text: Considerations for Defense Support of Civil Authorities
  flow. Army commanders provide focused personnel recovery guidance and ISG to mitigate the expected
  complexity from the beginning to the end of an incident response. Especially in the early phases of
  operations, commanders and staffs help civil authority by stressing personnel accountability and integrating
  status reporting of Army personnel with civilian incident management systems. Regardless of any other
  personnel recovery support or interagency coordination, deploying units plan for personnel recovery
  operations that maximize self-sufficiency and self-reliance. Leaders maintain situational awareness in the
  AO, and prepare to execute immediate and deliberate recovery operations as necessary. Frequently, ISG in
  a DSCA situation will read more like lost hiker guidance than combat ISG.
  6-22. Commanders incorporate personnel recovery into planning, especially if they are supporting a local
  responder and higher military headquarters have not yet deployed. Because of the physical separation
  between headquarters, it is difficult to nest commander’s intent and communicate guidance at all levels to
  ensure actions are consistent throughout the chain of command. In these instances, subordinate
  commanders develop and disseminate ISG as well as identify recovery assets, whether they are under
  military or civil authority. Interoperability with civil and military organizations facilitates coordination,
  including the integrating of information management and airspace control.
  6-23. Time constraints of early response by military forces initially influence the composition of a DSCA
  force. Some unit combat capabilities may not deploy as part of a response force and, therefore, will not be
  available for personnel recovery operations. Incomplete staff reduces the ability of a commander to
  visualize an AO through running estimates. This is particularly important as it relates to the application of
  information and intelligence. Information obtained from civil authorities supports planning for the
  personnel recovery missions by defining the threats potential isolated persons may face, as well as the
  threats a recovery force may encounter.
  6-24. Early in a deployment, civilian and military organizations will have limited capabilities for to
  maintain situational awareness and facilitate requisite reporting and accountability. Initial military
  deployments often consist of medical, logistic, search and rescue, and infrastructure repair assets. This
  early emphasis on rescue and relief capabilities limits a commander’s options for identifying and tasking a
  recovery force. The infrastructure degradation also reduces the staff’s communication and coordination
  effectiveness and limits the recovery force’s maneuver options.
  6-25. Commanders adjust and disseminate updated guidance as the situation develops and ensure that
  civilian leaders, military leaders, and their staffs receive modifications to the ISG. Tactical commanders
  require adequate time to refine guidance from higher echelons as it pertains to their missions and their
  specific AOs. The result is increased situational awareness and understanding of isolated personnel incident
  response.