TE-FES_004_Annex_M_to_OPORD_16-001.docx

UNCLASSIFIED

ANNEX M (Command Provost Marshal/Protection (PM/P) to OPORD 16-001: Installation Management Command (IMCOM) Fiscal Year 2016 - 2017 (FY16-17) Annual Command Guidance (ACG) (U)

UNCLASSIFIED

ANNEX M (Command Provost Marshal/Protection (PM/P) to OPORD 16-001: Installation Management Command (IMCOM) Fiscal Year 2016 - 2017 (FY16-17) Annual Command Guidance (ACG) (U)

Refs: (a) (U) OPORD 09-001: U.S. Army Installation Management Command Force Protection, dtd Jan 09

(b) (U) OPORD 11-214: U.S. Army Installation Management Command Exercise and Training Implementation Guidance, dtd 22 Jan 11

(c) (U) DODI 2000.16, DOD Antiterrorism Standards, dtd 02 Oct 06

(d) (U) DODI 5055.7, Titling and Indexing Subjects of Criminal Investigation in Department of Defense, dtd 27 Jan 12

(e) (U) DOD I 5505.11,Fingerprint Card and Final Disposition Report Submission Requirements, dtd 9 Jun 10, incorporating change 1, dtd 3 May 11

(f) (U) DODI 5505.14, Deoxyribonucleic Acid (DNA) Collection Requirements for Criminal Investigations, dtd 27 May 10, CH 1 dtd 24 Apr 12

(g) (U) DODI 6055.06, DOD Fire and Emergency Services Program, dtd 21 Dec 06

(h) (U) DODI 6055.17, DOD Installation Emergency Management Program, dtd 13 Jan 09

(i) (U) DODD 3020.40, DOD Policy and Responsibilities for Critical Infrastructure, ch1 dtd 01 Jul 10

(j) (U) DODI 3020.45, Defense Critical Infrastructure Program (DCIP) Management, dtd 21 Apr 08

(k) (U) DOD 5200.08r ch1, Physical Security Program, dtd 27 May 09

(l) (U) AR 190-5, Motor Vehicle Traffic Supervision, dtd 22 May 06

(m) (U) AR 190-9, Absentee Deserter Apprehension Program, dtd 18 Jan 07

(n) (U) AR 190-12, Military Working Dogs, dtd 11 Mar 13

(o) (U) AR 190-13, Army Physical Security Program, dtd 25 Feb 11

(p) (U) AR 190-14, Carrying of Firearms and Use of Force, dtd 12 Feb 93

(q) (U) AR 190-24, Armed Forces Disciplinary Control Boards, 27 Jul 06

(r) (U) AR 525-2, Army Protection Program, dtd 08 Dec 14

(s) (U) AR 190-30, Military Police Investigations, dtd 1 Nov 05

(t) (U) AR 190-45, Law Enforcement Reporting, dtd 30 Mar 07

(u) (U) AR 190-47, The Army Corrections System, dtd 15 Jun 06

(v) (U) AR 190-56, The Army Civilian Police and Security Guard Program, dtd 15 Apr 13

(w) (U) AR 420-1, Army Facilities Management, dtd 12 Feb 08

(x) (U) AR 500-3, US Army Continuity of Operations Program Policy and Planning, Dtd 18 Apr 08

(y) (U) AR 525-13, Antiterrorism, dtd 11 Sep 08

(z) (U) AR 525-27, Army Emergency Management, dtd 13 Mar 09

(aa) (U) ADP 7-0, Training Units and Developing Leaders, 23 Aug 12

(ab) (U) ADRP 7-0, Training Units and Developing Leaders, 23 Aug 12

(ac) (U) IMCOM AT Strategic Plan, dtd 26 Mar 14

(ad) (U) DA Pam 525-27, Army Emergency Management Program, dtd 20 Sep 12

(ae) (U) OPORD 14-091, IMCOM Installation Emergency Management Program, Installation Full Operational Capability (FOC) and status reporting, dtd 02 Jul 14

(U) Time Zone Used Throughout the Order: Zulu.

1. (U) SITUATION. No Change. See Basic Order.

2. (U) MISSION. See Basic Order.

3. (U) EXECUTION. See Basic Order.

3.A. (U) Commanders Intent. See Basic Order.

3.B. (U) Concept of Operations. The Command Provost Marshal/Protection serves as the IMCOM advisor on all Provost Marshal and Protection matters. In this capacity, the PM/P recommends, develops and implements guidance, policies, and programs supporting all aspects of law enforcement, physical security, fire and emergency services, antiterrorism, and emergency management as comprehensive, integrated, synchronized, coordinated and prioritized processes and services. Senior Commanders are the supported commands for Protection efforts on IMCOM Installations. IMCOM, subordinate commands and organizations are in support of the Senior Commander’s Protection efforts. A fully integrated Installation protection program not only protects Soldiers, Family Members, Civilians, and assets on Army Installations but also prepares our Installations to respond to a variety of hazards and threats as they emerge. Installation protection is based upon an all-hazards approach to threat analysis and risk assessments. Detailed analysis examines the full spectrum of possible events and incidents to include natural disasters, manmade disasters, terrorism, crime and high risk behaviors that may occur on our installations or in our adjacent communities. Threat and risk analysis drives execution of protection programs to address each phase of an event (pre-event, inter-event, and post-event) and ensure appropriate actions are taken to prevent, prepare, protect, mitigate, respond and recover to save lives, protect property and assure mission success. Throughout FY16 the Command Provost Marshal/Protection will engage Regions and Garrisons through bi-monthly VTCs and bi-monthly PMP Newsletters in order to build effective communications and obtain continuous feedback from the field.

3.C. (U) Command Provost Marshal/Protection (PM/P).

3.C.1. (U) Protection Branch. In order to better manage risks relative to the safety and security of Soldiers, Families, Civilians, infrastructure and information in today’s highly dynamic threat environment, the Army issued AR 525-2 (Army Protection Program (APP)) on 8 Dec 2014 . The Protection Program functions as an overarching management framework to synchronize, prioritize and coordinate protection policies and resources. Protection includes the following non-warfighting functional elements; Emergency Management, Computer Network Defense, Information Assurance, Continuity of Operations (COOP), Critical Infrastructure Risk Management (CIRM), Antiterrorism, Fire and Emergency Services, Force Health Protection, High Risk Personnel (HRP), Operations Security (OPSEC), Law Enforcement and Physical Security. In addition, the following enabling functions are included in the Army Protection Program framework; Intelligence, Counterintelligence and Security Engineering. The integrated effort of the non-warfighting functions and enabling functions is paramount as DOD and Army begin to implement the DOD Mission Assurance Strategy. Mission Assurance is defined as a process to protect or ensure the continued function and resilience of capabilities and assets-including personnel, equipment, facilities, networks, information and information systems, infrastructure and supply chains critical to the performance of DOD and Army Mission Essential Functions (MEF) in any operating environment or condition. Mission Assurance is a common integrative framework, not a single policy or program to prioritize protection and resilience efforts and reduce risks from a range of complex threats and hazards. Mission Assurance leverages existing protection and resilience programs of the non-warfighting functions and enabling functions. The strength of any Protection program lies in the effective coordination among the non-warfighting functions and enabling functions through understanding and experience, but it can be aided by periodic planned coordination with existing protection-related programs. In conjunction with the evolving Army Protection Program, AT, as an established protection function, can build processes that encourage the more effective use of priorities across a broad scope of activities and functions. Coordination with the Army critical infrastructure program, for example, can help develop defenses against terrorists without constraining other security procedures related to critical infrastructure. The overall outcome will lead to improved defenses and an integrated protection program. The process for setting priorities for spending Protection-related funds will help integrate Protection funding into broader Army priorities. This involves a managed application of a larger pool of Protection resources. By setting priorities and coordinating with HQ IMCOM, Protection can benefit from a seamless integration of the non-warfighting functions and enabling functions that are collectively related to preventing all hazards events. Ultimately, when fully developed, Mission Assurance will assist senior leaders across all components to manage risk in order to prioritize investments throughout DoD to ensure mission success. IMCOM continues to operate within a fiscally challenging environment and Protection related functions are not immune to these challenges. IMCOM Provost Marshal/Protection will continue to improve the Protection Program throughout IMCOM by refining and executing those objectives outlined in the IMCOM AT Strategic Plan and by updating the IMCOM Protection OPORD. By conducting daily operations within the scope of the Protection framework, to include regions and garrisons, IMCOM will be better positioned to increase our capability of providing oversight to the Protection Program. A major focus for the IMCOM Protection Program over the next 12-18 months to improve our mission assurance posture will center on the Risk Management process which includes the Threat Assessment, Criticality Assessment, Vulnerability Assessment and Risk Assessment. In order to properly realize mission assurance the previous mentioned assessments must be based upon a holistic “All Hazards” approach utilizing the skill sets from all non-warfighting functions and enabling functions.

3.C.1.A. (U) Higher Headquarters Assessments/Joint Mission Assurance Assessments (HHA/JMAA): Department of Defense and Army regulations require IMCOM to form Protection Program Review Assessment Teams and to conduct a comprehensive higher headquarters assessment of our garrisons once every three years. Due to the changing periodicity these assessments may be conducted at the 3, 5 or 7 year marks. However, Garrisons must be prepared to undergo an IMCOM HHA every three years. IMCOM is working towards stabilizing the HHA periodicity to a manageable sequence. OCONUS Regions will continue to execute their assessments at the 3 year sequence until further guidance is received from HQ IMCOM. Garrison will receive a final report from HQ IMCOM, OCONUS Region or Joint Staff 45 days after the assessment outbrief. Garrisons in turn, will be required to submit a Commanders Corrective Action Plan (CAP) 60 days after receipt of the final report.

3.C.1.B. (U) Protection Training and Exercises: With the incorporation of the IMCOM Exercise and Training Program there has been marked improvement in Installations’ exercise design and development. The intent of the IMCOM Training and Exercise Program is for Garrisons to conduct an annual training and exercise program that is capabilities based allowing the Garrison Commander to train using low or no cost alternatives such as table top exercises (TTX) and functional exercises throughout the year. The program allows Garrison Commanders to schedule, plan, prepare and report to their Senior Commanders and Region Directors their training status, lessons learned and corrective action plans. Focused areas for improvement in FY16 include the following: Timely reporting of the AAR and of the Improvement Plan (60 days); Capturing and reporting exercise costs within the AAR; Updating Garrison Commander assessments of 30 capabilities (T,P,U quarterly); Evaluator training (did you get what you paid for?); and Identifying and closing gaps in capabilities (Retrain, MOAs?). The Full Scale Exercise (FSE) Program is one of the commander’s interest items as it is a true measurement of a Garrison’s readiness and ability to respond to an emergency situation. DA Pamphlet 525-27, Army Emergency Management Program, 20 September 12 and the Installation Management Command (IMCOM) Operations Order 11-214 DTG 220144Z JAN 11 mandates that IMCOM Garrisons conduct at least one FSE each fiscal year. Deviations to this policy must be requested by memo, signed by the Garrison Commander, endorsed by the Senior Commander and sent through Regions to PM/P for consideration. Additionally, PM/P monitors execution of FSEs at each Garrison and maintains a data base of AAR/IPs for analysis. Each Garrison will prepare and maintain a Multi-year Training and Exercise Plan (MTEP) (current and next two fiscal years) and will submit that plan to the HQ IMCOM Provost Marshal/Protection, Protection Branch. The MTEP will be updated annually and submitted through your Region to this HQ within two weeks of the beginning of each fiscal year. The Protection Branch maintains a FSE program schedule based off of those MTEPs for the current fiscal year and provides Garrison FSE status updates to the DCG and CG during the weekly CUB. Should mission requirements drive the need to postpone a FSE within the fiscal year, your Region and this HQ must be notified immediately with the new FSE date and the reason for the postponement. Upon completion of an FSE, Garrisons will prepare an After Action Report/Improvement Plan (AAR/IP) using the Homeland Security Exercise and Evaluation Program (HSEEP) model. Each Garrison will submit their AAR/IP to IMCOM Provost Marshal/Protection within 60 days of FSE completion and courtesy copy their Region as well.

3.C.1.C. (U) Protection Forums: IMCOM continues to refine processes it uses to facilitate the integration, coordination and synchronization of protection efforts so that key protection related issues, requirements and actions are properly identified and submitted to the appropriate IMCOM senior leadership for review and guidance. Garrisons are required to conduct these forums as well at the local level. Issues, requirements or actions that cannot be resolved at the local level utilizing garrison or senior commander capabilities will be raised to IMCOM leadership through the respective Region for inclusion into the appropriate IMCOM Protection Forum. On a recurring basis IMCOM will conduct the following protection related forums:

The IMCOM Protection Working Group (PWG) meets semi-annually and is the Protection Advisory Board to all IMCOM installations and elements. The PWG provides an integrated forum for the discussion and development of Protection requirements with an emphasis on prioritization and management of an "All Hazards" Protection Program. The PWG is chaired by the IMCOM Command Provost Marshal/Protection.

The IMCOM Protection Executive Committee (PEC) meets semi-annually to develop and refine Command Protection Program guidance, policy and standards for an “All Hazards” approach to Protection. The PEC is chaired by the IMCOM DCG.

The IMCOM Protection Threat Working Group (PTWG) meets quarterly, or more frequently, at the discretion of the chair person. It is established to review current and potential threats affecting IMCOM operations/exercises, personnel and resources. The PTWG will recommend courses of action to IMCOM senior decision makers to mitigate or counter the threat (i.e., increase Force Protection Condition (FPCON), cancel MWR events or other special events, etc.). The group integrates threat and law enforcement-derived information to provide a comprehensive threat picture and to identify potential threats. The PTWG is chaired by the IMCOM Command Provost Marshal/Protection.

3.C.1.D. (U) Budget: Current fiscal realities indicate that resources will continue to be scrutinized throughout the Army. However, protecting our Service Members, Families, civilians and assets will continue to be a major effort. Respective VTER and VIPP POC need to continue to conduct risk assessments and mitigation strategies to continue FY16 execution, prepare for FY17 and to determine Program Objective Memorandum (POM) 18-22 requirements. IMCOM distributes and manages funds by Managament Decision Package (MDEP) and continues to provide the Garrison and Senior Commanders the flexibility and opportunity to realign non-pay in support of on the ground decisions. It is imperative that all levels of the Protection community (Non Warfighting and enabling functions) champion their programs to all levels of command in order for leaders to be informed and better prepared to make funding decisions for protection related training, exercises, equipment and professional development. Informed risk based decisions will ensure the most efficient use of available protection resources. Specific Program Budget Guidance (PBG) will be disseminated via IMCOM G8 through Regions to respective Garrison Resource Management personnel.

AT (VTER) Budget: Garrison ATO’s need to coordinate closely with the Directorates of assignment as well as respective Resource Managers. In addition, ATO will compile and manage a VTER spend plan based upon their distributed VTER budget. IMCOM Provost Marshal/Protection Branch will monitor and communicate with region and garrison POC throughout FY16 regarding the execution of distributed budget within the VTER MDEP. At a minimum, an in-depth mid-year and end of year review will be conducted to ensure the efficient use of VTER funds. Over the past five years HQ IMCOM VTER has followed a top driven process for out-year POM requirements within Schedule 75. This process will continue, however, feedback from the field indicates a desire for garrison’s to compile a more comprehensive list of requirements. Commanders will be able to see what their garrison requested in VTER funds and what was actually distributed by HQ IMCOM.

EM (VIPP) Budget: The TACOM LCMC Omnibus contract with HQDA G-34 has proven to be effective, thus eliminating separate local sustainment contracts for NAS/TAS, GV, and WebEOC. Therefore, the VIPP budget will focus on funding for training, professional development and operating supplies to include Ready Army materials. Once released from IMCOM G8 there is no fencing of these funds, it is imperative that all EMs coordinate with their Resource Managers to ensure VIPP funding is executed for VIPP requirements.

3.C.1.E. (U) Human Capitol: Recent budget adjustments in DoD impact all operations. Army programs must ensure the most efficient use of resources toward dedicated positions by anticipating reductions and changing resource priorities. By building models based upon realistic workloads, commanders can defend requirements and manage associated risk decisions. IMCOM PMP in collaboration with DA continues to address a re-validation of the installation level Human Capitol ATO models in FY16. As details become available garrisons will be informed.

Current IMCOM Installation Emergency Manager (EM) authorizations are the result of the direct transfer of the CBRNE positions in FY10 and do not reflect validated EM requirements. Headquarters, United States Army G-34 ICW the US Army Manpower Analysis Agency (USAMAA), the Installation Management Command (IMCOM), and the Army Materiel Command (AMC) conducted a Manpower Model Workshop resulting in detailed process maps, an approved manpower model, and an approved requirements document in FY 14. The challenge for FY 16 is acquiring sufficient EM authorizations to match the approved requirements to enhance and improve our capabilities.

3.C.1.F. (U) CLS/ISR: CLS/ISR is a useful risk and performance management tool and process to prioritize services, realign funding, establish performance standards, track the execution of those services and enables Senior Commanders (SC) and Garrison Commanders (GC) maximize effectiveness and efficiency of resources.

AT (VTER/602) CLS/ISR: All AT CLS and ISR performance measures are now shared. IMCOM Protection Branch will continue to expand and refine CLS 602 to enable SCs and GCs to best meet the needs of their mission. Intent is to conduct an in depth analysis in FY16 and update if deemed appropriate for FY17. The established Community of Practice will be expanded to allow additional feedback from the field. Baseline capability levels are set by CG, IMCOM with two caveats; unless a higher level of funding is available through the respective MDEP or the SC provides funding for a higher level of support capability.

EM (VIPP/604) CLS/ISR: EM CLS continues to evolve. The FY 16 version has been revised to capture and depict a more accurate overview of all EM functions. CLS 604 has moved away from ISR shared metrics. The established Community of Practice for CLS 604 will begin revising the FY 16 version for FY 17.

3.C.1.G. (U) Awareness Programs: There is an enduring, persistent threat to our nation and our Army in CONUS and OCONUS. This threat can be in the form of natural disasters, accidents, crimes, terrorist activities and other emergencies. Our communities must gain knowledge of these threats and heightened awareness of these activities so that each individual is prepared to respond accordingly. By fostering a culture of preparedness, communities and individuals can strengthen their ability to prepare for, mitigate, prevent, respond to and recover from the effects of the aforementioned threats. IMCOM garrisons are required to participate in higher headquarters awareness programs as directed. IMCOM fosters awareness throughout the command with the following:

The AT Awareness program represents a key element in any defense against terrorism. It cannot be left to random application of instruction. Conscious efforts to improve AT awareness through the development and implementation of communication synchronization plans will increase information flow and strengthen defenses against terrorist attack. Continue to build AT awareness throughout the IMCOM community. In recent years many garrisons have developed extensive AT awareness programs. These evolving works are the hallmark of effective plans. Leaders implementing new initiatives expressed in this strategy must include communication, awareness, and outreach efforts as part of these programs. August of every year is the Army Antiterrorism Awareness Month (ATAM). Parameters for participation are provided each year with enough time to plan for the Army objectives. At the close of ATAM, all garrisons must provide an AAR with the specific questions asked in the coordinating instructions each year.

EM awareness; National Preparedness Month is our way of getting our communities more involved in being self reliant and prepared for an emergency or natural disaster. The Army has dedicated the month of September as National Preparedness Month. HQDA G-34 and IMCOM provide the Garrison Emergency Managers with relevant materials. In addition, IMCOM has allocated specific funding in the spend plan specifically for “Ready Army” handouts and booklets. The goal is to provide interesting materials and information that everyone will read and will hopefully inspire everyone to get involved, build a kit and stay informed.

3.C.1.H. (U) Protection Dashboards: Current and projected reductions to IMCOM’s budget and Human Capitol authorizations will affect Garrison product and service delivery capacities. Dashboard data has proven valuable in providing a snap shot look at Garrison capabilities and key elements of the Garrison Protection Program. Garrison Protection personnel (Antiterrorism Officers and Emergency Managers) will provide data as indicated on the Dashboard data call spreadsheet quarterly or more frequently as changes occur. Most current garrison Dashboard data can be accessed via the IMCOM Sharepoint at https://home.army.mil/sites/operational/pmo/aem in the folder identified as AT EM Dashboards and then within the current FY folder.

3.C.1.I. (U) Protection Awards Programs: An awards program helps recognize significant achievements in the AT and EM fields and those who work behind the scenes to protect personnel, family members, facilities and installations. Garrison commanders are responsible for executing protection related programs. One way a commander can demonstrate emphasis on protection is by identifying those individuals who have excelled in the execution of those responsibilities. Commanders and leaders throughout IMCOM should provide their Soldiers and civilians with the opportunity to be recognized at the Army level for their efforts.

AT Awards Program: The AT Awards Program has been established to recognize excellence and significant achievements in the AT field. Installations shall submit their nominations through their respective regions, who will further submit one nomination from each applicable category to HQ IMCOM. Individuals submitted for any category (other than Honor Roll) must be in an IMCOM Antiterrorism TDA position. IMCOM garrisons and personnel must be submitted through the IMCOM award process; submissions through other commands will not be entertained by HQDA. Specific requirements, including award parameters and suspense dates, are provided each year several months prior to the awards boards.

EM Awards Program: Beginning in 2016, HQ IMCOM, in coordination with HQDA, will inaugurate a new Emergency Management Awards Program recognizing Emergency Management excellence. This program will mirror, as much as possible, the Army Antiterrorism Awards Program. PM/P will release more information and guidance in the near future regarding timelines and specific Emergency Management criteria for nominations. This will be a great opportunity to recognize the best of the best in the field of Emergency Management.

3.C.1.A.1. (U) Protection Branch, Antiterrorism (AT).

3.C.1.A.1.A. (U) Risk Management: Based on feedback from the FY15 ATO Training IMCOM will standardize the use of a specific Risk Management Tool for mandatory Garrison use. This tool will incorporate man-made and natural hazards to produce a single All-Hazards Risk Assessment. Implementation Instructions will be issued and will include a specific completion date yet to be determined. The CJCS mandated methodogy of C x V x TP will not change.

3.C.1.A.1.B. (U) Antiterrorism Self-Assessments: Department of Defense and Army regulations require Garrison Commanders to conduct a self-assessment of their AT Program within 60 days of assumption of command and annually thereafter by November 1 of each year, or sooner if there are significant changes in threat, vulnerabilities or asset criticality. IMCOM uses the Management Control Evaluation Checklist at Appendix G of AR 525-13. All AT self-assessments shall utilize the checklist format provided by the HQ IMCOM PM/P. Garrison Commanders will submit completed checklists to HQ, IMCOM, Command Provost Marshal, Protection Branch NLT 15 days after completion of a self-assessment. While participation in the Organizational Inspection Program is by request only, the OIP checklist utilized shall be that provided by the HQ IMCOM PM/P.

3.C.1.A.1.C. (U) Critical Infrastructure Risk Management (CIRM) Process: The Army manages risk to Task Critical Assets (TCA) by conducting risk assessments, identifying risk based on threat and hazard to capability, vulnerability to threat and hazard and consequence resulting from vulnerability. Risk mitigation and remediation is developed at tactical, operational and strategic level. Army G34 has initiated an effort to properly identify TCA and to nominate TCA as Defense Critical Assets (DCA). The G34 CIRM process only looks at existing assets identified and categorized in the Strategic Mission Assurance Data System (SMADS). Based on Army G34 prioritization, the Army G34 CIRM team will coordinate with HQ, IMCOM on planned site visits. HQ, IMCOM will coordinate the FY16 prioritized CIRM visits with affected Garrisons. IMCOM is pursuing resources to develop the IMCOM CIRM Program.

3.C.1.A.1.D (U) Information and Intelligence Sharing: All garrisons will ensure they have a robust information and intelligence sharing program. Antiterrorism Officers are not Intelligence Analysts, and should not attempt to perform that function. Although IMCOM is not authorized an organic G-2, many installations have intelligence assets within locally-based tenant units which should support the garrison. Garrisons will ensure they have a viable Threat Working Group which includes members of local law enforcement and other entities which could assist in threat identification and planning. Garrisons will ensure they receive regular intelligence updates from the Army Threat Integration Center (ARTIC) and from the Army Service Component Command (ASCC). While other entities (local law enforcement agencies, local fusion centers, etc.) may provide good information, garrisons shall utilize official US Army sources as their primary channels of intelligence. Locally produced or provided information should be submitted to the ARTIC, US Army Criminal Investigation Command, and/or the ASCC for validation. The Army Counter-Intelligence Center (ACIC) has agreed to help conduct threat assessments in support of garrisons on a requested basis. The installation threat assessment (all-hazards) should include information derived from the Annual Army Threat Assessment, ACIC-provided information, and other specific information derived from ARTIC, ASCC, and local sources (vetted through Army channels).

3.C.1.A.2. (U) Protection Branch, Emergency Management (EM).

3.C.1.A.2.A. (U) National Incident Management System (NIMS), Full Operational Capability (FOC): Department of Defense and Army regulations prescribe specific emergency management (EM) requirements to be accomplished in order to establish FOC within the EM Program. IMCOM will continue to implement and maintain all EM Program requirements IAW DODI 6055.17 in order to achieve FOC. Recently published reference aa provides the newest reporting requirements for FOC.

3.C.1.A.2.B. (U) Emergency Management Modernization Program Fielding (EM2P): EM2P began in early 2013 and will reach its completion by the end of FY 15. The most significant accomplishment of the program has been the accurate assessment of the IMCOM EM posture. All IMCOM Garrisons should now have a Network Alert System (NAS) and a Telephone Alert System (TAS). All Garrisons should have also received a software interface which links AtHoc with the Giant Voice (GV) outdoor notification systems. Sustainment for NAS/TAS, GV and WebEOC will be provided under contract by TACOM LCMC. Look for continued improvements in NAS/TAS in FY 16.

3.C.1.A.2.C. (U) National Oceanic and Atmospheric Administration (NOAA) National Weather Service (NWS) Certification: In support of IMCOM’s emphasis on National Preparedness, IMCOM Installations are encouraged to participate in the NOAA National Weather Service StormReady and TsunamiReady certification programs. These programs help Installations protect their Soldiers, Families and Civilians during severe weather incidents from tornadoes to tsunamis. The IMCOM Command Provost Marshal, Protection Branch has disseminated an information packet on “How to Apply” for the NOAA National Weather Service StromReady and TsunamiResty Certification program. Additional information can be located at: http://www.nws.noaa.gov/om/wcm-soo.pdf.

3.C.1.A.2.D. (U) IMCOM Emergency Management Signature Course (EMSC): The Army Emergency Management (EM) Program is a relatively new program. The program is mandated by Presidential Directive (PD-8) under the National Response Framework (NRF) and the National Incident Management System (NIMS). AR 525-27 and DA Pamphlet 525-27 established the program for the Army and provides guidance for implementation and execution. Consequently, IMCOM has developed an EMSC in order to help IMCOM achieve a standard of excellence in program management. This course provides a collaborative learning process and review for IMCOM Emergency Managers in order to update their tactics, techniques and procedures (TTPs) so they will be able to more effectively accomplish the day-to-day mission of administering and executing the Installation EM Program. Each one of our Emergency Managers needs to have the expertise to effectively provide advice and recommendations to their Installation leadership in all areas of emergency training, preparedness and response. The EMSC is a two week class that also includes a FEMA approved exercise and evaluation practitioner’s course (Homeland Security Exercise & Evaluation Program (HSEEP) Training Course L-146) as a follow on for those Emergency Managers who require it. IMCOM Emergency Managers are expected to attend this course within the next two years. Once all IMCOM Emergency Managers are trained to this standard, PM/P will direct the development and establishment of a one week Advanced Emergency Management Course in order to sustain the professional development of Emergency Managers. These courses will be conducted semiannually at the IMCOM Academy, or more often as needed. PM/P will issue a Warning Order approximately three months prior to each class to all IMCOM Garrisons to allow time for candidates to complete all course prerequisites.

3.C.2. (U) Fire and Emergency Services (F&ES).

3.C.2.A. (U) CLS 401 (F&ES): All IMCOM Installation fire departments will conduct a detailed F&ES Program Risk Assessment in order to understand the level of risk being assumed by Senior Commanders (SC) and Garrison Commanders (GC) and to allow the CG, IMCOM and/or ACSIM to determine whether the risk level is acceptable. Per IMES-F requirement, Region and respective Garrisons suspense for subsequent annual submissions, NLT 1st week of each quarter per the following schedule as outlined in OPERATIONS ORDER 14-078: Annual Fire and Emergency Services Risk Assessments: Europe Region - 1st Qtr, Pacific Region - 2nd Qtr, Atlantic Region - 3rd Qtr, Central Region - 4th Qtr.

3.C.2.B. (U) Garrison Commanders will ensure an effective F&ES Program, based on a current F&ES Program risk assessment, is in place. A Standard of Response Coverage will be developed by the fire chief that describes in detail the specific gaps in available resources as they relate to the specific capabilities that cannot be provided, and the impact.. If current resources cannot adequately mitigate an anticipated risk, the Garrison Commander must provide a Deviation Request IAW F&ES Program and AR 420-1, Army Facilities Management.

3.C.2.C. (U) Directorate of Emergency Services shall ensure the his/her fire chief conducts an annual self inspection, using the F&ES Program Analysis (FESPA) checklist. The results of the self inspection will be used to validate currency of the F&ES risk analysis and Standard of Response Coverage. A Microsoft Office Access or excel copy of the final F&ES report will be sent to HQ, IMCOM F&ES within 45 days of completing the annual self inspection.

3.C.2.D. (U) Directorate of Emergency Services will ensure that Fire Alarm and Fire Suppression Systems receive the highest priority for inspection, maintenance and repair and that SRM funding is utilized for impairments affecting the performance of installed fire protection features complying with the Unified Facilities Criteria (UFC) 3-601-02.

3.C.2.E. (U) The Garrsion Commander must inform the Senior Commander and tenant activity Commanders, not less than twice a year, of the fire alarm and suppression system impairments, compensatory measures in place, projected correction completions, and corrections completed since the last report. Fire Chiefs will ensure work orders are established for facilities reporting false alarms.

3.C.2.F. (U) Directorate of Emergency Services will ensure a comprehensive Installation Wild land Fire Management Plan is in place and emphasizes control measures. The plan must identify the roles and responsibilities of all agencies responsible for the prevention of fires in unimproved areas

3.C.2.G. (U) Fire Chiefs shall submit the annual fire loss report (fires exceeding $500 or more in loss) as required by AR 420-1, to HQ, IMCOM Fire and Emergency Services. The submitted data will be consolidated by HQ, IMCOM Provost Marshsal/Protection and an analysis will be accomplished to determine trends and implement actions to combat cause. In turn, the HQ, IMCOM Provost Marshsal/Protection Division will provide ACSIM a final report of the Government loss.

3.C.2.H. (U) Fire chiefs shall report to their garrison commanders any fire related incident involving a fatality, equipment or real property damage over $100K and any fire incident involving a General Flag Officers Quarters. Installation Garrison Commanders, Directorate of Eergency Services shall comply with notification procedures as mandated by AR 420-1, section 25–52, Approval and submission procedures.

3.C.2.I. (U) A Supplemental Technical Fire Investigation wil be completed by the HQ, IMCOM Provost Marshal Division on all major fires over $250,000 in damage and/or loss of life. On a case by case basis, HQ, IMCOM PM/P may delegate the Supplemental Technical Fire Investigation to the local Garrison where there is a state certified fire investigator available. The Directorate of Emergency Services will ensure that the final report is staffed to IMCOM PM/P for final staffing to ACSIM within 45 days from the date of the incident. Where IMCOM PM/P performs the investigation, a fire protection specialist will coordinate with the Directorate of Emergency Services for the investigation.

3.C.2.J. (U) Directorate of Emergency Services will ensure that procedures are established for processing electronic transfer of National Fire Incident Reports (NFIRS). Installations using programs other than the NFIRS web based program, must submit a Bi-Weekly report to the Naval Safety Center. HQ, IMCOM Fire and Emergency Services perform analysis on emergency responses to issue mitigating actions to correct deficiencies and for completion of quarterly fire reports.

3.C.2.K. (U) Fire Chiefs must provide HQ, IMCOM Provost Marshal/Protection, Fire and Emergency Services changes to the Fire Chief’s and staff officer directory as they occur. It is essential that HQ, IMCOM has up-to-date information on current fire chief’s, vacancies, acting fire chief’s, phone numbers, addresses, etc.

3.C.2.L. (U) HQ, IMCOM Provost Marshal/Protection goal is to reduce the number of cooking fires by 15% across IMCOM installations. It is essential that Directorate of Emergency Services delivers an aggressive fire prevention campaign towards personnel living in Army Family Housing, Barracks, Child Development Centers, Child Youth Services and other locations where cooking is performed. The DES should erect static displays, ensure that all family occupants receive a fire safety orientation prior to or within 30 days of accepting keys, passing out flyers, etc.

3.C.2.M. (U) HQ, IMCOM Provost Marshal/Protection goal is to reduce the number of False Alarms and False Calls by 15% across IMCOM installations. In CY14, IMCOM fire departments responded to over 10,000 emergency responses as a direct result of System malfunctions on Fire Alarm and Suppression Systems. To reduce these types of responses the Directorate off Emergency Services must ensure that all installed Fire Alarm and Fire Suppression Systems receive the highest priority for inspection, maintenance and repair. The Unified Facilities Criteria (UFC) 3-601-02 mandates that impairments affecting the performance of installed fire protection features shall be corrected immediately when identified using the highest priority in the appropriate work identification and management system.

3.C.2.N. (U) The DoD Fire and Emergency Services Awards program is established by DoD Instruction 6055.06, DoD Fire and Emergency Services Program. The Assistant Deputy Under Secretary of Defense (Environment, Safety and Occupational Health) administers the awards program on behalf of the Secretary of Defense. The Directorate off Emergency Services must ensure that all fire chiefs recognizes outstanding accomplishments and honors its fire departments, fire officers and firefighters through the annual DoD Fire and Emergency Services Awards Program. All submissions to the HQ, IMCOM Provost Marshal/Protection Division shall meet the nomination procedures and template listed within the annual Fire & Emergency Services Annual Awards Guidance.

3.C.2.O. (U) Every CY the National Fire Protection Association announces the Fire Prevention Theme and implements Fire Prevention Week in October based upon trends and analysis. The Directorate off Emergency Services must ensure that all fire chiefs develop and implement an aggressive fire prevention campaign centered around the fire prevention theme. The goal is to reach the maximum target audience on fire prevention measures. Static displays should be erected, Schools will be visited; fire drills will be initiated, etc.

3.C.3. (U) Law Enforcement (LE).

3.C.3.A. (U) LE personnel are essential to mission assurance and the maintenance of good order and discipline through proactive patrolling, management and enforcement of Installation traffic control programs and investigation of crimes and misconduct. Integrated law enforcement strategies assist Commanders as a reporting agency for criminal activity, serious incidents and trends analysis to identify high risk behavior or threats to the Installation. Installation law enforcement closely coordinates LE efforts with local authorities and agencies to effectively integrate the full spectrum of LE activities in order to enhance Installation protection. LE personnel incorporate the support of their communities through strategic communications, crime prevention awareness and policing strategies. The DES/PM and senior LE Leaders must :

3.C.3.A.1. (U) Provide crime trends analysis, at least quarterly, to the GC and SC who is responsible for protection of the installation. Trend analysis should annotate types of crime occurring on the Installation along with locations of crimes committed, while providing information on any repeat offenders on the Installation. In addition provide the DA Form 4833, Commander’s Report of Disciplinary Action, status to the GC/SC and identify those Commanders that have delinquent 4833s.

3.C.3.A.2. (U) Participate in Installation Command Health Promotion and Planning working groups to ensure information exchange on at-risk behaviors or trends.

3.C.3.A.3. (U) Incorporate a Problem-Oriented Policing strategy as a means of employing limited resources. Focus on trends and actions required by the police force, and community, to mitigate the risk and reduce crimes.

3.C.3.A.4. (U) Maximize utilization of available Military Working Dogs (MWD). Establish monthly/quarterly meetings with the MP Detachment Commander/Kennel Master to ensure mission MWDs are being included in the LE patrol plan in addition to RAM activities and health and welfare inspections to support the Installation and Commanders.

3.C.3.A.5. (U) Foster good communications with the LE professionals in the surrounding communities. Sharing of information will assist to deter, detect, report and reduce crime both on and off-post.

3.C.3.A.6. (U) Review, update and/or establish MOUs/MOAs with local law enforcement agencies to achieve maximum efficiency in LE operations. All MOU/MOAs must be reviewed by the Garrison SJA to ensure that there are no violations of established law. Include local LE agencies in working groups, e.g., Armed Forces Disciplinary Control Board, to promote information exchange.

3.C.3.A.7. (U) The PM/P will host a quarterly Policing Review with the DES. This forum will allow: the review of COMPSTAT information; the dialogue about effectiveness of local policing between like garrisons ; identify trends and concerns; and promote the sharing of best practices. Each garrison DES will brief their slides (format TBD by Community of Practice being conducted in FY15).

3.C.3.B. (U) CLS/ISR Service 601 is used for LE. CLS/ISR is a useful risk and performance management tool and process to prioritize services, realign funding, establish performance standards, track the execution of those services and enables Senior Commanders (SC) and Garrison Commanders (GC) maximize effectiveness and efficiency of resources. CLS Service 601 for Law Enforcement includes dispatching, patrolling, police and traffic investigations, game warden and administration of records performance standards. We lead a community of practice (CoP) with the region POC to update these standards and measurements. Your input and feedback to the CoP members is very important to help us improve this tool.

3.C.3.C. (U) LE QLPR Budget. Current fiscal realities indicate that resources will continue to be scrutinized throughout the Army. However, providing required LE operations to our installations will continue to be a priority effort. Ensure you are developing an annual spend plan for nonpay spending with critical requirements being prioritized. You must have an established sustainment program for equipment (e.g radios) for outyears. Also review the overtime costs to determine if they can be reduced by changing work hours and/or establishing minimum shift requirements.

3.C.3.D. (U) Training and Certification. LE personnel provide critical first responder services for the installation’s requests for emergency assistance. They must be able to shoot, move and communicate. In order to accomplish that mission the DES must ensure all personnel and trained and certified to conduct the LE mission.

3.C.3.D.1. (U) Ensure all certification and training, initial and sustainment training, records are documented. The DES and senior LE leaders must ensure all personnel training has been conducted prior to conducting the LE mission. This includes MPs, DACP, and Dispatchers.

3.C.3.D.2. (U) IAW AR 190-56 all DACP should conduct the Physical Ability Test on an annual basis and records maintained.

3.C.3.D.3. (U) Ensure the Individual Reliability Program (IRP) for DACP and DASG is executed, IAW AR 190-56, Chapter 3. This includes continuing evaluation and records review, at least annually, of IRP personnel.

3.C.3.D.4. (U) NLT 15 Jun and 15 Dec of each calendar year, Garrison DES will provide a biannual Active Shooter Response Training (ASRT) report to the Command Provost Marshal/Protection Office’s Law Enforcement Branch. This report will provide the status of ASRT for IMCOM assigned DACP, DASG and MPs. If ASRT for DES is below 90% in any area, i.e., DACP/SGs and/or MPs, the DES will report on a monthly basis until the 90% threshold is achieved. The information required for collection is provided on the Active Shooter Response Training Report template located in Appendix 1, Annex S.

3.C.3.E. (U) LE Operational requirements:

3.C.3.E.1. (U) Accountability of all Soldiers/prisoners confined in local civilian confinement facilities will be maintained by the DES utilizing the Army Corrections Information System (ACIS) module of the Centralized Operations Police Suite (COPS). All local jail contracts must be reviewed by Army Corrections Command to ensure they comply with AR 190-47 requirements. Send these contracts through your normal review process to HQs PM/P LE branch. We will review and submit to ACC for final approval.

3.C.3.E.2. (U) Ensure required LE reports and supporting documents are mailed, IAW regulatory guidance, to US Army Crime Records Center (USACRC).

3.C.3.E.3. (U) Offense codes should be properly identified IAW AR 190-45 and accurately entered into the Army Law Enforcement Report Tracking System(ALERTS).

3.C.3.E.4. (U) Deoxyribonucleic Acid (DNA) samples must be collected and submitted, IAW DoDI 5505.14. IAW Appendix 1 in Annex S, a status report on samples collected shall be submitted to HQ, IMCOM LE Branch on a quarterly basis.

3.C.3.E.5. (U) Suspect Fingerprints cards must be submitted to the US Army Crime Records Center for offenses listed in encl (2) of DOD Instruction 5505.11.

3.C.3.E.6. (U) Ensure DES and LE leadership conducts proper management controls, to include the annual self-assessment which has been completed by using the OIP checklist.

3.C.3.E.7. (U) The Army will begin implementation of the Army Law Enforcement Compliance Program (ALECP) through an Automated Assessment Tool (AAT) this FY. This program will be used to objectively evaluate installation DES compliance and standardization in executing law enforcement (LE) operations. The installation DES will be required to have trained and registered primary/alternate Installation Assessment Managers (IAM). Once the installation has trained personnel they need to develop a compliance plan of action and complete a self-assessment, including a remediation strategy to fix any deficiencies.

3.C.3.F. (U) Communication Capability. The DES should be fully cognizant on your ability to communicate with the first responders, Incident Command, EOC and local partners. The DES must include testing the communication capability during functional and installation exercises. Identify gaps (individual/collective training or equipment) and develop a corrective action plan. Include any issues in the exercise AAR and also provide our POC with any issues that can not be resolved at your level.

3.C.3.G. (U) Equipment Management.

3.C.3.G.1. (U) Weapons and Vehicles should be documented on the TDA. If your TDA is incorrect you must submit a DA Form 4610R, Equipment Changes in TDA, to properly record correct on-hand resources.

3.C.3.G.2. (U) The LE Vehicle Allocation Methedology was approved and will begin implementation in FY16. Ensure you continue to closely coordinate with your local LRC on your vehicle authorizations when you receive new vehicles. IMCOM is looking into vehicles being upfitted with standard LE equipment when we receive them from GSA which should minimize the costs and transfer time.

3.C.3.G.3. (U) Any new or continued use of IT systems are being closely monitored to ensure the equipment/system meets all of the Army requirements. IT systems must be entered into the Army Portfolio Management System (APMS) and new or replacement systems must be approved by HQIMCOM prior to obligating funds. Items that are not required (i.e. license plate readers for LE) will not be authorized and systems that are not annotated in APMS will not be funded.

3.C.3.G.4. (U) The Army is developing an enterprise solution for Computer Aided Dispatch (CAD) systems. No new purchase of CAD is authorized during this development/fielding.