text: Defense Support of Civil Authorities
  B-21. The MEB leaders and staff may help support the emergency preparedness planning that is conducted
  at the national, state, or local level. The MEB may conduct contingency, crisis response, or deliberate
  planning. The MEB leaders and staffs must understand the following documents from the Department of
  Homeland Security:
  * National-level civil disaster and emergency response doctrine contained within the National
  Incident Management System.
  * National Response Framework documents.
  Note. The MEB leaders must understand the doctrine in JP 3-28.
  B-22. The National Response Framework organizational structure includes emergency support function
  annexes. There are currently fifteen emergency support function annexes. The emergency support functions
  are used to help identify who has what type of resources to provide as part of a disaster response. Possible
  considerations for MEB support to DSCA planning include—
  * Assisting with interorganizational planning.
  * Assisting with initial needs assessments.
  * Providing logistics support for civil authorities.
  * Providing sustainment in a damaged austere environment.
  * Assisting the lead civil agency to define and share COAs.
  * Soliciting agency understanding of roles.
  * Developing measurable objectives.
  * Assisting in the coordination of actions with other agencies to avoid duplicating effort.
  * Planning to hand over to the operation civilian agencies as soon as feasible. The end state and
  transition are based on the—
   Ability of civilian organizations to carry out their responsibilities without military assistance.
   Need to commit ARFOR to other operations or the preparation for other operations.
   Ability to provide essential support to the largest possible number of people.
   Knowledge of the legal restrictions and rules for the use of force.
   Establishment of funding and document expenditures (see National Incident Management
  System procedures).
  * Identifying and overcoming obstacles, including—
   Planning media operations and coordinating with local officials.
   Maintaining information assurance.
   Establishing liaison with the lead federal agency.
  PREPARE
  B-23. Commanders should prepare for DSCA by understanding the appropriate laws, policies, and directives
  that govern the military during response and by planning and preparing with the agencies and organizations
  they will support before an incident. There may be little or no time to prepare for a specific DSCA mission.
  When possible, the commander helps develop contingency plans and standing operating procedures for
  potential natural and man-made disasters. The MEB may plan, receive units, and deploy within hours. It is
  possible that the MEB will link up with units on-site during execution as they arrive from across a state or
  region.
  B-24. Based on METT-TC factors, training before deployment for DSCA aids in preparing for and executing
  the necessary tasks. Many stability tasks correlate with DSCA tasks. When possible, the MEB leaders and
  staff train with civil authorities.
  B-25. The notification for DSCA employment usually requires rapid reaction to an emergency, but
  sometimes may allow for deliberate preparation. After notification, the MEB commander and staff leverage
  the command and control system to coordinate and synchronize their operations with civilian authorities.