Joint Field Office Activation and Operations 
Interagency Integrated Standard Operating Procedure 

Appendixes and Annexes Version 8.3 Interim Approval April 2006 
Table of Contents 

Appendix 1:  List of Acronyms...................................................................................................................................1

Appendix 2:  References............................................................................................................................................11

Annex A:  Roles and Responsibilities.......................................................................................................................12

1.0 National Responsibilities ................................................................................................................................................ 12

2.0 Regional Responsibilities................................................................................................................................................ 13

Annex B: Administrative Reports...........................................................................................................................15
Tab 1 to Annex B:  Financial Report Template......................................................................................................................... 15
Tab 2 to Annex B:  Closeout Report.......................................................................................................................................... 16
Tab 3 to Annex B:  After-Action and Lessons Learned (Hotwash) Report (LLR) .................................................................... 17
Tab 4 to Annex B:  SecretarysRemedial Action Management Program (SEC RAMP) AAR Format.....................................22

Annex C:  Operations................................................................................................................................................23

1.0 Principles for Building Interagency Coordination........................................................................................................... 23

2.0 The JFO Coordination and Support Cycle ...................................................................................................................... 26
Tab 1 to Annex C:  Decisionmaking Process ............................................................................................................................ 43
Tab 2 to Annex C:  CP Cover Sheet .......................................................................................................................................... 46
Tab 3 to Annex C:  Coordination Objectives............................................................................................................................. 47
Tab 4 to Annex C:  Assignment List ......................................................................................................................................... 48
Tab 5 to Annex C:  Assignment List Attachment...................................................................................................................... 49
Tab 6 to Annex C:  ICS-209-JFO, Coordination Status Summary ............................................................................................ 50

Annex D:  Logistical Requirements .........................................................................................................................59

1.0 Joint Field Office Logistics Requirements (conceptual) ................................................................................................. 59

2.0 Scenario One: Type I (Major) Disaster .......................................................................................................................... 62

3.0 Scenario Two: Type II Heightened Threat of Terrorism w/out WMD........................................................................... 63

4.0 Scenario Three: Type I Heightened Threat of Terrorism w/ WMD ............................................................................... 64

5.0 Scenario Four: Type I Federal-to-Federal Support (Spill of National Significance)......................................................65

6.0 Scenario Five: Type III Federal-to-Federal Support (Chemical Release Accident) ....................................................... 66

7.0 JFO Size Requirements Estimation Worksheet............................................................................................................... 67
Tab 1 to Annex D:  Pre-deployment Conference Call Checklist ............................................................................................... 68
Tab 2 to Annex D:  PFO Go Kit Footprint ................................................................................................................................ 69
Tab 3 to Annex D:  DHS/NOC Go Kit Footprint ...................................................................................................................... 70

Annex E: Communications and Information Sharing...........................................................................................71

1.0 Purpose and Scope .......................................................................................................................................................... 71

2.0 Intra-JFO Communications.............................................................................................................................................71

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3.0 External Communications...............................................................................................................................................74

4.0 Threat Monitoring and Initial Incident Assessment ........................................................................................................ 75

5.0 Daily Production ............................................................................................................................................................. 75

6.0 Secure Video Teleconferences (SVTCs)......................................................................................................................... 76

7.0 Situation Unit Watch Rotations ...................................................................................................................................... 77

8.0 Logs ................................................................................................................................................................................ 77
Tab 1 to Annex E:  JFO Battle Rhythm Timeline .................................................................................................................. 78
Tab 2 to Annex E:  Initial Situation Report (SITREP) .............................................................................................................. 79
Tab 3 to Annex E:  Situation Reports........................................................................................................................................ 80
Tab 4 to Annex E:  Urgent Situation (Spot) Reports ................................................................................................................. 90
Tab 5 to Annex E:  Threat Situation Report .............................................................................................................................. 91
Tab 6 to Annex E:  HSIN-JFOnet Technical Data..................................................................................................................... 94
Tab 7 to Annex E:  Template JFO Information-Sharing Plan.................................................................................................... 95

Annex F: Security Procedures...............................................................................................................................106
Tab 1 to Annex F:  SOP for Information Classification and Handling .................................................................................... 107
Tab 2 to Annex F:  SOP for Verification of NSCI Clearances ................................................................................................ 121
Tab 3 to Annex F:  SOP for Emergency Disclosure of NSCI..................................................................................................122
Tab 4 to Annex F:  SOP for SCI/SCIF Operation.................................................................................................................... 124
Tab 5 to Annex F:  Template Physical and Information Security Plan....................................................................................144
Tab 6 to Annex F:  SOP for SBU Information Handling......................................................................................................... 145

Annex G:  Principal Federal Official .....................................................................................................................149

1.0 Alert and Designation ................................................................................................................................................... 149

2.0 Roles and Responsibilities ............................................................................................................................................ 149

3.0 Concept of Operations .................................................................................................................................................. 150

4.0 Logistical Requirements ............................................................................................................................................... 163

5.0 Administration and Logistics ........................................................................................................................................ 165
Tab 1 to Annex G:  Reports/Scheduled Events........................................................................................................................ 168
Tab 2 to Annex G:  Mission Points of Contact........................................................................................................................169
Tab 3 to Annex G:  Weather.................................................................................................................................................... 170
Tab 4 to Annex G:  Request for Information........................................................................................................................... 171
Tab 5 to Annex G:  Communications Tracking Log................................................................................................................ 172
Tab 6 to Annex G:  Attendance Tracking Log......................................................................................................................... 173
Tab 7 to Annex G:  Requests for Information Tracking Log...................................................................................................174
Tab 8 to Annex G:  Financial Information............................................................................................................................... 175
Tab 9 to Annex G:  Domestic Emergency Support Team (DEST) .......................................................................................... 176

Annex H: Joint Field Office Organization............................................................................................................177

Tab 1 to Annex H:  Sample JFO Organization for Natural Disasters ...................................................................................... 177

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Tab 2 to Annex H:  Sample JFO Organization for Terrorism Incidents .................................................................................. 178
Tab 3 to Annex H:  Sample JFO Organization for Federal-to-Federal Support....................................................................... 179
Tab 4 to Annex H:  Sample JFO Organization for National Special Security Events ............................................................. 180

Annex I: Joint Information Center .......................................................................................................................181

Annex J:  JFO Exercise Evaluation Guidelines ....................................................................................................182

Annex K:  Communications Unit ...........................................................................................................................195

1.0 Introduction................................................................................................................................................................... 195

2.0 Communications Unit ................................................................................................................................................... 195

3.0 Roles and Responsibilities ............................................................................................................................................ 198

4.0 Concept of Operations .................................................................................................................................................. 205
Tab 1 to Annex K:  Communications Unit Staffing Patterns................................................................................................... 214
Tab 2 to Annex K:  Communications Unit Organization Chart............................................................................................... 215
Tab 3 to Annex K:  CommunicationsRequirements Process Using TIMACS........................................................................216
Tab 4 to Annex K: Spectrum Management ............................................................................................................................ 217
Tab 5 to Annex K:  Communications Unit Toolkit ................................................................................................................. 225

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Appendix 1: List of Acronyms 

AAR  After-Action Report  
AC/IC  Area Command/Incident Command  
ADP  Automatic Data Processing  
AFO  Area Field Office  
Air Ops  Air Operations Branch Director  
ASIA  Assistant Secretary for Information Analysis  
BPA  Blanket Purchase Agreement  
CBP  Customs and Border Protection  
CBRNE  Chemical/Biological/Radiological/Nuclear/Explosive  
CFO  Chief Financial Officer  
CIA  Central Intelligence Agency  
CI/KR  Critical Infrastructure/Key Resources  
CIO  Chief Information Officer  
COA  Course of Action  
COML  Communications Unit Leader  
CONOPS  Concept of Operations  
COOP  Continuity of Operations Plan  
CPSD  Contingency Planning and Support Division  
CRCL  DHS Office of Civil Rights and Civil Liberties  
CSA  Cognizant Security Authority  
CUL  Cost Unit Leader  
CVS  Clearance Verification System  

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DAN Document Accountability Number DCE Defense Coordinating Element DCID Director of Central Intelligence Directive DCN Document Control Number DCO Defense Coordinating Officer DCS Defense Courier Service DEST Domestic Emergency Support Team DFO Disaster Field Office DHS Department of Homeland Security DISC Disaster Information Systems Clearinghouse DMAT Disaster Medical Assistance Team DMORT Disaster Mortuary Operational Response Team DOB Date of Birth DOD Department of Defense DOJ Department of Justice DOM Disaster Operations Manual DPMU Disaster/Deployable Portable Morgue Unit DRC Disaster Recovery Center DREC Deputy Regional Emergency Coordinator DRF Disaster Relief Fund DRG Disaster Readiness Group DRM Disaster Recovery Manager DSAT DHS Situational Awareness Team DSCA Defense Support of Civilian Authorities 
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DSEN Drug Enforcement Agency Sensitive DSO Disaster Safety Officer DT Development Team DTRIM Domestic Threat Response and Incident Management Policy Coordination 
PCC Committee DUL Documentation Unit Leader EAP Emergency Action Plan EC Emergency Coordinator EOC Emergency Operations Center EMI Emergency Management Institute (FEMA) EPA Environmental Protection Agency EPL Evaluated Products List ERT Emergency Response Team ERT-A Emergency Response TeamAdvance Element ERT-N National Emergency Response Team ESF Emergency Support Function ESFLG Emergency Support Function Leadership Group FAA Federal Aviation Administration FAC Family Assistance Center FAMS Federal Air Marshals Service FAR Federal Acquisition Regulations FBI Federal Bureau of Investigation FCO Federal Coordinating Officer FECC Federal Emergency Communications Coordinator 
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FEMA Federal Emergency Management Agency FOC Full Operating Capability FOUO For Official Use Only FPS Federal Protective Service FRC Federal Resource Coordinator FSC Finance/Admin Section Chief GAR Governors Authorized Representative GSA General Services Administration GSAR General Services Administration Acquisition Regulations HHS Department of Health and Human Services HSC Homeland Security Council HSIN Homeland Security Information Network HSIR Homeland Security Intelligence Report HSOMB Homeland Security Operations Morning Brief HSPD Homeland Security Presidential Directive IA DHS Office of Intelligence and Analysis IAC Incident Advisory Council IC Incident Command ICC Incident Communications Center ICE Immigration and Customs Enforcement ICEPP Incident Communications Emergency Policy and Procedures ICP Incident Command Post ICS Incident Command System IDP Immediate Deployment Plan 
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IDS Intrusion Detection System IMSURT International Medical Surgical Response Team IO Information Officer IOC Initial Operating Capability IP DHS Office of Infrastructure Protection IR Infrared IT Information Technology JFO Joint Field Office JFO CG Joint Field Office Coordination Group JIC Joint Information Center JIS Joint Information System JOC Joint Operations Center JPAS Joint Personnel Adjudication System JRIES Joint Regional Information Exchange System JTF Joint Task Force JTTF Joint Terrorism Task Force JRIES Joint Regional Information Exchange System LES Law Enforcement Sensitive LIMDIS Limited Distribution LLR Lessons Learned (Hot Wash) Report LNO Liaison Officer LOU Limited Official Use LSC Logistics Section Chief MACC Multiagency Command Center 
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MCRC Message Center/Switchboard Operator/Receptionist  MERS Mobile Emergency Response Support MHAT Medical Health Advisory Team MNAT Medical Needs Assessment Team MOA Memorandum of Agreement MOB Mobile Operations Branch MOU Memorandum of Understanding MST Management Support Team NCR National Capital Region NCTC National Counterterrorism Center NGA National Geospatial Intelligence Agency NGO Nongovernmental Organization NICC National Infrastructure Coordinating Center NICCL National Incident Communications Conference Line NIMS National Incident Management System NISPOM National Industrial Security Program Operating Manual NMRT National Medical Response Team NOC National Operations Center NRCC National Response Coordination Center NRP National Response Plan NSA National Security Agency NSI Classified National Security Information NSSE National Special Security Event NVRT National Veterinary Response Team 
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OCONUS Outside the Continental United States OE Organizational Element OPA Office of Public Affairs OSC Operations Section Chief OSLGC Office of State and Local Government Coordination  OUO Official Use Only PA Public Affairs PAO Public Affairs Office/Officer PCII Protected Critical Infrastructure Information PDA Personal Digital Assistant PDA Preliminary Damage Assessment PDD Presidential Decision Directive PDS Practice Dangerous to Security PED Portable Electronic Device PFO Principal Federal Official POB Place of Birth POE Projected Operating Environment PROPIN Proprietary Information PSC Planning Section Chief RA Regional Administrator REC Regional Emergency Coordinator RF Radio Frequency RFA Request for Assistance RFI Request for Information 
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RISC Regional Interagency Steering Committee RMD Risk Management Division RNA Rapid Needs Assessment (Team) ROC Required Operating Capability RON Rest Overnight RRCC Regional Response Coordination Center RRR Readiness, Response and Recovery RUL Resource Unit Leader S&T Science and Technology SAAR Secretarys After Action Report SAC Special Agent in Charge (FBI) SAIC Special Agent in Charge (USSS) SBU Sensitive but Unclassified SC Safety Coordinator SCI Sensitive Compartmented Information SCIF Sensitive Compartmented Information Facility SCO State Coordinating Officer SEC RAMP Secretarys Remedial Action Management Program SERT Secretarys Emergency Response Team (HHS) SFLEO Senior Federal Law Enforcement Official SFO Senior Federal Official SGI Safeguards Information SIOC Strategic Information and Operations Center (FBI) SITREP Situation Report 
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SMB Secretarys Morning Brief SME Subject Matter Expert SO Security Officer SOIC Senior Official of the Intelligence Community SOP Standard Operating Procedure SPOTREP Spot Report SPSCIF Semi-Permanent Sensitive Compartmented Information Facility SSI Sensitive Security Information SSN Social Security Number SSO Special Security Officer STE Secure Telephone Equipment STU Secure Telephone Unit SUL Situation Unit Leader SVTC Secure Video Teleconference SWO Senior Watch Officer TAIS Telecommunications and Automated Information Systems TIMACS Telecommunications Information Management and Control System TLC Territory Logistics Center TSA Transportation Security Administration TSC Terrorist Screening Center TSCA Top Secret Control Account TSCM Technical Surveillance Countermeasures TSCO Top Secret Control Officer TS/SCI Top Secret/Sensitive Compartmented Information 
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TSWA Temporary Secure Working Area UC Unified Command UCNI Unclassified Controlled Nuclear Information USACE United States Army Corps of Engineers USCG United States Coast Guard USSOCOM US Special Operations Command USSS United States Secret Service VMAT Veterinary Medical Assistance Team WMD Weapons of Mass Destruction WMO (DHS) Wireless Management Office 
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Appendix 2: References 
 
DEST Memorandum of Understanding (MOU) between DHS and FBI  

 
Homeland Security Act of 2002 

 
National Operational Center (NOC) SOP 

 
Homeland Security Presidential Directive-5 

 
Homeland Security Presidential Directive-7 

 
Homeland Security Presidential Directive-12  

 
Incident Advisory Council (IAC) SOP 

 
National Incident Management System (NIMS) 

 
National Response Plan (NRP) 

 
Presidential Decision Directive-39 

 
Presidential Decision Directive-62 

 
Robert T. Stafford Disaster Relief and Emergency Assistance Act 


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Annex A:  Roles and Responsibilities 
1.0 National Responsibilities 
1.1 Type III Expeditionary JFO Development Team. 
To facilitate the development of the planned Type III Expeditionary JFOs for each high-threat or regional area, an Expeditionary JFO Development Team (DT) will be established.  Although to devising a carefully crafted, long-term Required Operating Capability (ROC)/ Projected Operating Environment (POE) document or regional employment concept will be a long-term initiative, DHS/FEMA regions should immediately consider interim or bridging concepts to deliver a more "Expeditionary" capability for JFOs should the need arise before the deliberate planning process can be completed   
The DT will be co-chaired by DHS/FEMA and DHS/USCG.  Membership of the team will include appropriate representatives from the Federal Bureau of Investigations, Department of Health and Human Services, and all DHS field elements.  DHS/FEMA and DHS/USCG will coordinate general oversight and guidance throughout the process, ensuring that the years of experience and existing assets utilized in the development of DFOs and Incident Command Posts are carefully integrated into the Expeditionary JFO development process.  DHS will share relevant JFO pre-planning information through established channels, including through the Regional Interagency Steering Committees (RISCs) and the national ESF Leadership Group (ESFLG), with other NRP agencies and seek their input as appropriate.  

1.2 Expeditionary JFO Development Team Taskings 
1.2.1 Develop an Expeditionary JFO Required Operating Capability (ROC) and Projected Operating Environment (POE) consistent with: 
	
The JFO SOP 


	
Threat environment 

	
Demographics 


	
The Homeland Security Councils report, The Federal Response to Hurricane Katrina: Lessons Learned 

	
Capable of Type III initial operating capability (only); 

	
Capable of being self-supporting for up to three weeks; and  

	
Capable of operating in austere environments with minimal functioning infrastructure. 


1.2.2 Develop an Expeditionary JFO Employment Strategy consistent with: 
	
Regional JFO Development Team inputs (see section 2.0 to this Annex) 

	
The JFO SOP 

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Threat environment 

	
Demographics 


	
Existing political structure 

	
Level of local and State readiness and operational systems 

	
Existing regional Federal structure; and 

	
Locations to stage the Expeditionary JFO so as to be deployable and functioning within 12 hours of deployment notification from any RRCC. 


1.2.3 Develop an Expeditionary JFO staffing plan, consistent with the Expeditionary JFO ROC/POE, supporting all organizational elements of an initial operating capability Type III Expeditionary JFO.  These plans should identify the organizations or representatives from the appropriate DHS elements needed to maintain the Expeditionary JFO readiness posture once established for each region. 



2.0 Regional Responsibilities 
2.1 JFO Developmental Organizations. To facilitate the development of future JFOs and other DHS facilities for each high-threat or regional area, a JFO DT will be established immediately upon approval of this SOP.  JFO DTs are intended to ensure that DHS can meet its intended timeframes for establishing JFOs and deploying Expeditionary JFOs (rather than based on threat streams, etc.) for all areas deemed by the JFO DT to be risk for an Incident of National Significance or other incident requiring a coordinated Federal response.   
These teams will be co-chaired by the appropriate DHS/FEMA regional office, DHS/USSS field office, and/or FBI field office.  Membership of the team will include all DHS field elements within the defined urban threat area or regional area.  DHS/FEMA will coordinate general oversight and guidance throughout the process, ensuring that the years of experience and existing assets utilized in the development of DFOs are carefully integrated into the JFO developmental process.  The Under Secretary for Preparedness will assign organizational responsibility to the appropriate DHS/FEMA elements to ensure oversight of the process. 
2.2 Regional JFO Development Team Taskings 
2.2.1 Develop a JFO Strategy consistent with: 
	
JFO SOP 


	
NSSE requirements 

	
Threat environment 

	
Demographics 


	
Existing political structure 

	
Level of local and State readiness and operational systems 

	
Existing regional Federal structure; and 

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The Expeditionary JFO ROC/POE and Expeditionary JFO Strategy (see section 1 to this Annex, above). 


2.2.2 Develop JFO staffing plans, consistent with the JFO SOP, supporting all organizational elements of a fully functional JFO for the specific regional area, including the Expeditionary JFO and/or AFO when those capabilities are established.   
Expeditionary staffing plans should identify the organizations or representatives from the appropriate DHS elements needed to maintain the JFO readiness posture once established for each region or urban threat area.  AFO staffing plans should identify the logistical capabilities required to simultaneously support four JFOs and three AFOs across two regions. 
1.2.3 
Support the National Expeditionary Development Team. In addition to managing its own potential JFO deployments, each regional DT should support the development of the Expeditionary JFO ROC/POE. 

2.2.4 
Develop an Expeditionary JFO IDP. In addition to pre-identification of non-expeditionary facilities, each regional DT should develop an Expeditionary JFO Immediate Deployment Plan (IDP) to support any activation resulting from a no-notice threat or actual incident. This plan should be activated/implemented in the event of a WMD incident and in the absence of an available functional site. It would provide a critical action plan that provides Federal, State, local, and private-sector contacts with those organizations that have previously agreed to support the use of the Expeditionary JFO capability. 


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Annex B: Administrative Reports Tab 1 to Annex B: Financial Report Template 
[RESERVED] 
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Tab 2 to Annex B: Closeout Report 
[RESERVED] 
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Tab 3 to Annex B: After-Action and Lessons Learned (Hotwash) Report (LLR) 
1.0 General The After-Action Report is a narrative summary of the operations, contingency response, or exercise. An AAR may contain specific associated lesson(s) learned and primarily:  
	
Summarizes JFO operations or exercises,  

	
Assesses how well the NRPs objectives were accomplished, and  

	
Documents major lessons learned for follow-up action, including action by the 
Secretary of Homeland Security through the SEC RAMP.  



The Planning Section Chief is responsible for initiating the AAR/LLR process prior to demobilization of the Planning Section.  The PFO/FRC/FCO, as appropriate, is responsible for overseeing the AAR/LLR process in a manner to comply with the deadline. 
The Lessons Learned (Smart Practice) Report is a standalone record that documents specific issues, problem areas, best practices, and work-arounds pertaining to operations, contingency response, or exercises. Each lesson learned should be prepared so that it does not rely on another part of the document (AAR/LLR) for clarification.  The AAR for the JFO does not replace separate agency after-action processes.  The JFO AAR may be integrated into agency-specific after-action systems.  AARs/LLRs pertaining to the JFO established for a NSSE will address only the JFO and NRP aspects of the operation. 
2.0 
Objective The objective of the JFO AAR/LLR process is to provide an assessment of JFO effectiveness during the incident response or exercise.  It includes a brief mission description and significant events, discussion of interoperability with other organizations, and recommendations.  It may identify areas for improvement in homeland security doctrine (i.e., policy, procedures, plans, and tactics) and training. Individual lessons learned may be attached to the AAR, providing a more comprehensive picture of the response or exercise.  Individual LLRs are used to describe a better way of accomplishing a task or overcoming a problem, describe a successful action that should be noted for future contingencies, describe a problem encountered and the action the participants took to bypass or alleviate that problem, or document an issue that was encountered for which no solution was found. 

3.0 
Requirements for Submission The JFO AAR/LLR should be completed and forwarded to arrive at the DHS/Preparedness Directorate within 60 days of JFO stand-down and should be in the format outlined below.  

4.0 
AAR Format 


4.1 Identifying Information 
This section provides standard information to index and identify the report and document 
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submission of the AAR.  
4.1.1 Incident Name 
This is the name given to the operation, response, or exercise, such as Desert Storm, Positive Response Y2K, Exxon Valdez, Hurricane Andrew, etc.  
4.1.2 Type of Incident 
This is the specific NRP incident criterion which caused the implementation of the NRP and JFO. 
4.1.3 Point of Contact 
Name of person and home organization of the person submitting the AAR.  
4.1.4 Expenditures 

Actual expenses made through the JFO against all applicable NRP-activated funds.  
4.2 Executive Summary 
This section should contain a concise summary of JFO and NRP-related strategic and operational highlights while addressing areas for improvement in effectiveness, efficiency, coordination, and interoperability. 
4.3 JFO Coordination and Support Operations 
This section should be used to discuss specific JFO and NRP operational issues in the following areas: 
4.3.1 Command Center Interoperability, Communication, and Information 
(essentially C3I) 

4.3.2 Intelligence Issues (threat assessment, vulnerability evaluation, consequence assessment, integrated risk-based decision making, quality and capability of dissemination of information); 
4.3.3 Coordination Planning Issues and Activities (coordination cycle 
implementation, support operations, coordination activities);  

4.3.4 Security Issues (information classification and handling, physical security, badging and access control, emergency disclosure, operation of SCIFs);  
4.3.5 National Response Plan Issues (deriving from the NRP itself); and 
4.3.6 Statistical Data such as support assets provided, JFO-related aircraft 
sorties/hours, and law enforcement activities.   

4.4 JFO Support 
This section should address specific JFO support issues such as planning documents and 
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SOPs, personnel requirements, logistics/supplies requirements, financial issues, legal issues, and external affairs (including media affairs) items.  
4.5 NRP and JFO Objectives and Major Lessons Learned 
This section should address how well the NRP and JFO objectives were met during the operation, response, or exercise. 
4.6 Limitations and Accidents 
This section should detail any factor that limited full accomplishment of NRP and JFO objectives and should detail any JFO-related accidents, injuries, or deaths.  
4.7 Participants 
This section should identify the coordinating entities involved in JFO operations.   
5.0 LLR Format 
5.1 Incident Name 
This is the name given to the operation, response, or exercise, such as Desert Storm, Positive Response Y2K, Exxon Valdez, Hurricane Andrew, etc. 
5.2 LLR Identifying Information 
The identifying information associated with each lesson learned is very important for retrieving lessons learned by a number of categories.  See the QUICK HITTER Lessons Learned Capture Worksheet at the end of this tab. 
5.2.1 Lesson Learned Title 
This is not the same as the event name.  It should be something that can be easily 
recognizable as the main theme of the lesson learned.  
5.2.2 Recommended Action 
This should be a short description of what the author has concluded should be done as follow-on action. If the lesson learned contains a recommendation for follow-on action, then the author should so indicate here. If action was recommended and has since been taken, then no further action should be noted.  If the lesson learned requires no action, then it should be characterized as for information only.  
5.2.3 Observation Capture Date(s) 
This should record the date(s) on which the lesson learned was observed in the field or at the JFO. 
5.2.4 Type of Incident 
Choose the contingency that was supported during the event.  
5.2.5 NRP or ICS Category 
Choose the NIMS ICS position or function from the LLR Worksheet on page 22 that 
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would most likely deal with the theme of the lesson learned.  The NRP and NIMS are good references for deciding the best NRP category or ICS position to choose.  
5.2.6 Plan Component 
This category helps define the lesson learned in the context of what component of a plan (if any) was being exercised or executed when the lesson learned observation was made.  
5.2.7 Recommended Action Area 
Choose what area is the best place to implement the recommendation of the lesson learned.  This is especially important because it places the lesson learned in the context of how best to improve performance, prevention, plans, and policy, which is one of the primary reasons for collecting and disseminating lessons learned.  
5.3 Observation 
Should contain a brief factual statement of the observed success or problem.  Statement can be (1) positive about something done exceptionally well or about procedures used that should be shared, or (2) negative about something that happened that should not have occurred or something that did not occur but should have.  
5.4 Discussion 
Should amplify the success or problem described in the observation.  Should answer the questions Who, What, When, Where, Why, and How.  
5.5 Lesson Learned (Smart Practice) 
Should contain information on the positive action taken to generate success or the action that should be taken to avoid or alleviate or work around a problem.  
5.6 Recommendation 
Should contain a statement of how to repeat the success or permanently correct the problem and who should make the correction.  The recommendation could result in a requirement for new or modified publication, procuring new equipment, changing force structure, revising command relationships, or improving training.  
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Joint Field Office QUICK HITTER Lessons Learned Capture Worksheet  
Topic  Date Observed / Lesson Captured  


Type of Incident:  
Recommended Action:  
. Follow-on Action needed  . Information Only  
. Follow-on Action completed  . Other Recommended Action  
. Smart Practice  
NRP or NIMS ICS Category:  
. JFO Coordination Group  . JFO Logistics Section  . NRP ESF Annexes  
. PFO / FCO / FRC / FC  . JFO Finance / Admin Section  . NRP Incident Annexes  
. PFO Support Staff  . JFO Joint Information Center  . NOC Interface  
. JFO Coordination Staff  . JFO Security  . Command Posts  
. JFO Operations Section  . NRP Base Plan  . Other Category  
. JFO Planning Section  . NRP Support Annexes  
Relevant Plan or SOP Component  
Plan  Component  


Observation. A brief factual statement of the observed success or problem; can be (1) positive about something done exceptionally well or procedures used that should be shared, or (2) negative about something that happened that should not have occurred or something that did not occur but should have.   
Discussion.  Amplify the success or problem described in the observation; answer the questions Who, What, When, Where, Why, and How.   
Lesson Learned (Smart Practice). Information about the positive action taken to generate success or the action that should be taken to avoid, alleviate, or work around a problem.   
Recommendation.  A statement of how to repeat the success or permanently correct the problem, who should make the correction, and the area in which it should be made.  The recommendation could result in a requirement for new or modified publication, procuring new equipment, changing personnel structure, revising command relationships, or improving training.   

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Tab 4 to Annex B: Secretarys Remedial Action Management Program (SEC RAMP) AAR Format 
[RESERVED] 
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Annex C: Operations 
1.0 Principles for Building Interagency Coordination 
Interagency coordination and cooperation is critical to effective and efficient operations to preempt or mitigate natural or man-made disasters.  It is imperative that representatives of agencies with diverse capabilities synchronize their efforts through the application of basic teaming principles.  These principles, shown below, support a systematic methodology toward building a homogeneous effort at all levels of government.  
1.1 Define the Problem in Clear and Unambiguous Terms Agreed to by All 
Differences in individual assumptions and organizational perspectives can often limit clear understanding of the problem.  Representatives from each major group of agencies, departments, and organizationsto include the on-scene Incident Command agencies should be involved in all levels of coordination planning from the outset.  These representatives are especially important in order to achieve unity of effort during this problem definition phase; early development of options for interagency consideration is very important.  Not all agencies and individuals clearly distinguish in the same way between wide-area operational coordination and incident command-and-control or oversight.  Defining the problem that the JFO solves should involve extensive focus on the difference between wide-area operational coordination and command-and-control over the incident itself. 
1.2 Define the Objectives 
Within the context of interagency operations, decision makers in the JFO Coordination Group should seek clearly defined and attainable objectives, a concrete end state, and exit criteria. Successful interagency coordination is essential to achieve these goals and the development of accurate and timely assessments.  Such definition allows application of resources of the most appropriate agency(s).  Not all agencies will necessarily understand or agree to the need to clearly define the objective with urgency or specificity.  Complications can arise because each agency has its own perspective, capabilities, and culture.  This diversity is the strength and not the weakness of the interagency coordination process.  While there may be disagreement about solutions, the differences provide a broad range of options that can be applied. 
1.3 Operations Drive at Tactical Level; Logistics, Situation, and 
Planning Drive at Strategic Level

At the field or tactical level, an Incident Command surges in as operations are already occurring; everything in the Incident Command serves to support operations.  At the strategic level, coordination of operations typically follows in-depth development of the situation in the wide area, answering of requests for logistics support, and digestion/consolidation of 
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incident and coordinating agency plans of action. In the zone of coordination between the Incident Commander(s), local EOCs, and the JFO (see figure below), logistics, situation, and planning should drive coordination. 
Joint Field Office 


1.4 Establish a Common Frame of Reference 
The interagency environment can become complicated by differences in key terminology.  The meaning of the terms safe zone or operations to one agency may have somewhat different connotations to another. This misunderstanding may cause operational impacts.  The semantic differences commonly experienced within a given Federal department may grow in the interagency arena, particularly in broad interdisciplinary incident responses.  JFO staff must anticipate possible semantic mismatches and take measures to clarify and establish common terms with clear and specific usage.  
1.5 Develop Courses of Action or Options 
These should address the problem and achieve the objectives.  JFO staff should focus their efforts on their agencys enabling capabilities that contribute to coordination objective attainment and are part of the interagency plan of action.  Resource-sensitive problems require good options to lead to good solutions.  Providing too few or clearly impractical options or recommending the middle of the road approach merely for the sake of achieving consensus is of little service to decision makers.  The synergism of open debate within the interagency community produces the best options.  
1.6 Capitalize on Experience 
Review after-action reports and lessons learned to assess proposed courses of action and to reduce the requirement to learn on the job.  Though their lessons learned systems differ in scope and nature, almost all agencies have their own systems in place to capitalize on operational experience. These should be sought and used in all cases prior to the beginning of JFO operations. Lessons learned must be captured throughout the duration of the JFOs operation and documented in the After-Action and Lessons Learned Report described in Tab 
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3 to Annex B of this SOP. 
1.7 Establish Responsibility 
When all participants in the interagency process understand what needs to be done, agree upon the means to accomplish it, and identify who will do what through coordination, a common sense of ownership and commitment toward resolution help achieve unity of effort.  The resources required for a mission must be painstakingly identified, with specific and agreed-upon responsibility assigned to the agency(s) that will provide those resources.  To receive proper reimbursement for materiel support, agencies must establish careful accounting procedures. 
1.8 Plan for the Transition of Key Responsibilities, Capabilities, and Functions 
Immediately upon initiating interagency coordination, it is imperative to plan for the transition of responsibility for specific actions or tasks from emergency to more routine entities. This planning usually occurs simultaneously at the national level.  When interagency transition planning (including assignment of specific responsibilities and timelines for accomplishment) does not occur, JFO involvement may be needlessly protracted. As coordination plans are developed at the JFO Coordination Group level, effective transition planning should also be a primary consideration.  The JFO Coordination Group should anticipate the need to ratchet down coordination and/or direct incident support to lessen the impact of transitioning to other routine ops organizations. 
1.9 Direct All Means Toward Unity of Effort 
Achieving unity of effort can be made more complex by the number of participants, distinctive agency cultures, undefined relationships among the agencies, and differing objectives. The principle of unity of effort pertains directly to interagency coordination.  Unity will lead to success for the mission, not a zero-sum equation among the agencies.  Achieving this principle begins by identifying agencies that have the requisite capabilities to reach the common objective or a need to adapt their wide-area operations in light of the incident response and by bringing their core competencies to the interagency forum. Because the principles of Unified Command apply to the JFO Coordination Group, the objectives are a reflection of the agencies collective approach rather than tasking from a senior commander. Concerns of national authorities and the IAC may well be conveyed to the JFO Coordination Group and may ultimately influence the JFO Coordination Plan objectives. 
1.10 Media Impact on Interagency Coordination 
The formulation and execution of any policy must consider the publics traditional values if the policy is to be successful. The media can be a powerful force in shaping public attitudes and policy development.  The media often has a dramatic influence on the interagency processwhether at the strategic decision-making level of the IAC or in the field as agencies and NGOs vie for public attention.  Coordination plans that include interaction with these agencies should anticipate the importance that public affairs and media relations have on the operation and in the interagency process. As early as possible in the planning process, all 
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participating agencies and organizations need to establish and agree on procedures for media access, issuing and verifying credentials, and briefing, escorting, and transporting media members and their equipment.  Common communication points and public affairs themes should be developed as quickly as possible so that organizations are not perceived by the media as working at cross purposes with one another.  Responsibility for interaction with the media should be established clearly so that, to the extent possible, the media hears from a single voice. ESF #15 has primary responsibility for developing and executing the public affairs strategy, in close coordination with DHS Public Affairs.  ESF #15 is also responsible for establishing the JIC. 
2.0 The JFO Coordination and Support Cycle 
2.1 Initial Coordination, Support, and Assessment 
Initial Coordination and Assessment occurs in all incidents.  Short-term coordination efforts, which are small in scope and/or duration (e.g., a few agencies supplying only a few resources to the Incident Command on-scene and completing adaptive changes to their routine operations surrounding the incident in one coordination period) can often be coordinated without developing a full Coordination Plan using only Initial Situation Reports (see Tab 2 to Annex E of this SOP). The extent of the JFO role in resource and logistics support may vary depending on the needs of the ICP and funding mechanisms being used for the incident. 
2.1.1 Coordination Briefing (Situation Report and Agency/Incident Coordination Plans) 
During the transfer of coordination responsibilities, a coordination briefing based on the existing situation reports and Coordination Plans obtained through appropriate Federal, State, and local channels from Incident Commanders, Area Commanders, EOCs, coordinating agencies, and the ERT-A, if deployed, will provide the incoming JFO Coordination Group (or initial coordinating agency) with basic information regarding the incident situation, resource support requested, and relevant wide-area operations that have been adapted because of the incident.  Most importantly, the coordination briefing and situation report function as the Coordination Plan for initial coordination and support and remain in force and continue to develop until the coordination effort ends or the JFO Planning Section generates the first Coordination Plan.  The coordination briefing and situation report is also suitable for briefing individuals newly assigned to the JFO Coordination Staff as well as needed assessment briefings for the staff. 
The required situation report documents coordinated wide-area coordination objectives, incident support objectives, situational awareness, resource requests and deployment, and significant actions taken. This form is essential for future planning and the effective management of initial response activities.  
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When:  New JFO Coordination Group, PFO/FCO/FRC; staff briefing as required   
Facilitator:  Current Federal incident coordinator(s) (e.g., DHS/FEMA, FBI,  
DHS/USSS, other)  
Attendees:  JFO Coordination Group; JFO Coordination Staff (equivalent to the  
Unified Command Staff) and JFO Section Chiefs (equivalent to the  
Unified Command General Staff).  

General Tasks 
JFO CG 
.  Obtain coordination brief.  
.  Assess organizational and support  
requirements and objectives.  
.  Consider future coordination  
requirements and objectives.  

JFO OSC 
. Obtain briefing from lead coordinator State, Federal, tribal, and local EOCs. . Conduct operation support in current coordination period as requests arise. 
JFO PSC 
.	Brief Situation, Coordination Plans in 
effect. . Consider available Contingency Plans. . Document, evaluate, and develop 
strategies. 

JFO LSC 
. Brief Resource Requests. . Consider available resources. 
JFO FSC 
.	Brief Funding Expenditures and Ceiling. 

	 Agenda. Using the Situation Briefing and/or Coordination Plan template as an outline, include: 
.	
Consolidated situation from all agencies/Incident Commanders (note territory, exposures, safety concerns, etc.; use map/charts).  

.	
Synopsis of current agency and Incident Commander objectives. 

.	
National strategy and areas of concern from the IAC. 

.	
Synopsis of all agencies and Incident Commanders strategies in effect, including on-scene response strategy (from collected ICS Form 201s or Coordination Plans). 


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UNCLASSIFIED  
. . . . .  Readily apparent gaps, seams, and overlaps in consolidated Objectives and Strategies. Tactical/Response Resources requested from the JFO, en route and/or ordered. Summary all known Agency and Incident Commander Resource assignments (recognizing this will be incomplete initially). Current JFO coordination and support organization. Facilities established (particularly COOP sites or candidates for the JFO).  
2.1.2  Initial JFO Coordination Group Meeting  

This meeting provides the JFO Coordination Group with an opportunity to discuss and concur on important issues prior to coordination and to support incident action planning.  The meeting should be brief and important points documented.  Prior to the meeting, JFO Coordination Group members should have an opportunity to review and prepare to address the agenda items. Planning Meeting participants will use the results of this meeting to guide coordination and support efforts prior to the first Strategy Meeting. 
When: Typically this meeting occurs immediately after the first Coordination 
Briefing to the JFO Coordination Group. Facilitator: PFO/FCO/FRC or designee Attendees: Only JFO Coordination Group members 

General Tasks 
JFO CG 
.  Identify additional JFO CG members.  
.  Negotiate/facilitate JFO participation.  
.  Clarify JFO CG roles and  
responsibilities.  
.  Negotiate and agree on coordination  
organization, facilities, and support.  
.  Synchronize Coordination Period  
length/start time.  

JFO OSC (if requested) 
.	Brief JFO CG members on current coordination and operational support. 
JFO PSC (if requested) 
.	Brief JFO CG members on current situation, planning coordination, and technical support. 
JFO LSC (if requested) 
.	Brief JFO CG members on current coordination and logistical support. 
JFO FSC (if requested) 
.	Brief JFO CG members on current coordination and logistical support. 
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	 Agenda. 

.	
Identify JFO Coordination Group members and potential members, based on NRP criteria. 

.	
Identify JFO Coordination Group agency and Incident Commander support and coordination objectives. 

.	
Present jurisdictional limitations, concerns, and restrictions. 

.	
Develop a collective set of support and coordination objectives. 

.	
Establish and agree on JFO Coordination Group consolidated support and coordination priorities. 

.	
Verify that Incident Commanders, Area Commands, EOCs, and coordinating agencies have been informed they can outsource technical assistance requests to the JFO rather than importing redundant tech specialists to each ICP/operations center (i.e., avoid unnecessary competition for scientific and other technical resources). 

.	
Agree on basic JFO section organization structure. 

.	
Agree on JFO Coordination Staff and JFO section personnel designations and operations, planning, logistical, and financial agreements and procedures. 

.	
Agree on unified logistics approach to resource ordering (support) procedures to follow. 

.	
Agree on cost sharing/mission assignment or authorization procedures. 

.	
Agree on informational matters. 

.	
Designate a JFO External Affairs Officer. 


	
 Identifying Additional JFO Coordination Group Members. During the initial JFO Coordination Group meeting, a key task is identifying all agencies, departments, and organizations that are or should be involved in developing and executing the wide-area strategy and/or in supporting the on-scene Incident Commander.  This analysis needs to include identification of the participating NGOs and private-sector organizations.  In many cases, initial planning and coordination have occurred in Washington, DC, so the PFO/FCO/FRC should ensure that the JFO staff are made aware of all the agencies to be involved in the mission. 

	
Clarifying Interagency Relationships. Similarly, during the initial JFO Coordination Group meeting, a second key task is clarifying an authoritative interagency relationship based on the NRP Annexes, considering the coordinating agency identified in the NRP or by national authorities, and determining the cooperating agencies within the JFO Coordination Group.  Establishing such an interagency hierarchy may be more or less complex based on interagency player familiarity with the NRP.  Nonetheless, the JFO Coordination Group should attempt to insert discipline, responsibility, and rigor into the process in order to function effectively. In many cases, the JFO Coordination Group will discover that information and concurrence of perception will smooth the process, both of which 


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are established by ensuring constant communication between and among all concerned parties. Regardless of the Coordination Groups efforts to foster coordination and cooperation, critical issues may arise that must be forwarded for resolution to the IAC.   
	Synchronizing the Coordination Period. Typically the on-scene Incident Command will have established operational periods before (or at least concurrent with) the establishment of a JFO.  In this case, because requests for resources in the next operational period will flow up to the JFO following the on-scene Incident Commands tactics meeting, the JFO should carefully consider delaying the start of the JFO Coordination Period such that these resource requests are briefed during the JFO Coordination Group Objectives Meeting.  This will put the JFO slightly out of phase with the on-scene Incident Command but might better support on-scene logistical needs. 
Similarly, the information cycle outlined in this document should not, in itself, drive the start and length of the JFO Coordination Period.  Instead, the information requirements should be viewed as output products which can be tasked for production in the Coordination Plan (via ICS Form 204 or other tasking) to the appropriate JFO organizational element.  Where national-level demands for completed wide-area strategy are required, however, the JFO Coordination Group must consider this in synchronizing the JFO Coordination Period. 
Finally, coordination and support missions tend to be more strategic than tactical, with operationalizing (putting into operational orders/Incident Action Plans, then tactical execution) and fruition occurring on a much longer timeframe than the on-scene tactical operation. For this reason, the JFO Coordination Group may find itself synchronizing closely to the on-scene Incident Command operational period early in the incident response, and shifting as the incident progresses to longer (more strategic) Coordination Periods. 
2.2 Full Coordination and Support 
2.2.1 JFO Coordination Group Objectives Meeting 
The JFO Coordination Group will identify/review and prioritize objectives for the next coordination period. Support and coordination objectives from the previous coordination period are reviewed and any new objectives are identified. 
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When:  Prior to Strategy Meeting.  
Facilitator:  PFO/FCO/FRC or designee  
Attendees:  JFO Coordination Group members; JFO Coordination Staff and sections  
as appropriate  

General Tasks 
JFO CG 
.  Develop coordination and support  
objectives.  
.  Consider all national interest areas.  
.  Delegate and provide guidance to  
Coordination Staff and Section Chiefs.  
.  Consider Continuity of Operations and  
Exit Strategy/Demobilization.  

Operations Section Chief (OSC) 
.	Summarize operational coordination and support objectives not likely to be completely attained within current Coordination Period. 
Planning Section Chief (PSC) 
.	Summarize planning coordination and support objectives not likely to be completely attained within current Coordination Period. 
.	Identify gaps, seams, and overlaps. 
.	Propose draft objectives to JFO CG members. 
Logistics Section Chief (LSC) 
.	Summarize logistical coordination and support objectives not likely to be completely attained within current Coordination Period. 
.	Summarize requests for support. 
Finance/Admin (FSC) 
.	Summarize financial coordination and support objectives not likely to be completely attained within current Coordination Period. 

	 Agenda. 

.	
Review coordination and support objectives from JFO operations, planning, logistics, and finance unlikely to be completely attained in the current Coordination Period and thus carried over to the next. 

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.	
Identify issues, concerns, and improvements allowing attainment of coordination and support objectives within targeted timeframe. 

.	
Review, consider, and prioritize requests for support for next Coordination Period. 

.	
Review consolidated list of agency trigger points and criteria for engaging or altering operations. Review interagency information flow in view of these critical information requirements. 

.	
Review and identify operational gaps, seams, and overlaps in consolidated national response to the incident. 

.	
Identify objectives for the next Coordination Period (clearly stated and attainable with the resources available, yet flexible enough to allow coordinating agencies, Incident Commanders, and Section Chiefs to choose strategies).  Objectives will typically focus on closing gaps, eliminating overlaps, and smoothing transitions at seams in the response. 

.	
Review any open agenda items from initial/previous meetings. 


	
Agency Perception of the Problem and Priorities. Solicit from each agency, department, or organization a clear definition of the role that each plays in wide-area operations. The understanding of operating principles, legal issues, shortage of capabilities, points of contact, emergency management organization, Presidential/IAC direction (if applicable), and issues or tasks that cannot be undertaken may well affect mission success.  An excellent starting point is to consider what types of information would cause a given agency to change or adapt its wide-area operations/strategy in view of the incident.  This information helps build the information-sharing process within the JFO and clearly indicate the agencys view of the problem. 

	
Obstacles to Unity of Effort. Identify potential obstacles to the collective effort arising from conflicting departmental or agency priorities.  Early identification of potential obstacles and concurrence as to solutions by all participants is the first step toward resolution. History demonstrates that obstacles are frequently identified too late in the process and become nearly insurmountable for the on-scene incident commander. Too often these obstacles are assumed to have been addressed by another agency, department, or organization.  Once identified, if the obstacles cannot be resolved at the JFO level, they must immediately be elevated for expeditious resolution. 

	
Gaps, Seams, and Overlaps. While there is absolutely no authority within the NRP to force or coerce any member agency in the JFO to change or adapt its priorities or objectives, agencies typically adapt willingly when clear gaps in the overall objectives are identified, when seams (i.e., transitions in responsibility) are found problematic, and where overlapping objectives/priorities are apparent.  This is the essential purpose of producing unified objectives within the coordination and support framework.  Accordingly, the creation of JFO Coordination Group unified coordination and support objectives is more than a cataloging of various agency 


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priorities:  it is also a substantive analysis (and correction) of gaps, seams, and overlaps in objectives and priorities to produce the best and most agile and effective national response possible. 
	
Continuity of Operations, Transition of Responsibilities, and Exit Strategy. The safety, security, continuity of operations, and (eventual) transition of responsibilities and demobilization of the JFO should be an immediate concern of the JFO Coordination Group. During massive response operations, such priorities will often appear to be secondary, but excessive delay in tasking the Section Chiefs with specific objectives in these areas may place the continuity of the national response in jeopardy and/or unnecessarily tax national resources with inefficient operations. 

	
Interagency Information Management. Nongovernmental, private-sector, and regional and international organizations may possess considerable information that may be essential to the success of the coordination and support operation.  Relief workers have a comprehensive understanding of the needs of the population and can offer effective assistance to disabled, non-English speaking, and special needs individuals.  Working closely with local communities, they understand local culture and political organizations. As a consequence, nongovernmental and private-sector organizations are an important source of information regarding the following: 

.	
Historical perspective and insights into factors contributing to the situation at hand. 

.	
Local political structure, political aims of various parties, and the role of key leaders. 

.	
Security situation. 




Handled properly, nongovernmental and private-sector organizations will be active participants in the interagency team seeking to resolve the crisis.  Handled improperly, these organizations can be alienated by a perception that, contrary to their organizations mission, they are considered no more than an information source by the Federal Government. 
2.2.2 Prepare for the Strategy Meeting 
This period of time allows the staff to create and evaluate a series of strategy options (courses of action) for strategic deployment, operations, and support during the next coordination period. It is not a meeting.  In preparation for the Strategy Meeting, the JFO Planning Section Chief and JFO Operations Section Chief review the unified JFO Coordination Group coordination and support objectives, the first stage of coordination and support operations and/or the current Coordination Plan situation status information as provided by the Situation Unit to assess work progress against the current coordination periods objectives. At the strategic level (where the JFO functions), strategies will be implemented by being translated first into coordinated plans and then into tactical action.  The translation into tactical action plans occurs at the IC level, and the JFO Coordination 
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Group monitors strategic implementation.  Following up on this two-step agency and/or Incident Commander implementing process is important to monitoring the implementation of JFO coordinated strategy.  The JFO Operations Section Chief/Planning Section Chief will jointly develop primary and alternate strategies to meet coordination and support objectives for selection and development at the Strategy Meeting. To preclude organizational group think, the JFO Planning Section Chiefs primary role will be in developing devils advocate positions on the various strategies, including risk-based evaluations (operational risk management, probability of success, etc.). 
General Tasks 
JFO OSC: 
.  Assemble various courses of action  
(COAs) from all agency components in  
Operations  
.  Evaluate strategic difficulty and timeline  
to execute for COAs.  
.  Consider unintended consequences of  
various agency COAs.  
.  Select recommended strategy/COA.  

JFO PSC: 
.	Through Situation Unit Leader, assemble status of various agencies in operationalizing agreed upon current period strategies. 
.	Develop devils advocate positions on COAs. 
.	Consider synchronization to and impact on on-scene resource needs. 
.	Integrate resource provision strategies with wide-area operational strategies. 
Logistics Section Chief (LSC): 
.	Normally no role. 
Finance/Admin 
.	Normally no role. 

2.2.3 Strategy Meeting 
This short meeting identifies the coordinated agency strategies; evaluates for additional gaps, seams, and overlaps; and creates the blueprint for wide-area strategic deployment and operations during the next coordination period.   
When: Prior to Planning Meeting Facilitator: JFO PSC 
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Attendees:	JFO PSC, JFO OSC, JFO LSC, JFO Resource Unit Leader (RUL), JFO FSC (and others, e.g., EAO) 
General Tasks 
JFO CG: 
.	Provide guidance/clarification. 
JFO OSC: 
.	Be prepared! 
.	Brief current strategy status (dont get tactical!). 
.	Develop strategies and resource needs (use most effective support tracking tool available). 
.	Document JFO resource needs using ICS-215. 
JFO PSC: 
.	Facilitate meeting. 
.	Determine support requirement and logistics tasks. 
.	Determine JFO support requirements on ICS-215. 
.	Consider alternative and devils advocate strategies. 
JFO LSC: 
.	Participate /contribute logistics information as necessary. 
.	Verify support requirements. 
JFO FSC: 
.	Evaluate funding implications of each COA/strategy. 

	 Agenda. 

.	
Review the support and coordination objectives for the next coordination period and develop strategies (primary and alternative). 

.	
Prepare support strategy resource needs (i.e., resources to field entities) and document on resource support tracking system for ordering through JFO Logistics. 

.	
Prepare a draft of ICS Form 215 (used in planning meeting) to identify JFO-internal resources that should be ordered through JFO Logistics.  


2.2.4 Prepare for the Planning Meeting 
This is not a meeting but a period of time to prepare for the presentation of the Coordination Plan at the Planning Meeting.  Each Section Chief is responsible for ensuring that his/her Planning Meeting responsibilities are met.  The JFO Planning 
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Unit, and current consolidated situation status displays prepared by the Situation Unit. 
After the meeting, ICS Form 215 (when used) and the support resource needs tracking summary are used by the JFO Logistics Section Chief to prepare the national-level logistical resource orders, and used by the JFO Planning Section Chief to develop Coordination Plan assignment lists. 
When:  After the JFO Coordination Group Objectives and Strategy Meetings   
Facilitator:  JFO PSC  
Attendees:  Determined by JFO Coordination Group, generally JFO Coordination  
Group, JFO Coordination Staff, JFO Section Staff, Air Operations Branch  
Director, the JFO RUL, JFO Safety Coordinator, Worker Safety and  
Health Annex Coordinator, and Technical Specialists, as required.  


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Agenda Item Primary Responsibility 
1. State incident objectives and policy issues.  JFO CG  
2. Brief consolidated situation, critical and sensitive areas, weather/sea forecast, and resource status/availability.  JFO Situation Unit Leader (SUL)  
3. Brief consolidated agency and Incident Commander objectives and strategies, noting gaps, overlaps, and seams.  JFO PSC  
4. State primary and alternative strategies to meet objectives.  JFO OSC  
5. Designate branch and group boundaries and functions as appropriate, use maps, support resource needs summary, and ICS Form 215.  JFO OSC  
6. Specify strategies for each branch and division, note limitations.  JFO OSC  
7. Specify resource strategies by divisions/groups.  JFO OSC  
8. Specify operations facilities and reporting locations and plot on map.  JFO OSC/ LSC  
9. Develop resources, support, and overhead order(s), both internal and support.  JFO LSC  
10. Consider support: communications, traffic, safety, medical, etc.  JFO LSC  
11. Consider overall safety and health concerns of JFO personnel, responders, and workers regarding the Coordination Plan.  JFO Safety Coordinator, safety officers reporting directly to each SFO  
12. Consider media considerations regarding Coordination Plan.  JFO Information Officer (IO)  
13. Report on expenditures and claims.  JFO FSC  
14. Finalize and approve work plan for the next coordination period.  JFO CG  

2.2.6  Coordination Plan Preparation 
Attendees immediately prepare their assignments for the Coordination Plan to meet the JFO Planning Section Chief deadline for assembling the Coordination Plan components.  The deadline will be early enough to permit timely JFO Coordination Group approval and duplication of sufficient copies for the Coordination Briefing and for overhead.  Note that due to the potentially large number of coordinating agencies in the JFO Coordination Group, the Coordination Plan cover must allow for concurrent signatures, and management of the JFO Coordination Group must assure necessary signatories will be present. Whenever possible, the PFO/FCO/FRC must agree with the JFO Coordination Group early in the process on which members will be Coordination Plan signatories. 
When: Immediately following the Planning Meeting, the JFO PSC assigns the 
deadline. Facilitator: JFO PSC 
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Common Components Primary Responsibility 
1. Incident Objectives (ICS Form 202 or equivalent)  JFO Resources Unit  
2. Organization List/Chart (ICS Forms 203/207 or equivalent)  JFO Resources Unit  
3. Assignment List (ICS Form 204 or equivalent)  JFO Operations Section  
4. Information-Sharing Procedures  JFO Situation Unit  
5. Incident Map  JFO Situation Unit  
6. Safety Plan  JFO Safety Coordinator, Worker Safety and Health Annex Coordinator  

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2.2.7 Coordination Meeting 
This short meeting presents the Coordination Plan to the oncoming shift of the JFO organization. After this meeting, off-going supervisors should be interviewed by their relief and by the JFO Operations Section Chief in order to further confirm or adjust the course of the oncoming shift's Coordination Plan.  Branch/Group supervisors may initiate shifts in strategy regarding matters that fall within their respective purviews.  Similarly, a supervisor may reallocate resources within that division to adapt to changing conditions. 
When:  About an hour prior to each shift change  
Facilitator:  JFO PSC  
Attendees:  JFO Coordination Group, Coordination Staff, Branch Directors, Group  
Supervisors, Unit Leaders, others as appropriate.  

General Tasks 
JFO CG: 
. Provide guidance/clarification. . Provide leadership presence. 
JFO OSC: 
.  Provide Coordination Briefing for next  
coordination period.  
.  Ensure ICS-204 or equivalent tasking  
is clear.  

JFO PSC: 
.	Facilitate Coordination Staff and 
attendees briefing responsibilities. . Resolve questions. 
JFO LSC: 
.	Brief transportation, communication, and supply issues. 
JFO FSC: 
.	Brief administrative issues and provide financial report. 

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Agenda Item 	Primary Responsibility 
1. Review JFO Coordination Group objectives and changes to Coordination Plan.  JFO PSC  
2. Discuss current strategy and last shifts operationalizing progress.  JFO OSC  
3. Review forecast/expected situation in next period.  JFO SUL  
4. Branch/Group and Air Operations assignment.  JFO OSC  
5. Transport, communications, and supply updates.  JFO LSC  
6. Safety message.  JFO SC, Worker Safety and Health Annex Coordinator  

2.2.8 Assess Progress. Following the coordination brief, all Section Chiefs will review coordination and support strategy progress and make recommendations to the JFO Coordination Group in preparation for the next JFO Coordination Group Objective Meeting for the next coordination period. This feedback/information is gathered from various sources, including field observers, responder debriefs, stakeholders, etc. 
General Tasks 
JFO CG: 
.  Monitor ongoing strategic  
implementation and support.  
.  Measure progress against stated  
objectives.  
.  Consider all national interest areas.  

JFO OSC: 
.	Monitor ongoing strategic execution and make strategic changes as necessary. 
.	Measure/ensure progress against stated objectives. 
JFO PSC: 
.	Facilitate Coordination Staffs effectiveness and efficiency as appropriate. 
.	Provide response objectives recommendations to JFO CG. 
JFO LSC: 
.	Verify resources, resolve logistical problems. 
JFO FSC: 
.	Facilitate smooth administrative and financial reporting. 

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2.3 Special Purpose Meetings. 
The Special Purpose Meetings are most applicable to larger coordination and support efforts 
requiring a robust Coordination and Support Cycle, but may be useful during Initial 
Coordination, Support, and Assessment. 

2.3.1 JFO Coordination Staff Meeting 
Coordinate JFO Coordination Staff functions, responsibilities, and objectives.  It is held before the Strategy Meeting, and JFO Coordination Staff (JFO Coordination Group, Chief of Staff, External Affairs, Office of the Inspector General, Defense Coordinating Officer, JFO Section Chiefs, JFO Legal Affairs Officer, and JFO External Affairs Officer) attend. 
2.3.2 Coordination and Section Staff Meeting 
This meeting provides an opportunity for the JFO Coordination and Section staffs (i.e., the Section Chiefs) to gather under informal conditions (breakfast/dinner) to discuss developing issues. 
2.3.3 Business Management Meeting 
This short meeting develops and updates the strategic plan for JFO-internal finance and logistical support. The agenda could include:  documentation issues, cost sharing, cost analysis, finance requirements, resource procurement, and financial summary data.  Attendees include: JFO Finance/Administration Section Chief, JFO Cost Unit Leader, JFO Logistics Section Chief, JFO Situation Unit Leader, and JFO Documentation Unit Leader. 
2.3.4 News Briefing 
This meeting briefs media and the public on the most current and accurate facts.  It is set up by the External Affairs Officer, moderated by a JFO Coordination Group spokesperson (usually the External Affairs Officer), and features selected spokespersons.  This briefing must be held away from the JFO.  Spokespersons should be prepared by the External Affairs Officer to address anticipated issues.  The briefing should be well planned, organized, and scheduled to meet the medias needs. 
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UNCLASSIFIED 
Tab 1 to Annex C: Decisionmaking Process 
STEPS  DESCRIPTION  REMARKS  
1. Understanding the Situation   Identify and frame the mission  Incident/Issue/Threat  Scope of operation (e.g., number of people, geographic area)  Use of available time  Conduct initial rapid assessment   Determine if the threat is credible  Alert Department Leadership Team and Staff personnel  Develop mission statement  Issue initial guidance    Develop framing questions to do mission analysis or make assumptions  Here is what we know  Here is what  we dont know  
2. Establishing Objectives   Analyze the initial guidance and intent  Analyze Information/Intelligence preparation of the situation  Develop Critical Success Factors (CSF)  Develop strategic objectives  Source and macro-level purpose of mission or task  Critical planning factors/information requirements  Key integration issues  Conduct detailed Situation Analysis  Desired end state/strategic intent  Specified-implied-essential tasks  Restraints/constraints  Available assets, their status, shortfalls  Assumptions  Conduct risk assessment  Develop Concept of the Operation (Macro)  Review facts and assumptions   OPSEC considerations  Interoperability  interagency collaboration and coordination  Determine Public Affairs/Perception Management Requirements   Finalize [leadership] mission statement, CSF and Objectives (intent on how to proceed)  Conduct mission objectives and analysis brief  Issue [leaderships] guidance   What must we do to have a perceived successful response  What are those things we need to do to be successful   Identify mission gaps  Framing the mission to convey success  Setting objectives and strategies that drives resources and tactics  

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UNCLASSIFIED 

STEPS  DESCRIPTION  REMARKS  
3. Develop and Generate Options   Generate and develop options  Must be:  Suitable, Feasible, Acceptable, Distinguishable, and Complete  Describes:  Who, What, When, Where, Why and How?  Array of initial resources  List friendly elements and capabilities  List assumptions, known critical events and decision points  Determine evaluation criteria  Provide pros and cons for each option  Analyze options and record the following  Actionsreactionscounteractions  Assets required  Timing of critical events/phasing  Critical Information Requirements  Control/direction measures  Synchronization/coordination/collaboration measures  Evaluation the advantages and disadvantages from each agencys relevant perspective  Refine, modify, or eliminate options  Determine tasks for DHS and other elements  Rank order options in order of preference (minimum of two no more that three options available) and capture rational  Determine risk/mitigation measures  Prepare leadership brief on recommended options   Possible use of predetermined mission area groups (e.g., Law Enforcement, Public Health, Maritime Security, Border Security, Transportation Security) or sector objectives  COA meets collective incident objective addressing existing constraints  Maximizing agency objectives while meeting collective incident objectives  Consensus that best meets incident objectives   Prudent branches and sequels  
4. Approval and Disseminate   Conduct the option comparison/decision brief for leadership  Leadership approves a recommended or modified option  Leadership approves a final intent statement and the Critical Information Requirements to support the selected options  Produce and disseminate direction/guidance as needed for plan refinement, orders preparation, rehearsal, and execution  

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UNCLASSIFIED 

STEPS  DESCRIPTION  REMARKS  
5. Execute and Assess   Monitor situation, revise and update options as required  

NOTES: 
.	
Take the worst-case scenario in shortest amount of time (1 hour) to have a decision (COA) ready and then work backwards with more time  must work at national level with macro view as well as local (tactical) level. 

.	
Problem is getting a consensus of competing agendas among the different agencies. 


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Interagency Integrated SOP  UNCLASSIFIED 
Tab 2 to Annex C: CP Cover Sheet 
1. Incident Name  2. Coordination Period covered by Plan (Date/Time) From:     To:  Coordination Plan COVER SHEET  
3. Approved by the JFO Coordination Group: ORG  NAME ORG   NAME          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________          _____________________________         __________         _____________________________  
COORDINATION PLAN The items checked below are included in this Coordination Plan: ICS 202-JFO (Coordination and Support Objectives) ICS 204-JFOs (Assignment Lists) One Copy each of any ICS 204-JFO attachments: ICS 205-JFO (Information Sharing Procedures) ICS 209-JFO (Situation Briefing) Other Attachments  
4. Prepared by:  Date/Time  

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Interagency Integrated SOP  UNCLASSIFIED 
Tab 3 to Annex C: Coordination Objectives 
1. Incident Name  2. Coordination Period (Date/Time) From:    To:  COORDINATION  OBJECTIVES ICS 202-JFO  
3. Coordination and Support Objective(s)  
4.  Coordination Period Command Emphasis (Safety Message, Priorities, Key Decisions/Directions) Approved Site Safety Plan Located at:  
5. Prepared by: (JFO Planning Section Chief)  Date/Time  

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Interagency Integrated SOP  UNCLASSIFIED 
Tab 4 to Annex C: Assignment List 
1. Incident Name  2. Coordination Period (Date/Time) From: To:  Assignment List ICS 204-JFO  
3. Branch  4. Group/Staging  
5. Operations Personnel Name Affiliation Contact # (s)     JFO Operations Section Chief:  Branch Director: Group Supervisor:   
6. Resources Assigned X indicates 204a attachment with additional instructions  
Resource Identifier  Leader  Contact Info. #  # of Persons  Reporting Info/Notes/Remarks  

 

 

 

 

 

 

 

 

 
7. Work Assignments  
8. Special Instructions  
9. Communications (radio and/or phone contact numbers needed for this assignment) Name/Function       Radio: Freq./System/Channel      Phone         Cell/Pager ________  _______________________    __________________    ___________________   _________ _______________________    __________________    ___________________   _________ _______________________    __________________    ___________________   _________ Emergency Communications Medical Evacuation Other  
10. Prepared by Date/Time  11. Reviewed by (JFO PSC)  Date/Time  12. Reviewed by (JFO OSC) Date/Time  

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Interagency Integrated SOP  UNCLASSIFIED 
Tab 5 to Annex C: Assignment List Attachment 

ASSIGNMENT LIST ATTACHMENT 1. Incident Name 
2. Coordination Period (Date/Time)  ICS 204a-JFO 
From:   To: 

3. 
Branch 


4. Group 

5.
 Specific Resource (if any) 

6. Leader 7. Assignment Location 

8. Work Assignment Special Instructions, Special Equipment/Supplies Needed for Assignment, Special Environmental Considerations, Special Site Specific Safety Considerations 
Approved Site Safety Plan Located at: 
9. Other Attachments (as needed)  Map/Chart Weather Forecast/Tides/Currents 
 ____________________________  ____________________________      
 ____________________________       ____________________________ 
11. Reviewed by (JFO PSC)  Date/Time 

12. Reviewed by (JFO OSC) Date/Time 10. Prepared by Date/Time 
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9. Safety Status/Personnel Casualty Summary 
Adjustments To Previous 
Since Last Report 
Coordination Period 
Incident Total Responder Injury Responder Death 
Public Missing (Active Search) Public Missing (Presumed Lost) Public Uninjured Public Injured Public Dead Total Public Involved Comments: 
10. Evacuation Status 
Adjustments To Previous 
Since Last Report 
Coordination Period 
Incident Total Total to be Evacuated Number Evacuated Comments: 
11. Property Damage Summary 
Property Type Damage Estimate $ $ $ $ $ $ $ $ $ $ 
Comments: 
Classified or Sensitive Security Information Statement: 

Comments: 
13.
 Terrorism Nexus 

14.
 General Population Status Summary 


Adjustments To Previous 
Since Last Report Coordination Period Incident Total 
Total Public Potentially Involved Public Currently At Risk  Public Projected At Risk Public Isolated (safe) 
Total Public Currently Involved Public Missing  Public Dead and Injured  Public Under Treatment  Public Safe Uninjured 
Comments: 
15. Extent of Contamination 
Classified or Sensitive Security Information Statement: 

Comments: 
17. On-Scene En-route to Scene (not assets) 
Adjustments To Previous 
Capability 
Since Last Report 
Coordination Period 
Incident Total 
Comments: 
18. Requests for Additional On-Scene Support 
Tracking # Status 
Support Request 

Discussion 
Comments: 
Classified or Sensitive Security Information Statement: 

19. Possible Cascading Effects of On-scene Situation 
20.
 Possible WMD Effects from On-scene Situation 

21.
 Indications On-scene of Possible Follow-on Incidents 

22. 
Summary of Coordinating Federal, State, and Local OPCENS & Agencies 


Federal OPCENs / Agencies 
State OPCENs / Agencies 

Local OPCENs / Agencies 
Comments: 

Document Security Classification  
23. Summary of Coordinated Wide-Area Objectives  
Coordinating Federal Agencies  Coordinating State Agencies  Coordinating Local Agencies  

Comments:  
24. Summary of Coordinated Wide-Area Strategies  
Coordinating Federal Agencies  Coordinating State Agencies  Coordinating Local Agencies  

Comments:  
Classified or Sensitive Security Information Statement:  

Comments: 
Classified or Sensitive Security Information Statement: 
Document Security Classification  
26. Federal/State/Local/International/Private Sector Contacts Made  
Date  Contact  Contact Notes  

27. COOP/COG Actions Anticipated  
28. National Capital Region Impacts Anticipated  
Classified or Sensitive Security Information Statement:  

Document Security Classification  
29. International Impacts Anticipated  
30. Special Notes and Other Considerations  
31. Prepared by:  Date/Time Prepared:  
Classified or Sensitive Security Information Statement:  



scenarios: 
1) Type I (Major) Disaster, no security or investigative activation. 2) Type II Heightened Threat of Terrorism, no credible threat of WMD 3) Type I Heightened Threat of Terrorism, credible threat of WMD 4) Type I Federal-to-Federal Support (Spill of National Significance) 5) Type III Federal-to-Federal Support (Chemical Release Accident) 
2.0 Scenario One: Type I (Major) Disaster 
[RESERVED] 
Activation 
Size Joint Field Office Component 
Size Requirements 
PFO Support Staff 
NONE JFO Coordination Group 
SMALL JFO Coordination Staff 
NONE JFO Joint Information Center (JIC) 
MEDIUM 
Operations Section 

LARGE
Response and Recovery Branch 
. 
Human Services Group 


LARGE 
. 
Emergency Services Group 

LARGE 
.
 Infrastructure Support Group 

LARGE 
. 
Community Recovery and Mitigation Groups 

LARGE 
Law Enforcement Investigative Operations 
NONE
Branch Security Operations Branch 
NONE 
Intelligence Operations Branch 
NONE 
Planning Section

.
 Situation Unit 


LARGE 
.
 GIS Unit 

LARGE 
.
 Resources Unit 

LARGE 
.
 Documentation Unit 

MEDIUM 
. 
Intelligence Unit (if activated) 

NONE 
.
 Demobilization Unit 

SMALL 
.
 Scientific Unit 

SMALL 
Logistics Section

. 
Coordination and Planning Branch 


LARGE 
. 
Resource Management Branch 

LARGE 
.
 Supply Branch 

LARGE 
. 
Information Services Branch 

LARGE 
Finance / Administration Section
.
 Time Unit 


LARGE 
.
 Procurement Unit 

LARGE 
.
 Cost Unit 

LARGE 
.
 Compensation/Claims Unit 

MEDIUM 
X persons
Total Logistical Footprint 
X ft2 
3.0 Scenario Two: Type II Heightened Threat of Terrorism w/out 
WMD [RESERVED] 

4.0 Scenario Three: Type I Heightened Threat of Terrorism w/ 
WMD [RESERVED] 

5.0 
Scenario Four: Type I Federal-to-Federal Support (Spill of 

National Significance) [RESERVED] 

6.0 
Scenario Five: Type III Federal-to-Federal Support 

(Chemical Release Accident) [RESERVED] 

7.0 
JFO Size Requirements Estimation Worksheet 

[RESERVED] 
Joint Field Office Component 
PFO Support Staff 
JFO Coordination Group 
JFO Coordination Staff
JFO Joint Information Center (JIC) 

Operations Section 
Response and Recovery Branch 
.	
Forward presence (only) for FEMA ERT-A 

.	
Full onsite Human Services Group 

.	
Full onsite Emergency Services Group 

.	
Full onsite Infrastructure Support Group 

.	
Full onsite Community Recovery and Mitigation Group 


Law Enforcement Investigative Operations Branch (FBI JOC) 
.	
Forward presence (only) for FBI JOC 

.	
Full Branch onsite 

.	
SCIF 


Security Operations Branch (DHS/USSS MACC) 
.	
Forward presence (only) for USSS MACC 

.	
Full Branch onsite 


Intelligence Operations Branch 
Planning Section
.	
Situation Unit 

.	
GIS Unit 

.	
Resource Unit 

.	
Documentation Unit 

.	
Intelligence Unit (if activated) 

.	
Demobilization Unit 

.	
Scientific Unit 


Logistics Section
.	
Coordination and Planning Branch 

.	
Resource Management Branch 

.	
Supply Branch 

.	
Information Services Branch 


Finance / Administration Section
.	
Time Unit 

.	
Procurement Unit 

.	
Cost Unit 

.	
Compensation / Claims Unit 


Total Logistical Footprint: (baseline estimate) 
Tab 1 to Annex D: Pre-deployment Conference Call Checklist 
The Pre-deployment Conference Call will be initiated by the Senior Disaster Logistics Official and conducted as soon as possible and should include at a minimum the following participants: 
 
JFO Coordination Group 

 
Federal Coordinating Officer (FCO) or Representative 

 
Logistics Section Chief 

 
Information Technology Coordinator 

 
Readiness, Response, and Recovery (RRR), Mobile Operations Branch RR (MOB) 

 
Supporting Mobile Emergency Response Support (MERS) Detachment 

 
RRR, Operations Center Branch 

 
Information Technology Services Directorate, Engineering Division  

 
Information Technology Services Directorate, Disaster Response Branch  

 
ITSD, Program Management Group  

 
National HELP Desk 

 
Disaster Information Clearinghouse (DISC) 

 
FEMA Logistics Center  

 
OSD, Program Services Division (OS-PS)/Mail Management 

 
OSD, Security Division 

 
JFO Safety Coordinator, Safety Officers reporting directly to each SFO 

 
NEMIS Ops 


Tab 2 to Annex D: PFO Go Kit Footprint 
The DHS Preparedness Directorate (IP) has assembled PFO support go kits that will be maintained in the National Capital Region (NCR).  These kits afford instant connectivity once installed with appropriate security safeguards, without regard to agency firewalls and/or the operating location of the cell. IP will maintain and, when appropriate, move kits to the location of the PFO support staff.  The NCR Go Kit can also be used as portable system for the IAC and/or the DHS/IP in the event that COOP locations, IAC, or IP facilities are not operational.   
The kits consist of the following: 
Quantity Item Description 
12  Latitude D600 Notebooks  Intel Pentium 4 M (1.8Ghz) 14" SXVGA+ Display; Windows XP Pro w/SP1; Office XP 1024Mb RAM; 40Gb Hard Drive MiniPCI Wireless Card; Dell Logitech, Mouse (USB); Internal 56K Modem; 8-24-24-24X; WDVD/CDRW Combo Drive 90W AC Adapter; Mouse Pad 6 Cell Primary Battery;  128Mb USB Flash Storage Drive (Thumb Drive); 3-Year Limited Warranty plus 3-Year Next Business Day Onsite Service  
12  Network Cables  Cat 5e 20 Feet  
1  Switch  Netgear JFS524 2 16 port switch  
2  Printer  Hewlett Packard 5510 All-in-one Printer  
16  Power Strips  6 Outlet w/ 15ft Cord  
10  Secure Cell Phones  PFO, Deputy PFO, COS, OSC Officer, PAO, NOC Rep  
12  JRIES  JRIES Software (Gov't owned)  
1  SIPRNET  HSIN/HSDN (SECRET) hardware for portable connectivity.  There are 16 of these available at DHS HQS.  One of these must be reserved for each PFO support staff in the inte`rim.  
1  Shredder  Cross cut  
2  Copy machines  Capable of unclassified and classified photocopying  
2  STEs  Secret Level  
1  FAX  Secure with copy capability  
12  Protective Masks  Quick2000 short-term protective mask with hood; Quick2000 training mask with hood; soft carrying case item 600665  
N/A  Admin Package  Hard Side shipping lockers, admin supplies (pens, paper, files), flashlights, printer supplies, etc.  
2  Power Generators  

Tab 3 to Annex D: DHS/NOC Go Kit Footprint 
The DHS/IP maintains PFO support go kits with the following general capability footprint: 
(Number to be determined) computers with the following capabilities: 
 
Microsoft Suite 

 
Internet Browser 

 
GIS Viewer (ArcView) 

 
GIS Thick Client Applications 

 
Java 

 
Active X 

 
CD/DVD Duplication software 

 
HSIN/JRIES 

 
LEO 

 
I-MAP 

 
Paging Software 

 
Operations Center Management Tools (e.g., E-Team, WebEOC, EM2000, DMIS) 

 
Commercial Imagery Production Application 

 
NEMIS 

 
IFMIS 

 
Adobe Acrobat Professional 


Annex E: Communications and Information Sharing 

1.0 Purpose and Scope 
This annex will describe procedures employed by the JFO for both intra-JFO information sharing and sharing between the JFO and other organizations.  In keeping with the NRP and NIMS core concepts, all information flow processes will be structured to present the least amount of burden upon the local incident commander.  To the greatest extent possible, ICS concepts will be applied. 
Information flow and communications involving classified material will be governed by standard DHS information and operations security procedures.   
Information flow and communications involving the Law Enforcement Investigative Operations Branch (FBI/JOC) will be governed by FBI information and operations security procedures.   
Public Information and Joint Information Center activities are outside the scope of this Annex. 
2.0 Intra-JFO Communications 
2.1 HSIN-JFOnet 
	
The primary communication platform for JFO personnel to pass data, provide and obtain situational awareness, collaborate on report generation, and submit and receive RFIs will be the HSIN-JFOnet.  JFOnet is a component of the DHS Homeland Security Information Network and is managed by the NOC. 

	
HSIN-JFOnet is a web-based communications tool suite with Geospatial Intelligence Mapping, Real-Time Collaboration, Document Sharing, and Incident Tracking/Chronological Logging Tool. JFOnet operates at the sensitive but unclassified security classification level. 

	
JFOnet can operate as a free-standing local area network (LAN) for exclusive use within the JFO in the event of loss of connectivity to the public Internet. 

	
Provided external connectivity exists, other organizations such as NOC, IAC, State/local emergency management agencies, DHS components, and other appropriate Federal/State/local agencies may access JFOnet for passive situational awareness monitoring or active collaboration as needed. 

	
To optimize internal and external situational awareness, to the greatest extent possible, the JFO personnel will refrain from point-to-point e-mails and utilize the web-based JFOnet. 

	
The JFOs Logistics Section, Communications Unit, in tandem with IP/CIO personnel assigned to the JFO, shall manage JFOnet, including providing onsite assistance.   

	
Personnel assigned to the JFO will, upon check-in, be assigned account names and passwords and provided with user-friendly instruction cards describing how to use the system. 


2.2 Information Flow 
	
ICS information management principles will be followed to the greatest extent possible.  A basic ICS tenet is that information flows freely, but tasks and directions follow formal chains of command.  The collaboration and posting functions of JFOnet facilitate adherence to this concept. 

	
When established within the JFO structure, the situation unit or documentation unit, at the Planning Section Chiefs discretion, is responsible for receiving, consolidating, and preparing situation reports (SITREPs). (See Tabs 2 and 3 to Annex E for a sample.) 

	
All entities within the JFO, for SITREP inputs, will place their respective inputs onto the JFOnet for construction of the distributed SITREP. 

	
All JFO entities have a responsibility for posting spot reports (SPOTREPs) on JFOnet as information is received from their areas of responsibility as defined by ICS.  (See Annex E for a sample.) 

	
The report cycle of issuance of SITREPs will be determined by the JFO Coordination Group, generally following the standard ICS practice of one SITREP being issued per operating period. 


2.2.1 Information Intake 
Information flows into the JFO at many points.  This information will generally be routed as follows:  
	
General unclassified information. The JFO Situation Unit is the primary intake and assessment point for general unclassified information.  Information may be routed in hard copy or by posting to the Situation Unit Incoming folder in JFO-net. In the case of a JFO established for a NSSE, the Security Operations Branch (MACC) will perform this function unless an Incident of National Significance, or other incident requiring a coordinated Federal response, occurs during the NSSE.  Following assessment, the JFO Situation Unit or MACC (depending on the circumstance) posts the information to the information management system and will route the information to internal and external customers (including the JOC Intelligence Unit, Intelligence Operations Center or JFO Intelligence Section, and JFO Information and Intelligence Unit).  

	
Unclassified event-related security information. The MACC is the primary intake and assessment point for event-related security information.  Where the MACC has not been established, the JFO Situation Unit becomes the primary point of entry for security or event-related unclassified information. 

	
Law enforcement restricted information. The JOC Intelligence Unit is the primary intake and assessment point for Law Enforcement Restricted Information.  Information may be routed to the JOC Intelligence Unit in hard copy, by phone, or other method identified by the FBI.  Where the JOC has not been established, the FBI Field Office becomes the primary intake and assessment point for Law Enforcement Restricted information.  Information may be routed to the JFO 

Information and Intelligence Unit by hard copy or by posting to the LE 
Information Incoming folder in HSIN. 


	
 Classified intelligence information. The Intelligence Operations Center or JFO Intelligence Branch (depending on the circumstance) is the primary intake and assessment point for classified intelligence information.  Information may be routed to the Intelligence Operations Center /JFO Intelligence Branch by hard copy, fax, phone, or by SIPRNET or JWICS.  Where the Intelligence Operations Center /JFO Intelligence Branch has not been established, the JOC Intelligence Unit becomes the primary intake and assessment point for classified intelligence information.  Where neither the Intelligence Operations Center /JFO Intelligence Branch nor the JOC Intelligence Unit has been established, the JFO Information and Intelligence Unit becomes the primary intake and assessment point. For further information on passing clearances, see Tab 2 to Annex F. 


2.2.2 Internal Information Exchange 
	
Based on the JFO Information-Sharing Procedures developed by the JFO Situation Unit (see Section 4.4.1 of the SOP), staff in the JFO Situation Unit, JFO Information and Intelligence Unit, JOC Intelligence Unit, MACC, and Intelligence Operations Center/JFO Intelligence Branch will forward information they believe relevant to another unit to that unit for review.  This process is generally known as cross-posting. 

	
Once information has been cross-posted, it will be treated as new information by the receiving customer (i.e., units will not be empowered to bypass another units information intake, tracking, and assessment processes).  For this reason, originator information (including sources, POCs, date/time stamp, information confidence, and so on) should be included to the extent permissible by information security protocols. 


2.2.3 Situation Report Development 
	
While the JFO Planning Section Chief may arrange duties within the Section as necessary for efficient functioning, the JFO Documentation Unit will normally distill information from the JFO Information Management System to comprise the base information for the many and various SITREPs required by any member of the JFO Coordination Group (see Annex E for a sample). 

	
All entities within the JFO will provide their respective inputs via JFOnet for construction of the distributed SITREP. 

	
All JFO entities have a responsibility for posting spot reports (SPOTREPs) on JFOnet as information is received from their areas of responsibility as defined by ICS (See Annex E for a sample). 

	
The report cycle of issuance of SITREPs will be determined by the JFO Coordination Group, generally following the standard ICS practice of one SITREP being issued per operating period. 


2.3 Requests for Information (RFIs) Management (Exclusive of 
Intelligence-Related RFIs)

	
RFIs made to the JFO from other organizations and internal RFIs will be routed to the JFO Planning Section Chief (PSC).  The JFO PSC will ensure that the RFI is posted onto JFOnet. Specific desks within the JFO may be tasked by the JFO PSC to provide information in response to the RFI. 

	
The JFO Situation Unit or Documentation Unit, at the JFO PSCs discretion, will coordinate RFI responses with the JFO Coordination Group.  

	
The JFO Situation Unit will maintain an RFI tracking log to eliminate duplicate 
taskings and track responses.  



2.4 Specialized Management of Intelligence-Related RFIs 
	
Management and flow of intelligence-related RFIs will be dependent upon the organizational location of the Intelligence Component within the JFO structure.  If a Law Enforcement Investigative Operations Branch (FBI/JOC) is activated and the component is integrated into it, RFIs will be managed in accordance with the instructions of the Senior Federal Law Enforcement Official (SFLEO) as part of the JFO Coordination Group. If Intelligence is integrated into the Planning Section, the Section Chief, in coordination with the JFO Coordination Group, shall establish procedures and communicate them via JFOnet.  If Intelligence is a separate section, the Intelligence Section Chief, in coordination with the JFO Coordination Group, shall establish procedures and communicate them via JFOnet.  

	
This specialized management shall apply to all intelligence-related RFIs regardless of the classification level. 

	
Handling procedures shall include appropriate information, communications, and operational security provisions based upon the classification of the material. 


2.5 Resource Status Reporting 
	
[FEMA Disaster Resource Tracking Systems] 

	
The HSIN Tech to the Resource Unit will cross-post relevant data from the DHS/FEMA Resource Tracking System to HSIN-JFOnet in order to optimize the sharing of situational awareness related to resource requirements. 


2.6 Coordination Plans and Briefings 
	Briefings and Coordination Plans will be posted by the NOC representative to the Situation Unit. 
3.0 External Communications 
	The aggressive use of JFOnet to distribute information, including scheduled SITREPs and SPOTREPs, permits authorized external users and organizations, such as the NOC, IAC, State/local emergency management agencies, DHS components, and other appropriate Federal/State/local agencies, to engage in passive situational awareness monitoring or 
active collaboration as needed with the JFO. 
	
Agencies providing representatives to the JFO may elect to use intra-agency communications systems to exchange information with their JFO representative.  Under such circumstances the agencys JFO representative will be responsible, to the extent permissible by agency policy and security practices, to post that information on JFOnet.   

	
The JFOs Logistics Section, Communications Unit, in tandem with IP/CIO personnel assigned to the JFO, shall coordinate communicating to all appropriate parties and organizations the instructions for accessing JFOnet. 

	
RFIs posed to the JFO from DHS headquarters organizations or appropriate other agencies, to the greatest extent possible, shall be processed in accordance with the direction in sections 2.2 and 2.3 above. 


4.0 Threat Monitoring and Initial Incident Assessment 
The JFOs daily threat monitoring mission is to identify threats inside, at, or approaching the borders of the United States and pass that information to the NOC as well as pertinent local Federal, State, and Local intelligence and law enforcement agencies.  This process continues regardless of other incidents being addressed by the JFO Coordination Group.  JFO incident assessment focuses on evaluating information received and making notifications and reports based on that evaluation. Additional emphasis is applied in trying to determine subsequent threats and whether the incident is terrorist related.   
The JFO also provides situational awareness and facilitates coordination of local DHS assets and Incidents of National Significance as defined by the NRP. 
HSPD-5 designates the NOC as the primary national-level hub for operational communications and information pertaining to domestic incident management.  Timely incident reporting is required to enable the NOC to accomplish its situational awareness mission for the national leadership (White House) and the Secretary of Homeland Security.  It is critical that reports of possible terrorist activity or reports of potential significant disasters reach the NOC as quickly as possible through the JFO from Federal, State, local, and tribal authorities as well as the private sector and NGOs. Only by rapidly sharing this information with the NOC will DHS be ready to effectively coordinate any Federal response required or requested.  In most cases, this occurs naturally through routine communications paths through department and agency operations centers. 
5.0 Daily Production 
On a daily basis, a number of products are generated by the JFO, each with its own production schedule, development team, and distribution.  
5.1 JFO Input to the Secretary's Morning Brief (SMB) 
The Secretarys Morning Brief is provided to the Secretary daily and is intended to provide the Secretary with his first briefing of the day.  The report identifies the key incidents of the previous 24 hours, focusing on events of major significance, items that may solicit media attention, and items of unique interest to DHS.  The production of this report is overseen by the Secretarys Briefing Team, but it is the responsibility of the NOC Senior Watch Officer and Senior Intelligence Analyst to ensure that all items that should be brought to the Secretarys attention have been passed to the production team, that the content of the report is accurate, and that the report is provided on time to meet the Secretarys schedule. A copy of the SMB is distributed to the White House Homeland Security Council Staff and to the Director of Central Intelligence.  The SMB contains information at the highest levels of classification.   
5.2 JFO Input to the Homeland Security Operations Morning Brief (HSOMB) 
The HSOMB is prepared for the Secretary of Homeland Security and summarizes reports of suspicious activities received from DHS components, Federal, State, and local law enforcement agencies, and the private sector, during the previous 24 hours.  The information provided has not been vetted or analyzed.  Material in the HSOMB consists of data that have been subjected to that days review process to determine whether any of these activities poses a threat to the United States. Those activities that are suspicious or may pose a potential threat are passed to the Office of Intelligence and Analysis (IA) and appropriate intelligence and law enforcement agencies for further analysis and action.   
5.3 Reporting 

Reports fall into three basic categories:  SITREPs, Homeland Security Intelligence Reports (HSIR), and SPOTREPs.  SITREPs can be used in any type of reporting format and usually list pertinent information covering specific periods of time.  Intelligence reports are usually in two formats:  those without access restrictions, HSIR, and ones with restricted access, HSIR-R. SPOTREPs are reports issued as incidents of such significance occur that immediate notification to the NOC is warranted.  Information in SPOTREPs is incorporated into SITREPs for the relevant time period.  Reporting formats are included in Annex D. 
6.0 Secure Video Teleconferences (SVTCs) 
Twice daily (and on an as-needed basis dictated by a particular situation), a Secure Video Teleconference is held with the White House, members of the Intelligence Community, and key Federal law enforcement and response agencies.  The purpose of the SVTC is to share information with the entire community and afford the opportunity for real-time reaction and response. SVTCs are normally held at 0900 and 1500 Monday through Friday.  The morning conference is restricted to a limited number of agencies, and will normally include the PFO.  The NOC has a seat in the DHS SVTC group.  In addition to the sharing of information, this session is designed to focus on cooperative efforts between the participating organizations.  A weekend SVTC is frequently held at 1000 on Saturday.  The schedule for weekend sessions is established at the Friday 1500 session.  Afternoon and Saturday morning sessions also focus on information sharing, but encompass a larger viewing audience.  The Senior Watch Officer is responsible for attending these meetings. 
Information sharing on the part of DHS is typically focused on events at the borders, such as individuals with a questionable background interdicted at one of the ports of entry or border crossings, and on reports of suspicious activity.  The PFO will report on new items, or provide supplemental information about an ongoing event at the JFO. 
7.0 Situation Unit Watch Rotations 
Watch rotations at the JFO Situation Unit are normally 12 hours in duration:  0700-1900 and 1900-0700. The relieving watch is expected to report for duty 30 minutes before their watch is scheduled to begin to allow for a proper turnover.  When the relieving watch has not stood watch for a number of days, to establish situational awareness, they normally report to the JFO in excess of 30 minutes before their watch. 
Whenever possible, integrity of watch teams is maintained throughout the cycle.  This maximizes the cohesive bond between team members and optimizes team response in critical situations. 
8.0 Logs 
The JFO Watch Log is an official document.  While it is the ultimate responsibility of the PFO, maintenance of the log may be delegated to personnel on watch.  The log, equivalent to an ICS Unit Log, is intended to be a thorough documentation of the events that occurred during a particular watch, and identifies the JFO Coordination Group personnel present during the period covered. Logs are reviewed on a daily basis by all members of the JFO Coordination Group. 
As an official record, under no circumstances are log entries changed after the log for a particular shift is closed out or there has been a turnover of watch personnel.  If updated or corrected information becomes available, a new log entry is made, referencing the initial entry and providing the updated/corrected information.  When this is done, adding a post-watch note at the place where the initial information was provided is acceptable, with the note directing the reader to the place in the log where the updated/corrected information may be found. 
Watch relief is not effected until all log entries from the watch being relieved are completed.  While it is the responsibility of the off-going watch to complete their logs, the incoming SWO does not accept turnover until he/she has read and understood all entries, and acknowledges them to be complete. 
The daily log is closed at 2400 local time.  All outstanding actionable entries are carried over and annotated at the beginning of the new log entry. 
Tab 1 to Annex E: JFO Battle Rhythm Timeline 


+0:05  State/Local Connectivity Established/Confirmed +0:10  Notification to JFO Coordination Group 
 JFO Coordination Group Members Notified/Recall +0:15 Initiated (JFO) 


	
Initial SITREP 1 to NOC  

	
Initial Brief to NOC/IAC/Secretary (PFO/JFO Coordination Group) 

	
Initial Press Release Decision  

	
All JFO Coordination Group members assembled at JFO 

	
Initial In-Brief/Assignments to JFO Coordination Group (PFO/Watch) 

 
Initial White House VTC/HSC Principals Meeting (PFO/Secretary/IAC Director) 





+3:00  VTC Briefback to NOC/IAC (PFO/IAC Director) 


  Initial IAC COA Brief to Secretary (IAC Director)  
  SITREP 2 to NOC / White House Situation Room  
(JFO/NOC/IAC Chief)  NLT 6 Hours from Initial SITREP  

	
SITREPs daily at 0600, 1200, 1800 to the NOC and White House (PFO/JFO Coordination Group/NOC /IAC Director). 

	
The PFO, NOC Director, and the IAC Director will decide when this reporting sequence begins, after the initial SITREP has gone out. 

	
Within 48 hours of the incident, the NOC Director and the IAC Director may decide to reduce the reporting period to 0600 and 1800. 

	
Follow-on briefings to the Secretary as required. 


Tab 2 to Annex E: Initial Situation Report (SITREP) 
Serves as information/intelligence in-brief to IAC members upon activation, as well as initial written communication to the White House. 
Homeland Security Domestic Incident Management 
Initial SITREP 

1. 	
SITREP Number 

2. 	
Date/Time 

3. 	
Incident Type (CBRNE, Mass Migration, Natural Disaster, etc.) 

4. 	
Location 

5. 	
Time of Incident 

6. 	
Weather Conditions 

7. 	
Threat/Causal factors 

8. 	
Initial On-Scene Status/Capabilities Assessment 

. 
Casualties (# of dead; # of hospitalized) 

.
 Property Damage 


.
 Infrastructure Affected 

.
 Terrorism Nexus 


. 
General Population Status 

.
 Weather Effects 


. 
Extent of Contamination 

. 
On-Scene/En Route Capabilities 

. 
Requests for Additional Support 

. 
Possible Cascading Effects 

.
 WMD Effects 


. 
Indications of Follow-On Incidents 




9. 	Initial Response (on-scene assets, emergency operations centers activated, local/regional response/recovery capability, etc.) 
.
 Local 

.
 State 

.
 Federal 



10. 	
Federal/State/Local/International/Private Sector Contacts Made 

11. 	
COOP/COG Actions Anticipated 

12. 	
NCR Impact 

13. 	
International Impact 

14. 	
DHS Initial Actions/Intentions (warning/bulletin issuance, press release issuance, IAC activation, White House notification, etc.) 

15. 	
Additional Comments/Considerations 


Tab 3 to Annex E: Situation Reports 
Provided to DHS/Interagency senior leadership and the White House on a pre-determined basis. 
NAME of EVENT DHS SITREP   
Date/Time(EST):  
Incident Type:  
Location of Incident:  
Time of Incident (EST):  
Incident Site Weather Conditions:  Location  Current  Next 24-48 Hours  Next 72 Hours  


Significant Weather that May Impact on Operations  
Weather  Location  Discussion  





Current Situation 

On-Scene Update  
Official Casualties/Relief Effort  
Fatalities  
Total:  Total: 0  
Hospitalized  Total:  Total: 0  
Injured  Total:  Total: 0  
Sheltered  (See ESF #6)   
Extent of Damage  
Destroyed  
Major Damage  
Minor Damage  
Power Outages  

Federal and National Guard Personnel Deployed  (Combined)  
Organization  Total  
USCG  
FEMA Responders             
Federal Law Enforcement  
National Guard  
US Active Military Duty  
Health & Human Services  
Total  

Federal Assets Deployed  (Combined)  
Asset  Total  
DOD Rotary Wing  
USCG Rotary Wing  
CBP  
Total Rotary Wing  
DOD Fixed Wing  
USCG Fixed Wing  
CBP Fixed Wing  
Total Fixed Wing  
DOD Ships  
USCG Ships  
Total Ships  

Requests For Assistance /Emergency, Disaster, and Presidential Declarations  
Status of Event Related Declarations  
Date  Declaration  Remarks  




Law Enforcement Security Issues  
Borders and Coastal Waters    
Transportation    
Law Enforcement  Federal  
Regional  
Local  

Critical Infrastructure Issues/Operational Activities  
Sector Impacts  
Banking & Finance  
Chemical Industry & Hazardous Materials  .  
Defense Industrial Base  
Emergency Services  
Energy  Electric: Oil & Gas: Pipeline: Nuclear:  
Food & Agriculture  
Government  
Health & Medical  
Postal & Shipping  

Information &  
Telecommunications  
Real Estate  
Transportation  Aviation: Maritime:  
Highway: Rail:  
Public Transit:  
Water & Domestic  
Waste  
 
Tourism &  
Entertainment  
Other Sectors  
Cross-Sector  
Impacts  

Emergency Response Issues  
Emergency Support Functions (ESF) #1-15  
ESF #1 Transportation  Status: Activated  


ESF #2 Communications 
Status: Activated 
ESF #3 Public Works and Engineering 
Status: Activated 
ESF #4 Firefighting 
Status: Activated 
ESF #5 Emergency Management 
Status: Activated 
ESF #6 Mass Care, Housing and Human Services  Status: Activated  

Shelter Numbers   
State  Number of Shelters  Shelter Population  

Total  

ESF #7 Resource Support 
Status: Activated Logistics Resource Center (LRC): 
ESF #8 Public Health and Medical Services 
Status: Activated DMAT: Disaster Medical Assistance Team; DMORT: Disaster Mortuary Operational Response Team; DPMU: Disaster/Deployable Portable Morgue Unit; FAC: Family Assistance Center; NMRT: National Medical Response Team; MHAT: Medical Health Advisory Team; MNAT: Medical Needs Assessment Team; MST: Management Support Team; IMSURT: International Medical Surgical Response Team; RNA: Rapid Needs Assessment; VMAT: Veterinary Medical Assistance Team; NVRT: National Veterinary Response Team. NOTE: The symbol (-) behind a DMAT team name indicates a less-than 35-person roster.  M.D. after a team indicates that only a Medical Doctor from that team is present. 
ESF #9 Urban Search and Rescue Status: De-Activated ESF #10 Oil and Hazardous Materials 
Status: Activated 
Response 

ESF #11 Agriculture and Natural Resources 
Status: Activated 
ESF #12 Energy 
Status: Activated 
ESF #13 Public Safety and Security 
Status: Activated 
ESF #14 Long-Term Community Recovery 
Status: Activated 
ESF #15 External Affairs 
Status: Activated 






 
Situation reports (SITREPs) continue to be combined and published at 1800 hours each day. 

 
Next combined SITREP will be published at 1800 hours, XXX. 


Tab 4 to Annex E: Urgent Situation (Spot) Reports 

FROM: (JFO, INCIDENT NAME) TO: DHS/NOC 
INFO: OPERATIONAL CHAIN 
C L A S S I F I C A T I O N L E V E L (UNCLAS, SBU, SSI, FOUO, C, S, TS, TS/SCI) SUBJECT: URGENT JFO SPOT REPORT 
1. 	OCCURRENCE// 
	
DATE OF URGENT OCCURRENCE/(Date in MMDDYY Format)// 

	
TIME OF OCCURRENCE/(Time in HHMM Format)// 

	
LOCATION/(location in clearest possible short description)// 


2. 	TYPE OF OCCURRENCE/ (In short, plain language, what happened?)// 
	
RELATED TO JFO MISSIONS?/(Yes or Nois this directly related to the Incident of National Significance for which the JFO was established?)// 

	
NARRATIVE/(Describe what happened.)// 


3.	
IMMEDIATE JFO ACTION/(Action being taken immediately by the JFO  dont wait, follow up with a detailed SITREP later containing full details of plan of action.)// 

4. 	
APPARENT TERRORISM NEXUS// (Yes or No  does the occurrence appear to have a terrorism nexus?) 

5. 	
THREATS AND CAUSAL FACTORS//(Short narrative text) 

6. 	
SPOTREP CONTACT/NAME/Name of best POC in the JFO regarding the urgent occurrence)/(Phone number of POC)/(E-mail address of mishap POC)// 


### 
Tab 5 to Annex E: Threat Situation Report 



SITREP No.(FOUO) 
FEMA Regional Response Coordination Center (RRCC)/FCO (NRP operations focus) 
. 
FBI On-Scene Commander: (Law Enforcement focus): 
. 
PROTOCOL OFFICER 
. 

PUBLIC AFFAIRS INFORMATION 
Media 
. 

Upcoming  
. 

DHS OPERATIONS 
Office of Intelligence 
.

& Analysis Preparedness 
.

Directorate NOC 
. 

Science & 
.

Technology FEMA 
. 

MACC 
. 

United States Coast 
.

Guard 
State & Local Desk 
. 

Transportation Security 
. 

Administration 
Immigration & Customs 
. 

Enforcement 

SITREP No. Customs & Border 
(FOUO) 
.

Protection Office of Private 
.

Sector Liaison Department of Health and Human 
. 

Services 
LOGISTICS 
. N/A 
STATUS OF SUPPORT FACILITIES 
. N/A 
ASSESSMENT/LIMITING FACTORS 
. None 
Tab 6 to Annex E: HSIN-JFOnet Technical Data 
[RESERVED] 
Tab 7 to Annex E: Template JFO Information-Sharing Plan 



Boundaries of Disaster Area  Geographic locations sustaining damage Description of extent of damage sustained Boundaries of areas evacuated Estimated % of population evacuated Estimated % of population unable to return  Predictive modeling Geographic Information System (GIS) HAZUS, CATS, USGS Remote Sensing/Aerial Reconnaissance (NIMA) Assessment Teams Community Relations & ARC Reports State Liaison/ERT-A/FCO Reports News Media and other open sources State EM Office  JFO Planning Section  Summary of Impacts Map Situation Report Situation  Briefing Daily Intelligence Summary  Modeling data as soon as available. Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center ERT-A Leadership Assessment Teams PFO/FCO SCO JFO/JOC JFO/MACC  
Access Points to Disaster Area  Traffic control points Best routes to reach local EOCs, Mobilization Points, Command Posts and other critical locations. Best airports for arriving staff to use Special permits or identification required to access disaster area.  State Emergency Management Office State Liaisons State Highway Department Reports State Patrol and Law Enforcement Reports Transportation Reports Operations  JFO Operations Section/Response & Recovery Branch/ESF #1  GIS Products Situation Briefing Situation Reporting Special Briefings  NLT 8 hours post event. Updated at least daily.  NOC FEMA Ops Center ERT-A Leadership Assessment Teams PFO/FCO SCO JFO/JOC JFO/MACC  
Jurisdictional Boundaries  List of jurisdictions (cities, counties) affected, with maps Political and congressional jurisdictions affected  State Liaison/ERT-A/FCO Reports News Media/Open Sources GIS Assessment teams Community Relations Reports Remote Sensing/Aerial Reconnaissance  JFO Planning Section/Situation Unit  GIS map with political jurisdiction boundaries GIS map with congressional districts Jurisdictional profiles  NLT 12 hours following event  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  External Affairs  

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Socio-economic Impacts  Number of homes affected Potential/estimated population affected Number of shelters open/population Potential shelter requirements  Predictive modeling Geographic Information  System (GIS) Remote Sensing/Aerial Reconnaissance Assessment Teams Community Relations Reports State Liaison/ERT-A/FCO Reports  JFO Planning Section/XXX Unit  Situation Report Status Briefing Summary of Impacts Maps Daily Intelligence Summary Jurisdictional Profile  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  External Affairs  
Socio-economic Impacts  Number and type of businesses affected  Predictive modeling GIS Remote Sensing/Aerial Reconnaissance Assessment Teams News Medial and other open sources  JFO Operations Section  Situation Report Inputs SBA Reports and Text Items Summary of Impacts Maps  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  External Affairs  
NOC  
FEMA Ops Center  
Assessment Teams  
Congressional Liaison Impacts  Congressional Districts Impacted  GIS Database Congressional Liaison Officer  JFO Planning Section/XXX Unit  Congressional Boundaries Map overlaid with disaster boundaries  NLT 12 hours following event  PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   
Congressional Liaison Officer  

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Hazard Specific Information  What are the characteristics of the disaster What are the special hazards associated with the event What are the short and long term impacts of the event Is this a short term or long term event  NOAA Reports USGS Reports Other sources as appropriate  JFO Planning Section  Situation Briefings Situation Reports Special reports and presentations  NLT 4 hour after event. Updated as needed  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   
Seismic and/or Other Geophysical Information Weather Conditions/ Forecasts Historical and Demographic Information  Are there any ongoing seismic hazards Are there any geophysical conditions or elements that impact the disaster or event Are there any weather impacts occurring or forecast for the disaster or emergency area Has a similar event occurred in the past and what were the outcomes, response problems and impacts  USGS Reports COE Reports Remote Sensing Information NWS reports Mitigation Reports NWS Reports NEMIS  JFO Planning Section JFO Planning Section JFO Planning Section  Situation Briefings Situation Reports Special reports and presentations Situation Briefings Daily Intelligence Summary Special reports  NLT 4 hour after event. Updated as needed Per forecast schedule appropriate to event. NLT 12 hours following event  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   

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What are the demographics of the area  NOC  
Historical and Demographic Information  What are the specific numbers of individuals enrolled in government programs or receiving assistance based on age and/or disability What is the unemployment rate of the area  Mitigation Reports NWS Reports NEMIS  JFO Planning Section  Jurisdictional Profile Regional Write Ups  NLT 24 hours following event  FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   
Predictive Modeling Impact Projections  Who is coordinating predictive modeling What data inputs are being used What programs are being used What are the program biases Where are predictive modeling outputs available   State Local Government MAC EPA DTRA  JFO Planning Section/ NOAA  GIS Products and outputs showing areas of impacts, concentrations, and damage zones.  NLT 3 hours following event or sooner if possible  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  
Have there been PDA  
Initial Needs and Damage Assessments  requests What is the status of the PDA What is the status of the RNA What are the findings of the PDA What are the findings of the RNA  State Liaison State Emergency Management  PDA Teams RNA Teams NEMIS  JFO Operations Section  Impacts Map Situation Report Jurisdictional Profile Daily Intelligence Summary  NLT 3 hours post request or gathering of information  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   

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Status of  
telecommunications  service  
(including Internet) and  
infrastructure, including  NOC  
Status of Communications Systems  towers Reliability of cellular service in areas affected Potential requirement for radio/satellite communications capability Status of emergency broadcast (TV, radio, cable)  State Liaison/ERT-A/FCO ESF #2 News Media/open sources Telephone companies NCS member agencies  JFO Operations Section/ Response & Recovery Branch/ESF #2  Input for situation report and/or verbal report NCS Situation Report  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  External Affairs  
system and ability to disseminate information  VolAg  
Status of accessible  
communication  
Status of all modal systems,  
air, sea, land, rail  
Status of major/primary roads  State Liaison/ERT-A/FCO Reports  
Status of Transportation  Status of critical and noncritical bridges Status of transcontinental/regional natural gas and fuel pipelines Status of evacuation routes Status of public transit systems  State Department of Transportation ESF #1 Assessment team reports Community Relations U.S. Army Corps of  Engineers USCG Captain of the Port Remote sensing/aerial reconnaissance  JFO Operations Section/Response & Recovery Branch/ESF #1  Input for situation report and/or verbal report DOT Situation Report GIS products  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  External Affairs  
Accessibility concerns Debris issues  Predictive modeling  
Status of accessible  
transportation  

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Status of Emergency Operations Centers  Status of local EOCs Status of State EOC Status of Agency EOCs Location and status of Federal facilities established  State Liaison/ERT-A/FCO ESFs/Other Federal Agencies Regional Offices RST  JFO Operations Section  Operations Section input to situation report and/or verbal report GIS products  Initial estimate NLT 12 hours following event Updated as new information becomes available or at  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC  
least daily.  JFO/MACC   
Status of Acute Medical  
Care Facilities  
Status of Chronic Medical  
Status of critical infrastructure and facilities  Care Facilities Status of Home Health Agencies Status of State and Local Health Departments Status of State/Local EMS Systems Status of VA Medical  Reports from ESF #8 Reports from Community Relations State Reports  JFO Operations Section  ESF 8 input to the situation report and/or verbal reports PHS Situation Reports GIS products  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   
Systems  
Status of critical infrastructure and facilities  Status of public water supply systems Status of private water supply systems Status of public wastewater systems Status of private septic systems  ESF #8 Reports ESF #3 Reports State & Local Health Department Reports State  JFO Operations Section / JFO Infrastructure Liaison  ESF#3, 8 and 12 inputs to the situation report and/or verbal reports USACE, PHS and DOE Situation Reports GIS products  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   

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Initial estimate NLT 12 hours  NOC  
Status of Energy Systems  Status of electrical power generation and distribution facilities  Reports from ESF #3 & ESF #12 State Reports Media Open Sources  Primary Operations Supporting State  ESF #3 and #12 inputs to the situation report and/or verbal reports GIS products  following event Updated as new information becomes available or at least daily.  FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   
What are the actual or  
potential resource shortfalls  
of the affected State   
What are the anticipated  State Liaison  
Resource Shortfalls  requirements for Federal resources What are potential or actual Federal shortfalls What are potential sources for resource shortfalls What resources are available and where are they located   State Coordinating Officer RST EST Logistics Reports Assessment Team reports Community Relations field reports ESF reports Civil Rights (CRCL Liaison)  JFO Logistics Section  Territorial Resource Center Inventories Time-Phased Deployment Lists Status Briefing Agency/ESF Reports Daily Intelligence Summary  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   
Priorities: water, food,  
power, medical, heat,  
communications  

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Has the Governor  
Requested Assistance and  
for what and where   
Is the Governors request a  
normal or expedited one   
Who is completing the  
Status of declarations  Regional Disaster Summary and Analysis and Recommendation  Is there a Presidential Declaration and if so what type Which jurisdictions are included  Governors Request Letter Regional Disaster Summary Regional Analysis and Recommendation NEMIS Entries Notice of Disaster Declaration  JFO Operations Section  Disaster Fact Sheet GIS products showing declared counties and type of assistance  Within 1 hour following official announcement.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   
Which types of assistance  
are authorized  
Are there special cost-share  
provisions for Direct  
Federal Assistance  
NOC  
Status of ESF Activations  Which ESFs are activated in the JFO? Are sufficient numbers of ESF representative available to staff required JFO sections?  Mission Assignment Logs Operations Section  JFO Operations Section  Ops input to situation report and/or verbal report Mission Assignment lists  Within 3 hours of activation  FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC  
JFO/MACC   
Major issues/ activities/ Mission Assignments of ESFs/OFAs  What operations and assessments are agencies conducting under their own authorities  What mission assignments have been issued What is status of Mission Assignments  Mission Assignment Logs ESF/Agency situation reports Functional plans RRCC/ERT-A  JFO Operations Section  Situation Report, displays, Action Plan  Initial estimate NLT 12 hours following event Updated as new information becomes available or at least daily.  NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC   

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Who and where is: ERT-A Team Leader PFO/FCO SCO & FCOs RRCC Director FEMA liaison to State JFO Section Chiefs Key Support Staff Upon Activation 


of the FRP Within 4 hours following Disaster Declaration 
NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  
Regional Response Coordination  
Center  JFO Operations  Initial Operating Report  
Initial Operating Reports  Section  Disaster Fact Sheet  
State Liaison/ERT-A/FCO  

Status of key personnel 
What Remote Sensing Mission have ESFs undertaken under their own authority 
What remote sensing missions have the State and Local governments undertaken under their own authority 
What remote sensing missions have been already tasked by RST, ERT & EST 
What are the available assets to provide remote sensing data 

What format and when will 
information be available  Who is providing interpretation of incoming data 
How will data be shared NOC FEMA Ops Center Assessment Teams PFO/FCO SCO & FCOs JFO/JOC JFO/MACC  

Operations Section and ESF Reports State Liaison and State Reports CAP Reports Mission Assignment Logs 

Remote Sensing imagery derived JFO Planning Section 
products Text interpretive reports 
On-going 
Status of remote sensing operations 
RRCC Director  NOC  
Priorities for Response  What are the Federal operational priorities  Principal Federal Official Federal Coordinating Officer JFO Coordination Group  JFO Planning Section  JFO Coordination Plan Situation Report Status Briefing  As established Every C-Period  FEMA Ops Center PFO/FCO SCO & FCOs  
JFO sections  

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Recovery Program Statistics 

What are the statistics for 
IA, PA, and HM What are the trends they show 

What do the figures mean in real terms 

At beginning of 
PFO/FCO 
NEMIS Reports 

Situation Briefing 
JFO Operations 
every C-Period 
SCO & FCOs
Section 
for previous
Analysis Reports 

Situation Report 
JFO sections
reporting period 
Has a Donations Hotline 
NOC
 Updated as new 
been established or is there 
FEMA Ops Center 
VOLAG Reports

Donations/ 
information
a need for the Hotline 

Situation Report 
JFO Operations 
PFO/FCO 
Voluntary Agencies 

becomes 
Voluntary 
Section
Which Voluntary Agencies 
Status Briefing 
available or at 
Agency Activities 
Agency/ESF reports 

SCO & FCOs
are actively involved in 

least daily. 
JFO sections
operations Federal Coordinating Officer ERT-A Team Leader 

What is the schedule of  
daily meetings and briefings   
Upcoming activities  What other significant events of activities are  
planned or scheduled   

On-goingRRCC Director JFO Planning Section Daily Meeting Schedule (Publish every State Coordinating Officer O-Period)Planning Support Branch Chief NOC FEMA Ops Center RRCC PFO/FCO SCO & FCOs 
NOC
Status of Efforts 
Initial report 
FEMA Ops Center 
What are other agencies 

Under Other 
Situation Reports 
JFO Operations 
NLT 12 after 
doing under their own 

PFO/FCO 
Federal 
Operations 

Section 
event. Updated
Situation Briefings 
authority

Emergency Plans 
SCO & FCOs
daily. 
and Authorities 
JFO sections 
Is there a need for personnel protection equipment 
What are the safety hazards in conducting operations  
Safety Hazards 
Community Relations Field Reports Assessment Team reports State Liaison/ERT-A/FCO Predictive Modeling 

Initial estimate NLT 12 hours Primary following eventSafety Updated as new 
Safety Briefings 
Support information
Safety Messages 
JFO Operations becomes Section 
available or at JFO Security Officer 
least daily. 
NOC FEMA Ops Center PFO/FCO SCO & FCOs JFO sections Assessment Teams External Affairs 
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Annex F: Security Procedures 

Tab 1 to Annex F: SOP for Information Classification and Handling 
1.0 Purpose 
This Standard Operating Procedure (SOP) provides guidance on the security measures that will be implemented and adhered to for the handling, storage, transmission, reproduction, and destruction of Classified National Security Information (NSI). 
2.0 Applicability 
This SOP applies to all personnel working in or around the Joint Field Office (JFO).  It is the responsibility of the JFO Security Officer to enforce these procedures through the JFO Physical and Information Security Plan.  All persons authorized unescorted access to the JFO will read and be familiar with the requirements of this SOP. 
3.0 Access 
Access to classified information shall be limited to persons whose official duties require knowledge or possession of the information. No one has a right to have access to classified information solely by virtue of office, rank, or position. Three criteria shall be met prior to granting access: 
3.1. Security Clearance 
The intended recipient has been granted a security clearance equal to or higher than the level of classified information to which access will be granted. 
3.2. Need-to-know 
The intended recipient has a need-to-know the information in the performance of official governmental duties.  The responsibility for determining whether an individual possesses the need-to-know for access to classified information rests with the authorized holder of the information.  Where the authorized holder of the information is uncertain as to an intended recipients need-to-know, he/she should contact the JFO Security Officer or the originator of the classified information.  
3.3. 
Where access involves the physical transfer of classified materials from one cleared person to another, the intended recipient has the means to properly store the materials. 
4.0 Storage 
Classified information shall be secured under conditions adequate to prevent access by unauthorized persons. The requirements specified in this SOP represent acceptable security standards.  Security requirements for Sensitive Compartmented Information Facilities (SCIFs) are established by the Director of Central Intelligence through various Director of Central Intelligence Directives (DCIDs), and can be found in a separate SOP. 
4.1. 
Classified information that is not under the personal control and observation of an authorized person is to be guarded or stored in a locked security container, vault, room, or area, as follows: 
4.1.1. Top Secret 

Top Secret information shall be stored in a GSA-approved security container.  One or more of the following supplemental controls must also be in place: 
4.1.1.1. The location that houses the security container is subject to continuous protection by cleared guard or duty personnel; 
4.1.1.2. Cleared guard or duty personnel inspect the security container once every 2 hours; 
4.1.1.3. An Intrusion Detection System (IDS) is in place with personnel responding to the alarm arriving within 15 minutes of the alarm annunciation;  
4.1.1.4. Security-In-Depth, as determined by the JFO Security Officer, when the GSA-approved container is equipped with a lock meeting Federal Specification FF-L2740; or 
4.1.1.5. Modular vault, vault, or a secure room constructed in accordance with guidance issued by DHS Office of Security and equipped with an IDS, with the personnel responding to the alarm within 15 minutes of the alarm annunciation if the area is covered by Security-In-Depth, or a 5-minute alarm response time if it is not.  (Other rooms that were approved for the storage of Top Secret in the United States may continue to be used.) 
4.1.2. Secret 

Secret information shall be stored by one of the following methods: 
4.1.2.1. In the same manner as prescribed for TOP SECRET information; 
4.1.2.2. In a GSA-approved security container or vault without supplemental controls; 
4.1.2.3. In a secure room that is approved for the open storage of SECRET information; 
4.1.2.4. Until October 1, 2012, in a non-GSA-approved container having a built-in combination lock or in a non-GSA-approved container secured with a rigid metal lock bar and a GSA-approved padlock.  When stored in a non-GSA-approved container, one or more of the following supplemental controls must be in place: 
	
The location that houses the container is subject to continuous protection by cleared guard or duty personnel; 

	
Cleared guard or duty personnel shall inspect the security container once every 4 hours; or 

	
An IDS with the personnel responding to the alarm arriving within 30 minutes of the alarm. 


4.1.3. Confidential 

CONFIDENTIAL information shall be stored in the same manner as prescribed for TOP SECRET or SECRET information except that supplemental controls are not required. 
4.1.4. 

GSA-approved field safes and special purpose one- and two-drawer, light-weight security containers, approved by the GSA, are used primarily for storage of classified information in the field.  Such containers shall be securely fastened to a permanent structure or under sufficient surveillance to prevent their theft. 
4.1.5. Combinations to Containers and Vaults 
4.1.5.1. Only persons having an appropriate security clearance and need-to-know shall change combinations to security containers, vaults, and secure rooms used for the storage of classified information.  
4.1.5.2. The combination of a container, vault, or secure room used for the storage of classified information shall be treated as information having a classification equal to the highest category of the classified information stored therein.  Any written record of the combination shall be marked with the appropriate classification level.  Standard Form 700, Security Container Information, will be used for this purpose.  
4.1.5.3. Combinations shall be changed: 
	
When placed in use; 

	
Whenever an individual knowing the combination no longer requires access to it, unless other sufficient controls exist to prevent access to the lock; 

	
When the combination has been subject to possible compromise; or 

	
When taken out of service. Built-in combination locks shall then be reset to the standard combination 50-25-50; combination padlocks shall be reset to the standard combination 10-20-30. 


5.0 Open Storage 
An Open Storage Area is established when the volume or bulk of classified materials, or the functions associated with the processing of classified information, make the use of security containers impractical.  The area designated for open storage serves as the container for the storage of classified materials and security measures must be in place and maintained in order to ensure the integrity of the materials stored therein. 
5.1. 
The JFO Security Officer will be contacted prior to any modifications being made to the structure or security devices that were in place at the time open storage was approved. 
5.2. 
Under no circumstances will the level of classified materials openly stored in the area exceed the level of open storage authorized. 
5.3. 
A copy of the open storage approval memorandum and the Open Storage Survey Report will be maintained as attachments to this SOP. 
5.4. 
Identifying Data. 
Program Office Responsible for Area  (Self-Explanatory)  
Position/Title of Responsible Official  (Enter the position and/or title of the person designated as a point of contact for the designated area)  
Room Number(s) of Designated Area  (Enter the specific room number(s) of the area designated for open storage)  
Address  (Enter the full address of the facility that houses the open storage area)  
Highest Level of OPEN Storage Authorized  (Circle One)       CONFIDENTIAL  SECRET TOP SECRET  

5.5. Procedures 
5.5.1. Security Controls 
5.5.1.1. Key locks, cipher locks, and card readers are supplemental access control devices only and do not provide sufficient security for an unattended open storage area. Therefore, whenever the designated area is unattended, all locking devices (built-in dial-type combination lock, key/cipher lock, electric strike, electric knob, magnetic lock) will be in the locked position.  The dial on the combination lock will be spun at least four times to ensure the combination is cleared.  The area will never be left open or unlocked when not occupied by an authorized person. 
5.5.1.2. The combination of the built-in dial-type combination lock is classified at the same level as the highest classification of materials stored therein.  It will not be provided to any person that does not have the appropriate security clearance and need-to-know. The combination will be recorded on a Standard Form 700, Security Container Information, and appropriately stored by the JFO Security Officer.   
5.5.1.3. At a minimum, the combination to the built-in dial-type combination lock will be changed every 2 years or immediately when the lock is first placed in service, when someone having knowledge of the combination terminates employment or is reassigned, if it is suspected that the combination was compromised, or if the area is found unattended and unlocked. Contact the JFO Security Officer for information on changing combinations. 
5.5.1.4. The combination to a cipher lock and/or keys to a key lock will be handled as sensitive information/materials and provided only to persons with a need-to-know. 
5.5.1.5. The combination to a cipher lock or the key lock will be changed/rekeyed as determined by the JFO Security Officer or responsible official. 
5.5.1.6. When a card reader is used for supplemental access control, the reader will be programmed with its own distinct access level.  Only persons who are authorized access to the area will have their key cards programmed to access the area. 
5.5.1.7. Portable Electronic Devices (PEDs) shall not be introduced into an open storage area without written approval from the Designated Approval Authority in consultation with the cognizant Information Systems Security Manager and JFO Security Officer. Approvals will be considered only when the risks associated with the use of such equipment are clearly identified and sufficiently mitigated.  Restrictions on the introduction of PEDs into open storage areas shall be prominently posted. 
5.5.1.8. Intrusion Detection Systems (IDS).  As IDS designs, specifications, and reporting procedures vary widely, the procedures for operation of an IDS will be prepared locally by the JFO Security Officer.  Procedures should include as a minimum:  Opening (disarming the IDS); Closing (arming the IDS); Alarm Response; IDS Maintenance; IDS Operations Checks; and procedures during a power outage. 
5.5.2. Access Control 
5.5.2.1. Only persons who have been granted a security clearance equal to or higher than the level of classified material stored in the facility, and who have a need-to-know, will be authorized unescorted access to the area. 
5.5.2.2. Persons who do not have a security clearance equal to or higher than the level of classified material stored, and/or do not have a need-to-know, will not be allowed unescorted access to the area. Should the need arise to allow such visitors access to the area, the area will first be sanitized by a cleared person to ensure that no classified information is exposed or could otherwise be subjected to compromise.  The visitor will then be escorted by a cleared person and will remain under visual escort for the duration of the visit. 
5.5.2.3. When uncleared visitors are escorted into the area, the escort will announce to all persons working in the area that a visitor is present.  In larger areas, if a strobe light is installed as a means for announcing visitors, it will be activated. 
5.5.3. End-of-Day Security Checks 
5.5.3.1. At the end of each duty day the area will be checked to ensure that it is secure. The Standard Form 701, Activity Security Checklist, will be used to record the end-of-day check. 
5.5.3.2. The end-of-day check will be conducted by a cleared person designated by the JFO Security Officer. 
5.5.3.3. The end-of-day check will consist of physically spinning the dial of the built-in combination lock at least four times in one direction.  The supplemental access control device (i.e., key lock, cipher lock, card reader) will then be unlocked and the checker will physically tug on the door to make sure the dial-type combination lock is locked.  The checker will also ensure that the IDS (if applicable) is armed. 
5.5.3.4. Any discrepancies noted in the end-of-day check will be reported to the responsible official and/or the local security official. 
5.5.4. Emergency Procedures 
5.5.4.1. In the event an emergency arises that causes the immediate evacuation of the area, every reasonable effort will be made to properly secure the area prior to departure.  However, personal safety will not be jeopardized in order to secure the area. 
5.5.4.2. Should immediate evacuation prohibit the area from being properly secured, then upon termination of the emergency a reasonable effort will be made to verify that the integrity of the materials stored therein has not been compromised.  This will include a visual inspection of the stored materials to determine if any items may be missing or tampered with.  In addition, the combination to the built-in dial-type combination lock will be changed.  
5.5.4.3. Any situation that is observed that affects the security integrity of the designated area, or the materials stored therein, will be reported immediately to the JFO Security Officer. 
6.0 Transmittal 
Classified information shall be transmitted and received in a manner that ensures tampering can be detected, inadvertent access is precluded, and timely delivery to the intended recipient is assured. Persons transmitting classified information are responsible for ensuring that intended recipients are authorized to receive the information, aware of the transmission, and have the capability to properly safeguard it. Under no circumstances will classified information be transmitted by any means other than the approved methods described in this SOP. 
6.1. Methods of Transmission or Transportation 
6.1.1. 

TOP SECRET information shall be transmitted by: 
6.1.1.1. Direct contact between appropriately cleared persons. 
6.1.1.2. Secure telephone unit or equipment (STU III/STE) or Secure Fax keyed to the TOP SECRET level. 
6.1.1.3. Defense Courier Service (DCS) or other authorized Government agency courier service. 
6.1.1.4. Department of State Courier System (also known as a diplomatic pouch). 
6.1.1.5. Electronic means over NSA-approved cryptographic communications system(s). 
6.1.1.6. Under no circumstances will TOP SECRET information be transmitted via the U.S. Postal Service or any other uncleared commercial delivery service. 
6.1.2. 

SECRET and CONFIDENTIAL information shall be transmitted by any of the following means: 
6.1.2.1. Any of the methods approved for transmitting TOP SECRET.   
6.1.2.2. U.S. Postal Service Registered Mail. 
6.1.2.3. U.S. Postal Service Express Mail. When using U.S. Postal Service Express Mail, the Waiver of Signature and Indemnity block (Item 11-B) on the U.S. Postal Service Express Mail Label shall not be executed.  Additionally, street-side collection boxes shall not be used. 
6.1.2.4. Commercial carriers or cleared commercial messenger services cleared for such purpose under the National Industrial Security Program Operating Manual (NISPOM). 
6.2. Preparation of Material for Transmission 
6.2.1. Envelopes or Containers 
6.2.1.1. All classified information physically transmitted outside Government facilities shall be enclosed in two layers, both of which conceal the contents, prevent inadvertent opening, and would provide reasonable evidence of tampering.  When envelopes are used, they shall be sealed with reinforced tape. 
6.2.1.2. The inner enclosure shall clearly identify the name of the intended recipient, the address of both the sender and the recipient, the highest classification level of the contents, and any appropriate warning notices. 
6.2.1.3. The outer enclosure shall clearly identify the office of the recipient and the address of both the sender and the recipient.  There will be no markings on the outside envelope to indicate that the contents are classified.  Intended recipients shall be identified by name only on the inner envelope.  The following exceptions apply: 
	
If the classified information is an internal component of a packable item of equipment, the outside shell or body may be considered as the inner enclosure provided it does not reveal classified information; 

	
If the classified information is an inaccessible internal component of a bulky item of equipment, the outside or body of the item may be considered to be a sufficient enclosure provided observation of it does not reveal classified information; 

	
If the classified information is an item of equipment that is not reasonably packable and the shell or body is classified, it shall be concealed with an opaque enclosure that will hide all classified features; 


6.2.1.4. Specialized shipping containers, including closed cargo transporters or diplomatic pouch, may be considered the outer enclosure when used; and  
6.2.1.5. When classified information is hand-carried outside a facility, a locked briefcase or similar locking container may serve as the outer enclosure.  
6.2.2. IT Equipment 

The classified hardware, which will normally be laptop computers and/or removable hard drives, must be transported using a locking briefcase or similar lockable container.  Any classified information transported in computer systems or media must be encrypted prior to transport. 
6.2.2.1. Laptop Computer 
	
The computer and/or hard drive must be properly marked with an SF 706 - Top Secret label, SF 707 - Secret label, or SF 708 - Confidential label, as applicable. 

	
The computer must be turned off and all accessories needed for operation placed inside the laptop carrying case. 

	
Place the computer and all needed diskettes into the lockable container and lock. 

	
Place no classification markings on the exterior of the locking container.  However, attach an address label that identifies an appropriate address to which the case should be shipped in the event it is separated from the courier. 


6.2.2.2. Removable Hard Drive. 
	
The hard drive will be properly marked with an SF 706 - Top Secret label, SF 707 - Secret label, or SF 708 - Confidential label, as applicable. 

	
The hard drive and any needed diskettes will be inserted into a protective case that offers protection from visual inspection should the outer container be opened. 

	
The protective case containing the hard drive and applicable diskettes will be placed into a lockable container and locked. 

	
Place no classification markings on the exterior of the locking container.  However, attach an address label that identifies an appropriate address to which the case should be shipped in the event it is separated from the courier. 


6.2.2.3. Removable Media. 
	
Ensure they are marked using an SF 706 - Top Secret label, SF 707 - Secret label, or SF 708 - Confidential label, as applicable. 

	
Removable media will be packaged in accordance with paragraph 2 above. 


6.3. Transport of Classified Material Within an Activity or Office 
6.3.1. 

If required to transport classified material from one building to another via a public street or road, courier authorization is required, and the material shall be packaged in accordance with the requirements of this SOP.  
6.3.2. 

If required to transport classified material within the same building or compound, an appropriate cover sheet shall be affixed to the document and the document shall be placed in an unmarked envelope or folder to avoid undue attention.  Courier authorization is not required. 
6.3.3. 

Upon arrival at your destination, proceed directly to the approved facility to deliver or store the material.  Ensure that appropriate storage is available at the point of destination (i.e., GSA-approved security containers for collateral classified materials; approved facilities for SCI).  DO NOT leave classified packages in unattended offices.     
6.3.4. 

Ensure the recipient has an appropriate security clearance and a need-to-know.  Do not leave classified material with any person other than the intended recipient unless you have verified that individuals security clearance and authority to act as the recipients agent. 
6.3.5. 

It is also your responsibility to inform the intended recipient of the classification of the materials, and any additional security requirements. 
6.3.6. 

Ensure receipts are prepared and signed. 
6.3.7. 

The procedures provided below apply to the local transport of classified materials (from building to building within the local commuting area).  When a need arises to transport classified materials aboard a commercial aircraft, prior approval must be obtained from the JFO Security Officer. Before approval is granted, the requester must provide sufficient justification as to why the materials must be hand-carried vice the use of other approved means, such as U.S. Postal Service Registered Mail for Secret and Confidential materials. 
6.4. Transport of Classified Material by Courier 
6.4.1. 

The Courier Card or Courier Authorization Letter, along with Government identification, badge, or credentials, will be immediately available for presentation upon request by an appropriate security or law enforcement authority. 
6.4.2. 

When transporting classified materials within the local area, the courier will proceed directly to the destination with no unnecessary convenience stops. 
6.4.3. 

The materials being transported will remain in the couriers physical possession at all times while in transit.  Classified material will not be left in hotel rooms, hotel safes, private residences, public lockers, unattended vehicles, etc. 
6.4.4. 

If overnight stops are anticipated, arrangements must be made prior to departure to store the materials at the nearest approved storage facility (military installation, U.S. Government Federal Facility, or cleared contract facility with approved storage authorization at the same level or higher than the materials you are carrying).  In the event of unanticipated overnight stops, contact will be made with the nearest facility as identified above for proper storage. 
6.4.5. 

When in-transit storage is used at an approved facility, the package(s) will remain sealed and receipts will be used. 
6.4.6. 

Packages will never be opened, read, displayed, or otherwise viewed in any manner in public conveyances or places.  This includes aircraft, restaurants, taxis, trains, etc. 
6.4.7. 

With the exception of paragraph 10 below, under no circumstances will a laptop computer containing classified information be placed in use while in transit. 
6.4.8. 

Packages will not be stored in any detachable storage compartments such as automobile trailers, luggage racks, vehicle trunks, passenger compartments, aircraft travel pods, or drop tanks. 
6.4.9. 

When traveling by commercial passenger aircraft within the U.S., classified material will be transported in your carry-on luggage. Prior authorization from the JFO Security Officer is required. Unless special circumstances exist, the hand-carried materials will be subjected to x-ray screening. If necessary, the screening official may also be allowed to feel, flex, and weigh the package without opening the envelopes themselves.  The person screening the package will not, under any circumstances, be allowed to open the package.  Should an attempt to open the package occur, request that the screening official have an airport security supervisor respond.  If the situation cannot be remedied without the package being opened, contact the official cited on your courier authorization before proceeding. 
6.4.10. 

When requested by the screening official, a courier may boot up a laptop computer provided sufficient protection is provided to prevent against unauthorized disclosure of classified information.  IT equipment (laptop computers) must be configured to ensure 
that classified information does not become visible during the boot-up process. 
6.4.11. 

Travel directly from the office sending the material to the point of destination. 
6.5. Record Keeping 
An inventory of the classified materials being transported shall be recorded and maintained.  The reason for this is so a record of the materials transported is available in the event something happens in transit, such as a package is lost. 
7.0 Reproduction 
Documents and other materials containing classified information shall be reproduced only when necessary to accomplish the mission of the JFO.  The use of technology that prevents, discourages, or detects unauthorized reproduction of classified information is encouraged. 
7.1. Approval for Reproduction 
Unless restricted by the originating agency, TOP SECRET, SECRET, and CONFIDENTIAL information may be reproduced to the extent required by operational needs.  For accountability purposes, reproduction of TOP SECRET information will be coordinated through the Top Secret Control Officer (TSCO).    
7.1.1. 

The following conditions must be met: 
7.1.1.1. Classified material is not reproduced on equipment that poses unacceptable risks, for example, machines that are connected to an unclassified LAN, equipped with remote diagnostics, equipped with an internal memory, or in some other way retain images; 
7.1.1.2. Reproduced material is clearly identified as classified at the applicable level; 
7.1.1.3. Reproduced material is placed under the same accountability and control requirements as apply to the original material; and 
7.1.1.4. Waste products generated during reproduction are properly protected and disposed of. 
8.0 Accountability 
8.1. Top Secret 
8.1.1. Top Secret Control Officer (TSCO) 
The JFO Security Officer will serve as the primary TSCO to manage the TOP SECRET Control Account (TSCA). Officials appointed as TSCO will possess a final Top Secret security clearance. The TSCO will maintain records for the accountability, dissemination, and destruction of TOP SECRET information.  All TOP SECRET information will be processed (incoming and outgoing) to and through the TSCO. 
8.1.1.1. Top Secret Document Register: A TOP SECRET Document Register will be maintained by the TSCO to record the receipt, disposition, and destruction of TOP SECRET information.  DHS Form 11000-03, Document Control Register, Top Secret National Security Information, may be used for this purpose. 
8.1.1.2. Top Secret Control Number: Each TOP SECRET document entered into the TSCA will be assigned a document control number (DCN).  The DCN will consist of the office identifier, or other coding information, indicating the specific office possessing the document, the calendar year, and a sequential number indicating the number of documents generated/received within the calendar year. 
8.1.1.3. Top Secret Signature Record: Each TOP SECRET document in the TSCA will have attached to it a TOP SECRET Signature Record, DHS Form 11000
04. Each person having access to the TOP SECRET information will sign and date the form indicating they had access. 
8.1.2. Secret and Confidential 
Except as required by the originator or as specified for certain categories of SECRET and CONFIDENTIAL information, there is no requirement to maintain accountability records or conduct inventories for SECRET and/or CONFIDENTIAL information. 
9.0 Destruction 
Classified documents and other materials shall be retained by the JFO only if they are required for effective and efficient operation of the organization, or if law or regulation requires their retention. Documents that are no longer required for operational purposes shall be disposed of in accordance with the provisions of the Federal Records Act and appropriate implementing directives and records schedules. Material that has been identified for destruction shall continue to be protected, as appropriate for its classification, until it is actually destroyed.  Destruction of classified documents and materials shall be accomplished by means that eliminate risk of reconstruction of the classified information they contain. 
9.1. Methods and Standards 
9.1.1. 

Classified information identified for destruction shall be destroyed completely to preclude recognition or reconstruction of the classified information.  Methods and equipment used to routinely destroy classified information include burning, cross-cut shredding, wet-pulping, mutilation, chemical decomposition, or pulverizing. 
9.1.2. 

Cross-cut shredders currently in use that produce a residue particle size that does not exceed 1/32 inch in width by  inch in length may continue to be used for the destruction of classified information.  Where maintenance is performed on such machines that involves rebuilding the shredder blade assembly, or, where new shredders are purchased for the destruction of classified information, the replacement or new purchase shall comply with CNSS Policy No. 16, National Policy for the Destruction of COMSEC Paper Material, and be equipment listed on the National Security Agency (NSA) Evaluated Products List (EPL) of High Security Crosscut Shredders.  A copy of the EPL can be obtained by calling the NSA National Information Assurance Center at (800) 6886115. Technical guidance on other methods of destruction can be obtained by contacting the JFO Security Officer. 
9.1.3. 

Technical guidance concerning appropriate methods, equipment, and standards for the destruction of classified electronic media, processing equipment components, and the like may be obtained by contacting the Directorate for Information Systems Security, National Security Agency, Ft. Meade, MD 20755. 
10.0 Administrative Sanctions 
10.1. Individual Responsibility 
Any person who suspects or has knowledge of a violation, including the known or suspected loss or compromise of Classified National Security Information, shall promptly report the violation to the JFO Security Officer. 
10.2. Violations Subject to Sanctions 
Personnel are subject to administrative sanctions if they: 
10.2.1. 

Knowingly, willfully, or negligently disclose to unauthorized persons information classified under Executive Order 12958, Classified National Security Information, as amended, or its predecessor orders. 
10.2.2. 

Knowingly, willfully, or negligently violate any other provisions of Executive Order 12958, or knowingly and willfully grant eligibility for, or allow access to, classified information in violation of Executive Order 12958, as amended, or its implementing directives. 
Tab 2 to Annex F: SOP for Verification of NSCI Clearances 
1.0 Purpose 
This Standard Operating Procedure (SOP) provides guidance on the security measures that will be implemented and adhered to for the verification of security clearances. 
2.0 Applicability 
This SOP applies to all personnel working in or around the Joint Field Office (JFO). 
3.0 Individuals With Current Clearances 
3.1. Verification 
To verify an individuals clearance, the JFO Security Officer will either pass clearance information via fax or email, or access (via terminal or Internet) one or more of the following databases: 
	
OPM PIPS SII/Clearance Verification System (CVS) for civilian personnel; 

	
Joint Personnel Adjudication System (JPAS) for military personnel; 

	
Scattered Castles for individuals requiring access to SCI. 


3.2. 
Access to these databases may be available at FBI Field Office, DHS/USSS Field Office, and military installation.  Web-based versions are also available. 
3.2.1. 

If direct access to the above databases is not available, the JFO Security Officer will: 
	
Contact a DHS Security Office (via phone or email) with connectivity to the above databases. Security Offices include DHS HQ, CBP, TSA, USCG, DHS/USSS, DHS/FEMA, and DHS/ICE. 

	
Provide full name (includes middle name), Social Security Number (SSN), Date of Birth (DOB), Place of Birth (POB) to DHS Security Office; and 

	
Receive clearance verification (via phone, fax, and email). 


3.3. 
Once the clearance has been verified via one of the above methods, the JFO Security Officer will issue access control card reflecting clearance level. 
3.4. 
The Office of Security will receive the DHS/ICE/FPS Security Officer cadre roster (DHS/USSS for NSSEs) and pre-clear these personnel for access to the Office of Security security database. 
Tab 3 to Annex F: SOP for Emergency Disclosure of NSCI 
1.0 Purpose 
This Standard Operating Procedure (SOP) provides guidance on the security measures that will be implemented and adhered to for the disclosure of classified information to an individual or individuals who are otherwise not eligible for access. 
2.0 Applicability 
This SOP applies to all personnel working in or around the Joint Field Office (JFO). 
3.0 Emergency Situations 
In an emergency, and when necessary to respond to an imminent threat to life or in defense of the homeland, the Department Leadership Team may authorize the disclosure of classified information to an individual or individuals who are otherwise not eligible for access.  Under these conditions, the approving official shall: 
3.1. 
Limit the amount of classified information disclosed and the number of individuals to whom it is disclosed to the absolute minimum necessary to achieve the intended purpose; 
3.2. 
Transmit the classified information via approved Federal Government channels by the most secure and expeditious method possible, or by other means deemed necessary when time is of the essence; 
3.3. 
Provide instructions about what specific information is classified and how it should be safeguarded. Physical custody of classified information must remain with an authorized Federal Government entity, in all but the most extraordinary and unique of circumstances; 
3.4. 
Provide appropriate briefings to the recipients on their responsibilities not to disclose the information and obtain a signed nondisclosure agreement.  In emergency situations requiring immediate verbal release of information, the signed nondisclosure agreement memorializing the briefing may be received after the emergency abates; 
3.5. 
Within 72 hours of the disclosure of classified information, or the earliest opportunity that the emergency permits, but no later than 7 days after the release, the disclosing authority shall notify the DHS Chief Security Officer and the originating agency of the information.  Such notification shall include: 
	
A description of the disclosed information; 

	
To whom the information was disclosed; 

	
How the information was disclosed and transmitted; 

	
Reason for the emergency release; 

	
How the information is being safeguarded; and 

	
A description of the briefings provided and a copy of the nondisclosure agreements signed. 


3.6. 
A copy of the signed nondisclosure agreements should be forwarded with the notification referenced in paragraph 3.5, above, or as soon thereafter as practical. 
3.7. 
Release of information pursuant to this authority does not constitute declassification thereof. 
Tab 4 to Annex F: SOP for SCI/SCIF Operation 
1.0 Purpose 
This Standard Operating Procedure (SOP) provides guidance on the security measures that will be implemented and adhered to for the protection, use, and dissemination of Sensitive Compartmented Information (SCI). 
2.0 Applicability 
This SOP applies to all personnel working in or around a Joint Field Office (JFO) Sensitive Compartmented Information Facility (SCIF) accredited by the Department of Homeland Security. All persons authorized unescorted access to the JFO will read and be familiar with the requirements of this SOP. 
3.0 Basic SCI Controls 
Guidance concerning the control of SCI is contained in Director of Central Intelligence Directive (DCID) 6/1, Security Policy for Sensitive Compartmented Information and Security Policy Manual. The following applies to the JFO SCIF: 
3.1. 
SCI material will only be disseminated on a need-to-know basis to individuals who hold the proper clearance level and access approval for the information.  If the specific accesses of an individual are not known, the JFO Security Officer must verify the accesses prior to sharing information with that individual. 
3.2. 
SCI material may only be discussed, used, handled, electronically processed, or stored within an accredited Sensitive Compartmented Information Facility (SCIF). 
4.0 Establishing a New Sensitive Compartmented Facility 
The JFO shall request the establishment of a SCIF only when there are clear operational requirements and when existing SCIFs are not adequate to support the requirements.  The JFO shall make use of existing SCIFs or consolidated SCIFs whenever possible.   
4.1. 
Physical security standards for the construction and protection of such facilities are 
prescribed in the current DCID 6/9, Physical Security Standards for Sensitive 
Compartmented Information.  Procedures for establishing SCIFs are as follows: 

4.1.1. 

The requirements justifying a new SCIF shall be documented and maintained with accreditation records.  When it is determined that a SCIF is necessary for the JFO, the JFO Security Officer will contact the DHS Office of Security and provide a Concept of Operations (CONOPS) document detailing the requirements for the SCIF establishment and a pre-construction, DCID 6/9, Fixed Facility Checklist, completed to the maximum extent possible.  The DHS Office of Security will provide assistance, as necessary, during this process in accordance with DCID 6/9. 
4.1.2. 

The DHS Office of Security shall ensure the SCIF is constructed in accordance with the security specification provided in DCID 6/9.  Upon completion of construction, the Office of Security will ensure an inspection is conducted with qualified personnel to ensure it meets DCID 6/9 standards. 
4.1.3. 

The DHS Office of Security Chief will ensure Technical Surveillance Countermeasures (TSCM) inspections and TEMPEST inspections are conducted in accredited SCIFs, as necessary. The JFO Security Officer will coordinate requirements and consider mitigation strategies as necessary.  
4.1.4. 

The Central Intelligence Agency (CIA) or its designee will conduct a final inspection of the SCIF, and review and approve the required SCIF documentation and procedures.  SCIF accreditation documentation will be approved by the Central Intelligence Agency or its designee. 
4.1.5. 

The JFO Security Officer shall obtain the approval of the CIA or its designee for any significant change affecting the integrity of any CIA-accredited SCIF, prior to any change in the SCIF construction or operating procedures.  These may include, but are not limited to, changes in perimeter, alarms, or anything that might introduce a vulnerability to the facility. 
5.0 Operational Contingencies 
With prior DHS Senior Official of the Intelligence Community (SOIC) coordination, the DHS Chief Security Officer may approve temporary SCI accreditation not to exceed 180 days.  The DHS Office of Security will assign a SCIF identification number and the DHS Chief Security Officer retains authority to cancel, extend, or modify any such accreditation. 
5.1. Temporary Secure Working Areas 
A temporary secure working area (TSWA) is a temporarily accredited SCI facility that is used no more than 40 hours monthly for handling, discussing, and/or processing SCI, but where SCI should not be stored. The 40 hours is based on an average use of the TSWA over a 12-month period. 
5.1.1. 

During the entire period the TSWA is in use, the entrance will be controlled and access limited to persons having clearance for which the area has been approved.  Approval for using such areas must be obtained from the Cognizant Security Authority (CSA) (the DHS Chief Security Officer) setting forth room number(s), building, location, purpose, and specific security measures employed during usage as well as during other periods. 
5.1.2. 

TSWAs should be covered by an alarm system.  No special construction is required other than to meet sound attenuation requirements as set forth in Annex E of DCID 6/9, when applicable.  If such a facility must also be used for the discussion of SCI, a Technical Surveillance Countermeasures (TSCM) evaluation may be required at the discretion of the CSA, as conditions warrant. 
5.1.3. 

When not in use at the SCI level, the TSWA will be:  
	
Secured with a keylock or a combination lock approved by the CSA. 

	
Access will be limited to personnel possessing a U.S. Secret clearance. 

	
If such a facility is not alarmed or properly protected during periods of non-use, a TSCM inspection may be conducted prior to use for discussion at the SCI level. 


5.2. Tactical Facilities 
The DHS Chief Security Officer may establish and grant temporary accreditation for tactical SCIFs, not to exceed 180 calendar days in one location.  The DHS Chief Security Officer is responsible for a temporary field or tactical SCIF used in support of a JFO.  Annex C to DCID 6/9 contains detailed policy, procedure, and physical security requirements for tactical SCIFs. 
5.3. Declared Hostilities, General War, National Emergencies 
During a period of declared hostilities, general war, or national emergency, a SCIF at any level of accreditation may be established by the JFO Security Officer upon the verbal order of the DHS Chief Security Officer or designee (General Officer/Flag Officer civilian equivalent level). Reconciliation of SCIF activation and operational data will be made not more than 180 days after SCIF activation.  Interim reporting of SCIF activation may be made to Department of Homeland Security Office of Security where operationally feasible. 
5.4. Semi-Permanent SCIFs 
The DHS Chief Security Officer is the sole accrediting authority for nontactical Department of Homeland Security Semi-Permanent SCIFs (SPSCIFs).  Requirements for TEMPEST and IT accreditation apply. Deployed SPSCIFs are considered tactical SCIFs and are under the authority of the Chief Security Officer. 
6.0 SCI Computer Systems 
SCI can be processed only on a computer, or network of computers, that has been specifically certified and accredited for that level of classified information.  
6.1. 
Telecommunications and automated information systems (TAIS) used to process, store, or handle SCI will be operated so that the information is protected against unauthorized disclosure, modification, access, use, destruction, or delay in service. 
6.2. 
All TAIS that process, store, or handle SCI will be certified and accredited by the DHS Designated Accreditation Authority (the Assistant Secretary for Information Analysis) prior to operation. 
6.3. 
All TAIS processing SCI will follow the requirements delineated in DCID 6/3. 
6.4. 
SCI systems will not be placed in operation until authorized, in writing, by the Designated Accreditation Authority. 
7.0 Portable Electronic Devices 
A portable electronic device (PED) is any non-stationary electronic apparatus with singular or multiple capabilities of recording, storing, processing, and/or transmitting data, video/photo images, and/or voice emanations.  This definition generally includes, but is not limited to, laptops, PDAs, pocket PCs, palmtops, Media Players (MP3s), memory sticks (thumb drives), cellular telephones, PEDs with cellular phone capability, and pagers. 
7.1. 
The following procedures are to be followed for Government-furnished, mission-essential PEDs that are permitted in JFO SCIFs: 
7.1.1. 

Prior to entry, PEDs must be pre-approved by the JFO Security Officer with special consideration given to the PEDs functionalities and mitigation requirements.  Mitigation procedures for multi-function PEDs must address all of the functions associated with the device. Examples are PEDs with cellular phone, Infrared (IR), Radio Frequency (RF), or image-capturing capabilities. 
Laptops with wireless capabilities may be brought into accredited SCI Facilities, provided the following guidelines are followed: 
	
Radio Frequency (RF): Laptops that have a wireless capability may be brought into and out of accredited SCIFs.  However, the wireless functionality must be physically disabled. The RF capability may not be used at any time within the SCIF. 

	
Infrared (IR): Laptops that have an infrared capability may be brought into and out of accredited SCIFs. However, the IR port must be covered by metal tape while in the SCIF area. The IR capability may not be used at any time within the SCIF. 


7.1.2. 

Immediately upon approval and prior to use, PEDs must be registered with the JFO Security Officer via the PED Registration Form, which may be obtained from the Security Officer. 
7.1.3. 

Users must adhere to all mitigation measures prescribed by the JFO Security Officer. 
7.1.4. 

Approval/registrations will be valid until the user transfers, terminates, or no longer has a need for the device; it is no longer essential to the DHS mission; or the user intends to make modifications that could affect the PEDs security profile. 
7.1.5. 

The JFO Security Officer will affix a registration label/bar code that will be recognized by all DHS SCIFs as designating the PED acceptable for entry.  PEDs must be appropriately labeled and controlled in accordance with applicable directives and regulations. 
7.1.6. 

Any person seeking to bring a PED into a DHS SCIF expressly consents to a random inspection of the PED and to its retention if it is suspected of containing classified information, or if the device is believed to have been compromised.  In the event any PED is suspected of containing classified information without authorization, or if a PED is found to not be adhering to this directive, they are also subject to inspection by a forensics professional and/or retention by the U.S. Government.  Any suspected illegal activities will be reported to the appropriate authorities for investigation. 
7.1.7. 

Any person approved to bring a PED into a DHS SCIF will be trained on the security requirements associated with the PED being introduced into the facility. 
7.1.8. 

Unclassified PEDs may not be connected, by any means, to any Information System that contains classified information. 
7.1.9. 

All requests for connecting PEDs within SCIFs must be approved by the JFO Security Officer. If connected to a classified information system, the PED must be controlled and classified to the highest level that the information system is accredited to process. 
7.1.10. 

Prior coordination with other government sites is required prior to introducing PEDs into their SCIFs. 
8.0 Access 
Access to any SCIF is a privilege, not a right, and the need-to-know for access to any SCIF by DHS personnel is determined by the JFO Security Officer. 
8.1. 
Access controls for a SCIF should be tailored to fit the local threat, the number of personnel requiring access, the geographic location of the SCIF, and the ability of the hosting organization to provide support.  Visitors will be positively identified by photograph and Social Security number. 
8.2. 
All personnel who work in or have routine or unescorted access to SCIFs accredited for open storage or 24-hour continuous operations will be cleared and indoctrinated for the highest level of SCI authorized for that particular SCIF.   
8.2.1. 

Only permanent occupants are authorized unescorted or badged access to the SCIF. 
8.2.2. 

All SCI-cleared personnel not assigned to the SCIF are not authorized non-escort or badged access and must sign in and have their use of the SCIF monitored by permanent staff.  
8.2.3. 

If a SCIF has areas with different levels of SCI separated by an internal access control device, individuals will be indoctrinated at the highest level for which they are authorized unescorted access. Classify the associated door combinations and access codes at the highest level of SCI authorized for that particular area. 
8.3. Access Rosters 
Access rosters listing all persons authorized access to the facility will be maintained at or near the SCIF point of entry (within the SCIF).  Electronic systems, including coded security identification cards or badges, may be used in lieu of security access rosters. 
8.3.1. 

Access rosters will contain the following data elements:  name, office, Social Security number, Government agency, security clearance, and level of SCI access using only authorized digraphs/trigraphs (such as SI/TK).  Access rosters are unclassified but will be marked as For Official Use Only and Privacy Act Information. 
8.3.2. 

A Visitor Access Roster will be maintained for all other personnel, including other SCI-
cleared personnel.  The visitor log will include the following information:  name of 
visitor, organization, Social Security number, citizenship, purpose of visit, point of 
contact, and date/time of the visit.  Escort is required for all personnel in this category. 
8.4. Access Certifications 
Certifications will include the persons full legal name; Social Security number; clearance level and SCI accesses required; dates of visit; purpose of visit; the name, telephone number, and the office symbol of the meeting point of contact at the visit location.  The JFO Security Officer will classify the request as appropriate.  The JFO Security Officer is responsible for requesting certifications only through DHS-approved channels and must consult Department of Homeland Security Special Security Officer (SSO) for guidance in the proper classification of visit/certification requests. 
8.5. Non-Indoctrinated Personnel 
DHS discourages SCIF access by non-SCI indoctrinated persons.  SCIF personnel should conduct official business with non-indoctrinated visitors outside the SCIF.  When it is necessary to grant access to non-indoctrinated person, an escort is required.  Escort procedures are as follows: 
8.5.1. 

Escorts must inform and obtain clearance from the JFO Security Officer prior to bringing uncleared personnel into the SCIF. Escorts will inform the JFO Security Officer when the uncleared personnel have departed. 
8.5.2. 

Escorts should announce that an uncleared visitor is in the area, and notify personnel when the non-indoctrinated persons have departed.  (A flashing or rotating red light is an excellent measure to indicate the continued presence of non-SCI indoctrinated personnel in the SCIF.) 
8.5.2.1. Escorts are responsible for ensuring that co-workers turn over, cover, or store classified material; walk with the individual under escort; and visually observe the individual under escort until the visitor leaves the SCIF or another escort assumes the duty. 
8.5.2.2. Escorts are responsible for ensuring that escorted individuals have relinquished all prohibited items prior to entry.  
8.6. Access to SCIFs by Foreign Nationals 
Visits or other entry into DHS SCIFs by non-U.S. citizens (including U.S. resident aliens or 
Green Card holders) is PROHIBITED. 
9.0 Inspections and Baggage Checks 
The purpose of the inspection is to prevent the introduction of unauthorized items into SCIF spaces and to prevent the unauthorized removal of Government property and classified materials.  
9.1. 
Such checks may include, but are not limited to, briefcases, newspapers, notebooks, magazines, gym bags, and other such items.  Although this practice may involve some inconvenience, the inconvenience can be considerably reduced if the number of personal articles taken into or remove from the SCIF is minimized. 
9.2. 
All SCIF work areas and equipment are also subject to inspection for security, health, safety, and other official purposes.  Items subject to inspection by DHS SSO or designees include, but are not limited to, computers, computer equipment and discs, safes, desks, file cabinets, bookcases, and other storage facilities. All items present in a SCIF are subject to being seized, inspected, and analyzed or read.  Evidence of regulatory or legal misconduct will be subject to review and action by administrative and/or legal authorities. 
9.3. 
Individuals removing property from DHS SCIFs must have a property pass and the 
appropriate equipment/media form issued by authorized DHS SSO personnel.   
10.0 Controlled Items 
The following Government items may be brought into or removed from a DHS-accredited JFO SCIF only when absolutely necessary and upon security review and approval of the JFO Security Officer: 
10.1. 
Equipment for air quality testing, measuring of radio frequency of ionizing radiation, devices for life-safety purposes, and systems that are installed for a transitory purpose to ensure the security or safety of SCIF personnel or the physical integrity of the structure. 
10.2. Emergency Personnel and Equipment 
Emergency and Police personnel and their equipment, including devices carried by Emergency Medical personnel responding to a medical crisis within a SCIF, shall be instantly admitted to the SCIF without regard to their security clearance status.  Emergency personnel will be escorted if practical. 
11.0 Prohibited Items 
A number of items cannot be brought into DHS SCIFs because of potential security or safety hazards. 
11.1. Prohibited Items: 
	
Firearms or weapons of any type, ammunition, and explosive devices.  Armed Guard Force personnel may enter the SCIF with their weapon ONLY when responding to an alarm condition, panic switch call, or reported threat. 

	
Devices that use Bluetooth wireless technology. 

 
Devices that have audio, video, or recording capabilities. 

 
Government-Furnished and/or personally owned Personal Digital Assistants (PDAs). 

 
Government-furnished and/or personally owned cellular phones. 

 
Pagers and beepers with the exception of government-furnished receive-only pagers. 

 
Personally owned laptops and notebook computers. 


12.0 Storage 
SCI material will be maintained and stored in a SCI-approved and accredited SCIF. 
12.1. 
Combinations should be given to a limited number of SCI indoctrinated personnel consistent with effective SCIF operations. Change COMSEC combinations according to COMSEC regulations. Combinations to locks installed on security containers, perimeter doors, windows, and any other openings should be changed when: 
 
A combination is first installed or used. 

 
A combination has been subjected, or believed to have been subjected, to compromise. 

 
At other times when considered necessary by the JFO Security Officer. 


12.2. 
SCI material may be filed in any manner meeting retrieval requirements.  SCI material should be segregated from other material in a separate file cabinet, drawer, or folder.  Security regulations or directives governing collateral files do not apply to SCI material. 
12.3. 
SCI when not in a storage status will be covered, turned face down, or otherwise protected when unauthorized persons are present, and returned to approved storage containers as soon as practicable. 
13.0 Information Security 
The author or drafter of a document is responsible for properly complying with established security classification guidance and for properly applying that guidance to a document, including all markings required for its protection, control, and dissemination.  All personnel who produce, transmit, reproduce, or extract SCI from documents or other material must ensure the resulting SCI product is properly marked and protected.  Protect all working materials such as drafts, computer disks, and typewriter ribbons in the same manner as the final material.  Report errors in classification and marking, control, or dissemination problems to the responsible SCI security official. 
14.0 Accountability 
SCI material is non-accountable except material specifically designated as accountable SCI.   
14.1. 
SCI security officials responsible for SCIFs will maintain manual or electronic records of external receipt and dispatch sufficient to investigate loss or compromises of all SCI documents during transmittal.  Users of SCI should use administrative/correspondence control numbers for ease in tracking and identifying documents. 
14.2. Non-accountable SCI 
Non-accountable SCI is SCI material that does not required document accountability (i.e., document accountability numbers, copy numbers, annual inventory, and Certificates of Destruction). SI/TK/G and Secret BYE material has been designated as non-accountable SCI. Non-accountable SCI must be controlled for need-to-know and transmission purposes. 
14.3. Accountable SCI 
Accountable SCI is SCI determined by the DCI or designated program Executive Agent to be of such critical sensitivity as to require the most stringent protection methods, including traceability and audit. Top Secret BYE has been designated as accountable SCI.  An annual report of accountable authorizations, volume, and cost may be required at the request of the DCI. 
14.4. Accountability Records 
Accountability records are not required for non-accountable SCI.  Raw intelligence (collected intelligence information that has not yet been converted into finished Intelligence) is considered non-accountable SCI. 
14.5. Incoming Accountable SCI 
A record will be kept of accountable SCI documents received by a SCIF.  Records will identify the material by document accountability number (DAN) and copy number, originator, a brief description of the material, and the identity of the office(s) within the SCIF receiving the material.  Keeping copies of receipts or maintaining other records that provide required identifying data will satisfy this requirement.  For electronically received record traffic, retention of standard telecommunications center records will fulfill this requirement.  No further records or administrative controls (e.g., internal receipting among activities in the same SCIF and access records) are required while SCI documents are maintained in or accountable to a receiving SCIF. 
14.6. Outgoing Accountable SCI 
A receipt, manual, electronic, or equivalent record, is required for accountable SCI dispatched from the SCIF.  Receipts will identify the material by DAN, copy number, and originator; contain a brief description of the material; and identify the recipient.  For Confidential SI-related material, the required Defense Courier Service (DCS) pouch or package receipt or by other appropriate dissemination records kept by the sender may fulfill this requirement.  The dispatching SCIF is responsible for preparing receipts for SCI material. 
14.6.1. 

Assign a DAN to accountable SCI material only. DANs are not required for SI/TK/G or 
Secret/BYE documents. 
14.6.2. 

The designated document control officer assigns DANs.  The numbers consist of the identifying trigraph, a 6-digit number on a one-up basis, and the last 2 digits of the current year, separated by a hyphen (e.g., BYE-000235-97).  Place a DAN in the designated block on the cover sheet and on the front cover (if any), the title page (if any), and on all succeeding pages in the lower right corner. 
14.6.3. 

Assign copy numbers to individual documents (e.g., Copy 1 of 3 copies).  Place the copy number next to or near the control number at the lower right corner of the document.  Show reproduced copies with a combination of digits and letters (i.e., Copy 1A, Copy 4C, etc.) or identify the copy as Series B, Series C, etc.   
14.7. Records Retention 
For accountable SCI, retain records of incoming and outgoing accountable SCI (such as receipts and document control logs) and certificates of destruction as permanent records.  For non-accountable SCI, transmission receipts may be destroyed on acknowledgment of successful transmission to the intended recipient. 
15.0 Transportation and Transmission of SCI Material 
In developing SCI material, give primary consideration to the intended use of the information and organize the document, if possible, so that SCI can be disseminated separately on a more limited basis, such as an annex or supplement.  Review the document before final production to ensure that only the minimum scope and level of information essential to the task are included. 
15.1. 
SCI materials sent between accredited SCIFs will be hand-carried by individuals who are properly briefed on courier procedures, possess a valid courier card or letter, and who are cleared for the material being transported.  SCI material will not be sent to a facility or building that does not have a SCIF, or to an individual who does not have access to a SCIF. 
15.1.1. Courier Requirements 
Couriers will be a U.S. Government civilian employee, or a DHS contractor or consultant. Couriers will meet DCID 6/4 standards, be specifically designated as a courier, and have authorized access to the SCI material they are transporting or hold a PROXIMITY access. They must be familiar with all rules and regulations governing couriers and transporting information, including hand-carrying aboard commercial or private aircraft.  SCI material will be properly wrapped prior to giving the material to a courier with a proximity access. 
15.1.2. Issuing Courier Letters to Non-assigned Personnel 
Local SCI security officials may issue courier letters of authorization to non-assigned personnel to hand-carry SCI under the following conditions: 
15.1.2.1. The local SCI security official verifies the individual has the appropriate clearance and access level. 
15.1.2.2. The parent or supporting SCI security office confirms the requirement for the individual to courier the material.  The confirmation may be by telephone. 
15.1.2.3. The local SCI security official packages the material and prepares the proper receipts and inventory list. 
15.1.3. 

Materials carried within a building should be in a sealed opaque envelope that is properly addressed. 
15.1.4. 


SCI shall be enclosed for shipment in two opaque envelopes or be otherwise suitably double-wrapped using approved containers. 
15.1.5. 

Outer containers shall be secured by an approved means that reasonably protects against surreptitious access.  The inner and outer containers shall be annotated to show the package number and addresses of the sending and receiving SCIF.  The notation TO BE OPENED BY THE (appropriate SCI Special Security Officer) shall be placed above the pouch address of the receiving SCIF on the inner container.  The inner wrapper shall contain the document receipt and name of the person or activity for which the material is intended. The applicable security classification and the legend CONTAINS SENSITIVE COMPARTMENTED INFORMATION shall appear on each side of the inner wrapper only. 
15.1.6. 

Materials transported between buildings will be double-wrapped in the same manner required for National Security Information.   
15.1.7. 

SCI materials may be electronically transferred between appropriately accredited machines (facsimile, computers, secure voice, secure e-mail, or any other means of telecommunication ensuring that such transmissions are made only to authorized recipients). It is essential to ensure that appropriate secure devices are used for any type transfer of SCI material. 
15.1.7.1. Facsimile Control Procedures 
.	
SCI documents transmitted by secure facsimile will be marked, controlled, and accounted for in the same manner as hardcopy documents. 

.	
Individual header or cover sheets used to precede the transmission of SCI material by secure facsimile will be conspicuously marked with the highest security classification of the transmitted material and unclassified digraphs/trigraphs, handling caveats, and DCID 6/6 control markings.  The cover sheet will include the originators name, organization, and phone number; a brief description of the SCI or subject; the classification; the number of pages; and the receivers name, organization, and phone number, and a portion requesting the name, organization, and phone number of the receiver. 

.	
For accountable SCI documents, the receiver will complete the receipt portion of the cover sheet and immediately retransmit the cover sheet to the sender. 


15.1.7.2. Temporary release outside a SCIF.  If operational needs require SCI to be released for accessing or temporary use by SCI-indoctrinated persons in non-SCI accredited areas, only the responsible SCI security official may grant such release.  The responsible officer will obtain signed receipts for SCI released in this manner and will ensure that conditions of use of the released material provide adequate security until the SCI is returned to a SCIF by the end of the duty day.  If used in a 24-hour operation, the SCI material must be sighted by the responsible SCI security official at least once every 24 hours. SCI material contained in a locked or sealed courier pouch or other container may not be left with non-SCI indoctrinated personnel.  This does not include transmission of properly wrapped SCI by DCS or U.S. Diplomatic Courier Service personnel. 
15.1.7.3. Any loss, compromise, or suspected compromise of SCI materials will be immediately reported to the JFO Security Officer. 
16.0 Reproduction 
Reproduction of SCI documents will be kept to a minimum consistent with operational necessity.  SCI will be reproduced in a SCIF on equipment designated and matted for the reproduction of SCI. Post notices prohibiting the reproduction of SCI on equipment used for reproduction of collateral or unclassified information. 
16.1. 
Stated prohibitions or limitations against reproduction will be honored.  The originator is the approval authority for reproduction in such cases.  Only the organizational SCI security official, designee, or originator may authorize reproduction of Gamma or BYE material. 
16.2. 
Copies of documents are subject to the same control, accountability, and destruction procedures as the original documents.  Extracts of documents will be matted according to content and treated as working materials. 
16.3. 
Equipment that leaves latent images in the equipment or on other material or that has the capability to connect to remote diagnostic centers, such as by telephone lines, is prohibited for SCI reproduction. 
17.0 Disposition and Destruction 
17.1. 
SCI will be retained for the time periods specified in records control schedules approved by the Archivist of the United States (44 U.S.C. 3302 and FPMR 101-11.4).  Destroy duplicate and non-record copies of SCI documents as soon as their purpose has been served. 
17.2. 
Destroy SCI in a manner that will prevent reconstruction.  Only those DCI-approved methods (e.g., burning, pulping, shredding, pulverizing, melting, or chemical decomposition, depending on the type of materials to be destroyed) may be used.  Appropriately indoctrinated person(s) will conduct the destruction.  
17.3. 
Destruction certificates are required for accountable SCI.  If an organization maintains a master record of accountable SCI and destruction is recorded in the master record, individual destruction certificates may be destroyed after recording in the master record.  Microfiche copies of accountable records are authorized provided all information is readable and hardcopy prints can be made to meet investigative or judicial requirements. 
17.4. 
SCI in computer, IT application, or other magnetic media will be destroyed as specified in the Guide to Understanding Data Remanence in Automated Information Systems, (NCSCTG-025) September 1991, or successor publication or as authorized by NSA in other publications. 
17.5. 
If burn bags are used to hold SCI waste, mark the bag when placed in use with the highest security classification of the material it might contain, the phrase CONTAINS SCI MATERIAL, and the office symbol and phone number of the SCIF.  When filled, seal the bag with staples or tape to prevent accidental tearing or breaking.  In SCIFs not accredited for open storage, SCI waste must be secured in approved GSA security containers. 
18.0 End-of-Day Procedures 
The JFO Security Officer will establish a system of written security checks at the close of each working day to ensure the SCIF is secure. Standard Form 701, Activity Security Checklist, will be used to record such checks.  An integral part of the security check system will be securing of the SCIF, vaults, and containers used for the storage of classified material.  Standard Form 702, Security Container Check Sheet, will be used to record securing actions.  Forms 701 and 702 are never to be placed on the outside/public side of a SCIF entrance door.  These forms should be placed on the SCIF interior side of the door.  Standard Forms 701 and 702 will be annotated to reflect after-hours, weekend, and holiday activity.  Retain both forms for one year after completion or as required for investigative purposes. 
18.1. 
The individual assigned to conduct the security double check for the day will check the 
following items (as required): 
	
Double check Standard Forms 702 to ensure all appropriate entries for locking and checking have been made for each security container. 

	
Double check desk tops, cabinets and safe tops, shelves, stands, tables, and other furniture and equipment for unsecured classified material. 

	
Double check wastebaskets for classified material.  Ensure that all burn bags are 
properly secured. 


	
Double check typewriters to ensure that all typewriter ribbons used in the preparation of classified material have been removed and secured. 

	
Double check IT, word processing, or recording equipment to ensure that all recording media have been removed and properly stored. 

	
Double check charts, maps, blackboards, clipboards, and other items hanging on the walls that might contain classified information. 

	
If applicable, double check all windows and access to ensure they are properly secured. 

	
Double check the intrusion detection system, if applicable, to ensure that it is properly set and activated. 

	
Double check other items on SF 701.  Initial the form when checks are completed. 

	
Check SF 702 at the SCIF entrance to ensure that the locked by and checked by columns have been completed.  Recheck the door to ensure it is locked. 

	
Ensure that the SF-702 is located INSIDE the SCIF for OPSEC purposes. 


19.0 Security Violations 
Security protection of SCI control systems and related products and material is paramount.  All actual or suspected incidents of the compromise of SCI will be immediately investigated. 
19.1. Security Violation 
A security violation is a compromise of classified information to persons not authorized to receive it or a serious failure to comply with the provisions of Security regulations or this SOP, which is likely to result in compromise.  A security violation requires investigation. 
19.2. 
Violations can result from, but are not limited to, deliberate or accidental exposure of SCI resulting from loss, theft, or capture; recovery by salvage; defection; press leaks or public declarations; release of unauthorized publications; or other unauthorized means. 
19.3. 
Loss or exposure of SCI from any cause requires immediate reporting, investigation, and submission of a damage assessment describing the impact on national security. 
19.4. Practice Dangerous to Security (PDS) 
A PDS is a failure to comply with the provisions of security regulations or this SOP, which causes a potential compromise of classified information. 
	
A PDS requires immediate action but does not require investigation.  A PDS does not constitute a security violation but can lead to security violations or compromises if left uncorrected. Examples of PDS include, but are not limited to, a courier carrying classified documents stopping at a public establishment to conduct personal business, placing burn bags adjacent to unclassified trash containers, or failing to change security container combinations as required. 

	
Report all security incidents to the JFO security official. 


20.0 Emergency Action Plans 
The JFO SCIF will establish and maintain an emergency action plan (EAP).  The plan may be part of an overall department, agency, or installation/facility plan as long as it satisfactorily addresses the considerations stated below. The JFO Security Officer is responsible for the EAP.  
20.1. Requirements for all EAPs 
All EAPs will include the following: 
	
Location of fire-fighting equipment. 

	
Assignment of specific responsibilities by duty position, rather than by name, with alternates designated. 

	
Authorization for the senior individual present to implement the plan. 

	
Periodic review of assigned duties by all personnel. 

	
Location of SCI material by storage container. 

	
Location of safe combinations. 

	
Procedures for admitting uncleared emergency personnel into the SCIF and provisions for safeguarding SCI material during such access. 

	
Removal of SCI document accounting records to facilitate the post-emergency 
inventory. 


	
Emergency evacuation procedures for equipment, material, and personnel, as 
appropriate. 


	
Emergency storage procedures, if appropriate. 

	
Provisions for precautionary and complete destruction, if appropriate. 

	
Designation of evacuation site and alternate site. 

	
Designation of primary and alternate travel routes. 

	
Provision of packing, loading, transporting, and safeguarding SCI material. 


20.2. 
Evacuation will be executed in a systematic manner under the direction of a responsible individual.  Every effort will be made to prevent loss or unauthorized viewing of SCI until the return of the information to its original location or the SCI is relocated to an alternate SCIF. Factors that may influence the decision to evacuate the SCIF include the following: 
	
Time available. 

	
Future requirement for the SCI material. 

	
Degree of hazard involved in the removal. 

	
Safety of the new location. 

	
Means of transportation available. 

	
Transportation routes available. 


20.3. 
When implementation of emergency plans results in abandonment of SCI material, the DHS SSO or Chief Security Officer will ensure that every reasonable effort will be made to recover the material as soon as possible.  Recovery will be based on the likelihood of success without subjecting personnel to undue danger.  SCI or residue will be collected and placed under the control of SCI-indoctrinated individuals until disposition instructions are received. 
20.4. Secure Storage 
Secure storage consists of securing the SCI material in other SCIFs or safes before evacuating the area. Presence of a guard does not satisfy secure storage requirements; however, placement of guards by stored material is required when possible.  Factors that may influence the decision to secure the SCI area include: 
	
Time available. 

	
Nature of the emergency (whether by human or natural causes). 

	
Seriousness of the emergency. 

	
Likelihood of returning to the site. 

	
Bulk or weight of the material (in deciding whether to store or evacuate). 


20.5. Destruction 
Material will be identified for emergency destruction/removal according to the following priority: 
20.5.1. Priority One 

All cryptographic equipment and documents. 
20.5.2. Priority Two 

All operational SCI codeword material that might divulge targets and successes, documents dealing with U.S. SCI activities, and documents concerning compartmented projects and other sensitive intelligence materials and TOP SECRET collateral. 
20.5.3. Priority Three 

Less sensitive administrative SCI material and collateral classified material not included above. 
20.5.4. 

Selection of an adequate destruction method should be based on a comprehensive evaluation of conditions at a specific SCIF.  Destruction of SCI equipment should be by one of the following means. 
	
Acetylene torches. 

	
Incendiaries. 


	
Although not as effective, destruction or disassembling, smashing, or scattering components may be accomplished when incendiaries or acetylene torches are not available. Equipment also may be jettisoned into water deep enough to minimize the possibility of salvage. 

	
Documents and other flammable material may be destroyed by burning.  Kerosene, gasoline, and sodium nitrate are effective means of destroying documents.  They should be used with extreme care for personal safety.  Documents also may be destroyed by: 

.	
Pulverizing. 

.	
Pulping. 


.	
Enclosing in a weighted, perforated bag, and jettisoning into water deep enough to minimize the possibility of recovery.      




20.6. After Action Report 
The actions listed below are required after initiation of EAPs. 
20.6.1. 

The JFO Security Officer will submit a written report as soon as possible to the DHS 
Chief Security Officer. 
20.6.2. 

Reports will, as a minimum, indicate the following: 
	
Material destroyed and method used.  

	
Circumstances that caused the plan to be implemented. 


20.7. 
Emergency plans will be reviewed annually and updated as necessary.  All personnel shall be familiar with the plans. 
21.0 Closeout Guidelines 
	
Inspect storage containers and furniture.  Remove and inspect each drawer, leaf, or part, including areas under drawers and cushions or other parts that might conceal classified material.  Ensure the container or furniture does not contain classified, official, or Government-related material. 

	
Reset combination safes to the manufacturers setting of 50-25-50 and lock them. 

	
Lock key-lockable containers and tape the key to the drawer or door handle. 

	
Affix a certification form (may be locally produced) that reflects the date of inspection, name and signature of inspector, and a statement that the inspector certifies that classified, official, or Government-related material is not contained therein.  Remove the form when the item is reissued or release outside the agency. 

	
Remove typewriter and printer ribbons and dispose of them as SCI material. 

	
Ensure reproduction equipment does not contain classified information or latent images of such. 

	
Dispose of SCI equipment and media, including hard drives and portable storage media, according to approved procedures and request withdrawal of IT security accreditation. 

	
Inspect entire SCIF to ensure all SCI material has been removed, properly disposed of, or destroyed. 

	
Request accreditation withdrawal from accreditation authority. 

	
Receive formal withdrawal from accreditation authority. 

	
If facility will be used for another mission or project that requires alarms, transfer alarm service to the new activity.  If facility will not be used for another mission or project, discontinue the alarm service, including removal of alarms and the wiring system. 

	
If applicable, change the combination on the entrance door to 50-25-50, and account for all keys. 

	
Debrief personnel, if required. 


Tab 5 to Annex F: Template Physical and Information Security Plan 
[RESERVED] 
Tab 6 to Annex F: SOP for SBU Information Handling 
1.0 Definition 
FOUO (For Official Use Only) is the designator used within DHS to identify sensitive but unclassified information within the DHS community that is not otherwise specifically described and governed by statute or regulation. FOUO provides for a level of protection not afforded other types of unclassified information. 
1.1 
DHS has three types of sensitive but unclassified information:  FOUO, SSI, and PCII. FOUO, the focus of this SOP, is the most common and is governed by DHS Management Directive (MD) 11042.1. Sensitive Security Information (SSI) is sensitive but unclassified information used for certain types of TSA and Coast Guard information, which is governed by 49 CFR Part 1520. Protected Critical Infrastructure Information (PCII) is also used within DHS to indicate certain types of information associated with critical infrastructure vulnerabilities. PCII is governed by 6 CFR Part 29. 
1.2 
Other Federal departments and agencies use other markings besides FOUO to indicate that information is sensitive but unclassified.  A partial listing is provided at the end of this SOP.  Generally, unless instructed otherwise by the originator, other department and agency products that are sensitive but unclassified can be protected, transmitted, and destroyed in accordance with MD 11042.1.  Refer to the listing at the end of this SOP for types of information that warrant protections beyond those for FOUO. 
2.0 Designation 
Any DHS employee, detailee, or contractor can designate information as FOUO provided it falls within one of the eleven categories of information listed in the MD as FOUO.  Officials occupying supervisory or managerial positions are authorized to designate other information, not listed in the MD and originating under their jurisdiction, as FOUO. 
2.1 
The categories of information that can be designated FOUO are as follows: 
	
Information exempt from disclosure under the Freedom of Information Act (FOIA) 

	
Information exempt from disclosure under the Privacy Act 

	
Information within the banking and financial communities protected by statute, treaty, or other agreements 

	
Other international or domestic information protected by statue, treaty, or other 
agreements 


	
Information that could be sold for profit 

	
Information that could result in physical risk to personnel 

	
DHS information technology internal systems data 

	
System security data revealing the security posture of a system 

	
Reviews or reports illustrating or disclosing facility infrastructure or security 

vulnerabilities 


	
Information that could constitute an indicator of U.S. Government intentions, 
capabilities, operations, activities, or otherwise threaten operations security 


	
Developing or current technology information, the release of which could hinder DHS objectives or compromise an advantage or countermeasure.   


3.0 Marking 
Information designated as FOUO will be sufficiently marked so that persons having access to it are aware of its sensitivity and protection requirements.  At a minimum, prominently mark on the bottom of each page FOR OFFICIAL USE ONLY.  Materials containing specifics types of FOUO information may be further marked with an applicable caveat, e.g., LAW ENFORCEMENT SENSITIVE, in order to alert the reader to the type of information conveyed.  Additional access and dissemination restrictions may also be cited as the situation warrants. 
3.1 
Portion markings (i.e., markings within a document applicable to individual chapters, sections, paragraphs, or lines) are not normally required unless FOUO is used in a classified document.  However, portion markings may be applied at the discretion of the originator to distinguish FOUO information from information that is not sensitive.  When portion markings for FOUO information are used they shall be annotated as (FOUO) and applied at the beginning of the portion or paragraph. 
3.2 Designator or originator information and markings, downgrading instructions, and date/event markings are not required on FOUO documents. 
4.0 Handling/Storage 
When unattended, FOUO information will be stored in a locked filing cabinet, locked desk drawer, a locked overhead storage compartment such as systems furniture credenza, or a similar locked compartment.  
4.1 
FOUO information can also be stored in a room or area that has sufficient physical access control measures to afford adequate protection and prevent unauthorized access by members of the public, visitors, or other persons without a need-to-know, such as a locked room or an area where access is controlled by a guard, cipher lock, or card reader. 
4.2 
No clearance is needed for access to FOUO information; however, there has to be a need to know. 
4.3 
FOUO information shall not be posted on public websites. 
5.0 Transmittal 
Use of secure phone and faxes for transmittal of FOUO information, although not required, is encouraged.
 5.1 
When feasible, FOUO should be transmitted through secure, encrypted email channels.  However, when this is impractical or unavailable, FOUO may be transmitted over regular email channels.  Password protection of FOUO attachments should be considered.  Do not send FOUO email to a personal email account.   
6.0 Destruction 
Hard copy FOUO materials will be destroyed by shredding, burning, pulping, or pulverizing, sufficient to assure destruction beyond recognition & reconstruction. 
6.1 
After destruction, FOUO materials may be disposed of with normal waste. 
6.2 
FOUO electronic storage media shall be sanitized appropriately by overwriting or 
degaussing. 
6.3 
Paper products or electronic media containing FOUO information will not be disposed of in regular trash or recycling receptacles unless the materials have first been destroyed as specified above. 
7.0 Violations 
FOUO incidents on DHS IT Systems will be reported to the Organizational Elements Computer Security Incident Response Center. 
7.1 
Suspicious or inappropriate requests for information shall be reported to the DHS Office of 
Security. 
7.2 
At the originators request, an inquiry will be conducted by the servicing Security Official or other Designee. 
8.0 Assistance 
DHS Office of Security Customer Service Center: (202) 692-4432. 
Common Markings Used for Sensitive but Unclassified Information 
INITIALS  MEANING  HANDLING REMARKS  
DSEN  Drug Enforcement Agency Sensitive  Similar to FOUO.  Destroy in same manner as CONFIDENTIAL.  Contact a DEA representative.  
FOUO  For Official Use Only  Used by DHS, DOD, and other agencies.    
LES  Law Enforcement Sensitive  Similar to FOUO.  
LIMDIS  Limited Distribution  Used by National Geospatial-Intelligence Agency.  Restrictions apply. Contact an NGA representative.  
LOU  Limited Official Use  Used by Department of Justice.  Similar to FOUO.  
OUO  Official Use Only  Used by Department of Energy.   Restrictions apply. Contact a DOE representative.  
PCII  Protected Critical Infrastructure Information  Used by DHS. Restrictions apply.  Contact the DHS PCII Program Office.  
PROPIN  Proprietary Information  Restrictions apply.  Contact the originator.  
SBU  Sensitive But Unclassified  Used by Department of State and other agencies.  Similar to FOUO.  
SGI  Safeguards Information  Used by the Nuclear Regulatory Commission.  Restrictions apply. Treat as CONFIDENTIAL.  Contact an NRC representative.  
SSI  Sensitive Security  Information  Used by DHS and Department of Transportation for sensitive information within the transportation sector Restrictions apply. Contact a TSA or US Coast Gua representative.  
SSI  Sensitive Security  Information  Used by Department of Agriculture for information under their purview. Similar to FOUO.  
UCNI  Unclassified Controlled Nuclear Information  Used by DOD/DOE. Restrictions apply.  Contact a DOD or DOE representative.  

Annex G: Principal Federal Official 
1.0 Alert and Designation 
1.1 Pre-Designation 
In certain scenarios, a PFO may be pre-designated by the Secretary of Homeland Security to facilitate Federal domestic incident planning and coordination at the local level outside the context of a specific threat or incident.  A PFO may also be designated in a pre-incident mode for a specific geographic area based on threat and other considerations.  See Tab 1 to this Annex for the Warning Order used in these situations. 
1.2 Designation 
The Secretary of Homeland Security may, at his or her discretion, designate a PFO for an Incident of National Significance or other incident requiring a coordinated Federal response, to include a cadre of pre-identified individuals around the United States trained to perform the PFO function; the Secretary may select from among this cadre at his or her discretion.  See section 4.3.1 of this SOP for a discussion of the Initiation Process. 
	
The Secretary may designate an interim PFO for the incident until a primary designated PFO is in place. This interim PFO will perform all of the PFOs functions until relieved by the designated PFO. 

	
Upon designation, the Secretary will direct the NOC to notify all internal DHS watch centers and other Federal operations centers, as well as appropriate State, tribal, local, regional, and nongovernmental EOCs and relevant elements of the private sector.  The DHS Office of Public Affairs will normally prepare a press release and/or press conference. 

	
Internal DHS watch centers will initiate appropriate notifications.  The NOC-NRCC will notify NRP agencies and activate NRP teams and facilities.  

	
The FBI SIOC will have responsibility for all FBI notifications regarding the PFO designation. 

	
In the event that the DEST deploys, the PFO may accompany the DEST to the incident site. See Tab 9 to this Annex. 


In the event of a single incident with national implications or in the case of multiple incidents, a national-level PFO may be designated to provide overall coordination of Federal incident management activities.  The PFO may further delegate duties to a Deputy PFO, the FCO or other designated Federal official as appropriate to facilitate incident management span of control or after an event transitions to long-term recovery and/or cleanup operations. 
2.0 Roles and Responsibilities 
The specific roles and responsibilities of the PFO include the following: 
	
Representing the Secretary of Homeland Security locally as the lead Federal official; 

	
Ensuring overall coordination of Federal domestic incident management and resource allocation activities; 

	
Ensuring seamless integration of Federal activities in support of and in coordination with State, local, and tribal requirements; 

	
Providing strategic guidance to Federal entities; 

	
Facilitating interagency conflict resolution as necessary; 

	
Serving as a primary, although not exclusive, point of contact for Federal interface with State, local, and tribal senior elected/appointed officials, the media, and the private sector; 

	
Providing real-time incident information to the Secretary of Homeland Security through the NOC and the IAC, as required; 

	
Coordinating response resource needs between multiple incidents, or serving as the national-level PFO for a single incident with national implications, as directed by the Secretary of Homeland Security; 

	
Coordinating the overall Federal strategy locally to ensure consistency of Federal interagency communications to the public; 

	
Ensuring that adequate connectivity is maintained between the JFO and the NOC; local, county, State, and regional EOCs; nongovernmental EOCs; and relevant elements of the private sector; and 

	
Participating in ongoing steady-state preparedness efforts, as appropriate for PFOs designated in a pre-incident mode, when a threat can be ascribed to a particular geographic area. 


Additional roles or authorities may be assigned to the PFO at the direction of the Secretary of Homeland Security or the President. 
3.0 Concept of Operations 
3.1 Task Organization 
3.1.1 General 

The PFO will be supported by a small staff of personnel from DHS and non-DHS agencies and departments, referred to as the PFO support staff.  Using the scalable organizational structure of the NIMS in the context of both pre-incident and post-incident activities, other elements and staffs may be attached to the PFO support staff during the initial phases of Incident Management.  While the PFO will retain the PFO support staff (except the Chief of Staff), the liaisons and other subject-matter expert staff attached to the PFO support staff will move into the appropriate JFO Sections once the JFO is established.  When traveling, the PFO will be supported by appropriately scaled advance and security elements. 
3.1.2 PFO Support Staff 
The PFO support staff will be comprised of the following:  the PFO, Deputy PFO, Chief of Staff, PFO Cell Operations Officer, PFO Cell Assistant Operations Officer, and Press Secretary. The PFO support staff will be an important element of the initial JFO.  When the JFO scales up, the Chief of Staff moves to lead the JFO Coordination Staff in support of the entire JFO Coordination Group. 
3.1.2.1 Deputies and Personal Staff 
Deputy Principal Federal Official. The Deputy PFO operates under the authority and direction of the PFO. The Deputy PFO generally manages the staff on behalf of the PFO to achieve the Secretarys intent, freeing the PFO to interact with the appropriate agencies and be present at critical times and places to oversee incident management.  The Deputy PFO responsibilities include, but are not limited to: 
	
Provides guidance to the PFO support staff and resolves any issues involving priorities or use of internal resources; 

	
Coordinates with the PFO to ensure that the Secretarys intent is followed; 

	
In the absence of the PFO, manages the PFO support staff in accordance with Secretarial intent; 

	
When delegated by the PFO, serves as a Federal interface to State, local, and tribal officials, the media, and the private sector; and 

	
Oversees the daily preparation of SITREPs and other reports as required or directed. 


Chief of Staff 

	
Assists the PFO and Deputy PFO, as required, in the execution of the 
responsibilities outlined above; 


	
Provides guidance to the PFO support staff and resolves issues involving priorities or use of internal resources; 

	
Coordinates PFO support staff movements; 

	
Coordinates briefings, visits, and tours by high-level government officials, Members of Congress, and dignitaries; 

	
Coordinates logistical and security support for the PFO and PFO support staff; and 

	
Oversees tracking of the financial resource requirements of the incident response effort. 


PFO Cell Operations Officer 
	
Supports the PFO, Deputy PFO, and Chief of Staff in the execution of their responsibilities; 

	
Serves as the primary point of contact for pre-deployment administration and logistics support of the PFO support staff and host Federal, State, or local agencies; 

	
Facilitates initial in-brief of team members upon activation of the PFO support staff; 

	
Assists the PFO/Deputy PFO and Chief of Staff with planning, coordination, and/or liaison tasks, as assigned; 

	
Supervises the daily development and distribution of SITREPs and other reporting requirements by assigned NOC personnel;  

	
Provides direct reachback to IMD operations and planning subject-matter expertise, in support of the PFO/Deputy PFO requirements; 

	
Provides the PFO and the Director, IMD, overarching observations related to enhancing facilitation of interagency prevention, protection, preparedness, and response coordination; and 

	
Captures items/issues and develops the After Action Report (AAR). 

Administrative Assistant. Staff representatives from selected directorates will serve as recorders for the PFO; specific requirements will vary depending on the nature of the incident.  These recorders represent the Planning Section and facilitate the collection, evaluation, and dissemination of information about the incident and use of resources. The completeness and accuracy of records may be critical to documenting the need for State and/or Federal assistance and also may be critical should an event occur that results in future litigation.  Additional responsibilities include the following: 

	
Assists the Deputy PFO in tracking the financial resource requirements of the incident response effort; 

	
Serves as the primary collector for after-action issues; 

	
Ensures that the JFO Situation Unit receives timely and accurate information for the preparation of SITREPs as required; and 

	
Assists the PFO support staff Operations Officer in pre-deployment administration, travel, scheduling, and logistical support to the PFO support staff. 

Communications/Information Technology Support Personnel.  The Chief Information Officers (CIOs) liaison serves as the primary IT consultant to the PFO and is responsible for establishing all necessary linkage through technology required by the PFO to best facilitate the response effort and enable the PFO to maintain optimal situational awareness.  Additional responsibilities include the following: 

	
Represents the interests of the PFO, and provide liaison to the Office of the CIO; 

	
Suggests and provides information technology solutions in order to enhance interoperability and facilitate communications by establishing management, operational, and technical controls on the IT systems supporting the incident response; 

	
Integrates the PFO and PFO support staff into the JFO network or virtual private network; 

	
Assists in the preparation of SITREPs as required; 

	
Ensures the appropriate technology is in place to best relay SITREPs through distribution in a timely manner;  

	
Provides JRIES (classified and unclassified) connectivity, training, and support to the PFO support staff and State and local law enforcement agencies; 

	
Establishes and maintains SVTC capability in support of the PFO support staff; and 

	
Provides and maintains cryptographic and communications security as well as classified documents handling. 

PFOs Press Secretary. The DHS/Office of Public Affairs (OPA) will provide a representative to assist the PFO in the capacity as the overall Federal spokesperson at the incident site. Additional responsibilities include the following: 

	
Provides guidance and expertise to the PFO on the release of information to the media or conduct media events after consultation with the PFO; 

	
Upon notification, immediately coordinates with local DHS representative in the affected region and/or jurisdiction;  

	
Represents the interests of the PFO, and provides liaison to the DHS/OPA through the NOC or the IAC; 

	
Assists in the preparation of SITREPs and other reports as required or directed; 

	
Provides media, messaging, and overall communication support to the PFO and Deputy PFO on behalf of the DHS/OPA; 

	
Submits to the PFO/Deputy PFO and OPA media intelligence, and a condensed report of all media stories and interactions that may affect the PFO and Deputy PFO during an incident; 

	
Acts as the liaison between DHS/OPA and the PFO; 

	
Coordinates all DHS regional OPA assets and assignments as well as coordinate media logistics and locations with the affected Federal, State, and local public affairs personnel; 

	
Acts on behalf of and in coordination with DHS/OPA and all media and communications messaging and events that will involve the PFO or Deputy PFO; 

	
Serves the PFO and Deputy PFO on messaging and other logistical communications needs; 

	
Ensures the PFO and Deputy PFO participation in the Incident Communications Emergency Policy and Procedures (ICEPP) and the National Incident Communications Conference Line (NICCL) conference calls;  

	
Coordinates response to all national media queries; 

	
Coordinates all JIC assignments from affected DHS/OPA components and determines other staffing assignments as needed; and 

	
Assists the PFO in his or her capacity as the overall Federal spokesperson for the incident. 


PFOs Legal Advisor.  The PFOs Legal Advisor provides specialized legal assistance and support to the PFO on matters including, but not limited to:  legal rights and restrictions pertaining to media access, legal authorities and responsibilities, relevant statutes, Executive Orders, and applicable laws. 
PFO Cell Assistant Operations Officer.  The PFO Cell Assistant Operations Officer is responsible for: 
	
Establishing communications with the NOC; 

	
Facilitating PFO augmentation from and/or reachback to other DHS 
components and other Federal departments and agencies; 


	
Drafting the PFO executive summary as required; 

	
Coordinating RFIs with appropriate DHS staff elements and other Federal departments and agencies as appropriate;  

	
Performing executive liaison duties/functions as assigned by the PFO. 


Common Operating Picture Technician. The Common Operating Picture Technician assists the PFO support staff in establishing and maintaining common operating picture connectivity. 
Homeland Security Information Network Technician. The HSIN Technician assists the PFO support staff in establishing and maintaining HSIN connectivity. 
3.1.3 Attached Liaisons 
Composition of the liaison staff is based on the incident, subject-matter expertise, and/or capabilities required. The liaisons attached to the PFO support staff will perform duties associated with their parent agency or office in direct support of the PFO.  Additionally, the PFO or Deputy PFO may assign other duties or tasks in support of the mission as dictated by the incident. As the incident evolves, the liaisons attached to the PFO support staff will normally be adjusted according to the size, scope, and complexity of the incident, and will relocate into the appropriate ESF or JFO Coordination Staff (where no appropriate ESF has been activated) once the JFO is established.   
3.1.3.1 Attached DHS Liaisons 
Information Analysis Intelligence Analyst.  Responsible for providing daily intelligence updates to the PFO and PFO support staff members regarding current intelligence relating to the incident and/or threat obtained from the DHS/Office of Intelligence and Analysis, FBI, local law enforcement, and other relevant incoming information/intelligence sources.  Additional responsibilities include the following: 
	
Provides direct reach-back to DHS/Office of Intelligence and Analysis to provide PFO access to its Morning Executive Briefings and other daily briefings, subject-matter experts, and access to pertinent analytical products and threat advisories; 

	
Conducts daily conference calls with Office of Intelligence and Analysis 
leadership to discuss current intelligence; 


	
Provides presence in the JFO to ensure PFO connectivity with the Chief Intelligence Officer regarding intelligence matters.  If the PFO relocates to any other location, the senior Office of Intelligence and Analysis liaison will travel with the PFO as his or her intelligence representative; 

	
Assists the PFO with information gathering and analysis; and 

	
Provides daily input to the PFO SITREP and other reports as required or 
directed. 


Science and Technology (S&T) Liaison. A liaison from the S&T Directorate serves as the primary consultant to the PFO for all scientific and technological resource requirements to facilitate response, recovery, and mitigation.  Additional responsibilities include the following: Represents the interests of the PFO, and provide liaison to the S&T Directorate; 

	
Coordinates with the Preparedness Directorate/Office of Infrastructure Protection (IP)/Chemical & Nuclear Preparedness & Protection Division (CNPPD) Representative on deployment of detection equipment/technology (e.g., radiological pagers) and appropriate training to State and local law enforcement; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 


Preparedness Directorate/Risk Management Division (RMD) Liaison.  
Representative from the Office of Infrastructure Protection (IP) conducts pre-event vulnerability assessments of select high-value sites or assets in the area, if the PFO is designated in a pre-incident mode; supports the PFO by identifying critical infrastructure in the incident area, and the infrastructures operational characteristics during an incident; and provides recommendations to the PFO regarding closings.  Additional responsibilities include the following: 
	
Coordinates deployment of detection equipment/technology (e.g., radiological pagers) and appropriate training to State and local law enforcement; 

	
Interfaces with Federal, State, and local interagency representatives on infrastructure protection issues; 

	
Advises the PFO on all infrastructure protection-related issues in the affected area; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 

DHS/FEMA Liaison.  The DHS/FEMA liaison provides liaison to FEMA Headquarters and DHS/FEMA Regional Office/RRCC in the affected area.  Additional responsibilities include the following: 

	
Represents DHS/FEMA capabilities on PFO support staff; 

	
Ensures necessary national and regional assets are available to the PFO, if required; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 

Civil Rights Civil Liberties Liaison.  The CRCL Liaison provides liaison to the DHS Office for Civil Rights and Civil Liberties.  Additional responsibilities include: 

	
Providing subject matter expertise regarding ethnic and religious communities; 

	
In collaboration with the Interagency Coordinating Council on individuals with Disabilities in Emergency Preparedness, provide guidance and expertise on issues related to people with disabilities; and 

	
Provides daily input to the PFO SITREP and other reports as required. 


DHS/Customs and Border Protection Liaison 
	
Provides liaison to DHS/CBP Headquarters; 

	
Represents DHS/CBP capabilities on PFO support staff; 

	
Coordinates with regionally based DHS/CBP offices to ensure necessary assets are available to the PFO; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed on the status of border security. 


DHS/Immigration and Customs Liaison 
	
Provides liaison to DHS/ICE Headquarters; 

	
Represents DHS/ICE capabilities on PFO support staff; 

	
Coordinates with regionally based DHS/ICE and DHS/ICE/FPS offices to ensure necessary assets are available to the PFO; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 


DHS/Transportation Security Administration Liaison 
	
Provides liaison to DHS/TSA Headquarters; 

	
Represents DHS/TSA capabilities on PFO support staff; 

	
Coordinates with regionally based Federal Air Marshals Service and DHS/TSA offices to ensure necessary assets are available to the PFO; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed on the status of transportation security. 

Preparedness Directorate/Office of State and Local Government Coordination (OSLGC) Liaison.  The OSLGC will provide a representative to assist the PFO in his or her interactions with the State and local government officials in order to facilitate the response effort. Additional responsibilities include: 

	
Represents the interests of the PFO, and provides liaison to the OSLGC through the NOC or the IAC; 

	
Upon notification of an incident, immediately coordinates with local DHS representative in the affected jurisdiction; 

	
Establishes liaison with State, local, and tribal government officials in order to share information and enhance situational awareness for the PFO; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 

Private Sector Office Liaison.  Primary responsibilities include the following: 

	
Provides liaison with the Office of Private Sector Liaison; 

	
In collaboration with the Preparedness Directorate/IP/CNPPD and RMD PFO support staff members, coordinates with private-sector representatives in the affected area/sectors; 

	
Provides guidance and expertise to the PFO on issues related to the private sector; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 

United States Coast Guard (USCG) Liaison. Primary responsibilities include the following: 

	
Provides liaison to USCG headquarters and local offices; 

	
Represents USCG capabilities on the PFO support staff; 

	
Ensures necessary USCG assets are available to the PFO, if required; 

	
Assists PFO by providing on-scene consultation and reach-back capability regarding maritime safety, security, and response; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 

United States Secret Service (USSS) Liaison.  Primary responsibilities include the following: 

	
Provides liaison to DHS/USSS Headquarters and local offices; 

	
Represents DHS/USSS capabilities on the PFO support staff; 

	
Ensures necessary DHS/USSS assets are available to the PFO, if required; 

	
Assists PFO by providing on-scene consultation and reachback capability regarding security and response; and 

	
Provides daily input to the PFO SITREP and other reports as required or directed. 

Infrastructure Liaison. Designated by the Office of Infrastructure Protection, the Infrastructure Liaison serves as the principal advisor to the JFO Coordination Group regarding all national and regional level CI/KR related issues.  Additional responsibilities include: 

	
Acts as liaison between the national and regional level CI/KR, the private sector, and JFO activities; 

	
Coordinates CI/KR and ESF issues between the JFO Coordination Group and IP representatives in the IAC and NOC-NRCC; 

	
Provides situational awareness concerning the affected CI/KR and provides periodic updates to the JFO Coordination group; and 

	
Communicates information to the NOC-NICC and IP representatives in the IAC, NOC-NRCC, and NOC-Planning. 


3.1.3.2 Attached Interagency Liaisons 
Federal Bureau of Investigation (FBI) Liaison Officer.  The FBI Liaison Officer maintains the liaison between FBI Headquarters, the FBI local office, the JOC, the FBI SIOC, and the PFO support staff.  Additional responsibilities include the following: 
	
Provides subject-matter expertise; 

	
Provides reach-back capability; and 

	
Provides daily input to the PFO SITREP and other reports as required or 
directed. 



Department of Health and Human Services (HHS) Liaison.  The HHS liaison 
officer assists the PFO by providing on-scene consultation and reach-back capability 
regarding health and medical services issues, and epidemiological support/guidance 
on the medical implications in case of mass casualty incidents.  Additional 
responsibilities include the following: 
	
Provides the following types of information to the PFO and cell members on a daily basis (pending availability of this information from the health agency with appropriate jurisdiction): 

.	
Any available clinical surveillance results for last 24-hour period, including significant illness or disease information; 

.	
Number and type of cases seen at venue and any National Disaster Medical System (NDMS) medical station(s), with additional information about any subsequent transports out of the secure zone, if available; 

.	
Hospital bed and blood availability (with comparison to baseline numbers for this period); 

.	
Results, if available, of any environmental monitoring of venue; and 

.	
Any other going forward health/medical concerns for the next coordination period (including, for example, other large events that may have health/medical impact); 



	
Interacts regularly with S&T, Office of Intelligence and Analysis, and 
Preparedness Directorate staff members to ensure mutual, reciprocal 
connectivity on all public health/medical matters; and 


	
Prepares, in concert with the HHS Secretarys Emergency Response Team (SERT) team leader, daily input to the PFO SITREP and other reports as required or directed. 


3.1.4 Other Attached Staff 
As outlined in section 3.3.3.1 of the SOP, the JFO Coordination Staff will provide safety, legal counsel, equal rights, and security advice to the PFO and JFO Coordination Group once established within the JFO. During the initial stages of incident management, however, this staff may not yet be established.  Accordingly, the PFO may request additional staff be attached to the PFO support staff from other DHS or non-DHS entities based on the incident in order to provide expertise or augment personnel requirements (for example, requesting general counsel from the strategic legal section to address specific issues at a meeting or press conference, or an HHS representative in a plague scenario). The preference of the PFO, based on the assessment of the incident, will dictate how the staff is configured. As with the liaison staff, these other attached staff will move to the JFO Coordination Staff once the JFO is established. 
3.1.5 PFOs Advance and Security Elements 
The PFO will require an advance team to coordinate movements and logistics, maintain liaison with the PFO support staff and JFO Coordination Staff when the PFO is traveling, etc. In the event a security element is required, both the PFO advance and security elements will be scaled accordingly to meet mission requirements.  Designation of the PFOs security element will be closely coordinated with, or if necessary run by, the JFO Security Officer. 
3.2 PFO Support Staff Role in the Initial JFO   
The PFO support staff will be organized in accordance with the NIMS.  This organization is intended to support each of the five sections that could operate under the NIMS structure: Operations, Planning, Intelligence, Logistics, and Finance/Administration. 
3.2.1 Support to the initial JFO Operations Section 
The PFO, in concert with the JFO Coordination Group (leadership) and JFO Operations Section (execution), synchronizes and integrates the incident management operation.  The PFO support staff ensures effective management of the PFOs priorities while maintaining focus on strategic and policy issues.   
3.2.2 Support to the initial JFO Planning Section 
The PFO support staff, in concert with the JFO, IAC, and the NOC, provides current information to the PFO and JFO Coordination Group in order to: ensure situational awareness, determine cascading effects of the incident area, identify national implications, and determine specific areas of interest requiring strategic and/or long-term attention. 
3.2.3 Support to the Initial JFO Intelligence Section 
As outlined in section 4.4.1 of the SOP, an Intelligence Section may be established within the JFO- where advantageous to operations in a specific circumstance.  In this case, the PFO support staff elements with intelligence gathering, sharing, and analysis capabilities provide current information to the PFO and JFO Coordination Group to ensure integration of classified analysis into the operational response. 
3.2.4 Support to the Initial JFO Logistics Section 
Once the PFO support staff receives an activation and/or deployment order, they will coordinate administrative and logistical support required under ESF #5 for deployment and sustainment of the PFO and staff with the appropriate agency.  Once integrated into the initial JFO, the PFO Support staff liaisons will serve the JFO Logistics Section in providing reach-back capability to identify and assist in mobilization of resources to meet the JFO Logistics Section Chiefs requirements. 
3.2.5 Support to the initial JFO Finance/Administration Section 
The PFO support staff monitors all funding requirements under ESF #5 in order to ensure that the PFO maintains awareness of all costs relating to the incident.  Once integrated into the initial JFO, the PFO Support staff liaisons will serve the JFO Finance/Administration Section in providing reach-back capability to identify financial and administrative assistance to meet the JFO Finance/Administration Section Chiefs requirements. 
3.2.6 Integration into the Augmented JFO 
The PFO retains three select staff members for his or her personal staff, but all remaining members of the PFO support staff are reassigned by the Chief of Staff, who assumes the executive agent control of the Joint Field Office as the JFO Chief of Staff leading the JFO Coordination Staff.  The following diagram illustrates the specific reassignments expected for a moderately sized PFO support staff.  For clarity, immediately upon arrival in the initial JFO and throughout integration into the augmented JFO, all members of the PFO support staff (except the three select members noted above) support the entire JFO Coordination Group (as a unified command entity) rather than solely supporting the PFO.  Integration is as follows: 

3.3 PFO Relationships 
The PFO will monitor the deployment and application of Federal assets and resources through the unified command concept in support of the designated incident commander, in collaboration with other Federal officials identified in existing plans, such as the FCO and the FBI SAC. The FCO, the FBI SAC, and other Federal incident management officials designated in existing plans will maintain their basic authorities and responsibilities as defined in the NRP and other existing plans, statutes, and Presidential directives, unless otherwise directed by the Secretary or the White House.  Nothing in this document alters or impedes the ability of Federal, State, local, or tribal departments and agencies to carry out their specific authorities or perform their responsibilities under all applicable laws, Executive orders, and directives. 
3.3.1 To the Incident Advisory Council 
The IAC is a tailored group of senior Federal interagency representatives that adjudicates matters that cannot be resolved by the NOC-NRCC and provides strategic advice to the Secretary of Homeland Security during an actual or potential incident requiring Federal coordination. The Secretary of Homeland Security activates the IAC based on the nature, severity, magnitude, and complexity of the threat or incident.  Its membership is tailored and scaled to address the specific event.  The IAC provides strategic guidance to the Secretary of Homeland Security and maintains ongoing coordination with the PFO and JFO Coordination Group. The IAC Director will receive information directly from the PFO, DHS liaison officers, or non-DHS officials as needed.  The PFO will provide input to the IAC Director for situation reports and other updates for the Secretary and other members of the senior DHS leadership as required.  The PFO will assist the IAC in recommending courses of action and framing decisions for the senior leadership.  The IAC is activated upon recall from the Secretary or his/her designated representative in the event of an incident.  The IAC will provide the designated PFO with information in order to provide the best possible situational awareness.  For additional information on IAC activities, see the IAC SOP (published separately).   
3.3.2 To the Infrastructure Protection Contingency Planning and Support Division (CPSD).  CPSD will serve as the conduit for steady-state communications from the Secretary or DHS headquarters to the PFO Network.  The PFO Network is the cadre of trained personnel throughout the United States who may be asked to serve in the capacity of PFO. To ensure that the PFO Network has proper support for resources, training, exercises, and operations, CPSD will designate representatives to serve as PFO Coordinators. The CPSD PFO Coordinators will be responsible for: 
	
Drafting appropriate correspondence from the Secretary regarding the PFO network; 

	
Drafting PFO designation documents for Incidents of National Significance, other incidents requiring Federal coordination, National Special Security Events (NSSEs), and training/exercise events; 

	
Developing training/exercise schedules and related materials for the PFO Network; 

	
Conducting a needs assessment and subsequent training and exercises for the PFO Network; 

	
Developing and maintaining a current contact list for the PFO Network; 

	
Serving as the PFO Networks steady-state liaison to the Secretary and DHS Headquarters; 

	
Conducting regular conference calls and/or video teleconferences (VTCs) with the PFO Network to share information and provide updates on policies that may impact potential PFOs; 

	
Upon Secretarial designation of a PFO, serving as the overall coordinator in conjunction with ESF #5 for the PFOs initial transportation and communication package; 

	
In consultation with the designated PFO, determining the composition of a PFO support staff, notifying the supporting DHS component, and assisting with the deployment of that components PFO support staff designee; 

	
Notifying the NOC-NRCC of resource requirements; 

	
Deploying with the PFO support staff to serve as Operations Officer and CPSD representative; and 

	
Providing program support and policy guidance for the PFO/PFO support staff. 


3.3.2 To the Office of Operations Incident Management Division 
The IMD will serve as the conduit for contingency communications from the Secretary or DHS Headquarters to the designated PFO and PFO support staff.  During an Incident of National Significance or other incident requiring a coordinated Federal response, the IMD will be responsible for:  
	
Providing the PFO and PFO support staff with incident specific information and guidance from the Secretary or White House;  

	
Establishing contact with the PFO on behalf of the Secretary, to include soliciting information from the PFO support staff; and 

	
Serving as the link between the NOC/IAC and the PFO. 


3.3.4 To the National Operations Center and National Response Coordination Center 
The NOC is the primary national hub for domestic incident management, operational coordination, and situational awareness.  The PFO will establish incident reporting requirements in concert with the NOC to ensure appropriate information is available to the Secretary and the IAC.  For additional information on NOC activities, see the NOC SOP (published separately). 
The NOC-NRCC is a multiagency center that provides overall Federal response coordination for domestic incidents and emergency management program implementation.  The NOC-NRCC is a functional component of the NOC in support of incident management operations.  For additional information on NOC-NRCC activities, see the NOC-NRCC SOP (published separately). 
3.3.5 To the JFO Coordination Group 
[RESERVED] 

3.3.6 To the Federal Coordinating Officer/Federal Resource Coordinator 
The JFO Coordination Group includes SFOs representing Federal departments or agencies with primary statutory responsibility for certain aspects of incident management.  As one of these SFOs, the FCO manages and coordinates Federal resource support activities related to Stafford Act disasters and emergencies.  The FCOs primary statutory authority is to coordinate the delivery of Federal disaster and emergency assistance to States, local governments, tribal nations, individuals, and qualified private nonprofit organizations. Because other SFOs will exercise their own authorities to conduct activities independent of the provision of this disaster and emergency assistance, the PFO coordinates the activities of the SFOs involved in incident management activities acting under their own authorities with those of the FCO.  To do so, the PFO deconflicts, synchronizes, and coordinates the activities of the FCO with those of the other SFOs. 
In Stafford Act situations where a PFO has not been assigned, the FCO provides overall coordination for the various SFOs in addition to working in partnership with the SCO to determine and satisfy State and local assistance requirements. 
In the event of a single incident with national implications or in the case of multiple incidents, a national-level PFO may be designated to provide overall coordination of Federal incident management activities. The PFO may further delegate duties to a Deputy PFO, the FCO or other designated Federal official as appropriate to facilitate incident management span of control or after an event transitions to long-term recovery and/or cleanup operations. 
4.0 Logistical Requirements 
The logistical support package will be addressed in the following areas: Transportation, Communications/IT, and Administrative.  
4.1 Transportation 
The PFO support staff must be able to deploy to any incident location immediately upon notification in accordance with recall and deployment procedures (TBD).  During the PFOs initial assessment of the incident, he/she will determine a primary and alternate means of deployment to the affected jurisdiction.  The Deputy PFO in conjunction with the IAC will arrange the most expedient deployment option available from the following options: 
 
Internal DHS fixed-wing assets (USCG/CBP-AMO) 

 
DOD aircraft 

 
Leased aircraft 

 
Commercial airlines 

 
Ground transportation 

 
Watercraft 



Upon arrival in the affected jurisdiction, the PFO and Staff will require sufficient ground transportation and off-loading equipment to deploy the staff and equipment to the incident command post and provide mobility within the affected jurisdiction. 
4.2 Communications 
The PFO support staff must have the ability to establish and maintain effective and timely communications, in order to manage the incident.  The following equipment is required by the PFO support staff and is to be made available in a go-kit to accomplish this task: 
QUANTITY  ITEM  
2  Pelican Cases  
10  Cellular Phones with secure capability  
2  STU/STE Phones  
1  Secure Fax  
1  Secure Video Teleconference  
12  Laptop Computers  
1  16 port 10/100 switch  
20  USB Portable Drives (512mb min.)  
2  Portable Computer Printers w/4800 dpi Color  
12  Sets extra peripherals for all electronic equipment (Chargers, cables, cords, power strips, networking hardware, etc.)  
1  Set Office Supplies (should include)  Pens and Pencils  Whiteboard Markers  Scissors  Paper Pads  Stenographer Pads  Printer/Copier Paper  Stapler and Staples  Three and Two Hole Punches  Tape (All types)  Highlighters  Printer Cartridges  File Folders  Document Protectors  Blank Floppy Disks  Blank CD-RWs  Cardboard File Boxes  Paper and Binder Clips  
1  Speech and hearing impaired assistance equipment  

4.3 Administrative Requirements 
The PFO support staff must have internal administrative support in order to sustain itself independently in the initial deployment and establishment of the command post at the incident site. The following list of basic administrative supplies is adequate to adjust to various locations and scenarios: 
QUANTITY  ITEM  
10  Folding Tables (6x3)  
20  Folding Chairs  
2  Portable Folding Easels with Whiteboard  
1  Cross-cut Paper Shredder  
3  Televisions with VCR capability  
3  TV Stands  

5.0 Administration and Logistics 
Administrative reports and record keeping are outlined in Tabs 2 through 9 to this Annex. 
Tab 1 to Annex G: Warning Order Format 
In certain scenarios, a PFO may be pre-designated by the Secretary of Homeland Security to facilitate Federal domestic incident planning and coordination at the local level outside the context of a specific threat or incident.  A PFO may also be designated in a pre-incident mode for a specific geographic area based on threat and other considerations.  The warning order below outlines the basic information transmitted in these circumstances to the pre-designated PFO and support staff. 
1.0
 Situation 

1.1 	Incident Situation 
1.1.1 	Incident 

1.1.2 	Status of Infrastructure (roads, power, water  provide maps) 
1.2 	Agencies Involved 
1.2.1 	ERT and JOC Personnel 
1.2.2 	Other Response Forces (Federal, State, and local) 
1.2.3 	Civil Organizations (Federal, State, and local) 
1.2.4 	Private Sector and Tribes 

2.0
 Mission (Who, What, When, Where, and Why) 

3.0
 Execution (Information from OPORD) 


Secretarys Intent (purpose, method, end-state) PFOs Intent (purpose, method, end-state) 
3.1 	Concept of Operations 
3.2 	Tasks for sections 
3.3 	Tasks for individuals 
3.4 	Coordinating Instructions 
3.4.1 	Timeline 

3.4.2 	PFO Requirements 
3.4.3 	SITREP 

3.5 	Future Plans (redeployment)
 3.5.1 	Projected date 
3.5.2 	Phased or total unit 
4.0 
Logistic Support (See Annex D) 

4.1 	Support Concept (GSA/local government/agency sources)
 4.2 	Materiel and Services (lodging/dining/fuel/supplies, maintenance, etc.) 
4.3 	Medical evacuation and hospitalization (locations of 
support/procedures) 

4.4 	Personnel Support (mail, religious support, MWR, safety, awards, etc.) 

5.0
 Communications 


5.1 	Operations Centers (JFO, JOC, local EOC, and civil 
authorities/locations)

5.2 	Means of Communications 
5.3 	Phone Directory 
Tab 1 to Annex G: Reports/Scheduled EventsTab 2 to Annex G: Mission Points of Contact Tab 3 to Annex G: Weather 
REPORTS/SCHEDULED EVENTS (Battle Rhythm) 
 
TIME 
 DATE OR FREQUENCYREPORT/EVENT 
 RESPONSIBLE 
 CODE 
 DATE/COMPLETED OR REMARK 
 



















STATUS: C-Completed (Reports-put date in remarks), A-Attended Meeting, L-Logged (Information in Daily Staff Journal) 
 

MISSION POINTS OF CONTACT 
 
ORGANIZATION 
 NAME 
 PHONE 
 CELL 
 BEEPER 
 FAX 
 E-MAIL 
 



















CURRENT WEATHER
 

TIME 
 TIME 
 WIND 
 WIND 
 
DATE 
 SUNRISE 
 SUNSET 
 LOW 
 HIGH 
 DIRECTION 
 SPEED 
 PRECIPITATION 
 IMPACT ON OPERATIONS 
 





FORECASTED WEATHER 
 

TIME 
 TIME 
 WIND 
 WIND 
 
DATE 
 SUNRISE 
 SUNSET 
 LOW 
 HIGH 
 DIRECTION 
 SPEED 
 PRECIPITATION 
 IMPACT ON OPERATIONS 
 









Interagency Integrated SOP  UNCLASSIFIED 
Tab 4 to Annex G: Request for Information 
1.0 Action Tracking Log Templates 
Action Tracking Log  
DTG  Action Number  Priority (High, Med, or Low  Requested Action  Assigned To  Requested By  Action Receipt DTG  Suspense DTG  Completion DTG  Contact Information  

































171 
Version 8.3 
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Tab 5 to Annex G: Communications Tracking Log Tab 6 to Annex G: Attendance Tracking Log 
Communications Tracking Log  
DTG  Call #  From  To  Subject  As 
ociated Taskers  Tasker Priority  Suspense DTG  Completion DTG  


































Department/Agency  Name (Last, First)  In/Out & Location  Arrival Time  Location  Contact Information  


































Interagency Integrated SOP  UNCLASSIFIED 
Tab 7 to Annex G: Requests for Information Tracking Log 
Request for Information Tracking Log  
DTG  Action Number  Priority (High, Med, or Low  Requested Action  Assigned  Requested By  Action Receipt DTG  Suspense DTG  Completion DTG  Contact Information  

































174 
Version 8.3 
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Tab 8 to Annex G: Financial Information


Tab 9 to Annex G: Domestic Emergency Support Team (DEST) 
[RESERVED] 
Annex H: Joint Field Office Organization 
Figures 1 through 4 illustrate possible JFO organizational structures for various types of threat scenarios and incidents.  Figure 1 illustrates the organization for natural disasters; Figure 2 shows modifications for terrorism; Figure 3 shows modifications for incidents involving Federal-to-Federal support; and Figure 4 depicts the JFO organization for a National Special Security Event (NSSE). All or portions of these organizational structures may be utilized based on the nature and magnitude of the threat or incident. 
Tab 1 to Annex H: Sample JFO Organization for Natural Disasters Tab 2 to Annex H: Sample JFO Organization for Terrorism Incidents 


Tab 3 to Annex H: Sample JFO Organization for Federal-to-

Tab 4 to Annex H: Sample JFO Organization for National Special Security Events 

Annex I: Joint Information Center 
[RESERVED] 
Annex J: JFO Exercise Evaluation Guidelines 

Task# JFO-1:  Alert and Mobilize JFO Staff  
Outcome:  Emergency Management  Location: JFO  
Response Element:  JFO Staff  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. Were the PFO/FCO/FRC or designated alternate notified of the incident in a timely manner? a. How was this notification made? b. How long did it take? 2. Did the appropriate authority authorize activation of the JFO? Who authorized the activation (name and title)? 3. Did the Preparedness Directorate initiate alert/recall procedures for JFO personnel?  Was the recall list current? Did on-duty personnel or substitutes respond? 4. Was the JFO accessible to the agencies or participants represented? Where was it located? 5. Was the JFO established in a safe and secure area? What security measures were used? 6. Did the appropriate staff respond to the recall? 7. Did the JFO effectively integrate the JOC, PFO support staff, MACC, and JIC, as appropriate?  

Task# JFO-2:  Activate, Expand, and Operate the JFO  
Outcome:  Emergency Management  Location: JFO  
Response Element:  JFO Staff  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
Activation/Notification 1. Was the incident declared a disaster under the Stafford Act and/or an Incident of National Significance? 2. Was the appropriate JFO level established in response to the incident? 3. Did the appropriate authority authorize activation of the JFO? Who authorized the activation (name and title)? 4. Was the JFO established in a manner to allow a scalable expansion as the incident developed? 5. What procedures were established to maintain a communications link or liaison with the incident scene, the State EOC, and other Federal commands, if not collocated in the JFO? 6. Were the participants you observed stopped, identified, and badged prior to entering the JFO? How was this conducted? 7. Were all agencies advised of the JFOs location? What agencies were notified? How were they notified? 8. Was the activation and response coordinated and efficient? 9. How effective was the DHS Communicator system? Were there any problems with the notification procedures? If so, please describe. 10. Were arriving staff appropriately briefed upon their arrival? Roles and Responsibilities 11. Did the FCO/FRC or designated alternate assume overall control of JFO operations? 12. What was the name and title of the person assuming control? 13. Describe the overall level of control maintained in the JFO  did the FRC/FCO maintain appropriate control? 14. Describe the FCO/FRCs use of available resources and staff positions  were they appropriately used to maximize efficiency and effective response operations? Was staff sufficiently trained to accomplish their duties? 15. Did the appropriate PFO/FCO/FRC/SFLEO/MACC SFLEO understand their relationships to each other? Did they understand the roles of the JFO staff? 16. Did the FCO/FRC have authority to use necessary resources to mitigate the emergency and coordinate additional elements? 17. What liaisons from participating agencies/departments were present at the JFO? 18. Were the agencies/departments you observed properly equipped to perform their functions? Please list any missing equipment/communication devices, etc. 19. Describe the organization of the JFO (sections/branches)? 20. How were the ESFs distributed among the sections/branches? JFO Sections 21. Was the Operations Section divided into the following, as appropriate to the incident? a. Law Enforcement Investigative Operations Branch (JOC)? b. Response & Recovery Operations Branch?  

c.	Security Operations Branch (MACC)? 
22.	Was the Planning Section successful at providing situational awareness, identifying national implications, anticipating cascading effects, and determining the status of Federal resources? 
a.	
Was the NOC/IAC kept properly informed?  

b.	
Were requests for technical and scientific expertise coordinated by the Planning Section? 

c.	
Did the Planning Section successfully integrate the intelligence function? 


23.	Was the Logistics Section effective in supplying support to the JFO and to incident personnel (upon request)? 
a.	Were the appropriate units established (Supply, Facilities, Ground Support, Air Operations Support, Communications, Medical)? 
24.	Was the Finance/Administration Section effective at managing, monitoring, and tracking all Federal costs associated with the JFO? 
a.	
Did the Comptroller effectively act as a Senior Financial Advisor to the JFO Coordination Group and the Chief Financial Officer of the controlling agency? Did the JFO Coordination Group receive timely updates on financial expenditures relating to the incident? 

b.	
Was the Finance/Administration Section organized with the appropriate units 
(Time/Procurement/Compensation & Claims, Cost)?



Task# JFO-3:  JFO Operations  
Outcome:  Emergency Management  Location: JFO  
Response Element:  JFO Staff  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
Operations 1. Were JFO operations consistent with plans, procedures, and protocols? Were plans sufficient for response to the range of incident scenarios? 2. Describe the FRC/FCOs understanding of their authority to use necessary resources to mitigate the emergency and coordinate additional elements. 3. Did the JFO, in consultation with State and local counterparts, analyze information/data to formulate mitigation and forward-looking corrective actions? Describe how. 4. Did JFO personnel maintain an account/log of incident events? How was this done? 5. Was there a smooth rotation of personnel for each shift change? How was this maintained? 6. Were situation reports given to all agencies when necessary? How often and by whom? 7. Was a determination of incident stabilization and termination of command made? How and by whom? Coordination 8. Was the response to the incident unified and integrated? Did the agencies involved demonstrate good teamwork and coordination? Describe. 9. Were there written agreements in place between appropriate agencies? If not, did the lack of agreements have an effect on coordination? 10. Were MOUs/MOAs implemented? 11. Was information/data coordinated and communicated among coordination elements? 12. Based on your observations, would you say communication with other sections was adequate? On site, face to face? On site, radio? On site, agency to agency?  

Task# JFO-4:  Coordinate with Government Agencies and Officials  
Outcome:  Emergency Management  Location: JFO  
Response Element:  JFO Staff  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. Describe the process for notification to local, State, tribal, and other Federal entities. 2. Was there a coordinated response in sharing information with local, State, and Federal agencies and officials? 3. Were any key components overlooked? 4. Were the roles and functions of each level of government recognized, understood, and adequately performed? 5. Were all potentially impacted jurisdictions considered and included in coordination? 6. Was a PFO designated to coordinate among agencies?  

Task# JFO-5:  Coordinate Public Information Activities  
Outcome:  Emergency Management  Location: JFO  
Response Element:  JFO Staff (Public Affairs)  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
Communications Plan 1. Was a single media point of contact established early in the incident? Who and where? 2. Was a media conference area established? Was the need for regular briefings and information releases recognized and acted upon? Who provided the briefings? 3. How did the agencies involved prepare and coordinate news releases for dissemination and/or conduct press conferences for the local media? 4. What actions were taken within the JFO to handle public inquiries? 5. If an Incident of National Significance, did a DHS PAO assume the position of PFOs Press Secretary? 6. What procedures were used to ensure essential incident information was provided to the PFOs Press Secretary? 7. How was the media plan developed? Was it implemented in an effective and timely manner?  

Dissemination of Public Information 
8.	
What procedures were used to publicly disseminate information? 

9.	
What information was provided to the public to educate them about potential hazards and risk reduction methods? 

10.	
How did the media plan use media outlets to keep the public informed? 

11.	
Was there any use of the Emergency Broadcast System? 


Agency Coordination Protocols 
12.	
Were situation reports given to all agencies where necessary? How often and by whom? 

13.	
How was critical/sensitive information disseminated to the Secretary, NOC, and IAC (e.g., by VTC, by telephone, by fax)? 

14.	
What measures were taken to coordinate with the Governors press secretary on a recurring basis? 

15.	
How was coordination established with Federal and State agencies before their inclusion in the JIC? 

16.	
What measures were taken to ensure a common government message? 

17.	
Was a JIC established? Why or why not? 


Task# JFO-6:  Activate and Operate JIC  
Outcome:  Emergency Management  Location: JIC  
Response Element:  JIC  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
JIC Activation 1. Did public information staff report to the JFO or JIC in a timely manner? 2. What agencies and organizations were represented in the JIC? 3. Were any agencies missing that should have been included in the JIC? Who and why? 4. What procedures were followed to establish a JIC? JIC Operation 5. How was the location of the JIC determined? How was information disseminated to agencies and the media? 6. Was the JIC organized to effectively execute its role? Were supporting agencies adequately staffed and equipped to perform their functions in the JIC? 7. What plans have been developed to support a JIC expansion to accommodate State and local involvement? 8. What actions were taken to set criteria for and control of access to the JIC? 9. How was coordination established with Federal and State agencies before their inclusion in the JIC? 10. What was the procedure for the approval of press releases?  Who had final approval authority? 11. Were public messages correct and consistent among JIC staff and remote public information staff? 12. How were messages from various entities deconflicted?  

JIC Staffing and Equipment 
13.	
What volume of calls (media and public) did the JIC have to manage? 

14.	
How adequate was the staffing in relation to the call volume and need to prepare press releases and briefings? 

15.	
How adequate was the equipment provided (computers, fax, copiers, telephones, etc.) to manage the volume of public and media inquiries? 


Task# JFO-7:  Provide Emergency Public Information  
Outcome:  Emergency Management  Location: JIC  
Response  Jurisdiction:  
Element:  PIO/JIC  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
Information Gathering and Analysis 1. How did the public information staff gather and share essential incident information? 2. How did the public information staff gather information from the public and media to ensure that their message was being properly received? 3. What trends in media reporting were identified and provided to the PFOs Press Secretary and emergency management officials? 4. What trends in public inquiries and rumors were identified and provided to the PFOs Press Secretary and emergency management officials? Dissemination of Public Information 5. What procedures were used to publicly disseminate information? 6. How frequently were press releases issued? 7. What procedures were used for press release approval? 8. What information was provided to the public to educate them about potential hazards and risk reduction methods? 9. How was this information checked with technical experts to ensure it was accurate before release? 10. How was use of the Emergency Broadcast System coordinated to disseminate information to the public? 11. How did the media plan use media outlets to keep the public informed? Agency Coordination Protocols 12. Were situation reports given to all agencies where necessary? How often and by whom? 13. How was critical/sensitive information disseminated to agencies (e.g., in person, by telephone, by radio)? 14. What measures were taken to coordinate with the Governors press secretary on a recurring basis? 15. How was coordination established with Federal and State agencies before their inclusion in the JIC? 16. What measures were taken to ensure a common government message? 17. Was a JIC established? Why or why not?  

Task# JFO-8:  Emergency Support Functions (ESFs)  
Outcome:  Emergency Management  Location: JFO  
Response  Jurisdiction:  
Element:  JFO Coordination Group  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. Did the JFO use a structured approach to the activation of ESFs? 2. Was ESF support tailored to the type, extent, and duration of the event or situation? 3. Did the appropriate Primary/Support Agency(s) participate in the ESF functions? 4. Did Federal agencies with independent authority continue to perform their agency statutory responsibilities outside the ESF? 5. How were the ESFs organized within the ICS structure?  

Task# JFO-9:  JFO Coordination Group  
Outcome:  Emergency Management  Location: JFO  
Response  Jurisdiction:  
Element:  JFO Coordination Group  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. Did the appropriate authority authorize activation of the JFO? Who authorized the activation (name and title)? 2. Was the JFO Coordination Group appropriately sized for the incident? 3. Was the JFO established in a manner to allow a scalable expansion as the incident developed? 4. Did the appropriate PFO/FCO/SFLEO understand their relationships to each other? 5. Was the JFO staffed with appropriate level personnel from the appropriate agencies? Was this accomplished smoothly? 6. Was a PFO designated for this event? How was the PFO support staff incorporated into the JFO? 7. Was the appropriate PFO support staff integrated into the JFO staff/sections as the incident progressed?  

Task# JFO-1 0: Emergency Response and Sup port Teams  
Outcome:  Emergency Management  Location: JFO  
Response  Jurisdiction:  
Element:  JFO Operations Section  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. Was the ERT requested by the JFO Coordination Group? a. Was the request properly routed from the JFO Coordination Group to the RRCC? b. Was there a timely request for ERT support? Was the ERT response to the JFO timely? c. Who in the JFO Coordination Group authorized the request for the ERT? d. Did ERT personnel properly staff the sections and branches after initial reporting/set-up responsibilities were satisfied in the JFO? e. How was the ERT transported? Were there any delays/problems with deployment? 2. Did the situation/incident warrant deployment of the National Emergency Response Team (ERT-N)? If so: a. Was the ERT-N deployment coordinated through the National Response Coordination Center (NOC-NRCC)? b. Did the DHS Under Secretary for Preparedness authorize deployment? c. Was the on-call team utilized?  If not, why not? d. Did the ERT-N personnel properly staff the sections and branches after initial reporting/set-up responsibilities were satisfied in the JFO? e. How was the ERT-N transported? Were there any delays/problems with deployment? 3. Did the situation/incident warrant deployment of the Domestic Emergency Support Team (DEST)? If so: a. Did the local FBI SAC make the request? b. Was the request coordinated through the Director, FBI and the DHS Under Secretary for Preparedness? c. Were the AG and DHS Secretary consulted? d. Did the National Security Council authorize deployment? e. Did DEST members act as a stand-alone advisory group to the FBI SAC?  

Task# JFO-11: JFO Logistics Support  
Outcome: Emergency Management  Location: JFO  
Response  Jurisdiction:  
Element: JFO Logistics Section  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. Describe the facility selected as the JFO site.  a. Was the facility chosen adequate for the situation at hand? b. Was the size structured to allow for expansion? c. Who on the JFO Coordination Group and the ERT-A was involved in the selection process? d. How long did it take to identify/obtain an adequate facility? 2. Describe the floor plan and administrative organization of the facility. a. Was there a posted floor plan? Was it adequate? Did it effectively map/locate sections? Were sections clearly identified by high-standing table card stands or other means? b. Were telephone directories prepared? Were they accessible by all sections/branches? 3. Describe the physical location of the various JFO components.  a. Was the component virtual or physical? b. Where was the JOC (if applicable)? Where was the JIC? Where was the MACC (if applicable) c. Where were the other JFO components? d. Was the layout effective for interaction and communication? e. What type of conference/private space did the JFO Coordination Group have for meetings & VTC? 4. Describe the identification methods used by assigned section personnel.  a. How were personnel identified (i.e., hats, vests, agency jackets, name tags, ICS color coding)? 5. Describe the JFO IT, communications systems, and administrative systems. a. Were there high speed faxes available? Were fax machines adequate? Assess the downtime/delay, if any, associated with sending/receiving faxes. b. Describe the computers used.  Were the speeds/memories adequate? Were they wired/wireless?  Could a member easily move to another assignment in the JFO? c. Was the network established suitable for the needs of the JFO? i. Did all who needed it have access to JFOnet? ii. Did members have remote access to parent agency networks/systems?  Was the bandwidth utilized suitable for the workload? iii. Was there adequate connectivity between the JFO and other Federal, State, local, and tribal EOCs? iv. Were there any bugs in the system software? Repetitive log-ins, unsignalled logouts?  Was the software user friendly? d. Was the telephone system sufficient for the staff needs? Did the system have mute capability? Headsets? Jacks? Voicemail? Labels? 6. What equipment was used to monitor news broadcasts? 7. Who was assigned as Logistics Section Chief? a. Describe his/her span of control.   b. What branches/units were activated within the Logistics Section? 8. What additional supplies were used to support the JFO staff? a. Displays? b. Office supplies? c. Maps? d. Reference materials?  

Task# JFO-12: Principal Federal Official  
Outcome: Emergency Management  Location: JFO  
Response Element: PFO  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. After the appropriate PFO designation by the Secretary, how were the PFO Cell and support staff activated? a. Were the PFO Cell and staff members pre-designated personnel? b. Were the PFO Cell and staff members trained in and familiar with the PFO concept and JFO operations? c. How well did the PFO Cell and staff members interact with the JFO personnel? d. Did PFO Cell and staff members participate in JFO all hands briefings?  Shift-change situational briefings? e. Were there adequate agency liaison officers assigned to the PFO staff? f. Did the PFO support staff/liaisons integrate into the JFO Coordination Staff? At what point in the incident were they detached from the PFO staff? Was there a smooth transition? 2. Was a PFOs Press Secretary appointed to the PFO support staff/JFO? a. Who was designated the PFOs Press Secretary? (name/title) b. Did the PFOs Press Secretary successfully manage the PFOs public messaging mission? Was the PFOs Press Secretary assigned collateral duties outside the PA arena? If so, did that affect operational capabilities? c. Was the PFOs Press Secretary the JFO JIC Manager/Director or was that responsibility delegated to a PAO? If so, how effectively did the PFOs Press Secretary execute this dual role? d. Did the PFOs Press Secretary have sufficient support staff?  

Task# JFO-13: External Coordination  
Outcome: Emergency Management  Location: JFO  
Response Element: JFO Coordination Group  Jurisdiction:  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. IAC a. Did the PFO serve as the primary POC with the IAC? b. In circumstances where there is only an FCO, did he/she serve as the POC with the IAC? c. Was there any deviation in the PFO/FCO interaction with the IAC Director? If so, did it adversely effect communications? 2. NOC, NOC-NRCC, and RRCC a. Did the JFO establish an effective battle rhythm with the NOC-NRCC and RRCC? b. Which entity established the battle rhythm reporting timeline? c. Did the JFO assume responsibility for coordinating emergency support functions and resource responsibilities from the RRCC and NOC-NRCC?  If so, was it done in a timely fashion? 3. NOC-NICC a. Was the NOC-NICC utilized by the JFO to share information across infrastructure and key resource sectors? b. Did the JFO External Affairs Officer and the JFO Coordination Staff Preparedness Liaisons maintain direct contact with the NOC-NICC? c. Did the JFO, NOC, and NOC-NICC coordinate their communications to national-level infrastructure and resource information-sharing entities? 4. Federal Regional and Headquarters Operations Centers  a. Did the JFO coordinate and deconflict information sharing between Federal regional and headquarters operations centers and the JFO? b. Did the JFO provide the SFO with direct reporting channels with their respective regional and headquarters operations centers? 5. State, Tribal, and Local EOCs  a. Did the impacted State Emergency Management Office assign a State Coordinating Officer as liaison to the JFO/JFO Coordination Group? If not, why not? b. If a Stafford Act disaster declaration, did the Governors Office assign a Governors Authorized Representative as liaison to the JFO/JFO Coordination Group? If not, why not? 6. National and Regional Advisory Entities  a. Did the incident warrant activation of regional and national entities? If so, was the interaction between the JFO accomplished through the cognizant SFO? 7. On-Scene Incident Command Structures a. Did the JFO Situation and Resources Units establish direct interaction with Federal area/incident command structures? b. Was this interaction effective? c. Did the JFO establish direct interaction with State and local area/incident command structures? If yes, why? d. Did the SCO lead official in the JFO act as the conduit for interaction with State incident command operations? How was this interaction accomplished? Was it effective?  

Task# JFO-14: JFO Safety & Security  
Outcome: Emergency Management  Location: JFO  
Response  Jurisdiction:  
Element: JFO Security Officer  
Evaluator:  Contact #:  

Follow-up Analysis  
Upon completion of the days exercise play, evaluators should compile their observations into a chronological narrative of events, describing outcomes achieved or not achieved. For any outcomes that are not achieved, the evaluator should analyze the sequence of events and attempt to determine the cause using the questions at right.  The questions below may further help determine root cause.   What happened?  What was supposed to happen?  If there is a difference, why?  What is the impact of that difference?  What should be learned from this?  What corrective actions are recommended?  
1. Did the security personnel deployed/designated by DHS Security accomplish the task at hand? a. How many were deployed?  Which agency filled this role? b. Was a JFO Security Officer designated? i. Who designated the JFO Security Officer? ii. What agency filled this role? iii. Were any duties delegated to a Deputy Security Officer? If yes, which functions were delegated? Which agency filled this role? c. Were security personnel familiar with procedures and the JFO SOP Security Procedures Annex? 2. What physical security measures were implemented? a. Controlling access? 3. What information security measures were implemented? a. Were STUs/STEs compatible with other elements? b. Were there secure fax machines? How efficient were they? Were there enough? c. Were secure communications used by personnel to pass sensitive information? d. Were secure communications maintained and adequate for the incident scope? e. Was a Secure VTC available?  How did it function?  Was it necessary?  Did it enhance information exchange? f. Was there a SCIF available? Was it adequate for the VTC and other secure conferences? 4. What personnel security measures were implemented? a. Processing clearances? b. Receiving clearances from member agencies? c. Issuing clearance-coded badges? d. Advising personnel to maintain badge security? 5. What operational security measures were implemented? a. Were there enough security containers/safes available? b. How were sensitive documents handled/disposed of? 6. Was OSHA activated to implement the Worker Safety and Health Support Annex? a. How were health and safety problems addressed? 7. Was an Emergency Action Plan developed? a. How was this plan shared with JFO personnel? b. Were personnel made aware of the COOP location? c. How was the plan posted? d. Was there a safety and security brief? Was it given to all shifts?  

Annex K: Communications Unit 
1.0 Introduction 
1.1 Purpose 
The purpose of this Annex is to provide Federal communications coordinators an all-hazards framework for coordinating communications during NSSEs and emergency response that is applicable to all incidents nationwide.  This Annex defines roles and responsibilities and procedures for coordinating communications at the field operations level, with and without ESF #2  Communications activation.  Also, this Annex describes the procedures for communications coordination at the regional level in the initial stages of an incident.  These procedures help to ensure that the JFO Coordination Group has sufficient communications resources to conduct their assigned mission and effectively interface with State and local personnel and other Federal agencies. 
1.2 Scope and Applicability 
This Annex is applicable to all government entities that provide JFO Coordination Group communications support, and provides guidance to private-sector organizations that support and participate in the response effort.  It establishes a framework for the coordinated delivery of communications during response to NSSEs and the full range of natural and manmade hazards, including threats or acts of terrorism, major disasters, and other emergencies.  The ESF #2 SOP, published by the NCS in their role as ESF Coordinator for ESF #2, will complement this Annex.  However, as some emergencies do not require ESF #2 activation, but do require communications support, the Communications Unit will assume this role.  This requires the Communications Unit to be organized to perform certain functions that are clearly reserved for ESF #2. 
In the event that ESF #2 is activated, the ESF #2 SOP provides guidance for the satisfaction of communications needs external to the JFO, and this Annex provides guidance for the satisfaction of communications internal to the JFO (those needed to support the PFO/FCO/JFO or other U.S. Government field activities communications). 
2.0 Communications Unit 
The Communications Units major responsibility is effective communications planning for the JFO Coordination Group. The Communications Unit develops a JFO communications plan to make the most effective use of the communications equipment and facilities assigned to the JFO Coordination Group, installs and tests all communications equipment, supervises and operates the JFO communications center, distributes and recovers communications equipment assigned to JFO personnel, and maintains and repairs communications equipment on site. 
In accordance with NIMS ICS principles, the JFO Communications Unit is responsible for filling communications requirements, whether equipment or services, when ordered by the JFO Operations Section (in accordance with the NRP Logistics Annex). The JFO Communications Unit: 
	
Supports the Federal Emergency Communications Coordinator (FECC) within the JFO Operations Section. As outlined in the NRP ESF #2  Communications Annex, the FECC is the single point of contact in the incident area to coordinate the Federal telecommunications requirements and industrys response. 

	
Is responsible to the JFO Coordination Group for effective communications logistics planning; 

	
Coordinates (through ESF #2 and ESF #7) with Federal communications logistics partners as the JFO Logistics Section locates and stands-up mobilization centers; 

	
Coordinates (through ESF #1 and ESF #2) interagency transport of communications resources to identified mobilization centers; 

	
Provides communications logistics resource tracking for deployed assets in coordination with the FECC; 

	
Assists the FECC in determining cost-effective and timely means to meet communications requirements; 

	
Manages the transfer of Federal communications assets to State or Incident Command/Unified Command control at the Incident Command Post, Incident Logistics Base, Incident Operations Section staging area, state staging area or distribution point, or directly where the resource is needed (on scene) in coordination with the FECC. 

	
In support of the FECC within the JFO Operations Section and the JFO Planning Section Situation Unit, develops the ICS-205-JFO (Information Sharing Procedure) for the JFO Coordination Plan; 

	
Operates the JFO Communications Center (JFOCC);  

	
Develops the JFO-internal communications plan (when one is required; and  

	
Resides within the Services Branch, Logistics Section. 


2.1 Communications Unit Staffing and Organization 
In large scale incidents, the JFO Communications Unit may be organized into five teams in order to maintain an effective span of control: the Communications Requirements Team, the Communications Logistics Planning Team, the Communications Resource Receiving and Distribution Team, the JFO Communications Center (JFOCC) Team, and the JFO Information Technology Team.  The modular JFO Communications Unit organization structure is depicted in Figure 1. 
Based on ICS principles, the Communications Unit organization is flexible and modular and can be adapted based on the size and complexity of the incident and the specific hazards created by the incident. As the complexity of the incident or the span of control increases, the organization will expand. See Tab 1 to this Annex for details. 

Figure 1. Notional JFO Communications Unit Organization  
At the JFO, the FECC is supported and assisted by the Emergency Communications Staff, comprised of DHS/FEMA communications logistics staff, DHS/IP/NCS staff, ESF #2 interagency staff, and telecommunications industry employees.  The FECC will, at the request of the JFO Coordination Group, assign Emergency Communications Staff to both the JFO Operations Section and the JFO Logistics Section, and may (as the situation warrants) assign staff to the JFO Planning Section. For incidents where ESF #2 has not been activated, the JFO Coordination Group may elect to use the existing DHS/FEMA resources to provide communications support at the JFO. 
2.2 Communications Requirements Manager 
When communications are needed to support PFO/FCO/JFO or other FEMA field activities communications, the requirement passes to the Communications Requirements Manager, who logs and tracks individual requirements throughout the logistics lifecycle.  To fill the requirement, the Communications Requirements Manager uses the DHS/FEMA Telecommunications Information Management and Asset Control System (TIMACS), described at Tab 3. The Communications Requirements Manager determines if resources are available within FEMA or DHS assets. 
As outlined in the NRP ESF #2 Annex, the FECC is the single Federal point of contact in the incident area to coordinate the Federal telecommunications requirements and industrys response. Within the JFO Operations Section, the FECC coordinates with the State telecommunications officer to endure Federal communications requirements do not conflict with State needs.  The FECC prioritizes conflicting requests from the State and Federal Agencies, and recommends solutions to the JFO Coordination Group. 
2.3 Communications Logistics Planning Manager 
The Communications Logistics Planning Manager is responsible for the communications resources management process.  To fulfill this responsibility, Communications Planning has two functions: resource ordering, and spectrum management.  The resource ordering function involves ordering of communications resources (see Tab 3 to this Annex) to meet identified requirements. The spectrum management function involves new-requirement related frequency management, processing requests for frequency assignments, and frequency de-confliction in coordination with the ESF #2 Frequency Manager.  Specific responsibilities include monitoring and tracking current and anticipated communications procurement requirements and actions, as well as expenditures.  The Communications Logistics Planning Manager is also responsible for coordinating communications financial management and procurement activities with the JFO Finance/Administration Section. 
2.4 Communications Resource Receiving and Distribution Manager  
The Communications Resource Receiving and Distribution Manager is responsible for tracking ordered resources once a source has been identified through delivery to the location specified by the Communications Requirements Manager, and for managing the transfer of Federal assets to Incident Command / Unified Command control.   
2.5 JFO Communications Center Manager 
The JFO Communications Center Manager is responsible for receiving and transmitting radio, telephone, and other urgent messages among and between JFO personnel and to provide dispatch services (in support of the JFO Operations Section).  This includes the establishment of a JFO Message Center location and the maintenance of resource Status Change Cards (ICS Form 210). 
2.6 JFO Information Technology Systems Manager  
The JFO Information Systems Manager conducts IT assessments at potential JFO facilities, including any Interim Operating Facility (IOF).  The JFO Information Systems Manager establishes and maintains the communications and information technology infrastructure for the JFO facilities including the JFO net.  These functions are accomplished by JFO Information Technology Specialists.  
3.0 Roles and Responsibilities 
3.1 Communications Unit Organization 
Communications Unit Leader (COML).  The COML is responsible for developing plans for effectively filling communications resource requests; identifying communications needs for all JFO-related facilities (e.g., JFO, Disaster Recovery Centers (DRCs), staging areas, logistics camps); developing plans for the effective use of JFO-internal communications resources; installing and testing JFO communications equipment; establishing and operating the JFOCC and message center; acquiring communications equipment, supplies, or services; distributing communications equipment to Incident Commands/Unified Commands; and maintaining and repairing JFO communications equipment.  The COML coordinates with and supports the Federal Emergency Communications Coordinator (FECC) of ESF #2, by providing assets under COML control to meet ESF #2 requirements (if available) and by assisting ESF #2 logistics representatives with the ordering of resources. 
Reports to: 

 
JFO Service Branch Director, Logistics Section 

Works with: 


 
FECC for ESF #2  

 
JFO Operations Section Chief 

 
JFO Planning Section Chief 

 
JFO Logistics Section Chief 

 
JFO Finance/Administration Section Chief 

 
State and Tribal Communications Officers 

 
ESF #1-15 Communications Unit Leaders 


Administrative Assistant. Staff assigned to the JFO Communications Unit Leader to assist with administrative support (e.g., logistics, travel). 
Reports to: 

 
COML 

Works with: 


 
JFO Finance/Administration Section  


Communications Requirements Manager.  When a requirement for PFO/FCO/JFO communications comes to the Communications Unit Leader, the requirement passes to the Communications Requirements Manager, who logs and tracks individual requirements throughout the logistics lifecycle. To fill the requirement, the Communications Requirements Manager uses the DHS/FEMA Telecommunications Information Management and Asset Control System (TIMACS), described at Tab 3.  The Communications Requirements Manager works directly with the FECC and the ECT-F assigned within the JFO Operations Section if the Communications Unit needs assistance from ESF #2 to meet the requirement.  
Reports to: 

 
COML 

Works with: 


 
JFO Operations Section 

 
FECC for ESF #2 


Communications Requirements Processors.  The Requirements Processors assigned to the Communications Requirements Manager receives, refines (where questions exist), and tracks communications requirements transmitted by the Communications Requirements Manager in the JFO Operations Section.  For tracking requirements, this specialist uses the DHS/FEMA TIMACS system.   
Reports to: 

	
Communications Requirements Manager 

Works with: 


	
JFO Operations Section 

	
FECC for ESF #2  

	
JFO Finance/Administration Section  

	
ESF #1  Transportation, ESF #2  Communications, ESF #6  Mass Care Housing and Human Services, ESF #8  Public Health and Medical Services, and ESF #9  Urban Search and Rescue 


DRC Communications Coordinator.  The DRC Communications Coordinator 
assigned to the Communications Requirements Manager is tasked with coordinating 
and tracking communications requirements for all DRC facilities. 
Reports to: 

	
Communications Requirements Manager 

Works with: 


	
JFO Support Branch Director, Logistics Section 

	
JFO Operations Section 

	
DRC COML 


Communications Logistics Planning Manager. The Communications Logistics Planning Manager is responsible for the communications resources management process.  To fulfill this responsibility, Communications Planning has two functions: resource ordering, and spectrum management.  Specific responsibilities include monitoring and tracking current and anticipated communications procurement requirements and actions, as well as expenditures.  The Communications Logistics Planning Manager is also responsible for coordinating communications financial management and procurement activities with the JFO Finance/Administration Section. 
Reports to: 

	
COML 

Works with: 


	
JFO Planning Section 

	
JFO Finance/Administration Section 

	
FECC for ESF #2  


Communications Logistics Specialists. The Communications Logistics Specialists assigned to the Communications Logistics Planning Manager track communications resources within the JFO logistics life-cycle, identify sources and place orders, liaison with the JFO Finance and Administration Section for new resources, identify and forecasts potential resource shortfalls, and liaisons with the JFO Planning Section Resources Unit.   
Reports to: 

	
Communications Logistics Planning Manager 

Works with: 


	
ESF #2 Communications Asset Manager 

	
ESF #2 Donations Manager 

	
JFO Planning Section 

	
JFO Finance/Administration Section 


Spectrum Manager. The Spectrum Manager assigned to the Communications Logistics Planning Manager coordinates JFO-internal spectrum-use matters in support of operability and interoperability. At the direction of the FECC and in coordination with the JFO Operations Section, the Spectrum Manager assigns radio frequencies for use by JFO personnel and JFO-related facility (DRC, etc.) employees. As a technical expert, the Spectrum Manager helps to identify sources of JFO-related frequency interference and resolve interference problems.   
Reports to: 

	
Communications Logistics Planning Manager 

Works with: 


	
ESF #2 Frequency Manager 

	
DHS Wireless Management Office (WMO) Frequency Manager 

	
DHS/FEMA Information Technology Services Directorate, Enterprise Operations, Disaster Operations Section 


Communications Resource Receiving and Distribution Manager. The Communications Resource Receiving and Distribution Manager is responsible for tracking ordered resources once a source has been identified through delivery to the location specified by the Communications Requirements Manager, and for managing the transfer of Federal assets to Incident Command/Unified Command control. 
Reports to: 

	
COML 

Works with: 


	
JFO Operations Section 

	
FECC for ESF #2 

	
Communications Requirements Manager 

	
JFO Logistics Base Managers and Mobilization Center Managers 


DHS/FEMA Mobile Emergency Response Support Coordinator.  The DHS/FEMA MERS Coordinator assigned to the Resource Receiving and Distribution Team manages and directs DHS/FEMA MERS resources to support the incident communications requirements as directed by the COML, and provides MERS status to ESF #2. 
Reports to: 

	
Communications Resource Receiving and Distribution Manager 

Works with: 


	
ESF #2 Resources Coordinator 

	
JFO Operations Section 


JFO Communications Center (JFOCC) Manager. The JFO Communications Center Manager manages the help desk, phone directory, switchboard/message center, receptionist desk, and mailroom. The ICMG also provides copying and printing services. 
Reports to: 

	
COML 

Works with: 


	
DHS/FEMA Information Technology Services Directorate, Enterprise Operations, Disaster Operations Section 

	
JFO Finance/Administration Section 


JFO Dispatcher. The JFO Dispatcher is assigned to the JFO Communications Center. The Dispatcher is responsible for receiving and transmitting radio and telephone messages among and between personnel and to provide dispatch services at the JFO operations Center. 
Reports to: 

	
JFOCC Manager 

Works with: 


	
JFO Operations Section 

	
JFO Personnel 


Help Desk Operator. The Help Desk Operator is assigned to the JFO Communications Center. The Help Desk Operator receives and refers customer requests for IT assistance to the appropriate Logistics Section element in addition to logging and tracking dispositions of resulting actions.  The Help Desk Operator serves as the one-stop contact for anyone in the JFO that needs IT assistance.  In some instances, the Help Desk can be collocated with the receptionist, message center, and/or switchboard. 
Reports to: 

 
JFOCC Manager 

Works with: 


 
JFO Personnel 


Message Center/Switchboard Operator/Receptionist.  The Message Center/Switchboard Operator/Receptionist (MCRC) is assigned to the JFO Communications Center. The MCRC operates the switchboard to receive and transfer messages among and between JFO personnel. 
Reports to: 

 
JFOCC Manager 

Works with: 


 
JFO Personnel 


Mail Room Specialist.  The Mail Room Specialist (MRSP) is assigned to the JFO Communications Center. The MRSP manages the receiving, handling, and distribution of incoming mail and provides printing and copying services. 
Reports to: 

 
JFOCC Manager 

Works with: 


 
JFO Personnel 

 
United States Postal Service 

 
Commercial delivery services and couriers 


JFO Information Systems Manager.  The JFO Information Systems Manager conducts IT assessments at potential JFO facilities, including any Interim Operating Facility (IOF).  The JFO Information Systems Manager establishes and maintains the communications and information technology infrastructure for the JFO facilities including the JFOnet.  These functions are accomplished by JFO Information Technology Specialists.  
Reports to: 

 
COML 

Works with: 


 
JFO Operations Section 

 
FECC for ESF #2 

 
Communications Requirements Manager 

 
JFO Logistics Base Managers and Mobilization Center Managers 

 
JFO Planning Section 

	
JFO Logistics Section 

	
JFO Finance/Administration Section 

	
DHS/FEMA Disaster Information Systems Clearinghouse (DISC) 


JFO Network Manager. The JFO Network Manager (NETM) is assigned to the Communications Logistics Team field office communications function.  The NETM provides network communications and IT services for all incident facilities (e.g., JFOs, DRCs, staging areas, camps). 
Reports to: 

	
JFO Information Systems Manager 

Works with: 


	
DHS/FEMA Information Technology Services Directorate, Enterprise Operations, Disaster Operations Section 

	
Local Telephone Company/IT Provider 


Telecommunications Manager. The Telecommunications Manager (TELM) provides telecommunications services for the JFO and JFO-related facilities.  TELM responsibilities include the establishment of a supply of JFO-use cellular telephones and coordinating frequency management services with the Mount Weather Emergency Assistance Center (MWEAC).  During a Type I incident, the TELM coordinates JFO-internal frequency management activities with the Communications Logistics Planning Manager/Spectrum Manager. 
Reports to: 

	
JFO Information Systems Manager 

Works with: 


	
DHS/FEMA Information Technology Services Directorate, Enterprise Operations, Disaster Operations Section 

	
Local Telephone Company 


3.2 Relationships 
3.2.1 To Federal, State, Tribal, and Local Officials. The JFO Communications Unit is entirely logistical in nature.  Appropriate interface regarding communications assistance must be coordinated through the FECC in the JFO Operations Section.  Where Federal, State, Tribal, and/or local authorities merge their operations into the Joint Field Office, communications logistics will be handled in the JFO Communications Unit in an integrated/unified approach, with appropriate Deputy COMLs from each major entity assigned based on the exigencies of the incident. 
3.2.2 To ESF #2  Communications 
The Communications Unit is supported by ESF #2 when activated.  The Communications Unit and ESF #2 combine to form the communications coordination function within the JFO area of operations (as defined by the JFO Coordination Group and the FECC).  In addition to communications logistics, the COML is responsible for all internal communications activities. 
4.0 Concept of Operations 
4.1 Initiation and Activation 
The process for activating the JFO Communications Unit is described in Annex C to this SOP. Prior to the activation of the JFO there are two interim phases:  Pre-Incident and Incident. Pre-Incident logistical activities are performed by the RRCC Communications Unit and managed by the RRCC COML.  Incident logistical activities are performed by the IOF Communications Unit and managed by the IOF COML.  Once the JFO is established, the RRCC and IOF Communications Units will transfer control to the JFO Communications Unit to manage the Incident and Deactivation logistical activities.  After transfer of control, the RRCC and IOF Communications Units may deactivate.  Upon activation of ESF #2, responsibility for communications external to the JFO will be transferred to ESF #2. 
4.2 Activities by Phase 
4.2.1 Phase I - Pre-Incident 
Actions 	Responsible Party Tool 
Appoint a COML at the RRCC  Regional Director/FCO   List of qualified COMLs   
Activate Communications Unit and  COML   Tab 2 Communications  
Communications Center at the RRCC  Unit Organization Chart  

Identify and activate RRCC Communications COML  Tab 2 Communications Unit team members Unit Organization Chart 
	
Directory of qualified team members 

	
Communicator! 


Notify DHS frequency coordinator of pending incident  COML   Tab 5 Communications Unit Toolkit  
Conduct pre-deployment communications conference call with RRCC Communications Unit team members   COML   Tab 5 Communications Unit Toolkit  

Actions 	Responsible Party Tool 
Attend JFO Coordination Group Scoping Meeting (and/or FCO kickoff meeting) at the RRCC  COML   Tab 5 Communications Unit Toolkit  
Assess the need to activate ESF #2 in coordination with the National Coordinating Center for Telecommunications and make recommendation to ESF #5, the JFO Coordination Group, and the FEMA Regional Director  COML  
Activate ESF #2 staff to support the RRCC if needed  DHS   
Conduct a coordination meeting between COML and FECC (when activated)  COML and FECC   Tab 2 Communications Unit Organization Chart  
In coordination with the FECC, document communications requirements in anticipation of JFO activation and send copy to the National Response Coordination Center (NRCC) Logistics   COML   Tab 5 Communications Unit Toolkit  
Appoint an IOF/ERT COML if needed  COML   Roster of qualified personnel  

Activate IOF/ERT communications staff and JFO IOF/ERT COML  Roster of qualified Communications Center if needed personnel 
	Tab 5 Communications Unit Toolkit 
Coordinate with RRCC Logistics Section for transportation of fly-away kits  COML  
Identify IOF/ERT-internal communications requirements  IOF/ERT COML   Tab 5 Communications Unit Toolkit  
Confirm and implement IOF/ERT internal communications plan  IOF/ERT COML   Regional Communications Plan  
Validate RRCC internal frequency plan and develop and publish a JFO-internal frequency plan   COML   Tab 4 Spectrum Management  
Deploy RRCC Communications Requirements Processors to the Operations Section  COML  
Establish coordination between the RRCC Communications Unit and the PFO support staff  COML   Tab 5 Communications Unit Toolkit  

Actions Responsible Party Tool 
Coordinate ECAPs and NACS rights with the RRCC Finance/Administration Section  COML  
Coordinate with RRCC FEMA MERS Coordinator for MERS support (Recurring)  Communications Resource Receiving and Distribution Manager   MERS Activity Plan  
Coordinate and establish JFO-related conference bridge(s) or VTC(s) for incident command staff (Recurring)  COML   Tab 5 Communications Unit Toolkit  
Attend and participate in RRCC meetings and conference calls (Recurring)  COML  
Assess communications situation (Recurring within Coordination Period)  Communications Logistics Planning Manager and Communications Requirements Manager and FECC (external communications)   Tab 5 Communications Unit Toolkit  
Conduct pre-deployment planning (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Report status of open communication requirements (Recurring within Coordination Period)  Communications Requirements Manager   Tab 5 Communications Unit Toolkit  
Gather requirements from the FECC  (Recurring within Coordination Period)  Communications Requirements Manager   Tab 5 Communications Unit Toolkit  
Coordinate with DHS components (Recurring within Coordination Period)  Communications Logistics Planning Manager  
Coordinate with other Federal agencies and industry  (Recurring within Coordination Period)  FECC and ESF #2  
Develop and publish the Communications Input to the Coordination Plan (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Pre-deploy resources to designated areas  Communications Receiving and Distribution Manager   Tab 5 Communications Unit Toolkit  
Brief RRCC Communications Unit (Recurring)  COML   Tab 5 Communications Unit Toolkit  

Actions 	Responsible Party Tool 
Distribute Communications Annex to the Coordination Plan  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Conduct communications checks with other JFO-related communications entities  JFO Communications Center Manager   Tab 5 Communications Unit Toolkit  
Conduct IT assessment of potential JFO locations  IOF/ERT COML JFO Information Systems Manager   Tab 5 Communications Unit Toolkit  
Review availability and proximity of, and test contingency communications assets in the area of operation  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Verify and publish internal cellular and satellite telephone directories for the Communications Unit   Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Build and maintain a contact directory (Recurring within Coordination Period)  JFO Communications Center Manager   Tab 5 Communications Unit Toolkit  
Conduct check-in and check-out procedures for communications assets (Recurring)  Communications Receiving and Distribution Manager   Tab 5 Communications Unit Toolkit  
Maintain inventory of communication resources (Recurring)  Communications Receiving and Distribution Manager   Tab 5 Communications Unit Toolkit  

Provide input on communications for SITREPs Communications  Tab 2 to Annex E of JFO (Recurring within Coordination Period) Requirements Manager SOP  Initial Situation Report (SITREP) 
	Tab 5 Communications Unit Toolkit 
Publish resource status list (Recurring within Coordination Period)  Communications Requirements Manager   Tab 5 Communications Unit Toolkit  
Prepare TIMACS scripts/requests (Recurring)  COML   Tab 3 Requirements Process Using TIMACS  
Identify communications shortfalls (Recurring)  Communications Logistics Planning Manager  
Review SITREPs from State (Recurring within Coordination Period)  Communications Logistics Planning Manager  

4.2.2 Phase II - Incident Period 
Actions Responsible Party Tool Actions Responsible Party Tool Actions Responsible Party Tool 
Establish IOF/ERT communications infrastructure  COML   Tab 2 Communications Unit Organization Chart  
Deploy IOF/ERT Communications Unit team members  COML   Tab 2 Communications Unit Organization Chart  
Implement previously coordinated frequency plan  COML   Tab 4 Spectrum Management  
Attend FCO meeting at the IOF/ERT (Recurring)  COML  
Activate IOF/ERT ESF #2 staff  FCO  
Conduct a coordination meeting between IOF/ERT FECC and IOF/ERT COML   COML and FECC   Tab 5 Communications Unit Toolkit  
Coordinate communications requirements between the IOF/ERT and the RRCC Planning Section  Communications Logistics Planning Manager  
Designate a COML at the JFO(s)  RRCC COML   List of qualified COMLs  
Activate JFO(s) Communications Unit  and ICC  COML   Tab 5 Communications Unit Toolkit  
Coordinate with Logistics Section for transportation of communications assets  Communications Receiving and Distribution Manager  
Identify JFO internal communications requirements  Communications Logistics Planning Manager  
Coordinate with the IOF/ERT Finance/Administration Section  Communications Logistics Planning Manager  
Coordinate with FEMA MERS Coordinator for MERS support (Recurring)  Communications Receiving and Distribution Manager  

Attend and participate in meetings and conference calls (Recurring)  COML  
Assess communications situation (Recurring within Coordination Period)  Communications Logistics Planning Manager and FECC (external communications)   Tab 5 Communications Unit Toolkit  
Conduct pre-deployment planning (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Report status of communications (Recurring within Coordination Period)  Communications Planning Team   Tab 3 to Annex E of JFO SOP  Situation Update Reports  
Gather requirements from other ESFs  (Recurring within Coordination Period)  Communications Requirements Manager  
Coordinate with DHS components (Recurring within Coordination Period)  Communications Logistics Planning Manager  
Coordinate with other Federal agencies and industry (Recurring within Coordination Period)  FECC and ESF #2  
Develop and publish the Communications Input to the Coordination Plan (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Deploy resources to designated areas  COML  
Brief Communications Unit (Recurring)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Conduct communications checks with other incident command communications entities (Recurring)  JFO Communications Center Manager  
Conduct IT assessment of potential facility locations (e.g., DRC) (Recurring)  JFO Information Systems Manager   Tab 5 Communications Unit Toolkit  
Maintain and update cellular and satellite telephone directories for the Communications Unit  (Recurring)  JFO Communications Center Manager   Tab 5 Communications Unit Toolkit  

Maintain a contact directory  JFO Communications   Tab 5 Communications  
(Recurring within Coordination Period)  Center Manager  Unit Toolkit  
Conduct check-in and check-out procedures for  Communications   Tab 5 Communications  
communications resources  Receiving and  Unit Toolkit  
(Recurring)  Distribution Manager  
Maintain inventory of communication resources  Communications   Tab 5 Communications  
(Recurring)  Receiving and  Unit Toolkit  
Distribution Manager  
Provide communications inputs to SITREPs  Communications   Tab 3 to Annex E of  
(Recurring within Coordination Period)  Logistics Planning  JFO SOP  Situation  
Manager  Update Reports  
Provide communications status to FECC  COML   Tab 3 to Annex E of  
(Recurring within Coordination Period)  JFO SOP  Situation  
Update Reports  
Publish resource status list  Communications   Tab 5 Communications  
(Recurring within Coordination Period)  Receiving and  Unit Toolkit  
Distribution Manager  
Prepare TIMACS scripts/requests  COML   Tab 3 Requirements  
(Recurring)  Process Using  
TIMACS  
Identify communications shortfalls  Communications  
(Recurring)  Receiving and  
Distribution Manager  
Review SITREPs from State  Communications  
(Recurring within Coordination Period)  Logistics Planning  
Manager  
4.2.3 Phase III - Post-Incident  

Actions Responsible Party Tool Actions Responsible Party Tool 
Coordinate with DHS components  Communications  
(Recurring within Coordination Period)  Logistics Planning  
Manager  
Coordinate with other Federal agencies and industry  FECC and ESF #2  
(Recurring within Coordination Period)  

Develop and publish the Communications Input to the Coordination Plan (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Deploy resources to designated areas  COML  
Brief Communications Unit (Recurring)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Designate a COML - DRC  COML   List of qualified COMLs  
Conduct IT assessment of potential facility locations (e.g., DRC) (Recurring)  DRC COML   Tab 5 Communications Unit Toolkit  
Maintain and update cellular and satellite telephone directories for the Communications Unit  (Recurring)  JFO Communications Center Manager  
Conduct check-in and check-out procedures for communications resources (Recurring)  Communications Receiving and Distribution Manager  
Maintain inventory of communication resources (Recurring)  Communications Receiving and Distribution Manager   Tab 5 Communications Unit Toolkit  
Provide communications inputs to SITREPs (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 3 to Annex E of JFO SOP  Situation Update Reports  
Publish resource status list (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Prepare TIMACS scripts/requests (Recurring)  COML   Tab 3 Requirements Process Using TIMACS  
Identify communications shortfalls (Recurring)  Communications Logistics Planning Manager  
Review SITREPs from State (Recurring within Coordination Period)  Communications Logistics Planning Manager  

4.2.4 Phase IV - Deactivation 
Actions Responsible Party Tool 
Conduct close-out conference call  COML  
Conduct check-in and check-out procedures for communications resources (Recurring)  Communications Logistics Planning Manager  
Maintain inventory of communication resources (Recurring)  Communications Logistics Planning Manager   Tab 5 Communications Unit Toolkit  
Prepare disconnect TIMACS scripts/requests  COML   Requirements Process Using TIMACS  
Publish closeout communications SITREPs (Recurring within Coordination Period)  Communications Logistics Planning Manager   Tab 3 to Annex E of JFO SOP  Situation Update Reports  
Coordinate with the JFO Finance/Administration Section  COML  
Coordinate with FEMA MERS Coordinator for release of MERS resources  Communications Receiving and Distribution Manager  
Coordinate with Logistics Section for transportation of communications assets  Communications Logistics Planning Manager  
Submit Remedial Action Management Process (RAMP) comments  COML  

Tab 1 to Annex K: Communications Unit Staffing Patterns 
This following table provides recommended JFO Communications Unit staffing levels according to JFO scales: Type I (catastrophic/large), Type II (medium), and Type III (small).  Recognizing that the Communications Unit is modular (with various functions activated to differing scales, or not at all), differing levels of support will be required for Communications Unit operations depending on the incident.  Communications Unit positions may be filled by DHS agencies or components, as determined by the COML. 
[RESERVED] 
1. Incident Name 2. Date/Time Prepared 3. Coordination Period Date/Time 
PAGE
ORGANIZATION CHART 
__ OF __ 

6. Prepared by Date/Time 7. Reviewed by Date/Time 
Interagency Integrated SOP  UNCLASSIFIED 
Tab 2 to Annex K: Communications Unit Organization Chart [RESERVED] 
ICS-207 FEMA 
Tab 3 to Annex K: Communications Requirements Process 
TIMACS is a DHS/FEMA application that automates tracking, ordering, accounting, billing, and reporting. The Communications Unit and ESF #2 will use TIMACS to support the management and provision of communications services.  TIMACS provides the capability to source communications requirements internally using existing resources prior to purchasing new equipment.  Illustrated in Figure 1 is the communications requirements process.  ESF #2 will continue to receive requirements using established procedures.     

Figure 1. Requirements Process Using TIMACS 
Tab 4 to Annex K: Spectrum Management 
1.0 Planning Assumptions 
This tab follows these planning assumptions and considerations: 
	
In situations of NS/EP, all normal frequency management functions will continue to operate as usual. 

	
In the case of a national emergency and the activation of ESF #2, the FCC and NTIA will continue to perform their normal frequency management functions at their home sites to include processing of all frequency assignment requests relative to the declared emergency. 

	
Prior to their deployment or operation, all non-DOD departments and agencies will coordinate with on-site spectrum managers concerning frequency requirements for systems to be used by deploying personnel. In all cases coordination should be no later than upon arrival and prior to use in the emergency area.  This applies to all spectrum-dependent systems being deployed into the emergency area of operations and to any existing systems operating in the emergency area that require new frequency authorizations. 


2.0 Preparation 
Prior to the Alert, Activation, and Deployment Phases the DHS Wireless Management Office will designate the JFO Communications Unit Spectrum Manager when tasked by COML. 
3.0 Spectrum Manager Responsibilities 
The Spectrum Manager will have the following responsibilities: 
	
Receive the situational awareness briefing developed by the DHS WMO. 

	
Develop a preliminary incident frequency plan to meet the JFO Communications Units initial needs. 

	
Establish contact with ESF #2 spectrum managers and exchange information as appropriate. 

	
Verify the availability of deployable and backup spectrum managers and conduct a briefing. 


4.0 Interoperability 
4.1 What information should responders provide to ESF #2 Spectrum Managers? 
 
Frequencies intended to be used in the emergency response 

 
Interoperability frequencies pre-programmed in responders radios 

 
Mutual Aid frequencies pre-programmed in responders radios 

 
The ability (or lack thereof) to reprogram radios in the field 


4.2 What frequencies should be programmed into every emergency responders radio? 
There are groups of interoperability frequencies, mutual aid frequencies, agency-authorized emergency frequencies, and common use frequencies.  Which frequencies you pre-program will depend on which band or bands matches the capabilities of your radio.  
4.3 Interoperability Channels 
There are four sets of ten channels each for Federal interoperability:  VHF Incident Response, UHF Incident Response, VHF Law Enforcement, and UHF Law Enforcement.  All four sets should be pre-programmed regardless of whether the responder is primarily associated with Incident Response or Law Enforcement.  See the channel listing section below and the NTIA Manual section 4.3.16. Some of these channels are repeater pairs, some are simplex channels corresponding to the repeater output frequency (a talk-around channel), and some are simplex frequencies that are not repeater talk-around channels.  Your radio must be capable of narrowband operation to use these channels. 
Federal Interoperability Channels 
Full details can be found on pages 4-202 and 4-203 of the NTIA Manual http://www.ntia.doc.gov/osmhome/redbook/4c.pdf (Rev. 9/2005) 
Initial contact will be established using analog FM emission (11KF3E).  When a single frequency is shown it is for both transmit and receive.  When two frequencies are shown, the first is the users receive frequency and the second is the users transmit frequency input. 
Type: B= Base, M=Mobile, R=Repeater 
Incident Response (IR) ChannelsFrequency Input Type Tone * Channel NTIA Label Description
169.5375 164.7125 R CSQ NC 1 1FCAL40 VHF IR Calling170.0125 165.2500 R as req. IR 1 1FTAC41 VHF IR Tactical 170.4125 165.9625 R as req. IR 2 1FTAC42 VHF IR Tactical 170.6875 166.5750 R as req. IR 3 1FTAC43 VHF IR Tactical 173.0375 167.3250 R as req. IR 4 1FTAC44 VHF IR Tactical 169.5375 BM as req. IR 5 1FCAL40D VHF IR Calling170.0125 BM as req. IR 6 1FTAC41D VHF IR Tactical 170.4125 BM as req. IR 7 1FTAC42D VHF IR Tactical 170.6875 BM as req. IR 8 1FTAC43D VHF IR Tactical 173.0375 BM as req. IR 9 1FTAC44D VHF IR Tactical 
Incident Response (IR) Channels
Frequency Input Type Tone * Channel NTIA Label Description

410.2375 419.2375 R CSQ NC 2 4FCAL52 UHF IR Calling410.4375 419.4375 R as req. IR 10 4FTAC53 UHF IR Tactical 410.6375 419.6375 R as req. IR 11 4FTAC54 UHF IR Tactical 410.8375 419.8375 R as req. IR 12 4FTAC55 UHF IR Tactical 
413.1875 BM as req. IR 13 4FTAC56 UHF IR Tactical 413.2125 BM as req. IR 14 4FTAC57 UHF IR Tactical 410.2375 BM as req. IR 15 4FCAL52D UHF IR Calling410.4375 BM as req. IR 16 4FTAC53D UHF IR Tactical 410.6375 BM as req. IR 17 4FTAC54D UHF IR Tactical 410.8375 BM as req. IR 18 4FTAC55D UHF IR Tactical 
* For IR channels, NO CTCSS tone will be used on the calling channels. CSQ= 
Carrier Squelch, i.e. no CTCSS tone. All FEMA stations will have CTCSS Tone 
2B (118.8 Hz) preloaded in their radios as a user-selectable option. Normal 
operation will be in the Carrier Squelch (CSQ) mode unless CTCSS Tones are 
needed. 

Law Enforcement (LE) Channels
CTCSS Channel Label 

Frequency Input Type Tone+ NTIA Standard Description
167.0875 BM 167.9 LE A 1FCAL35D VHF LE Calling167.0875 162.0875 R 167.9 LE 1 1FCAL35 VHF LE Calling167.2500 162.2625 R 167.9 LE 2 1FLAW36 VHF LE Tactical 167.7500 162.8375 R 167.9 LE 3 1FLAW37 VHF LE Tactical 168.1125 163.2875 R 167.9 LE 4 1FLAW38 VHF LE Tactical 168.4625 163.4250 R 167.9 LE 5 1FLAW39 VHF LE Tactical 167.2500 BM 167.9 LE 6 1FLAW36D VHF LE Tactical 167.7500 BM 167.9 LE 7 1FLAW37D VHF LE Tactical 168.1125 BM 167.9 LE 8 1FLAW38D VHF LE Tactical 168.4625 BM 167.9 LE 9 1FLAW39D VHF LE Tactical 
414.0375 BM 167.9 LE B 4FCAL45D UHF LE Calling409.9875 418.9875 R 167.9 LE 10 4FLAW46 UHF LE Tactical 410.1875 419.1875 R 167.9 LE 11 4FLAW47 UHF LE Tactical 410.6125 419.6125 R 167.9 LE 12 4FLAW48 UHF LE Tactical 414.0625 BM 167.9 LE 13 4FLAW49 UHF LE Tactical 414.3125 BM 167.9 LE 14 4FLAW50 UHF LE Tactical 414.3375 BM 167.9 LE 15 4FLAW51 UHF LE Tactical 410.1875 BM 167.9 LE 17 4FLAW47D UHF LE Tactical 409.9875 BM 167.9 LE 16 4FLAW46D UHF LE Tactical 410.6125 BM 167.9 LE 18 4FLAW48D UHF LE Tactical 
+ Use CTCSS tone for analog emissions; use Network Access Code (NAC) $68Ffor digital emissions. 
The FCC also has sets of interoperability frequencies:  there are sets for VHF, UHF, and 800 MHz bands. They are not categorized in the same manner as the Incident Response and Law Enforcement plan.  The non-Federal channels are depicted in Table 1. 
Table 1. (Non Federal) Public Safety Interoperability Channels Below 512 MHz 
CHANNEL (MHz)  LABEL  NOTES  
151.1375  base/mobile  VTAC 1  not available in PR/VI  
154.4525  base/mobile  VTAC 2  not available in PR/VI  
155.7525  base/mobile  VCALL  
158.7375  base/mobile  VTAC 3  
159.4725  base/mobile  VTAC 4  
157.250  mobile 161.850  base/mobile  RTAC 1 RTAC 1a  VPC Ch. 25 (25 kHz pair) Available in all 33 EAs  
157.225  mobile 161.825  base/mobile  RTAC 2 RTAC 2a  VPC Ch. 84 (25 kHz pair) Available in 22 EAs  
157.275  mobile 161.875  base/mobile  RTAC 3 RTAC 3a  VPC Ch. 85 (25 kHz pair) Available in 11 EAs  
453.2125  base/mobile 458.2125  mobile  UCALLa UCALL  
453.4625  base/mobile 458.4625  mobile  UTAC 1a UTAC 1  
453.7125  base/mobile 458.7125  mobile  UTAC 2a UTAC 2  
453.8625  base/mobile 458.8625  mobile  UTAC 3a UTAC 3  


Figure 1. Areas Where RTAC Channels May Be Used 
220 
Version 8.3 
Interim Approval April 28, 2006


Table 2. (Non Federal) Public Safety Spectrum  VHF Low Band (Designator 3-) 30-50 MHz 
Designator  Base (MHZ)  Mobile MHZ)  Notes  
3LAW1  39.46  39.46  Police  
3LAW3  45.86  45.86  Police  
3FIR2  39.48  39.48  Fire Proposed  
3FIR4  45.88  45.88  Fire  

Table 3. (Non Federal) Public Safety Spectrum  VHF High Band (Designator 1) 138-174 MHz 
Designator  Base (MHz)  Mobile (MHz)  Notes  
VTAC 1  1TAC5  151.1375  151.1375  Any Public Safety   
1EMS6  152.0075  152.0075  Special Emergency  
FMAR265   1FIR7  154.2650  Fire  
1FIR8  154.2725  154.2725  Fire  
FMAR280   1FIR9  154.2800  154.2800  Fire  
1FIR10  154.2875  154.2875  Fire  
FMAR295   1FIR11  154.2950  Fire  
1FIR12  154.3025  154.3025  Fire  
VTAC 2  1TAC13  154.4525  154.4525  Any Public Safety Eligible  
HEAR  1EMS14  155.3400  155.3400  Special Emergency  
1EMS15  155.3475  155.3475  Special Emergency  
NLEEC, PMAR  1LAW16  155.4750  155.4750  Police  
1LAW17  155.4825  155.4825  Police  
VCALL  1CAL18  155.7525  155.7525  Any Public Safety   
RTAC1  1TAC19D  157.2500  Public Safety Use1  
RTAC3  1TAC20D  157.2750  Public Safety Use1  
RTAC2  1TAC21D  157.2250  Public Safety Use1  
VTAC 3  1TAC22  158.7375  158.7375  Public Safety Use1  
VTAC 4  1TAC23  159.4725  159.4725  Public Safety Use1  
RTAC1a  1TAC24  161.8500  161.850  Public Safety Use1  
RTAC2a  1TAC25  161.8250  161.8250  Public Safety Use1  
RTAC3a  1TAC26  161.8750  161.8750  Public Safety Use1  

1 Allocated for Public Safety Use in 33 inland VPCAs/Eas 
Table 4. (Non Federal) Public Safety Spectrum  UHF High Band (Designator 4-) 453-460 MHz 
Designator  Base (MHz)  Mobile MHz)  Notes  
UCALLa  4CAL27D  453.2125  *  Any Public Safety   
UCALL1a  4TAC28D  453.4625  *  Any Public Safety  
UCALL2a  4TAC29D  453.7125  *  Any Public Safety  
UCALL3a  4TAC30D  453.8625  *  Any Public Safety  
UCALL  4CAL31  453.2125  *  458.2125  *  Any Public Safety   
UCALL1  4TAC32  453.4625  *  458.4625  *  Any Public Safety  
UCALL2  4TAC33  453.7125  *  458.7125  *  Any Public Safety  
UCALL3  4TAC34  453.8625  *  458.8625  *  Any Public Safety  

Table 5. NPSPAC Band Federal-State-Local Public Safety Spectrum (Designator 8-) 821-824/866-868 MHz 
Designator  Base (MHz)  Mobile MHz)  Notes  
8CAL90  866.0125  821.0125  National Calling Channel  
8CAL90D  866.0125  National Calling Channel  
8TAC91  866.5125  821.5125  Tactical Channel  
8TAC91D  866.5125  Tactical Channel  
8TAC92  867.0125  822.0125  Tactical Channel  
8TAC92D  867.0125  Tactical Channel  
8TAC93  867.5125  822.5125  Tactical Channel  
8TAC93D  867.5125  Tactical Channel  
8TAC94  868.0125  823.0125  Tactical Channel  
8TAC94D  868.0125  Tactical Channel  

Table 6. (Non Federal) Mutual Aid Channels (all are wideband analog FM) 
MHZ  Notes  
154.265  Fire Mutual Aid  
154.280  Fire Mutual Aid  
154.295  Fire Mutual Aid  
155.160  Search and Rescue (not officially designated as a mutual aid channel, but very common among SAR groups  shared with other licensees from the former Special Emergency Radio Service)  
155.340  EMS-Hospital  
155.475  Police  National Law Enforcement Emergency Frequency  

Table 7. (Non Federal) UHF MED Channels 
Use  Function  Base & Mobile (MHZ)  Mobile Only (MHZ)  
MED-1  Medical Voice & Telemetry  463.0000  468.0000  
MED-12  Medical Voice & Telemetry  463.0125  468.0125  
MED-2  Medical Voice & Telemetry  463.0250  468.0250  
MED-22  Medical Voice & Telemetry  463.0375  468.0375  
MED-3  Medical Voice & Telemetry  463.0500  468.0500  
MED-32  Medical Voice & Telemetry  463.0625  468.0625  
MED-4  Medical Voice & Telemetry  463.0750  468.0750  
MED-42  Medical Voice & Telemetry  463.0875  468.0875  
MED-5  Medical Voice & Telemetry  463.1000  468.1000  
MED-52  Medical Voice & Telemetry  463.1125  468.1125  
MED-6  Medical Voice & Telemetry  463.1250  468.1250  
MED-62  Medical Voice & Telemetry  463.1375  468.1375  
MED-7  Medical Voice & Telemetry  463.1500  468.1500  
MED-72  Medical Voice & Telemetry  463.1625  468.1625  
MED-8  Medical Voice & Telemetry  463.1750  468.1750  
MED-82  Medical Voice & Telemetry  463.1875  468.1875  
MED-9  Dispatch & Mutual Assistance  462.9500  467.9500  
MED-92  Dispatch & Mutual Assistance  462.9625  467.9625  
MED-10  Dispatch & Mutual Assistance  462.9750  467.9750  
MED-102  Dispatch & Mutual Assistance  462.9875  467.9875  

Channels MED-1 through MED-10 are wideband analog FM Channels MED-12 through MED-102 are narrowband analog FM 
Table 8. National Aircraft VHF-AM Frequencies 
National VHF-AM Frequencies  
Frequency MHZ  Air-to-Air  Air-to-Ground  Fixed Wing  Rotor Wing  
122.9251  YES  YES  YES  YES  
122.975  YES  NO  NO  YES  
122.850  YES  YES  NO  YES  
123.0252  YES  YES  NO  YES  
123.050  NO  YES  NO  YES  
123.075  YES  YES  NO  YES  

1 Multicom  small airport without a fixed base operator, natural resources activities including firefighting 2 May be used by any helicopter to coordinate their activities 
Table 9. Federal Common Radio Frequency 
Federal Common Frequency  
Frequency MHZ  Digital Network Access Code (NAC)  Analog Continuous Tone Coded Squelch System (CTCSS)  CTCSS Frequency  
166.4625  001  1Z  100.0  

1)  Components shall have equal authority to use FEDERAL Common for interoperability with other DHS, Federal, State and/or local public safety entities anywhere in the United States and Possessions except within a 50-mile radius of the District of Columbia.  
2)  Use of this frequency within a 50-mile radius of the District of Columbia must be coordinated in advance with the WMO.  
3)  FEDERAL Common is primarily authorized for mobile and portable operations, including low power surveillance operations.  
4)  Components must submit written justification and receive written approval from the WMO prior to utilizing FEDERAL Common in fixed base or repeater configurations.  
5)  FEDERAL Common may be utilized in either digital or analog mode, but may only be authorized for use by systems that are narrowband.  When frequency is used for interoperability, the appropriate NAC or CTCSS standard codes should be used when programming subscriber equipment.  

Tab 5 to Annex K: Communications Unit Toolkit 

1.0 Documents 
 
Communications Linkages Matrix 

 
Equipment Inventory Tracker 

 
Operations Tracking Tool 

 
Personnel Check-in Template 

 
Equipment Check-in Template 

 
Shift Change Briefing Template 

 
Departure and Arrival Reports Template 

 
Action Request Form 

 
Incident Activity Plan Template 

 
Communications Unit Operational Briefing 

 
Regional Supplement Template 

 
Equipment and Personnel Demobilization Template 

 
Communications Unit Ready-Kit Inventory  

 
Pre-Deployment Conference Call Checklist 

 
JFO Communications Assessment Checklist 

 
Communications Unit Daily Activities Schedule 

 
Communications Unit Leader Checklist 

 
Joint Field Office SOP 

 
Regional Response Coordination Center (RRCC) SOP 

 
National Response Coordination Center (NRCC) SOP 

 
National Incident Management System 

 
National Response Plan 

 
ESF #2  Communications SOP 

 
NTIA Manual 

 
Title 47, Code of Federal Regulations 


2.0 Forms 
 
Communications Unit Phone and Email Directory 

 
DHS Initial Situation Report 

 
Input to DHS Situational Report Update 

 
Communications Linkages Matrix 

 
Equipment Inventory Tracker 

 
Operations Tracking Tool 

 
Personnel Check-in Template 

 
Equipment Check-in Template 

 
Shift Change Briefing Template 

 
Departure and Arrival Reports Template 

 
Action Request Form 

 
Incident Activity Plan Template 

 
Communications Unit Operational Briefing 

225 
Version 8.3 
Interim Approval April 28, 2006



 
Regional Supplement Template 

 
Equipment and Personnel Demobilization Template 

 
Communications Unit Ready-Kit Inventory  

 
Pre-Deployment Conference Call Checklist 

 
JFO Communications Assessment Checklist 

 
Communications Unit Daily Activities Schedule 

 
Communications Unit Leader Checklist 

 
Communications Unit Organization Chart Shift Assignment 

 
Incident Radio Communications Plan, ICS-205 

 
Radio Requirement Worksheet, ICS 216 

 
Radio Frequency Assignment Worksheet, ICS 217 


3.0 Software 
 
Communications Linkages Matrix 

 
Equipment Inventory Tracker 

 
Operations Tracking Tool 

 
Unclassified Extract of the Government Master File (GMF) and GMF software 

 
Spectrum XXI (Software to use with GMF) 

 
HF Radio Propagation Software