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

Chapter 16: Creating Trees

Using the Tree Wizard

The Basic Information screen displays. Setting up a new tree begins here.

Figure 16-2: Tree Wizard Basic Information Screen

Enter a unique name for the tree you are creating.

Select the type of tree to create. There are three types of Capability Trees:

• Organization: Used to represent an org structure in the DRRS system. This can be a

particular organization and, optionally, its subordinate orgs.

• Mission: Allows creation of a tree in representing an ESORTS mission assigned to a

particular organization, including subordinate tasks (optional).

• Custom Structure: Freeform tree allowing manual creation of any tree configuration.

This type of structure provides the same functionality as the others, the key difference

being that this type is all created manually rather than using existing structures. This is

the choice for equipment or personnel trees as you do not need to display data

involving orgs or mission assessments.

Choose from a list of display options. These options determine what data will be made

visible on each node when viewing the tree on the Assessment page. Do not worry if you

are unsure of what to choose as you can always come back later and quickly change these

options.

• Display Assigned UIC: Shows the unit identification code for the unit that you can

choose to assign as the role provider to a tree node.

• Display Filled Value: Lists the total number of resources you have added to a tree

node on the Assign Resources page.

• Display Mission Readiness Assessment: A Y, Q, or N icon will display for each node

that has an approved readiness assessment for the mission you can optionally select in

the next step of the wizard. If there is no mission, an NR will display. In addition, you

have the option of manually assigning a readiness value to a node.

• Display Required Value: Set a number for each node to have as a target for

resources. This is useful for comparison against the actual numbers (Filled).

• Set Default Node Color: Allows you to choose the color of your liking for all tree nodes.

Please note that you can only choose this option one time upon first creating tree,

however you can always change each node color later on the Setup page.

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Using the Tree Wizard

Chapter 16: Creating Trees

7. Click Next. The next step is to configure the tree you selected. Depending on the tree type

selected in the Basic Information screen, this screen will contain different selections

described in the following subsections. Please read the section for the tree type that you

selected in Step 5 on the previous page.

16.1.1

Mission Tree Type

If you selected the Mission tree type, the Tree Type page will prompt you to select one of the

ESORTS missions associated with your Unit of Assignment using the Mission dropdown menu.

Optionally, you may choose to include the subordinate tasks for the selected mission by

selecting the Include Child Tasks checkbox.

Figure 16-3: Mission Tree Type Details

Note: Missions will only show up in the dropdown menu if you have a mission created in ESORTS Build

METL. Mission Assessments will only display for approved missions or tasks in ESORTS Mission

Assessment.

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Chapter 16: Creating Trees

Using the Tree Wizard

16.1.2

Organization Tree Type

When the Organization tree type is selected, the Tree Type page will prompt you to search for

the organization this tree structure will represent.

Figure 16-4: Organization Tree Type Details

To configure the Organization tree type:

1. Enter all or part of the unit UIC/AName in the UIC/AName field and click Search. Select the

desired organization from the search results.

2. Choose whether to include subordinate organizations using the Include Child

Organizations checkbox. This is advised to see the entire org structure. If subordinate

organizations are to be included, select the relationship type that will be providing those

organizations (OPCON, ADCON, or COCOM).

3. Choose a mission to associate with the nodes of the selected organization.

Note 1: Missions will only show up in the dropdown menu if you have a mission created in ESORTS Build

METL. Mission Assessments will only display for approved missions or tasks.

Note 2: Org Trees that show huge organizations (more than 250 children) will perform slower than normal

trees. This is due to the large amount of data that needs to be obtained from the DRRS Org Database.

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Using the Tree Wizard

Chapter 16: Creating Trees

16.1.3

Custom Tree Type

When the Custom tree type is selected, the Tree Type page will prompt you for the name to be

applied to the root node in the tree structure as well as an associated mission. You can always

change the root name once you have created the tree.

Figure 16-5: Custom Tree Type Details

16.1.4

Confirmation

1. Once you are done with one of the above tree types, click the Next button.

2. The final step of the Tree Wizard is to confirm your selections from the previous steps. A

summarized confirmation page will be displayed.

a. If any of the information/settings are not correct, use the Previous button to return to

the desired screen and make the necessary changes.

b. If all the information/settings are correct, click Save Tree to finalize the creation of the

tree and exit the Tree Wizard. You will be taken to the Setup page where the tree you

created will be available for modifications.

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Chapter 16: Creating Trees

Copying an Existing Tree

16.2

Copying an Existing Tree

The CT Module provides an easy way to create a new Capability Tree by using an existing tree

as the template. To do so:

1. Access the CT Control Center and identify the tree you wish to copy. This can be a tree

assigned to your unit or you can select a tree from another unit using the Unit Selector.

2. Click the Copy icon

corresponding to the desired tree.

Figure 16-6: Copy Existing Tree

3. In the prompt that appears, enter a name for the new tree you wish to create.

4. Select whether or not to include the resources assigned to the tree being copied. Manual

assessments are automatically included.

5. Click Copy Tree.

A new tree will be created under your Unit of Assignment using the structure and settings of the

tree selected to be copied. You will be taken to the CT Control Center where the tree you

created will be available for modifications.

16.3

Changing Tree Name and Details

Capability Trees are designed to be customizable. Consequently, they provide a variety of tools

that allow for the modification of each tree. The first involves making modifications to the tree

details. Once a tree has been created, details provided during the Capability Tree Wizard

process can still be edited in case you have made mistakes.

Note: Only the tree creator and the unit administrator or unit commander role for the unit of assignment

are allowed to edit a tree.

To change the name or details of a tree:

1. Access the CT Control Center by selecting Utilities | Capability Trees.

2. Click the Edit icon

next to the name the tree you wish to modify. You will be taken to the

Tree Wizard screens where the data for the selected tree was originally entered. From here,

you will be able to make certain modifications such as the tree name, display options, and

associated mission.

3. Click Save Tree when finished and your updates are saved.

Note: Options such as assigned orgs for org trees or assigned missions for missions are not editable as

these are directly linked with the database. It is advised if you need to change these options, it is easy to

simply delete the ole tree and create a new org or mission tree.

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View the Tree Structure

Chapter 17: Working With Trees

17.1

View the Tree Structure

Once you have a created a tree, the first thing you need to do is view the tree structure to see

what has been created.

To view a tree structure:

1. Access the CT Control Center by selecting Utilities | Capability Trees.

2. Click the hyperlinked name of the tree you wish to modify. This will take you to the

Assessment view by default. You can always tell which view is active by looking at the Tree

View dropdown in the CT Toolbar.

Figure 17-1: Tree View Dropdown

3. Select the Setup view. The Setup view shows each of the individual tree nodes that were

created using the Tree Wizard or Copy Tree functionality. For example, the Organization

Tree will have a single node at the top representing the parent org and a plus sign. Clicking

this plus sign will reveal all subordinate children. Please note that only one subordinate

node can be opened at a time to reveal its child nodes.

Figure 17-2: Tree Setup View

This following sections detail each action that can be performed from the Setup View:

• Modify tree structure by adding new ones or repositioning existing nodes

• Editing Node Details

• Assigning resources to a node

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Chapter 17: Working With Trees

View the Tree Structure

17.1.1

Adding Nodes to an Existing Tree

This is especially for custom trees as there will only be one node created when you first access

the Setup page.

To add nodes to an existing tree:

1. Click the Add button on the node to insert a subordinate one. The new node will appear

directly below the node you clicked the Add button in.

2. Enter a name for the new node as the default is “TITLE”. To do this, simply type over this

text and click the Enter button.

3. Optionally, you can edit the color of the new node, by selecting a new one using the node

color dropdown. All colors displayed are web safe and present equally well in all internet

browsers.

4. Continue adding nodes until the desired structure is displayed. You may add as many

nodes and tiers of nodes as needed. To assist you, the new node will display with a yellow

border (for five seconds) and the page will reposition to focus on the new node.

5. If you accidentally add one too many nodes, click the “X” button in the node’s upper-right

corner to remove it.

6. Existing tiers of nodes can be expanded or collapsed by clicking the “+” or “-“ button in the

parent node.

Note: The organizational structure is saved automatically as you create it. You may return and

modify it at any time.

17.1.2

Repositioning Nodes in a Tree

Tree nodes may also be moved around within a structure by dragging them and dropping them

into the desired location. By doing so, you may modify your tree to fit any hierarchical structure

you need.

To reposition a node in a tree:

1. Click the left mouse button and hold your mouse over the node you would like to move. You

will see your normal mouse pointer change to a 4 direction cursor.

Figure 17-3: Drag Node: Step 1

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Chapter 17: Working With Trees

View the Tree Structure

17.1.3

Editing Node Details

Each node supports the ability to add details that are then displayed on the Assessment page

for use during demonstrations or analysis.

To add details to a node:

1. Click the Edit button on a node. The Edit Node pop-up window displays.

Figure 17-6: Edit Node Details Window

A unit should be assigned to each of the nodes in the structure. These units will serve as the

assessment representatives for the node they are assigned to. If the unit assigned to a node

has an ESORTS mission assessment value for the tree’s associated mission, that value will

be displayed in the node on the Assessment page. (This is not applicable for a custom tree

as there is no associated mission, however you can still add a unit for display purposes).

Note: If you have built a mission or org tree, please be aware that you could overwrite the automatic data

entry. Please ensure that you would like to overwrite this value before attempting to do so as there is no

way to roll back to a previous node state.

1. In the Assigned Unit field, enter all or part of the UIC, ANAME, or LNAME of the unit you

wish to assign to this command, click the Add Wildcards link and then click Search.

2. From the search results, click on the desired unit and click Select.

3. Enter a Required value for the node. This allows you to specify how many resources should

be assigned to the node. This is useful if you have chosen to display the Required and Filled

display options in the tree wizard as it will serve as a direct comparison between what you

wanted to assign (Required) and what was actually assigned (Filled).

4. You may select a current readiness assessment value for this unit and an “as of” date. If an

ESORTS mission assessment value already exists in the system for this unit based on the

selected mission, the value entered here will override it. You may also leave this field blank

to keep the original ESORTS mission assessment value or, if one does not exist, to not

display a value.

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View the Tree Structure

Chapter 17: Working With Trees

5. You may select a projected readiness assessment value for this unit and select an “as of”

date. The same rules as the current readiness assessment apply to this field, only based on

the ESORTS projected mission assessment value.

6. You may attach any file up to 10mb in size using the Browse and Upload buttons in the File

Attachment section.

7. Enter any pertinent text remarks that apply to the entire node. You have a 1000 character

limit.

8. Click Save. The page refreshes and the tree node is updated. These results display on the

Assessment page.

9. Repeat this process for each node in your tree.

17.1.4

Assigning Resources to a Tree Node

Once a tree’s structure has been edited and finalized, the last step is to assign resources to the

nodes of that tree.

Whether you are creating a mission structure, organization structure, or a custom structure,

resources represent a crucial part of the Capability Tree. Resources include the units,

equipment, and personnel assigned to perform specific tasking in a mission, report to an

organization, etc.

To assign resources to a tree node:

1. Open the tree view and select the Assign Resources tree view which is used to detail the

resources assigned to each node in a tree.

Figure 17-7: Assign Resources View

2. In the Available Nodes panel on the left, the list of nodes corresponds to the tree you were

viewing. You have the option of selecting any node in the tree to assign resources to.

3. Next, using the Unit Search, Personnel Search, Equipment Search, or Org Relationship

Search tabs, locate the units, personnel, and/or equipment to be assigned to the selected

node.

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Chapter 17: Working With Trees

View the Tree Structure

Unit Search

Click the Unit Search tab (if not already selected by default).

Select an option from the Search For field. Your selection will change the options

available in the Search By field. The selection options are shown below:

•

Units

•

UIC/ANAME: Search for units with all or part of a specific UIC or AName.

•

SRC: Search for units with a particular Standard Requirement Code.

•

TPSN: Search for units assigned a specific Troop Program Sequence Number.

•

UTC: Search for units of a certain Unit Type Code.

•

Location Code: Search for units assigned a specific Location Code.

•

Tasks

•

Task Number: Search for tasks using all or part of the task number.

•

Title AND Description: Search for tasks containing your search phrase in both

the title and the description.

•

Title OR Description: Search for tasks containing your search phrase in either

the title or the description.

•

Missions

•

Mission Name: Search for missions using all or part of a mission name.

•

Mission Number: Search for missions using all or part of a mission number.

In the Search Phrase field, enter all or part of the phrase to search for. Wildcards are

automatically added to your search criteria to increase the number of results that are

returned.

Click Search. The units matching your search criteria are displayed. Clicking the UIC or

AName of any of the results will open the Current Unit Status details for that selection.

Select the checkboxes next to the unit(s) you would like to add and then click the Add

Selected button. You are notified whether or not the selected resources were

successfully added to the node. Search results will remain displayed on the page until

another unit search is performed.

Personnel Search

a. Click on the Personnel Search tab.

b. Select an option from the Search By field. The options are:

•

Full Name: Last Name, First Name is the format.

•

Code/Description: Search by MOS, OCC, NEC/NOBC, or ASI.

•

UIC/ANAME: Find personnel associated with a specific unit.

c. In the Search Phrase field, enter all or part of the phrase to search for. Wildcards are

automatically added to your search criteria to increase the number of results that are

returned.

d. Click Search.

•

For Full Name searches, the personnel matching your search criteria are displayed.

Proceed to the next step. Clicking the UIC or Unit Name of any of the results will

open the Current Unit Status details for that selection.

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View the Tree Structure

Chapter 17: Working With Trees

•

For Skill Code searches, the skill codes matching your search criteria are displayed

and you must now select the skill codes within which to search for personnel. Do

this by selecting the desired skill codes and clicking the Search for People button.

The personnel matching your search criteria are displayed. Clicking the UIC or Unit

Name of any of the results will open the Current Unit Status details for that

selection.

e. Select the checkboxes corresponding to the personnel you would like to add and then

click the Add Selected button. You are notified whether or not the selected resources

were successfully added to the node. Search results will remain displayed on the page

until another personnel search is performed.

Equipment Search

a. Click on the Equipment Search tab.

b. Select an option from the Search By field. The options are:

•

Current Location: Search for equipment that is in a particular location. This search

works for Location Codes.

•

Description: Search for equipment using a general description

•

Serial #: Serial number of specific piece of equipment

•

Type: Search for a specific type of equipment across the Services

•

UIC: Search for all of the inventory for a specific UIC.

c. In the Search Phrase field, enter all or part of the phrase to search for. Wildcards are

automatically added to your search criteria to increase the number of results that are

returned.

d. Click Search. The equipment matching your search criteria are displayed. Clicking the

UIC of any of the results will open the Current Unit Status details for that selection.

e. Select the checkboxes corresponding to the equipment you would like to add and then

click the Add Selected button. You are notified whether or not the selected resources

were successfully added to the node. Search results will remain displayed until another

equipment search is performed.

Org Relationship Search

The Org Relationship search allows you to search a single unit and return all of the children

of that unit, depending upon the relationship that you are looking for.

a. Click the Org Relationship Search tab.

b. Select a Service branch to filter your results.

c. Select a Component to filter your results further.

d. Choose a Relationship to return your results by (ADCON, OPCON, or COCOM)

e. Enter an exact UIC. Unlike other search criteria, you must enter the exact UIC you are

looking for.

Click Search. The units matching your search criteria are displayed. Clicking the UIC or

AName of any of the results will open the Current Unit Status details for that selection.

g. Select the checkboxes next to the unit(s) you would like to add and then click the Add

Selected button. You are notified whether or not the selected resources were

successfully added to the node. Optionally, you can click the Add All button to add all of

the search results to the node. Search results will remain displayed until another org

relationship search is performed.

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Assessment View

Chapter 17: Working With Trees

17.2

Assessment View

The final tool of the Capability Trees module is the Assessment view. This view is where the

resources assigned and their ESORTS mission readiness assessments (or your own manual

assessments entered in Edit Details) come together in a visual display of a complete structure.

To access the Assessment view:

1. Access the CT Control Center.

2. Click the hyperlinked name of the tree you wish to view. By default, the Assessment view

displays.

This view is used to illustrate the “final” product and is extremely useful for demonstrations

or deep analysis of plans. It is designed primarily to be a read-only view where the

resources and readiness in each node can be reviewed.

Figure 17-8: Tree Assessment View

3. For ease of use, only the first level of the tree is expanded by default and the tree is shown

at 100% zoom level. To expand or collapse a node’s children, click the + sign or - sign,

respectively. To tweak the zoom, use the selector in the CT Toolbar. The view is based on

the display options selected in the Tree Wizard. Click the Edit icon in the CT Toolbar to

update these options. Once the view has been customized, the tree structure can be viewed

in more detail using the following options:

• Click the assessment icon (Y, Q, N) to open the ESORTS Mission Assessment screen.

This does not apply for Manual Assessments.

• Holding your mouse cursor over the “i” in the lower-left corner of any node will display a

pop-up showing the assessment breakdown of the units assigned to that node.

• Clicking the hyperlinked UIC in any of the nodes will open a pop-up displaying the

Current Unit Status information for that organization.

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Chapter 17: Working With Trees

Assessment View

17.2.1

Analyze Resources

The last step in viewing the Assessment involves the Resource Analysis view. This view

provides a data-driven analysis of assigned units, personnel, and equipment.

To access Resource Analysis:

1. Ensure you are on the Assessment view.

2. Place your mouse over the lower-left corner of any node for 2 seconds. The Node Overview

popup will appear, showing the unit assigned to this node, the number of resources

required, the overall and projected readiness assessments, lowest assessment value, as

well as a breakdown of assigned resources by Service. You can also click the File

Attachment hyperlink to view any files that have been uploaded to this node.

Figure 17-9: Node Overview Popup

3. Click either the View All Resources link or one of the hyperlinked Service names if you

prefer to filter the data to view only those assigned to any one Service. This will open the

Resource Analysis screen which provides a detailed look at all resources assigned to this

node (organized by tabs). Information provided in this view includes UIC and AName, CUR

and Home LOCN, Posture, Status, and more (much of this data is derived from direct entry/

approval in the Current Unit Status tool).

Figure 17-10: Resource Analysis Screen

4. Use the Filter By: at the top of the page to select resources for a particular node. If

everything looks good, you are ready to share your tree with the rest of the DRRS

community.

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Setting Trees to Shared

Chapter 17: Working With Trees

17.3

Setting Trees to Shared

The final step creating a tree is to share it with the rest of the DRRS community. Up to this point,

you were the only person who could see your “Private” tree in the CT Control Center.

To share a tree:

1. Ensure that you have reviewed the tree and wish to share all of its details and resources

with other users.

2. Access the Control Center by selecting the Home link in the CT Toolbar (or you can choose

Utilities | Capability Trees from the Main menu).

3. You will see a list of all trees assigned to your unit of assignment. Next to each tree name is

a column for Status. The tree you just created and approved should have a setting of

“Private”.

4. Click this “Private” hyperlink and then review and click OK to the message prompt that

displays.

The tree status is set to “Shared”. Now all users in DRRS can view your tree.

17.3.1

Set a Tree back to Private

If you need to make substantial edits to your tree, you can always select the “Shared” hyperlink

to set it back to “Private”. You will note that you can only set the Shared/Private status for trees

that you have created.

Note: If you make a tree Private while another DRRS user is viewing it, the user may experience a delay

on clicking anywhere in the tree. Once the page is refreshed, the user will be returned to the CT Control

Center and the tree they were just viewing will be invisible as it is now Private. The DRRS development is

working on a way to gracefully display a message to the user informing them of this change in status.

17.4

Deleting a Tree

You can only delete trees that you have created. It is advised that you set the status to “Private”

for any trees you wish to delete. To delete a tree:

1. Access the CT Control Center and click the delete icon (X) next to the tree you wish to

remove.

2. A confirmation box appears and once you confirm, the tree is permanently deleted.

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General FAQ

Chapter 18: Frequently Asked Questions

18.1

General FAQ

18.1.1

Why do I see (or not see) the Top Concerns tab on the CUS main page?

If you are on another unit’s Subordinates list, you will see the Top Concerns tab on your main

CUS page. From here you will then have access to Deficiencies and Lessons Learned. See

Chapter 12: Readiness Dashboard (JFRR) for more information.

18.1.2

Will My Pop-Up Blocker Interfere with DRRS?

Many DRRS tools utilize pop-up windows. In order to achieve optimum results, please disable

all pop-up blockers prior to starting the software.

18.1.3

Why are my results not displaying in MS Excel using Internet Explorer?

This is a Microsoft issue that can be easily resolved by configuring Internet Explorer to allow you

to view your results in Word or Excel.

To configure your Internet Explorer:

1. Click Start | My Computer.

2. On the Tools menu (or the View menu), click Folder Options (or click Options).

3. Click the File Types tab.

4. In the Registered file types list, click the specific Office document type (for example,

Microsoft Excel Worksheet), and then click Advanced (or click Edit).

5. In the Edit File Type dialog box, click to clear the Browse in same window checkbox (or

clear the Open Web documents in place checkbox).

6. Click OK.

18.1.4

Why am I not able to export to Excel?

This issue may be caused by an Internet Explorer setting that disables automatic prompting for

downloads such as Excel file exports. To resolve this issue:

1. Open Internet Explorer.

2. Select Tools | Internet Options.

3. Open the Security tab.

4. Click Custom Level.

5. Scroll down to the Downloads section and ensure that Automatic Prompting for Downloads

is set to Enabled.

18.2

User Access FAQ

18.2.1

Why can’t I access Joint Readiness map from the Portal?

Although the Joint Readiness map displays in the Portal home page, users still need access

role permissions. For a detailed list of user roles and permissions, please see the DRRS

Software Administration Manual (SAM).

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Chapter 18: Frequently Asked Questions

User Account FAQ

18.3

User Account FAQ

18.3.1

How do I change my Username or Password?

A Username cannot be changed. If you are having problems, please contact your administrator.

To change your password, select My Profile from the DRRS Support menu (upper-right

corner). In the Password and Confirm Password fields, enter your new password. Please

review the following rules:

PASSWORD RULES:

• At least 8 characters

• Maximum is 25 characters

• Cannot contain spaces

• Must include at least 1 number (1, 2, 3…)

• Must include at least 1 lowercase alpha character (a, b, c…)

• Must include at least 1 uppercase alpha character (A, B, C…)

• Must include at least 1 special character

• Can contain the following special characters: (! @ # $ % ^ & * - _ . ?)

• Case-sensitive

18.3.2

How do I reset my Password?

If you forget your password, perform the following steps to have it reset:

1. Select Forgot Password from the DRRS Log-in screen.

2. Enter all the required information. Ensure that this is the exact information used on your

user account.

3. Click Request New Password. The information is sent to DRRS Product Support and you

will receive a message at your classified email address notifying you of your new password.

18.3.3

How do I unlock my account?

After three failed attempts to log-in to DRRS, your account will be locked. The only way to

unlock your account is to have a user with administrator rights enable (Enable = True means

you are active) your account again. To do this, please contact DRRS Product Support.

A confirmation message is sent to your classified email address once a DRRS unit administrator

resets your account.

18.3.4

Why am I unable to change my unit of assignment?

ESORTS no longer supports the ability for users to have more than one unit of assignment

(formerly known as “unit of interest”). This value is entered upon first logon to DRRS. To change

this value, contact your ESORTS Unit Admin or DRRS System Admin.

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Joint Readiness FAQ

Chapter 18: Frequently Asked Questions

18.4

Joint Readiness FAQ

18.4.1

Why aren’t my missions showing up in Joint Readiness?

This problem has been fixed. You can now select a mission from the Add Operation menu. Unit

Readiness Assessment data for the selected mission is updated in real-time.

18.4.1.1

Why can’t I see the Add Forces button in Force Analysis?

There are two reasons:

• The scenario is loaded with TPFDD data. To undo this, access the Operations page

and delete the TPFDD.

• You are trying to edit the JTF, CFC, or CBRNE icon. This view only shows a read-only

view of all units in the current scenario force.

18.4.1.2

Are JTF, CFC, and CBRNE Operation Types Interchangeable?

JTF and CFC operations may be swapped anytime using the Edit Operations button. CBRNE

are not interchangeable with any other operation type.

18.5

Data FAQ

18.5.1

How can I view all data sources currently feeding the DRRS application?

Data Sources is a detailed data source viewer which retrieves the description, timestamp/

update information, and security classification for each data source feeding into the DRRS

application. It is important to understand the following:

• Last Provided: The last date the data was sourced to DRRS.

Depending on your user privileges, this feature might not appear in your menu. This feature is currently

only accessible to “beta” users for product improvement purposes.

To access system info, select Utilities | Data Sources from the Main Menu. The Data

Providers Viewer page appears. Notice the tab control at the top of the screen. The following

two tabs are displayed:

• Data Providers Viewer: Contains the details of the selected data source including the

classification status and the functional areas encompassed by this particular source. To

change the displayed data source, select a new source from the Data Providers menu.

• Functional Areas: This is a reverse-engineering of the preceding tab in that you select

the functional area (Personnel, Mobilization, Equipment, etc.) and the resulting display

details all of the relevant data sources feeding into it.

18.6

Portal FAQ

The following section answers frequently asked questions users have when customizing the

portal.

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Chapter 18: Frequently Asked Questions

Portal FAQ

18.6.1

What is a hidden web part? How do I un-hide my web part?

A hidden web part is a web part that is closed but not deleted. You can temporarily close any

web part by clicking the Close icon.

Tho view a list of Hidden web parts:

1. Select Portal Tools | Add/Remove Web Parts.

2. Select the Currently Hidden Web Parts link at the top of the editor. The list of hidden web

parts displays.

To un-hide a web part:

1. Select Portal Tools | Edit Web Parts.

2. Select the Edit icon for the web part you would like to un-hide.

3. Click the plus sign to access the Appearance area.

4. Ensure the Hidden button is not checked.

18.6.2

How do I remove the menu title and border around my web part?

1. Select Portal Tools | Edit Web Parts. Optionally, you can select the Edit icon directly from

the Home page if it displays in the web part title bar.

2. Select the Edit icon for the web part you would like to un-hide.

3. Click to access the Appearance area.

4. Set the Chrome Type: field to None.

5. Click OK. The page refreshes and the web part displays without a title or border. The

Chrome Type: field controls the visual display for each web part.

18.6.3

How many Unit Mission List Web Parts can I add?

You can add as many Unit Mission Web Parts as you like. You can personalize each one with a

custom title and change the UIC being displayed for each one.

To add a Unit Mission Web Part:

1. Select Portal Tools | Add/Remove Web Parts.

2. Select the Unit Mission List web part.

3. Choose the zone (area of the portal) you would like to display the Mission List in.

4. Click Add.

5. Click the Edit icon on the Mission Details web part.

6. Enter the UIC or Aname and then click Search. Highlight the unit from the Search Results

then click Select (optionally you can select the Use Unit of Assignment checkbox).

7. Click the plus sign to access the Appearance area. Change the title text to reflect your

needs.

8. Click OK. The page refreshes and the web part displays.

DRRS Software User Manual (SUM) 4.5.12

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Portal FAQ

Chapter 18: Frequently Asked Questions

18.6.4

What is an RSS viewer? Any suggestions on how to configure?

RSS stands for Really Simple Syndicate. It is a family of web feed formats used to publish

frequently updated content such as news headlines or blog entries. This is especially useful for

sites that frequently publish new or updated content such as Fox or CNN news. An RSS

document, which is called a "feed", contains either a summary of content from an associated

web site or the full text. RSS makes it possible to keep up with your favorite web sites in an

automated manner that's easier than checking them manually.

If you are on the SIPRNet, access a search engine with keyword “RSS.” This should return a

number of results. Creating an RSS viewer provides information on intelligence and surveillance

that is conveniently summarized for your review on the DRRS Portal.

To set up an RSS viewer:

1. Select Portal Tools | Add/Remove Web Parts.

2. Select the RSS Viewer web part.

3. Choose the zone (area of the portal) you would like to display the RSS Viewer in.

4. Click Add.

5. Click the Edit icon on the RSS Viewer.

6. Enter the URL for the RSS feed. This is always available from the site that is publishing the

content. Note that you must use an actual RSS link, simply entering a URL will not automatically

display content. For more information, see the Portal FAQ.

7. Leave the option set to Auto scroll unless you prefer to manually navigate the list (this is

sometimes useful for really large feeds).

8. Click the plus sign to access the Appearance area. Change the title text to reflect your

needs.

9. Click OK. The page refreshes and the web part displays. If the RSS Feed is working, you

will begin to see content inside the web part.

18.6.5

What is the moving red dot on the Readiness Dashboard image?

The red dot is a only an image animation.

18.6.6

How do I set the watch list?

To modify the watchlist that displays on your DRRS Portal home page, follow the steps below.

1. Click Utilities | Group Builder. The Group Builder displays.

2. Select a group from the Custom Groups menu. The group is highlighted in grey.

Note: You cannot select a system group from the left-side of the screen.

3. Click the Set As Watchlist button at the bottom of the Custom Group menu. The page

refreshes and the selected group is now followed by the text (Watchlist). This value can be

changed at any time by repeating the above steps.

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Chapter 18: Frequently Asked Questions

Portal FAQ

18.6.7

How do I set a group as suborinates?

To set your subordinates group:

1. Click Utilities | Group Builder. The Group Builder displays.

2. Find and select the group you wish to set as your subordinate.

3. Click the Set as Subordinates button located in the Group Controls.The subordinates group

set here is your default view when using the Readiness Dashboard copy functionality.

18.6.8

How do i create an Image List that visually links me to different websites?

An effective way to present links is to use image links instead of plain text. In this example, we

will show you how to create a news link web part that links to popular news sites.

Locate the three sites:

• http://www.cnn.com/

• http://www.foxnews.com/

• http://www.msnbc.msn.com/

Next, we need to locate the images for each site. This is easily accomplished by opening

each site and right-clicking on the image icon for the web site. When the menu appears click

Properties and then copy the URL for the image.

• http://i.l.cnn.net/cnn/.element/img/2.0/global/nav/header/header_cnn_com_logo.gif

• http://www.foxnews.com/i/fnc.jpg

• http://sc.msn.com/global/c/lgpos/MSFT_pos.gif

Select Portal Tools | Add/Remove Web Parts.

Select the Image List web part.

Choose the zone (area of the portal) you would like to display the Image List in. Left is a

good choice to start from as you can always drag the web part to a new location.

Click Add.

Click the Edit icon on the Image List you just added.

Enter the URL for the image (Image URL) and corresponding website (Link URL).

Optionally, you can add tooltip text (Tooltip) to display when you hover over the images.

Click Add Link.

10. After adding each link, click the Property Grid and set the default display for the images

(Horizontal = across, Vertical = up/down).

11.

Click the plus sign to access the Appearance area. Change the title text to reflect your

needs or set the Chrome Type: to whatever you choose. For this example we will set

Chrome Type: to border only.

12. Click OK. The page refreshes and the web part displays.

13. Click Portal Tools | Personal View to see the final product. Now, just edit the links and

image URLs to whatever you would like to display and you have your own custom created

list.

DRRS Software User Manual (SUM) 4.5.12

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Portal FAQ

Chapter 18: Frequently Asked Questions

Figure 18-1: Portal News (Example)

18.6.9

What is the difference between an Image List and an Image Viewer?

Unlike the Image List web part described in the previous question, you can only add one image

to the Image Viewer web part although there is no limit to the number of Image Viewer web

parts you can add.

Another key difference between them is that the Image Viewer displays text and the image.

18.6.10

Why does drag and drop crash my browser?

Older browsers and older computers may have trouble with drag and drop of web parts. If you

are having this problem, perform the following steps.

1. Select Portal Tools | Edit Web Parts. Optionally, you can select the Edit icon directly from

the Home page if it displays in the web part title bar.

2. Select the Edit icon for the web part you would like to move. The Edit Web Parts menu

appears. The name of the web part you are editing displays in the Currently Editing: area.

3. Open the Layout area.

4. Leave Chrome State: controls set to normal.

5. Specify the Zone: that the web part should appear in, instead of dragging and dropping web

parts.

•

Top Web Part Zone: top of the screen and covers the entire width.

•

Left Web Part Zone: left side of the screen. This and the middle zone are the most

effective for common resolution of 1024 x 768.

•

Middle Web Part Zone: middle area of screen although at 1024 x 768 this is

effectively the “right side” of screen unless you prefer to horizontal scroll.

•

Right Web Part Zone: effective for creating a third web part zone at resolutions of

1280 x 1024 or higher.

•

Bottom Web Part Zone: Bottom area is effectively “pushed” down by the number of

web parts above it.

6. Set Zone Index: to a number that indicates its order web part should display (0 = top, 1

equals second from the top, 2 = third from the top, etc.)

18.6.11

Can I edit web parts directly from the Home page?

Optionally, you can select the Edit icon directly from the web part if it is displayed in the title bar.

This performs the same action as clicking Edit Web Parts then selecting the Edit icon. This

manual presents the “longer” way each time as it ensures discussion of all web parts. Not all

web parts have the Edit icon displayed on the Home page.

18.6.12

Why is My Links empty when I first access the DRRS Portal?

My Links is for your personal links. You will need to enter them using the steps outlined in 3.2.6

Managing My Links.

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DRRS Software User Manual (SUM) 4.5.12

Glossary

A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | XYZ

Alpha Numeric name assoc. with unit

AOC

AAW

Area of concentration

Anti-Air Warfare mission area

Active Duty for Training (ADT)

A tour of active duty which is used for training

Area of operations (AO)

members of the Reserve Components to

provide trained units and qualified persons to

An operational area defined by the joint force

fill the needs of the Armed Forces in time of

commander for land and naval forces. Areas

war or national emergency and such other

of operation do not typically encompass the

times as the national security requires.

entire operational area of the joint force

commander, but should be large enough for

Activity

component commanders to accomplish their

A unit, organization, or installation performing

missions and protect their forces.

a function or mission.

Area of responsibility (AOR)

ADT

The geographical area associated with a

Active Duty for Training

combatant command within which a

combatant commander has authority to plan

AFSC

and conduct operations.

Air Force Specialty Code

Army Service Component Command (ASCC)

Air Force Special Operations Component

Command responsible for recommendations

(AFSOC)

to the joint force commander on the allocation

The Air Force component within a joint force

and employment of Army forces within a

special operations component.

combatant command.

Air Force Special Operations Forces (AFSOF)

Army Special Operations Component (ARSOC)

Those Active and Reserve Component Air

The Army component within a joint force

Force forces designated by the Secretary of

special operations component.

Defense that are specifically organized,

Army Special Operations Forces (ARSOF)

trained, and equipped to conduct and support

special operations.

Those Active and Reserve Component Army

forces designated by the Secretary of Defense

AMO

that are specifically organized, trained, and

Ammunition Storage

equipped to conduct and support special

operations.

ADW

ASI

Aviation Data Warehouse

Additional skill identifiers

AFUTL

AS OF DATE

Air Force Task List

Identifies the as-of date of the most current

AMSRR

message

Aviation Maintenance & Supply Readiness

AS OF DTG

Reporting

As of Date, Time, Group

AMW

Auth

Amphibious Warfare mission area

Authorized or authorization

Aname

Availability date

DRRS Software User Manual (SUM) 4.5.12

G-1

Glossary

The date after notification of mobilization by

CINC

which forces at their home station or

Commander-in-Chief

mobilization station are available for

deployment.

CNO

Chief Naval Operations

CNRFC

Billet

Command Navy Reserve Force Command

A personnel assignment that may be filled by

CNSL

one person.

Commander Naval Surface Atlantic

Branch

COCOM

Branch of Service

Combatant Commands. See term below.

BUPERS

Bureau of Naval Personnel

Combatant Command (COCOM)

A unified or specified command with a broad

Capability

continuing mission under a single commander

established and so designated by the

The ability to execute a specified course of

President, through the Secretary of Defense

action.

and with the advice and assistance of the

Carrier Air Wing

Chairman of the Joint Chiefs of Staff.

Combatant commands typically have

also known as CVW.

geographic or functional responsibilities.

Two or more aircraft squadrons formed under

Operational control is inherent in combatant

one commander for administrative and tactical

command

control of operations from a carrier.

Combatant Commander

Carrier Striking Force

A commander of one of the unified or

A naval task force composed of aircraft

specified combatant commands established

carriers and supporting combatant ships

by the President.

capable of conducting strike operations.

Combat Readiness

CASCAT

Synonymous with operational readiness, with

CASREP (Casualty Report) Category

respect to missions or functions performed in

combat.

CASNUM

Commander's Concept

CASREP (Casualty Report) Number

See concept of operations.

CASREP

COMLANTFOR

Casualty Report

Commander, Atlantic Force

CBRNE

COMPACFOR

Chemical Biological Radioactive Nuclear

Explosive. Operation types designed to

Commander, Pacific Force

provide capabilities for mass decontamination

Component Command

and rescue

One of the subordinate organizations that

CDR

constitute a joint force. Normally a joint force

Commander’s Assessment

is organized with a combination of Service and

functional components.

CFC

Concept of operations (CONOPS)

Combined Forces Command

A verbal or graphic statement, in broad

CG ATN

outline, of a commander's assumptions or

Coast Guard Aids to Navigation mission area

intent in regard to an operation or series of

operations. The concept of operations

CGC

frequently is embodied in campaign plans and

operation plans; in the latter case, particularly

Coast Guard Overall

when the plans cover a series of connected

G-2

DRRS Software User Manual (SUM) 4.5.12

Glossary

operations to be carried out simultaneously or

DEF

in succession. The concept is designed to give

Deficiency (Numbered List)

an overall picture of the operation. It is

included primarily for additional clarity of

DEL

purpose.

Delete

Concept plan (CONPLAN)

An operation plan in concept format. Also

Deployability Indicates the deployability of

called operation plan.

personnel based on rates, training, personnel

Conditions

type, etc.

Those variables of an operational environment

DET

or situation in which a unit, system, or

Detachment

individual is expected to operate and may

affect performance.

DoD OCC

Department of Defense Occupational Codes

CONOPS

DRRS

see Concept of Operations.

Defense Readiness Reporting System

CONUS

DRRS-N

Continental United States

Defense Readiness Reporting System-NAVY

COOP

Date Time Group (DTG)

Contingency and Continuity of Operations

The date and time, expressed in digits and

Plan

time zone suffix, at which a message was

prepared for transmission. (Expressed as six

COP

digits followed by the time zone suffix; first pair

Common Operational Picture

of digits denotes the date, second pair the

hours, third pair the minutes, followed by a

COUNT

three-letter month abbreviation and two-digit

Total number of records

year abbreviation.)

CPF

DTG

Commander’s In Chief Pacific Forces

see Date Time Group definition.

CSA

DTMS

Combatant Command/Service/Agency

Digital Training and Management System

CSG

Carrier Strike Group

Carrier Vessel

CVW

ELT

Carrier Air Wing

Enforcement Laws and Treaties

CUR

ELW

Current

Electronic Warfare

CurLocn

ENL

Current Location

Enlisted Personnel

ENL OH

Enlisted On-hand

EQP

Days Open

Equipment Resource status

Number of days a request has been open

EQP AL

DRRS Software User Manual (SUM) 4.5.12

G-3

Glossary

Equipment Allocated

Each force module in a plan is uniquely

identified by a three-character alphanumeric

EQP AO DATE

identifier called a force module identifier

Equipment As of Date

(FMID). This allows for each of the individual

elements of force modules to be linked

EQP FMC

together so that they can be tracked for

Equipment Fully Mission Capable

planning purposes.

EQP NMC

Force sourcing

Equipment Not Mission Capable

The identification of the actual units, their

origins, ports of embarkation and movement

EQP OH

characteristics to satisfy the time-phased force

requirements of a supported commander.

Equipment On-Hand (given in Percentage)

FRP

EQP PMC

Fleet Rotation Plan

Equipment Partially Mission Capable

FSO

EQUIP DESC

Fleet Support Operations mission area

Equipment Description

Functional plans

ESG

Plans involving the conduct of military

Expeditionary Strike Group

operations in a peacetime or permissive

ESORTS

environment developed by combatant

commanders to address requirements such as

Enhanced Status of Resources and Training

disaster relief, nation assistance, logistics,

System.

communications, surveillance, protection of

Automated, near real-time readiness reporting

US citizens, nuclear weapon recovery and

system that provides performance output

evacuation, and continuity of operations or

standards and current readiness status for

similar discrete tasks. They may be developed

operational forces and defense support

in response to the requirements of the Joint

organizations in terms of their ability to

Strategic Capabilities Plan, at the initiative of

perform their mission essential tasks.

the combatant commander, or as tasked by

Establishes a relationship between resource

the supported combatant commander, Joint

and training inputs and readiness to perform a

Staff, Service, or Defense agency. Chairman

specific MET based on standards established

of the Joint Chiefs of Staff review of

by the parent DoD component.

combatant commander-initiated plans is not

normally required.

EST DATE

Estimate Date of Repair

GCCS-M

Global Command and Control System -

Feasibility

Maritime

Operation plan review criterion. The

GFM Org

determination as to whether the assigned

tasks could be accomplished by using

Global Forces Management Org Server. This

available resources.

provides authoritative organizational data to

DRRS.

FFC

GIS

Fleet Forces Command

Geographical Information Systems

FIRP

GSORTS

Fleet Intelligence Readiness Program

Global Status of Resource and Training

FMID

System

Force Module Identification

GUI

G-4

DRRS Software User Manual (SUM) 4.5.12

Glossary

Graphical User Interface

ISR

Intelligence, Surveillance and

Reconnaissance

ITAPDB

Integrated Total Army Personnel Database

HQMC

Headquarters Marine Corps

JAOP

IEEE

Joint Air Operations Plan. A plan for a

Institute of Electrical and Electronics

connected series of joint air operations to

Engineers

achieve the joint force commander's

ILAN

objectives within a given time and joint

operational area.

Integrated Local Area Network

JC2

ILS

Joint Command and Control

Integrated Logistics Support

JCA

IMR

Joint Capabilities Area

Individual Material Readiness

JCAS

Joint Capability Assessment

Immunizations and Medical Readiness

JCIDS

INFOSEC

Joint Capabilities Integration and

Information Security

Development System

INIT DATE

JDEP

Initial Date of CASREP

Joint Distributed Engineering Plant

INT

JFACC

Intelligence mission area

Joint Force Air Component Commander

INV

JFACC

Inventory mission area

Joint Force Air Component Commander.

IOC

The commander within a unified command,

subordinate unified command, or joint task

Initial Operating Capability

force responsible to the establishing

IOP

commander for making recommendations on

the proper employment of assigned, attached,

Ice Operations mission area

and/or made available for tasking air forces;

planning and coordinating air operations; or

accomplishing such operational missions as

Internet Protocol

may be assigned. The joint force air

IRJ

component commander is given the authority

necessary to accomplish missions and tasks

Individual Readiness Jacket

assigned by the establishing commander.

IRRI

JFC

Innovative Readiness Reporting Initiative

DRRS Software User Manual (SUM) 4.5.12

G-5

Glossary

Joint Force Commander

JFMCC

A general term applied to a combatant

Joint Force Maritime Component Commander

commander, sub-unified commander, or joint

The commander within a unified command,

task force commander authorized to exercise

subordinate unified command, or joint task

combatant command (command authority) or

force responsible to the establishing

operational control over a joint force.

commander for making recommendations on

JFCC

the proper employment of assigned, attached,

and/or made available for tasking maritime

Joint Functional Component Command

forces and assets; planning and coordinating

maritime operations; or accomplishing such

JFCC-IMD

operational missions as may be assigned. The

Joint Functional Component Command

joint force maritime component commander is

Integrated Missile Defense

given the authority necessary to accomplish

missions and tasks assigned by the

JFCC-ISR

establishing commander.

Joint Functional Component Command

JHOC

Intelligence, Surveillance and

Reconnaissance

Joint Harbor Operations Center

JFCC-NW

JIOC

Joint Functional Component Command

Joint Information Operations Center

Network Warfare

JMET

JFCC-SGS

Joint Mission-Essential Task (JMET)

Joint Functional Component Command Space

& Global Strike

A mission task selected by a joint force

commander deemed essential to mission

JFCOM

accomplishment and defined using the

common language of the universal joint task

Joint Forces Command

list in terms of task, condition, and standard.

JFLCC

JOA

Joint Force Land Component Commander

Joint Operations Area. An area of land, sea,

The commander within a unified command,

and airspace, defined by a geographic

subordinate unified command, or joint task

combatant commander or subordinate unified

force responsible to the establishing

commander, in which a joint force commander

commander for making recommendations on

(normally a joint task force commander)

the proper employment of assigned, attached,

conducts military operations to accomplish a

and/or made available for tasking land forces;

specific mission. Joint operations areas are

planning and coordinating land operations; or

particularly useful when operations are limited

accomplishing such operational missions as

in scope and geographic area or when

may be assigned. The joint force land

operations are to be conducted on the

component commander is given the authority

boundaries between theaters.

necessary to accomplish missions and tasks

assigned by the establishing commander.

JOC

Joint Operations Center. A jointly manned

JFSOCC

facility of a joint force commander's

Joint Force Special Operations Component

headquarters established for planning,

Commander

monitoring, and guiding the execution of the

commander's decisions.

The commander within a unified command,

subordinate unified command, or joint task

Joint concept

force responsible to the establishing

A description of how a joint force commander

commander for making recommendations on

might plan, prepare, deploy, employ, sustain,

the proper employment of assigned, attached,

and redeploy a joint force. It guides the further

and/or made available for tasking special

development and integration of joint functional

operations forces and assets; planning and

and Service concepts into a joint capability,

coordinating special operations; or

and articulates the measurable detail needed

accomplishing such operational missions as

for experimentation and decision making.

may be assigned. The joint force special

operations component commander is given

JOPES

the authority necessary to accomplish

Joint Operation Planning and Execution

missions and tasks assigned by the

establishing commander.

System. A system that provides the

G-6

DRRS Software User Manual (SUM) 4.5.12

Glossary

foundation for conventional command and

control by national- and combatant command-

level commanders and their staffs. It is

designed to satisfy their information needs in

the conduct of joint planning and operations.

LAN

JPAS

Local Area Network

Joint Personnel Adjudication System

LCM

Life Cycle Management

Joint Staff. The staff of a commander of a

unified or specified command, subordinate

LIM

unified command, joint task force, or

Limit. Indicates a directed status level limit.

subordinate functional component.

JSO

Joint Specialty Officer. An officer on the active

duty list who is particularly trained in, and

MAX

oriented toward, joint matters.

Maximum value contained within a set field/

JSOA

column

Joint Special Operations Area. A restricted

MCAS

area of land, sea, and airspace assigned by a

Mission Capability Assessment System

joint force commander to the commander of a

joint special operations force to conduct

MDIS

special operations activities.

Mobilization Deployment Integration System

The commander of joint special operations

MDZ

forces may further assign a specific area or

sector within the joint special operations area

Maritime Defense Zone Ops

to a subordinate commander for mission

MEF

execution.

Marine Expeditionary Force. The largest

JSOTF

Marine air-ground task force organized around

Joint Special Operations Task Force. A joint

a permanent command element and normally

task force composed of special operations

contains one or more Marine divisions, Marine

units from more than one Service, formed to

aircraft wings, and Marine force service

carry out a specific special operation or

support groups.

prosecute special operations in support of a

MEP

theater campaign or other operations. The

joint special operations task force may have

Marine Environmental Protection mission area

conventional non-special operations units

assigned or attached to support the conduct of

MET

specific missions.

Mission Essential Task. See METL.

JTF

MEU

Joint Task Force. A joint force that is

Marine Expeditionary Unit. A Marine air-

constituted and so designated by the

ground task force that is constructed around

Secretary of Defense, a combatant

an infantry battalion reinforced, a helicopter

commander, a sub-unified commander, or an

squadron reinforced, and a task-organized

existing joint task force commander.

combat service support element. It normally

JTT

fulfills Marine Corps forward sea-based

deployment requirements. The Marine

Joint Tactical Terminal

expeditionary unit provides an immediate

reaction capability for crisis response and is

capable of limited combat operations.

METL

Mission Essential Task List. The mission

essential task list is an unconstrained

statement of the essential tasks required to

accomplish assigned missions.

DRRS Software User Manual (SUM) 4.5.12

G-7

Glossary

Military Capability

Non-Combat Operations

The ability to achieve a specified wartime

NEURS

objective (win a war or battle, destroy a target

Navy Energy Utilization Reporting System

set). It includes four major components: force

structure, modernization, readiness, and

NIPRNET

sustainability.

Non-Classified Internet Protocol Router

MILPDS

Network

Military Personnel Data System

NMCI

MIN

Navy Marine Corps Intranet

Minimum value contained within a set field/

NMETL

column

Navy Mission Essential Tasks Lists

Mission-capable

NMIMC

Material condition of an aircraft indicating it

Navy Medical Information Management

can perform at least one and potentially all of

Center

its designated missions. Mission-capable is

further defined as the sum of full mission-

NMS

capable and partial mission-capable. Also

National Military Strategy

called MC. See also full mission-capable;

partial mission-capable; partial mission-

NPC

capable, maintenance; partial mission-

capable, supply.

Navy Personnel Command. Formerly known

as BUPERS.

MIW

NROWS

Mine Warfare mission area status

Navy Reserve Order Writing System

MOB

NSFC

Mobility mission area status

Navy Surface Forces Command

MOS

NSO

Military Occupation Specialties or Mission of

State mission area

Naval Special Operations

MRRS

NSOF

Medical Readiness Reporting System

Navy Status of Forces

MSC

NTIMS

Military Sealift Command

Navy Training Information Management

System

MSG DATE

NTIMPS

Date of the most current message

Navy Training Management & Planning

MSG DTG

System

Message Date, Time, Group

NWDC

Navy Warfare Development Command

NAFC

Navy Air Forces Command

OCC

NALCOMIS

Occupational Code (Dept. of Labor)

Naval Aviation Logistics Command/

OFF

Management Information System

Officer or Total Officer Status mission area

NCO

G-8

DRRS Software User Manual (SUM) 4.5.12

Glossary

OFF OH

PAI

Officer On-hand

Primary Aircraft Inventory. These are aircraft

assigned to meet primary aircraft authorization

(PAA). See TAI.

On hand (i.e., available)

PER DEP

Operational Readiness

Personnel Deployed

The capability of a unit/formation, ship,

PER IMR

weapon system, or equipment to perform the

missions or functions for which it is organized

Personnel Individual Medically Ready

or designed.

PER OH

OPLAN

Personnel On-hand (given in percentage)

Operation plan

PER REQ

Required Personnel

OPR

PERS

Office of Primary Responsibility

Personnel

OPS

PES

Operational

Port Environmental Safety

ORD

PRI

Ordnance type mission area status

Primary Reason Code. The reason code

ORD AO Date

defines the primary reason for mission area

degradation.

Ordnance As of Date

PRJ

ORD AUTH

Projected

Ordnance Authorized

PSS

ORD OH

Port Safety and Security

Ordnance On-hand

PROJ DATE

ORD REQ

Date for Projected Status

Required Ordnance

PROJ STAT

OrgName

Projected Status

Organization Name

PAI

OSD

Primary Aircraft Inventory. These are aircraft

Office of the Secretary of Defense

assigned to meet primary aircraft authorization

Overall Status Level

(PAA).

Remarks pertaining to Overall Status Level

Pay Grade

OVL

Pay Grade associated with a specific billet,

individual, rate/rank.

Overall current status level

PCTEF

OVL

Percentage of effect

PRJ Overall Projected

PER

OVL Projected Date

Personnel resource status

Projected date for Overall status level for

resources and training

PER AO DATE

Personnel As of Date

PER AUTH

Authorized Personnel

DRRS Software User Manual (SUM) 4.5.12

G-9

Glossary

Space and Electronic Warfare mission area

SERIAL

Message Serial Number

SIGINT

Quality Control

Signals Intelligence. This is intelligence

gathering by interception of signals, whether

by radio interception or other means.

SIPRNET

Secret Internet Protocol Router Network

SOC

RAMIS

Special Operations Command. A subordinate

unified or other joint command established by

Reserve Activity Medical Information System

a joint force commander to plan, coordinate,

RANGE

conduct, and support joint special operations

within the joint force commander's assigned

Range of values from MIN to MAX

operational area.

RBS

SOCCT

Recreational Boating Safety mission area

Special Operations Combat Control Team. A

team of Air Force personnel organized,

trained, and equipped to conduct and support

Reserve Component

special operations.

Readiness

SORTS

The ability of US military forces to fight and

Status of Resource & Training System

meet the demands of the national military

strategy. Readiness is the synthesis of two

SOW

distinct but interrelated levels:

Special Operations Wing. An Air Force special

1. Unit readiness--The ability to provide

operations team.

capabilities required by the combatant

SQI

commanders to execute their assigned

missions. This is derived from the ability of

Skill qualification identifiers

each unit to deliver the outputs for which it

STD DEV

was designed.

Standard Deviation

2. Joint readiness--The combatant

commander's ability to integrate and

STRATCOM

synchronize ready combat and support forces

US Strategic Command

to execute his or her assigned missions.

STS

Req

Strategic Sealift

Required

STW

RLIM

Strike warfare mission area status

Resource Area Limit

SUP

Supply resource status

SUP REMARK

Remarks pertaining to Supply resources

status

SAR

Search and Rescue mission area

SEC

Secondary Reason Code. Defines secondary

reason for mission area degradation.

SEW

TAI

G-10

DRRS Software User Manual (SUM) 4.5.12

Glossary

Total Aircraft Inventory. These are aircraft

of the Armed Forces.

assigned to operating forces for mission,

UJTL

training, test, or maintenance. Includes

primary, backup, and attrition aircraft.

Universal Joint Task List. A menu of

capabilities (mission-derived tasks with

TACC

associated conditions and standards, i.e., the

Tactical Air Command Center

tools) selected by a joint force commander to

accomplish the assigned mission. Once

The principal US Marine Corps air command

identified as essential to mission

and control agency from which air operations

accomplishment, the tasks are reflected within

and air defense warning functions are

the command joint mission essential task list.

directed. The tactical air command center can

provide integration, coordination, and direction

USCENTCOM

of joint and combined air operations.

United States Central Command

USEUCOM

Tactical Air Control Center

United States European Command

The principal Navy air operations installation

USNORTHCOM

(ship-based) from which all aircraft and air

warning functions of tactical air operations are

United States Northern Command

controlled.

USPACOM

TER

United States Pacific Command

Tertiary Reason Code. Defines the tertiary

USSOCOM

reason for mission area degradation.

United States. Special Operations Command

Theater

USSOUTHCOM

The geographical area outside the continental

United States for which a commander of a

United States Southern Command

combatant command has been assigned

USSTRATCOM

responsibility.

United States Strategic Command

TNG

Training resource status

USTRANSCOM

TNG EX

United States Transportation Command.

Training Exercise

Provides strategic air, land, and sea

TRAREP

transportation and common-user port

management for the Department of Defense

Training Report

across the range of military operations.

TRG

USW

Training resource status

Anti-Surface Ship Warfare Mission Area

TRG REMARK

UTC

Remarks pertaining to training status

Unit Type Code. A high level organization of

cross-branch function.A Joint Chiefs of Staff

TRMS

developed and assigned code, consisting of

TYCOM Readiness Management System

five characters that uniquely identify a "type

unit."

TYCOM

Type Commander

VAR

Variance

UIC

Unit identification code. A six-character,

VIPER

alphanumeric code that uniquely identifies

Visually Integrated Planning Employment

each Active, Reserve, and National Guard unit

DRRS Software User Manual (SUM) 4.5.12

G-11

Index

Frequently Asked Questions

How do I change my Username

Accessing

Data

or Password?, 18-3

Data Sources, 18-4

functional areas, 18-4

How do I reset my Password?,

group selector, 5-2

providers view, 18-4

18-3

Joint Readiness BETA Readi-

Data Sources, 18-4

How do I unlock my account?,

ness, 12-5

Default View Reset, 3-13

18-3

modules, 4-3

Deficiencies

Where is this data from? How

online help, 4-5

approve/reject, 12-12

old is it? When is the next data-

Account Management

combining similar items, 12-14

load?, 18-4

change your username/pass-

managing, 12-11

Why are my results not display-

word, 18-3

splitting, 12-15

ing in MS Excel?, 18-2

unlocking an account, 18-3, 18-

Deficiencies, Add, 12-11

Why aren’t my missions show-

Delete Deficiencies, 12-15

ing up in JTF Readiness?, 18-4

Add/Remove Web Parts, 3-5

Delete Icon, 3-7

Why can’t I change my unit of

Adding Web Parts

Deleting

assignment?, 18-3

Web Parts

staff office, 7-8

Wll my Pop-up blocker interfere

adding, 3-5

Document

with DRRS?, 18-2

Admin

conventions, P-xxii

Functional Areas, 18-4

change user role, 7-10

overview, P-xx

Related Documents, P-xxii

JFRR Messages, 12-19

My Links, 3-12

Remove

Joint Readiness

no links appear, 18-8

Title, 18-5

accessing, 12-5

My Profile, 4-6

Remove Border, 18-5

add Deficiencies (CSA), 12-11

changing your unit of interest, 7-

Removing Web Parts, 3-6

add Overall Assessment (CSA),

Reporting Groups

12-25

definition, 5-2

create report (CSA), 12-1, 12-9

Reset Portal, 3-13

create report (Functional CO-

Reset your password, 18-3

COM), 12-1

RSS Viewer, 18-6

create report (Service), 12-1

Online Help, 4-5

create report Geographic CO-

Overall Assessment

COM), 12-1

Joint Staff, 12-25

enter Top Concerns (CSA), 12-

Save Priority, 12-10

enter Top Concerns (Service),

Security, P-xxiii

12-9

Selecting

IPL explained, 12-23

Password

groups, 5-2

Joint Staff Report, 12-1

changing, 4-6, 18-3

Unit of Interest, 7-2

Manage Deficiencies (Joint

reset, 18-3

Snapshot Tool, 12-8

Staff), 12-11

Pop-up blocker, 18-2

Splitting Deficiencies, 12-15

Overall Assessment (Joint

Portal

Staff Office

Staff), 12-25

Aboutl, 3-1

create, 7-6, 8-2

overview, 12-2

add/remove, 3-5

delete, 7-8

purpose, 12-3

appearance, 3-9

edit, 7-8

Top Concerns (Joint Staff), 12-9

behavior, 3-9, 3-10

State Readiness

view org METL, 12-8

border, 3-10

accessing, 13-2

workflow explained, 12-4

calendar, 3-3

using, 13-6

I-2

DRRS Software User Manual (SUM) 4.5.12

Index

System Groups

definition, 5-2

System Requirements, P-xxii

Watch List, 3-3, 18-6

Web Part List, 3-3

Web Parts

change appearance of, 3-8

change location, 3-8

Theme, 3-5

chrome type, 3-10

controllin appearance of, 3-10

Threatcon, 3-3

Title, 3-10

edit content, 3-11

edit, 18-5

editing, 3-9

hidden, 3-10, 18-5

remove, 18-5

Toolbars

image list, 18-7

main menu, 4-3

image viewer, 18-7

removing, 3-6

Tools

description, 4-3

RSS viewer, 18-6

Top Concerns, 12-9, 12-11

unit mission list, 18-5

watch list, 18-6

Top Conerns, 12-9

Troubleshooting

zones, 3-6

change my username/pass-

Width and Height, 3-10

word, 18-3

drag and drop, 18-8

exporting search result to MS

Excel, 18-2

password reset, 18-3

Zones, 3-6

pop-up blocker issues, 18-2

unlock your DRRS account, 18-

3, 18-4

windows not appearing, 18-2

Unit Assessment

submitting for approval, 10-10

Unit Mission List, 18-5

Units

selecting, 5-2

selecting a new unit, 5-2

selecting a unit of interest, 7-2

Unlock DRRS account, 18-3, 18-4

Updating My Profile, 4-6

User Admin

change user role, 7-10

User Manual

conventions used, P-xxii

overview of chapters, P-xx

User Roles, 3-4

edit assigned roles, 7-9

Utilities

Data Sources tool, 18-4

View Subordinates, 12-10

DRRS Software User Manual (SUM) 4.5.12

I-3

2011 DOMESTIC OPERATIONAL LAW HANDBOOK

A PRACTITIONER’S GUIDE FOR JUDGE ADVOCATES

EDITORS

LTC Jeffrey Spears, USAR

LCDR Brian Robinson, USCG

LT Ben Gullo, USCG

2011 CONTRIBUTORS

COL Michael Noyes

LTC Erin McMahon

LTC Todd Milliard

MAJ Bayne Johnston

MAJ José Gonzalez

MAJ Hobe Schultz

MAJ Gonzalo Pinacho

Mr. William Berkson

CPT James Blakeman

Mr. Paul Skirtich

Mr. John Rowe

as well as the General Counsel Office, Defense Threat Reduction Agency, and numerous past

editors and contributors to the Domestic Operational Law Handbook.

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

The Judge Advocate General’s Legal Center & School

The contents of this publication are not to be construed as official positions, policies, or decisions of

the United States Government or any department or agency thereof.

EDITORS’ NOTES

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 and

field manuals, and lessons learned by judge advocates and other practitioners throughout federal

and state government. This edition includes a substantial revision of Chapter 3, it incorporates new

guidance as set for forth Department of Defense Directive 3025.18, Defense Support of Civil

Authorities (DSCA), it provides amplifying information on wildfire response, emergency mutual

assistance compacts, the role of the National Guard and Army units such as Army North and Joint

Task Force—Civil Support, and it discusses the 2010 Deepwater Horizon oil spill.

The Handbook is designed to serve as a working reference and training tool for judge advocates.

However, this Handbook 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 samples 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/8525751D00557EFF. CLAMO also provides lessons learned from

domestic operations and other resources at its Domestic Operations portal at 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 CLAMO@conus.army.mil or

clamo.clamotjaglcs@us.army.smil.mil, or at 600 Massie Road, Charlottesville, Virginia 22903

1781.

Domestic Operational Law Handbook 2011

TABLE OF CONTENTS

PREFACE

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

1. HSPD-5

2. HSPD-8 AND THE NATIONAL PREPAREDNESS GUIDELINES

3. EXECUTIVE ORDER 12656: EMERGENCY PREPAREDNESS AND RESPONSE RESPONSIBILITIES

4. THE NATIONAL RESPONSE FRAMEWORK (NRF)

5. NATIONAL INCIDENT MANAGEMENT SYSTEM

6. HSPD-8, ANNEX I, NATIONAL PLANNING

7. INTERPLAY BETWEEN THE NRF AND OTHER PLANS APPLICABLE TO WMD RESPONSE AND

RECOVERY

8. IMPACT OF THE HOMELAND SECURITY ACT ON THE FEDERAL RESPONSE STRUCTURE AND PROCESS

9. DEFENSE AGAINST WEAPONS OF MASS DESTRUCTION ACT

B. THE STAFFORD ACT

1. REQUESTS FOR EMERGENCY OR MAJOR DISASTER DECLARATIONS

2. LIABILITY UNDER THE STAFFORD ACT

3. MAIN TAKEAWAYS CONCERNING THE STAFFORD ACT

C. SUBORDINATE COMMANDER'S IMMEDIATE RESPONSE AUTHORITY

D. CONCLUSION

CHAPTER 3: DOD RESPONSE FOR CHEMICAL, BIOLOGICAL, RADIOLOGICAL, NUCLEAR, AND HIGH-YIELD

EXPLOSIVES (CBRNE) CONSEQUENCE MANAGEMENT

A. INTRODUCTION

B. CBRNE CM OVERVIEW AND AUTHORITIES

C. DOD ENTITIES RESPONSIBLE FOR CBRNE CM OPERATIONS

D. SPECIALIZED DOD CBRNE RESPONDERS

1. JOINT TASK FORCE CIVIL SUPPORT

2. NATIONAL GUARD WEAPONS OF MASS DESTRUCTION CIVIL SUPPORT TEAMS

E. SPECIAL LEGAL CONSIDERATIONS DURING CBRNE CM OPERATIONS

1. QUARANTINE / ISOLATION

3. HEALTH CARE LICENSURE

4. MORTUARY AFFAIRS

CHAPTER 4: MILITARY SUPPORT TO CIVILIAN LAW ENFORCEMENT

A. INTRODUCTION

B. THE POSSE COMITATUS ACT

1. TO WHOM DOES THE PCA APPLY?

2. WHERE DOES THE PCA APPLY?

Table of Contents

Domestic Operational Law Handbook

3. TO WHAT DOES THE PCA APPLY?

CHAPTER 5: CIVIL DISTURBANCE OPERATIONS

INTRODUCTION

CIVIL DISTURBANCE STATUTES

1. SUPPORT A STATE REQUEST

2. ENFORCE FEDERAL AUTHORITY

3. PROTECT CONSTITUTIONAL RIGHTS

4. PROCEDURAL ISSUES

OTHER AUTHORITY

1. PROTECTION OF FEDERAL PROPERTY

2. EMERGENCY

RESPONSIBILITIES AND RELATIONSHIPS OF PARTIES INVOLVED IN CIVIL DISTURBANCE OPERATIONS

1. ATTORNEY GENERAL

2. SENIOR CIVILIAN REPRESENTATIVE OF THE ATTORNEY GENERAL

3. ASSISTANT SECRETARY OF DEFENSE FOR HOMELAND DEFENSE AND AMERICAS’ SECURITY

AFFAIRS

4. CHAIRMAN, JOINT CHIEFS OF STAFF, JOINT DIRECTOR OF MILITARY SUPPORT (JDOMS)

5. COMBATANT COMMANDERS, U.S. NORTHERN COMMAND AND U.S. PACIFIC COMMAND

6. COMMANDER, U.S. ARMY NORTH

7. COMMANDER, JOINT CIVIL DISTURBANCE TASK FORCE

8. NATIONAL GUARD BUREAU

9. THE NATIONAL GUARD

THE DEPARTMENT OF DEFENSE CIVIL DISTURBANCE PLANS (COMBATANT COMMANDERS’

CONPLANS)

1. CIVIL DISTURBANCE OPERATIONS MISSION

2. COMBATANT COMMANDERS’ CONPLANS

3. THE STANDING RULES FOR THE USE OF FORCE FOR U.S. FORCES

4. OTHER LEGAL CONSIDERATIONS

CHAPTER 6: COUNTERDRUG OPERATIONS

A. INTRODUCTION

B. TITLE 10 SUPPORT TO COUNTERDRUG OPERATIONS

1. NATIONAL DEFENSE AUTHORIZATION ACT OF 1991

2. DETECTION AND MONITORING

3. CJCS IMPLEMENTATION

4. COUNTERDRUG SUPPORT TASK FORCES

5. COAST GUARD LAW ENFORCEMENT DETACHMENTS

C. NATIONAL GUARD SUPPORT TO COUNTERDRUG OPERATIONS

CHAPTER 7: MILITARY SUPPORT TO SPECIAL EVENTS

103

A. INTRODUCTION

103

B. DESIGNATED SPECIAL EVENTS

103

1. TYPES OF EVENTS

104

2. REQUESTS FOR SUPPORT

107

C. INNOVATIVE READINESS TRAINING

109

1. INNOVATIVE READINESS TRAINING PROCEDURES

109

2. LEGAL CONSIDERATIONS FOR IRT PROJECTS

111

Table of Contents

Domestic Operational Law Handbook 2011

CHAPTER 8: MISCELLANEOUS DOMESTIC SUPPORT OPERATIONS

113

INTRODUCTION

113

DISASTER AND DOMESTIC EMERGENCY ASSISTANCE

114

1. MILITARY ASSISTANCE TO SAFETY AND TRAFFIC

114

2. SEARCH AND RESCUE OPERATIONS

115

3. EMPLOYMENT OF DOD RESOURCES IN SUPPORT OF U.S. POSTAL SERVICE

116

4. NATIONAL DISASTER MEDICAL SYSTEM

116

5. ANIMAL AND PLANT DISEASE ERADICATION

118

6. MASS IMMIGRATION EMERGENCY

118

7. IMPROVISED NUCLEAR DEVICE INCIDENTS

119

8. DOD RESPONSE TO RADIOLOGICAL ACCIDENTS

119

9. DOD SUPPORT TO WILDFIRES

120

ENVIRONMENTAL MISSIONS

124

MISSIONS IN SUPPORT OF LAW ENFORCEMENT

126

1. SUPPORT OF UNITED STATES SECRET SERVICE

126

2. IMAGERY INTELLIGENCE AND GEOSPATIAL SUPPORT

126

3. CRITICAL ASSET ASSURANCE PROGRAM

127

4. CONTINUITY OF OPERATIONS POLICIES AND PLANNING

127

5. EXPLOSIVE ORDNANCE DISPOSAL

128

COMMUNITY ASSISTANCE

128

1. NATIONAL GUARD ASSISTANCE FOR CERTAIN YOUTH AND CHARITABLE ORGANIZATIONS

129

2. SUPPORT AND SERVICES FOR ELIGIBLE ORGANIZATIONS AND ACTIVITIES OUTSIDE DOD

129

3. NATIONAL GUARD CIVILIAN YOUTH OPPORTUNITIES PROGRAM

130

4. ADDITIONAL ASSISTANCE PROGRAMS

130

PANDEMIC INFLUENZA

131

CHAPTER 9: INTELLIGENCE OVERSIGHT AND INFORMATION HANDLING DURING DOMESTIC AND

DOMESTIC SUPPORT OPERATIONS

135

A. INTRODUCTION

136

B. THE ROLE OF DOD INTELLIGENCE COMPONENTS IN DOMESTIC SUPPORT OPERATIONS

137

C. INFORMATION HANDLING AND THE ROLE OF DOD NON-INTEL COMPONENTS

140

D. THE NATIONAL GUARD

141

1. STATUS: TITLE 32 OR TITLE 10

141

2. COLLECTION VIA AN INTELLIGENCE ACTIVITY

142

3. METHOD OF COLLECTING

142

4. PURPOSE OF THE COLLECTION

143

E. JUDGE ADVOCATE RESPONSIBILITIES

144

CHAPTER 10: RESERVE COMPONENTS, CIVIL AIR PATROL, U.S. COAST GUARD - STATUS AND

RELATIONSHIPS

147

A. INTRODUCTION

147

B. RESERVE COMPONENT

148

1. U.S. ARMY RESERVE (USAR)

148

2. U.S. AIR FORCE RESERVE (USAFR)

148

3. U.S. NAVAL RESERVE (USNR)

149

4. U.S. MARINE CORPS RESERVE (USMCR)

149

Table of Contents

Domestic Operational Law Handbook

5. U.S. COAST GUARD RESERVE (USCGR)

149

6. NATIONAL GUARD OF THE UNITED STATES (NGUS)

150

RESERVE COMPONENT CATEGORIES

153

1. READY RESERVE

154

2. STANDBY RESERVE

155

3. RETIRED RESERVE

156

RESERVE COMPONENT TRAINING AND SUPPORT

156

1. TRAINING

156

2. SUPPORT

157

3. MILITARY TECHNICIANS (DUAL STATUS) (MT)

158

MOBILIZATION/ACTIVATION OF RESERVE COMPONENT AND CALLING UP THE MILITIA

158

1. FULL MOBILIZATION (10 U.S.C A. § 12301(A))

159

2. PARTIAL MOBILIZATION (10 U.S.C A. § 12302(A))

159

3. PRESIDENTIAL RESERVE CALL-UP (PRC) (10 U.S.C A. § 12304)

159

4. INVASIONS AND REBELLIONS (10 U.S.C A. § 12406)

160

5. THE INSURRECTION ACT (10 U.S.C A. § 331-335)

160

15-DAY INVOLUNTARY FEDERAL ACTIVE DUTY (10 U.S.C A. § 12301(B))

160

VOLUNTARY FEDERAL ACTIVE DUTY (10 U.S.C A. § 12301(D))

160

MEDICAL CARE (10 U.S.C A. § 12301(H))

160

UNITED STATES COAST GUARD (USCG)

161

NATIONAL GUARD OF THE SEVERAL STATES

163

1. OVERVIEW

163

2. TITLE 32 STATUS

163

3. STATE ACTIVE DUTY

164

4. ANG/ARNG PERSONNEL CATEGORIES

165

5. UNIQUE HLS/HLD MISSIONS

167

6. MISCELLANEOUS AREAS OF CAUTION

167

CIVIL AIR PATROL (CAP)

171

JUDGE ADVOCATES

171

1. NATIONAL GUARD JUDGE ADVOCATES

171

2. U.S. ARMY RESERVE JUDGE ADVOCATES

172

3. U.S. AIR FORCE RESERVE JUDGE ADVOCATES

172

4. U.S. NAVAL RESERVE JUDGE ADVOCATES

173

5. U.S. MARINE RESERVE LEGAL SPECIALISTS

173

6. U.S. COAST GUARD RESERVE LEGAL SPECIALISTS

173

CHAPTER 11: RULES FOR THE USE OF FORCE FOR FEDERAL FORCES

175

A. INTRODUCTION

175

B. THE JUDGE ADVOCATE’S ROLE IN THE USE OF FORCE

176

C. PRACTICAL REALITIES OF USE OF FORCE SITUATIONS

178

1. CAPABILITIES AND LIMITATIONS

178

2. PHYSICAL AND PSYCHOLOGICAL EFFECTS

179

D. LEGAL AUTHORITY AND STANDARD FOR U.S. MILITARY USE OF FORCE IN DOMESTIC OPERATIONS

179

1. MINIMUM FORCE NECESSARY OR DEADLY FORCE AS A LAST RESORT

181

2. MANDATORY VERBAL WARNINGS

182

3. DENIAL OF DEADLY FORCE IN SELF-DEFENSE

182

4. OPERATIONAL ORDERS/EXECUTION ORDERS

182

Table of Contents

Domestic Operational Law Handbook

2011

5. SRUF AUTHORITY TO USE DEADLY FORCE

183

6. OTHER MISSION RELATED CIRCUMSTANCES FOR USE OF DEADLY FORCE

184

7. AUGMENTATION OF THE RUF

185

E. LIABILITY FOR SERVICE MEMBERS, LEADERS, AND RUF DRAFTERS IN USE OF FORCE SITUATIONS

185

1. FEDERAL CIVIL LIABILITY

185

2. FEDERAL CRIMINAL LIABILITY

187

3. STATE CIVIL AND CRIMINAL LIABILITY

188

F. OTHER TRIAL OR LITIGATION ISSUES

188

G. COMMON ISSUES IN DRAFTING AND TRAINING RUF

189

1. TRAINING OF JUDGE ADVOCATES

189

2. SRUF AND AREAS OF CONFUSION AND CONCERN

190

CHAPTER 12: RULES FOR THE USE OF FORCE FOR THE NATIONAL GUARD

193

A. INTRODUCTION

193

B. RUF AND STATE CRIMINAL LAWS

194

1. STATE LAW APPLICABLE TO BOTH TITLE 32 AND SAD STATUSES

194

2. SUBJECTS FOR INCLUSION IN STATE RUF FOR THE NATIONAL GUARD

195

C. SPECIFIC RUF ISSUES

201

1. RUF IN INTER-STATE (CROSS BORDER) OPERATIONS

201

2. STATE CRIMINAL LIABILITY OF NATIONAL GUARD MEMBERS FOR USE OF FORCE

203

3. RUF IN MIXED NATIONAL GUARD AND ACTIVE COMPONENT OPERATIONS

206

D. ROLE OF THE NATIONAL GUARD JUDGE ADVOCATE

206

1. DRAFTING RUF

206

2. NEGOTIATING RUF WITH STATE AGENCIES

207

3. PROVIDING LEGAL ADVICE ON LIABILITY

207

4. TRAINING

207

CHAPTER 13: FUNDING DOMESTIC SUPPORT OPERATIONS

209

A. INTRODUCTION: BASIC FISCAL LAW FRAMEWORK

210

B. BASIC FISCAL CONTROLS

211

1. PURPOSE

211

2. TIME

212

3. AMOUNT

213

C. MILITARY ASSISTANCE TO CIVIL AUTHORITIES

214

D. DODD 3025.15

215

E. DISASTER AND EMERGENCY RELIEF

216

1. IMMEDIATE RESPONSE AUTHORITY

217

2. DERF

217

3. DISASTER SUPPORT INVOLVING LAW ENFORCEMENT AUTHORITIES

218

F. CIVIL DISTURBANCES

218

G. SUPPORT TO CIVILIAN LAW ENFORCEMENT

219

1. ECONOMY ACT

220

2. MISCELLANEOUS RECEIPTS

220

3. EXCESS PROPERTY

221

4. EXPERT ADVICE AND TRAINING

222

5. SHARING INFORMATION

223

H. COUNTERDRUG SUPPORT

223

Table of Contents

Domestic Operational Law Handbook 2011

PREFACE

Cal Lederer¹

Deputy Judge Advocate General, U.S. Coast Guard

and

23rd Commandant, The Judge Advocate General’s School, U.S. Army

The Domestic Operational Law Handbook for Judge Advocates - the DOPLAW Handbook - was

first published in April, 2001. As we in Charlottesville watched it develop, its focus was the

activities of the Department of Defense. While it recognized the important role of the Federal

Emergency Management Agency - FEMA, other Federal agencies, and the States, the DOPLAW

Handbook was very much about the military departments and the National Guard and their

authorities. While it recognized that the scope of Domestic Operations - or DOMOPS - was broad,

the DOPLAW Handbook’s focus was military support to law enforcement, natural disaster relief,

and civil unrest.

That changed after 9/11. The second edition, published in July, 2006, reflected the dramatic

evolution and expansion of DOMOPS into what was now called homeland security and homeland

defense. It recognized the establishment of NORTHCOM and the Department of Homeland

Security, it incorporated the National Response Plan and Homeland Security Presidential Directive

5 - Management of Domestic Incidents, and it reflected the wide range of national strategies and

policies that were issued to address threats to the homeland. The 2006 edition also embraced

lessons learned from Hurricanes Katrina and Rita that occurred the previous August and September.

The July, 2009, edition and its 2010 revision expanded to include a discussion of a Federal response

to a pandemic and broadened the focus on Homeland Security operations. The 2011 edition

continues that evolution and provides a more detailed look at some of the integral DoD agencies,

including NORTHCOM, Army North, Joint Task Force-Civil Support, the vast capabilities of

agencies like the National Guard Bureau and the Coast Guard, and the multitude of DOMOPS that

DoD is tasked to support, such as major disaster or emergency response, counterdrug operations,

and support to National Security Special Events. It also incorporates the lessons learned by the

exceptionally diverse community of judge advocates, other attorneys, paralegals, and other legal

professionals, who have practiced DOPLAW daily, frequently, or, for the novices thrust into this

dynamic realm for a particular contingency, rarely or only once.

Calvin M. Lederer was appointed to the Senior Executive Service and became Deputy Chief Counsel of the U.S.

Coast Guard on June 2, 2002. In March 2003, he was designated the Deputy Judge Advocate General when the Coast

Guard became part of the Department of Homeland Security. Mr. Lederer served as Acting Judge Advocate General

during the Deepwater Horizon Response from April 2010 to January 2011. In his earlier Army career, Mr. Lederer’s

assignments included service as the Commandant of The Judge Advocate General’s School; Executive Officer to The

Judge Advocate General; Staff Judge Advocate, V Corps; the Army’s Chief Legislative Counsel, Chief Environmental

Counsel, and Chief Labor and Employment Law Counsel; Special Counsel to the Assistant Attorney General (Civil

Division); and Deputy Staff Judge Advocate,

25th Infantry Division. Mr. Lederer was named a Presidential

Distinguished Executive in 2008 and a Presidential Meritorious Executive in 2006, and his military awards include the

Legion of Merit and Meritorious Service Medal - earning each award four times, and the Distinguished Service Medal.

Mr. Lederer is a graduate of New York University, Hofstra University School of Law, the U.S. Army Command &

General Staff College, and The Judge Advocate General’s School. He was also an Army War College Fellow.

Preface

Domestic Operational Law Handbook

Since 2006, local, State and Federal assets have responded to a series of contingencies. These have

included natural disasters like hurricanes, western wildfires, last year’s tsunami, mid-west floods,

and other events with widespread impact. Most recently, the sustained and massive release of oil

from the Macondo well from April to July 2010, after the explosion of the Mobile Offshore Drilling

Unit Deepwater Horizon, and its impacts that continue today, challenged the domestic incident

response structure under HSPD-5 and the National Oil and Hazardous Substances Pollution

Contingency Plan to an unprecedented extent. The pace of events is reflected in publication of this

edition not quite a year after the 2010 edition. That tempo and the rapid evolution of authorities that

shape DOPLAW have also increased demand, resulting in CLAMO distributing over 2,000 copies

of the Handbook since 2009.

What all DOMOPS contingencies have in common is that each is unique in some or many respects.

What DOMOPS contingencies and DOPLAW have in common is that no other activity in which

members of the military legal community engage so reflects the constitutionally-based character

and structure of the nation we serve. The Department of Homeland Security’s National Response

Framework, which superseded the National Response Plan, DoD authorities and policies regarding

defense support of civil authorities, and other DOMOPS authorities, policies, and doctrine reflect

fundamental principles of federalism by establishing protocols that place the Federal government in

a supporting role to State and local authorities for most response contingencies.

The nature, scope, and complexity of particular contingencies drive who leads and who supports,

who has the right or best tools, who has enough of the right resources, and whose authorities will

best support the decision maker and responder. Whether the DOMOPS issue for the judge advocate

on the ground involves the Posse Comitatus Act, DoD support to counter-drug operations or

National Security Special Events, how best a Defense Coordinating Officer can facilitate DoD

support to a FEMA-led response to a major disaster or emergency, or an agency’s specific use of

force policy, DOPLAW issues arise in every contingency.

Today, we understand that the instruments of national power that reside in the five armed forces

cannot invariably solve every crisis, or may not be available always to the degree they may be

needed. We understand that some institutions, like the National Guard, remain an essential element

of national and State response. We understand that the civilian agencies of the Federal government

provide essential expertise, capacity, and authorities. We understand that the private sector,

reflecting the wealth, innovation, diversity, and depth of America, is unequalled in its potential. We

understand that every Federal response must take account of, partner with, and respect State and

local authorities. And we understand that individual Americans are resilient, resourceful, and

reliable partners in every response—they will invariably go where they are needed most and, when

they are survivors, they are truly the first responders.

There are overarching principles that apply to DOPLAW. First, every opinion and action must be

consistent with the Constitution, the system of government it prescribes, and the prerogatives,

responsibilities, and constraints that flow from it to Federal and State government. Second, we

function best when we understand each other and the authorities we bring with us, regardless of the

uniform, emblem, or overalls we wear. The invitation to me to write this preface, as a

representative of a sister service and one of DoD’s many partner agencies, reflects that principle.

Third, and especially in the midst of crisis, we must ensure that timely, actionable legal advice is

provided to support decision makers and responders.

Preface

Domestic Operational Law Handbook 2011

The Principles of Coast Guard Operations, adapted to DOPLAW and incorporating these

overarching principles, provide useful guidance to DOPLAW judge advocates and other lawyers,

and those who support them:

•

Clear Objective: Understand the mission overall and the legal task at hand, remembering

that legal counsel should drive to a desirable and desired outcome that supports the mission

and is consistent with the Constitution and key authorities and policies;

•

Effective Presence: Be active and not passive, providing actionable legal advice on time,

advice that’s right and precise at the place it’s needed most, and remembering that there is

no substitute for physical presence at the point of decision;

•

Unity of Effort: Integrate the authorities, capabilities, and perspectives of all partners,

frequently assembling and relying on diverse legal teams and the power of collaboration,

and helping decision makers understand that sometimes there is greater strength in unity of

effort than unity of command;

•

On-Scene Initiative: Act deliberately and decisively when recourse to remote senior counsel

is not possible;

•

Flexibility: Adjust past experience, knowledge, and abilities to the contingency at hand,

remembering that rapid linear or parallel change in the character and demands of a response

is the rule and not the exception;

•

Managed risk: Base advice on the best facts and law available, accepting legal risk to

achieve the mission without placing the decision maker or others in significant jeopardy, and

remembering that the decision maker, not the attorney, decides with a sound understanding

of the risks;

•

Restraint: Provide an accurate and honest appraisal of applicable law - even if it may

constrain operations, providing advice that respects the role of other partners, and

remembering to preserve and respect the civil liberties and dignity of Americans and others

at all times.

In the response to Deepwater Horizon, attorneys from throughout the Federal government advised

decision makers and responders at all levels. Coast Guard judge advocates, civilian counsel,

documentation specialists, and other professionals paced their incident commanders; documented

the incident and preserved evidence for future investigation, prosecution, and litigation; participated

in incident investigations and inquiries; were integral to litigation teams; and supported the National

Incident Command, cabinet officials, and Congress. National Guard judge advocates helped State

officials adapt to a response paradigm far different from the Stafford Act responses they were used

to. Agency counsel huddled with principals in Washington D.C. and in regional offices to find

solutions to novel problems. DOPLAW was practiced by lawyers in the White House as much as

judge advocates in the parishes and counties or on the beaches, whether they knew it or not. In this

response as in every other response since 2001, the DOPLAW Handbook has been an invaluable

companion. Carry it. Read it. Apply it. Improve it.

Cal Lederer

July 29, 2011

iii

Preface

Domestic Operational Law Handbook 2011

CHAPTER 1

OVERVIEW OF DOMESTIC SUPPORT OPERATIONS

A. Background

Traditionally, the foremost task of the U.S. military has been to fight and win the nation’s wars.¹ It

has done so primarily by the projection of military power overseas. Since the terrorist attacks of

September 11, 2001, however, the Department of Defense’s (DoD) highest priority has been the

protection of the homeland from direct attack.² Additionally, the extraordinary destruction wrought

by Hurricane Katrina in 2005 reminded us that threats to our homeland, people, property, and

economy are not always the result of acts of man.³

Since September 11, 2001, the federal government has taken aggressive and wide ranging steps to

better address the threat of direct attacks on the United States and to prepare for and respond to the

challenges of natural or manmade disasters. Through the Homeland Security Act of 2002,⁴

Congress 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, the Federal Emergency Management Agency

(FEMA), the Immigration and Naturalization Service, the Transportation Security Administration,

and the Secret Service, among others.⁵ 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, published in January 2008, is the result of that effort.⁶

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 the territorial waters including the Gulf of Mexico and the Straits of Florida. In

conjunction with U.S. Pacific Command (USPACOM) and U.S. Southern Command

(USSOUTHCOM), DoD now has Combatant Commands whose combined geographic

responsibilities cover all States and territories of the United States. In June 2005, DoD published

the Strategy for Homeland Defense and Civil Support, setting out DoD’s vision for transforming

homeland defense and support to civil authorities.⁷

¹ National Military Strategy, p. 3, 2004, available at http://www.

http://www.defense.gov/news/Mar2005/d20050318nms.pdf [hereinafter National Military Strategy].

² Strategy for Homeland Defense and Civil Support, Foreward, June 2005, available at

http://www.defenselink.mil/news/Jun2005/d20050630homeland.pdf.

³ Federal analysis indicates that the direct toll in lives and treasure from natural disasters in recent decades far

outweighs that from terrorist attacks. See Financing Recovery from Large-Scale Natural Disasters, CRS, February 9,

2009; 9/11 Terrorism: Economic Global Costs, CRS, October 5, 2004.

⁴ 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.

⁶ DEP’T OF HOMELAND SECURITY, NATIONAL RESPONSE FRAMEWORK, Jan. 2008[hereinafter NRF], available at

http://www.fema.gov/emergency/nrf,or DOPLAW Handbook, Supp. App. 2-18. The NRF superseded the National

Response Plan (NRP) published in 2005.

⁷ See Strategy for Homeland Defense and Civil Support, supra note 2, Foreword, p. iii.

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Domestic Operational Law Handbook

B. Purpose of This Handbook

DoD organized its mission of homeland defense and civil support into three complimentary

categories: Lead, Support, and Enable.⁸

“Lead” refers to DoD’s mission to “dissuade, deter, and

defeat attacks upon the United States.”⁹

“Support” reflects DoD’s mission to assist civil authorities

in recovering from an attack or disaster.¹⁰ And, “Enable” sets out DoD’s mission to improve the

“security contributions of domestic and international partners” and its own capabilities.¹¹ While

each represents a distinct category of activities contained in the Strategy for Homeland Defense and

Civil Support, the functions performed within the categories act in concert to strengthen the nation,

prepare for any incident, defend against any attack, and recover from any disaster.

This handbook focuses on the latter two categories, Support and Enable. Circumstances involving

the exercise of homeland defense (HD) authority and capabilities, i.e. “dissuade, deter, and defeat,”

are beyond the scope of this handbook. Nevertheless, actions taken within the HD function may

directly impact DoD’s civil support (CS) mission once an event has occurred. Likewise, for

ongoing events or continuing attacks, CS actions may contribute immediately to HD capabilities.

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.¹² During the final year of the Civil War, Army officers provided

disaster relief through the Freedman’s Bureau.¹³ 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. Similar support continued throughout the

Twentieth Century to the present.

National Guard (NG) units, under the control of their respective state governor and their “The

Adjutants General” (TAGs),¹⁴ have 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, disciplined personnel, and organizations capable of rapidly responding on short notice to

Id. at 2.

Id.

¹² U.S. DEP’T OF ARMY, FIELD MANUAL 3-07 STABILITY OPERATIONS AND SUPPORT OPERATIONS, 6-1 (20 February

2003) [hereinafter FM 3-07]. This publication supersedes FM 100-20/AF Pam 3-20; 5 December 1990, FM 100-23;

December 1994, FM 90-29; 17 October 1994, and FM 100-19/FMFM 7-10; July 1993.

¹³ U.S. Bureau of Refugees, Freedmen, and Abandoned Lands.

¹⁴ In “state status,” National Guard personnel are under the control of the particular Governor and TAG. “State status”

includes “state active duty (SAD)” and Title 32—traditional Guard status. See infra Chapter 10, Reserve Components -

Special Issues, for further discussion of National Guard status.

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Overview of Domestic Support Operations

Domestic Operational Law Handbook 2011

a broad spectrum of emergencies. Military personnel and their associated equipment, although

organized to conduct combat operations, can often be effectively employed in civil support

operations. Consequently, DoD will continue to be called upon to assist civil authorities.¹⁵ In these

instances, DoD’s role is one of support—civilian authorities retain primary responsibility for

domestic operations.¹⁶

U.S. domestic law, Presidential Decision Directives (PDDs),¹⁷ National Security Presidential

Directives (NSPD) and Homeland Security Presidential Directives (HSPDs), ¹⁸ Presidential Policy

Directives (PPDs),¹⁹ 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.²⁰ Second, fiscal law constraints²¹—as well as policy limitations—apply when

reviewing a proposed domestic support operation.

While HD authority and capabilities are beyond the scope of this publication, it is important to

recognize how DoD contributes to this larger strategic construct in addition to providing necessary

civil support.

On September 11, 2003, U.S. Northern Command (USNORTHCOM) reached full operational

capability. USNORTHCOM’s current mission statement states:

USNORTHCOM anticipates and conducts Homeland Defense and Civil Support

operations within the assigned area of responsibility to defend, protect[,] and secure

the United States and its interests.²²

This mission statement recognizes the unique dual roles for USNORTHCOM in HD and CS, in

addition to standard Geographic Combatant Commander-assigned responsibilities.²³ Because of

USNORTHCOM’s responsibility for operations in the homeland, USNORTHCOM is engaged in

nearly constant liaison with our national leadership and with the federal agencies that would lead

civil support operations.

¹⁵ U.S. DEP’T OF DEFENSE, DIR. 3025.18, DEFENSE SUPPORT OF CIVIL (29 DEC 10) [hereinafter DoDD 3025.18].

¹⁶ See Strategy for Homeland Defense and Civil Support, supra note 2, Executive Summary, p. 2.

¹⁷ The Presidential Decision Directive (PDD) series is the mechanism used by the Clinton Administration to

promulgate Presidential decisions on national security matters.

¹⁸ 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.

¹⁹ 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. See infra Chapter 4.

²¹ See infra Chapter 13.

²² The geographic area of responsibility for USNORTHCOM also contains Mexico, Canada, Bermuda, and portions of

the Caribbean. The exact dimensions of this geographic area are contained in the Unified Command Plan.

²³ Duties and assignments for Combatant Commanders are contained in the Unified Command Plan.

Chapter 1

Overview of Domestic Support Operations

Domestic Operational Law Handbook

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.²⁴

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)²⁵ is

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 status²⁶

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

the necessary support.

D. Defense Support of Civil Authorities (DSCA)²⁷

The primary reference for all DoD support to domestic operations is DoD Directive (DoDD)

3025.18, Defense Support of Civil Authorities.²⁸ As seen in Figure 1-1, this umbrella directive

governs provisions of all DoD military assistance to U.S. civil authorities, and it encompasses a

variety of specific types of support.²⁹

²⁴ FM 3-07, supra note 12, 6-14.

²⁵ National Response Framework, supra note 6.

²⁶ See infra Chapter 10, Reserve Components - Special Issues, for further discussion of National Guard status.

²⁷ MACA and MSCA now come under the term Defense Support of Civil Authorities (DSCA) in the National

Response Framework (NRF). See National Response Framework, supra note 6.

²⁸ DoDD 3025.18, supra note 15.

²⁹ The types of military support to domestic operations include defense support of civil authorities (DSCA), military

assistance for civil disturbances (MACDIS), continuity of operations plan (COOP), sensitive support (SS), counterdrug

(CD), counter-terrorism (CT) and consequence management (CM).

Chapter 1

Overview of Domestic Support Operations

Domestic Operational Law Handbook 2011

Defense Support of Civil Authorities (DSCA)

DSCA

Umbrella Policy

DODD 3025.18

CBRNE

M ACDIS

Sen sit ive

Cou nt er Dru g

Ch em , Biological, Radiol.,

Milit ary Ass ist anc e for

C JC SI 3 71 0.0 1 A

Su pp ort

Nu cl ea r, Hi gh -Yi e ld Ex pl.

Civil D is turb anc e

DOD I 20 00 .1 8

DO DD 30 25 .1 2

DODD S-5210.36

Figure 1-1. Defense Support of Civil Authorities

DoDD 3025.18 was promulgated on December 29, 2010. DoDD 3025.18 incorporates and cancels

DoDD 3025.1 (Military Support to Civil Authorities) and DoDD 3025.15 (Military Assistance to

Civil Authorities) and supplements DoDD 5525.5 (DoD Cooperation with Civilian Law

Enforcement Officials). 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. 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. The criteria are:

• Legality - Compliance with the law.

• Lethality - Potential use of lethal force by or against DoD forces.

• Risk - Safety of DoD forces.

• 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.

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.

Chapter 1

Overview of Domestic Support Operations

Domestic Operational Law Handbook

E. Handbook Organization

The phrase “domestic support operations” covers a broad category of DoD operations within the

United States. This handbook will address all aspects of DoD’s civil support mission. However, in

order to understand the context of that support, it is necessary to begin with an appreciation of the

Federal government’s approach in preparing for and responding to any major domestic emergency

or disaster, whether the result of a terrorist attack, an industrial accident, or the forces of nature.

We begin that discussion in this handbook with an explanation of the National Security Strategy and

its implementation by key federal agencies. In particular, chapter 3 provides an initial discussion of

the National Response Framework and the Department of Homeland Security since, in the majority

of emergency and disaster response operations, it will serve as the LFA to which DoD lends its

support. From there, the handbook covers DoD’s strategy for civil support, and then chapter by

chapter, discusses DoD’s role in the various forms of domestic support operations.

Each chapter stands on its own and can be used by judge advocates to develop an understanding of

specific types of operations, authorities, and limitations. However, each chapter is best understood

in the context of the other chapters. Consequently, the handbook is organized in a manner so that

the chapters relate to one another. Chapter 3, the National Plan for Consequence Management,

leads into chapter 4, CBRNE Consequence Management, covering DoD’s capabilities, organization,

and authority to respond to a CBRNE event of any origination. Likewise, chapter 4 relates to

chapters 5 & 6, Military Support to Civilian Law Enforcement, and Military Assistance for Civil

Disturbances, operations and consequences likely to flow from a major CBRNE event, etc. The

handbook concludes with chapters that impact all domestic operations, intelligence law, rules for

the use of force, and fiscal law.

Chapter 1

Overview of Domestic Support Operations

Domestic Operational Law Handbook 2011

CHAPTER 2

NATIONAL FRAMEWORK FOR INCIDENT MANAGEMENT

KEY REFERENCES:

•

The Robert T. Stafford Disaster Relief and Emergency Assistance Act, 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.

•

Pollution Control Act of Oct. 18, 1972, as amended, and the Oil Pollution Act of 1990 (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 (1988) 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.

•

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.

•

42 U.S.C. § 9605 - National Contingency Plan.

•

50 U.S.C. § 2061, et seq. - Defense Production Act of 1950.

•

DoDD 3025.18, Defense Support of Civil Authorities, December 29, 2010.

•

DoD 3025.1-M, Manual for Civil Emergencies.

•

National Response Framework (NRF), January 2008

•

National Incident Management System (NIMS).

•

National Oil and Hazardous Substances Pollution Contingency Plan.

•

FM 3-28, Civil Support Operations, September 2, 2010.

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.

Chapter 2

National Framework for Incident Management

Domestic Operational Law Handbook

A. The Federal Response Structure

In the two decades that began in 1988 when President George H.W. Bush promulgated Executive

Order (EO) 12656, through March 2008 and the implementation of the National Response

Framework, the Federal Government significantly changed its approach to preventing, preparing

for, and responding to a major domestic incident. The changes came in fits and starts; at times they

were incremental, at others, monumental. This chapter addresses the Federal Government’s current

system for domestic all-hazard incident management, as well as the vital role of the Stafford Act as

the primary authority for the use of federal resources to assist States and local governments.

1. HSPD-5

Homeland Security Presidential Directive 5 (HSPD-5), “Management of Domestic Incidents,”

established a new means to federal emergency management.³ It centers on the practical necessity

that all levels of government across the nation 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 (subsequently, the

National Response Framework (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 capabilities to

work together 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.

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.⁴ Table 2-1 summarizes the roles and

responsibilities established by HSDP-5.

HSPD-5 also eliminates the previous distinction, established in PDD-39, between crisis

management and consequence management, instead treating the two “as a single, integrated

function, rather than as two separate functions.”⁵ Whereas under the old Federal Response Plan

(FRP) the Attorney General was the overall lead federal official for the government’s response until

the crisis management phase of the response was over; now, under the NRF, the Secretary of

³ Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28, 2003.

Id.

Chapter 2

National Framework for Incident Management

Domestic Operational Law Handbook 2011

Homeland Security remains the lead federal official for the duration of the period involving federal

assistance. Despite HSPD-5 erasing the distinction between crisis management and consequence

management, the Directive reaffirms the Attorney General’s authority as the lead official for

conducting criminal investigation of terrorist acts or terrorist threats.⁶

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 (subsequently titled 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 2-1. Roles and Responsibilities Established by HSPD-5.

2. PPD-8 and National Preparedness Guidelines

On March 30, 2011, President Obama promulgated PPD-8 to update and replace HPSD-8 “National

Preparedness.” Separately, PPD-8 complements HSPD-5—which remains in effect. The purpose

of PPD-8 is described as:

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.⁷

PPD-8 specifies that the Secretary of Homeland Security is responsible for 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; and for developing the national preparedness goal. 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.

Id.

⁷ PPD-8, National Preparedness, March 30, 2011.

Id.

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3. Executive Order 12656: Emergency Preparedness and Response Responsibilities

Executive Order 12656 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.⁹

This executive order identifies several departments/agencies, e.g., Defense, Energy, Health and

Human Services, that have an active, and potentially overlapping, role regarding nuclear, biological,

and chemical (NBC) 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.

The Executive Order establishing the Office of Homeland Security¹⁰ 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, development of plans for performing

these functions, and development of the capability to execute those plans. Table 2-2 highlights

some of the major areas of responsibility for several of the agencies identified in EO 12656, as

amended by EO 13286.¹¹

⁹ 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.

¹⁰ Exec. Order No. 13228, 66 Fed. Reg. 51812 (Oct. 10, 2001).

¹¹ Exec. Order No. 13286, 68 Fed. Reg. 10619 (Mar. 5, 2003) transferred key functions of FEMA to DHS.

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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

eliminate adverse health and mental health effects produced by hazardous agents;

Department of Health

provide emergency services, e.g. social services, family reunification, mortuary services.

and Human Services

Support Responsibilities: Support Secretary of Agriculture to develop 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, technological disasters; coordinate with the other agencies and with state

Department of

and local governments to implement national security emergency preparedness policies.

Homeland Security

Support Responsibilities: Prepare plans and programs, to include plans and capabilities

for 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: 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 of all

Department of

publicly-owned highways, roads, bridges, tunnels; assist with maritime and port control.

Transportation

Support Responsibilities: Assist Secretary of Energy to with transportation of energy

materials.

Table 2-2. Partial List of Agency Roles and Responsibilities during a National-Level Emergency.

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4. The National Response Framework (NRF)¹²

On March 22, 2008, the NRF became effective. The NRF superseded the National Response Plan.

The NRF establishes a comprehensive, national, all-hazards approach to domestic incident

management across a spectrum of activities. It 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 addresses the principles, participants, roles, and structures of local,

tribal, state, and federal governments—and each entity’s respective agencies.

The NRF builds upon and complements the National Incident Management System (NIMS).¹³ 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.

a. NRF Organization

The NRF is made up of the core document, fifteen Emergency Support Functions (ESFs), eight

Support Annexes, seven Incident Annexes, and several Partner Guides.

• Core Document. The Core Document describes the doctrine that guides national response, roles

and responsibilities, response actions, response organizations, and planning requirements.

• Emergency Support Function (ESF). The ESFs provide the necessary structures for

coordinating interagency support in response to disasters and emergencies. ESFs describe the

mission, policies, concept of operations, and responsibilities of the primary support agencies

involved in the implementation of response functions. There are fifteen ESFs in the NRF (see

Table 2-3).

• Support Annexes. The eight support annexes describe essential supporting aspects that are

overarching in nature and which apply to all types of incidents. They provide the roles and

responsibilities for these supporting aspects. The support annexes 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.

• Incident Annexes. The incident annexes describe the policies and structures to address specific

situations. There are seven incident annexes: biological;¹⁴ catastrophic; cyber; food and

agricultural; mass evacuation; and nuclear/radiological and terrorism.¹⁵

¹² A copy of the complete NRF is located at DOPLAW Handbook, Supp., App. 2-18 or online at:

http://www.fema.gov/emergency/nrf/ (last visited Jun. 28, 2011).

¹³ National Incident Management System; http://www.fema.gov/pdf/emergency/nims/NIMS_core.pdf (last visited Jun.

28, 2011).

¹⁴ HSPD-10 recommended a biological response annex be included as part of the NRP. This was subsequently

included in the NRF, titled Homeland Security Presidential Directive 10, “Biodefense for the 21st Century,” April 28,

2004.

¹⁵ Four of the seven Incident Annexes original to the NRP have been updated under the NRF. Two of the remaining

annexes are still in effect; the third was replaced by ESF #10. An additional annex, “Mass Evacuation” was added in

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• Partner Guides. The partner guides provide references for describing the key roles and actions

for local, tribal, state, Federal, and private-sector response partners.

b. Roles and Responsibilities

The NRF specifies the roles and responsibilities of the following parties:

• Local chief elected, or chief appointed official

• Local emergency manager

• Individuals and households

• Private sector organizations and businesses

• Nongovernmental organizations (NGOs)

• Tribal leader

• Governor

• Secretary of Homeland Security

• Attorney General

• Secretary of Defense

• Secretary of State

• Director of National Intelligence

c. Emergency Support Functions (ESFs)

The NRF establishes a coordination mechanism to provide assistance to state, local, and tribal

governments and to federal departments and agencies conducting missions of primary federal

responsibility. The ESFs may be selectively activated for both Stafford Act and non-Stafford Act

incidents. Table 2-3 lists the ESFs and the designated lead federal agencies.

June 2008. The current Incident Annexes can be found at DOPLAW Handbook, Supp., App. 2-19 through 2-25, or

online at: http://www.fema.gov/emergency/nrf/incidentannexes.htm (last visited Jun. 28, 2011).

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ESF #

ESF

Lead Federal Agency

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

Firefighting

Department of Agriculture

Emergency Management

Department of Homeland Security/FEMA

Mass Care, Emergency Assistance,

Department of Homeland Security/FEMA

Housing, and Human Resources

Logistics Management and

General Services Administration

Resource Support

Public Health and Medical Services

Department of Health and Human Services

Urban 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

Long Term Community Recovery

Department of Homeland Security/FEMA

and Mitigation

External Affairs

Department of Homeland Security

Table 2-3. Emergency Support Functions Specified in the NRF.

d. NRF Coordinating Structures

The following are several of the key NRF coordinating structures used to manage declared

emergencies or disasters.

(1) Local/State Emergency Operations Center (EOC/SEOC). 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.

(2) Incident Command Post (ICP). The field location at which the primary tactical-

level, on-scene incident command functions are performed. The ICP may be collocated with the

incident base or other incident facilities and is normally identified by a green rotating or flashing

light.

(3) 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.

(4) National Operations Center (NOC). The NOC is the primary national hub for

situational awareness and operational coordination across the Federal Government. The NOC is a

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standing 24/7 interagency operations center that monitors threats and hazard information and fuses

law enforcement, national intelligence, emergency response, and private-sector reporting. The

NOC facilitates homeland security information-sharing and operational coordination with other

federal, state, local, tribal, and nongovernmental EOCs.

(5) National Response Coordination Center (NRCC). The NRCC is one of two

operational components of the NOC. It is FEMA’s primary operations management center and the

focal point for national resource coordination. The NRCC resolves federal resource support

conflicts and other implementation issues forwarded by the Joint Field Office (JFO).

(6) 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 resources

sectors.

(7) Strategic Information and Operations Center (SIOC). The FBI SIOC is the focal

point and operational control center for all federal intelligence, law enforcement, and investigative

law enforcement activities related to domestic terrorist incidents or credible threats, including

leading attribution investigations. The SIOC serves as an information clearinghouse to help collect,

process, vet, and disseminate information relevant to law enforcement and criminal investigation

efforts in a timely manner.

(8) Regional Response Coordination Center (RRCC). The RRCC is a 24/7

coordination center operated by each of FEMA’s nine regions. The RRCC is capable of quick

expansion through staffing ESFs in anticipation of, or immediately following, a serious incident.

The RRCC coordinates federal regional response efforts, establishes federal priorities, and

implements local federal program support. The RRCC operates until a JFO is established in the

field and/or the Principal Federal Officer, Federal Coordinating Officer, or Federal Resource

Coordinator can assume their NRF coordination responsibilities.

(9) Joint Field Office (JFO). The JFO is the primary federal incident management

field structure. It is a temporary federal facility established locally to coordinate operational federal

assistance activities to the affected jurisdiction(s) during “Incidents of National Significance.” The

JFO is a multi-agency center that provides a central location for coordination of federal, state, local,

tribal, nongovernmental, and private-sector organizations with primary responsibility for threat

response and incident support. The JFO adapts to the magnitude and complexity of the situation,

and incorporates the NIMS principles regarding span of control and organizational structure:

management, operations, planning, logistics, and finance/administration. Although the JFO uses an

incident command system structure, the JFO does not manage on-scene operations. Instead, the

JFO focuses on providing support to on-scene efforts and conducting broader support operations

that may extend beyond the incident site. In the event of multiple incidents, multiple JFOs may be

established at the discretion of the Secretary.

(10) Joint Operations Center (JOC). When established, the JOC is a branch of the

JFO. It is established by the Senior Federal Law Enforcement Officer (SFLEO) (e.g., the FBI

Special Agent-in-Charge (SAC) during terrorist incidents) to coordinate and direct law enforcement

and criminal investigation activities related to the incident. The emphasis of the JOC is on

prevention as well as intelligence collection, investigation, and prosecution of a criminal act. This

emphasis includes managing unique tactical issues inherent to a crisis situation (e.g., a hostage

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situation or terrorist threat). When this branch is included as part of the JFO, it is responsible for

coordinating the intelligence and information function (as described in NIMS) which includes

information and operational security, and the collection, analysis, and distribution of all incident-

related intelligence. Accordingly, the Intelligence Unit within the JOC serves as the interagency

fusion center for all intelligence related to an incident.

e. Federal Field-Level Organizations and Associated Federal Officers

(1) JFO Coordination Group

The following are potential members of the JFO Coordination Group:

•

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 individual to serve as his or her

primary representative to ensure consistency of federal support and the overall effectiveness of

the federal incident management. When appointed, such an individual serves in the field as the

PFO for the incident. The PFO provides a primary point of contact and situational awareness

locally for the Secretary of Homeland Security.

•

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.

The FCO assists the Unified Command and/or the Area Command and works closely with the

Principal Federal Official (PFO), Senior Federal Law Enforcement Official (SFLEO), and other

Senior Federal Officials (SFOs).

•

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).

•

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.

•

Governor’s Authorized Representative. The GAR, who is in most cases also the State

Coordinating Officer (SCO), represents the governor of the state. The GAR/SCO is most often

a senior leader in the state’s emergency response organization. Local area representatives may

also be members of the JFO coordination group.

(2) JFO Coordination Staff

The JFO structure will normally include a Coordination Staff. The JFO Coordination Group

determines the extent of this staffing based on the type and magnitude of the incident. The roles

and responsibilities of the JFO Coordination Staff are summarized below:

• Chief of Staff. The JFO Coordination Staff may include a Chief of Staff and representatives

providing specialized assistance, which may include support in the following areas: safety; legal

counsel; equal rights; security; infrastructure liaison; and other liaisons.

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• External Affairs Officer. The External Affairs Officer provides support to the JFO leadership in

all functions involving communications with external audiences. External Affairs includes:

Public Affairs, Community Relations, Congressional Affairs, State and Local Coordination,

Tribal Affairs, and International Affairs, when appropriate. Resources for the various External

Affairs Functions are coordinated through ESF #15. The External Affairs Officer is also

responsible for overseeing operations of the Federal Joint Information Center (JIC) established

to support the JFO.

• Defense Coordinating Officer (DCO). If appointed by DoD, the DCO serves as DoD’s single

point of contact at the JFO. With few exceptions, requests for Defense Support of Civil

Authorities (DSCA) 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 Regions with Embedded DCOs in Each Region.¹⁶

Utilization of the NRF

After the President has declared a major disaster or emergency, he may direct any federal agency to

use its authorities and resources in support of state and local response efforts to the extent that

provision of the support does not conflict with other agency emergency missions. Under the

Stafford Act, FEMA serves as the lead federal agency (LFA) for disaster response and recovery

activities. The authority to direct federal agencies to use their resources in support of state and local

¹⁶ FEMA, Regional Contacts, http://www.fema.gov/about/contact/regions.shtm (last visited July 26, 2011).

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response efforts has been delegated from the President to the Secretary of DHS.¹⁷ Under the NRF,

the President, upon the recommendation of the Secretary of DHS and the FEMA Administrator, can

appoint a Federal Coordinating Officer (FCO)¹⁸ who is responsible for coordinating the delivery of

federal assistance to the affected state(s) and local government(s) and any disaster victims. The

FCO works closely with the SCO, appointed by the governor, to oversee disaster operations for the

state. The SCO also serves as the Governor’s Authorized Representative (GAR) and is generally

empowered to execute all necessary documents for disaster assistance on behalf of the state.

5. The National Incident Management System (NIMS)

Since it was first published, NIMS has subsequently been revised to reflect input from a broad

variety of stakeholders (e.g., federal, state, tribal, local, private sector, and nongovernmental

organizations).¹⁹ In addition, lessons learned from Katrina and other recent incidents were

considered in the new version. The December 2008 revision “focused on clarifying concepts and

principles, and refines processes and terminology throughout the document . . . no major policy

changes were made to the document during the revision.”²⁰

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.²¹ NIMS also stresses a unified approach to management and response activities,

and 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.²² Common plans, standards and communication architecture

help to facilitate interoperability and maintain a constant flow of information during an

incident.²³ 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:²⁴

• Planning;

• Use of agreements;

• Categorizing resources;

• Resource identification and ordering; and,

• Effective management of resources.

¹⁷ DEP’T OF HOMELAND SECURITY, NATIONAL RESPONSE FRAMEWORK, Jan. 2008 [hereinafter NRF].

Id. at 67.

¹⁹ NIMS can be viewed at http://www.fema.gov/pdf/emergency/nims/NIMS_core.pdf.

Id.

Id. at 9.

Id. at 23.

Id. at 24.

Id. at 32-33.

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• Command and Management. NIMS plans to incorporate 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.²⁵ The ICS works at the tactical level,

organizing the on-scene operations.²⁶ 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.²⁷

• 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.²⁸ As part of this process,

NIMS notes the continued development of science and technology as playing a critical role in

improving response capabilities.

As with the Stafford Act, NIMS is based upon the premise that most incidents begin and end at the

local level, and are managed on a daily basis at the lowest level.²⁹ There are, however, incidents

which require the involvement of higher levels of government and response.

Like the Stafford Act and its progeny, the draft NIMS is based upon the premise that most incidents

begin and end at the local level with few incidents requiring assistance from federal, state, and local

authorities.³⁰

6. PPD-8, National Planning Replaces HSPD 8, Annex I.

President Obama promulgated PPD-8 on March 30, 2011 to replace both HSPD-8 (discussed above)

and HSPD-8, Annex I, National Planning, which was originally promulgated in 2007, to “further

enhance the preparedness of the United States by formally establishing a standard and

comprehensive approach to national planning.”³¹ Most notably, PPD-8 mandates:

• SECDHS, in coordination with other executive departments and agencies, must develop and

submit to the President a “National Preparedness Goal” by September 30, 2011. The

National Preparedness Goal shall be informed by the risk of specific threats and

vulnerabilities, accounting for regional variations, and shall include concrete, measurable

and prioritized objectives to mitigate risks. It must also define core capabilities necessary to

prepare for specific types of incidents that present the greatest risk to national security and

must emphasize achievement of an integrated, layered and “all-of-Nation” preparedness

approach to optimize available resources.

• SECDHS, in coordination with other executive departments and agencies, shall submit to

the President by November 30, 2011 a National Preparedness System consisting of an

Id. at 45.

Id. at 46.

Id. at 64.

Id. at 75.

Id. at 5.

Id. at 17.

³¹ HSPD-8, Annex I (2007) Purpose.

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integrated set of guidance, programs, and processes that will enable the Nation to meet the

National Preparedness Goal. The National Preparedness System shall be designed to help

guide the domestic efforts of all levels of government, the private and nonprofit sectors, and

the public to build and sustain the capabilities outlined in the National Preparedness Goal.

The National Preparedness System shall include guidance for planning, organization,

equipment, training, and exercises to build and maintain domestic capabilities. It shall

provide an all-of-Nation approach for building and sustaining a cycle of preparedness

activities over time. The National Preparedness System shall include a series of integrated

national planning frameworks, covering prevention, protection, mitigation, response, and

recovery. The frameworks shall be built upon scalable, flexible, and adaptable coordinating

structures to align key roles and responsibilities to deliver the necessary capabilities.

• Individual plans developed under HSPD-8 and Annex I remain in effect until rescinded or

otherwise replaced.

HSPD-8, Annex I required the development of National Planning Scenarios.³² Consequently, the

Homeland Security Counsel developed fifteen scenarios depicting “a diverse set of high-

consequence threat scenarios of both potential terrorist attacks and natural disasters.”³³

USNORTHCOM subsequently developed CONPLANs that address each of the scenarios where

DoD support is necessary. These CONPLANs can be accessed with permission of

USNORTHCOM.³⁴

³² HSPD 8, Annex I, para. 34.

³³ In 2006, the Department of Homeland Security released National Planning Scenarios, an in-depth analysis of fifteen

potential disasters that face the nation.

Scenario 1: Nuclear Detonation - 10-kiloton Improvised Nuclear Device

Scenario 2: Biological Attack - Aerosol Anthrax

Scenario 3: Biological Disease Outbreak - Pandemic Influenza

Scenario 4: Biological Attack - Plague

Scenario 5: Chemical Attack - Blister Agent

Scenario 6: Chemical Attack - Toxic Industrial Chemicals

Scenario 7: Chemical Attack - Nerve Agent

Scenario 8: Chemical Attack - Chlorine Tank Explosion

Scenario 9: Natural Disaster - Major Earthquake

Scenario 10: Natural Disaster - Major Hurricane

Scenario 11: Radiological Attack - Radiological Dispersal Devices

Scenario 12: Explosives Attack - Bombing Using Improvised Explosive Devices

Scenario 13: Biological Attack - Food Contamination

Scenario 14: Biological Attack - Foreign Animal Disease (Foot-and-Mouth Disease)

Scenario 15: Cyber Attack

See DEP’T OF HOMELAND SECURITY, NATIONAL PLANNING SCENARIOS (Apr. 2006). Two of the scenarios represent

natural disasters, major earthquake and major hurricane; a third highlights economic and social complications resulting

from a cyber attack; the remaining twelve scenarios focus on chemical, biological, radiological, nuclear, or high-yield

explosive (CBRNE) incidents.

³⁴ USNORTHCOM CONPLANs remain in force and effect until rescinded or replaced as specified in PDD-8.

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7. Interplay between the NRF and Other Plans Applicable to WMD Response and

Recovery

When DHS initiates the response mechanisms of the NRF, including the ESFs, Support Annexes,

and Incident Annexes, the existing interagency plans that address incident management are

incorporated as supporting plans and/or operational supplements to the NRF. For incidents not led

by DHS, other federal agency response plans provide the primary federal response protocol. Other

interagency response plans include the National Emergency Communications Plan (NECP)³⁵ and

the National Oil and Hazardous Substances Pollution Contingency Plan (NCP).³⁶ The NRF

represents a significant effort to integrate the federal government’s inter-agency emergency and

disaster plans and may affect certain agency’s responsibilities in the event of a major disaster or

emergency.

The NECP was developed pursuant to the Homeland Security Act of 2002³⁷ to promote the ability

of emergency response providers and relevant government officials to continue to communicate in

the event of natural disasters, acts of terrorism, and other man-made disasters, and to ensure,

accelerate, and attain interoperable emergency communications nationwide.³⁸ Emergency Support

Function 2 of the NRF supplements the NECP and sets out procedures for coordinating the

provision of temporary national security and emergency preparedness telecommunications support

in areas impacted by a major disaster or emergency.

The NCP was developed pursuant to the Comprehensive Environmental Response, Compensation,

and Liability Act of 1980 (CERCLA), as amended.³⁹ It sets out procedures for managing oil spills

into navigable waters and releases of hazardous substances, pollutants, and contaminants into the

environment. Inland, the Environmental Protection Agency (EPA) is the lead agency for

coordinating the federal response. In coastal areas, the U.S. Coast Guard is the lead agency for

coordinating the federal response. Generally, DoD or Department of Energy (DOE) will be the lead

agency for responding to the release of hazardous substances, pollutants, or contaminants when the

incident is on or comes from a facility or vessel under the control, custody, or jurisdiction of DoD

or DOE, respectively. Finally, the EPA takes the lead for hazardous materials with respect to

incidents that have not yet been determined to be related to terrorism, or for incidents when the

NRF has not yet been activated.

Once the NRF is activated, FEMA has the lead for incident management and EPA has the lead

agency role for ESF 10, Oil and Hazardous Materials Response, incorporating the NCP. Executive

³⁵ National Emergency Communications Plan, July 2008. It serves as a basis of planning and use of national

communications resources in support of Stafford Act provisions during a non-wartime emergency [hereinafter NECP].

³⁶ National Oil and Hazardous Substances Pollution Contingency Plan, 40 C.F.R. 300 (2002) [hereinafter the National

Contingency Plan or NCP]. The NCP provides the organizational structure and procedures for preparing for and

responding to discharges of oil and releases of hazardous substances, pollutants, and contaminants.

³⁷ Homeland Security Act of 2002, Pub. L. No. 107-296, 116 Stat. 2135 (2002) as amended [hereinafter Homeland

Security Act].

³⁸ Id. at “Message from the Secretary.”

42 U.S.C. § 9605, as amended by the Superfund Amendments and Reauthorization Act of 1986 (SARA), Pub. L. 99-

499, [hereinafter CERCLA] and by § 311(d) of the Clean Water Act (CWA), 33 U.S.C. § 1321(d), as amended by the

Oil Pollution Act of 1990 (OPA), Pub. L. No. 101-380. Executive Orders 12580 and 12777 delegated to the EPA

responsibility to amend the NCP as necessary.

Chapter 2

National Framework for Incident Management

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