![](media/image1.wmf)

+----------+----------------+------------------------------------------+
| FEMA has |                |                                          |
| d        |                |                                          |
| eveloped |                |                                          |
| four     |                |                                          |
| levels   |                |                                          |
| of       |                |                                          |
| ope      |                |                                          |
| rational |                |                                          |
| guidance |                |                                          |
| for use  |                |                                          |
| by       |                |                                          |
| e        |                |                                          |
| mergency |                |                                          |
| teams    |                |                                          |
| and      |                |                                          |
| other    |                |                                          |
| p        |                |                                          |
| ersonnel |                |                                          |
| involved |                |                                          |
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| co       |                |                                          |
| nducting |                |                                          |
| or       |                |                                          |
| su       |                |                                          |
| pporting |                |                                          |
| disaster |                |                                          |
| ope      |                |                                          |
| rations. |                |                                          |
| This     |                |                                          |
| document |                |                                          |
| cor      |                |                                          |
| responds |                |                                          |
| to the   |                |                                          |
| level    |                |                                          |
| hig      |                |                                          |
| hlighted |                |                                          |
| in bold  |                |                                          |
| italics. |                |                                          |
+----------+----------------+------------------------------------------+
| > Level  | Overview       | A brief concept summary of a             |
| > 1      |                | disaster-related function, team, or      |
|          |                | capability.                              |
+----------+----------------+------------------------------------------+
| >        | ***SOP or      | ***A complete reference document,        |
| ***Level | Operations     | detailing the procedures for performing  |
| > 2***   | Manual***      | a single function (Standard Operating    |
|          |                | Procedure), or a number of               |
|          |                | interdependent functions (Ops            |
|          |                | Manual).***                              |
+----------+----------------+------------------------------------------+
| > Level  | Field          | A durable pocket or desk guide,          |
| > 3      | Operations     | containing essential nuts-and-bolts      |
|          | Guide (FOG) or | information needed to perform specific   |
|          | Handbook       | assignments or functions.                |
+----------+----------------+------------------------------------------+
| > Level  | Job Aid        | A checklist or other aid for job         |
| > 4      |                | performance or job training.             |
+----------+----------------+------------------------------------------+
| > This   |                |                                          |
| >        |                |                                          |
| document |                |                                          |
| > is     |                |                                          |
| > co     |                |                                          |
| nsistent |                |                                          |
| > with   |                |                                          |
| > and    |                |                                          |
| >        |                |                                          |
| supports |                |                                          |
| > the    |                |                                          |
| >        |                |                                          |
|  Federal |                |                                          |
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| > Plan   |                |                                          |
| > (FRP)  |                |                                          |
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| > (42    |                |                                          |
| > U.S.C. |                |                                          |
| > § 5121 |                |                                          |
| > *et    |                |                                          |
| >        |                |                                          |
|  seq*.). |                |                                          |
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| > FEMA   |                |                                          |
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| > and    |                |                                          |
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| >        |                |                                          |
| Disaster |                |                                          |
| > Op     |                |                                          |
| erations |                |                                          |
| > G      |                |                                          |
| uidance. |                |                                          |
+----------+----------------+------------------------------------------+

#### RECORD OF CHANGES {#record-of-changes .unnumbered}

  ------------- ------------ ---------------- ----------------------------
  **Change      **Copy No.** **Date Entered** **Posted By**
  No.**                                       

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              

                                              
  ------------- ------------ ---------------- ----------------------------

**This page is intentionally left blank**

**FOREWORD**

This Operations Manual has been prepared to guide Federal Emergency
Management Agency (FEMA) personnel perform Federal disaster response
operations during major disasters or emergencies.

The National Urban Search and Rescue (US&R) Response System provides for
the coordination, development, and maintenance of the Federal effort
with resources to locate, extricate, and provide immediate medical
treatment to victims trapped in collapsed structures, and to conduct
other life saving operations.

The US&R Response System methods of operation, organization,
capabilities, and procedures in mobilization, on-site operations, and
demobilization are described in this document.

Questions, comments, and suggested improvements related to this manual
are encouraged. Inquires, information, and requests for additional
copies should be directed in writing to FEMA, Response and Recovery
Directorate, Operations and Planning Division, Emergency Services
Branch, 500 C Street SW, Washington, DC 20472.

> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> Lacy E. Suiter

##### Executive Associate Director {#executive-associate-director .unnumbered}

##### Response and Recovery Directorate {#response-and-recovery-directorate .unnumbered}

**This page is intentionally left blank**

table of contents

I. INTRODUCTION [I-1](#introduction)

A. PURPOSE [I-1](#__RefHeading___Toc469808128)

B. MISSION STATEMENT [I-2](#__RefHeading___Toc469808129)

C. NATIONAL URBAN SEARCH AND RESCUE RESPONSE SYSTEM OVERVIEW
[I-2](#__RefHeading___Toc469808130)

D. urban search AND rescue response SYSTEM SUMMARY AND THE FEDERAL
RESPONSE PLAN [I-3](#__RefHeading___Toc469808131)

E. TASK FORCE COMPOSITION AND FUNCTIONS
[I-6](#__RefHeading___Toc469808132)

II\. System overview [II-1](#system-overview)

A. Task Force Capabilities [II-1](#__RefHeading___Toc469808134)

B. Incident Support Team [II-2](#__RefHeading___Toc469808135)

C. Operational Readiness Evaluations
[II-2](#__RefHeading___Toc469808136)

D. Search Canine Readiness Evaluations
[II-2](#__RefHeading___Toc469808137)

III\. Urban Search and Rescue System implementation
[III-1](#urban-search-and-rescue-system-implementation)

A. FEMA Task Force Requests [III-1](#__RefHeading___Toc469808139)

B. Notification Procedures [III-1](#__RefHeading___Toc469808140)

C. National Task Force Rotation System
[III-2](#__RefHeading___Toc469808141)

D. Notifications [III-2](#__RefHeading___Toc469808142)

E. Agency Responsibilities [III-4](#__RefHeading___Toc469808143)

F. Task Force Allocation [III-7](#__RefHeading___Toc469808144)

G. Procedures for Accepting International US&R Assistance
[III-8](#__RefHeading___Toc469808145)

IV\. Task force mobilization [IV-1](#task-force-mobilization)

A. Task Force Transportation Requirements
[IV-1](#__RefHeading___Toc469808147)

B. Task Force Mobilization Guidelines
[IV-3](#__RefHeading___Toc469808148)

C. Point of Departure Activities [IV-4](#__RefHeading___Toc469808149)

V. Arrival at the mobilization center
[V-1](#arrival-at-the-mobilization-center)

A. Establishment of a Mobilization Center
[V-1](#__RefHeading___Toc469808151)

B. Task Force Reception/Support [V-1](#__RefHeading___Toc469808152)

C. Task Force Deployment [V-3](#__RefHeading___Toc469808153)

VI\. Staging area/incident assignment
[VI-1](#staging-areaincident-assignment)

A. Staging Areas [VI-1](#__RefHeading___Toc469808155)

B. On-Site Assignment [VI-1](#__RefHeading___Toc469808156)

VII\. On-site operations [VII-1](#on-site-operations)

A. Base of Operations [VII-1](#__RefHeading___Toc469808158)

B. Equipment Cache Management [VII-1](#__RefHeading___Toc469808159)

C. Task Force Control Center [VII-2](#__RefHeading___Toc469808160)

D. Shelter Requirements [VII-3](#__RefHeading___Toc469808161)

E. Tactical Assignments and Operation
[VII-3](#__RefHeading___Toc469808162)

F. Task Force Briefings [VII-4](#__RefHeading___Toc469808163)

G. Reporting Requirements [VII-4](#__RefHeading___Toc469808164)

VIII\. Task force reassignment/demobilization
[VIII-1](#task-force-reassignmentdemobilization)

A. Reassignment Considerations [VIII-1](#__RefHeading___Toc469808166)

B. Reassignment/Demobilization [VIII-1](#__RefHeading___Toc469808167)

C. Equipment Cache Management [VIII-2](#__RefHeading___Toc469808168)

D. Cessation of Base of Operations
[VIII-2](#__RefHeading___Toc469808169)

E. Return to the Mobilization Center
[VIII-2](#__RefHeading___Toc469808170)

IX\. Post-mission activities [IX-1](#post-mission-activities)

A. Return to Point of Departure [IX-1](#__RefHeading___Toc469808172)

B. Equipment Management and Rehabilitation
[IX-1](#__RefHeading___Toc469808173)

C. US&R Personnel Incident Stress Debriefing
[IX-2](#__RefHeading___Toc469808174)

D. Post-Mission Operational Debriefing
[IX-2](#__RefHeading___Toc469808175)

E. Mission After-Action Report [IX-3](#__RefHeading___Toc469808176)

F. Fiscal Accountability/Reimbursement
[IX-4](#__RefHeading___Toc469808177)

G. US&R System Return to State of Readiness
[IX-5](#__RefHeading___Toc469808178)

X. US&R system program maintenance
[X-1](#usr-system-program-maintenance)

A. Mobilization Manual [X-1](#__RefHeading___Toc469808180)

B. Cache Maintenance [X-1](#__RefHeading___Toc469808181)

C. Training and Exercises [X-1](#__RefHeading___Toc469808182)

**annexes**

Terrorism incident annex TERR-1

Radiological incident annex RAD-1

Mass migration incident annex IMM-1

**US&R System operational APPENDICES**

Appendix a -- task force management and coordination a-1

Appendix b -- rescue operations strategy and tactics b-1

Appendix c -- search strategy and tactics c-1

Appendix d -- structure triage, assessment, and marking system d-1

Appendix e -- task force public information management e-1

Appendix f -- task force engagement and disengagement procedures f-1

Appendix g -- cache packaging and shipping requirements g-1

Appendix h -- property accountability and resource tracking system h-1

Appendix I -- task force communications procedures i-1

Appendix J -- task force medical procedures J-1

Appendix k -- task force safety considerations k-1

Appendix l -- base of operations management l-1

Appendix m -- task force planning m-1

Appendix n -- task force mobilization n-1

**APPENDICES**

Appendix o -- references o-1

Appendix p -- acronyms and abbreviations p-1

Appendix q -- glossary of terms q-1

Appendix r -- contact information and rosters r-1

Appendix s -- schedules, calendars, and timelines s-1

Appendix t -- facilities and equipment t-1

Appendix u -- maps, directions, and charts u-1

Appendix v -- job aids and other support information v-1

**list of figures**

Figure I-1: US&R Task Force Organizational Chart
[I-2](#__RefHeading___Toc469968316)

Figure I-2: Emergency Support Functions
[I-4](#__RefHeading___Toc469968318)

Figure I-3: Disaster Field Office Components
[I-6](#__RefHeading___Toc469968320)

Figure III-1: Information Requirements for Advisory, Alert, Activation,
and Demobilization [III-4](#__RefHeading___Toc469968321)

Figure III-2: Supporting Federal Agencies
[III-5](#__RefHeading___Toc469968322)

Figure IV-1: Mobilization and Response Procedures
[IV-1](#__RefHeading___Toc469968323)

Figure IV-2: Unit Line Numbers [IV-2](#__RefHeading___Toc469968324)

Figure VI-1: Typical On-Site Command Structure
[VI-2](#__RefHeading___Toc469968326)

FIGURE A-1: Deployment Model A-[7](#__RefHeading___Toc469968328)

FIGURE B-1: Deployment Guideline B-[4](#refheading___toc469968329)

### FIGURE I-1: Activation Model I-19 {#figure-i-1-activation-model-i-19 .unnumbered}

Figure I-2: Remote Site Model I-[19](#__RefHeading___Toc469968337)

FIGURE I-3: Multiple Remote Site Model
I-[20](#__RefHeading___Toc469968338)

FIGURE I-4: Base of Operations Model
I-[20](#__RefHeading___Toc469968339)

FIGURE I-5: Star Model I-[21](#__RefHeading___Toc469968340)

FIGURE I-6: Multiple Star Model I-[22](#__RefHeading___Toc469968341)

FIGURE I-7: Penetration Model I-[22](#__RefHeading___Toc469968342)

FIGURE I-8: Air Operations I-[23](#__RefHeading___Toc469968343)

FIGURE I-9: Off Site/Long Distance Model
I-[24](#__RefHeading___Toc469968344)

**list of tables**

Table C-1: Search and Reconnaissance Team Staff
C-[7](#__RefHeading___Toc469813978)

TABLE D-1: Number of Potentially Trapped Victims
D-[9](#__RefHeading___Toc469813979)

Table D-2: Search and Reconnaissance Team Staff
D-[10](#__RefHeading___Toc469813980)

Table I-1: US&R UHF Band Plan I-[5](#__RefHeading___Toc469813981)

Table I-2: US&R VHF Band Plan I-[6](#__RefHeading___Toc469813982)

Table I-3: US&R Band Plan I-[7](#__RefHeading___Toc469813983)

Table M-1: Sample Planning Process and Schedule
M-[11](#__RefHeading___Toc469813984)

**this page is intentionally left blank**

# INTRODUCTION

A.  []{#__RefHeading___Toc469808128 .anchor}PURPOSE

This document:

-   Describes the composition and capabilities of the Federal Urban
    Search & Rescue (US&R) assets.

-   Describes the process through which US&R task forces will be
    alerted, activated, and deployed upon implementation of Robert T.
    Stafford Act authorities during a major disaster.

-   Delineates organizational responsibilities and roles.

-   Describes the functions and purpose of the Incident Support Team
    (IST) and its relationship to Federal Emergency Management Agency
    (FEMA) US&R assets.

-   Describes the relationships between FEMA US&R assets and other
    Federal resources such as the rapid needs assessment teams, the
    United States Public Health Service (USPHS), and other supporting
    organizations.

-   Outlines how Federal US&R assets will be allocated in times of a
    disaster.

-   Describes the process for accepting international US&R assistance to
    supplement the national capability.

-   Provides procedures and guidelines for transporting task forces to
    and from a disaster area.

-   Describes the purpose of the mobilization center, staging areas, and
    activities related to the task force's occupation of these
    facilities.

-   Identifies the procedures for on-site operations, task force
    reassignment, and demobilization.

The Operations Manual provides a detailed overview of the FEMA US&R
National System. Other operational information is provided in the
National US&R Response System Field Operations Guide (FOG) and the US&R
Incident Support Team (IST) Operations Manual. Additionally, the reader
should refer to the Emergency Support Function (ESF) #9 Annex -- Urban
Search and Rescue (US&R), of the Federal Response Plan (FRP), in order
to understand how the FEMA US&R task force functions in the overall
Federal response to a Presidential declaration of a disaster.

B.  []{#__RefHeading___Toc469808129 .anchor}MISSION STATEMENT

The primary mission of FEMA under ESF #9 as outlined in the FRP is the
coordination, development, and maintenance of the Federal effort with
resources to locate, extricate, provide immediate medical treatment to
victims trapped in collapsed structures, and to conduct other
life-saving operations.

C.  []{#__RefHeading___Toc469808130 .anchor}NATIONAL URBAN SEARCH AND
    RESCUE RESPONSE SYSTEM OVERVIEW

Following the Federal responses to the Hurricane Hugo and Loma Prieta
disasters, Congress, through the Fiscal Year (FY) 1990 National
Earthquake Hazards Reduction Program legislation, tasked FEMA to develop
a national civilian US&R capability. FEMA, with support from Federal,
State, local authorities, the nation's top technical specialists in the
field, and other interested groups, developed the National Urban Search
and Rescue Response System. This system coordinates the selection,
training, equipping, mobilization, and deployment of Federal and
civilian search and rescue resources to respond to those situations
outlined in the FRP in which victims are savable but inaccessible
through other rescue techniques. These assets are used to augment State
and local resources in disaster areas. The US&R task force is the
fundamental unit of FEMA's National System. Each task force is sponsored
by a State or local government jurisdiction and comprises 62 technical
specialists divided into management and operational elements (Figure
I-1). Minimum criteria and standards have been established by FEMA as
part of the National System in such areas as equipment, management and
coordination, communications, and training for all task forces. Other
components of the National System include an overhead team, called the
Incident Support Team, developed to provide management, coordination,
and support for the task forces, as well as rapid needs assessment teams
and other technical personnel who respond to disasters as part of the
FRP.

![](media/image2.wmf){width="5.4944444444444445in"
height="3.0652777777777778in"}

[]{#__RefHeading___Toc469968316 .anchor}Figure: I-1 US&R Task Force
Organizational Chart

Currently, there are 27 task forces across the country in the National
System. Many of these task forces have been deployed successfully to
earthquakes and hurricane responses since the program's inception. For
more information on the task force composition, qualifications, position
descriptions, operational checklists, and requisite equipment, refer to
the FEMA National US&R Response System Task Force Description Manual and
the FEMA National US&R Response System Field Operations Guide.

D.  []{#__RefHeading___Toc469808131 .anchor}urban search AND rescue
    response SYSTEM SUMMARY AND THE FEDERAL RESPONSE PLAN

The FRP is the Federal government\'s plan-of-action for responding to
disasters which fulfill the following criteria:

-   The State and local response capabilities are overwhelmed;

-   The State government requests Federal assistance; and

-   The President formally declares that a disaster has occurred,
    activating the disaster assistance authority outlined in the
    Robert T. Stafford Disaster Relief and Emergency Assistance Act, as
    amended, (42 U.S.C. § 5121 et seq.).

Once these criteria have been met, the Federal government may implement
any or all of the 12 ESFs that are described in the FRP (Figure I-2).
Urban Search and Rescue constitutes ESF #9. Each ESF is coordinated by a
primary Federal agency in concert with Federal agencies that may provide
relevant support. FEMA has the primary responsibility under the FRP for
Urban Search and Rescue.

FEMA coordinates Federal US&R planning activities and is supported by
the following agencies: the Departments of Agriculture/U.S. Forest
Service (USFS), Defense, Health and Human Services, Labor,
Transportation, and Veterans Affairs; the Agency for International
Development\'s (AID) Office of U.S. Foreign Disaster Assistance; the
Environmental Protection Agency, and the General Services
Administration. Each of the 10 FEMA regions produce supplemental
response plans, including sections on US&R, based upon known resources,
capabilities, and State authorities in their areas of responsibility.

In the event a natural disaster or technological incident results in
collapsed structures that trap victims, the Federal government may be
called upon by the State to provide US&R task forces to accomplish
medium to heavy rescue missions. US&R is one of the four critical
life-saving ESFs and is treated as a priority during the first hours and
days following the event.

![](media/image3.wmf){width="6.49375in" height="3.5006944444444446in"}

[]{#__RefHeading___Toc469968318 .anchor}Figure I-2: Emergency Support
Functions

All task forces in the FEMA National US&R Response System will be
advised immediately after FEMA, that a significant event has occurred or
may occur and which conforms to certain criteria, such as an earthquake
or hurricane affecting a heavily populated urban environment. FEMA will
alert the USPHS and also begin to identify transportation resources
through ESF #1. Once a reliable estimate of damage and need is
ascertained, FEMA will determine the allocation of US&R resources and
alert a portion, or all of the US&R task forces. If warranted, FEMA will
activate an IST along with US&R task forces to selected mobilization
centers. To accomplish this, FEMA will deploy up to three of the closest
operational task forces outside the affected State. The IST will be
deployed as soon as possible as part of the Emergency Response Team,
Advance Element (ERT-A) in order to act as a liaison with State and
local officials as well as make preparations for support of incoming
task forces. Should additional task forces be required on the same
incident, FEMA will activate task forces from the published rotation
system in the specified manner. For some incidents, FEMA may activate a
full Emergency Response Team (ERT).

In the event all FEMA US&R assets are activated and there is an obvious
need for more, FEMA may request international US&R response through the
United Nations Department of Humanitarian Affairs. If international US&R
teams are used, they will be afforded the same logistical support and be
expected to operate within the same framework as FEMA National task
forces.

Once a FEMA sponsored task force has been activated, its transportation
requirements will be evaluated. Depending on the travel distance to the
incident, task forces may deploy by air or ground transportation. For
those task forces traveling by air, each will assemble and report to a
pre-determined Point of Departure (POD), usually an airfield, within six
hours. The loadmaster will ensure that the task force equipment cache is
packaged and palletized in conformance with all military regulations
controlling air cargo and hazardous materials (Haz Mat) movement. The
loaded aircraft will deploy to a designated Point of Arrival (POA),
normally a military airfield. Once the task force has reached its POA,
the IST Point of Arrival/Mobilization Center (POA/Mob Center) Specialist
should meet the aircraft and arrange for off-loading and transportation
to the designated mobilization center. Where facilities permit, the POA
and the mobilization center may be the same facility.

At the mobilization center, incoming task forces will receive a briefing
from the IST POA/Mob Center Specialist who will establish communications
procedures, describe the current situation, the task force mission
assignment, procedures for re-supply, and transportation to and from the
incident site

When the task force has received a mission assignment, the IST
Transportation Unit Leader will ensure air or ground transportation to a
designated incident staging area in the area of their assignment or
directly to the incident location. The task force will also receive a
situation status update, operational assignment, and logistical and
administrative information from the IST or local Incident Commander
(IC). The task force will proceed to its assignment and begin normal
operations. If the task force is directed to move to another site, the
IST Transportation Unit Leader will provide transportation. The IST will
also ensure re-supply of food, water, and other items essential to the
mission. The task force will continue to operate until demobilized. This
will usually occur within 10 days after deployment to the disaster area.

The local IC, through the IST, has the discretion to move a task force
assigned to his/her jurisdiction to another work location within the
jurisdiction. Once it is determined that an assigned task force has
completed its mission, the IST and the State ESF #9 representative will
determine if the task force is required at other locations within the
State. The IST will coordinate with the State ESF #9 representative
through the ESF #9 Group in the Disaster Field Office (DFO) to determine
any further US&R needs for the task force (Figure I-3). If the
objectives of the mission have been met and the task force is no longer
needed, the IST will arrange for demobilization and return to its home
jurisdiction. If the task force is demobilized, they will perform site
disengagement procedures and be transported back to the mobilization
center. Task force members will then be debriefed, and begin
preparations for return to their original POD. Transportation will be
arranged by the IST directly with the ESF #9 Group in the DFO who will
coordinate the request with the Emergency Support Team (EST) in
Washington, DC.

![](media/image4.wmf){width="6.497916666666667in"
height="4.760416666666667in"}

[]{#__RefHeading___Toc469968320 .anchor}Figure I-3: Disaster Field
Office Components

It is the responsibility of the sponsoring agency to keep FEMA apprised
of any changes that would affect their task force\'s readiness. Status
changes must be reported to FEMA, RR-OP-ES, 500 C St., SW, Washington,
DC 20472. Reports should be submitted to FEMA as specified in the
Memorandum of Agreement (MOA).

E.  []{#__RefHeading___Toc469808132 .anchor}TASK FORCE COMPOSITION AND
    FUNCTIONS

Task forces are structured to safely operate on the scene for up to 10
days. Primarily, they perform the functions of search, rescue, and
medical care for task force members and rescued victims. The individual
team components and primary functions are outlined below:

1.  Management

Composition: Task Force Leader

> Safety Officer
>
> Planning
>
> Search Manager
>
> Rescue Manager
>
> Logistics
>
> Medical Manager
>
> Functions: Provides overall management and coordination of task force
> operations.

2.  Search

> Composition: Canine Specialists and Search Canines
>
> Technical Search Specialists
>
> Functions: Utilizes canines and technical/electronic search to locate
> trapped victims.

3.  Rescue

> Composition: Rescue Specialists organized into four squads with leader
> and five specialists, and includes Heavy Rigging Specialists.
>
> Functions: Performs extrication of trapped victims. Skilled in
> cutting, shoring, lifting, and breaching steel and reinforced
> concrete.

4.  Medical

> Composition: Physicians and Medical Specialists at the paramedic or
> equivalent level.
>
> Functions: Provides pre-hospital and emergency care for task force
> members and crush syndrome/confined space medicine for rescued
> victims.

5.  Planning

> Composition: Structural Engineers, Hazardous Materials Specialists,
> Technical Information Specialists.
>
> Functions: Provides support to the overall search and rescue mission
> to include: planning, hazards evaluation, structural integrity
> assessments, and technical documentation.

6.  Logistics

> Composition: Logisticians, Communications Specialists, and Support
> Specialists.
>
> Functions: Provides support to the overall search and rescue mission
> to include: logistical, communications, mobilization and
> demobilization, and transportation.

# System overview

A.  []{#__RefHeading___Toc469808134 .anchor}Task Force Capabilities

The method by which FEMA accomplishes the ESF #9 mission under the FRP
is through the National Urban Search and Rescue Response System. The
primary purpose of this system is to provide a nationwide heavy search
and rescue proficiency at the local jurisdiction level that can be
federalized and deployed to incidents requiring this capability. In
order for task forces to be able to function in this capacity, they must
develop and maintain the following capabilities:

-   Physical, canine, and electronic search capability.

-   Rescue operations in a variety of structures, including wood frame,
    steel frame, non-reinforced concrete, and reinforced concrete.

-   Advanced life support capability, specializing in crush syndrome and
    confined space medicine.

-   Structural integrity assessments of structures in rescue operations.

-   Hazardous materials assessments in rescue operations.

-   Heavy equipment operations for rescue efforts.

-   Communications within the task force, with the IST, and with the
    home jurisdiction.

-   Resource accountability, maintenance, and equipment procurement.

-   Technical documentation.

-   Public information.

-   Task force management and coordination.

In additional to having the above listed capabilities, task forces are
structured to be able to operate under the following guidelines:

-   24-hour operations in two 12-hour shifts.

-   Self-sufficiency for 72 hours.

-   Report to the POD within 6 hours of activation.

-   Cross-trained personnel.

-   Standard equipment and training.

-   Standard operating procedures.

-   Operate under the Incident Command System (ICS).

F.  []{#__RefHeading___Toc469808135 .anchor}Incident Support Team

The mobilization and use of US&R task forces provides a significant
capability for disaster response and mitigation. The FEMA US&R IST
provides Federal, State, and local officials with technical assistance
in the acquisition and utilization of ESF #9 resources through advice,
incident command assistance, management and coordination of US&R task
forces, and obtaining ESF #9 logistic support. For further information
refer to the IST Operations Manual.

G.  []{#__RefHeading___Toc469808136 .anchor}Operational Readiness
    Evaluations

In order to ensure the efficiency and operational readiness of each task
force, FEMA has developed an Operational Readiness Evaluation Process.
This program provides for a thorough on-site inspection of all task
force components to determine the general readiness of the task force to
respond and operate on the scene of a disaster. The objectives of the
process include:

-   Provide a uniform method to determine the current operational
    readiness levels of all task forces participating in the National
    US&R Response System.

-   Identify major strengths and shortfalls in the current and planned
    system of task force development.

-   Develop a fair and objective process that can be conducted by local
    program management, State officials, FEMA, and sponsoring
    organizations to determine readiness levels.

-   Provide feedback to the respective task force regarding the
    strengths and weaknesses for inclusion into a plan of action for
    further development and improvement.

Periodically, a cadre of peer evaluators from other task forces will
make an on-site visit to each task force's sponsoring agency. The cadre
will compare team equipment with the approved cache list, as well as
review legal agreements, administrative documentation, financial
records, personnel qualifications, and task force training records. The
results of the evaluation are submitted to FEMA Headquarters as part of
the task force's permanent record and used to determine if the task
force is operationally certified for a mission assignment.

H.  []{#__RefHeading___Toc469808137 .anchor}Search Canine Readiness
    Evaluations

In addition to the full task force evaluations, an in-depth evaluation
process has been developed to validate the task force search ability.
This has been accomplished by providing uniform methods to determine the
current operational readiness levels of all canine search specialists
and dogs. This process also provides a method to identify major
strengths and shortfalls for the Canine Search Specialists.

Under this system, the evaluation process is divided into two parts. The
first is a Type I Disaster Dog (Advanced) and the second is the Type II
Disaster Dog (Basic). A cadre of evaluators certified by FEMA as Type I
and II perform the different levels of evaluations. This dynamic process
allows task forces to deploy to disaster sites with canines that possess
the same level of training and ability to search.

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# Urban Search and Rescue System implementation

A.  []{#__RefHeading___Toc469808139 .anchor}FEMA Task Force Requests

There are several stages concerning a formal Federal assistance request.
When an incident occurs, local and State resources are utilized first.
If the incident exceeds their capabilities, the Governor may request
Federal resources from the FEMA Regional Director who forwards the
request to the Director of FEMA. If the incident is of catastrophic
proportions, the President of the United States may declare the incident
a Federal Disaster and appoint a Federal Coordinating Officer (FCO) who
will set up a DFO near the incident. An ERT will respond to the incident
with representatives from all 12 ESFs. The ESFs will support the State
and local responders with Federal resources until the incident is
mitigated.

Within this framework, formal requests for US&R task forces will occur
through the State emergency management agency and/or the DFO. The State
officer responsible for US&R will receive the request for assistance
from the local jurisdiction. If the State cannot provide assistance from
in-state resources, it may elect to request Federal assistance. This
request is sent by the State representative to the Federal ESF #9 Group
at the DFO or the ERT if the DFO is not established. The initial
information is passed to FEMA Headquarters who simultaneously alerts the
USPHS and the Department of Defense (DoD) for aircraft resources. FEMA
then notifies the State emergency management agency of the states from
which the task forces will respond. The states and/or FEMA alert and
activate the task forces. At the same time, FEMA will activate an IST to
respond to the incident State to support the US&R effort at the Federal,
State, and local levels.

In the absence of a State request during a significant event, FEMA may
elect to move Federal assets to a military site near the impacted area
in anticipation of a formal request being received.

I.  []{#__RefHeading___Toc469808140 .anchor}Notification Procedures

Upon notification from the disaster affected State, the National
Emergency Coordination Center (NECC) notifies the US&R Program Manager
and FEMA Headquarters operations staff. The program staff consults with
the EST Director or Operations and Plans Division Director (if the EST
is not operational) and sends out advisories, alerts, or activation
orders as necessary. The EST advises regional and State Points of
Contact (POCs) of actions taken.

Once the situation has been assessed, FEMA will decide whether to
implement the ESF #9 function. FEMA will identify the task forces to be
activated. Alerts and activation's are issued to the appropriate
sponsoring agency of the task forces selected for deployment, first
verbally, then followed by a written document with the effective date
and time of the verbal notification. Included in the notification will
be the initial situation report, where the task force will report, and
any other pertinent information. It is the sponsoring jurisdiction's
responsibility to inform ESF #9 at the EST of any restrictions regarding
task force availability. When appropriate, it will be the EST's
responsibility to cancel any alerts or activations after receiving
direction from FEMA. In the case of US&R notification and activation,
the NECC will serve as a backup to the US&R Program Manager and the ESF
#9 staff.

Concurrent with the selection of the task forces to be activated, the
FEMA US&R Program Office will coordinate air transportation requirements
with ESF #1 and the Directorate of Military Support (DOMS). DOMS will
provide information on the movement of military air transport assets to
the task forces' identified PODs.

J.  []{#__RefHeading___Toc469808141 .anchor}National Task Force Rotation
    System

In order for all operational task forces to be equitably considered,
FEMA developed the National Task Force Rotation Schedule. The rotational
schedule enables task forces to know when they are most likely to be
activated during a major event.

The rotation schedule is based upon a monthly calendar rotation, and
divides the task forces into three regions: A, B, and C. Each task force
rotates monthly within their region from first-due for response through
ninth-due.

Following an incident that requires US&R assets, FEMA will initially
activate the number of task forces it deems necessary for the incident.
The three geographically closest operational task forces outside the
affected State will be utilized first. Task forces within the affected
State are deemed to be State resources by FEMA. After the first three,
FEMA will utilize the rotation schedule, using the first-due task force
from the incident region, then the first-due task forces in the other
two regions and continuing through each region until the incident is
mitigated or all task forces have been used. FEMA has the discretionary
authority to deviate from the rotation schedule.

K.  []{#__RefHeading___Toc469808142 .anchor}Notifications

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1.  Advisory Notice

Upon the occurrence of a significant disaster event or an impending
event, FEMA may issue an Advisory Notice to all US&R task forces. This
advisory will be issued from the US&R Program Office or the EST to the
State emergency management agencies and to the sponsoring agencies. The
NECC may be used as a backup communication system for the notifications.

All appropriate information related to the event is listed in Figure
III-1, and will be provided, as it becomes known. The advisory is for
informational purposes only and does not constitute a directive to begin
any mobilization activities, or incur any expense.

Advisory Notices may also be issued periodically during an incident to
inform all task forces in the National System of any mission information
updates.

7.  Alert Notice

If US&R resources have a probability of being requested within the next
24 hours, FEMA may issue an Alert Notice. The State and sponsoring
agency of the task force being placed on alert must determine if the
task force can be released for Federal service.

All appropriate information related to the event is listed in Figure
III-1, and will be provided, as it becomes known.

The Alert Notice will authorize a specific amount of funds for
administrative expenses for the sponsoring agency to begin planning and
bringing together those personnel who are required to prepare for a task
force activation. The Alert Notice may be verbal followed by written
confirmation, normally within 12 hours.

8.  Activation Order

If a disaster will require US&R resources, the US&R Program Office will
select task forces to be activated. They will contact the sponsoring
agency and the State to determine the availability of the task force, if
not already alerted for Federal service. The task force in conjunction
with the State, may decline the mission if in their opinion there is a
potential need for the task force in the State or home jurisdiction.
Once the task force accepts the mission, the US&R Program Office or the
EST will issue an Activation Order. This will probably be done verbally
to the State emergency management agency and sponsoring agency followed
by written document that indicates the time of activation. The State may
elect to have FEMA provide the Activation Order directly to the
sponsoring agency.

All appropriate information related to the event is listed in Figure
III-1, and will be provided, as it becomes known.

Sponsoring agencies accepting the mission are expected to field all
necessary personnel, equipment, and supplies; and report to their
designated POD within six hours of the Activation Order. The POD will
usually be a designated military or civilian airport. From activation
until arrival at the POA/Mob Center, the task force will be under the
control of and will provide regular situation reports to the EST in
Washington, DC.

FEMA will also activate and deploy an IST to the incident location in
order for the supporting elements to be in place prior to task force
arrival.

9.  Demobilization Order

If an Alert Notice has been issued, and subsequent information indicates
that mobilization of the task force is not warranted, the US&R Program
Office or the EST will issue a written Demobilization Order to the State
and the sponsoring agency. FEMA will provide related information
regarding the reason for the Demobilization Order.

After an activation, a demobilization of the task force may occur at any
time during the mobilization process, as determined by the US&R Program
Office. A written Demobilization Order will be issued to the State
emergency management agency and the sponsoring agency. The order will
include the official stand-down time, the permitted administrative
hours, personnel rehabilitation period, cache rehabilitation period, and
other information deemed necessary by FEMA. Upon demobilization, the IST
in conjunction with the DFO or the EST, will arrange all transportation
requirements. After departure from the mobilization center, a
demobilized task force will be under the control of and will provide
regular situation reports to the EST in Washington, DC until arrival at
its home jurisdiction.

Authorized expenses incurred by the sponsoring agency related to
activation activities will be reimbursed by FEMA as outlined in Section
IX -- Post-Mission Activities.

![](media/image5.wmf)

[]{#__RefHeading___Toc469968321 .anchor}Figure III-1: Information
Requirements for Advisory, Alert, Activation, and Demobilization

L.  []{#__RefHeading___Toc469808143 .anchor}Agency Responsibilities

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1.  Federal Emergency Management Agency

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a.  FEMA Headquarters

The FRP designates FEMA as the primary Federal agency responsible for
US&R. FEMA will staff ESF #9 -- US&R of the FRP.

To accomplish this mission, FEMA will:

-   Maintain a national US&R capability.

-   Administer the US&R program.

-   Provide technical assistance on the implementation of the FRP.

-   Provide overall management of US&R operations.

-   Provide supplemental logistical support to US&R assets while
    deployed.

-   Develop situation and After-Action Reports.

-   Maintain an ESF #9 response plan, along with involved support
    agencies.

-   Maintain an inventory of US&R assets.

-   Provide for functional training and exercises within the US&R
    program.

-   Maintain a roster of trained IST personnel.

In addition, FEMA is responsible for coordinating all international US&R
assistance. FEMA will also manage public information dissemination and
congressional liaison related to all ESFs. FEMA will reimburse all
supporting agencies for appropriate expenses related to ESF #9.

a.  FEMA Regional Offices

During the early stage of a disaster, the FEMA regional US&R POC will
channel information to FEMA Headquarters and affected States\' emergency
operations centers. Once the Regional Operations Center (ROC) has been
established, and until the IST is functional and/or an ESF #9
representative is in place at the State Emergency Operations Center
(EOC), the ROC will coordinate the affected States' requests for US&R
assistance with FEMA Headquarters. A FEMA representative from the
regional office may assist the ESF #9 Group at the DFO as the FEMA
support representative. In the absence of the ROC or DFO, the ESF #9
representative on the IST will act as the ESF #9 Group on the ERT.

b.  Supporting Federal Agencies

The agencies in the following figure provide support to FEMA in its
conduct of Federal US&R operations:

![](media/image6.wmf){width="3.8229166666666665in"
height="2.6020833333333333in"}

[]{#__RefHeading___Toc469968322 .anchor}Figure III-2: Supporting Federal
Agencies

10. States

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a.  Affected States

The State affected by a disaster is responsible for conducting damage
and needs assessments and for making all requests for Federal US&R
assistance through ESF #9 at the State emergency operations center or
the DFO. The State will also provide ESF #9 representatives to operate
out of the ESF #9 Group at the DFO with the responsibility of
coordinating all US&R requests and activities with their Federal
counterparts. The State sets priorities for allocating all US&R
resources (Federal, State, and local) within the disaster area of their
State in consultation with the local IC. If the local jurisdiction is
incapable of providing a viable incident command structure to manage the
overall incident, the State has the responsibility to ensure that a
capable ICS management team is in place.

c.  Responding States

The State emergency management agency of the FEMA sponsored US&R task
force is expected to maintain 24-hour alert capability and to implement
FEMA\'s alert and activation procedure for the task forces, when
requested by FEMA. In the event the State is also the sponsoring agency,
that State will be responsible for the activities outlined in paragraph
3b, Sponsoring Agency.

11. Jurisdictions

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a.  Affected Jurisdiction

The affected jurisdiction is responsible for the management of the
incident. This includes the following activities:

-   Conducting initial damage and needs assessments.

-   Assessing and assigning local US&R resources.

-   Identifying US&R shortfalls.

-   Requesting assistance.

-   Contacting the State ESF #9 representative to request additional
    State or Federal assets.

-   Establishing operational priorities.

-   Providing a POC, situation briefings, and assignments for all
    incoming FEMA-sponsored US&R task forces.

-   Ensuring adequate communications between FEMA US&R assets and the
    local Incident Command Post (ICP).

The affected jurisdiction along with the IST will provide continuous
needs assessments, indicating if additional resources will be needed.
Additionally they will report on US&R work accomplishments and determine
if task forces are to be reassigned within the jurisdiction or released.

d.  Sponsoring Agency

The sponsoring agency will recruit and organize a task force, filling
the positions according to guidelines prescribed in the FEMA National
US&R Response System Task Force Description Manual. It will register and
qualify all medical personnel on the task force through the USPHS as a
specialized Disaster Medical Assistance Team (DMAT). The sponsoring
agency will provide training to upgrade, develop, and renew skills as
needed, to maintain qualifications for each position on the task force.
They are also responsible for developing, practicing, and implementing
an internal call-out system for team members, and for managing the
financial, administrative, reporting, and personnel issues related to
task force maintenance. They are also responsible for ensuring that
changes in the status of the task force readiness level is reported to
FEMA Headquarters. The sponsoring agency will also perform all
administrative functions as required and submit to periodic operational
readiness inspections.

When authorized by FEMA, the sponsoring agency will activate the task
force and ensure that all personnel and equipment are at the designated
POD within the prescribed time frame. Personnel assigned to the task
force and their replacements will be compensated in accordance with the
terms outlined in the MOA. They will also ensure that all appropriate
reports and claims for replacing or rehabilitating equipment are
submitted to FEMA within the time limits set forth in Chapter IX -- Post
Mission Activities. The sponsoring agency is responsible for providing
incident stress management debriefings for all task force members
deployed to an incident.

M.  []{#__RefHeading___Toc469808144 .anchor}Task Force Allocation

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1.  Initial Task Force Assignments

When an incident occurs that may require US&R task forces, FEMA will
review criteria such as type and magnitude of the incident, type of
mitigation assistance requested, and deployment guidelines. These
criteria will be used to determine how many task forces should be
activated for the event. FEMA will then determine the appropriate task
forces to activate based on geographic location of available task
forces, the rotation system, task force levels of readiness, individual
task force transport requirements, and availability of transport
aircraft. The capabilities of the available mobilization centers may
influence the assignment of specific task forces.

Once the task forces are activated and accept a mission, a POD will be
identified for appropriate air transportation. This POD will probably be
pre-designated by DoD. One or more mobilization centers may be
identified near the affected areas. These may be military or civilian
airports.

Should only one State be affected, the FEMA ESF #9 representative in the
DFO will coordinate with the State emergency management officials to
determine which task forces should be assigned to affected localities.
Normally, task forces in the affected State are considered State assets
and not Federalized by FEMA.

Prior to the establishment of a DFO, if more than one State is impacted,
the division of task force assets between the affected States will be
determined by FEMA\'s EST and the IST, based upon the needs assessment
and priorities of the incident. FEMA will coordinate with each State to
determine where the task should be sent.

After the allocation of task forces is determined, FEMA will decide
which task forces will be assigned to each mobilization center and will
establish appropriate transportation for each. Transportation will be
coordinated through the IST and the task force will be moved to its
designated location. Once the task force arrives at the affected
location, the task force falls under the management of the IST who
reports to the local jurisdiction\'s IC or representative. The task
force receives a strategic assignment through the IST and begins
operations under the ICS. Refer to Chapter VII -- On-Site Operations.

12. Task Force Reassignments

Activated task forces are a Federal resource, under the ultimate
direction of FEMA, as established in the FRP. Should it be determined
that one or more initial task force assignments must be changed, the
task forces shall be reassigned. This determination will be made by the
ESF #9 representative on the IST, in conjunction with the ERT State
emergency management officials. The length of the initial operation of
each task force and its ability to sustain continued operation would
dictate whether the task force could be reassigned.

If a local IC determines that the services of an assigned task force are
no longer needed, the ESF #9 representative will make a determination of
possible reassignment of the task force on the IST.

13. Demobilization of Task Forces

Once a task force has completed its mission, and no reassignment is
warranted, or is unable to continue operations, the task force will be
demobilized.

This information will be communicated to the local IC through the IST
and forwarded by the IST to the ESF #9 Group at the DFO. The DFO, in
conjunction with the State emergency management officials, will initiate
a written Demobilization Order for the task force through the IST and
the EST in Washington, DC. Refer to Chapter VIII -- Task Force
Reassignment/Demobilization.

N.  []{#__RefHeading___Toc469808145 .anchor}Procedures for Accepting
    International US&R Assistance

The possibility exists that during a major catastrophic disaster,
foreign US&R teams may be needed to supplement national capabilities.
The United Nation's Office for the Coordination of Humanitarian Affairs
(OCHA) has developed protocols for accepting foreign US&R task forces.
The United States, as a signatory, will abide by the protocols described
in OCHA\'s International Search and Rescue Advisory Committee
guidelines.

1.  Operational Procedures for International Requests

Once the State requests US&R assets beyond what the Federal government
can provide from domestic resources and FEMA has determined that foreign
US&R teams are required, FEMA will request assistance through the AID
Office of Foreign Disaster Assistance (OFDA). An assessment will be made
to determine the appropriate number of teams available that best meet
the requirements of the identified US&R mission.

14. Integration of International Teams

The OFDA will coordinate the arrival and integration of foreign US&R
teams with FEMA. This will include the notification of the designated
mobilization center of international team arrivals, assignment of
interpreters, and special logistical requirements, such as fuel,
compressed gases, etc. International teams will be assigned to local
jurisdictions under the direction of FEMA. When assigned to a local
jurisdiction, they will report to, and work under the direction of, the
local IC through the IST.

15. General Considerations

FEMA and OFDA will debrief the international teams prior to their
demobilization and departure. FEMA, in conjunction with OFDA, will be
responsible for preparing an After-Action Report for OCHA on the
accomplishments, difficulties, and suitability of the international
response. OFDA will be charged with compensating the foreign teams for
expenses incurred on the mission.

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# Task force mobilization

A.  []{#__RefHeading___Toc469808147 .anchor}Task Force Transportation
    Requirements

Arranging transportation for all activated task forces will normally be
the responsibility of FEMA (Figure IV-1). The Department of
Transportation (DOT), is the supporting agency for transportation;
however, DoD has been the primary provider of air transport because of
its airlift capability. Civilian carriers may provide air
transportation, but their capability is limited and their rules
restrictive. Moving via a civilian carrier also requires task forces to
reconfigure pallets for loading. Two aircraft (one aircraft for
personnel and one for cargo and equipment) are normally required to move
a task force due to commercial aircraft regulations concerning hazardous
cargo.

![](media/image7.wmf){width="6.490972222222222in"
height="5.090277777777778in"}

[]{#__RefHeading___Toc469968323 .anchor}Figure IV-1: Mobilization and
Response Procedures

Each US&R Task Force (TF) is resident in FEMA's National Time-Phased
Force Deployment List (TPFDL) database. The descriptive data,
Time-Phased Force Deployment Data (TPFDD), for each task force has been
entered into the system. The data includes task force name, geographical
location, preferred military and civilian departure airfields, number of
passengers and canines, and tons of cargo. The information includes
notes that indicate task forces are carrying hazardous cargo and are
authorized to transport canines, uncaged. A Unit Line Number (ULN), an
alphanumeric code, identifies each task force under FEMA's Program
Identification Number (294PJ). ULNs for each task force are as follows:

![](media/image8.wmf){width="6.498611111111111in"
height="6.146527777777778in"}

[]{#__RefHeading___Toc469968324 .anchor}Figure IV-2: Unit Line Numbers

Other information essential to the task force's deployment such as TF
POC and telephone number, ready to load date and time, available to load
date and time (ALD), earliest and latest arrival date and time
(EAD/LAD), and required delivery date (RDD) are provided by ESF #9 to
the Movement Coordination Center (MCC) when a request for deployment is
submitted. The MCC is located in the EST and includes representatives
from ESF #1, DoD, DOT, and FEMA.

Some task forces may be transported by ground because of their proximity
to the event, inclement weather, or lack of available aircraft.
Deployments to incident sites under 500 miles will normally be by ground
transportation. This contingency should be prearranged and negotiated in
advance.

Transportation to the mobilization center and to the work site is the
responsibility of the IST. If the IST is not operational, the
responsibility will fall to ESF #9 at the region level or the EST in
Washington, DC.

O.  []{#__RefHeading___Toc469808148 .anchor}Task Force Mobilization
    Guidelines

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1.  Departure Time Frames

Upon activation the task force will arrive at the POD within six hours
(Figure IV-1). Within this time period, it is expected that the agency
sponsoring a task force will:

-   Assess the level of readiness of the task force.

-   Receive approval from government officials to mobilize.

-   Assemble task force personnel at POD.

-   Assemble all elements of the task force equipment cache at POD.

It is important that sponsoring agencies attempt to meet the target time
frame for departure. The inability of a jurisdiction to mobilize its
task force within the six-hour time frame could preclude their being
considered for mobilization.

16. Personnel and Equipment

All aspects of the task force mobilization must be well planned and
exercised in order to accomplish such a large undertaking in a short
period of time. Task force personnel should have all necessary personal
items ready for deployment. All necessary equipment, tools, and supplies
that support the task force should either be cached separately, or the
locations of any separate items must be known and a process established
to quickly assemble all of them. Load plans should be in place that
document where specific items are placed on military aircraft pallets,
with pallet weights and cubic feet already calculated. Additionally,
load plans for ground transport should be in a place that shows similar
placement of cache items on over-the-road trucks.

A predetermined call-out system must be developed to notify the
necessary personnel required to field the 62-person task force. A
call-down tree or a universal paging system may accomplish this.
Virtually all agencies sponsoring a task force will use people who are
not directly employed by the agency to fill some positions within the
task force. These associated personnel must have agreements in place
with their respective employers to allow them to leave with little
notice for a mission deployment of up to 10 days. The local travel
distances of the task force personnel, either to the sponsoring agency
assembly point or the task force\'s assigned POD, must meet the 6-hour
POD time frame.

Specific procedures must be set up to procure specialized cache items,
such as water, controlled medical drugs, batteries, etc. These
procedures must work 24 hours a day, seven days a week.

Cache loading plans must reflect priority loading and unloading of
equipment necessary to allow effective task force operations. This may
include modular deployment, reconnaissance, or advance teams. At the
assembly point, the task force must establish a system to process
personnel for the mission to include: gear inspection and weighing,
medical screening, personal information checks, and equipment issue. The
medical screening includes criteria specified by FEMA for the task force
physicians to recommend personnel deployable or non-deployable.

17. Establishing Points of Contact

State emergency management agencies and sponsoring agencies must
determine separate POCs for receiving US&R task force Advisories, Alert
Notices, or Activation Orders. This must be determined in advance and be
functional any time, day or night. Most agencies and jurisdictions have
emergency dispatch centers that should work well for this purpose. A
directory of contacts should be established at the local, State, and
Federal levels to ensure timely notifications.

Sponsoring agencies should establish a predetermined routing of Alert
and Activation Notices from their POC to the official capable of
approving the acceptance of activation. Persons receiving the Alert
Notice or Activation Orders from FEMA must request a POC name and
telephone number. It is imperative that a definite acceptance or denial
of a mission assignment be communicated to FEMA within one hour.

18. Task Force Briefing

After accepting a mission, the sponsoring agency should assemble all
necessary personnel either at an assembly point or at the assigned POD.
It is imperative that a formal task force briefing be provided to all
team members. This briefing should include:

-   Task force organizational structure.

-   Chain-of-command.

-   Latest event information.

-   Environmental conditions.

-   Media issues and procedures.

-   Safety issues.

-   Communications procedures.

-   Other information provided by specific task force specialists.

-   Code of conduct.

-   Transportation mode, estimated departure time, POA, etc.

In addition, task force supervisory personnel should brief their
subordinates about their expectations, distribute and review task force
operational checklists, review the readiness of task force personnel for
mission operations, check inoculation records, etc.

P.  []{#__RefHeading___Toc469808149 .anchor}Point of Departure
    Activities

DoD has established a military POD for each task force. The POD is
usually an airport or air base in close proximity to the agency
sponsoring a task force.

1.  Identifying Appropriate Contacts

Procedures for contact with appropriate air officials at the POD should
be established prior to any actual mobilization. When a task force
accepts an Activation Order, it should immediately apprise the
appropriate officials at the POD, advising them of the activation. It is
important that names and telephone numbers be made available to both
airport personnel and the sponsoring agency in order to ensure the
accurate flow of information. The two types of PODs will usually be:

a.  Military Air Base

The on-duty air base operations officer will usually be the appropriate
POC for military air bases. Issues regarding security, air base access,
cargo handling areas, task force assembly areas, radio frequencies, etc.

e.  Civilian Airports

The airport manager will usually be the appropriate POC for civilian
airports. In addition, airport police or fire personnel may prove
beneficial during a mobilization. Issues such as airport and hanger
access, cargo handling areas, security, task force assembly areas, etc.,
may be provided by these agencies. The sponsoring jurisdictions must
ensure that periodic follow-up contacts are made to keep the POCs
current.

19. Aircraft Loading Procedures

The on-loading of all task force personnel and equipment is a complex
operation. It is imperative that task force personnel coordinate closely
with military loadmasters to ensure that all elements are well
organized, properly packaged and labeled, prioritized, loaded, and
secured.

Certain cache items are hazardous materials, such as fuels, oxygen,
compressed air, etc. These items must be identified to the loadmaster or
cargo handlers. The loadmaster or cargo handlers will determine the
proper placement of these items in the cargo bay. In addition, a
manifest of personnel will be generated (DoD Form AMC-117). FEMA will
either train or make training available to task force Logistics
Specialists in air transportation. Cache items will be reviewed and
pre-certified in order to expedite the loading process. Refer to
Appendix G -- Cache Packaging and Shipping Requirements.

20. Load Estimation/Limitations

A US&R task force is comprised of 62 persons. The following guides are
in effect to control the total TF weight to be transported.

-   Team member - 185 lb. (average for estimation purposes)

-   Personal gear (carry-on) - 65 lb. (strict limit)

-   Canines and support - 100 lb. (average for estimation purposes).

21. Canine Transport

Canines transported as part of a task force shall be in the aircraft
cabin with their handlers. Due to the docile nature of the trained
canine, coupled with the need for the handler to care for and maintain
the proper attitude of the dog, they should never be transported in
cages (refer to the DoD letter of authorization for uncaged canine in
the FEMA US&R Task Force Description Manual -- Forms and Reports Section
and the Records and Reports Section of the US&R FOG).

# Arrival at the mobilization center

A.  []{#__RefHeading___Toc469808151 .anchor}Establishment of a
    Mobilization Center

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1.  Set Up/Activation Responsibilities

Emergency Support Function #7, General Services Administration (GSA),
and the FEMA regional office, in support of the State emergency
management agency, is tasked in the FRP with pre-selecting potential
mobilization centers, where possible. This may occur in earthquake and
hurricane high-risk areas.

After the disaster has occurred, GSA and others will determine the
feasibility and usability of the pre-selected facilities. If the
facility is determined usable and safe, ESF #7 will set up the facility
and will identify and assign areas within the center for incoming
assets. GSA may choose to use the USFS and other supporting agencies to
administer the facility. US&R task forces should have an administrative
area and a billeting area designated for their use. If buildings are not
available, task forces will have to use tents from their cache for
billeting.

If the task force is to be directed to the mobilization centers, the IST
Transportation Unit Leader will arrange transportation from the POA to
this site. It may be determined that the POA will also serve as the
mobilization center.

In some cases, the military may designate an installation of any Service
or Defense Agency to provide the Defense Coordinating Officer (DCO) and
integrated resource support for the DoD response effort. This is known
in the military as a Base Support Installation (BSI). This installation
is normally located outside of, but within a relative proximity to, the
disaster area. In addition to support in the form of technically
qualified personnel, essential equipment and procurement support, the
BSI may serve as a staging or mobilization area. US&R personnel
encountering the term BSI during a mission response should look upon it
as the same as a mobilization center.

22. Administrative Support

An IST POA/Mob Center Specialist will be assigned to the mobilization
center to facilitate any administrative needs of the task force. This
may include arranging for billeting, sanitation, and feeding, as well as
providing briefings/debriefings, maps, communications, transportation
requirements, and a system for resupply, as needed.

Q.  []{#__RefHeading___Toc469808152 .anchor}Task Force Reception/Support

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1.  Mobilization Center

Upon arrival, the Task Force Leader (TFL) of each task force must
establish contact with the IST POA/Mob Center Specialist. The TFL must
contact the EST upon their arrival either directly or through the IST. A
coordination center will be established to coordinate all aspects of the
mobilization center operation. The TFL should identify the location of
the coordination center and report to the IST representative for
instructions. If the TFL is unable to locate the appropriate IST
representative (who may not have yet arrived), they should report to the
mobilization center manager for further instructions. At a minimum, the
following information should be identified from the IST representative
or the center manager:

-   Location of the IST.

-   Local officials to whom the TFL should report.

-   Assigned jurisdiction/work site for the task force.

-   Incident briefing/situation report.

-   Mobilization center food, water, rest rooms, support facilities.

-   Transportation requirements.

-   Availability of maps for assigned jurisdiction.

-   Availability of medical treatment, if any.

It is understood that once the task force arrives at its assigned
jurisdiction, the TFL falls under the supervision of the local IC
through the IST within the parameters of the ICS. In addition, the TFL
will route all task force logistical support requests to the IST. The
IST will determine, in conjunction with the local jurisdiction, what
resupply can be obtained locally and what items must be requested
through FEMA, US&R (ESF #9). Task forces will not order equipment or
resupply items on their own. The IST is responsible for routing resource
requests and reporting the task force's situation status to ESF #9 at
the EST or DFO, if it is operational.

23. Task Force Briefing

Once the TFL has received all necessary information, a task force
briefing should be conducted to apprise personnel of important
information. This should include the following:

-   Assigned jurisdiction/work site for the task force.

-   Incident briefing/situation report.

-   Mobilization center food, water, rest room, support facilities.

-   Transportation issues and time frames.

-   Equipment off loading/security.

-   Issuing of maps (if available).

-   Introduction of the IST POA/Mob Center Specialist or other POA POCs.

24. Mobilization Center Support Facilities

As required, the IST POA/Mob Center Specialist will act as the POC with
the support facilities at the mobilization centers receiving US&R task
forces. Federal agencies will provide logistical support for the
preparation and distribution of food and drinks, sanitation and rest
room facilities, shelter, etc., if not already available on site. The
degree to which these needs will be supported will depend upon many
variables, including available resources and the number of disaster
mitigation resources being routed through the mobilization center, etc.

At a minimum, a TFL should ensure that the immediate needs of team
personnel and canines are addressed. In most cases, a task force should
remain in a mobilization center for a relatively short time. This will
depend on variables, such as available personnel and equipment for cache
movement, available ground or air transportation to the assigned work
site, weather conditions, etc. It would be rare that a task force
remains for an extended period in the mobilization center and requires
longer-term shelter and sleeping accommodations. The TFL and IST will
address these issues, as needed.

Most large-scale disasters will require the mobilization center to
remain in operation for an extended time period as various disaster
mitigation and restoration resources respond to the affected areas. The
TFL should consider that the task force would most likely demobilize and
return through the mobilization center at the conclusion of a mission
assignment. In addition, the mobilization center may play a part in
ongoing operations such as serving as an intermediate point for the
removal of an injured task force member or the support of other disaster
response agencies (i.e., ESF #8 Medical, ESF #10 Hazardous Materials,
ESF #4 Firefighting, etc.).

R.  []{#__RefHeading___Toc469808153 .anchor}Task Force Deployment

It is imperative that the determination of the locality to which each
task force is to be assigned be made as quickly as possible. These
decisions will be made by the appropriate State emergency management
officials of the affected states, in conjunction with the IST or
appropriate ESF #9 officials at the DFO (refer to Chapter III. F. 1. --
Initial Task Force Assignments, for a more complete discussion).

The immediate concern of the POA/Mob Center Specialist is to forward
these specific task force assignments as soon as possible; address the
transfer and movement of all personnel, canine, and equipment cache
items; establish the necessary transportation requirements; and deploy
the task force into the affected locality, as quickly as possible. It is
most desirable that the task forces move through the mobilization center
directly to their assigned locality/work site.

Task forces departing the mobilization center will be transported to the
assigned locality as identified by the IST. While it is most desirable
to move the task forces directly to their assigned locality/work site,
it may in some cases, first be necessary to route the task forces
through a staging area.

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# Staging area/incident assignment

A.  []{#__RefHeading___Toc469808155 .anchor}Staging Areas

A task force may be required to move through a staging area enroute to
its assignment, due to a change in the mode of transportation (i.e.,
from aircraft to ground transportation, or vice versa) or other
logistical reasons. The IST, in conjunction with the DFO, will determine
these issues. The movement of a task force through an intermediate
staging area should be conducted in as short a period of time as
possible.

S.  []{#__RefHeading___Toc469808156 .anchor}On-Site Assignment

The TFL must establish contact with the IST as soon as possible. The
following information should be exchanged with the TFL, the IST, and the
local IC:

-   Reporting requirements (type/location/frequency/position.

-   Task force objectives.

-   Location of work assignment.

-   Location or potential location of task force Base of Operations
    (BoO).

-   Current situation report.

-   Tactical assignment.

-   Personnel/cache movement requirements.

-   On-site transportation requirements.

-   Communications plan.

-   Shelter and support facilities, if any.

-   Availability of maps.

-   Medical protocols and victim transfer procedures.

-   Availability of local heavy equipment (cranes, bulldozers, etc.).

-   Logistical resupply procedures.

-   Security.

-   Political, environmental, or other special concerns.

A task force briefing should be conducted as soon as possible to apprise
all personnel of the issues listed above. In addition, the TFL and the
task force Logistics Specialists must coordinate the transfer,
inventory, and security of all personal and cache items to the location
where the task force BoO will be established.

![](media/image9.wmf){width="5.975694444444445in"
height="5.299305555555556in"}

[]{#__RefHeading___Toc469968326 .anchor}Figure VI-1: Typical On-Site
Command Structure

# On-site operations

Upon arrival at the assigned work site, it is important for a task force
to begin its search and rescue operations as soon as possible. The
following issues must be considered. The listed order does not
necessarily denote the chronological order. With respect to the number
of personnel assigned to each task force, it is possible that some of
these issues be handled simultaneously. For example, once the task force
has identified a site, the personnel could be split up to begin BoO and
cache set-up while the other members begin search and rescue operations.
Refer also to Appendix A -- Task Force Management and Coordination.

A.  []{#__RefHeading___Toc469808158 .anchor}Base of Operations

The selection of a BoO is one of the most important determinations made
during a deployment. The specific location may be predetermined by the
local jurisdiction or the IST prior to the arrival of the task force. In
absence of the IST, the TFL must identify an appropriate site.
Regardless of who makes the determination, the following factors should
be considered:

-   Close proximity to the rescue work sites.

-   Useable structures for shelter and cache set-up.

-   Safety of useable, adjacent structures.

-   Sufficient open, level space.

-   Access to transportation routes.

-   Safety and security.

-   Tranquillity (the facility's quality to accommodate resting off-duty
    personnel).

-   Environmental considerations.

The IST Leader should consult with the Communications Unit Leader,
Logistics Section Chief, and their specialists in assessing these
features. Likewise, if the task force is selecting the BoO site, the TFL
should consult with the task force Team Managers, Communications
Specialists, Safety Officers, and Logistics Specialists at the task
force level. Consideration should be given to sending out an advance
team to locate a suitable BoO site. Once a BoO has been established, it
is difficult to change its location. Refer to Appendix A -- Task Force
Management and Coordination and Appendix L -- Base of Operations
Management.

T.  []{#__RefHeading___Toc469808159 .anchor}Equipment Cache Management

The set up and management of the task force equipment cache is an
important consideration when choosing a BoO. Once a site selection is
made, the following factors must be addressed:

-   The equipment cache is large. Regardless of whether existing
    structures or tents are used to shelter all or part of the cache, an
    area providing sufficient workroom is required. Prior training and
    exercise in managing and setting up the cache is required.

-   The listing of the total equipment cache is subdivided into five
    separate sections: rescue, medical, technical, communications, and
    logistics. These sections should be color-coded to denote the
    subdivision. Refer to Appendix G - Cache Packaging and Shipping
    Requirements.

-   All items should be inventoried when the cache is set up to ensure
    their availability and to identify any items lost or damaged during
    transit (see Operational Checklist for the Logistics Specialist in
    the FEMA US&R Task Force Description Manual).

-   Some tools and equipment require set up, fueling, and a check of
    operation to ensure readiness.

-   When setting up the on-site cache in the BoO, task forces should
    develop a rapid deployment pallet. This is a military pallet loaded
    with the essential rescue or search and reconnaissance equipment to
    allow for immediate task force operations. This pallet is designed
    to be slung from a helicopter and transported quickly to a work site
    with a small cadre of personnel. It should be designed to allow the
    accompanying personnel to begin an immediate rescue operation, recon
    a specific area, or perform another specific function. The rapid
    deployment pallet should be a maximum of 4,000 lb. and not more than
    four feet in height to allow for helicopter operations. It should be
    loaded in priority layers depending on the mission to which it is
    deployed.

-   An automated computerized accountability system, with a manual
    back-up system, should be used for the tracking of all cache items
    throughout the course of the mission. The tracking system is
    essential to ensure that scarce cache resources can be located and
    shared among the task force elements. Refer to Appendix H -- Task
    Force Property Accountability and Resource Tracking System.

U.  []{#__RefHeading___Toc469808160 .anchor}Task Force Control Center

An integral component of the overall task force BoO is the Task Force
Control Center (TFCC) which acts as the focal point for all internal
task force operations. A central command area should be established for
task force supervisory personnel. This location should also incorporate
the planning, safety, and communications functions.

The TFCC should be staffed continually throughout the mission. It is
imperative that communications channels be monitored for TF
communications, IST communications, and communications with the local
ICP. Messages from any of these entities must be received, recorded as
necessary, and forwarded immediately to the appropriate task force
personnel.

As denoted in Appendix I -- Task Force Communications Procedures, each
task force is identified by a distinct designator based on the
two-letter state abbreviation followed by the letters \"TF\" (for task
force) and a number. For example, the first task force established in
the State of Oregon would be designated OR-TF1 in writing and verbalized
as \"Oregon Task Force One.\" The TFCC will use the respective
designators for radio communications.

V.  []{#__RefHeading___Toc469808161 .anchor}Shelter Requirements

There are two options for task force shelter. One is to use existing
structures. The second is to rely solely on the tents carried in the
task force cache. In either case, the following shelter requirements
should be addressed:

-   TFCC

-   Cache shelter (for environmentally sensitive supplies and equipment)

-   Personnel sleeping quarters

-   Food preparation area

-   Medical treatment

-   Sanitation facilities

-   Canine area.

Should the task force supervisors opt to use existing structures, the
structural integrity should be evaluated. It is important to remember
that after-shocks should be expected after a significant earthquake.
Should the structural integrity and safety prove questionable, the cache
tents should be used. However, the sole use of tents is detrimental to
personnel and some equipment in weather extremes. In such circumstances,
task force supervisory personnel should assess, through the local IC and
the IST, the availability of more substantial shelter. If
non-residential buildings are used for task force shelter, the IST
Facilities Unit Leader or TFL should seek approval and waivers from the
local government.

W.  []{#__RefHeading___Toc469808162 .anchor}Tactical Assignments and
    Operation

The TFL should receive a briefing of the tactical assignment from the
IST Operations Section and the local IC as soon as possible. Once
determined, the task force supervisory personnel should attempt to begin
search and rescue operations as quickly as practical. This may
necessitate structure triage teams to perform quick assessments of the
assigned area and reconnaissance teams to evaluate each building deemed
viable for rescue operations. All information obtained from search and
reconnaissance missions should be forwarded to the IST in a timely
manner for use in overall incident action planning.

Issues related to BoO set up and cache management need not preclude the
beginning of search and rescue operations. Task force staffing should be
established to address several actions simultaneously. The Task Force
Planning Manager or the Technical Information Specialist must maintain a
task force unit log of chronological events. Refer to Appendix A -- Task
Force Management and Coordination.

As remaining elements begin to arrive at the area identified as the BoO,
task force supervisory personnel should meet to determine the
short-range strategy. They should determine which initial issues must be
addressed, how the task force personnel should be organized to handle
these issues, and identify areas of responsibility for the task force
personnel.

A Task Force Action Plan should be developed regarding the duration of
the initial work cycle for the total task force prior to implementing
work cycles along with other specific objectives for a defined time
period. The total task force strength can be used in the initial stages
of operation. Depending on a variety of factors, all personnel can be
committed to initial operations for an extended period of possibly up to
18 hours before requiring rest and rotation cycles. At that point, the
task force would begin alternating in 12-hour cycles, with half the
personnel resting and half working. Previous experience has shown that
the greatest numbers of survivors are rescued quite early in the
incident. The greater the amount of search and rescue resources that can
safely be committed early on will positively impact the rate of success
of victim location and extrication. Refer to Appendix B -- Rescue
Operations Strategy and Tactics.

X.  []{#__RefHeading___Toc469808163 .anchor}Task Force Briefings

As soon as the task force personnel arrive at the identified area to
establish a BoO, a briefing should be conducted for all personnel. After
the task force supervisory personnel have had an opportunity to convene,
they should outline their strategy and delegate specific responsibility
for each issue. This is extremely important in order to ensure that the
task force operates as a cohesive unit and that goals are clearly
understood by all members. A review of the following issues should be
addressed:

-   Incident situation reporting.

-   Task force objectives.

-   Tactical assignments.

-   Task force support layout and requirements (BoO).

-   Communications plan, frequencies, and radio designations.

-   Emergency signaling and evacuation procedures. See Appendix I --
    Task Force Communications Procedures.

-   Medical treatment and evacuation procedures for task force
    personnel.

-   Process for ordering supplies and equipment through IST.

-   Incident stress management considerations.

-   Shift assignments and rotations.

-   Task force security issues.

Y.  []{#__RefHeading___Toc469808164 .anchor}Reporting Requirements

A variety of oral and written reports are necessary during mission
operations. The following provides an overview:

1.  Incident Action Plan

Task force supervisory personnel must keep the local IC apprised of all
aspects of their operation through the IST. The Task Force Action Plan
includes the Unit Activity Logs, plans from each functional section, and
situation reports. This plan is prepared for each operational period.
The type and frequency of routine situation reports should be
established as denoted in Chapter VI. B -- On-Site Assignment. The IST
will develop a comprehensive Incident Action Plan for the entire
operation with information from the individual task force plans. Unusual
or safety related situation reports should be made immediately to the
IST or local ICP. For more information see Appendix M -- Task Force
Planning.

25. Task Force Support

The task force should be a totally self-sufficient operation for at
least 72 hours. However, throughout the course of the mission task force
supervisory personnel must make continual assessments of the needs of
the task force. Issues related to additional shelter requirements, food
and water, and replacement of expendable cache items (batteries, fuel,
oxygen, etc.) should be addressed.

Requests for support should be directed to the IST Logistics Section
Chief. All resupply will be done through the IST. After the initial
emergency procurements, task forces will not individually purchase
supplies while on a mission. The IST will determine, in conjunction with
the local IC, which resources can be obtained locally and which will be
ordered through the ESF #9 Group in the DFO. In general, the local
jurisdiction can probably meet the need more quickly, if it is
available.

26. Agency-Specific Communications

The TFL should attempt to establish communications back to their home
agency to keep them apprised of the task force\'s status. The TFL must
ensure that all information intended for release to the public, relayed
home, or transmitted through a media open to the general public is
approved by a representative from FEMA's Office of Emergency Information
and Media Affairs. Special considerations should be made to communicate
emergency messages in either direction. Task forces should consider
establishing a support system for the spouses and loved ones at home.
The purpose of the support system is to address the needs of family
members and friends of the deployed task force members. It may include
assistance with home repairs, emergency family matters, and dealing with
local media.

27. Personnel Injuries

If a member suffers a traumatic injury, it must be reported to the IST
as soon as possible. The injured person should be treated and
transported to a medical facility if necessary without delay. Form CA-1,
Federal Employee's Notice of Traumatic injury and Claim for
Compensation, must be completed by task force management or IST
management for an IST person. A FEMA supervisor must complete the second
page of the form. The CA-1 must be filed within 30 days from the date of
the injury to ensure continuation of pay coverage.

Refer to agency MOA for claims process.

An occupational disease must be reported to task force or IST management
as soon as the person first becomes aware of the condition. Form CA-2,
Federal Employee's Notice of Occupational Disease and Claim for
Compensation, must be filed.

All submissions must include original documents completed in their
entirety. Documents should be forwarded to:

## Employees and Labor Relations Division {#employees-and-labor-relations-division .unnumbered}

Workers Compensation

Federal Emergency Management Agency

500 C Street, SW, Rm. 808

Washington, DC 20472

# Task force reassignment/demobilization

A.  []{#__RefHeading___Toc469808166 .anchor}Reassignment Considerations

The issues in this Chapter will deal only with a reassignment that would
result in a significant change of location of an operating task force\'s
BoO. This type of reassignment would be a major undertaking because
elements of the task force would have to be completely repacked and
transported. The change of assignment of a task force still in transit
is considered a diversion and is easier to implement.

FEMA, in conjunction with appropriate State officials, will carefully
assess the ability of a task force already established and in operation
to accept a tactical reassignment requiring a location change. It is
incumbent upon the TFL and task force supervisory personnel to make an
assessment of the physical and mental condition of their personnel for
continued operation. The following factors, should be considered:

-   Duration of operation already undertaken.

-   Physical and mental condition of task force personnel.

-   Capability of the remaining cache to support continued operation.

-   Availability of other task forces to handle the identified
    assignment.

-   Availability of appropriate transportation.

Z.  []{#__RefHeading___Toc469808167 .anchor}Reassignment/Demobilization

The TFL will receive a briefing from the IST regarding any determination
of reassignment or demobilization. The following issues, should be
addressed:

-   Official stand-down time.

-   Reason for reassignment or demobilization.

-   Transportation requirements.

-   Departure itinerary.

-   Transfer of expendable cache supplies or equipment, if any, to the
    local jurisdiction that should be left to support local needs (as
    approved by FEMA).

-   Permitted cache rehabilitation period.

-   Permitted personnel rehabilitation period.

The TFL should communicate either reassignment or demobilization orders
and related information back to their sponsoring agency. If
communication channels are not available to the TFL, the TFL should
request this information be transmitted through the IST.

A.  []{#__RefHeading___Toc469808168 .anchor}Equipment Cache Management

All elements of the equipment cache must be inventoried and packaged for
transport. Items expended, lost, damaged, or intentionally left for the
local jurisdiction must be identified. In some instances, the ESF #9
representative on the IST, with approval from FEMA, may authorize
transfer of task force equipment to the local jurisdiction.

B.  []{#__RefHeading___Toc469808169 .anchor}Cessation of Base of
    Operations

Reasonable efforts should be made to leave the BoO area in the same
condition as when the task force arrived. Necessary sanitation
precautions must be taken. All trash (especially medical debris) and
remnants of food preparation should be burned or bagged in trash bags or
approved biohazard waste bags (for medical waste) for future disposal.

C.  []{#__RefHeading___Toc469808170 .anchor}Return to the Mobilization
    Center

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1.  Rest and Rehabilitation

Upon return to the mobilization center, the TFL, through the IST POA/Mob
Center Specialist will attempt to find quarters for all task force
personnel to provide rest and rehabilitation time. Personnel should be
afforded a shower and change of clothes prior to their return to the
original POD.

28. Equipment Review

At the mobilization center, the TFL should schedule time and an
appropriate area for a review and general inventory of the cache. This
inventory should not only account for the tracking and movement of the
cache from the incident site to the mobilization center, but also
provide a mechanism for collecting information on damaged and missing
equipment. This information should be captured in written form for the
After-Action Report.

29. Equipment On-Loading

The equipment cache review should assist the Logistics Specialist with
managing the loading of the cache onto the aircraft. All issues related
to the original loading at the beginning of the mission must be
addressed for the return flight. Coordination between the task force
Logistics Specialist and the military loadmaster is essential. Copies of
all documentation should be retained for the After-Action Report.

30. Task Force Debriefing

The TFL should ensure that a task force debriefing is conducted prior to
leaving the mobilization center while the focus is still on the mission.
The intent of this debriefing is to highlight issues and accomplishments
of the mission. Lessons learned during the mission should be noted and
discussed. This information should be captured in written form for
subsequent After-Action Reports.

In addition, task force supervisory personnel should assess task force
members and discuss issues related to incident stress management. An
opportunity should be provided for all personnel to discuss issues that
may be causing discomfort or concern. This initial defusing must be
followed up with a full incident stress management debriefing once the
task force returns home.

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# Post-mission activities

A.  []{#__RefHeading___Toc469808172 .anchor}Return to Point of Departure

Upon return to the POD, the TFL and Logistics Managers will ensure
transportation for all personnel. The sponsoring agency is responsible
for coordinating all issues related to the return of the task force. The
Logistics Manager ensures coordination of the cache transfer from the
POD to its place of origin.

In addition, the sponsoring agency, prior to the task force's return,
should address other issues related to the return of the task force.
This could include:

-   Task force return itinerary.

-   Media coordination.

-   Rest period prior to the member\'s return to normal duties.

-   Incident stress debriefing for the task force.

-   Return and rehabilitation of cache equipment.

-   After-action critique/reports.

D.  []{#__RefHeading___Toc469808173 .anchor}Equipment Management and
    Rehabilitation

As soon as practical, all tools, equipment, and supplies in the task
force cache should be evaluated, inventoried, serviced, and prepared for
mobilization. In this regard, the following should be addressed:

1.  Cache Inventory

Personnel trained in the management of the task force cache should
perform a complete inventory, as soon as possible. Refer to Appendix H
-- Task Force Property Accountability and Resource Tracking System. The
hard copy inventory should be used to update the primary inventory
maintained in software form.

31. Damage/Loss/Repair Assessment

The results of the post-mission inventory will be used to develop a
damage/loss assessment report. This report will identify all tools,
equipment, and supplies that were expended, damaged, or lost during the
mission. Narratives will be included outlining the reason for any damage
or loss that occurred. In addition, a cost summary for the replacement
of cache items will be developed. A completed FEMA 61-10, Government
Property Lost or Damaged (GPLD) Survey Certificate, should be submitted
to FEMA at the same time as the Standard Form 270, Request for Advance
or Reimbursement, is submitted requesting reimbursement.

32. Cache Rehabilitation

All tools, equipment, and supplies must be inspected and made
operationally ready. Tools and equipment should be cleaned and checked
for proper operation. Oil levels should be checked and fuels should be
purged after operation. All expendable items that were used (batteries,
saw blades, etc.) should be replaced. All items should be returned to
their original location or repacked for mission mobilization. The US&R
Program Office will issue written guidelines in the Demobilization
Order, or as soon as possible, for each task force, indicating the
approved maximum number of hours the sponsoring agency can submit, for
reimbursement, for purposes of cache rehabilitation. The amount of hours
will depend on the severity and length of mission, climate factors, and
amount of use of cache items while on the mission. The amount of
allowable hours should be sufficient to bring all tools, equipment, and
supplies into a state of operational readiness for another mission.

E.  []{#__RefHeading___Toc469808174 .anchor}US&R Personnel Incident
    Stress Debriefing

All personnel involved in a significant mission response should be
required to attend a post-mission incident stress debriefing session.
This includes task force personnel, IST members, and others involved at
a significant level. The sponsoring agency is responsible for scheduling
and conducting incident stress debriefing sessions, as needed.

The initial post-mission incident stress debriefing should be scheduled
soon after the task force returns to its jurisdiction. This will allow
for several days of rest for the personnel. The sponsoring agency should
also consider a debriefing session for the spouses and significant
others of task force personnel. Past experience has shown this to be
effective and necessary for those who remain at home. Some personnel may
require follow-up treatment. The local agency will determine their duty
status in cooperation with health care personnel.

F.  []{#__RefHeading___Toc469808175 .anchor}Post-Mission Operational
    Debriefing

The sponsoring agency should conduct a full post-mission debriefing, as
soon as practical following the mission. All task force personnel should
be actively involved in the critique at some level. In addition,
supervisory and other personnel from the sponsoring agency involved in
program management and mobilization should attend.

The purposes of the post-mission debriefing are to:

-   Identify all accomplishments of the task force.

-   Identify any problems encountered.

-   Evaluate improvements for future mobilizations and operations.

-   Identify the lessons learned.

-   Identify standards or procedures that should be altered or improved
    in the FEMA National US&R Response System.

Past experience has shown that all accomplishments, problems, or
important issues are not universally known to all members of a response
team at the conclusion of a mission. This includes the team leaders or
supervisory personnel. The post-mission debriefing should be used to
fully identify, discuss, and capture important information from all task
force personnel and ensure that everyone understands the issues. Task
forces may hold a debriefing session for the entire task force or for
individual teams or functions and/or for managers and TFLs. The issues
identified in the critique should be captured in writing. This
information should be incorporated into the task force After-Action
Report that is submitted to FEMA. Information regarding the mission
debriefings are outlined in Appendix A -- Task Force Management and
Coordination and Appendix M -- Task Force Planning.

G.  []{#__RefHeading___Toc469808176 .anchor}Mission After-Action Report

An After-Action Report will be required by each task force at the
conclusion of each mission. Ideally, the report should be completed
within 30 days after returning to home base. Copies of the report should
be sent to the respective State emergency management agency; the FEMA
regional office; and FEMA Headquarters, RR-OP-ES, 500 C Street, SW,
Washington, DC 20472. Reports should be written in a professional manner
and cover the following subjects at a minimum:

-   Executive summary.

-   Introduction describing the overview of the mission, including where
    and when the mission assignment occurred.

-   Chronology of events, including alert, activation, mobilization,
    on-site operations, reassignment/demobilization, and post-mission
    activities (incident stress management, equipment rehabilitation,
    mission debriefings, etc.).

-   Evaluation of the effectiveness of task force organization, call-out
    procedures, operating procedures, operational checklists, position
    descriptions, equipment, and prior training.

-   Evaluation of the mission operations, alert/activation procedures,
    logistical movement and resupply activities, liaison activities with
    the IST, on-site coordination, coordination with the ERT and other
    ESFs, rescue operations, and effective integration with the local
    incident management structure, etc.

-   Recommendations for changes within the individual task force.

-   Recommendations for system changes within the National Program to
    enhance future activities.

Each task force should have an active method of collecting information
during a deployment to be included in the critique and After-Action
Report. There are several technical information gathering and tracking
systems available for task force use. Systems employed during mission
should include computer personnel databases, medical records and injury
reports, chronological recording of events from alert to return home,
task force action planning, and completed mission forms. The information
collected should be easily transferred to the After-Action Report using
the format listed above. For more information on the After-Action Report
and format, see Appendix M -- Task Force Planning.

H.  []{#__RefHeading___Toc469808177 .anchor}Fiscal
    Accountability/Reimbursement

From the initial activation, task force sponsoring organizations must
have a system in place for tracking all costs associated with the
deployment. This includes all terms outlined in the MOA within the
Cooperative Agreement, in addition to the following:

-   Task force members shall be compensated in accordance with set pay
    schedules and policies set forth by the local organization, the
    State, or the Federal Disaster Assistance Employee Program as
    determined prior to implementation of this agreement. If a member
    normally performs a non-paid service, such as many Canine Search and
    Structural Specialists, then skill and experience levels shall be
    established for each task force member upon inclusion into the
    National System and appropriate compensation. Each task force will
    have set pay schedules for non-paid task force members.

-   IST personnel shall be compensated either through their home
    jurisdiction or through a contract method established by the US&R
    Program Office. If a task force member serves as part of the IST and
    their task force is activated for the mission, they will be
    compensated at their normal rate and benefits through their regular
    task force reimbursement process. If an IST member's task force does
    not deploy or the person is not affiliated with a task force, they
    will be reimbursed through the contract method. They will be
    compensated at a flat hourly rate. The number of hours per day of
    compensation will be established by the US&R Program Office on a
    case-by-case basis.

-   Normally, task force travel and subsistence costs are paid directly
    by FEMA. In certain circumstances, when members travel separately,
    they shall be reimbursed for travel and per diem costs (as
    appropriate) in accordance with their MOA, unless otherwise
    authorized. No task force, nor any task force member, shall be
    reimbursed for costs incurred by activations outside the scope of
    this agreement.

-   US&R personnel shall be reimbursed for reasonable personal costs of
    operations and maintenance incurred in conjunction with disaster
    operations, i.e., accidental damage of personal items, etc.

-   Any reasonable expense incurred by an organization in filling a task
    force or IST member\'s position, while the member has been
    activated, will be paid by FEMA. FEMA will not pay personnel costs
    above the normal and usual rate for that position.

-   Task force organizational materials, equipment, and supplies
    consumed in providing requested assistance shall be reimbursed on a
    replacement basis. In certain cases, such as procuring critical
    specialized medical, search or rescue equipment shortfalls, FEMA
    Headquarters (the US&R Program Office) may authorize the purchase of
    such items during the activation and mobilization phase of the
    incident. A procurement dollar limit will be established in the
    Activation Order. Rehabilitation or replacement costs of operational
    equipment will be reimbursed if the piece of equipment was used at a
    disaster site or on disaster exercises, as authorized by FEMA. FEMA
    will consider, on a case-by-case basis, the replacement of lost or
    stolen equipment.

-   IST personnel shall be reimbursed for travel and per diem costs
    through a method identified by the US&R Program Office.

All task forces must submit replacement, initial purchase, and/or
rehabilitation reimbursement requests and related receipts within 180
calendar days from the time that the task force returns to their home
base. Proposed Code of Federal Regulations language will provide for the
180-day limit after which no reimbursements will be accepted from the
sponsoring jurisdiction. Reimbursement requests should be submitted on a
Standard Form 270, Request for Advance or Reimbursement, to FEMA
Headquarters, RR-OP-ES, 500 C St., SW, Washington, DC 20472. This
paperwork will be submitted to FEMA Headquarters, via the State and the
FEMA regional office, as outlined in the MOA. FEMA Headquarters will
review all submissions for accuracy, authorization to purchase, and
complicity with the approved equipment cache list. Items purchased that
do not conform to these requirements may be rejected for reimbursement.

I.  []{#__RefHeading___Toc469808178 .anchor}US&R System Return to State
    of Readiness

The US&R task force is expected to return to its initial state of
readiness within two weeks after the conclusion of a mission. This is to
ensure the optimal readiness of the National US&R Response System soon
after a disaster response has been concluded. The only exception would
be if specialized equipment is being repaired or replaced by the
distributor within this time frame. In cases of over two weeks, the task
force should notify FEMA of their status.

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# US&R system program maintenance

A.  []{#__RefHeading___Toc469808180 .anchor}Mobilization Manual

It is essential that each sponsoring agency develop a mobilization
manual outlining all the procedures and issues involved in deployment.
As a minimum, this should include:

-   Twenty-four hour POC for task force.

-   Procedures for the authorization and approval of a mission response.

-   Team notification process.

-   Notification and call-out procedure for personnel.

-   Team assembly and briefing point.

-   Cache management and assembly method.

-   Personnel in-processing method.

-   Procedures for appropriating non-stocked items (medicines, etc.).

-   Press and media issues.

-   Transportation methods for task force movement to POD.

-   Procedures for relief and back fill of task force personnel.

-   Identification of positions required to support the mobilization.

-   Canine waiver and health certificate.

-   Alternate ground transport method directly to disaster site.

For more information on mobilization, see Appendix N -- Task Force
Mobilization.

J.  []{#__RefHeading___Toc469808181 .anchor}Cache Maintenance

The sponsoring agency must establish a program to maintain the cache
readiness. This program should include:

-   Biannual cache inventories.

-   Periodic tool and equipment exercise to ensure proper operation.

-   Rotation periods for items with an anticipated life (batteries,
    medicines, etc.).

-   Procedures for checking out cache equipment for training,
    maintenance, etc.

-   Procedures for post-mission and post-training cache rehabilitation.

-   Procedures for computerized and hard copy inventory updates.

-   Files established for tools and equipment reference materials.

-   Regular maintenance schedule for cache items.

K.  []{#__RefHeading___Toc469808182 .anchor}Training and Exercises

The sponsoring agency should establish a program to develop and conduct
routine training to ensure the effectiveness of tactical operations and
coordination within the task force. Separate maintenance skills training
should be addressed to ensure the efficiency of the task force.

Periodic multi-task force training exercises should be conducted to
ensure the effectiveness of the US&R Response System. The focus of these
training sessions should exercise the activation and mobilization
procedures and evaluate the integration of different task forces in
disaster situations.

terrorism incident

annex

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radiological

incident annex

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mass migration

incident annex

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Appendix A

Task Force Management and Coordination

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Appendix A

TASK FORCE MANAGEMENT AND COORDINATION

The FEMA National US&R Response System was designed to provide a
coordinated response to disasters in the urban environment. The
62-person US&R task forces are comprised of search, rescue, medical,
command, and various technical elements. Disasters may require the
deployment of a single team or multiple teams. US&R operations require
the close coordination of all task force elements for safe and
successful victim extrications. The central point of coordination of the
task force lies with the Task Force Leader (TFL). The TFL is charged
with the overall responsibility of the personnel, resources, equipment,
and operations from the point of activation to demobilization at the
home jurisdiction. This position, in conjunction with the task force
supervisory personnel, must meld the various elements of the task force
into an integrated unit, during mission assignment. The TFL is
responsible for the control of the task force at all times. A task force
that is well trained, well disciplined, and professional will perform in
a safe and effective manner. It will also present a positive image of
the task force, the sponsoring agency, and the entire FEMA National US&R
Response System.

Thought should be given to appointing a non-deploying administrative
officer to track all personnel, equipment, and support expenditures as
they occur. Many times, during the early stages of a deployment, costs
are not documented properly and that point may not be recognized until
completion of the mission. Tracking costs retroactively sometimes
compromises accuracy.

To ensure that the task force continuously represents itself in the most
professional manner, a US&R Code of Conduct has been developed and
adopted by FEMA for all task forces (the Code of Conduct is on the last
page of this Appendix). TFLs and supervisory personnel should reinforce
the US&R Code of Conduct during appropriate briefings and continuously
monitor personnel for compliance. Violations should be documented and
appropriate follow-up action should be taken either on-site or upon
return to the home jurisdiction.

The TFL has the responsibility for overall safety of task force
personnel and should voice and demonstrate a strong commitment to
safety. The task force Safety Officer will act as the overall safety
monitor for task force personnel. The TFL should review detailed safety
procedures developed by the Safety Officer, in the course of the
mission. Although the task force Safety Officer provides safety
oversight and monitoring, the enormity of this task makes it the
responsibility of every member to monitor the safety of themselves and
others. All unsafe occurrences or injuries must be reported to the task
force Safety Officer. Refer to Appendix K -- Task Force Safety
Considerations.

It is the responsibility of the TFL to maintain communications with the
sponsoring organization at home through whatever means available.
Current status reports on present work locations, general performance of
the task force, health and morale of task force members, injuries, and
the projected length of stay would be of interest to the home contact.
Also, matters of interest from the home jurisdiction should be forwarded
to the task force personnel, as appropriate.

The TFL will ensure that an effective task force command structure
exists and is maintained throughout the course of the mission. The task
force functional organization and associated terminology are predicated
on, and will operate within, the National Interagency Incident
Management System (NIIMS). It is important that task force supervisors
are conspicuously identified through the use of vests, international
orange in color and conspicuously labeled, for the following positions:

-   TFL - 2 ea.

-   Managers - 2 ea.(Search, Rescue, Medical, Logistics, and Planning)

-   Safety - 2 ea.

The TFL may receive direction from both the Incident Support Team (IST)
and/or local Incident Commander (IC), and is responsible for
implementing strategic and tactical assignments.

A.  INCIDENT SUPPORT TEAM

The IST is a group of highly qualified specialists readily available for
rapid deployment to a disaster area. The mission of the IST is
threefold:

-   Provide a liaison between FEMA, the task forces, and local
    authorities.

-   Provide State and local authorities with US&R technical assistance,
    logistical support, and information on the capabilities and
    limitations of the task forces.

-   Coordinate and support the activities of task forces, while
    deployed.

An IST will be activated and deployed whenever there is an activation or
strong potential for activation of FEMA US&R Task Forces. Refer to the
IST Operational Systems Description

L.  TASK FORCE REPORTING RELATIONSHIPS

While on site, the formal lines of authority will be channeled from the
local IC, to the IST ESF #9 Leader, and through the IST to the TFL. For
administrative purposes, the formal lines of authority must include the
TFL reporting through the IST chain-of-command to the IST ESF #9 Leader.
The on-site representative of FEMA, the ESF #9 Leader on the IST, will
have the ultimate authority over Federally sponsored US&R Program
assets.

M.  MOBILIZATION

The task force should have a specific mobilization plan that details all
actions that must occur from the receipt of the Alert Notice to the time
the entire task force and equipment cache reach the mobilization center.
Many hours of planning must be done to ensure that the task force can
meet the six-hour time frame at the Point of Departure (POD). Task force
management must continuously exercise the plan to ensure its
effectiveness. For more information on mobilization guidelines, see
Appendix N -- Task Force Mobilization.

N.  ARRIVAL AT THE ASSIGNED LOCALITY/JURISDICTION

Upon arrival of the task force at the assigned locality/jurisdiction,
both TFLs and designated task force members should attend a briefing
with appropriate IST personnel, and the local authority in charge, to
determine the current situation status and future operational needs. An
IST Liaison should have already briefed the local jurisdiction's
political leaders and emergency response personnel on the capabilities,
requirements, and estimated time-of-arrival of the task force. The
existing chain of command, and specifically to whom the TFL reports,
must be quickly established to ensure continuity throughout the
operation.

The type of command system instituted by the affected jurisdiction must
be determined. Examples include NIIMS, FIRESCOPE, or other local
variations. If the locality/jurisdiction has not established an Incident
Command System (ICS) framework, the IST and the TFL should attempt to
promote the implementation of the NIIMS.

The TFLs and other designated personnel should receive a situational
briefing from the IST Leader and/or his/her designee. The briefing
should include past and current operations and the status of the local
infrastructure. Any local support for the task force should be
identified including the status of any shelter for the task force;
available food and water; the status of medical facilities and
utilities; and available transportation for moving personnel, equipment,
and victims (ground vehicles, helicopters, etc.). If available, the
current and previous IST Incident Action Plans should be provided to the
TFL.

The IST Operations Chief should provide an operational briefing that
would delineate past and current operations, current objectives, and who
the task force on-site contact is (IST Operations Section Chief or local
command position; Branch Director; Division/Group Supervisor, etc.).

It should also identify the assignments and locations of other US&R
resources on-site, and any local resources that may be available to the
task force such as cranes and other heavy equipment.

The IST Communications Unit Leader will brief the TFL and task force
Communications Specialist on the existing communications plan. Specific
radio designations should be identified for use between the task force,
IST, local incident command post, and other supporting resources. Refer
to Appendix I -- Task Force Communications Procedures. It is also
important to determine the status of existing communications systems
that may enhance task force operations (e.g., cellular telephone or
local emergency radio frequencies).

The IST Planning Chief will brief the TFL and the task force Planning
Manager on the specific reporting schedule for situation reports,
schedule of operational briefings, and other reporting requirements for
the task force. The method by which the reports and requests should be
transmitted to the IST must be determined. Examples of options include
cellular phone, satellite telephone, facsimile, assigned radio
frequency, Internet, e-mail, or runner. The specific forms or formats
for reporting information to the IST should be made known to the TFL.

Task force Medical Managers and the IST Medical Unit Leader should meet
to discuss specific procedures regarding the evacuation of an injured
task force member, and general medical procedures, assessments, and
patient hand-off information. The information provided should include
the current state of the existing local medical system as well as
additional outside resources available (i.e., Disaster Medical
Assistance Teams (DMATs), etc.).

O.  LOCATING AN AREA FOR SET UP OF TASK FORCE BASE OF OPERATIONS

The location of the task force Base of Operations (BoO) is essential to
the success of the mission assignment. Many factors must be considered
in locating an area for the BoO. It is the responsibility of the IST to
locate suitable sites for incoming task forces. If the IST or the local
jurisdiction has not accomplished this, the task force must determine
the site in conjunction with the local IC. An advance team may be sent
out ahead of the full task force's arrival to provide recommendations
for an appropriate BoO site. Refer to Appendix L -- Base of Operations
Management.

P.  SIZE UP/OPERATIONAL PLANNING

After the TFLs have received their initial briefing and assignment from
the lST, and the task force begins the set up of their BoO at the
selected (or designated) location, the task force supervisory personnel
must begin to identify the task force's overall mission objectives. They
should assess the general situation, establish priorities, plan their
strategy and tactics, assign resources, manage ongoing operations,
follow-up on the progress being made and make any necessary adjustments.
Their planning should include immediate search requirements and/or
rescue opportunities. If no search or rescue requirements are
immediately identified, search priorities should be determined based
upon victim entrapment in high probability occupancies such as schools,
hospitals, multi-residential buildings, etc. Refer to Appendix D --
Structure Triage, Assessment, and Marking System.

Q.  SEARCH AND RESCUE OPERATIONS

The top priority, during all operations, will be the safety of task
force members. A task force may be assigned to a single site, multiple
operational sites, or a wide area. The TFL will assess the rescue site,
evaluate the potential for live rescues, and determine the time and
resources needed. The assignment of task force personnel will be based
upon the developed operational plan. It may be necessary to notify the
IST of the need for additional resources at a given location. If
additional resources are not available, then a reassignment of present
resources may be in order. Refer to Appendix B -- Rescue Operations
Strategy and Tactics and Appendix C -- Search Strategy and Tactics.

R.  INTERACTION WITH THE LOCAL COMMAND STRUCTURE

FEMA US&R resources (task forces and IST) will operate within the
existing local command structure (when established). The IST and TFL
should be aware of the different variations of the ICS that may be
implemented by the local jurisdiction. The local IC should understand
that the task force is a resource, available for their use, and under
their operational control through the IST.

The TFL should make every attempt to integrate the local rescue effort
with the task force operations, when possible. This cooperation promotes
harmony and minimizes any friction between the local effort and the task
forces. The TFL must be cognizant of potential problems that can occur
when there is a perception that the FEMA US&R resources will overwhelm
the local rescue effort and take over the incident. The TFL should work
with the local command personnel to diffuse any personnel issues that
may occur that could impede the rescue effort. Proper safety equipment
and practices should be emphasized to local rescuers working with task
force members.

Media management procedures must be identified during the initial
briefing. It is important that all task force personnel clearly
understand the procedures for interacting with the different types of
media. The local Public Information Officer is responsible for the
release of information on the incident. FEMA has established guidelines
for media interaction and release of information involving task force
activities at the local and national level. Both the IST and the task
force should consider these guidelines when dealing with media matters.
For more information on media relations, see Appendix E -- Task Force
Public Information Management.

S.  WORK PERIOD SCHEDULING/ROTATIONS

The TFL and other supervisory personnel (the Rescue Manager in
particular) will need to determine how to deploy task force personnel at
the start of mission operations. It may be most appropriate and
advantageous to commit all task force personnel to the rescue effort or
it may be better to commence BoO set up, structures triage, building
marking, search and reconnaissance activities, equipment cache set up,
rescue operations, etc. While time is of the essence to effect
successful live victim extrications, the full-scale commitment of
personnel must be balanced by a review of the present and anticipated
search and rescue opportunities. Within a matter of hours of initial
personnel deployment, the TFL and other supervisory personnel must begin
some moderate to long term planning. The work schedule will be incident
driven, based upon the general conditions present. The Figure A-1
depicts one possible deployment model:

![](media/image11.wmf){width="6.495138888888889in"
height="1.6263888888888889in"}

[]{#__RefHeading___Toc469968328 .anchor}FIGURE A-1: Deployment Model

During the 12-hour operational periods, it may be advantageous and more
productive and result in fewer accidents and injuries for the task force
to split the daylight hours so that each half of the task force works
part of their shift in natural lighting. As an example, this could be
accomplished by having operational periods run from 1200 hours to
midnight. This also holds true for rotating entire task forces on and
off duty.

As the task force moves into alternating 12-hour operational periods,
there should be a one to two-hour overlap of the shifts to allow for
briefings and information exchange to promote the continuity of
operations. In this case, each person would work a 13 or 14-hour shift
and have 10 or 11-hours of off-duty time.

The task force should remain flexible enough to address changing
conditions. If the available information indicates a specific number of
viable rescue opportunities that could all be accomplished in a
reasonable timeframe (24 to 30-hours), it may be most appropriate to
deploy all task force personnel for a full-scale \"blitz\" operation.
This would necessitate the full stand-down of the total task force at
the conclusion of this blitz.

T.  HEALTH AND MEDICAL CONSIDERATIONS

The task force Medical Manager will maintain communications with the IST
Medical Unit Leader and keep that position updated on medical issues.
The need for additional medical assistance for civilian injuries will be
channeled through the IST to local authorities, if available. The TFL
and the Medical Manager will work with the IST Medical and Logistics
Units to maintain sufficient quantities of medical supplies. Refer to
Appendix J -- Task Force Medical Procedures.

The medical component of the task force is responsible for addressing
health and medical issues, and injuries of task force personnel. All
supervisory personnel must monitor task force members for signs of
stress-related debilitations and consider the use of stress management
defusing and debriefings. Another area of concern is the nutrition and
hydration needs of task force personnel. Supervisory personnel should be
aware that some rescuers can become so absorbed in the ongoing operation
that they may not eat or drink fluids in sufficient quantities to
sustain maximum physical efforts. Members must be ordered, if necessary,
to eat, drink, and rest in sufficient amounts to be able to perform the
job. This should also be factored into the TFL\'s planning to ensure
sufficient provisions are maintained at all times.

While the main purpose of the medical component is to take care of task
force personnel (including canines) and victims encountered during
search and rescue operations, other civilians may seek treatment from
the task force. The TFL cannot allow task force medical personnel to be
overwhelmed by civilian injuries. Should this situation present itself,
the TFL should consider requesting local resources or a DMAT through the
IST Medical Unit Leader. Task force medical personnel must always remain
available to treat team members and entrapped victims in a timely
manner.

U.  PLANNING

Planning is an integral part of the task force operations from the
receipt of the Alert Notice to the completion of the After-Action
Report. The task force Planning Manager is responsible for collecting,
assimilating, analyzing, and processing all information relative to task
force operations. Additionally, the Planning Manager will facilitate
task force meetings and briefings, develop the Task Force Incident
Action Plan (IAP), and interface and exchange information with the IST
Planning Section. The task force Planning Manager will coordinate
demobilization planning with the IST Planning Section. The TFL and other
appropriate task force personnel will attend briefings and planning
meetings, convened by the IST and/or local authorities. In turn,
briefings (for all or designated personnel) and planning meetings will
also be conducted to keep the task force updated on assignments and
important issues that affect them. Refer to Appendix M -- Task Force
Planning.

V.  AFTER-ACTION REQUIREMENTS

After returning home, the TFL has a number of responsibilities. The
first is to ensure all injury follow-ups and incident stress management
issues are addressed. All personnel injury forms must be completed and
forwarded to the Employees and Labor Relations Division at FEMA
Headquarters.

The second area is financial accountability and cost recovery for the
incident. It is important that all costs eligible for reimbursement as a
part of the alert, activation, and deployment process are documented. A
complete accounting of all costs of the mission should be compiled and
forwarded to FEMA for reimbursement. This should include personnel costs
(as prescribed in the task force's Memorandum of Agreement), expendable
supplies, lost or damaged property (or property that was approved to be
left with the local jurisdiction), cache rehabilitation and repair
costs, and any initial purchase items approved, per the Activation
Order. The financial accounting should be completed on the appropriate
forms and submitted to FEMA within 180 days of the return home. FEMA
will forward reimbursement money to the task force, after review and
approval by the US&R Program Manager.

There should also be an after-action process that includes both on-site
and post mission operational debriefings followed by a complete,
written, After-Action Report that documents issues and concerns. The
documentation of the mission is crucial for the improvement of the task
force and the US&R Program overall. The on-site debriefing should occur
between the demobilization and the return trip home, if possible, and
provide a quick critique of the mission. This session can provide
several worthwhile functions for the task force while the information is
fresh, including general agreement on the chronology of events and the
major accomplishments and problem areas. It can also act as an early
opportunity for stress defusing. The formal debriefing process after
return home should be a thorough, in-depth session or sessions that
address a comprehensive list of issues. The pertinent information must
be captured in an appropriate format and forwarded to FEMA for inclusion
into the final mission report. For more information on after-action
debriefings and reporting see Appendix M -- Task Force Planning.

**Code of Conduct**

-   No transportation/use of illegal drugs/alcohol.

-   No firearms allowed.

-   Normal radio protocol used/traffic kept to a minimum.

-   Know your chain of command/who you report to.

-   Limit procurement of equipment.

-   Do not take things without authorization.

-   Act professional.

-   Remain ready even when unassigned.

-   Recreation limited to unassigned hours.

-   Maintain/wear safety gear/clothing.

-   Wear proper uniform.

-   Your actions reflect your organization and FEMA.

Appendix B

Rescue Operations Strategy and Tactics

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Appendix B

RESCUE OPERATIONS STRATEGY AND TACTICS

Search and rescue operations in the urban disaster environment require
the close interaction of all task force elements (search, rescue,
medical and technical personnel) for safe and successful victim
extrications. Once one or more entrapped live victims have been located,
rescue extrication, coupled with appropriate medical treatment and
victim removal operations, must be conducted in an organized and safe
manner. This appendix outlines the current tactical considerations and
general strategies that should constitute a foundation for productive
rescue operations. All task force personnel should have a solid
understanding of the general rescue procedures. Task force supervisory
personnel must tailor the strategy and tactics to fit the general
situation and specific problems encountered.

It is incumbent on the Task Force Leader (TFL) and task force
supervisory personnel to implement coordinated search tactics and
strategy, collect and collate related information, and develop an
effective overall rescue plan of action.

Standardized rescue strategy and tactics will promote the following:

-   Effective management and coordination of rescue operations.

-   Better task force resource utilization and coordination.

-   Proper integration of all task force disciplines (i.e., medical,
    hazardous materials, and structures specialists, etc.) in the rescue
    operations.

-   The incorporation of assistance from entities outside the task
    force.

-   Simultaneous, multiple-site rescue operations.

-   Standardize training and increase efficiency within the task force
    prior to deployment and during mission operation.

-   Increase safety for all task force members involved in rescue
    operations.

-   Provide around-the-clock (24-hour) operations.

-   Organized and rapid victim extrication.

A.  STRATEGIC CONSIDERATIONS

The most effective rescue strategy should blend all viable tactical
capabilities into a logical plan of operation. The general strategic
considerations are outlined as follows:

1.  Rescue Team Composition

A task force rescue team is comprised of four, 6-person rescue squads.
Two Rescue Team Managers are assigned to provide continuous supervision
for the rescue team. A squad is composed of a Rescue Squad Officer and
five Rescue Specialists.

33. Personnel Deployment

One of the most important strategic considerations for the task force
supervisory personnel (the Rescue Team Manager in particular) is the
deployment of task force personnel at the start of mission operations.

When the task force arrives at the assigned location, it may be best to
commit all task force personnel to the initial objectives that must be
addressed. This would include Base of Operations (BoO) set-up, search
and reconnaissance activities, equipment cache set-up, rescue
operations, etc. Depending upon the general conditions present, it may
be most appropriate to attempt the Figure B-1 deployment guideline:

![](media/image12.wmf){width="6.495138888888889in"
height="1.6263888888888889in"}

[]{#refheading___toc469968329 .anchor}FIGURE B-1: Deployment Guideline

As the task force moves into alternating 12-hour operational periods,
there should be an overlap of the shifts to allow for briefings and
information exchange to promote the continuity of operations.

As the operations near the end of the initial 8 to 12-hour time frame,
it may be necessary to scale back to handling only one or two
simultaneous operations. This reduction in rescue operations is the
trade off for allowing sleep rotations for each half of the task force.

Deviations from the suggested guideline might be required, depending
upon the conditions that are present. There is the possibility that the
ongoing size-up and planning information could indicate there being a
specific number of viable rescue opportunities that could be
accomplished. In that case it may be most appropriate to deploy all task
force personnel for a full-scale \"blitz\" of the planned 24 to 30-hour
duration. This would necessitate the full stand down of the task force
at the conclusion of this blitz.

34. Task Force Equipment Cache Management

The overall effectiveness of the task force depends upon the prompt
availability of the tools, equipment, and supplies in the task force
cache. The organization and management of the cache is important. The
equipment cache requires immediate attention once the BoO has been
identified.

The cache should be segregated and organized according to functions as
outlined in Appendix G -- Cache Packaging and Shipping Requirements. The
cache set-up must be addressed before significant rescue operations can
be supported. Rescue personnel must be effectively trained in, and
adhere to, all procedures related to equipment issue, tracking, and
retrieval, as outlined in Appendix H -- Property Accountability and
Resource Tracking System. The limited number of specialized tools may
require them to be shared between one or more rescue sites during
simultaneous operations. It is incumbent upon the task force Logistics
Specialists, in conjunction with the Rescue Team Managers and Squad
Officers, to coordinate the sharing and movement of these tools between
the rescue sites.

35. Assistance with Search Activities

It may be necessary to assign additional task force personnel to search
operations to identify, assess, and prioritize rescue opportunities.
Refer to Appendix C -- Search Strategy and Tactics and Appendix D --
Structure Triage, Assessment, and Marking System.

36. Rescue Site Management and Coordination

Each rescue work site must have one person in charge to maintain unity
of command.

The Rescue Squad Officer of each rescue squad is responsible for all
activities of the assigned rescue site including safety when a single
squad operates alone.

At large or complex rescue operations that require the commitment of two
or more rescue squads to a single operation, the Rescue Team Manager may
assume command or assign one of the Rescue Squad Officers to be in
charge of the site. A Safety Officer should be identified at each rescue
site.

37. Rescue Site Communications

Communication is fundamental to effective operation of the task force.
The task force should be provided with radio channels for command and
control, logistics, and tactical operations as needed. Refer to Appendix
I -- Task Force Communications Procedures.

38. Non-Task Force Resource Requests/Liaison

In certain situations, it may be necessary to request assistance from
personnel or organizations outside the task force. This could include
assistance from military personnel, utility contractors, heavy equipment
operators, etc. The Rescue Team Managers should relay these requests to
the TFL.

39. Rescue Site Engagement/Disengagement

A standardized method of engaging and disengaging a rescue site should
be followed. Refer to Appendix F -- Task Force Engagement and
Disengagement Procedures.

W.  TACTICAL CONSIDERATIONS

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1.  Rescue Integration in Search Activities

Task force rescue personnel may be required to assist the canine and
technical search personnel with search and reconnaissance activities.
This may include safety assessments at collapse sites, gaining access to
voids and other difficult areas, deploying equipment, and conducting
physical search operations. Individual void inspections, or combined
listening operations may require shoring and stabilization prior to
entry. Rescue personnel may be used to staff search and reconnaissance
teams. Refer to Appendix C -- Search Strategy and Tactics and Appendix D
-- Structure Triage, Assessment, and Marking System. These combined
operations would be coordinated between the Search Team and Rescue Team
Managers, the Rescue Squad Officers, or other appropriate task force
personnel.

40. Rescue Site Management and Coordination

Size-up and site control activities should be completed before rescue
operations begin.

Once the size-up is completed and the plan of action developed, a short
team briefing should be conducted to include safety considerations,
structural concerns, hazard identification, and emergency signaling and
evacuation procedures.

As rescue opportunities are identified, it is important that rescue
personnel adhere to a consistent, formalized site management procedure
to ensure the safe, effective operation of the rescue squads. The
following considerations should be addressed:

-   Hazard assessment and mitigation. This could include removing trip
    hazards, boards with exposed nails, shutting off utilities, etc.

-   A collapse hazard zone (hot zone) should be established and clearly
    defined along with the operational work area.

-   All bystanders should be excluded from the operational work area.

-   An equipment assembly area and cutting workstation should be
    organized at an advantageous location.

41. Rescue Site Set-Up

In order to ensure safe and effective rescue operations, the area
immediately surrounding the selected work site should be secured.

A collapse hazard zone is established for the purpose of controlling all
access to the immediate area of the collapse that could be impacted by
further building collapse, falling debris, or other dangers. The only
individuals allowed within this area are authorized personnel involved
in search or extrication of victims. The collapse hazard zone will be
identified by an X-type cordon of flagging or rope (criss-crossed) as
outlined in Appendix D -- Structural Triage, Assessment, and Marking.

When establishing the perimeter of the operational work area, the needs
of the following activities must be provided for and properly
identified:

-   Medical treatment area

-   Personnel staging area

-   Rescue equipment staging area

-   Cribbing/shoring working area

-   Access/entry routes

-   Security and environmental protection.

42. Inter-discipline Coordination

As the Rescue Team Managers and Squad Officers focus on the appropriate
tactics and procedures related to victim extrication, they may also
utilize other task force disciplines in the ongoing operations.

43. Site/Personnel Safety

Safety of the task force personnel is the single most important
consideration during mission operations. Refer to Appendix K -- Task
Force Safety Considerations. As a minimum, the following considerations
should be addressed for rescue operations:

-   The safety of personnel operating around collapsed/compromised
    structures.

-   Emergency signaling and evacuation procedures. Refer to Appendix I
    -- Task Force Communications Procedures. Hailing devices shall be
    used to sound the appropriate signals as follows:

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-   Cease Operation/All Quiet 1 long blast (3 seconds)

-   Evacuate the Area 3 short blasts (1 second each)

-   Resume Operations 1 long and 1 short blast.

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-   Personnel Rest and Rehabilitation (R&R).

-   Critical incident stress debriefing or defusing may be required.
    Refer to Appendix J -- Task Force Medical Procedures.

-   Personnel hygiene. Considerations would be the exposure and/or
    contact with victim body fluids, inhalation or ingestion of dusts
    and contaminated atmospheres, water, etc., and minor injuries.

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appendix c

search strategy and tactics

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Appendix C

SEARCH STRATEGY AND TACTICS

Search and rescue operations in the urban disaster environment require
close interaction of all task force elements (management, search,
rescue, medical, and technical) for successful victim extrications.
Search operations for locating victims are initiated early in a mission.
Task force personnel must conform to an accepted system for victim
search strategy and tactics in order to be effective. All task force
personnel should have a solid understanding of the general search
protocols. Task force supervisory personnel must tailor the general
strategy and tactics to fit the specific problems encountered.

It is incumbent on task force supervisory personnel to implement
coordinated search tactics and strategy, collect and collate related
information, and develop an effective overall task force rescue
operation.

Standard search strategy and tactics will result in the following:

-   Reduced potential confusion of responsibilities.

-   Better task force resource utilization and coordination.

-   Smoother work site engagement and disengagement.

-   Improved confidence in the search operation.

-   Detailed documentation of the incident operations.

-   Standardized training and increased efficiency of the task force.

-   Increased safety profile for rescue and search personnel.

The following list outlines the current tactics available for locating
trapped victims (usually from collapsed buildings of reinforced concrete
construction) and their corresponding disadvantages. No single tactic is
sufficiently effective on its own to ensure that a complete search has
been conducted.

  ----------------------------------- -----------------------------------
  **[Tactical                         **[Disadvantages]{.underline}**
  Operation]{.underline}**            

  Physical void search                Limited access to all voids in
                                      (visual/vocal) building. Proximity
                                      required is dangerous to search
                                      personnel.

  Audible call out/knocking method\   Unconscious or physically weak
  (rescuer hailing method)            person cannot be detected.

  Use of electronic viewing devices   Extended or inaccessible voids
                                      (observation holes) cannot be
                                      viewed due to the flexible nature
                                      of the fiberoptic cable and the
                                      limited light source. Limited
                                      penetration of the equipment.

  Infrared/thermal imaging            Unit cannot detect heat
                                      differential through solid mediums.
                                      Sources of heat other than persons
                                      buried under debris are also
                                      indicated which creates confusion.

  Use of electronic listening devices Unconscious person cannot be
                                      detected. Ambient site noise is
                                      intrusive. Victim must create a
                                      recognizable sound pattern. Range
                                      is limited (acoustic - 25 feet,
                                      seismic - 75 feet).

  Use of search canine                Extent of operation is limited;
                                      performance may vary according to
                                      individual handler and canine
                                      capabilities.
  ----------------------------------- -----------------------------------

The following list outlines the corresponding advantages of the various
tactics.

  ----------------------------------- -----------------------------------
  **[Tactical                         **[Advantages]{.underline}**
  Operation]{.underline}**            

  Physical void search                Does not necessarily require
                                      (visual/vocal) specialists, canine,
                                      or sophisticated electronic
                                      equipment. People could quickly be
                                      trained (and supervised by task
                                      force personnel) to support the
                                      effort.

  Audible call out/knocking method    Same as above. Personnel can inform
                                      victim of expected response. This
                                      procedure can be modified and used
                                      in conjunction with listening
                                      devices.

  Use of electronic viewing devices   Provides the general position and
                                      condition of the victim. Can be
                                      used to verify other search tactics
                                      prior to commencing rescue
                                      operations. Can be used to monitor
                                      victim during rescue operations.

  Infrared/thermal imaging            Equipment is sometimes readily
                                      available with some responding
                                      local organizations. Can be used to
                                      survey large, open, dark areas.

  Use of electronic listening devices Able to cover larger search areas
                                      and sometimes triangulate on victim
                                      position. Capable of picking up
                                      faint noises and vibrations.

  Use of search canine                Can search large areas in short
                                      period of time. Can traverse or
                                      gain access to voids and other
                                      opportunity sources.
  ----------------------------------- -----------------------------------

A.  TACTICAL SEARCH OPERATIONS

The most effective search strategy should blend all viable tactical
capabilities into a logical plan of operation. The following general
search tactical operations are defined.

1.  Canine Search

A properly trained search canine can cover large areas in a relatively
short period of time. Due to their keen sense of smell, the canine can
sometimes detect unconscious victims beneath the debris, including
persons who are incapacitated.

Canine search tactics usually involve a team comprised of two search
canine/handlers and one \"overhead\" coordinator who monitors their
safety and coordinates the operation of the canine/handlers under his
direction. The staffing of the task force search element allows for two
separate canine teams. The Search Team Manager may act as the overhead
coordinator.

A canine team would be deployed at a specific work site or sector area.
Each canine/handler would comb the structure or area being searched for
any indication of a victim. The overhead coordinator should sketch the
general features of the structure/area being searched. Should a canine
team indicate a find, the overhead will pull that canine/handler team
away from the find location. The handler involved in the find should
mentally note the exact location but not mark it at this time. The
overhead coordinator should direct the second canine/handler team into
the same general area. Should the second team provide an indication of a
find at the same location, this position should be marked with red
survey tape. The overhead coordinator would then pass this information
on to the Task Force Leader (TFL) and Rescue Team Manager for subsequent
action.

44. Electronic Search

State-of-the-art electronic listening devices have added a new dimension
to the search function. The latest electronic devices can extend the
range of the search by detecting sounds from the victims. The task force
staffing within the search element provides two Technical Search
Specialists. These personnel will usually use the electronic
acoustic/seismic listening devices as their primary tool. These
positions may also assist with fiberoptic equipment, thermal imaging (if
available on site), or other sophisticated equipment as necessary.

Both of the Technical Search Specialists could be deployed early in the
mission. Electronic search operations are usually more site-specific and
longer in duration than canine search operations. Rescue personnel
should assist the Technical Search Specialists and also act in the
overhead function to ensure overall safety. In addition, the specialists
should sketch the general features of the structure/area being searched
noting any significant information.

Application of the acoustic/seismic device involves the deployment of an
array of two or more pick-up probes around the perimeter of a building
or void area. Once a victim location has been identified, the array of
probes may be redistributed around the area of the original probe giving
the strongest indication to more precisely identify the victim\'s
location.

In the same manner as the redundant canine find determination, the
second Technical Search Specialist should be used to confirm the
initial. Should the second operator provide an indication of a find at
the same location, this position should be marked with orange survey
tape and this information should be passed on to the TFL, or supervisory
personnel for action.

45. Electronic Viewing Devices

Electronic viewing equipment provides another capability for the search
function of the task force. This equipment used in conjunction with
concrete hammer-drills is quite effective at pinpointing the exact
location of victims. Experience has shown success with rescue personnel
drilling an array or series of holes and an operator subsequently
following along with the search device. This equipment is simple to use
once personnel are fully trained in its operation.

Due to its actual visual indication of a victim, no redundant check is
usually required. If the operator is required to move on for subsequent
operations, the site should be marked with International Orange spray
paint or orange flagging tape to indicate a live victim.

46. Physical Search

This includes deploying personnel over and around a collapse site. These
personnel can make separate visual assessments in voids and confined
spaces for any indication of victims. They may also be used in a
coordinated fashion as an array of listeners. This operation is less
accurate than the others and poses a significant risk to the personnel
involved in the operation.

X.  SEARCH STRATEGY

The most effective search strategy should blend all of the identified
tactical capabilities into a logical plan of operation. The following is
general search strategy.

1.  Large Scale Search Prioritization

One of the initial determinations that supervisory personnel may have to
make at the inception of a mission would be what area should be searched
first. There may be many structures damaged that require attention.
There are two general strategies that can be used to decide how to
deploy task force search resources. An area may be sectored by city
block or other easily definable criteria. Available search resources
would be divided and apportioned to each sector for search operations.
The sector strategy may work well for smaller areas but would most
likely be impractical for larger because of limited search team
resources.

Another method is to determine the search priorities based on the type
of occupancies affected. Those that present the highest likelihood of
survivability in terms of type of construction and the number of
potential victims would receive priority. Occupancies such as schools,
hospitals, nursing homes, high rise and multi-residential buildings,
office buildings, etc., would be searched first. Refer to Appendix D --
Structure Triage, Assessment, and Marking System.

47. Search and Reconnaissance Team

It may be advantageous for the task force to deploy search and
reconnaissance teams when initiating operations at an assigned location.
Task force staffing allows for two nine-person search and reconnaissance
teams. It may be necessary to deploy a search and reconnaissance team to
a remote location during the course of a mission. They could both be
deployed initially when the task force begins operations, if necessary.

A task force search and reconnaissance team should be staffed as in
Table C-1.

[]{#__RefHeading___Toc469813978 .anchor}Table C-1: Search and
Reconnaissance Team Staff

  ----------------------------------- -----------------------------------
  Search Team Manager (1)             Functions as search/reconnaissance
                                      team supervisor, sketches and
                                      records information, and
                                      communicates details and
                                      recommendations back to the TFL.

  Canine Search Specialists (2)       Conducts canine search operations
                                      and redundant verifications of
                                      alerts.

  Technical Search Specialist (1)     Conducts electronic search
                                      operations including
                                      acoustic/seismic listening devices
                                      and/or electronic viewing
                                      equipment.

  Medical Specialist (1)              Provides medical treatment for
                                      located victims and/or
                                      search/reconnaissance team members.

  Structures Specialist (1)           Provides analysis and advice
                                      regarding building stability,
                                      shoring, and stabilization.

  Hazardous Materials Specialist (1)  Monitors atmospheres in and around
                                      voids and confined spaces.
                                      Assesses, identifies, and marks
                                      hazardous materials dangers.

  Rescue Specialists (2)              Provides assistance to the
                                      search/reconnaissance team,
                                      including drilling/breaching for
                                      electronic viewing equipment and/or
                                      deployment of listening arrays.
                                      Assists with overhead functions.
  ----------------------------------- -----------------------------------

The TFL may consider adding additional positions, such as a Safety
Officer, to the search and reconnaissance team as appropriate.

The search and reconnaissance teams should perform the following
operations:

-   General area and building search, reconnaissance, and evaluations.
    Refer to Appendix D -- Structure Triage, Assessment, and Marking
    System.

-   Victim location identification. This includes canine, electronic,
    and physical search operations. The location of viable victims would
    be denoted by marking the exact location with International Orange
    spray paint or orange surveyors tape. Refer to Appendix D --
    Structure Triage, Assessment, and Marking System.

-   Hazard identification/flagging. Any type of personal hazard should
    be assessed and identified, such as overhanging building components,
    structural instability, secondary collapse zones, hazardous
    materials, live utilities, etc. Hazard zones should be conspicuously
    cordoned off with surveyors tape or Fire Line tape. Refer to
    Appendix B -- Rescue Operations Strategy and Tactics.

-   Assess general atmospheric conditions in/around confined spaces or
    voids.

-   Sketch the general search area and note all significant issues.

-   Communicate findings and recommend priorities to the TFL.

Specific equipment and materials are necessary to fully support a
deployed search and reconnaissance team. This equipment should be
segregated and receive priority consideration when a task force cache is
being moved to an assigned location. This equipment should be
immediately available to deploy one or two search and reconnaissance
teams as soon as possible. The following equipment and supplies, as a
minimum, are required:

-   Electric hammer-drills, preferably battery-operated. If not, a small
    electric generator, fuel, and cord are required.

-   Electronic viewing equipment.

-   Electronic listening devices.

-   Atmospheric monitoring equipment.

-   Marking materials (orange spray paint/surveyors tape and fire line
    tape, etc.).

-   Alerting devices (bullhorn for hailing, aerosol horns for emergency
    signaling).

-   Medical gear (physician or paramedic backpack).

-   Personal gear (safety equipment, food, water, etc., for each
    person).

48. Work Site Search Prioritization

It may not be necessary to deploy a full search and reconnaissance team.
Once a specific work area has been determined or assigned, the search
tactics should be determined. The canine search can usually provide the
most rapid assessment of a work site area. One search canine team (two
canine/handlers and one overhead coordinator) can cover a significant
area in a short period of time. This capability might be used first to
sweep an area for general indications of victims. A redundant check of a
find indication by the other canine team should be used to ensure the
greatest degree of credibility of the find. This location should be
marked with orange surveyors tape or spray paint if the search team
moves on.

The electronic search capability may be used in conjunction with the
ongoing canine search or afterward. The electronic search will usually
be slower and more time consuming. The selection of an electronic search
site could result from prior indications of the canine search teams or
based on the types of construction/occupancies affected, as noted
earlier.

Task force rescue personnel present a significant search resource. They
should be used to assist the canine and technical search personnel with
safety assessments at collapse sites, gaining access to difficult areas,
deploying equipment, etc. These personnel could also conduct physical
search operations.

Once a reliable indication of the general location of a victim is made,
the use of the electronic viewing equipment may prove useful in
precisely determining the exact location and orientation of the victim.

Y.  GENERAL CONSIDERATIONS

The combined use of physical, canine, and electronic search tactics will
enable the task force supervisors to better establish priorities and
focus on the most important rescue activities.

It is always important to establish whether or not the team is involved
is a live victim rescue.

It is essential that every possible search method be employed to enable
task force supervisory personnel to locate viable victims before
committing rescue resources to any prolonged operation.

Structural Specialists should coordinate with search and rescue
personnel during search operations to provide initial assessments of
relative building stability and safety.

An important consideration during a mission is the need to reassess
previously searched structures. If the profile of a building/structure
has been significantly reduced because of debris removal by heavy
equipment or secondary collapse, it may be necessary to treat the
structure as a new opportunity, and repeat the various search
procedures.

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Appendix D

structure triage, assessment, and marking system

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Appendix D

STRUCTURE TRIAGE, ASSESSMENt, and MARKING SYSTEM

Significant damage and disruption to the existing infrastructure would
be expected following an event such as an earthquake or hurricane. A
task force may be confronted with responsibility for a general area
affected by the event that encompasses multiple buildings, with little
or no search and reconnaissance information. The Structure Triage,
Assessment, and Marking System is designed to help identify, select, and
prioritize the buildings with the highest probability of success with
respect to finding and rescuing live victims. Information related to
building identification, conditions and hazards, and victim status are
posted in a standardized fashion.

A.  INITIAL SIZE-UP

A task force may need to perform the following activities prior to
beginning search and rescue operations:

-   Identify buildings individually (i.e., by address, physical
    location, unique design, etc.).

-   General area triage (i.e., to identify separate buildings, from many
    in a given area, that offer the highest potential for viable rescue
    opportunities).

-   Hazard assessment and marking of buildings.

-   Search and rescue marking of buildings.

When a task force arrives at their assigned location, local emergency
response personnel may have already identified viable search or rescue
opportunities for the task force. The location and/or identification of
separate buildings may be clearly identified. Many of the general
size-up issues may have been conducted (by the local personnel) and the
task force managers would base their action plan and assignment of
resources on this information. Information provided by local sources
must be reviewed for validity.

There may be little or no reconnaissance information when the task force
arrives. They may be faced with a geographic area (several buildings,
part of a block, several block area, etc.) with no tangible information
as to where to concentrate their efforts. In this case, the
decision-making process and size-up of the situation becomes much more
complex.

A Task Force Leader (TFL) may use the following rationale, during the
first hours of arrival at an assigned location within an affected
jurisdiction, if faced with the situation of little or no information.

1.  Structure Triage

One or two task force structure triage teams may be deployed into the
area in question. As a minimum, a team should be comprised of one
Structures Specialist and one Hazardous Materials Specialist. Each team
would conduct a short triage of the buildings in the area. The
identification of structure location would be established during the
triage process. Refer to the Structure Triage section for the
requirements of this operation. This could be conducted simultaneously
at the inception of the mission while personnel assess possible sites
for the Base of Operations (BoO).

49. Search and Reconnaissance

At the conclusion of the rapid structure triage, task force search and
reconnaissance teams should be deployed to evaluate each building deemed
viable for continued search and/or rescue operations. A search and
reconnaissance team is composed of nine task force personnel. Structure
and search marking should be performed during this phase and prior to
the initiation of rescue operations.

Z.  STRUCTURE TRIAGE

The following assumptions relate to the structure triage performed at
the task force level:

-   If a large area or many buildings were involved, two structure
    triage teams would probably perform triage. It is imperative that
    the teams compare assessment criteria before and after triage to
    assure uniformity.

-   There will be some buildings that will have significant hazards so
    that operations cannot proceed until the hazards are mitigated.
    These would be given \"NO GO\" assessments (i.e., structure on fire,
    collapse hazard, significant hazardous material spill, etc.).
    Follow-up marking of the structure must occur during the search and
    reconnaissance phase.

-   Triage assessments will be based upon judgements made on rapidly
    obtained information and should always be subject to a common sense
    review and adjustment by the TFL and task force supervisory
    personnel.

-   Triage criteria should be re-evaluated after the initial search, in
    light of live victim locations.

-   It is not anticipated that structure marking would occur during the
    initial triage phase.

A.  STRUCTURE IDENTIFICATION WITHIN A GEOGRAPHIC AREA

A structure triage team is to clearly differentiate buildings in
groupings by blocks or jurisdictional areas/sectors. This geographic
identification of buildings would be consolidated with the Incident
Support Team (IST) and/or at the command post and used to deploy
resources. It is imperative that each structure within a geographic area
is clearly identified. This identification is important from a technical
documentation perspective. Structure identification has a significant
impact on overall scene safety and the safety of task force personnel.

It is important to clearly identify each separate structure within a
geographic area. **The primary method of identification should be the
existing street name, hundred block, and building number.**
Identification is not always possible due to post-disaster site
conditions. In these situations, it is important that the task force
personnel implement the following system for structure identification.

This system builds upon the normal pre-disaster street name, hundred
block, and building number. As task force personnel establish a need to
identify a structure within a given block they will:

Identify each structure by existing street name or building number.

![](media/image13.wmf){width="5.5125in" height="1.2826388888888889in"}

If some previously existing numbers have been obliterated, an attempt
should be made to reestablish the numbering system based upon one or
more structures that still display an existing number.

![](media/image14.wmf){width="5.531944444444444in" height="1.41875in"}

The damaged buildings would be assigned numbers to separately identify
them as indicated. The front of the structures in question should be
clearly marked using International Orange spray paint with the new
number being assigned.

![](media/image15.wmf){width="5.541666666666667in"
height="2.129861111111111in"}

If no number is identifiable in a given block, then task force personnel
will identify the street name and the hundred block for the area in
question based on other structures in proximity to the site in question.

![](media/image16.wmf){width="5.531944444444444in" height="1.41875in"}

Structures will be assigned the appropriate numbers to designate and
differentiate them. The front of the structures in question should be
clearly marked using International Orange spray paint with the new
number being assigned.

![](media/image17.wmf){width="5.541666666666667in"
height="2.129861111111111in"}

It is also important to identify locations within a single structure.

The address side of the structure shall be defined as SIDE ONE. Other
sides of the structure shall be assigned numerically in a clockwise
manner from SIDE ONE.

![](media/image18.wmf){width="5.502083333333333in" height="2.15in"}

The interior of the structure will be divided into QUADRANTS. The
quadrants shall be identified ALPHABETICALLY in a clockwise manner
starting from where the side 1 and side 2 perimeter meet. The center
core, where all four quadrants meet will be identified as Quadrant E
(i.e., central core lobby, etc.).

![](media/image19.wmf)

Multi-story buildings must have each floor clearly identified. If not
clearly discernable, the floors should be numbered as referenced from
the exterior. The grade level floor would be designated floor 1 and,
moving upward the second floor would be floor 2, etc. Conversely, the
first floor below grade level would be B-1, the second B-2, etc.

If a structure contains a grid of structural columns, they should be
marked with 2' high, orange letters/numbers and used to further identify
enclosed areas. If plans are available, use the existing numbering
system. If plans are not available, number the columns across side one
starting from the left, and letter the columns from side one to side
four, starting with "A" at side one. The story level should be added to
each marked column, and be placed below the column location mark.
Example: "FL-2" = Floor 2.

B.  STRUCTURE TRIAGE

When a task force arrives at their assigned work area, it may be
necessary to deploy a structure triage team to assess the affected area.
A task force Structures Specialist and Hazardous Materials Specialist
should be assigned. The triage would consist of a three-step process:

-   The concise identification and location of buildings for reference.

-   A rapid assessment of the affected area.

-   The identification of potential buildings that require more detailed
    assessment.

When evaluating an area encompassing many buildings, it is necessary to
perform a rapid visual assessment of each building. This assessment
should determine the general structural condition, the probable
occupancy and whether or not obvious access to the interior exists.
During this assessment, the structure triage team will prepare a rough
sketch of the general area and identify each building. Assessment forms
have been developed to assist in this process.

Once a general sweep and rapid assessment of the assigned area has been
completed, the team should consult with task force supervisory personnel
to identify a priority for a more detailed analysis of potential rescue
work sites. The following factors should be considered in the
determination of priorities for search and rescue operations:

-   Occupancy -- refers to building use, not the number of occupants.

-   Collapse Mechanism -- how the building failed will provide an
    indication of the potential for voids wherein a victims could
    survive.

-   Time of Day -- refers to the time of the event that caused the
    collapse. This is a critical factor when combined with the occupancy
    type.

-   Information from the general public relating to known trapped
    victims.

-   Search and Rescue Resources Available -- does the particular
    building require resources beyond what is readily available to the
    task.

-   Structural Condition of the Building -- Can search and rescue
    operations proceed with minimal stabilization effort?

C.  Triage Scoring

The following factors will be evaluated to obtain a numerical score for
each structure assessed. The intent of the score is to calculate a
figure, where a higher number represents a better risk/benefit ratio.
The following categories will be scored:

-   Zero occupants probable - a notation of \"ZERO\" would be written in
    the score column if the earthquake occurred at a time of day when
    the type of occupancy contained in the structure was such that the
    building would have been normally unoccupied. (School rooms on
    Sunday, retail shops at 6:00 AM, etc.) The Triage Team would then
    proceed to the next building.

-   Total number of potentially trapped victims - this will be assessed
    knowing the type of occupancy, the floor area of the collapsed
    (entrapping) structure, the time of day that the incident occurred,
    and the type of collapse. Table D-1 suggests average totals for the
    number of occupants for various occupancies:

[]{#__RefHeading___Toc469813979 .anchor}TABLE D-1: Number of Potentially
Trapped Victims

  ----------------------- ----------------------- -----------------------
  **Based upon building   **Occupants**           **Range**
  area**                                          

  Public assembly         1 occupant/25 sq. ft    (or 10 - 50 sq. ft)

  Schools                 1 occupant/70 sq. ft    (or 50 - 100 sq. ft)

  Hospitals               1 occupant/100 sq. ft   (or 50 - 200 sq. ft)

  Commercial              1 occupant/100 sq. ft   (or 50 - 200 sq. ft)

  Office/government       1 occupant/150 sq. ft   (or 100 - 200 sq. ft)

  Public safety           1 occupant/150 sq. ft   (or 100 - 200 sq. ft)

  Multi-residential       1 occupant/200 sq. ft   (or 100 - 300 sq. ft)

  Industrial              1 occupant/200 sq. ft   (or 100 - 300 sq. ft)

  Warehouse               1 occupant/600 sq. ft   (or 400 - 900 sq. ft)

                                                  

  **Based upon type of                            
  occupancy:**                                    

  Schools                 25 - 40 students per    
                          classroom               

  Hospitals               1.5 occupants per bed   

  Residential             2.0 occupants per       
                          bedroom                 

  Other/unknown           1.5 occupants per       
                          building parking space  
  ----------------------- ----------------------- -----------------------

The numerical value of this criterion will vary on a scale from 1 to 50
as the number of potential entrapped victims varies from 1 to more than
200.

D.  STRUCTURE TRIAGE

-   **Condition of voids** - this criterion will attempt to assess the
    degree of survivability of the trapped victims. Open, survivable
    voids are often found under wooden floor panels that are collapsed
    into angular, interlocking planes, and in reinforced concrete
    structures where floors have projecting beam elements, parts of
    columns/walls and furnishings that hold the slabs apart. Partially
    collapsed structures may have large triangular blocked avenues or
    exits. These large voids have the best chance of having surviving
    entrapped victims. The numerical value of this criterion will vary
    from 1 to 20.

-   **Time required to access victims** - this will be an estimate of
    the time required to get to the first victim. It should include the
    time it would take to mitigate hazards, cut through floors, walls,
    roofs, etc., and to shore and brace the access route as well as
    appropriate adjacent structures. The numerical value will vary from
    1 (for taking more than one day) to 20 (for taking less than two
    hours).

-   **Chance of secondary collapse** - The numerical value will be
    represented by a negative number, and will vary between -1 (for low
    probability) to -20 (for high probability), assuming that the
    proposed shoring and bracing has been installed.

-   **Special occupancy information** - increased attention will be
    given to certain types of target hazards, especially those involving
    children. 25 points will be added to the aggregate score if the
    occupancy is a school, day care center, hospital, etc. In addition,
    5 points should be added for each confirmed live victim that is
    identified by previous intelligence, search operations, etc.

-   **\"NO GO\" conditions** - these would include structures that are
    on fire, have significant hazardous material spills or exposures, or
    otherwise have conditions that would make search and rescue
    operations too perilous. Buildings with a \"NO GO\" rating would be
    expected to be re-evaluated when those conditions were mitigated.

E.  Triage Analysis

Once the structure triage team completes the initial information
gathering process, the information must be consolidated, summarized, and
presented to the task force supervisory personnel for planning and
tasking purposes. The TFL and appropriate specialists will then analyze
the information and develop an Incident Action Plan.

F.  SEARCH AND RECONNAISSANCE

Task force staffing allows for the tasking of two nine-person search and
reconnaissance teams. In certain situations, it may be necessary to
deploy a search and reconnaissance team to a remote location during the
course of a mission.

A task force search and reconnaissance team would be staffed in Table
D-2.

[]{#__RefHeading___Toc469813980 .anchor}Table D-2: Search and
Reconnaissance Team Staff

  -------------- --------------------------------------------------------
  Search Team\   Functions as the team supervisor, sketches and records
  Manager (1)    information, and communicates details and
                 recommendations back to the TFL.

  Canine Search\ Conducts canine search operations and redundant
  Specialists    verifications of alerts.
  (2)            

  Technical      Conducts electronic search operations, including
  Search\        acoustic/seismic listening devices and/or electronic
  Specialist (1) viewing equipment.

  Medical\       Provides medical treatment for located victims and/or
  Specialist (1) search and reconnaissance team members.

  Structures\    Provides analysis and advise regarding building
  Specialist (1) stability, shoring, and stabilization.

  Hazardous      Monitors atmospheres in and around voids and confined
  Materials      spaces. Assesses, identifies, and marks hazardous
  Specialist (1) materials dangers.

  Rescue\        Provides assistance to the team including
  Specialists    drilling/breaching for electronic viewing equipment,
  (2)            deployment of listening arrays and estimations regarding
                 rescue operations (i.e., Time required, degree of
                 difficulty, etc.).
  -------------- --------------------------------------------------------

The TFL may consider adding additional positions, such as a Safety
Officer, to the search and reconnaissance team as appropriate.

The search and reconnaissance team should perform the following
operations:

-   General area/building search, reconnaissance, and evaluations. Refer
    to Appendix C -- Search Strategy and Tactics.

-   Victim location identification. This includes canine, electronic,
    and physical search operations. Marking the exact location with
    International Orange spray paint or orange surveyors tape would
    denote the location of viable victims.

-   Hazard identification/flagging. Any type of personal hazard should
    be assessed and identified, such as overhanging building components,
    structural instability, secondary collapse zones, hazardous
    materials, live utilities, etc. Hazard zones should be conspicuously
    cordoned off with surveyors tape or fire line tape.

-   Assess general atmospheric conditions in/around confined spaces or
    voids.

-   Sketch the general search area and note all significant issues.

-   Communicate findings and recommend priorities to the TFL.

Specific equipment and materials are necessary to fully support a
deployed search and reconnaissance team. This equipment should be
segregated and receive priority consideration when a task force cache is
being moved to an assigned location. This equipment should be
immediately available to deploy one or two teams as soon as possible.
The following general equipment and supplies, as a minimum, are required
(a complete list of all equipment is identified in the US&R Task Force
Equipment Cache List):

-   Electric hammer-drills (preferably battery-operated). If not, a
    small electric generator, fuel, and cord are required).

-   Electronic viewing equipment.

-   Electronic listening devices.

-   Atmospheric monitoring equipment.

-   Marking materials (orange spray paint/surveyors tape and fire line
    tape, etc.).

-   Alerting devices (bullhorn for hailing, aerosol horns for emergency
    signaling).

-   Medical gear (physician or paramedic backpack).

-   Personal gear (safety equipment, food, water, etc. for each person).

G.  TASK FORCE MARKING SYSTEMS

It is imperative that the information derived from a coordinated
building triage be consolidated by the task force supervisory personnel
to be used to identify operational priorities, and assist with their
overall assessment of the event. See Appendix C -- Search Strategy and
Tactics.

Information gathered by task force personnel must be represented in a
standardized fashion to ensure uniformity and clarity. The FEMA US&R
Task Force Marking System is identified and divided into two sections:

-   Structure/Hazards Evaluation Marking

-   Search Assessment Marking.

The Structure/Hazards Evaluation and Search Assessment marking
procedures are designed to identify specific information pertinent to
each affected building. Each component can be completed independent of
the other, although normally the Structure/Hazards Evaluation would be
completed first. Symbols will be conspicuously made with spray paint of
International Orange color to permanently identify and mark safe
entrances to a structure. The Search Assessment findings would be
similarly denoted with the same orange spray paint. The two marking
systems use differing formats to distinguish between the two as outlined
in their respective sections.

It is expected that the task force Structures and Hazardous Materials
Specialists on the search and reconnaissance team address the
Structure/Hazards Evaluation marking while the balance of the team
addresses the Search Assessment marking. The Structure/Hazard Evaluation
Form will be used to record critical information regarding building
type, framing, occupancy, victim location, hazards, search and rescue
access, etc., for each structure. The appropriate structure/hazard mark
will then be recorded on the form and on the building.

H.  Structure/Hazards Evaluation Marking

The Structures Specialist and other task force members as appropriate,
will outline a 2\' X 2\' square box at any entrance accessible for entry
into a compromised structure. Aerosol cans of spray paint, International
Orange color, will be used for this marking. It is important that an
effort is made to mark all normal entry points to a building under
evaluation to ensure that task force personnel can identify that it has
been evaluated.

Specific markings will be clearly made inside the box to indicate the
condition of the structure and any hazards at the time of this
assessment. Normally the square box marking would be made immediately
adjacent to the entry point identified as safe. An arrow will be placed
next to the box indicating the direction of the safe entrance if the
Structure/Hazards Evaluation marking must be made somewhat remote from
the safe entrance.

The depictions of the various markings are as follows:

  ----------------------------------------------------- ------------------------------------------------------
  ![](media/image20.wmf){width="0.9791666666666666in"   Structure is accessible and safe for search and rescue
  height="0.9777777777777777in"}                        operations. Damage is minor with little danger of
                                                        further collapse.

  ![](media/image21.wmf){width="0.9881944444444445in"   Structure is significantly damaged. Some areas are
  height="0.9881944444444445in"}                        relatively safe, but other areas may need shoring,
                                                        bracing, or removal of falling and collapse hazards.
                                                        The structure may be completely pancaked.

  ![](media/image22.wmf)                                Structure is not safe for search and rescue operations
                                                        and may be subject to sudden additional collapse.
                                                        Remote search operations may proceed at significant
                                                        risk. If rescue operations are undertaken, safe haven
                                                        areas and rapid evacuation routes should be created.

  ![](media/image23.wmf){width="0.8881944444444444in"   Arrow located next to a marking box indicates the
  height="0.3784722222222222in"}                        direction to the [safe]{.underline} entrance to the
                                                        structure, should the marking box need to be made
                                                        remote from the indicated entrance.

  ![](media/image24.wmf){width="1.0930555555555554in"   Indicates that a Hazardous Material (Haz Mat)
  height="0.7951388888888888in"}                        condition exists in or adjacent to the structure.
                                                        Personnel may be in jeopardy. Consideration for
                                                        operations should be made in conjunction with the
                                                        Hazardous Materials Specialist. Type of hazard may
                                                        also be noted.
  ----------------------------------------------------- ------------------------------------------------------

The following information; TIME, DATE, and SPECIALIST ID, will also be
noted outside the box at the upper right-hand side. This information
will be made with pieces of carpenter\'s chalk or lumber crayon. An
optional method may be to apply duct tape to the exterior of the
structure and the detailed information written on the tape with a grease
pencil or black magic marker.

I.  TASK FORCE MARKING SYSTEMS

All task force personnel must be aware of other Structure/Hazards
Evaluation markings made on the interior of the building. As each
subsequent assessment is performed throughout the course of the mission,
a new TIME, DATE, and SPECIALIST ID entry will be made (with
carpenter\'s chalk or lumber crayon) below the previous entry, or a
completely new marking box made if the original information is now
incorrect.

The following illustration shows the various components of the
Structure/Hazards Evaluation marking system:

![](media/image25.wmf){width="3.576388888888889in" height="1.075in"}

The depiction above indicates that a safe point of entry exists above
the marking (possibly a window, or upper floor, etc.). The single slash
across the box indicates the structure may require some shoring or
bracing before continuing operations. The assessment was made on July
15, 1991 at 1:10 PM. There is an apparent indication of natural gas in
the structure. This evaluation was made by the #1 task force out of the
state of Oregon. It should be understood that this building would not be
entered until the Haz Mat (natural gas) had been mitigated. When
performed, the marking should be altered by placing a line through the
"HM", and adding the time and task force who performed the mitigation.
An entirely new mark could also be added when the mitigation is done, or
after any change in conditions such as an aftershock.

Marking boxes would also be placed in each of the specific areas within
the structure (i.e., rooms, hallways, stairwells, etc.) to indicate
conditions in separate parts of the building.

J.  Search Assessment Marking

A separate and distinct marking system is necessary to denote
information relating to the victim location determinations in the areas
searched. This separate Search Assessment marking system is designed to
be used in conjunction with the Structure/Hazards Evaluation marking
system. The Canine Search Specialists, Technical Search Specialists,
and/or Search Team Manager (or any other task force member performing
the search function) will draw an \"X\" that is 2\' X 2\' in size with
International Orange color spray paint. This X will be constructed in
two operations - one slash drawn upon entry into the structure (or room,
hallway, etc.) and a second crossing slash drawn upon exit.

  ----------------------------------------------------- -----------------------------------------------------
  ![](media/image26.wmf){width="0.9013888888888889in"   Single slash drawn upon entry to a structure or area
  height="1.101388888888889in"}                         indicates search operations are currently in
                                                        progress.

  ![](media/image27.wmf)                                Crossing slash personnel exit from the structure or
                                                        area.
  ----------------------------------------------------- -----------------------------------------------------

Distinct markings will be made inside the four quadrants of the X to
clearly denote the search status and findings at the time of this
assessment. The marks will be made with carpenter chalk or lumber
crayon. The following illustrations define the Search Assessment marks:

  ------------------------ -----------------------------------------------------
  ![](media/image28.wmf)   LEFT QUADRANT - FEMA US&R task force identifier

  ![](media/image29.wmf)   TOP QUADRANT - Time and date that the task force
                           personnel left the structure.

  ![](media/image30.wmf)   RIGHT QUADRANT - Personal hazards.

  ![](media/image31.wmf)   BOTTOM QUADRANT - Number of live and dead victims
                           still inside the structure. \[\"0\" = no victims\]
  ------------------------ -----------------------------------------------------

Search personnel shall use International Orange-colored spray paint to
mark the exact location of a victim alert. In addition, surveyors tape
may be used as a flag to denote the appropriate area, in conjunction
with the spray paint marking.

As with the Structure/Hazards Evaluation, it is important that markings
are made specific to each area of entry or separate part of the
building. If an area is searched and no victims are found, it must be
noted with an X. It is also important that situation updates be noted as
they are available, to reduce needless duplication of search efforts.
Previous search markings would be crossed out and a new marking would be
placed next to it with the most recent information.

A victim location mark will be placed near each victim within each
confined space at this time. This will better define the specific
location and condition of each victim.

Personnel using the marking system will be inundated with additional
information relative to the incident. This information needs to be
acknowledged and appropriately disseminated --- in most cases this
information would not be noted on the structure marking.

Generally, the Search Team Manager will be in a position to pass
additional information received on to the appropriate element - rescue,
command, medical, technical, etc.

**NOTE:** It is important to clearly identify each separate structure
within an area when important information is being disseminated to other
operational entities. The primary method of identification should be the
existing street name and building number, if known. Obviously, such
identification is not always possible due to site conditions. In these
situations, it is important that the task force supervisory personnel
establish a workable identification method for each specific structure.

K.  Victim Location Marking System

During the search function it is necessary to identify the location of
potential and known victims.

The amount and type of debris in the area may completely cover or
obstruct the location of any victims.

The victim location marks are made by the search team or others aiding
the search and rescue operation whenever a known or potential victim is
located and not immediately removed.

The victim location marking symbols should be made with orange spray
paint or orange crayon.

The following illustrates the marking system.

**Add drawings below**

A large (approximately 2 ft.) "V" is painted near the location of the
known or potential victim. An arrow may need to be added next to the "V"
pointing towards the victims location if not clearly visible or is not
immediately nearby.

Place the US&R Task Force identifier in the top part of the "V".

Paint a circle around the "V" when the location of a potential victim
has been Confirmed either visually, vocally, or by hearing sounds that
would indicate a high probability of a victim.

-   Confirmation may be done when the victim is initially located or
    after partial debris removal.

-   Confirmation may be done with the use of specialized search
    equipment such as video or fiber optic cameras.

-   A canine alert will normally be considered an unconfirmed victim
    location, even if the alert is confirmed by a second canine.
    However, such a confirming canine alert should be interpreted as a
    highly probable victim location.

Paint a horizontal line through the middle of the "V" when the victim is
**[Confirmed]{.underline}** to be deceased.

Paint an "X" through the **[Confirmed]{.underline}** victim symbol after
all victims have been removed from the specific location identified by
the marking.

Paint new victim symbols next to additional victims that are later
located near where the original victim(s) were removed (assuming the
original symbol has been "X"ed out).

The victim location marking symbols and numbers of victims, if known,
must be kept on the developing site map during the search of the
structure or area. See example below.

**Add drawing here**

**This page is intentionally left blank**

appendix e

task force public information management

**this page is intentionally left blank**

appendix e

task force public information Management

Urban Search and Rescue operations constitute one of the most complex
and difficult activities emergency responders may encounter. The
activation and mobilization of FEMA\'s US&R task forces will occur when
a large-scale event overwhelms local and State resources. Events of this
type will result in significant media attention. Policy for the FEMA
US&R Response System is to establish and maintain an active relationship
with all facets of the media. Primary elements of the US&R Response
System include FEMA, other Federal agencies, State and local
governments, organizations sponsoring FEMA US&R task forces, and other
affiliated organizations. These elements must develop and disseminate
coordinated public information to the media.

This appendix will outline standard procedures for:

-   Activities and preparation for media-related issues prior to a task
    force mobilization.

-   Media interaction for FEMA Incident Support Team (IST) and US&R task
    forces during all phases of a mission assignment.

-   Identification of public awareness materials to support the
    preparedness and response activities of the FEMA US&R Response
    System.

A.  NON-EMERGENCY ACTIVITIES

In the between activations, it is essential that the FEMA US&R Response
System initiate media-related public awareness activities. These
activities consist of conducting interviews, briefings, and on-site
tours; developing press releases, media advisories, stock photos, and
file footage of US&R operations and feature stories; and cultivating
contacts with media representatives. FEMA\'s Office of Emergency
Information and Media Affairs, in concert with the FEMA US&R Program
Office, and other relevant Federal offices will provide guidance for
supplying accurate information to the media.

The agencies sponsoring a FEMA US&R task force should maintain regular
communications with the media using the national policy as a guideline,
while publicizing and highlighting their local capabilities. In addition
to handling media relations for their own emergency services, the
sponsoring organization must serve a dual role as a contact with the
local media for their task force and an initial contact for the National
FEMA US&R Response System.

The FEMA Headquarters Office of Emergency Information and Media Affairs
will define the lines of communications and flow of pertinent
information to and from the national and local level. Coordination will
be adopted in times of disaster or catastrophic emergency.

**Responsibilities**

The FEMA Headquarters Office of Emergency Information and Media Affairs
will prepare or oversee the development of:

-   Feature articles highlighting program accomplishments.

-   Reference material describing and promoting the Federal Response
    Plan and the National US&R Response System.

-   US&R Program fact sheets, historical background, and briefing books
    detailing the program history, key talking points, funding issues
    during mobilization, and chain-of-command information for sponsoring
    organization public information officials to use when their task
    force is activated.

-   Guidance documents for mission activities to follow during times of
    mission response.

-   Official content about US&R task forces for dissemination via the
    Internet.

The agencies sponsoring a FEMA US&R task force should:

-   Develop internal media procedures to support a task force
    mobilization including a central point of public information and
    procedures for family liaison.

-   Provide familiarization training for all task force personnel on
    general media procedures.

-   Provide more in-depth training for task force supervisory personnel
    on media interaction.

-   Coordinate public information efforts regarding the FEMA US&R
    Response System, through FEMA Headquarters Office of Emergency
    Information and Media Affairs at (202) 646-4600.

-   Use FEMA-prepared/formatted program releases or fact sheets that
    convey the national message; localized to reflect the needs of the
    sponsoring organization.

-   Work with the State and FEMA to facilitate ongoing public awareness
    of the FEMA US&R Response System.

-   Invite the media to appropriate training exercises and develop news
    stories relating to local US&R incidents.

-   Forward requests for media embarkment on Federally supplied aircraft
    to the FEMA Office of Emergency Management and Media Affairs.

L.  SYSTEM IMPLEMENTATION

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1.  Alert and Notification

When an impending event is imminent or a major disaster occurs, FEMA
Headquarters Office of Emergency Information and Media Affairs will
notify national media of the following:

-   Task forces in the US&R Response System have been alerted through
    the FEMA regional offices and/or State emergency management
    agencies.

-   Coordination is occurring between the affected State and regional
    office to determine the need for US&R deployment.

The Office of Emergency Information and Media Affairs will also provide
US&R task forces with copies of information issued to the media.

The agencies sponsoring a FEMA US&R task force will:

-   Provide facts and answer questions for the local media based upon
    the information provided to them by FEMA Headquarters Office of
    Emergency Information and Media Affairs.

50. Activation

When any part of the US&R Response System is activated, FEMA
Headquarters Office of Emergency Information and Media Affairs, will:

-   Coordinate preliminary public information efforts between FEMA
    Headquarters Office of Emergency Information and Media Affairs, the
    affected FEMA region, and the task forces involved.

-   Establish a regular process for communications during the incident
    with the involved organizations.

-   Update the national media on the US&R Response System activation.

The public information official of the sponsoring agency activating a
task force will:

-   Establish a process for regular contact with FEMA Headquarters
    Office of Emergency Information and Media Affairs.

-   Contact local media representatives regarding the activation of the
    task force.

-   Be prepared to respond to media representatives limiting any
    response to task force-related activities, all other inquiries
    should be directed to FEMA Headquarters Office of Emergency
    Information and Media Affairs.

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-   Establish contact with public affairs officials at the designated
    Point of Departure (POD). Coordinate national media contacts with
    FEMA Headquarters Office of Emergency Information and Media Affairs.

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-   Participate in the task force\'s initial briefing at the Point of
    Assembly or POD.

-   Be present at the Point of Assembly and/or POD. Coordinate all media
    activities and interviews.

-   Activate family liaison procedures to update task force members\'
    families on a scheduled basis.

-   Provide assistance and guidance to family members should they be
    contacted by the media.

M.  MEDIA-RELATED INFORMATION FLOW

Information flow related to disaster response activities will be managed
and coordinated by FEMA Headquarters Office of Emergency Information and
Media Affairs through the National Joint Information Center (JIC) until
a local JIC is established in the disaster area. The National JIC will
likely continue operating to serve national and international media, the
U.S. Congress, and industry in the Washington, DC area. It will
retransmit information from the disaster area JIC and will originate
information from the seat of government in coordination with the
disaster area JIC. At all times, FEMA Headquarters Office of Emergency
Information and Media Affairs will continue to coordinate and approve
scheduled involvement with national media.

Prior to any transfer of authority, the disaster area JIC must be
properly organized and staffed, with procedures and processes in place,
and provided with adequate communications for managing the public
information activities associated with the respective disaster.
Therefore, the disaster area JIC will become the primary point for
information collection and dissemination. FEMA Headquarters and other
Federal and State organizations will provide the necessary support staff
to effectively manage the public information flow associated with the
Disaster Field Office (DFO) operations.

FEMA Headquarters Office of Emergency Information and Media Affairs,
will provide task force/sponsoring organization public information
officials with advance notification on the transition from FEMA
Headquarters to the DFO, and vice versa. The notification will include
the DFO facsimile and telephone numbers along with any other relevant
information. For more information on the JIC operations and
relationships, refer to the latest version of the FEMA Emergency
Information Field Guide.

**Task** **Forces**

All FEMA US&R task force personnel should use the following media
interaction guidelines while on mission assignment:

-   Any media inquiry made to a task force member should be directed up
    the task force chain-of-command.

-   Identify media representatives from the task force's home
    jurisdiction, deploying with the task force.

-   Task Force Leaders (TFLs) and team managers should strive to
    coordinate media interaction within the constraints of the local
    jurisdiction\'s Incident Command Post (ICP) requirements for public
    information dissemination. The local ICP should have a Public
    Information Officer (PIO) assigned who will coordinate these issues
    at the incident.

-   The TFL, or their designee, should coordinate information exchange
    and release between their task force and the FEMA Office of
    Emergency Information and Media Affairs representative and the local
    PIO assigned to the ICP. This would include coordination of media
    activities and access during search and rescue operations.

-   Task forces should include information regarding media contacts in
    their situation status reports to the IST.

-   Task force personnel shall not release visual or audio materials of
    their operations to the media without permission from a FEMA PIO
    representative.

-   Task force personnel should have all material placed on the Internet
    screened and approved by a representative from the FEMA Office of
    Emergency Information and Media Affairs or PIO prior to publication.
    In the absence of FEMA representation, task forces should request
    permission from the ESF #9 representative in the IST.

At times it may not be feasible to defer media inquiries up the
chain-of-command to the local jurisdiction. It is in everyone\'s best
interest to provide accurate information (within the confines of one\'s
job knowledge and responsibility) to the media in a timely manner. Also,
the local jurisdiction\'s ICP and/or PIO may request various task force
personnel to assist in media inquiries and interviews during the course
of operations. All task force personnel should use the listed guidelines
and every attempt should be made to notify the on-site FEMA PIO in
advance. Questions beyond the local team\'s area of responsibility will
be referred to the on-site FEMA PIO representative or IST, as
appropriate.

N.  DEMOBILIZATION AND RETURN HOME

When a task force is demobilized, FEMA Headquarters Office of Emergency
Information and Media Affairs or disaster area JIC, will:

-   Continue to coordinate public information efforts regarding the FEMA
    US&R Response System through the states, regions, and relevant
    organizations as required to support the overall response and
    recovery operation and will approve all scheduled national media
    events.

-   Issue news releases, conduct briefings, or provide other appropriate
    follow-up public information material detailing activities and
    results of the FEMA US&R task force response effort.

When a task force is demobilized, the public information official from
the sponsoring organization should:

-   Contact FEMA Headquarters Office of Emergency Information and Media
    Affairs to coordinate the task force\'s return schedule and arrival
    at the original POD. FEMA Headquarters Office of Emergency
    Information and Media Affairs will in turn inform the respective
    regional PIOs to provide public affairs support for the return.

-   Contact the public information official at the POD to coordinate
    task force arrival schedule, media attendance, and coordination.

-   Coordinate all media activities during task force return, including
    interviews, photo opportunities, etc.

-   Schedule and conduct news conferences with selected task force
    personnel.

-   Coordinate with FEMA Headquarters Office of Emergency Information
    and Media Affairs concerning what can be released to the local
    media.

-   Collect appropriate news clippings and video footage of task force
    accomplishments (if appropriate). Significant or extraordinary items
    should be forwarded to FEMA Headquarters Office of Emergency
    Information and Media Affairs in a timely manner.

-   Review and critique the overall media management and coordination.
    Develop lessons learned and incorporate into procedures for future
    improvement.

-   Submit recommendations and concerns to FEMA Headquarters Office of
    Emergency Information and Media Affairs.

Each task force as well as IST members should exercise prudent judgment
in the use of photographs and videotape obtained on a mission. Use of
these assets can be very beneficial in training situations and making
public presentations to validate the task force; however, task force
personnel should remember that the outside use of some graphic
photographs and video tapes could be disturbing to some civilians and
have a negative impact should they be viewed by relatives or friends of
the victims of the disaster. This type of documentation should be
reserved for official task force internal use. Also, in some instances,
copies of all written documentation, photographs, and videotape may be
requested by FEMA for use in litigation and other after-effects of the
incident.

O.  MEDIA MANAGEMENT SUGGESTIONS

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1.  Interviewing \"Do\'s\":

-   **Ask the reporter\'s name.** Then use it in your response.

-   **Use your full name.** Nicknames are not appropriate.

-   **Choose the site (if possible).** Make sure you are comfortable
    with the location of the interview. Consider what is in the
    background.

-   **Choose the time (if possible).** If you would be more comfortable
    waiting another five minutes, ask the reporter if that\'s okay.

-   **Be calm.** Your demeanor and apparent control of the situation are
    very important in establishing the tempo of evolving events.

-   **Tell the truth.**

-   **Be cooperative.** There is an answer to most questions, and if you
    don\'t know it now, let them know you will work diligently to
    determine the facts needed.

-   **Be professional.** Don\'t let your personal feelings about the
    media, or this reporter in general, affect your response.

-   **Be patient.** Expect dumb questions. If the same question is asked
    again, repeat your answer without irritation.

-   **Take your time.** If you make a mistake during a taped or
    non-broadcast interview, indicate that you would like to start over
    with your response. If appearing live, just start over.

-   **Use wrap-around sentences.** This means repeating the question
    with your answer for a complete \"soundbite.\"

-   **Present a professional appearance.**

51. Interviewing \"Don\'ts\":

-   **Say \"no comment."**

-   **Give your personal opinion.** Stick to the facts.

-   **Go off the record.** Anything you say can and will be used against
    you.

-   **Lie.** To tell a lie unintentionally is a mistake. To
    intentionally tell a lie is stupid.

-   **Bluff.** The truth will come out.

-   **Be defensive.** The media and their audience recognize a defensive
    attitude and tend to believe you\'re hiding something.

-   **Be afraid.** Fear is debilitating and is not a characteristic you
    want to portray.

-   **Be evasive.** Be up front on what you know about the situation and
    what you plan to do to mitigate the incident.

-   **Use jargon.** The public is not familiar with much of the language
    used in the US&R field.

-   **Confront.** This is not the time to tell a reporter how much you
    dislike the media.

-   **Try to talk and command an incident at the same time.** You won\'t
    do either well.

-   **Wear sunglasses.**

-   **Smoke.**

-   **Promise results or speculate.**

-   **Respond to rumors.**

-   **Repeat leading questions.**

Appendix f

Task force engagement and disengagement procedures

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Appendix f

Task force engagement and disengagement procedures

The actions taken by the task force supervisory personnel as the task
force begins or ends an activation are extremely important for the
effective operation of the task force. A local jurisdiction may feel a
task force is there to supplant the local emergency effort. Incident
Support Team (IST) members should arrive ahead of the task forces and
liaison with the local officials concerning where the assistance can be
most beneficial. If the scope of the incident prohibits the IST from a
personal meeting at each incident site, the IST should liaison at a
regional level and the information passed down through the local
chain-of-command to the incident commanders. This also includes
educating the local point of contact on search and rescue, medical
capabilities, and the needs of the task force operating in their
jurisdiction. A critical element the IST must address prior to task
force operations commencing is to determine and document the exact
objectives of the task force, agreed upon by the local jurisdiction and
the IST or individual task force leaders in the absence of the IST. This
should be in the form of a signed document by an ESF #9 representative
and a representative from the local jurisdiction. The documentation of
the objectives in the early stages of an incident will allow for a
smooth engagement and disengagement at the conclusion of the incident.

A.  ENGAGEMENT OPERATIONS AT THE WORK SITE

When the task force arrives at the work site, the Task Force Leader
(TFL) should meet the person in charge of the locale, site, or
structure. The local Incident Commander (IC) should be aware of the
arrival time and capabilities of the task force from previous
arrangements with the IST. \[If not, the TFL should present copies of
the Task Force and Medical Team Fact Sheets to them. The Fact Sheets are
designed to allow the IST or task force management to provide a quick
overview to local officials of the task force concept and allow the
local emergency responders to decide quickly where the task force can
best assist the rescue efforts. Both fact sheets are attached to this
Appendix.\] The one important item that needs quick resolution is the
understanding of the command structure and operational system by which
the incident will be managed including task force reporting requirements
to the IC through the IST.

At the earliest opportunity a full briefing should occur between the
task force management, the IST, and the local incident management. This
briefing should cover incident objectives; task force responsibilities;
and the agreement on, and interaction with, local rescue personnel. The
TFL should remember that the incident belongs to the local rescuers and
the US&R task forces are there to provide technical assistance. In some
cases, the local officials may desire to continue to manage the incident
directly and request task force assistance where they feel it is
necessary. In other cases, the local effort may request the task force
take over the complete management of the incident. The operation may be
a combined effort with the local officials providing personnel and
supporting equipment and the task force providing technical expertise
and specialized equipment. The TFL should expect that the local
jurisdiction would want their personnel to participate at some level.
The TFL must maintain harmony with the local effort.

One way to accomplish this is to assign local jurisdiction personnel to
work with each rescue squad or other task force functional groups. This
allows for participation of all rescue personnel and maintains the US&R
expertise and continuity of the squads. This requires constant attention
from all task force supervisory personnel to ensure it does not
negatively impact the overall operation.

As the task force is integrated into the incident operations, task force
management should request information on rescue activities, including:

-   On-going local efforts.

-   Time and day of incident.

-   Building occupancy and activities when incident occurred.

-   Special considerations (age, impairments of occupants, etc.).

-   Known location of trapped victims.

-   Areas previously searched and result.

-   Number and names of known victims removed, located, and/or missing.

-   Initial collapse pattern and additional collapses from after-shocks,
    explosions, etc.

-   Any attempted/installed shoring.

-   Any attempted/viable access routes already determined.

-   If structure been monitored by mechanical means
    (transit/theodolite).

While the task force begins search and rescue activities, other search
and technical personnel should review blueprints, building plans, maps,
and other related technical documents for the area affected to assist in
the development of an operational plan.

Survivors should be questioned about where they were at the time of the
incident as well as provide information on the location of others still
missing when the event occurred. A document should be developed showing
the locations of all known persons by name in the area at the time of
the incident. From this information and from determining where bodies
and survivors were located, areas of potential search should be
established. It should be possible to estimate where people are located
in the rubble from grouping people who were together at the time of the
incident and from survivors providing information on where they last saw
others. Geographic Information Systems (GIS) mapping capability can be
used to develop detailed drawings of the affected area, including
damage, and the potential location of victims. GIS capability can be
requested through the local IC or through the IST if not available
locally.

Early in the operational planning phase, the task force should obtain
information on known risk and hazards and factor them into the search
and rescue planning, including:

-   Storage and use of hazardous material, explosives, and chemicals.

-   Secondary threat potential.

-   Known structural features, including elevator shafts, duct channels,
    and stairwells.

-   Other known structural elements that are unsafe.

In order for the search and rescue operations to be accomplished
efficiently, there are a number of actions that must be addressed in the
early stages of the operations. These are primarily designed to ensure
safe and productive interaction between the local rescuers and the task
forces. They are:

-   Establish and publish a chain-of-command.

-   Review emergency signaling and evacuation procedures with task force
    and local rescue personnel.

-   Ensure that a communication plan is published for all personnel on
    scene.

-   Ensure task force personnel wear the appropriate identification
    vests.

-   Determine when possible, scope and authority of others during the
    operations on-site including, police, local politicians, media
    personnel, volunteers, and anyone who has access to the site.

-   Develop the medical plan.

-   Develop procedures on body recovery and processing.

P.  DISENGAGEMENT FROM WORK SITE

The disengagement of the task force from the incident has numerous tasks
that must be undertaken prior to leaving the site. There are two types
of disengagement scenarios that can occur.

1.  Task Force Replaced By Another

It is extremely important that each off-going team position meet
face-to-face with its on-coming counterpart and relate all pertinent
information about the operation. This will ensure that a smooth
transition takes place and there is no significant loss of time or
productivity during the change. Information to be transferred when a
task force is relieved by another task force, or by local responders,
should include:

-   Location and status of present work sites.

-   Location of possible victims developed during the operational
    period.

-   Status of health and safety considerations for the operation.

-   Priorities for the upcoming operational period.

-   Any significant changes in the operational plan of action for the
    upcoming operational period.

-   Any changes in the resources supporting the operation.

52. Mission Completion

At this time, the IC will decide if the task force is required elsewhere
in the immediate region or it can return to the staging or mobilization
center for reassignment or demobilization. The IST should ensure that
the local IC is satisfied with the results of the operation and there
are no other objectives to be accomplished. This will preserve the
integrity of the US&R Program and its credibility as an asset for major
disasters. The local IC should report through its command structure that
the task force mission is complete. The IST will coordinate through the
local, region, or State contacts the reassignment of the task force. If
the task force is no longer required, the IST will demobilize it and
arrange for transportation to its home jurisdiction.

Other items that require attention prior to the task force leaving the
work site at the completion of a mission are, but not limited to:

-   Ensure all marking systems are updated.

-   Ensure known locations of unrecovered bodies are identified.

-   Ensure all documentation is complete.

-   Provide appropriate briefings as directed by the IST.

-   Ensure all known risk hazards (i.e., temporary shoring collapse
    potential, etc.) are properly mitigated or identified.

-   Ensure accountability of all task force equipment and supplies.

-   Clean up debris/trash associated with team operations.

-   Ensure the proper disposal of all gray water, excess gasoline, oil,
    or other environmentally harmful substances.

**URBAN SEARCH & RESCUE TASK FORCE FACT SHEET**

**TASK FORCE NAME:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**[COMPOSITION]{.underline}**

-   62-person tactical unit for search and rescue operations.

-   Multi-disciplinary organization:

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-   Search element

-   Medical element

-   Rescue element

-   Technical support element

-   Command element.

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-   Totally self-sufficient for the first 72 hours of operation.

-   Full equipment cache to support the task force\'s operations.

-   Supported by FEMA sponsored Incident Support Team.

**[CAPABILITIES]{.underline}**

-   Capable of round-the-clock search and rescue operations (two 12-hour
    shifts).

-   Search operations:

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-   Physical

-   Canine

-   Electronic.

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-   Rescue operations in various types of structures:

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-   Wood frame

-   Steel frame

-   Unreinforced masonry

-   Reinforced concrete.

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-   Sophisticated medical treatment capabilities limited to:

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-   Injured task force members

-   Initial treatment of victims encountered during operations.

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-   Technical support capabilities for task force operations:

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-   Structural integrity assessments

-   Liaison with heavy equipment/crane operators

-   On and off site communication capabilities within task force, the
    Incident Support Team, and the local jurisdiction

-   Hazardous materials assessments.

**[TASK FORCE SUPPORT REQUIREMENTS]{.underline}**

-   Transportation

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-   Vehicles/aircraft needed for the movement of the task force and
    cache

-   Medical transport required for extricated victims

-   Evacuation required for any injured task force member.

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-   Communications

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-   The task force\'s radios are set to frequency

-   It would be advantageous to provide the task force with a radio from
    the host jurisdiction

-   Reporting requirements need to be identified (how/when)

-   Secure communications with the medical transport and to member
    evacuation systems.

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-   Initial strategic/tactical briefing

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-   If available, copies of past/current/future Incident Action Plans
    should be provided

-   Strategic/tactical assignment clearly identified for the task force.

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-   Media considerations

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-   The local jurisdiction\'s Public Information Officer (PIO) should be
    identified

-   The local jurisdiction\'s media procedures (info release,
    interviews, etc.) should be identified.

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-   Appropriate area maps, building plans or other information should be
    provided.

-   **TASK FORCE MISSION CAPABILITIEs fact sheet**

FEMA US&R task forces are capable of providing the following additional
actions when dispatched to hurricane or typhoon, tornado, or flood
emergencies:

# US&R Operations {#usr-operations .AppendHeader1}

-   Conduct physical search and rescue operations in damaged/collapsed
    structures.

-   Provide emergency medical care to disaster response personnel.

-   Provide emergency medical care to the injured.

-   Reconnaissance duties - assess damage and needs and provide feedback
    to local, State, and Federal officials.

-   Assess/shut off utilities to houses or buildings.

-   Assess hazardous materials surveys/evaluations of affected areas.

-   Conduct structural/hazard evaluations of government/municipal
    buildings needed for immediate occupancy to support disaster relief
    operations.

-   Assist in stabilizing damaged structures, including shoring and
    cribbing operations, on damaged buildings as required.

# Citizen Assistance/Outreach {#citizen-assistanceoutreach .AppendHeader1}

-   Direct citizens to available response/recovery services such as
    medical, food, water, shelter, etc., once established.

-   Distribute tarps, sheeting, and furring strips to occupants of
    damaged dwellings.

-   Assist homeowners/occupants in securing their property from the
    effects of weather, looters, etc.

# Assistance to Local Emergency Response Personnel {#assistance-to-local-emergency-response-personnel .AppendHeader1}

-   Assist local emergency response personnel in coordination of their
    response efforts.

-   Assist in the establishment of emergency communications links.

-   Clear streets, highways, airports, and government support facilities
    of trees and debris.

-   Mark/identify streets and buildings.

-   Manage, direct, and train local volunteers and first responders in
    basic US&R operations.

-   Provide medical treatment information to local physicians on
    disaster-related injuries such as crush syndrome.

**URBAN SEARCH & RESCUE TASK FORCE**

**MEDICAL TEAM FACT SHEET**

**TASK FORCE NAME:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**[COMPOSITION]{.underline}**

-   The medical component of the task force is comprised of six
    personnel.

-   Organization:

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-   Two Medical Managers (emergency physicians)

-   Four Medical Specialists (CCT/Paramedic/RN-qualified).

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-   Totally self-sufficient for the first 72 hours of operation.

-   Full medical equipment cache to support the Medical Team\'s
    operations.

**[CAPABILITIES/LIMITATIONS]{.underline}**

-   Designed to provide sophisticated (and possibly prolonged)
    pre-hospital and emergency medical care.

-   Medical Team treatment priorities:

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-   First -- Treatment of task force members (and support personnel)

-   Second -- Entrapped victims directly encountered by the task force

-   Third -- Treatment of task force canine

-   Fourth -- Others as practical.

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-   It is not the intent of the Medical Team to be a freestanding
    medical resource at the disaster site.

-   Capable of round-the-clock operations (two 12-hour shifts).

-   Comprehensive medical equipment cache designed to support:

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-   10 critical cases

-   15 moderate cases

-   25 minor cases.

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-   It is expected that task force \"fixed asset\" medical equipment
    (i.e., defibrillators, monitors, ventilators, etc.) will not leave
    the rescue site with any patients but will be maintained for the
    continued protection of the task force members.

**[MEDICAL TEAM SUPPORT REQUIREMENTS]{.underline}**

-   Transportation

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-   Medical transport required for extricated victims.

-   Evacuation required for any injured task force member.

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-   Communications

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-   Reporting requirements to the Incident Command Post/other.

-   Secure communications with the transport systems listed above.

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-   Medical hand-off procedures for victims

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-   Type of triage tags being used

-   Exchange of assets (backboards, splints, etc.), If necessary

-   Procedures for handling deceased victims.

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-   Designated local medical liaison for special medical needs (EMS
    medical director or equivalent).

Appendix G

Cache packaging and shipping requirements

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Appendix G

CACHE PACKAGING and SHIPPING REQUIREMENTS

Urban Search and Rescue operations are complex and require a variety of
specialized tools and equipment to function effectively in the disaster
environment. A comprehensive equipment cache must be efficiently
packaged, maintained, and transported to facilitate effective disaster
operations.

In order to meet the 6-hour departure requirement, all tools, equipment,
and supplies should be containerized for rapid deployment. The packaging
for the task force equipment cache should be of a modular design to
provide the task force and transporters (either military or civilian)
options for the handling of the equipment, either manually or
mechanically. Palletizing the cache will facilitate easier movement by
mechanical means without compromising the alternative of manually
loading or unloading the equipment cache when necessary.

It is important that acceptable standards are set for all FEMA US&R task
force caches. This standardization will promote more efficient
management and transportation of any or all task force caches during
large scale disaster mobilizations.

A.  CACHE PACKAGING STANDARDS

The following general standards are required for FEMA US&R task force
caches:

-   The cache is essentially divided into five separate elements.
    Color-coding will expedite the sorting of containers during
    mobilization and on-site activities. To ensure uniformity in marking
    containers, the following colors will be used to denote the various
    elements:

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-   RESCUE red

-   MEDICAL blue

-   TECHNICAL yellow

-   COMMUNICATIONS green

-   LOGISTICS white.

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-   The ability to rapidly identify and package tools and equipment is
    necessary to efficiently deploy and track cache items, as described
    in Appendix H -- Task Force Property Accountability and Resource
    Tracking System. This process is facilitated by stenciling the
    following information on the lid and two adjacent sides of each
    container:

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-   Inventory number of container

-   Unit name

-   Weight of container and contents

-   Color-coded stencil of the equipment category.

The following is an example:

![](media/image32.wmf){width="4.0680555555555555in"
height="2.186111111111111in"}

-   In order to ensure security, expedite palletizing and avoid
    unnecessary damage to cache items, all containers should meet the
    following requirements:

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-   Constructed of high-impact material

-   Weatherproof

-   Provided with handles (retractable handles recommended)

-   Provided with stackable corners

-   Provided with fasteners to prevent accidental opening

-   Gross weight of container and contents should not exceed 150 pounds

-   No rolling stock (vehicles).

> NOTE: containers provided by equipment manufacturers might prove most
> suitable.

-   The packaging of tools and equipment into containers should be done
    not only for ease of handling during transport, but also with
    operational considerations in mind. For example, instead of
    packaging all floodlight fixtures together in one container until
    the weight limit is reached, Logistics Specialists should package
    lighting kits in a container or series of containers. These kits
    would include all the necessary components to place floodlights in
    service at a work site, including fixtures, tripods and stands,
    spare bulbs, and extension cords. This kit concept should be
    applied, when possible, to all categories of tools and equipment.

Q.  CACHE MOVEMENT

Task force supervisory personnel and Logistics Specialists must plan for
ground and air transportation requirements according to the cubic space
and gross weight of the entire cache, including personal gear
(consisting of two bags, for a total maximum weight of 60 pounds per
person) for:

-   Size and number of trucks - for ground transport of the cache to the
    Point of Departure (POD) and return home after assignment.

-   Size of aircraft - for air transport to and from the mobilization
    center.

-   Exterior cargo transport requirements, including transport by
    helicopter sling load.

-   Size and number of vehicles - for all on-site ground/air
    transportation needs.

R.  Ground Movement

Usually, ground transportation during mobilization, to and while
on-site, will require manual handling and loose loading of cache
containers. Adhering to the container weight and size limitations will
ensure overall manageability of the cache and is of paramount
importance.

The sponsoring organization is responsible for the assembly, management,
and movement of the cache from its home jurisdiction to the POD during
mobilization. This requirement should be fully defined, preplanned, and
exercised prior to any actual mobilization. The following issues, should
be addressed:

-   Process for assembling and packaging all cache tools, equipment, and
    supplies (should the items not be maintained as a \"stand alone\"
    cache).

-   Process for identifying, procuring, and packaging perishable or
    short shelf-life items (i.e., batteries, food supplies, water,
    fuels, etc.).

-   Process for generating an inventory of all cache items as the cache
    is assembled.

S.  Air Movement

While the Department of Defense is responsible for providing air
transportation from the POD to mobilization center and back, the actual
aircraft used may be military or civilian contract aircraft. While the
latter may have to be manually loaded in lower cargo holds, military
aircraft will require palletization of all cache containers and personal
equipment. **No vehicles are authorized to be moved with the cache.**

Task force Logistics Specialists should identify the weight and volume
of all containers, equipment, and supplies in the cache prior to a
mobilization. This information, coupled with the clear marking of
containers and enforced weight limitations on personal equipment, will
allow specific design drawings to be made for single or multiple-pallet
loading of the cache. These should be prepared and updated as needed
prior to a mobilization. This effort will expedite loading and
processing pallets at the POD during an actual mobilization.

When initiating the load planning process, contact with the assigned Air
Force deployment center can provide assistance in obtaining pertinent
Air Force regulations and required forms. Airlift Command Element (ALCE)
personnel will answer any questions regarding the regulations, provide
instruction on how to load pallets, and assist in conducting deployment
training and exercises.

Prior coordination with the military authorities enables delivery of the
cache to the POD with equipment prepared, per Air Force regulations, and
all paperwork properly filled out. A key byproduct of this process is a
mutually supportive working relationship between the task force and
military airlift personnel.

Specific Air Force regulations regarding the air transport of hazardous
materials are contained in Air Force Regulation (AFR) 71-4. Essentially,
the transport of hazardous materials which are common to a US&R cache is
not an issue with the Air Force; the regulations simply specify how the
equipment must be prepared, documented, and loaded for flight. Air Force
regulations governing required paperwork for airlifting of the cache are
included in AFR 76-6. Again, all required documents can be filled out
for final approval by the loadmaster prior to a mobilization. ALCE
personnel can give you invaluable assistance. The following forms
pertain:

-   AF 2279 Pallet Information Form, two are required per pallet.

-   DD 1385 Cargo Manifest Sheet, listing each pallet by pallet number,
    with a very general description of the load.

-   DD 1384 Transportation Control and Movement Document, indicating the
    general description of the contents of each container on the pallet.

-   DD 2131 Passenger Manifest, lists all team members.

-   DD 2133 Joint Airlift Inspection Record, finalized during the final
    load inspection of the Load master.

-   000000 Shipper\'s Declaration for Dangerous Goods, indicates the
    hazardous materials carried in the cache.

T.  AIRCRAFT LOADING

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1.  Loadmaster Requirements

Military loadmasters (or civilian cargo handlers) will assume
responsibility for the supervision of loading all personnel, cache
tools, equipment, and supplies on the aircraft. Task force Logistics
Specialists, as well as other task force personnel, may be required to
assist in the procedure.

Air Force cargo pallets used in military transport aircraft including
C-130, C-141, and C-5A, meet the following standards:

-   Measure 104 inches by 84 inches

-   7,500 pound maximum load limit per pallet

-   Load height not to exceed 70 inches for each pallet.

The following requirements should be addressed when assembling the cache
for aircraft loading:

-   All compressed cylinders must be stored together upright, with
    valves padded.

-   Lithium and titanium batteries are to be documented and loaded with
    other hazardous materials.

-   Terminal leads of equipment batteries must be disconnected and
    taped. The battery must be securely mounted, with no fluid leaks or
    cracks in the case.

-   Generators and gasoline-powered equipment must have fuel tanks
    drained and purged.

-   Spare fuel for equipment must be in Department of
    Transportation-approved containers or in military jerry cans, with a
    five-gallon maximum capacity per can. Each can is to be filled to
    the top seam, or one inch below the filler neck, and have a
    serviceable cap and seal. The total load of spare fuel is not to
    exceed 40 gallons.

While keeping load weight in mind, equipment must be grouped on pallets
in case some containers or an entire pallet are jettisoned out the rear
of the aircraft due to an in-flight emergency. Personal equipment should
go on the first pallet loaded onto the aircraft, as this pallet will be
placed in the forward section of the cargo area. Hazardous materials
should be packed on a single pallet which will be loaded last in case it
would need to be jettisoned during flight. Compliance with pertinent Air
Force regulations places the hazardous materials at the rear of the
aircraft and makes them easily identifiable and accessible to military
flight personnel.

53. Priority for Mission

Coupled with the aircraft loadmaster\'s requirements for the loading and
placement of cache items (especially hazardous materials) on the
aircraft, consideration must be given to the prioritization and
placement of cache tools, equipment, and supplies that will be needed at
the beginning of a mission. A FEMA US&R equipment cache is a substantial
and diverse collection of items. As the cache is off-loaded from the
transport aircraft, an effort should be made to segregate specific
tools, equipment, and supplies that would constitute the first priority
shipment, along with appropriate personnel, into the disaster site
should the total cache be sent in waves instead of all together in a
single movement.

Within the constraints imposed by the loadmaster requirements, the
following considerations should be given to segregating and loading
tools, equipment, and supplies that will be needed early in the mission:

-   Priority should be given to a selected combination of technical and
    rescue gear. These two categories interrelate, as technical
    equipment enables the location of potential live victims during the
    critical first hours when the task force arrives at the disaster
    site.

-   As necessary, some elements of the communications section of the
    cache should comprise part of the first priority shipment into the
    disaster site to allow initial personnel to begin operations. This
    equipment plays a key role in initial reconnaissance, search, and
    rescue activities.

It is felt that personal gear and supplies are not considered essential
equipment during the first phases of a mission. All personnel should
maintain a small personal kit or daypack to keep essential personal and
safety gear with them at all times. The bulk of the personal gear will
not be necessary for the first eight to twelve hours of a mission.

It may be appropriate for the task force supervisory personnel and
Logistics Specialists to develop a task force \"starter kit\" - one or
more packaging containers (conspicuously identified) that comprise the
tools, supplies, and equipment needed for initial operations. **It is
important that, when the aircraft is originally loaded at the POD, the
\"starter kit\" should not be loaded on the last (hazardous materials)
pallet on the aircraft.** In the event of a pallet jettison, the starter
kit elements should not be lost.

54. Rapid Deployment Pallet

During pallet build-up and aircraft loading prioritization,
consideration should be given to placing certain equipment onto a rapid
deployment pallet. This pallet is a military pallet loaded with the
essential rescue or search and reconnaissance equipment to allow for
immediate task force operations. This pallet is designed to be slung
from a helicopter and transported quickly to a work site with a small
cadre of personnel and ahead of the full cache, which in most cases will
require ground transportation. It should be designed to allow the
accompanying personnel to begin an immediate rescue operation,
reconnaissance of a specific area, or perform another specific function.
The rapid deployment pallet should be a maximum of 4,000 pounds and not
be more than four feet in height to allow for helicopter operations. It
should be loaded in priority layers so that equipment carried may be
altered quickly, depending on the mission to which it is deployed.

Appendix h

Task force property accountability and resource tracking system

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Appendix H

TASK FORCE PROPERTY ACCOUNTABILITY and RESOURCE TRACKING SYSTEM

A.  INTRODUCTION

The task forces comprising the FEMA Urban Search and Rescue (US&R)
System rely on the availability and readiness of appropriate tools and
equipment to support disaster rescue operations. A comprehensive
property accountability system is essential for ensuring that equipment
readiness is maintained. Also, a process-oriented resource tracking
system is essential for maintaining maximum operational capability
during mobilization and mission operation.

A system for accountability must be developed before any mobilization to
ensure cache readiness. Ongoing maintenance and exercise (mechanical
operation) of the cache tools and equipment must be assured for
operational readiness between mobilizations. As such, there must be an
organized system of equipment inventory, maintenance, and routine
operation to ensure that the cache is ready for immediate response.

The resource tracking system used on the disaster site must be efficient
and comprehensive. Specialized or limited-supply items must be shared by
different elements within the task force. Their availability and
location must be tracked throughout the mission for maximum benefit.

The task force Logistics Specialist position has primary responsibility
for property accountability and resource tracking during the
mobilization, mission operation, and demobilization phases. This
position tracks, distributes, maintains, and accounts for all tools and
equipment for the task force (see Logistics Specialist Position
Description and Operational Checklist).

This appendix outlines the general property accountability and cache
maintenance procedures required to maintain optimum readiness between
missions. This would include periodic inventory checks, equipment test
and exercise, and training requirements. Secondarily, accountability
procedures are required for all phases of a mobilization, from the cache
storage site to the Point of Departure (POD), through the mobilization
center receiving the task forces and ultimately to the assigned disaster
site. This process is duplicated in reverse for either task force
reassignment or demobilization.

In addition, procedures for on-site cache set-up, security and storage
requirements, resource issue and tracking, maintenance and repair, and
property liability are addressed.

U.  CACHE DEVELOPMENT

All tools, equipment, and supplies that comprise the extensive US&R
cache have been identified and listed in the document titled US&R Task
Force Equipment Cache List. The items identified are based on supporting
the 62-person task force for total self-sufficiency and operational
capability for a minimum of 72-hours. The cache has been subdivided into
five categories -- rescue, medical, technical, communications, and
logistics. The organization sponsoring a FEMA US&R task force assumes
responsibility for the storage, inventory, and maintenance of the cache
as outlined in their respective Memorandum of Agreement (MOA) with FEMA.

The determination of the cache storage location is the responsibility of
the sponsoring organization and should give consideration to
accessibility for routine inventory and maintenance, as well as
proximity to major highways and departure airports to support speed of
mobilization. Equipment packaging should be of modular concept with
containers of appropriate size and weight to facilitate manual movement.
The size, weight, box number, volume required (in cubic feet), and
contents must be stenciled on the outside of each container. Palletizing
of the cache will expedite movement by mechanical means without
compromising its ability to be moved manually when necessary.

All supplies, tools, and equipment must be kept in a secure area. All
equipment will be boxed, tagged, labeled, and kept ready for immediate
deployment. The target mobilization time frame (from time of
notification) is 6-hours to the POD (departure airport). A requisition
system for the immediate purchase of items with limited shelf life
(i.e., food, medicines, batteries, etc.) that cannot be stored with the
cache should be established and must conform to the established
mobilization time frame.

V.  NON-MISSION CACHE MANAGEMENT

The inventory procedure for all phases of cache management will use
computer generated and maintained inventory databases. Hard copy
printouts will constitute back up procedures for the inventory process
(see Attachment A). The inventory database will be updated as required
for equipment additions, deletions, or repairs. All data for routine
checks, exercise, and maintenance will also be entered electronically,
as soon as possible, to maintain accurate records. It is imperative that
a strict data back-up system is maintained with information stored on
hard disk and/or floppy disk media.

It is recommended that the equipment cache be inventoried at intervals
of at least every six months, or more frequently at the discretion of
the sponsoring organization. The sponsoring organization should identify
an individual - a cache manager - to assume responsibility for the
routine inventory, maintenance, and inspection of the cache during
non-mission periods. Notations of inventory, exercise, maintenance, and
repair should be made on the hard copy inventory list at the time of the
routine cache inventory. This information would subsequently be updated
on the electronic database as soon as possible. The annotated hard copy
inventories should be filed, after the electronic inventory is updated,
to provide an historical record of cache management.

Coinciding with the cache inventory, all necessary tools and equipment
checks, maintenance, and exercise should be performed. Items with
limited shelf life (i.e., batteries, food, medicines, etc.) that are
stored with the cache should be in an accessible area and evaluated. A
system for tracking shelf life and rotation of stock must be addressed.

In accordance with the respective MOA between FEMA and the sponsoring
organization, the cache may be used for local training sessions and
emergency operations. All issues associated with these uses, including
the costs for repair or replacement of cache items, is the
responsibility of the sponsoring organization.

W.  CACHE DEPLOYMENT

The logistics personnel are responsible for the accountability,
inventory, and tracking of all cache items during mission operation. The
logistics personnel will inventory all boxes, kits, tools, and equipment
at mobilization to ensure that the database is correct. The Logistics
Specialist, as a member of the task force Technical Team, will report
any deficiencies to the Technical Team Manager.

The logistics personnel will coordinate the safe movement of equipment
from the cache storage location to the POD, and then from the
mobilization center through to the assigned work site and base of
operation. The logistics personnel must work closely with the aircraft
loadmaster if necessary. Any loss or damage in transit will be reported
to the task force managers as previously noted. All pertinent inventory
information must be noted on the inventory hard copy list and updated on
the electronic database as soon as practical.

Conversely, the coordination and movement of cache equipment for either
task force reassignment or demobilization must be tracked by the
logistics personnel. A complete inventory and status check must be
performed as the cache is readied for transport from the assigned work
site to either a new assignment or return through the mobilization
center and back to the POD. All pertinent inventory information must be
noted on the inventory hard copy list and updated on the electronic
database as soon as practical.

Post-mission inventory and status check procedures are extremely
important. All items must be inventoried, cleaned, overhauled, and
checked for damage prior to return to storage. This information must be
transferred to the inventory database. In addition, a shortfall and cost
summary must be completed and forwarded to FEMA outlining all items
expended, damaged, or lost during the mission. This information will be
sent to FEMA within 180 days of return from the mission. FEMA will incur
all costs associated with the resupply and rehabilitation of the cache
for FEMA-sanctioned missions.

X.  RESOURCE TRACKING

The efficient tracking of resources in the cache during a mission is
extremely important. Cache security will be the responsibility of the
Logistics personnel from the time of deployment throughout the course of
the mission. Specific disaster situations will present different
security problems that must be worked out with the jurisdiction
receiving assistance. Coupled with this requirement is the organization
of the cache and sheltering of sensitive or perishable items.

The cache is quite comprehensive with significant quantities of items.
The limited cache resources must be shared on the disaster site. Special
tools or equipment might be required in more than one area of the
disaster site. The logistics personnel must track where and to whom
equipment is issued and ensure its return when finished.

Cache tracking systems are at the discretion of the task force. As a
back-up system, a manual \"T-Card\" tracking system will be used. Each
separate box, kit, tool or equipment will have a separate card that will
list all pertinent information about the item (see attachment B). An
identical copy of this card will be kept with the logistics personnel
for tracking purposes.

The T-Card system will be color coded for each cache subdivision as
follows:

-   Rescue Red

-   Medical Blue

-   Technical Yellow

-   Communications Green

-   Logistics White.

Equipment and supplies must be marked with a corresponding color stripe.
That is, all items in the rescue subgroup should display a conspicuous
red stripe.

The name of the person receiving equipment, and the location where it
will be used are recorded on the T-Card. This T-Card is then placed in
the Equipment Issued file for tracking. Should other task force
personnel request the use of the same item, its location can be
identified and its availability determined. All information included on
the T-Card is also entered on the computer printout.

Y.  PROPERTY LIABILITY

The following liability process will cover all US&R activities such as
training sessions, simulation exercises, and disaster responses.

The term \"non-expendable property\" normally includes high-cost tools
and equipment such as generators, radios, power tools, medical, and
technical equipment. The term \"expendable property\" normally includes
items such as gloves, batteries, food, medication, etc. The term
\"personal property\" includes any items that are taken to the disaster
by task force members that are not provided by FEMA or the sponsoring
organization, such as cameras, radios, binoculars, etc.

Written statements shall be provided to the Task Force Leader (TFL),
sponsoring organization, and FEMA explaining the reason for any
non-expendable items lost, damaged or destroyed, regardless of the
circumstances. This should include a statement of the events
contributing to the loss or damage and recommend corrective actions, if
appropriate.

The cost for repair or replacement will be charged to the appropriate
entity that initiates the use of the cache (i.e., FEMA, State agency,
local jurisdiction, etc.) for any use including training, simulation
exercises, and disaster response. During the restocking process,
expendable item shortages will be identified, reordered through the
proper channels, and charged to the appropriate agency initiating the
activity.

During a large-scale disaster, some items in the cache may prove
beneficial to the ongoing relief effort after the task force demobilizes
and returns to their jurisdiction. The decision to approve leaving US&R
cache items, and to whom, will be made by the appropriate FEMA official
at the Disaster Field Office, in conjunction with the Incident Support
Team (IST) and respective TFL and representatives from the affected
local jurisdiction. It will be the responsibility of the TFL and the
Logistics Specialist to ensure that proper documentation of such,
including the names of the officials approving the transfer, is
completed. The cost for replacement of these items will be borne by FEMA
and must be identified in the shortfall/cost summary submission that is
subsequently submitted.

Authorization for task force members taking personal property must be
obtained in writing from the appropriate FEMA official prior to
departure. Only personal property that supports a legitimate task force
activity will be considered. FEMA will then assume responsibility for
personal property that is lost or damaged as outlined in the written
authorization. Items taken by team members without prior written
approval that are lost or damaged are the responsibility of the
individual team member.

**ATTACHMENT A - SAMPLE COMPUTER PRINTOUT ENTRY**

Box 23 K12 Saw

Total Weight 43 pounds, 30\" X 20\"

\# of Cubes = cubic feet

K12 Saw, Model \# 3B, Serial \# XY1234

Weight 23 Pounds, 28\" X 14\"

Blades (2), Carbide Tip

Weight 5 Pounds, 12\" X 12\"

Blades (2), Composite

Weight 4 Pounds, 12\" X 12\"

Wrench, open end, box-type

Part \# 3026, Weight 18 oz, 6\" x 2\"

Fuel Can, One Gallon,

Weight 3 Pounds

**ATTACHMENT B - SAMPLE T-CARD**

Box 23 K12 Saw

Total Weight 43 pounds, 30\" X 20\"

\# of Cubes = cubic feet

K12 Saw, Model \# 3B, Serial \# XY1234

Weight 23 Pounds, 28\" X 14\"

Blades (2), Carbide Tip

Weight 5 Pounds, 12\" X 12\"

Blades (2), Composite

Weight 4 Pounds, 12\" X 12\"

Wrench, open end, box-type

Part \# 3026, Weight 18 oz, 6\" x 2\"

Fuel Can, One Gallon,

Weight 3 Pounds

[EQUIPMENT ISSUE]{.underline}

[To Whom:]{.underline} [Where:]{.underline} [Initials:]{.underline}
[Returned:]{.underline}

Appendix i

Task force communications procedures

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Appendix I

TASK FORCE COMMUNICATIONS PROCEDURES

Effective communication is vital to the safe and successful operations
of a task force assigned to a mission. The FEMA US&R Response System
development is founded upon conformance with the NIIMS-ICS System to
ensure standardized terminology and understanding (refer to US&R
Glossary of Terms). This is important for clear, concise communications
between entities involved in a major response to an urban disaster. This
may include emergency response and command personnel from the affected
jurisdictions, Department of Defense (DoD) personnel, State, and Federal
officials and the various US&R task forces deployed to the disaster.

The following procedures are identified to promote this standardization:

-   Readiness Issues

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-   Task Force Designations

-   Voice Communications Procedures

-   Clear Text Radio Vocabulary

-   Phonetic Alphabet

-   On-Site Signaling and Alerting Procedures.

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-   Activation Activities

-   Operational Procedures

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-   Communications System Planning

-   Communications Models.

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-   Demobilization Activities.

A.  READINESS

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1.  Task Force Designations

The task forces that participate in the FEMA US&R Response System
require separate and distinct identifiers to promote effective
communications and coordination. Each task force will be identified by a
unique radio call sign. The call sign will incorporate the state of
origin of the task force and the order of its acceptance into the US&R
Response System from that state.

For example, Oregon Task Force One will be used to identify the first
task force accepted into the US&R Response System from the state of
Oregon. As such, the term \"Command, this is Oregon Task Force
One\....\" would denote which task force is calling the command post.

  --------------------- -------------------- ------------------- ---------------------------- -------------------
  [State]{.underline}   [Task                [Call               [Organization]{.underline}   [Sub-Audible
                        Force]{.underline}   Sign]{.underline}                                Tone]{.underline}

  Arizona               AZ-TF1               KPC-300             Phoenix Fire Dept.           67.0

  California            CA-TF1               KPC-301             Los Angeles City Fire Dept.  71.9

                        CA-TF2               KPC-302             Los Angeles County Fire      74.4
                                                                 Dept.                        

                        CA-TF3               KPC-303             Menlo Park Fire Dept.        77.0

                        CA-TF4               KPC-304             Oakland Fire Dept.           79.7

                        CA-TF5               KPC-305             Orange County Fire Dept.     82.5

                        CA-TF6               KPC-306             Riverside Fire Dept.         85.4

                        CA-TF7               KPC-307             Sacramento Fire Dept.        88.5

                        CA-TF8               KPC-308             San Diego Fire Dept.         91.5

  Colorado              CO-TF1               KPC-309             State of Colorado            94.8

  Florida               FL-TF1               KPC-310             Dade County                  97.4

                        FL-TF2               KPC-311             City of Miami                100.0

  Indiana               IN-TF1               KPC-312             Marion County Fire Dept.     103.5

  Maryland              MD-TF1               KPC-313             Montgomery County Fire Dept. 107.2

  Massachusetts         MA-TF1               KPC-314             City of Beverley             110.9

  Missouri              MO-TF1                                   Boone County                 

  Nebraska              NE-TF1               KPC-315             City of Lincoln              114.8

  Nevada                NV-TF1               KPC-316             Clark County                 118.8

  New Mexico            NM-TF1               KPC-317             State of New Mexico          123.0

  New York              NY-TF1               KPC-318             New York City Fire, Police,  127.3
                                                                 Rescue                       

  Ohio                  OH-TF1               KPC-319             Jefferson/Tuscarawes         131.8
                                                                 Counties                     

  Pennsylvania          PA-TF1               KPC-320             State of Pennsylvania        136.5

  Tennessee             TN-TF1               KPC-321             Memphis/Shelby County EMA    141.3

  Utah                  UT-TF1               KPC-322             State of Utah                146.2

  Virginia              VA-TF1               KPC-323             Fairfax County Fire & Rescue 151.4
                                                                 Dept.                        

                        VA-TF2               KPC-324             Virginia Beach Fire Dept.    156.7

  Washington            WA-TF1               KPC-325             Pierce/King Counties         162.2

                                                                 Nationwide sub-audible tone  167.9
                                                                 is                           
  --------------------- -------------------- ------------------- ---------------------------- -------------------

55. FEMA Headquarters Incident Support Teams (IST)

  ------------- -------- --------- ---------------------- ----------------
                IST-1    KPC-326                          173.8

                IST-2    KPC-327                          179.9

                IST-3    KPC-328                          186.2

                IST-4    KPC-329                          192.8

                IST-5    KPC-330                          203.5
  ------------- -------- --------- ---------------------- ----------------

56. Call Signs

Each task force and IST is assigned a unique call sign. This call sign
should be used whenever utilizing a FEMA frequency listed in their plan.
All units within a specific task force use the same call sign. The
Communications Specialists should assign unit designators within the
task force.

57. Band Plan (406-420 MHz)

The primary operating band for task forces is in the Federal 406-420 MHz
band. Ten frequencies have been set aside in a matrix of 16 channels for
use by task forces. In addition, each task force and IST has been
assigned a unique subaudible tone in Zone B to allow multiple task
forces to share a frequency with minimal interference. Additionally,
channels 1 - 8 will have a nationwide sub-audible tone (167.9) to allow
task forces to communicate with each other.

[]{#__RefHeading___Toc469813981 .anchor}Table I-1: US&R UHF Band Plan

+----------+------------+----------+----------+------------+----------+
| **US&R   |            |          |          |            |          |
| UHF BAND |            |          |          |            |          |
| PLAN     |            |          |          |            |          |
| (406 -   |            |          |          |            |          |
| 420      |            |          |          |            |          |
| MHz)**   |            |          |          |            |          |
+----------+------------+----------+----------+------------+----------+
| CHANNEL  | ZONE A     |          | CHANNEL  | ZONE B     |          |
+----------+------------+----------+----------+------------+----------+
|          | Nationwide |          |          | Team       |          |
|          | Tone 167.9 |          |          | S          |          |
|          |            |          |          | ub-audible |          |
|          |            |          |          | Tone       |          |
+----------+------------+----------+----------+------------+----------+
| 1\*      | TAC 1      | 418.575  | 9        | TAC 1      | 418.575  |
+----------+------------+----------+----------+------------+----------+
| 2        | TAC 2      | 418.075  | 10       | TAC 2      | 418.075  |
+----------+------------+----------+----------+------------+----------+
| 3        | TAC 3      |          | 11       | TAC 3      |          |
+----------+------------+----------+----------+------------+----------+
| 4        | TAC 4      |          | 12       | TAC 4      |          |
+----------+------------+----------+----------+------------+----------+
| 5        | Command 1  | 418.050  | 13       | Command 1  | 418.050  |
|          | Direct     |          |          | Direct     |          |
+----------+------------+----------+----------+------------+----------+
| 6        | Command 1  | 418.050  | 14       | Command 1  | 418.050  |
|          | Repeat     | Rx       |          | Repeat     | Rx       |
|          |            |          |          |            |          |
|          |            | 408.400  |          |            | 408.400  |
|          |            | Tx       |          |            | Tx       |
+----------+------------+----------+----------+------------+----------+
| 7        | Command 2  |          | 15       | Command 2  |          |
|          | Direct     |          |          | Direct     |          |
+----------+------------+----------+----------+------------+----------+
| 8        | Command 2  |          | 16       | Command 2  |          |
|          | Repeat     |          |          | Repeat     |          |
+----------+------------+----------+----------+------------+----------+
| \*       |            |          |          |            |          |
| Channel  |            |          |          |            |          |
| 1        |            |          |          |            |          |
| \        |            |          |          |            |          |
| [418.575 |            |          |          |            |          |
| MHz      |            |          |          |            |          |
| (tone    |            |          |          |            |          |
| 167.9)\] |            |          |          |            |          |
| is to be |            |          |          |            |          |
| m        |            |          |          |            |          |
| onitored |            |          |          |            |          |
| at all   |            |          |          |            |          |
| times by |            |          |          |            |          |
| the Task |            |          |          |            |          |
| Force    |            |          |          |            |          |
| Commun   |            |          |          |            |          |
| ications |            |          |          |            |          |
| Center,  |            |          |          |            |          |
| and used |            |          |          |            |          |
| as an    |            |          |          |            |          |
| initial  |            |          |          |            |          |
| contact  |            |          |          |            |          |
| fr       |            |          |          |            |          |
| equency. |            |          |          |            |          |
+----------+------------+----------+----------+------------+----------+

Radios should be programmed per the plan. The training and out the door
contact frequency (in the absence of an alternate assigned frequency)
will be 418.575 MHz. Each task force should use the assigned sub-audible
tone for communications within the task force while training and upon
activation. The Communications Specialists should monitor 418.575 MHz
with national sub-audible tone when in the vicinity of the Point of
Arrival (POA) and disaster area.

58. Band Plan (138-174 MHz)

Four frequencies in the 138-174 VHF-FM MHz band have been assigned for
task force use in this band. These frequencies should be preprogrammed
in the two fast force VHF-FM radios. Additionally, these frequencies can
be used with equipment obtained from other Federal support agencies.

[]{#__RefHeading___Toc469813982 .anchor}Table I-2: US&R VHF Band Plan

+----------+------------+----------+----------+------------+----------+
| US&R VHF |            |          |          |            |          |
| BAND     |            |          |          |            |          |
| PLAN     |            |          |          |            |          |
| (138 --  |            |          |          |            |          |
| 174 MHz) |            |          |          |            |          |
+----------+------------+----------+----------+------------+----------+
| CHANNEL  | ZONE A     |          | CHANNEL  | ZONE B     |          |
+----------+------------+----------+----------+------------+----------+
|          | Nationwide |          |          | Team       |          |
|          | Tone 167.9 |          |          | S          |          |
|          |            |          |          | ub-audible |          |
|          |            |          |          | Tone       |          |
+----------+------------+----------+----------+------------+----------+
| 1        | TAC 1      | 164.8625 | 5        | TAC 1      | 164.8625 |
+----------+------------+----------+----------+------------+----------+
| 2        | TAC 2      | 165.6625 | 6        | TAC 2      | 165.6625 |
+----------+------------+----------+----------+------------+----------+
| 3        | Command 1  | 163.100  | 7        | Command 1  | 163.100  |
|          | Direct     |          |          | Direct     |          |
+----------+------------+----------+----------+------------+----------+
| 4        | Command 1  | 163.100  | 8        | Command 1  | 163.100  |
|          | Repeat     | Rx       |          | Repeat     | Rx       |
|          |            |          |          |            | 168.350  |
|          |            | 168.350  |          |            | Tx       |
|          |            | Tx       |          |            |          |
+----------+------------+----------+----------+------------+----------+

59. Band Plan High Frequency (HF)

Each task force is encouraged to acquire High Frequency, (2 to 30 MHz)
transceivers to provide medium- and long-range communications. Many
Federal agencies and DoD monitor HF channels through the Shared Resource
(SHARES) HF Radio Program. They may be able to provide phone patch
capability for task forces deployed to disaster sites. Additional HF
equipment may be available to support communications at disaster sites.

Two national calling frequencies are to be used to contact FEMA Net
Control \[phone (703) 542-3447\]: F-11 Calling Frequency 5211 kHz. and
F-26 Calling Frequency 10493 kHz. When requested, Net Control will
provide HF frequencies from the National Radio System (FNARS) for use by
TF/IST/EST during training and deployment. Automatic Linkage
Establishment (Federal Standard 1045) is recommended for HF
transceivers. Task forces are encouraged to apply for inclusion in the
SHARES HF Radio Program.

60. Band Plan (VHF-AM)

Two VHF-AM radios are specified in the task force cache for air
operations. These channels, which are available now, are used for
air-to-ground (rotary wing) frequencies. Additional channels may be
requested through the IST Communications Support Officer.

[]{#__RefHeading___Toc469813983 .anchor}Table I-3: US&R Band Plan

  -------------------- ------------------------- -------------------------
  US&R BAND PLAN                                 
  (VHF-AM)                                       

  CH                   Frequency                 Notes

  1                    123.025                   Air-to-Ground only

  2                    123.075                   Air-to-Ground only

  3                    122.975                   Air-to-Ground only
  -------------------- ------------------------- -------------------------

61. Voice Communications Procedures

+-----------------------------------+-----------------------------------+
| [What To Do]{.underline}          | [Why To Do It]{.underline}        |
+-----------------------------------+-----------------------------------+
| a\. **LISTEN**                    | a\. To make sure your             |
|                                   | transmission won't interfere with |
|                                   | another communication.            |
|                                   |                                   |
|                                   | b\. To be aware of other things   |
|                                   | going on.                         |
+-----------------------------------+-----------------------------------+
| b\. **THINK** about what you will | a\. To communicate your idea      |
| say before you transmit.          | effectively.                      |
|                                   |                                   |
|                                   | b\. To use only the air time      |
|                                   | needed and no more.               |
+-----------------------------------+-----------------------------------+
| c\. **MAKE THE CALL.** Give:      | a\. To be clear.                  |
|                                   |                                   |
| -   The call sign or the station  | b\. To be understood reliably on  |
|     called.                       | the first identification of call. |
|                                   |                                   |
| -   The words "THIS IS."          | c\. To use a procedure that it    |
|                                   | universally accepted.             |
| -   The call sign or              |                                   |
|     identification of the calling |                                   |
|     station.                      |                                   |
+-----------------------------------+-----------------------------------+
| d\. **COMMUNICATE.**              | a\. To be understood.             |
|                                   |                                   |
| -   Speak clearly.                | b\. To be fast.                   |
|                                   |                                   |
| -   Use plain language-no codes.  | c\. To avoid confusion.           |
|                                   |                                   |
| -   Repeat back critical items    | d\. To be accurate.               |
|     for confirmation. Do not use  |                                   |
|     profanity.                    |                                   |
+-----------------------------------+-----------------------------------+
| e.  **USE PHONETICS** for:        | a\. To be clear.                  |
|                                   |                                   |
| -   Call signs.                   | b\. To be accurate.               |
|                                   |                                   |
| -   Station identification.       | c\. To be fast.                   |
|                                   |                                   |
| -   Spelling word and names that  | d\. To use a procedure that is    |
|     are not easily understood.    | universally accepted.             |
+-----------------------------------+-----------------------------------+

62. Clear Text Radio Vocabulary

  ----------------------------------- -----------------------------------
  [Words/Phrase]{.underline}          [Application]{.underline}

  Unreadable:                         Used when signal received is not
                                      clear. In most cases, try to add
                                      the specific trouble. Example:
                                      \"Unreadable, background noise.\"

  Loud and Clear:                     (self explanatory)

  Copy, Copies:                       Used to acknowledge message
                                      received. Unit radio identifier
                                      must also be used. Example:
                                      \"California Task Force One
                                      copies.\"

  Affirmative:                        Yes.

  Negative:                           No.

  Out-Of-Service:                     Indicates a unit is not available.

  In-Service:                         This means that the unit is
                                      available.

  Repeat:                             (self-explanatory).

  Return to:                          Normally used to direct units that
                                      are available back to a specific
                                      location.

  What is your location?:             (self explanatory).

  Call \_\_\_\_\_ by Phone:           (self explanatory).

  Disregard Last Message:             (self explanatory).

  Stand By:                           (self-explanatory).

  Is \_\_\_\_\_\_\_ Available for a   (self explanatory).
  Phone Call?:                        

  At Assignment:                      Used when units arrive at their
                                      assigned work site. Example:
                                      \"Colorado Task Force One at
                                      assignment.\"

  Can Handle:                         Used when the amount of personnel
                                      and equipment is sufficient to
                                      handle the assignment.

  Report on Conditions:               (self-explanatory).

  Emergency Traffic Only:             Radio users will confine all radio
                                      transmissions to an emergency in
                                      progress or a new incident. Radio
                                      traffic, which includes status
                                      information such as reports on
                                      conditions at scene and
                                      availability, will not be
                                      authorized during this period.

  Emergency Traffic:                  Term used to gain control of radio
                                      frequency to report an emergency.
                                      All other radio users will refrain
                                      from using that frequency until
                                      cleared for use.

  Resume Normal Traffic:              (self-explanatory).
  ----------------------------------- -----------------------------------

Phonetic Alphabet

  -------------------- ------------------------- ------------------------
  A - alpha (AL fah)   J - juliet (JEW lee ett)  S - sierra (SEE air rah)

  B - bravo (BRAH voh) K - kilo (KEY low)        T - tango (TANG go)

  C - charlie (CHAR    L - lima (LEE mah)        U - uniform (YOU nee
  lee)                                           form)

  D - delta (DELL tah) M - mike (MIKE)           V - victor (VIK tah)

  E - echo (ECK oh)    N -- november (no VEM     W - whiskey (WISS key)
                       ber)                      

  F - foxtrot (FOKS    O - oscar (OSS car)       X - x-ray (ECKS ray)
  trot)                                          

  G - golf (GOLF)      P - papa (pah PAH)        Y - yankee (YANG key)

  H - hotel (HOH tell) Q -- quebec (keh BECK)    Z - zulu (ZOO loo)

  I - india (IN dee    R - romeo (ROW me oh)     
  ah)                                            
  -------------------- ------------------------- ------------------------

63. On-Site Signaling and Alerting Procedures

Effective emergency signaling procedures are essential for the safe
operation of task force personnel operating at a disaster site. These
signals must be clear and understood by all task force personnel. Air
horns or other appropriate hailing devices shall be used to sound the
appropriate signals as follows:

-   Cease Operation/All Quiet:

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-   1 long blast (3 seconds).

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-   Evacuate the Area:

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-   3 short blasts (1 second each).

-   Conduct a radio roll call to account for all personnel. When all are
    accounted for, the radio signal \"all clear\" will be broadcast on
    the command channel.

-   All task forces must develop a personnel accounting system.

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-   Resume Operations:

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-   1 long and 1 short blast.

64. Helicopter Hand Signals

![](media/image33.wmf){width="6.008333333333334in"
height="7.279861111111111in"}

65. Crane Hand Signals

![](media/image34.wmf){width="6.404166666666667in"
height="7.384027777777778in"}

66. Radios

Radios will be used to allow personnel operating at remote sites to
communicate with each other, with other work sites as authorized, and to
communicate back to the Base of Operations (BoO). Radios may be used
within the BoO if a telephone system is not available.

Emergency radio traffic will always have priority over general radio
usage. In the event that a person signifies that they have an emergency,
all other users will maintain radio silence until such time as the
emergency traffic has concluded.

Sensitive communications will not be transmitted over the radio
frequencies but instead handled over the telephone system or by a
face-to-face conversation. Examples of sensitive communications include
victim information, health issues, task force injuries, etc.

67. Radio Procedures

All personnel staffing a task force during mission operations will use
the following procedures:

-   Identify of party to be called first, then identify speaker, second.

-   Log critical information to the extent possible.

-   Repeat information that is questionable for clarification.

-   Use task force identifier as necessary.

68. Telephone System

There are three types of telephone systems that a task force may utilize
during a mission:

Hardwire telephone --- for voice and/or data transmission. The telephone
system should be the primary means of communications within the BoO and
at work sites when located near the BoO. Using the telephone will
greatly reduce the radio airtime while allowing many conversations to be
held simultaneously.

Cellular telephones --- will generally be assigned to personnel
designated by the Task Force Leader (TFL). Calls will be of an official
nature and will be kept as short as possible. A log should be kept to
identify which personnel have been issued cellular phones. Refer to the
US&R Communications Log attachment.

Satellite telephone --- use will be limited to personnel designated by
the TFL. Calls will be of an official nature and will be kept as short
as possible. A call content outline should be made prior to placing a
call in order to ensure brevity. A log will be kept of all calls made on
the satellite system. Refer to the US&R Communications Log attachment.

HF radio --- ground stations outside the disaster area may be able to
provide telephone patching. HF communications should occur on
frequencies assigned by FEMA Net Control.

If available, access to outside lines, cellular phone service, and
satellite communications will be controlled by the Communications
Specialists. This can be done either by restricting access by phone
extension or requiring the Communications Specialists to make the
connection. Refer to the Task Force Telephone Plan attachment.

Telephone procedures (cellular, satellite, toll services):

-   Identify location or position to caller.

-   Identify responder.

-   Log short description of conversation content (US&R Telephone Log).

-   Specific information should be recorded verbatim.

-   Repeat information which is questionable for clarification.

69. Pagers

Pagers will be issued to personnel designated by the TFL. Pagers will be
the primary method in which the sponsoring organization makes contact
with the task force during mobilization. In addition, the Disaster Field
Office (DFO), the Incident Commander (IC), and the IST may use pagers to
contact the task force. Generally, pagers and cellular phones are issued
together to personnel who must leave the area of operation for an
extended period of time. A log should be kept to identify which
personnel have been issued pagers and their contact numbers. Refer to
the Task Force Communications Property Accountability Form and the Task
Force Telephone Plan attachments.

Pager and cellular telephone service should be initiated immediately
upon receipt of deployment notification. The service should be
terminated when the task force returns to home. The Communications
Specialists should establish contact names and numbers for establishing
immediate service at the time of pager and cellular telephone purchase.

70. Cache Management

The preferred inventory procedure for all phases of communications cache
management will use computer-generated and -maintained inventory
databases. Hard copy printouts will constitute back-up procedures for
the inventory process. The inventory database will be updated as
required for equipment additions, deletions, or repairs. All data for
routine checks, exercise, and maintenance will be entered
electronically, as soon as possible, to maintain accurate records. It is
recommended that the communication equipment be inventoried at intervals
of at least every six months, or more frequently at the discretion of
the Communication Specialist. All accessories, tools, and items with
limited shelf life (batteries, etc.) should also be tracked and rotated.
Reorder of stock must be addressed.

After each local training session and emergency operation, all
communication equipment, accessories, and tools will be rehabilitated in
accordance with the local task force procedures. Specialized equipment,
i.e., cellular and satellite, should be checked more often.

71. Assessment of Needs

Under FEMA US&R mobilization guidelines, task forces are authorized to
purchase the necessary communications hardware to complete their cache
in accordance with the prescribed list of hardware. Communications
Specialists should prepare in advance all emergency purchase
requisitions for the balance of the authorized cache. These purchase
requisitions are then submitted to the FEMA Headquarters ESF #9 Action
Officer for pre-authorization and budgeting of necessary funds.

Z.  ACTIVATION

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1.  Emergency Procurements

When formally notified of alert or activation, the TFL should
immediately make contact with FEMA Headquarters to verify that
authorization is still valid and will then be authorized to exercise
those purchase requisitions. The identified communications hardware
purchase orders previously developed should be implemented.

72. Cache Movement

The communications equipment should be stored with all other task force
equipment as part of the total cache and transferred to the task force
assembly point or POD, as required. Upon notification of mobilization,
the Communications Specialists begin activities to support the assembly,
transfer, and deployment of the task force. These procedures are
specified in the Communications Specialist Operational Checklist. The
type of transit (i.e., air or ground) determines equipment handling and
configurations requirements.

73. Radio Distribution

The Communications Specialists will set up a station at the assembly
point for radio distribution. As task force personnel proceed through
the check-in process, they will go to the Communications Desk and be
issued a radio, case, remote speaker-mic, and battery.

The Communications Specialists will log vital information according to
the Task Force Communications Property Accountability Form attachment.
The Communications Specialists must ensure that the user is familiar
with the radio operation and be prepared to train the user, if required.
Radio channels will be identified on the exterior of the radio using
some type of marking system, such as masking or duct tape and a
\"Sharpie\" marker. Radios should be tested prior to distribution to be
sure that they operate properly.

As part of the final TFL's briefing prior to departure, the
Communications Specialists will describe the current communications plan
and then make a final inspection of assigned equipment.

74. Planning and Briefing

The Communications Specialists are a key part of the task force
logistical support system. It is imperative that they are included in
all issues involving their operation. They must take an active role in
all briefings and planning meetings. During planning sessions, the
Communications Specialists are expected to advise the TFL of their
ability to provide adequate communications to support the planned
activities. If this is not possible due to equipment limitations, the
strategy or tactical applications may need to be modified to guarantee
essential communications.

The Communications Specialists are involved in all briefings beginning
at the task force assembly point through the critique and debriefing at
the conclusion of the mission.

Task force members must know how to use all of the assigned
communication systems. Proper use of this system must be continually
reinforced, utilizing the Incident Daily Briefing Form (refer to
Appendix A).

75. Liaison and Coordination

If outside communication resources should be needed, coordination should
be made through ESF #2, if activated, or the FEMA Regional
Communications Manager.

The following liaison activities may be required:

-   Local Incident Command Post --- Upon arrival in the assigned area,
    the Communications Specialists must establish communications with
    the local jurisdiction\'s Communications Unit Leader. If you arrive
    before the IST, communicate with the local IC. If you arrive after
    the IST, communicate directly with them. They will need to
    coordinate information on task force operational frequencies, call
    sign, local incident operational frequencies, and ensure that the
    task force communication system requirements are included in the
    local communications plan. If the local frequencies managing the
    incident are not compatible with the task force system, an exchange
    of radios between the task force and the local official will be
    necessary.

-   Disaster Field Office --- Communications links may be determined by
    coordinating with the Emergency Support Team (EST), Emergency
    Response Team, Advance Element (ERT-A), and local authority. The
    task force will need to establish communication with the Federal
    DFO. This can be accomplished two ways:

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-   By processing all information through the IST, if functioning.

-   Communicate either with the DFO ESF #9 Group directly via cellular
    phone, satellite phone, or if possible, by issuing them a task force
    radio.

It is important that the task force establish methods of communication
with the ESF #9 Group to facilitate logistical support and allow the DFO
to assist in obtaining important information and resolving problems.

-   US&R Incident Support Team --- If not in place, FEMA will deploy an
    IST to conduct initial assessments, provide support to local
    incident managers, and assist in the coordination of DoD light urban
    search and rescue operations. Communications Specialists may be
    asked to support a communications link to the IST Leader.
    Establishing a communications link with the IST may range from
    interfacing with their radio equipment (cellular phone, pager,
    government band radio, etc.) or supplying equipment so they may
    communicate with the Task Force Control Center.

-   The TFL must have the capability to maintain contact with FEMA while
    in transit. The TFL should establish a check-in schedule prior to
    departure. Pagers and cellular telephones will provide contact for
    short travel distances involving ground transport. Aircraft will be
    used for longer distances. Military aircraft can handle messages and
    information updates while in transit via the military communications
    system. Commercial aircraft rely on Airfone, which is used for
    outgoing calls only. The cockpit crew will usually pass crucial
    messages on to the TFL.

-   Ground transport requires planned check-in for tracking while in
    transit. ESF #9 should have means to contact the task force between
    scheduled check-in times.

76. Data Gathering

The Communications Specialists must be active participants in the
briefing and planning process for task force activities. The specialists
gather information critical to the preparation of the communications
systems plan and develop the configuration of the communication system
components. The Communications Specialists will program hand-held radios
with initial mobilization frequencies at the earliest opportunity.
Radios will be programmed with authorized frequencies in a common
channel configuration.

Accurate information must be obtained as soon as possible. Critical
elements are:

-   Maps --- vicinity, area of incident, access roads/streets,
    topographic, airports, hospitals, etc.

-   Remaining infrastructure --- telephones, paging, cellular, local
    emergency planning, site management.

-   Environmental considerations --- water supply, food, shelter,
    hazardous materials, and stability of buildings/area.

-   Radio frequencies --- UHF/FM, VHF/FM, VHF/AM, HF.

77. Base of Operations

It is essential that the task force BoO is established as soon as
possible to support all aspects of task force operations. Refer to
Appendix L -- Base of Operations Management.

A.  OPERATIONS

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1.  Communications System Planning

A Communications Specialist must be an active participant in the advance
team during the BoO site selection process. This assures that an
assessment of the disaster area and the BoO site location is
accomplished with communications in mind.

The following factors must be considered for effective communications
system planning:

-   Structure triage and Reconnaissance Operations (single or
    multi-team) --- The Communications Specialists must be prepared to
    facilitate communications between multiple triage and reconnaissance
    teams and the BoO while also establishing other communications
    systems. Multiple communications systems will operate
    simultaneously.

-   Communications Center set-up --- Established according to the BoO
    set-up plan.

-   Rescue Operations (single or multi-site) --- The communications
    needs of one or multiple rescue teams is the same as that described
    in the Area Triage description, with the exception of length and
    scope of individual team operations.

78. Communications Plan Considerations

The Communications Specialists determine the use of frequencies provided
to the task force. Frequencies need to be assigned for the following
activities:

-   Command and Control - This is usually a repeater pair, used to
    coordinate the work area. It is used for immediate contact with
    management and supervisory personnel for maintaining status of
    deployed resources.

-   Tactical - These are assigned as needed to provide clear channels
    for coordinating activities within small geographic areas or by type
    of activity. These are direct frequencies.

-   Air to ground - This frequency is assigned for exclusive contact
    between aircraft operating near a task force and a designated ground
    contact. It is a direct frequency used to coordinate location and
    landing information.

-   Logistics - A direct frequency may be assigned for coordination of
    logistical concerns within the BoO. Describing specific types of
    equipment and resources needed can consume significant airtime.

All radio programming should have the same frequency and channel
configuration. This increases consistency and reduces errors in radio
use. The DoD liaison, if assigned, should be provided a radio and
assigned to use the command and control channel. The liaison can
maintain contact with the BoO and other key functions of the task force.
The liaison should also have a military radio for communicating with the
military organization.

The local Incident Command Post may provide radio frequencies for use
between themselves and the task force. Further, the task force has two
VHF (FM) radios to be used by task force members for gathering
information and making off-site contacts (with the TFL's approval). This
pair of radios may also be used to coordinate reconnaissance and
evaluation efforts.

US&R IST personnel will be deployed with several means of
communications. Communications should be established if the team is
assigned to the task force area of operations. Team members may have
cellular phones, UHF radios, and personal pagers.

79. Communication Planning Models

The US&R task forces may encounter unusual situations during activation
such as:

-   The local communications infrastructure in the impact area may be
    disabled and unavailable upon arrival of US&R task forces. They will
    require communications self-sufficiency for the first 72 hours as
    defined in US&R mission requirements.

-   US&R task forces may be deployed to populated areas with reinforced
    concrete and steel building construction. While the BoO may be
    located in either an urban or rural setting, actual rescue sites
    will likely be in urbanized areas.

-   There may be singular or multiple rescue sites, either in close
    proximity or remotely located from the BoO.

-   Any possible mixture of terrain, topography, weather, and foliage is
    likely to be encountered:

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-   Flat/mountainous

-   Arid/humid

-   Temperate/cold

-   Brush/forested/barren.

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-   Communications configurations may need to accommodate the following:

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-   Local or wide geographical coverage

-   Multiple repeat and TAC channels

-   Building/rubble penetration

-   Priority or emergency signaling and messaging

-   Low impact administrative traffic

-   Functional specialty channel assignment.

80. Communications Models

Communications models cover many of the anticipated functions of a task
force during all phases of a mission. There may be additional
communications applications, which will require special skill and
ingenuity on the part of the Communications Specialists.

The following operational communications models have been designed to
support most of the typical task force activities:

-   Activation

-   Remote Site

-   Multiple Remote Site

-   Base of Operations

-   Star

-   Multiple Star

-   Penetration

-   Air Operations

-   Off Site/Long Distance.

a.  The Activation Model

During the task force check-in process, the TFLs and team managers, as
well as selected specialists, have need to communicate in and around the
task force assembly point. Each should be supplied with an individual
portable radio on an assigned command channel.

![](media/image35.wmf){width="4.023611111111111in"
height="1.1506944444444445in"}

Figure I-1: Activation Model

f.  The Remote Site Model

At the POA, a task force Advance Team will be deployed to the disaster
area for assessment and BoO site selection. The assumption is that they
will need to communicate over a distance back to the task force
management.

![](media/image36.wmf){width="4.53125in" height="0.6638888888888889in"}

[]{#__RefHeading___Toc469968337 .anchor}Figure I-2: Remote Site Model

This model serves any off-site communications needs. It may be
established using radios (any band), proximity telephone, cellular, or
other communications technology either supplied in the task force cache
or provided by an allied agency.

g.  Multiple Remote Site Models

During BoO set-up, reconnaissance teams will be sent to triage
work/rescue sites. They may operate at a potential distance from the
communications \"hub.\"

![](media/image37.wmf){width="3.5208333333333335in"
height="2.165277777777778in"}

[]{#__RefHeading___Toc469968338 .anchor}FIGURE I-3: Multiple Remote Site
Model

h.  Base of Operations Model

The focal point of task force communications upon arrival at disaster
area will be the BoO. All communications hardware and networks will
either be housed or facilitated through the Communications Specialists
located at the Task Force Control Center (TFCC).

![](media/image38.wmf){width="3.2784722222222222in"
height="3.1305555555555555in"}

[]{#__RefHeading___Toc469968339 .anchor}FIGURE I-4: Base of Operations
Model

It is intended that the BoO Model would be built using a portable
telephone switch. In the absence of a telephone system, radios may be
substituted. Consideration must be given; however, regarding the
increase in administrative radio traffic.

i.  The Star Model

At remote sites, team members may be dispersed at a work site where each
requires radio communications. In the absence of landline
communications, the BoO may operate on a Star Model.

![](media/image39.wmf){width="5.270833333333333in"
height="2.265972222222222in"}

[]{#__RefHeading___Toc469968340 .anchor}FIGURE I-5: Star Model

j.  Multiple Star Model

Multiple remote work sites will require a multiple star model with
repeater or a wide area network. This is simply a replication of a
single Star Model.

![](media/image40.wmf){width="5.419444444444444in"
height="3.9090277777777778in"}

[]{#__RefHeading___Toc469968341 .anchor}FIGURE I-6: Multiple Star Model

k.  Penetration Model

Extended work sites or rescues performed deep into collapsed structures
may require radio signal penetration beyond the radiation capability of
the work area network. Specific communications configurations may be
required to establish radio signal directly into a distant or shielded
work site.

![](media/image41.wmf){width="4.746527777777778in" height="2.10625in"}

[]{#__RefHeading___Toc469968342 .anchor}FIGURE I-7: Penetration Model

l.  Air Operations

VHF AM aircraft radios are required to coordinate aviation activities.
Alternately, UHF communication through a cross band repeater can
accomplish the same function. Coordination of aviation activities may be
conducted either from the TFCC or by a specially assigned landing zone
coordinator who will be equipped with a VHF AM air radio.

![](media/image42.wmf){width="3.1840277777777777in"
height="2.6666666666666665in"}

[]{#__RefHeading___Toc469968343 .anchor}FIGURE I-8: Air Operations

m.  Off Site/Long Distance Model

![](media/image43.wmf){width="4.088888888888889in"
height="4.020833333333333in"}

[]{#__RefHeading___Toc469968344 .anchor}FIGURE I-9: Off Site/Long
Distance Model

Satellite telephone hardware enables a task force operating on site to
communicate locally, regionally, or nationally with both voice and
electronic data communications.

81. System Effectiveness Evaluation

Ensuring proper use of the task force communications systems falls under
the Communications Specialists\' purview. If personnel do not follow
proper procedure, the Communications Specialists must be able to
identify and take necessary steps to correct the situation.

The importance of constant monitoring of the communications systems
should be stressed. Periodic review and monitoring of the communications
system is an on-going process. The Communications Specialists should be
involved in all task force planning processes and briefings in the event
the action plan has been modified or changed. Repeater operation is the
key to a successful and safe operations. Command as well as tactical
frequencies should be monitored, where possible, for compliance with
established procedures and for incident coverage. Communications logs
must be maintained for each operation period to identify any problems
encountered and to evaluate improvements for future mobilizations and
operations. An After-Action Report will be required by the
Communications Specialists at the conclusion of a mission.

82. Records and Reports

The following records and reports have been developed for the management
of all communications operations on a mission response.

-   The **US&R Property Assignment Form** is used to track the issue of
    communications equipment to task force personnel.

-   The **US&R Radio Communication Plan** is used to identify the system
    being used, channel assignment, function, frequency, and assignment.
    It is prepared every operational period and is incorporated as part
    of the task force briefing.

-   The **US&R Communications Log** is a day-to-day record of the time
    of conversation, station called or calling, and the message for
    satellite, cellular, and toll telephone use.

-   The **ICS Form 214 - Unit Log** describes the day-to-day operations
    of the task force communication unit. This should include
    significant command net radio communications as needed.

-   The **ICS Form 213 - General Message Form** is used to send messages
    internal to the task force. This three-part (NCR-type) form allows
    the sender to track and follow up on open items.

-   The **US&R Task Force Telephone Plan** is developed and used to
    track communications points. This is essentially a directory of
    telephone numbers and locations.

-   The **FEMA Form 60-1 --- Requisition for Supplies, Equipment, and/or
    Services**.

-   The **FEMA 61-10 --- Government Property Lost or Damaged Survey
    Certificate (GPLD)** is a cost analysis and justification statement
    for lost or damaged equipment. This form will be completed, signed
    and forwarded to FEMA within ten days of return from mission.

-   The **Frequency Request Form**.

83. System Maintenance

It is essential that the Communications Specialists consider the
resupply of replacement equipment early in the mission. Prior to
deployment, there should be a pre-planned list of standard replacement
supplies. Probable delays should be anticipated in receiving requested
equipment and supplies during the early stages of a disaster (probably
for the first week). It is essential that requests be submitted through
the appropriate channel within the first forty-eight hours of the
mission. Additional detailed information may be required from the
requester for unique cache items such as electronics gear. The requester
must therefore be specific in stating needs and in some cases, must
furnish vendor information.

In some instances, ordered resources may not reach the task force prior
to mission completion. In this situation, the Communications Specialists
must ensure that ESF #9 personnel at the DFO are aware of unfilled
orders prior to demobilization of the task force from the incident.

84. Staffing Requirements

The communications function is staffed with two Communications
Specialists. The following issues must be considered:

-   Temporary assistance during high peak periods --- Appropriate task
    force personnel should be identified and trained to provide
    assistance until the two Communications Specialists are able to
    assume the full communications function without sacrifice to
    communications efficiency.

-   Extended operations --- As in all task force functions, the
    Communications Specialists will initially participate in BoO set-up
    and other critical communications functions, and then rotate shifts
    on extended operations.

B.  DEMOBILIZATION

There are three phases to disengagement. From receipt of notice that
operations are to terminate and the task force shall prepare for
withdrawal from the disaster area, the Communications Specialists are
responsible for maintaining communications for the task force while
packing equipment.

1.  Shutdown of Base of Operations

A new command and control operations channel may be assigned along with
the instructions to terminate operations. Taking communications systems
down should follow a logical sequence. Systems that support remote
communications will likely be taken down first, while systems directly
supporting the task force demobilization will remain in place.

The following suggested sequence of shutdown is provided to illustrate
this point:

-   Satellite telephone first.

-   Cellular (except TFL's phone).

-   Hard wire telephone system.

-   Aircraft, HF, amateur.

-   Command repeater.

-   Base station (if established).

-   Tactical portables.

Those portables assigned at task force check-in will continue to be used
during mobilization will be left in place during demobilization.

The Communications Specialists are responsible for accounting for all
communications equipment that was issued prior to and during task force
operations. The US&R Property Assignment Form used to initially issue
communications gear shall be used to check-in all issued equipment. The
returning inventory will be checked by the Communications Specialists to
verify working order and visually inspect for damage. Batteries will be
removed, components will be dissembled, and all gear properly
re-packaged for shipment. Damaged or broken equipment shall be
segregated from the communications cache and marked for repair. All
damaged, broken, or lost communications equipment will be recorded on
the FEMA Government Property Lost or Damaged (GPLD) Survey Certificate.

85. Transportation to Demobilization Center, POD, and Task Force
    Assembly Point

With each transition from the disaster area to the demobilization
center, to POD, and finally the task force assembly point, a new control
channel may be assigned to the task force. The Communications
Specialists are responsible for assuring that task force personnel
comply with all frequency assignments. As in the mobilization phase,
batteries must be removed from portable radios prior to boarding
aircraft.

C.  RETURN TO READINESS

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1.  Breakdown and Rehabilitation

Upon returning from an incident, the Communications Specialists will
take any steps necessary to ensure that all equipment is made ready for
the next mission. In the event that any equipment is found to be
inoperative, the Communications Specialists will attempt to make
appropriate repairs. If repairs are not successful or equipment comes up
missing during the inventory, the Communications Specialists will
reorder the equipment as specified in the Communications Equipment
Cache.

86. Final Critique and Debriefing

All significant inputs of the mission, both positive and negative, must
be specifically described during the critique and debriefing sessions.
During the formal critique, the Communications Specialists should
provide a functional overview to the task force. The formal report
should be prepared as lessons learned and for every problem identified,
a solution should be submitted.

87. Shutdown of Toll Services

Cellular and pagers services must be terminated or made idle at some
point after return of the task force. This is dependent upon local
contract with cellular and pager carriers. Since residual communications
services are required to demobilize a task force, FEMA will continue to
support pager and cellular costs up to 24 hours after return to home
base.

88. After-Action Report

Communications Specialists should provide written documentation to TFL
to be incorporated into the final After-Action Report. Remember, this is
the process for documenting changes necessary to strengthen the task
force and FEMA US&R operational procedures, training, and exercise
programs.

D.  SUMMARY

Proper radio protocols and communication discipline should be adequately
explained to personnel operating task force equipment. Accurate
information flow is essential to the safe and efficient operation of the
task force during mission assignment. This is accomplished by
identifying the process to those involved and providing an effective
operating system. The Communications Specialists must constantly monitor
the communications system to ensure its effectiveness.

Appendix j

Task force medical procedures

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Appendix J

TASK FORCE MEDICAL PROCEDURES

The task force medical team is organized, staffed, and equipped to
provide sophisticated and prolonged out-of-hospital and specialized
emergency medical care, throughout the course of a mission. It is
recognized that both serious injuries and illnesses may be encountered
and will require treatment. The medical personnel are also responsible
for minimizing health risks, intervening in extended incident stress
syndrome, and treating task force personnel exposed to hazardous
materials. In addition, the medical personnel must be capable of
providing treatment to the search team canine.

The medical team is considered to be a special category of the Disaster
Medical Assistance Team (DMAT) under the auspices of the National
Disaster Medical System (NDMS). This DMAT designation provides the
requisite licensure and liability coverage for participating medical
personnel, specifically NDMS-deployed Medical Managers and Medical
Specialists.

A.  TREATMENT PRIORITIES

The treatment priorities for the task force medical team are:

-   First - treatment of task force personnel, canine and support staff.

-   Second - treatment of victims directly encountered by the task
    force.

-   Third - treatment of other injured as practical.

It is not the intent of the medical team to be a freestanding medical
resource at the disaster site. Local medical systems and the NDMS will
be the primary providers of general medical care to disaster victims. It
is recognized that the task force medical team, being medically
sophisticated, may \"hand off\" a potentially unstable patient to a less
sophisticated, interim level of medical provider, for transport to
definitive care. This is considered to be standard practice under the
circumstances of disaster operations.

E.  MEDICAL CACHE

The medical equipment part of the task force cache has been selected to
provide sophisticated medical treatment for the 62-member task force as
well as victims encountered on the disaster site. The quantity of
equipment and drugs in the cache is based on research and past
experience and provides for a potential of the following injuries during
a mission:

-   10 critical cases

-   15 moderate cases

-   25 minor cases.

It is expected that task force \"fixed asset\" medical equipment (i.e.,
defibrillators, monitors, ventilators, etc.) will not leave the rescue
site with patients, but will be maintained on site for the continued
protection of the task force personnel or victims being extricated by
the task force. The organization responsible for follow-up medical care
must be prepared to provide such equipment, if necessary, for patient
transfer from the rescue site to a medical facility.

The medical equipment cache has been selected to provide support for two
task force Managers (physicians) and four Medical Specialists.
(Appropriate medical equipment, medicines and supplies should be
assembled to ensure continuous access for medical care of task force
members, while in transit, and to provide immediate care to victims upon
arrival at the site.)

The recommended packaging scheme (refer to the FEMA US&R Response System
Task Force Description Manual - Personnel and Equipment Standards) takes
into consideration the specialized medical support needs of both the
physicians and paramedics while in transit and during on-site
operations. The concept includes having a combination of portable
backpacks and waistpacks, and a resupply system available on site at the
task force Base of Operations (BoO). It is essential that the medical
team have a method for personally carrying the medications, equipment,
and supplies that they will need, to provide immediate care for the task
force and victims. Appropriate medical supplies (oxygen/airway system,
monitor/defibrillator, Advanced Life Support (ALS) backpack, etc.)
should be ready for issue to the medical personnel at the task force
assembly area. In addition, appropriate medical supplies are maintained
in the medical cache at the BoO, for immediate use.

F.  MISSION CONSIDERATIONS

The medical team, with input from the Safety Officer, is responsible for
the health and welfare of all task force personnel throughout the course
of a mission. The medical team must be operational upon activation and
remain operational until demobilization is complete, at the home base.
Medical considerations are addressed for the following phases of a
mission:

1.  Activation

Medical Managers must quickly address several issues when the task force
is activated for a mission. Upon notification of assignment,
communications should be established with the task force for an initial
briefing. A primary medical team member should be assigned to ensure the
operational readiness of the medical equipment cache and prepare the
cache for shipment to the task force Point of Departure (POD). This
would include the appropriation, from an established supply point, of
any controlled drugs or medications not routinely maintained in the
cache.

The medical team of each task force operates on mission under the
auspices of the U.S. Public Health Services (PHS), essentially as a
DMAT, for medical licensure and liability coverage. PHS requires that
any DMAT must conform to Federal appointment processes before they are
mobilized for a mission. (See medical team enrollment process under
medical team organization and development in the Task Force Description
Manual.)

The Federal appointment process requires the completion of two forms
that should be completed at the same time. The Oath of Office form
(SF-61) must be administered to the new appointees on or before the
official activation date and before services are rendered, including
travel to the disaster site. The Oath of Office form requires the
signature of the person appointed and the person authorized to
administer the oath. If the authorized official is not available, the
oath must be signed and notarized by a Notary Public. The Declaration of
Appointee (SF-61B) must be completed on or before the official
activation date and before services are rendered. They should be updated
and submitted annually so that one is on file prior to activation.

A list of medical team members and their social security numbers must be
faxed to PHS (FAX (800) 872-5945 ATTN: Personnel Officer) prior to
leaving the task force assembly area. A hard copy will be immediately
sent to PHS by mail as a follow up. Refer to the U.S. Public Health
Services - DMAT manual for forms and further explanation.

Copies of Responder Information forms must be collected for each
activated task force member. A file of current forms should be
maintained for all task force personnel. Medical information and fact
finding should begin during activation to gather necessary information
about infectious disease and other health-related issues specific to the
disaster area. One resource for this is the Centers for Disease
Control\'s (CDC) 24-hour information hotline: (770) 488-7100. Other
information may be obtained by monitoring local sources such as radio
and television news for disaster-related information.

All personal, team, and specialized equipment checklists must be
collected in preparation for a final operational review of the medical
supplies and equipment. Also, an assessment should be made of personal
gear requirements for the climate prevalent in the disaster area.
Personnel should be directed to review the readiness status of the
pertinent equipment cache and procure the medications and supplies as
specified in the medical cache list.

It is important that contact be established with all assigned medical
team personnel as soon as possible and that they receive a briefing on
confirmed status reports.

89. Assembly Area

A Medical Manager should meet with the assigned medical personnel to
determine if they are personally prepared, self-sufficient, and
adequately equipped to perform their assignment. A briefing should be
provided to ensure that they understand the individual and team
performance expectations, team problem-solving processes, and methods
for establishing or changing task force operational priorities.

The Medical Manager is responsible for initiating a medical check-in
procedure for task force personnel. This must include a review of each
task force member and canine\'s Responder Information Form with the
individual member. They must ensure that all information is legible and
that each member\'s medical history, allergies, and current medication
list is accurate. Additionally, a brief physical exam and the medical
check-in form shall be completed (see medical check-in procedures). If
the evaluation of the individual member indicates a current problem that
makes the person a risk to himself or other task force members (i.e.,
communicable illnesses, uncontrolled seizure disorder, and/or any other
acute or recurring problems) this information, together with a
deployment recommendation, shall be brought to the attention of the Task
Force Leader (TFL) for follow-up action. The Medical Manager has the
responsibility to recommend action to the TFL so the affected member,
other task force members, or the mission readiness is not placed at
risk. The TFL\'s decision is recorded and the medical check-in form is
placed with the task force member\'s Responder Information Sheet in
their respective file. Verification must be made that task force members
who require personal medications have a minimum of a 14-day supply, as
well as extra contact lenses or glasses, if necessary.

An assessment should be made, in conjunction with the Search Manager and
Canine Specialists, to ensure the adequacy of canine inoculations,
health certificates (if applicable) and current health of all activated
canines (see veterinary check-in procedures). Attempts should be made to
identify veterinary resources within the task force and identify the
needs and health concerns of the task force canine element.

The Medical Manager, in conjunction with the TFL, should review the
medical team\'s tasks and assignments during the mission. A medical
Specialist should be assigned responsibility for ongoing coordination
for drug accountability and medical logistics issues with the task force
Logistics Specialist throughout the mission. It is important to ensure
that all Medical team personnel have proper identification cards (NDMS).
All task force members should be briefed on the indigenous environmental
conditions and health concerns in the affected disaster area, including
a review of stress and health maintenance issues.

90. In Transit

Appropriate medical supplies, including airway, oxygen system,
defibrillator/monitor, ALS backpack, etc., must be available to the
physician and paramedic at all times to ensure immediate medical care
for task force members and canine during transit. Medical personnel
should continuously monitor the mental and physical conditions of all
task force members and encourage them to rest during the transit phase.
If the task force is being transported in multiple vehicles, medical
personnel should be distributed among the vehicles.

The Medical Managers should discuss and coordinate anticipated medical
logistics requirements with the TFL and Logistics Manager. They should
review the latest disaster-related information as it becomes available
and review the FEMA US&R Field Operations Guide for information
pertinent to each individual\'s position description, operational
checklist, operational procedures, and safety procedures.

91. Mobilization Center

A medical team member must be assigned to work with the task force
Logistics Specialists to ensure that all medical equipment is unloaded,
accounted for, and secured. Refer to Appendix G -- Cache Packaging and
Shipping Requirements. An assessment might be required to determine the
availability of resources for identified logistical requirements (i.e.,
oxygen, fuel, etc.) in conjunction with the Logistics Specialist, if
necessary.

Certain elements of the task force cache should be prioritized for
initial movement to the assigned location. Supplies and equipment that
support initial care and treatment of task force members should receive
top priority followed by support for on-site operations and then the
remaining portions of the medical cache.

Contact should be made with the TFL for current mission information on
environmental conditions and medical intelligence, when available. This
should include current damage assessments that may impact the care and
treatment of task force members and victims, and information on
additional activated resources including Department of Defense (DoD),
NDMS, other FEMA task forces, Environmental Protection Agency, and State
and local resources.

92. On-Site Operations

Medical personnel should directly participate in the unloading, sorting,
and set-up of the equipment cache and selection of the location of the
task force BoO with respect to health and sanitation. The Medical
Manager should provide input to the TFL, when appropriate, for effective
on-site operations of the medical team.

It would be beneficial to identify the medical resources of the
local/regional jurisdiction and the senior authority for medical
operations supporting the work site. During this meeting, the Medical
Manager shall begin to develop a Medical Action Plan, utilizing ICS 206.
Medical aspects of the mission should be addressed to the local
authorities including a summation of the medical capabilities and
limitations of the task force. Task force medical team personnel, as
well as local medical officials, should be briefed on the
responsibilities of the medical team, including priority of care (task
force members, task force-extricated victims, and other rescuers, etc.).
The task force medical team fact sheet may be used for this purpose.

The Medical Action Plan must include the overall medical strategy to be
used at the assigned location and the evacuation procedure for
injured/ill task force members. This procedure will need to be
established prior to the task force beginning operations at an assigned
work site. The plan will provide guidance in determining the current
patient tracking system being used on the incident, if any, including
type of triage tags (a supply of tags should be maintained). Maintain
current information on the local medical infrastructure and what has
happened medically since the disaster occurred. Communications should be
established (through appropriate channels) with the local Emergency
Medical Services (EMS) system for patient hand-off and transportation
procedures for victims encountered during rescue operations.

It is important to include in the plan any endemic medical problems in
the area and provide appropriate measures for treatment/prevention.
Updates of relevant information should be obtained, including additional
medical and/or evacuation resources, as they become available. This may
include incoming regional, State, or NDMS medical resources. In
addition, the determination of the potential characteristics of victims
and types of injuries expected (age, sex, pre-existing medical problems,
type of occupancy, environmental considerations, type of entrapment,
length of entrapment, time to definitive care, etc.) should be assessed.
Procedures for the processing deceased bodies should be identified.

The Medical Manager should coordinate re-supply procedures for medical
equipment, supplies, and other medical needs, through the appropriate
task force channels, to the IST. This should include veterinary
capabilities and to the establishment of effective communications and
pre-determined procedures to be used in obtaining their support.

The Medical Manager should solicit input from the Hazardous Material
Specialists regarding potential hazardous materials exposure, and
decontamination and treatment information. The task force Hazardous
Materials Specialists may be able to provide decontamination and
treatment information for various contaminates or exposures. The Medical
Manager should review treatment options with the Medical Specialists for
general hazardous materials exposures, crush syndrome, and other
expected injuries or unique conditions encountered.

As the Medical Action Plan evolves, it is expected that the task force
Medical Manager may acquire data that would prove important to local,
State, and Federal officials responsible for planning additional medical
response to the disaster (i.e., burn teams, dialysis teams, mortuary
teams, or other medical/health capabilities). If possible, this
information should be conveyed, via the TFL, and Incident Support Team
(IST) Medical Unit Leader, to the indicated medical/health official at
the local jurisdiction\'s Incident Command Post (ICP) or the FEMA
Disaster Field Office (DFO), as appropriate.

The Medical Manager should provide direct medical care as appropriate
and provide medical control for the task force Medical Specialists. This
activity should include the assessment and interventions for extended
incident stress syndrome in task force personnel, if necessary. In
addition, the Medical Managers should provide recommendations to other
task force supervisory personnel on health care matters. The Medical
Manager must schedule personnel to ensure round-the-clock coverage,
ensure adequate rest periods, and brief shift replacements fully on all
ongoing operations when relieved at work cycle rotations.

The Medical Action Plan provides assessment guidelines for the general
sanitation conditions at and around the BoO and work sites. This
assessment should be coordinated with the Safety Officer and Logistics
Specialist. Impacts on the task force food and water supply, as well as
the placement and use of sanitation facilities, must be assessed.

G.  MEDICAL TEAM ROLE IN EXTRICATION ACTIVITIES

While the Rescue Manager/Squad Officer at an operational work site has
the ultimate responsibility for site management, the close coordination
between task force medical and rescue squad personnel is important to
ensure a safe and effective operation, and optimal patient outcome.
Refer to Appendix B -- Rescue Operations Strategy and Tactics. It is
essential that a medical team member be on site at the inception of any
rescue operation. The medical team\'s scope of operations should include
monitoring task force operations closely as the personnel work toward
accessing and extricating the patient. Rescue operations must be
monitored for potential impact on the trapped victims (i.e., dust
creation, carbon monoxide generation, oxygen consumption, hypothermia,
etc.). This may require the intervention of medical team personnel.

A careful review and pre-positioning of appropriate medical equipment,
supplies, and personal communication equipment should be conducted to
ensure immediate availability during the course of an operation.
Specific tasks should be preplanned and assigned to medical team
personnel including victim assessment, equipment provider, and other
roles. Victim assessment must begin as soon as contact with a victim is
made verbally, including an evaluation of the level of consciousness,
victim injuries, and toxic or other exposures that have impacted on the
victim\'s medical condition.

The medical team should perform a \"hands-on\" patient assessment and
begin appropriate intervention as soon as the victim is reached and the
surrounding space is stabilized. It is important to closely coordinate
efforts with the rescue squad to immobilize the patient and plan for the
patient\'s extrication and evacuation from the confined space. Once the
patient is reached, the medical team is responsible for the victim\'s
care during the remainder of the extrication.

The patient should be re-evaluated after every significant maneuver
(lifting a crushing object, changing the patient\'s position, etc.) and
as medically indicated. After removal from the collapsed structure, the
patient should be taken to a pre-designated safe area, outside the
identified collapse hazard zone, where the patient should again be
evaluated, prior to transfer to transport. Refer to Appendix B -- Rescue
Operations Strategy and Tactics. Further evaluation, treatment, and
stabilization of the patient prior to transfer should be based on the
patient\'s injury, medical destination, level of care during transport,
and transport time.

Coupled with the ongoing medical overview of rescue operations, medical
team members must also monitor task force members involved in the
operation for signs of excessive stress and fatigue, inadequate fluid
and caloric intake, and environmental impact (i.e., cold, dust, heat,
etc.) before, during, and after rescue operations. If indicated, the
medical team should recommend appropriate actions, including rotation
and rest for assigned personnel.

H.  PATIENT TRANSFER CONSIDERATIONS

It is essential to maintain the integrity of the health care
capabilities for the task force members and victims. Essential
non-replaceable equipment, such as the cardiac monitor, should not be
transported from the work site for continued patient care. Evacuation
and potential loss of such equipment would detract from the capability
of medical team members to provide care for task force members and for
additional victims. The only exceptions may be for the transport of
injured or ill task force members or seriously ill victims who need to
be accompanied by a task force medical team member. This may occur at
the Medical Manager\'s discretion, in consultation with the TFL, if it
does not compromise the capability to care for task force members and
additional victims.

I.  MEDICAL SUPPORT OF OTHER TASK FORCE OPERATIONS

The Medical Manager should evaluate all task force operations that may
require immediate medical support. This includes activities such as site
evaluation, structural assessment, and hazardous material evaluations.
If appropriate, medical team members may be assigned to these
activities. A Medical Specialist should be assigned to the
reconnaissance team to assess general damage and victim entrapment
potential. Refer to Appendix C -- Search Strategy and Tactics for
further information.

J.  PATIENT DOCUMENTATION

The Task Force Patient Care Form (PCF) is intended to create written
documentation of any patient\'s or task force member\'s assessment and
any medical intervention performed by the task force medical team. It is
also used to document any real or perceived chemical or biological
exposures. These forms should be used to record all care, including that
provided to task force personnel. This form should also provide
documentation of the transfer of a patient from the task force\'s
control to other medical resources. This will assist in tracking for
patient outcome studies.

Prior to transport, the PCF will be completed documenting the complete
patient care performed by the task force medical team (per instructions)
and will be attached to the victim. The medical team must maintain a
copy of each completed PCF. A Task Force Patient Care Log will be
maintained, with daily updates to the IST Medical Officer.

K.  PROPERTY ACCOUNTABILITY

As with the task force cache in general, property accountability of the
medical equipment group is especially important, particularly with
regard to medications and controlled drugs. The Medical Managers, in
conjunction with the Medical Specialists and task force Logistics
Specialists, must ensure that medical supplies and equipment are always
tracked as established in Appendix H -- Property Accountability and
Resource Tracking System.

The Controlled Substance Accountability Form is to be used for tracking
and documenting the disposition of controlled-substance medications. The
Medical Managers are responsible for maintaining all medical-related
forms throughout the course of the mission.

L.  MEDICAL CARE FOR INJURED TASK FORCE MEMBERS

The medical team members shall provide initial care for all task force
members who have been injured, exposed to toxic/biologic materials, or
become ill. Any task force member requiring medical attention shall have
documentation completed, including but not limited to the PCF and their
sponsoring agency\'s internal reports and forms. U.S. Department of
Labor form CA-1 must be completed for Federal requirements (refer to the
Federal Injury Compensation Guidelines furnished in the U.S. Public
Health Service's -- DMT manual for copies and further explanation).

The medical team should assist with all other documentation to support
follow-up investigation (workmen\'s compensation, etc.). For medical
treatment beyond the task force medical team\'s capabilities, the
Medical Manager, in conjunction with the IST Medical Officer, will
determine the best available medical disposition (NDMS, DoD, local
medical system, etc.). The Medical Manager shall make a recommendation
to the TFL concerning the duty-status of any affected task force member
(i.e., remain on incident, assigned light duty status, relieved of duty
and returned to original point of departure, etc.).

M.  EVACUATION PROCESS FOR TASK FORCE MEMBERS

The task force medical team will make efforts to stabilize any injured
task force member, prior to evacuation from the work site/incident. The
medical team shall recommend to the TFL the optimal medical destination
and method of transport to that destination. Task force personnel may be
assigned to escort the injured member to assure optimal care for the
injured member.

The TFL will communicate all pertinent information and details through
FEMA communications channels back to the injured member\'s sponsoring
organization and to the local ICP. The TFL or Medical Manager will brief
all task force personnel on the occurrence, the member\'s condition,
destination and the care provided. Periodic updates of task force
members\' injuries and current condition will be provided, as warranted.
Upon the task force\'s return to home base, the medical team will assure
that all task force members cared for by the medical team receive
referrals and follow up of their medical problems as indicated. (Refer
to the Task Force Medical Director position description document in the
FEMA US&R Task Force Description Manual - Administrative Section.)

The TFL and Medical Manager must identify, in advance, the medical
evacuation system for any seriously injured or ill task force member
(including canine). This activity may require close communications and
coordination with the appropriate local Incident Command staff, and/or
the ESF #8/NDMS representative, and DoD representatives. This
arrangement may be quite different from the one used for disaster
victims. The evacuation system should include plans for continued
management of the task force member\'s illness/injury until delivery to
an appropriate definitive care center.

N.  DEATH OF A TASK FORCE MEMBER

In the event of death of a task force member, the Medical Manager shall
verify the identity and confirm the death of the individual. The
probable cause of death should be specified, if possible. This
information must be provided to the TFL, as soon as possible.

Security should be ensured for the deceased member\'s personal items,
such as wedding rings and watches, etc. The TFL should assign a task
force member to accompany the remains to original POD. Transfer of the
remains must be coordinated with the local Incident Command staff, ESF
#8/Disaster Mortuary Team (DMORT) representative and DoD/FEMA officials.

The Medical Manager must initiate all appropriate documentation to
record the details regarding the cause of death and support the
follow-up investigation. The TFL, in conjunction with the medical team,
must assess the stress impact of the accident/incident on the task force
personnel and determine its further operational capability. Follow the
Task Force Fatality Procedures form.

O.  REASSIGNMENT AND DEMOBILIZATION

The Medical Managers must assist the TFLs in evaluating the current
capabilities of the task force medical personnel, equipment, and
supplies to accept a new mission or assignment, if necessary. This
evaluation of the task force personnel\'s general physical and mental
capabilities, as well as the operations and stressors already sustained,
will influence this determination.

The Medical Manager must coordinate the necessary follow-up care for any
task force member treated by the medical personnel for even minor
injuries. The medical team personnel should be briefed on the mission
status and reassignment/demobilization determinations when identified.
Any operational losses and potential maintenance requirements of
supplies, medicines, and equipment must be documented. The Medical
Managers should make recommendations to the TFL regarding any expendable
supplies and medications that should be left for the use of the local
jurisdiction. Medical Managers must ensure that members throughout the
course of a reassignment or demobilization movement maintain appropriate
medical supplies and equipment.

P.  POST-MISSION ACTIVITIES

Medical Managers should submit personal notes and documentation to the
task force Planning Section for After-Action Reports. This should
include a review of pertinent position descriptions, operational
checklists, and protocols for recommended changes. The Medical Manager
will provide appropriate information for the After-Action Report. This
would include lessons learned and recommendations for the improvement of
future activities. This should include noting task force accomplishments
and/or conflicts for dissemination to all task force personnel.

The task force Medical Manager must furnish a document certifying the
following information to the TFL.

-   Name and social security number of each medical team member.

-   Work schedule and time each member worked during the mission.

-   Date and time the mission was terminated and demobilization
    completed.

Appendix k

Task force safety considerations

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Appendix K

TASK FORCE SAFETY CONSIDERATIONS

A.  INTRODUCTION

Urban search and rescue operations constitute one of the most complex
and difficult activities emergency responders may encounter.
Fundamentally, US&R operations are dependent on various disciplines
working in close concert with each other. If any task force element
fails to carry out their respective assignment in a safe and
professional manner, the risk of injury or death of a task force member
is increased.

Task force personnel conducting US&R activities are exposed to many
risks and hazards when carrying out assignments. Examples include
earthquake aftershocks, unstable structures, uneven footing, energized
electrical equipment, falling material, flying objects, exposure to
hazardous materials, excessive noise and dust, confined space
operations, smoke and fire, contaminated air and water, dangerous
equipment, heavy lifting, excessive fatigue and stress, adverse weather,
armed thieves and looters, and working in unfamiliar surroundings. If
safety is compromised at any time, the consequences could be serious.

Even with the formal position of task force Safety Officer, it is
essential that all task force members recognize the high priority that
safety and welfare issues command. In the course of a mission or
training exercise, there are so many potential safety issues that no one
person can be expected to recognize them all. Therefore, each member of
the task force assumes a personal responsibility to conduct their
assignment in a professional and safe manner. The task force Safety
Officer has the primary responsibility for monitoring and assessing the
overall safety aspects of the task force during incident operations.
This is accomplished by ensuring good safety practices are identified in
the operational action plans, during task force briefings and critiques,
and ensuring that all operations are monitored for compliance. However,
all task force personnel have the responsibility to identify unsafe acts
and hazardous conditions, report them to their supervisor, and mitigate
such situations if possible.

Ideally, the way to ensure proper emphasis on safety issues is to
establish a strong, positive attitude during task force development,
training sessions, and field exercises. Accidents and injuries are prone
to occur when there is a lack of safety awareness among task force
members, as well as members conforming to unsafe group norms, tunnel
vision, faulty judgement, lack of leadership, lack of safety training,
and a general poor attitude about training. It is necessary to evaluate
safety concerns during every phase of task force operations from the
time of activation and mobilization through deactivation and
demobilization.

Task forces should train and operate in compliance with all Federal
regulations issued by the Occupational Safety and Health Administration
(OSHA) of the U.S. Department of Labor as well as a number of
non-governmental organizations, such as the National Fire Protection
Association (NFPA) and the American National Standards Institute (ANSI).
States that have adopted the Federal OSHA regulations are required to
cover rescue workers. Non-OSHA states may not have to comply with all
regulations; however, all task forces should make every effort to
operate under the regulations as a matter of good practice and for the
benefit of the team members. These are found in the General Duty Clause
of 29 United States Code (USC), Section 654(a)(1) and applicable
portions of Title 29 of the Code of Federal Regulations (CFR), Sections
1901, 1910, and 1926. Some non-Federal standards that should receive
attention are: NFPA 1470, and appropriate sections of NFPA 1500 and
1521.

Although the risk of injury to task force personnel is greatest during
incident operations, injuries can also occur at other times. For this
reason, a number of safety considerations associated with each phase of
task force missions are listed below.

1.  Pre-Activation Phase

This phase can set the tone for safety of all personnel at all training
sessions and mission responses. Safety Officers should attend all
training sessions. They should also be knowledgeable of all position
descriptions on the task force and interact with the individual teams as
often as possible to increase familiarity and develop a close working
relationship and understanding of their methods of operations This
relationship will help to heighten trust during a deployment. As part of
the regular task force training, the Safety Officer's role and authority
as specified in NFPA 1521 and its relationship to the task force's
operations should be stressed.

Task force supervisory personnel should ensure that all task force
members are physically fit and have passed the FEMA Task Force Physical
Agility Evaluation or comparable employer sponsored physical assessment.
They should be properly inoculated and their Responder Information
Sheets should contain information on emergency contacts and next-of-kin.

The selection of perishable foods that will be taken on a mission should
be reviewed by task force supervisory personnel along with Safety
Officers prior to any mission to ensure it does not adversely affect the
performance of the team. Some foods can prolong or act to increase the
body's intolerance of stress, such as the continued use of caffeine and
high-fat foods. The type and quantity of supplemental food and drink
should be pre-determined prior to the mission.

93. Activation

The Safety Officer should be included in the initial task force briefing
after the Alert Notice is issued to begin forming a safety plan for the
activation. Task force supervisory personnel should, with input from the
Medical Team Manager and the Safety Officer, research environmental
conditions at the incident site to determine the appropriate clothing
for deployment.

At the Point of Assembly, the Safety Officer should ensure that all
personnel check-in with the proper personal protective equipment and
appropriate clothing for the environment.

The Safety Officer and the Medical Team Manager should work together to
ensure that all members selected for the mission are physically well and
meet medical criteria for deployment. The initial task force briefing
should be used to highlight safety concerns and reiterate that everyone
is responsible for their own safety.

94. Point Of Departure

Caution must be exercised when working around and loading aircraft.

Also at this stage the well being of deploying personnel must be
monitored. Delays can occasionally cause stress to those waiting to
deploy. Activities should be arranged to defuse excess stress that could
create dysfunction among the members while standing by. This is a good
time to ensure that members begin to hydrate. Quality food should be
available to task force members so they can arrive at the incident site
ready to work.

95. During Transport

Air and ground transportation are the two basic transportation methods
for task forces to an incident. The probable method of air
transportation is by military aircraft. There are significant
differences between military and civilian air transport. Military
aircraft can be very loud, requiring the use of ear protection. The
aircraft can also have wide temperature variations, necessitating warm
clothing for the flight. Task force personnel should stay seated and
attempt to rest as much as possible. They should not stray into the
cargo area as injury could result from shifting cargo. Medical personnel
should have immediate access to their medial treatment backpacks. The
use of radios or other electronic equipment is not permitted because of
their possible affect on aircraft navigation and communications systems.

If the task force is deploying by ground, drivers should be rotated
regularly. Other task force personnel should attempt to rest as much as
possible during the trip. It the task force contracts out drivers for
busses and trucks, the task force must ensure the drivers maintain their
professionalism at all times, especially during down times, as the task
force may be requested to move at any time with little advance notice.
This holds true for the duration of the mission.

While at mobilization centers or other stopping points, task force
members should not be allowed to leave the main body of personnel
without specific permission from their immediate supervisor.

96. At Incident Site

When establishing a Base of Operations (BoO) site, there are specific
safety considerations that should be factored into the final location
decision. It should have good sanitation, good foot traffic flow, and
lend itself to proper security. The facility should be setup to provide
security to personnel and equipment. No valuables should be stored near
the perimeter nor should it be easy for outsiders to enter the facility
except by one common, monitored entrance. It should be located in an
environmentally safe location with no chance of contaminated runoff
entering the site. It should have proper drainage to reduce ground water
saturation. The site should also be located to allow for proper rest and
relaxation of team members and out-of-sight of the incident work
location to reduce stress. A combined effort between the Safety Officers
and the Medical Team Managers should ensure an appropriate food
preparation protocol is established and garbage is disposed of properly.
Facilities must be incorporated to collect and dispose of gray-water.
Proper hand washing stations and toilet facilities must be put in place.
Proper lighting is mandatory at night to reduce the chances of injuries.
Any tent rigging or other wire should be flagged with highly visible
tape so they may be easily seen. The Safety Officer should perform a
risk analysis on the BoO site, mitigating hazards where possible, and
properly marking and advising the task force of hazards that cannot be
removed.

97. During Incident Operations

Incident operations provide the most challenging aspect of the safety
mission for both the Safety Officer and each individual task force
member. Past incidents have shown that this is where the majority of
injuries occur. The Safety Officer's function should be focused on
providing for and monitoring safety for the entire operation and address
the potential causes of team member's accidents and injuries. The Safety
Officer should attend all planning sessions with the Task Force Leader
(TFL) and task force supervisory personnel to offer insight into the
safety aspects of a particular course of action. The TFL should have the
Safety Officers develop a safety plan for the operational mission and
include safety items in the daily task force Incident Action Plan (IAP).

One of the most effective ways to monitor overall operations while on a
mission and ensure compliance with the safety plan is the use of check
sheets. This can help in identifying, recording, and prioritizing items
that need to be addressed. These can be developed by the Safety Officers
and can be completed by task force supervisory personnel. The Safety
Officer can review completed check sheets to monitor safety compliance.
The following items should receive attention:

a.  Planning/Management

-   Conduct a risk and hazard survey of the assigned work site,
    mitigating hazards where possible. Conspicuously mark hazards which
    cannot be eliminated. Also identify the hazards on a sketch map and
    advise the task force supervisory personnel.

-   Liaison with local jurisdiction\'s Safety Officer to ensure
    continued coordination and information exchange on safety within the
    disaster area.

-   Gather information on weather forecast.

-   Alert all task force personnel of the possibility of exposure to
    poisonous snakes, rats, spiders, wild dogs, etc., as appropriate.

-   Ensure escape routes are preplanned, clearly identified, and
    understood by all assigned personnel. These should be for each
    individual work site as well as from the BoO.

-   Ensure helmets or vests indicating their assigned position properly
    identify appropriate personnel.

-   Ensure infectious disease control measures are adhered to.

-   Monitor task force safety equipment stock to ensure adequate supply
    is available.

-   Investigate all accidents, collect data on how an accident occurred,
    and take steps to prevent recurrence. Include generic accident data
    in the IAP.

-   Fill out accident and injury forms as required.

n.  Personnel Safety/Well-being

-   Ensure that all personal protective equipment is being properly
    used.

-   Ensure that task force briefings reinforce proper sanitation and
    hygiene procedures.

-   Ensure that all assigned personnel recognize the task force alerting
    and evacuation system.

-   Ensure all personnel are decontaminated prior to leaving the site
    and returning to the BoO.

-   Ensure that task force personnel do not operate alone.

-   Ensure personnel accountability with a Personnel Accountability
    Identification System.

-   Ensure that all task force personnel have adequate means of
    communications both on and off site with the Task Force Control
    Center (TFCC).

-   Ensure rest, rotation, and feeding of Rescue Specialists during
    prolonged rescue.

-   Ensure personnel are constantly alert for new hazards in the work
    area.

-   Ensure proper food preparation techniques are adhered to.

-   Ensure proper personal sanitation and hygiene by members prior to
    eating.

o.  Operations

-   Establish a hot zone and operational working area around assigned
    work sites in order to avoid injury from falling objects,
    overcrowding, etc. Ensure that these zones are properly identified.

-   In order to minimize any further collapse, ensure that a structural
    stability assessment and required mitigation are completed before
    search and rescue operations are started.

-   With the Hazardous Materials Specialist, check work area for
    hazardous materials before starting operations.

-   Ensure monitoring of atmospheric conditions in confined spaces.

-   Ensure that utilities are shut off, tagged, and secured before
    beginning operations.

-   Ensure that shoring and cribbing is of proper size/type and is
    correctly installed. These should be reviewed periodically and after
    any breaching or lifting operation.

-   Ensure adequate ventilation when working in confined spaces, where
    possible.

-   Ensure adequate lighting is provided inside voids or at night.

-   Ensure tools and equipment are used appropriately.

-   Ensure helicopter over-flights are restricted to avoid excessive
    vibrations and down-wash on unstable structures.

-   Restrict the use of heavy equipment on or adjacent to the structure
    where US&R activities are occurring.

The Safety Officer should ensure compliance with the items listed by
reinforcing basic safety considerations at daily briefings, ensuring
that safety resources and equipment are available for each site and
ensuring that each operation has a site-specific Safety Officer.

98. Demobilization

Personnel returning from the mission may be extremely exhausted, not
properly nourished, and lose their focus on safety when loading and
unloading the equipment cache. It is especially important to reiterate
safety procedures during this time.

99. Return To Point Of Departure

The sponsoring agency should ensure that sufficient non-deployed
personnel are available to support the unloading and moving of the
equipment cache once the task force arrives. Incident stress management
and defusing must be conducted at the appropriate time.

In the days following the return home, the Safety Officers should
participate in the after-action critique of the mission and ensure all
safety concerns are incorporated into the final task force After-Action
Report. It is imperative that the safety findings and lessons learned
are highlighted and incorporated into future training sessions, field
exercises, and operational procedures.

Task force supervisory personnel should ensure that all personal safety
equipment is restocked to original levels before the equipment cache is
declared operational.

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appendix l

base of operations management

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Appendix L

Base of Operations Management

One of the crucial elements of a successful operation by a task force is
the location and operation of the Base of Operations (BoO). The BoO
serves as the equipment cache set-up area, command and control area,
sleeping/resting/eating areas, refuge from the elements, communications
link with the outside world, and many other functions.

A.  Site Selection Criteria

One of the functions of the Incident Support Team (IST) Logistics
Section is to survey potential task force BoO sites. If this is not
possible due to the large number of task forces on the incident or the
wide-area scope of the disaster, then the task forces may have to find a
location on their own. If there is no established location for the BoO
at the time the task force leaves the mobilization center or staging
area for their work location, it may be prudent for the task force to
send out an advance team to provide reconnaissance for choosing a site.
The advance team should include a Task Force Leader (TFL), Medical
Manager, Rescue Manager, Search Manager, Safety Officer, Logistics, and
Communication Specialists. These personnel should use the Task Force
Site Locations Checklist/Sketch Form to ensure the potential site meets
appropriate criteria.

There are a number of general considerations that should be considered
when choosing a site. The most strategic factor for the placement of the
BoO is its proximity to the anticipated rescue work sites. There are two
key factors: travel distance and available transportation. If
transportation is limited, the need to establish a forward base close to
the work area should be considered. Transportation access or avenues
should be considered as part of the location choice of the BoO.

As important as the proximity of the BoO to the work site is, it is also
prudent to consider having the BoO some distance away from the work
site. The site must provide a tranquil place where task force members
can get restful sleep. It should be away from major highways, railroad
tracks, and airports. It is important for all members to get as much
rest as possible. This makes for more productive work sessions and
lessens the chance of injuries on site. It is also important that the
members get physically away from the work area and are not forced to
constantly view the site. This reduces the amount of stress that workers
must deal with during the incident and gives them temporary refuge from
the disaster environment.

The site should be environmentally safe with no chance of contaminated
run-off. It should not be located near landfills, manufacturing plants,
tank farms, or other such sites and should be located upwind/upstream,
if nearby any facilities of potential release. It must be safe from the
effects of rain run-off, snow build-up, exposure to high winds, etc. The
BoO site should be set up to provide as much natural security as
possible. The BoO an is an attractive target for looters who recognize
it as a source for food, water, and equipment. These can be desirable
after a widespread disaster. As much as possible, task force members
must provide guard over the site. The IST or task force supervisory
personnel should request professional security personnel or military
guards to exclude unauthorized persons.

Establishing the BoO on higher ground will usually enhance radio
communications. Personnel must ensure that adequate space is available
for equipment cache set up and maintenance, shelter of personnel and
canine, the Task Force Control Center (TFCC), medical treatment area,
food preparation and feeding area, toilet and sanitation area, and
helicopter landing zone.

Existing structures may be available for the BoO site. The advance team
or IST should consider this during reconnaissance. Existing structures
are preferred over the cache tents, but they must be determined safe by
the task force. Earthquake aftershocks must be considered in the final
decision as well as other events that may affect the stability of a
building. The BoO should not be set up next to a high-rise building or
other structures with the potential for failure. If the task force
elects to use existing buildings, permission must first be obtained from
the local jurisdiction because there may have to be waivers on the
zoning and occupancy of the buildings used. Other health and safety
issues may be involved in using non-residential buildings.

If the cache tents are used, the space must be level or have proper
drainage so that rainwater does not flow into the tents or create a
muddy area where there is heavy foot traffic.

Q.  Base of Operations Set-Up

The set-up of the BoO should be based upon the needs of the task force
as it begins the mission. The task force is not fully effective without
the use of the tools, equipment, and supplies in the cache. Therefore,
the cache area of the base should be a priority. In most cases, it will
be necessary to assign additional personnel to assist in the set-up of
the cache due to its size and weight. As the cache area is developed,
equipment needed to support a structures triage team, reconnaissance
team, and search and rescue operations should be prepared first.

An early consideration of the cache set up should be the shelter
requirements for various cache elements. If an existing structure can
safely be used to store the cache this need is simplified. If not,
separate tents should be erected for weather sensitive supplies and
equipment, food, and medical supplies.

The location of the TFCC is an important consideration during the set up
of the BoO. The location should have been determined during the
development of the BoO Location Checklist/Sketch form. During the length
of the mission, the TFCC will be the focal point for the task force and
must be strategically located so as to function effectively.

After the cache is set up and the TFCC is operational, the lodging
requirements of the task force should be addressed. Determine if
existing structures are available and can be safely used. In general,
smaller, wood framed structures may prove safer for cache and personnel
shelter. The type of construction as well as the general condition
should be taken into account. If structures are not available, a
personnel shelter area should be established using tents denoted on the
BoO Location Checklist/Sketch form.

A food preparation area, task force feeding area, separate canine area,
and toilet/sanitation area must be established.

A medical treatment area must be established within the BoO as
identified on the Site Location Checklist/Sketch form. Advice from the
Medical Managers should be solicited prior to the selection of the
medical treatment area.

The main entrance should be near the main route of travel. Generators
and lighting should be placed on the perimeter of the BoO as close as
possible to the section being powered. The quietest generators should be
used around the sleeping areas and the TFCC/communication area.

Throughout the course of the mission, task force supervisory personnel
should assess the BoO functionality. Requests to the IST may be
necessary for communications equipment, medical equipment, canine needs,
or issues related to food, shelter, and sanitation.

R.  Set-Up Procedures

The Task Force Base of Operations Location Checklist/Sketch Form can be
used for the actual placement of the facilities within the BoO. The
advance team should carry a kit for use in marking the locations of
sections in the BoO. The kit should contain at a minimum:

-   Two 100\' measuring tapes

-   One roll of fire-line tape

-   BoO signs

-   Polaroid camera

-   Point down spray paint

-   Command vests

-   Box of marking chalk

-   One pair binoculars

-   35 mm camera.

Each task force should have a template of the site set-up for their
individual task force with the type of size of their tents and how they
prefer the site to be set up. This should include the minimum size area
required for the BoO and an alternate layout size. The team can lay out
and identify sections of the BoO with signs and fire-line tape.
Personnel can then go back over the area with spray paint cans and
outline on the ground each section of the BoO and where each tent will
be set up. Areas that need to be marked are for sleeping, food
distribution, medical care, TFCC, equipment cache, equipment repair,
fuel storage, sanitation/hygiene areas, and canine shelter areas. When
the full task force arrives and personnel are designated to begin the
full set-up, it will speed the entire process in that it will be evident
exactly where each BoO function is to be located.

S.  Base of Operations Management

The TFCC is the main control point for the task force operations. This
control point can be as simple as a single tent or an existing, safe
structure. The TFCC should become the command and coordination point for
the TFL and accommodate the operations of the task force Communications
Specialists and Planning Officer. The task force supervisory personnel
should be situated in this area so that important decisions can be made
quickly. To reduce radio traffic as much as possible, telephones should
be used to communicate with the BoO locations. Radio communication
should be used primarily with the off-site work groups. The TFCC should
be staffed 24-hours a day until demobilization. This is to maintain a
contact point with the task force for communications from the IST, local
Incident Commander, or the home jurisdiction.

Accountability of all task force members should be done from the TFCC.
Only those personnel with an official reason should be authorized to
leave the BoO. Any personnel leaving the BoO site should be identified
in some manner and recorded in the TFCC. When personnel return, their
status should be changed to indicate their presence in the BoO. At
anytime, the TFL should be able to quickly identify the personnel in the
BoO and those off-site for any reason. This is important in the event of
an evacuation, so that the task force supervisors can account for
personnel.

T.  Demobilization

Upon demobilization, the BoO site should be restored to its original
condition. This includes properly policing for trash and other remnants
left behind. The task force supervisory personnel should ensure that the
site looks as good or better than when the task force arrived. Remember
that the task force should not be a burden to the locality. This
includes not leaving behind a site that requires the locals to clean up
or restore it to its former condition.

Appendix m

Task force planning

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Appendix M

TASK FORCE PLANNING

One of the most critical functions of task force management on a mission
response is to ensure that sound strategic and tactical planning is
performed. This allows the task force to operate in a safe and effective
manner and complete its assigned objectives. Proper planning is a
continuous process that begins well before receipt of the Alert Notice,
and continues through the completion of the After-Action Report. Proper
planning will be an asset to the completion of a successful mission.
Conversely, the lack of proper planning will contribute to a less than
productive mission.

For planning to function in a complimentary manner during a mission, it
is imperative that task force management ensures the specific functions
and requirements of planning and technical information are completely
understood by all members of the task force. The Planning and Technical
Managers work closely together to ensure that the documentation and
reporting needs of the task force are met. The planning function is
responsible for the collection, evaluation, dissemination, and use of
information regarding the development of the incident and status of
resources. Information is required in order to understand the current
situation, predict the probable course of incident events, evaluate the
need for additional resources, and prepare contingencies to accomplish
the mission. The technical information function is responsible for
documenting, tracking, and retrieving all pertinent information
regarding task force activities for on-site and post incident analysis,
historic documentation, and post event critiques. The planning function
of the task force will be closely tied to the Incident Support Team
(IST) planning function, as the IST is responsible for determining the
overall mission objectives which dictate the actions of the task force.

To facilitate the planning function during various stages of the
mission, the Planning Manager may be charged by the Task Force Leader
(TFL) with setting up planning meetings and operational briefings or
debriefings and arranging for the appropriate personnel to be present.
These briefings are held in order to facilitate the collection and
dissemination of information. Regardless of the type of meeting or
briefing, all attendees must be notified and an agenda must be provided
prior to the meeting.

A.  PLANNING MEETINGS

Planning meetings are conducted so that task force management can review
the status of objectives and operations for the previous operational
period, determine the accomplishments and deviations, and begin planning
for the next operational period. At the task force planning meetings,
the Planning Manager is the meeting facilitator. As such, the Planning
Officer must be prepared to collect the information needed for the next
operational period and disseminate information such as the Task Force
Action Plan.

Task force planning sessions should have limited attendance. Too many in
attendance slow the process. To further enhance planning meeting
effectiveness, all participants must come prepared to address their
particular agenda issues. Although the TFL decides who is to attend the
planning meeting, to promote effective action planning, the following
personnel should be involved:

-   Task Force Leader

-   Planning Manager

-   Technical Information Specialist

-   Safety Officer

-   Functional Team Managers

-   Communications Specialist

-   Any specialist functions deemed necessary

-   Local representative (if appropriate).

U.  BRIEFINGS AND DEBRIEFINGS

During the various phases of the deployment, there are two types of
operational briefings that a TFL is responsible for holding. First,
there is the need for a general briefing that all task force personnel
should attend, and second, technical briefings related to functional
issues, where only selected individuals are designated to participate.

Early in the mission, the TFL will need to establish the briefing
process that will be used throughout. This should include who will be
responsible for conducting the briefings, the briefing schedule and
location, who should attend the briefings, and topics or issues to be
covered.

Even though briefings may be conducted on a scheduled basis, it may be
necessary to conduct impromptu briefings for special situations. This
could include such occasions as dealing with life threatening
information, a change of tactical assignment or work priorities, special
risk or hazard identification, injury of a task force member, etc.

On-incident debriefings of task force members are also critical in order
to maintain current resource and situation status. Information gathered
from task force members will be important to the task force management
as well as the IST and local officials.

Information obtained from these debriefings will aid managers in the
tracking of assigned personnel and equipment, task force work progress,
and tactical planning activities. Debriefings normally require the
involvement of the TFL, Team Managers, Squad Officers, Planning Manager,
and Technical Information Specialist for documentation.

V.  PRE-ACTIVATION

Prior to any activation, the Planning Manager must ensure that all
forms, equipment, and supplies required on a mission and needed prior to
formal set-up of the Base of Operations (BoO), are available on computer
hard disk, back up disks, and hard copy for immediate use. The amount of
this immediate need equipment should be such that it can be hand carried
by Planning Section personnel.

The Planning Manager must also ensure that all personnel who may be
required to complete these forms are familiar with the forms and the
documentation requirements. In addition, the Planning Manager and
Technical Information Specialists should ensure that all computers and
other automated office equipment are in good working order, that
administrative supplies are fully stocked, and the Mobilization Manual
is kept updated with current telephone numbers and contact names. The
TFL may also assign the Planning Manager the responsibility of
establishing and maintaining a task force records management system.

W.  ACTIVATION

At the time the Alert Notice or Activation Order is received, the TFLs,
Team Managers, and Planning Managers should be brought into an initial
planning session to determine the readiness of the team to deploy and
begin to execute the items in the Mobilization Manual. All managers
should begin documentation using the ICS Form 214 -- Unit Log. In
conjunction with the TFL, the initial actions required by the Planning
Manager include obtaining any additional information regarding the
incident. This could include determining the environmental conditions,
obtaining topographical and street maps of the incident area,
preplanning the routes of travel for traffic, or other special problems
such as closed roads or raised drawbridges. Information sources for this
may include the Internet/World Wide Web, National Weather Service,
United States Geological Survey (USGS) for earthquake information,
National Hurricane Center, and the National Oceanic and Atmospheric
Administration.

In addition, the Planning Manager should begin the immediate development
of a Task Force Action Plan for the initial operational period.

Some of the issues the Task Force Action Plan should address include:

-   Objectives - Task force objectives for the initial operational
    period.

-   Safety - Concerns regarding the loading and movement of equipment
    and personnel.

-   Medical - The procedures for reporting and treating any injuries or
    illnesses suffered by task force members.

-   Communications - The radio frequencies, radio designations,
    telephone roster, contact points, pager numbers, etc.

-   Transportation - The process for alerting the Point of Departure
    (POD), transporting task force personnel and equipment, and a route
    plan if the task force is being deployed by ground.

-   Additional Information - Any other special information pertinent to
    the mission or any other necessary issues as outlined in Appendix N
    -- Task Force Mobilization.

While enroute to the incident, task force management should identify any
subdivisions of the task force that may be required, such as dividing
the personnel into two teams for 24-hour operations, identifying advance
and reconnaissance team members, or any other special functions.

X.  ON-SITE

When the task force arrives on-site, the TFL and Planning Manager should
meet with the IST, or in their absence, the local Incident Commander as
soon as possible to receive an overall assessment of the incident and
any immediate assignment. Initial on-site planning should include
documentation of the task force mission and the location of the task
force operation. This initial information gathering should include what,
where, when, and how the incident occurred and what risk factors exist.
A historical picture of the incident should be developed for the task
force to plan for its involvement in the incident mitigation.

While on-site, the task force will engage in two types of planning
functions that are carried on simultaneously. The first is short range,
daily strategic planning, in conjunction with the TFL and team managers.
Task force capabilities and subsequent priorities for work assignments
should be considered during each planning session. The condition of the
task force personnel (i.e., physical and mental fatigue, morale and
effectiveness, etc.) must be monitored daily and factored into
subsequent planned activities. The Planning Manager must also constantly
monitor and plan for environmental changes such as dramatic weather
fluctuations. These can have a significant impact on the performance and
effectiveness of the task force and victim viability.

The TFL and Planning Manager shall attend and provide input at the IST
planning meeting and obtain copies of the Incident Action Plan (IAP). If
the IST is not established, the TFL will ensure that an IAP is
developed. The IAP will contain the overall objectives for the
operational period along with weather information, safety concerns,
evacuation plan, maps of the area, site information, building plans,
utility information, and other relevant information.

Based on the task force assignments, as outlined in the IST IAP, the TFL
should in turn, have the Planning Manager develop a task force tactical
action plan for subsequent operational periods. The task force tactical
action plan does not have to be complicated or lengthy and should not
duplicate the information already contained in the IAP. Rather, it
should summarize the task force tactical assignments necessary to
accomplish the strategic objectives.

The second type of planning function involves long range planning. This
entails the task force management monitoring issues and resources
necessary for the next 3 to 7 days. Input should be reviewed from each
team manager's operational period reports and unit logs. These reports
should contain the status of what resources are necessary for the next
several days to allow completion of the team's objectives. The Planning
Manager must take into consideration the lag time for obtaining
resources as identified by the IST and ensure that supply requests are
promptly submitted for sufficient food, water, and equipment to keep the
task force operating at its full capability. Task force managers should
also include status reports on the physical and mental condition of the
team members so the Plans Manager can have a good idea as to how long
the task force can continue to operate at its current pace. This
information will be factored into the long range planning for task force
use and the demobilization process by the IST.

Throughout the incident, the TFL (or designee) has the responsibility to
attend briefings convened by the IST, and to ensure that the task force
is kept informed of appropriate issues in a scheduled and timely manner.
The Plans Manager should have a clear understanding of what reporting
information is required and the times and to whom this information is
required to be submitted. Some of the reports the task force may be
responsible for include periodic situation reports, chronological event
logs, and current task force rosters and contact information. To
facilitate the reporting process, the TFL may desire to have the
Planning Manager participate in these meetings as well.

Y.  DEMOBILIZATION

Beginning with the task force activation, the TFL and Planning Manager
must always be cognizant of, and begin planning for, the demobilization
process. Demobilization is no more than a reversal of the mobilization
process. The Planning Manager should be considering demobilization
issues several days before the assignment has been completed. This
process needs to be discussed with the TFL and team managers during
action planning meetings and reviewed with the task force members during
the briefing sessions. Consideration is required for issues such as: the
condition of task force personnel, notifications to the sponsoring
organization, all transportation requirements, inventory and packaging
of tools and equipment, break down of support facilities, general clean
up, resupply requirements, and after-action activities.

As the task force mission begins to conclude on-site operations, the IST
will notify the TFL of an estimated demobilization date and time. The
IST will provide the task force with a Demobilization Plan. The task
force is then required to develop a demobilization timeline using the
logistical information provided by the IST.

This demobilization timeline should identify what activities the task
force needs to complete to be ready to disengage and conclude the
mission, be released to the mobilization center, or sent directly home
if ground transportation is used. It should detail the time schedule for
the conclusion of any mission objectives, the dismantling of the BoO,
re-palletizing of all cache items, food schedule for the last meal
on-site, and the time personnel should be ready for transport to the
task force POD, or home.

Z.  AFTER-ACTION PROCESS

As a part of the after-action process it is recommended that an
informal, on-site operational debriefing be conducted. The purpose of
this session is to reaffirm the chronology of events and clarify the
major accomplishments and problems from the mission. There are several
advantages to conducting a debriefing as soon as possible after tactical
operations have terminated and before the task force returns home.
Information is still fresh, it provides another opportunity for team
building, it can provide an opportunity for incident stress relief, and
it makes good use of task force members\' time during the demobilization
process. Significant issues can be identified and hopefully defused
which will allow all personnel to disseminate the same information to
the sponsoring jurisdiction, the media, and family and friends upon
arrival back home. The significant issues from this debriefing should be
documented during the session and saved for the formal after-action
debriefing and inclusion in the task force After-Action Report.

In addition to the on-site debriefing, the task force should conduct a
formal after-action debriefing of the mission with all deployed members
shortly after the task force returns home. This session should be a
complete and thorough review of all facets of the mission. The TFL
should start the formal debriefing process by establishing the Planning
Manager as the facilitator, the ground rules to be followed, and
highlight that the session must be conducted in a positive and
constructive manner. Criticism must not be directed at individual task
force members. It is important to remember that the objective is to
improve the overall performance of the task force. Individual
performance issues must be addressed on a personal and private basis.

The debriefing process should address at a minimum, the following
topics:

-   Safety concerns related to all aspects of the mission.

-   Management and coordination issues such as intra-task force
    cooperation and effectiveness, and integration of the task force
    into the local jurisdiction\'s system.

-   The information flow between task force functional elements, between
    the task force and Incident Command Post, between the task force and
    the IST, and the task force and the Emergency Support Team (EST)
    while in transit should be assessed.

-   Communications issues should be reviewed. This would include
    frequency planning and use effectiveness of the radio coverage,
    effectiveness of communication equipment, etc.

-   Effectiveness of planning activities for task force tactical
    operations. This includes operational briefings and debriefings,
    general and technical information, shift scheduling, rotations, and
    shift change.

-   General physical logistics of the task force operations. This
    includes layout and management of the BoO, work site management and
    control, equipment cache management, cache set up and organization,
    care and maintenance of tools and equipment, and the periodic
    evaluation of reserves.

-   Medical issues, including the care and treatment of task force
    personnel, related canine issues, victim treatment including
    hand-off problems and tracking, and the management of controlled
    drugs, medicines, and supplies.

-   Supply logistics, including the effectiveness of resupply requests,
    coordination and sharing of equipment between work sites,
    effectiveness of property accountability and resource tracking,
    adequacy of support facilities including sanitation, feeding,
    sleeping arrangements, and transportation issues.

-   Overall performance of the task force.

A good method to be used when conducting an after-action debriefing is
to request that each function independently conduct an informal session
prior to the full task force convening for the general session. A
representative from each of the functions should be allowed to present
their respective concerns followed by the TFL. It is useful to provide a
short period of time for general discussion, allowing all task force
personnel to participate. It is also essential that the TFL appoint a
recorder to document the information along with who initiated the input.
This information is needed for follow-up actions, clarification of
identified issues, and After-Action Report contributions.

A.  AFTER-ACTION REPORTING

Just as the demobilization process begins with the task force
activation, so does the after-action reporting process. With approval
from the TFL during the mission, the Planning Manager should constantly
reinforce the need for task force personnel to document any issues or
items that may be included or reviewed in the after-action process. This
should be accomplished using the task force After-Action Report form.
The task force should have computerized information gathering capability
to collect all relevant information during the deployment. All
information, conclusions, and recommendations from both the on-site and
formal debriefs and all mission documentation should be compiled into a
formal After-Action Report to be forwarded to the FEMA Program Manager
within 30 days of the return home. This report should also be used as
the basis for future task force training sessions and areas of expected
improvement.

The final written report should include:

-   An executive summary of the report;

-   An introduction describing the overview of the mission, including
    the task force mission assignment/reassignment;

-   A chronology of events including alert, activation, mobilization,
    on-site operations, post mission activities, incident stress
    management sessions, equipment rehabilitation, and mission
    debriefings;

-   Evaluation of the effectiveness of the task force organization,
    call-out procedures, operating procedures, operational checklists,
    position descriptions, equipment, Field Operations Guide, and prior
    task force training;

-   Evaluation of the mission operations, alert/activation procedures,
    logistical movement and resupply activities, on-site coordination
    with the IST, Emergency Response Team (ERT), and other Emergency
    Support Functions (ESFs), rescue operations, and effective
    integration into the local incident management structure;

-   Recommendations for possible changes within the task force; and

-   Recommendations for system possible changes within the National
    Program to enhance future activities.

The following format should be used to address issues and
recommendations in the appropriate section of the After-Action Report:

**[Statement of issue --]{.underline}** Statement of problem or
observation. Generally stated in one or two sentences.

Example: Insufficient overlap of work shifts limited the time for proper
information exchange.

**[Background discussion --]{.underline}** A brief narrative describing
the problem and providing relevant background information to clarify and
support the statement of issue.

Example: Due to the timelines set for transportation and escort back to
the task force sleeping facilities, there was limited time for the AM
and PM shifts to meet and pass-along pertinent information.

**[Recommended action --]{.underline}** Precise and specific actions
that provide the steps necessary to change or improve the statement of
issues situation or condition.

Example: At shift change, schedule one full hour of overlap time. This
would allow 30 minutes for operational briefing/debriefing, and 30
minutes for task force member's briefing/debriefing.

**[Assigned responsibility --]{.underline}** This section should
identify the function or agency with the responsibility and authority to
take the recommended action.

[]{#__RefHeading___Toc469813984 .anchor}Table M-1: Sample Planning
Process and Schedule

Based on 2-12 hour operational periods, beginning at 0600 and 1800 hours

+-------------------+--------------------------------------------------+
| **TIME**          | **DESCRIPTION OF EVENT**                         |
+-------------------+--------------------------------------------------+
| 0500\             | [OPERATIONAL BRIEFING/DEBRIEFING -- 0.5          |
| 1700              | hours]{.underline}                               |
|                   |                                                  |
|                   | IST, TFLs, and Planning Officers from current    |
|                   | and next operational period participate in the   |
|                   | briefing/debriefing process. IAP is distributed. |
+-------------------+--------------------------------------------------+
| 0530\             | [TASK FORCE OPERATIONAL BRIEFING -- 0.5          |
| 1730              | hours]{.underline}\                              |
|                   | TFL briefs on-coming task force members.         |
|                   | Tactical assignments are made                    |
+-------------------+--------------------------------------------------+
| 0600\             | [OPERATIONAL PERIOD BEGINS -- OPERATIONS SHIFT   |
| 1800              | CHANGE -- 1.0 hours]{.underline}                 |
|                   |                                                  |
|                   | Task force begins operations. IST Planning       |
|                   | Section Chief and task force Planning Manager    |
|                   | collect, compile, and finalize report related to |
|                   | the last operational period.                     |
+-------------------+--------------------------------------------------+
| 0700\             | [PLANS SECTION SHIFT CHANGE -- 1.0               |
| 1900              | hours]{.underline}                               |
|                   |                                                  |
|                   | IST Planning Section Chief and task force        |
|                   | Planning Manager conduct shift change briefing   |
|                   | and debriefing.                                  |
+-------------------+--------------------------------------------------+
| 0800\             | [PREPARE FOR PLANNING MEETING -- 3.0             |
| 2000              | hours]{.underline}                               |
|                   |                                                  |
|                   | IST and TFL review accomplishments and begin     |
|                   | planning for the next operational period. IST    |
|                   | Planning Section gathers information, and        |
|                   | prepares displays and documents for the planning |
|                   | meeting. IST Planning and Operations Section     |
|                   | Chiefs meet with TFLs to identify resources and  |
|                   | tactics for the next operational period.         |
+-------------------+--------------------------------------------------+
| 1100\             | [PLANNING MEETING -- 0.5 hours]{.underline}      |
| 2300              |                                                  |
|                   | TFL, Planning Manager, and specific IST staff    |
|                   | meet to discuss objectives for the next          |
|                   | operational period. Specific actions are         |
|                   | identified in order to meet the objectives.      |
+-------------------+--------------------------------------------------+
| 1130\             | [PREPARE INCIDENT ACTION PLAN -- 3.5             |
| 2330              | hours]{.underline}                               |
|                   |                                                  |
|                   | IST Planning Section Chief prepares IAP. All     |
|                   | other sections turn in required documents for    |
|                   | inclusion in the IAP. Task force Planning        |
|                   | Manager begins formulation of tactical action    |
|                   | plan.                                            |
+-------------------+--------------------------------------------------+
| 1500\             | [REVIEW AND APPROVE IAP -- 0.5                   |
| 0300              | hours]{.underline}\                              |
|                   | IST Planing Section Chief forwards IAP to the    |
|                   | IST Leader for approval.                         |
+-------------------+--------------------------------------------------+
| 1530\             | [MAKE ANY CHANGES AND FINALIZE IAP -- 0.5        |
| 0330              | hours]{.underline}\                              |
|                   | Based on input from the IST Commander and the    |
|                   | TFL, IST Planning Section Chief makes any final  |
|                   | changes to the IAP and prepares the IAP for      |
|                   | duplication.                                     |
+-------------------+--------------------------------------------------+
| 1600\             | [PREPARE FOR OPERATIONS BRIEFING -- 1.0          |
| 0400              | hours]{.underline}\                              |
|                   | Displays and other required documents are        |
|                   | prepared for use at the operational briefing;    |
|                   | IAP is duplicated and collated for distribution. |
+-------------------+--------------------------------------------------+
| 1700\             | [OPERATIONAL BRIEFING/DEBRIEFING -- 0.5          |
| 0500              | hours]{.underline}\                              |
|                   | IST, TFLs, and Planning Officers from current    |
|                   | and next operational period participate in the   |
|                   | briefing/debriefing process. IAP is distributed. |
+-------------------+--------------------------------------------------+
| 1730\             | [TASK FORCE OPERATIONAL BRIEFING - 0.5           |
| 0530              | hours]{.underline}\                              |
|                   | TFL briefs on-coming task force members. Task    |
|                   | force tactical action plan is distributed.       |
+-------------------+--------------------------------------------------+
| 1800\             | [OPERATIONAL PERIOD BEGINS -- OPERATIONS SHIFT   |
| 0600              | CHANGE -- 1.0 hours]{.underline}\                |
|                   | Task force begins operations. IST Planning       |
|                   | Section Chief and task force Planning Manager    |
|                   | collect, compile, and finalize reports related   |
|                   | to the last operational period.                  |
+-------------------+--------------------------------------------------+

Appendix n

Task force Mobilization

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Appendix N

Task Force Mobilization

As a condition of participating in the FEMA National US&R Program, each
task force is required to have the capability to be at their designated
Point of Departure (POD) within 6 hours of receiving an Activation
Order. If the task force is to be able to accomplish this, many
procedures have to be developed and exercised prior to deployment. For
each of the 6 hours of mobilization time, hundreds of hours of
preparation will be spent developing and formalizing internal task force
systems to notify, assemble, process, and transport task force members
and equipment to the POD or directly to the incident site.

A.  MOBILIZATION MANUAL

Each task force is required to have a written comprehensive mobilization
plan. The procedures that allow the task force to meet the 6-hour
mobilization requirement should be documented in a Mobilization Manual.
This manual should be distributed to every component within the
sponsoring agency and affiliated organizations with a responsibility for
action during the task force's mobilization. Since no one person can be
expected to be present for every occasion, several personnel at the
locations to which the manuals are distributed should be trained to
perform the actions required.

The Mobilization Manual should address, at a minimum, the following
areas:

-   A 24-hour point of contact for the task force.

-   A procedure for acceptance or denial of a mission.

-   Task force notification process for alerts, activations, etc.

-   Detailed checklists that define the individual responsibilities
    required to mobilize a task force.

-   A personnel call-out method for activating the task force members.

-   A task force point of assembly for all deploying members.

-   A personnel check-in and processing method for deploying members.

-   A equipment cache readiness plan.

-   Transportation procedures for task force movement to POD or directly
    to incident site.

-   Canine waiver and health certificates.

-   Base of Operations (BoO) set-up procedures.

Each of these sections must be planned, in detail, prior to activation,
as there is insufficient time when an Activation Order arrives. Without
a comprehensive written plan for mobilization, the task force should not
be considered deployable.

B.  TASK FORCE POINT OF CONTACT

The task force should have a single designated point of contact to
receive all official notifications and any other correspondence from
FEMA and its sponsoring agency. This contact must be available by
telephone and facsimile 24 hours a day, every day of the year, staffed
with a responsible person. This may be an emergency communications
facility for a local fire or police department or a State emergency
operations center. Both of these have around the clock staffing and in
turn, contact the task force's sponsoring agency and task force
management. Point of contact personnel must know the correct procedure
after they have received a communication from FEMA.

C.  RECEIVING NOTIFICATIONS

Official notifications received from FEMA must be processed according to
established procedure.

An **Advisory Notice** requires no action on the part of the task force,
although it may be prudent for the Task Force Leader (TFL) to make
contact with appropriate personnel in accordance with their mobilization
procedures. The task force management and/or sponsoring agency should
evaluate ability to respond. There are no funds accompanying the
Advisory Notice, any action taken by the task force must be at no cost
or reimbursed by the sponsoring agency.

An **Alert Notice** is issued when FEMA determines that the task force
may be needed for response, it will contact the sponsoring agency and
the State to determine the availability of the task force. The Alert
Notice specifies that the task force may be activated within the next 24
hours. The notice will authorize a finite amount of funds for the task
force to enter into a planning mode. The TFLs, managers, sponsoring
agency representatives, and key support personnel should immediately
meet to discuss preparations for an activation. This may include
personnel notification, transportation needs, confirmation of vendor
contracts, and equipment cache preparation. The initial Alert Notice,
may be verbal, followed by written confirmation (usually within 12
hours).

An **Activation Order** will be issued when FEMA determines that the
task force is needed for deployment. FEMA will contact the task force
sponsoring agency and appropriate State agency to request the task
force. The Activation Order will inform the task force of the official
activation time, the authorized mode of transportation, the dollar
amount that the task force may spend on emergency procurements, and a
point of contact for further instructions. Activations will be done
consistent with the national mobilization plan.

Upon receipt of the Activation Order, the task force point of contact
must notify the appropriate officials of the sponsoring agency and the
task force management. If not already completed during the alert phase,
these parties must decide within 1 hour if the task force can accept the
mission. This is contingent on the local situation and those having the
authority to allow the task force to deploy. In some cases, such as
hurricanes, the task force may be in the potential path of the storm and
may be unavailable. In major earthquakes, the State may want to keep the
task force as a State asset. Other causes for the sponsoring agency to
decline the mission could include a localized event requiring the task
force resources for mitigation. If the mission is declined, the TFL
should reply to FEMA in writing stating the reason for the declination.

Once the task force accepts the mission, they must be fully assembled
with all personnel and equipment palletized and ready for loading at the
POD or enroute by ground transportation directly to the disaster within
6 hours or as otherwise directed by FEMA.

The point of contact must collect all pertinent information, available
from FEMA, concerning the deployment. This would include at a minimum,
date and time of request, type and location of event, declaration or
emergency number, requesting party by name and telephone and facsimile
number, current situation, destination Point of Arrival (POA), projected
aircraft size/type, estimated time of lift off (if by air), anticipated
radio frequencies, and any other pertinent information.

D.  TEAM ACTIVATION

The task force must have a list of mobilization responsibilities
distributed that need immediate attention by task force personnel and
others in the sponsoring agency. These include:

1.  Mission Staffing

The task force should have a method for staffing all task force
positions. Examples of this would include a group team paging system,
telephone tree or \"hot line\", or other system to advise members of
current activities. There should be a method of providing up-to-date
information on the deployment status to the task force. As the members
are assigned to positions on the task force, they should be placed on
the Task Force Organization/Staffing Form. At the same time the team
roster is being filled, the Air Force Passenger Manifest Form (AF-96)
can be filled out with the names and social security numbers of those
deploying on the mission.

The task force management may want to select additional task force
members as stand-bys in case someone does not show or cannot clear the
in-processing due to medical condition, improper equipment, etc.

100. Support Specialist

Additional personnel should be designated by the TFL to support the
mobilization. They should be advised to report to a specific location to
support the task force activation.

101. Equipment Cache

The task force's equipment cache should be containerized and packaged
according to the guidelines outlined in Appendix G -- Cache Packaging
and Shipping Requirements. A load plan should be in place to indicate
where each container should be located on a military pallet. This will
enable the cache to be palletized rapidly for aircraft loading with a
minimum of personnel at the POD. The task force should have a
stand-alone cache that can be moved quickly to the POD. The cache
palletization can begin at the POD while the deploying personnel are
undergoing in-processing and team briefings at the assembly point.
Additions to the cache would include food/water or other perishable
items that are obtained from vendors on contract, controlled medications
from a local medical facility, and the member's personal gear.
Arrangements should be made so that acquisitions will require only
minimal time to secure. If possible, non-deploying personnel should be
utilized in the mobilization process.

This will allow the deploying logistics personnel to check-in, attend
briefings, and complete the palletizing and loading process when the
team arrives at the POD. If the task force has items that must come from
other organizations, jurisdictions, or from in-service vehicles, a list
of all such equipment should be developed and inserted in the
Mobilization Manual. A plan should be in place that ensures that all
equipment is picked-up or brought to the cache. If such equipment is
coming from another jurisdiction, written agreements should be developed
that guarantee its availability and method of transport to the pallet
build-up area.

The task force should have a method for rapid equipment procurement that
addresses equipment deficiencies from the approved FEMA cache list. Upon
activation, these items can be ordered and charged against the funds
authorized in the Activation Order. These items may not be able to be
acquired prior to departure, however, they can be added to the cache for
the next mission. There is only a small window of opportunity to make
emergency purchases (generally 72 hours), so it is imperative that the
items are ready for order with correct product numbers and the name and
location of the vendor.

The task force must also have a load plan for ground transportation. A
plan similar to the aircraft load plan should be developed for a tractor
drawn trailer indicating which vehicle each container will be on and
where it will be placed in the truck. If the task force has its own
trailer, the cache may be stored already in place except for the
temperature sensitive items.

102. Perishable Supplies

While the task force should maintain a complete supply of cached food
(Meals, Ready-to-Eat (MREs, etc.)), it should also have some
supplemental fresh food and water prior to leaving. The task force may
consider a contract with a local food store for a pre-designated list of
foodstuffs that can be quickly obtained, preferably palletized and
shrink-wrapped.

103. Transportation Assets

Transportation assets required to move the task force should be
identified in advance. The TFL should identify a transportation officer
to coordinate transportation assets. If the sponsoring agency does not
already have the necessary vehicles in-house, then contracts with local
vendors should be in place to provide transport to the POD. The task
force should have at least two large busses. Sufficient trucks should be
available to transport the cache to the POD.

If the activation is by ground, additional resources will be required
(e.g., box trucks for reconnaissance team use, pick-up trucks for moving
equipment, and four-wheel drive vehicles for the advance teams).
Mechanics should accompany the task force to maintain the vehicles and
perform on-road repairs. The task force should consider sending a fuel
truck. The TFL must provide logistical support for any additional
deployed personnel (Support Specialist).

104. Point of Assembly

The point of assembly is where all personnel report for check-in and
briefing on the activation. It should be large enough to accommodate all
aspects of the mobilization process, be equipped with multiple telephone
lines, and equipped with facsimile capability.

The check-in area should have a series of stations designed to process
personnel through sign-in and document review, medical screening,
equipment issue, and personal pack inspection and drop-off. Signage will
facilitate this process.

Each member's Responder Information Sheet should be checked for accuracy
and an emergency contact name and telephone number. Portable radios and
additional equipment may be issued at this time.

Each member's personal gear should be weighed to ensure it does not
exceed the 60-lbs. weight limit. The contents of each person's personal
gear bag should be quickly reviewed to determine if the person packed
the proper amount and type gear. Task force physicians will use FEMA
criteria to determine if a team member is fit to deploy. Ultimately, the
TFL determines deployability based on the input and recommendations of
the Medical Managers/task force physicians. For more information on the
medical aspects of the check-in process, see Appendix J -- Task Force
Medical Procedures. In addition, a Help Desk can be set-up to resolve
any problems that arise during the mobilization process.

105. Task Force Briefing

Once all personnel are checked-in, the entire team should be briefed by
TFL to provide the latest incident information and directions for the
task force. The TFL should review the information from the initial task
force briefing form. The form may be copied and given to each individual
along with a copy of the task force organization/staffing form so that
each member is absolutely clear where they fall in the chain of command
and to whom they report. This is an excellent opportunity to outline the
mission objectives and reinforce the importance of safety and provide
other pertinent information needed.

106. Initial Task Force Planning

From the arrival of the Advisory Notice, the task force Planning
Managers should begin the planning phase of the mission. They should
begin to develop information on the incident from official and media
sources, obtain current weather information and forecasts for the
mission duration, research the incident area and if possible, obtain
topographical area and street maps. They also should interface with law
enforcement agencies to ensure the route to the POD or incident site are
open and passable (disaster damage, scheduled drawbridge openings, snow
or ice, etc.).

The Planning Manager can begin the documentation of the mission starting
with the task force roster, and if appropriate, the Air Force Passenger
Manifest Form (AF-96) which is forwarded to the Logistics Manager for
delivery to the aircraft loadmaster. Complete documentation of the
mission should begin as soon as possible, even if the mission is
cancelled. Reports and financial expenditures must still be recorded and
forwarded to the appropriate personnel.

E.  Media Coordination

The deployment of a task force to a major disaster can be a significant
media event. The task force should welcome this opportunity for exposure
and make the best use of the media within the guidelines in Appendix E
-- Task Force Public Information Management. The assembly point is the
most logical place to entertain the media during the deployment phase
with a secondary location of the POD. A local Public Information Officer
(PIO) should be present at both locations. The sponsoring agency should
contact the FEMA Headquarters Office of Emergency Information and Media
Affairs to determine the background and status of the mission and what
information is appropriate for release. The sponsoring agency's media
efforts should concentrate on the response of the local task force. FEMA
Headquarters will provide an overall national view. Requests by national
media should be coordinated with FEMA Headquarters.

The sponsoring agency should make contact with the local media and
coordinate the time and place for the media to interact with the task
force. The sponsoring agency's PIO should control all aspects of the
interaction. An area should be set up for a press conference or
individual interviews. The task force members involved with the press
interviews should be briefed on the procedures involved. Any requests
for media crews to accompany the task force to the incident site should
be immediately referred to FEMA Headquarters Office of Emergency
Information and Media Affairs for resolution.

F.  Communications

At the time of activation, the task force Communication Specialists
should begin to activate all communication assets in the cache that may
be dormant during non-deployment periods. This could include placing all
portable radios and batteries on charge, and activating the paging and
cellular telephone (if not kept on). They should also attempt to find
out the anticipated on-site radio frequencies from FEMA so the radios
can be programmed prior to handing them out at the POA. The TFL and
Communication Specialists should ensure that if the task force is
deploying by aircraft, portable radios issued prior to deployment are
kept off while on the aircraft. This may be accomplished by having the
personnel remove the batteries from the radio while on the plane.

G.  Canine Health and Waiver Issues

All canines must be in good health and have a current health certificate
from a licensed veterinarian to deploy. In order for the canines to ride
uncaged in a military aircraft, they must have a waiver stating such. A
copy of this waiver letter is available from the Air Force and should be
carried in the cache as well as placed in the task force's Mobilization
Manual. The letter must be available on short notice at the POD prior to
aircraft loading.

H.  Liaison with Other Agencies

During the mobilization process, there may be a need to interact with
other entities, internal or external to the task force's sponsoring
agency. Therefore, the TFL may want to appoint a liaison officer during
the mobilization process. This person will be the contact point for all
communications with FEMA and other agencies associated with the
activation.

I.  Family Liaison

Prior to activation, a plan should be established for providing regular
situation reports to the family or loved ones of deploying members. This
plan should address a time schedule for contact and information for the
home jurisdiction. A representative from the sponsoring agency should be
assigned for the duration of the mission to act as the liaison between
the task force and the families or loved ones.

A tentative schedule of contacts should be established prior to the task
force departure and refined as needed on the mission. This schedule
should then be passed on to the family member/loved one as soon as
possible.

Along with the task force/family liaison, the sponsoring agency may
designate personnel to provide assistance to the families of deploying
members. This may include home emergency repairs, family transportation
necessities, assistance with media interviews, and other emergency
assistance the family member/loved one may require.

J.  Incident Stress Management

People trained in stress management should be identified to deal with
issues of deployed task force members.

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appendix o

references

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APPENDIX o

REFERENCES

1\. Federal Response Plan, for Public Law (P.L.) 93-288, as amended,
April 1999.

2\. Robert T. Stafford Disaster Relief and Emergency Assistance Act, as
amended, 42 U.S.C. § 5121 *et seq*.

3\. Director\'s Policy No. 2-98, Emergency Response Team (ERT)
Standardization, April 13, 1998.

4\. FEMA Instruction 3200.1, Overtime Policy, October 1984.

5\. FEMA Instruction 3250.1, Time and Attendance, July 1992.

6\. FEMA Manual 4340.1PR, All-Hazards Notification, December 1996.

7**.** FEMA Manual 6150.1, Personal Property Management Program, July
1996.

8\. FEMA Manual 6200.1, Travel Regulations, November 1988.

9\. FEMA Manual 6250.1, Motor Vehicle Management and Operations, March
1987.

10\. FEMA Manual 8600.3, Disaster Operations Manual, Volume I, October
1990.

11**.** FEMA Manual 8600.3, Disaster Operations Manual, Volume II,
January 1991.

12\. FEMA Job Aid 9310.1-JA, Disaster Levels, Classifications, and
Conditions, June 1998.

13\. FEMA Overview 9345.1-VW, Action Tracking and Coordination, January
1999.

14\. FEMA Overview 9354.1-VW, Emergency Response Team (ERT), June 1998.

15\. FEMA Manual 9354.1-PR, Emergency Response Team (ERT), June 1998.

16\. FEMA Operations Guide 9360.1-FG, Emergency Support Team (EST),
April 1998.

17 FEMA Overview 9361.1-VW, Emergency Support Team (EST), April 1998.

18\. FEMA Overview 9362.1-VW, Regional Operations Center (ROC),
September 1998.

19\. Emergency Response Team Advance Element (ERT-A) Operations Manual,
Draft, January 2000.

20\. Emergency Response Team Advance Element (ERT-A) Overview, Draft,
January 2000.

21\. Emergency Rostering and Staffing Overview, Draft, January 1997.

22\. Emergency Support Team (EST) Initial Operations Job Aid, Draft,
March 1999.

23\. Emergency Support Team (EST) Operations Manual, Draft, March 1999.

24\. Emergency Teams Field Operations Guide, August 1999.

25\. Emergency Teams Handbook, July 1999.

26**.** Guidance Manual for Development of Disaster Operational and
Procedural Documentation, Draft, November 1996.

27\. Guidance Manual for DFOs and Field Facilities Overview, Draft,
March 1997.

28\. Guidelines for Using the FEMA Emergency Support Capability, January
1994.

29\. How to Process a Request for Procurement In Disaster Operations Job
Aid, Draft, July 1999.

30\. How to Process Mission Assignments Job Aid, Draft, July 1999.

31\. Information and Planning Section Operational System Description and
Standard Operating Procedures, Draft, April 1994.

32\. Initial Response Resources Commodities Operations Manual, Draft,
March 1998.

33\. Interim Standard Operating Procedures for the Management of Mission
Assignments, May 1994.

34\. Logistics Management Operations Manual, Draft, March 1998.

35\. Logistics Management Overview, Draft, March 1998.

36\. Mission Assignments Overview, Draft, July, 1998.

37\. Mission Assignments Standard Operating Procedures, Draft, January
2000.

38\. National Airborne Operations Center (NAOC) Overview, Draft,
February 1997.

39\. National Emergency Response Team (ERT-N) Overview, Draft, March
1998.

40\. National Emergency Response Team (ERT-N) Deployment Job Aid, Draft,
February 1998.

41\. Operations Management Operations Manual, Draft, January 2000.

42\. Operations Management Overview, Draft, January 2000.

43\. Regional Operations Center (ROC) Staff Operations Manual, Draft,
October 1998.

44\. Urban Search and Rescue (US&R) Incident Support Team (IST)
Operations Manual, Draft, January 2000.

appendix p

acronyms and abbreviations

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APPENDIX P

ACRONYMS AND ABBREVIATIONS

AF Air Force

AFR Air Force Regulation

AID Agency for International Development

ALCE Airlift Control Element

ALCS Airlift Control Squadron

ALD Available Load Date

ALS Advanced Life Support

AM Amplitude Modulation

AMC Air Mobility Command/Army Materiel Command

ANSI American National Standards Institute

BoO Base of Operations

BSI Base Support Installation

CCT Cardiac Care Technician

CDC Centers for Disease Control

CDRG Catastrophic Disaster Response Group

CFR Code of Federal Regulations

CH Channel

CINCFOR Commander-in-Chief, Forces Command

CINCTRANS Commander-in-Chief, Transportation Command

CONUSA Continental United States Army

DCO Defense Coordinating Officer

Dept Department

DFO Disaster Field Office

DMAT Disaster Medical Assistance Team

DMORT Disaster Mortuary Team

DMT

DoD Department of Defense

DOMS Directorate of Military Support

DOT Department of Transportation

EAD Earliest Arrival Date

EMA Emergency Management Agency

EMS Emergency Medical Services

EOC Emergency Operations Center

ERT Emergency Response Team

ERT-A Emergency Response Team, Advance Element

ESF Emergency Support Function

EST Emergency Support Team

FAX Facsimile

FCO Federal Coordinating Officer

FEMA Federal Emergency Management Agency

FIRESCOPE

FM Frequency Modulation

FNARS FEMA National Radio System

FOG Field Operations Guide

FRP Federal Response Plan

FY Fiscal Year

GIS Geographic Information System

GPLD Government Property Lost or Damaged

GSA General Services Administration

Haz Mat Hazardous Materials

HF High Frequency

HM Hazard Mitigation

IAP Incident Action Plan

IC Incident Commander

ICP Incident Command Post

ICS Incident Command System

ID Identification

INSARAG International Search and Rescue Advisory Group

IST Incident Support Team

JIC Joint Information Center

JIS Joint Information System

kHz Kilohertz

LAD Latest Arrival Date

MCC Movement Coordination Center

MHz Megahertz

MOA Memorandum of Agreement

Mob Center Mobilization Center

MRE Meal, Ready-to-eat

NAOC National Airborne Operations Center

NDMS National Disaster Medical System

NECC National Emergency Coordination Center

NEMIS National Emergency Management Information system

NFPA National Fire Protection Association

NIIMS National Interagency Incident Management System

OCHA Office for the Coordination of Humanitarian Affairs

OFDA Office of Foreign Disaster Assistance

OSHA Occupational Safety and Health Administration

PCF Patient Care Form

PHS Public Health Service

PIO Public Information Officer

POA Point of Arrival

POC Point of Contact

POD Point of Departure

Recon Reconnaissance

R&R Response and Recovery Directorate/Rest and Rehabilitation

RDD Required Delivery Date

RN Registered Nurse

ROC Regional Operations Center

RR-OP-ES Emergency Services Branch, Operations and Planning Division,
Response and Recovery Directorate

SAR Search and Rescue

SCO State Coordinating Officer

SHARES Shared Resources

TAC

TF Task Force

TFCC Task Force Control Center

TFL Task Force Leader

TPFDD Time-Phased Force Deployment Data

TPFDL Time-Phased Force Deployment List

ULN Unit Line Number

US&R Urban Search and Rescue

USAR United States Army Reserve

USC United States Code

USFS United States Forest Service

USGS United States Geological Survey

USPHS United States Public Health Service

USTRANSCOM United States Transportation Command

VHF Very High Frequency

www World Wide Web

appendix Q

glossary of terms

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+------------------------------+---------------------------------------+
| **APPENDIX Q**               |                                       |
|                              |                                       |
| **GLOSSARY OF TERMS**        |                                       |
+------------------------------+---------------------------------------+
| **Advisory**                 | Lowest level of notification, used to |
|                              | provide information only. An advisory |
|                              | is issued when conditions have the    |
|                              | potential to develop into a disaster. |
|                              | No action is expected of the task     |
|                              | force. Advisories provide a means for |
|                              | sharing information concerning        |
|                              | incidents, events, or response        |
|                              | activities being conducted by other   |
|                              | Federal departments and agencies that |
|                              | may or may not result in broader      |
|                              | Federal support.                      |
+------------------------------+---------------------------------------+
| **Affected Area**            | The area identified in the major      |
|                              | disaster declaration which is         |
|                              | eligible to receive disaster          |
|                              | assistance in accordance with the     |
|                              | provisions of Public Law 93-288. Also |
|                              | referred to as the designated area.   |
+------------------------------+---------------------------------------+
| **After-Action Debriefing    | Form used by the task force managers  |
| Form**                       | at the conclusion of a mission to     |
|                              | collect and categorize information.   |
|                              | The form can be used as the agenda    |
|                              | for the task force debriefing         |
|                              | conducted during the demobilization   |
|                              | phase and at the post-mission         |
|                              | critique conducted after returning    |
|                              | home                                  |
+------------------------------+---------------------------------------+
| **After-Action Report**      | Documentation of task force actions   |
|                              | and other pertinent information that  |
|                              | is assembled following the task       |
|                              | force's return to home agency.        |
+------------------------------+---------------------------------------+
| **AirLift Control Element    | DoD unit that provides command and    |
| (ALCE)**                     | control for all aircraft loading      |
|                              | operations. The ALCE interfaces       |
|                              | between the task force and the air    |
|                              | base to load all task force cache     |
|                              | items on the aircraft. The ALCE also  |
|                              | facilitates training and other        |
|                              | coordination activities during        |
|                              | non-emergency times. An ALCE is part  |
|                              | of an AirLift Control Squadron        |
|                              | (ALCS).                               |
+------------------------------+---------------------------------------+
| **Alert**                    | Second level of notification, used to |
|                              | notify task forces that a disaster    |
|                              | event is imminent or has occurred. An |
|                              | alert is issued to organizations that |
|                              | may be involved in response           |
|                              | operations.                           |
+------------------------------+---------------------------------------+
| **Air Mobility Command       | DoD command headquarters at Scott Air |
| (AMC)**                      | Force Base in Illinois. The AMC is    |
|                              | the Air Force airlift component       |
|                              | responsible for securing transport    |
|                              | for task forces and movement to the   |
|                              | affected area.                        |
+------------------------------+---------------------------------------+
| **Assembly point**           | Location designated by the sponsoring |
|                              | organization where task force members |
|                              | initially report after receiving      |
|                              | activation orders. The assembly point |
|                              | is a facility with sufficient room    |
|                              | for processing task force personnel   |
|                              | and assembling resources.             |
+------------------------------+---------------------------------------+
| **Base of Operations (BoO)** | On-site operational facility that is  |
|                              | set up close to the task force work   |
|                              | site to include: the task force       |
|                              | management element, medical           |
|                              | facilities, and security for          |
|                              | personnel and equipment.              |
+------------------------------+---------------------------------------+
| **Base Support Installation  | A term used by the military for an    |
| (BSI)**                      | installation close to a disaster area |
|                              | that provides marshaling, staging, or |
|                              | mobilization resources for the        |
|                              | disaster. Similar to mobilization     |
|                              | center in the US&R Program.           |
+------------------------------+---------------------------------------+
| **Cache**                    | A complement of tools, equipment, and |
|                              | supplies stored in a designated       |
|                              | location for deployment with a US&R   |
|                              | task force.                           |
+------------------------------+---------------------------------------+
| **Catastrophic Disaster      | Representatives from Federal agencies |
| Response Group (CDRG)**      | that have FRP responsibilities. The   |
|                              | CDRG\'s primary role is that of a     |
|                              | centralized, coordinating entity      |
|                              | available at the call of the          |
|                              | Chairperson. Its members have timely  |
|                              | access to the policy makers in their  |
|                              | respective parent organizations to    |
|                              | facilitate decisions on problem and   |
|                              | policy issues.                        |
+------------------------------+---------------------------------------+
| **Commander-In-Chief.        | DoD command responsible for air       |
| Transportation Command       | transportation. Also refer to         |
| (CINCTRANS)**                | USTRANSCOM.                           |
+------------------------------+---------------------------------------+
| **Civilian advisory          | Subject matter experts that will be   |
| support**                    | made available by FEMA to provide     |
|                              | technical advice to US&R components   |
|                              | during mission operations.            |
+------------------------------+---------------------------------------+
| **Clear text**               | An ICS term for use of plain language |
|                              | for radio communications.             |
+------------------------------+---------------------------------------+
| **Collapse hazard zone**     | The area established for the purpose  |
|                              | of controlling all access to the      |
|                              | immediate area of the collapse.       |
+------------------------------+---------------------------------------+
| **Continental United States  | DoD geographic division of the United |
| Army (CONUSA)**              | States into two areas to facilitate   |
|                              | the management of Army assets. The    |
|                              | two CONUSAs report to CINCFOR         |
|                              | (Commander-In-Chief, Forces Command). |
+------------------------------+---------------------------------------+
| **Defense Coordinating       | Federal official located at the DFO   |
| Officer (DCO)**              | reporting to the FCO who facilitates  |
|                              | State requests for DoD personnel and  |
|                              | supplies through the ESF              |
|                              | representatives. The DCO send all     |
|                              | requests to DOMS for execution.       |
+------------------------------+---------------------------------------+
| **Demobilization**           | The process used for the return of    |
|                              | excess response resources to their    |
|                              | POD and the conclusion of US&R        |
|                              | activities.                           |
+------------------------------+---------------------------------------+
| **Designated area**          | The area identified in the major      |
|                              | disaster declaration which is         |
|                              | eligible to receive disaster          |
|                              | assistance in accordance with the     |
|                              | provisions of Public Law 93-288. Also |
|                              | referred to as the affected area.     |
+------------------------------+---------------------------------------+
| **Disaster Field Office      | The temporary office established near |
| (DFO)**                      | the affected area from which FCO, the |
|                              | ERT, the State Coordinating Officer   |
|                              | (SCO), and regional response          |
|                              | organizations coordinate activities.  |
+------------------------------+---------------------------------------+
| **Disaster Medical           | The basic medical unit of the         |
| Assistance Team (DMAT)**     | National Disaster Medical System      |
|                              | (NDMS). All task force Medical Teams  |
|                              | will be registered as a               |
|                              | \"specialized\" DMAT with the U.S.    |
|                              | Public Health Services.               |
+------------------------------+---------------------------------------+
| **Directorate of Military    | DoD directorate located in the        |
| Support (DOMS)**             | Pentagon that is the executing agent  |
|                              | for the FRP.                          |
+------------------------------+---------------------------------------+
| **Department of Defense      | A branch of the Federal government    |
| (DoD)**                      | which is a support agency to ESF #9 - |
|                              | Urban Search and Rescue.              |
+------------------------------+---------------------------------------+
| **Department of              | Federal department which is a support |
| Transportation (DOT)**       | agency to ESF #9. DOT will provide    |
|                              | information on the condition of       |
|                              | airfields and ground transportation   |
|                              | routes. DoD, as a supporting agency,  |
|                              | will also provide transportation      |
|                              | support.                              |
+------------------------------+---------------------------------------+
| **Emergency signaling**      | Signals produced by aerosol horns on  |
|                              | the US&R work site to address         |
|                              | evacuation of the area, cease         |
|                              | operations, or quiet the area, and    |
|                              | resume operations. Refer to Appendix  |
|                              | I -- Task Force Communications        |
|                              | Procedures.                           |
+------------------------------+---------------------------------------+
| **Engagement/disengagement** | Procedures followed by a task force   |
|                              | when entering or leaving a specific   |
|                              | work site or assigned area.           |
+------------------------------+---------------------------------------+
| **Emergency Response Team    | An interagency team, consisting of    |
| (ERT)**                      | the lead representative from each     |
|                              | Federal agency assigned primary       |
|                              | responsibility for an ESF and key     |
|                              | members of the FCO staff. The ERT     |
|                              | provides a forum for coordinating the |
|                              | overall Federal response, reporting   |
|                              | on the conduct of specific            |
|                              | operations, exchanging information,   |
|                              | and resolving issues related to the   |
|                              | ESFs.                                 |
+------------------------------+---------------------------------------+
| **Emergency Response Team,   | An advance element of the ERT         |
| Advance Element (ERT-A)**    | dispatched by the affected FEMA       |
|                              | region to join State emergency        |
|                              | management personnel to coordinate    |
|                              | Federal assistance.                   |
+------------------------------+---------------------------------------+
| **Emergency Support Function | The ESFs support functions and other  |
| (ESF)**                      | response requirements. Annexes to the |
|                              | FRP outlining operational             |
|                              | responsibilities for Federal          |
|                              | agencies. ESF support is designed to  |
|                              | supplement State and local response   |
|                              | efforts.                              |
+------------------------------+---------------------------------------+
| **ESF #9**                   | US&R emergency support function       |
|                              | responsible for locating,             |
|                              | extricating, and providing initial    |
|                              | medical treatment to disaster victims |
|                              | and to conduct other life-saving      |
|                              | operations.                           |
+------------------------------+---------------------------------------+
| **ESF #9 Group (at the       | FEMA representatives at the DFO who   |
| DFO)**                       | coordinate State requests for US&R    |
|                              | assets. These individuals coordinate  |
|                              | with a State US&R counterpart who is  |
|                              | also located at the DFO. The ESF #9   |
|                              | Group sends requests to the IST who   |
|                              | directs the task forces to incident   |
|                              | locations.                            |
+------------------------------+---------------------------------------+
| **ESF #9 Program Officer**   | The individual at FEMA Headquarters   |
|                              | responsible for assessing requests    |
|                              | for the US&R task forces. The ESF #9  |
|                              | Program Officer coordinates closely   |
|                              | with the DOMS and the Public Health   |
|                              | Service to ensure that task forces    |
|                              | are deployed in a timely manner.      |
+------------------------------+---------------------------------------+
| **Emergency Support Team     | An interagency group operating from   |
| (EST)**                      | FEMA Headquarters. The EST oversees   |
|                              | the national-level response support   |
|                              | effort and coordinates activities     |
|                              | with the ESF primary and support      |
|                              | agencies. The EST serves as a         |
|                              | mechanism to bring to bear all        |
|                              | Federal authorities, resources,       |
|                              | capabilities, and expertise that can  |
|                              | contribute to an enhanced Federal     |
|                              | response capability.                  |
+------------------------------+---------------------------------------+
| **Equipment Cache List**     | The FEMA approved list of equipment   |
|                              | that a task force is required to      |
|                              | possess for operations. The list      |
|                              | represents the maximum equipment that |
|                              | should be carried by a task force.    |
+------------------------------+---------------------------------------+
| **Expendable property**      | The term used to identify items such  |
|                              | as small hand tools, gloves, saw      |
|                              | blades, batteries, etc., that may     |
|                              | normally be consumed or expended      |
|                              | during the course of a mission.       |
+------------------------------+---------------------------------------+
| **Federal Coordinating       | The senior Federal official appointed |
| Officer (FCO)**              | to coordinate the overall response    |
|                              | and recovery activities. The FCO      |
|                              | represents the President for the      |
|                              | purpose of coordinating the           |
|                              | administration of Federal relief      |
|                              | activities in the designated area.    |
+------------------------------+---------------------------------------+
| **FEMA Regional Action       | The individual, operating out of a    |
| Officer**                    | FEMA regional office, who routinely   |
|                              | coordinates with the respective       |
|                              | States within the region for US&R     |
|                              | program activities and during times   |
|                              | of mission deployment.                |
+------------------------------+---------------------------------------+
| **FEMA Regional Office**     | FEMA has divided the United States    |
|                              | into 10 separate regions and          |
|                              | established an office for each.       |
+------------------------------+---------------------------------------+
| **Field Operations Guide     | A pocketsize document that is carried |
| (FOG)**                      | in the field by US&R personnel. The   |
|                              | FOG provides instant access to        |
|                              | reference material such as            |
|                              | operational checklists, functional    |
|                              | procedures, emergency directives,     |
|                              | etc.                                  |
+------------------------------+---------------------------------------+
| **Federal Response Plan      | The Federal government\'s plan to     |
| (FRP)**                      | assist affected States and local      |
|                              | jurisdictions after a major disaster. |
|                              | The plan addresses the provisions of  |
|                              | commodities and services by grouping  |
|                              | potential response requirements into  |
|                              | twelve categories termed ESFs. 27     |
|                              | Federal departments and agencies are  |
|                              | signatories of the plan.              |
+------------------------------+---------------------------------------+
| **General Services           | The Federal agency responsible to     |
| Administration (GSA)**       | FEMA for providing on-site support to |
|                              | the US&R task forces for supplies     |
|                              | needed after the initial 72 hours of  |
|                              | operation.                            |
+------------------------------+---------------------------------------+
| **Incident Action Plan       | A document developed by the IST that  |
| (IAP)**                      | identifies incident objectives,       |
|                              | strategies and tactics, assigns       |
|                              | responsibilities, and has several     |
|                              | sub-plans attached including          |
|                              | communications, logistics, Medevac,   |
|                              | etc. IAPs are developed for each      |
|                              | operational period.                   |
+------------------------------+---------------------------------------+
| **Incident Command Post      | The location where the local          |
| (ICP)**                      | jurisdiction\'s primary command       |
|                              | functions are executed by the         |
|                              | Incident Commander and staff.         |
+------------------------------+---------------------------------------+
| **Incident Command System    | Common organizational structure with  |
| (ICS)**                      | capability of managing the assigned   |
|                              | resources in an effective manner. See |
|                              | NIIMS.                                |
+------------------------------+---------------------------------------+
| **ICS Form 205**             | Radio Communications Plan form for    |
|                              | use during mission operations.        |
+------------------------------+---------------------------------------+
| **Incident Commander (IC)**  | The local jurisdiction\'s person      |
|                              | responsible for the management of all |
|                              | incident operations.                  |
+------------------------------+---------------------------------------+
| **Incident Daily Briefing    | A form used by the TFL and management |
| Form**                       | staff as an agenda for conducting     |
|                              | planning sessions and briefings.      |
+------------------------------+---------------------------------------+
| **Incident stress            | A process for allowing personnel to   |
| management**                 | air their feelings and defuse         |
|                              | emotions related to stressful or      |
|                              | traumatic disaster-related incidents. |
+------------------------------+---------------------------------------+
| **Initial Task Force (TF)    | A form used by the TFL and management |
| Briefing Form**              | staff during the activation phase of  |
|                              | the response. The form highlights     |
|                              | pertinent information about the       |
|                              | event.                                |
+------------------------------+---------------------------------------+
| **International Search and   | A group of international Search and   |
| Rescue Advisory Group        | Rescue (SAR) specialists formed for   |
| (INSARAG)**                  | the purpose of advising the United    |
|                              | Nations Department of Humanitarian    |
|                              | Affairs on the development of         |
|                              | standards that will be adopted and    |
|                              | used by all international US&R task   |
|                              | forces.                               |
+------------------------------+---------------------------------------+
| **Incident Support Team      | A team of functional specialists who  |
| (IST)**                      | provide support, management, and      |
|                              | assistance to US&R task forces and    |
|                              | ESF #9 Group in the ERT.              |
+------------------------------+---------------------------------------+
| **Joint Information Center   | The physical location of PIOs and the |
| (JIC)**                      | core of the Joint Information System  |
|                              | (JIS).                                |
+------------------------------+---------------------------------------+
| **Joint Information System   | The system designed to facilitate the |
| (JIS)**                      | exchange of information. The JIS      |
|                              | creates a linkage among all PIOs on   |
|                              | the Federal, State, and local levels  |
|                              | and with the private sector, news     |
|                              | media, and other key offices.         |
+------------------------------+---------------------------------------+
| **Lessons learned**          | Critique information captured from    |
|                              | past experiences, documented, and     |
|                              | distributed in an effort to improve   |
|                              | program operations.                   |
+------------------------------+---------------------------------------+
| **Loadmaster**               | DoD individual responsible for        |
|                              | preparing the task force equipment,   |
|                              | supplies, and personnel during the    |
|                              | palletizing, loading, in-flight       |
|                              | logistics, and down-loading of the    |
|                              | aircraft.                             |
+------------------------------+---------------------------------------+
| **Local Jurisdiction**       | The affected locality that has the    |
|                              | responsibility for managing the       |
|                              | disaster within its borders.          |
+------------------------------+---------------------------------------+
| **Medical Team Fact Sheet**  | An informational sheet outlining the  |
|                              | capabilities and requirements of the  |
|                              | task force Medical Team.              |
+------------------------------+---------------------------------------+
| **Memorandum of Agreement    | The contract document between an      |
| (MOA)**                      | organization sponsoring a task force  |
|                              | and FEMA outlining all agreements and |
|                              | responsibilities.                     |
+------------------------------+---------------------------------------+
| **Mobilization**             | The process used by all               |
|                              | organizations, Federal, State, and    |
|                              | local, for activating, assembling,    |
|                              | and transporting resources requested. |
+------------------------------+---------------------------------------+
| **Mobilization center**      | A temporary facility near an affected |
|                              | area used to receive, process and     |
|                              | support task forces during the        |
|                              | mobilization and demobilization       |
|                              | phases of a mission.                  |
+------------------------------+---------------------------------------+
| **Mobilization time frame**  | The time in which a task force is     |
|                              | expected to assemble at the POD. Six  |
|                              | hours is the identified time frame.   |
+------------------------------+---------------------------------------+
| **Movement Coordination      | A group of representatives of Federal |
| Center (MCC)**               | agencies (ESF #4, DOT, DoD, and FEMA) |
|                              | within the EST Operations Section     |
|                              | that coordinates the movement of      |
|                              | Federal resources.                    |
+------------------------------+---------------------------------------+
| **National Disaster Medical  | A system under the U.S. Public Health |
| System (NDMS)**              | Service, which may be used during     |
|                              | disasters.\                           |
|                              | USPHS coordinates NDMS in conjunction |
|                              | with FEMA, DoD, and the Department of |
|                              | Veterans Affairs. The system DMATs    |
|                              | located strategically around the      |
|                              | country.                              |
+------------------------------+---------------------------------------+
| **National Emergency         | FEMA\'s office which provides         |
| Coordination Center (NECC)** | notification to FEMA Headquarters and |
|                              | regional responders of implementation |
|                              | of the plan and performs situation    |
|                              | monitoring, alerting, and activation. |
+------------------------------+---------------------------------------+
| **National Interagency       | An incident management system which   |
| Incident Management System   | consists of five major subsystems. A  |
| (NIIMS)**                    | total systems approach total risk     |
|                              | incident management. The subsystems   |
|                              | are the ICS, Training, Qualifications |
|                              | and Certification, Supporting         |
|                              | Technologies, and Publication         |
|                              | Management. See ICS.                  |
+------------------------------+---------------------------------------+
| **Non-expendable property**  | The term used to denote expensive,    |
|                              | accountable items such as generators, |
|                              | radios, power tools, technical        |
|                              | equipment, etc.                       |
+------------------------------+---------------------------------------+
| **National Urban Search and  | The task forces, ISTs, and other      |
| Rescue Response System**     | personnel and technical teams which   |
|                              | respond to disasters under the        |
|                              | direction of FEMA as Emergency        |
|                              | Support Function #9.                  |
+------------------------------+---------------------------------------+
| **Office of U.S. Foreign     | The Federal agency responsible for    |
| Disaster Assistance (OFDA)** | assisting FEMA in requesting          |
|                              | international assistance of US&R task |
|                              | forces through the United Nations     |
|                              | Department of Humanitarian Affairs.   |
+------------------------------+---------------------------------------+
| **On site**                  | Term used to refer to the operational |
|                              | area where a task force is assigned.  |
+------------------------------+---------------------------------------+
| **Operational checklist**    | A listing of considerations that the  |
|                              | identified user should address when   |
|                              | carrying out mission assignments.     |
|                              | Operational checklists have been      |
|                              | developed for all 18 positions that   |
|                              | comprise a task force.                |
+------------------------------+---------------------------------------+
| **Operational period**       | The time interval, usually 12-hours,  |
|                              | scheduled for execution of an IAP.    |
+------------------------------+---------------------------------------+
| **Operational procedures**   | Documents developed to address        |
|                              | strategies and tactics that a task    |
|                              | force may be required to address      |
|                              | during a mission.                     |
+------------------------------+---------------------------------------+
| **Operational work area**    | The area established by the task      |
|                              | force for controlling all activities  |
|                              | in the affected area. This area is    |
|                              | primarily used by the task force      |
|                              | personnel that support the rescue     |
|                              | activities and serves as a secure     |
|                              | area for staging resources.           |
+------------------------------+---------------------------------------+
| **Operations Chief**         | The position in the ICS that is       |
|                              | responsible for managing the overall  |
|                              | incident tactical operations.         |
+------------------------------+---------------------------------------+
| **Operations Manual**        | A document in the FEMA National US&R  |
|                              | Response System series that describes |
|                              | the operational processes used by     |
|                              | task forces. The document draws from  |
|                              | the FRP and includes standard         |
|                              | operating procedures.                 |
+------------------------------+---------------------------------------+
| **Patient Care Form (PCF)**  | A form used during the mission to     |
|                              | document medical information relating |
|                              | to a victim who receive treatment by  |
|                              | the task force Medical Team.          |
+------------------------------+---------------------------------------+
| **Personal property**        | The term used to denote items that    |
|                              | are taken on a mission by task force  |
|                              | personnel not provided by the         |
|                              | sponsoring organization.              |
+------------------------------+---------------------------------------+
| **Public Information Officer | An individual assigned responsibility |
| (PIO)**                      | for collecting and disseminating      |
|                              | information related to an incident.   |
|                              | The PIO coordinates all media         |
|                              | activities associated with the        |
|                              | incident.                             |
+------------------------------+---------------------------------------+
| **Point of Arrival (POA)**   | The location near the affected area,  |
|                              | where responding resources arrive.    |
|                              | The POA and mobilization center may   |
|                              | be the same location.                 |
+------------------------------+---------------------------------------+
| **Point of Contact (POC)**   | Designated official at the Federal,   |
|                              | State, and local levels who have the  |
|                              | primary responsibility for            |
|                              | notification, activation, and         |
|                              | acceptance reply for mobilization of  |
|                              | task forces.                          |
+------------------------------+---------------------------------------+
| **Point of Departure (POD)** | Designated location where a task      |
|                              | force reports for transport to an     |
|                              | incident.                             |
+------------------------------+---------------------------------------+
| **Post-mission critique**    | A meeting of the task force personnel |
|                              | assigned to a mission and occurs      |
|                              | within days after the return home.    |
|                              | The critique provides the opportunity |
|                              | for individuals to share experiences  |
|                              | and discuss lessons learned.          |
|                              | Information from the After-Action     |
|                              | Debriefing Form may be used in the    |
|                              | post-mission critique.                |
+------------------------------+---------------------------------------+
| **Primary agency**           | The Federal agency assigned principal |
|                              | responsibility to manage specific     |
|                              | ESFs. Primary agencies are designated |
|                              | on the basis of their having the most |
|                              | authority, resources, capabilities,   |
|                              | or expertise relative to              |
|                              | accomplishment of the specific ESF.   |
+------------------------------+---------------------------------------+
| **Property accountability    | A plan for tracking and managing task |
| system**                     | force tools, equipment, and supplies  |
|                              | during all phases of a mission.       |
+------------------------------+---------------------------------------+
| **Responder Information      | A form to list all necessary          |
| Sheet**                      | information on task force personnel.  |
+------------------------------+---------------------------------------+
| **Regional Operations Center | Serves as the initial POC for the     |
| (ROC)**                      | affected State, other Federal         |
|                              | agencies, and EST. The ROC ceases to  |
|                              | be a coordinating center once the DFO |
|                              | is established. The ROC is located at |
|                              | the FEMA regional office responsible  |
|                              | for the affected State or at a        |
|                              | location identified by the FEMA       |
|                              | regional staff.                       |
+------------------------------+---------------------------------------+
| **State Coordinating Officer | The person appointed by the Governor  |
| (SCO)**                      | of the affected State to coordinate   |
|                              | State and local response efforts with |
|                              | those of the Federal government.      |
+------------------------------+---------------------------------------+
| **Search assessment          | A distinct marking system used by     |
| marking**                    | task force personnel that denotes     |
|                              | information relating to the location  |
|                              | of victims. It is used in conjunction |
|                              | with the structural/hazard evaluation |
|                              | marking system.                       |
+------------------------------+---------------------------------------+
| **Self-sufficiency**         | The capability of a task force to     |
|                              | operate in a totally independent      |
|                              | fashion. The FEMA standard for        |
|                              | self-sufficient capability is for 72  |
|                              | hours.                                |
+------------------------------+---------------------------------------+
| **Site rehabilitation**      | Returning a building or grounds to    |
|                              | the original condition prior to task  |
|                              | force operations.                     |
+------------------------------+---------------------------------------+
| **Sponsoring organization**  | The entity that is responsible for    |
|                              | developing and managing all aspects   |
|                              | of a task force.                      |
+------------------------------+---------------------------------------+
| **Staging area**             | A designated area where incoming      |
|                              | resources report.                     |
+------------------------------+---------------------------------------+
| **Support agency**           | A Federal department designated to    |
|                              | assist a primary agency.              |
+------------------------------+---------------------------------------+
| **Task force**               | A tactical component of the FRP under |
|                              | ESF #9 - Urban Search and Rescue,     |
|                              | composed of 62 persons (refer to the  |
|                              | FEMA US&R Task Force Description      |
|                              | Manual).                              |
+------------------------------+---------------------------------------+
| **T-Card System**            | A resource tracking system using      |
|                              | different color cards displayed in a  |
|                              | folder or hanging rack.               |
+------------------------------+---------------------------------------+
| **TF**                       | Task force.                           |
+------------------------------+---------------------------------------+
| **TF Base of Operations      | A form to assist task force personnel |
| Locations Checklist**        | when selecting a location for set up  |
|                              | of their BoO.                         |
+------------------------------+---------------------------------------+
| **Task Force Control Center  | Central control point within the task |
| (TFCC)**                     | force Base of Operations used as a    |
|                              | focal point by the task force for     |
|                              | maintaining communications with       |
|                              | elements of the task force.           |
+------------------------------+---------------------------------------+
| **TFL\'s Mission Assignment  | A form for use by the TFL that        |
| Checklist**                  | identifies important information      |
|                              | during the initial briefing provided  |
|                              | by the local Incident Commander.      |
+------------------------------+---------------------------------------+
| **TF Medical Team Fact       | A form that summarizes the            |
| Sheet**                      | capabilities of the task force        |
|                              | Medical Team. This form can be used   |
|                              | when briefing the local officials.    |
+------------------------------+---------------------------------------+
| **TF Operations Report**     | A form to assist the Rescue Team      |
|                              | Manager or Squad Officer when         |
|                              | managing their resources or           |
|                              | documenting events.                   |
+------------------------------+---------------------------------------+
| **Time-Phased Force          | An electronic file that describes the |
| Deployment Data (TPFDD)**    | task force in terms of number of      |
|                              | personnel and equipment in weights    |
|                              | and cubic feet.                       |
+------------------------------+---------------------------------------+
| **United Nation's Office for | Entity located in Geneva, Switzerland |
| the Coordination of          | tasked with the overall               |
| Humanitarian Affairs         | responsibility for disseminating      |
| (OCHA)**                     | information and coordination of       |
|                              | international disaster relief         |
|                              | activities.                           |
+------------------------------+---------------------------------------+
| **U.S. Forest Service        | Federal agency that can be tasked by  |
| (USFS)**                     | GSA to set up and operate             |
|                              | mobilization centers. As a support    |
|                              | agency to ESF #9, the USFS may also   |
|                              | provide available aircraft,           |
|                              | personnel, and equipment.             |
+------------------------------+---------------------------------------+
| **U.S. Public Health Service | An agency within the Department of    |
| (USPHS)**                    | Health and Human Services.            |
+------------------------------+---------------------------------------+
| **U.S. Transportation        | DoD command which coordinates the     |
| Command (USTRANSCOM)**       | movement of air assets for moving     |
|                              | task forces.                          |
+------------------------------+---------------------------------------+
| **Urban Search and Rescue    | The term used to define the strategy, |
| (US&R)**                     | tactics, and operations for locating, |
|                              | providing medical treatment, and      |
|                              | extrication of entrapped victims.     |
+------------------------------+---------------------------------------+
| **US&R TF Fact Sheet**       | A form that summarizes the            |
|                              | composition, capabilities and         |
|                              | limitations, and support requirements |
|                              | of a FEMA US&R task force. Used by    |
|                              | the TFL when briefing local           |
|                              | officials.                            |
+------------------------------+---------------------------------------+
| **USAR**                     | The term used to identify the United  |
|                              | States Army Reserve.                  |
+------------------------------+---------------------------------------+

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appendix r

contact information and rosters

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appendix s

schedules, calendars, and timelines

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appendix t

facilities and equipment

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height="0.7152777777777778in"}

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appendix u

maps, directions, and charts

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height="0.9131944444444444in"}

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appendix v

job aids and other support information

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height="0.7201388888888889in"}

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