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Military reference books and manuals (2009-2023, Volume 2) - page 5

coordinator, Air Mobility Command, and the naval air logistics office. The ATOC is

the information fusion point through which all information relating to air logistics is

received, processed, and dispatched to each functional area at the advanced

logistic support site.

(7) Flight operations consist of ground handling of aircraft, passenger service,

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

interface between the flight line and the ATOC. The ramp controller’s primary

duties are to ensure ATOC guidance and all personnel working on the ramp

adhere to directions.

f. Sea Ports/Seabasing.

(1) Major storms and earthquakes can dramatically impact harbor navigation,

aids to navigation, and navigability (due to sand bars, landslides or debris). A

rapid post-disaster assessment of the seaport will normally be required before the

port is opened for emergency operations. Local units will be critical to conducting

the assessment and will usually include the USCG, Army Corps of Engineers

(USACE), and civilian contractors. The USCG Captain of the Port will determine if

the port is open for emergency operations. Harbor and marine channel clearance

disaster/emergency situations often require harbor and marine channel clearance

operations. These operations may involve natural obstruction clearance; salvage

of ships, piers, marine railway, bridges; or other damaged structural repair

affecting the marine shipping channel operation. Depending upon the type and

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

could affect a substantial geographic area. The Navy has additional survey and

salvage capabilities including Fleet Survey Teams, Navy Supervisor of Salvage,

salvage ships, mobile diving and salvage units, and associated commercial

salvage contractors.

(2) Port opening will likely be a joint operation coordinated through local officials

and the JTF port opening element, working to support the USCG Captain of the

Port. These elements will coordinate port operations, prioritize vessel and terminal

operations for critical cargo needed for emergency operations and key industries.

(3) Seaports must be surveyed to determine if they are safe and capable to

conduct emergency operations. A sample seaport survey is provided in table 6.

Table 6. Sample Seaport Survey

1. Location:

Date:

2. Name of seaport:

3. Lat/long coordinates:

4. Entrance restrictions and minimum anchorage:

5. Channel depth, depending on season:

6. Tide, depending on season:

7. Pilots required or available:

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Table 6. Sample Seaport Survey

8. Navigational aids:

9. Port or beach obstacles:

10. Wharf (description and capabilities):

11. Fuel (type and availability):

12. Materials handling equipment:

13. Physical security available and in use:

14. Distance from post to the seaport:

15. Conditions of roads leading to the seaport:

16. Conditions and weight limit of 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 contacts, key personnel:

22. This report prepared by:

23. ______Sketch attached ________Video attached ________Photo(s) attached

(4) Navy cargo handing battalions (NCHBs) can augment and accomplish port

control, loading and unloading. The Army also has specialized cargo handling

units for port operations. The NCHB has C2 for handling operations and providing

support personnel to discharge/load ships either pier side or in-stream, for all

classes of cargo, including hazardous materials (HAZMAT). They can conduct

port terminal operations in developed or undeveloped ports, which include

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

heavy lift pedestal and gantry cranes, mobile hydraulic cranes, yard and stay rigs,

and jumbo booms. NCHB is capable of performing heavy lift crane operations in

support of maritime pre-positioning force (MPF) squadrons, container ships, fast

sealift ships or fast logistics ships, and auxiliary crane ships.

(5) Seabasing. Shore facilities, transportation corridors and ports can be heavily

impacted by disasters, and support from offshore, or seabasing may be essential

for supporting response operations ashore. Ships and ship based aircraft can

provide essential C2, medical, survey, SAR, and support and response

operations. Seabasing is especially valuable for disasters in lowlying areas where

road, rail and airports may be underwater, or inaccessible due to damage. Large

Navy amphibious ships with rotary wing landing platforms are ideal for seabasing

operations as they can support sustained operations independent of land

facilities. Specialized landing craft, utility (LCUs) and landing craft, air cushion

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6. Operational Concept/Initial Planning.

During the initial response phases, local, tribal, state, private sector, federal partners,

and FEMA collaborate focusing on mission assignments supplementing on scene and

civilian capabilities as shown in table 7.

Table 7. Sample Mission Assignments

Prevention of

Life

Initial Damage

Life Saving

Further Property

Sustaining

Assessment

Damage

Employ search

Water

Physical (buildings,

Positive transfer of

and rescue

bridges, roads, lines of

rescued citizens for

(SAR) assets

communication)

post-event

and forces

evacuation

Rescue

Ice

Flooding extent

Deploy medical

residents/citizens

(geographic areas,

teams

streets, levees)

Provide

Food

Survival locations.

Access to incident

immediate

(Identify survivor

areas involved

medical care

collection/transfer points)

Follow-on

Shelter

Type of incident

Estimate short-term

evacuation

recovery priorities

Patient

Medical

Area involved

Pollution containment

evacuation

Assist

Accessibility (roads,

Impact of looting

evacuation of

waterways, aviation, rail)

special needs

population

Execute

Environmental and public

Plan for salvage

preliminary

health issues

team deployment

damage and

rapid needs

assessment

Status of utilities

Mass casualty locations

and demand for SAR

7. Evacuation Considerations.

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

from a specific area, caused by unusual or emergency conditions. Evacuation order

authority rests with civilian authorities. DOD units can provide critical support for

evacuation operations especially in the areas of transportation, logistical and

medical support. DOD involvement in civilian evacuations demands a clear

understanding of the specific operational requirements and legal ramifications.

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Evacuation areas and collection points are normally coordinated with appropriate

agencies to ensure proper medical care, food, water, and shelter.

b. Evacuation considerations are provided in table 8 for military units tasked with

assisting evacuation operations.

Table 8. Sample Survey for a Military-Assisted Evacuation

1. Name and title of the official in charge of the evacuation:

2. Where and at how many stations will the military conduct screening of evacuees?

3. Who will assist the military?

4. Is the environment permissive, uncertain, or hostile?

5. Perimeter security needs:

6. Policy for unauthorized persons forcibly attempting to join the evacuation?

7. Assembly areas and embarkation points:

8. Are alternate evacuation, assembly, or reception sites available if required?

9. Will food be required? Total Meals:

10. Is potable water available? Quantity of bottled water required:

11. Portable radios available to assist in assembly, movement, and control of

evacuees:

12. How many sets, frequencies, additional needs?

13. Manifests of evacuees.

14. Other factors affecting evacuation:

a. Travel restrictions:

b. Curfews:

c. Roadblocks:

15. Public affairs considerations.

16. Give number of evacuees who are:

a. Wounded, injured, or ill (litter):

b. Wounded, injured, or ill (ambulatory):

c. Pregnant:

17. What medical assistance (to include special equipment) will be required?

18. Breakdown of evacuees by age and sex:

Age

0-7 years

8-16 years

17-20 years

21+ years

Male

_________

_________

_________

_________

Female

_________

_________

_________

_________

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8. Communications Planning Factors.

a. Communications support is critical to successful disaster assistance operations.

When disasters strike, local communications systems are typically disabled and may

be completely destroyed. Recent disaster operations illustrate our nation’s cellular

capabilities may be disrupted during major natural disasters. Military organizations

should be prepared to extend communication capability to each of their non-DOD

disaster response task force partners. Table 9 presents anticipated

communication/network requirements.

Table 9. Anticipated Communication/Network Requirements

Team package

Team package

Task Force

Task Force

with Data

without Data

Headquarters

Response Cell

Requirement

Requirement

Programmable land

Programmable LMRs

Programmable

Programmable

mobile radios (LMRs)

LMRs

LMRs

High frequency (HF)

HF radios

HF radios

HF radios

radios

Single channel radios

Single channel radios

Single channel

Single channel

radios

radios

Secure cell capability

Secure cell capability

Secure cell

Secure cell

(Iridium, Qsec)

capability

capability

SECRET Internet

SIPRNET, NIPRNET,

SIPRNET,

Protocol Router

and internet access

NIPRNET, and

Network (SIPRNET),

internet access

Nonsecure Internet

Protocol Router

Network (NIPRNET),

and internet access

Point of Presence

POP SATCOM

POP SATCOM

(POP) satellite

communications

(SATCOM)

Wireless Priority

WPS and GETS cards

WPS and GETS

Service (WPS) and

cards

Government

Emergency

Telecommunications

Service (GETS) cards

Personal computers

Personal computers

Personal

computers

Video teleconferencing

VTC

(VTC)

Secure Bridge

Secure Bridge

Encryption device for

Encryption device for

secure data

secure data

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Table 9. Anticipated Communication/Network Requirements

Team package

Team package

Task Force

Task Force

with Data

without Data

Headquarters

Response Cell

Requirement

Requirement

Voice-over-internet

VoIP Phones

protocol(VoIP) Phones

Secure and non-

Secure and non-

secure email

secure email

addresses

addresses

Local television

Radio Gateway

Deployable Cell Phone

Tower

b. DSCA operations demand immediate action and interoperability of diverse

groups (military, federal, and civilian). The ICS requires unclassified communications

in clear text. Priority is given to clarity over security when employing traditional

military communications security paradigms and jargon.

c. Voice communications planning is divided into three main levels: C2 nets satellite

communications/high frequency (SATCOM/HF), tactical C2 nets ultra high

frequency/very high frequency (UHF/VHF), and tactical operational nets. Frequency

plans are published via operation order (OPORD) and special instructions (SPINS)

to support participants. To ensure maximum interoperability, the airspace control

plan assigns frequencies.

9. Data Communications Planning.

a. Upon deployment, communications should be established with the primary

agency or JTF command and local area authorities, as applicable. The 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/frequencies.

(6) Coordinating reports.

b. C2 architecture planning considerations identify the following:

(1) Required reports and reporting frequency.

(2) Classification levels.

(3) Communications services, SECRET Internet Protocol Router Network

(SIPRNET), non-secure internet protocol router network (NIPRNET), internet

(non-NIPRNET) and cell.

(4) Available public communications capability.

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Chapter IV

Commander’s Considerations

1. Overview.

This chapter is not intended to detail how key billets should plan and execute their

primary role. It is intended to provide insight into how the DSCA environment is different

than the typical operating environment of military forces. It should not be used as an all

inclusive planning checklist, but rather as a foundation for further planning and training.

Chapter V contains more specific planning factors for key billets, broken down by phase

of DSCA operation.

2. Tactical Level Commander.

a. Civilian counterpart(s): IC or member of Unified Command.

b. C2 in DSCA requires a change of mindset. In DSCA operations, unless the DOD

is the primary agency (PA) for the incident (through ESF #3, Public Works and

Engineering) the military is not in charge of the incident. Typically DOD is in a direct

support role. With the variety of organizations involved in DSCA, commanders

should expect some level of chaos.

3. Executive Officer (XO) - could also be Deputy or Chief of Staff (COS).

a. Civilian counterpart(s): Deputy Incident Commander.

b. The primary responsibility of the XO is to synchronize and coordinate DSCA

efforts across all staff sections. This is especially critical during the deployment and

DSCA operations phases when synchronization and integration of resources are

crucial and unit assets may be widely dispersed. Frequently in a DSCA environment,

units must conduct split-base operations. When this occurs, the XO needs to be

prepared to perform duties as the commander in addition to supervising staff

activities. In the absence of assigned special staff, this individual must ensure

special staff duties are performed, either through assigning additional duties or by

requesting support from a higher authority.

Note: If unit personnel live in the area affected by the disaster, ensure the staff

coordinates shelter support and determines the availability of other support services

(such as commissary, exchange, and daycare). Accountability of personnel may

become very difficult in this situation.

4. Personnel/Human Resources.

a. Civilian counterpart(s): Duties may be spread within the ICS Planning Section

Resource Unit, and/or Documentation Unit and Finance/Administration Section Time

Unit.

b. Personnel management in a DSCA environment presents challenges such as—

(1) Working with civil authorities and operating within US laws.

(2) Working with civilian medical facilities in tracking military personnel status,

when required.

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(3) Integrating and accounting for DOD civilians/contractors specifically

augmenting the unit.

(4) Capturing expenditures directly related to the DSCA mission for

reimbursement.

(5) Potential issues resulting from family members within the affected area.

(6) Varying levels of existing infrastructure and available support from the base

support installation (BSI).

c. Personnel/human resources should coordinate for additional services available at

the BSI and for replacement personnel from the home station such as legal, medical,

contracting, and finance.

5. Intelligence.

a. Civilian counterpart(s): Duties may be located within the ICS planning section

intelligence unit (if resourced) or situation unit, or operations section security

operations branch.

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

reconnaissance (ISR), intelligence preparation of the battlespace (IPB), or joint

intelligence preparation of the operational environment (JIPOE). The appropriate

terminology in a DSCA environment is incident awareness and assessment (IAA).

b. Gathering information on weather, roads, environmental factors, and the incident

is legal and necessary. However, the collection and retention of any information

identifying a USPERS by DOD and NG intelligence personnel will only occur when

there is a specific mission and authority to do so, and will be conducted in

accordance with DOD 5240.1-R. It is important DOD personnel know to report all

information regarding crimes or illegal activities to the appropriate civilian law

enforcement authorities.

c. The CJCS Standing DSCA EXORD authorizes the use of IAA resources to

support first responders and decision makers in the following missions:

(1) SA.

(2) Damage assessment.

(3) Evacuation monitoring.

(4) SAR.

(5) Chemical, biological, radiological, nuclear, and high-yield explosives (CBRNE)

assessment.

(6) Hydrographic survey.

(7) Dynamic ground coordination.

6. Plans and Operations.

a. Civilian counterpart: Operations Section Chief.

b. Operations and planning in a DSCA operation may require a change of mindset.

Military units are operating in support of the civilian authorities. The “supported

commands” are the local authorities beginning at the city and county levels and

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in a DSCA environment. Military mortuary affairs within the US differ from combat-

related and civilian mortuary affairs. In addition, military personnel will find civilian

mortuary affairs differ by locality. The potential for a significant number of American

civilian deaths due to the incident presents challenges military personnel are not

accustomed to handling.

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

regarding mortuary affairs and recovery of human remains vary by state, and often by

community. For more information, see JP 4-06, Mortuary Affairs.

8. Communications.

a. Civilian counterpart: Communications Unit Leader (Logistics Section).

b. Communications in a DSCA operation are unique. Internal military

communications can be accomplished in accordance with unit standard operating

procedures; however, requirements to communicate with civilian authorities may

present challenges. Depending upon the situation, the unit may be tasked to provide

communications for civilian authorities.

c. Military communications equipment cannot be assumed to be compatible with

civilian equipment. Civilian equipment will not be capable of adapting to military

systems; therefore, military units should be prepared to adapt to the 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 the NIICD web site:

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

Note: Make sure all liaison officers (LNOs) deploy with the necessary equipment to

communicate with higher headquarters and they have computer systems and wireless

or satellite capability to perform their duties effectively. Assume the receiving

organization will not be able to provide this.

9. Public Affairs Officer/Information Officer.

a. Civilian counterpart: JFO Public Affairs Officer.

b. It is the responsibility of local and state officials to provide information/directions

to the public (for example, evacuation procedures). Each state determines who in

the state has the authority to provide directions to the public (such as the sheriff,

mayor, or judge).

Note: DOD agencies may assist the appropriate authorities with dissemination of

information as long as the instructions are properly attributed. For example, “The mayor

has directed a mandatory evacuation for the city.”

c. Normally, general information to the public and media about the event will come

from the incident PAO, press/ PIO, or the JIC. 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 public affairs activities are

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limited to supporting the primary agency or focusing on the actions of DOD to

support the incident (in coordination with the primary agency). In no case will DOD

public affairs activities place DOD in the forefront; DOD must be portrayed as a

partner and participant in the incident response.

d. 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. See table 10 for an example of basic public affairs

guidance. PAOs are encouraged to complete IS 250 on-line training at the FEMA

web site.

Table 10. Example of Basic Public Affairs Guidance

Talking to the media:

1. As a member of the military, you have a great story to tell.

2. Everything you say reflects upon your unit, your Service, and the department of

defense (DOD).

3. Assume everything is on the record.

You may discuss:

1. What you do for the DOD or in your National Guard unit.

2. How you train/prepare to deploy.

3. Personal details you care to share about your family or life.

4. Your feelings about deploying.

5. Where, generally, you are headed—for example, a wildfire in California.

Do not discuss:

1. Exact numbers/location of personnel/equipment.

2. Specific aircraft or weapons configurations.

3. Specific protection measures.

4. Rules of engagement/rules for the use of force.

5. Classified information.

Do Not Speculate—if you don’t know an answer, say so. If you have questions,

contact your local public affairs officer.

10. Staff Judge Advocate (SJA).

a. Civilian counterpart(s): State Attorney General, County Attorney, ICS Legal

Officer.

b. The role of the SJA in a DSCA environment is critical. The laws and regulations

regarding operations on US soil differ from those for combat operations.

Commanders and all DOD personnel operating in a DSCA environment need to be

aware of these differences.

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

uniqueness of DSCA operations. Detailed information on legal aspects of DSCA can

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f. As a primary mission, the RST will support the command to which it is assigned.

Pursuant to a commander’s orders or religious support plan, the RST may also be

responsible for providing joint area RS to units without assigned chaplains and to

personnel from low-density faith groups. A NG RST in SAD or Title 32 status may

provide RS to active component personnel during emergency circumstances.

g. Coordination and collaboration among DOD religious support and civilian clergy,

religious ministry professionals, and caregivers enhances mission success, the

recovery process and situation awareness. Response and recovery following

disasters and catastrophic events will require all local, state, tribal, federal, and non-

governmental resources working in a cooperative partnership.

h. The NG, under the command of the governor or TAG will generally be the first to

respond to a natural or man-made disaster. The JFHQ-State chaplain is responsible

for coordinating RS for NG forces serving in state active duty or Title 32, U.S.C. NG

forces coordinate the disaster response with the NG Bureau-Office of the Chaplain

(NGB-OC). CCMD chaplains and JTF chaplains will coordinate chaplain activities

with NGB-OC and involved joint forces headquarters (JFHQ)-State chaplains, to the

maximum extent possible, to ensure collaboration and cooperation. In particular,

CCMD chaplains coordinate chaplain responses with NGB-OC.

i. The JTF chaplain will be responsible for coordinating the activities of DOD

chaplains, and civilian chaplains, clergy, and religious ministry professionals

supporting the DOD community, which is normally conducted through civil-military

operations centers. Therefore, national coordination efforts are needed to build

partnerships among DOD chaplains and civilian clergy, religious ministry

professionals, and other agencies responding to disasters.

12. Medical Officer/Surgeon/Medical Teams.

a. Civilian counterpart(s): Medical Unit Leader (Logistics Section).

b. Military medical capabilities may be requested to augment or sustain federal,

state, or local medical assets in order to save lives and minimize human suffering.

Military medical forces will remain under C2 of US military commanders but will

support the Department of Health and Human Services (DHHS).

c. Medical personnel face unique challenges in a DSCA environment. They must be

prepared to deal with both military and civilian resources, provide for both military

and civilian casualties, and ensure proper documentation is accurately completed.

d. When a joint task force is activated, a command surgeon is designated from one

of the component Services. The joint force surgeon reports directly to the JFC or

JFLCC. The joint force surgeon assesses the health service support and force

health protection (FHP) requirements and capabilities (including public health and

medical needs) and provides guidance to the CCDR to enhance the effectiveness of

medical support throughout the area of responsibility.

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

responsibilities of in full spectrum operations.

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(d) Use appropriate countermeasures and PPE (including appropriate face

masks) to avoid inhaling airborne debris.

(e) Dispose of waste properly to avoid contributing to the problem.

(f) Avoid contact with any standing water.

l. Infectious Diseases and Force Health Protection Priorities.

(1) Inadequate FHP measures will seriously jeopardize mission effectiveness.

(2) Units should deploy appropriate preventive medicine personnel and

equipment. Personnel should observe the following health protection guidelines:

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

(b) Operate food preparation facilities in accordance with approved doctrine.

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

and enforce their use.

(d) Avoid animal contact; no mascots.

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

(f) Avoid skin contact with surface water (rivers, lakes, irrigated fields, or

puddles) which may be contaminated.

(g) Avoid bare skin contact with soil which may be contaminated with human

or animal feces.

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

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

head-to-toe.

(j) Use insect repellant containing DEET (N, N-Diethyl-meta-toluamide) on all

exposed skin.

(k) Use bed nets in field conditions.

(l) 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.

13. Aviation Officer.

a. Civilian counterpart(s): FAA personnel; Air Operations/Air Tactical Group

(Operations Section).

b. The aviation staff element is essential to the effective management and use of

available aviation resources and must ensure all air assets are available based upon

the civilian emergency management schedule. Aviation assets are among the most

commonly requested assets in support of DSCA operations.

c. The USAF and the ANG typically provide validated strategic lift capabilities

required such as mass casualty evacuation, personnel transportation, and cargo

transport. Tactical lift (rotary wing) support is provided by all US military forces. For

joint operations, the Commander, 1^st Air Force, functions as USNORTHCOM’s Air

Force Service Component Commander and, as the theater JFACC. He or she

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(5) Identify and contact civilian counterparts as necessary.

(6) Determine C2 relationships.

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

communications and develop specific plans for each unique civilian

communications situation.

(8) Establish battle rhythm; however, acknowledge the battle rhythm may be

driven by higher command and interagency timelines.

(9) Establish methods for, and begin tracking daily costs and MAs.

(10) Determine protection requirements and establish force protection condition

(FPCON) levels and building security requirements.

(11) Plan for media interactions.

(12) Determine LNO requirements in coordination with the DCO, JTF, or JFHQ.

Note: LNOs are different from EPLOs. EPLOs are Service and other DOD personnel

who coordinate military assistance to other federal agencies and state governments.

LNOs represent their command.

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

(14) Achieve and maintain 100% personnel accountability.

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

Note: The following is an immediate response authority specific checklist:

-Begin to capture costs immediately.

-Inform higher headquarters immediately.

-Have an exit strategy before committing forces to IRA.

-Inform local authorities of the requirement for IRA in writing as soon as possible.

-Inform local authorities they must have a strategy to reimburse the US

Government, if required, for all costs associated with IRA support. Costs may be

extensive.

b. Deployment phase.

(1) Begin formally tracking operational mission costs.

(2) Have a HAZMAT strategy.

(3) Determine information requirements: information requirements, and friendly

force information requirements (FFIRs). Information requirements help the

commander and staff understand the adversary or the operational environment.

FFIRs provide information about the status of agencies, units, and installations

conducting civil support under direction of state and federal coordinating officers.

Table 11 has examples of possible information requirements and FFIRs.

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Table 11. Examples of DCSA Information Requirements

General Information Requirements

Are there indications of a terrorist attack in the region?

Are there environmental elements impacting the region?

What is the status of key infrastructure in the region or state?

Are there major deployments which will affect the National Guard’s ability to respond?

What shortfalls does the state have the Federal Government might be asked to provide?

When will the Federal Emergency Management Agency deploy advance teams?

Where is the active joint field office?

Has the regional response coordination center activated to level one?

Has a state emergency operations center activated to the highest level?

What guidance or orders have been issued by higher headquarters?

What is the unified command structure and where is it located?

Possible Friendly Force Information Requirements (FFIRs)

Loss of life or serious injury of team personnel.

Death or serious illness of an immediate family member.

Any accident in which a work day is lost.

Request for support made by a federal agency (examples include a mission assignment or request for

assistance).

Non-mission capable vehicle.

Non-mission capable radio.

Deployment of an emergency preparedness liaison officer.

Location and status of attached, operational control or tactical control units.

Operations security or communications security violation.

Loss/compromise of classified information or equipment.

Deployment of team members.

(4) Base support installation (BSI). The BSI is normally a DOD installation with an

airfield and suitable support facilities. The BSI is the domestic equivalent to a

theater base in other AOR. It may be the aerial port of embarkation

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

joint forces. In addition to RSOI, the BSI may also become a training facility and

principal supporting base for federal response efforts. The USNORTHCOM or

USPACOM Commander designates the BSI after receiving concurrence of the

owning military department’s secretary. Not all states have a DOD facility capable

of handling military or heavy commercial aircraft. Units need to be prepared to

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conduct RSOI from a civilian site and conduct further movement to a BSI or

incident area.

(5) RSOI. RSOI is the process whereby arriving personnel, with their equipment,

and materiel, transition into forces capable of meeting operating requirements.

During RSOI, AOR are delineated, communications frequencies are deconflicted,

and incoming personnel are fed and housed prior to departure to forward areas.

RSOI is vital to the success of the mission. The reception process varies by

mission but always has accountability for personnel and equipment as key

concerns. Various briefings such as a local area orientation, safety, legal,

communications (i.e., frequencies, call signs, cellular, or automated systems),

logistics support and account opening, and chain of command overview may be

provided.

Note: Commanders cannot assume all private or public property can be used for military

purposes.

c. Support of Civil Authorities Phase.

(1) Issue an OPORD with FRAGORD.

(2) Execute external communications (i.e., voice, data, and video) with

appropriate emergency operations centers.

(3) Plan for visitors and VIPs. The primary agency for the incident will establish

the policy and procedures for handling visitors. This is often conducted in

cooperation with local and state officials. Military forces supporting an incident

may be requested to provide personnel to assist with handling visitors. In no case

will the military establish a formal visitor’s bureau without specific direction from

the primary agency.

(4) Conduct synchronization meetings between all primary agencies/entities.

(5) The DCO/DCE should brief the Title10, U.S.C., commanders and their staffs

on the current situation when they arrive.

(6) Brief the DCO on unit capabilities and limitations to manage expectations.

(7) Provide personnel to augment the county office of emergency management if

necessary.

(8) Determine how accidents and incidents will be handled for both military and

civilian personnel.

d. Redeployment/demobilization phase.

(1) Develop closeout and redeployment plan in coordination with JFHQ,

DCO/DCE, or JTF, as appropriate.

(2) Ensure the staff transitions responsibilities to its civilian counterparts.

(3) In coordination with DCE or NGB, as appropriate, compile all data from

support operations. This should include, but is not limited to total man-hours used,

amount and type of equipment used, fuel used, maintenance performed, and

equipment lost, damaged or destroyed.

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(4) Title 10, U.S.C., forces need to coordinate with the DCO/DCE and IC on

mission completion before departing the OA. Transition the mission to someone

else and let the IC know who is picking up mission support.

(5) Consolidate costs associated with execution of DSCA MAs and submit a

request for reimbursement to appropriate headquarters.

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

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

4. Personnel/Human Resources.

a. Assessment and preparations/mobilization phase.

(1) Develop and maintain a DSCA-specific alert roster.

(2) Determine internal section operating requirements based on the condition of

the OA and provide them to the logisticians.

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

(4) 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.

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

(or the nearest military installation with a pay office).

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

the duration of the mission, ordinary leave policies.

(7) Plan and publish personnel tracking requirements/reports and timelines.

(8) Establish mail operations.

(9) In coordination with logistic support, establish an administrative and logistics

operations center.

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

civilian and military organizations that have sustainment roles in DSCA.

Note: Support to the ARC is authorized at the installation level as a special exception

under DODD 1000.26E, Support for Non-Federal Entities Authorized to Operate on

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

warehousing, transportation, communications, and office spaces.

b. Deployment phase.

(1) Be prepared to provide a representative for the advance party.

(2) Prepare (with staff assistance) RSOI briefing.

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

higher headquarters for any specific policies, specific joint personnel status and

casualty report format, or procedures.

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

systems:

(a) Army Disaster Personnel Accountability and Assessment System.

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

(16) Oversee contingency and crisis action planning processes.

(17) Prepare and coordinate required OPORD and FRAGORDs.

(18) Develop, coordinate, synchronize, and integrate supporting plans to

Headquarters, ARNORTH’s plans or designated supported headquarters and

federal agencies (such as FEMA).

(19) Write the daily FRAGORD.

d. Redeployment/demobilization phase.

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

DOD, continued employment of the military may be unnecessary or illegal. Know when

to back away and allow civilian organizations to take over.

(1) In accordance with DCO or TAG, set end-state conditions as soon as possible

and recognize when the unit’s work is complete.

(2) Notify authorities of the demobilization timeline.

(3) In coordination with DCE, compile all data from support operations, including

but not limited, to total man-hours used; number and type of equipment used; fuel

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) Collect and consolidate all journals, reports, records and notes for input to the

AAR and subsequent filing, in accordance with Service guidance.

(6) Review all journal entries and verify supporting documents substantiate them.

(7) Prepare AAR and document lessons learned.

7. Logistic and Resource Management.

a. Assessment and preparations/mobilization phase.

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

deployment.

(2) Establish contact with the BSI. Coordinate as many logistics functions through

the BSI as possible.

Note: One of the tasks expected of the BSI is to provide buses for the mission.

Deploying units should coordinate with the BSI to plan this movement, especially if they

have large numbers of personnel arriving at one time, or have oversized equipment.

This will ensure not only buses, but trucks and materials handling equipment are

available for the move. It also ensures convoy clearances are arranged and routes are

known for wheeled vehicle moves.

(3) Determine supply providers, locations, and transportation requirements and

options for AO.

(4) Determine aviation logistics requirements and coordinate maintenance and

supply actions in the AO.

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(22) Know the power requirements (e.g., 110V versus 220V) for equipment.

Always bring the unit’s own power generation equipment, parts, and fuel for

essential communication equipment.

(23) Plan for civilian LNO power requirements, including generators, extension

cords, multi-plug devices, charging cell phones, and charging laptops.

(24) Identify civilian contracting options and requirements.

(25) Determine if DOD, federal, or state support organizations are available to

provide needed sustainment.

(26) Be prepared to deploy a logistics representative with the advance party.

b. Deployment phase.

(1) Begin tracking detailed mission costs and financial expenditures. Keep

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

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

mission support.

(b) Rosters of personnel involved.

(c) Travel and per diem (military and civil service).

(d) Lodging costs.

(e) Transportation costs (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.

(j) All classes of supplies expended.

Note: For DOD to receive reimbursement, DSCA support should be documented in a

memorandum to higher headquarters or IAW command procedures.

(2) Report daily logistics status.

(3) Ensure a contracting officer representative and pay officer are properly

trained and on orders to support mission requirements.

(4) Establish an administrative and logistics operations center.

(5) Develop an IPE/PPE exchange policy with LSC, if necessary. Daily

exchanges of equipment can be overwhelming if this is not done correctly.

(6) Determine logistics supply points/distribution.

c. Support of civil authorities phase.

(1) Confirm locations/sources to purchase parts, POL, and supplies. These may

not exist in the disaster area. Confirm memoranda of understanding (MOUs) for

supplies needed.

(2) Understand funding authorities for logistical support since it varies for Title 10,

U.S.C., Title 32, U.S.C., and SAD forces.

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

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(6) Be prepared to deploy a communications representative with the advance

party.

(7) Determine the initial communications package and how it can be expanded to

handle a greater demand.

(8) Maintain awareness of power supply requirements, which could be

problematic in disaster situations.

c. Support of civil authorities phase.

(1) Establish TOC/area communications operations center communications

architecture.

(2) Conduct synchronization meetings among all primary agencies/entities.

(3) Monitor status of satellite/cell phones and satellite/cable internet.

(4) If necessary, provide communications equipment (such as cell phones,

radios, base sets, etc.) to civilian authorities.

(5) Know the power requirements for the equipment. Always bring the unit’s own

power generation equipment, parts, and fuel for essential communication

equipment.

d. Redeployment/demobilization phase.

(1) Ensure accountability for all communications equipment loaned or borrowed.

(2) Prepare AAR and document lessons learned.

9. Public Affairs Officer/Information Officer (PAO/PIO).

a. Assessment and preparations/mobilization phase.

(1) Develop straight talk messages for the commander.

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

PAO as appropriate for public affairs guidance.

(3) Coordinate with state/FEMA PIO to obtain consistent message/talking points,

if necessary.

(4) Monitor news media such as television, radio, and internet.

(5) Provide military units with current public affairs guidance 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, based on public affairs guidance for issuance to

all military personnel involved in DSCA.

(7) Brief talking points to all personnel prior to deployment.

Note: Remember for the press, nothing is off the record; the camera is always rolling. It

is important to stress to Service members how a single Soldier, Sailor, Airman, or

Marine can make a strategic impact, positive or negative, while operating in a DSCA

environment.

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

team.

b. Deployment phase.

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Note: It is essential Service personnel know the location of hospitals/medical care

facilities in order to direct civilian casualties. In some cases, a triage or evacuation site

may be pre-determined to assist rescue personnel in determining where to deliver

patients.

(4) Visit military medical support facilities identified at the pre-deployment site to

verify resources and capabilities, including capabilities on the local MTF asset list.

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

casualty estimate developed by the personnel staff officer.

(6) Monitor the assignment, reassignment, and use of medical personnel within

the AO.

(7) Recommend task organization of medical elements to satisfy all mission

requirements.

(8) Plan and implement medical support operations to ensure the provision of

appropriate levels of care.

(9) Prepare medical SITREPs as directed by higher headquarters or as changes

to the medical situation dictate. Table 12 is an example of a generic medical

SITREP.

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

medical, dental, and veterinary treatment) for the sick or injured.

(11) Conduct medical surveillance to assess health threats of operational

significance, assess available medical resources, and plan for mitigating health

threats.

(12) Issue policies, protocols, and procedures pertaining to eligibility for care (i.e.,

medical, dental, and veterinary treatment) for the sick or injured.

(13) Conduct medical surveillance to assess health threats of operational

significance, assess available medical resources, and plan for mitigating health

threats.

(14) Ensure appropriate preventive medicine and environmental health

capabilities are employed to support casualty prevention and protection of the

force from health threats.

(15) Ensure methods are established for disseminating public health information

and health risk communications information. Also, medical support personnel

must be educated to recognize, prevent, and treat probable diseases, injuries,

and exposures.

(16) Establish MTF/aid station within the AO to provide medical support to

Service members and available emergency medical support to individuals eligible

for care (this could include Titles 10 and

32, U.S.C. government service

personnel, DOD contractors, and other federal workers).

(17) Coordinate patient evacuation as directed by USTRANSCOM.

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Table 12. Example Medical Situation Report (SITREP)

1. Current situation (significant changes in the operational situation, 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 grid locations.

d. DOD reserve medical units and grid locations.

3. Medical operations (units and facilities).

a. Bed availability and operational status.

b. Workload.

c. All outpatient visits by category

d. Class VIII (including Class VIIIB 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/mission assignment status.

a. Comments.

b. Recommendations.

7. Joint task force (JTF) surgeon.

a. Priorities and overall.

b. Current issues.

c. Future issues.

d. Additional Critical Information not Addressed in SITREP.

e. Comments/Remarks.

8. The point of contact for this report is (name/email/phone#).

(18) Coordinate patient reception, tracking, and management with nearby

National Disaster Medical System hospitals, Veterans Administration hospitals,

and DOD MTFs available. The Global Patient Movement Requirements Center

coordinates with supporting resource providers to identify available assets and

communicates transport-to-bed plans to the appropriate transportation agency for

execution.

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Chapter VI

SPECIFIC HAZARD GUIDANCE

1. Overview.

This chapter defines the role of the military in support of civil authority in all hazards.

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

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

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, hurricanes, tsunamis, earthquakes, tornadoes, winter

storms, CBRN incidents and national special security events (NSSEs).

2. Wildland Fires.

a. Introduction. A wildland fire is an uncontrolled fire occurring in an area with little

development except for roads, railroads, power lines, and transportation facilities;

structures, if any, are widely scattered.

b. Wildland firefighting response authorities. There are several types of authorities

governing wildland fire responses. These include IRA, mutual aid agreements,

Presidential directive or SecDef mission assignment, and state or federal response.

c. State response. The state will use all its assets and execute MOUs with other

states before requesting any federal military assistance.

d. Federal response.

(1) FEMA. FEMA is not responsible for fire suppression. However, during a major

fire event, FEMA may request DOD support for non-fire disaster-related issues.

(2) NIFC. The NIFC, located in Boise, Idaho, is the nation’s support center for

wildland firefighting. An interagency agreement among DOD, USDA, and

Department of the Interior (2005) provides guidelines, terms, and conditions for

this support.

(3) Support and equipment. DOD, when requested, provides military resources to

support ground and aerial fire suppression efforts. The USAF and ANG operate

C-130 aircraft equipped with aerial suppression systems, owned by the US Forest

Service (USFS), called modular airborne fire fighting system (MAFFS).

Note: Fire zones are temporary restricted airspaces established by civil authorities in

coordination with the FAA to control the flow of aircraft traffic into and out of wildland

firefighting operating areas.

e. Ground suppression units. NIFC may request DOD personnel to act as ground

firefighting hand crews when a wildland fire exceeds local, state, and regional

capabilities.

f. Firefighting standard ground support request.

(1) DOD resources for ground firefighting are normally requested to form 25

crews of 20 people, plus their C2 elements, for a total of approximately 550

personnel.

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Table 13. Mercalli (modified) and Richter Scales

Richter

Modified Mercalli Scale

Level of Damage

Scale

I-IV

Instrumental to Moderate

No damage.

<= 4.3

V

Rather Strong

Damage is negligible. Small, unstable objects are

displaced or upset. Some dishes and glassware are

4.4-4.8

broken.

VI

Strong

Damage is slight. Windows, dishes, and glassware are

broken. Furniture is moved or overturned. Weak plaster

4.9-5.4

and masonry are cracked.

VII

Very Strong

Damage is slight to moderate in well-built structures;

but is considerable in poorly-built structures. Furniture

5.5-6.1

and weak chimneys are broken. Masonry is damaged.

Loose bricks, tiles, plaster, and stones fall.

VIII

Destructive

Structure damage is considerable; particularly to poorly

built structures. Chimneys, monuments, towers,

elevated tanks may fail. Frame houses are moved.

6.2-6.5

Trees are damaged. Cracks develop in wet ground and

steep slopes.

IX

Ruinous

Structural damage is severe; some structures will

collapse. There is general damage to foundations and

serious damage to reservoirs. Underground pipes are

6.6-6.9

broken. There are conspicuous cracks in the ground;

liquefaction.

X

Disastrous

Most masonry and frame structures/foundations are

destroyed. Some well-built wooden structures and

bridges are destroyed. There is serious damage to

7.0-7.3

dams, dikes, and embankments. Sand and mud shifts

on beaches and flat land.

XI

Very Disastrous

Few or no masonry structures remain standing. Bridges

are destroyed. Broad fissures form in the ground.

Underground pipelines are out of service. Rails are

7.4-8.1

bent. There are widespread earth slumps and

landslides.

XII

Catastrophic

Damage is nearly total. Large rock masses are

>8.1

displaced. Lines of sight and level are distorted.

c. Aftershocks. Large earthquakes will normally be followed by possibly hundreds of

aftershocks. Some aftershocks can be quite large and cause already weakened

structures to collapse or suffer further damage.

d. Tsunamis. A tsunami is a sea wave caused by an underwater earthquake,

landslide, or volcanic eruption displacing ocean water. Earthquake-induced tsunamis

are likely to advance on shore at great speeds, resulting in drowning deaths and

severe damage to or destruction of inundated structures. Since Tsunamis are also

flood related, see paragraph 5 in this chapter.

e. Secondary Hazards may include the following:

(1) Fires.

(2) Transportation infrastructure and utility impacts.

(3) Water contamination and service disruption.

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(3) Frostbite.

(a) Frostbite is the freezing of the skin and/or the bodily tissues under the

skin. The initial stages of frostbite are sometimes called frost nip.

(b) Do not massage the frostbitten area or rub with snow as this can cause

more damage. Do not use a heating pad, heat lamp, or the heat of a stove,

fireplace, or radiator for warming. Affected areas are numb and can be easily

burned.

(c) Frostbite should be evaluated by a health-care provider.

(d) Table 14 shows the amount of time it takes before frostbite occurs at

various temperatures and wind chills.

Table 14. Wind Chill Factor

Frost Bite Time:

30 min.

10 min.

5 min.

Wind

Actual Air Temperature °F

Speed

40°

30°

20°

10°

0°

-10°

-20°

-30°

-40°

(mph)

10

34

21

9

-4

-16

-28

-41

-53

-66

20

30

17

4

-9

-22

-35

-48

-61

-74

30

28

15

1

-12

-26

-39

-53

-67

-80

40

27

13

-1

-15

-29

-43

-57

-71

-84

50

26

12

-3

-17

-31

-45

-60

-74

-88

60

25

10

-4

-19

-33

-48

-62

-76

-91

(4) Vehicular operations in wintry conditions can be extremely dangerous.

Conducting winter weather driver training prior to deployment is ideal.

(5) Exertion. Cold weather puts an extra strain on the heart. Those with heart

disease or high blood pressure should follow their doctor’s advice about shoveling

snow or performing other hard work in the cold. Heavy outdoor chores require

warm clothing and working at a slow pace, as the body is working hard just to stay

warm.

(6) Ice. Use of rock salt or another chemical de-icing compound helps to keep

steps and walkways free of ice. Sand may also be used on walkways to reduce

the risk of slipping.

(7) Carbon monoxide poisoning.

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

and death, if inhaled. During power outages, the use of alternative sources of

fuel for heating or cooking can cause carbon monoxide to build up in a home,

garage, or camper, and to poison the people and animals inside.

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

exhaust fumes. If stranded in a vehicle, while keeping the engine on to

operate the heater, ensure the exhaust pipe is clear. If the pipe is clogged

with snow or other substances, exhaust fumes can back up into the car.

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(5) Opening roadways for emergency and medical traffic through snow removal

and debris clearance, in coordination with local authorities.

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

(7) Enforcing the law in accordance with the PCA.

(8) Evacuating seriously ill or injured patients to locations where hospital care or

outpatient services are available.

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

(10) Assisting in feeding snowbound livestock.

g. Planning Factors.

(1) Assessment and preparation phase.

(a) Alert the commander and staff of a potential winter storm and begin

mission analysis.

(b) Begin tracking the projected weather conditions in the affected area (to

include deployment drive-through areas) to cover the time the military will be

operating there.

(c) Obtain the status of lines of communication, major roads, railroads,

waterways, ports, and airports in the area from the affected state’s

Department of Transportation web site or by telephone.

(d) Collect and analyze information to provide the commander with an

assessment regarding the potential request for resources, the magnitude of

any potential request, and the military’s ability to meet any anticipated needs

by civilian authorities.

(e) Ensure units have appropriate snow removal tools and equipment.

(f) Power generation equipment will be high-demand, critical assets. Plan for

Class III requirements for these assets (package and bulk).

Note: Military personnel are not permitted to connect military generators to the civilian

infrastructure. A certified civilian electrician must be available to connect the power.

Care must be taken to ensure power lines are not re-energized by connecting the

infrastructure to generators.

(2) Deployment Phase.

(a) Ensure the medical plan includes guidance on cold weather IPE/PPE,

injury prevention and medical treatment.

(b) When requested, conduct door-to-door surveys of the local population to

identify civilians in need of rescue or supplies. Pay particular attention to

people without power or heat, with medical condition complications, and/or

the elderly. Military responders may be asked to transport identified people to

relief/shelter areas, identify areas requiring assistance to civilian authorities,

or provide supplies.

(c) When requested, provide road and building clearing assistance. Military

responders do not generally provide debris removal. That function is usually

contracted privately. USACE, as a civilian organization, does provide debris

removal.

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c. Contracting in DSCA operations may include all classes of supply, labor,

mortuary affairs, laundry, showers, food service, sanitation, billeting, transportation,

maintenance and repair, access to communications networks, temporary real

property leasing, and construction.

d. Functions of logistics/transportation/services include—

(1) Reception, staging, onward movement, and integration of deploying forces as

required.

(2) Transportation and movement control of military and civilian personnel,

equipment, and supplies.

(3) Distribution sources for water, food, ice, and other classes of supply.

(4) Establishment of temporary shelter and beddown facilities, including latrines

and showers.

(5) Managing staging and throughput.

(6) Managing fuel support and distribution.

(7) Mass field feeding of military and civilian personnel.

(8) Morale, welfare and recreation activities.

(9) Field maintenance operations.

Note: Commanders should understand DOD is not normally the lead contracting

authority in DSCA missions. In most of these operations, FEMA leads the contract

coordination effort between state agencies, local agencies, NG forces operating under

Title 32, U.S.C., and federal military forces. This centralized coordination effort is

essential since numerous contracting agencies will be competing for the same locally

available resources.

11. Maritime Forces.

a. The Navy and USCG have specialized maritime forces useful for DSCA

operations. While the majority of these forces are designed for overseas combat

contingencies, they can provide adaptive force packages which can serve as, or

augment, DSCA forces.

b. Navy Expeditionary Combat Command (NECC). NECC serves as the single

functional command and force provider for the Navy’s expeditionary forces. NECC

forces available for DSCA operations could include—

(1) US Naval Construction Force (Seabees). Seabees provide a wide range of

construction support including roads, bridges, airfields and logistics bases.

(2) Explosive Ordnance Disposal (EOD). EOD operations include rendering safe

and disarming explosive hazards including those containing chemical, biological,

and radiological agents or materials.

(3) Mobile Diving and Salvage Units. Mobile diving and salvage units can survey

and clear harbors of navigation hazards, conduct underwater search and

recovery, and perform limited underwater repairs.

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