M A R I N E C O R P S I N S T A L L A T I O N S W E S T - M A R I N E C O R P S B A S E , C A M P P E N D L E T O N

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Crisis Management Plan

Anthony A. Lopez

COM 620

Crisis Communications & Management

Table of Contents

1. Organization Background & History…………………………………………………..3

2. Organization Mission Essential Task.…………………………………………….……4

3. Stakeholder Analysis…………………………………………………………….……..5

4. Risk & Issues Assessment …………………………………………………………..…7

5. Media Analysis ……………………………………………………………………….10

6. Crisis Communication Plan Overview & Summary………………………………….11

7. References…………………………………………………………………….…..…..14

U.S. Marines and civilians with Marine Corps Installations West, Marine Corps Base, participate in exercise Semper Durus 2016 on Camp Pendleton, Calif., April 28, 2016. Semper Durus is a

regional command post exercise that is comprised of a series of field training scenarios designed to reinforce operational response capabilities supporting MCI-West installations. (U.S. Marine Corps photo by Cpl. Tyler S. Dietrich, MCIWEST-MCB CamPen Combat Camera/Released)

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Organization Background & History.

Marine Corps Installations West - Marine Corps Base Camp Pendleton (MCIWEST-MCB

CAMPEN), is a dual command serving both regional (MCI-WEST) and an installation (MCB

CAMPEN) functions. MCI-WEST is comprised of five Marine Corps bases and stations to

include MCB CAMPEN, Marine Corps Logistics Base, Barstow, CA, and Marine Corps Air

Stations in Yuma, AZ; Miramar, CA; and Camp Pendleton, CA. (Jonason, 2009)

MCB CAMPEN, the Corps' largest West Coast expeditionary training facility, includes more

than 125,000 acres of Southern California terrain that promotes the combat readiness of

Operating Forces and the missions of other tenant commands.

Located approximately 38 miles from downtown San Diego in North County and 82 miles south

of Los Angeles, Camp Pendleton has been the largest employer in North San Diego County for

more than 60 years. (Jonason, 2009)

MCIWEST-MCB CAMPEN is one of the Department of Defense's busiest installations and

offers a broad spectrum of training facilities for many active and reserve Marine, Army and

Navy units, as well as national, state and local agencies. (Jonason, 2009)

The installation is home to the I Marine Expeditionary Force (I MEF), 1st Marine Division, 1st

Marine Logistics Group and many tenant units, including Marine Corps Installation-West, 1st

Marine Special Operations Battalion, Wounded Warriors Battalion-West, Marine Corps Air

Station at Munn Field, Marine Aircraft Group 39, Marine Corps Tactical Systems Support

Activity, Marine Corps Recruit Depot San Diego's Weapons & Field Training Battalion, Marine

Corps and Army Reserve Forces, the Navy's Assault Craft Unit 5, a Naval Hospital and 1st

Dental Battalion. (Jonason, 2009)

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More than 38,000 military family members occupy base housing complexes with a daytime

population of 70,000 military and civilian personnel. (Jonason, 2009)

Organization Mission Essential Tasks.

Installation Region

-Provide Ranges, TrainingAreas, Simulators, and Simulations that Support Operating Forces’ Fireand Maneuver Training.-Conduct SupplyOperations.-Conduct TransportationOperations.-Provide Services(Nonmaterial and Support Activities).-Provide AirfieldOperation Services.-Provide CommunityServices.-Provide Base and StationFacilities and Related Infrastructure.-Protect the Force.-Installation Emergency/Crisis Management.

- Civilian Human Resources.-Information Technology.-Environmental coordination-Airspace management.-Contracting.-NCIS intelligence and information fusion.-Southwest Regional Fleet Transportation (SWRFT).-Food services.-Defense Support to Civil Authorities (DSCA).-Range and training area management.-Facilities sustainment, restoration and maintenance programs.-Capital improvements and military construction programs.-Command and Control.

Fig 1. MCIWEST-MCB CAMPEN Tasks.

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Stakeholder Analysis.

MCIWEST faces many diverse threats including natural disasters, man-made, and technological

events that have the potential of interfering with operational readiness and mission success. As

such it is a function of MCIWEST-MCB CAMPEN to prepare, respond, and recover from all

threats and align with stakeholders primary and secondary as well as internal and external who as

Ulmer, Sellnow, and Seeger (2015) describe, “are very vocal following a crisis because they seek

information and ask questions about the crisis” (p. 95). Through training exercise development

and execution as well as community relations events, MCIWEST-MCB CAMPEN can work

with all stakeholders to understand their expectations before, during, and after a crisis. Without

this understanding, the communication following a crisis can be ineffective and delay resources

and or recovery.

Prim

ary

Internal Stakeholders (Military): Department of Defense, Headquarters Marine Corps, I MEF, individual military and immediate family members.External Stakeholders (Government): The cities of Carlsbad, Escondido, Fallbrook, Oceanside, San Clemente, San Marcos, Temecula and Vista (to include emergency operation centers).External Stakeholders (County and State): City and County of San Diego and the State of California (to include emergency operations centers).External Stakeholders (Media): Newspaper, Radio, Television, Web, Social Media

Seco

ndar

y Federal Stakeholders: Federal Emergency Management Agency (FEMA), United States Geological Service (USGS), United States Forest Service (USFS), Department of Homeland Security (DHS), Red CrossOrganizations: Land owners, complainants.

Fig 2. MCIWEST-MCB CAMPEN Stakeholders.

Considerable investigation, assessment, and thought goes into the identification of MCIWEST-

MCB CAMPEN stakeholders and each play a significant role in operational readiness and

mission success. Brig. Gen. E.D. Banta, Commanding General, MCIWEST-MCB CAMPEN

provides that, military units and members at all levels to include the civilian workforce and

family are MCIWEST-MCB CAMPEN’s “greatest assets and deserve our best efforts in

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everything we do”. MCIWEST-MCB CAMPEN Campaign Plan Fiscal Years 2016-2018 (2015)

(p.1). Government and Federal stakeholders have the “capacity to influence outcomes inside and

outside the installation including operational areas such as land planning, legislative, resource

allocation, and regulatory arenas that can have impacts to mission sustainability” Strategic

Engagement Plan For Mission Sustainment (2015) (p. 14). Media stakeholders provide public

awareness which is critical to internal and external audiences communicating “mission essential,

economic development, civic/social, environmental, and crisis management issues being

discussed in print, broadcast media, social networking sites, blogs, to include all stakeholder web

sites as well” Strategic Engagement Plan For Mission Sustainment (2015) (p. 28).

OCEANSIDE, Calif. – A U.S. Marine Corps color guard marches in the colors during the opening ceremony of Operation Appreciation in Oceanside, Calif., May 21, 2016. The Oceanside Chamber of Commerce brought the business community and the local residents together for this

Armed Forces Day celebration to recognize the military personnel stationed on Marine Corps Base Camp Pendleton. (U.S. Marine Corps photo by Sgt. John Baker/Released)

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Risk & Issues Assessment.

Floods, Earthquakes and Other Natural Disasters. MCIWEST-MCB CAMPEN Flood

Preparation (2016)

Risk: High.

Situation: When destructive weather strikes, MCIWEST-MCB CAMPEN and all

installations are positioned to effectively mitigate the impact of the catastrophic event on

installation support to the operating forces, tenants, and our military families. While

protecting our installations, operating forces, tenants, and our military families, we are

positioned to provide timely restoration of our installation capabilities.

Mission: MCIWEST-MCB CAMPEN conducts a three- phase operation to prepare for,

respond to, and recover from destructive weather in the regional area of operations.

MCIWEST-MCB CAMPEN Flood Preparation (2016) (p.1)

Wildland Fires. MCIWEST-MCB CAMPEN Wildland Fire Preparation and Response (2016)

Risk: High.

Situation: MCIWEST-MCB CAMPEN area of operations is vulnerable to wildland fires.

The average annual rainfall is about 11.8 inches, with most of the precipitation occurring

from November to March. The dry season lasts from April to October and in some cases

installations will go in excess of 150 days without rain. A combination of dried-out

vegetation and the annual accumulation of fuel on the ground makes for extremely

hazardous fire conditions.

Mission: During designated fire season, MCIWEST-MCB CAMPEN prepares for and

conducts operations to mitigate the effects of wildland fires in the regional area of

operations in order to save lives, prevent human suffering, and reduce significant

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property damage. MCIWEST-MCB CAMPEN Wildland Fire Preparation and Response

(2016) (p.3)

Active Shooter Scenario. MCIWEST-MCB CAMPEN Active Shooter Preparation and

Response (2014)

Risk: High.

Situation: An Active Shooter is an individual actively engaged in killing or attempting to

kill people in a confined and populated area; in most cases, active shooters use

firearms(s) and there is no pattern or method to their selection of victims. (Department of

Homeland Security, 2008). Active shooter situations are unpredictable and evolve

quickly. Typically, the immediate deployment of law enforcement is required to stop the

shooting and mitigate harm to victims. (Department of Homeland Security, 2008).

Because active shooter situations are often over within 10 to 15 minutes, before law

enforcement arrives on the scene, individuals must be prepared both mentally and

physically to deal with an active shooter situation. (Department of Homeland Security,

2008).

Mission: In an active shooter situation, MCIWEST-MCB CAMPEN prepares for and

conducts operations to mitigate the effects of active shooter violence in the regional area

of operations in order to save lives, prevent human suffering, and reduce significant

property damage. MCIWEST-MCB CAMPEN Active Shooter Preparation and Response

(2014) (pgs.6-7)

Act of Terrorism. MCIWEST-MCB CAMPEN Mission Assurance Working Group (2014)

Risk: High

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Situation: The overall threat of terrorism to the DoD within the MCIWEST AO is

continual and evolving, posed by violent transnational, domestic, and state-sponsored

extremists in the large cities and border areas. MCIWEST-MCB CAMPEN Mission

Assurance Working Group (2014) (p.3)

An ongoing & persistent threat remains in the U.S. from radical sympathizers inspired by

Islamic extremist ideology. MCIWEST-MCB CAMPEN Mission Assurance Working

Group (2014) (p.3)

Mission: During any act of terrorism, MCIWEST-MCB CAMPEN prepares for and

conducts operations to mitigate the effects of terrorism in the regional area of operations

in order to save lives, prevent human suffering, and reduce significant property damage.

Combined military and civilian efforts consisting of various U.S. Navy, U.S. Marine Corps and CAL Fire aircraft provide aerial support to extinguish the Las Pulgas Wildfire within the area of Marine Corps Airstation Camp Pendleton, Calif., 16 May, 2014. (U.S. Marine Corps photo by LCpl Tabitha Castellano/MCIW-MCB CamPen COMCAM/Released

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Media Analysis.

Media relations provide a method of communication with the public through the media. Dealing

with the media requires the highest level of professional competence and sophistication. The

public information responsibility is focused primarily on the accurate and timely dissemination

of information to local area and national news media about the people, actions, and activities of

the Marine Corps. This function involves daily contact with representatives of the civilian print

and electronic news media. Although timely reporting is vital to a successful relationship with

the civilian media, credibility is equally essential to a professional and enduring relationship.

Requests for information in response to media queries must be responded to quickly, accurately,

and candidly. Public Affairs Base Order 5000.2L (2011) (pgs 3-4)

The Marine Corps is a source of news, and the news media will inevitably obtain and publish

material concerning the Marine Corps that they consider newsworthy and of interest to the

public. To ensure that Marine Corps news reports are timely and accurate, and that good

relationships with news media prevail, it is the policy of the Marine Corps to initiate official

releases or otherwise inform the news media of favorable or unfavorable unclassified activities

or incidents that are newsworthy. Advising the news media promptly on negative situations

helps prevent sensationalizing and misrepresenting the facts. Public Affairs Base Order 5000.2L

(2011) (pgs 3-4)

Newspapers SD Union Tribune, San Diego Daily Transcript, North County Times, LA Times

TV: FOX 5 San Diego, KGTV 10, NBC 7/39, KOCT TV, KUSI. Publications: Marine Corps

Times. Radio: KOGO 600, KNX 1070. Social Media: Facebook:

https://www.facebook.com/MCIWPendletonCA/ Twitter: @MCIWPendletonCA Instagram:

mcb_camp_pendleton/ Internet: http://www.pendleton.marines.mil/

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Crisis Communication Plan Overview & Summary (CCP).

Crisis Action Plan Overview. (G-3/5 Operations and Plans Crisis Action Standard Operating

Procedures (2016)

When directed by the Commanding General the MCIWEST- MCB CAMPEN Crisis Action

Team (CAT), Crisis Planning Group (CPG), Threat Working Group (TWG) and the Mission

Assurance Executive Council (MAEC) will be activated to:

-Plan, Prepare, Mitigate.

-Respond.

-Recover.

Crisis Action Team. (G-3/5, Operations and Plans, Crisis Action Standard Operating

Procedures (2016)

-Senior Watch Officer-Operations Chief-Situation Report Officer-Operations & Training Director-Chief of Staff-Commanding General-Security & Emergency Services Director-Facilities Director-Information Technology Director-Logistics Director-Marine Corps Community Services Director-Provost Marshal Office (Military Police)-Navy Criminal Investigative Service Agent-Camp Pendleton Fire Chief-Navy Hospital Representative-Administration/Manpower Director-Staff Judge Advocate Representative-Public Affairs Office Director-Environmental Service Representative-Marine Corps Air Station Representative-I Marine Expeditionary Force Representative-Knowledge Management Officer

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Crisis Action Team (CAT) Actions (G-3/5, Operations and Plans, Crisis Action Standard

Operating Procedures (2016)

-Provide the commanding general with the capability of coordinating all command,

control, and communications of the region.

-Coordinate with the higher headquarters and other Federal command posts that may be

established to support incident management activities.

-Coordinate and facilitate the commanding general’s daily update brief.

-Receive, consolidate and disseminate installation information, reports, and requests.

Crisis Planning Group (CPG). (G-3/5, Operations and Plans, Crisis Action Standard

Operating Procedures (2016)

-Coordinate with the MCIWEST Threat Working Group and provide support.

-Review requests for information (RFI) and develop responses for the CAT.

-Provide the commanding general with developed plans and orders for approval.

-Provide the commanding general with information to aid decision making for future

operations.

Categories of Personnel. (G-3/5, Operations and Plans, Crisis Action Standard Operating

Procedures (2016)

-Emergency/First Responder Personnel. Personnel who work closest to known or

suspected hazards or threats (e.g. first responders and first receivers, law enforcement,

fire and emergency services).

-Mission Critical Personnel. Military, DOD civilians, and DOD contractors who perform

tasks that support or accomplish mission essential functions and may be required to

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relocate to the AEOC/Emergency Relocation Site. Contract personnel should be

designated as mission critical in their contract.

-Mission Essential Personnel. Additional military, DOD civilians, and DOD contractors

who perform tasks that indirectly support mission essential functions, to include facilities

management, public works, and other support services, and will likely not be required to

relocate to an AEOC/Emergency Relocation Site.

-Non-Mission Essential Personnel. Military, civilian and DoD contractor personnel who

perform tasks not directly or indirectly in support of mission essential functions and who

enable regional and installation departments to restore BOS services and business

operations without significant delay or loss of capability during the post-emergency

recovery process.

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References:

Jonason, F., (2009). MCIWEST-MCB CAMPEN Public Website. Retrieved From:

http://www.pendleton.marines.mil

Ulmer, R. R., Sellnow, T. L., and Seeger, M. W. (2007). Effective Crisis

Communication: Moving from crisis to opportunity. Thousand Oaks, CA: Sage Publications.

MCIWEST-MCB CAMPEN Campaign Plan Fiscal Years 2016-2018 (2015). MCIWEST-MCB

CAMPEN Orders and directives.

MCIWEST-MCB CAMPEN Warning order (WARNORD) 01-16 Flood Preparation. (2015).

MCIWEST-MCB CAMPEN Orders and directives.

MCIWEST-MCB CAMPEN Warning order (WARNORD) 04-16 Wild Land Fire

Preparation and Response (2016). MCIWEST-MCB CAMPEN Orders and directives.

MCIWEST-MCB CAMPEN Active Shooter Preparation and Response (2014). MCIWEST-

MCB CAMPEN Orders and directives.

G-3/5, Operations and Plans, Crisis Action Standard Operating Procedures (2016).

MCIWEST-MCB CAMPEN Orders and directives.

MCIWEST–MCB CAMPEN Area Command Mission Assurance Working Group

Minutes for 1 April 2014 (2014). MCIWEST-MCB CAMPEN Orders and directives.

Public Affairs Base Order 5000.2L (2011). MCIWEST-MCB CAMPEN Orders and

directives.

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