Attachment 6 - 8.5 T&EO HRF CERFP 09 May 2016.pdf

NG-CRE HRF and CERFP T&EO Supplement 2016

Section I JMETL

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HRF - CERFP Element Joint Mission Essential Task List – Matrix

Key:

Essential Tasks: Yellow Highlight -Bold print.

Supporting Tasks in italics.

HRF CP CBRN

TF

CERFP CASE MED FSRT JISCC

OP 1.1.2 Conduct Intra-theater Deployment and Redeployment of Forces within the JOA X

MCT 6.4.5.1 CBRN CM Command and Control X

ART 1.1.2 Conduct Tactical Deployment/Redeployment Activities X

OP 5 Provide Command and Control X X X

ART 1.1.2 Conduct Tactical Deployment/Redeployment Activities X X X

OP 4 Provide Operational Sustainment X X X

ART 4.1 Provide Logistics Support X X X

ART 4.2 Provide Personnel Support X X X

ART 5.7.1 Conduct Public Affairs Operations X X X

ART 6.10.1 Conduct Composite Risk Management X X X

OP 5.1 Integrate Information X X X X

ART 5.2.1 Conduct Command Post Operations to Support Tactical Operations X X X X

ART 5.3.3 Establish the Information Network and Information Systems X X X X

ART 6.9.4.1.2. Conduct Victim and Casualty Search, Rescue and Extraction, S&E X X

ART 5.2.1 Conduct Command Post Operations to Support Tactical Operations X X

MCT 6.4.5.7 Conduct CBRN CM Decontamination, DECON X X

ART 5.2.1 Conduct Command Post Operations to Support Tactical Operations X X

Section I JMETL

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HRF - CERFP Element Joint Mission Essential Task List – Matrix

Key:

Essential Tasks in bold print.

Supporting Tasks in italics.

HRF CP

CBRN

TF

CERFP CASE

MED FSRT

JISCC

OP 7.9 Conduct Consequence Management (CM) X X

OP 4.7.2 Conduct Civil Military Operations (CMO) X

ART 5.2.1 Conduct Command Post Operations to Support Tactical Operations X

X

ART 6.5.3 Establish Local Force Protection X

AFOP 4.4.1.2.1 Coordinate Disposition of Contaminated Remains X

MCT 6.4.5.5 Conduct CBRN CM Triage and Stabilization X

AFOP 4.4.3.6 Medical in Place/ Generation Homeland Response Missions X

ART 5.2.1 Conduct Command Post Operations to Support Tactical Operations X

Task Reference: Universal Joint Task List (UJTL), 6 February 2015; FM 7-15; Services Supporting Tasks (SST) derived from: (Army Universal Task List (AUTL), October 2015; US Air Force (USAF) Task List, 10 April 2014;

Marine Corps Task List (MCTL) 2.0, 01 February 2015

Section II T&EOs

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ELEMENT: HRF COMMAND POST

JMET: OP 1.1.2 Conduct Intra-theater Deployment and Redeployment of the Forces within the JOA

SST: MCT 6.4.5.1 CBRN CM Command and Control

SST: ART 1.1.2 Conduct Tactical Deployment Activities

SST: ART 5.2.1 Conduct Command Post Operations

CRE TASK: Conduct Deployment and Redeployment of Forces

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: A major or catastrophic CBRN event has occurred: the most dangerous scenario is a terrorist improvised nuclear device. When directed by the Secretary of Defense (SecDef), coordinated by the Chief, National Guard, (CNGB), and upon consent of the affected Governors, the NG CRE will alert, recall and deploy to incident area.

CRE STANDARDS: HRF conducts alert, assembly, and deploys to save lives and mitigate human suffering, and prepares for follow-on forces. HRF arrives at the required location(s) with appropriate force structure, equipment, and material.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

1. Conduct Mobilization of CBRN response elements and forces. (MCT 6.4.5.1)

a. Brought response CBRN elements to the required planned state of readiness.

b. Communicated mobilization progress with Higher Control (HICON).

c. Monitored progress of Advance Echelon (ADVON) and subordinate element deployments.

*2. Conduct Tactical Deployment/Redeployment Activities. (ART 1.1.2)

a. Identified personnel and equipment for ADVON and Main Body.

b. Deployed ADVON in time to facilitate reception of Main Body at Incident Site.

c. Deployed unit IAW timelines required by Concept of Operations (CONOPS) or Movement Order.

d. Reported personnel and equipment shortfalls to (HICON).

e. Prepared unit movement orders.

f. Coordinated deployment and redeployment activities with all required agencies.

g. Requested transportation resources from supporting agencies, if required.

h. Task-organized units based on mission.

i. Prepared equipment and vehicles per load plans.

3. HRF establishes assembly area to prepare for operations. (ART 5.2.1)

*4. Coordinate transition of responsibility to ICS and/or to follow-on forces.

a. Established objectives and timelines for transition.

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b. Conducted transition activities culminating in a transition briefing to the ICS and/or follow-on forces.

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

CRE Task Performance Requirements Assessed of CRE Support Tasks

Task Observation Notes:

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SST: ART 1.1.2 Conduct Tactical Deployment/ Redeployment Activities

SST: ART 5.2.1 Conduct Command Post Operations

CRE TASK: Plan Operations

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: A major or catastrophic CBRN event has occurred: the most dangerous scenario is a terrorist improvised nuclear device. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The HRF Commander has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environmental conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force (RUF).

CRE STANDARDS: The HRF staff, supervised by the Chief of Staff or Executive Officer, plans operations using the Joint Operations Planning Process (JOPP) or Military Decision Making Process (MDMP) to assist the commander in understanding the situation, make decisions, and synchronize those decisions into a fully developed plan or order.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

1. The HRF Chief of Staff or Executive Officer leads the staff using the Military Decision Making Process (MDMP) or Joint Operational Planning Process (JOPP) to plan operations based on the mission assigned by the higher headquarters, and conduct the following seven steps: (MCT 6.4.5.1)

a. Received the mission from the higher headquarters.

b. Conducted mission analysis.

c. Developed Course of Action (COA).

d. Analyzed COA (war-gaming).

e. Compared COA.

f. The HRF Commander approved the COA.

g. Produced an order or plan.

*2. The HRF Commander visualizes the operational environment and describes it to subordinate staffs and commanders. (ART 5.2.1)

a. Provided the Commander’s intent.

b. Provided a definitive end state.

c. Provided the Commander’s planning guidance.

d. Provided the Commander’s Critical Information Requirements (CCIR).

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3. Ensure the development of an effective plan: (MCT 6.4.5.1)

a. All relevant staff sections participated in planning.

b. Confirmed all plans and orders were compliant with military and supported state law and appropriate Rules for the Use of Force (RUF).

c. Confirmed all planning products were relevant and suitable for subordinates, based on the commander’s intent.

d. Included Incident Action Plans (IAP) in the development of plans and orders, as appropriate.

*4. Determine whether to use the deliberate MDMP (JOPP) or modified (abbreviated) MDMP (JOPP)

5. Confirm or deny assumptions and generate or analyze information necessary to make decisions and produce a viable plan.

6. The staff conducts a mission analysis brief to the Commander, time permitting.

a. Briefed the supported commander’s mission and intent.

b. Briefed the supported command’s plan/objectives.

c. Briefed the Higher Commander’s initial guidance.

d. Briefed the initial operational information assessment.

e. Briefed the specified, implied, and essential tasks.

f. Briefed constraints on the operation.

g. Briefed the support assets required.

h. Briefed facts and assumptions.

i. Briefed possible risks.

j. Briefed the initial Commander’s Critical Information Requirements (CCIR).

k. Briefed time available.

l. Briefed the recommended restated mission.

7. Staff publishes the order: (ART 5.2.1)

a. Included paragraph 1 – Situation.

b. Included paragraph 2 – Mission.

c. Included paragraph 3 – Execution.

d. Included paragraph 4 – Sustainment.

e. Included paragraph 5 - Command and Control.

F. Included relevant annexes and appendices.

g. The staff issued the operations order(s) without omitting any critical information.

*8. Commander or S3 disseminates orders. (ART 5.2.1)

a. Subordinate elements acknowledged the receipt of the order.

b. Subordinate elements verified they understood the critical tasks.

9. Allow adequate time for subordinate elements to plan: (ART 5.2.1)

a. Issued Warning Orders to allow for concurrent planning.

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b. Enforced the one-third/two-thirds rule to ensure subordinates had sufficient time to plan and prepare for operations.

c. Disseminated plans or orders promptly to allow adequate planning and preparation time.

10. The staff conducts continuous planning: (ART 5.2.1)

a. Anticipated contingencies.

b. Adjusted running staff estimates.

c. Revised plans based on new information, derived from:

(1) Considered feedback from unit back briefs and/or rehearsals.

(2) Assessed the progress of operations.

(3) Anticipated branches and sequels.

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

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CRE TASK: Conduct Command Post Operations

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: A major or catastrophic CBRN event has occurred: the most dangerous scenario is a terrorist improvised nuclear device. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The HRF Commander has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force (RUF).

CRE STANDARDS: The staff conducts command post operations. The staff and Command Post system supports continuous operations while communicating with all subordinate elements and forces, higher and adjacent units. The staff and Command Post system’s arrangement facilitates internal coordination, information sharing, and rapid decision making. The staff employs procedures to execute the operations process within the command post to enhance the execution of Command Post operations. The staff uses standard operating procedures, battle rhythm, meetings, and working groups to assist the commander in effectively conducting Command Post operations.

Information requirements from the supported civilian agencies must be incorporated into the command post operations to ensure that situational awareness is maintained throughout operations. The organization successfully integrated in the incident response and assumed Mission Command of CBRN response units operating in direct support of the supported Incident Command structure. NOTE: Task steps and performance measures may not apply to every staff element or force. Prior to an assessment, coordination should be made between evaluator and the evaluated staff’s or unit’s higher headquarters to determine the performance measures that may not be applicable for assessment.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

*1. The Deputy Commander/Chief of Staff (CoS)/Executive Officer (XO)/Operations Officer/Assistant Operations Officer leads the Advance Echelon (ADVON). (MCT 6.4.5.1)

2. Conducts initial meeting with Incident Command System (ICS) to determine facts and operational objectives: (MCT 6.4.5.1)

a. Determined time and location of incident.

b. Determined type of contamination.

c. Determined type of CBRN hazard from WMD-CST/ICS Command/CERFP.

d. Determined estimated casualties in the incident area(s).

e. Identified signs and symptoms of exposure.

f. Determined type of release or agent (if known).

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g. Determined information on other known or suspected hazards.

h. Identified other response agencies on the scene.

i. Identified Incident Command Operational Objectives and Critical Information Requirements (CIR).

j. Provided capabilities brief to the ICS representative.

k. Provided the IC representative with personnel status report to include training and medical certifications, as required.

l. Advised as to CBRN Assistance Support Element (CASE) forces available for force protection.

3. ADVON establishes the area of operations and operates an Early Entry Command Post (EECP). (MCT 6.4.5.1)

a. Established reporting procedures with the ICS.

b. Conducted initial mission analysis and planning.

c. Synchronized the Incident Action Plan and the HRF CCIRs.

d. Established initial communications with the ICS no later than 15 minutes of arrival of the ADVON.

e. Established communications with higher headquarters no later than 45 minutes of arrival of ADVON and mission assumption.

f. Initiated Incident log.

g. Prepared composite risk management plan.

h. Commander provided a liaison capability between military elements and civilian agencies.

(1) Established and maintained liaison with the civilian agencies and military elements as required.

(2) Continuously obtained current relevant incident information.

(3) Established liaison with the appropriate military/civilian agencies in timely manner.

(4) Maintained liaison with the appropriate military/civilian agencies throughout the operational period.

(5) Identified the key civilian agencies and officials in the Area of Responsibility

(AOR).

(6) Ensured timely and accurate transfer of information and knowledge between the unit and the ICS.

i. Controlled and synchronized current operations and executed the Operations Process (Plan, Prepare, Execute, and Assess).

j. Monitored and assessed current operations (including higher and adjacent units) for their impact on future operations.

k. Prepared reports required by the higher HQ and received reports from subordinate units.

l. Provided a facility for the Commander to control operations, issue orders, and conduct rehearsals.

m. EECP established a Common Operational Picture (COP)

n. EECP ensured timely and accurate transfer of COP to Main Command Post *4. The staff, led by the COS/XO staffs, equips, and organizes the CP to support 24-hour operations while continuously communicating with all subordinate, higher, and adjacent units. (MCT 6.4.5.1)

a. Maintained internal coordination amongst functional staff cells and integrating cells.

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b. Maintained information sharing amongst functional staff cells and integrating cells.

c. Supported rapid decision-making during the execution phase of the Operations Process.

d. Developed procedures to execute the Operations Process to ensure the CP exercises successful mission command of subordinate units operating in direct support of civil authority.

5. The staff follows the unit’s Standard Operating Guidance (SOG) (ART 5.2.1)

6. The staff executes battle drills per the unit SOG (ART 5.2.1) *7. The COS/XO monitors shift-change briefings during continuous operations. (ART 5.2.1)

a. Determined if shift-change briefings are formal or informal.

b. Determined which staff members must attend Note: may include selected staff members or the entire staff.

c. Monitored shift-change briefings.

(1) Included current unit status.

(2) Included significant activities that occurred during the previous shift.

(3) Included significant decisions and events anticipated during the next shift.

d. Provided status update to the Commanders CCIR

e. Provided status updat to the Area Commanders CCIR and requests for information (RFI)

f. Identified exceptional information

g. Answered information that potentially encompasses the entire force to include the HRF CP and subordinate units as the situation dictates

8. The staff provides the Commander with operational update and assessment briefings. (ART 5.2.1)

a. Conducted daily or anytime the commander calls for one.

b. Provided all key personnel with a common situational awareness.

c. Included staff sections that presented their running estimates.

d. Included subordinate commanders briefing their current situation and planned activities.

e. The staff and subordinate commanders participated in person or using available communications, including radio, conference calls, and video teleconference as required.

f. Followed a sequence and format specified by unit SOG.

9. Staff representatives from each coordinating, personal, and special staff element, chaired by the J3/S3, participate in operations synchronization meetings during execution. Note: The operations synchronization meetings do not replace the requirement to conduct shift-change briefings or commander’s operation update/assessment briefings. (MCT 6.4.5.1)

a. Synchronized relevant Operations Process functions and other activities in the short-term planning horizon.

b. Confirmed all staff members maintained a common understanding of the current operation, including upcoming and projected actions at decision points, and reviewed running staff estimates.

c. Reviewed fragmentary orders and updated planning guidance that addressed any required changes to maintain synchronization of current operations. Ensured

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d. Monitored CBRN capabilities and status.

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

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SST: ART 5.2.1 Conduct Command Post Operations to Support Tactical Operations

CRE TASK: Manage Information and Data

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The HRF Commander has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force (RUF).

CRE STANDARDS: The HRF staff collects, processes, displays, stores, and disseminates Relevant Information;

produces it in a usable format by creating a common operating picture tailored to user needs; and provides it to the right user at the right time to answer the commander’s critical information requirements, which enable the commander to make timely and effective decisions.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

*1. The Commander provides guidance for Information Management (IM). (ART 5.2.1)

a. Established priorities for collecting Relevant Information (RI) through determining Commander’s Critical Information Requirements (CCIR).

b. Revised CCIRs through continuous assessment as the situation changed.

2. The Staff collects RI as needed. (MCT 6.4.5.1)

a. Obtained through direct observation.

b. Collected information from the Incident Command System, higher echelons, and subordinate units.

c. Collected information from official or unofficial public source environment.

3. The staff processes RI to elevate the meaning of information from data to knowledge. (MCT 6.4.5.1)

a. Determined content and organized data and information in a clear fashion that promoted understanding.

b. Collated data and information.

c. Plotted data and information accurately and in a timely manner.

d. Tracked and managed Requests for Information/Requests for Action (RFIs/RFAs), Significant Activities (SIGACTS), and CCIRs accurately and in a timely manner.

e. Monitored Incident Command System CBRN data and mitigation status.

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f. Assessed the quality of information.

(1) Assessed for timeliness to the extent which information still reflects reality.

(2) Assessed for accuracy to the extent to which information conveys the true situation.

(3) Assessed for usability to the extent which information is easily understood or displayed in a form that immediately conveys the meaning.

(4) Assessed for completeness to the extent which the information contains all necessary components.

(5) Assessed for precision to the extent which the information has the required level of detail.

(6) Assessed for reliability to the extent which information is trustworthy, uncorrupted and undistorted.

g. Prioritized information to enable efficient and accurate information management during high operational tempo (OPTEMPO).

4. Staff maintains a Common Operational Picture (COP): (MCT 6.4.5.1)

a. Maintained a situation map with relevant information to include, as available, friendly information, civilian agency information, and CBRN incident information.

b. Posted accurate information displays.

c. Depicted the concept of operation based on the commander’s intent.

d. Posted current Force Protection Condition (FPCON).

e. Depicted atmospheric information and plume data from WMD-CST and/or Incident Command Post

5. The Staff disseminates accurate and timely RI in a useable form by any means to improve understanding or to initiate or govern action. (MCT 6.4.5.1)

a. Provided accurate information within the command post to maintain situational awareness and promote situational understanding in order to facilitate decision making.

b. Disseminated accurate and timely COP information to all echelons of command and civilian entities as appropriate.

c. Sent information point-to-point to a specific user or users, as needed or directed, in a timely and accurate manner and ensured the information was received.

6. The staff stores RI to retain for future use in exercising Command Post operations through the maintenance of a staff log and a common database. (MCT

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

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ST: OP 5.2 Assess Operational Situation

TASK: Assess Operational Situation

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The HRF Commander has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force (RUF).

CRE STANDARDS: The staff continuously monitors the current situation and progress of the operation and assesses the situation or operation against measures of effectiveness allowing the Commander and Staff timely decisions and necessary adjustments to the plan.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

*1. Upon receipt of a mission the Commander and Staff, during planning, begin development of the initial assessment plan. (OP 5.2)

a. Identified gaps in information.

b. Determined initial Measures of Effectiveness (MOE) and Measures of Performance (MOP) criteria.

c. Determined initial indicators.

d. The Staff established initial variances to aid in determining differences between the actual situation and what the plan forecasted the situation would be at the time or event.

(1) Variances were qualitative and/or quantitative as per ADRP 5.0.

(2) Developed initial change criteria to aid in identifying variances and assist the Rapid Decision Making and Synchronization Process (RDSP) during the execution phase of the Operations Process.

2. The Staff continuously monitors the plan’s execution through observation of those conditions relevant to the current operation. (OP 5.2)

a. The Staff compared the current situation to what the plan forecasted the situation to be at that time or event.

b. The Staff updated and utilized running staff estimates.

(1) Staff sections continuously updated facts that affect operations.

(2) Staff sections continuously updated assumptions that affect operations.

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(3) Staff sections continuously updated friendly force and subordinate unit status that affect operations such as LOGSTAT, PERSTAT, and other relevant information.

(4) Staff sections continuously updated civilian agency and Incident Command System information that affect operations.

(5) Staff sections continuously updated CBRN considerations that affect operations.

(6) Staff sections continuously updated their conclusions and recommendations.

(7) Staff sections recommended the most supportable COA from the mission perspective.

(8) Prioritized and listed issues, deficiencies and risks to the mission and made recommendations to mitigate the risks to the mission.

3. The staff analyzes relevant information collected through monitoring to evaluate the operation’s progress. (ART 5.2.1)

a. Used MOEs to assess changes in system behavior, capabilities, or operational environment tied to measuring attainment of end state conditions, achieving objectives, and performing tasks.

b. Used MOPs to measure task accomplishment.

c. Used indicators to gain insight into MOEs and MOPs as well as identify the occurrence of a potential variance from the plan.

*4. The staff recommends changes to the plan during execution or directs immediate action. (ART 5.2.1)

a. The Staff conducts the RDSP.

(1) Compared current situation to the order.

(2) Determined the type of decision required.

(3) Developed a new course of action.

(4) Refined and validated the course of action and made recommendations to the Commander.

(5) Implemented the new course of action.

b. Identified future implications based on the results of the staff’s evaluation and recommendation and resynchronized operations as appropriate.

*5. The Commander continuously assesses the execution of the operation. (MCT 6.4.5.1)

a. Determined whether the current plan is valid.

b. Determined impacts on potential future operations.

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

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ST: OP 5.2 Assess Operational Situation

CRE TASK: Assess Chemical, Biological, Radiological, and Nuclear (CBRN) Incidents

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The Commander has issued guidance on Intelligence Preparation of the Operational Environment (IPOE), assessing relevant CBRN incident information, and Incident Awareness and Assessment (IAA). The Command has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force

(RUF).

CRE STANDARDS: HRF Command Post successfully coordinates with relevant military and civilian informational sources in a timely manner to produce IPOE products and information assessment products to enable and enhance planning and element mission accomplishment in support of civil authorities in response to a CBRN incident.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

1. Accesses and provides analysis of pertinent information from higher headquarters; local, state and federal authorities; other military assets (such as WMD-CSTs); and open-source information to enable and enhance mission planning and accomplishment in a CBRN environment: (MCT 6.4.5.1)

a. S2 section coordinated with appropriate sources to access weather, environment and hazard data relevant to Command Post operations.

b. Developed or analyzed information using SWEAT-IR (Sewer, Water, Electricity, Academics and Trash - Infrastructure Reconnaissance), ASCOPE (Areas, Structures, Capabilities, Organizations, People, Events), PMESII-PT (Political, Military, Economic, Social, Infrastructure, Information, Physical Environment, Time) or other operational environment assessment tools for Area of Responsibility (AOR) situational awareness/decision support based on SOG.

c. Obtained and tracked CBRN hazard information provided by WMD-CST(s), higher headquarters, or civilian agencies in the AOR.

d. Obtained and tracked atmospheric and weather data and analyzed potential effects on mission and personnel.

2. Disseminates all pertinent IPOE products from analysis of SWEAT-IR assessment, ASCOPE, PMESII-PT, or other operational environment assessment tools, plume and atmospheric/weather data, etc., to all subordinate elements. (MCT

3. Identifies other Priority Information Requirements (PIR). (MCT 6.4.5.1)

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4. Submits additional information requests to higher headquarters or local, state and federal authorities. (MCT 6.4.5.1)

5. Annotates and maintains situation map with current military and civilian agency information. (MCT 6.4.5.1)

*6. Prepares information summary. (MCT 6.4.5.1)

*7. Protect the Force. (OP 5.2)

a. Assessed potential threats that could impact the force.

b. Advised actions to reduce and/or mitigate the threats to the force in the AOR.

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

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JMET: OP 5 Provide Command and Control

SST: OP 4 Provide Operational Sustainment

SST: ART 4.1 Provide Logistics Support

CRE TASK: Provide Logistics Support

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The Commander has issued guidance on sustainment and maintenance operations. The Command has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force (RUF).

CRE STANDARDS: The Logistics Section provides ready and rapid logistics and maintenance reports while accurately tracking class supply, providing staff recommendations, accurately tracking expenditures, and ensuring all logistics requirements necessary to achieve mission success are met.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

*1. Monitors and reports logistical readiness status to the Incident Command System (ICS), and higher headquarters. (ART 4.1)

2. Maintains section log. (ART 4.1)

3. Monitors environmental effects on sustainment operations in a CBRN environment. (ART 4.1)

a. Monitored effects of CBRN hazard and identified subsequent impact on logistics. Effects may include wind direction and speed, terrain (urban or rural), work/rest cycles, equipment readings, temperature, humidity, barometric pressure, or civil considerations to include threats.

b. Monitored weather effects on logistical support.

4. Maintain an accurate and timely running staff estimate and provide analysis to the Commander on current and future sustainment capabilities and mission impact.

(ART 4.1)

*5. Participate in the logistics planning process. (ART 4.1)

a. Recommended logistical sustainment priorities that conform to mission requirements.

b. Recommended logistical sustainment related Commander’s Critical Information Requirements (CCIR).

c. Reviewed current and future plans for logistical sustainment related requirements.

6. Sustain operational capabilities during Defense Support to Civil Authority (DSCA) or Civil Support (CS) missions as part of a domestic CBRN incident response. (ART 4.1)

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a. Coordinated with the Incident Command Logistics (outside the HRF).

(1) Established and maintained contact with the Logistics section.

(2) Participated as needed in the planning process.

(3) Obtained ICS logistics briefing.

(a) Identified receiving, storage, distribution, tracking and accountability procedures.

(b) Determined charge code for incident as needed.

(c) Confirmed ordering process (parameters, authorities, restrictions).

(4) Determined available resources.

b. Coordinated with the Incident Command Finance / Administration Section.

(1) Coordinated contract implementation as required.

(2) Provided cost analysis data as required.

(3) Provided financial summary information on current incident operations as requested.

c. Coordinated for additional incident site logistical sustainment resources.

(1). Prioritized requests.

(2) Requests were routed properly to ensure timely delivery of resource(s).

(3). Coordinated sustainment needs with subordinate units and higher echelons of command.

(4) Coordinated sustainment needs with the Consequence Management Support Center (COMSUPCEN) Forward Area Support Team (FAST) as necessary.

7. Maintain logistics accountability. (ART 4.1)

a. Maintained property accountability.

b. Initiated Financial Liability Investigations of Property Loss (FLIPL) for all property lost, damaged or destroyed.

c. Coordinated for equipment recovery operations.

d. Coordinated with the ICS for disposal of contaminated materials (solid and liquid) as required.

8. Conduct Unit Logistics Package (LOGPAC) Operations. (ART 4.1)

a. Established LOGPAC operations to distribute supplies.

b. Monitored the distribution of supplies to subordinate units.

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JMET: OP 5 Provide Command and Control

SST: OP 4 Provide Operational Sustainment

SST: ART 4.1 Provide Logistics Support

CRE TASK: Provide Personnel Support COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The Commander has issued guidance on performing essential personnel, legal, and Religious Services. The Command has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force

(RUF).

CRE STANDARDS: Personnel and administrative actions are processed in accordance with governing regulations, established procedures, and the SOG in a timely and accurate manner. Processing is completed in a manner that precludes adverse morale implications. The Staff Judge Advocate provides Operational Law (OPLAW) support and oversight during planning and operations. OPLAW support for operations enables the unit to conduct operations in compliance with the Rules of Use of Force (RUF), Commander’s intent, and state laws. Chaplain provides religious support to promote total Service Member care and reduces stress. Command Post medical staff provides coordination as required.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

*1. S1 directs essential personnel services operations. (ART 4.2)

a. Reviewed SOG and command directives to determine what essential personnel services could be provided.

b. Monitored current situation and command directives to determine any changes required in providing essential personnel services.

c. Advised subordinate units and staff on personnel services.

d. Coordinated with higher headquarters and the Incident Command System to ensure proper personnel management procedures and policies were applied.

e. Provided analysis of personnel status through an accurate running staff estimate to the Commander and other staff sections.

2. S1 personnel receives requests for support from subordinate units, supported units, and higher headquarters (HQ). (ART 4.2)

a. Logged receipt of all actions.

b. Verified validity and eligibility for actions requested.

c. Established suspense for actions.

d. Monitored status of actions pending.

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3. Conduct Personnel Accounting. (ART 4.2)

a. Maintained accurate status of all assigned personnel.

b. Submitted PERSTAT to higher headquarters on regular basis.

4. S1 personnel monitor line of duty investigation requirements. (ART 4.2)

a. Received requests from units for appointment of investigating officer.

b. Verify incident with unit.

c. Determined if incident required line of duty

d. Submitted request to S1 for appointment of investigating officer.

e. Monitored status of investigation.

f. Reviewed investigations for administrative requirements.

g. Submitted investigation with comments to S1 for disposition.

h. Provided unit requesting investigation, higher HQ, individual Service Member involved, and other requesting entities a copy of completed and approved investigation.

*5. Coordinate Chaplain Services. (ART 4.2)

a. Coordinated religious support teams and support activities based on incident.

b. Coordinated religious services as required.

c. Coordinated Comprehensive Soldier Fitness support. Note: The use of “Soldier” in Army specific programs applies to all Service Members, regardless of Service Component, unless otherwise indicated.

d. Developed and Implemented measures to reduce operational stress.

e. Advised the Commander on religious support and Comprehensive Soldier Fitness related issues as required.

*6. Coordinate internal medical support. (ART 4.2)

a. Medical Staff Officer advised Commander on medical issues and their impact to the operation.

b. Command Post medical staff coordinated medical support and treatment for assigned military personnel with higher headquarters and/or civilian agencies as required.

c. Command Post medical staff worked with Logistics Section to coordinate medical supply ensuring mission sustainment.

d. Command Post medical staff prepared health-related reports and statistics as required.

e. Medical Staff Officer provided input to the planning process.

*7. The Staff Judge Advocate (SJA) section provides Operational Law (OPLAW) support to unit operations. (ART 4.2)

a. Provided legal support to the Military Decision Making Process (MDMP) or Joint Operations Planning Process (JOPP).

(1) Prepared legal running staff estimates.

(2) Advised the commander/staff on legal issues during COA comparison.

(3) Wrote legal annexes to the Warning Order, Operations Plan, Operations Order, or Fragmentary Order.

b. Supported the conduct of operations.

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(1) Advised on the application of the RUF.

(2) Advised the Commander on issues of military justice.

(3) Assisted in the development and training on the RUF.

(4) Reviewed plans, orders, and Standing Operating Guidance (SOGs) as necessary.

(5) Advised the Commander concerning support for and relationships with private and Non-Governmental Organizations (NGOs).

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SST: ART 5.7.1 Conduct Public Affairs Operations

CRE TASK: Conduct Public Affairs Operations

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The Commander has issued guidance on public affairs operations. The Command has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force (RUF).

CRE STANDARDS: The staff develops the public affairs plan that advises the Commander on public affairs operations. The staff’s plan includes developing information strategies and programs, and facilitating media operations and community relations programs within the area of operations that support the commander’s intent and contributes to mission accomplishment. NOTE: Task steps and performance measures may not apply to every unit or echelon. Prior to task assessments, coordination should be made between Observer/Controller Trainer and the assessed element/units’ higher headquarters to determine the performance measures and tasks to be assessed.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

*1. During planning, the Public Affairs (PA) Section assesses the PA situation.

(ART 5.7.1)

a. Requested PA Guidance (PAG) from higher headquarters to include themes, messages, and objectives.

b. Established coordination with appropriate organizations involved with or within the area of responsibility to include non-governmental organizations and the Incident Command System.

c. Assessed the Information Environment (IE) to include:

(1) Identified the information requirements and needs of the various audiences both internal and external.

(a) Monitored media and public opinion.

(b) Evaluated the effectiveness of existing PA plans and operations.

(c) Assessed the information needs of the various audiences.

(2) Assessed the news media presence in the area.

d. Developed the PA running staff estimate.

2. Upon completion of the assessment the Public Affairs Section develops the PA plan. (ART 5.7.1)

a. Developed the PAG.

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(1) Provided mission specific guidance to support public discussion of the operation to include HRF talking points and Commander’s themes/messages.

(2) Addressed higher headquarters PA policies.

(3) Highlighted issues of interest.

(4) Described the military perspective on the operation.

(5) Addressed the methods, timing, and authority for releasing information to news media representatives.

b. Developed the PA annex to the operations plan/operations order.

*3. During execution, the PA Section continuously monitors PA operations. (ART 5.7.1)

a. Conducted liaison with media representatives as required.

b. Developed and educated the command on policies and procedures for protecting against the release of information detrimental to the mission and personal privacy.

c. Informed HRF personnel of their rights under the Privacy Act, operations security responsibilities, and roles as implied representatives of the command, when interacting with the news media.

d. Advised the Commander and the Staff on Privacy Act and Freedom of Information Act matters as they arise.

e. Coordinated with the higher headquarters and other agencies to integrate and unify efforts to communicate the HRF’s perspective and to support the mission.

f. Facilitated media efforts to cover operations by expediting the flow of complete, accurate, and timely information.

g. Coordinated with the staff to ensure disseminated information was not contradictory.

h. Monitored the support and attitude of key audiences for analysis and review of external media messages.

i. Assessed the accuracy and perspective of reported information.

j. Continuously educated the key audiences about military capabilities and limitations.

k. Made adjustments to the PA operation as necessary.

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

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SST: ART 6.10.1 Perform Composite Risk Management

CRE TASK: Perform Composite Risk Management

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. The HRF has deployed to an incident in support of civilian authority and received a higher level operations, fragmentary, or warning order and is conducting Command Post operations. The Commander has issued guidance on managing risk. The Command has established communications with subordinate and adjacent units and agencies, civilian authority, and higher headquarters. The Command Post system is operational and processing information in accordance with standard operating procedures. This task is performed 24/7 in various environment conditions. The CBRN response elements and forces have received guidance on the Rules for the Use of Force (RUF).

CRE STANDARDS: Element/Unit leaders and personnel are aware of all potential hazards inherent in the conduct of the mission. The element/unit implements appropriate control measures to eliminate or reduce the hazards to an acceptable level. Leaders supervise and evaluate the risk management process in accordance with AR 385-10.

CRE TASK - PERFORMANCE STEPS – MEASURES Go No-Go N/A

*1. The Staff identifies hazards. (ART 6.10.1)

a. Identified all potential hazards regardless of the source.

(1) Identified hazards that can cause injury, disease, or kill personnel.

(2) Identified hazards that can damage or destroy equipment.

(3) Identified hazards that could degrade or cause mission failure.

b. Used the Mission, Enemy, Troops, Terrain, Time available, and Civilian considerations (METT-TC) format to standardize the process.

(1) Identified hazards inherent in the mission.

(2) Identified hazards posed by the enemy, if any.

(3) Identified hazards from the terrain and weather.

(4) Identified hazards caused by troops and equipment.

(5) Identified hazards due to insufficient time to plan and prepare.

(6) Identified hazards that are a threat to civilians due to military operations.

*2. Element/Unit leaders assess the hazards. (ART 6.10.1)

a. Assessed the probability of the event or occurrence.

b. Estimated the expected result or severity of an event or occurrence.

c. Determined the specified level of risk for a given probability and severity.

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*3. Element/Unit leaders develop controls and make risk decisions. (ART 6.10.1)

a. Developed controls to eliminate or reduce the hazard to an acceptable level.

b. Reassessed hazard to determine residual risk.

c. Made risk decisions based on commander’s guidance.

*4. Element/Unit leaders implement controls.(ART 6.10.1)

a. Integrated controls into written and verbal orders, mission briefings, and SOG.

b. Converted controls into clear and simple execution orders.

*5. Element/Unit leaders supervise and evaluate controls. (ART 6.10.1)

a. Supervised the establishment of controls.

(1) Ensured subordinates understand how, when, and where controls are implemented.

(2) Developed or modified controls as necessary.

b. Evaluated the effectiveness of the controls.

(1) Identified any hazards that were not identified as part of the initial assessment.

(2) Identified new hazards that evolved during the operation or activity.

(3) Evaluated the implementation, execution, and communication of the controls.

(4) Assessed accuracy of residual risk and effectiveness of controls in eliminating hazards and controlling risks.

(5) Determined effectiveness in supporting operational goals and objectives.

6. Uses Area Command and all Incident Command Safety Plan documentation to identify and assess the hazards. (ART 6.10.1)

7. Documents the results of the risk management process on DD Form 2977, Risk Management Worksheet, and the ICS 215A, Incident Action Plan Safety Analysis, ICS 208 (Site Safety Plan), Safety Message Plan, as appropriate. (ART 6.10.1)

8. Distributes Risk Management documentation to appropriate ICS and military elements. (ART 6.10.1)

“*” indicates a leader task step

CRE TASK PERFORMANCE – ASSESSMENT SUMMARY

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ELEMENT: CASE

JMET: OP 7.9 Conduct Consequence Management (CM)

SST: OP 4.7.2 Conduct Civil Military Operations

SST: ART 5.2.1 Conduct Command Post Operations

SST: ART 6.5.3 Establish Local Security

CRE TASK: Support Tactical Operations

COMMANDER/LEADER ASSESSMENT: T P U (Circle One)

CRE CONDITIONS: The most dangerous scenario is a terrorist improvised nuclear device; an intentional or unintentional event involving CBRN or natural disaster is threatened or has occurred. Working within or near a CBRN contaminated area. Short-notice timeline to alert, assemble and deploy in support of CBRN incident(s) requires use of Standard Operating Guidance (SOG). CBRN forces and support units must be prepared to support CBRN operations immediately upon arrival at the incident site with five days of supplies.

CRE STANDARDS: The HRF Commander will identify and allocate the CASE to CERFP and CBRN-TF Commanders. The CASE will be divided into platoon sized elements based on mission parameters, up to seven platoons allocated to each decontamination corridor. CASE will provide support 24/7 to control throughput at the decontamination corridors’ access points located at the Casualty collection point and conduct patrols to maintain the integrity of the decontamination corridor. In the Joint Operations Area (JOA) the CASE TOC coordinates with the HRF to support troop-to-task requirements, sustainment, and logistical support.