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

(2) Classification levels.

(3) Communications requirements (e.g., SECRET Internet Protocol Router

Network (SIPRNET), Non-Secure Internet Protocol Router Network (NIPRNET),

or commercial internet; handheld radios and cellular phones).

(4) Public communications capabilities.

(5) Special joint information center and JTF public affairs officer (PAO)

requirements.

(6) Strategic communications plans.

(7) Unique challenges communications units have in the DSCA environment.

f. SAR communications planning integrates all participating agencies, including

aircraft, maritime, and ground assets. Large-scale SAR operations may require

additional forward operating bases. State EOC and JFO ESF-9 Search and Rescue

monitor SAR and damage assessment operations integration.

g. Upon deployment, establish communications with the primary communications

agency. C2 systems should support immediate information exchange for:

(1) Coordinating communications.

(2) Coordinating the local law enforcement response.

(3) Coordinating medical support.

(4) Disseminating higher headquarters’ directives.

(5) Disseminating primary agency or JTF phone numbers and frequencies.

(6) Coordinating reports.

h. Immediately, alert and deploy airborne C2 to the incident site, to SAR and

emergency medical services, through the ICS. Military fixed-wing capabilities can

support airborne C2 mission requirements and relay orders to rescue units to ensure

expeditious life-saving operations.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

Chapter IV

COMMANDER AND STAFF DEFENSE SUPPORT OF CIVIL

AUTHORITIES MISSION CONSIDERATIONS

1. Overview

This chapter highlights specific planning considerations of DOD components supporting

a DSCA mission. It is not an all-inclusive checklist. DSCA operation considerations

include the following.

a. Assessment, Preparation, and Mobilization. These considerations begin with all

pre-incident actions; continue through post-notification, pre-deployment actions; and

end at deployment.

b. Deployment. These considerations begin with deployment of forces and end with

commencement of operations.

c. Support of Civil Authorities. These considerations begin with the first operational

actions, upon arrival at the incident area and conclude when operations begin to

draw down and there are no future mission requirements.

d. Redeployment and Demobilization. These considerations begin when operations

start to draw down and conclude with the successful and complete transition and

release of personnel at their home station.

Tactical Level Leadership

Assessment, Preparation, and Mobilization Considerations.

(1) Upon receipt of a mission, Title 10, USC forces must immediately coordinate

with the appropriate DCO, JFC, or DSC, and their Service component.

(2) Request the staff judge advocate (SJA) provides a detailed briefing on

specific DSCA legal constraints and how they will affect unit operations.

(3) Ensure personnel receive SRUF cards.

(4) Identify and contact civilian counterparts.

(5) Determine C2 relationships.

(6) Determine weapons, ammunition, and modified table of organizational

equipment requirements and limitations.

(7) Coordinate and review disclosure and releaseability policies of IAA products

with civil and interagency partners.

(8) Establish communication protocols. Use military assets for internal

communications and develop specific plans for each unique civilian

communications situation.

(9) Establish a battle rhythm while considering higher command and interagency

timelines.

(10) Begin tracking daily costs and mission assignments.

(11) Determine force protection requirements and establish force protection

condition (FPCON) levels.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(12) Plan for media interactions.

(13) Coordinate liaison officer (LNO) requirements with the DCO, JTF, or joint

force headquarters (JFHQ).

Note: LNOs are different from EPLOs. LNOs represent their command. EPLOs are

Service and other DOD personnel who coordinate military assistance to other federal

agencies and state governments.

(14) Ensure appropriate personnel are familiar with ICS processes and NIMS.

(15) Achieve and maintain 100% personnel accountability.

(16) Determine disengagement criteria if in an IRA situation.

b. Deployment Considerations.

(1) Prepare a HAZMAT strategy.

(2) Develop RSOI procedures.

(3) Determine information requirements. They help commanders and staffs

understand the adversary; operational environment; and status of agencies,

units, and installations. Appendix C provides examples of possible information

requirements.

(4) Identify a base support installation (BSI), which is normally a DOD installation

with an airfield and suitable support facilities. The BSI is the domestic equivalent

of a theater base in an AOR. It may be the aerial port of embarkation (APOE) or

seaport of embarkation (SPOE) and may become the RSOI facility for joint

forces. Additionally, it may serve as a training facility and principal supporting

base for federal response efforts. CDRUSNORTHCOM or CDRUSPACOM

designates the BSI after receiving concurrence from the owning Military

Department’s secretary. Not all states have a DOD facility capable of handling

military or heavy commercial aircraft. Therefore, RSOI may require use of a

civilian site.

Note: Do not assume private or public property is available for military purposes.

c. Redeployment and demobilization considerations.

(1) Develop a closeout and redeployment plan with JFHQ, DCO, DCE, or JTF.

(2) Compile all data from support operations with DCE or NGB. Consider total

man-hours, amount and type of equipment, and fuel used; maintenance

performed; and equipment lost, damaged, or destroyed.

(3) Title 10, USC forces need to coordinate with the DCO or DCE and IC upon

mission completion, before departing the area of operations. Transition the

mission and inform the IC who is assuming the mission support.

(4) Consolidate costs associated with execution of DSCA mission assignments

and submit a request for reimbursement to the appropriate headquarters.

(5) Leave a clean footprint. Do not leave HAZMAT.

(6) Prepare an after action report (AAR) and document lessons learned.

3. Personnel and Administration

a. Assessment, Preparation, and Mobilization Considerations.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(1) Establish a personnel status report.

(2) Coordinate with medical services for identified civilian treatment facilities.

(3) Modify casualty reporting and tracking procedures to address unique

challenges of operating in a DSCA environment. For example, access to the

media may be greater during a DSCA operation, increasing the need for effective

and accurate casualty reporting.

(4) Coordinate casualty pay procedures and military pay problems with the BSI

or the nearest military installation with a pay office.

(5) Develop procedures for leave under emergency conditions and, depending

on the duration of the mission, under ordinary policies.

(6) Plan and publish personnel tracking requirements, reports, and timelines.

(7) Establish mail operations.

(8) Coordinate with logistic support to establish an administrative and logistics

operations center.

(9) Establish communications with the American Red Cross (ARC) and other

civilian and military organizations that have sustainment roles in DSCA.

Note: As a special exception, DODD 1000.26E, Support for Non-Federal Entities

Authorized to Operate on DOD Installations, authorizes installation-level support to the

ARC. This allows DOD installations and units to support the ARC with warehousing,

transportation, communications, and office spaces.

Deployment Considerations.

(1) Prepare an advanced party representative.

(2) Prepare an RSOI briefing.

(3) Establish reporting procedures for subordinate units and coordinate with

higher headquarters for any specific policies. Integrate and account for DOD

civilians and contractors augmenting the unit.

(4) Ensure all military personnel update their information in one of the following

systems:

(a) Army Disaster Personnel Accountability and Assessment System.

(b) Marine Corps Total Force System or Marine Online.

(d) Air Force Personnel Accountability and Assessment System.

Support of Civil Authorities Considerations.

(1) Coordinate sheltering support and determine availability of other support

services (e.g., commissary, exchange, and daycare) for personnel living in the

affected area.

(2) Identify and use ICS reporting forms for submission to the DCO, JTF-State,

or JFHQ-State.

(3) Establish procedures for family members to contact military personnel.

(4) Coordinate with PAO for media interactions.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(5) Prepare personnel to support visitor operations.

d. Redeployment and Demobilization Considerations.

(1) Track units as they depart the operating area.

(2) Out-process personnel through reverse RSOI.

(3) Respond to approved requests for personnel information on unit members

(e.g., unit accountability of injured personnel and medical claims reimbursement).

(4) If required, ensure all assigned military and DOD civilian personnel complete

a DD Form 2796, Post-Deployment Health Assessment, prior to leaving the

operating area. If the situation does not allow for completing the health screening

prior to departure, the individual’s unit commander will ensure the completion and

submission of the health assessment. The assessment must be submitted to the

local medical treatment facility (MTF) commander at within 30 days of the

individual’s return.

(5) If required, ensure all assigned military and DOD civilian personnel complete

a DD Form 2900, Post-Deployment Health Reassessment, 90 to 180 days after

redeployment to home station.

(6) Prepare an AAR and document lessons learned.

(7) Consider awarding Humanitarian Service Medals for Presidential disaster

declarations and local awards to incident command staffs.

Intelligence

a. Assessment, Preparation, and Mobilization Considerations.

Note: In a DSCA environment, do not use the terms intelligence, surveillance, and

reconnaissance or intelligence preparation of the battlespace. The appropriate

terminology is IAA, at the tactical level, and operational environment assessment, at the

operational level.

(1) Gathering information on weather, roads, environmental factors, and the

incident is legal and necessary. However, in accordance with DOD 5240.1-R,

DOD and NG intelligence personnel may only collect and retain information

pertaining to a US person when there is a specific mission and authority to do so.

It is important that DOD personnel know to report all information regarding illegal

activities to the appropriate civilian law enforcement agency (CLEA).

(2) The DSCA EXORD authorizes the use of most IAA resources to support first

responders and decision makers in the following missions:

(a) SA.

(b) Damage assessment.

(d) SAR.

(e) CBRN assessment.

(f) Hydrographic survey.

(g) Dynamic ground coordination.

(3) The following information concerns IAA requests.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(a) All requests for imagery or other intelligence support for areas within the

US are subject to federal and DOD intelligence oversight regulations

including, Executive Order 12333, DODD 5240.01, and DOD 5420.1-R. As a

rule, do not use DOD intelligence capabilities, resources, and personnel for

activities other than foreign intelligence or counter-intelligence, unless

specifically approved by the SecDef. For SA, planning purposes, or upon

receipt of validated mission assignment, use NG intelligence community

personnel and non-intelligence equipment in a Title 32, USC or SAD status to

fulfill TAG requirements. Due to potential violations of the PCA through direct

DOD support to CLEAs, closely review and separately process requests for

military support to CLEAs for approval. Process support requests according to

DODI 3025.21, and DOD 5240.1-R, Procedure 12.

(b) File an approved PUM with the appropriate approval authority before

tasking airborne platforms to collect domestic imagery. In the event of an

emergency where USNORTHCOM is the designated lead DOD operational

authority, comply with proper use provisions by coordinating related requests

for domestic imagery from airborne platforms with USNORTHCOM. Refer to

appendix B for further guidance on IAA requests.

the remote sensing community, including local, state, and federal agencies, to

identify IAA requirements and available IAA assets to ensure unity of effort.

Coordinate unsatisfied requirements between the JFHQ-J2 and NG-J2 via a

J2 coordination cell. NG-J2 can identify the availability of additional Title-32

Force assets or interagency operations to cover unmet IAA needs.

Deployment Considerations.

(1) Prepare an advanced party representative.

(2) Establish information gathering methodologies.

(3) Contact IAA counterparts.

(4) Develop and IAA campaign plan.

(5) Request additional IAA mission support.

Support of Civil Authorities Considerations.

(1) During terrain analysis, consider the civilian infrastructure (e.g., sewer, water,

energy, access, administration, transportation, medical, and safety).

(2) Maintain contact with IAA counterparts for assistance in obtaining incident

information.

(3) Develop a production, assessment, and dissemination plan.

(4) Prepare an environmental hazards assessment defining impact on current

and future operations. Post weather assessments and continuously monitor

weather conditions.

(5) Identify and display areas without utilities.

(6) Coordinate with the incident management planning staff.

Redeployment and Demobilization Phase.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(1) Determine and execute close-out and transition activities.

(2) Safeguard and transfer sensitive information and imagery collected during

the operation, according to DSCA guidance.

(3) Prepare an AAR and document lessons learned.

Plans and Operations

Assessment, Preparation, and Mobilization Considerations.

(1) Military units support the civilian authorities. The supported commands are

the local authorities at the state, city, and county levels. The principal arbiter

between the federal military (i.e., Title 10, USC) and other federal and state

entities is the DCO who transmits specified tasks to the JTF or Title 10, USC

forces. The DCO will maintain a mission assignment tracking sheet, and the

FEMA JFO will produce an ICS Form 204 (figure 8). The JTF translates civil

authority assignments into clear and supportable tasks and coordinating

instructions via FRAGORDs to supporting tactical commanders. The JTF

manages the force into and out of mission assignment operations and during self-

support operations.

(2) Review disaster response plans.

(3) Establish communications with the DCO, DCE, and planning sections.

Additionally, communicate with JFHQ-State, and the DOD state EPLO located at

the state EOC.

(4) Determine LNO requirements, nominations, and support relationships.

(5) Determine the Title 10, USC military, federal response, and state NG chains

of command, and the state civilian command organization.

(6) Write a tactical-level DSCA operation warning order, as applicable.

(7) Coordinate mission tasking with the DCO or DCE.

(8) Coordinate RUF with the SJA.

(9) Prepare a deployment OPORD.

(10) Develop information sharing protocols (e.g., share point portals, web pages,

email lists, chat locations, and shared drives).

(11) If authorized, determine weapons storage requirements. Determining status

of weapons and arming will occur above the JTF level. Weapons RUF may

require separation of weapons from primary users.

(12) Plan for unclassified communications, documentation, and automation.

(13) Capture all costs for DOD reimbursement.

(14) Prepare for immediate SAR support. The urgency of the mission may adjust

the deployment, base establishment, and RSOI sequence.

Deployment Considerations.

(1) Complete an OPORD.

(2) Conduct an update brief.

(3) Establish a tactical operations center (TOC).

(4) Track developments at the incident site.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(5) Obtain the emergency operation plans for federal, state, tribal, and local

organizations.

(6) Develop assessment information.

(7) Establish communication and coordinate with the DCO, JFC, and JFHQ-

State to obtain key points of contact in the operating area, such as the:

(a) Governor.

(b) Mayor.

(d) Chief of police.

(e) Chief of the fire department.

(f) Chief executive officer of the town.

(g) Emergency medical service chief of the town.

(h) Emergency management director of the town.

(i) Infrastructure management security (e.g., malls and prisons).

(j) Airfield operations managers.

(k) Airfield tower manager.

(8)

Evaluate the site location.

(a) Map the incident location by latitude and longitude, military grid reference

system, or Global Positioning System to facilitate airborne operations.

(b) Determine major routes and roads.

(d) Identify known hazardous materials.

(e) Determine if natural or man-made barriers or terrain features will hinder

operations.

(f) Determine the peak and off-peak population and the times of day with the

greatest fluctuations.

(g) Evaluate the lighting conditions during hours of darkness.

(h) Review ICS 215A, Incident Action Plan Safety Analysis, for additional

information on potential risks.

(9)

Medical Considerations.

(a) Record locations and phone numbers of medical facilities in the vicinity.

(b) Record locations and phone numbers of all designated emergency

shelters and their capacity.

(10) Communications.

(a) Establish a primary mode of communication (e.g., radio, telephone,

cellular phone, or email).

(b) List radio frequencies, email addresses, and websites specific to the

response.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Support of Civil Authorities Considerations.

(1) The plans and operations section personnel should review civil authority

planning considerations (e.g., state NG operations and plans and military JTFs).

ICS 201, Incident Briefing; ICS 202, Incident Objectives; and ICS 203,

Organization Assignment List, contain incident plans and lessons learned.

Consult the DCO and DCE for assistance with these documents.

(2) To integrate effectively into the incident response, units must understand the

civilian organization and its responsibilities, the state NG organization, USC

authorities, and the JFO organization. As a supporting command, Title 10, USC,

military forces must adapt to each organization’s battle rhythm.

(3) Establish and maintain communications with military units, organizations, and

commands in the operating area, including military units not in the JTF or in Title

10, USC status.

(4) Establish a common operational picture to track mission assignment

execution and costs.

(5) Coordinate for daily situation reports (SITREPs) from external agencies (e.g.,

state EOC, JFHQ-State, JTFs, joint forces land component commander (JFLCC),

JFACC, and JFO).

(6) Protect the force by:

(a) Conducting an all-hazards threat assessment.

(b) Implementing baseline FPCON and other directed protection measures.

(d) Integrating forces on DOD installations into installation anti-terrorism

plans.

(e) Prescribing appropriate IPE and PPE.

(f) Directing security measures to mitigate risk.

(7) Identify any HAZMAT concerns in the operating area. Provide locations and

detailed situational information to civilian HAZMAT teams. Develop a procedure

for communicating HAZMAT issues.

(8) Assist in locating hazards or potential threats, when requested.

(9) Assist in determining numbers and locations of dislocated persons.

(10) Assist in locating victims requiring rescue, evacuation, or medical treatment

and provide sustainment activities.

(11) Track all personnel rescued or evacuated with JFHQ-State or JFO.

(12) Determine the status of lines of communication (e.g., major roads, railroads,

waterways, ports, and airports).

(13) Coordinate public affairs with the JFO PAO.

(14) Plan to terminate operations or transfer them to follow-on forces, or civilian

counterparts. Considerations include:

(a) Did the joint forces accomplish their mission?

(b) What is the new mission?

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(d) Are new RUF required?

(e) Will consequence management operations be discontinued, interrupted,

or transferred?

(f) What will be the command relationship to forces left behind (e.g., LNO or

JTF consequence management)?

(g) Will the incoming force or organization use the same headquarters facility

or BSI?

(h) Is sufficient security available? Who will provide it?

(i) How will the turnover be accomplished?

(j) Who will handle media engagement during the transition?

(k) Has USNORTHCOM, USPACOM, or US Transportation Command

(USTRANSCOM) approved redeployment airlift, sealift, or ground

transportation?

(l) Are task force commanders aware of requirements and expectations?

(15) Coordinate required OPORD and FRAGORDs.

(16) Develop, coordinate, synchronize, and integrate plans with designated

supported headquarters and federal agencies (e.g., FEMA).

Note: If local businesses and contractors can perform missions and tasks assigned to

DOD, continued employment of military personnel may be unnecessary or illegal. The

incident commander will determine when disengagement criteria has been met and

when to withdraw military units.

d. Redeployment Considerations.

(1) According to DCO or TAG directives, set end-state conditions as soon as

possible.

(2) Notify authorities of the demobilization timeline.

(3) Coordinate with DCE to compile all data from support operations (e.g., total

man-hours, fuel, and number and type of equipment used; maintenance

performed; and equipment lost, damaged or destroyed).

(4) Coordinate with base operations for turn-in of issued equipment and clearing

of all facilities.

(5) According to Service guidance, consolidate all journals, reports, records,

notes, and supporting documents for input into the AAR to document lessons

learned.

6. Logistics and Resource Management

a. Assessment, Preparation, and Mobilization Considerations.

(1) Conduct a contract support analysis of the operational environment.

(2) Assess BSI contracting capabilities and the ability to accommodate additional

contacting personnel assets.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(3) Assess local business infrastructure’s ability to provide contracted support to

humanitarian and disaster relief and Title 10, USC force requirements.

(4) Coordinate with local, state, federal and NGO support partners to ensure all

entities are not competing for like supply, service, and construction requirements.

(5) Identify existing contract vehicles to support Title 10, USC force

requirements.

(6) Establish an operational contract support incident commander at the

component or JTF level to assist in contract support planning and coordination.

(7) Identify logistics plans of the civil authorities and establish a strong working

relationship with logistics liaisons. Normally, the closest Title 10, USC installation

provides logistics functions. Designate this installation as the BSI. Title 10, USC

forces will base and receive support from the BSI for operations in the response

area. Logisticians must integrate logistics requirements into the BSI requirements

to prevent shortages of equipment and repair capabilities

(8) Establish procedures to address the challenges of mortuary affairs, including

religious support. Military mortuary affairs within the US differ from combat-

related and civilian mortuary affairs. Additionally, civilian mortuary affairs differ by

locality.

Note: The specific legal regulations outlining what Service members can and cannot do

regarding mortuary affairs and recovery of human remains vary by state. For more

information, see JP 4-06, Mortuary Affairs.

(9) Begin tracking all costs, expenditures, and mission assignments prior to

deployment and retain documentation and receipts.

(10) Determine options for suppliers, their locations, and transportation

requirements.

(11) Prepare for disaster-related outages or interruptions in services or utilities

(e.g., electricity, water, sewage, and fuel).

(12) Estimate how reduced infrastructure availability will impact supply

distribution and standard consumption rates.

(13) Determine sources for petroleum, oil, and lubricants (POL).

(14) Estimate logistics support requirements for each class of supply.

(15) Expect resupply from the BSI. Staff supply requests through

USNORTHCOM, USPACOM, and Service components. However, the BSI’s

capabilities determine the level of supply support.

(16) Order common logistics items, such as Class I (food and water) and Class

III (bulk fuel), using the BSI support document numbers, through normal military

standard requisitioning and issue procedures (MILSTRIPs) based on input from

the operational headquarters. Authorized units will request and draw commodity

support from the BSI supply support activity.

(17) Do not anticipate Class IV (engineer material) support from the BSI. Report

exceptions to the designated operational headquarters as part of the

requirements forecasts.

(18) Draw Class V (ammunition) from the BSI, by exception.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(19) Purchase Class VI (personal items), including sundry packs, from the

installation commissary and exchange, as required by the deployed forces.

(20) BSI medical facilities will support the hosted forces for medical treatment.

Medical logistics will be provided by the single integrated medical logistics

manager or through the theater lead agent for medical materiel.

(21) Request Class IX (repair and replacement parts) items.

(22) Track and report all costs incurred by the BSI.

(23) Remember, DOD components are responsible for their Service-specific

logistics and personnel support of deployed units. Expect units to reach back to

their home station for Service-specific items. When Service-specific support is not

available from home stations, Title 10, USC units should contact USNORTHCOM

or USPACOM Service components for assistance. Commercial or military

convoys can move the requested assets.

(24) Based on its capabilities, the BSI will support in moving forces and

equipment from the aerial port of debarkation (APOD) or seaport of debarkation

(SPOD) to the reception site. If the BSI does not have movement support

capabilities, the unit should request transportation from its home station,

USNORTHCOM, or USPACOM. Base types and quantity of support equipment is

based on the time-phased force and deployment data in the Joint Operation

Planning and Execution System. The BSI will assist in moving forces and

equipment from BSI to APOE or SPOE.

(25) Coordinate APOD or SPOD operations support from the BSI with the J4

from the operational headquarters.

(26) Plan for and coordinate military sustainment requirements with the logistics

section chief.

(27) Coordinate with the logistics section chief, at the earliest opportunity,

regarding sustainment requirements, including:

(a) Deployment site and size.

(b) Shower facilities.

(d) Latrines.

(e) Power (e.g., hardline or generator).

(f) Trash service.

(g) Telephone capabilities.

(h) Copier.

(i) Ordering procedures for civilian supplies.

(28) Determine morale, welfare, and recreation phone requirements.

(29) Determine military vehicle restrictions.

(30) Plan for weapons storage and a guard force.

(31) Establish policies and procedures for military personnel transportation.

(32) Determine specialized equipment needs and availability (e.g., cold weather

gear or medical supplies).

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(33) Plan for maintenance requirements of the military equipment.

(34) Coordinate with JFHQ-State on use of state maintenance facilities for

equipment and vehicles.

(35) Identify the power requirements (e.g., 110 volts versus 220 volts) for

equipment. Provide specific power generation equipment, parts, and fuel for

essential communication equipment.

(36) Determine the availability of DOD, federal, or state support organizations to

provide sustainment.

(37) Prepare to deploy a logistics representative with the advance party.

Deployment Considerations.

(1) Maintain detailed mission costs and financial expenditures records. Keep

receipts. The following is a partial list of items to include:

(a) A record of missions performed, with particular attention to all aviation

mission support.

(b) Rosters of personnel involved.

(d) Lodging costs.

(e) Transportation costs (e.g., car and bus rentals, chartered aircraft, and

fuel).

(f) All contracting costs.

(g) Equipment provided or operated (estimated hourly cost for operation).

(h) Materiel provided from regular stock (all classes of supplies).

(i) Laundry expenses.

Note: For DOD to receive reimbursement, document DSCA support in a memorandum

to higher headquarters or in accordance with command procedures. Reference the

DSCA EXORD for reimbursement processes.

(2) Track and record the daily logistics status.

(3) Use properly trained contracting officers and pay officer representatives to

support mission requirements.

(4) Establish an administrative and logistics operations center.

(5) Develop an IPE and PPE exchange policy with the logistics section chief.

Daily equipment exchanges are overwhelming if not handled correctly.

(6) Determine logistics supply and distribution points.

c. Support of Civil Authorities Considerations.

(1) Confirm sources to purchase parts, POL, and supplies. These may not exist

in the disaster area. Confirm a memoranda of understanding (MOU) is needed for

supplies.

(2) Understand funding authorities for logistical support. Funding authorities vary

for Titles 10 and 32, USC and SAD forces.

(3) Procure and plan movement for food, water, and supplies.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(4) Work with the logistics section chief at the incident site to record civilian

equipment issued by civilian authorities.

(5) Submit statements of work or requirement determinations through the

supporting contracting team.

(6) Establish controls for use of Government purchase cards.

(7) Coordinate with the medical officer, or team, to efficiently dispose organic

medical assets.

(8) Provide ground support, military transport, and civilian movement.

(9) Plan vehicle recovery and extraction.

(10) Confirm waste removal plans.

(11) Find local sources of media reproduction (e.g., high-speed, large-format

printing).

(12) Provide mortuary services for military personnel.

(13) Determine how to process mortuary services for civilian casualties.

Redeployment and Demobilization Considerations.

(1) In coordination with the DCE, compile all data from support operations (e.g.,

total man-hours, fuel, and amount of equipment used; maintenance performed;

and equipment lost, damaged, or destroyed).

(2) Complete accounting and turn-in of any unused supplies, especially Class V

(ammunition).

(3) Close out all remaining contracts.

(4) Submit reports and request reimbursement.

(5) Include clearing base camp of equipment provided by civilian authorities in

demobilization procedures.

(6) Prepare an AAR and document lessons learned.

Communications

a. Assessment, Preparation, and Mobilization Considerations.

(1) Perform internal military communications according to unit standard operating

procedures.

(2) Do not assume military communications equipment is compatible with civilian

equipment. Plan to adapt to civilian equipment. The National Interagency Incident

Communications Division (NIICD) located at the National Interagency Fire Center

(NIFC) provides portable emergency communications, technical training, and

remote sensing imagery by aircraft. For information regarding the operation and

maintenance of commercial communications equipment, go to

http://www.nifc.gov/NIICD/index.html.

Note: Ensure all LNOs deploy with the necessary equipment to communicate with

higher headquarters. LNOs must have computer systems and wireless or satellite

capability to perform their duties effectively. Do not assume the receiving organization

will provide communication capabilities.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(3) Coordinate with military, local, tribal, state, and federal agencies and

organizations; NGOs; and volunteers to determine the most feasible solutions for

effective communication. Sources of information from the JFO include ICS 205,

Incident Radio Communications Plan.

(4) Identify civilian common-operational-picture requirements and determine the

best method for accessing state emergency management agency software.

(5) Ensure initial communications capabilities are self-sufficient. Coordinate

interoperability with local authorities.

(6) Do not send equipment without operators, essential repair parts, manuals,

tools, and initial fuel and power generation equipment due to difficulty obtaining

these in the affected area.

(7) Plan for an unclassified operating environment for communications, internet,

and automation.

(8) Plan for a means to share information, such as a SharePoint portal, webmail,

an email list, chat, or shared drive.

(9) Disseminate communications support requirements to civilian authorities. If

communications support is required:

(a) Determine configuration and frequency band requirements.

(b) Procure necessary equipment.

(d) Keep good records for funding reimbursement.

(10) Plan for all means of communications and purchasing additional

communication devices or services, like:

(a) Telephone (e.g., satellite, cellular, or landline).

(b) Radio (e.g., military, maritime, and civilian in all bandwidths).

(d) SIPRNET.

(e) Video and video teleconference equipment.

(f) Satellite-based commercial internet systems.

(11) In the event of a CBRN incident (especially electromagnetic pulse effects),

plan for disruption of the information and communications infrastructure.

Deployment Considerations.

(1) Issue a communications plan.

(2) In coordination with the operations staff, develop a written information

management plan, including all levels and capabilities of communications (i.e.,

primary, alternate, contingency, and emergency).

(3) Establish the communications architecture (e.g., internet, telephone landline,

and cellular phone networks).

(4) Establish and maintain communications with JFHQ, DCO, DCE, JTF, and IC.

When providing radio equipment, units must include properly controlled

cryptographic item practices in their planning.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(5) Publish military phone books and acquire important civilian points of contact

listings. Avoid publishing Defense Switched Network (DSN) numbers.

(6) Deploy a communications representative with the advance party.

(7) Determine the initial communications package and its expansion options.

(8) Maintain awareness of power supply requirements.

c. Support of Civil Authorities Considerations.

(1) Establish TOC and area communications operations center architecture.

(2) Conduct synchronization meetings among all primary entities.

(3) Monitor the status of satellite, cellular phones, and cable internet.

(4) If necessary, provide communications equipment (e.g., cellular phones,

radios, and base sets) to civilian authorities.

(5) Identify the power requirements for the equipment. Provide power generation

equipment, parts, and fuel for essential communication equipment.

d. Redeployment and Demobilization Phase.

(1) Ensure accountability for all communications equipment.

(2) Prepare an AAR and document lessons learned.

8. Civil Authority Information Support

During DSCA operations, military information support (MIS) forces can be employed to

conduct civil authority information support element (CAISE) activities to provide public

information and disaster relief messaging to affected populations. CAISE activities are

executed only under the direction and authority of a designated lead federal agency or

civil authority. When executing CAISE operations, MIS forces are restricted by policy

and SecDef guidance to only broadcasting and disseminating public information. The

lead federal agency PAO, incident PAO, or the joint information center (as part of the

ESF-15 office) provide and coordinate message content. When authorized, MIS forces

use their media development, production, and dissemination capabilities to create and

deliver approved messages.

a. Assessment, Preparation, and Mobilization Considerations.

(1) Establish SA by reviewing all pertinent documents for CAISE guidance (e.g.,

deployment order, contingency plan, and EXORD).

(2) Monitor news reporting to maintain SA of environmental conditions and the

status of the affected population.

(3) Identify potential gaps in information dissemination capabilities in the affected

area to anticipate support requests.

(4) Identify equipment and personnel requirements to support the CAISE

mission.

(5) Deploy a CAISE planner in advance of CAISE assets to help civil authorities

understand and effectively use CAISE capabilities.

(6) Refer to CJCSI 3110.05E, Military Information Support Operations

Supplement to the Joint Strategic Capabilities, JP 3-13.2, Military Information

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Support Operations, and field manual (FM) 3-53, Military Information Support

Capabilities for further guidance.

Deployment Considerations.

(1) Establish contact with the joint information center and appropriate ESF-15

external affairs officer or public information officer (PIO).

(2) Brief CAISE capabilities, at the earliest opportunity, to ESF-15 external affairs

officer to increase understanding of CAISE capabilities.

(3) Brief CAISE capabilities to and advise the task force commander on how best

to employ CAISE capabilities to support civil authorities.

(4) Identify the themes to stress. Any themes not approved and promulgated by

civil authorities will not be used or disseminated by CAISE for DSCA operations.

Support of Civil Authorities.

(1) Coordinate with other military media teams (e.g., combat camera and public

affairs) for video and still imagery support.

(2) Refer media queries concerning CAISE mission and capabilities to the

appropriate PAO.

(3) Establish a civil authority approval process for information products prior to

dissemination.

Redeployment and Mobilization Considerations.

(1) Establish a continuity file for relief by follow-on CAISE.

(2) Develop a historical record of approved information products (e.g., print,

visual, and audiovisual) developed and disseminated during the incident.

(3) Prepare an AAR and document lessons learned.

PAO and PIO

a. It is the responsibility of local and state officials to provide information and

directions to the public (e.g., evacuation procedures). Each state determines who

has the authority to provide directions to the public (i.e., the sheriff, mayor, or judge).

Note: DOD agencies may assist the appropriate authorities with disseminating properly

attributed information (e.g., “The mayor has directed a mandatory evacuation for the

city.”).

b. Normally, general information to the public about the event will come from the

incident PAO, press, PIO, or the joint information center. Supporting agencies may

assist in disseminating this information, but are limited to providing specific

information only about actions of their agency. For DOD, this means limiting public

affairs activities to supporting the primary agency or focusing on the actions of DOD

to support the incident. DOD public affairs activities will not place DOD in the

forefront. DOD is a partner and participant in the incident response.

c. The PAO is responsible for ensuring military personnel are aware of the potential

consequences associated with questionable behavior on camera or speaking to the

media without authorization. Encourage PAOs to complete on-line training at the

FEMA website.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

d. Assessment, Preparation, and Mobilization Considerations.

(1) Develop talking points for the commander.

(2) Establish contact with the JTF, JFHQ PAO, component PAO, or CCMD PAO

for public affairs guidance.

(3) Coordinate with the state and FEMA press information officers to obtain a

consistent message and talking points.

(4) Monitor news and social media outlets.

(5) Provide military units with current public affairs guidance and talking points

prior to entry into the affected area. If public affairs guidance does not exist, draft

proposed guidance and submit it to higher headquarters.

(6) Develop media smart cards on public affairs guidance for all military

personnel.

Note: Remember, for the press, nothing is off the record; and the camera is always

rolling. It is important to stress to Service members how a single Soldier, Sailor, Airman,

or Marine can make a positive or negative strategic impact.

(7) Develop plans for organization and equipment necessary for a public affairs

team.

Deployment Considerations.

(1) Establish contact with the appropriate ESF-15 office, external affairs officer,

primary agency PAO or PIO, and NG PAO.

(2) Designate one or two representatives to the joint information center.

(3) Brief deploying personnel on media and public engagement policy and

distribute media smart cards.

(4) Issue guidance on personal photography, blogs, and emails.

(5) Select and train media escorts.

Support of Civil Authorities Considerations.

(1) Brief task force and unit commanders on their roles, responsibilities, and

authorities concerning public information requests.

(2) Prepare the commander and other key staff members for media interviews.

(3) Prepare news releases.

(4) Refer media queries, outside the scope of release authority, to appropriate

agencies or higher headquarters.

(5) Provide video and still imagery of military support to higher headquarters in a

timely manner.

(6) If experienced and trained camera crews are available (e.g., combat camera

teams) consider requesting them to provide imagery support to the PAO.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

g. Redeployment and Demobilization Considerations.

(1) Implement a public affairs strategy for departure of military forces, placing

civil responders in the forefront.

(2) Develop a historical record of media resources (e.g., video, photo, and

transcripts) gathered during the incident.

(3) Prepare an AAR and document lessons learned.

10. SJA

The laws and regulations regarding operations on US soil differ from those for combat

operations. Commanders and all DOD personnel involved need to be aware of these

differences. It is essential the SJA educate the commander and staff about the legal

uniqueness of DSCA operations. SJAs will work with commanders to handle all legal

issues.

Assessment, Preparation, and Mobilization Considerations.

(1) Review all documents (e.g., deployment order, EXORD, and requests for

assistance).

(2) References may include:

(a) DODD 3025.18.

(b) DODI 3025.21.

(d) Deputy Secretary of Defense Policy, Policy Memorandum 15-002,

Guidance for the Domestic Use of Unmanned Aircraft Systems.

(e) National Search and Rescue Plan of the United States.

(f) DODD 5240.01.

(g) DOD 5240.1-R.

(h) DODD 3000.03E, DoD Executive Agent for Non-Lethal Weapons (NLW),

and NLW Policy.

(i) DODD 5210.56, Use of Deadly Force and the Carrying of Firearms by

DOD Personnel Engaged in Law Enforcement and Security Duties.

(3) Have copies of the SRUF in CJCSI 3121.01B available for the commander to

review. Brief personnel and issue an SRUF card prior to deployment from the

home station.

(4) The SJA should have a copy of DODD 5200.27, Acquisition of Information

Concerning Persons and Organizations not Affiliated with the Department of

Defense, available and understand the restrictions on acquiring information about

non-DOD affiliated persons. Additionally the SJA should understand the

limitations of the intelligence community’s ability to collect information concerning

US persons under DOD 5240.1-R.

(5) NG personnel working in Title 32, USC or SAD status follow state RUF. SJAs

should brief the differences between the state and military RUFs.

(6) Review funding, demobilization, and entrance and exit strategies, according

to component and duty status.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

Deployment Considerations.

(1) Contact the state SJA at the JFHQ to coordinate legal aspects of the

deployment.

(2) Maintain SA of mission execution and ensure unit activities comply with the

law.

(3) Prepare to deploy required personnel with the advance party.

(4) Ensure all military personnel know their legal authorities (Title 10, USC; Title

32, USC; or SAD) and limitations.

(5) Provide status reports to higher headquarters including:

(a) Criminal incidents.

(b) Disciplinary, administrative, and prosecutorial actions.

(d) Number of personnel receiving legal assistance.

Support of Civil Authorities Considerations.

(1) Verify proposed mission assignments are permissible, approved, and

executed according to applicable references and restrictions.

(2) Ensure personnel involved in military support to CLEA comply with the

guidance and limitations found in the PCA, SRUF, and intelligence oversight

rules and restrictions. Assist personnel in preparing PUMs.

Redeployment and Demobilization phase.

(1) Complete all legal actions before redeployment.

(2) If possible, close all civil and military actions prior to redeployment.

(3) Prepare an AAR and document lessons learned.

11. Religious Support

a. Military religious ministry personnel provide religious support as part of a religious

support team (RST). Primarily, the RST deploys to provide religious support to

authorized DOD personnel, including military members, their families, and other

authorized DOD civilians (assigned and contracted).

b. Currently, DOD interpretation of the Establishment Clause of the Constitution and

DOD legal guidance prohibit chaplains from providing religious support to the civilian

population. However, rare and catastrophic, large-scale disasters may overwhelm

local and state capabilities. In these situations RSTs may serve as liaisons to NGOs

and faith-based organizations when authorized by the IC.

c. RSTs may provide incidental support to persons not affiliated with the Armed

Forces during the execution of an authorized mission when all the following criteria

are met:

(1) An individual requests support in an emergency situation where the need is

immediate, unusual, and unplanned.

(2) The need is short in duration and prone to rapid deterioration requiring

immediate care (e.g., provision of “Last Rites”).

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(3) The clergy unaffiliated with the Armed Forces are incapable of providing

support.

(4) Time, distance, and the state of communications may require on-the-spot

determination by the IC with input from the chaplain.

(5) The support is incidental, incurring no incremental monetary cost and does

not detract from the primary role of the RST.

Assessment, Preparations, and Mobilization Considerations.

(1) Deploy liturgical supplies.

(2) Coordinate requests for a chaplain with a medical officer, civilian care

providers, the ARC, and other civilian agencies.

(3) Identify Service and civilian chaplains and clergy requirements.

(4) Anticipate the chaplain faith and denominational balances with the population

they will serve.

Deployment Considerations.

(1) Identify, mobilize, and deploy religious support personnel.

(2) Maintain SA of and report stress levels of assigned DOD personnel, first

responders, and affected civilians.

(3) Act to provide care and mitigate stress.

Support of Civil Authorities Considerations.

(1) Conduct crisis intervention or critical incident stress management training

coordinated with healthcare providers.

(2) Coordinate with appropriate staff agencies to ensure subordinate chaplains

and enlisted religious support personnel receive appropriate support and

professional guidance.

(3) Provide religious support to authorized DOD personnel and focus on

mitigating the impact of traumatic events.

Redeployment and Demobilization Considerations.

(1) Prepare for conducting critical event debriefings or other critical incident

stress management requirements.

(2) Advise the command on the community’s capabilities to resume normal

functions without military support.

(3) Prepare an AAR and document lessons learned.

12. Medical Officer, Surgeon, and Medical Teams

a. Assessment, Preparation, and Mobilization Considerations.

(1) Augment federal, state, or local medical assets to save lives and minimize

human suffering. Military medical forces remain under C2 of US military

commanders but support the Department of Health and Human Services.

(2) Prepare to use military and civilian resources, process military and civilian

casualties, and complete proper documentation.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(3) When a JTF is activated, designate a command surgeon from one of the

component Services who reports directly to the JFC or JFLCC. The command

surgeon will assess the health service support and force health protection

requirements and capabilities.

Note: Refer to JP 4-02, Health Service Support, for a description of the JTF surgeon's

responsibilities.

(4) Due to the numerous categories of patients requiring treatment, medical

providers should understand medical eligibility guidelines to ensure patients have

proper access to care. The medical eligibility for care criteria defines when a

military medical provider may treat civilian patients and when civilian providers

may treat military personnel. A determination of eligibility is made at the highest

level possible with SJA support.

Note: Title 32, USC forces differ from Title 10, USC with regard to medical paperwork,

records, and tracking.

(5) The Federal Tort Claims Act of 1946 and the Medical Malpractice Immunity

Act of 1976 (known as the Gonzalez Act) provide protection for DOD health care

providers. Claimants must seek compensation from the US Government. Health

care providers are immune to liability for care given while acting within the scope

of their medical duties, including incidents occurring off-post while treating civilian

victims during a declared national emergency or disaster.

(6) An EMAC between states covers tort liability and immunity for NG medical

personnel.

(7) Disasters produce strong emotional and physical responses from victims and

rescuers. Behavioral health personnel play a vital role in advising leaders on

preventive measures and addressing operational stress reactions and other

behavioral health issues. Examples of basic preventive measures include:

(a) Providing an environment to field concerns and allow victims to

decompress.

(b) Keeping families together.

(d) Helping maintain connections with friends and family.

(e) Maintaining awareness of the stress levels of others.

(f) Insisting on proper sleep, nutrition, and exercise among responders.

(8) Understand the risks of mosquitoes or other insects and close contact with ill

persons to prevent exposing civilian and military populations to illness.

(9) Health risks will arise due to:

(a) Lack of waste disposal.

(b) Contaminated food and water.

(d) Exposure to heat, cold, or water.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(10) Exposure to airborne particulates from dust created during recovery and

reconstruction activities will pose short- and long-term health risks. Burning

debris or other combustible materials contribute to elevated particulate levels.

The debris in a collapsed building may include asbestos and lead paint.

(11) Emphasize comprehensive medical, occupational, and environmental health

surveillance activities; preventive medicine measures; and field hygiene. To

minimize exposure to occupational and environmental health hazards, military

personnel should:

(a) Inspect facilities prior to entry.

(b) Identify, report, and avoid ruptured natural gas lines.

devices.

(d) Use appropriate IPE and PPE (e.g., face masks) to avoid inhaling

airborne debris.

(e) Dispose of waste properly.

(f) Consume food, water, and ice from approved sources.

(g) Provide proper hand-washing facilities near all latrines and dining facilities

and enforce their use.

(h) Avoid animal contact.

(i) Report all animal bites and scratches to medical personnel.

(j) Avoid skin contact with contaminated soil and surface water (e.g., rivers,

lakes, irrigated fields, or puddles).

(k) Take tuberculin skin tests before and after deployment.

(l) Maintain at least 72 square feet per person in sleeping quarters and sleep

head-to-toe.

(m) Use insect repellant containing Diethyl-meta-toluamide (DEET) on all

exposed skin.

(n) Use bed nets in field conditions.

(o) Take malaria prevention medicine as directed.

Note: Malaria and dengue are serious diseases spread by bites from infected

mosquitoes. For up to one year following exposure, personnel who become ill with a

fever and shaking chills should seek immediate medical attention.

(12) Validate credentials.

(13) Provide a medical doctor, nurse practitioner, physician’s assistant, nurse

corps officer, and one medic for deployment with the advance party.

(14) Plan and conduct the medical portion of personnel readiness processing,

including necessary vaccinations.

(15) Ensure Reserve component personnel activated for longer than 30 days

complete DD Form 2795, Pre-deployment Health Assessment.

(16) Obtain pertinent information on medical facilities and capabilities.

(17) Establish evacuation and patient tracking policies.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(18) Ensure all military personnel deploy with a 90-day supply of individual

medication.

(19) Prepare for the medical portion of RSOI.

(20) Conduct an assessment of operationally significant health threats and

available medical support resources. Mitigate health threats prior to deployment.

(21) Prepare mass casualty plans.

(22) Prepare a medical annex for the OPORD.

(23) Obtain adequate resupply support from the supporting medical treatment

facility or installation medical supply activity.

(24) Estimate medical logistics requirements and plan Class VIII (medical)

resupply sets and preconfigured push-packages to support initial sustainment

operations until replenishment by line-item requisition is established. During

DSCA operations, US Army Medical Command is the designated theater lead

agent for medical materiel (TLAMM) to USNORTHCOM. The

CDRUSNORTHCOM may designate one of the Service components to serve as

the single integrated medical logistics manager (SIMLM). The TLAMM and

SIMLM work together to develop the medical logistics support plan, synchronizing

medical requirements and Class VIII distribution to the JTF. Refer to JP 4-02 and

FM 4-02.1, Army Medical Logistics, for additional information.

(25) Prepare the force health protection plan.

Deployment Considerations.

(1) Identify CCIR requirements and provide updates.

(2) Coordinate with SAD, Title 10, USC, and Title 32, USC medical units.

Normally, NG medical response capabilities are in place and operational before

Title 10, USC medical forces arrive.

(3) Post locations of the closest civilian and federal medical facilities based on

input from the USNORTHCOM Joint Regional Medical Plans and Operations

Officer.

Note: It is essential for Service personnel to know the location of hospitals and medical

care facilities to direct civilian casualties. Consider a triage or evacuation site to assist

rescue personnel in determining where to deliver patients.

(4) Visit military medical support facilities to verify resources and capabilities are

in place, including those on the local MTF asset list.

(5) Determine medical workload requirements based on the casualty estimate

developed by the personnel staff officer.

(6) Monitor medical personnel assignment, reassignment, and use.

(7) Consider the task organization of medical elements.

(8) Plan and implement medical support operations ensuring appropriate levels

of care.

(9) Prepare medical SITREPs as necessary. Appendix C contains an example of

a generic medical SITREP.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(10) Issue policies, protocols, and procedures concerning eligibility for care (i.e.,

medical, dental, and veterinary treatment).

(11) Assess health threats of operational significance, available medical

resources, and health threat mitigation plans.

(12) Employ appropriate medical and environmental health prevention

capabilities supporting casualty prevention and force protection.

(13) Establish public health information and risk communications methods.

(14) Educate medical support personnel to recognize, prevent, and treat

probable diseases, injuries, and exposures.

(15) Establish MTF and aid stations to provide medical support to Service

members and individuals eligible for care (e.g., Titles 10 and 32, USC

Government Service personnel, DOD contractors, and other federal workers).

(16) Coordinate patient evacuation with USTRANSCOM.

(17) Coordinate patient reception, tracking, and management with National

Disaster Medical System hospitals, Veterans Administration hospitals, and DOD

MTFs. The Global Patient Movement Requirements Center coordinates with

supporting resource providers to identify available assets and communicates

transport-to-bed plans to the appropriate agency for execution.

(18) Document medical encounters and health hazard exposures as part of the

patient’s electronic or paper health record.

(19) Coordinate reach-back support and staff augmentation.

(20) Determine a transition plan for disposition of civilian medical records with

local MTFs.

(21) Evaluate the need for veterinary personnel to assist in the evacuation,

triage, medical treatment, and temporary sheltering of pets, companion animals,

and livestock.

(22) Coordinate with the Armed Services Blood Program Office and Department

of Health and Human Services to provide available blood products.

(23) Coordinate and monitor patient decontamination operations in accordance

with FM 4-02.7/MCRP 4-11.1F/NTTP 4-02.7/AFTTP 3-42.3, Multiservice Tactics,

Techniques, and Procedures (MTTP) for Health Service Support in a Chemical,

Biological, Radiological, and Nuclear Environment.

Support of Civil Authorities Considerations.

(1) Prepare regulations and reporting instructions supporting incident response

efforts.

(2) Provide required patient evacuation support for seriously ill or injured

patients.

(3) Provide medical surveillance, laboratory diagnostics, and confirmatory testing

support to Department of Health and Human Services.

(4) Provide available medical teams for casualty staging and clearing.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(5) Provide available DOD-reimbursable logistical support to public health and

medical response operations for distribution to mass-care centers and medical-

care locations.

(6) Protect public health by providing available veterinary and military medical

personnel to assist with food, water, and waste disposal.

(7) Coordinate with mortuary affairs personnel for disposition of human remains.

(8) Prepare to assist NGOs in organizing blood drives. Be familiar with local and

statewide guidance and ARC blood collection policy. Coordinate blood collection

with the DOD Armed Services Blood Program Office.

d. Redeployment and Demobilization Considerations.

(1) Coordinate with local MTFs to transition civilian medical records.

(2) Transfer logistical and personnel support information to the civilian MTF.

(3) Assist with line-of-duty determinations.

(4) Provide follow-up care for injured personnel.

(5) Conduct post-deployment health evaluations and reassessments.

(6) Prepare an AAR and document lessons learned.

13. Aviation

Assessment, Preparations, and Mobilization Considerations.

(1) Ensure air assets are available based upon the civilian emergency

management schedule.

(2) Contact and coordinate with the Civil Air Patrol (CAP). The CAP, also known

as the Air Force Auxiliary, can be employed in lieu of or as a supplement to active

and reserve aviation forces supporting DSCA. The CAP provides aircraft to assist

with searches, visual observation, photography, and light transportation. US Air

Force numbered air forces, in accordance with the DSCA EXORD, coordinate

with the CAP National Operations Center for CAP participation in DSCA.

(3) Provide validated, strategic lift capabilities (e.g., mass casualty evacuation,

personnel transportation, and cargo transport). All Services are capable of

providing tactical, rotary-wing lift support.

(4) Identify the airspace control authority, area air defense commander, and

collection operations management. These duties are normally assigned to the

Commander, 1st Air Force, who functions as USNORTHCOM’s Air Force Service

Component Commander and the theater JFACC.

(5) Establish one or more joint air component coordination element (JACCE) to

coordinate air operations with the supported headquarters. When established, the

JACCE acts as the JFACC’s primary representative to the commanders and

facilitates interaction among the associated staffs. Additionally, an aviation C2

cell composed of staff planners from an attached aviation capability may provide

support. Plan to task, coordinate, and vet aerial transport, patient evacuation, and

SAR through an air tasking order.

(6) In the absence of positive FAA airspace control, provide procedural airspace

management and coordination procedures of military and civilian aircraft.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Coordinate with the JACCE and other aviation units for aviation-specific planning

factors, frequency issues, landing zones (LZs), pickup zones (PZs), helipads,

heliports, airfields, and airports.

Deployment Considerations.

(1) Determine POL requirements and locations, maintenance capabilities, and

spare parts supply chains.

(2) Track all funding requirements for spare parts, fuel consumption, and hours

flown, including training and deployment hours.

(3) Use existing airports, heliports, helipads, and airfields.

(4) Provide an LNO to the appropriate JFO and JFHQ.

(5) Review crew rest policies.

(6) Evaluate air-to-ground, military-to-civilian communication capabilities,

limitations, and plans.

Support of Civil Authorities Considerations.

(1) Report all aircraft availability and landing site locations to higher

headquarters.

(2) Pre-position aircraft as directed.

(3) Plan for and provide control and security of LZs and PZs.

(4) Provide assistance in the palletizing, tying down, and hoisting unusual items.

(5) Submit requests for special items not organic to the unit (i.e., slings, clevis

type attachment devices, nets, packing and crating materials, medical assistance

equipment, and litters).

(6) Provide adequate identification of the LZ and PZ to include lights, obscurants,

or panels.

Redeployment and Demobilization Considerations.

(1) Report spare parts, fuel consumption, and hours flown to higher

headquarters.

(2) Prepare an AAR and document lessons learned.

14. EOD

a. DOD EOD provides DSCA under IRA to assist local, state, and federal authorities

to save lives and prevent damage to critical infrastructure and key resources. EOD

assists in mitigating, rendering safe, and disposing suspected or detected

unexploded ordnance, damaged or deteriorated explosives, explosive ordnance or

munitions, or an improvised explosive device. Additionally, EOD aid manages other

potentially explosive material or harmful military munitions creating an imminent

threat to public safety.

b. The local EOD’s immediate response is 2 to 6 hours. However, should the

response exceed 72 hours (e.g., a sustained bombing campaign response)

appropriate authorities should submit an official RFA. The initial EOD response may

evolve into a larger and more complex event after assessing the situation. EOD

teams responding under IRA are usually self-sufficient for short periods of time.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

Long duration operations may increase support and logistics requirements from the

incident command.

c. US Navy EOD has specific requirements when conducting underwater operations

and is the only Service EOD that performs underwater render safe procedures and

EOD dive operations. In addition to any potential HAZMAT requirements associated

with diving equipment and gases, these dive operations have unique logistics,

personnel, and mobility support requirements. Establish contact as soon as possible

to ascertain their specific requirements.

Assessment, Preparations, and Mobilization Considerations.

(1) Review DOD policy and guidance for explosives safety and physical security

of arms, ammunition, explosives, classified materials, and communications

equipment.

(2) Review DOD EOD environmental law.

(3) Coordinate for transportation.

(4) Provide secure storage and workspaces for:

(a) EOD explosives, explosive tools, and ammunition.

(b) Vehicle and equipment storage.

(d) Classified EOD documents and materials.

(e) Secure communications equipment and materials.

(f) EOD response vehicles.

(g) SIPRNET and NIPRNET connectivity.

(5) Prepare EOD liaisons to interface with appropriate levels of the incident

command and CLEAs. DOD EOD supports ESF-13 public safety and security

functions through the Federal Bureau of Investigation (FBI) Bomb Management

Center (BMC). The FBI uses the BMC to coordinate all bomb squad and EOD

operations supporting the senior federal law enforcement official.

(6) Coordinate collocation with civilian law enforcement or public safety bomb

squad entities.

Support of Civil Authorities Considerations.

(1) Identify and report impacts for federal, state, and local law enforcement and

first responders already waiting on-scene and holding a secure, safe evacuation

perimeter.

(2) Identify and report impacts on the local populace, communities, and

governments.

(3) Resolve the incident as quickly as possible, allowing the incident command to

return the affected area to normalcy.

(4) Identify and report environmental and explosive safety concerns.

(5) Coordinate mobility requirements (e.g., land, air, or water).

(6) Coordinate security requirements (e.g., personnel and classified materials).

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

f. For further information, see JP 3-28; ATP 4-32, Explosive Ordnance Disposal

(EOD) Operations; ATP 4-32.16/MCRP 3-17.2C/NTTP 3-02.5/AFTTP 3-2.32, MTTP

for Explosive Ordnance Disposal; and DODD 6055.9E, Explosives Safety

Management and the DOD Explosives Safety Board.

15. Military Working Dogs (MWD)

a. Assessment, Preparations, and Mobilization Considerations.

(1) Coordinate transportation. MWD response time depends upon the availability

of transportation for the MWD team and sustainment equipment (approximately

500 pounds).

(2) Identify veterinary and kennel support. Normally, MWD are kenneled in

civilian facilities.

(3) Ensure the MWD team is certified.

b. Deployment Considerations.

(1) For missions exceeding five days, make provisions for an additional canine

basic load and required prescription medications.

(2) Identify and communicate considerations for employing MWD teams. MWDs

are multi-purpose dogs and are attack trained.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

Chapter V

DOMESTIC ACTIVITIES AND SPECIAL EVENTS

1. Overview

Military units tasked to support the civil authority during domestic disasters provide

effective disaster response capabilities to limit loss of life, mitigate suffering, and curtail

significant property damage. This chapter will address the commonality of planning

deployment, execution, and redeployment of forces in support of wildland fires, wind

storms, earthquakes, floods, winter storms, CBRN incidents, special events, and

cyberspace-related incidents.

Wildland Firefighting

a. A wildland fire is a nonstructure fire occurring in an area with little development,

except for roads, railroads, power lines, and transportation facilities.

b. Authorities governing wildland fire responses include: IRA, mutual aid

agreements, Presidential directives, and SecDef approved RFA from a primary

agency.

c. The state will use all its assets and execute a MOU and EMAC with other states

before requesting any Federal military assistance.

d. The following relate to the federal response.

(1) NIFC is the nation’s support center for wildland firefighting. A 2005 an

interagency agreement among DOD, US Department of Agriculture (USDA), and

Department of the Interior provides guidelines, terms, and request processes for

wildland firefighting support.

(2) When requested, the DOD provides military resources to support ground and

aerial fire suppression efforts. The US Air Force and Air NG operate aircraft

equipped with modular airborne firefighting systems owned by the US Forest

Service.

(3) NIFC may request DOD personnel to act as ground firefighting hand crews

when a wildland fire exceeds local, state, and NIFC capabilities.

(4) DOD resources for ground firefighting form 10 type II ground crews of 20

people, plus their C2 elements, for a total of approximately 250 personnel.

(5) Unlike other DSCA operations, deployed personnel in wildland firefighting

missions may take direction from the IC. Tasking cannot conflict with DOD

policies and priorities.

e. For additional information, contact the Military Liaison Officer at the National

Interagency Coordination Center, located at NIFC, in Boise, Idaho, at (208) 387-

5815.

Wind Storms (Tropical Cyclones, Hurricanes, Typhoons, and Tornadoes)

a. The main hazards associated with hurricanes are storm surges, high winds,

heavy rain, flooding, and tornadoes. The intensity of a hurricane, indicated by the

Saffir-Simpson Hurricane Wind Scale, predicts its damage potential.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

b. A strong tornado can destroy buildings and create a damage path as much as a

mile wide. Wind speeds can top 300 miles per hour.

c. A storm surge is an abnormal rise in the level of the sea along a coast caused by

the onshore winds of a severe cyclone, hurricane, or typhoon.

d. Hurricane winds not only damage structures, but the barrage of debris they carry

can be dangerous. Damaging winds begin well before the hurricane eye makes

landfall.

e. Some secondary effects of wind and water destruction are electrical power

outages, disruption of utilities, water supply contamination, dam failure, fires, and

chemical spills. Flood waters may contain hazardous waste.

f. A major hurricane or tornado could cause residents to relocate and require

shelter, food, and water. Implement evacuation plans in advance of hurricane

landfall.

The IC may receive mission assignments to provide the following resources:

(1) Debris clearance.

(2) Transportation of first responders, evacuees, injured, medically fragile, or

special needs populations.

(3) Health care providers.

(4) Air assets for SAR and personnel transport and recovery.

(5) Logistical support (e.g., bedding, food, water, generators, and medical

supplies).

(6) Temporary shelter and staging base.

(7) Key infrastructure assessment by the USACE.

(8) Heavy equipment and operators.

(9) Shoring and structural reinforcement.

(10) Fatality search and recovery teams supporting disaster mortuary operational

response teams.

(11) Security and law enforcement according to the PCA.

Information Resources:

(1) The current Department of Commerce, NOAA, National Hurricane Operations

Plan found on the Office of the Federal Coordinator for Meteorological Services

and Supporting Research website.

(2) The FEMA website has general information on natural disasters, including

hurricanes and tornadoes, their formation, resulting damage, and preparedness

activities.

(3) The Centers for Disease Control and Prevention (CDC) website provides

information on hurricanes and other natural disasters.

(4) The NOAA website provides information on weather forecasts and

emergency weather alerts.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

Earthquakes

a. An earthquake is movement, sudden and along a geologic fault, resulting in

release of accumulated strain within or along the edge of one or more of the earth’s

tectonic plates. Earthquakes have potential to cause massive damage and extensive

casualties.

b. Aftershocks follow large earthquakes. Aftershocks can be quite large and cause

weakened structures to collapse or suffer further damage.

c. A tsunami is a sea wave caused by an underwater earthquake, landslide, or

volcanic eruption. Earthquake induced tsunamis advance onshore at great speeds,

resulting in drowning deaths and severe damage to or destruction of inundated

structures. See paragraph 5 in this chapter for additional information.

d. Secondary hazards of earthquakes include:

(1) Fires.

(2) Transportation infrastructure and utility impact.

(3) Water contamination and service disruption.

(4) Electrical power interruptions.

(5) Gas leaks and service interruptions.

(6) Communications systems interruption and overload.

(7) Building collapse.

(8) Dam and reservoir failure.

(9) Hazardous materials spills.

e. Regardless of preparation by the local government, a major earthquake will

overwhelm its ability to respond. A supporting commander may receive the following

resource requests:

(1) Transporting first responders, evacuees, displaced personnel, and injured,

medically fragile, or special needs populations.

(2) Health care providers.

(3) Air assets for SAR, personnel transport and recovery, patient evacuation,

logistics transport, aerial structural damage assessment, or mobile nuclear air

sampling radioactive particulate collection.

(4) Logistical support (e.g., bedding, food, water, generators, and medical

supplies).

(5) Temporary shelter and staging base.

(6) Key infrastructure assessment USACE.

(7) Heavy equipment and operators.

(8) Shoring and debris clearing.

(9) Fatality search and recovery teams personnel supporting disaster mortuary

operational response teams.

f. Earthquake Mission Considerations:

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(1) Do not allow untrained personnel to enter a collapsed structure without

trained and certified personnel leading the effort. Failure to do so may lead to

injury or death.

(2) Prepare to provide key infrastructure assessment support for bridge and

overpass inspections, and replace critical infrastructure.

(3) Provide building inspection and USACE damage survey report assistance.

(4) Plan for limited treatment capabilities due to major structural damage to

hospitals and shortages of medical transport vehicles, trained medical personnel,

and medical and blood supplies.

(5) Watch for crushing injuries that may lead to death.

g. Information Resources.

(1) The City and County of San Francisco’s Earthquake Annex to the Emergency

Response Plan, available on the San Francisco Department of Emergency

Management’s website.

(2) The Central United States Earthquake Consortium’s website (information

concerning the New Madrid fault).

(3) Each state’s internet-accessible emergency operations plan.

Floods

a. Floods are grouped into the following types: riverine flooding, urban drainage,

ground failures, fluctuating lake levels, coastal flooding and erosion, surface runoff,

overbank flooding of rivers, flash flooding, dam and levee failure, and ice jam

flooding.

b. All floods are unique. Some floods develop slowly. Flash floods develop quickly,

sometimes in just a few minutes and without any visible signs of rain in the

immediate area.

c. Flood terminology.

(1) A flood watch advises when high flow or overflow of water from a river is

possible within a given time period. It can apply to heavy runoff or drainage of

water into low-lying areas. These watches are issued for flooding expected to

occur at least six hours after heavy rains end.

(2) A flood warning advises when flooding occurs or is imminent in the warning

area.

(3) A flash flood watch advises when flash flooding is possible in or close to the

watch area. Generally, flood watches are issued for expected flooding within six

hours after heavy rains end.

(4) A flash flood warning advises when a flash flood occurs or is imminent in the

warning area resulting from torrential rains, dam failure, or ice jam.

(5) A coastal flood watch advises when the possibility exists for the inundation of

land areas along the coast within the next 12 to 36 hours.

(6) A coastal flood warning advises when land areas along the coast expect to

become, or have become, inundated by sea water above the typical tide action.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

d. Effects of flooding on the civilian population may include displacement and

casualties.

Flood missions may require military-specific skills and equipment, including:

(1) Assessing damage to roads, bridges, structures, and utilities.

(2) Supporting SAR operations with personnel and equipment.

(3) Conducting topographic surveys for the extent of flood damage.

(4) Overlaying maps to depict damage, water levels, key facilities, and SAR

activities.

(5) Opening roadways for emergency and medical traffic.

(6) Constructing temporary bridges.

(7) Clearing debris and mud.

(8) Restoring critical facilities, services, and utilities.

(9) Demolishing unsafe structures.

(10) Providing emergency power and restoring power to critical facilities.

(11) Providing expedient repair of critical distribution systems.

(12) Enforcing the law according to the PCA.

(13) Supporting evacuation of seriously ill or injured patients to hospitals or

medical care facilities.

(14) Moving animal carcasses for burning or burial.

(15) Assisting with transporting equipment, response personnel, and affected

animals.

(16) Disposing diseased animals based upon USDA guidance.

(17) Cleaning and disinfecting vehicles, equipment, and facilities.

(18) Setting up temporary staging and storage areas.

(19) Constructing temporary shelters for disaster responders, civilians, and

emergency services personnel.

(20) Constructing temporary sites for medical support, communications,

electrical power generation, and logistical support operations.

Flood Hazards and Safety Considerations.

(1) Flood waters pose an extreme electrocution hazard. Do not enter flooded

areas without assessing the risk due to downed power lines and submerged

electrical components. Additionally, water and electricity may combine to produce

an elevated risk of structure fires.

(2) Floodwaters obscure ground conditions, causing loss of footing and falls.

(3) Unless authorities declare them safe, assume floodwaters are not safe.

(4) Before entering floodwaters, put on plastic or rubber gloves, boots, and other

protective clothing.

(5) Double gloving with a waterproof glove under a heavy work glove is the best

way to protect the hands from cuts, scrapes, and floodwater exposure. Use boots

and rain gear to prevent lower body skin exposure.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

(6) Avoid working alone and wear a USCG-approved life jacket or buoyant work

vest when entering flood waters or working over or near flood waters.

(7) Use appropriate insect repellent.

(8) Do not handle displaced animals. Wild and domesticated animals will seek

shelter in unusual places to avoid cold, wet, or windy weather. Contact animal

control specialists for help.

(9) In the event of discovering deceased persons, leave the remains in place and

notify a medical examiner or the chain of command.

Winter Storms

a. Snow, sleet, freezing rain, and ice are the elements, which constitute hazardous

winter storms.

b. Related effects of winter storms include flooding, downed power lines, and

disrupted services. Additionally, freezing conditions may cause broken or burst water

lines, burst or ruptured pipelines and tanks containing hazardous materials, debris

from fallen trees and limbs, and restricted mobility.

c. Winter Storm Hazards and Safety Considerations.

(1) Carbon monoxide is an odorless, colorless gas causing sudden illness and

death, if inhaled. During power outages, the use of wood and fossil fuels for

heating can cause carbon monoxide to build up in a home, garage, or camper.

(a) One of the most dangerous wintertime sources of carbon monoxide is car

exhaust fumes. If keeping the engine on to operate the heater, ensure the

vehicle is in a well ventilated area.

(b) Signs of carbon monoxide poisoning include headache, mental confusion,

and extreme tiredness. Move victims into fresh air and provide immediate

medical attention.

(2) Snow or ice accumulation on utility poles, power lines, and trees can cause

live electrical lines to fall. Once lines are down, wet snow can transfer electricity,

creating a large danger area. Always assume power lines are live.

(3) Winter storms can lead to the collapse of buildings, trees, and utility poles.

Moving debris can cause cuts, scrapes, bruises, and sprains, especially to the

hands, back, knees, and shoulders.

(4) Winter storms can damage walkways, parking lots, roads, and buildings.

Collapsing roofs are some of the biggest dangers. Leave at once if shifting or

noise signals an imminent collapse.

d. Winter storms may require military support with specific skills and equipment,

including:

(1) Transporting stranded civilians or essential personnel using military vehicles.

(2) Assessing damage to roads, bridges, structures, and utilities.

(3) Supporting SAR operations.

(4) Overlaying maps to depict damage, key facilities, or SAR activities.

(5) Removing snow and debris from roadways.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(6) Providing emergency power and restoring power to critical facilities.

(7) Enforcing the law according to the PCA.

(8) Supporting evacuation of seriously ill or injured patients to hospitals or

medical care facilities.

(9) Distributing food, water, and medical supplies.

(10) Assisting in feeding snowbound livestock.

(11) Identifying civilians who need rescue or supplies. Pay particular attention to

the elderly or people without power or heat. Transport identified people to relief

areas.

(12) Assisting local officials in inspecting buildings for structural integrity, snow

and ice mitigation, and completing damage survey reports.

(13) Planning for a shortage of medical transport vehicles, trained medical

personnel, and medical and blood supplies at medical treatment facilities.

e. Additional Information Sources.

(1) FEMA winter storm website.

(2) CDC winter storm website.

(3) NOAA website.

(4) ARC website; search for “winter storms”.

CBRN Incidents

a. A CBRN incident is any occurrence resulting from the use of a chemical,

biological, radiological, or nuclear weapon. Additionally, it encompasses the

emergence of secondary hazards arising from counterforce targeting or the release

of toxic industrial material into the environment. CBRN threats and hazards include

CBRN materials causing an adverse effect on the environment involving the

emergence of chemical, biological, radiological, and nuclear hazards.

b. CBRN incidents may require military capabilities to augment civilian resources,

including:

(1) Providing specialized forces capable of conducting CBRN consequence

management.

(2) Supporting mass casualty decontamination operations with properly trained

personnel and equipment.

(3) Operating and maintaining CBRN equipment.

(4) Detecting and identifying CBRN contamination.

(5) Conducting CBRN-related monitoring and survey operations.

(6) Marking CBRN contaminated areas, equipment, supplies, and facilities with

standard marking signs.

(7) Conducting CBRN sample management (i.e., collect, package, transport,

store, transfer, analyze, track, and dispose CBRN environmental samples).

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

c. CBRN Hazards and Safety Considerations.

(1) Unstable structures. A CBRN event can damage walkways, parking lots,

roads, buildings, and open fields. Personnel should not work around any

damaged structure until certified safe by an engineer.

(2) Downed Power Lines. Only trained electricians and utility workers should

approach or handle electrical lines. All other response workers should avoid

going near downed lines.

(3) Handling Contaminated Human Remains. Leave remains in place and notify

a medical examiner or the chain of command.

(4) Limiting the Spread of Contamination or Contagion. CBRN passive defense

is a combination of contamination control, mitigation, and decontamination.

d. For more information on CBRN responder training, zone controls, and

consequence management operations, see JP 3-41, Chemical, Biological,

Radiological, and Nuclear Consequence Management, and DODD 3150.08, DOD

Response to Nuclear and Radiological Incidents.

Special Events

a. National special security events (NSSE) represent the highest levels of events

requiring short-duration military support. NSSE’s include presidential inaugurations,

major sporting events, presidential debates, State of the Union Addresses, national

political conventions, and international gatherings (e.g., G-8 summit). Non-NSSE

events or events of lesser significance are rated by the Special Events Working

Group with a special events assessment rating. These events may still require DOD

support similar to NSSEs. Regardless of the event, the RFA process is used to

request DOD assets and capacities to support a primary agency.

b. Special event missions require military-specific capabilities, including:

(1) Security forces.

(2) Ground forces.

(3) Airlift support and air defense.

(4) Maritime forces.

(5) Response and consequence management forces.

(6) Route survey.

(7) Logistics.

(8) Transportation.

(9) Very important person movement.

(10) Emergency evacuation.

(11) Staging areas and bases.

(12) Assistance with temporary staging and storage areas.

(13) Mass field feeding.

(14) Power supply.

(15) Communications.

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

(16) IAA support.

(17) Medical support.

(18) EOD support.

(19) MWD support.

c. For additional information, refer to the USNORTHCOM concept plan (CONPLAN)

3500-14 DSCA.

Cyberspace-Related Incident

a. A cyberspace-related incident of national significance may take many forms,

including an organized cyber-attack, an uncontrolled exploit (e.g., virus or worm), a

natural disaster, or other incidents capable of causing extensive damage to critical

infrastructure or key assets.

b. Large-scale cyber incidents may overwhelm government and private-sector

resources by disrupting the internet and taxing critical infrastructure information

systems. Complications from disruptions of this magnitude may threaten lives,

property, the economy, and national security. Rapid identification, information

exchange, investigation, and coordinated response will mitigate the damage.

c. During DSCA operations, state and local networks operating in a disrupted or

degraded environment may require DOD assistance. Services support the

remediation, restoration, and protection of critical emergency telecommunication

networks and infrastructure. Cyberspace technical assistance may be provided in

response to a request from a lead federal agency.

d. For more information on cyberspace operations, see JP 3-12, Cyberspace

Operations and USNORTHCOM CONPLAN 3500-14 DSCA.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Appendix A

DEFENSE SUPPORT OF CIVIL AUTHORITIES (DSCA) MISSION

APPROVAL AUTHORITIES MATRIX

Table 4 lists approval authorities and guidance for employing unmanned aircraft

systems and intelligence community capabilities for DSCA missions.

Table 4. DSCA Missions Approval Authorities Matrix

Defense Support of Civil Authorities (DSCA)

Asset

Approval Authority

Applicable Guidance

Unmanned

Secretary of Defense

Deputy SecDef Policy, Policy

Aircraft

(SecDef)

Memorandum 15-002, Guidance for

System

the Domestic Use of Unmanned

(UAS)

Aircraft Systems;

Department of Defense directive

(DODD) 3025.18;

Department of Defense (DOD)

5240.1-R;

Joint Publication (JP) 3-28

Intelligence

SecDef or United States

DSCA executive order (EXORD);

Community

Northern Command

EXORD 12333;

Capabilities

(USNORTHCOM) and

DODD 5240.01;

(ICC)

United States Pacific

DOD 5240.1-R;

Command (USPACOM)

Air Force Instruction (AFI) 14-104;

JP 3-28

Non-UAS

SecDef, Assistant SecDef

DSCA EXORD;

Non-ICC

Homeland Defense and

DODD 3025.18;

America’s Security Affairs

Air Force policy directive 10-8;

ASD (HD&ASA) or

AFI 10-801;

USNORTHCOM and

JP 3-28

USPACOM or the

local commander (if this is

the immediate response

authority (IRA))

Civil Disturbance Operations

Asset

Approval Authority

Applicable Guidance

UAS

President of the United

DODD 5200.27;

States (POTUS)

DODD 3025.18;

Department of Defense Instruction

(DODI) 3025.21

ICC

POTUS

DODD 5200.27;

DODD 3025.18;

DODI 3025.21

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Table 4 DSCA Missions Approval Authorities Matrix (cont’d)

Civil Disturbance Operations

Non-UAS

POTUS

DODD 5200.27;

Non-ICC

Local commander (if this is

DODD 3025.18;

the emergency authority)

DODI 3025.21

Search and Rescue (SAR)

Asset

Approval Authority

Applicable Guidance

UAS

SecDef

National SAR Plan;

Deputy SecDef Policy, Policy

Memorandum 15-002;

DODD 3025.18;

DODI 3003.01;

DODI 3025.21;

DOD 5240.1-R

ICC

SecDef or USNORTHCOM

National SAR Plan;

and USPACOM

DSCA EXORD;

EXORD 12333;

DODD 5240.01;

DOD 5240.1-R ;

AFI 14-104

Non-UAS

SecDef, ASD (HD&ASA) or

National SAR Plan;

Non-ICC

USNORTHCOM and

DODD 3025.18;

USPACOM or the local

DODI 3003.01;

commander (if this is the IRA)

DODI 3025.21

Support to Law Enforcement Agencies (LEAs)

Asset

Approval Authority

Applicable Guidance

UAS

SecDef

Deputy SecDef Policy, Policy

Memorandum 15-002;

DODI 1322.28;

DODI 3025.21;

DOD 5240.1-R

ICC

SecDef

DOD 5240.1-R;

DODI 3025.21;

AFI 14-104;

AFI 14-119

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

Table 4 DSCA Missions Approval Authorities Matrix (cont’d)

Support to LEA

Asset

Approval Authority

Applicable Guidance

Non-UAS

SecDef

DODD 3025.18;

Non-ICC

Secretary of the Air Force

DODI 3025.21;

ASD (HD&ASA)

DODI 1322.28;

AFI 10-801;

National Guard regulation 500-5;

Air National Guard instruction 10-208

Training Title 10 and Title 32, United States Code Forces

Asset

Approval Authority

Applicable Guidance

UAS

SecDef or local commander

Deputy SecDef Policy, Policy

Memorandum 15-002;

DODI 1322.28;

AFI 14-104

ICC

Local commander

DOD 5240.1-R

Non-UAS

Local commander

AFI 14-104;

Non-ICC

DODI 1322.28

Other Authorized DOD Missions (e.g., claims)

Assets

Approval Authority

Applicable Guidance

UAS

SecDef

Varies

ICC

SecDef

DOD 5240.1-R;

AFI 14-104;

JP 3-28

Non-UAS

Varies

Non-ICC

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Appendix B

INCIDENT AWARENESS AND ASSESSMENT (IAA) SUPPORT

REQUEST SAMPLE

Desired support (if imagery, describe the desired effect, e.g., full motion video,

positive identification, electro-optical, infrared, etc.).

Area of interest, name (annotate if observing United States person(s)).

Area of interest, location.

Mission, platform, and sensor information. (This is also used for intelligence

oversight.)

a. Unit, platform, and sensor identification.

b. Mission purpose (i.e., detailed mission data, training, exercises, IAA operation, or

defense support of civil authorities (DSCA) support).

c. Mission location and dates (i.e., specific areas where personnel collected

information, including federal, state, and private properties).

d. Wing commander justification and assessment of the mission.

e. Intended use of imagery.

f. Processing, analysis, and dissemination (i.e., who will receive, process, analyze,

and utilize the data).

g. Protocols for controlling the data and products.

h. Combatant commander and the supported federal agency.

Unit or mission commander’s contact information.

Latest time the information is of value.

Reporting and product dissemination instructions.

IAA detection level (i.e., low, medium, or high).

a. Certificate of authorization submitted and approved by the Federal Aviation

Administration (FAA). This is only required for remotely piloted aircraft within FAA

controlled airspace.

b. Certificate of authorization generating an official point of contact.

Any state IAA legislation which may impact the mission(s).

Note: Lines 1 to 6 are mandatory; lines 7 and 8 as required.

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Appendix C

SUPPORTING TABLES AND FORMATS

1. Federal Emergency Support Functions (ESFs)

Table 5 is a list of federal ESFs. For detailed annexes on each ESF, see the Federal

Emergency Management Agency website.

Table 5. ESFs

Federal Emergency Support

Coordinator

Functions (ESFs)

ESF-1, Transportation

Department of Transportation

ESF-2, Communications

Department of Homeland Security (DHS)-National

Communications System

ESF-3, Public Works and

Department of Defense -United States Army Corps of

Engineering

Engineers

ESF-4, Firefighting

United States Department of Agriculture-United States

Forest Service

ESF-5, Information and

DHS-Federal Emergency Management Agency (FEMA)

Planning

ESF-6, Mass Care,

DHS-FEMA

Emergency Assistance,

Housing, and Human Services

ESF-7, Logistics

General Services Administration and DHS-FEMA

ESF-8, Public Health and

Department of Health and Human Services

Medical Services

ESF-9, Search and Rescue

DHS-FEMA

ESF-10, Oil and Hazardous

Environmental Protection Agency

Materials Response

ESF-11, Agriculture and

USDA

Natural Resources

ESF-12, Energy

Department of Energy

ESF-13, Public Safety and

Department of Justice

Security

ESF-15, External Affairs

DHS

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

2. United States Marine Corps (USMC) and United States Navy (USN) Maritime

Capabilities

Table 6 is a list of USMC and USN defense support of civil authorities capabilities in a

maritime environment.

Table 6. United States Marine Corps (USMC)

and United States Navy (USN) Maritime Capabilities

Under certain circumstances and appropriate conditions, maritime forces provide the

combatant commander a broad spectrum of capabilities from the sea. The dual-use

capabilities below align with requirements identified in emergency support functions (ESFs) 1,

3, 5, 6, 7, and 8. Italicized text represents capabilities in both Services that may differ in

specifics and capacity.

USMC

USN

Aerial reconnaissance

Medium/heavy airlift (internal/external)

Public affairs support

Combat camera support

Pump operations

Horizontal construction

Ground transportation

Distribution services

Explosive ordnance disposal

Medical treatment

Route clearance

In-theater transport and refueling

Power generation

Transportation of bulk liquids (fuel and water)

Diving and salvage

Expeditionary airfield operations

Search and rescue (air)

Airfield operations

Search and rescue (water)

Air delivery

Port assessment and opening

Chemical, biological, radiological, and

Bridge and infrastructure assessment

nuclear reconnaissance and decontamination

Movement control

Vertical construction

Bridging

Small boat support

Military manpower

High-water vehicles for flooded areas

Potable water production

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

3. Airfield Planning Considerations

Table 7 is an example of an airfield survey. This is not a certified airfield survey but will

assist in determining airfield suitability.

Table 7. Airfield Planning Survey Format

1. Location:

Date:

2. Name of airfield and International Civil Aviation Organization code

3. Location (latitude and longitude coordinates)

4. Fuel (type and availability)

5. Materials handling equipment

6. Elevation

7. Runway length, width, and condition

8. Taxiway length, width, and condition

9. Surface composition and estimated single wheel loading factor

10. Available parking area

11. Largest aircraft accommodated

12. Instrument approach facilities and navigational aids

13. Aircraft obstacles

14. Runway and taxiway lighting

15. Communications (frequencies, call signs)

16. Airfield control (civilian or military)

17. Status of commercial air traffic into and out of the airfield

18. Availability of Federal Aviation Administration certified

air traffic controllers

19. Conditions and limits of roads and bridges leading to airport

20. On-site assembly areas and capacity

21. Latrine and shower facilities

22. Dining facilities and capacity

23. Key personnel and contact information

24. This report prepared by:

25. ______Sketch attached ________Video attached ________Photo(s) attached

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

4. Seaport Survey

Table 8 is an example of a seaport survey. This is not a certified seaport survey but it

will assist in determining seaport suitability.

Table 8. Seaport Survey Format

1. Location:

Date:

2. Name of seaport

3. Latitude and longitude coordinates

4. Entrance restrictions and minimum anchorage

5. Channel depth

6. Tide

7. Pilots required or available

8. Navigational aids

9. Port or beach obstacles

10. Wharf or pier services (description and capabilities)

11. Fuel (type and availability)

12. Materials handling equipment

13. Physical security available

14. Distance from post to the seaport

15. Conditions and limits of roads and bridges leading to the seaport

17. On-site assembly areas and capacity

18. Dining facilities and capacity

19. Latrine and shower facilities

20. Location of the nearest medical facility

21. Key personnel and contact information

22. Damage

23. This report prepared by:

24. ______Sketch attached ________Video attached ________Photo(s) attached

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

5. Task Support Assignments

Table 9 is a list of possible task support assignments during the initial response phase

of operations for Title 10 and 32, United States Code forces.

Table 9. Task Support Assignments

Prevention of

Life

Initial Damage

Life Saving

Further Property

Sustaining

Assessment

Damage

1. Search and

1. Water

1. Physical (buildings,

1. Transfer rescued

rescue (SAR)

bridges, roads, lines of

citizens for post-

communication)

event evacuation

2. Immediate

2. Food

2. Flooding extent

2. Deploy medical

medical care

(geographic areas,

teams

streets, levees)

3. Evacuation

3. Shelter

3. Survival locations

3. Provide access to

and follow-on

(Identify survivor

incident areas

evacuation

collection and transfer

points)

4. Patient and

4. Medical

4. Accessibility (roads,

4. Provide short-term

special needs

waterways, aviation, rail)

recovery priorities

population

evacuation

5. Preliminary

5. Environmental and

5. Pollution

damage and

public health issues

containment

rapid needs

assessment

6. Status of utilities

6. Plan for salvage

team deployment

7. Mass casualty

locations and demand for

SAR

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6. Planning for a Military-Assisted Evacuation

Table 10 is a sample survey for military units tasked with assisting evacuation

operations.

Table 10. Sample Survey for a Military-Assisted Evacuation

1. Name and title of the official in charge of the evacuation:

2. Location and number of evacuee screening stations:

3. Units, organizations, or agencies assisting in the evacuation:

4. Environment assessment (permissive, uncertain, or hostile):

5. Security requirements:

6. Policy for unauthorized persons forcibly attempting to join the evacuation:

7. Assembly areas and embarkation points:

8. Alternate evacuation, assembly, and reception sites:

9. Food and water requirements:

10. Portable radios requirements to assist in assembly:

11. Public affairs considerations:

12. Other factors affecting mobility:

a. Travel restrictions:

b. Curfews:

c. Roadblocks:

13. Evacuee manifest:

Age

0-7 years

8-16 years

17-20 years

21+ years

Male

________

_________

Female

________

_________

a. Wounded, injured, or ill (immobile):

b. Wounded, injured, or ill (mobile):

c. Pregnant:

d. Pet owners (type, weight, number):

14. Medical assistance requirements (to include special equipment):

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

8. A Medical Situation Report (SITREP) Example

Table 12 is an example of a generic medical SITREP.

Table 12. Medical SITREP Example

1. Current situation, including significant changes in the operational situation and

planned or anticipated events during the next 24 hours

2. Department of Defense (DOD) health service support and force health protection

a. DOD population in the affected area

b. DOD population at risk

c. DOD active duty medical units and locations

d. DOD reserve medical units and locations

3. Medical operations (units and facilities)

a. Bed availability and operational status

b. Workload

c. All outpatient visits by category

d. Medical supplies, to include those for blood management

4. Patient movement

a. Comments

b. Recommendations

5. Preventive Medicine—Occupational and Environmental Health

a. Public health issues

b. Comments

6. Action request form and mission assignment status

a. Comments

b. Recommendations

7. Joint task force surgeon

a. Priorities and summary

b. Current issues

c. Future issues

d. Additional critical information not addressed in the situation report

e. Comments/remarks

8. Point of contact information (name, email, and phone #)

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

REFERENCES

JOINT PUBLICATIONS

JP 1-02, Department of Defense Dictionary of Military and Associated Terms, 8

November 2010.

JP 3-12, Cyberspace Operations, 5 February 2013

JP 3-13.2, Military Information Support Operations, 21 November 2014

JP 3-27, Homeland Defense, 29 July 2013

JP 3-28, Defense Support of Civil Authorities, 31 July 2013

JP 3-31, Command and Control for Joint Land Operations, 24 February 2014

JP 3-41, Chemical, Biological, Radiological, Nuclear and High-Yield Explosives

Consequence Management, 21 June 2012

JP 4-02, Health Service Support, 26 July 2012

JP 4-06, Mortuary Affairs, 12 October 2011

JP 5-0, Joint Operation Planning, 11 August 2011

ARMY

ADP 6-0, Mission Command, 17 May 2012

ADRP 5-0, The Operations Process, 17 May 2012

ATP 4-32, Explosive Ordnance Disposal (EOD) Operations, 30 September 2013

FM 3-53, Military Information Support Operations, 4 January 2013

FM 4-02.1, Army Medical Logistics, 8 December 2009

MARINE CORPS

MCO 3440.7B, Domestic Support Operations, 10 June 2013

MCWP 5-1, Marine Corps Planning Process, 24 August 2010

NAVY

NWP 5-01, Navy Planning, December 2013

OPNAVINST 3440.16D, Navy Defense Support of Civil Authorities Program, 29 June

2009

AIR FORCE

AFI 10-401, Air Force Operations Planning and Execution, 7 December 2006

AFI 10-801, Defense Support of Civil Authorities, 19 September 2012

AFI 14-104, Oversight of Intelligence Activities, 5 November 2014

AFI 14-119, Intelligence Support to Force Protection, 4 May 2012

AFPD 10-8, Defense Support of Civil Authorities, 15 February 2012

COAST GUARD

CIM 3010.13B, US Coast Guard Contingency Preparedness Planning Manual, Volume

III- Exercises, 6 June 2011.

COMDTPUB P3120.17B, Incident Management Handbook, May 2014

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

MULTI-SERVICE PUBLICATIONS

ATP 4-32.16/MCRP 3-17.2C/ NTTP 3-02.5/AFTTP 3-2.32, MTTP for Explosive

Ordnance Disposal, 06 May 2015.

FM 4-02.7/MCRP 4-11.1F/NTTP 4-02.7/AFTTP 3-42.3, MTTP for Health Service

Support in a Chemical, Biological, Radiological and Nuclear Environment, 15 July

2009

OTHER PUBLICATIONS

CJCSI 3110.05E, Military Information Support Operations Supplement to the Joint

Strategic Capabilities Plan, 30 September 2011

CJCSI 3121.01B, Standing Rules of Engagement/Standing Rules for the Use of Force

for US Forces, 18 June 2008 (Secret)

CJCSM 3130.03, Adaptive Planning and Execution (APEX) Planning Formats and

Guidance, 31 August 2012

CNGBN 1401, Guidance for Use of National Guard Members in Full-Time Duty

Programs Title 32 Active Guard Reserve, Title 32 Full-Time National Guard Duty

Operational Support and Full-Time National Guard Duty Counter Drug Military

Technicians for CONUS Contingency Situations, 24 February 2012

Deputy Secretary of Defense Policy, Policy Memorandum 15-002, “Guidance for the

Domestic Use of Unmanned Aircraft Systems”, 17 February 2015

DOD 5240.1-R, Procedures Governing the Activities of DOD Intelligence Components

that Affect United States Persons, 7 December 1982

DODD 1000.26E, Support to for Non-Federal Entities Authorized to Operate on DOD

Installations, 2 February 2007

DODD 3000.03E, DoD Executive Agent for Non-Lethal Weapons (NLW), and NLW

Policy, 25 April 2013

DODD 3025.18, Defense Support of Civil Authorities, 29 December 2010

DODD 3150.08, DOD Response to Nuclear and Radiological Incidents, 20 January

2010

DODD 5105.77, National Guard Bureau, 21 May 2008

DODD 5200.27, Acquisition of Information Concerning Persons and Organizations not

Affiliated with the Department of Defense, 7 January 1980

DODD 5210.56, Carrying of Firearms and the Use of Force by DoD Personnel Engaged

in Security, Law and Order, or Counterintelligence Activities, 1 April 2011.

DODD 5240.01, DOD Intelligence Activities, 27 August 2007,

DODD 6055.9E, Explosives Safety Management and the DOD Explosives Safety

Board, 19 August 2005

DODI 1322.28, Realistic Military Training (RMT) Off Federal Real Property 18 Mach

2013.

DODI 3003.01, DOD Support to Civil SAR, 26 September 2011

DODI 3025.21, Defense Support of Civilian Law Enforcement Agencies, 27 February

2013

Executive Order (EXORD) 12333, United States Intelligence Activities, 4 December

1981

Executive Order 71415

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

Defense Support of Civil Authorities EXORD, 071415Z JUN 2013.

Deputy Secretary of Defense Memo, Implementation of the National Response Plan

and the National Incident Management System, 29 November 2005

NGR 500-1/ANGI 10-8101, National Guard Domestic Operations, 13 June 2008

NGR 500-5/ANGI 10-208, National Guard Domestic Law Enforcement Support and

Mission Assurance Operations, 18 August 2010

National Search and Rescue Plan of the United States, 2007

NORTHCOM CONPLAN 3500-14, Defense Support of Civil Authorities

Public Law 93-28 and Public Law 100-707 (the Stafford Act)

Public Law 94-464 (the Medical Malpractice Immunity Act)

USC Title 10

USC Title 10 Section 331 (Insurrection Act 1807)

USC Title 14

USC Title 18 Code 371 (Conspiracy to Defraud the United States)

USC Title 18 Section 1385 (Use of Army and Air Force as Posse Comitatus)

USC Title 28 Chapter 171 (Federal Torts Claim Act)

USC Title 31 Section 1535 (Economic Act of 1932)

USC Title 32

USC Title 50 Chapter 34 (National Emergencies Act 1976)

REFERENCED FORMS

ICS Form 201, Incident Briefing (Unless otherwise indicated ICS forms are available on

the FEMA website.) (www.fema.gov/pdf/emergency/niims/ics_forms_2010.pdf)

ICS Form 202, Incident Objectives

ICS Form 203, Organization Assignment List

ICS Form 204, Assignment List

ICS Form 205, Incident Radio Communications Plan

ICS Form 215A, Incident Action Plan Safety Analysis

DD Form 2795, Pre-deployment Health Assessment (Unless otherwise indicated DD

forms are available on the Office of the Secretary of Defense website.)

(www.ditc.mil/whs/directives/informgt/forms/formsprogram.htm)

DD Form 2796, Post-Deployment Health Assessment

DD Form 2900, Post-Deployment Health Reassessment

WEBSITES

American Red Cross

http://www.redcross.org (last accessed on 15 April 2015)

Centers for Disease Control and Prevention

http://emergency.cdc.gov/disasters/hurricanes/ (last accessed on 15 April 2015)

http://emergency.cdc.gov/disasters/winter/ (last accessed on 15 April 2015)

Central United States Earthquake Consortium

http://www.cusec.org/ (last accessed on 15 April 2015)

Federal Emergency Management Agency

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

GLOSSARY

PART I - ABBREVIATIONS AND ACRONYMS

AAR

after action report

ADCON

administrative control

ADP

Army doctrine publication

ADRP

Army doctrine reference publication

AFI

Air Force instruction

AFPD

Air Force policy directive

AFRCC

Air Force rescue coordination center

AFTTP

Air Force tactics, techniques, and procedures

AKRCC

Alaska rescue coordination center

ALSA

Air Land Sea Application [Center]

ANGI

Air National Guard instruction

AOR

area of responsibility

APEX

Adaptive Planning and Execution

APOD

aerial port of debarkation

APOE

aerial port of embarkation

ARC

American Red Cross

ASD (HD&ASA)

Assistant Secretary of Defense (Homeland Defense and

America’s Security Affairs)

ATOC

air terminal operations center

ATP

Army tactics and procedures techniques publication

BMC

bomb management center

BSI

base support installation

command and control

CAISE

civil authority information support element

CAP

Civil Air Patrol

CARRLL

cost, appropriateness, readiness, risk, legality, and lethality

CBRN

chemical, biological, radiological, and nuclear

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

CCDR

combatant commander

CCIR

commander’s critical information requirement

CCMD

combatant command

CDC

Centers for Disease Control and Prevention

CDRUSNORTHCOM

Commander, United States Northern Command

CDRUSPACOM

Commander, United States Pacific Command

CJCS

Chairman of the Joint Chiefs of Staff

CJCSI

Chairman of the Joint Chiefs of Staff instruction

CJCSM

Chairman of the Joint Chiefs of Staff manual

CLEA

civilian law enforcement agency

CNGB

Chief, National Guard Bureau

COMDTINST

Commandant of the Coast Guard instruction

COMDTPUB

Commandant of the Coast Guard publication

CONPLAN

concept plan

COTP

captain of the port

DC, CD&I

Deputy Commandant, Combat Development and Integration

DCE

defense coordinating element

DCO

defense coordinating officer

Department of Defense (form)

DEET

Diethyl-meta-toluamide

DHS

Department of Homeland Security

DOD

Department of Defense

DODD

Department of Defense directive

DODI

Department of Defense instruction

DSC

dual-status commander

DSCA

defense support of civil authorities

DSN

Defense Switched Network

EMAC

emergency management assistance compact

EOC

emergency operations center

EOD

explosive ordnance disposal

EPLO

emergency preparedness liaison officer

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

ESF

emergency support function

EXORD

execute order

F, G

FAA

Federal Aviation Administration

FBI

Federal Bureau of Investigation

FEMA

Federal Emergency Management Agency

field manual

FPCON

force protection condition

FRAGORD

fragmentary order

HAZMAT

hazardous materials

high frequency

IAA

incident awareness and assessment

incident commander

ICC

intelligence community capabilities

ICS

incident command system

intelligence oversight

IPE

individual protective equipment

IRA

immediate response authority

J, K

JACCE

joint air component coordination element

JFACC

joint force air component commander

JFC

joint force commander

JFHQ

joint force headquarters

JFHQ-State

joint force headquarters-state

JFLCC

joint force land component commander

JFO

joint field office

joint publication

JTF

joint task force

JTF-State

joint task force-state

LEA

law enforcement agency

LEDET

law enforcement detachment

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

LeMay Center

Curtis E. LeMay Center for Doctrine Development and

Education

LNO

liaison officer

landing zone

MCRP

Marine Corps reference publication

MCWP

Marine Corps warfighting publication

MILSTRIP

military standard requisitioning and issue procedure

MIS

military information support

MOU

memorandum of understanding

MTF

medical treatment facility

MTTP

multi-Service tactics, techniques, and procedures

MWD

military working dog

NCHB

Navy cargo-handling battalion

NECC

Navy Expeditionary Combat Command

National Guard

NGB

National Guard Bureau

NGCS

National Guard Civil Support

NGO

nongovernmental organization

NGR

National Guard regulation

NIFC

National Interagency Fire Center

NIICD

National Interagency Incident Communications Division

NIMS

National Incident Management System

NIPRNET

Nonsecure Internet Protocol Router Network

NJOIC

National Joint Operations and Intelligence Center

NOAA

National Oceanic and Atmospheric Administration

NORAD

North American Aerospace Defense Command

NRF

National Response Framework

NSSE

national special security event

NTTP

Navy tactics, techniques, and procedures

NWDC

Navy Warfare Development Command

NWP

Navy warfare publication

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

OPCON

operational control

OPNAVINST

Chief of Naval Operations instruction

OPORD

operation order

P, Q

PAO

public affairs officer

PCA

Posse Comitatus Act

PIO

public information officer

POL

petroleum, oils, and lubricants

POTUS

President of the United States

PPE

personal protective equipment

PUM

proper use memorandum

pickup zone

RCC

rescue coordination center

RFA

request for assistance

RSOI

reception, staging, onward movement, and integration

RST

religious support team

RUF

rules for the use of force

situational awareness

SAD

state active duty

SAR

search and rescue

SATCOM

satellite communications

SecDef

Secretary of Defense

SIMLM

single integrated medical logistics manager

SIPRNET

SECRET Internet Protocol Router Network

SITREP

situation report

SJA

staff judge advocate

SPOD

seaport of debarkation

SPOE

seaport of embarkation

SRR

search and rescue region

SRUF

standing rules for the use of force

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

Stafford Act

Robert T. Stafford Disaster Relief and Emergency Assistance

Act

TAG

the adjutant general

TLAMM

theater lead agent for medical materiel

TOC

tactical operations center

TRADOC

United States Army Training and Doctrine Command

UAS

unmanned aircraft system

UHF

ultrahigh frequency

United States

USACE

United States Army Corps of Engineers

USAF

United States Air Force

USC

United States Code

USCG

United States Coast Guard

USDA

United States Department of Agriculture

USMC

United States Marine Corps

USN

United States Navy

USNORTHCOM

United States Northern Command

USPACOM

United States Pacific Command

USTRANSCOM

United States Transportation Command

VHF

very high frequency

W,X,Y,Z

WMD

weapons of mass destruction

PART II - TERMS AND DEFINITIONS

defense support of civil authorities—Support provided by US Federal military forces,

Department of Defense civilians, Department of Defense contract personnel,

Department of Defense Component assets, and National Guard forces (when the

Secretary of Defense, in coordination with the governors of the affected states,

elects and requests to use those forces in Title 32, USC, status) in response to

requests for assistance from civil authorities for domestic emergencies, law

enforcement support, and other domestic activities, or from qualifying entities for

special events. Also called DSCA. Also known as civil support. (JP 1-02.

SOURCE: DODD 3025.18)

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

6(3 2015

emergency support functions—A grouping of government and certain private-sector

capabilities into an organizational structure to provide the support, resources,

program implementation, and services most likely to be needed to save lives,

protect property and the environment, restore essential services and critical

infrastructure, and help victims and communities return to normal, when feasible,

following domestic incidents. Also called ESFs. (JP 1-02. SOURCE: JP 3-28)

immediate response authority—A federal military commander’s, Department of

Defense Component Head’s, and/or responsible Department of Defense civilian

official’s authority temporarily to employ resources under their control, subject to

any supplemental direction provided by higher headquarters, and provide those

resources to save lives, prevent human suffering, or mitigate great property

damage in response to a request for assistance from a civil authority, under

imminently serious conditions when time does not permit approval from a higher

authority within the United States. Immediate response authority does not permit

actions that would subject civilians to the use of military power that is regulatory,

prescriptive, proscriptive, or compulsory. Also called IRA. (JP 1-02. SOURCE:

DODD 3025.18)

incident—An occurrence, caused by either human action or natural phenomena, that

requires action to prevent or minimize loss of life or damage to property and/or

natural resources. See also information operations. (JP 1-02. SOURCE: JP 3-28)

incident command system—A standardized on-scene emergency management

construct designed to aid in the management of resources during incidents. Also

called ICS. (JP 1-02. SOURCE: JP 3-28)

incident management—A national comprehensive approach to preventing, preparing

for, responding to, and recovering from terrorist attacks, major disasters, and

other emergencies. (JP 1-02. SOURCE: JP 3-28)

mission command—The conduct of military operations through decentralized

execution based upon mission-type orders. (JP 3-31; JP 1-02) (Army) The

exercise of authority and direction by the commander using mission orders to

enable disciplined initiative within the commander’s intent to empower agile and

adaptive leaders in the conduct unified land operations. It is commander-led and

blends the art of command and the science of control to integrate the warfighting

functions to accomplish the mission. Also called MC. (SOURCE: ADP 6-0)

National Guard Civil Support—Support provided by the National Guard of several

states while in state active duty status or Title 32 duty status to civil authorities for

domestic emergencies, and for designated law enforcement and other activities.

Also called NGCS. (SOURCE: NGR 500-1)

National Incident Management System— A national crisis response system that

provides a consistent, nationwide approach for Federal, state, local, and tribal

governments; the private sector; and nongovernmental organizations to work

effectively and efficiently together to prepare for, respond to, and recover from

domestic incidents, regardless of cause, size, or complexity. Also called NIMS.

(JP1-02. SOURCE: JP 3-41)

(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

*ATP 3-28.1

MCWP 3-36.2

NTTP 3-57.2

AFTTP 3-2.67

25 6(3 2015

By Order of the Secretary of the Army

Official:

MARK A. MILLEY

*HQHUDO 8QLWHG 6WDWHV $UP\

&KLHI RI 6WDII

GERALD B. O’KEEFE

$GPLQLVWUDWLYH $VVLVWDQW WR WKH

6HFUHWDU\ RI WKH $UP\

152

DISTRIBUTION:

Active Army, Army National Guard, and US Army Reserve: 7R EH GLVWULEXWHG LQ

HOHFWURQLF PHGLD RQO\

(02 .

By Order of the Secretary of the Air Force

TIMOTHY J. LEAHY

Major General, USAF

Commander

Curtis E. LeMay Center for Doctrine Development and Education

ACCESSIBILITY: Publications and forms are available on the e-Publishing website at

www.e-publishing.af.mil for downloading or ordering.

RELEASABILITY: Approved for public release, distribution is unlimited.

* Supersedes ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67, dated February

2013.

6(3 2015

ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67

CIVIL

SUPPORT

MULTI-SERVICE TACTICS,

TECHNIQUES, AND

PROCEDURES FOR CIVIL

SUPPORT (CS)

OPERATIONS

FM 3-28.1

NTTP 3-57.2

AFTTP(I) 3-2.67

DECEMBER 2007

DISTRIBUTION RESTRICTION: Distribution authorized

U.S. Government agencies and their contractors only to

protect technical or operational information from automatic

dissemination under the International Exchange Program

or by other means. This protection applies to publications

required solely for official use and to those containing

valuable technical or operational information. This

determination was made on 3 December 2007. Other

requests will be referred to:

HQ TRADOC, ATTN: ATFC-EJ, Ft Monroe, VA 23651-1067;

NWDC, ATTN: N5, Newport, RI 02841-1207;

AFDDEC, ATTN: DDJ, Maxwell AFB, AL 36112-6112.

DESTRUCTION NOTICE: Destroy by any method that will

prevent disclosure of contents or reconstruction of the

document.

PREFACE

1. Purpose

This publication identifies multi-Service tactics, techniques, and procedures (MTTP) and

Service capabilities for civil support (CS). It sets forth MTTP at the tactical “task” level to assist

the military planner/commander in the employment of military resources in response to domestic

disasters in accordance with United States (US) laws and as directed by the President or

Secretary of Defense (SecDef). It addresses key MTTP to smooth the friction of CS operations

for military commanders and planners.

2. Scope

This publication provides procedures for actions taken by the military Services when

directed to support local, state, or federal agencies in response to domestic disasters. Support

can be in the form of expertise, equipment, manpower, plans, organization, communication,

and/or training.

3. Applicability

a. This publication establishes MTTP that are applicable to all Service organizations tasked

with supporting disaster relief operations. These MTTP enable Department of Defense (DOD)

organizations assisting civil authorities to efficiently integrate DOD capabilities into relief

operations.

b. The United States (US) Army, Navy, and Air Force approved this multi-Service

publication for use. This publication applies to the Active Army, the Army National Guard/Army

National Guard of the United States, and the United States Army Reserve, unless otherwise

stated.

4. Implementation Plan

Participating Service command offices of primary responsibility (OPRs) will review this

publication, validate the information and, where appropriate, reference and incorporate it in

Service manuals, regulations, and curricula as follows:

Army. Upon approval and authentication, this publication incorporates the procedures

contained herein into the US Army Doctrine and Training Literature Program as directed by the

Commander, US Army Training and Doctrine Command (TRADOC).

Distribution is in accordance with applicable directives and the Initial Distribution Number

(IDN) listed on the authentication page.

Navy. The Navy will incorporate these procedures in US Navy training and doctrine

publications as directed by the Commander, Navy Warfare Development Command

(NWDC)[N5]. Distribution is in accordance with Military Standard Requisition and Issue

Procedure Desk Guide (MILSTRIP Desk Guide) Navy Supplement Publication-409 (NAVSUP P-

409).

Air Force. The Air Force will incorporate the procedures in this publication in accordance

with applicable governing directives. Distribution is in accordance with Air Force Instruction

(AFI) 33-360.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

5. User Information

a. TRADOC, NWDC, Air Force Doctrine Development and Education Center (AFDDEC),

and the Air Land Sea Application (ALSA) Center developed this publication with the joint

participation of the approving Service commands. ALSA will review and update this publication

as necessary.

b. This publication reflects current joint and Service doctrine, command and control (C2)

organizations, facilities, personnel, responsibilities, and procedures. Changes in Service

protocol, appropriately reflected in joint and Service publications, will likewise be incorporated in

revisions to this document.

c. We encourage recommended changes for improving this publication. Key your

comments to the specific page and paragraph and provide a rationale for each

recommendation. Send comments and recommendations directly to—

Army

Commander, US Army Training and Doctrine Command

ATTN: ATFC-EJ

Fort Monroe VA 23651-1067

DSN 680-3951 COMM (757) 788-3951

E-mail: doctrine.monroe@us.army.mil

Navy

Commander, Navy Warfare Development Command

ATTN: N5

686 Cushing Road

Newport RI 02841-1207

DSN 948-1070/4201 COMM (401) 841-1070/4201

E-mail: alsapubs@nwdc.navy.mil

Air Force

Commander, Air Force Doctrine Development and Education Center

ATTN: DDJ

155 North Twining Street

Maxwell AFB AL 36112-6112

DSN 493-2640/2256 COMM (334) 953-2640/2256

E-mail: afdc.ddj@maxwell.af.mil

ALSA

Director, ALSA Center

114 Andrews Street

Langley AFB VA 23665-2785

DSN 575-0902 COMM (757) 225-0902

E-mail: alsa.director@langley.af.mil

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

FM 3-28.1

NTTP 3-57.2

AFTTP(I) 3-2.67

FM 3-28.1

US Army Training and Doctrine Command

Fort Monroe, Virginia

NTTP 3-57.2

Navy Warfare Development Command

Newport, Rhode Island

AFTTP(I) 3-2.67

Air Force Doctrine

Development and Education Center

Maxwell Air Force Base, Alabama

3 December 2007

CIVIL SUPPORT

MULTI-SERVICE TACTICS, TECHNIQUES, AND PROCEDURES

FOR CIVIL SUPPORT (CS) OPERATIONS

Table of Contents

Page

EXECUTIVE SUMMARY

vii

Chapter I

CIVIL SUPPORT (CS) OPERATIONS

Background

Planning Considerations

Operational Concept

Emergency Support Functions (ESF)

Chapter II

INTERAGENCY COORDINATION

Background

National Incident Management System

Executive Authorities

Incident Command System

Multiagency Coordination Systems

Coordinating Officers

DISTRIBUTION RESTRICTION: Distribution authorized U.S. Government agencies and their contractors only to protect technical or

operational information from automatic dissemination under the International Exchange Program or by other means. This protection

applies to publications required solely for official use and to those containing valuable technical or operational information. This

determination was made on 3 December 2007. Other requests will be referred to:

HQ TRADOC, ATTN: ATFC-EJ, Ft Monroe, VA 23651-1067;

NWDC, ATTN: N5, Newport, RI 02841-1207;

AFDDEC, ATTN: DDJ, Maxwell AFB, AL 36112-6112.

DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents or reconstruction of the document.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

iii

Emergency Operations Centers

Coordinating Entities

Defense Coordinating Officers and Entities

Requests for Military Support

Chapter III

COMMUNICATIONS SUPPORT OPERATIONS

Background

Communications Architectures

Organizational Level and Responsibility

Battle Rhythm

Data Communications Planning

Communication Support Teams

Generalized Information Flow

Chapter IV

AIRPORT AND SEAPORT OPERATIONS

Background

Airport Operations

Seaport Operations

Recent Lessons Learned

Chapter V

PUBLIC SAFETY AND SECURITY

Background

Public Safety and Security Response

Chapter VI

SEARCH AND RESCUE (SAR)

Background

SAR Operations

Air Traffic Control

SAR Incident Command

Chapter VII

MEDICAL RESPONSE

Background

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

Operations

Medical Threat

Force Health Protection

First Response

National Disaster Medical System

Triage

Management and Treatment

Chapter VIII

EVACUATION OPERATIONS

Background

Mission Execution

Chapter IX

LOGISTICS

Background

Tasks/Responsibilities

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

Mortuary Affairs

Convoy Procedures

Appendices

Appendix A: Statutory and Legal Ramifications

Appendix B: Liaison Officer (LNO) Requirements

Appendix C: Public Communication

Appendix D: Assessment Teams

Appendix E: Geographical Reference Systems

Appendix F: Imagery Dissemination Architecture

Appendix G: Reports

References

.............................................................................................................99

Glossary

...........................................................................................................103

Index

...........................................................................................................115

List of Figures

Figure I-1. Five Phases of a Civil Support Operation

Figure I-2. Federal Agency ESF responsibilities

Figure II-1. Federal Response

Figure II-2. National Incident Management System (NIMS)

Figure II-3. Federal Emergency Management Agency

Figure II-4 Sample JFO ESF Management Organization

Figure II-5. Request for Assistance (RFA)

Figure IV-1. Sample Airfield Survey Checklist

Figure IV-2. Sample Seaport Survey Checklist

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

Figure VII-2. Triage Management

Figure VIII-1. Sample Checklist for Military-assisted Evacuation

Figure VIII-2. Sample Assembly Area Checklist

Figure VIII-3. Sample Helicopter Landing Zone Checklist

Figure E-1. Global Area Reference System (GARS) Worldwide Map

Figure E-2. GARS Labeling Methodology

Figure E-3. GARS US Gulf Coast Designators

Figure E-4. GARS New Orleans Designators

Figure E-5. New Orleans GARS Designators with USNG Overlay

Figure E-6. USNG Zone Designation Overlay of the US Using UTM/MGRS Grid Zone

Designations

Figure E-7. USNG 100,000-meter Square Identification for US Gulf Coast Regional

Areas

Figure E-8. USNG 1,000-meter Square Overlay of Louisiana Parishes

Figure E-9. USNG 1,000-meter Square Overlay of New Orleans

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

EXECUTIVE SUMMARY

CIVIL SUPPORT

Multi-Service Tactics, Techniques, and Procedures

for Civil Support (CS) Operations

This MTTP publication describes US military involvement in CS operations. Military and

civilian after-action reports identify the need for expanded joint and interagency procedures to

enhance military and civilian interoperability. For CS operations to be effective, military and

civilian organizations should understand each others role and capabilities. This MTTP

publication describes the interaction among military and civilian agencies operating at the

tactical level.

Military domestic disaster relief operations present unique challenges when coordinating

with and working alongside non-DOD, state, local, and tribal agencies. This publication

enhances military understanding of typical CS task force organizations and outlines some of the

challenges impacting traditional military operations executed in support of domestic disaster

relief operations. Additionally, this publication provides a tutorial overview of the National

Response Plan (NRP) and the associated interagency coordinating entities that facilitate

domestic disaster relief operations.

Civil Support (CS) Operations

Chapter I presents an overview of CS operations, describes the DOD lead agency

organization and planning considerations, and provides tutorial highlights of the NRP.

Interagency Coordination

Chapter II describes structure, responsibilities, and processes of interagency coordination

groups and describes their function on CS joint task forces (JTFs).

Communications Support Operations

Chapter III details employment of DOD organizations to enable immediate C2 of JTF

elements.

Airport and Seaport Operations

Chapter IV details employment of DOD organizations to re-establish port operations and to

enable military use of civilian air and sea terminal facilities.

Public Safety and Security

Chapter V details employment of DOD organizations which facilitate public safety to include

assessment and clearing.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

vii

Search and Rescue

Chapter VI details employment and integration of DOD search and rescue (SAR)

capabilities and outlines requirements for execution of air, land, and sea SAR operations.

Medical Response

Chapter VII details employment and integration of DOD medical capabilities for evacuation,

mass casualty (MASCAL) care, mortuary assistance, and public health support.

Evacuation Operations

Chapter VIII details employment and integration of DOD capabilities to evacuate by air, land,

and sea supporting pre- and post-disaster evacuation operations.

Logistics

Chapter IX details employment and integration of DOD capabilities to provide and distribute

emergency supplies and to assist in emergency clearing of debris to enhance access to the

disaster area.

Appendices

Appendix A—Statutory and Legal Ramifications

Appendix B—Liaison Officer (LNO) Requirements

Appendix C—Public Communication

Appendix D—Assessment Teams

Appendix E—Geographical Reference Systems

Appendix F—Imagery Dissemination Architecture

Appendix G—Reports

viii

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

PROGRAM PARTICIPANTS

The following commands and agencies participated in the development of this publication:

Joint

US Northern Command, Peterson AFB, CO

US Joint Forces Command, Norfolk, VA

Joint Task Force Civil Support, Fort Monroe, VA

Defense Threat Reduction Agency, Fort Belvoir, VA

Joint Requirements Office, CBRNE, Fort Leonard Wood, MO

National Guard Bureau, Washington DC

Army

US Army Training and Doctrine Command, Fort Monroe, VA

Center for Army Lessons Learned, Fort Leavenworth, KS

US Army North (ARNORTH), Fort Sam Houston, TX

Navy

Navy Warfare Development Command (Norfolk Detachment), Norfolk, VA

WTULANT, Norfolk, VA

Air Force

USAF, A7CX, Pentagon, Arlington, VA

USAF, A7CXR, Pentagon, Arlington, VA

HQ Air Force Reserve Command, Warner Robins, GA

Air Force Doctrine Development and Education Center/DDJ,

Maxwell AFB, AL

Air Combat Command/A-2, Langley AFB, VA

US Air Forces Northern (AFNORTH), Tyndall AFB, Panama City, FL

162nd FW/CDO, Tucson, AZ

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

Chapter I

CIVIL SUPPORT (CS) OPERATIONS

Clearly, Hurricane Katrina was one of the most devastating natural disasters in our nation’s

history, and because of its size and strength, it will have long-standing effects for years to come.

By their nature, major catastrophic events involve extraordinary levels of casualties, damage, or

disruption that will likely immediately overwhelm state and local responders—circumstances that

make sound planning for catastrophic events all the more crucial. Prior disasters and the actual

experience of Hurricane Katrina show that the military is likely to contribute substantial support

to state and local authorities.

The military response, which began prior to Katrina’s landfall on August 29, 2005, peaked at

more than 70,000 troops—over 50,000 National Guard and over 20,000 active federal

personnel.

GAO 06-643 Report to the Congressional Committees

1. Background

a. General. Military units tasked to support civilian authorities during domestic disasters

enable rapid and effective disaster relief operations that limit loss of life, mitigate suffering, and

curtail further significant property damage. Lessons learned from recent disaster operations,

however, highlight inefficiencies where DOD organizations interface with other local, state, and

federal government agencies tasked with disaster relief operations. The challenge remains in

integrating military and civil capabilities within a disaster stricken operating environment with

little intact infrastructure while urgently and efficiently executing relief operations. Critical to

effective disaster relief operations is the DOD ability to commence immediate tactical level relief

operations nearly simultaneous to the occurring disaster.

Illustrated above are unique DOD capabilities employed to enhance civilian disaster relief

operations during the Hurricane Katrina disaster.

b. CS Operations. CS includes, but is not limited to, support of US civil authorities for

major disasters, emergencies, civil disturbance operations, designated defense support of

civilian law enforcement authorities, and domestic special events.

c. Planning. CS operations are conducted in five phases. These phases may overlap

during large scale catastrophic events. Figure I-1 illustrates the five Phases of CS Operations.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

Figure I-1. Five Phases of a Civil Support Operation

(1) Shaping. This phase is characterized by continuous situational awareness (SA) and

preparedness. Actions in this phase include interagency coordination, exercises, and public

affairs outreach.

(2) Staging. This phase begins with the identification of a potential defense support of

civil authorities (DSCA) mission, or when directed by SecDef, and ends with DSCA response

forces in receipt of a prepare-to-deploy order.

(3) Deployment. This phase begins with the initial response force deployment and ends

when response forces are ready to conduct operations in the joint operations area (JOA).

(4) CS Operations. This phase begins when DSCA disaster relief operations commence

and ends when civil authorities are prepared to assume responsibility for operations.

(5) Transition. This phase begins when civil authorities are able to assume

responsibility with no degradation of operations and ends when response forces begin

redeployment.

2. Planning Considerations

a. Federal agency support operations should be fully coordinated and integrated with state

and local government agencies.

b. On-going military operations and Homeland Defense (HD) requirements have priority

over CS operations unless otherwise directed.

c. The duration and scope of DOD involvement will be related to the severity and

magnitude of the event, and the requirements for DOD CS operations. For planning purposes,

expect operations to conclude within 30 days of initiation.

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

d. Disaster relief operations facility requirements should be met through utilization of

existing local government facilities, organic portable substitute facilities, or field construction.

DOD forces will rely on DOD facilities for real estate needs to the maximum extent possible. No

occupation of private land or facilities is authorized without specific legal authority. Real

Property support may be obtained from the General Services Administration (GSA), US Army

Corps of Engineers (USACE), Naval Facilities Engineering Command (NAVFAC), or other

government agencies.

e. In littoral environments Naval forces are ideally suited to cover the gap by establishing a

sea base as close to the operation as possible. They are able to arrive with critical mass quickly,

commence relief support immediately, and sustain those operations indefinitely. Most

importantly, naval forces are not reliant on shore infrastructure, much of which may be damaged

or destroyed in the relief area. Sea-based capabilities can provide robust C2, lift, and

reconnaissance. The use of sea lines of communication can provide an important bridge in CS

efforts until other DOD, government, or civilian agencies can organize and establish operations

in the disaster area.

Developing Situational Awareness

(1)

Situational Awareness. Situational Awareness (SA) will often develop quickly in CS

operations. Media reports, local DOD activities and government agencies may provide easy

access to photographs and news reports and they may even have already completed a hasty

analysis of the situation that enables more direct support by responding forces. Official websites

like the FEMA website (www.fema.gov) will contain policy, reference materials, and

organizations involved in the area along with contacts. DOD emergency preparedness liaison

officers (EPLOs) maintain information briefs and books on state and local military installation

capabilities used for civil emergency planning and coordination. Additionally, EPLOs have a

community-wide chat capability that may be leveraged for rapid exchange of information.

(2)

Commander’s Estimate. The commander’s estimate of the situation will remain the

logical process of reasoning by which all the circumstances affecting the situation are analyzed

and the appropriate course of action to be taken is established. In CS operations the estimate

further develops the SA that is critical in providing operational support to emergency support

functions at the right place, in the right amount, and at the right time.

(3)

Areas of Particular Emphasis. These are:

(a) Identifying environmental conditions such as geography, meteorology, and

other factors affecting operational planning and establishment of command, control, and

employment of forces.

(b) Identifying factors affecting area access to include supply and re-supply of

material.

within the area of operations.

(d) Identifying capabilities and limitations of other participants, as well as federal

and state limitations, on activities driven by national policy, public affairs guidance, or legal

restrictions.

(e) Identifying cultural and local language lexicon affecting the common

understanding of the situation.

(f) Determining the health status of the population and the remaining healthcare

infrastructure and its capability.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

(g) Determining the safety of navigation for water access as charts may be

rendered useless by the situation.

(h) Obtaining an assessment of the infrastructure, including utility systems.

(4) Perception and Expectation Management. A key element in the development of SA

is the understanding of how the DOD’s actions and the federal government response in general

are perceived by the local government and local population. Commanders must be attuned to all

sources, e.g., media, local authorities and commands, etc., in order to make necessary changes

and develop, promote, and sustain unity of effort and public trust. State and local government

agencies and other organizations may have incorrect understandings or unrealistic expectations

regarding the military’s role in the operation. Timing of the call-up is key. Commanders must

determine and communicate the military role, termination/transfer criteria, and a transition plan

at the outset and continue to address expectations as the operation progresses. The correct or

standardized use of terms is critical in CS operations. Every effort should be made to use

commonly understood terminology that does not hamper coordination with state and local

officials, nongovernmental organizations (NGOs), or international organizations. For example,

terms like “refugees” as opposed to the more correct “displaced persons” or “evacuees” have

legal and sometimes negative connotations when used incorrectly and should be avoided.

(5) Transition Points in CS. Military support in dead reckoning (DR) operations is

intended to be short duration to minimize human suffering and stabilize the situation (e.g.,

support during the crisis stage, such as search and rescue [SAR] and recovery efforts). Once

the situation has stabilized, the state and local governments or NGOs should assume those

functions the military initially performed. Transition/transfer points are identified through early

planning. JP 3-57, Civil Military Operations, contains joint doctrine for civil-military operations,

including a discussion on transition metrics and sample checklists for transition and termination

planning. The transition to civilians performing the tasks should be addressed at the initial

meeting(s), with other participants keeping the military-civilian team focused on this critical path

through regular updates. During transition, the military will be shifting to supporting implied

tasks. Key essential functions, such as air and seaport control, that are routinely provided by

formal local organizations are great targets for early integration efforts which, in turn, become

easy targets for early transition. Facilitating civilian agency contributions to the operation as

assets arrive in the operating area, rather than waiting until full capacity is reached, is also ideal

for early integration and transition. Additional missions should not appear unless absolutely

necessary and only with an acceptable transition plan.

(6) Measures of Effectiveness (MOEs). MOE refer to quantitative information collected

by units which describes the quality of service provided. These statistics focus on outcome

indicators and provide a qualitative assessment for decision makers. MOE portray the impact of

provided support. Military forces frequently use performance metrics or achievement indicators

(number of people treated, pounds of medical supplies delivered, quantity of utilities and

resources provided, number of sorties conducted). However, American industry today focuses

on MOE as better outcome indicators, such as mortality or morbidity numbers and utility

restoration rates to an affected population. While both types of measures are useful, MOE are

often more relevant in assessing a situation. Commonality in measures is essential to

coordinating and assessing performance in any operation. It is also essential for DOD forces to

learn from its experience and document the success, or areas for improvement within its tactics

techniques and procedures.

3. Operational Concept

a. Military Support. Military support is tailored to the scope and magnitude of the situation.

Joint forces providing support to civil authorities will most likely be under the direction of a

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

defense coordinating officer (DCO) or under the tactical control (TACON) or operational control

(OPCON) of a joint task force (JTF) commander. A JTF commander exercises OPCON of all

attached DOD organizations (excluding US Army Corps of Engineers [USACE] resources;

National Guard forces operating in state active duty (SAD) or Title 32 status; and in some

circumstances, DOD forces in support of the Federal Bureau of Investigation [FBI]). In the

event that a JTF is utilized, DCOs continue to perform their duties. National Guard personnel

serving in either Title 32 or SAD status are under the command of the governor.

b. Defense Support of Civil Authorities (DSCA). DSCA includes activities and measures

taken by DOD components to foster mutual assistance and support between DOD and civil

government agencies in planning, preparation for, or in response to consequences of civil

emergencies such as natural or man-made disasters, plus DOD assistance for law enforcement

and other designated functions. DSCA missions should be synchronized with the efforts of the

supported civil authorities and are executed through the use of mission assignments. This

synchronization is performed between the joint field office (JFO) and state emergency

operations center (EOC). The NRP integrates the capabilities and resources of emergency

responders. Joint forces performing CS operate as part of the NRP. Except in cases where

immediate response is required DSCA is normally provided in response to an official request for

assistance (RFA) from the LFA or under the direction of the President or SecDef when local,

state, and other federal resources are overwhelmed. Federal, state, and local environmental

regulations apply and are an integral part of mission planning and operational decision making.

Key DOD and federal coordination and response entities with subject matter expertise in DSCA

operations are discussed in chapter II

c. Primary (Lead) Agency. The primary agency (lead agency) directs disaster relief

operations IAW the National Incident Management System (NIMS) process under the NRP.

The NIMS represents a core set of doctrine, concepts, principles, terminology, and

organizational processes that enables effective, efficient, and collaborative incident

management at all levels. It is not an operational incident management or resource allocation

plan. The NRP, using the comprehensive framework provided by the NIMS, provides the

structure and mechanisms for national-level policy and operational direction for federal support

to state, local, and tribal incident managers and for exercising direct federal authorities and

responsibilities as appropriate under the law.

d. Incident Commanders. Incident commanders can anticipate additional resources to

assist with saving and sustaining lives, conducting damage assessments, and with missions

preventing further property damage. Incident commanders establish triggers for requesting

additional mission support through local and state political leaders. Triggers are based on time

for medically determined expected life duration, the effects of current and future environmental

conditions, needs assessment tracking, categories of required resources, and space affected.

e. Initial Response and Short Term Planning. During the initial response phases, local,

tribal, state, private sector, federal partners, and Federal Emergency Management Agency

(FEMA) collaborate and plan together focusing on mission assignments supplementing on-

scene, civilian capabilities.

(1) Life Saving

(a) Employ SAR assets and forces.

(b) Rescue residents/citizens.

(d) Follow-on evacuation.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

(e) Patient evacuation.

(f) Assist evacuation of special needs population.

(g) Execute preliminary damage and rapid needs assessment.

(2) Life Sustaining

(a) Water.

(b) Ice.

(d) Shelter.

(e) Medical.

(3) Initial Damage Assessment

(a) Physical (buildings, bridges, roads, lines of communication [LOC]).

(b) Flooding extent (geographic areas, streets, levees).

(d) Type of incident.

(e) Area involved.

(f) Accessibility

• Roads.

• Waterways.

• Aviation.

• Rail.

(g) Environmental and public health issues.

(h) Status of utilities.

(i) Mass casualty locations and demand for SAR.

(4) Prevention of Further Property Damage

(a) Positive transfer of rescued citizens for post-event evacuation.

(b) Deploy medical teams.

(d) Estimate short-term recovery priorities.

(e) Pollution containment.

(f) Impact of looting.

(g) Plan for salvage team deployment.

Future Operations. The EOC develops future mission priorities and assigns field units

based upon anticipated mission requirements and available resources. Additionally, First Air

Force (1 AF), Air Forces North (AFNORTH) (see AFNORTH website: http://afnorth.us) has

developed the Contingency Response Air Support Schedule with air scheduling products and

an airspace control plan (ACP) with Federal Aviation Administration (FAA) coordination that can

be utilized by emergency support function (ESF) 9 [urban search and rescue (US&R)] to

schedule next-day missions and deconflict follow-on air rescue missions.

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

4. Emergency Support Functions (ESF)

a. ESFs are the primary means through which the federal government provides assistance

to state, local, and tribal governments or to federal departments and agencies conducting

missions with primary federal responsibility. The NRP divides ESFs into 15 categories for

management and coordination of specific types of assistance common to all disasters. For

consistency in operations and planning, states adopt these 15 basic categories. Lead federal

agencies (LFA) direct and coordinate all activities to include those DOD responsibilities listed. It

is important to note however that each state is permitted to add to this list of ESFs those

activities not included that may be unique to the state. More information can be obtained on

FEMA's web site http://www.fema.gov or in government publications. Federal and state

agencies commonly refer to the ESFs by number only for brevity.

Note: The ESFs stipulated by the NRP address DOD support in general. Specific

intelligence support requirements must be considered and coordinated (See Appendix F).

b. Listed below are the fifteen ESFs and their associated purpose, LFAs, and supporting

DOD responsibilities. These details are provided to ensure clarity of tasking authority, definition

of functional reporting requirements, and scope for DOD response options.

(1) ESF1 Transportation

(a) Purpose: Assist federal agencies, state, and local governmental entities, and

voluntary organizations requiring transportation capacity, to perform response missions

following a major disaster or emergency. ESF1 also serves as a coordination point between

disaster relief operations and restoration of the transportation infrastructure.

(b) Lead federal agency (LFA): Department of Transportation (DOT).

transportation support received from organizations eligible under the NRP, including requests

for military transportation.

(2) ESF 2 Communications

(a) Purpose: Ensure the provision of federal telecommunications support to federal,

state, and local response efforts following a Presidentially declared major disaster, emergency,

or extraordinary situation under the NRP. This ESF supplements the provisions of the National

Plan for Telecommunications Support in Non-Wartime Emergencies, hereafter referred to as the

National Telecommunications Support Plan (NTSP).

(b) LFAs: Department of Homeland Security (DHS)/Information Analysis and

Infrastructure Protection/National Communications System.

national policies, consistent with defense priorities as set forth in DOD Directive 3025.1, Military

Support to Civil Authorities (MSCA). The SecDef designated the Assistant Secretary of Defense

for Homeland Defense as the executive agent for DOD support to civil emergencies.

(3) ESF 3 Public Works and Engineering

(a) Purpose: Provide technical advice and evaluation; engineering services; contracting

for construction management and inspection; contracting for the emergency repair of water and

wastewater treatment facilities; potable water and ice, emergency power, and real estate

support to facilitate lifesaving and life-sustaining actions; damage mitigation; and recovery

activities following a major disaster or emergency.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

(b) LFAs: DOD/USACE, DHS, Emergency Preparedness and Response (EPR), and

FEMA.

responsible national-level DOD office for military support to civilian authorities. DOD has

responsibility for ESF 3 and designated the USACE as its operating agent for ESF 3 planning,

preparedness, response, and recovery. DOD/JDOMS provide DCOs to serve as the single

point of contact (POC) to the federal coordinating officer (FCO) and to ESF representatives for

all requests for military assistance other than that provided by ESF 3.

(4) ESF 4 Firefighting

(a) Purpose: Detect and suppress wild land, rural, and urban fires resulting from, or

occurring coincidentally with, a major disaster or emergency requiring federal response

assistance.

(b) LFA: US Department of Agriculture (USDA), Forest Service.

military installations. Support firefighting operations on nonmilitary lands with personnel,

equipment, and supplies as needed to suppress disaster-related fires.

(5) ESF 5 Emergency Management

(a) Purpose: Collect, analyze, process, and disseminate information about impending or

actual disasters to facilitate the overall activities of the federal government in providing

assistance to one or more affected states. Support planning and decision making at both the

field/regional operations and headquarters (HQ) levels.

(b) LFAs: DHS, EPR, and FEMA.

(6) ESF 6 Mass Care, Housing, and Human Services

(a) Purpose: Coordinate federal assistance in support of state and local efforts to meet

the mass care needs of victims of a disaster. This federal assistance will support the delivery of

mass care services of shelter, food, and emergency first aid to disaster victims; the

establishment of systems to provide bulk distribution of emergency relief supplies to disaster

victims; and the collection of information to operate a disaster welfare information (DWI) system

to report victim status and assist in family reunification.

(b) LFAs: DHS, EPR, FEMA, American Red Cross (ARC).

1. Director of Military Support provides available resources (personnel, equipment,

and supplies) in the absence of other national disaster system resource capabilities (including

contracting).

2. Provide potable water and ice for mass care use and bulk distribution to disaster

victims.

3. Provide assistance in inspecting mass care shelter sites after the disaster to

ensure suitability of facilities to safely shelter disaster victims.

4. Provide assistance in constructing temporary shelter facilities, if necessary, in the

disaster area.

(7) ESF 7 Resource Support

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

(a) Purpose: Provide operational assistance in a potential or actual Presidentially

declared major disaster or emergency.

(b) LFA: General Services Administration (GSA).

absence of other national disaster system resource capabilities (including contracting) when

provision does not conflict with the DOD’s primary mission or its ability to respond to operational

contingencies.

(8) ESF 8 Public Health and Medical Services

(a) Purpose: Provide coordinated federal assistance to supplement state and local

resources in response to public health and medical care needs following a major disaster or

emergency, or during a developing potential medical situation.

(b) LFA: Department of Health and Human Services (DHHS).

1. Alert Global Patient Movement Requirements Center (GPMRC) to provide DOD

National Disaster Medical System (NDMS) federal coordinating centers (FCCs) (Army, Air

Force, and Navy) and Veterans Affairs (VA) NDMS FCC reporting/regulating instruction to

support disaster relief efforts.

2. Alert DOD NDMS FCCs to activate NDMS area operations/patient reception

plans; initiate bed reporting based on GPMRC instructions.

3. In coordination with NDMS Operation Support Center (NDMSOSC), evacuate and

manage patients as required from the disaster area to NDMS patient reception areas.

4. In coordination with DOT and other transportation support agencies, transport

medical personnel, equipment, and supplies into the disaster area.

5. Provide logistical support to health/medical disaster relief operations.

6. Provide active duty medical units for casualty clearing/staging and other missions

as needed, including aero medical evacuation; mobilize and deploy Reserve and National

Guard.

(9) ESF 9 Urban Search and Rescue (US&R)

(a) Purpose: Rapidly deploy components of the US&R response system to provide

specialized lifesaving assistance to state and local authorities in the event of a major disaster or

emergency. US&R operational activities include locating, extricating, and providing on-site

medical treatment to victims trapped in collapsed structures.

(b) LFAs: DHS, EPR, and FEMA.

1. Fixed-wing transportation of US&R task forces and incident support teams (ISTs)

from base locations to mobilization centers or base support installations (BSIs). Target time

frame for airlift missions is 6 hours from the time of task force activation.

2. Rotary-wing transportation of US&R task forces and ISTs to and from isolated,

surface-inaccessible, or other limited-access locations

3. Through the USACE, provide trained structures specialists and System to Locate

Survivors (STOLS) teams to supplement resources of US&R task forces and ISTs.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

4. Ground transportation of US&R task forces and ISTs within the affected area.

5. Mobile feeding units for US&R task forces and IST personnel.

6. Portable shelter for use by US&R task force and IST personnel for eating,

sleeping, and working.

(10) ESF 10 Oil and Hazardous Materials Response

(a) Purpose: Provide federal support to state and local governments in response to a

discharge of hazardous materials following a major disaster. As an element of the NRP, ESF10

may be activated under one of the following conditions:

1. In response to a disaster for which the President (through DHS) determines that

federal assistance is required to supplement the response efforts of the affected state and local

governments, under the Robert T. Stafford Disaster Relief and Emergency Assistance Act,

referred to as the Stafford Act.

2. In anticipation of a major disaster or emergency that is expected to result in a

declaration under the Stafford Act. DHS will determine, in consultation with affected states, the

EPA, and the US Coast Guard (USCG), if activation is required to supplement the efforts of

state and local governments. The USCG will be consulted in a disaster or emergency where

the predominant damage is within its jurisdiction. The EPA also will be consulted in such cases.

Within the context of this ESF, the term “hazardous materials” is defined broadly to include oil;

hazardous substances under the Comprehensive Environmental Response, Compensation, and

Liability Act (CERCLA), as amended; pollutants and contaminants defined under Section

101(33) of CERCLA; and certain chemical, biological, and other weapons of mass destruction

(WMD). Federal response to releases of “hazardous materials” is carried out under the National

Oil and Hazardous Substances Pollution Contingency Plan (40 Code of Federal Regulations

[CFR] 300).

(b) LFAs: EPA, DHS, and USCG.

1. Direct response actions for releases of hazardous substances from vessels,

facilities, and vehicles.

2. Provide personnel and equipment to other federal organizations, state, and

local governments (such as Supervisor of Salvage and Diving [SUPSALV]), as requested, if

consistent with DOD operational requirements.

(11) ESF 11 Agriculture and Natural Resources

(a) Purpose: Identify, secure, and coordinate transportation of food assistance to

affected disaster areas.

(b) LFAs: USDA and Department of Interior (DOI).

1. Assess the availability of DOD food supplies and storage facilities capable of

storing dry, chilled, and frozen food.

2. Assess the availability of DOD transportation equipment, material handling

equipment, and personnel for support. This responsibility will be confined to the posts, camps,

and stations within or adjacent to the disaster area.

3. Deliver and distribute resources to areas designated by ESF 11.

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

(12) ESF 12 Energy

(a) Purpose: Restore national energy systems following a major disaster, emergency,

or other significant event requiring federal response assistance. In addition, the Department of

Energy (DOE) members of ESF 12 provide direct coordination with all other department

response elements.

(b) LFA: DOE.

priorities to ESF 12 for restoring energy service to critical defense facilities. USACE coordinates

emergency power team tasking with power-system restoration activities to assist in setting

priorities.

(13) ESF 13 Public Safety and Security

(a) Purpose: Integrate federal public safety and security capabilities and resources to

support the full range of incident management activities associated with incidents of national

significance.

(b) LFAs: DHS and Department of Justice (DOJ).

and expertise.

(14) ESF 14 Long-term Community Recovery and Mitigation

(a) Purpose: Provide a framework for federal government support to state, regional,

local, and tribal governments, NGOs, and the private sector designed to enable community

recovery from the long-term consequences of an Incident of National Significance. This support

consists of available programs and resources of federal departments and agencies to enable

community recovery, especially long-term community recovery, and to reduce or eliminate risk

from future incidents, where feasible.

(b) LFAs: USDA, Department of Conservation (DOC), DHS, Department of Housing

and Urban Development (HUD), Department of the Treasury, Small Business Administration

(SBA).

engineering, and natural hazard risk assessment (RA) expertise. Support the development of

national strategies and plans related to housing, debris management, and the restoration of

public facilities and infrastructure.

(15) ESF 15 External Affairs

(a) Purpose: Ensure that sufficient federal assets are deployed to the field during

incidents of national significance to provide coordinated and timely information to affected

audiences, including governments, media, the private sector, and the local populace. ESF 15

provides the resource support and mechanisms to implement the NRP and Incident

Communications Emergency Policy and Procedures (NRP-ICEPP) described in the NRP Public

Affairs Support Annex.

(b) LFAs: DHS, EPR, and FEMA.

federal departments and agencies support the NRP and are responsible for providing

appropriate support for ESF 15 as required.

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

2. National Incident Management System (NIMS)

a. In response to attacks on 11 September 2001, President George W. Bush issued

Homeland Security Presidential Directive 5 (HSPD-5) in February 2003. HSPD-5 called for a

National Incident Management System (NIMS). NIMS provides the doctrine, concepts,

principles, terminology, and organizational processes needed for effective, efficient, and

collaborative incident management at all levels. NIMS can be organized along functional lines

or jurisdictional lines. When organized functionally, responses are directed by subject matter

experts (SMEs). When organized jurisdictionally, NIMS is organized along local (municipality

and county), state, regional, and federal jurisdictions. NIMS assumes that incidents are handled

at the lowest jurisdictional level possible. The Secretary of Homeland Security announced the

establishment of NIMS in March 2004.

b. The NIMS incident management structure has three components: the Incident

Command System (ICS), multi-agency coordination systems, and public information system.

Figure II-2 depicts the NIMS framework.

Figure II-2. National Incident Management System (NIMS)

c. NIMS distinguishes between command authority and coordination authority. Command

authority is vested in the incident commander, whether a single incident commander or an area

commander. Coordination authority is vested in coordinating officers, whether the state

coordinating officer, the federal coordinating officer, or the defense coordinating officer. Each

coordinating officer has the authority to make coordinating decisions within his or her jurisdiction

whether federal, state, or local.

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

d. NIMS recognizes that each jurisdiction has authority within its boundaries and that each

agency or functional expert, such as firefighters, law enforcement, medical personnel, or

environmental protection personnel, has authority within its functional arena.

3. Executive Authorities

a. President. The President is the chief executive authority regarding incidents. Under the

authority of the Stafford Act, he declares incidents to be disasters or emergencies. Under the

authority of the NRP, he declares incidents to be of national significance. He can delegate

authority to others to act as executive agents in matters of incident response. Figure II-2

depicts the national response incident cycle.

b. Secretary of Homeland Security. The President directs the Secretary of Homeland

Security to take direct responsibility for domestic emergencies.

c. Secretary of Defense

(1) The SecDef authorizes military support to civil authorities (MSCA) for domestic

incidents as directed by the President or when consistent with military readiness operations and

appropriate under the circumstances and the law. In accordance with HSPD-5, the SecDef

retains command of military forces under MSCA. Only the President or the SecDef can

authorize the deployment of forces for CS operations.

(2) The SecDef decides whether or not units will be armed when the military supports

civilian law enforcement agencies. In addition, the SecDef is the approval authority for any

requests from lead federal agencies (LFAs) for potentially lethal support (i.e., lethal to the public,

a member of law enforcement, or a Service member).

d. Principal Federal Officer (PFO). The PFO is the federal official designated by the

Secretary of Homeland Security to act as his/her representative locally to oversee, coordinate,

and execute the Secretary’s incident management responsibilities under HSPD-5 for incidents

of national significance. The PFO is usually, but not always, the federal coordinating officer

(FCO).

e. Lead Federal Agency (LFA). LFA is a term used by DOD, not DHS. The LFA is the

federal agency that leads and coordinates the overall federal response to an emergency.

Designation and responsibilities of an LFA vary according to the type of emergency and the

agency’s statutory authority.

(1) DHS. For non-terrorist acts, the DHS is the LFA. DHS has authorized the Federal

Emergency Management Agency (FEMA) to be its executive agent for domestic incident

management.

(2) Federal Bureau of Investigation (FBI). If the incident is deemed a terrorist act, then

the FBI is the LFA.

(3) Incident-specific LFA. When an incident-specific incident occurs, another agency

might be the LFA. For example, for an oil spill, the Environmental Protection Agency would be

the LFA, or for a maritime security incident, the USCG would be the LFA.

Governor. The state governor has the final commitment authority over state capabilities

in any disaster response effort short of a federal response. Governors have the unique

authority to issue a state emergency declaration, mobilize the state National Guard, and redirect

state resources to an emergency response. A governor can request federal assistance from the

President when state capabilities prove insufficient. This request brings the resources of the

federal government to bear on the disaster and can involve DOD. Ultimately, all DOD support

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

to disaster response is temporary with the end state being transfer of all emergency functions

back to civilian authorities.

g. Lead State Agency. Just as a lead agency is designated at the federal level, so too a

lead agency is designated at the state level. Lead state agencies might include:

(1) State Emergency Management Agency. Typically, states have established state

emergency management agencies as executive agents to manage incident response.

(2) State Law Enforcement Agencies. These agencies can include investigative bureau

personnel and state patrol officers (which in some states are distinctly different from state police

officers.)

(3) The National Guard. The National Guard could be the first military unit called when

first responders exhaust organic capabilities, and the incident response is elevated to the state

level. In this capacity the National Guard begins in a SAD status under the governor’s

command. The National Guard provides support to the local incident commander but does not

take charge of the response operation. National Guard Soldiers operating in either Title 32 or

SAD status are not subject to the Posse Comitatus Act and operate under the orders of the

governor. They can be given significant law enforcement responsibilities, typically in SAD

status, by state governors and can be used to perform specific law enforcement missions under

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

multiple versions of rules for the use of force (RUF). The more widely recognized term “rules of

engagement (ROE)” is not used during disaster response missions. See appendix A, Statutory

and Legal Ramifications, for further discussion of legal considerations and ROE/RUF.

(4) Emergency Management Assistance Compacts (EMACs). EMACs are legal

agreements between two or more states designed to expedite interstate utilization of emergency

response assets. EMACS enable National Guard personnel from other states to be deployed

across state lines in a SAD status to assist in regional disaster response efforts.

4. Incident Command System (ICS)

a. The ICS defines the operating characteristics, interactive management components, and

structure of incident management and emergency response organizations engaged throughout

an incident’s life cycle. Direct tactical and operational responsibility for conducting incident

management activities rests with the incident commander.

b. The key feature of NIMS is the ICS. The ICS organization is unique but easy to

understand. The ICS is the combination of facilities, equipment, personnel, procedures, and

communications operating with a common organization structure, designed to aid in the

management of resources during incidents.

c. ICS organization has no correlation to the administrative structure of any single local,

state, or federal agency or jurisdiction. This type of organization is deliberate to avoid the

confusion over different position titles and organizational structures that have been a significant

stumbling block to effective incident management. For example, someone who serves as a

chief every day may not hold that title when deployed under an ICS structure.

d. Concepts of “command” and “unity of command” have distinct legal and cultural

meanings for military forces and operations. For military forces, command runs from the

President to the SecDef to the commander of the combatant command to the commander of the

forces. The “unity of command" concept utilized by civil authorities is distinct from the military

chain of command. NIMS acknowledges that incident command is exercised through chain of

command, defined as an orderly line of authority within the ranks of the incident management

organization. Incident command may be transferred from one commander to a succeeding one.

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

Transfers of incident command should include a transfer of command briefing (which may be

oral, written, or both). A transfer of command occurs when a more qualified person assumes

command; the incident situation changes over time, resulting in a legal requirement to change

command (e.g., multijurisdictional or multiagency involvement); there is normal turnover of

personnel on extended incidents; or the incident response is concluded and responsibility is

transferred to the home agency.

5. Multiagency Coordination Systems

a. Multiagency coordination systems represent the second of the three NIMS components.

As stated above, NIMS distinguishes between command authority and coordination authority.

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

or an area commander, and is exercised through the ICS. Coordination authority is vested in

coordinating officers, whether the federal coordinating officer (FCO), the state coordinating

officer (SCO), or the defense coordinating officer (DCO). Each coordinating officer has the

authority to make coordinating decisions within his or her jurisdiction, whether federal, state, or

local. Sometimes coordinating officers are dual-hatted with command authority. For example,

at the federal level, the FCO might also be the principal federal officer empowered to act in

behalf of the Secretary of Homeland Security.

b. When incidents cross functional or jurisdictional boundaries, a multiagency coordinating

entity may be used to facilitate incident management and policy coordination. Multiagency

coordinating entities are combinations of facilities, equipment, personnel, procedures, and

communications integrated into a common system with responsibility for coordinating and

supporting domestic incident management. Multiagency coordinating entities typically consist of

principals or their designated representatives from organizations and agencies with direct

incident management responsibility or with significant incident management support or resource

responsibilities.

c. The primary functions of multiagency coordination systems are to support incident

management policies and priorities; facilitate logistics support and resource tracking; inform

resource allocation decision makers by using incident management priorities; coordinate

incident related information; and coordinate interagency and intergovernmental issues regarding

incident management policies, priorities, and strategies. As stated above, direct tactical and

operational responsibility for conducting incident management activities rests with the incident

commander. Command authority does not reside in coordinating officers or coordinating

entities although coordinating officers may be designated with command authority.

d. Multiagency coordination systems consist of coordinating officers, emergency operations

centers, and coordinating entities.

6. Coordinating Officers

a. Typically, for any incident, each political level of jurisdiction—state, federal, and

defense—has a single coordinating officer. Each coordinating officer has a supporting

coordinating staff.

b. FCO. FEMA established the National FCO Program in 1999. Its purpose is to train a

cadre of senior incident management personnel to be permanent full-time FCOs for major

disaster operations. FCOs are assigned to both FEMA headquarters and regional offices. The

FCO program director is located in the FEMA Headquarters Response and Recovery

Directorate.

(1) The FCO is the federal officer appointed to manage federal response support

activities related to Stafford Act disaster and emergencies. The FCO is responsible for

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

coordinating the timely delivery of federal disaster assistance resources and programs to the

affected state and local governments, individual victims, and private sector. The FCO works

directly with the SCO. During an incident, he is located at the joint field office (JFO).

(2) Sometimes coordinating officers are dual-hatted with command authority. For

example, at the federal level, the FCO might also be the PFO empowered to act in behalf of the

Secretary of Homeland Security.

c. SCO. The SCO is appointed by a governor to coordinate state response and recovery

operations with the federal government. The SCO coordinates directly with the FCO and the

DCO.

d. DCO. DCOs are active component officers in the grade of O-6 (or their Civil Service

equivalents) who represent DOD at the JFO. The DCO is the single DOD POC at the JFO. The

DCO is under operational control (OPCON) to the designated supported combatant commander

or designated joint task force (JTF) commander.

e. LNO. The LNO is the POC for representatives of other governmental agencies,

nongovernmental organizations, and/or private entities. Representatives from assisting or

cooperating agencies and organizations coordinate through the LNO. LNOs should have the

authority to speak for their parent agencies or organizations on all matters.

7. Emergency Operations Centers (EOC)

a. EOCs coordinate information and resources to support incident management activities.

EOCs can be organized by function, such as fire, law enforcement, medical, or public works; by

jurisdiction, such as municipal, state, regional, or national; or by a combination of both.

b. EOCs might be established to meet temporary, short-term needs. When in a

nonemergency configuration with minimal staffing, EOCs should still be able to perform the five

emergency staff functions of command, operations, planning, logistics, and

finance/administration. When activated for an incident, EOCs should also be able to perform

the functions of coordination; communications; resources dispatch and tracking; and information

collection, analysis, and dissemination. When fully-activated, EOCs are typically in support of a

specific incident command post (ICP).

c. EOCs are coordinating entities, not ICPs even though ICPs might perform EOC-like

functions during small incidents or during the initial phase of a response to a major incident.

8. Coordinating Entities

a. When incidents cross disciplinary or jurisdictional boundaries or involve complex incident

management scenarios, a coordinating entity, such as an emergency management agency,

may be used to facilitate incident management and policy coordination.

b. Coordinating entities typically consist of agency principals or their designees who have

direct incident management responsibility or with significant incident management support or

resource responsibilities. These entities are sometimes referred to as crisis action teams, policy

committees, incident management groups, executive teams, or other similar terms. For

example, the wild land fire community has such an entity, the Multiagency Coordination Group.

In some situations, EOCs may serve a dual function as a coordination entity.

c. Coordinating entities typically provide strategic coordination during domestic incidents.

Specifically, their principal functions and responsibilities include the following:

(1) Ensuring that each agency involved in incident management activities is providing

appropriate situational awareness (SA) and resource status information.

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

3 December 2007

(2) Establishing priorities between incidents and/or area commands in concert with the

incident command or combatant command involved.

(3) Acquiring and allocating resources required by incident management personnel in

concert with the priorities established by the incident command or unified command.

(4) Anticipating and identifying future resource requirements.

(5) Coordinating and resolving policy issues arising from the incident(s).

(6) Providing strategic coordination as required.

d. Typical coordinating entities:

(1) Office of Emergency Services (OES). All states have a specific agency that

coordinates emergency preparedness planning, conducts emergency preparedness training and

exercises, and serves as the governor's coordinating agency in an emergency. The titles of

these offices vary from state to state, for example, Division of Emergency Government,

Emergency Management Agency, Department of Public Safety, or Office of Emergency

Preparedness. This MTTP publication refers to this agency using the generic term OES.

Generally, the OES is either organized as a stand-alone office under the governor or aligned

under The Adjutant General (TAG) or the state police. It operates the state EOC during a

disaster or emergency and coordinates with federal officials for support if required.

(2) FEMA. FEMA is the DHS executive agent for emergency management. As such,

FEMA is responsible for responding to, planning for, recovering from, and mitigating against

disasters. FEMA is organized into ten regions. The region becomes the focal point for

organizing and coordinating state and federal emergency management. See figure II-3.

Figure II-3. Federal Emergency Management Agency

(3) Joint Field Office (JFO). The JFO is a temporary multiagency coordination center

established locally in the field. It provides a central location for coordination of federal, state,

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

3 December 2007

FM 3-28.1/NTTP 3-57.2/AFTTP(I) 3-2.67

Military reference books and manuals (2009-2023, Volume 1) - page 28