This handbook is the result of a collaborative effort between the Project 

Manager, Foreign Humanitarian Assistance/Disaster Relief Quick Reaction 

Test, the Army Joint Test Element, Army Test and Evaluation Command; 

and the Joint Test and Evaluation Program under the direction of the 

Deputy Director of Air Warfare, Directorate of Operational Test and 

Evaluation, Office of the Secretary of Defense. The Joint Test and 

Evaluation Program accepts Quick Reaction Test nominations from the 

Services, Geographic Combatant Commands, and National Agencies twice 

each year. Quick Reaction Tests develop rapid solutions to address urgent, 

joint operational warfighter requirements. To learn more about the Quick 

Reaction Test program, visit www.jte.osd.mil. 

GTA 90-01-030 is available electronically at: 

The Interagency Lessons Learned website

https://www.jllis.mil/JSCC/index.cfm

United States Army at the Reimer Digital Library (ADTDL) website 

https://rdl.train.army.mil/soldierPortal/soldier.portal

United States Navy Lessons Learned Information System at 

https://www.jllis.mil/NAVY/index.cfm?currentTierID=5¤tTierID=5

United States Marine Corps Lessons Learned (MCLL) website

https://www.mccl.usmc.mil/index.cfm

United States Air Force Lessons Learned at website

https://www.jllis.mil/USAF/index.cfm?currentTierID=6¤tTierID=6

To request hardcopies of this handbook, U.S. Army units should contact 

their Training Support Center (TSC). Other Services should email request 

to: atsc.teamgta1@atsc.army.mil and provide GTA #, order quantity, valid 

shipping address (street and building #), point of contact and phone number.
i

UNCLASSIFIED

FOREWORD
ii

UNCLASSIFIED
iii

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ENDORSEMENTS

The following agencies provided written endorsements to the Department of 

Defense Support to Foreign Disaster Relief (Handbook for JTF 

Commanders and Below)

• Department of State, Office of Crisis Management Support

• United States Agency for International Development, Office of US 

Foreign Disaster Assistance

• United States Africa Command

• United States European Command

• United States Northern Command

• United States Pacific Command

• United States Southern Command

• United States Army, Training and Doctrine Command, Peace 

Keeping and Stability Operations Institute

• United States Navy, Office of the Chief of Naval Operations, 

International Engagement 

• United States Marine Corps, Security Cooperation Education and 

Training Center

• United States Air Force, Deputy Chief of Staff Logistics, 

Installation and Mission Support

• Defense Security Cooperation Agency, Humanitarian Assistance, 

Disaster Relief, and Mine Action Division

• United States Army, South

Copies of these endorsement letters are available upon request. Requests 

should be sent to:

Test Director, Army, Joint Test Element

ATTN: CSTE-JT

4316 Susquehanna Avenue

Aberdeen Proving Grounds, MD 21005
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PREFACE

The 2010 National Security Strategy identifies Foreign Disaster Relief 

(FDR), under the broader mission of humanitarian assistance, as a directed 

mission of the Department of Defense (DOD). The Foreign Humanitarian 

Assistance/Disaster Relief Quick Reaction Test was sponsored by United 

States Southern Command and United States Army South. The project was 

endorsed by United States Pacific Command, United States Northern 

Command, the United States Air Force and the Department of Homeland 

Security, Federal Emergency Management Agency. The Army Test and 

Evaluation Command served as the Operational Test Agency.

PURPOSE

This handbook provides a Concept of Operations (CONOPS) and Tactics, 

Techniques, and Procedures (TTP) for joint forces at the operational and 

tactical levels tasked to perform Foreign Disaster Relief (FDR) operations 

in support of the Department of State and US Agency for International 

Development and in coordination with International Organizations such as 

the United Nations and International Red Cross and Red Crescent 

movement, other Intergovernmental Organizations (IGO) and NonGovernmental Organizations (NGO). It is intended to be an overarching 

guide as opposed to a rigid construct.

SCOPE

This handbook addresses DOD’s response to natural disasters in permissive 

environments. While it is not intended for use in complex emergencies, this 

information may have utility for United States Government (USG) 

responses in complex emergencies. 

The Interagency Standing Committee (IASC) of the United Nations and 

USAID/OFDA defines a complex emergency as “A humanitarian crisis in a 

country, region or society where there is total or considerable breakdown of 

authority resulting from internal or external conflict and which requires an 

international response that goes beyond the mandate or capacity of any 

single agency and/or the ongoing United Nations’ country program.” 

Complex emergencies are characterized by:

• Extensive violence or loss of life

• Massive displacements of people

• Widespread damage to societies and economies

• The need for large-scale, multi-faceted humanitarian assistance

• Hindrance or prevention of humanitarian assistance by political 

and military constraints

• Security risks for humanitarian relief workers in some areas
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In addition to complex emergencies, this handbook may also be useful for 

foreign consequence management, or Chemical, Biological, Radiological, 

Nuclear, and high-yield Explosives (CBRNE) related incidents.

AUDIENCE

The primary audience for this handbook is operational level commands, 

defined as the Joint Task Force (JTF) and its supporting tactical level 

organizations that plan and execute FDR missions in support of an Affected 

State. Additionally, it may be used by a strategic level Geographic 

Combatant Commander’s and staff to facilitate planning efforts, or other 

USG agencies, international organizations IGO or NGO that interface with 

DOD.

ADMINISTRATIVE INFORMATION

The proponent for this manual is Headquarters, US Southern Command, 

ATTN: J-8, Science Director, 9301 NW 33rd Street, Doral, FL 33172. 

Send comments, recommendations, and proposed changes to this handbook 

to the USSOUTHCOM contact information located at 

http://www.southcom.mil/
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ACKNOWLEDGEMENTS

The following agencies and commands provided direction and resources

in the development of the Department of Defense Support to Foreign 

Disaster Relief – Handbook for Joint Task Force Commander’s and 

Below.

Director Operational Test and Evaluation (DOT&E), Office of the Secretary 

of Defense (OSD), Washington, District of Columbia.

The Joint Program Office (JPO) Suffolk, Virginia.

The Joint Test and Evaluation (JT&E) Office, Alexandria, Virginia.

Headquarters, Army Test and Evaluation Command, Aberdeen Proving 

Grounds, Maryland.

We acknowledge and thank the following individuals who provided 

invaluable subject matter expertise in the development of the handbook.

Karen Zareski, Director, Office of Crisis Management Support, Executive 

Secretariat, US Department of State, Washington, District of Columbia.

Bridget Premont, and Lieutenant Colonel Paul Matier, Office of Crisis 

Management Support, Executive Secretariat, US Department of State, 

Washington, District of Columbia.

Stacy Gilbert, Bureau of Population Refugees and Migration, US 

Department of State, Washington, District of Columbia.

Steve Catlin, Tom Frey, Arielle Giegerich, and Kate Legates, Military 

Liaison Unit, Office of US Foreign Disaster Assistance, Bureau for 

Democracy Conflict and Humanitarian Assistance, US Agency for 

International Development, Washington, District of Columbia.

Stephen Katz, Bureau for Democracy Conflict and Humanitarian 

Assistance, US Agency for International Development, Washington, 

District of Columbia.

Lieutenant General, P.K. Keen, Office of the Defense RepresentativePakistan for U.S. Central Command, Pakistan.

Rear Admiral Sinclair M. Harris, Director, Irregular Warfare, US Navy 

OPNAV, Pentagon, Washington, District of Columbia.

Rear Admiral Victor Guillory, Commander, Navy South, 4th Fleet, Mayport, 

Florida.

Ngoc Clark, Melissa Hanlon, and Anne Knight, Assistant Secretary of 

Defense, Special Operations Low Intensity Conflict, Partnership Strategy 

and Stability Operations, Pentagon, Washington, District of Columbia.

Nicola Gurwith, Overseas Humanitarian, Disaster Assistance and Civic Aid, 

Defense Security Cooperation Agency, Arlington, Virginia.
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Paul Chlebo Jr. and John Holloway, Office of the Assistant Secretary of 

Defense, Networks Information and Integration/Chief Information 

Officer, Arlington, Virginia.

Diana Parzik, Assistant Secretary of Defense, Health Affairs, Pentagon, 

Washington, District of Columbia.

Commander Bruno Himmler, Office of the Assistant Secretary for 

Preparedness and Response, Department of Health and Human Services, 

Washington, District of Columbia.

Colonel Roberto Nang, Peace Keeping and Stability Operations Institute, 

US Army Training and Doctrine Command, Carlisle Barracks, 

Pennsylvania.

Clarisa Lamar, Medical Doctrine Literature Division, Directorate of 

Combat and Doctrine Development, Army Training and Doctrine 

Command, Fort Sam Houston, Texas. 

Mr. Michael D. Burke, Combined Arms Doctrine Directorate, Combined 

Arms Center, Army Training and Doctrine Command, Fort Leavenworth, 

Kansas.

Lieutenant Colonel Valeri Jackson, Lieutenant Colonel Anthony P. Terlizzi, 

and Master Sergeant Theodore Yntema, Security Cooperation Education 

and Training Center, United States Marine Corps, Quantico, Virginia.

Mark A. Henning, Deputy Director, Navy Lessons Learned System, Naval 

Warfare Development Command, Norfolk, Virginia. 

Corey Hamilton, Headquarters, US Africa Command, Kelley Barracks, 

Stuttgart, Germany.

Colonel John C. Hope, US European Command Liaison Officer and 

Lieutenant Colonel Jose Figeroa-Seary, J-9, US European Command, 

Stuttgart, Germany.

Colonel Fred Humphrey and Master Sergeant Gregory Doles, 361st Civil 

Affairs Brigade, US Army Reserves, US Army Europe, Panzer Kaserne, 

Kaiserslautern, Germany.

Lieutenant Colonel Timothy Amoroso, J4 Engineer, US Northern 

Command, Colorado Springs, Colorado.

Lieutenant Colonel Jeffrey Davis and Lieutenant Commander Derek Beatty, 

J-55, US Northern Command, Colorado Springs, Colorado.

Lieutenant Colonel Christopher R. Brown, Staff Judge Advocate, US 

Northern Command, Colorado Springs, Colorado.

Joe Uson, and Major J.J. Garcia, Headquarters, J3, US Pacific Command, 

Camp Smith, Hawaii. 

Commander Joyce B. Blanchard, Commander Pacific Fleet, Honolulu, 

Hawaii.
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Brigadier General Gerald W. Ketchum, Director of Theater Engagement, 

J-7, US Southern Command, Doral, Florida.

Juan A. Hurtado, Science Director, J-8 Directorate, US Southern Command, 

Doral, Florida.

COL Mark Walters, Commander, Standing Joint Force Headquarters, US 

Southern Command, Doral Florida.

Lieutenant Colonel Kevin Rants, Deputy Commander, Standing Joint Force 

Headquarters, US Southern Command, Doral Florida.

Colonel, Eric A. Snadecki, Director of Plans and Exercises, J-7 US 

Southern Command, Doral, Florida.

Lieutenant Colonel Patrick J. Wells, Chief, Operations Law US Southern 

Command, Doral Florida.

Lieutenant Colonel Vincent E. Grizio and Mr. Ricky Stuart, J-8, US 

Southern Command, Doral Florida.

Colonel Janice Higuera, Deputy Chief of Staff, Engineer, United States 

Army, South, San Antonio, Texas.

Gregory S. Parker, N-1, Commander Timothy Veschio and Lieutenant 

Commander Denise Judge, N5, US Navy South, Mayport, Florida

Phil Kearley, and Ronald Reichelderfer, US Joint Forces Command, 

Suffolk, Virginia.

Master Sergeant Christopher Gay, Lieutenant Colonel Frederick Little, 

Robert Rackley, and John R. Armstrong, US Special Operations 

Command, MacDill Air Force Base, Florida.

Lieutenant Colonel Basil R. Cantanzaro, 95th Civil Affairs, Fort Bragg, 

North Carolina.

Jeff Ackerson, J-5, Joint Task Force Port Opening US Transportation 

Command, Scott Air Force Base, Illinois.

The 597th Transportation Brigade, and 688th, 689th and 690th Rapid Port 

Opening Elements, Fort Eustis, Virginia.

Tom Dolan, Bobby Ray Gordon, Victoria Hart, and Jim Welch Center for 

Excellence, Disaster Management Humanitarian Assistance, Tripler 

Army Medical Center, Hawaii.

Albert M. Lidy, Institute for Defense Analysis, Alexandria, Virginia.

Michael Dziedzic, US Institute for Peace, Washington, District of 

Columbia.

William J. White, Jeffrey Petersen, Jamie Weikle, Edward.A. McCulloch, 

Edward J. Cowan and P.D. Marghella, Contractor support.

Lieutenant Colonel Kimberly A. Enderle, Project Manager and Captain 

Edwin L. Kolen, Deputy Project Manager.
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CHAPTER REFERENCE GUIDE

Chapter 1—United States Government FDR Roles and Responsibilities

Chapter 2—United States Government Foreign Disaster Relief Process

Chapter 3—International Participants and Guiding Principles

Chapter 4—Coordination, Collaboration, Cooperation, Comms, & Cultural

Chapter 5—Operational Context and Mission Planning Considerations

Chapter 6—Disaster Typology

Chapter 7—Planning and Execution

Chapter 8—Safety

Chapter 9—Regional Response Organizations

Chapter 10—Department Of Defense Cross-Cutting Organizations

Chapter 11—DOD Tactical Response Organizations in FDR Operations

Appendix A—Legal Aspects of Foreign Disaster Relief

Appendix B—DOD Guidelines for Interaction with NGOs

Appendix C—Report Formats

Appendix D—Useful Foreign Disaster Related Websites

Appendix E—Training

Appendix F—References

Appendix G—Acronyms
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TABLE OF CONTENTS

FOREWORD ..............................................................................................i

ENDORSEMENTS.................................................................................. iii

PREFACE .................................................................................................iv

ACKNOWLEDGEMENTS .....................................................................vi

CHAPTER REFERENCE GUIDE .........................................................ix

TABLE OF CONTENTS .........................................................................xi

TABLE OF FIGURES............................................................................xix

NAVIGATING THIS HANDBOOK.....................................................xxi

CHAPTER 1 - UNITED STATES GOVERNMENT FOREIGN 

DISASTER RELIEF ROLES AND RESPONSIBILITIES. 1-1

1.1 Overview........................................................................................1-1

1.2 The President of the United States/Commander-in-Chief and Principal 

Advisors........................................................................................1-1

1.3 National Security Council ..............................................................1-2

1.4 Secretary of State ...........................................................................1-3

1.4.1 Department of State.....................................................................1-3

1.4.2 United States Agency for International Development 

Administrator.......................................................................1-9

1.4.3 United States Agency for International Development.................1-9

1.5 Secretary of Defense ....................................................................1-14

1.5.1 Office of the Secretary of Defense ............................................1-14

1.5.2 Department of Defense..............................................................1-15

1.6 Other Government Agencies........................................................1-19

1.6.1 US Department of Agriculture ..................................................1-19

1.6.2 US Department of Commerce/National Oceanic and 

Atmospheric Administration..............................................1-19

1.6.3 US Department of Energy/Nuclear Regulatory Commission....1-19

1.6.4 US Department of Health and Human Services........................1-20

1.6.5 US Department of the Interior/United States Geological 

Survey ................................................................................1-20

1.6.6 US Department of the Treasury.................................................1-21

CHAPTER 2 - US GOVERNMENT FOREIGN DISASTER 

RELIEF PROCESS................................................................. 2-1

2.1 Overview........................................................................................2-1

2.2 Department of State and United States Agency for International 

Development Disaster Response Process......................................2-1
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2.2.1 Mission Disaster Relief Officer...................................................2-1

2.2.2 Disaster Declaration Cable..........................................................2-2

2.3 USAID/OFDA Disaster Response Options....................................2-3

2.3.1 Provide Initial $50,000 ................................................................2-3

2.3.2 Deploy Regional Advisors ..........................................................2-3

2.3.3 Deploy Assessment Team ...........................................................2-3

2.3.4 Provide USAID/OFDA Relief Commodities ..............................2-4

2.3.5 Deploy Disaster Assistance Response Team...............................2-4

2.3.6 Stand up a Response Management Team....................................2-4

2.3.7 Provide Grants/Funding to UN, NGOs and IGOs.......................2-5

2.3.8 DOD Participation in FDR..........................................................2-5

2.4 DOD FDR Response Process.........................................................2-5

2.5 Other US Government Organizations.............................................2-9

CHAPTER 3 - INTERNATIONAL PARTICIPANTS AND 

GUIDING PRINCIPLES OF INTERNATIONAL 

HUMANITARIAN ASSISTANCE ........................................ 3-1

3.1 Overview........................................................................................3-1

3.2 Humanitarian Principles.................................................................3-1

3.3 International Guidelines.................................................................3-2

3.3.1 Oslo Guidelines...........................................................................3-2

3.4 International Response ...................................................................3-4

3.5 Affected State.................................................................................3-4

3.6 Transit State....................................................................................3-4

3.7 Donor Nation..................................................................................3-5

3.8 International Participants................................................................3-5

3.8.1 International Organizations.........................................................3-5

3.8.2 Intergovernmental Organizations................................................3-9

3.8.3 Non-Governmental Organizations...............................................3-9

CHAPTER 4 - COORDINATION, COLLABORATION, 

COOPERATION, COMMUNICATION, AND 

CULTURAL AWARENESS................................................... 4-1

4.1 Overview........................................................................................4-1

4.2 Coordination, Collaboration, and Cooperation...............................4-1

4.2.1 Coordination................................................................................4-1
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4.2.2 Collaboration...............................................................................4-3

4.2.3 Cooperation.................................................................................4-5

4.3 Cultural Awareness........................................................................4-6

4.3.1 Language .....................................................................................4-7

4.4 Communications ............................................................................4-7

4.4.1 Communications Planning ..........................................................4-9

4.4.2 Communicating with the International Humanitarian 

Community ........................................................................4-10

4.5 Strategic and Crisis Communications ..........................................4-11

CHAPTER 5 - OPERATIONAL CONTEXT AND MISSION 

PLANNING CONSIDERATIONS ........................................ 5-1

5.1 Overview........................................................................................5-1

5.1.1 Types of Disasters.......................................................................5-1

5.1.2 Prevailing Security Environment ................................................5-2

5.2 Adaptive Planning..........................................................................5-3

5.2.1 Mission Analysis.........................................................................5-3

5.2.2 Functional Area Assessments......................................................5-7

5.2.3 Assessment Categories................................................................5-8

5.2.4 Mission Statement Development...............................................5-12

5.2.5 Concept of Operations Development ........................................5-13

5.2.6 Operations Order.......................................................................5-13

5.2.7 Operational Metrics...................................................................5-14

5.2.8 Mission End State .....................................................................5-16

CHAPTER 6 - DISASTER TYPOLOGY............................................ 6-1

6.1 Overview........................................................................................6-1

6.2 Types of Disasters..........................................................................6-1

6.2.1 Earthquakes.................................................................................6-1

6.2.2 Landslides ...................................................................................6-4

6.2.3 Tsunami.......................................................................................6-6

6.2.4 Hurricanes, Cyclones, and Typhoons..........................................6-9

6.2.5 Tornadoes..................................................................................6-12

6.2.6 Wildfires....................................................................................6-14

6.2.7 Floods........................................................................................6-16

6.2.8 Volcanic Eruptions....................................................................6-19
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CHAPTER 7 - PLANNING AND EXECUTION................................ 7-1

7.1 Overview........................................................................................7-1

7.2 Joint Task Force Organization........................................................7-1

7.2.1 JTF Commander..........................................................................7-2

7.2.2 Deputy Commander/Chief of Staff..............................................7-4

7.2.3 Command Senior Enlisted Leader...............................................7-7

7.3 Joint Staff Directorates...................................................................7-8

7.4 Joint Task Force Primary Staff Directorates ..................................7-8

7.4.2 J-1 Manpower and Personnel/Human Resources ........................7-9

7.4.3 J-2 Intelligence ..........................................................................7-11

7.4.4 Foreign Disclosure Officer........................................................7-14

7.4.5 J-3/5/7 Plans & Operations........................................................7-15

7.4.6 Air Component Coordination Element......................................7-18

7.4.7 J-4/8 Logistics & Resource Management..................................7-18

7.4.8 Engineer ....................................................................................7-24

7.4.9 Contingency Contracting...........................................................7-29

7.4.10 J-6 Command, Control, Communications, and Computer 

Systems ..............................................................................7-30

7.4.11 J-9 Civil Affairs/Interagency/International Cooperation.........7-32

7.5 Special Staff .................................................................................7-36

7.5.1 Political Advisor........................................................................7-36

7.5.2 Staff Judge Advocate (Attorney)...............................................7-37

7.5.3 Public Affairs Officer................................................................7-38

7.5.4 Chaplain ....................................................................................7-42

7.5.5 Knowledge Management...........................................................7-44

7.5.6 Provost Marshal.........................................................................7-46

7.5.7 Medical Officer/Surgeon/Medical Personnel ............................7-46

CHAPTER 8 - SAFETY........................................................................ 8-1

8.1 Overview........................................................................................8-1

8.2 Risk Management...........................................................................8-1

8.2.1 Composite Risk Management......................................................8-2

8.2.2 Operational Risk Management....................................................8-4

8.3 Safety..............................................................................................8-5
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8.3.1 Force Health Protection...............................................................8-5

8.3.2 Fatigue.........................................................................................8-6

8.3.3 Personal Hygiene ........................................................................8-6

8.3.4 Food Safety .................................................................................8-6

8.3.5 Preventable Injuries.....................................................................8-6

8.3.6 Respiratory Hazards....................................................................8-7

8.3.7 Blood-borne Pathogens and Disease ...........................................8-7

8.3.8 Stress...........................................................................................8-8

8.3.9 Animal Hazards...........................................................................8-8

8.3.10 Biting or Stinging Insects and Spiders ......................................8-8

8.3.11 Hazardous Plants.......................................................................8-8

8.3.12 Use of Vehicles and Transportation ..........................................8-9

8.3.13 Accident Reporting .................................................................8-10

8.4 Areas of Special Concern.............................................................8-10

8.5 Hazards Identification and Mitigation..........................................8-11

8.5.1 Electrical Hazards .....................................................................8-11

8.5.2 Power Generator Safety ............................................................8-11

8.5.3 Handling Contaminated Items...................................................8-12

8.5.4 Fire ...........................................................................................8-12

CHAPTER 9 - REGIONAL RESPONSE ORGANIZATIONS......... 9-1

9.1 Overview........................................................................................9-1

9.2 Part One: Unified Combatant Commands (Geographic)................9-1

9.2.1 Crisis Action Team......................................................................9-3

9.2.2 Humanitarian Assistance Survey Team.......................................9-3

9.2.3 Joint Inter-Agency Coordination Group......................................9-4

9.2.4 Joint Logistics Operations Center ...............................................9-4

9.2.5 Joint Deployment Distribution Operations Center......................9-4

9.2.6 Joint Task Force ..........................................................................9-4

9.2.7 Civil-Military Operations Center ................................................9-4

9.2.8 Joint Forces Air Component Commander...................................9-5

9.2.9 Joint Personnel Recovery Center ................................................9-6

9.2.10 Geospatial Planning Cell...........................................................9-7

9.2.11 Humanitarian Assistance Coordination Center .........................9-7

9.3 Part Two: GCC Specific Organizations and Plans.........................9-7
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9.3.1 US Africa Command ...................................................................9-7

9.3.2 US Central Command .................................................................9-9

9.3.3 US European Command............................................................9-10

9.3.4 US Northern Command.............................................................9-12

9.3.5 US Pacific Command ................................................................9-13

9.3.6 US Southern Command.............................................................9-15

CHAPTER 10 - DEPARTMENT OF DEFENSE CROSSCUTTING ORGANIZATIONS ........................................... 10-1

10.1 Overview....................................................................................10-1

10.2 Unified Combatant Commands (Functional)..............................10-1

10.3 US Special Operations Command ..............................................10-1

10.3.1 Mission....................................................................................10-1

10.3.2 95th Civil Affairs Brigade .......................................................10-2

10.3.3 Combat Controller Teams .......................................................10-2

10.3.4 Military Information Support Operations................................10-2

10.4 US Strategic Command ..............................................................10-2

10.5 US Transportation Command.....................................................10-2

10.5.1 Joint Deployment and Distribution Operations Center............10-3

10.5.2 JTF Port Opening ....................................................................10-3

10.5.3 Global Standing Joint Force Headquarters..............................10-6

10.5.4 Joint Logistics Over-The-Shore ..............................................10-7

10.5.5 Global Patient Movement Requirements Center .....................10-8

10.5.6 USTRANSCOM Fusion Center ..............................................10-8

10.5.7 Subject Matter Experts............................................................10-8

10.5.8 Contracting ..............................................................................10-9

10.6 DOD Agencies ...........................................................................10-9

10.6.1 Defense Logistics Agency.......................................................10-9

10.6.2 Defense Security Cooperation Agency..................................10-10

10.6.3 National Geospatial-Intelligence Agency..............................10-12

10.6.4 Defense Information Systems Agency ..................................10-12

CHAPTER 11 - DEPARTMENT OF DEFENSE TACTICAL 

RESPONSE ORGANIZATIONS IN FDR OPERATIONS11-1

11.1 Overview....................................................................................11-1

11.2 Logistics.....................................................................................11-2
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11.3 Distribution ................................................................................11-2

11.4 Ground Transportation ...............................................................11-3

11.5 Aerial Transportation .................................................................11-3

11.5.1 Aviation Request and Assignment Process.............................11-4

11.5.2 DOD Aviation Support............................................................11-4

11.5.3 US Air Force Aviation Capabilities ........................................11-4

11.5.4 US Army Aviation Capabilities ..............................................11-5

11.5.5 United States Navy Aviation Capabilities...............................11-7

11.5.6 United States Marine Corps Aviation Capabilities..................11-8

11.6 Maritime Forces.........................................................................11-9

11.6.1 Maritime Airspace Control....................................................11-11

11.7 Engineering ..............................................................................11-12

11.7.1 Military Engineers.................................................................11-12

11.7.2 Engineering Assessments......................................................11-13

11.7.3 Engineering Capabilities.......................................................11-13

11.7.4 US Army Corps of Engineers................................................11-14

11.7.5 Air Force Engineers ..............................................................11-16

11.7.6 Navy Engineers.....................................................................11-16

11.7.7 US Marine Corps Combat Engineer Battalions.....................11-17

11.8 Communication ........................................................................11-17

11.9 Civil Affairs .............................................................................11-18

11.9.1 Civil Affairs Service Commands ..........................................11-19

11.10 Medical...................................................................................11-21

11.10.1 United States Army Medical Capabilities...........................11-21

11.10.2 United States Navy Medical Capabilities............................11-23

11.10.3 United States Air Force Medical Capabilities.....................11-24

11.10.4 Patient Movement ...............................................................11-27

11.10.5 Mortuary Affairs and Mass Fatality Management...............11-28

11.10.6 Department of Defense Mortuary Affairs Units..................11-28

11.11 Force Protection .....................................................................11-29

11.11.1 Security and Self Defense ...................................................11-29

11.11.2 Military Law Enforcement Units.........................................11-29

APPENDIX A - LEGAL ASPECTS OF FOREIGN DISASTER 

RELIEF OPERATIONS........................................................ A-1
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A - 1 Statutory Authority.....................................................................A-1

A - 2 Presidential Directives ...............................................................A-2

A - 3 Status of Forces Agreements......................................................A-3

A - 4 Important Memoranda................................................................A-4

A - 5 Fiscal Law..................................................................................A-4

A - 6 Other Potential Funding Sources................................................A-6

A - 7 Rules of Engagement .................................................................A-6

A - 8 Legal References........................................................................A-7

APPENDIX B - DEPARTMENT OF DEFENSE GUIDELINES 

FOR INTERACTION WITH NON-GOVERNMENTAL 

ORGANIZATIONS.................................................................B-1

B - 1 Cooperation and Coordination ...................................................B-1

B - 2 Humanitarian Operations Center................................................B-3

B - 3 Humanitarian Assistance Coordination Center ..........................B-3

B - 4 Civil-Military Operations Center................................................B-3

B - 5 Communication ..........................................................................B-5

B - 6 Information Sharing ...................................................................B-6

B - 7 Communicating the Differences between DOD and NGO Personnel 

to the Local Population.................................................................B-6

APPENDIX C - REPORT FORMATS ............................................... C-1

C - 1 MiTaM .......................................................................................C-1

C - 2 Personnel Status (PERSTAT) Worksheet ..................................C-3

C - 3 Logistics Status (LOGSTAT) Worksheet...................................C-4

C - 4 Medical SITREP Format ............................................................C-8

C - 5 Cost Worksheet ..........................................................................C-9

APPENDIX D - USEFUL FDR-RELATED WEBSITES.................. D-1

APPENDIX E - TRAINING..................................................................E-1

APPENDIX F - REFERENCES ...........................................................F-1

F - 1 Executive Orders/Public Laws/Statutes...................................... F-1

F - 2 Instructions/ Regulations/ Directives.......................................... F-1

F - 3 Other ........................................................................................... F-4

APPENDIX G - ACRONYMS.............................................................G-1
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TABLE OF FIGURES

Figure 1-1: Interagency Coordination for Humanitarian Assistance .........1-3

Figure 1-2: DOS Geographic Bureaus.......................................................1-7

Figure 1-3: US Embassy Organizational Chart..........................................1-8

Figure 1-4: DART Organizational Chart .................................................1-12

Figure 1-5: Joint Directorates..................................................................1-17

Figure 2-1: Interagency Coordination after a Disaster Occurs ..................2-1

Figure 2-2: Example Reimbursable EXECSEC Memo .............................2-7

Figure 2-3: Example Non-reimbursable EXECSEC Memo ......................2-8

Figure 3-1: Fog of Relief ...........................................................................3-4

Figure 3-2: UN Cluster Approach..............................................................3-9

Figure 4-1: Example of USG Interagency Coordination in Support of UN 

International Relief Operations in Haiti.............................................4-2

Figure 4-2: Staff Functionality Comparison ............................................4-12

Figure 6-1: The Collapsed Presidential Palace of Haiti .............................6-1

Figure 6-2: Landslide in El Salvador.........................................................6-4

Figure 6-3: Tsunami Waves Hitting Japan ................................................6-6

Figure 6-4: Hurricanes Jeanne, Karl, and Tropical Storm Lisa .................6-9

Figure 6-5: Saffir-Simpson Hurricane Wind Scale..................................6-11

Figure 6-6: Double Tornado ....................................................................6-12

Figure 6-6: Enhanced Fujita Tornado Scale ............................................6-13

Figure 6-7: Wildfire .................................................................................6-14

Figure 6-8: Flood in Bangladesh..............................................................6-17

Figure 6-9: Hawaiian Eruption, Fire Fountaining at the Pu'uO'o Volcano in 

Hawaii..............................................................................................6-19

Figure 6-10: Eruption Features................................................................6-21

Figure 6-12: Volcanic Eruption by VEI Index.........................................6-22

Figure 7-1: Conceptual Battle Rhythm......................................................7-5

Figure 7-2: Typical JTF Staff Functions....................................................7-8

Figure 8-1: Risk Assessment Matrix..........................................................8-4

Figure 9-1: GCC Areas of Responsibility..................................................9-2

Figure 9-2: USAFRICOM’s Organizational Chart....................................9-8

Figure 9-3: USCENTCOM’s Organizational Chart...................................9-9

Figure 9-4: USEUCOM’s Organizational Chart......................................9-11

Figure 9-5: USNORTHCOM’s Organizational Chart .............................9-12

Figure 9-6: USPACOM’s Organizational Chart......................................9-13

Figure 9-7: USSOUTHCOM’s Organizational Chart..............................9-15

Figure 10-1: JECC Transition to GSJFHQ ..............................................10-7

Figure 11-1: MQ-1 Unmanned Aerial Vehicle ........................................11-5

Figure 11-2: US Army Aircraft................................................................11-7

Figure 11-3: US Navy Aircraft ................................................................11-8

Figure 11-4: US Marine Corps Aircraft...................................................11-9
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Figure 11-5: Amphibious Assault Ship..................................................11-11

Figure B-1: Cooperation and Coordination between Military and Civilian 

Humanitarian Partners ......................................................................B-2

Figure B-2: Notional Composition of a CMOC........................................B-4

Figure B-3: Comparison of the Structure and Function of the HOC, HACC, 

and CMOC........................................................................................B-5

Figure C-1: Example MiTaM ...................................................................C-2

Figure C-2: Example PERSTAT...............................................................C-3

Figure C-3: Example LOGSTAT..............................................................C-7

Figure C-4: Example SITREP...................................................................C-8

Figure C-5: Cost Worksheet .....................................................................C-9
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NAVIGATING THIS HANDBOOK

This handbook is divided into four major sections—introduction; 

operational context and planning factors; supported and supporting 

organizations; and appendices.

Section I: Introduction

Chapter 1 provides the background, legal authorities, and guidance for 

performing FDR operations. It also describes the roles and responsibilities 

of the various US Government agencies that may be called upon to 

participate in foreign disaster relief.

Chapter 2 provides an overview of the US Government’s foreign disaster 

response processes.

Chapter 3 describes the humanitarian principles, international guidelines, 

roles, and responsibilities of the international entities that participate in 

FDR operations. 

Chapter 4 explains the importance of coordination, collaboration, 

cooperation, and communication functions as well as cultural awareness in 

a FDR environment.

Section II: Operational Context and Planning Factors

Chapter 5 provides the operational context in a notional five-phase FDR 

operation, and discusses assessments and metrics.

Chapter 6 details the characteristics of natural disasters and the types of 

missions that DOD units may be asked to perform in support of FDR.

Chapter 7 details the functions of a JTF commander, primary staff, and 

special staff during each phase of a FDR operation.

Chapter 8 details safety, force protection (FP), and force health protection 

(FHP) considerations, and composite/operational risk management 

processes. 

Section III: Supported and Supporting Organizations

Chapter 9 provides a broad overview of the Geographic Combatant 

Commands (GCC) similarities and differences. 

Chapter 10 describes the functional commands and the cross-cutting 

organizations roles and missions in support of FDR.

Chapter 11 provides an overview of typical DOD tactical units tasked to 

support FDR operations. 
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Section IV: Appendices

Appendix A presents the legal aspects of FDR operations.

Appendix B provides the DOD guidelines for interaction with NGOs in a 

permissive environment.

Appendix C provides sample formats that are useful to staff elements 

supporting FDR operations.

Appendix D provides a list of useful websites.

Appendix E provides a list of training courses.

Appendix F lists references useful in planning and executing FDR missions.

Appendix G is a list of acronyms used in this handbook.

Color-coded boxes in this handbook contain important information.

WARNING: Red boxes provide information on potentially 

hazardous situations, which could result in serious injury, loss 

of life, or destruction of equipment.

CAUTION: Yellow boxes provide information on potentially 

hazardous situations, which could result in injury to personnel 

or damage to equipment.

NOTE: Green boxes provide explanatory information on topics 

of interest or expanded procedural information. 

Blue boxes provide references.

Quotation boxes contain quotes pertinent to the subject area.
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CHAPTER 1 - UNITED STATES GOVERNMENT FOREIGN 

DISASTER RELIEF ROLES AND RESPONSIBILITIES

1.1 Overview

The President and the National Security Staff determine the degree to which 

United States Government (USG) officials and organizations will be 

involved in Foreign Disaster Relief (FDR) operations, based on strategic 

considerations delineated in the following documents:

• The National Security Strategy

• The National Defense Strategy

• The National Military Strategy

• Defense Planning Guidance

• Quadrennial Diplomacy and Development Review

• Quadrennial Defense Review

Legal authority is required prior to USG agencies participating in FDR

missions because public funds may only be expended when expressly 

authorized by Congress. The principal authority is the Foreign Assistance 

Act (FAA) of 1961, (Public Law 87-195, as amended; 22 United States 

Code (USC) 2151 et seq.), which provides the guidance for USG 

engagement with friendly nations and foreign governments. The FAA 

directs the Department of State (DOS) to provide policy guidance and 

supervision of programs created within the FAA and provides guidance 

regarding DOD support to FDR operations.

The remainder of this chapter discusses roles and responsibilities of USG

officials and agencies that typically support FDR.

1.2 The President of the United States/Commander-in-Chief and 

Principal Advisors

The Constitution vests primary authority and responsibility for the 

formulation and execution of foreign policy in the President. Executive 

Order 12966 governs the implementation of §404 (Foreign Disaster 

Assistance) of Title 10, United States Code (USC), which directs the 

Secretary of Defense to respond to man-made or natural disasters when the 

Secretary of Defense determines that such assistance is necessary to prevent 

NOTE: US law refers to foreign humanitarian assistance and 

disaster relief missions as Foreign Disaster Assistance (FDA). 

DODD 5100.46 refers to those missions as Foreign Disaster Relief 

(FDR) and JP 3-29 refers to them as Foreign Humanitarian 

Assistance (FHA). For the purposes of this handbook, the 

Department of Defense (DOD) mission is referred to as FDR.
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loss of lives. The Executive Order directs the Secretary of Defense to 

provide disaster assistance only:

• At the direction of the President

• With the concurrence of the Secretary of State, or

• In emergency situations in order to save human lives, where there 

is not sufficient time to seek the prior initial concurrence of the 

Secretary of State, in which case the Secretary of Defense shall 

advise, and seek concurrence of, the Secretary of State as soon as 

practicable thereafter

When providing humanitarian assistance, in accordance with the standing 

executive order, the Secretary of Defense shall consult with the 

Administrator of United States Agency for International Development 

(USAID) in the Administrator’s capacity as the President’s Special 

Coordinator for International Disaster Assistance. Figure 1-1 is a diagram 

of interagency coordination.

1.3 National Security Council

The National Security Council (NSC) is the principal forum that considers 

and discusses courses of action regarding national security matters, 

including activities in foreign countries, and subsequently makes 

recommendations to the President. The President chairs the National 

Security Council. Its statutory members, in addition to the President, are 

the Vice President, the Secretary of State and Secretary of Defense. The 

Chairman of the Joint Chiefs of Staff is the statutory military advisor to the 

Council, and the Director of Central Intelligence is the intelligence advisor. 

The Secretary of the Treasury, the U.S. Representative to the United 

Nations, the Assistant to the President for National Security Affairs, the 

Assistant to the President for Economic policy, and the Chief of Staff to the 

President are invited to all meetings of the Council.

Upon declaration of a disaster by a US Ambassador, the President, 

Secretary of Defense, and the Secretary of State determine the appropriate 

USG response. The NSC may then convene an International Development 

and Humanitarian Assistance NSC Interagency Policy Committee (IPC) 

meeting to review pertinent information and to recommend specific actions.

The NSC/IPC may include:

• Senior DOS and DOD representatives

NOTE: In accordance with Section 493 of the Foreign Assistance 

Act (FAA), the President designates a Special Coordinator for 

International Disaster Assistance. See Section 1.4.2.1.
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• Ambassador of Affected State

• USAID representative

• Heads of other USG agencies

Figure 1-1: Interagency Coordination for Humanitarian Assistance

1.4 Secretary of State

The Secretary of State is the President’s principal foreign policy advisor and 

is directed by standing Executive Order 12966 to provide or withhold 

concurrence in the use of armed forces of the United States to provide 

foreign disaster assistance in response to emergencies. 

1.4.1 Department of State

The DOS has many functional responsibilities. This handbook focuses 

upon the bureaus and offices primarily responsible for FDR operations, 

which includes:

• Executive Secretariat, Operations Center (S/ES-O)

• Political-Military Affairs (PM)
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• Bureau for Population, Refugees, and Migration (PRM)

• Humanitarian Information Unit (HIU)

1.4.1.1 Executive Secretariat, Operations Center

The Executive Secretariat (S/ES) is the Secretary of State's coordination and 

communications mechanism, and the channel for authoritative 

communication between DOS and the interagency, foreign affairs 

community. The Secretariat's Operations Center is the Department's 911 

(202-647-1512). It provides 24/7 monitoring and briefs on emerging events 

as well as secure and reliable communications assistance to the Secretary 

and senior staff.

The Operations Center's Office of Crisis Management Support (S/ESO/CMS) monitors global crises and provides crisis contingency planning, 

including FDR, to DOS regional bureaus and overseas posts. It also 

supports DOS task forces convened to coordinate embassy draw-downs,

ordered evacuations, responses to natural disasters, terrorism events, and 

other emergencies. Department task forces work directly with 

USAID/OFDA's Response Management Teams on interagency FDR issues.

CMS also works closely with the DOS Consular Affairs on the protection 

and evacuation of US citizens and USG employees abroad, including during 

a disaster, and with the Operations Center's military advisor and the 

Political Military bureau to keep area military Commanders informed. The 

Operations Center military advisor also coordinates technical support to the 

DOS regional bureaus that draft Exec Sec to Exec Sec memorandums 

requesting DOD assistance in support of FDR operations.

NOTE: DOS may order an evacuation of US citizens under conditions 

that involve the use of military assets (although most utilize 

commercial transportion). Evacuation operations are characterized 

by uncertainty and may be directed without warning due to sudden 

changes in a nation’s government, reoriented diplomatic or military 

relationships, a threat to US citizens from internal instability, or a 

devastating disaster. Some key evacuation planning factors are: 

situational awareness, appraisal and understanding of the 

environment, knowledge of constraints and risks.

NOTE: During international disasters and emergencies, DOS 

decides if, when, and to what extent, emergency relief is to be 

provided by the USG consistent with foreign policy goals.
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1.4.1.2 Political-Military Affairs

The Bureau of Political-Military Affairs (PM) is DOS’s principal link to 

DOD. The PM Bureau provides policy direction in the areas of 

international security, security assistance, military operations, defense 

strategy and plans, and defense trade.

Political-Military Affairs advances the DOS-DOD relationship in six key 

ways:

• Providing the Secretary with a global perspective on politicalmilitary issues

• Supporting DOD by negotiating basing agreements, facilitating 

overseas operations, and by embedding Foreign Policy Advisors 

with Service branch chiefs and Combatant Commands

• Promoting regional stability by building partnership capacity, 

strengthening friends and allies through security assistance 

programs

• Reducing threats from conventional weapons through humanitarian 

demining and small arms destruction programs

• Contributing to Defense and Political-Military Policy and Planning

• Regulating arms transfers and U.S. defense trade

In addition, PM works closely with the NSS, Geographic Bureaus, Office of 

the Secretary of Defense (OSD), Joint Staff, and USAID to coordinate crisis 

management, and complex contingency operations.

1.4.1.3 Bureau for Population, Refugees, and Migration 

At the direction of the Under Secretary of State for Democracy and Global 

Affairs, the Bureau of Population, Refugees, and Migration (PRM) is 

responsible for formulating policies and coordinating population, refugee, 

and migration programs, and for administering refugee assistance and US 

admission programs. PRM promotes its policies through bilateral and 

multilateral cooperation, and works closely with USAID. PRM administers 

and monitors US contributions to international and non-governmental 

organizations to assist and protect refugees abroad.

NOTE: Under the United Nations Convention Relating to the 

Status of Refugees of 1951, a refugee is defined as a person 

who "owing to a well-founded fear of being persecuted for 

reasons of race, religion, nationality, membership of a 

particular social group, or political opinion, is outside the 

country of his or her nationality, and is unable to or, owing to 

such fear, is unwilling to avail himself of the protection of that 

country." PRM is the lead federal agency for refugees.
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1.4.1.4 Humanitarian Information Unit

The Humanitarian Information Unit (HIU) is an interagency collaborative 

effort led by the DOS and the Bureau for Intelligence and Research, Office 

of Geographic and Global Issues. The purpose of the HIU is to improve US 

Government planning and response to overseas humanitarian crises and 

complex emergencies by providing better baseline data, streamlining data 

requirements, and enhancing information management and dissemination. 

The core functions of the HIU are:

• Collect, disseminate, and promote the use of unclassified data for 

overseas humanitarian crises in which USG, civilian, and/or 

military agencies are directly or indirectly engaged 

• Rapidly collate standardized unclassified “core” data sets

• Provide geo-referenced and packaged portable information 

management tools for US-supported field missions 

• Help coordinate USG responses to requests for unclassified 

information from non-USG agencies and foreign governments 

during complex emergencies

1.4.1.5 Geographic Bureaus

DOS is comprised of geographic bureaus, which are responsible for 

managing the USG’s relationships with other countries/governments. An 

Assistant Secretary of State who reports to the Under Secretary of State for 

Political Affairs leads each geographic bureau. These geographic bureaus 

are further comprised of regional bureaus and sub-regional offices that 

include a director, deputy director, and desk officers for individual 

countries. The geographic bureaus work closely with US embassies and 

consulates overseas, and with foreign embassies in Washington, D.C. DOS 

includes the following geographic bureaus: African Affairs (AF), East 

NOTE: The HIU collects, interprets, and distributes

humanitarian assistance data intended for use by national and 

field-level decision-makers to assess conditions and factors 

affecting humanitarian and peacekeeping operations. The HIU 

does not simply operate as a data repository. Their main 

function is data analysis.

NOTE: An Internally Displaced Person (IDP) is someone who is 

forced to flee his or her home, but who remains within his or her 

country's borders. IDPs are often incorrectly referred to as 

refugees. USAID/OFDA is the lead federal agency for dealing with 

IDPs.
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Asian and Pacific Affairs (EAP), European and Eurasian Affairs (EUR), 

Near Eastern Affairs (NEA), South and Central Asian Affairs (SCA), and 

Western Hemisphere Affairs (WHA). The Bureau of International 

Organization Affairs develops and implements US policy with regard to the 

United Nations and its affiliated agencies, and with certain other 

international bodies. Figure 1-2 depicts the Geographic Bureaus.

Figure 1-2: DOS Geographic Bureaus

1.4.1.6 US Diplomatic Mission, Ambassador, Chief of Mission and 

Country Team

A US diplomatic mission is an integrated structure, led by an Ambassador 

or a Chief of Mission (COM), who serves as the personal representative of 

the President. The term, Chief of Mission is generally applied to the senior 

diplomat, including the Ambassador, assigned to head the mission. The 

terms Ambassador and Chief of Mission are used interchangeably in this 

handbook. In smaller embassies, the Charges d’Affaires will function as the

Chief of Mission.

A country team is comprised of the COM, and all agencies represented in 

the country, such as USAID, Foreign Agricultural Service, Foreign 

Commercial Service, Peace Corps, military groups, law enforcement, and 

Defense attachés, as well as the traditional State Department functions 

concerned with political, economic, consular, management, and public 

diplomacy issues. 

NOTE: When a foreign disaster is declared, the DOS 

geographic bureau of the affected area becomes the key 

participant.
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Figure 1-3 shows a typical organizational chart for a US embassy.

Figure 1-3: US Embassy Organizational Chart

In addition to serving as the President’s representative in foreign countries, 

the COM validates the need for humanitarian assistance or foreign disaster 

relief based on the USAID/OFDA criteria described in Section 2.2.2.

The COM is assisted in validation of need by the Country Team, which 

includes, among other important advisors, a Mission Disaster Relief Officer

(MDRO).

The MDRO is the focal point for disaster-related information, planning, and 

response activities relevant to the Affected State. The MDRO is appointed 

by the COM. The MDRO is a member of the post’s Emergency Action 

Committee and is responsible for preparing Appendix J of the Emergency 

Action Plan, entitled Assistance to Host Country in a Major Accident or 

Disaster, usually referred to as the Mission Disaster Relief Plan. The 

MDRO is familiar with Affected State disaster authorities and capabilities 

and other potential humanitarian partners in-country, and continually liaises 

with the USAID/OFDA Regional Advisor, DOD staff on the Country 

Team, and the State Department’s Bureau of Population, Refugees, and 

Migration. 

After a disaster has been declared, the MDRO is responsible for drafting the 

Disaster Declaration Cable and submitting it to the COM for approval; 

sharing information about the welfare and whereabouts of American 

citizens in the Affected State with the post’s consular section; keeping a log 
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of important events and report cables; and maintaining regular contact with 

relevant organizations, such as the UN, donor countries, NGOs, IGOs, etc. 

The Alternate MDRO may be a citizen of the Affected State that works at 

the American Embassy or US Mission, usually referred to as Foreign 

Service National (FSN), or Locally Engaged Staff (LES). FSN/LES are 

experts in the Affected State’s culture, local government, and ministries, 

and are well versed in Affected State relief agencies, and societies.

Secretary of State Message, Subject: USAID/DHCA Office of US 

Foreign Disaster Assistance Guidance for Disaster Planning and

Response. This annual cable provides guidance to all posts concerning 

support from USAID’s Democracy, Conflict, and Humanitarian Assistance 

(DCHA), Office of US Foreign Disaster Assistance (USAID/OFDA), 

before, during, and after the occurrence of natural disasters abroad.

1.4.2 United States Agency for International Development 

Administrator

The USAID Administrator formulates and executes US foreign economic 

and development assistance policies and programs, subject to the foreign 

policy guidance of the President, Secretary of State, and the National 

Security Council. Under the direct authority and foreign policy guidance of 

the Secretary of State, the Administrator serves as the principal advisor to 

the President and the Secretary of State regarding international development 

matters. The Administrator oversees appropriations made under the 

Foreign Assistance Act of 1961 and directs overall Agency activities in the 

US and abroad. In addition to leading USAID, the Administrator serves as 

the President’s Special Coordinator for International Disaster Assistance.

1.4.2.1 President’s Special Coordinator for International Disaster 

Assistance

By White House Memorandum, Designation of the US Agency for 

International Development Administrator as the Special Coordinator for 

International Disaster Assistance, dated 15 SEP 93, the President 

designated the Administrator of USAID as the Special Coordinator for 

International Disaster Assistance, as authorized by § 493 of the Foreign 

Assistance Act (FAA) 1961.

1.4.3 United States Agency for International Development

The United States Agency for International Development (USAID) 

provides economic development and humanitarian assistance around the 

world in support of the foreign policy goals of the United States. Although 

NOTE: In most US Embassies, assignment as the MDRO may be a 

collateral or additional duty.
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a separate agency from the Department of State, it shares certain 

administrative functions with DOS and reports to and receives overall 

foreign policy guidance from the Secretary of State. USAID plays a major 

role in US foreign assistance policy and a principal role in interagency 

coordination.

1.4.3.1 Bureau for Democracy, Conflict, and Humanitarian Assistance

USAID’s Bureau for Democracy, Conflict, and Humanitarian Assistance 

(DCHA) coordinates USAID's democracy programs, international disaster 

assistance, emergency and developmental food aid, aid to manage and 

mitigate conflict, and volunteer programs. Within DCHA, the Office of US 

Foreign Disaster Assistance (USAID/OFDA), the Military Liaison Unit 

(MLU) is the key organization that interacts with DOD during FDR

operations. 

1.4.3.2 Office of US Foreign Disaster Assistance

Within the USAID Bureau for Democracy, Conflict, and Humanitarian 

Assistance (DCHA), the Office of US Foreign Disaster Assistance 

(USAID/OFDA) is delegated the responsibility to provide international 

disaster and humanitarian assistance and coordinate the USG response to 

declared disasters in foreign countries. USAID/OFDA’s mandate is to:

• Save lives

• Alleviate human suffering

• Reduce the economic and social impact of disasters

OFDA provides technical support to the Administrator of USAID, who 

serves as the President's Special Coordinator for International Disaster 

Assistance. OFDA formulates US foreign disaster assistance policy in 

coordination with other government agencies. It coordinates with USAID 

offices and others to provide relief supplies (e.g., blankets, plastic sheeting, 

sanitation hygiene kits), funds implementing partners (e.g., UN agencies, 

NGOs, Red Cross) to provide direct support and humanitarian assistance, 

and develops and manages logistical, operational, and technical support for 

disaster responses.

Besides its coordination activities within the USG, USAID/OFDA carries 

out these response options in coordination with the Affected State, other 

donor countries, UN, NGOs, and IGOs. USAID/OFDA response 

capabilities are discussed in Section 2.3.

NOTE: USAID is the USG’s Lead Federal Agency (LFA) for 

coordinating all aspects of foreign disaster relief.
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Disaster Assistance Response Teams. With the concurrence of the 

Ambassador, a Disaster Assistance Response Team (DART) may deploy to 

an Affected State to assist in the coordination of disaster relief efforts. The 

DART provides an operational presence capable of carrying out sustained 

response activities that may include the following:

• Providing technical assistance to the US Ambassador in 

formulating and executing an appropriate USG response to the 

disaster

• Developing and, on approval, implementing USAID’s response 

strategy

• Continuing to assess and report on the disaster situation and 

recommend follow-up actions, including suggested funding levels

• Coordinating the movement and consignment of relief 

commodities

• Analyzing existing capacity of the infrastructure and relief 

agencies to ensure an appropriate, efficient response

• Reviewing and recommending approval for (or approving, when 

delegated the authority) relief program proposals

• Assisting in the coordination of the USG’s relief efforts with the 

Affected State, other donors and relief agencies and, when present, 

other USG entities, including the US military

• Monitoring and evaluating USAID/OFDA-funded relief activities

• Arranges for the deployment of search and rescue teams based in:

o Fairfax County, Virginia

o Los Angeles County, California

NOTE: Fairfax County, Virginia Fire and Rescue Department 

and Los Angeles County, California Fire and Rescue Department 

each have cooperative agreements with USAID/OFDA to train, 

equip, maintain, and be prepared to deploy as needed, one 

Urban Search and Rescue (USAR) Task Force each as part of a 

DART to international disasters requiring, USAR capabilities. 

Members of these teams are trained to work in an international 

environment, which includes experience with international 

USAR standards and international USAR teams. Some members 

deploy individually filling other positions on the DART.

NOTE: USAID/OFDA’s responsibility and authority are 

specified in the Foreign Assistance Act of 1961, as amended, 

§ 491-493 and from delegated Presidential Authority.
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The DART organizational chart is shown in Figure 1-4.

Figure 1-4: DART Organizational Chart

Response Management Team (RMT). If a DART is deployed, an RMT

will stand up at USAID headquarters in Washington, DC, which is 

USAID’s equivalent of a Joint Operations Center. The RMT provides 

support to the DART and coordinates USG disaster response strategy and 

activities in Washington, DC. The DART relays information on activities, 

needs, and makes recommendations for appropriate USG assistance to the 

RMT. The RMT is organized into three major functional areas

(management, planning, and operations) and serves as the primary liaison 

between the DART, other USAID entities, federal agencies, and Congress.

USAID Field Operations Guide (FOG). USAID/OFDA developed the 

FOG as a reference tool for disaster assessment and response.

The FOG includes:

• Formats and reference material for assessing and reporting on

populations-at-risk (PAR)

• DART position descriptions and duty checklists

• Sample tracking and accounting forms

• Descriptions of USAID/OFDA stockpile commodities

• General information related to disaster activities

• Information on working with the military in the field

• A glossary of acronyms and terms used by USAID/OFDA and 

other organizations with which USAID/OFDA works
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The FOG is available online at: 

http://www.usaid.gov/our_work/humanitarian_assistance/disaster_assistanc

e/resources/pdf/fog_v4.pdf

Contacts at USAID/OFDA

USAID/OFDA maintains regional offices worldwide to assist in responding 

to disasters and developing risk management strategies. Regional advisors 

are an excellent source of information and advice throughout a disaster 

response. Before contacting a USAID/OFDA regional office directly, first 

contact the USAID/OFDA Humanitarian Assistance Advisor/Military 

(HAA/M) representative at the GCC, who can provide initial assistance and 

make contacts with the Regional offices as appropriate. HAA/Ms serve as 

foreign disaster relief subject matter experts. Their roles and 

responsibilities include:

• Participating in FDR strategy and contingency planning activities, 

training, and exercises

• As an SME assist in developing the FDR aspect of the GCC’s

strategic plans and crisis action planning products

• Participating in the GCC Crisis Action Team

• Recommending appropriate components/capabilities in FDR 

operations

• Providing informational briefings to GCC regarding 

USAID/OFDA activities and engagements 

• Participating in After Action Reviews (AAR) 

• Deploying as a member of a DART or with GCC forces in FDR

• Advising on established methods of support to FDR as well as 

humanitarian principles and best practices 

• Coordinating with other USAID staff, as well as members of the 

Joint Inter-Agency Coordination Group

• Coordinating with the humanitarian relief community

USAID/OFDA has Memoranda of Understanding/Agreements with various 

government agencies that are capable of making contributions to FDR 

operations. Those organizations are described in Section 1.6.

1.4.3.3 Office of Food for Peace (Food for Peace Program)

General relief objectives of the USAID Food for Peace Program (FPP) 

include providing food to low-income and other vulnerable individuals and 

populations who are unable to meet basic needs for survival and human 

NOTE: OFDA’s response to FDR does not include food items; 

that responsibility is the purview of the USAID, Office of Food 

for Peace.
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dignity. Individuals may be unable to meet these needs due to an external 

shock, such as a natural disaster or war, or due to socioeconomic 

circumstances, such as age, illness, disability, or discrimination. Such 

individuals are often dependent to some extent upon outside resources to 

meet their basic food and livelihood needs. Activities include provision of 

general or supplementary on-site or take-home rations through 

unconditional safety nets, and food support to institutions assisting the 

destitute, terminally ill, or highly vulnerable children and youth.

1.4.3.4 Office of Military Affairs

Office of Military Affairs (OMA) plays an important role in USAID 

interaction with DOD across the full spectrum of stability operations. OMA 

addresses areas of common interests between defense and development, 

with a focus on improving civilian-military field readiness programs and 

coordination. OMA serves as the agency-wide unit for managing the dayto-day aspects of the USAID-military relationship. OMA assigns senior 

development officers to each GCC and receives LNOs in return. 

1.5 Secretary of Defense

The Secretary of Defense (SECDEF) is the principal defense policy advisor

to the President and is responsible for the formulation and execution of 

defense policy. Under the direction of the President, the SECDEF exercises 

authority, direction, and control over the DOD. The SECDEF is a member 

of the President’s Cabinet and of the National Security Staff. 

Under normal conditions, working under the guidance of the President, and 

with the concurrence of the Secretary of State, SECDEF directs DOD

support to USG humanitarian operations foreign disaster assistance and 

establishes appropriate command relationships.

The SECDEF has delegated the provision to provide assistance to save lives 

in emergencies under Executive Order 12966 to the Geographic Combatant 

Commanders.

1.5.1 Office of the Secretary of Defense

The Office of the Secretary of Defense (OSD) is the principal staff element 

of the Secretary in the exercise of policy development, resource 

management, fiscal, and program evaluation responsibilities. The following 

organizations within OSD are responsible for developing various aspects of 

policy related to Foreign Disaster Relief:

• Under Secretary of Defense for Policy (USDP)

• Assistant Secretary of Defense for International Security Affairs 

(ASD/ISA)

• Assistant Secretary of Defense for Asia/Pacific Security Affairs 

(ASD/APSA)
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• Assistant Secretary of Defense for Special Operations and Low 

Intensity Conflict (ASD/SOLIC)

• Assistant Secretary of Defense for Health Affairs (ASD/HA)

• Assistant Secretary of Defense for Homeland Defense and 

America’s Security Affairs (ASD/HD&ASA) 

• Assistant Secretary of Defense for Networks Information and 

Integration (ASD/NII)

1.5.2 Department of Defense

In addition to its traditional national defense roles, FDR is also a 

Department of Defense (DOD) directed mission. US military forces have 

long played a significant role in supporting foreign disaster relief 

operations. DOD assets may only be used in support of foreign disaster 

relief operations when the following three criteria have been met:

• The military provides a unique service

• International civilian capacity is overwhelmed

• Civilian authorities request or are willing to accept assistance

1.5.2.1 Department of Defense Authority

DOD policy dictates that when the US military becomes involved in foreign 

disaster relief operations:

• The military mission should be clearly defined

• The risks should be minimal

• Other core DOD missions should not be affected

The following directives and instructions provide the authority for DOD 

participation in FDR operations:

Secretary of Defense Message, May 04, Subject: Policy and Procedures 

for Department of Defense Participation in Foreign Disaster 

Relief/Emergency Response Operations. This message from the Office 

of the Assistant Secretary of Defense for Special Operations and Low 

Intensity Conflict (ASD/SOLIC) and the Defense Security Cooperation 

Agency (DSCA) provides guidance on response by regional combatant 

commands to natural or man-made disasters in their areas of responsibility 

and elaborates guidance previously approved by the SECDEF.

Department of Defense Directive (DODD) 5100.46, Foreign Disaster 

Relief. This directive establishes policy guidance for Foreign Disaster 

Relief operations. It defines FDR as prompt aid used to alleviate the 

NOTE: For the benefit of individuals not familiar with DOD; 

Chapter 9 discusses Geographic Combatant Commands; Chapter 

10 describes the cross-cutting agencies and organizations; and 

Chapter 11 discusses DOD’s unique tactical-level capabilities.
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suffering of foreign disaster victims. It also provides for Service 

component participation in FDR operations only after DOS makes a 

determination that FDR shall be provided.

Department of Defense Instruction (DODI) 3000.05, Stability 

Operations. This instruction contains DOD stability operations policy and 

assigns responsibility for the identification and development of US military 

capabilities to support stability operations. This instruction establishes 

stability operations as a core military mission. It outlines DOD policy and 

assigns responsibility for planning and executing stability operations.

Department of Defense Instruction 6000.16, Military Health Support 

for Stability Operations. This instruction describes the medical 

component of stability operations. 

1.5.2.2 Chairman of the Joint Chiefs of Staff 

The Chairman of the Joint Chiefs of Staff (CJCS) is the principal military 

advisor to the President and the Secretary of Defense. The Chairman 

transmits communications to the Geographic Combatant Commanders 

(GCC) from the President and the SECDEF, but does not exercise military

command over operational forces. The CJCS is responsible for 

recommending military capabilities and appropriate supported and 

supporting relationships for FDR operations to the SECDEF.

1.5.2.3 The Joint Staff

The Joint Staff (JS) supports the CJCS in meeting responsibilities for the 

unified strategic direction of the combatant forces, their operation under 

unified commands, and their integration into an efficient team of land, 

naval, and air forces.

NOTE: This policy does not prevent a local military 

commander, at the immediate scene of a foreign disaster, 

from undertaking prompt relief operations in response to 

requests from the local Affected State authorities, when time 

is of the essence and when, in the estimate of the commander, 

humanitarian considerations make it advisable to do so. All 

support requires COM knowledge and approval. This 

authority is referred to as the 72 Hour Life and Limb 

provision or immediate response authority and is discussed in 

Chapter 2.
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Primary Joint Staff directorates provide management of joint operational 

processes, activities, and articulate capabilities associated with the basic 

joint functions.

Figure 1-5 shows the Joint Directorates and their functions.

Joint Directorates Function

J-1 Manpower and Personnel

J-2 Intelligence

J-3 Operations

J-4 Logistics

J-5 Strategic Plans and Policy

J-6 Command, Control, Communications, and Computer 

Systems

J-7 Operational Plans and Joint Force Development

J-8 Force Structure, Resources, and Assessment

Figure 1-5: Joint Directorates

The J-3, J-4, J-5, and J-8 play key roles in validation of FDR requirements.

The Operations Directorate (J-3) assists the Chairman in carrying out his 

responsibilities and is involved in every aspect of the planning, deployment, 

execution, and redeployment of US operational forces in response to 

worldwide crises. The J-3 operates the National Military Command Center 

(NMCC), which integrates operations, intelligence, and logistics expertise. 

The J-3 coordinates with OSD to evaluate DOD capabilities, requested by 

the DOS, in support of FDR. Authorization for a GCC to continue FDR 

operations, past the initial 72 hours following a foreign disaster, deployment 

of forces, and to expend Overseas Humanitarian Disaster and Civic Aid 

(OHDACA) funds, must be authorized by the SECDEF through a CJCS 

Execution Order.

The Logistics Directorate (J-4) coordinates the logistics and transportation 

requirements through the Joint Logistics Operations Center (JLOC), located 

within the NMCC.

The Strategic Plans and Policy Directorate (J-5) coordinates policy, is the 

principal representative of CJCS in interagency forums related to FDR, and 

has primary responsibility for the contingency plans (CONPLANs) in 

support of FDR.

The Force Structure, Resources, and Assessment Directorate (J-8) 

coordinates with the supported Combatant Commander and OSD 

(Comptroller) to secure FDR funding.

1.5.2.4 Joint Doctrine

The following publications provide Joint doctrinal guidance related to the 

FDR mission. This guidance helps to define DOD roles and responsibilities 

in this mission area.
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Joint Publication 3-29, Foreign Humanitarian Assistance. JP 3-29

contains joint doctrine for FDR operations. It provides guidance for the 

various types of missions in which military assets may be involved. It also 

discusses interagency coordination, roles and responsibilities, and the 

principal organizations involved (military, governmental, public, and 

private sector). Finally, JP 3-29 details the military planning process for 

FDR as well as the execution and assessment of important aspects of 

operations.

Joint Publication 3-33, Joint Task Force Headquarters. JP 3-33 

provides joint doctrine for the formation and employment of a Joint Task 

Force Headquarters (JTF-HQ) to command and control joint operations. It 

provides guidance on the JTF-HQ role in planning, preparing, executing, 

and assessing JTF operations.

1.5.2.5 Geographic Combatant Commanders

Geographic Combatant Commanders (GCC) direct military operations 

within their areas of responsibility (AORs). FDR missions are undertaken 

in response to requirements identified by the Chief of Mission in disasteraffected states. In response to a foreign disaster, the supported GCC 

typically forms a Joint Task Force (JTF). If the requested requirements are 

beyond the scope of the forces allocated to the GCC, the GCC will submit a 

Request for Forces (RFF) to the Joint Staff J-3. Additional information 

regarding GCCs is included in Chapter 9.

1.5.2.6 Functional Combatant Commands

The following Unified Commands have cross-cutting capabilities for the 

provision of personnel and resources in support of the geographic 

combatant commands:

• US Special Operations Command

• US Strategic Command

• US Transportation Command

Additional information can be found in Chapter 10.

1.5.2.7 Defense Agencies

Defense agencies provide support to OSD and conduct programming in 

specialized areas of concern according to defense policy. Defense agencies 

that frequently support FDR operations include:

• Defense Information Systems Agency 

• Defense Logistics Agency

• Defense Security Cooperation Agency 

• National Geospatial Agency 

For additional information, refer to Chapter 10.
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1.6 Other Government Agencies

The scope of some disasters may require resources from the following USG 

agencies and departments:

1.6.1 US Department of Agriculture

The mission of the US Department of Agriculture (USDA) is to provide 

leadership on matters related to agriculture, food safety, natural resources, 

and related issues. USDA’s Foreign Market Development Program works 

with USAID to assist foreign countries in the development, maintenance, 

and implementation of agricultural commodity standards, market news 

reporting services, and livestock and meat grading services. USDA 

includes the US Forest Service, which may have a direct role in FDR 

operations.

1.6.1.1 United States Forest Service

The Forest Service’s Fire and Aviation Management organization works to 

advance technologies in fire management; maintain and improve 

mobilization and tracking systems; and supports federal, state, and 

international partners in matters related to fire suppression.

The International Programs Office coordinates the Forest Service’s 

international work. The Disaster Assistance Support Program (DASP),

within the International Programs Office, provides USAID/OFDA with 

essential technical support in disaster response management, planning, 

operations, preparedness, and prevention. DASP can also access 

capabilities within the Forest Service’s Fire and Aviation Management 

organization to support USAID/OFDA activities.

1.6.2 US Department of Commerce/National Oceanic and Atmospheric 

Administration

The National Oceanic and Atmospheric Administration (NOAA) is a 

subordinate organization within the US Department of Commerce and 

functions as a supplier of environmental information products pertaining to 

the state of the oceans and the atmosphere through the National Weather 

Service. Specifically, NOAA seeks to understand and predict changes in 

climate, weather, oceans, and coasts; to share that knowledge and 

information with others who require this information for strategic decisionmaking; and to conserve and manage coastal and marine ecosystems and 

resources.

1.6.3 US Department of Energy/Nuclear Regulatory Commission

The mission of the Department of Energy is to ensure America's security 

and prosperity by addressing its energy, environmental, and nuclear 

challenges through transformative science and technology solutions. 

A predictable cascade to large-scale international disasters is damage to 

national power infrastructure systems and nuclear reactors. The Department 
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of Energy, and its subordinate agency the Nuclear Regulatory Commission, 

play key roles in advising Affected States in energy infrastructure 

restoration and in controlling damage that has occurred to nuclear power 

infrastructure.

1.6.4 US Department of Health and Human Services 

Health and Human Services (HHS) is the USG's principal agency for 

protecting the health of all Americans and providing essential human 

services, especially for those who are least able to help themselves.

During an international disaster response, Health and Human Services

(HHS) will support USAID/OFDA in cooperation with other USG agencies 

and international partners. HHS may assist, as requested, at the strategic, 

operational, and tactical levels. Depending on the nature of the request, 

HHS personnel may provide technical assistance or implement the response 

in a supporting role.

HHS is authorized to provide leadership in international programs, 

initiatives, and policies that deal with public health and medical emergency 

preparedness and response through the office of the Assistant Secretary for 

Preparedness and Response (ASPR).

1.6.4.1 Centers for Disease Control and Prevention (CDC)

Working with US states and other partners, CDC provides a system of 

health surveillance to monitor and prevent disease outbreaks (including 

bioterrorism), implement disease prevention strategies, and maintain 

national health statistics. The CDC also provides for immunization 

services, workplace safety, and environmental disease prevention. Among 

the most important components with international responsibility is the 

Coordinating Office for Global Health, which provides national leadership, 

coordination, and support for CDC’s global health partners.

1.6.5 US Department of the Interior/United States Geological Survey 

The Department of the Interior/US Geological Survey (USGS) supports 

FDR in two ways. First, with the Volcano Disaster Assistance Program 

(VDAP). VDAP teams can be quickly mobilized and deployed worldwide 

(in support of USAID/OFDA) to assess and monitor hazards associated 

with volcanoes threatening to erupt. Second, the USGS Earthquake 

Hazards Program produces ShakeMap in conjunction with regional seismic 

NOTE: The 2011 earthquake and tsunami in Japan gave a 

clear demonstration of the phenomena of cascading effects in 

disasters and the subsequent damage to critical infrastructure, 

including nuclear power plants.
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network operators. ShakeMap sites provide near-real-time maps of ground 

motion and shaking intensity following significant earthquakes. Those

maps are used for post-earthquake response and recovery, public and 

scientific information, as well as for preparedness exercises and disaster 

planning.

1.6.6 US Department of the Treasury

The Office of Foreign Assets Control (OFAC) of the US Department of the 

Treasury administers and enforces economic and trade sanctions based on 

US foreign policy and national security goals. There are instances when a 

natural disaster occurs in which the US will provide assistance to a country 

under sanction. In those cases, when a humanitarian organization such as 

an NGO is funded to carry out USAID programs in a country where 

sanctions exist, USAID will apply for an OFAC license through the 

Department of State. Additionally, the NGO may be required to seek a 

commercial export license from the Department of Commerce when 

transferring funds or assets to a country under sanction.
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CHAPTER 2 - US GOVERNMENT FOREIGN DISASTER RELIEF 

PROCESS

2.1 Overview

The United States Government (USG) response to foreign disasters is not a 

linear process; it involves nearly simultaneous activities of several key 

officials and agencies within the Department of State (DOS), US Agency 

for International Development (USAID), and the Department of Defense 

(DOD). This chapter describes the process normally used in response to a 

request for assistance from an Affected State following a natural disaster. 

Figure 2-1 reflects the USG interagency coordination process that results in 

DOD participation.

Figure 2-1: Interagency Coordination after a Disaster Occurs

2.2 Department of State and United States Agency for International 

Development Disaster Response Process

This section describes the process used by the DOS, diplomatic personnel, 

and USAID in response to foreign disasters.

2.2.1 Mission Disaster Relief Officer

The Mission Disaster Relief Officer (MDRO), described in Section 1.4.1.5, 

will take several actions when a foreign disaster occurs: 

• Verifies the magnitude of the disaster and the impact on the 

population through Affected State government officials, other 

embassies, non-governmental organizations (NGOs), the UN, 
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Intergovernmental Organization (IGO) representatives, and Red 

Cross and Red Crescent societies

• Notifies the Ambassador and provides an overview of the situation

(in some cases, depending upon the scope of the disaster, the 

mission’s emergency action committee will be convened)

• Contacts USAID/OFDA’s Regional Advisor in the affected region 

to ensure communication flow and coordination

• Drafts the Disaster Declaration Cable for approval by the 

Ambassador, and alerts USAID/OFDA Washington (providing 

background and current situation information regarding the 

disaster and the mission’s anticipated course of action—sometimes 

using a Disaster Alert Cable)

2.2.2 Disaster Declaration Cable

When requesting assistance from USAID/OFDA, the Ambassador issues a 

disaster declaration cable stating that the disaster has met the following 

USAID/OFDA criteria:

• The Affected State requests, or will accept, assistance

• The disaster is beyond the ability of the Affected State to respond

• Responding is in the interest of the USG

That determination is usually made in consultation with USAID/OFDA 

Regional Advisors. For countries without an official US diplomatic 

presence, the Assistant Secretary of State for the appropriate region may 

declare a disaster via a memorandum from the State Department to the 

Director of USAID/OFDA. 

The cable may include:

• The extent to which the Affected State needs assistance to respond 

adequately to the disaster

• The intended use of requested resources, including recommended 

organization(s) through which funds will be channeled 

• Estimated size of the population-at-risk

• Estimated number of people injured or killed

• Estimated number of displaced and homeless

• Immediate humanitarian needs

• Disaster background information such as geographic location and 

damage to infrastructure, crops, and livestock

• Other donor efforts and contributions

• Additional information from assessment reports
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2.3 USAID/OFDA Disaster Response Options

The USAID/OFDA disaster response includes several options:

• Provide an initial $50,000 for immediate disaster relief 

• Deploy Regional Advisors to the Affected State 

• Deploy an Assessment Team

• Provide USG relief commodities from USAID/OFDA warehouses

• Deploy a Disaster Assistance Response Team (DART)

• Stand up a Response Management Team in Washington

• Provide grants/funding to UN, NGOs, and IGOs

If requirements cannot be met using these options alone, USAID/OFDA 

may request assistance from DOD and other USG agencies.

2.3.1 Provide Initial $50,000

The Ambassador can request up to $50,000 for immediate disaster relief 

from USAID/OFDA (referred to as “Ambassador’s Authority”). Those 

funds are to be used for immediate disaster relief or rehabilitation and not 

for long-term reconstruction or to purchase food. Humanitarian and relief 

assistance are generally designated for organizations involved in initial 

response rather than for Affected State institutions. Any assistance 

requested above that amount must be coordinated with, and approved by,

USAID/OFDA. 

2.3.2 Deploy Regional Advisors

USAID/OFDA Regional Advisors conduct vulnerability and damage 

assessments; coordinate with other donors; work closely with UN agencies, 

Red Cross/Red Crescent societies, and NGOs. Regional Advisors also 

determine need for relief commodities and coordinate with the Country 

Team on overall USG relief efforts.

2.3.3 Deploy Assessment Team

USAID/OFDA’s assessment teams are typically composed of both regional 

and sector-specific specialists (such as experts in medical and public health, 

water and sanitation, food safety and nutrition, shelter and mass care, 

hazard-specific expertise, and logistics), as well as management staff 

NOTE: The decision to use additional response options, beyond 

the initial $50,000, is made by the USAID/OFDA Director based 

on the magnitude of the disaster and the Affected State’s own 

response capabilities. Except for the deployment of Regional 

Advisors and Assessment Teams, all USAID/OFDA response 

options require issuance of a disaster declaration.
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familiar with USAID/OFDA policies, procedures, general coordination, and 

programmatic functions. Assessment teams provide information and 

recommendations to all concerned to enable timely decisions regarding 

USG response.

2.3.4 Provide USAID/OFDA Relief Commodities

USAID/OFDA may provide disaster relief commodities (such as blankets, 

plastic sheeting, and water containers) from their worldwide stockpiles 

(Miami, Florida; Pisa, Italy; and, Dubai, United Arab Emirates). 

USAID/OFDA contracts transportation services via sealift or land transport

and may also fund air transport of emergency commodities when urgent 

delivery is required.

2.3.5 Deploy Disaster Assistance Response Team

USAID/OFDA may deploy a DART into the disaster area to assist in 

coordination of the FDR effort. The DART assists the Embassy with the 

management of the USG response to the disaster. The DART leader reports 

to the Ambassador; ensures USG disaster relief efforts are coordinated; and,

concurrently reports to the USAID/OFDA Response Director in 

Washington to ensure that USAID/OFDA’s mandate and mission are 

carried out effectively. Prior to deployment, the DART leader receives the 

objectives, priorities, constraints, and reporting requirements for the DART.

DARTs coordinate their activities with the Affected State, NGOs, IGOs, 

UN relief agencies, and other donor nations. When US military assets are 

involved with the disaster response, the DART works closely with those 

assets to ensure a coordinated USG effort.

2.3.6 Stand up a Response Management Team

If a DART is deployed by USAID/OFDA, a Response Management Team 

(RMT) will stand up at USAID headquarters in Washington, DC, which is 

USAID’s “Joint Operations Center.” The RMT provides support to the 

DART and coordinates USG disaster response strategy and activities in 

Washington, DC. The DART relays information on activities, needs, and 

recommendations to the RMT. The RMT is organized into three major 

NOTE: USAID/OFDA may request DOD assistance with the 

transportation of emergency relief commodities when, for 

example, commercial alternatives are unavailable or when 

unique military capabilities can expedite relief efforts during 

urgent, life-saving situations.
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functional areas (management, planning, and operations) and serves as the 

primary liaison between the DART, other USAID entities, federal agencies,

and Congress. The RMT takes the lead role in the operational aspects of the 

disaster response, determining the best method to activate and coordinate 

resources, including funding, staffing, and relief supplies.

2.3.7 Provide Grants/Funding to UN, NGOs and IGOs

USAID/OFDA can provide funding to implement emergency programs to 

NGOs, IGOs, and IOs, including UN agencies. NGOs do not have to be 

US-based, nor do they have to be registered as private voluntary 

organizations with USAID to be eligible to receive funding. USAID/OFDA 

works with the MDRO to learn the capabilities within the NGO community 

before making funding decisions.

2.3.8 DOD Participation in FDR

After the Disaster Declaration Cable is transmitted, USAID/OFDA and 

DOS commence determination of the level of USG assistance. If 

USAID/OFDA identifies a requirement within an Affected State that can be 

most effectively met by DOD, DOS will initiate a request through the 

Office of the Secretary of Defense.

2.4 DOD FDR Response Process

Once specific requirements for DOD’s unique capabilities have been 

identified by USAID/OFDA, they then forward a draft request for 

assistance to the DOS Executive Secretary (EXECSEC). The DOS 

EXECSEC reviews the request, and then forwards a memorandum to the 

DOD EXECSEC specifying the type of assistance requested and whether 

the support requested is reimbursable or non-reimbursable basis. That

memorandum:

• Preserves visibility and decision-making authority for OSD on the 

use of DOD assets and personnel

• Helps to ensure that any request for assistance is vetted and 

validated through senior leadership at USAID/OFDA and DOS

• Allows officials in OSD to review the request against other 

potential demands upon DOD resources

NOTE: The response options listed above can be delivered 

separately or in combination. However, USAID/OFDA may also 

choose not to provide assistance for the disaster declaration. If 

no assistance is provided, the cable to the US Embassy in the 

Affected State should detail the basis for that decision.
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If the mission is to be undertaken on a non-reimbursable basis, OSD will 

vet the request with relevant offices and determine, through the Defense 

Security Cooperation Agency (DSCA), if sufficient resources are available.

See Figures 2-2 and 2-3 for sample memoranda reflecting DOS requests for 

reimbursable and non-reimbursable support.

Upon approval by the Secretary of Defense or the Deputy Secretary of 

Defense, the GCC is authorized to commence relief operations. The Joint 

Staff will then issue an Execute Order (EXORD) to guide the GCC in its 

response.

DOD and USAID/OFDA may exchange Liaison Officers at all levels to 

facilitate a coordinated response. The Liaison Officer’s mission is to 

distribute assessments, convey resource requirements, articulate current 

operations status, and assist with future plans.

Consistent with their Title 10 authorities, GCCs and their subordinate 

commanders, geographically located in an area affected by a natural 

disaster, and to which the US Ambassador has issued a disaster declaration, 

are authorized to provide timely, life-saving assistance for up to 72 hours if 

requested by local authorities (this is commonly referred to as the 

immediate response authority, and is also known as the 72 hour, life and 

limb provision). If this provision is utilized the Secretary of Defense 

(SECDEF) will be notified as soon as practicable. After 72 hours, 

Commanders should evaluate whether mission support continues to meet 

the intent of immediate response authority and they must have SECDEF 

approval to continue support.

NOTE: DOD always functions in a supporting role during FDR 

operations. USAID/OFDA provides coordination and advisory 

interface between the military and the humanitarian relief 

community at the strategic level in Washington, DC; at the 

operational level at the GCC; and at the tactical level with the 

JTF.
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Figure 2-2: Example Reimbursable EXECSEC Memo
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Figure 2-3: Example Non-reimbursable EXECSEC Memo
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2.5 Other US Government Organizations

USAID/OFDA has standing agreements with the following US government 

entities:

• Department of Agriculture/US Forest Service

• Department of Commerce

o US Census Bureau

o National Institute of Standards and Technology

o National Oceanic and Atmospheric Administration

• Department of Health and Human Services/

o Agency for Toxic Substance and Disease Registry 

o Centers for Disease Control and Prevention

• Department of Homeland Security

o US Coast Guard

o Federal Emergency Management Agency

• Department of Interior/US Geological Survey

• Department of Treasury

• General Services Administration

• National Science Foundation

• Peace Corps

Subsequent to a natural disaster, USAID/OFDA may elect to request 

support from one of the aforementioned agencies in accordance with 

previously established agreements or they may elect to establish a new 

agreement with other agencies and entities where appropriate.
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CHAPTER 3 - INTERNATIONAL PARTICIPANTS AND GUIDING 

PRINCIPLES OF INTERNATIONAL HUMANITARIAN 

ASSISTANCE

3.1 Overview

This chapter describes the humanitarian principles, international guidelines, 

and the roles and responsibilities of the international entities that participate 

in foreign disaster relief (FDR) operations.

3.2 Humanitarian Principles

The guiding principles of humanity, neutrality, impartiality, and operational 

independence, adopted by the United Nations (UN), form the basis of 

international humanitarian assistance. 

• Humanity. Human suffering must be addressed wherever it is 

found; the purpose of humanitarian action is to protect life, health,

and ensure respect for human beings

• Neutrality. Humanitarian participants must not take sides in 

hostilities or engage in controversies of a political, racial, religious, 

or ideological nature

• Impartiality. Humanitarian action must be carried out on the basis 

of need alone, giving priority to the most urgent cases of distress 

and making no distinctions on the basis of nationality, race, 

gender, religious belief, class, or political opinion

• Operational Independence. Humanitarian action must be 

autonomous from the political, economic, military, or other 

objectives that any organization may hold with regard to areas 

where humanitarian action is being implemented

Improperly delivered aid can divide communities, fuel conflicts, force 

displacement, and build cultures of dependency. Consistent with the 

guiding principles, effective delivery of humanitarian aid will:

• Provide for the needs of the Affected State, with special emphasis 

on the needs of women, children, and persons most vulnerable

• Be consistent with internationally recognized standards

• Be provided by trained personnel with the involvement of the 

affected population and in a manner respectful of the local 

customs, religions, and culture

These principles are the underpinnings that guide actions and help define 

the roles and responsibilities of participants, whether they are NonNOTE: Humanitarian relief should be provided under the 

general principle of Do No Harm.
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Governmental Organizations (NGO), Intergovernmental Organizations 

(IGO), the UN, or military/civil defense forces participating in the response 

effort. Guidelines for DOD interaction with NGOs are provided in 

Appendix B. 

3.3 International Guidelines

3.3.1 Oslo Guidelines

The Oslo Guidelines, formally titled Guidelines on the Use of Foreign 

Military and Civil Defence Assets in Disaster Relief (rev. 1.1, Nov. 2007), 

establish the basic framework for formalizing and improving the 

effectiveness and efficiency of the use of foreign Military and Civil Defense 

Assets (MCDA) in international disaster relief operations. The UN InterAgency Standing Committee (IASC) and the UN humanitarian agencies 

have agreed to these guidelines. While a significant number of Member 

States have participated in the development of the guidelines and endorsed 

their use, they are not binding on Member States. Implementing and 

operational partners are encouraged to follow this guidance. Member States 

and regional organizations engaged in relief or military operations in 

response to natural disasters are also encouraged to use the principles and 

procedures provided. The Oslo guidelines:

• Address the use of MCDA following natural, technological and 

environmental emergencies in times of peace

• Cover the use of United Nations (UN) MCDA resources requested 

by the UN humanitarian agencies and deployed under UN control 

specifically to support humanitarian activities, as well as, other 

foreign MCDA that might be available

• Provide principles, concepts, and procedures for requesting and 

coordinating MCDA when these resources are deemed necessary 

and appropriate, and for interfacing with foreign military forces 

who are conducting activities which impact on UN humanitarian 

activities

• Are primarily intended for use by UN humanitarian agencies and 

their implementing and operational partners, Resident and 

Humanitarian Coordinators, MCDA commanders and commanders 

of other deployed forces performing missions in support of the UN 

humanitarian agencies and liaison officers coordinating UN 

humanitarian activities with foreign military forces

The following terms are essential for establishing a common understanding 

of the terminology used by the Oslo Guidelines. 

Humanitarian Assistance. Humanitarian assistance is aid to an affected 

population that seeks, as its primary purpose, to save lives and alleviate 
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suffering of a crisis-affected population. For the purposes of these 

guidelines, assistance can be divided into three categories based on the 

degree of contact with the affected population. 

• Direct Assistance is the face-to-face distribution of goods and 

services

• Indirect Assistance is at least one step removed from the 

population and involves such activities as transporting relief goods 

or relief personnel 

• Infrastructure Support involves providing general services, such 

as road repair, airspace management and power generation that 

facilitate relief, but are not necessarily visible to or solely for the 

benefit of the affected population

These categories are important because they help define which types of 

humanitarian activities might be appropriate to support with international 

military resources under different conditions, given that ample consultation 

has been conducted with all concerned parties to explain the nature and 

necessity of the assistance.

International Disaster Relief Assistance. In the context of the present 

Guidelines, International Disaster Relief Assistance (IDRA) means 

material, personnel, and services provided by the international community 

to an Affected State to meet the needs of those affected by a disaster. It 

includes all actions necessary to grant and facilitate movement over the 

territory, including the territorial waters and the airspace, of a Transit State. 

IDRA delivered in accordance with the humanitarian principles identified 

above is humanitarian assistance.

Military and Civil Defense Assets (MCDA). MCDA are comprised of

relief personnel, equipment, supplies, and services provided by foreign 

military and civil defense organizations for IDRA. Further, for the purpose 

of this handbook, civil defense organization means any organization that, 

under the control of a Government, performs the functions enumerated in 

paragraph 61 of Additional Protocol I to the Geneva Conventions of 1949. 

When these forces are under UN control, they are referred to as MCDA.

Other Deployed Forces. These are all military and civil defense forces 

deployed in the region other than MCDA. They include the forces deployed 

by the Affected State and any foreign forces deployed under bilateral 

agreements or under the auspices of organizations other than the UN. 

Last Resort: Foreign MCDA should be requested only where there is no 

comparable civilian alternative and only the use of MCDA can meet a 

critical humanitarian need. The MCDA must therefore be unique in 

capability and availability.
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3.4 International Response

International response efforts are conducted by a diverse group of 

organizations and entities. The independence of those organizations 

precludes the hierarchical command and control architecture that is 

traditionally used by the military. To those new to FDR operations, that 

lack of structure can create a perception of chaos often referred to as the fog 

of relief, see Figure 2-1.

Figure 3-1: Fog of Relief

Despite the perception that no one is in charge of international disaster 

response efforts, the Affected State, as a sovereign nation, has the primary 

responsibility for coordination, implementation, and monitoring of relief 

operations, including security for relief and disaster response personnel. 

3.5 Affected State 

The Affected State is an independent nation whose sovereignty and 

integrity shall be respected. Therefore, international relief operations shall 

be conducted only at the request or consent of the Affected State.

3.6 Transit State

A Transit State is a state through which disaster relief or recovery assistance

personnel and supplies have received permission to pass to or from the 

Affected State.
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3.7 Donor Nation

A donor nation provides financial, material, and personnel support to assist 

in the response and recovery from disasters.

3.8 International Participants

Military personnel participating in FDR operations should familiarize 

themselves with the organizational structure of the UN, Intergovernmental 

Organizations (IGO), and Non-Governmental Organizations (NGO).

An International Organization (IO) is any institution that operates in more 

than one country. An IO may be a Non-governmental Organization (NGO) 

or an Intergovernmental Organization (IGO).

International FDR participants, and some of the roles and responsibilities 

they fulfill, are delineated below.

3.8.1 International Organizations

International Organizations (IO) may be created by formal agreement 

between two or more governments. They may be established on a global, 

regional, or functional basis for wide-ranging or narrowly defined purposes. 

They are formed to protect and promote national interests shared by 

member states.

3.8.1.1 United Nations

The UN is an international organization, composed of member nations, 

chartered to facilitate cooperation in international law, international 

security, economic development, social progress, human rights, and 

achievement of world peace. The UN has the lead role in the international 

community to respond to natural and man-made disasters that are beyond 

the capacity of national authorities alone. The UN is a major provider of 

emergency relief and long-term assistance, a catalyst for action by 

governments and relief agencies, and an advocate on behalf of populations 

affected by disasters. A description of key UN personnel, elements, and 

agencies follow.

NOTE: In the case of a failed State or when the Affected State is 

unable to execute responsibilities for disaster response 

operations, while working with the Affected State, the UN will 

take a larger role in coordinating the response efforts. In all 

cases, the response will be coordinated through the UN 

orchestrated Cluster Approach. The UN Cluster Approach is 

described in Section 3.8.1.8.
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UN Emergency Resident Coordinator/Humanitarian Coordinator

The UN Resident Coordinator/ Humanitarian Coordinator (RC/HC) has a 

leading role in coordinating international relief with an Affected State, 

functioning as the chair of the Humanitarian Country Team, and assisting 

international UN humanitarian efforts in the Affected State.

UN Country Team

A UN Country Team consists of UN agencies, funds, and programs that 

primarily do development work, but are mobilized for disaster response 

missions. The UN Country Team should not be confused with a US 

Embassy Country Team (referred to throughout the handbook as a “Country 

Team”), which consists of the Ambassador/Chief of Mission and personnel 

assigned to a US Embassy.

Inter-Agency Standing Committee

Under the leadership of the UN Under-Secretary-General/Emergency Relief 

Coordinator (UN/ERC), the IASC develops humanitarian policies, agrees 

on a clear division of responsibility for the various aspects of humanitarian 

assistance, identifies and addresses gaps in response, and advocates for 

effective application of humanitarian principles. The IASC is a unique 

inter-agency standing committee that provides a strategic forum for 

coordination, policy development, and decision-making involving key UN 

and non-UN humanitarian assistance partners. 

UN Disaster Management Team

In consultation with the Affected State and the UN Country Team, the UN 

RC/HC is expected to form a UN Disaster Management Team (UN DMT), 

which will prepare a disaster management plan. The UN RC/HC acts also 

as the focal point to ensure the effective dovetailing of relief assistance into 

rehabilitation and reconstruction programs. The purpose of a UN DMT is 

to ensure a prompt, effective, and concerted country-level response by the 

UN system. The team coordinates all disaster-related activities, technical 

advice, and material assistance provided by UN agencies, as well as take 

steps to avoid wasteful duplication or competition for resources by UN 

agencies. It is vital that the policies of the UN DMT mirror those approved 

by the Affected State.

UN Office for the Coordination of Humanitarian Affairs

The UN Office for the Coordination of Humanitarian Affairs (OCHA) is the 

arm of the UN Secretariat that is responsible for bringing together 

humanitarian response participants to ensure a coherent response to 

disasters. In addition, OCHA is responsible for ensuring the most efficient 

use of MCDA in humanitarian response operations by facilitating the 
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relationship between the humanitarian and military components of a relief 

operation. UN OCHA is also responsible for operating the ReliefWeb and 

One Response websites, and manages the following resources:

UN Disaster Assessment and Coordination (UNDAC) Team. A fiveperson team assigned to support the Humanitarian Country Team with 

initial assessment and coordination of UN and other humanitarian efforts in 

response to a disaster. UNDAC teams normally arrive very early in a 

response.

On-site Operations Coordination Center (OSOCC). The OSOCC is 

established by the UN in the Affected State to coordinate incoming 

international disaster assistance.

Virtual On-site Operations Coordination Center (VOSOCC). The 

VOSOCC is a web-based information-sharing portal containing details of 

operational humanitarian response http://ocha.unog.ch/virtualosocc/. 

UN Civil Military Coordination (UN-CMCoord) Section. The focal 

point for UN-CMCoord in the United Nations System is the Civil-Military 

Coordination Section (CMCS) of OCHA. In disaster response, CMCS may 

deploy UN-CMCoord Officers who assist in civil-military coordination. 

CMCS also provides a UN-CMCoord training program and supports 

military exercises.

UN Humanitarian Air Service (UNHAS). UNHAS is operated by the 

World Food Program to provide UN and other humanitarian organizations 

with safe and reliable air transport during disasters.

UN Cluster Approach. The UN Cluster Approach is the principle 

construct, utilized by the international humanitarian community, to facilitate 

a coordinated humanitarian response to an Affected State. The Cluster 

Approach ensures predictability and accountability in international 

responses to humanitarian emergencies, by clarifying the division of labor 

among organizations, and better defining their roles and responsibilities 

within the different sectors of response.

NOTE: Origins of the Cluster Approach. Ad-hoc and 

disjointed responses to multiple humanitarian emergencies 

prompted the UN Emergency Relief Coordinator (ERC) to 

initiate an independent Humanitarian Response Review in 

2005. As a result of the review, the Cluster Approach was 

developed to address gaps and strengthen the effectiveness 

of humanitarian response through better coordination and 

collaboration between disaster response organizations.
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The UN Cluster Approach designates lead entities to coordinate response 

efforts for specific mission areas. Requirements are identified by 

participating organizations, in collaboration with the Affected State, and 

UN member organizations volunteer to fulfill them. Cluster leads have no 

authority to assign missions; they must meet requirements using 

coordination, collaboration, cooperation, and communication. The Cluster 

sector activities and respective leads are reflected in the following table:

# Sector or Area of 

Activity Global Cluster Lead Symbol

1 Agriculture UN Food and Agriculture 

Organization (FAO)

2 Camp Coordination 

& Camp 

Management 

UN High Commissioner for 

Refugees (UNHCR) 

International Organization for 

Migration (IOM) 

3 Early Recovery UN Development Program 

(UNDP) 

4 Education UN Children’s Fund 

(UNICEF) and Save the 

Children UK (SC UK) 

5 Emergency Shelter UNHCR and International 

Federation of the Red 

Cross/Red Crescent Society 

(IFRC) 

6 Emergency 

Telecommunications 

UN Office for the 

Coordination of Humanitarian 

Affairs (OCHA) (process 

owner), World Food Program 

(WFP) (telecoms provider) and 

UNICEF 

7 Health World Health Organization 

(WHO) 
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8 Logistics World Food Program 

9 Nutrition UN Children’s Fund 

10 Protection UN High Commissioner for 

Refugees 

11 Water, Sanitation & 

Hygiene 

UN Children’s Fund 

Figure 3-2: UN Cluster Approach

Additional IOs include the North Atlantic Treaty Organization (NATO), the 

European Union (EU), the Organization for Security and Cooperation in 

Europe (OSCE), the Organization of American States (OAS), and the 

African Union (AU). NATO and OSCE are regional security organizations, 

while the EU, the AU, and the OAS are regional, common-interest 

organizations.

3.8.2 Intergovernmental Organizations

Intergovernmental Organizations (IGO) exist when two or more 

governments sign a multilateral treaty to form such a body and agree to 

finance its operations. As international entities that are created by states 

and that have physical plants, offices, personnel, equipment, and budgets, 

IGOs possess legal personality in international law. They can enter into 

agreements, conventions, and treaties; they can sue and be sued; they can 

possess property; and their staffs enjoy diplomatic status. An example of an 

IGO is the International Organization for Migration (IOM).

3.8.3 Non-Governmental Organizations 

Non-Governmental Organizations (NGO) are independent, adaptable, and 

diverse primary relief providers. They fill a critical role in foreign disaster 

relief because many have long-term, sustaining missions and are frequently 

on scene before disasters occur—some operating in high-risk areas. They 

are likely to remain long after others have departed. Because of their 

capability to respond quickly and effectively to crises, they can lessen the 

need for military resources. For more information on NGOs, refer to the 

Guide to Nongovernmental Organizations for the Military, listed in 

Appendix F-References.
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3.8.3.1 International Red Cross and Red Crescent Movement 

On 22 June 2006, the ICRC 

announced that the International 

Red Cross and Red Crescent 

Movement adopted the Red Crystal 

as additional emblem for use by the 

national societies.

The International Red Cross and Red Crescent Movement consists of three 

separate and distinct entities, each with its own specific mission:

• International Committee of the Red Cross (ICRC) - Based in 

Geneva, ICRC is mandated to protect victims of armed conflict 

under International Humanitarian Law (aka, "Law of Armed 

Conflict"); the ICRC operates in conflict situations

• International Federation of Red Cross and Red Crescent Societies

(IFRC) - Also based in Geneva, Switzerland, the IFRC acts as a 

secretariat for the national Red Cross and Red Crescent Societies, 

and assists in disaster management and response. The IFRC 

supports national societies in disaster situations

• National Red Cross or Red Crescent Societies - The 186 

recognized national Red Cross or Red Crescent Societies are 

auxiliaries of their governments; national societies assist in both 

disasters and conflict situations 

The DOD is most likely to interface with the IFRC and Red Cross/Red 

Crescent Societies during FDR operations. 
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CHAPTER 4 - COORDINATION, COLLABORATION, 

COOPERATION, COMMUNICATION, AND CULTURAL 

AWARENESS

4.1 Overview

This chapter highlights the importance of coordination, collaboration, 

cooperation, communication, and cultural awareness in achieving unity of 

effort in a FDR environment. The Joint Task Force (JTF) should become 

familiar with existing strategies and plans from the diverse FDR 

participants, including, but not limited to:

• Affected State

• US Ambassador and Country Team

• Geographic Combatant Command (GCC) Desk Officer

• US Agency for International Development (USAID), Office of US 

Foreign Disaster Assistance (OFDA), Disaster Assistance 

Response Team (DART)

• Army, Navy, and Marine Corps Civil Affairs teams operating in 

the area

• United Nations (UN), Intergovernmental Organizations (IGO), and 

Non-Governmental Organizations (NGO)

4.2 Coordination, Collaboration, and Cooperation

4.2.1 Coordination

US military FDR coordination efforts begin with USAID/OFDA prior to 

deployment and includes the exchange of Liaison Officers (LNO). In 

addition, overall response efforts may be enhanced by:

• Assigning an LNO to the Country Team

• Assigning an LNO to appropriate United Nations (UN) clusters

• Maximizing coordination of Public Affairs Officer (PAO) at JTF, 

Department of State (DOS), GCC and the Office of the Secretary 

of Defense (OSD) to disseminate information consistently and 

accurately

• Integrating Information Operations into FDR efforts; this is a key 

to gaining and maintaining awareness of the operational 

environment, as well as shaping it (e.g., deterring violence, looting, 

and other illegal activity)

NOTE: LNOs are critical in the early stages of the operation 

when the various agencies involved have not yet established 

an effective coordination mechanism.
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• Using the Affected State’s communication infrastructure to 

minimize the use of US military equipment

Coordination with other intergovernmental organizations and nonmilitary 

partners requires all participants to effectively share information. The 

organization depicted in Figure 4-1 was used in Haiti disaster relief 

operations and provides a template for large-scale response operations.

Figure 4-1: Example of USG Interagency Coordination in Support of UN 

International Relief Operations in Haiti
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4.2.2 Collaboration 

Collaboration with USAID/OFDA, the Country Team, the Affected State, 

UN, NGOs and IGOs, is key to developing and maintaining situational 

awareness, determining requirements, and supporting the response effort. 

There may be response operations in Affected States where there is not a 

Department of Defense equivalent such as a Ministry of Defense. In such 

cases, the Ministry of Interior or equivalent organization may be the JTF 

Commander’s best option for working with Affected State military forces; 

however, a decision in that regard should be based upon the 

recommendation of USAID/OFDA and the Country Team.

4.2.2.1 Information Sharing

Communications paths to enable the sharing of information between US 

and response partners must be established early to facilitate coordination 

prior to, and during, FDR operations.

NOTE: Early in Operation Unified Response, following the 

earthquake in Haiti, a decision was made by the GCC 

commander to be open and transparent. To achieve that 

objective, Joint Task Force-Haiti primarily operated on 

unclassified systems, and used commercially available 

programs, such as Google Earth, to build a comprehensive 

common operating picture down to the tactical level.

“JTF Haiti operated in a complex, dynamic, permissive 

environment, yet an uncertain one. It included the 

government of Haiti, United Nations, USAID as the US Lead 

federal agency operating within the US Embassy and a host of 

interagency partners, and hundreds of NGOs. One key to JTF 

success was the ability to coordinate and collaborate with all 

the organizations. Establishing the JTF-Haiti humanitarian 

assistance coordination cell at the operational level facilitated 

this coordination and collaboration. The cell served as the 

conduit for bringing different organizations and functions 

together under one “coordination and collaboration roof.”

LTG P. K. Keen, USA

Foreign Disaster Response JTF Haiti Observations 

Military Review Nov-Dec 2010
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Compliance with the DOD Unclassified Information Sharing Concept 

(UISC), published November 2010, of Operations (CONOPS) will 

substantially improve information sharing. JTFs should leverage net-centric 

support tools and develop architectures and processes that enhance 

coordination with the FDR response community.

JTFs should enhance information sharing between DOD and response 

partners by leveraging internet-based collaborative information portals, 

such as the APAN and HarmonieWeb.

The APAN is an unclassified, non-dot-mil network providing 

interoperability and connectivity among partners over a common platform. 

The APAN fosters information exchange and collaboration between the 

United States Department of Defense (DOD) and any external country, 

organization, agency or individual that does not have ready access to 

traditional DOD systems and networks.

HARMONIEWeb is a portal site built to allow government and nongovernment organizations to collaborate in the areas of humanitarian 

assistance, disaster response, and stability and reconstruction. Users can 

request portal sites to meet the collaborative needs of a given situation. 

Once a site is created, users manage access, provide content, and designate 

their own administrators or site owners. See Appendix D for additional 

information on HARMONIEWeb.

The JTF should clear information for release to non-DOD FDR participants

through the Foreign Disclosure Officer (FDO). The Public Affairs Officer 

(PAO) should adhere to standard procedures before releasing information to 

NOTE: Accurate information sharing is governed by policies 

such as DODI 3000.05, DODI 8220.02, DODD 3000.07 all of 

which mandate the exchange of information.

The UISC CONOPS, JCS J3 dated 15 Nov 10, “... outlines the 

capability designed to assist joint and coalition military 

organizations in their efforts to collaborate, plan and 

coordinate operations, exchange information, and build 

situational awareness with both traditional and 

nontraditional mission partners across various mission sets.”

The All Partners Access Network (APAN) was designated as 

the DOD UISC system of record in 2011.
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the public. The PAO is responsible for obtaining Public Affairs guidance 

from higher authorities.

4.2.3 Cooperation

A key element of cooperation in FDR environments is understanding 

international partners, which begins with cultural awareness. Cultural 

awareness, information sharing, common tactical operating picture, internal 

and external communications are vital to creating and maintaining favorable 

public perception and positive relationships with our international partners.

The following may assist in communicating with various organizations and 

the JTF:

• Increase awareness and encourage attendance at JTF meetings, 

briefings, and joint planning sessions

• Humanitarian relief agencies may interpret responses, such as 

“we’ll try” or “if possible” as affirmative, and subsequently expect 

the military to fulfill the request; if the JTF is unable to provide the 

support desired, relationships might be adversely affected

• Some international respondents may have charters that do not 

allow them to collaborate with armed forces; the JTF Commander

may find a third party useful in establishing liaison

• Be aware that aid organizations may not be familiar with military 

structure, chain of command, or approved activities in the FDR 

mission

• Clearly articulate the role of the military to all participants; it is 

important to communicate that only limited types of support may 

be allowed

• Be cognizant of legal constraints

NOTE: Information intended for public release is to be vetted 

through the PAO and the FDO, where appropriate. Controlled 

Unclassified Information (CUI) and Classified Military 

Information (CMI) must be reviewed. Once release authority is

granted from OSD through the GCC, PAOs are the release 

authority for all UNCLASSIFIED material intended for public 

release. FDOs and Designated Disclosure Authority (DDA) are 

the release authority for all CUI and CMI that has been 

properly de-classified by a DDA prior to disclosure.
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• Memorandums of agreement and understanding (these may include 

air/surface transportation, petroleum products, 

telecommunications, labor, security, facilities, contracting, 

engineer support, supplies, services, and medical support) should 

address funding considerations and delineate authority

• Take measures to minimize the perception of favoritism of a 

particular relief organization(s)

• Post information on the UN’s ReliefWeb, which is widely used by 

international respondents

4.3 Cultural Awareness

Cultural awareness is a critical ingredient in FDR missions, the success of 

which may be negated through cultural insensitivity. Cultural awareness 

involves understanding the history, customs, and social norms of the 

Affected State and assisting organizations.

Understanding the regional culture and how the Affected State and other 

participants perceive the JTF’s actions and those of the United States in 

general is a key element of situational awareness. Participants in relief 

operations should be prepared to convey a non-judgmental attitude toward 

local customs, beliefs, and practices. Neither insensitivity nor extreme 

nationalism is acceptable in DOD personnel.

JTFs should consider consulting with the following to enhance cultural 

understanding:

• The Country Team

NOTE: Seemingly, insignificant details can have enormous 

cultural implications. As examples, some countries prefer white 

or clear pouches for human remains (body bags), and object to

standard military issue olive or black pouches. Certain 

countries do not accept foodstuffs grown in other countries, 

such as yellow corn. 

NOTE: In addition to USAID/OFDA, coordination with US-based 

NGOs can be facilitated by the American Council for Voluntary 

International Action (InterAction), a consortium of over 150 

private agencies that operate in 180 countries. The UN Office for 

Coordination of Humanitarian Affairs (UNOCHA) is another 

valuable resource for coordination of efforts.
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• The regional and/or country desk officers of the Geographic 

Combatant Command (GCC)

• Foreign Area Officer (FAO)

• Army, Navy, and USMC Civil Affairs Teams (CAT)

• USAID permanent party, HAA/M, or DART

• Bi-lingual and bi-cultural advisors

• IGO/NGO personnel

• Military Information Support Operations (MISO) personnel

• Unit chaplains

• Affected State key leaders

Many cultures hold religious leaders in high esteem. Accordingly, 

chaplains may serve particularly well in liaison to indigenous religious 

leaders.

4.3.1 Language

Linguists provide a critical language and cultural awareness capability to 

ensure strategic messages reach the local audience. JTF Commander’s 

should ensure assigned units have adequate linguistic support by:

• Requesting the deployment of linguists as early as possible

• Co-locating linguists with liaison officers and JTF detachments

• Seeking assistance from local first responders or other participants 

from the region who may be able to help with dialects, particularly 

in remote areas

• Drawing upon the language skills and local area familiarity of

personnel attached to the JTF

• Directing subordinate commands to identify personnel with 

language skills and background

• As advised by USAID/OFDA and the Country Team, consider the 

use of pictures and other graphics as a means of communicating

JTFs should be sensitive to the use of military jargon. Some terms 

commonly used in military operations may have meanings or connotations 

that may be misinterpreted by individuals within Affected States, InterGovernmental Organizations (IGO), and Non-Governmental Organizations 

(NGO).

4.4 Communications

In a FDR environment, DOD missions may require use of multiple 

communication systems. Communication systems will be provided by the 

GCC in accordance with Affected State requirements. Specific 

requirements may span the full capability of DOD communications 

abilities, including line of sight, over the horizon, and satellite 

communications systems for voice, video, and data. In some cases, DOD
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organic communications capabilities may be the only communications 

infrastructure in the area of operations. These assets, whether terrestrial or 

satellite based, may be heavily relied upon by the Affected State and relief 

coordination efforts lead by the UN.

Interoperability is the key to successful disaster relief operations. Nonmission capable or incompatible communications, overloaded command 

centers, distraught citizens, and exaggerated or inaccurate news media 

coverage contribute to confusion and chaos.

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.

Frequencies must be coordinated through the Affected State spectrum 

manager. 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

• Affected State’s relationship with commercial vendors

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) and virtual private network software, 

units can create a Command and Control (C2) network able to handle 

almost all of their requirements.

Service personnel that support civilian response efforts e.g., medical, 

logistics, and aviation must be able to communicate with Affected State, 

and international humanitarian community responders in order to coordinate 

relief efforts.

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 
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incident, commanders should not assume that tactical radio equipment is 

interoperable with civilian equipment.

Interoperability planning should 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.

JTFs should utilize traditional and non-traditional media to convey strategic 

communications messages. Traditional communications include embedding 

the news media to provide independent reporting to the public.

Additionally, social media can be an excellent tool for accelerating

information sharing in a non-traditional manner. For example, JTF partners 

can use Twitter or Facebook to disseminate short situational reports and 

status updates.

JTF Commander’s may choose to establish a Joint Interagency Information 

Center (JIIC) to support FDR operations. Working closely with the US 

Embassy Public Affairs Office, the JIIC will coordinate and synchronize

USG communications to ensure that they are integrated, cohesive, and 

timely.

4.4.1 Communications Planning

Communications planning should commence in the early stages of FDR 

operations. That planning must provide for an interoperable and compatible 

communications network that leverages organic military and commercial 

capabilities to support the communications requirements of the operations.

Commercial telephone networks, military satellite channels, and 

conventional military command and control systems will support 

communication of directions, orders, and information. Information 

protection for non-secured communications must be implemented.

Planning considerations include:

• Communications Security (COMSEC) is enabled through 

encryption or codes; COMSEC tactics may include physical 

security and operations security

CAUTION: Social media communications can result in 

embarrassment or inappropriate comments being posted and 

attributed to the DOD. The JTF should ensure that social media 

is incorporated into their strategic communications plans.
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o Communications may be secured against monitoring 

whenever feasible using military or commercial 

encryption

o Security may include system redundancy to reduce 

system failures stemming from sabotage and elements of 

nature

o Communications security will also be complicated by the 

need to coordinate with other agencies (US and non-US) 

and multinational forces

• Frequency Management will help allocate finite frequencies, as 

well as accommodate multinational forces and non-military agency 

integration into the frequency management program

o Multinational forces and non-military agency integration 

into the frequency management program should be 

addressed at the GCC level

o Telecommunications requirements for the Affected State 

should also be considered

o The Affected State may have frequency managers who 

control their allocations and therefore FDR forces may 

not have access to some of the frequency spectrum in the 

Affected State (those issues should be adjudicated at the 

GCC level)

• Interoperability US operating forces may have to adapt to Affected 

State information systems requirements to participate effectively in 

FDR operations; interoperability will necessitate using unclassified 

communications

• Standardize Reports to increase efficiency of operations

• Determining communications requirements to provide basic and 

mission essential services

o Employ additional equipment and reconfigure connectivity 

to provide direct routing to principal destinations

o Add equipment to provide multiple routes to prevent site 

isolation

o Have sufficient equipment to support airborne capabilities, 

respond to new missions, and avoid critical shortages

o Build in redundancy to reduce system failures

4.4.2 Communicating with the International Humanitarian Community

Communications planning must consider the transfer of responsibility for 

communications from the United States Government to other entities such 

as the Affected State, UN or NGOs.
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4.5 Strategic and Crisis Communications

From the strategic to the tactical level, it is imperative that the JTF speak 

with one voice and act as a catalyst to facilitate unity of effort.

Joint Pub 3-13, Joint Doctrine for Information Operations, defines Strategic 

Communication as “focused United States Government (USG) efforts to 

understand and engage key audiences in order to create, strengthen, or 

preserve conditions favorable for the advancement of USG interests, 

policies, and objectives through the use of coordinated programs, plans, 

themes, messages and products synchronized with the actions of all 

elements of national power.” That effort in disaster response is also known 

as crisis communications.

NOTE: Most disaster relief partners, including some 

American and all non-American US Embassy staff, cannot 

access military classified material. Accordingly, in order 

to facilitate shared situational awareness, units should “go 

unclassified early.” 

During the initial days following a disaster, passing timely 

and accurate information will be fundamental to mission 

success.

In the initial weeks of Operation UNIFIED RESPONSE, 

following the Haiti earthquake, text messages became the 

primary means of communication. Those messages were the 

simplest and most reliable means of coordinating relief 

efforts. The common operating picture was based upon a 

spreadsheet containing over 1500 data points, on 

everything from Internally Displaced Person camps, to 

medical facilities, to ration distribution sites. Utilizing that 

simple, near-universal format allowed the UN Office for the 

Coordination of Humanitarian Affairs to display the 

information on a Google Earth-based website, where anyone 

with internet connectivity could access the information.
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Figure 4-2 is a cross-comparison between DOD, DOS, and USAID/OFDA 

staff positions, missions, and functionality.

Figure 4-2: Staff Functionality Comparison

In its simplest form, strategic communications in disasters serve several 

purposes: 

• Manages public expectations 

• Provides public safety information 

• Serves to increase the government’s credibility of response

• Provides information on the relief effort to inform and calm the 

citizens

Neither the USG civilian agencies nor the military have control over 

elements of the global information environment, including:

• Mainstream broadcast

• Print journalists

• Someone on the street with a camera cell phone

• Blogger with a laptop and Internet service

The JTF must be prepared to respond in an effective and timely manner to 

inaccuracy, rumor, and falsehood. Minimizing inaccuracies requires 

integration of information activities between the Embassy, USG agencies, 

and the JTF.

Managing expectations of the public regarding the roles and capabilities of

military forces in response to disasters is a critical part of strategic 

communication. That requires awareness by US military leaders of the role, 

methods and techniques of media; the news cycle, the competitive 

orientation of media outlets; the information environment; and nontraditional news sources.
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In order to manage the information environment, it is essential that the 

Public Affairs Officer maintain situational awareness regarding the actions 

and locations of forces and be able to communicate their roles and missions 

to the media. In that way, Public Affairs Officers can keep reporters 

informed.

Deployment of US military forces can introduce unexpected perceptions 

and expectations. Inexperience with military-media relationships risks 

antagonism, despite the fact that crises create the shared purpose for both 

military and media representatives to help guide and safeguard affected 

populations.

Military leaders can improve unit effectiveness by considering non-verbal 

messages. For example, service-members working in individual ballistic 

armor with helmets and protective eyewear, even if unarmed, may send an 

unintended message to the populace. The same personnel in soft caps and tshirts convey a different impression. There is no standard formula and 

commanders must weigh force protection requirements against perception.

As the primary communicator, the role of JTF Commander has a greater

significance in a disaster relief operation. Emergencies create crises, crises 

demand resolution, and the engaged military leader speaking early and 

accurately can become a powerful symbol of positive action and crisis 

resolution in managing expectations and instilling confidence.

National-level, Affected State, and GCC strategic themes should provide 

the guidance from which a JTF Commander can craft strategic messages.

NOTE: Strategic messaging helps to build confidence, 

capability, and goodwill in countries that have been affected 

by disasters. Strategic messages should be clearly articulated 

to the government of the Affected State and to the media. The 

overarching theme of those messages should be that the US 

response to disasters strives to serve those in need.

NOTE: Articulating the military’s roles and responsibilities in 

disaster response to the media is critical. While opportunities 

can occur in formal settings, it is more important to establish 

informal, enduring relationships between military members 

(specifically the public affairs community and senior leaders)

and their media counterparts. 
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Examples of strategic messages include:

• The Affected State is in charge of the overall relief efforts

• The Affected State is resilient and capable of recovering from this 

disaster

• We are engaged in a unified effort to support the Affected State’s 

recovery

• The USG is committed to supporting relief efforts as long as we 

are needed

• We are supporting Affected State first responders and the 

international humanitarian community

• Our focus is upon delivering food, water, and medical assistance 

quickly to those living in the affected areas

• We are proud to be participating in this humanitarian mission. The 

chance to help alleviate suffering and save lives is extremely 

important

• All US military efforts support the Office of US Foreign Disaster 

Assistance, USAID, which is the lead Federal agency coordinating 

US disaster relief operations

• The US military will lend its capabilities as long as they are needed

• We are one of many US government agencies working to bring the 

best disaster relief efforts possible to the affected population 

“Actions speak louder than words.” Keep in mind that what you 

do, not what you say, is the only thing that will be remembered.

Anonymous
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CHAPTER 5 - OPERATIONAL CONTEXT AND MISSION 

PLANNING CONSIDERATIONS 

5.1 Overview

The Joint Operational Planning Process (JOPP) is an orderly, analytical 

planning process, which consists of a set of logical steps to analyze a 

mission; develop, analyze, and compare alternative courses of action 

(COAs); select the best COA; and, produce a plan or order.

This chapter is intended as a supplement to JOPP and integrates disaster 

response best-practices and lessons learned to facilitate planning and 

execution in a Foreign Disaster Relief (FDR) environment.

The nature of the operational environment will impact the conduct of FDR

operations. Important elements of the operational environment considered 

during planning and execution phases include:

• The type of disaster involved

• The prevailing security environment

In addition to types of disasters and prevailing security environments, time

(speed of onset) plays a major role in the response planning process.

Regardless of the amount of time available for response planning, the 

information contained in this chapter has utility in both deliberate and crisis 

action planning.

5.1.1 Types of Disasters

Disasters may occur as one of two major types:

• Slow-onset, such as drought or famine

• Rapid-onset, such as tornado or earthquake

See Chapter 6 for more information on disaster typology.

Plans are worthless, but planning is everything.

There is a very great distinction because when you are 

planning for an emergency you must start with this one 

thing: the very definition of "emergency" is that it is 

unexpected, therefore it is not going to happen the way you 

are planning.

President Dwight D. Eisenhower

14 November 1957
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5.1.2 Prevailing Security Environment

Security environments are generally comprised of two elements: the 

operational environment and force protection requirements.

5.1.2.1 Operational Environments

The DOD defines operational environments as “a composite of the 

conditions, circumstances, and influences that affect the employment of 

military forces and bear on the decisions of the unit commander.” Joint 

Publication 1-02, DOD Dictionary provides the following definitions:

Permissive Environment – an operational environment in which the 

government of an Affected State has control, as well as the intent and 

capability, to assist response operations. That type of environment was 

pervasive during the relief efforts in Southeast Asia following the tsunami 

in 2004.

Uncertain Environment – an operational environment in which the 

government of an Affected State does not have effective control of the 

territory and population in the intended operational area. That type of 

environment was present during the relief efforts in Pakistan following the 

earthquake in 2005 and the flooding in 2010.

Hostile Environment – an operational environment in which hostile forces 

have control as well as the intent and capability to oppose response 

operations. That type of environment existed during the relief efforts in 

Somalia from 1992-1994.

This handbook is intended to assist operational and tactical level planners at 

the Joint Task Force level and below in planning the five phases of FDR

operations in permissive environments.

5.1.2.2 Force Protection

Joint Pub 1-02 defines Force Protection (FP) as the “Preventive measures 

taken to mitigate hostile actions against DOD personnel, resources, 

facilities, and critical information. Force protection does not include 

actions to defeat the enemy or protect against accidents, weather, or 

disease.”

Force protection is a high priority during operations. Even in a completely 

permissive environment, in the aftermath of a disaster the JTF can expect to 

encounter banditry, vandalism, and various levels of violent activities from 

criminals or unruly crowds. Responding forces may be particularly at risk 

in catastrophic-level events where they may encounter populations who are

distressed and desperate for life-saving resources.
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The JTF must be trained and equipped to mitigate threats to US personnel

and resources. All deploying members should be provided with FP

briefings prior to, and throughout, the operation.

When an operation occurs in an area that was previously torn by war or 

civil strife, force protection considerations may include planning for boobytraps, mines, and identification of unexploded ordnance.

In some FDR operations, sustainment forces will require security resources

to protect personnel, supplies, and equipment. Regardless of the 

environment, security must be factored into FP planning requirements. FP

must be coordinated with the Country Team and include anti-terrorism 

measures appropriate for the operational environment.

5.2 Adaptive Planning 

Joint Publication 5-0, Joint Operation Planning, defines adaptive planning

as “the joint capability to create and revise plans rapidly and systematically, 

as circumstances require.” Adaptive planning provides the means to ensure 

timely and effective responses to changes in policy and direction. Adaptive 

planning provides the mechanism to get the right force at the right time in 

the right place.

5.2.1 Mission Analysis

The primary purpose of mission analysis is to understand the problem and 

purpose of the operation and issue appropriate guidance to drive the rest of 

the planning process.

5.2.1.1 Mission-Shaping Considerations

When preparing for FDR operations, all participating organizations should 

consider the strategic implications of tactical actions. Those missionshaping considerations are:

Global Perception. Natural disasters that affect large populations draw the 

immediate attention of the media. Response operations by US forces may 

be closely scrutinized by the international press. Global perception of the 

US government and its military may be shaped by this media coverage.

NOTE: While security is the responsibility of the Affected State, 

Commanders must adjust FP measures based upon Affected 

State capabilities, the threat environment, intelligence 

assessments, and advice from the Country Team. If not clearly 

stated in the Chairman of the Joint Chiefs of Staff Execution 

Order, FP will be addressed in the Rules of Engagement (ROE).
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Medical and Public Health. The common denominator of all disasters is 

casualties. Accordingly, one of the most important aspects of the disaster 

response mission is to save lives and reduce suffering. One of the JTF 

Commander’s priority information requirements (PIR) should include 

assessing (in coordination with USAID/OFDA) the medical and public 

health needs of the population.

Sustainable Human Development. Access to potable water, food and 

agricultural products, adequate shelter, medical and public health resources, 

education, and an adequate industrial base are all aspects of sustainable 

human development that may be disrupted or destroy when disasters occur.

Socio-Economic Impact. Disasters are immediately disruptive to the social 

and economic stability of Affected States, particularly if they are 

developing nations or fragile states. Response and recovery efforts at the 

tactical level may have an immediate and significant impact in enabling the 

Affected State to recover from a catastrophic event.

Geo-Political Impacts. Disasters may destabilize an Affected State’s 

government and have negative geo-political impacts on a regional basis. 

Additionally, there is potential for an authoritarian regime to manipulate 

response efforts to assert further control over a repressed population. Care 

must be taken so that DOD response assets are not used in a manner 

contrary to US goals and ideals.

National/Trans-National Impacts. Disasters that occur in developing or 

fragile states can have cascading effects that may spread into surrounding 

countries throughout a region. This may result in trans-national 

implications that are difficult to manage. JTF commanders need to have an 

understanding of regional issues and how potential cascading effects may 

complicate tactical level operations.

Environmental Impacts. Disasters often have a significant and lasting effect 

on the environment. Environmental damage can disrupt critical sustainment 

resources, such as food and water. Mitigating a disaster’s environmental 

impact may be a significant mission for the JTF.

Transition. The military provides unique capabilities to FDR operations. 

When military assets are requested, their use should be limited in duration 

and scope, and they should operate in direct support of the Affected State, 

the Department of State, and USAID/OFDA and in coordination with 

NGOs and UN agencies. Upon acceptance of a mission assignment from 

USAID/OFDA, the JTF Commander should ensure the JTF staff develops a 

transition plan or exit strategy. However, it is important to note that some 

missions will not transition they just end when the unique capability 

provided by DOD is no longer required.
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Enabling Sustainable Recovery. The methodology and manner of relief 

operations can enable rapid recovery or, conversely, prolong the length of 

the recovery. Every action in an emergency response will have a direct 

effect on the cost of reconstruction. Sustainable recovery depends on 

restoring the affected population’s capacity to meet its basic food, health, 

shelter, water, and sanitation needs. Disaster victims place a high priority 

on restoring their means of livelihood. Consequently, understanding the 

Affected State’s priorities and providing assistance that supports the overall 

efforts to restore viable socioeconomic systems are critical.

5.2.1.2 Key Assumptions

• The Affected State has requested or is willing to accept assistance 

from the USG

• The Affected State has the lead and USG response will support the 

Affected State and tie into the UN cluster system (if established)

• USAID is the Lead Federal Agency for USG response

• DOD participation in FDR operations will be at the request of the 

DOS, in coordination with USAID in support of strategic 

objectives

• All operational and tactical level goals and objectives will be

consistent with USG strategic policy objectives

• The Chairman of the Joint Chiefs of Staff (CJCS) Execution Order

(EXORD) has been issued

• FDR operations will be conducted in a permissive environment; 

ROE will be developed in accordance with current information

• Deploying Global Response Forces will be under the operational 

command of the GCC

• DOD forces will be in direct support of the US Embassy/Chief of 

Mission (COM), and USAID/OFDA, or Disaster Assistance 

Response Team (DART)

• Some NGO, IGO and IOs may remain in the Affected State after 

the DOD departs

5.2.1.3 Conducting Assessments

Assessment is the first and most critical phase in the operational planning 

process. All-source estimates, area assessments, and surveys will all 

contribute to disaster situational awareness.

When the military arrives at the scene of a disaster, it should coordinate 

with the US Embassy, the USAID/OFDA DART and other non-DOD

assessment teams already on-scene to obtain assessments conducted prior to 

their arrival to avoid duplication of effort. Those assessments focus upon

political, cultural, economic, military, geographic, topographic, climatic, 

infrastructure, engineering, and health.
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Both Geographic Combatant Commanders (GCC) and JTF Commanders 

may elect to establish assessment teams comprised of key staff elements. 

These assessment teams are usually referred to as a Humanitarian 

Assistance Survey Team (HAST) for more information on HAST see 

Section 9.2.2. JTF staff should assess the situation from a resource 

requirements perspective.

Furthermore, it is essential that the JTF Commander quickly identify areas 

where DOD may be unique qualified to conduct assessments, such as 

runways, seaports or waterways. Every effort should be made to reconcile 

differences between DOD and other USG agency assessments. Assessment 

information sharing may facilitate interagency coordination, cooperation, 

and communication, as well as, assist the GCC and JTF Commander in 

determining how to best utilize available military assets.

Additional information sources include: Civil Affairs Teams operating in 

the area, the Country Team, HAA/M at the GCCs, GCC country books, 

recent USAID/OFDA situation reports, and UN agency assessments. 

NGOs, IGOs, USG agencies, and the media are likely to have already 

established a presence in the Affected State. See Appendix D for useful 

websites. These entities, along with traditional military information sources 

can provide the following:

• First-hand reports. Forces in direct contact with affected 

populations are capable of providing first-hand reports that are a 

result of direct observation of the impact of the disaster. Those 

reports should provide information that can only be obtained on the 

scene, such as the mood of the people, their high-demand 

requirements, security issues, and potential cultural sensitivities.

• Intelligence. Consult the intelligence community for photographs, 

country reports, and analysis. During disaster relief operations, 

intelligence can play an important role in surveying the extent of 

damage and can assist in planning for the deployment of relief 

forces.

• Media reports. Review US and international media reports. The 

media is a key source of information in developing and 

maintaining situational awareness.

• Commercial imagery. Commercial imagery (e.g., Google Earth) 

is generally of sufficient quality and granularity for use and carries 

few, if any, restrictions on distribution. Note that commercial 

imagery databases may not reflect current conditions or 

infrastructure.
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• ReliefWeb and the Virtual On-Site Operations Coordination 

Centre (Virtual OSOCC). These online resources facilitate

continuous and simultaneous information exchange between 

governments and organizations responding to disasters. An 

account is required.

• Photographs. Combat Camera can be an important resource in 

capturing key still and video images to aid in the assessment 

process and provide historical visual references of the disaster and 

its associated impact.

• Lessons learned. Search the DOD Joint Lessons Learned 

Information System (JLLIS) database (and other USG agencies)for 

relevant information. Lessons learned based on previous 

operations, exercises, and country visits can help develop a better 

understanding of FDR mission requirements.

Initial DOD assessments should provide baseline data that can be used as a 

reference for further monitoring and evaluation. Assessment is a continual 

process that occurs throughout the course of an operation and needs to be 

updated based on emerging operational conditions. Subsequent assessments

should build on previous findings and expand the information database.

5.2.2 Functional Area Assessments

FDR operations normally require assessments from a variety of specialties 

including personnel from engineering, health service support (HSS), civil 

affairs (CA), and logistics to help with operational planning and force 

positioning. The following paragraphs discuss some considerations for 

specific functional area assessments.

5.2.2.1 Health Service Support Assessments

Essential functions of HSS during the assessment phase include: conducting 

a heath situation estimate, determining mission requirements, and 

considering how to enhance force health protection and operational stress 

control (OSC). Knowledge of health risk factors in the environment US 

forces will be operating in will assist in mitigating health risk to US forces. 

Understanding the capabilities of contributing organizations, including 

those of the Affected State, helps to reduce duplication and ensures 

efficiency of HSS efforts. Together this information serves to ensure 

medical resources are structured efficiently to meet the needs of the 

deployed force and to support the JTF’s tasking and commander’s intent.

5.2.2.2 Logistics Assessments

Lessons learned indicate that the logistics support necessary to sustain an 

FDR operation are frequently underestimated. Logistics planners assess 

DOD-organic and Affected State capabilities. Logistics objectives and 
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mission risks should also be identified and assessed. Emphasis must be 

placed upon locating logistic bases as close as possible to the relief 

recipients. All potential supply sources should be considered, including 

Affected State, commercial, multinational, NGOs, and pre-positioned 

supplies.

5.2.2.3 Engineering Assessments

Engineering personnel can assist with infrastructure inspection, damage 

assessments, and the identification of repair requirements to Affected State 

facilities and critical infrastructures. Engineering assessments are vital to 

ensuring response operations are not impeded.

5.2.2.4 Risk Assessment

Risk assessments identify the specific hazards that the joint force may 

encounter during the mission, and determine the probability and severity of 

loss linked to those hazards. See Chapter 8 for details on this process.

5.2.3 Assessment Categories

Assessment information normally falls into one of two major categories:

• Situational assessment (environment)

• Needs assessment (people)

The situation assessment collects information about the effects of the 

disaster. This assessment gathers information on the magnitude of the 

disaster and the extent of its impact on the population and the physical 

infrastructure, as well as the environment.

The needs assessment indentifies resources and services for immediate 

emergency measures to save and sustain the lives and property of the 

affected population.

Gathering information for situational and needs assessments can be done 

concurrently. Information collected during the initial assessments will form 

the basis for determining the type and amount of relief needed during the 

immediate response phase of the disaster.

Areas assessed include:

• Priority and required scale of response

• Type, duration, method, and location(s) of assistance

• Degree and nature of local support to the response

NOTE: Do not delay life-saving activities while awaiting 

comprehensive assessments.
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As a result of ongoing assessments, the mission requirements may undergo 

major changes during the operation.

Distinguishing between emergency and chronic needs is the first step; 

assessments must differentiate between what is normal for the location and 

what is occurring as a result of the disaster. Disaster response efforts must 

address the most dire needs of the affected population. Care must be taken 

not to delve into mission areas that would otherwise qualify as sustainable 

human development initiatives and nation building operations.

5.2.3.1 Example Situation Assessment (Environment)

The following are examples of functional areas that require assessments in 

FDR operations:

• Institutions

o Affected State

 Leadership status

 Police-Security

 Military

o International Organizations

o DOS (US Embassy)

o Communications capability

o NGO’s present and their mission/capabilities

o Military Assistance Advisory Groups

o Social Cohesion

o Confidence in Affected State Government

 View of political leadership

 View of police

 View of military

o Unity of Affected State social organizations

 Religious institutions

 Civic groups

o Social solidarity

 Factionalism

 Racism

 Sexism

 Religious tension

 Cultural inhomogeneity

o View of foreigners
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• Communications

o Affected State/local

o International

o Security

o JTF Headquarters/Components

 Tactical/secure

 Commercial

• Transportation (Road, Rail)

o Affected State vehicle availability

 Emergency vehicles

 Buses

o Equipment requirements

o Other sources

o Road, bridges, railroads

o Transportation security

• Airfields

o Locations & capacity (primary/alternates)

 Ability to conduct Visual Flight Rules/ 

Instrument Flight Rules (VFR/IFR)

 What’s required

o Flight Standards - International Civil Aviation 

Organization (ICAO)/Federal Aviation Administration 

(FAA)

o Fueling (type and availability)

 Jet A/Jet –A1

 Unleaded

 Diesel

 Motor gasoline (MOGAS)

o Services (type and availability)

 Support equipment

 Communications

The Central Intelligence Agency World Factbook is an excellent source of 

information on the location, size, and capacity of worldwide airports and 

seaports and should be used as a primary information resource during 

assessment operations. 

• Ports

o Locations & capacity (primary/alternates)

o Ability to conduct port operations

o Services

 Support equipment
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 Communications

o Port/cargo handling personnel

o Storage/warehousing capacity/capability

 Security

o Fueling (type and availability)

 Jet A/Jet –A1

 Unleaded

 Diesel

 Motor gasoline (MOGAS)

• Miscellaneous

o Weather conditions (typical seasonal and long-range 

forecasts)

o Topography and hydrography

o Dangerous flora and fauna (including marine threats)

o Local pollution and prevalence of hazardous material 

(including nuclear/radiological)

5.2.3.2 Example Needs Assessment (People)

• Medical

o Type of major injuries/endemic or recent disease threats

 Affected State medical capabilities/degradation

 External expertise specialties required 

(numbers/types)

 Other sources (NGOs/IGOs)

o Location and type of existing health facilities

o Emergency medical facilities

o Medical equipment (available/required)

o Medical supplies (available/required)

o Affected State blood requirements

• Water

o Production/purification capabilities and capacity

 Municipal

 Other water treatment systems

o Requirements

 Available potable sources 

(wells/surface/subsurface)

o Quality/portability

o Distribution capacity

• Food

o Availability/requirements

 Type and quantities required
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 Special cultural and/or religious sensitivities 

related to foodstuffs

o Storage/warehousing capacity

o Distribution capability/requirements

• Shelter

o Affected State

 Accommodations available/required

 Tent city sites (if required)

 Locations (sports fields/arenas, parks, etc.)

o Accommodations for FDR personnel

 Availability

 Transportation

 Communications

 Security 

 Working order of hotel services (e.g., latrines, 

showers, heating or AC, water)

• Language and Culture

o Translator and transcription requirements

o Cultural and religious sensitivities

o Special practices

o Special observances

o Protection of Holy Sites

o Protection of cultural and historical antiquities

• Military

o How can the military’s assets and capabilities best be 

utilized

o What military assets are in need

o What military assets are redundant

o Are there limitations to the use of military assets (e.g., no 

landing zones for helicopters)

5.2.4 Mission Statement Development

JTF commanders consider several factors in developing their mission 

statement, including: the GCC’s mission statement; forces available; the 

operational environment; and, security considerations. As an example, the 

SOUTHCOM EXORD 16 January 2010 (Haiti) stated: “Execute FDR ops 

in coordination with and in support of USAID/OFDA and State in order to 

mitigate near term human suffering and accelerate recovery.”
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5.2.5 Concept of Operations Development

Concepts of Operations (CONOPS) concisely express what the Commander 

intends to accomplish and why. It describes how actions of components 

and supporting organizations will be integrated, synchronized, and phased 

to accomplish the mission, including potential branches and sequels.

For the purposes of this handbook, the CONOP consists of five operational 

phases:

Phase 1 – Preparation for Deployment

• Begins with JTF activation and receipt of deployment order

• Ends with deployment of assigned forces

Phase 2 – Deployment

• Begins with deployment of forces to vicinity of the foreign disaster

• Initial deployment ends when sufficient forces are in place to begin 

effective relief operations

Phase 3 – Foreign Disaster Relief Operations

• Begins with commencement of FDR activities

• Ends when mission objectives are met or transition ordered

Phase 4 – Transition

• Begins with execution of a transition plan

• Ends when DOS, DOD, or Affected State declares that US forces 

are no longer required

Phase 5 – Redeployment

• Begins as forces start to redeploy

• Ends when all deployed assets return to home station or other 

designated area

5.2.6 Operations Order

Once a course of action has been selected, JTF Commander will release an 

Operations Order (OPORD), which directs supporting commands and 

organizations to execute the mission. As forces begin to deploy and 

perform assigned tasks, operational metrics will be used to measure 

effectiveness of the mission.

NOTE: Sometimes missions end without a transition phase 

because the Affected State no longer requires, or is no longer 

requesting, DOD support.
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5.2.7 Operational Metrics

Metrics matter. Metrics are the means by which operational progress is

measured. Metrics capture and demonstrate level of effort/need and 

measures of performance/effectiveness. Relevant metrics facilitate accurate 

and timely reporting to higher echelon commands and national authorities. 

It is important that the metrics utilized by the JTF be consistent with those 

used by the US Embassy and USAID/OFDA. Data collection requirements

and the associated standardized metrics should be disseminated to 

deploying forces as early as possible.

The JTF Commander and Staff should not develop their own metrics, but 

instead use internationally accepted metrics. The SPHERE Project 

developed a handbook entitled the “Humanitarian Charter and Minimum 

Standards in Disaster Response”. The SPHERE initiative was launched in 

1997 by a group of NGOs and the Red Cross and Red Crescent movements, 

and identified minimum standards to be attained in disaster assistance in 

each of 6 key sectors—water supply and sanitation, nutrition, food aid, food 

security, shelter, and health services. To date, over 400 organizations in 80 

countries have contributed to the development of minimum standards and 

key indicators, making it the most comprehensively universal resource for 

the application of disaster assistance metrics. An additional resource for 

defining minimum standards is the USAID Field Operations Guide (FOG) 

for Disaster Assessment and Response. Minimum standards are located on 

the inside cover. The SPHERE Handbook and the FOG are both available 

on-line, respectively, at:

http://www.sphereproject.org/component/option,com_docman/task,cat_vie

w/gid,70/Itemid,203 (available in multiple languages); and,

5.2.7.1 Types of Metrics

http://www.usaid.gov/our_work/humanitarian_assistance/disaster_assistanc

e/resources/pdf/fog_v4.pdf

When assessing FDR operations, four different categories of metrics may be 

collected and evaluated: level of need (LON), level of effort (LOE), 

measure of performance (MOP), and measure of effectiveness (MOE). 

Examples of each category are provided below.

Level of Need. The needs of the population should be estimated across a 

variety of categories, depending on the nature of the disaster and the 

situation on the ground. Determining LON metrics could demand subject 

matter expertise not resident in the military, and requiring forces to use 

estimates developed by USAID/OFDA DART, United Nations (UN), 

NGOs, or other agencies. 
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Level of Effort. LOE measures quantify the magnitude of specific efforts 

and are the easiest for units to collect and report. These measures are more 

helpful to analysts if they include specific details, such as what was 

delivered, by what means, and to what destinations. Metrics should use 

standard units, such as weight (e.g., kilograms or pounds), volume (e.g., 

liters of water), or contain all the appropriate variables to calculate real units 

(e.g., “2 pallets; 4000 bottles per pallet; 500 ml water per bottle,” to allow 

analysts to calculate a total of 400 liters of water).

Measures of Performance. MOP provide insight into how efficiently tasks 

are being performed. These measures are usually related to mission 

essential task accomplishment at the unit or group level. MOP often can 

stand alone as measures of how efficiently the force is performing specific 

assigned tasks, though they may not provide insight into progress the force 

is making toward overall mission accomplishment.

Measures of Effectiveness. MOE are calculated based upon indications of 

how well mission objectives are being met. In order to calculate a MOE,

one will need estimates of both the LOE (how much has been done to help) 

as well as the LON (how much help is needed). If the LOE metric and 

LON metric are describing the same variable in the same units, the MOE is 

usually calculated as a percentage or fraction (LOE/LON) of the need that is 

being met. If tactical forces are not able to provide accurate needs 

assessments with their own resources, it can be helpful to develop MOE 

with the intelligence directorate and to employ disaster assessment and 

surveillance teams to establish levels of need.

In some cases, unit commanders may be unable to report MOE due to 

uncertainty about the needs in their area of operations. However, all units 

can report LOE and MOP. Tactical-level reporting of LOE and MOP 

remains valuable because it can be used by higher headquarters to calculate 

operational MOE based on high-level assessment of need reported by 

civilian agencies.

Metrics by Type 

Level of Need Civilian Needs

• Daily food and water needed in an 

area

• Number waiting for transportation

• Number in need of shelter or clothing

• Number with a particular medical 

condition

Military Needs
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• Number of pallets of material in need 

of transportation (e.g., from the 

forward logistics site to the APODs)

• Number of Meals Ready to Eat (MRE)

required daily to feed military 

personnel in-country

• Number of gallons of gasoline needed 

daily in the JOA to sustain military 

relief operations on the ground

Level of Effort Resources/Capabilities Expended

• Number of personnel in a camp

• Daily sorties

• Daily flight hours

• Daily fuel expended

• Passengers transported

• Liters of water delivered

• Number of medical conditions treated

Measures of 

Performance Efficiency of Task Accomplishment

• Time for augmentation personnel 

traveling into theater to get to their 

assigned station in the JOA

• Rate at which a port or harbor is 

cleared

• Percent of cargo shipped into the 

Logistics Operations Area (LOA) that 

is being tracked to its recipient (e.g., 

in-transit visibility)

• Time for refrigerated blood shipments 

to be transported from the originator to 

medical facilities in the JOA

Measures of Effectiveness - Usually calculated as a percentage or fraction 

(LOE/LON) of the need that is being met

5.2.8 Mission End State

For specific situations that require the employment of military capabilities, 

the President, Secretary of State, and the Secretary of Defense typically will 

establish strategic objectives. Achievement of those objectives should 

result in attainment of the desired end state. Based upon strategic guidance,

the JTF Commander will tailor CONOPS to meet the desired end state.
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CHAPTER 6 - DISASTER TYPOLOGY

6.1 Overview

The United Nations (UN) utilizes the following definition of a natural 

disaster:

6.2 Types of Disasters

Disasters are grouped into three classes: natural (e.g. seismic, 

meteorological); man-made (e.g., a result of technology, explosions, or 

fires); and mixed (a combination of natural and man-made). Additionally, 

disasters are classified by the speed of onset, i.e., rapid or slow (see Section 

5.2.1).

6.2.1 Earthquakes

Earthquakes are caused by the discharge of energy accumulated along a 

geological fault. This discharge of energy varies in magnitude. The 

underground point of origin of the earthquake is called the “epicenter.” 

Earthquakes by themselves rarely kill people. However, the secondary 

events they trigger—such as building collapses, fires, tsunamis (seismic sea 

waves), and volcanoes—actually cause 

the majority of injuries and death. 

Earthquakes often occur with little or 

no warning. Frequently there will be 

aftershocks, smaller earthquakes that

happen for days and sometimes weeks 

after the major earthquake. 

Aftershocks are a concern for units 

providing support in response to a 

disaster. 

Another dangerous effect of 

earthquakes is liquefaction of the soil. 

Liquefaction occurs when the structure 

of loose, saturated soil breaks down 

due to some rapidly applied loading. 

As the structure breaks down, the 

A natural disaster is the result of a vast ecological breakdown 

in the relationship between man and his environment; a serious 

and sudden (or slow, as in drought) disruption on such a scale 

that the stricken community needs extraordinary efforts to cope 

with it, often with outside help or international aid.

Credit: US Navy

Figure 6-1: The Collapsed 

Presidential Palace of Haiti
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loosely-packed individual soil particles attempt to move into a denser 

configuration. In an earthquake, however, there is not enough time for the 

water in the pores of the soil to be squeezed out. Instead, the water is 

"trapped," and prevents the soil particles from moving closer together. This 

is accompanied by an increase in water pressure that reduces the contact 

forces between the individual soil particles, thereby softening and 

weakening the soil deposit.

In an extreme case, the pore-water pressure may become so high that many 

of the soil particles lose contact with each other. In such cases, the soil will 

have very little strength, and will behave more like a liquid than a solid—

hence, the name "liquefaction”.

6.2.1.1 Measuring Earthquakes

Earthquakes have traditionally been measured by the “Richter Scale,”

developed in 1935 by Charles Richter. The Richter Scale doesn’t 

accurately measure the size of earthquakes higher than 8.0, so the Moment 

Magnitude Scale was introduced in 1979 as a replacement. This is now the 

official scale used by the United States Geological Survey (USGS) and 

seismologists around the world.

Earthquake magnitude is a logarithmic measure of earthquake size. In 

simple terms, this means that at the same distance from the earthquake, the 

shaking will be 10 times as large during a magnitude 5.0 earthquake as 

during a magnitude 4.0 earthquake. The total amount of energy released by 

the earthquake, however, goes up by a factor of 32.

The smallest earthquakes that are likely to be noticed are quakes at 3.0 on 

the scale. Earthquakes of 4.0 rattle objects, but normally do not cause 

appreciable physical damage. Earthquakes of 5.0 might cause some amount 

of building damage, but rarely cause loss of life. Earthquakes of 6.0 in 

intensity can cause major damage and substantial loss of life. Depending on 

soil density and other geological features, an earthquake measuring 7.0 or 

higher on the Richter scale will result in massive destruction and high levels 

of casualties and death, if it occurs in a populated area.

6.2.1.2 Impact and Related Hazards

The biggest hazards after an earthquake are:

NOTE: The media and public information officers associated 

with official agencies still say “Richter Scale,” but are actually 

reporting measurements from the Moment Magnitude Scale.
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• Fire as a result of broken gas lines and sparks from frayed 

electrical lines

• Flooding as a result of nearby reservoirs or damns rupturing or 

disruptions to underground water mains

• Electrical shock as a result of downed power lines

• Structural collapse as a result of fragile infrastructure or 

substandard construction

• Power and communications systems failure

• Exposure to toxic industrial chemical/materials released due to 

failure of infrastructure or ruptured storage containers

• Diarrheal and communicable disease due to poor sanitation and 

contaminated water sources

6.2.1.3 Earthquake Missions

Regardless of preparation by the Affected State, a major earthquake may

quickly overwhelm the ability to respond. A JTF Commander tasked to 

support Affected State authorities may receive the following resource 

requests:

• Aviation (fixed and rotary wing) assets to conduct search and 

rescue, personnel transport/recovery, transport logistics, or perform 

aerial structural damage assessment

NOTE: After an earthquake, people may be trapped in 

collapsed structures and debris. Rapid deployment of trained 

search and rescue teams with dogs and high-tech listening 

devices are necessary to locate and save them. 

The most common injuries in an earthquake are: 

• Crush injuries

• Traumatic injuries

• Burns 

• Smoke inhalation

WARNING: Always assume downed power lines are live. Water 

(including snow) is an excellent conductor of electricity. Stay 

away from downed power lines of any kind to avoid electrical 

shock and grave injury.

Be aware of your surroundings and observe what you are 

walking under or near at all times.
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• Engineer support to clear roads or create emergency bypasses,

clear rubble, and clear ports and waterways of hazards to 

navigation

• Key infrastructure assessments (US Army Corps of Engineers or 

Naval Facilities Engineer Command qualified personnel)

• Large-deck naval platforms for mass movement of evacuees

• Logistical support such as water, food, temporary shelters, and 

generators

• Material handling equipment and trained operators

• Medical evacuation assets (air and ground)

• Medical support personnel, deployable medical treatment facilities, 

Class VIII (medical) materiel

• Shoring materiel and debris clearing equipment

• Transportation

6.2.2 Landslides

The term landslide includes all types of gravity-induced mass movements

of earthen material, ranging from rock falls through slides/slumps, 

avalanches, and flows. It also includes both sub-aerial and submarine mass 

movement triggered mainly by precipitation (including snowmelt), seismic 

activity, and volcanic eruptions.

For simplification, the term debris flow will include mudflows, debris 

torrents, and lahars (volcanic debris flows). Debris flows are fast-moving 

landslides that can occur in a wide range of environments. A debris flow is 

a rapidly moving mass of water and 

material that is mainly composed of sand, 

gravel, and cobbles, but typically includes 

trees, cars, small buildings, and other 

loosened debris material. A debris flow 

normally has the consistency of wet 

concrete and can move at speeds in excess 

of 35 mph.

Landslides occur when the stability of a 

slope changes from a stable to an unstable 

condition. A change in the stability of a 

slope can be caused by a number of factors, 

acting together or alone. Natural causes of 

landslides include:

• Groundwater pressure acting to 

destabilize the slope

Figure 6-2: Landslide in 

El Salvador
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• Loss or absence of vegetation and soil structure (e.g. after a 

wildfire)

• Erosion of the base of a slope by rivers or ocean waves

• Weakening of a slope through saturation by snowmelt, glaciers 

melting, or heavy rains

• Earthquakes adding loads to unstable slopes

• Earthquake-caused liquefaction destabilizing slopes

• Volcanic eruptions

Landslides can be aggravated by human activities, such as: deforestation, 

cultivation, and construction, which may destabilize already fragile slopes. 

Other aggravating activities include:

• Vibrations from machinery or traffic

• Blasting

• Earthwork which alters the shape of a slope, or which imposes new 

loads on an existing slope

6.2.2.1 Impact and Related Hazards

• Fire as a result of broken gas lines

• Flooding from disruptions to underground water mains

• Electrical shock as a result of downed power lines

• Structural collapse

• Secondary landslides and localized earth settling

• Release of hazardous material

• Disease outbreaks can occur when spores are spread in dust clouds

• Power and communications systems failure

6.2.2.2 Landslide Missions

Regardless of preparation by an Affected State, a major landslide may 

quickly overwhelm response capabilities. Several major landslides in the 

1980s were responsible for eliminating entire villages in South America. A

JTF Commander tasked to support Affected State authorities may receive 

the following resource requests:

• Aviation (fixed and rotary wing) assets to conduct search and 

rescue, personnel transport/recovery, transport logistics, or perform 

aerial structural damage assessment

• Engineer support to clear roads or create emergency bypasses,

clear rubble, and clear ports and waterways of hazards to 

navigation

• Key infrastructure assessments (US Army Corps of Engineers or 

Naval Facilities Engineer Command qualified personnel)
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• Logistical support such as water, food, temporary shelters, and 

generators

• Material handling equipment and trained operators

• Medical support personnel, deployable medical treatment facilities, 

Class VIII (medical) materiel

• Medical evacuation assets (air and ground)

• Shoring materiel and debris clearing equipment

• Transportation

6.2.3 Tsunami

A Tsunami is a series of waves formed by displaced water due to the 

disturbance of the sea floor that enters coastal areas, often causing serious 

damage. Tsunami (pronounced tsoo-nah-mee) is a Japanese word that 

literally means, “harbor wave.” Tsunamis are appropriately named so 

because they are silent and unseen in the ocean waters, but are often fierce 

in shallow coastal waters. They are often mistakenly referred to as tidal 

waves. Tidal 

waves are caused 

by the 

gravitational pull 

of the moon and

sun, and tend to 

be much higher 

vertically then a 

tsunami. 

Tsunamis are 

usually the result 

of underwater 

seismic activity, 

and are sometimes 

referred to as 

seismic sea waves. 

Tsunamis can also 

be caused by other non-seismic events and usually occur during the 

following two major geologic movements:

• Underwater landslides

• Underwater volcanic explosion

There are three types of tsunamis: local, regional, or distant.

• Local tsunamis are generally located very close to a landmass; 

these types of tsunami can be very dangerous due to the 

availability of very little warning

Figure 6-3: Tsunami Waves Hitting Japan
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• Regional tsunamis are generated between one and three hours 

travel time away from their destination; they are generally the most 

common, but tend to cause the least damage due to oceanographic 

conditions that limit the magnitude of the tsunami

• Distant tsunamis are generated from a long way away, such as 

from across the Pacific; they are generally less common, but have 

the potential for causing catastrophic damage

Tsunami wave speed is dependent on ocean depth: local tsunami waves 

travel slower (~60 mph) than deep ocean waves (up to 500 mph). Despite 

their speed, deep ocean tsunamis often go unnoticed because their waves 

may only reach a couple of feet on the sea surface. When a tsunami comes 

closer to a coast, wave heights will typically increase as the ocean becomes 

shallower.

6.2.3.1 Impact and Related Hazards

• Tsunami wave trains (generated when an oceanographic 

disturbance causes a horizontal wave through the ocean, similar to 

ripples formed by tossing a rock into a pond, spreading outward 

from the disturbance in 5 to 90 minute intervals)

• Drowning

• Strong currents and debris

• Flooding

• Electrical shock and fires as a result of damaged utilities

• Structural collapse

• Landslides and mudslides/localized earth settling

• Release of hazardous material

• Diarrheal and communicable disease due to poor sanitation and 

contaminated water sources

• Increased risk of wound infections and subsequent gangrene 

secondary to exposure to fecal and other contaminants in raised 

water tables

• Power and communications systems failure

NOTE: People who have survived tsunamis often describe them as 

long “walls of water.” On shore, what is noticed first depends on 

what part of the waves reaches land first (i.e., the wave crest 

causes a rise while a wave trough causes a recession of water). 

The terminology used to measure the height of the water above 

the sea level is called “run-up.” Tsunamis may reach a maximum 

run-up on shore of 100-150 feet.
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6.2.3.2 Tsunami Missions

Regardless of the degree of civil preparedness, a major tsunami may

quickly overwhelm the response capability of the Affected State. A JTF 

Commander may receive the following resource requests:

• Aviation (fixed and rotary wing) assets to conduct search and 

rescue, personnel transport/recovery, transport logistics, or perform 

aerial structural damage assessment

• Engineer support to clear roads or create emergency bypasses,

clear rubble, and clear ports and waterways of hazards to 

navigation

• Key infrastructure assessments (US Army Corps of Engineers or 

Naval Facilities Engineer Command qualified personnel)

• Large-deck naval platforms for mass movement of evacuees

• Logistical support such as water, food, temporary shelters, and 

generators

• Material handling equipment and trained operators

WARNING:

• Local tsunamis can follow a seismic event very quickly, 

leaving less time for evacuation and incident 

management preparation

• Early returns of people to their settlements without 

anticipating the wave train or to witness the tsunami 

can result in significant numbers of injuries and 

deaths

• The issuance of a tsunami warning means that evidence 

exists for a potentially destructive tsunami and 

evacuation is strongly advised

• On the other hand, a watch status means that a tsunami 

may have been generated, the wave travel time is more 

than 3 hours, and evacuation is needed if the watch is 

upgraded to a warning

• For tsunamis of distant origin, the danger areas are 50 

feet above sea level and within 1 mile of the coast

• For tsunamis of local origin, potential danger areas are 

those less than 100 feet above sea level and within one 

mile of the coast
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• Medical support personnel, deployable medical treatment facilities, 

Class VIII (medical) materiel

• Medical evacuation assets (air and ground)

• Shoring materiel and debris-clearing equipment

• Transportation

6.2.4 Hurricanes, Cyclones, and Typhoons

Figure 6-4: Hurricanes Jeanne, Karl, and Tropical Storm Lisa

The terms hurricane and typhoon are regionally specific names for a strong 

tropical cyclone. A tropical cyclone is the generic term for a non-frontal 

low-pressure system over tropical or sub-tropical waters with organized 

convection (i.e., thunderstorms) and cyclonic surface wind circulation.

• Tropical depressions have sustained winds of less than 39 mph

• Tropical storms have sustained winds from 39-73 mph

• Cyclones have sustained winds above 74 mph and are referred to 

as:

o Hurricane (in the North Atlantic Ocean, the Northeast 

Pacific Ocean east of the dateline, or the South Pacific 

Ocean east of 160E)

o Typhoon (in the Northwest Pacific Ocean west of the 

dateline)

o Severe Tropical Cyclone (in the Southwest Pacific Ocean 

west of 160E or Southeast Indian Ocean east of 90E)

o Severe Cyclonic Storm (in the North Indian Ocean)

o Tropical Cyclone (in the Southwest Indian Ocean)

Credit: NOAA
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Tropical cyclones are one of nature’s most powerful forces. A tropical 

cyclone’s winds blow in a spiral direction around a relatively calm area 

known as the Eye. The eye is usually 20 to 30 miles wide. The most 

violent activity takes place in the area immediately around the eye, called 

the Eyewall.

As these storms approach from the ocean, the skies begin to darken and the

wind gets stronger. As it nears land, it may bring torrential rain, storm 

surges, and very high winds. A single tropical cyclone can last for more 

than 2 weeks in open waters. The heavy rain brought by these storms not 

only threatens coastal areas, but can also hit hundreds of miles inland, in 

some cases causing flooding that occurs days after the storm actually hits 

shore.

6.2.4.1 Measuring Tropical Cyclones

The Saffir-Simpson Scale, Figure 6-5, is the American methodology for 

classifying the intensity of tropical cyclones. Other classification scales 

exist in geographically specific locations throughout the world.

Category Winds Effects

One 74-95 

mph

No real damage to building structures. Damage 

primarily to unanchored mobile homes, shrubbery, and 

trees. Some coastal road flooding and minor pier 

damage.

Two 96-110 

mph

Some roofing material, door, and window damage to 

buildings. Considerable damage to vegetation, mobile 

homes, and piers. Coastal and low-lying escape routes 

flood 2-4 hours before arrival of center. Small craft in 

unprotected anchorages break moorings.

Three 111-130 

mph

Some structural damage to small residences and utility 

buildings with a minor amount of curtain wall failures. 

Mobile homes are destroyed. Flooding near the coast 

destroys smaller structures with larger structures 

damaged by floating debris. Terrain continuously lower 

than 5 feet Above Sea Level (ASL) may be flooded 

inland 8 miles or more.

Four 131-155

mph

More extensive curtain wall failures with some 

complete roof structure failure on small residences. 

Major erosion of beach. Major damage to lower floors 

of structures near the shore. Terrains continuously 

lower than 10 feet ASL may be flooded requiring 

massive evacuation of residential areas inland as far as 

6 miles.
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Five Greater 

than 155 

mph

Complete roof failure on many residences and industrial 

buildings. Some complete building failures with small 

utility buildings blown over or away. Major damage to 

lower floors of all structures located less than 15 feet 

ASL and within 500 yards of the shoreline. Massive 

evacuation of residential areas on low ground within 5 

to 10 miles of the shoreline may be required.

Figure 6-5: Saffir-Simpson Hurricane Wind Scale

6.2.4.2 Impact and Related Hazards

• Tornadoes and waterspouts

• Strong currents and debris associated with storm surge

• Flooding

• Electrical shock and fires as a result of damaged utilities

• Structural collapse

• Landslides and mudslides/localized earth settling

• Erosion of roads, beaches, and coastlines

• Release of hazardous material

• Power and communications systems failure

• Drowning

• Contaminated water supplies and exposure to waterborne disease 

(cholera, shigella, salmonella, and the hepatitis A virus)

• Increased risk of wound infections and subsequent gangrene 

secondary to exposure to fecal and other contaminants in raised 

water tables

6.2.4.3 Hurricane, Cyclone, and Typhoon Missions

Regardless of preparation by the Affected State, a major tropical cyclone

may quickly overwhelm the ability to respond. A JTF Commander tasked 

to support Affected State authorities may receive the following resource 

requests:

• Assets to clear ports and waterways of hazards to navigation

NOTE: Critical infrastructure such as hospitals, electrical 

generation facilities, sewage treatment plants, food 

production facilities, etc., are just as prone to being damaged 

and/or rendered unusable as any other building or facility in 

the impacted area. 
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• Aviation (fixed and rotary wing) assets to conduct search and 

rescue, personnel transport/recovery, transport logistics, or perform 

aerial structural damage assessment

• Engineer support to clear roads or create emergency bypasses,

clear rubble, and clear ports and waterways of hazards to 

navigation

• Key infrastructure assessments (US Army Corps of Engineers or 

Naval Facilities Engineer Command qualified personnel)

• Logistical support such as water, food, temporary shelters, and 

generators

• Material handling equipment and trained operators

• Medical support personnel, deployable medical treatment facilities, 

Class VIII (medical) materiel

• Medical evacuation assets (air and ground)

• Shoring materiel and debris clearing equipment

• Transportation

6.2.5 Tornadoes

A tornado is a violently rotating 

column of air extending from 

swelling clouds to the ground. The 

most violent tornadoes are capable of 

tremendous destruction with wind 

speeds of 250 mph or more. Damage 

paths from a tornado can be in excess 

of 1 mile wide and 50 miles long. 

Tornadoes strike with little or no 

warning and can occur with equal 

frequency in all countries. 

Tornadoes may appear nearly 

transparent until dust and debris are 

picked up or a cloud forms within the 

funnel. Tornadoes have been known to move in any direction. The average 

forward speed is 30 mph but may vary from nearly stationary to upwards of 

70 mph. Waterspouts are tornadoes that form over warm water. They can 

move onshore and cause damage to coastal areas.

NOTE: Mass fatality management resources may be a 

significant requirement in cyclonic events that are rated 

either extreme or catastrophic (Categories 4 & 5).

Credit: NOAA

Figure 6-6: Double Tornado
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6.2.5.1 Measuring Tornadoes 

Tornado severity is measured by the Enhanced Fujita Tornado Scale (see 

Figure 6-7). This scale ranges from designations of EF0 to EF5. Originally 

designed as a measurement of structural damage caused by a tornado, the 

scale is now most often used to describe a tornado’s wind speed.

Category Winds Effects

EF0 65-85 mph Small trees uprooted, broken tree limbs

EF1 86-110 mph Roofs damaged, mobile homes uprooted

EF2 111-135 mph Roofs removed, mobile homes demolished

EF3 136-165 mph Roofs and walls torn down, all trees uprooted

EF4 166-200 mph Homes leveled, foundations moved

EF5 Over 200 mph Buildings destroyed, cars thrown > 100 meters

Figure 6-6: Enhanced Fujita Tornado Scale

6.2.5.2 Impact and Related Hazards

• Debris

• Electrical shock and fires as a result of damaged utilities

• Structural collapse

• Release of hazardous material

• Loss of geographic reference or local landmarks

• Localized power and communications systems failure

• Contaminated water supplies and exposure to waterborne disease 

(cholera, shigella, salmonella, and the hepatitis A virus)

• Increased risk of wound infections and subsequent gangrene 

secondary to exposure to fecal and other contaminants in raised 

water tables
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6.2.5.3 Tornado Missions

Although tornadoes occur worldwide, these destructive forces of nature are 

found most frequently in the United States. Unless a rare “super-cell” 

occurs causing multiple tornadoes to touch down nearly simultaneously, it 

is unlikely that the DOD would be asked to respond to an event outside of 

the United States. In the isolated case(s) that a request for support is made, 

the mission requirements would be similar to those associated with tropical 

cyclones.

6.2.6 Wildfires

According to the United States Geological Survey (USGS), a wildfire is any 

uncontrolled fire in combustible vegetation that occurs in the countryside or 

a wilderness area. Other names such as brush fire, bushfire, forest fire, 

grass fire, hill fire, peat fire, vegetation fire, veldfire, and wildland fire may 

be used to describe the same 

phenomenon depending on the type of 

vegetation being burned.

A wildfire differs from other fires by 

its extensive size, the speed at which it 

can spread out from its original source, 

its potential to change direction 

unexpectedly, and its ability to jump 

gaps such as roads, rivers and fire 

breaks. Wildfires are characterized in 

terms of the cause of ignition, their 

physical properties such as speed of 

propagation, the combustible material 

present, and the effect of weather on 

the fire.

WARNING: Tornado winds can propel objects in excess of 200 

mph. A 2x4 piece of wood moving at 150 mph is capable of 

penetrating an 8-inch concrete block wall. Small objects, 

such as nails, can cause massive penetrating injuries at 

tornado speeds (nail guns, in comparison, only shoot nails at 

70 mph).

Tornados may be accompanied by lightning, hail, and rain, all 

capable of causing dangerous, life-threatening conditions on 

their own.

Figure 6-7: Wildfire

Credit: NOAA
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Wildfires occur on every continent except Antarctica. While some wildfires 

burn in remote forested regions, they can cause extensive destruction of 

homes and other property located in the wildland-urban interface (i.e., the 

zone of transition between developed areas and undeveloped wilderness).

The four major natural causes of wildfire ignitions are lightning, volcanic 

eruption, sparks from rock falls, and spontaneous combustion. However, 

many wildfires are attributed to human sources such as arson, discarded 

cigarettes, sparks from equipment, and power line arcs.

6.2.6.1 Impact and Related Hazards

• Smoke inhalation

• Falling embers

• Explosions as a result of damaged utilities

• Structural collapse

• Release of hazardous material 

• Localized power and communications systems failure

• Loss of geographic reference or local landmarks

WARNING: Even healthy people can have respiratory problems 

from the particulates and gasses in the air when wildfires 

occur. More intense or prolonged exposure can also cause 

chest pain, shortness of breath, and headaches. Those with preexisting condition such as asthma, bronchitis, or chronic 

obstructive pulmonary disease (COPD) can have their 

conditions severely exacerbated to the point of requiring acute 

medical care and/or life-support. 

The real danger from smoke is toxic gasses. Carbon monoxide 

is the most common, but there can be complex and more 

dangerous gasses created by toxic compounds burning 

downwind. 
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6.2.6.2 Wildfire Missions

Regardless of preparation by the Affected State, a major wildfire can 

quickly overwhelm the ability to suppress the fire and respond to support an 

affected population. A JTF Commander tasked to support Affected State 

authorities may receive the following resource requests:

• Air assets for search and rescue (SAR), personnel 

transport/recovery, medical evacuation (MEDEVAC), logistics 

transport, or aerial structural damage assessment

• Aviation (fixed and rotary wing) assets to conduct fire suppression

• Debris clearing equipment

• Key infrastructure assessments (US Army Corps of Engineers or 

Naval Facilities Engineer Command qualified personnel)

• Logistical support such as water, food, medical supplies, 

temporary shelters, and generators

• Military personnel and engineering equipment

• Transportation of first responders, evacuees, displaced personnel, 

injured, medically fragile or special needs populations

6.2.7 Floods

Floods are the most common natural disasters, accounting for 

approximately 40% of all disasters worldwide. More than 90% of the 

world’s population lives within ten miles of a major body of water and is 

CAUTION: Wildfires are very destructive to property, but the 

bigger danger to humans and animals is poor quality air and 

smoke that can reach populations well beyond the geographic 

scope of the wildfire.

Wildfires have a rapid forward rate of spread when burning 

through dense, uninterrupted fuels. They can move as fast as 6. 

mph in forests and 14 mph in grasslands.

Re-ignition poses a serious risk to response assets conducting 

wildfire incident management. Careful consideration should

be given to evacuation plans to facilitate rapid egress from 

re-ignited wildfires.

Wildfires cannot be controlled with a garden hose. Personnel 

involved with incident management efforts should leave 

wildfire management to professionally trained and equipped 

fire fighters.
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thus subject to the effects of flooding. Areas of greatest risk of flooding 

include low-lying areas; coastal communities; and those areas located 

downstream from dams. Floods may be caused by an abundance of rainfall; 

melting snow; or the expanding development of wetlands, which reduces 

absorption of rainfall.

Flash floods can occur within six hours of a rain event, after a dam or levy 

fails, or the sudden release of water from an ice or debris jam. Flash floods 

are the number one cause of natural disaster-related deaths. Floods are 

often long-term events and may last days, weeks, or longer.

6.2.7.1 Related Hazards

• Drowning

• Hypothermia

• Strong currents and floating debris

• Electrical shock and fires as a result of damaged utilities

• Structural collapse

• Landslides and mudslides/localized earth settling

• Release of hazardous material

CAUTION: Failing to promptly evacuate at-risk populations 

from a flood watch area will exacerbate response requirements. 

It is easier to re-locate relatively stable and healthy populations 

than it is to accommodate their life support requirements under 

conditions of severe environmental duress.

Figure 6-8: Flood in Bangladesh

Credit: USAID
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• Power and communications systems failure

• Loss of geographic reference or local landmarks

• Animal and reptile bites, and increased risk of vector-borne illness

• Contaminated water supplies and exposure to waterborne disease 

(cholera, shigella, salmonella, and the hepatitis A virus)

• Increased risk of wound infections and subsequent gangrene 

secondary to exposure to fecal and other contaminants in raised 

water tables

• Unsanitary living conditions

6.2.7.2 Flood Missions

A JTF Commander tasked to support Affected State authorities may receive 

the following resource requests:

• Air and water-borne assets for search and rescue (SAR), personnel 

transport/recovery, medical evacuation (MEDEVAC), logistics 

transport, or aerial structural damage assessments

• Assisting in set-up of temporary staging areas (indoor and outdoor) 

and temporary storage areas

• Assisting in constructing temporary shelter for disaster responders; 

displaced, affected civilians; and emergency services personnel

• Assisting in constructing temporary sites in proximity to the 

disaster site for medical support or evacuation transfer, 

communications node set-up/operation, electrical power 

generation, and logistical support operations

• Deployable medical treatment facilities, equipment, and Class VIII 

(medical) supplies

WARNING: The appearance of shallow waters in flooded 

areas can be extremely deceiving. Response vehicles 

entering flood waters erroneously presumed to be safe can 

be swept away with the force of the flow in as little as two 

feet of water. As little as four inches of water can sweep a 

human off their feet and result in drowning.

Floods can continue to be dangerous, even after the water 

has receded, due to various forms of contamination (e.g., 

fecal bacteria from sewers, corrupted hazardous waste, and 

various forms of chemical and fuel contaminants). Extreme 

care must be exercised by response personnel in flood 

environments.
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• Medical providers and public health support personnel

• Engineering support may include:

o Assessing damage to roads, bridges, structures, utilities, 

and other critical infrastructure (USACE/NAVFAC)

o Clearing debris and mud

o Conducting topographic surveys for the extent of flood 

damage

o Constructing temporary bridges

o Opening roadways for emergency and medical traffic 

o Overprinting maps to depict damage, water levels, key 

facilities, and SAR search and rescue activities

o Providing emergency power and/or restoring power to 

critical facilities

o Restoring critical facilities, services, and utilities

• Providing expedient repair of critical distribution systems

• Supporting evacuation of seriously ill or injured patients to 

locations where hospital care or outpatient services are available

• Supporting points of distribution for food, water, and medical 

supplies

• Transportation assets

6.2.8 Volcanic Eruptions

The most common type of volcanic eruption occurs when magma (the term 

for lava when it is below the Earth’s surface) is released from a volcanic 

vent. Eruptions can be effusive, where lava flows like a thick, sticky liquid; 

or explosive, where fragmented lava explodes out of a vent. In explosive 

eruptions, the fragmented rock may be accompanied by ash and gases; in 

effusive eruptions, degassing is common but ash is usually not.

Figure 6-9: Hawaiian Eruption, Fire Fountaining at the Pu'uO'o Volcano in 

Hawaii
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An explosive eruption blasts solid and molten rock fragments (tephra) and 

volcanic gases into the air with tremendous force. The largest rock 

fragments (bombs) usually fall back to the ground within 2 miles of the 

vent. Small fragments (less than about 0.1 inch across) of volcanic glass, 

minerals, and rock (ash) rise high into the air, forming a huge, billowing 

eruption column. Eruption columns can grow rapidly and reach more than 

12 miles above a volcano in less than 30 minutes, forming an eruption 

cloud.

Volcanic gases and ash clouds in the troposphere and lower stratosphere can 

pose a serious hazard to aviation. Large eruption clouds can extend 

hundreds of miles downwind, resulting in ash fall over an enormous area. 

Heavy ash fall can collapse buildings, and even minor ash fall can damage 

crops, electronics, and machinery.

Fumaroles (small openings co-located with cracks in the ground) allow 

gases to reach the surface, even when a volcano is not erupting. More than 

90% of all gas emitted by volcanoes is water vapor (steam), most of which 

is heated ground water. Other common volcanic gases are carbon dioxide, 

sulfur dioxide, hydrogen sulfide, hydrogen, and fluorine. Sulfur dioxide gas 

can react with water droplets in the atmosphere to create acid rain, which 

causes corrosion and harms vegetation. Carbon dioxide is heavier than air 

and can be trapped in low areas in concentrations that are deadly to people 

and animals. Fluorine, which in high concentrations is toxic, can be 

adsorbed onto volcanic ash particles that later fall to the ground. The 

fluorine on the particles can poison livestock grazing on ash-coated grass 

and contaminate domestic water supplies.

6.2.8.1 Types of Eruptions

Volcanologists classify eruptions into several different types (e.g., 

Hawaiian, Strombolian, and Plinian). Some are named for particular 

NOTE: Cataclysmic eruptions, such as the June 15, 1991 

eruption of Mount Pinatubo (Philippines), inject huge amounts 

of sulfur dioxide gas into the stratosphere, where it combines 

with water to form an aerosol (mist) of sulfuric acid. By 

reflecting solar radiation, such aerosols can lower the Earth’s 

average surface temperature for extended periods of time by 

several degrees Fahrenheit (°F). These sulfuric acid aerosols 

also contribute to the destruction of the ozone layer by altering 

chlorine and nitrogen content in the atmosphere.
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volcanoes, others the resulting shape of the eruptive products or place 

where the eruptions occur. Figure 6-10 shows a Hawaiian eruption. Figure 

6-11 show different types of eruption features used to classify a volcano.

Figure 6-10: Eruption Features

6.2.8.2 Measuring Volcanic Eruptions 

The Volcanic Explosivity Index (VEI), shown in Figure 6-12, is a scale for 

measuring the strength of eruptions used by the Smithsonian Institution's 

Global Volcanism Program to assess the impact of historic and prehistoric 

lava flows. The VEI operates similar to the Richter scale for earthquakes, 

in that each interval in value represents a tenfold increase in magnitude.

Credit: USGS
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Figure 6-12: Volcanic Eruption by VEI Index
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6.2.8.3 Impacts and Related Hazards

• Fire

• Lava

• Toxic gasses (sulfur dioxide, hydrochloric acid, etc.)

• Asphyxiation

• Explosive eruption and falling debris

• Structural collapse

• Landslides and mudslides/localized earth settling

• Flash flooding due to rapidly melted snow and ice

• Release of hazardous material

• Damage to fixed and rotary wing aircraft operating in airspace

• Contamination of food and water sources

• Power and communications systems failure

• Loss of geographic reference or local landmarks

• Lightning and electrocution

• Tsunamis and earthquakes

6.2.8.4 Missions Involving Volcanic Eruption 

Volcanic eruptions can occur with little or no warning, regardless of the 

preparation by the Affected State; a major eruption is therefore likely to 

overwhelm the ability to respond to support an affected population. A JTF 

WARNING: In the absence of visible volcanic activity, gas 

released from lake water turnover could be a sign of an 

imminent eruption and on its own may produce injuries from 

superheated steam or bleed-off of noxious gases.

Dormant or suspected dormant volcanoes can erupt with 

little or no warning.

Because of the tremendous forces associated with volcanoes, 

even communities thought to be out of harm’s way may be 

suddenly imperiled.

The greatest single measure of improving survivability in 

volcanic eruptions is distancing. To the greatest extent 

possible, seismic early warning systems (EWS) that provide 

indications of volcanic activity should be leveraged to 

distance populations-at-risk from an event.
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Commander tasked to support Affected State authorities may receive the 

following resource requests:

• Air assets for search and rescue, personnel transport and recovery, 

medical evacuation, logistics transport, or aerial structural damage 

assessment

• Debris clearing equipment

• Deployable medical treatment facilities

• Resources for temporary staging bases

• Heavy equipment and trained operators

• Identification of intermediate staging bases for evacuated 

populations-at-risk

• Engineer support to clear roads or create emergency bypasses,

clear rubble, and clear ports and waterways of hazards to 

navigation

• Key infrastructure assessments (US Army Corps of Engineers or 

Naval Facilities Engineer Command qualified personnel)

• Large-deck naval platforms for mass movement of evacuees 

• Logistical support such as water, food, medical supplies, 

temporary shelters, and generators

• Medical providers and public health support personnel

• Transportation of first responders, evacuees, displaced personnel, 

injured, medically fragile, or special needs populations
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CHAPTER 7 - PLANNING AND EXECUTION 

7.1 Overview

The purpose of this chapter is to provide the Joint Task Force (JTF) 

Commander and staff with a list of suggested activities and actions that will 

enable them to successfully plan and execute a FDR operation. Information 

contained in this handbook has been developed based on a compilation of 

best practices and lessons learned from across the Geographic Combatant 

Commands (GCC) and the Services.

JTF Commander...................................................................................7-2

Deputy Commander/Chief of Staff ......................................................7-4

Command Senior Enlisted Leader........................................................7-7

J-1 Manpower and Personnel/Human Resources.................................7-9

J-2 Intelligence ...................................................................................7-11

Foreign Disclosure Officer.................................................................7-14

J-3/5/7 Plans & Operations ................................................................7-15

Air Component Coordination Element...............................................7-18

J-4/8 Logistics & Resource Management ..........................................7-18

Engineer ...........................................................................................7-24

Contingency Contracting....................................................................7-29

J-6 Command, Control, Communications, and Computer Systems...7-30

J-9 Civil Affairs/Interagency/International Cooperation....................7-32

Special Staff.......................................................................................7-36

Political Advisor.................................................................................7-36

Staff Judge Advocate (Attorney)........................................................7-37

Public Affairs Officer.........................................................................7-38

Chaplain ...........................................................................................7-42

Knowledge Management....................................................................7-44

Provost Marshal .................................................................................7-46

Medical Officer/Surgeon/Medical Personnel.....................................7-46

7.2 Joint Task Force Organization

The JTF is the most common type of organizational structure used by the 

Department of Defense (DOD) for FDR. The authority establishing the JTF 

determines the command relationships and assigns missions and forces. A 

JTF is routinely assigned a Joint Operations Area (JOA) in the GCC’s Area 
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of Responsibility (AOR). JTFs normally operate at the operational level; 

however, they maintain responsibility for actions that occur at the tactical 

level.

The unique aspects of interagency, Intergovernmental Organization (IGO),

and Non-governmental Organizations (NGO) coordination and 

collaboration require the JTF Commander to be especially flexible and 

responsive. Depending on the type of contingency operation, the extent of 

military operations and degree of interagency involvement, coordination 

with civilian agencies may occur at the embassy, the JTF HQ, the CivilMilitary Operations Center (CMOC), or UN Cluster meetings.

7.2.1 JTF Commander

The JTF Commander’s duties may include the following:

• Making recommendations on the proper employment of assigned 

and attached forces

• Supervising all aspects of the JTF’s planning efforts including 

preparation of operation orders (OPORD), and time-phased force 

and deployment data (TPFDD)

• Establishing requisite policies and guidelines; to include the 

establishment of offices, cells, elements, centers, boards, working 

groups, and planning teams

• Applying risk management across the full range of military 

operations

• Exercising or delegating appropriate, operational control (OPCON) 

over assigned and attached forces; the Commander may also 

exercise tactical control (TACON), administrative control 

(ADCON), have coordinating authority, or be in a supported or 

supporting relationship

NOTE: Members of the JTF must have a clear understanding of 

the nature and amount of support they will be allowed to 

provide. Affected States, international respondents, and NGOs 

may view the military as an inexhaustible resource, and may 

inundate the CJTF with requests for support. Normally, requests 

for support will come to DOD through DOS at the Executive 

Secretary level. If circumstances on the ground dictate that the 

JTF has authority to fill certain types of requests from those 

organizations, the granting of that authority, and guidance on 

its use, will be included in the execute order.
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• Providing guidance to subordinate and supporting forces

• Keeping higher HQs informed on progress of ongoing operations 

and mission status

• Ensuring staff conducts coordination with other forces and 

agencies assigned or attached, including Affected State ministries, 

NGOs, and IGOs

• Exercising directive authority for support capabilities delegated by 

the higher HQs

• Ensuring that cross-service support agreements are in place and 

that forces operate as mutually supporting teams

• Identifying requirements for additional forces or personnel to 

higher HQs

7.2.1.1 Commander Key Tasks 

 Provide commander’s guidance on establishing liaison with 

participating agencies (at national and local levels)

 Establishing liaison with Country Team/Military Group 

 Establishing dialogue with USAID/OFDA 

o GCC Humanitarian Assistance Advisor/Military

(HAA/M) 

o Disaster Assistance Response Team (DART)

 Conduct risk management processes

 Determine advance party requirements

 Ensure Staff Judge Advocate (SJA) is fully engaged in all aspects 

of mission planning

 Have SJA provide staff briefings on existing Status of Force 

Agreement (SOFA), international treaties, specific issues of 

international law regarding the Affected State, and FDR legal 

authorities

 Determine external relationships

 Establish communication protocols, use military assets for internal 

communications, and develop specific plans for civilian 

communications

 Ensure method is established to track mission costs

 Plan for media interactions; develop strategic messages for the 

mission and ensure promulgation to all levels

 Provide commander’s guidance on standards of conduct and 

expectations of behavior

 Determine Liaison Officer (LNO) requirements

 Complete mission assurance requirements (steps to safeguard 

personnel and equipment)

 Achieve and maintain 100% personnel accountability
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 Ensure compliance with force protection requirements and 

established Force Protection Condition (FPCON) levels 

 Determine information requirements: Commander’s Critical 

Information Requirements (CCIR), Priority Information 

Requirements (PIR), Friendly Force Information Requirements 

(FFIR), and Essential Elements of Friendly Information (EEFI)

 Ensure staff

o Develops a plan to address house, feed and protect unit 

personnel

o Determines source of water, power, shower, and laundry

o Sends small deployable communications packages ahead 

of larger deployable command posts for immediate 

feedback of requirements

o Considers how accidents and incidents will be processed

 Brief personnel on the humanitarian principles underlying FDR 

operations

 Develop strategic message for the mission and ensure 

promulgation to all levels

 Plan for media and VIPs

 Post deployment

o Conduct equipment inventories, inspections, and initiate 

adjustment documents

o Complete all investigations, particularly those concerning 

injuries (Line of Duty investigations), vehicle accidents, 

and lost or damaged equipment

o Consolidate costs associated with requests for assistance 

submitted by USAID/OFDA/DART using the Mission 

Tasking Matrix “MITAM” form

o Prepare draft After Action Report (AAR) and lessons 

learned

7.2.2 Deputy Commander/Chief of Staff

The Deputy Commander/Chief of Staff (DC/COS) is the key staff 

integrator. The DC/COS coordinates staff actions, processes, and 

procedures. DC/COS duties may include (but are not limited to) the 

following:

 Serving as the principal assistant to the Commander

 May serve concurrently as chief of staff

 Performing duties as directed by the Commander (CDR) including:

o Representing the CDR
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o Assuming command if the commander becomes 

incapacitated or unavailable to exercise command

o Chairing designated boards

o Supervising staff planning

o Supervising designated subordinate unit activities or 

functions

 Representing the CDR when authorized

 Implementing policies as directed by the CDR

 Coordinating and directing the staff actions

 Supervising preparation of staff estimates, plans, and orders

 Establishing and monitoring the battle rhythm to ensure it 

effectively supports planning, decision-making, and other critical 

functions. See Figure 7-1 for a Notional Battle Rhythm.

Figure 7-1: Conceptual Battle Rhythm

 Formulating and disseminating staff policies

 Ensuring liaison is established with the higher, adjacent, and 

subordinate HQ, and other agencies and organizations

 Supervising staff, managing facilities and resources

 Supervising staff training and integration programs

7.2.2.1 DC/COS Preparation for Deployment

 Manage staff functions
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 Lead staff through Joint Operational Planning Process

o Conduct Mission Analysis

o Develop Courses of Action (COA)

o Analyze COA

o Compare COA

o Select/Modify COA

o Prepare the Commander’s Estimate 

 Ensure procedures are in place to capture costs

 Ensure each staff element initiates a chronological staff journal for 

all actions in support of the crisis

 Verify recall roster information with J-1 “battle roster”

 Establish a dialogue with Embassy/Defense Attaché (DATT)

 Determine requirements for Joint Operations Center and Tactical 

Operations Center (JOC/TOC) manning augmentation

 Verify establishment of information flow between JOC/TOC and 

Embassy/DATT

 Develop a Hazardous Materials (HAZMAT) strategy

 Begin to monitor work/rest cycles

7.2.2.2 DC/COS Deployment 

 Ensure procedures are in place to capture costs

 Maintain active dialogue with Embassy/DATT

 Request copy of ExecSec Memo

 Maintain flow of information between JOC/TOC and 

Embassy/DATT

 Initiate actions to safeguard resources, personnel, and equipment

 Prepare command brief for VIPs

 Ensure personnel accountability and security

 Be prepared to conduct split-based operations

 Execute HAZMAT strategy and be responsible for the 

environment

 Monitor work/rest cycles (commanders and staff are your principal 

concerns)

 Ensure security posture is maintained

 Develop transition plan

 Direct staff to compile lessons learned throughout all phases of the 

operation

7.2.2.3 DC/COS FDR Operations

 Ensure procedures are in place to capture costs

 Maintain personnel accountability and security

 Be prepared to conduct split-based operations
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 Continue to execute HAZMAT strategy 

 Monitor work/rest cycles (commanders and staff are your principal 

concerns)

 Ensure security posture is maintained

 Continue to safeguard resources, personnel, and equipment

 Develop closeout and redeployment plan in coordination with 

Affected State, USAID/OFDA, NGOs, and IGOs as appropriate

7.2.2.4 DC/COS Transition

 Ensure personnel accountability and security

 Be prepared to conduct split-based operations

 Continue to execute HAZMAT strategy

 Monitor work/rest cycles

 Ensure security posture is maintained

 Ensure re-deployment orders, tickets, travel/transportation of 

personnel and equipment back to home station is coordinated

 Ensure staff transitions appropriate responsibilities to a counterpart

 Determine stay-behind personnel

 Finalize closeout and redeployment plan in coordination with 

Affected State, USAID/OFDA, NGOs, and IGOs as appropriate

7.2.2.5 DC/COS Redeployment

 Consolidate cost data

 Track re-deployment/personnel accountability

 Continue to execute HAZMAT strategy 

 Ensure staff transitioned appropriate responsibilities to a 

counterpart

 Execute closeout and redeployment plan in coordination with 

Affected State, USAID/OFDA, NGOs, and IGOs as appropriate

 Prepare After Action Report (AAR) comments and document 

lessons learned

 Attend USAID/OFDA AAR

7.2.3 Command Senior Enlisted Leader

7.2.3.1 Command Senior Enlisted Leader Overview

The Command Senior Enlisted Leader (CSEL) is a key advisor to the 

commander on all matters related to personnel and operational issues. The 

CSEL can also serve as an observer of activities within the operational area 

for the CDR.

7.2.3.2 Command Senior Enlisted Leader Key Tasks Include:

 Participate in staff planning processes

 Performing special duties as directed by the CDR including:

o Monitoring or observing critical subordinate unit actions
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o Monitoring the discipline, morale, and mission readiness 

of JTF elements

 Establish relations with each Services’ senior enlisted leaders

 Identify quality of life issues (food, housing, uniforms, etc.)

 Communicate strategic messages and themes

 Assist in communicating General Orders; maintain discipline and 

enforce standards

 Review Service policies and procedures

 Ensure personnel are recognized for outstanding service and 

accomplishments

 Serve as a sounding board for JTF Commander and staff

7.3 Joint Staff Directorates

JP 3-0, Joint Operations describes the basic J-code directorates of a Joint 

Staff. Those primary staff directorates provide staff supervision of related 

processes, activities, and capabilities associated with the basic joint 

functions. See Figure 1-4 in Section 1.5.2.3.

7.4 Joint Task Force Primary Staff Directorates

JP 3-33, The Joint Task Force describes the typical Joint Task Force (JTF) 

staff elements and functions. JTF Commanders have the latitude to add, 

change, combine, or reorganize J-code functions to meet specific mission 

requirements and environments. For example, JTF Commanders will often 

combine the J-3, J-5, and J-7 functions. A typical JTF staff is depicted in 

Figure 7-3.

Joint 

Directorates Function

J-1 Manpower and Personnel

J-2 Intelligence

J-3/5/7 Operations, Plans, and Training

J-4/8 Logistics, Resources, Expeditionary Contracting

J-6 Command, Control, Communications, and Computer

Systems/Information

J-9 Interagency/ Civil-Military Coordination

Figure 7-2: Typical JTF Staff Functions

Special staff (not included in this matrix) may include: Staff Judge 

Advocate, Surgeon, Chaplain, Comptroller, Political-Military Advisor, 

Public Affairs Officer, Science Advisor, and Knowledge Management. 
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Special Staff are usually denoted as “double digit” J-Codes (e.g. J-03/Public 

Affairs Officer).

7.4.1.1 Staff Action Checklists

The following staff action checklists articulate best practices for five-phased

FDR operations (see Section 5.3.7 for more details on FDR phases). These 

tasks are applicable to operational and tactical levels.

7.4.2 J-1 Manpower and Personnel/Human Resources

J-1 is responsible for all human resources, personnel actions, tracking 

deployment status, casualties, and losses by unit. The J-1 should also 

coordinate with his or her J-1 counterpart at the GCC for replacement or 

augmentation personnel. Personnel management in a FDR environment 

presents some unique challenges including:

• Working with civilian medical facilities in tracking military 

personnel status

• Integrating and accounting for DOD civilians/contractors 

augmenting deployed forces

7.4.2.1 J-1 Preparation for Deployment

 Track and report unit personnel strength

 Determine personnel augmentation requirements (including those 

from external agencies) for JOC and TOC

 Conduct pre-deployment readiness checks (such as legal, medical, 

family, and passport)

 Establish personnel accountability procedures; track authorized, 

assigned, present for duty, leave, sick call, and casualties by 

component in accordance with higher HQ reporting procedures

 Be prepared to monitor DOS tracking of American Citizens and 

designated foreign nationals

 Modify data collection procedures for casualty reporting and 

tracking to address unique communications challenges of operating

in a FDR environment

 Prepare appointment orders

 Develop procedures to manage pay issues in an FDR environment

 Manage personnel readiness programs

 Develop “leave under emergency conditions” procedures 

 Plan and publish personnel tracking requirements, reports, and 

timelines

 Be prepared to establish mail operations at deployment plus 60 

days (D+60)

 In coordination with J-4, establish Administrative and Logistics 

Operations Center
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 Develop the Joint Reception, Staging, and Onward Integration 

(JRSOI) plan for deploying forces

 Develop the Joint Manning Document (JMD)

 Request award’s policy and authorities for JTF Commander and 

below

 In coordination with the SJA, determine how mission-specific 

General Orders, policies, and procedures will apply to deploying 

civilian personnel

7.4.2.2 J-1 Deployment

 Be prepared to provide a J-1 representative for the advance party

 Be prepared to conduct JRSOI throughout mission

 Participate in staff planning and OPORD development

 Utilize Delivery Performance Achievement and Recognition 

System (DPARS) and Cost Assessment and Program Evaluation

(CAPE)

 Ensure all military personnel update their information in the 

appropriate service personnel accountability and assessment 

systems

 Establish reporting procedures for subordinate units and coordinate 

with higher HQ for submission of Joint Personnel Status and 

Casualty Reporting (JPERSTAT)

 Develop joint manning document billets and request individual 

augmentee sourcing

 Maintain accountability of deployed DOD personnel in affected 

area

7.4.2.3 J-1 FDR Operations

 Maintain accountability of deployed DOD personnel

 Participate in staff planning and OPORD development

 Submit JPERSTAT report in accordance with higher HQ guidance

 Identify POC at Embassy responsible for tracking of American 

Citizens

 Track US DOD casualties

 If family members of unit personnel live in the area affected by the 

disaster, provide information on support services

 Establish procedures for family members to contact military 

personnel

NOTE: Tracking of American citizens (AMCITS) is a DOS and US 

Embassy responsibility via DOS Form 88.
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 In coordination with the US Embassy, be prepared to provide 

personnel to support visitor operations

 Process personnel awards

7.4.2.4 J-1 Transition

 Track deployed personnel

 Track units as they depart the Area of Responsibility (AOR)

 Track DOD casualties

 Manage out-processing of personnel, augmentees, and contractors

7.4.2.5 J-1 Redeployment

 Monitor and track redeployment of all assigned US DOD

personnel

 Coordinate with JTF Surgeon to ensure that all assigned military 

personnel complete a post-deployment health assessment (DOD

Form 2796) prior to leaving the AOR or upon return to home 

station within 30 days of redeployment

 Ensure completion of Post-Deployment Health Reassessments 

(DOD Form 2900) by all deployed individuals 90 to 180 days after 

redeployment to home station

 Process and manage personal decorations, unit citations, and 

appropriate FDR-specific awards

 Prepare AAR comments and document lessons learned

7.4.3 J-2 Intelligence

J-2 responsibilities in support of FDR operations include gathering 

information on weather, roads, environmental factors, and incident 

information that are necessary for effective FDR operations. Typical 

information requirements include: situational awareness assessments, 

damage assessment, evacuation monitoring, search and rescue tracking, 

HAZMAT incident tracking/assessment, and hydrographic surveys.

7.4.3.1 J-2 Preparation for Deployment

 Conduct intelligence assessment

 Develop situation assessment brief

NOTE: In a FDR environment, do not use the terms 

“Intelligence, Surveillance, and Reconnaissance (ISR)” or 

“Intelligence Preparation of the Battlefield (IPB).” It 

communicates the wrong message to the media and the 

Affected States/NGO/IO organizations. Recommend use of 

“Information Operations.”
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 Develop situation overview to determine scale of humanitarian 

crisis

 Develop geographic overview

o Determine potential APOD/SPOD locations and 

characteristics

 Obtain weather overview from METOC and determine potential 

impacts to operations

 Obtain geo-spatial products (maps, charts)

 Provide Geospatial Intelligence (GEOINT) [commercial imagery, 

National Technical Means (NTM) and Geospatial] to staff and 

subordinate HQs

 Consult Foreign Disclosure Officer for releasability and eligibility 

procedures regarding the provision of imagery to NGOs, IGOs, 

Affected State, and other relief providers

 Monitor disaster actions via websites (see Appendix D for 

additional sites):

o USAID 

http://www.usaid.gov/our_work/humanitarian_assistance/

disaster_assistance/

o Relief Web http://www.reliefweb.int

o One Response http://www.oneresponse.int

o UN OCHA http://ochaonline.un.org

o USGS http://www.usgs.gov

o Center for International Disaster Information 

http://www.cidi.org

o Reuters AlertNet http://www.alertnet.org

o UN Humanitarian Information Center 

http://www.humanitarianinfo.org

 Monitor higher HQ disaster response activities

 Determine other participants involved in crisis response

 Provide or obtain infrastructure assessments to include lines of 

communication (LOC) and APODs/SPODs

 Provide area assessment of affected region

 Collect data from Surgeon and Country Team sources to include:

o Population-at-risk estimates

o Casualty estimates

o Fatality estimates

o Displaced persons estimates

o Identify Affected State response mechanism structure

o Identify response capacity and shortfalls for:

 Facilities
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 Personnel

 Materiel

 Assess potential threats to US forces and critical infrastructure in 

the region

 Be prepared to provide a representative for the advance party

 Submit information collection requirements to other USG agencies

7.4.3.2 J-2 Deployment

 Participate in staff planning efforts

 Establish information gathering methodologies

 Establish contact with J-2 counterparts

 Gain approval to release commercial imagery to NGO, Affected 

State, and other relief providers

 In coordination with the Engineer, provide infrastructure 

assessments (to include LOCs and APODs/SPODs) to J-3/J-4

 In coordination with the Surgeon, review medical information on 

local and regional health threats; ensure that medical threat 

information is reported to appropriate authorities

 Maintain visibility on the international humanitarian community 

and other stakeholders actions

 Participate in Joint Planning Group to assist development of 

transition plan

 Monitor threat to deployed forces

 Identify any HAZMAT concerns in the AO

 Develop procedure for communicating HAZMAT issues

 Plan for reacting to escalating hazards such as fires, chemical 

spills, ruptured pipelines, and civil disturbance

7.4.3.3 J-2 FDR Operations

 Participate in staff planning efforts

 Monitor and assess threat to deployed forces and critical 

infrastructure, and mission

 In coordination with J-3/5/7, protect the force by:

o Conducting all-hazards threat assessment

o Implementing baseline Force Protection Condition 

(FPCON) and other directed force protection measures

NOTE: Each traditional ISR system has unique releasability 

guidance. All imagery, to include photos taken by hand-held 

cameras, must be approved prior to release (consult with J-2 and 

Foreign Disclosure Officer).
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o Prescribing appropriate Personal Protective Equipment 

(PPE)

o Directing security measures to mitigate risk

 Ensure risk assessment is updated 

 Receive and process RFIs

 Provide locations and detailed situational information about 

HAZMAT to HAZMAT response teams

 Assist in locating hazards or potential threats 

 Assist in determining numbers and locations of internally displaced 

persons (IDP)

 Determine need for Military Information Support Team (MIST)

 Conduct damage assessments and determine impacts

 Determine status of LOCs:

o Major roads

o Railroads 

o Waterways 

o Ports 

o Airports

7.4.3.4 J-2 Transition

 Collect and consolidate all journals, reports, records, and notes for 

input to the AAR and subsequent filing in accordance with DOD 

guidance

 Review all journal entries and verify availability of supporting 

documents

7.4.3.5 J-2 Redeployment

 Determine and execute close-out activities

 Safeguard and transfer sensitive information and imagery collected 

during operation in accordance with DOD guidance

 Prepare AAR comments and document lessons learned

7.4.4 Foreign Disclosure Officer

Foreign Disclosure Officers (FDO) and Designated Disclosure Authority 

(DDA) are the release authorities for all Controlled Unclassified 

Information (CUI) and Classified Military Information (CMI). The PAO is

the release authority for all unclassified material intended for public release. 

The FDO will keep logs and records of all disclosures in accordance with 

national policy and DOD guidance. To ensure operational information is 

consistently and accurately disseminated, JTF Commanders should 

maximize employment of the FDO and PAO.
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7.4.5 J-3/5/7 Plans & Operations

The expeditionary nature of FDR operations requires great flexibility in 

both planning and execution. The JTF operations directorate (J-3) assists 

the commander in directing and controlling operations. US forces will be 

operating in support of the US Embassy, USAID/OFDA, the Affected State, 

and in coordination with NGO and IGOs. The Plans and Operations 

Sections should consider the MDRO Disaster Management Plan for the 

Affected State; USAID/OFDA Memoranda of Agreement with other USG 

agencies; and the GCCs CONPLAN before issuing operational guidance.

7.4.5.1 J-3/5/7 Preparation for Deployment

 Review FDR training opportunities listed in Appendix E

 Review higher HQ CONOPs

 Develop Commander’s estimate

 Obtain copy of CJCS Execute Order (EXORD) and implement it

 In coordination with J-4/8 capture all costs associated with FDR 

operations (see Appendix C-9)

 Establish liaison to higher HQ staff or Embassy DATT in Affected 

State as appropriate

 Develop request for forces (RFF) requirements

 Maintain current situational awareness and common operating 

picture

 Provide staff with necessary mission analysis information

 Ensure theater entry requirements have been met by all deploying 

personnel

 Develop Operations Order (OPORD)

 Update staff estimate for OPORD

 Brief courses of action to Commander for approval

 Determine potential response options to include forces available, 

locations, and approximate response times

 Determine composition of forces, to include:

o Contingency Response Forces

o Humanitarian Assistance Survey Team (HAST)

o Medical Response Assets 

o Ground and Aerial Transportation units

o Engineer to include Forward Engineer Support Team 

(FEST)

o Water purification

o Ground Maneuver, Naval, and Air Forces

o Maritime Prepositioning Ship (MPS) Assets

o Identify Military Information Support Operations (MISO) 

personnel requirements

o Civil Affairs Teams (Army, Navy, USMC)
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 Begin validation of Time-Phased Force Deployment Data 

(TPFDD)

 Register for USAID/OFDA fact sheet electronic distribution

(http://www.usaid.gov)

 Deploy assessment teams as directed

 Identify if communications, logistics, transportation, or other 

augmentation of forces is required and submit request for forces to 

higher HQ

 Conduct assessments in accordance with Section 5.3.3 

 Identify other forces on station; obtain mission sets and areas of 

responsibility

 Disseminate Joint Staff SITREP formats and reporting 

requirements to subordinate elements

 Brief Courses of Action to Commander for approval

 In coordination with the Comptroller/Resource Manager, 

determine and distribute funding guidance 

 Capture all expenditures in support of disaster relief operations are 

tracked

 Review previous lessons learned 

 Review Theater Security Cooperation Plan (TSCP)

7.4.5.2 J-3/5/7 Deployment

 Lead and participate in staff planning

 Establish a JOC

 Establish Joint Personnel Recovery Center (JPRC)

 Establish suspense for daily SITREP

 Be prepared to accept LNOs

 Request clearance information and provide badges for LNOs

 In coordination with J-1/J-4/J-8/Comptroller/Resource Manager 

begin capturing and reporting cost associated with FDR operations 

 Continue information exchange with USAID/OFDA

 Post information on International Humanitarian Community (IHC)

activity via GCC JOC Crisis Action web page

 Lead staff planning efforts in development of transition plan

 Maintain direct coordination and liaison with appropriate 

organizations/agencies as required

 Monitor Force Protection Posture

 In coordination with COS, J-9, and PAO refine Strategic 

Communication Guidance as necessary

 Identify requirements for potential follow-on forces 

 Monitor ongoing operations

 Provide daily SITREP to higher HQ
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7.4.5.3 J-3/5/7 FDR Operations

 Assess Force Protection posture

 In coordination with J-2, protect the force by:

o Conducting all-hazards threat assessment

o Implementing baseline Force Protection Condition 

(FPCON) and other directed force protection measures

o Prescribing appropriate Personal Protective Equipment 

(PPE)

o Directing security measures to mitigate risk

 Monitor operations, disposition of forces, and mission readiness 

status

 Lead Mission Tasking Matrix (MiTaM) Working Group

 Develop and manage MiTaM tracking log

 Request J-9 identify Civil Affairs (CA) assets deployed within 

Affected State

 Track RFFs

 Prepare mission orders

 Develop and manage air tasking order

 Lead staff planning

 Monitor threat to deployed forces and critical infrastructure

 Issue OPORD for Phase IV transition and Phase V redeployment

 Be prepared to develop and implement coordination and control 

procedures in support of UN Cluster operations

 Provide daily SITREP to GCC

 Validate TPFDD for redeployment

 Begin preparation for AAR

7.4.5.4 J-3/5/7 Transition

 In coordination with J-4, be prepared to conduct customs and 

agricultural inspections

 Monitor handoff of missions and assist as necessary

 Collect and consolidate all journals, reports, records and notes for 

input to the AAR and subsequent filing in accordance with DOD

guidance

 Transfer information and responsibilities to Affected State 

authorities or international relief missions

 Develop and issue Redeployment Order

7.4.5.5 J-3/5/7 Redeployment

 Plan and conduct the AAR and capture lessons learned

 Integrate external organizations and agencies input into the AAR

 Monitor threat to redeploying forces and critical infrastructure
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 Set post-event Force Protection Condition (FPCON) and travel 

restrictions

 Compile entire staff AAR comments and lessons learned and 

forward to appropriate agencies

7.4.6 Air Component Coordination Element

The Joint Force Air Component Commander (JFACC) may establish one or 

more Air Component Coordination Element (ACCE) teams to integrate air 

operations within the joint task force. The ACCE does not replace or 

circumvent normal theater air tasking request mechanisms. ACCE teams 

will provide the following support to the JTF:

• Reach-back to JFACC air tasking processes

• Knowledge of JFACC capabilities and limitations 

• Assist in communicating JTF support requirements to JFACC

• Facilitates information flow between the JTF component 

commands, the JTF, and the JFACC

For more information on the JFACC and the air tasking order process, see 

Section 9.2.8.2.

7.4.7 J-4/8 Logistics & Resource Management

Logistics in FDR operations are complex. The issues of delivering 

equipment and supplies into disaster decimated and potentially austere 

environments; the chronic issue of the uncontrolled “pushing” of logistical 

assets into underprepared distribution centers; and the lack of a single, 

central control authority combine with routine frequency to complicate FDR 

logistical operations.

J-4 responsibilities and authority must be clearly delineated to ensure 

uninterrupted sustainment of ongoing and future operations. The often

austere environment in which JTFs will operate may require coordination of 

common logistic efforts necessary for JTF mission accomplishment. 

Implications of logistic support must be anticipated and the J-4 must be 

prepared to integrate these capabilities into the overall support plan, as 

necessary.

The JTF J-4 will play a key role in coordinating the logistical management 

of US military assets and will be looked upon by US inter-agency partners, 

NGO/IGO organizations, and UN cluster leads to help define and 

coordinate complex logistical operations. While some of those

organizations and agencies may not require direct support from the JTF, 

they will compete for space at ports, airfields, transportation nodes, and 

local commercial support capacity.
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When preparing billings for reimbursement of costs incurred, the following 

guidelines apply:

• Materials, supplies, and equipment from stock will be priced at

standard prices used for issue to DOD activities, plus applicable 

accessorial costs for packing, crating, handling, and transportation

• Materials, supplies and equipment determined to be excess to the 

DOD will be available for transfer to the Department of State 

without reimbursement, in accordance with established DOD

policies. Accessorial charges for packing, crating, handling, and 

transportation will be added where applicable

• Air and ocean transportation services performed by the Air

Mobility Command (AMC) and the Military Sealift Command 

(MSC) will be priced, where applicable, at current tariff rates for 

DOD Components. Where tariff rates are not applicable, air 

transportation, whether provided by AMC or other aircraft, will be 

priced at the "Common-User Flying-Hour," rate for each type of 

aircraft involved and ocean transportation provided by MSC will 

be priced at "Ship Per Diem Rates"

• Services furnished by activities under DOD Industrial Funds other 

than AMC and MSC will be priced to recover direct and indirect 

costs applicable to reimbursements for services rendered to other 

Department of Defense activities

• Personal services furnished will be priced at rates to recover 

overtime of civilian personnel

• All other services furnished, not specifically covered above, shall 

be priced on a mutually agreeable basis and, if feasible, such prices 

shall be established prior to the services being furnished. Prices 

for such services shall be at the same rates that the Department of 

NOTE: To ensure FDR missions do not negatively affect DOD 

operational and maintenance budgets, it is critical that 

accurate accounting of expenses takes place. This will 

facilitate timely DOD reimbursements from the Department of 

State/USAID.

Bills and vouchers shall be processed by the Military 

Departments and forwarded to the DOD Coordinator for 

Foreign Disaster Relief. The DOD Coordinator will arrange to 

have them aggregated and forwarded to the Department of 

State for payment, per DODD 5100.46.
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Defense would charge other Government Agencies for similar or 

like services, if such rates are available; otherwise the basis of 

pricing will be to effect full reimbursement to the Department of 

Defense appropriations for "out-of-pocket" expenses

7.4.7.1 J-4/8 Preparation for Deployment

 Review FDR training opportunities listed in Appendix E

 Obtain CJCS EXORD

 Determine Overseas Humanitarian Disaster and Civic Aid 

(OHDACA) appropriation funding available for FDR mission

 Coordinate with Staff Judge Advocate (SJA) on legal authorities 

prior to utilization of non-OHDACA funding (see Appendix A-6 

for other funding sources)

 Obtain funding guidance from higher HQs that prescribes 

reimbursement and cost reporting requirements from GCC J-8

 In coordination with J-3/5/7 capture all costs associated with FDR 

operations (see Appendix C-9)

 Be prepared to deploy a logistics representative with the advance 

party

 Request verification of CJCS Project Code for FDR operations 

from GCC J-4

 Review Theater Security Cooperation Plan (TSCP)

 Obtain copy of JS/OSD approval letter for lift of non-DOD

material and personnel

 Define logistics manning requirements for assessment teams

 Identify potential sources of FDR supplies

 Estimate how a reduced infrastructure will impact supply 

distribution and standard consumption rates

 Review Acquisition Cross-Service Agreements (ACSA), Mutual 

Logistics and Services Agreements (MLSA), and/or Cooperative 

Security Location (CSL) statuses

 Evaluate assessment data on APOD and SPOD to facilitate 

movement of equipment, supplies, and personnel

 Establish single collection point for assessments/requirements

NOTE: Effective logistics support operations in a FDR environment 

are critical. The DOD is in direct support of the Affected State, the US 

Embassy, and USAID/OFDA. In addition, DOD units may be required 

to logistically support civilian organizations as well as provide for 

individual unit’s needs. Knowing the logistics plans of the support 

agencies will create a strong working relationship.
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 Be prepared to provide personnel to support Joint Deployment & 

Distribution Operations Center (JDDOC)

 Establish daily LOGSTAT suspense

 Estimate logistics support requirements for each class of supply for 

theater and other supported elements

o Class I – Food—when and where units will be fed; 

sources of potable drinking water

o Class II – Durable supplies and equipment

o Class III – Bulk and packaged POL products

o Class IV – Barrier materials—for safety and security of 

unit personnel, on-going weather phenomena, and impacts 

on personnel comfort (may need tarps and plywood 

flooring)

o Class V – Ammunition—resupply usually not required 

FDR operations; plan to deploy with sufficient quantities 

to protect property and equipment or for show of force

o Class VI – Personal items—where and how personnel will 

obtain basics (toothpaste, shaving cream, deodorant, 

stamps, envelops, gloves, undergarments, t-shirts); where 

personnel will wash clothes and shower

o Class VII – Major end items—for maintenance service 

and repair capabilities that exceed unit’s organic repair 

capabilities

o Class VIII – Medical supplies, equipment, and biomedical 

repair parts

o Class IX – Repair parts—deploy with standard shop 

stock/ bench stock and Authorized Stockage List (ASL) 

items to support minimum of 30 DOS

 Be prepared to attend and participate in Logistics Cluster meetings 

with USAID/OFDA

7.4.7.2 J-4/8 Deployment

 Track operational cost in accordance with higher HQs and 

comptroller guidance (see Appendix C-9)

NOTE: Remind personnel that power sources in an Affected 

State may be 220 versus 110 volts. Suggest taking power 

converters, batteries, extension cords, multi-plug devices, 

charging devices, power generation equipment as well as

parts, and fuel for essential communication equipment.
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 Validate logistics support requirement estimates for each class of 

supply

 Determine potential supply providers and transportation 

requirements

 Determine aviation and ground transportation logistics and 

sustainment requirements

 Manage maintenance and supply actions

 Determine sources for petroleum, oil, and lubricants (POL)

 Plan for military sustainment requirements (e.g., shelter, power, 

mess, rations, water, bath, laundry, etc.)

 Determine if Morale, Welfare and Recreation (MWR) phones are 

available (availability and number vary by incident)

 Determine military versus civilian supplied items

 Determine military vehicle restrictions

 Plan for weapons storage and guard force, if necessary

 Provide logistics updates to supporting response partners

 Be prepared to participate in Logistics Cluster meetings

 Establish or coordinate with JDDOC

 Conduct total asset visibility (TAV)

 Coordinate channel flights with GCC JDDOC and TRANSCOM

 Conduct Logistics Coordination Board (LCB)

 Compile daily LOGSTAT report and submit to higher HQ

 Participate in a Joint Planning Group (JPG) to assist development 

of transition plan

7.4.7.3 J-4/8 FDR Operations

 Continue tracking detailed mission costs and financial 

expenditures; Keep receipts. The following is a partial list of items 

to include (see “Resource Tracking” in Appendix C-9):

o Record missions performed, with particular attention to 

aviation mission support and other high dollar missions

o Rosters of personnel involved

o Travel and per diem (military and civil service)

o Lodging cost

o Transportation cost (car and bus rentals, chartered 

aircraft, and fuel)

o All contracting costs

o Equipment provided or operated (estimated hourly cost)

o Materiel provided from regular stock (all classes of 

supply)

o Laundry expenses

o All classes of supply expended
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 Establish policies and procedures for military personnel 

transportation

 Determine specialized equipment requirements (e.g., cold weather, 

medical supplies) 

 Plan for maintenance requirements

 Coordinate with Affected State for possible use of state 

maintenance facilities for equipment and vehicles 

 Participate in MiTaM Working Group

 Identify contracting options and requirements

 Establish or coordinate with JDDOC

 Conduct total asset visibility (TAV)

 Monitor channel flights

 Monitor APOD/SPOD condition

 Conduct and participate in Logistics Coordination Board (LCB)

 Compile daily LOGSTAT report and submit to higher HQ

 Provide daily logistics situation report (LOG SITREP) to Higher 

HQ J-4

 Confirm locations and sources to purchase parts, POL, and 

supplies

 Procure, transfer, and distribute food, water, and supplies

 Submit statements of work, requirements, and determinations

through the supporting contracting team

 Establish controls for use of government purchase cards

 Coordinate with JTF Surgeon, medical officer, or team for proper

disposal of biohazardous material

 Provide transportation support to response assets

 Plan vehicle recovery and extraction

 Confirm waste removal plans

 Identify and contract with local vendors for media reproduction 

support (e.g., high-speed, large format printing)

 Participate in staff planning and OPORD development

7.4.7.4 J-4/8 Transition

 In coordination with J-3/5/7, be prepared to conduct customs and 

agricultural inspections

 Assign logistics officer to clear remaining logistics issues

 Close out all remaining contracts

 Submit reports and request reimbursement

 In demobilization procedures, include clearing base camp of 

equipment provided by civilian authority (including COTS service 

agreements) and disposing of COTS equipment

 Close out with JDDOC

 Conduct TAV
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 Provide daily logistics situation report (LOG SITREP)

7.4.7.5 J-4/8 Redeployment

 In coordination with J-3 and higher HQs compile mission 

execution data including but not limited to total man-hours used, 

number and type of equipment used, fuel usage, maintenance 

performed and equipment lost, damaged or destroyed

 Complete accounting and turn-in of any unused supplies

 Conduct TAV

 Provide final daily logistics situation report (LOG SITREP)

 Prepare AAR comments and document lessons learned

7.4.8 Engineer

The JTF staff Engineer develops and coordinates engineering requirements 

for the JTF Commander. The staff Engineer is the primary engineering 

interface between all Joint Task Force elements, including non-military 

assets from DOS, USAID, UN, Affected States, NGOs, IGOs, contingency 

contractors, and theater construction organizations. The engineer ensures 

efforts are synchronized and provides the JTF Commander with an 

Engineering Common Operating Picture. Engineer planners should be 

included in the planning process to ensure integration of the Engineer 

Support Plan (ESP) into the JTF Commander intent and strategy.

It is essential to establish an engineer liaison in the CMOC to coordinate 

and execute engineering support with USAID, NGOs and other 

organizations. The JTF staff Engineer should be cognizant of NGO 

engineering activities to ensure that DOD efforts are not duplicative and 

make best use of limited operational resources.

FDR operations can be engineer-intensive. In such cases, JTF commanders 

may consider establishing an independent Engineer Task Force to manage 

engineer operations. Such a task force may be formed around an existing 

engineer command or naval construction regiment. Engineer forces could 

be placed under OPCON, TACON, or in a supporting role. The engineer 

assets attached to the subordinate JTF will normally be made up of a mix of 

engineer assets drawn from the entire force’s engineer resources. If the 

subordinate JTF is to provide a common support capability, it will require a 

specific delegation of directive authority from the CDR.

The Task Force Engineer will have to coordinate with USG agencies and 

NGOs conducting engineer activities. NGOs may have unique engineering 

capabilities that can be leveraged as part of the overall operational effort. 

Engineer tasks and supporting organizations are listed in Section 11.7.

The level of assistance that can be provided by engineers may vary from 

limited, highly specialized teams to complete control of all engineer units. 
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Specialized teams are used to assess damage or estimate engineering repairs 

and can assist in unique support such as power supply and distribution; 

utilities repair work, water purification, and well drilling operations. In 

large FDR operations, engineer units provide essential general engineering 

support including facility construction, structural repair, and camp 

construction for deployed forces.

7.4.8.1 Engineer Preparation for Deployment

 The engineer staff must be prepared to conduct/manage the 

following engineer operations:

o Engineer assessment of critical infrastructure

o JTF base camp construction

o Construction projects in support of IDPs

o APOD/SPOD assessment repair

 airfield damage repair

 port repair

 vessel salvage

o Repair of critical services

 emergency power/lighting 

 water purification

 water distribution

 sewage treatment 

 sanitation

o Repair of critical transportation routes

 roads

 bridges

 culverts

o Debris and obstacle clearing

o Well repair and well drilling

o Training – Affected State ministries, local government, 

local contractors, military or other organizations

 Determine Humanitarian Assistance Survey Team (HAST) and 

Contingency Command Post engineer personnel requirements for 

24/7 operations (Joint Manning Document)

o Validate required credentials (i.e. Electrical, water 

distribution, sanitation, civil/structural, environmental)

o Provide team with local government POCs/other US 

agency POCs names and numbers

o Recommended equipment:

 Camera

 Laser measurement tool

 Hand-held GPS

 Laptop computer
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 Obtain initial damage assessment of designated area of operationsincluding critical infrastructure-power distribution, water 

treatment/distribution plants, APOD and SPOD 

 Contact Country Team and military assistance group for a list of 

key facilities and critical infrastructure

 Obtain geo-spatial data (i.e. maps, geo-technical – current and 

historical erosion/flood zones, and infrastructure – road, bridges, 

and river data)

 Request Embassy/contracting command element in AOR to 

identify availability of Class IV materials, engineer relatedequipment, suppliers, and contractors

 Identify USACE/NAVFAC assets in country or AOR

 Identify possible facilities and real estate for JTF operation sites –

base camps, APOD/SPOD operations

 Validate that engineer units on Prepared To Deploy Orders have 

capabilities to address preliminary engineer requirements

 Identify typical disaster-related engineer contracts, synchronize 

with local contracting office, and bring draft Statements of Work 

for down range contracting (e.g., APOD and SPOD repairs, base 

camp construction, debris removal, critical services assessment and 

repairs)

 Identify possible Contracting Officer Representative requirements 

for typical contracts (e.g., APOD and SPOD repairs, base camp 

construction, debris removal)

 Provide the J-2 with Geo-spatial resources support

 Support the Operations Protection Division effort with any Force 

Protection and civil security construction and repair requirements

o Protect FDR forces

o Repair prisons and local policing facilities

 Support the J-6 with any communications infrastructure 

construction requirements

 Obtain geo-spatial data i.e. maps, geo-technical and historical data

 Obtain technical information-construction materials, building 

codes, availability of Class IV, suppliers, contractors

 Identify key facilities and key infrastructure

 Determine HAST personnel requirements to conduct Engineer 

Assessments

 Identify potential service contracts and request legal review from 

SJA
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 Identify LNOs

o USAID-DART 

o CMOC

o Military Group (MILGROUP)

o Affected State and Assisting States Civil and Military 

Engineers

o Identify NGO/IGO Engineers

7.4.8.2 Engineer Deployment

 Synchronize engineer effort with USAID/OFDA and Country 

Team to ensure priority of effort 

 Identify and recommend engineering related Commander’s Critical 

Information Requirements (CCIR) and provide updates

 Support J-4 in engineer related sustainment requirements 

 Determine Class IV supply providers, locations, and transportation 

availability

 Develop the Engineer Support Plan that meets USAID/OFDA and 

Country Team priorities

 Develop and coordinate tasks for component engineer forces 

 Conduct engineering assessments

 Continue to obtain technical information-construction materials, 

building codes, availability of Class IV, suppliers, contractors

 Determine if engineering assessments have been conducted on 

bridges, roads, APODs and SPODs to support deploying forces

 Obtain assessments of key facilities and key infrastructure

7.4.8.3 Engineer FDR Operations

 Manage and synchronize the repair of APODs and SPOD 

 Manage construction of JTF bases of operations 

 Conduct Engineer Critical Infrastructure Assessments-bridges, 

roads, and critical facilities

 Receive guidance from the CMOC meetings and report actions to 

Joint Civil-Military Engineering Board (JCMEB) if established

 Participate in Joint Acquisition Review Board for all engineer 

related requirements

 Develop all engineer contracting requirements-write Statements of 

Work, Bills of Materials, and all information required to establish 

contracts

 Manage all DOD engineer efforts in order to provide the JTF 

Commander a complete Engineer Contingency Operations Picture 

 Identify tasks to be executed by US Army Corps of Engineer 

(USACE), Naval Facilities Command (NAVFAC), or other subject 

matter expert teams; such as Forward Engineer Support Teams 
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(FEST); Contingency Real Estate Support Teams (see Chapter 11

for description of engineer units)

 Coordinate and facilitate the Joint Facilities Utilization Board, 

Joint Civil Military Engineer Board, and Joint Environmental 

Management Board

 Screen, validate, and prioritize all engineering projects and mission

assignments

 Prepare logistic reports on engineer resources using the Joint 

Operation Planning and Execution System

 Plan and coordinate the distribution of construction and barrier 

materials based on established priorities

 Establish the statement-of-work, development of contracts, and 

employment of services

 Plan and provide guidance for environmental considerations 

(including baseline surveys and follow-on assessments) that impact 

joint operations

 Train Affected State personnel to conduct construction or other 

contracted engineer projects and to operate, maintain new and 

established infrastructure systems

7.4.8.4 Engineer Transition

 Ensure all existing contracts are closed out or transitioned to the 

Country Team, USAID, or the Affected State

 Ensure all real estate leases are closed out or extended as needed 

 Close out all USACE/NAVFAC projects or transition 

management/oversight to the Service Component Command or 

responsible GCC

 Identify Base Camp closure requirements (include environmental, 

as required)

 Support J-4 in Class IV redistribution plan for materials that have 

not been utilized/turn in

 Finalize hand off of Engineer operations to trained Affected State

personnel the operation and maintain established infrastructure

 Assist in planning redeployment of organic engineer resources

 Receive as-builts from all construction contractors/units

7.4.8.5 Engineer Redeployment

 Finalize as-builts of all construction/repair contracts and provide to 

Affected State

 Prepare AAR comments and document lessons learned
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7.4.9 Contingency Contracting

Contract support is delivered to the joint force through a process comprised 

of five key tasks: planning; requirements determination; contract 

development; contract execution; and contract closeout. The product of 

planning is a contract support integration plan that defines key contract 

support integration capabilities. Contingency acquisition, the process of 

acquiring supplies, services, and construction in support of the joint 

operations, begins at the point when a requiring activity identifies a specific 

requirement, defines the proper funding support, contract award, and 

administration requirement to satisfy activity needs.

7.4.9.1 Contingency Contracting Preparation for Deployment

 Develop Contract Support Integration Plan/Contract Management 

Plan, other Operational Contract Support (OCS) guidance 

 Identify staff and subordinate command OCS responsibilities

 Determine unit OCS related training requirements

 Prepare for Pre-Deployment Site Survey

 Finalize habitual contractor support arrangements

7.4.9.2 Contingency Contracting Deployment

 Complete Phase 1 requirements and be prepared to execute 

contracts for initial JTF Operations

7.4.9.3 Contingency Contracting FDR Operations

 Manage all contracts working with the various Contracting Officer 

Representatives (COR)

7.4.9.4 Contingency Contracting Transition

 CORs submit close-out forms to ensure projects are completed and 

contractor’s are entitled to final payment

7.4.9.5 Contingency Contracting Redeployment

 Close out all contracts completed/all contractors paid

 AAR comments drafted for input

JP 4-10 Joint Contingency Contracting Manual and Contingency 

Contracting Handbook website: 

http://www.acq.osd.mil/dpap/ccap/cc/jcchb/intro_contin.html
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7.4.10 J-6 Command, Control, Communications, and Computer 

Systems

The JTF J-6 assists the commander in all responsibilities for 

communications infrastructure, communications-computer networking, 

communications electronics, information assurance, tactical 

communications, and interoperability. This includes development and 

integration of communications system architecture and plans that support 

the command’s operational and strategic requirements, as well as policy and 

guidance for implementation and integration of interoperable 

communications system support to exercise command in the execution of 

the mission. The communications system supports a collaborative 

information environment that assists commanders in conducting detailed, 

concurrent, and parallel planning.

Internal military communications can be accomplished in accordance with 

unit standard operating procedures; however, requirements to communicate 

with the Affected State, US Embassy, USAID, NGO, and IGOs may present 

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

communications for non-DOD agencies/organizations. Expect that military 

communications equipment may not be compatible with civilian equipment.

7.4.10.1 J-6 Preparation for Deployment

 In coordination with higher HQ information manager establish 

Information Management/Knowledge Management website

 Post NGO/IGO-USAID/OFDA information on crisis action web 

page

 Be prepared to deploy communications representative with the 

advance party

 Establish JOC and TOC Crisis Action web pages (classified and 

unclassified) and web portal as required

 Reviews POC list for the specific country or region points of 

contact (i.e. US Embassy MDRO, DATT, foreign military 

representatives, USAID/OFDA, etc) and post on crisis webpage

 Condense existing POC list for the specific country or region 

(embassy, foreign military, USAID/OFDA, etc) and post on the 

JOC crisis webpage

 Ensure initial communications capabilities are self-sufficient

 If possible, coordinate interoperability with local authorities

 Do not send equipment without operators, essential repair parts, 

manuals, tools, and initial fuel and power generation requirements

(items may be difficult to obtain in the affected area)

 Determine if military will be required to provide communications 

availability to other agencies. If yes, then:
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o Determine configuration requirements

o Procure equipment (all sources—military, other federal 

agencies, and civilian)

o Establish data and voice protocols

o Keep good records for funding reimbursement

 Plan for all means of communications and purchasing of additional 

communication devices/services: 

o Telephone (satellite, cellular, or landline) 

o Radio (military, maritime, and civilian, in all bandwidths) 

o Non-classified Internet Protocol Router Network 

(NIPRNET) 

o Secret Internet Protocol Router Network (SIPRNET)

o Video equipment and video teleconferencing

o Satellite-based commercial internet systems 

7.4.10.2 J-6 Deployment

 Issue communications plan

 Establish and maintain communications architecture (Internet, 

telephone landline, and cell phone network)

 Publish military phonebook and acquire important civilian point of 

contact (POC) listings 

 Determine initial communications package and potential expansion 

requirements

 Assist development of transition plan

 Establish method to collect lessons learned input

 Track message traffic with higher HQ and pass to appropriate staff 

elements

 Facilitate frequency management de-confliction for deploying 

forces

 Identify and provide links to products from previous FDR

operations

 Orient the Common Operating Picture to the area of interest

 Build newsgroups to support TPFDD flow in accordance with

JOPES

NOTE: Remind personnel that power sources in an Affected 

State may be 220 versus 110 volts. Suggest taking power 

converters, batteries, extension cords, multi-plug devices, 

charging devices, power generation equipment as well as parts, 

and fuel for essential communication equipment.
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 Determine need for Information Operations planner support for 

participating units

 Develop and release Operational Security guidance to participating 

units

 Establish lessons learned input page for JOC Crisis webpage

7.4.10.3 J-6 FDR Operations

 Participate in staff planning process

 Ensure all communications and information technology personnel 

are qualified

 Maintain communications architecture as required for Joint 

Operations Center (JOC)/Tactical Operations Center (TOC)/Civil 

Military Operations Center (CMOC)

 Monitor status of satellite phones, cell phones, and Internet

connectivity

 Provide communications equipment (cell phones, radios, base sets, 

etc.) to LNOs

 Participate in MiTaM Working Group

 Prepare daily update brief slide

7.4.10.4 J-6 Transition

 Ensure accountability for all communications equipment loaned or 

borrowed

 Cancel COTS service agreements, and dispose (by standard 

operating procedures) of COTS equipment

7.4.10.5 J-6 Redeployment

 Prepare AAR comments and document lessons learned

7.4.11 J-9 Civil Affairs/Interagency/International Cooperation

The J-9 is the principal advisor to the commander and staff on Civil Affairs 

Operations (CAO). He advises on the capabilities, allocation, and 

employment of subordinate Civil Affairs (CA) units and provides specific 

country information. The J-9 counterpart at the Embassy is the Cultural 

Affairs Officer.

The J-9 staff develops the CA Operations annex to OPLANs and 

CONPLANs. The J-9 coordinates with supporting CA forces and CMOC to 

conduct Interagency (IA) collaborative planning/coordination and 

integration of non-military stakeholders with the staff. The J-9 ensures the 

timely update of the Civil Affairs portion of the Common Operational 

Picture (COP) through the Civil Information Management (CIM) process. 

The J-9 prepares and maintains the CAO running estimate and advises the 

commander on legal and moral obligations incurred from the long- and 
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short-term effects (economic, environmental, and health) of military 

operations on civilian populations.

CA forces offer unique capabilities that not only enhance the military 

mission but also ultimately advance US interests. Properly employed CA 

forces help shape the environment and set the conditions for transition 

operations. CA operations involve the interaction of military forces with 

the civilian populace to facilitate military operations and consolidate 

operational objectives. A supportive civilian population can provide 

resources and information that facilitate friendly operations. It can provide 

a positive climate for the military and for the nation to pursue diplomatic 

activities that achieve foreign policy objectives.

7.4.11.1 J-9 Preparation for Deployment

 Participate in preparation and review of contingency plans

 In coordination with COS, J-3, and PAO refine Strategic 

Communication Guidance

 Track deployed civil affairs forces through daily CMO SITREP

 Establish link and brief J-staff on civil affairs forces

 Monitor all FDR operations for compliance with applicable laws, 

agreements, treaties, and contracts

 Review guidance from the GCC regarding FDR operations and 

disaster relief plans

 Incorporate FDR assessment and training into TSCPs

 Gather all available information about the civil environment in the 

Affected State both before and after the disaster 

 Make contact with any UN OCHA element in the Affected State

through appropriate channels

 Track international humanitarian community actions in progress 

and those being initiated by UN, IGOs, and NGOs

 Identify participating NGO organizations/agencies

 Determine NGO agencies functions, operational and strategic 

objectives

 Prepare a matrix that lists organizations/agencies involved and 

agency’s functions, operational and strategic objectives

 Provide CMO planner augmentation to assessment teams

 Contact component CMO representatives for participation in the 

Operational Planning Team (OPT) 

 Identify CA assets already operating in Affected State

 Determine CA force requirements and assist J-3 in preparing RFF 

for deployment 

 Monitor disaster actions via websites (see Appendix D for 

additional sites):
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o USAID 

http://www.usaid.gov/our_work/humanitarian_assistance/

disaster_assistance/

o Relief Web http://www.reliefweb.int

o One Response http://www.oneresponse.int

o UN OCHA http://ochaonline.un.org

o USGS http://www.usgs.gov

o Center for International Disaster Information 

http://www.cidi.org

o Reuters AlertNet http://www.alertnet.org

o UN Humanitarian Information Center 

http://www.humanitarianinfo.org

7.4.11.2 J-9 Deployment

 Assess the environment in which US forces will conduct FDR

operations, including:

o Political situation

o Physical boundaries of the area

o Potential threat to forces

o Global visibility of the situation

o Media interest

o Climate for FDR operations

o Assess the Affected State’s ability to manage FDR

 Be prepared to establish a CMOC to coordinate and synchronize 

efforts with the interagency, IGOs, and NGOs

 Identify shortfalls in Affected State plans and resources

 Identify Affected State disaster resources, including various 

government agencies, military units, IGOs and NGOs, in the AOR, 

and establish contact and working relationships as appropriate

 Assess the impact of FDR operations on the populace 

 Develop plans and strategies for long-range mitigation of political, 

economic, legal, social, and military issues associated with FDR

operations

 Conduct cultural awareness orientations

7.4.11.3 J-9 FDR Operations

 Assess the environment in which US forces are conducting FDR 

operations, including:

o Political situation

o Physical boundaries of the area

o Potential threat to forces

o Global visibility of the situation
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o Media interest

o Climate for FDR operations

o Confirm and validate the Affected State’s ability to 

manage disaster relief

 Identify shortfalls in Affected State plans and resources

 Identify resources, including various government agencies, 

military units, IGOs, and NGOs in the theater of operations, and 

build working relationships

 Assess, monitor, and report the impact of FDR operations on the 

populace

 Develop plans and strategies for long-range mitigation of political, 

economic, legal, social, and military issues associated with FDR 

operations

 Assist other staff elements in the development of transition plans

 Coordinate with civil authorities to obtain relevant information

 Maintain visibility on NGO and IGO organizations and agencies 

and their operations for coordination and cooperation requirements

 Establish a CMOC or "Information Center" to facilitate sharing of 

information and coordination of activities between Affected State 

government, NGOs, IGOs, and the JTF

 Work closely with USAID/OFDA staff and facilitate 

USAID/OFDA activities

 Continue information exchange with USAID mission in country

 Participate in MiTaM Working Group

 Coordinate with international humanitarian community for 

transition of responsibility

 Maintain direct coordination and liaison with appropriate 

organizations and agencies

 Update and revise the NGO and IGO matrix with functions and 

strategic and operational objectives of organizations and agencies

7.4.11.4 J-9 Transition

 Maintain direct coordination and liaison with the Affected State 

and NGO and IGO organizations and agencies

 Transfer information and responsibilities for FDR operations to 

Affected State authorities or appropriate IGO, NGO. This may 

include:

o Planning and scheduling meetings to thank military, 

civilian and interagency participants and supporters

o Planning a transition ceremony

 End all administrative aspects of the mission and create a transition 

plan that includes:
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o Complete or halt all ongoing projects and programs

o Pay all fees, rents, and contract amounts owed

o Close all logs, complete reports and secure all data

o Secure or destroy all classified material related to Civil 

Military Operations

o Reconcile operational funds with Finance Officer 

o Prepare and submit Special Operations Debrief and 

Retrieval System input

 Turn leased or utilized facilities over to appropriate Affected State 

authorities or appropriate IGO, NGO after you have:

o Cleaned the facilities

o Ensured the facilities are returned in the same or better 

condition as when procured

o Met any other agreed upon or contractual obligations

o Scheduled an inspection or orientation tour

7.4.11.5 J-9 Redeployment

 Prepare AAR comments and document lessons learned

7.5 Special Staff

Personal and special staff members perform duties as prescribed by the JTF 

Commander (Refer to Joint Pub 3-29, Appendix A, Commander, Joint Task 

Force Personnel, and Special Staffs, for a more information on the roles and 

responsibilities of these staff elements). Special Staff may include (but is 

not limited to) Public Affairs Officer (PAO), Staff Judge Advocate (SJA), 

Chaplain (CH), Surgeon, Inspector General (IG), Meteorological and 

Oceanographic Officer (METOC), Provost Marshal (PM), comptroller, 

safety officer and political advisor.

7.5.1 Political Advisor 

The Political Advisor (POLAD) (may also be referred to as the Foreign 

Policy Advisor) is a senior State Department officer, detailed as personal 

advisor to the operational level commander, tasked with providing policy 

support regarding the diplomatic and political aspects of the commander’s 

responsibilities. To accomplish this tasking, the POLAD must be fully 

integrated in all activities. The POLAD performs the following duties:

 Provides advice to the commander and staff on the politicalmilitary aspects of planned and ongoing operations

 Analyzes the regional and global political-military environment 

and the potential impact of planned and ongoing operations

 Participates in major command policy and planning activities 

ensuring political-military issues are fully considered during 

decision making
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 Serves as the JTF’s primary interlocutor with US Embassy civilian 

leadership, key decision-makers in the State Department, and with 

primary officials of other USG agencies in-country

7.5.2 Staff Judge Advocate (Attorney)

The JTF SJA is the principal legal advisor to the JTF Commander. The SJA 

provides the full spectrum of legal services to the JTF Commander and staff

and coordinates with the supported SJA to optimize legal support. As the 

JTF Commander’s personal legal advisor, the SJA normally should have 

direct access to the JTF Commander. The office must be joint and provide 

the mix of legal subject matter experts necessary to fully support the JTF. 

Detailed information on legal aspects of FDR can be found in Appendix A.

7.5.2.1 SJA Preparation for Deployment

 Prepare and brief deploying forces at all levels on applicable 

Affected State considerations to include legal status of deployed 

forces

 Advise the commander on all operational, legal, and fiscal issues

 Identify agreements in place with the Affected State

 Have copies of the Standing Rules of Engagement (SROE) in 

Chairman of the Joint Chiefs of Staff (CJCS) Instruction (CJCSI)

3121.01B available for the commander to review; assist 

Commander in the development of supplemental ROE

 Brief deploying forces on applicable Rules of Engagement (ROE) 

and General Orders (recommend distribution of hardcopy ROE 

card to personnel)

o Ensure subsequent ROE briefings are coordinated with 

ROE Working Group Chair

 In coordination with the GCC SJA, develop General Orders for 

Commander’s approval

 In coordination with the J1, determine how General Orders, 

policies, and procedures will apply to deploying civilian personnel

NOTE: When an overseas disaster occurs, the DOS coordinates 

a memorandum of agreement with the Affected State that 

includes a blanket release of liability for all US respondents, 

including licensed and credentialed professions such as health 

care providers and engineers. A copy of this agreement should 

be available at the US Embassy/Consulate by the time US 

forces begin to deploy.
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7.5.2.2 SJA Deployment

 Participate in staff planning process at all levels

 Contact the SJAs at the GCC and supporting commands to 

coordinate legal aspects

 Maintain situational awareness of mission execution and ensure 

unit activities are consistent with the law

 Be prepared to deploy required personnel with the advance party

 Provide status reports, as necessary, to higher headquarters on the 

following:

o Criminal incidents

o Disciplinary/administrative/prosecutorial actions 

o Affected State claims against the US Government

7.5.2.3 SJA FDR Operations

 Participate in staff planning process

 Continue to advise commanders and staff on legal matters.

 Verify that proposed Mission Assignments (MAs) are legally 

permissible, approved, and executed according to applicable 

references and restrictions

 Monitor contract proposals to ensure compliance with fiscal law

 Participate in MiTaM Working Group

7.5.2.4 SJA Transition

 Ensure all legal actions are closed or have been referred to 

appropriate commands before re-deployment

 Close or refer to the Services all civil/military actions prior to redeployment

 Liaise with higher HQs to monitor legal matters

7.5.2.5 SJA Redeployment

 Prepare AAR comments and document lessons learned

7.5.3 Public Affairs Officer

The Public Affairs Officer (PAO) provides input to the operational planning 

process, and supports the commander’s political, economic, and 

informational goals, as well as the JTF’s assigned objectives. The PAO 

assesses the impact of military operations in FDR in the context of both the 

global and military information environments. The PAO assists the JTF 

Commander in refining and presenting information regarding the 

command’s involvement in FDR operations.

Fostering and furthering good relations abroad is in the best interest of the 

Department of Defense (DOD Directive 5122.5, “Assistant Secretary of 

Defense of Public Affairs”).
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Affected State leadership determines dissemination protocols regarding 

emergency information. DOD may assist the appropriate authorities with 

dissemination of information as long as the instructions are properly 

attributed.

7.5.3.1 PAO Preparation for Deployment

 Receive and review higher HQ’s strategic themes and messages

 Coordinate with US Embassy Public Affairs Section (PAS) to 

obtain contact list

 Coordinate Public Affairs (PA) Guidance with higher headquarters 

themes and messages

 Develop consistent messaging and talking points

 Monitor news media

 Coordinate with J-1 to establish manning requirements for the 

Joint Information Center (JIC)

 Provide military units with current PA guidance prior to entry into 

the affected area

 Develop media smart cards based on the PA guidance for issue to 

all military personnel involved in FDR operations

 Brief talking points to all personnel prior to deployment

7.5.3.2 PAO Deployment

 Release Public Affairs Guidance (PAG)

 Coordinate with US Embassy PAS

 Designate and provide one or two representatives to the JIC (if 

established)

 Brief deploying personnel on media and public engagement policy; 

distribute media smart cards

Service-specific Public Affairs References

Joint Publication (JP) 3-16, Public Affairs

Field Manual (FM) 46-1, Public Affairs Operations

Marine Corps Warfighting Publications (MCWP) 3-33.3, 

Marine Corps Public Affairs

Secretary of the Navy Instruction (SECNAVINST) 5720.44B, 

Public Affairs Policy and Regulations

Air Force Instruction (AFI) 35-101, Public Affairs Policies and 

Procedures
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 Issue guidance to US military personnel regarding personal 

photography, blogs, social media, and email

 Pre-select and train media escorts

 Review Strategic Communication (SC) guidance

 Develop strategic themes and messages

 Facilitate media coverage

 Determine Combat Camera (COMCAM) support; draft 

TASKORD or RFF as necessary

 Coordinate with FDO for distribution of imagery and information 

products via web and media outlets

 Brief task force and unit commanders on their roles, 

responsibilities, and authorities concerning public information 

requests

Note: Basic Public Affairs Guidance (PAG)

Talking to the media

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

Everything you say reflects upon your unit, your Service, 

and DOD. When speaking with a reporter, everything is on 

the record.

You may discuss:

• What you do for the DOD

• How you train and prepare to deploy

• Where, generally, you are headed—e.g., hurricane 

in Haiti 

Do not discuss:

• Personal information

• Exact numbers and location of personnel and 

equipment

• Specific aircraft or weapons configurations

• Specific force protection measures

• Rules of engagement

• Classified information

Do not speculate: If you do not know an answer, say so. If 

you have questions, contact your local Public Affairs Officer.
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7.5.3.3 PAO FDR Operations

 Monitor information environment (open source and classified); 

prepare information assessments

 Review Strategic Communication (SC) guidance

 Refine strategic themes and messages

 In conjunction with US Embassy PAS, and JTF and higher HQ, 

develop transition strategic communications strategy

 Validate Combat Camera (COMCAM) support requirements

 Ensure accurate coordination for COMCAM requirements

 Update PAG as required; obtain release guidance from higher 

HQ/GCC website; JTF website or US Embassy PAS

 Continue to coordinate with US Embassy PAS

 Continue to facilitate media coverage

 Continue to coordinate with FDO on the distribution of imagery

and information products via web and media outlets

 Participate in MiTaM Working Group

 Participate in staff planning process

 Coordinate transition messages with US Embassy PAS and 

Affected State as appropriate

 Develop transition phase PAG and distribute to components, JTF,

and US Embassy

 Track NGO and IGO operations for coordination and cooperation 

requirements

 Provide PA support to the commander

 Prepare the commander and other key staff members for media 

interviews

 Prepare news releases

 Refer media queries outside the scope of release authority to 

appropriate agencies or higher HQ

 Provide video and still imagery of military support to higher HQ in 

a timely manner

7.5.3.4 PAO Transition

 Maintain contact with US Embassy PAS

 Continue to facilitate media coverage

 Continue to coordinate with FDO on distribution of imagery and 

information products via web and media outlets

7.5.3.5 PAO Redeployment

 Implement a PA strategy for departure of military forces 

 Develop a historical record of media coverage (video, photo, 

transcripts, etc.) gathered during the incident

 Prepare AAR comments and document lessons learned
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7.5.4 Chaplain

Joint Publication (JP) 1, Doctrine for the Armed Forces of the United 

States, states that military commanders are responsible for providing the 

free exercise of religion to those under their authority.

JP 1-05, Religious Affairs in Joint Operations, defines the concept of 

“religious affairs” as consisting of two major capabilities of chaplains: 

religious advisement and religious support.

Religious support in joint operations is dedicated to meeting needs of 

military and other authorized members in the personal free exercise of 

religion and providing commanders with professional advice regarding the 

dynamic influence of religion and religious belief in the operational area. 

The purpose of a Religious Support Team (RST) is to provide for, develop, 

and strengthen the spiritual and moral well-being of all members of the 

command.

Military chaplains, assisted by enlisted chaplain assistant support personnel,

provide religious support as part of an RST, which normally consists of at 

least one chaplain and one enlisted support person. The RST deploys 

during FDR operations for the primary purpose of providing religious 

support to authorized US military personnel.

The Establishment Clause of the United States Constitution and current 

DOD legal guidance generally prohibits chaplains from providing religious 

support to the civilian population. However, following certain rare and 

catastrophic large-scale disasters, local and state capabilities of all types, to 

“Religious advisement is the practice of informing the 

commander on the impact of religion on joint operations 

to include, but not limited to: worship, rituals, customs,

and practices of US military personnel, international 

forces, and the indigenous population.

Religious support is Chaplain-facilitated, free exercise of 

religion through worship, religious and pastoral 

counseling services, ceremonial honors for the dead, crisis 

intervention, and advice to the commander on matters 

pertaining to morals, ethics, and morale as affected by 

religion.”

JP 1-05, Religious Affairs in Joint Operations
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include spiritual care, may be overwhelmed. In these situations, an RST 

may serve as liaison to Non-Governmental Organizations (NGOs) and 

Faith-Based Organizations (FBOs) when directed by the commander.

7.5.4.1 Chaplain Preparation for Deployment

RST personnel should have training in Crisis Intervention Management 

tools such as Psychological First-Aid, Critical Incident Stress Management

(CISM), Group Crisis Intervention and Disaster Behavioral Health, and 

should be thoroughly familiar with DOD Directive (DODD) 6490.5, 

“Combat and Operational Stress Control Programs,” as well as Field 

Manual 4-02.51, Chapter 6, “Traumatic Event Management” and Air Force 

Instruction 44-153, Traumatic Stress Response.

 Establish RST to provide religious support to authorized DOD 

personnel

 Plan for operations and secure deployment of liturgical supplies

 During mass casualty events, identify coordination and planning 

requirements for chaplain activities with the Surgeon, the Red 

Cross and Red Crescent Movements, and other civilian agencies

 Coordinate with civilian ministry NGO/IGO organizations 

providing support

 Identify planning requirements between Service Component and 

civilian clergy

 Review AOR demographics to anticipate chaplain faith and 

denominational balance

 Plan for religious services

 Chaplains in supervisory positions will coordinate with appropriate 

staff agencies to ensure that subordinate chaplains and enlisted 

religious support personnel receive appropriate predeloyment 

training and education

Additional Resources for Managing Operational Stress

The Navy has the “Navy Leader's Guide for Managing 

Personnel in Distress.”

The Marine Corps has the “Leaders Guide for Managing 

Marines in Distress.”

Also refer to the webpage:

http://www.pdhealth.mil/op_stress.asp
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7.5.4.2 Chaplain Deployment

 Service Components will identify, mobilize and/or deploy religious 

support personnel

 Maintain situational awareness of stress levels of assigned DOD 

personnel, first responders, and affected civilians, and take actions 

to provide care and mitigate stress

 Provide stress level situational awareness reports to the 

commander

 Be prepared to deploy with a minimum of 30 days of chaplain 

supplies

7.5.4.3 Chaplain FDR Operations

 Be prepared to conduct crisis intervention or Critical Incident 

Stress Management (CISM) training and services

 Conduct liaison and coordinate activities with other units

 Coordinate with NGOs and other agency religious personnel

 Provide religious support to authorized US Military and DOD

civilian personnel and focus on mitigating the impact of traumatic 

events

7.5.4.4 Chaplain Transition

 RSTs advise the command on indicators, documenting civilian 

community capabilities to resume normal functioning without 

military support

7.5.4.5 Chaplain Redeployment

 Be prepared to conduct critical event debriefings or other CISM 

requirements

 RSTs conduct re-deployment religious support to assigned 

personnel and their families, focusing on reunion and reintegration 

issues with families

 Prepare AAR comments and document lessons learned

7.5.5 Knowledge Management

Knowledge Management (KM) integrates concepts from a variety of 

disciplines; information science, communication science, computer science 

and technology, social science, behavioral science, management science 

resulting in multiple definitions of KM. In this handbook, knowledge 

management is defined as the art of creating, organizing, applying, and 

transferring knowledge to facilitate situational understanding and decisionmaking.

In knowledge management, the distinction between data, information, and

knowledge is significant. Data consists of pre-analyzed, objective facts that 
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have no meaning in isolation. Information is data that has relevance and 

purpose; it is meant to inform or change the way a person understands 

something. Most simply, knowledge is the right information, at the right 

time, in the right context, available to the right person to support decisionmaking.

Of equal importance to knowledge management are the distinctions 

between Information Technology (IT), Information Management (IM), and 

Information Sharing. IT is the equipment/systems and storage devices used 

to support information services; IT is a KM enabler. IM is limited to 

organizing, managing, and distributing information. Information Sharing is 

about making information available. In short, KM is about linking people 

to people, information, and knowledge.

There are two different approaches to knowledge management: technologycentric and people/process-centric. Technology–centric approaches focus 

on explicit knowledge and do not address tacit knowledge. It centers on 

computers, where explicit knowledge or information is captured, stored, and

accessed. People and process-centric approaches focus on tacit knowledge. 

It centers on the sharing of knowledge through person-to-person contact and 

interaction.

KM objectives:

• Provision information: with speed, agility, transparency, reliability 

and security

• Empower individuals: foster innovation, collaboration, and 

continuous improvement and provide knowledge, learning and 

cross-command situational awareness 

• Enable Senior Leaders: provide them with timely knowledge to 

support decision making

KM goals:

• Ensure communication and coordination

• Encouraging elements to function as one mutually supporting 

command

• Understand where KM fits in the knowledge and information flow

• Use specific criteria for displaying common situational awareness

• Assess and filter external information

• Ensure rapid, easy and accurate retrieval of information and data

• Provide understandable products

• Avoid information overload and over-individualization

• Promote mutual trust and confidence

KM end state: a common operating picture, where network-centric data 

becomes visible, accessible, and understandable to all mission partners. 
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7.5.5.1 Knowledge Management Officer

In the military operations context, a Knowledge Management Officer 

(KMO) is a key horizontal and vertical staff facilitator. The KMO is 

responsible for developing and capturing the command’s information 

management processes. This facilitates transforming information into 

knowledge and fosters appropriate access to and dissemination of 

commanders’ information requirements. Doctrinally, the KMO answers to 

the JTF Chief of Staff.

7.5.6 Provost Marshal

The JTF Commander may determine a need to establish a JTF Provost 

Marshal (PM) position. The PM duties may include coordinating force 

protection functions with Affected State’s law enforcement agencies and/or 

security personnel; conducting operational risk assessments; conducting 

terrorism vulnerability assessments; coordinating DOD law enforcement 

operations; establishing a customs pre-clearance program; or leading JTF 

force protection efforts.

7.5.7 Medical Officer/Surgeon/Medical Personnel

Medical personnel face unique challenges in a FDR environment. They 

must be prepared to provide support for both military and, if directed,

civilians. Standard requirements include preventative medicine (PM), force 

health protection (FHP), and health service support (HSS) for US forces. 

Additionally, medical personnel may be directed to provide medical care for 

coalition partners or civilians and assist in stabilizing and reestablishing 

indigenous medical and public health resources affected by the disaster.

When a JTF is activated, a command surgeon (JTF-SG) is designated from 

one of the component Services. The JTF-SG assesses the HSS and FHP 

requirements and capabilities (including public health and medical needs) 

and provides guidance to the JTF Commander to enhance the effectiveness 

of medical support throughout the AOR.

Medical planners must be involved early in the planning process to ensure 

planned medical support to US forces is adequate and that planning of any 

directed FDR medical activities incorporates information from the 

Interagency and other potential partners. See JP 4-02 for additional 

information on medical planning process.

During FDR missions, medical forces may be tasked to assist local military 

and civilian health systems and provide direct health care support to include 

primary medical, dental, and veterinary care. To ensure mission success, 

medical personnel must partner with local medical authorities and the 

Affected State Ministry of Health to ensure that all support provided to the 
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local populace is consistent with Affected State health care standards, 

applied in an equitable manner, and can be sustained by the Affected State.

Medical personnel must also maintain awareness of all other interagency, 

multinational, and local partners operating in the area to avoid duplication 

of effort, encourage synchronization of support, and ensure proper use of all 

available resources. Primary consideration must be given to the 

stabilization of existing medical infrastructure or establishing support when 

none exists. Commanders must ensure that no operations are undertaken 

that could have the effect of displacing existing medical infrastructure. 

Supporting or facilitating the restoration of extant medical infrastructure 

will help to build or restore confidence in the Affected State health care 

system and avoid disruption of services already being provided.

Emergency medical treatment is a major concern within the first few hours 

following a disaster. Therefore, the Affected State's medical personnel will 

most likely provide support during the initial response. Proper assessments 

of the Affected State's health care system and infrastructure must be 

conducted prior to deployment to ensure that the right type and amount of 

medical assets are tasked to meet the needs of disaster victims. Proper 

assessments and coordination with the Affected State's Ministry of Health 

or other health care officials will also help to ensure compliance with local 

medical practices and treatment protocols and avoid disruption of services 

already being provided. For further guidance, the medical officer should 

review the WHO/PAHO Guidelines for the Use of Foreign Field Hospitals: 

• “In the Aftermath of Sudden-Impact Disasters” retrieved at:

http://new.paho.org/disasters/index.php?option=com_content&task

=view&id=674&lang=en

• “Humanitarian Assistance in Disaster Situations: A Guide for 

Effective Aid” retrieved at:

http://new.paho.org/disasters/dmdocuments/PED/Publications/boo

ks/pedhumen.pdf 

NOTE: There is some debate within the international 

community as to the usefulness of providing field hospitals since 

much of the need for medical support to the affected local 

population occurs prior to the arrival of US military forces. 

Using field hospitals may decrease collaboration with Affected 

State healthcare infrastructure and can potentially disrupt 

local medical practices and treatment protocols. 
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• Editorial: Field Hospitals and Medical Teams in the Aftermath of 

Earthquakes retrieved at:

http://new.paho.org/disasters/newsletter/index.php?option=com_co

ntent&view=article&id=429&Itemid=266&lang=en

7.5.7.1 Behavioral Health

Behavioral health personnel play a vital role in all US military operations. 

Behavioral health personnel advise leaders on preventive measures and 

provide assistance in addressing operational stress reactions and other 

behavioral health issues. During FDR operations, preventive measures 

must be implemented to ensure the health and wellbeing of US military 

personnel. In an FDR environment, it is important to maintain awareness of 

the stress levels of fellow Service members and subordinates. Commanders 

and leaders must ensure proper sleep (work and rest cycles), nutrition, 

exercise, and personal hygiene among Service members.

Handling human remains is a particularly stressful part of disaster relief 

efforts. While processing human remains is a mortuary affairs function, 

medical personnel (by virtue of their position) will likely encounter, be 

required to handle, or temporarily store the remains of deceased patients 

until mortuary affairs personnel can be contacted.

The following are examples of coping strategies that can be used to 

minimize operational stress reactions when handling human remains:

• Remembering the greater purpose of the work

• Talking with others and listening well

• Using humor to relieve stress (avoid personal or inappropriate 

comments)

• Not focusing on individual victims

• Getting teams together for mutual support and encouragement

• Providing opportunities for voluntary, formal debriefings

7.5.7.2 General Health Risks

After a disaster, the civilian population and military personnel have an 

increased risk of exposure to illnesses spread by contaminated food or 

drinking water; vector-borne diseases (i.e., those diseases spread by 

mosquitoes, lice, rodents, etc.); close contact with sick or injured 

individuals; high levels of industrial pollution; stress; fatigue; and 

regionally endemic diseases (e.g., malaria, dengue, Japanese Encephalitis, 

etc.). The JTF must have robust preventive medicine assets to conduct 

medical and environmental health risk assessments and identify effective 

preventive medicine measures to counter the threat to US forces. Health 

risks rise with:

• Lack of proper refuse and human waste disposal
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• Contaminated food

• Contaminated water

• Inadequate water for hygiene

• Increased exposure to the heat or cold

7.5.7.3 Medical Officer Pre-Deployment

 Be prepared to provide a Health Care Provider (HCP) and/or 

preventative medicine specialists for deployment with the advance 

party

 Conduct Medical Intelligence Preparation of the Operational

Environment (MIPOE) with J2; helpful resources include but are 

not limited to:

o Embassy Emergency Action Plan (especially helpful for 

facility assessments)

o United States Army Public Health Command 

o National Center for Medical Intelligence

o Centers for Disease Control and Prevention

o World Health Organization and others

 Locate and obtain pertinent information on medical capabilities in 

AOR

 In coordination with USAID/OFDA, J-2, and J-3, determine NGO 

medical capabilities and needs 

 Provide interpretation of current medical capabilities and status of 

Affected State health care infrastructure

 Conduct assessment of health threats of operational significance, 

assess available medical support resources, and plan for mitigation 

of health threats prior to deployment

 Establish evacuation policy for patient movement within the JOA

 Develop patient tracking system 

 Prepare mass casualty plan

 Prepare medical annex of the OPORD

 Estimate medical logistics requirements and preplan Class VIII

resupply sets or preconfigured push-packages to support initial 

sustainment operations until replenishment by line-item 

requisitioning is established

 Ensure that medical personnel are trained and knowledgeable of

health threats and diseases prevalent in the region as well as

language, social, religious, cultural, and political factors that may 

impact the provision of medical support

 Plan and conduct medical portion of personnel readiness 

processing, to include all necessary vaccinations and prophylactic

medications
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 Ensure compliance with all OSD/HA Force Health Protection and 

Readiness requirements and theater specific deployment health 

guidance

 Ensure personnel deploying longer than 30 days and reserve 

component personnel activated for longer than 30 days must 

complete DD Form 2795. Only those reservists activated for less 

than 31 days are exempt from completing the form

 Ensure that all military personnel deploy with a 90-day supply of 

individual prescription medication

 Prepare for medical portion of Joint Reception, Staging, and 

Onward movement, and Integration (JRSOI)

 Recommend task organization of medical elements to satisfy 

mission requirements

 Plan and implement medical support operations to ensure the 

provision of appropriate roles of care

7.5.7.4 Medical Officer Deployment

 Identify the medical and public health-related Commander’s

Critical Information Requirements (CCIR) and provide updates

 Coordinate with the US Embassy Country Team or Affected State 

Ministry of Health and Ministry of Agriculture to gain access to 

assessments or information that may be available regarding the 

state of Affected State health care and agricultural resources and 

infrastructure

 If directed, establish Medical Treatment Facility (MTF) or aid 

stations within the AOR 

 Monitor status of medical and public health support to joint, 

interagency, intergovernmental, and multinational partners

NOTE: Ensure that medical stability operations are conducted in 

accordance with DOD Instruction (DODI) 6000.16.

NOTE: JTF commanders typically designate the Army component 

to serve as the Single Integrated Medical Logistics Manager 

(SIMLM). The Theater Lead Agent for Medical Materiel (TLAMM) 

and SIMLM work together to develop the medical logistics 

support plan for synchronization of medical requirements and 

Class VIII distribution to the JTF. Refer to JP 4-02 and FM 4-02.1 

for additional information.
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 Determine medical workload requirements (patient estimate) based 

on J-1 estimate

 Ensure that DSCA approval is obtained prior to transferring or 

issuing US medical supplies and equipment to the Affected State

 Coordinate with the chaplain or RST for information regarding 

religious based dietary restrictions for hospitalized patients

 Monitor the assignment, reassignment, and use of medical 

personnel within the AOR

 Plan and implement medical support operations to ensure the 

provision of appropriate roles of care

 Prepare MEDSITREP daily as directed by higher HQ (format can 

be found in Appendix C) 

 Medical and safety personnel recommend site and mission specific 

personal protective equipment (PPE)

 Issue policies, protocols, and procedures pertaining to eligibility 

for care (medical, dental and veterinary treatment) for sick or 

injured

 Conduct medical surveillance to assess health threats of 

operational significance, assess available medical resources, and 

plan for the mitigation of health threats

 Ensure that appropriate preventive medicine and environmental 

health capabilities are employed to support casualty prevention and 

protection of the force from health threats

 If the decision is made to move casualties out of the Affected 

State, coordinate with Joint Patient Movement Requirements 

Center for patient movement

 Ensure the documentation of medical encounters and health hazard 

exposures as part of the patient’s individual health record (either 

electronically or on paper medical records)

 Coordinate for reach-back support and staff augmentation as 

required

 In coordination with Affected State MTFs, determine transition 

plan for disposition and filing of civilian medical records

NOTE: A complete Joint Operational Planning and Execution 

System(JOPES) MEDSITREP can be found at the NORTHCOM 

Surgeon portal:

https://operations.noradnorthcom.mil/sites/CommandSpecialSt

aff/SG/MedPlansOpsDiv/WorkSpace/Shared%20Documents/

MEDSITREP%20Final%206Apr07.doc
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 As directed, provide veterinary personnel to assist in the 

evacuation, triage, and medical treatment of military working dogs 

and other government owned animals

 Coordinate with the Armed Services Blood Program Office to 

provide available blood products

7.5.7.5 Medical Officer FDR Operations

 Prepare reporting and regulating instructions in support of FDR 

operations

 Update and disseminate information regarding emerging medical 

threats

 Provide medical evacuation support (air and ground) of seriously 

ill or injured patients

 Provide medical surveillance and laboratory diagnostic testing 

 Provide preventive medicine support for the inspection of US 

military, multinational, and when directed, Affected State water 

sources and food storage facilities

 When directed, provide technical assistance to establish public 

health and sanitation, and training and education programs for the 

local populace

 Ensure that the proper approval is obtained prior to the transfer or 

issue of US medical supplies and equipment to the Affected State

 Provide available medical teams for casualty clearing/staging and 

other medical support missions as directed

 Provide available logistical support to medical and public health

response operations

 Participate in MiTaM Working Group

 Provide preventive medicine personnel to assist in activities for the 

protection of public health (such as food, water, waste water and 

solid waste disposal, vectors, hygiene, medical waste disposal, 

incineration, and other environmental conditions)

 Coordinate with Affected State mortuary affairs personnel for 

disposition of human remains

7.5.7.6 Medical Officer Transition

 Conduct ongoing assessments of support

 Ensure effective transfer of patients, and patient records to 

Affected State medical authorities

 Assist in planning follow-on support or transition responsibility to 

the Affected State government, joint, interagency, 

intergovernmental, or multinational partners
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7.5.7.7 Medical Officer Redeployment

 Ensure adequate transfer of logistics support, evacuation 

information, and personnel support prior to transfer of 

responsibility to civilian MTF and redeployment

 Provide morbidity and mortality data to Affected State medical 

authorities as part of the transition

 Assist with Line of Duty (LOD) investigations

 Plan and conduct Post-Deployment Health Risk Assessment 

(PDHRA)

 Prepare AAR comments and document lessons learned
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CHAPTER 8 - SAFETY

8.1 Overview

Risk management, safety, accident prevention, and force health protection 

are critical to mission accomplishment. Leaders at all levels, Service 

personnel, and civilians are all responsible for safety.

8.2 Risk Management

Commanders are responsible for assessing their operation as a total system. 

During mission planning and execution, leaders should proactively identify 

hazards, assess associated risks, and develop control measures necessary to 

reduce risk.

The US Department of Defense summarizes the principles of Operational 

Risk Management (ORM) as follows:

• Accept risk when benefits outweigh the cost

• Accept no unnecessary risk

• Anticipate and manage risk by planning

• Make risk decisions at the right level

Commanders and their staffs should constantly assess the operational 

environment and ask questions such as the following:

• What are the human, mechanical, and environmental hazards 

associated with this operation?

• Can hazards be eliminated or at least mitigated?

• What are the risks associated with hazards if they cannot be 

mitigated or eliminated?

• Are there safer options that may be pursued?

• Do the potential benefits outweigh the risks?

Hazard identification, mitigation, and management of risk are key factors in 

safely conducting FDR operations. The Army uses Composite Risk 

Management (CRM), while the other Services use ORM. Both programs 

identify hazards associated with the conduct of operations, assist in 

mitigation of associated risks, and management of residual risks.
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8.2.1 Composite Risk Management

CRM is a decision-making process used to mitigate risks associated with all 

hazards that have the potential to injure or kill personnel, damage or destroy 

equipment and resources, or otherwise negatively impact mission 

effectiveness. The underlying assumption of CRM is that risks can be 

quantified and managed by determining the probability and severity of a 

potential loss due to any number of hazardous conditions or situations that 

may be encountered in the operational environment.

Department of Defense Instruction (DODI) 6055 (series) is 

the basis for DOD Safety and Occupational Health 

Programs. 

The Army Safety Program is addressed in Army Regulation 

(AR) 385-10; Department of Army Pamphlet (DA PAM) 

385-1; Army Field Manual (FM) 5-19; and the Composite 

Risk Management FM 5-0. 

The United States Air Force safety program is detailed in 

Air Force Instruction (AFI) 91-301 and AFI 90-901, 

Operational Risk Management.

The United States Navy and Marine Corps use the Office of 

the Chief of Naval Operations Instruction (OPNAVINST) 

5100 series, OPNAVINST 3500.39B, and the Marine Corps 

Institute (MCI) Operational Risk Management Manual 

(ORM 1-0).

Service’s Safety Websites:

US Army Combat Readiness Safety Center 

https://safety.army.mil/

US Navy Safety Center

http://www.safetycenter.navy.mil/index.asp

US Air Force Safety Center

http://www.afsc.af.mil/
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CRM is a 5-step process:

1. Identify hazards to the force

2. Assess hazards to determine risks

3. Develop controls and make risk decisions

4. Implement controls

5. Supervise and evaluate

8.2.1.1 Definitions of Severity

• Catastrophic: death or permanent disability, system loss, major 

property damage

• Critical: permanent partial disability, temporary total disability in 

excess of three months, major system damage, significant property 

damage

• Moderate: minor injury lost workday accident, compensable injury 

or illness, minor system damage, minor property damage

• Negligible: first aid or minor supportive medical treatment, minor 

system impairment

8.2.1.2 Definitions of Probability

• Frequent: occurs often, continuously experienced

• Likely: occurs several times

• Occasional: occurs sporadically

• Seldom: unlikely, but could occur at some time

• Unlikely: can assume it will not occur

8.2.1.3 Definition of Risk Levels

Risk levels are a combination of severity and probability of hazards (see 

Figure 8-1).

• Extremely High (E): loss of ability to accomplish mission if 

hazards occur during mission

• High (H): significant degradation of mission capabilities if hazards 

occur during mission

• Moderate (M): minor degradation of mission capabilities; 

reversible

• Low (L): little or no impact on mission accomplishment

8.2.1.4 Risk Assessment Matrix

Figure 8-1 provides leaders with a process to assess risk based upon 

severity and probability of hazards. The point at which the severity row and 

the probability column intersect defines the level of a hazard. Taking 

unnecessary risks is unacceptable. 
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Figure 8-1: Risk Assessment Matrix

8.2.1.5 Typical Army Risk Acceptance Levels:

• Low Risk: typically approved at the Company (tactical) level and 

below

• Moderate Risk: typically approved at the Battalion (tactical) level

• High Risk: should be approved at the Brigade (operational) level

• Extremely High Risk: must be approved at the Geographic 

Combatant Commander (GCC) (strategic) level although may be 

delegated to the JTF Commander (operational) level

8.2.2 Operational Risk Management

ORM is cyclical process, which includes risk assessment, risk decisionmaking, and implementation of risk controls, which results in acceptance, 

mitigation, or risk avoidance. ORM is a decision making tool used by 

personnel at all levels to increase effectiveness by identifying, assessing, 

and managing risks. By reducing the potential for loss, the probability of a 

successful mission is increased.

8.2.2.1 Principles of ORM

There are four basic principles that provide the foundation for ORM and the 

framework for implementing the process.

• Accept risk when benefits outweigh the cost

• Accept no unnecessary risk

• Anticipate and manage risk by planning

• Make risk decisions at the right level

8.2.2.2 Three Levels of ORM

• In-depth risk management is used before a project is implemented, 

when there is plenty of time to plan and prepare. Examples of in-
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depth methods include training, drafting instructions and 

requirements, and acquiring personal protective equipment.

• Deliberate risk management is used at routine periods through the 

implementation of a project or process. Examples include quality 

assurance, on-the-job training, safety briefs, performance reviews, 

and safety checks.

• Time-critical risk management is used during operational exercises 

or execution of tasks and is defined as the effective use of all 

available resources by individuals, crews, and teams to safely and 

effectively accomplish the mission when time and resources are 

limited.

8.3 Safety

The safety program applies to all DOD personnel and is comprised of 

several elements, including force health protection, accident prevention, and 

reporting.

8.3.1 Force Health Protection

Joint Publication 1-02 defines force health protection (FHP) as “Measures 

to promote, improve, or conserve the mental and physical well-being of 

Service members”.

Addressing FHP measures for the FDR environment is critical to mission 

success. Commanders should:

• Obtain health threat information from the National Center for 

Medical Intelligence (NCMI) regarding specific FHP measures for 

the geographic area

• Direct implementation of preventive medicine measures (such as 

vaccinations and other chemoprophylaxis) during pre-deployment 

for forces entering at-risk locations to counter health threats

• Ensure deploying personnel have access to potable water and are 

only provided with nutritional resources procured from approved 

sources

• Ensure deploying forces have access to proper personal protective 

equipment (e.g., insect repellents with DEET, permethrin spray, 

mosquito netting, eye and hearing protection)

• Take necessary precautions for personnel involved in physical 

labor to prevent sun exposure and heat-related injuries or excessive 

exposure in cold environments

• Ensure proper hygiene and sanitation measures as well as trash, 

medical, and human waste disposal procedures are followed

• Consider deployment of mental health teams in disasters involving 

mass fatalities
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• Request medical teams specifically monitor response personnel for 

signs of illness and stress

• Consider rotating personnel away from the impacted area 

occasionally if they are in the impacted areas for extended periods

8.3.2 Fatigue

The work pace in response to disasters is demanding and leaders should 

ensure personnel avoid physical exhaustion. Rotating personnel between 

demanding and less demanding tasks can mitigate fatigue.

8.3.3 Personal Hygiene

Personal hygiene requires special attention. Many natural and man-made

contaminants pose potential risks to personnel during FDR operations. 

Precautions to minimize those risks include ensuring the availability of 

potable water, and when practicable, the use of functional latrines, shower 

and washing stations, laundry, and waste disposal facilities. Personnel 

should be encouraged to wash their hands frequently to reduce the risk of 

disease transmission.

8.3.4 Food Safety

Food safety is paramount for maintaining a healthy force in the face of a 

disaster. Disasters are extremely disruptive and are likely to produce 

environments in which contamination can occur with exceptional ease. 

Prolonged exposure to moderate levels of heat can quickly lead to food 

spoilage and cause widespread acute gastrointestinal distress in fielddeployed forces. Foodstuffs that are exposed to chemicals, radiation, 

biohazards, pest infestations, toxic industrial materials, smoke, and flooding 

that has been released into the environment as a result of disasters also pose 

significant risks to the health of the force.

8.3.5 Preventable Injuries

Appropriate safety gear can prevent many injuries to eyes, ears, heads, 

hands, back, and feet of FDR personnel. When appropriate, personnel 

should wear protective lenses, goggles, face shields, hearing protection 

when operating, or exposed to, heavy equipment and machinery. Helmets 

or hard hats should be worn in debris-filled areas.

NOTE: Military personnel who have not been exposed to 

disaster environments may develop post-traumatic stress 

disorder-related issues. Early intervention and counseling 

can help to mitigate those issues.
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Operational personnel should not wear jewelry to avoid injuries such as

electrical shock, de-gloving injuries, or amputations. Personnel should 

wear gloves, use proper lifting techniques and equipment to avoid back 

injuries. Additionally, personnel should wear footwear suitable for 

hazardous environments and follow preventative measures for trench foot 

and fungal infections.

8.3.6 Respiratory Hazards

Respiratory hazards (smoke, ash, molds, various airborne contaminants and 

toxic chemicals) are common to disasters. Personnel may be exposed to 

asbestos, carbon monoxide, nuisance dust, and caustic vapors and should 

use appropriate military or civilian gas, mist, fume, or dust protective 

masks. FHP personnel should conduct tests to identify hazards and widely 

disseminate information to the force.

8.3.7 Blood-borne Pathogens and Disease

FDR personnel may be at risk to potential endemic pathogens, to which 

they may not have immunity. Additionally, they may be exposed to 

airborne, contact, and blood-borne pathogens secondary to the rescue, 

movement, and treatment of disaster victims. Personnel should have up-todate immunizations, based upon available medical intelligence regarding 

endemic diseases, access to appropriate chemo-prophylactic medicines, and 

should observe basic preventive medicine precautions to minimize disease 

risk.

NOTE: Personnel should use the following equipment 

whenever required: 

• Latex or rubber gloves 

• Over-garments for added protection 

• Face masks for respiratory protection 

• Goggles for eye protection 

• Biohazard bags

(Biohazard bags/regulated medical waste bags should only be 

used by personnel qualified in handling hazardous materials)

WARNING: Improper removal of debris containing mold, 

asbestos, and radiation can have serious impacts upon the 

health of Service members.
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8.3.8 Stress

Military personnel involved in FDR operations may experience stress and 

anxiety. Medical Combat and Operational Stress Control (COSC) teams,

and chaplains, are trained to assist personnel with stress management. 

Stress management support channels for civilians may include local 

religious institutions and the Red Cross or Red Crescent Societies. Selected 

NGOs may have the ability to send stress management teams to help

citizens affected by the disaster.

8.3.9 Animal Hazards

Disaster conditions may increase the risk of FDR personnel to bites and 

scratches from animals, including rats and venomous snakes, which may 

increase the danger from diseases such as rabies. Additionally, personnel 

may become infested with lice and fleas. Household pets may become 

more aggressive or dangerous than usual. Accordingly, personnel should 

take precautions to avoid animal and snakebites, and not taunt, play with, or 

handle any animals.

8.3.10 Biting or Stinging Insects and Spiders

Personnel should be aware of the potential risk presented by mosquitoes, 

ticks, chiggers, ants, venomous spiders, fleas, lice, wasps, and bees. 

Personnel should make use of mosquito netting, treat clothing with 

permethrin, and use appropriate countermeasures as directed, and 

supervised, by medical authorities.

8.3.11 Hazardous Plants 

Personnel may encounter hazardous plants in FDR environments, some of 

which may be poisonous. They may require special handling and 

observance of safety procedures. Some species of plants, such as oleander 

For more information on animal and insect-borne diseases, 

refer to the US Army Public Health Command website at 

http://phc.amedd.army.mil/topics/envirohealth/epm/Pages

/default.aspx or 

http://phc.amedd.army.mil/Pages/default.aspx

For information on the control of stressors and actions to 

control stress, see FM 4-02.51, Combat and Operational Stress 

Control and FM 6-22.5, Combat and Operational Stress 

Control Manual for Leaders and Soldiers. 
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and poison ivy, are poisonous to the touch and burning them will release 

toxic chemicals. Refer to the Army Center for Health Promotion and 

Preventive Medicine website at 

http://phc.amedd.army.mil/Pages/default.aspx

8.3.12 Use of Vehicles and Transportation

Personnel should take extra care to drive defensively in disaster-impacted 

areas and remain alert to the potential for significantly increased hazards in 

areas that would have otherwise been considered safe for driving. 

Operators of vehicles should adhere to the following rules:

• The senior occupant is responsible for all vehicle safety

• Pair experienced drivers with inexperienced drivers for supervision 

and hands-on training

• Ensure proper use of seatbelts

• Use experienced drivers in difficult terrain 

• Remind drivers to slow down in limited visibility, on rough terrain, 

and during inclement weather

• Secure vehicle antennas to prevent contact with power lines and 

other objects

• Take into account the maximum fording depth for each vehicle 

type, and ensure proper fording equipment and accessories are 

installed before entering water areas

• Use ground guides during periods of limited visibility

• Ensure operators are licensed on their vehicle; operators designated 

to transport Hazardous Materials (HAZMAT) are licensed to load, 

transport and off-load those materials

All operators of vehicles should perform:

• Preventive maintenance checks and services, especially under 

adverse or unusual conditions

• Special requirements covered in the “Operating Under Unusual 

Conditions” section of their respective operator’s manual

Leaders should conduct convoy briefings before movement. Leaders 

should ensure all vehicle operators know how to:

• Conduct a physical reconnaissance of the route to avoid hazards; 

mark unavoidable hazards on a strip map and include them in the 

convoy briefing

• Reconnoiter the route for bridges or underpasses that might be too 

low for large vehicles

• Access roads, bridges, and overpasses that may not be posted with 

weight or height restrictions
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• Reconnoiter routes for hazards below the water line before 

operations begin

• Check water height before driving on submerged surfaces; a good 

rule of thumb is not to drive into running water deeper than the 

vehicle axle

Convoys require a safety briefing containing, at a minimum, the following:

• Mishap duties and responsibilities

• Speed limits

• Interval distances

• Mechanical breakdown procedures

• Passenger safety measures

• Visual signals for convoy halt, caution, slow, etc.

• Preplanned rest halts

• Hospital and operational mission support locations identified on a 

provided strip map as applicable

Drivers will not operate a vehicle for longer than two hours without a rest 

stop or four hours without relief.

8.3.13 Accident Reporting

All accidents will be reported within 24 hours to the task force safety office. 

At a minimum the following information is provided for each accident 

reported:

• Name of the person reporting the accident

• Point of contact telephone number

• Unit involved in the accident

• Location of the accident

• Date and time of the accident

• Name and rank of personnel involved

• Extent of injuries

• Type of property or equipment damage

• Estimated cost of damage

• Estimated environmental cost

8.4 Areas of Special Concern

The following are areas of special concern that may require 

additional/special planning (not all-inclusive):

• Night operations

• Aircraft operations

• Water operations

• Weapons (if necessary, both military use and civilian use)
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• Tactical rest policy

• Field heaters and stoves (if applicable)

• Petroleum, Oil, and Lubricants (POL) storage and handling

• Hazardous Materials

• Unexploded munitions (if applicable)

• Hot weather/cold weather operations

8.5 Hazards Identification and Mitigation

To identify hazards, leaders should obtain information about the 

characteristics of the specific geographical region and overall effects of the 

disaster. For example, flooding of buildings has significant secondary 

effects in hot, humid environments. Toxic mold and fungus thrive in these 

conditions. Standing, water-damaged structures can become uninhabitable 

for humans but may shelter dangerous stray or wild animals, insects, and 

reptiles.

8.5.1 Electrical Hazards

All electrical transformers pose severe risks. Electrical lines can present a 

lethal shock hazard. To avoid injuries:

• Do not attempt to move transformers during cleanup

• Mark transformers and report locations to the chain-of-command

• Do not touch, work, or operate equipment near downed power 

lines; electricity might be restored to downed power lines without 

notice

• As commercial power is re-supplied, all emergency generators 

should be taken offline. Only qualified utility or engineer 

personnel conduct the changeover. If a downed power line is 

difficult to see but is in a traffic area, clearly mark the area so no 

one touches the downed wire. Use caution when antennas are near 

power lines and avoid erecting antennas near power lines. Identify 

antennas that may fall on power lines or on people and take 

appropriate action to prevent accidents or injury.

8.5.2 Power Generator Safety

Generator usage during operations can create special concerns. Personnel 

entering homes and buildings need to be aware of the potential carbon 

monoxide threat posed by generators used indoors that do not properly vent 

WARNING: Always assume downed power lines are live. Water 

(including snow) is an excellent conductor of electricity. Stay 

away from downed power lines of any kind to avoid electrical 

shock or grave injury.
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exhaust outside of an enclosed area. Military personnel using generators 

must give special attention to the following:

• Operation only by trained personnel

• Fueling operation hazards

• Proper grounding and bonding of generators

• Carbon monoxide hazards

• Generator fire hazards and fire protection 

• Generator electrical load limits and capacity

• Electrocution hazards, prevention, and first aid

8.5.3 Handling Contaminated Items

Disasters can cause massive infrastructure disruptions that can facilitate the 

release of Toxic Industrial Chemicals and Materials (TICs/TIMs), fuels, 

sewage, and potentially radioactive material into the environment. Take 

precautions when handling and collecting materials that have potentially 

been contaminated by these types of dangerous exposures. A collection site 

for contaminated items should be established. In addition, sites should be 

designated for showering and clothing changes before moving personnel to 

non-contaminated areas. For more information, see the following websites:

• US Department of Labor Occupational Safety and Health 

Administration: www.osha.gov

• DOD Chemical, Biological, Radiological and Nuclear Defense 

Information Analysis Center: 

http://www.CBRNEiac.apgea.army.mil

• Center for Disease Control and Prevention: http://www.cdc.gov

• US Army Maneuver Support Center: www.wood.army.mil

8.5.4 Fire

Units should deploy with sufficient fire extinguishers and fire prevention 

equipment for organic operations and living areas. For further information, 

refer to Fire Rescue I at http://www.firerescue1.com.

WARNING: Military personnel are not permitted to connect 

military generators to civilian infrastructure! 

A certified electrician must be available to connect the power. 

Ensure that power lines are not re-energized by connecting 

infrastructure to generators.
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CHAPTER 9 - REGIONAL RESPONSE ORGANIZATIONS

9.1 Overview

This chapter provides an overview of Geographic Combatant Commands

(GCC). This chapter is presented in two parts: the first part identifies the 

common elements of FDR response at the GCC level; the second part 

presents unique elements of the GCC by region.

9.2 Part One: Unified Combatant Commands (Geographic)

JP 1-02 defines a unified combatant command as a command with a broad 

continuing mission under a single commander and composed of significant 

assigned components of two or more Military Departments, established and 

so designated by the President, through the Secretary of Defense with the 

advice and assistance of the Chairman of the Joint Chiefs of Staff.

There are two types of Unified Combatant Commands (UCC): geographic 

and functional. This chapter describes the geographic combatant 

commands. The Functional UCCs are described in Chapter 10. 

Commanders of unified combatant commands are four-star flag or general 

officers, who are assigned a geographic area of responsibility.

The GCC are:

• US Africa Command (USAFRICOM)

• US Central Command (USCENTCOM)

• US European Command (USEUCOM)

• US Northern Command (USNORTHCOM)

• US Pacific Command (USPACOM)

• US Southern Command (USSOUTHCOM)

GCCs can function in either of two capacities, as a supported commander or 

as a supporting commander.

A supported commander has primary responsibility for all aspects of 

assigned missions. That commander may receive assistance from another 

commander’s force and is responsible for ensuring that supporting 

commanders understand the assistance required.

A supporting commander may provide augmentation forces or assets to a 

supported commander and is responsible for providing the assistance 

requested.
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Figure 9-1: GCC Areas of Responsibility
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In response to a disaster, the supported GCC determines the forces

necessary to conduct and sustain the FDR operation, which may involve 

forming a Joint Task Force (JTF).

Each GCC has a Crisis Action Team (CAT) or rapid deployment team that 

is initially deployed as the immediate responder/assessor for the GCC. In 

addition, a GCC may choose to utilize various organization entities or 

resources such as the Humanitarian Assessment Survey Team (HAST), a 

Civil-Military Operations Center (CMOC), Humanitarian Assistance 

Coordination Center (HACC), and Liaison Officers (LNOs) to coordinate 

and facilitate the FDR response. The exact composition of those teams and 

the subsequent follow-on assets will vary depending on the type and 

severity of the incident and, in some cases, restrictions emplaced by the 

Ambassador or by the Affected State. A brief description of the assets and 

resources available to support the JTF are described in the following 

sections.

9.2.1 Crisis Action Team

During the assessment process, special teams are assembled at the level 

where the problem is being assessed and its resolution is being developed. 

A Crisis Action Team (CAT) includes representatives from all command 

and staff divisions, and may include representatives from a wide range of 

involved organizations. It is activated by the GCC J-3 and handles matters 

that exceed the capability of an initial response cell. The CATs assigned 

functions include:

• Generating, exchanging, and receiving information

• Developing military options, courses of action, and concepts of 

operation

• Orchestrating and monitoring deployment of response forces

9.2.2 Humanitarian Assistance Survey Team

The supported GCC may organize and deploy a Humanitarian Assistance 

Survey Team (HAST) to acquire information required for planning. Once 

deployed, the HAST, working with the country team and USAID, can 

assess the ability of the Affected State government to respond to the 

disaster; identify primary points of contact for coordination and 

collaboration; determine the threat environment for force protection 

purposes; survey facilities and infrastructure that may be used to support 

FDR operations including Aerial Port of Debarkation (APOD), Seaport of 

Debarkation (SPOD), Forward Operating Base (FOB); conduct Health 

Service Support (HSS) and Force Health Protection (FHP) assessments and 

coordinate specific support arrangements for the delivery of food and 

medical supplies. Suggested team composition should include:
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• Medical personnel qualified to conduct HSS and FHP assessments 

(including environmental vulnerability assessments)

• Engineers (structural, mechanical, etc.)

• Logisticians

• Communications experts

• Transportation management specialists

• Force protection experts

9.2.3 Joint Inter-Agency Coordination Group

The Joint Inter-Agency Coordination Group’s (JIACG) primary role is to 

enhance interagency coordination, and to collaborate at the operational level 

with other USG civilian agencies and departments. It may play an 

important role in contingency planning for FDR and in initial interagency 

coordination prior to establishment of a HACC or other coordination body.

9.2.4 Joint Logistics Operations Center

The Joint Logistics Operations Center (JLOC) receives reports from 

supporting commands, Service components, and external sources and 

collates information for decisions and briefings. Additionally, the JLOC 

coordinates all logistics, maintenance, transportation, and supply activities.

9.2.5 Joint Deployment Distribution Operations Center

The Joint Deployment Distribution Operations Center (JDDOC) links 

strategic deployment and distribution processes to operational and tactical 

functions.

9.2.6 Joint Task Force

A JTF Commander is normally assigned a joint operations area (JOA) in the 

combatant commander’s area of responsibility (AOR). The JTF 

Commander and staff operate primarily at the operational level. The 

following is a partial list of working groups that may be formed by the JTF:

• Joint Collection Working Group

• Joint Logistics Working Group

• Rules of Engagement Working Group

• MiTaM Working Group

• Effects Assessment Working Group

• Humanitarian Assistance Working Group

9.2.7 Civil-Military Operations Center 

The Civil-Military Operations Center (CMOC) is an organic component of 

Civil Affairs units. CMOCs provide operational level coordination between 

the JTF Commander and other stakeholders. It is established by the J-9 and 

run by Civil Affairs personnel (Army, Navy, or USMC) organic to the JTF. 
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The responsibilities of the CMOC need to be established quickly during 

joint operational planning. While sharing many general characteristics, 

each FDR operation is unique, and the CMOC structure must be tailored for 

each emergency.

In support of USAID/DART and the Affected State, the CMOC staff assists 

in coordinating military efforts and resources with the international 

humanitarian community. The JTF may include support from the following 

liaisons: other governmental agencies, US Army Corps of Engineers, key 

NGOs, IGOs, and the Affected State. See Appendix B for more 

information on DOD interaction with NGOs.

9.2.8 Joint Forces Air Component Commander

The JFACC is responsible for US Military air operations, and the 

coordination of those operations with the US Embassy, USAID/OFDA, the 

Affected State, the UN, and the International Civil Aviation Organization 

(ICAO). The JFACC will issue guidance describing processes and 

procedures for safe employment of US Military air assets operating within 

the disaster area. The JFACC may establish one or more Air Component 

Coordination Element (ACCE) teams to integrate air operations within the 

joint task force. See Section 7.4.6 for a description of the ACCE.

9.2.8.1 Airspace Command and Control

Aviation operations following a natural disaster can be complex and 

challenging. The effective management of air operations can be a key 

facilitator to the success of the overall FDR operation.

The Affected State maintains control of their airspace. They have final 

authority on matters of air traffic safety and management, including: 

establishment and management of temporary flight restrictions; 

development and implementation of aviation incident response plans; and 

coordination with air traffic control facilities. If the Affected State has lost 

the ability to manage their airspace, they may request airspace management 

support from either the UN World Food Program or the JTF ACCE.

An aviation and airspace management committee may need to be 

established to provide unified planning that integrates all aviation resources 

of agencies participating in response efforts. The aviation and airspace 

committee should be linked to the Affected State’s aviation authority. This 

committee should provide guidance on:

• Management of airspace, airfields, helipads, and landing strips

• Prioritization of aviation missions

• Support of air mission requests

• Mission tasking of available aircraft

• Air mission planning and coordination including deconfliction
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• Situational awareness of aviation operations in the disaster area

Coordination of ground support at designated airfields and airports

9.2.8.2 Daily Air Tasking Order 

Military aircraft in the Joint Operations Area (JOA) are tasked via an Air 

Tasking Order (ATO), which includes applicable mission information in the 

Airspace Control Plan and Special Instructions (SPINS) section of the ATO. 

All participating military aircraft are required to adhere to the Airspace 

Control Plan and applicable ATO SPINS.

9.2.8.3 Regional Air Movement Coordination Center

The Regional Air Movement Coordination Center (RAMCC) coordinates 

with USAID/OFDA and the Affected State to schedule and manage DOD 

air assets within the JOA. The RAMCC coordinates with military 

command and control elements, such as Contingency Response 

Group/Element/Team (CRG/CRE/CRT), present at airfields to maximize 

logistics throughput at designated Aerial Ports of Debarkation (APOD). 

The RAMCC then coordinates with appropriate airspace control authorities 

to determine landing and takeoff times for US military aircraft.

9.2.9 Joint Personnel Recovery Center

Currently, the Commander of US Joint Forces Command (USJFCOM) is 

DOD’s executive agent for Personnel Recovery (PR). See chapter 10 for a 

discussion on the dissolution of USJFCOM. The Joint Personnel Recovery 

Agency (JPRA), headquartered at Fort Belvoir, Virginia, is a subordinate 

activity of US Joint Forces Command’s (USJFCOM) Joint Training 

Directorate/Joint Warfighting Center. USJFCOM has designated JPRA as 

the office of primary responsibility for DOD-wide personnel recovery 

matters. In that role, the agency supports the military departments, 

combatant commands (COCOM), the Joint Staff, the Office of the Secretary 

of Defense, its agencies, DOD field activities and other government 

agencies. JPRA enables commanders, individuals, recovery forces, and 

supporting organizations to accomplish five PR tasks: report, locate, 

support, recover, and reintegrate. The agency also assists COCOMs in 

developing and exercising PR architectures and operational procedures to 

plan and prepare for the recovery of isolated personnel.

9.2.9.1 Personnel Recovery

Individuals can become inadvertently separated from their organizations. 

DOD mandates recovery of isolated personnel when it involves DOD 

personnel (military, civilians, or contractors). The Joint Personnel 

Recovery Center (JPRC) assists in coordinating recovery efforts of US 

personnel who have become isolated. The JTF should consider all the 
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capabilities available when planning and executing PR missions, including 

Affected State security organizations, NGOs/IGOs, as well as the resources 

within the local population. Recovery of isolated personnel during FDR is 

subject to established authorities, Status of Forces Agreements (SOFA), and 

Rules of Engagement.

9.2.10 Geospatial Planning Cell

USCENTCOM, USEUCOM, USPACOM, and USSOUTHCOM each have 

a Geospatial Planning Cell (GPC). Neither USAFRICOM nor 

USNORTHCOM have a supporting GPC. A GPC is responsible for 

geospatial operational planning. The detachment is responsible for 

generating and analyzing terrain data, preparing decision graphics, image 

maps, and 3D terrain perspective views. A key task for the GPC is the 

management of the Theater Geospatial Database, map updates, tactical 

decision aids, and other decision support graphics. It is capable of 

coordination with external geospatial assets such as National Geospatial 

Intelligence Agency (NGA) and the Army Geospatial Center, and 

coordination with Affected State topographic support activities, and higher 

headquarters.

9.2.11 Humanitarian Assistance Coordination Center

The Humanitarian Assistance Coordination Center (HACC) is a temporary 

body that operates during the early planning and coordination stages of an 

operation. See Appendix B for more information on the HACC.

9.3 Part Two: GCC Specific Organizations and Plans

This section describes unique characteristics of each Geographic Combatant 

Command.

9.3.1 US Africa Command

Mission: United States Africa Command 

(USAFRICOM), in concert with other US government 

agencies and international partners, conducts sustained 

security engagement through military-to-military 

programs, military-sponsored activities, and other 

military operations as directed to promote a stable and 

secure African environment in support of US foreign 

policy. See Figure 9-1 for geographic AOR.

NOTE: The Chief of Mission may request DOD assistance with the 

recovery of other civilians, such as international aid staff, but that

is usually a matter for local authorities. 
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9.3.1.1 USAFRICOM Organizational Chart

Figure 9-2: USAFRICOM’s Organizational Chart

9.3.1.2 USAFRICOM Component Forces

USAFRICOM has no assigned forces. USAFRICOM relies on the Request 

for Forces (RFF) process for force allocation. USAFRICOM component 

and Joint Forces Headquarters include:

• Combined Joint Task Force Horn of Africa (CJTF-HOA)

• US Army, Africa Command (USARAF)

• US Air Forces, Africa Command (AFAFRICA)

• US Marine Corps, Forces Africa Command (MARFORAF)

• US Naval Forces, Africa Command (NAVAF)

• US Special Operations Command, Africa (SOCAF)

9.3.1.3 USAFRICOM CONPLAN 7200-09

USAFRICOM CONPLAN 7200-09: Foreign Humanitarian Assistance 

Operations provides guidance for conducting FDR in the USAFRICOM 

AOR.

CONPLAN 7200-09 Mission Statement: When directed by the President 

or Secretary of Defense, the Commander of USAFRICOM conducts foreign 

humanitarian assistance operations in support of USAID/OFDA within the 

designated area. Be prepared to provide additional support as requested.

9.3.1.4 USAFRICOM Uniqueness and Typical Disasters

US Africa Command is responsible for conducting military relations with 

53 African countries, including the islands of Cape Verde, Equatorial 

Guinea, and Sao Tome and Principe, along with the Indian Ocean islands of 

Comoros, Madagascar, Mauritius, and Seychelles. US Central Command 

maintains its traditional relationship with Egypt, though USAFRICOM 
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coordinates with Egypt on issues relating to Africa security. The African 

continent has a well-established humanitarian assistance/disaster response 

community that can respond to earthquakes, wildfires, drought, cyclones, 

floods, and volcanic eruptions. The vastness of the continent, the lack of 

traditional infrastructure networks, the variety of languages, cultures, and

delicate political systems create an environment where the US military may 

be asked to provide unique capabilities to assist in disaster response.

9.3.2 US Central Command 

Mission: With national and international partners, US 

Central Command (USCENTCOM) promotes 

cooperation among nations, responds to crises, and 

deters or defeats state and non-state aggression, and 

supports development and, when necessary, 

reconstruction in order to establish the conditions for 

regional security, stability, and prosperity. See Figure 

9-1 for geographic AOR.

9.3.2.1 USCENTCOM Organizational Chart

Figure 9-3: USCENTCOM’s Organizational Chart

9.3.2.2 USCENTCOM Component Forces

USCENTCOM component forces include:

• US Army, Central Command (ARCENT)

• US Air Forces, Central Command (AFCENT)

• US Marine Forces, Central Command (MARCENT)

• US Naval Forces, Central Command (NAVCENT)

• US Special Operations, Central Command (SOCCENT)
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9.3.2.3 USCENTCOM CONPLAN 1211-07

USCENTCOM CONPLAN 1211-07, Foreign Humanitarian 

Assistance/Disaster Relief, provides guidance for conducting FDR in the 

USCENTCOM AOR.

CONPLAN 1211-07 Mission Statement: When directed, USCENTCOM 

will support the lead federal agency and conduct FHA/DR operations in the 

AOR in order to minimize loss of human life, alleviate human suffering, 

and mitigate economic impact of disasters.

9.3.2.4 USCENTCOM Uniqueness and Typical Disasters

The USCENTCOM AOR is comprised of 20 countries spanning over four 

million square miles in three diverse sub-regions from Egypt and the 

Levant, to the Arabian Peninsula (including the Gulf nations), and Central 

and South Asia. These regions are home to a half-billion people practicing 

all of the world’s major religions and speaking more than 18 different 

languages. Several countries face economic challenges and have rapidly 

increasing populations such as, Pakistan, Egypt, and Iran. In 12 of the 20 

countries in the region, 30 or more percent of the population is between the 

ages of 15 and 24. In most of those countries, another 30 percent of the 

overall population is under 15. This youth bulge represents tomorrow’s 

future leadership and the region’s greatest challenge in terms of education, 

employment and expectations. The predominant natural disasters that occur 

in the AOR are earthquakes and flooding. The greatest challenges in 

responding to natural disasters in this AOR are related to its terrain. Many 

countries have unimproved road surfaces, limited seaports, improved 

runways, landing zones and limited communications infrastructure. The 

vastness and remoteness of the AOR also limits access to Affected States 

and impacts USCENTCOMs ability to provide rapid respond within the 

first 72-hours following a natural disaster. USG response efforts are further 

complicated by the fact that countries in the 

USCENTCOM AOR are often reluctant to request 

assistance from the US Government due to politics 

and US Foreign Affairs Policies.

9.3.3 US European Command

Mission: US European Command (USEUCOM) 

conducts military operations, international military 

engagement, interagency partnering to enhance 

transatlantic security, and defends United States forward. See Figure 9-1 

for geographic AOR.
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9.3.3.1 USEUCOM Organizational Chart

Figure 9-4: USEUCOM’s Organizational Chart

9.3.3.2 USEUCOM Component Forces

USEUCOM component forces include:

• US Army, Europe (USAREUR)

• US Air Forces, Europe (USAFE)

• US Marine Forces, Europe (MARFOREUR)

• US Naval Forces, Europe (NAVEUR)

• US Special Operations Command, Europe (SOCEUR)

9.3.3.3 USEUCOM CONPLAN 4269-10

USEUCOM CONPLAN 4269-10, Foreign Humanitarian Assistance (FHA)

provides guidance for conducting FDR in the USEUCOM AOR.

CONPLAN 4269-10 Mission Statement: When directed by the Secretary 

of Defense, the Commander USEUCOM conducts foreign humanitarian 

assistance operations in support of USG relief efforts in the USEUCOM 

AOR in order to mitigate near-term human suffering and accelerate longterm regional recovery. On order, be prepared to integrate US forces into a 

multinational, interagency structure for the distribution of relief aid and 

assistance.

9.3.3.4 USEUCOM Uniqueness and Typical Disasters

Within the USEUCOM AOR, and European Union (EU) in general, most 

countries have a robust and well-rehearsed capability to conduct disaster 

relief operations. Bi-lateral and regional agreements enhance local response 

efforts. As a result, DOD forces are required only for a limited number of 

situations. Typical disasters in the USEUCOM AOR include floods, wildfires, and earthquakes.
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9.3.4 US Northern Command

Mission: US Northern Command (USNORTHCOM) 

conducts homeland defense, civil support, and security 

cooperation to defend and secure the United States and 

its interests.

9.3.4.1 USNORTHCOM CONPLAN 3729

USNORTHCOM CONPLAN 3729 (DRAFT), Foreign 

Humanitarian Assistance and Disaster Relief (FHA/DR) in the 

USNORTHCOM AOR, provides guidance for the conducting FDR in the 

USNORTHCOM AOR.

CONPLAN 3729 Mission Statement: When directed by the President or 

SECDEF, US Northern Command (USNORTHCOM) conducts FHA/DR 

operations in support of US Government relief efforts in the 

USNORTHCOM AOR in order to mitigate near-term human suffering and 

accelerate long-term regional recovery. See Figure 9-1 for geographic 

AOR.

9.3.4.2 USNORTHCOM Organizational Chart

Figure 9-5: USNORTHCOM’s Organizational Chart

9.3.4.3 USNORTHCOM Component Forces

USNORTHCOM component and Joint Force Headquarters include:

• US Army, North (ARNORTH)

o Joint Task Force, Civil Support (JTF-CS)

o Joint Task Force, North (JTF-N)

• US Air Force, North (AFNORTH/1st Air Force)
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• US Marine Force, North (MARFORNORTH)

• Joint Force Headquarters, National Capital Region (JFHQ-NCR)

• Joint Task Force, Alaska (JTF-Alaska)

US Fleet Forces Command (USFF) is the force provider to 

USNORTHCOM when naval forces are required.

9.3.4.4 USNORTHCOM Uniqueness and Typical Disasters

USNORTHCOM’s geographic AOR includes North America, the Gulf of 

Mexico, the straits of Florida; the Caribbean region inclusive of the U.S 

Virgin Islands, British Virgin Islands, Puerto Rico, the Bahamas and Turks 

and Caicos. While conducting FDR, USNORTHCOM has primarily been 

the supporting and not the supported Combatant Commander. 

USNORTHCOM and Canada Command have created a bilateral plan to 

conduct assistance and relief operations to one another. Mexico and the 

Bahamas have superb domestic response capabilities and historically, do 

not ask for international assistance in the wake of natural disasters.

9.3.5 US Pacific Command

Mission: US Pacific Command (USPACOM), 

together with other US Government agencies, 

protects and defends the United States, its territories, 

Allies, and interests; alongside allies and partners, 

promotes regional security and deters aggression; 

and, if deterrence fails, is prepared to respond to the 

full spectrum of military contingencies to restore 

Asia-Pacific stability and security.

9.3.5.1 USPACOM Organizational Chart

Figure 9-6: USPACOM’s Organizational Chart
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9.3.5.2 USPACOM Component Forces

USPACOM component and Joint Forces Headquarters include:

• US Army, Pacific (USARPAC)

• US Air Forces, Pacific (PACAF)

• US Marine Forces, Pacific (MARFORPAC)

• US Naval Forces, Pacific (COMPACFLT)

• US Special Operations Command, Pacific (SOCPAC)

• US Forces Japan (USFJ)

• US Forces Korea (USFK)

• Alaskan Command (ALCOM)

• Joint Interagency Task Force – West (JIATF West)

• Joint Prisoner of War, Missing in Action Accounting Command 

(JPAC)

9.3.5.3 USPACOM CONPLAN 5070-02

USPACOM CONPLAN 5070-02, Foreign Humanitarian Assistance (FDR) 

and Peacekeeping (PK)/Peace Enforcement (PE) Operations, provides 

guidance for conducting FDR in the USPACOM AOR.

CONPLAN 5070-02 Mission Statement: When directed by POTUS or 

SECDEF CDRUSPACOM conducts foreign humanitarian 

assistance/disaster relief and Peacekeeping (PK)/Peace Enforcement (PE) 

Operations in order to alleviate human suffering, preclude regional 

conflicts, and/or terminate conflicts on terms favorable to US interests.

9.3.5.4 USPACOM Uniqueness and Typical Disasters

USPACOM’s AOR encompasses over half of the earth’s surface, stretching 

from the waters off the west coast of the US to the waters west of India, and 

from Antarctica to the North Pole. There are few regions as culturally, 

socially, economically, and geo-politically diverse as the Asia-Pacific 

region. The 36 nations that comprise this AOR are home to more than 50 

percent of the world’s population, three thousand different languages, 

several of the world’s largest militaries, and five nations allied with the US 

through mutual defense treaties. Two of the three largest economies are 

located in the AOR, along with ten of the fourteen smallest. The AOR 

includes the most populous nation in the world, the largest democracy, and 

the largest Muslim-majority nation. More than one third of Asia-Pacific 

nations are smaller island nations that include the smallest republic in the 

world and the smallest nation in Asia. This AOR is often referred to as the 

Ring of Fire, alluding to the fact that it is a zone of frequent earthquakes

and volcanic eruptions that encircles the basin of the Pacific Ocean. It is 

shaped like a horseshoe and it is 25,000 miles long. It is associated with a 
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nearly continuous series of oceanic trenches, island arcs, volcanic mountain 

ranges, and/or plate movements. 90 percent of the world's earthquakes and 

81 percent of the world's largest earthquakes occur along the Ring of Fire. 

The Ring of Fire is a direct consequence of plate tectonics and the 

movement and collisions of crustal plates. Four of the ten most destructive 

tsunamis recorded have taken place in the PACOM AOR: two of those in 

the 21st Century. Cyclones and Typhoons are another typical natural 

disaster and nearly one-third of the world's tropical cyclones form within 

the western Pacific. This makes the Pacific basin the most active on Earth. 

Pacific typhoons have formed year round, with peak months from August to 

October. Along with a high storm frequency, this basin also features the 

most globally intense storms on record. The greatest challenge in the 

USPACOM AOR is the tyranny of distance. Oftentimes the vastness and 

remoteness of the AOR impacts USPACOM’s ability to provide response 

efforts within the first 72-hours following a natural disaster.

9.3.6 US Southern Command

Mission: We are ready to conduct joint and combined 

full-spectrum military operations and support whole-ofgovernment efforts to enhance regional security and 

cooperation.

9.3.6.1 USSOUTHCOM CONPLAN 6150

USSOUTHCOM CONPLAN 6150, Foreign Disaster 

Relief/Humanitarian Assistance, provides guidance for conducting FDR in 

the USSOUTHCOM AOR.

CONPLAN 6150 Mission Statement: When directed, Commander US 

Southern Command conducts Humanitarian Assistance/Foreign Disaster 

Relief operations in the USSOUTHCOM AOR in support of Affected 

State(s), international organizations and US lead federal agency relief 

efforts in order to save lives and mitigate human suffering.

9.3.6.2 USSOUTHCOM Organizational Chart

Figure 9-7: USSOUTHCOM’s Organizational Chart
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9.3.6.3 USSOUTHCOM Component Forces

USSOUTHCOM component forces include:

• US Army South (USARSO)

• US Air Forces Southern (AFSOUTH/12th Air Force)

• US Marine Forces, South (MARFORSOUTH)

• US Naval Forces Southern Command (NAVSO)

• US Special Operations Command South (SOCSOUTH)

• JTF Bravo (JTF-B)

• JTF Guantanamo (JTF-GTMO)

• Joint Interagency Task Force South (JIATF-SOUTH)

9.3.6.4 USSOUTHCOM Uniqueness and Typical Disasters

The countries in USSOUTHCOM’s area of responsibility have deep 

economic ties with the US: 40 percent of all US trade stays within the 

Americas, ten of the seventeen US Free Trade Agreements are with 

countries in the Americas and 50 percent of US oil imports come from this 

hemisphere. In addition, two-thirds of the ships transiting the Panama 

Canal are going to/from US ports. While poverty is a universal problem, it 

is particularly problematic in the Americas. The United Nations Economic 

Commission for Latin America and the Caribbean report for 2008, states 

that extreme poverty and unequal distribution of wealth are the principle 

underlying causes of insecurity in the hemisphere. In this region, 33.2

percent of Latin Americans live on less than two dollars per day and 12.9

percent live in extreme poverty on less than one dollar per day. Economic 

conditions in the region combined with geography render some member 

states particularly vulnerable following a natural disaster. Typical natural 

disasters in USSOUTHCOM’s AOR include earthquakes, floods, 

hurricanes, and landslides. In spite of the region’s economic standing, this 

region is often reluctant to seek assistance from the USG in response to a 

disaster.
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CHAPTER 10 - DEPARTMENT OF DEFENSE CROSS-CUTTING 

ORGANIZATIONS

10.1 Overview

This chapter describes Department of Defense (DOD) cross-cutting

organizations that have significant roles in FDR operations. It includes the 

roles and missions of the Specified and Functional commands and DOD 

agencies that provide support to the Geographic Combatant Commands.

10.2 Unified Combatant Commands (Functional)

In the Unified Combatant Command (UCC) architecture, Functional 

Combatant Commands (FCC) serve as force and resource providers to 

Geographic Combatant Commanders (GCC). FCC have global response 

authority and often serve in a Supporting Command capacity to the GCC.

The FCC are:

• US Special Operations Command (USSOCOM)

• US Strategic Command (USSTRATCOM)

• US Transportation Command (USTRANSCOM)

10.3 US Special Operations Command

10.3.1 Mission

Special Operations Forces (SOF) are characterized by small units of 

specially trained and selected personnel that are capable of conducting highrisk missions in politically sensitive environments. SOF have the ability to 

deploy rapidly and operate effectively in austere environments with little or 

no infrastructure. Those characteristics make them ideally suited to respond 

to a disaster in an area of limited accessibility, infrastructure, or some other 

variable that hinders the ability of NGOs and other response entities to 

access and support an affected population. SOF assets may operate under 

USSOCOM or a GCC in the form of a Theater Special Operations 

Command (TSOC).

NOTE: US Joint Forces Command (USJFCOM) is scheduled for 

disestablishment effective 31 August 2011. Many of its functions 

will revert to the Services or the Joint Staff; however, as of the 

publication date, final disposition of all functional elements has 

not been determined. One JFCOM agency pending disposition is 

the Joint Personnel Recovery Center described in Section 9.2.8.
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In addition to these baseline capabilities associated with SOF, the following 

capabilities support humanitarian assistance and disaster response missions 

across all GCCs:

• 95th Civil Affairs Brigade

• Combat Controller Teams

• Military Information Support Operations

10.3.2 95th Civil Affairs Brigade

Assigned to USSOCOM, the 95th Civil Affairs (CA) Brigade, stationed at 

Fort Bragg, NC is currently the Army’s only Active duty CA Brigade (for 

more information on conventional forces CA missions and assets, see 

chapter 11). The 95th CA Brigade consists of 1200 CA generalists, and 

provides global, rapid deployment capabilities in support of FDR operations 

typically for a maximum duration of six months or until relieved by Reserve 

Component CA units.

10.3.3 Combat Controller Teams

Combat Controller Teams (CCT) are organized, trained, and equipped to 

rapidly establish and control the air-ground interface. Functions include 

landing zone assessment and establishment; air traffic control; command 

and control communications; and removal of obstacles with demolitions. 

CCTs provide a unique capability and deploy with joint air and ground 

forces for humanitarian assistance and austere airfield operations.

10.3.4 Military Information Support Operations

Military Information Support Operations (MISO) personnel provide the 

commander with the ability to communicate information to large audiences 

via radio, television, leaflets, and loudspeakers. MISO personnel language 

skills, regional orientation, and knowledge of communications media 

provide a means of delivering critical information to disaster victims. In 

addition to supporting military units, MISO personnel provide interagency 

support and can be a useful asset in strategic communications during FDR 

operations.

10.4 US Strategic Command

US Strategic Command’s (USSTRATCOM) mission is strategic defense of 

the United States. USSTRATCOM may be called upon to provide 

geospatial-tracking assets in support of FDR operations.

10.5 US Transportation Command

The mission of the US Transportation Command (USTRANSCOM) is to 

develop and direct the Joint Deployment and Distribution Enterprise to 

globally project strategic national security capabilities; accurately sense the 

operating environment; provide end-to-end distribution process visibility; 
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and responsive support of Joint, USG and Secretary of Defense-approved 

multinational and non-governmental logistical requirements. In fulfilling 

this mission, USTRANSCOM provides critical core competencies in the 

USG’s ability to conduct humanitarian assistance and disaster response 

operations.

USTRANSCOM integrates transportation and distribution across the range 

of FDR requirements through its three service component commands: 

• Military Surface Deployment and Distribution Command (SDDC) 

is the Army component 

• Military Sealift Command (MSC) is the Navy component 

• Air Mobility Command (AMC) is the Air Force component

Together, those organizations make available transportation and logistics 

capabilities to the supported GCC, the JTF Commander, and USG agencies 

that assist in relieving the burden on the Affected States during FDR 

operations.

10.5.1 Joint Deployment and Distribution Operations Center 

Each GCC operates a Joint Deployment and Distribution Operations Center 

(JDDOC), which directs, coordinates and synchronizes assigned and 

attached forces’ deployment and redeployment execution, and distribution 

operations to enhance the GCC’s ability to execute logistics plans with 

support of national partners. The JDDOC works closely with 

USTRANSCOM, theater Service components, and other national partners 

to influence the distribution process from the theater’s strategic port of entry 

to the point of need.

10.5.2 JTF Port Opening

A key early step in FDR operations is to assess, and when necessary, open 

aerial and sea ports. The FDR response may involve unique requirements 

for getting supplies and personnel in and out of the Affected State. 

USTRANSCOM has developed a joint enabling capability called Joint Task 

Force - Port Opening (JTF-PO) to open Aerial Ports of Debarkation 

(APOD) and Seaports of Debarkation (SPOD). Staffing for those 

organizations is provided by AMC, MSC, and SDDC. JTF-POs joint 

expeditionary capabilities can rapidly establish, initially operate, and clear a 

port of debarkation and conduct cargo handling and movement operations 

to a forward node, facilitating port throughput in support of GCC-executed 

contingencies.

The primary JTF-PO missions are early port opening and clearing of cargo 

out to 10km to prevent a backlog at a vital reception point. Based on the 

situation, jointly trained JTF-PO forces can be deployed quickly and are 

designed to remain in theater for 45-60 days.
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The GCC may have other port opening capabilities resident within theater 

Service components. The Army and Navy have expertise and equipment 

for seaport opening operations, including cargo handling, engineering, 

beachmasters, salvage and dive units to provide a wide range of supply and 

transportation support critical for FDR missions.

For aerial port opening, theater Air Force components may also have 

similar JTF-PO capabilities. If a JTF-PO is established to evaluate and 

reopen key transportation nodes, the organizations listed below can be 

combined in several iterations to provide the JTF Commander a tailored 

solution to meet the requirements of an Affected State.

10.5.2.1 Contingency Response Groups

The US Air Force’s Contingency Response Groups (CRG) are responsible 

for assessing and determining the aerial ports infrastructure capabilities 

within an Affected State. Once an airport has been cleared for operations, 

the CRG will remain in place to assist the Affected State.

Contingency Response Element (CRE) is an organization that provides 

global air mobility support where previously it was insufficient or nonexistent. A CRE provides continuous on-site management of Air Mobility 

Command (AMC) airfield operations including command and control, 

aerial port services, maintenance, security, weather, and intelligence. Those 

critical elements needed to ensure safe, efficient airfield operations for all 

operations. A CRE is composed of mission support elements from various 

unit type codes and AMC Quick Reaction Force for mobility operations on 

both planned and short notice missions.

As the air component of the USTRANSCOM, AMC enables forces to 

rapidly mobilize and deploy to support the Combatant Commanders course 

of action to meet national objectives. To manage, coordinate, and control 

that air mobility mission, AMC established a global air mobility support 

structure of fixed and deployable elements. One of the key deployable 

elements of this support structure is the CRE.

The CRE is a short-term, composite, deployed organization consisting of 

command and control and essential mission support elements. The 

organizational structure of a CRE is the skeleton of a typical mobility wing, 

with the CRE providing command and operations functions, deployed 

maintenance, and aerial port functions. This compact force deploys to 

locations where a fixed AMC C2 and support structure is limited or 

nonexistent. The CRE is yet another mobile arm of AMC's Global Air 

Mobility Support System. The CRE provides the command and control 

functions required to support AMC's worldwide mobility operations. CREs 

normally conduct autonomous operations from austere locations but can 
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also augment the infrastructure at established civilian or military airfields. 

They provide minimum cargo loading and a quick turn en route AMC 

mission support during mobility operations. The following additional 

organizations may deploy to support the AMC global reach mission:

Contingency Response Team (CRT) performs the same functions as a 

CRE, but for a more limited flow of aircraft and normally a shorter 

duration.

Communication Support Team (CST) is part of the communication 

segment of the CRE, but are capable of employing a communications suite 

independent of the CRE.

Airfield Survey Team (AST) is responsible for conducting airfield surveys 

worldwide. The AST Team Leader is certified in conducting these 

specialized surveys. The composition of a team is determined by the team 

chief tasked to complete the survey. A typical survey team includes: civil 

engineering; security; airfield operations; petroleum, oil, and lubricants 

(POL) representative; and aerial port personnel.

Tactical Operations Center (TOC) is the nerve center at each CRE and 

CRT location. The TOC supports mission planning and scheduling, and 

gives the CRE and CRT the ability to track the status of resources and 

manage passenger and cargo operations. The TOC offers a variety of 

communications and information processing systems to link the TACC and 

a CRE/CRT. Similar to a base operations center, the TOC can relay 

mission essential information from anywhere in the world.

10.5.2.2 Rapid Port Opening Elements

The US Army’s Rapid Port Opening Elements (RPOE) provide surface 

transportation expertise for JTF-PO. Their capabilities include receiving 

and transloading cargo as an initial port opening element.

The addition of three RPOE to the Army's Military Surface Deployment and 

Distribution Command brings an expeditionary answer to the challenge of 

logistics support in contingency response operations for the DOD. As the 

surface piece of USTRANSCOM's JTF-PO, RPOE deploy as part of a joint 

expeditionary logistics force to establish a port of debarkation and forward 

distribution node. The RPOE provides in-transit visibility and conduct 

clearance and distribution operations. They also receive and transload 

cargo as an initial-entry port opening force until relieved by - or are 

integrated into - follow-on sustainment forces. Initially conceived to 

support aerial port of debarkation operations, the capabilities of the RPOE 

is expanding to include seaport of debarkation capability.
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10.5.2.3 Expeditionary Port Units

Expeditionary Port Units (EPU) are the Navy component of the JTF-PO. 

They are primarily concerned with ensuring the stability and safety of 

seaport operations. Their expertise allows the JTF Commander to 

determine the location where waterborne supplies and personnel arrive.

10.5.3 Global Standing Joint Force Headquarters

Effective 30 June 2011, the Joint Enabling Capabilities Command (JECC)

was reassigned from US Joint Forces Command (USJFCOM) to 

USTRANSCOM as the Global Standing Joint Force Headquarters 

(GSJFHQ).

Currently, the GSJFHQ is comprised of one Ready-Package capable of 

providing immediate, short-duration support to establish, organize and 

operate joint force headquarters across the globe and combines capabilities 

from the six unique functional areas of plans, operations, logistics, 

information superiority/knowledge management, communications and 

public affairs. A second Ready-Package will be established effective 1 

October 2012 (see figure 10-1).

USTRANSCOM’s GSJFHQ (JECC) provides joint force commanders with 

distinct capabilities that offer short duration support to establish, organize 

and operate a joint force headquarters. The GSJFHQ is responsible for 

providing trained, responsive, and cohesive capabilities to assist in rapid 

establishment of a joint task force headquarters (JTF HQ).

The GSJFHQ’s mission is to employ, manage, and develop existing Joint 

Enabling Capabilities (JEC). This includes the following deployable 

support elements: the Joint Deployable Team (JDT), the Joint 

Communications Support Element (JCSE), and the Joint Public Affairs 

Support Element (JPASE).

NOTE: In accordance with Resource Management Decision 

700A3 the Secretary of Defense directed the disestablishment of 

the six GCC Standing Joint Force Headquarters (SJFHQ). The 

effective date for disestablishment of the SJFHQ is 30 September 

2011. It also directs the Chairman of the Joint Chiefs of Staff to 

establish a GSJFHQ by transitioning the JECC and using the 

resources from disestablishment of USJFCOM.
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Figure 10-1: JECC Transition to GSJFHQ

10.5.3.1 Joint Deployable Team

The JDT is a flexible employment package composed of personnel from the 

four JECs of operations, plans, knowledge/information management, and 

logistics. Teams enable a JTF HQ to rapidly form, plan, operate, and 

integrate with interagency and non-military elements.

10.5.3.2 Joint Communications Support Element

The JCSE can rapidly deliver secure, reliable, and scalable command, 

control, communications, and computer capabilities ranging from small 

mobile teams to full-sized JTF HQ deployments.

10.5.3.3 Joint Public Affairs Support Element

The JPASE provides the joint force commander with a trained, equipped, 

scalable, and expeditionary joint public affairs capability supporting 

worldwide operational requirements.

10.5.4 Joint Logistics Over-The-Shore

Joint Logistics Over-The-Shore (JLOTS) provides a ship discharge 

capability without the benefit of deep draft-capable port facilities, such as in 

austere locations, to augment existing port facilities and damaged ports. 

JLOTS occurs when Navy and Army Logistics Over-The-Shore (LOTS) 

forces conduct operations together. The scope of JLOTS operations extends 
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from acceptance of ships for off-load, through arrival of equipment and 

cargo at inland staging and marshalling areas. GCCs have overall 

responsibility for JLOTS operations in their AORs.

During the first days of FDR operations, a JTF-PO Joint Assessment Team 

(JAT) may determine that JLOTS is required. USTRANSCOM provides 

subject matter experts (SME) and JLOTS planning support to the supported 

GCC staff for concept development. Specific JLOTS operations will be 

identified by the JTF Commander including tentative JLOTS sites and force 

requirements. The supported GCC can then request JLOTS forces to begin 

expeditious movement of ships, forces and equipment. Forces assigned to 

conduct the JLOTS operation are normally organized under a JLOTS 

Commander operating in support of a JTF.

USTRANSCOM is responsible for orchestrating the movement of 

anticipated sealift assets. The USTRANSCOM Commander, through his 

component command, SDDC, provides the Single Port Manager (SPM) for 

worldwide common-user seaports, including those discharge sites requiring 

JLOTS capabilities. The strategic sealift employed in support of JLOTS 

operations includes MSC common-user ships, US Maritime Administration 

(MARAD) maintained vessels (referred to as the Ready Reserve Force 

[RRF]), and pre-positioning ships. RRF ships are maintained in a reduced 

operating status and require the USTRANSCOM Commander to authorize 

their activation. For more detail see JP 4-01.6, Joint Logistics Over-theShore [JLOTS].

10.5.5 Global Patient Movement Requirements Center

USTRANSCOM’s Global Patient Movement Requirements Center 

(GPMRC) oversees and tracks patient movement through the 

USTRANSCOM Regulating and Command and Control Evacuation System 

(TRAC2ES) in coordination with GCCs.

10.5.6 USTRANSCOM Fusion Center

USTRANSCOM operates a fusion center that merges the headquarters, as 

well as that of each Transportation Component Command (TCC), acting as 

one team to optimize, synchronize, and manage the movement of global 

requirements. The Center is augmented, as required, to support increased 

operations tempo and to ensure the customer is supported in the most 

expeditious manner possible.

10.5.7 Subject Matter Experts

USTRANSCOM provides distribution subject matter experts (SME) to 

augment GCC JDDOC. Those SME also function as liaisons back to the 

USTRANSCOM Fusion Center facilitating the movement of personnel and 

materiel into and out of the Area of Operations (AO). USTRANSCOM 
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shall coordinate with the Lead Federal Agency (LFA) and keep them 

apprised of all actions in the AO.

10.5.8 Contracting

Operational Contract Support provides access to commercial assets and 

services and uses local providers to reduce reliance on extended supply 

chains. Using contracts to procure Affected State capabilities, or those from 

commercial providers that are familiar with the AO, helps to stabilize the 

operation by presenting a familiar face to the populace and reducing what 

some see as a threatening military presence. Contracting allows other 

USTRANSCOM personnel to focus their efforts on missions that do not 

readily lend themselves to contract support. It also reduces the number and 

types of operations that need to be transitioned to other agencies once relief 

efforts are concluded.

USTRANSCOM contracting SMEs are an integral part of the initial 

support personnel. From the outset of the response, they coordinate their 

activities closely with the GCC-designated lead service for contracting (or 

comparable organization) to ensure a well-synchronized contracting effort 

within the operational area.

10.6 DOD Agencies

The following DOD Agencies typically support FDR operations:

10.6.1 Defense Logistics Agency

Defense Logistics Agency (DLA) provides the Services, other federal 

agencies, and joint and allied forces with a variety of logistics, acquisition, 

and technical services. DLA provides nearly all consumable items 

America’s military forces need to operate, including food, fuel and energy, 

uniforms, medical supplies, and construction and barrier equipment. In 

addition, DLA manages the reutilization of military equipment, provides 

catalogs and other logistics information products, and offers document 

automation and production services. In fulfilling these missions, DLA 

plays a role in the provision of humanitarian aid in times of crisis. See link 

for DLA customer handbook/publications:

https://headquarters.dla.mil/DLA_Customer/Operations/Publications.aspx

10.6.1.1 DLA Contingency Support Team

The DLA Contingency Support Team (DCST) provides integrated supply 

management support for all DLA-managed materiel required in-theater. 

DCST determines the availability and source of supplies, provides guidance 

on all DOD and DLA regulations, and procedures regarding DLA 

commodities. Additionally, DCST can authorize deviations from 

regulations as appropriate for in-theater operations, provide in-transit 
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visibility of DLA items, and coordinate packaging, shipping, movement, 

and priority of DLA items. A useful website used by DCSTs 

is:www.logtool.net

10.6.1.2 Expeditionary Disposal Remediation Team

The purpose of the Expeditionary Disposal Remediation Team (EDRT) is to 

manage and operate the disposal function, to include hazardous waste 

disposal required in-theater. EDRT can negotiate disposal and resale with 

Affected States. Additionally, EDRT provides storage and care of theater, 

DLA Disposition Services field office (formerly called DRMO) assets. 

Finally, EDRT provides demilitarization, downgrading of material to scrap, 

cannibalization, and sale or donation of surplus property.

10.6.1.3 Fuel Support Team

The Fuel Support Team (FST) serves as the liaison between DLA (Defense 

Energy Supply Center), the Defense Fuel Regions, and theater Joint 

Petroleum Offices. FST also provides quality assurance for petroleum 

matters, and conducts quality surveillance of US bulk fuel.

10.6.2 Defense Security Cooperation Agency

Defense Security Cooperation Agency (DSCA) is part of OSD Policy 

(OSD/P) and, though not responsible for creating policy, DSCA plays a 

significant role in implementing policy and ensuring its adherence.

10.6.2.1 Humanitarian Assistance, Disaster Relief, and Mine Action

Within DSCA, the Programs Office of Humanitarian Assistance, Disaster 

Relief, and Mine Action (DSCA/PGM/HDM) provides program 

management and execution oversight of the DOD humanitarian and mine 

action assistance activities conducted by the GCC. DSCA/PGM/HDM also 

manages the Overseas Humanitarian Disaster and Civic Aid (OHDACA) 

appropriation and its funded activities, to include, the Humanitarian 

Assistance (HA), Excess Property (EP), Humanitarian Mine Action (HMA), 

Denton (Space Available) and Funded Transportation programs, and 

Foreign Disaster Relief/Emergency Response (FDR/ER) activities as 

directed by SECDEF.

Functions accomplished by HDM include:

• Providing direction and control of the activities of the 

Humanitarian Demining Training Center (HDTC)

• Overseeing GCC mine action activities

• Overseeing Foreign Disaster Relief and Emergency Response 

activities

• Overseeing the DOD Humanitarian Assistance Program (HAP)

• Managing the OHDACA appropriation 
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• Managing and developing the Overseas Humanitarian Assistance 

Shared Information System

DSCA manages and coordinates the funding of FDR activities with the 

interagency and DOD components. DSCA works with other OSD policy 

offices, Department of State, USAID/OFDA, and DOD components to 

facilitate and manage FDR activities, and is the lead for coordinating with 

the GCC and USAID/OFDA on any excess property or humanitarian daily 

ration requirements for the affected area.

DSCA’s role in FDR includes assisting in capturing cost, reimbursement, 

and resourcing GCCs for the mission.

The following humanitarian and mine action programs established under the 

legal authorities cited govern the use of OHDACA appropriated funds:

• 10 United States Code (USC) § 404 Foreign Disaster Assistance,

resources DOD’s participation in foreign disaster relief missions; 

procures, manages, and arranges for delivery of humanitarian daily 

rations where required.

• 10 USC § 2557 Excess nonlethal supplies: availability for 

homeless veteran initiatives and humanitarian relief, provides 

excess, non-lethal, excess property to authorized recipients, and 

arranges for its transportation.

• 10 USC § 2561 Humanitarian Assistance Act, establishes The 

Funded Transportation Program, permits transportation of cargo 

and DOD non-lethal excess property worldwide for nongovernmental/international organizations (NGO/IO). This 

authority provides for the actual cost of transportation and the 

payment of any associated administrative costs incurred.

• 10 USC § 402 The Denton Transportation Program arranges for 

no-cost, space-available transportation of NGO donors for delivery 

of humanitarian goods to countries in need.

• 10 USC § 407 The Humanitarian Mine Action (HMA) Program,

assists countries that are experiencing the adverse affects of 

uncleared landmines and other explosive remnants of war. The 

program is managed by the combatant commanders and 

contributes to unit and individual readiness by providing unique incountry training opportunities that cannot be duplicated in the 

United States. The Humanitarian Demining Training center 

(HDTC), located at Fort Leonard Wood, Missouri, provides 

training to deploying forces and others on mine action topics and 

provides technical assistance to the GCCs.
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10.6.3 National Geospatial-Intelligence Agency

Geographic orientation of a disaster stricken state is key for the JTF 

Commander to understand early and routinely throughout FDR operations. 

National Geospatial Intelligence Agency (NGA) provides the JTF 

Commander with geographic information regarding Affected States 

following disasters. Many organizations can provide geospatial imagery 

including open source material via websites such as ReliefWeb. The JTF 

Commander typically receives NGA information from the GCC’s 

Geospatial Planning Cell (see Section 9.2.10), which is capable of providing 

diverse and detailed imagery of Affected States, including pre-disaster 

views, affected areas, and key terrain features. The release of NGA 

materials should be coordinated with NGA via the JTF Foreign Disclosure 

Officer.

10.6.4 Defense Information Systems Agency

Defense Information Systems Agency (DISA) is a combat support agency 

that engineers and provides command and control capabilities and 

enterprise infrastructure to continuously operate the global information grid 

(GIG) and assure a global, net-centric enterprise in direct support to joint 

warfighters, national-level leaders, and other mission and coalition partners 

across the full spectrum of global operations.

DISA maintains valuable resources in the form of Combatant Command 

Field Offices, which are equipped to understanding the nuances of each 

region of the globe as well as the GCC mission and other regional 

dynamics. The DISA Field Offices are:

• DISA AFRICOM - Contact info: Mohringen, Germany; DSN 

(314) 421-2979; Commercial 49(0) 711-729-2979

• DISA CENT - Contact info: MacDill AFB, FL; DSN 651-6403 

Commercial (813) 827-6403

• DISA CONUS - Contact info: Scott AFB, IL; DSN 770-8840 / 

8801; Commercial (618) 220-8840 / 8801

• DISA EUROPE - Contact info: Enterprise Services Manager; 

DSN: 314-434-5646; Commercial 49 (0)711-68639 5646

• DISA NORTHCOM - Contact info: Peterson AFB, CO; DSN 692-

3800; Commercial (719) 554-3800 / 5962

• DISA PACIFIC - Contact info: Ford Island, HI; DSN (315) 472-

0051; Commercial(808) 472-0051; or Wheeler Army Airfield, HI; 

DSN (315) 456-1665/1647; Commercial (808) 656-1665/1647
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• DISA SOUTHCOM - Contact info: Miami, FL; DSN 567-1671; 

Commercial (305) 437-1671

DISA has a unique role in FDR operations in providing the JTF with 

information on GCC-unique systems. As DOD’s satellite communications 

leader, DISA uses the Defense Satellite Communications System to provide 

frequency and bandwidth support to all organizations in FDR operations. 

That support includes super high frequency missions that provide 

bandwidth for Navy ships and Marine Expeditionary Units participating in 

FDR operations. This also has included handling satellite communications 

for the US Air Force. In the event that an Affected State requires an air 

traffic control capability, DISA may provide satellite communications for 

the US Air Force. DISA is also capable of providing military, ultra-high 

frequency channels and contracting for additional commercial satellite 

communications that may increase the capabilities of FDR operations.

DISA owns the Transnational Information Sharing Cooperation (TISC) 

tool, which allows NGO, other nations, and US forces to track, coordinate, 

and better organize FDR efforts. The All Partners Access Network (APAN) 

portal allows any FDR organization to sign on and collaborate, using 

APAN’s Web-based social networking services. Through TISC, users can 

coordinate and efficiently direct FDR supplies arriving by air and ship, as 

well as rescue and medical experts arriving to assist the Affected State.
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CHAPTER 11 - DEPARTMENT OF DEFENSE TACTICAL 

RESPONSE ORGANIZATIONS IN FDR OPERATIONS

11.1 Overview

The primary mission of the Department of Defense (DOD) is national 

defense. Department of Defense Directive (DODD) 5100.01, Functions of 

the Department of Defense and Its Major Components, and establishes the 

broad functions of the Department and its major Components. The core 

mission areas of the Armed Forces include military operations and activities 

required to achieve the security objectives addressed in the National 

Security Strategy, National Defense Strategy and the National Military 

strategy. As prescribed by higher authority, the Department of Defense 

shall maintain and use armed forces to:

• Support and defend the Constitution of the United States against all 

enemies, foreign and domestic.

• Ensure, by timely and effective military action, the security of the 

United States, its possessions, and areas vital to its interest. 

• Uphold and advance the national policies and interests of the 

United States.

Disaster relief, under the broader mission of Stability Operations is a 

directed mission for DOD.

At the direction of the Secretary of Defense and with the concurrence of the 

Secretary of State, DOD organizations participate in FDR operations. The 

majority of requests involve tactical level capabilities unique to DOD. 

Foreign Disaster Relief (FDR) is inherently a logistics based operation.

As such, request for DOD FDR support typically include intra-theater 

airlift, supply chain management, logistics distribution, medical logistics, 

A core responsibility of the US Government (USG) is to protect 

the American people –in the words of the framers of our 

Constitution, to ‘provide for the common defense’.”

National Defense Strategy 

June 2008

“We must be prepared to support and facilitate the response 

of the United States Agency for International Development 

and other USG agencies to humanitarian crises.”

National Military Strategy

February 2011
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aerial and ground transportation, engineering, communications, and civil 

affairs capabilities and assets. On a few occasions, DOD has been asked to 

temporarily augment the Affected State’s existing Health Affairs and 

Security/Force Protection capabilities. This chapter provides an overview 

of those unique DOD tactical capabilities.

11.2 Logistics

DOD’s ability to rapidly distribute supplies, house personnel, and transport 

significant quantities of supplies, personnel and equipment into isolated

areas with limited infrastructure can be a critical enabler to the success of 

disaster relief operations. DOD’s unique tactical logistics capabilities 

include distribution of supplies and equipment (such as food, water, fuel, 

construction materials, and other basic life sustainment items); engineering 

(including infrastructure assessments, inspection of facilities utilities 

repairs, rapid repair of roads and bridges and base camp support); aerial, 

ground and waterborne transportation; and, material handling equipment (to 

off-load supplies and equipment). These logistics assets are capable of 

filling critical gaps in the humanitarian response in support of the Affected 

State and the international humanitarian community.

11.3 Distribution

The distribution of humanitarian aid and disaster relief supplies must be 

coordinated in conjunction with the Affected State’s overarching response 

and recovery plan. The United States Transportation Command 

NOTE: During FDR operations, USAID/OFDA prefers to 

operate under a pull system (where mission priorities are 

based upon commodities requested) versus a push system 

(where items are shipped, based on availability, without 

regard for specific need or request). Failure to use a pull 

system can delay the delivery and distribution of critical relief

commodities.

NOTE: Tactical organizations and units are often named in 

relation to their wartime functions, as such, regardless of their 

potential utility in FDR operations, unit nomenclatures have not 

been altered in this chapter to remove references to combat 

functions.
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(USTRANSCOM) Joint Deployment Distribution Operations Center 

(JDDOC) and theater JDDOC work together to develop the overarching 

distribution plan from the strategic to tactical level. Furthermore, DOD 

coordination with US Agency for International Development/Office for US 

Foreign Disaster Assistance (USAID/OFDA), and the World Food 

Program, the lead for the United Nations Logistics Cluster, will reduce 

congestion and facilitate the efficient flow of supplies, equipment, and 

personnel to the Affected State.

11.4 Ground Transportation

The US Army and Marine Corps have the preponderance of rapidly 

deployable ground transportation assets, although Navy assets may also be 

available. Those ground transportation units include medium and heavy lift 

transport trucks; material handling equipment, such as forklifts and rough 

terrain cargo handling systems; and, experienced logisticians to facilitate 

rapid loading, off-loading, transfer, and distribution of relief supplies and 

equipment.

11.5 Aerial Transportation

The Joint Task Force (JTF), Joint Forces Air Component Commander 

(JFACC), will perform management of DOD aerial transport or flight 

operations. JFACC’s role is described in Section 9.2.8. DOD aviation 

assets typically allocate the preponderance of available aerial transportation 

support to disaster relief operations, the remainder of its available support 

will be in direct support of deployed DOD forces. Aviation units 

supporting FDR will routinely provide Aviation Liaison Officers (ALO) to 

coordinate DOD flight operations with USAID/OFDA/DART, the Affected 

State, or, in some cases, with the UN Logistics Cluster.

NOTE: A distribution point established at the seaport or 

aerial port of debarkation is essential to reducing congestion 

and facilitating the efficient flow of supplies and personnel to 

the Affected State. Initially, the JTF Theater distribution point 

should be coordinated by Joint Task Force- Port Opening 

(JTF-PO) personnel (if present), or the JDDOC and in 

collaboration with USAID/OFDA, or the logistics cluster and 

the Affected State’s lead agency.
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11.5.1 Aviation Request and Assignment Process

Requests for DOD aviation support should be submitted through the 

USAID/OFDA or the Disaster Assistance Response Team (DART) using 

the Mission Tasking Matrix (MiTaM) process. (See Appendix C for 

MiTaM format). When an organization requests support they must identify

the specific parameters required (e.g., cargo or personnel to be transported, 

delivery timeline, originating location, and destination), USAID/OFDA

then validates the mission taskings using the MiTaM validation process.

The supporting agency is responsible for resourcing the requirement and 

providing the appropriate air asset to accomplish the mission.

11.5.2 DOD Aviation Support

DOD FDR aviation mission support may include:

• Intra-theater airlift of cargo, palletized loads and personnel

• Aeromedical Evacuation (AE)

• Aerial logistics distribution

• Medical evacuation (MEDEVAC)

• Aerial assessments/photography

• Personnel transport

• Population evacuation

• Firefighting (bucket operations)

• Airfield opening

• Airspace management 

• Command and Control

• Search and Rescue

• Personnel Recovery

11.5.3 US Air Force Aviation Capabilities

11.5.3.1 Intra-theater Airlift

If authorized by the Secretary of Defense, the US Air Force (USAF), 

through USTRANSCOM and Air Mobility Command, is capable of 

providing intra-theater, fixed-wing aircraft support. The USAF primarily

supports FDR using large cargo aircraft, including the C-130, C-17, and C-5 

aircraft. While individual aircraft capabilities may vary all are capable of 

transporting oversized and palletized relief items often too large for 

commercial aircraft. The use of C-130, C-17 and C-5 aircraft requires 

runways greater than 3,500 feet in length.

11.5.3.2 Aeromedical Evacuation

Aeromedical Evacuation (AE) units evacuate patients under the care of 

crewmembers and Critical Care Air Transport Teams (CCATT), using 
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fixed-wing aircraft. AE units transport sick, seriously ill, or injured military 

personnel and their dependents stationed outside the continental United 

States (OCONUS). Under certain conditions, and if approved by the 

Secretary of Defense AE units can also transport seriously ill or injured 

civilians.

The C-130 is the predominant AE platform, but it may be supplemented by 

the C-17; capacities for each platform are:

• C-130 - 74 litters or 92 ambulatory patients and attendants

• C-17 - 60 litters and 54 ambulatory patients and attendants

11.5.3.3 Unmanned Aerial Systems

USAF Unmanned Aerial Systems (UAS) such as Global Hawk can operate 

far above normal commercial traffic, while providing situational assessment 

to ground commanders. Intermediate systems, such as the Predator, have 

supported recent disaster operations. These platforms can provide aerial 

imagery and full-motion video capability and dramatically increase realtime situational awareness for the (JTF) Commander.

Figure 11-1: MQ-1 Unmanned Aerial Vehicle

11.5.4 US Army Aviation Capabilities

The Army is capable of providing a mix of fixed and rotary-wing

capabilities to the JTF Commander and dependent upon the nature of the 

disaster and request, an Aviation Task Force would typically deploy. The 

Army’s fixed wing fleet consists of C-12 and UC-35 aircraft. These aircraft

are capable of transporting limited quantities of personnel, and cargo. 

These aircraft would typically be used in support of DOD, GCC, and JTF 

leadership transport during FDR operations.

Helicopters are critical assets during FDR operations. When roads, bridges, 

and railroads may have been damaged by disaster, helicopters may be the 

only method to deliver relief supplies and transport relief workers to the 

operational area. Depending on the scale of the disaster and Affected State 
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organic capabilities, an Aviation Task Force would normally deploy in 

support of FDR operations. 

11.5.4.1 Army Combat Aviation Brigade

An Army Aviation Task Force typically includes a Combat Aviation 

Brigade (CAB) headquarters for command and control of assigned aircraft. 

A CAB is capable of tailoring task forces to mission requirements. A CAB 

has six organic battalions, consisting of utility, cargo, and observation 

aircraft, including UH-60 medium lift; CH-47 heavy lift; OH-58 series 

observation; and Unmanned Aerial Systems (UAS) aircraft. CABs can 

deploy as a brigade, a large composite Aviation Task Force or small tailored 

force package. CABs are capable of conducting the following missions:

• Air movement of equipment and supplies, including joint 

logistics-over-the-shore and aerial transport; logistics resupply

(internal and external loads); and personnel transport

• UH-60 medical evacuation (MEDEVAC) equipped aircraft 

and staffed for patient transport (with en route care)

• CH-47 and UH-60 are capable of performing casualty 

evacuation (patient transport without en route care) 

• CH-47 aircraft are also capable of high-altitude operations and 

oversized heavy and special equipment movement

• Insertion and extraction operations 

• Aerial assessments of key infrastructure; aerial photography, 

of roads, bridges, airports, helipads, landing strips and 

seaports with all aircraft as well as full motion video using 

OH-58 helicopters and Army UAS

• Aviation logistics and maintenance support 

• Forward Arming and Refueling Point (FARP) operations; 

providing fuel where and when needed

• Airspace Command and Control Cells maintain a real-time 

single, integrated picture of airspace

• Air Traffic Service/Airfield Operations (deconflicting, 

synchronizing, and integrating all airspace requirements, 

including UAS)

C-12 UC-35
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HH-60 MEDEVAC UH-60 BLACK HAWK

CH-47 CHINOOK OH-58D KIOWA 

WARRIOR

SHADOW UAS HUNTER UAS

Figure 11-2: US Army Aircraft

11.5.5 United States Navy Aviation Capabilities 

United States Navy (USN) support capabilities include helicopter and 

maritime patrol aircraft operations. P-3C, Orion, aircraft are capable of 

providing aerial video and photography that can be transmitted, to the JTF. 

USN rotary-wing assets include the H-53 heavy lift and H-60 medium lift

fleets. 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 MH-53E, also tow sonar equipment can be used to determine if 

waterways are clear prior to reopening to vessel traffic.
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P-3C ORION

H-60 SEA HAWK

H-53 SEA STALLION

Figure 11-3: US Navy Aircraft

11.5.6 United States Marine Corps Aviation Capabilities

The United States Marine Corps (USMC) provides support to FDR by using 

expeditionary capabilities to respond. Marine Forces plan for the use of 

forces; advise on the proper employment of USMC forces; and coordinates

with and support USMC forces within the AOR. The Marine Corps UH-1 

provides a command and control platform, while the CH-46 and CH-53 are 

capable of conducting medium to heavy lift transport. The MV-22 tilt-rotor 

aircraft offers a unique combination of speed and landing versatility.

Typically, in a FDR environment, if tasked, the USMC will provide a 

Marine Air Ground Task Force (MAGTF). A MAGTF is comprised of four 

core elements: a Command Element (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 FDR operations using fixed-wing (C-130), tilt-rotor aircraft 

(MV-22), or rotary-wing (CH-53, CH-46, and UH-1) aircraft.

The Navy and Marine Corps also have amphibious craft that have 

demonstrated response capability in littoral areas, particularly those affected 

by flooding, earthquakes, and tsunamis.
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MV-22 OSPREY C-130 HERCULES

CH-53E SEA STALLION CH-46 SEA KNIGHT

UH-1 IROQUOIS

Figure 11-4: US Marine Corps Aircraft

11.6 Maritime Forces 

Maritime forces can provide operational flexibility and assured access, 

while significantly reducing the footprint ashore and minimizing the 

permissions required to operate from the Affected State. Management of 

DOD maritime operations will be performed by the JTF Joint Forces 

Maritime Component Commander (JFMCC).

A Marine Expeditionary Unit (MEU) embarked aboard Amphibious Ready

Groups (ARG), may be available to support FDR operations. These units 

provide a forward-deployed, flexible sea-based Marine Air Ground Task 

Force (MAGTF), capable of conducting: disaster relief, and crisis response. 

MEUs are characterized by their sea-based forward presence, expeditionary 

nature, and their interoperability with joint and combined forces. The MEU 

is ideally suited to provide immediate support for FDR operations. Every 

MEU deploys with a comprehensive communications suite providing voice, 
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data, Secure Internet Protocol Router (SIPR) and Non-secure Internet 

Protocol Router (NIPR) capability called a MEU Enabler.

MEUs typically deploy aboard three ships: an amphibious assault ship that 

holds the majority of the Marine ground and aviation forces and two ships 

that hold equipment and move ground forces to shore. This approximately

2,200-person MAGTF provides command and control, ground, aviation, 

and logistics elements capable of 15-days of self-sustainment, with minimal 

or no reliance on shore infrastructure. The ships supporting the MEU are 

capable of treating over 1,000 gallons of saltwater an hour and have 

engineering, medical capabilities, and ability to operate expeditionary 

airfields.

The MEU is able to quickly reposition or disaggregate into smaller units as 

the situation requires and has the capacity to conduct security operations 

while simultaneously conducting FDR surveys/assessments, delivering aid, 

and relief support.

Naval forces, can be drawn from forward deployed or US home-ported 

units. Those forces include aircraft carrier and expeditionary strike groups, 

surface action groups, individual ships, and Naval Expeditionary Combat 

Command (NECC) units.

NECC units include Naval Construction Forces, Maritime Security 

Squadrons, Maritime Civil Affairs Teams, Mobile Diving and Salvage 

units, Expeditionary Logistics Battalions, and Command and Control 

elements. Those units are capable of engineering services, refugee camp 

establishment, landward and seaward security, damage assessment, civilmilitary relations and CMOC operation, port openings, personnel recovery, 

air and surface ship cargo offloading and distribution, and planning, 

logistics, communication, and C2 staff-related functions.

Large deck amphibious ships are particularly useful for FDR operations as 

they can support both helicopters and small craft that can move supplies and 

equipment ashore. Those ships have organic medical support, C4I 

capabilities and berthing and messing facilities.

Military Sealift Command (MSC) ships provide sea-based support to forces 

afloat, including supply and hospital ships, as well as high-speed ferries and 

landing craft that can access areas beyond major ports. Specialized Joint 

Logistics Over the Shore (J-LOTS) equipment including causeways, crane 

ships and fuel systems can be of tremendous value to a heavily damaged 

port area, but have long lead times to establish.

The Navy also has expertise and equipment for port opening operations, 

including construction battalions, beachmasters, salvage and dive units and
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the Navy Expeditionary Logistics Support Group (NAVELSG). See 

Chapter 10.5.2.3 for more information on expeditionary port units. 

NAVELSG is organized and staffed to provide a wide range of supply and

transportation support critical for crisis response and humanitarian service 

missions. NAVELSG consists of a full-time support staff and five Navy 

Expeditionary Logistics Regiments and eleven Cargo Handling Battalions 

(NCHBs). NCHB is organized, trained and equipped to load and off-load 

Navy and Marine Corps cargo carried in maritime pre-positioning ships and 

merchant or container ships in all environments, operate an associated 

temporary ocean cargo terminal, load and off-load Navy and Marine Corps 

cargo carried in military controlled aircraft and operate an associated 

expeditionary air cargo terminal.

11.6.1 Maritime Airspace Control 

Aircraft carriers and large amphibious ships are capable of providing 

maritime airspace control. Navy Helicopter Direction Control Centers are 

located on Landing Helicopter Assault/Landing Helicopter Dock 

(LHA/LHD)-class amphibious assault ships, see Figure 11-4. Those ships 

have robust communications capabilities and are capable of airspace 

command and control during FDR operations. They are able to serve as the 

JFACC or assist the appointed JFACC in air space planning, integration, 

and de-confliction.

Figure 11-5: Amphibious Assault Ship

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 a MAGTF. The entire DASC, or a portion of 

the cell, may deploy for FDR operations.
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11.7 Engineering

FDR operations can be extremely engineer-intensive. In such cases, the 

JTF Commander may opt to establish a subordinate Task Force (TF) to 

control engineer operations and mission support tasks. The TF may be 

formed around an existing engineer command or naval construction 

regiment. The engineering assets attached to the subordinate TF will 

normally be constituted from all engineering resources (i.e., JTF and GCC 

Service components in the AOR).

The joint force engineer and staff may have to coordinate engineering 

activities with USAID/OFDA, the Affected State, NGO/IGOs, and 

appropriate cluster agencies. Some NGOs may have unique engineering 

capabilities that may be integrated into the overall operational effort. 

NGO/IGOs may request extensive military engineer support for their 

activities and programs. It is critical to establish an effective engineer 

liaison in the Civil Military Operations Center (CMOC) to coordinate 

engineering support with these organizations.

The level of engineering assistance provided can vary from limited, highly 

specialized teams to complete engineer units. Limited teams are used to 

assess damage or estimate engineering repairs and can assist in specialized 

support such as power supply and distribution; utilities repair work, water 

purification, and well drilling operations. In large FDR operations, engineer 

units provide essential, general engineering support, including facility 

construction, structural repair, and camp construction for deployed forces.

Military engineers are frequently tasked to provide extensive cleanup and 

construction services and may be the only organization capable of providing 

that assistance. Requests for military engineering support should be 

coordinated, validated, and tasked through the USAID/OFDA MiTaM 

process. For additional information on engineer operations, refer to JP 3-

34, Joint Engineer Operations.

11.7.1 Military Engineers

Military engineers provide engineering and related services in four broad 

areas.

• Military construction and support

• Engineering Research and development

• Water and natural resources management 

• Support to other government agencies

In general, military engineering is separated into four distinct types of units:

• Combat engineers

• Civil engineers
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• Horizontal engineers

• Vertical engineers

Each Service has an engineering organization oriented to its missions and 

personnel trained and equipped to fulfill those missions.

11.7.2 Engineering Assessments

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

required outcome is a task required for engineer assessments. 

USAID/OFDA uses those assessments to assist in mission validation and 

delegation of tasks.

11.7.3 Engineering Capabilities

11.7.3.1 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

• Concrete

• Barrier material

• Waterborne debris in navigable waterways

11.7.3.2 Road, Ferry and Bridge Construction

If there is not sufficient time to contract construction work, or if contractors 

are not available, military engineers can build and repair roads and bridges 

for temporary use.

11.7.3.3 Fireline/Dozer Operations

Engineer units with bulldozers are capable of assisting with wildfire 

suppression using both equipment and manpower.

11.7.3.4 Shelter Construction

Military engineering construction units have the ability to construct 

temporary shelters with associated sewer, electrical, and water for internally 

displaced persons.

11.7.3.5 Power Generation

Engineers have power generation capabilities within most of their units. 

Mobile emergency power capability from 5 to 60 kilowatts or more is 

available.
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11.7.4 US Army Corps of Engineers

USACE provides an extensive range of expertise in:

• Engineering and construction support

• Critical infrastructure assessments

• Temporary repairs

• Temporary housing and critical public facilities

• Debris management

In fighting floods, USACE can:

• Assist in search and rescue operations

• Provide technical assistance and expertise 

• Make emergency repairs to levees and other flood control projects 

• May be able to provide flood fighting materials such as sandbags, 

plastic sheeting, lumber, pumps and rocks

Post-flood response activities of USACE may include:

• Clearing drainage channels, bridge openings, or structures blocked 

by storm-generated debris 

• Clearing blockages to critical water supply intakes and sewer 

outfalls 

• Clearing debris necessary to reopen vital transportation routes 

• Restoring critical public services and facilities through temporary 

measures 

• Identifying hazard mitigation opportunities

USACE can 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

USACE provides assistance to military commanders through specially 

trained teams who rapidly respond to floods, hurricanes, earthquakes, or 

other disasters, whenever DOD has been tasked to assist in foreign disaster 

response around the globe.

WARNING: 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.
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Forward Engineering Support Teams (FEST) are the USACE elements that 

deploys to support engineer planning and mission execution. The FEST 

integrates USACE's capabilities with deployed engineer units to provide 

infrastructure planning, engineering design and assessment, contract 

construction, and environmental engineering to meet both military and civil 

requirements.

11.7.4.1 US Army Engineers

The military side of USACE is the largest engineering capability within 

DOD. The major engineering capabilities include keeping lines of 

communication and tactical march routes open, which may include 

continuous repair of damage caused by weather or heavy traffic. 

Army Engineer Brigades capabilities include float-bridge assets for rivercrossing operations. 

Multi-Role Bridge Companies transport, assemble and operate ribbon rafts 

and float/fixed bridges during river-crossing operations. 

Combat-Support Equipment Companies augment combat engineering units 

with equipment to move earth and maintain horizontal surfaces such as 

roads and airstrips. Combat engineers also assemble tactical bridges using 

panel –bridge companies or theater stocks.

Construction Engineers are capable of performing a variety of construction 

operations. The nature of FDR operations limits construction to essential 

facilities needed to sustain current operations. Missions include 

constructing:

• Forward logistics bases

• Heliports

• Main Supply routes

• Bed down sites

Specialized engineer units are capable of quarrying; electrical, water, gas, 

and sewer repair; water pipeline, petroleum pipeline and port construction.

Topographic engineering companies are capable of providing map 

products, and terrain-analysis for the JTF Commander and staff.

11.7.4.2 United States Army Geospatial Center 

The United States Army Geospatial Center is part of USACE, and provides 

geospatial products such as maps, hydrological information, and virtual flyover capabilities to provide units supporting FDR with up-to-date 

information on the disaster area.
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11.7.5 Air Force Engineers

Air Force Combat engineers are capable of performing engineering-related 

aspects of air base operations. Basic missions of Air Force engineers 

include:

• Emergency repair (including rapid runway repair, facility repair, 

and utility repair) 

• 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

Air Force engineers are organized into three basic types of units: Red 

Horse, Prime Base Engineer Emergency Force (Prime BEEF), and Prime 

Readiness in Base Support (Prime RIBS). The engineering and services 

force module combines Prime BEEF and Prime RIBS capabilities to 

support a flying squadron.

Red Horse squadrons have a regional responsibility. They are mobile, 

rapidly deployable, and largely self-sufficient for limited periods of time. 

All Prime BEEF units are configured as squadrons and teams in order to 

provide peacetime facilities maintenance capabilities. Their mission is to 

provide support to the forces; these civil engineering units are organic at all 

major Continental United States (CONUS) and overseas Air Force bases. 

Prime BEEF 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 teams.

Prime RIBS units are base support units and are not typically used in an

FDR environment.

11.7.6 Navy Engineers

Naval Facilities Engineering Command (NAVFAC) delivers and maintains 

sustainable facilities; acquires and manages capabilities for the US Navy’s 

expeditionary forces; provides contingency engineering response; and, 

enables energy security and environmental stewardship.

NAVFAC is supported by Atlantic and Pacific Commanders who also serve 

as Fleet Engineers. NAVFAC is comprised of ten Facilities Engineering 

Commands that have additional responsibilities as Regional Engineers.

Naval Construction Force (NCF) consists of a group of deployable naval 

units that has the capability to construct, maintain, and operate shore, 

inshore, and deep-ocean facilities in support of the USN and USMC, and 
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other agencies of the USG. The NCF is frequently referred to as the 

Seabees. Air-transportable, task-organized NCF units are capable of 

deployment with 48-hours notice. Additionally local contractual acquisition 

of heavy engineer equipment can augment air-transported equipment. NCF 

missions include:

• Military base construction support, including operational, logistics, 

underwater, ship-to-shore, shore facilities construction, 

maintenance, and operation

• Ship-to-shore construction support operations

• Damage repair operations

• Disaster control and recovery operations

11.7.7 US Marine Corps Combat Engineer Battalions

Each USMC division is supported by one Combat Engineer Battalion 

(CEB) that provides support to the division through task-organized engineer 

elements. The CEB can perform the following missions:

• Engineer reconnaissance

• Employing, repairing, and reinforcing bridge systems

• Construction support

• Repair and construction of roads

• Utility support, including mobile electric power equipment and 

potable water

• Constructing and improving vertical takeoff and landing sites

11.8 Communication

In an FDR environment, DOD missions may require use of multiple 

communication systems. Specific requirements may span the full capability 

of DOD communications abilities, including line of sight, over the horizon, 

and satellite communications systems for voice, video, and data. These 

assets, whether terrestrial or satellite based may be the only 

communications infrastructure in the area of operations thus heavily relied 

upon by the Affected State and the UN.

NOTE: USTRANSCOM’s Global Standing Joint Force Headquarters 

(GSJFHQ) Joint Communications Support Element (JCSE) plays a 

key role in ensuring communications are established and 

maintained. The JCSE is capable of providing both NIPR and SIPR 

communications, and Government Emergency 

Telecommunications Service (GETS) (see Section 10.5.3 for 

additional information on the GSJFHQ. capabilities).
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Interoperability is the key to successful disaster relief operations. Nonmission capable or incompatible communications, overloaded command 

centers, distraught citizens, and exaggerated or inaccurate news media 

coverage contribute to confusion and chaos. See Chapter 5 for more 

information on coordination, collaboration, cooperation and 

communication.

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.

Interoperability planning should 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.

11.9 Civil Affairs

Civil Affairs (CA) units provide the JTF Commander with culturallyoriented, linguistically-capable personnel who can provide emergency 

coordination and administration capability when civilian political-economic 

structures within the Affected State have been incapacitated. These CA

“generalists” possess a wealth of experience conducting a vast array of

Civil-Military Operations (CMO) in permissive environments.

CA personnel are capable of supporting FDR operations in a variety of 

functional areas through planned CA Operations (CAO) or support to CMO. 

This support includes six categories of CA functional specialty areas:

1. Rule of law 

2. Economic stability

3. Governance

4. Public health and welfare

5. Infrastructure 

6. Public education and information 

CA core tasks include:

• Support to civil administration 

• Populace and resources control 

• Disaster Relief

• Civil information management

CA assets can prove extremely valuable as advisors to the Commander on 

the impact of military activities within the civilian sector. CA personnel are 

trained to work with the local populace, support local disaster assistance 

activities, (i.e. contracting, establishing and maintaining liaison) with USG 
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agencies and NGOs. CA assets assess infrastructure damage, assist in 

developing and managing temporary shelters, and coordinate activities with 

the CMOC. In the CMOC, CA personnel serve as liaison between military, 

diplomatic, and NGO participants.

Early deployment of CA assets can be a force multiplier, setting the stage 

for the introduction of follow-on forces.

CA functions should be represented on the JTF staff and its subordinate 

units to ensure CA is integrated into JTF plans and orders. CA planners can 

also assist in conducting assessments. CA personnel may also participate 

in a Joint Civil-Military Operations Task Force (JCMOTF). See JP 3-57, 

Civil-Military Operations, which provides specific guidance on planning 

and executing Civil Affairs operations.

11.9.1 Civil Affairs Service Commands

Conventional CA forces and their Service Commands are primarily 

composed of Reservists. CA specialists are trained to quickly identify 

critical requirements needed by local citizens in disaster situations. They 

also work with the Country Team and USAID representatives to locate 

resources and coordinate CMO. Although each CA Service Command is 

different, all provide JTF Commander with CA capabilities.

11.9.1.1 US Army Civil Affairs

The 95th CA Brigade, assigned to USSOCOM and stationed at Fort Bragg, 

NC is currently the Army’s only Active duty CA Brigade (for more 

information on USSOCOM CA units see Section 10.3.2).

The majority of the Army’s conventional forces CA personnel are in the 

Reserve Component (RC). The determination to mobilize RC CA assets

must be a consideration during pre-deployment planning, because the 

request for forces and mobilization process for RC personnel is a lengthy

process.

11.9.1.2 United States Army Civil Affairs and Psychological Operations 

Command

United States Army Civil Affairs and Psychological Operations Command 

(USACAPOC) is comprised of 12,000 Soldiers, and constitutes 94 percent 

of DOD’s CA forces and 71 percent of DOD’s MISO forces.

USACAPOC is located at Fort Bragg, NC, and is the headquarters for all 

Army Reserve CA and MISO units. USACAPOC units provide support to 

theater and task force commanders.
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11.9.1.3 Maritime Civil Affairs and Security Training Command

Maritime Civil Affairs and Security Training (MCAST) Command trains, 

equips, and deploys naval personnel to facilitate and enable the Navy 

component or JTF Commander to establish and enhance relations between 

Affected State government, NGOs, IGOs, and the civilian populace. 

MCAST Command executes civilian-to-military operations and military-tomilitary training, as directed, in support of security cooperation and security 

assistance requirements.

Maritime Civil Affairs (MCA) operations blend maritime-specific 

functional specialties with established Army and Marine Corps Civil Affairs 

missions. To avoid mission duplication, MCA leverages Navy capabilities 

in port operations, as well as harbor and channel construction and 

maintenance. MCA consists of less than 200 AC and 150 RC personnel. 

MCAST Command’s four core competencies are:

• Maritime Civil Affairs Plans and Operations

• Maritime Civil Affairs Assessment

• Maritime Functional Area Expertise

• Security Force Assistance Mobile Training Teams (SFA MTT)

MCA forces can operate from ships, thereby providing operational 

maneuver and assured access, while significantly reducing the footprint 

ashore.

11.9.1.4 US Marine Corps

The US Marine Corps (USMC) has approximately 200 AC/RC CA 

personnel capable of supporting a Joint or Marine Air Group Task Force 

(MAGTF) Commander with CA personnel. USMC CA personnel are 

trained and organized to facilitate planning, coordination, and execution of 

CMO.

11.9.1.5 US Air Force

The USAF does not currently have CA units.

NOTE: Currently, the Army has approximately 7600 Active 

and Reserve CA personnel. The Army is in the process of 

adding an additional 1,100 active-duty CA specialists to its 

ranks. By fiscal year 2013, the US Army CA community will 

consist of approximately 6400 Reserve, 1400 Active Duty, and 

1500 Special Operations Forces personnel.
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11.10 Medical

Military medical capabilities may be requested to augment or sustain 

Affected State medical assets in order to save lives and minimize human 

suffering. This section gives a brief overview, by Service, of some of the 

capabilities available, and is not intended to be an all-inclusive list. See 

Chapter 7, Medical Officer, for additional information.

11.10.1 United States Army Medical Capabilities

11.10.1.1 Hospitalization

Army Combat Support Hospitals (CSH) are Medical Treatment Facilities

(MTF) capable of providing hospitalization and outpatient services for 248 

patients when fully staffed and equipped. Capabilities include emergency 

treatment, triage, and preparation of incoming patients for surgery; general, 

orthopedic, thoracic, urological, gynecological, and oral maxillofacial 

surgical capability; consultation services; pharmacy, psychiatry, community 

health nursing, physical therapy, clinical laboratory, blood banking, 

radiology, and nutrition care support; emergency dental treatment; medical 

administrative and logistical services; and laundry for patient linens.

11.10.1.2 Medical Evacuation (MEDEVAC) (Ground) 

Ground ambulance companies are capable of providing ground evacuation 

support for litter and ambulatory patients. Capabilities also include 

movement of patients between CSH, aeromedical staging facilities, 

aeromedical staging squadrons, mobile aeromedical staging facilities, and 

railheads or seaports; emergency movement of medical personnel and 

supplies; and medical evacuation of wounded or injured personnel from the 

point of injury to supporting ambulance exchange points or MTFs.

11.10.1.3 Medical Evacuation (MEDEVAC) (Air)

Army air ambulance companies can provide air evacuation support 

throughout the Area of Operations (AO). Air ambulance companies have 

twelve to fifteen helicopter ambulances, and four or five forward support

NOTE: DOD medical assets may not always be available and 

access to them may have to compete with on-going operational 

requirements. In addition, the deployment and set-up of 

medical resources is a lengthy process; it could take days or 

weeks before medical capabilities are fully established and 

ready to receive patients following a disaster.
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medical evacuation teams. Their capabilities include air crash rescue 

support; expeditious blood product delivery, biological, and medical 

supplies to meet critical requirements; rapid movement of medical 

personnel, supplies, and equipment to support mass casualty requirements 

or emergency movement of patients between hospitals, aeromedical staging 

facilities, hospital ships, seaports, and railheads.

11.10.1.4 Veterinary Services

The Army medical detachment veterinary service support provides 

dispersed veterinary Role 1 and Role 2 (medical and resuscitative surgical 

care); veterinary Role 3 (comprehensive canine medical and surgical care); 

evacuation and hospitalization support for military and contractor working 

dogs; endemic zoonotic and foreign disease epidemiological surveillance 

and control; animal holding facility and kennel inspections; commercial 

food source audits for 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.

11.10.1.5 Medical Logistics

Army medical logistics companies provide direct support for Class VIII 

(medical) supplies, as well as, field and sustainment-level medical 

equipment maintenance and repair. Unit capabilities also include 

reception, classification, and issue of up to 11.1 short tons of Class VIII 

(medical); storage for up to 51 short tons of Class VIII (medical) supplies; 

building and positioning Class VIII (medical) support packages in support 

of contingencies; reconstitution of medical logistics units, sections, or 

teams; and coordination for emergency delivery of Class VIII (medical)

supplies. When directed, the unit can also perform the single integrated 

medical logistics management supply and requisition processing mission for 

all joint forces in the theater.

11.10.1.6 Area Medical Support 

Area support medical companies are MTFs capable of providing support for 

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 or injured patients. Capabilities 

also include evacuation of patients; emergency medical supply and 

resupply; behavioral health consultation, to include operational stress 

control elements; pharmacy, laboratory and radiological services; 

emergency dental care to include stabilization of maxillofacial injuries and 

limited preventive dentistry; and patient holding capability.
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11.10.1.7 Preventive Medicine

Preventive medicine detachments provide preventive medicine support and 

consultation for the prevention of disease; field sanitation, entomology, 

sanitary engineering; occupational and environmental health surveillance, 

and epidemiology to minimize the effects of environmental injuries, and

enteric diseases, vector-borne disease, and other health threats with 

deployed forces. Capabilities also include monitoring pest management; 

field sanitation; water treatment and storage; waste disposal; other 

environmental health-related problems; recommending corrective measures; 

medical surveillance activities to assist in evaluating conditions affecting 

the health of the supported force; and, epidemiological investigations. The 

detachment also monitors: casualties, hospital admissions, and reports of

autopsies for exposure to harmful agents (such as radiation, chemical, and 

biological hazards).

11.10.1.8 Combat and Operational Stress Control

Army Combat and Operational Stress Control detachments are capable of 

providing combat and operational stress control prevention and treatment 

services on an area basis. Capabilities include preventive consultation and 

stress education support; neuropsychiatric care, triage, and stabilization; 

assistance to non-medical units with operational stress reaction casualties; 

and critical events debriefing support. The detachments also have patient

holding capability.

11.10.2 United States Navy Medical Capabilities

11.10.2.1 US Navy Amphibious Assault Ships 

While the primary mission of amphibious assault ships is to support Marine 

landing forces, large-deck amphibious ships may be designated as Casualty 

Receiving and Treatment Ships (CRTS) and used for humanitarian and 

disaster relief missions. Primary CRTS (LHA/LHD) have laboratory 

(including blood) and radiology capability to support surgical suites. 

During disaster relief operations, primary CRTS are staffed to provide 

extensive medical and trauma support. Additional amphibious assault ships 

may be designated as secondary CRTS. These may include any class ship 

with the capability to receive and treat casualties, if appropriate medical 

materiel and personnel are available to provide care. Ships normally 

designated as secondary CRTS include Landing Platform Dock (LPD), 

Landing Ship Dock (LSD), and Load Carrying Capacity (LCC) class ships. 

The LHDs and the LHAs have the largest medical capability of any 

amphibious ship currently in use. They are capable of receiving casualties 

from helicopters and waterborne craft. Major medical facilities aboard 
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those ships include four main operating rooms, two emergency operating 

rooms, and dental operating rooms; a 15-bed intensive care unit and a 45-

bed patient ward; multiple dressing stations; and, a casualty collecting area 

on the flight deck. The ships also have medical elevators to transfer 

casualties from the flight deck to the ship’s medical facilities.

11.10.2.2 US Navy Hospital Ships

The US Navy Mercy-class hospital ships are capable of providing a fullservice deployable hospital asset for use by the military and other US 

government agencies involved in the support of disaster relief and 

humanitarian operations worldwide. US Naval Ships (USNS) Mercy (TAH 19) and Comfort (T-AH 20) each contain 12 operating rooms and a 

1,000 bed hospital facility (when staffed to that level); CAT-scan and 

digital radiological services; medical laboratory; pharmacy; 2 oxygen 

producing plants; a flight deck capable of landing military helicopters; and a 

side port to take on patients at sea. Limiting factors with their employment 

in FDR operations include the requirement to source staffing from major 

military treatment facilities (restricting or shutting down essential services) 

and the “tyranny of distance” (i.e., long deployment and transit times limit 

the utility of the platform for disaster affected populations).

11.10.2.3 US Navy Fleet Surgical Team 

The mission of Fleet Surgical Teams (FST) is to provide surgical specialty 

augmentation to the primary CRTS platforms. They are distinct, freestanding assets of the Atlantic and Pacific operating forces. When not 

aboard ship, FST members remain in an additional duty status at regional 

Navy military treatment facilities. There are nine FSTs, with teams located 

in Norfolk, San Diego, and Okinawa. The standard composition of an FST 

includes two surgeons, an anesthesiologist, four physicians (Family 

Practice, Internal Medicine, Emergency Medicine, and Pediatrics), two 

nurses, a medical regulating officer, and nine enlisted support staff. FSTs 

are capable of being tailor-force packaged by specialty (e.g., orthopedic, 

pediatric, or trauma surgery) to meet specialized requirements of a disaster 

relief operation.

11.10.3 United States Air Force Medical Capabilities

11.10.3.1 US Air Force Small Portable Expeditionary Aeromedical 

Rapid Response Team

Small Portable Expeditionary Aeromedical Rapid Response (SPEARR) 

teams provide a rapid response, extremely mobile and highly clinically 

capable medical assets in support of a wide spectrum of contingency 
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missions. SPEARR Teams provide force health protection and direct 

medical support for an initial period of five to seven days to a population-atrisk (PAR) that may be comprised of all US military personnel or include a 

combination of international military and civilian personnel in a coalition 

operation. Sustainment or resupply capability ensures continued medical 

care and force health protection.

The scope of care includes public health and preventive medicine, flight 

medicine, primary care, emergency medicine and surgery, perioperative 

care, critical care stabilization, patient preparation for aeromedical 

transport, and aeromedical evacuation coordination/communication.

The SPEARR Team is capable of being ready for deployment within two 

hours of initial mission notification. The two-hour response time is 

dependent on the collocation of personnel and equipment and availability of 

standing “on call” team.

The team functions as an Emergency Medical Support (EMEDS) module, 

which is comprised of four teams: a Preventive and Aerospace Medicine 

(PAM) Advance Echelon (ADVON) Team, the Mobile 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.

11.10.3.2 US Air Force Mobile Aeromedical Staging Facility

Mobile Aeromedical Staging Facility (MASF) are capable of providing 

rapid response patient staging, limited holding, and AE crew support 

capability to support humanitarian and civil disaster response operations.

The MASF is normally located at or near airheads capable of supporting 

mobility airlift. The MASF provides forward support with the smallest 

footprint. It consists of three short crews, communications, liaison, and 

patient care teams.

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) are 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 AE operations.

The communications capability assigned to the MASF can be integrated 

into the tanker/airlift control element or operations cell. An individual may 
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be identified to work with the aerial port element on the flight line to 

coordinate AE load planning, configuration, and operational support. 

MASF Capabilities include:

• Patient reception

• 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 and can process a maximum of 140 patients every 24 

hours. Because it has no beds, patients remain on the litters provided by the 

originating facility.

11.10.3.3 US Air Force Aeromedical Evacuation Liaison Team

Aeromedical Evacuation Liaison Team (AELT) provides support between 

the forward units and the AE system as the operational and clinical 

interface. AELT operational and clinical interface may occur at locations 

such as forward operating bases and aboard ship. 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.

11.10.3.4 US Air Force Medical Global Reach Laydown Team

Medical Global Reach Laydown Team provides preventive medicine 

support to:

• 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 en-route locations outlining an air route of 

travel for rapid deployment and sustainment of forces
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• 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.

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 assessments

• Performs epidemiological risk assessments

• Performs health risk assessments

• Provides limited medical support, emergency planning and 

response

11.10.4 Patient Movement

To move casualties out of a disaster area, Affected State authorities will 

coordinate with supporting agencies to establish casualty collection points, 

from which patients will be moved to appropriate levels of care based on 

the severity of their injuries. Casualty transportation to support that 

movement may be either dedicated or lift-of-opportunity from any 

combination of government, commercial, and private resources. Affected 

State authorities will need to leverage available ground, rail, and both fixed 

and rotary-wing assets to support movement of disaster victims to the 

closest available MTFs.

DOD may provide support to evacuate seriously ill or injured patients away 

from the disaster, but within the Affected State. The vast majority of that 

support will use ground transportation or rotary-wing assets. On very rare 

occasions, DOD casualty movement and transportation assets (including 

ships and fixed-wing strategic-lift platforms) may be used to move patients 
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to regional nations that are willing to accept victims, or to the US for 

definitive care.

USTRANSCOM may provide strategic lift for the patient movement 

mission, and the Global Patient Movement Requirements Center may 

deploy a Joint Patient Movement Team (JPMT) to the area. A JPMT

regulates and tracks all patients transported on DOD assets to reception and 

medical treatment facilities. USTRANSCOM coordinates DOD 

transportation assets and establishes aeromedical evacuation centers at both 

APOE and APOD locations.

11.10.5 Mortuary Affairs and Mass Fatality Management

GCCs are responsible for giving authoritative direction and guidance to the 

JTF Commander with regard to mortuary affairs (MA) and for designating a 

Service component to serve as the lead for the Theater MA Support

Program. Individual unit commanders sustaining losses are responsible for

recovery and evacuation of human remains to the nearest designated MA 

collection point. Every effort must be made to identify and account for 

recovered human remains of US military personnel, government employees, 

government contractors, dependents, and other US citizens who die in 

foreign areas subsequent to natural disasters.

In certain cases where large scale, high-impact disasters cause very large 

numbers of fatalities in an Affected State, the GCCs may make mass fatality 

management (MFM) assistance available. That assistance could involve the 

provision of logistical resources such as human remains’ pouches or cold 

storage facilities for setting-up temporary morgues, or engineering support 

to assist local authorities with mass internment measures when mass 

fatalities overwhelm Affected State mortuary support capacity.

Unless otherwise directed by the Secretary of Defense, it is DOD policy that 

only dedicated Service MA personnel handle human remains. The 

Secretary of Defense may approve the use of non-MA personnel to support 

MA personnel in certain mass fatality scenarios.

More detailed information may be found in JP 4-06, Mortuary Affairs in 

Joint Operations.

11.10.6 Department of Defense Mortuary Affairs Units

The DOD’s MA capacity is very limited. The US Army has two Active and 

two Reserve Component Mortuary Affairs units stationed at Fort Lee, 

Virginia and Puerto Rico, respectively. DOD fixed-base Mortuary Affairs 

facilities include:

• Joint POW and MIA Accounting Command, Hawaii 

• Armed Forces Medical Examiner’s Office 
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• Armed Forces Institute of Pathology 

• Mortuary Affairs Squadron (MA), Dover Air Force Base 

Support provided by DOD MA personnel will be tailored to the needs of the 

requesting authority. All DOD FDR MA/MFM support will be conducted

in close coordination with appropriate authorities designated as the Lead 

Agency for MA/MFM by the Affected State.

11.11 Force Protection

Force protection is provided by the Affected State and must be coordinated 

through the Embassy. In some cases, military forces may be requested to 

assist with security by the Affected State. Ground forces can also be 

instrumental for providing protection for the joint force and security for 

civilians, both victims and relief workers, as well as for OGAs, IGOs, and 

NGOs. Specific forces to assist in force protection such as military police 

maybe required if an environment changes from permissive to uncertain or 

hostile. Forces assigned a security mission will not take part in direct 

humanitarian assistance missions.

11.11.1 Security and Self Defense

Military forces have the inherent right of self-defense, and responsibility to 

protect themselves and military assets at all times. See Appendix A, the 

Legal Aspects of FDR for additional information.

11.11.2 Military Law Enforcement Units

On rare occasions, Military Law Enforcement (MLE) units may be tasked 

to support FDR operations in a force protection or security role. MLE 

officials are trained and equipped for decentralized operations and operate 

in highly mobile vehicles equipped with reliable communications systems.

NOTE: Use of Force is discussed in Appendix A, Standing Rules 

of Engagement. In accordance with CJCSI 3121.01B, SROE must 

be briefed to all military personnel prior to deployment. If 

directed to perform security tasks, and if trained and properly 

equipped, military personnel may use non-lethal weapons as a 

force protection option, subject to applicable ROE.
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11.11.2.1 US Army Military Police

The United States Army Military Police 

(MP) Corps is the largest of all the DOD 

MLE organizations. MPs provide expertise 

in law and order and stability operations in 

order to enhance security and enable 

mobility. MPs have five main functions:

• Maneuver and mobility support operations

• Area security operations

• Law and order operations

• Internment and resettlement operations

• Police information operations

Military Police Company’s execute a wide variety of missions including:

• Mobility support for both vehicles and personnel

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

railways

• Securing, safeguarding, sheltering and managing internally 

displaced persons

• Restoring order in civil disturbances

• Limited law and order operations

• Liaise, coordinating, and training for aspects of law enforcement to 

other agencies

• Disseminating information

• Providing force protection and security

11.11.2.2 US Navy– Shore Patrol/Masters at Arms 

The United States Navy (USN) has two law enforcement

elements the Shore Patrol (SP) and Master of Arms 

(MA). SP is an additional duty assigned to sailors to 

maintain order when a ship’s crew is on liberty. MAs are 

a traditional military police. MAs perform antiterrorism, 

force protection, physical security, and law enforcement 

NOTE: All law enforcement actions should be performed by the 

Affected State. In some cases, the Affected State may request 

assistance with security. In such instances, the Country Team, 

DOS, and USAID/OFDA will decide upon appropriate support 

and provide coordination, as the situation dictates.
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duties on land and at sea. Neither SP or MA typically support FDR 

operations.

11.11.2.3 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. Like their Army counterparts, 

USMC military police are frequently used as physical 

security resources in FDR operations. Missions include: 

• Preventing and suppressing crime

• Assessing physical security posture

• Preserving military control

• Quelling disturbances

• Investigating offenses

• Apprehending offenders

• Protecting property and personnel

• Providing flight line security

• Investigating traffic accidents

• Controlling traffic

• Antiterrorism protection

• Handling and safeguarding IDPs, refugees or evacuees

11.11.2.4 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. They are responsible for ensuring the safety of all 

base weapons, property, and personnel. Security Forces 

personnel train dog teams and are occasionally assigned to 

an armory to safeguard arms, ammunition, and equipment. 

Security Forces Group provides a highly trained, rapidly 

deployable "first-in" force protection capability for operating locations in 

support of the USAF Global Engagement mission. Missions include:

• Nuclear and non-nuclear weapon system security

• Physical and information security

• Integrated base defense

• Law enforcement

• Antiterrorism, resource protection

• Corrections
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APPENDIX A - LEGAL ASPECTS OF FOREIGN DISASTER 

RELIEF OPERATIONS

This appendix discusses the legal aspects of Foreign Disaster Relief 

operations and includes components of fiscal, international, and US 

Government (USG) laws, policy and presidential guidance.

A - 1 Statutory Authority

US agencies can only participate in foreign disaster relief missions under 

appropriate legal authorization, the references for which are listed below. A

fundamental precept of fiscal law is that public funds may only be expended

when authorized by Congress.

Foreign Assistance Act of 1961 (Public Law 87-195) provides the legal 

guidance for USG engagement with friendly nations. The FAA directs the 

DOS to provide policy guidance and supervision of programs created within 

the FAA. It also provides for certain members of the US Armed Forces to 

come under the Chief of Mission (COM) authority.

The Foreign Service Act of 1980 (Public Law 96-465) § 207 (22 USC.

3927) defines Chief of Mission authority over executive branch personnel 

in their countries, as well as the basic relationships between the Department 

of State and other departments, agencies, and offices of the US 

Government.

The Diplomatic Security Act of 1986 (Public Law 99-399) charges the 

Secretary for the security of US Government operations and personnel 

abroad, empowering the Secretary of State to coordinate US Government 

personnel and establish appropriate staffing levels for missions

The Foreign Affairs Reform and Restructuring Act of 1998 (Public Law 

105-277) provided for the reorganization of Arms Control & Disarmament 

Agency (ACDA) and United States Information Agency (USIA) functions 

within the Department of State and certain other actions concerning USAID

NOTE: The principal authority for DOD to conduct FDR is 

the Foreign Assistance Act of 1961. Other essential 

guidance includes Executive Order 12966 (Section 1.2.), 

Secretary of Defense Guidance (Section 1.5. 1.2) and Joint 

Doctrine contained in Joint Publication 3-29, Foreign 

Humanitarian Assistance.
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A - 2 Presidential Directives

Executive Order 12966, Foreign Disaster Assistance governs the 

implementation of § 404 of Title 10, United States Code, as amended. It 

also directs the Secretary of Defense to respond to man-made or natural 

disasters when the Secretary of Defense determines that such assistance is 

necessary to prevent loss of lives. It also authorizes the Secretary of 

Defense to provide disaster assistance only:

• At the direction of the President

• With the concurrence of the Secretary of State, or

• In emergency situations in order to save human lives, where there 

is not sufficient time to seek the prior initial concurrence of the 

Secretary of State, in which case the Secretary of Defense shall 

advise, and seek concurrence of, the Secretary of State as soon as 

practicable thereafter

National Security Presidential Directive 44 – Management of Interagency 

Efforts Concerning Reconstruction and Stabilization promotes the security 

of the United States through improved coordination, planning, and 

implementation for reconstruction and stabilization assistance for foreign 

states and regions at risk of, in, or in transition from conflict or civil strife. 

It also encourages agencies to coordinate and strengthen efforts of the 

United States Government to prepare, plan for, and conduct reconstruction 

and stabilization assistance and related activities in a range of situations that 

require the response capabilities of multiple United States Government 

entities to harmonize such efforts with US military plans and operations. 

To this end, the Secretary of State leads integrated US government efforts. 

However, this does not affect the authority of the Secretary of Defense or 

the command relationships of the US armed forces. This NSPD is 

important because it replaced Presidential Decision Directive 56, which 

established a precedent requiring USG interagency coordination, 

cooperation, and support.

National Security Decision Directive (NSDD) 38 – Staffing at Diplomatic 

Missions and Their Overseas Constituent Posts provides the Chief of 

Mission with the authority to determine the size, composition, or mandate 

of personnel operating under their authority.

The President’s Letter of Instruction to Chiefs of Missions is sent to each 

COM upon assumption of office and charges the Chief of Mission to 

exercise responsibility for executive branch personnel in his or her country 

and to protect all US Government personnel on official duty abroad.
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A - 3 Status of Forces Agreements

The United States has been party to multilateral and bilateral agreements 

addressing the status of US armed forces while present in a foreign country. 

These agreements are commonly referred to as Status of Forces Agreements 

(SOFAs). A SOFA is an agreement that establishes the framework under 

which armed forces operate within a foreign country. The agreement 

provides for rights and privileges of covered individuals while in the foreign 

jurisdiction, addressing how the domestic laws of the foreign jurisdiction 

shall be applied to US personnel while in that country. It is important to 

note that a SOFA is a contract between parties and may be cancelled at the 

will of either party. SOFAs are peacetime documents and therefore do not 

address the rules of war, the Laws of Armed Conflict, or the Laws of the 

Sea. In the event of armed conflict between parties to a SOFA, the terms of 

the agreement would no longer be applicable.

SOFAs may include many provisions, but the most common issue 

addressed is which country may exercise criminal jurisdiction over US 

personnel. The United States has concluded agreements where it maintains 

exclusive jurisdiction over its personnel, but more often the agreement calls 

for shared jurisdiction with the receiving country. In general, a SOFA does 

not authorize specific exercises, activities, or missions. Rather, it provides 

the framework for legal protections and rights while US personnel are 

present in a country for agreed upon purposes. A SOFA is not a mutual 

defense agreement or a security agreement. The existence of a SOFA does 

not affect or diminish the parties inherent right of self-defense under the law 

of war.

DOD medical personnel who have a current, valid, and unrestricted license 

to practice medicine, osteopathic medicine, dentistry, or another health 

profession and who are properly licensed under Title 10 USC § 1094(d) 

may practice their profession on non-DOD personnel at any location 

authorized by the Secretary of Defense.

Many existing Status of Forces Agreements have a statutory provision that 

addresses (1) the recognition of medical licenses issued by another country, 

or (2) the waiver of the country’s licensure requirements for DOD medical 

personnel who enter the state solely to provide medical treatment to civilian 

victims of an emergency or disaster incident.

The United States is currently party to more than 100 agreements that may 

be considered SOFAs. A SOFA as a stand-alone document may not exist 

with a particular country, but that does not necessarily mean that the status 

of US personnel in that country has not been addressed. Terms commonly 
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found in SOFAs may be contained in other agreements with a partner 

country so that a separate SOFA is not always utilized.

A - 4 Important Memoranda

Department of State - Department of Defense Memorandum of 

Understanding of 1997 

Department of State - Department of Defense Memorandum of 

Understanding of 1997 revises an earlier 1996 MOU and covers the general 

security of certain DOD elements and personnel not under the command of 

a geographic combatant commander.

Department of State - Justice - Treasury Memorandum of Understanding 

of 1996

Department of State - Justice - Treasury Memorandum of Understanding of 

1996 sets forth the authorities of the Chief of Mission (COM) in relation to 

law enforcement personnel abroad and outlines agreed principles with 

respect to the coordination of law enforcement.

A - 5 Fiscal Law 

Resourcing and Reimbursement- the Defense Security Cooperation 

Agency/Office of Humanitarian, Disaster, and Civic Aid Funding

As discussed in Chapter 10 within the Defense Security Cooperation 

Agency (DSCA) section, the Office of Humanitarian Assistance, Disaster 

Relief, and Mine Action provides supervision and oversight of DOD

humanitarian mine action and humanitarian assistance programs for the 

Director for Programs, DSCA.

Humanitarian programs support foreign policy and national security 

interests of assuring our allies and friendly nations and dissuading would-be 

aggressors by enhancing the legitimacy of the Affected State, by improving 

its capacity to provide essential services, and regional security and stability.

DOD humanitarian assistance programs provide Combatant Commanders 

with unobtrusive, low cost, but highly effective, instruments to carry out 

their security cooperation missions. DSCA’s role in FDR is assisting in 

capturing cost, reimbursement, and resourcing GCCs for the mission.

Title 10 § 404, Overseas Humanitarian, Disaster and Civic Aid (OHDACA) 

funding is the means by which DSCA reimburses Geographic Combatant 

Commands and the Services for United States Agency for International 

Development/Office of US Foreign Disaster Assistance (USAID/OFDA) 

and command-validated FDR mission support. DSCA reimburses 
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incremental costs that would not have been incurred had the FDR operation 

not been supported.

To ensure FDR missions do not negatively affect DOD operational and 

maintenance budgets, it is critical that accurate accounting of expenses 

takes place; this will facilitate timely DOD reimbursements from the 

Department of State/USAID.

Bills and vouchers shall be processed by the Military Departments and 

forwarded as requested by the DOD Coordinator for Foreign Disaster Relief 

who will arrange to have them aggregated and forwarded to the Department 

of State for payment. DODD 5100.46, December 4, 1975.

When preparing billings for reimbursement of costs incurred, the following 

guidelines apply:

• Materials, supplies, and equipment from stock will be priced at

standard prices used for issue to DOD activities, plus applicable 

accessorial costs for packing, crating, handling, and transportation

• Materials, supplies and equipment determined to be excess to the 

DOD will be available for transfer to the Department of State 

without reimbursement, in accordance with established DOD

policies. Accessorial charges for packing, crating, handling, and 

transportation will be added where applicable

• Air and ocean transportation services performed by the Air

Mobility Command (AMC) and the Military Sealift Command 

(MSC) will be priced, where applicable, at current tariff rates for 

DOD Components. Where tariff rates are not applicable, air 

transportation, whether provided by AMC or other aircraft, will be 

priced at the "Common-User Flying-Hour," rate for each type of 

aircraft involved and ocean transportation provided by MSC will 

be priced at "Ship Per Diem Rates"

• Services furnished by activities under DOD Industrial Funds other 

than AMC and MSC will be priced to recover direct and indirect 

costs applicable to reimbursements for services rendered to other 

Department of Defense activities 

• Personal services furnished will be priced at rates to recover 

overtime of civilian personnel

All other services furnished, not specifically covered above, shall be priced 

on a mutually agreeable basis and, if feasible, such prices shall be 

established prior to the services being furnished. Prices for such services 

shall be at the same rates that the Department of Defense would charge 

other Government Agencies for similar or like services, if such rates are 
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available; otherwise the basis of pricing will be to effect full reimbursement 

to the Department of Defense appropriations for "out-of-pocket" expenses.

A - 6 Other Potential Funding Sources

The following laws and statutes address other potential DOD funding 

sources. COCOM SJAs and Comptrollers are responsible for identifying

those sources and securing proper authorities to utilize them:

• Emergency & Extraordinary Expense (10 USC § 127)

• Acquisition and Cross Servicing Agreements (10 USC § 2341, § 

2342, § 2344)

• COCOM Initiative Fund (10 USC § 166(a))

• Transport of Humanitarian Supplies (10 USC § 402 Denton/SpaceA) & § 2561(a)(2))

• Bilateral Cooperation Program (10 USC § 1050 & § 1051)

• Non Lethal Supplies for Humanitarian Relief (10 USC § 2547, § 

2557, § 2562)

• Minor, Emergency and Contingency Construction (10 USC § 

2803, § 2804, § 2805)

• Military Supplies and Services (10 USC § 7227, § 9626)

• Annual National Defense Authorization Acts

Fiscal law for FDR training and exercises (not operations) includes 

Humanitarian and Civic Assistance in Conjunction with Military Operations 

(10 USC § 401).

A - 7 Rules of Engagement

Rules of engagement (ROE) are directives issued by a competent military 

authority that delineate the circumstances and limitations under which US 

naval, ground, and air forces will initiate and/or continue combat 

engagement with other forces encountered (JP 1-02, Department of Defense 

Dictionary of Military and Associated Terms). 

ROE provide a framework encompassing national policy goals, mission 

requirements, and the rule of law should the use of force become necessary. 

ROE may also regulate a commander’s capability to influence a situation by 

granting or withholding the authority to use particular weapons, systems, or 

tactics.

• ROE do not direct the use of force; they authorize it

• When, where, and how to use force is the Commander’s decision

• Well developed ROE provide maximum flexibility within the 

Commander’s intent and guidance

• Flexible ROE stay ahead of the mission and enable success
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• ROE development and management require a formal staff process

• ROE should be developed by operators and planners and supported 

by the staff judge advocate (SJA)

• Bi-lateral, multinational or coalition ROE require understanding 

treaty obligations, national policies, international law, cultural 

awareness, negotiation, consensus, and unity of effort

At a minimum, in permissive FDR environments, ROE should:

• Enhance mission accomplishment by supporting force protection 

while not hampering the agility of Department of Defense assets

• Emphasize restraint with clearly delineated escalation of force 

procedures

• Be professionally formulated, explained, and managed by formal 

staff practices

For further reading on ROE, consult the UNCLASSIFIED portions of 

Chairman of the Joint Chiefs of Staff Instruction 3121.01B, 13 June 2005.

A - 8 Legal References

• Operational Law Handbook. Charlottesville: US Army, 2010.

• CJCSI 3121.01B, “Standing Rules of Engagement for US Forces,” 

13 Jun 05

• Joint Pub 1-04 “Legal Support to Military Operations,” 1 Mar 07

• MC 362, “NATO Rules of Engagement,” 9 Nov 99 

The Strategic Corporal:

“A single act could cause significant military and political 

consequences; therefore, judicious use of force is necessary. 

Restraint requires the careful and disciplined balancing

of the need for security, the conduct of military operations, 

and the national strategic end state.”

JP 3-0, Joint Operations 

NOTE: At the strategic level, separate ROE may be issued by 

the Joint Staff as part of the Chairman of the Joint Chiefs of 

Staff execution order. At the tactical and operational levels, 

ROE are developed and managed by the J3 and J5, both of 

whom are supported by the staff judge advocate.
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APPENDIX B - DEPARTMENT OF DEFENSE GUIDELINES FOR 

INTERACTION WITH NON-GOVERNMENTAL 

ORGANIZATIONS

Relationships between DOD and NGO personnel are based on multiple 

factors:

• a mutual understanding of each others’ goals and objectives 

• planned lines of operations 

• support relationships 

• coordination procedures 

• information sharing

• capabilities (such as, dependent or independent; mature or 

immature)

Most NGOs follow the humanitarian principles of impartiality, 

independence, humanitarianism, and neutrality when providing aid; 

therefore, they base decisions on need alone. While not denying the 

necessity for occasional military assistance, some NGOs may perceive 

military aid as politically motivated and conditional. NGOs may be 

concerned that their association with civil-military or military organizations 

may undermine their impartiality and neutrality or increase their security 

risks. The collective aim should be to strive for unity of effort or at least 

unity of purpose through a comprehensive approach to achieving common 

objectives. 

In spite of possible philosophical differences between military forces and 

NGOs, their short-term objectives are frequently similar. Discovering this 

common ground is essential. Attention to shared goals will facilitate 

cooperation, collaboration, coordination, and communication among DOD

personnel and their partners within the NGO community. 

B - 1 Cooperation and Coordination

Figure B-1 provides four possible scenarios for working with NGO 

personnel. 

The following Department of Defense (DOD) guidelines for 

interaction with Non-Governmental Organizations (NGO) are 

taken from best practices and lessons learned from military 

personnel engaged in Foreign Disaster Relief (FDR) 

operations, Service and Joint doctrine, as well as NGO 

sources.
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Figure B-1: Cooperation and Coordination between Military and Civilian 

Humanitarian Partners

Each scenario is situation-specific and should be based upon the following 

considerations:

• FDR objectives and available resources

• How the arrangement may affect the security of civilian 

humanitarian staff and beneficiaries

• Consideration of perceptions, accountability, and transparency

Scenario one entails humanitarian agencies and military units operating 

from within the same compound. While close proximity between partners 

can facilitate greater opportunities for information sharing and building 

relationships, co-location can lead to the perception that NGOs are affiliated 

with military personnel. This perception can have adverse security 

implications for the civilian humanitarian agency staff and beneficiaries. 

This scenario should only be used when the United States government is 

positively perceived by an Affected State.

Scenarios two and three involve liaison officers. In liaison exchange 

scenarios, liaison officers are assigned and work in the offices of another

agency, and report back to their own agency. In limited exchange 

scenarios, liaison officers maintain an office in their own agency but travel 
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to the other agency’s office to conduct business. Both scenarios allow for 

team-building while providing greater transparency and an image that NGO 

partners are not affiliated with the military.

Scenario four provides the greatest NGO autonomy. In this instance, liaison 

officers maintain an office in their own agency and travel to a neutral site to 

conduct business, such as the United Nations (UN) Office for the 

Coordination of Humanitarian Affairs (OCHA) or a multi-purpose 

governmental ministry or neutral building not affiliated with either entity.

B - 2 Humanitarian Operations Center

The HOC, as defined in JP 3-57, refers to a senior level international and 

interagency coordinating body that seeks to achieve unity of effort among 

all participants in large FDR operations. HOCs are horizontally structured 

organizations with no command and control authority, and all members are 

ultimately responsible to their own organizations or countries. The HOC 

has largely been replaced through the establishment of the UN Cluster 

System. 

B - 3 Humanitarian Assistance Coordination Center

During FDR activities, the combatant command’s crisis action organization 

may organize as a HACC to assist with the interagency and NGO 

coordination and planning. Staffing includes a director, a CMO planner, a

USAID/OFDA advisor or liaison if available, a public affairs officer (PAO), 

contracting officer, engineer, NGO advisor, and other augmentation (e.g., 

legal advisor, surgeon, POL-MIL advisor) when required. Normally, the 

HACC is temporary; once a CMOC or HOC has been established, the role 

of the HACC diminishes, and its functions are accomplished through the 

normal organization of the combatant command’s staff and crisis action 

organization.

B - 4 Civil-Military Operations Center

The CMOC is a component of Civil Affairs units. CMOCs enable 

coordination at the tactical and operational level between representatives of 

US military forces, other governmental agencies, the private sector, and 

NGO partners. The CMOC does not set policy or direct operations. The 

organization of the CMOC is theater-specific and mission dependent; it is 

NOTE: Whenever possible, security permitting, military personnel 

should coordinate with humanitarian organizations in the most open 

forum possible, i.e. not on military compounds.
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flexible in size and composition. A commander at any echelon may 

establish a CMOC. For further information on CMOC composition, tasks, 

and capabilities, see JP 3-57, Civil-Military Operations. 

Figure B-2 provides a notional composition of a CMOC. Figure B-3

provides comparisons between these entities.

Figure B-2: Notional Composition of a CMOC
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Figure B-3: Comparison of the Structure and Function of the HOC, HACC, 

and CMOC

B - 5 Communication

Communication pertains not only to how information is shared between 

military and NGO personnel. It also includes guidelines for communicating 

the differences between DOD and NGO FDR activities to the affected 

population. See the Public Affairs Officer section of Chapter 6 for more 

detailed information on strategic messages.
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B - 6 Information Sharing

The use of “open” communications and UNCLASSIFIED informationsharing networks are important for effective FDR operations. Because 

many DOD partners do not have a security clearance, it is crucial that 

whenever possible, information remain UNCLASSIFIED and available for 

unlimited distribution. Additionally, NGOs operating in a FDR 

environment may have minimal equipment for transmitting information. 

The quality and condition of an Affected State’s communication network 

can further hamper information sharing efforts. Connectivity and network 

availability permitting, cellular phones and open-source platforms like 

SharePoint can be helpful in organizing portals and web pages for storing 

and sharing information between DOD and NGO partners.

The sharing of information in both directions is an essential element of 

successful FDR operations. Just as the military can provide logistical, 

transportation, and security information, NGOs can be an important source 

of information regarding local cultural practices that will bear on the 

relationship of military forces to the affected population.

Humanitarian organizations must maintain their neutrality and 

independence. Accordingly, some may not want to be seen with military 

forces. In such cases, the only coordination they may perform with the 

military is remote information sharing. Furthermore, because most NGOs 

have very little (if any) protective equipment for personal security, any 

activity that makes an NGO appear to be part of military operations can 

result in their becoming targets by hostile elements of a population.

B - 7 Communicating the Differences between DOD and NGO 

Personnel to the Local Population

Due to the level of interaction between DOD and NGO personnel in FDR

operations, it can become increasingly difficult for an affected population to 

make a distinction between military and NGO activities. The following 

InterAction/DOD guidelines communicate these differences. Military 

personnel should abide by the following rules when working with NGO 

partners:

• Military uniforms should be worn

• NGO logos should not be worn or displayed on their person or 

equipment

• Visits to NGO sites should be by prior arrangement

• Security permitting, no weapons should be carried onto NGO sites

• Respect NGO views about meeting at military sites
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• Never refer to NGOs as “force multipliers” or other kinds of 

military assets

• Do not interfere with NGO relief efforts, especially to “unfriendly 

populations”

• Respect NGO policies about being implementing partners for the 

military

NGO personnel should abide by the following guidelines when working 

with military units involved in FDR projects:

• Military uniforms should not be worn

• Visits to military sites should be by prior arrangement

• Travel in military vehicles should be limited to liaison personnel

• Should not be co-located with the military

• Should use their own logos when security conditions permit

• Should minimize their activities at military sites

• Requesting military support should be a last resort and provision of 

such support is not obligatory by the military
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APPENDIX C - REPORT FORMATS

C - 1 MiTaM

Request for Assistance. The Mission Tasking Matrix (MiTaM) process 

begins with an Affected State request for assistance to the United States 

Agency for International Development/Office of United States Foreign 

Disaster Assistance (USAID/OFDA). Should DOD possess a unique 

capability and assets are available to fulfill this need, then USAID/OFDA 

representatives will request DOD support. The USAID/OFDA 

representatives in coordination with the J-9 will develop the MiTaM

request.

JTF MiTaM Processing. The MiTaM is processed by the JTF in five 

phases.

Phase 1 -MiTaM Receipt. The Joint Task Force (JTF), typically the Battle 

Watch Captain and Orders Officer, receives the MiTaM from 

USAID/OFDA and staffs it with the MiTaM Working Group (WG). Then, 

the MiTaM WG provides further analysis of the feasibility of the JTF’s to 

conduct the mission.

Phase 2 - Staffing. The MiTaM WG is comprised of key JTF planners,

unit representatives, and led by the J-9 in coordination with the J-3 (the J-3 

is the tasking authority). The MiTaM WG validates the MiTaM, identifies 

units and resources capable of performing the mission, and issues a warning 

order. The Battle Watch Captain develops a tracking mechanism for 

MiTaMs and tracks them using their USAID/OFDA assigned number.

Phase 3 - Orders Development. The Orders Officer writes an Execution

Order, identifying a list of corresponding tasks, including the MiTaM 

number for tracking; the Execution Order is issued to the tasked unit.

Phase 4 - Mission Execution. The tasked unit executes the assigned 

mission and the Battle Watch Captain tracks MiTaM progress.

Phase 5 – Closure. This phase includes capturing resources requirements, 

i.e., personnel, equipment operational costs, and consumables associated 

with mission execution.

Figure C-1 contains an example of a MiTaM.

NOTE: Tracking of MiTaM tasks should be conducted by J-3 

Current Operations.
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Figure C-1: Example MiTaM
Appendix C – Report Formats

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C - 2 Personnel Status (PERSTAT) Worksheet

Figure C-2 contains an example PERSTAT worksheet.

Figure C-2: Example PERSTAT
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C - 3 Logistics Status (LOGSTAT) Worksheet

Figure C-3 contains an example LOGSTAT worksheet.
Appendix C – Report Formats

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Appendix C – Report Formats

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Figure C-3: Example LOGSTAT
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C - 4 Medical SITREP Format

Figure C-4 contains an example SITREP format.

Sample Medical SITREP Format

1. Current situation (significant changes in operational 

situation/planned or anticipated events next 24 hours)

2. DOD Health Service Support and Force Health Protection

a) DOD population in Affected State

b) DOD Population at Risk (PAR)

c) DOD active duty medical units and grid location

d) DOD reserve medical units and grid location

3. Medical operations (units and facilities)

a) Bed availability and operational status (by type)

b) Hospitalize patients by category

c) All outpatient visits by category

d) Class VIII (medical)

i) Class VIIIA

ii) Class VIIIB

4. Patient movement

a) Required medical evacuation missions

b) Medical evacuation missions conducted

c) Dispositions

d) Comments

5. Preventive medicine – occupational and environmental health

a) Public health issues with mitigation recommendations

b) Comments

6. Action Request Form/Mission Assignment Status

a) Comments

7. JTF Surgeon

a) Priorities 

b) Current issues

c) Future issues

d) Additional critical information not addressed in SITREP

e) Comments/remarks

8. POC for this report is (Name/Email/Phone#)

Figure C-4: Example SITREP
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C - 5 Cost Worksheet

The following spreadsheet is used by the GCCs and the OSD Comptroller 

to capture costs associated with foreign disaster relief missions and may be 

used as a template at the JTF level.

Figure C-5: Cost Worksheet
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APPENDIX D - USEFUL FDR-RELATED WEBSITES

The following websites provide a variety of information related to Foreign 

Disaster Relief agencies and resources, as well as associated governmental 

and Non-Governmental Organizations (NGOs).

African Union

http://www.au.int/

The mission of the African Union Commission is to become an efficient 

and value-adding institution, driving the African integration and 

development process in close collaboration with African Union Member 

States, the Regional Economic Communities, and African citizens.

AlertNet

http://www.alertnet.org

Reuters Alertnet is a humanitarian news network that aims to keep relief 

professionals and the wider public up-to-date on humanitarian crises around 

the globe.

APAN

https://community.apan.org/

The All Partners Access Network (APAN) is an unclassified, non-dot-mil 

network providing interoperability and connectivity among partners over a 

common platform. The All Partners Access Network (APAN) fosters 

exchange and collaboration between the United States Department of 

Defense (DOD) and any external, country, organization, agency or 

individual that does not have ready access to traditional DOD systems and 

networks. 

ASEAN (Association of Southeast Asian Nations)

http://www.aseansec.org/index2008.html

ASEAN’s mission is to accelerate the economic growth, social progress and 

cultural development in the region through joint endeavors in the spirit of 

equality and partnership in order to strengthen the foundation for a 

prosperous and peaceful community of Southeast Asian Nations.

AusiAid

www.ausaid.gov.au

The Australian Agency for International Development (AusAID) is the 

Australian Government agency responsible for managing Australia's 

overseas aid program. 
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The objective of the Australian aid program is to assist developing countries 

reduce poverty and achieve sustainable development, in line with 

Australia's national interest.

AusAID's head office is in Canberra. AusAID also has representatives in 

37 Australian diplomatic missions overseas.

CARE (Cooperative for Assistance and Relief Everywhere) 

www.care.org

CARE is among the largest of the international NGOs and it is active in 

many disasters, notably Somalia. Additionally due to many long-term 

development programs, CARE workers are often on the ground and able to 

coordinate efforts for disaster relief. 

CDC (Center for Disease Control)

http://www.cdc.gov

Center for Disease Control and Prevention within the Department of Health 

and Human Service; provides links to travel health, immunizations, and 

emergency preparedness.

CIA (Central Intelligence Agency) World Factbook

https://www.cia.gov/library/publications/the-worldfactbook

The content of the CIA World Factbook is in the public domain and 

includes information on the geography, people, government, economy, 

communication, transportation, military, and transnational issues of each 

country.

CIDI (Center for International Disease Information)

www.cidi.org

CIDI has information for individuals, groups, corporations, NGOs, 

embassies, media and others in order to provide more effective international 

emergency assistance.

ECHO (European Community Humanitarian Aid Office)

http://ec.europa.eu/echo/index_en.htm

ECHO was established in 1992 by the Second Delors Commission. 

Funding from the office affects 18 million people every year in 60 

countries. It spends €700 million a year on humanitarian projects through 

over 200 partners (such as the Red Cross, Relief NGOs and UN agencies).

It claims a key focus is to make EU aid more effective and humanitarian.

(With the European Community being abolished in 2009, the office began 
Appendix D – Useful Websites

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to be known as the Humanitarian Aid department of the European 

Commission or European Union, but kept its ECHO abbreviation.)

European Union

http://europa.eu/index_en.htm

An economic and political union of 27 member states which are located 

primarily in Europe, the European Union ensures the free movement of 

people, goods, services, and capital in Europe; enacts legislation in justice 

and home affairs, and maintains common policies on trade, agriculture, 

fisheries and regional development.

FEWS NET (Famine Early Warning System Network) 

http://www.fews.net

The goal of FEWS NET is to strengthen the abilities of African countries 

and regional organizations to manage the risk of food insecurity through the 

provision of timely and analytical early warning and vulnerability 

information.

HarmonieWeb

http://www.harmonieweb.org/Pages/Default.aspx

HARMONIEWeb is a site that allows government and non-government 

organizations to work in a collaborative environment to achieve common 

goals in the areas of Humanitarian Assistance, Disaster Response, and 

Stability and Reconstruction. Users can request portal sites to meet the 

collaborative needs of a given situation. Once the site is created, users build 

the sites, manage access, provide content, and designate administrators or 

site owners.

ICRC (International Committee of the Red Cross)

http://www.icrc.org/eng

The English website of the ICRC with information about the organization, 

international law (Geneva Conventions) and ICRC programs around the 

world.

ICVA (International Council of Voluntary Agencies)

http://www.icva.ch

Based in Geneva, ICVA is the primary hub of European NGOs.

IFRC (International Federation of the Red Cross and Red Crescent)

http://www.ifrc.org

Website of the IFRC Societies with access to information on IFRC 

programs, humanitarian principles and the NGO Code of Conduct.
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InterAction

http://www.interaction.org

Based in Washington, DC, InterAction is the main hub of United States 

NGOs.

IRIN

www.irinnews.org

IRIN is a humanitarian news network that aims to keep relief professionals 

and the wider public up-to-date on humanitarian crises around the globe.

Logistics Cluster

http://www.logcluster.org

A field-based interagency logistics information platform to coordinate the 

widest possible participation among all humanitarian logistics actors (UN 

and NGO alike).

MCAST (Maritime Civil Affairs and Security Training Command)

http://www.mcast.navy.mil

The Maritime Civil Affairs and Security Training (MCAST) Command 

mans, trains, equips and deploys Sailors to facilitate and enable a Navy 

Component or Joint Task Force Commander to establish and enhance 

relations between military forces, governmental and nongovernmental 

organizations, and the civilian populace. Accomplished in a collaborative 

manner across the spectrum of operations in the maritime environment, 

MCAST Command executes civilian to military operations and military to 

military training, as directed, in support of security cooperation and security 

assistance requirements.

NATO

http://www.nato.int/cps/en/natolive/index.htm

The North Atlantic Treaty Organization is a military alliance whose mission 

is to promote peace, security, and democratic values through consultation 

and cooperation on defence and security issues.

OneResponse

http://oneresponse.info

OneResponse is an OCHA-managed, collaborative, inter-agency website 

designed to enhance humanitarian coordination within the cluster approach 

and support the predictable exchange of information in emergencies at the 

country level. The website will support the Clusters and OCHA fulfill their 

information management responsibilities as per existing IASC guidance.
Appendix D – Useful Websites

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ReliefWeb

http://www.reliefweb.int

OCHA’s global hub for time-critical humanitarian information on complex 

emergencies and natural disasters.

Save the Children

http://www.savethechildren.org

Save the Children is the leading independent organization creating lasting 

change in the lives of children in need in the around the world. When 

disaster strikes around the world, Save the Children is there to save lives 

with food, medical care and education and remains to help communities 

rebuild through long-term recovery programs.

The Sphere Project

http://www.sphereproject.org/

The Sphere Project is an initiative to define and uphold the standards by 

which the global community responds to the plight of people affected by 

disasters, principally through a set of guidelines that are set out in the 

Humanitarian Charter and Minimum Standards in Disaster Response 

(commonly referred to as the Sphere Handbook). Sphere is based on two 

core beliefs: first, that those affected by disaster or conflict have a right to 

life with dignity and therefore a right to protection and assistance, and 

second, that all possible steps should be taken to alleviate human suffering 

arising out of disaster and conflict.

A digital copy of the Sphere Handbook can be found 

http://www.sphereproject.org/component/option,com_docman/task,cat_vie

w/gid,17/Itemid,203/lang,english/

State/CRS (Coordinator for Reconstruction and Stabilization)

http://www.state.gov/s/crs and http://www.crs.state.gov

Public access and password-protected websites for the Office of the 

Secretary of State’s CRS with information on stabilization and 

reconstruction planning and operations, including the Essential Tasks 

Matrix.

State/PRM (Population, Refugees, and Migration)

http://www.state.gov/g/prm

Website for the Department of State’s Bureau of Population, Refugees and 

Migration with information on USG programs for refugees and conflict 

victims.
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USACAPOC (A) (United States Army Civil Affairs and Psychological 

Operations Command, Airborne)

http://www.usacapoc.army.mil/

USACAPOC (A)'s mission is to organize, train, equip and resource Army 

Reserve Civil Affairs and Psychological Operations forces for worldwide 

support to regional combatant commanders and other agencies as directed.

United Nations

http://www.un.org/en/

The UN strives to achieve international co-operation in solving international 

problems of an economic, social, cultural, or humanitarian character, and in 

promoting and encouraging respect for human rights and for fundamental 

freedoms for all without distinction as to race, sex, language, or religion.

UNDP (United Nations Development Program)

http://undp.org

UNDP is the UN's global development network, an organization advocating 

for change and connecting countries to knowledge, experience and 

resources to help people build a better life. UNDP leads the Early Recovery 

Cluster.

UN FAO (UN Food and Agriculture Organization)

http://www.fao.org

The UN’s FAO leads international efforts to defeat hunger. Serving both 

developed and developing countries, the FAO acts as a neutral forum where 

all nations meet as equals to negotiate agreements and debate policy. FAO 

leads the Agriculture Cluster.

UNHCR (UN High Commissioner for Refugees)

http://www.unhcr.org/cgi-bin/texis/vtx/home

UNHCR safeguards the rights and well-being of refugees. The UNHCR 

leads the Camp Coordination Management and Emergency Shelter Clusters. 

UNICEF (UN Children's Fund)

http://www.unicef.org

UNICEF is mandated to advocate for the protection of children's rights and 

help meet their basic needs. UNICEF works in 191 countries on improving 

health, nutrition, education, and reducing exploitation of children, including 

child soldiers. UNICEF co-leads the Education Cluster (along with Save 
Appendix D – Useful Websites

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the Children-UK), as well as leads the Water Sanitation and Hygiene 

(WASH) Cluster and Nutrition Cluster.

Unified Combatant Commands

US Africa Command (USAFRICOM)

http://www.africom.mil/

US Central Command (USCENTCOM)

http://www.centcom.mil/

US European Command (USEUCOM)

http://www.eucom.mil/

US Northern Command (USNORTHCOM)

http://www.northcom.mil/

US Pacific Command (USPACOM)

http://www.pacom.mil/

US Southern Command (USSOUTHCOM)

http://www.southcom.mil/appssc/index.php

UN OCHA (UN Office for the Coordination of Humanitarian Affairs)

http://ochaonline.un.org/

OCHA mobilizes and coordinates humanitarian assistance delivered by 

international and national partners. OCHA is headed by the Emergency 

Relief Coordinator (ERC), also titled Under-Secretary-General (USG), who 

is responsible for oversight of all emergencies requiring UN humanitarian 

assistance. OCHA co-leads the Emergency Telecommunications Cluster. 

OCHA is the process owner of the Emergency Telecommunications 

Cluster, providing overall coordination, preparedness and initial response.

UN OCHA Civil-Military Coordination Section

http://ochaonline.un.org/webpage.asp?Page=665

OCHA’s Civil-Military and Coordination Section (CMCS) website allows 

access to the Oslo Guidelines on the Use of Military and Civil Defense 

Assets in Disaster Relief and other civil-military guidelines and information 

on CMCS UN Humanitarian Civil-Military Coordination (UN-CMCoord) 

training.

UN OCHA/UNDAC

http://ochaonline.un.org/OCHAHome/AboutUs/Coordination/UNDACSyst

em/tabid/5963/language/en-US/Default.aspx

OCHA’s United Nations Disaster Assessment and Coordination (UNDAC) 

Team is a stand-by team of disaster management professionals. Upon 
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request of a disaster-stricken country, the UNDAC team can be deployed 

within 24 hours to carry out rapid assessment of priority needs and support 

national authorities and the UN Resident Coordinator to coordinate 

international relief on-site. The website allows access to the UNDAC 

Handbook (similar to the United States Agency for International 

Development Field Operations Guide), information on UNDAC training, 

and a link to the International Search and Rescue Advisory Group 

(INSARAG).

United States Agency for International Development (USAID)

http://www.usaid.gov

Lead US agency for US response operations in foreign disaster response or 

humanitarian assistance.

The USAID Field Operations Guide (FOG) can be found at: 

http://www.usaid.gov/our_work/humanitarian_assistance/disaster_assistanc

e/resources/pdf/fog_v4.pdf

United States Agency for International Development/Office of US 

Foreign Disaster Assistance (USAID/OFDA)

http://www.usaid.gov/our_work/humanitarian_assistance/disaster_assistance/

USAID/OFDA is the lead agency, and coordinator, for, USG responses to 

disasters in foreign countries. USAID/OFDA works to minimize the human 

costs of displacement, conflicts, and natural disasters. As the largest 

bilateral donor of humanitarian assistance, the USG has a unique role to 

play in shaping the nature of the assistance environment. Through close 

cooperation with other US Government agencies, bilateral and multilateral 

donors, host governments and implementing partners, USAID/OFDA's 

activities help maintain good relations and contribute positively to the 

United States' image abroad.

Virtual OSOCC (On-Site Operations Coordination Centers)

http://ocha.unog.ch/virtualosocc

Provides access to OCHA’s Virtual On-Site Operations Coordination 

Centers (VOSOCC), which allow for real-time sharing of information 

related to specific emergencies and operations.

WFP (World Food Program)

http://www.wfp.org/

The United Nation’s WFP is the world's largest humanitarian agency that 

fights hunger worldwide. The WFP leads the Logistics and Emergency 

Telecommunications Clusters.
Appendix D – Useful Websites

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WHO (World Health Organization)

http://www.who.int/en/

WHO is the directing and coordinating authority for health within the 

United Nations system. It is responsible for providing leadership on global 

health matters, shaping the health research agenda, setting norms and 

standards, articulating evidence-based policy options, providing technical 

support to countries and monitoring, and assessing health trends. WHO 

leads the Health Cluster.
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APPENDIX E - TRAINING

Course Title: Joint Humanitarian Operations Course

Course Descriptor: As the lead agency for organizing US Government 

(USG) international disaster response, USAID’s Office of US Foreign 

Disaster Assistance (USAID/OFDA) created the Joint Humanitarian 

Operations Course (JHOC) to establish a formal learning environment for 

select US military leaders and planners to discuss the relationship between 

USAID, its partners, and the US military, and to prepare participants to 

work collaboratively during Foreign Disaster Relief (FDR) operations.

To register: Email: mlu@usaid.gov, or contact USAID, Office of US

Foreign Disaster Assistance, 529 14th Street NW, Suite 700, Washington, 

DC 20045, Office (202) 661-9382; Fax (202) 347-0315

Course Title: Humanitarian Assistance Response Training

Course Descriptor: The Humanitarian Assistance Response Training 

(HART) course provides military and response professionals with a two to 

four-day operational-level training course with practical information and 

tools for use in supporting civilian-led humanitarian assistance operations, 

including disaster response operations. The program is focused on civilianmilitary relations, including interacting with agencies of the Affected State 

and humanitarian agencies.

To register: http://coe-dmha.org/

Course Title: Interagency Logistics

Course Descriptor: This seminar style course offers a whole-ofgovernment perspective on disaster relief logistics and is sponsored by 

DHS/FEMA. The Interagency Logistics Course (ILC) focuses on National 

and International level logistics operations by providing military and

civilians stakeholders with insights into interagency logistics planning and 

execution.

To register: http://www.almc.army.mil/ALU_COURSES/8AF43551F35-

MAIN.htm

Registration Assistance: Contact: ALU Registrar; Phone: (804) 765-

4152/4149/4122

Course Title: Joint, Interagency, and Multinational Planner's Course 

(JIMPC)

Course Descriptor: The Joint Interagency Multinational Planner's Course 

(JIMPC) is a specialized short course addressing the dynamic challenges 

confronting mid-grade civilian and military planners who conduct 

interagency coordination for complex contingencies overseas. The five day 
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long course educates officers in the transforming organizations and 

processes that are being developed to improve a whole-of-government 

comprehensive approach to solving complex contingencies. This course 

educates officers in the latest developments in interagency coordination and 

serves as a forum for an exchange of best practices.

To register: http://www.jfsc.ndu.edu/schools_programs/jimpc/default.asp

Course Title: Joint Logistics (CLL-016)

Course Descriptor: This module provides professionals with knowledge of 

functional assignments that involve joint planning, inter-Service, and 

multinational logistics support, as well as joint logistics in a theater of 

operations. By completing this module, professionals will recognize the 

important roles and responsibilities within the joint logistics environment; 

the capabilities that joint logistics delivers; the important factors related to 

planning, executing, and controlling joint logistics; and the factors that will 

ensure a successful future for joint logistics.

To register: http://www.dau.mil/default.aspx (Continuous Learning 

Modules)

Training Provider: Joint Knowledge On-line

Programs: (See recommended courses listed below)

Website: http://jko.jfcom.mil to register for training:

1. Go to http://jko.jfcom.mil and click “new user” *note if you have am 

AKO/DKO account skip to step 3.

2. Register for an AKO/DKO account.

a. Military or Government civilian: Select “Joint Account” and 

follow the instructions for establishing an account. You must 

enter an external email address (.mil/.gov/company) to ensure 

delivery of your account information. Joint accounts become 

active after AKO/DKO verifies username usually within a few 

hours after submission. For questions regarding your Joint 

account contact the AKO Help Desk at 1-866-335-ARMY.

b. Contractors and other employee types: Select “Sponsored 

Account” and follow instructions for establishing an account.

(1) Once prompted for a sponsor information, enter 

“joint.training”.

(2) You must enter an external email address 

(.mil/.gov/company) to ensure delivery of your 

account information. You will receive two emails 

notifications: the first will confirm your sponsor 
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approval (allow up to 24-hours), the second will 

confirm account adjudication by AKO/DKO (allow 

up to 24-hours after sponsor approval).

(3) For questions and renewal information regarding 

your sponsored account, contact the JKO Help Desk 

at 1-757-203-5654.

3. Once your account is established, go to http://jko.jfcom.mil and click 

“Enter JKO” you will be directed to the AKO/DKO login page. Login 

and you will be redirected to the JKO home page.

4. For questions please contact the JKO helpdesk at 1-757-203-5654 or 

jkohelpdesk@jfcom.mil

Course Title: J3O P-US272-Department of Defense (DOD) 101 -

Interagency Course-Section 001

Course Descriptor: The purpose of this course is to educate and inform 

individuals in the Department of Defense (DOD) and other US Government 

Agencies on the fundamental workings of DOD as an entity within the US 

Government and how DOD works within the interagency process. The 

student will become familiar with the key tasks and organizations within 

DOD and their interagency comparisons. At the conclusion of the course, 

the student will understand how DOD is organized and functions and its 

support to the interagency process.

Course Title: J3O P-US784-Department of Health and Human Service 

101 - Interagency-Section 001

Course Descriptor: The purpose of this course is to educate and inform 

individuals in the Department of Defense (DOD) and other US Government 

Agencies on the fundamental workings of the Department of Health and 

Human Services (HHS) and how it operates within the interagency process.

The student will become familiar with the history, organization, functions, 

and roles and responsibilities of HHS. At the conclusion of the course, the 

student will understand how the HHS is organized; how HHS responds to 

national public health and medical emergencies; how it compares to DOD 

and other agencies in the US Government and how it functions within the 

interagency process and in support of reconstruction and stabilization 

activities.

Course Title: J3O P-US422-Department of Homeland Security 101 -

Interagency Course

Course Descriptor: The purpose of this course is to educate employees of 

the Department of Homeland Security and other domestic and international 

partners on the Departments international security role and presence. This 
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course is to be offered in conjunction with a number of other Interagency 

101 courses designed to provide a baseline understanding of each 

organization. The student will become familiar with the structure, mission, 

responsibility, and organization of the Department of Homeland Security as 

they relate to international activities.

Course Title: J3O P-US830-Department of Justice 101 - Interagency 

Course-Section 001

Course Descriptor: The purpose of this course is to educate and inform 

individuals in the Department of Defense (DOD) and other US Government 

Agencies on the fundamental workings of the Department of Justice and 

how it supports reconstruction and stabilization operations. The student 

will become familiar with the organization, functions, and roles and 

responsibilities of DOJ. At the conclusion of the course, the student will 

understand how the DOJ is organized and how it functions within the 

interagency process in support of reconstruction and stabilization activities.

Course Title: J30 P-US298 Department of State 101 Interagency

Course Descriptor: The purpose of this course is to educate and inform 

individuals in the Department of Defense (DoD) and other US Government 

Agencies on the fundamental workings of the Department of State (DOS) 

and how it operates within the interagency process. The student will 

become familiar with the history, organization, functions, and roles and 

responsibilities of DOS. At the conclusion of the course, the student will 

understand how the DOS is organized; how it compares to DoD and other 

agencies in the US Government and how it functions within both the 

interagency process and in coordination with DoD. This course is one of 

the eleven modules that constitute the Interagency 101 course.

Course Title: J3O P-US345-USAID 101 - Interagency Course

Course Descriptor: The purpose of this course is to educate and inform 

individuals in the Department of Defense (DOD) and other US Government 

Agencies on the fundamental workings of the US Agency for International 

Development (USAID) and how it operates within the interagency process. 

The student will become familiar with the history, organization, functions, 

and roles and responsibilities of USAID. At the conclusion of the course, 

the student will understand how USAID is set up and how it compares to 

DOD and other agencies in the US Government as well as how it functions 

within both the interagency process and with DOD. This course is to be 

offered in conjunction with the DOD 101-Interagency and Department of 

State 101-Interagency courses.
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Course Title: J3O P-US012-Joint Interagency Coordination Group 

(JIACG) Course-Section 001

Course Descriptor: This course provides an overview of JIACG and its 

structure, describes the JIACG environment and its players, and explains 

the JIACG process.

Course Title: Maritime Engagement and Crisis Response

Course Descriptor: Provide students with a basic knowledge of concepts, 

terms, organizations, and planning considerations for crisis response and 

limited contingency operations with an emphasis on Stability Operations. 

Present students with the US perspective relative to Limited Contingency 

Operations and Crisis Response in general and peace operations and 

humanitarian assistance operations in particular. Prepare students to 

assume duties on a staff that may be involved in conducting, planning, or 

supporting peace operations and/or humanitarian assistance and disaster 

relief operations.

To register: http://ewtglant.ahf.nmci.navy.mil/courses/cin/J-9E-0002.html

Phone: (757) 462-4504 / 4505, DSN: 253-4504 / 4505; FAX: (757) 462-

7343, DSN: 253-7343; E-mail questions regarding quotas or cancellations 

to ewtglant_quotas@navy.mil

Course Title: Multinational Logistics

Course Descriptor: This course provides an overview of multinational 

operations. It acts as a force multiplier by familiarizing students with 

logistics strategy, doctrine, theory, programs and processes in a 

multinational environment.

To register: http://www.alu.army.mil/ALU_COURSES/ALMCNLMAIN.htm

Registration Assistance: Contact: ALU Registrar; Phone: (804) 765-

4152/4149/4122Course Title: United Nations (UN) Civil-Military 

Coordination (UN CMCoord) course

Course Descriptor: Since 2004, the Center of Excellence in Disaster 

Management & Humanitarian Assistance has partnered with the United 

Nations Office for the Coordination of Humanitarian Affairs (UN OCHA) 

to facilitate OCHA's Civil Military Coordination (UN-CMCoord) course. 

The course works to build a network of civilian and military personnel that 

are trained in international civil-military coordination. The UN-CMCoord 

Course is designed to address the need for coordination between 

international civilian humanitarian actors, especially UN humanitarian 

agencies, and international military forces in an international humanitarian 

emergency. This established UN training plays a critical role in building 
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capacity to facilitate effective coordination in the field by bringing together 

practitioners from the spectrum of actors sharing operational space during a 

humanitarian crisis and training them on UN coordination mechanisms and 

internationally recognized guidelines for civil military coordination.

To register: http://coe-dmha.org/

Training Provider: United States Institute for Peace (USIP) 

Training Program: The Academy for International Conflict Management 

and Peacebuilding is the education and training arm of the United States 

Institute of Peace. The Academy offers practitioner-oriented courses at the 

Institute’s headquarters in Washington and elsewhere, conducts conflict 

management workshops and training in conflict zones abroad, and makes 

many of its courses and other resources available online to professionals, 

teachers, and students around the world.

Website: http://www.usip.org/training/online/

Training Provider: ReliefWeb

Programs Offers training by theme and country.

Website: http://reliefweb.int/trainings

Training Provider: United Nations Peace Operations Training 

Institute

Course Description: The Peace Operations Training Institute provides 

globally accessible and affordable distance-learning courses on peace 

support, humanitarian relief, and security operations. We are committed to 

bringing essential, practical knowledge to military and civilian personnel 

working toward peace worldwide

Website: http://www.peaceopstraining.org/
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APPENDIX F - REFERENCES

The following documents were reviewed or considered during development 

this handbook or may be of interest to readers. 

F - 1 Executive Orders/Public Laws/Statutes

Executive Order 12966- Foreign Disaster Assistance, 14 July 1995.

Foreign Assistance Act of 1961 (Public Law 87-195, as amended; 22 

United States Code (USC) § § 2151 et seq.).

10 USC § 401 Humanitarian and Civic Assistance.

10 USC § 402 Transportation for Humanitarian Relief Supplies.

10 USC § 404 Foreign Disaster Assistance.

10 USC § 407 Humanitarian Mine Action.

10 USC § 2557 Excess Nonlethal Supplies for Humanitarian Relief.

10 USC § 2561 The Funded Transportation Program.

F - 2 Instructions/ Regulations/ Directives

Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 2700.01D,

“International Military Agreements for Rationalization, 

Standardization, and Interoperability Between the United States, Its 

Allies and Other Friendly Nations,” 30 October 10.

CJCSI 3121.01B, “Standing Rules of Engagement/Standing Rules for the 

Use of Force for US Forces,” 13 June 2005.

CJCSI 3214.01C, “Military Support of Foreign Consequence Management 

Operations,” 11 January 2008.

CJCSI 3500.01B, “Joint Training Policy for the Armed Forces of the United 

States,” 31 Dec 1999. 

CJCSM 3113.01A, Theater Engagement Planning, 31 May 2000.

CJCSM 3122.03A, Joint Operation Planning and Execution System Volume 

II Planning Formats and Guidance, 31 Dec 1999.

CJCSM 3500.05A, Joint Task Force Headquarters Master Training Guide, 

1 September 2003.

CJCSM 3500.04C, Universal Joint Task List, 1 July 2002.
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Department of the Army, Graphic Training Aid (GTA) 41-01-003, Civil 

Affairs Foreign Humanitarian Assistance Planning Guide, August 

2009.

Department of the Army, Working with the Office of US Foreign Disaster 

Assistance, October 2007.

Department of the Army, Field Manual 3-07, Stability Operations, October 

2008. 

Department of the Navy, Operational Navy Instruction (OPNAVINST) 

5080.2 (Draft), Cooperation with Non-Governmental Organizations in 

Permissive, Non-Hostile Environments.

Department of Defense Directive (DODD) 2205.3, “Implementing 

Procedures for the HCA Program,” 27 January 1995.

DODD 3000.05, “Stability Operations,” 16 September 2009.

DODD 4160.21M, “Defense Material Disposition Manual,” 18 August

1997.

DODD 5100.01, “Functions of the Department of Defense and its Major 

Components,” 21 December 2010.

DODD 5105.22, “Defense Logistics Agency (DLA), 17 May 2006.

DODD 5105.64, “Defense Contract Management Agency (DCMA),” 27 

September 2000.

DODD 5105.65, “Defense Security Cooperation Agency (DSCA),” 31 

October 2000.

DODD 5100.46, “Foreign Disaster Relief,” 4 December 1975.

DODD 5145.4, “Defense Legal Services Agency,” 15 December 1989.

DODD 6200.04, “Force Health Protection,” 9 October 2004.

DODD 6050.7, “Environmental Effects Abroad of Major DOD Actions,” 5 

March 2004.

Department of Defense Instruction (DODI) 2205.02, “Humanitarian and 

Civic Assistance Activities,” 2 December 2008.

DODI 4715.5, “Management of Environmental Compliance at Overseas 

Installations,” 22 April 1996.

DODI 4715.8, “Environmental Remediation for DOD Activities Overseas,” 

2 February 1998.
Appendix F – References

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DODI 4715.05-G, “Overseas Environmental Baseline Guidance 

Document,” 1 May 2007.

DODI 6000.16, “Military Health Support for Stability Operations,” 17 May 

2010.

DODI 8220.02, “Information and Communications Technology Capabilities 

for Support of Stabilization and Reconstruction, Disaster Relief, and 

Humanitarian and Civic Assistance Operations,” 30 April 2009.

Joint Publication (JP) 1, Doctrine for the Armed Forces of the United 

States, 20 March 2009.

JP 1-02, Department of Defense Dictionary of Military and Associated 

Terms, 31 July 2010. 

JP 1-04, Legal Support to Military Operations, 1 March 2007.

JP 1-06, Financial Management in Support of Joint Operations, 4 March 

2008.

JP 2-0, Joint Intelligence, 22 June 2007.

JP 3-0, Joint Operations, 22 March 2010.

JP 3-07.3, Joint Tactics, Techniques, and Procedures for Peace Operations, 

17 October 2007.

JP 3-08, Interagency, Intergovernmental Organization, and 

Nongovernmental Organization Coordination during Joint Operations 

(Vol. 1 and 2), 17 March 2006. 

JP 3-10, Joint Security Operations in Theater, 3 February 2010.

JP 3-16, Multinational Operations, 7 March 2007.

JP 3-29, Foreign Humanitarian Assistance, 17 March 2009.

JP 3-33, Joint Task Force Headquarters, 16 February 2007.

JP 3-34, Joint Engineer Operations, 12 February 2007.

JP 3-35, Deployment and Redeployment Operations, 7 May 2007.

JP 3-50, Personnel Recovery, 5 January 2007.

JP 3-57, Joint Doctrine for Civil Military Operations, 8 July 2008.

JP 3-61, Doctrine for Public Affairs in Joint Operations, 25 August 2010. 

JP 4-0, Joint Logistics, 18 July 2008.
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JP 4-02, Health Services Support, 31 October 2006.

JP 4-08, Joint Doctrine for Logistics of Multinational Operations, 25 Sep 

2002.

JP 4-09, Joint Distribution Operations, 5 February 2010.

JP 4-10, Operational Contract Support, 17 October 2008.

JP 5-0, Joint Operations Planning, 26 December 2006.

JP 6-0, Joint Communications System, 10 June 2010.

Joint Standard Operating Procedures, Volume IX: Knowledge Management, 

02 February 2011.

Joint Staff Instruction 3820.01E, “Environmental Engineering Effects of 

DOD Actions,” 30 September 2005.

National Security Presidential Directive 44, “Management of Interagency 

Efforts Concerning Reconstruction and Stabilization,” 7 December 

2005.

Navy Tactics, Techniques, and Procedures (NTTP) 3-57.3, Navy 

Humanitarian and Civic Assistance Operations, November 2009.

NTTP 4-02.6, Hospital Ships, June 2004.

Navy Warfare Development Command TACMEMO 3-07.6-06, Foreign 

Humanitarian Assistance/Disaster Relief Operations Planning, May 

2006.

Presidential Decision Directive 56, “Managing Complex Contingency 

Operations,” 20 May 1997.

US Southern Command Regulation 380-10, Foreign Disclosure Program

(For Official Use Only), 1 August 2010.

United States Joint Forces Command (USJFCOM), Commander’s 

Handbook for the Joint Interagency Coordination Group, 1 March 

2007.

USJFCOM, J-7 Pamphlet (Version 1), US Government Draft Planning 

Framework for Reconstruction, Stabilization, and Conflict 

Transformation, 1 December 2005.

F - 3 Other

A Common Perspective: The Joint Doctrine, Education, and Training 

Newsletter. Vol. 2, Number 4 (2011).
Appendix F – References

F-5

UNCLASSIFIED

Air, Land, and Sea Application (ALSA) Center. Multi-Service Tactics, 

Techniques, and Procedures for Conventional Forces and Special 

Operations Forces Integration and Interoperability. March 2010.

ALSA Center. Airfield Openings. May 2007.

All, Pamela, LTC Daniel Miltenberger, and Thomas G Weiss. Guide to 

IGOs, NGOs, and the Military in Peace and Relief Operations. 

Washington, DC: United States Institute of Peace Press, 2000.

“Asia-Pacific Regional Guidelines for the Use of Foreign Military Assets in 

Natural Disaster Response Operations” Version 7.9 (Draft). United 

Nations Office for the Coordination of Humanitarian Affairs, CivilMilitary Coordination Section. 15 November 2009.

Bazerman, M. and M. Watkins. Predictable Surprises: The Disasters You 

Should Have Seen Coming. Cambridge: Harvard University Press, 

2004. 

Captain Bill, Brian and Major Jeremy Marsh. Operational Law Handbook. 

Charlottesville: US Army, 2010.

Binnendijk, Hans and Patrick M. Cronin, ed. Civilian Surge: Key to 

Complex Operations. National Defense University: December, 2008.

The Brookings Institute. Protecting Internally Displaced Persons: A 

Manual for Law and Policymakers. October 2008.

Cross Sector Language Guide. World Cares Center. February, 2011.

Defense Threat Reduction Agency. Foreign Consequence Management 

Legal Deskbook. Washington, DC: DTRA, 2007.

Dziedzic, Michale J and COL Michael K. Seidl. “Provincial Reconstruction 

Teams.” United States Institute of Peace Special Report. Special Report 

147 (2005): 2-15.

Foster, Erin. “Humanitarian Principles and Guiding Documents.” Civil 

Military Fusion Center: 16 November 2010.

Gates, Robert. “Memorandum for Commander, US Pacific Command.” 

Subject: Disaster Assistance to the Philippines.” 22 October, 2010.

Guidance to Security Assistance Offices and Joint Task Forces on Foreign 

Humanitarian Assistance and Disaster Relief (HA/DR). 

USSOUTHCOM. 22 May 2007.

“Guiding Principles for Public-Private Collaboration for Humanitarian 

Action.” United Nations.
Foreign Disaster Relief Handbook

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HAST Toolkit (Draft). USPACOM. 

Humanitarian Assistance/Disaster Relief Lessons from a Hurricane (For 

Official Use Only). Quantico: USMC Center for Lessons Learned, 

2006.

Institute for Defense Analysis. Worldwide Humanitarian Assistance 

Logistics Handbook (Vol. 1-3): 22 March 2004.

Interagency Teaming to Counter Irregular Threats. December 2009.

“Interim Supplement to Joint Task Force—Port Opening (JTF-PO), Seaport 

of Debarkation (SPOD) Concept of Operations (CONOPS).” 

USTRANSCOM. Version 1.05, 01 August 2008.

International Assistance System Concept of Operations. United States 

Department of State. 1 October 2010.

International Federation of Red Cross and Red Crescent Societies. “Code of 

Conduct for the IRC Movement and NGOs in Disaster Relief,” 2002.

Joint Center for Operational Analysis. Vol. XII, Issue 2: Summer 2010.

Joint Civil Information Management Tactical Handbook. Version 2.0, 30 

April 2010.

Joint Civil Information Management Users Manual. 29 April 2011.

“Joint Distribution Center Transition Template.” DPO Concept 

Implementation and Assessment (TCJ5/4-J). 31 October 2008.

Joint Logistics Strategic Plan, 2010-2014. Department of Defense. 

“Joint Logistics White Paper.” Department of Defense. 4 June 2010.

Lieutenant General Keen, P.K. et al. “Foreign Disaster Response: Joint 

Task Force—Haiti Observations.” Military Review. NovemberDecember (2010): 85-96.

Lawry Lynn MD, MSPH, MSc, ed. Guide to Nongovernmental 

Organizations for the Military. Washington, DC: United States 

Department of Defense, 2009.

Liaison: A journal of Civil-Military Humanitarian Relief Collaborations. 

Vol. 4, issue 1.

Liaison: A journal of Civil-Military Humanitarian Relief Collaborations. 

Vol. 6, issue 1.
Appendix F – References

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“Military Surface Deployment & Distribution Command (SDDC) Support 

Plan to USTRANSCOM Joint Task Force—Port Opening (JTF-PO) 

Concept of Operations.” Military Surface and Distribution Command. 

Version 2.0 15 May 2009.

Mull, Stephen D. “Memorandum for Michael L Bruhn, Executive Secretary, 

Department of Defense. Subject: Request for DOD Disaster Assistance 

to the Philippines.” 8 October 2010.

Mull, Stephen D. “Memorandum for Michael L Bruhn, Executive Secretary, 

Department of Defense. Subject: Request for Humanitarian Assistance 

in Uzbekistan.” 22 June 2010.

Multi-Agency Guide for Logistics Cooperation. Version 0.8.5

Multinational Information Preparation of the Operational Environment 

(MIPOE) for Humanitarian Assistance and Disaster Relief (HADR) 

“How To” Handbook (Draft). USPACOM. 

Multinational Force Standing Operating Procedures (MNF SOP): HA/DR 

Mission Extract. USSOUTHCOM. Version 2.5. January 2010.

COL Nang, Roberto. “Medical Rules of Engagement.” Internal 

Memorandum, 24 March 2011.

National Defense University. Interagency Management of Complex Crisis 

Operations Handbook. January 2003.

National Defense Strategy of 2008.

National Military Strategy of the United States of America, 2011. 

National Security Strategy of 2010.

Office for the Coordination of Humanitarian Affairs (OCHA). Oslo 

Guidelines: Guidelines on the Use of Foreign Military and Civil 

Defence Assets in Disaster Relief. Revision 1.1, November 2007. 

OCHA. United Nations Disaster Assessment and Coordination Field 

Handbook. 2000.

Office of the Coordinator for Stabilization and Reconstruction. 

“Reconstruction and Stabilization: Civilian Response,” December 

2005.

Peace & Stability Operations Journal Online. Vol 1, Issue 1: October 2010.
Foreign Disaster Relief Handbook

F-8

UNCLASSIFIED

Perito, Robert M, ed. Guide for Participants in Peace, Stability and Relief 

Operations. Washington, DC: United States Institute of Peace Press, 

2007.

Quadrennial Defense Review, 2010.

“Role of DOD in Foreign Disaster Relief” (PowerPoint Brief). Office of the 

Secretary of Defense, Partnership Strategy & Stability Operations. July, 

2010.

Schnelle, D. “Introduction to Natural Disasters.” Cited in G. Ciottone 

(Editor). Disaster Medicine. Pittsburgh: Mosby Elsevier, 2006.

Siegel, Adam B. “Civil-Military Marriage Counseling: Can this Union be 

Saved?” Special Warfare. December (2002): 28-34.

Smith, Daniel B. “Memorandum for Lieutenant Colonel Alfredo Najera, 

USA, Acting Executive Secretary, Department of Defense. Subject: C130s for Chile Earthquake Relief Efforts.” 5 March 2010.

The Sphere Project. Humanitarian Charter and Minimum Standards in 

Disaster Response. 2004.

Tactical Commander’s Handbook for Theater Security Cooperation. 2009.

United Nations High Commissioner for Refugees. Handbook for 

Emergencies, July 2007.

United States Agency for International Development (USAID). Field 

Operations Guide for Disaster Assessment and Response. November 

2005.

(USAID)/Bureau for Democracy, Conflict, and Humanitarian Assistance

(DCHA), Office of US Foreign Disaster Relief (USAID/OFDA). 

Guidance for Disaster Planning and Response. 2010.

USAID/OFDA 2010 Hurricane Season Preparedness and Response Plan. 8 

June 2010

USAID/OFDA. Joint Humanitarian Operations Course: Civil-Military 

Roles in International Disaster Response. Military Liaison Unit, 2010.

United States Government Interagency Complex Contingency Operations 

Organizational and Legal Handbook. Charlottesville: United States 

Army, 2004.

USIP/PKSOI. Guiding Principles for Stabilization and re-Construction.
Appendix F – References

F-9

UNCLASSIFIED

“US Military Support to International Humanitarian Relief Operations: 

Fiscal and Legal Constraints” (Draft). MAJ Bradford B. Byrnes

“USTRANSCOM Support to Foreign Humanitarian Assistance.” 

USTRANSCOM TCJ5/4-S. November 2010.

Vickers, Mike. “Action Memo for Deputy Secretary of Defense. Subject: 

Request for DOD Disaster Assistance Support in Philippines.”

COL Vohr, Alex. “Haiti Disaster Relief: Logistics is the Operation.”

Unpublished paper.

Wagner, David. “Legal Aspects of Joint Operations” (PowerPoint Brief).

United States Southern Command.

Wong, Marcia. “Conflict Transformation: The Nexus between State 

Weakness and the Global War on Terror.” Remarks at the 17th Annual 

National Defense Industrial Association and Special Operations/Low 

Intensity Conflict Symposium. Crystal City, VA. 13 March 2006.
Foreign Disaster Relief Handbook

F-10

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APPENDIX G - ACRONYMS

AAR After Action Report

ACCE Air Component Coordination Element

ACDA Arms Control & Disarmament Agency

ACE Aviation Combat Element

ACSA Acquisition Cross-Service Agreements

ADB Asian Development Bank

ADCON Administrative Control

ADVON Advance Echelon

AE Aeromedical Evacuation

AELT Aeromedical Evacuation Liaison Team

AFAFRICA US Air Forces, Africa

AFB Air Force Base

AFDRU Austrian Forces Disaster Relief Unit

AFNORTH US Air Force, North 

AFSOUTH US Air Forces Southern

AIDS Acquired Immune Deficiency Syndrome

AKO Army Knowledge Online

ALO Aviation Liaison Officers

ALSA Air, Land, and Sea Application Center

AMC Air Mobility Command

AO Area of Operations

AOR Area of Responsibility

APAN All Partners Access Network

APOD Aerial Port of Debarkation

APOE Aerial Port of Embarkation

ARG Amphibious Ready Groups

ARNORTH US Army, North

ASD Assistant Secretary of Defense

ASD/APSA Assistant Secretary of Defense for Asia/Pacific Security Affairs

ASD/HD&ASA Assistant Secretary of Defense for Homeland Defense and 

America’s Security Affairs

ASEAN Association of Southeast Asian Nations

ASL Above Sea Level

ASPR US Department of Health and Human Services/Assistant 

Secretary for Preparedness and Response

AST Airfield Survey Team

ATO Air Tasking Order

AU African Union

CA Civil Affairs

CAB Combat Aviation Brigade
Foreign Disaster Relief Handbook

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CAO Civil Affairs Operations

CAPE Cost Assessment and Program Evaluation

CARE Cooperative for Assistance and Relief Everywhere

CAT Civil Affairs Teams

CBRNE Chemical, Biological, Radiological, Nuclear, and High-Yield 

Explosives

CCATT Critical Care Air Transport Teams

CCIR Commander’s Critical Information Requirements

CCT Combat Controller Teams

CDC Center for Disease Control

CDR Commander (Navy rank – Commander/O-5)

CE Command Element

CEB Combat Engineer Battalion

CH Chaplain (special staff)

CIA Central Intelligence Agency

CIDI Center for International Disease Information

CIM Civil Information Management

CISM Critical Incident Stress Management

CJCS Chairman of the Joint Chiefs of Staff

CJCSI Chairman of the Joint Chiefs of Staff Instruction

CJCSM Chairman of the Joint Chiefs of Staff Manual

CMCS Civil-Military Coordination Section 

CMI Classified Military Information

CMO Civil Military Operations

CMOC Civil Military Operations Center

COA Courses of Action

COCOM Combatant Commands

COE Center for Excellence in Disaster Management and Humanitarian 

Assistance

COL Colonel

COM Chief of Mission

COMCAM Combat Camera

COMPACFLT Commander, Pacific Fleet

COMSEC Communications Security 

CONOPS Concept of Operations

CONPLAN Concept Plan

CONUS Continental United States 

COP Common Operational Picture

COR Contracting Officer Representative

COS Chief of Staff
Appendix F – References

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COSC Combat and Operational Stress Control

COTS Commercial Off-The-Shelf

CRE Contingency Response Group

CRG Contingency Response Element

CRM Composite Risk Management

CRT Contingency Response Team

CRTS Casualty Receiving and Treatment Ships

CSEL Command Senior Enlisted Leader

CSH Combat Support Hospitals

CSL Cooperative Security Location

CST Communication Support Team

CUI Controlled Unclassified Information

DART Disaster Assistance Response Team

DASC Direct Air Support Center

DASP Disaster Assistance Support Program

DATT Defense Attaché

DCHA Bureau for Democracy, Conflict, and Humanitarian Assistance 

(USAID)

DCM Deputy Chief of Mission (American Embassy)

DCMA Defense Contract Management Agency

DCST Defense Logistics Agency Contingency Support Team

DDA Designated Disclosure Authority

DEET N,N-Diethyl-meta-toluamide (insect repellant)

DHCA Democracy, Conflict, and Humanitarian Assistance 

(USAIC/OFDA)

DHS Department of Homeland Security

DISA Defense Information Systems Agency

DKO Defense Knowledge Online

DLA Defense Logistics Agency

DMT Disaster Management Team (United Nations)

DOD Department of Defense

DODD Department of Defense Directive

DODI Department of Defense Instruction

DOJ Department of Justice 

DOS Department of State

DPARS Delivery Performance Achievement and Recognition System

DR Disaster Relief

DSCA Defense Security Cooperation Agency

DTRA Defense Threat Reduction Agency

EAP East Asian and Pacific Affairs
Foreign Disaster Relief Handbook

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ECHO European Community Humanitarian Aid Office

EDRT Expeditionary Disposal Remediation Team

EEFI Essential Elements of Friendly Information

EMCA Europe, Middle East, and Central Asia (USAID/OFDA regional 

team)

EMEDS Emergency Medical Support

EP Excess Property

EPU Expeditionary Port Units

ER Emergency Relief 

ERC Emergency Relief Coordinator

ESP Engineer Support Plan

EU European Union

EUR European and Eurasian Affairs

EXECSEC Executive Secretary (DOS)

EXORD Execute Order

FAA Foreign Assistance Act of 1961

FAO Foreign Area Officer

FARP Forward Arming and Refueling Point

FCC Functional Combatant Commands

FDR Foreign Disaster Relief

FEMA Federal Emergency Management Agency

FEST Forward Engineer Support Team

FEWS Famine Early Warning System

FFIR Friendly Force Information Requirements

FHA Foreign Humanitarian Assistance

FHP Force Health Protection

FOB Forward Operating Base

FOG Field Operations Guide

FP Force Protection

FPCON Force Protection Condition

FPP Food for Peace Program

FSN Foreign Service National

FST Fuel Support Team

FY Fiscal Year

GCC Geographic Combatant Commander

GCE Ground Combat Element

GEOINT Geospatial Intelligence

GIG Global Information Grid

GPC Geospatial Planning Cell

GPMRC Global Patient Movement Requirements Center
Appendix F – References

G-5

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GPS Global Positioning System

GSJFHQ Global Standing Joint Force Headquarters

HA Humanitarian Assistance

HA/DR Humanitarian Assistance/Disaster Relief

HAA/M Humanitarian Assistance Advisor/Military

HAP Humanitarian Assistance Program

HART Humanitarian Assistance Response Training

HAST Humanitarian Assistance Survey Team

HAZMAT Hazardous Material

HC Humanitarian Coordinator

HCP Health Care Provider

HDM Office of Humanitarian Assistance, Disaster Relief, and Mine 

Action (DSCA/PGM/HDM)

HDTC Humanitarian Demining Training Center

HHS Health and Human Services

HIU Humanitarian Information Unit

HMA Humanitarian Mine Action

HOC Humanitarian Operations Center

HQ Headquarters

HSS Health Service Support

IA Interagency

IASC Inter-Agency Standing Committee

ICAO International Civil Aviation Organization

ICRC International Committee of the Red Cross

ICVA International Council of Voluntary Agencies

IDP Internally Displaced Person

IDRA International Disaster Relief Assistance

IFR Instrument Flight Rules

IFRC International Federation of the Red Cross and Red Crescent

IG Inspector General

IGO Intergovernmental Organization

IHC International Humanitarian Community

IM Information Management

INSARAG International Search and Rescue Advisory Group

IO International Organizations

IOM International Organization for Migration

IPC Interagency Policy Committee

IRIN Integrated Regional Information Network

ISA International Security Affairs

IT Information Technology
Foreign Disaster Relief Handbook

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JAT Joint Assessment Team

JCMEB Joint Civil-Military Engineering Board

JCMOTF Joint Civil-Military Operations Task Force

JCSE Joint Communications Support Element

JDDOC Joint Deployment Distribution Operations Center

JDT Joint Deployable Team

JEC Joint Enabling Capabilities

JECC Joint Enabling Capabilities Command

JFACC Joint Forces Air Component Commander

JFHQ Joint Force Headquarters

JHOC Joint Humanitarian Operations Course

JIACG Joint Interagency Coordination Group

JIATF Joint Interagency Task Force

JIC Joint Information Center

JIIC Joint Interagency Information Center

JKO Joint Knowledge Online

JLLIS Joint Lessons Learned Information System

JLOC Joint Logistics Operations Center

JLOTS Joint Logistics Over the Shore

JMD Joint Manning Document

JOA Joint Operations Area

JOC Joint Operations Center

JOPES Joint Operation Planning and Execution System 

JOPP Joint Operational Planning Process

JP Joint Publication

JPASE Joint Public Affairs Support Element

JPERSTAT Joint Personnel Status 

JPG Joint Planning Group

JPMT Joint Patient Movement Team

JPRA Joint Personnel Recovery Agency 

JPRC Joint Personnel Recovery Center

JRSOI Joint Reception, Staging, and Onward Integration

JS Joint Staff

JTF Joint Task Force

KMO Knowledge Management Officer

LCB Logistics Coordination Board

LCE Logistics Combat Element

LES Locally Engaged Staff

LFA Lead Federal Agency
Appendix F – References

G-7

UNCLASSIFIED

LHA Landing Helicopter Assault

LHD Landing Helicopter Dock

LNO Liaison Officers

LOC Lines of Communication

LOD Line of Duty

LOE Lines of Effort

LOG Logistics

LOGSTAT Logistics Status

LON Level of Need

LOTS Logistics-Over-the-Shore

LPD Landing Platform Dock

LSD Landing Ship Dock

MA Mortuary Affairs

MAGTF Marine Air Ground Task Force

MARAD Maritime Administration 

MARCENT Marine Forces, Central Command

MARFORAF Marine Force, Africa

MARFORNORTH Marine Force, North

MARFORPAC Marine Force, Pacific

MARFORSOUTH Marine Force, Southern

MASF Mobile Aeromedical Staging Facility

MCA Maritime Civil Affairs

MCAST Maritime Civil Affairs and Security Training

MCDA Military and Civil Defense Assets 

MDRO Mission Disaster Relief Officer

MEDEVAC Medical Evacuation

MEDSITREP Medical Situation Report

METOC Meteorological and Oceanographic Officer

MEU Marine Expeditionary Unit

MFM Mass Fatality Management

MIA Missing in Action

MIL Military 

MILGROUP Military Group

MIPOE Medical Intelligence Preparation of the Operational Environment 

(or) Multinational Information Preparation of the Operational 

Environment 

MISO Military Information Support Operations

MIST Military Information Support Team

MITAM Mission Tasking Matrix

MLE Military Law Enforcement
Foreign Disaster Relief Handbook

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MLO Military Liaison Officer (USAID/OFDA)

MLU Military Liaison Unit (USAID/OFDA)

MOB Main Operating Base

MOE Measure of Effectiveness

MOP Measure of Performance

MOU Memorandum of Understanding

MP Military Police

MRE Meals Ready to Eat

MSC Military Sealift Command

MST Medical Strike Team

MTF Medical Treatment Facility

MTT Mobile Training Teams

MWR Morale, Welfare, and Recreation 

NATO North Atlantic Treaty Organization

NAVAF US Naval Forces, Africa Command

NAVELSG Navy Expeditionary Logistics Support Group

NAVFAC Naval Facilities Engineering Command

NAVSO US Naval Forces Southern Command

NCF Naval Construction Force

NCHB Navy Cargo Handling Battalions

NCMI National Center for Medical Intelligence

NEA Near Eastern Affairs

NECC Naval Expeditionary Combat Command

NGA National Geospatial Intelligence Agency

NGO Non-Governmental Organization

NIH National Institutes of Health

NIPRNET Non-classified Internet Protocol Router Network

NMCC National Military Command Center

NOAA National Oceanic & Atmospheric Administration

NSC National Security Council

NSDD National Security Decision Directive

NSPD National Security Presidential Directive

NTM National Technical Means

OAS Organization of American States

OCHA United Nations Office for the Coordination of Humanitarian 

Affairs

OCONUS Outside the continental United States

OCS Operational Contract Support

OFAC Office of Foreign Assets Control

OFDA Office of US Foreign Disaster Assistance, United States Agency 
Appendix F – References

G-9

UNCLASSIFIED

for International Development (USAID/OFDA)

OHDACA Overseas Humanitarian, Disaster, and Civic Aid

OMA Office of Military Affairs

OPCON Operational Control 

OPNAVINST Operational Navy Instruction

OPORD Operations Order

OPT Operational Planning Team

ORM Operational Risk Management

OSC Operational Stress Control

OSCE Organization for Security and Cooperation in Europe

OSD Office of the Secretary of Defense

OSOCC On-Site Operations Coordination Centers

OTI Office of Transition Initiatives (USAID)

PACAF US Air Forces, Pacific (PACAF)

PACOM US Pacific Command

PAG Public Affairs Guidance

PAHO Pan American Health Organization (WHO)

PAM Preventive and Aerospace Medicine

PAO Public Affairs Officer

PAR Population at Risk

PAS Public Affairs Section

PDHRA Post-Deployment Health Risk Assessment

PE Peace Enforcement

PERSTAT Personal Status Report

PGM Program’s Office of Humanitarian Assistance, Disaster Relief, 

and Mine Action (DSCA/PGM/HDM)

PIR Priority Information Requirements

PK Peacekeeping

PM Political-Military

POC Point of Contact 

POL Petroleum, Oil, and Lubricants

POLAD Political Advisor

POTUS President of the United States

POW Prisoner of War

PPE Personal Protective Equipment

PR Personnel Recovery

PRM Bureau for Population, Refugees, and Migration (US Department 

of State)

PRT Provincial Reconstruction Team

RAMCC Regional Air Movement Coordination Center

RC Resident Coordinator
Foreign Disaster Relief Handbook

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RFF Request for Forces

RMT Response Management Team (USAID/OFDA)

ROE Rules of Engagement 

RPOE Rapid Port Opening Elements

RRF Ready Reserve Force

RSO Regional Security Officer

RST Religious Support Team

S/ES-O/CMS Operations Center's Office of Crisis Management Support (DOS)

SAR Search and Rescue

SARO Southern Africa Regional Office (USAID/OFDA)

SC Strategic Communication

SCA South and Central Asian Affairs

SCHR Steering Committee for Humanitarian Response

SDA Senior Development Advisor (OMA)

SDDC Surface Deployment and Distribution Command

SECDEF Secretary of Defense

SFA MTT Security Force Assistance Mobile Training Teams

SG Command Surgeon

SHAPE Supreme Headquarters Allied Powers Europe

SIPRNET Secret Internet Protocol Router Network

SITREP Situation Report

SJA Staff Judge Advocate

SME Subject Matter Expert

SMT Senior Management Team (USAID/OFDA)

SOCAF US Special Operations Command, Africa

SOCPAC US Special Operations Command, Pacific

SOCSOUTH US Special Operations Command South

SOF Special Operations Forces

SOFA Status of Forces Agreement

SOLIC Office of the Assistant Secretary of Defense for Special 

Operations and Low Intensity Conflict (ASD/SOLIC)

SOP Standard Operating Procedure

SOUTHCOM US Southern Command 

SP Security Police

SPEARR Small Portable Expeditionary Aeromedical Rapid Response

SPINS Special Instructions 

SPM Single Port Manager

SPOD Seaport Point of Debarkation 

SROE Standing Rules of Engagement

SWAN South, West, and North Africa (USAID/OFDA regional team)
Appendix F – References

G-11

UNCLASSIFIED

TACC Tactical Air Control Center

TACMEMO Tactical Memorandum

TACON Tactical Control 

TALCE Tactical Air Coordination Center

TASKORD Tasking Order

TAV Total Asset Visibility

TCC Transportation Component Command

TF Task Force

TISC Transnational Information Sharing Cooperation

TOC Tactical Operations Center

TPFDD Time-Phased Force Deployment Data

TRANSCOM US Transportation Command 

TSCP Theater Security Cooperation Plan

TSOC Theater Special Operations Command

UAS Unmanned Aerial Systems

UCC Unified Combatant Commands

UISC Unclassified Information Sharing Concept

UK United Kingdom

UN United Nations

UNDAC United Nations Disaster Assessment and Coordination Team

UNDP United Nations Development Program

UNHAS United Nations Humanitarian Air Service

UNHCR United Nations High Commissioner for Refugees

UNICEF United Nations Children’s Fund

USA United States Army

USACAPOC United States Army Civil Affairs and Psychological Operations 

Command

USACE United States Army Corps of Engineers

USAF United States Air Force

USAFRICOM United States Africa Command

USAID United States Agency for International Development

USARAF United States Army, Africa Command

USARPAC United States Army, Pacific Command

USARSO United States Army South

USC United States Code

USCENTCOM United States Central Command

USDA United States Department of Agriculture

USDP Under Secretary of Defense for Policy

USEUCOM United States European Command

USFF United States Fleet Forces Command
Foreign Disaster Relief Handbook

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USG United States Government

USGS United States Geological Survey

USIA United States Information Agency

USIP United States Institute of Peace

USJFCOM United States Joint Forces Command

USMC United States Marine Corps

USN United States Navy

USNORTHCOM United States Northern Command

USNS United States Naval Ships

USPACOM United States Pacific Command

USSOCOM United States Special Operations Command

USSOUTHCOM United States Southern Command

USSTRATCOM United States Strategic Command

USTRANSCOM United States Transportation Command

VDAP Volcano Disaster Assistance Program

VEI Volcanic Explosivity Index

VFR Visual Flight Rules

VOSOCC Virtual On-Site Coordination Center

WASH Water, Sanitation, Hygiene

WFP World Food Program

WG Working Group

WHA Western Hemisphere Affairs

WHO World Health Association
READ ME FIRST

Do’s:

• Apply humanitarian principles and guidelines to greatest extent 

possible

• Coordinate with USAID/OFDA and Country Team

• Send LNOs to USAID\OFDA\DART, the US Embassy, and 

appropriate UN clusters

• Request LNOs early from DOS, USAID/OFDA, and OGAs

• Rely upon the SJA to become familiar with legal authorities and 

funding limitations

• Plan for contingencies: no plan survives first contact with the 

disaster 

• Whenever possible, plan to contract with local resources

• Develop a transition plan upon acceptance of a mission 

• Be transparent in all activities with the Affected State 

• Develop a common operating picture for all participants

Don’t: 

• Cause further harm to the affected population or the environment

• Contract for services without assessing the affect upon the local 

population

• Overwhelm Affected State infrastructure

• Provide unsustainable services, technology, or infrastructure

• Exaggerate or aggrandize the role of the US 

• Give the impression that DOD is a limitless resource

• Think DOD is the best organization to perform every mission or 

that DOD can solve all the problems

• Volunteer to perform missions not tasked or coordinated with 

USAID

• Release information not properly approved by the Foreign 

Disclosure Officer or Public Affairs Officer

• Plan on a lot of bandwidth or use graphic intensive slides