DSCA Handbook

Liaison Officer Toolkit

GTA 90-01-021

Approved for public release; distribution is unlimited.
Quick Reference Guide

Section I Liaison Handbook Page 1-1

Section II High Demand Task 

Organizations

Military Law Enforcement Page 2-1

Military Engineering Page 3-1

Aviation Page 4-1

Communication Page 5-1

Search and Rescue Page 6-1

Medical Capabilities Page 7-1

Mortuary Affairs Page 8-1

CBRNE Response Capabilities Page 9-1
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NAVIGATING THE HANDBOOK

The DSCA Handbook is divided into five major sections—the 

Liaison Officer Toolkit on this side, and the Tactical Level

Commander and Staff Toolkit on the reverse side with four sections, 

background, planning, staff annexes, and reference annexes. Major 

sections are delineated by colored bottom borders as indicated in the 

section descriptions that follow.

Liaison Officer Toolkit 

Chapter 1 of the Liaison Handbook: Duties and Responsibilities

is designed to assist Liaison Officers in performing their duties. 

Chapters 2 through 9 include information on capabilities of High 

Demand Task Organizations in a Defense Support of Civil 

Authorities (DSCA) environment:

Chapter 2: Military Law Enforcement

Chapter 3: Military Engineering

Chapter 4: Aviation

Chapter 5: Communication

Chapter 6: Search and Rescue

Chapter 7: Medical Capabilities

Chapter 8: Mortuary Affairs

Chapter 9: CBRNE Response Capabilities

Tactical Level Commander and Staff Toolkit

Background Chapters

Chapter 1 contains background information relative to DSCA, 

including legal, doctrinal, and policy issues. This chapter also 

provides a quick summary of the legal underpinnings related to 

DSCA.

Chapter 2 is an overview of incident management processes,

including the National Response Framework (NRF), National 
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Incident Management System (NIMS), and Incident Command 

System (ICS), as well as Department of Homeland Security (DHS) 

organizations.

Chapter 3 discusses civilian and military responses to a natural 

disaster. Also included are the organization and command 

relationships involved in Defense Support of Civil Authorities 

(DoD) response to a disaster.

Chapter 4 is a brief review of the Joint Operation Planning 

Process and mission analysis.

Planning Chapters

Chapter 5 provides DSCA planning factors for response to all 

hazard events.

Chapter 6 is a review of safety and operational/composite risk 

management processes.

Chapters 7 through 11 contain the Concepts of Operation 

(CONOPS) and details five natural hazards/disasters and the

pertinent planning factors for each within the scope of DSCA.

Annexes complement the content of this handbook by providing 

other useful information.

Annex A contains information on Legal Aspects of DSCA.

Annex B discusses Standing Rules for the Use of Force (SRUF)

and contains SRUF templates.

Annex C is a Suggested Individual Equipment Matrix.

Annex D provides DSCA Mission Assignment Review Criteria.

Annex E explains the Request for Assistance/Mission 

Assignment Process.

Annex F lists the DoD Pre-Scripted Mission Assignments 

(PSMAs) associated with Emergency Support Functions.
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Annex G gives examples of Command Messages and Straight 

Talk Messages.

Annex H lists State TAGs/National Guard POCs.

Annex I provides Defense Coordinating Officer Contact 

Information.

Annex J contains copies of pertinent Reports—Joint Personnel 

Status and Casualty Report (JPERSTAT) and Logistics Status 

Report (LOGSTAT)—and a Resource Tracking List.

Annex K lists References used in the development of this 

handbook.

Annex L lists Useful Websites.

Annex M is the Glossary/Terms annex.

Annex N is the Acronym annex.

Special information is found in color coded boxes throughout the 

handbook.

Green note boxes indicate critical information.

Orange document boxes provide references pertinent to the 

subject area. 

Red boxes provide warnings.

Blue boxes indicate vignettes.

Gray boxes give information on special topics of interest. 
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Table of Contents

TABLE OF CONTENTS

NAVIGATING THE HANDBOOK.............................................................. i

CHAPTER 1: DUTIES AND RESPONSIBILITIES 1-1

1.1 Introduction 1-1

1.2 Levels of LNOs 1-2

1.3 What Makes a Good LNO 1-2

1.4 What an LNO is Not 1-3

1.5 Core Competencies of an Effective LNO 1-4

1.6 Functions, Roles and Responsibilities of an LNO 1-6

1.7 Mission Requests 1-9

1.8 LNO Data Collection 1-10

1.9 Liaison Practices and Politics 1-10

1.10 Effective Communication 1-12

1.11 Questions LNOs Should Ask 1-15

1.12 Planning Considerations 1-15

CHAPTER 2: MILITARY LAW ENFORCEMENT 2-1

2.1 Military Law Enforcement in DSCA 2-1

2.2 Typical MLE Unit Types/Functions in DSCA 2-7

2.3 Special Legal Considerations in DSCA 2-12

CHAPTER 3: MILITARY ENGINEERING 3-1

3.1 Short History of the Corps of Engineers 3-1

3.2 Military Engineer Response to Civil Authorities 3-3

3.3 Engineer Resources 3-4

3.4 Air Force Engineers 3-8

3.5 Navy Engineers 3-10

3.6 Marine Combat Engineer Battalion 3-10

3.7 Engineering Capabilities 3-11

3.8 Resources 3-14

CHAPTER 4: AVIATION 4-1

4.1 Domestic Incident Aviation Operations 4-1

4.2 Federal Airspace Command and Control 4-6

4.3 Air Forces Northern 4-7

4.4 Air Force Capabilities 4-13

4.5 Army Aviation Capabilities 4-19
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4.6 United States Navy Capabilities 4-28

4.7 United States Marine Corps Capabilities 4-29

4.8 United States Coast Guard Aviation Assets 4-30

4.9 Aviation Safety 4-32

4.10 Planning Checklist 4-36

4.11 References 4-36

CHAPTER 5: COMMUNICATION 5-1

5.1 Introduction 5-1

5.2 DoD Defense Support to Civil Authorities Automated Support 

System 5-3

5.3 Joint CONUS Communications Support Environment 5-3

5.4 National Communications System 5-5

5.5 National Interagency Incident Communications Division 5-6

5.6 National Interoperability Field Operations Guide 5-7

5.7 Web Resources 5-9

CHAPTER 6: SEARCH AND RESCUE 6-1

6.1 Federal Search and Rescue Response 6-1

6.2 Policies 6-2

6.3 SAR Mission Types 6-3

6.4 Other Agencies Supporting SAR 6-7

6.5 For More Information 6-10

CHAPTER 7: MEDICAL CAPABILITIES 7-1

7.1 Background 7-1

7.2 United States Army Medical Capabilities 7-2

7.3 United States Navy Medical Capabilities 7-10

7.4 United States Air Force Medical Capabilities 7-14

7.5 Joint Regional Medical Planner (JRMP) 7-20

7.6 Patient Movement 7-20

7.7 Civilian Medical Capabilities 7-22

CHAPTER 8: MORTUARY AFFAIRS 8-1

8.1 Background 8-1

8.2 Civilian Disaster Mortuary Operational Response Team 8-1

8.3 Department of Defense Support to HHS 8-2
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CHAPTER 9: CBRNE RESPONSE CAPABILITIES 9-1

9.1 National Guard Capabilities 9-1

9.2 Marine Corps Chemical/Biological Incident Response Force 9-3

9.3 Air Force Civil Engineer CBRNE Response Team 9-4

List of Figures

Figure 1-1. Operational Planning ―P‖ 1-17

Figure 1-2. Example Integrated Battle Rhythm 1-18

Figure 4-1. Aviation Asset Resource Mobilization Process 4-5

Figure 4-2. Amphibious Assault Ship 4-12

Figure 4-3. WC-130J Hurricane Hunter 4-14

Figure 4-4. Predator Unmanned Aerial Vehicle 4-16

Figure 4-5. UH-60A/L/M Series Black Hawk 4-21

Figure 4-6. Army Medical Evacuation Aircraft 4-23

Figure 4-7. CH-47 Chinook Helicopter 4-24

Figure 4-8. Army Aerial Reconnaissance Aircraft 4-25

Figure 4-9. Army Aerial Surveillance Aircraft 4-26

Figure 4-10. U.S. Navy Rotary-Wing Aircraft 4-29

Figure 4-11. U.S. Coast Guard Aviation Assets 4-31

Figure 4-12. USCG Jay Hawk 4-32

Figure 4-13. Black Hawk Improvised Landing Zone 4-34

Figure 7-1. Taxonomy Continuum of Health Care Capabilities 7-22
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Liaison Officer Handbook

SECTION I: LIAISON HANDBOOK

This section of the Liaison Officer (LNO) Toolkit provides 

information on LNO duties and responsibilities. It also provides 

LNOs and commanders with basic tools for success in a Defense 

Support of Civil Authorities (DSCA) environment. It is not intended 

to describe the duties of the Emergency Preparedness Liaison 

Officers (EPLOs).

Section II, Chapters 2 through 9, includes information on capabilities 

of High Demand Task Organizations in a DSCA environment.

To be most effective, LNOs should read both the LNO Toolkit and 

the Tactical Level Commander and Staff Toolkit (GTA 90-01-020).

CHAPTER 1: DUTIES AND RESPONSIBILITIES

1.1 Introduction

liaison n. Contact or intercommunication maintained 

between elements of military forces or other agencies to 

ensure mutual understanding and unity of purpose and 

action (The DoD Dictionary of Military Terms).

A Liaison Officer acts as the commander’s representative at another 

unit or agency and effects coordination and cooperation between 

organizations. The LNO is the command’s representative to other 

governmental agencies, Non-Governmental Organizations (NGOs), 

and/or the private sector and provides input on the unit’s policies, 

resource capabilities, and other matters.

Title 10 unit commanders should not deploy, assign, or 

detail unit LNOs to the Regional Response Coordination 

Center (RRCC) or National Response Coordination Center 

(NRCC) without prior approval of the Defense Coordinating 

Officer (DCO)/Joint Force Commander (JFC) (federal 

forces) or JFHQ (state forces).
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1.2 Levels of LNOs

• State represents the Title 10 and/or Title 32 forces at state 

Office of Emergency Management (OEM) Emergency 

Operations Center (EOC); should be senior officers or NCOs 

knowledgeable of state military/Department of Defense (DoD)

resources and capabilities

• Countyadvises state interagency partners and County 

Emergency Managers on Title 10 and Title 32 assets

• Field or Incident represents military unit at field/incident site 

or Major Subordinate Command (MSC)

• Major Subordinate Commandis assigned from MSC to 

EOC and provides coordination of mission requirements from 

EOC to parent MSC 

LNOs must exercise caution to ensure that they do not 

obligate or volunteer their agency for taskings.

1.3 What Makes a Good LNO

LNOs should be prepared to walk into a tense, chaotic, and usually, 

unorganized environment. As a result, LNOs should possess the 

following traits:

• Innate ability to solve problems

• Excellent communication skills, both verbal and written

• Professional and confident approach

• Proactive and self-motivated

• Team building skills

• Genuine willingness to help

• Desire to build a mutual cooperative relationship with mission

partners

• Organizational skills

• Ability to synchronize and focus on critical needs

• Awareness of limitations with an ability to learn quickly

• Politically astute with the ability to grasp difficult leadership 

roles of civilian organizations
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1.4 What an LNO is Not

It is important to understand what an LNO is not. An LNO:

• Is not a mission or resource approval authority

Only the commander can commit resources to a task. The LNO 

is there to provide an understanding of the ramifications of tasks.

• Does not fill a staff role within the EOC/Incident Command 

Post (ICP)

Because of their broad functions, it is frequently but incorrectly 

assumed that LNOs fill a staff role within the EOC/ICP. That job 

should be given to an augmentee.

• Is not a full-time planner

LNOs are often identified as ―on-call‖ representatives to the 

EOC/ICP and are called for when specific component or subject 

matter input is required. Planning, however, is just one subset of 

the four functions performed by LNOs (see Section 1.6). It 

should not dominate the LNO’s time or preclude 

accomplishment of other LNO functions.

• Is not a full-time watch/duty officer

LNOs should be assigned a workspace within the EOC/ICP and 

given access to electrical outlets, land-line phone connections, 

and, if possible, the internet; however, while the EOC/ICP is 

their base, they may be required to visit several locations in the 

incident area, including going from the EOC to the ICP or the 

headquarters of any deployed unit and/or Joint Task Force (JTF).

• Is not a substitute for transporting critical info through 

normal Command and Control (C2) channels

That LNOs relay information to their respective organizations 

does not relieve the EOC/ICP staff of the responsibility to 

promulgate the same information via normal and more formal 

C2 means.

• Is not a replacement for proper staff-to-staff coordination

For example, if the ICP Operations Section Branch Director 

wants to ensure that coordinating instructions in a recently 

released order are clearly understood by a particular 

organization, then that individual should communicate directly 

with the appropriate commander or staff principal of that unit, 
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rather than use the LNO as a middle-man to relay the 

expectations and interpretations of the two staffs.

• Is not a replacement for an augmentee or representative

LNOs articulate the organization’s capabilities, plans, and 

concerns, and normally remain at the receiving organization’s 

headquarters. Augmentees are individuals assigned to a specific 

billet within various staffs, agencies, boards, or cells that require 

specific skills or subject matter expertise. They work for the 

receiving commander or staff, and usually fill a requirement of 

the gaining organization. 

Formal representatives work for the sending organization and 

provide short-term, as-required input into the planning process. 

They are a direct link to the sending unit commander and have 

limited decision-making authority for the sending unit. 

Augmentees and representatives are expected to be subject 

matter experts for the function they represent. In ICS they may 

be called ―Technical Specialists.‖

1.5 Core Competencies of an Effective LNO

The LNO must be thoroughly knowledgeable of the 

supporting organization’s missions, Tactics, Techniques, 

and Procedures (TTP); organizational structure, and 

capabilities. Gaining this competency is an on-going process 

for the LNO. It is not reasonable to expect the LNO to 

understand the supported organization’s mission upon 

arrival; however, this knowledge must be gained quickly.

An LNO must be able to:

• Effectively manage internal and external information

• Effectively communicate during all aspects of an operation

• Identify and use tools, tactics, techniques, and procedures to 

maintain individual and team situational awareness of the 

operational environment

• Know how to effectively track requests for information, 

assistance, and resources 
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• Know when to ask for assistance from the unit to maintain 

situational awareness and not become overwhelmed

• Understand why and how to maintain historical documentation 

and forensic data

• Possess the appropriate language and cultural expertise

Recommended Training for LNOs

At a minimum, LNOs should complete the following courses: 

• IS 100.a: Introduction to Incident Command System (ICS) 

(online)

• IS 200.a: ICS for Single Resources and Initial Action Incidents 

(online)

• ICS 300: Intermediate ICS (state resident course, advanced 

training.) Visit http://training.fema.gov/IS/otherNIMScrs.asp for 

more information.

Also recommended:

• ICS 400: Advanced ICS (state resident course, advanced 

training)

Additional Courses

Available at FEMA Emergency Management Institute: 

http://training.fema.gov/IS/

• IS 700.a: National Incident Management System (NIMS): An 

Introduction (online)

• IS 800.b: National Response Framework (NRF): An 

Introduction (online)

Available at ARNORTH DSCA training http://www.dsca.army.mil/

• DSCA Phase I Course (online)—prerequisite for DSCA Phase II 

Course (resident)

Specifically the LNO must:

1. Be familiar with the legal limitations of forces (Title 10, Title 14, 

Title 32, and/or State Active Duty) (see Annex A and Annex B).

2. Understand the LNO’s role in DSCA and senior leadership 

expectations.
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3. Understand the established channels of Incident Command and 

staff communications and relationships.

4. Be familiar with the doctrine and staff procedures of the 

supported unit or organization.

5. Appreciate and understand the supported unit or agencies 

procedures, organization, capabilities, mission, current and 

future operations, critical activities, and customs.

6. Be familiar with the requirements for and the purpose of liaison; 

the liaison system, and its corresponding reports, reporting 

documents, and records; and the training of the liaison team.

7. Be of sufficient rank to effectively represent the commander 

with the supported unit or agency staff and management.

1.6 Functions, Roles and Responsibilities of an LNO

1.6.1 Functions

LNOs, whether individually or in teams, perform several critical 

functions that are consistent across the full range of military 

operations. In accordance with Section C, ―Joint Task Force Liaison 

Personnel,‖ of Joint Publication (JP) 3-33, Joint Task Force 

Headquarters, ―LNO responsibilities are to monitor, coordinate, 

advise and assist.‖

1.6.1.1 Monitor

LNOs must know the current situation and planned operations, 

understand pertinent staff issues, anticipate potential problems, and 

be sensitive to the desires of both the deployed unit and the 

supported organization. 

LNOs facilitate effective coordination between staffs but are not a 

substitute for proper and direct coordination between the 

commander/staff of deployed forces, JTFs, and the local Incident 

Commander (IC). Similarly, established C2 procedures, such as 

Fragmentary Orders (FRAGOs), Warning Orders (WARNOs), and 

Alert Orders, are still the proper method for communicating specific 

orders and taskings.
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1.6.1.2 Coordinate

Coordination between agencies, organizations, centers, and staffs

alleviates problems before they become elevated. By anticipating 

local incident response resource or information requirements, the 

LNO can help give the JTF the maximum lead time possible to plan, 

prepare, and/or react.

1.6.1.3 Advise

LNOs are to advise the IC and their staffs on the optimum use of the 

forces/resources. They are available and able to answer, or quickly 

find the answers to, questions posed by the EOC/ICP staff. The LNO 

also advises the deployed units or JTF Commander of any 

EOC/ICP issues, and particularly those that may affect the deployed 

forces.

1.6.1.4 Assist

LNOs must assist on two levels: first, as a conduit between the unit

and local EOC/ICP; second, by integrating into the local EOC/ICP

and attending various boards, meetings, and planning sessions. The 

LNO can ensure that those groups make informed decisions 

concerning the use of military resources. The LNO also facilitates 

the submission of required reports from the supporting forces to the 

JTF, as necessary.

1.6.2 Roles and Responsibilities

Prior to arrival, a good LNO will be prepared and 

understand the situation and those whom he/she will be 

supporting. Failure to do so will present the LNO as a 

hindrance, not an asset, to the incident. Correcting this

perception may take some time. A simple phone call to the 

IC liaison for an update and Point of Contact (POC) 

information will do wonders for the IC’s perception of the 

LNO.

Often, LNOs provide the initial contact with civil authorities. First 

impressions are extremely critical to the overall perception of 
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professionalism of military forces during an operation. The LNO 

serves as the command representative and is the vital link between 

the commander and the local, state, or federal agency to which 

military support is being provided.

Specific roles and responsibilities of assigned LNOs include but are 

not limited to the following:

• Serving as unit representative to supported agency

• Keeping the supported agency briefed on unit current operations

• Keeping the staff (all agencies) fully informed

• Advising supporting agencies on unit capabilities and limitations

• Informing military chain-of-command on current and anticipated 

missions requested by the supported agency

• Working with civil authorities to identify appropriate missions, 

develop clear and concise mission request(s), and ensure 

requests flow through proper channels

• Resolving and de-conflicting mission requests which are outside 

capabilities and authorization of the unit

See Annex A for legal restrictions concerning DoD 

personnel and taskings.

• Coordinating with staff to track mission, personnel, and 

equipment status of unit assets in Area of Operation (AO)

• Keeping commander informed of overall IC perception of 

military support, interagency conflicts, problems or concerns of 

civil authorities, and the mission of other state/federal agencies 

operating in AO

• Assisting in mission formation and requesting procedures (who, 

what, where, when, why)

• Providing daily briefings on unit operations

• Working same shifts as those established by the supported IC

At no time will the LNO speak to members of the press 

without prior coordination through the unit Public Affairs 

Officer (PAO).
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1.6.3 Gauging Success

LNOs are successful when:

• Routine and effective communication of tasks is accomplished in 

a timely manner

• Smooth information exchange and mission coordination occurs 

up and down the chain

• Military chain-of-command is informed on current missions

• Situational awareness is at such a point that proposed tasks can 

be anticipated

LNOs need to ensure that the following issues are avoided:

• Duplication of efforts and wasted resources

• ―Mission creep‖ and acceptance of unnecessary tasks

• Poor command decisions based on incorrect information 

provided by LNOs

• Poor unity of effort due to lack of situational awareness

• Untimely response due to incomplete information

1.7 Mission Requests 

When receiving mission requests, ensure that:

• Request makes sense and is clearly understood

• Request meets existing mission profiles as established by 

commander and is within task force/unit capability

• Information is complete and accurate (who, what, when, where, 

and why)

• POC is clearly identified with contact information

For any mission request, the following information needs to be 

included:

• Requesting agency and POC

• Phone number of POC

• Location of mission 

• Date-Time Group (DTG) of request

• DTG of need

• Mission type and details

• On scene POC if different than requestor

• Special instructions (maps, directions, special equipment, etc.)
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A mission request tracking sheet is used to track requests and 

actions. It serves as a chronological, consolidated list of actions 

taken or pending action. Requests and tasking status updating is 

critical and should be validated with regularity. Department of the 

Army (DA) Form 1594 (Daily Staff Journal or Duty Officer’s Log) 

may be used for this purpose.

The LNO is able to track the status of completed Requests 

for Forces (RFF) and approved Mission Assignments (MAs) 

via DoD Defense Support to Civil Authorities Automated 

Support System (DDASS), DoD’s MA tracking, 

coordination, and prioritization tool. (For more information

see Chapter 5, ―Communication,‖ Section 5.2). 

1.8 LNO Data Collection

One of the important functions of an LNO is data collection. Data 

should be collected in a timely, consistent manner, should be 

accurate and related to the operation, and should be chronologically 

organized. Information has a shelf life. Remember, bad news does 

not age well.

Data is collected for:

• Audits

• Inquiries

• Investigations

• Organizational history

• Awards and decorations

• Media stories and inquiries

• Funding/program justification

• After-action reports and lessons learned

• Freedom of Information Act (FOIA) requests

1.9 Liaison Practices and Politics

At times, liaison work can be very sensitive. The role of the liaison is 

to share information. Occasionally, this can be difficult. It is essential 
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that the liaison observe and be sensitive to political issues and avoid 

involvement in power struggles. 

Guidelines for Liaisons

1. Do not obligate resources to taskings.

2. Do not recommend missions unless you have discussed it with 

your commander and have received approval to do so.

3. Never over-promise or under-deliver.

4. Learn local response procedures and policies.

5. Avoid taking actions that inadvertently violate policies. 

Understand the politics involved in these policies.

6. Keep your opinions to yourself (open mind – close mouth).

7. Do not make excuses.

8. Always tell the truth and do not embellish your own skills and 

abilities.

9. Do not exaggerate the capabilities (or limitations) of deployed 

forces.

10. While working with EOC director/IC:

a. Ensure you are readily available to them without being 

intrusive.

b. Ensure you understand their mission intent. 

c. Remember, they report to political figures.

d. Never surprise them or cause them embarrassment.

e. Always understand that you and the unit you represent are 

there to support, not control. 

11. Verify all information before reporting on it. Do not pass on 

rumors.

12. If you are not sure of something, query the most expert source 

you know. Do not be afraid to ask questions.

13. Watch your dress and language; few individuals are chastised for 

being neat and not using expletives. Think before you speak 

14. Integrate yourself into the EOC/ICP operation:

a. Attend all meetings and planning sessions open to you. 

b. Never hesitate to assist when asked – be part of the team. 

c. Understand and appreciate the work being done by members 

of the EOC/ICP staff and the responders. 

d. Be especially sensitive to safety issues.

e. Adjust your schedule to meet the needs of the EOC/ICP.
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15. Adjust the size of the LNO team to meet the mission needs and 

the facilities available.

16. Accomplish your mission without interfering in the normal 

operation of the local EOC/ICP or IC.

17. Never stay quiet about a problem or mistake; be part of the 

solution (or you may have a problem).

1.10 Effective Communication

Communication, or giving and receiving information, is essential to 

organizational success. How we communicate often dictates the 

speed of a response and the success of our missions. Be ready at all 

times; you never know when you will be called on as an LNO to give 

or receive information. Your personal information management 

system may make the difference to a situation.

Information sharing goes both ways between the supported agency 

and the represented command. Understanding and/or anticipating the 

information requirements of both parties is essential for success. 

Being able to interpret information is equally important (e.g., ICS/

NIMS versus military terminology/jargon).

1.10.1 Barriers to Effective Communication

Typical barriers to effective communication between parties include 

the following:

• Use of acronyms or unfamiliar jargon. ICS/NIMS and military 

acronyms are generally different and their use may impact 

effective communication. 

• Non-verbal communications. Sometimes it is not what is said, 

but how it is said. Be aware of your reactions.

• Negative associations. Associations which are agreeable or 

disagreeable will affect the flow of information. If you dislike 

someone, you may screen out most of what is said. Be aware that 

this may affect your ability to do your job.

• Assuming truths. Do not assume information is correct because 

it is published. Not fully understanding the information you 

disseminate is a bad practice.
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• Motivation. Do the people in the conversation consider the 

communication important? If one of them does not, either the 

sender is not effective or the receiver is not listening. 

• Distractions. The receiver may not be listening because other 

things are on his or her mind, such as physical discomfort, 

personal problems, or more immediate ideas which seem to be 

more relevant at the moment. 

• Conflicting messages. How can a leader talk about good 

military bearing if he doesn't wear the uniform properly? 

• Information overload. Trying to provide information without 

established priorities (i.e., Commander’s Critical Information 

Requirements (CCIR)) will cause the sender to send everything 

he/she hears and reads without consideration of importance or 

relevance. 

1.10.2 Overcoming Communication Barriers

There are methods to help you ensure that the information you 

receive will not be forgotten or distorted.

• Define the acronyms and terms that are unfamiliar. Keep 

their use to a minimum. Abbreviate and use key words. 

• Take notes. Get copies of shared written information or write 

down key information received. Document conversations. Use a 

duty log or journal.

• Repeat back what you think you heard the person say. Ask 

questions. Read back from your notes to make sure that you have 

correctly written the information you were given. 

• Verify and Clarify. Trust but verify the information and its 

source. Try to validate the information with multiple sources if 

possible but do so in a politically sensitive manner. If there are 

discrepancies, ask for the reason and perhaps proof of accuracy.

• Use visuals. Provide or draw sketches, maps, or diagrams when 

appropriate.

• Report immediately. Information has the most value when it is 

fresh. Rapid reporting reduces the chances you will distort the 

meaning of what you heard. 
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1.10.3 Effective LNO Communications 

LNOs retrieve information from: 

• Documented sources—written, visual, and auditory

• Undocumented sources—verbal (briefings, conversations, etc.)

Always remain cognizant of nonverbal clues (e.g., uncertainty, 

confusion, anger, disinterest). Also remember that attribution is very 

important when sharing information (What is the source? Is the 

information reliable? Who is the POC?) Know procedures and tools 

used to exchange information with your assigned unit, the JTF, and 

other organizations. These include: 

• Reports

• Request for Assistance (RFA)/Request for Information (RFI) 

tracking 

• Journal/radio log

• Documenting conversations

• Internet

• Instant messenger 

• Meetings

• Briefings/daily update brief

• Situation Reports (SITREPs)

• Status boards/maps

• Conference calls/video teleconferencing

• Outlook files/email/calendar 

Finally, remember characteristics of effective communication:

• Active listening 

• Accuracy of information

• Clear visuals

• Bottom line up front

• Taking notes 

• Greeting new ideas with interest 

• Giving the individual your undivided attention 

• Maintaining eye contact 

• Speaking the supported agencies language 

Above all, smile, relax, and be approachable. Always look, listen, 

and learn.
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1.11 Questions LNOs Should Ask 

1. Do the Operations Section/Joint Field Office (JFO)/Defense 

Coordinating Element (DCE) and deployed forces know 

that . . .?

2. Will we have a need for it?

3. Is it important to my commander?

4. Who else needs to know?

5. Is this an appropriate mission for my unit?

6. Does it support the overall plan?

7. Is it operationally feasible for my unit?

8. Are required resources available to execute the mission?

9. Are new missions a sign of mission creep?

10. Are requests for support/missions being sent and approved in the 

authorized manner?

11. Is specific tasking within scope and authority of my unit’s 

operational mission, per the Operations Order 

(OPORD)/FRAGO for the incident response?

1.12 Planning Considerations

LNO planning considerations are built around a 4-phase operational 

approach, condensed from the six phases of the United States 

Northern Command (USNORTHCOM) Concept Plan (CONPLAN)

3501. 

Phase 1, Assessment and Preparation/Mobilization (parallels 

USNORTHCOM Phases 0 and I). Phase 1 begins with all preincident actions and continues through post-notification predeployment actions. Phase I ends at deployment.

Phase 2, Deployment (parallels USNORTHCOM Phase II). Phase 

2 begins with deployment of forces and ends upon arrival with 

commencement of operations.

Phase 3, Support of Civil Authorities (parallels USNORTHCOM 

Phases III and IV). Phase 3 begins upon arrival at incident area 

with the first operational actions. It ends when there are no future 

mission requirements and current operations begin to draw down.
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Phase 4, Re-deployment/Demobilization (parallels 

USNORTHCOM Phase V). Phase 4 begins when operations start to 

draw down. It ends with the successful and complete transition to 

local command and release of personnel at home station.

LNOs should become familiar with the ICS. In addition, LNOs 

should be familiar with the Federal Emergency Management Agency 

(FEMA)/United States Coast Guard (USCG) ―Planning P‖ (shown in 

Figure 1-1) for general activities related to the ICS planning process. 

The stem of the ―P‖ contains activities that are performed only once 

in an incident, typically in the initial response phase. The body of the 

―P‖ reflects activities, performed in order, that are cyclic and thus 

performed for each operational period within the incident. For civil 

authorities, this model assists in establishing the incident ―battle 

rhythm.‖ An example integrated incident battle rhythm is provided in

Figure 1-2.

1.12.1 Phase 1 - Assessment and Preparation/Mobilization

 Determine existing and future expected operations.

 Review CCIRs; review latest Operation Plan (OPLAN), 

OPORD, and/or FRAGO. 

 Review reporting and Standard Operating Procedures (SOP).

 Identify gaps in assets needed to accomplish its mission.

 Review Interagency Incident Action Plans (IAPs) and probable 

DoD mission sets.

 Determine weather conditions that may have a major impact on 

the operation.

 Document and distribute the battle rhythm. Coordinate for 

required transportation and communications equipment.

 Pick up all correspondence designated for the supported agency.

 Identify available communication methods. Are there telephones, 

radios, facsimile machines, computers, and internet 

connectivity?

 Identify LNO reporting requirements.

 Assist in communicating supported agency’s requirements.

 Obtain required maps and overlay products.
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Figure 1-1. Operational Planning ―P‖
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Figure 1-2. Example Integrated Battle Rhythm
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1.12.2 Phase 2 - Deployment Phase

 Whenever possible, deploy to assignment with basic office 

supplies, laptop computer with ―air card‖ or other means of 

internet connectivity, a cellular phone, and a satellite phone if 

available.

 Be prepared to deploy and self sustain for up to three days

without relief. Plan for all circumstances. Commands are 

responsible to ensure that LNOs are provided transportation, 

billets, and food. In situations where billeting or feeding with 

local personnel is not practical or available, commands will 

coordinate with the FEMA/General Services Administration 

(GSA)/state representative for lodging and meals. It is important 

to remember, depending on the severity of the incident, the 

ability to feed and house you may not exist. 

Minimum Essential Packing List

o Administrative supplies and unit SOP, field uniform, 

equipment

o Credentials (including any special certifications or 

qualifications)

o DA Form 1594 (Daily Staff Journal or Duty Officer’s Log)

o Laptop computer with charger and extra battery

o Common Access Card (CAC) reader

o Mobile broadband card for data transfer

Military laptop computers are not compatible with civilian 

local area networks (LANs). Acquire a suitable civilian 

laptop prior to deployment.

o Cellular, radio, or appropriate communications equipment

o Unit phonebook and contact information (radio frequencies)

o Telephone calling (credit) card

o Tent (cots, stove, etc., as appropriate)

o Cash (Automated Teller Machines (ATMs) and credit cards 

will not work in the absence of electricity or communication 

lines)
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o Government credit card

o Bedding and three day’s supply of food and water

o Sport utility vehicle (SUV)-like transportation external to the 

incident site (rental cars may not be available; plan to drive 

in)

o Deployment orders

1.12.3 Phase 3 - Support of Civil Authorities

 Obtain credentials for identification and appropriate security 

clearances.

 Provide the local EOC/ICP with corresponding unit contact 

information, as required.

 Coordinate with Incident Command Section Chiefs, or their 

deputies, to obtain local policies, procedures, organizational 

structures, IAPs, and other ICS forms that affect incident 

response activities. 

 Become familiar with command relationships among all major 

commands.

 Become familiar with all mutual aid agreements.

 Review requirements of supported agencies and the 

commander’s intent to meet those requirements.

 Facilitate comprehension of the commander’s intent.

 Determine availability of aviation assets (rotary and fixed-wing).

 Use communications in accordance with established procedures.

 Remain informed of the current situation and make the 

information available to the supporting unit or organization staff.

 Attend EOC/ICP staff meetings, commander’s updates, and 

planning sessions. Be prepared to offer recommendations on 

developing plans or Courses of Action (COAs).

 Be prepared to brief current status of deployed forces at any 

EOC/ICP updates.

 Report in accordance with the IC requirements.

 Track missions. Avoid becoming actively involved, yet maintain 

situational awareness.

 Assist in assessing current and future operations.

 Report future operations to your unit for preliminary planning.
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 Provide daily personnel and equipment status reports.

 Maintain a journal of critical information, events, decisions and 

milestones. 

1.12.4 Phase 4 - Re-Deployment/Demobilization

 Upon receipt of redeployment orders:

o Coordinate unit redeployment with the IC.

o Monitor recovery of equipment and sensitive items.

o Review historical data files to make sure that all journals 

from the liaison team are included.

o Consolidate After Action Report (AAR) comments.

 Brief the battle chief or Executive Officer (XO) on missionrelated liaison activities and prepare a written report.

 Develop lessons learned and consolidate comments for future 

training and SOP development.
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SECTION II: HIGH DEMAND TASK ORGANIZATIONS

The chapters in this section describe key capabilities that tactical 

level commanders and Liaison Officers (LNOs) may encounter in 

their area of responsibility while participating in Defense Support of 

Civil Authorities (DSCA) operations. Though not all-encompassing, 

each chapter should provide a brief overview of the Services’ unique 

capabilities.

CHAPTER 2: MILITARY LAW ENFORCEMENT 

This chapter discusses Military Law Enforcement (MLE),

typical units, functions, and special legal considerations in a 

DSCA environment. For the purposes of this document, MLE

includes licensed Service police forces and all other military 

personnel performing security, force protection and/or crowd 

control functions. It does not include military criminal 

investigative units.

2.1 Military Law Enforcement in DSCA

The most legally sensitive function in DSCA is Military Law 

Enforcement. Consequently, to prevent violations of the law, all 

military personnel should be educated on MLE. The main legal 

obstacle to the use of the military for law enforcement is the Posse 

Comitatus Act (PCA), discussed briefly in Section 2.3.1 of this 

chapter. (For more detail on PCA, see Annex A.) The PCA affects 

National Guard (either in State Active Duty (SAD) or Title 32) and 

federal forces (Title 10) differently. Thus, it is very important to 

understand the status of military personnel prior to mission 

assignment.

If possible, all law enforcement actions should be done with 

the local civilian law enforcement agencies present and in 

charge. This eliminates most potential legal conflicts.
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2.1.1 Individual Protection/Force Protection 

Military forces have the right and responsibility to protect 

themselves and their assets at all times. State military justice laws,

for Title 32 and SAD, and the Uniform Code of Military Justice 

(UCMJ) for Title 10 and are always in effect for military personnel.

2.1.2 Physical Security/Critical Infrastructure Protection

Most physical security and critical infrastructure protection activities 

are performed by non-military organizations, often involving 

Memoranda of Understanding (MOUs) with the local civilian law 

enforcement authorities. The most likely use of the military is 

through the local National Guard forces. However, there is a process 

to receive federal aid.

The Critical Infrastructure and Key Resources (CIKR) Support 

Annex to the National Response Framework (NRF) dated January 

2008 covers the Department of Homeland Security (DHS)/ Federal 

Emergency Management Agency (FEMA) plan for addressing 

critical infrastructure. The annex can be accessed at 

http://www.dhs.gov/xlibrary/assets/NIPP_Plan.pdf

CIKR-related preparedness, protection, response, and recovery 

activities operate within a framework of mutual aid and assistance. 

Incident-related requirements can be addressed through direct actions 

by owners and operators or with government assistance provided by 

federal, state, tribal, or local authorities in certain specific 

circumstances. 

Under the Stafford Act, disaster assistance programs generally offer 

support for incident-related repair, replacement, or emergency 

protective services needed for infrastructure owned and operated by 

government entities. Stafford Act principles permit consideration of 

private-sector requests for assistance, but the application of these 

legal principles does not guarantee that needs or requests from 

private-sector entities will be met in all cases. A private-sector CIKR 

owner or operator may receive direct or indirect assistance from 

federal government sources when the need: 
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• Exceeds capabilities of the private sector and relevant state,

tribal, and local governments

• Relates to immediate threat to life and property

• Is critical to disaster response or community safety 

• Relates to essential federal recovery measures

2.1.3 Traffic Direction/Control

The PCA impacts all federal forces by prohibiting them from 

performing any law enforcement actions, including directing traffic. 

Consequently, federal military forces may not direct traffic in a 

civilian jurisdiction unless it is to help military vehicles/convoys that 

need to arrive at a destination quickly in order to perform an urgent 

mission, and to move through an area unimpeded. In these unique 

situations, federal military forces rely on the Military Purpose 

Doctrine exception to the PCA. The National Guard may direct 

traffic, in accordance with state law. This may seem like a trivial 

point, but it can cause unnecessary legal problems if not handled 

correctly.

2.1.4 Civil Disturbance

All DSCA operations have the potential for civil disturbance. How 

civil disturbance is handled will depend upon the specifics of the 

incident and must have Presidential approval. (For more details see 

Section 2.1.4.2). However, federal military commanders may 

exercise emergency authority in civil disturbance situations as 

described below. In these circumstances, federal military 

commanders will use all available means to seek specific 

authorization from the President through their chain-of-command 

while operating under their emergency authority. 

Emergency authority can be used in only two circumstances:

1. The use of federal military forces is necessary to prevent loss of 

life or wanton destruction of property, or to restore governmental

functioning and public order. Under these conditions, emergency 

authority applies when sudden and unexpected civil disturbances 

occur, if duly constituted local authorities are unable to control 
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the situation and circumstances preclude obtaining prior 

authorization by the President.

2. Duly constituted federal, state, or local authorities are unable or 

decline to provide adequate protection for federal property or 

federal governmental functions located in the area of the civil 

disturbance and circumstances preclude obtaining prior 

authorization by the President. Federal action, including the use 

of federal military forces, is authorized when necessary to 

protect the federal property or functions.

Remind Service members early and often—United States

civilians are not an enemy force.

2.1.4.1 Riot

Violent crowd actions can be extremely destructive. The only limits 

to violent crowd tactics are the attitude and ingenuity of crowd 

members, training of their leaders, and the materials available are. 

Crowd or mob members may commit violent acts with crude, 

homemade weapons or anything else that is available. If violence is 

planned, crowd members may conceal makeshift weapons or tools 

for vandalism.

Rioters can be expected to vent their emotions on individuals, troop 

formations, and equipment. They may throw rotten fruits and 

vegetables, rocks, bricks, bottles, or improvised bombs. They may 

direct dangerous objects (vehicles, carts, barrels, or liquids) at troops 

located on or at the bottom of a slope. They may drive vehicles 

toward troops to scatter formation and jump out of vehicles before 

reaching roadblocks and barricades. Rioters may set fire to buildings 

or vehicles to block the advance of the formation, create confusion 

and diversion, and destroy property.

Types of riots include:

Organized riots: Leaders organize the population into quasi-military 

groups capable of developing plans and tactics for riots and 

disorders. Riots can be instigated for: 
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Theft of property/supplies—leaders organize a riot as a way to 

disrupt security surrounding logistics control points, with the 

objective of seizing guarded property. 

Political purposes—riots are often organized for propaganda or 

to embarrass the government. 

Grievance protests—a grievance protest can be organized as a 

riot. Under normal circumstances, this type of riot is not 

extremely violent in nature. It may turn violent when leaders try 

to exploit the successes of the riot or the weaknesses of the 

security force. 

Unorganized riots: Unorganized riots are spontaneous, although they 

can be exploited and diverted by leaders into different types of riots. 

They are usually indicative of extreme frustration and fear. Under 

determined leadership, the pattern of these gatherings can change to 

an organized riot. 

Once a riot begins, it can spread to other areas and become 

entrenched in several different key locations.

2.1.4.2 Federal Intervention and Aid 

Under the Constitution of the United States and the Insurrection Act, 

the President is empowered to direct federal intervention in civil 

disturbances to:

• Respond to state requests for aid in restoring order

• Enforce the laws of the United States

• Protect the civil rights of citizens

• Protect federal property and functions

The Constitution of the United States and federal statutes authorize 

the President to direct the use of armed federal troops within the 54 

states and territories and their political subdivisions. The President is 

also empowered to federalize the National Guard of any state to 

suppress rebellion and enforce federal laws.

Federal assistance is provided to a state when the state has used all of 

its resources, including its National Guard, to quell a disorder and 

finds the resources insufficient. Usually, active duty federal forces 
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are used to augment the National Guard of the requesting state. 

However, the President may choose to federalize the National Guard 

of another state and use them alone or with other forces to restore 

order.

The President is also authorized to use armed federal troops to 

protect federal property and functions when the need for protection 

exists and local civil authorities cannot or will not give adequate 

protection. 

As a temporary measure, federal military equipment and facilities 

may be loaned to law enforcement agencies of state and local 

governments for use during civil disturbances. These resources may 

also be loaned to state National Guard and non-Department of 

Defense (DoD) federal agencies. The requesting agencies are 

expected to provide enough resources of their own to minimize the 

need for federal military resources. In addition, the loan of the 

resources must not conflict with the military needs of the United 

States. Examples of appropriate civil disturbance mission taskings 

are:

• Man traffic control points

• Provide building security

• Escort emergency equipment

• Provide area security, area patrols

• Provide security at custody facilities

• Provide security for emergency work crews

• Protect sensitive sites

• Transport law enforcement personnel

• Show of force

• Disperse crowds

• Employ riot control agents

• Provide protection and/or escort for dignitaries

• Provide reserve, quick reaction force

• Joint patrols, ride-alongs

• Other missions mutually agreed upon

Examples of inappropriate civil disturbance mission taskings are:

• Hostage negotiation
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• Negotiating with barricaded suspect

• Evidentiary searches

• Criminal investigation

2.2 Typical MLE Unit Types/Functions in DSCA

MLE support can be an important asset in all disaster-relief 

operations. MLE officials are trained and equipped for decentralized 

operations and operate in highly mobile vehicles equipped with 

radios. All military personnel can be assigned to perform military 

security-type duties. However, the best option for most MLE tasks is 

trained Military Police (MP). Experience in civil-military affairs 

equips Military Police to oversee and assist agencies for law 

enforcement and sensitive security. For this reason, the military 

police are often needed after other forces have redeployed.

Since Active Component military missions are constrained by the 

PCA, non-federalized National Guard units are often employed to 

conduct these operations. National Guard MP units are trained, 

skilled, and experienced in providing law enforcement. They offer 

civilian authorities a unique, specialized capability not available 

from other National Guard units.

2.2.1 United States Army Military Police 

The United States Army Military Police 

Corps is the Army’s uniformed law 

enforcement branch and the largest of all 

the DoD MLE organizations. They 

provide expertise in law and order and 

stability operations in order to enhance 

security and enable mobility. The Army's Military Police can be used

in direct combat and during peacetime. They have five main 

functions:

• Maneuver and mobility support operations

• Area security operations

• Law and order operations

• Internment and resettlement operations

• Police intelligence operations
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2.2.1.1 Missions

The MP Company executes a wide variety of missions. Within their 

missions, company personnel may:

• Provide mobility support for both vehicles and personnel

• Perform security for critical personnel, sites, cargoes, and 

railways

• Secure, safeguard, shelter, and control dislocated civilians

• Restore order in civil disturbances

• Carry out limited law and order operations

• Provide liaison, coordination, and training for all aspects of law 

enforcement to other agencies

• Disseminate information 

• Support force protection and security

The MP Company possesses robust mobility and communications. 

Each of the company's three-man teams is equipped with a military 

radio and a High Mobility Multipurpose Wheeled Vehicle

(HMMWV), up-armored HMMWV, or Armored Security Vehicle 

(ASV). Each MP platoon, company, and battalion headquarters is 

equipped with high-frequency radios. These capabilities allow Army 

Military Police (even when widely dispersed) to maintain centralized 

communications.

2.2.1.2 Capabilities 

The typical MP company can provide area security for 2,000 square 

kilometers (km) of rural terrain, or 800 square km of high density 

urban terrain. Other capabilities include:

• Security of 12 small, critical site facilities or storage areas

• Security of 400 km of pipeline or three quartermaster petroleum 

terminal/pipeline operating companies

• Railway security of seven trains

• Battlefield law and order for 75,000 non-divisional personnel or 

garrison law and order for 25,000 personnel

• Detention of 700 prisoners

• Security of one major headquarters
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Examples of previous deployment of Army MPs for civil support 

include:

JTF Los Angeles: The 49th MP Brigade (National Guard) provided 

civil disturbance assistance to Los Angeles in the aftermath of the 

Rodney King trial.

Operation Hawkeye: The 16th MP Brigade and units of the 89th MP 

Brigade provided security, protection, and humanitarian assistance to 

the population of Saint Croix in the aftermath of Hurricane Hugo.

JTF Andrew: The 16th MP Brigade provided humanitarian 

assistance in the aftermath of Hurricane Andrew. 

Operation Restore Democracy: The 16th MP Brigade deployed to 

Haiti in 2010 to provide humanitarian assistance.

2.2.2 United States Navy– Shore Patrol/Masters at Arms 

The United States Navy (USN) has two areas of law 

enforcement. The first is the Shore Patrol (SP), an 

additional duty assigned to sailors to maintain order 

when a ship’s crew is on liberty. Shore Patrol duty 

is authorized by Title 32, United States Code 

(USC):

Title 32 National Defense, PART 700—UNITED 

STATES NAVY REGULATIONS AND OFFICIAL 

RECORDS, Subpart I—The Senior Officer Present 

§ 700.922 - Shore patrol. The senior officer present 

shall cause to be established, temporarily or 

permanently, in charge of an officer, a sufficient 

patrol of officers, petty officers, and noncommissioned officers to maintain order and 

suppress any unseemly conduct on the part of any 

person on liberty.

Most SPs are armed with only a baton and do not perform all law 

enforcement functions.

The majority of the USN’s law enforcement comes from the 

Masters-At-Arms (MAs). MAs are a traditional military police force 
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and provide the Navy with security specialists who perform 

antiterrorism, force protection, physical security, and law 

enforcement duties on land and at sea. An MA may operate a force 

protection watercraft, direct an investigation, control a base access 

point, or supervise a K-9 asset. Specific MA duty areas include:

• Waterborne security patrols and interdiction

• Customs operations

• Base security patrols

• Base access and entry control operations

• Aircraft and flight line security operations

• Law enforcement operations

• Oil platform protection

• River security operations

• Protective service to high ranking dignitaries and government 

officials

• K-9 explosive and narcotics detection operations/missions

• Physical security inspections

• Preliminary investigations into UCMJ violations

• Security force personnel training

• Crime prevention programs

• Brig operation

• Weapons and funds escorts

Additionally, the USN is developing a Mobile Security Force (MSF).

The MSF will be designed as a deployable unit which can provide 

land-based and underway security to Navy ships in areas where 

established force protection units are not in place.

2.2.3 United States Marine Corps Military Police 

United States Marine Corps (USMC) military police 

and corrections personnel provide the commander 

continuous support in enforcing the law. The 

responsibilities of these personnel include: 

• Preventing and suppressing crime

• Assessing command physical security posture

• Preserving military control
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• Quelling disturbances

• Investigating offenses

• Apprehending offenders

• Protecting property and personnel 

• Providing flight line security

• Registering and controlling privately owned vehicles and 

weapons

• Investigating traffic accidents

• Controlling traffic

• Antiterrorism protection

• Handling and safeguarding prisoners of war, refugees, or 

evacuees

• Conduct of small unit offensive and defensive combat operations

• Guarding military prisoners and absentees/deserters returned to 

military control

• Supervision of brig operations and correctional custody units

2.2.4 United States Air Force Security Forces

United States Air Force (USAF) Security Forces are 

the military police and the air base ground defense 

forces of the USAF. 

Security Forces personnel are the first line of defense 

of the Air Force. It is their job to maintain the rule of 

law on all Air Force bases and installations, to include 

all police activities associated with an Air Force base, from securing 

the perimeter of the base to dog handling. Security Forces personnel 

are responsible for ensuring the safety of all base weapons, property,

and personnel from hostile forces. Security Forces personnel also 

train dog teams in all aspects of canine law enforcement and are 

occasionally assigned to an armory to control and safeguard arms, 

ammunition, and equipment. 

The Headquarters (HQ), Air Force Security Forces Center (AFSFC), 

located at Lackland Air Force Base, Texas, acts as an extension of 

the Pentagon staff, conducting staff studies dealing with a wide range 

of topics, including nuclear security, antiterrorism/force protection, 
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base defense, police services, combat arms and Security Forces 

training, equipment management, and military working dogs. The 

Headquarters consists of three divisions—Force Protection, 

Operations, and Corrections—in three geographically separated units 

in Miramar, California, Fort Leavenworth, Kansas, and Charleston, 

South Carolina.

In addition to the headquarters divisions, the 820th Security Forces 

Group provides a highly-trained, rapidly-deployable "first-in" force 

protection capability to any operating location in support of the 

USAF Global Engagement mission. The 820th gives the Air Force a 

totally dedicated composite unit for force protection drawn from 

many disciplines, not just Security Forces. The unit is composed of 

personnel from Security Forces, Office of Special Investigations, 

civil engineering, logistics and supply, communications, intelligence, 

administration, personnel, and medical career fields, providing the 

capability to assess each threat and act accordingly.

2.3 Special Legal Considerations in DSCA

2.3.1 Posse Comitatus Act

The PCA prohibits the use of federal forces (Title 10) for any direct 

civil law enforcement activities unless a Constitutional or Act of 

Congress exception applies. The PCA does not apply to the National 

Guard (SAD or Title 32) or to the United States Coast Guard. For a 

complete discussion of the act and its exceptions, see Annex A. 

National Guard forces will perform most MLE activities in DSCA. 

Federal or federalized forces should interact frequently with the Staff 

Judge Advocate (SJA) to ensure that all force actions meet legal 

standards.

2.3.2 Criminal Activity

It is very important that civilian law enforcement personnel (if 

available) are present and supervise all MLE activities. Military 

personnel conducting a search or making an apprehension must carry 

out all procedures within the parameters of their training and 
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authority given to them. For each search and apprehension 

performed, the apprehension element must document the specific 

conduct of the person that violated the law.

All apprehensions should be made by the civilian police force, unless 

it is not possible for them to do so. To be apprehended, individuals 

must be known to have committed an illegal act, or there must be 

probable cause to believe that an individual committed such an act. If 

it becomes necessary for military personnel to apprehend or 

temporarily detain such violators, they should do so with the 

approval of the civil authorities. This ensures that all searches, 

apprehensions, and detentions (if necessary) are conducted within the 

parameters of the law.

If United States military forces are called upon by local authorities, 

certain policies must be observed during search, apprehension, and 

detention operations. Attitude and behavior of military personnel 

performing these operations are very important. Military personnel 

should treat all people firmly but with reasonable courtesy and 

dignity. Military personnel should never be seen as a policing force 

on American soil. Treating people with contempt, hostility, or 

excessive force increases the likelihood of resistance and violence. 

Searching people, placing them under apprehension, and/or detaining 

them without probable and just cause or without concern for their 

Constitutional rights can create problems and hinder due process. 

Numerous cases exist where authorities violated an individual’s 

rights, resulting in the prosecution of police authorities or civil suits 

against the officers, their leaders, and the military personnel assisting 

those officials.

2.3.3 Use of Force

All use of force, deadly or otherwise, is covered by Standing Rules 

for the Use of Force (SRUF), detailed in Annex B. Specific Rules for 

the Use of Force (RUF) will be given to military personnel by the 

commander prior to action. If ordered to perform security tasks, and 

if trained and properly equipped, military personnel may use nonlethal weapons as a force protection option.
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NOTES
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CHAPTER 3: MILITARY ENGINEERING

This chapter outlines the capabilities of military engineer

units and the United States Army Corps of Engineers 

(USACE) (Title 33 role). It emphasizes missions that are 

most common, as well as distinct capabilities the military 

engineering community can offer in a Defense Support of 

Civil Authorities (DSCA) environment.

3.1 Short History of the Corps of Engineers

Since its establishment, the United States Army 

Corps of Engineers has responded to changing 

defense requirements and has played an integral part 

in the development of the country. 

In the 20th Century, the Corps became the lead federal agency for 

flood control and significantly expanded its civil works activities, 

becoming a major provider of hydroelectric energy and the Nation’s 

leading provider of recreation. Its role in responding to natural 

disasters has grown dramatically. 

As the primary agency for Emergency Support Function (ESF) #3, 

―Public Works and Engineering,‖ USACE is responsible for 

providing technical advice and evaluations, engineering systems, 

construction management and inspection, emergency contracting, 

emergency repair of wastewater and solid waste facilities, removal 

and handling of debris, and the opening and maintaining of roadways 

following Presidential Disaster Declarations.

A Historical Perspective of Disaster Support

USACE received its first federal disaster recovery assignment in 

February 1882, when heavy floods along the Mississippi River forced 

thousands of people to flee their homes and seek refuge on levees and 

hilltops. Although Congress provided $100,000 for recovery supplies, 

the Army Quartermaster Corps could not deliver desperately needed 

food and tents to the shivering refugees. Chief of Engineers, Brigadier 

General Horatio G. Wright proposed that Corps boats deliver the 

supplies but noted that the vessels could not be used for disaster 
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recovery without Congressional authorization. Congress pushed 

through a disaster recovery bill that very day, and soon engineer 

vessels were steaming up and down the river, plucking people off 

levees and rooftops, and dispensing hundreds of tons of supplies to 

the needy. Over the next six weeks, the Corps’ steamboats, snagboats, 

and towboats delivered hundreds of tons of supplies to communities 

all along the Mississippi. 

Victims and livestock fled to the levees near 

Hickman, Kentucky, during the 1912 flood.

In 1906 the Corps called on its engineer troops to assist with disaster 

recovery efforts following the earthquake in San Francisco, 

California. The massive quake—measuring 8.3 on the Richter scale—

struck the city in the early hours of the morning of 18 April. Roused 

from their beds at nearby Fort Mason, 150 men of the First Battalion 

of Engineers were the first troops to enter San Francisco and quickly 

began patrolling the devastated city to keep order. 

Soon after the earthquake subsided, a new danger emerged; dozens of 

fires were burning across the city and, with the water mains broken, 

the city’s firefighters were powerless to stop them. Fleeing both the 

earthquake and the subsequent conflagration, thousands of frightened 

city residents descended on Fort Mason where engineer troops 

worked around the clock to feed and shelter the refugees. By 19 April 

fires in the city were burning out of control, and the engineers were 

forced to undertake a new and dangerous mission—blowing up

hundreds of buildings to establish a firebreak to prevent the flames 
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from consuming the western part of the city. Ultimately the firebreak 

held, and two days later the San Francisco fires were finally brought 

under control.

 San Francisco, California, following the April 1906 

earthquake and fires.

3.2 Military Engineer Response to Civil Authorities

In addition to the military combat role, military engineers perform 

military construction, environmental restoration, installation support, 

real estate research and development, and civil-works missions in 

peacetime. It provides a base for conversion of its resources to 

support war and other national emergency conditions. Military 

engineers provide engineering and related services in four broad 

areas. These are:

• Military construction and support

• Engineering research and development

• Water and natural-resource management

• Support to other government agencies

In general, military engineering is separated into four distinct types 

of units: 

• Combat engineers

• Civil engineers

• Horizontal engineers 

• Vertical engineers
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Each Service branch has a specialty designed around its specific 

mission, and personnel are trained and equipped to fulfill that 

mission. However, for DSCA operations there is significant overlap 

in capabilities of the Services to support the Incident Commander 

(IC).

3.2.1 Engineering Limitations under Stafford and Economy Acts 

Because military engineers have capabilities that are in high demand 

during disaster recovery operations, engineer units will always be 

requested. There will be pressure to use those capabilities outside the 

scope of the disaster recovery. Both the Stafford and Economy Acts 

limit the activities that Department of Defense (DoD) engineers can 

perform. The general rule is that DoD engineers should not be in 

competition with the civilian workforce who, because of the 

disaster, may have lost work and will need to earn a living. 

3.2.2 Emergency Support Function #3

The Department of Homeland Security (DHS), primarily through the 

Federal Emergency Management Agency (FEMA), is the primary

federal agency in preparation for and response to disasters and 

emergencies. USACE, as one of many federal partners, supports the 

DHS mission under the National Response Framework (NRF). 

Specifically, the USACE has been assigned the role as primary 

coordinator for Emergency Support Function #3. The standing 

missions of USACE include the following:

3.3 Engineer Resources

3.3.1 United States Army Corps of Engineers

Whenever and wherever disaster strikes, many federal, state and 

local agencies rely upon USACE to provide an extensive range of 

expertise in: 

• Engineering and construction support 

• Debris management 

• Critical infrastructure assessment 

• Temporary repairs 
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• Temporary housing and/or critical public facilities

• Commodities (typically ice and water) and associated 

distribution systems assistance

In any disaster, USACE is prepared to execute a broad portfolio of 

missions in order to sustain lives, support critical infrastructure 

needs, and set conditions for recovery.

3.3.1.1 Flood Control and Coastal Emergencies

Through special provisions of Public Law (P.L.) 84-99, USACE

provides technical and direct assistance to communities in risk of or 

affected by floods.

3.3.1.2 Disaster Preparedness

Disaster preparedness activities of USACE include:

• Participation in state and local emergency preparedness training 

and exercises

• Inspection of flood control works constructed by USACE

• Inspection of non-federally constructed dams and flood control 

projects upon request

3.3.1.3 Flood Fighting

In fighting floods, USACE will:

• Assist in search and rescue operations

• Provide technical assistance and expertise

• Make emergency repairs to levees and other flood control 

projects 

• Furnish flood fight materials such as sandbags, plastic sheeting, 

lumber, pumps and rocks

3.3.1.4 Post-Flood Response

Post-flood response activities of USACE include:

• Clearing drainage channels, bridge openings, or structures 

blocked by storm-generated debris 

• Clearing blockages to critical water supply intakes and sewer 

outfalls 

• Removing debris necessary to reopen vital transportation routes 
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• Restoring critical public services and facilities through

temporary measures 

• Identifying hazard mitigation opportunities

3.3.1.5 Rehabilitation

USACE will assist in rehabilitation by:

• Repairing and/or restoring completed levees, floodwalls, and 

other flood damage reduction projects 

• Repairing and/or restoring hurricane or shore protection 

structures damaged or destroyed by wind, wave, or water action 

from storms

3.3.1.6 Military Emergency Preparedness and Contingencies

USACE supports military commanders in achieving security 

objectives by facilitating disaster preparedness training for 

emergency management officials. USACE provides assistance to 

military commanders through specially trained teams who rapidly 

respond to hurricanes, earthquakes, or other disasters, whenever DoD 

has the lead for natural disaster response, either within the United 

States or around the globe. 

3.3.2 United States Army Geospatial Center 

The mission of the United States Army Geospatial Center (AGC) at

the Humphreys Engineering Center, Virginia, is to:

• Coordinate, integrate, and synchronize geospatial information 

requirements and standards across the Army

• Develop and field geospatial enterprise-enabled systems and 

capabilities to the Army and DoD

• Provide direct geospatial support and products to Service 

personnel during both wartime and peacetime

AGC can provide geospatial products such as maps, hydrological 

information, and ―flyover capabilities‖ to allow units supporting civil 

authorities to have up-to-date information on the disaster area. 

The AGC also hosts the DoD Defense Support to Civil Authorities 

Automated Support System (DDASS). DDASS is a web-based tool 
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used by Defense Coordinating Elements (DCEs) as well as United 

States Northern Command (USNORTHCOM) and other Combatant 

Commands to coordinate and prioritize DoD disaster support efforts. 

DDASS tracks all Mission Assignments (MAs) from validation and 

approval through mission funding, mission progress and tasking. It 

serves as the electronic repository for all related MA documentation. 

The AGC maintains the DDASS software, server, connectivity, and 

access for all DSCA users.

3.3.3 Tactical Engineers

The military side of USACE is the largest engineering capability 

within DoD. Engineer assets range from large combat engineer 

organizations to small, specialized units like topographical or base 

maintenance teams.

The major engineer commitment is to keep the lines of 

communication and tactical march routes open to sustain the 

committed forces, shift other forces, and implement USACE-directed 

missions. In DSCA operations, this requires continuous repair of 

damage caused by heavy traffic and the weather.

Combat-support equipment companies augment the combat 

engineers with equipment to move earth and maintain horizontal 

surfaces such as roads and airstrips. Combat engineers also assemble 

tactical bridges provided by panel-bridge companies or allocated 

from theater stocks for use on lines of communication and other 

routes. Medium Girder Bridge companies erect their own tactical 

bridges.

The engineer brigade also has float-bridge assets for river-crossing 

operations. Advanced Ribbon Bridge companies transport, assemble, 

and operate ribbon rafts and bridges during river-crossing operations. 

Other float-bridge companies provide different types of bridging for 

longer-term use at the crossing sites. Combat engineers also 

assemble these float bridges.

The light combat engineers and the light equipment companies 

reinforce the light division engineers, particularly during their initial 
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deployment. The airborne corps battalion can parachute into an 

operational area and construct an assault airstrip. The light 

equipment company augments light forces with additional earthmoving equipment.

3.3.4 Construction Engineers

Construction activities occur throughout the theater of operations. 

Within the unit’s area, for example, operational construction 

requirements, such as forward log bases, heliports, and main supply 

routes, are needed to ensure the continuity of support for operations. 

These activities are in addition to unit-generated construction 

requirements (bed down, logistic bases, rehearsal ranges, etc.) that 

keep unit construction assets fully engaged. The nature of unit

operations limits construction to essential facilities needed to sustain 

the current operation.

Specialized engineer units are used for quarrying; electrical, water, 

gas and sewer repair; water pipeline, petroleum pipeline, and port 

construction.

3.3.5 Topographic Engineering

A topographic company provides all forms of support for the 

commanders, including a terrain-analysis team.

3.4 Air Force Engineers

The role of the Air Force combat engineer is to ensure that the 

engineering-related aspects of air base operations are responsive and 

effective. The following are basic wartime missions of Air Force 

engineers:

• Emergency repair of damage (including rapid runway repair,

facility repair, and utility repair)

• Force bed down of Air Force units

• Operations and maintenance of Air Force facilities and 

installations

• Construction management

• Supply of materiel and equipment to perform the engineering 

mission
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To accomplish these missions, Air Force engineers are organized 

into three basic types of units with complementary wartime 

missions—RED HORSE units, Prime Base Engineer Emergency 

Force (BEEF) units, and Prime Readiness in Base Support (Prime 

RIBS) units. The engineering and services force module combines 

Prime BEEF and Prime RIBS capabilities to support a flying 

squadron. 

3.4.1 RED HORSE Units

RED HORSE civil engineering squadrons provide a heavier 

engineering capability than the civil engineering base Prime BEEF 

and Prime RIBS units. RED HORSE squadrons have a regional 

responsibility; they are not responsible for base operations and 

maintenance. They are mobile, rapidly deployable, and largely selfsufficient for limited periods of time. Their primary mission in 

peacetime is to train for wartime. These squadrons represent the 

strongest combat engineer capability in the Air Force

3.4.2 Prime BEEF Units

All Prime BEEF forces are Combat Support (CS) forces that are 

generally configured as squadrons and teams. Their mission is to 

provide CS to the air combat forces which are, or may become, a part 

of a theater, command, or task force formed for combat or civil 

support operations. These civil engineering base units are organic at 

essentially all major Continental United States (CONUS) and 

overseas Air Force bases in order to provide peacetime real-property 

maintenance capability. 

There are two basic Prime BEEF mobile force classifications: large 

CS squadrons and small specialty CS teams. Prime BEEF CS units 

have no organic heavy equipment—only toolboxes and small team 

kits such as power tools. They require base operating support, and 

most deploy in 50- or 100-person team increments. 

3.4.3 Prime RIBS Units

Prime RIBS units are combat base support units and are not typically 

used in a DSCA environment.
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3.5 Navy Engineers

Naval Construction Force (NCF) is a generic term applied to the

group of deployable naval units that has the capability to construct 

maintain, and/or operate shore, inshore, and deep-ocean facilities in 

support of the United States Navy and Marine Corps and, when 

directed, other agencies of the United States Government, including 

the Army and unified commanders. The NCF is frequently referred 

to as the Seabees. It is composed of both active and reserve 

component units. 

Air-transportable, task-organized NCF units are available for 

deployment upon 48-hours notice. Priority construction projects can 

be initiated days prior to the arrival of maritime prepositioning force 

shipping. Additionally local contractual acquisition of heavy 

engineer equipment can augment air-transported equipment. NCF 

units provide:

• Responsive military advanced base construction support, 

including operational, logistics, underwater, ship-to-shore, shore, 

and deep-ocean facilities construction, maintenance, and 

operation

• Amphibious assault and ship-to-shore construction support 

operations

• Damage repair operations 

• Disaster control and recovery operations

3.6 Marine Combat Engineer Battalion 

Each Marine division is supported by one Combat Engineer 

Battalion (CEB) that provides close combat support and limited 

general engineering support for the division through task-organized 

combat engineer elements for ground combat operations. The CEB 

has the following capabilities:

• Conducting engineer reconnaissance 

• Employing assault bridge systems and other standard bridge 

systems when augmented

• Providing expedient repair and reinforcement of existing bridges 

• Providing essential construction support 
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• Providing temporary repair of existing roads and limited new 

construction of combat roads and trails

• Providing utility support including mobile electric power 

equipment and potable water

• Constructing and improving expedient vertical takeoff and 

landing sites to support division operations

3.7 Engineering Capabilities

3.7.1 Command and Control

Engineering, by its very nature, is highly dependent upon a welldesigned Command and Control (C2) system. Engineers use project 

management processes to ensure projects are completed on time. 

This C2 is extremely useful for ICs and their staffs as it is a useful 

tool for tracking projects, both military and civilian led.

Military communications equipment is not interoperable with 

civilian authority, National Interagency Fire Center (NIFC)

and most state communication equipment. Military radios 

should operate on 700 Megahertz (MHz) and 800 MHz.

3.7.2 Mission Analysis

The ability to analyze missions, both civilian and military, to 

produce the required outcome is a task required for engineer 

assessments. This analysis is an in-depth look at support and 

personnel requirements needed to complete the mission. The IC uses

this asset to assist staff in mission delegation and task assessment.

3.7.3 Debris Clearing

Engineers, both combat and construction, have heavy equipment that 

is capable of removing debris, including:

• Snow and ice

• Mud and dirt

• Limbs and trees

• Vehicles 

• Broken equipment
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• Concrete

• Barrier material

Waterborne debris in navigable waterways is removed by using 

bridge erection boats.

Debris Clearing vs. Debris Removal

One of the quickest ways to get into trouble is to work 

outside of the MA tasking order. For example, an engineer 

unit is assigned to clear debris from a residential 

neighborhood with the MA of enabling two-way traffic on 

major roads. The unit is within its MA to clear those roads to 

allow emergency equipment into the area to conduct 

operations. However, the tasking does not allow for removal 

of cleared debris. Local companies that specialize in debris 

removal contract with local authorities to remove the debris 

to a collection point. 

Military engineers are normally prohibited from completing 

missions that can be performed by civilian companies,

though circumstances may warrant exceptions. If 

authorized, changes to and modifications of specific duties 

within each MA are available for review within DDASS (see

Chapter 5, ―Communication‖, Section 5.2).

3.7.4 Road, Ferry and Bridge Construction

The ability for emergency management and response personnel to 

get through to an incident is critical. If there is not enough time to 

contract out the work to be done or if contractors are not available, 

military engineers can build and repair roads and bridges for 

temporary use. While the military has paving units, the need to take

immediate action to open roads and the legal ramification of building 

permanent structures prohibits the use of these assets. 

Temporary bridges and ferries are available through military 

Advanced Ribbon and Ribbon Bridge units. These bridges float and 

are capable of carrying up to 70 tons. 
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3.7.5 Fireline/Dozer Operations

Engineer units with D7 bulldozers are capable of assisting NIFC or 

State Forestry Departments with wildland fire suppression using both 

equipment and manpower.

3.7.6 Shelter Construction

Military engineering construction units have the ability to construct 

temporary shelters with associated sewer, electrical, and water for 

displaced persons.

3.7.7 Power Generation

Engineers have power generation capabilities within most of their 

units. Mobile emergency power capability from 5 kilowatts (kw) to 

60 kw or more is available. 

Military personnel are not permitted to connect military 

generators to civilian infrastructure. A certified civilian 

electrician must connect the power. Ensure that power lines 

are not reenergized by connecting infrastructure to 

generators.

3.7.8 Explosives

The use of explosives during an incident is a last resort but may 

become necessary. Military engineers are trained in explosives and 

explosive safety. Explosives have been successfully used for ice dam 

removal, remote debris clearing, and flood control.

Use of Explosives for Flood Control

In the spring of 1995, Northern California was hit by a series of 

devastating storms. The first of these storms dropped several feet of 

snow in the Siskiyou Mountains and saturating rains in the 

Sacramento River Valley. A Presidential Disaster Declaration was 

granted and the California National Guard deployed to assist the 

Tehema County Emergency Management Office. Elements of D 
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(Combat Engineer) and E (Ribbon Bridge) Companies of the 132nd

Engineer Battalion were tasked. 

As the storms continued, the air grew warmer. Snow in the 

mountains melted, adding to the already flooding tributaries of the 

Sacramento River. One of these tributaries was projected by National 

Oceanic and Atmospheric Administration (NOAA) to crest in 

roughly six hours. A silted-in beaver dam had blocked the river; if it 

failed, a major highway bridge as well as roughly $22,000,000 in 

agricultural land would be threatened by floodwaters.

The IC for Tehema County asked the California National Guard

Liaison Officer (LNO) for E Company if there was a way to remove 

the dam. The ground was too saturated to get any heavy equipment 

into the area. The LNO, a combat engineer, suggested using 

explosives, specifically PETN (Pentaerythrite Tetranitrate), which is 

used by quarries because it has excellent earth moving properties. 

The IC contacted a local quarry and acquired 85 pounds of PETN, 

detonation cord, and fuses that the LNO had requested. The 

explosives were placed in accordance with AR 5-250, ―Military 

Explosives and Demolition.‖ The river was cleared two hours before 

flood crest and the projected flooding was allowed to pass without 

incident.

3.8 Resources

Army Corps of Engineers

http://www.usace.army.mil/Pages/default.aspx

Corps of Engineers, Topographic Engineering Center

http://www.agc.army.mil/
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Appendix 3.A Common Military Engineering Equipment
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NOTES
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CHAPTER 4: AVIATION

This chapter describes the key aviation capabilities that 

typically operate in a Defense Support of Civil Authorities 

(DSCA) environment. When operating in coordination with 

local and state first responders, aviation assets can be a 

tremendous response multiplier. Operating cost for use of 

these limited resources is expensive. Thus, every effort 

should be made to first task the Department of Homeland 

Security for (DHS) for these resources and to avoid 

duplication of effort in response to incidents. Safe 

employment of aviation assets in a DSCA environment is 

essential to prevent equipment damage and additional 

casualties.

4.1 Domestic Incident Aviation Operations

Aviation assets operating in a DSCA environment may 

include aircraft and resources owned, chartered, contracted 

or leased by state and local governments; the National 

Guard; the Federal Government to include the Department of 

Defense, the United States Coast Guard, United States 

Department of Agriculture, United States Forestry Services, 

Civil Air Patrol, Customs and Border Protection, and the 

U.S. Marshall Service; and under certain conditions 

commercial operators and assets made available by private 

aircraft owners and corporations, and private and public 

airfield owners and operators. For pictures of DoD aircraft, 

see Appendix 4.A.

4.1.1 Joint Field Office Aviation Branch Operations

Federal, state, local, tribal, and territorial departments and agencies 

have diverse roles, statutory authorities, and unique capabilities for 

domestic incident aviation operations. The development and 

implementation of a centralized Command and Control (C2) 

structure to direct all air missions is impractical. However, a unified 

coordination system that synchronizes the varied federal, state, local, 
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tribal, and territorial aviation operations enhances response efforts by 

providing a safer operating environment through aircraft 

coordination, reducing redundancy, and saving money by combining 

missions.

As part of the Joint Field Office (JFO), the Aviation Branch 

coordinates procurement and integration of federal aviation assets 

when requested by a state in response to a disaster or emergency. 

While the JFO may have operational control or mission assignment 

authority over some aircraft used in the incident area, most aircraft 

will be directly managed by organizations outside the JFO.

At the incident level, in accordance with the National Incident 

Management System (NIMS), the Operations Section Chief may 

designate a director for the Aviation Branch when air operations 

complexity requires additional support. When tasking aviation 

resources, DHS assets should be contacted first to simplify 

coordination and speed response. 

Effective response to major domestic incidents that require federal 

assistance to affected states frequently demands the use of air 

missions carried out by multiple agencies. These flights are 

extremely varied and include evacuation, logistics transport, Search 

and Rescue (SAR), firefighting, and damage assessment air missions. 

These flights are often carried out in Visual Meteorological 

Conditions or Visual Flight Rules for which Air Navigation Services 

provided by the Federal Aviation Administration (FAA) may have 

been temporarily disrupted or degraded.

Additionally, each department and agency operating response 

aircraft usually uses its own C2 system to dispatch, manage, and 

support its flights. The aviation operations environment during major 

incidents may rapidly become complex and challenging in terms of 

the efficient and effective use of available air assets, flight safety, 

and critical factors.

The Aviation Branch is intended to provide a unified planning and 

operations coordination mechanism that integrates aviation resources 

for missions carried out by diverse agencies participating in the 
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response efforts. The Aviation Branch should be directly linked to 

the State Emergency Operations Center (SEOC) aviation component. 

If co-located, the federal, state, local, tribal, or territorial 

organization may operate as a multiagency coordination group. This 

role is enabled by a number of key functions, including:

• Support of air mission requests

• Prioritization of aviation missions

• Mission assignment of available aircraft assets

• Air mission planning and coordination including deconfliction

• Situational awareness of aviation operations in the incident area

• Coordination of ground support at designated airfields/airports

The Aviation Branch also serves as the principal interface with the 

FAA for the incident area. The FAA is the final authority on matters 

of air traffic management, including the establishment and 

management of Temporary Flight Restrictions (TFR); development 

and implementation of incident response aviation operations 

coordination plans; coordination with active air traffic control 

facilities; and the mitigation of impacts on the National Airspace 

System (NAS).

4.1.2 FEMA Aviation Mission Priorities

Priorities may vary from incident to incident. All personnel involved 

with aviation operations should be briefed and understand the 

following the Federal Emergency Management Agency (FEMA)

priorities:

• Life saving/search and rescue

• Life sustaining (Medical Evacuation (MEDEVAC) or provision 

of critical food and water)

• Property protection (fire suppression/law enforcement )

• Rapid needs assessment (digital imaging, and hazardous 

materials (HAZMAT))

• Logistical support (e.g., equipment and commodities)

• Minimizing damage to the environmental

Aviation mission sets may include the following activities:

• Search and Rescue 
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• Aeromedical Evacuation (AE)

• General population evacuation

• Incident Awareness and Assessment (IAA) 

• Life sustaining logistics commodities distribution

• Firefighting

• Airfield opening

• Command and control 

• Infrastructure repair

• Response team and personnel movement

• Recovery missions

• National defense/homeland security missions

• Identification of airborne contaminants

• Other missions as assigned

4.1.3 Joint Field Office/State Emergency Operations Center 

Upon commencement of the federal response, the Federal 

Coordinating Officer (FCO) may establish an Aviation Branch to 

coordinate federal aviation resources in support of state 

requirements. This organization could be located at the JFO or colocated with its state counterparts.

The Aviation Operations Coordination Center (AOCC) at the 

National Response Coordination Center (NRCC) receives Mission 

Tasking Orders and assigns them to the Aviation Branch at the 

Regional Response Coordination Center (RRCC), which coordinates 

with Aviation Branch at the Joint Field Office and the SEOC. An Air 

Operations Branch may be established on the ground at each airport, 

airfield, helibase and/or facility where air missions are conducted.

4.1.4 Aviation Request and Assignment Process

The aviation request and assignment process uses Incident Command 

concepts and principles at all levels. The supported agency will 

identify the specific parameters of the request (e.g. cargo transport, 

timeline, originating location, and destination) and the supporting 

agency will be responsible for sourcing and tasking the appropriate 

air asset to accomplish the request.
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Figure 4-1. Aviation Asset Resource Mobilization Process

4.1.5 DoD Support

Department of Defense (DoD) flight activity will be in direct support 

of emergency/disaster operations. Requests for Assistance (RFAs) or 

Mission Assignments (MAs) will drive the participation, but other 

flight operations may be in direct support of DoD forces and 

installations within the disaster area. However, depending on the 

category of support (e.g., national airlift, SAR, or AE), visibility of 

the mission and its requirements will be provided by the Defense 

Coordinating Officer (DCO), reaching back to Air Forces Northern

(AFNORTH) and United States Northern Command 

(USNORTHCOM). Visibility of Army flight operations will be 

provided to the Joint Task Force (JTF) and DCO via U.S. Army 

North (ARNORTH) or the Joint Forces Component Command 

(JFCC) for the response.
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DoD will provide an aviation Liaison Officer (LNO) to the Aviation 

Branch to synchronize DoD flight operations with other air response 

missions. Additionally, the LNO may coordinate all DoD-related 

issues and requests for DoD assistance for the DCO.

Air Force Rescue Coordination Center (AFRCC) coordinates 

requests for DoD search and rescue assets for the U.S. Inland Search 

and Rescue Region (Continental United States) but normally does 

not directly conduct responses. In most situations, the actual SAR is 

carried out by DoD, United States Coast Guard (USCG), Civil Air 

Patrol (CAP), state, or local rescue services.

4.2 Federal Airspace Command and Control

In civil support operations, the Federal Aviation Administration is 

always the Airspace Control Authority (ACA). The Airspace 

Coordination and Control Plan (ACCP) developed by the FAA for 

emergencies provides specific planning guidance and procedures that 

all organizations, civilian and military, follow for airspace control 

during civil support operations. Strict adherences to the airspace 

control plan, combined with FAA air traffic procedures, are designed 

to ensure safe, efficient, and expeditious use of airspace while 

allowing all participants the ability to complete their respective 

mission.

The ACCP is normally a separate document referenced in the 

National Response Framework. As required, the Joint Force Air 

Component Command (JFACC) coordinates with the FAA and 

issues supplementary instructions to air commanders to 

accommodate changes required for emergency operations by military 

aircraft.

The ACCP describes processes and procedures for the safe 

employment of air assets, both military and civilian, operating within 

the rescue and recovery area. The ACCP assumes that civilian air 

traffic control facilities and communications will control all air 

traffic to provide visual and instrument flight rules separation. DoD 

C2 assets will augment FAA capabilities when an incident disrupts 

civilian air command and control facilities. 
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4.2.1 Airspace Management in a DSCA Environment 

Information flow during a major civil support operation can be 

challenging due to the rapidly changing nature of the situation and 

the available resources. It is imperative that information flow freely 

between DoD and other participating agencies to ensure all units are 

operating on current information. The JFO Aviation Branch is the 

correct coordinating office at the federal level and is designed to 

facilitate coordination of all aviation support assets during disaster 

operations.

Following a natural disaster, if military aircraft are providing the 

majority of support to DSCA operations, and if FAA control systems 

have been damaged or are non-operational, the FAA will relinquish 

airspace control in the disaster area to the JFACC. The JFACC will 

assist with airspace control and coordination. In this case all military 

and civil agencies and organizations are asked to provide liaisons to 

the JFACC and all air activities are coordinated by the JFACC with 

FAA representatives.

4.2.2 Daily Air Tasking Order 

All military aircraft in the Joint Operations Area (JOA) are tasked 

via an Air Tasking Order (ATO) issued by the JFACC. For those 

assets not directly tasked by the JFACC, applicable mission 

information appears in the Airspace Control Plan and Special 

Instructions (SPINS) section of the ATO for command, control, and 

coordination purposes. All participating military aircraft are required 

to adhere to the Airspace Control Plan and applicable ATO SPINS.

4.3 Air Forces Northern 

Air Forces Northern, or 1st Air Force, is assigned by the Joint Chiefs 

of Staff (JCS) as the United States Air Force (USAF) air component 

to support USNORTHCOM civil support missions. Daily civil 

support operations are conducted by AFNORTH from Tyndall Air 

Force Base (AFB), Florida.

The AFNORTH standing ―tailored‖ Air Operations Center is 

responsible for all homeland security operations taking place within 
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the USNORTHCOM Area of Responsibility (AOR) except for 

Alaska. In Alaska, the 11th Air Force Combined Air Operations 

Center - Air (COAC-A) supports the Alaska North American 

Aerospace Defense Command (NORAD) Region and JTF-Alaska. 

4.3.1 Director Mobility Forces-Air 

AFNORTH has a continuing relationship with the Director Mobility 

Forces-Air (DIRMOBFOR-Air) officers that coordinate the overall 

mobility effort for the JFACC/Combined Force Air Component 

Commander (CFACC), and act as the primary liaison between 

AFNORTH and United States Transportation Command 

(USSTRANSCOM), Air Mobility Command (AMC) and the 618th

Tanker Airlift Control Center (TACC) during contingency 

operations. The DIRMOBFOR and staff work closely with the Air 

Mobility Division (AMD) to orchestrate the mobility operation 

between AMC, USNORTHCOM, AFNORTH and potentially 

multiple JTF’s. 

The AMD works closely with the DIRMOBFOR staff to coordinate 

and monitor airlift and mobility missions within the AOR. This data 

collection takes many forms, to include C2 systems such as Global 

Decision Support System (GDSS), Strategic Mobility System (SMS), 

and Theater Battle Management Core Systems (TBMCS), and the 

establishment of relationships with the NORTHCOM Deployment 

Distribution Operations Center (DDOC), AMC, and the 

USTRANSCOM DDOC.

4.3.2 Regional Air Movement Coordination Center 

The AFNORTH Regional Air Movement Coordination Center 

(RAMCC), located at Tyndall AFB, is part of the joint Concept of 

Operations (CONOPS) for air mobility during crisis response. The 

RAMCC assists DoD in providing assets and coordinates with the 

primary federal agency controlling disaster response to predict 

arrival of transient DoD air assets within the JOA.
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Many agencies may be operating in shared airspace during a 

natural disaster. Aviation units must ensure coordination 

with the RAMCC and verify mission support is listed in the 

ATO.

The RAMCC stands up during contingencies to provide management 

of airflow into and out of designated airfields for the purpose of 

maximizing personnel and cargo throughput. It coordinates with 

military C2 elements, Contingency Response Group/Element/Team 

(CRG/CRE/CRT), present at the airfields to determine maximum onground limitations and factors that affect airflow. The RAMCC then 

coordinates with the FAA, TACC, National Guard Bureau (NGB), 

and Airlift Control Team (ALCT) to determine and issue slot times

for aircraft transiting the contingency airfield.

4.3.3 Air Component Coordination Element 

In support of civil support operations, AFNORTH is prepared to 

deploy multiple Air Component Coordination Elements (ACCEs) as 

well as additional liaison elements to support other major commands.

To Request/Access AFNORTH ACCE Team or Liaison

Commander AFNORTH

(850) 283-4272, DSN 523

AFNORTH Chief of Staff

(850) 283-9158, DSN 523

AFFOR Contingency Action Team (CAT)

(850) 283-5309/5871

Non-contingency/After Hours (24/7/365)

CAOC Senior Operations Duty Officer 

(850) 283-5573, DSN 523

Direct call to Chief of Staff

The JFACC may establish one or more ACCE teams with other state, 

JTF, and sister component headquarters to better integrate 

USNORTHCOM air and space operations with their own operations 

and within the joint force.
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An ACCE team may be as small as a single individual (an LNO) or a 

large presence (team), depending on the scope of the operation and 

the size of the staff with which they will liaise. Usually the ACCE 

Director will be a USAF senior officer in the rank of O-6 or higher. 

The ACCE does not replace, replicate, or circumvent normal theater 

request mechanisms already in place, nor does it supplant normal 

planning performed by the Combined Air Operations Center

(CAOC) and Air Force Forces (AFFOR) command staff.

ACCE teams will provide the following to federal, state, and JTF 

leadership:

• JFACC capabilities and limitations (constraints, restraints, and 

restrictions)

• JFACC plan to support federal, state, and JTF requirements

• Reach-back to JFACC staff processes

• Proper information flows between the CAOC and AFFOR staff, 

sister components, and federal, state, JTF leadership

4.3.4 AFNORTH DSCA Responsibilities

AFNORTH operates in an environment that includes natural and 

man-made disasters. Natural disasters such as massive wildland fires, 

hurricanes, earthquakes, or pandemics can overwhelm local 

responders and may require allocation of military resources to assist 

civil authorities in mitigating the effects of a disaster and providing 

for recovery and relief efforts. 

AFNORTH consists of a Command Element, Air Staff, Personal 

Staff, and Air and Space Operations Center (AOC). The JFACC is 

responsible for planning, tasking, and directing air and space 

capabilities from multiple services and coordinating activity with 

interagency air capabilities.

4.3.4.1 Airspace Coordination Authority 

The Airspace Coordination Authority is responsible for coordinating 

and de-conflicting air traffic. 
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4.3.4.2 Space Coordinating Authority 

The Space Coordinating Authority is responsible for collecting and 

linking any space requirements (imagery, communications, Global 

Positioning System (GPS), etc.) and ensuring space products are 

effectively and efficiently disseminated.

4.3.4.3 Collections Operations Manager for Imagery Analysis 

and Assessment

The Collections Operations Manager for Imagery Analysis and 

Assessment is responsible for collecting and linking federal, state, 

and military imagery requirements to specific imagery platforms and 

ensuring imagery products are effectively and efficiently 

disseminated.

4.3.4.4 Air Forces Northern

Air Forces Northern is responsible for coordinating DoD SAR 

support within the Continental United States (CONUS). The Air 

Force Rescue Coordination Center executes CONUS inland SAR for 

the Inland SAR Coordinator as the SAR Mission Coordinator and is 

embedded in the 601st AOC. The JFACC establishes a Joint 

Personnel Recovery Center as required.

Other mission types and capabilities planned, executed, and 

supported by AFNORTH include:

• Air tasking order (rotary-fixed)

• Airspace surveillance

• Aerial search and rescue

• Airlift

• Space support

• Aerial firefighting

• Aerial spray

• Airspace restrictions

• Incident Awareness and Assessment 

• Airspace control/deconfliction

• Open airfields

• Aeromedical evacuation
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• Weather

• Radar evaluation

• Interagency connectivity

• Support for USAF field units 

4.3.5 Joint Airspace Control 

USAF Airborne Warning and Control System (AWACS) aircraft 

may deploy to provide a detailed air picture to the airspace control 

authority. The AWACS can become the link between the FAA 

controllers on the ground working out of a military facility, and 

aircraft in and around the incident site. In addition to the 1st and 11th

Air Force, the Air National Guard Air Control Squadrons can also 

provide operationally ready command and reporting center mission 

control elements for support of theater air operations. These elements 

include radar surveillance and tracking, radar service to tactical 

aircraft, supervision of subordinate deployed air control units, and 

data-link of a combined air picture to higher headquarters.

Figure 4-2. Amphibious Assault Ship

Many United States Navy ships are capable of air command and 

control support during civil support operations. They possess robust 

communications capabilities. For example, Navy Helicopter 
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Direction Control Centers are located on LHA/LHD class 

amphibious assault ships. They are able to assist the JFACC in air 

space planning, integration, and de-confliction of multiagency air 

assets. 

A United States Marine Corps Air Support Squadron provides a 

Direct Air Support Center (DASC) cell for coordination and control 

of aircraft operating in direct support of Marine Air Ground Task 

Force (MAGTF). The entire DASC, or a portion of this cell, may 

deploy for civil support operations.

4.4 Air Force Capabilities

4.4.1 Modular Aerial Spray System 

Modular Aerial Spray System (MASS) is a modular unit designed 

for insertion into modified C-130H aircraft to disperse up to 2,000 

gallons of chemical. The MASS provides a large-area, fixed-wing 

aerial spray capability to control insect-borne disease vectors, 

vegetation, and pests of vegetation in combat areas, DoD 

installations, non-DoD property, or in response to declared 

emergencies. The MASS can also be used in coordination with Joint 

Director of Military Support (JDOMS) and the United States Coast 

Guard to apply dispersants to support oil spill cleanup and removal 

operations.

4.4.2 Hurricane Hunters

Hurricane Hunters Air Force Reserve Command 53rd Weather 

Reconnaissance Squadron (53 WRS) operates specially equipped 

WC-130J aircraft to conduct hurricane/tropical cyclone 

reconnaissance, synoptic surveillance, and research missions. These 

aircraft use onboard sensors, dropsondes, and buoys to collect and 

transmit weather data back to the Chief of Aerial Reconnaissance 

Coordination located at the National Hurricane Center.
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Figure 4-3. WC-130J Hurricane Hunter

4.4.3 Aeromedical Evacuation

Aeromedical Evacuation (AE) units evacuate patients under the care 

of AE Crew-Members (AECMs) and Critical Care Air Transport 

Teams (CCATT) using fixed-wing aircraft. AE units transport sick, 

seriously ill, or injured military personnel and their dependents 

(CONUS or Outside the Continental United States (OCONUS)). If 

an Aeromedical Evacuation mission assignment is approved by the 

Secretary of Defense (SecDef) or his representative, AE units can 

also transport seriously ill or injured civilians to definitive care 

facilities.

The C-130 is the predominant AE platform; however, if resources 

are available, the C-17 can also support AE. There are 32 AE 

Squadrons: 4 Active Duty, 18 Air Force Reserve Component, and 10 

Air National Guard. Aircraft capacities:

• C-130 with a capacity of 70 litters or 92 ambulatory 

patients/attendants

• C-17 with a capacity of 60 litters or 36 litters and 54 ambulatory 

patients/attendants
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4.4.4 Air Mobility Contingency Response Forces 

A Contingency Response Group (CRG) is a cross-functional team 

designed to rapidly deploy and to support airbases/airfields opening 

or extending existing airfield infrastructure. CRGs are tailorable task 

forces that vary in size from 12 to 113 personnel. Contingency 

Response Forces can be deployed in smaller elements called 

Contingency Response Team (CRT) or Contingency Response 

Element (CRE). A CRT is usually comprised of 3 to 8 personnel, 

where a CRE ranges in size from 12 to 80 personnel. Both 

USTRANSCOM and Air National Guard (ANG) have CRG units. 

AMC has four CRG units located at two Contingency Response 

Wings. USTRANSCOM has Operational Control (OPCON) of the 

CRG/CRE, but OPCON may transfer to the Commander of 

USNORTHCOM after initial deployment when a formal 

supported/supporting relationship is mandated by JCS.

Capabilities include airfield assessment, airfield operations, C2, 

aerial port, aircraft maintenance, air traffic control, intelligence, 

security forces, fuels, supply, contracting and finance. Once 

deployed, CRG/CRE can self-sustain for 5 days, after which 

resupply is required.

4.4.5 Unmanned Aerial Systems

ANY request for the imagery products of Unmanned Aerial 

Systems (UAS) or Unmanned Aerial Vehicles (UAV) 

capabilities, platforms, or packages in support of DSCA 

operations requires compliance with Northern Command 

Instruction (NCI) 14-3, Domestic Imagery dated 5 May 

2009, paragraphs 2 and 3, and the Chairman of the Joint 

Chiefs of Staff (CJCS) DSCA Execution Order (EXORD), 

paragraph 4.D.7.

NCI 14-3 applies to ALL domestic imagery, regardless of 

platform, whether manned or unmanned. This includes any 

UAS providing domestic information at the request of or in 

support of a USNORTHCOM (NC) mission, even if in 
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response to a request from civilian law enforcement 

agencies. Requests for domestic imagery products (not 

capabilities, platforms, or packages) must be submitted 

through the JTF to the ARNORTH, G2, Collection 

Requirements Branch, for review and approval before 

submission to NC/J24.

A Proper Use Memorandum (PUM) must also be submitted 

with each request. It must include a narrative statement in 

non-technical terms of the intended purpose of the request, 

the intended use of the domestic imagery, the time frame for 

collection of new imagery or for the intended use of archived 

imagery, the supported project/operation/exercise name, and 

certifying compliance with Intelligence Oversight rules (NCI 

14-3, paragraph 3.2.6.2).

Certain USAF UAS aircraft, such as Global Hawk, can operate far 

above normal commercial traffic while providing situation 

assessment to ground commanders. Intermediate systems such as the 

Predator have supported recent disaster operations, dramatically 

increasing situational awareness at the field office level. If available 

and authorized, these systems can provide real time data to command 

posts for extended periods. 

Figure 4-4. Predator Unmanned Aerial Vehicle
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The JFACC coordinates with the FAA and includes the mission on 

the ATO when approved. The FAA issues Notices to Airmen 

(NOTAM) as required.

4.4.6 Civil Air Patrol/Air Force Auxiliary 

When tasked by the Air Force, CAP, in its Air Force Auxiliary 

(AFAUX) role, can support federal, state, and local authorities by 

performing various reconnaissance, emergency services, homeland 

security, and disaster relief missions. USAF assigned missions are 

missions flown under a federal mission number and performed as the 

AFAUX. During these missions, the USAF maintains control over 

AFAUX assets directly through Commander AFNORTH or through 

the requesting Air Force organization, as determined by USAF. CAP 

has over 55,000 volunteers and a fleet of 550 aircraft available for 

tasking, generally with a 4-hour response time. 

CAP National Operations Center

The CAP National Operations Center is the single resource for 

coordinating mission approvals, assisting customers in accessing 

CAP support, and documenting and reporting of both Air Force 

Assigned Missions and CAP corporate missions.

Phone:

Toll Free: (888) 211-1812

Commercial: (334) 953-7299

DSN: 493-7299

Fax: (800) 555-7902

E-mail:

opscenter@capnhq.gov

If you send a time sensitive e-mail after hours 

(M-F 0730-1630 CST), please alert the Duty Officer.

4.4.6.1 CAP/AFAUX Capabilities

CAP/AFAUX capabilities include:

• IAA

• Airborne visual reconnaissance
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• Satellite link airborne dynamic re-tasking

• Light air transport/air taxi

• Air and ground fleet availability

• Communications support

• Law enforcement support

• VIP support

4.4.6.2 CAP/AFAUX Assets 

Command and Control/Legal Status: The same legal authorities that 

govern the use of Air Force assets generally apply to the use of CAP 

when acting in its capacity as the AFAUX. All USAF-assigned 

missions will be flown under military command and control, 

generally at the operational (JFACC) level. 

Personnel: Trained ground crews provide damage assessment and 

mitigation, disaster recovery, and limited security to augment civil 

and military authorities. 

Aircraft: 550 light civil aircraft, including Cessna C-172, C-182 and 

C-206 models, as well as 16 Gippsland GA-8 eight seat aircraft, are 

strategically placed throughout the nation. 

Aircraft Equipped Hyperspectral System: The Gippsland GA-8 is 

equipped with airborne Hyperspectral Imaging systems. 

Airborne Real-Time Cueing Hyper Spectral Enhanced 

Reconnaissance (ARCHER): The most sophisticated unclassified 

Hyperspectral imaging system available, ARCHER has direct 

applications for search and rescue; counterdrug; disaster relief and 

impact assessment; and homeland security. ARCHER is a noninvasive reflected light technology. 

Satellite Digital Imaging Systems Equipped Aircraft: 100 C-182 

aircraft are equipped with Satellite Digital Imaging Systems (SDIS) 

and are used to transmit still-frame digital pictures in near real-time 

and direct voice communications from the aircraft. 

Satellite Digital Imaging System: Point-to-multipoint transmission 

of aerial digital photography is delivered in-flight via satellite 

communications. An SDIS functional unit is comprised of an aircraft 

equipped with a photo window, a digital camera, laptop computer, 
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aircraft satellite telephone equipment, and a trained three-person 

crew. 

Ground Equipment: CAP has over 850 seven, twelve, and fifteen 

passenger vans, 4x4s, and long-bed pickups, as well as 90 dedicated 

communications vehicles with limited all-band capability. 

Nationwide Radio Communications System: Comprised of over 

15,000 CAP-owned base, mobile, and portable two-way radios, the 

national and regional high-frequency radio networks provide

survivable, infrastructure-independent C2 communications that are 

not dependent on satellite/cellular telephone systems. 

Sensor Descriptions: The Direction Finder is designed to locate 

Emergency Locator Beacons on downed aircraft or Emergency 

Position Indicating Radio Beacons from ships in distress. It can 

receive emergency signals on 121.5 Megahertz (MHz) (old civil 

frequency), 243 MHz (old military frequency), and 406 MHz (new 

universal frequency). 

4.5 Army Aviation Capabilities

In a DSCA environment, the Army is capable of providing a mix of 

rotary and/or fixed-wing capabilities to the JTF. An Aviation Task 

Force normally includes an Army Aviation Brigade Headquarters for 

command and control of assigned, attached, OPCON or Tactical 

Control (TACON) aircraft. When deployed, an Aviation Task Force 

may also receive TACON of Marine or Navy aircraft. 

Aviation units generally seek operating locations or initial staging 

bases that best replicate their home station facilities and capabilities. 

If available, aviation units occupy areas in and around an airfield or 

improved surface to facilitate sustainment operations. Desired 

facilities include an operational tower, navigational aids hanger 

facilities, helicopter parking areas, and housing for aircrews and 

maintenance personnel. 

Army Aviation support for civil support operations includes air 

movement support of logistics and transportation operations; C2; 

support to federal, state, and local authorities; air evacuation; and 

IAA support. 
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4.5.1 Army Combat Aviation Brigades 

The Combat Aviation Brigade (CAB) is intended to operate as a 

tailored task force based on mission requirements. A CAB 

headquarters is capable of planning and conducting multiple DSCA 

support operations simultaneously. Each aviation brigade is tailored 

for specific missions; however, each accepts other organizations and 

performs missions not necessarily defined in the mission statement.

Aviation Brigade missions include IAA, air assault, air movement, 

command and control, aeromedical evacuation, and Casualty 

Evacuation (CASEVAC). The aviation brigade is also capable of 

conducting enabling missions to support operations. These enabling 

missions include downed aircraft recovery, forward refueling 

operations, aviation maintenance, and Air Traffic Services (ATS).

Typically Aviation Brigades have six battalions. The types of 

subordinate battalions found in Aviation Brigades vary based on the 

Component (Active, Reserve or National Guard). Most often in a 

DSCA environment, a composite Aviation Task Force will be 

deployed to provide multi-functional aviation support. 

Typical battalions supporting DSCA include:

• Assault Helicopter Battalion (AHB) with 30 UH-60s (refer to 

Field Manual (FM) 3-04.113, Utility and Helicopter Operations) 

(details in Section 4.5.1.1)

• General Support Aviation Battalion (GSAB) with 4 A2C2S UH60s, 4 General Support UH-60s, 12 CH-47s, and 12 HH-60s 

(refer to FM 3-04.113) (details in Section 4.5.1.2)

• Security and Support (S&S) Battalion (currently equipped with 

24 OH-58A/Cs, and in the future with the Light Utility 

Helicopter (LUH)) (details in Section 4.5.1.3)

• Aerial Reconnaissance Squadron (ARS) with 30 OH-58Ds that 

can perform IAA missions in support of DSCA (refer to FM 3-

04.126) 

• Unmanned Aircraft Systems (UAS) company (refer to Field 

Manual Interim (FMI) 3-04.155, Army Unmanned Aircraft 

System Operations) (details in Section 4.5.1.5)
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• Aviation Sustainment Battalion (ASB) performing maintenance 

and providing logistics support

Army National Guard CAB (Expeditionary) (CAB-E) is 

designed primarily to focus on homeland security operations. 

These operations include counter-drug missions, disaster 

relief, humanitarian assistance, civil disturbance, counterterrorism, and domestic support, which the National Guard is 

uniquely suited to perform. The CAB-E is similar to the 

CAB except for a security and support battalion in lieu of 

one ARB. The LUH is projected to replace the current OH58C fleet in the S&S Battalions by 2015. Additionally, Army 

National Guard (ARNG) GSABs only have 8 CH-47s.

4.5.1.1 Assault Helicopter Battalion 

Primary missions of the AHB are to conduct air assault and air 

movement operations to extend the tactical reach of the maneuver 

commander and negate effects of terrain. These missions include: 

• Air movement of supplies, equipment, and personnel including 

logistics-over-the-shore 

• Insertion/extraction operations 

• Pathfinder operations (available in medium divisions only) 

• Chemical, Biological, Radiological, or Nuclear (CBRN) surveys 

• Wet Hawk and Fat Hawk refueling operations

• CASEVAC

Figure 4-5. UH-60A/L/M Series Black Hawk
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Assault and ground support helicopter units may conduct 

CASEVAC operations when medical aircraft are not readily 

available (refer to FM 3-04.113).

4.5.1.2 General Support Aviation Battalion 

Primary missions of the GSAB include air assault, air movement, 

aeromedical evacuation, C2 support, and ATS. Specific functions of 

the GSAB are the same as an AHB with the addition of CH-47 and 

HH-60 capabilities. The GSAB includes the following units:

• Command Aviation Company (CAC)

• Air Ambulance Medical Company (AAMC)

• Medium Lift Helicopter Company

• ATS Company

• UAS Company

Some of the additional functions of a GSAB include: 

• Battle Command on the Move (BCOTM)

• Wet Hawk, Fat Hawk, and Fat Cow refueling operations 

• Air crash rescue support

CH-47’s capabilities include high-altitude operations and oversized 

heavy and special equipment movement

Command Aviation Company: Army aircraft assigned to the GSAB 

are equipped with Airspace Command and Control System (A2C2S) 

and can serve as an airborne Tactical Command Post (TAC CP) with 

the same digital capabilities as the ground TAC CP. Refer to FM 3-

04.113 for additional information.

Air Ambulance Medical Company: The AAMC consists of a 

company headquarters and four Forward Support MEDEVAC Teams 

(FSMTs). Each FSMT consists of three HH-60 aircraft and personnel 

capable of supporting 24-hour operations. Each aircraft can be 

operated individually in support of DSCA operations. 

The primary mission of the FSMT is aeromedical evacuation; 

however, it can also provide:
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• Patient movement between Medical Treatment Facility(ies) 

(MTFs) (patient transfers)

• Class VIII (medical logistics) resupply

• Joint blood program support

• Medical C2

• Movement of medical personnel and equipment

• Air crash rescue support

HH-60 MEDEVAC LUH-72 MEDEVAC (ARNG)

Figure 4-6. Army Medical Evacuation Aircraft

Evacuation of casualties is the responsibility of the Health 

Service Support (HSS) system. Air evacuation is the 

preferred method of evacuation of seriously wounded and 

ill personnel. The aviation brigade has an organic AAMC in 

the GSAB. 

Medium Lift Helicopter Company: The Medium Lift Helicopter 

Company is organic to all aviation brigades. Because of CH-47 lift 

characteristics, it can perform high-altitude operations and transport 

oversized, heavy and specialized equipment movement. The primary 

missions are:

• Air movement

• Personnel movement

• CASEVAC

• Personal recovery support

• Logistics support missions (internal and external loads)
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Figure 4-7. CH-47 Chinook Helicopter 

4.5.1.3 Security and Support Battalions

These organizations are equipped with OH-58A/C or LUH-72 

aircraft capable of providing direct aviation support during domestic 

operations. It is the National Guard’s intent to equip the S&S 

Battalions LUH with mission equipment packages that enable the 

aircraft to be interoperable with civil support agencies. When 

employed, these aircraft could provide a governor with a wide range 

of capabilities to include C2, IAA, MEDEVAC and light utility 

aerial transport.

4.5.1.4 Aerial Observation Units

ANY request for the imagery products of intelligence assets, 

capabilities, platforms, or packages in support of DSCA 

operations requires compliance with NCI 14-3, Domestic 

Imagery, paragraphs 2 and 3, and the CJCS DSCA EXORD, 

paragraph 4.D.7. NCI 14-3 applies to ALL domestic 

imagery, regardless of platform, whether manned or 

unmanned. (Refer to Section 4.4.5 for more information.)
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If approved by the SecDef Army aerial observation units may be 

employed to verify the status of key infrastructure such as roads, 

bridges, ports, and government offices, and verify their existence, 

assess damage, or provide other IAA following a natural disaster. 

OH-58A/C LUH-72 OH-58D

Figure 4-8. Army Aerial Reconnaissance Aircraft

Aerial Reconnaissance Squadrons and S&S Battalion are equipped 

with OH-58A/C Kiowa, LUH-72 Light Utility Helicopters, or OH58D Kiowa Warrior aircraft and are capable of performing aerial 

IAA mission support. 

4.5.1.5 Unmanned Aerial Systems

ANY request for the imagery products of intelligence assets, 

capabilities, platforms, or packages in support of DSCA 

operations requires compliance with NCI 14-3, Domestic 

Imagery, paragraphs 2 and 3, and the CJCS DSCA EXORD, 

paragraph 4.D.7. NCI 14-3 applies to ALL domestic 

imagery, regardless of platform, whether manned or 

unmanned. (Refer to Section 4.4.5 for more information.)

If approved by the SecDef, aviation brigade assets may conduct IAA 

with manned and unmanned assets. The focus of IAA is generally 

infrastructure such as a key infrastructure, nuclear power plants, 
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roads, and bridges. Restrictions on the use of UAS operations in 

domestic operations are numerous. 

Operators of UAS supporting civilian law enforcement 

agencies must be cognizant of, and fully comply with, DoD

Directive (DoDD) 5525.5, ―DoD Cooperation with Civilian 

Law Enforcement Officials,‖ and any operational 

parameters and limitations specified in the DSCA EXORD

regarding collection, retention, and dissemination of UAS 

sensor data and imagery. Operators cannot conduct 

surveillance on specifically identified United States 

persons, unless expressly approved by the SecDef, 

consistent with United States laws and regulations. 

Additionally, civilian law enforcement agencies will handle 

any data collected by such surveillance operations. Finally, 

per current Office of the Secretary of Defense (OSD)

guidance, National Guard forces conducting domestic UAS 

operations will normally be in Title 10 status, unless the 

SecDef determines Title 32 status is more appropriate.

Hunter UAS Shadow UAS

Figure 4-9. Army Aerial Surveillance Aircraft
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4.5.2 Enabling Functions of the Combat Aviation Brigade

4.5.2.1 Aviation Maintenance 

The aircraft of the aviation brigade require robust and redundant 

maintenance, repair, and ground support. The maintenance concept 

of support of the Aviation Sustainment Battalion must be fluid and 

adaptable to the complexities and challenges of accelerated 

Operating Tempo (OPTEMPO) associated with DSCA operations.

4.5.2.2 Forward Arming and Refueling Point Operations 

All units depend on the Forward Arming and Refueling Point 

(FARP) to provide fuel where and when needed. The FARP 

increases time on station and extends the range of aircraft by 

reducing turnaround time associated with refueling.

4.5.2.3 Air Traffic Services 

Air Traffic Services provide Airspace Command and Control (AC2) 

and ATS support, enabling commanders to orchestrate air and 

ground maneuver operations. ATS units assist in deconflicting, 

synchronizing, and integrating all airspace requirements, including 

UAS. AC2 cells develop and maintain a real-time single integrated 

air picture to airspace. Refer to FM 3-04.120, Air Traffic Services 

Operations for additional information on ATS operations.

4.5.2.4 Airfield Management

When more than one unit occupies an airfield, the appropriate joint 

forces commander will appoint an airfield commander. The airfield 

commander is responsible for safe operation and accommodation of 

aircraft. This is accomplished through implementation of procedures 

and controls. Responsibility for daily operations can be delegated to 

an airfield manager. 

4.5.2.5 Theater Aviation Company 

A Theater Aviation Company (TAC) consists of a company 

headquarters and 3 flight detachments spread throughout the 

continental United States plus one full TAC in Alaska. Each 
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detachment consists of 2 C-23B/B+ Sherpa aircraft. The C-23B 

Sherpa is the only multi-mission tactical transport aircraft in the 

Army inventory that can operate efficiently on unimproved runways. 

The primary mission of the C-23B Sherpa is cargo and passenger 

transport. The C-23B Sherpa is capable of transporting a maximum 

of 4 small cargo pallets or up to 30 passengers in airline-type seats or 

up to 18 litter patients along with their medical personnel.

4.6 United States Navy Capabilities 

United States Navy DSCA support typically consists of helicopter 

and maritime patrol aircraft operations. All helicopters are capable of 

aerial search, internal and external cargo movement, personnel 

transfer, and personnel recovery by hoist from land and water areas 

that do not permit landing. Heavy lift helicopters, specifically MH53E, also tow sonar equipment used to determine if waterways are 

clear prior to reopening to vessel traffic. P-3C Orion aircraft provide 

aerial video and photography transmitted real-time through a tactical 

data link to leadership personnel positioned on the ground.

4.6.1 United States Fleet Forces Command 

United States Fleet Forces Command (USFF) is the Navy’s 

supporting Commander to USNORTHCOM. Additionally, USFF is 

the Joint Force Maritime Component Commander-North (JFMCCN) for USNORTHCOM in an OPCON relationship while 

simultaneously maintaining Component Commander responsibilities 

to United States Joint Forces Command (USJFCOM). Located at 

Norfolk, Virginia, the mission of USFF is to provide/coordinate 

maritime forces prepared to conduct homeland defense, civil support 

operations, and theater security cooperation activities when directed 

by USNORTHCOM. Navy aviation forces on the West Coast are 

assigned to United States Pacific Command (USPACOM) and the 

force provider is Commander, U. S. Pacific Fleet (COMPACFLT). 

JFMCC-N coordinates maritime operations on the West Coast of the 

United States in concert with COMPACFLT.

Other Navy aviation assets that are frequently called upon by 

USNORTHCOM/USPACOM, include the P-3C maritime patrol 
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aircraft which can with appropriate ground receiving equipment 

transmit full motion video and provide other IAA services.

Additionally, USFF has responsibilities to generate ready Navy 

forces for assignment to global Regional Combatant Commanders, 

execute the Fleet Response Plan (FRP) using the Fleet Training 

Continuum, articulate to the Chief of Naval Operations the integrated 

Fleet warfighting requirements as coordinated with all Navy 

Component Commanders, and provide operational planning support 

to Commander, USJFCOM, and United States Strategic Command 

(USSTRATCOM).

MH-53E SH-60B

Figure 4-10. U.S. Navy Rotary-Wing Aircraft

4.7 United States Marine Corps Capabilities

The United States Marine Corps (USMC) provides support to a lead 

federal agency at the direction of the President or SecDef by using 

expeditionary warfighting capability to respond rapidly to a domestic 

incident in support of civilian authorities. Marine Forces North 

executes force protection responsibilities; plans for the use of USMC 

forces; advises on the proper employment of USMC forces; and 

coordinates with and supports USMC forces when attached to 

USNORTHCOM within the AOR in order to conduct homeland

defense operations and provide defense support to civil authorities.

Typically in a DSCA environment, if tasked to provide support 

following a natural disaster, the USMC will provide a MAGTF. A 

MAGTF is comprised of four core elements: a Command Element 
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(CE), a Ground Combat Element (GCE), an Aviation Combat 

Element (ACE), and a Logistics Combat Element (LCE). As a 

modular organization the MAGTF is tailorable to each mission 

through task organization. If tasked, the USMC is capable of 

supporting DSCA operations using fixed-wing (C-130 or V-22) or 

rotary-wing (CH-46, CH-53, and UH-1) aircraft.

4.8 United States Coast Guard Aviation Assets

The United States Coast Guard is a separate federal agency under the 

Department of Homeland Security. The Coast Guard provides unique 

benefits to the nation because of its distinctive blend of military, 

humanitarian, and civilian law enforcement capabilities. The Coast 

Guard operates three fixed-wing Maritime Patrol Aircraft (MPA), all 

of which can be forward deployed for short periods. 

4.8.1 HC-130 H/J

HC-130s are long-range surveillance and transport aircraft that act as 

responders for offshore search operations; however, they have 

limited prosecution capabilities. HC-130s can be used as On-Scene 

Commander (OSC) platforms for search and rescue. Typically, these 

aircraft are flown from air stations and are used in (large area) search 

or surveillance activities.

4.8.2 HC-144A

Also known as the CASA or the CN-235-300M, the HC-144A 

turboprop is the newest aircraft in the Coast Guard inventory. These 

medium-range surveillance aircraft have the capability to respond to 

SAR cases up to 600 miles off the shores of the continental United 

States. They have surveillance and communications systems 

designed to enhance Maritime Domain Awareness (MDA). Broad 

area electronic surveillance is accomplished using radar, electrooptical/infrared, and emitter identification. Enhanced 

communications systems allow global information exchange with 

DHS, DoD, and other local, state, and federal government agencies.
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4.8.3 HU-25

HU-25s are medium-range surveillance aircraft. They can act as 

responders for offshore search operations, but they have limited 

prosecution capabilities. Typically, HU-25s are flown from air 

stations and are used for surveillance activities.

Figure 4-11. U.S. Coast Guard Aviation Assets

4.8.4 Rotary-Wing Aircraft

The Coast Guard operates five types of rotary-wing aircraft:

• HH-60J Jay Hawk – medium-range recovery helicopter

• MH-60J – armed version of the HH-60J

• HH-65C Dolphin – short-range recovery helicopter

• MH-65C – armed version of the HH-65C

• MH-68A – short-range interdiction helicopter

Helicopter SAR response typically occurs from shore. The ability of 

both the short- and medium-range helicopters to pick up and deliver 

personnel from shore or water in extreme weather conditions makes 

these platforms extremely valuable. They have a rapid-response 
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capability and are used for near-shore surveillance. Helicopters are 

also assigned to seasonal air facilities to support SAR season peak 

loads.

Figure 4-12. USCG Jay Hawk 

4.9 Aviation Safety

Safety in aviation operations is paramount. In everyday operations, 

pilots require a certain amount of airspace to conduct approaches and 

departures safely. Pilots also require current information about 

weather conditions, ground hazards, wind speed and direction to 

safely operate. A pilot needs three things for safe operations at any 

helicopter landing site:

• Adequate clear airspace for approach and departure with at least 

one, but preferably two, departure paths

• Adequate clear space for expected ground maneuvers

• Adequate current information about wind speed and direction (a 

wind sock is the ideal source for such information)

In a disaster situation with numerous helicopters participating in 

relief efforts, multiple approach and departure paths into the landing 

zone along with multiple parking areas are highly desirable. These 
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measures provide an increased safety margin and operational 

flexibility and also reduce operational delay. Specifically, 

commanders should consider the following aircraft selection criteria 

when selecting aircraft sites.

4.9.1 Location 

Remember the ultimate purpose of the facility when selecting the 

location of a temporary or permanent emergency-use Helicopter 

Landing Zone (HLZ). HLZs near the disaster site and the emergency 

room entrance at receiving hospitals are most desirable but not at the 

expense of safety, communications, and operations. The HLZ should 

be placed far enough away from activity centers so rotor wash will 

not blow dust or supplies around and noise will not interfere with 

communications.

4.9.2 Approach and Departure Paths 

Like all aircraft, helicopters require clear airspace for safe operations 

during approach and departure. When selecting landing sites, it is 

critical to choose locations that provide at least the minimum 

airspace recommended by the FAA. Some of the most common 

helicopter accidents at landing sites are collisions with immovable 

objects or obstacles in the flight path. Such accidents might involve 

collision with a tower, trees, or wires. These accidents can destroy 

aircraft and injure or kill occupants. Safety of aircrew and the aircraft 

is paramount.

Obstacles such as buildings, antennas, or wires must not penetrate 

either the approach/departure surfaces or the transitional surfaces. 

Aircraft operate best when taking off or landing into the wind. Thus, 

while one approach and departure path might be acceptable at some 

locations, two or more paths are recommended as a way to provide 

greater safety and operational flexibility during varying wind 

conditions. Approach and departure paths should not pass over 

command posts, treatment areas, or operationally congested ground 

areas where rotor wash and noise might interfere with 

communications and operations.
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Figure 4-13. Black Hawk Improvised Landing Zone 

4.9.3 Minimum Recommended Size‒Final Approach and Takeoff 

Areas 

The minimum recommended Final Approach and Take-Off (FATO) 

area size is determined by the largest aircraft expected to use the 

facility. Keep in mind the largest helicopter might be a military 

aircraft such as the CH-47 or MH-53. Choosing landing sites that 

exceed the minimum requirements can increase the safety margin.

4.9.4 Minimum Recommended Size—Safety Area 

The size of the safety area around the FATO is determined by the 

largest aircraft expected to use the facility, military or civilian. The 

safety area provides clearance between the FATO’s edge and 

buildings, trees, fences, telephone poles, wires, hillsides, or anything 

else that could be struck by main or tail rotors. For daytime 

operations, a minimum tip clearance rotor circumference plus 40 feet 

in all directions should provide a safe margin. For nighttime 

operation, a minimum tip clearance of a minimum of twice the rotor 

circumference is recommended.

4.9.5 Wind Indicator

A means of informing the pilot of wind velocity and direction is 

essential at a landing zone. The recommended means is a wind sock.
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Placement is critical, particularly if the landing site is located near a 

building. Place the wind sock so it does not interfere with flight 

operations but still gives a true indication of wind speed and 

direction. A lighted wind sock should be used for night operations. 

Care should be taken to ensure this lighting is installed in a way that 

does not degrade night vision.

4.9.6 Surface Slope (in Degrees)

The landing surface should be flat with no bumps or depressions and 

level (or as near level as possible). In no case should the slope 

exceed 10 degrees from the horizontal.

4.9.7 Surface Composition 

Landing surfaces should be capable of supporting 1.5 times the 

heaviest helicopter’s maximum takeoff weight and be skid-resistant. 

All helicopter landing areas should be free of dust, loose dirt, other 

forms of loose debris and objects, and gravel smaller than 1.5 inches 

in diameter. Rotor wash can pick up and throw small gravel. Turf 

landing zones are suitable, but vegetation should be no higher than 

18 inches. To control dust in dirt areas, wet down the landing area 

with a hose before landing operations begin.

4.9.8 Obstructions and Obstacles

Obstacles such as signs, poles, light fixtures, or fire extinguishers 

should be kept well clear of helicopter maneuvering areas. This is 

particularly relevant for objects that are difficult to see from the air 

such as power or telephone lines, guy wires, and poles that blend into 

the background. Obstructions should be briefed to pilots and, for 

night operations, should be lighted in a way that will not interfere 

with the aircrew’s night vision. 

4.9.9 Lighting

Lighting systems are necessary to support night operations. Portable 

lighting systems are available commercially and can be used at 

temporary facilities. Many aviation units are equipped with landing 

zone lighting kits. Flares, vehicle lights, and other light sources are 
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acceptable field expedients if employed by trained personnel. Special 

care must be taken in the placement and orientation of lighting to 

avoid the destruction of crew’s night vision.

4.9.10 Logistical Support

Long-term operations require support with fuel, maintenance, flight 

crew food, fluids, rest, etc. Planning must reflect these needs and 

provide a means of obtaining the necessary resources. These 

logistical support requirements are built into the Incident Command 

System.

4.10 Planning Checklist 

These guidelines provide some of the primary considerations for 

airspace coordination in domestic operations:

• Contact with the ACCE and air command center 

• Location of the CAOC 

• Identification of centralized command for all military air-assets 

and other federal air assets

• Contact with the JFO Aviation Branch 

• Obtaining airspace control plan and website addresses for 

updated information 

• Locating FAA representatives 

• Determining JFACC controlled (such as Air Force, Army, or 

Navy) and non-JFACC controlled (such as Coast Guard, Navy,

or Marine Corps) assets 

• Contact with all supported and controlling agencies

4.11 References

AFNORTH Airspace Coordination Plan (ACP)

AFNORTH DSCA Air Support Handbook, 1 January 2010

Civil Air Patrol website: www.capmembers.com

DoD-DoT Memorandum of Understanding (MOU), 10 November 

1998

DoD-FEMA Interagency Agreement (IAA)
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Federal Aviation Regulation (FAR) Part 91, Section 137, 

―Temporary flight restrictions in the vicinity of disaster/hazard 

areas,‖ and Part 99, Section 7, ―Special security instructions‖

FEMA Joint Field Office (JFO) Aviation Branch Operations 

Manual, Interagency Coordination for Federal Aviation Support to 

Disaster Operations, Coordinated Draft Version 10.2, 31 January 

2009

FM 3-04.111, Aviation Brigades, August 2003

FM 3-04.113 (1-113), Utility and Helicopter Operations, December 

2007

FM 3-17.2/Navy Tactics, Techniques, and Procedures (NTTP) 3-

02.18/Air Force Tactics, Techniques, and Procedures (AFTTP)(I) 3-

2.68, Airfield Opening, May 2007

Joint Concept of Operations (J-CONOPS) Air Mobility Coordination 

for Crisis Response

USNORTHCOM (J47) General Population Evacuation by Air 

Planning Guide, June 2008

NORAD and USNORTHCOM Instruction (N-NCI) 14-3 ―Domestic 

Imagery,‖ 5 May 2009
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Appendix 4.A DSCA Support Aircraft Aircraft Owning Service Passenger capability Hook lift 

capable?

Hoist 

capable

HH-60 “Pave Low”

U.S. Air Force

11-13

YES

NO

SH-60B 

Sea Hawk”

U.S. Navy

11-13

YES

NO

UH-60A/L/M “Black Hawk”

U.S. Army 

11-13

YES

NO

CH-47D/F“Chinook”

U. S. Army

33-55 Troops,

24 litters, and 3 

attendants

YES

NO
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Aircraft

Owning 

Service

Passenger 

capability

Hook lift 

capable?

Hoist 

capable

UH-60 “Black Hawk” MEDEVAC

U. S. Army

3 – 6 patients and 

2 attendants

YES

YES

OH-58A/C “Kiowa”

Army National 

Guard

3

NO

NO

UH-72 “Lakota”

U. S. Army 

8 troops or 2 litters 

and medics

NO

SOME

MH-53E/CH-53E“Sea Stallion”

U.S. Navy 

U.S. Marine Corps

37-55 

YES

NO
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Aircraft

Owning 

Service

Passenger 

capability

Hook lift 

capable?

Hoist 

capable

V-22“Osprey”

U. S. Marine Corps 

U.S. Air Force

24-32 

YES

NO

UH-1 “Iroquois”

U. S. Marine Corps

U.S. Air Force

11-13 

YES

YES

CH-46“Sea Knight”

U. S. Marine Corps

25

YES

SOME

MH/HH-65C“Dolphin”

U.S. Coast Guard

6

NO

YES
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Aircraft

Owning 

Service

Passenger 

capability

Hook lift 

capable?

Hoist 

capable

MH-60J “Jay Hawk”

U.S. Coast Guard

11-13

YES

YES

C-23“Sherpa”

Army

National Guard

30 

NO

NO

RC-26B“Metroliner”

Air National Guard

0 

NO

NO

GA-8“Air Van”

Civil Air Patrol (CAP)

6

NONO
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Aircraft

Owning 

Service

Passenger 

capability

Hook lift 

capable?

Hoist 

capable

P-3C“Orion”

U.S. Navy

N/AN/AN/A

C-5“Galaxy”

U.S. Air Force

73 in upper area 

and 270+ additional 

pallet seats

N/AN/A

C-17“Globemaster III”

U.S. Air Force

54 on side walls plus 

48 centerline seats 

or 80 pallet seats

N/AN/A

C-130“Hercules”

U.S. Air Force

U.S. Marine Corps

U.S. Navy

U.S. Coast Guard

92 ambulatory

or 70 litter patients

N/AN/A
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Appendix 4.B Aviation Glossary

INSTRUMENT FLIGHT RULES: A set of regulations and procedures for 

flying aircraft whereby navigation and obstacle clearance is maintained with 

reference to aircraft instruments only and separation from other aircraft is 

provided by Air Traffic Control (ATC). It is an alternative to Visual Flight 

Rules (VFRs), where the pilot is ultimately responsible for navigation, 

obstacle clearance, and traffic separation using the ―see-and-avoid‖ concept. 

These regulations allow an aircraft to safely fly through clouds, which is not 

permitted under VFR. Also called IFR.

JOINT FORCE AIR COMPONENT COMMANDER: The commander 

within a unified command, subordinate unified command, or joint task force 

responsible to the establishing commander for making recommendations on 

the proper employment of assigned, attached, and/or made available for 

tasking air forces; planning and coordinating air operations; or 

accomplishing such operational missions as may be assigned. The joint 

force air component commander is given the authority necessary to 

accomplish missions and tasks assigned by the establishing commander. 

Also called JFACC.

MAXIMUM ON GROUND: Maximum number of aircraft an airfield can 

have on the ground. Also called MOG.

PARKING MAXIMUM ON GROUND: Parking MOG is the total number 

of planes that can be parked at an air facility. Parking MOG is affected by 

both the overall size of the facility and by how available apace is managed. 

Larger airfields usually can accommodate a greater number of aircraft. 

ROTARY-WING: Helicopters. 

SLING LOAD: Consists of supplies or equipment properly rigged with one 

or more slings, cargo bags, or cargo nets to the underside of a helicopter.

SORTIE: In air operations, an operational flight by one aircraft.

UNMANNED AIRCRAFT SYSTEM: That system whose components 

include the necessary equipment, network, and personnel to control an 

unmanned aircraft. Also called UAS.
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UNMANNED AERIAL VEHICLE: A powered aerial vehicle that does not 

carry a human operator, uses aerodynamic forces to power vehicle lift, can 

fly autonomously or be piloted remotely, can be expendable or recoverable, 

and can carry a lethal or nonlethal payload. Ballistic or semi-ballistic 

vehicles, cruise missiles, and artillery projectiles are not considered 

unmanned aerial vehicles. Also called UAV.

VISUAL FLIGHT RULES:A set of aviation regulations under which a 

pilot may operate an aircraft in weather conditions sufficient to allow the 

pilot, by visual reference to the environment outside the cockpit, to control 

the aircraft’s attitude, navigate, and maintain safe separation from obstacles 

such as terrain, buildings, and other aircraft. Also call VFR. 

VISUAL METEOROLOGICAL CONDITIONS: Weather conditions in 

which VFR apply; expressed in terms of visibility, ceiling height, and 

aircraft clearance from clouds along the path of flight. When these criteria 

do not exist, instrument meteorological conditions prevail and instrument 

flight rules must be complied with. Also called VMC.
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CHAPTER 5: COMMUNICATION

Interoperability is the key to a successful Defense Support of 

Civil Authorities (DSCA) mission. Non-mission capable or 

incompatible communications, overloaded incident command 

centers, distraught citizens, and exaggerated or inaccurate 

news media coverage contribute to confusion and chaos in a 

DSCA environment. This chapter provides an overview of 

the communication challenges that units may encounter and 

some of the resources available to overcome these 

challenges.

5.1 Introduction

Based on real world incidents (9-11 terrorist attacks, Katrina, etc.)

and studies conducted by the National Communication System

(NCS), there is a high probability that commercial wired and 

wireless communication infrastructure will be highly saturated for an 

indefinite period following a disaster. There are several contributing 

factors: higher than normal percentage of use by first responders, 

personnel staying home from work or school, and personnel

attempting to locate information on their loved ones.

Depending on the incident, a large percentage of the commercial 

communication system may be degraded or destroyed. Power to cell 

phone towers may remain problematic for an extended period. Units 

cannot assume that commercial wired (landline phones, etc.) or 

wireless communications will be functional during an incident and 

must plan for alternate forms of communication and power. Units 

should consider bringing additional satellite telephones (including

dialing instructions, directory, battery charger, and case) to support 

civilian partner communications needs until the civilian 

communications grid is restored. Providing satellite telephones (with 

training to use them) to key civilian leaders can greatly enhance 

communications and coordination.

Upon alert, communications officers verify the communications 

systems required. They obtain Federal Communications Commission 

(FCC)-approved and Federal Emergency Management Agency 
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(FEMA)-approved frequency lists through the controlling Joint Task 

Force (JTF) headquarters. When deploying to a military installation, 

frequencies must be coordinated through the installation spectrum 

manager. If a unit system is incompatible with local emergency

systems and gaining headquarters, the unit should coordinate with 

the gaining Combatant Command and Defense Coordinating Officer 

(DCO) for additional capability for its liaison teams. Plans for 

expedient communications should include:

• Liaison teams with unit compatible communications 

• Satellite telephones, such as IRIDIUM, to provide voice 

communications 

• Use of the internet

Most communications will travel via commercial telephone networks 

or the internet. Signal planning must include the ability to access 

commercial internet, commercial telephone, and video 

teleconference networks. With internet access (wireless or landline), 

virtual private network software, and Army Knowledge Online 

(AKO) addresses, units can create a Command and Control (C2)

network able to handle almost all of their requirements. 

Service personnel that support civilian responders in the field (e.g., 

medical, logistics, aviation) must be able to communicate with 

civilian responders in order to coordinate. Units responding to

support civilian responders must be prepared to integrate 

communication systems with civilian agencies. Because of 

equipment differences, spectrum requirements, and the geography at 

the incident, commanders should not assume that tactical radio 

equipment is interoperable with civilian equipment. United States 

Army North (USARNORTH) deployable headquarters have 

communications systems that are compatible with both civilian and 

military communications systems, as do many National Guard 

forces. Interoperability planning should also include radio bridging 

devices that can connect varied devices such as tactical radios to cell 

phones, and sharing data through a common information 

management plan.
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5.2 DoD Defense Support to Civil Authorities Automated 

Support System

Department of Defense (DoD) DSCA Automated Support System

(DDASS) is a web-based tool used by the Defense Coordinating 

Elements (DCEs) as well as United States Northern Command 

(USNORTHCOM) and other Combatant Commands to coordinate 

and prioritize DoD disaster support efforts. DDASS is the primary 

tool for tracking Mission Assignments (MAs) within DoD. DDASS 

tracks the progress of MAs from validation and approval through 

mission funding, mission progress and tasking and serves as the 

electronic repository for all related MA documentation. The United 

States Army Corps of Engineers (USACE) Army Geospatial Center 

(AGC) (see Section 3.3.2 in this LNO Toolkit) maintains the DDASS 

software, server, connectivity, and access for all DSCA users.

5.3 Joint CONUS Communications Support Environment

One system that has been fielded to bridge the communication gap 

between National Guard, DoD, and first responders is the Joint 

CONUS (Continental United States) Communications Support 

Environment (JCCSE) secure communications system. The National 

Guard has recently deployed this system in all 50 states and 4

territories as a method to link its military units with civilian local, 

state, and federal agencies during an emergency. This capability uses 

web-based tools, deployable communications packages, and national 

coordination centers to manage first responder interoperability 

during a crisis. JCCSE consists of three parts described in the 

following sections. 

5.3.1 Joint Incident Site Communications Capability

The first component is the Joint Incident Site Communications 

Capability (JISCC). These interoperable communications modules 

can be deployed quickly to an incident site. Transported in cases, a 

JISCC module can be set up inside a command tent to link other 

military and civilian agencies at an incident site. The JISCC consists 

of radio, satellite, voice, data, and video teleconferencing 

capabilities. The modules are equipped with laptop computers and 
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secure telephones. The major feature differentiating the JISCC from 

other systems is its radio interoperability function, which is 

performed with an ACU-1000 cross-connect device that permits it to 

communicate with first responders. 

JISCC team at work (National Guard photo)

5.3.2 Joint Communications Control Center

The second component of the JCCSE is the Joint Communications 

Control Center (JCCC), which was developed as the result of a 

lesson learned from Hurricane Katrina. After the storm, as the Guard 

deployed its various communications capabilities across the 

devastated region, it soon realized that a decision-making cell was 

needed to select the types of equipment required at an incident site 

and to coordinate communications and spectrum with other agencies.

The JCCC continuously manages and tracks every piece of

communications equipment owned by the Guard. The center 

connects to USNORTHCOM and interoperates with that command’s 

National Command and Coordination Capability. The center also 

communicates with government organizations such as FEMA, 
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Department of Homeland Security (DHS), and the North American 

Aerospace Defense Command. The JCCC’s primary location is the 

National Guard Bureau.

5.3.3 Joint Information Exchange Environment

The Joint Information Exchange Environment (JIEE), the third piece 

of JCCSE, is a web-based collaborative software capability that 

allows the Guard to coordinate and provide situational awareness in 

all 54 states and territorial joint operations centers. The JIEE also 

allows the Guard to pass information to USNORTHCOM or 

organizations such as DHS or FEMA during an emergency. The 

JIEE provides Guard response forces with chat capabilities and the 

ability to transmit imagery. JIEE also allows Guard units to access 

DoD’s Secret Internet Protocol Router Network (SIPRNet) and Nonclassified Internet Protocol Router Network (NIPRNet).

5.4 National Communications System 

President Kennedy established the NCS in 1963 following the Cuban 

Missile Crisis. The NCS mandate included linking, improving, and 

extending the communications facilities and components of various 

federal agencies, focusing on interconnectivity and survivability. 

Currently, the NCS is part of the DHS Directorate for Preparedness 

and the DHS Deputy Under Secretary for National Protection and 

Programs serves as the NCS Manager.

5.4.1 Wireless Priority Service 

The Wireless Priority Service (WPS) provides priority for 

emergency calls made from cellular telephones. Typical users are 

those responsible for C2 functions critical to management of and 

response to national security and emergency situations. Key federal, 

state, local, and tribal government and critical infrastructure 

personnel are eligible for WPS. 

WPS is an easy-to-use, add-on feature subscribed on a per cell phone 

basis; no special phones are required. WPS is implemented as 

software enhancements to cellular networks and is being deployed by 

cellular service providers in their coverage areas throughout the 
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United States. For more information go to

http://wps.ncs.gov/index.html

5.4.2 Government Emergency Telecommunications Service 

The Government Emergency Telecommunications Service (GETS) 

is a White House-directed emergency phone service provided by the 

NCS in the Office of Cybersecurity and Communications Division, 

National Protection and Programs Directorate, Department of 

Homeland Security. GETS supports federal, state, local, and tribal 

government, industry and Non-Governmental Organization (NGO) 

personnel in performing their National Security and Emergency 

Preparedness (NS/EP) missions. GETS provides emergency access 

and priority processing in the local and long distance segments of the 

Public Switched Telephone Network (PSTN). It is intended to be 

used in an emergency or crisis situation when the PSTN is congested 

and the probability of completing a call over normal or other 

alternate telecommunication means has significantly decreased.

GETS is accessed through a universal access number using common 

telephone equipment such as a standard desk set, STU-III, facsimile, 

modem, or wireless phone. A prompt will direct the entry of a 

personal identification number and the destination telephone number. 

Once a valid user is authenticated, the call is identified as an NS/EP 

call and receives special treatment. For more information go to 

http://gets.ncs.gov/index.html

5.5 National Interagency Incident Communications Division 

Another resource which may be available to assist military units in 

communicating with local civilian responders is the Commercial offthe-Shelf (COTS) communications equipment owned and maintained 

by the National Interagency Incident Communications Division 

(NIICD). NIICD is a partnership between agencies of the United 

States Department of Agriculture, United States Forest Service, and

the Department of the Interior and is located at the National 

Interagency Fire Center (NIFC) in Boise, Idaho. NIICD's major 

focus is wildland fire suppression, but equipment and personnel have 

been used on hurricanes, floods, earthquakes, volcanic eruptions, oil 
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spills, and other man-made and natural disasters where federal 

assistance is required. NIICD website

http://www.fs.fed.us/fire/niicd/index.html provides important 

information regarding the operation and maintenance of commercial 

communications equipment.

5.6 National Interoperability Field Operations Guide 

Commanders should expect that military communications equipment 

will not be compatible with civilian equipment. Neither will civilian 

equipment be capable of adapting to DoD systems; units must adapt 

to them. Units can procure COTS equipment, and if necessary, fund 

services to establish communications with civilian counterparts. 

Refer to the National Interoperability Field Operations Guide 

(NIFOG) for guidelines on communicating with federal, state and 

local authorities.

The NIFOG is a pocket-sized listing of land mobile radio frequencies 

that are often used in disasters or other incidents where radio 

interoperability is required. It is based on the National 

Interoperability Frequency Guide and may be used by radio 

technicians when programming channels in radios. It may also be of 

use to emergency communications planners.

The NIFOG is also useful when no other radio interoperability

arrangement has been promulgated by local authorities or when 

emergency responders are unaware of such an arrangement. The 

NIFOG does not supersede any federal, state, tribal, local, or 

regional emergency communications plan. If communicators are

dispatched to a disaster or incident scene and have no other 

information on how to make contact with other emergency 

responders, the NIFOG provides useful suggestions on frequencies to 

use to make initial contact.

NIFOG can be accessed at 

http://www.npstc.org/documents/NIFOG_1_3.pdf
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5.6.1 Frequencies for the Safety of Life and Property

The frequency 40.5 Megahertz (MHz) is designated as the military 

joint common frequency. Use of this channel is limited to emergency 

communications and communications necessary to establish contact 

when other channel information is not available. This frequency also 

may be used for Search and Rescue (SAR) communications.

5.6.2 Frequencies for Coordinating Search and Rescue 

Operations

The frequency 123.1 MHz, using class A3E emission, may be used 

by stations of the aeronautical mobile service and by other mobile 

and land stations engaged in coordinated SAR operations. The 

frequency 156.3 MHz may be used for communications between 

ship stations and aircraft stations engaged in coordinated SAR

operations. When control of the scene of a SAR incident is under a 

Coast Guard coast station, 156.3 MHz may be used by ship stations 

to communicate with that coast station.

5.6.3 Law Enforcement Plans

Frequencies 167.0875 MHz and 414.0375 MHz are designated as 

National Calling Channels for initial contact with law enforcement 

agencies.

5.6.4 Incident Response Plans

Frequencies 169.5375 MHz (paired with 164.7125 MHz) and 

410.2375 MHz (paired with 419.2375 MHz) are designated as the 

calling channels for initial contact and are identified in the Incident 

Response Federal Interoperability Channel Plans.

5.6.5 On-the-Scene Communications

At a federally declared disaster where a Joint Field Office (JFO) is 

established, the JFO Communications Unit handles the 

communications requirements for emergency responders working 

through the JFO. Emergency Support Function (ESF) #2 handles 

communications issues affecting the victims and the 

telecommunications industry. 
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5.7 Web Resources

DDASS

https://ddass.iec.belvoir.army.mil/DDASS/

Joint CONUS Communications Support Environment

www.ngb.army.mil/features/homelanddefense/jccse/index.html

National Guard Bureau

www.ngb.army.mil

Homeland Security Information Network (HSIN) login page

https://cs.hsin.gov

HSIN is a comprehensive, nationally secure and trusted web-based 

platform able to facilitate Sensitive but Unclassified (SBU) 

information sharing and collaboration between federal, state, local, 

tribal, private sector, and international partners. The HSIN platform 

was created to interface with existing information sharing networks 

to support the diverse Communities of Interest (COI) engaged in 

preventing, protecting from, responding to, and recovering from all 

threats, hazards and incidents under the jurisdiction of DHS.

Built to enable collaboration through the use of web-based 

technology, HSIN facilitates collaboration among the various states, 

territories, the National Capital Region, and major urban areas. HSIN 

supports Department components and partners in the gathering, 

analysis and distribution of relevant, timely, and actionable missionfocused information across federal, state, and local government, and 

private industry COIs.

A request for nomination must be sent by a COI owner or an 

authorized nominator, or you must send a request for membership to 

a COI via e-mail to hsin.helpdesk@dhs.gov. Please include the COI 

to which you desire membership, your name, official e-mail address, 

organization, supervisor’s name, and a phone number. Requests 

received via e-mail will be forwarded to the appropriate COI for 

consideration. 
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CHAPTER 6: SEARCH AND RESCUE

This chapter outlines the services, agencies, and structure of 

Search and Rescue (SAR) operations in a Defense Support of 

Civil Authorities (DSCA) environment. Statutory 

responsibilities and areas of operation for routine SAR are 

also described.

6.1 Federal Search and Rescue Response

The Federal SAR Response System is composed of the primary 

agencies that provide specialized SAR operations during incidents or 

potential incidents requiring a coordinated federal response. In 

accordance with Emergency Support Function (ESF) #9, ―Search and 

Rescue (SAR),‖ when activated, components of the Federal SAR 

Response System provide specialized lifesaving assistance to local, 

state, and tribal authorities.

SAR services include distress monitoring, communications, location 

of distressed personnel, and coordination and execution of rescue 

operations, including extrication or evacuation. Public and private 

resources provide medical and assistance and other civilian services 

to assist persons and property in potential or actual distress. 

6.1.1 SAR Missions

SAR missions include the search for people, aircraft, snowmobiles, 

vehicles, etc. when the location of the potential survivor is unknown 

and the mission is time-sensitive. In such missions, location of the 

potential survivor is unknown and the mission is time-sensitive. SAR 

can be conducted by air, ground or water assets. Underground, 

underwater, and urban SAR are specialized skills, and the military 

can only provide general support to these missions. The assumption 

is that those being searched for are alive; otherwise the mission

becomes a recovery mission. 

6.1.2 Rescue Missions

Rescue missions recover injured or physically isolated survivor(s)

when the location and condition of the survivor(s) are known and the 
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mission is time-sensitive. Rescue missions can be conducted by air, 

ground, or water assets. 

6.1.3 Body Recovery Missions

Body recovery missions involve collecting human remains at a 

known location. Searching for and recovering bodies is not 

considered a SAR mission; however, humanitarian interests and 

practical concerns may cause a SAR mission to evolve into a body 

recovery mission. Normally, county coroners or medical examiners 

will handle the removal of bodies, but under certain circumstances, 

they may require assistance. If human remains are discovered during 

a search mission, they should be preserved as well as possible until 

local authorities assume responsibility for them. 

Transitioning from rescue operations to recovery operations 

is a distinct and deliberate decision process that requires 

changing mission sets, resources, and timelines.

6.2 Policies

Immediate SAR operations are conducted in accordance with the 

National Search and Rescue Plan (NSP) and the U.S. National 

Search and Rescue Supplement (NSS) to the International 

Aeronautical and Maritime Search and Rescue Manual, which 

defines SAR responsibilities and provides guidance to the federal 

agencies with civil SAR mandates. The federal SAR response assists 

and augments state and local SAR capabilities in incidents requiring 

a coordinated federal response or in accordance with the NSP.

In incidents requiring a coordinated federal response and upon 

activation by Department of Homeland Security (DHS) under the 

National Response Framework (NRF), DHS/Federal Emergency 

Management Agency (FEMA) Urban Search and Rescue (US&R) 

task forces are considered federal assets under the Robert T. Stafford 

Disaster Relief and Emergency Assistance Act (Stafford Act) and 

other applicable authorities.
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Other state-to-state SAR resources are requested by the affected state 

through the Emergency Management Assistance Compact (EMAC). 

Local SAR resources are requested by the affected locality through 

mutual aid and assistance agreements. 

Animal SAR services provided by animal control agencies and 

humane organizations will be integrated with human SAR operations 

as required.

6.3 SAR Mission Types

SAR missions include:

• Structural collapse US&R

• Waterborne search and rescue

• Inland/wilderness search and rescue

• Aeronautical search and rescue

Canine searchers play a critical role during structural collapse incidents. 

Using their incredible sense of smell to detect live human scent, canines 

help search teams to locate victims, even those buried deep in the rubble.
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Activation is dependent upon the nature and magnitude of the event 

and the suddenness of onset, in addition to the existence and relative 

location of SAR resources. The following sections describe the 

federal response to each of these missions.

6.3.1 Structural Collapse Urban Search and Rescue 

US&R involves the location, rescue (extrication), and initial medical 

stabilization of victims trapped in confined spaces. Structural 

collapse is most often the cause of victims being trapped, but victims 

may also be trapped in transportation accidents, mines and collapsed 

trenches. DHS/FEMA serves as the primary agency during structural 

collapse US&R operations in incidents requiring a coordinated 

federal response. DHS/FEMA reimburses for authorized 

deployments to Stafford Act declaration sites. 

Senior Airman Shawn Muehler, 119th Fighter Wing firefighter, part 

secondary SAR team assigned to look for victims and survivors of storm 

surge of Hurricane Katrina, spray paints search symbol on the road. After 

search, the firefighter places a symbol on or near the home indicating the 

date of search, type of hazards, searching unit, and number of people found 

in the structure. (U.S. Air Force photo by Senior Master Sgt. David H. 

Lipp)
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The National US&R Response System integrates DHS/FEMA 

US&R task forces, Incident Support Teams (ISTs), and technical 

specialists. ISTs provide coordination and logistical support to 

US&R task forces during emergency operations.

ISTs also provide technical advice and assistance to state, tribal, and 

local government emergency managers. Technical specialists provide 

expertise in various US&R disciplines and are mobilized as needed.

6.3.2 Waterborne Search and Rescue

DHS/United States Coast Guard (USCG) serves as the primary 

agency and coordinator during waterborne or maritime SAR 

operations in incidents requiring a coordinated federal response. 

Crew members of the Coast Guard Cutter Washington (WPB 1331) rescue 

three fishermen 50 miles south of Kauai, Hawaii, after they had been adrift 

for three days. (USCG photo by PA3 Eric Hedaa)

USCG develops, maintains, and operates rescue facilities for the 

promotion of safety on, under, and over waters subject to United 

States jurisdiction and has been designated as the lead agency for 

waterborne and maritime SAR under the NSP. USCG personnel are 
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highly trained and experienced in waterborne SAR operations and 

possess specialized expertise, facilities, and equipment for carrying 

out responses to maritime distress situations. Additionally, USCG 

staffing at Area/District/Sector Command Centers promotes effective 

localized interaction, coordination, and communications with state, 

tribal, and local emergency managers during incidents requiring a 

coordinated federal response in which waterborne SAR resource 

allocation is required.

Operations include waterborne SAR operations for hurricane, 

dam/levee failure, and other disasters that primarily require USCG 

air, ship, and boat force operations. 

Coast Guard HH-60 Jay Hawk helicopter lands next to an Air Force HH-60 

Pave Hawk during search and rescue exercise in Nome, Alaska. (Coast 

Guard photo/Petty Officer 3rd Class Jon-Paul Rios) 

6.3.3 Inland/Wilderness Search and Rescue

Department of Interior (DOI)/National Park Service (NPS) serves as 

the primary agency during inland, backcountry, remote area SAR 

operations in incidents requiring a coordinated federal response. 
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DOI/NPS has a congressional mandate to perform SAR and 

maintains a cadre of highly trained SAR providers that are specially 

trained to operate in their respective areas of responsibility. NPS 

integrates the SAR planning and capabilities of U.S. Fish and 

Wildlife Service, U.S. Geological Survey, and other DOI 

components. 

6.3.4 Aeronautical Search and Rescue

United States Northern Command (USNORTHCOM)/Air Forces

Northern (AFNORTH)/ Air Force Rescue Coordination Center 

(AFRCC) serves as the primary agency during SAR operations for 

aviation-related incidents requiring a coordinated federal response, 

both in open and wilderness areas and in the vicinity of airports and 

urban areas.

AFRCC is the SAR coordinator for the U.S. aeronautical Search and 

Rescue Region (SRR). The AFRCC is responsible for coordinating 

all federal inland commercial military and state aeronautical SAR in 

the contiguous U.S. United States Pacific Command (USPACOM) is 

the SAR coordinator for the U.S. aeronautical SRR in Alaska, 

Hawaii, and the U.S. possessions and territories in the Pacific.

6.4 Other Agencies Supporting SAR

6.4.1 U.S. Army Corps of Engineers 

The responsibilities of the U. S. Army Corps of Engineers (USACE) 

in support of SAR include:

• Pre-incident training for DHS/FEMA task force/IST Structures 

Specialists, as well as for Department of Defense (DoD)/USACE

Structures Specialists

• At the request of DHS, deployment of trained Structures 

Specialists and Technical Search Specialist teams to supplement 

US&R task forces and ISTs

• Assisting IST Engineering Cell and task forces with US&R 

efforts

• Structural engineering analysis, recommendations for hazard 

mitigation and shoring; ascertaining structural integrity and 
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assessing whether buildings are safe to enter; building stability 

monitoring

• Hosting DoD Defense Support to Civil Authorities Automated 

Support System (DDASS) (see Section 5.2)

6.4.2 National Disaster Medical System 

The Department of Health and Human Services provides National 

Disaster Medical System (NDMS) patient evacuation and continuing 

care after entrapped victims are removed from collapsed structures 

by US&R task force personnel when state and local emergency 

medical services resources are overwhelmed.

6.4.3 Customs and Border Patrol

DHS Customs and Border Patrol maintains Border Patrol Search, 

Trauma, and Rescue teams, which are highly specialized units 

capable of responding to emergency SAR situations anywhere in the 

United States. It also maintains air and marine assets to support SAR 

transportation operations.

6.4.4 Department of Labor

The Department of Labor Employment Standards Administration, 

through its Federal Employees’ Compensation Program, provides

workers compensation guidance, claims resolution, and coverage for 

US&R task force and IST personnel while they are engaged in 

training, mobilization, deployment, and field operations.

The Occupational Safety and Health Administration (OSHA) 

implements procedures contained in the Worker Safety and Health 

Support Annex to provide onsite technical assistance, including 

evaluation of SAR team exposure to hazardous substances and the 

dangers of structural collapse.

The Mine Safety and Health Administration assists with SAR and 

can provide mine rescue teams, mobile command centers, seismic 

location systems, television probe systems, gas sampling analysis, 

and robot explorers.
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6.4.5 National Aeronautics and Space Administration

In support of SAR operations, the National Aeronautics and Space 

Administration (NASA):

• Provides personnel in appropriate technical disciplines, such as 

its Disaster Assistance and Rescue Team, to support US&R task 

forces and ISTs

• Provides and maintains training sites for use of US&R task 

forces and IST members

• Assists DHS with identification as well as research and 

development of new technologies for first responders

• Provides test-bed facilities for proof-of-concept and beta testing 

of new SAR technologies

• Provides temporary use of facilities for mobilization centers and 

staging areas for SAR assets

6.4.6 Civil Air Patrol

Civil Air Patrol (CAP) supports local, state, and federal search and 

rescue efforts upon request. See Chapter 4 for more information on 

CAP.

6.4.7 National Association for Search and Rescue

The National Association for Search and Rescue (NASAR) is a nonprofit organization of volunteers and professionals. NASAR 

promotes development and improved coordination among all SARcapable resources. Providing a national media for liaison and 

exchange of information among all SAR agencies, NASAR is 

dedicated to the advancement of professional, literary, and scientific 

knowledge and training in each SAR field. NASAR actively works 

toward developing improved coordination and communications 

among federal, state, local, and volunteer SAR groups. 

Among the active volunteer organizations are the Mountain Rescue 

Association, National Ski Patrol, a number of SAR Dog 

organizations, numerous local volunteer SAR units, Dive Rescue 

units, Cave Rescue groups, and Four-Wheel Drive organizations. 

Even though these volunteer organizations are not federal assets, the 
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AFRCC maintains a resource file of them. When commercial 

transportation is not available or timely for these resources, federal 

resources may be used, coordinated through the AFRCC, to transport 

volunteer units in an effort to save lives.

6.4.8 State Agencies

Most states have a specific responsibility for non-coastal search and 

rescue. This may be a state agency without aircraft, or in other cases, 

a complete well trained, responsive SAR organization with statesalaried mission coordinators and state-owned aircraft. AFRCC 

involvement with specific states differs depending upon the 

individual state’s assumption of SAR responsibility. Established 

SAR agreements between each state's governor and the executive 

agent for inland SAR specify exactly who is responsible for the 

various emergencies and which agency will assume mission control. 

When state SAR agencies elect to retain SAR mission responsibility, 

the AFRCC will continue to assist by coordinating the response of 

requested federal resources. 

6.5 For More Information

Alaska 11th Rescue Coordination Center (RCC)

http://www.176wg.ang.af.mil/units/11rcc.asp

Association for Rescue at Sea 

http://www.afras.org

Civil Air Patrol

http://www.cap.gov/

Department of the Interior 

http://www.doi.gov/

FEMA SAR

http://www.fema.gov/emergency/usr/
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National Aeronautics and Space Administration Search & Rescue 

http://searchandrescue.gsfc.nasa.gov/

National Institute of Urban SAR http://niusr.org/

National Oceanic and Atmospheric Administration (NOAA) Search 

and Rescue Satellite-aided Tracking 

http://www.sarsat.noaa.gov/

National Park Service 

http://www.nps.gov/

National SAR Committee 

http://www.uscg.mil/hq/cg5/cg534/NSARC.asp

U.S. Air Force RCC (Tyndall AFB) 

http://www.1af.acc.af.mil/units/afrcc/

USCG/National SAR School 

http://www.uscg.mil/tcyorktown/Ops/SAR/default.asp
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CHAPTER 7: MEDICAL CAPABILITIES

Military medical capabilities may be requested to augment or 

sustain federal, state, or local medical assets in order to save 

lives and minimize human suffering. This chapter gives a 

brief overview by Service of some of those capabilities.

Military medical forces will remain under command and 

control of U.S. military commanders but will support the 

Department of Health and Human Service (HHS).

7.1 Background

The Department of Health and Human Services (HHS) provides the 

primary federal medical response elements in a domestic event.

HHS, through Emergency Support Function (ESF) #8, ―Public 

Health and Medical Services,‖ may request DoD patient movement 

in support of Defense Support of Civil Authorities (DSCA). The 

Joint Task Force (JTF) will coordinate all military medical actions 

with the national HHS Secretary Operations Center/National Disaster 

Medical System (NDMS) Operations Support Center.

Medical assets deployment and set-up is a lengthy process 

and could take days before medical capabilities are 

established and ready to receive patients.

Before providing medical assistance, medical commanders should 

fully understand the parameters outlined in Title 10 United States 

Code (USC) and applicable DoD directives. Upon activation by the 

National Command Authorities (NCA), medical forces will remain 

under command and control of U.S. military commanders but will 

support HHS.

Medical personnel may wish to review information on tort 

liability and immunity in Section 5.12 of the Tactical Level 

Commander and Staff Toolkit (GTA 90-01-020).
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7.2 United States Army Medical Capabilities

7.2.1 Combat Support Hospital (CSH) (248 Bed)

7.2.1.1 Mission

To provide hospitalization and outpatient services for all classes of 

patients within the theater.

7.2.1.2 Capabilities

• Hospitalization for up to 248 patients

The hospital includes a headquarters and headquarters 

detachment and two completely functional hospital companies, 

one 84-bed and one 164-bed. Collectively, this hospital has four 

wards capable of providing intensive nursing care for up to 48 

patients, and ten wards providing intermediate nursing care for 

up to 200 patients.

• Emergency treatment to receive, triage, and prepare incoming 

patients for surgery

• Surgical capability including general, orthopedic, thoracic, 

urological, gynecological, and oral maxillofacial, based on 6 

operating room tables staffed for 96 operating table hours per 

day

• Consultation services for inpatients and outpatients to include 

area support for units without organic combat health support 

services

• Pharmacy, psychiatry, community health nursing, physical 

therapy, clinical laboratory, blood banking, radiology, and 

nutrition care services

• Routine and emergency dental treatment to staff and patients

• Medical administrative and logistical services

• Information to higher headquarters on patients’ status within the 

Area of Operations (AO)

• Laundry for patient related linens
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7.2.1.3 Medical Team, Forward Surgical 

Mission

To provide a rapidly deployable, urgent initial surgical service 

forward in the brigade AO.

Capabilities

• Continuous operations in conjunction with a supporting medical 

company for up to 72 hours

• Urgent initial surgery for otherwise non-transportable patients

• Emergency treatment to receive, triage, and prepare incoming 

patients for surgery; provide required surgery and continued 

postoperative care for up to 30 critically wounded/injured 

patients over a period of 72 hours with its organic medical 

equipments sets 

• Post-operative acute nursing care for up to 8 patients 

simultaneously per team prior to further patient evacuations

• Technical advice and assistance to the surgeon's section for the 

surgical services portion of the division plans and policies

• Current information concerning surgical augmentation of Role 2

Medical Treatment Facilities (MTFs) to higher headquarters

• Team augmentation of the surgical capability of Role 3 hospitals

7.2.2 Medical Company, Ground Ambulance

7.2.2.1 Mission

To provide ground evacuation within the theater of operations.

7.2.2.2 Capabilities

• Single lift evacuation of 96 litter patients or 192 ambulatory 

patients

• Evacuation of patients from Brigade Combat Team (BCT)

medical companies and area support medical companies to 

supporting hospitals

• Reinforcement of BCT medical company evacuation assets

• Reinforcement of covering force and unassigned area operations
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• Movement of patient between combat support hospitals and 

aeromedical staging facilities, aeromedical staging squadrons, 

mobile aeromedical staging facilities, and railheads or seaports at 

Echelons Above Brigade (EAB)

• Area evacuation support beyond the capabilities of the area 

support medical company

• Emergency movement of medical personnel and supplies

• Medical evacuation of wounded or injured Soldiers from the 

point of injury to supporting ambulance exchange point or MTF

• Field feeding and vehicle refueling support for the medical 

battalion (multifunctional) when collocated

7.2.3 Area Support Medical Company

7.2.3.1 Mission

To provide Roles 1 and 2 Army Health System support to units 

located in the AO of the Area Support Medical Company (ASMC).

7.2.3.2 Capabilities

• Treatment of patients with disease and minor injuries, triage of 

mass casualties, initial resuscitation/stabilization, advanced 

trauma management, and preparation for further evacuation of 

ill, injured, and wounded patients who are incapable of returning 

to duty within 72 hours

• Treatment squads which are capable of operating independently 

of the ASMC for limited periods of time

• Evacuation of patients from units within the ASMC's supported 

area to the treatment squads of the ASMC

• Emergency medical supply/resupply to units operating within the 

ASMC’s supported area

• Behavioral health consultation and support, to include 

coordinating operations of attached combat and operational 

stress control elements operating within the AO of the ASMC

• Pharmacy services and multi-shift laboratory and radiological 

services commensurate with Role 2 medical treatment
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• Emergency dental care to include stabilization of maxillofacial 

injuries, sustaining dental care designed to prevent or intercept 

potential dental emergencies, and limited preventive dentistry

• Patient holding for up to 40 patients per ASMC

• Outpatient consultation services for patients referred from units 

with only Role 1 medical capabilities

• Food service support for staff and patients

7.2.4 Medical Detachment, Preventive Medicine

7.2.4.1 Mission

To provide preventive medicine support and consultation in the areas 

of Disease and Non-Battle Injury (DNBI) prevention, field 

sanitation, entomology, sanitary engineering, occupational and 

environmental health surveillance, and epidemiology to minimize the 

effects of environmental injuries, enteric diseases, vector-borne 

disease, and other health threats on deployed forces in the theater.

7.2.4.2 Capabilities

• Provides surveillance and control of disease vectors and 

reservoirs in assigned areas

• Monitors pest management, field sanitation, water treatment and 

storage, waste disposal, and DNBI control practices of units in 

assigned areas, providing advice and training as necessary

• Investigates and evaluates pest management, sanitation, water

supply, waste disposal practices and other environmental healthrelated problems, recommending corrective measures as 

necessary

• Conducts medical surveillance activities in the supported area, to 

include coordinating, compiling, analyzing, and reporting 

medical surveillance data to assist in evaluating conditions 

affecting the health of the supported force

• Provides limited entomological control of disease vectors and 

reservoirs in assigned areas

• Conducts epidemiological investigations
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• Collects environmental samples and specimens and performs 

selected analyses or evaluations to assist in assessment of the 

health threat

• Coordinates Chemical, Biological, Radiological, and Nuclear 

(CBRN)-related biological specimen collection and 

environmental sampling and monitoring and evaluation with 

treatment, CBRN, laboratory, and intelligence personnel on the 

integrated battlefield

• Divides into three teams, as necessary, to perform assigned 

missions

• Monitors casualties, hospital admissions, and reports of autopsy 

for signs of chemical or biological warfare agent use

7.2.5 Medical Detachment, Veterinary Service Support

7.2.5.1 Mission

To provide dispersed Veterinary Roles 1 and 2 medical and 

resuscitative surgical care; Veterinary Role 3 comprehensive canine 

medical/surgical care and evacuation/hospitalization support for 

military and contractor working dogs; endemic zoonotic and animal 

disease epidemiology surveillance and control; animal holding 

facility and kennel inspections; commercial food source audits for 

Department of Defense (DoD) procurement; food safety, quality, and 

sanitation inspections; food defense vulnerability assessments; food 

and water risk assessments; food microbiological and chemical 

laboratory diagnostics for supported units; and foreign humanitarian 

assistance programs in support of all branches of the Service 

throughout the AO.

7.2.5.2 Capabilities

• Command and control of 3 to 6 subordinate teams or 

detachments in the supported area

• Veterinary support to foreign humanitarian assistance programs

• Coordination with supported logistical organizations for food 

safety support and with supported organizations that have 

government-owned animals in the AO
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• Teams capable of operating in 6 to 12 locations within a 70-

kilometer radius

Each veterinary service support team or food procurement and 

laboratory team can further divide into 2 teams. Each team is 

capable of supporting 10,000 personnel. Teams are capable of 

providing veterinary support in two different geographical 

locations simultaneously by deploying functional elements of its 

modularly designed team.

• Veterinary Roles 1 and 2 medical care for up to 50 Military 

Working Dogs (MWDs) (each veterinary service support team is 

capable of supporting 10 MWDs)

• Coordination of MWD evacuation to Veterinary Role 3 

(veterinary medicine and surgical team) and beyond to 

Continental United States (CONUS) facilities

• Veterinary Role 1 medical care for large animals, including 

horses, livestock (cattle, sheep, goats, and pigs), and Navy 

marine mammals

• Food procurement and laboratory team (x1)

o Food laboratory diagnostics support

o Audits of commercial and military food establishments, to 

include assessment of potential military construction sites for 

food production or storage in the AO

o Food defense vulnerability and food and water risk 

assessments

o Surveillance inspection for CBRN contamination of Class I 

subsistence as required; guidance on the disposition of 

CBRN-contaminated subsistence

o Food procurement team and food diagnostic laboratory

deployment to separate locations

• Veterinary medicine and surgical team (x1)

o Veterinary Roles 1, 2, and 3 canine medical care

o Veterinary Role 3 hospitalization, comprehensive veterinary 

clinical care, and consultation services

o Coordination for theater evacuation and receiving to 

Veterinary Role 4 hospitals in CONUS

• Veterinary service support team (x5)
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o Early entry capability to provide Veterinary Roles 1 and 2 

medical care to 10 MWDs and initial theater food inspection 

requirements for 10,000 personnel

o Food safety and sanitation support for up to 10,000 

personnel

o Food laboratory diagnostics support in the AO

o Commercial and military establishment audits to include 

assessment of potential military construction sites for food 

production or storage in the AO

o Food defense vulnerability and food and water risk 

assessments in the AO

o Surveillance inspection of CBRN contamination of Class I 

subsistence in the AOs

o Two food inspection teams deployment to two separate 

locations to maximize food safety and defense support 

throughout the AO

7.2.6 Medical Detachment, Combat and Operational Stress 

Control

7.2.6.1 Mission

To provide combat and operational stress control prevention and 

treatment services in direct support of BCT and EAB units on an 

area basis.

7.2.6.2 Capabilities

• Planning and advice to the command and surgeon regarding the 

stressors affecting the Soldiers behavioral readiness, morale, and 

cohesion

• Preventive consultation and stress education support to leaders, 

chaplains, and medical personnel

• Neuropsychiatric care, triage, and stabilization

• Assistance to non-medical units with combat and operations 

stress reaction casualties and the return to duty of recovered 

Soldiers

• Holding/restoration capability of 50 Soldiers for up to 3 days
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• Reconstitution to supported units

• Debriefing after critical events and after action reports

7.2.7 Air Ambulance Medical Company

7.2.7.1 Mission 

To provide aeromedical evacuation support throughout the AO.

7.2.7.2 Capabilities

• Twelve helicopter ambulances to evacuate critically wounded or 

other patients consistent with evacuation priorities and 

operational considerations, from points as far forward as 

possible, to Roles 1 and 2 medical treatment facilities and 

combat support hospitals at EAB (Single patient lift capability 

for the HH-60s is 72 litter patients or 84 ambulatory patients, or 

some combination thereof)

• Four forward support medical evacuation teams (3 helicopters 

each), independently or group deployed

• Air crash rescue support

• Expeditious delivery of whole blood, biological, and medical 

supplies to meet critical requirements

• Rapid movement of medical personnel and accompanying 

equipment/supplies to meet the requirements for mass casualty, 

reinforcement/reconstitution, or emergency situation

• Movement of patients between hospitals, aeromedical staging 

facilities, hospital ships, casualty receiving and treatment ships,

seaports and railheads at EAB and brigade and below

7.2.8 Medical Logistics Company

Mission 

To provide direct support for medical materiel, medical equipment 

maintenance and repair, optical lens fabrication and repair, and 

patient movement items to BCTs and EAB medical units operating 

within the AO.
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Capabilities

• Class VIII, single and multi-vision optical fabrication and repair, 

and medical equipment maintenance support to a maximum 

force of 22,000 Soldiers

• Reception, classification, and issue of up to 11.1 short tons of 

Class VIII supply

• Storage for up to 51 short tons of Class VIII supplies

• Building and positioning Class VIII support packages as 

required, in support of BCT EAB medical units or contingencies

• Field- and sustainment-level maintenance for medical equipment 

belonging to medical units operating in the AO and capable of 

deploying three contact repair teams

• Reconstitution of medical logistics units, sections, or teams

• Coordination for emergency delivery of Class VIII supplies

• One food service specialist to supplement the food service 

section of the unit to which it is assigned or attached

• Internal unit maintenance

• Single integrated medical logistics management supply and 

requisition processing mission for all joint forces in the theater, 

when so designated by the combatant commander

7.3 United States Navy Medical Capabilities

7.3.1 Amphibious Assault Ships WASP Class 

7.3.1.1 Mission

To support Marine Landing Forces.

7.3.1.2 Capabilities

The amphibious assault ships (multipurpose) (LHD) class ships are 

the first specifically designed to accommodate new Landing Craft, 

Air Cushion for fast troop movement over the beach and Harrier II 

(AV-8B) Vertical/Short Take-Off and Landing jets which provide 

close-in air support for the assault force. The LHD also 

accommodates the full range of Navy and Marine Corps helicopters, 

conventional landing craft, and amphibious vehicles.
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LHD-1 has medical and dental facilities capable of providing 

intensive medical assistance to 60 patients per day for 1 day, 40 

patients per day for 4 days, and 30 patients, sustained, based on 

patient evacuation policy of 24 hours, whether combat incurred or 

brought aboard ship during humanitarian missions. The Corpsmen 

also provide routine medical/dental care to the crew and embarked 

personnel. 

Major medical facilities include:

• 4 main and two emergency operating rooms

• 4 dental operating rooms

• X-ray rooms

• Laboratories

• Patient wards

• 3 battle dressing stations 

• Casualty collecting area at the flight deck level

• Medical elevators to rapidly transfer casualties from flight deck 

and hangar bay to medical facilities

Organic staff provides support for 3 Intensive Care Unit (ICU) beds 

and 10 ward beds. With an augmentation package, LHD provides 

surgical capability of:

• Four Operating Rooms (ORs)

• 15 ICU/recovery beds

• 45 ward/holding beds

• Blood bank capacity of 400 frozen blood units

• Fresh Frozen Plasma (FFP) and a walking blood bank

These assets may be used for humanitarian and disaster relief 

missions.

7.3.2 Amphibious Assault Ships Tarawa Class (LHA)

7.3.2.1 Mission 

To land and sustain United States Marines on any shore during 

hostilities.
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7.3.2.2 Capabilities

LHA ships serve as the centerpiece of a multi-ship Amphibious 

Readiness Group (ARG). 

The Medical Department provides primary health care and 

emergency capabilities to the ship’s crew and embarked troops. It is 

capable of providing medical assistance to 60 patients per day for 1 

day, 40 patients per day for 4 days, and 30 patients, sustained, based 

on patient evacuation policy of 24 hours. It consists of more than 4 

ORs, and a host of other support facilities. The Dental Department, 

consisting of three treatment rooms, provides primary dental care 

and emergency capabilities to the ship’s crew and embarked troops.

Organic staff provides support for 3 ICU beds and 10 ward beds. 

With an augmentation package, it provides surgical capability:

• 2 ORs

• 15 ICU/recovery beds

• 45 ward/holding beds

• Blood bank capacity of 400 frozen blood units

• FFP and walking blood bank

• Full dental facilities

• Orthopedics, trauma, general surgery, and x-ray capabilities

Additionally, these assets may be used for humanitarian and disaster 

relief missions.

7.3.3 Hospital Ship (Mercy Class)

7.3.3.1 Mission

To provide emergency, on-site care for U.S. combatant forces 

deployed in war or other operations.

7.3.3.2 Capabilities 

Two hospital ships, operated by Military Sealift Command, have two 

missions: first, to provide a mobile, flexible, rapidly responsive 

afloat medical capability for acute medical and surgical care in 

support of amphibious task forces, Marine Corps, Army, and Air 
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Force elements, forward deployed Navy elements of the fleet and 

fleet activities located in areas where hostilities may be imminent; 

secondly, to provide a full-service hospital asset for use by other 

government agencies involved in the support of disaster relief and 

humanitarian operations worldwide.

United States Naval Ship (USNS) Mercy (T-AH 19) and USNS 

Comfort (T-AH 20) each contain:

• 12 fully-equipped ORs

• 1,000 bed hospital facility

• Digital radiological services

• Medical laboratory

• Pharmacy

• Optometry lab

• CAT-scan

• 2 oxygen producing plants

• Helicopter deck capable of landing large military helicopters

• Side ports to take on patients at sea

7.3.4 Forward Deployed Preventive Medicine Unit (FDPMU)

Mission

To provide Force Health Protection (FHP) by rapidly assessing, 

preventing, and controlling health threats in a theater of operations 

and enhancing organic preventive medicine assets.

7.3.5 Fleet Surgical Team (FST)

Capabilities

• Medical and disease vector surveillance operations 

• Endemic/infectious disease assessment 

Rapid detection of chemical, biological, radiological, or 

environmental hazards 

• First responder support with on-site and deep reach back 

analytical, consultative capabilities 
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7.4 United States Air Force Medical Capabilities

7.4.1 Small Portable Expeditionary Aeromedical Rapid Response 

Team

7.4.1.1 Mission

To provide a very rapid response, extremely mobile, and highly 

clinically capable medical asset in support of a wide spectrum of 

Expeditionary Aerospace Force contingency missions.

The Small Portable Expeditionary Aeromedical Rapid Response 

(SPEARR) Team enhances global health by providing force health 

protection for up to 500 contingency/disaster support personnel, or 

500 Population at Risk (PAR), for an initial period of five to seven 

days. Sustainment or resupply capability (10 day resupply consistent 

with other Expeditionary Medical Support (EMEDS) modules) 

ensures continued medical care and force health protection, when 

required.

The PAR may be comprised of all U.S. military personnel or include 

a combination of international military and civilian personnel in a 

coalition operation. The scope of care includes public 

health/preventive medicine, flight medicine, primary care, 

emergency medicine, emergency surgery, perioperative care, critical 

care stabilization, patient preparation for aeromedical transport, and 

aeromedical evacuation coordination/communication.

7.4.1.2 Capabilities

The SPEARR Team is capable of being ready for deployment within 

two hours of initial mission notification. This rapid response time is 

site specific and is the best-case scenario for SPEARR Team 

response. The two-hour response time is dependent on the 

collocation of personnel and equipment and on a team standing ―on 

call‖ or ―Bravo‖ alert at all times. 

The team functions as an EMEDS Unit Type Code (UTC) module 

which is comprised of 4 UTCs: the Prevention and Aerospace 

Medicine (PAM) Advance Echelon (ADVON) Team, the Mobile 
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Field Surgical Team, the Expeditionary Critical Care Team, and the 

equipment only Expanded Capability and Infrastructure Module. 

The team may deploy in a man portable mode (backpacks, medical 

bags, and personal equipment only) without the Expanded Capability 

and Infrastructure Module or in a one pallet equivalent trailer mode,

which allows independent operations for five to seven days.

Flexibility is essential in the programming, planning, and 

deployment process to allow for the most efficient deployment of 

both the SPEARR Team and the EMEDS Basic (i.e., larger Air 

Expeditionary Force (AEF) deployments). To achieve this flexibility 

and rapid response capability may require positioning of similar 

deployable assets at both Lead Wings and Medical Centers. These 

positioning factors must be accurately reflected in documents such 

the Medical Resource Letter in order to be applied with crisis action 

and deliberate planning tools.

7.4.2 Expeditionary Medical Support

7.4.2.1 Mission

To deploy rapidly and provide forward stabilization, primary care, 

dental services, force health protection, and to prepare air and space 

expeditionary forces and/or civilian casualties (as appropriate) for 

aeromedical evacuation.

Components deploy in various combinations to support a specific 

theater/regional population size and deployment scenario. Support 

rapidly deploys in a modular, incremental and interoperable manner, 

using components as building blocks to support the scenario. 

Additionally, personnel and equipment packages may be tailored, 

replicated, or combined with previously deployed UTCs to reach the 

desired capability effect.

Base level and major command level coordination with Civil 

Engineer Squadrons regarding required expeditionary combat 

support, in light of EMEDS reduced organic capability, is essential. 

Once delivered to an operational site, base support personnel are 

required to connect this system to the base infrastructure. Base 
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support service requirements include, but are not limited to, 

contracting, billeting, food service, general supplies, sewage and 

waste disposal, potable water, electrical power, laundry, fire 

protection, transportation, vehicle maintenance, and communications 

(including radio maintenance) to support EMEDS and its staff.

7.4.2.2 Capabilities 

SPEARR. The SPEARR consists of PAM ADVON, PAM Team 

Portable Equipment, Critical Care, Critical Care Equipment, Mobile 

Field Surgical Team (MFST), MFST Equipment, SPEARR 

Equipment, and MFST Resupply.

EMEDS Basic. Additional UTCs comprising the EMEDS Basic are 

the PAM Team 2, PAM Team Sustainment Equipment, Primary Care 

Team/Flight Medicine Team, C2/Med, EMEDS Basic Nursing 

Augmentation, Dental Augmentation Team (DAT), Equipment, and 

Resupply. The EMEDS package requires sufficient square footage 

for surgical, pre- and post-operative care, dental, primary care, and 

ancillary services within one contiguous shelter system. Minimum 

shelter size is 1,950 square feet. EMEDS is resourced with supplies 

and personnel for a separate flight line clinic at the discretion of the 

deployed force commander who must support this with space 

(minimum of 100 square feet) and Expeditionary Combat Support 

(ECS). The entire EMEDS Basic supports a deployed PAR of 1500-

3000 personnel for seven days without re-supply. Transportation for 

multiple 463L pallets is required.

EMEDS+10. This package adds 10-Bed Personnel Augmentation 

Team, PAM Team 3, Equipment and Resupply to an EMEDS Basic 

package. This medical treatment facility includes an emergency 

room, a surgical suite, and a 10-bed inpatient ward. EMEDS+10 is 

employed for quick response to expand the EMEDS Basic force 

package when limited numbers of casualties are expected. Personnel 

work closely with Aeromedical Evacuation (AE) ground medical 

support UTCs for enhanced patient support until patients are 

evacuated. The EMEDS+10 supports a deployed PAR of 3000-5000 

for seven days without re-supply. 
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EMEDS+25. This package adds 25-Bed Personnel Augmentation, 

Surgical Augmentation, Equipment, Resupply and an additional 

DAT to the EMEDS+10 force package. EMEDS+25 supports a 

deployed force of 5000-6500 personnel for seven days without resupply.

7.4.3 Mobile Aeromedical Staging Facility (MASF)

7.4.3.1 Mission

To provide rapid response patient staging, limited holding and AE 

crew support capability to support Standard Systems Centers (SSCs), 

humanitarian and civil disaster response operations, and major 

theater wars.

The MASF is normally located at or near airheads capable of 

supporting mobility airlift. The MASF is designed to provide 

forward support with the smallest footprint. It is made up of three 

short crews, communications, liaison, and patient care teams. 

When crews are tasked from the MASF, they should be rapidly 

backfilled because the nurses and techs are also utilized for patient 

holding capability. The MASF includes a capability to receive 

patients, provide supportive patient care, and meet administrative 

requirements on the ground while awaiting AE. Critical Care Air 

Transport Teams (CCATTs) should be assigned to every forward 

based MASF to enhance rapid evacuation. The MASF brings tents 

for patient care but will often use a building of opportunity to 

conduct DSCA AE operations. 

The communications capability assigned to the MASF may be 

integrated into the tanker/airlift control element or operations cell. 

An individual may be identified to work with the aerial port element 

on the flight line to coordinate AE load planning, configuration, and 

operational support. 

7.4.3.2 Capabilities

MASF personnel duties include:

• Patient reception
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• Medical care to patients transiting through the AE system

• Supportive nursing care

• Administrative support

• Self-supporting tasks

• Holding capability for patients entering the AE system

The MASF is equipped and staffed for routine processing of up to 50 

patients at a time. It can process 140 patients every 24 hours, usually 

holding patients up to 6 hours. Because it has no beds, patients 

remain on the litters provided by the originating facility.

7.4.4 Aeromedical Evacuation Liaison Team (AELT)

7.4.4.1 Mission

To provide support between the forward user and the AE system in 

the form of operational and clinical interface.

7.4.4.2 Capabilities

The operational and clinical interface may occur at locations that do 

not otherwise have Air Force personnel on them such as far 

forward/bare bases and shipboard. An AELT may be geographically 

separated from the other Air Force assets. The flight nurse on the 

team assists the medical unit in preparing AE patients for flight. The 

administrative officer is responsible for working with the airlift 

center and aerial port element to ensure the aircraft is properly 

configured, and equipment pallets, patients, and AE support 

personnel are properly manifested on the AE mission.

Communications personnel will be integrated into the airlift 

operations element supporting flight line operations or the Wing 

Operations Center (WOC). Establishing a communication network 

with airlift operations is essential for rapid evacuation.

7.4.5 Medical Global Reach Laydown Team

7.4.5.1 Mission

To provide preventive medicine support to the following mission 

categories:
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• Phoenix Banner ‒ Peacetime Presidential mission support

• Expeditionary Site Surveys ‒ Tactical Air Coordination Center

(TALCE) ADVON Team initial laydown activities

• Gas and Go ‒ Routine TALCE aircraft refueling operations

• Bare Base ‒ TALCE personnel perform pre-deployment site 

survey to support follow-on force build-up

• Air Bridge ‒ A series of enroute locations outlining an air route 

of travel for rapid deployment and sustainment of forces

• Non-combatant Evacuation Operations (NEO) ‒ Preparing the 

airfield in support of NEO operations

• Contingency Response Group (CRG) ‒ Medical Global Reach 

Laydown Team is assigned to CRG to provide medical support 

during rapid opening of contingency airfields; purpose is to bring 

significant order, foresight, speed, and safety during the crucial 

opening days of a contingency.

7.4.5.2 Capabilities

Medical Global Reach Laydown Team capabilities are designed to 

reduce the impact of DNBI on mission accomplishment in 

contingency operations and provide limited medical support. The 

Medical Global Reach Laydown Team deploys with the 

TALCE/Medical Strike Team (MST) and assesses the health risks 

associated with environmental and occupational health hazards. 

More specifically, in support of establishing a potential Main 

Operating Base (MOB) in a forward deployed location, the Medical 

Global Reach Laydown Team:

• Provides medical input into the proper lay-down of installation 

facilities

• Determines adequacy of local billeting and public facilities

• Evaluates local medical capabilities

• Recommends locations for medical facilities

• Evaluates the safety and vulnerability of local food and water 

sources

• Assesses occupational and environmental hazards

• Performs vector/pest risk assessment

• Provides medical intelligence
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• Performs epidemiological risk assessments

• Performs health risk assessments

• Performs initial NBC planning and surveillance

• Provides limited medical support, emergency planning and 

response 

7.5 Joint Regional Medical Planner (JRMP)

7.5.1 Mission

Strategic/Theater NORTHCOM (NC) Area of Responsibility (AOR)

(pre-incident): To understand risks and vulnerabilities as well as 

emergency response capabilities and build mutually beneficial 

relationship networks aimed at improved understanding, 

communication and medical response capabilities.

Regional/Local (during and post incident): To support the Defense 

Coordinating Officer (DCO)/Defense Coordinating Element (DCE)

and/or Joint Force Commander (JFC) in facilitating the right medical 

capability to the right place at the right time to save lives, reduce 

suffering, and preserve critical infrastructure

The Program Manager/Division Chief is an O-5/O-6 positioned at 

Peterson Air Force Base, Colorado Springs, Colorado. There are four 

Joint Regional Medical Plans and Operations (JRMPO) branches 

with personnel that operate from Fort Meade, Maryland (Northeast 

Region), Fort McPherson, Georgia (Southeast Region), Fort Sam 

Houston, Texas (Southwest Region), and Fort Lewis, Washington

(Northwest Region). Each JRMPO branch is represented by an 

officer from the United States Army, Navy, and Air Force, providing 

expertise in joint medical plans and operations.

7.6 Patient Movement

To move patients out of a disaster area, local authorities establish

casualty collection points. Transportation support may include 

commercial aviation companies, private organizations, and 

individual citizens. If local medical services are inadequate, local 

authorities request state assistance. 
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A state may operate regional evacuation points. When local 

authorities request state assistance, support may include the National 

Guard ground and aviation assets. If state and local authorities are 

unable to establish casualty collection points or regional evacuation 

points, they may request federal authorities to rapidly deploy teams, 

such as U.S. Public Health Service Commissioned Corps teams, to 

assist. If resources still are inadequate, local and state authorities can 

request additional federal medical evacuation assistance. 

When necessary, the Department of Health and Human Services 

requests federal military support through ESF #8 for evacuating 

seriously ill or injured patients. Federal military support may include 

providing transportation assets, operating and staffing NDMS federal 

coordinating centers, and processing and tracking patient movements 

from regional evacuation points to reception facilities. DoD takes the 

lead for federally managed evacuation efforts. 

The United States Transportation Command (USTRANSCOM) 

Global Patient Movement Requirements Center may deploy a joint 

patient movement team. A joint patient movement team regulates 

and tracks all patients, including civilians, transported on DoD assets 

to reception facilities.

USTRANSCOM coordinates DoD transportation assets and 

establishes aeromedical evacuation centers. The most seriously ill 

patients are evacuated by air. Depending on the nature and scope of 

the disaster, transportation may be by Air Mobility Command, 

Military Surface Deployment and Distribution Command, or 

Military Sealift Command.

Civilian medical teams meet patients at the reception facilities. These 

teams determine which patients will go to which NDMS hospitals. 

Procedures are based on local agreements and advance coordination 

among NDMS federal coordinating centers and hospitals. 

Transportation directly to the hospitals is by local ground and air 

transport. 
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7.7 Civilian Medical Capabilities

7.7.1 Taxonomy of Care

Health Service Support (HSS) offers seven distinctive and 

overlapping care capabilities that enhance performance in a military 

force (see Figure 7-1). They include medical resources – personnel, 

materiel, facilities, information, and the organizational enabling 

capacity to deliver HSS.

Figure 7-1. Taxonomy Continuum of Health Care Capabilities

7.7.2 Civilian State Emergency Management Agency 

The duties and responsibilities of civilian State Emergency 

Management Agencies (SEMA) include preparing for and 

implementing DoD and United States Northern Command 

(USNORTHCOM) policies, procedures, directives, instructions, 

plans, and orders in support of Homeland Defense (HD), Homeland 
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Security (HS), and DSCA missions related to consequence 

management activities. These duties and responsibilities fall into four 

primary categories: 1) emergency response planning; 2) emergency 

response training and exercises; 3) relationship building; 4) and 

emergency/disaster response.

7.7.3 National Disaster Medical System

National Disaster Medical System organizes a coordinated effort by 

the NDMS federal partners, working in collaboration with the states 

and other appropriate public or private entities to provide health 

services, health-related social services, other appropriate human 

services and appropriate auxiliary services to respond to the needs of 

victims of a public health emergency and to be present at locations, 

for limited periods of time, when such locations are at risk of a

public health emergency. NDMS also provides resources and assets 

to support federal government activities under ESF #8. Furthermore, 

the federal partners agree that NDMS also continues the availability 

of the NDMS hospital network as backup to military and veterans' 

hospitals in a military health emergency.

The NDMS serves the federal response by providing disaster medical 

care to the nation. NDMS will temporarily supplement local, state, 

tribal, and federal capabilities by funding, organizing, training, 

equipping, deploying, and sustaining a specialized and focused range 

of public health and medical capabilities.

7.7.4 Federal Coordinating Centers 

NDMS Federal Coordinating Centers (FCCs) play a critical role in 

the successful organization and operation of the system in the local 

community or communities for which they have been assigned 

responsibility. The FCCs will:

• Represent the NDMS

• Solicit/organize community participation

• Facilitate/maintain hospital enrollment

• Collect/report hospital bed availability data

• Coordinate NDMS patient reception area plans
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• Coordinate training and exercises

• Coordinate local NDMS patient reception operations

• Coordinate discharge and return of patients

• Coordinate financial management

• Facilitate communications

7.7.4.1 FCC Coordinator 

The responsibilities of the FCC Coordinator include:

• Collaboration with local, regional, and state disaster emergency 

services agencies, hospitals, and disaster medical and public 

health services officers

• Maintaining an up-to-date list of resources and participants in the 

NDMS

• Ensuring adequate staffing to operate program

• Recruiting and obtaining Memoranda of Understanding (MOUs)

with civilian hospitals

• Managing distribution and record keeping for all patients

• Coordinating with NDMS partners for currency of policy

• Ensuring education of NDMS-affiliated civilian hospitals

• Coordinating an annual NDMS exercise

7.7.4.2 Role of Participating Civilian Hospitals

Civilian hospitals will:

• Voluntarily commit their facilities to NDMS

• Participate in NDMS exercises 

• Provide a daily bed availability report to the local FCC

• Provide a daily admission and disposition list of NDMS patients 

(indicating the expected length of stay)

• Provide a release of information authorization

• Provide a narrative summary upon discharge of each NDMS 

patient

7.7.5 Disaster Medical Assistance Team 

Disaster Medical Assistance Teams (DMATs) are mobile NDMS 

teams comprised of professional and para-professional medical 

personnel (supported by a cadre of logistical and administrative staff) 
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designed to provide medical care in response to a disaster or other 

major emergency. DMATs are self-sustaining for up to 72 hours, 

with the ability to provide medical triage, treatment, and preparation 

for evacuation, using a standard equipment cache to conduct medical 

operations. DMATs typically have a standard 35-person team 

including command/support/staff and health care provider positions.

7.7.6 National Veterinary Response Team 

The National Veterinary Response Team (NVRT) is a cadre of 

individuals within the NDMS system who have professional 

expertise in areas of veterinary medicine, public health, and research. 

In addition to supporting the NRF mission requirements of NDMS

under ESF #8, operational support may also be rendered by the 

NVRT to other federal partners such as the United Sates Department 

of Agriculture under ESF #11, ―Agriculture and Natural Resources,‖

and Federal Emergency Management Agency (FEMA) under ESF

#6, ―Mass Care,‖ in the support of the Pets Evacuation and 

Transportation Standards (PETS) Act.

The NVRT provides assistance in identifying the need for veterinary 

services following major disasters, emergencies, public health, or 

other events requiring federal support and in assessing the extent of 

disruption to animal and public health infrastructures. These 

responsibilities include:

• Assessing the veterinary medical needs of the community 

• Medical treatment and stabilization of animals 

• Animal disease surveillance 

• Zoonotic disease surveillance and public health assessments 

• Technical assistance to assure food safety and water quality 

• Hazard mitigation 

• Care and support of animals certified as official responders to a 

disaster or emergency

NVRT members are private citizens who volunteer to be activated in 

the event of a disaster. The teams are comprised of individuals with 

diverse expertise to include veterinarians, animal health technicians, 

pharmacists, epidemiologists, safety officers, logisticians, 
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communications specialists, and other support personnel. These 

individuals are assigned to designated teams which train in 

preparation for what might be experienced during a response. They 

are enabled by a regional cache of equipment, supplies and 

pharmaceuticals. Teams provide assessments, technical assistance, 

public health, and veterinary services under the guidance of state 

and/or local authorities.

NOTES
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Mortuary Affairs

CHAPTER 8: MORTUARY AFFAIRS

Under the National Response Framework, fatality 

management falls under Emergency Support Function (ESF) 

#8, ―Public Health and Medical Services‖ with the

Department of Health and Human Services as the Primary 

Agency (PA). DoD personnel will almost always be acting in 

support of another federal agency or local authority. This 

chapter provides information on how DoD provides mortuary 

affairs assistance to civil authorities in search and recovery, 

decontamination, identification, disposition (mass burial), 

and advisory support.

8.1 Background

The United States Department of Health and Human Services (HHS) 

is the primary agency for Mortuary Affairs (MA) in a federal 

emergency or disaster response. The National Response Framework

(NRF) uses the National Disaster Medical System (NDMS), as part 

of the HHS Office of Preparedness and Response (under ESF #8), to 

provide victim identification and mortuary services. Responsibilities 

include:

• Temporary morgue facilities 

• Victim identification 

• Forensic dental pathology 

• Forensic anthropology methods 

• Processing 

• Preparation 

• Disposition of remains

8.2 Civilian Disaster Mortuary Operational Response Team 

Disaster Mortuary Operational Response Teams (DMORTs) are 

composed of private citizens, each with a particular field of 

expertise, who are activated in the event of a disaster. DMORT 

members are required to maintain appropriate certifications and 

licensure within their discipline. When members are activated, 

licensure and certification is recognized by all states, and the team 

members are compensated for their duty time by the federal 
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government as a temporary federal employee. During an emergency 

response, DMORTs work under the guidance of local authorities by 

providing technical assistance and personnel to recover, identify, and 

process deceased victims. 

Civilian DMORTs are directed by the NDMS. Teams are composed 

of funeral directors, medical examiners, coroners, pathologists, 

forensic anthropologists, medical records technicians and 

transcribers, fingerprint specialists, forensic odontologists, dental 

assistants, x-ray technicians, mental health specialists, computer 

professionals, administrative support staff, and security and 

investigative personnel.

The Department of Homeland Security (DHS), Federal Emergency 

Management Agency (FEMA), Response Division, in support of the 

DMORT program, maintains two Disaster Portable Morgue Units 

(DPMUs). Both DPMUs are staged at FEMA Logistics Centers, one

in Rockville, Maryland, and the other in San Jose, California. 

DMORT personnel can also assist the local Medical Examiner/ 

Coroner (ME/C) in the processing and identification of remains.

The local jurisdiction ME/C will determine what and how mortuary 

affairs functions will be performed. The ME/C that has jurisdiction 

over the mass fatality for that area may be the city, county, or even 

state ME/C. The ME/C will also manage the ante-mortem data 

collection, next-of-kin notifications, and personal effects policies for 

the deceased.

Notification of next-of-kin for military personnel will be 

performed in accordance with Department of Defense 

(DoD) policy.

8.3 Department of Defense Support to HHS

In the DoD, MA is a logistics function. The primary responsible 

officer within the United States Northern Command 

(USNORTHCOM) is the Joint Mortuary Affairs Officer (JMAO) 

assigned to the Director of Logistics. When directed by the President 
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or Secretary of Defense (SecDef), DoD can provide advisory 

support, search, recovery, receiving, decontamination, identification, 

processing, storage, and transportation assistance of the remains. 

Though MA capabilities within DoD are extremely limited, there are 

a number of mass-fatality scenarios where the military may be asked 

to provide assistance to civil authorities, including natural, manmade, and terrorist incidents. 

DoD deployable MA units include (number of authorized personnel 

in parentheses):

• 54th Company (MA) U.S. Army, Fort Lee, Virginia (203)

• 11th Company (MA) U.S. Army, Fort Lee, Virginia (203)

• 311th Company (MA) U. S. Army Reserve, Puerto Rico (203)

• 246th Company (MA) U. S. Army Reserve, Puerto Rico (176)

• Personnel Recovery and Processing Company U.S. Marine 

Corps (140)

DoD fixed-base MA facilities include: 

• Joint POW and MIA Accounting Command, Hawaii 

• Armed Forces Medical Examiner’s Office 

• Armed Forces Institute of Pathology 

• 512th Squadron (MA) U. S. Air Force, Dover Air Force Base 

• Dover Port Mortuary 

Support provided by DoD MA personnel will be tailored to the needs 

of the requesting authority. Requested support could vary from 

personnel transporting human remains, to an identification process, 

or a complete excavation of a disaster site. All DoD MA support will 

be conducted in coordination with local jurisdiction ME/C.

DoD also has specialty DMORTs, including DPMUs and the Family 

Assistance Center Team (FACT). A logistical team accompanies 

DPMUs and is equipped to assemble, operate, and maintain them. 

The FACT assists state and local authorities with collection of antemortem data used in the process of victim identification. DMORT 

deployment configuration is based upon the particular needs of an 

incident. When paired with a DPMU, a typical 50-person team can 
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process 60 to 75 remains in a 12-hour work day under optimum 

conditions. DMORTs are composed of:

• Medical examiners

• Coroners

• Funeral directors 

• Mortuary officers 

• Photographers

• Medical records technicians/transcribers

• Forensic specialists (anthropologists, odontologists, pathologists)

• Logistics specialists

• Security specialists

• Computer specialists

Licensed medical professionals may wish to review tort 

immunity details in Section 5.12 of the Tactical Commander 

and Staff Toolkit (GTA 90-01-020).

DoD MA personnel integrate into federal, state, and local operations 

to assist and augment the ME/C according to state laws. The state 

MC/E is legally responsible for operations associated with 

identification, processing, and disposition of human remains. Each 

state and territory has different laws for processing human remains.

Upon SecDef approval, DoD personnel may assist National Guard 

and civilian law enforcement authorities in locating human remains 

and transporting them after processing. This guidance was initially 

issued in Fragmentary Order (FRAGO) 7 to Joint Task Force (JTF)-

Katrina Execution Order (EXORD), dated 6 September 2005, and 

supported by Chapter II of Joint Publication 4-06, Mortuary Affairs in 

Joint Operations. In August 2007, Navy divers, who initially 

participated in locating submerged bodies from the collapsed 

Minnesota Bridge, were later given approval to also retrieve the 

bodies at the request of local authorities when no other federal, state, 

or local personnel were available to perform this critical, sensitive, 

and hazardous duty.
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8.3.1 DoD Policy on Handling of Human Remains

It is DoD policy that military personnel handle human 

remains with the reverence, care, and dignity befitting them 

and the circumstances.

Unless otherwise directed by the SecDef, it is DoD policy that only 

Service MA personnel handle (touch) human remains. The SecDef 

may approve the use of non-MA personnel to support MA personnel. 

Under these circumstances, MA personnel would provide basic 

training to quickly educate non-skilled Service personnel in mortuary 

affairs activities. Upon successful completion of such training, these 

military personnel would support MA personnel in accomplishing 

their mission assignment. Mortuary affairs personnel would 

supervise and provide oversight to these newly trained military 

personnel to ensure proper techniques, health and safety procedures, 

and guidance on the rightful respect for each deceased person. 

Search, recovery, and movement of human remains 

become a law enforcement issue when there is a 

requirement to enter private property or when the location 

is clearly a crime scene. In the former and unless ordered 

otherwise, a law enforcement official should be first to 

enter the premises to conduct a search to determine if any 

deceased persons are inside. In the latter, permission from 

law enforcement authorities must be received before 

moving human remains.

8.3.2 Handling Remains

Universal Precaution—Whether or not you believe blood 

or body fluid is infected with blood-borne pathogens, 

handle as if it is.
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Mortuary staff and body retrieval teams risk exposure to disease. 

Personnel should take the following precautions for exposure to

blood and body fluids: 

1. Use gloves when handling bodies or body fluids.

2. Use eye protection, gowns, and masks when large quantities or 

splashes of blood are anticipated.

3. Wash hands frequently.

4. Use body bags to reduce the risk of contamination.

Improving Resistance to Stress in Mortuary Affairs Operations

1. Remember the larger purpose of what you must do. You are 

showing care, giving hope, and preventing disease for the living. 

You are recovering bodies for registration and respectful burial.

2. Prepare yourself for what you will see and do.

3. Limit exposure of bodies to stimuli.

4. Use screens to block general population’s view of the bodies.

5. Mask odors with disinfectants, deodorants, air-fresheners. 

6. Avoid focusing on any individual victims. 

7. Have responders who did not recover the body examine any 

materials collected for identification of the body.

8. Remind yourself the body is not ―the person‖, only the remains.

9. Do not desecrate or steal from victims.

10. Schedule frequent breaks; maintain hygiene, drink plenty of 

fluids, and eat good food. 

11. Have your team get together for mutual support and 

encouragement.

12. Help buddies or subordinates in distress by being a good listener. 

13. Do not feel guilty about distancing yourself mentally from the 

suffering of individuals. 

14. Do not be disheartened by horrible dreams, tense feelings, or 

intrusive memories. 

15. Participate in a critical event debriefing with trained people from 

your supporting unit ministry and/or behavioral health/combat 

stress control team.

16. Keep humor alive.
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CBRNE Response Capabilities

CHAPTER 9: CBRNE RESPONSE CAPABILITIES

This Defense Support of Civil Authorities (DSCA) handbook 

does not provide planning factors for response to Chemical, 

Biological, Radiological, Nuclear, or high-yield Explosives 

(CBRNE) events. Contents included in this chapter simply 

provide an overview of response capabilities that may be 

used in non-CBRNE incidents.

9.1 National Guard Capabilities

9.1.1 Weapons of Mass Destruction – Civil Support Team 

9.1.1.1 Mission

To assess hazards, advise civil authorities, and facilitate military 

support during emergencies and incidents of suspected Weapons of 

Mass Destruction (WMD).

The Civil Support Team (CST) advises civilian responders on 

appropriate actions through on-site testing and expert consultation, 

and assists and facilitates in the arrival of follow-on state and federal 

military forces.

9.1.1.2 Overview

The CST is comprised of 22 full-time Army and Air National Guard 

personnel divided into six sections: command, operations, 

communications, administration/logistics, medical, and survey. Each 

unit encompasses 14 Army Military Occupational Skills and 57 Air 

Force Specialty Codes. There are a total of 57 CSTs.

CST vehicles include a command vehicle, operations trailer, a 

communications vehicle called the Unified Command Suite (which 

provides a broad range of communications capabilities including 

satellite communications), an Analytical Laboratory System vehicle 

(containing a full suite of analysis equipment to support the 

determination of the hazard) and other general purpose vehicles. 
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9.1.2 CBRNE Enhanced Response Force Package 

9.1.2.1 Mission

To provide immediate response capability to the governor including: 

incident site search capability of damaged buildings, rescuing 

trapped casualties, providing decontamination, and performing 

medical triage and initial treatment to stabilize patients for transport 

to medical facilities.

9.1.2.2 Overview

The CBRNE Enhanced Response Force Package (CERFP) is 

comprised of four elements staffed by personnel from already 

established National Guard units. Elements include command and 

control, search and extraction, decontamination, and medical. The 

command and control team directs the overall activities of the 

CERFP and coordinates with the Joint Task Force–State (JTF-State) 

and the Incident Commander. The search and extraction element is 

assigned to an Army National Guard (ARNG) Engineering 

Company, the decontamination element is assigned to an Army 

National Guard Chemical Company, and the medical element is 

assigned to an Air National Guard Medical Group. Security duties 

for the incident site and the four CERFP elements are performed by 

the state National Guard Response Force. 

As part of the CERFP, the ARNG has specific fatality management 

Title 32 assets, Fatality Search and Recovery Teams (FSRTs), which 

can be federalized if needed. These FSRTs are capable of recovering 

and moving decedents from the location they are found in (an 

uncontaminated and limited contaminated environment) to collection 

points for further processing by local jurisdiction(s).

9.1.3 CBRNE Consequence Management Response Force 

9.1.3.1 Mission

To save lives, prevent injury, and provide temporary critical life 

support during a CBRNE situation in the United States or its 

territories and possessions.
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9.1.3.2 Overview

The CBRNE Consequence Management Response Force (CCMRF)

consists of three task forces (TFs):

• TF Operations (Logistics functions are folded under this TF)

• TF Aviation

• TF Medical

9.2 Marine Corps Chemical/Biological Incident Response Force

9.2.1 Mission 

To forward deploy and/or respond to a credible threat of a CBRNE 

incident in order to assist local, state, or federal agencies and Unified 

Combatant Commanders in the conduct of consequence management 

operations.

9.2.2 Overview

Chemical/Biological Incident Response Force (CBIRF)

accomplishes its mission by providing capabilities for agent 

detection and identification, casualty search and rescue, personnel 

decontamination, and emergency medical care and stabilization of 

casualties.

9.2.3 Capabilities

CBIRF personnel are trained to save lives under the extreme 

conditions of CBRNE threats. Capabilities include, but are not 

limited to the following:

Medical: CBIRF is able to provide medical care in the ―hot zone.‖ 

The medical team carries supplies to provide critical or moderate 

medical care to patients with a range of injuries.

Decontamination: CBIRF establishes decontamination tents 

designed to move casualties through a station-to-station assembly 

line decontamination process. A system is set up for both nonambulatory and ambulatory casualties.

Reconnaissance: Upon arrival at the incident site, CBIRF first 

detects and identifies the threat. 
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Rescue and Extraction: CBIRF is certified in confined space rescue, 

trench rescue, vehicle and advanced rope rescue. Personnel can 

perform collapsed structure stabilization and rescue. After 

assessment of the threat, CBIRF moves to locate and extract 

casualties. There are two teams, the Rapid Extraction Team, and the 

Search and Extract Teams. Casualties are divided into NonAmbulatory and Ambulatory.

Explosive Ordnance Disposal (EOD): CBIRF has the equipment 

and training to render an Improvised Explosive Device (IED) safe. 

Command and Control (C2): C2 systems are established for critical 

network communications. Data exchange, communication with 

reach-back resources, tactical communications, and coordination 

with civil response liaisons are all possible with communications 

equipment used by CBIRF.

Logistics: CBIRF responds by land, sea or air. As a self-contained, 

self-sufficient, task-organized unit, it has established procedures and 

equipment for transportation and survival.

9.3 Air Force Civil Engineer CBRNE Response Team

9.3.1 Mission

To plan for and assist in the protection of Department of Defense 

(DoD) personnel and assets during disasters, accidents, or hostile 

action either at home station or at a deployed location, in order to

ensure rapid response to and recovery from the effect of such 

incidents.

9.3.2 Capabilities

Capabilities of the CBRNE Response Team include:

• CBRNE Reconnaissance Teams (detect and identify)

• Shelter Management Teams

• Contamination Control Teams (avoidance and decontamination)

• Large Frame Aircraft (LFA) Decontamination 

• Individual Decontamination Kit
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DSCA Handbook users that would like additional 

information on CBRNE units, Concept of Operations 

(CONOPS), or Tactics, Techniques, and Procedures (TTP)

are encouraged to refer to Field Manual (FM) 3-11/Marine 

Corps Warfighting Publications (MCWP) 3-37.1/Naval 

Warfare Publications (NWP) 3-11/Air Force Tactics 

Techniques, and Procedures (AFTTP)(I) 3-2.42, Multiservice 

Tactics, Techniques, and Procedures for Nuclear, Biological, 

and Chemical Defense Operations.

NOTES
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