY ALL U.S. GOVERNMENT PERSONNEL (CIVILIAN AND

MILITARY) TO PAY FOR COSTS INCIDENT TO OFFICIAL BUSINESS TRAVEL

UNLESS SPECIFICALLY EXEMPTED BY AUTHORITY OF THE ADMINISTRATOR OF

GENERAL SERVICES OR THE HEAD OF THE AGENCY. YOU ARE NOT A GTCC

CARDHOLDER. YOU ARE EXEMPT FROM MANDATORY USE PROVISIONS OF THE

TTRA. YOU ARE AUTHORIZED TO OBTAIN AN ADVANCE FROM YOUR LOCAL

DISBURSING OFFICE. (DODFMR VOL 9, CHAP 3, PARA 030302 AND MARADMIN

337/00) EXCEPTION: PERSONNEL THAT ARE DETERMINED TO BE INFREQUENT

TRAVELERS. AN INFREQUENT TRAVELER IS ONE WHO TRAVELS LESS THAN TWO

TIMES PER YEAR.

9. UPON FINAL LIQUIDATION OF TRAVEL SETTLEMENT, THE GAINING COMMAND

IS DIRECTED TO FORWARD A COMPLETE COPY OF THE FINAL SETTLEMENT

(INCLUDE COPIES OF ANY PARTIAL SETTLEMENTS) TO CMC (CODE: MB), 3280

RUSSELL ROAD, QUANTICO, VA

22134-5000.

10. PHYSICAL OR MENTAL INJURY OR ILLNESS THAT WOULD PROHIBIT,

U-20-2

UNCLASSIFIED

HAMPER OR PRECLUDE THE EXECUTION OF THESE ORDERS MUST BE REPORTED TO

THE MEDICAL DEPARTMENT REPRESENTATIVE FOR DETERMINATION OF PHYSICAL

OR MENTAL QUALIFICATION PRIOR TO EXECUTION. NOTE: IF YOU DO NOT

MEET THE MARINE CORPS STANDARDS YOU ARE DIRECTED TO RETURN THESE

ORDERS TO YOUR ADMINISTRATIVE PARENT COMMAND UNEXECUTED.

11. IF YOU ARE LESS THAN 50 YEARS OLD, YOU ARE REQUIRED TO OBTAIN A

PHYSICAL EXAMINATION EVERY FIVE YEARS. UPON REACHING AGE 50, THE

REQUIREMENT IS EVERY TWO YEARS. YOUR LAST PHYSICAL EXAM WAS

COMPLETED ON "00000000". IF YOUR PHYSICAL HAS EXPIRED, YOU MUST

SUBMIT A STANDARD FORM 88 (SF88) AND STANDARD FORM 93 (SF93)

PHYSICAL EXAMINATION TO YOUR PARENT COMMAND. NONCOMPLIANCE COULD

RESULT IN ANY FUTURE REQUESTS FOR DUTY BEING DENIED (MCO P1001R.1_

PARA 3105).

12. ENSURE SNM REPORTS TO DUTY WITH ORIGINAL ORDERS, SRB AND

MEDICAL RECORDS FOR PERIODS OF DUTY OVER 30 DAYS.

13. MARINES (ACTIVE AND RESERVE) AND FAMILY MEMBERS WITH QUESTIONS

MAY CONTACT THE VIRTUAL FAMILY SUPPORT SERVICE PROGRAM SPONSORED BY

THE MARFORRES MARINE CORPS COMMUNITY SERVICES ((504)

678-0340/6585/8072) AND CERIDIAN CORPORATION. THE SUPPORT SERVICE

IS OPEN 24/7 AND CAN BE ACCESSED BY UTILIZING THE FOLLOWING

INFORMATION:

(A)INTERNET:

WWW.MCCSONESOURCE.COM<HTTP://WWW.MCCSONESOURCE.COM>, USER ID:

MARINES, PASSWORD: SEMPER FI.

(B)TOLL-FREE CONUS: 800-433-6868,

OCONUS: 800-237-42374 (DIAL ALL DIGITS), OCONUS COLLECT (484)

530-5908, TTY/TDD: 800-346-9188, EN ESPANOL: 888-732-9020.

14. WITHIN THREE WORKING DAYS AFTER COMPLETION OF THE TRAVEL

DIRECTED HEREIN FORWARD YOUR ORIGINAL ORDERS AND REPORTING AND

DETACHING ENDORSEMENT WITH A COMPLETED DD FORM 1351-2 (TRAVEL

VOUCHER) TO YOUR PARENT UNIT (ATTN: PAY/ADMIN). FAILURE TO SUBMIT

THESE ORDERS WITHIN THREE DAYS MAY RESULT IN YOU BEING ISSUED A

LETTER OF INDEBTEDNESS TO THE GOVERNMENT. FORWARD A COPY OF THE

LIQUIDATED TRAVEL VOUCHER TO CMC (MRA/MB).

15. YOU ARE DIRECTED TO REPORT WITH THE FOLLOWING ITEMS:

A. THESE ORDERS

B. UNIFORM

C. MILITARY ID CARD AND ID TAGS

D. MILITARY OQR/SRB AND MEDICAL RECORDS (IF YOU HAVE THEM IN

YOUR POSSESSION).

E. VOIDED PERSONAL CHECK OR DEPOSIT SLIP SHOWING BANK ADDRESS

AND TELEPHONE NUMBER, BANK ROUTING NUMBER, AND ACCOUNT NUMBER FOR

ALLOTMENT/ENROLLMENT IN DIRECT DEPOSIT.

F. MILITARY ISSUED GLASSES AND GAS MASK INSERTS.

G. EQUIPMENT

H. FOR ANY APPROVED LEGAL MEDICATIONS, COPIES OF

PHYSICIAN/DENTAL PRESCRIPTION(S) OR OTHER DOCUMENTATION PLUS A MINIMUM 180

DAYS SUPPLY.

16. THESE ARE INVOLUNTARY RECALL ORDERS TO ACTIVE DUTY AND YOU ARE

SUBJECT TO THE UNIFORM CODE OF MILITARY JUSTICE ON THE EFFECTIVE

DATE OF THESE ORDERS. IF YOU ARE UNABLE TO REPORT BY THE PRESCRIBED

TIME AND DATE, CONTACT THE MCRSC MOBILIZATION COC AT 1-800-255-5082

EXT 3295/96/97/98 OR BY EMAIL AT MCRSCCOCWO.USMC.MIL. REPORT THE

CIRCUMSTANCES THAT EFFECT YOU IN REPORTING BY THE PRESCRIBED TIME

AND DATE, AND GIVE POSSIBLE RESOLUTION TO YOUR CIRCUMSTANCES WITH A

NEW REPORTING TIME AND DATE.

17. CALL 1-800-336-4590 (NATIONAL COMMITTEE FOR EMPLOYER SUPPORT OF

THE GUARD AND RESERVE) OR CHECK ON LINE AT WWW.ESGR.ORG FOR

U-20-3

UNCLASSIFIED

QUESTIONS REGARDING YOUR EMPLOYMENT/REEMPLOYMENT RIGHTS.

18. ANY ADDL TVL/PER DIEM COSTS ARISING FR TVL DIR BY THE MPC OR

GFC WHICH IS NOT SPECIFICALLY STATED IN MBR'S ORDERS, WILL BE FUNDED

BY THAT CMD. NO PTAD NOR TAD OUTSIDE THE SCOPE OF THIS CONTIGENCY

IS AUTH WHILE ON PARTL MOB ORDERS.

19. ELIGIBLE FAMILY MEMBERS OF RESERVE COMPONENT MEMBERS WHOSE

ORDERS SPECIFY A PERIOD OF ACTIVE DUTY OF 179 DAYS OR MORE ARE

ELIGIBLE FOR ENROLLMENT IN TRICARE. ENSURE DEPENDENTS ARE ENROLLED

IN DEERS TO ESTABLISH ELIGIBILITY FOR MEDICAL BENEFITS. COMPLETE

INFORMATION IS AVAILABLE AT WWW.TRICARE.OSD.MIL.

20. GAINING COMMAND WILL REPORT CRISIS CODE 9GF IN THE UNIT DIARY

UPON THE MARINE REPORTING FOR DUTY.

21. IF ACUTE, NON-EMERGENCY MEDICAL CARE IS REQUIRED FOR YOU OR

YOUR FAMILY MEMBERS, CALL 1-800-931-9501 TO OBTAIN GUIDANCE AND TO

RECEIVE THE REQUIRED AUTHORIZATION. IF EMERGENCY CARE IS NEEDED,

GET CARE IMMEDIATELY, THEN CONTACT THE NUMBER LISTED ABOVE ONCE CARE

IS RECEIVED.

22. THE FOLLOWING ITEMS ARE REQUIRED UPON REPORTING TO THE IMPC:

A. ORIGINAL OR CERTIFIED TRUE COPY OF MARRIAGE CERTIFICATE

B. ORIGINAL OR CERTIFIED TRUE COPY OF DIVORCE DECREES FOR BOTH

YOURSELF AND SPOUSE (IF APPLICABLE)

C. ORIGINAL OR CERTIFIED TRUE COPY OF BIRTH CERTIFICATES FOR YOUR

DEPENDENT CHILDREN

D. OTHER LEGAL DOCUMENTS WHICH YOU MAY FEEL NECESSARY FOR THE

PURPOSE OF DETERMINING DEPENDENCY

E. ALL LIFE INSURANCE POLICY INFORMATION (NAME/ADDRESS OF INSURANCE

COMPANY AND POLICY NUMBER)

F. BANK ACCOUNT AND ROUTING NUMBER FOR DIRECT DEPOSIT ENROLLMENT

(E.G., A BLANK/VOID CHECK)

23. MOVEMENT OF HHG AND DEPNS ARE NOT AUTH. NON-TEMP STORAGE OF

HHG IS AUTH FOR THE PRD OF ACTIVATION FOR SINGLE MARINES.

24. ENSURE THAT MEMBER BRINGS ALL SERVICEABLE AND UNSERVICEABLE

UNIFORMS TO THEIR GAINING COMMAND.

25. TRAVEL VIA PRIVATELY OWNED CONVEYANCE (POC) IS AUTHORIZED. USE

OF POC IS CONSIDERED TO BE ADVANTAGEOUS TO THE GOVERNMENT AND YOU

ARE RESPONSIBLE FOR ALL OPERATING EXPENSES. SUCH USE ENTITLES YOU

TO MILEAGE REIMBURSEMENT FOR OFFICIAL DISTANCE OF THE ORDERED TRAVEL

AT THE RATE OF $0.360 PER MILE NOT TO EXCEED THE COST OF THE

DISTANCE BETWEEN YOUR HOME TRAINING CENTER (HTC) AND THE ALTERNATE

IDT SITE PLUS PER DIEM. IF THE COST FROM YOUR PMA IS LESS THAN THE

COST FROM THE HTC, THEN YOU RATE NO TRAVEL REIMBURSEMENT. THE

TRAVEL AMOUNT CITED WITHIN THESE ORDERS REFLECTS ALLOWABLE TRAVEL

EXPENSE. (JFTR U7150)

26. YOU HAVE BEEN ORDERED TO ACTIVE DUTY FROM YOUR RESIDENCE IN

SUPPORT OF THE NATIONAL EMERGENCY DECLARED UNDER PRESIDENTIAL

PROCLAMATION 7463 OF 14 SEPTEMBER 2001. UNDER THE PROVISIONS OF

TITLE 38, UNITED STATES CODE, SECTION 4312(C) (4) (A) AND (B) THIS

PERIOD OF ACTIVE DUTY IS EXEMPT FROM THE FIVE YEAR CUMULATIVE

SERVICE LIMITATION ON REEMPLOYMENT RIGHTS UNDER TITLE 38, UNITED

STATES CODE, CHAPTER 43.

27. ACCRUED ANNUAL LEAVE IS HIGHLY ENCOURAGED TO BE TAKEN DURING

THESE ORDERS. IT IS IMPERATIVE THAT COMMANDERS ENSURE ACCURATE

ADMINISTRATIVE ACTION IS ACCOMPLISHED BY THE END OF THESE ORDERS AND

TIMELY UNIT DIARY ACTION IS TAKEN UPON COMPLETION OF THESE ORDERS.

28. PER UNDER SECRETARY OF DEFENSE (PERSONNEL AND READINESS) MEMO

OF 20 SEP 2001. CHIEF OF NAVAL OPERATIONS AND COMMANDANT OF THE

MARINES ARE GRANTED THE AUTHORITY TO EXTEND READY RESERVISTS ON

U-20-4

UNCLASSIFIED

ACTIVE DUTY UNDER 10 U.S.C. 12302 UP TO 12 MONTHS PAST THEIR INITIAL

TOUR OF DUTY, NOT TO EXCEED 24 CUMULATIVE MONTHS. RESERVE COMPONENT

MEMBERS ARE TO BE RETAINED ON ACTIVE DUTY ONLY AS LONG AS ABSOLUTELY

NECESSARY AND VOLUNTEERS SHALL BE UTILIZED TO THE MAXIMUM EXTENT

POSSIBLE.

29. IN ACCORDANCE WITH SECNAVINST 5300.30C DTD 14 MAR 1990, RESERVE

MARINES WHO PERFORM EXTENDED ACTIVE DUTY FOR A PERIOD OVER 30 DAYS

OR ACTIVE DUTY FOR TRAINING OVER 30 DAYS IN ANY CAPACITY MUST HAVE A

CURRENT NEGATIVE HIV TEST WITHIN 12 MONTHS OF EXECUTION OF ORDERS

DOCUMENTED IN HEALTH AND DENTAL RECORDS. IF CIRCUMSTANCES WHERE A

CURRENT HIV-1 TEST IS NOT AVAILABLE AND CANNOT BE OBTAINED PRIOR TO

THE REQUIRED ACTIVE DUTY, THE RESERVE MEMBER MAY BE ORDERED TO

ACTIVE DUTY AND THE HIV-1 TEST BE PERFORMED ON BLOOD DRAWN WITHIN

THE FIRST 10 DAYS. IF THAT TEST IS POSITIVE, THE ACTIVE DUTY WILL

BE TERMINATED AND THE MEMBER WILL REVERT TO THE INACTIVE STATUS. IN

ADDITION, RESERVE PERSONNEL PERFORMING OFFICIAL DUTY OUTSIDE THE

UNITED STATES FOR ANY PERIOD MUST HAVE A NEGATIVE HIV-1 TEST

DOCUMENTED IN THEIR HEALTH AND DENTAL RECORDS WITHIN 12 MONTHS PRIOR

TO DEPARTURE DATE.

30. MEMBER IS COUNTED ON T/O 4683F, LINE 25A.

31. REQUESTER OF THESE ORDERS WAS: SGT B ZAMORARODRIGUEZ,

(816)843-4110.

MC SANCHEZ, CWO3, USMC, PHONE:

(816)843-3130//

#0055

U-20-5

UNCLASSIFIED

FOR OFFICIAL USE ONLY

MCO P3000.19

PLN

22 April 2005

APPENDIX 21 TO ANNEX U TO USMC TF MAID-P

COMMARFOR COMBAT REPLACEMENT AND PERSONNEL MANAGEMENT CONOPS

1. Purpose. The below message provides an example of the supported

COMMARFOR’s combat replacement and personnel management message. This CONOPS

should be issued as early as possible in the planning process to identify the

manpower requirement and associated logistical and fiscal costs.

MESSAGE EXAMPLE

FM COMMARFORXXXX

INFO

SUBJ//COMBAT REPLACEMENT AND PERSONNEL MANAGEMENT CONOPS//

REF/A/

1. SITUATION. THIS MSG PROMULGATES COMMARFORXXXX¹ PLANNING GUIDANCE FOR

MANPOWER AND PERSONNEL MANAGEMENT ISO POTENTIAL OPLAN XXXX INCLUDING

COMMARFORXXXX CONOPS FOR COMBAT REPLACEMENTS. THE FOLLOWING

POLICIES/PROCESSES AFFECT THE PERSONNEL STATUS OF COMMARFORXXXX COMBAT UNITS

AND SHOULD BE CONSIDERED:

1.A.1. STOP LOSS AND STOP MOVE.

1.A.2. AD PERSONNEL ASSIGNED THROUGH NORMAL PCS/A PROCESS.

1.A.3. AD PERSONNEL TAD/TDY.

1.A.4. COMBAT REPLACEMENTS.

1.B. ASSUMPTIONS.

1.B.1. STOP/LOSS, STOP/MOVE RESULTS IN MAINTAINING

CURRENT PERSONNEL STATUS OF COMMARFORXXXX FORCES.

1.B.2. PCS/A'S WILL ALLOW MANNING OF CRITICAL T/O

SHORTFALLS IN CONJUNCTION WITH STOP/LOSS, STOP/MOVE.

1.B.3. PERSONNEL WILL BE AVAILABLE TO ASSIGN TAD/TDY IOT

FILL CRITICAL T/O SHORTFALLS AND/OR PROVIDE FOR INITIAL COMBAT

REPLACEMENTS.

1.B.3. ANY RESERVE ORDER TO ACTIVE DUTY CONSTRAINTS WILL BE REMOVED ALLOWING

ACCESS TO THE IRR.

1.B.4. RETIREE RECALL MAY BE IMPLEMENTED TO MAN CRITICAL

SUPPORTING ESTABLISHMENT AND TRAINING ESTABLISHMENT

REQUIREMENTS.

¹ Generic term to represent all USMC Marine Component commands.

U-21-1

FOR OFFICIAL USE ONLY

2. MISSION. DEVELOP EFFECTIVE AND INTEGRATED MANPOWER

PLANS AND COORDINATE MANPOWER PLAN EXECUTION IN A MANNER THAT

FULLY SUPPORTS THE DEPLOYMENT, EMPLOYMENT AND SUSTAINMENT OF

MARFORXXXX FORCES ISO OPLAN XXXX.

3. EXECUTION.

3.A. CONOPS.

3.A.1. PERSONNEL ASSIGNED TO COMMARFORXXXX FORCES, EITHER

AS UNIT T/O SHORTFALL FILLERS OR COMBAT REPLACEMENTS SHOULD

BE "PUSHED" TO GFC'S THROUGH (APOE) VIA DPC'S CAMP LEJEUNE AND CAMP

PENDLETON. ASSIGNED PERSONNEL WILL BE "PULLED" INTO THEATER,

PER REQUEST

OF (APPROPRIATE GFC) AND CG, MLC REQUIREMENTS IN COORDINATION WITH

COMMARFORXXXX.

3.A.2. ASSESS ABILITY TO FILL IDENTIFIED T/O

SHORTFALLS PER REF X AND SUBSEQUENT UPDATES. CMC (M&RA)

DEVELOPS PLAN TO SOURCE INITIAL T/O SHORTFALLS WITH

AD PERSONNEL IN A TAD/TDY STATUS. THESE PERSONNEL SHOULD BE

ASSIGNED DIRECTLY TO GFC'S FOR MINIMUM 179 DAYS. AD PERSONNEL

TAD/TDY TO COMMARFORXXXX COMBAT FORCES WHO CANNOT DEPLOY WITH

THEIR ASSIGNED UNIT MAY BE POOLED AS INITIAL COMBAT

REPLACEMENTS OR OTHERWISE ASSIGNED PER THE GFC'S REQUIREMENTS.

3.A.3. COMBAT REPLACEMENT REQUIREMENTS ARE IDENTIFIED

BY COMMARFORXXXX (CG, X MEF) AND CG, MLC CASEST'S. CMC (M&RA) SOURCES

COMMARFORXXX COMBAT REPLACEMENTS AND ISSUES APPROPRIATE ORDERS. COMBAT

REPLACEMENTS THEN PROCESS THROUGH MOB SPT BNS AT MCB'S CAMP PENDLETON AND

CAMP LEJEUNE ISO MARFOR. AFTER DPLY PRSNL CTR CONDUCTS ADMIN PROCESSING AND

FOLLOWING COMBAT REFRESHER TRAINING (CRT), COMBAT REPLACEMENTS JOIN

DESIGNATED GAINING COMMANDS, CG, X MEF (REAR) OR CG, XX FSSG/MLC AND

COORDINATE THE MOVEMENT OF COMBAT REPLACEMENTS INTO (COMBATANT COMMANDER) AOR

WITH COMMARFORXXXX (G1/G3).

3.A.4. COMBAT REPLACEMENT THROUGHPUT SHOULD BE

ALLOCATED TO EACH MOB SPT BN IOT MAXIMIZE COMBAT REPLACEMENT

GENERATION AND AVAILABILITY. SENDING ONE-HALF OF PLANNED

COMBAT REPLACEMENTS TO EACH COAST WILL ACCOMPLISH THIS,

HOWEVER, SIGNIFICANT COORDINATION WILL BE REQUIRED TO ENSURE

THAT COMBAT REPLACEMENTS ARE APPROPRIATELY JOINED TO X MEF

OR XX FSSG/MLC. PLANNING SHOULD ENSURE THAT COMBAT

REPLACEMENTS DESIGNATED FOR THE CG, MLC PROCESS AND TRAIN

THROUGH MCB CAMP LEJEUNE TO THE MAX EXTENT POSSIBLE.

3.B. PLANNING ACTIONS/GUIDANCE.

3.B.1. CMC (M&RA).

3.B.1.A. ASSESS ABILITY TO SOURCE UNIT T/O

SHORTFALLS PER REQUIREMENTS ESTABLISHED IN REF D AND

SUBSEQUENT UPDATES. ISSUES APPROPRIATE ORDERS.

3.B.1.B SOURCE AND COORDINATE PROCESSING OF COMBAT

REPLACEMENT COMPANIES.

3.B.2. COMMARFORXXX

U-21-2

FOR OFFICIAL USE ONLY

3.B.2.A. VALIDATE CG, X MEF MANPOWER REQUIREMENTS.

3.B.2.B. COORDINATE MANPOWER SOURCING PLANS WITH

CMC (M&RA).

3.B.3. COMMARFOR

3.B.3.A. SUPERVISE COMBAT REPLACEMENT ALLOCATION AND

MOVEMENT INTO (COMBATANT COMMANDER) AOR PER CG, X MEF AND CG, MLC

REQUIREMENTS.

3.B.3.B. COORDINATE CG, X MEF AND CG, MLC PERSONNEL

RECEPTION OPERATIONS IN THEATER.

3.B.4. CG, X MEF.

3.B.4.A. UPDATE CASEST'S AND SUBMITS

REQUIREMENTS TO CMC (MPP-60) VIA COMMARFORXXX (G1).

3.B.4.B. JOIN PERSONNEL (PCS/A, TAD/TDY, AND COMBAT

REPLACEMENTS) TO APPROPRIATE SUBORDINATE COMMANDS (CONUS)

AND COORDINATE THEIR MOVEMENT INTO THEATER WITH

COMMARFOR (G1/G3).

3.B.5. MARINE LOGISTICS COMMAND (MLC)

3.B.5.A. UPDATE CASEST AND SUBMIT TO CMC (MPP-60) VIA

COMMARFOR (G1).

3.B.5.B. JOIN PERSONNEL (PCS/A, TAD/TDY, AND COMBAT

REPLACEMENTS TO CG, XX FSSG AND COORDINATE THEIR MOVEMENT

INTO THEATER WITH COMUSMARCENT (G1/G3).

3.B.5.C. ASSUME OVERALL RESPONSIBILITY FOR MARINE

PERSONNEL RECEPTION IN XXXXXXX. COORDINATE RECEPTION,

STAGING AND ON-WARD MOVEMENT SUPPORT REQUIREMENTS WITH

CG, X MEF (FWD).

3.C. COORDINATING INSTRUCTIONS.

3.C.1. PRIMARY POE'S FOR PERSONNEL ASSIGNED PCS/A,

TAD/TDY, OR AS COMBAT REPLACEMENTS TO MARINE COMBAT UNITS

APPORTIONED TO OPLAN XXXX IS MCB'S CAMP LEJEUNE AND CAMP

PENDLETON.

3.C.2. THE PRIMARY APOD FOR PERSONNEL ARRIVING IN

THEATER IS XXXXXXXX INTERNATIONAL AIRPORT.

4. ADMINISTRATION. PER CMC (M&RA) GUIDANCE.

APPROPRIATE GUIDANCE SHOULD ESTABLISH RUC/MCC STRUCTURE

THAT SUPPORTS THE CONOPS ABOVE.

4. COMMAND AND SIGNAL.

4.1. COMMARFORXXX HAS OVERALL COGNIZANCE OVER

PRE-N-DAY MANPOWER PLANNING ISO OPLAN XXXX.

U-21-3

FOR OFFICIAL USE ONLY

MCO P3000.19

PLN

22 April 2005

APPENDIX 22 TO ANNEX C TO USMC MAID-P

COMMARFOR REQUEST FOR DEPLOYMENT OF COMBAT REPLACEMENTS

1. Purpose. To provide an example of a COMMARFOR “pull” message for combat

replacements.

MESSAGE EXAMPLE

P DDHHHHZ MMM YY

FM COMMARFORXXXX//G1//

TO CMC WASHINGTON DC//MRA/MP/MPP-60/MM/MMEA/MMOA/MMIA/MI/

PPO/PO/PLN/P&R/I&L/LPO//

INFO COMBATANT COMMANDER AS APPROPRIATE

COMUSMARCENT//COS/G1/G3/G4/G5//

COMMARFORPAC//G1/G3/G4//G5//

COMMARCORBASESPAC CAMP H M SMITH HI//G9//

COMMARFORLANT//G1/G3/G4/G5//

COMMARCORBASESLANT//G1/G3//G4/G5//

COMMARFORRES//G1/G3/G4/G5//

CG TECOM QUANTICO VA//TFS//

CG I MEF//G1/G3/G4/G5//

CG I MEF FWD//G1/G3/G4/G5//

CG I MEF REAR//G1/G3/G4/G5//

CG II MEF//G1/G3/G4/G5//

COMMARCORMATCOM ALBANY GA//

CG MCB CAMP PENDLETON CA//G1/G3/G4//

CG MCB CAMP LEJEUNE NC//G1/G3/G4//

CG SECOND FSSG//G1/G3/G4//

CG MARINE LOGISTICS COMMAND//G1/G3/G4//

CG MCRSC KANSAS CITY MO//G1/G3//

CDR XX PERSCOM//

CG MAGTF TRNGCOM TWENTYNINE PALMS CA//G1/G3//

CG FIRST MARDIV//G1/G3/G4/G5//

CG THIRD MAW//G1/G3/G4/G5//

CG FIRST FSSG//G1/G3/G4/G5//

RSU CAMP PENDLETON CA//S1/S3/S4//

RSU CAMP LEJEUNE NC//S1/S3/S4//

OPER/XXXXX XXXXXXX//

Message classification

MSGID/GENADMIN/COMMARFORXXXX G1//

SUBJ/REQUEST FOR DEPLOYMENT OF COMBAT REPLACEMENTS (X)//

POC/XXXXXXXXX/MAJ/MW/MARCENT/G1/TEL: DSN XXX-XXX-XXXX/

SIPR EMAIL: XXXXXXXXXXXXXX@MARCENT.USMC.SMIL.MIL/

NIPR EMAIL: XXXXXXXXXXXXXX@MARCENT.USMC.MIL//

REF/A/MSG/COMUSMARCENT/QUOTE/030121Z//

AMPN/(X) REQUEST FOR DEPLOYMENT OF COMBAT REPLACEMENTS

U-22-1

FOR OFFICIAL USE ONLY

ISO XXXXXXX OPERATIONS//

REF/B/Other Refs as appropriate.

RMKS/1.

(X) REQUEST THE DEPLOYMENT OF ALL IRR COMBAT REPLACEMENTS

ISO OPERATION XXXXXXXXXXXXXXXX. ALL DEPLOYABLE IRR COMBAT

REPLACEMENTS LOCATED AT MSB EAST AND MSB WEST WILL DEPLOY

ISO CG X MEF (FWD). CURRENTLY, XXX MARINES ARE LOCATED

AT MSB, WEST, CAMPEN, CA, AND XXX MARINES ARE LOCATED AT

MSG EAST, CAMLEJ, NC. IRR COMBAT REPLACEMENTS WILL

CONTRIBUTE TO FILLING REPLACEMENT REQUIREMENTS IDENTIFIED

IN PAR. 2 BELOW. REMAINING DEPLOYED PERSONNEL WILL

PROVIDE A SMALL POOL OF IN-THEATER REPLACEMENTS IOT ENABLE

RAPID CASUALTY REPLACEMENT IF NECESSARY (ESTIMATED XXX

MARINES).

2. (X) PER REF (X), CG X, MEF REQUIRES THE FOLLOWING

COMBAT REPLACEMENTS BY MOS AND GRADE.

MOS

GRADE

QTY

0121

0151

0161

0203

0206

0291

0302

0311

6114

6174

6337

6531

7011

7212

7562

7563

8404

9999

TOTAL

XXX

(X) X MEF REPLACEMENT REQUIREMENTS THAT CANNOT BE

SOURCED FROM WITHIN IRR COMBAT REPLACEMENT POOLS MUST BE

GLOBALLY SOURCED. HIGHLY RECOMMEND THAT ALL GLOBALLY

SOURCED COMBAT REPLACEMENTS ASSIGNED TAD EXCESS MARSHALL

AT MSB, EAST, CAMLEJ, NC FOR FOLLOW-ON DEPLOYMENT.

(X) REQUEST CMC (MPP-60) PROVIDE COMMARFOR (G1, G3,

U-22-2

FOR OFFICIAL USE ONLY

G5) READY TO DEPLOY DATES AND MARSHALLING LOCATIONS FOR ALL

IRR AND GLOBALLY SOURCED COMBAT REPLACEMENTS AS SOON AS

POSSIBLE. THESE DEPLOYMENT DATES ARE ESSENTIAL TO BUILD

UNIT LINE NUMBERS (ULN'S) AND ENSURE THAT ULN'S ARE

VALIDATED AND STRATEGIC LIFT IS SCHEDULED IN A TIMELY

FASHION. MARINES SHOULD BE MARSHALED SO THAT ULN'S CONSIST

OF NO LESS THAN 100 MARINES IOT TO ENSURE IN-TRANSIT

VISIBILITY OF COMBAT REPLACEMENTS.

(X) THE APOE FOR ALL COMBAT REPLACEMENTS LOCATED ON THE

WEST COAST IS MARCH AFB. (UNLESS OTHERWISE SPECIFIED)

(X) THE APOE FOR ALL COMBAT REPLACEMENTS LOCATED ON THE

EAST COAST IS CHERRY POINT, NC. (UNLESS OTHERWISE SPECIFIED)

(X) INDIVIDUALS DEPLOYING TO THE ITO MUST COMPLY WITH

(SPECIFIC MEDICAL REQUIREMENTS AS IDENTIFIED) REQUIREMENTS

CONTAINED IN REF (X).

(X) PRIMARY APOD FOR COMBAT REPLACEMENT PERSONNEL

ARRIVING IN THEATER IS XXXXXXXXXXXXX AIRPORT.

(GEOLOC).

(U) DIRLAUTH X MEF, MLC AND MSB'S EAST AND WEST FOR

REPLACEMENT RECEPTION OPERATIONS.

DECL/DERI:OEF SCG OF DD MMM YY/X4//

####

NNNN

MESSAGE EXAMPLE

U-22-3

FOR OFFICIAL USE ONLY

UNCLASSIFIED

MCO P3000.19

PLN

22 April 2005

ANNEX W TO USMC MAID-P

FISCAL MANAGEMENT

REFERENCE: (a) CMC Washington DC 101601ZOCT01, Fiscal and Accounting

Guidance In Support of Operation Noble Eage/Operation

Enduring Freedom (U)

(b) CMC Washington DC 202108ZMAR03, Fiscal and Accounting

Guidance In Support of Operation Noble Eage/Operation

Enduring Freedom (Amended) (U)

Operations Guidance and Contingency Data Call (U)

1. Background. COMMARFORRES, via D/C, P&R, funds all USMCR units

prior to activation, during pre-deployment processing and training at

the RTC, and transports activated USMCR units to the GFC. Upon

activation, per reference (a), COMMARFORLANT assumes command of

activated assigned CDRUSJFCOM units and assumes all fiscal

responsibility for activated USMCR units. This policy will remain in

force until such time as USMCR units may be reassigned to a different

combatant commander other than CDRUSJFCOM.

2. Tasks

a. CMC (MB). Capture, record and report all travel related costs

to CMC (RF) for activated members of the Individual Ready Reserve (IRR)

and activated Individual Mobilization Augmentees (IMA).

b. CMC (RF). Provides an operating budget to COMAMRFORRES in order

to fund transportation of personnel (TOP) costs, travel and per-diem,

non-temp storage of household goods, POV storage and excess baggage for

activated USMCR unit personnel.

c. CMC (LPD). Provide COMMARFORRES-established TAC codes and lines

of appropriation in order to fund transportation of things (TOT) costs

for activated USMCR units to and from the RTC to ILOC and/or GFC.

d. COMMARFORRES

(1) Capture all O&MMCR costs prior to unit’s arrival at ILOC and

/or GFC.

(2) Continue to fund all non-activated USMCR units and those

portions of units not activated.

(3) Report all activation costs to CMC (RF) via monthly

contingency reports per reference (b) and(c).

e. COMMARFORLANT/PAC. Capture all incremental costs of activated

assigned USMCR units and report to CMC (RF) via monthly contingency

reports per reference (c).

W-2

UNCLASSIFIED

Cover design by Ms. Cherie A. Hulsman-Reid,

The Judge Advocate General’s Legal Center & School

Cover Photos:

100421-G-XXXXL - Deepwater Horizon fire

NEW ORLEANS - Fire boat response crews battle the blazing remnants of the off shore oil rig Deepwater Horizon April 21, 2010.

A Coast Guard MH-65C dolphin rescue helicopter and crew document the fire aboard the mobile offshore drilling unit Deepwater

Horizon, while searching for survivors April 21, 2010. Multiple Coast Guard helicopters, planes and cutters responded to rescue the

Deepwater Horizon's 126 person crew. U.S. Coast Guard photo, PO Richard Brahm.

050830-C-3721C-032 (FR) - Hurricane Katrina

NEW ORLEANS (Aug. 30, 2005) - Coast Guard Petty Officer 2nd Class Shawn Beaty looks for survivors in the wake of Hurricane

Katrina. U.S. Coast Guard photo by Petty Officer 2nd Class NyxoLyno Cangemi.

121128-G-HE371-001 - Coast Guard works with Army Corps during Hurricane Sandy

Cmdr. Eric Doucette, Incident Commander for the Hurricane Sandy Pollution Response Unified Command, Capt. Gordon Loebl,

Captain of the Port of N.Y., Col. Paul Owen, Commander and District Engineer with the Army Corps of Engineers and ACOE

representatives discuss the plan for the salvage of the John B. Caddell on Staten Island, a 184-foot tank ship that ran aground

following Hurricane Sandy. U.S. Coast Guard photo by Petty Officer 1st Class Matthew Schofield.

110829-G-AV652-370 - La Push, WA

La Push, WA. Members from the U.S. Coast Guard 13th District Aids to Navigation Hardware Shop, U.S. Coast Guard Cutter Fir,

an aircrew from the U.S. Army Reserves' Bravo Company 214th General Support Aviation Battalion, U.S. Coast Guard Station

Quillaute River and members from the Quileute Tribe worked together to remove the buoy that washed up on shore in the winter of

2010. U.S. Coast Guard photo by Petty Officer 2nd Class Zac Crawford.

RU785-442 - Mississippi Tornado Response

Mississippi Army National Guardsmen with the 1st Squadron, 98th Cavalry Regiment and firemen with the Smithville, Miss.,

Volunteer Fire Department talk April 29, 2011, while searching for survivors of a deadly tornado that struck the town April 27, 2011.

(U.S. Army photo by Sgt. Charles Brice/Released). Date Shot: 4/29/2011. Date Posted: 5/5/2011; VIRIN: 110429-A-RU785-442.

EDITORS’ NOTE

The Domestic Operational Law (DOPLAW) Handbook for judge advocates is a product of the

Center for Law and Military Operations (CLAMO). Its content is derived from statutes, Executive

Orders and Directives, national policy, DoD Directives, joint publications, service regulations, field

manuals, and lessons learned by judge advocates and other practitioners throughout federal and

state government. This edition includes substantial revisions. It incorporates new guidance set

forth in Department of Defense Directive 3025.18 (Defense Support of Civil Authorities),

Department of Defense Instruction 3025.21 (Defense Support of Civilian Law Enforcement

Agencies), numerous new National Planning Framework documents, and many other recently

updated publications. It provides amplifying information on wildfire response, emergency mutual

assistance compacts, the role of the National Guard and Army units in domestic response, and

provides valuable lessons learned from major incidents such as the 2010 Deepwater Horizon oil

spill and Hurricane Sandy of 2012.

The Handbook is designed to serve as a working reference and training tool for judge advocates;

however, it is not a substitute for independent research. With the exception of footnoted doctrinal

material, the information contained in this Handbook is not doctrine. Judge advocates advising in

this area of the law should monitor developments in domestic operations closely as the landscape

continues to evolve. Further, the information and examples provided in this Handbook are advisory

only. Finally, the content and opinions expressed in this Handbook do not represent the official

position of the U.S. Army or the other services, the National Guard Bureau, the Office of The Judge

Advocate General, The Judge Advocate General’s Legal Center and School, or any other

government agency.

This Handbook is also available in electronic format from the CLAMO website at

https://www.jagcnet.army.mil/. CLAMO also provides lessons learned from domestic operations

and other resources on its Domestic Operations portal on the CLAMO website. The continued

vitality of this publication depends upon feedback from the field. Accordingly, CLAMO

encourages your suggestions, comments, and work products for incorporation into the next edition

of this Handbook. You may contact CLAMO at (434) 971-3248/3210 (COMM), 521-3248/3210

(DSN), via email at usarmy.pentagon.hqda-tjaglcs.mbx.clamo-tjaglcs@mail.mil, or via regular mail

at 600 Massie Road, Charlottesville, Virginia 22903-1781.

Domestic Operational Law Handbook 2013

TABLE OF CONTENTS

CHAPTER 1: OVERVIEW OF DOMESTIC SUPPORT OPERATIONS

A. BACKGROUND

B. PURPOSE OF THIS HANDBOOK

C. DOD’S ROLE IN CIVIL SUPPORT

D. DEFENSE SUPPORT OF CIVIL AUTHORITIES (DSCA)

E. HANDBOOK ORGANIZATION

CHAPTER 2: NATIONAL FRAMEWORK FOR INCIDENT MANAGEMENT

A. THE FEDERAL RESPONSE STRUCTURE

E.O. 12656

THE HOMELAND SECURITY ACT

HOMELAND SECURITY PRESIDENTIAL DIRECTIVE 5 (MANAGEMENT OF DOMESTIC INCIDENTS)

PRESIDENTIAL POLICY DIRECTIVE 8

PPD-8 AND THE NATIONAL PREPAREDNESS SYSTEM (NPS)

NATIONAL RESPONSE FRAMEWORK

NATIONAL PREVENTION FRAMEWORK

NATIONAL MITIGATION FRAMEWORK

NATIONAL DISASTER RECOVERY FRAMEWORK

10. NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)

11. OTHER SIGNIFICANT RESPONSE PLANS AND AUTHORITIES RELATED TO NPS

B. THE STAFFORD ACT

REQUESTS FOR EMERGENCY OR MAJOR DISASTER DECLARATIONS

LIABILITY UNDER THE STAFFORD ACT

INTERPLAY BETWEEN THE STAFFORD ACT AND NPS

C. IMMEDIATE RESPONSE AUTHORITY

FEDERAL MILITARY COMMANDERS

STATE GOVERNORS

D. CONCLUSION

CHAPTER 3: STATUS AND RELATIONSHIPS BETWEEN COMPONENTS RESPONDING TO DOMESTIC INCIDENTS

A. INTRODUCTION

B. RESERVE COMPONENT

U.S. ARMY RESERVE (USAR)

U.S. AIR FORCE RESERVE (USAFR)

U.S. NAVAL RESERVE (USNR)

U.S. MARINE CORPS RESERVE (USMCR)

U.S. COAST GUARD RESERVE (USCGR)

NATIONAL GUARD OF THE UNITED STATES (NGUS)

C. RESERVE COMPONENT CATEGORIES

READY RESERVE

STANDBY RESERVE

RETIRED RESERVE

D. RESERVE COMPONENT TRAINING AND SUPPORT

TRAINING

SUPPORT

MILITARY TECHNICIANS (DUAL STATUS) (MT)

E. MOBILIZATION/ACTIVATION OF RESERVE COMPONENT AND CALLING UP THE MILITIA

FULL MOBILIZATION (10 U.S.C.A. § 12301(A))

PARTIAL MOBILIZATION (10 U.S.C.A. § 12302(A))

PRESIDENTIAL RESERVE CALL-UP (PRC) (10 U.S.C.A. § 12304)

Table of Contents

Domestic Operational Law Handbook 2013

INVASIONS AND REBELLIONS (10 U.S.C.A. § 12406)

THE INSURRECTION ACT (10 U.S.C.A. § 331-335)

15-DAY INVOLUNTARY FEDERAL ACTIVE DUTY (10 U.S.C.A. § 12301(B))

VOLUNTARY FEDERAL ACTIVE DUTY (10 U.S.C A. § 12301(D))

MEDICAL CARE (10 U.S.C.A. § 12301(H))

RESERVISTS RECALLED FOR DOMESTIC EVENTS (10 U.S.C.A. § 12304A)

10. ACTIVE DUTY FOR PREPLANNED COCOM SUPPORT (10 U.S.C.A. § 12304B)

F. UNITED STATES COAST GUARD (USCG)

G. NATIONAL GUARD OF THE SEVERAL STATES

OVERVIEW

TITLE 32 STATUS

STATE ACTIVE DUTY

ANG/ARNG PERSONNEL CATEGORIES

UNIQUE HLS/HLD MISSIONS

MISCELLANEOUS AREAS OF CAUTION

H. CIVIL AIR PATROL (CAP)

CHAPTER 4: MILITARY SUPPORT TO CIVILIAN LAW ENFORCEMENT

A. INTRODUCTION

B. THE POSSE COMITATUS ACT

TO WHOM DOES THE PCA APPLY?

WHERE DOES THE PCA APPLY?

WHEN DOES THE PCA APPLY?

STATUTORY CATEGORIES OF PCA APPLICATION AND POLICY IMPLEMENTATION

CHAPTER 5: CIVIL DISTURBANCE OPERATIONS

INTRODUCTION

CIVIL DISTURBANCE STATUTES

SUPPORT A STATE REQUEST

ENFORCE FEDERAL AUTHORITY

PROTECT CONSTITUTIONAL RIGHTS

PROCEDURAL ISSUES

DOD CONSIDERATIONS IN CIVIL DISTURBANCE OPERATIONS

OTHER AUTHORITY

EMERGENCY AUTHORITY

BARMENT/REMOVAL

RESPONSIBILITIES AND RELATIONSHIPS OF PARTIES INVOLVED IN CIVIL DISTURBANCE OPERATIONS

ATTORNEY GENERAL

SENIOR CIVILIAN REPRESENTATIVE OF THE ATTORNEY GENERAL

ASSISTANT SECRETARY OF DEFENSE FOR HOMELAND DEFENSE AND AMERICAS’ SECURITY

AFFAIRS

CHAIRMAN, JOINT CHIEFS OF STAFF, JOINT DIRECTOR OF MILITARY SUPPORT (JDOMS)

COMBATANT COMMANDERS, U.S. NORTHERN COMMAND AND U.S. PACIFIC COMMAND

COMMANDER, U.S. ARMY NORTH

COMMANDER, JOINT CIVIL DISTURBANCE TASK FORCE

NATIONAL GUARD BUREAU

THE NATIONAL GUARD

THE DEPARTMENT OF DEFENSE CIVIL DISTURBANCE PLANS (COMBATANT COMMANDERS’

CONPLANS)

CIVIL DISTURBANCE OPERATIONS MISSION

COMBATANT COMMANDERS’ CONPLANS

THE STANDING RULES FOR THE USE OF FORCE FOR U.S. FORCES

CONSTITUTIONAL LEGAL CONSIDERATIONS

OTHER CONSIDERATIONS

100

Table of Contents

Domestic Operational Law Handbook 2013

CHAPTER 6: DOD RESPONSE FOR CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR (CBRN)

CONSEQUENCE MANAGEMENT

105

A. INTRODUCTION

105

B. CBRN CM OVERVIEW AND AUTHORITIES

107

C. DOD ENTITIES RESPONSIBLE FOR CBRN CM OPERATIONS

109

D. SPECIALIZED DOD CBRN RESPONDERS

110

JOINT TASK FORCE CIVIL SUPPORT

110

NATIONAL GUARD WEAPONS OF MASS DESTRUCTION CIVIL SUPPORT TEAMS

112

NATIONAL GUARD CERFP TEAMS

113

NATIONAL GUARD HRF

113

USCG NSF AND STRIKE TEAMS

114

E. SPECIAL LEGAL CONSIDERATIONS DURING CBRN CM OPERATIONS

114

QUARANTINE / ISOLATION

114

ENVIRONMENTAL COMPLIANCE

115

HEALTH CARE LICENSURE

116

MORTUARY AFFAIRS

117

CHAPTER 7: COUNTERDRUG OPERATIONS

119

A. INTRODUCTION

119

B. TITLE 10 SUPPORT TO COUNTERDRUG OPERATIONS

120

NATIONAL DEFENSE AUTHORIZATION ACT OF 1991

120

DETECTION AND MONITORING

122

CJCS IMPLEMENTATION

122

COUNTERDRUG SUPPORT TASK FORCES

124

COAST GUARD LAW ENFORCEMENT DETACHMENTS

125

C. NATIONAL GUARD SUPPORT TO COUNTERDRUG OPERATIONS

128

CHAPTER 8: MILITARY SUPPORT OPERATIONS

135

I. INTRODUCTION - MILITARY SUPPORT TO SPECIAL EVENTS

136

A. SUPPORT TO SPECIAL EVENTS OR ORGANIZATIONS

136

TYPES OF EVENTS AND SUPPORT FROM DOD OR NATIONAL GUARD

136

REQUESTS FOR SUPPORT AND COORDINATION

140

B. INNOVATIVE READINESS TRAINING

142

INNOVATIVE READINESS TRAINING PROCEDURES

142

LEGAL CONSIDERATIONS FOR IRT PROJECTS

144

II. INTRODUCTION - MISCELLANEOUS DOMESTIC SUPPORT OPERATIONS

145

A. DISASTER AND DOMESTIC EMERGENCY ASSISTANCE

145

MILITARY ASSISTANCE TO SAFETY AND TRAFFIC

145

SEARCH AND RESCUE OPERATIONS

146

EMPLOYMENT OF DOD RESOURCES IN SUPPORT OF THE U.S. POSTAL SERVICE

147

PUBLIC HEALTH OR MEDICAL EMERGENCIES

148

ANIMAL AND PLANT DISEASE ERADICATION

149

MASS MIGRATION EMERGENCY

149

NUCLEAR AND RADIOLOGICAL INCIDENTS

149

DOD SUPPORT TO WILDFIRES

150

B. ENVIRONMENTAL MISSIONS

154

THE DEEPWATER HORIZON OIL SPILL - USE OF THE NCP VS. STAFFORD ACT

155

C. MISCELLANEOUS MISSIONS IN SUPPORT OF LAW ENFORCEMENT

156

SUPPORT OF UNITED STATES SECRET SERVICE

156

IMAGERY INTELLIGENCE AND GEOSPATIAL SUPPORT

156

CRITICAL ASSET ASSURANCE PROGRAM

157

CONTINUITY OF OPERATIONS POLICIES AND PLANNING

157

EXPLOSIVE ORDNANCE DISPOSAL

157

D. PANDEMIC INFLUENZA

158

Table of Contents

Domestic Operational Law Handbook 2013

CHAPTER 9: INTELLIGENCE OVERSIGHT AND INFORMATION HANDLING DURING DOMESTIC SUPPORT

OPERATIONS

163

A. INTRODUCTION

164

B. THE ROLE OF DOD INTELLIGENCE COMPONENTS IN DOMESTIC SUPPORT OPERATIONS

165

C. INFORMATION HANDLING AND THE ROLE OF DOD NON-INTEL COMPONENTS

168

D. THE NATIONAL GUARD

169

STATUS: TITLE 32 OR TITLE 10

169

COLLECTION VIA AN INTELLIGENCE ACTIVITY

170

METHOD OF COLLECTING

171

PURPOSE OF THE COLLECTION

171

E. JUDGE ADVOCATE RESPONSIBILITIES

172

CHAPTER 10: RULES FOR THE USE OF FORCE (RUF) FOR FEDERAL FORCES

175

A. INTRODUCTION

175

B. THE JUDGE ADVOCATE’S ROLE IN THE USE OF FORCE (UOF)

177

C. PRACTICAL REALITIES OF USE OF FORCE SITUATIONS

178

CAPABILITIES AND LIMITATIONS

178

POTENTIAL THREAT

179

PHYSICAL AND PSYCHOLOGICAL EFFECTS

179

D. SRUF AND AREAS OF CONFUSION AND CONCERN

179

E. LEGAL AUTHORITY AND STANDARD FOR U.S. MILITARY UOF IN DOMOPS

180

MINIMUM FORCE NECESSARY OR DEADLY FORCE AS A LAST RESORT

182

MANDATORY VERBAL WARNINGS

182

DENIAL OF DEADLY FORCE IN SELF-DEFENSE

183

OPERATIONAL ORDERS/EXECUTION ORDERS

183

SRUF AUTHORITY TO USE DEADLY FORCE

183

OTHER MISSION RELATED CIRCUMSTANCES FOR USE OF DEADLY FORCE

184

AUGMENTATION OF THE RUF

185

F. LIABILITY FOR SERVICE MEMBERS, LEADERS, AND RUF DRAFTERS IN UOF SITUATIONS

185

FEDERAL CIVIL LIABILITY

186

FEDERAL CRIMINAL LIABILITY

188

STATE CIVIL AND CRIMINAL LIABILITY

188

G. OTHER TRIAL OR LITIGATION ISSUES

188

H. TRAINING OF JUDGE ADVOCATES

189

CHAPTER 11: RULES FOR THE USE OF FORCE FOR THE NATIONAL GUARD

191

A. INTRODUCTION

191

B. RUF AND STATE CRIMINAL LAWS

192

STATE LAW APPLICABLE TO BOTH TITLE 32 AND SAD STATUSES

192

SUBJECTS FOR INCLUSION IN STATE RUF FOR THE NATIONAL GUARD

193

C. SPECIFIC RUF ISSUES

199

RUF IN INTERSTATE (CROSS BORDER) OPERATIONS

199

STATE CRIMINAL LIABILITY OF NATIONAL GUARD MEMBERS FOR USE OF FORCE

201

RUF IN MIXED NATIONAL GUARD AND ACTIVE COMPONENT OPERATIONS

203

D. ROLE OF THE NATIONAL GUARD JUDGE ADVOCATE

204

DRAFTING RUF

204

NEGOTIATING RUF WITH STATE AGENCIES

204

PROVIDING LEGAL ADVICE ON LIABILITY

205

TRAINING

205

CHAPTER 12: FUNDING DOMESTIC SUPPORT OPERATIONS

207

A. INTRODUCTION: BASIC FISCAL LAW FRAMEWORK

208

B. BASIC FISCAL CONTROLS

209

Table of Contents

Domestic Operational Law Handbook

2013

PURPOSE

209

TIME

211

AMOUNT

211

MILITARY ASSISTANCE TO CIVIL AUTHORITIES

212

DODD 3025.18

213

DISASTER AND EMERGENCY RELIEF

214

IMMEDIATE RESPONSE AUTHORITY (IRA)

215

DEFENSE EMERGENCY RESPONSE FUND (DERF)

216

DISASTER SUPPORT INVOLVING LAW ENFORCEMENT AUTHORITIES

217

CIVIL DISTURBANCES

217

SUPPORT TO CIVILIAN LAW ENFORCEMENT

218

ECONOMY ACT

219

MISCELLANEOUS RECEIPTS

219

EXCESS PROPERTY

220

EXPERT ADVICE AND TRAINING

220

SHARING INFORMATION

222

COUNTERDRUG SUPPORT

222

DETECTION AND MONITORING

223

ADDITIONAL SUPPORT

223

INNOVATIVE READINESS TRAINING

224

DOD SUPPORT TO SPECIAL EVENTS

225

SUPPORT TO PRIVATE ORGANIZATIONS AND INDIVIDUALS

226

BOY SCOUTS OF AMERICA

226

GIRL SCOUTS OF AMERICA

226

NATIONAL VETERANS’ ORGANIZATIONS

226

AMERICAN RED CROSS

227

NATIONAL MILITARY ASSOCIATIONS

227

HOMELESS INDIVIDUALS

227

LOAN OR LEASE OF NON-EXCESS PROPERTY OF A MILITARY DEPARTMENT

227

AUTHORIZED LOAN OR LEASE OF NON-EXCESS PROPERTY

227

EMERGENCY EXCEPTIONS

229

ADDITIONAL REQUIREMENTS

229

MILITARY ASSISTANCE TO SAFETY AND TRAFFIC

229

EXPLOSIVE ORDNANCE DISPOSAL

230

MILITARY WORKING DOGS

230

MISCELLANEOUS SUPPORT

231

MISCELLANEOUS EXCEPTIONS

231

Table of Contents

Domestic Operational Law Handbook 2013

PREFACE

Brigadier General Michael L. Cunniff¹

The Adjutant General of New Jersey

The Domestic Operational Law (DOPLAW) Handbook for judge advocates continues to be

renowned as an essential tool for attorneys in the field. It has evolved significantly since its initial

publication in 2001 before the events of September 11th. As the domestic response domain has

evolved, the Handbook has adapted to address emerging laws and policy. The book has always

served to keep military attorneys in tune with the latest developments in domestic response such as

the creation of the Department of Homeland Security (DHS), the maturation of the National

Response Plan into the National Response Framework, and the establishment of U.S. Northern

Command and its role in domestic response, among other items.

With this publication, there are many more new developments worthy of notation. The

Department of Defense has recently updated its Defense Support of Civilian Law Enforcement

Agencies (DoDI 3025.21), Defense Support of Civil Authorities (DoDD 3025.18), and numerous

other policies - all of which are discussed within this latest version of the Handbook. Perhaps the

most noteworthy evolution in domestic response since the last publication of the Handbook is the

fact that DHS has significantly updated its National Preparedness Policy in accordance with the

direction of the 2011 Presidential Policy Directive 8 (PPD-8). DHS has now published four of five

required National Planning Frameworks, including an updated National Response Framework, all of

which are part of the National Preparedness System (NPS). Judge advocates will find a useful

summary of the current status of the NPS inside. The terms and procedures in these new NPS

documents reflect an increased push for integration with state, local, and other federal agency

responders and will permeate future responses. These concepts represent the future of emergency

and disaster response, and judge advocates will improve their ability to provide advice greatly by

learning them.

The Handbook has also expanded significantly due to lessons learned from our country’s

most significant disasters including Hurricane Katrina, the Deepwater Horizon oil spill and, most

recently, Super Storm Sandy. It continues to build on the wide-ranging experiences that field

operators and judge advocates gained through their service in these responses, rendering this update

not solely a collection of law and policy, but also a practical guide that will aid deployed judge

advocates in real-time and while at their commander’s side facing complex and uncertain challenges

in emergencies and disasters.

¹ Brigadier General Michael L. Cunniff is The Adjutant General of New Jersey. General Cunniff commands more than

9,000 Soldiers and Airmen of the New Jersey Army and Air National Guard. He also directs the New Jersey

Department of Military and Veterans Affairs in the execution of federal and state missions and manages all state

veterans’ programs, commissions and facilities in New Jersey. His previous commands include the 108th Wing, New

Jersey Air National Guard, Joint Base McGuire-Dix-Lakehurst, New Jersey and the 150th Air Expeditionary Air

Refueling Squadron, 405th Air Expeditionary Wing, Thumrait Air Base, Oman. General Cunniff has served in many

operations, including Operations Northern Watch, Joint Forge, Allied Force, Noble Eagle, Enduring Freedom and Iraqi

Freedom. General Cunniff is a Command Pilot with over 6,000 flight hours in several different aircraft, including the

F-4 Phantom II and the KC-135 Stratotanker.

Preface

Domestic Operational Law Handbook 2013

Super Storm Sandy specifically provided many lessons for this latest publication. It

challenged each state that suffered her wrath. Government agencies from municipal to federal

levels responded, rendering Super Storm Sandy fertile ground for multiple legal case studies and

lessons learned. Most significantly from a military perspective, New Jersey (and New York)

established a Dual Status Commander (DSC), implementing a construct whereby a National Guard

officer is appointed on Title 10 orders to command active duty and National Guard military forces

supporting a state’s response. This enabled the governor to retain control of his or her state’s

recovery effort while better positioning the state to ask for and receive essential resources from the

Department of Defense and other federal departments and agencies. Super Storm Sandy was the

first use of the DSC in a “no notice” state emergency, and its success proved the concept as an

essential tool within the National Response Framework.

For the judge advocate, Sandy further reinforced the notion that attorneys play a vital role as

part of the command staff during a response. The Super Storm was a complex, multi-echelon,

interagency incident that frequently raised competing or conflicting legal authorities, jurisdictions,

and policies and often required attorney immersion in uncharted legal waters. This Handbook

serves as one of the best tools for deployed attorneys finding themselves in such a situation - it

enables them to quickly familiarize themselves with the basic rules and references involved in what

may otherwise be a very foreign system, and thus ensure the chain of command receives crucial

real-time legal advice demanded during such events. Of course, attorneys will set themselves up for

success by reviewing the concepts in this book in advance of the need to use them.

Judge advocates should not forget that they can and should aid in a variety of areas during a

response. Large incidents require commanders to integrate with local, county, state, and federal

responders. The Handbook offers explanations of agency roles that will greatly assist in this effort.

Commanders often need not just legal advice, but also practical counsel during operations. Lessons

learned incorporated into the Handbook from other responses can aid in this effort as well. Thus,

while the Handbook continues to be a vital tool for applying the law of domestic operations, it also

serves to improve attorneys’ ability to understand all aspects of a domestic response and therefore

advance their capacity to assist and advise in all aspects of a response.

Preface

Domestic Operational Law Handbook 2013

CHAPTER 1

OVERVIEW OF DOMESTIC SUPPORT OPERATIONS

A. Background

Traditionally, the principal task of the U.S. military has been to fight and win the nation’s wars.¹ It

has accomplished this goal primarily by projecting military power overseas.² Since the terrorist

attacks of September 11, 2001, the Department of Defense’s (DoD) highest priority has been the

protection of the United States from direct attack;³ however, terrorism does not represent the only

source of threats to the homeland. The extraordinary destruction wrought by Hurricane Katrina in

2005 and Hurricane/Superstorm Sandy in 2012 remind us that threats to the nation do not always

originate from the acts of man.⁴

Since September 11, 2001, the federal government has taken aggressive and wide ranging steps to

better address both the threat of direct attacks on the United States and the challenges of natural or

manmade disasters. Through the Homeland Security Act of 2002,⁵Congress created the

Department of Homeland Security (DHS)—an executive agency that consolidated the functions and

responsibilities of more than a dozen federal agencies and departments, including the U.S. Coast

Guard (USCG), the Federal Emergency Management Agency (FEMA), the Immigration and

Naturalization Service (INS), the Transportation Security Administration (TSA), and the U.S.

Secret Service (USSS), among others.⁶ As required by law, DHS immediately began an effort to

develop a coordinated system of response by civil authorities at all levels of government. The

National Response Framework (NRF), published in January 2008 and updated in May 2013, is the

result of that effort.⁷

In 2002, DoD created the first Combatant Command, U.S. Northern Command (USNORTHCOM),

with direct responsibility for the defense, protection and security of the continental United States,

Alaska, and its territorial waters including the Gulf of Mexico and the Straits of Florida. With the

JOINT CHIEFS OF STAFF, NATIONAL MILITARY STRATEGY OF THE UNITED STATES OF AMERICA 3 (2004), available at

http://www.defense.gov/news/Mar2005/d20050318nms.pdf [hereinafter 2004 National Military Strategy].

² JOINT CHIEFS OF STAFF, NATIONAL MILITARY STRATEGY OF THE UNITED STATES OF AMERICA (8 Feb. 2011),

available at http://www.jcs.mil//content/files/2011-02/020811084800_2011_NMS_-_08_FEB_2011.pdf.

³ See DEPARTMENT OF DEFENSE, STRATEGY FOR HOMELAND DEFENSE AND DEFENSE SUPPORT OF CIVIL AUTHORITIES 1

(Feb. 2013), available at http://www.defense.gov/news/Homelanddefensestrategy.pdf [hereinafter STRATEGY FOR

HOMELAND DEFENSE AND DSCA].

⁴ Federal analysis indicates that the direct toll in lives and financial costs from natural disasters in recent decades far

outweighs that from terrorist attacks. See Rawle O. King, Financing Recovery from Large-Scale Natural Disasters,

CONGRESSIONAL RESEARCH SERVICE (9 Feb. 2009); See also 9/11 Terrorism: Economic Global Costs,

CONGRESSIONAL RESEARCH SERVICE (5 Oct. 2004).

⁵ Homeland Security Act of 2002, Pub. L. No. 107-296, 116 Stat. 2135 (2002) (codified primarily at 6 U.S.C. §§ 101-

557) [hereinafter HSA 2002].

Id.

⁷ DEP’T OF HOMELAND SECURITY, NATIONAL RESPONSE FRAMEWORK, May 2013 [hereinafter NRF], available at

http://www.fema.gov/emergency/nrf. The NRF superseded the National Response Plan (NRP) published in 2005.

Chapter 1

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establishment of USNORTHCOM, DoD now has Combatant Commands whose combined

geographic responsibilities cover all States and territories of the United States.⁸ On September 11,

2003, USNORTHCOM reached full operational capability. USNORTHCOM’s current mission

statement is:

“USNORTHCOM partners to conduct Homeland Defense and Civil Support operations within the

assigned area of responsibility to defend, protect, and secure the United States and its interests.”⁹

This mission statement recognizes the unique dual roles for USNORTHCOM in Homeland Defense

(HD) and Defense Support of Civil Authorities (DSCA), in addition to standard Geographic

Combatant Commander-assigned responsibilities.¹⁰ As discussed below, HD authorities and

capabilities are generally beyond the scope of this handbook; however, understanding how DoD

and its organizations (such as USNORTHCOM) fit in the larger emergency and disaster response

framework allows for better comprehension of DoD’s ability to provide civil support. Because of

USNORTHCOM’s responsibility for operations in the homeland, it is engaged in nearly constant

liaison with our national leadership and with the federal agencies that would lead civil support

operations.

B. Purpose of This Handbook

In February 2013, DoD published a new Strategy for Homeland Defense and Defense Support of

Civil Authorities, updating DoD’s Domestic Support Strategy for the first time since 2005, and

setting out DoD’s vision for transforming homeland defense and support to civil authorities.¹¹

DoD has identified two priority missions for its activities in the homeland for 2012 to 2020: to

defend U.S. territory from direct attack by state and non-state actors, and provide assistance to

domestic civil authorities in the event of natural or manmade disasters.¹²

This handbook focuses on the latter of the two missions - providing assistance to domestic civil

authorities, also known as Defense Support of Civil Authorities (DSCA). Circumstances involving

the exercise of HD authority and capabilities, i.e. “countering air and maritime attacks and

preventing terrorist attacks on the homeland,”¹³ are beyond the scope of this handbook.

Nonetheless, it should be kept in mind that actions taken within the HD function may directly

impact DoD’s DSCA mission once an event has occurred. Likewise, for ongoing events or

continuing attacks, DSCA actions may contribute immediately to HD capabilities.

⁸ The other Combatant Command with responsibility for the United States is U.S. Pacific Command (USPACOM),

with responsibility over Hawaii, Guam, American Samoa, and the Commonwealth of the Northern Mariana Islands.

⁹ About USNORTHCOM, UNITED STATES NORTHERN COMMAND,

http://www.northcom.mil/AboutUSNORTHCOM.aspx (last visited Jun. 4, 2013). The geographic area of responsibility

for USNORTHCOM also contains Mexico, Canada, Bermuda, and portions of the Caribbean. Id. The exact

dimensions of this geographic area are contained in the Unified Command Plan.

¹⁰ Duties and assignments for Combatant Commanders are contained in the Unified Command Plan.

¹¹ See STRATEGY FOR HOMELAND DEFENSE AND DSCA, supra note 3.

Id. at 1.

Id. at 9.

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C. DoD’s Role in Civil Support

Military civil support operations are neither new nor limited to a single service. The military has

long provided assistance in times of disaster and has routinely provided support to state and

territorial governors, even historically having administered governmental affairs until local

governance was established.¹⁴ During the Reconstruction after the Civil War, military forces

assisted with maintaining order.¹⁵ In the late Nineteenth Century, the Army played a direct role in

many disaster relief operations including the great Chicago fire, the Johnstown Flood, and the

Charleston, South Carolina earthquake. DoD continues similar support efforts to this day in the

wake of emergencies and disasters.

National Guard (NG) units, under the control of their respective state governor and their “The

Adjutants General” (TAGs),¹⁶have traditionally been the primary military responders in domestic

operations and emergencies. The use of federal forces to support state and local governments was,

and remains, the exception rather than the rule. Federal forces are generally used only after state

resources are exhausted or overwhelmed and federal assistance has been requested by state officials.

DoD has capabilities and resources uniquely suited to support U.S. civil authorities. DoD consists

of trained and disciplined personnel and organizations capable of rapidly responding on short notice

to a broad spectrum of emergencies. Although organized to conduct combat operations, military

personnel and their associated equipment can often be effectively employed in civil support

operations. Consequently, DoD will continue to be called upon to assist civil authorities.¹⁷ In these

instances, DoD’s role is one of support - civilian authorities retain primary responsibility for

domestic operations.¹⁸ Civilian authorities may request Federal assistance, including DoD

assistance, if they are overwhelmed.¹⁹

U.S. domestic law, Presidential Decision Directives (PDDs),²⁰National Security Presidential

Directives (NSPD) and Homeland Security Presidential Directives (HSPDs), ²¹Presidential Policy

¹⁴ See U.S. DEP’T OF ARMY, FIELD MANUAL 3-07, STABILITY OPERATIONS (October 2008) [hereinafter FM 3-07].

Id., para 1-1.

In “state status” National Guard personnel are under the control of the particular Governor and The Adjutant General

(TAG) of their particular state. “State status” includes “state active duty (SAD)” and Title 32—traditional Guard status.

See infra Chapter 3 for further discussion of National Guard status.

¹⁷ U.S. DEP’T OF DEFENSE, DIR. 3025.18, DEFENSE SUPPORT OF CIVIL AUTHORITIES (21 Sept. 2012) [hereinafter DoDD

3025.18].

¹⁸ See STRATEGY FOR HOMELAND DEFENSE AND DSCA, supra note 3, at 9, 14. See also U.S. DEP’T OF DEFENSE,

INSTR. 3025.21, DEFENSE SUPPORT OF CIVILIAN LAW ENFORCEMENT AGENCIES Encl. 4 (27 Feb. 2013) [hereinafter

DoDI 3025.21] (noting “[t]he primary responsibility for protecting life and property and maintaining law and order in

the civilian community is vested in State and local governments.”).

¹⁹ See STRATEGY FOR HOMELAND DEFENSE AND DSCA, supra note 3, at 15.

²⁰ The Presidential Decision Directive (PDD) series was the mechanism used by the Clinton Administration to

promulgate Presidential decisions on national security matters.

In the George W. Bush administration, the directives used to promulgate Presidential decisions on national security

matters are designated National Security Presidential Directives (NSPDs) and those on homeland security matters are

designated Homeland Security Presidential Directives (HSPDs). Unless otherwise indicated, past directives of previous

administrations remain in effect until superseded.

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Directives (PPDs),²² Executive Orders (EOs), and DoD regulations provide the framework for, and

set limits on, the use of military forces to assist civil authorities. While the types of domestic

support operations vary widely, two forms of statutory restrictions as well as policy concerns may

limit the scope of support. First, judge advocates must carefully consider whether the Posse

Comitatus Act applies.²³ Second, fiscal law constraints,²⁴as well as policy limitations, apply when

reviewing a proposed domestic support operation.

Acknowledging the value of civil support that DoD can offer, Congress has enacted laws allowing

federal agencies to request support from the military during domestic operations. These laws

emphasize DoD’s supporting role in civil support operations. Further, these laws acknowledge that

the National Guard, while in state status, has primary responsibility for providing initial support to

state and local civil authorities.²⁵

When federal forces respond in a support role, they operate under the direction of a designated lead

federal agency (LFA). Federal laws recognize the importance of interdepartmental and interagency

coordination and planning in this area. For example, the National Response Framework (NRF)²⁶is

designed to maximize unity of effort when federal agencies work together to respond to domestic

emergencies.

In summary, DoD provides federal military assistance only when civil resources are insufficient,

when requested to do so by appropriate civil authorities, and when properly ordered to do so by

DoD officials. In domestic operations, National Guard units and personnel, in non-federal status

and under the command of their respective Governors, have primary responsibility for providing

military assistance to local governments. Only when state and local government resources are

exhausted or inadequate, and support is requested by the state, will the federal government provide

necessary civil support.

D. Defense Support of Civil Authorities (DSCA)

The primary reference for all DoD support to domestic operations is DoD Directive (DoDD)

3025.18, Defense Support of Civil Authorities.²⁷ DoDD 3025.18 was promulgated with changes on

September 21, 2012. It incorporates and cancels DoDD 3025.1 (Military Support to Civil

Authorities) and DoDD 3025.15 (Military Assistance to Civil Authorities). Notably, DoDD

3025.18 states that DSCA plans shall be compatible with the National Incident Management System

(NIMS) and will consider command and control options that emphasize “unity of effort.”

DoDD 3025.18 provides criteria against which all requests for support must be evaluated. These

criteria are known as the “CARRLL” factors. The criteria are addressed to approval authorities, but

commanders at all levels should be cognizant of these requirements when forwarding a

recommendation for military support through the chain of command.

²² The Presidential Policy Directive (PPD) series is a mechanism that the Obama administration uses to promulgate

Presidential decisions on national security matters.

18 U.S.C. § 1385 (2012). See infra Chapter 4.

²⁴ See infra Chapter 14.

²⁵ DoDI 3025.21, supra note 18, at 27.

²⁶ NRF, supra note 7.

²⁷ DoDD 3025.18, supra note 17.

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The criteria are:

• Cost - Who pays and the impact on DoD budget.

• Appropriateness - Whether it is in the interest of DoD to provide the requested support.

• Readiness - Impact on DoD’s ability to perform its primary mission.

• Risk - Safety of DoD forces.

• Legality - Compliance with the law.

• Lethality - Potential use of lethal force by or against DoD forces.

DoDD 3025.18 also outlines the roles and responsibilities of each DoD component and establishes

request procedures and approval authorities for each type of domestic support operation. The

Secretary of Defense has reserved approval authority of DoD support for civil disturbances and for

responses to acts of terrorism. The various types of domestic support authorities are covered in

more detail in specific Directives and Instructions set out in this Handbook’s respective chapters.

E. Handbook Organization

This handbook specifically addresses DoD’s civil support mission and its role in response

operations within the United States. It additionally provides an understanding of the overall federal

government approach to preparing for and responding to domestic emergencies and disasters. In the

majority of domestic emergency and disaster response operations, DHS will serve as the LFA to

which DoD lends its support. Thus, a working knowledge of how DHS addresses emergency and

disaster response is vital to fully appreciate how DoD civil support authorities and policy function

in this area. The handbook therefore begins with a discussion on the role of the DHS and the

National Preparedness System and Incident Management doctrines that permeate all emergency and

disaster responses.

The handbook then examines the roles, responsibilities and authorities of DoD related to specific

domestic support operations including Chemical, Biological, Radiological, and Nuclear (CBRN)²⁸

incident management, support to civilian law enforcement, civil disturbance support, counterdrug

operations, and other miscellaneous operations. The handbook concludes with chapters that impact

all domestic operations: intelligence law, rules for the use of force, and fiscal law. Each chapter is

best understood when considered in light of other chapters, but each chapter also stands on its own

and can be used by judge advocates to develop an understanding of the authorities and limitations

that apply to a specific type of domestic support.

²⁸ Previously referred to as CBRNE - see Chapter 6, infra, for a discussion on the change from CBRNE to CBRN in

policy.

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CHAPTER 2

NATIONAL FRAMEWORK FOR INCIDENT MANAGEMENT

KEY REFERENCES:

•

The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Pub. L. No. 93-288, 42

U.S.C. § 5121, et seq., as amended.

•

Homeland Security Act of 2002, Pub. L. No. 107-296, 116 Stat. 2135 (2002) as amended.

•

The Federal Water Pollution Control Act (Clean Water Act) , 33 U.S.C. § 1251 et. seq. (1972),

as amended, and the Oil Pollution Act of 1990 (OPA 90) (1991), as amended.

•

Executive Order 12241 - National Contingency Plan (1980), as amended.

•

Executive Order 12472 - Assignment of National Security and Emergency Preparedness

Telecommunications Functions (1984), as amended.

•

Executive Order 12580 - Superfund Implementation (1987), as amended.

•

Executive Order 12656 - Assignment of Emergency Preparedness Responsibilities, (1988), as

amended.

•

Executive Order 12657 - Federal Emergency Management Agency Assistance in Emergency

Preparedness Planning at Commercial Nuclear Power Plants (1988), as amended.

•

Executive Order 12777 - Implementation of Section 311 of the Federal Water Pollution Control

Act.

•

Executive Order 13286 - Amendment of Executive Orders, and Other Actions, in Connection

with the Transfer of Certain Functions to the Secretary of Homeland Security (2003).

•

HSPD 15/NSPD 46 - U.S. Strategy and Policy in the War on Terror (classified directive),

March 6, 2006.

•

PDD 63 - Critical Infrastructure Protection, May 22, 1998.¹

•

HSPD 5 - Management of Domestic Incidents, February 28, 2003.

•

HSPD 7 - Critical Infrastructure Identification, Prioritization, and Protection, December 17,

2003.

•

HSPD 8 - National Preparedness, December 17, 2003 and HSPD 8, Annex I - National

Planning.²

•

PPD 8 - National Preparedness, March 30, 2011.

•

Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), 42

U.S.C. §§ 9605 - 9675 (2011).

•

The Defense Production Act of 1950, 50 U.S.C. § 2061, et seq.

•

DoDD 3025.18, Defense Support of Civil Authorities (DSCA), September 21, 2012.

•

National Response Framework (NRF), May 2013.

•

National Mitigation Framework (NMF), May 2013.

•

National Prevention Framework (NPF), May 2013.

¹ Recommended for historical reference. President Bush promulgated HSPD 7 to update and supersede the pre-9/11

PDD-63 dealing with the protection of critical infrastructure.

² Recommended for historical reference. President Obama promulgated PPD-8 to update and supersede HSPD 8 and

HSPD 8, Annex I, with the exception of paragraph 44 of HSPD-8 Annex I, which remains in effect. Individual plans

developed under HSPD-8 and HSPD-8 Annex I remain in effect unless otherwise replaced or rescinded.

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• National Disaster Recovery Framework, (NDRF), September 2011.

• National Incident Management System (NIMS).

• National Oil and Hazardous Substances Pollution Contingency Plan, 40 C.F.R. § 300.

• FM 3-28, Civil Support Operations, August 20, 2010.

• ADP 3-28, Defense Support of Civil Authorities, July 2012.

A. The Federal Response Structure

In the 25 years since 1988, when President George H.W. Bush promulgated Executive Order (EO)

12656, the Federal Government has significantly changed its approach to preventing, preparing for,

and responding to major domestic incidents. This chapter addresses the Federal Government’s

current system for domestic all-hazards incident management, including the latest significant

changes to the National Preparedness System promulgated in 2013, as well as the vital role of the

Stafford Act as the primary authority for the use of federal resources to assist State and local

governments during emergencies or disasters.

1. Executive Order 12656: Emergency Preparedness and Response Responsibilities

Executive Order 12656, as amended, assigns national security emergency preparedness

responsibilities to federal departments and agencies, delegating to the Department of Homeland

Security primary responsibility for coordinating the efforts of, among other things, federal

emergency assistance.³

This executive order identifies several departments/agencies (e.g., Defense, Energy, Health and

Human Services) that have active, and potentially overlapping, roles regarding nuclear, biological,

and chemical assessment and response. It also identifies primary and support functions to be

performed during any national security emergency of the United States, development of plans for

performing these functions, and development of the capability to execute those plans. As part of

preparedness, EO 12656 mandates that the heads of federal agencies plan for continuity of

government in the event of a national security emergency and plan for the mobilization of agency

alternative resources. In assigning areas of responsibility for domestic preparedness, EO 12656

provides the foundation for the former Federal Response Plan (FRP), now superseded by the NRF

under the National Preparedness System (NPS).

Executive Order 13228, establishing the Office of Homeland Security⁴, amended EO 12656 to

account for the responsibilities of the new office within the functional and legal structure of

emergency preparedness. This Executive Order identifies primary and support functions to be

performed during any national security emergency of the United States, directs the development of

plans for performing these functions and development of the capability to execute those plans.

Table 2-1 highlights some of the major areas of responsibility for several of the agencies identified

in EO 12656, as amended by EO 13286.⁵

³ Exec. Order No. 12656, 3 C.F.R. 585 (1988); see also Exec. Order No. 12148, 3 C.F.R. 412 (1979), which transferred

to FEMA responsibility for coordinating federal response to civil emergencies at the regional and national levels.

⁴ Exec. Order No. 13228, 66 Fed. Reg. 51812 (Oct. 10, 2001).

⁵ Exec. Order No. 13286, 68 Fed. Reg. 10619 (Mar. 5, 2003) transferred key functions of FEMA to DHS. Note that

Exec. Order No. 13603, 77 Fed. Reg. 16651 (Mar. 16, 2012) revoked Sections 401(3)-(4) of Exec. Order No. 12656.

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AGENCY

LIST OF SELECT AGENCY ROLES AND RESPONSIBILITIES

Lead Responsibilities: Ensure continuation of agricultural production, food processing,

storage, and distribution; oversee use and handling of agricultural commodities and land

Department of

exposed to or affected by hazardous agents.

Agriculture

Support Responsibilities: Assist Secretary of Defense in formulating and carrying out

plans for stockpiling strategic and critical agricultural materials.

Lead Responsibilities: Military response; national mobilization; damage assessment;

support to civil and private sector, including law enforcement within authority; respond

Department of

to all hazards related to nuclear weapons, materials, and devices; stockpile and store

Defense

critical materials.

Support Responsibilities: Coordinate military support with civilian agencies.

Lead Responsibilities: Identify, analyze, assess, and mitigate hazards from nuclear

weapons, materials, and devices; all emergency response activities pertaining to DOE

Department of

nuclear facilities, to include recapture of special nuclear materials.

Energy

Support Responsibilities: Advise, assist, and assess the radiological impact associated

with national security emergencies.

Lead Responsibilities: Mobilize health industry and allocate resources to provide health,

mental health, and medical services to civilian and military claimants; reduce or

Department of Health

eliminate adverse health and mental health effects produced by hazardous agents;

and Human Services

provide emergency services, e.g. social services, family reunification, mortuary services.

Support Responsibilities: Support Secretary of Agriculture in development of plans

related to national security agricultural health services.

Lead Responsibilities: Advise National Security Council on issues of national security

emergency preparedness, including mobilization preparedness, civil defense, continuity

of government, and technological disasters; coordinate with the other agencies and with

Department of

state and local governments in implementing national security emergency preparedness

Homeland Security

policies.

Support Responsibilities: Prepare plans and programs, to include plans and capabilities

related to nuclear emergencies; promote programs for Federal buildings and installations.

Lead Responsibilities: Interdict and respond to terrorism incidents; advise the President

regarding national security emergency powers, plans, and authorities; coordinate

domestic law enforcement activities related to national security emergency preparedness,

Department of Justice

respond to civil disturbances that may result in a national security emergency.

Support Responsibilities: Support the intelligence community in the planning of its

counter-intelligence and counter-terrorism programs.

Lead Responsibilities: Meet essential transportation needs; provide direction to all

modes of civil transportation; coordinate with state and local agencies in the management

Department of

of all publicly-owned highways, roads, bridges, tunnels; assist with maritime and port

Transportation

control.

Support Responsibilities: Assist Secretary of Energy in the transportation of energy

materials.

Table 2-1. Partial List of Agency Roles and Responsibilities during a National-Level Emergency

2. The Homeland Security Act

The Homeland Security Act of 2002 represented a watershed moment in the manner in which the

federal government organizes to respond to national level incidents.⁶The Act established the DHS,

and consolidated the consequence management missions, assets, and personnel of numerous federal

⁶ The Homeland Security Act of 2002, Pub. L. No. 107-296, 116 Stat. 2135 (2002) as amended [hereinafter HSA].

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departments and agencies into a single department.⁷ The primary missions of DHS include:

preventing terrorist attacks within the United States, reducing the vulnerability of the United States

to terrorism, and minimizing the damage and assisting in the recovery from terrorist attacks that

occur within the United States.⁸ DHS is comprised of various directorates and components

including the U.S. Coast Guard, Customs and Border Protection, U.S. Citizenship and Immigration

Services, U.S. Immigration and Customs Enforcement, U.S. Secret Service, the Federal Emergency

Management Agency (FEMA), the Transportation Security Administration, and the Federal Law

Enforcement Training Center.

FEMA maintains responsibility for “reduc[ing] the loss of life and property and protect[ing] the

Nation from all hazards, including natural disasters, acts of terrorism, and other man-made

disasters.”⁹Activities pursuant to this responsibility include managing responses; directing the

strategic response assets that were transferred to DHS; overseeing the Metropolitan Medical

Response System; and coordinating other federal response resources in the event of a terrorist attack

or major disaster. The Homeland Security Act also directed the development of a National Incident

Management System to integrate the federal, state, and local government response to terrorist

attacks, and consolidate existing federal government emergency response plans into a single,

coordinated National Response Plan (NRP).¹⁰

In sum, the Homeland Security Act served as the foundation for the government to reorganize and

consolidate incident management functions, assets and personnel under a single Department.

Further, it served as the legal impetus for a revised approach to incident management, later set forth

in Homeland Security Presidential Directive 5 (HSPD-5), which is discussed below.

3. HSPD-5

Homeland Security Presidential Directive 5 (HSPD-5), “Management of Domestic Incidents,”

established a new paradigm for federal emergency management.¹¹ It centers on the need for all

levels of government across the nation to have a single, unified approach toward managing

domestic incidents. Pursuant to the Homeland Security Act of 2002, HSPD-5 tasked the Secretary

of Homeland Security to develop and administer a National Response Plan (now replaced by the

(NRF)) that would integrate federal government domestic prevention, preparedness, response, and

recovery plans into one all-discipline, all-hazards plan. It also tasked the Secretary of Homeland

Security to develop and administer a National Incident Management System (NIMS) that would

unify federal, state, and local government efforts to prepare for, respond to, and recover from

domestic events regardless of cause, size, or complexity. The intent of the NRF and NIMS is to

provide the structure and mechanisms for establishing national level policy and operational

direction regarding federal support to state and local incident managers.

Id. § 101. The Act also established the Department of Homeland Security as the focal point for “natural and

manmade crises and emergency planning. Id. § 101(b)(1)(D).

Id. § 101(b).

⁹ FEMA mission as stated on the FEMA website located at: http://www.fema.gov/about/index.shtm#0 (last visited on

Jul. 8, 2013).

¹⁰ HSA, supra note 6, § 502. As explained below, the NRP was superseded by the National Response Framework,

which is now part of the National Preparedness System.

¹¹ Homeland Security Presidential Directive 5, Management of Domestic Incidents (Feb. 28, 2003) [hereinafter HSPD

5], available at http://www.gpo.gov/fdsys/pkg/PPP-2003-book1/pdf/PPP-2003-book1-doc-pg229.pdf.

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HSPD-5 also reaffirmed the Secretary of Homeland Security’s responsibility as the principal federal

official (PFO) for domestic incident management. HSPD-5 tasked the Secretary of Homeland

Security with coordinating the federal government’s resources in response to, or recovery from,

terrorist attacks, major disasters, or other emergencies. This coordination responsibility exists when

any one of the following four conditions applies: (1) a federal department or agency acting under its

own authority has requested the assistance of the Secretary; (2) the resources of state and local

authorities are overwhelmed and federal assistance has been requested by the appropriate state and

local authorities; (3) more than one federal department or agency has become substantially involved

in responding to the incident; or (4) the Secretary has been directed by the President to assume

responsibility for managing the domestic incident.¹² Table 2-2 summarizes the roles and

responsibilities established by HSPD-5.

HSPD-5 also eliminates the previous distinction, established in Presidential Decision Directive 39,

between crisis management and consequence management, treating the two “as a single, integrated

function, rather than as two separate functions.”¹³ Whereas under the old FRP the Attorney General

was the overall lead federal official for the government’s response until the crisis management

phase of a response was over; now, under the NRF, the Secretary of Homeland Security remains the

lead federal official for the duration of the period involving federal assistance. Despite the fact that

HSPD-5 erased the distinction between crisis management and consequence management, it

reaffirms the Attorney General’s authority as the lead official for conducting criminal investigation

of terrorist acts or terrorist threats.¹⁴

Departments & Agencies

Roles and Responsibilities Established by HSDP-5

Sec. 3. Declares that U.S. Government policy is to treat crisis management and

Federal Government

consequence management as a single, integrated function, rather than as two

separate functions.

Sec. 4. Assigns Secretary of Homeland Security responsibility for coordinating

federal operations within the U.S. to prepare for, respond to, and recover from

Secretary of Homeland

terrorist attacks, major disasters, and other emergencies.

Security

Sec. 15. Tasks the Secretary of Homeland Security to develop and administer a

National Incident Management System (NIMS).

Sec. 16. Tasks the Secretary of Homeland Security to develop and administer a

National Response Plan, or NRP (now the NRF).

Attorney General

Sec. 8. Reaffirms the Attorney General’s role as having lead responsibility for

criminal investigations of terrorist acts or terrorist threats.

Table 2-2. Roles and Responsibilities Established by HSPD-5

Id.

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4. Presidential Policy Directive 8 (PPD-8)

On March 30, 2011, President Obama issued PPD-8 to update and replace HSPD-8 and HSPD-8,

Annex I, National Planning, which was originally issued in 2007, to “further enhance the

preparedness of the United States by formally establishing a standard and comprehensive approach

to national planning.”¹⁵PPD-8 complements HSPD-5—which remains in effect. The goal of PPD

8 is:

“strengthening the security and resilience of the United States through systematic

preparation for the threats that pose the greatest risk to the security of the Nation,

including acts of terrorism, cyber attacks, pandemics, and catastrophic natural

disasters. Our national preparedness is the shared responsibility of all levels of

government, the private and nonprofit sectors, and individual citizens.¹⁶”

PPD-8 specifies that the Secretary of Homeland Security is responsible for developing the National

Preparedness Goal (discussed below) and coordinating the domestic all-hazards preparedness

efforts of all executive departments and agencies, in consultation with State, local, tribal, and

territorial governments, nongovernmental organizations, private-sector partners, and the general

public. The directive further states that the heads of all executive departments and agencies with

roles in prevention, protection, mitigation, response, and recovery are responsible for national

preparedness efforts, including department-specific operational plans, as needed, consistent with

their statutory roles and responsibilities. PPD-8 also specifies that nothing in the directive shall

limit the authority of the Secretary of Defense with regard to the command and control, planning,

organization, equipment, training, exercises, employment, or other activities of DoD forces, or the

allocation of DoD resources.¹⁷

HSPD-8, Annex I required the development of National Planning Scenarios.¹⁸ Consequently, the

Homeland Security Council developed fifteen scenarios depicting “a diverse set of high-

consequence threat scenarios of both potential terrorist attacks and natural disasters.”¹⁹

USNORTHCOM subsequently developed CONPLANs that address each of the scenarios where

DoD support is necessary. These CONPLANs can be accessed with permission of

USNORTHCOM.²⁰ These and other individual plans developed under HSPD-8 and Annex I

remain in effect until rescinded or otherwise replaced.

5. PPD-8 and the National Preparedness System (NPS)

PPD-8 specifically directed the development of a National Preparedness Goal (NPG) that identifies

core capabilities necessary for preparedness, and the development of a National Preparedness

¹⁵ HOMELAND SECURITY PRESIDENTIAL DIRECTIVE 8 ANNEX I, Purpose (2007) [hereinafter HSPD-8 Annex I], available

at: http://www.ok.gov/homeland/Library/DHS_Documents/index.html.

¹⁶ PRESIDENTIAL POLICY DIRECTIVE 8, NATIONAL PREPAREDNESS (Mar. 30, 2011) [hereinafter PPD-8], available at

http://www.dhs.gov/presidential-policy-directive-8-national-preparedness.

Id.

¹⁸ HSPD-8 Annex I, supra note 15, para. 34.

¹⁹ National Preparedness Guidelines, DHS.GOV (last visited Jul. 8, 2013).

²⁰ USNORTHCOM CONPLANs remain in force and effect until rescinded or replaced as specified in PDD-8.

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System (NPS) to guide activities that will enable the Nation to achieve the NPG.²¹ PPD-8 states

that NPS shall include guidance for planning, organization, equipment, training, and exercises to

build and maintain domestic capabilities, and shall provide a whole nation approach for building

and sustaining a cycle of preparedness activities over time. PPD-8 stated that the NPS shall include

five integrated National Planning Frameworks covering the mission areas of Prevention, Protection,

Mitigation, Response, and Recovery. These frameworks set the strategy and doctrine for delivering

the 31 core capabilities identified in the NPG document that apply to these five mission areas.²² It

directed the frameworks shall be built upon scalable, flexible, and adaptable coordinating structures

to align key roles and responsibilities to deliver the necessary capabilities. To date, all but the

Protection framework have been promulgated.²³

6. National Response Framework (NRF) History and Organization

The NRF predates the current NPS five-framework system. On March 22, 2008, the first NRF

became effective and superseded the National Response Plan. It established a comprehensive,

national, all-hazards approach to domestic incident management across a spectrum of activities.

The NRF was updated in 2013 implement the new requirements and terminology of PPD-8, but

reiterates the concepts utilized in the 2008 version.²⁴

The NRF organizes governmental response to natural and manmade disasters and incidents

occurring in the United States, the District of Columbia, and U.S. territories and possessions. It

builds upon and complements the National Incident Management System (NIMS),²⁵ and is designed

to be used by the whole community, since engaging the whole community is essential for the

Nation’s success in maintaining resilience and preparedness. The NRF is always in effect, and

portions of it can be implemented at any time. Selective implementation of NRF structures allows

for a scaled response and an appropriate level of coordination for each incident.²⁶

The NRF is made up of the base document, Emergency Support Functions (ESFs), Support

Annexes, and Incident Annexes.

Id. The National Preparedness Goal (NPG) is summarized as “A secure and resilient Nation with the capabilities

required across the whole community to prevent, protect against, mitigate, respond to, and recover from the threats and

hazards that pose the greatest risk.” The NPG document identifies several core capabilities necessary to achieving the

goal. The core capabilities are grouped into the five mission areas of prevention, protection, mitigation, response, and

recovery. DHS, NATIONAL PREPAREDNESS GOAL (Sept. 2011), available at http://www.fema.gov/national

preparedness-goal.

²² DHS, OVERVIEW OF THE NATIONAL PLANNING FRAMEWORKS (May 2013) 1, available at FEMA.gov.

²³ See National Planning Frameworks, FEMA, http://www.fema.gov/national-planning-frameworks (last visited Jun.

19, 2013).

²⁴ DHS, NATIONAL RESPONSE FRAMEWORK, Second Edition (May 2013) 3, [hereinafter NRF], available at

http://www.fema.gov/national-response-framework.

²⁵ DHS, NATIONAL INCIDENT MANAGEMENT SYSTEM (Dec. 2008), available at

http://www.fema.gov/pdf/emergency/nims/NIMS_core.pdf [hereinafter NIMS] . The NIMS is a nationwide template

enabling government and nongovernmental responders to respond to all domestic incidents. NIMS provides the

structure and mechanisms for national-level policy and operational coordination for domestic incident management.

NIMS does not alter or impede the ability of federal, state, local, or tribal departments and agencies to carry out their

specific authorities. NIMS assumes that incidents are typically managed at the lowest possible jurisdictional and

organizational levels, and in the smallest geographical areas feasible. There is further discussion on NIMS below.

²⁶ NRF, supra note 24, at 4-5.

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• Base Document. The Base Document contains backg0round on the scope of the NRF, describes

roles and responsibilities of both public and private entities at the local, state, and federal level, and

specifies authorities and best practices for managing incidents and coordinating response entities.²⁷

• Emergency Support Function (ESF). The ESFs are Federal coordinating structures that group

resources and capabilities into functional areas that are most frequently needed in a national

response.²⁸ There are fourteen ESFs in the NRF (see Table 2-3).

• Support Annexes. The Support Annexes describe how Federal, local, state, tribal, territorial,

insular area, private sector, and nongovernmental organizations (NGOs) coordinate and execute

common processes and requirements necessary to ensuring effective incident management.²⁹ The

support annex topics are: critical infrastructure and key resources, financial management,

international coordination, private-sector coordination, public affairs, tribal relations, volunteer and

donations management, and worker safety and health.³⁰

• Incident Annexes. The incident annexes describe the unique response aspects of incident

categories. They describe specialized response teams and resources, incident specific

responsibilities, and other considerations specific to a particular scenario. The address the

following events: Biological Incident, Catastrophic Incident, Cyber Incident, Food and Agriculture

Incident, Mass Evacuation Incident, Nuclear/Radiological Incident, and Terrorism Incident Law

Enforcement and Investigation.³¹

a. NRF Roles and Responsibilities

The NRF specifies the roles and responsibilities of the following parties:

• Individuals, Families, Households, and Communities

• Nongovernmental Organizations

• Private Sector Entities

• Local Governments including the Chief Elected Official, Emergency Manager, and

Department or Agency Heads

• State Governments including the Governor, State Homeland Security Advisor, State

Emergency Management Director, and National Guard

• Tribal/Territorial/Insular Area Leaders

• Secretary of Homeland Security

• FEMA Administrator

• Attorney General

• Secretary of Defense

• Secretary of State

²⁷ See id at 24.

Id. at 2.

²⁹ Support Annexes: Introduction, FEMA (May 2013), http://www.fema.gov/library/viewRecord.do?id=7389 (last

visited Jun. 24, 2013).

Id. The eight support annexes are available at http://www.fema.gov/national-preparedness-resource-library.

³¹ NRF, supra note 24, at 2, 37-38.

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• Director of National Intelligence

b. Response Mission Area Core Capabilities

Of the 31 core capabilities determined necessary to achieve the NPG, the response mission area

includes 14 core capabilities (11 that are specific to response, and three that are common to all

mission areas). The 14 response core capabilities are: Planning, Public Information and Warning,

Operational Coordination, Critical Transportation, Environmental Response/Health and Safety,

Fatality Management Services, Infrastructure Systems, Care Services, Mass Search and Rescue

Operations, On-Scene Security and Protection, Operational Communications, Public and Private

Services and Resources, Public Health and Medical Services, and Situational Assessment. The

NRF summarizes each core capability and the critical tasks needed to achieve their objectives.³²

c. NRF Coordinating Structures and Integration

Coordinating structures are used to aid preparedness and response at all governmental levels and

among the private sector, communities, and non-governmental entities. The structures help

organize and measure response community capabilities, establish and improve relationships, and

foster coordination prior to and following an incident. Examples of local coordinating structures

include local emergency planning committees (LEPCs) and community emergency response teams

(CERTs). State coordinating structures leverage capabilities and resources across the state.

Examples include state emergency response commissions (SERCs), which manage state LEPCs,

and state Disaster Planning Advisory Committees. Private sector coordinating structures include

NGOs and industry trade groups, such as the American Pilots’ Association (a national association of

maritime pilots of commercial vessels). These entities often serve as a conduit to government

coordinating structures.³³

(1) Federal Coordinating Structures

• The National Security Council (NSC)

The NSC is the principal policy body for national security policy issues requiring Presidential

determination, and it advises and assists the President in integrating all aspects of national security

policy as it affects the United States. Along with its subordinate committees, the NSC is the

President’s primary method for coordinating Executive Branch departments and agencies in the

development and implementation of national security policy.³⁴

• Emergency Support Functions (ESFs)

Federal and state governments organize their response resources and capabilities under the ESF

construct. ESFs are groups of organizations that work together to support a response. The Federal

ESFs are the primary (but not exclusive) Federal coordinating structures for building, sustaining,

Id. at 20.

Id. at 30-31.

Id. at 31.

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and delivering the 14 response core capabilities. Table 2-3 lists the ESFs and the designated lead

federal agencies for each function.³⁵

ESF #

ESF

ESF Coordinator

Transportation

Department of Transportation

Department of Homeland Security/National

Communications

Communications System

Public Works and Engineering

Department of Defense/U.S. Army Corps of Engineers

Department of Agriculture/U.S. Forest Service/U.S. Fire

Firefighting

Administration (DHS/FEMA)

Information and Planning

Department of Homeland Security/FEMA

Mass Care, Emergency Assistance,

Temporary Housing, and Human

Department of Homeland Security/FEMA

Services

Logistics

General Services Administration and DHS/FEMA

Public Health and Medical Services

Department of Health and Human Services

Search and Rescue

Department of Homeland Security/FEMA

Oil and Hazardous Materials

Environmental Protection Agency

Response

Agriculture and Natural Resources

Department of Agriculture

Energy

Department of Energy

Public Safety and Security

Department of Justice/ATF

Superseded by National Disaster

Recovery Framework

External Affairs

Department of Homeland Security

Table 2-3. Emergency Support Functions Specified in the NRF

ESF coordinators oversee the preparedness activities for a particular ESF. Specific responsibilities

include maintaining contact with ESF primary and support agencies through meetings and other

interactions, ensuring the ESF is engaged in appropriate planning and preparedness activities, and

coordinating efforts with corresponding NGOs, private entities, and local, state, and Federal

partners.³⁶

ESFs also have primary and support agencies. Primary agencies have numerous ESF

responsibilities including (but not limited to) orchestrating support within their functional areas for

the appropriate response core capabilities, obtaining assistance from support agencies, managing

Stafford Act mission assignments and coordinating resources needed for mission assignments,

planning for incident management, maintaining trained personnel to support interagency response

teams, and coordinating resources resulting from mission assignments. Support agency

responsibilities include (but are not limited to) providing input to periodic readiness assessments,

³⁵ There were previously 15 ESFs, however ESF #14 (Long Term Community Recovery and Mitigation) has been

superseded by the National Disaster Recovery Framework. Id. at 35.

³⁶ NRF, supra note 24.

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participating in planning for incident management, and coordinating resources needed for mission

assignments.³⁷

ESF activation can be selectively accomplished by FEMA or as directed by the Secretary of

Homeland Security to support response activities for both Stafford Act and non-Stafford Act events.

Note, however, that not all incidents needing federal support require ESF activation. When

departments or agencies are activated as part of ESF activation, they may assign resources at the

headquarters, regional, or incident level. Through the Stafford Act and in accordance with 6 U.S.C.

§ 741(4) and § 753(c), FEMA may issue mission assignments at all levels and across the ESFs to

obtain resources from Federal entities.

Mission assignments represent the practical and operational application of ESFs, through the FEMA

organizational structure, to executive branch departments and agencies. A mission assignment is by

definition a “Work order issued to a Federal agency by the Regional Administrator, Assistant

Administrator for the Disaster Operations Directorate, or Administrator, directing completion by

that agency of a specified task and citing funding, other managerial controls, and guidance.”³⁸

FEMA uses mission assignments to task other federal departments and agencies to provide direct

assistance during emergencies and disasters. Mission assignments are used to reimburse Federal

entities as well. The mission assignment process has been expanded to include Pre-Scripted

Mission Assignments (PSMAs), which are prepared in advance to facilitate a more rapid response

and standardize the process of developing mission assignments.³⁹ Mission assignments can be

issued from three FEMA-managed entities: Joint Field Offices (JFOs), Regional Response

Coordination Centers (RRCCs), and the National Response Coordination Center (NRCC).⁴⁰

(2) Federal Response Operational Coordinating Structures and Personnel

The following are several of the key NRF operational coordinating structures and personnel used to

manage emergencies and disasters. Several of these terms are derived from NIMS, which is

discussed further below.

• Local/State Emergency Operations Center (EOC)

The location at which an effected municipal or state government coordinates the information and

resources necessary to support the local or state incident management activities.⁴¹

Id. at 36.

44 C.F.R. § 206.2(a)(18) (2012). “Administrator” refers to FEMA administrators. See 44 C.F.R. § 206.2(a)(18)

(2012).

³⁹ FEMA, PRE-SCRIPTED MISSION ASSIGNMENTS: FACT SHEET (2009), available at

http://www.fema.gov/txt/media/factsheets/2009/dod_pmsa.txt.

⁴⁰ U.S. COAST GUARD, COMMANDANT INSTRUCTION 3006.1, FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA)

MISSION ASSIGNMENTS: OPERATIONAL ACCEPTANCE AND EXECUTION para. 6.a(1) (13 Aug. 2012).

⁴¹ NRF, supra note 24, at 38-39.

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• Incident Command Post (ICP)

The field location at which the primary tactical-level, scene incident command functions are

performed. The ICP may be co-located with the incident base or other incident facilities.⁴² The

Incident Commander or Unified Command (in the event of a multi-agency or multi jurisdictional

response) is located at the ICP.

• Area Command (Unified Area Command)

An organization established to oversee the management of multiple incidents that are being handled

by separate ICPs, or to oversee the management of a complex incident dispersed over a large area,

and to broker critical resources. The Area Command does not have operational responsibility; that

authority resides with the Incident Commander. The Area Command can become a Unified Area

Command when incidents are multi-jurisdictional or involve multiple agencies.⁴³

• National Operations Center (NOC)

In the event of a disaster or emergency, the NOC acts as the principal operations center for DHS,

coordinating and integrating information from NOC components to provide situational awareness

for the government. Additionally, the NOC serves as the national fusion center, collecting

information on threats and hazards across the entire integrated national preparedness system.⁴⁴

• National Response Coordination Center (NRCC)

The NRCC is a multiagency coordination center located at FEMA headquarters. When activated,

its staff coordinates overall Federal support for major disasters and emergencies. FEMA maintains

the NRCC as a component of the NOC for incident support operations.⁴⁵

• National Infrastructure Coordinating Center (NICC)

The NICC monitors the Nation’s critical infrastructure and key resources on an ongoing basis.

During an incident, the NICC provides a coordinating forum to share information across

infrastructure and key resource sectors. It is both an operational component of the DHS National

Protection and Programs Directorate and a watch operations element of the NOC.⁴⁶

• Strategic Information and Operations Center (SIOC)

The SIOC is the FBI’s worldwide EOC. It maintains situational awareness over threats and

provides FBI headquarters, field offices, and overseas legal attaches with timely notification of

strategic information. It shares information with EOCs at all other levels of government. It

⁴² FEMA, INCIDENT COMMAND SYSTEM TRAINING: ICS GLOSSARY 5 (May 2008) , available at:

http://training.fema.gov/EMIWeb/IS/ICSResource/assets/ICSGlossary.pdf.

Id. at 1.

⁴⁴ NRF, supra note 24, at 42-43.

Id. at 43.

⁴⁶ National Infrastructure Coordinating Center, DHS.GOV, http://www.dhs.gov/national-infrastructure-coordinating

center (last visited Jun. 21, 2013).

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provides command, control, and communications connectivity and a common operating picture for

managing FBI responses worldwide. In the event of an incident, the SIOC establishes the

headquarters command post and develops connectivity to field command posts and Joint Operations

Centers (discussed further below). ⁴⁷

• Joint Field Office (JFO)

The JFO is the primary Federal incident management field structure. It is a temporary facility

established locally to coordinate Federal, state, tribal, and local governments, as well as private

sector and nongovernmental organizations, with primary responsibility for response and recovery.

The JFO is organized and managed in a manner consistent with NIMS principles. The JFO uses

Incident Command System (ICS) structure but does not manage on-scene operations. Rather, it

provides support to on-scene efforts and conducts broader support operations that extend beyond the

indecent site.⁴⁸

• Unified Coordination Group (UCG)

This group is comprised of senior leaders from Federal and state interests, and in certain

circumstances tribal governments, local jurisdictions, and the private sector. UCG members must

have significant jurisdictional authority and responsibility over the response at issue. The

composition will vary depending on the type and scope of incident. The UCG focuses on the JFO

mission - not on managing on-scene operations, but providing support to those operations. When

incidents affect multiple jurisdictions or the entire nation, multiple JFOs and UCGs may be

established.⁴⁹

• Unified Coordination Staff (UCS)

The UCS is led by the UCG. Personnel from state and Federal departments and agencies and other

entities (including the private sector and non-governmental organizations) make up the UCS and

may be assigned to work at various facilities (the JFO, staging areas, field offices, etc.).⁵⁰

• Joint Operations Center (JOC)

The JOC is the focal point for all investigative law enforcement activities during a terrorist or other

significant criminal incident. The JOC is managed by the FBI Special Agent in Charge (SAC) (also

known as the SFLEO in an incident, as described below). It becomes a component of the JFO when

the JFO is established.⁵¹

⁴⁷ NRF, supra note 24, at 43.

⁴⁸ NIMS, supra note 25, at 141.

⁴⁹ NRF, supra note 24, at 43.

Id.

⁵¹ DHS, JOINT FIELD OFFICE ACTIVATION AND OPERATIONS: INTERAGENCY INTEGRATED STANDARD OPERATING

PROCEDURE, VERSION 8.3 (April 2006) 10 [hereinafter JFO SOP], available at:

http://www.fema.gov/pdf/emergency/nrf/NRP_JFO_SOP.pdf.

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• Regional Response Coordination Center (RRCC)

FEMA maintains an RRCC in each of its 10 regional offices (the regional offices coincide with the

10 FEMA Regions). When activated, RRCC’s are multi-agency coordination centers staffed in

anticipation of or response to an incident. They operate under the direction of the FEMA Regional

Administrator. The RRCC staff coordinates response efforts and maintains connectivity with

FEMA headquarters, state EOCs, and other federal and state coordination centers. The UCG will

assume responsibility for coordinating Federal response activities at the incident level once

established, freeing the RRCC to address other incidents.⁵²

• Principal Federal Official (PFO)

By law and by Presidential directive, the Secretary of Homeland Security is the PFO for

coordination of all domestic incidents requiring multiagency federal response. The Secretary may

elect to designate a single field representative to serve as his or her primary representative to ensure

consistency of federal support and the overall effectiveness of the federal incident management.⁵³

• Federal Coordinating Officer (FCO)

The FCO is a senior FEMA official who manages and coordinates federal resource support

activities related to Stafford Act disasters and emergencies.⁵⁴ The President appoints an FCO after

a recommendation by the FEMA Administrator and the Secretary of Homeland Security. The

FCO executes Stafford Act authorities, including committing FEMA resources and giving

mission assignments to other Federal departments and agencies. The role of the FCO in a Stafford

Act response is discussed further below.

• Senior Federal Law Enforcement Official (SFLEO)

The SFLEO is the senior law enforcement official from the agency with primary jurisdictional

responsibility as directed by statute, Presidential directive, existing federal policies, and/or the

Attorney General. The SFLEO directs the intelligence and investigative law enforcement

operations related to the incident and supports the law enforcement component of the on-scene

Unified Command. In the event of a terrorist incident, this official will normally be the FBI

Senior Agent-in-Charge (SAC).⁵⁵

⁵² NRF, supra note 24 at 42.

⁵³ Congress limited the Secretary of Homeland Security’s ability to designate a “field representative” during a Stafford

Act declared disaster or emergency by barring such an appointment absent a specific waiver. The Secretary of

Homeland Security may designate a person to operate in the field that is not titled “Principal Federal Official” and the

position must report through the Federal Coordinating Officer. The Secretary of Homeland Security must notify

Congress if she/he appoints someone to function as such a field representative. 2010 DHS Appropriations Act, § 522.

“ROLE OF THE FEDERAL COORDINATING OFFICER IN DISASTER OPERATIONS, available at

http://www.fema.gov/region-ii-federal-coordinating-officers-and-defense-coordinating-officers (last visited Jul. 18,

2013).

JFO SOP, supra note 51, at 15.

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• Federal Resource Coordinator (FRC)

The FRC manages federal resource support activities related to non-Stafford Act incidents when

federal-to-federal support is requested from DHS by another federal agency. The FRC is

responsible for coordinating the timely delivery of resources to the requesting agency. Requesting

agencies will appoint a senior official to work in coordination with the FRC as part of the UCG.⁵⁶

• Governor’s Authorized Representative (GAR)

The GAR, who is in most cases also the State Coordinating Officer (SCO) under a Stafford Act

response, represents the governor of the state. The GAR/SCO is most often a senior leader in the

state’s emergency response organization, and is a member of the UCG.⁵⁷

• Defense Coordinating Officer (DCO)

Appointed by DoD, the DCO serves as DoD’s single point of contact at the JFO for the UCG.

With few exceptions, DSCA requests originating at the JFO will be coordinated with and processed

through the DCO. The DCO may have a Defense Coordinating Element (DCE) consisting of a staff

and military liaison officers in order to facilitate coordination and support to activated Emergency

Support Functions (ESFs). Specific responsibilities of the DCO (subject to modification based on

the situation) include processing requirements for military support, forwarding mission assignments

to the appropriate military organizations through DoD-designated channels, and assigning military

liaisons, as appropriate, to activated ESFs. Currently, DoD has assigned DCOs at each of the ten

Department of Homeland Security/FEMA regions. (See Figure 2-1 below).

Figure 2-1. Map of FEMA Regions⁵⁸

⁵⁶ FEMA, OVERVIEW OF FEDERAL TO FEDERAL SUPPORT IN NON-STAFFORD ACT SITUATIONS, available at

https://www.fema.gov/pdf/emergency/nrf/nrf-fedtofed.pdf (last visited Jun. 24, 2013).

⁵⁷ See JFO SOP, supra note 51, at 15.

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• Joint Task Force (JTF) Commander

Based on the size and type an incident a combatant commander may utilize a Joint Task Force (JTF) to

command Federal (Title 10) forces responding to the event. If a JTF is established, its command and

control element will be co-located with the PFO at the JFO to ensure coordination and unity of effort. A

JTF commander exercises operational control of all allocated DoD resources (excluding USACE

resources, National Guard forces in State Active Duty or Title 32 status, and, in some circumstances,

DoD forces in support of the FBI). The use of the JTF command and control element does not replace

the requirement for a DCO/DCE at the JFO interfaced with the UCG - requests for assistance from DoD

must still be coordinated via the DCO. Rather, the JTF command element will work with UCG

members to ensure that there is a clear understanding of the roles of military resources involved in the

operation.⁵⁹

• Dual Status Commander

A Dual Status Commander serves in both a Title 10 and Title 32 capacity, and can therefore serve to

better unify the Federal and National Guard forces involved in the response. The National Defense

Authorization Act for 2012⁶⁰stated that when Federal forces and the National Guard are employed

simultaneously in support of civil authorities, appointment of a Dual Status Commander should be

the usual command and control arrangement.⁶¹ This includes Stafford Act disaster and emergency

response missions. The use of Dual Status Commanders is becoming more common for incident

response, and they have been used for planned and special events since 2004. Dual Status

Commanders receive orders from both the state and Federal chains of command, and thus serve as a

vital link between the two sides. They can be appointed in one of two ways: an active duty Army

or Air Force officer may be detailed to the Army National Guard or Air National Guard

respectively; or, an Army or Air National Guard member may be ordered to active duty. The

Secretary of Defense must authorize the dual status, and the state Governor must consent to the

status.⁶²

7. National Prevention Framework (NPF)

The NPF provides guidance to leaders and practitioners at all levels of government, private- and

non-profit sector partners, and individuals, on how to prevent or stop a threatened or actual act of

terrorism.⁶³ It helps achieve the National Preparedness Goal of a secure and resilient Nation that is

optimally prepared to prevent an imminent terrorist attack within the United States by:

⁵⁸ FEMA Regional Offices, FEMA.GOV, http://www.fema.gov/about/contact/regions.shtm (last visited Jun. 24, 2013).

JFO SOP, supra note 51, at 20.

⁶⁰ National Defense Authorization Act of 2012, Pub. L. No. 112-81, § 515, 125 Stat. 1298 (2011).

⁶¹ National Defense Authorization Act of 2012, Pub. L. No. 112-81, § 515(c), 125 Stat. 1395 (2011), 32

U.S.C. § 317, note. It is important to note, however, that despite a Dual Status Commander being the usual

arrangement, this language “does not limit, in any way, the authorities of the President, the Secretary of Defense, or the

Governor of any State to direct, control, and prescribe command and control arrangements for forces under their

command.” Id.

⁶² See 32 U.S.C. §§ 315, 325 (2011); and U.S. Gov’t Accountability Office, DoD Needs to Address Gaps in Homeland

Defense and Civil Support Guidance, GAO-13-128 (Oct. 2012).

⁶³ For example, the Prevention framework describes the process through which the public is warned regarding credible

terrorist threats through National Terrorism Advisory System (NTAS) alerts. DHS, NATIONAL PREVENTION

FRAMEWORK 15 (May 2013), available at: http://www.fema.gov/library/viewRecord.do?id=7358.

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• Describing the core capabilities needed to prevent an imminent act of terrorism

• Aligning key roles and responsibilities to deliver Prevention capabilities in time-sensitive

situations

• Describing coordinating structures that enable all stakeholders to work together

• Laying the foundation for further operational coordination and planning that will synchronize

Prevention efforts within the whole community and across the Protection, Mitigation, Response,

and Recovery mission areas.

As mentioned above, core capabilities were developed and published in conjunction with the

National Preparedness Goal (NPG). The seven Prevention core capabilities are: Planning; Public

Information and Warning; Operational Coordination; Forensics and Attribution; Intelligence and

Information Sharing; Interdiction and Disruption; and Screening, Search, and Detection.

As with other frameworks, there are multiple coordinating structures for Prevention (some are

shared with the other mission areas). Departments or agencies, as well as private and nonprofit

entities, with unique missions in Prevention, bring additional capabilities to bear through these

structures. Coordinating structures can function on multiple levels, to include national-level

coordinating structures such as the DHS National Operations Center (NOC), the Federal Bureau of

Investigation (FBI) Strategic Information and Operations Center (SIOC), the Office of the Director

of National Intelligence (ODNI) National Counterterrorism Center (NCTC), the DoD National

Military Command Center (NMCC), the FBI National Joint Terrorism Task Force (NJTTF), and

others. Field coordinating structures, such as the FBI JTTFs and Field Intelligence Groups (FIGs),

state and major urban area fusion centers, state and local counterterrorism and intelligence units,

and others, also play a critical role as coordinating structures in preventing imminent acts of

terrorism.⁶⁴

8. National Mitigation Framework (NMF)

The NMF establishes a common forum for coordinating and addressing how the Nation manages

risk through mitigation capabilities.⁶⁵ It describes mitigation roles for government, NGOs, and

private entities and addresses how the Nation will develop, employ, and coordinate mitigation core

capabilities to reduce loss of life and property due to disasters. Building on a wealth of evidence-

based knowledge and community experience, the Framework seeks to increase risk awareness and

leverage mitigation products, services, and assets across the whole community.

The NMF is designed to advance operational planning throughout the whole preparedness community

by offering a comprehensive approach to reducing the impact of disasters through the development,

implementation, and coordination of seven mitigation core capabilities.

⁶⁴ DHS, OVERVIEW OF THE NATIONAL PLANNING FRAMEWORKS 3 (May 2013), available at FEMA.gov.

⁶⁵ Under PPD-8, mitigation capabilities “include, but are not limited to, community-wide risk reduction projects; efforts

to improve the resilience of critical infrastructure and key resource lifelines; risk reduction for specific vulnerabilities

from natural hazards or acts of terrorism; and initiatives to reduce future risks after a disaster has occurred.” See PPD-8,

supra note 16.

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The NMF seven core capabilities are: Planning; Public Information and Warning; Operational

Coordination; Community Resilience; Long-term Vulnerability Reduction; Risk and Disaster

Resilience Assessment; and Threats and Hazard Identification.⁶⁶

As with the NRF and other mission area frameworks, the mitigation mission area and NRF refer to

the multiple levels of coordinating structures already discussed. Numerous existing coordinating

structures already support the mitigation mission area, such as the NSC.⁶⁷ Of note, a new

coordinating structure known as the Mitigation Framework Leadership Group (MitFLG) is being

established to coordinate mitigation efforts across the Federal Government and to assess the

effectiveness of mitigation capabilities as they are developed and deployed across the Nation. The

MitFLG will include relevant local, state, tribal, and Federal organizations. It will be chaired by

FEMA in consultation with Department of Homeland Security (DHS) leadership. Consistent with

PPD 1 (Organization of the National Security Council System) the MitFLG will coordinate with the

relevant National Security Council Interagency Policy Committees.⁶⁸

9. National Disaster Recovery Framework (NDRF)

The NDRF was published in September 2011 as a guide to promote effective recovery from

incidents. It provides guidance that enables effective recovery support to disaster-impacted states,

tribes, and local jurisdictions. It provides a flexible structure that enables disaster recovery

managers to operate in a unified manner. It also focuses on how best to restore, redevelop, and

revitalize the health, social, economic, natural, and environmental fabric of the community after an

incident.

The NDRF defines:

• Core recovery principles

• Roles and responsibilities of recovery coordinators and other stakeholders

• A coordinating structure that facilitates communication and collaboration among all

stakeholders

• Guidance for pre- and post-disaster recovery planning

• The overall process by which communities can capitalize on opportunities to rebuild

stronger, smarter, and safer.

As with the other frameworks, the NDRF discusses the development and implementation of core

capabilities. The eight core capabilities⁶⁹for the NDRF are:

• Planning

• Public Information and Warning

• Operational Coordination

⁶⁶ DHS, NATIONAL MITIGATION FRAMEWORK 2, 35 (May 2013), available at http://www.fema.gov/national-mitigation

framework [hereinafter NMF].

Id. at 29.

Id. at 30.

⁶⁹ DHS, OVERVIEW OF THE NATIONAL PLANNING FRAMEWORKS 6 (May 2013), available at: FEMA.GOV.

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• Economic Recovery

• Health and Social Services

• Housing

• Infrastructure Systems

• Natural and Cultural Resources

The NDRF introduces four new concepts and terms: Federal Disaster Recovery Coordinator

(FDRC), State or Tribal Disaster Recovery Coordinators (SDRCs or TDRCs), Local Disaster

Recovery Managers (LDRMs), and Recovery Support Functions (RSFs). The six new RSFs

provide a structure to facilitate problem solving, improve access to resources, and foster

coordination. The RSFs are similar in concept to ESFs - each RSF has coordinating and primary

Federal agencies and supporting organizations that operate together with local, State and Tribal

government officials, nongovernmental organizations (NGOs) and private sector partners. As with

the ESFs, RSFs can be selectively activated as needed.⁷⁰ The FRDC, SRDC/TDRC, and LDRM are

three new positions that provide focal points for incorporating recovery considerations into the

decision making process and monitoring the need for adjustments in assistance where necessary and

feasible throughout the recovery process.⁷¹

10. National Incident Management System (NIMS)

HSPD-5 directed the development and administration of NIMS. It was first published in 2004, to

provide a consistent nationwide template to enable Federal, state, tribal, and local governments as

well as nongovernmental organizations and private entities to work together to prevent, protect

against, respond to, recover from, and mitigate the effects of incidents. Since it was first published,

NIMS has subsequently been revised to reflect input from a broad variety of stakeholders. In

addition, lessons learned from recent incidents were considered in the latest version. It is important

to note NIMS is not an operational management plan; instead, it is a core set of doctrines, concepts,

terminology, and organizational processes intended to enable efficient and collaborative

management of incidents.⁷²

As with the Stafford Act, NIMS is based on the premise that most incidents begin and end locally

and are managed on a daily basis at the lowest possible geographical, organizational, and

jurisdictional level.⁷³

NIMS is comprised of five key components:

• Preparedness. NIMS focuses on the following elements of preparedness: planning; procedures

and protocols; training and exercises; personnel qualifications and certification; and, equipment

certification.⁷⁴ NIMS also stresses a unified approach to management and response activities, and

⁷⁰ DHS, NATIONAL DISASTER RECOVERY FRAMEWORK 1 (Sept. 2011), available at http://www.fema.gov/national

disaster-recovery-framework.

Id.

⁷² NIMS, supra note 25, at 3.

Id. at 5.

Id. at 9.

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Domestic Operational Law Handbook 2013

that all levels of governments and organizations must identify their capabilities before incidents

occur.

• Communication and Information Management. NIMS emphasizes that well-planned,

established, and utilized communications are critical for enabling the dissemination of information

during an incident.⁷⁵ Common plans, standards and communication architecture help to facilitate

interoperability and maintain a constant flow of information during an incident.⁷⁶ As with incident

response in general, communication systems should be flexible and scalable to effectively manage

any situation.

• Resource Management. According to NIMS, resource management is divided into five

principles:⁷⁷

¾ Planning

¾ Use of agreements

¾ Categorizing resources

¾ Resource identification and ordering

¾ Effective management of resources

• Command and Management. NIMS incorporates the existing Incident Command System

(ICS) and Multi-Agency Coordination Systems (MACS) as the command structure for response to

all hazards at all levels of government.⁷⁸ The ICS works at the tactical level, organizing the on-

scene operations.⁷⁹ In comparison, MACS coordinate activities above the field level and can be

either informal or formal. Formal coordination addresses issues before an incident occurs and is the

preferred process.⁸⁰

• Ongoing Management and Maintenance. HPSD-5 authorized the Secretary of Homeland

Security to establish a mechanism to ensure the ongoing management and maintenance of NIMS.

The National Integration Center (NIC) was established to assist government and private sectors in

implementing NIMS and to provide for its refinement.⁸¹ As part of this process, NIMS notes the

continued development of science and technology as playing a critical role in improving response

capabilities.

11. Other Significant Response Plans, Authorities, and Policies Related to the National

Preparedness Framework

When DHS initiates the response mechanisms of the NRF, including the ESFs, Support Annexes,

and Incident Annexes, existing interagency plans that address incident management are

incorporated as supporting plans and/or operational supplements to the NRF. For incidents not led

Id. at 23.

Id. at 24.

Id. at 32-33.

Id. at 45.

Id. at 46.

Id. at 64.

Id. at 75.

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National Framework for Incident Management

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