Civil Air Patrol Command Council Meeting

1. Civil Air PatrolCommand Council Meeting 1-2 March 2013 Arlington, VA

2. Multi-Wing/Region Missions Mr. Desmarais & Col Murrell

3. CAP Response Highlights • Tasked to collect airborne imagery, provide light air transportation, and assist in shelter management, and other general assistance in FEMA Regions I, II and III • 250+ CAP members from 21 Wings supported ops • 73 aircraft flew 1,407 hours on 696 sorties • Provided 158,012 geo-tagged images • Provided CAP liaison support to the NRCC as well as numerous states throughout the impacted area • CAP’s response cost $181,771.75

4. Hurricane Sandy Resources Wing ICPs CAP Aircraft

5. New Jersey Coast

6. Crowd Sourced via MapMill

7. Create Hot or Not Maps

8. Not Just Airborne Photography

9. National Operations Center (NOC)  IAW with our regulations and AFI 10-2701, the NOC is the approving authority for CAP’s AFAM and Corporate missions. As stated in the AFI, the NOC is: The primary focal point for all outside agencies requesting CAP mission support Coordinates all mission/resource requests with the CAP wings/regions performing the mission and obtains mission approval from the AFAM approval authority. Responsible for ensuring mission data and results are reported to the Air Component Commander in a timely manner.

10. Hurricane/Super Storm Sandy After Action/Lessons Learned Highlights

11. Initial Response Coordination began with conversations between the two affected Regions, NER and MER. Contingency resource planning with GLR followed shortly thereafter. Planning and resource coordination began with little communication or involvement by the NOC. Early resource and financial decisions were made with little to no coordination with the NOC. Area Command was established and manned without NOC coordination, prior to Mission Assignments (MA) being approved. Area Command immediately became an operational focal point rather than a resource coordination facility.

12. FEMA National Resource Coordination Center (NRCC) There was confusion and errors in documentation regarding who had the authority to accept FEMA mission assignments for approval, which delayed implementation of the missions. For mission assignments, there must be a known Point of Contact representing 1AF and CAP with the authority to accept the MAs. A flow chart for MA approvals and assignments must be developed NRCC staffing must accommodate FEMA’s requirements, which includes 24/7 coverage. Need to ensure proper commitment from staffers.

13. Area Command There was confusion about the purpose and intent of the Area Command. The Area Command was run as the operations center of the mission, not in a prescribed NIMS/ICS manner. Regions and wings must recognize that the Area Command, when established, is designed to operate as a resource center primarily for logistics and planning, as defined under NIMS/ICS; Area Commands are a non-operational resource facility that will coordinate support and resources, as needed, with the NOC and the affected regions and wings.

14. Area Command Area Commands are to be established when multi-wing or multi-region events present situations that could require additional resources necessary to supplement those within the wings or regions. They are not established automatically. The area command appears to have taken on the role of an Incident Command Post (ICP). Wing ICPs appear to have been taken out of the loop as the focal point for local taskings.

15. Area Command • Command elements determining if resources are available (including funding) for taskings must include a dedicated Finance and Admin staff to track all expenses accurately. • There was no clearly defined Finance Admin Section Chief or finance procedure for tracking missions expenditures from varied locations • CAP got a black eye with AFNORTH for indicating it had funding to support FEMA taskings when it really didn’t • CAP can’t execute until external funding like FEMA’s is officially accepted by the Air Force; choosing to execute before then means that you are committing the corporation to the expense, or members are funding it themselves • All bases should create and maintain continuity documentation to avoid changes in policy and/or procedures with staff changes.

16. WMIRS Proper procedure was not always followed Increase the use of NOC Augmentees to assist the ICP staff Need to provide wider access and input to WMIRS by staff and aircrews Staff and aircrews need to have more understanding of the sortie approval process Reporting tools are being expanded to details needed for large scale events

17. Situation Reports (SITREPs) Inquiring minds want to know… Where are the reports generated? How are the reports submitted? Where are they consolidated? When are they due? AFNORTH has a standard SITREP, and automated tools are being developed to work off of WMIRS inputs primarily, with supplemental information from ICs

18. Sorties Deployment taskings appeared to be unorganized at times Sorties from distant bases were used when available local assets were not Reports of frustration with communication and delays in deployments and midstream changes Crew rest was an issue in some instances Some aircrews felt punished for following the regulations

19. Imaging Need for standardized and consistent training from synchronizing cameras and GPSs, and image taking to vetting, processing and uploading images, in the short term. Deployed personnel need to understand the potential bandwidth issues for the upload requirements on missions, and solutions available. Specific training for Mission IT staff is necessary. Photographer has to understand equipment and use, and ensure all are mission capable, including fully charged batteries in sufficient numbers.

20. Imaging Develop tables of altitudes, airspeeds, focal length and coverage area for consistency Build confirmation tool into WMIRS for image delivery Build image count tools into WMIRS for reporting and confirmation purposes SAR software was a great aid to accurate imaging, but not available on all aircraft

21. Takeaways The NOC should have been included in the planning from the beginning, as the focal point cited in the regulations. Clear reporting paths and tools to get information from active wing ICPs to the NRCC and the NOC to handle Air Force, FEMA, and state and local requests are necessary. Area Command is for additional resource requests and coordination; it is not there for any operational purposes. A trained Finance Admin Section Chief and supporting staff are necessary to track all mission expenses on a daily basis. Imagery training must be a priority.

22. Takeaways Better communications is required, including all inclusive daily conference calls and standardized reporting times and plans to meet the needs of the incident. Planning must be improved to ensure the best use of available assets and avoid deploying assets that have to travel long distances, when similar assets are available, but unused. Constant communication and coordination with 1AF and the NOC is essential, and they must be part of expenditure decisions. Consistent and timely SITREPs have got to be completed and forwarded to an established coordination point and submitted to 1AF as required.

23. Takeaways CAP is being recognized with incredible resources and capabilities that FEMA intends to employ more and more. CAP provided outstanding support to our customers and communities, and this presentation is not meant to diminish that by any means. CAP is a professional organization of dedicated volunteers, and we must always strive to do our best and improve, even when we have done great things.

24. QUESTIONS?