FM 3-05.

401
MCRP 3-33.1A
September 2003
Headquarters, Department of the Army
Approved for public release; distribution is unlimited.



Civil Affairs
Tactics, Techniques,
and Procedures

DISTRIBUTION RESTRICTION:
i
FM 3-05.401
MCRP 3-33.1A
Field Manual Headquar t er s
No. 3-05.401 Depar t ment of t he Ar my
Washingt on, DC, 23 Sept ember 2003
Civil Affairs Tactics, Techniques,
and Procedures
Contents
Page
PREFACE ...................................................................................................................v
Chapter 1 INTRODUCTION..................................................................................................... 1-1
General.................................................................................................................... 1-1
History ..................................................................................................................... 1-4
The Fog of Military Operations .............................................................................. 1-12
CA Methodology.................................................................................................... 1-16
CA and Information Operations............................................................................. 1-21
Preparing for Deployment ..................................................................................... 1-23
Chapter 2 INTEGRATION WITH SUPPORTED ORGANIZATIONS....................................... 2-1
Overview.................................................................................................................. 2-1
CA Planning Associations ....................................................................................... 2-1
Planning Team Integration With a Supported Staff................................................. 2-4
CA Team Integration With a Supported Unit or Organization ............................... 2-10
CA/CMO Integration at the Department of Defense.............................................. 2-14
CA/CMO Integration at the Geographic Combatant Command Headquarters ..... 2-17
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
Mar ine Cor ps dist r ibut ion: PCN 14400013600
FM 3-05.401
ii
Page
CA/CMO Integration at the Subunified Command
and Service Component Headquarters ............................................................... 2-24
CA/CMO Integration at the Joint Task Force Headquarters..................................2-28
CA/CMO Integration at the Theater and Corps Support Commands
and Area Support Group Headquarters.................................................................2-32
CA/CMO Integration at the Corps Headquarters ...................................................2-36
CA/CMO Integration at the Division Headquarters ................................................2-40
CA/CMO Integration at the Brigade Headquarters ................................................2-44
CA/CMO Integration at the Battalion Headquarters...............................................2-48
CA/CMO Integration at the Special Operations Forces Headquarters ..................2-52
Chapter 3 CA METHODOLOGY: ASSESS .............................................................................3-1
Overview..................................................................................................................3-1
Assessments ...........................................................................................................3-2
Analyzing the Civilian Component of METT-TC ......................................................3-3
CA Specialty Team and Tactical Team Considerations ........................................3-13
Products of the Assess Phase...............................................................................3-26
Chapter 4 CA METHODOLOGY: DECIDE ..............................................................................4-1
Overview..................................................................................................................4-1
Relating the Planning Processes to CA Employment ..............................................4-2
Interagency CA/CMO Planning: Coordinating With Nonmilitary Organizations.......4-6
Civil-Military Operations Center ...............................................................................4-7
CA Mission Planning Processes............................................................................4-31
Commanders Intent for CMO................................................................................4-32
Determining CA Priorities of Effort.........................................................................4-32
Determining CMO Measures of Effectiveness.......................................................4-34
Uniform and Personal Equipment Considerations.................................................4-38
Products of the Decide Phase ...............................................................................4-39
Chapter 5 CA METHODOLOGY: DEVELOP AND DETECT ..................................................5-1
Overview..................................................................................................................5-1
CMOC (Interagency) Operations .............................................................................5-1
Deliberate Assessments ..........................................................................................5-9
Civilian Interview Techniques ................................................................................5-12
Techniques in Reaching Agreements....................................................................5-17
Conducting Meetings .............................................................................................5-22
Attending Meetings ................................................................................................5-26
FM 3-05.401
iii
Page
Managing and Classifying CA and CMO Information............................................ 5-27
Operating With the Media...................................................................................... 5-35
Force Protection.................................................................................................... 5-36
Products of the Develop and Detect Phase .......................................................... 5-49
Chapter 6 CA METHODOLOGY: DELIVER............................................................................ 6-1
Overview.................................................................................................................. 6-1
CA Activities ............................................................................................................ 6-2
Foreign Nation Support ........................................................................................... 6-3
Populace and Resources Control............................................................................ 6-8
Humanitarian Assistance....................................................................................... 6-17
Military Civic Action ............................................................................................... 6-20
Emergency Services ............................................................................................. 6-22
Support to Civil Administration .............................................................................. 6-26
Products of the Deliver Phase............................................................................... 6-30
Chapter 7 CA METHODOLOGY: EVALUATE........................................................................ 7-1
Overview.................................................................................................................. 7-1
Evaluating Measures of Effectiveness .................................................................... 7-2
Actions for Unsuccessful Measures of Effectiveness ............................................. 7-4
Products of the Evaluate Phase.............................................................................. 7-4
Chapter 8 CA METHODOLOGY: TRANSITION ..................................................................... 8-1
Overview.................................................................................................................. 8-1
Transition Operations.............................................................................................. 8-2
Continuity of Operations.......................................................................................... 8-6
Contracting the Civil-Military Operations Center ..................................................... 8-7
Products of the Transition Phase............................................................................ 8-7
Appendix A CA/CMO SYMBOLOGY AND GRAPHICS............................................................. A-1
Appendix B AFFILIATIONS AND PROFESSIONAL ORGANIZATIONS
ASSOCIATED WITH THE FUNCTIONAL SPECIALTIES...................................... B-1
Appendix C PRODUCTS OF CA/CMO PLANNING AND OPERATIONS .................................C-1
Appendix D CMOC OPERATIONAL TECHNIQUES..................................................................D-1
Appendix E CA IN THE PROBLEM-SOLVING AND DECISION-MAKING PROCESSES........ E-1
Appendix F USE OF INTERPRETERS ...................................................................................... F-1
Appendix G GUIDELINES TO SUCCESSFULLY REACH AN AGREEMENT. ........................ G-1
FM 3-05.401
iv
Page
Appendix H STRATEGIC, OPERATIONAL, AND TACTICAL CONSIDERATIONS................. H-1
Appendix I TECHNIQUES IN DISLOCATED CIVILIAN OPERATIONS ....................................I-1
GLOSSARY.................................................................................................Glossary-1
BIBLIOGRAPHY ................................................................................... Bibliography-1
INDEX............................................................................................................... Index-1
v
Preface
This manual est ablishes t he t act ics, t echniques, and pr ocedur es (TTP) used by
individuals, t eams, and unit s of Unit ed St at es (U.S.) Ar my and Unit ed St at es
Mar ine Cor ps (USMC) Civil Affair s (CA) for ces, as well as planner s of civil-
milit ar y oper at ions (CMO) at t he st r at egic, oper at ional, and t act ical levels of
oper at ion. The TTP pr escr ibed in t his manual ar e used when engaging ot her
gover nment agencies, indigenous populat ions and inst it ut ions, int er nat ional
or ganizat ions, and ot her nonmilit ar y ent it ies in suppor t of convent ional and
special oper at ions (SO) missions. This manual elabor at es on doct r ine cont ained in
Field Manual (FM) 41-10, Civil Affairs Operations.
The focus of FM 3-05.401 is on how t o conduct CA oper at ions and CMO at t he
st r at egic, oper at ional, and t act ical levels of oper at ion and at t he nat ional,
pr ovincial, and local levels of gover nment . The int ent is t o est ablish a common
foundat ion for how CA soldier sr egar dless of Act ive Ar my or Reser ve
Component (RC) affiliat ionapply t heir skills t o accomplish t heir mission in
Ser vice, joint , int er agency, and mult inat ional envir onment s.
Using t he per spect ive of t he CA planning t eam, t he CA gener alist , and t he CA
funct ional specialist , FM 3-05.401 illust r at es how t o ident ify and conduct CA
t asks and act ivit ies t hat ar e pr oduct s of mission analysis. This manual also
discusses how t o pr epar e for deployment , conduct oper at ions, r edeploy, and
per for m post mission act ivit ies.
As wit h all doct r inal manuals, FM 3-05.401 is aut hor it at ive, but not dir ect ive. It
ser ves as a guide and does not pr eclude CA per sonnel or unit s fr om developing
t heir own st anding oper at ing pr ocedur es (SOPs). The TTP t his manual pr esent s
should not limit CA soldier s fr om using t heir civilian-acquir ed skills, t r aining,
and exper ience t o meet t he challenges t hey will face while conduct ing CA
act ivit ies and pr oviding suppor t t o CMO.
The USMC has adopt ed t his publicat ion as a nondir ect ive r efer ence publicat ion t o
supplement exist ing USMC doct r ine on CMO.
The pr oponent of t his manual is t he Unit ed St at es Ar my J ohn F. Kennedy
Special War far e Cent er and School (USAJ FKSWCS). Submit comment s and
r ecommended changes t o Commander , USAJ FKSWCS, ATTN: AOJ K-DT-CA,
For t Br agg, NC 28310-5000.
Unless t his publicat ion st at es ot her wise, masculine nouns and pr onouns do not
r efer exclusively t o men.
This manual does not implement any int er nat ional st andar dizat ion agr eement s
(STANAGs).
1-1
Chapter 1
Introduction
you will take every step in your power to preserve tranquility and
order in the city and give security to individuals of every class and
descriptionrestraining as far as possible, till the restoration of civil
government, every species of persecution, insult, or abuse, either from
the soldiery to the inhabitants or among each other.
General George Washington,
19 June 1778
GENERAL
1-1. The unique skills of t he CA soldier ar e r equir ed acr oss t he r ange of full-
spect r um oper at ions incor por at ing all element s of nat ional power . As t he
pr imar y coor dinat or of CMO, he must be able t o per for m effect ively in t he
four t ypes of milit ar y act ionoffensive, defensive, st abilit y, and suppor t
oper at ionsin Ser vice, joint , int er agency, and mult inat ional envir onment s.
His focus, whet her cont emplat ing t he fact or s and condit ions inher ent t o t he
commander s bat t lespace or physically engaged in bat t lespace oper at ions, is
on t he civil component of t he oper at ional envir onment .
The focus of CA is to engage the civil component of the operational
environment by assessing, monitoring, protecting, reinforcing, establishing,
and transitioningboth actively and passivelypolitical, economic, and
information (social and cultural) institutions and capabilities to achieve U.S.
national goals and objectives at the strategic, operational, and tactical levels
of operation both abroad and at home.
1-2. CA soldier s ent er t he CA br anch (38), funct ional ar ea (39C), oper at ions
car eer field (39), or obt ain t he CA skill qualificat ion ident ifier (D) wit h a
var iet y of backgr ounds, exper ience, and exper t ise. Milit ar y oper at ional and
planning exper t ise, enhanced by CA t r aining and coupled wit h t he skills and
capabilit ies obt ained in t he civil sect or , make CA soldier s unique in t he Ar my.
Individually and collect ively, as member s of gener al st affs, planning t eams,
specialt y t eams, funct ional specialt y t eams, civic act ion t eams, or CA t eams,
t hey apply t heir knowledge and t alent s in var ious ways t o meet t he needs of
t he suppor t ed commander . CA soldier s gain ar ea exper t ise by maint aining
r egional focus, cult ur al awar eness, and when possible, language skills. This
ar ea exper t ise helps t he commander t o assess t he impact of civil
consider at ions on milit ar y planning and oper at ions.
1-3. Dur ing t he planning pr ocess, CA soldier s pr ovide t he commander wit h a
per spect ive of t he nonmilit ar y fact or scivil ar eas, st r uct ur es, capabilit ies,
or ganizat ions, people, and event s (CASCOPE)t hat shape t he oper at ional
envir onment . In bot h war and milit ar y oper at ions ot her t han war (MOOTW),
CA/CMO planner s cont r ibut e t o t he common oper at ional pict ur e (COP) by
helping t he commander and st aff t o visualize t he ent ir e sit uat ion. They do
FM 3-05.401
1-2
t his by analyzing t he civilian component of mission, enemy, t er r ain and
weat her , t r oops and suppor t availablet ime available and civil
consider at ions (METT-TC), as descr ibed in FM 3-0, Operations. This analysis
includes
Est ablishing, if needed, a civil-milit ar y oper at ions cent er (CMOC) as
ear ly as possible t o facilit at e collabor at ive coor dinat ion wit h t he
nonmilit ar y agencies oper at ing in t he ar ea of oper at ions (AO).
Det er mining what , when, wher e, and why civilians might be
encount er ed in t he AO, what act ivit ies t hose civilians ar e engaged in
t hat might affect t he milit ar y oper at ion, and vice ver sa.
Det er mining measur es of effect iveness (MOEs) t hat gener at e t he
definit ion and condit ions for success.
1-4. CA soldier s advise t he commander on t he oper at ional capabilit ies of CA
planning, t act ical, and specialt y t eams. CA soldier s ar t iculat e t he value of CA
t eams and CMO in enhancing t he effect iveness of milit ar y oper at ions. They
also advise t he commander on t he r isks associat ed wit h not engaging t he civil
component of t he oper at ional envir onment t hr ough CMO.
1-5. CA soldier s help shape t he envir onment for successful achievement of
t he desir ed end st at e of an oper at ion. Accor ding t o FM 3-0, missions in any
envir onment r equir e Ar my for ces pr epar ed t o conduct any combinat ion of
t hese oper at ions:
Offensive operations aim at dest roying or defeat ing an enemy. Their
purpose is t o impose U.S. will on t he enemy and achieve decisive vict or y.
Defensive operations defeat an enemy at t ack, buy t ime, economize
for ces, or develop condit ions favor able for offensive oper at ions.
Defensive oper at ions alone cannot nor mally achieve a decision. Their
pur pose is t o cr eat e condit ions for a count er offensive t hat allows Ar my
for ces t o r egain t he init iat ive.
S tability operations pr omot e and pr ot ect U.S. nat ional int er est s by
influencing t he t hr eat , polit ical, and infor mat ion dimensions of t he
oper at ional envir onment t hr ough a combinat ion of peacet ime
development al, cooper at ive act ivit ies and coer cive act ions in r esponse
t o cr isis. Regional secur it y is suppor t ed by a balanced appr oach t hat
enhances r egional st abilit y and economic pr osper it y simult aneously.
Ar my for ce pr esence pr omot es a st able envir onment .
S upport operations employ Ar my for ces t o assist civil aut hor it ies,
for eign or domest ic, as t hey pr epar e for or r espond t o cr ises and r elieve
suffer ing. Domest ically, Ar my for ces r espond only when t he Secr et ar y
of Defense (SECDEF) dir ect s. Ar my for ces oper at e in suppor t of t he
lead feder al agency (LFA) and comply wit h pr ovisions of U.S. law, t o
include t he Posse Comit at us and St affor d Act s.
1-6. At t he st rat egic and oper at ional levels of oper at ion, especially during t he
implement at ion of geogr aphic combat ant command t heat er engagement plans,
t he applicat ion of some CA act ivit ies can mit igat e t he need t o apply ot her
milit ary oper at ions in a crisis response. When a crisis is unavoidable,
gr oundwork laid by t hose CA act ivit ies can also facilit at e rapid decisive
oper at ions.
FM 3-05.401
1-3
1-7. CMO ar e inher ent t o all milit ar y oper at ions. Some of t he common r oles
per for med by CA soldier s include
Pr oviding t he pr imar y int er face wit h all civilian agencies and
or ganizat ions (indigenous, U.S. gover nment [USG], nongover nment ,
and int er nat ional) in t he AO.
Est ablishing and maint aining a CMOC t o facilit at e int er agency
collabor at ive coor dinat ion.
Analyzing t he civil component of t he AO for CASCOPE t o det er mine
t he impact of t he civil envir onment on milit ar y oper at ions, as well as
t he impact of milit ar y oper at ions on t he civil envir onment .
Monit or ing oper at ions t o minimize t he negat ive impact s of bot h sides,
t o ident ify r equir ement s for follow-on CA act ivit ies and CMO, and t o
ident ify when MOEs have been achieved.
Assist ing commander s at all levels t o fulfill t heir r esponsibilit ies
inher ent in CMO dir ect ly (by conduct ing CA act ivit ies) and indir ect ly
(in an advisor y r ole).
Facilit at ing t r ansit ion of oper at ions fr om milit ar y t o civilian cont r ol.
1-8. CA soldier s also per for m specialized r oles. These r oles include
Suppor t ing dislocat ed civilian (DC) oper at ions.
Ident ifying and, if necessar y, facilit at ing negot iat ions for for eign nat ion
suppor t (FNS) r esour ces and facilit ies for use by U.S. for ces.
Enhancing for ce pr ot ect ion and sit uat ional awar eness by engaging
r out inely wit h local agencies, gover nment and nongover nment al
or ganizat ions (NGOs), and civilian aut hor it ies.
Assessing condit ions in t he AO in t er ms of t he 16 CA funct ional
specialt ies and pr oviding suppor t t o civil administ r at ion in t hem,
as r equir ed.
Ot her t asks described in FM 41-10 and associat ed joint publicat ions (J Ps).
1-9. During post host ilit ies oper at ions, which include oper at ions in areas wher e
conflict has subsided while combat oper at ions cont inue elsewher e, CA soldiers
est ablish and maint ain a CMOC, assess current condit ions, and det ermine t he
requirement s for meet ing emer gency needs. They dr aw upon civilian-at t ained
skills t o assist U.S. and foreign convent ional forces, special oper at ions forces
(SOF), government agencies, and civil aut hor it ies in ret urning affect ed areas t o
normalcy. In doing so, CA soldiers enhance force pr ot ect ion and help set
condit ions for t he t r ansit ion of day-t o-day funct ions t o host nat ion (HN) or
t hird-nat ion aut hor it ies so t hat U.S. forces may t ransit ion and redeploy.
1-10. FM 41-10 addr esses what CA soldier s ar e expect ed t o do. This FM
addr esses how CA soldier s might accomplish t he inher ent t asks of CA
act ivit ies acr oss t he r ange of full-spect r um oper at ions.
FM 3-05.401
1-4
HISTORY
However well the functions and responsibilities of the military
government of an occupied territory may be enumerated, there must
inevitably remain a vast number of problems without precedent, tasks
without pattern, administrative pioneering without blazed trails.
Many historical principles repeat themselves, but many incidents
occur but once. In consequence, the CA soldier frequently must
thread a way where guideposts are lacking, where common sense and
native ingenuity, appreciation of a special environment, adaptability
to unwonted concepts of life, all are paramount. This does not mean
that intricate maneuvers are required to solve unexpected problems.
On the contrary, the simplest and most direct actions often dispose of
situations fraught with grave dangers.
Civil Affairs Studies: Illustrative Cases from Military Occupations,
Office of the Chief of Naval Operations,
1944
1-11. Moder n CA for ces and act ivit ies have t heir r oot s in t he milit ar y
gover nment s of Wor ld War II. The legacy of t hese r oot s is r et ained in t he 16
CA funct ional specialt ies found in t he specialt y t eams of t he var ious CA unit s
(Figur e 1-1).
Figure 1-1. The 16 CA Functional Specialties
1-12. The unit commander s r esponsibilit y for CMO, however , is hist or ically
ent r enched in t he ear liest days of t he U.S. Ar my. The quot e by Gener al
Geor ge Washingt on used at t he beginning of t his chapt er illust r at es some of
t he CA act ivit ies out lined in FM 41-10 t hat suppor t t he commander s mission.
These act ivit ies include oper at ions t hat
Fulfill r esponsibilit ies of t he milit ar y under U.S. domest ic and
int er nat ional laws r elevant t o civilian populat ions.
Minimize civilian int er fer ence wit h milit ar y oper at ions and t he impact
of milit ar y oper at ions on t he civilian populace.
Coor dinat e milit ar y oper at ions wit h civilian agencies of t he USG,
civilian agencies of ot her gover nment s, and NGOs.
FM 3-05.401
1-5
Exer cise milit ar y cont r ol of t he civilian populace in occupied or
liber at ed ar eas unt il cont r ol can be r et ur ned t o civilian or non-U.S.
milit ar y aut hor it y.
Pr ovide assist ance t o meet t he life-sust aining needs of t he civilian
populat ion.
Pr ovide exper t ise in civil-sect or funct ions nor mally t he r esponsibilit y of
civilian aut hor it ies. That exper t ise is applied t o implement U.S. policy
t o advise or assist in r ehabilit at ing or r est or ing civil-sect or funct ions.
113. AIfIougI UA Iovoos Iuvo oIungod ovIonfufIon und oonIIguvufIon ovov fIo
youvs, fIo UA uofIvIfIos Iuvo nof. TIoso uofIvIfIos uvo InIovonf uovoss oIIonsIvo,
doIonsIvo, sfuLIIIfy, und suovf oovufIons. HIsfovy vovIdos us wIfI muny
oxumIos oI fIo vuvIous voIos Iuyod Ly UA soIdIovs In usf mIIIfuvy oovufIons.
TIo IoIIowIng oxumIos oI Iufo 20fI oonfuvy oovufIons IIIusfvufo somo oI fIo
uofIvIfIos IIsfod In fIo vovIous uvugvuI. TIoso oxumIos sovvo fo IIIusfvufo
somo oI fIo oIuIIongos UA soIdIovs onoounfovod In fIo usf, us woII us fIo fyos
oI voIos UA soIdIovs oun oxoof fo Iuy In oovufIons oI fIo 21sf oonfuvy.
Operation URGENT FURYGrenada, 1983
In October 1983, a power struggle within the Marxist government of the island nation of
Grenada resulted in the arrest and subsequent murder of Marxist Prime Minister
Maurice Bishop and several members of his Cabinet by elements of the Peoples
Revolutionary Army. In response to an appeal from Grenadas governor general and a
request for assistance from the Organization of Eastern Caribbean States, U.S. forces,
in conjunction with contingents of the security forces of several neighboring Caribbean
states, invaded Grenada on October 25. The mission was to oust the Peoples
Revolutionary Government, to protect U.S. citizens, and restore a lawful government.
All major objectives were accomplished within 3 days.
Although soldiers from the 96th Civil Affairs Battalion (Bn) (Airborne [A]) accompanied
the invasion force, there was no defined role for CA forces during combat operations.
In fact, no CA planners were involved in the planning of this contingency operation.
Planners from the 96th CA Bn (A) deployed to the Atlantic Command before D-day to
determine and coordinate the role of the CA Bn, but they received no definitive
guidance from the Commander, United States Atlantic Command or his staff. This lack
of a defined CA mission continued through December when operations transferred to a
residual force. Consequently, CA soldiers operated on an ad hoc basis, doing what
they felt was best to support the commander in taking care of people and restoring
services in a friendly country.
The initial invasion force consisted of the 1st and 2d Ranger Bns, operating on the
southern portion of the island, and the 22d Marine Amphibious Unit, operating on the
northern portion. No CA soldiers accompanied these combat forces. The first CA
officera first lieutenant from the 96th CA Bn (A)arrived with the 2d Brigade (Bde),
82d Airborne Division, on 25 October. A three-man team from the 96th CA Bn arrived
on 26 October with the 3d Bde, 82d Airborne Division. For the next 3 days, priority of fill
for deploying aircraft went to combat forces. Additional CA assets were allowed to
deploy only after it became evident that their expertise was sorely needed. Unit
commanders, untrained in CMO, found their forces quickly overwhelmed tending to the
needs of civilians who were suffering from prehostilities neglect, as well as the results
of combat operations.

FM 3-05.401
1-6
On 29 and 30 October, soldiers of the 96th CA Bn and 1st Bn, 4th Psychological
Operations Group, arrived in Grenada to form what would become the CMOC. The
CMOC provided centralized control over damage assessments, DC operations, FNS
procurement, and Psychological Operations (PSYOP) support to populace and resources
control (PRC) activities. It also provided liaison and support to United States Agency for
International Development (USAID), United States Information Service (USIS), various
government agencies of Grenada, and international relief organizations (IROs). Other
soldiers of the 96th CA Bn, assisting the G-5 of the 82d Airborne Division, supervised a
prisoner of war camp using a multinational guard force. These soldiers also supervised
the restriction of Cuban and Russian officials to their respective Embassies, and tended
to the daily health and welfare of all prisoners and restricted personnel.
The 358th CA Bde deployed the first RC CA soldiers to Grenada on 9 November. A
public welfare team and a public works and utilities team surveyed and assessed
damage to telephone exchanges, water and sewage systems, and electrical power
distribution systems. These teams supported USAID by supervising the reconstruction
of these public utilities. They also established strong working relationships with various
agencies of the Grenadine government while helping to reconstruct the infrastructure of
the island. One CA officer, sent to Grenada because of skills obtained as a member of
the City of Philadelphia Convention and Business Bureau, was instrumental in helping
to revitalize Grenadas tourism trade. Others helped revitalize schools.
CA operations were transferred on 7 December to a residual force CMOC consisting of
six Active Army CA soldiers and two RC CA soldiers. CA operations in Grenada ended
in August 1985.

Operation RESTORE HOPESomalia, 1992
Mohamed Siad Barre, president and dictator of Somalia since 1969, fled the country in
January 1991, taking with him the gold and foreign currency reserves of the Central Bank
worth an estimated U.S. $27 million. Bitter dispute over who would legitimately lead the
country resulted in a civil war. The intense violence created a humanitarian crisis of great
proportions throughout the southern portion of Somalia. United Nations (UN) efforts, which
included a small force of military observers in Mogadishu and an airlift of food to the
capital and outlying areas, proved ineffective. Interclan violence and bands of armed militia
confined the observers to the Mogadishu Airport and hindered the humanitarian relief
efforts of international organizations. In December 1992, the United States, along with
several other UN members, launched the Unified Task Force (UNITAF) to provide
security for the humanitarian effort and to return Somalia to normal conditions.
The Commander, United States Central Command (USCENTCOM), quickly formed
Joint Task Force (JTF) Somalia, the U.S. portion of UNITAF, in late November. The JTF
was organized around the headquarters (HQ) of the 1st Marine Expeditionary Force.
Ground forces included Army forces (ARFOR) (10th Mountain Division), Marine Corps
forces (MARFOR) (1st Marine Division), SOF (3d Special Forces Group), and the 13th
Corps Support Command (COSCOM).



FM 3-05.401
1-7
The mission of JTF Somalia was to provide security for the overall relief effort and to
assist IROs in providing humanitarian assistance (HA). The commanders intent was to
avoid involvement in disarmament or in the rebuilding of Somalia. This fact would
influence the number and type of CA forces allocated to the JTF.
Planning for CA participation began with the arrival of the commander of Company C,
96th CA Bn (A), at USCENTCOM HQ. He was told that United States Army Reserve
(USAR) CA soldiers would not participate in the operation, and that he would have to
rely solely on Active Army CA assets. He divided his companys six Civil Affairs direct
support teams (CADSTs) evenly between the 10th Mountain Division and the 1st
Marine Division, and at the direction of the JTF J-3, attached his Civil Affairs tactical
headquarters support team (CATHST) to the UN Humanitarian Operations Center. He
then deployed directly to Somalia with the JTF staff on 11 December.
The three MARFOR CADSTs arrived in Somalia on 21 December, 12 days after the
first Marine elements landed at Mogadishu. The three ARFOR CADSTs arrived on 28
December, approximately coinciding with the arrival of the initial elements of the 10th
Mountain Division.
The CADSTs did not receive a clear mission statement until they arrived in Mogadishu
and were briefed by the military deputy of operations of the UN Humanitarian
Operations Center. The CA mission was to provide liaison between military
commanders and representatives of IROs operating in humanitarian relief sectors
throughout Somalia. A major factor missing from the mission statement was the
relationship between the JTF and the Somali people in returning their country to normal
conditions. This oversight would affect the daily operations of the JTF.
Although the United States Army Civil Affairs and Psychological Operations Command
(USACAPOC) was not deploying RC CA soldiers to this operation, three RC CA officers
of 321st CA Bde did obtain deployment orders through the U.S. Army Reserve Personnel
Center. Affiliated with 13th COSCOM through the Armys Capstone program, these
soldiers participated in planning from the time the 13th COSCOM received a warning
order to deploy and were included on the COSCOMs time-phased force and deployment
list (TPFDL). They arrived in mid-January 1993 and redeployed with 13th COSCOM in
June 1993. Activities conducted by these few CA forces in Somalia included staffing
CMOCs in humanitarian relief sectors throughout Somalia; coordinating and facilitating
IRO requests for security escorts, passes and identification cards, space-available
seating on JTF aircraft, and other miscellaneous requests, such as the return of
confiscated weapons; conducting medical and engineer assessments of orphanages,
feeding centers, health clinics, schools, roads, bridges, and minefields; conducting
meetings with local Somali groups to identify local elders, assess needs, and determine
civilian attitude toward coalition forces; providing liaison between local Somali leaders and
IRO representatives; coordinating medical and engineer civic action projects to foster
good relations and enhance force protection; training representatives of coalition forces to
plan and conduct CMO; and conducting handoff of CA operations to coalition forces.
One deficiency in the JTF organization was the failure to have a trained CMO staff
officer at every level from JTF to battalion. With all operations clearly focused on
support to civilians, this oversight created a void in CMO planning. Other than the rules
of engagement (ROE), the JTF had no centralized CMO plan or policy regarding

FM 3-05.401
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interaction with civilians and direct requests for assistance by local nationals.
Consequently, many subordinate units, left to handle unfamiliar situations without clear
guidance, undertook activities on their own accord that were beyond the scope of their
mission and that were better suited for IROs. These same units later complained that
they were victims of a phenomenon known as mission creep, which took resources
from their primary mission to address unforeseen requirements.

Operation SUPPORT HOPERwanda and Zaire, 1994
The JTF of Operation SUPPORT HOPE deployed from the United States European
Command (USEUCOM) on or about 22 July 1994 in response to the humanitarian
crisis in Rwanda and Zaire. The objectives set for the JTF were to assist efforts to
establish water purification and distribution systems in Goma; establish an airhead and
cargo distribution capability at Entebbe; provide round-the-clock airfield services at
Goma, Kigali, and Bukavu; provide logistics management support to UN and other
agencies; and protect the force.
The JTF commander selected an ad hoc team of personnel within his command to run
his CMOC, which began operations on 28 July 1994 at Entebbe, Uganda. The selected
soldiers had experience in peace operations and expertise as regional foreign area
officers, but none had trained or been briefed on how to organize and run a CMOC.
CMOC Entebbes initial focus was strictly on logistics functions.
The initial main effort for international humanitarian response was actually in Kigali,
Rwanda. The United Nations Rwanda Emergency Office established the On-Site
Operations Coordination Center in Kigali to coordinate the international response.
Meanwhile, soldiers from the 353d CA Command (CACOM) were activated in July
1994, mobilized at Fort Bragg, North Carolina, and briefed about CMOC lessons
learned by members of C/96 CA Bn who had been in Somalia. They then sat at Fort
Bragg for several days because they could not get seats on deploying aircraft. After
some attrition, the CA team finally arrived in Rwanda on or about 7 August 1994 and
immediately established CMOCs at Goma, Zaire, and Kigali, Rwanda.
The JTF experienced an initial lack of understanding of the situation and inability to
effectively interact with NGOs working in the same sector or geographical area.
Delayed deployment of trained CA soldiers, therefore, significantly inhibited initial
military contribution to the main efforts of HA operations.

FM 3-05.401
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JTF Operation PROVIDE REFUGEUnited States, 1999
In 1999, the United States participated in an international effort to provide safe haven
for Kosovar Albanian refugees to relieve the strain on Macedonia, host to
approximately 140,000 refugees fleeing death and oppression from neighboring
Kosovo. From 5 May to 31 July 1999, Fort Dix, New Jersey, became a reception and
processing center for 3,547 Albanians en route to new lives in the United States.
Operation PROVIDE REFUGE was truly an interagency CMO. The Department of
Health and Human Services (DHHS) was the LFA that oversaw the reception, billeting,
medical screening, and processing of the Kosovar Albanians for temporary
resettlement in the United States. Other federal agencies included the Immigration and
Naturalization Service (INS), the Department of State (DOS), and the Department of
Defense (DOD). Nongovernment agencies, known collectively as the Joint Voluntary
Agency (JVA), included the Immigration and Refugee Services of America, Amnesty
International (AI), and the American Red Cross (ARC).
At the direction of DOD, 1st COSCOM from Fort Bragg, North Carolina, deployed a JTF
on 1 May 1999 to Fort Dix to set up and operate the temporary camp while the Kosovar
Albanians completed the immigration process. The JTF commander, realizing a need
for soldiers knowledgeable in DC camp operations, requested CA support for the
operation. His request was denied at United States Special Operations Command
(USSOCOM). To meet the commanders needs, the commander, XVIII Airborne Corps,
deployed one member of the Corps G-5 to head up the J-3s CMO section.
Initially one-deep, and later augmented by four soldiers of the 358th CA Bde performing
annual training at Fort Dix, the CMO section provided support and advice to the JTF
commander and to the representatives of the various agencies brought together for this
uncommon domestic operation.
Some of the responsibilities of the CMO section were to
Advise the JTF commander on all CMO issues within the JTF area of
responsibility (AOR) and area of interest in accordance with (IAW) the
interagency memorandum of agreement (MOA).
Provide staff CMO presence, such as attendance at daily interagency meetings
(0930), command and staff briefings (1600), and any special meetings called by
the military or task force leadership.
Conduct daily walk-throughs to assess camp life, monitor morale, and quickly
identify problems for referral to the appropriate agency or provider, and exercise
diplomacy in identifying shortfalls, developing solutions, and making
recommendations.
Attend Village council meetings and report CMO issues developed or identified
at these meetings to the appropriate JTF staff section.
Provide interagency liaison between federal agencies, NGOs, and the JTF, and
meet briefly each day with representatives of the JVA, DHHS, DOS, INS, AI, and
ARC.
Identify refugees with English language skills. Forward names, buildings, and
room information to DHHS or other appropriate personnel.


FM 3-05.401
1-10
Operation STABILIZEEast Timor, 19992001
The former Indonesian province of East Timor fell into turmoil in September 1999 after
the passing of a provincial referendum calling for independence. Due to the organized
terrorism by militias, East Timor suffered loss of infrastructure, displacement of the
civilian population, and disruption of the economy and agricultural output. Many major
humanitarian agencies rushed to provide aid. These agencies included the Office for
the Coordination of Humanitarian Affairs (OCHA), the United Nations Office of the High
Commissioner for Refugees (UNHCR), and the International Rescue Committee (IRC),
among others.
In reaction to an estimated 2,000 deaths, torching of 75 percent of the country, and
displacement of approximately 180,000 civilians, the international community, under a
UN resolution, created a peacekeeping force. This force, International Force for East
Timor (INTERFET), was created to ensure stability and bring security to the province.
Australia, United Kingdom, France, New Zealand, South Korea, Thailand, and the
Philippines comprised the coalition forces.
Recognizing the need for close cooperation with the military to coordinate the
humanitarian operation, the UN humanitarian coordinator established a civil-military
cooperation (CIMIC) component in INTERFET. The CIMIC team developed a one-page
conceptual framework for CIMIC and presented it to the force commander. This
framework specified two sets of deliverables: (1) coordination arrangements, primarily
to deconflict the intended use of the same resources, and (2) specific arrangements to
coordinate the use of military resources in direct support of HA operations.
Twelve soldiers from B Company, 96th CA Bn (A), augmented by four RC personnel,
deployed to Australia on 21 September 1999 to participate in planning for the
peacekeeping mission. Their initial mission was to establish and operate a CMOC for
INTERFET. Force protection requirements prevented their immediate departure from
Darwin, Australia, but they arrived in Dili, East Timor, on 3 Octoberseveral days after
the main force.
Once in East Timor, force protection constraints prevented the team from executing the
original plan of conducting needs surveys and assessments. For example, the tactical
support teams (TSTs) were not allowed to leave the INTERFET compound to conduct
HA assessments. This situation did not change for the duration of the U.S. INTERFET
deployment and remained in effect even after members of the 322d CA Bde assumed
the CA mission on 10 November 1999. Nevertheless, this CA force was successful in
two key areas: (1) the coordination of interagency relief to the population, and (2)
assisting in the return of over 100,000 refugees from West Timor.
When the UN assumed the role of the administrative interim government of East Timor
in the form of United Nations Transitional Administration in East Timor (UNTAET), the
INTERFET peacekeeping force transitioned to become the UN Peacekeeping Force
(PKF). The U.S. presence downsized and, while the United States was not a part of the
UNTAET or PKF, the United States maintained an independent presence to show
political support for the UN effort. The 322d CA Bde maintained a rotational CA liaison
officer (LNO) to the joint staff of United States Support Group East Timor (USGET).
USGET CA LNO planned and coordinated ongoing U.S. engineering and medical
projects by U.S. military teams in East Timor. The CA LNO served as LNO to the UN
PKF and its component forces, as well as the various diverse departments within the
UNTAET government, and coordinated relief efforts with many of the NGOs and
international organizations in East Timor. At the peak of operations, there were military
forces from 24 nations and over 180 NGOs and international organizations in-country.

FM 3-05.401
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Operation ANACONDAAfghanistan, 2002
In response to the terrorist attacks on the United States on 11 September 2001, the
United States and the United Kingdom initiated the military phase of the global war
against terrorism on 7 October 2001 with Operation INFINITE JUSTICE, later renamed
Operation ENDURING FREEDOM. U.S. objectives of this operation included acquiring
intelligence on the resources of the al Qaeda terrorist organization and the Taliban
government, preventing the use of Afghanistan as a safe haven for terrorists, developing
relations with groups opposed to the Taliban, supporting opposition forces in their
struggle, and facilitating the delivery of humanitarian supplies to the Afghan people. Within
two months, opposition forces, supported by an international coalition, succeeded in
toppling the Taliban government and scattering Taliban and al Qaeda forces. However,
the scattered forces still posed a threat, particularly in the eastern part of the country.
Operation ANACONDA developed as part of the ongoing effort to root out Taliban and
al Qaeda forces from caves and strongholds dug deep into the Shah-I-Kot mountains
of eastern Afghanistan. Conducted 117 March 2002, it was a combined ground
tactical operation that initially involved U.S. and Afghan forces and, later, included
coalition forces from Australia, Canada, Germany, Denmark, France, and Norway.
Operation ANACONDA called for U.S. special operations and conventional forces,
along with Anti-Taliban Forces (ATF), to conduct unconventional warfare (UW) and
combat operations to deny egress routes to Pakistan through the Khowst-Gardez area.
U.S. forces consisted of elements of 5th Special Forces Group (SFG), known as Task
Force (TF) Dagger, and the 3d Bde, 101st Airborne Division (Air Assault). Preparation
included organizing and training the ATF for the operation and providing HA to the
distressed populace in the area.
The lead planning agentHQ, TF Daggermoved from Uzbekistan to Bagram,
Afghanistan, to create a forward presence for planning. Since there was no CA/CMO
planner on his staff, the commander of TF Dagger requested CMO planning support
from the Combined Joint Civil-Military Operations Task Force (CJCMOTF). The
CJCMOTF directed CMOC South, located in Kabul, to provide one CA planner familiar
with SF operations to work under the auspices of the TF Dagger information operations
section. The CA planner, a member of the 96th CA Bn (A), reported several days prior
to execution of Operation ANACONDA and eventually transitioned his duties to a
4-person team from the CJCMOTF.
A Special Forces operational detachment A (SFODA) from TF Dagger was operating in
the Khowst-Gardez area for 8 days before Civil Affairs Team A (CAT-A) 41, from 96th
CA Bn (A), arrived. The SFODAs focus as on conducting combat-oriented
assessments (for example, military capabilities and targeting) and UW training.
The CAT-As mission was to support UW operations by overseeing HA operations in
17 provinces of the area and to create a positive relationship with local leaders in the
area prior to the combat phase of Operation ANACONDA. Over a 2-week period, the
CAT-A executed the CA activities of host-nation support (HNS), military civic action
(MCA), and support to civil administration. Specifically, it conducted CMO-oriented
assessments; facilitated the local hire of cargo vehicles and, in the absence of materiel
handling equipment, individuals to transfer cargo by hand from aircraft to the vehicles;
supervised an engineer project to repair a bridge required to support the movement of
HA supplies; and delicately managed operations in an environment in which political

FM 3-05.401
1-12
leaders, appointed by the interim government of Afghanistan, and local warlords, who did
not necessarily accept the interim government as legitimate, were often at odds with each
other.
Elsewhere in the theater, five members of 352 CACOM, working at the CJCMOTF,
planned and managed the delivery of HA supplies into the Khowst-Gardez area. They
configured pallets (also known as Home Depot packages due to the preponderance
of building materials) in Bagram and called CAT-A 41 when the supplies were inbound.
At times, the security situation limited CAT-A operations to the vicinity of the supporting
airfield. As a force protection measure during the distribution of supplies, the CAT-A
moved with ATF, local police, or SFODA forces. Conversely, the HA operations
enhanced the force protection of the SFODA by promoting rapport between the
SFODA and ATF. When ATF soldiers saw their families were taken care of,
absenteeism among ATF trainees was diminished, allowing ATF to focus on the
mission. Another benefit of including ATF and local police in HA operations was to
promote the legitimacy of the provincial government among the populace.
1-14. The hist or ical examples pr ovided gener al insight s for fut ur e
oper at ions. These insight s include
Ever y command level must have a CMO st aff element t hat is visible
and involved in all aspect s of pr epar ing for , execut ing, and
t r ansit ioning milit ar y oper at ions.
CA/CMO planner s must be int egr at ed ear ly wit h t he suppor t ed st aff.
The commander must have a well-for med int ent for CMO t hat is
under st ood down t o t he lowest level.
CA act ivit ies at t he t act ical, oper at ional, and st r at egic levels must be
int egr at ed int o a cent r alized CMO plan t hat suppor t s t he combat ant
commander s plan.
Many of t he commander s CMO and for ce pr ot ect ion challenges can be
minimized if CA t eams accompany or follow immediat ely behind
combat element s.
The CMOC should be consider ed for ever y oper at ion.
CA element s need t o be pr oper ly equipped t o oper at e successfully in
bot h t he milit ar y envir onment and t he civil ar ena (t hey must have
t heir own vehicles, communicat ions equipment , and digit al access t o
bot h secur e and nonsecur e net wor ks).
Int er nat ional or ganizat ions and NGOs ar e a r ealit y and must be
int egr at ed int o t he plan t o exploit t heir st r engt hs and minimize t heir
pot ent ial negat ive impact .
THE FOG OF MILITARY OPERATIONS
It is the responsibility of combatant commanders to plan and conduct
CMO. CMO contribute to shaping the battlespace and supporting the
geographic combatant commanders theater engagement plan.
JP 3-57, Joint Doctrine for Civil-Military Operations,
8 February 2001
FM 3-05.401
1-13
1-15. All unit s exper ience a condit ion or per iod dur ing which full knowledge
and under st anding of t he t ot al sit uat ion in an AO is sket chy. This fog of
milit ar y oper at ions occur s dur ing war as well as MOOTW. It also occur s
acr oss t he st r at egic, oper at ional, and t act ical levels of oper at ions
simult aneously. Init ially amor phous, t he sit uat ion st ar t s t o t ake shape and
gr adually becomes clear er as oper at ions pr ogr ess.
1-16. The fog of milit ar y oper at ions cont ains bot h milit ar y and civil
component s t hat ar e scat t er ed and int er t wined wit hin t he AO. Dissipat ing
t he fog r equir es t he milit ar y and civilian par t icipant s of an oper at ion t o
under st and t heir r espect ive r oles at each of t he levels of oper at ion (st r at egic,
oper at ional, and t act ical) t o maximize available r esour ces and cr eat e a
syner gist ic effect . For example, at t ack of t he fog r equir es deliber at e, on-t he-
gr ound assessment s of bot h t he milit ar y and civil sit uat ions; int egr at ion of
mult iple (milit ar y and civilian) infor mat ion sour ces t o ident ify t he var ious
t hr eat s t o t he mission or milit ar y for ce; and simult aneous engagement of bot h
t he milit ar y and civil cent er s of gr avit y.
1-17. Milit ar y for ces gener ally focus t heir effor t s against t he milit ar y
t hr eat s and cent er s of gr avit y. Civilian (int er agency, mult inat ional, HN)
par t icipant s of an oper at ion gener ally focus t heir effor t s against t he
nonmilit ar y t hr eat s and civilian cent er s of gr avit y. As oper at ions pr ogr ess,
t he pr ior it y of effor t shift s, based on METT-TC and CASCOPE, bet ween
milit ar y (mil-mil), CMO (mil-civ), and civilian (civ-civ) oper at ions unt il,
ult imat ely, t he milit ar y and CMO effor t s ar e secondar y t o, and suppor t , t he
oIIovfs oI IndIgonous ouIufIons and inst it ut ions.
1-18. At t he st r at egic, oper at ional, and t act ical levels of oper at ion, CA
soldier s br idge t he gap bet ween t he milit ar y and civil component s dur ing war
and MOOTW. Whet her funct ioning as member s of an int er agency wor k
gr oup, as par t of a lar ge milit ar y for ce, or as isolat ed individuals or t eams,
t hey assess and monit or t he civil component , engage civil object ives in
suppor t of t he milit ar y oper at ion, and facilit at e event ual t r ansit ion of
oper at ions t o indigenous civilian solut ions. Figur es 1-2 t hr ough 1-6, pages
1-14 t hr ough 1-16, depict t his concept in a t ypical oper at ional envir onment .
Wit h modificat ion, t hese figur es can be used t o por t r ay gener al oper at ions
dur ing war or MOOTW. Appendix A pr ovides fur t her infor mat ion on
symbology used in gr aphics.
FM 3-05.401
1-14
Figure 1-2. Environment Prior to the Introduction of U.S.-Led Military Forces
Figure 1-3. Initial Phases of U.S. Military OperationsMain Effort Is Mil-Mil
FM 3-05.401
1-15
Figure 1-4. Subsequent Phases of U.S. Military OperationsMain Effort Is Mil-Civ
Figure 1-5. Subsequent Military OperationsMain Effort Is Mil-Civ and Civ-Civ
FM 3-05.401
1-16
Figure 1-6. Subsequent Military OperationsMain Effort Is Civ-Civ
CA METHODOLOGY
The problem of achieving maximum civilian support and minimum
civilian interference with U.S . military operations will require the
coordination of intelligence efforts, security measures, operational
efficiency, and the intentional cultivation of goodwill. Failure to use
CA assets in the analysis of political, economic, and social bases of
instability may result in inadequate responses to the root causes of the
instability and result in the initiation or continuation of conflict.
JP 3-57, Joint Doctrine for Civil-Military Operations,
8 February 2001
1-19. Commander s seek t o achieve nat ional goals and object ives at t he
st r at egic, oper at ional, and t act ical levels of oper at ion. The focus of all CA
oper at ions is t o help commander s t o engage t he civil component of t heir
oper at ional envir onment . CA act ivit ies and t asks in t his effor t include
assessing, monit or ing, pr ot ect ing, r einfor cing, est ablishing, and t r ansit ioning
polit ical, economic, social, and cult ur al inst it ut ions. CA soldier s conduct t hese
act ivit ies and t asks bot h act ively, t hr ough dir ect cont act , and passively,
t hr ough obser vat ion, r esear ch, and analysis.
1-20. The CA met hodology descr ibes how CA soldier s, element s, and unit s
appr oach all CA oper at ions and CMO. It consist s of six st eps:
Assess.
Decide.
FM 3-05.401
1-17
Develop and det ect .
Deliver .
Evaluat e.
Tr ansit ion.
The fir st five st eps t oget her ar e known as AD3E.
1-21. The CA met hodology is applied equally by CA soldier s at t he st r at egic,
oper at ional, and t act ical levels of oper at ion. At each level, it suppor t s t he
commander s abilit y t o visualize, descr ibe, and dir ect oper at ions in his
exer cise of bat t le command while engaging all element s of nat ional power . It
also helps pr esent t he COP and or chest r at e a common oper at ional r esponse
(COR) t o pr oduce common oper at ional effect s (COEs), as shown in Figur e 1-7.
Figure 1-7. Depiction of the COP, COR, and COE
FM 3-05.401
1-18
1-22. A br ief explanat ion of t he six st eps of t he CA met hodology follows.
Each st ep will be cover ed in det ail in succeeding chapt er s of t his manual.
Assess: Assess cur r ent condit ions against a defined nor m or est ablished
st andar ds. This assessment begins at r eceipt of t he mission and
cont inues t hr ough t he mission analysis pr ocess. This st ep looks at t he
nonmilit ar y fact or s (CASCOPE) t hat shape t he oper at ional
envir onment . It is conduct ed for each of t he 16 funct ional specialt ies as
well as t he gener al aspect s of t he AO. The pr oduct of t his st ep is an
init ial est imat e and r est at ed mission st at ement .
Decide: Decide who, what , when, wher e, why, and how t o focus CA
asset s and act ivit ies t owar d a COE. This st ep encompasses CA cour se
of act ion (COA) analysis, COA decision, and cr eat ing t he CA/CMO plan.
The plan should dir ect t ask-or ganized CA element s t o cr eat e or obser ve
t hose condit ions or event s t hat would eit her mit igat e or t r igger a
specific CA/CMO r esponse. It should also addr ess all CA/CMO
act ivit ies in civil lines of oper at ions fr om init ial r esponse t hr ough
t r ansit ion t o ot her (milit ar y or civilian) aut hor it ies. The pr oduct s of
t his st ep include t he commander s int ent for CMO, defined CA
pr ior it ies of effor t , defined MOEs, and t he CA annex.
Develop and detect: Develop r appor t and r elat ionships wit h t he
nonmilit ar y par t icipant s of t he oper at ion (including t he affect ed
populace) and det ect t hose condit ions or event s t hat would call for a
specific CA/CMO r esponse. CA element s accomplish t his t hr ough
numer ous act ivit ies, such as facilit at ing t he int er agency pr ocess in t he
CMOC, conduct ing deliber at e assessment s, host ing meet ings,
suppor t ing DC cont r ol point s, and monit or ing public infor mat ion
pr ogr ams and CA/CMO-r elat ed r epor t s fr om t he field. The pr oduct s of
t his st ep include cont inuous assessment s, r evised or updat ed plans,
for malized CMOC t er ms of r efer ence, and fr agment ar y (FRAG) or der s.
Deliver: Engage t he civil component wit h planned or on-call CA
act ivit ies (PRC, FNS, HA, MCA, emer gency ser vices, and suppor t t o
civil administ r at ion), as appr opr iat e. This st ep is execut ed accor ding t o
synchr onized plans. It r epr esent s a COR by CA soldier s, non-CA
soldier s, int er nat ional or ganizat ions, NGOs, and HN asset s. The
pr oduct of t his st ep is an execut ed mission.
Evaluate: Evaluat e t he r esult s of t he execut ed mission. This st ep
validat es t he CA/CMO concept of oper at ions (CONOPS) and suppor t s
t he management of MOEs. Per for ming t his st ep is akin t o conduct ing a
CA bat t le damage assessment . Evaluat or s look at t he effect s of t he
oper at ion on each of t he 16 CA funct ional specialt ies, det er mine t he
sust ainabilit y of any pr oject s or pr ogr ams init iat ed dur ing t he
execut ion phase, and r ecommend follow-on act ions. Pr oduct s of t his
st ep include t r ip r epor t s, aft er -act ion r epor t s (AARs), new mission
r equir ement s, and execut ion or der s for t r ansit ion plans.
Transition: Tr ansit ion CA oper at ions or CMO t o follow-on CA unit s,
ot her milit ary unit s, HN asset s, UN or ganizat ions, int ernat ional
or ganizat ions, NGOs, and ot her civilian agencies, as appr opriat e. This
st ep is CAs direct cont ribut ion t o a sust ainable solut ion, and t he
commander s abilit y t o secure t he vict or y. This st ep is execut ed according
t o synchr onized t r ansit ion plans. The out come of t his st ep includes
FM 3-05.401
1-19
successful t ransit ion of aut hor it y or relief-in-place, and pr ograms t hat
are durable and sust ainable by t he follow-on force or or ganizat ion.
1-23. Element s of t he common pr oblem-solving and decision-making
pr ocesses used at var ious levels of command ar e embedded wit hin t he st eps of
t he CA met hodology. The CA met hodology t akes t hese pr ocesses one st ep
fur t her by focusing on t r ansit iont he st ep t hat secur es t he vict or y. Table 1-1
demonst r at es how t he CA met hodology and t hese pr ocesses ar e r elat ed.
Table 1-1. Comparison of the CA Methodology and the Various Problem-Solving
and Decision-Making Processes
FM 3-05.401
1-20
1-24. The CA met hodology is not necessar ily linear . It can be depict ed as a
spir al in which new missions ar e spawned dur ing t he evaluat ion phase,
st ar t ing t he pr ocess over again. Sever al spir als may also occur
simult aneously and, at t imes, over lap as oper at ions become mor e complex
(Figur e 1-8).
Figure 1-8. Two Ways to Depict the Spiraling Effect of the CA Methodology
FM 3-05.401
1-21
CA AND INFORMATION OPERATIONS
1-25. Infor mat ion oper at ions (IO) ar e actions taken to affect adversary, and
influence others, decision-making processes, information and information
systems while protecting ones own information and information systems (FM
3-0). IO ar e pr imar ily shaping oper at ions t hat cr eat e and pr eser ve
oppor t unit ies for decisive oper at ions. Offensive and defensive IO affect t he
enemys abilit y t o execut e milit ar y act ions. In conjunct ion wit h t he r elat ed
act ivit ies of public affair s and CMO, IO also affect t he per cept ions and
at t it udes of indigenous populat ions and inst it ut ions, t heir leader s, and
int er nat ional nonmilit ar y par t icipant s in an oper at ion.
1-26. Like CMO, IO is t he r esponsibilit y of t he commander . Many milit ar y
or ganizat ions will have an IO cell wit hin t heir planning st affs. This IO cell
conduct s t hor ough and det ailed IO IPB, det er mines mission-specific IO
t hemes, and coor dinat es and int egr at es t he var ious IO element s list ed in
Chapt er 11 of FM 3-0. Alt hough t he IO planning cell may be t he mission-
planning aut hor it y for a specific mission, t he S-3, G-3, or J -3 r emains t he sole
t asking aut hor it y.
1-27. The CA met hodology is t he CA cont r ibut ion t o IO. For example
Pr eliminar y and deliber at e CA assessment s pr ovide t he civil
per spect ive of t he AO t hat r ounds out IO IPB.
The applicat ion of CASCOPE dur ing t he decide phase focuses CA
asset s on essent ial aspect s of t he IO campaign t o which ot her milit ar y
asset s may not have access.
CMOC oper at ions dur ing t he develop and detect phase and t he
applicat ion of CA act ivit ies dur ing t he deliver phase cr eat e
r elat ionships, det ect at t it udes, and pr ovide concr et e act ions t hat , in
t ur n, cont r ibut e t o t he commander s campaign t o mit igat e t he effect s of
enemy IO, as well as t o mit igat e adver se effect s st emming fr om
misinfor mat ion, r umor s, confusion, and appr ehension.
Monit or ing and evaluat ing MOEs dur ing t he evaluate phase pr ovide
feedback on t he success or failur e of specific IO t hemes.
Successful t r ansit ion t o dur able and sust ainable civil solut ions
under scor es t he ult imat e message t hat t he Unit ed St at es is not an
occupying power .
1-28. The r elat ionship bet ween CA/CMO planner s and t he IO cell is st r ict ly
a coor dinat ing r elat ionship. At a minimum, CA act ivit ies and CMO must be
synchr onized so as not t o violat e CA plans, pr ogr ams, policies, or IO t hemes
est ablished for t he mission. Tools, syst ems, and oper at ions t hat effect ively
suppor t t he synchr onizat ion of CA and IO include
Shar ed infor mat ion management t ools, such as t he Ar my Bat t le
Command Syst em (ABCS), t o include
Global Command and Cont r ol Syst em.
Synchr onizat ion mat r ix (t emplat ing).
Fir e effect s cell and nonlet hal effect s cell.
FM 3-05.401
1-22
The Tar get ing Boar d (J oint Tar get ing Coor dinat ion Boar ds J oint
Int egr at ed Pr ior it ized Tar get List ).
1-29. These and ot her examples of t he coordinat ion rout inely conduct ed bet ween
CA and IO specialist s are addressed below and t hroughout t his manual.
CA and IO in Kosovo
The joint operations center (JOC) within NATOs Kosovo Force (KFOR) at KFOR Main, in
the city of Pristina, had an IO cell consisting of U.S. Air Force officers, a U.S. Army
PSYOP plans section, and a Norwegian Army public affairs office (PAO) team.
Additionally, the KFOR J-9 assigned an operations (OPS) cell consisting of U.S. CA
officers to the JOC. At times, the J-9 OPS cell sought the assistance of the IO cell to
disseminate information in support of CMO using PAO and PSYOP resources.
For example, during the winter of 19992000, CA specialists, working with the UNHCR,
would coordinate for shipments of coal to fuel a power plant that supplied power to Serb,
Albanian, and Roma communities. The power plant systems were commonly known as
Kosovo A and Kosovo B. Each complex had multiple generating plants, where Kosovo A
was a 1950s-era system consisting of about a half dozen factory-style smokestacks, and
Kosovo B was a newer system built in the late 1970s. Oddly, the older system was the
more reliable of the two systems.
It started to become increasingly clear to both the Democratic League of Kosovo and the
former Ushtria Clirimtare E Kosoves (UCK, also known as the Kosovo Liberation Army or
KLA), now known as the Kosovo Protection Force (KPF), that UN Security Council
Resolution 1244 strictly defined the KFOR mission. As such, Multinational Brigade (MNB)
East U.S. forces, specifically those of the 1st Infantry Division, would conduct missions,
such as patrolling in the ground safety zone to interdict Liberation Army of Presheva,
Medvegja, and Bujanoc weapons smuggled into Serbias Presevo Valley.
Albanians then began to interdict most lines of communication and main supply routes
that included buses from Nis, Serbia, and trains carrying passengers as well as
commodities. This interdiction consisted not only of rocket attacks but also crimes of
opportunity as criminals seized coal as it came up from the MNB South and MNB West
AO.
To facilitate the establishment of a safe and secure environment and to restore Kosovo to
normalcy, the J-3, along with the J-5, consisting of one U.S. CA officer in the J-5 Plans, a
Norwegian Army officer, and a Turkish Army officer, plus the J-9, consisting primarily of
U.S. Army CA officers, requested support through the JOC Director. Specifically, the J-3
wanted a COA that addressed the disruption of the shipment of coal and the increasing
tide of violence toward various means of transportation.
The J-9 JOC OPS cell, in conjunction with the IO resources of PAO channels and PSYOP
media through PSYOP Plans JOC element, disseminated the message that busing would
cease for an undetermined time period until the violence stopped. Additionally, PSYOP
disseminated messages that cooperation with the legitimate government was imperative
for a return to normalcy.
FM 3-05.401
1-23
Through this dissemination of information and closely coordinated actions of the J-9 OPS
cell with IO and various MNB HQ and United Nations Mission in Kosovo Police
(UNMIK-P) stations, the local populace began to cooperate with UNMIK-P. UNMIK-P
were then able to identify the coal thieves so that the amount of available coal to Kosovo
A and Kosovo B increased. In turn, rolling blackouts of electricity minimized and heat to
key facilities, such as hospitals, also increased.
The increase of heat and minimization of rolling blackouts further restored the local
populations confidence in the legitimate government, thus facilitating the restoration of a
safe and secure environment.
The J-9 OPS cell maintained this relationship with IO and PSYOP throughout the mission,
and would often engage support of IO and PSYOP to stress approved campaign themes
that in turn nurtured the CA relationship and rapport with the local community.
PREPARING FOR DEPLOYMENT
1-30. CA soldier s must be r eady for deployment at all t imes. They must be
pr epar ed t o accomplish t heir assigned missions on shor t not ice. They will not
have lengt hy t r ain up per iods befor e deployment s and, t her efor e, ar e
per sonally r esponsible for t heir individual pr epar edness. In t hat r egar d, CA
soldier s st ay r eady for employment by
St aying physically fit .
St aying pr oficient in basic t act ical soldier ing skills.
Maint aining a r egional focus accor ding t o t he planning affiliat ion of
t heir par ent CA unit :
Keeping current in regional issues by rout inely reviewing open source
mat erials for current informat ion on t he region of t heir CA unit .
Reviewing OPLANs of t heir suppor t ed unit or or ganizat ion for
accur acy and inclusion of specialt y ar eas.
Par t icipat ing in over seas deployment s for t r aining in-t heat er .
Keeping cur r ent in t he TTP associat ed wit h t heir assigned posit ion or
specialt y:
Par t icipat ing in J oint Chiefs of St aff (J CS) exer cises, combat ant
command exer cises, and combat t r aining cent er exer cises.
Seeking and maint aining cer t ificat ions.
Keeping cur r ent in t he TTP associat ed wit h t heir basic br anch.
Keeping per sonal lives, especially families and finances, pr epar ed for
possible deployment s.
1-31. A CA soldier s civilian backgr ound may have a bear ing on his milit ar y
posit ion. In some cases, t he scope of t he posit ion may be focused on ar eas not
nor mally encount er ed by t he soldier in his daily capacit y. To be well-r ounded
and pr oficient in all aspect s of t heir milit ar y dut ies, CA soldier s should seek
addit ional t r aining or exper ience, such as
Affiliat ing wit h local specialt y gr oups.
Pur suing member ship in pr ofessional or ganizat ions.
FM 3-05.401
1-24
Subscr ibing t o pr ofessional publicat ions associat ed wit h t he funct ional
specialt y.
At t ending local, nat ional, and int er nat ional t r aining oppor t unit ies in
t he specialt y pr ofession.
1-32. Appendix B pr ovides a list of affiliat ions and pr ofessional
or ganizat ions associat ed wit h each of t he 16 funct ional specialt ies t hat offer
t he oppor t unit ies list ed above.
2-1
Chapter 2
Integration With Supported Organizations
Participants (at the Conference on Information S haring in Complex
Humanitarian Emergencies) noted that good preparation should
include more than just knowing about the host country and its people.
There should be information about past and ongoing local and
international activities; personnel, resources, and capacities already in
place on the ground; as well as the condition of existing infrastructure,
such as telephone lines or potable water sources. Participants further
agreed that responsibility for knowing and sharing this information
begins during predeployment planning and continues through mission
implementation and into postconflict reconstruction. Gathering this
information should be part of each organizations preparation,
participants said.
United States Institute Of Peace Report,
Taking It to the Next Level:
Civilian-Military Cooperation in Complex Emergencies,
31 August 2000
OVERVIEW
2-1. CA soldier s and t eams ar e involved in planning at ever y level fr om DOD
t o t he maneuver bat t alion. At t he DOD level, CA/CMO planner s develop and
r eview dir ect ives, coor dinat e wit h DOS and ot her nat ional agencies, and
pr ovide CA guidance t o t he geogr aphic combat ant commander s. At t he
combat ant command level, CA/CMO planner s develop and r eview CA plans,
pr ogr ams, and policies in suppor t of combat ant command campaign plans and
peacet ime milit ar y engagement (PME) act ivit ies. At combat ant command,
Ar my, and J TF levels, CA/CMO planner s par t icipat e in cont ingency planning,
r ecommend CA t r oop list s, and int egr at e t he deployment of CA asset s int o t he
TPFDL. At all command levels fr om J TF t o bat t alion, including special
oper at ions commands (SOCs), CA/CMO planner s par t icipat e in t he MDMP by
analyzing COAs for t he civil component of METT-TC, advising t he
commander s of t heir CMO obligat ions, and developing and monit or ing t he
commander s cent r alized CMO plan. At t heat er and cor ps suppor t commands,
CA/CMO planner s help commander s manage r ear -ar ea oper at ions. CA/CMO
planner s ident ify and coor dinat e t he CA act ivit ies conduct ed by CA asset s in
suppor t of t he CMO plan. These r esponsibilit ies ar e r eplicat ed or modified
when wor king in int er agency or mult inat ional envir onment s.
CA PLANNING ASSOCIATIONS
2-2. CA/CMO planning is a shar ed r esponsibilit y of bot h Act ive Ar my and
RC CA element s. It r equir es cont inuous coor dinat ion bet ween t he full-t ime
member s of combat ant command st affs, t he dr illing member s of CA r eser ve
unit s, and t he member s of Act ive Ar my CA unit s.
FM 3-05.401
2-2
2-3. Unit ed St at es Ar my For ces Command (FORSCOM), in conjunct ion wit h
t he USACAPOC, assigns CA planning associat ions bet ween CA unit s and
combat ant commands, as well as divisions, cor ps, t heat er suppor t commands
[TSCs], COSCOMs, SOCs, and select ed RC unit s. Planning associat ions ar e
designed t o impr ove war t ime planning, mission capabilit y, mobilizat ion, and
deployabilit y. These associat ions ar e based on cur r ent J oint St r at egic
Capabilit ies Plan (J SCP) r equir ement s and ar e included in t he campaign
plans of t he suppor t ed combat ant commander s.
2-4. Once a planning associat ion is est ablished, t he suppor t ed commander
pr ovides t he suppor t ing CA unit wit h a mission let t er . At cor ps level and
below, t his mission let t er is nor mally pr epar ed by t he G-3/S-3 wit h input by
t he G-5/S-5. At unified and subunified commands, it is pr epar ed by t he J -3
wit h input by t he senior CMO st aff officer . The mission let t er pr ovides unit -
specific guidance r egar ding plans and oper at ions in t he suppor t ed commands
AOR. It gr eat ly influences t he way a CA unit may or ganize, equip, and t r ain
t o meet mission r equir ement s.
2-5. FM 41-10 out lines t he composit ion of CA planning t eams and wher e
t hey ar e locat ed in CA or ganizat ions. Figur e 2-1, page 2-3, depict s t he level of
commands wit h which t he planning t eams ar e associat ed and t he levels of
oper at ion at which each t eam gener ally focuses.
2-6. Regar dless of t he associat ed level of command or level of oper at ion, and
t o est ablish a posit ive wor king r elat ionship wit h t he suppor t ed or ganizat ion,
t he suppor t ing CA unit should immediat ely seek answer s t o t he following
quest ions upon not ificat ion of a planning associat ion:
What full-t ime posit ion or funct ion on t he suppor t ed st aff is r esponsible
for CA/CMO planning?
What planning and plan r eview pr ocesses does t his st aff under t ake?
How does t he CA planning t eam par t icipat e in t he campaign and
oper at ion plan r eview cycle and cont ingency planning cycle?
Wher e does t he CA planning t eam physically set up t o int egr at e int o
t he suppor t ed st affs oper at ional configur at ion?
What kind of equipment and r esour ces does t he CA planning t eam
need t o be fully funct ional wit h t he suppor t ed st aff?
How soon can t he CA planning t eam r eceive copies of suppor t ed
command policies, t r aining calendar s, or SOPs?
2-7. These quest ions ar e addr essed for var ious levels of command and
or ganizat ional st r uct ur es lat er in t his chapt er . Befor e discussing opt ions t o
t hese quest ions, a gener al discussion on int egr at ing wit h suppor t ed st affs and
or ganizat ions is appr opr iat e.
FM 3-05.401
2-3
Figure 2-1. CA Planning Team Support to Commands and Levels of Operation
FM 3-05.401
2-4
PLANNING TEAM INTEGRATION WITH A SUPPORTED STAFF
2-8. A st aff is a gr oup of individuals or ganized t o assist a commander t o
make and implement decisions. The st aff is usually or ganized accor ding t o a
t r adit ional st aff st r uct ur e, but a commander may focus and r eor ganize t he
st aff t o confor m t o his per sonal decision-making t echniques or t o t he unique
demands of a specific mission. Figur es 2-2 t hr ough 2-4, pages 2-4 t hr ough 2-6,
depict t he t ypical st aff st r uct ur es a CA planning t eam will encount er at
var ious levels of command.
Figure 2-2. Typical Organizational Structure of a Joint Staff
FM 3-05.401
2-5
Figure 2-3. Typical Corps or Division Staff Structure
FM 3-05.401
2-6
Figure 2-4. Typical Smaller-Unit Staff Structure (Brigade and Battalion)
2-9. A common r equir ement for CA planning t eams at all levels is t o join an
exist ing st aff and become an effect ive st aff element as quickly as possible. CA
t eams ar e not alone in t his r equir ement , but t hey oft en ar e t he t eams least
under st ood by t he commander s and st affs t hey suppor t . This
misunder st anding, coupled wit h t he idiosyncr asies of gr oup dynamics and
gr oup development , oft en put a CA planning t eam at a disadvant age when
t r ying t o est ablish it self as a cont r ibut ing element of a suppor t ed st aff.
2-10. Successful CA planning t eams under st and gr oup dynamics and t he
st ages of gr oup development . When t he t eam joins an est ablished gr oup, it
changes t he makeup of t he st aff and modifies t he st affs met hod of oper at ions.
The following discussion uses Tuckmans model of gr oup development t o
illust r at e how t o meet t he challenges of st aff int egr at ion. This model consist s
of five st ages: for ming, st or ming, nor ming, per for ming, and adjour ning. The
r ole of t he CA planning t eam is t hen discussed.
FORMING
2-11. The for ming st age is char act er ized by awar eness. Individuals become
acquaint ed wit h one anot her s unique ident it ies and per sonal skills. St aff
member s need t o know how each member fit s int o t he or ganizat ion and how
t hey r elat e t o t he or ganizat ions goals. The CA planning t eam must be able t o
communicat e t o t he suppor t ed commander and st aff t he t eams pur pose,
FM 3-05.401
2-7
mission, capabilit ies, r equir ement s, and t he benefit s it br ings t o t he
or ganizat ion, as well as ot her infor mat ion per t inent t o t he mission. A t eam
br iefing t hat cover s t he following t opics may be useful:
Team or ganizat ion (by posit ion, name, and shift ).
Team pur pose (t o analyze and monit or t he civil consider at ions of t he
commander s bat t lespace, focusing on t he CASCOPE t hat may affect or
be affect ed by milit ar y oper at ions).
Team mission (for example, CAP3T augment s t he combat ant
commander s J -5 sect ion at combat ant command HQ [For war d] not
lat er t han [NLT] dat e-t ime gr oup [DTG] t o plan and coor dinat e
t heat er -level CMO plans, policies, and pr ogr ams in suppor t of
Oper at ion X).
Capabilit ies (24-hour oper at ions, wr it ing plans and or der s, and
conduct ing br iefings).
Requir ement s (for example, access t o secur e and nonsecur e digit al
net wor ks, secur it y suppor t when t r aveling t o coor dinat ion meet ings in-
t heat er , and logist ics suppor t ).
Benefit s t o t he or ganizat ion (for example, incr eased sit uat ional
awar eness and for ce pr ot ect ion, links t o HNS t o augment CSS
r equir ement s, links t o NGOs and t hir d-nat ion aut hor it ies t o alleviat e
st r ess t o r ear -ar ea unit s fr om t he mount ing needs of t he local populace,
and management of int er agency oper at ions t hr ough t he CMOC).
Ot her per t inent infor mat ion:
Exper ience level of t he t eam member s, t o include mission-r elat ed
milit ar y and civilian skills and backgr ounds.
CA for ce st r uct ur e suppor t ing higher and adjacent unit s.
Recommendat ions for t eam ut ilizat ion t o suppor t t he commander s
cur r ent and fut ur e missions, if known.
STORMING
2-12. The st or ming st age is char act er ized by conflict . It involves r esist ance
and feelings of host ilit y among member s of t he st aff. Host ilit y may be
expr essed subt ly, such as failing t o include CA t eam member s in impor t ant
discussions, or openly, such as ar guing wit h t eam member s over per ceived
encr oachment s in st aff t er r it or y. Host ilit y such as t his is usually r oot ed in a
misunder st anding of t he CA r ole on t he st aff. Team member s must manage
conflict wit h pr ofessionalism, which means being pat ient , encour aging open
discussion of t he issues, and cont inuously educat ing fellow st aff member s on
how CA act ivit ies and CMO r elat e t o t heir st aff funct ions.
NORMING
2-13. The nor ming st age is char act er ized by cooper at ion. This st age
capit alizes on t he educat ion pr ocess st ar t ed ear lier . Effect ive st aff member s
r ecognize t he syner gist ic effect of var ious capabilit ies among t he st aff and
include ot her s in decision-making pr ocesses. Collabor at ion becomes a st aff
nor m. CA t eam member s should cont inue t o shar e infor mat ion and be open t o
giving and r eceiving feedback fr om fellow st aff member s.
FM 3-05.401
2-8
PERFORMING
2-14. The per for ming st age is char act er ized by pr oduct ivit y. St aff member s
value t he cont r ibut ions and ideas of ot her s, pr omot e int er dependencies, and
solve pr oblems cr eat ively. CA t eam member s cont r ibut e t o est ablishing
milest ones for success and ident ifying when t hese point s ar e r eached. They
keep focused on set t ing t he condit ions for t r ansit ion of milit ar y oper at ions t o
civilian cont r ol.
ADJOURNING
2-15. The adjour ning st age is char act er ized by separ at ion and t r ansit ion.
This may occur when t he mission is complet e and t he suppor t ed unit
r edeploys as a whole, or when CA t eam member s ar e r eplaced by follow-on
CA element s. In t he lat t er case, t he suppor t ed st aff r ecycles back t o st age one
wit h t he ar r ival of t he new t eam. In eit her case, CA t eam member s execut e
t r ansit ion plans, ensur e seamless bat t le handoff and cont inuit y, par t icipat e
in evaluat ing st aff accomplishment s, and pr ovide impor t ant feedback
r egar ding st aff per for mance and wor king r elat ionships. They wr it e an AAR t o
assist fut ur e or follow-on CA t eams, and t hey submit lessons lear ned t o t he
Cent er for Ar my Lessons Lear ned (CALL), t he Mar ine Cor ps Lessons
Lear ned Syst em (MCLLS), t he J oint Univer sal Lessons Lear ned Syst em
(J ULLS), and t he CA dat abase, as appr opr iat e.
ROLE OF CA PLANNING TEAM
2-16. To be effect ive member s of a suppor t ed st aff at any level of command,
t he CA planning t eam must be pr oficient in st andar d st aff funct ions and
pr ocedur es. The following par agr aphs discuss t he r ole of t he CA planning
t eam as st r at egic-, oper at ional-, or t act ical-level st aff member s. These r oles
apply equally in Ser vice, joint , int er agency, or mult inat ional envir onment s.
2-17. CA planning t eam member s ar e, fir st and for emost , leader s. As wit h
all leader s, CA planning t eam member s must int er nalize t he following dir ect
leader ship skills descr ibed in FM 22-100, Army Leadership, t o achieve
excellence:
Int erper sonal skills include communicat ing, t eam building, supervising,
and counseling.
Concept ual skills include compet ence in handling ideas, t hought s, and
concept s.
Technical skill is skill wit h t hings (equipment , weapons, and syst ems)
ever yt hing fr om t he t act ical r adio in t he t eam vehicle t o t he comput er
t hat keeps t rack of CA and CMO act ivit ies t o t he reachback syst em t hat
pr ovides t imely and accurat e informat ion t o t he planning t eam. Team
member s must know t heir equipment and how t o oper at e it .
Tact ical skills include knowing doct r ine and fieldcr aft . Fieldcr aft
consist s of t he skills soldier s need t o sust ain t hemselves in t he field.
2-18. Leader skills ar e r eflect ed in t he following char act er ist ics of a st aff
officer , list ed in FM 101-5, S taff Organization and Operations. CA planning

FM 3-05.401
2-9
t eam member s who develop t hese skills and char act er ist ics will find it easier
t o int egr at e wit h t he member s of a suppor t ed st aff:
Compet ence.
Init iat ive.
Cr eat ivit y.
Flexibilit y.
Confidence.
Loyalt y.
In addit ion, t he CA planning t eam member s should be
Team player s.
Effect ive manager s.
Effect ive communicat or s.
2-19. CA planning t eam member s must know t he ext ent of t heir aut hor it y t o
make decisions wit hout t he commander s appr oval t hat affect t he over all
oper at ion. The commander specifies t he CA planning t eams aut hor it y based on
t he t eam leader s mat ur it y and exper ience, t he commander s confidence in t he
t eam leader s abilit ies, and ot her fact or s. This aut hor it y allows t he t eam t o
exercise init iat ive t o oper at e wit hin it s area of expert ise or responsibilit y when
t her e is a deviat ion beyond t olerance fr om t he or iginal plan. Knowledge of t he
commander s int ent guides specific decisions wit hin t he t eams aut hor it y.
2-20. CA planning t eam member s must effect ively manage t ime and t he
t imeline for CA/CMO act ivit ies. They must synchr onize t his t imeline wit h t he
unit s t imelines. Cont inuous synchr onizat ion wit h t he st aff is necessar y for
t he four basic t imelines used by t he st afft r oop-leading pr ocedur es (TLPs),
fr iendly cr it ical event s, logist ics, and enemy cr it ical event s. The st aff can t hus
ident ify r equir ed act ions, decisions, and r ecommendat ions. Dur ing t he
planning pr ocess, pr imar y st aff planner s use input fr om t he cur r ent CA/CMO
t imelines t o develop t he over all t imeline for fut ur e oper at ions.
2-21. St aff act ivit ies focus on assist ing t he commander in mission
accomplishment . FM 101-5 discusses t he common st aff and st aff officer
r esponsibilit ies and dut ies t hat achieve t his end. The CA met hodology
suppor t s t hese common st aff t asks, which include
Advising and infor ming t he commander .
Pr epar ing, updat ing, and maint aining st aff est imat es.
Making r ecommendat ions.
Pr epar ing plans and or der s.
Assessing t he execut ion of oper at ions.
Managing infor mat ion wit hin ar eas of exper t ise.
Ident ifying and analyzing pr oblems.
Conduct ing st aff coor dinat ion.
Conduct ing t r aining.
Per for ming st aff assist ance visit s.
FM 3-05.401
2-10
Per for ming r isk management .
Conduct ing st aff inspect ions.
Per for ming st aff administ r at ive funct ions.
Super vising st aff sect ion and st aff per sonnel.
2-22. FM 101-5 also discusses specific and unique r esponsibilit ies and dut ies
of t he coor dinat ing, special, and per sonal st aff gr oups. CA planning t eam
member s must be t hor oughly familiar wit h t he unique funct ions of each st aff
member and how t he var ious st aff sect ions int er act wit h and r elat e t o CMO.
CA TEAM INTEGRATION WITH A SUPPORTED UNIT
OR ORGANIZATION
2-23. The following par agr aphs expand on t he pr evious discussion. The
focus is on int egr at ing wit h unit s or or ganizat ions in gener al.
2-24. Int egr at ion is t he act or pr ocess of br inging separ at e ent it iespeople,
capabilit ies, and or ganizat ionst oget her t o for m a unified whole t hat is
gr eat er t han t he sum of it s par t s. For CA soldier s, int egr at ion may mean
par t icipat ing in t he cr eat ion of an or ganizat ion, such as a J TF or a
mult iagency humanit ar ian mine act ion (HMA) t eam. Mor e oft en t han not ,
however , it means joining wit h an exist ing or ganizat ion t hat is alr eady in t he
pr ocess of conduct ing oper at ions. Thi s organi zati on may be Army, joi nt,
coali ti on mi li tary, or ci vi li an. Regar dless of t he makeup of t he unit or
or ganizat ion, successful int egr at ion of CA unit s, t eams, and individuals
r equir es planning, coor dinat ion, under st anding, and pat ience. Table 2-1, page
2-11, depict s t he command and suppor t r elat ionships and t heir inher ent
r esponsibilit ies (per FM 3-0).
2-25. Int egr at ion st ar t s dur ing t he mission planning and pr epar at ion
phases. CA/CMO planner s must consider and r esolve, as ear ly as possible,
sever al issues per t aining t o t he employment of CA asset s. These issues
include t he following, as well as any ot her administ r at ive, oper at ional, or
logist ical issues t hat could affect smoot h oper at ions upon ar r ival at t he
suppor t ed or ganizat ion:
Oper at ional pur pose (mission).
Oper at ional r equir ement s (specified and implied t asks).
Command r elat ionships (at t ached, oper at ional cont r ol [OPCON], or
t act ical cont r ol [TACON]).
Logist ical suppor t r equir ement s (classes of supply I, III, V, VII, IX, X).
Role of t eam or unit member s in t he secur it y plan of t he suppor t ed unit
or or ganizat ion.
2-26. Once not ified of a mission t asking, CA/CMO planner s should make
cont act wit h t he suppor t ed or ganizat ion as ear ly as possible. Planner s should
seek dir ect liaison aut hor ized (DIRLAUTH) wit h t he suppor t ed or ganizat ion
if aut hor izat ion was not gr ant ed in t he war ning or der , t asking or der
(TASKORD), or FRAG or der . Fr equent cont act wit h t he suppor t ed
or ganizat ion dur ing planning and pr epar at ion facilit at es successful
int egr at ion lat er .
FM 3-05.401
2-11
Table 2-1. Army Command and Support Relationships
and Inherent Responsibilities Matrix


FM 3-05.401
2-12
2-27. Upon ar r ival at t he suppor t ed unit locat ion, t he senior CA soldier must
accomplish sever al r esponsibilit ies as soon as possible. These include
Repor t ing t o commander , sponsor , or designat ed point of cont act (POC).
This act ion should be t aken as soon as possible aft er linking up wit h
t he suppor t ed unit or agency. The pur pose of t his act ion is t o infor m
t he commander or sponsor t hat t he CA asset has ar r ived. This act ion
affor ds t he oppor t unit y for init ial int r oduct ions, r eceipt of init ial
commander s guidance, and coor dinat ion of a t ime t o br ief per t inent CA
infor mat ion t o t he commander , sponsor , and suppor t ed st aff.
Br iefing t he commander , sponsor , and suppor t ed st aff. This br iefing
may be for mal or infor mal, but it must be t ailor ed t o t he mission. It
should cont ain an over view of t he CA mission, or ganizat ion,
equipment , st r engt h, and st at us. It should also addr ess any unr esolved
issues of which t he commander or sponsor ought t o be awar e and which
possibly could be r esolved wit h t heir assist ance.
Conduct ing a leader s r econnaissance. The CA unit commander or t eam
leader get s or ient ed t o t he envir onment in which he will be oper at ing.
This or ient at ion includes det er mining or obt aining
Assigned billet ing and wor kspace ar eas.
Locat ion of CMOC and ot her high-visibilit y ar eas and confer ence
r ooms.
Copies of policies and SOPs not r eceived dur ing pr edeployment
pr epar at ion.
Key POCs among t he suppor t ed st aff and t he st affs of higher and
lower or ganizat ional levels, as well as lat er al and local civil
agencies and NGOs.
Locat ions of higher and lower or ganizat ional levels, as well as
lat er al and local civil agencies and NGOs via map r econnaissance
and physical r econnaissance.
Thr eat levels, off-limit s ar eas, ROE, unifor m and secur it y
r equir ement s wit hin t he secur it y per imet er , as well as movement
of soldier s out side t he secur it y per imet er .
Locat ions of logist ics and administ r at ive suppor t act ivit ies; for
example, fuel point , post al dist r ibut ion cent er , sundr y it ems
pur chase, laundr y and bat h facilit ies, and gymnasium.
Est ablishing oper at ions. Designat ed CA unit or t eam member s set up
and est ablish oper at ions wit h t he suppor t ed unit or or ganizat ion
accor ding t o t he pr ior it ies of wor k est ablished by unit or t eam SOP.
Gener ally, pri ori ty acti ons include t he following:
Int egr at e int o t he secur it y plan of t he suppor t ed unit accor ding t o
t he suppor t ed unit s SOP. Int egr at ion includes assignment and
pr epar at ion of fight ing posit ions and br iefing on cont ingency plans
in effect .
Int r oduce t eam member s t o all suppor t ed st aff.
Become a par t of t he st aff infor mat ion loop, head count , and unit
or der of movement .
FM 3-05.401
2-13
Set up t ent for CMOC if har d sit e is unavailable or inappr opr iat e.
Est ablish communicat ions and digit al connect ions wit h suppor t ed
unit , as applicable.
Est ablish communicat ions and digit al connect ions wit h lower ,
adjacent , and higher -level CA element s, as applicable, including
t he est ablishment of cont ingency communicat ions plans dur ing
per iods of disr upt ed oper at ions.
Est ablish communicat ions and digit al connect ions wit h key civilian
agencies in t he AO, as applicable, including t he est ablishment of
cont ingency communicat ions plans dur ing per iods of disr upt ed
oper at ions.
Set up wor k ar ea wit h all addit ional equipment needed t o oper at e
effect ively, such as facsimiles (FAXs), comput er s, and fur nit ur e.
Coor dinat e wit h suppor t ed unit t o fill shor t falls, as r equir ed.
Set up map boar d wit h over lays showing t he t act ical sit uat ion
(locat ion of all unit s and maneuver gr aphics) and t he civil sit uat ion
(CMO gr aphics showing locat ions of CASCOPE in t he AO t hat
affect milit ar y oper at ions). If t he map is in an open ar ea, it should
be cover ed when not in use and should cont ain no classified
infor mat ion.
Set up shift s if t he suppor t ed unit r equir es 24-hour oper at ions.
Det er mine t he t eam leader s place in t he br iefing sequence of t he
daily br iefing t o t he suppor t ed commander .
Conduct an init ial ar ea assessment of t he AO, t aking not es and
cr eat ing sect or sket ches.
Est ablish init ial personal cont act wit h t he indigenous populat ion and
inst it ut ions, NGOs, int ernat ional or ganizat ions, and FNS personnel.
2-28. Once t he CA unit or t eam is oper at ional, it s focus t ur ns t o maint aining
oper at ions wit h t he suppor t ed unit . Doing so involves keeping abr east of
cur r ent and fut ur e oper at ions by par t icipat ing in r out ine meet ings and
br iefings, as well as any r est r ict ed meet ings and br iefings in which CA or
CMO-r elat ed issues may come up. The senior CA leader det er mines when t he
meet ings or br iefings ar e per t inent . Also, a CA r epr esent at ive should be on
all br iefing agendas t o keep t he suppor t ed unit infor med of cur r ent CA/CMO
issues, even if it means r epor t ing no change in st at us.
2-29. CA oper at ions do not occur aut onomously. Whet her per for med dur ing
war or MOOTW, CA oper at ions occur wit hin t he oper at ional boundar ies of a
commander or civilian r epr esent at ive (for example, a U.S. Ambassador ) who
is r esponsible for all oper at ions wit hin t hose boundar ies. The r esponsible
commander or civilian r epr esent at ive must be kept infor med of all t hat goes
on in his AO, no mat t er how insignificant an event may seem. This is
especially cr it ical wit h CA oper at ions because of t he far -r eaching implicat ions
of some CA act ivit ies.
2-30. Depending on t he t act ical or secur it y sit uat ion, fr eedom of movement
for CA t eams or individuals may be r est r ict ed. Ent r y int o t he AO by anot her
unit or or ganizat ion must be coor dinat ed in advance. Dur ing milit ar y
FM 3-05.401
2-14
oper at ions, failur e t o coor dinat e or follow pr ocedur es est ablished by t he
commander will oft en impede t he abilit y of CA soldier s t o per for m t heir
mission. On t he ot her hand, failur e t o educat e commander s on t he
oper at ional r equir ement s of CA missions leads t o misunder st anding and
imposit ion of undue r est r ict ions on CA t eams. These r est r ict ions somet imes
influence CA soldier s t o t ake ir r egular measur es t o cir cumvent commander s
aut hor it y.
In Bosnia, we had three mobile teams: the Project Action Group
(PAG); the Displaced Persons, Refugees, and Evacuees (DPRE) Action
Group (DAG); and the Economic Action Group (EAG). All three teams
had freedom of movement in the three allied brigade areas, but had
trouble operating in the American brigade sector. Each team
addressed the problem differently. The DAG and PAG relied heavily
on our allied officers, who were exempt from American force protection
measures and other restrictions, to get them into and out of the
American brigade sector. The EAG took the Civilian Ph.D. political
advisor with them, using his General Officer-equivalent status to
bypass the bureaucracy.
Notes of a U.S. CA Officer on Operations During Operation JOINT GUARD,
29 November 2000
CA/CMO INTEGRATION AT THE DEPARTMENT OF DEFENSE
2-31. The aut hor it y for CA act ivit ies and CMO or iginat es at t he nat ional
level. The Pr esident of t he Unit ed St at es and t he Nat ional Secur it y Council
(NSC) develop t he nat ional secur it y st r at egy (NSS). The NSS est ablishes how
t he Unit ed St at es will use it s diplomat ic, infor mat ional, milit ar y, and
economic inst r ument s of nat ional power t o pr ot ect or pr omot e t he wor ldwide
int er est s, goals, and object ives t hat ar e vit al t o it s nat ional secur it y.
2-32. Gover nment agencies r epr esent ing each of t he element s of nat ional
power , in t ur n, develop suppor t ing st r at egies t o t he NSS. For example, t he
Chair man of t he J oint Chiefs of St aff (CJ CS), t he J CS, and geogr aphic
combat ant commander s, in t ur n, develop t he nat ional milit ar y st r at egy
(NMS). The NMS defines t he milit ar ys r ole in execut ing t he NSS dur ing war
and MOOTW.
2-33. Congr ess has long r ecognized t hat successful implement at ion of
secur it y policy at t he nat ional level r elies on t he abilit y of agencies
r epr esent ing t he inst r ument s of nat ional power t o wor k t oget her . The
Nat ional Secur it y Act of 1947, as amended, est ablished t he NSC t o advise t he
Pr esident on t he int egr at ion of domest ic, for eign, and milit ar y policies
r elat ing t o nat ional secur it y. The Nat ional Secur it y Council Syst em (NSCS) is
a pr ocess t o coor dinat e execut ive depar t ment s and agencies in t he effect ive
development and implement at ion of nat ional secur it y policies. The cur r ent
NSCS or ganizat ion is shown in Figur e 2-5, page 2-15.
FM 3-05.401
2-15
Figure 2-5. Current National Security Council System Organization
FM 3-05.401
2-16
2-34. Alt hough t he or ganizat ion of t he NSCS and t he basic int er agency
pr ocess changes wit h each administ r at ion, t he pur pose of t he NSC r emains
t he same. For example, not e t he following excer pt s of Nat ional Secur it y
Pr esident ial Dir ect ive 1 (NSPD-1):
This document is the first in a series of National S ecurity Presidential
Directives. National S ecurity Presidential Directives shall replace both
Presidential decision directives and Presidential review directives as
an instrument for communicating presidential decisions about the
national security policies of the United S tates...
The NS C Principals Committee (NS C/ PC) will continue to be the
senior interagency forum for consideration of policy issues affecting
national security, as it has since 1989...
The NS C Deputies Committee (NS C/ DC) will also continue to serve as
the senior sub-Cabinet interagency forum for consideration of policy
issues affecting national security...
Management of the development and implementation of national
security policies by multiple agencies of the United S tates Government
shall usually be accomplished by the NS C Policy Coordination
Committees (NS C/ PCCs). The NS C/ PCCs shall be the main day-to-
day fora for interagency coordination of national security policy. They
shall provide policy analysis for consideration by the more senior
committees of the NS C system and ensure timely responses to decisions
made by the President...
The existing system of Interagency Working Groups is abolished.
* The oversight of ongoing operations assigned in PDD/ NS C-56 to
Executive Committees of the Deputies Committee will be performed by
the appropriate regional NS C/ PCCs, which may create subordinate
working groups to provide coordination for ongoing operations...
Except for those established by statute, other existing NS C interagency
groups, ad hoc bodies, and executive committees are also abolished as of
March 1, 2001, unless they are specifically reestablished as subordinate
working groups within the new NS C system as of that date...
NSPD-1, Organization of the National Security Council System,
13 February 2001
2-35. Depar t ment of Defense Dir ect ive (DODD) 2000.13, Civil Affairs, st at es
t he Assist ant Secret ary of Defense (Special Oper at ions and Low Int ensit y
Conflict ) (ASD[SO/LIC]) shall work wit hin t he int eragency pr ocess as
appr opriat e, t ranslat e nat ional securit y policy object ives int o specific defense
policy object ives achievable t hrough civil affairs act ivit ies [and] supervise t he
for mulat ion of DOD civil affair s act ivit ies in plans and policies. Addit ionally,
t he ASD(SO/LIC) shall act as t he Office of t he Secret ary of Defense (OSD) POC
for DOD t o coor dinat e civil affair s act ivit ies as t hey r elat e t o t he act ivit ies of
ot her U.S. Government Agencies, int ernat ional, nongover nment al and
nonprofit or ganizat ions and t he pr ivat e sect or , in accordance wit h applicable
laws and regulat ions.
FM 3-05.401
2-17
2-36. The joint st aff pr ovides oper at ional input and st aff suppor t t hr ough
t he CJ CS for policy decisions made by t he OSD. U.S. Ar my CA/CMO planner s
at t he joint st aff pr ovide pr emission input for CMO issues. In some inst ances,
t hey may par t icipat e as member s of assessment t eams dispat ched t o evaluat e
sit uat ions for NSC/PCCs. Most of t he t ime, however , t hey per for m cr it ical
liaison dut ies bet ween t he CA/CMO planner s of t he geogr aphic combat ant
commands and t he joint st aff r epr esent at ives of NSC/PCCs.
2-37. As campaigns and major oper at ions develop, t asks and object ives t hat
dir ect ly suppor t milit ar y oper at ions but ar e t he r esponsibilit y of ot her
agencies ar e ident ified. When commander s and planner s ident ify t hese
object ives, t hey submit t hem t hr ough t he joint for ce commander (J FC) t o t he
joint st aff for consider at ion and nominat ion t o int er agency wor king gr oups.
For mal and t ask-specific int er agency wor king gr oups coor dinat e policy and
assign t asks among t he var ious depar t ment s and agencies. (Policy, object ives,
and t ask assignment s ar e out lined in a polit ical-milit ar y (pol-mil) plan for
specific campaigns and oper at ions.) Once a depar t ment or agency accept s a
t ask, it r epor t s t hr ough t he int er agency wor king gr oup t o t he joint st aff. The
joint st aff links t he J FC t o t his pr ocess.
2-38. J P 3-08, Interagency Coordination During J oint Operations, discusses
t he int er agency envir onment . It descr ibes joint doct r ine designed t o achieve
coor dinat ion bet ween t he combat ant commands of t he DOD and USG
agencies, NGOs, and r egional and int er nat ional or ganizat ions dur ing unified
act ions and joint oper at ions. Many milit ar y act ivit ies r equir e int er agency
coor dinat ion, which t he joint st aff r out inely accomplishes wit h t he OSD, DOS
(wit h many involved offices and bur eaus), CIA, NSC st aff, Depar t ment of
J ust ice (DOJ ), USAID, and ot her s, depending on t he cir cumst ances. Ther e
ar e t imes when t he combat ant commander may also dir ect ly par t icipat e IAW
t he Unified Command Plan (UCP).
2-39. CA/CMO planner s at t he DOD ensur e t hat CA/CMO-r elat ed decisions,
guidance, and dir ect ives, r esult ing fr om NSC/PCC meet ings and validat ed by
t he appr opr iat e agency HQ, ar e passed t o t he appr opr iat e geogr aphic
combat ant command HQ for validat ion and execut ion.
CA/CMO INTEGRATION AT THE GEOGRAPHIC COMBATANT
COMMAND HEADQUARTERS
2-40. As st at ed pr eviously, t he CJ CS, t he J CS, and geogr aphic combat ant
commander s ar e r esponsible for t r anslat ing t he NSS int o an NMS. The
SECDEF uses t he NMS t o pr epar e t he Defense Planning Guidance and t he
J SCP. Fr om t he J SCP, t he combat ant commander develops specific st r at egic
object ives and pr ogr ams in his t heat er of oper at ions. Fr om t hese goals and
object ives, t he combat ant commander can develop campaign plans, t heat er
engagement plans (TEPs), and OPLANs. The combat ant commander s plans
and pr ogr ams must have a defined end st at e. To appr oach t his end st at e, t he
combat ant commander conduct s cont inuous engagement t hr oughout t he
geogr aphic r egion, somet imes over seeing mult iple oper at ions acr oss t he r ange
of milit ar y oper at ions simult aneously.
2-41. Wit hin a t heat er , t he geogr aphic combat ant commander is t he focal
point for collabor at ive planning and implement at ion of r egional milit ar y
FM 3-05.401
2-18
st r at egies t hat r equir e int er agency coor dinat ion. Coor dinat ion bet ween t he
combat ant commander s st aff and ot her USG agencies may occur t hr ough a
count r y t eam or wit hin t he combat ant command at a CMOC or CMOC
var iant , such as an int er agency planning cell or HA coor dinat ion cent er . For
most oper at ions, t he CMOC must also be accessible t o non-USG agencies
(special r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs, HN agencies,
and businesses) for collabor at ive planning and coor dinat ion. If t he geogr aphic
combat ant commander does not have a st anding CMOC, he est ablishes t he
CMOC as soon as possible t o maximize t he benefit s of cooper at ion and
coor dinat ion among t he var ious int er agency player s.
2-42. Figur es 2-6 and 2-7, pages 2-19 and 2-20, demonst r at e models for
coor dinat ion bet ween milit ar y and nonmilit ar y or ganizat ions in bot h
domest ic and for eign oper at ions. CA/CMO planner s should not e t he locat ions
for coor dinat ion wit h nonmilit ar y or ganizat ions in each model. CA/CMO
planner s must be int imat ely involved at each of t hose locat ions. Chapt er s 4
and 5 discuss t he CMOC in mor e det ail.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE COMBATANT
COMMAND STAFF
2-43. Figur e 2-8, page 2-21, shows t he geogr aphic r egions of r esponsibilit y of
each of t he combat ant commander s. Since each t heat er of oper at ions has
unique concer ns and consider at ions, each geogr aphic combat ant commander
views t he conduct of CMO and t he employment of CA asset s in his t heat er
fr om a differ ent per spect ive. One may look at CMO pr imar ily as a logist ics
funct ion and assign planning r esponsibilit y t o t he Logist ics Dir ect or at e (J -4).
Anot her may see CMO as pur ely a special oper at ions funct ion and assign
planning r esponsibilit y t o t he SOC (SO J -7). Yet anot her may see CMO as
int egr al t o peacet ime engagement oper at ions and assign planning
r esponsibilit y t o t he st aff of a st anding J TF. The key challenge for t he
CA/CMO planner is t o keep abr east of t he issues t he combat ant commander
is facing and be able t o influence his t hought pr ocesses in t he st r at egic and
oper at ional applicat ion of CA for ces and act ivit ies and CMO. J oint For ces
St aff College (J FSC) Pub 1, The J oint S taff Officers Guide, and t he
combat ant command st aff SOP pr ovide mor e infor mat ion on how t he
combat ant command st aff oper at es.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-44. What ever t he concer ns of t he combat ant commander , each combat ant
command st aff follows t he joint oper at ion planning pr ocess as out lined in J P
5-0, Plans. J oint oper at ion planning encompasses planning for t he full r ange
of act ivit ies r equir ed for conduct ing joint oper at ions. These act ivit ies include
t he mobilizat ion, deployment , employment , sust ainment , and r edeployment
of for ces. The J OPES pr ovides single pr ocess, int er oper able planning and
execut ion for bot h war and MOOTW. J oint oper at ions planning is cat egor ized
as campaign, deliber at e, or cr isis-act ion planning.
2-45. J OPES and t he par t icipat ion of CA/CMO planner s in joint oper at ions
planning ar e discussed t hr oughout t his manual. Appendix C pr ovides
examples of var ious pr oduct s t hat r esult fr om CA/CMO planning pr ocesses
and oper at ions.
FM 3-05.401
2-19
Figure 2-6. Model for Coordination Between Military and Nonmilitary
Organizations (Domestic Operations)


FM 3-05.401
2-20
Figure 2-7. Model for Coordination Between Military and Nonmilitary
Organizations (Foreign Operations)

FM 3-05.401
2-21
Figure 2-8. Geographic Regions of Responsibility by Combatant Command
and the Supporting CACOM
FM 3-05.401
2-22
ROLE OF THE CA PLANNING TEAM IN THE CAMPAIGN OR OPERATION PLAN
REVIEW CYCLE AND CONTINGENCY PLANNING CYCLE
2-46. The CA planning t eam par t icipat es in joint oper at ion planning
accor ding t o t he J SCP. Depending on t he fact or s of METT-TC, t he CA
planning t eam may be a CAP3T fr om a CACOM (Figur e 2-9) or a CAPT-B
fr om a CA bat t alion (Act ive Ar my) (Figur e 2-10). Due t o t he t ime-sensit ive
nat ur e of cr isis-act ion planning and t he inher ent challenges of act ivat ing RC
soldier s on shor t not ice, t he CAP3T will most oft en par t icipat e in deliber at e
planning. Crisis-act ion planning will most oft en involve full-t ime CA/CMO
planners on t he combat ant command st aff wit h augment at ion by t he CAPT-B.
Assignment: Headquarters and Headquarters Company (HHC),
CACOM
Personnel: Team Chief
Plans Officer
Policy Officer
Assistant Plans Officer
Assistant Policy Officer
Team Sergeant
Assistant Team Sergeant
CA Noncommissioned Officer (NCO) (2)
Administration Specialist (2)
Figure 2-9. Composition of CAP3T (USAR)
Assignment: CA Battalion (Active Army)
Personnel: Team Leader
Operations Officer
Plans Officer
Public Health Advisor
Operational Law Officer
Logistics Advisor
Operations NCO
CAT-A Augmentation (2)
Intelligence Analyst
Figure 2-10. Composition of CAPT-B, CA Battalion (Active Army)
2-47. J oint oper at ion planning for CMO r equir es compr ehensive st udy and
analysis of many int er r elat ed fact or s. Good deliber at e planning facilit at es
cr isis-act ion planning. Coor dinat ion wit h nonmilit ar y or ganizat ions dur ing
bot h deliber at ion planning and cr isis-act ion planning is essent ial t o
successful plans and oper at ions.
2-48. To effect ively part icipat e in t he planning pr ocess, t he CA planning
t eamwhet her a CAP3T or a CAPT-B (Act ive Army)must perfor m t he
following t asks (which are not all-inclusive or necessarily in sequent ial or der):
Review t he NSS and NMS.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s t o which t he Unit ed St at es is signat or y.
FM 3-05.401
2-23
Review t he pol-mil plan.
Review any addit ional guidance fr om t he J CS.
Review alliance and coalit ion plans.
Under st and t he combat ant commander s st r at egic int ent and his
oper at ional focus.
Read t he pr imar y planning document (campaign plan, OPLAN,
CONPLAN, funct ional plan, or suppor t ing plan).
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he geogr aphic AO defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he st r at egic-level civil
consider at ions (Chapt er 3).
Obt ain t he combat ant commander s int ent for CMO. It should include
or ient at ion on t he civil st r at egic and oper at ional cent er s of gr avit y,
pr ot ect ion of fr iendly st r at egic and oper at ional cent er s of gr avit y,
phases of oper at ions (such as pr ehost ilit ies, lodgment , decisive combat
and st abilizat ion, follow-t hr ough, and post host ilit ies), and end st at e. Be
pr epar ed t o offer specific r ecommendat ions t o assist t he commander in
defining his int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he t ime-phased for ce and deployment dat a
(TPFDD).
Wr it e t he CMO annex t o t he campaign plan, OPLAN, CONPLAN,
funct ional plan, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
Monit or and par t icipat e in CMO-r elat ed boar ds, such as t he joint
t ar get ing coor dinat ion boar d (J TCB), J oint Facilit ies Ut ilizat ion Boar d
(J FUB), joint civil-milit ar y engineer ing boar d (J CMEB), and joint
envir onment al management boar d (J EMB).
J P 3-57 cont ains addit ional guidance for planning CMO at t he joint level.
FM 3-05.401
2-24
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-49. CA/CMO planner s must be int egr at ed int o t he highest levels of t he
combat ant command st aff. The most logical locat ion for t he CA planning t eam
is in t he J -5, Plans and Policy Division. This division does long-r ange
planning and pr epar es campaign, concept , and oper at ion plans. Member s of
t he t eam may also augment t he J -3, Oper at ions Division, t o monit or cur r ent
CMO, or t he J -4, Logist ics Division, t o int egr at e FNS int o logist ics plans.
2-50. The planning t eam must consider wher e t o est ablish and maint ain t he
CMOC for coor dinat ion wit h nonmilit ar y or ganizat ions. Techniques for
est ablishing and maint aining a CMOC ar e found in Chapt er s 4 and 5.
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-51. The CA planning t eam must ar r ive well pr epar ed t o per for m it s
CA/CMO st aff planning funct ion. This means t he t eam must be self-sufficient
t o a cer t ain degr ee, so it can immediat ely go t o wor k wit h minimal disr upt ion
t o t he suppor t ed st aff. At a minimum, t he t eam should have t he mat er ials
t o maint ain
Daily st aff jour nals.
CA wor kbooks.
Sit uat ion maps and over lays.
Resour ce car d files.
Recor ds of specific CA/CMO incident s.
Appendix D pr ovides examples of t hese CA/CMO pr oduct s.
2-52. All t eam member s must have cur r ent , ver ifiable secur it y clear ances at
t he appr opr iat e secur it y level for t he plans on which t hey will be wor king.
The t eam must br ing adequat e and compat ible aut omat ed dat a pr ocessing
(ADP) equipment and suppor t ing soft war e t o allow t he t eam t o access
classified milit ar y net wor ks, as well as unclassified int er nat ional
or ganizat ion/NGO syst ems. Finally, t he t eam must be t hor oughly familiar
wit h all policies and SOPs of t he suppor t ed element .
2-53. The t eam must also come equipped wit h vehicles, individual unifor ms,
and ot her t eam and individual equipment appr opr iat e t o climat e, suppor t ed
unit SOP, and ot her mission r equir ement s.
CA/CMO INTEGRATION AT THE SUBUNIFIED COMMAND
AND SERVICE COMPONENT HEADQUARTERS
2-54. A subor dinat e unified (subunified) command is a command est ablished
by commander s of unified commands t o conduct oper at ions on a cont inuing
basis accor ding t o cr it er ia set for t h for unified commands. A subunified
command may be est ablished on an ar ea basis (for example, J TF 6) or a
funct ional basis (for example, a t heat er SOC). Commander s of subor dinat e
unified commands have funct ions and r esponsibilit ies similar t o t hose of
unified commands and exer cise OPCON of assigned commands and for ces
wit hin t he assigned joint oper at ions ar ea.
FM 3-05.401
2-25
2-55. A Ser vice component HQ is t he HQ of one of t he subor dinat e
or ganizat ions t hat const it ut e a joint for ce, such as t he Ar my Ser vice
Component , t he Air For ce Ser vice Component , t he Navy Ser vice Component ,
and t he Mar ine Cor ps Ser vice Component . In t he cont ext of t his sect ion of
t his manual, t he Ser vice component HQ is a number ed or ganizat ion, such as
t he 3d U.S. Ar my, t he 9t h U.S. Air For ce, or t he 6t h Fleet . The Ser vice
component HQ may funct ion as a joint for ce component command (for
example, joint for ce land component command, joint for ce air component
command, or joint for ce mar it ime component command), or a combined joint
t ask for ce (CJ TF) when designat ed by t he geogr aphic combat ant commander .
2-56. Wit hin t he subunified command AO or t he Ser vice component HQ, t he
commander is t he focal point for collaborat ive planning and implement at ion of
milit ary oper at ions t hat require int eragency coor dinat ion. As wit h planning at
t he geogr aphic combat ant command HQ, coor dinat ion bet ween t he
commander s st aff and ot her USG agencies may occur t hr ough a count r y t eam
or wit hin t he subunified or Ser vice component command HQ at a CMOC. For
most oper at ions, t he CMOC must also be accessible t o non-USG agencies
(special repr esent at ives of t he UN Secret ary-Gener al, NGOs, HN agencies, and
businesses) for collaborat ive planning and coor dinat ion. If t he subunified
command or Ser vice component commander does not have st anding CMOCs,
t hey est ablish t he CMOC as soon as possible t o maximize t he benefit s of
cooper at ion and coor dinat ion among t he var ious int er agency player s.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE SUPPORTED
OR SUBUNIFIED STAFF
2-57. Subunified commands t hat engage in CA/CMO planning ar e oft en joint
or ganizat ions. As such, t heir HQ ar e nor mally or ganized similar ly t o a
geogr aphic combat ant command HQ. As is t he case wit h t he geogr aphic
combat ant commands, t he subunified commander views t he conduct of CMO
and t he employment of CA asset s in his AO fr om a unique per spect ive and
may place t he full-t ime CA/CMO planning funct ion in a number of possible
st aff posit ions. The key challenge for t he CA/CMO planner is t o keep abr east
of t he issues t he commander is facing and be able t o influence his t hought
pr ocesses in t he st r at egic and oper at ional applicat ion of CA for ces, act ivit ies,
and CMO.
2-58. Service component command HQ are or ganized according t o Service
doct r ine. An or ganizat ion may or may not have a designat ed full-t ime CMO
posit ion. Responsibilit y for rout ine CA/CMO planning most likely will fall t o t he
oper at ions or planning dir ect or at e of t he Ser vice component command st aff.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-59. The subunified command and Ser vice component HQ st affs wor k
closely wit h t he geogr aphic combat ant command st affs t o pr oduce and r eview
plans. They follow t he joint oper at ion planning pr ocess as out lined in J P 5-0.
The commander and his st aff develop a det ailed OPLAN or OPORD, along
wit h suppor t ing TPFDD, wit hin t he J OPES cr isis-act ion planning guidelines
as dir ect ed by t he combat ant commander . They det er mine applicabilit y of
exist ing OPLANs, CONPLANS, funct ional plans, and campaign plans, if any,
FM 3-05.401
2-26
t o maximize t he benefit s of pr ior deliber at e planning. Appendix C discusses
J OPES and CA/CMO planner par t icipat ion in joint oper at ions planning.
ROLE OF THE CA PLANNING TEAM IN THE CAMPAIGN OR OPERATION PLAN
REVIEW CYCLE AND CONTINGENCY PLANNING CYCLE
2-60. The CA planning t eam is nor mally a CAPT-B fr om a CACOM or a CA
br igade (Figur e 2-11). The CA planning t eam must be familiar wit h t he joint
and Ser vice-specific oper at ional pr ocedur es employed by t he subunified
command or Ser vice component HQ. The CA planning t eam par t icipat es in
oper at ional planning when act ivat ed for shor t -t er m cont ingencies or long-
t er m oper at ions.
Assignment: HHC, CACOM or HHC, CA Brigade
Personnel: Team Chief
Operations Officer
Plans Officer
Team Sergeant
CA Specialist
Figure 2-11. Composition of CAPT-B (USAR)
2-61. To effect ively par t icipat e in t he planning pr ocess, t he CA planning
t eam must per for m t he following t asks (which ar e not all-inclusive or
necessar ily in sequent ial or der ):
Review combat ant command campaign plans, OPLANs, and
CONPLANs, as appr opr iat e.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he J TFs specified AO t o which t he Unit ed
St at es is signat or y.
Review t he NSS and NMS.
Review t he pol-mil plan.
Review any addit ional combat ant command guidance.
Under st and t he subunified or Ser vice component commander s int ent
and his oper at ional and t act ical focus.
Obt ain t he subunified or Ser vice component CCIR.
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he subunified command or Ser vice component AO defined in
t he pr imar y planning document accor ding t o METT-TC, focusing on t he
oper at ional-level civil consider at ions (Chapt er 3). This analysis
includes, but is not limit ed t o, knowing and under st anding past and
FM 3-05.401
2-27
ongoing local and int er nat ional act ivit ies; int er nat ional or ganizat ion
and NGO per sonnel, r esour ces, and capacit ies alr eady in place in t he
r egion; and t he condit ion of exist ing infr ast r uct ur e.
Obt ain t he subunified or Ser vice component commander s int ent for
CMO. It should include or ient at ion on t he civil oper at ional cent er s of
gr avit y, pr ot ect ion of fr iendly oper at ional cent er s of gr avit y, phases of
oper at ions (such as pr ehost ilit ies, lodgment , decisive combat and
st abilizat ion, follow-t hr ough, and post host ilit ies), and end st at e. Be
pr epar ed t o offer specific r ecommendat ions t o assist t he commander in
defining his int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he TPFDD. Ensur e commander s at all
subor dinat e levels have a CA r epr esent at ive on t heir st aff.
Det er mine t he oper at ional mission, configur at ion, and locat ion of
t he CMOC.
Wr it e t he CMO annex t o t he OPLAN, OPORD, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
Monit or and par t icipat e in CMO-r elat ed boar ds, such as t he J TCB,
J FUB, J CMEB, and J EMB.
J P 3-57 cont ains addit ional guidance for planning CMO at t he joint level.
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-62. The CA/CMO planning funct ion on t he subunified command or Ser vice
component HQ st aff should r eside in t he st aff element t hat does long-r ange
planning and pr epar es OPLANs and OPORDs. The CA/CMO planner s r ole
includes over seeing, advising, and coor dinat ing CMO act ivit ies;
r ecommending command policy for CMO; ensur ing compliance wit h t he
policy; analyzing civilian impact on milit ar y oper at ions and t he impact of
milit ar y oper at ions on civilians; and suppor t ing ot her USG agencies
in-count r y.
2-63. The planning t eam must consider wher e t o est ablish and maint ain t he
CMOC for coor dinat ion wit h nonmilit ar y or ganizat ions. Techniques for
est ablishing and maint aining a CMOC ar e in Chapt er s 4 and 5.
FM 3-05.401
2-28
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-64. CA t eam member s should r efer t o par agr aphs 2-51 t hr ough 2-53, page
2-24. The t eam also must have t r anspor t at ion and t act ical communicat ions
capabilit ies commensur at e wit h t hat of t he suppor t ed unit and nonmilit ar y
agencies in t he AO.
CA/CMO INTEGRATION AT THE JOINT TASK FORCE
HEADQUARTERS
2-65. A J TF is a milit ar y for ce, under a single commander , composed of
element s of t wo or mor e U.S. milit ar y Ser vices. It can be for med by t he
SECDEF, a unified command commander , or anot her J TF commander t o
conduct a single mission and be dissolved at t he complet ion of t hat mission at
t he dir ect ion of t he est ablishing aut hor it y. Two examples ar e J TF Somalia,
which conduct ed Oper at ion RESTORE HOPE fr om December 1992 t o May
1993, and J TF Br avo, which, at t he t ime of t his publicat ion, cont inues
oper at ions t hat began in 1983 t o pr omot e mult inat ional cooper at ion in
Cent r al Amer ica.
2-66. The J TF commander is r esponsible for accomplishing specific
oper at ional missions as assigned by t he est ablishing commander . The
or ganizat ional st r uct ur e of a J TF will depend on t he missions t o be fulfilled,
t he capabilit ies and st r engt hs of t he component element s of t he for ces
assigned and at t ached, and t he phasing of t he cont emplat ed oper at ions. The
J TF HQ may be for med ar ound a st anding J TF HQ, such as J FCs J TF for
Civil Suppor t ; augment a cor e Ser vice component HQ, such as t he
commander of t he 1st Mar ine Division did for J TF Somalia; or for m an ad hoc
HQ fr om var ious cont r ibut or s, such as J TF Eagle, for med by J TF Br avo in
r esponse t o Hur r icane Mit ch in 1999.
2-67. Dur ing oper at ions, t he J TF HQ must pr ovide t he basis for a unified
effor t , cent r alized dir ect ion, and decent r alized execut ion. Doing so includes
t ying int er agency effor t s wit h t he milit ar y effor t in t he J TF AO. As t he
oper at ional focal point for int er agency coor dinat ion, t he J TF commander
must accommodat e addit ional st aff member s t o meet t he r equir ement s of
int er agency oper at ions.
2-68. At bot h t he oper at ional and t act ical levels, t he J TF conduct s
int er agency collabor at ive planning and coor dinat ion t hr ough t he CMOC. The
CMOC must be accessible t o bot h USG and non-USG agencies (USAID
r epr esent at ives, special r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs,
HN agencies, and businesses). The J TF commander est ablishes t he CMOC as
soon as possible t o maximize t he benefit s of cooper at ion and coor dinat ion
among t he var ious int er agency player s. For most J TF oper at ions, t his means
est ablishing t he CMOC as ear ly as t he init ial planning st ages of t he
oper at ion.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE JTF STAFF
2-69. The J TF commander may come fr om any of t he Ser vice component s.
Alt hough he or ganizes his st aff as necessar y t o car r y out all dut ies and
r esponsibilit ies, he will nor mally defer t o an or ganizat ion wit h which he is
comfor t able. That or ganizat ion may or may not have a designat ed full-t ime
FM 3-05.401
2-29
CMO posit ion. Act ive Ar my CA/CMO planner s may find t hemselves called
upon t o assist in t he for mat ion of a J TF. These individuals must ensur e t he
commander includes dedicat ed CA/CMO planner s on his pr imar y st aff and on
t he pr imar y st affs of all subor dinat e commander s. The essent ial challenge for
a CA/CMO planner on t he pr imar y st aff is t o keep abr east of t he issues t he
J TF commander is facing. He must be in a posit ion t o influence t he
commander s t hought pr ocesses in t he oper at ional and t act ical applicat ion of
CA for ces and act ivit ies, as well as t he CMO of his subor dinat e unit
commands. The following example illust r at es t he challenge faced by CA/CMO
planner s.
Planning CA/CMO Support for JTF Somalia
On 29 November 1992, the commander of C Company, 96th CA Bn (A) deployed to
USCENTCOM to assist in the final planning of Operation RESTORE HOPE. Upon
analyzing the mission, the U.S. Army major recommended that CA forces supporting
the operation include one CA brigade at the JTF level and one CA battalion to each of
the JTFs divisions (the 1st Marine Division and the 10th Mountain Division). When he
was informed that USAR CA assets would not be activated for this mission, he revised
his recommendation. Support at the JTF level would come from his CATHST of five CA
soldiers while each of the JTFs divisions would get three CA CADSTs of four soldiers
each.
On 5 December 1992, the commander deployed to Camp Pendleton, California, to be
the CA advisor to J-3, JTF Somalia. On 11 December 1992, he deployed with the JTF
J-3 main body to Mogadishu, Somalia. The CATHST arrived 2 days later.
At the direction of the J-3, the CA company commander and his team established a
CMOC at the United Nations Operation Somalia Humanitarian Operations Center
(UNOSOM-HOC), located approximately one mile from the J-3 at the JTF HQ. In this
role, the CATHST coordinated and facilitated all humanitarian relief organization
requests for security and other assistance required to support the relief operations. A
United States Marine Corps (USMC) officer performed liaison duties between the
CMOC and the JTF staff.
The physical separation of the CMOC from the JTF HQ and the practice of using a non-
CA-trained officer to conduct liaison with the JTF J-3 precluded the CATHST from
participating in daily staff operations. Consequently, the JTF commander did not benefit
from professional advice, and CA/CMO planning at the JTF level was limited for the
duration of the operation.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-70. The J TF st aff follows t he joint oper at ion planning pr ocess as out lined
in J P 5-0 and J P 5-00.2, J oint Task Force Planning Guidance and Procedures.
The commander and his st aff develop a det ailed campaign plan, OPLAN, or
OPORD, along wit h suppor t ing TPFDD, wit hin t he J OPES cr isis-act ion
planning guidelines as dir ect ed by t he est ablishing aut hor it y. They det er mine
applicabilit y of exist ing OPLANs, CONPLANs, funct ional plans, and
campaign plans, if any, t o maximize t he benefit s of pr ior deliber at e planning.
FM 3-05.401
2-30
CA PLANNING TEAM PARTICIPATION IN THE PLANNING PROCESS
2-71. Depending on t he fact or s of METT-TC, t he CA planning t eam may be
a CAPT-A fr om a CA br igade (Figur e 2-12), a CAPT-B fr om a CA bat t alion
(Act ive Ar my) (Figur e 2-10, page 2-22), or a CAT-B fr om a CA bat t alion
(Act ive Ar my) (Figur e 2-13). The CA planning t eam must be familiar wit h
joint oper at ional pr ocedur es as out lined in var ious J Ps. The CA planning
t eam par t icipat es in joint oper at ion planning for a J TF when act ivat ed for
shor t -t er m cont ingencies or long-t er m oper at ions.
Assignment: HHC, CACOM or HHC, CA Brigade
Personnel: Team Chief
Operations Officer
Plans Officer
Team Sergeant
CA Specialist
Figure 2-12. Composition of CAPT-A (USAR)
Assignment: HQ, CA Company (Active Army)
Personnel: Company Commander
Theater Plans Officer
Theater Liaison Officer
Operations Officer
1st Sergeant
Movement NCO
Supply NCO
Administration Specialist
Figure 2-13. Composition of CAT-B (Active Army)
2-72. To effect ively par t icipat e in t he planning pr ocess, t he CA planning
t eam must per for m t he following t asks (which ar e not all-inclusive or
necessar ily in sequent ial or der ):
Review combat ant command campaign plans, OPLANs, and
CONPLANs, as appr opr iat e.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he J TFs specified AO t o which t he Unit ed
St at es is signat or y.
Review t he NSS and NMS.
Review t he pol-mil plan.
Review any addit ional combat ant command guidance.
Under st and t he J TF commander s int ent and his oper at ional and
t act ical focus.
Obt ain t he J TF CCIR.
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
FM 3-05.401
2-31
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he J TFs AO defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he oper at ional-level civil
consider at ions (Chapt er 3). This analysis includes, but is not limit ed t o,
knowing and under st anding past and ongoing local and int er nat ional
act ivit ies; int er nat ional or ganizat ion and NGO per sonnel, r esour ces,
and capacit ies alr eady in place in t he r egion; and t he condit ion of
exist ing infr ast r uct ur e.
Obt ain t he J TF commander s int ent for CMO. It should include
or ient at ion on t he civil oper at ional cent er s of gr avit y, pr ot ect ion of
fr iendly oper at ional cent er s of gr avit y, phases of oper at ions (such as
pr ehost ilit ies, lodgment , decisive combat and st abilizat ion, follow-
t hr ough, and post host ilit ies), and end st at e. Be pr epar ed t o offer
specific r ecommendat ions t o assist t he commander in defining his
int ent for CMO.
Although an endstate may be difficult to define in peace operations,
strive to refine the mission to ensure one exists. Being prepared early
to develop the [CMO] mission statement and coordinate it with higher
authority may allow a commander the opportunity to clearly identify
an endstate(s).
Joint Task Force Commanders Handbook,
February 1995
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he TPFDD. Ensur e commander s at all
subor dinat e levels have a CA r epr esent at ive on t heir st aff.
Det er mine t he oper at ional mission, configur at ion, and locat ion of t he
CMOC.
Wr it e t he CA annex t o t he OPLAN, OPORD, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
Monit or and par t icipat e in CMO-r elat ed boar ds, such as t he J TCB,
J FUB, J CMEB, and J EMB.
J P 3-57 cont ains addit ional guidance for planning CMO at t he joint level.
FM 3-05.401
2-32
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-73. The CA/CMO planning funct ion on t he J TF st aff should r eside in t he
J -5, Plans and Policy Division. This division does long-r ange planning and
pr epar es OPLANs and OPORDs. It pr ovides polit ico-milit ar y over sight for all
aspect s of t he J TFs oper at ions, t o include FNS, noncombat ant evacuat ion
oper at ions (NEOs), HA, and ROE. The CA/CMO planner s r ole includes
over seeing, advising, and coor dinat ing CMO act ivit ies; r ecommending
command policy for CMO; ensur ing compliance wit h t he policy; analyzing
civilian impact on milit ar y oper at ions and t he impact of milit ar y oper at ions
on civilians; and suppor t ing ot her USG agencies in-count r y. (J P 5-00.2
includes infor mat ion on J TF J -5 or ganizat ion and r esponsibilit ies.)
2-74. The planning t eam must consider wher e t o est ablish and maint ain t he
CMOC for coor dinat ion wit h nonmilit ar y or ganizat ions. Techniques for
est ablishing and maint aining a CMOC ar e in Chapt er s 4 and 5.
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-75. CA t eam member s should r efer t o par agr aphs 2-51 t hr ough 2-53, page
2-24. The t eam also must have t r anspor t at ion and t act ical communicat ions
capabilit ies commensur at e wit h t hat of t he suppor t ed unit and nonmilit ar y
agencies in t he AO.
CA/CMO INTEGRATION AT THE THEATER AND CORPS SUPPORT
COMMANDS AND AREA SUPPORT GROUP HEADQUARTERS
2-76. CSS funct ions ar e per for med acr oss t he st r at egic, oper at ional, and
t act ical levels of oper at ions by var ious suppor t commands, gr oups, and
bat t alions. Alt hough t he or ganizat ional st r uct ur e of t hese suppor t unit s may
var y over t ime based on METT-TC, t heir pur pose r emains consist ent t o
sust ain milit ar y for ces t hr oughout war or MOOTW.
2-77. The hier ar chy of logist ics suppor t funct ions in a t heat er flow fr om TSC
t hr ough t he ar ea suppor t gr oup (ASG) at echelons above cor ps (EAC) t o t he
COSCOM and below. Each suppor t or ganizat ion oper at es wit hin defined
geogr aphical boundar ies fr om bases or base clust er s. The senior commander
of t he base or base clust er nor mally assumes command and cont r ol (C2)
r esponsibilit y for all logist ics funct ions, as well as r ear -ar ea oper at ions,
wit hin t he defined suppor t ar ea. This r esponsibilit y usually encompasses
FNS t o augment oper at ional and t act ical logist ics.
Suppor t t o NEOs.
Suppor t t o DC oper at ions.
Est ablishment of PRC measur es in t he r ear ar ea.
Suppor t t o HA or ganizat ions in t he r ear ar ea.
Liaison wit h HN aut hor it ies for r ear -ar ea secur it y, emer gency ser vices,
and ot her issues.
Suppor t t o humanit ar ian and civic assist ance (HCA) pr ogr ams.
FM 3-05.401
2-33
2-78. FM 54-40, Area S upport Group; FM 63-3, Corps S upport Command;
FM 4-93.4, Theater S upport Command; FM 100-16, Army Operational
S upport; ot her doct r inal r efer ences; and t he unit t act ical SOP cont ain mor e
infor mat ion on how t he unit oper at es.
2-79. TSC, COSCOM, and ASG oper at ions ar e, by nat ur e, int er agency-
int ensive. The commander of each or ganizat ion must pr ovide t he basis for a
unified effor t , cent r alized dir ect ion, and decent r alized execut ion. As t he
oper at ional focal point for coor dinat ion wit h nonmilit ar y or ganizat ions in his
assigned suppor t ar ea, t he TSC, COSCOM, and ASG commander must
accommodat e addit ional st aff member s t o meet t he r equir ement s of
int er agency oper at ions.
2-80. The TSC, COSCOM, and ASG conduct int er agency collabor at ive
planning and coor dinat ion t hr ough t he CMOC. The CMOC must be accessible
t o bot h USG and non-USG agencies, such as USAID r epr esent at ives, special
r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs, HN agencies, and
businesses. The suppor t unit commander est ablishes t he CMOC as soon as
possible t o maximize t he benefit s of cooper at ion and coor dinat ion among t he
var ious int er agency player s. For most suppor t oper at ions, est ablishment of
t he CMOC begins as ear ly as t he init ial planning st ages of t he oper at ion.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE TSC, COSCOM,
AND ASG STAFF
2-81. The ACofS, G-5, CMO, is r esponsible for full-t ime CA/CMO planning
on t he TSC and COSCOM st affs. The G-5 st aff sect ion is small compar ed t o
t he ot her pr incipal sect ions of t he st aff. To be effect ive, all member s of t he
CMO st aff sect ion must be t r ained in funct ional ar ea 39C, Civil Affair s.
2-82. Ther e is no full-t ime S-5 posit ion on t he ASG st aff. The S-5 posit ion is
coded r equir ed/not aut hor ized and, t her efor e, is not filled on a full-t ime
basis. Upon deployment , t he ASG may be aut hor ized an S-5. Unt il t hat t ime,
t he CA/CMO planning funct ion nor mally falls under t he ASG S-3.
2-83. Ot her sect ions t hat have CMO planning r esponsibilit y ar e t he HNS
sect ion of t he TSC and t he HNS logist ics dir ect or at e of t he ASG. The
member s of t hese sect ions ar e nor mally not t r ained in CA, but t hey know t he
logist ics needs of t he for ce and ar e familiar wit h t he legal and pr ocedur al
r equir ement s t o obt ain HNS fr om t he HN in which t hey ar e oper at ing.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-84. Each of t he CSS or ganizat ions st affs plan using t he MDMP. As
ment ioned pr eviously, t he MDMP is a single, est ablished, and pr oven
analyt ical pr ocess used by t he Ar my t o assist t he commander and st aff in
developing est imat es and plans.
2-85. The CA/CMO st aff officer par t icipat es in all planning and war -gaming
event s under t aken by t he CSS or ganizat ion st aff. CA consider at ions in
MDMP ar e in Appendix C. Addit ional infor mat ion on MDMP is in FM 101-5.
FM 3-05.401
2-34
CA PLANNING TEAM PARTICIPATION IN THE PLANNING PROCESS
2-86. The CA planning t eam for a TSC is nor mally a CAPT-A fr om a CA
br igade (Figur e 2-12, page 2-30). The CA planning t eam for a COSCOM and
an ASG is nor mally a CAT-C fr om a CA bat t alion (USAR) (Figur e 2-14). At
t he TSC and COSCOM, t he CA planning t eam par t icipat es in t he planning
pr ocesses t hr ough t he ACofS, G-5, accor ding t o t he TSC or COSCOM SOP. At
t he ASG, t he CA planning t eam par t icipat es in t he planning pr ocesses
t hr ough t he S-3 accor ding t o t he ASG SOP.
Assignment: Headquarters, CA Battalion (USAR)
Personnel: Battalion Commander
Battalion Executive Officer
S-1
S-2/3
S-4
Command Sergeant Major
CA Specialist
Figure 2-14. Composition of CAT-C (USAR)
2-87. Dur ing peacet ime, t he planning pr ocess may mean pr oviding planner s
t o t he TSC, COSCOM, or ASG st aff on a shor t -t er m, cont ingency basis
t hr ough t empor ar y t our s of act ive dut y (TTADs) or act ive dut y for special
wor k (ADSW) t our s. Anot her opt ion is t o maint ain const ant communicat ion
wit h t he G-5 or S-3 st aff element by using t he U.S. Post al Ser vice, milit ar y
cour ier s, and secur e aut omat ion t echnology. When act ivat ed for shor t -t er m
cont ingencies or long-t er m oper at ions, t he CA planning t eam r epor t s t o t he
CSS unit HQ and becomes a full-t ime, act ive par t of t he CSS unit st aff.
2-88. To effect ively par t icipat e in t he planning pr ocess, t he CA planning
t eam must be familiar wit h CSS unit oper at ions as descr ibed in t he doct r inal
publicat ions list ed in par agr aph 2-78, page 2-33. The CA planning t eam must
also per for m t he following t asks (which ar e not all-inclusive or necessar ily in
sequent ial or der ):
Review t he campaign plans, OPLANs, CONPLANs, and HNS plans, as
appr opr iat e, of commands t wo levels up, as well as t he NEO plans of
t he combat ant command and t he U.S. Count r y Team.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he CSS unit s specified AO t o which t he
Unit ed St at es is signat or y.
Review t he NSS and NMS as t hey apply t o t he oper at ion in which t he
CSS unit is par t icipat ing.
Review t he pol-mil plan.
Review any addit ional higher -level command guidance.
Under st and t he CSS unit commander s int ent and his oper at ional focus.
Obt ain t he CSS unit CCIR.
FM 3-05.401
2-35
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he CSS unit s AO defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he oper at ional-level civil
consider at ions (Chapt er 3). This analysis includes, but is not limit ed t o,
knowing and under st anding past and ongoing local and int er nat ional
event s and act ivit ies; int er nat ional or ganizat ion and NGO per sonnel,
r esour ces, and capabilit ies alr eady in place in t he r egion; and t he
condit ion of t he exist ing infr ast r uct ur e.
Obt ain t he CSS unit commander s int ent for CMO. It should include
or ient at ion on t he civil oper at ional cent er s of gr avit y, pr ot ect ion of
fr iendly oper at ional cent er s of gr avit y, phases of oper at ions (such as
pr ehost ilit ies, lodgment , decisive combat and st abilizat ion, follow-
t hr ough, and post host ilit ies), and end st at e. Be pr epar ed t o offer
specific r ecommendat ions t o assist t he commander in defining his
int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he TPFDD. Ensur e CSS unit commander s at all
subor dinat e levels have a CA r epr esent at ive on t heir st aff.
Det er mine t he oper at ional mission, configur at ion, and locat ion of t he
CMOC.
Wr it e t he CA annex t o t he OPLAN, OPORD, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-89. The TSC, COSCOM, or ASG commander exer cises C2 over oper at ional
logist ics suppor t act ivit ies fr om a logist ics oper at ions cent er (LOC) and a
command post (CP). If per for ming as a base clust er commander , t he TSC,
COSCOM, or ASG commander est ablishes a base clust er oper at ions cent er
(BCOC) t o plan, coor dinat e, and cont r ol r ear oper at ions among t he bases in
t he clust er . He for ms t he BCOC fr om his own st aff asset s and fr om t hose of
ot her element s in t he clust er .
FM 3-05.401
2-36
2-90. The CA planning t eam must set up wher e it can best suppor t t he
CA/CMO st aff planner s of t he TSC, COSCOM, and ASG. It must have access
t o all pr imar y st aff sect ions, as well as t o element s such as t he HNS sect ion of
t he TSC and HNS logist ics dir ect or at e of t he ASG. Depending on METT-TC,
t his locat ion may be eit her t he LOC or t he BCOC.
2-91. The planning t eam must also consider wher e t o est ablish and
maint ain t he CMOC for coor dinat ion wit h nonmilit ar y or ganizat ions.
Techniques for est ablishing and maint aining a CMOC are in Chapt ers 4 and 5.
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-92. As an augment at ion element t o an est ablished st aff sect ion, CA
planning t eam member s may find t hemselves looked upon as out sider s or
t empor ar y help. Depending on t he sit uat ion, t he commander and st aff, and
ot her fact or s, CA planning t eam member s may or may not r eceive t he full
suppor t t hey r equir e t o accomplish t heir mission. CA planning t eam member s
must be well ver sed in t he t echniques of pr oject management and t he
challenges of gr oup dynamics on t eam building and pr oblem solving. The
t eam must have t r anspor t at ion and t act ical communicat ions capabilit ies
commensur at e wit h t hat of t he suppor t ed unit and nonmilit ar y agencies in
t he AO. For addit ional infor mat ion, CA t eam member s should r efer t o
par agr aphs 2-51 t hr ough 2-53, page 2-24.
CA/CMO INTEGRATION AT THE CORPS HEADQUARTERS
2-93. The cor ps is t he lar gest t act ical unit in t he U.S. Ar my. It conduct s
combat oper at ions in suppor t of oper at ional object ives. The cor ps conduct s
Ar my, joint , int er agency, and mult inat ional oper at ions acr oss t he full r ange
of milit ar y oper at ions and is t ailor ed for t he t heat er and t he mission for
which it is deployed. It r esponds t o shor t -not ice cr isis sit uat ions, as well as
full-scale mobilizat ion as a t ot al for ce or as a for ce pr ovider .
2-94. A cor ps may be employed under an Ar my HQ as par t of a lar ger Ar my
for ce, it may be t he ARFOR HQ of a J TF, or it may ser ve as a J TF HQ. (Mor e
infor mat ion on CA/CMO planning at t he J TF is pr ovided in par agr aphs 2-65
t hr ough 2-75, pages 2-28 t hr ough 2-32.) Each configur at ion has unique
consider at ions for CA/CMO planner s. FM 100-15, Corps Operations, ot her
doct r inal r efer ences, and t he cor ps t act ical SOP include mor e infor mat ion on
how t he cor ps oper at es.
2-95. Dur ing all oper at ions, t he cor ps HQ must pr ovide t he basis for a
unified effor t , cent r alized dir ect ion, and decent r alized execut ion. Doing so
includes t ying int er agency effor t s wit h t he milit ar y effor t in t he cor ps AO. As
t he oper at ional focal point for coor dinat ion wit h nonmilit ar y or ganizat ions,
t he cor ps commander must accommodat e addit ional st aff member s t o meet
t he r equir ement s of int er agency oper at ions.
2-96. The cor ps conduct s int er agency collabor at ive planning and
coor dinat ion acr oss full-spect r um oper at ions t hr ough t he CMOC. The CMOC
must be accessible t o bot h USG and non-USG agenciesUSAID
r epr esent at ives, special r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs,
HN agencies, and businessesin t he cor ps AO. The cor ps commander
est ablishes t he CMOC as soon as possible t o maximize t he benefit s of
FM 3-05.401
2-37
cooper at ion and coor dinat ion among t he var ious int er agency player s. For
most cor ps oper at ions, est ablishment of t he CMOC begins as ear ly as t he
init ial planning st ages of t he oper at ion.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE CORPS STAFF
2-97. The ACofS, G-5, CMO, is r esponsible for full-t ime CA/CMO planning
on t he cor ps st aff. The G-5 st aff sect ion is small compar ed t o t he ot her
pr incipal sect ions of t he cor ps st aff. The G-5 sect ion gener ally consist s of a
colonel, t wo addit ional field gr ade officer s, t wo senior NCOs, and a DA
civilian. To be effect ive, all member s of t he CMO st aff sect ion must be t r ained
in funct ional ar ea 39C, Civil Affair s.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-98. Each cor ps has oper at ional r esponsibilit ies in at least one t heat er
oper at ion plan. The cor ps st aff per iodically r eviews and updat es t he cor ps
por t ion of t he plan IAW guidance fr om t he geogr aphic combat ant commander .
Once employed, planning at t he cor ps level is a cont inuous pr ocess t hat
occur s concur r ent ly wit h cor ps oper at ions. The pr ocess of maint aining a
r unning est imat e of t he sit uat ion keeps t he commander ar med wit h viable
opt ions.
2-99. Because t he cor ps may per for m as an Ar my for ce or a joint for ce, st aff
member s must be familiar wit h bot h t he MDMP and J OPES. The MDMP is a
single, est ablished, and pr oven analyt ical pr ocess used by t he Ar my t o assist
t he commander and st aff in developing est imat es and plans. The J OPES
pr ovides single-pr ocess, int er oper able planning and execut ion for bot h war
and MOOTW. J oint oper at ions planning is cat egor ized as campaign,
deliber at e, or cr isis-act ion planning.
2-100. The cor ps G-5 par t icipat es in all planning and war -gaming event s
under t aken by t he cor ps st aff. CA consider at ions in MDMP and J OPES ar e
found t hr oughout t his manual. Addit ional infor mat ion on MDMP can be
found in FM 101-5. Addit ional infor mat ion on J OPES can be found in J P 5-0.
CA PLANNING TEAM PARTICIPATION IN THE PLANNING PROCESS
2-101. Depending on t he fact or s of METT-TC, t he CA planning t eam may be
a CAPT-A fr om a CA br igade (USAR) or a CAPT-B fr om a CA bat t alion
(Act ive Ar my). The CA planning t eam par t icipat es in t he cor ps cont inuous
planning pr ocesses t hr ough t he ACofS, G-5, accor ding t o t he cor ps SOP.
Dur ing peacet ime, t he planning pr ocess may mean pr oviding planner s t o t he
ACofS, G-5, on a shor t -t er m, cont ingency basis t hr ough TTAD or ADSW
t our s. Anot her opt ion is t o maint ain const ant communicat ion wit h t he G-5
st aff element by using t he U.S. Post al Ser vice, milit ar y cour ier s, and secur e
aut omat ion t echnology. When act ivat ed for shor t -t er m cont ingencies or long-
t er m oper at ions, t he CA planning t eam r epor t s t o t he cor ps HQ and becomes
a full-t ime, act ive par t of t he cor ps st aff.
2-102. To effect ively par t icipat e in t he planning pr ocess, t he CA planning
t eam must be familiar wit h cor ps oper at ions as descr ibed in FM 100-15, as
well as joint oper at ional pr ocedur es as out lined in var ious J Ps. The CA

FM 3-05.401
2-38
planning t eam must also per for m t he following t asks (which ar e not all-
inclusive or necessar ily in sequent ial or der ):
Review t he campaign plans, OPLANs, and CONPLANs, as appr opr iat e,
of commands t wo levels up.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he cor ps specified AO t o which t he Unit ed
St at es is signat or y.
Review t he NSS and NMS as t hey apply t o t he oper at ion in which t he
cor ps is par t icipat ing.
Review t he pol-mil plan.
Review any addit ional higher -level command guidance.
Under st and t he cor ps commander s int ent and his oper at ional and
t act ical focus.
Obt ain t he cor ps CCIR.
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he cor ps AO defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he oper at ional-level civil
consider at ions (Chapt er 3). This analysis includes, but is not limit ed t o,
knowing and under st anding past and ongoing local and int er nat ional
event s and act ivit ies; int er nat ional or ganizat ion and NGO per sonnel,
r esour ces, and capabilit ies alr eady in place in t he r egion; and t he
condit ion of t he exist ing infr ast r uct ur e.
Obt ain t he cor ps commander s int ent for CMO. It should include
or ient at ion on t he civil oper at ional cent er s of gr avit y, pr ot ect ion of
fr iendly oper at ional cent er s of gr avit y, phases of oper at ions (such as
pr ehost ilit ies, lodgment , decisive combat and st abilizat ion, follow-
t hr ough, and post host ilit ies), and end st at e. Be pr epar ed t o offer
specific r ecommendat ions t o assist t he commander in defining his
int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he TPFDD. Ensur e commander s at all
subor dinat e levels have a CA r epr esent at ive on t heir st aff.
Det er mine t he oper at ional mission, configur at ion, and locat ion of t he
CMOC.
Wr it e t he CA annex t o t he OPLAN, OPORD, or suppor t ing plan.
FM 3-05.401
2-39
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Pr ovide input t o t he cor ps IO cell.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
J P 3-57 cont ains addit ional guidance for planning CMO at t he joint level.
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-103. The corps commander exercises C2 t hr ough t he ABCS fr om a command
gr oup and t hr ee CPs. The command gr oup consist s of t he cor ps commander and
select ed personnel. It allows t he commander t o make a personal sit uat ion
assessment , t o pr ovide leader ship and guidance, and t o make decisions. The
corps CPs are normally echeloned int o a t act ical CP, a main CP, and a rear CP.
The t act ical CP cont rols corps close oper at ions. The main CP synchr onizes all
corps oper at ions and plans fut ure oper at ions. The rear CP perfor ms rear
secur it y oper at ions and sust ainment of t he ent ir e cor ps.
2-104. The CA/CMO planning funct ion on t he cor ps st aff r esides wit h t he
ACofS, G-5, CMO. When deployed, t his sect ion nor mally locat es in t he main
CP wher e it int egr at es wit h t he cur r ent oper at ions cell, t he plans cell, t he
deep oper at ions coor dinat ion cell, t he int elligence cell, t he fir e suppor t
coor dinat ion cell, t he command and cont r ol war far e (C2W) cell, and t he CSS
cell. The G-5s r ole includes over seeing, advising, and coor dinat ing cor ps
CMO act ivit ies; r ecommending cor ps command policy for CMO; ensur ing
compliance wit h t he policy; analyzing civilian impact on milit ar y oper at ions
and t he impact of milit ar y oper at ions on civilians; and suppor t ing ot her USG
agencies in t he cor ps AO.
2-105. The CA planning t eam suppor t s t he ACofS, G-5, in t he per for mance
of t hese funct ions using one of sever al opt ions based on METT-TC. One
opt ion is t o locat e t he ent ir e t eam at t he main CP. This opt ion pr ovides t he
G-5 wit h t he maximum number of CA soldier s t o meet all CMO planning and
oper at ional r equir ement s while conduct ing 24-hour oper at ions. Anot her
opt ion is t o locat e t he ent ir e t eam at t he r ear CP wher e it focuses on r ear
oper at ions in suppor t of t he cor ps r ear oper at ions commander . A t hir d opt ion
is t o split t he t eam bet ween bot h CPs; for example, put t ing t he plans officer
and t eam noncommissioned officer in char ge (NCOIC) in t he main CP and t he
r est of t he t eam in t he r ear CP. This opt ion allows t he G-5 t o focus on cur r ent
cor ps oper at ions and over see t he planning of fut ur e oper at ions while
maint aining st r ong r epr esent at ion on t he r ear oper at ions st aff.
2-106. The CA planning t eam must also consider wher e t o est ablish and
maint ain t he CMOC for coor dinat ion wit h nonmilit ary or ganizat ions.
Techniques for est ablishing and maint aining a CMOC are in Chapt ers 4 and 5.
FM 3-05.401
2-40
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-107. CA t eam member s should r efer t o par agr aphs 2-51 t hr ough 2-53, page
2-24. The t eam also must have t r anspor t at ion and t act ical communicat ions
capabilit ies commensur at e wit h t hat of t he suppor t ed unit and nonmilit ar y
agencies in t he AO.
CA/CMO INTEGRATION AT THE DIVISION HEADQUARTERS
2-108. The division is t he lar gest Ar my or ganizat ion t hat t r ains and fight s as
a t act ical t eam. Each division is capable of independent oper at ions, per for ms
t act ical missions in offensive, defensive, st abilit y, and suppor t oper at ions over
a wide r ange of envir onment s and, for limit ed per iods, is self-sust aining.
Cor ps augment divisions as t he mission r equir es.
2-109. Tr adit ionally, t he division oper at es as par t of a U.S. cor ps. The
division may deploy as par t of a J TF wit hout it s t r adit ional cor ps HQ and
suppor t ing cor ps unit s. In t hese t ypes of oper at ions, a division oft en wor ks
dir ect ly for t he J FC and, t her efor e, division st affs must know joint doct r ine
and TTP.
2-110. Divisions ar e not nor mally designat ed as a J TF HQ. Divisions
assigned t o a J TF nor mally conduct t r adit ional t act ical oper at ions but may be
involved in nont r adit ional act ions, such as int er agency oper at ions or
oper at ions wit h t he indigenous populat ion and inst it ut ions. A J TF may
designat e a division under it s C2 as t he ARFOR HQ, t he senior Ar my HQ
wit hin t he J TF. An ARFOR HQ may pr ovide suppor t nor mally associat ed
wit h t he Ar my Ser vice component wit hin t he AO. The division commander
could also be r esponsible for all land combat for ces t hr ough his appoint ment
as t he joint for ce land component commander (J FLCC). As t he J FLCC, t he
division commander cont r ols all Ar my, Mar ine, and mult inat ional gr ound
for ces in t he AO.
2-111. As wit h t he cor ps, each division mission and configur at ion has unique
consider at ions for CA/CMO planner s. FM 71-100, Division Operations; ot her
doct r inal r efer ences; and t he division t act ical SOP include mor e infor mat ion
on how t he division oper at es.
2-112. Dur ing oper at ions, t he division HQ must pr ovide t he basis for a
unified effor t , cent r alized dir ect ion, and decent r alized execut ion. Doing so
includes t ying int er agency effor t s wit h t he milit ar y effor t in t he division AO.
As t he oper at ional focal point for coor dinat ion wit h nonmilit ar y or ganizat ions
at t he t act ical level, t he division commander must accommodat e addit ional
st aff member s t o meet t he r equir ement s of int er agency oper at ions.
2-113. The division conduct s int er agency collabor at ive planning and
coor dinat ion acr oss full-spect r um oper at ions t hr ough t he CMOC. The CMOC
must be accessible t o bot h USG and non-USG agenciesUSAID
r epr esent at ives, special r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs,
HN agencies, and businessesin t he divisions designat ed AO. The division
commander est ablishes t he CMOC as soon as possible t o maximize t he
benefit s of cooper at ion and coor dinat ion among t he var ious int er agency
player s. For most division oper at ions, est ablishment of t he CMOC begins as
FM 3-05.401
2-41
ear ly as t he init ial planning st ages of t he oper at ion. Chapt er s 4 and 5 discuss
t he CMOC in mor e det ail.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE DIVISION STAFF
2-114. The ACofS, G-5, CMO, is r esponsible for full-t ime CA/CMO planning
on t he division st aff. The G-5 st aff sect ion is small compar ed t o t he ot her
pr incipal sect ions of t he division st aff. The G-5 sect ion gener ally consist s of a
lieut enant colonel, a company gr ade officer , t wo senior NCOs, and a DA
civilian. To be effect ive, all member s of t he CMO st aff sect ion must be t r ained
in funct ional ar ea 39C, Civil Affair s.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-115. Each division has t act ical r esponsibilit ies in at least one t heat er
oper at ion plan. The division st aff per iodically r eviews and updat es t he
divisions por t ion of t he plan IAW guidance fr om t he geogr aphic combat ant
commander and t he cor ps commander . Once employed, planning at t he
division level is a cont inuous pr ocess t hat occur s concur r ent ly wit h division
oper at ions. The pr ocess of maint aining a r unning est imat e of t he sit uat ion
keeps t he commander ar med wit h viable opt ions.
2-116. The division st aff plans using t he MDMP. As ment ioned pr eviously,
t he MDMP is a single, est ablished, and pr oven analyt ical pr ocess used by t he
Ar my t o assist t he commander and st aff in developing est imat es and plans.
2-117. The division G-5 par t icipat es in all planning and war -gaming event s
under t aken by t he division st aff. CA consider at ions in MDMP ar e found
t hr oughout t his manual. Addit ional infor mat ion on MDMP can be found in
FM 101-5.
CA PLANNING TEAM PARTICIPATION IN THE PLANNING PROCESS
2-118. Depending on t he fact or s of METT-TC, t he CA planning t eam may be
a CAT-C fr om a CA bat t alion (USAR) (Figur e 2-14, page 2-34), a CAT-B fr om
a CA bat t alion (Act ive Ar my) (Figur e 2-13, page 2-30), or a CAT-A fr om a CA
bat t alion (Act ive Ar my) (Figur e 2-15). The CA planning t eam par t icipat es in
t he divisions planning pr ocesses t hr ough t he ACofS, G-5, accor ding t o t he
division SOP. Dur ing peacet ime, t he planning pr ocess may mean pr oviding
planner s t o t he ACofS, G-5, on a shor t -t er m, cont ingency basis t hr ough TTAD
or ADSW t our s. Anot her opt ion is t o maint ain const ant communicat ion wit h
t he G-5 st aff element by using t he U.S. Post al Ser vice, milit ar y cour ier s, and
secur e aut omat ion t echnology. When act ivat ed for shor t -t er m cont ingencies
or long-t er m oper at ions, t he CA planning t eam r epor t s t o t he division HQ and
becomes a full-t ime, act ive par t of t he division st aff.
Assignment: CA Company (Active Army)
Personnel: Team Leader
Team Sergeant
Team Engineer
Team Medic
Figure 2-15. Composition of CAT-A (Active Army)
FM 3-05.401
2-42
2-119. To effect ively par t icipat e in t he planning pr ocess, t he CA planning
t eam must be familiar wit h division oper at ions as descr ibed in FM 71-100.
The CA planning t eam must also per for m t he following t asks (which ar e not
all-inclusive or necessar ily in sequent ial or der ):
Review t he campaign plans, OPLANs, and CONPLANs, as appr opr iat e,
of commands t wo levels up.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he divisions specified AO t o which t he
Unit ed St at es is signat or y.
Review t he NSS and NMS as t hey apply t o t he oper at ion in which t he
division is par t icipat ing.
Review t he pol-mil plan.
Review any addit ional higher -level command guidance.
Under st and t he int ent and t act ical focus of t he division commander .
Obt ain t he division CCIR.
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he divisions AO defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he t act ical-level civil
consider at ions (Chapt er 3). This analysis includes, but is not limit ed t o,
knowing and under st anding past and ongoing local event s and
act ivit ies; int er nat ional or ganizat ion and NGO per sonnel, r esour ces,
and capabilit ies alr eady in place in t he r egion; t he condit ion of t he
exist ing infr ast r uct ur e; t ypes, st at us, and pot ent ial uses of civil
st r uct ur es in t he AO; and t he int ent ions and pot ent ial act ions of t he
local populace in r esponse t o milit ar y oper at ions in t he AO.
Obt ain t he division commander s int ent for CMO. It should include
or ient at ion on t he civil oper at ional cent er s of gr avit y, pr ot ect ion of
fr iendly oper at ional cent er s of gr avit y, phases of oper at ions (such as
pr ehost ilit ies, lodgment , decisive combat and st abilizat ion, follow-
t hr ough, and post host ilit ies), and end st at e. Be pr epar ed t o offer
specific r ecommendat ions t o assist t he commander in defining his
int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he TPFDD. Ensur e commander s at all
subor dinat e levels have a CA r epr esent at ive on t heir st aff.
Det er mine t he t act ical mission, configur at ion, and locat ion of t he
CMOC.
FM 3-05.401
2-43
Wr it e t he CA annex t o t he OPLAN, OPORD, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Pr ovide input t o t he divisions IO cell.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-120. The division commander exer cises C2 t hr ough t he ABCS fr om a
command gr oup and t hr ee CPs. The command gr oup consist s of t he division
commander and select ed per sonnel. It allows t he commander t o make a
per sonal sit uat ion assessment , t o pr ovide leader ship and guidance, and t o
make decisions. The division CPs ar e nor mally echeloned int o a t act ical CP, a
main CP, and a r ear CP. The t act ical CP cont r ols division close oper at ions.
The main CP synchr onizes all division oper at ions and plans fut ur e
oper at ions. The r ear CP per for ms r ear secur it y oper at ions and sust ainment of
t he ent ir e division.
2-121. The CA/CMO planning funct ion on t he division st aff r esides wit h t he
ACofS, G-5, CMO. When deployed, t his sect ion nor mally locat es in t he main
CP wher e it int egr at es wit h t he cur r ent oper at ions cell, t he plans cell, t he
deep oper at ions coor dinat ion cell, t he int elligence cell, t he fir e suppor t
coor dinat ion cell, t he C2W cell, and t he CSS cell. The G-5s r ole includes
over seeing, advising, and coor dinat ing division CMO act ivit ies;
r ecommending division command policy for CMO; ensur ing compliance wit h
t he policy; analyzing civilian impact on milit ar y oper at ions and t he impact of
milit ar y oper at ions on civilians; and suppor t ing ot her USG agencies in t he
division AO.
2-122. The CA planning t eam suppor t s t he ACofS, G-5, in t he per for mance
of t hese funct ions using one of sever al opt ions based on METT-TC. One
opt ion is t o locat e t he ent ir e t eam at t he main CP. This opt ion pr ovides t he
G-5 wit h t he maximum number of CA soldier s t o meet all CMO planning and
oper at ional r equir ement s while conduct ing 24-hour oper at ions. Anot her
opt ion is t o locat e t he ent ir e t eam at t he r ear CP wher e it focuses on r ear
oper at ions in suppor t of t he division r ear oper at ions commander . A t hir d
opt ion is t o split t he t eam bet ween bot h CPs; for example, put t ing t he t eam
leader and a CA NCO in t he main CP and t he r est of t he t eam in t he r ear CP.
This opt ion allows t he G-5 t o focus on cur r ent division oper at ions and over see
t he planning of fut ur e oper at ions while maint aining st r ong r epr esent at ion on
t he r ear oper at ions st aff.
2-123. The CA planning t eam must also consider wher e t o est ablish and
maint ain t he CMOC for coor dinat ion wit h nonmilit ary or ganizat ions.
Techniques for est ablishing and maint aining a CMOC are in Chapt ers 4 and 5.
FM 3-05.401
2-44
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-124. CA t eam member s should r efer t o par agr aphs 2-51 t hr ough 2-53, page
2-24. The t eam also must have t r anspor t at ion and t act ical communicat ions
capabilit ies commensur at e wit h t hat of t he suppor t ed unit and nonmilit ar y
agencies in t he AO.
CA/CMO INTEGRATION AT THE BRIGADE HEADQUARTERS
2-125. The Ar my has sever al t ypes of maneuver br igades: divisional
br igades, separ at e br igades, and t he St r yker br igade combat t eam (SBCT).
Each t ype of br igade is or ganized t o conduct successful t act ical engagement s
acr oss t he r ange of oper at ions. Whet her t he br igade is or ganized as an air
assault , air bor ne, ar mor ed, aviat ion, light infant r y, mechanized infant r y, or
SBCT, it s pr imar y mission is t o deploy on shor t not ice and dest r oy, capt ur e,
or r epel enemy for ces, using maneuver and shock effect . Br igades also
conduct var ious MOOTW act ivit ies independent ly or as par t of a joint or
mult inat ional HQ in peacet ime and conflict envir onment s.
2-126. Divisional br igades nor mally oper at e as par t of a division. Separ at e
br igades ar e or ganized for and nor mally conduct sust ained oper at ions under
cor ps cont r ol. The SBCT will be or ganized and equipped t o enable r apid
deployment t o meet t he challenges of small-scale cont ingency oper at ions
while possessing significant ut ilit y for divisions and cor ps engaged in a major
t heat er war (MTW). In eit her case, br igades ar e t ask-or ganized, as dir ect ed,
and most oft en per for m t act ical t asks under t he command of a division, cor ps,
or a J TF HQ.
2-127. Mor e infor mat ion on how t he br igade oper at es may be found in
FM 1-111, Aviation Brigades; FM 7-30, The Infantry Brigade; FM 71-123,
Tactics and Techniques for Combined Arms Heavy Forces: Armored Brigade,
Battalion Task Force, and Company Team; FM 71-3, The Armored and
Mechanized Infantry Brigade; ot her doct r inal r efer ences; and t he br igade
t act ical SOP.
2-128. Dur ing all oper at ions, t he br igade HQ must pr ovide t he basis for a
unified effor t , cent r alized dir ect ion, and decent r alized execut ion. Doing so
includes t ying int er agency effor t s wit h t he milit ar y effor t in t he br igade AO.
As t he oper at ional focal point for coor dinat ion wit h nonmilit ar y or ganizat ions
at t he t act ical level, t he br igade commander must accommodat e addit ional
st aff member s t o meet t he r equir ement s of int er agency oper at ions.
2-129. The br igade conduct s int er agency collabor at ive planning and
coor dinat ion acr oss full-spect r um oper at ions t hr ough t he CMOC. The CMOC
must be accessible t o bot h USG and non-USG agenciesUSAID
r epr esent at ives, special r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs,
HN agencies, and businessesin t he br igades designat ed AO. The br igade
commander est ablishes t he CMOC as soon as possible t o maximize t he
benefit s of cooper at ion and coor dinat ion among t he var ious int er agency
player s. For most br igade oper at ions, est ablishment of t he CMOC begins as
ear ly as t he init ial planning st ages of t he oper at ion. Chapt er s 4 and 5 discuss
t he CMOC in mor e det ail.
FM 3-05.401
2-45
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE BRIGADE STAFF
2-130. The br igade S-5 is r esponsible for CA/CMO planning. For many
br igades, t he S-5 posit ion is coded r equir ed/not aut hor ized and, t her efor e, is
not filled on a full-t ime basis. Upon deployment , t he br igade may be
aut hor ized an S-5. Unt il t hat t ime, t he CA/CMO planning funct ion nor mally
falls under t he br igade S-3.
2-131. Some br igades or br igade-equivalent or ganizat ions do have full-t ime
S-5s. These include t he separ at e br igades, t he Ranger Regiment , and SFGs.
These or ganizat ions nor mally have a small sect ion t hat consist s of a company
gr ade officer and an NCO. To be effect ive, t he member s of t he S-5 sect ion
must be t r ained in funct ional ar ea 39C, Civil Affair s.
2-132. Br igade st affs t hat do not have S-5 sect ions t end t o ignor e t he CMO
funct ion if it is not emphasized by t he br igade commander . Commander s
wit hout S-5s who ar e at t uned t o t heir CMO r esponsibilit ies would do well t o
have all st aff member s shar e t he CA/CMO planning r esponsibilit y. Each st aff
member analyzes his bat t lefield oper at ing syst em (BOS) funct ion for civil
consider at ions using METT-TC and CASCOPE as discussed in Chapt er 3. In
t his way, t he commander ensur es t hat he has consider ed t he impact of
CASCOPE on his oper at ions, as well as t he impact of his oper at ions on t hose
civil fact or s.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-133. Br igade oper at ions ar e dynamic. Dur ing combat , t he br igade quickly
t r ansit ions bet ween offensive, defensive, r et r ogr ade, and ot her t act ical
oper at ions, such as passage of lines, r elief oper at ions, and linkup. Dur ing
st abilit y oper at ions or suppor t oper at ions, t he br igade may be r equir ed t o
t r ansit ion just as quickly.
2-134. The br igade st aff uses t he MDMP for all planning, whet her
conduct ing r out ine oper at ions or wor king in a t ime-const r ained envir onment .
As ment ioned pr eviously, t he MDMP is a single, est ablished, and pr oven
analyt ical pr ocess used by t he Ar my t o assist t he commander and st aff in
developing est imat es and plans. Addit ional infor mat ion on MDMP can be
found in FM 101-5.
CA PLANNING TEAM PARTICIPATION IN THE PLANNING PROCESS
2-135. Depending on t he fact or s of METT-TC, t he CA planning t eam may be
a CAT-B fr om a CA bat t alion (USAR) (Figur e 2-16, page 2-46) or a CAT-A
fr om a CA bat t alion (Act ive Ar my) (Figur e 2-15, page 2-41). The CA planning
t eam par t icipat es in t he br igades planning pr ocesses when dir ect ed. The
t eam is nor mally at t ached t o t he br igade for planning and oper at ions. If t he
br igade has a full-t ime S-5, t he CA t eam augment s t he S-5 sect ion. If t her e is
no full-t ime S-5, t he CA t eam leader nor mally assumes dut y as t he br igade
S-5. In eit her case, t he CMO st aff officer par t icipat es in all planning and war -
gaming event s under t aken by t he br igade st aff. CA consider at ions in MDMP
ar e found t hr oughout t his manual.
FM 3-05.401
2-46
Assignment: HQ, CA Company (USAR)
Personnel: Team Leader
Operations Officer
1st Sergeant
Civil Affairs NCO (2)
Civil Affairs Specialist
Figure 2-16. Composition of CAT-B (USAR)
2-136. Dur ing peacet ime, a CAT-B fr om t he CA bat t alion (USAR) t hat has a
planning associat ion wit h t he br igades par ent unit may pr ovide planner s on
a shor t -t er m, cont ingency basis. These t eam member s might per for m t his
planning t hr ough TTAD or ADSW t our s. Anot her opt ion is for t he CAT-B t o
maint ain const ant communicat ion wit h t he full-t ime individual r esponsible
for t he br igades CMO planning by using t he U.S. Post al Ser vice, milit ar y
cour ier s, and secur e aut omat ion t echnology.
2-137. To effect ively par t icipat e in t he planning pr ocess, t he CA t eam must
be familiar wit h br igade oper at ions as descr ibed in t he doct r inal publicat ions
list ed in par agr aph 2-127, page 2-44, and t he unit t act ical SOP. The CA t eam
must also per for m t he following t asks (which ar e not all-inclusive or
necessar ily in sequent ial or der ):
Review t he campaign plans, OPLANs, and CONPLANs, as appr opr iat e,
of commands t wo levels up.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he br igades specified AO t o which t he
Unit ed St at es is signat or y.
Review t he NSS and NMS as t hey apply t o t he oper at ion in which t he
br igade is par t icipat ing.
Review t he pol-mil plan.
Review any addit ional higher -level command guidance.
Under st and t he int ent and t act ical focus of t he br igade commander .
Obt ain t he br igade CCIR.
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he br igades AO defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he t act ical-level civil
consider at ions (Chapt er 3). This analysis includes, but is not limit ed t o,
knowing and under st anding past and ongoing local event s and
act ivit ies; int er nat ional or ganizat ion and NGO per sonnel, r esour ces,
and capabilit ies alr eady in place in t he r egion; t he condit ion of t he
exist ing infr ast r uct ur e; t ypes, st at us, and pot ent ial uses of civil
FM 3-05.401
2-47
st r uct ur es in t he AO; and t he int ent ions and pot ent ial act ions of t he
local populace in r esponse t o milit ar y oper at ions in t he AO.
Obt ain t he br igade commander s int ent for CMO. It should include
or ient at ion on t he civil oper at ional cent er s of gr avit y, pr ot ect ion of
fr iendly oper at ional cent er s of gr avit y, phases of oper at ions (such as
pr ehost ilit ies, lodgment , decisive combat and st abilizat ion, follow-
t hr ough, and post host ilit ies), and end st at e. Be pr epar ed t o offer
specific r ecommendat ions t o assist t he commander in defining his
int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he TPFDD. Ensur e commander s at all
subor dinat e levels have a CA r epr esent at ive on t heir st aff.
Det er mine t he t act ical mission, configur at ion, and locat ion of t he
CMOC.
Wr it e t he CA annex t o t he OPLAN, OPORD, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and combat
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Pr ovide input t o t he br igades IO cell, as applicable.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-138. The br igade commander exer cises C2 t hr ough t he ABCS fr om a
command gr oup and t hr ee CPs. The command gr oup consist s of t he br igade
commander and select ed per sonnel. It allows t he commander t o make a
per sonal sit uat ion assessment , t o pr ovide leader ship and guidance, and t o
make decisions. The br igade CPs ar e nor mally echeloned int o a t act ical CP, a
main CP, and a r ear CP. The t act ical CP cont r ols br igade close oper at ions.
The main CP synchr onizes all br igade oper at ions and plans fut ur e
oper at ions. The r ear CP per for ms r ear secur it y oper at ions and sust ainment of
t he ent ir e br igade.
2-139. The CA/CMO planning funct ion on t he br igade st aff r esides wit h t he
S-5. When deployed, t his sect ion nor mally locat es in t he main CP wher e it
int egr at es wit h t he cur r ent oper at ions cell, t he plans cell, t he deep oper at ions
coor dinat ion cell, t he int elligence cell, and t he fir e suppor t coor dinat ion cell.
The S-5s r ole includes over seeing, advising, and coor dinat ing br igade CMO
act ivit ies; r ecommending br igade command policy for CMO; ensur ing
compliance wit h t he policy; analyzing civilian impact on milit ar y oper at ions
and t he impact of milit ar y oper at ions on civilians; and suppor t ing ot her USG
agencies in t he br igade AO.
FM 3-05.401
2-48
2-140. As ment ioned pr eviously, t he CA t eam eit her augment s an exist ing
br igade S-5 sect ion or fills t he r ole of t he S-5 sect ion in br igades wit hout full-
t ime S-5s. The CA t eam per for ms t he funct ions list ed above using one of
sever al opt ions based on METT-TC. One opt ion is t o locat e t he ent ir e t eam
wit h t he t act ical oper at ions cent er (TOC) at t he main CP. This opt ion
pr ovides t he S-5 wit h t he maximum number of CA soldier s t o meet all CMO
planning and oper at ional r equir ement s while conduct ing 24-hour oper at ions.
Anot her opt ion is t o locat e t he ent ir e t eam at t he r ear CP wher e it focuses on
r ear oper at ions in suppor t of t he br igade r ear oper at ions commander . This
opt ion is viable only when augment ing an exist ing S-5 sect ion. A t hir d opt ion
is t o split t he t eam bet ween bot h CPs, such as put t ing t he t eam leader and a
CA NCO in t he main CP and t he r est of t he t eam in t he r ear CP. This opt ion
allows t he S-5 t o focus on cur r ent br igade oper at ions and over see t he
planning of fut ur e oper at ions while maint aining st r ong r epr esent at ion on t he
r ear oper at ions st aff.
2-141. The CA t eam must also consider wher e t o est ablish and maint ain t he
CMOC for coor dinat ion wit h nonmilit ar y or ganizat ions. Techniques for
est ablishing and maint aining a CMOC ar e in Chapt er s 4 and 5.
2-142. The CA t eam has mor e of an act ive r ole in suppor t ing t act ical
oper at ions t han t he planning t eams of higher HQ. The CA t eam leader must
balance his planning funct ion wit h r equir ement s t o conduct CA act ivit ies in
suppor t of t he commander s CMO; for example, conduct ing ar ea assessment s,
facilit at ing DC oper at ions and ot her PRC measur es, ident ifying and
facilit at ing FNS, and conduct ing liaison wit h civilian aut hor it ies and NGOs.
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-143. CA t eam member s should r efer t o par agr aphs 2-51 t hr ough 2-53, page
2-24. The t eam also must have t r anspor t at ion and t act ical communicat ions
capabilit ies commensur at e wit h t hat of t he suppor t ed unit and nonmilit ar y
agencies in t he AO.
CA/CMO INTEGRATION AT THE BATTALION HEADQUARTERS
2-144. Maneuver br igades cont ain t hr ee t o five maneuver bat t alions t hat ar e
t ask-or ganized t o accomplish t he t act ical missions assigned t o t he br igade.
Task or ganizing consist s of cr oss-at t aching companies (for example, t ank and
mechanized infant r y companies) bet ween bat t alions in t he br igade t o
capit alize on t he capabilit ies of each in suppor t of mission r equir ement s. A
bat t alion or ganized in such a manner is called a bat t alion t ask for ce. For t he
pur pose of t his sect ion, t he t er m bat t alion will be used t o mean bot h bat t alion
and bat t alion t ask for ce.
2-145. Maneuver bat t alions accomplish missions and t asks as par t of a
br igades oper at ion. Whet her par t of an air assault , air bor ne, ar mor ed,
aviat ion, light infant r y, mechanized infant r y br igade, or SBCT, t he
bat t alions pr imar y mission is t o deploy on shor t not ice and dest r oy, capt ur e,
or r epel enemy for ces, using maneuver and shock effect . Maneuver bat t alions
conduct var ious MOOTW act ivit ies when t he br igade oper at es independent ly
or as par t of a joint or mult inat ional HQ in peacet ime and conflict
envir onment s.
FM 3-05.401
2-49
2-146. Occasionally, bat t alions will conduct oper at ions dir ect ly under t he
cont r ol of a division or an ar mor ed cavalr y r egiment , such as when t hey ar e
par t icipat ing in t he cover ing for ce of t he higher HQ, act ing as a r eser ve, or
for ming a t act ical combat for ce in r ear -ar ea oper at ions.
2-147. Mor e infor mat ion on how t he bat t alion oper at es may be found in
FM 7-20, The Infantry Battalion; FM 71-2, The Tank and Mechanized
Infantry Battalion Task Force; FM 71-123; ot her doct r inal r efer ences; and t he
unit t act ical SOP.
2-148. Dur ing all oper at ions, t he bat t alion HQ must pr ovide t he basis for a
unified effor t , cent r alized dir ect ion, and decent r alized execut ion. Doing so
includes t ying int er agency effor t s wit h t he milit ar y effor t in t he bat t alion AO.
As t he oper at ional focal point for coor dinat ion wit h nonmilit ar y or ganizat ions
at t he local t act ical level, t he bat t alion commander must accommodat e
addit ional st aff member s t o meet t he r equir ement s of int er agency oper at ions.
2-149. The bat t alion conduct s int er agency collabor at ive planning and
coor dinat ion acr oss full-spect r um oper at ions t hr ough t he CMOC. The CMOC
must be accessible t o bot h USG and non-USG agenciesUSAID
r epr esent at ives, special r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs,
HN agencies, and businessesin t he bat t alions designat ed AO. The bat t alion
commander est ablishes t he CMOC as soon as possible t o maximize t he
benefit s of cooper at ion and coor dinat ion among t he var ious int er agency
player s. For most bat t alion oper at ions, est ablishment of t he CMOC begins as
ear ly as t he init ial planning st ages of t he oper at ion. Chapt er s 4 and 5 discuss
t he CMOC in mor e det ail.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE BATTALION STAFF
2-150. The bat t alion S-5 is r esponsible for CA/CMO planning. Wit h t he
except ion of t he Ranger bat t alions and some Ar my Nat ional Guar d
bat t alions, t he S-5 posit ion on a maneuver bat t alion st aff is coded
r equir ed/not aut hor ized and, t her efor e, is not filled on a full-t ime basis.
Upon deployment , t he bat t alion may be aut hor ized an S-5. Unt il t hat t ime,
t he CA/CMO planning funct ion nor mally falls under t he bat t alion S-3.
2-151. On effect ive bat t alion st affs, all st aff member s shar e t he CA/CMO
planning r esponsibilit y. Each st aff member analyzes his BOS funct ion for
civil consider at ions using METT-TC and CASCOPE as discussed in Chapt er
3. In t his way, t he commander ensur es t hat he has consider ed t he impact of
CASCOPE on his oper at ions, as well as t he impact of his oper at ions on t hose
civil fact or s.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-152. Bat t alion oper at ions ar e dynamic. Dur ing combat , t he bat t alion
quickly t r ansit ions bet ween offensive, defensive, r et r ogr ade, and ot her
t act ical oper at ions, such as passage of lines, r elief oper at ions, and linkup.
Dur ing st abilit y oper at ions or suppor t oper at ions, t he bat t alion may be
r equir ed t o t r ansit ion just as quickly.
FM 3-05.401
2-50
2-153. The bat t alion st aff uses t he MDMP for all planning, whet her
conduct ing r out ine oper at ions or wor king in a t ime-const r ained envir onment .
Addit ional infor mat ion on MDMP is in FM 101-5.
CA PLANNING TEAM PARTICIPATION IN THE PLANNING PROCESS
2-154. The CAT-A fr om a CA bat t alion (USAR) (Figur e 2-17) is nor mally
at t ached t o t he bat t alion for planning and oper at ions. If t he bat t alion has a
full-t ime S-5, t he CA t eam augment s t he S-5 sect ion. If t her e is no full-t ime
S-5, t he CA t eam leader can assume t he S-5 posit ion or augment t he S-3
sect ion, based on METT-TC analysis. In eit her case, t he CA t eam leader
par t icipat es in all planning and war -gaming event s under t aken by t he
bat t alion st aff. CA consider at ions in MDMP ar e found t hr oughout t his
manual.
Assignment: CA Company (USAR)
Personnel: Team Leader
Team Sergeant
CA Specialist (2)
Figure 2-17. Composition of CAT-A (USAR)
2-155. Dur ing peacet ime, a CAT-A fr om t he CA bat t alion (USAR) t hat has a
planning associat ion wit h t he br igades par ent unit may pr ovide planner s on
a shor t -t er m, cont ingency basis. These t eam member s might per for m t his
planning t hr ough TTAD or ADSW t our s. Anot her opt ion is for t he CAT-A t o
maint ain const ant communicat ion wit h t he full-t ime individual r esponsible
for t he bat t alions CMO planning by using t he U.S. Post al Ser vice, milit ar y
cour ier s, and secur e aut omat ion t echnology.
2-156. To effect ively par t icipat e in t he planning pr ocess, t he CA t eam must
be familiar wit h bat t alion oper at ions as descr ibed in t he doct r inal
publicat ions list ed in par agr aph 2-147, page 2-49, and t he unit t act ical SOP.
The CA t eam must also per for m t he following t asks (which ar e not all-
inclusive or necessar ily in sequent ial or der ):
Review t he campaign plans, OPLANs, and CONPLANs, as appr opr iat e,
of commands t wo levels up.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he bat t alions specified AO t o which t he
Unit ed St at es is signat or y.
Review t he NSS and NMS as t hey apply t o t he oper at ion in which t he
bat t alion is par t icipat ing.
Review t he pol-mil plan.
Review any addit ional higher -level command guidance.
Under st and t he int ent and t act ical focus of t he bat t alion commander .
Obt ain t he bat t alion CCIR.
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
FM 3-05.401
2-51
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he bat t alions AO defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he t act ical-level civil
consider at ions (Chapt er 3). This analysis includes, but is not limit ed t o,
knowing and under st anding past and ongoing local event s and
act ivit ies; int er nat ional or ganizat ion and NGO per sonnel, r esour ces,
and capabilit ies alr eady in place in t he r egion; t he condit ion of t he
exist ing infr ast r uct ur e; t ypes, st at us, and pot ent ial uses of civil
st r uct ur es in t he AO; and t he int ent ions and pot ent ial act ions of t he
local populace in r esponse t o milit ar y oper at ions in t he AO.
Obt ain t he bat t alion commander s int ent for CMO. It should include
or ient at ion on t he civil oper at ional cent er s of gr avit y, pr ot ect ion of
fr iendly oper at ional cent er s of gr avit y, phases of oper at ions (such as
pr ehost ilit ies, lodgment , decisive combat and st abilizat ion, follow-
t hr ough, and post host ilit ies), and end st at e. Be pr epar ed t o offer
specific r ecommendat ions t o assist t he commander in defining his
int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Det er mine t he t act ical mission, configur at ion, and locat ion of t he
CMOC.
Wr it e t he CA annex t o t he OPLAN, OPORD, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and combat
engineer ing suppor t ).
Pr epar e and ar chive r epor t s.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-157. The bat t alion commander exer cises C2 t hr ough t he ABCS fr om a
command gr oup and t hr ee CPs. The command gr oup consist s of t he bat t alion
commander and select ed per sonnel. It allows t he commander t o make a
per sonal sit uat ion assessment , t o pr ovide leader ship and guidance, and t o
make decisions. The bat t alion CPs ar e nor mally echeloned int o a t act ical CP,
a main CP, and a combat t r ains CP. The t act ical CP cont r ols bat t alion close
oper at ions. The main CP synchr onizes all bat t alion oper at ions and plans
fut ur e oper at ions. The combat t r ains CP per for ms r ear secur it y oper at ions
and sust ainment of t he ent ir e bat t alion.
2-158. The CA/CMO planning funct ion on t he bat t alion st aff r esides wit h t he
S-3 at t he main CP. If t her e is a bat t alion S-5 sect ion, it nor mally locat es in
FM 3-05.401
2-52
t he main CP wher e it int egr at es wit h t he oper at ions and plans cell, t he
int elligence cell, and t he fir e suppor t coor dinat ion cell. The CMO st aff
officer s r ole includes over seeing, advising, and coor dinat ing bat t alion CMO
act ivit ies; r ecommending bat t alion command policy for CMO; ensur ing
compliance wit h t he policy; analyzing civilian impact on milit ar y oper at ions
and t he impact of milit ar y oper at ions on civilians; and suppor t ing ot her USG
agencies in t he bat t alion AO.
2-159. As ment ioned pr eviously, t he CA t eam augment s t he bat t alion S-3 or
S-5 sect ion. To do t his, it must oper at e out of t he TOC at t he main CP. The
CA t eam must also consider wher e t o est ablish and maint ain t he CMOC for
coor dinat ion wit h nonmilit ar y or ganizat ions. Techniques for est ablishing and
maint aining a CMOC ar e in Chapt er s 4 and 5.
2-160. The CA t eam has mor e of an act ive r ole in suppor t ing t act ical
oper at ions t han t he planning t eams of higher HQ. The CA t eam leader must
balance his planning funct ion wit h r equir ement s t o conduct CA act ivit ies in
suppor t of t he commander s CMO (conduct ing ar ea assessment s, facilit at ing
DC oper at ions and ot her PRC measur es, ident ifying and facilit at ing FNS,
and conduct ing liaison wit h civilian aut hor it ies and NGOs).
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-161. CA t eam member s should r efer t o par agr aphs 2-51 t hr ough 2-53, page
2-24. The t eam also must have t r anspor t at ion and t act ical communicat ions
capabilit ies commensur at e wit h t hat of t he suppor t ed unit and nonmilit ar y
agencies in t he AO.
CA/CMO INTEGRATION AT THE SPECIAL OPERATIONS
FORCES HEADQUARTERS
2-162. J P 1-02, Department of Defense Dictionary of Military and Associated
Terms, defines special oper at ions as t hose oper at ions conduct ed t o achieve
milit ar y, polit ical, economic, or infor mat ional object ives by unconvent ional
milit ar y means in host ile, denied, or polit ically sensit ive ar eas. These
oper at ions ar e conduct ed acr oss t he full r ange of milit ar y oper at ions,
independent ly or in coor dinat ion wit h oper at ions of convent ional, non-special
oper at ions for ces. Polit ical-milit ar y consider at ions fr equent ly shape special
oper at ions, r equir ing clandest ine, cover t , or low visibilit y t echniques and
over sight at t he nat ional level. Special oper at ions differ fr om convent ional
oper at ions in degr ee of physical and polit ical r isk, oper at ional t echniques,
mode of employment , independence fr om fr iendly suppor t , and dependence
on det ailed oper at ional int elligence and indigenous asset s.
2-163. SOF ar e t hose component s of Ar my special oper at ions for ces
(ARSOF), Air For ce special oper at ions for ces (AFSOF), and naval special
war far e (NSW) for ces t hat ar e specifically or ganized, t r ained, and equipped t o
conduct and suppor t SO. ARSOF consist of Act ive Ar my Ranger and Ar my
special oper at ions aviat ion (ARSOA) for ces, as well as Act ive Ar my and RC
SF, PSYOP, and CA.
2-164. Oper at ional cont r ol over assigned SOF wit hin a t heat er is exer cised
by t he appr opr iat e t heat er SOC for t he joint oper at ions ar ea; for example,
FM 3-05.401
2-53
Special Oper at ions Command, Unit ed St at es Eur opean Command
(SOCEUR), or Special Oper at ions Command, Unit ed St at es Cent r al
Command (SOCCENT). Par agr aphs 2-54 t hr ough 2-64, pages 2-24 t hr ough
2-28, include fur t her det ail on CA/CMO int egr at ion at t he SOC level.
2-165. SOF element s may be designat ed as a J TF HQ. When a SOF element
is designat ed as a J TF, it will be designat ed as a joint special oper at ions t ask
for ce (J SOTF). The J SOTF is nor mally for med ar ound element s of t he SOC,
or t he SFG HQ or similar component level HQ, and is augment ed by SOF
member s fr om t he ot her Ser vices. The J SOTF consist s of t he SOF
component s of t wo or mor e U.S. milit ar y Ser vices, and may cont ain some
convent ional for ces as well.
2-166. SFGs nor mally est ablish and oper at e fr om a Special For ces
oper at ional base (SFOB). SFGs conduct sust ained oper at ions nor mally
coor dinat ing t he act ivit ies of up t o t hr ee for war d oper at ional bases (FOBs).
The SFG will t ask-or ganize SF oper at ional det achment s (SFODs) t o conduct
SF missions in any oper at ional envir onment per missive, uncer t ain, or
host ile.
2-167. CA/CMO suppor t t o SOF is pr ovided by t he CA bat t alion (SO) and CA
bat t alion (Act ive Ar my) for r apid deployment oper at ions. The CA bat t alion
(SO) is appor t ioned t o t he t heat er SOC, and is fur t her t ask-or ganized t o
suppor t subor dinat e SOF element s under OPCON of t he SOC commander .
The CA bat t alion (SO) is t ask-or ganized t o pr ovide CMO st aff suppor t t o all
echelons of SO; however , it is most effect ive when employed in suppor t of SF.
The r emainder of t his sect ion will pr imar ily discuss t he r elat ionship bet ween
t he CA bat t alion (SO) and SF unit s. CA int egr at ion wit h ot her SO unit s can
be infer r ed.
2-168. The CA bat t alion (SO) or CA bat t alion (Act ive Ar my) pr ovides var ied
levels of planning or oper at ional CA suppor t (depending on METT-TC) t o t he
following SO missions and collat er al act ivit ies:
For eign int er nal defense.
UW.
For eign humanit ar ian assist ance.
Coalit ion suppor t .
IO.
Secur it y assist ance.
HMA.
Count er dr ug.
Combat sear ch and r escue.
Dir ect act ion.
Special r econnaissance.
2-169. As wit h convent ional forces, each SO mission and configur at ion has
unique consider at ions for CA/CMO planners. Addit ional informat ion on how
t he CA unit part icipat es in each of t hese SO missions is cont ained in Chapt er 6
of FM 41-10; FM 3-05.20, S pecial Forces Operations; t he FM 3-05.20 series of
FM 3-05.401
2-54
manuals for t he SO missions and collat er al act ivit ies; ot her relat ed doct rinal
r efer ences; and t he SOF unit t act ical SOP.
2-170. Dur ing oper at ions, SOF HQ must pr ovide t he basis for a unified
effor t , cent r alized dir ect ion, and decent r alized execut ion. Doing so includes
t ying int er agency effor t s wit h t he milit ar y effor t in t he joint special
oper at ions ar ea (J SOA). As t he oper at ional focal point for coor dinat ion wit h
nonmilit ar y or ganizat ions at t he t act ical level, t he commander must
accommodat e addit ional st aff member s t o meet t he r equir ement s of
int er agency oper at ions.
2-171. SOF at all levels conduct int er agency collabor at ive planning and
coor dinat ion acr oss full-spect r um oper at ions t hr ough t he CMOC. The CMOC
must be accessible t o bot h USG and non-USG agenciesUSAID
r epr esent at ives, special r epr esent at ives of t he UN Secr et ar y-Gener al, NGOs,
HN agencies, and businessesin t he J SOA. The commander est ablishes t he
CMOC as soon as possible t o maximize t he benefit s of cooper at ion and
coor dinat ion among t he var ious int er agency player s. For most SOF
oper at ions, est ablishment of t he CMOC begins as ear ly as t he init ial planning
st ages of t he oper at ion. Chapt er s 4 and 5 discuss t he CMOC in mor e det ail.
CA/CMO FULL-TIME POSITIONS OR FUNCTIONS ON THE GROUP
AND BATTALION STAFF
2-172. The S-5, CMO, is r esponsible for full-t ime CA/CMO planning on t he
SFG and bat t alion st aff. The S-5 st aff sect ion is small compar ed t o t he ot her
pr incipal st aff sect ions. For many SOF unit s, t he S-5 posit ion is not filled by a
full-t ime st aff officer unt il deployment . Unt il t hat t ime, t he CA/CMO
planning funct ion nor mally falls under t he unit S-3. To be effect ive, all
member s of t he CMO st aff sect ion must be t r ained in funct ional ar ea 39C,
Civil Affair s.
STAFF PLANNING AND PLAN REVIEW PROCESSES
2-173. Each SFG has t act ical r esponsibilit ies in at least one t heat er
oper at ion plan. The gr oup st aff per iodically r eviews and updat es t he gr oups
por t ion of t he plan IAW guidance fr om t he geogr aphic combat ant commander
and t he t heat er SOC commander . Once employed, planning at t he gr oup level
is a cont inuous pr ocess t hat occur s concur r ent ly wit h gr oup oper at ions. The
pr ocess of maint aining a r unning est imat e of t he sit uat ion keeps t he
commander ar med wit h viable opt ions.
2-174. When oper at ing as a J SOTF, t he J SOTF st aff follows t he planning
pr ocess out lined in J P 3-05.1, J oint Tactics, Techniques, and Procedures for
J oint S pecial Operations Task Force Operations. When not oper at ing as a
J SOTF, t he SFG st aff plans using t he MDMP. Likewise, SFODs use MDMP
and TLP in developing est imat es and plans.
2-175. The SF unit S-5 par t icipat es in all planning and war -gaming event s
under t aken by t he unit st aff. CA consider at ions in planning ar e found
t hr oughout t his manual. Addit ional infor mat ion on SO oper at ional planning
pr ocedur es, MDMP, and TLP may be found in Appendix E or appr opr iat e
publicat ions.
FM 3-05.401
2-55
CA PLANNING TEAM PARTICIPATION IN THE PLANNING PROCESS
2-176. The SFG and SFOB will r eceive CA augment at ion fr om t he CAT-A
(Regional) of t he CA bat t alion (Act ive Ar my), t he CAT-C of t he CA bat t alion
(SO), and/or t he funct ional specialt y company of t he CA bat t alion (SO). The
funct ional specialt y company will pr ovide gener al suppor t t o t he dir ect
suppor t CAT-B and CAT-A of t he CA bat t alion (SO).
2-177. SF bat t alions accomplish missions as par t of gr oup and SFOB
oper at ions. The SF bat t alion nor mally est ablishes and oper at es fr om an FOB,
which can be collocat ed wit h an SFOB, or can be t housands of miles fr om t he
higher HQ. The SF bat t alion deploys on shor t not ice t o conduct SF missions
or collat er al act ivit ies in any oper at ional envir onment per missive,
uncer t ain, or host ile. SF bat t alions isolat e, deploy, cont r ol, sust ain, r ecover ,
and r econst it ut e SFOBs and Special For ces oper at ional det achment s A
(SFODAs).
2-178. The bat t alion and FOB will r eceive CA augment at ion fr om one of t he
CAT-Bs of t he CA bat t alion (SO), as well as t he Civic Act ion Team of t he CA
Dir ect Suppor t Company.
2-179. SFGs cont ain t hr ee SF bat t alions, each consist ing of t hr ee SF
companies (Special For ces oper at ional det achment s B [SFODBs]). Each SF
company cont ains six SFODAs, for a t ot al of eight een SFODAs wit hin t he
bat t alion. The SFODAs ar e t he building block t act ical for ce of t he SF
bat t alion, and ar e nor mally t asked t o per for m one of t he specific SF missions
or collat er al act ivit ies. All ot her SF or ganizat ions ar e designed t o command,
cont r ol, and suppor t t he SFODA.
2-180. SFODAs will r eceive CA augment at ion fr om one of t he CAT-As
allocat ed t o t he FOB fr om which t he SFODAs ar e oper at ing. CAT-A mission
suppor t and augment at ion t o SFODA is based upon t he SF mission or
collat er al act ivit ies t hat t he SFODA is t asked t o per for m. Based upon
METT-TC, however , CAT-A augment at ion may not be r equir ed or may be
limit ed t o CA/CMO or ient at ion t r aining befor e or dur ing isolat ion.
2-181. To effect ively par t icipat e in t he planning pr ocess, t he CA planning
t eam must be familiar wit h SF oper at ions as descr ibed in FM 3-05.20. It must
be capable of deploying by var ious means of infilt r at ion and oper at ing in
aust er e and less-t han-per missible envir onment s. The CA planning t eam must
also per for m t he following t asks (which ar e not all-inclusive or necessar ily in
sequent ial or der ):
Review t he campaign plans, OPLANS, and CONPLANs, as
appr opr iat e, of commands t wo levels up.
Review UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s per t aining t o t he gr oups specified J SOA t o which t he
Unit ed St at es is signat or y.
Review t he NSS and NMS as t hey apply t o t he oper at ion in which t he
gr oup is par t icipat ing.
Review t he pol-mil plan.
Review any addit ional higher -level command guidance.
Under st and t he int ent and t act ical focus of t he gr oup commander .
FM 3-05.401
2-56
Obt ain t he gr oup CCIR.
Read t he pr imar y planning document (OPLAN, OPORD, or suppor t ing
plan).
Read all suppor t ing annexes and appendixes t o t he pr imar y planning
document for CA/CMO-r elat ed assumpt ions and act ivit ies; validat e t he
accur acy of t hese assumpt ions and act ivit ies.
Est ablish and maint ain a CMOC for coor dinat ion wit h nonmilit ar y
or ganizat ions.
Analyze t he gr oups J SOA defined in t he pr imar y planning document
accor ding t o METT-TC, focusing on t he t act ical-level civil
consider at ions (Chapt er 3). This analysis includes, but is not limit ed t o,
knowing and under st anding past and ongoing local event s and
act ivit ies; int er nat ional or ganizat ion and NGO per sonnel, r esour ces,
and capabilit ies alr eady in place in t he r egion; t he condit ion of t he
exist ing infr ast r uct ur e; t ypes, st at us, and pot ent ial uses of civil
st r uct ur es in t he J SOA; and t he int ent ions and pot ent ial act ions of t he
local populace in r esponse t o milit ar y oper at ions in t he J SOA.
Obt ain t he gr oup commander s int ent for CMO. It should include
or ient at ion on t he civil oper at ional cent er s of gr avit y, pr ot ect ion of
fr iendly oper at ional cent er s of gr avit y, phases of oper at ions (such as
pr ehost ilit ies, lodgment , decisive combat and st abilizat ion, follow-
t hr ough, and post host ilit ies), and end st at e. Be pr epar ed t o offer
specific r ecommendat ions t o assist t he commander in defining his
int ent for CMO.
Ident ify specified, implied, and essent ial CMO t asks for milit ar y for ces.
Ident ify specified, implied, and essent ial CA t asks for CA for ces.
Appor t ion CA for ces against CA t ask r equir ement s and ensur e t he
for ces ar e included in t he TPFDD. Ensur e commander s at all
subor dinat e levels have a CA r epr esent at ive on t heir st aff.
Det er mine t he t act ical mission, configur at ion, and locat ion of t he
CMOC.
Wr it e t he CA annex t o t he OPLAN, OPORD, or suppor t ing plan.
Incor por at e CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
Analyze and ar chive r epor t s fr om t he field.
Pr ovide input t o t he gr oups IO cell.
Cat alog r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
CA PLANNING TEAM LOCATION WITHIN THE SUPPORTED STAFFS
OPERATIONAL CONFIGURATION
2-182. The SFG commander designs, execut es, and sust ains sequent ial and
cumulat ive SF oper at ions t o suppor t t he t heat er campaign plan. He also
synchr onizes t he decent r alized act ivit ies of t he subor dinat e bat t alions and
FM 3-05.401
2-57
FOBs. The commander exer cises t his cont r ol wit h t he assist ance of a bat t le
st aff oper at ing fr om t he SFOB oper at ions cent er (OPCEN), as well as a
suppor t cent er (SPTCEN) and a signal cent er (SIGCEN).
2-183. The CA/CMO planning funct ion on t he gr oup and bat t alion st aff
r esides wit h t he S-5. When deployed, t his sect ion locat es in t he OPCEN,
wher e it int egr at es wit h t he OPS cell and int elligence cell. The S-5s r ole
includes over seeing, advising, and coor dinat ing gr oup CMO act ivit ies;
r ecommending gr oup command policy for CMO; ensur ing compliance wit h t he
policy; analyzing civilian impact on milit ar y oper at ions and t he impact of
milit ar y oper at ions on civilians; and suppor t ing ot her USG agencies in t he
J SOA.
2-184. The CA planning t eam must also consider wher e t o est ablish and
maint ain t he CMOC for coor dinat ion wit h nonmilit ary or ganizat ions.
Techniques for est ablishing and maint aining a CMOC are in Chapt ers 4 and 5.
CA PLANNING TEAM EQUIPMENT AND RESOURCES
2-185. CA t eam member s should r efer t o par agr aphs 2-51 t hr ough 2-53, page
2-24. The t eam also must have t r anspor t at ion and t act ical communicat ions
capabilit ies commensur at e wit h t hose of t he suppor t ed unit and nonmilit ar y
agencies in t he J SOA t o meet SO mission r equir ement s.
3-1
Chapter 3
CA Methodology: Assess
Participants [at the Conference on Information S haring in Complex
Humanitarian Emergencies] noted that good preparation should
include more than just knowing about the host country and its people.
There should be information about past and ongoing local and
international activities; personnel, resources, and capacities already in
place on the ground; as well as the condition of existing infrastructure,
such as telephone lines or potable water sources. Participants further
agreed that responsibility for knowing and sharing this information
begins during predeployment planning and continues through mission
implementation and into postconflict reconstruction. Gathering this
information should be part of each organizations preparation,
participants said.
United States Institute Of Peace Report,
Taking It to the Next Level:
Civilian-Military Cooperation in Complex Emergencies,
31 August 2000
OVERVIEW
3-1. One of t he hallmar ks of a CA soldier is his abilit y t o conduct an
assessment . CA t eams and individuals conduct assessment s upon r eceipt of a
mission, upon ar r ival in a designat ed oper at ional ar ea, cont inuously dur ing
oper at ions, and as dir ect ed for special or emer gency cases. The pur pose of
each assessment is t o det er mine cur r ent condit ions; compar e t hem t o a
defined nor m, est ablished st andar ds, or MOEs; and ident ify needs or
r equir ement s t hat can be addr essed by CA act ivit ies or CMO. This includes
t he needs and r equir ement s of t he suppor t ed commander or or ganizat ion,
ot her civilian agencies associat ed wit h t he mission, and t he local populace.
3-2. As t he ent r y st ep int o t he CA met hodology, assess nor mally begins wit h
t he r eceipt of a mission. The pr eliminar y assessment and t he mission
analysis pr ocess char act er ize t his st ep. CA soldier s t ake an init ial look at t he
nonmilit ar y fact or sCASCOPEt hat shape t he oper at ional envir onment .
They do t his for each of t he 16 funct ional specialt ies, as well as t he gener al
aspect s of t he AO. At t he end of t his st ep, CA soldier s pr oduce an init ial
est imat e and a r est at ed mission st at ement for CA or t ask-or ganized for ces.
They also det er mine who (NGOs, gover nment or ganizat ions, or ot her milit ar y
and civilian agencies) needs t o be involved in t he next st ept he decision-
making pr ocess.
3-3. This chapt er will focus on t he act ivit ies t hat suppor t and occur dur ing
t he assess phase. It r elat es CA planning and assessment t asks t o each of t he
pr oblem-solving and decision-making pr ocesses. A mor e det ailed discussion of
t he CA r ole in t hese pr ocesses is in Appendix E.
FM 3-05.401
3-2
ASSESSMENTS
3-4. CA soldier s per for m t wo basic t ypes of assessment s: t he pr eliminar y
assessment and t he deliber at e assessment . The object ives of t he pr eliminar y
assessment ar e
To analyze known informat ion about t he sit uat ion or condit ions in
t he AO.
To r elat e U.S. policy, goals, and object ives t o t he cur r ent sit uat ion.
To det er mine t he best use of assigned asset s t o meet t he known
challenges of t he assigned mission.
The object ives of t he deliber at e assessment ar e
To validat e t he pr eliminar y assessment .
To finalize or modify oper at ions t hat wer e planned pr ior t o deployment
int o t he AO.
PRELIMINARY ASSESSMENT
3-5. The pr eliminar y assessment is conduct ed upon r eceipt of ever y CA
mission or t asking. It is an aut omat ic fir st st ep of mission analysis and feeds
int o t he civil IPB pr ocess. This assessment is char act er ized by an analysis of
all infor mat ion known about t he ar ea or sit uat ion up t o t he moment of r eceipt
of t he mission or t asking. Much of t his infor mat ion may be old, secondhand,
or incomplet e r equir ing planner s t o make assumpt ions unt il infor mat ion
shor t falls can be answer ed by a mor e det ailed, deliber at e assessment made
upon ent r y int o t he AO. The CMO est imat e includes infor mat ion fr om t he
pr eliminar y assessment .
3-6. Dur ing t he pr eliminar y assessment , t he CA/CMO planner consult s
pr eviously pr epar ed ar ea st udies for t he r egion t hat encompasses t he AO. The
CA/CMO planner also r esear ches cur r ent dat a and st at ist ics per t aining t o t he
designat ed ar ea, using t he CA ar ea assessment for mat in FM 41-10 and t he
pr inciples of METT-TC for analyzing a sit uat ion, which ar e descr ibed lat er in
t his chapt er . Sour ces of cur r ent infor mat ion include int elligence summar ies,
special oper at ions debr ief and r et r ieval syst em (SODARS) r epor t s, magazine
and newspaper ar t icles, and t he Int er net . When using t he Int er net , t he
CA/CMO planner seeks links t o gover nment or ganizat ions and NGOs on t he
gr ound, such as USAIDs Office of For eign Disast er Assist ance (OFDA) or
NGOs t ies t o t he UN Relief Web. The CA/CMO planner consider s accur acy,
r eliabilit y, and t imeliness of t he sour ces dur ing analysis, t o include
Under st anding t he combat ant commander s st r at egic int ent and
oper at ional focus.
Reading t he pr imar y planning document (campaign plan, OPLAN,
CONPLAN, funct ional plan, or suppor t ing plan).
Reading all suppor t ing annexes and appendixes t o t he pr imar y
planning document for CA/CMO-r elat ed assumpt ions and act ivit ies,
and validat ing t he accur acy of t hese assumpt ions and act ivit ies.
Est ablishing and maint aining a CMOC for coor dinat ion wit h
nonmilit ar y or ganizat ions.
FM 3-05.401
3-3
Analyzing t he geogr aphic AO defined in t he pr imar y planning
document accor ding t o METT-TC, focusing on t he st r at egic-level
civil consider at ions.
Analyzing and ar chiving r epor t s fr om t he field.
Cat aloging r esour ces and POCs t hat will be useful in updat ing fut ur e
plans and conduct ing fut ur e oper at ions.
3-7. The CA/CMO planner also r elat es U.S. policy, goals, and object ives t o
t he cur r ent sit uat ion, t o include
Reviewing t he NSS and NMS.
Reviewing t he pol-mil plan.
Reviewing t he t heat er secur it y cooper at ion plan.
Reviewing UN, unilat er al, bilat er al, and mult ilat er al t r eat ies and
agr eement s t o which t he Unit ed St at es is signat or y.
Reviewing any addit ional guidance fr om t he J CS.
Reviewing alliance and coalit ion plans.
3-8. The CA/CMO planner det er mines t he best use of assigned asset s t o
meet t he known challenges of t he assigned mission, t o include
Ident ifying specified, implied, and essent ial CMO t asks for milit ary forces.
Ident ifying specified, implied, and essent ial CA t asks for CA for ces.
Appor t ioning CA for ces against CA t ask r equir ement s and ensur ing t he
for ces ar e included in TPFDD.
Incor por at ing CMO consider at ions int o t he pr imar y planning document
and suppor t ing annexes and appendixes, as appr opr iat e (for example,
ROE, indir ect fir es, IO, logist ics, int er agency oper at ions, and civil
engineer ing suppor t ).
DELIBERATE ASSESSMENT
3-9. The deliber at e assessment is conduct ed dur ing t he develop and det ect
phasenor mally upon ent r y int o t he AO, cont inually t hr oughout an
oper at ion, and as dir ect ed for special or emer gency cases. The deliber at e
assessment is char act er ized by fir st hand obser vat ion, int er views, sur veys,
and ot her t ools used t o make mor e knowledgeable decisions. Fur t her
discussion of deliber at e assessment s is in Chapt er 5.
ANALYZING THE CIVILIAN COMPONENT OF METT-TC
3-10. Commander s and st affs analyze ever y sit uat ion and pot ent ial COAs
using t he fact or s of METT-TC. One of t he most basic t asks of CA soldier s is t o
analyze and assess t he civil consider at ions. Init ial analysis is cont inuously
updat ed by assessment based on fir st hand obser vat ion of event s, per sonal
r econnaissance of t he AO, int er act ion wit h civilians, and r esear ch of
applicable dat a sour ces.
3-11. Civil consider at ions ar e a fact or in ever y offensive, defensive, st abilit y,
and suppor t oper at ion. At bot h t he oper at ional and t act ical levels, civil
consider at ions gener ally focus on t he immediat e impact of civilians on t he
FM 3-05.401
3-4
oper at ion being consider ed. An appr eciat ion of civil consider at ions enhances
t he commander s select ion of object ives; locat ion, movement , and cont r ol of
for ces; use of weapons; and for ce pr ot ect ion measur es. It also helps him avoid,
or at least minimize, mission cr eep int o civil ar eas t hat ar e beyond his
mission par amet er s or r esour ce capabilit ies. Mission cr eep occur s when
commander s choose t o use, or ar e for ced t o use, t heir r esour ces t o addr ess
(allegedly) unfor eseen fact or s aft er t hey have begun an oper at ion.
This deepening involvement of U.S . forces in combat operations
during UNOS OM II has been criticized as mission creep,despite the
fact that these changes in both mission and direction clearly resulted
from specific decisions reached by the National Command Authorities.
However, the important lesson for future planners that can be derived
from this experience is that the best way to avoid mission creep is to
analyze what the mission really calls for; this means constantly
measuring the mission against milestones that best indicate its success
or failure. The choice of milestones is especially important. In peace
operations, these measures should not normally be expressed in terms
of enemy killed and wounded or kilometers of ground taken; if they
are, this is itself an indicator that the peace operation has changed in
ways that should call into question both the mission and the mandate.
In fact, the best measures of success may well be those that signal
reductions in the level of violence. Other important indicators may be
expressed in terms of the numbers of children being fed, gallons of
potable water being pumped, or weapons being turned in. While
specific criteria will depend upon the mission, all must be capable of
answering one basic question: How will we know when we have won?
Institute for National Strategic Studies,
Somalia Operations: Lessons Learned,
By Kenneth Allard,
January 1995
3-12. Civil consider at ions also affect lar ger , long-t er m diplomat ic, economic,
and infor mat ional issues. Discount ing t hese issues can t ax milit ar y or
gover nment r esour ces and can hinder t he t r ansit ion of oper at ions t o follow-on
element s. If t he milit ar y mission is t o suppor t civil aut hor it ies, civil
consider at ions define t he mission.
3-13. A simple t echnique for analyzing civil consider at ions, used by
unt r ained analyst s or when t ime is t oo shor t for in-dept h r esear ch, is for t he
commander or planner t o ask t he following quest ions:
Who ar e t he civilians we might encount er in our AO?
Wher e, why, and when might we encount er t hem?
What act ivit ies ar e t hose civilians engaged in t hat might affect
our oper at ions?
How might our oper at ions affect civilian act ivit ies?
The following par agr aphs descr ibe a mor e appr opr iat e and enlight ened
t echnique used by pr ofessional CA soldier s.
FM 3-05.401
3-5
3-14. The mnemonic OAKOC is used by milit ar y leader s when analyzing an
AO for t er r ain and weat her consider at ions. OAKOC st ands for obser vat ion
and fields of fir e, avenues of appr oach, key t er r ain, obst acles, and cover
and concealment .
3-15. Similar ly, civil consider at ions ar e analyzed using t he mnemonic
CASCOPE. The six char act er ist ics ar e
Civil Ar eas.
St r uct ur es.
Capabilit ies.
Or ganizat ions.
People.
Event s.
CIVIL AREAS
3-16. In t act ical oper at ions, key t er r ain is any localit y or ar ea whose seizur e
or r et ent ion affor ds a mar ked advant age t o eit her combat ant . The leader
consider s key t er r ain in his select ion of object ives, suppor t posit ions, and
r out es in t he offense, and on t he posit ioning of his unit in t he defense.
3-17. Civil ar eas ar e key localit ies or aspect s of t he t er r ain wit hin a
commander s bat t lespace t hat ar e not nor mally t hought of as milit ar ily
significant . Failur e t o consider key civil ar eas, however , can ser iously affect
t he success of any milit ar y mission.
3-18. The commander must analyze key civil ar eas fr om t wo per spect ives:
how do t hese ar eas affect t he milit ar y mission and how do milit ar y oper at ions
impact on civilian act ivit ies in t hese ar eas? At t imes, t he answer s t o t hese
quest ions may dr amat ically influence major por t ions of t he COAs
being consider ed.
3-19. The following ar e examples of key civil ar eas t hat a commander should
closely analyze:
Locations of government centers. These ar eas ar e oft en r icher , mor e
populat ed, bet t er educat ed, and cont ain gr eat er and mor e advanced
infr ast r uct ur e t han out lying ar eas. They ar e also oft en t he cent er of
influence over t he populace in out lying ar eas. Depending on mission
pr ior it ies, commander s may consider aggr essively engaging t hese ar eas
r at her t han bypassing t hem.
Areas defined by political boundaries (dist rict s wit hin a cit y or
municipalit ies wit hin a region). Polit ical boundaries are oft en well defined
and respect ed not just by polit ical leaders but also by t he populat ion of t he
areas. Commanders might consider overlaying unit boundaries on polit ical
boundaries for long-t erm operat ions for pract ical cont rol purposes.
S ocial, political, religious, or criminal enclaves. These ar e sour ces of
pot ent ial pr oblems and may pose a t hr eat t o U.S. for ces.
Agricultural and mining regions and trade routes. Rout ine economic
act ivit ies may hinder t he movement or st aging of milit ar y r esour ces.
Likewise, int er fer ing wit h oper at ions r elat ed t o t he economy of an ar ea
FM 3-05.401
3-6
may br ing an unnecessar y bur den on milit ar y unit s or logist ical
r esour ces in t he ar ea.
Possible sites for the temporary settlement of DCs or other civil functions.
Oft en, t he same consider at ions t hat make a sit e ideal for posit ioning a
milit ary unit will also make it ideal for a DC camp or ot her such
set t lement . Commander s must consider t he long-t er m pr act ical and
envir onment al consequences of occupying cer t ain civil ar eas.
STRUCTURES
3-20. Exist ing civil st r uct ur es t ake on many significant r oles. Some, such as
br idges, communicat ions t ower s, power plant s, and dams, ar e t r adit ional
high-payoff t ar get s. Ot her s, such as chur ches, mosques, nat ional libr ar ies,
and hospit als, ar e cult ur al sit es t hat ar e gener ally pr ot ect ed by int er nat ional
law or ot her agr eement s. St ill ot her s ar e facilit ies wit h pr act ical applicat ions,
such as jails, war ehouses, schools, t elevision st at ions, r adio st at ions, and
pr int plant s, t hat may be useful for milit ar y pur poses.
3-21. Analyzing st r uct ur es involves det er mining t he locat ion, funct ions,
capabilit ies, and applicat ion in suppor t of milit ar y oper at ions. It also involves
weighing t he consequences of r emoving t hem fr om civilian use in t er ms of
polit ical, economic, r eligious, social, and infor mat ional implicat ions; t he
r eact ion of t he populace; and r eplacement cost s.
CAPABILITIES
3-22. Civil capabilit ies can be viewed fr om sever al per spect ives. The t er m
capabilit ies may r efer t o
Exist ing capabilit ies of t he populace t o sust ain it self, such as t hr ough
public administ r at ion, public safet y, emer gency ser vices, and food and
agr icult ur e syst ems.
Capabilit ies wit h which t he populace needs assist ance, such as public
wor ks and ut ilit ies, public healt h, economics, and commer ce.
Resour ces and ser vices t hat can be cont r act ed t o suppor t t he milit ar y
mission, such as int er pr et er s, laundr y ser vices, const r uct ion mat er ials,
and equipment . Local vendor s, t he HN, or ot her nat ions may pr ovide
t hese r esour ces and ser vices. In host ile t er r it or y, civil capabilit ies
include r esour ces t hat may be t aken and used by milit ar y for ces
consist ent wit h int er nat ional law.
3-23. CA soldier s use t he 16 CA specialt ies t o ident ify exist ing capabilit ies of
t he HN t o addr ess var ious issues. They also ident ify t he capabilit ies of
par t ner count r ies and or ganizat ions involved in t he oper at ion. In doing so,
CA soldier s consider how t o addr ess shor t falls, as well as how t o capit alize on
st r engt hs in capabilit ies.
ORGANIZATIONS
3-24. Civil or ganizat ions ar e or ganized gr oups t hat may or may not be
affiliat ed wit h gover nment agencies. They can be chur ch gr oups, fr at er nal
or ganizat ions, pat r iot ic or ser vice or ganizat ions, and communit y wat ch
gr oups. They might be int er nat ional or ganizat ions of t he NGO communit y.
FM 3-05.401
3-7
3-25. Or ganizat ions can assist t he commander in keeping t he populace
infor med of ongoing and fut ur e act ivit ies in an AO and influencing t he
act ions of civilians. They can also for m t he nucleus of self-help pr ogr ams,
int er im-gover ning bodies, civil defense effor t s, and ot her act ivit ies.
PEOPLE
3-26. People, bot h individually and collect ively, can have a posit ive,
negat ive, or no impact on milit ar y oper at ions. In t he cont ext of CASCOPE,
t he t er m people includes all t he civilians or nonmilit ar y per sonnel one can
expect t o encount er in an AO. The t er m may also ext end t o t hose out side t he
AO whose act ions, opinions, or polit ical influence can affect t he milit ar y
mission. In all milit ar y oper at ions, U.S. for ces must be pr epar ed t o encount er
and wor k closely wit h civilians of all t ypes.
Ci vi li ans Encountered i n the AO
3-27. Who The se Ci vi li ans May Be . Regar dless of t he nat ur e of t he
oper at ion, milit ar y for ces will usually encount er civilians of var ious kinds
living and oper at ing in and ar ound t he milit ar y AO. To facilit at e det er mining
who t hey might be, it is useful t o separ at e civilians int o dist inct cat egor ies. In
for eign oper at ions, t hese cat egor ies might include
Local nat ionals.
HN civil aut hor it ies.
Expat r iat es.
For eign employees of mult inat ional cor por at ions (MNCs) or IROs.
USG and t hir d-nat ion gover nment agency r epr esent at ives.
UN r epr esent at ives.
Cont r act or s.
Mor ale, welfar e, and r ecr eat ion (MWR) per sonnel.
DOD civilians.
The media.
3-28. In domest ic support oper at ions (DSO), t hese cat egories might include
Local disast er vict ims.
Local, r egional, or nat ional domest ic civil aut hor it ies.
Emer gency ser vice agencies.
NGOs.
Indust r y.
The media.
3-29. It may also be useful t o assess whet her and t o what ext ent t hese
cat egor ies consist of males; females; and t he young, elder ly, healt hy, ill,
educat ed, or uneducat ed people. These fact or s may influence how milit ar y
for ces deal wit h t hem, as well as how t hey might r espond t o milit ar y for ces.
3-30. Where, Why, and When These Ci vi li ans May Be Encounte re d.
Civilians may be encount er ed in t he AO at almost any t ime or place and for a
FM 3-05.401
3-8
var iet y of r easons. Analyst s must oft en use hist or ical pr ecedent s, infor med
judgment , as well as t heir imaginat ions t o det er mine t he most likely r easons
civilians may be encount er ed. For example
Dur ing Oper at ion EAGLE CLAW (t he failed host age r escue at t empt in
Ir an), a busload of Ir anian civilians, a fuel t r uck, and a pickup t r uck
unexpect edly dr ove int o t he r emot e Deser t One r efuel sit e shor t ly aft er
10:00 p.m. and had t o be det ained by SO soldier s.
During Oper at ion DESERT STORM, SF soldiers, while occupying a hide
sit e t hat was dug int o t he open deser t floor dur ing t he hour s of dar kness,
were compromised at daybreak by a Bedouin child t ending goat s.
Dur ing Oper at ion RESTORE HOPE, despit e t he pr esence of hundr eds
of NGOs and IROs, local elder s consist ent ly appr oached t he compounds
and st r ong point posit ions of U.S. and int er nat ional secur it y for ces
t hr oughout Somalia wit h r equest s for dir ect assist ance in t he ar eas of
food, wat er , secur it y, healt h car e, and educat ion.
Dur ing int ense fight ing against t he milit ia of t he Somali Nat ional
Alliance in Mogadishu, Somalia on 34 Oct ober 1993, member s of Task
For ce Ranger r out inely encount er ed innocent civilian byst ander s, as
well as civilian women and childr en act ively engaged in combat and
combat suppor t r oles against t he Task For ce.
Acti vi ti e s of Ci vi li ans That Mi ght Affe ct Ope rati ons
3-31. Civilian act ivit ies ar e dict at ed pr imar ily by t he t ype of envir onment in
which t hey occur . Each cat egor y of civilian should be consider ed separ at ely,
as t heir act ivit ies will impact differ ent ly, bot h posit ively and negat ively, on
all BOSs. Examples of t he t ypes of quest ions CA soldier s and suppor t ed unit
st aff planner s must car efully consider for t he BOS act ivit ies in for eign
oper at ions ar e out lined below:
Local nationals. These include t own and cit y dweller s, far mer s and
ot her r ur al dweller s, and nomads in t he AO.
Ar e t he local nat ionals peacefully going about t heir daily life
act ivit ies, or have t heir daily lives been disr upt ed t o t he point t hat
t hey r equir e out side assist ance?
Ar e t hey evacuat ing t heir homes for safer r ear ar eas, clogging t he
main supply r out es, and placing a bur den on CA unit s limit ed
r esour ces t o sust ain t hem?
Ar e t hey st aying put in basement s and ot her t empor ar y shelt er s?
Ar e t hey suppor t ive or nonsuppor t ive of CA soldier s pr esence?
What r esour ces do t hey have t hat CA per sonnel can pur chase or
obt ain by cont r act t o augment logist ics needs?
HN civil authorities. These include elect ed and t r adit ional leader s at
all levels of gover nment .
How much influence do t he leader s have over t heir const it uent s?
Ar e t hey suppor t ive of CA soldier s pr esence or ar e t hey incit ing t he
local nat ionals against CA?
FM 3-05.401
3-9
Do t hey have viable civil defense plans and t he capabilit ies t o put
t hem in effect ?
Ar e t hey seeking CA per sonnels dir ect assist ance t o alleviat e
t heir plight ?
Can t hey pr ovide useful infor mat ion about CA per sonnels AO?
Employees of MNCs and IROs.
Ar e for eign employees conduct ing business as usual, or ar e t hey
seeking t o be evacuat ed?
What kind of secur it y for ces, if any, do t hey employ?
Will t heir own logist ics oper at ions compet e wit h CA for r esour ces,
such as por t facilit ies; st or age facilit ies; and air , r ail, or gr ound
t r anspor t at ion?
Ar e t hey suppor t ive of CA soldier s pr esence?
What ar e t heir capabilit ies, and how effect ive might t hey be in
suppor t ing t he local populace dur ing r elief oper at ions?
Do t hey have any cont r act ible r esour ces or hist or ical infor mat ion
t hat may be useful t o CA per sonnel?
UN representatives. These include high-level UN r epr esent at ives and
lower -level employees.
What UN agencies ar e pr esent and what ar e t heir char t er s?
What is t he r elat ionship bet ween CAs oper at ions and UN
oper at ions?
Can CA per sonnel expect ver y impor t ant per sons (VIPs) in t heir AO?
US G and third-nation government representatives. These include
member s of t he Count r y Team, USAID, and similar agencies of for eign
nat ions involved in t he oper at ion.
What U.S. and t hir d-nat ion gover nment agencies ar e in t he AO and
how do t heir oper at ions r elat e t o CA?
What useful infor mat ion might t hey have?
Do CA unit s need t o fur nish LNOs?
Contractors. These include U.S. cit izens, local nat ionals, and t hir d-
nat ion cit izens pr oviding cont r act ser vices t o CAs oper at ion.
What cont r act or s ar e pr esent and what suppor t act ivit ies ar e
t hey pr oviding?
Do t hey need r esour ces fr om CA, such as secur it y, subsist ence, or
r eal est at e?
DOD civilians. These ar e not cont r act or s; t hey ar e member s of TOE
and TDA unit s. DOD civilians ar e playing an incr easingly gr eat er r ole
in combat suppor t and CSS. They will be t her e even in t he absence of
t he cat egor ies of civilians list ed t hus far .
How many DOD civilians ar e in t he AO?
What r oles do t hey play in t he or ganizat ion?
FM 3-05.401
3-10
The media. This includes jour nalist s fr om pr int , radio, and visual media.
Ar e t hey self-sufficient or do t hey r equir e suppor t , such as
t r anspor t at ion and secur it y?
Can CA per sonnel expect t heir cover age of milit ar y act ivit ies t o
help or hinder t he over all mission?
What aspect s of t he ar ea ar e t he media focused on?
3-32. Similar quest ions apply in DSO. The answer s should, at a minimum,
pr ovide awar eness of what unit s can expect t o encount er in t heir AO.
Operati ons That Affe ct Ci vi li an Acti vi ti es
3-33. Milit ar y oper at ions affect civilian act ivit ies in var ious ways
t hr oughout t he spect r um of conflict . In war , conflict , or st abilit y oper at ions
and suppor t oper at ions, commander s should consider t he polit ical, economic,
psychological, envir onment al, and legal impact of t heir oper at ions on t he
cat egor ies of civilians t hey have ident ified in t heir AO. The following ar e
examples of t he t ypes of quest ions CA soldier s and st aff planner s must
car efully consider for t he BOS act ivit ies in for eign oper at ions.
Political. This can be at t he local, regional, nat ional, or int ernat ional levels.
Do CA oper at ions suppor t t he over all polit ical object ive of t he
milit ar y mission?
Do CA act ions t end t o impr oper ly or inappr opr iat ely favor one
gr oup, fact ion, or leader over anot her ?
Can CA act ions be exploit ed by opposing polit ical gr oups, fact ions,
or leader s?
Economic. This per t ains t o local economic act ivit ies, as well as t he
act ivit ies of MNCs and IROs.
Is milit ar y seapor t , air por t , or highway t r affic int er fer ing wit h
commer cial or development al t r affic in t he AO?
Ar e milit ar y oper at ions at t r act ing lar ge number s of vendor s t o
CAs AO?
Who ar e t he economic beneficiar ies of CA per sonnels pr esence:
legit imat e local communit y member s or local cr iminal element s?
Ar e milit ar y payment s t o local individuals or gr oups for goods and
ser vices cont r ibut ing t o shift s in t he local economic or polit ical
power st r uct ur e?
Psychological. Milit ar y oper at ions can have a t r emendous psychological
impact on noncombat ant s. What CA per sonnel do or fail t o do t o
mit igat e har dship will oft en influence t he amount of cooper at ion t hey
r eceive fr om t he populace.
Ar e CA per sonnel doing ever yt hing possible t o car e for t he innocent
vict ims of collat er al damage, or ar e CA per sonnel ignor ing t hem?
Ar e CA per sonnel r espect ing t he social, cult ur al, or r eligious nor ms
and pr act ices in t he AO?
FM 3-05.401
3-11
NOTE: Negat ive public sent iment dir ect ed t owar d milit ar y for ces oft en
cr eat es for ce pr ot ect ion issues fr om asymmet r ic t hr eat s. CA per sonnel
must consider t his in t heir oper at ions secur it y plans.
Environmental. Milit ar y oper at ions impact t he civilian envir onment in
var ious ways. At some point , CA per sonnel must begin t o consider what
t heir r ole will be t o help civilians r ecover fr om t he effect s of
CA oper at ions.
What effect ar e CA oper at ions having on shelt er s, infr ast r uct ur e,
and subsist ence mechanisms in t he AO?
Wit h r espect t o cont r act or s and DOD civilians, how ar e CA
oper at ions affect ing t heir abilit y t o suppor t CA?
Do CA per sonnel allow t hem fr eedom of movement t hr oughout t he
AO for t hem t o be effect ive?
Legal. The commander is r esponsible for ever yt hing t hat happens
wit hin his defined geogr aphic AOR. The commander s pr imar y
r esponsibilit ies ar e t o t he mission and t o t he soldier s under his
command. The commander is also bound by int er nat ional law (t he
Geneva-Hague Convent ions) t o safeguar d noncombat ant life and
pr oper t y. In t his r espect , t he commander must ensur e t hat
noncombat ant s have t he r esour ces and capabilit ies t o t ake car e of
t hemselves. If noncombat ant s cannot suppor t t hemselves, t he
commander must consider if, how, and when t o pr ovide t he basics of
lifefood, wat er , shelt er , and secur it yunt il t his r esponsibilit y can be
passed on t o higher HQ, local civil aut hor it ies, or IROs.
3-34. Similar quest ions apply in DSO. Again, t he answer s should, at a
minimum, pr ovide awar eness of what unit s can expect t o happen in t heir AO
as a r esult of t heir oper at ions.
3-35. One impor t ant fact or CA soldier s must consider and advise unit
commander s about , especially in post host ilit y oper at ions, is t he t endency for
lower -level milit ar y unit s and individuals t o want t o use milit ar y r esour ces t o
alleviat e t he suffer ing t hey obser ve. Doing so may jeopar dize t he milit ar y
mission, as well as int er fer e wit h t he ongoing or planned pr oject s of HN
aut hor it ies or IROs. Milit ar y suppor t t o t he civil sect or must be t ied t o a
cent r alized r elief plan. This suppor t must not become a fact or t hat makes
civilians dependent on milit ar y for ces or t hat pulls t hem t owar d or in t he way
of t he milit ar y for ce. Soldier s and unit leader s must consult wit h t he
appr opr iat e civilian agencies befor e embar king on self-imposed r elief effor t s.
3-36. If unit -level r elief effor t s ar e not int er fer ing wit h any ot her
or ganizat ion or agency, t hen soldier s and unit leader s must consider t he long-
t er m impact of t he assist ance. Is t he pur pose of t he assist ance mer ely t o
make soldier s feel good, or will t her e r eally be some long-t er m benefit t o t he
communit y? Is t he pr ogr am somet hing t hat can be sust ained by t he local
populace, or will t he benefit end when t he unit leaves?
EVENTS
3-37. As t her e ar e many differ ent cat egor ies of civilians, t her e ar e many
cat egor ies of civilian event s t hat may affect t he milit ar y mission. Some
FM 3-05.401
3-12
examples ar e plant ing and har vest seasons, elect ions, r iot s, and evacuat ions
(bot h volunt ar y and involunt ar y). Likewise, t her e ar e milit ar y event s t hat
impact on t he lives of civilians in an AO. Some examples ar e combat
oper at ions, including indir ect fir es, deployment s and r edeployment s, and
payday. Once t he analyst det er mines what event s ar e occur r ing, it is useful t o
analyze t he event s for t heir polit ical, economic, psychological, envir onment al,
and legal implicat ions. An example of t he t ypes of seasonal event s t hat
should be consider ed dur ing METT-TC analysis is in Table 3-1.
Table 3-1. Seasonal Civilian Events From KFOR 2 OPLAN
Months Season Civilian Events
DecemberFebruary Winter Period of establishing policies and pre-positioning
stocks for spring (period of reconstruction).
Winter holidays.
MarchApril Spring
(Transition Period)
Harvesting of winter wheat; planting.
Continuing to pre-position stocks; initiation of
reconstruction.
Seasonal floods.
Large number of births from summer weddings.
Period of planning for children out of school in
summer.
MaySeptember Summer Period of reconstruction.
Summer holidays.
Preparation for winter wheat planting.
Weddings.
Seasonal labor migration by young adults.
Foreign tourist season.
September Fall Children and young adults back in school.
SeptemberNovember Fall
(Transition Period)
Harvest; winter wheat planting.
Preparation for winter and establishment of
contingency plans.
Elections and installation of government.
First frosts (follows elevation).
FM 3-05.401
3-13
CA SPECIALTY TEAM AND TACTICAL TEAM CONSIDERATIONS
3-38. One of t he implied t asks of t he assess phase is t o be t hor oughly
familiar wit h t he capabilit ies and limit at ions of assigned asset s. The
following discussion is designed t o give CA/CMO planner s a bet t er
under st anding of bot h specialt y and t act ical t eam oper at ions.
SPECIALTY TEAM OPERATIONS
3-39. CA specialt y t eams have t heir r oot s in t he milit ar y gover nment s of
Wor ld War II. In Afr ica, Eur ope, J apan, Kor ea, t he Philippines, and
elsewher e, CA specialist s followed closely behind liber at ing for ces or ar r ived
wit h occupying for ces. Oper at ing at t he nat ional level, as well as at t he
pr ovincial and local levels, skilled individuals and t eams over saw t he
r ecover y of infr ast r uct ur e fr om t he dest r uct ive effect s of year s of for eign
occupat ion and combat oper at ions.
3-40. Today, CA specialt y t eams r et ain skills and exper t ise t o per for m
similar missions, known collect ively as suppor t t o civil administ r at ion.
These skills, found and developed only in t he civil sect or , enable milit ar y
commander s t o effect ively suppor t civil aut hor it ies in t he event of
emer gencies, suppor t weakened gover nment s of fr iendly nat ions, and
assume t he funct ions of defeat ed or nonexist ent gover nment s, as dir ect ed by
t he SECDEF.
3-41. CA specialt y t eams ar e r et ained for r easons ot her t han for t heir
per for mance in post conflict oper at ions. Their knowledge and exper t ise ar e
per t inent t o all phases of milit ar y and int er agency oper at ions acr oss t he
spect r um of oper at ions. As par t of t he collabor at ive planning pr ocess in t he
CMOC, t hey ar e par t icular ly valuable in t he ar eas of analyzing and t r acking
cur r ent condit ions, ident ifying MOEs, and coor dinat ing t he act ions r equir ed
t o r et ur n an ar ea t o nor mal as quickly as possible once host ilit ies cease or
r ecover y oper at ions begin.
3-42. CA specialt y t eams must be int egr at ed early int o st rat egic and
oper at ional plans and plan review pr ocesses, focused part icularly on t he
port ions of plans t hat addr ess end st at e. Since t hey must remain familiar wit h
current condit ions in t heir associat ed AO, t hey should also be int egr at ed int o
reachback oper at ions. As a reachback asset , t hey would serve as an informat ion
resource, as well as a sounding board for collaborat ive planning effort s.
3-43. Ther e ar e 16 funct ional specialt ies. They r eside in four br oad
cat egor ies t hat r eflect t he basic element s of moder n societ ies. These include
t he funct ions of gover nment , economics and commer ce, public facilit ies, and
five special funct ions. Figur e 3-1, page 3-14, depict s t hese cat egor ies and t he
16 funct ional specialt ies.
FM 3-05.401
3-14
Figure 3-1. Functional Specialties
3-44. CA funct ional specialist s ar e found in ever y CA unit . CA specialt y
t eams var y in composit ion accor ding t o t he CA command level t o which t hey
ar e assigned. The composit ion of each t eam is found in FM 41-10.
3-45. When employed, t he specialt y t eams oper at e at var ious levels of
suppor t ed command, gener ally based on t he planning associat ions of t heir
par ent CA unit s. The oper at ional focus of t he CA specialt y t eam is at t he
same level of oper at ion as t he suppor t ed unit or or ganizat ion, as shown in
Figur e 3-2, page 3-15.
3-46. CA specialt y t eams also or ient t heir plans and act ivit ies t owar d
specific levels of gover nment in an AO. For pr act ical pur poses, t he levels of
oper at ion gener ally cor r espond t o t he levels of gover nment depict ed in
Figur e 3-2. Ther e is sufficient over lap, however , t hat r equir es CA specialist s
t o be pr epar ed t o oper at e at any level.
3-47. The 16 CA specialt ies ar e or ganized int o gover nment , economics and
commer ce, public facilit ies, or special funct ions. The specialt y t eams of t he
CACOM and CA br igade compr ise t he t echnical exper t ise of all 16 funct ional
specialt ies. The specialt y t eam of t he CA bat t alion (USAR) and t he civic
act ion t eam of t he CA bat t alion (SO) pr ovide exper t ise in sever al, but not all,
of t he 16 funct ional specialt y skills.
3-48. All CA specialist s ar e r equir ed t o per for m t he t asks of t heir funct ional
specialt y. They must also per for m t he common CA oper at ional skillst hose
skills common t o bot h CA gener alist s and CA specialist sdiscussed in
Chapt er 4. The r emainder of t his chapt er pr ovides t echniques and pr ocedur es
associat ed wit h each funct ional specialt y. Individual specialist s and specialt y
t eams must adapt t hese t echniques and pr ocedur es t o meet t he r equir ement s
of t heir par t icular mission, based on METT-TC.
FM 3-05.401
3-15
Figure 3-2. Example of Specialty Teams Related to Supported Commands
and Levels of Operation
Government Functi on
3-49. The gover nment funct ion includes t he specialt ies of int er nat ional law,
public administ r at ion, public educat ion, public healt h, and public safet y.
Table 3-2, page 3-16, list s t he CA specialist s who par t icipat e in t he
gover nment funct ion. The pr imar y goals of t he gover nment funct ion ar e
t o ensur e
Legal syst ems confor m t o accept ed int er nat ional law pr inciples.
Government al pr ocesses are viable and support ed by t he local populace.
An educat ion syst em is est ablished, funct ioning, and sust ainable.
Public healt h syst ems ar e in place, viable, and available t o all.
FM 3-05.401
3-16
Public safet y or ganizat ions exist t hat meet t he needs of t he populace
and oper at e in a nondiscr iminat or y manner .
Table 3-2. CA Teams That Perform Government Functions
CACOM Government Team Sanitary Engineer
Team Chief Team Sergeant
Public Administration Officer Civil Affairs NCO
Public Education Officer Civil Affairs Specialist
Public Safety Officer Tactical CA Battalion Public Administration Team
Public Health Officer Team Chief
Veterinary Preventive Medicine Officer International Law Officer
Assistant Public Administration Officer Public Administration Officer
Assistant Public Education Officer Team Sergeant
Assistant Public Safety Officer Civil Affairs Specialist
International Law Officer CA Battalion (SO) Civic Action Team
Environmental Science Officer Dentist
Sanitary Engineer Physician Assistant
Team Sergeant Veterinary Service Officer
Civil Affairs Specialist Preventive Medicine NCO
CA Brigade Government Team Animal Care NCO
Team Chief CA Battalion (Active Army) Civic Action Team
Public Administration Officer Battalion Surgeon
Public Education Officer Battalion Veterinarian
Public Safety Officer Staff Judge Advocate
Public Health Officer Public Health Advisor
Veterinary Preventive Medicine Officer Operations Law Officer
Assistant Public Administration Officer Public Health Team
Assistant Public Education Officer Team Chief (Preventive Medicine Officer)
Assistant Public Safety Officer Sanitary Engineer
International Law Officer Veterinary Preventive Medicine Officer
Clinical Nurse Medical NCO
Environmental Science Officer Professional Services NCO
3-50. International law specialists ar e at t or neys-at -law (J udge Advocat e
27A) who pr ovide exper t ise in t he or ganizat ion and funct ions of HN or for eign
nat ional judicial syst ems; t he int er pr et at ion of local, nat ional, and
int er nat ional laws; and r eview and analysis of t r eat ies and agr eement s. The
pr imar y mission of int er nat ional law specialist s is t o assist and ensur e t hat
for eign legal syst ems ar e modeled t o confor m t o accept ed int er nat ional
st andar ds. Int er nat ional law specialist s advise commander s at all levels on
how t hese ar eas affect plan development and st r at egic, oper at ional, and
t act ical oper at ions. As J udge Advocat e at t or neys, when r equir ed, t hey may
also per for m dut ies as
Assist ant t o t he SJ A as advisor t o t he local commander dur ing missions
of civil assist ance.
Liaison or advisor t o t he judicial syst em of a for eign gover nment dur ing
missions of civil administ r at ion in fr iendly t er r it or y.
An official in t he judicial syst em of a milit ar y gover nment dur ing
missions of civil administ r at ion in occupied t er r it or y.
3-51. Int er nat ional law specialist s do not nor mally funct ion as judge
advocat e gener al cor ps officer s in t he discipline and pr act ice of int er nat ional
law for U.S. for ces. As qualified J udge Advocat e officer s, t hey may assist t he
SJ A in educat ing and t r aining U.S. per sonnel in t he for eign nat ional legal
FM 3-05.401
3-17
syst em, obligat ions, and consequences. They may also advise and assist t he
SJ A in int er nat ional law issues affect ing U.S. for ces. Whenever t hey ar e
dir ect ed t o assist and advise U.S. for ces, t hey should always coor dinat e t hat
suppor t t hr ough t he appr opr iat e unit SJ A.
3-52. Public administration specialists pr ovide exper t ise in t he or ganizat ion
and funct ions of gover nment ser vices, agencies, syst ems, and pr ocesses. This
exper t ise includes an under st anding of t he polit ical syst ems and milit ar y
for ces of an AO. Public administ r at ion specialist s advise commander s at all
levels on how t hese ar eas affect plan development and st r at egic, oper at ional,
and t act ical oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o various public administ rat ion agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he public administ rat ion syst em of a milit ary government
dur ing missions of civil administ r at ion in occupied t er r it or y.
3-53. Public education specialists pr ovide exper t ise in t he or ganizat ion,
st r uct ur e, and facilit ies of pr imar y (element ar y), secondar y, and post -
secondar y school syst ems. Public educat ion specialist s advise commander s at
all levels on how t hese ar eas affect plan development and st r at egic,
oper at ional, and t act ical oper at ions. When r equir ed, t hey may also per for m
dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he educat ion syst em of a for eign gover nment
dur ing missions of civil administ r at ion in fr iendly t er r it or y.
An official in t he educat ion syst em of a milit ar y gover nment dur ing
missions of civil administ r at ion in occupied t er r it or y.
3-54. Public health specialists pr ovide exper t ise in public healt h issues and
t he or ganizat ion and funct ions of public healt h and sanit at ion syst ems,
agencies, and pr ogr ams. Public healt h specialist s advise commander s at all
levels on how t hese ar eas affect plan development and st r at egic, oper at ional,
and t act ical oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he public healt h and sanit at ion syst ems of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he public healt h or sanit at ion syst em of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
3-55. Public safety specialists pr ovide exper t ise in t he or ganizat ion,
funct ions, capabilit ies, and facilit ies of public safet y syst ems. Ar eas cover ed
include police and law enfor cement administ r at ion, fir e pr ot ect ion,
emer gency r escue, and penal inst it ut ions. Public safet y specialist s advise
commander s at all levels on how t hese ar eas affect plan development and
st r at egic, oper at ional, and t act ical oper at ions. When r equir ed, t hey may also
per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he public safet y syst ems of a for eign gover nment
dur ing missions of civil administ r at ion in fr iendly t er r it or y.
FM 3-05.401
3-18
An official in t he public safet y syst ems of a milit ar y gover nment dur ing
missions of civil administ r at ion in occupied t er r it or y.
Economi cs and Commerce Functi ons
There is an acute need for such a body [of civilian experts] because the
success of future operations from this base will depend very largely
upon the speed with which the economy of this country [Tunisia] is
rehabilitated, at least to the point of sustaining a majority of the
population above the starvation level.
Message 609, Eisenhower to Marshall,
26 November 1942,
Civil Affairs: Soldiers Become Governors,
1964
3-56. The economics and commer ce funct ions include t he specialt ies of
civilian supply, economic development , and food and agr icult ur e. Table 3-3,
page 3-19, list s t he CA specialist s who par t icipat e in t he economics and
commer ce funct ions. The pr imar y goals of t he economic and commer ce
funct ions ar e t o ensur e
Civilian r esour ces used in suppor t of milit ar y oper at ions ar e obt ained
and account ed for accor ding t o int er nat ional law and U.S. policy while
maint aining adequat e civilian r esour ces t o suppor t t he essent ial needs
of t he populace.
Syst ems and incent ives exist t o st imulat e economic development .
Resour ces, facilit ies, and syst ems exist t hat suppor t t he pr oduct ion,
pr ocessing, st or age, and dist r ibut ion of food, fiber , and wood pr oduct s.
3-57. Civilian supply specialists pr ovide exper t ise in t he or ganizat ion,
funct ions, ser vices, and facilit ies of gover nment and commer cial supply
syst ems. Ar eas cover ed include t r anspor t at ion, st or age, and dist r ibut ion
syst ems. Civilian supply specialist s also ar e inst r ument al in t he ident ificat ion
and acquisit ion of r esour ces essent ial for milit ar y oper at ions and civilian
r equir ement s. Civilian supply specialist s advise commander s at all levels on
how t hese ar eas affect plan development and st r at egic, oper at ional, and
t act ical oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he civilian supply agencies of a foreign government
during missions of civil administ rat ion in fr iendly t errit ory.
An official in t he civil supply administ r at ion of a milit ar y gover nment
dur ing missions of civil administ r at ion in occupied t er r it or y.
FM 3-05.401
3-19
Table 3-3. CA Teams That Perform Economics and Commerce Functions
CACOM Economics and Commerce Team Assistant Economics Development Officer (Labor)
Team Chief Assistant Economics Development Officer (Finance)
Food and Agriculture Officer Assistant Economics Development Officer (Projects)
Economics Development Officer (Commerce) Assistant Civilian Supply Officer (Property Control)
Economics Development Officer (Labor) Assistant Civilian Supply Officer (FNS)
Economics Development Officer (Finance) Team Sergeant
Civilian Supply Officer (Price Control) Civil Affairs NCO
Civilian Supply Officer (Property Control) Civil Affairs Specialist
Assistant Food and Agriculture Officer CA Battalion (SO) Civic Action Team
Assistant Economics Officer Veterinary Service Officer
CA Brigade Economics and Commerce Team Preventive Medicine NCO
Team Chief CA Battalion (Active Army) Civic Action Team
Food and Agriculture Officer Battalion Veterinarian
Economics Development Officer (Commerce) Public Health Advisor
Economics Development Officer (Labor) Team Medic
Economics Development Officer (Finance) Tactical CA Battalion Civilian Supply Team
Economics Development Officer (Projects) Team Chief
Civilian Supply Officer (Price Control) Civilian Supply Officer
Civilian Supply Officer (Property Control) Team Sergeant
Civilian Supply Officer (FNS) Civil Affairs NCO
Assistant Food and Agriculture Officer Civil Affairs Specialist
Assistant Economics Development Officer (Commerce) Material Contracting/Accounting Specialist (2)
3-58. Economic development specialists pr ovide exper t ise in t he st r uct ur e,
funct ions, ser vices, agencies, facilit ies, and r esour ces of economic syst ems.
Ar eas cover ed include t r easur y, banking, and mar ket syst ems; fiscal policy
and cont r ols; budget ar y pr ocedur es; for eign t r ade; indust r ial and commer cial
act ivit ies; labor issues; and black mar ket act ivit ies. Economic development
specialist s advise commander s at all levels on how t hese ar eas affect plan
development and st r at egic, oper at ional, and t act ical oper at ions. When
r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he economic development agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he economic development administ rat ion of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
3-59. Food and agriculture specialists pr ovide exper t ise in t he or ganizat ion,
funct ions, ser vices, and facilit ies of gover nment and commer cial food and
agr icult ur e syst ems. Ar eas cover ed include t he pr oduct ion, pr ocessing,
st or ing, t r anspor t ing, dist r ibut ing, mar ket ing, and r at ioning of food and
agr icult ur al pr oduct s, and t he equipment and supplies associat ed wit h t hese
act ivit ies. Food and agr icult ur e specialist s advise commander s at all levels on
how t hese ar eas affect plan development and st r at egic, oper at ional, and
t act ical oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he food and agricult ur e agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he food and agricult ur e administ rat ion of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
FM 3-05.401
3-20
Food and agr icult ur al r esour ces include t he following:
Livest ock.
Poult r y.
Gr ain.
Veget ables.
Fr uit .
Fish.
Fiber .
For est r y.
Publi c Faci li ti es Functi on
3-60. The public facilit ies funct ion includes t he specialt ies of public
communicat ions, t r anspor t at ion, and public wor ks and ut ilit ies. Table 3-4
list s t he CA specialist s who par t icipat e in t he public facilit ies funct ion. The
pr imar y goals of t he public facilit ies funct ion ar e t o ensur e
Adequat e communicat ions ser vices exist t o suppor t public ser vices and
pr ivat e ent er pr ise.
Adequat e t r anspor t at ion syst ems ar e in place t o allow t he mobilit y of
people and goods.
Facilit ies t hat suppor t power gener at ion, public wat er , sewage
t r eat ment , sanit at ion, flood cont r ol, por t oper at ions, public housing,
and ot her public wor ks and ut ilit ies ar e built , oper at ing, and
pr oper ly maint ained.
Table 3-4. CA Teams That Perform Public Facilities Functions
CACOM Public Facilities Team Assistant Public Transportation Officer
Team Chief Assistant Public Works Officer
Public Transportation Officer Team Sergeant
Public Works Officer (Utilities) Civil Affairs NCO
Public Works Officer (Facilities) Tactical CA Battalion Public Works and Utilities Team
Public Communications Officer Team Chief
Assistant Public Transportation Officer Public Works Officer (Utilities)
Assistant Public Works Officer Public Works Officer (Facilities)
Team Sergeant Team Sergeant
Civil Affairs Specialist Power Plant Operator
CA Brigade Public Facilities Team Civil Affairs NCO
Team Chief Civil Affairs Specialist
Public Transportation Officer CA Battalion (SO) Civic Action Team
Public Works Officer (Utilities) Construction Engineer
Public Works Officer (Facilities) CA Battalion (Active Army) Civic Action Team
Public Communications Officer Team Engineer
3-61. Public communications specialists pr ovide exper t ise in t he
or ganizat ion, funct ions, ser vices, and facilit ies of gover nment and commer cial
communicat ions syst ems. Ar eas cover ed include post al ser vices, t elephone,
t elegr aph, r adio, t elevision, comput er syst ems, and pr int media. Public
communicat ions specialist s advise commander s at all levels on how t hese

FM 3-05.401
3-21
ar eas affect plan development and st r at egic, oper at ional, and t act ical
oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he public communicat ions agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he public communicat ions administ rat ion of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
3-62. Transportation specialists pr ovide exper t ise in t he or ganizat ion,
funct ions, ser vices, and facilit ies of gover nment and commer cial
t r anspor t at ion syst ems. These syst ems include mot or vehicles, r oads, t r ains,
r ailways, boat s, wat er ways, air cr aft , air por t s, and pipelines. Tr anspor t at ion
specialist s advise commander s at all levels on how t hese ar eas affect plan
development and st r at egic, oper at ional, and t act ical oper at ions. When
r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he public t ranspor t at ion agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he t ranspor t at ion administ rat ion of a milit ary government
dur ing missions of civil administ r at ion in occupied t er r it or y.
3-63. Public works and utilities specialists pr ovide exper t ise in t he
or ganizat ion, funct ions, ser vices, facilit ies, and maint enance of gover nment
and commer cial public wor ks and ut ilit ies syst ems. These syst ems include
elect r ic power ; nat ur al gas; wat er pr oduct ion and dist r ibut ion; sewage
collect ion, t r eat ment , and disposal; flood cont r ol facilit ies; sanit at ion ser vices
and facilit ies; por t facilit ies; public housing; and ot her public buildings and
facilit ies. Public wor ks and ut ilit ies specialist s advise commander s at all
levels on how t hese ar eas affect plan development and st r at egic, oper at ional,
and t act ical oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he public works and ut ilit ies agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he public works and ut ilit ies administ rat ion of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
Spe ci al Functi ons
3-64. The special funct ions include t he specialt ies of civil infor mat ion,
cult ur al r elat ions, DCs, emer gency ser vices, and envir onment al management .
Table 3-5, page 3-22, list s t he CA specialist s who par t icipat e in t hese
funct ions. The pr imar y goals of t he special funct ions ar e t o ensur e
Resour ces, or ganizat ions, plans, and agr eement s exist t hat suppor t t he
disseminat ion of civil infor mat ion t hr ough var ious media while
r et aining a single voice message.
Fr iendly for ces under st and, pr eser ve, and pr ot ect t he social and
cult ur al aspect s of an AO, including t r adit ions, language, and
significant cult ur al pr oper t y and facilit ies.
FM 3-05.401
3-22
Resour ces, or ganizat ions, plans, and agr eement s exist t hat minimize
civilian int er fer ence wit h milit ar y oper at ions and pr ot ect civilians fr om
combat oper at ions.
Resour ces, or ganizat ions, plans, and agr eement s exist t hat suppor t
mit igat ion of, pr epar edness for , r esponse t o, and r ecover y fr om nat ur al,
man-made, and t echnological disast er s.
Adequat e syst ems, agencies, ser vices, per sonnel, r esour ces, and
facilit ies exist t o suppor t envir onment al and pollut ion cont r ol.
Table 3-5. CA Teams That Perform Special Functions
CACOM Special Functions Team Civil Affairs NCO (3)
Team Chief Civil Affairs Specialist (4)
Emergency Services Officer CA Battalion (SO) Civic Action Team
Environmental Management Officer Dentist
Cultural Relations Officer Physician Assistant
Dislocated Civilians Officer Construction Engineer
Assistant Emergency Services Officer Veterinary Service Officer
Assistant Civil Information Officer Senior Medical NCO
Assistant Dislocated Civilians Officer Senior Engineer Officer
Assistant Cultural Relations Officer Preventive Medicine NCO
CA Brigade Special Functions Team Team Leader
Team Chief Team Sergeant
Emergency Services Officer Civil Affairs Specialist
Environmental Management Officer CA Battalion (Active Army) Civic Action Team
Cultural Relations Officer Battalion Surgeon
Dislocated Civilians Officer Battalion Veterinarian
Assistant Civil Information Officer Public Health Advisor
Assistant Dislocated Civilians Officer Logistics Advisor
Team Sergeant Operations Law Officer
Civil Affairs NCO Team Leader
Tactical CA Battalion Dislocated Civilians Team Team Sergeant
Team Chief Team Engineer
Dislocated Civilians Officer Team Medic
Team Sergeant
3-65. Civil information specialists pr ovide exper t ise in t he or ganizat ion,
funct ions, ser vices, and facilit ies of gover nment and commer cial civil
infor mat ion (mass media) syst ems. These syst ems include r adio, t elevision,
pr int , and newspaper . Also included ar e t he development and disseminat ion
of pr oclamat ions, or dinances, and not ices, and infor mat ion cont r ol and
censor ship policies. Civil infor mat ion specialist s advise commander s at all
levels on how t hese ar eas affect plan development and st r at egic, oper at ional,
and t act ical oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he civil informat ion agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he civil informat ion administ rat ion of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
3-66. Cultural relations specialists pr ovide exper t ise in t he cult ur al and
social aspect s of t he oper at ional ar ea t o include hist or ical backgr ound,
r eligious and et hnic char act er ist ics, codes of behavior , cust oms, t r adit ions,
FM 3-05.401
3-23
and language. Also included ar e t he ident ificat ion, pr eser vat ion, and
r est or at ion of significant hist or ical, cult ur al, social, and r eligious sit es,
facilit ies, ar t ifact s, or ganizat ions, and syst ems. Cult ur al r elat ions specialist s
advise commander s at all levels on how t hese ar eas affect plan development
and st r at egic, oper at ional, and t act ical oper at ions. When r equir ed, t hey may
also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he hist or ical, cult ur al, social, and r eligious
agencies of a for eign gover nment dur ing missions of civil
administ r at ion in fr iendly t er r it or y.
An official in t he cult ur al relat ions administ rat ion of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
3-67. DC specialists pr ovide exper t ise in t he or ganizat ion, funct ions,
ser vices, and facilit ies of gover nment and pr ivat e agencies associat ed wit h
t he car e, cont r ol, and assist ance of dislocat ed populat ions. Ar eas cover ed
include addr essing legal and qualit y of life issues of displaced per sons,
r efugees, evacuees, st at eless per sons, and war vict ims befor e, dur ing, and
aft er nat ur al or man-made (including combat ) emer gencies. Also included is
minimizing t he int er fer ence of such per sons wit h milit ar y oper at ions. DC
specialist s advise commander s at all levels on how t hese ar eas affect plan
development and st r at egic, oper at ional, and t act ical oper at ions. When
r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he public assist ance, immigr at ion, and
nat ur alizat ion agencies of a for eign gover nment dur ing missions of civil
administ r at ion in fr iendly t er r it or y.
An official in t he public assist ance, immigr at ion, and nat ur alizat ion
administ r at ion of a milit ar y gover nment dur ing missions of civil
administ r at ion in occupied t er r it or y.
3-68. Emergency services specialists pr ovide exper t ise in t he or ganizat ion,
funct ions, ser vices, facilit ies, and maint enance of gover nment ,
nongover nment , and pr ivat e emer gency ser vices syst ems. Ar eas cover ed
include all agencies, capabilit ies, and pr ocesses associat ed wit h t he mit igat ion
of, pr epar edness for , r esponse t o, and r ecover y fr om nat ur al, man-made, and
t echnological emer gencies. Emer gency ser vices specialist s advise
commander s at all levels on how t hese ar eas affect plan development and
st r at egic, oper at ional, and t act ical oper at ions. When r equir ed, t hey may also
per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he emer gency services agencies of a foreign
gover nment dur ing missions of civil administ rat ion in fr iendly t errit ory.
An official in t he emer gency services administ rat ion of a milit ary
gover nment dur ing missions of civil administ rat ion in occupied t er r it or y.
3-69. Environmental management specialists pr ovide exper t ise in t he
or ganizat ion, funct ions, ser vices, facilit ies, and maint enance of gover nment
and commer cial envir onment al management syst ems. Ar eas cover ed include
FM 3-05.401
3-24
agencies, capabilit ies, and pr ocesses associat ed wit h wat er qualit y, air
qualit y, hazar dous mat er ials, pollut ion cont r ol, and wildlife management .
Envir onment al management specialist s advise commander s at all levels on
how t hese ar eas affect plan development and st r at egic, oper at ional, and
t act ical oper at ions. When r equir ed, t hey may also per for m dut ies as
Advisor t o t he local commander dur ing missions of civil assist ance.
Liaison or advisor t o t he envir onment al management agencies of a
for eign gover nment dur ing missions of civil administ r at ion in
fr iendly t er r it or y.
An official in t he envir onment al management administ r at ion of a
milit ar y gover nment dur ing missions of civil administ r at ion in
occupied t er r it or y.
TACTICAL TEAM OPERATIONS
3-70. All CA soldier s, whet her t hey ar e member s of gener al st affs, planning
t eams, specialt y t eams, funct ional specialt y t eams, civic act ion t eams, or CA
t eams, must mast er cer t ain skills t hat can be cat egor ized as CA gener alist
skills. Gener alist skills r evolve ar ound t he abilit y t o analyze and monit or t he
civilian component of t he AO and t o incor por at e CA specialist s and t he six CA
act ivit iesFNS, PRC, HA, MCA, emer gency ser vices, and suppor t t o civil
administ r at ionint o t he milit ar y oper at ion.
3-71. Wit h t hese gener alist skills, t he CA soldier has a keener sensit ivit y t o
t he polit ical, economic, social, envir onment al, humanit ar ian, and ot her
implicat ions of milit ar y oper at ions t han do soldier s who ar e not t r ained in
CA. Successful applicat ion of t hese skills enhance t he commander s
sit uat ional awar eness and cont r ibut e t o over all mission success at all levels
acr oss t he spect r um of oper at ions.
3-72. This sect ion discusses t he funct ions and capabilit ies of CA gener alist s
found in t he CA t eams A, B, and C (CAT-A, CAT-B, CAT-C). Each fully
r esour ced and t r ained CA t eam has t he capabilit y t o
Deploy r apidly, wit hin 24 t o 48 hour s.
Pr ovide CMO st aff augment at ion and CA planning and assessment
suppor t t o maneuver commander s.
Maint ain dir ect dat a and voice communicat ions (r eachback) wit h
convent ional, SOF (especially CA specialist s), and int er agency
element s using bot h classified and unclassified connect ivit y.
Pr ovide linguist ic, r egional, and cult ur al exper t ise t o suppor t ed
commander s.
Pr ovide gener al and limit ed t echnical assessment s (engineer ing,
medical, and int elligence).
Plan and suppor t CMO conduct ed by milit ar y for ces.
Ident ify and facilit at e FNS.
Conduct liaison wit h civilian aut hor it ies.
Minimize civilian int er fer ence wit h milit ar y oper at ions.
FM 3-05.401
3-25
Conduct ar ea st udies and ar ea assessment s. (NOTE: CA t eam CMO
assessment s ar e gener al in nat ur e and limit ed in t he t echnical
applicat ion of t he 16 funct ional specialt ies. RC funct ional specialist s
pr ovide mor e det ailed deliber at e assessment s, as r equir ed.)
Est ablish and oper at e a CMOC.
Oper at e independent ly in aust er e envir onment s, wit hin t he const r aint s
of for ce pr ot ect ion, wit h minimal suppor t .
Ci vi l Affai rs Team A
3-73. The CAT-A is t he basic t act ical-level CA t eam. It pr ovides for a r apidly
deployable CA asset t o division, br igade, or bat t alion (Figur e 2-1, page 2-3).
Ther e ar e four t ypes of CAT-As, each of which pr ovide t he same gener al t ype
of suppor t and capabilit ies t o t he unit s t o which t hey ar e at t ached (based
on METT-TC):
CAT-A in a CA company, CA bat t alion (USAR): nor mally at t ached t o
t he convent ional maneuver bat t alion.
CAT-A in a CA company, CA bat t alion (SO): nor mally at t ached t o t he
SFODB or Special For ces oper at ional det achment C (SFODC).
CAT-A (Regional) in a CA company, CA bat t alion (Act ive Ar my):
nor mally at t ached t o t he SOC or SFG.
CAT-A (Tact ical) in a CA company, CA bat t alion (Act ive Ar my):
nor mally at t ached t o joint r apid deployment for ces, init ial ent r y for ces,
or t he convent ional maneuver bat t alion, br igade, or division.
Ci vi l Affai rs Team B
3-74. The CAT-B is t ask-or ganized fr om a CA company HQ and oper at es at
cor ps, J TF, TSC, division, or br igade levels (Figur e 2-1, page 2-3). Ther e ar e
t hr ee t ypes of CAT-Bs, each of which pr ovide t he same gener al t ype of
suppor t and capabilit ies t o t he unit s t o which t hey ar e at t ached (based on
METT-TC):
CAT-B in a CA company, CA bat t alion (USAR): nor mally at t ached t o
t he convent ional maneuver br igade.
CAT-B in a CA company, CA bat t alion (SO): nor mally at t ached t o t he
SFODC or SFG.
CAT-B in a CA company, CA bat t alion (Act ive Ar my): nor mally
at t ached t o t he cor ps, J TF, division, or SFG.
Ci vi l Affai rs Team C
3-75. The CAT-C is t ask-or ganized fr om a CA bat t alion HQ and oper at es at
division, COSCOM, and ASG (Figur e 2-1, page 2-3). Ther e ar e t hr ee t ypes of
CAT-Cs, each of which pr ovide t he same gener al t ype of suppor t and
capabilit ies t o t he unit s t o which t hey ar e at t ached (based on METT-TC):
CAT-C in a CA Bat t alion (USAR): nor mally at t ached t o t he division,
COSCOM, or ASG.
CAT-C in a CA bat t alion (SO): nor mally at t ached t o t he J SOTF.
FM 3-05.401
3-26
CAT-C in a CA bat t alion (Act ive Ar my): nor mally at t ached t o t he SOC
or SFG.
PRODUCTS OF THE ASSESS PHASE
3-76. The assess phase is char act er ized by pr eliminar y assessment s and
t heir r ole in t he mission analysis pr ocess. The pr oduct s of t his phase include
a CASCOPE analysis of t he AO, an ar ea assessment (FM 41-10, Appendix G),
t he CMO est imat e, and a gener al idea of basic CA mission r equir ement s. The
CMO est imat e feeds dir ect ly int o t he decide phase in which CA/CMO
planner s det er mine how t he needs and r equir ement s ident ified by
pr eliminar y assessment s will be addr essed by CA act ivit ies and CMO.
Appendix C pr ovides an example of a CMO est imat e.
4-1
Chapter 4
CA Methodology: Decide
Lingering doubts about the crucial role of Civil Affairs were settled in
the North African Campaign. On November 30, 1942, General
Eisenhower wrote to General Marshall, The sooner I can get rid of all
these questions that are outside the military scope, the happier I will
be! S ometimes I think I live ten years each week, of which at least nine
are absorbed in political and economic matters.
United States Army in World War II Special Studies,
Civil Affairs: Soldiers Become Governors,
Office of the Chief of Military History,
Department of the Army,
1964
OVERVIEW
4-1. Dur ing t he fir st st ep of t he CA met hodologyassesst he CA soldier
gains a t hor ough under st anding of t he backgr ound and cur r ent condit ions of
an ar ea, ident ifies t he needs or r equir ement s (suppor t ed commander ,
or ganizat ion, or populace) t o be addr essed by CA act ivit ies or CMO, and
for mulat es a r est at ed mission st at ement for CA or t ask-or ganized for ces.
Dur ing t his st epdecidet he CA soldier det er mines who, what , when,
wher e, why, and how t o focus CA and ot her asset s and act ivit ies t o addr ess
t he needs and r equir ement s ident ified in t he fir st st ep. The ult imat e goal of
decide is t o ensur e all par t icipat ing or ganizat ions, bot h milit ar y and civilian,
ar e focused and synchr onized t owar d a desir ed out come or COE. This chapt er
will focus on t he act ivit ies t hat occur dur ing t he decide phase.
4-2. This st ep is char act er ized by t he pr ocesses t hat develop and analyze
COAs and cr eat e plans or or der s. It includes init iat ion of t he int er agency
pr ocess t hr ough t he est ablishment of t he CMOC. Wit h consider at ion for t he
nonmilit ar y fact or s of CASCOPE, CA soldier s, t oget her wit h t he suppor t ed
st aff and par t icipat ing civilian agencies, det er mine t he t asks and t ask
or ganizat ions r equir ed t o manage t he civil component challenges of t he
oper at ion. They do t his not only for t he phases of develop and det ect , and
deliver , but also for t he t r ansit ion phase and, if applicable, r edeployment ,
as well.
4-3. Dur ing t hese pr ocesses, CA/CMO planner s assign r esponsibilit ies and
pr ocedur es (civil-milit ar y object ives) for t he ident ified t asks and t ask-
or ganized element s along civil lines of oper at ion. For t he develop and det ect
phase, t hese t asks ar e nor mally r elat ed t o cr eat ing or obser ving t hose
condit ions or event s (civil decisive point s) t hat would eit her mit igat e or
t r igger a specific r esponse (civil decisive point out comes). For t he deliver
phase, t hese t asks include t he gener al and specialized t asks t hat suppor t t he
CA act ivit ies of PRC, FNS, HA, MCA, emer gency ser vices, and suppor t t o
civil administ r at ion. For t he evaluat e phase, t hese t asks include ident ifying
FM 3-05.401
4-2
MOEs and how t he var ious MOEs will be measur ed. For t he t r ansit ion phase,
t hose t asks r equir ed t o be complet ed befor e, dur ing, and aft er a r elief-in-place
or t r ansit ion of aut hor it y ar e included.
4-4. CA/CMO planner s also war -game possible var iat ions of t he oper at ion
and for mulat e cont ingency plans t hat addr ess pot ent ial br anches and sequels
t o t he oper at ion. At t he end of t his st ep, t hey will have pr oduced t he
commander s int ent for CMO, defined CA pr ior it ies of effor t , defined MOEs,
and pr oduced t he CA annex, OPLAN, CONPLAN, or OPORD.
RELATING THE PLANNING PROCESSES TO CA EMPLOYMENT
Identification of supporting RC units early in the planning process
would prevent unnecessary coordination problems and assist in
timely, efficient support once the units link up in-country. Had the CA
unit commander been involved in the mission analysis process in
conjunction with the supported Division G5, designing the CA task
force could have been accomplished more smoothly. The CA unit
commander could have accompanied the G5 on a leader
reconnaissance and thus have been better able to prepare his soldiers
for deployment to the target country. Greater Active-Reserve
coordination early in the planning stages could alleviate these
problems in the future.
CALL Report on Haiti Initial Impressions,
October 1996
4-5. The concept of CA employment is addr essed in J P 3-57 and FM 41-10.
Figur e 4-1, page 4-3, demonst r at es how Act ive Ar my and RC CA for ces wor k
t oget her t o assist a suppor t ed commander . CA employment can apply t o
r out ine oper at ions, t o oper at ions r equir ing r apid deployment , or t o long-t er m
oper at ions r equir ing syst emat ic r ot at ions of CA unit s, t eams, and individuals.
4-6. Upon validat ion of a mission r equir ement for CA for ces, USACAPOC
assigns a mission t o subor dinat e CA unit s using SO oper at ional planning
pr ocedur es. If t he mission r equir es t he par t icipat ion of mor e t han one
subor dinat e unit , a single CA unit is t asked as t he mission planning agent
(MPA) while ot her s ar e assigned suppor t ing r oles. These unit s may fur t her
delegat e mission r equir ement s t o subor dinat e CA unit s or t eams.
4-7. Whet her t asked as t he MPA or t o pr ovide mission suppor t , subor dinat e
CA unit s and t eams follow similar pr oblem-solving pr ocedur es. Upon r eceipt
of a mission t asking fr om a higher CA HQ, t he commander s and st affs of t he
subor dinat e CA unit s (CACOMs, CA br igades, and CA bat t alions) analyze t he
mission using MDMP. Commander s and leader s of subor dinat e CA
companies and t eams analyze t he mission using TLP. Each t asked unit or
t eam r epor t s t he r esult s of it s mission planning t o t he t asking HQ using SO
oper at ional planning pr ocedur es. All unit s and t eams involved in mission
planning cont inue t o use SO oper at ional planning pr ocedur es unt il deployed.
FM 3-05.401
4-3
Figure 4-1. Concept of CA Employment
4-8. Once deployed in suppor t of an oper at ion, CA/CMO planner s par t icipat e
in t he planning pr ocesses of t he suppor t ed unit . At geogr aphic combat ant
command and J TF levels, t hat pr ocess is J OPES. At Ar my commands fr om
cor ps t o bat t alion, t hat pr ocess is MDMP. At t he CA company and t eam
levels, CA leader s cont inue t o use TLP t o solve pr oblems and make plans.
4-9. Figur e 4-2, pages 4-4 and 4-5, illust r at es how each of t he planning
pr ocesses ar e used by CA for ces dur ing a t ypical oper at ion. NOTE: Some
pr ocesses occur simult aneously.

FM 3-05.401
4-4
Figure 4-2. The Planning Processes in a Typical Operation
FM 3-05.401
4-5
Figure 4-2. The Planning Processes in a Typical Operation (Continued)
FM 3-05.401
4-6
INTERAGENCY CA/CMO PLANNING: COORDINATING WITH
NONMILITARY ORGANIZATIONS
4-10. The hist or y of U.S. milit ar y oper at ions cont ains many examples of
U.S. milit ar y planner s focusing nar r owly on t he milit ar y aspect s of t he
oper at ion and ignor ing t he nonmilit ar y or ganizat ions in t heir AO. Failur e t o
incor por at e or even consider t he oper at ions of t hese or ganizat ions int o
milit ar y plans has oft en led t o fr ust r at ion, wast ed r esour ces, and mission-
st opping incident s.
4-11. DODD 2000.13 pr ovides t he aut hor izat ion for CA for ces t o conduct
int er agency planning and coor dinat ion. It st at es, The act ivit ies conduct ed by
CA for ces shall include, but ar e not limit ed t o...coor dinat ing milit ar y
oper at ions wit h ot her agencies of t he U.S. Gover nment , int er nat ional
or ganizat ions, agencies and milit ar y component s of for eign gover nment s,
nongover nment al and non-pr ofit or ganizat ions, and t he pr ivat e sect or .
4-12. Chapt er 2 descr ibes t he int er agency pr ocess at t he nat ional level
t hr ough t he NSC and it s subor dinat e commit t ees. DOD r epr esent at ion in t his
pr ocess is t hr ough t he CJ CS; Vice Chair man, J CS; joint st aff r epr esent at ives;
and combat ant command r epr esent at ives. The combat ant commander
t r anslat es policies and decisions fr om t his pr ocess int o combat ant command
campaign plans and peacet ime TEPs.
4-13. To different iat e t he int eragency process at t he nat ional level from
int eragency act ivit ies conduct ed in conjunct ion wit h CA/CMO planning, t he
remainder of t his publicat ion will refer t o int eragency act ivit ies at t he combat ant
command HQ and below as coor dinat ing wit h nonmilit ary or ganizat ions.
4-14. Ther e ar e many challenges t o shar ing infor mat ion bet ween milit ar y
and nonmilit ar y or ganizat ions. In addit ion t o t he obvious challenges posed by
language bar r ier s, t er minology differ ences, per sonal backgr ounds, and
per sonalit ies, some challenges ar e mor e complicat ed. Planner s and oper at or s
must under st and
The differ ence bet ween shar ing infor mat ion wit h USG agencies ver sus
ot her or ganizat ions.
Ear ly classificat ion of a plan oft en pr ohibit s int egr at ion of t he
int er nat ional or ganizat ion and NGO communit y in t he planning
pr ocess. CA/CMO planner s need t o evaluat e how t hey can best
int egr at e civilian planner s int o t he pr ocess wit hout compr omising
oper at ions secur it y (OPSEC).
Int er nat ional or ganizat ion and NGO r epr esent at ives who par t icipat e in
infor mat ion shar ing might be consider ed as par t icipat ing in
int elligence act ivit ies by t hir d par t ies.
The way infor mat ion is packaged for milit ar y or ganizat ions may not be
pr act ical or useful t o nonmilit ar y or ganizat ions, and vice ver sa.
Milit ar y or ganizat ions oft en do not know t hat some of t he infor mat ion
t hey have may be of gr eat int er est or value t o a nonmilit ar y
or ganizat ion, and vice ver sa.
FM 3-05.401
4-7
The challenges t o coor dinat ion wit h nonmilit ar y or ganizat ions, fr om
geogr aphic combat ant command HQ t o t he bat t alion, ar e minimized at
t he CMOC.
CIVIL-MILITARY OPERATIONS CENTER
A CMOC is the J FCs nerve center for CMO and coordination with
other non-DOD agencies. CMOC members are primarily civil affairs
personnel augmented by other DOD and non-DOD (i.e., Department of
S tate, United S tates Agency for International Development, Federal
Emergency Management Agency) liaison personnel ... A CMOC is
flexible in size and composition to effectively coordinate military
support to humanitarian assistance or associated contingency or crisis
response operations in a given area or country. It may be the primary
coordinating agency for all international organizations,
nongovernmental organizations (NGOs), US G agencies during war or
peace operations where DOD has complete control of the theater. A
CMOC may be organized to help integrate US military forces into both
multinational forces and military-civil partnership efforts. It may
comprise or be augmented by either or both military and civilian
personnel representatives of any organization the commander, joint
task force considers necessary to effectively coordinate CMO.
Joint Doctrine Encyclopedia,
16 July 1997
GENERAL
4-15. FM 41-10 descr ibes t he capabilit ies, act ivit ies, or ganizat ion, and set up
of t he CMOC. The pur pose of t his sect ion is t o build on t hat descr ipt ion and t o
set t he minimum r equir ement s for est ablishing and oper at ing a CMOC. The
following par agr aphs descr ibe t echniques and pr ocedur es for st r uct ur e,
communicat ions syst ems, locat ion opt ions, secur it y, and r eachback
r equir ement s of t he CMOC.
4-16. The pur pose of t he CMOC is t o analyze, monit or , plan, coor dinat e,
synchr onize, and influence t he civil component of t he commander s
bat t lespace acr oss t he r ange of full-spect r um oper at ions. In t he cont ext of a
r elat ed act ivit y, t he CMOC cont r ibut es t o IO. Befor e milit ar y oper at ions, it
ser ves as t he conduit for int egr at ing nonmilit ar y or ganizat ions int o t he
collabor at ive planning pr ocess.
4-17. Dur ing offensive and defensive combat oper at ions, t he CMOC ser ves
as t he commander s filt er t o cont r ol t he many nonmilit ar y dist r act or s t o C2
of milit ar y oper at ions. The CMOC also capt ur es a r ecor d of infr ast r uct ur e
needs in t he immediat e wake of combat oper at ions t o facilit at e emer gency
r elief t o t he populace, as well as long-t er m r econst r uct ion r equir ement s.
4-18. Dur ing st abilit y oper at ions and suppor t oper at ions, t he CMOC ser ves
as t he pr imar y cent er for synchr onizing milit ar y oper at ions wit h t he
oper at ions of nonmilit ar y or ganizat ions. Dur ing t r ansit ion fr om milit ar y t o
civilian cont r ol, t he CMOC ser ves as a sour ce of oper at ional cont inuit y and a
facilit at or t o t he t r ansit ion pr ocess.
FM 3-05.401
4-8
The whole idea of facilitating, of creating an environment where people
can interact, is crucial. That environment was the CMOC or the On-S ite
Operations Coordination Center (OS OCC), the S wedish-funded
communication center that became a core around which we could
develop a humanitarian space. People came to us because we had
something to offer, and there was a good bit of interaction. Facilitating
communications means transparency, ensuring that there is free
interaction and that misunderstandings are not allowed to develop.
United States Institute of Peace Special Report,
Managing Communications: Lessons From Interventions in Africa,
March 1997
Addit ionally, t he CMOC i s
Based on a clear ly defined cor e st r uct ur e compr ising command, cont r ol,
communicat ions, comput er s, int elligence, sur veillance, and
r econnaissance (C4ISR)-enhancing asset s.
An analysis cent er for t he civil component of t he bat t lespace.
A collabor at ive planning cell for CMO.
A meet ing place for int er agency coor dinat ion, mediat ion, and
consensus building.
A link t o t he nonmilit ar y par t ner s and par t icipant s of an oper at ion,
bot h locally and t hr ough r eachback capabilit y t o int er t heat er and
ext r at heat er locat ions.
An or ganizat ion wit h t he abilit y t o synchr onize and influence milit ar y
and nonmilit ar y act ivit ies wit hin aut hor it y gr ant ed by t he suppor t ed
commander (subject t o limit at ions est ablished in t he suppor t ed
unit OPORD).
Employed wit h a t ask and pur pose.
A clear inghouse for r equest s for milit ar y suppor t fr om nonmilit ar y
or ganizat ions.
A key node for achieving infor mat ion super ior it y and a clear inghouse
for CMO infor mat ion.
An ar chives-and-r esear ch facilit y.
The CMOC i s not
A passive par t icipant in t he commander s civil engagement plan.
A maneuver element .
An oper at ions cent er t hat compet es wit h t he oper at ions cent er of t he
suppor t ed unit .
An or ganizat ion wit h t asking aut hor it y over unassigned r esour ces.
An int elligence collect ion element or int elligence fusion cell.
The IO cell.
4-19. In bot h domest ic and for eign oper at ions, t her e ar e examples of
or ganizat ions t hat per for m funct ions inher ent t o t he CMOC. These examples
ar e discussed in t he following par agr aphs.
FM 3-05.401
4-9
Dome sti c Ope rati ons
4-20. The incident command syst em (ICS) is t he model t ool for command,
cont r ol, and coor dinat ion of an incident r esponse. The ICS pr ovides a means
t o coor dinat e t he effor t s of individual agencies as t hey wor k t owar d t he
common goal of st abilizing an incident and pr ot ect ing life, pr oper t y, and t he
envir onment . The ICS was developed in t he 1970s in r esponse t o a ser ies of
major wildfir es in sout her n Califor nia. At t hat t ime, municipal, count y, st at e,
and feder al fir e aut hor it ies collabor at ed t o for m t he Fir efight ing Resour ces of
Califor nia Or ganized for Pot ent ial Emer gencies (FIRESCOPE). FIRESCOPE
ident ified sever al r ecur r ing pr oblems involving mult iagency r esponses,
such as
Nonst andar d t er minology among r esponding agencies.
Lack of capabilit y t o expand and cont r act as r equir ed by t he sit uat ion.
Nonst andar d and nonint egr at ed communicat ions.
Lack of consolidat ed act ion plans.
Lack of designat ed facilit ies.
4-21. Feder al law r equir es t he use of t he ICS for r esponse t o hazar dous
mat er ial (HAZMAT) incident s. Many st at es have adopt ed t he ICS as t heir
st andar d for emer gency management at t he incident sit e and in t heir
emer gency oper at ions cent er s (EOCs). The ICS is also par t of t he Nat ional
Int er agency Incident Management Syst em (NIIMS), which consist s of 16
t eams acr oss t he Unit ed St at es t hat r espond t o a wide r ange of emer gencies,
including fir es, floods, ear t hquakes, hur r icanes, t or nadoes, t idal waves, r iot s,
HAZMAT r elease, and ot her nat ur al or man-made incident s.
Forei gn Operati ons
4-22. Like FIRESCOPE, t he HA communit y, as a r esult of exper ience gained
wor king wit h milit ar y or ganizat ions dur ing humanit ar ian cr ises in t he 1990s,
has r ecognized t he ut ilit y of a cent r alized coor dinat ion cent er t o pr omot e
unit y of effor t in complex humanit ar ian emer gencies. For example
Dur ing t he Rwandan r efugee cr isis in 1994, t he Unit ed Nat ions
Rwanda Emer gency Office (UNREO) cr eat ed t he OSOCC in Kigali,
Rwanda, t o coor dinat e t he int er nat ional r esponse. It evolved int o t he
focal point for UN-led oper at ions in Rwanda and Zair e. Per sonnel fr om
CMOC Kigali (which consist ed of t wo CA officer s and one
OFDA/disast er assist ance r esponse t eam [DART] r epr esent at ive)
at t ended all OSOCC meet ings and suppor t ed t he OSOCC by pr epar ing
cont ingency plans t o suppor t ant icipat ed r efugee movement s.
Dur ing oper at ions in Bosnia and Kosovo (1995pr esent ), allied
milit ar ies cr eat ed r obust CA capabilit ies and oper at ed CIMIC cent er s.
The Kosovo Humanit ar ian Communit y Infor mat ion Cent er was
est ablished in Pr ist ina in 1999 by t he UNHCR, OCHA, USAID, and
var ious NGOs.
Ot her or ganizat ions, such as t he Humanit ar ian Oper at ions Cent er
(HOC) and t he Humanit ar ian Assist ance Coor dinat ion Cent er (HACC),
FM 3-05.401
4-10
as well as t he NGO Consor t ium or t he NGO For um, have become
commonplace fixt ur es in r elief oper at ions ar ound t he wor ld.
Dur ing Oper at ion ENDURING FREEDOM, Br it ish and Amer ican
CJ CMOTF asset s and element s of t he 96t h CA Bn (A) r enamed t heir
CMOCs Coalit ion Humanit ar ian Liaison Cent er s, or CHLCs
(pr onounced chicklicks) t o descr ibe it s r ole and funct ion and facilit at e
oper at ions wit h par t icipat ing NGOs.
4-23. In all milit ar y oper at ions acr oss t he spect r um of oper at ions, bot h
for eign and domest ic, t he CMOC r emains t he commander s vit al cent er of
act ivit y for CMO. No mat t er what it may be called dur ing t he oper at ion,
when t he CMOC encount er s an exist ing civilian or ganizat ion, it may
augment t he or ganizat ions effor t s as descr ibed lat er in t his sect ion.
CMOC STRUCTURE
A CMOC can be tailored to the specific tasks associated with the
collective national or international mission. In establishing the
CMOC, the J FC should build it from a nucleus of organic assets and
CA, logistic, legal, and communications elements.
Chapter IV: Interagency Coordination,
JP 3-57, Joint Doctrine for Civil-Military Operations,
8 February 2001
4-24. To t ailor an or ganizat ion, a basic st r uct ur e or model must exist . The
basic st r uct ur e of t he CMOC is shown in Figur e 4-3, page 4-11. This basic
st r uct ur e applies equally t o CMOCs est ablished at st r at egic, oper at ional, or
t act ical levels of oper at ion.
4-25. The est ablishing ent it y or ganizes t he CMOC int o five main funct ions:
dir ect or at e, plans sect ion, oper at ions sect ion, logist ics sect ion, and
administ r at ion sect ion. Small CMOC or ganizat ions may need t o consolidat e
t wo or mor e of t hese funct ions under a single ent it y (oper at ions and plans
sect ion or administ r at ion and logist ics sect ion). Lar ger CMOC or ganizat ions
may subdivide t he funct ions int o addit ional or ganizat ional unit s t o facilit at e
oper at ions and minimize span of cont r ol pr oblems. In mult inat ional
oper at ions, t he CMOC may be modified t o accommodat e coalit ion asset s.
4-26. Alt hough CA soldier s may for m t he nucleus of t he CMOC, filling
posit ions wit hin and t hr oughout t he CMOC, not ever y posit ion must be filled
by a CA soldier . The CMOC can be manned by any combinat ion of U.S.
milit ar y per sonnel, for eign soldier s, USG agency civilians, for eign
gover nment agency or UN civilians, or NGO r epr esent at ives. The most
habit ual augment at ion comes fr om t he engineer , legal, public affair s,
logist ics, medical, chaplain and public affair s sect ions. The secur it y
consider at ions for such an or ganizat ion ar e discussed lat er in t his sect ion.
FM 3-05.401
4-11
Figure 4-3. Basic CMOC Structure
4-27. The dir ect or at e has r esponsibilit y for over all management of t he
CMOC (and any mobile or sat ellit e CMOCs) and pr ovides dir ect ion and
over sight of CMOC act ivit ies. The senior CA officer usually assumes t he
funct ion of CMOC dir ect or , but t his is not a r equir ement . Depending on
METT-TC, t he dir ect or might be a senior officer of t he Ar my or ot her ser vice
component , a senior civilian, or a for eign milit ar y officer or civilian.
Regar dless of nat ionalit y or affiliat ion, t he dir ect or must be fully qualified t o
manage t he act ivit ies of t he CMOC.
4-28. As t he needs ar ise, t he dir ect or may delegat e aut hor it y for per for ming
cer t ain act ivit ies t o ot her s. For inst ance, he may designat e
An informat ion branch t o handle media inquiries, t o coordinat e t he release
of informat ion t o t he media wit h t he PAO at t he support ed unit HQ, and t o
synchronize CMOC informat ion wit h t he support ed unit s IO cell.
A secur it y br anch t o manage t he var ious aspect s of secur it yphysical,
infor mat ion, oper at ions, per sonnel, communicat ions, and comput er
inher ent t o CMOC oper at ions.
Liaison officer s or r epr esent at ives t o be on-scene CMOC cont act s for
bot h milit ar y and civilian agencies and or ganizat ions in t he AO, as
r equir ed by t he oper at ion.
4-29. The dir ect or will also r eceive liaison officer s or r epr esent at ives fr om
milit ar y and civilian agencies and or ganizat ions par t icipat ing in t he
oper at ion. These include r epr esent at ives fr om
U.S. milit ar y unit s.
Allied or coalit ion milit ar y unit s.
FM 3-05.401
4-12
USG and cont r act ed agencies.
For eign nat ion gover nment and cont r act ed agencies.
Local gover nment agencies.
NGOs.
Local business and indust r y.
Mult inat ional cor por at ions.
4-30. The plans section per for ms t he following funct ions:
Links t o USG agencies for guidance on U.S. policy changes, long-r ange
st abilit y and suppor t pr ogr ams, and t r ansit ion plans.
Collect s and evaluat es CMO-r elat ed infor mat ion about t he AO fr om
sour ces t hat include, but ar e not limit ed t o
Repor t s fr om subor dinat e CMOCs and CA t eams.
Pr eliminar y, hast y, and det ailed assessment s.
Nonmilit ar y or ganizat ion r epr esent at ives.
Nonmilit ar y or ganizat ion publicat ions and web sit es.
Par t icipat es in t he development of long-r ange plans (gr eat er t han 96
hour s out ) t hat engage civil cent er s of gr avit y in t he AO.
Par t icipat es in t he development of CMO policy and guidance in
coor dinat ion wit h funct ional specialist s.
Develops public infor mat ion campaigns.
Maint ains t he unit s ar chives and lessons lear ned.
Eliminat es r edundancies in act ivit ies per for med by milit ar y
or ganizat ions and nonmilit ar y or ganizat ions.
Develops calendar s of significant upcoming CA/CMO event s.
4-31. The operations section per for ms t he following funct ions:
Plans oper at ions out t o 96 hour s.
Manages t he daily act ivit ies of t he CMOC.
Pr epar es and st affs CMO-r elat ed FRAG or der s.
Conduct s daily meet ings.
Maint ains communicat ions wit h all par t icipant s in CMO.
Pr epar es and submit s r epor t s, as appr opr iat e, including, but not
limit ed t o
Secur it y sit uat ion r epor t s.
Upcoming significant event r epor t s.
Daily significant event r ollups.
Maint ains t he st at us of all oper at ions conduct ed or suppor t ed by CA
soldier s and all CMO conduct ed by non-CA unit s, t eams, and
individuals on sit uat ion maps, in a CMO dat abase, and in ABCS.
FM 3-05.401
4-13
Collect s, evaluat es, t r acks, and disseminat es CMO-r elat ed infor mat ion
about , and r equest s fr om, nonmilit ar y or ganizat ions, including, but not
limit ed t o
Repor t s fr om subor dinat e CMOCs and CA t eams.
Names, pr ogr ams, and capabilit ies of all NGOs.
St at us of ongoing pr oject s.
Request s for assist ance and infor mat ion.
4-32. The logistics section per for ms t he following funct ions:
Maint ains a dat abase of all POCs and HN r esour ces t hat can be used
for milit ar y or humanit ar ian pur poses (facilit ies, t r anspor t at ion asset s,
goods, and ser vices).
Coor dinat es and t r acks logist ics act ivit ies in suppor t of CMO.
Maint ains adequat e levels of supplies for use in CMOC oper at ions (for
example, office supplies, fuel, bat t er ies, and light bulbs).
Manages oper at or -level maint enance on vehicles, communicat ions, and
gener at or equipment .
Maint ains cur r ent st at us of r out es used in CMO.
Pr oduces r ecor ds and r epor t s, as r equir ed.
4-33. The administration section per for ms t he following funct ions:
Focuses on int er nal CMOC act ivit ies and per sonnel issues:
Maint ains access r ost er and ident ificat ion syst em for t he CMOC.
Responsible for t he conduct of CMOC meet ings, minut es,
and scheduling.
Maint ains t he dut y r ost er .
Pr ocesses r equir ed r epor t s.
Tr acks cost s incur r ed by milit ar y for ces and ot her agencies
par t icipat ing in CMO act ivit ies.
Pr ovides for r eimbur sement account ing, as necessar y.
Cr eat es r ecognit ion document s and cer t ificat es.
Pr oduces and ar chives r ecor ds and r epor t s.
CMOC COMMUNICATIONS SYSTEMS REQUIREMENTS
4-34. The nat ur e of CMOC oper at ions pr esent s communicat ions
r equir ement s t hat ar e mor e ext ensive t han t he aver age TOC. Figur e 4-4,
page 4-14, depict s t he milit ar y t act ical communicat ions envir onment in which
t he CMOC must oper at e.
FM 3-05.401
4-14
Figure 4-4. Military Tactical Communications Environment
4-35. The CMOC must be able t o ent er secure t act ical digit al net wor ks, as well
as nonsecur e civilian net wor ks via t he Int ernet . The CMOC must be able t o
communicat e over secure and nonsecur e milit ary radio and t elephone syst ems,
as well as nonsecur e NGO radios and nonsecur e commercial t elephone syst ems
for voice and dat a t ransmission. If t he local t elephone infr ast ruct ure is
inoper able, t he CMOC may require cellular or sat ellit e communicat ions
capabilit y. The CMOC must be able t o monit or ot her open sources of
informat ion, such as commercial t elevision and radio. Addit ionally, t he CMOC
must have redundant syst ems t o enable it t o oper at e in split oper at ions.
4-36. The following par agr aphs pr ovide a list of t he capabilit ies and
examples of syst ems CMOCs should have t o fully per for m r out ine CMOC
oper at ions. Syst ems should be upgr aded coincident ally wit h t he fielding of
follow-on Ar my command, cont r ol, communicat ions, comput er s, and
int elligence (C4I) ar chit ect ur e syst ems (Figur e 4-5, page 4-15) t o suppor t ed
unit HQ accor ding t o CA planning associat ions.
FM 3-05.401
4-15
Figure 4-5. Army C4I Architecture
4-37. Secur e digit al capabilit y wit h t he suppor t ed milit ar y unit s is necessar y
t o pr ovide input int o t he common t act ical pict ur e (CTP) and common r elevant
oper at ional pict ur e (CROP) t hr ough t he ABCS:
Global Command and Control S ystem-Army (GCCS -A) (st r at egic,
t heat er , and EAC). Pr ovides for ce t r acking, HN and CA suppor t ,
FM 3-05.401
4-16
t heat er air defense, t ar get ing, PSYOP, C2, logist ics, and medical and
per sonnel st at us. Deployed fr om t heat er (EAC) element s down t o t he
cor ps J TF and joint cont ingency for ce.
Army Tactical Command and Control S ystem (ATCCS ) (cor ps t o
bat t alion) consist ing of
Maneuver Control S ystem (MCS ). Pr ovides cor ps- t hr ough
bat t alion-level commander s and st affs t he abilit y t o collect ,
coor dinat e, and act on near -r eal-t ime bat t lefield infor mat ion and t o
gr aphically visualize t he bat t lefield.
All-S ource Analysis S ystem-Remote Work S tation (AS AS -RWS ).
Pr ovides bat t le commander s wit h analyzed int elligence and
unanalyzed combat infor mat ion.
Advanced Field Artillery Tactical Data S ystem (AFATDS ). Pr ovides
command, cont r ol, and communicat ions (C3) for t he U.S. Ar my and
Mar ine Cor ps cannon, r ocket s, missiles, mor t ar s, close air suppor t ,
and naval surface weapon syst ems. AFATDS will pr ovide fire support
coor dinat ion measur es, weapon and count er -bat t er y r adar r ange
fans, and t arget dat a. Target dat a will include act ive, inact ive
planned, on-call and suspect t arget s, and support ident ificat ion of
pr ot ect ed t ar get s, no-fir e ar eas, and r est r ict ed-fir e ar eas.
Combat S ervice S upport Control S ystem (CS S CS ). Bat t lefield
decision support and sit uat ion awareness for planning and
cont rolling t he logist ics support of combat oper at ions. CSSCS
pr ovides mat eriel and personnel st at us of unit s. It ident ifies logist ical
capabilit y t o resupply unit s for subsequent combat oper at ions.
Force XXI Battle Command Brigade and Below (FBCB2). Pr ovides
sit uat ional awar eness t hr ough a seamless bat t le command
capabilit y t o leader s at br igade and below. Pr ovides hor izont al and
ver t ical int egr at ion of t he infor mat ion gener at ing and pr ocessing
capabilit ies of individual weapons, sensor s, and plat for ms.
Enhanced Position Location Reporting S ystem (EPLRS ). An
int egr at ed C3 syst em t hat pr ovides near -r eal-t ime dat a
communicat ions, posit ion and locat ion, navigat ion, ident ificat ion,
and r epor t ing infor mat ion.
4-38. Anot her syst em is t he War fight er Infor mat ion Net wor k-Tact ical
(WIN-T), t he Ar my XXI communicat ions net wor k t hat will r eplace t he
Tr i-Ser vice Tact ical Communicat ions Pr ogr am (TRI-TAC) and mobile
subscr iber equipment (MSE) (fr om t heat er t o bat t alion CP/TOC) and pr ovide
command and cont r ol on t he move (C2OTM) t o t he war fight er . WIN-T is
based on commer cial pr oduct s and t echnology; pr ovides wir ed and wir eless
communicat ions t o suppor t voice, dat a, and video infor mat ion exchange
r equir ement s; pr ovides seamless connect ivit y among ABCS and weapons
plat for ms wit hin t he bat t lespace; suppor t s mult iple secur it y levels; and
int egr at es t er r est r ial, air bor ne, and sat ellit e-based t r anspor t syst ems.
FM 3-05.401
4-17
4-39. Secur e and nonsecur e r adio and t elephone capabilit ies wit h milit ar y
or ganizat ions consist of t he following:
S ingle-Channel Ground and Airborne Radio S ystem (S INCGARS ). The
pr imar y combat net r adio (CNR) for t he U.S. Ar my, Mar ine Cor ps,
Navy, and combat Air For ce designed pr imar ily for voice C2.
AN/ PS C-3 Tactical S atellite (TACS AT) Radio S et. A bat t er y oper at ed,
highly por t able, manpack TACSAT t er minal t hat pr ovides t he r ange
ext ension r equir ed t o conduct effect ive oper at ions. Single-channel
TACSAT is specifically suit ed for t he conduct of cr it ical cont ingency
oper at ions. The set uses an AS-3567/PSC-3 medium-gain ant enna for
at -halt sat ellit e communicat ions. In t he secur e voice mode, t he
AN/PSC-3 uses t he advanced nar r owband digit al voice t er minal
(ANDVT) or a communicat ions secur it y (COMSEC) int er face device
such as t he VINSON KY-57.
Antenna Group OE-254/ GRC or a similar ant enna syst em.
DRS MDA-31 Digital Voice Terminal With Data Adapter (DVT/ DA). A
communicat ions t er minal for an individual soldier wit h access t o MSE
or TRI-TAC net wor ks. The DVT/DA is an MSE dat a adapt er (MDA)
and digit al nonsecur e voice t er minal (DNVT) built int o a single,
light weight , r uggedized unit suit able for field oper at ion. For voice
communicat ions, t he DRS DVT/DA oper at es like any DNVT. For dat a
communicat ions, t he DVT/DA cont ains a mult ifunct ion RS-232 dat a
por t capable of int er oper at ing wit h most st andar d dat a devices, such as
per sonal comput er s (PCs), FAX machines, and message t er minals.
Telephone S et TA-312/ PT.
4-40. Secur e and nonsecur e r adio and t elephone capabilit ies wit h
nonmilit ar y or ganizat ions consist of t he following:
AN/ PRC-148 Multi-Band Inter/ Intra Team Radio (MBITR) or commercial
equivalent . A very capable handheld radio, used by SOF, which can
oper at e in t he fr equency band most ly used in civilian applicat ions.
FAX machines.
Local commer cial t elephones.
Cellular or sat ellit e t elephones.
4-41. Nodes t hat can access unr est r ict ed, unclassified Int er net lines as well
as r est r ict ed syst ems include t he following:
World Wide Web (WWW). Access t o web sit es of par t icipat ing
or ganizat ions and agencies for r esear ch and cont act infor mat ion.
Electronic Mail (E-mail). Abilit y t o r equest infor mat ion fr om and pass
infor mat ion t o par t icipat ing or ganizat ions and agencies. Syst ems must
suppor t all media for mat s: t ext , audio, video, and gr aphics. Syst ems
should include t he abilit y t o int egr at e commer cially available secur e
syst ems t hat may be adopt ed by key or ganizat ions.
Refugee Management Tracking S ystem (RMATS ). Har dwar e and
soft war e t hat pr ovide t he user (for example, UNHCR) t he capabilit y t o
aut omat ically and int er act ively collect , st or e, analyze, pr epar e, and
disseminat e individual r efugee r egist r at ion r epor t s; ident ificat ion
FM 3-05.401
4-18
pr oduct s based on digit al pr ocesses, such as digit al imager y, digit al
finger pr int ing, digit al voice pr int ing, r et inal scanning, or ot her
digit ally-based ident ificat ion syst em; biogr aphical dat a r epor t s; and
st at ist ical r epor t s.
Open-S ource Information S ystem (OS IS ) (soft war e). An unclassified
confeder at ion of syst ems ser ving t he int elligence communit y wit h open-
sour ce int elligence.
Civil Affairs Database (soft war e).
Geographic Information S ystem (GIS ). Compat ible dat abase and
mapping must be compat ible wit h st andar d GIS pr ot ocols t o ensur e a
seamless exchange of infor mat ion bet ween collabor at ing or ganizat ions.
Plug-ins for int er agency and mult inat ional augment at ion.
Modeling t ools t o facilit at e decision making in complex cont ingency
sit uat ions involving limit ed r esour ces and t ime-cr it ical oper at ions.
4-42. CMOCs should have t he abilit y t o plug int o t he local indigenous
gover nment ar chit ect ur e and, as r equir ed, t he UN and ad hoc or ganizat ions,
such as int er im administ r at ions. CMOCs must also have input int o t he
EMPRS, which pr ovides updat ed, r eal-t ime infor mat ion t o deploying for ces.
Addit ionally, CMOCs should have access t o t he global infor mat ion gr id (GIG).
GIG is t he globally int er connect ed, end-t o-end set of infor mat ion capabilit ies,
associat ed pr ocesses, and per sonnel for collect ing, pr ocessing, st or ing,
disseminat ing, and managing infor mat ion on demand t o war fight er s, policy
maker s, and suppor t per sonnel.
ESTABLISHING THE CMOC
4-43. While t he CMOC has a set st r uct ur e, it r et ains t he capabilit y t o
expand, conduct split and mobile oper at ions, and cont r act t o meet t he
demands of t he oper at ion. It must be able t o accommodat e t he var ious
agencies t hat join or depar t an oper at ion dur ing it s differ ent phases. The
following par agr aphs descr ibe t echniques for est ablishing t he CMOC.
Maint aining and expanding t he CMOC ar e cover ed in Chapt er s 5 and 6.
Cont r act ing t he CMOC is cover ed in Chapt er 8.
4-44. A commander at any echelon may est ablish a CMOC, and mor e t han
one CMOC may be est ablished in an AO. The suppor t ed commander
est ablishes t he CMOC ear ly in an oper at ionr out inely as ear ly as t he init ial
planning phasefor t wo pr imar y r easons:
To account for t he nonmilit ar y t hr eat s, dist r act ions, and int er fer ence
t hat can adver sely affect t he milit ar y mission.
To fost er successful int er agency coor dinat ion inher ent in all oper at ions.
J TF S upport Hope (1994) deployed from US EUCOM to Entebbe,
Uganda, with an ad hoc team of logistics and foreign area officers to
run the J TFs CMOC at Entebbethe focal point of logistics
operations. Elements of the J TF were spread out across five
geographic areas in Uganda, Zaire, Rwanda, Tanzania, and Kenya to
establish water purification and distribution systems, airfield
services, and logistics management support. Not trained in CA, CMO,
FM 3-05.401
4-19
or techniques for analyzing the civil considerations of a situation, J TF
planners and the soldiers of CMOC Entebbe failed to identify the civil
center of gravity of the relief operation. Consequently, the J TF
experienced an initial lack of understanding the magnitude of the
humanitarian situation and an inability to effectively interact with
NGOs working in the same sector or geographical area. CA soldiers
from the 353d CACOM, delayed by poorly programmed TPFDD
priorities, arrived 10 days into the operation to establish CMOCs at
Goma, Zaire, and Kigali, Rwandathe focal points of the
humanitarian crisis.
G-5, JTF Support Hope,
1994
4-45. A CMOC should be given a specific t ask and pur pose, such as in a
TASKORD. A METT-TC analysis of t his t ask and pur pose will det er mine t he
exact st r uct ur e, equipment , manning, locat ion, and oper at ional r equir ement s
t o accomplish t he CMOCs mission.
4-46. As discussed in Chapt er 2, CA t eams and CA planning t eams at all
command levels ar e t asked wit h est ablishing CMOCs t o suppor t CMO at t he
t act ical, oper at ional, and st r at egic levels of oper at ion. The diagr ams in
Figur es 4-6 t hr ough 4-10, pages 4-20 t hr ough 4-24, depict t he minimum
or ganizat ional and equipment r equir ement s necessar y t o est ablish CMOCs at
each command level. NOTE: Equipment list ing in each figur e is not final.
4-47. Those t eams est ablishing a CMOC for r apid decisive oper at ions may
be r equir ed t o deploy wit hout cer t ain it ems of equipment , such as vehicles,
t r ailer s, gener at or s, or t ent s, t o conser ve limit ed t r anspor t at ion space. These
t eams must be pr epar ed t o pallet ize mission-essent ial it ems of equipment ,
based on METT-TC (lapt ops, r adios, video camer as, and ot her t eam
equipment ), and coor dinat e t he r est of t heir equipment for follow-on
t r anspor t at ion by air , r ail, or sur face ship. The t eam must plan and
coor dinat e t o r ent or r equisit ion t r anspor t at ion and billet ing in t he AO while
it s own vehicles and t ent s ar e in t r ansit .
4-48. At ever y level, t he CMOC must be flexible enough t o expand and
cont r act as r equir ement s change; for example, incor por at ing member s of
milit ar y and nonmilit ar y or ganizat ions t o meet shor t - or long-t er m pr oject s.
It must also be appr opr iat ely locat ed, st affed, and equipped t o per for m t he
vit al funct ions of r esear ch, planning, r ecor ding, coor dinat ing, monit or ing,
and influencing CMO in a secur e, and somet imes less-t han-secur e,
aust er e envir onment .
4-49. The CMOC must be pr epar ed t o conduct echelon- and split -based
oper at ions. Doing so means oper at ing wit hin t he secur it y per imet er of t he
suppor t ed milit ar y HQ, as well as out side t he secur it y per imet er of t he
suppor t ed milit ar y HQ, and on t he r oad (mobile)oft en simult aneously. The
par ent CA unit must be manned, or ganized, and equipped wit h r edundancy
t o do t his in suppor t of all unit s wit h which it has a planning associat ion.

FM 3-05.401
4-20
Figure 4-6. Minimum Organizational and Equipment Requirements Necessary
to Establish a Brigade CMOC
FM 3-05.401
4-21
Figure 4-7. Minimum Organizational and Equipment Requirements Necessary
to Establish a Division, COSCOM, and ASG CMOC
FM 3-05.401
4-22
Figure 4-8. Minimum Organizational and Equipment Requirements Necessary
to Establish a Corps, JTF, or TSC CMOC
FM 3-05.401
4-23
Figure 4-9. Minimum Organizational and Equipment Requirements Necessary
to Establish a CMOC at EAC by a CAPT-B
FM 3-05.401
4-24
Figure 4-10. Minimum Organizational and Equipment Requirements Necessary
to Establish a CMOC at EAC by a CAP3T
FM 3-05.401
4-25
4-50. When oper at ing in suppor t of an oper at ional or t act ical unit , t he
CMOC, at a minimum, must est ablish it s r elat ionship wit h t he CMO st aff
officer (G-5/S-5), oper at ions officer (G-3/S-3), and IO cell. The CMOCs nor mal
r elat ionship wit h t he
CMO st aff officer is similar t o t hat of a dir ect suppor t field ar t iller y
unit wit h t he fir e suppor t coor dinat or . The st aff officer monit or s t he
daily oper at ions of t he suppor t ed unit and advises t he suppor t ed
commander on CMO and t he employment of CA asset s. The CMOC
pr ovides t he CMO st aff officer wit h cur r ent st at us of CMO and CA
act ivit ies and assist s in planning and post ur ing CMO and CA act ivit ies
t o suppor t fut ur e oper at ions of t he suppor t ed commander .
Oper at ions officer is t hat of a sat ellit e office specializing in a specific
aspect of t he over all milit ar y oper at ion. The CMOC keeps t he G-3/S-3
advised of how CMO and CA act ivit ies ar e pr oviding t he desir ed effect s
in suppor t of t he milit ar y oper at ion. The CMOC r out es r equest s for
assist ance t hr ough t he G-3/S-3 for appr oval and ult imat e t asking.
IO officer is t hat of a r elat ed act ivit y specializing in CMO. As t he
commander s ner ve cent er for civil-milit ar y engagement , t he CMOC
ensur es t hat t he IO cell is awar e of t he CMO sit uat ion and is in a
posit ion t o best synchr onize IO.
4-51. One impor t ant consider at ion when est ablishing a CMOC is whet her
local, nat ional, or int er nat ional coor dinat ion mechanisms for civil-milit ar y
int er face alr eady exist . If t he UN, HN, or some ot her or ganizat ion or agency
alr eady oper at es a facilit y t o coor dinat e CMO in t he AO (for example, a cit y
or count y EOC dur ing DSO), it may be best t o est ablish a liaison or
augment at ion cell wit hin t hat facilit y. Such a COA legit imizes t he effor t s of
t he lead or ganizat ion and facilit at es t he disengagement of U.S. for ces dur ing
t r ansit ion and r edeployment fr om t he oper at ion.
In Operation S TRONG S UPPORT (post-Hurricane Mitch relief
operations in Central America in 1999), a regional- or national-level
CMOC was avoided. This was in deference to stated HN concerns
about sovereignty and aversion to the CMOC concept as putting a
foreign military in charge of what should be a national coordinating
function. The concept for conducting civil-military interface was to
work through HN emergency management centers and HN authorities
as much as possible. However, mini-CMOCs (called mini-HOCs in
that operation) were established at the local level to deconflict relief
operations where J TFs were operating.
Notes of a U.S. CA Officer on Operations
During Operation STRONG SUPPORT,
1999
4-52. Anot her impor t ant it em t o consider ear ly while est ablishing a CMOC
is t he cr eat ion of cont inuit y books. A cont inuit y book facilit at es cont inuit y of
oper at ions dur ing per iods of pot ent ial disr upt ion; for example, r out ine or
emer gency per sonnel t ur nover , ext ending and cont r act ing t he CMOC, and

FM 3-05.401
4-26
t r ansit ion oper at ions. Alt hough t her e is no par t icular for mat for a cont inuit y
book, t her e ar e some t echniques t o make t he book useful, as follows:
Ar r ange t he book chr onologically wit h daily, weekly, and mont hly
calendar s t hat show essent ial t asks.
Pr ovide enough det ail (who, what , wher e, why, when, and how) t o each
t ask t o eliminat e guesswor k by t he r eplacement .
Include a jour nal t o r ecor d act ions t aken and POCs for major
ongoing pr oject s.
Take phot ogr aphs of pr oject s, POCs, meet ing facilit ies, and ot her it ems
per t inent t o conduct ing CMO, and include t hem wher e appr opr iat e in
t he cont inuit y book.
CMOC LOCATION OPTIONS
4-53. The locat ion of t he CMOC depends on METT-TC. The basic opt ions for
locat ing a CMOC ar e
Wit hin t he secur it y per imet er of t he suppor t ed milit ar y HQ.
Out side t he secur it y per imet er of t he suppor t ed milit ar y HQ.
On t he r oad (mobile).
Combinat ion of t wo or all t hr ee (echelon- and split -based oper at ions).
4-54. Each opt ion has mer it based on t he sit uat ion and mission
r equir ement s. Dur ing t he cour se of oper at ions, t he CMOC must be flexible
and r eady t o move fr om one opt ion t o anot her based on changes in t he
secur it y sit uat ion and mission r equir ement s.
4-55. Figur e 4-11, page 4-27, demonst r at es a possible ar r angement for t he
CMOC inside t he secur it y per imet er of t he suppor t ed HQ. Locat ing t he
CMOC her e should be consider ed when
Planning and coor dinat ing CMO at t he st r at egic (geogr aphic combat ant
command) level.
The secur it y envir onment at t he oper at ional (J TF, cor ps) level per mit s
nonmilit ar y individuals t o ent er fr eely or wit h limit ed inconvenience.
The pr imar y mission of t he milit ar y for ce is CMO, such as dur ing HA
or disast er r elief oper at ions.
Resour ces ar e limit ed and must be shar ed wit h ot her milit ar y unit s.
4-56. Because of it s r ole as a clear inghouse for all CMO-r elat ed issues and a
meet ing place for nonmilit ar y par t ner s and par t icipant s in an oper at ion, t his
facilit y will r eceive much t r affic. The CMOC and it s associat ed par king ar ea
should be in a locat ion t hat offer s convenient access t o visit or s and t hat will
not int er fer e wit h t he int er nal oper at ions of t he suppor t ed HQ. The facilit y
should be lar ge enough t o accommodat e t he many funct ions per for med by t he
CMOC. If possible, t he facilit y should include space for suppor t ed
or ganizat ions t o conduct business.
FM 3-05.401
4-27
Figure 4-11. Possible Arrangement for a CMOC Inside the Security Perimeter
of the Supported Headquarters
4-57. Figur e 4-12, page 4-28, demonst r at es a possible ar r angement for t he
CMOC out side t he secur it y per imet er of t he suppor t ed HQ. Locat ing t he
CMOC her e should be consider ed when
The secur it y envir onment at t he suppor t ed milit ar y HQ r est r ict s access
t o nonmilit ar y individuals, and access pr ocedur es offer major
inconvenience t o t hose individuals.
Planning and coor dinat ing CMO at t he t act ical (cor ps and below) level.
The pr imar y cust omer s ar e t he NGOs, int er nat ional or ganizat ions,
gover nment officials, and t he local populace.
The CMOC is t asked t o for m t he nucleus of a HOC or HACC.
4-58. This CMOC locat ion opt ion nor mally r esult s in split -based oper at ions.
Split -based oper at ions occur when a CMOC must oper at e a less-secur e
facilit y out side t he secur it y per imet er of t he suppor t ed milit ar y HQ while
r et aining a secur e facilit y inside t he secur it y per imet er of t he suppor t ed
milit ar y HQ. Split -based oper at ions oft en occur when t he nat ur e of t he
milit ar y oper at ion absolut ely pr ohibit s or sever ely limit s civilian access t o t he
suppor t ed milit ar y HQ sit e.
FM 3-05.401
4-28
Figure 4-12. Possible Arrangement for a CMOC Outside the Security Perimeter
of the Supported Headquarters
4-59. The less-secur e, ext er nal CMOC may be act ive 24 hour s daily or
dur ing set business hour s. If t he ext er nal CMOC is act ive for 24-hour
oper at ions, it must be equipped t o oper at e as an ext ension of t he int er nal
CMOC. (This ar r angement r equir es some r edundancy in communicat ions and
ADP equipment .) If t he CMOC is act ive only dur ing set business hour s, t he
int er nal CMOC may be r equir ed t o answer t he phone when t he ext er nal
CMOC is not oper at ional.
4-60. Because of it s r ole as a clear inghouse for all CMO-r elat ed issues and a
meet ing place for nonmilit ar y par t ner s and par t icipant s in an oper at ion, t his
facilit y will r eceive much t r affic by t hose par t icipant s, as well as visibilit y
fr om local officials and t he media. The CMOC should be in a locat ion t hat
offer s convenient access t o t hose par t ner s and par t icipant s. The facilit y
should be lar ge enough t o accommodat e t he many funct ions per for med by t he
CMOC. The int er agency wor k and meet ing ar eas should also be clear ed of
classified and unclassified but sensit ive mat er ials.
FM 3-05.401
4-29
4-61. Ther e ar e inst ances when nonmilit ar y or ganizat ions cannot
par t icipat e in t he act ivit ies of t he CMOCs ment ioned above. Such inst ances
may occur dur ing fluid combat oper at ions, in nonper missive envir onment s, or
because of polit ical or cult ur al consider at ions. A mobile CMOC (Figur e 4-13)
may be r equir ed t o int er face wit h t hose or ganizat ions.
Figure 4-13. A Mobile CMOC
FM 3-05.401
4-30
4-62. A mobile CMOC might be a CAT-A oper at ing on foot (dismount ed) or
fr om a t eam HMMWV under t he cont r ol of a CAT-B. These CMOCs gener ally
conduct hast y assessment s and pass assessment r esult s t o t he higher -level
CMOC for incor por at ion int o post host ilit ies plans. A mobile CMOC may also
be a t ask-or ganized t eam of CA specialist s t hat t r avels on a set schedule
(cir cuit -r ider ar r angement ) t o visit civilian or ganizat ions or agencies
t hr oughout a specified r egion. When det ached fr om t he main CMOC t o
per for m such act ivit ies, t he CMOC is conduct ing echelon-based oper at ions.
CMOC FACILITY CONSIDERATIONS
4-63. The CMOC cannot fully depend on it s suppor t ed unit HQ t o pr ovide
t he facilit ies it r equir es t o oper at e efficient ly and effect ively. A CMOC should
be self-deployable and oper at ional using or ganic vehicles and equipment . The
or ganic vehicles and equipment must be compat ible wit h t hose of t he unit
wit h which t he par ent CA unit has a planning associat ion, t o include
cont ainer s expr ess (CONEXes) or t r ailer s, gener at or s, t ent s, and so on.
4-64. CA unit s should consider placing t heir CMOCs in t wo lar ge CONEXes
or t r ailer sone cont aining t he secur e equipment t hat will r emain wit hin t he
secur it y per imet er of t he suppor t ed unit HQ, and one cont aining t he
nonsecur e equipment for split oper at ions out side t he secur it y per imet er of
t he suppor t ed unit HQ. In addit ion, t he unit s should employ sever al
HMMWVs wit h t r ailer s t o t r anspor t CMOC soldier s and t heir per sonal
equipment , as well as t o per for m as mobile CMOCs.
4-65. Depending on t he envir onment , sit uat ion, and available exist ing
st r uct ur es, a CMOC can be est ablished in civilian t r ailer s or vehicles, a suit e
in an office building, a municipal EOC, or a separ at e building, such as a
st or efr ont or CIMIC house.
4-66. Whet her oper at ing fr om or ganic facilit ies or civilian st r uct ur es, t he
CMOC must cont ain sufficient space for wor k ar eas, meet ing ar eas, par king
ar eas, living quar t er s, br eak ar eas, and so on. It must pr ovide a healt hy and
safe envir onment for t he CMOC per sonnel (for example, pr oper vent ilat ion,
fir e pr ot ect ion, weat her pr ot ect ion, and sanit at ion).
4-67. Wher ever and whenever t he CMOC is est ablished, it is impor t ant t o
ident ify and publicize it s locat ion t o t he CMOC cust omer s in t er ms
under st andable t o t hem. For example, pr oviding a st r eet addr ess, building
name, facilit y mar kings, commonly known landmar k, or st r ip map is bet t er
t han pr oviding a univer sal t r ansver se mer cat or (UTM) gr id locat ion t o people
who do not use milit ar y maps.
CMOC SECURITY AND FORCE PROTECTION CONSIDERATIONS
4-68. Because of t he nat ur e of act ivit ies t hat occur at t he CMOC, t her e ar e
many physical, per sonnel, comput er secur it y, and cont inuit y of oper at ions
issues t o consider . Befor e init iat ing oper at ions, t he CMOC secur it y officer
conduct s a sit e and sit uat ion t hr eat and vulner abilit y assessment t o
det er mine CMOC secur it y r equir ement s. He consider s and advises t he CMOC
dir ect or on secur it y and for ce pr ot ect ion issues, such as
Defensibilit y (for example, fight ing posit ions, safe r ooms, mult iple
exit s, or shelt er ).
FM 3-05.401
4-31
Communicat ions wit h a quick r eact ion for ce (QRF).
24-hour access cont r ol syst ems and pr ocedur es (r est r ict ed ar eas,
r est r ict ed hour s, par king ar eas, bar r ier s, and secur it y in dept h).
Business hour access cont r ol syst ems and pr ocedur es (passes, met al
det ect or s, or escor t s).
Secur it y of vehicles and equipment dur ing meet ings.
Guidance for secur it y and for ce pr ot ect ion of visit or s and civilian
member s of t he t eam.
Coor dinat ion wit h local law enfor cement for
Pat r ols.
Full-t ime on-sit e secur it y pr esence (gat e secur it y).
Per iodic t hr eat updat es.
Backgr ound checks of full-t ime st aff member s, especially local hir es.
Alt er nat e power supply or unint er r upt ed power supply for comput er s
and communicat ions equipment .
Emergency dest ruct ion procedures for classified mat erials and equipment .
4-69. The secur it y manager may ext end t his assessment t o ar eas and
locat ions suppor t ed or fr equent ed by t he CMOC, such as HN and NGO
facilit ies. The sect ion on for ce pr ot ect ion in Chapt er 5 includes
specific t echniques.
CA MISSION PLANNING PROCESSES
4-70. Chapt er 2 illust rat ed t he fact t hat CA/CMO planners perfor m at various
levels of command and must be familiar wit h at least t wo different planning
pr ocesses. At t he joint level, planners must be familiar wit h J OPES. At all
Ar my levels down t o bat t alion, planner s must be familiar wit h t he MDMP.
4-71. Thr ee addit ional pr ocesses ar e cr it ical in planning and conduct ing CA
missions. These pr ocesses ar e discussed below.
4-72. S O operational planning, out lined in J P 3-05.2, J oint Tactics,
Techniques, and Procedures for S pecial Operations Targeting and Mission
Planning, pr ovides guidance for oper at ional-level joint and Ser vice HQ
conduct ing and suppor t ing joint special oper at ions. CA unit s, t eams, and
individuals use message for mat s t o communicat e CA mission t askings,
CONOPS, concept appr oval, MSRs, and oper at ion summar ies (OPSUMs)
bet ween t he var ious levels of CA HQ. Use of SO oper at ional planning ensur es
all aspect s of t he mission ar e pr oper ly analyzed and fully suppor t ed.
4-73. EMPRS is a communicat ions-based syst em t hat pr ovides commander s
t he capabilit y t o r eceive oper at ions and int elligence updat es in-flight , conduct
collabor at ive planning wit h HQ and for war d element s, and disseminat e and
r ehear se mission changes among t he combat for ces en r out e t o t he object ive
ar ea. CA t eams may be in t he posit ion of pr oviding infor mat ion fr om t he
object ive ar ea or suppor t ing t he for ces deploying on cont ingency oper at ions.
4-74. The TLP suppor t pr oblem solving at t he t act ical level. TLP ar e used at
company level and below.
FM 3-05.401
4-32
4-75. Appendix E cover s t he five planning pr ocesses in t he most logical or der
of employment by CA soldier s: J OPES, SO oper at ional planning, EMPRS,
MDMP, and TLP. The t echniques and pr ocedur es descr ibed in t he appendix
apply equally t o CA unit s, t eams, and individuals. They also apply acr oss t he
four t ypes of milit ar y act ionoffense, defense, st abilit y oper at ions, and
suppor t oper at ionsin joint , mult inat ional, and int er agency envir onment s.
COMMANDERS INTENT FOR CMO
4-76. The commander s int ent for CMO is a clear , concise st at ement of what
t he for ce must do t o achieve t he desir ed CMO end st at e. The st at ement
nor mally consist s of four t o five sent ences focusing on t he pur pose, key t asks,
and CMO end st at e:
Pur pose is not t he mission st at ement pur pose. It is a br oader pur pose
t hat looks beyond t he immediat e mission in t he cont ext of t he
over all oper at ion.
Key t asks r efer t o t hose t asks t hat must be per for med t o achieve t he
st at ed pur pose of t he oper at ion. They ar e not t ied t o any specific COA,
but ar e fundament al t o t he success of t he for ce. They pr ovide t he basis
for subor dinat es t o exer cise init iat ive when unant icipat ed oppor t unit ies
ar ise or when t he or iginal CONOPS no longer applies.
End st at e of CMO r efer s t o effect s t hat must be achieved or condit ions
t hat must be met t o achieve t he st at ed pur pose of t he oper at ion.
Ult imat ely, t he end st at e consist s of successful t r ansit ion of CMO t o an
indigenous civilian solut ion t hat is dur able and sust ainable.
DETERMINING CA PRIORITIES OF EFFORT
4-77. The focus of CA operat ions has it s foundat ion in U.S. nat ional policies and
object ives. The int eragency process at t he NSC and it s subordinat e commit t ees
refines t he CA mission focus for specific operat ions. CA mission focus is furt her
art iculat ed t hrough t he effort s of t he CA planning t eam at t he combat ant
command HQ and t ransmit t ed t hrough t he CA represent at ives of each
subsequent commander. At t he lower levels of command, changing priorit ies or
changing condit ions oft en muddle t he CA mission focus, which t ends t o result in
the phenomenon known as mission creep (discussed in Chapter 3).
4-78. As oper at ions pr ogress, CA/CMO planners oft en reach a point at which
t her e ar e conflict ing r equir ement s for CA asset s or t her e ar e mor e
requirement s for CA asset s t han t he number or t ype of CA asset s available. At
t his point , in consult at ion wit h t he suppor t ed commander , CA/CMO planner s
must designat e t he CA pr iorit y of effort (POE). Designat ing a CA POE enables
CA/CMO planners t o recommend COAs t hat support nat ional policies and
object ives more effect ively and efficient ly at t he oper at ional and t act ical levels.
The CA POE focuses CA act ivit ies and dict at es t ask or ganizat ion and allocat ion
of r esour ces. For most CA oper at ions, t her e ar e t hr ee pr ior it ies:
Facilit at e maneuver oper at ions.
Pr ovide HA.
Pr omot e legit imacy (of t he U.S. or t he HN).
FM 3-05.401
4-33
For ot her oper at ions, such as MOOTW, CA act ivit ies may be pr ior it ized as
Life-saving.
Life-sust aining.
Life-enhancing.
Wit hin pr ior it ized oper at ions, pr efer ence should be given t o pr oject s t hat offer
a combinat ion of low cost , shor t dur at ion, and high impact .
4-79. It is impor t ant for CA/CMO planner s t o consider t he capabilit ies and
usefulness of par t icular CA asset s. Facilit at ing maneuver oper at ions
pr imar ily r equir es t he suppor t of CA gener alist s on planning and t act ical
t eams. Pr oviding HA r equir es a combinat ion of CA gener alist s and CA
specialist s on planning t eams, t act ical t eams, and specialt y t eams. Pr omot ing
legit imacy of t he U.S. or t he HN pr imar ily r equir es t he exper t ise found on CA
specialt y t eams.
4-80. CA POEs will oft en differ fr om one oper at ion t o anot her . For example,
beginning in 1993, t he POE for CA suppor t t o J TF Br avo was t o pr omot e t he
legit imacy of t he Unit ed St at es and var ious HNs. The POE for CA suppor t ing
J TF 180, t he for ced ent r y opt ion of Oper at ion RESTORE DEMOCRACY (in
1994), was t o facilit at e maneuver oper at ions. The POE for CA in Oper at ion
SUPPORT HOPE in Zair e and Uganda, also in 1994, was t o pr ovide HA t o
t he massive number s of DCs fr om Rwanda.
4-81. CA POEs may also shift dur ing differ ent phases of t he same oper at ion.
For example, t he init ial CA pr ior it y in Hait i dur ing Oper at ion RESTORE
DEMOCRACY was t o facilit at e maneuver oper at ions dur ing t he ent r y phase.
(This goal was t o be accomplished pr imar ily by member s of t he 96t h CA
Bat t alion [A] and t he 450t h CA Bat t alion [A] suppor t ing t he planned for ced
ent r y of J TF 180. It was accomplished by ot her member s of t he 96t h CA
Bat t alion [A], t he 450t h CA Bat t alion [A], and 360t h CA Br igade [A] dur ing
t he per missive ent r y of J TF 190.) Once t he for ces wer e successfully lodged,
t he pr ior it y shift ed t o pr oviding HA. (This goal was accomplished init ially by
t he member s of t he 96t h CA Bat t alion [A], t he 450t h CA Bat t alion [A], and
360t h CA Br igade [A] unt il t he effor t t r ansit ioned t o follow-on CA for ces fr om
t he 352d CACOM.) When t he immediat e humanit ar ian needs wer e met , t he
CA focus shift ed t o pr omot ing t he legit imacy of t he HN Ar ist ide gover nment .
4-82. Examining DC planning may fur t her illust r at e POE shift s. The CA
planning t eam develops and implement s a plan for dealing wit h expect ed
r efugee flow. A clear ly st at ed CA POE would assist t he t eam in select ing a
mission-appr opr iat e COA, as follows:
If t he CA POE wer e t o facilit at e fr iendly maneuver oper at ions, t he
t eam might r ecommend a st ay put policy and develop civilian
collect ion point s which wer e well clear of maneuver axes and main
supply r out es.
If t he CA POE wer e t o pr ovide HA, t he t eam might r ecommend
employing U.S. milit ar y or ot her immediat ely available t r anspor t at ion
t o move HA supplies or int er nat ional or ganizat ion and NGO suppor t t o
t he affect ed gr oup.
FM 3-05.401
4-34
If t he CA POE wer e t o pr omot e HN legit imacy, t he t eam might
r ecommend wait ing for HN aut hor it ies and vehicles t o addr ess r efugee
flow issues, even if maneuver for ces might be hinder ed by t he
addit ional t r affic.
DETERMINING CMO MEASURES OF EFFECTIVENESS
4-83. MOEs r efer t o obser vable, usually quant ifiable, subject ive indicat or s
t hat an act ivit y is pr oceeding along a desir ed pat h. A commander uses MOEs
t o det er mine how well or how poor ly an oper at ion is pr oceeding in achieving
t he goals of t he oper at ion accor ding t o his mission st at ement . He also uses
MOEs t o ident ify effect ive st r at egies and t act ics and t o det er mine point s at
which t o shift r esour ces, t r ansit ion t o differ ent phases, or alt er or t er minat e
t he mission.
4-84. MOEs ar e a pr oduct of mission analysis. They differ for ever y mission
and for differ ent phases of a mission. As t he commander and his st aff ident ify
specified, implied, and crit ical t asks, t hey define what const it ut es successful
complet ion of each t ask. The commander and his st aff decide how t he MOE will
be ident ified, report ed, and validat ed. They det ermine what act ion will be t aken
when t he MOE is achieved, as well as cont ingency plans in case MOEs are not
achieved according t o t he or iginal plan. MOEs are not necessarily fixed,
however . They ar e oft en adjust ed as t he sit uat ion changes and higher -level
guidance develops.
4-85. CA/CMO planners begin t he pr ocess of det ermining CMO MOEs when
t hey develop t he civil-milit ary lines of oper at ion. These lines of oper at ion
normally follow t he six CA act ivit ies: FNS, PRC, HA, MCA, emer gency services,
and suppor t t o civil administ r at ion. Along each line of oper at ion, t he planner s
ident ify civil-milit ary object ives, civil decisive point s, and desired out comes of
t he civil decisive point s. They t hen det er mine CMO MOEs t o evaluat e t he
effect iveness of t hose out comes. Figur e 4-14 depict s an example of MOEs.
Figure 4-14. Sample Measures of Effectiveness
FM 3-05.401
4-35
4-86. In HA missions, t he UN High Commissioner on Refugees has
est ablished five basic cat egor ies of dat a, which ar e used as MOEs:
Mor t alit y r at e (cr ude and t hose under five year s of age).
Mor bidit y or disease r at e.
Nut r it ional st at us measur ed by height -weight st andar ds and mid-
upper ar m cir cumfer ence.
Public healt h act ivit ies as measur ed by immunizat ions, hospit al
at t endance, and feeding cent er at t endance.
Vit al sect or s, as measur ed by sanit at ion facilit ies, food dist r ibut ion,
and shelt er availabilit y. St andar ds have been pr epar ed for each of
t hese cat egor ies, which ser ve as a baseline for assessing t he cur r ent
sit uat ion in a given emer gency and t o gauge impr ovement s.
4-87. MOEs t o assess t he success of t he CA/CMO missions should be
designed wit h t he same consider at ions in mind as for any ot her t ypes of
missions. CA/CMO planner s should ensur e t hat MOEs ar e
Appropriate. MOEs should cor r elat e t o t he audience object ives. If t he
object ive is t o pr esent infor mat ion t o t hose out side t he command, MOEs
should be general and few in number; if t he object ive is t o assist on-scene
commander s, t hen MOEs should be more specific and det ailed.
Mission-related. MOEs must cor r elat e t o t he mission. If t he mission is
r elief, MOEs should help t he commander evaluat e impr ovement s in
living st andar ds, mor t alit y r at es, and ot her r elat ed ar eas. If t he
mission expands, so should MOEs. Planner s should t ailor MOEs t o
addr ess st r at egic, oper at ional, and t act ical levels.
Measurable. Quant it at ive MOEs r eflect r ealit y mor e accur at ely t han
qualit at ive or subject ive MOEs, and hence, ar e gener ally t he measur e
of choice when t he sit uat ion per mit s t heir use. When using qualit at ive
or subject ive MOEs, clear measur ement cr it er ia should be est ablished
and disseminat ed t o pr event mismeasur ement or misint er pr et at ion.
Numerically reasonable. MOEs should be limit ed t o t he minimum
r equir ed t o effect ively por t r ay t he r elief envir onment . Planner s should
avoid est ablishing excessive MOEs; t hey become unmanageable or
collect ion effor t s out weigh t he value.
S ensitive. MOEs should be sensit ive t o for ce per for mance and
accur at ely r eflect changes r elat ed t o joint for ce act ions. Ext r aneous
fact or s should not gr eat ly affect est ablished MOEs.
Useful. MOEs should det ect sit uat ion changes quickly enough t o enable
t he commander t o immediat ely and effect ively r espond.
4-88. In mult inat ional or mult iagency oper at ions, CA/CMO planner s should
coor dinat e MOEs wit h t hose of par t icipat ing nat ions and agencies. In some
cases, t hey may also collabor at e on how t he MOEs will be measur ed and
r epor t ed. For example, emer gency indicat or s commonly used by t he NGO
communit y can be used as a baseline for developing MOEs. The char t in
Table 4-1, page 4-36, is ext r act ed fr om UNHCRs Handbook for Emergencies,
S econd Edition.
FM 3-05.401
4-36
Table 4-1. Key Emergency Indicators
Normal rate among a settled population 0.3 to 0.5/10,000/day.
Emergency program under control <1/10,000/day.
Emergency program in serious trouble >1/10,000/day.
Emergency out of control >2/10,000/day.
Crude Mortality
Rate (CMR)
Major catastrophe >5/10,000/day.
Normal rate among a settled population 1.0/10,000/day.
Emergency program under control <2/10,000/day.
Emergency program in serious trouble >2/10,000/day.
Mortality Rate
Among Children
Under 5 Years Old
(U5MR)
Emergency out of control >4/10,000/day.
Minimum survival allocation 7 liters/person/day. Clean Water
Minimum maintenance allocation 15-20 liters/person/day.
Food Minimum food requirement for a
population totally dependent on food aid
2,100 kcal/person/day.
Nutrition Emergency level




>15% of the population under
five years old below 80% weight
for height.
or
>10% of the population under
five years old below 80% weight
for height together with
aggravating factors; for example,
epidemic of measles, crude
mortality rate > 1/10,000/day.
Measles Any reported cases. 10% or more not immunized in the 6 months-to-5 years
age group.
Respiratory
Infections
Any pattern of severe cases.
Diarrhea Any pattern of severe cases.
Protection from wind, rain, freezing temperatures, and direct sunlight are
minimum requirements.
Minimum shelter area 3.5 sq. m/person.
Appropriate
Shelter
Minimum total site area 30.0 sq. m/person.
Sanitation Lack of organized disposal of excreta and waste. Less than 1 latrine cubicle
per 100 persons.

FM 3-05.401
4-37
4-89. Using t his char t , planner s can cr eat e measur able MOEs, such as
Mor t alit y r at es in t he affect ed populat ion dr op below one per 1,000
per day.
The amount of clean wat er available t o each disast er vict im exceeds 7
lit er s per per son per day.
The amount of food act ually consumed by t he affect ed populace exceeds
2,100 kilocalor ies (kcal) per per son per day.
The shelt er ar ea available t o t he inhabit ant s of DC camps does not fall
below 3.5 squar e met er s per per son.
Incidence of disease in t he ar ea dr ops below 5 per cent of t he
affect ed populat ion.
4-90. Ot her useful sour ces of pot ent ial MOEs ar e
The Humanit ar ian Char t er and Minimum St andar ds in Disast er
Response cr eat ed by t he Spher e Pr oject wit h input fr om over 650
individuals fr om 228 or ganizat ions, including NGOs, t he Red
Cr oss/Red Cr escent Movement , academic inst it ut ions, t he UN, and
gover nment agencies. It is available at ht t p://www.spher epr oject .or g.
The USAID Field Oper at ions Guide for Disast er Assessment and
Response, available at ht t p://www.usaid.gov/hum_r esponse/ofda/fog/.
The collect ive br ainst or med ideas of specialist s in t he 16 funct ional
specialt ies; for example
J udicial syst ems st affed and oper at ing at pr ecr isis levels.
(International Law.)
Sust ainable, legit imat e government al processes are in place according
t o t he provisions of (named) agreement . (Public Administration.)
Enr ollment of st udent s in pr imar y and secondar y schools exceeds
98 per cent of school-age populat ion. (Public Education.)
The r at io of gener al pr act ice medical doct or s t o t he local populace
exceeds one per 1,000 individuals. (Public Health.)
The number of incident s of capit al cr imes falls below five per week.
(Public S afety.)
At least 80 percent of public services and privat e ent erprise have
access t o adequat e communicat ions services. (Public Communications.)
The capacit ies of indigenous t r anspor t at ion syst ems allow for t he
mobilit y of people and goods at a level t hat r educes r eliance on
milit ar y asset s t o zer o. (Transportation.)
The indigenous wor kfor ce of t he (named facilit y) demonst r at es t he
abilit y t o cor r ect syst em failur es wit hin 24 hour s. (Public Works
and Utilities.)
Indigenous capabilit ies in (named ar eas) pr ovide at least 75 per cent
of t he r esour ces r equir ed t o suppor t t he essent ial needs of t he
populace. (Civilian S upply.)
Unemployment in (named ar ea) is r educed t o 4 t o 8 per cent or
bet t er . (Economic Development.)
FM 3-05.401
4-38
NGO-suppor t ed syst em of food pr oduct ion, pr ocessing, st or age, and
dist r ibut ion in t he (named ar ea) r eaches a level t hat no longer
r equir es t he augment at ion of U.S. milit ar y r esour ces. (Food
and Agriculture.)
At least 90 per cent of t he populace has access t o accur at e and
t imely civil infor mat ion t hr ough var ious (indigenous and for eign)
media plat for ms. (Civil Information.)
80 percent of significant cult ur al pr oper t y and facilit ies are rest or ed
t o pr ehost ilit ies condit ions NLT (dat e). (Cultural Relations.)
HN aut hor it ies and local law enfor cement ar e or ganized,
r ehear sed, and r eady t o assume cont r ol of DC assembly ar eas in
(named ar ea) NLT (dat e) accor ding t o negot iat ed plans and
agr eement s. (Dislocated Civilians.)
The emer gency ser vices agencies of (named ar eas) demonst r at e t he
abilit y t o effect ively plan, r esour ce, and conduct a t ablet op exer cise
designed t o t r ain fir st r esponder s and emer gency management
per sonnel in t he execut ion of select ed por t ions of t he (named ar ea)
Emer gency Management Plan. (Emergency S ervices.)
The major indust r ies in (named ar ea) adopt r egulat ions and
guidelines designed t o r educe ident ified envir onment al degr adat ion
in t he ar ea. (Environmental Management.)
4-91. In addit ion t o deciding what t he MOEs ar e, CA/CMO planner s must
decide cer t ain aspect s about each one, such as
Who will obser ve t he MOE? (For example, t ask a specific individual
or t eam.)
When will t he MOE be obser ved? (Is t he MOE event -dr iven or t ime-
dr iven? How oft en will t he MOE be t est ed?)
How will t he MOE be obser ved? (What met hod will be used t o det ect
indicat or s? Dir ect obser vat ion or all-sour ce analysis?)
Where will t he obser vat ions be made? (For example, gr ound level, t he
CMOC, an all-sour ce analysis cent er , or some ot her locat ion.)
Who will appr ove and validat e achievement of t he MOE?
What act ions will be t aken when t he MOE is sat isfact or ily achieved?
By whom?
4-92. The t asks der ived fr om t he quest ions list ed above must be put int o t he
CA annex of t he OPORD. Addit ionally, CA/CMO planner s should consider
depict ing MOEs in a flowchar t , an act ivit y net wor k diagr am (AND), or bot h,
t o facilit at e t r acking MOEs dur ing t he evaluat e phase.
UNIFORM AND PERSONAL EQUIPMENT CONSIDERATIONS
4-93. Army Regulat ion (AR) 670-1, Wear and Appearance of Army Uniforms
and Insignia, pr escribes DA policy for pr oper wear and appearance of Army
ut ilit y, field, t raining, or combat uniforms and insignia and civilian clot hing, as
worn by officers and enlist ed personnel of t he Act ive Army and RC. In
oper at ions shor t of int ernat ional armed conflict , t he Deput y Chief of St aff, G-1,
FM 3-05.401
4-39
has t he aut hor it y t o appr ove except ions t o t he regulat ion t hat are consist ent
wit h cont rolling law and regulat ions. The pr oponent may delegat e t his
aut hor it y in wr it ing t o an individual wit hin t he pr oponent agency who holds
t he gr ade of colonel or above.
4-94. CA soldier s oper at e wor ldwide acr oss t he r ange of milit ar y oper at ions.
The unifor m wor n and per sonal it ems of equipment car r ied by CA soldier s
ar e influenced by envir onment al, oper at ional, and pr act ical fact or s:
Envir onment al fact or s include t er r ain, weat her , and climat e in t he AO.
The oper at ional envir onment can also be char act er ized as per missive,
semiper missive, and nonper missive. The degr ee of per missiveness may
var y wit hin t he t heat er or AO.
Oper at ional fact or s r ange fr om full-scale combat oper at ions t o low-
densit y secur it y cooper at ion missions. Oper at ional t asks var y fr om
st aff int egr at ion t o hands-on deliber at e assessment s t o pr oject
coor dinat ion and management .
Pr act ical fact or s include for ce pr ot ect ion issues, civil-milit ar y
r elat ionship management , and cr edibilit y management . These fact or s
do not always suppor t one anot her and ar e oft en mut ually exclusive.
4-95. Unifor m and equipment var iat ions r ange fr om seasonal unifor m wit h
full combat gear t o local civilian clot hing wit hout a per sonal weapon.
Somet imes t he class A, B, or for mal milit ar y unifor ms may be appr opr iat e
while, at ot her t imes, civilian business at t ir e may be r equir ed. Act ual unifor m
and equipment r equir ement s ar e nor mally dir ect ed by t he mission-t asking
agent . When aut hor ized t o var y fr om nor mal st andar ds, CA soldier s use t he
fact or s of METT-TC t o det er mine unifor m and equipment r equir ement s
appr opr iat e t o t he mission. Table 4-2, page 4-40, pr ovides a sample of t ypical
consider at ions when evaluat ing unifor m and equipment combinat ions.
PRODUCTS OF THE DECIDE PHASE
4-96. The decide phase is char act er ized by t he pr ocesses t hat develop and
analyze COAs and cr eat e plans and or der s. CA soldier s develop pr oduct s
t hr oughout t he decide phase t o facilit at e t he planning pr ocess, including
r equest s for infor mat ion (RFIs), MSRs, t he suppor t ed commander s int ent for
CMO, civilian named ar eas of int er est (NAIs) and t ar get ed ar eas of int er est
(TAIs), CCIR, t he CA unit mission st at ement , and r isk assessment s. The final
pr oduct s of t he decide phase include CA/CMO MOEs (including who, what ,
when, wher e, and how MOEs will be obser ved), TPFDD wor ksheet s,
synchr onizat ion mat r ixes, and t he CA annex t o a campaign plan, OPLAN,
CONPLAN, funct ional plan, suppor t ing plan, or OPORD. These pr oduct s help
or ient t he for ce t o cr eat ing a COE, which will begin in t he develop and det ect
phase. Examples of t hese pr oduct s ar e in Appendix C.
FM 3-05.401
4-40
Table 4-2. Uniform and Equipment Combinations
Uniform Pros Cons
Battle dress uniform
(BDU) complete with
combat equipment, to
include Kevlar, load-
bearing vest,
individual weapons,
and basic load.
Professional military
appearance.
High level of combat
readiness.
High level of force protection.
Greatly reduces the
possibility of fratricide.
Aids in dealing with
supported unit.
Aids in dealing with foreign
militaries.
Can make it difficult to
work with NGOs,
international organizations,
and some civilian agencies.
In some environments, can
present a more visible
target.
Makes it difficult to present
the local environment as
safe and secure to the local
populace.
BDU complete
without combat
equipment, with or
without concealed
weapon.
Professional military
appearance.
Greatly reduces the
possibility of fratricide.
Aids in dealing with
supported unit.
Aids in dealing with foreign
militaries.
Reduced level of combat
readiness.
Reduced level of force
protection.
Can make it difficult to
work with NGOs,
international organizations,
and some civilian agencies.
BDU complete
without specified
badges and insignia,
without combat
equipment, and with
or without concealed
weapon.
Aids in dealing with HN
military and civilian
population by addressing
local stereotypes and taboos.
Professional military
appearance.
Greatly reduces the
possibility of fratricide.
Reduced level of combat
readiness.
Reduced level of force
protection.
Can make it difficult to
work with NGOs,
international organizations,
and some civilian agencies.
In some environments, can
present a more visible
target.
Civilian clothes with
or without concealed
weapon.
Modified grooming
standards.
In some environments, can
increase level of force
protection.
Creates a lower profile.
Can make it easier to deal
with NGOs, international
organizations, and some
civilian agencies.
Greatly increases the
possibility of fratricide.
May present decreased
professional military
appearance.
Greatly reduced level of
combat readiness.
Can make it difficult to deal
with supported unit.
Can make it difficult to deal
with foreign militaries.
NOTE: All options listed in this table are available only in operations short of international armed
conflict. CA personnel are required to wear the BDU or other uniform in an active theater of
operations in international armed conflict.

5-1
Chapter 5
CA Methodology: Develop and Detect
The success of the Torch operation is critically dependent upon the
reactions of the authorities, inhabitants, and troops of North Africa.
With this in mind, General Eisenhower has on this staff a Civil
Administrative S ection to coordinate the civil and political matters in
immediate relation to the operation. He urgently requests that men
from the S tate Department be released to serve on this body.
Memo, GEN George C. Marshall for President Roosevelt,
3 September 1942,
Civil Affairs: Soldiers Become Governors
1964
OVERVIEW
5-1. Execut ion of t he CA plan is init iat ed dur ing t he develop and det ect
phase. This phase begins when CA element s ent er int o t he AO t o est ablish
r elat ionships, develop r appor t , and conduct deliber at e assessment s t o confir m
or deny t he plan. This phase is char act er ized by numer ous act ivit ies, such as
expanding t he CMOC t o facilit at e incr eased int er agency oper at ions;
conduct ing int er views, sur veys, and local meet ings; suppor t ing DC cont r ol
point s; monit or ing indigenous public infor mat ion pr ogr ams; making cont act
wit h key communicat or s; submit t ing per iodic CA/CMO r epor t s; and
managing a dat abase of oper at ion-specific infor mat ion.
5-2. CA act ivit ies and CMO develop t he civilian component of t he COP and
assist commander s in finalizing t heir COR t o t he act ual sit uat ion (as opposed
t o t he sit uat ion as it was under st ood dur ing pr eliminar y assessment s and
mission planning). They detect (confir m or deny) t he condit ions, st andar ds of
car e, and at t it udes, which ser ve t o eit her cancel or t r igger planned and
on-call CA act ivit ies and CMO br anches and sequels t o t he oper at ion. The
execut ion of t hese planned cont ingencies is t he subject of t he deliver phase.
5-3. The pr oduct s of t his st ep include cont inuous assessment s, r evised or
updat ed plans, for malized CMOC t er ms of r efer ence, and FRAG or der s. This
chapt er will focus on t he act ivit ies t hat suppor t and occur dur ing t he develop
and det ect phase.
CMOC (INTERAGENCY) OPERATIONS
5-4. The CMOC is nor mally est ablished ear ly in t he planning of an
oper at ion, t ypically dur ing t he decide phase. The CMOCs pur pose is t o
suppor t t he commander by pr oviding a for um in which t r ained soldier s and
civilian planner s analyze t he civilian component of an oper at ion, decide how
t o conduct init ial CA act ivit ies and CMO dur ing t he develop and det ect
phase, and begin t o synchr onize a COR in t he deliver phase.
FM 3-05.401
5-2
5-5. As t he oper at ion mat ur es, t he CMOC cont inues t o monit or t he civil
component of t he AO and expands, as necessar y, t o meet t he needs of t he
commander . Depending on t he sit uat ion and t he oper at ional level at which
t he CMOC is oper at ing, t he CMOC may r emain in place or it may deploy
for war d int o t he AO. If it deploys or r elocat es wit hin t he AO, CA soldier s
follow pr ocedur es t o est ablish t he CMOC as discussed in Chapt er 4.
MAINTAINING THE CMOC
5-6. As a coor dinat ion cent er , t he CMOC should be able t o execut e cer t ain
t asks, as necessar y. These t asks include t he following:
Develop CA annexes, CMO est imat es, and ar ea st udies and
assessment s.
Act as a clear inghouse for all civilian r equest s for suppor t fr om t he U.S.
milit ar y.
Act as a clear inghouse for all int er nat ional or ganizat ions, NGOs, U.S.
and ot her gover nment agencies oper at ing wit h and r equest ing suppor t
fr om t he U.S. milit ar y.
Request FNS fr om civilian or ganizat ions.
Or ganize out side agency suppor t t o r educe or eliminat e r edundancy
and t o synchr onize and pr ior it ize r elief effor t s.
Act as t he lead for CA act ivit ies and CMO t r ansit ion t o post host ilit y
oper at ions.
Recor d, ar chive, and duplicat e document at ion.
5-7. To accomplish t hese t asks, t he CMOC maint ains maps and char t s t hat
depict cur r ent and fut ur e CA act ivit ies and CMO. Map over lays cont ain
gr aphics depict ing t he cur r ent enemy and fr iendly sit uat ions; cur r ent and
planned DC oper at ions; t he st at us of ar t s, monument s, and ar chives; and
ot her det ails, as r equir ed. CA/CMO gr aphics ar e discussed lat er in t his
chapt er . Char t s should depict impor t ant ongoing r equir ement s such as wor k
r equest s, logist ic r equir ement s, DC st at ist ics, and SITREP infor mat ion.
(Appendix D pr ovides examples of CMOC st at us boar ds and r epor t for mat s.)
Addit ional it ems t hat may be useful in maint aining a CMOC include
Digit al video camer as.
Digit al camer as.
Digit al voice r ecor der s.
Digit al (high-definit ion) sat ellit e t elevision.
Videocasset t e player /r ecor der .
Document scanner s.
Copy machines.
OE-254 ant enna.
Light set .
Telephone answer ing machine.
Alt er nat e power supply.
FM 3-05.401
5-3
Volt age conver t er s.
Handheld met al det ect or (wand).
ID car d/pass-making equipment (camer a, car ds, laminat ion).
Typewr it er .
Megaphones.
But cher block easels.
Dr y-er ase boar ds.
St andar d office supplies.
Confer ence t able.
Field desks.
Field safes.
Foot locker s.
Pr epaid t elephone car ds.
Local pur chase aut hor it y.
Mailbox syst em.
REACHBACK REQUIREMENTS
5-8. Pr eliminar y assessment s ar e only as good as t he dat e of t he last
dat abase ent r y or t he last known dat a befor e deployment fr om home st at ion.
Infor mat ion on t he gr ound changes. Infor mat ion in t he r ear (CONUS) also
changes (follow-on unit st at us, nat ional-level policies, and decisions).
5-9. The effect iveness of t he CMOC depends significant ly on it s abilit y t o
exploit nonor ganic capabilit ies locat ed wit hin and out side t he t heat er . As t he
sit uat ion mat ur es and assessment s yield updat ed infor mat ion, t her e ar e
t imes when deployed CA t eams need t o gain access t o exist ing dat abases,
pr oduct s, and analyt ic exper t ise r esident in nat ional, joint , and Ser vice
r esour ces. This r equir ement ent ails a r eachback capabilit y.
In late J anuary and February of 1993, during Operation RES TORE
HOPE, CADS T 32 of Company C, 96th Civil Affairs Battalion
(Airborne), had met various groups of elders throughout the city of
Mogadishu to determine city district boundaries, district
demographics, and concerns. Noting there were some conflicting
claims to control over several of the districts, CADS T 32 met with a
political officer at the U.S . Liaison Office (US LO) in an attempt to
confirm the validity of the elders claims to district leadership. The
political officer informed the CA team that the DOS database for the
city was only current up to 1989, when the U.S . Embassy pulled out of
S omalia. That database was not in Mogadishu, but in Washington,
D.C. CADS T 32 had no way to query the database from S omalia. The
DOS , however, was using CADS T 32s Periodic CA Reports to build a
new database.
Notes of Team Leader, CADST 32,
1993
FM 3-05.401
5-4
5-10. CMOC per sonnel may need t o deconflict communicat ions wit h
ext er nal agencies t hr ough t he infor mat ion management officer (IMO) or t he
IO cell of t he suppor t ed unit HQ.
5-11. The IMO of t he suppor t ed unit HQ is usually r esponsible for managing
t he flow of infor mat ion t hr oughout t he for ce HQ. As t he RFI manager , t he
IMO is r esponsible for r eceiving and r out ing r equest s coming int o t he for ce
HQ and sending all official RFIs gener at ed wit h t he collabor at ive net wor ks of
t he for ce HQ t o t he appr opr iat e ext er nal agencies for r esolut ion.
5-12. IO planner s and oper at or s at t he suppor t ed unit HQ t heat er employ
r eachback t o IO planner s and oper at or s at t he J oint Infor mat ion Oper at ions
Cent er (J IOC), J oint War far e Analysis Cent er (J WAC), Defense Int elligence
Agency (DIA), Nat ional Imager y and Mapping Agency (NIMA), Nat ional
Secur it y Agency (NSA), and ot her s.
EXPANDING THE CMOC
5-13. As a vehicle for coor dinat ing int er agency oper at ions, t he CMOC should
be adapt able and capable of expanding it s suppor t t o par t icipat ing for eign
milit ar y or ganizat ions and U.S and for eign civilian or ganizat ions.
Repr esent at ives fr om nonmilit ar y or ganizat ions t hat can par t icipat e in
CMOC oper at ions come fr om such agencies as t he U.S. Count r y Team, UN,
USAID, local officials, HN agencies, and NGOs. Regar dless of manning and
or ganizat ion, t he CMOC should have sufficient per sonnel t o conduct
24-hour oper at ions.
5-14. As new member s join t he CMOC, t he dir ect or ensur es cer t ain
pr inciples of t he or ganizat ion ar e maint ained. These include
Common terminology. When agencies have slight ly differ ent meanings
for t er ms, confusion and inefficiency r esult . The dir ect or of t he CMOC
est ablishes t er minology t hat is under st ood by all member s of
t he CMOC.
Unity of command. Each per son in t he CMOC r epor t s t o only one
designat ed per son. All involved agencies cont r ibut e t o CMOC
oper at ions by
Det er mining over all object ives.
Planning joint ly for oper at ional act ivit ies while conduct ing
int egr at ed oper at ions.
Maximizing t he use of all available r esour ces.
A manageable span of control. Relat ed t o unit y of command is span of
cont rol. A manageable span of cont rol is t he number of individuals one
super visor can manage effect ively. The span of cont r ol for any super visor
falls wit hin t he range of t hree t o seven, wit h five being t he opt imum.
Consolidated plans. Consolidat ed plans descr ibe goals, oper at ional
object ives, and suppor t act ivit ies r equir ed t o meet t he common
object ives of t he var ious agencies. Whenever possible, t hese plans
should be wr it t en.
FM 3-05.401
5-5
A CMOC may sponsor var ious t ypes of meet ings, such as
Infor mat ion meet ings in which CMOC r epr esent at ives pr ovide
infor mat ion t o t he at t endees on t he secur it y envir onment (t ailor ed t o
nonmilit ar y oper at ions), st at us of r equest s for assist ance, and so on.
Coor dinat ion meet ings in which par t icipant s have decision-making
aut hor it y t o coor dinat e oper at ions and r esour ces for t heir
par t icular agency.
Negot iat ion meet ings in which CMOC r epr esent at ives mediat e
discussions and agr eement s bet ween opposing par t ies.
Infor mat ion-shar ing meet ings in which par t icipant s mer ely gat her in
an unst r uct ur ed at mospher e t o discuss issues of t heir own int er est wit h
t heir count er par t s and cont empor ar ies. (NOTE: These ar e oft en t he
most pr oduct ive of all and may occur aft er mor e st r uct ur ed meet ings.)
5-15. Figur e 5-1, pages 5-5 t hr ough 5-9, out lines t he t ypical meet ings
sponsor ed or at t ended by CA soldier s of t he Task For ce 2-327 (KFOR 2B) S-5
in Kosovo. Mor e infor mat ion on conduct ing meet ings and r eaching
agr eement s is found lat er in t his chapt er .
Daily Activities
0900 Daily Scrimmage with Tactical Support Team-7 (TST-7): Conducted
every morning at the Vitina CMOC, inside the UN Building. The purpose of
this meeting is to discuss issues and concerns with daily CA operations.
This meeting is sometimes conducted at close of business (COB) of the
day prior, if time permits.
1030 Targeting Meeting: Held in the Task Force (TF) Planning Room. The TF
Executive Officer (XO) runs this daily Targeting Meeting. The purpose of
the meeting is to identify future targets and identify assets against those
targets through tasking or future operations.
2000 Commanders Update: Held in the TF TOC. The purpose of this
meeting is for the TF CDR to receive a daily staff update by all staff and
special staff. S-5 follows the engineer and precedes the signal officer
(S-6). Issues briefed are
Significant events of the past 24 hours.
Planned events for the next 24 hours.
Other concerns (cancellation of meetings, future holidays, and
cultural significant activities).
Feedback on issues or concerns from previous update.
Weekly Activities
Sunday Vitina AOR Information Operations Meeting: Held every Sunday at
1200 hours in the TF Plans Room. The purpose of this meeting is to
discuss IO inside the Vitina AOR. Respective IO operators present
issues or concerns to the TF CDR for review and approval.
Figure 5-1. Typical Meetings Sponsored or Attended by CA Soldiers
of the Task Force 2-327 (KFOR 2B) S-5 in Kosovo
FM 3-05.401
5-6
Monday Vitina Town Hall Meeting: Held every Monday at 1400 hours (1500
hours in the summer during daylight savings) at the Vitina Orthodox
Church. The company commander for Vitina Town conducts this meeting
for the K-Serbs; this includes all Serb enclaves in Vitina and can include
Binac. This is a company-level meeting, and the company can resolve
most of the issues brought up at this meeting. Some special
appearances by the S-5 or TST may be necessary for special issues;
Company CMO officer may request their presence.
Radio Iliria Weekly Meeting: Conducted at any convenient time, based
on Mondays morning scrimmage with the TST at the Radio Iliria Studio.
This is an informal meeting conducted by the S-5 with the director of the
radio station in Vitina. This meeting is to coordinate with the radio station
staff and ensure the host of the radio show and the TF CDR are
prepared for the possible issues that may be raised.
Tuesday Joint Security Council (JSC) Meeting: Held every Tuesday at 1000
hours in the UN Mission in Kosovo (UNMIK) Police Station Conference
Room. The purpose of this meeting is for the key organizations, along
with representatives from the community, to have an opportunity to
specifically address security concerns to the TF CDR.
UNMIK Infrastructure Meeting: Held every Tuesday at 1000 hours at the
UNMIK Municipality Building in Vitina. The purpose of this meeting is to
gather all infrastructure-related companies in one room and to coordinate
their efforts to promote efficiency. In addition, these companies can
inform KFOR and UNMIK of any issues that can be resolved early to
prevent potential emergency situations.
KFOR Radio Hour: This radio show begins at 1700 hours and lasts until
1800 hours every Tuesday evening at the radio station studio in Vitina.
This show is the primary means of conveying Task Force Falcons (TFF)
IO Talking Points or other issues raised from the radio station meeting
conducted by the S-5 and the director, normally done on Mondays. Here,
the TF CDR has the opportunity to talk and address the people of Vitina
Municipality.
Wednesday Serb Mayors Meeting: Held every Wednesday at 1100 hours in the UN
Local Community Office in Vrbovac, across from the Vrbovac School.
The purpose of this meeting is to gather all six K-Serb mayors in one
room to discuss and resolve their issues.
IO Working Group (IOWG) Meeting: Held every Wednesday at 1130
hours in the Battle Update Briefing (BUB) Conference Room in the TFF
TOC. The purpose of this meeting is to gather all IO officers from every
maneuver unit and supporting units and discuss the IO Execution Matrix
and the IO Targeting Synchronization Matrix (TSM).
Figure 5-1. Typical Meetings Sponsored or Attended by CA Soldiers
of the Task Force 2-327 (KFOR 2B) S-5 in Kosovo (Continued)


FM 3-05.401
5-7
Klokot Town Hall Meeting: Held at 1830 hours every Wednesday, or at
the CDRs discretion, at the Klokot School in the middle of town. The
purpose of this meeting is to promote discussion among the people of
Klokot and provide KFOR security assistance as needed. This meeting is
similar to the Vitina Town Hall meeting on Mondays, although it is a
different company AOR. This is a company-level meeting; the company
CMO can request S-5 presence.
Thursday Slatina Town Hall Meeting: Held at 1830 hours every Thursday at the
Slatina School. The purpose of this meeting is to promote discussion with
the people of Donja Slatina and Gornja Slatina and identify security or
other-than-security needs. The liaison/coordination elements (LCEs) for
the United Arab Emirates (UAE) run this meeting and it occurs at their
discretion. The agenda and participants are similar to all other town hall
meetings except that this meeting is in the UAE AOR. The TST normally
always attends this meeting because it is the main means of maintaining
contact with the people of Slatina. This is a company-level meeting and
UAE can request S-5 participation.
Friday Four Pillars Meeting: Held every Friday at 1200 hours, beginning in the No
Slack dining facility (DFAC) in Vitina and then moving into the TF
Conference Room at 12451300 hours after everyone has eaten lunch. The
purpose of this meeting is to gather representatives from each of the Four
Pillars to discuss and resolve issues. The Four Pillars are
Pillar OneUNHCR.
Pillar TwoUNMIK Municipal Assembly (MA).
Pillar ThreeOrganization for Security Cooperation in Europe
(OSCE).
Pillar FourKosovo Development Group (KDG).
Pozaranje Town Hall Meeting: Held at 1830 every Friday at the
Pozaranje Primary School off of Route Stag. The purpose of this meeting
is to promote discussion with the people of Pozaranje and to identify
security or other-than-security needs. The LCEs for the UAE run this
meeting and it occurs at their discretion. The agenda and participants are
similar to all other town hall meetings except that this meeting is in the
UAE AOR. The TST normally always attends this meeting because it is
the main means of maintaining contact with the people of Pozaranje. This
is a company-level meeting and UAE can request S-5 participation.
Radivojce/Devaje Town Hall Meeting: Held at 1830 every Friday at the
Radivojce Primary School. The purpose of this meeting is to promote
discussion with the people of Radivojce/Devaje and to identify security or
other-than-security needs. The Mortar Platoon Leader (PL) attached to B
Battery runs this meeting, and it occurs at his discretion. The agenda and
participants are similar to all other town hall meetings.
This is a company-level meeting and the Mortar PL can request S-5 or
TST participation.
Figure 5-1. Typical Meetings Sponsored or Attended by CA Soldiers
of the Task Force 2-327 (KFOR 2B) S-5 in Kosovo (Continued)
FM 3-05.401
5-8
Saturday Lidhja Demokraticke e Kosoves (LDK) (Democratic League of
Kosovo) Mayors Meeting: Held every Saturday at 1000 hours at the
Political Party Headquarters in Vitina across from the UN Municipality
Building. The purpose of this meeting is for political leaders of LDK
throughout the municipality to discuss issues and concerns relating to
their respective villages. UNMIK does not acknowledge or sanction this
meeting. KFOR is regularly invited to address HA concerns.
Company CMO Officers Meeting: Held every Saturday at 1100 hours at
Camp Bondsteel (CBS). The purpose of this meeting is to gather all
company CMO officers and inform, disseminate, and report information
back and forth with the S-5 and TST. The TST normally coordinates a
room on CBS for all company CMO officers to meet. This meeting is
flexible and may be held at the TF Conference Room when a room at
CBS is not available.
Biweekly Activities
NGO Meeting: Held every other Wednesday at 1000 hours at the UNMIK
Police Station Conference Room. The purpose of this meeting is to
gather all NGOs that are operating in the Vitina Municipality and attempt
to coordinate their efforts.
Command and Staff (C&S) Meeting: Held every other Saturday at 1800
hours in the TF Conference Room. C&S meeting is run IAW Bn SOP.
The C&S meeting is a PowerPoint presentation and the slides are
normally due to the S-1 by close of business Friday prior to the C&S.
Normally, the issues raised to the company CDRs are
Overall HA activities.
Company CMO activities as they are reported to the S-5 in the
weekly CMO meeting on Saturdays.
Talking point issues developed by the Bitina AOR IO meeting and
the IOWG.
Municipal Assembly Meetings: Normally occur bimonthly. In December
2000, three assembly meetings were scheduled and executed. They are
scheduled as needed, with a minimum of 10 meetings during the year.
OSCE has produced guidelines and procedures and is actively observing
municipality progress. Currently, the assembly meetings have been
unorganized, unproductive, and verbose.
Monthly Activities
Political Leaders Meeting with the TF CDR: Held as needed, at the
discretion of the TF CDR, and coordinated by the S-5. This meeting is
essential to the relationships between the TF CDR and the political
leadership. This meeting is very effective in passing pertinent information
to the leadership, gathering information on substantial issues in the
municipality, and to overall better the working relationship of KFOR with
the local populace.
Figure 5-1. Typical Meetings Sponsored or Attended by CA Soldiers
of the Task Force 2-327 (KFOR 2B) S-5 in Kosovo (Continued)


FM 3-05.401
5-9
Humanitarian Assistance Review Board (HARB): Planned and
executed by TFF, the purpose of the board is to process the HA
nominations prepared by the units of TFF. The HARB is chaired by the
TFF CDR. It is normally conducted monthly.
Civil-Military Operations Staff Officer (S-5) Standard Operating
Procedure for Kosovo Force (KFOR) Mission Two Bravo,
14 January 2001
Figure 5-1. Typical Meetings Sponsored or Attended by CA Soldiers
of the Task Force 2-327 (KFOR 2B) S-5 in Kosovo (Continued)
DELIBERATE ASSESSMENTS
5-16. Assessment s ar e par t of t he cont inuous IPB pr ocess and pr ovide t he
commander wit h cr it ical infor mat ion r equir ed for making decisions r egar ding
mission t asks, t ask or ganizat ion, and allocat ion of r esour ces. As not ed in
Chapt er 3, CA soldier s conduct t wo t ypes of assessment s: t he pr eliminar y
assessment (conduct ed dur ing t he assess phase) and t he deliber at e
assessment (conduct ed dur ing t he develop and det ect phase).
5-17. Deliber at e assessment s ar e nor mally t asked dur ing t he decide phase
t o appr opr iat e element s t hat will be in a posit ion t o sat isfy infor mat ion
shor t falls. Deliber at e assessment s can also be dir ect ed for emer gencies, single
issues, or special sit uat ions, such as a damage assessment incident t o a claim.
Element s may be t ask-or ganized for each deliber at e assessment mission.
5-18. The deliber at e assessment consist s of t wo phases: t he init ial
assessment , conduct ed upon ent r y int o t he designat ed AO, and t he sur vey,
which is mor e det ailed.
5-19. While conduct ing init ial assessment s and sur veys, CA soldier s obt ain
infor mat ion by conduct ing dir ect obser vat ion, using checklist s, and
int er viewing civilians in var ious set t ings. Gat her ing infor mat ion should not
be a haphazar d pr ocess. As wit h all milit ar y missions, t his t ask r equir es a
well-for med, pr act ical plan. The basic st eps of t his plan include t he following:
Det er mine what infor mat ion t o gat her .
Det er mine t he most likely sour ce (per son, place, event , r efer ence) fr om
which t o obt ain t he infor mat ion.
Pr epar e a list of quest ions for t he sour ce t hat suppor t s t he
infor mat ion r equir ement s.
Engage t he sour ce (r esear ch r efer ences, obser ve act ivit ies, and
int er view individuals).
Compile t he r esult s obt ained in st ep above.
Repor t t he r esult s accor ding t o unit SOP.
5-20. Ever y assessment must cont ain well-defined geogr aphical boundar ies
and t imefr ames wit hin which t he assessment is valid. As mer e snapshot s in
t ime, assessment s and sur veys must be updat ed as oft en as necessar y t o
r emain cur r ent .
FM 3-05.401
5-10
INITIAL ASSESSMENT
5-21. The init ial assessment is conduct ed upon ent r y int o t he designat ed
AO. The object ives or focus of t he init ial assessment should be br oad yet
manageable; for example, assess gener al condit ions of t he AO in t he ar eas of
public healt h, public safet y, public wor ks and ut ilit ies, civil infor mat ion, and
emer gency ser vices. CA t eams conduct ing init ial assessment s must be awar e
of t he secur it y sit uat ion at all t imes.
5-22. Dur ing t he init ial assessment , t he CA t eam t akes a cur sor y look at t he
condit ions of t he ar ea as dir ect ed by t he mission st at ement . Using t he CA
ar ea assessment for mat found in FM 41-10 and t he pr inciples of METT-TC
for analyzing a sit uat ion, t he CA t eam visit s locat ions t hat will most likely
pr ovide t he infor mat ion it has been dir ect ed t o find. Sour ces of per t inent
infor mat ion include municipal gover nment and public safet y offices,
hospit als, medical clinics, feed cent er s, and HN, UN, and NGO r elief sit es.
5-23. Pr oduct s of t he init ial assessment include SITREPs, spot r epor t s, and
r equest s for assist ance. The findings of an init ial assessment may lead t o
r efined mission st at ement s or r eallocat ion of for ces and r esour ces. The Hast y
Village Assessment sheet in Figur e 5-2, page 5-11, shows t he t ype of
infor mat ion t hat can be obt ained dur ing an init ial assessment .
SURVEY
5-24. The sur vey is conduct ed as t ime and cir cumst ances per mit . The sur vey
can be consider ed a det ailed assessment in which t he object of t he assessment
is examined car efully, as dur ing an inspect ion or invest igat ion. The object ives
or focus of t he sur vey should be well-defined; for example, assess t he abilit y
of all municipalit ies in t he AO t o per for m gover nment funct ions effect ively,
or , assess t he needs of Town X t o sust ain t he populace for t he next 72 hour s.
CA t eams conduct ing sur veys must be awar e of t he secur it y sit uat ion
at all t imes.
5-25. Dur ing t he sur vey, t he CA t eam uses det ailed checklist s t o ensur e all
aspect s of t he ar ea ar e scr ut inized appr opr iat ely, as dir ect ed by t he mission
st at ement . Using t he CA Ar ea Assessment For mat , t he pr inciples of METT-
TC, and object ive-specific quest ions pr epar ed by t he assessment t eam, t he CA
t eam visit s locat ions t hat will most likely pr ovide t he infor mat ion it has been
dir ect ed t o find. Sour ces of per t inent infor mat ion include cler gy, major
pr ivat e indust r y, for eign embassies, and mult inat ional cor por at ions.
5-26. Pr oduct s of t he sur vey include updat ed SITREPs t hat por t r ay act ual
condit ions, pr oject nominat ions, and int er im or final r epor t s validat ing t he
st at us of pr oject s. The findings of a sur vey may lead t o r efined mission
st at ement s or r eallocat ion of for ces and r esour ces.








FM 3-05.401
5-11
IMMEDIATE VILLAGE ASSESSMENT HQ, JTF
Report Header 1.
Originating
Unit
Date-Time Group Name of Locality Grid Reference (UTM)

2. Shelter Survey:
Occupancy of
shelter and
houses.
Most houses
occupied.
Approximately half of
the houses occupied.
Most houses empty.

3. Shelter Survey:
Condition of
shelter and
houses
occupied by
population.
Category 1 Category 2 Category 3 Category 4 Category 5

No action
required.
Long-term action by
locals/externals required.
Immediate action by
locals/externals required.
Category 1
Not
damaged.

Category 2
Broken windows,
door locks and
hinges, roof tiles;
cut off from
electricity and
water; can be
repaired.
Category 3
Up to 30% roof
damage, light
shelling or bullet
impact on walls,
partial fire
damage.
Category 4
Over 30% roof
damage, severe fire
damage, doors and
windows destroyed,
all piping and wiring
destroyed.
Category 5
Destroyed, cannot
be repaired,
reconstruction
required.

4. Basic needs
of the
population.
Food Stores/
Market Open
Yes No
Water Supply Available
Adequate Inadequate
Electricity Available
Yes No Intermittent


5. Local
authorities.
Local Police Seen
Yes No
Paramilitary Seen
Yes No
Signs of Local Authorities
Seen (Town Hall)
Yes No

Figure 5-2. Hasty Village Assessment Sheet
FM 3-05.401
5-12
CIVILIAN INTERVIEW TECHNIQUES
5-27. CA soldier s conduct int er views t o gat her infor mat ion in suppor t of
hast y or det ailed assessment s. In some cases, t he int er viewer knows t he
int er viewee in advance. In ot her cases, t he int er viewer must seek out
int er viewees based on t he posit ion t hey hold in t he communit y or t he
knowledge t hey may have on a subject ar ea. This sect ion descr ibes t echniques
for planning and conduct ing int er views in bot h cases.
5-28. The int er view pr ocess consist s of t hr ee dist inct phases: t he
pr epar at or y phase, t he int er view phase, and t he post int er view phase. These
phases ar e discussed in t he following par agr aphs.
PREPARATORY PHASE
5-29. A successful int er view begins wit h pr oper pr epar at ion. Dur ing t he
pr epar at or y phase, t he int er viewer follows a pr ocess designed t o maximize
his knowledge of t he subject mat t er , facilit at e act ions dur ing t he int er view
phase, and fost er a r elat ionship wit h t he int er viewee t hat will allow fut ur e
cont act wit h t he int er viewee, if r equir ed. Specifically, t he CA soldier will
Ident ify CCIR. CCIR ar e infor mat ion r equir ed by t he commander t hat
dir ect ly affect s his decisions and dict at es t he successful execut ion of
oper at ional or t act ical oper at ions. CCIR r esult in t he gener at ion of
t hr ee t ypes of infor mat ion r equir ement s:
Priority intelligence requirements (PIR): Those int elligence
r equir ement s for which a commander has an ant icipat ed and st at ed
pr ior it y in his t ask of planning and decision making.
Essential elements of friendly information (EEFI): Cr it ical aspect s
of a fr iendly oper at ion t hat , if known by t he enemy, would
subsequent ly compr omise, lead t o failur e, or limit success of t he
oper at ion, and t her efor e must be pr ot ect ed fr om enemy det ect ion.
Friendly force information requirements (FFIR): Infor mat ion t he
commander and st aff need about t he for ces available for t he
oper at ion. FFIR include per sonnel, maint enance, supply, ammu-
nit ion, POL st at us, and exper ience and leader ship capabilit ies.
NOTE: CA assessment s ar e nor mally or ient ed on t he CA/CMO PIR
and FFIR.
Ident ify pot ent ial sour ces and int er viewees who can answer t he
CA/CMO PIR, EEFI, and FFIR. A t hor ough METT-TC analysis will
yield a list of t he var ious cat egor ies of civilians a CA t eam may
encount er in t he AO. Some cat egor ies of civilians lend t hemselves t o
answer ing cer t ain PIR or FFIR bet t er t han ot her s. The int er viewer
should r ecognize t hat t her e may be differ ent and conflict ing point s of
view among int er viewees. Accor dingly, validat ion t hr ough mult iple
sour ces, people, hist or y, and r ecor ds is cr it ical. Table 5-1, page 5-13,
pr ovides examples of PIR, EEFI, and FFIR.
FM 3-05.401
5-13
Table 5-1. Examples of CA/CMO PIR, EEFI, and FFIR
PIR Potential Sources
1. Who are the key personnel in the AO, to
include political officials, business
leaders, and criminal figures?
Municipal Leaders, Chamber of Commerce,
Police and Prison Officials
2. What capabilities does the local
populace have to sustain and protect
itself in the areas of public health, public
safety, public works and utilities, civil
information, and emergency services?
Public Health Officials, Public Safety Officials,
Emergency Management Director, Public
Information Officer
3. How many civilians intend to evacuate
and how many intend to stay put in the
event hostilities get close to populated
areas?
Local Community Leaders, Religious
Leaders, Emergency Management Director,
Public Safety Officials
EEFI Potential Sources
1. What are the shortcomings of the force
in terms of HNS requirements, medical
supplies, and other logistics issues?
U.S. Forces, CSS Units of Allied/Coalition
Forces
2. What force protection measures are
currently in place? (This should include
security measures employed by
participating civilian agencies.)
Commander, G/S-3, NGO Representatives,
UN Representatives
FFIR Potential Sources
1. What military resources are available for
CMO, and what are their priorities?
CSS Units of U.S. Forces, CSS Units of
Allied/Coalition Forces
2. What NGOs are in the area, and what
are their capabilities, mandates, and
priorities?
NGO Representatives, UN Representatives,
Local Community Leaders
Conduct backgr ound r esear ch. This r esear ch is accomplished t hr ough a
r eview of ar ea st udies, cur r ent ar ea assessment s, and maps of t he ar ea.
The int er viewer r eviews t hese document s t o ident ify wher e t o find
pot ent ial sour ces (for example, names and addr esses), under st and
pr evious condit ions, and ident ify t he pot ent ial for conflict ing point s of
view. He also r eviews cult ur al it ems, such as cust oms, t r adit ions, and
local idioms t o minimize t he chance of offending int er viewees.

FM 3-05.401
5-14
Pr epar e quest ions for each int er viewee t hat suppor t t he CA/CMO PIR
and FFIR. Pr epar ing quest ions in advance mit igat es t he need t o t hink
of quest ions on t he spot , which is ext r emely helpful when t ime is shor t
or when t he int er viewer encount er s a pot ent ial sour ce in an
unexpect ed manner . Doing so also demonst r at es t o t he int er viewee
t hat t he int er viewer is pr ofessional and pr epar ed. The int er viewer
should consider t he following:
While some quest ions may be asked of all int er viewees, ot her
quest ions should be r eser ved for specific cat egor ies of int er viewees
based on t heir specialt y, exper t ise, or knowledge.
The int er viewer should include t he following t wo quest ions on ever y
list : (1) Is t her e anyt hing else you can t ell me about t he subject t hat
I may have failed t o ask? and (2) Whom else should I cont act t o
obt ain addit ional infor mat ion?
Cont act t he int er viewee. The int er viewer should ar r ange t o meet t he
int er viewee at a mut ually convenient t ime and locat ion. Depending on
condit ions in t he ar ea, t his cont act may be made by t elephone, mail,
E-mail, or r unner . (NOTE: In most cult ur es, init ial int er viewing by any
means ot her t han face-t o-face is consider ed discour t eous. Ther efor e, if
t he int er view must be by t elephone or E-mail, an apology is r equir ed.)
The unannounced visit is less desir able under some condit ions but may
be t he only means of cont act ing individuals under ot her condit ions. In
ext r eme cases, t he CA soldier may cont act pot ent ial int er viewees by
seeking t he most likely place a sour ce would be locat ed (a chur ch,
hospit al, or municipal building) and asking t o see t he individual who
best fit s t he desir ed cat egor y (r eligious leader , public healt h official, or
polit ical leader ).
Ar r ange for int er pr et er suppor t , if needed. Int er pr et er s ar e a necessit y
in CA oper at ions, especially when oper at ing in an envir onment of
obscur e languages. Appendix F discusses t he use of int er pr et er s.
Consider a separ at e not et aker . A useful t echnique is t o employ a
separ at e individual t o t ake not es dur ing t he int er view. This individual
should be someone ot her t han t he int er viewer and t he int er pr et er , as
t hese individuals must focus on t he answer s, t one of voice, and body
language of t he int er viewee.
Gat her suppor t ing mat er ials and equipment . Whet her conduct ing
int er views in a comfor t able set t ing or on t he st r eet , t he following
it ems may be useful:
Pen and paper .
Recor ding devices (opt ional), such as audiot ape, video camer a, st ill
camer a wit h ext r a bat t er ies, film, and casset t es.
Quest ion list .
Suppor t ing maps, phot os, and char t s, as appr opr iat e.
Ar r ange for secur it y. The secur it y t eam maint ains wat ch for t hr eat s t o
t he int er viewer or int er view t eam and ser ves as addit ional obser ver s of
t he behavior of int er viewees and passer sby.
FM 3-05.401
5-15
Rehear se. Rehear sals accomplish sever al goals. By r ehear sing t he
int er view, t he int er viewer t est s cont ent and deliver y of t he quest ions,
ensur es t hat t he int er pr et er , not et aker , and secur it y per sonnel know
and under st and t heir r oles, and ensur es t hat t he equipment funct ions
pr oper ly. A well-conduct ed r ehear sal incr eases t he likelihood of a
pr ofessionally conduct ed int er view.
INTERVIEW PHASE
5-30. An int er view may t ake place under var ying condit ions or
envir onment s. The int er viewer should st r ive t o conduct t he int er view in t he
best condit ions possible, but he must r emain flexible and focused enough t o
obt ain infor mat ion in any sit uat ion. He must also act in a manner t hat
facilit at es appr oaching t he int er viewee as a sour ce of addit ional infor mat ion
at some fut ur e t ime. The following t echniques apply t o ever y int er view. The
int er viewer should
Set t he pr oper at mospher e by doing t he following:
Schedule t he int er view meet ing at a mut ually convenient t ime t o
avoid dist r act ions or int er r upt ions.
Allocat e sufficient t imewhole mor ning or aft er noon sessions
ver sus sever al shor t er per iods, if possible.
Coor dinat e for a quiet locat ion, if r ecor dinga quiet office or r oom
or under a t r ee away fr om big cr owds.
Relax and put t he int er viewee at easegr ound field gear if secur it y
condit ions allow, pr ovide r efr eshment s if possible, or accept
r efr eshment s if offer ed.
Explain t he over all pur pose of t he int er view and how t he session
will be conduct ed; explain t hat quest ions and follow-up quest ions
will be asked.
Explain t he r ole of each t eam member , if employing an int er view
t eam consist ing of t wo or mor e individuals (for example,
int er viewer , int er pr et er , not et aker ), t o avoid t he impr ession t hat
t he t eam will gang up on t he int er viewee.
Remind t he int er viewee t hat t her e is no r ush t o answer just
because t he r ecor der is r unning; ensur e t he r ecor der is pr oper ly set
up and is funct ional by t est ing it in advance.
Conduct t he int er view as follows:
Be confident . Thr ough pr epar at ion and backgr ound r esear ch, t he
mat er ial t o be cover ed should be familiar .
Maint ain cont r ol of t he int er view. The int er viewer should t r y t o
pace t he session so t hat sufficient t ime is given t o ask all of t he
quest ions and get t he infor mat ion want ed fr om t he int er view.
Avoid asking leading quest ions, but phr ase quer ies t o elicit det ailed
r esponses. An example of a leading quest ion is: Is it t r ue t hat your
family or village is suffer ing fr om a lack of access t o food, wat er ,
secur it y, and healt h car e? A bet t er phr asing of t he quest ion might
be: What immediat e concer ns do you have for your family or
FM 3-05.401
5-16
village? This facilit at es follow-up quest ions like: To what do you
at t r ibut e t his lack of access t o food, wat er , secur it y, and healt h
car e? This met hod should pr ovide a wealt h of det ailed infor mat ion.
Ask dir ect quest ions t o avoid ambiguit y. Dir ect quest ions give t he
int er viewee a st ar t ing point ar ound which t o or ganize a r esponse.
Ask follow-up quest ions. The int er viewer should be car eful not t o
confr ont t he int er viewee in a manner t hat challenges his int egr it y.
A fr equent ly successful appr oach is t o acknowledge some confusion
befor e asking addit ional quest ions.
Take not es. Int er view not es ar e useful for indicat ing when follow-
up quest ions ar e needed, for or ganizing ones t hought s, and for
pr epar ing a pr eliminar y list of it ems r equir ing ver ificat ion. The
int er viewer should t r y not t o be dist r act ed or dist r act ing when
t aking not es; it is oft en helpful if someone ot her t han t he
int er viewer t akes not es.
Have t he int er viewee explain t he meaning of any unfamiliar t er ms,
as well as pr ovide addit ional infor mat ion on unfamiliar subject s or
individuals ment ioned dur ing t he int er view. The int er viewer
should ask t he int er viewee t o pr ovide pr oper spellings and dr aw
diagr ams, if possible.
Do not int er r upt t he int er viewee in t he middle of an answer . The
int er viewer must be r espect ful, cour t eous, and at t ent ive.
Do not be afr aid of silence. A pause may signify t hat t he
int er viewee is t hinking of addit ional infor mat ion t hat could be lost
if t he int er viewer is t oo quick wit h t he next quest ion.
If t he discussion digr esses fr om t he subject , r et ur n t o t he int er view
plan by t act fully asking a quest ion fr om t he list .
Limit sessions t o no mor e t han 2 hour s and t ake shor t br eaks.
Ot her wise, bot h t he int er viewee and int er viewer will become
fat igued. If t he int er view is being r ecor ded, a good t ime t o t ake
br eaks is when it is t ime t o change t apes.
Show appr eciat ion. The int er viewer should t hank t he int er viewee
for his t ime, in t he int er viewees language, if possible, and r ender
t he appr opr iat e par t ing gest ur e, such as shaking hands wit h or
bowing t o t he individual.
Take int o account t he following addit ional consider at ions:
Remember t he cust oms and cour t esies of t he communit y.
Seemingly lit t le t hings like r ender ing t he appr opr iat e gr eet ings or
accept ing food and dr ink fr om t he host s, for example, oft en win t he
r espect of t he int er viewee, gain his cooper at ion, and help dispel t he
ugly Amer ican myt h.
Use local phr ases appr opr iat ely or not at all. The int er viewer
should not r isk offending t he int er viewee. If using local phr ases,
t he int er viewer should pr act ice t he cor r ect pr onunciat ion and
usage in advance.
Know how t o use int er pr et er s (Appendix F).
FM 3-05.401
5-17
Dont mislead an int er viewee while solicit ing infor mat ion. The
int er viewer loses cr edibilit y and t he abilit y t o appr oach t he
int er viewee, as well as ot her s in t he communit y, for infor mat ion in
t he fut ur e.
Dont make pr omises. This is t he number one r ule when int er act ing
wit h for eign nat ionals. CA soldier s ar e usually not in a posit ion t o
commit U.S. r esour ces t o anyt hing. If a CA soldier pr omises
somet hing and fails t o pr oduce, he has just r educed his cr edibilit y
and pr ovided pr opaganda mat er ial for his adver sar ies.
Pr ot ect EEFI. The int er viewer must ensur e t hat he does not
inadvert ent ly release crit ical aspect s of a fr iendly oper at ion t o
t he int er viewee.
POSTINTERVIEW PHASE
5-31. Act ions t aken aft er t he int erview are as crit ical as gat her ing t he
informat ion. The int erviewer should, at a minimum, t ake t he following act ions:
Debr ief all par t icipant s of t he int er view t eamint er viewer , not et aker ,
int er pr et er , and secur it y per sonnel. Compar e not es and obser vat ions of
all t eam member s t o obt ain a mor e accur at e under st anding of t he
r eliabilit y, at t it ude, and int ent ions of t he int er viewee as well as any
ot her individuals encount er ed dur ing t he int er view pr ocess.
Package all not es, r ecor dings, and r epor t of findings accor ding t o unit
SOP. The SOP should consider t he classificat ion and disposit ion of
t r anscr ipt s, diagr ams, maps, and phot os as well as cour ier
r equir ement s for t he int er view pr oduct s.
If t he sit uat ion per mit s, or as appr opr iat e, send a br ief let t er t hanking
t he int er viewee for par t icipat ing in t he session.
TECHNIQUES IN REACHING AGREEMENTS
5-32. The ver y nat ur e of CA act ivit ies oft en put s CA soldier s in cont act wit h
people who have differ ences of opinion over what t hey can or cannot and
should or should not do in specific sit uat ions. The CA soldier must be able t o
influence t he act ions of people t o meet bot h t he object ives of a commander
and t he nat ional policies and object ives of t he Unit ed St at es. He must be able
t o do t his in any scenar io.
5-33. When r esolving disagr eement s bet ween par t ies, CA soldier s must
display a combinat ion of pat ience, t enacit y, cr eat ivit y, and focus t o succeed.
They must
Be t oler ant . Build upon successes t o inst ill t r ust and cooper at ion.
Be pat ient . The pr ocess of r eest ablishing st abilit y and peace is slow and
met hodical.
Take char ge. Init iat e t he pr ocess quickly but be t hor ough when
execut ing an agr eement .
Be pr epar ed. Know t he sit uat ion fr om all aspect s.
Expect change. No t wo sit uat ions ar e t he same.
Be innovat ive. Exploit unexpect ed advant ages.
FM 3-05.401
5-18
Be flexible. Ther e ar e no har d-and-fast r ules, just guidelines.
Be r esour ceful. Use what is available.
See t he mission t hr ough. Vigilance is cr it ical t o long-t er m success.
Examples of t he r ange of challenges CA soldier s may encount er include
Get t ing t he leader s of a local populace t o suppor t and implement a
st ay-put policy t o pr event DC movement dur ing combat oper at ions.
Appeasing compet ing vendor s who disagr ee wit h HNS cont r act s let by
logist ics r epr esent at ives in r ear ar eas.
Assist ing r epr esent at ives of for mer ly war r ing fact ions t o wor k out
movement agr eement s dur ing post host ilit ies oper at ions.
Deconflict ing HA act ivit ies of NGOs and int er nat ional milit ar y for ces
dur ing HA oper at ions.
5-34. Each of t hese examples r epr esent s a significant CMO event t hat
r equir es t he full knowledge and suppor t of t he commander r esponsible for t he
AO. Each example also demonst r at es t hat t he CA soldier must be pr oper ly
t r ained and pr epar ed t o meet many similar , yet differ ent , challenges.
5-35. Befor e ent er ing an agr eement pr ocess, t he CA soldier must know what
a good agr eement looks like. A successfully negot iat ed agr eement meet s four
st andar d cr it er ia:
Fairness implies t hat all or bot h sides ar e t r eat ed alike, wit hout
r efer ence t o t he feelings or int er est s of t he negot iat or .
Efficiency r efer s t o pr oducing a desir ed out come wit h a minimum of
effor t , expense, or wast e.
Wisdom per t ains t o judging r ight ly and following t he soundest COA.
Durability r efer s t o t he st abilit y of t he agr eement or t he abilit y of t he
agr eement t o last . Dur abilit y gener ally follows fr om success in t he fir st
t hr ee cr it er ia.
5-36. The following discussion pr ovides t echniques t o assist t he CA soldier
in br inging a successful conclusion t o sit uat ions t hat r equir e t wo or mor e
par t ies t o come t o a mut ual agr eement . Knowledge of t hese t echniques does
not qualify a CA soldier t o act as a host age negot iat or or a t r ade negot iat or
for int er nat ional, nat ional, or r egional t r ade agr eement s. These t ypes of
agr eement s r equir e specific exper t ise and legal st at us t hat ar e beyond t he
nor mal scope of CA act ivit ies.
5-37. Ther e ar e t hr ee basic met hods one can use t o br ing opposing sides
t oget her t o r each an agr eement : negot iat ion, ar bit r at ion, and mediat ion. Each
met hod has it s place in CA oper at ions, as explained below. Negot iat ion and
ar bit r at ion ar e likely t o place t he CA soldier in a posit ion of opposit ion t o one
or mor e of t he local par t ies. As t he most effect ive and least divisive of t he
t hr ee, mediat ion is t he pr efer r ed met hod of r eaching agr eement s.
NEGOTIATION
5-38. Negot iat ion is confer r ing, discussing, or bar gaining t o r each an
agr eement . Negot iat ion is a cent r al t echnique in conflict r esolut ion. Alt hough
FM 3-05.401
5-19
t hey will r ar ely be called on t o negot iat e a major agr eement in a post conflict
envir onment , CA soldier s at all levels must be compet ent and knowledgeable
in t he ar t of negot iat ion. Under nor mal cir cumst ances, t he DOS conduct s
int er nat ional negot iat ions on behalf of t he Unit ed St at es. Typically,
except ions t o t his r ule occur when det ails of a st at us-of-for ces agr eement
(SOFA) need clar ificat ion or when t he U.S. milit ar y r equir es goods or ser vices
fr om a local pr ovider .
5-39. When a U.S. milit ar y r epr esent at ive is a par t y t o a negot iat ion, he is
t hen inject ed int o t he pr oblem and is seen as a compet it or and not as a
disint er est ed par t y. Once any of t he local r epr esent at ives r egar d t he Unit ed
St at es as an int er est ed par t y, t he Unit ed St at es sur r ender s t he cloak of
neut r alit y, and all act ions become suspect . It is ver y difficult t o shake t he
ensuing suspicion and mist r ust , even by subsequent U.S. act ions or
r epr esent at ives.
5-40. To be effect ive, CA soldier s must develop compet encies in conflict st yle
management , t he dynamics of conflict , ver bal communicat ions skills, and
cult ur al awar eness.
Confli ct Style Management
5-41. Negot iat or s must appr aise and evaluat e per sonalit y t r ait s and pr ofiles
in r elat ion t o conflict . These appr aisals give insight int o how individuals and
gr oups r eact t o, and int er act in, a conflict sit uat ion. Since all individuals ar e
differ ent , t he negot iat or must be flexible but asser t ive. Lear ning t o r ecognize
his st yles of communicat ion and t he st yles of ot her s and t o adapt his
pr ocesses can lead t o mor e sust ainable agr eement s.
Dynami cs of Confli ct
5-42. CA soldier s will be called upon t o r esolve conflict when not all par t ies
ar e willing t o engage in negot iat ion or mediat ion pr ocesses. Mor eover , CA
soldier s will have t o negot iat e fair out comes when t her e is an uneven power
dynamic bet ween t he par t ies. Many issues will involve int r act able conflict s
t hat ar e consider ed nonnegot iable when t he communicat ion channels have
br oken down. Par t ies fr equent ly at t empt t o use for ce t o pr evail in t hese
sit uat ions. Alt hough for ce can somet imes wor k quickly and effect ively, it has
many danger s.
Verbal Communi cati on Ski lls
5-43. The success or failur e of a negot iat ion is dir ect ly r elat ed t o t he dept h of
communicat ion achieved by t he par t ies involved. Pr oblems oft en ar ise
because int ent ions ar e miscommunicat ed. The assumpt ions and per cept ions
about a per son, gr oup, or sit uat ion affect t he out come of communicat ion;
list ening skills and quest ioning t echniques ar e impor t ant .
Cultural Awareness
5-44. Cr oss-cult ur al t r aining incr eases t he awar eness and under st anding of
ot her cult ur es. This abilit y enables t he CA par t icipant s t o int er act
successfully wit h t he populat ion in t he host count r y, and pr ovides a
FM 3-05.401
5-20
fr amewor k in which t o wor k. An under st anding of ones own cult ur e allows
him t o see cult ur al differ ences and similar it ies wit h ot her cult ur es.
Ne goti ati on Tacti cs, Techni ques, and Procedures
5-45. As it becomes necessar y t o act as a negot iat or , t he CA soldier must do
t he following:
Est ablish t he object ives of t he negot iat ion session, which involves
under st anding t he needs of t he par t icipant s (physiological, safet y,
social, self-est eem, and self-act ualizat ion).
Est ablish t he schedule and locat ion, which involves coor dinat ing
par t icipant s schedules, det er mining opt imum t iming, and consider ing
neut r al sit es.
Plan and pr epar e t he facilit y, which involves det er mining t he size and
shape of t he negot iat ing t able, det er mining seat ing ar r angement s and
r oom decor , pr oviding audiovisual aids, and set t ing t he light ing and
noise condit ions. It also involves consider ing accessibilit y and sat isfying
t he basic needs of t he par t icipant s.
Est ablish t he r ules, which involves det er mining who will at t end,
set t ing an agenda, sequencing pr esent at ions, and st icking t o t he issues.
Addit ionally, t he CA soldier will find t he following t act ics or ploys useful
dur ing t he negot iat ion pr ocess:
Cr ossr oads:
Pr ovide opt ions and alt er nat ives.
Be flexible.
Sat isfy needs (t he CA soldier s and t heir s).
Sur pr ise:
Shift met hods and appr oach suddenly (over come pr econceived
at t it udes and not ions).
Int r oduce new infor mat ion.
Put t he ball in t heir cour t .
Fait Accompli:
Take act ion in advance.
Pr esent as accomplished fact .
Is ir r ever sible.
Associat ion:
Pr esent issue in t he best light .
Use posit ive images.
Cit e examples of success.
Salami:
Resist t he t empt at ion t o go for br oke.
Br eak lar ge r equest s int o mor e manageable pieces.
Pr event per cept ion of over load.
FM 3-05.401
5-21
Par t icipat ion:
Lay t he gr oundwor k fir st .
Appeal t o self-int er est of ot her s.
Enlist aid of influent ial ot her s.
Changing Levels:
Change viewpoint .
Change physical at t it ude.
Be pr epar ed t o show benefit s at ever y level.
ARBITRATION
5-46. Ar bit r at ion is a conflict set t lement wit h t he decision made by a neut r al
par t y. Ther e ar e t wo for ms of ar bit r at ion: binding and nonbinding. Binding
ar bit r at ion r efer s t o sit uat ions wher e local r epr esent at ives agr ee t o comply
wit h t he ar bit r at or s decision. Nonbinding ar bit r at ion r efer s t o sit uat ions
wher e par t ies ar e not compelled t o comply wit h t he ar bit r at or s decision. In
CA oper at ions, eit her for m of ar bit r at ion is ineffect ive because t he ar bit r at or
act s as judge, and as such will make a decision t hat will adver sely affect one
or mor e par t ies. Since t his is vir t ually always a decision on a subject wher e
cont ent ion is so r ampant t hat t he par t icipant s could not br ing t hemselves t o
agr ee, t he ar bit r at or s decision will in all likelihood anger ever yone involved
and decr ease t he chances of fut ur e cooper at ion wit h U.S. policy goals.
5-47. For t he CA soldier , t he only t angible advant age in act ing as an
ar bit r at or is t hat a quick and decisive decision can be made. Wit hout local
suppor t , however , implement ing t he decision can be ext r emely difficult or
impossible. Wit hout local suppor t for t he ar bit r at or s decision, t he local
commander , and, for t hat mat t er , t he U.S. milit ar y as a diplomat ic player ,
must be pr epar ed t o lose pr est ige and influence. Unless t he Unit ed St at es is
willing t o commit sufficient r esour ces t o enfor ce compliance, it will appear
weak and ineffect ive. In t hose sit uat ions wher e t he U.S. milit ar y is willing t o
commit r esour ces t o enfor ce compliance, t he U.S. milit ar y commander must
be advised t hat a pot ent ial long-t er m negat ive effect may be last ing
r esist ance t o fut ur e U.S.-led effor t s designed t o enhance st abilit y.
MEDIATION
5-48. Mediat ion is a conflict set t lement wit h t he decision made by t he
opponent s wit h t he assist ance of a neut r al t hir d par t y. Dur ing mediat ion, t he
r ole of t he CA soldier is t o act as a facilit at or whose aim is t o guide t he local
par t ies t owar d an agr eement t hat suppor t s t he policy goals of t he U.S.
gover nment . The mediat or is not r epr esent ing t he aspir at ions of any of t he
opposing sides, but act s solely t o fur t her t he alt r uist ic goals of last ing peace,
st abilit y, and cooper at ion wit hin t he fr amewor k of t he milit ar y commander s
int ent and t he int er nat ional agr eement s t hat aut hor ized U.S. involvement .
5-49. Alt hough t he goals ar e alt r uist ic, t he mediat or should not assume
t her e would be lit t le or no r esist ance fr om t he indigenous populat ion or
inst it ut ions. Ther e ar e numer ous gr oups and individuals t hat will act ively or
passively hamper at t empt s t o est ablish peace. In mediat ion, t he Unit ed
St at es is not in a posit ion t o suppor t t he aims or goals of one of t he opposing
FM 3-05.401
5-22
par t ies, and t her efor e t he likelihood of per sist ent animosit y and aggr ession
dir ect ed at t he Unit ed St at es or U.S. r epr esent at ives is r educed.
5-50. Dur ing t he mediat ion cycle, t he mediat or may find t hat he may have
t o enfor ce a decision t hat has a dispr opor t ionat e benefit t o one par t icipant
over anot her . The mediat or will have t o pr epar e for t hat sit uat ion by
ensur ing t hat t hr oughout t he mediat ion cycle he has r emained impar t ial,
clear ly out lined what behavior was expect ed fr om t he par t icipant s, and what
r ewar ds or punishment s would be appor t ioned. Mediat ion includes t he r isk of
upset t ing a par t icipant . However , t he mediat or can pr event long-t er m fr ict ion
t hr ough effect ive communicat ion and by eliminat ing t he possibilit y t hat t he
mediat or s act ions appear ar bit r ar y.
5-51. The CA soldier must r emember t hat mediat ion, if at all possible, is t he
pr efer r ed met hod when pur suing an agr eement bet ween t wo opposing
par t ies. Appendix G cont ains addit ional guidelines on how t o successfully
r each an agr eement .
CONDUCTING MEETINGS
5-52. A meet ing is a gat her ing of people who come t oget her t o discuss or
decide on mat t er s. CA soldier s oft en find t hemselves r esponsible for set t ing
up meet ings for var ious r easons or occasions. Some examples include
t he following:
The CA t eam needs t o coor dinat e wit h local leader s or facilit y
manager s t o facilit at e access t o ar eas, st r uct ur es, and people in suppor t
of a det ailed assessment or sur vey.
Local NGO r epr esent at ives desir e t o voice t heir concer ns t o t he
commander r egar ding t he nat ur e of milit ar y oper at ions in t he ar ea and
t o r esolve conflict ing pr ior it ies.
The r anking milit ar y officer in t he t heat er , r egion, or local ar ea would
like t o int r oduce himself t o pr ominent polit ical leader s and discuss
issues of significance t o all par t ies.
A ser ious incident occur r ed in which coalit ion or U.S. for ces ar e
implicat ed and milit ar y invest igat or s must wor k wit h local aut hor it ies
t o invest igat e t he incident .
5-53. It may be necessar y t o conduct per iodic meet ings wit h cer t ain gr oups
for specific r ecur r ing or sequent ial t opics. Weekly meet ings may be
appr opr iat e for planning oper at ions, t r acking pr ogr ess, and managing
pr oject s. Mont hly meet ings pr ovide a bet t er chance t o look at cer t ain long-
r ange or development al subject s in gr eat er dept h.
5-54. Ever y meet ing ought t o be assigned t o a single meet ing coor dinat or .
The meet ing coor dinat or is r esponsible for t he planning, coor dinat ion, and
execut ion of t he meet ing. Depending on t he cir cumst ances and level of t he
meet ing, t he meet ing coor dinat or may or may not also ser ve as t he moder at or
of t he meet ing.
5-55. Successful meet ings r equir e det ailed planning r egar dless of t he
locat ion, cir cumst ances, t iming, or fr equency. Successful planning r equir es
t he meet ing coor dinat or t o appr oach t he t ask pr ofessionally and
FM 3-05.401
5-23
syst emat ically. He must under st and t he pur pose, expect ed out come, and
implicat ions of t he meet ing. He must be awar e of t he agendas of at t endees
and sat isfy t heir need t o per ceive benefit fr om at t ending t his and fut ur e
meet ings. The mor e car e t aken in pr epar ing and st r uct ur ing t he meet ing, t he
mor e likely t he out come of t he meet ing will be favor able. When planning t he
meet ing, t he meet ing coor dinat or should
Det er mine t he pur pose of t he meet ing, t he desir ed r esult s of t he meet ing,
and implicat ions of t he meet ing on ongoing oper at ions and init iat ives.
Make a list of t he desir ed at t endees, and ident ify individual r anks,
st at us, and pr ot ocol r equir ement s. He should also ident ify pot ent ial
agenda it ems among t he at t endees t hat may sur face befor e, dur ing, or
aft er t he meet ing.
Select an appr opr iat e locat ion and consider secur it y of t he sit e,
clear ance of r out es, and t r avel passes, if needed. He should consider
t he neut r alit y of t he locat ion and t he possible message it may send t o
par t icipant s, as well as nonpar t icipant s, and ensur e t hat t he locat ion
implies no favor it ism.
Invit e t he at t endees and, when appr opr iat e, confir m t heir at t endance.
Det er mine appr opr iat e seat ing ar r angement s. He should consider t he
number of part icipant s, t he rank and st at us of t he part icipant s, t he size
and shape of t he room, and local cult ur e and cust oms. (Local cult ur e and
cust oms may dict at e, for inst ance, t hat part icipant s sit in a circle on t he
gr ound.)
Consider local cer emonial cust oms and ensur e t he member s of t he U.S.
or coalit ion par t y ar e awar e of what will be expect ed of t hem in such
cer emonies. Cer emony may be an impor t ant par t of some t ypes of
meet ings. What some might consider eyewash may be t he gauge by
which ot her s det er mine commit ment t o subsequent or pr eceding t er ms
of t he meet ing.
Be familiar wit h ot her cult ur al idiosyncr asies, such as t he exchanging
of gift s befor e or aft er a meet ing, or how much small t alk is accept able
befor e jumping in t o business. Such cult ur al awar eness is invaluable
t o defusing cult ur al bar r ier s t hat can der ail or hinder t he pur pose of
t he meet ing.
Dur ing t he meet ing, t he meet ing moder at or should
Welcome all par t icipant s and allow for int r oduct ions.
Or ient t he par t icipant s t o t he layout of t he meet ing ar ea, including
locat ions of br eak ar eas, r est r ooms, t elephones, FAX machines, and
ot her administ r at ive suppor t .
Pr ovide an over view of t he meet ings pur pose and object ives, r elevant
backgr ound infor mat ion and assumpt ions, t he t ime allot t ed for t he
meet ing, and t he expect ed out come at t he meet ings conclusion.
Publish clear and concise gr ound r ules for behavior . For example,
par t icipant s must ar r ive on t ime, t her e should be no int er r upt ions t o
t ake phone calls, t opics not on t he agenda will be t abled for a follow-up
meet ing, and meet ings should always st r ive t o finish on t ime. Ot her
FM 3-05.401
5-24
r ules might include guidelines on sending pr oxies or on t he need for
confident ialit y. In a volat ile envir onment , full const r uct ive challenge,
as opposed t o dest r uct ive confr ont at ion, should be encour aged.
Propose and formalize an agenda t hat is agreeable t o all part ies.
Designat e an individual t o enforce t he agenda by keeping t ime or
r eminding par t icipant s when t hey ar e st r aying fr om t he appr oved t opics.
Pay par t icular at t ent ion t o sat isfying t he needs of all par t icipant s; for
example, st ay away fr om one-way meet ings in which it appear s
milit ar y par t icipant s ar e pulling infor mat ion fr om civilian par t icipant s
and giving lit t le infor mat ion in r et ur n.
Designat e an individual t o per for m as t he official r ecor der and
not et aker . It is almost impossible t o effect ively r un a meet ing and t ake
t hor ough not es at t he same t ime. Legal cler ks fr om t he J udge Advocat e
Gener al (J AG) sect ion, if available, may be helpful.
Monit or t he composit ion and skills of t he at t endees t o confir m t hat t he
r ight people ar e at t ending.
Pr ovide t he oppor t unit y for people t o be cr eat ive and spont aneous.
Encour aging par t icipat ion fost er s a sense of common pur pose and
accomplishment . In some meet ings, par t icipant s might not be vocal
wit h t heir ideas. To obt ain t he feedback necessar y t o r esolve issues, t he
meet ing coor dinat or may have t o ext r act t he infor mat ion by asking
dir ect quest ions.
Br eak lar ge gr oups int o smaller wor king gr oups (no mor e t han 10) t o
facilit at e communicat ion and par t icipat ion, if necessar y.
Use t he last few minut es of a meet ing t o r eview t he gr oups decisions
and define t he r equir ed next st eps, if appr opr iat e. If follow-up act ion is
necessar y, it is impor t ant t o be specific so t hat it is clear ly under st ood
which individual will handle each out st anding t ask. Assign due dat es
for each assignment , as well.
Aft er t he meet ing, t he meet ing coor dinat or or moder at or should
Pr oduce a complet e r epor t consist ing of, at a minimum, t he following:
List of at t endees.
Copy of t he agenda.
A synopsis of all issues and discussions cover ed dur ing t he meet ing,
decisions made, agr eement s dr aft ed, t opics t abled for fut ur e
meet ings, and fur t her act ions t o be t aken.
The dat es and subject s of fut ur e meet ings.
Pr ovide copies of t he r epor t t o each at t endee.
Follow up on out st anding issues or act ions t o be t aken, as appr opr iat e.
5-56. Alt hough t he pr ocesses of planning and conduct ing meet ings should be
appr oached as any ot her milit ar y oper at ion, t he meet ing coor dinat or must be
car eful not t o over const r ain t he meet ing agenda or par t icipat ion. If t he
at mospher e is t oo t ense or r igid, nommilit ar y par t icipant s may be
int imidat ed or alienat ed and, t her efor e, may r esist at t ending fut ur e
meet ings. On t he ot her hand, t he meet ing moder at or must be awar e of
FM 3-05.401
5-25
cer t ain skills or t act ics t hat he or meet ing par t icipant s may t r y t o employ t o
t ur n t he meet ing in his favor . The use of t he following skills or t act ics is
sit uat ional-dependent .
AGGRESSION
5-57. Psychologist s different iat e bet ween angr y aggr ession and inst rument al
aggr ession (aggr ession designed t o achieve a specific goal). Ther e is no place for
angr y aggr ession in meet ings. Inst r ument al aggr ession should be employed
sparingly but forcefully. Tone of voice and body language will oft en suffice. If an
individual sounds furious, people will believe he is furious. He who loses his
rage complet ely will usually regr et it .
CONCILIATION
5-58. Conciliat ion is usually t he best way t o defuse aggr ession. An
aggr essive opponent can be t empor ar ily pacified wit h appeasement signals
and submissive gest ur es. As wit h aggr ession, conciliat ion must be used
spar ingly. Admit t ing one is wr ong about somet hing can be a mar k of
st r engt h, not weakness. Oft en, a well-t imed apology can put even t he most
abusive at t acker off guar d and br ing a sit uat ion back under cont r ol.
ENTHUSIASM
5-59. Unlike aggression and conciliat ion, ent husiasm is encouraged.
Ent husiasm fost ers part icipat ion by reinforcing t he feeling t hat each part icipant s
idea count s. The meet ing moderat or should be wary, however, of giving t he
impression of false ent husiasm.
INTERROGATION
5-60. Int er r ogat ion in t he cont ext of meet ings means making int er r ogat ive
st at ement s r at her t han making speeches. Asking point ed and r elevant
quest ions is oft en a mor e effect ive means of pr omot ing communicat ion.
PATIENCE
5-61. Pat ience allows t he list ener t o hear t he ar gument s advanced by all
sides wit h an open mind. It enables t he list ener t o assess t he gener al t r ends
of discussion, for mulat e ar gument s, and ident ify moment s when it is most
appr opr iat e t o act .
SULKING
5-62. Sulking is a way of elicit ing sympat hy fr om ot her meet ing at t endees t o
get ones way against seemingly insur mount able odds. As wit h aggr ession
and conciliat ion, sulking should be used spar ingly.
WITHDRAWAL
5-63. Wit hdr awing fr om a meet ing is a t act ic of last r esor t and should be
used most spar ingly of all. The pur pose of wit hdr awal is t o shock t he
r emaining par t icipant s int o confusion and disar r ay and cause t hem t o
r econsider t he posit ion t hat pr ompt ed t he wit hdr awal. It is an ext r emely
FM 3-05.401
5-26
r isky t act ic, as t he wit hdr awing par t y no longer has cont r ol over what
t r anspir es in t he meet ing once he has left .
ATTENDING MEETINGS
5-64. CA soldier s will oft en at t end meet ings r un by NGOs, IROs, or local
civilians. These meet ings ar e an excellent oppor t unit y t o shar e infor mat ion,
net wor k wit h influent ial individuals, and build r elat ionships beneficial t o t he
milit ar y mission. CA soldier s must under st and t heir r ole in such meet ings
and how t o maximize t he value of t he oppor t unit y. Their effect iveness in
fut ur e collabor at ive effor t s will oft en be influenced by t heir milit ar y r ank,
wher e t hey sit , how t hey behave, and what t hey say or do not say dur ing
t hese meet ings.
5-65. Nonmilit ar y par t icipant s of a meet ing will oft en r elat e t he milit ar y
r ank of t he at t endee t o t he level of impor t ance t he commander places on t he
meet ing par t icipant s or subject mat t er . Lower -r anking soldier s may consider
car r ying an official let t er of int r oduct ion fr om t he commander , especially t o
init ial meet ings wit h nonmilit ar y gr oups.
5-66. At t imes, CA soldier s may int end t o be passive obser ver s at a
par t icular meet ing or ser ies of meet ings. Depending on t he st at us of t he
milit ar y in cer t ain envir onment s, however , t he mer e pr esence of milit ar y
r epr esent at ives at a meet ing is a st at ement in it s own r ight . CA soldier s must
display compet ence, r eliabilit y, and pr ofessionalism at all t imes.
5-67. Oft en, t he most pr oduct ive coor dinat ion is made bet ween individuals
during breaks and aft er adjour nment of a meet ing. CA soldiers must pr udent ly
obser ve meet ing pr ot ocols. They must under st and what infor mat ion is
appr opr iat e for pr esent at ion t o t he gr oup, when t o pr esent it , and when t o keep
informat ion for appr opriat ely t imed sidebars. Addit ional meet ing at t endance
guidelines for t he CA soldier include t he following:
Under st and and r espect local cust oms, especially dur ing int er act ion
wit h communit y and gover nment leader s.
Pick seat ing locat ion car efully. Sit t ing next t o or behind someone could
be int er pr et ed as implicit suppor t by t he milit ar y of t hat per son
or or ganizat ion.
Under st and your level of aut hor it y; dont agr ee t o condit ions or make
commit ment s beyond t hat aut hor it y.
Ask quest ions t o clar ify point s, keep a meet ing focused, and addr ess
issues of impor t ance t o t he milit ar y, but avoid t he appear ance of t aking
over t he meet ing.
Speak up t o count er incor r ect or misleading st at ement s. For example, if
a meet ing par t icipant st at es t hat t he milit ar y can or will per for m
cer t ain ser vices, or t hat t he milit ar y did or did not do somet hing, t he
CA soldier s silence may be int er pr et ed as concur r ence. Or ganizat ions
or individuals wit h ant imilit ar y agendas will at t empt t o bait t he CA
soldier int o making explicit or implicit st at ement s.
FM 3-05.401
5-27
MANAGING AND CLASSIFYING CA AND CMO INFORMATION
Information provided by friendly, adversary, and neutral parties has
a significant effect on CMO planners ability to establish and
maintain relations between joint forces and the civil authorities and
general population, resources, and institutions in friendly, neutral, or
hostile areas.
JP 3-57, Joint Doctrine for Civil-Military Operations,
8 February 2001
5-68. Dur ing t he init ial planning st ages of CA oper at ions and CMO, much of
t he infor mat ion used by CA/CMO planner s is char act er ized by t he complet ed
ar ea st udy based on t he for mat found in FM 41-10. This infor mat ion, kept
cur r ent t hr ough r out ine and cont inuous st udy and r esear ch, is obt ained using
a combinat ion of open-sour ce and r est r ict ed sour ce mat er ials. Open-sour ce
mat er ials include polit ical, economic, milit ar y, cult ur al, and infor mat ional
jour nals, t he CIA sour ce book, and numer ous public web sit es. Rest r ict ed
sour ce mat er ials include t he CA dat abase and t he OSIS.
5-69. As oper at ions mat ur e and CA soldier s begin conduct ing hast y and
det ailed sur veys, t he infor mat ion used by CA/CMO planner s becomes mor e
sensit ive in t er ms of how it was obt ained and t o what uses it will be put .
Char act er ized by per sonal cont act and dir ect obser vat ion, t his infor mat ion
has associat ed cost s in t er ms of soldier s t ime, effor t , and r esour ces, as well as
t he pot ent ial r equir ement t o pr ot ect infor mat ion sour ces.
5-70. While conduct ing assessment s, CA soldier s may uncover infor mat ion
t hat is polit ically sensit ive, pr opr iet ar y in nat ur e, or pot ent ially har mful t o
t he sour ce if t he infor mat ion is obt ained by t he sour ces adver sar ies or
compet it or s. In t he fir st case, disseminat ion of polit ically sensit ive
infor mat ion may hur t r eput at ions, cost lives, or hinder t he at t ainment of U.S.
goals and object ives. In t he second case, r elease of pr opr iet ar y infor mat ion
may diminish t he CA soldier s abilit y t o obt ain useful or impor t ant
infor mat ion in t he fut ur e. In t he lat t er case, infor mat ion obt ained in
confident ialit y must be pr ot ect ed accor ding t o t he desir es of t he confidant .
5-71. Whet her compiled fr om open-sour ce mat er ials, r est r ict ed sour ce
mat er ials, per sonal cont act s, or dir ect obser vat ion, t he infor mat ion gat her ed
by CA soldier s must be car efully managed t o ensur e
It get s t o t he r ight end user s accor ding t o a well-coor dinat ed plan.
It r et ains it s int egr it y.
Sour ces ar e pr ot ect ed, as applicable.
Sensit ive informat ion is not released t o unaut horized groups or individuals.
Pr oper and adequat e document at ion of CA oper at ions is maint ained
accor ding t o feder al law (Tit le 18, Unit ed St at es Code [USC], Sect ion
2071) and AR 25-400-2, The Army Records Information Management
S ystem (ARIMS ).
DATABASE REQUIREMENTS
5-72. Infor mat ion per t aining t o CA oper at ions and CMO must be car efully
cat alogued and managed dur ing all phases of oper at ions. This r equir ement is
FM 3-05.401
5-28
especially impor t ant dur ing long-t er m oper at ions when cont inuit y is
par amount t o success, and knowledge of pr evious act ions must be passed t o
succeeding CA t eams and int er agency par t icipant s. The CMOC, as t he
r eposit or y for all CA and CMO infor mat ion, must est ablish a syst em t hat
achieves t his object ive. The syst em must be init iat ed ear ly in t he oper at ion,
simple t o maint ain, and easily shar ed wit h ot her agencies, as applicable, t o
facilit at e planning and oper at ions.
5-73. A paper -based syst em t hat achieves t he pur pose of cat aloguing and
managing CA/CMO infor mat ion uses t he daily st aff jour nal (DA For m 1594),
t he CA (G-5) Wor kbook, CMO sit uat ion maps and over lays, and a r esour ce
car d file, as discussed below:
The daily st aff jour nal is t he official chr onological r ecor d of CA and
CMO event s t hat includes summar ies of all messages r eceived by t he
CMO st aff officer or CMOC.
The CA Wor kbook is or ganized by each of t he 16 funct ional specialt ies,
cont ains det ailed and cur r ent infor mat ion about t he AO, and is used t o
pr epar e CA per iodic r epor t s and CMO est imat es.
CMO sit uat ion maps depict cur r ent and fut ur e disposit ions of per t inent
fr iendly, enemy, and civilian or ganizat ions, r esour ces, plans, and
event s. CMO over lays show how t he sit uat ion changes over t ime, and
pr ovide a hist or ical r ecor d of event s. Separ at e over lays can be pr epar ed
t hat show demogr aphics of an ar ea, locat ions of civil supply suppor t ,
locat ions and st at us of public ut ilit ies or healt h ser vice facilit ies, r out es
and disposit ion of DCs, locat ions of pr ot ect ed t ar get s, and many ot her s.
GIS pr oduct s fr om NIMA can be used for t his pur pose.
A r esour ce car d file helps keep t he var ious over lays fr om becoming t oo
clut t er ed. It also pr ovides a r ecor d of r esour ces and ser vices used or
pr ovided by milit ar y or ganizat ions for account ing pur poses.
Examples of each of t he it ems list ed above can be found in Appendix D.
5-74. An aut omat ed syst em t hat achieves t he purpose of cat aloguing and
managing CA/CMO informat ion might be pr efer able in some environment s. An
aut omat ed syst em maint ains t he same dat a as t he paper-based syst em yet
offers t he advant age of being more versat ile and more easily shared wit h ot her
part icipant s for collaborat ive planning. If compat ible wit h ABCS, t his
aut omat ed syst em expands t he COP, pr ovides gr eat er visibilit y of CMO and CA
oper at ions t o t he support ed commander and his subordinat es, and reduces t he
pot ent ial for misint er pr et ing informat ion t ransmit t ed bet ween unit s.
The lack of a uniform standard for tracking of DC movement
throughout the corps led to double counting at both division and corps
levels and false reporting of numbers of DCs that had a cascading
effect as the exercise lengthened. Armed with bad data, poor tracking
of DCs resulted in faulty planning by CS S BOS s at both division and
corps levels causing them to energize CS S assets that were not
necessary and could have been used elsewhere.
Urgent Victory 01 AAR,
V Corps G-5
FM 3-05.401
5-29
5-75. The aut omat ed CA/CMO infor mat ion syst em should incor por at e
sever al feat ur es. These feat ur es include
A dat abase and infor mat ion management syst em t hat cont ains r ecor ds
of event s (bot h past and fut ur e-planned), assessment s (including video
and audio files), facilit ies, ser vices, and r esour ces, and a power ful
sear ch engine t hat allows user s t o find infor mat ion inst ant ly.
A mapping applicat ion t hat allows user s t o see dat a (r oads, facilit ies,
schools, and milit ar y, HN, and NGO asset s), display t his infor mat ion
on comput er maps, and pr int t he infor mat ion on ar ea maps.
A modeling applicat ion t hat allows user s t o pr edict pot ent ial r esult s of
hazar dous condit ions or milit ar y COAs on civil populat ions and ar eas.
OPERATIONAL SECURITY ASSESSMENT AND MEASURES
5-76. OPSEC is an oper at ions funct ion and a command r esponsibilit y. The
OPSEC assessment is mission-specific. It s pur pose is t o pr ot ect sensit ive and
cr it ical CA/CMO infor mat ion fr om unaut hor ized disclosur e. The unit
collect ing t he infor mat ion must t ake t he t ime, befor e and dur ing an
oper at ion, t o det er mine
What infor mat ion needs t o be pr ot ect ed (cr it ical infor mat ion
component s or cat egor ies of cr it ical infor mat ion)?
What adver sar ies might want t o obt ain t hat infor mat ion?
What met hods might t hose adver sar ies use t o obt ain t he infor mat ion?
How vulner able is t he unit t o collect ion and exploit at ion by
an adver sar y?
What count er measur es should t he unit t ake t o pr event adver sar ies
fr om obt aining t he infor mat ion?
Common measur es used t o pr ot ect infor mat ion include t he following:
Ver ify clear ances; confir m and st r ict ly enfor ce need-t o-know as
defined in par agr aph 5-92, page 5-34.
Conduct OPSEC awar eness t r aining for all individuals, including
nonmilit ar y par t icipant s in t he CMOC.
Implement appr opr iat e physical, communicat ions, comput er , and
per sonnel secur it y measur es.
Conduct classified or sensit ive conver sat ions only in designat ed ar eas; be
caut ious of surroundings and t he possibilit y t hat conver sat ions, including
t elephone discussions, may be over hear d; and use secur e r adios and
t elephones for bot h classified and sensit ive unclassified communicat ions.
Ensur e pr oper mar kings ar e applied, and cover sheet s ar e at t ached t o
classified or sensit ive document s, disket t es, and ot her media.
Exer cise posit ive cont r ol over all classified and sensit ive mat er ials at
all t imes.
Keep unaut hor ized per sonnel out of sensit ive act ivit ies r est r ict ed ar eas.
Examine t r ash r ecept acles for all wast e paper , scr at ch (unclassified)
not es, envelopes, Post -it not es, car bon paper , per sonal paper s, and
similar mat er ials; det er mine if t hey should go int o a bur n bag and be
FM 3-05.401
5-30
dest r oyed as classified mat er ial; and as a minimum, t ear all paper int o
at least four pieces.
Degauss all disket t es and t apes befor e dest r uct ion; dest r oy in t he same
manner as classified mat er ial.
Take no measur es. This is accept able only aft er using t he OPSEC
pr ocess and t he commander det er mines t hat no cr it ical infor mat ion
r equir es pr ot ect ion or t hat t he cost s out weigh t he r isk.
5-77. Addit ional infor mat ion on OPSEC can be found in USASOC Dir ect ive
530-1, Plans and Operations: Operations S ecurity. NATO secur it y pr ocedur es
ar e cont ained in t he International Programs S ecurity Handbook.
CLASSIFICATION OF INFORMATION
5-78. AR 380-5, Information S ecurity, gover ns t he DOD Infor mat ion
Secur it y Pr ogr am and t akes pr ecedence over all DOD component r egulat ions
t hat implement t hat pr ogr am. It est ablishes, for t he DOD, unifor m policies,
st andar ds, cr it er ia, and pr ocedur es for t he secur it y classificat ion,
downgr ading, declassificat ion, and safeguar ding of infor mat ion t hat is owned
by, pr oduced for or by, or under t he cont r ol of t he DOD or it s component s.
Accor dingly, infor mat ion is consider ed for classificat ion if it concer ns
Milit ar y plans, weapons, or oper at ions.
Vulner abilit ies or capabilit ies of syst ems, inst allat ions, pr oject s, or
plans r elat ing t o t he nat ional secur it y.
For eign gover nment infor mat ion (explained below).
Int elligence act ivit ies, including special act ivit ies or int elligence
sour ces or met hods.
For eign r elat ions or for eign act ivit ies of t he Unit ed St at es.
Scient ific, t echnological, or economic mat t er s r elat ing t o t he
nat ional secur it y.
USG pr ogr ams for safeguar ding nuclear mat er ials or facilit ies.
Cr ypt ology.
Confident ial sour ces.
Ot her cat egories of informat ion t hat are relat ed t o nat ional securit y and
t hat require pr ot ect ion against unaut horized disclosure as det ermined by
t he SECDEF or Secret aries of t he Milit ary Depart ment s.
ORIGINAL CLASSIFICATION AUTHORITY
CA soldiers must work closely with the classification authority and
chain of command concerning the nature, source, and use of the
information they produce. Unclassified material gathered during CA
assessments is sometimes incorporated into classified reports, making
sharing information with uncleared sourceseven those sources who
originally provided the informationproblematic. For example, the
CJ 9 CIMIC [staff section] at KFOR produced an unclassified CIMIC
update, which encompassed all the [four UN] pillars [of humanitarian
activities, civil administration, institution-building, and reconstruc-
tion] and was the only consolidated report of its kind. The document
FM 3-05.401
5-31
was provided to local representatives of the international community,
who highly valued the information. When this same material was
later incorporated into a classified KFOR update, the practice of
sharing information with the international community was halted.
This quickly degraded the ability of CJ 9 CIMIC soldiers to work freely
with their contacts.
Notes of a CJ9 CIMIC Officer,
February 1999
5-79. Infor mat ion can only be classified by an or iginal classificat ion
aut hor it y or an individual who has delegat ed or iginal classificat ion aut hor it y
accor ding t o t he pr ovisions of AR 380-5. Delegat ed or iginal classificat ion
aut hor it y limit s t he number of individuals wit h such aut hor it y and t he
classificat ion levels delegat ed t o t hose individuals.
5-80. The classificat ion levels denot e t he degr ee of damage t o nat ional
defense or for eign r elat ions of t he Unit ed St at es in t he event of unaut hor ized
disclosur e of t he infor mat ion. They also denot e t he degr ee of pr ot ect ion such
infor mat ion r equir es. Classificat ion may not be used t o conceal violat ions of
law, inefficiency, or administ r at ive er r or ; t o pr event embar r assment t o a
per son, or ganizat ion or agency; or t o r est r ain compet it ion.
5-81. The t hr ee classificat ion levels ar e
Confidential (C). Applied t o infor mat ion or mat er ial for which t he
unaut hor ized disclosur e could r easonably be expect ed t o cause damage
t o t he nat ional secur it y. Examples of Confident ial infor mat ion include
t he compr omise of unit st at us r epor t s, movement plans, and
syst em vulner abilit ies.
S ecret (S ). Applied t o informat ion or mat erial for which t he unaut horized
disclosure could reasonably be expect ed t o cause serious damage t o t he
nat ional securit y. Examples of Secret informat ion include OPSEC
measur es, subver sion and espionage dir ect ed against t he Ar my (SAEDA)
incident s, and milit ary t raining t o foreign government s.
Top S ecret (TS ). Applied t o infor mat ion or mat er ial for which t he
unaut hor ized disclosur e could r easonably be expect ed t o cause
except ionally gr ave damage t o t he nat ional secur it y. Examples of Top
Secr et infor mat ion include t he locat ion of r emot e communicat ions sit es,
special oper at ions r esear ch and development pr oject s, decept ion plans,
nat ional defense plans or complex cr ypt ology and communicat ions
int elligence syst ems, and sensit ive int elligence oper at ions.
5-82. A four t h cat egor yUnclassified (U)is applied t o a wide r ange of
unclassified t ypes of official infor mat ion, which, alt hough not r equir ing
pr ot ect ion as nat ional secur it y infor mat ion, is limit ed t o official use and is not
publicly r eleasable. Mar kings such as For Official Use Only (FOUO) and
Limit ed Official Use ar e not used t o ident ify classified infor mat ion.
FM 3-05.401
5-32
5-83. Classifier s of infor mat ion pr oduce classificat ion guides. Classificat ion
guides
Ident ify t he infor mat ion element s t o be pr ot ect ed, using cat egor izat ion
t o t he ext ent necessar y t o ensur e t hat t he infor mat ion involved can be
ident ified r eadily and unifor mly.
St at e which of t he classificat ion designat ions (Top Secr et , Secr et , or
Confident ial) applies t o each element or cat egor y of infor mat ion.
St at e declassificat ion inst r uct ions for each element or cat egor y of
infor mat ion in t er ms of a per iod of t ime, t he occur r ence of an event , or
a not at ion t hat t he infor mat ion shall not be declassified aut omat ically
wit hout appr oval of t he or iginat ing agency (nor mally, event s ident ified
for declassificat ion will be finit e; st at ement s such as Declassify 6 year s
fr om t he dat e of gener at ion of document ar e pr ohibit ed).
St at e any special public r elease pr ocedur es and for eign disclosur e
consider at ions.
5-84. The classificat ion guide is appr oved per sonally and in wr it ing by an
official who is aut hor ized t o classify infor mat ion or iginally at t he highest
level of classificat ion pr escr ibed in t he guide. This official will also appr ove
per sonally and in wr it ing all changes, er r at a sheet s, and r evisions t o basic
guides t hat affect a classificat ion.
5-85. CA soldier s must be familiar wit h t he cont ent s of t he classificat ion
guide, it s applicat ion t o CA/CMO infor mat ion, and what t o do if CA/CMO
infor mat ion is not addr essed pr oper ly. The best way t o influence changes t o
t he guide is t o coor dinat e wit h t he G-2 or S-2 of t he suppor t ed unit .
5-86. If a CA soldier or iginat es or develops infor mat ion t hat he believes
should be safeguar ded, he should t ake t he following measur es (accor ding t o
AR 380-5):
Safeguar d t he infor mat ion in t he manner pr escr ibed for t he
int ended classificat ion.
Mar k t he infor mat ion (or cover sheet ) wit h t he int ended
classificat ion designat ion.
Tr ansmit t he infor mat ion under appr opr iat e safeguar ds t o an
appr opr iat e classificat ion aut hor it y for evaluat ion. The t r ansmit t al
shall st at e t hat t he infor mat ion is t ent at ively mar ked t o pr ot ect it in
t r ansit . If such aut hor it y is not r eadily ident ifiable, t he infor mat ion
should be for war ded t o a HQ act ivit y of a DOD component , t o t he HQ
office having over all classificat ion management r esponsibilit ies for a
DOD component . A det er minat ion whet her t o classify t he infor mat ion
shall be made wit hin 30 days of r eceipt and t he or iginat or will be
not ified pr ompt ly.
Upon decision by t he classifying aut hor it y, t he t ent at ive mar king shall
be r emoved. If a classificat ion is assigned, appr opr iat e mar kings shall
be applied.
In an emer gency requiring immediat e communicat ion of t he informat ion,
aft er t aking t he act ion pr escribed by t he first t wo bullet s above, t ransmit
t he informat ion and t hen pr oceed IAW t he t hird bullet above.
FM 3-05.401
5-33
Addit ionally, CA soldier s must t r eat t he following as sensit ive or close-hold:
Infor mat ion discover ed dur ing assessment s or oper at ions t hat may be
embar r assing t o t he facilit y or individuals involved.
Vulner abilit ies of a secur it y, economic, or polit ical nat ur e.
Cr iminal act ivit ies.
FOREIGN GOVERNMENT INFORMATION
5-87. Foreign government informat ion is defined by Execut ive Order 12356 as
Infor mat ion pr ovided t o t he Unit ed St at es by a for eign gover nment or
int er nat ional or ganizat ion of for eign gover nment s, or an element
t her eof, wit h t he expect at ion, expr essed or implied, t hat t he
infor mat ion, it s sour ce, or bot h, ar e t o be held in confidence.
Infor mat ion pr oduced by t he Unit ed St at es under an ar r angement wit h
a for eign gover nment or int er nat ional or ganizat ion of for eign
gover nment s, or any of t heir element s, r equir ing t hat t he infor mat ion,
t he ar r angement , or bot h, be held in confidence.
5-88. Execut ive Or der 12356 st at es t hat t her e is a pr esumpt ion of damage t o
nat ional secur it y in t he event of unaut hor ized disclosur e of for eign gover nment
informat ion. For t his reason, foreign government unclassified informat ion t hat
is pr ovided in confidence is t o be classified at least Confident ial. It should be
classified higher whenever t he damage cr it er ia for Secr et or Top Secr et ar e met .
Unclassified foreign government informat ion pr ovided in confidence must be
classified by an or iginal classificat ion aut hor it y. If t her e is uncer t aint y
concer ning whet her t he infor mat ion is t o be handled in confidence, t he
pr oviding government or int ernat ional or ganizat ion should be consult ed t o
reach agreement on cont rols t o be applied.
5-89. For eign gover nment infor mat ion must r et ain it s or iginal classificat ion
or be assigned a U.S. classificat ion designat ion t hat will pr ovide pr ot ect ion
equivalent t o t hat pr ovided by t he fur nishing gover nment or or ganizat ion.
When unclassified for eign gover nment in confidence infor mat ion is involved
in an int er nat ional pr ogr am, pr ogr am document at ion (t he memor andum of
under st anding [MOU]) should include pr ocedur es on handling t he
infor mat ion.
5-90. U.S. document s t hat cont ain for eign gover nment infor mat ion must be
mar ked wit h a not at ion t hat st at es THIS DOCUMENT CONTAINS
FOREIGN GOVERNMENT INFORMATION. In addit ion, t he por t ions
cont aining for eign gover nment infor mat ion must be mar ked t o ident ify t he
count r y of or igin and classificat ion level (for example, UK-C or UK-R). The
for eign gover nment document or aut hor it y on which t he classificat ion is
based, in addit ion t o t he ident ificat ion of any U.S. classificat ion aut hor it y,
must be ident ified on t he Classified by line. A cont inuat ion sheet should be
used for mult iple sour ces, if necessar y.
5-91. For eign gover nment infor mat ion cannot be disclosed t o nat ionals of
t hir d count r ies, including int ending cit izens, or t o any ot her t hir d par t y, or
used for ot her t han t he pur pose for which t he for eign gover nment pr ovided it
wit hout t he wr it t en consent of t he or iginat ing gover nment . Gover nment
FM 3-05.401
5-34
agencies must submit r equest s for ot her uses or fur t her disclosur e t o t he
or iginat ing gover nment .
ACCESS TO CLASSIFIED INFORMATION
5-92. No per son may have access t o classified infor mat ion unless t hat per son
has been det er mined t o be t r ust wor t hy and unless access is essent ial t o t he
accomplishment of lawful and aut hor ized Gover nment pur poses. That is, t he
per son must have t he appr opr iat e secur it y clear ance and a need-t o-know.
Fur t her , clear ed individuals may not have access unt il t hey have been given
an init ial secur it y br iefing.
5-93. Unit s at ever y level must est ablish pr ocedur es t o pr event unnecessar y
access t o classified infor mat ion. In t he end, ever y individual who has
aut hor ized possession, knowledge, or cont r ol of classified or sensit ive
infor mat ion has t he final r esponsibilit y for det er mining t hat a pr ospect ive
r ecipient s official dut ies r equir e possession of, or access t o, any element or
it em of classified infor mat ion and whet her t he individual has been gr ant ed
t he appr opr iat e secur it y clear ance by pr oper aut hor it y.
TRANSMISSION OF CA/CMO INFORMATION
5-94. CA/CMO infor mat ion can be t r ansmit t ed by var ious met hods,
including or al, har d copy, and elect r onic. The met hod chosen must confor m t o
published policies and pr ocedur es put in place t o pr ot ect loss or accident al
disclosur e of t hat infor mat ion t o unaut hor ized individuals. In t he absence of
published policies and pr ocedur es, CA soldier s should use common sense t o
ensur e OPSEC.
5-95. Or al t r ansmission includes for mal and infor mal br iefings, per sonal
conver sat ions in public or pr ivat e places, and t elephone or r adio
conver sat ions. Befor e t r ansmit t ing CA/CMO infor mat ion or ally, CA soldier s
must t ake pr ecaut ions t o pr ot ect t he infor mat ion commensur at e wit h it s
classificat ion. Examples of pr ot ect ive measur es include
Discussing classified infor mat ion only in ar eas clear ed t o t he highest
level of mat er ial t o be discussed.
Cont rolling access t o areas wher e classified informat ion will be discussed.
Announcing t he secur it y classificat ion of infor mat ion and mat er ials
befor e and aft er discussion.
Ensur ing all individuals wit hin ear shot ar e pr oper ly clear ed t o r eceive
t he infor mat ion.
Ensur ing all individuals wit hin ear shot have a need t o know
t he infor mat ion.
Using r adios and t elephones t hat have communicat ions secur it y
devices t hat ar e appr oved, aut hor ized, funct ioning pr oper ly, and
appr opr iat e t o t he classificat ion of t he infor mat ion.
5-96. Hard-copy t ransmission includes handcarrying, sending by aut hor ized
cour ier, and mailing. AR 380-5 governs t he marking, t ransmission, and
safeguarding of hard-copy classified informat ion. CA soldiers should also
consult wit h t heir local S-2 or G-2 sect ion for t he exist ence of any addit ional
FM 3-05.401
5-35
command guidelines regarding handling classified mat erials. Elect ronic
t ransmission includes FAXs, E-mail, and post ing on web sit es and common
net wor k dr ives. Examples of pr ot ect ive measur es for elect r onic media include
Ensur ing FAX machines and comput er s ar e accr edit ed for t he
classificat ion of infor mat ion being t r ansmit t ed.
Separ at ing classified machines fr om unclassified machines (bot h
physically and elect r onically) t o pr event inadver t ent t r ansmission of
classified mat er ials over unclassified syst ems.
Following published policies and pr ocedur es for t he use of comput er s,
E-mails, common dr ives, and web sit es.
OPERATING WITH THE MEDIA
5-97. DOD and major news or ganizat ions r eached agr eement on guidelines
t hat apply t o media coverage of U.S. milit ary forces engaged in armed conflict .
The r ules list ed below have been endor sed by DOD and most major news
or ganizat ions, and will govern media coverage of fut ure U.S. armed conflict s:
Open and independent r epor t ing will be t he pr incipal means of
cover age of U.S. milit ar y oper at ions.
Pr ess pools ar e not t o ser ve as t he st andar d means of cover ing U.S.
milit ary oper at ions. Pools may somet imes pr ovide t he only feasible
means of early access t o a milit ary oper at ion. Pools should be as large as
possible and disbanded at t he earliest opport unit y (wit hin 24 t o 36 hour s
when possible). The arrival of early access pools will not cancel t he
pr inciple of independent coverage for jour nalist s already in t he area.
Even under condit ions of open cover age, pools may be appr opr iat e for
specific event s, such as t hose at ext r emely r emot e locat ions or wher e
space is limit ed.
J our nalist s in a combat zone will be cr edent ialed by t he U.S. milit ar y
and will be r equir ed t o abide by a clear set of milit ar y secur it y gr ound
r ules t hat pr ot ect U.S. for ces and t heir oper at ions. Violat ion of t he
gr ound r ules can r esult in suspension of cr edent ials and expulsion of
t he jour nalist involved fr om t he combat zone. News or ganizat ions will
make t heir best effor t s t o assign exper ienced jour nalist s t o combat
oper at ions and t o make t hem familiar wit h U.S. milit ar y oper at ions.
J our nalist s will be pr ovided access t o all major milit ar y unit s. Special
oper at ions r est r ict ions may limit access in some cases.
Milit ar y PAOs should act as liaisons but should not int er fer e wit h t he
r epor t ing pr ocess.
Under condit ions of open cover age, field commander s should be
inst r uct ed t o per mit jour nalist s t o r ide on milit ar y vehicles and air cr aft
whenever feasible. The milit ar y will be r esponsible for t he
t r anspor t at ion of pools.
Consist ent wit h it s capabilit ies, t he milit ar y will supply PAOs wit h
facilit ies t o enable t imely, secur e, compat ible t r ansmission of pool
mat er ial and will make t hese facilit ies available whenever possible for
filing independent cover age. In cases when gover nment facilit ies ar e
unavailable, jour nalist s will, as always, file by any ot her means
FM 3-05.401
5-36
available. The milit ar y will not ban communicat ions syst ems oper at ed
by news or ganizat ions, but elect r omagnet ic oper at ional secur it y in
bat t lespace sit uat ions may r equir e limit ed r est r ict ions on t he use of
such syst ems.
These pr inciples will apply as well t o t he oper at ions of t he st anding DOD
Nat ional Media Pool syst em.
NOTE: CA soldier s must always wor k t hr ough t he PAO, as well as not ify and
get appr oval fr om t heir chain of command befor e t alking t o t he pr ess.
5-98. What CA soldier s do befor e t hey meet t he media is as impor t ant as
what t hey do when t hey act ually meet t hem. Oft en, it is t he pr epar at or y
act ivit ies t hat will det er mine t he success or failur e of a media int er view. By
being pr epar ed, CA soldier s will not only be mor e confident and comfor t able,
but will also be able t o get t heir st or y acr oss t o t he audience.
5-99. CA commander s should always ensur e t hat t heir unit member s ar e
fully pr epar ed t o meet and speak wit h media per sonnel. The following
suggest ions ar e for t he soldier who is pr epar ing for an int er view. He should
Find out who t he r epor t er is.
Find out why he was asked for t he int er view.
Est ablish gr ound r ules on what will be cover ed.
Set how much t ime will be allowed for t he int er view.
Ant icipat e quest ions and t hink t hr ough his r esponses.
Do his homewor k. He should make cer t ain he is familiar wit h t he fact s
suppor t ing his posit ion and t hat t hey ar e up-t o-dat e. Even if he is t he
exper t , a quick br ush-up will help.
Know t he key point s he want s t o make. He might want t o t ype t hem up
on a car d and put t he car d in a pr ominent place on his desk. Befor e t he
int er view, he should r eview t hem oft en. Ar e t hey honest , meaningful,
and t o t he point ?
Not memor ize a st at ement he will look st ilt ed or pompous.
Quest ion his own posit ion and have his PAO or ot her st aff exper t s play
devils advocat e. If possible, he should pr act ice his responses before a
t elevision camera and view t he playback wit h member s of his st aff t o
conduct a crit ique. He should not be t hin-skinnedit is bet t er t o correct
errors before fr iends t han commit t hem before millions of viewer s.
Read t he mor ning paper and list en t o t he r adio or TV befor e his
int er view in case a lat e-br eaking news st or y affect s his command.
FORCE PROTECTION
5-100. For ce pr ot ect ion r efer s t o measur es designed t o pr ot ect per sonnel,
facilit ies, and equipment t hat conduct or suppor t nat ional defense missions.
J P 1-02 defines for ce pr ot ect ion as Secur it y pr ogr am(s) designed t o pr ot ect
Ser vice member s, civilian employees, family member s, facilit ies, and
equipment , in all locat ions and sit uat ions, accomplished t hr ough planned and
int egr at ed applicat ion of combat t ing t er r or ism, physical secur it y, oper at ions
FM 3-05.401
5-37
secur it y, and per sonal pr ot ect ive ser vices, and suppor t ed by int elligence,
count er int elligence, and ot her secur it y pr ogr ams.
5-101. For ce pr ot ect ion is a concer n for all commander s and soldier s in
milit ar y oper at ions acr oss t he spect r um of conflict , bot h CONUS and
OCONUS. The J oint Doct r ine Encyclopedia st at es
In peacetime, geographic combatant commanders establish measures
and procedures that preserve the combat power of their forces. In
wartime, geographic combatant commanders carry out assigned and
implied missions in pursuit of theater strategic objectives derived from
national and alliance or coalition strategic goals. Force protection
responsibilities are modified as necessary in order to ensure security of
assigned forces and to protect US interests in their areas of
responsibility.
Joint Doctrine Encyclopedia,
16 July 1997
5-102. DODD 2000.12, DOD Antiterrorism/ Force Protection (AT/ FP)
Program, dir ect s r egional and funct ional combat ant commander s t o est ablish
command policies and AT/FP pr ogr ams for t he pr ot ect ion of all assigned
for ces. The r esponsibilit y of geogr aphic combat ant commander s ext ends t o all
for ces in t he AOR, as well as for ces conduct ing oper at ions, t r aining, or
exer cises in count r ies not assigned t o a geogr aphic combat ant commander for
whom t he combat ant commander has oper at ional cont r ol. These pr ogr ams
include family member s (dependent s), r esour ces, and facilit ies. These
pr ogr ams gener ally r equir e pr escr ibed levels of awar eness and t r aining for
ever y applicable individual, as well as coor dinat ion wit h t he officials of
indigenous (and domest ic, in t he case of DSOs) populat ions and inst it ut ions
on mat t er s involving AT/FP policies and measur es.
5-103. When t he t hr eat of t er r or ism exist s, commander s implement and
enfor ce measur es accor ding t o t he for ce pr ot ect ion condit ion (FPCON)
pr ocedur es out lined in J P 3-07.2, J oint Tactics, Techniques, and Procedures
for Antiterrorism, and Appendix BB of DOD Handbook O-2000.12-H,
Protection of DOD Personnel and Activities Against Acts of Terrorism and
Political Turbulence. These FPCON levels ar e discussed below:
FPCON NORMAL exist s when a gener al t hr eat of possible t er r or ist
act ivit y exist s but war r ant s only a r out ine secur it y post ur e.
FPCON ALPHA applies when t her e is a gener al t hr eat of possible
t er r or ist act ivit y against per sonnel and facilit ies, t he nat ur e and ext ent
of which ar e unpr edict able, and cir cumst ances do not just ify full
implement at ion of FPCON BRAVO measur es. However , it may be
necessar y t o implement cer t ain measur es fr om higher FPCONs
r esult ing fr om int elligence r eceived or as a det er r ent . The measur es in
t his FPCON must be capable of being maint ained indefinit ely.
FPCON BRAVO applies when an incr eased and mor e pr edict able
t hr eat of t er r or ist act ivit y exist s. The measur es in t his FPCON must be
capable of being maint ained for weeks wit hout causing undue
har dship, affect ing oper at ional capabilit y, and aggr avat ing r elat ions
wit h local aut hor it ies.
FM 3-05.401
5-38
FPCON CHARLIE applies when an incident occur s or int elligence is
r eceived indicat ing some for m of t er r or ist act ion against per sonnel and
facilit ies is imminent . Implement at ion of measur es in t his FPCON for
mor e t han a shor t per iod pr obably will cr eat e har dship and affect t he
peacet ime act ivit ies of t he unit and it s per sonnel.
FPCON DELTA applies in t he immediat e ar ea wher e a t er r or ist at t ack
has occur r ed or when int elligence has been r eceived t hat t er r or ist
act ion against a specific locat ion or per son is likely. Nor mally, t his
FPCON is declar ed as a localized condit ion.
5-104. For ce pr ot ect ion init iat ives at all levels must be coor dinat ed closely
wit h t he appr opr iat e secur it y, int elligence, and invest igat ive for ces, given
t heir knowledge of t hr eat possibilit ies and appr opr iat e r esponses. Effect ive
for ce pr ot ect ion planning includes input , guidance, and decisions fr om ot her
int er est ed agencies and per sonnel. These may include civil gover nment and
law enfor cement officials and, in some cases, pr ivat e secur it y fir ms (as in t he
pr opr iet ar y secur it y offices of mult inat ional cor por at ions in t he AO which
may be mor e or ganized or bet t er infor med t han local aut hor it ies). Ult imat e
r esponsibilit y for for ce pr ot ect ion r est s wit h t he for ce commander , and any
act ions t aken must be consist ent wit h t he commander s decisions. Mor e
infor mat ion is cont ained in DOD Handbook O-2000.12-H.
CA ROLE IN FORCE PROTECTION
5-105. CA soldier s focus on for ce pr ot ect ion at t wo dist inct levels: t he
individual or t eam level and t he suppor t ed for ce level. These levels ar e
discussed below:
At t he individual or t eam level, CA soldier s employ measur es t o
count er t hr eat s t o individual or t eam member s fr om all sour ces while
conduct ing CA act ivit ies. Thr eat s t o CA soldier s include enemy dir ect
and indir ect fir es; nuclear , biological, and chemical (NBC) at t ack;
ambush; landmines; enr aged or disaffect ed civilians, t hugs, and
cr iminals; and t heft of equipment . CA soldier s follow command
guidance and unit for ce pr ot ect ion SOPs.
At t he suppor t ed for ce level, conduct ing r out ine CA act ivit ies can
enhance pr ot ect ion of t he suppor t ed for ce fr om t hr eat s fr om t he civil
component of t he AO. Thr eat s t o t he suppor t ed for ce include disaffect ed
or dislocat ed civilian populat ions, unfr iendly polit ical or ganizat ions,
seasonal cycles, disease, hazar dous mat er ial sit es, t er r or ist incident s,
and t heft of equipment .
The case of the Bon Repos [Haiti] marketplace emphasizes the critical
role that civil affairs assets played in [TF Castles] ability to secure
[its] area of operations. S ince the site of the existing town market
would be directly outside the main gate of the proposed base camp,
vendors expressed concerns to the civil affairs team about the impact
of troops operating in the town. Through constant dialogue and
negotiations with the merchants and the towns leaders, the TF
commander decided to build a larger market down the road from the
existing site. The engineers constructed a new access road from Route
100 to the new marketplace. The relocated market opened with a
FM 3-05.401
5-39
formal ceremony involving the TF Castle commander, local
landowners, clergy, and police. In fact, the new market attracted
approximately 150 more vendors than the original marketplace and
increased the commerce of the town. By meeting the terms of the
agreement to move the marketplace, the engineers established
credibility with a population not accustomed to trusting uniformed
personnel. This step proved crucial to ensuring the security of the
engineer forces.
Force Protection: Integrating Civil Affairs and Intelligence,
by CPT Lynda Snyder and CPT David P. Warshaw,
Military Intelligence,
Oct-Dec 1995
5-106. CA soldier s enhance for ce pr ot ect ion in any oper at ion by doing t heir
nor mal dut ies. This means t hey must
Cir culat e among t he populace.
Est ablish r appor t wit h or dinar y cit izens, key leader s, and
r epr esent at ives of int er nat ional or ganizat ions and NGOs.
Est ablish and maint ain an accessible CMOC.
Conduct cont inuous deliber at e assessment s.
Conduct CA act ivit ies.
Pr ovide input t o all-sour ce analysis cent er s on condit ions, at t it udes,
and int ent ions of t he populace.
5-107. As st at ed in t he J oint Doct r ine Encyclopedia, For ce pr ot ect ion can be
significant ly impr oved wit h t he pr oper mix of int elligence and infor mat ion
gat her ingIn some milit ar y oper at ions ot her t han war (such as
peacekeeping), t he t er m infor mat ion gat her ing is used r at her t han t he t er m
int elligence because of t he sensit ivit y of t he oper at ion. Since infor mat ion
gat her ing is an inher ent par t of CA oper at ions, CA soldier s must be sur e t o
shar e t heir obser vat ions wit h t he int elligence communit y. It is cr it ical,
however , t hat CA soldier s be car eful not t o misr epr esent t hemselves as
gat her er s of int elligence.
PLANNING FORCE PROTECTION OPERATIONS
5-108. Commander s plan for ce pr ot ect ion oper at ions using t r ained or ganic
or at t ached for ce pr ot ect ion specialist s. CA/CMO planner s suppor t t he for ce
pr ot ect ion plan by int egr at ing CA oper at ions int o t he plan and shar ing
infor mat ion cont ained in r out ine CA r epor t s. While subor dinat e unit s and
t eams comply wit h t he senior commander s for ce pr ot ect ion plan, t hey also
augment t he plan by planning at t heir own level t o account for nuances
specific t o t heir AO and oper at ions. For example, a CMOC oper at ing out side
t he secur it y per imet er of a suppor t ed unit may r equir e addit ional for ce
pr ot ect ion consider at ions t han t he CMOC inside t he per imet er .
5-109. CA soldier s planning for ce pr ot ect ion oper at ions follow basic secur it y
planning st eps and pr inciples. The following st eps and pr inciples apply
whet her planning at t he individual or t eam level or t he suppor t ed for ce level:
Conduct a t hr eat assessment .
Conduct a vulner abilit y assessment .
FM 3-05.401
5-40
Det er mine appr opr iat e count er measur es.
Implement count er measur es.
Evaluat e effect iveness of t he count er measur es.
These st eps and pr inciples also apply t o CA t eams conduct ing mobile
oper at ions or oper at ing fr om a fixed sit e. The CA t eams ar e focused not only
on t er r or ist t hr eat s, but on all t hr eat s.
Thre at Asse ssme nt
5-110. The fir st st ep in developing a for ce pr ot ect ion pr ogr am is t o ident ify
and char act er ize t he pot ent ial t hr eat s t o t he for ce. Under st anding t he t hr eat
enables CA soldier s t o assess t heir vulner abilit y t o at t ack and t o develop
effect ive pr ot ect ive and r esponse measur es. The following is an over view of
t he element s wit hin a t hr eat assessment .
5-111. Threat Identi fi cati on. CA soldier s ident ify t hr eat s fr om t he civil
component dur ing pr eliminar y and deliber at e assessment s. Their analysis
of t he sit uat ion using CASCOPE yields pot ent ial t hr eat s t o t he for ce fr om
CASCOPE. Examples of t hr eat s for each of t he CASCOPE fact or s ar e
as follows:
Ar eas:
Social, polit ical, r eligious, or cr iminal enclaves.
Rubbled or cont aminat ed t owns, villages, or cit ies.
St r uct ur es:
Nuclear power plant s.
Facilit ies t hat employ chemicals in pr oduct ion pr ocesses.
St r uct ur ally unsound buildings.
Capabilit ies:
Indigenous communicat ions net wor ks.
Pr opaganda mechanisms.
Abilit y t o or ganize and mobilize.
Exist ence of legal or illegal ar ms among t he populace.
Mar t ial ar t s and ot her war r ior skills found among t he populace.
Or ganizat ions:
Radical social, polit ical, r eligious, or cr iminal or ganizat ions.
Ter r or ist or ganizat ions.
People:
Enemy sympat hizer s.
Or ganized cr iminals.
Common t hieves.
Event s:
Int er nal feuding bet ween compet ing fact ions.
Polit ical or ant i-U.S. and coalit ion for ce r allies.
FM 3-05.401
5-41
Accident al r elease of hazar dous mat er ials.
Rainy, windy, or dr ought seasons.
Out br eak of disease among t he populace.
5-112. When consider ing t er r or ist s or ot her human t hr eat s, t hr eat
ident ificat ion focuses on t hr ee component s: aggr essor s; t ools, weapons, and
explosives; and t act ics.
Aggressors gener ally per for m host ile act s against people, facilit ies, and
equipment . Their object ives include
Inflict ing injur y or deat h on people.
Dest r oying or damaging facilit ies, pr oper t y, equipment , or
r esour ces.
St ealing equipment , mat er ial, or infor mat ion.
Cr eat ing publicit y for t heir cause.
Aggr essor s may use t he fir st t hr ee object ives t o accomplish t he four t h.
Tools, weapons, and explosives, as descr ibed below, ar e used by
aggr essor s t o achieve t heir object ives:
Tools, such as for ced ent r y t ools, vehicles, and sur veillance t ools.
Weapons, such as incendiar y devices, small ar ms, ant it ank
weapons and mor t ar s, and NBC agent s (also called weapons of
mass dest r uct ion [WMD]).
Explosives, such as homemade bombs, hand gr enades, and vehicle
bombs.
Tactics r efer t o t he offensive st r at egies employed by aggr essor s,
r eflect ing t heir capabilit ies and object ives. Some of t he mor e common
t act ics include
Moving vehicle bomb. The moving vehicle bomb is a suicide at t ack
wher e an explosive-laden air , gr ound, or wat er bor ne vehicle is
flown or dr iven int o a sit e and det onat ed.
S tationary vehicle bomb. This t ype of bomb may be det onat ed by
t ime delay or r emot e cont r ol.
Exterior attack. This at t ack is at close r ange of a facilit y or exposed
asset . Using clubs, r ocks, impr ovised incendiar y devices, hand
gr enades, or hand-placed bombs, t he aggr essor at t empt s t o inflict
dest r uct ion and deat h.
S tandoff weapons attack. These at t acks ar e execut ed using milit ar y
or impr ovised dir ect - and indir ect -fir e weapons, such as ant it ank
weapons and mor t ar s.
Ballistic attack. Using small ar ms at var ying dist ances, t he
aggr essor at t empt s t o inflict deat h.
Covert entry. The aggr essor at t empt s t o ent er t he facilit y cover t ly
using false cr edent ials. The aggr essor may at t empt t o car r y
weapons or explosives int o t he sit e or facilit y or at t empt t o r emove
it ems or infor mat ion fr om t he sit e.
FM 3-05.401
5-42
Mail bombs. Small bombs or incendiary devices are incorpor at ed int o
envelopes or packages t hat ar e deliver ed t o t he t ar get ed individual.
S upplies bombs. Bombs or incendiar y devices, gener ally lar ger t han
t hose found in mail bombs, ar e incor por at ed int o var ious cont ainer s
and deliver ed t o facilit ies or inst allat ions.
Airborne contamination. The aggr essor uses chemical or biological
agent s t o cont aminat e t he air supply of a facilit y or inst allat ion.
Waterborne contamination. The aggr essor uses chemical, biological,
or r adiological agent s t o cont aminat e t he wat er supply of a facilit y
or inst allat ion.
5-113. Threat De fi ni ti on. Once t he t hr eat is ident ified, t he CA soldier
det er mines t he negat ive effect s of t he t hr eat on t he for ce. For example
Rubbled or cont aminat ed ar eas pose a safet y r isk t o soldier s passing
t hr ough t hose ar eas.
The capabilit y t o or ganize and mobilize gr eat number s of civilians,
ar med wit h fir ear ms, pit chfor ks, clubs, or st ones, can over whelm a
for ce oper at ing among or near t he mobilized populat ion.
Nuclear power plant s or facilit ies t hat employ chemicals in pr oduct ion
pr ocesses ar e vulner able t o accident s t hat can har m soldier s
oper at ing near by.
Cr iminals can st eal equipment or infor mat ion t hat can be used t o
inflict casualt ies against t he for ce.
Polit ical or ant ifor ce r allies can quickly det er ior at e and pose a safet y
r isk t o soldier s in t he ar ea.
5-114. Ter r or ist s oper at e in a clandest ine mode, so t he infor mat ion needed
t o define and analyze a t er r or ist t hr eat is oft en mor e difficult t o acquir e t han
infor mat ion dealing wit h less esot er ic milit ar y t hr eat s. To build a composit e
pict ur e of t hr eat condit ions, police and int elligence per sonnel gat her
infor mat ion fr om numer ous sour ces, such as newspaper s, cr iminal r ecor ds,
gover nment r ecor ds, local or ganizat ions and people, and ot her int elligence
or ganizat ions. As out lined in DOD Handbook O-2000.12-H, DOD has
ident ified six fact or s t o be used in t he collect ion and analysis of infor mat ion
fr om all sour ces bear ing a t er r or ist t hr eat :
Existence. A t er r or ist gr oup is pr esent , assessed t o be pr esent , or able t o
gain access t o a given count r y or locale. The analysis of infor mat ion
r egar ding t he exist ence of a t er r or ist gr oup addr esses t he quest ion:
Who is host ile t o exist ing or ganizat ions and social st r uct ur e?
Capability. The acquir ed, assessed, or demonst r at ed level of capabilit y
t o conduct t er r or ist at t acks. An analysis of t er r or ist gr oup capabilit ies
addr esses t he quest ions: What weapons have been used by t er r or ist
gr oups in car r ying out past at t acks? What infr ast r uct ur e is necessar y
t o t r ain, equip, t ar get , and execut e at t acks?
History. Demonst r at ed t er r or ist act ivit y over t ime. The analysis of
t er r or ist gr oup hist or y addr esses t he quest ions: What have t he t er r or ist s
done in t he past ? What is t he t er r or ist gr oups met hod of oper at ions?
FM 3-05.401
5-43
How did t hey acquir e t he capacit y t hey demonst r at ed? Wher e did t hey
obt ain support ? What addit ional at t acks did t hey mount ?
Intentions. Recent ly demonst r at ed ant i-U.S. t er r or ist act ivit y, or st at ed
or assessed int ent t o conduct such act ivit y. An analysis of t er r or ist
gr oup int ent ions addr esses t he quest ions: Why do gr oups engage in
t er r or ist act s? What do t hey hope t o achieve?
Targeting. Cur r ent cr edible infor mat ion on act ivit y, indicat ive of
pr epar at ions for specific t er r or ist oper at ions. Tar get ing addr esses t he
quest ions: Who is likely t o be at t acked, why ar e t hey likely t o be
at t acked, and what is t he basis for accept ing r epor t s t hat such at t acks
ar e planned?
S ecurity environment. The int er nal polit ical and secur it y consider at ions
t hat impact t er r or ist element capabilit y t o car r y out t heir int ent ions.
The par amet er s examined wit hin t he secur it y envir onment of a count r y
include t r aining of nat ional law enfor cement , par amilit ar y, and
milit ar y inst it ut ions t o deal wit h t er r or ist incident s and t o maint ain
social or der ; qualit y of equipment available for law enfor cement and
int er nal secur it y for ces; and dist r ibut ion of int er nal secur it y for ces
t hr oughout a count r y.
5-115. Each of t he Ser vices maint ains it s own t er r or ist t hr eat analysis
capabilit y. Differ ences in per spect ive among DIA, Ser vices, or combat ant
command t hr eat analysis may lead t o diver gent conclusions about specific
t er r or ist t hr eat s. While t he t hr eat t o all DOD asset s in a count r y may be at
one level, t he local commander may decide it faces no t hr eat or a gr eat er
t hr eat of t er r or ism in t he count r y or locale in quest ion.
5-116. Threat Level. For ce pr ot ect ion planning r esponds t o t he t hr eat level.
The t hr eat level for an ar ea is det er mined aft er infor mat ion on t he t hr eat
fact or s is gat her ed and analyzed. The gr eat er t he pr esence of t hr eat fact or s,
t he higher t he t hr eat level. Five of t he six fact or s ar e used t oget her t o define
t he t hr eat level; t he sixt h, secur it y consider at ions, is used separ at ely as a
modifying fact or . Table 5-2 depict s t he r elat ionships of t he t hr eat fact or s and
t hr eat levels. (Addit ional infor mat ion is in DOD Handbook O-2000.12-H,
Chapt er 5.)
Table 5-2. DOD-Level Determination of Terrorist Threat Level
Threat Level Threat Analysis Factors
Existence Capability History Intentions Targeting
Critical a a b
b b
High a a a
a
Medium a a a
b
Low a a b

Negligible b b

a - Factor must be present b - Factor may or may not be present
FM 3-05.401
5-44
5-117. Unit commander s r ely on local int elligence and count er int elligence
per sonnel t o pr ovide war nings and indicat or s about specific and gener al
t hr eat s t o t he inst allat ions, r esour ces, and per sonnel. The Feder al Bur eau of
Invest igat ion (FBI) det er mines t hr eat levels in CONUS, and DIA det er mines
t hr eat levels OCONUS for DOD inst allat ions. Commander s at all levels
est ablish t he FPCONs ment ioned above based on t he FBI or DIA t hr eat
level and locally developed infor mat ion. This infor mat ion, coupled wit h t he
vulner abilit y assessment discussed in t he following sect ion, will
influence decisions as t o which for ce pr ot ect ion measur es ar e applied t o
inst allat ion asset s.
VULNERABILITY ASSESSMENT
5-118. A vulner abilit y assessment addr esses t he suscept ibilit y of t he for ce t o
t he t hr eat s ident ified dur ing t he t hr eat assessment . A vulner abilit y
assessment applies t o fixed sit es as well as t o mobile oper at ions. It is an
ongoing pr ocess t hat includes all t hr ee component s of t hr eat assessment . This
ver y essent ial st ep helps t o ident ify and pr ior it ize t he r esour ces r equir ed t o
defeat t he t hr eat , pr oviding a basis for det er mining ant it er r or ism measur es
t hat can pr ot ect per sonnel and asset s fr om t er r or ist at t acks.
5-119. A vulner abilit y assessment looks at sever al aspect s of secur it y r elat ed
t o t he for ce and it s oper at ions. These aspect s include
OPS EC. Accor ding t o J P 1-02, OPSEC is a pr ocess of ident ifying
cr it ical infor mat ion and subsequent ly analyzing fr iendly act ions
at t endant t o milit ar y oper at ions and ot her act ivit ies t o: a. Ident ify
t hose act ions t hat can be obser ved by adver sar y int elligence syst ems;
b. Det er mine indicat or s host ile int elligence syst ems might obt ain t hat
could be int er pr et ed or pieced t oget her t o der ive cr it ical infor mat ion in
t ime t o be useful t o adver sar ies; and c. Select and execut e measur es
t hat eliminat e or r educe t o an accept able level t he vulner abilit ies of
fr iendly act ions t o adver sar y exploit at ion. An assessment t ool for
OPSEC is t he OPSEC sur vey.
Physical S ecurity (PHYS EC). PHYSEC is t hat par t of secur it y
concer ned wit h physical measur es designed t o safeguar d per sonnel; t o
pr event unaut hor ized access t o equipment , inst allat ions, mat er ial, and
document s; and t o safeguar d t hem against espionage, sabot age,
damage, and t heft . An assessment t ool for PHYSEC is t he physical
secur it y sur vey.
Personnel S ecurity (PERS EC). PERSEC is t he applicat ion of st andar ds
and cr it er ia t o det er mine whet her or not an individual is eligible for
access t o classified infor mat ion, qualified for assignment t o or r et ent ion
in sensit ive dut ies, and suit able for accept ance and r et ent ion in t he
t ot al Ar my consist ent wit h nat ional secur it y int er est s. For CMO, when
dealing wit h individuals who ar e not in t he U.S. Ar med For ces and who
do not have access t o classified mat er ials (civilians wor king in and
ar ound a CMOC), PERSEC r efer s t o t he assur ance t hat individuals ar e
t r ained, t r ust wor t hy, and r eliable when dealing wit h infor mat ion,
equipment , and ot her mission-r elat ed it ems. Assessment t ools for
PERSEC include t he single-scope backgr ound invest igat ion (SSBI), t he
per iodic r einvest igat ion (PRI), t he nat ional agency checks wit h local
agency and cr edit checks (NACLC), civilian employment hist or y and
r efer ence checking, and dr ug scr eening.
FM 3-05.401
5-45
Information Assurance (IA). IA pr ovides t he means t o ensur e t he
confident ialit y, int egr it y, and availabilit y of infor mat ion pr ocessed by
t he Ar mys infor mat ion-based syst ems. IA includes secur it y of
infor mat ion and r elat ed syst ems (infor mat ion syst ems secur it y [ISS]),
C2, physical, soft war e, har dwar e, pr ocedur al, per sonnel, net wor k,
communicat ions, oper at ional, and int elligence. IA seeks t o maint ain
effect ive C2 of fr iendly for ces by pr ot ect ing cr it ical infor mat ion
infr ast r uct ur es fr om unaut hor ized user s, det ect ing at t empt s t o obt ain
or alt er t he infor mat ion, and r eact ing t o unaut hor ized at t empt s t o
obt ain access t o or change infor mat ion. These measur es focus on t he
int egr it y, confident ialit y, availabilit y, aut hent icat ion, ver ificat ion,
pr ot ect ion, nonr epudiat ion of t he infr ast r uct ur es, and t he infor mat ion
cont ained wit hin. Assessment t ools for IA include secur it y sur veys and
vir us scr eening soft war e.
5-120. Dur ing t he vulner abilit y assessment , CA soldier s ident ify any
shor t comings in each of t hese ar eas as t hey apply t o t eam or sit e oper at ions.
DOD Handbook O-2000.12-H cont ains guidelines and sample sur vey
checklist s t hat can be applied t o a CA/CMO vulner abilit y assessment .
5-121. The r esult s of t he vulner abilit y assessment ar e evaluat ed against t he
t ype of t hr eat and ident ified t hr eat level t o det er mine t he appr opr iat e level of
pr ot ect ion. Figur e 5-3 shows t he st eps t o conduct a vulner abilit y assessment .
Figure 5-3. Steps to Conduct a Vulnerability Assessment
DETERMINE APPROPRIATE COUNTERMEASURES
5-122. Count er measur es ar e t hose measur es t aken by a unit or individual t o
count er a specific t hr eat at a specific t ime and place. Count er measur es t ake
many for ms. They include specialized pr ocedur es, per sonal equipment , unit
or t eam equipment , facilit ies, and t r aining. They may r equir e r eor ganizat ion
of land use, r eor ient at ion of r oadways, secur it y impr ovement s t o inst allat ion
ent r ies, and impr ovement s t o exist ing st r uct ur es and t he sur r ounding sit e
ar ea. They may also r equir e t he cr eat ion of specialized element s t hat ar e
t ask-or ganized t o mit igat e t hr eat s, r espond t o t hr eat s, and r ecover fr om t he
aft er mat h of t hr eat s.
FM 3-05.401
5-46
5-123. Some t hr eat s may r equir e t he ident ificat ion of mult iple scenar ios, or
alt er nat ives, for achieving t he desir ed goal. All alt er nat ives should under go a
suit abilit y analysis, which t akes int o account fact or s t hat may limit t he
feasibilit y of an act ion or pr oject . Limit ing fact or s consist of physical,
r esour ce, and polit ical const r aint s, such as land ar ea r est r ict ions, limit ed
availabilit y of const r uct ion mat er ials, and HN or civilian sensit ivit ies.
5-124. Examples of t hr eat -specific count er measur es for CA/CMO ar e in
Table 5-3, pages 5-46 t hr ough 5-48.
Table 5-3. Examples of Threat-Specific Countermeasures
Threat ID
Threat
Definition
Threat
Level
Countermeasure
Civil Areas
Criminal enclave. History of
criminal
violence
against
passers-
through.
High MitigationTravel according to supported unit force
protection guidelines (2-man rule, 2-vehicle rule).
Maintain situational awareness, weapons security, and
radio contact with base unit. Identify patterns and
methods of operation.
ResponseFollow mission ROE. Notify base unit.
Identify characteristics, personalities, and methods used
by hostiles.
RecoveryReturn to base. Report any compromised
information or equipment. Debrief. Refine policies, as
necessary.
Structures
Chemical
processes on
adjacent property.
Hazardous
chemicals
may spill,
explode, or
pollute the
air.
Low
Medium
MitigationIdentify HAZMAT areas and pertinent
safety precautions. Monitor HAZMAT situation.
Coordinate with local and military HAZMAT managers to
identify response plans and agency capabilities.
ResponseFollow approved response plans. Report
all information to base unit.
RecoveryCoordinate for cooperation and assistance
between organizations involved. Review response
plans. Refine response plans, as necessary. Assist in
upgrading response capabilities.

FM 3-05.401
5-47
Table 5-3. Examples of Threat-Specific Countermeasures (Continued)
Threat ID
Threat
Definition
Threat
Level
Countermeasure
Capabilities
Local militia or
hostile
community.
Capability
to organize
and
mobilize
rapidly
when
provoked.
Low MitigationIdentify what provokes the community to
become hostile or to mobilize the militia. Train the force
in how not to provoke the community. Establish positive
relationship with militia, political, law enforcement, and
other leaders. Engage the populace with normal CA
activities. Establish a plan that includes assistance from
local authorities.
ResponseFollow approved response plans. Perform
as liaison between supported unit and local authorities
to help diffuse the situation. Maintain awareness of
personal security situation. Report all information to
base unit.
RecoveryConduct projects or other activities to
reestablish or enhance a positive relationship between
the force and the community. Refine response plans, as
necessary.
Organizations
Terrorist
organization.
History of
truck/boat
bombings
against U.S.
targets in
region.
Critical MitigationEngage the populace with normal CA
activities. Travel according to supported unit force
protection guidelines (2 man rule, 2 vehicle rule).
Maintain situational awareness, weapons security, and
radio contact with base unit. Observe indicators among
populace, such as excessive interest in military activities,
unexplained or suspicious cancellation of civilian
activities, and unusual movement of vehicles, materials,
or people. Report observations to appropriate channels.
ResponseTake a protective posture according to unit
SOP. Notify base unit. Identify characteristics,
personalities, and methods used by aggressors.
RecoveryAssist investigators as liaison between
supported unit and local authorities. Refine SOP, as
necessary.
People
Thieves. Penetration
of military
facilities,
vehicles, or
personal
space for
equipment/
information.
Critical MitigationEmploy strict PHYSEC, OPSEC, and
PERSEC measures. Maintain situational awareness.
Keep civilians no closer than one-arm distance from
soldiers.
FM 3-05.401
5-48
Table 5-3. Examples of Threat-Specific Countermeasures (Continued)
Threat ID
Threat
Definition
Threat
Level
Countermeasure
People (Continued)
RecoveryProsecute thieves according to appropriate
law. Publicize incident through PSYOP and public
information assets. Hold meeting with local authorities or
public forum to discuss the implications of stealing
equipment or information from military forces. Get
commitment from local authorities to prevent future
incidents.
Events
Disease. Sickness
caused by
poor
sanitary
conditions
among
populace.
Medium MitigationConduct early assessments of local
conditions in coordination with preventive medical
assets, if available. Conduct training programs for locals,
possibly as MCA projects, to correct deficiencies.
Coordinate with local health officials, NGOs, and
international organizations.
ResponseNotify base unit. Coordinate with military
and local medical agencies. Implement containment,
treatment, and clean-up plans.
RecoveryAssess results of containment, treatment,
and clean-up plans. Continue and modify, as necessary.
Train the populace in sanitation procedures.
5-125. CA soldier s must keep in mind t hat count er measur es ar e most
effect ive when endor sed by t he commander , under st ood by all par t icipant s,
war -gamed, wr it t en int o oper at ions and cont ingency plans, r esour ced, and
exer cised or r ehear sed. Failur e t o achieve any of t hese r educes t he chance a
count er measur e will succeed.
IMPLEMENT COUNTERMEASURES
5-126. Count er measur es must be implement ed as soon as possible aft er a
t hr eat has been ident ified. The least cost ly and oft en t he most effect ive
pr ot ect ion measur es ar e t hose incor por at ed dur ing t he planning phase.
Implement ing appr opr iat e for ce pr ot ect ion measur es at t he planning st age can
pr eclude t he need for piecemeal and cost ly secur it y enhancement s lat er on.
EVALUATE EFFECTIVENESS OF THE COUNTERMEASURES
5-127. Over t ime, t hr eat s change as sit uat ions change. Count er measur es
t hat may have been effect ive one day may no longer be effect ive t oday. As CA
soldier s conduct cont inuous assessment s, t hey r eevaluat e t he t hr eat and t he
count er measur es ar r ayed against t he t hr eat . They develop new
count er measur es as old ones ar e det er mined t o be no longer effect ive. As
befor e, t hey ensur e t he new count er measur es ar e endor sed by t he
FM 3-05.401
5-49
commander , under st ood by all par t icipant s, war -gamed, wr it t en int o
oper at ions and cont ingency plans, r esour ced, and exer cised or r ehear sed.
PRODUCTS OF THE DEVELOP AND DETECT PHASE
5-128. The pr oduct s of t his phase ar e bot h t angible and int angible. They
include wor king r elat ionships and r appor t wit h nonmilit ar y par t icipant s in
an oper at ion; det ailed deliber at e assessment s; and CA/CMO br iefings
and r epor t s.
5-129. The durat ion of t he develop and det ect phase will vary based on t he
fact or s of METT-TC. The br iefings and r epor t s pr oduced dur ing t his phase
influence t he t iming of, and act ivit ies implement ed dur ing, t he execut e phase.
5-130. Commander s and senior civilian leader s make decisions based on t he
infor mat ion pr ovided t o t hem by t heir subor dinat e commander s and st aff
member s. This infor mat ion is pr esent ed for mally in t he for m of br iefings and
r epor t s. Br iefings ar e pr esent ed or ally and may include an or ient at ion t o
maps, diagr ams, char t s, phot os, or ot her document s t hat impr ove t he
commander s under st anding of t he infor mat ion. Repor t s ar e pr esent ed in
wr it t en for m and usually follow an appr oved for mat . They ar e st and-alone
document s t hat ser ve as hist or ical r ecor ds. As such, r epor t s cont ain as much
det ail as possible of t he event s about which t hey ar e wr it t en.
5-131. CA officer s and senior NCOs ar e adept at conduct ing br iefings and
wr it ing r epor t s. For mat s for br iefings and r epor t s ar e found in Appendixes C
and D. The following ar e examples of t he t ypes of br iefings and r epor t s CA
per sonnel use t o pr esent CA/CMO infor mat ion:
Br iefings:
Capabilit ies br iefing t o suppor t ed commander .
Cour se of analysis br iefing in suppor t of MDMP.
CA/CMO por t ion of suppor t ed unit oper at ions or der br iefing.
BUB.
TOC shift -change br iefing.
Oper at ions br iefing t o CA unit or t eam.
Repor t s:
Pr edeployment ar ea assessment .
Result s of CA init ial/hast y assessment .
Per iodic CA r epor t .
CA/CMO spot r epor t .
OPSUM.
Tr ip r epor t .
AAR.
FM 3-05.401
5-50
CA/CMO BRIEFINGS
5-132. The capabilit ies br iefing t o t he suppor t ed commander or senior
civilian leader is t ailor ed t o t he sit uat ion. A t hor ough br iefing would
gener ally cont ain t he following infor mat ion:
Mission of t he CA unit , t eam, or individual.
Task or ganizat ion and equipment of t he CA unit or t eam.
Assignment of CA asset s wit hin t he suppor t ed or ganizat ion and t wo
levels up.
Gener al capabilit ies, such as st aff analysis and planning focused on t he
civilian component of t he AO, enhancing t he commander s awar eness of
t he sit uat ion by monit or ing and int er act ing wit h civilians in t he AO,
pr oviding advice and t r aining t o milit ar y or ganizat ions in suppor t of
t he commander s CMO r esponsibilit ies, and set t ing t he condit ions for
successful t r ansit ion of milit ar y oper at ions t o follow-on civilian cont r ol.
Specific capabilit ies, such as funct ional specialist skills or ganic t o t he
unit or t eam.
5-133. A cur r ent CA/CMO br iefing, such as t hat given dur ing t he BUB or
TOC shift -change, pr ovides a snapshot of CA act ivit ies and CMO conduct ed
dur ing a specified per iod of t ime. Using t he pr inciples of CASCOPE, a t ypical
br iefing might be or ganized as follows:
Or ient at ion t o civil component of t he AO:
Names, locat ions, and size of populat ion cent er s and ot her key civil
ar eas per t inent t o milit ar y oper at ions.
Civilian st r uct ur es and r esour ces available for milit ar y use.
Nat ur e of t he local, r egional, and nat ional gover nment s and
t he capabilit y of each gover nment level t o sust ain and cont r ol
t he populace.
HN and int er nat ional or ganizat ions, NGOs, and t heir capabilit ies
per t inent t o milit ar y oper at ions.
Key communicat or s among t he civilian populace, including elect ed
officials, as well as nonelect ed for mal and infor mal leader s.
Civil event s t hat may affect milit ar y oper at ions.
Milit ar y event s t hat may affect civilian act ivit ies.
At t it ude of t he local populace t oward current oper at ions and event s.
Effect s of enemy PSYOP, disinfor mat ion, or t er r or ism campaigns.
Locat ion, mission, and object ives of all CA element s in t he AO.
Addit ional issues, conclusions, and r ecommendat ions.
5-134. An effect ive br iefing t echnique is t o use over lays, sect or sket ches, and
execut ion mat r ixes t hat demonst r at e how CA act ivit ies and CMO ar e
int egr at ed int o t he suppor t ed or ganizat ions scheme of maneuver or act ion
plan. These can be depict ed on a CA suppor t mat r ix. An example of t his
t echnique is cont ained in Appendix C.
FM 3-05.401
5-51
CA/CMO REPORTS
5-135. Repor t s cont ain infor mat ion t hat is essent ial t o t he milit ar y decision-
making pr ocess at all levels of command. Det ailed, accur at e, and t imely
r epor t s help planner s cr eat e appr opr iat e and r ealist ic COAs t hat , in t ur n,
help commander s make infor med decisions.
5-136. Repor t s var y in t heir submission r equir ement s. Some r epor t s ar e
per iodic (daily, weekly, and mont hly sit uat ion updat es), some ar e r out ine
(upon complet ion of an act ion such as an ar ea assessment , a sit e visit , or a
coor dinat ion meet ing), and some ar e t ime-sensit ive (ser ious incident r epor t s).
5-137. All r epor t s must be handled in a manner appr opr iat e t o t heir
classificat ion (Top Secr et , Secr et , Confident ial, or Unclassified). They ar e
disseminat ed accor ding t o unit SOP, usually t o all par t ies t hat have an
int er est in and ar e gr ant ed a need-t o-know st at us on t he r epor t ed
infor mat ion. The following list pr ovides examples of t he var ious means by
which r epor t s may be t r ansmit t ed:
Face-t o-face.
Cour ier .
Rout ine dist r ibut ion.
Nat ional post al ser vice.
FAX.
Secur e E-mail.
Unsecur e E-mail.
Post ing t o a web page on an int r anet or Int er net .
Post ing t o a common dr ive on a local ar ea net wor k (LAN) or WAN.
5-138. Figur e 5-4, page 5-52, shows a t ypical disseminat ion of CA r epor t s
t hat cont ain infor mat ion per t inent t o mult iple or ganizat ions and agencies.
This figur e also descr ibes t he r out ing of r equest s for infor mat ion or
assist ance. The diagr am assumes oper at ions in a digit al envir onment .
FM 3-05.401
5-52
Figure 5-4. Typical Dissemination of CA Reports and Requests
for Information or Assistance
6-1
Chapter 6
CA Methodology: Deliver
One of CFLCCs missions is to command the J oint Civil-Military
Operations Task Force, which has a forward headquarters in Kabul. The
J CMOTF has elements throughout Afghanistan that are coordinating
civil-military operations to support various nongovernmental
organizations providing humanitarian assistance. Another mission is to
oversee the International Security Assistance Force, or ISAF, which is an
independent force for which the United Kingdom has stepped up to act as
the lead nation...The ISAFs goal is to establish a safe and secure
environment in Kabul to allow the new interim administration to function
as a fully representative government. The long-term goals of the CFLCC
are to continue the current operations in Afghanistan to destroy terrorist
cells and to support the international humanitarian effort there. In
addition, CFLCC officials said they will work with the interim
government to ensure that Afghanistan becomes and remains a stable
country, and to ensure it does not once again become a safe haven
for terrorism.
Land Command Leads Fight Against Terrorists,
by PFC Gustavo Bahena,
CFLCC Public Affairs Office,
2002
OVERVIEW
6-1. Dur ing t he develop and det ect phase, CA element s init iat ed execut ion of
t he CA plan. They ent er ed int o t he AO t o est ablish r elat ionships, develop
r appor t , and conduct deliber at e assessment s. They pr ovided cur r ent ,
per t inent infor mat ion t hat allowed commander s t o cancel or execut e t he
planned br anches and sequels of t he oper at ion. Execut ion of t hese br anches
and sequels encompasses t he deliver phase.
6-2. Dur ing t he deliver phase, CA gener alist s and specialist s engage t he civil
component wit h planned or on-call CA act ivit iesPRC, FNS, HA, MCA,
emer gency ser vices, and suppor t t o civil administ r at ion. Execut ed in suppor t
of a commander s CMO accor ding t o a well-planned, coor dinat ed, and
synchr onized campaign, t he act ivit ies of t his phase r epr esent a COR by CA
soldier s, non-CA soldier s, ot her gover nment agencies, int er nat ional
or ganizat ions, NGOs, and asset s of indigenous populat ions and inst it ut ions.
These act ivit ies may occur individually and select ively acr oss t he AO or
simult aneously at var ious levels of oper at ions and gover nment .
6-3. At t he st r at egic and oper at ional levels of oper at ion, applicat ion of some
CA act ivit ies can mit igat e or facilit at e applicat ion of ot her s. For example,
engaging t he civil sect or wit h CA act ivit ies dur ing t he execut ion of combat ant
command TEPs may r educe t he need for r apid decisive oper at ions. Should
r apid oper at ions occur , r elat ionships and pr ogr ams put in place dur ing t he
TEP can facilit at e cer t ain oper at ional aspect s. As an illust r at ion, syst ems,
FM 3-05.401
6-2
facilit ies, pr ogr ams, and knowledge developed dur ing emer gency ser vices,
development al MCA, or HCA pr oject s conduct ed dur ing peacet ime can war d
off pot ent ial cr ises caused by nat ur al, man-made, or t echnological fact or s. In
t he event of a cr isis, t hose same syst ems, facilit ies, pr ogr ams, and knowledge
can be useful in conduct ing HA, PRC, FNS, mit igat ing MCA, emer gency
ser vices, and suppor t t o civil administ r at ion.
6-4. The CA act ivit ies apply equally t o special and convent ional oper at ions.
Chapt er 6 in FM 41-10 and t he FM 3-05.20 ser ies of manuals cont ain
infor mat ion on t he var ious SF oper at ions. Ot her r elat ed doct r inal r efer ences
include mor e infor mat ion on how t he CA act ivit ies suppor t each of t he SO
missions and collat er al act ivit ies.
6-5. The pr oduct s of t he deliver phase include CA/CMO br iefings and
r epor t s. The final out come of t his phase is an execut ed mission. This chapt er
will focus on t he act ivit ies t hat suppor t and occur dur ing t he deliver phase.
Figur e 6-1 depict s t hese act ivit ies, as well as t he milit ar y oper at ions t hat
suppor t CMO object ives.
Figure 6-1. Military Operations and CA Activities That Support CMO Objectives
CA ACTIVITIES
6-6. CA act ivit ies ar e defined as act ivit ies per for med or suppor t ed by civil
affair s t hat (1) enhance t he r elat ionship bet ween milit ar y for ces and civil
aut hor it ies in ar eas wher e milit ar y for ces ar e pr esent ; and (2) involve
applicat ion of CA funct ional specialt y skills, in ar eas nor mally t he
r esponsibilit y of civil gover nment , t o enhance conduct of CMO. The six CA
act ivit ies ar e
FNS.
PRC.
FM 3-05.401
6-3
HA.
MCA.
Emer gency ser vices.
Suppor t t o civil administ r at ion.
6-7. The act ivit ies of FNS, PRC, HA, and MCA clear ly fall under par t (1) of
t he definit ion. Suppor t t o civil administ r at ion falls under par t (2). The
emer gency ser vices act ivit y cr osses bot h definit ions.
6-8. In gener al, t he CA act ivit ies ar e t he pr imar y r ealm of t he CA specialt y
t eams. CA specialist s ar e t ask-or ganized t o meet t he var ious st r at egic,
oper at ional, and t act ical r equir ement s of t he CA act ivit y. CA gener alist s
par t icipat e in t he CA act ivit ies as st aff act ion officer s and, when r equir ed,
low-level execut or s of nonspecialized CA act ivit y t asks. When called upon t o
per for m specialized CA act ivit y t asks in t he absence of CA specialist s, CA
gener alist s seek clar ificat ion, suppor t , and guidance in t heir t asks fr om CA
specialist s via r eachback. The following sect ions define t hese act ivit ies in
det ail and discuss t he CA r oles at t he st r at egic, oper at ional, and t act ical
levels for each act ivit y.
FOREIGN NATION SUPPORT
6-9. The pr efer r ed means of fulfilling cer t ain CSS r equir ement s of milit ar y
oper at ions is t o obt ain appr opr iat e goods and ser vices locally t hr ough FNS.
FNS r efer s t o civil or milit ar y assist ance r ender ed t o t he Unit ed St at es or it s
allies by an HN or ot her member of t he int er nat ional communit y dur ing
peacet ime, emer gencies, or war . Such assist ance is nor mally based on
agr eement s mut ually concluded bet ween t he nat ions, but FNS may also
include suppor t fr om count r ies t hat have no mut ual agr eement s.
BASIC TERMS AND CONCEPTS
6-10. According t o J P 1-02, a host nat ion is a nat ion t hat receives t he forces
and/or supplies of allied nat ions, coalit ion par t ner s, and/or NATO
or ganizat ions t o be locat ed on, t o oper at e in, or t o t r ansit t hr ough it s t er r it or y.
6-11. An FNS agr eement is a basic agr eement nor mally concluded at
gover nment -t o-gover nment or gover nment -t o-combat ant commander level.
FNS agr eement s exist wit h numer ous count r ies, and new agr eement s may be
negot iat ed for a specific oper at ion. These agr eement s may include gener al
agr eement s, umbr ella agr eement s, and MOUs. Depending on t he t heat er and
t he cir cumst ances of t he agr eement s, FNS may be r efer r ed t o by ot her t er ms,
such as HNS, war t ime host -nat ion suppor t (WHNS), fr iendly or allied nat ion
suppor t (FANS), or CIMIC.
6-12. Mor e infor mat ion on HN, HNS, and HNS agr eement s is available in
J P 4-01, Doctrine for Logistic S upport of J oint Operations, and J P 4-01.8,
J oint Tactics, Techniques, and Procedures for J oint Reception, S taging,
Onward Movement, and Integration.
6-13. The FNS act ivit y consist s of t he ident ificat ion, coor dinat ion, and
acquisit ion of FN r esour cessuch as supplies, mat er iel, and labor t o
suppor t U.S. for ces and oper at ions.
FM 3-05.401
6-4
6-14. Ther e ar e many sour ces of FNS, including var ious gover nment
agencies and pr ivat e cit izens in t he t heat er of oper at ions. The following is a
list of some of t hese sour ces:
Government agencies. Local gover nment agencies build, oper at e, and
maint ain facilit ies and syst ems t hat can suppor t U.S. r equir ement s.
Examples of such syst ems include ut ilit ies and t elephone net wor ks.
Police, emer gency ser vices, and bor der pat r ols may also be available t o
suppor t U.S. for ces.
Civilian contractors. Local, nat ional, t hir d-count r y, or U.S. cont r act or s
employing indigenous or t hir d-count r y per sonnel may pr ovide supplies
and ser vices. These could include laundr y, bat h, t r anspor t at ion, labor ,
and const r uct ion.
Local civilians. The need for manpower r anges fr om labor er s,
st evedor es, t r uck dr iver s, and supply handler s t o mor e highly skilled
equipment oper at or s, mechanics, comput er oper at or s, and manager s.
The for eign nat ional labor pool may pr ovide per sonnel wit h t hose skills.
S pecial U.S . units. These unit s consist of HN milit ar y per sonnel and
may be assigned t o help per for m FNS-t ype funct ions. These unit s ar e
configur ed t o conser ve U.S. manpower by subst it ut ing non-U.S.
per sonnel in specified posit ions of select ed unit s. An example of t his
configur at ion is t he Kor ean Augment at ion t o t he Unit ed St at es Ar my
(KATUSA) pr ogr am in Kor ea, which is par t of an FNS agr eement .
Indigenous military units. Dur ing war , indigenous milit ar y or
par amilit ar y unit s may suppor t all t ypes of U.S. needs. Ar eas t hat ar e
cover ed include t r affic cont r ol, convoy escor t , inst allat ion secur it y,
car go and t r oop t r anspor t , and logist ics AO.
Local facilities. U.S. for ces may use local buildings, air por t s, seapor t s,
or ot her facilit ies t o ser ve as hospit als, HQ buildings, billet s,
maint enance shops, or supply facilit ies. These facilit ies may be
nat ionalized, come under local gover nment cont r ol, or be pr ovided by
cont r act ual agr eement .
Area support. A nat ion per for ms specific funct ions in a designat ed ar ea
or for a par t icular or ganizat ion wit hin it s boundar ies. Some examples
ar e r ail oper at ions, convoy scheduling, air t r affic cont r ol,
decont aminat ion, NBC r econnaissance, and har bor pilot ser vices. These
ser vices nor mally oper at e under gover nment cont r ol by aut hor it y of
nat ional power act s.
COMMANDERS POWERS OVER ENEMY PROPERTY
6-15. Pr oper t y cont r ol (a specific CA funct ion) ser ves t o pr ot ect pr oper t y
wit hin est ablished limit s and t o pr eser ve negot iable asset s and r esour ces. It
is based on a unifor m and or der ly syst em for t he cust ody and cont r ol of
pr oper t y.
6-16. Ther e ar e four basic cat egor ies of pr oper t y subject t o pr oper t y cont r ol:
public movable, public immovable, pr ivat e movable, and pr ivat e immovable.
Public pr oper t y r efer s t o gover nment -owned pr oper t y ver sus t hat owned by
pr ivat e individuals. Immovable pr oper t y consist s of r eal est at e and land and
FM 3-05.401
6-5
t hose st r uct ur es and pr oper t y per manent ly fixed t o t he land (also known as
fixt ur es). Houses and ot her buildings qualify as immovable pr oper t y.
6-17. The power s a milit ar y commander may exer cise over pr oper t y in
enemy t er r it or y may be br oadly classified as dest r uct ion, confiscat ion,
seizur e, r equisit ion, and cont r ol. Each of t hese power s is discussed below.
De structi on
6-18. Dest r uct ion is t he par t ial or t ot al damage of pr oper t y. Wit h t he
except ion of medical equipment and st or es, pr oper t y of any t ype or owner ship
may be dest r oyed if t he dest r uct ion is necessar y t o or r esult s fr om milit ar y
oper at ions eit her dur ing or pr epar at or y t o combat . No payment is r equir ed.
Dest r uct ion is for bidden except wher e t her e is some r easonable connect ion
bet ween t he dest r uct ion of t he pr oper t y and over coming enemy for ces.
Confi scati on
6-19. Confiscat ion is t he t aking of enemy public movable pr oper t y wit hout
obligat ion t o compensat e t he st at e t o which it belongs. The t er m applies only
t o public pr oper t y because t he Hague Rules (Ar t icle 46) specifically for bid t he
confiscat ion of pr ivat e pr oper t y and Ar t icle 55 only per mit s t he occupant t o
act as a usufr uct uar y for public immovable pr oper t y. Pr ivat e pr oper t y t aken
on t he field of bat t le t hat was used by t he t r oops t o fur t her t he fight ing is also
subject t o confiscat ion on t he t heor y t hat it has for feit ed it s r ight t o be t r eat ed
as pr ivat e pr oper t y. Ot her wise, t he confiscat ion of public movable pr oper t y is
gener ally limit ed t o t hat pr oper t y wit h dir ect or indir ect milit ar y use.
Se i zure
6-20. Seizur e is t he t aking of cer t ain t ypes of enemy pr ivat e movable
pr oper t y for use by t he capt ur ing st at e. Tit le does not pass t o t he occupying
power . Such use is limit ed t o t he needs of t he occupying for ce, but may be
employed out side as well as wit hin t he occupied t er r it or y. Payment or
compensat ion is nor mally made at t he t ime a peace t r eat y is signed or
host ilit ies end.
Re qui si ti on
6-21. A r equisit ion is t he act of t aking pr ivat e enemy movable or immovable
pr oper t y for t he needs of t he ar my of occupat ion. It differ s fr om seizur e in
t hr ee basic r espect s:
The it ems t aken may be used only in occupied t er r it or y.
Pr ivat e immovable and pr ivat e movable pr oper t y may be seized.
The owner s ar e t o be compensat ed as soon as possible, wit hout having
t o wait for t he occupat ion t o end or for t he r est or at ion of peace.
Control
6-22. Pr oper t y wit hin occupied t er r it or y may be cont r olled by t he occupant
t o t he degr ee necessar y t o pr event it s use by (or for t he benefit of) host ile
for ces or in any manner har mful t o t he occupant . As a gener al pr inciple of
int er nat ional law, t he occupat ion commander is r equir ed t o maint ain public
or der . Included wit hin t his gener al mandat e is t he r equir ement for t he
FM 3-05.401
6-6
occupat ion for ce t o t ake cont r ol of and pr ot ect abandoned pr oper t y, t o
safeguar d banks, and ensur e loot ing, black mar ket ing, and so on do not get
out of hand.
6-23. FM 27-10, The Law of Land Warfare, par agr aph 394c, st at es t hat
pr oper t y whose owner ship is in quest ion should be t r eat ed as public pr oper t y
unt il it s owner ship is ascer t ained. Religious buildings and shr ines ar e t o be
r espect ed and t r eat ed as pr ivat e pr oper t y. Similar ly, hospit als enjoy a
pr ot ect ed st at us under int er nat ional law, but may be used in a manner
consist ent wit h t heir humanit ar ian pur poses. The pr oper t y of municipalit ies
is affor ded t he same t r eat ment as pr ivat e pr oper t y. Table 6-1 pr ovides a
summar y of t he commander s power s over enemy pr oper t y.
Table 6-1. Summary of the Commanders Powers Over Enemy Property
Basis For
Power
Will It
Be Used
Limits On
Location
Category
Of Power
Limits On
Type
(Movable/
Immovable)
Limits On
Type
(Public/
Private)
Payment/
Timing
Not Used N/A Destruction N/A
Use
Anywhere
Confiscation
(Usufructuary)
Movable
(Public
Immovable)
Public
+ Private on
Battlefield
No
Payment
Use
Anywhere
Seizure Movable
Only
Payment
at End or
Return
Used
Use Only
In-Country
Requisition N/A
Private
Pay ASAP
Military
Necessity
Not Used N/A Control N/A Either No
Payment

CA ROLE
6-24. The CA r ole in FNS is one of suppor t t o t he commander s logist ics
funct ion. Gener al CA soldier t asks include
Ident ifying or validat ing sour ces of FNS.
Consult ing, enfor cing, or monit or ing exist ing FNS agr eement s.
Assist ing in t he agr eement pr ocess wher e no FNS agr eement s
cur r ent ly exist or modificat ion is needed.
Tr acking cost s associat ed wit h use of FNS asset s.
Per for ming qualit y-cont r ol assessment s of FNS pr oduct s, ser vices, and
associat ed cost s.
Assist ing in t he ar bit r at ion of pr oblems ar ising fr om t he use or misuse
of FNS.
6-25. CA specialt ies t hat par t icipat e in FNS include int er nat ional law,
public administ r at ion, public healt h, t r anspor t at ion, civilian supply, economic
development , food and agr icult ur e, envir onment al ser vices, and ot her s
FM 3-05.401
6-7
accor ding t o METT-TC. Appendix H pr ovides a mor e det ailed look at CA
st r at egic, oper at ional, and t act ical consider at ions in FNS. The following
examples descr ibe coor dinat ion at t he t act ical level for var ious ser vices.
Example Coordination at the Tactical Level for Utilization
of Local Supplies and Resources
S-5: Based on the requirements of the military force, in conjunction with S-3 (tactical
needs), S-4 (logistical needs), and economy, makes provisions for local procurement
of the required supplies and resources. Provides S-3 with information pertaining to the
local resources, dumps, or depots that, because of distance, may justify the
assignment of tactical troops to effect their capture.
S-2: Provides supplementary information of economy concerning supplies and
resources, particularly food and oil products. Reports location of dumps and depots.
S-3: Receives from S-5 requests for special missions to seize local resources,
dumps, and depots. When approved, assigns missions to tactical units.
S-4: Provides S-5 with military logistical requirements. Receives from S-5 report of
availability. Recommends procurement policy. Establishes procedures for procurement.
Selects purchasing and contracting officers. Continuously coordinates with S-5 on
availability, impact on local economy, and location of local offices for procurements.
Special staff officers:
All: Within established policies, submit to S-5 requests for assistance in locating
supplies.
SJA: Provides legal supervision of purchasing and contracts.

Example Coordination at the Tactical Level
for Procurement and Use of Labor
S-5: Based on the requirements for civil labor as determined by S-1, determines the
availability, establishes channels for procurement, and furnishes information on the
recompense and treatment of local civilian labor to S-1.
S-1: Within policy established by higher HQ, coordinates with S-5 and recommends
wages, hours of employment, and individual space allocations of civilian support labor
for CSS and tactical units. Receives report of availability from S-5.
S-2: Screens labor employed as established by PIR or IRs.
S-4: Receives requirements for labor from CSS units. Determines priorities and
allocations for CSS units.
Special staff officers:
SJA: Examines command policies and labor contracts to ensure compliance with legal
requirements.

FM 3-05.401
6-8
POPULACE AND RESOURCES CONTROL
6-26. Milit ar y oper at ions ar e r ar ely conduct ed in a vacuum t hat is fr ee of
civilian pr esence or influence. No mat t er t he oper at ional envir onment ,
combat oper at ions can be disr upt ed by
Uncont r olled and uncoor dinat ed movement of fr ight ened civilians
about t he bat t lespace.
Uncont r olled and uncoor dinat ed movement of civilians conduct ing
legit imat e act ivit ies.
Illegal or illegit imat e act ivit ies such as insur gent oper at ions or black-
mar ket act ivit ies.
BASIC TERMS AND CONCEPTS
6-27. The PRC act ivit y consist s of t wo dist inct , yet linked, component s:
populace cont r ol and r esour ces cont r ol. These cont r ols ar e nor mally a
r esponsibilit y of indigenous civil gover nment s. They ar e defined and enfor ced
dur ing t imes of civil or milit ar y emer gency. For pr act ical and secur it y
r easons, milit ar y for ces employ populace cont r ol measur es and r esour ces
cont r ol measur es of some t ype and t o var ying degr ees in milit ar y oper at ions
acr oss t he spect r um of oper at ions. PRC oper at ions ar e execut ed in
conjunct ion wit h, and as an int egr al par t of, milit ar y oper at ions.
Populace Controls
6-28. These pr ovide secur it y for t he populace, mobilize human r esour ces,
deny per sonnel t o t he enemy, and det ect and r educe t he effect iveness of
enemy agent s. Populace cont r ol measur es include cur fews, movement
r est r ict ions, t r avel per mit s, r egist r at ion car ds, and r eset t lement of villager s.
DC oper at ions and NEOs ar e t wo special cat egor ies of populace cont r ol t hat
r equir e ext ensive planning and coor dinat ion among var ious milit ar y and
nonmilit ar y or ganizat ions.
On Aug. 13 [2001], a curfew was set in place by MNB(E) [Multi-
national Brigade (East)] in the town of Cernica, following three acts
of violence.
No one will be allowed to enter or leave the village without the
authority of KFOR [Kosovo Force], officials said.
We hope that we can, on the one hand determine who has committed
these crimes, and on the other hand deter further acts of violence,
said Maj. J im Blackburn, 3-69th Armor Battalion executive officer.
3-69th Armor reported that an elderly Kosovo S erb womans window
had been broken by a rock at 1:30 a.m. that day. A patrol immediately
responded and two Kosovo Albanian males, ages 14 and 18, were
detained. The 18-year-old was transported to the Camp Bondsteel
Detention Facility.
Youth are being recklessly encouraged to perpetuate violent acts,said
Col. Vincent Brooks, deputy commander of MNB(E). The adults who
teach or accept such behavior are irresponsible and negligent,
said Brooks.
FM 3-05.401
6-9
At 3 a.m. four Kosovo Albanians approached a traffic control point
and reported that one man had been shot and killed in the village of
Brasaljce. A KFOR patrol entered the house in the village and
discovered the body. U.N. Mission in Kosovo Police (UNMIK-P) are
investigating, officials said.
3-69th Armor again responded to an explosion inside a house in
Cernica at 4:30 p.m. No one was killed or injured.
3-69th Armor, UNMIK-P, and the Multinational S upport Unit have
begun a joint investigation. Five Kosovo Albanian men are being
questioned. Acts of violence like these have no place in a society that
dreams of prosperity,said Blackburn.
It is quite clear that some individuals have no regard for property or
lawful behavior,said Brooks. We deem them a direct threat to a safe
and secure environment, and we will use all of our authority to put an
end to such behavior,said Brooks.
Army News Service,
15 August 2001
Re source s Controls
6-29. These r egulat e t he movement or consumpt ion of mat er iel r esour ces,
mobilize mat er iel r esour ces, and deny mat er iel t o t he enemy. Resour ces
cont r ol measur es include licensing, r egulat ions or guidelines, checkpoint s (for
example, r oadblocks), r at ion cont r ols, amnest y pr ogr ams, and inspect ion
of facilit ies.
CA ROLE
6-30. The CA r ole in PRC is one of suppor t t o t he commander s oper at ions
funct ion. Gener al CA soldier t asks include
Ident ifying or evaluat ing exist ing HN PRC measur es.
Advising on PRC measur es t hat would effect ively suppor t t he
commander s object ives.
Recommending command guidance on how t o implement PRC
measur es.
Publicizing t he cont r ol measur es among indigenous populat ions and
inst it ut ions.
Assessing t he effect iveness of t he measur es.
Par t icipat ing in t he execut ion of select ed PRC oper at ions and act ivit ies,
as needed or dir ect ed.
Assist ing in t he ar bit r at ion of pr oblems ar ising fr om t he
implement at ion of PRC measur es.
6-31. CA specialt ies t hat par t icipat e in PRC include int er nat ional law,
public administ r at ion, public safet y, t r anspor t at ion, public wor ks and
ut ilit ies, civilian supply, economic development , food and agr icult ur e, civil
infor mat ion, cult ur al r elat ions, DCs, emer gency management , envir onment al
FM 3-05.401
6-10
ser vices, and ot her s accor ding t o METT-TC. Appendix H pr ovides a mor e
det ailed look at CA st r at egic, oper at ional, and t act ical consider at ions in PRC.
DISLOCATED CIVILIAN OPERATIONS
6-32. DC oper at ions pert ain t o t hose act ions required t o move civilians out of
har ms way or t o safeguar d t hem in t he aft er mat h of a disast er . The disast er
may be nat ural, as in a flood or an eart hquake, or man-made, as in combat
oper at ions, social or polit ical st rife, or t echnological hazard emer gency.
6-33. DC oper at ions include t he planning and management of DC r out es,
assembly ar eas, and camps. They also include t he HA suppor t t o t he affect ed
populace. Appendix I discusses t echniques in DC oper at ions.
6-34. DC oper at ions may occur in conjunct ion wit h milit ar y (combat )
oper at ions. They may also occur as a separ at e CMO mission suppor t ing civil
administ r at ion oper at ions.
6-35. In all DC oper at ions, cont r olling agencies must car e for t he basic needs
of t he DCsfood, wat er , shelt er , sanit at ion, and secur it y. Cont r olling
agencies also must be pr epar ed t o pr event or ar r est t he out br eak of disease
among t he DCs. This last point is impor t ant for t he healt h of t he populace, as
well as t he healt h of milit ar y for ces.
Cate gori e s of Ci vi li ans
6-36. Dur ing milit ar y oper at ions, U.S. for ces must consider t wo dist inct
cat egor ies of civilianst hose who r emained in place and t hose who ar e
dislocat ed. The fir st cat egor y includes t he civilians who ar e indigenous t o t he
ar ea and t he local populace, including civilians fr om ot her count r ies. The
civilians wit hin t his cat egor y may or may not need help. If t hey can t ake car e
of t hemselves, t hey should cont inue t o r emain in place.
6-37. DCs are civilians who left t heir homes for various reasons. Their
movement and physical pr esence can hinder milit ary oper at ions. They most
likely r equir e some degr ee of aid, such as medicine, food, shelt er , clot hing, and
similar it ems. DCs may not be nat ive t o t he area or t o t he count ry in which t hey
reside. DC is a generic t erm t hat is furt her subdivided int o five cat egories.
These subcat egor ies are defined by legal and polit ical consider at ions as follows:
Displaced person: A civilian who is involunt ar ily out side t he nat ional
boundar y of his count r y in t ime of war .
Refugee: A civilian who has left home t o seek safet y because of r eal or
imagined danger .
Evacuee: A civilian r emoved fr om his place of r esidence by local or
nat ional milit ar y or der .
S tateless person: A civilian who has been denat ionalized or whose
count r y of or igin cannot be det er mined or who cannot est ablish his
r ight t o t he nat ionalit y claimed.
War victim: A classificat ion cr eat ed dur ing t he Viet nam er a t o descr ibe
civilians suffering injuries, loss of a family member , or damage t o or
dest ruct ion of t heir homes as a result of war. War vict ims may be eligible
for a claim against t he Unit ed St at es under t he Foreign Claims Act .
FM 3-05.401
6-11
6-38. The st at us of individual DCs is not always clear , even t o t hose in t he
int er nat ional communit y or t he UN who r out inely addr ess DC pr oblems, as
t he following examples illust r at e:
In some situations, the link between refugee problems and internal
displacement is direct and clear.
When refugees and displaced persons are generated by the same
causes and straddle the border, not only are the humanitarian
needs similar, a solution to the refugee problem cannot usually
be found without at the same time resolving the issue of internal
displacement. UNHCRs involvement in northern Iraq during
the Kurdish crisis was one such example.
In many situations, effective reintegration of returnees requires
assistance to be extended also to the internally displaced in the
same locality or community. In Mozambique, S ierra Leone,
Afghanistan, and Guatemala, it has been operationally and
conceptually difficult for UNHCR to differentiate between
returnees and internally displaced. In S ri Lanka, refugees
returned home only to become internally displaced, prompting
UNHCR to refocus its programme [sic] on internal displacement.
In Ethiopia, UNHCR participated in a cross-mandate operation
with other agencies to promote reintegration of returnees and
also stabilise [sic] other kinds of population movements.
S ometimes refugees have sought asylum across the border in
areas where there are also internally displaced. For instance,
refugees from S ierra Leone and the internally displaced in
Liberia were found, not only living together, but also affected in
the same manner by instability in the country of asylum. Not
only is it operationally difficult and morally unacceptable to
distinguish between people in such a situation, assistance
targeting only refugees may aggravate their insecurity.
In other situations, the relationship between refugees and the
internally displaced is more complex.
Refugees may be a minor component of massive internal
displacement. Colombia and Chechnya are two such operations
in which UNHCR is involved. Tajikistan was another instance
of such involvement when geography and history dictated the
flight of some 600,000 persons to other parts of the country and
only a tenth of that number to neighbouring [sic] Afghanistan.
In such cases, it makes little sense to base international
assistance on location alone.
Internal conflicts of a secessionist nature have uprooted people
within national boundaries, which have then become
international borders. For instance in the former Yugoslavia
and Timor, UNHCR decided to provide protection and
assistance to the uprooted on the basis of humanitarian needs,
rather than refugee status. Borders, which shift even as people
move, cannot be the sole factor determining the legitimacy of
international concern.
FM 3-05.401
6-12
S ometimes it has been difficult to predict whether territorial
disputes or ethnic violence will lead to a break-up of a state and
exodus of refugees, but it has been felt that early action to protect
and assist internal displacement might check the proliferation
and prolongation of human suffering and promote regional
stability. This was the basis of UNHCRs response, for instance,
in the Caucasus.
Internally Displaced Persons: The Role of the
United Nations High Commissioner for Refugees,
UNHCR,
6 March 2000
CA Role
6-39. The CA r ole in DC oper at ions is one of suppor t t o t he commander s
oper at ional funct ion and t o t he administ r at ion of DC cont r ol measur es.
Gener al CA soldier t asks include
Ident ifying or evaluat ing exist ing HN and int er nat ional communit y DC
plans and oper at ions.
Advising on DC cont r ol measur es t hat would effect ively suppor t t he
milit ar y oper at ion.
Advising on how t o implement DC cont r ol measur es.
Publicizing t he cont r ol measur es among indigenous populat ions
and inst it ut ions.
Assessing t he effect iveness of t he measur es.
Par t icipat ing in t he execut ion of select ed DC oper at ions and act ivit ies,
as needed or dir ect ed.
Assist ing in t he arbit rat ion of pr oblems arising fr om t he implement at ion
of DC cont r ol measur es.
6-40. CA specialt ies t hat par t icipat e in DC oper at ions include int er nat ional
law, public administ rat ion, public healt h, public safet y, public communicat ions,
t ranspor t at ion, public works and ut ilit ies, civilian supply, food and agr icult ur e,
civil infor mat ion, cult ur al r elat ions, DCs, emer gency management , envir on-
ment al ser vices, and ot her s accor ding t o METT-TC. Appendix H pr ovides a
mor e det ailed look at CA st r at egic, oper at ional, and t act ical consider at ions in
DC oper at ions. Appendix B of FM 41-10 and Appendix I of t his FM pr ovide
addit ional informat ion on conduct ing DC oper at ions. The following examples
describe t act ical-level coor dinat ion for DC oper at ions and cont rol of DC t raffic.
FM 3-05.401
6-13
Example of Tactical-Level Coordination for DC Operations
S-5: Working alongside the S-2 to develop an estimate of expected DC flow in the area
under the commands control, determines the amount and type of facilities required to
handle DCs. Additionally, after determining amount and type of available local
resources, recommends to the commander the amount and type of military assistance
required to discharge the commanders responsibility in the CA field.
S-1: Advises impact of DCs on the health and morale of the military personnel.
Recommends policy concerning relations between DCs and military personnel.
S-2: Works with S-5 to develop an estimate of number of DCs to be uncovered.
Reports to S-5 location of large camps to be uncovered. Establishes procedures for
screening.
S-3: Provides S-5 with area of future operations and the type of action expected.
Recommends routes to be used for evacuation of personnel. Tasks military units to
control large, unruly groups.
S-4: Coordinates logistical support requirements when requested and releases CA
supplies for DCs. Provides military supplies as authorized. Submits recommendations
concerning use of military transportation for movement of DCs.
Special Staff Officers:
ALO: Reports to S-5 the location of DCs located by air reconnaissance.
Assistant division signal officer (ADSO): Provides signal communications along
route of evacuation.
PM: Plans for enforcement of evacuation routes. Recommends allocation of military
police (MP) resources to control of civilian traffic to ensure minimum interference with
current and planned military operations.

FM 3-05.401
6-14
Example of Tactical-Level Coordination
for Planning Control of DC Traffic
S-5: In coordination with S-3, S-4, and PM through use of civil officials and
organizations, plans for control of civilian traffic to ensure minimum interference with
current and planned military operations.
S-1: Reviews plan to ensure proper allocation of MP efforts between civilian and military
requirements.
S-2: Establishes procedures for screening civilian traffic to uncover agents and saboteurs.
S-3: Provides S-5 with tactical requirements for control of civilian traffic.
S-4: Provides S-5 the routes of traffic that must be reserved for logistical reasons;
ensures that plan for control of traffic is coordinated with traffic control plan.
Special staff officers:
Division transportation office (DTO): Coordinates civilian traffic control plan with
overall traffic regulation plan.
PM: Assists in developing civilian traffic control plan; estimates MP requirements; plans
location of signs, roadblocks, patrols, and checkpoints; and enforces civilian traffic
control as required.

6-41. Table 6-2, page 6-15, is an example of an oper at ional aid used by
t act ical unit leader s t o quickly det er mine t he disposit ion of individuals
encount er ed in t heir AO. It pr ovides mission-specific guidance t hat suppor t s
t he for ce commander s DC plan. CA/CMO planner s pr oduce a mat r ix such as
t his based on ext ensive METT-TC analysis of t he sit uat ion in collabor at ion
wit h oper at ional, legal, int er agency, HN, and int er nat ional communit y
planner s and par t icipant s of t he oper at ion.
NONCOMBATANT EVACUATION OPERATIONS
6-42. NEOs r efer t o t he aut hor ized and or der ly depar t ur e of noncombat ant s
fr om a specific ar ea by t he DOS, DOD, or ot her appr opr iat e aut hor it y.
Alt hough nor mally consider ed in connect ion wit h combat oper at ions,
evacuat ion may also be conduct ed in ant icipat ion of, or in r esponse t o, any
nat ur al or man-made disast er in a for eign count r y, including civil unr est
when evacuat ion t o safe havens or t o t he Unit ed St at es is war r ant ed.
FM 3-05.401
6-15
Table 6-2. Operational Aid for DC Operations
Captured/
Surrendering
Enemy
Combatant
Known or
Suspected
Civilian
Criminal
Civilian
in
Settlement
Civilian
Not in
Settlement
Indigenous
Civilian
Inhabitants,
Expatriates
International
Organization/
NGO
Worker
Potential
Threat
Resistance,
Resumption of
Fighting
Security Risk,
Criminal
Conduct
Hunger,
Disease,
Sleeper
Combatants
Hunger,
Disease,
Sleeper
Combatants
Sleeper
Combatants
Unfriendly (No
Threat if
Friendly)
Legal
or
Doctrinal
Status
Treat as Enemy
Prisoner of War
(EPW)
Civilian Internee

Internally
Displaced
Person (IDP)
or Refugee
(See DC Plan
for More Info)
Internally
Displaced
Person (IDP)
or Refugee
(See DC Plan
for More Info)
Local
Resident
UN
Recognized/
Supported
International
Organization/
NGO
Task
Forces
Obligation
Fair Treatment,
Urgent Medical
Care, Detention,
Accountability
Fair Treatment,
Urgent Medical
Care, Detention,
Accountability
Assessment,
Emergency
Subsistence,
Urgent
Medical Care,
Accountability
Assessment,
Emergency
Subsistence,
Urgent
Medical Care,
Accountability
Fair
Treatment,
Accountability
Selected
NEO, Limited
Security,
Limited HA
Support,
Accountability
Actions
to
Take
Detain as
EPWs,
Segregate
Detain as
Civilian
Internees,
Segregate
Report and
Bypass
(Unless
directed
otherwise)
Search, Direct
to DC Route
or DC
Collection
Points
Search, Direct
Home (Stay-
put Policy) or
to HN
Authorities
Direct to
CMOC
Report
Encounter
To
Military Police Military Police CMOC CMOC CMOC CMOC
6-43. DOD defines noncombat ant evacuees in t wo pr imar y cat egor ies:
U.S. cit izens who may be or der ed t o evacuat e by compet ent aut hor it y,
including
Civilian employees of all agencies of t he USG and t heir dependent s.
Milit ar y per sonnel of t he U.S. Ar med For ces specifically designat ed
for evacuat ion as noncombat ant s.
Dependent s of member s of t he U.S. Ar med For ces.
U.S. (and non-U.S.) cit izens who may be aut hor ized or assist ed (but not
necessar ily or der ed t o evacuat e) by compet ent aut hor it y, including
Civilian employees of USG agencies and t heir dependent s, who ar e
r esident s in t he count r y concer ned on t heir own volit ion, but
expr ess t he willingness t o be evacuat ed.
Pr ivat e U.S. cit izens and t heir dependent s.
Milit ar y per sonnel and dependent s of member s of t he U.S. Ar med
For ces out lined above, shor t of an or der ed evacuat ion.
Designat ed aliens, including dependent s of civilian employees of
t he USG and milit ar y per sonnel of t he U.S. Ar med For ces, as
pr escr ibed by t he DOS.
Mor e infor mat ion is cont ained in J P 3-07.5, J oint Tactics, Techniques, and
Procedures for Noncombatant Evacuation Operations.
FM 3-05.401
6-16
6-44. NEOs r emove t hr eat ened civilians fr om locat ions in an FN or an HN
t o safe ar eas or t o t he Unit ed St at es. Such oper at ions ar e conduct ed under
t he dir ect ion of t he DOS. The Unit ed St at es employs milit ar y asset s in an
evacuat ion only when civilian r esour ces ar e inadequat e. The DOS may
r equest help in conduct ing evacuat ions t o
Pr ot ect U.S. cit izens abr oad.
Reduce t o a minimum t he number of U.S. cit izens at r isk.
Reduce t o a minimum t he number of U.S. cit izens in combat ar eas t o
avoid impair ing t he combat effect iveness of milit ar y for ces.
Type s of Envi ronments
6-45. NEOs may be or der ed for implement at ion in any of t he following
envir onment s:
Permissive. NEOs ar e conduct ed wit h t he full help and cooper at ion of
t he affect ed nat ion. Evacuat ion of noncombat ant s is mut ually
beneficial t o fr iends and allies. The polit ical st abilit y of nat ions
gr ant ing aut hor it y t o evacuat e noncombat ant s is secur e. An example of
a per missive NEO was t he evacuat ion of Subic Bay and Clar k Air Base
in t he Philippines aft er t he er upt ion of Pinat ubo Volcano.
Uncertain. NEOs ar e conduct ed wher e over t or cover t opposit ion t o t he
evacuat ion exist s. The opposit ion may come fr om t he host
gover nment , fr om opposit ion for ces, fr om out side for ces, or fr om all
t hr ee. Usually, a milit ar y show of for ce is sufficient t o maint ain cont r ol
of t he sit uat ion.
Hostile. Oper at ions t o pr event or dest r oy t he NEO ar e occur r ing or can
be expect ed t o occur . For ced ent r y by milit ar y for ces int o t he AO may
be r equir ed, and as a minimum, combat oper at ions t o secur e some
evacuees can be ant icipat ed. A good example of a host ile evacuat ion is
t he evacuat ion of t he U.S. Embassy in Saigon, Republic of Viet nam,
in 1975.
6-46. The DOS is t he lead agency for planning and conduct ing NEOs. The
Chief of Mission, nor mally t he U.S. Ambassador or ot her pr incipal DOS
officer -in-char ge, has t he pr imar y r esponsibilit y for conduct ing evacuat ion
oper at ions. Ever y U.S. Embassy must maint ain a NEO plan. DOS in
Washingt on, DC, maint ains a copy of t hese plans. The Washingt on Liaison
Gr oup coor dinat es evacuat ion planning bet ween DOS, DOD, and ot her
affect ed agencies.
6-47. NEOs ar e a polit ical last st ep because t hey send a signal t o t he wor ld
t hat t he Unit ed St at es has lost fait h in t he abilit y of t he for eign gover nment
t o pr ot ect U.S. per sonnel. The U.S. milit ar y plays only a suppor t ing r ole in
t he implement at ion of a NEO. Milit ar y commander s have pr imar y
r esponsibilit y for t he milit ar y involvement of t he oper at ion. This involvement
could include suppor t dur ing all phases of a NEO. Milit ar y planner s must
consider t he t er r ain, weat her , hydr ogr aphy, designat ion and number of
evacuees, and ot her fact or s of t he ar ea, including dissident s.
FM 3-05.401
6-17
CA Role
6-48. The CA r ole in a NEO is one of suppor t t o t he commander s
oper at ional funct ion and t o t he administ r at ion of cer t ain aspect s of t he NEO.
Gener al CA soldier t asks include
Par t icipat ing in t he wr it ing and coor dinat ion of NEO plans.
Ident ifying, validat ing, or evaluat ing HN and int er nat ional communit y
r esour ces designat ed for use in t he NEO.
Par t icipat ing in t he execut ion of select ed NEO act ivit ies, as needed
or dir ect ed.
Assist ing in t he arbit rat ion of pr oblems arising fr om t he implement at ion
of NEO plans.
6-49. CA specialt ies t hat par t icipat e in NEOs include int er nat ional law,
public administ r at ion, public healt h, public safet y, public communicat ions,
t r anspor t at ion, civilian supply, civil infor mat ion, cult ur al r elat ions, DCs,
emer gency management , and ot her s accor ding t o METT-TC.
HUMANITARIAN ASSISTANCE
6-50. HA encompasses pr ogr ams conduct ed t o r elieve or r educe condit ions
t hat pr esent a ser ious t hr eat t o life or t hat can r esult in gr eat damage t o or
loss of pr oper t y. These condit ions may be t he r esult s of nat ur al or man-made
disast er s, including combat oper at ions, or t hey may be endemic t o an ar ea.
Examples of disast er s include hurricanes, eart hquakes, floods, oil spills, famine,
disease, civil conflict s, t errorist incident s, and incident s involving WMD.
6-51. HA pr ogr ams ar e nor mally t he r esponsibilit y of t he HN civil
aut hor it ies. In addit ion t o, or somet imes in lieu of, HN HA effor t s, lit er ally
hundr eds of NGOs fr om ar ound t he wor ld r espond t o disast er s t o pr ovide HA
in var ious for ms and for var ied dur at ion.
BASIC TERMS AND CONCEPTS
6-52. The HA act ivit y r efer s t o t he assist ance pr ovided by U.S. milit ar y
for ces. HA can occur as par t of DSO in CONUS and U.S. t er r it or ies and
possessions. HA in DSO nor mally involve Ar my Nat ional Guar d (ARNG) and
Air Nat ional Guar d (ANG) unit s oper at ing in t heir st at e r ole. They may also
involve Act ive Ar my and RC unit s, including ARNG and ANG unit s in a
feder al st at us, when aut hor ized and dir ect ed by t he SecDef.
6-53. To differ ent iat e for eign fr om domest ic HA oper at ions, J P 3-57 and
J P 3-07.6, J oint Tactics, Techniques, and Procedures for Foreign
Humanitarian Assistance, r efer t o t hose oper at ions conduct ed out side t he
Unit ed St at es, it s t er r it or ies, and possessions, as for eign humanit ar ian
assist ance. This discussion will use t he t er m HA for bot h domest ic and
for eign oper at ions.
6-54. HA pr ovided by U.S. for ces is limit ed in scope and dur at ion and is
int ended t o supplement or complement t he effor t s of t he agencies t hat have
t he pr imar y r esponsibilit y for pr oviding HA. U.S. milit ar y par t icipat ion in HA
oper at ions can r ange fr om pr oviding secur it y (allowing civilian agencies t o
oper at e safely and uninhibit ed) t o pr oviding specific milit ar y capabilit ies
FM 3-05.401
6-18
applied in dir ect disast er r elief r oles (pr oviding food and medical car e,
const r uct ing basic sanit at ion facilit ies, r epair ing public facilit ies, and
const r uct ing shelt er s and t empor ar y camps).
6-55. HA oper at ions ar e inher ent ly complex oper at ions t hat r equir e a
significant amount of int er agency coor dinat ion. HA is dir ect ed fr om t he
st r at egic level, coor dinat ed and managed at t he oper at ional level, and
conduct ed at a t act ical level. HA oper at ions r equir e cent r alized coor dinat ion
and cont r ol. Two or ganizat ions t hat aid in coor dinat ion and cont r ol ar e t he
HACC and t he HOC.
HUMANITARIAN ASSISTANCE COORDINATION CENTER
6-56. The HACC is a t empor ar y cent er est ablished by a geogr aphic
combat ant commander t o assist wit h int er agency coor dinat ion and planning.
Much like a CMOC wit h an HA focus, a HACC oper at es dur ing t he ear ly
planning and coor dinat ion st ages of HA oper at ions by pr oviding t he link
bet ween t he geogr aphic combat ant commander and ot her USG agencies,
NGOs, and int er nat ional and r egional or ganizat ions at t he oper at ional level.
HUMANITARIAN OPERATIONS CENTER
6-57. The HOC is an int eragency policymaking body t hat coor dinat es t he
over all relief st rat egy and unit y of effort among all part icipant s in a large HA
oper at ion. The HOC is normally est ablished under t he direct ion of t he
gover nment of t he affect ed count r y, t he UN, or a USG agency dur ing a U.S.
unilat er al oper at ion. The HOC should consist of repr esent at ives fr om t he
affect ed count r y, t he U.S. Embassy or Consulat e, t he joint for ce, t he UN, NGOs
and int ernat ional or ganizat ions, and ot her major player s in t he oper at ion.
HUMANITARIAN AND CIVIC ASSISTANCE
6-58. A special for m of HA is HCA. HCA is assist ance pr ovided t o t he local
populace by pr edominant ly U.S. for ces in conjunct ion wit h milit ar y
oper at ions and exer cises suppor t ing TEPs. This assist ance is specifically
aut hor ized by Tit le 10, USC, Sect ion 401, and is funded under separ at e
aut hor it ies. Assist ance pr ovided under t hese pr ovisions is limit ed t o
Medical, dent al, and vet er inar y car e pr ovided in r ur al ar eas of
a count r y.
Const r uct ion of r udiment ar y sur face t r anspor t at ion syst ems.
Well dr illing and const r uct ion of basic sanit at ion facilit ies.
Rudiment ar y const r uct ion and r epair of public facilit ies.
6-59. A special condit ion of HCA oper at ions is t hat t hey must fulfill valid
unit t r aining r equir ement s. The fact t hat HCA oper at ions incident ally cr eat e
humanit ar ian benefit t o t he local populace is secondar y. These oper at ions ar e
dist inct ly differ ent fr om MCA pr oject s, which ar e discussed lat er in
t his chapt er .
FM 3-05.401
6-19
CA ROLE
6-60. The CA r ole in HA is one of suppor t t o t he commander s oper at ional
funct ion and t o t he administ r at ion of cer t ain aspect s of t he HA oper at ion.
Gener al CA soldier t asks include
Par t icipat ing in int er agency assessment , planning, and synchr onizing
of HA oper at ions.
Ident ifying, validat ing, or evaluat ing HN and int er nat ional communit y
r esour ces designat ed for use in t he HA oper at ion.
Par t icipat ing in t he execut ion of select ed HA act ivit ies, as needed
or dir ect ed.
Tr acking cost s associat ed wit h execut ion of HA.
Per for ming qualit y cont r ol assessment s of HA act ivit ies and cost s.
Assist ing in t he ar bit r at ion of pr oblems ar ising fr om t he execut ion of
HA oper at ions.
6-61. All CA specialt ies may par t icipat e in HA accor ding t o METT-TC.
FM 41-10 includes a discussion of t he HA envir onment and t he var ious USG
pr ogr ams under which HA is administ er ed. J P 3-07.6 cont ains addit ional
infor mat ion. Appendix H of t his FM pr ovides a mor e det ailed look at CA
st r at egic, oper at ional, and t act ical consider at ions in HA. The following
examples descr ibe t act ical-level coor dinat ion for HA oper at ions.
Example of Tactical-Level Coordination
for Public Health and Sanitation Support
S-5: Determines the minimum requirements for the health and sanitation of designated
or selected civilian areas. Determines requirements and recommends to the
commander the amount and type of health and sanitation supplies, and construction of
military medical assistance needed for the area under consideration.
S-1: Coordinates with S-5, surgeon, and engineer in determining areas and
establishments to be placed off limits to personnel under unit control.
S-2: Provides intelligence on health and sanitation conditions.
S-3: Provides S-5 with information on future operations, particularly use of NBC
weapons. Receives recommendations from S-5 and surgeon for use of military force
for mass sanitation efforts, submits recommendations, and when these are approved,
provides military units. Receives from S-5 and surgeon the location of dangerous
health and sanitation areas for consideration in tactical plans.
S-4: When requested by S-5, releases CA supplies. Determines availability of military
supplies and recommends emergency allocations.

FM 3-05.401
6-20
Example of Tactical-Level Coordination
for Public Health and Sanitation Support (Continued)
Special staff officers:
Surgeon: Provides S-5 with technical assistance and advice for medical surveys,
inoculations, spraying, dusting, and inspections. Determines supply and equipment
requirements. Advises on impact of conditions on military personnel and recommends
actions.
Chemical Officer: Advises S-5 on contaminated areas, on methods of
decontamination, and on personnel and material requirements. May supervise
decontamination.

Example Coordination at the Tactical Level for Provisions
of Emergency Food, Clothing, Fuel, and Shelter
S-5: Based on the tactical situation and the relative standard of living of the civil
population, recommends to the commander the amount and type of food, clothing, fuel,
and shelter materials required to discharge the commanders responsibilities under
current agreements and national policy.
S-1: Includes in the personnel estimate the impact of civilians on the morale of military
personnel.
S-2: Provides S-5 with information of the area concerning conditions and requirements.
Provides commander and staff an estimate of the influence on military operations if
assistance is not provided.
S-3: Provides S-5 with area of future operations and type of action expected.
Recommends priorities and allocation of supplies and equipment for civilian assistance
when tactical operations are affected.
S-4: Receives S-5 requirements for supplies from CA stocks. Plans for movement of
supplies while in military channels. Provides data on availability of military supplies.
Recommends priorities and allocations to S-5.
Special staff officers:
All: Provide S-5 with technical assistance for determination of need for assistance
measures to relieve conditions and priorities and allocation of appropriate supplies on
military efforts. DISCOM coordinates distribution of CA supplies or military supplies
directly with S-5.
MILITARY CIVIC ACTION
6-62. MCA is t he use of pr eponder ant ly indigenous milit ar y for ces on
pr oject s useful t o t he local populat ion. These pr oject s occur at all levels in
such fields as educat ion, t r aining, public wor ks, agr icult ur e, t r anspor t at ion,
communicat ions, healt h, sanit at ion, and ot her s t hat cont r ibut e t o economic
and social development of t he ar ea. An essent ial feat ur e of MCA is t hat t he
FM 3-05.401
6-21
pr oject s also ser ve t o impr ove t he st anding of t he indigenous milit ar y for ces
and t he indigenous gover nment wit h t he populat ion.
BASIC TERMS AND CONCEPTS
6-63. The MCA act ivit y consist s of employing U.S. milit ar y for ces in a
milit ar y-t o-milit ar y r ole of advising or t r aining for eign milit ar y for ces in
MCA pr oject s in over seas ar eas. These pr oject s ar e ar r anged by int er nat ional
agr eement and may be suppor t ed by USG pr ogr ams for HA, as discussed in
FM 41-10.
6-64. MCA pr oject s ar e divided int o t wo gener al cat egor ies. These cat egor ies
ar e explained below:
Mitigating MCA projects are immediat e-response, short -t erm project s
designed t o provide emergency assist ance t o a populace in t he wake of a
disast er and t o reduce furt her damage or suffering, as in HA. The disast er
could be from nat ural causes, such as eart hquake, hurricane, famine, or
flood, or from man-made causes, such as civil dist urbance, accident ,
t errorism, or war. Some examples of mit igat ing MCA project s are
Oper at ing an emer gency medical clinic.
Dist r ibut ing food.
Building t empor ar y shelt er and sanit at ion facilit ies.
Conduct ing damage clean-up oper at ions, including decont ami-
nat ion of HAZMAT spills or r elease of WMD.
Developmental MCA projects ar e long-t er m pr oject s designed t o
enhance t he infr ast r uct ur e of a local ar ea. They ar e oft en pr event ive in
nat ur e and include any act ivit ies t hat act ually eliminat e or r educe t he
pr obabilit y of occur r ence of a disast er . Development al MCA pr oject s
r equir e int er agency cooper at ion and cont inuous suppor t fr om
gover nment sour ces t o be effect ive. Some examples of development al
MCA pr oject s ar e
Building or r edesigning facilit ies t o r eflect bet t er land-
use management .
Building or r einfor cing st r uct ur es t o wit hst and t he dest r uct ive
element s pr edominant t o t he ar ea.
Building or r ehabilit at ing wat er sour ces and sanit at ion facilit ies t o
eliminat e or pr event t he spr ead of disease.
Oper at ing a long-t er m public healt h campaign t o educat e t he
populace on pr event ive healt h measur es (a medical r eadiness
t r aining exer cise [MEDRETE]).
Conduct ing some HMA pr ogr ams.
CA ROLE
6-65. The CA r ole in MCA is one of suppor t t o t he commander s oper at ional
funct ion. Gener al CA soldier t asks include
Ident ifying, validat ing, or evaluat ing MCA pr oject nominat ions.
FM 3-05.401
6-22
Synchr onizing MCA pr oject s wit h ot her pr ogr ams, bot h milit ar y
and civilian.
Par t icipat ing in t he execut ion of select ed MCA act ivit ies, as needed
or dir ect ed.
Tr acking cost s associat ed wit h execut ion of MCA pr oject s.
Per for ming qualit y-cont r ol assessment s of MCA act ivit ies and cost s.
Assist ing in t he ar bit r at ion of pr oblems ar ising fr om t he execut ion of
MCA oper at ions.
6-66. All CA specialt ies may par t icipat e in MCA accor ding t o METT-TC.
Appendix H pr ovides a mor e det ailed look at CA st r at egic, oper at ional, and
t act ical consider at ions in MCA.
EMERGENCY SERVICES
6-67. The emer gency ser vices act ivit y, for mer ly known as civil defense,
encompasses t he combined emer gency management aut hor it ies and policies,
pr ocedur es, and r esour ces of local, st at e, and nat ional-level gover nment s t o
mit igat e, pr epar e for , r espond t o, and r ecover fr om disast er s of all kinds. In
t he aft er mat h of a disast er , t his effor t includes incor por at ing volunt ar y
disast er r elief or ganizat ions, t he pr ivat e sect or , and int er nat ional sour ces
int o a nat ional r esponse net wor k.
BASIC TERMS AND CONCEPTS
6-68. One of t he basic r esponsibilit ies of civil gover nment is t o suppor t it s
cit izens in t imes of disast er . This r esponsibilit y means addr essing t he
complex and const ant ly changing r equir ement s associat ed wit h nat ur al, man-
made, and t echnological disast er s: saving lives, pr ot ect ing pr oper t y, meet ing
basic human needs, r est or ing t he disast er -affect ed ar ea, and r educing
vulner abilit y t o fut ur e disast er s. This r esponsibilit y nor mally begins at t he
local level and elevat es incr ement ally t o t he nat ional level. Figur e 6-2, page
6-23, depict s a nat ional disast er r esponse net wor k, as descr ibed in t he
Feder al Emer gency Management Agency (FEMA) nat ional r esponse plan.
Nat ur al disast er s include t he following:
Hur r icanes.
Tor nadoes.
Floods.
Ear t hquakes.
Volcanoes.
For est fir es.
Dr ought s.
Sever e wint er st or ms.
Man-made disast er s include t he following:
War s.
Ter r or ist at t acks.
WMD use.
Civil dist ur bances.
FM 3-05.401
6-23
Major t r anspor t at ion (air /r ail/sea) accident s.
Technological disast er s include t he following:
Nuclear accident s.
Indust r ial fir es and explosions.
HAZMAT spill or r elease.
Power out ages.
Communicat ions failur es.
Figure 6-2. A National Disaster Response Network
6-69. Emer gency ser vices r esour ces include
St at e and local emer gency planner s and per sonnel.
Law enfor cement agencies.
Fir e depar t ment s.
Sear ch-and-r escue unit s.
Emer gency medical t echnicians and ot her healt h and medical ser vices.
Public wor ks and ut ilit ies companies.
Tr anspor t at ion agencies.
Public communicat ions syst ems and facilit ies.
Mass car e and feeding or ganizat ions.
Nat ional Guar d and select ed Act ive Ar my and RC unit s.
Ot her r esour ces based on METT-TC.
FM 3-05.401
6-24
6-70. Compr ehensive emer gency management (CEM) involves coor dinat ing
t he pr oper mix of gover nment , pr ivat e, volunt ar y, and int er nat ional r esour ces
in an or ganized effor t t o meet t he needs of a populace befor e, dur ing, and
aft er an emer gency. CEM consist s of four phases:
Mitigation r efer s t o act ivit ies t hat act ually eliminat e or r educe t he
chance of occur r ence or t he effect s of a disast er .
Preparedness mea ns pla nning how t o r espond in ca se a n emer gency
or disa st er occur s a nd wor king t o incr ea se r esour ces a va ila ble t o
r espond effect ively.
Response r efer s t o t hose act ivit ies t hat occur dur ing and immediat ely
following a disast er t o pr ovide emer gency assist ance t o vict ims of t he
event and r educe t he likelihood of secondar y damage.
Recovery refers t o ret urning all syst ems and oper at ions t o normal or
near -nor mal. Shor t -t er m r ecover y r et ur ns vit al life-suppor t syst ems t o
minimum oper at ing st andar ds. Long-t er m r ecover y may cont inue for
years unt il t he ent ire disast er area is complet ely redeveloped, eit her as it
was in t he past or for ent ir ely new pur poses t hat ar e less disast er -pr one.
6-71. U.S. for ces involvement in emer gency ser vices, bot h in CONUS and
OCONUS, is oft en most visible in t he r esponse phase, nor mally in t he for m of
HA oper at ions. U.S. for ces may also par t icipat e in mit igat ion, pr epar edness,
and r ecover y oper at ions t hr ough MCA and HCA pr oject s. For oper at ions
OCONUS, t hese pr oject s ar e init iat ed at t he r equest of a for eign nat ion,
t hr ough t he U.S. Embassy. Wit hin CONUS, t hey ar e init iat ed at t he r equest
of t he execut ive office of a U.S. st at e, possession, or t er r it or y t o t he Pr esident
of t he Unit ed St at es.
6-72. U.S. milit ar y suppor t t o emer gency ser vices differ s bet ween combat ,
t heat er engagement pr ogr ams, and r esponse t o nat ional, r egional, or
int er nat ional disast er s. It also differ s bet ween CONUS and OCONUS
oper at ions.
6-73. In any emer gency, however , st r ong emer gency ser vices plans,
pr ogr ams, policies, and or ganizat ions r educe t he need for milit ar y for ces t o
suppor t civil emer gency ser vices effor t s. Emer gency ser vices plans ar e
especially impor t ant dur ing combat oper at ions when t act ical and oper at ional
for ces may be unable t o diver t milit ar y asset s fr om combat , combat suppor t ,
or CSS missions. Milit ar y for ces may be r equir ed, however , when t he
sit uat ion is beyond t he capabilit ies of emer gency ser vices officials or when
civil gover nment aut hor it ies cannot or will not t ake appr opr iat e act ion. Laws
and r egulat ions closely r egulat e t he use of U.S. milit ar y for ces in suppor t of
CONUS or OCONUS emer gency ser vices oper at ions.
6-74. The t er ms cr isis management and consequence management ar e used
when emer gency ser vices oper at ions involve a t er r or ist event and t he
pot ent ial or act ual employment of WMD. The following ar e definit ions:
Crisis management: Measur es t o ident ify, acquir e, and plan t he use of
r esour ces needed t o ant icipat e, pr event , and/or r esolve a t hr eat or act
of t er r or ism. (FBI definit ion cit ed in t he Feder al Response Plan.)
FM 3-05.401
6-25
or
Crisis management: Measur es t o r esolve a host ile sit uat ion and
invest igat e and pr epar e a cr iminal case for pr osecut ion under feder al
law. Cr isis management will include a r esponse t o an incident
involving a weapon of mass dest r uct ion, special impr ovised explosive
device, or a host age cr isis t hat is beyond t he capabilit y of t he lead
feder al agency. (This t er m and it s definit ion ar e appr oved for inclusion
in t he next edit ion of J P 1-02, accor ding t o J P 3-07.6.)
Consequence management: Measur es t o pr ot ect public healt h and
safet y, r est or e essent ial gover nment ser vices, and pr ovide emer gency
r elief t o gover nment s, businesses, and individuals affect ed by t he
consequences of t er r or ism. (FEMA definit ion cit ed in t he Feder al
Response Plan.)
or
Consequence management: Measur es t aken t o pr ot ect public healt h and
safet y, r est or e essent ial gover nment ser vices, and pr ovide emer gency
r elief t o gover nment s, businesses, and individuals affect ed by t he
consequences of a chemical, biological, nuclear , and/or high-yield
explosive sit uat ion. For domest ic consequence management , t he
pr imar y aut hor it y r est s wit h t he St at es t o r espond and t he Feder al
Gover nment t o pr ovide assist ance as r equir ed. (This t er m and it s
definit ion ar e pr ovided for infor mat ion in J P 3-07.6 and pr oposed for
inclusion in J P 1.02 and J P 3-0, Doctrine for J oint Operations.)
6-75. These t er ms apply t o bot h domest ic and for eign t er r or ist incident s.
Accor ding t o pr esident ial dir ect ives and t he Feder al Response Plan, t he LFA
in domest ic cr isis management is t he FBI while t he LFA for domest ic
consequence management is t he FEMA. Dur ing for eign cr isis management or
consequence management , t he LFA for U.S. suppor t t o a for eign gover nment
is DOS.
6-76. The fundament als of emer gency ser vices mit igat ion, pr epar edness,
r esponse, and r ecover y apply t o bot h cr isis management and consequence
management . These oper at ions r equir e incr eased awar eness and emphasis on
oper at ing in an NBC envir onment . They will also nor mally include t eams or
unit s specializing in NBC det ect ion, cont ainment , and decont aminat ion.
CA ROLE
6-77. The CA r ole in emer gency ser vices is one of suppor t t o t he
commander s oper at ional funct ion. Gener al CA soldier t asks include
Ident ifying, validat ing, or evaluat ing HN and int er nat ional communit y
emer gency ser vices plans and r esour ces designat ed for use in
emer gency ser vices oper at ions.
Par t icipat ing in int er agency assessment , planning, and synchr onizing
of emer gency ser vices oper at ions.
Par t icipat ing in t he execut ion of select ed emer gency ser vices act ivit ies,
as needed or dir ect ed.
Tr acking cost s associat ed wit h execut ion of emer gency ser vices.
FM 3-05.401
6-26
Per for ming qualit y-cont r ol assessment s of emer gency ser vices act ivit ies
and cost s.
Assist ing in t he ar bit r at ion of pr oblems ar ising fr om t he execut ion of
emer gency ser vices oper at ions.
6-78. All CA specialt ies may par t icipat e in emer gency ser vices accor ding t o
METT-TC. FM 41-10 cont ains a discussion of emer gency ser vices in CONUS
and OCONUS. Addit ional infor mat ion on t he r ole of U.S. for ces in DSO is in
FM 3-07, S tability Operations and S upport Operations, and t he Feder al
Response Plan, ht t p://www.fema.gov/r -n-r /fr p/. CJ CSI 3214.01, Military
S upport to Foreign Consequence Management Operations, has addit ional
infor mat ion and guidance on for eign consequence management . Appendix H
of t his FM pr ovides a mor e det ailed look at CA st r at egic, oper at ional, and
t act ical consider at ions in emer gency ser vices.
SUPPORT TO CIVIL ADMINISTRATION
6-79. Milit ar y oper at ions t hat help t o st abilize or cont inue t he oper at ions of
t he gover ning body or civil st r uct ur e of a for eign count r y, whet her by
assist ing an est ablished gover nment or by est ablishing milit ar y aut hor it y
over an occupied populat ion, ar e known as suppor t t o civil administ r at ion.
Suppor t t o civil administ r at ion occur s most oft en in st abilit y oper at ions and
suppor t oper at ions. Some suppor t t o civil administ r at ion is manifest ed in
ot her CA act ivit ies, such as PRC, HA, MCA, and emer gency ser vices.
BASIC TERMS AND CONCEPTS
6-80. The suppor t t o civil administ r at ion act ivit y consist s of t hr ee dist inct
mission act ivit ies
Civil assistance: Shor t -t er m milit ar y suppor t t o an est ablished
gover nment or populace, in advance of or in t he aft er mat h of nat ur al or
man-made calamit ies or disast er s, t hat does not incur a long-t er m U.S.
commit ment . Examples of suppor t include maint aining or der ,
pr oviding life-sust aining ser vices, and cont r olling dist r ibut ion of goods
and ser vices.
Civil administration in friendly territory: Geographic combat ant
commanders support t o government s of friendly t errit ories during
peacet ime, disast ers, or war. Examples of support include advising friendly
aut horit ies or performing specific funct ions wit hin limit s of t he aut horit y
and liabilit y est ablished by int ernat ional t reat ies and agreement s.
Civil administration in occupied territory: The est ablishment of a
t empor ar y gover nment , as dir ect ed by t he SecDef, t o exer cise
execut ive, legislat ive, and judicial aut hor it y over t he populace of a
t er r it or y which U.S. for ces have t aken fr om an enemy by for ce of ar ms
unt il an indigenous civil gover nment can be est ablished.
IFOR (Implementation Force)...faced a situation somewhat remi-
niscent of World War II but without a mandate to govern or restore
essential services. The peace agreement and other accords assigned
nation building to civil agencies. For instance, OHR (Office of the
High Representative) would reactivate the civil infrastructure and
FM 3-05.401
6-27
joint civilian commissions dealt with communications, transport, and
economic development. Elections, however, were relegated to the
warring parties, international agencies, and OS CE (Organization for
S ecurity and Cooperation in Europe).
S tabilizing the situation; separating and disarming the various
parties; and providing limited assistance, adequate security, and
freedom of movement for all civilians as well as NGOs charged with
effecting the peace was left to the military. That mission would develop
into one of the most extensive civil-military operations in U.S . and
NATO history. Furthermore, despite the concern over excessive IFOR
involvement (mission creep) and the effort to limit the military role to
the letter of the agreement, the civilian implementation of the peace
mandate could not be accomplished without active participation by the
military in civilian support organizations.
An unforeseen and lesser-known concern was the judicial system. After
4 years of war and the physical separation of the factions, it was in
dire need of rejuvenation.
Over two-thirds of the judicial positions were vacant, statutes were
difficult if not impossible to locate, and legal texts were nearly
nonexistent. Despite this state of affairs, neither the agreement nor the
various NGOs envisioned helping this critical institution. CA
personnel were the first to identify this problem and immediately
render assistance using their civilian expertise.
If the judicial system was sick, the electoral process was comatose. The
last countrywide election had been held in 1991. There were no election
laws to which all parties could agree and no voter registration lists.
OS CE was overwhelmed by the task of registering 3.5 million voters in
Bosnia and 20 other countries. Virtually every phase of the process
required support. Again, CA personnel proved valuable for this NGO,
which is not to say that the military provided unusual services or that
individuals in uniform drove the judicial and electoral systems.
The Challenge of Civil-Military Operations,
by John J. Tuozzolo,
Joint Forces Quarterly,
Summer 1997 (No. 16)
6-81. Dur ing civil administ r at ion in occupied t er r it or y, t he following
t er ms apply:
Military governor: The milit ar y commander or ot her designat ed per son
who, in an occupied t er r it or y, exer cises supr eme aut hor it y over t he
civil populat ion subject t o t he laws and usages of war and t o any
dir ect ive r eceived fr om t he commander s gover nment or super ior .
(J P 1-02. Ter m appr oved for DOD and NATO use.)
Military government ordinance: An enact ment on t he aut hor it y of a
milit ar y gover nor pr omulgat ing laws or r ules r egulat ing t he occupied
t er r it or y under such cont r ol. (J P 1-02.)
FM 3-05.401
6-28
CA ROLE
6-82. The CA role in support t o civil administ rat ion varies bet ween civil
assist ance, civil administ rat ion in fr iendly t errit ory, and civil administ rat ion in
occupied t er r it or y. In eit her case, however , t he CA r ole is one of suppor t t o t he
commander s oper at ional and suppor t funct ion wit h r espect t o t he cont inuit y of
government in a foreign nat ion. General CA soldier t asks include
Ident ifying, validat ing, or evaluat ing HN infr ast r uct ur e.
Under st anding t he needs of t he indigenous populat ions and
inst it ut ions in t er ms of t he 16 funct ional specialt ies.
Monit or ing and ant icipat ing fut ur e r equir ement s of t he indigenous
populat ions and inst it ut ions in t erms of t he 16 funct ional specialt ies.
Per for ming liaison funct ions bet ween milit ar y and civilian agencies.
Coor dinat ing and synchr onizing collabor at ive int er agency or
mult inat ional suppor t t o civil administ r at ion act ivit ies.
Par t icipat ing in t he execut ion of select ed suppor t t o civil
administ r at ion act ivit ies, as needed or dir ect ed.
Per for ming qualit y-cont r ol assessment s of suppor t t o civil
administ r at ion act ivit ies and cost s.
Assist ing in t he ar bit r at ion of pr oblems ar ising fr om t he execut ion of
suppor t t o civil administ r at ion oper at ions.
Coor dinat ing and synchr onizing t r ansit ion of suppor t t o civil
administ r at ion oper at ions fr om milit ar y t o indigenous gover nment or
int er nat ional communit y cont r ol.
6-83. All CA specialt ies may par t icipat e in suppor t t o civil administ r at ion
accor ding t o METT-TC. Appendix H pr ovides a mor e det ailed look at CA
st r at egic, oper at ional, and t act ical consider at ions in suppor t t o civil
administ r at ion. The following t hr ee examples descr ibe t act ical-level
coor dinat ion in suppor t t o civil administ r at ion oper at ions.
FM 3-05.401
6-29
Example of Coordination at the Tactical Level
for Restoration and Use of Public Service
S-5: Based on the tactical situation and economic situation affecting the area,
recommends to the command those public services, in priority, which should be
restored and estimates the amount of public utilities required to discharge the civil
activities essential to the physical and moral well being of the area.
S-1: Advises on the influence poor service will have on morale of military personnel.
Recommends allocation of public morale services (radio and TV) for military use.
S-2: Provides information of the AO and an estimate of the influence of conditions on
military operations. If public communications are reestablished, recommends security
measures. Recommends consistent policy for communications media.
S-3: Coordinates with S-5 on use of signal, chemical, and aviation efforts for civil
assistance when tactical operations are affected. Recommends priority and allocation
of military capabilities for civil assistance when tactical operations are affected.
Recommends use of public communications and transportation by military. Receives
location of vital elements to be saved from destruction if tactical situation permits.
Special staff officers:
All: Provide S-5 with technical advice and assistance in determination of need for
assistance, measures to restore, and recommendations for restoration of public
services of value to particular staff officers activities.
FSCOORD: Receives from S-3 location of vital elements to be saved from destruction
by fire support means, if possible.

Example of Tactical-Level Coordination for Protection
of Arts, Monuments, and Archives
S-5: In conjunction with S-2, determines the location of archives, monuments, and objects
of art considered to be of value to the United States, allies, or the civil government. As
appropriate, recommends to S-3 those items which, because of political, cultural, or
economic value, justify the use of combat elements for their seizure and security. As
appropriate, recommends to the commander the disposition of such items.
S-1: Publishes appropriate instructions for military personnel concerning treatment of
arts, monuments, and archives.
S-2: Coordinates with S-5 in locating and searching archives. May provide archives
team for intelligence search. Returns archives to S-5 after intelligence processing.
Recommends to S-5 the safeguarding of archives.
S-3: Prepares recommendation for adjustment of tactical plans to prevent destruction
of arts, monuments, or archives. Assigns special missions to tactical units to secure
and safeguard.
Special staff officers:
PM: Provides security guards or may support local civil police in such operations.
FSCOORD: Receives location from S-3 for prevention of destruction by fire support.

FM 3-05.401
6-30
Example of Tactical-Level Coordination for Prisoners of War
and Recovered U.S. Prisoners of War
S-5: Furnishes data on availability of local suppliers for food and clothing and
availability of facilities and/or material for use in construction of cages or camps.
S-1: Plans for and supervises custody, administration, utilization, and treatment of
prisoners of war (PWs) from capture or taking custody to evacuation repatriation or
parole. Coordinates and supervises initial steps (furnishing food, clothing, and medical
attention) for the rehabilitation and processing of U.S. or allied personnel recovered
from enemy control. Arranges for prompt notification to higher HQ, prompt evacuation
from the combat zone, private use of Army communication means, and intelligence
debriefing.
S-2: Estimates the number and capture rate of PWs, ensures continued interrogation of
selected PWs, and ensures screening and debriefing of recovered personnel.
S-3: Considers requirements for additional troop units as guards.
S-4: Provides housing, food, transportation, and evacuation for PWs. Plans uses for
labor.
Special staff officers:
PM: Supervises and administers collection, evacuation, processing, interment care,
treatment, discipline, safeguarding, utilization, education, and repatriation of PWs.
SJA: Provides legal advice with Rule of Land Warfare, Geneva Convention, laws,
treaties, and agreements.
Engineer: Plans and supervises construction, maintenance, and repair of camps and
facilities for PWs under control of the command.
DISCOM: Provides food and clothing, as required.
Surgeon: Coordinates PW medical operations and provides medical support
augmentation.
Transportation: Provides transportation, as required.
PAO: Provides news and press releases.
PRODUCTS OF THE DELIVER PHASE
6-84. The deliver phase is char act er ized by t he execut ion of CA act ivit ies by
CA soldier s, non-CA soldier s, int er nat ional or ganizat ions, NGOs, and HN
asset s as par t of a COR t o t he civil component of a sit uat ion. The dur at ion of
t he deliver phase will var y based on t he fact or s of METT-TC. While execut ing
t hese act ivit ies, CA soldier s gener at e r out ine CA/CMO br iefings and r epor t s
accor ding t o unit SOP. These br iefings and r epor t s feed dir ect ly int o t he
evaluat e phase in which soldier s monit or ing CA oper at ions det er mine when
t he deliver phase is over and t r ansit ion phase may begin. Some examples of
CA/CMO br iefings and r epor t s ar e in Appendixes C and D.
7-1
Chapter 7
CA Methodology: Evaluate
Commanders, assisted by the staff, continuously assess the situation
and the progress of the operation, and compare it with the initial
vision. Assessment is the continuous monitoringthroughout
planning, preparation, and executionof the current situation and
progress of an operation, and the evaluation of it against criteria of
success to make decisions and adjustments. Commanders direct
adjustments to ensure that operations remain aligned with the
commanders intent. S ubordinates assess their units progress by
comparing it with the senior commanders intent and adjusting their
actions to achieve the envisioned end state, particularly in the absence
of orders.
Assessment precedes and guides every activity within the operations
process and concludes each operation or phase of an operation.
Assessment entails two distinct tasks: continuously monitoring the
situation and the progress of the operation, and evaluating the
operation against measures of effectiveness. Together, the two tasks
compare reality to expectations.
FM 3-0, Operations,
June 2001
OVERVIEW
7-1. The evaluat e phase is a vit al par t of t he CA met hodology. The t er m
evaluat e is used t o dist inguish t his phase fr om t he assess phase of t he
met hodology. This phase act ually begins dur ing t he develop and det ect phase
and cont inues t hr ough t he deliver phase.
7-2. Once execut ion of t he CA plan begins, ever y t ask per for med or mission
execut ed r equir es a cr it ical evaluat ion t o det er mine t he r esult s of t he act ion.
This evaluat ion is akin t o conduct ing a CA bat t le damage assessment (BDA).
The evaluat ion validat es t he CA/CMO concept of oper at ions and det er mines
whet her t he est ablished MOEs have been met . It also helps commander s
decide when and how t o adjust t he plan, when t o develop new plans t o
addr ess unfor eseen consequences of oper at ions, and when t o t er minat e or
t r ansit ion an oper at ion.
7-3. Dur ing t he evaluat e phase, evaluat or s focus on t he MOEs est ablished
for t he oper at ion dur ing t he decide phase. They det er mine t he sust ainabilit y
of any pr oject s or pr ogr ams init iat ed dur ing t he deliver phase. Evaluat or s
look at each of t he 16 funct ional specialt ies t o det er mine if t he oper at ion
caused any unint ended effect s in ot her ar eas of t he civil component , and t hey
r ecommend follow-on act ions.
7-4. The pr oduct s of t his phase include CA/CMO br iefings and r epor t s,
AARs, addit ional pr oject nominat ions, new mission r equir ement s (FRAG
FM 3-05.401
7-2
or der s), a finalized t r ansit ion plan, and t er minat ion or t r ansit ion t imelines.
This chapt er will focus on t he act ivit ies t hat suppor t and occur dur ing t he
evaluat e phase.
EVALUATING MEASURES OF EFFECTIVENESS
7-5. One of t he pr oduct s dur ing t he decide phase was CMO MOEs. CA/CMO
planners developed CMO MOEs t o det ermine how well or poor ly an oper at ion is
pr oceeding in achieving t he CMO goals of t he oper at ion accor ding t o t he
commander s mission st at ement and int ent . CMO MOEs were also developed t o
ident ify effect ive st rat egies and t act ics and t o det ermine point s at which t o shift
r esour ces, t r ansit ion t o differ ent phases, or alt er or t er minat e t he mission.
7-6. For t he pur pose of discussion in t his chapt er , t he following examples of
CMO MOEs will be used:
DC camp mor t alit y r at es r educed t o below X per day.
Public ser vices and ut ilit ies r est or ed t o pr edisast er levels (defined by
hist or ical dat a).
NGO oper at ions sust ainable wit hout U.S. milit ar y suppor t .
7-7. In addit ion t o deciding what t he MOEs wer e, CA/CMO planner s
developed plans t o obser ve and validat e each MOE. As discussed in Chapt er
4, t hese plans det er mined
Who will obser ve t he MOE?
When will t he MOE be obser ved?
How will t he MOE be obser ved?
Wher e will t he obser vat ions be made?
Who will appr ove and validat e achievement of t he MOE?
What act ions will be t aken when t he MOE is sat isfact or ily achieved?
By whom?
OBSERVATION OF THE MOE
7-8. MOEs can be assigned t o individuals, CA t eams, or an all-sour ce
analysis cent er , such as t he CMOC.
7-9. Using t he sample MOEs above, obser vat ion of DC mor t alit y r at es may
be assigned t o an individual, such as t he camp administ r at or . Obser vat ion of
public ser vices and ut ilit ies levels of out put may be assigned t o a t ask-
or ganized t eam of public facilit ies funct ional specialist s. Obser vat ion of t he
sust ainabilit y of NGO oper at ions can be assigned t o t he CMOC.
WHEN THE MOE IS OBSERVED
7-10. Obser vat ion of MOEs may be event -dr iven or t ime-dr iven. Some MOEs
can be obser ved and measur ed immediat ely aft er an event , such as t he
per cent age of a populat ion inoculat ed dur ing a MEDRETE or t he level of
out put of a ut ilit y aft er r epair s. Ot her MOEs can only be obser ved aft er a
cycle of t ime has passed, such as har vest season, if measur ing agr icult ur al
out put , or a school year , if measur ing academic achievement . Obser vat ion of
FM 3-05.401
7-3
MOEs may be r equir ed on a r out ine or per iodic basis t o est ablish baselines or
t r ends, as in cr ime r at es or mor t alit y r at es.
HOW THE MOE IS OBSERVED
7-11. MOEs may be obser ved in a var iet y of ways. The deliber at e
assessment , descr ibed in Chapt er 5, is t he most effect ive met hod for
obser ving MOEs, such as t he mor t alit y r at es in DC camps or t he out put of
public ut ilit ies. Using a combinat ion of sur veys, int er views, and dir ect
obser vat ion, t he obser ver s of an MOE obt ain det ailed, cur r ent infor mat ion at
t he sour ce of t he issue.
7-12. Some MOEs may be obser ved in t he cour se of r out ine CMOC, or
int er agency, oper at ions. As r epor t s fr om CA t eams and var ious civilian
agencies ar e analyzed and st at ist ics ar e r ecor ded, t he CMOC pr ovides input
t o t he COP. In t his way, MOEs, such as t he sust ainabilit y of NGO or HN
oper at ions, can r eadily be ident ified.
7-13. In t he lat t er case, CA soldier s must differ ent iat e bet ween r esult s,
indicat or s, and per for mance measur es:
Result (or outcome): A r esult is a bot t om-line condit ion caused by t he
execut ion of an event or implement at ion of a pr ogr am. Result s ar e not
owned by any single agency or syst em. They cr oss over agency and
pr ogr am lines, and public and pr ivat e sect or s.
Indicator (or benchmark): An indicat or is a measur e for which dat a
exist s t hat helps quant ify t he achievement of a desir ed r esult .
Indicat or s help answer t he quest ion: How would we know a r esult if
we achieved it ? Examples of indicat or s include r at es of pr event able
disease, deat h r at es among a dist r essed populat ion, r at es of pr egnancy
and dr ug use, and cr ime r at es. Ther e is a differ ence in t he way in
which t he t er m benchmar k is used in public- and pr ivat e-sect or
applicat ions. The public sect or oft en uses t he t er m benchmar ks t o
mean an indicat or or per for mance measur e. The pr ivat e sect or uses t he
t er m t o mean a par t icular level of desir ed and achievable per for mance.
Performance measure: A per for mance measur e is a measur e of how well
agencies and pr ogr ams ar e wor king. Typical per for mance measur es
addr ess mat t er s of t imeliness, cost effect iveness, and compliance wit h
st andar ds. Examples of per for mance measur es include per cent age of
invest igat ions init iat ed wit hin 24 hour s of an incident r epor t ,
per cent age of milit ar y r esour ces (ver sus civilian r esour ces) expended t o
sat isfy needs of t he populace, and police or fir e r esponse t ime.
WHERE OBSERVATIONS ARE MADE
7-14. Some MOEs, such as DC camp mor t alit y r at es, can be obser ved at
single locat ions. Ot her MOEs, such as public ut ilit y out put and NGO
oper at ions, must be obser ved at sever al locat ions.
7-15. Cer t ain MOEs dict at e t hat obser vat ions must be made over a wide
ar ea t o gauge t he effect iveness of an event or pr ogr am. The r est or at ion of a
wat er t r eat ment facilit y or pumping st at ion, for example, means not hing if
t he syst em t hat car r ied t he wat er t o local or r emot e villages is damaged
or inoper able.
FM 3-05.401
7-4
VALIDATION AND APPROVAL OF MOE ACHIEVEMENT
7-16. MOEs must be validat ed and appr oved befor e final disposit ion of an
event or pr ogr am can be made. The appr oval aut hor it y must be ident ified
dur ing t he decide phase. The appr oval aut hor it y may be a commander , HN
aut hor it ies, or ganized r epr esent at ives of t he int er nat ional communit y, or
some ot her ent it y.
ACTIONS TAKEN WHEN THE MOE IS SATISFACTORILY ACHIEVED
7-17. Achievement of MOEs must be t ied t o a disposit ion act ion. This act ion
may be t he t er minat ion of an act ivit y or t ask; t he t r ansfer of an act ivit y or
t ask t o follow-on CA for ces, ot her milit ar y for ces, or t he int er nat ional
communit y; or t he t r ansit ion of an act ivit y or t ask t o t he indigenous
populat ion or inst it ut ions.
7-18. As t he evaluat ion phase pr ogr esses and sat isfact ion of MOEs indicat es
an oper at ion is near ing complet ion, CA soldier s finalize t r ansit ion plans and
begin execut ing t er minat ion or t r ansit ion t imelines. These act ions ar e
cover ed in Chapt er 8.
7-19. Execut ion of an event or pr ogr am may r esult in unexpect ed out comes.
As new pr oblems pr esent t hemselves, CA soldier s must begin t he CA
met hodology over . They assess t he new sit uat ion; decide what , if any, act ion
t o t ake; develop t he new sit uat ion and det ect condit ions t hr ough deliber at e
assessment s; deliver t he appr opr iat e CA act ivit y; and evaluat e t he r esult s
using MOEs. When MOEs ar e sat isfact or ily achieved, t hey move on t o t he
t r ansit ion phase.
ACTIONS FOR UNSUCCESSFUL MEASURES OF EFFECTIVENESS
7-20. If success is not achieved, CA soldier s must det er mine why. The
evaluat ed r esult s of an event or pr ogr am may be unsuccessful because levels
wer e set t oo high, t he wr ong act ivit y is being measur ed, or some ot her r eason.
CA soldier s must be car eful not t o r edefine success t o what has been
achieved.
7-21. At t his point , a decision must be made r egar ding what t o do next .
Some opt ions include
Cont inue t he oper at ion as cur r ent ly planned and r eevaluat e at a fut ur e
dat e.
Accept t he r esult s and pr oceed wit h t r ansit ion of t he oper at ion as
planned.
Redefine t he mission, using t he CA met hodology, and develop a new
plan wit h new MOEs.
The cause and effect diagr am: a useful t echnique t o ident ify, explor e,
and gr aphically display all of t he possible causes r elat ed t o a pr oblem
or condit ion.
PRODUCTS OF THE EVALUATE PHASE
7-22. The evaluat e phase is char act er ized by compar ing r esult s of CA
oper at ions and CMO t o MOEs est ablished dur ing t he decide phase. The
FM 3-05.401
7-5
evaluat e phase act ually begins dur ing t he develop and det ect phase and
cont inues t hr ough t he deliver phase. Dur ing t he evaluat e phase, CA soldier s
gener at e r out ine CA/CMO br iefings and r epor t s accor ding t o unit SOP. These
br iefings and r epor t s help t hose soldier s monit or ing CA oper at ions det er mine
when t he t r ansit ion phase may begin.
7-23. Pr oduct s of t his phase include CA/CMO br iefings and r epor t s, AARs,
addit ional pr oject nominat ions, new mission r equir ement s (FRAG or der s), a
finalized t r ansit ion plan, and t er minat ion or t r ansit ion t imelines. Examples
of some of t hese pr oduct s ar e in Appendixes C and D.
8-1
Chapter 8
CA Methodology: Transition
It is DoD policy thatcivil affairs activities shall be undertaken to
achieve an orderly and prompt transition of civilian sector
responsibilities from the DoD components to non-DoD authorities.
DODD 2000.13, Civil Affairs,
June 27, 1994
OVERVIEW
8-1. The t r ansit ion phase is ever y bit as cr it ical t o an oper at ion as is t he
deliver phase. Planning and pr epar at ion for t he t r ansit ion begin dur ing t he
decide phase and cont inue t hr oughout t he develop and det ect , deliver , and
evaluat e phases. Successful execut ion of t r ansit ion is t he CA communit ys
dir ect cont r ibut ion t o a sust ainable solut ion and t he commander s abilit y t o
secur e t he vict or y.
8-2. CA soldier s exper ience sever al t ypes of t r ansit ion t hr oughout combat
oper at ions, fr om combat t o post host ilit ies oper at ions, and in conjunct ion wit h
r edeployment . Depending on t he sit uat ion, CA act ivit ies and CMO in
t r ansit ion oper at ions may be t er minat ed, t r ansfer r ed t o follow-on for ces, or
passed t o t he indigenous populat ion or inst it ut ions. If t er minat ed, CA soldier s
t ake t he appr opr iat e st eps t o cease oper at ions. If t r ansfer r ed t o some ot her
milit ar y or civilian or ganizat ion, CA soldier s t ake st eps t o or ient t he incoming
or ganizat ion t o t he act ivit y or t ask, super vise t he incoming or ganizat ion in
per for ming t he act ivit y or t ask, t r ansfer t he t ask, and r edeploy as dir ect ed.
8-3. Tr ansit ions may occur r andomly, sequent ially, or simult aneously acr oss
t he AO or wit hin a t heat er . Ideally, each t ype of t r ansit ion is execut ed
accor ding t o synchr onized t r ansit ion plans. These t r ansit ion plans ar e
nor mally a pr oduct of t r ansit ion wor king gr oups est ablished ear ly in t he
planning pr ocess of an oper at ion. Tr ansit ion wor king gr oups usually r equir e
close t ies wit h an ar eas CMOC t o obt ain updat es on t he cur r ent sit uat ion and
t he st at us of MOEs. They meet per iodically t o r eview, r efine, and coor dinat e
specific det ails of t he t r ansit ion plan.
8-4. The pr oduct s of t his phase include CA/CMO br iefings, r epor t s, and
AARs. The out come of t his st ep includes a successful t r ansit ion of aut hor it y
or r elief-in-place, and pr ogr ams t hat ar e dur able and sust ainable by t he
follow-on for ce or or ganizat ion. This chapt er will focus on t he act ivit ies t hat
suppor t and occur dur ing t he t r ansit ion phase.
FM 3-05.401
8-2
TRANSITION OPERATIONS
8-5. Tr ansit ions occur r out inely in milit ar y oper at ions acr oss t he spect r um of
oper at ions. These t r ansit ion oper at ions include t he following:
Offensive oper at ions become defensive oper at ions when t he for ce
achieves t he pur pose of t he oper at ion, r eaches a limit of advance, or
appr oaches culminat ion.
Defensive oper at ions become offensive oper at ions t o seize, r et ain, and
exploit t he init iat ive t o defeat t he enemy decisively.
Unit s in combat conduct passage of lines oper at ions in which a for ce
moves for war d or r ear war d t hr ough anot her for ces combat posit ions
wit h t he int ent ion of moving int o or out of cont act wit h t he enemy.
As combat oper at ions move for war d, or at cessat ion of host ilit ies,
combat oper at ions in designat ed ar eas become secur it y oper at ions.
Some unit s r edeploy while ot her s ar r ive or r emain in place t o begin
st abilit y oper at ions and/or suppor t oper at ions.
Unit s in defensive, st abilit y, and support oper at ions, conduct , at t he
direct ion of higher aut hor it y, relief-in-place oper at ions in which all or
part of a unit are replaced in an area by t he incoming unit . The
responsibilit ies of t he replaced element s for t he mission and t he assigned
zone of oper at ions ar e t r ansfer r ed t o t he incoming unit . The incoming
unit cont inues t he oper at ion as or dered. (In NATO oper at ions, t his relief-
in-place is somet imes called a t ransfer of aut hor it y.)
8-6. Tr ansit ion of CMO acr oss t he spect r um of oper at ions falls int o
t hr ee cat egor ies:
Ter minat ion of an act ivit y or t ask.
Tr ansfer of an act ivit y or t ask t o follow-on CA for ces, ot her milit ar y
for ces, or t he int er nat ional communit y.
Tr ansit ion of an act ivit y or t ask t o t he indigenous populat ion
or inst it ut ions.
TERMINATION OF AN ACTIVITY OR TASK
8-7. An act ivit y or t ask may be t er minat ed for a var iet y of r easons. Some of
t hese include
The t ime specified for t he t ask has elapsed.
Milest ones or over all object ives have been r eached.
The political or security situation has deteriorated below an acceptable level.
A loss of suppor t or funding by pr oject benefact or .
A change of mission.
Command dir ect ive.
8-8. When t er minat ing an act ivit y or t ask, whet her complet ed as planned or
not , CA soldier s must execut e cer t ain close-out pr ocedur es. These include
closing out all open administ r at ive act ions; giving or r et ur ning equipment
and facilit ies, in good condit ion, t o t he appr opr iat e aut hor it ies; conduct ing an
FM 3-05.401
8-3
aft er -act ion r eview and wr it ing an AAR; and t hanking bot h milit ar y and
civilian par t icipant s and suppor t er s, if appr opr iat e.
8-9. Depending on METT-TC, t he command climat e, and ot her fact or s, CA
soldier s may consider conduct ing a t er minat ion cer emony. This act ion helps
maint ain good r appor t wit h t he indigenous populat ion, as well as t he
int er nat ional communit y, and facilit at es fut ur e oper at ions in t he ar ea.
8-10. Chapt er III of J P 3-57 cont ains a Sample Checklist for Ter minat ion
Planning.
TRANSFER OF AN ACTIVITY OR TASK TO FOLLOW-ON CA FORCES, OTHER
MILITARY FORCES, OR THE INTERNATIONAL COMMUNITY
Brig. Gen. S tephen Ferrell, assistant division commander of
Multinational Division (North), followed with an address to the
troops. To the soldiers of NORDPOL, General S harp passes on his
congratulations to the soldiers of NORDPOL. This ceremony is a time
to reflect on past experiences and to look ahead.
I know that over 200,000 people in this region are appreciative of your
efforts and service in the Balkans,said Brig. Gen. Ferrell. Then Brig.
Gen. Ferrell welcomed the new commander and new soldiers to
NORDPOL. You are now part of our team.
Distinguished guests and soldiers of NORDPOL, I am proud to take
over command. I will continue taking care of soldiers and treat with
dignity and respect the local inhabitants,said Col. Kochanowski.
The new commander will continue the work of the outgoing Team 10
and is interested in improving the role of Civil-Military Cooperation
centers in local communities, according to Capt. S ylwester Michalski,
Press Information Officer, NORDPOL.
Talon Magazine Online, Vol. 7, No. 7,
NORDPOL Transfer of Authority,
February 17, 2001
8-11. An act ivit y or t ask may be t r ansfer r ed t o a var iet y of milit ar y or
nonmilit ar y or ganizat ions for an equally var ied number of r easons. Some of
t hese r easons include t he following:
Suppor t ed unit is conduct ing a r elief-in-place dur ing offensive,
defensive, st abilit y, or suppor t oper at ions and t he incoming unit is
cont inuing t he milit ar y mission, including CMO and CA act ivit ies
init iat ed or car r ied on by t he unit being r eplaced (for example, r elief of
Regiment al Combat Team 7/1st Mar ine Division in Humanit ar ian
Relief Sect or Baidoa by Aust r alian Infant r y Bat t alion dur ing Oper at ion
RESTORE HOPE).
Change of oper at ion or mission r esult ing in exchange of for ces (for
example, Oper at ion RESTORE HOPE t o Oper at ion CONTINUE HOPE
in which U.S.-led J TF Somalia t r ansfer r ed oper at ions t o U.N.-led
UNOSOM II; t r ansit ion of aut hor it y accor ding t o Dayt on Peace Plan in
which ad hoc U.N. for ces assist ing r elief agencies in Bosnia t r ansfer r ed
aut hor it y t o NATO for ces conduct ing peace enfor cement mission).
FM 3-05.401
8-4
Nor mal r ot at ion of CA unit s or individuals conduct ing a long-t er m
pr oject or oper at ion (for example, Bosnia and Kosovo r ot at ions,
J TF Guant anamo Bay, and some combat ant command t heat er
engagement pr ogr ams).
Administ r at ion and suppor t of a DC camp in a r ear ar ea t r ansfer r ed
fr om a CSS unit t o an NGO or t he UNHCR.
Command dir ect ive.
8-12. Tr ansfer r ing an act ivit y or t ask t o ot her for ces or or ganizat ions
r equir es det ailed, coor dinat ed, and synchr onized planning. Some it ems for
t he CA soldier t o consider include
Define t he end st at e; for example, cont inuit y of cur r ent oper at ions or
modificat ion of cur r ent oper at ions t o some ot her for mat .
Ident ify t he or ganizat ional st r uct ur e r equir ed t o per for m t he act ivit y
or t ask.
Ident ify and mat ch component s wit hin t he incoming or ganizat ion t hat
ar e t he same or similar in nat ur e t o component s wit hin t he unit
being r eplaced.
Ident ify equipment and facilit ies r equir ed t o per for m t he act ivit y
or t ask, and who will pr ovide t hem. Pr epar e t he appr opr iat e
pr oper t y-cont r ol paper wor k if t r ansfer r ing equipment or facilit ies
bet ween or ganizat ions.
Cr eat e t imelines t hat pr ovide sufficient over lap bet ween t he out going
and incoming or ganizat ions.
Det er mine t he cr it er ia t hat will dict at e when t he incoming
or ganizat ion will assume cont r ol of t he act ivit y or t ask; for example, a
t ar get dat e, t ask st andar d, or level of under st anding.
Or ient t he incoming or ganizat ion t o t he ar ea, including an int r oduct ion
t o all t he essent ial player s of bot h milit ar y and civilian or ganizat ions
r emaining in t he ar ea.
Or ient t he incoming or ganizat ion t o t he act ivit y or t ask. This
or ient at ion includes exchanging pr ocedur es, r out ine and r ecur r ing
event s, and ot her infor mat ion cr it ical t o t he conduct of t he act ivit y or
t ask. Demonst r at e t he act ivit y or t ask, if possible.
Super vise t he incoming or ganizat ion in per for ming t he act ivit y or t ask.
The out going or ganizat ion r et ains cont r ol of t he act ivit y or t ask dur ing
t his pr ocess, pr oviding cr it iques and guidance as needed.
Tr ansfer t he t ask accor ding t o t he plan.
Redeploy.
Conduct an aft er -act ion r eview and wr it e an AAR.
Chapt er III of J P 3-57 cont ains a Sample Checklist for Tr ansit ion Planning.
FM 3-05.401
8-5
TRANSITION OF AN ACTIVITY OR TASK TO THE INDIGENOUS POPULATION
OR INSTITUTIONS
8-13. Ult imat ely, especially dur ing suppor t t o civil administ r at ion
oper at ions, an act ivit y or t ask may be t ur ned over t o HN gover nment or
pr ivat e sect or agencies. The following ar e examples:
Tr ansfer of civil aut hor it y fr om milit ar y t o civil gover nment (for
example, r eplacement of U.S. milit ar y gover nor s by Ger man civilian
high commissioner s wit h t he est ablishment of t he Feder al Republic of
Ger many in 1949).
Est ablishment of indigenous police or secur it y for ces (for example,
est ablishment of t he fir st t r uly mult iet hnic police for ce in Br cko by t he
Int er nat ional Police Task For ce of t he Unit ed Nat ions Mission in
Bosnia and Her zegovina).
Pr ivat izat ion or r et ur n of facilit ies, such as public wor ks and ut ilit ies,
air por t s, and seapor t s, t o civilian cont r ol (for example, Kuwait Cit y
Int er nat ional Air por t ).
Pr ivat izat ion of HMA pr ogr ams.
8-14. The consider at ions for t r ansfer r ing an act ivit y or t ask t o indigenous
populat ions or inst it ut ions is similar , in many r espect s, t o t r ansfer r ing t o
follow-on for ces or or ganizat ions. It ems for t he CA soldier t o consider include
t he following:
Know t he capabilit ies and limit at ions of t he element s of t he on-t he-
gr ound infr ast r uct ur e, such as
Host gover nment s.
Bilat er al donor s.
UN agencies.
Int er nat ional or ganizat ions, especially t he Int er nat ional Cr isis
Gr oup (ICG) and t he Int er nat ional Commit t ee for t he Red Cr oss
(ICRC).
NGOs by t ype (assist ance or advocacy).
Indigenous or ganizat ions.
Define t he end st at e; for example, cont inuit y of cur r ent oper at ions or
modificat ion of cur r ent oper at ions t o some ot her for mat .
Ident ify t he or ganizat ional st r uct ur e r equir ed t o per for m t he act ivit y
or t ask.
If wit hin t he cont r ol of t he r elieved or ganizat ion, ident ify compet ent ,
t r ust wor t hy individuals t o fill posit ions wit hin t he r elieving
or ganizat ional st r uct ur e.
Det er mine, if necessar y, how t o conduct demilit ar izat ion of indigenous
for ces and incor por at ion of for mer belliger ent s int o t he pr ivat e sect or .
Ident ify equipment and facilit ies r equir ed t o per for m t he act ivit y or
t ask, and who will pr ovide t hem. Pr epar e t he appr opr iat e pr oper t y-
cont r ol paper wor k if t r ansfer r ing equipment or facilit ies t o t he
r elieving or ganizat ion.
FM 3-05.401
8-6
Cr eat e t imelines t hat pr ovide sufficient over lap bet ween t he depar t ing
and r elieving or ganizat ions.
Det er mine t he cr it er ia t hat will dict at e when t he r elieving or ganizat ion
will assume cont r ol of t he act ivit y or t ask; for example, a t ar get dat e,
t ask st andar d, or level of under st anding.
Or ient t he r elieving or ganizat ion t o t he act ivit y or t ask. This
or ient at ion includes pr oviding pr ocedur es, r out ine and r ecur r ing
event s, and ot her infor mat ion cr it ical t o t he conduct of t he act ivit y or
t ask. Demonst r at e t he act ivit y or t ask, if possible.
Super vise t he r elieving or ganizat ion in per for ming t he act ivit y or t ask.
The depar t ing or ganizat ion r et ains cont r ol of t he act ivit y or t ask
dur ing t his pr ocess, pr oviding cr it iques and guidance as needed.
Tr ansfer t he t ask accor ding t o t he plan.
Redeploy.
Conduct an aft er -act ion r eview and wr it e an AAR.
CONTINUITY OF OPERATIONS
8-15. The goal of t r ansit ion t o follow-on or ganizat ions or indigenous
populat ion or inst it ut ions is a sust ainable, dur able st r uct ur e or syst em.
Thr oughout all oper at ions, CA/CMO planner s, funct ional specialist s, and
t eam member s maint ain cont inuit y books t hat will or ient new per sonnel t o
t heir r out ine t asks. Ideally, t her e will be an over lap per iod when mission
handoff occur s bet ween individuals and unit s.
8-16. A cont inuit y book facilit at es a t ur nover of oper at ions bet ween out going
and incoming per sonnel t hat is t r anspar ent t o t he suppor t ed or ganizat ion,
agency, or populace. The book should be chr onologically ar r anged wit h daily,
weekly, and mont hly calendar s t hat show essent ial t asks wit h enough det ail
t o t ake out any guessing by a newly assigned soldier (including det ails, such
as who, what , wher e, why, when, and how). A daily jour nal is an excellent
t ool t hat can be used t o build a useful cont inuit y book. Addit ional it ems for
t he CA soldier t o consider t o ensur e cont inuit y of oper at ions ar e
Oper at ional r esour ce r equir ement s (funding, equipment , per sonnel,
and facilit ies).
Sour ces of r esour ces r equir ed t o maint ain oper at ions.
Ident ificat ion of int er dependency and int er oper abilit y bet ween
or ganizat ions.
Cont ingency plans t hat addr ess t hr eat s t o cont inuit y of oper at ions,
count er measur es t o mit igat e t hose t hr eat s, as well as pr epar edness
for , r esponse t o, and r ecover y fr om t hose t hr eat s t hat succeed in
disr upt ing oper at ions.
Post r edeployment over sight and suppor t mechanisms for t he oper at ion
(r eachback POCs, per iodic visit s, combat ant command t heat er
engagement pr ogr ams).
FM 3-05.401
8-7
CONTRACTING THE CIVIL-MILITARY OPERATIONS CENTER
8-17. The CMOC should r emain a cent er of CMO act ivit y dur ing t r ansit ion
oper at ions. In fact , t he oper at ions t r ansit ion wor king gr oup may be locat ed at
t he CMOC. As oper at ions wind down, unit s and agencies begin t o wit hdr aw
fr om t he AO or t o modify t heir oper at ions. As t hey leave, t asks ar e
consolidat ed and r eappor t ioned t o t hose individuals who r emain.
8-18. Depending on t he t ype of t r ansit ion, t he CMOC may hand over it s
oper at ions t o anot her milit ar y unit or civilian agency, or it may t er minat e
oper at ions and r edeploy. A t r ansfer of oper at ions t o a follow-on or ganizat ion
should be pr ogr essive, r eflect ing t he incr easing capabilit ies of t he incoming
or ganizat ion or civil inst it ut ion.
8-19. The dir ect or ensur es t he CMOC dr aws down in an or der ly fashion.
Ideally, he will r equir e depar t ing individuals and t eams t o pr ovide lessons
lear ned fr om t he exper ience t o help incr ease t he effect iveness of follow-on or
fut ur e CMOCs.
PRODUCTS OF THE TRANSITION PHASE
8-20. The t r ansit ion phase is char act er ized by t he t er minat ion of oper at ions
or t he t r ansfer of oper at ions t o follow-on or ganizat ions or HN aut hor it ies. The
dur at ion of t he t r ansit ion phase will var y based on t he fact or s of METT-TC.
While execut ing t hese act ivit ies, CA soldier s gener at e r out ine CA/CMO
br iefings, r epor t s, and AARs accor ding t o unit SOP. The br iefings and r epor t s
allow monit or s of CA oper at ions t o confir m or validat e t r ansit ion t imelines.
They also indicat e how well t he t r ansit ion is pr ogr essing t owar d dur able and
sust ainable pr ogr ams r un by t he follow-on for ce or or ganizat ion. Examples of
CA/CMO br iefings, r epor t s, and AARs ar e in Appendixes C and D.
A-1
Appendix A
CA/CMO Symbology and Graphics
This appendix descr ibes symbols for use in t he for ce domain (maneuver
command and cont r ol). FM 101-5-1, Operational Terms and Graphics,
pr ovides t he milit ar y st andar ds for symbols and gr aphics but does not
adequat ely addr ess t he needs of CA oper at ions or CMO. This appendix
pr ovides r ecommended symbology and gr aphics t hat can be used t o mor e
accur at ely descr ibe t he act ions and act ivit ies r elat ed t o CA/CMO
(Figur e A-1, page A-2).
BASIC RULES FOR BUILDING SYMBOLS
A-1. Ther e ar e seven basic r ules when building symbols. These r ules include
t he following:
Exist ing symbols or modifier s should be used whenever possible as
building blocks for new symbols.
Symbols must be usable in bot h hand-dr awn and comput er -gener at ed
aut omat ed modes.
Symbols must be easily dist inguishable so as not t o be confused wit h
ot her symbols.
Fr iendly symbols must not use at t r ibut es t hat could be confused wit h
enemy symbols.
Symbols must be dist inguishable wit hout color . (Monochr ome display.)
Composit e symbols will gener ally have t he pr imar y symbol cent er ed on
or below t he modifying symbols.
All symbols will be dr awn or port rayed wit h t he t op of t he symbol facing
t he t op of t he over lay (nor mally Nort h is at t he t op). Or ient at ion of t he
symbol will be accomplished by using t he Q field for moving symbols or
anot her gr aphic, such as a bat t le posit ion or support by fire posit ion.

FM 3-05.401
A-2
Figure A-1. Example of CA/CMO Symbology and Graphics
USE OF GRAPHICS
A-2. FM 101-5-1 descr ibes how t o label var ious gr aphic cont r ol measur es.
Some boundar y labeling can be abbr eviat ed when t he abbr eviat ion will not
cause confusion. All t ext labeling should be dr awn so t hat it can be r ead when
t he bot t om of t he over lay is closest t o t he r eader . Labeling wr it t en on an
angle should be r eadable when t he over lay is t ur ned a quar t er of a t ur n (90
degr ees) clockwise (t o t he left ).
FM 3-05.401
A-3
GRAPHIC OVERLAYS
A-3. Over lays ar e gr aphics dr awn on t op of a map, sket ch, or phot ogr aph. To
ensur e accur at e alignment , t he over lay must have at least t wo r efer ence
mar ks at opposit e locat ions. On aut omat ed displays, over lays ar e gr aphic
infor mat ion t hat is joined elect r onically so t hat it can be t ur ned on or off
over or in fr ont of t he pr imar y digit al display, such as a map, sket ch, or
phot ogr aph.
A-4. Addit ional guidance for cr eat ing over lays follows:
All obst aclesfr iendly, enemy, neut r al, or fact ionalwill be dr awn
using t he color gr een. These gr aphics ar e shown in t he mobilit y and
sur vivabilit y sect ion of FM 101-5-1.
All fr iendly gr aphic cont r ol measur es will be shown in black when
dr awn manually or on a color display.
Enemy gr aphic cont r ol measur es will be shown in r ed. If r ed is not
available, t hey will be dr awn in black wit h a double line or t he
abbr eviat ion ENY placed on t he gr aphic in at least t wo places t o
avoid confusion.
If ot her color s ar e used t o show fr iendly or enemy (host ile) fact ions,
t hen t he color s used will be shown in a legend on t he over lay descr ibing
what each color means.
B-1
Appendix B
Affiliations and Professional Organizations Associated
With the Functional Specialties
While CA specialist s ar e assigned based on t heir civilian backgr ound and
exper t ise, t hey may not necessar ily r out inely per for m t he t asks t hey will
per for m when deployed. CA specialt y t eams ar e expect ed and must be
pr epar ed t o accomplish t heir war t ime missions on shor t not ice. They will
not have lengt hy t r ain up per iods befor e deployment s. Affiliat ions wit h
local gr oups, member ship in pr ofessional or ganizat ions, and subscr ipt ions
t o pr ofessional publicat ions and jour nals associat ed wit h t he funct ional
specialt y ar e viable, oft en over looked, t ools t o keep CA specialist s cur r ent
or cer t ified in t heir oper at ional r ole.
The following list pr ovides examples of some of t he affiliat ions and
pr ofessional or ganizat ions CA specialist s should consider .
GOVERNMENT FUNCTIONS
INTERNATIONAL LAW
The Amer i ca n Soci et y of Int er na t i ona l La w
www.asil.or g
The Int er na t i ona l La w Commi ssi on
www.un.or g/law/ilc
Publ i c Int l La w by Associ a t e Pr ofessor Fr a nci s Aubur n
www.law.uwa.edu.au/int law
PUBLIC ADMINISTRATION
The Amer i ca n Soci et y for Publ i c Ad mi ni st r a t i on
www.aspanet .or g
Publ i c Ad mi ni st r a t i on a nd Ma na gement : An Int er a ct i ve J our na l
www.pamij.com
PUBLIC EDUCATION
Publ i c Ed uca t i on Net wor k
www.publiceducat ion.or g
The Cent er for Commer ci a l -Fr ee Publ i c Ed uca t i on
www.commer cialfr ee.or g
Publ i c Ed uca t i on & Busi ness Coa l i t i on
www.pebc.or g
Publ i c Ed uca t i on Cent er
www.publicedcent er .or g
FM 3-05.401
B-2
PUBLIC HEALTH
Amer i ca n Publ i c Hea l t h Associ a t i on
www.apha.or g
UNC School of Publ i c Hea l t h
www.sph.unc.edu
PUBLIC SAFETY
Tennessee Depa r t ment of Sa fet y
www.st at e.t n.us/safet y
The Publ i c Sa fet y Execut i ve Associ a t i on, Inc.
www.policechief.com
U.S. Dep a r t ment of t he Int er i or Offi ce of Ma na gi ng Ri sk a nd
Publ i c Sa fet y
www.mr ps.doi.gov
Amer i ca n Soci et y for Ind ust r i a l Secur i t y
www.asisonline.or g
PUBLIC FACILITIES FUNCTIONS
PUBLIC COMMUNICATIONS
Kwa nt l en Publ i c Sa fet y Communi ca t i ons
www.kwant len.bc.ca/pscm/pscm.ht m
CIA Publ i c Affa i r s - Publ i c Communi ca t i ons
www.cia.gov/cia/public_affair s/public.ht ml
Associ a t i on of Publ i c-Sa fet y Communi ca t i ons Offi ci a l s
Int er na t i ona l
www.apcoint l.or g
TRANSPORTATION
Tr a nsi t net Home
www.ncdot .or g/t r ansit /t r ansit net
Ci t y of Hi gh Poi nt , NC
www.high-point .net /hit r an
PUBLIC WORKS AND UTILITIES
Amer i ca n Soci et y of Ci vi l Engi neer s
www.asce.or g
Ci t y of Newt on, Nor t h Ca r ol i na Publ i c Wor k s a nd Ut i l i t i es
www.ci.newt on.nc.us/PW/index.ht m
El ect r i ca l Gener a t i ng Syst ems Associ a t i on
www.egsa.or g
Publ i c Wor k s a nd Ut i l i t i es
www.comfor t syst em.ws
Publ i c Wor k s/Ut i l i t i es Di sci p l i ne Inst r uct or s
www.fema.gov/emi/publicdiscipline.ht m
FM 3-05.401

B-3
Na t i ona l Publ i c Wor ks Or ga ni z a t i ons
U.S. Ar my Cor ps of Engi neer s mont hl y newspa per
www.hq.usace.ar my.mil/cepa/pubs/updat e.ht m
ECONOMICS AND COMMERCE FUNCTIONS
CIVILIAN SUPPLY
Defense Suppl y Cent er Col umbus
www.dscc.dla.mil
Na t i ona l Cont r a ct Ma na gement Associ a t i on
www.ncmahq.or g
ECONOMIC DEVELOPMENT
Loca l Economi c Devel op ment Boa r d
Na t i ona l Congr ess for Communi t y Economi c Devel opment
(NCCED)
www.ncced.or g
Cent r a l Ca r ol i na Economi c Devel op ment Al l i a nce
www.cceda.or g
FOOD AND AGRICULTURE
Int er na t i ona l For um on Gl oba l i z a t i on
www.ifg.or g
Na t i ona l Pol i cy Associ a t i on
www.npal.or g
SPECIAL FUNCTIONS
CIVIL INFORMATION
U.S. Ar my Med i ca l Resea r ch Inst i t ut e of Infect i ous Di sea ses
www.usamr iid.ar my.mil
U.S. Ar my Resea r ch Inst i t ut e of Envi r onment a l Med i ci ne
www.usar iem.ar my.mil
Med i a Resour ce Ser vi ce, 99 Alexander Dr ive, Resear ch Tr iangle
Par k, NC 27709; 919/547-5259; Fax: 919/549-0090
E-mail: mediar esour ce@sigmaxi.or g
CULTURAL RELATIONS
Ra ci a l , Et hni c, a nd Cul t ur a l Rel a t i ons
www.uwci.or g/council/index.ht m
The Soci et y for t he Pr eser va t i on of Na t ur a l Hi st or y Col l ect i ons
ht t p//www.spnhc.or g
DISLOCATED CIVILIANS
Loca l Amer i ca n Red Cr oss Cha pt er
www.r edcr oss.or g
FM 3-05.401
B-4
EMERGENCY SERVICES
Na t i ona l Emer gency Ma na gement Associ a t i on
www.nemaweb.or g/index.cfm
Int er na t i ona l Associ a t i on of Emer gency Ma na ger s
www.iaem.com
Associ a t i on of Cont i ngency Pl a nner s (ACP)
www.acp-int er nat ional.com
The Di sa st er Pr epa r ed ness a nd Emer gency Response
Associ a t i on, Int er na t i ona l
www.disast er s.or g
The Onl i ne Emer gency Ser vi ces Resour ce
www.jems.com
Rowa n Count y (NC) Emer gency Ser vi ces
www.co.r owan.nc.us/es
Fed er a l Emer gency Ma na gement Agency
www.fema.gov
ENVIRONMENTAL MANAGEMENT
U.S. Dep a r t ment of Ener gy Offi ce of Envi r onment a l Ma na gement
www.em.doe.gov
Ur ba n Envi r onment a l Ma na gement
www.gdr c.or g/uem
INEM - Int er na t i ona l Net wor k for Envi r onment a l Ma na gement
www.inem.or g
C-1
Appendix C
Products of CA/CMO Planning and Operations
This appendix pr ovides for mat s and examples of t he var ious pr oduct s
t hat r esult fr om t he var ious planning pr ocesses and fr om conduct ing CA
oper at ions and CMO. Figur es C-1 t hr ough C-10, pages C-1 t hr ough C-18,
pr ovide examples of t he pr oduct s r esult ing fr om t he SO oper at ional
planning pr ocess. Figur es C-11 t hr ough C-13, pages C-19 t hr ough C-22,
pr ovide examples of pr oduct s r esult ing fr om t he J OPES planning pr ocess.
Figur es C-14 t hr ough C-20, pages C-22 t hr ough C-32, pr ovide examples of
pr oduct s r esult ing fr om t he MDMP planning pr ocess. Figur es C-21
t hr ough C-24, pages C-33 t hr ough C-38, pr ovide examples of pr oduct s
r esult ing fr om t he TLP planning pr ocess.
NOTE: Pr ocedur es for EMPRS ar e st ill being developed by t he Ar my.
032300Z AUG00
FM CDR 411 CAB/OPCEN//
TO CDR C COMPANY, 411 CAB//
OPERATION/AGILE PROVIDER//
MSGID/DEPLOYMENT ORDER 003/411 CAB//
REF/ / // Refer to higher headquarters OPLAN/OPORD, and identify map sheet for operation.
AMPN//
ORDTYP/WARNORD/ //
TIMEZONE/Z//
TASK ORGANIZATION//
GENTEXT/SITUATION//
A. GENERAL.
B. ENEMY.
C. FRIENDLY. Include (1) Higher commanders mission. (2) Higher commanders intent.
D. ATTACHMENTS AND DETACHMENTS. Initial task organization.
GENTEXT/MISSION// Issuing headquarters mission at the time of the warning order. This is
nothing more than higher headquarters restated mission or commanders decisions during
MDMP.
GENTEXT/EXECUTION//
A. COMMANDERS INTENT.
B. CONCEPT OF OPERATIONS. Provide as much information as available; this may be
none during the initial warning order.
C. SUBORDINATE TASKS.
D. COORDINATING INSTRUCTIONS. Include any information available at the time of the
issuance of the warning order. It may include the following:
CCIR.
Risk guidance.
Deception guidance.
Specific priorities, in order of completion.
Figure C-1. Warning Order Format Example
FM 3-05.401
C-2
Timeline.
Guidance on orders and rehearsals.
Orders group meeting (attendees, location, and time).
Earliest movement time and degree of notice.
GENTEXT/SERVICE AND SUPPORT//. (Optional) Include any known logistics preparation for
the operation.
a. Special equipment. Identifying requirements and coordinating transfer to using units.
b. Transportation. Identifying requirements and coordinating for pre-position of assets.
GENTEXT/ COMMAND AND SIGNAL//(Optional)
a. Command. State the chain of command if different from unit SOP.
b. Signal. Identify current SOI edition, and pre-position signal assets to support operation.
GENTEXT/AUTHENTICATION//
AKNLDG/Y//
DECL/OADR//
Figure C-1. Warning Order Format Example (Continued)
032300Z AUG00
FM CDR 411 CAB/OPCEN//
TO CDR C COMPANY, 411 CAB//
OPERATION/AGILE PROVIDER//
MSGID/DEPLOYMENT ORDER 003/411 CAB//
REF/TASKING ORDER 003/411 CAB//
AMPN//
ORDTYP/APPROVAL/MISSION JRTC5SFG-CAT-A 23-US60015//
TIMEZONE/Z//
TASK ORGANIZATION//
GENTEXT/SITUATION//
A. GENERAL.
B. ENEMY.
C. FRIENDLY.
D. ATTACHMENTS AND DETACHMENTS.
GENTEXT/MISSION//
GENTEXT/EXECUTION//
A. COMMANDERS INTENT.
B. CONCEPT OF OPERATIONS.
C. SUBORDINATE TASKS.
D. COORDINATING INSTRUCTIONS.
GENTEXT/SERVICE AND SUPPORT//
GENTEXT/ COMMAND AND SIGNAL//
GENTEXT/AUTHENTICATION//
AKNLDG/Y//
DECL/OADR//
Figure C-2. Tasking Order Format Example
FM 3-05.401
C-3
REQUEST FOR INFORMATION (RFI) FORM
DATE - ______________________
WHO - Requesting Team/Company: ___________________________________
POC: ________________________ Phone: __________________
WHAT - Subject/Topic: ______________________________________________
- Exact Type of Information Needed (such as map, document, photo):
________________________________________________________________
________________________________________________________________
- How many copies do you need?: __________________________
WHEN - DTG Requesting Information For: ______________________________
(Note: Expect minimum 72-hour response time)
- Drop Dead Date (I need this info NLT): ________________________________
WHERE - Grids or locations (If applicable): ______________________________
_______________________________________________________________
WHY - What specifically do you need to learn from the information? Knowing what
you need to learn from the information helps us to find the product / answer
that will be of the greatest help to you (for example, maps for locations vs. imagery
for conditions): ____________________________________________________
________________________________________________________________
What resources have you already checked? If the info is available through
your own sources, we may refer you back to those sources. Also, it helps
us to know what you have already looked at so we do not waste time
rechecking the same sources.: _______________________________________
________________________________________________________________
________________________________________________________________
CLASSIFICATION - Max classification level (circle): U/CONFIDENTIAL /SECRET
BN S-2 Only: LOGGED IN________________________________
ASSIGNED ____________________________________________
RETURNED ___________________________________________
ATTACHMENTS: _______________________________________
Figure C-3. Request for Information Format Example
032300Z AUG00
FM CDR CAT-A 23, 411 CAB//
TO CDR 411 CAB//
OPERATION/AGILE PROVIDER//
MSGID/CONOP 003/ CAT-A 23//
REF/TASKING ORDER 003/411 CAB//
AMPN//
ORDTYP/INFO/MISSION JRTC5SFG-CATST36-US60015//
TIMEZONE/Z//
TASK ORGANIZATION// (available CA forces)
GENTEXT/SITUATION// (include IPB update; mission and intent 2 levels up; initial guidance
from higher CA headquarters; constraints; risk)
GENTEXT/MISSION// (restated mission based on mission analysis)
Figure C-4. Concept of Operations Format Example
FM 3-05.401
C-4
GENTEXT/EXECUTION//
A. COMMANDERS INTENT.
B. CONCEPT OF THE OPERATION.
C. SPECIFIED/IMPLIED TASKS.
D. COORDINATING INSTRUCTIONS. (timeline)
GENTEXT/SERVICE AND SUPPORT//
GENTEXT/ COMMAND AND SIGNAL//
GENTEXT/AUTHENTICATION//
AKNLDG/Y//
DECL/OADR//
Figure C-4. Concept of Operations Format Example (Continued)
032300Z AUG00
FM CDR 411 CAB //
TO CDR CAT-A 23, 411 CAB //
OPERATION/AGILE PROVIDER//
MSGID/CONOP APPROVAL 003/ CAT-A 23//
REF/TASKING ORDER 003/411 CAB//
AMPN//
ORDTYP/INFO/MISSION JRTC5SFG-CATST36-US60015//
TIMEZONE/Z//
1. ( ) REMARKS:
AKNLDG/Y//
DECL/OADR//
Figure C-5. Concept of Operations Approval Format Example
032300Z AUG00
FM CDR CAT-A 23, 411 CAB//
TO CDR 411 CAB//
OPERATION/AGILE PROVIDER//
MSGID/MSR 003/ CAT-A 23//
REF/TASKING ORDER 003/411 CAB//
AMPN//
ORDTYP/INFO/MISSION JRTC5SFG-CATST36-US60015//
TIMEZONE/Z//
1. ( ) PERSONNEL:
2. ( ) OPERATIONS:
3. ( ) TRAINING:
3. ( ) ADMINISTRATION/LOGISTICS:
AKNLDG/Y//
DECL/OADR//
Figure C-6. Mission Support Request Format Example

FM 3-05.401
C-5
[Office Symbol] [Date]
SUBJECT: Trip Report for ________________
1. Summary. Purpose of the trip and overview of the trip agenda.
2. General. An overview of the meetings attended, contacts made, coordination
conducted.
3. Issues. Any issues, resolved or unresolved, that impact on further planning for the
mission.
a. Issue # 1:
(1) Discussion.
(2) Recommendation.
b. Issue # 2:
(1) Discussion.
(2) Recommendation.
c. Issue # 3:
(1) Discussion.
(2) Recommendation.
4. Conclusion. Include the degree of success in meeting the requirements of the trip and
an assessment of the need for future trips.
[Signature Block]
Enclosures:
- Copies of documentation related to the mission; for example, briefing slides, OPORD of
supported unit.
- List of POCs, including name, rank, unit, duty position, dates met.
- Other pertinent items, such as photos, maps, diagrams.
Figure C-7. Trip Report Format Example
BRIEFBACK - Operation PACIFIC HAVEN
Oct 1996
Purpose of Brief: Conduct briefing for the transition of 96th CA BN to the RC CA Team and
demonstrate CA continuity of mission to the Commander of JTF-PH.
Mission as Stated in the MICON: Soldiers from the 351st and 353rd CA CMD will provide
support to plans, policy, and programs development and populace and resources control
support to the JTF-PH to assist in maintaining a safe, stable community of limited evacuee
self-determination in preparation for their possible onward movement to the United States.

Figure C-8. Briefback Format Example
FM 3-05.401
C-6
On order, provide support to MARFOR for the operation of Tiyan for the reception/processing,
sustainment, and onward movement of an additional 1700 evacuees to the United States.
Politico-Military Implications of Mission: Evacuee perception of United States is being
formed throughout their processing and movement to United States.
Strategic Implications:
Tying up resources and an intermediate staging base for NEOs out of Korea.
Possibility for Iraq to embarrass United States by causing problems in camp.
U.S. perception of mission will be dependent upon duration, expense, and immigration policy.
Higher (JTF-PH) Commanders Intent: Evacuees are to be treated as guests, not prisoners.
Foster self-sustainment and self-government within the camp. Balance respect for privacy
with force protection. Provide adequate housing and a safe environment. Conduct
processing in a timely manner, minimizing time spent on Guam. End State: All evacuees
have been processed through camp and flown to final destination; base is returned to
preoperational status and all equipment accounted for.
Restated Mission: Soldiers from the 351st and 353rd CA CMD will provide support to plans,
policy, and programs development and populace and resources control support to the
JTF-PH to assist in maintaining a safe, stable community of limited evacuee self-
determination in preparation for their possible onward movement to the United States.
On order, provide support to MARFOR for the operation of Tiyan for the reception/processing,
sustainment, and onward movement of an additional 1700 evacuees to the United States.
Task Organization:
JTF HQ CA Element - Provides Population and Resources Control support and Plans, Policy,
and Programs support to the JTF-PH staff.
LTC S: Senior CA Officer for JTF-PH.
MAJ L: Current OPS, HAC Coordinator, CA LNO to 36th Air Base Wing (ABW).
MAJ M: Future Plans and Policy.
MAJ S: CA Intelligence Officer, Action Officer.
MSG D: CA Element NCOIC.
SPC M: Admin NCO and Supply NCO.
Anderson South CA Personnel - 13 personnel deployed to assist in civil administration,
distribution, cultural assimilation, language training, and INS processing.
Other Assets:
Department of State: Ms. L
Immigration and Naturalization Services: Mr. J, Mr. K
Federal Bureau of Investigation Command Center
Central Intelligence Agency Liaison Team
Department of Treasury: Mr. T
Office of Foreign Disaster Assistance: Mr. D
Government of Guam: Ms. C
Office of Refugee Resettlement: Mr. M
Joint Volunteer Agency: Mr. H
Public Health Services: Ms. F
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-7
Command Relationship: OPCON to Commander, JTF-PACIFIC HAVEN
Specified Tasks:
1. Develop food distribution and evacuee accountability system.
2. Provide safe environment for evacuees and JTF personnel.
3. Develop self-sufficiency among population.
4. Facilitate processing for onward movement.
5. Provide support to MARFOR for additional evacuees.
Implied Tasks:
1. Establish accurate evacuee count and develop SOR.
2. Develop collection plan.
3. Facilitate evacuee leadership election; allow evacuees to cook for themselves.
4. Provide LNO to INS, FBI.
5. Conduct mission analysis and prepare decision brief for JTF CDR.
Facts:
Evacuees are defined as parolees (no legal U.S. residence but protected by rights and laws
of U.S. citizens).
Cannot collect intelligence on evacuees due to status.
Security is weak at Turkish border.
Nature of additional 1700 evacuees is unknown.
Anderson South capacity is 5000.
Tiyan site is available but there are political considerations.
Onward movement process is a lengthy process.
Assumptions:
Parolee status will be revoked under certain conditions.
Collection effort must be passive reporting of information.
There will be those in the population who should not have crossed border.
Undesirables within population.
Open other camp or compress current population.
Develop CA Estimate of COAs reference Tiyan.
Population will become frustrated over time.
Operational Area Evaluation
Government Functions
INS: Control inspection process and asylum process.
FBI: Background investigations and liaison with intelligence agencies.
Customs: Inspection for contraband.
Department of State: Control outflow from Turkey.
International Organization for Migration: Coordinate transportation of evacuees.
ORR: Sponsorship coordination.
JVA: Initial evacuee in-processing.
36th Air Wing: Control all resources in camp and camp administration.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-8
International Law:
Guam Police Department (PD) has jurisdiction outside base.
Security Police are initial response on base.
OSI conducts criminal investigations.
Public Administration: CA serves as military contact for Governors Office and District
Representatives in areas of Andersen and Tiyan.
Public Education: Assist in obtaining local volunteers from local schools and universities.
Public Health: No known public health threat to base or community by evacuees. Potential
for tuberculosis (TB) or drug users in population.
Public Safety:
5 miles per hour (mph) speed limit in camp. Need to educate evacuees on dangers of
living in modern day American city.
Security police are responsible for following up on all violations.
Economic Functions
Civilian Supply: Donations are being received from community. Naval hospital is collection
point. Air Force collects, sorts, and distributes to evacuee representatives and down to
families.
Economic Development: Camp has no negative impact on community. Latest estimate is
$2.1 million going into community.
Food and Agriculture: Defense Commissary Agency providing food to camp; CA advisor is
reviewing food ordering and forecasting procedures to prevent shortages.
Public Facilities
Public Communications:
GTA handles local phone service; IT&E handles international service.
J-6 has approval for evacuee phone policy in camp. CA must review security concerns
with other agencies.
Public Transportation:
Rental vans for CA personnel.
Air Force operates buses for evacuees.
Public Works and Utilities: Water and waste management provided by Air Force. Electricity
and power provided by Guam.
Special Functions
Civil Information: Pacific Daily News and Stars and Stripes are distributed daily. Radios are
sold in evacuee store.
Cultural Relations:
Air Force constructed Muslim Mosque in camp; Navy Chaplain provides services.
Muslim burial plot located at Lady of Peace Memorial Park.
Dislocated Civilians: Long-range calendar of events for evacuees is under review by 36th
ABW Commander.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-9
Emergency Services:
Assist in storage and distribution of typhoon kits.
Ensure information from JTF weather officer is passed to camp in timely manner.
Environmental Management: Take environmental protection measures as per 36th ABW
SOP.
Physical Analysis
Terrain Analysis
Camp is flat with paved streets and sidewalks.
Streetlights along roads.
Outside of camp is highway and jungle.
Potential for easy access to local population.
Implications:
Area is very different than type of land that evacuees are accustomed to.
Need to ensure controls are in place to prevent evacuees from communicating with
people outside camp perimeter.
Population Analysis
Local population: Chamorrans, small Muslim community, and evacuees.
Relocate 80-150 evacuees per day to United States.
Will receive approximately 5000+ new arrivals 1824 November.
Group 1 evacuees: Identified and cleared for relocation to United States.
Group 2 evacuees: Not cleared by INS. May take up to 120 days. Potential for inter-
faction rivalry due to various ethnic groups.
Group 3 evacuees: Not much known at this time.
Implications:
Evacuees are being forced to live with ethnic groups that they normally do not live
with.
Being exposed to American practice of having to live alongside people different in
culture and background.
Camp experience should aid in transition to American lifestyle.
Climate Analysis
Heat and humidity pose potential for dehydration.
Typhoon season until December.
Implications:
Evacuees have been instructed to drink more water.
Being exposed to environmental threats not characteristic of their native land.
Soldiers are at risk to dehydration: must increase water consumption.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-10
Threat Evaluation
Group 1: No physical threat as they are cooperative and eager to move to United States.
Group comprised of evacuees who worked for OFDA, Movement Control Center, and the
Embassy.
Group 2: Some INC members and many single males; mix of Arabs and Kurds.
Group 3: Intelligence reports that there may be attempt to infiltrate agents for purpose of
collecting information on evacuees.
No clear collection plan in place: Security forces not receiving adequate intelligence on
potential threat.
Implications:
We are more suspicious of newer arrivals. Valid assumption that evacuees will pick
up on those suspicions.
Need to scrutinize evacuee use of radios and phones and plans for evacuee tours.
Need to request CI assets from United States Army, Pacific Command to assist in
collection plan.
Indicators - CA team measures degree of stability and safety of camp (and success of
CA mission) by 7 indicators. These feed into overall level of security or risk for JTF
personnel and form basis of PIR:
Communication
Subsistence
Public Order
Leadership
Public Safety/Health
Internal Security
External Security
INDICATOR: COMMUNICATIONS
1a. Effective communication.
1a. Mayor and U.S. authorities communicate policies
effectively. Details/work groups properly instructed.
b. Constructive suggestions.
b. Suggestions are made by evacuees in a positive manner
(council, conversation, and so on).
c. Rumors, graffiti, gestures, and postings.
c. Observe bulletin boards for unauthorized postings, monitor
graffiti, determine nature and source of rumors. Derogatory
gestures or signs used.
INDICATOR: SUBSISTENCE
2a. Economic disruption as a result of food shortage,
housing conditions (too crowded).
2a. Monitor all apparent food shortages, determine cause;
assess housing availability.
b. Hoarding of supplies, food, and so on. b. Determine reason for hoarding, types of items, trends.
c. Existence of black market.
c. Type of items involved, currently involved. Follow up on
complaints of unavailability of certain items. Evidence of
evacuees possessing restricted items. Overt or covert
commerce activity.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-11
INDICATOR: PUBLIC ORDER
3a. Dissatisfaction with housing assignment. 3a. Attempts to relocate within camp.
b. Dissatisfaction with public policy. b. Evacuees are argumentative, militant, belligerent, or
hostile. Ill-tempered compliance, reluctance to accept
responsibility, lack of volunteers, drawing comparisons of
camp to native region.
c. Indifference. c. Meetings absent of representatives; unresponsive
representatives. Actions that indicate apathy, suspicion,
doubt, or indifference.
d. Unexplained actions/events. d. Type of events observed (children watching babies, loud
arguments, congregation of evacuees).
e. Civil obedience/disobedience. e. Common courtesy applied, order maintained on
distribution/phone lines.
f. Pleasant or friendly attitudes. f. People appear comfortable or calm.
g. Greetings. g. Evacuees acknowledge/do not acknowledge each other
and U.S. personnel. Types of greetings used.
h. Fraternization/attempt to fraternize with JTF
personnel.
h. Trends and impressions of fraternization.
i. Behavior or conduct indicating confidence/trust
through compliance with camp rules, laws, and so
on.
i. Specific actions that indicate confidence.
PIR:
Are there any perceived attitude shifts of the evacuees as a result of incoming or outgoing
evacuees, implemented programs, or changes of CA personnel?
Relevance: Their attitudes provide indicators relevant for force protection concerns, security of
evacuees, and how well we are meeting their needs.
As processing slows, evacuees will become more frustrated and possibly more aggressive.
Rumors regarding movement to United States will create problems.
Need to ensure JTF personnel or interpreters do not compromise departure information.
Are there indications that evacuees have unauthorized access to non-JTF-PH personnel?
Relevance: Such activity will reveal holes in our security procedures and leave us susceptible
to black market or physical threat.
Train JTF personnel to be aware of surroundings and learn to identify indicators of this activity
(items being sold on street, money exchange, vehicles parked near unguarded areas of
camp, monitor local police blotter for theft of items that evacuees may want).
Are there indications of a rise in interfaction conflict or a decrease in tolerance to certain
groups or individuals?
Relevance: May pose a need to evaluate our security posture and take appropriate measures.
Due to military background of certain evacuees there is the potential for militia groups to form.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-12
Problems with evacuees trying to enforce Islamic law, particularly in event of theft or adultery.
Some evacuees may have paid their way through Turkey or use falsified identification
documents.
Federal Marshals are establishing plan for arresting and detaining evacuees if need should
arise.
Problems with INS screen-outs.
Additional Requests for Intelligence
Demographics of incoming groups, similarities to Group 1, manifests, criminal
backgrounds, and languages spoken.
Physical and mental condition of evacuees, cases of TB, and dietary requirements.
Concept of the Operation:
Alert, readiness, and marshalling: Mobilized mix of personnel from 351st and 353rd CA
Commands and 322nd CA BDE.
Deployment: Personnel arrived on Guam 23 Oct 96 and received by 96th CA BN personnel.
Transition plan agreed upon by LTC R and LTC S. RC team immediately began train-up
and conducting briefback to LTC R on 31 Oct 96.
Employment: Priority of Effort: Review all JTF-PH policies and procedures that have impact on
CA functional areas. Advise JTF staff on what functional areas need policy review as
mission moves forward. Refine internal policies for CA operations as needed. Assess
JTF-PH intelligence cycle and integrate our own observations without violating the integrity
of our legal obligations to evacuees. Establish plan to receive new CA personnel without
losing continuity of the mission.
LTC S: Senior CA advisor to JTF Commander and oversee all activity of CA personnel in
JTF. Retain OPCON over CA personnel in camp. Attend briefings to JTF Commander
and other key personnel as needed.
MAJ M: Plans CA operations beyond 3 weeks out.
MAJ L: Plans CA operations up to 3 weeks. Liaison to J-3 and 36th ABW.
MAJ S: Monitors indicators, interfaces with J-2 and OSI. Ensures plans and programs are
properly coordinated and monitored.
MSG D: Serves as 1SG for CA personnel, implements physical training program, assists in
day-to-day operations.
SPC M: Serves as supply and admin NCO for element.
Concept of Team Employment: All team members will perform their jobs while interfacing with
J-3/J-5 personnel, various agencies on JTF, and Base Commander where applicable.
Attend all meetings involving the J-3 and J-5, HAC, or JTF Commander. Provide CA
update to JTF Commander on morning basis.
Redeployment: Upon completion of mission, team will complete all JTF-required AARs and
Lessons Learned and deploy all personnel to home station without injury, damage, or loss
of accountability. Turn in all hand-receipted equipment to JTF-PH and 36th ABW. Ensure
J-1 has our projected redeployment schedule. Personnel will tentatively demobilize at
Ft. Lewis before moving to home station.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-13
Tentative redeployment schedule:
LTC S: 15 DEC 96.
All others: 11 FEB 97.
All personnel have round-trip tickets in hand. JTF will bus personnel to airport.
Recovery: Turn in equipment. Submit AARs and Lessons Learned.
Actions on the Objective
Populace and Resources Control: Support CA personnel at Andersen South and Tiyan with
policy and program development.
Humanitarian Assistance Plans: Obtain volunteers from University of Guam for education
programs:
ESL Program.
Cultural Assimilation.
Quality Control of Programs.
Military Civic Action: Not applicable (NA) at this point.
Civil Defense Plans: Facilitate information flow to evacuees and camp personnel regarding
weather conditions.
METL: NA.
Force Protection: Risk to Force: LOW.
Force Protection Measures:
Awareness of surroundings.
Buddy system off base.
Report all indicator-related activity to MAJ Sele.
Emergency Plan of Action:
SEAL Team 1 platoon is military response for hostage crisis in camp.
Guam PD is civilian emergency response for activities outside camp.
Communications Plan:
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-14
Signal Equipment and Supplies:
JTF CA Cell: 1 x cell phone, 3 x commercial phone, 1 x FAX, E-Mail, 2 x Motorola radio,
access to secure telephone unit III (STU-III), secure FAX, and copiers at JTF HQ.
CA personnel in camp: 1 x cell phone, 2 x commercial phone, 4 x Motorola radio, access
to STU-III and secure FAX at FBI cell. Access to copier in Mayors office.
Information Management:
JTF CA Cell: 3 x desktop computers and 2 x printers.
CA personnel in camp: 1 x desktop computer and printer.
Required Reports:
CA SITREP due to J-3 NLT 2100 daily (covers 1700-1700).
Weekly update to commanding general every Monday at 1500.
CA update (face-to-face) to JTF Commander at 0700.
Weekly SITREP to 351 CA CMD due Tuesday NLT 2100.
Emergency Communications:
Higher command will contact LTC S or MSG D; information passed to soldier.
CA teams maintain internal alert roster.
JTF HQ CA cell has room and phone numbers for personnel.
No personnel will contact own unit regarding operation without permission of OIC.
Administrative Status:
Assigned Strength: 19 (6 at JTF HQ and 13 at camp). (Includes 4 personnel from 96th CA
Battalion.)
Certification: All personnel are 38A qualified; no flags; current on SOF certification; team
will be validated for mission upon successful completion of briefback.
Soldier Readiness Program: See enclosure.
Medical Status: All personnel are medically qualified to perform mission; 2 permanent
physical profiles.
OPTEMPO: CPT S returned from Bosnia in June 96. No other deployments for team
members this year.
Mailing address: All soldiers have mailing address; units have mailing address.
NCOER/OER status: Evaluations will be completed before demobilization.
Orders status: Annual training orders extended up to 29 days at which time active duty for
training or temporary tour of active duty orders will be issued.
Legal Status: Court Martial and Article 15 authority retained by 351 CA CMD.
Rules of Engagement: Ensure CA personnel understand ROE dated 17 SEP 96 para
5(D)(5)c of the Executive Order dated 16 SEP 96. Security force will follow graduated
response. Adhere to General Order #1, regarding treatment of evacuees. Follow camp
SOP for entering camp.
Medical Estimate:
Health Hazards in AO: No known public health threat at this time. Heat injuries are
greatest threat.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-15
Medical Evacuation (MEDEVAC) Procedures:
Troop Medical Clinic: Soldiers have strip map to clinic. Sick call at 0600-0800.
Emergency: Soldier will be taken to Naval Hospital if necessary. If evacuation is
required he will be taken to Tripler. MSG Dunne will track soldiers care throughout
process.
Medical Status of Evacuees: Generally good. Some complaints of dehydration, diarrhea,
skin problems, and viruses. Acute care on flight line and more detailed screening
during in-processing.
Logistics:
Specialty Items: IDENT system available at INS processing for developing ID cards for
evacuees.
Transportation: Vans and sedans.
Weapons: None.
Billets: Andersen Lodge. 351st is being billed for rooms.
Meals/Rations: Magellan mess hall. Soldiers sign in.
Budget Requirements: JTF-PH will screen and validate all requests IAW their
operational budget. No constraints on soldiers orders at unit level.
Additional Points of Interest:
Briefing Requirements: CA representative at morning JTF HQ briefing. Be prepared to
answer any questions. CA update to JTF Commander at 0700. Be prepared to
provide mission brief to VIPs.
Active Army/RC Integration: Team conducted transition training; 96th will depart AO on
order.
Risk Assessment: See enclosure. All soldiers viewed water safety video and have been
briefed on driving, typhoon, plants, and animals.
Issues:
Request 12 personnel for Tiyan camp before its opening.
Will see reduction of volunteers during holiday season: may have impact on camp
operations.
Can wastewater treatment facility handle capacity of 5500 evacuees?
INS has not developed procedures for detaining evacuees not suitable for relocation in
United States.
Need better communication between 36th ABW, Mayor, civilian agencies, JTF, and CA
cell.
Figure C-8. Briefback Format Example (Continued)
FM 3-05.401
C-16
NOTIONAL OPSUM. MANDATORY DATA SETS ARE SHOWN IN BOLD.
061700ZAPR96
FM CDR CATST-XX, 96TH CA BN FT BRAGG NC//OPCEN//
TO CDR 353 CA CMD NEW YORK NY//G3//
INFO JOINT STAFF WASHINGTON DC//J3-SOD//
ZEN CDR USACAPOC FT BRAGG NC//G3//
BT UNCLAS
OPER/COASTAL WATCH//
MSGID/OPSUM/96TH CA BN/0612OOZ/APR/RSW//
REF/DEPLORD/USASOC/960113//
AMPN/USASOC DEPLOYMENT ORDER DIRECTING ONE CATST (-) TO THE REPUBLIC
OF SAN SEBASTIAN TO SUPPORT JTF COASTAL WATCH.//
1. ( ) PERIOD/020300Z DEC/TO:050600Z APR//
2. ( ) GENTEXT/GROUND OPSUM/ (MANDATORY A, B, C, D, I, AND L)
A. ( ) TARGET IDENTIFICATION AND LOCATION. AMEMB SAN SEBASTIAN.
B. ( ) TEAM MISSION. CA/CMO DIRECT SUPPORT TO COMMANDER, JTF COASTAL
WATCH FOR PEACEKEEPING OPERATIONS IN SAN SEBASTIAN.
C. ( ) TEAM COMPOSITION. CATST XX (-) CONSISTED OF TEAM LEADER (CPT SMITH)
AND TEAM SERGEANT (SFC JONES).
D. ( ) EVALUATION OF RESULTS: CATST-XX (-) CONDUCTED CMO AND CA MISSIONS
IN DIRECT SUPPORT TO THE COMMANDER JTF COASTAL WATCH AND HIS
SUBORDINATE REINFORCED COMBAT TEAM (RCT) COMMANDER. THE TF HAD THE
MISSION OF OBSERVING AND REPORTING ACTIVITIES AT KEY BORDER CROSSINGS
BETWEEN SAN SEBASTIAN AND SAN MARCOS. THE TEAM CONDUCTED LIAISON
WITH HN MILITARY AND CIVIL AUTHORITIES AND ALL INTERNATIONAL
ORGANIZATIONS OPERATING IN SAN SEBASTIAN. THE CATST CONDUCTED
ONGOING LIAISON WITH LOCAL CIVILIANS IN THE US SECTOR, GATHERING
INFORMATION WHICH ASSISTED CAC, SAN SEBASTIAN IN DEVELOPING
HUMANITARIAN ASSISTANCE PLANS. THE TEAM WAS INSTRUMENTAL IN
ESTABLISHING A COMMITTEE FOR HUMANITARIAN COOPERATION AMONG THE
INTERNATIONAL ORGANIZATIONS, AND DEVELOPED INITIAL STAFF STUDIES AND
PLANS FOR REFUGEE AND NEO CONTINGENCIES. CATST XX (-) CONDUCTED
TROOP EDUCATION IN BOTH CULTURE AND LANGUAGE FOR 280 SOLDIERS OF THE
TF. TEAM MISSION EVALUATIONS LED TO THE SELECTION OF A FULL CATST FOR
THE SECOND ITERATION OF COASTAL WATCH.
E. ( ) ORIGINAL PLAN FOLLOWED. (OPTIONAL)
F. ( ) MISSION SUCCESSFUL. (OPTIONAL)
G. ( ) FRIENDLY LOSSES. (OPTIONAL)
H. ( ) ENEMY LOSSES. (OPTIONAL)
I. ( ) SIGNIFICANT OBSERVATIONS. PEACEKEEPING OPERATIONS IN SUPPORT OF
THE UNITED NATIONS IS A NEW ARENA FOR US ARMY CIVIL AFFAIRS THAT
STRESSES THE NEED FOR A REEVALUATION OF DOCTRINE FOR THE EMPLOYMENT
OF CA TACTICAL SUPPORT TEAMS.
Figure C-9. Operation Summary Format Example
FM 3-05.401
C-17
J. ( ) EEI. NONE.
K. ( ) OTHER SIGNIFICANT INFORMATION. NONE
L. ( ) RECOMMENDATIONS. OPERATIONS IN SAN SEBASTIAN PROVIDED AN IDEAL
ENVIRONMENT IN WHICH US ARMY CIVIL AFFAIRS COULD LEARN ABOUT UN
OPERATIONS AND METHODS FOR SMOOTHLY INTEGRATING INTO THOSE
OPERATIONS. SAN SEBASTIAN CIVILIAN PERSONNEL FORM THEIR CIVIL AFFAIRS
ORGANIZATION, BUT THEY ARE ESSENTIALLY POLITICAL LIAISONS FOR THE
GENERAL COMMANDING. THESE PERSONNEL WERE EXTREMELY EAGER TO LEARN
ABOUT CIVIL MILITARY OPERATIONS FROM THE CATST AND EAGER TO INTEGRATE
SOME OF THE US CA CONCEPTS OF HUMANITARIAN AND REFUGEE OPERATIONS.
FOR EXAMPLE, THE HUMANITARIAN COOPERATION COMMITTEE OF
INTERNATIONAL ORGANIZATIONS RESULTED FROM THE CATSTS DISCUSSION OF
LESSONS LEARNED FROM PROVIDE COMFORT WITH THE SAN SEBASTIAN CAC. IT
IS INCREASINGLY LIKELY THAT US CIVIL AFFAIRS WILL SUPPORT UNITS INVOLVED
IN PEACEKEEPING. FOR THE CA COMMUNITY TO EFFECTIVELY SUPPORT THIS TYPE
OF OPERATION WE MUST FIRST LEARN THE UN SYSTEM, THEN EDUCATE HIGHER
UN HQ IN THE THEATER ON CA CAPABILITIES. RECOMMEND THAT SELECTED
OFFICERS AND SENIOR NCOS ATTEND THE UN STAFF OFFICER COURSE AND UN
LOGISTICS COURSE.
UNCLAS
BT
DECL/OADR//
Figure C-9. Operation Summary Format Example (Continued)
[Office Symbol] [Date]
SUBJECT: After-Action Report for Operation ________________
1. References. List the pertinent documents, such as OPORDs and TASKORDs, which
established the operation and the CA participation in the operation. Attach copies if possible.
2. General. An overview of the overall mission, the CA mission, and the role CA units, teams,
and individuals played in the operation.
3. Chronology of Events. Provide a chronological summary of major activities; for example,
notification, mobilization, predeployment preparation, deployment, employment activities,
transition of authority to follow-on elements, redeployment, and demobilization.
4. Significant Accomplishments. Include how the CA unit, team, or individuals accomplished
specified and implied CA/CMO tasks and any other significant contributions to the overall
mission.
5. Lessons Learned. Include significant lessons in the areas of funding, coordination, and
doctrine, training, leader development, organizational design, material, and soldier systems
(DTLOMS).
a. Issue # 1: (Doctrine)
(1) Discussion.
(2) Recommendation.
Figure C-10. After-Action Report Format Example
FM 3-05.401
C-18
b. Issue # 2: (Training)
(1) Discussion.
(2) Recommendation.
c. Issue # 3: (Leader Development)
(1) Discussion.
(2) Recommendation.
d. Issue # 4: (Organizational Design)
(1) Discussion.
(2) Recommendation.
e. Issue # 5: (Materiel) Organic Communications Equipment.
(1) Discussion. While executing humanitarian assistance missions in the aftermath of
Hurricane Mitch, the team was required to coordinate aerial resupply of food and water
for the local populace with NGOs using civilian aircraft. The communications systems
used by these aircraft were not compatible with the teams organic FM radios. The team
was forced to borrow, on a limited basis, a civilian high-frequency (HF) radio from the
U.S. Embassy. The absence of an organic team HF radio hindered its ability to properly
execute its assigned mission.
(2) Recommendation. Add an HF radio (PRC 12 or similar) to the TOE for the CAT-A.
f. Issue # 6: (Soldier Systems)
(1) Discussion.
(2) Recommendation.
6. Conclusion. Include the degree of success enjoyed by CA unit, teams, or individuals,
the significance of CA contribution to the overall mission, and how the lessons can be
applied to enhance future operations.
[Signature Block]
Enclosures:
- Copies of documentation referenced in paragraph 1.
- List of participants, including name, rank, unit, duty position, dates.
- Command structure diagram which depicts location of CA assets.
- Other pertinent items, such as CONOPS, OPSUMs, input to CALL, JULLS, SODARS, and
so on.
Figure C-10. After-Action Report Format Example (Continued)
FM 3-05.401
C-19
ANNEX G TO APPENDIX B
JOPES IO (CIVIL AFFAIRS) GUIDANCE
The guidance in this annex relates to the development of Annex G (Civil Affairs) of the
OPLAN/CONPLAN/OPORD/ campaign plan/functional plan format found in CJCSM 3122.03A,
Joint Operation Planning and Execution System, Volume II, (Planning Formats and Guidance).
1. Situation
a. General
(1) What is the legal basis for CA activities in this operation?
(2) What is the expected scope of CA activities in this operation? Include the
identification of pertinent international and civil-military agreements.
(3) What is the purpose of this annex?
Normally, the purpose is to provide instructions for guiding all relationships between the
military force and civil authorities and inhabitants in the AO.
b. Enemy
(1) What is the impact of enemy capabilities and probable COAs on the CA situation?
Include particular emphasis on identifying requirements for CA functions and activities.
(2) What is the expected CA situation?
Include government institutions, customs and attitudes of the population, and availability
of indigenous resources.
c. Friendly
(1) What are the CA functions to be performed by civilian authorities of the United States
and friendly governments in the AO?
(2) What local indigenous assets are available to support and assist in CA activities?
d. Assumptions
(1) What are the basic assumptions on which CA planning is based?
Include attention to enemy COAs, availability of indigenous resources, and conclusion of
necessary agreements with foreign governments on forces.
2. Mission What is the mission to be accomplished by CA activities in support of the
operations envisaged in the basic plan?
3. Execution
a. Concept of Operations
(1) Operations not involving the establishment of a military government.
(a) What are the operational variations due to alternate COAs in the basic plan?
(b) What will be CA support of flexible deterrent options?
(c) Do CA activities support time phasing of the operation?
(d) What will be the deployment and employment of forces to support CA operations?
(e) What will be the scope and duration of CA operations? Include postconflict CA
operations.
(f) What are the desired end states in CA activities? These should be clear,
concise, and subdivided as necessary to describe the successful completion of
each phase and COA.
(g) What is the planned allocation and use of military units and resources for the
performance of CA functions?
(h) What are the principal CA functions to be performed within the command area?
Include any significant variations by country, state, or region.
(i) What will be the function and operation of CMOCs, if they are established?
Figure C-11. CA Annex Format Example
FM 3-05.401
C-20
(2) Operations involving the establishment of a military government.
(a) What is the constructive or restrictive guidance on each CA functional area?
(b) What CA authorities are required?
(c) What additional CA coordination is required?
b. Tasks. What are the specific tasks assigned to each element of the supported and
supporting commands? Each task should be a concise statement of a mission to be
performed either in future planning for the operation or on execution of the OPORD and
must include all key elements required for CA functions.
c. Coordinating Instructions
(1) What are the instructions applicable to the whole command, two or more elements
of the command, and the command or its elements and agencies external to the
command?
(2) What, if any, are the established CA boundaries?
(3) What, if any, are the liaison arrangements with allied and coalition forces and
between subordinate commands?
(4) What are the claims policies? See also legal appendix to Annex E.
(5) What is the application or negotiation of status-of-forces agreements? See also legal
appendix to Annex E.
(6) What is the required liaison and coordination with USG and nongovernment
agencies? See also legal appendix to Annex E.
(7) What proclamations are to be issued to the civil populace in coordination with the
legal appendix to Annex E?
(8) What is the required liaison and coordination with host country or other friendly
countries and government and nongovernment agencies?
(9) What are the emergency measures, if any, for defense of civil populations?
(10) What will be the PSYOP support to CA operations?
4. Administration and Logistics
a. Military Resource Requirements. What, if any, are the applicable requirements to
maintain military equipment and supplies for support of the CA function?
b. Civilian Personnel. What is the estimated local civilian labor required and available to
support the operation?
c. Civilian Facilities and Supplies.
What are the estimated local civilian facilities and supplies required and available to
support the operation?
d. Reports. What, if any, are the administrative reporting requirements?
5. Command and Control
a. What, if any, are the differences between the command channels for the conduct of CA
activities and the command relationships established in Annex J.
b. Who has command responsibility for operational control, administrative control, and
logistics of CA forces and activities?
Emphasize the difference between activities and forces and include any changes or
transitions between C2 organizations and the time of the expected shift.
c. What, if any, command arrangement agreements and memorandums of understanding
are being used. Which of these, if any, require development?
Figure C-11. CA Annex Format Example (Continued)
FM 3-05.401
C-21
Figure C-12. TPFDD Level II Work Sheet Example
FM 3-05.401
C-22
Figure C-13. TPFDD Level IV Work Sheet Example
(CLASSIFICATION)
CIVIL-MILITARY OPERATIONS ESTIMATE FORMAT

Copy No. ___ of ___ Copies
Issuing Headquarters
Place of Issue
Date/Time Group

References: Maps, charts, or other documents; verbal orders of commanding officer guidance.

1. MISSION. The restated mission as determined by the commander.
Figure C-14. CMO Estimate Format Example
FM 3-05.401
C-23
2. SITUATION AND CONSIDERATIONS
a. Intelligence Situation. Include information obtained from the intelligence officer. When
the details make it appropriate and the estimate is written, a brief summary and reference to
the intelligence document or annex of the estimate may be used.
(1) Characteristics of the Area of Operations. Physical features, climate, and basic
political, economic, and psychological factors.
(a) Attitudes of the population (cooperative or uncooperative).
(b) Availability of basic necessities (food, clothing, water, shelter, and medical
care). Include civilian capabilities of self-support.
(c) Availability of local material and personnel to support military operations.
(d) Number of dislocated civilians in the area.
(e) Amount and type of war damage suffered by the economy (particularly in the
transportation, public utility, and communications fields).
(f) Status and character of civil government.
(g) State of health of the civilian populace.
(2) Enemy strength and dispositions.
(3) Enemy capabilities. Consider sabotage, espionage, subversion, terrorism, and
movement of dislocated civilians:
(a) Affecting the mission.
(b) Affecting CMO activities.
b. Tactical Situation. Include information obtained from the commanders planning
guidance and from the operations officer.
(1) Present dispositions of major tactical elements.
(2) Possible COAs to accomplish the mission. These COAs are carried forward
through the remainder of the estimate.
(3) Projected operations and other planning factors required for coordination and
integration of staff estimates.
(a) Personnel Situation. Include information obtained from the personnel officer.
1. Present dispositions of personnel and administration units and installations
that have an effect on the CMO situation.
2. Projected developments within the personnel field likely to influence CMO.
(b) Logistics Situation. Include information obtained from the logistics officer.
1. Present dispositions of logistics units and installations that have an effect on
the CMO situation.
2. Projected developments within the logistics field likely to influence CMO.
(c) CMO Situation. In this subparagraph, the status is shown under appropriate
subheadings. In the case of detailed information at higher levels of command, a summary may
appear under the subheading with reference to an annex to the estimate.
1. Disposition and status of CA elements and related significant military and
nonmilitary elements.
2. Current problems faced by the command. Estimate the impact of future plans
of the supported unit operation pertinent to the CMO mission.
3. Projected impact of civilian interference with military operations.
4. Government Functions:
a. Public Administration.
b. Public Safety.
Figure C-14. CMO Estimate Format Example (Continued)
FM 3-05.401
C-24
c. Public Health.
d. Legal.
e. Public Education.
5. Economic Functions:
a. Economics Development.
b. Food and Agriculture.
c. Civilian Supply.
6. Public Facilities Functions:
a. Public Works and Utilities.
b. Public Communications.
c. Public Transportation.
7. Special Functions:
a. Dislocated Civilians.
b. Emergency Services.
c. Cultural Relations.
d. Civil Information.
e. Environmental Management.
(d) Assumptions. Until specific planning guidance becomes available, assumptions
may be required for initiating planning or preparing the estimate. These assumptions are then
modified, as factual data becomes available.
3. ANALYSIS OF COURSES OF ACTION. Under separate paragraphs for each COA (from
para. 2.b.[2]), analyze all factors indicating problems and deficiencies.
4. COMPARISON OF COURSES OF ACTION.
a. Evaluate CMO deficiencies and list the advantages and disadvantages of each
proposed COA.
b. Discuss the advantages and disadvantages of each tactical COA under consideration
from the CMO standpoint. Those that are common to all COAs or which are considered minor
should be eliminated from the list. Includes methods of overcoming deficiencies or
modifications required in each COA. Priority will be given to one major CA activity that most
directly relates to the mission, such as preventing civilian interference with tactical and
logistical operations.
5. CONCLUSIONS/RECOMMENDATIONS.
a. Indicate whether the mission set forth in para 1 can be supported from the CMO
standpoint.
b. Indicate which COA can best be supported from the CMO standpoint.
c. List primary reasons why other COAs are not favored.
d. List the major CMO problems that must be brought to the commanders attention.
Include specific recommendations concerning the methods of eliminating or reducing the
effect of these deficiencies.
Designation of
Staff Officer or
Originator
Annexes as Required

(CLASSIFICATION)
Figure C-14. CMO Estimate Format Example (Continued)
FM 3-05.401
C-25
Example 1: CMO in Stability Operations:
Commanders Intent. In order to facilitate the stabilization of security in our patrol areas, it is
essential that we continue to interact with the people, maintain their trust, and help them to help
themselves in rebuilding their country. Towards this end, we will meet with local leaders on a
regular basis, assess their needs, and encourage all available NGOs to address those needs
within their capabilities. We will use coalition assets available to us only if an NGO capability
does not exist, our military requirements for those assets have been met, and use of those
assets will help promote security and enhance the military effort. Any activity we undertake that
is or should be the responsibility of a civilian organization or government agency will be
transferred to that organization or agency according to well-defined measures of effectiveness
and synchronized timelines.
Example 2: CMO in Combat Operations:
Commanders Intent. We must attack rapidly in order to defeat the enemy on Objectives Virginia
and Texas and cause the enemy commander to see us as the main effort. The current
intelligence estimates lead me to believe that the enemy commanders reinforcement of these
objectives further indicates that he already feels that we are the main effort for the Corps. Rapid
penetration will reinforce that perception and should put us inside the enemy commanders
decision cycle, which will further facilitate the Corps main effort. Because of the civilian
population center located west of Objective Virginia, I want every commander to utilize available
assets to protect civilian lives and property IAW accepted treaties and laws. It is imperative that
we quickly seize both objectives, minimize civilian casualties, and preserve our combat power
for future offensive operations.
Figure C-15. Commanders Intent for CMO Format Examples
Example 1: CA Brigade in HA Operation:
MISSION. 322nd CA Brigade establishes a CMOC in vicinity of UN CIMIC HQ at Dili City to
conduct liaison between the command, NGOs, and local East Timoran nationals to assist in
stabilizing security and promoting the normalization process in the International Force for East
Timor (INTERFET) area NLT 25 Sep 1999.
Example 2: CA Battalion in Combat Operations:
MISSION. 420th CA Battalion provides PRC in support of the 8th Division attack to seize
Objectives Virginia and Texas in order to ensure compliance with applicable laws and treaties,
minimize civilian casualties and losses, and allow the division freedom of movement NLT
040008082001.
Figure C-16. CA Mission Statement Format Examples


FM 3-05.401
C-26
ORGANIZATION
Co A, 8th CAB(A)
DATE:
22 Jul 01
PREPARED
BY: SFC
Donals
PAGE:
1 of 1
MISSION:
ACRI Kunark
DATE OF
MISSION: 24
Aug17 Sep 01

HAZARDS
PROBA-
BILITY
OF
MISHAP
EFFECT OF
MISHAP
RISK
LEVEL
CONTROLS
IMPLEMENTED
RESIDUAL
PROBABILITY
RESIDUAL
EFFECT
RESI-
DUAL
RISK
LEVEL
Commercial/
Mil Air Accident
U C M 1. Compliance
with safety
instructions.
2. Briefing on
airport/airline
security.
U C M
Vehicle Accident S CR
(Dependent
on Accident
Type)
M 1. Avoid rush
hour/habitually
congested areas.
2. No driving
during low
visibility hours.
3. No impaired
driving.
4. Limit driving
during afternoon
hours.
Appendix CS
M
(Dependent
on Accident
Type)
L
Medical Threats S M L 1. Physical
conditioning.
2. Awareness
training.
3. Proper fluid
intake.
4. Proper
acclimatization/
avoid extremes.
U M L
Terrorist Incident O C
(Dependent
on type of
incident)
H 1. Awareness
and antiterrorism
activities.
2. In-country
threat brief.
3. Adhere to
combatant
command force
protection
policies and use
protective gear.
S CR M
Crime/Theft F C EH 1. Use two-man
rule.
2. Maintain
control of
sensitive items.
3. Avoid high-risk
areas.
S M L
OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED: LOW RISK ACCEPTANCE
Hazard Probability Key Effect Key Risk Level Key
F=Frequent L=Likely C=Catastrophic CR=Critical L-Low
O=Occasional S=Seldom M=Moderate N=Negligible M-Medium
U=Unlikely H-High
Figure C-17. Risk Assessment Format Example
FM 3-05.401
C-27
CA/CMO PIR POTENTIAL SOURCES

1. Who are the key personnel in the AO, to include Municipal Political Officials,
business leaders, criminal figures? Leaders,
Chamber of Commerce,
Police/Prison Officials

2. What capabilities does the local populace have Public Health Officials,
to sustain and protect itself in the areas of public health, Public Safety Officials,
public safety, public works and utilities, civil information, Emergency Management
and emergency services? Director,
Public Information Officer

3. How many civilians intend to evacuate and how Local Leaders,
many intend to stay put in the event hostilities get close Community Religious Leaders,
to populated areas? Emergency Management
Director,
Public Safety Officials

CA/CMO EEFI POTENTIAL SOURCES

1. What are the shortcomings of the force in terms U.S. Forces,
of HNS requirements, medical supplies, and other CSS Units of Allied/Coalition
logistics issues? Forces


2. What force protection measures are currently in place? Commander,
(This should include security measures employed G/S-3, NGO
by participating civilian agencies.) Representatives,
UN Representatives

CA/CMO FFIR POTENTIAL SOURCES

1. What military resources are available for CMO CSS Units of U.S. Forces,
and what are their priorities? CSS Units of Allied/Coalition
Forces

2. What NGOs are in the area and what are their NGO Representatives,
capabilities, mandates, priorities, and so on? UN Representatives,
Local Community Leaders
Figure C-18. CCIR Format Example
C-1. The synchr onizat ion mat r ix (Figur e C-19, pages C-28 and C-29) is a
collabor at ive pr oduct of st aff planning. The CMO st aff officer ensur es t hat t he
mat r ix includes civilian act ions and act ivit ies and CA/CMO t asks along
t he t imeline.



FM 3-05.401
C-28
Phase I I IIa IIa IIa
Time D-1 D-Day D to D+3 D+4 to D+5 D+5 to D+6
Threat Action Cant obs U.S., Sniper
and Mort @AF
Harass U.S. Forces
Pris, Sniper, Car Bomb
Same Same Same
Civilian Action
(CASCOPE)
C: Institutions/ Public
Works/ Misc Facilities
Opnl
E: Traditional harvest
period begins
A/S: Sustaining
damage
O/P: Concerned
O/C: Beginning to
erode
O/C: Further erosion
P: Breaking stayput
policy
E: Traditional Orthodox
religious observance
O: HR Orgs moving
fwd; Transition Wkg Gp
Mtg
Trigger 1 Inf Co + Inf3 C2 on
Obj Boston

Focus SPF Mort S of AF Mort on H Cmd vic AF Pris
NAIs 1-5, 12, 9-10, 13, 18 9-10, 13, 18, 11, 17, 1-4 9-10, 13, 18, 14, 15, 19,
11, 17
14, 15, 13, 7, 8, 19 7-8, 19, 14-16
TAIs None

I
N
T
E
L
RSTA
..................
NAI 9, 10, 13, 18; Ctd
R/S PL Ford-KS
Overwatch AF, Mv N
PL KS into Pris and N
in zone, NAI 11, 17
Same; NAI 14, 15, 19 Fwd PL Ford in zone;
NAI 7,8,19; Relv of Gnji
by 1Bde;
Same
Deep ARFOR
Security ARFOR
Close (Main Eff) Same Same Inf2 Same Same
Infantry Bn 1
..................
Same Same Cdt RIP w 1 Bde; Sec
Obj Pod; NAI 14,15;
Neutr en in zone; B/P
blk en catk AA2;
Same
Infantry Bn 2
..................
Sec Kach Corr in zone;
Sec NAI 1-4, Obsv 12;
B/P bypass & report
refugees; Est CP Bord
Same RIP w 1-325; (ME)
Mnvr in zone and Sec
Pris; Cdt psg lines w
Inf3; Obs NAI 11, 17
B/P riot ctrl; same Same
Infantry Bn 3
..................
Arr TAA; Sec Obj Boston - prev
SPF interdic; NAI 9,
10, 13, 18; Neutr en in
zone;
Same Same; NAI 13, 19 Cdt RIP w 1-325; Sec
Obj KM; Neutr SPF;
B/P Blk en atk AA3;
NAI 19;
AT Company Same w Inf1 Same







M
A
N
E
U
V
E
R
Reserve Avaition
TF
D+2 Arr Skop; Under
Div Ctrl;
Div Ctrl; O/O Hasty atk;
Screen intl bord AA 2
and 3; Pris AF
B/P cdt Hasty Atk;
same
Pri of Fires RSTA, Inf1, then Inf2 RSTA, O/O Inf3, O/O
Inf1
Same RSTA, O/O Inf3; RSTA, Inf 1 2 3;
Restrictions/ROE No CFL; FSCL=PL KS;
NFA 1-20
FSCL is intl border;
NFA 1-20
FSCL intl border Same Same
Artillery TOC TAA Skop; PA Arty; vic Pris (PA2); Same
Q36 (2) 1 w RSTA, 1 w Inf1 Mve w Inf3 1 w RSTA; 1 w Inf3; 1 w Inf3 Pris AF; 1 w
FA Bn (P);
Same
Q47 Mve w CP Same vic AF w HIMARS (PA
HIMARS);
Same
HIMARS Btry Enroute - D+4 vic AF w 155 Same
155 Bn Mve w CP; Occupy PA
Arty
Same Mve 2 btrys vic Obj
Pris ornt AA 2&3;
PA 2,3,4 vic Pris





F
I
R
E
S
CAS
PSYOP
Same 15 Sorties Same 15 Sorties
Pris AF
Same
Inf3 Obj Boston Inf2 to Pris; Inf1to Pod Inf3 Obj KM;
Pri Eff Inf1 Urosi
M
CM
S
Pri Spt Inf1 Urosi Inf3 for Q36 Q37; Inf2 Pris
Figure C-19. Sample of Synchronization Matrix
FM 3-05.401
C-29
Phase I I IIa IIa IIa
Time D-1 D-Day D to D+3 D+4 to D+5 D+5 to D+6
Pri Eff 1 Sentl mv vic Pod; 1
Sentl mv vic Pris, ornt
AA3
Same
Pri Spt 1 Avenger Sec; TOC,
Inf1,3; NAI 7,8

A
D
A
Warning/Ctrl Same
CHEM

Threat
Decon assts @ BSB

Same
Smk Decon Arr Pris; 1
Plt/bn; 2 Sqds to Engr
co;
2 Sqds to BSB; CBRIDS
Plt lands Skop; Plt(-)
lands Pris
2 Sqds to BSB; CBRIDS
Plt lands Skop; Plt(-)
lands Pris
Same; Engr assts to
Inf1
NAI 16
Same
MP HVAs add ADA, Avn,
UAV
1 Plt arr; Assume EPW
col pt;

Tactical Scrub protected tgt
list; Townhall Mtg vic
LOD; CMOC Mtg with
IOs/NGOs
Initial assessments;
monitor damage to
infrastructure;
process RFAs
Facilitate life-saving
relief; monitor NAIs
C5, C9-11; assist HN
auth w/ mil traffic
(TAIs C6, C7)
o/o, est. CCP 3;
reinforce PSYOP
themes 5 and 6;
assist forward
passage of HR Orgs
Coord developmental
MCA (NAI C5); finalize
transition plans



CA/
CMO
Specialists Radio call-in
program; monitor TAI
C5
Monitor damage to
infrastructure;
reassure key
communicators/
institutions
Same Assist re-est. of HN
public safety svcs;
Transition Working
Gp Mtg
Focused delib.
Assessments (TAI
C27, C28, C29);
finalize transition
plans
I
N
F
O
EW/SIO

Public Affairs



OPSEC
Same

Nothing



Same
Nothing



Cbt Camera crew Inf1
Urosi
Same
D+3-D+4 EW
Deception along AA3;
O/O Disrupt SPF Cell
Phones;
Media Event 3 Pris

Same
Same



Cbt camera crew Inf 3
Pris AF
Same
O/O disrupt SPF Cell
Phones


Media opportunity as
necessary
Same
Cdr, TAC Same Urosi mv Pris AF Same Same
Cmd Post Skop AF Displace to Urosivac Same Mv vic Pris EM1022 Same
C
&
C Retrans (3) Rtr2 w Inf2 EM 203715 Rts3 w BSB; mv to
Urosi EM 286631
to Inf3 Same Same
BSA Arr w Main CP Displace to Urosivac
EM1487
Same Mv vic Pris EM0821 Sam,e
FLE (-) I III Med Same w Inf1, then BSB; w BSA same Same
Ambs psn fwd w BASs D+3 Air medevac avail;

C
S
S

C
o
m
m
e
n
t
s






Fwd Surgical Tm &
Telemed Det arr

Figure C-19. Sample of Synchronization Matrix (Continued)
Civilian NAI/TAI Legend:
C1-C4 - DC Camps
C5 - Community agricultural area
C6 - Bridge
C7 - Major road intersection in commercial center
C9-11 - Potable water sites
C25 - Hospital
C26 - Mosque
C27 - Prison
C28 - Telecommunications Center
C29 - Radio Station

PSYOP Themes:
5 - Stayput Policy
6 - Legitimacy of Mission
FM 3-05.401
C-30
(CLASSIFICATION)

ANNEX ___(CIVIL AFFAIRS) TO ___ (CORPS/DIVISION/BRIGADE) OPLAN (OPORD)
NO___

References: (List those documents used to prepare this annex.)
1 - CA Annex of higher headquarters.
2 - Relevant plans of participating civilian organizations.
3 - Relevant civilian agency operations guides and standards documents.
4 - Coordinated transition plans.
5 - International treaties and agreements.
6 - Operational CA database.
7 - Others, as applicable.
Task Organization. (The CA task organization for this mission. Identify CA elements and the
units or organizations they support.)
Interagency Task Organization. (Include elements such as liaison officers and the units or
organizations they support.)
1. SITUATION. (The general operational/tactical situation will be discussed in the base plan
and in other annexes. Describe here the general civil situation, in terms of CASCOPE, as
analyzed in the CMO estimate.)
a. CIVIL. (The major strengths and vulnerabilities of civil components of the AO and how
they relate to the overall mission.)
(1) Areas: Include those key aspects of the commanders battlespace, such as political
boundaries, centers of government, open areas for possible temporary settlement,
agricultural and mining regions, and other significant geographic and economic features.
(2) Structures: Include traditional high-payoff targets and structures such as cultural
sites, facilities with practical applicationsjails, warehouses, schoolspower plants,
water purification plants, and radio and TV antennas.
(3) Capabilities: An allys or aggressors ability to provide services; for example, policing,
emergency routine medical services, temporary shelters, public administration, and
reestablishing industrial and agricultural capability.
(4) Organizations: Locations and meeting cycles of key international organizations and
NGOs (for example, UNHCR, World Food Programme, OFDA), governing bodies, health
services, legal and law enforcement, religious groups, fraternal groups, multinational
corporations, and community watch organizations.
(5) People: Include key personnel and linkage to the population, all the civilians in and
outside the AO, leaders, figureheads, clerics, SMEs (for example, computer and
communications specialists, sewage plant operator), and demobilized soldiers.
(6) Events: Cycles and seasons (harvest and planting seasons), significant weather
events (floods), elections, school year, fiscal year, holidays (religious periods, traditional
vacation time).
(7) Civil center(s) of gravity: The one or two elements of the civil component that, when
engaged, will result in a change that has a cascading impact on the entire civil system,
resulting in furthering the achievement of stated objectives.

(CLASSIFICATION)
Figure C-20. CA Annex Format Example
FM 3-05.401
C-31
(CLASSIFICATION)
b. THREAT. (The actual/potential nonmilitary threats to the force and to mission
accomplishment; for example, natural, manmade, and technological hazards; disease;
dislocated civilians; criminals; and time).
c. FRIENDLY FORCES.
(1) Outline CA plans of higher headquarters.
(2) Outline CA plans of higher and adjacent units.
(3) Identify CA or civil-military capable units in the AO and their missions.
d. ATTACHMENTS/DETACHMENTS. (If not covered in task organization, all military and
nonmilitary organizations participating in CMOC operations and CA activities; for example,
in support of reconnaissance and surveillance [R&S] plans, or CA assets detached for
liaison duties.)
e. ASSUMPTIONS. (OPLAN only) (Critical planning considerations and unknown conditions
that must be confirmed by deliberate assessments. Include a statement describing the
operational risks associated with not engaging the civil component of the AO through CMO.)
2. MISSION. (A short, understandable, and descriptive statement of CA activities required to
support the basic plan; for example, [CA unit] conducts [host nation support/populace and
resources control/humanitarian assistance/military-civic action/emergency services/support to
civil administration] operations NLT [date-time group] vicinity objective ________ [or in AO
_________] to [purpose of the CA activity(ies)].)
3. EXECUTION.
a. COMMANDERS INTENT. (Commanders intent for CMO as found in the CMO estimate.
This should include the relationship between the military force, civilian participants in the
operation, and the indigenous populace as well as a statement of the commanders desired
effects before and after transition of CA activities and CMO to civil responsibility.)
b. CONCEPT OF THE OPERATION. (A brief overview of the CA activities, described in
terms of lines of operations, by phase. This should include a discussion of civil-military
objectives, civil decisive points, measures of effectiveness and transition for each line of
operation, and a general timeline for the operation. Each line of operation will be discussed
in greater detail in the appendixes.)
(1) Phase I.
(a) Line of operation 1 (for example, PRC).
(b) Line of operation 2 (for example, FNS).
(c) Line of operation 3 (for example, HA).
(d) Line of operation 4 (other CA activities, as needed).
(2) Phase II.
(a) Line of operation 1 (for example, PRC).
(b) Line of operation 2 (for example, FNS).
(c) Line of operation 3 (for example, HA).
(d) Line of operation 4 (other CA activities, as needed).
(3) Phase III (additional phases, as per supported OPORD).
c. TASKS TO SUBORDINATE UNITS. (Specific tasks to the elements listed in the task
organization and attachments/detachments subparagraphs of paragraph 1. This may
include tasks to conduct deliberate assessments, report civil decisive points according
to the R&S plans, evaluate measures of effectiveness, and others.)
(CLASSIFICATION)
Figure C-20. CA Annex Format Example (Continued)
FM 3-05.401
C-32
(CLASSIFICATION)
d. COORDINATING INSTRUCTIONS. (Instructions and details of coordination that apply to
two or more subordinate units not covered by SOP. This includes civil CCIR, policy
statements, special reporting procedures, force protection guidance, effective time of
attachments or detachments, references to annexes not mentioned elsewhere in the
annex, and coordinating authority.)
4. SERVICE SUPPORT. (Instructions and details concerning the service support relationship
between the CA elements and their supported units as well as any special operations support
elements in the AO.)
a. Administrative.
b. Medical.
c. Logistics.
d. Maintenance.
5. COMMAND AND SIGNAL.
a. COMMAND. (Command relationships, the location of the CA command post and/or
CMOC[s], alternate locations of the CA command post and/or CMOC[s], and a succession of
command within the CA unit structure. This may also include the location of the CA
command post and/or CMOC[s] of the next-higher headquarters.)
b. SIGNAL. (All pertinent communication information, including primary and alternate means
of communicating with and among military organizations as well as with and among
participating civilian organizations.)
APPENDIXES: (Include diagrams, synchronization matrixes, or civil overlays.)
1 - Cultural Briefing.
2 - Populace and Resources Control Plan.
A - Dislocated Civilian Plan.
B - Noncombatant Evacuation Plan.
3 - Humanitarian Assistance Plan.
4 - Emergency Services Plan.
5 - Military-Civic Action Plan.
6 - Support to Civil Administration Plan.
7 - Foreign Nation Support Plan.
8 - Transfer of Authority Plan.
9 - Others, as required.
(CLASSIFICATION)
Figure C-20. CA Annex Format Example (Continued)
FM 3-05.401
C-33
(CLASSIFICATION)
(Change from oral orders, if any) (Optional)
A WARNING ORDER DOES NOT AUTHORIZE EXECUTION UNLESS
SPECIFICALLY STATED
C op y ___ of ___ c op ie s
Issuing he a d q ua rte rs
Pla c e of issue
Da te - time g roup of sig na ture
M e ssa g e re fe re nc e numb e r
WARNING O RDER _______
Re fe re nc e s: Refer to higher headquarters OPLAN/OPORD, and identify map sheet for
operation.
Time Zone Use d Throug hout the O rd er:
Ta sk O rg a niza tion:
1. SITUATIO N
a. Ene my forc e s. Include significant changes in enemy composition, dispositions, and
courses of action. Information not available for inclusion in the initial warning order can be
included in subsequent warning orders.
b . Frie nd ly forc e s. (Optional) Only address if essential to the warning order.
( 1) Higher commanders mission.
( 2) Higher commanders intent.
c . Atta c hme nts a nd d e ta c hme nts. Initial task organization; only address major unit
changes.
2. M ISSIO N. Issuing headquarters mission at the time of the warning order. This is nothing
more than higher headquarters restated mission or commanders decisions during MDMP.
3. EXEC UTIO N
Inte nt:
a . C onc e p t of op e ra tions. Provide as much information as available; this may be none
during the initial warning order.
b . Ta sks to ma ne uve r units. Any information on tasks to units for execution, movement to
initiate, reconnaissance to initiate, or security to emplace.
c . Ta sks to c omb a t sup p ort units. See paragraph 3b.
d . C oord ina ting instruc tions. Include any information available at the time of the issuance
of the warning order. It may include the following:
CCIR.
Risk guidance.
Deception guidance.
Specific priorities, in order of completion.
Timeline.
Guidance on orders and rehearsals.
(CLASSIFICATION)
Figure C-21. Warning Order Format Example
FM 3-05.401
C-34
(CLASSIFICATION)
Orders group meeting (attendees, location, and time).
Earliest movement time and degree of notice.
4. SERVIC E SUPPO RT. (Optional) Include any known logistics preparation for the operation.
a. Special equipment. Identifying requirements and coordinating transfer to using units.
b. Transportation. Identifying requirements and coordinating for pre-position of assets.
5. C O M M AND AND SIG NAL (Optional)
a. Command. State the chain of command if different from unit SOP.
b. Signal. Identify current SOI edition, and pre-position signal assets to support operation.
AC KNO WLEDG E: (Mandatory)
NAM E (Commanders last name)
RANK (Commanders rank)
O FFIC IAL: (Optional)
(CLASSIFICATION)
Figure C-21. Warning Order Format Example (Continued)
C-2. J ust as t he G-3 or S-3 prepares COA sket ches during MDMP, CA t eam
leaders can port ray CA COAs in a sket ch or cart oon. Figures C-22a. t hrough
C-22c., pages C-34 and C-35, provide examples of how t hree COAs for a
commanders meet ing wit h communit y elders can be sket ched for COA analysis.
Figure C-22a. COA Sketch for COA Analysis (COA 1: Meet at Camp Masco)
FM 3-05.401
C-35
Figure C-22b. COA Sketch for COA Analysis (COA 2: Meet at CMOC)
Figure C-22c. COA Sketch for COA Analysis (COA 3: Meet at Village Elders House)
FM 3-05.401
C-36
C-3. Dur ing compar ison of each COA, t he t eam leader ident ifies cr it er ia
against which t o measur e t he feasibilit y of each COA. He analyzes t he
advant ages and disadvant ages of each COA using t hese cr it er ia. A decision
mat r ix may be useful in making t his compar ison (Figur e C-23).
COA Advantages Disadvantages
1
Village Elder sees might and resources
of United States.
Cultural hospitality concerns for locals:
Villagers are not giving up all they
have to be hospitable to United
States.
Low amount of resources needed to
provide security for meeting.
Travel of Elder from village to U.S.
base camp:
Distance and mode of travel for
Elder (undo hardship).
Security concerns for him to
travel to a U.S. base camp.
Disruption of daily activities for U.S.
base camp:
OPSEC.
Security measures (access
roster).
Heightened security posture.
Acquiring and setup of meeting
room creating a sterile
environment.
2 Centralized location for all parties:
Less distance of travel for Elder
(undo hardship).
An established known location:
Elder feels comfortable; may have
already been there before.
Neutral ground for meeting place.
Cultural hospitality concerns for locals:
Villagers are not giving up all they
have to be hospitable to United
States.
Located in a civilian town:
What are local attitudes toward
United States and Village Elder?
Increased security posture:
Force protection issues.
Acquiring and setup of meeting
room:
Creating a sterile environment,
large enough for all participants.
Interruptions of normal daily
operations of CMOC.
3 Travel of Elder:
Less distance for Elder.
Less security concerns for him.
Operations at U.S. base camp and
CMOC not interrupted.
Review of area assessment:
Update assessment as information
is changed.
Cultural interaction between U.S. and locals:
Increased awareness of local culture.
Cultural hospitality concerns:
Elder gives up most of his
supplies to be hospitable to
guests.
Extremely heightened security
concerns:
Force protection issues.
Distraction of meeting by villagers
implied political favoritism toward one
group.
Figure C-23. COA Decision Matrix Example
FM 3-05.401
C-37
C-4. The CA suppor t mat r ix (Figur e C-24, pages C-37 and C-38) is nor mally
used at t he CA company or t eam level t o illust r at e t he company or t eam
OPORD in a single-page, easy-t o-use for mat .
Figure C-24. Sample of CA Support Matrix (OPORD)
FM 3-05.401
C-38
Execution
UNCLASSIFIED
Phases- Sunday Monday Tuesday Wednesday Thursday Friday Saturday
SEC
HA
Asmt
Determ
Capacity
of HA
Report
on
Capacity
TM
SEC
HA
Asmt
Get
Agmt to
HA
Report
on
Capacity
TH
Meeting*
TM
TM
Coord
with
UNHC
Influx of
1k DCs
FR
Honcho
TH
Agenda
per TH
TM
Maneuver
Element

EN
Projects
See
Project
Priority
List
Attend
TH
Meeting*
Force
Projection
EN
EN
Projects
See
Project
Priority
List

NG
Attend
TH
Meeting*
Assist
EN
Effort

UNCLASSIFIED
Figure C-24. Sample of CA Support Matrix (OPORD) (Continued)
Visit Ongoing EN Project
Visit Ongoing Agriculture Project
Agriculture Development Projects vic SE Duck
Lake. See Project Priority List
Agriculture Development Projects vic SE Duck
Lake. See Project Priority List
D-1
Appendix D
CMOC Operational Techniques
CA RESOURCE REPORT
D-1. A CA r esour ce r epor t pr ovides a summar y of t he civilian r esour ces
found in t he AO (nor mally division-level, but sit uat ion-dependent ) available
for milit ar y and civil-milit ar y use. The r epor t can be sent elect r onically or by
messenger t o t he appr opr iat e HQ and st aff sect ions at specified int er vals. The
r epor t is nor mally unclassified, but it s pr ecedence should never be lower t han
t he cur r ent pr ior it y.
D-2. The CA r esour ce r epor t is filled out as follows:
The classificat ion should be filled in if it has been pr eviously or if
classified infor mat ion has been newly inser t ed.
The FROM is t he unit r epr esent ed.
The TO is t he element t o which t he r epor t is being sent .
LINE 1 is wher e levels of civilian supplies ar e list ed.
1a is for pet r oleum, oils, and lubr icant s (POL).
1b is for foodst uffs.
NOTE: Bot h should list t he t ype, locat ion, and quant it y of t he sour ces.
LINE 2 is for t r anspor t at ion asset s. It should list t ype (t r ucks, r ail, and
so on).
LINE 3 is for const r uct ion equipment or mat er ials t o include bar r ier
equipment . List t ype, quant it y, and locat ion.
LINE 4 is wher e medical equipment , supplies, and facilit ies should be
list ed.
4a is a br eakdown of t he hospit als capacit y, qualit y, and level of
st ock.
4b is a list ing of t he number of doct or s, nur ses, and t echnicians,
and wher e t hey ar e locat ed.
LINE 5 is wher e public ut ilit ies ar e list ed.
5a list s sour ces and locat ions of local power ut ilit ies.
5b list s sour ces and locat ions of under gr ound and abovegr ound
wat er supplies, pot able wat er , and wat er t hat can be pur ified.
5c list s sewage facilit ies and syst em descr ipt ion.
5d list s war ehouses and t heir locat ion, cont ent s, squar e foot age,
and cold st or age.
5e list s maint enance facilit ies and locat ion of vehicular , air cr aft ,
and elect r onic facilit ies, and descr ipt ions of t heir capabilit ies.
FM 3-05.401
D-2
LINE 6 list s t he number and locat ion of all skilled and unskilled labor
along wit h wage r at es and payment syst em.
D-3. Figur e D-1 pr ovides t he for mat of t he CA r esour ce r epor t . Figur e D-2,
page D-3, pr ovides an example.
CLASSIFICATION
CIVIL AFFAIRS RESOURCE REPORT
Omit paragraphs and subparagraphs not applicable.

FROM: Your unit.
TO: Next-higher CA command or as directed.

DATE-TIME GROUP:

LINE 1. CIVILIAN SUPPLIES/SERVICES.
a. POL: Type, location*, and quantity.
b. FOOD: Type, location*, and quantity.

LINE 2. TRANSPORTATION: Type (truck, rail), location*, and quantity.

LINE 3. CONSTRUCTION EQUIPMENT/MATERIALS: Type, location, and quantity.

LINE 4. MEDICAL EQUIPMENT/SUPPLIES/FACILITIES:
a. Hospitals: Number of beds, number of beds available, level of care available,
and level of supplies on hand.
b. Professional Medical Personnel Available: Quantity, location*, and types of
doctors, nurses, and technicians.

LINE 5. PUBLIC UTILITY:
a. Source and location* of local power utility.
b. Source and location* of underground and aboveground water supplies, of
potable water, and of water that can be purified.
c. Sewage facilities and system description.
d. Warehouses: Location*, contents, square footage, and cold storage.
e. Maintenance facilities: Location* of vehicular, aircraft, and electronic facilities,
and descriptions of their capabilities.

LINE 6. LABOR: Number and location* of professional, skilled, and unskilled workers, plus
prevailing wage rates and the system of payments.

LINE 7. MISCELLANEOUS: As required.

* Location should include name of the company, owner or POC, complete name of town and
street address if applicable, phone number if applicable, and 6-digit grid.
CLASSIFICATION
Figure D-1. CA Resource Report Format

FM 3-05.401
D-3
CLASSIFICATION
CIVIL AFFAIRS RESOURCE REPORT
Omit paragraphs and subparagraphs not applicable.

FROM: CATA 83
TO: S-5, 3D BDE, 54th ID (M)

DATE-TIME GROUP: 131000RDEC02

LINE 1.
a. POL
(1) Fuel
Baldwins Fuel Supply
1243 West Pine St
MAXTON, PINELAND
(910) 844-3339
17SPJ226435
15,000 gal diesel
10,000 gal gasoline
30,000 gal heating oil
b. Food:
(2) Poultry
M&M Farms
20 North End
MAXTON, PINELAND
(910) 844-5201
17SPJ5044
80,000 chickens
10,000 turkeys

LINE 5. c. PEMBROKE 17SPJ64343735
Sewage facility is functioning. Mayor describes it as a passive filter system.
d. PEMBROKE 17SPJ6538
Pembroke public schools bus barn. Large vehicle, diesel, repair facility.
Can hold 15 vehicles in maintenance bays.
CLASSIFICATION
Figure D-2. Example of CA Resource Report
CA SPOT REPORT
D-4. A spot r epor t is used t o pr esent t imely infor mat ion as it is collect ed t hat
will impact on t he sit uat ion. This r epor t does not have a specific for mat , but
t her e ar e differ ent t ypes of spot r epor t s used by maneuver unit s gover ned by
t heir doct r ine and SOP. The t ype of infor mat ion will dict at e t he t ype of
r epor t . All will answer t he basic who, what , when, wher e, and why quest ions,
and should include a r epor t on act ions t aken. Upon complet ion, dist r ibut e
t his infor mat ion t hr ough t he chain of command via t he fast est r out e possible
(usually r adio or t elephone).
FM 3-05.401
D-4
D-5. The CA spot r epor t includes t he following:
The TO line will be t he call sign or code name of t he unit s TOC t hat is
being suppor t ed.
The FROM line is t he call sign or code name.
Declar e t he t ype of r epor t . Unit SOP may dict at e a code wor d for t he
r epor t .
LINE 1 list s t he DTG of t he occur r ence.
LINE 2 list s t he subject of t he r epor t or t he specialt y t he r epor t applies
t o.
LINE 3 list s t he locat ion of t he occur r ence or subject .
LINE 4 list s all suppor t ing infor mat ion or act ions t aken.
D-6. Figur e D-3 pr ovides t he spot r epor t for mat . Figur e D-4, page D-5,
pr ovides an example.
CLASSIFICATION
To: Your supported units operations center
From: Your unit

CA SPOT REPORT
LINE 1: Date-Time Group of occurrence
LINE 2: Subject/Specialty
LINE 3: Location
LINE 4: Occurrence/Information
CLASSIFICATION
Figure D-3. CA Spot Report Format






FM 3-05.401
D-5
CLASSIFICATION
CA SPOT REPORT (VERBAL/RADIO)
CA SPOT REPORT
LINE 1: 141430RDEC02
LINE 2: Civilian Supply
LINE 3: 17SPJ64343735
LINE 4: Fresh water supply located. Condition/quality: unknown.
Request preventive med team to survey site.
CA SPOT REPORT (WRITTEN)
TO: G-5, 3 BDE, 54 IN (M)
FROM: CATA 83

CA SPOT REPORT
LINE 1: 141430RDEC02
LINE 2: Civilian Supply
LINE 3: 17SPJ64343735
LINE 4: Fresh water supply located. Condition/Quality unknown.
Request preventive med team to survey site.
Joseph Snuffy
SGT, USAR
Team Sergeant
CLASSIFICATION
Figure D-4. CA Spot Report Examples
CA PERIODIC REPORT
D-7. The CA per iodic r epor t is submit t ed t o t he higher CA HQ. The t ime
per iod bet ween r epor t s is post ed by t he command. The r epor t cover s all CA
unit act ivit ies for t he per iod pr escr ibed and will cover all of t he funct ional
specialt ies. However , if t her e is no new infor mat ion in t he r epor t ing per iod,
t he sect ions can be omit t ed. The CA per iodic r epor t par agr aphs coincide wit h
t he sect ions of t he CA wor kbook.
D-8. The CA per iodic r epor t is pr epar ed as follows:
The classificat ion is ent er ed by t he per son pr epar ing t he r epor t .
The per iod cover ed block list s t he DTG of t he st ar t of t he per iod t o t he
DTG of t he act ual r epor t .
Refer ences sect ion list s all t he mat er ials used t o pr epar e t he r epor t .
Par agr aph 1 is a gener al over view of all CA unit act ivit y in t he AO.
Par agr aph 2 cont ains infor mat ion per t aining t o t he specialt ies wit hin
t he Gover nment Funct ions sect ion.
Par agr aph 3 cont ains infor mat ion per t aining t o t he specialt ies wit hin
t he Economic and Commer ce sect ion.
FM 3-05.401
D-6
Par agr aph 4 cont ains infor mat ion per t aining t o t he specialt ies wit hin
t he Public Facilit ies sect ion.
Par agr aph 5 cont ains infor mat ion per t aining t o t he specialt ies wit hin
t he Special Funct ions sect ion.
Par agr aph 6 cont ains any miscellaneous infor mat ion t hat t he aut hor
wishes t o pass along.
Aft er all t he new infor mat ion is list ed, t he signat ur e block of t he per son
pr epar ing t he r epor t is ent er ed.
Last ly, t he dist r ibut ion is list ed (t he per sonnel who will get copies of
t he r epor t ).
D-9. Figur e D-5, page D-7, pr ovides t he r epor t for mat . Figur e D-6, page D-8,
pr ovides an example.
FM 3-05.401
D-7
CLASSIFICATION
CIVIL AFFAIRS PERIODIC REPORT
Omit paragraphs and subparagraphs not applicable.

Copy no.____of ____copies
Issuing headquarters
Place of issue (may be in code)
Date-time group
PERIODIC CIVIL AFFAIRS REPORT NO.______
Period Covered: Date-time group to date-time group.
References: Maps (series number, sheet(s), edition, scale) or charts.

1. CIVIL AFFAIRS SITUATION AT END OF PERIOD
Location of civil affairs units and major activities of each; any important changes in civil
affairs operational zones or areas; principle incidents and events since last report. Indicate
on map or overlay annex, where possible.
2. GOVERNMENT FUNCTIONS
a. Legal.
b. Public Administration.
c. Public Education.
d. Public Health.
e. Public Safety.
3. ECONOMIC/COMMERCE
a. Economic Development.
b. Civilian Supply.
c. Food and Agriculture.
4. PUBLIC FACILITIES
a. Public Communications.
b. Public Transportation.
c. Public Works and Utilities.
5. SPECIAL FUNCTIONS
a. Cultural Relations.
b. Civil Information.
c. Dislocated Civilians.
d. Emergency Services.
e. Environmental Management.
6. MISCELLANEOUS
Indicate any special recommendations and requests, such as existing civil affairs personnel
problems, requisitions for additional units, recommendations for lifting of controls and
restrictions, recommendations for troop indoctrination, and other matters not properly
covered in paragraphs above.
______________________
Position
Unit
Authentication.
Annexes:
Distribution:
CLASSIFICATION
Figure D-5. CA Periodic Report Format
FM 3-05.401
D-8
CLASSIFICATION
CIVIL AFFAIRS PERIODIC REPORT
Omit paragraphs and subparagraphs not applicable.

Copy no. 1 of 1
TO: S-5, HQ 3BDE, 54 ID (M)
FROM: CATA 83, Pineland
171600RNOV02

PERIODIC CIVIL AFFAIRS REPORT NO. 1
Period Covered: 170900RNOV02 to 171600RNOV02
References: 1:50000 SCALE, SERIES V742, HAMLET (5053)I

1. CA assets located at PU823325, south of Lumberton. In the process of coordinating with
engineering team to assist CA water specialist in repairing the water purification plants.
Also currently coordinating the engineering team and the G-3 to procure mobile water
purification systems, but problem is still unresolved. Team has produced a report to clarify
the differences between DCs and internees. Team has made plans to handle DCs
moving out of the St. Pauls area. Team has coordinated with Pembroke and received
permission to use all trailer parks in the area to house DCs. Team has coordinated with
3d BDE to meet at coordination point 2, PU 793330, at the border to take our DCs to the
Pembroke trailer park. Team has procured enough rations for the projected amount of
dislocated civilians.
3b. Civilian Supply. Information listed in resource report.
4c. Public Works and Utilities. Organizing a repair crew for local water purification plants.
5c. Dislocated Civilians. Currently several hundred DCs in AO. Coordinated with 3d BDE for
handoff at CP2.
______________________
Team Leader
CATA 83
Distribution:

3 BDE, S-5
TF 1-80, S-3
CATA 83
CLASSIFICATION
Figure D-6. Example of CA Periodic Report
CA PERSONNEL STATUS REPORT
D-10. The CA per sonnel st at us r epor t is submit t ed t o t he higher CA HQ. The
t ime per iod bet ween r epor t s is post ed by t he command. The r epor t cover s all
CA unit act ivit ies for t he per iod pr escr ibed, and will cover all of t he
funct ional specialt ies. However , if t her e is no new infor mat ion in t he
r epor t ing per iod, t he sect ions can be omit t ed. Figur e D-7, page D-9, pr ovides
an example.
FM 3-05.401
D-9
CLASSIFICATION

TO: S-5, 3 BDE, 54th IN (M) FROM: CATA 83

PERSONNEL STATUS REPORT
DTG: 171300RDEC02

NAME RANK STATUS LOCATION
Snuffy, Joe SGT Green PDY
Bailey, Beetle PVT Green PDY
Citizen, John Q. PFC Amber PDY
Doe, Jane PV2 Black DIV
Lindbergh, Charles SGT Black DIV
McGraw, Graham SPC Green PDY
Murray, Jennifer PFC Amber PDY
Smith, Quinton PVT Green PDY
Milton, Brian CPL Green PDY
Cole, David MAJ Red BDE


STATUS KEY LOCATION KEY
Green Mission Capable PDY Present for duty
Amber On Profile/Injured MIS Mission
Red Wounded/Non-Mission Capable DIV Division area
Black Dead BDE Brigade area

Others as needed


Joseph Snuffy
CATA 83
Team Sergeant

CLASSIFICATION
Figure D-7. Example of CA Personnel Status Report
D-11. This r epor t is used t o t r ack all t he dur able equipment t hat t he CMOC
is r esponsible for by name, descr ipt ion, and st at us. It is also post ed daily on
t he st at us side of t he map boar d and updat ed pr ior t o each st aff change.
Figur e D-8, page D-10, pr ovides an example.
FM 3-05.401
D-10
CLASSIFICATION
EQUIPMENT STATUS REPORT
DTG: 171300RDEC02

EQUIPMENT DESCRIPTION SERIAL # STATUS
M998 HMMWV 1ZT389BF4333 Green
M998 HMMWV 1QE345BF5899 Green
Laptop BF1762 Green
Laptop BF3888 Green
Laptop BF5469 Green
Laptop BF7852 Amber
Printer HP459986 Red
OE-254 CA24 Green
M48 Generator GE5562 Green
M4A1 Rifle 8471765 Green
M4A1 Rifle 8521596 Green
M4A1 Rifle 8965485 Green
M4A1 Rifle 8759562 Green
AN/PVS-7 D4875 Red
AN/PVS-7 D4581 Red
SOI N/A Green


STATUS KEY
Green Mission Capable
Amber Damaged but Functional
Red Inoperative

CLASSIFICATION
Figure D-8. Example of Equipment Status Report
SENSITIVE ITEMS REPORT
D-12. This r epor t list s all sensit ive it ems assigned t o t he sect ion or CMOC. It
will list t he descr ipt ion of each it em, t he ser ial number , t he st at us of t he it em,
and an explanat ion if t he it em is missing. (A sensit ive it em is any mat er ial
t hat r equir es a high degr ee of pr ot ect ion due t o it s char act er ist ics, such as
fr agile, delicat e, or hazar dous mat er ial; special weapons except ammunit ion;
or equipment t hat is highly t echnical in nat ur e.) Figur e D-9, page D-11,
pr ovides an example.
FM 3-05.401
D-11
CLASSIFICATION

TO: S-5, 3 BDE, 54th IN (M) FROM: CATA 83

SENSITIVE ITEM STATUS REPORT
DTG: 171300RDEC02

EQUIPMENT DESCRIPTION SERIAL # STATUS
M4A1 RIFLE 8471765 Green
M4A1 RIFLE 8521596 Green
M4A1 RIFLE 8965485 Green
M4A1 RIFLE 8759562 Green
AN/PVS-7 D4875 Red
AN/PVS-7 D4581 Red
SOI N/A Green
Laptop BF1762 Green
Laptop BF3888 Green
Laptop BF5469 Green
Laptop BF7852 Amber


STATUS KEY
Green Mission Capable
Amber Damaged but Functional
Red Inoperative

Joseph Snuffy
CATA 83
Team Sergeant

CLASSIFICATION
Figure D-9. Example of Sensitive Item Status Report
PROTECTED TARGET LIST
D-13. The CA pr ot ect ed t ar get list (PTL) is a t ool used t o assist t he
commander in meet ing his mor al and legal obligat ions by r educing collat er al
damage t o t he civilian populace and economy. The PTL will help minimize
collat er al damage t o cult ur al, r eligious, hist or ical, economic, polit ical, and
high-densit y civilian populat ion cent er s. It est ablishes a cont r ol measur e t o
r educe civilian int er act ion and int er fer ence. The PTL will cover all four
funct ional ar eas (gover nment , economics and commer ce, public facilit ies, and
FM 3-05.401
D-12
special funct ions) and have an over lay key t o ident ify t he list ed it ems on t he
pr ot ect ed t ar get over lay. The CA PTL is only a r ecommendat ion. It must be
submit t ed t hr ough t he suppor t ed unit t o t he FSCOORD who will make t he
det er minat ion on which it ems will be int egr at ed int o t he over all PTL. CA
per sonnel must be able t o suppor t t heir select ion of pr ot ect ed t ar get s for t he
PTL t o t he FSCOORD and t he commander .
D-14. Figur e D-10, page D-13, pr ovides an example of t he PTL. Pr ot ect ed
t ar get s ar e list ed by descr ipt ion, gr id coor dinat e, and t he designat ion on t he
pr ot ect ed t ar get over lay.
D-15. The diagr am in Figur e D-11, page D-14, shows what a pr ot ect ed t ar get
over lay will look like. The over lay will nor mally be wr it t en on a piece of clear
acet at e. This example depict s eight pr ot ect ed sit est wo fr om each funct ional
ar ea. It also includes t wo gr id r efer ence point s and t he classificat ion on bot h
t he t op and bot t om. Fur t her guidance on how t o pr oper ly pr epar e an over lay
is in Chapt er 7, FM 3-25.26, Map Reading and Land Navigation.
FM 3-05.401
D-13
CLASSIFICATION
PROTECTED TARGET LIST
1. Government Grid Designation
a. Legal
Sears International Law Building PU61318460 GO004
b. Public Administration
Johnston Courthouse PU61318460 GO001
c. Public Education
Southview High School PU61319168 GO002
d. Public Health
Fayetteville General Hospital PU61317320 GO005
e. Public Safety
Boon Fire Department PU61321150 GO003
2. Economics/Commerce
a. Economic Development
Labor Department PU61345678 EC002
b. Civilian Supply
Als Farm Machinery PU13678232 EC003
c. Food and Agriculture
Joness Fishery PU61321150 EC001
3. Public Facilities
a. Public Communications
WDAK FM 1690 Radio Station PU61345654 PF003
b. Public Transportation
Greyhound Bus Terminal PU61345689 PE001
c. Public Works and Utilities
Redmond Power and Lights PU61348603 PF002
4. Special Functions
a. Cultural Relations
Church of Korean Bethel Presbyterian PU13633284 SF003
b. Civil Information
Fayetteville Observer Times PU13674268 SF004
c. Dislocated Civilians
Olympic Stadium PU13679866 SF005
d. Emergency Services
Rescue (Hoffman Co.) PU13634531 SF001
e. Environmental Management
Groundwater Management Assistant PU13678981 SF002
OVERLAY KEY

COLOR DESIGNATION DESCRIPTION


Green GO Government Functional Specialty Area


Blue PF Public Facilities Functional Specialty Area


Black EC Economics/Commerce Functional Specialty Area


Red SF Special Functions Specialty Area

CLASSIFICATION
Figure D-10. Example of Protected Target List
FM 3-05.401
D-14
Figure D-11. Diagram of Protected Target Overlay
CMOC SOP
D-16. The CMOC SOP is a simply wr it t en r ecor d of t he daily pr ocedur es
followed wit hin t he CMOC. It should be st ar t ed befor e or on t he fir st day of
oper at ions. It should include t he who, what , wher e, when, and how of
conduct ing daily oper at ions wit hin t he CMOC and should be const ant ly
updat ed. If maint ained pr oper ly, t he SOP will aid in t he t r aining of
addit ional per sonnel as well as allowing for a smoot h t r ansit ion bet ween
changing shift s wit hin t he cent er or cell. The SOP also ser ves as a t ool for
out going per sonnel when t r ansit ioning and t ur ning oper at ions over t o follow-
on per sonnel.
RESOURCE CARD FILE
D-17. The r esour ce car d file is used t o pr ovide a quick r efer ence for mat for
infor mat ion t hat would cause clut t er on a map over lay. The file consist s of 3 x
5 car ds ar r anged in alphabet ical or der . A number in t he t op r ight -hand
cor ner of t he car d will cor r espond wit h a r efer ence point on t he r esour ce
over lay. Har d copy or elect r onic ver sions ar e equally funct ional. Figur e D-12,
page D-15, pr ovides an example of t he r esour ce car d.
FM 3-05.401
D-15
D-18. Fill out a r esour ce car d as follows:
Wr it e t he coinciding message number fr om t he DA 1594 and t he dat e it
was logged in t he t op left cor ner of t he car d.
List t he r esour ce in t he t op cent er of t he car d.
List t he r efer ence point on t he sit uat ion map in t he t op r ight cor ner of
t he car d.
List t he descr ipt ion, quant it y, t ime, and locat ion of t he r esour ce in t he
body of t he car d. Once t he r esour ce is commit t ed or used, annot at e t he
using unit , quant it y, and DTG infor mat ion.
24 25A
LUMBER
One hundred 2 x 4 boards (length varies) located at corner of 4th and Howard Streets.
Relocated to warehouse 25A.
2d Brigade requests 2 x 4s. 150930 Oct 02 issued 50.
Fifty 2 x 4 boards on hand.
Figure D-12. Example of Resource Card
MAP BOARD
D-19. The map boar d in t he CMOC is used t o t r ack ongoing oper at ions and
pr ovide a st at us of cr it ical it ems of infor mat ion. When pr oper ly maint ained,
t he map boar d can become t he focal point for unexpect ed br iefings and media
visit s. The cont ent s and or ganizat ion of t he boar d will be dependent on t he
unit s SOP and t he amount of space available.
D-20. The map boar d includes t he following infor mat ion:
DAY CODE: Displays t he day of t he oper at ions. The D st ands for
D-day, t he unnamed day on which a par t icular oper at ion begins or is t o
begin. An oper at ion may be t he beginning of host ilit ies. The code
consist s of D+ what day int o t he oper at ion it is, t hen t he dat e in
DDMMMYY for mat (for example, D+7/20DEC02).
MISSION: The mission of t he suppor t ed unit . The civil-milit ar y
mission may also be displayed beneat h t he unit mission.
INTENT: The int ent of t he suppor t ed unit commander .
PERSONNEL STATUS: The dut y st at us of all per sonnel, milit ar y or
civilian, whose pr imar y place of dut y is in t he CMOC, using t he st at us
for m shown in Figur e D-7.
EQUIPMENT STATUS: The st at us of all dur able equipment in t he
CMOC using t he st at us for m shown in Figur e D-8.
FM 3-05.401
D-16
INFORMATION STATUS: The st at us of key CA essent ial element s of
infor mat ion r equest s.
REPORTS: St at us of CA r epor t s. List s all r epor t s: when t he last
r equir ed r epor t was submit t ed and when t he next r epor t is due.
PROJ ECTS: St at us on pr oject s t he CMOC is t r acking.
CURRENT: Key event s planned for t he day.
LAST 24 HOURS: Key event s t hat occur r ed dur ing t he last 24 hour s.
NEXT 24 HOURS: Key event s planned for t he next 24 hour s.
SITUATION MAP AND OVERLAYS: The sit uat ion map will ser ve as a
focal point for all CA dat a collect ed. It will have all t he infor mat ion
r egar ding t he suppor t ed unit , t he AO boundar ies, MSRs, as well as
unit locat ions. The t ypes of over lays used t o depict t his infor mat ion ar e
dependent upon t he oper at ion and sit uat ion, infor mat ional needs, and
t he classificat ion of t he infor mat ion post ed. Typical CA over lays will
include r esour ces, DCs, pr ot ect ed t ar get s, polit ical boundar ies, PSYOP
pr oduct dist r ibut ion ar eas, and cr it ical infr ast r uct ur e.
D-21. Figur e D-13 pr ovides t he for mat of t he map boar d. Figur e D-14, page
D-17, pr ovides an example.
Figure D-13. Map Board Format
FM 3-05.401
D-17
Figure D-14. Map Board Example
DAILY STAFF J OURNAL, DA 1594
D-22. This for m is used by CA oper at or s t o r ecor d CMO act ivit ies
chr onologically. It is used t o r ecount sit uat ions and est ablish det ails of
act ions t aken. The for m should be closed at 2400 hour s daily and filed. Figur e
D-15, page D-18, pr ovides a sample.
FM 3-05.401
D-18
Figure D-15. Sample of Daily Staff Journal
FM 3-05.401
D-19
CA WORKBOOK
D-23. This is an infor mal, indexed collect ion of CA dat a obt ained fr om all
sour ces. It is indexed by subject ar ea or funct ional specialt y. It is used t o
det ect pat t er ns in civilian act ivit y, pr epar e CA per iodic r epor t s and
est imat es, and used as a cur r ent oper at ion management t ool. Figur e D-16,
pages D-19 t hr ough D-41, pr ovides t he for mat .


GOVERNMENT FUNCTIONS 2

LEGAL 2A

PUBLIC ADMINISTRATION 2B

PUBLIC EDUCATION 2C
CIVIL AFFAIRS (G-5)
PUBLIC HEALTH 2D

PUBLIC SAFETY 2E
WORKBOOK
ECONOMIC/COMMERCE 3

ECONOMIC DEVELOPMENT 3A

CIVILIAN SUPPLY 3B

FOOD AND AGRICULTURE 3C
FROM:_______________________(DTG)

PUBLIC FACILITIES 4
TO:__________________________(DTG)

PUBLIC COMMUNICATIONS 4A

HQ:______________________________
PUBLIC TRANSPORTATION 4B

LOCATION: _______________________
PUBLIC WORKS AND UTILITIES 4C

SPECIAL FUNCTIONS 5

CULTURAL RELATIONS 5A

CIVIL INFORMATION 5B

DISLOCATED CIVILIANS 5C

EMERGENCY SERVICES 5D

ENVIRONMENTAL MANAGEMENT 5E

MISCELLANEOUS 6
Figure D-16. CA Workbook Format
FM 3-05.401
D-20
Figure D-16. CA Workbook Format (Continued)

2







GOVERNMENT
FUNCTIONS






AS OF: ____________________















FM 3-05.401
D-21




PAGE ___
2A
LEGAL
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-22




PAGE ___
2B
PUBLIC ADMINISTRATION
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-23




PAGE ___
2C
PUBLIC EDUCATION
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-24




PAGE ___
2D
PUBLIC HEALTH
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-25




PAGE ___
2E
PUBLIC SAFETY
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-26
Figure D-16. CA Workbook Format (Continued)

3







ECONOMIC/
COMMERCE








AS OF: ____________________













FM 3-05.401
D-27




PAGE ___
3A
ECONOMIC DEVELOPMENT
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-28




PAGE ___
3B
CIVILIAN SUPPLY
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-29




PAGE ___
3C
FOOD AND AGRICULTURE
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-30
Figure D-16. CA Workbook Format (Continued)

4







PUBLIC
FACILITIES








AS OF: ____________________













FM 3-05.401
D-31




PAGE ___
4A
PUBLIC COMMUNICATIONS
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-32




PAGE ___
4B
PUBLIC TRANSPORTATION
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-33




PAGE ___
4C
PUBLIC WORKS AND UTILITIES
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-34
Figure D-16. CA Workbook Format (Continued)

5







SPECIAL
FUNCTIONS








AS OF: ____________________













FM 3-05.401
D-35




PAGE ___
5A
CULTURAL RELATIONS
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-36




PAGE ___
5B
CIVIL INFORMATION
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-37




PAGE ___
5C
DISLOCATED CIVILIANS
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-38




PAGE ___
5D
EMERGENCY SERVICES
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-39




PAGE ___
5E
ENVIRONMENTAL MANAGEMENT
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
FM 3-05.401
D-40
Figure D-16. CA Workbook Format (Continued)

6







MISCELLANEOUS








AS OF: ____________________


















FM 3-05.401
D-41




PAGE ___
6
MISCELLANEOUS
DTG WHEN ORIGINAL
MESSAGE WAS LOGGED /
ITEM # FROM DA 1594
OCCURRENCE, INCIDENT, OR MESSAGE
DTG, PERIODIC REPORT
NUMBER, AND INITIALS
WHEN INFORMATION IS
EXTRACTED FROM REPORT

























Figure D-16. CA Workbook Format (Continued)
E-1
Appendix E
CA in the Problem-Solving
and Decision-Making Processes
PROBLEM-SOLVING STEPS
E-1. Befor e discussing CA mission planning using each of t he var ious
planning pr ocesses, it is useful t o r eview t he basic st eps t o solving pr oblems
t hat leader s at all levels follow. The next sever al par agr aphs, par aphr ased
fr om FM 22-100, explain t hose st eps.
IDENTIFY THE PROBLEM AND GOAL
E-2. Leader s should not be dist r act ed by t he sympt oms of t he pr oblem; t hey
must get at it s r oot cause. Ther e may be mor e t han one t hing cont r ibut ing t o
a pr oblem, and leader s may r un int o a case wher e t her e ar e lot s of
cont r ibut ing fact or s but no r eal smoking gun. The issue t he leader chooses
t o addr ess as t he r oot cause becomes t he mission (or r est at ed mission for
t act ical pr oblems). The mission must include a simple st at ement of who,
what , when, wher e, and why. In addit ion, it should include t he end st at e
how t he leader want s t hings t o look when t he mission is complet e.
IDENTIFY FACTS AND ASSUMPTIONS
E-3. Leader s should get what ever fact s t hey can in t he t ime t hey have. Fact s
ar e st at ement s of what is known about t he sit uat ion. Assumpt ions ar e
st at ement s of what is believed about t he sit uat ion but fact s ar e not available
t o suppor t . Leader s make only assumpt ions t hat ar e likely t o be t r ue and
essent ial t o gener at e alt er nat ives. Some of t he many sour ces of fact s include
r egulat ions, policies, and doct r inal publicat ions. The or ganizat ions mission,
goals, and object ives may also be a sour ce. Sour ces of assumpt ions can be
per sonal exper iences, member s of t he or ganizat ion, subject mat t er exper t s, or
wr it t en obser vat ions. Leader s analyze t he fact s and assumpt ions t hey
ident ify t o det er mine t he scope of t he pr oblem. (FM 101-5 cont ains mor e
infor mat ion on fact s and assumpt ions.)
GENERATE ALTERNATIVES
E-4. Alt er nat ives ar e ways t o solve t he pr oblem. Leader s should develop
mor e t han one possible alt er nat ive and not be sat isfied wit h t he fir st t hing
t hat comes int o mindt he t hir d or four t h or t went iet h alt er nat ive t he leader
comes up wit h might be t he best one. If t he leader has t ime and exper ienced
subor dinat es, t hey should be included in t his st ep.
ANALYZE THE ALTERNATIVES
E-5. Leader s ident ify int ended and unint ended consequences, r esour ce or
ot her const r aint s, and t he advant ages and disadvant ages of each alt er nat ive.
FM 3-05.401
E-2
All alt er nat ives should be consider ed. Leader s should not pr ejudge t he
sit uat ion by favor ing any one alt er nat ive over t he ot her s.
COMPARE THE ALTERNATIVES
E-6. Leader s evaluat e each alt er nat ive for it s pr obabilit y of success and it s
cost . They t hink past t he immediat e fut ur e. How will t his decision change
t hings t omor r ow? Next week? Next year ?
MAKE AND EXECUTE THE DECISION
E-7. Leader s pr epar e a leader s plan of act ion, if necessar y, and put it in
mot ion. (Planning, an oper at ing act ion, is cover ed lat er in t his appendix.)
ASSESS THE RESULTS
E-8. Leader s check const ant ly t o see how t he execut ion of t heir plan of act ion
is going. They keep t r ack of what happens and adjust t heir plan, if necessar y.
Leader s should lear n fr om t he exper ience so t hey will be bet t er equipped next
t ime. Leader s t hen follow up on r esult s and make fur t her adjust ment s,
as r equir ed.
CA PLANNING USING THE JOINT OPERATION PLANNING
AND EXECUTION SYSTEM
E-9. An int egr al par t of DODs abilit y t o deploy for ces, t he J OPES has been
used for over 25 year s t o suppor t t he development of OPLANs and TPFDD.
Despit e t his fact , t her e is st ill a common misconcept ion among soldier s t hat
J OPES is only an ADP syst em.
E-10. The following over view, adapt ed fr om t he User s Guide for J OPES, is
int ended t o clar ify what J OPES is and how CA planner s par t icipat e in
J OPES pr ocesses. Mor e det ailed infor mat ion is in t he following publicat ions,
found at ht t p://www.dt ic.mil/doct r ine/index.ht m:
J P 5-0.
CJ CSM 3122.01, J oint Operation Planning and Execution S ystem,
Volume I, (Planning Policies and Procedures): Defines t he pr ocess for
bot h deliber at e planning and cr isis-act ion planning.
CJ CSM 3122.02B, J oint Operation Planning and Execution S ystem
(J OPES ), Volume III, (Crisis Action Time-Phased Force and
Deployment Data Development and Deployment Execution): Pr ovides
policies and pr ocedur es for deployment execut ion.
CJ CSM 3150.16B, J oint Operation Planning and Execution S ystem
Reporting S tructure (J OPES REP), Volume I.
CSCSM 3122.03A: Pr ovides t he administ r at ive inst r uct ions and
for mat s for developing joint oper at ion plans.
CJ CSI 3020.01, Managing, Integrating, and Using J oint Deployment
Information S ystems.
E-11. Figure E-1, page E-3, depict s t he various part s of J OPES. J OPES is t he
pr incipal syst em wit hin t he DOD t o t r anslat e SECDEF policy decisions int o t he
joint combat ant commander s air, land, and sea oper at ions. It governs all
FM 3-05.401
E-3
aspect s of convent ional joint milit ary oper at ions planning and execut ion and is
t he t ool used by all echelons of planners and oper at or s t o speak a commonly
under st ood language. It does t his by pr ecisely defining DOD war planning and
execut ion policies, designat ing specific pr ocedur es and format s, and pr oviding
ADP support t o conver t SECDEF decisions int o joint oper at ion plans. J oint
oper at ion plans are t he blueprint s for joint oper at ions.
Figure E-1. The Joint Operation Planning and Execution System
E-12. The st andar dized policies, pr ocedur es, and for mat s of J OPES fur nish
joint commander s and war planner s t he abilit y t o pr oduce and execut e a
var iet y of r equir ed t asks t o include
Planning: Wr it ing OPLANs, CONPLANs, funct ional plans, campaign
plans, and OPORDs.
Execution and deployment (TPFDD) management: Defining
r equir ement s for , and gaining visibilit y of, t he movement of for ces int o
t he combat ant commander s AOR.
E-13. The ADP por t ion of J OPES pr ovides bot h har dwar e (comput er s) and
soft war e (pr ogr ams) t o facilit at e joint oper at ion planning and execut ion.
J OPES ADP r esides in t he comput er net wor k of t he GCCS. The J OPES
soft war e applicat ions suppor t a var iet y of planning and execut ion funct ions.
FM 3-05.401
E-4
Toget her , t he comput er har dwar e and soft war e syst ems assist t he
planner s t o
Develop det ailed deployment r equir ement s.
Est imat e logist ics and t r anspor t at ion r equir ement s and assess OPLAN
t r anspor t at ion feasibilit y.
Pr ior it ize, r eplan, and t r ack deployment st at us dur ing execut ion.
Refine deployment r equir ement s and monit or t he deployment .
E-14. The player s in t he joint planning pr ocess, as illust r at ed in Figur e E-2,
page E-5, include t he Pr esident and t he SECDEF, as well as t he joint
planning and execut ion communit y (J PEC). The Pr esident and t he SECDEF
sit at op t he pyr amid. They pr ovide t he ult imat e decision on nat ional policy
and over all st r at egic dir ect ion of t he U.S. Ar med For ces. They ar e suppor t ed
by t he execut ive depar t ment s and or ganizat ions wit hin t he Office of t he
Pr esident , pr imar ily t he NSC.
E-15. The NSC is t he pr incipal for um t o deliber at e nat ional secur it y policy
issues. The NSC pr ovides t he fr amewor k t o est ablish nat ional secur it y
st r at egy and policy decisions for implement at ion by t he Pr esident in his r ole
as commander -in-chief. The Pr esident eit her issues or der s dir ect ly t o t he
milit ar y t o implement his nat ional secur it y st r at egy or he mandat es milit ar y
act ion by using dir ect ives. These dir ect ives can t ake t he for m of t he nat ional
secur it y st r at egy document , nat ional secur it y pr esident ial dir ect ives, or
execut ive or der s.
E-16. As depict ed in t he lower por t ion of t he pyr amid, t he J PEC consist s of
t hose HQ, commands, and agencies involved in t he t r aining, pr epar at ion,
movement , r ecept ion, employment , suppor t , and sust ainment of milit ar y
for ces assigned t o a t heat er of oper at ions. The J PEC pr incipals ar e t he CJ CS
and t he joint st aff, who publish t he t ask-assigning document s, r eview t he
pr oduct s, and appr ove t he final ver sion of peacet ime plans. The suppor t ed
commands and t heir subor dinat es ar e r esponsible for developing and
execut ing OPLANs and OPORDs.
E-17. CA planner s par t icipat e in t he J OPES pr ocess at all levels, but in
var ying degr ees. As par t icipant s, it is impor t ant t hat CA planner s at all
levels ar e familiar wit h t he NSS, NMS, pr esident ial dir ect ives, and many
ot her r elat ed document s gener at ed by t he Pr esident , t he SECDEF, and t he
NSC as par t of t he planning pr ocess.
FM 3-05.401
E-5
Figure E-2. The Joint Planning and Execution Community
FM 3-05.401
E-6
JOINT OPERATION PLANNING
E-18. Plans ar e developed under differ ent pr ocesses depending on t he focus
of t he specific plan (Figur e E-3). These plans ar e campaign, deliber at e, and
cr isis-act ion planning. These pr ocesses ar e int er r elat ed; campaign planning
pr inciples cont r ibut e t o bot h deliber at e and cr isis-act ion planning.
Figure E-3. Joint Operation Planning
Campai gn Planni ng
E-19. Campaign planning allows combat ant commander s t o t r anslat e
nat ional st r at egy and object ives int o unified plans for milit ar y act ion by
specifying how oper at ions and logist ics will be used t o achieve success wit hin
a given space and t ime. It embodies t he combat ant commander s st r at egic
vision of t he r elat ed oper at ions necessar y t o at t ain t heat er st r at egic
object ives.
E-20. If t he scope of cont emplat ed oper at ions r equir es it , campaign planning
begins wit h deliber at e planning. It cont inues t hr ough cr isis-act ion planning,
t hus unifying bot h planning pr ocesses. The degr ee t o which t he deliber at e
plan may ser ve as t he cor e for a campaign plan is dependent on t he plan
assumpt ions, commander s int ent , and available r esour ces. Campaign
planning and it s r elat ion t o joint oper at ion planning ar e discussed in det ail in
J P 5-0.
E-21. CA planner s at t he geogr aphic combat ant command HQ keep abr east
of t he nat ional secur it y issues in t he combat ant commander s AOR. Dur ing
campaign planning, t hey advise t he combat ant commander and his st aff on
t he polit ical, economic, social, and cult ur al implicat ions of cont emplat ed
milit ar y oper at ions. This includes t he effect s of milit ar y oper at ions on t he
FM 3-05.401
E-7
populace and infr ast r uct ur e in t he immediat e AO, as well as r eper cussions
wit hin t he r egional and global communit y. CA planner s for mulat e CMO
t hemes and policies int o a cent r alized CMO plan t hat can be execut ed in a
decent r alized manner while suppor t ing campaign object ives. CA planner s
also look beyond t he end st at e of milit ar y oper at ions by ident ifying MOEs for
CMO and planning for t he event ual t r ansit ion of cont r ol fr om milit ar y for ces
t o civilian aut hor it ies. Finally, CA planner s wr it e t he CMO annex (nor mally
Annex G) t o t he campaign plan.
Deli berate Planni ng
E-22. The deliber at e planning pr ocess develops joint oper at ion plans for
cont ingencies ident ified in joint st r at egic planning document s. These
planning document s include t he SECDEFs annual Cont ingency Planning
Guidance (CPG), which pr ovides wr it t en policy guidance for cont ingency
planning, and t he Chair mans J SCP, which pr ovides guidance t o t he
combat ant commander s and Ser vice chiefs for accomplishing milit ar y t asks
and missions based on cur r ent milit ar y capabilit ies.
E-23. Deliber at e planning is complet ed in five phases based on J OPES
guidance:
Phase I, Initiation: This phase specifies st r at egic object ives and
planning assumpt ions, specifies t he t ype of plan for each t ask, and
appor t ions major combat and st r at egic for ces t o t he combat ant
commander s for planning. This infor mat ion is pr ovided t o t he
combat ant commander s in t he J SCP.
Phase II, Concept Development: In r esponse t o t he J SCP-assigned t ask,
t he combat ant commander s conduct mission analysis, ident ify fr iendly
and enemy cent er s of gr avit y, det er mine t he commander s over all
int ent for t he oper at ion, and develop t he st aff est imat es. The final
r esult of Phase II is a combat ant commander s st r at egic concept , which
is submit t ed t o t he Chair man, as r equir ed, for r eview and appr oval.
Phase III, Plan Development: This phase occur s aft er t he combat ant
commander s st r at egic concept is appr oved. It begins wit h full plan
development and document at ion. This pr ocess pr oduces for ce, suppor t ,
and t r anspor t at ion planning document s t o suppor t t he combat ant
commander s CONOPS. This pr ocess will be discussed in det ail lat er
dur ing discussions on TPFDD development .
Phase IV, Plan Review: The plan is r eviewed for adequacy, feasibilit y,
accept abilit y, and compliance wit h joint doct r ine. Those plans r equir ing
appr oval by t he Chair man will be r eviewed by t he J oint St aff, Ser vices,
and combat suppor t agencies (DIA, Defense Infor mat ion Syst ems
Agency [DISA], Defense Logist ics Agency [DLA], NIMA, and NSA).
Phase V, S upporting Plans Development: Emphasis shift s t o
subor dinat e and suppor t ing commander s as t hey complet e t heir plans
t o augment t he combat ant commander s plan.
Cri si s-Acti on Planni ng
E-24. Crisis-act ion planning, like deliberat e planning, involves a st ruct ur ed
pr ocess following t he guidance est ablished in J OPES publicat ions. This
FM 3-05.401
E-8
planning pr ocess result s in t he t ime-sensit ive development of campaign plans
and OPORDs for execut ion. The planning pr ocess includes t he following phases:
Phase I, S ituation Development: Init iat ed wit h t he per cept ion or
r ecognit ion of a cr isis and r esult s in t he development of t he combat ant
commander s assessment .
Phase II, Crisis Assessment: The SECDEF and Chair man evaluat e t he
combat ant commander s assessment and det er mine whet her a cr isis
is imminent .
Phase III, Course of Action Development: The SECDEF or t he
combat ant commander develops one or mor e COAs. The combat ant
commander submit s t he commander s est imat e and r ecommendat ion t o
t he Chair man.
Phase IV, Course of Action S election: The SECDEF decides on a COA.
Phase V, Execution Planning: The combat ant commander develops a
campaign plan or OPORD, and TPFDD.
Phase VI, Execution: The SECDEF decides t o execut e t he campaign
plan or OPORD. OPORDs ar e pr epar ed in pr escr ibed J OPES for mat s
dur ing cr isis-act ion planning. They ar e in t he for m of a dir ect ive issued
by a commander t o subor dinat e commander s t o effect t he coor dinat ed
execut ion of an oper at ion.
JOINT OPERATION PLANNING PRODUCTS
E-25. Based on t he Chair mans J SCP planning r equir ement s, t he combat ant
commander s pr epar e four t ypes of deliber at e plans: OPLANs, CONPLANs
(wit h and wit hout TPFDD), and funct ional plans. These plans facilit at e t he
r apid t r ansit ion t o cr isis r esponse. Each plan has differ ent J OPES pr ocedur al
and for mat r equir ement s. However , all follow t he basic for mat of a five-
par agr aph or der :
Sit uat ion.
Mission.
Execut ion.
Administ r at ion and logist ics.
Command and cont r ol.
Operati on Plan
E-26. OPLANs ar e pr epar ed when
The cont ingency has a compelling nat ional int er est and is cr it ical t o
nat ional secur it y.
The nat ur e (lar ge scale) of t he cont ingency r equir es det ailed pr ior
planning for complex issues.
Det ailed planning cont r ibut es t o det er r ence.
Det ailed planning is r equir ed t o suppor t mult inat ional planning.
Det ailed planning is necessar y t o det er mine specific for ce and
sust ainment r equir ement s.
FM 3-05.401
E-9
E-27. An OPLAN includes a full descr ipt ion of t he CONOPS using all
document at ion applicable t o a J OPES-st r uct ur ed plan. It ident ifies t he
specific for ces, funct ional suppor t , and r esour ces necessar y t o implement t he
plan and pr ovides closur e est imat es for t heir movement int o t he t heat er .
OPLANs can be quickly conver t ed t o OPORDs. They may include as many as
t went y J OPES-pr escr ibed annexes wit h associat ed appendixes, and t hey
always include TPFDD.
E-28. Because of t he det ailed nat ur e of an OPLAN, J OPES guidance
r equir es a t hor ough pr esent at ion of t he commander s oper at ional concept .
J OPES r equir es all annexes and appendixes t o cont ain det ailed infor mat ion
on t he combat ant commands CONOPS, CS, and CSS act ivit ies.
E-29. CA planner s ar e r esponsible for J OPES Annex G, Civil-Milit ar y
Oper at ions. A sample Annex G is in Appendix C.
Operati on Plan i n Concept Format
E-30. A joint OPLAN in an abbr eviat ed, concept for mat is called a
CONPLAN. A CONPLAN r equir es consider able expansion or alt er at ion t o
conver t int o an OPLAN, campaign plan, or OPORD. In a CONPLAN, all t he
element s of t he basic OPLAN ar e included in summar y for m except mission,
sit uat ion, assumpt ions, and CONOPS. These element s ar e fully developed.
The full complement of annexes and appendixes ar e not r equir ed in a
CONPLAN. CONPLANs cont ain a summar y of logist ics r equir ement s and
major const r aint s r egar ding for ces, movement , or logist ic suppor t t hat
significant ly affect implement at ion of t he plan.
E-31. A CONPLAN (wit hout a TPFDD) is nor mally r equir ed when
The cont ingency has a less compelling int er est but is impor t ant t o
nat ional secur it y.
Binat ional alliance or t r eat y ar r angement r equir es cont ingency
planning by t he signat or y count r ies.
The cont ingency is smaller in scale, r equir es less det ailed planning,
and can be handled in t he near t er m wit h mor e gener al capabilit ies-
based concept s.
No specific t hr eat has been ident ified.
E-32. A CONPLAN wit h a TPFDD is a CONPLAN t hat r equir es mor e
det ailed planning for t he phased deployment of for ces. Like an OPLAN, it is
pr epar ed when t he cont ingency has a compelling nat ional int er est and is
cr it ical t o nat ional secur it yhowever , it is not as likely t o occur in t he near
t er m. The lar ger scale of t he possible cont ingency r equir es mor e det ailed
planning t han would nor mally be conduct ed for a CONPLAN. Pr epar ing a
CONPLAN wit h TPFDD follows t he same J OPES pr ocedur es as developing
an OPLAN.
Functi onal Plans
E-33. Funct ional plans may also be developed by combat ant commander s t o
addr ess funct ional peacet ime oper at ions such as disast er r elief, HA, or
peace oper at ions. They may be developed in r esponse t o J SCP t asks, as a
FM 3-05.401
E-10
combat ant command init iat ive, or as t asked by a Ser vice or defense agency
act ing as an execut ive agent for t he SECDEF (for example, milit ar y suppor t
t o civil aut hor it ies). Funct ional plans ar e st r uct ur ed as CONPLANs (wit hout
TPFDD), following published J OPES for mat s. Annexes and appendixes ar e
developed as r equir ed.
CA PLANNING USING SPECIAL OPERATIONS OPERATIONAL
PLANNING PROCEDURES
E-34. J P 3-05.2 is t he doct r inal manual t hat applies t o t he planning,
conduct , and suppor t of joint SO acr oss t he r ange of milit ar y oper at ions. It
pr ovides guidance for joint SO t ar get ing and mission planning and builds on
t he foundat ion of joint SO, t ar get ing, and planning doct r ine. It discusses SO
oper at ional mission cr it er ia wit h r egar d t o joint planning and t ar get ing, and
descr ibes t he met hodology for int egr at ing SO int o t he suppor t ed commander s
t ar get ing and planning pr ocesses. A major par t of t his publicat ion discusses
t he SO deliber at e and cr isis-act ion planning pr ocesses. It also includes
discussions on delineat ion of aut hor it y and r esponsibilit ies, SO t ar get cr it er ia
and consider at ions, SO int egr at ion at t he t heat er and J TF levels, and mission
analysis pr ocedur es. USACAPOC uses t he pr ocedur es out lined in J P 3-05.2 t o
effect ively monit or subor dinat e unit , t eam, and individual pr epar at ion for ,
and par t icipat ion in, CA oper at ions. CA planner s use SO oper at ional
planning pr ocedur es for all CA missions. These missions r ange fr om
pr oviding individual liaison t o milit ar y and nonmilit ar y agencies, t o
pr oviding t r aining or assessment t eams t o for eign milit ar y and nonmilit ar y
or ganizat ions, t o conduct ing t act ical and oper at ional CA unit oper at ions in
suppor t of convent ional and special oper at ions for ces.
E-35. SO oper at ional planning suppor t s deliber at e and cr isis-act ion planning
under t he J OPES. Since CA for ces ar e mor e apt t o be involved in cr isis act ion
ver sus deliber at e planning, t his sect ion addr esses CA par t icipat ion in cr isis-
act ion planning, including SOF execut ion phase planning.
E-36. SO oper at ional planning also suppor t s planning PME and t heat er
secur it y cooper at ion act ivit ies, such as CA suppor t t o HMA oper at ions,
combat ant commander -dir ect ed mil-t o-mil pr ogr ams, and disast er
pr epar edness planning sur veys. Int er agency coor dinat ion becomes
incr easingly impor t ant when planning t hese act ivit ies.
E-37. CJ CSM 3113.01A pr ovides some guidance on planning PME. CA
planner s must be flexible and innovat ive when int egr at ing peacet ime CA
oper at ions wit h ot her agencies act ivit ies. Funding sour ces and pr ocedur es
may const r ain peacet ime milit ar y oper at ions.
SPECIAL OPERATIONS OPERATIONAL PLANNING
IN CRISIS-ACTION PLANNING
E-38. During a crisis sit uat ion, t he CA force (for example, a single CA soldier,
a CA t eam, or a CA unit ) conduct s bot h oper at ional planning and execut ion
phase planning as part of crisis-act ion planning. These planning phases are
depict ed in Figure E-4, page E-11. As a J TF is working t hrough t he six phases
of cr isis-act ion planning, t he CA for ce also is conduct ing it s planning pr ocess
FM 3-05.401
E-11
t hat r esult s in var ious pr oduct s, such as OPORDs or FRAG or der s. Each of
t hese phases is explained in t he following paragr aphs.
Spe ci al Operati ons Operati onal Planni ng Duri ng Cri si s-Acti on
Planni ng Phas es IV
E-39. Dur ing phases I t hr ough V of cr isis-act ion planning, t he CA for ces
planning effor t s ar e dir ect ed t owar d t wo t ypes of pr oduct s. These pr oduct s
ar e input s t o t he J TFs OPORD (wit h it s or ganic TPFDD) and development of
t he CA for ces own OPORD. The pr ocesses used t o develop t hese t wo pr oduct s
usually ar e conduct ed concur r ent ly.
Figure E-4. CA Force Support to Crisis-Action Planning
E-40. Provi di ng Input to the J TFs OPORD. The focus of t he CA for ces
planning effor t s in t his phase of oper at ional planning is development of input
t o t he J TFs OPORD (Figur e E-5, page E-12). The CA for ce st aff should
pr ovide infor mat ion for all aspect s of t he J TFs or der (base or der , all annexes,
and appendixes). This should be done as a collabor at ive planning effor t
bet ween t he J TF and CA for ce planner s. Alt hough all aspect s of t he J TF
or der will impact t he CA for ce, it is especially impor t ant t hat t he CA for ce
pr ovide input t o t he CMO appendix t o t he Oper at ions annex of t he J TF
OPORD. Major oper at ional issues t hat also should be discussed in developing
input t o t he J TFs OPORD include t he following:
Oper at ional capabilit ies r equir ed.
For ces r equir ed.
FM 3-05.401
E-12
Command r elat ionships.
Civil t ar get ing pr ior it ies.
For ce allocat ion.
Task or ganizat ion.
Deployment and basing opt ions.
Mission appr oval pr ocedur es.
TPFDD input .
Figure E-5. CA Force Support to Crisis-Action Planning: Input to JFCs Orders
E-41. The pr ocess t hat allows t he CA for ce t o cont r ibut e t o t he J TFs OPORD
is depict ed in Figur e E-6, page E-13, and includes t he following:
Contribute to J TFs overall mission analysis, as follows:
Det er mine known fact s using CA met hodology t echniques out lined
in Chapt er 3, Assess. This includes, but is not limit ed t o
Analyze t he higher commander s mission and int ent fr om a
CA/CMO per spect ive.
Descr ibe t he fr iendly sit uat ion of t he J TF, CA for ce,
component s, and ot her commands.
Descr ibe t he civil sit uat ion using CASCOPE.
Det er mine t he st at us or condit ions of CA/CMO alr eady
implement ed by t he higher commander .
FM 3-05.401
E-13
Descr ibe how possible CA/CMO missions r elat e t o t he
J TFs plans.
Descr ibe ot her fact s t hat may affect t he possible missions.
Figure E-6. Operational Planning Process: Commander and Staff Responsibilities
FM 3-05.401
E-14
Develop assumpt ions t o r eplace missing or unknown fact s. This
includes, but is not limit ed t o
SOFAs at pr obable execut ion.
Availabilit y and suppor t r equir ement s of indigenous
populat ions and inst it ut ions, mult inat ional for ces, and/or
int er nat ional or ganizat ions and NGOs.
Suppor t fr om ot her gover nment agencies.
ROE changes, if r equir ed.
CASCOPE consider at ions t hat may affect t he mission.
Review CA/CMO const r aint s and limit at ions.
Ident ify t asks t o be per for med by CA/CMO for ces. These include
Specified t asks.
Implied t asks.
Essent ial t asks.
Conduct init ial CA/CMO force st ruct ure analysis; t ent at ively ident ify
required and available CA/CMO asset s and required capabilit ies.
Conduct an init ial r isk assessment .
Det er mine end st at e (or success cr it er ia) for CA/CMO.
Ident ify CA/CMO int elligence r equir ement s.
Assist in developing t he J TFs mission st at ement .
Assist in developing a mission analysis br iefing for t he J FC.
Assist mission analysis briefing and receive J FC planning guidance.
The J FC should pr ovide guidance at t his point . Planning guidance
should be disseminat ed t o t he CA for ce and ot her J TF component s.
Develop CA/ CMO options for the J FCs COA. The J TF st aff should develop
mult iple friendly COAs. The CA force should perform t he following:
Develop opt ions for init ial CA/CMO COAs.
Review mission analysis and J FCs guidance.
Develop or r efine a compar ison of civil capabilit ies (for example,
indigenous populat ions and inst it ut ions, int er nat ional or gani-
zat ions, and NGOs) and CA/CMO capabilit ies.
Review opt ions for engaging t he civil cent er s of gr avit y and
accomplishing t he J TFs mission or t asks.
Pr ovide opt ions for CA/CMO oper at ional movement . These opt ions
include, but ar e not limit ed t o
St r at egic deployment of CA/CMO for ces int o t he joint
oper at ions ar ea (J OA), including developing and int egr at ing
t he deployment concept consist ent wit h t he J FCs suppor t ing
campaign scheme and sequence of oper at ions for init ial
combat and noncombat oper at ions, for ce r ecept ion and
buildup, and t iming of follow-on oper at ions.
Int r at heat er deployment of CA/CMO for ces wit hin t he J OA.
FM 3-05.401
E-15
Logist ic suppor t for t he movement of CA/CMO for ces fr om
por t s of debar kat ion t o init ial posit ions.
Tr anspor t at ion, exist ing t r anspor t at ion infr ast r uct ur e, and
r equir ed impr ovement s, available bases and air fields t o
suppor t movement , int er mediat e st aging bases (ISBs), and
FOBs, as applicable.
Pr ovide opt ions for CA/CMO oper at ional maneuver . Develop opt ions
for t he concent rat ion of CA/CMO forces in t he J OA, keeping in mind
oper at ions in dept h (such as local, pr ovincial, and nat ional levels).
Provide opt ions for CA/CMO oper at ional mobilit y. Consider effect ive
use of exist ing facilit ies or infr ast ruct ure, t he capt ur e or isolat ion of
facilit ies or infr ast ruct ure, and t he est ablishment of CMOCs.
Pr ovide opt ions for CA/CMO for ce pr ot ect ion, including OPSEC,
PHYSEC, infor mat ion secur it y (INFOSEC), CA/CMO pr oject
management , and t he est ablishment of r elat ionships wit h
indigenous populat ions and inst it ut ions, int er nat ional or gani-
zat ions, and NGOs t o enhance for ce pr ot ect ion of t he joint for ce.
Pr ovide opt ions for CA/CMO C2:
Plan t o incor por at e CA/CMO for ces int o t he J TF infor mat ion
ar chit ect ur e.
Develop opt ions t o t ask-assigned and at t ached CA/CMO for ces.
Consider t he for mat ion of J CMOTFs for specific, complex
CMO missions.
Test each COA input for validit y.
Pr ovide input t o t he J FC COA st at ement and sket ches.
Participate in COA analysis (war gaming). Cont r ibut e t o t he pr ocess of
war gaming by ment ally fight ing t he bat t le in t ime and space. The
pr ocess may use t he st r uct ur e of act ion-r eact ion-count er act ion
sequences for cr it ical event s. Key element s t he st aff should det er mine
include det ails about
Required CA/CMO operational capabilities (specific tasks to capabilities).
Requir ed CA/CMO asset s.
Task or ganizat ion of t he J CMOTF t hr oughout t he oper at ion,
if applicable.
Command r elat ionships.
CA/CMO POEs.
Civil decisive point s and int elligence r equir ement s r elat ed t o major
civil event s.
Oper at ional suppor t needed fr om t he joint for ce and/or fr om
indigenous populat ions and inst it ut ions, int er nat ional or gani-
zat ions, and NGOs.
Ident ificat ion of br anches (what if) and sequels (what t hen).
FM 3-05.401
E-16
Participate in COA comparison, as follows:
Par t icipat e in det er mining t he cr it er ia t o be used for compar ing
COAs. Cr it er ia for compar ison of CA/CMO opt ions could come fr om
t he commander s int ent , METT-TC fact or s, or ot her .
Ensur e r ecommendat ions for CA/CMO have been coor dinat ed wit h
t he CA/CMO component s of t he J TF.
Receive the J FCs decision on COAs. The J FC may select or modify t he
r ecommended COA. Based on t hat decision, t he J FCs Commander s
Est imat e document (or slides) nor mally will be sent or br iefed t o t he
higher commander for appr oval.
Provide CA/ CMO perspective in the J TF order. Aft er t he COA is
select ed, t he or der is developed. Most of t he infor mat ion needed for t his
t ask alr eady should have been developed t hr ough t he est imat e pr ocess
(mission analysis t hr ough COA select ion). As discussed in Chapt er 4,
Decide, CMO input can be in many sect ions of t he or der , but t he
pr imar y ar ea for CA should be t he CA Appendix t o Annex C
(Oper at ions) of t he or der .
E-42. De ve lopme nt of the CA Force s OPORD. The CA for ces input t o
t he J TFs OPORD and development of t he CA for ces OPORD ar e conduct ed
almost simult aneously. The pr ocesses used t o develop t he OPORD follow t he
same pr ocess used for input t o t he J TFs or der , but ar e r efined and t ailor ed t o
pr ovide guidance t o t he CA for ces component s. These pr ocesses include
Conduct mission analysis. Infor mat ion obt ained while developing input
for t he J TFs or der should be updat ed and applied t o t he CA for ce level
of planning. Topic ar eas include
Review known fact s:
Descr ibe t he fr iendly sit uat ion: J TF, CA for ce, component s,
and ot her for ces, as per METT-TC.
Descr ibe t he civil sit uat ion: indigenous populat ions and
inst it ut ions, ot her gover nment agencies, int er nat ional
or ganizat ions and NGOs, and ot her s, as per METT-TC.
Descr ibe how possible missions r elat e t o t he J TFs plans.
Descr ibe ot her fact s t hat may impact on t he possible missions.
Review assumpt ions. Assumpt ions r eplace necessar y, but
unknown, fact s. Assumpt ions must be valid and necessar y for
planning t o cont inue. The CA for ce should t ake int o account
suppor t fr om ot her gover nment agencies, ROE changes, and
CASCOPE consider at ions t hat may affect t he mission.
Review CA/CMO const r aint s and limit at ions.
Review specified, implied, and essent ial t asks t o be per for med by
CA/CMO for ces.
Review r equir ed and available asset s and capabilit ies, including
CA/CMO asset s t hat ar e r equir ed t o accomplish possible J TF-
dir ect ed missions.
FM 3-05.401
E-17
Review civil IPB pr oduct s and deliber at e assessment plans
associat ed wit h t he CA/CMO mission. As ear ly as possible, include
suppor t r equir ed beyond t hat of t he capabilit y of t he CA for ce and
ident ify PIR.
Review t he r isks t o CA/CMO for ces:
Ident ify and assess r isks t hat t he J FC is willing t o t ake t o
accomplish t he mission.
Addr ess CA/CMO for ce pr ot ect ion issues.
Assess t ime available as det er mined by J FC-imposed
limit at ions.
Assess t he r isk of failur e due t o possible inadequat e
pr epar at ion t ime and t ime t o obt ain suppor t fr om
non-CA/CMO asset s.
Review mission success cr it er ia for CA/CMO and st at e t he
CMO MOEs.
Develop, analyze, compare, and recommend CA/ CMO COAs. This st ep
is dependent on t ime available. COAs can be as simple as for ce opt ions,
or mor e complex and det ailed. Specifically, t he CA for ce should develop
COAs t o suppor t t he J TF as a whole. These COAs ident ify or confir m
Who (t ype of CA/CMO asset ) will execut e t he t ask.
What t ype of CA/CMO mission, act ion, or t ask is cont emplat ed.
Wher e t he mission will occur .
Why each element of t he for ce will conduct it s par t of t he oper at ion.
How t he CA/CMO for ce will employ available component s.
COAs ar e analyzed t o ident ify st r engt hs and weaknesses and fur t her
ident ify many of t he element s of execut ion planning for each COA.
Fr iendly COAs ar e t hen compar ed t o r eveal which COA has t he highest
pr obabilit y of success. The end pr oduct of t his st ep is a r ecommendat ion
t o t he CA for ce commander on a COA for t he var ious t ypes of missions
t he J TF has assigned t o t he CA for ce.
Spe ci al Operati ons Executi on Phase Mi ssi on Planni ng
E-43. The pr ocess for SO execut ion phase mission planning is a dynamic,
int er act ive pr ocess (Figur e E-7, page E-18). It r equir es cont inual coor dinat ion
and communicat ions among t he J TF, CA for ce, ot her component s of t he joint
for ce and civilian or ganizat ions, if applicable. Collabor at ive planning can be
of immense value dur ing cr isis-act ion planning.
E-44. Re que s ts for Support. Request s for suppor t (which may include t he
applicat ion of CA gener alist and/or specialist skills) can come fr om a var iet y
of sour ces. Among t hese ar e t he J oint For ces Gr oup HQ (element s such as t he
J oint Infor mat ion Oper at ions Cell and J oint Planning Gr oup), t he J TF
component s, J SOTF component s, and mult inat ional for ces. These r equest s,
depending on command r elat ionships and mission appr oval levels alr eady
est ablished, may come fr om a suppor t ed command dir ect t o t he CA for ce or
may go t hr ough t he J TF t o t he CA for ce.
FM 3-05.401
E-18
Figure E-7. Special Operations Execution Phase Mission Planning
E-45. Feasibility Assessment. The CA force conduct s a feasibilit y assessment
t o provide an init ial det erminat ion of t he viabilit y of a proposed mission or project
for CA/CMO. It is an abbreviat ed version of mission analysis and COA
development , analysis, and select ion. It essent ially answers t he following SO
crit eria quest ions found in FM 41-10 (and in J P 3-05.2, Appendix E, Special
Operat ions Feasibilit y Assessment ):
Is it an appr opr iat e SOF mission?
Does it suppor t t he J FCs mission and int ent ?
Is it oper at ionally feasible?
Ar e r equir ed r esour ces available?
Does t he expect ed out come just ify t he r isk?
E-46. Fe asi bi li ty Asse ssme nt Submi ssi on to J TF. Submission of t he
feasibilit y assessment t o t he J TF pr ovides t he J FC wit h an assessment of t he
CA for ces abilit y t o accomplish specific r equest s for suppor t .
FM 3-05.401
E-19
E-47. Warni ng Orde r Provi ded to Subordi nates. The component s
should be infor med ear ly on if a mission is likely t o be t asked. Cr it ical
int elligence and assessment pr oduct s should be pushed t o t he MPA at t his
point . Doing so pr ovides t he component s wit h mor e t ime t o begin t heir
mission planning. This st ep is not necessar y if t he feasibilit y assessment
det er mines t hat t he SOF mission cr it er ia ar e not sufficient ly sat isfied for
execut ion by CA for ces.
E-48. Input for De ve lopi ng the J TF FRAG Orde r. The CA for ce
planning sect ion should be coor dinat ing wit h t he J TF J oint For ces Gr oup
(t hr ough t he J TF CMO st aff officer or ot her means) t o pr ovide input t o t he
J TF FRAG or der t hat t asks t he CA for ce for t he mission.
E-49. De ve lopme nt of the CA Force s FRAG Orde r. Once t he J TF FRAG
or der has been sent t o t he CA for ce, t he CA for ce planner s r eview it t o
confir m or updat e t he infor mat ion t hat was developed dur ing t he feasibilit y
assessment . In some inst ances, a ver bal war ning or der or FRAG or der may be
t he CA for ces fir st indicat ion of a mission. In t his case, t he CA for ce planner s
will have t o conduct a r apid and abbr eviat ed mission analysis and COA
select ion pr ocess, t o include
Confirm or conduct mission analysis. This is t he same pr ocess as
discussed in t he feasibilit y analysis, but t he CA for ce commander must
now select t he most feasible COA.
Confirm and conduct COA selection. This is also t he same pr ocess as
discussed in t he feasibilit y assessment .
Confirm and identify the MPA. Ideally, t he MPA has been ident ified
and given a war ning or der dur ing t he feasibilit y assessment phase. If
t his was not possible, t his st ep for mally designat es t he MPA. At t his
point , int elligence and assessment pr oduct s ar e pushed t o t he MPA for
pr oduct ion of t he SOMPF.
Allocate resources. If necessar y, t he CA for ce commander pr ovides
dir ect ion and assist ance on t he ident ificat ion and coor dinat ion for
addit ional r esour ces t hat may be necessar y for t he MPA t o conduct t he
mission. The CA for ce commander must ident ify t o t he J FC t hose
specific suppor t r equir ement s.
Confirm and identify intelligence requirements.
Confirm and identify ROE requirements.
Identify supporting plans. In most inst ances, t he CA for ce MPA will be
t he suppor t ing command. The plans of t he suppor t ed unit must be
ident ified and r eviewed in t heir ent ir et y, as descr ibed in Chapt er 4,
Decide. This may also occur when t he CA for ce is conduct ing a
t r ansit ion t o or fr om anot her or ganizat ion.
Identify supporting components. In some missions, t he MPA will
r equir e assist ance fr om suppor t ing commands and component s. The
t ype of suppor t (dir ect , mut ual, gener al, or close) should be specified. In
addit ion, t he CA for ce (as t he dir ect ing HQ for t he suppor t
ar r angement ) should pr ovide t he following infor mat ion when
est ablishing suppor t command r elat ionships:
Desir ed end st at e effect s and scope.
For ces and r esour ces allocat ed t o t he suppor t ing effor t .
FM 3-05.401
E-20
Time, place, level, and dur at ion of t he suppor t ing effor t .
Pr ior it y of t he suppor t ing mission r elat ive t o t he ot her missions of
t he suppor t ing for ce.
Aut hor it y, if any, of t he suppor t ing commander t o modify
t he suppor t ing effor t in t he event of except ional oppor t unit y
or emer gency.
Degr ee of aut hor it y gr ant ed t o t he suppor t ed commander (t he
MPA) over t he suppor t ing effor t .
Identify mission approval authority. Clear ly ident ify mission appr oval
aut hor it ies for each mission.
Write and transmit the FRAG order. The FRAG or der designat es t he
MPA and suppor t ing agencies; ident ifies specific t askings, planning
t imelines, and CONOPS r equir ement s; gr ant s DIRLAUTH; and
somet imes est ablishes t he ear liest ant icipat ed depar t ur e t ime.
Acknowledgment of t he FRAG or der is r equir ed.
E-50. MPA De ve lopme nt of CONOPS and MSRs . Requir ement s for
submission of CONOPS and MSRs include t he following:
CONOPS requirements. The CA for ce commander should clear ly specify
t he r equir ement s for t he MPA in submit t ing t he CONOPS for appr oval
IAW CA for ce SOP or as in t he FRAG or der . Among t hose it ems t hat
should be included in t he CONOPS ar e
Sit uat ion.
Mission (r est at ed MPA mission).
Execut ion (CONOPS, subor dinat e unit t asks, coor dinat ion, and
oper at ional limit at ions).
Mission support requests. MSRs consist of t he following t ypes of
r equest s:
Suppor t r equest s. For init ial suppor t , t he MPA submit s a SPTREQ
t o t he suppor t ing component HQ and pr ovides an infor mat ion copy
t o t he CA for ce r equest ing r esour ces needed t o accomplish t he
t asked mission. It should be sent at t he same t ime t hat t he MPA
sends t he CONOPS message. For suppor t fr om sour ces out side of
t he CA for ce (such as Class X supplies), t he SPTREQ is sent only t o
t he CA for ce for act ion. The CA for ce may gr ant DIRLAUTH
bet ween CA component s and component s of t he J TF. The SPTREQ
should list all MPA suppor t r equir ement s and ident ify any
pr efer ence for a par t icular suppor t ing agency. The MPA may
submit addit ional SPTREQs as planning cont inues. For follow-on
suppor t , t he MPA submit s a SPTREQ t o t he suppor t ing component
HQ for act ion and pr ovides an infor mat ion copy t o t he CA for ce
r equest ing follow-on suppor t for a CA element alr eady on a
mission. The SPTREQ should be submit t ed as soon as possible.
Air suppor t r equest . For init ial suppor t , t he AIRSUPREQ is used t o
r equest pr eplanned and immediat e close air suppor t int er dict ion,
r econnaissance, sur veillance, escor t , helicopt er air lift , humani-
t ar ian supply deliver y, and ot her air cr aft missions. The MPA
FM 3-05.401
E-21
submit s an AIRSUPREQ t o t he suppor t ing component HQ and
pr ovides an infor mat ion copy t o t he CA for ce r equest ing r esour ces
needed t o accomplish t he t asked mission. It should be sent at t he
same t ime t he MPA sends t he CONOPS. The CA for ce may gr ant
DIRLAUTH bet ween CA component s and component s of t he J TF.
The AIRSUPREQ should list all MPA air suppor t r equir ement s and
ident ify any pr efer ence for a par t icular suppor t ing agency. The
MPA may submit addit ional AIRSUPREQs as planning cont inues.
SOF LNOs and coor dinat ion element s should be awar e of mission
coor dinat ion in pr ogr ess.
Air space cont r ol means r equest . This is used t o r equest t hat a
defined block of air space be designat ed as having special
significance for air oper at ions wit hin an AOR. These ar eas include
dr op zones (DZs), gr ound fr ee-fir e zones, landing zones (LZs),
pickup point s, r est r ict ive fir e plans, select ed ar eas for evasion
(SAFEs), and pot ent ial evasion locale. These zones may be defined
as a cir cle ar ound a cent r al point , a cor r idor cent er ed on a line, an
ar ea bounded by line segment s, or air space bounded by at t it ude.
This r equest is submit t ed t o t he joint special oper at ions air
component commander who will ent er t hem int o t he air cont r ol
or der (ACO).
MSR confir mat ions. Pr ior t o mission execut ion, t he suppor t ing SOF
component s send suppor t confir mat ion in r esponse t o t he suppor t
r equest s, or r equest confir mat ions in r esponse t o t he AIRSUPREQs
t o t he MPA wit h infor mat ion copies pr ovided t o t he CA for ce.
E-51. CONOPS Approval. The appr oval pr ocess var ies depending upon
whet her or not t he CA for ce commander has mission appr oval aut hor it y,
as follows:
CA force commander has mission approval authority. If t he CA for ce
commander has appr oval aut hor it y for execut ion of t he mission, a CA
for ce CONOPS is not submit t ed t o t he J TF. Once t he CA for ce
commander is sat isfied wit h t he MPAs CONOPS, t he CA for ce sends a
CONOPS appr oval t o t he MPA and suppor t ing component s. Appr oval
is sent as soon as possible aft er r eceipt of t he MPAs CONOPS.
CA force commander does not have mission approval authority. If t he
CA for ce commander does not have appr oval aut hor it y for t he mission,
a CA for ce CONOPS is sent t o t he J FC for appr oval.
E-52. Moni tori ng of Other Support Plans. For most CA oper at ions, ot her
commands or agencies, bot h wit hin and out side t he J TF, could pr ovide
suppor t or follow-on act ions t o t he CA for ce. The CA for ce should monit or t he
planning act ivit ies and coor dinat e act ions t o ensur e unit y of effor t .
Coor dinat ion wit h nonmilit ar y agencies is usually accomplished in a CMOC.
Chapt er s 4, Decide, and 5, Develop and Det ect , include addit ional
infor mat ion.
E-53. Mi ssi on Bri e fbacks . Mission br iefbacks ar e br iefings by subor dinat e
commander s t o t he mission appr oving aut hor it y (t he CA for ce commander or
t he J FC) explaining how t he CA element int ends t o accomplish t he assigned

FM 3-05.401
E-22
mission. Repr esent at ives fr om t he CA for ce planning sect ion and t he J OC
should at t end t he br iefback, if possible. At t his point , planning has not ended
and changes can st ill be made t o t he plan. The major benefit s of br iefbacks
ar e t hat t hey allow t he appr oving commander t o
Clar ify t he commander s int ent .
Ident ify and emphasize t he CCIR.
Under st and pr oblems t hat t he MPA may be having in planning
t he mission.
Under st and t he MPAs CONOPS.
Modify and/or appr ove t he MPAs CONOPS.
The appr oving commander should expect t he following fr om t he MPA:
Infor mat ion concer ning t he MPAs assumpt ions, t ask or ganizat ion,
mission st at ement , commander s int ent , CONOPS, t hr eat assessment ,
and r isk.
Discussion of any issue t hat needs clar ificat ion.
Request s for suppor t and assist ance in r esolving issues.
E-54. Plans Handover Procedures. At some point pr ior t o mission
execut ion, t he CA for ces planning effor t should be handed over t o t he J OC
for execut ion. This handover should be a for mal pr ocess in which t he CA for ce
planner s ensur e t hat t he J OC per sonnel ar e t hor oughly familiar wit h t he
plan. The plans handover br iefing should include t he following:
S ituation: The gener al sit uat ion, t he civil sit uat ion, CA/CMO object ive
and mission descr ipt ion, and t hr eat assessment .
Mission: Specified and implied t asks and expect ed r esult s of act ion
t aken in as specific t er ms as possible.
Task organization: CA/CMO oper at ional element s, including suppor t ,
secur it y, and logist ic element s, as r equir ed.
CONOPS : Infilt r at ion plan, act ions on t he object ive, exfilt r at ion plan,
and emer gency act ion plan.
Other: Limit at ions, ROE, suppor t plans, st at us of suppor t r equest s, and
command and signal.
E-55. Re que sts for Exe cuti on and Exe cute Orde r. The MPA r equest s
aut hor it y for mission execut ion (ver bal or via message or E-mail). If t he CA
for ce commander has mission execut ion aut hor it y, appr oval is gr ant ed
t hr ough an EXORD. If t he J FC (or higher level of command) has execut ion
aut hor it y, t he CA for ce commander pr epar es a r equest for execut ion and
submit s it t o t he J FC. The higher aut hor it y pr ovides an EXORD and t he
CA for ce commander subsequent ly issues an EXORD t o t he MPA and
suppor t ing unit s.
E-56. Operati on Summary. Once t he mission is complet e, t he MPA
submit s an OPSUM t o t he CA for ce commander .
FM 3-05.401
E-23
BASIC SPECIAL OPERATIONS OPERATIONAL PLANNING STEPS IN DETAIL
E-57. Ther e ar e t hir t een basic st eps for planning CA missions using t he SO
oper at ional planning pr ocess. CA unit s, t eams, and individuals follow t hese
st eps for deliber at e, t ime-sensit ive, and peacet ime planning whet her
planning at home st at ion or at a for war d-deployed locat ion. This sect ion will
discuss each of t he st eps, less deploy, execut e mission, and r edeploy, in det ail.
For t he pur pose of simplicit y, t his discussion will begin wit h a validat ed
mission t asked by USACAPOC t o a r egional CACOM or Act ive Ar my CA
bat t alion t o pr ovide suppor t t o a geogr aphic combat ant command. Tasks
at t r ibut ed t o t he CA unit commander and st aff officer s in t his discussion ar e
per for med at t he CA t eam level by t he t eam leader and t eam member s.
Re ce i pt of Mi ssi on
E-58. A CA unit will r eceive not ificat ion of a mission by means of a war ning
or der , TASKORD, or FRAG or der . This or der could be issued ver bally, but it
is mor e oft en r eceived in elect r onic or har d copy for m. It is nor mally
t r ansmit t ed in message t ext for mat t hr ough secur e means via a message
cent er or over a classified net wor k. It may also be hand deliver ed by cour ier .
E-59. The mission not ificat ion or der pr ovides as much informat ion as
necessary for t he subordinat e unit t o begin mission planning. It follows t he
5-par agr aph field or der for mat . At a minimum, t he or der designat es t he MPA
and suppor t ing agencies, pr ovides per t inent r efer ences and POCs, gives
inst r uct ions r egar ding DIRLAUTH, key mission planning event s, and suspense
dat es for required report s, and earliest ant icipat ed launch t ime (EALT).
E-60. Mission not ificat ion is nor mally handled t hr ough t he CA unit
oper at ions sect ion. Upon r eceipt of t he mission, t he G-3 or S-3 infor ms t he
unit commander via t he most expedient and secur e means possible.
The commander pr ovides init ial guidance r egar ding t he mission planning
pr ocess, such as t he dat e, t ime, and r equir ed at t endees for t he mission
analysis confer ence.
Ini ti ati on of the Spe ci al Operati ons Mi ssi on Planni ng Folder
E-61. The SOMPF is an int egr al par t of t he planning pr ocess and is
descr ibed in J P 3-05.5, J oint S pecial Operations Targeting and Mission
Planning Procedures. The SOMPF is a key, single-sour ce, r efer ence document
t hat cont ains all hist or ical det ails of a mission fr om init ial not ificat ion
t hr ough mission complet ion. It is classified accor ding t o it s cont ent s and is
handled appr opr iat ely accor ding t o it s classificat ion. It is designed t o r et ain
cont inuit y for planner s over t ime.
E-62. The G-3 or S-3 init iat es t he SOMPF by assigning a mission
designat ion and an MPA. The MPA cr eat es t he folder accor ding t o unit SOP.
The SOMPF is nor mally cont ained in a compar t ment ed binder or folder t hat
keeps all infor mat ion in an or der ly, logical for mat . A t ypical SOMPF consist s
of t he following it ems:
Mission designat ion.
Mission TASKORD.
Mission planning checklist (Figur e E-8, page E-24).
DA For m 1594, Daily St aff J our nal or Dut y Officer s Log.
FM 3-05.401
E-24
Commander s St at ement of Int ent .
CONOPS.
MSR.
CONOPS appr oval by higher HQ.
Planning confer ence t r ip r epor t s.
Pr edeployment sit e sur vey (PDSS) r esult s.
Deployment dat a.
OPSUM.
AAR.
Item Action Date Completed Initials
Receive Mission
Initiate SOMPF
Conduct Mission Analysis
Develop Commanders Intent
Deployment Report
Attend Supported Unit Mission
Planning Conference
Redeployment Report
Planning Conference Trip Report
CONOPS to Higher CA HQ
MSR to Higher CA HQ
Receive CONOPS Approval From
Higher CA HQ
Receive MSR Approval From
Higher CA HQ
Deployment Report
Conduct PDSS
Redeployment Report
PDSS Trip Report
MSR to Supported Unit
Final CONOPS to Higher CA HQ
Deployment Report
Conduct Mission
Redeployment Report
OPSUM
AAR
Input to SODARS
Figure E-8. Sample Mission Planning Checklist
Mi ssi on Analysi s
E-63. The commander and all essent ial personnel involved in t he CA mission
part icipat e in t he mission analysis process. This process is best performed in a
locat ion t hat gives t he part icipant s a secure, nondisrupt ive at mosphere yet
provides access t o equipment , people, and informat ion required for proper mission
analysis. The following paragraphs discuss t he mission analysis process.
FM 3-05.401
E-25
E-64. Gathe r Facts . The following document s ar e useful in gat her ing fact s
per t aining t o t he mission:
All document s r efer enced in t he TASKORD (t hese usually include
t heat er OPLANs or OPORDs, suppor t ed unit OPLANs or OPORDs,
and ot her document s t hat ar e dir ect ive in nat ur e or pr ovide guidance
for mission planner s).
Ar ea st udies for t he specified AO.
Recent sur veys or assessment s of t he AO.
SODARS dat a for t he specified AO.
Tr ip r epor t s and AARs of confer ences or CA oper at ions in t he AO.
Cur r ent SITREPs of deployed CA unit s, t eams, and individuals in
t he AO.
E-65. Ot her sour ces of infor mat ion include nat ional and t heat er t hr eat
assessment s, ambassador s annual st at ement s of goals and object ives,
count r y t eam and HN gover nment plans, annual int egr at ed assessment s of
secur it y assist ance, t heat er joint mission analysis, basic PSYOP st udies, and
t he plans and pr ogr ams of ot her USG agencies. Many of t hese sour ces ar e
available t hr ough t heat er -level planner s and ar e highly classified.
E-66. Make Assumpti ons. Any r equir ed infor mat ion not r eadily available
t hr ough t hese r esour ces should be r equest ed fr om t he higher CA HQ using
specific RFIs. In or der for t he mission analysis pr ocess t o cont inue, t he
missing infor mat ion is r eplaced by assumpt ions t hat ar e based on t he
knowledge and exper ience of t he analyst s. These assumpt ions will be
confir med or r efut ed upon r eceipt of answer s t o t he RFIs.
E-67. Re s tate the Mi s s i on State me nt. The t asked CA commander
r est at es t he mission st at ement t o r eflect what he sees as his act ual mission.
Using t he TASKORD as t he pr imar y document and t he r esour ces list ed above
as suppor t ing document s, t he CA commander and his st aff det er mine t he
specified and implied t asks for CA for ces. Specified t asks ar e t hose t asks
specifically assigned t o CA for ces in plans, or der s, and ot her dir ect ives.
Implied t asks include t hose suppor t ing t asks t hat must be accomplished in
or der t o achieve a specified t ask. Implied t asks also include t hose t asks
ident ified in suppor t ing document s t hat must be accomplished t o achieve t he
over all mission.
E-68. Aft er list ing all specified and implied t asks, t he commander and his
st aff det er mine which ar e t he cr it ical, or essent ial, t asks. The essent ial t asks
ar e t hose t hat absolut ely must be accomplished in or der t o successfully
complet e t he mission. These essent ial t asks will be list ed in t he r est at ed
mission st at ement for t he unit conduct ing t he mission analysis.
E-69. De te rmi ne Commanders Inte nt and Gui dance . In addit ion t o t he
r est at ed mission st at ement , t he commander const r uct s his int ent for t he
mission, defining what he sees as t he end st at e of t he oper at ion and what t he
CA for ce must do t o achieve t hat end st at e. He also pr ovides guidance for
cont inued mission analysis by t he st aff. His guidance should include
Specific COAs t o develop.
Risk guidance.
Secur it y measur es t o be implement ed.
FM 3-05.401
E-26
Specific pr ior it ies for CSS.
The t ime plan.
The t ype of or der or pr oduct t o r esult fr om t he pr ocess.
Any ot her infor mat ion t he commander want s t he st aff t o consider .
E-70. At t his point , t he commander should t ake t he oppor t unit y t o give a
war ning or der t o all subor dinat e unit s, t eams, or individuals t hat will be
par t icipat ing in t he oper at ion. The war ning or der pr ovides all det ails
necessar y for t he subor dinat e CA element t o begin planning and, if
applicable, t ells t he subor dinat e element when t he OPORD will be issued.
E-71. De ve lop and Analyze COAs. When t he commander and st aff have
complet ed t he st eps ment ioned above, t he st aff conduct s a COA analysis. FM
101-5 pr esent s a det ailed discussion of t he pr ocess of developing and
analyzing COAs. The st aff will follow t his pr ocess t o det er mine opt ions t hat
will achieve t he r est at ed mission.
E-72. For some CA missions, only one COA exist s t o sat isfy a mission. The
commander of t he higher CA HQ may dir ect t his COA or it may be t he only
viable solut ion based on mission r equir ement s and t he availabilit y of CA
funct ional specialist s. When only one COA is developed, t he pur pose of t he
COA analysis is t o ver ify, r efine, synchr onize, and int egr at e t he commander s
COA and r ecommend modificat ions, as necessar y.
E-73. Approve COA. The st aff will pr esent each of t he opt ions t o t he CA
unit commander in a decision br iefing. At t he end of t he br iefing, t he unit
commander chooses t he COA which best sat isfies t he mission accor ding t o
his guidance.
E-74. If t he commander has obser ved and par t icipat ed in t he planning
pr ocess, t he decision may be r apidly appar ent and t he commander can
make an on-t he-spot decision. If only one COA was developed, no decision
is r equir ed unless t he developed COA becomes unsuit able, infeasible,
or unaccept able.
Res pons e to Hi gher Headquarte rs vi a CONOPS and MSR
E-75. The appr oved COA becomes t he basis for t he unit s init ial CONOPS.
The CONOPS indicat es t o t he t asking CA commander t hat t he t asked unit
has conduct ed a det ailed mission analysis. The init ial CONOPS will cont ain
as much det ail as possible in each of it s par agr aphs, but leaves r oom for
fur t her coor dinat ion. It is sent t o t he higher CA HQ accor ding t o t he suspense
dat e given in t he mission not ificat ion or der ; for example, wit hin 90 days of
t he DTG of t he TASKORD for deliber at e planning and NLT 24 hour s aft er
r eceipt of t he TASKORD for t ime-sensit ive oper at ions.
E-76. The CONOPS is not a dir ect iveit is mer ely a mechanism used t o
advise t he t asking commander how t he unit int ends t o accomplish it s
assigned mission.
E-77. Nor mally, t he CA element t asked as t he MPA will consolidat e t he
CONOPS of subor dinat e or suppor t ing CA element s int o one CONOPS. This
CONOPS is passed t o t he higher CA HQ wher e it may be fur t her consolidat ed
befor e submission t o t he t asking commander .
FM 3-05.401
E-27
E-78. Any r esour ces r equir ed for t he mission t hat ar e not or ganic t o t he unit
or available t o t he unit t hr ough r out ine CSS channels ar e list ed in an MSR.
The MSR is for war ded t o t he next -higher CA HQ, usually along wit h t he
CONOPS. This HQ will at t empt t o fill t he r equest using int er nal sour ces. It
will consolidat e all subor dinat e and suppor t ing unit MSRs and for war d
unfilled r equir ement s t o t he next -higher CA HQ for r esolut ion.
Recei pt of CONOPS Approval From Hi gher CA Headquarte rs
E-79. Upon r eview of t he CONOPS, t he t asking commander will issue a
message indicat ing appr oval or disappr oval of t he CONOPS. He will also
pr ovide addit ional guidance, as necessar y, r egar ding fur t her planning and
coor dinat ion for t he mission.
Mi ssi on Conference s and Orde rs Bri efs and Conduct of PDSS
E-80. Depending on t he t imeline given in t he mission not ificat ion or der , t his
st ep may occur dur ing t he fact s-gat her ing phase of mission analysis and
befor e CONOPS submission.
E-81. The t asked CA unit commander sends his pr imar y mission planner s t o
mission confer ences and or der s br iefs sponsor ed by t he suppor t ed unit . The
CA planner s act ively par t icipat e in t hese meet ings by pr oviding capabilit ies
br iefings, meet ing key POCs, coor dinat ing logist ics r equir ement s, and
gat her ing addit ional infor mat ion for CA mission planning.
E-82. If t ime, cir cumst ances, and for ce pr ot ect ion measur es per mit , t he CA
planner s visit t he locat ion at which t he unit , t eam, or individual will conduct
t he CA mission. Dur ing t his PDSS, CA planner s visit or obt ain infor mat ion
on all mission-r elat ed CASCOPE. They meet key POCs and conduct as much
coor dinat ion as possible t o ensur e a smoot h t r ansit ion t o full oper at ions upon
deployment . A t echnique is t o t ake st ill phot os or video dur ing t he PDSS t o
or ient deploying CA soldier s t o t he ar ea.
E-83. Upon r et ur n fr om mission confer ences, or der s br iefs, and PDSSs, CA
planner s wr it e t r ip r epor t s. Tr ip r epor t s ser ve t o document coor dinat ion made
dur ing t he t r ip and t o ident ify unr esolved issues t hat must be addr essed
befor e execut ion of t he CA mission. They ar e submit t ed t o t he MPA accor ding
t o t ime r equir ement s specified in t he unit SOP. A t ypical t r ip r epor t for mat is
found in Appendix C.
Re fi ne me nt of CONOPS i nto OPLAN, CONPLAN, Supporti ng Plan, or OPORD
E-84. The final pr oduct of t he SO oper at ional planning pr ocess is an OPLAN,
CONPLAN, suppor t ing plan, or OPORD t hat det ails how t he CA unit , t eam,
or individual will accomplish t he CA mission. All plans and or der s and t heir
suppor t ing annexes and appendixes use t he five-par agr aph field or der for mat
found in FM 101-5.
E-85. The OPLAN, a pr oduct of deliber at e planning, is a complet e and
det ailed plan cont aining a full descr ipt ion of t he CONOPS and all r equir ed
annexes wit h associat ed appendixes. The OPLAN ident ifies t he specific CA
for ces, funct ional suppor t , deployment sequence, and r esour ces r equir ed t o
execut e t he plan and pr ovides closur e est imat es for t heir movement int o t he
FM 3-05.401
E-28
t heat er . The OPLAN becomes an OPORD when t he condit ions of execut ion
occur and an execut ion t ime is det er mined.
E-86. The CONPLAN, also a pr oduct of deliber at e planning, is an OPLAN in
an abbr eviat ed concept for mat t hat would r equir e consider able expansion or
alt er at ion t o conver t it int o an OPLAN or OPORD. A CONPLAN cont ains t he
commander s employment concept and key annexes and appendixes r equir ed
t o complet e planning. CONPLANs ar e gener ally developed t o meet common-
t ype missions t hat may develop r apidly and r equir e implement at ion of like
act ion but under mar kedly differ ent cir cumst ances; for example, NEO.
E-87. The suppor t ing plan complement s t he OPLAN or CONPLAN of a
suppor t ed unit . Some examples of suppor t ing plans ar e CMO annexes, CA
appendixes, and NEO plans.
E-88. The OPLAN, CONPLAN, and suppor t ing plan ar e mer ely pr oposals for
execut ing a fut ur e or ant icipat ed oper at ion. Upon complet ion, t hese plans ar e
st or ed accor ding t o t heir classificat ion unt il r equir ed. Because plans make
assumpt ions about t he nat ur e of t he sit uat ion at t he ant icipat ed t ime of
execut ion, t hey cannot r emain st at ic. They must be r eviewed per iodically and
updat ed t o r eflect t he cur r ent analysis of t he sit uat ion.
E-89. The OPORD, a pr oduct of bot h t ime-sensit ive planning and peacet ime
planning, is a dir ect ive issued by t he commander t o subor dinat e commander s
or t eam leader s for effect ing coor dinat ed execut ion of an oper at ion. Based on
plans or t he r eceipt of a new mission, t he OPORD is a wr it t en or an or al
communicat ion dir ect ing act ions at a specified execut ion t ime and dat e.
E-90. The execut ion par agr aph of CA plans and or der s t ypically cover s five
dist inct phases:
Phase I, Predeployment: Addr esses all act ions necessar y t o pr epar e t he
unit , t eam, or individual t o deploy, including administ r at ive, t r aining,
and logist ics r equir ement s and mobilizat ion issues.
Phase II, Deployment: Addr esses movement t hr ough mobilizat ion
st at ion or point of embar kat ion t o t he AO accor ding t o t he TPFDD
or TPFDL.
Phase III, Employment: Addr esses how t he CA unit , t eam, or individual
will accomplish it s specified, implied, and cr it ical t asks in t he AO along
civil lines of oper at ion (such as t he six CA act ivit ies). This sect ion may
be fur t her divided int o major milest ones or phases of t he oper at ion,
if known.
Phase IV, Redeployment: Addr esses movement t hr ough point of
embar kat ion t hr ough demobilizat ion st at ion t o home st at ion accor ding
t o TPFDD or TPFDL.
Phase V, Recovery: Addr esses all act ions necessar y t o pr epar e t he unit ,
t eam, or individual for fut ur e missions.
Bri efback
E-91. The br iefback is t he MPAs oppor t unit y t o demonst r at e t o t he t asking
CA commander or t he suppor t ed mission commander t hat all assigned t asks
fr om t he mission not ificat ion or der and all subsequent guidance r equir ement s
FM 3-05.401
E-29
issued dur ing t he planning pr ocess have been met . For deliber at e planning,
t he br iefback allows t he t asking CA commander t he oppor t unit y t o r eview
OPLANs, CONPLANs, and suppor t ing plans befor e t hey ar e placed in t he CA
unit files or for war ded t o t he commander of t he suppor t ed unit . For t ime-
sensit ive and peacet ime planning, t he br iefback allows t he t asking CA
commander t o ensur e t he deploying unit , t eam, or individual clear ly
under st ands t he mission, and all r equir ement s have been planned and
coor dinat ed pr ior t o mission execut ion.
E-92. The t asking CA commander dict at es t he venue and for mat of t he
br iefback. The br iefback can t ake t he for m of a for mal st aff br iefing or an
infor mal desk-side br iefing. At a minimum, t he br iefback should cover each of
t he five par agr aphs in enough det ail t o demonst r at e t he ext ent and
effect iveness of t he planning pr ocess.
E-93. If circumst ances do not afford a t asked CA unit , t eam, or individual t he
opport unit y t o pr esent an or al briefback t o t he t asking commander , a final
CONOPS t hat det ails t he same informat ion may serve t he same purpose.
NOTE: This is t he last st ep in t he SO oper at ional planning pr ocess for
deliber at e planning.
De ploy/Exe cute Mi ssi on/Re de ploy
E-94. These st eps of t he planning pr ocess ar e t he r esult of CA mission
planning. They will not be addr essed in t his appendix.
Results of Mi ssi on Documented i n OPSUM, AAR, J ULLS, SODARS, and CA Database
E-95. This st ep in t he planning pr ocess occur s aft er mission complet ion and
is not t echnically a st ep in mission planning. It is addr essed at t his t ime,
however , because t he pr oduct s of t his st ep assist CA planner s plan follow-on
CA missions or CA missions of a similar nat ur e.
E-96. Operati ons Summary. The OPSUM is a snapshot of what occur r ed
dur ing t he mission. It out lines det ails about t he oper at ional mission only. It
is nor mally submit t ed wit hin 96 hour s of mission complet ion wit h t he
under st anding t hat a mor e det ailed AAR will follow. A sample OPSUM is in
Appendix C.
E-97. Afte r-Acti on Report. The AAR is a hist or ical r ecor d of a CA act ivit y
or CA par t icipat ion in a civil-milit ar y oper at ion. Par t icipant s in t he act ivit y
or oper at ion gener at e t he AAR shor t ly aft er t he mission is complet ed.
The AAR is for war ded t hr ough t he chain of command t o t he highest
command level so t hat commander s, st aff officer s, and ot her analyst s can
develop t r ends, lessons, and just ificat ion for changes t o st r uct ur e and
equipment aut hor izat ions.
E-98. A good, compr ehensive AAR cont ains copies of per t inent
document at ion and infor mat ion about t he impor t ant event s t hat init iat ed t he
oper at ion. It pr ovides diagr ams depict ing for ce st r uct ur e and command
r elat ionships for t he oper at ion. It det ails t he CA act ivit ies conduct ed dur ing
t he oper at ion and discusses challenges and issues t hat enhanced or impeded
t hose act ivit ies. Finally, t he AAR analyzes t he oper at ion for DTLOMS.
FM 3-05.401
E-30
E-99. J oi nt Uni ve rsal Le ssons Le arne d Syste m. J ULLS is a
subcomponent of t he joint exer cise management package (J EMP). The J ULLS
pr ogr am is used widely t hr oughout all br anches of t he milit ar y and pr ovides
a mechanism for collect ing lessons t hat ar e lear ned fr om a milit ar y exer cise
or oper at ion. Each lesson lear ned is st or ed in a cent r al dat abase t o facilit at e
lat er r efer ence. This dat abase is dist r ibut ed semiannually t o t he combat ant
commander s of all unified commands, t he Ser vices, and t he combat suppor t
agencies. J ULLS impr oves combat ant commander s war fight ing capabilit ies
by t aking advant age of lessons fr om r eal-wor ld oper at ions and exer cises. The
J ULLS dat abase is classified SECRET and below.
E-100. Infor mat ion is input t o t he J ULLS dat abase in t he following for mat :
Ident ifying infor mat ion.
Tit le.
Obser vat ion.
Discussion.
Lesson lear ned.
Recommended act ion.
Comment s.
E-101. Spe ci al Ope rati ons De bri e f and Re tri e val Syste m. Some
OCONUS missions r equir e a SODARS r epor t . The pur pose of t he SODARS
r epor t is t o capt ur e cur r ent condit ions, at t it udes, cont act s, and ot her
infor mat ion it ems in t he visit ed ar ea for r efer ence by SOF per sonnel
deploying t her e on fut ur e missions. The unit G-2 or S-2 is r esponsible for
maint aining and t r ansmit t ing t he SODARS r epor t t hr ough higher CA HQ
t o USASOC.
JOINT OPERATION EXECUTION AND DEPLOYMENT MANAGEMENT
E-102. Except for TPFDD development , J OPES deliber at e and cr isis-act ion
planning is essent ially a manual pr ocess. In cr isis-act ion planning, J OPES
ADP suppor t is used t o r efine exist ing TPFDD or t o develop new ones. At
execut ion, J OPES ADP manages t he deployment of for ces and t heir
equipment int o t he AO.
Ti me -Phas e d Force and De ployme nt Data
E-103. A TPFDD is a comput er dat abase used t o ident ify t ypes of for ces and
act ual unit s r equir ed t o suppor t an OPLAN or OPORD. In addit ion, t he
TPFDD cont ains est imat es of logist ics suppor t and designat es por t s for
loading (embar kat ion) and unloading (debar kat ion). Finally, t he TPFDD,
based on planner input , est ablishes t he sequence for moving t he for ces and
t heir suppor t (t ime phasing) int o t he AO. The t ime-phased for ces, and t heir
associat ed car go and passenger movement r equir ement s, ar e used as t he
basis for act ual t r anspor t at ion scheduling. J OPES ADP depends on Ser vice
planning syst ems for t hese for ce and suppor t r equir ement s. The J OPES
dat abase is dist r ibut ed wor ldwide and pr ovides a single infor mat ion sour ce
for movement st at us.
FM 3-05.401
E-31
E-104. Developing TPFDD involves four main pr ocesses. These ar e discussed
in t he following par agr aphs.
E-105. Force Planni ng. J OPES ADP helps planner s build t he for ce list
dur ing for ce planning. For ce planning begins when t he combat ant
commander ident ifies t he major appor t ioned for ces needed t o suppor t his
CONOPS, and cont inues wit h t he ident ificat ion of CS and CSS for ce
r equir ement s. Init ially, for gr oss planning est imat es, not ional (gener ic)
unit s may be designat ed. As t he pr ocess cont inues, however , act ual unit s
must be ident ified.
E-106. Support Planni ng. TPFDD development t hen shift s t o suppor t
planning. Var ious soft war e pr ogr ams use t he for ce list t o est imat e t ime-
phased lift r equir ement s for supplies, equipment , and r eplacement per sonnel
needed t o sust ain t he for ces specified dur ing for ce planning. The quant it ies
ar e det er mined using planning models t o der ive gr oss quant it ies (weight and
volume). Unique comput er pr ogr ams pr ovide suppor t for specialized planning
models, such as civil engineer ing and medical suppor t .
E-107. Transportati on Planni ng. Dur ing t r anspor t at ion planning, all of
t he for ces ar e t ime-phased int o t he AO. J OPES soft war e compar es
appor t ioned t r anspor t at ion asset s t o t he for ces t o be moved, fact or s in t heir
sust ainment r equir ement s and t ime-phasing, and det er mines if t he planned
for ces can be moved t o t he AO t o meet t he combat ant commands needs. The
pr oduct of t his pr ocess is a capabilit ies-based, t r anspor t at ion-feasible
dat abase cont aining all t he for ces, mat er iel, and per sonnel needed t o execut e
t he combat ant commander s CONOPS. This t r anspor t at ion-feasible dat abase
is t he TPFDD.
E-108. De ployment or Redeployment Executi on. At execut ion, t he
TPFDD developed dur ing deliber at e planning (or a new one developed dur ing
cr isis-act ion planning) is r efined and movement r equir ement s ar e validat ed.
This validat ed TPFDD becomes t he basis for act ual t r anspor t at ion scheduling
for for ce deployment and subsequent r edeployment . Supply and r eplacement
per sonnel est imat es developed dur ing planning ar e used as a sour ce for
est ablishing t r anspor t at ion channels for sust ainment movement . In shor t , t he
J OPES dat abase is a single sour ce for for ce deployment movement
r equir ement s and st at us.
E-109. The CJ CS has est ablished a t ime st andar d for TPFDD development
dur ing cr isis-act ion planning. The object ive t ime st andar d is 72 hour s fr om
not ificat ion and r eceipt by t he suppor t ed commander t o validat ion of t he
TPFDD (in level IV det ail [explained below]) for t he fir st 7 days of t he
deployment flow. (NOTE: Based on suppor t ed commander guidance, asset s
deploying fr om or igin t o dest inat ion on unit or ganic t r anspor t at ion may not
r equir e level IV det ail.)
Levels of De tai l
E-110. Wit hin t he cur r ent joint planning and execut ion syst ems, movement
char act er ist ics ar e descr ibed at six dist inct levels of det ail. CA planner s must
be familiar wit h t he levels as t hey must pr ovide specific dat a t o t he suppor t ed
unit dur ing t he TPFDD-building pr ocess. These levels ar e
Level I: Aggr egat ed level. Expr essed in t ot al number of passenger s and
t ot al shor t t ons (STONs), t ot al measur ement t ons (MTONs), t ot al
FM 3-05.401
E-32
squar e feet (SQFT), or t ot al t housands of bar r els by unit line number
(ULN), car go incr ement number (CIN), and per sonnel incr ement
number (PIN).
Level II: Summar y level. Expr essed as t ot al number of passenger s by
ULN and car go summar ized as follows: bulk, over sized, out sized, and
non-air -t r anspor t able STONs; vehicular , non-self-deployable air cr aft
and boat s, and ot her MTONs in SQFT; and t housands of bar r els of
POL.
Level III: Tot al passenger s and car go STONs, MTONs, SQFT, and
t housands of bar r els br oken down by car go cat egor y.
Level IV: Det ail expr essed as number of passenger s and individual
dimensional dat a (expr essed in lengt h, widt h, and height in number of
inches) of car go by equipment t ype by ULN.
Level V: Det ail by pr ior it y of shipment . Expr essed as t ot al number of
passenger s by Ser vice specialt y code in deployment sequence by ULN
individual weight (in pounds) and dimensional dat a (expr essed in
lengt h, widt h, and height in number of inches) of equipment in
deployment sequence by ULN.
Level VI: Det ail expr essed for passenger s by name and social secur it y
number (SSN) or for coalit ion for ces and civilians by count r y nat ional
ident ificat ion number ; and for car go by t r anspor t at ion cont r ol number
(TCN). Nonunit car go includes feder al st ock number (FSN) or Nat ional
St ock Number (NSN) det ail. Car go can be nest ed. Car go wit h TCNs
t hat ar e nest ed ar e r efer r ed t o as secondar y loads. Level VI example:
11 level VI r ecor ds would r epr esent 11 vehicles of t he same t ype. Those
r ecor ds would be summed t o 1 in a level IV r ecor d.
CA Planner Responsi bi li ti es
E-111. ADP har dwar e and soft war e applicat ions suppor t ing J OPES and
TPFDD development ar e cont inuously upgr aded as t echnology advances. The
GCCS cur r ent ly pr ovides t he har dwar e t hat suppor t s J OPES. The J OPES
ADP soft war e is made up of hundr eds of individual comput er pr ogr ams. The
major element s of J OPES ADP ar e found no lower t han division level.
E-112. What ever t he mechanisms may be, collabor at ive planning is a
common goal t hat all commands must suppor t . CA planner s suppor t t he
pr ocess by
Reviewing t he following policy document s:
J OPES Volume I.
J oint TPFDD let t er of inst r uct ion (LOI).
USSOCOM TPFDD LOI.
Suppor t ed combat ant command TPFDD LOI.
USASOC TPFDD LOI.
Rout inely assessing unit mission, r eadiness, and deployment
r equir ement s.
FM 3-05.401
E-33
Maint aining accur at e and cur r ent dat abases; for example, St at us of
Resour ces and Tr aining Syst em (SORTS), which feeds int o t he TPFDD-
building pr ocess.
Repor t ing discr epancies t o t he appr opr iat e st aff or command element .
Pr oviding copies of car go det ail r epor t s and per sonnel det ail r epor t s t o
designat ed command element , logist ics st aff, and movement planner s.
Reviewing and updat ing car go det ail r epor t s and per sonnel det ail
r epor t s upon not ificat ion of deployment or r eceiving access t o oper at ion
plan fr om oper at ions st aff.
Keeping abr east of changes in suppor t ed unit r equir ement s t hat ensur e
t he effect ive deployment and r edeployment of any assigned mission or
r equir ement .
TPFDD PROCESS FOR CA UNIT DEPLOYMENT OR REDEPLOYMENT
E-113. The following par agr aphs discuss t he TPFDD pr ocess for CA unit s
deploying or r edeploying in suppor t of CMO.
E-114. The suppor t ed combat ant command
Det er mines for ce r equir ement s.
Nor mally develops for ce module.
Develops not ional TPFDD (t ype unit , locat ions, dat es).
Infor ms USSOCOM of for ce r equir ement s.
Obt ains geographic combat ant commander approval for force deployment s.
Validat es for ce r equir ement s t o USTRANSCOM for lift scheduling.
Except for validat ion of lift , usually exer cises aut hor it y t hr ough t heat er
Ar my or SOC.
E-115. USASOC
Coor dinat es wit h USSOCOM, SOCs, and MSCs in building and
sour cing t he TPFDD.
Monit or s t he size of unit deployment packages t o ensur e t hat only t he
minimum essent ial equipment and personnel are sourced in t he TPFDD.
Loads car go det ail int o J OPES.
Validat es TPFDD t o USSOCOM IAW TPFDD milest ones out lined in
t he USSOCOM and suppor t ed combat ant command TPFDD LOI.
E-116. USASOC TPFDD pr ocedur es (Figur e E-9, page E-34) include t he
following:
ARSOF TPFDD for cr isis and cont ingency oper at ions will be loaded
int o J OPES at USASOC Deput y Chief of St aff for Oper at ions and Plans
(DCSOPS), once validat ed by t he chain of command.
Exercise dat a will be ent ered at USASOC DCSOPS or at t he t heat er
exercise planning conference if a USASOC represent at ive is present , IAW
t he support ed combat ant commands TPFDD LOI or USSOCOM t asking.
Deliber at e planning dat a will be ent er ed at USASOC DCSOPS pr ior t o
planning confer ences or at t he USTRANSCOM planning confer ence if a
FM 3-05.401
E-34
USASOC r epr esent at ive is pr esent , IAW t he suppor t ed combat ant
commands TPFDD LOI or USSOCOM t asking.
ARSOF unit s will be list ed separ at ely fr om convent ional for ces. They
will not be absor bed int o convent ional ULNs.
Figure E-9. TPFDD Data Entry
E-117. General rules for TPFDD and ULN development include t he following:
An air movement ULN will not exceed four C-141B equivalent s
(80 STONs).
One unit ident ificat ion code (UIC) per ULN.
ULNs will be based on company-sized and smaller unit s wit h
appr opr iat e UIC.
St andar d pallet planning weight is 3.2 STONs or less unless shipping
paper , wat er , ammunit ion, or bar r ier mat er ial.
Der ivat ive UICs ar e vigor ously used and t r acked.
USASOC Level II or Level IV Wor ksheet (Appendix C) will be used t o
submit TPFDD.
FM 3-05.401
E-35
E-118. Ear liest ar r ival dat e (EAD) and lat est ar r ival dat e (LAD) window
pr ocedur es ar e as follows:
Theat er planner s specify t he EAD and LAD window.
C-days ar e used for r eal-wor ld TPFDD.
J ulian dat es ar e used for most exer cise TPFDD.
Air movement ULNs r equir e a minimum of 3 days.
Sea movement ULNs r equir e a minimum of 10 days.
E-119. Air lift allocat ion pr ocedur es (Figur e E-10) ar e as follows:
Suppor t ed commander pr ovides for r eal-wor ld and exer cise planning.
Real wor ld: Expr essed as t he t ot al number of STONs of car go (per day)
t hat can be t r anspor t ed by air or sea int o t he t heat er of oper at ions.
Exer cise: The t ot al number of air cr aft aut hor ized by t he joint st aff for a
specific exer cise.
Theat er SOC will suballocat e air lift t o SOC component s.
Theat er Ar my will suballocat e air lift t o CA and PSYOP.
ULNs must be sized and phased t o r emain wit hin r espect ive
suballocat ions.
Figure E-10. TPFDD Airlift Scheduling
FM 3-05.401
E-36
E-120. TPFDD validat ion pr ocedur es include t he following:
For ce r eceiving commands and for ce pr oviding commands have
r eached agr eement on t he for ces in t he TPFDD.
Theat er SOCs and combat ant commands ensur e t hat sour ced for ces in
t he TPFDD sat isfy for ce r equir ement s and ar e pr ior it ized for
movement . USASOC and USSOCOM ensur e
Unit s ar e r eady t o deploy by dat es in t he TPFDD.
Unit r eadiness st at us will allow t hem t o accomplish t he mission.
TPFDD is accur at e and er r or -fr ee.
Ident ificat ion of hazar dous car go dur ing t he validat ion.
Unit s r equest ed lift r equir ement is wit hin t he t heat er -defined
lift allocat ion.
E-121. TPFDD milest ones (air movement ) include t he following:
T-110: TPFDD t o MSC G-3.
T-105: TPFDD t o USASOC DCSOPS.
T-95: USASOC submit s validat ion t o USSOCOM.
T-90: USSOCOM submit s validat ion t o suppor t ed combat ant command.
T-85: Theat er SOC or Army validat es t o support ed combat ant command.
T-70: Suppor t ed combat ant command validat es t o USTRANSCOM.
E-122. TPFDD milest ones (sea movement ) include t he following:
T-135: TPFDD t o MSC G-3.
T-130: TPFDD t o USASOC DCSOPS.
T-125: USASOC submit s validat ion t o USSOCOM.
T-120: USSOCOM submit s validat ion t o support ed combat ant command.
T-115: Theat er SOC or Army validat es t o support ed combat ant command.
T-100: Suppor t ed combat ant command validat es t o USTRANSCOM.
CA PLANNING USING THE EN ROUTE MISSION PLANNING
AND REHEARSAL SYSTEM
E-123. EMPRS was developed t o meet t he challenges of for ce pr oject ion and
r apid deployment t o cont ingency oper at ions. For ces deploying t o an
oper at ional ar ea, by air , land, or sea, ar e expect ed t o execut e t heir mission
immediat ely upon ar r ival. Those for ces may or may not have t he benefit of
t ime and int elligence t o adequat ely pr epar e and r ehear se an oper at ion befor e
depar t ur e.
E-124. EMPRS pr ovides t he abilit y t o suppor t en r out e collabor at ive
planning and mission r ehear sal wit h ear ly ent r y and for ced ent r y for ces t hat
ar e t ypically disadvant aged while moving t o t he t ar get ar ea for t act ical
deployment . It pr ovides C2 t o deploying for ces by enabling HQ t o plan and
r eplan oper at ions collabor at ively based on changes t o ongoing oper at ions.
FM 3-05.401
E-37
When you put an airborne force or a light force . . . on an airplane,
you essentially put them in an isolation booth, so all they know is
what they knew when they got on that airplane, said Lieutenant
General Randall L. Rigby, exercise director for the experiment.
During one test of the system, paratroopers from the 3d Battalion,
325th Airborne Infantry Regiment, 82d Airborne Division, Fort Bragg,
North Carolina, were tasked to take the airfield on the fictitious island
of Aragon. They learned 15 minutes after takeoff that a cache of
S A-18 antiaircraft missiles north of the drop zone had to be seized as
well.
With the help of EMPRS , Lieutenant Colonel Michael Garrett, 3d
Battalion commander, drafted a new plan of attack, briefed the joint
task force headquarters at Fort Bragg, and informed his men of the
additional mission before they reached the drop zone. He was able to
section off a detachment to seize the missiles well before the
paratroopers hit the ground.
Based on such performance, some officials believe the EMPRS could
play a key part in the success of Army Chief of S taff General Eric K.
S hinsekis plan to create brigade combat teams that can deploy
anywhere in the world within 96 hours. If you cant plan to rehearse
while you are in the air, then we wont be able to make the 96-hour
time line.
Experimental System Provides Real-Time In-Flight Data,
Army Logistician,
Volume 33, Issue 1,
January-February 2001
E-125. As a capabilit y of t he ABCS, EMPRS is a plat for m for t hr ee-way
communicat ions bet ween mission command HQ, a t ask for ce en r out e, and an
oper at ions sit e. The syst ems har dwar e and soft war e component s enable t he
development , pr ocessing, and display of mission-r elat ed infor mat ion
including maps, phot ogr aphs, and ot her planning t ools. The syst em pr ovides
dat a connect ivit y bet ween gr ound and air bor ne comput er s using var ious
communicat ion links, and connect ions wit h r emot ely locat ed st at ions. In
addit ion t o voice communicat ions, t he syst em enables par t icipant s t o
simult aneously exchange and edit over lays, imager y, pr esent at ions, and
ot her document s.
E-126. Using ABCS- and EMPRS-unique equipment , deploying for ces ar e
able t o
Receive a new or modify an exist ing mission t asking while en r out e t o
an ar ea of combat oper at ions.
Replan mission implement at ion based upon new infor mat ion or t asking
in near -r eal t ime.
Coor dinat e t he new plan among all applicable combat element s
(including joint and mult iser vice element s).
Rehear se t he new plan wit h all applicable combat element s.
Execut e t he new plan.
FM 3-05.401
E-38
E-127. Dur ing t he aler t and pr edeployment phase, t he syst em oper at es fr om
fixed facilit ies. EMPRS can also be configur ed for mobile plat for ms, including
USAF C-130, C-141, C-5 and C-17 air cr aft , as well as sur face ships.
E-128. While communicat ion bet ween t act ical milit ar y user s is nor mally
secur e, t he syst em also int er faces wit h NGOs suppor t ing cont ingency
oper at ions using commer cial, off-t he-shelf, indust r y-st andar d har dwar e and
soft war e packages.
E-129. When used aboar d air cr aft , EMPRS is a pallet ized syst em. The
deploying for ce commander and st aff must cr eat e seat ing plans and bump
plans t hat cr oss-level soldier s based on t heir oper at ional funct ions and
mission r equir ement s in t he object ive ar ea. The CA t eam leader ensur es t hat
t he commander conduct s an appr opr iat e METT-TC analysis when cr eat ing
t hese plans.
CA PLANNING USING THE MILITARY DECISION-MAKING PROCESS
E-130. This discussion of t he MDMP, adapt ed fr om FM 101-5, suppor t s CA
planner s in t heir r ole as member s of a convent ional milit ar y st aff below t he
joint level. It cover s basic pr ocedur es wit hout t he benefit of t he ABCS.
E-131. Deliber at e decision making is char act er ized by full implement at ion of
t he MDMP. Commander s below t he joint level use t he MDMP when t ime is
available for t he st aff t o explor e a full r ange of opt ions. It is used by bot h
exper ienced and inexper ienced st affs. CA planner s, as essent ial member s of
t he st aff, ar e int r icat ely involved in t he MDMP.
E-132. The commander is per sonally r esponsible for planning, pr epar ing for ,
and execut ing oper at ions. Fr om st ar t t o finish, t he commander s per sonal r ole
is cent r al; his par t icipat ion in t he pr ocess pr ovides focus and guidance t o t he
st aff. The commander uses his st aff dur ing t he MDMP t o explor e t he full
r ange of pr obable and likely enemy, fr iendly, and civilian COAs, and t o
analyze and compar e his own or ganizat ions capabilit ies wit h t hose of t he
enemy and ot her or ganizat ions in t he AO. This st aff effor t has one object ive:
t o collect ively int egr at e infor mat ion wit h sound doct r ine and t echnical
compet ence t o assist t he commander in visualizing t he bat t lespace and in
making sound decisions. The MDMP is an adapt at ion of t he Ar mys analyt ical
appr oach t o pr oblem solving, ment ioned pr eviously in t his appendix. The
MDMP
Pr ovides a t ool t o assist in developing a plan.
Is det ailed, deliber at e, and sequent ial.
Minimizes t he r isk of over looking a cr it ical aspect of t he oper at ion.
When used pr oper ly, r esult s in t he pr oduct ion of a sound or der .
Is t ime-consuming.
Forms t he foundat ion for planning in a t ime-const rained environment .
E-133. Thr oughout t he MDMP, t he commander and each st aff sect ion
maint ain est imat es. The est imat e cont ains significant fact s and event s of an
AO, int er pr et s t heir significance t o cur r ent and fut ur e oper at ions, and, based
on t he analyzed dat a, pr ovides conclusions on fut ur e possibilit ies and
FM 3-05.401
E-39
pr ospect ive r esult s of t he var ious act ions t hat might be t aken by all sides of
an oper at ionfr iendly, enemy, and civilian. The est imat e also r ecommends
how t o best use available r esour ces.
E-134. The est imat e is r evised when impor t ant new infor mat ion is r eceived
or t he sit uat ion changes significant ly. It is maint ained not only t o suppor t t he
planning pr ocess but also for mission execut ion. The CMO est imat e for mat is
found in FM 41-10.
E-135. Figur e E-11 pr ovides a det ailed gr aphic r epr esent at ion of t he MDMP.
FM 101-5 ident ifies seven st eps t o t he MDMP. Each of t hese st eps will be
discussed in mor e det ail below.
Figure E-11. The Military Decision-Making Process
RECEIPT OF MISSION
E-136. A unit may r eceive a mission in a var iet y of ways; for example, via
war ning or der , FRAG or der , OPORD, or ver bal or der . As soon as a new
mission is r eceived, t he unit s oper at ions sect ion issues a war ning or der t o t he
FM 3-05.401
E-40
st aff aler t ing t hem of t he pending planning pr ocess. Unit SOPs ident ify who
is t o at t end, who t he alt er nat es ar e, and wher e t hey should assemble.
E-137. Befor e t he MDMP, st aff officer s must know t he st at us of subor dinat e
unit s, limit at ions, and capabilit ies of suppor t ing asset s, t hr eat sit uat ion and
capabilit ies in t he AO, and t ime available. The CA planning t eam pr epar es
for t he mission analysis immediat ely upon r eceipt of t he war ning or der by
gat her ing t he t ools needed t o do mission analysis. These include
Copy of t he or der or plan of t he higher HQ, wit h gr aphics.
Maps of t he AO.
SOPs of t he suppor t ed unit , t he higher HQ, and t he suppor t ing CA unit .
Appr opr iat e FMs.
Any exist ing CMO est imat es and ar ea assessment s. At a minimum, t he
CA planners should have conduct ed an analysis of CASCOPE for t he AO.
Addit ional t ools det er mined t o be useful based on t eam exper ience and
CA unit SOP for t he par t icular t ype of mission.
E-138. At t he init ial mission analysis meet ing, t he commander and st aff
conduct a quick init ial assessment designed t o opt imize t he commander s use
of t ime while pr eser ving t ime for subor dinat e commander s t o plan and
complet e oper at ional pr epar at ions. This assessment
Det ermines t he t ime available fr om mission receipt t o mission execut ion.
Det er mines t he t ime needed for t he unit and it s subor dinat es t o plan,
pr epar e for , and execut e t he mission.
Det er mines t he IPB.
Det er mines t he st aff est imat es alr eady available t o assist planning.
Consider s ambient light r equir ement s for planning, r ehear sals,
and movement .
Consider s t he st affs exper ience, cohesiveness, and level of r est or st r ess.
E-139. Addit ionally, t he commander issues his st aff init ial guidance. This
guidance nor mally includes
How t o abbr eviat e t he MDMP, if r equir ed. The commander can do t his
by giving t he st aff specific COAs t o develop.
Init ial t ime allocat ion for planning. The commander est ablishes a
t imeline t hat allocat es one-t hir d of t he available t ime t o his st aff
planning pr ocess and t wo-t hir ds t o subor dinat e unit s. The t ime may
var y fr om hour s t o days, weeks, or mont hs.
Liaison officer s t o dispat ch. Liaison officer s facilit at e suppor t for any
coor dinat ion t hat may be r equir ed. Their dispat ch is an infor mal
not ificat ion t hat a plan of act ion is pending.
Init ial r econnaissance t o begin. A collect ion plan is est ablished ear ly t o
gat her and pr ovide infor mat ion t o t he st aff dur ing t he planning
pr ocess. Depending on t he st aff level and asset s available, t he
r econnaissance may r ange fr om a foot soldier t o sat ellit e imager y t o
r esear ching and monit or ing Int er net sit es t o a host of ot her sour ces.
FM 3-05.401
E-41
Aut hor ized movement . It may be necessar y t o move unit s int o posit ions
t hat facilit at e implement at ion upon complet ing and disseminat ing
t he plan.
Addit ional t asks t o accomplish. This r efer s t o any ot her ident ified
act ivit ies t hat can be done befor e t he mission or t o aid in mission
accomplishment .
E-140. The last st ep in t he mission r eceipt phase is t o issue a war ning or der
t o subor dinat e and suppor t ing unit s. This or der must include, as a minimum,
t he t ype of oper at ion, t he gener al locat ion of t he oper at ion, t he init ial
t imeline, and any movement or r econnaissance oper at ions t o init iat e. It is
issued so t hat sever al echelons can wor k on t heir MDMP concur r ent ly.
E-141. Par allel planning is a r out ine pr ocedur e for MDMP. Par allel planning
r elies on accur at e and t imely war ning or der s and a full shar ing of
infor mat ion bet ween echelons as it becomes available. Par allel planning is
facilit at ed by digit izat ion using ABCS. CA planner s ensur e unit SOPs
addr ess when and how t o shar e r elevant CA and CMO infor mat ion in suppor t
of par allel planning bet ween st aff element s and bet ween echelons.
MISSION ANALYSIS
E-142. The mission analysis pr ocess is cr ucial t o t he MDMP and ensur es t hat
t he commander and all st aff member s complet ely under st and what t asks t he
unit is dir ect ed t o accomplish and why. The r esult of mission analysis is
defining t he t act ical pr oblem and beginning t he pr ocess of det er mining
feasible solut ions.
E-143. The st aff nor mally conduct s mission analysis and br iefs t he r esult s t o
t he commander for his appr oval. The commander conduct s his own mission
analysis t o develop a fr amewor k fr om which t o evaluat e t he st affs wor k.
E-144. This pr ocess cont ains sevent een st eps, as descr ibed in det ail below.
The or der in which t hese st eps ar e followed is not as impor t ant as ensur ing
t hat all ar eas ar e addr essed.
I do not propose to lay down for you a plan of campaign; but simply to
lay down the work it is desirable to have done and leave you free to
execute it in your own way.
LTG Ulysses S. Grant to MG William Tecumseh Sherman,
4 April 1864
Ste p 1. Analyze the Orde r of the Hi gher He adquarte rs
E-145. The commander and his st aff t hor oughly analyze t he or der of t he
higher HQ t o make sur e t hey complet ely under st and
The higher HQ commander s int ent , mission (including t asks,
const r aint s, r isk, available asset s, and AO), concept of t he oper at ion
(including t he decept ion plan), and t imeline for mission execut ion.
The missions of adjacent (t o include fr ont and r ear ) unit s and t heir
r elat ion t o t he plan of higher HQ.
The assigned AO.
FM 3-05.401
E-42
E-146. Embedded in t he mission or der of t he higher HQ ar e t he campaign
object ives and end st at e object ives fr om which t he suppor t ed unit mission is
der ived. CA planner s must r eview all appendixes and annexes for r elevant
CA and CMO infor mat ion. CA and CMO t asks may not be specifically st at ed,
but CA planner s can r eadily ident ify how CA for ces and act ivit ies and
CMO suppor t t he mission and int ent of higher -level commander s. If any of
t he or der is unclear , CA planner s must seek clar ificat ion fr om t he higher
HQ immediat ely.
Step 2. Conduct Inte lli gence Preparati on of the Battlespace
E-147. Accor ding t o FM 101-5, t he IPB is a syst emat ic, cont inuous pr ocess of
analyzing t he t hr eat and t he effect s of t he envir onment on t he unit . It
ident ifies fact s and assumpt ions t hat det er mine likely t hr eat COAs.
The IPB suppor t s t he commander and st aff and is essent ial t o est imat es and
decision making.
E-148. Tr adit ional IPB seeks t o define t he condit ions in an AO in t er ms of
t he enemy, envir onment , and t er r ain and how t hese fact or s affect pot ent ial
milit ar y oper at ions. This is t he funct ion of t he G-2 or S-2, assist ed by t he
commander and all st aff member s.
E-149. CA planner s conduct civil IPB by fact or ing in t he nonmilit ar y t hr eat s
t o unit oper at ions. They analyze t he condit ions in an AO in t er ms of
CASCOPE. They det er mine t he effect of nonmilit ar y t hr eat s fr om t hese civil
aspect s of t he bat t lespace t o pot ent ial milit ar y oper at ions, as well as t he
effect of milit ar y oper at ions on each of t hese fact or s.
E-150. Fr om t his analysis, CA planner s develop sit uat ional t emplat es
(SITTEMPs) t hat depict likely civilian COAs. These SITTEMPs suppor t t he
war -gaming pr ocess used lat er dur ing COA analysis.
Step 3. De te rmi ne Speci fi ed, Impli ed, and Essenti al Tasks
E-151. Det er mining t he t asks t o be per for med is t he hear t of mission
analysis. A mission is nar r owly defined as a t ask t hat , t oget her wit h t he
pur pose, clear ly indicat es t he act ion t o be t aken and t he r eason for t aking it .
Thr ee t ypes of t asks t hat planner s must ident ify befor e nar r owing down a
unit s mission st at ement ar e specified, implied, and essent ial t asks.
E-152. Spe ci fi e d Tasks. These t asks ar e expr essly st at ed in t he mission
or der and it s annexes. CA t asks may be found in par agr aph 2, Mission, but
ar e mor e likely found in Tasks t o Subor dinat e Unit s under par agr aph 3 or in
t he Civil Affair s annex. CA t asks, as well as CMO t asks, can be found
t hr oughout t he mission or der in almost any par agr aph, annex, or over lay. CA
planner s must r eview t he ent ir e mission or der document t o ident ify specified
CA and CMO t asks.
E-153. Impli e d Tas ks . These t asks ar e not specifically st at ed in t he mission
or der , but must be accomplished t o sat isfy t he over all mission or t o sat isfy
any of t he specified t asks. Implied t asks come fr om a det ailed analysis of t he
or der (r eading bet ween t he lines) and fr om an under st anding of t he
envir onment t hr ough t he civil IPB pr ocess. Implied CA t asks may include
t he following:
Est ablish liaison wit h int ernat ional or ganizat ions and NGOs in-t heat er .
Est ablish liaison wit h HN gover nment al officials in t he AO.
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Ident ify and r epor t MOEs t hat affect or est ablish t he commander s
desir ed end st at e.
E-154. Essenti al Tasks. These t asks ar e der ived fr om t he list of specified and
implied t asks. They are t he t asks t hat must be execut ed t o accomplish t he
over all mission. The rest at ed mission will be formed around t he essent ial t asks.
Ste p 4. Revi ew Avai lable Assets
E-155. The commander and st aff examine addit ions t o and delet ions fr om
t he cur r ent t ask or ganizat ion, suppor t r elat ionships, and st at us (cur r ent
capabilit ies and limit at ions) of all unit s. They det er mine if t hey have t he
asset s t o per for m all specified and implied t asks. If t her e ar e shor t ages, t hey
ident ify addit ional r esour ces needed for mission success, such as CA specialt y
t eams of t he par ent or higher CA HQ, addit ional CAT-As, and so on. The st aff
needs t o pay par t icular at t ent ion t o deviat ions fr om what t he commander
consider s his nor mal t ask or ganizat ion.
Ste p 5. De te rmi ne Cons trai nts
E-156. A higher commander nor mally places some const r aint s on his
subor dinat e commander s t hat r est r ict t heir fr eedom of act ion. These
limit at ions ar e nor mally found in t he scheme of maneuver , t he CONOPS, and
coor dinat ing inst r uct ions.
E-157. Const r aint s ar e t hose t hings imposed by a higher HQ or by fact or s
such as t he enemy, t er r ain, and weat her , t hat an or ganizat ion eit her
mus t do or cannot do. Const r aint s limit opt ions available t o a commander
or pr ohibit t he commander fr om doing somet hing specific. Examples of mus t
do const r aint s include
Movement in sect or at night r equir es per mission by HN milit ar y
aut hor it ies.
CMOC will be fully funct ional wit hin 48 hour s of ar r ival in sect or .
(Affect s load plans and sequencing of unit s int o sect or .)
Examples of cannot do const r aint s include
Dir ect liaison wit h civilian agencies aut hor ized no ear lier t han (DTG).
Conduct no follow-on missions wit hout pr ior coor dinat ion wit h t he
higher HQ.
E-158. The commander must be infor med if t hose const r aint s ar e found t o
sever ely limit a unit . The st aff should t r y t o adjust or r emove such
const r aint s, if possible.
Ste p 6. Identi fy Cri ti cal Facts and Assumpti ons
E-159. The st aff pr epar es for mission analysis by collect ing per t inent
infor mat ion and sor t ing it int o fact s and assumpt ions. Fact s ar e st at ement s of
known dat a concer ning t he sit uat ion, including enemy and fr iendly unit
disposit ions, available t r oops, mat er ial r eadiness, and condit ions in t he civil
ar ena. Assumpt ions ar e supposit ions about t he cur r ent or fut ur e sit uat ion
t hat ar e assumed t o be t r ue in t he absence of fact s. They t ake t he place of
necessar y, but unavailable, fact s and fill t he gaps in what t he commander
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and st aff know about a sit uat ion. Assumpt ions ar e r eplaced by fact s as soon
as t he fact s ar e known.
E-160. An assumpt ion is appr opr iat e if it meet s t he t est s of validit y and
necessit y. Validit y means t he assumpt ion is likely t o be t r ue. Assuming
away pot ent ial pr oblems, such as weat her , likely enemy opt ions, or likely
civilian r esponses t o fr iendly or enemy milit ar y oper at ions, would r esult in an
invalid assumpt ion. Necessit y is whet her or not t he assumpt ion is essent ial
for planning. If planning can cont inue wit hout t he assumpt ion, it is not
necessar y and should be discar ded. When possible, assumpt ions ar e clear ed
wit h higher HQ t o ensur e t hey ar e consist ent wit h t he plan of t he higher HQ.
E-161. To pr ovide a basis for compiling fact s and assumpt ions, st aff officer s
const ant ly updat e st aff est imat es and ot her cr it ical infor mat ion dat abases
per t aining t o t he AO. It may be helpful t o or ganize cr it ical fact s and
assumpt ions int o t hr ee cat egor ies: fr iendly, enemy, and civilian.
E-162. The CA st aff planner gat her s fact s and assumpt ions accor ding t o
CASCOPE. He maint ains per t inent CA and CMO infor mat ion in a CA
dat abase, and keeps t he CMO est imat e cur r ent . He is also familiar wit h t he
AO, est ablishes and maint ains cont act s wit hin t he civilian communit y, and
knows wher e t o obt ain cr it ical infor mat ion r elat ed t o CMO.
E-163. While gat her ing fact s and assumpt ions, t he CA planner follows
OPSEC pr ocedur es and guidelines in effect for t he given mission.
Ste p 7. Conduct a Ri sk Asse ssme nt
E-164. Ther e ar e many pot ent ial t hr eat s or hazar ds associat ed wit h milit ar y
oper at ionsnat ur al, man-made, and t echnological. The commander and st aff
ident ify t hr eat s and hazar ds and make an init ial assessment of t he r isk level
associat ed wit h each t hr eat and hazar d. The commander may also specify a
r isk he is willing t o accept t o accomplish t he mission.
E-165. A r isk assessment ser ves not t o st ifle or eliminat e danger ous missions
but t o pr ovide for safer and mor e effect ive missions. A r isk assessment
Fost er s an awar eness of t he pot ent ial t hr eat s t o t he for ce and hazar ds
inher ent t o a par t icular oper at ion. Awar eness is t he fir st st ep t owar d
r educing or mit igat ing t hr eat s and hazar ds or t he effect s of t hr eat s
and hazar ds.
Ident ifies equipment and pr ocedur es t hat will be beneficial or t hat may
impr ove on t he conduct and safet y of t he oper at ion.
Ident ifies coor dinat ion t hat may be r equir ed t o bet t er execut e t he
int ended oper at ion.
Out lines t r aining t hat can be conduct ed dur ing r ehear sals for t he
oper at ion t o impr ove t he over all effect iveness of t he oper at ion and
mit igat e t he possibilit y of pr oblems occur r ing dur ing t he oper at ion.
E-166. Ther e ar e five st eps t o r isk assessment :
Ident ify t hr eat s and hazar ds.
Assess t hr eat s and hazar ds.
Develop cont r ols, det er mine r esidual r isk, and make r isk decision.
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Implement cont r ols.
Super vise and evaluat e.
An example Risk Assessment Mat r ix is in Appendix C.
Ste p 8. De te rmi ne Ini ti al Commanders Cri ti cal Informati on Requi rements
E-167. The commander ident ifies informat ion requirement s t hat support his
visualizat ion of t he bat t lespace and are crit ical t o decision making and analyzing
COAs. He decides what informat ion is crit ical based on his experience, t he
mission, the higher commanders intent, and input from the staff.
E-168. CCIR are sit uat ionally dependent and are specified by t he commander
for each oper at ion. The commander cont inually reviews CCIR during planning
and adjust s t hem as t he sit uat ion changes and CCIR are answer ed.
E-169. During t he MDMP, CCIR most oft en arise fr om IPB and war gaming.
CCIR define what is import ant t o mission accomplishment . They also help focus
t he effort s of subordinat es and st aff, assist in t he allocat ion of resources, and
assist st aff officer s in making r ecommendat ions. The CCIR consist of
PIR: Infor mat ion t he commander needs t o know about t he enemy.
FFIR: Infor mat ion t he commander needs t o know about adjacent unit s.
EEFI: Infor mat ion about fr iendly for ces t hat must be pr ot ect ed fr om
discover y by t he enemy.
E-170. Applicat ion of CA and CMO int o CCIR is furt her discussed in Chapt er 5
under Civilian Int erview Techniques.
Ste p 9. De te rmi ne the Ini ti al Reconnai ssance Annex
E-171. Based on CCIR and IPB, t he st aff ident ifies gaps in int elligence and
det er mines t he R&S plan t o acquir e t hat infor mat ion. The G-3 or S-3 t ur ns
t his plan int o an init ial r econnaissance annex t o launch r econnaissance
asset s as soon as possible t o begin t heir collect ion effor t .
E-172. CA/CMO-r elat ed R&S act ivit ies may include visit ing and assessing
key infr ast r uct ur e facilit ies or monit or ing web sit es per t aining t o CASCOPE
in t he AO. This st ep allocat es r esour ces t o gat her t he infor mat ion t o suppor t
t he MDMP. As t hese asset s and act ivit ies collect infor mat ion and help fill in
t he int elligence gaps, t he t askings t o r econnaissance asset s ar e updat ed t o
r eflect new CCIR.
Ste p 10. Plan Us e of Avai lable Ti me
E-173. The commander and st aff r efine t he init ial plan for t he use of
available t ime. They compar e t he t ime needed t o accomplish essent ial t asks
t o t he t imeline of t he higher HQ t o ensur e mission accomplishment is possible
in t he allot t ed t ime. Addit ionally, t he st aff must consider t he enemy and
civilian t imelines, developed dur ing t he IPB and civil engagement pr ocesses,
t o det er mine windows of oppor t unit y or t imes when t he unit will be
vulner able t o enemy or civilian act ivit y.
FM 3-05.401
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Ste p 11. Wri te the Re state d Mi ssi on
E-174. The final product of t he mission analysis is t he rest at ed
mission st at ement . The rest at ed mission must cont ain all element s of a
mission st at ement :
Who (what t ypes of for ces) will execut e t he act ion?
What t ype of act ion (for example, at t ack, defend, or suppor t )
is cont emplat ed?
When will t he act ion begin?
Where will t he act ion occur (AO and object ives)?
How will t he commander employ available asset s?
Why (for what pur pose) will each for ce conduct it s par t of t he
oper at ion?
E-175. The element of what st at es t he essent ial t asks. On-or der missions ar e
included in t he mission st at ement while be-pr epar ed and follow-on missions
will be addr essed in t he concept of oper at ion. CA planner s ensur e CA unit
missions and maneuver unit CMO r esponsibilit ies ar e included in t hese t wo
par agr aphs.
Step 12. Conduct Mi ssi on Analysi s Bri efi ng
E-176. The st aff br iefs t he commander on t he r esult s of it s mission analysis.
The br iefing focuses on t he r elevant conclusions r eached by t he st aff and
helps develop a shar ed vision of t he r equir ement s of t he upcoming mission. It
nor mally follows t he following out line:
Mission and commander s int ent of t he HQ t wo levels up.
Mission, commander s int ent , concept of t he oper at ion, and decept ion
plan or object ive of t he HQ one level up.
Review of commander s init ial guidance.
Init ial IPB pr oduct s.
Specified, implied, and essent ial t asks.
Const r aint s and r est r aint s on t he oper at ion.
For ces available.
Hazar ds and t heir r isk.
Recommended init ial CCIR.
Recommended t imelines.
Recommended r est at ed mission.
E-177. This is not a unit r eadiness br iefing. The CA/CMO st aff officer must
know t he st at us of suppor t ing CA unit s and t eams and br ief r elevant
infor mat ion as it applies t o t he sit uat ion. CA planner s should develop
st andar dized char t s, accor ding t o t he suppor t ed st affs SOP, t o monit or and
consolidat e t his t ype of dat a t o assist t he commander in obt aining a quick
snapshot of his capabilit ies.
FM 3-05.401
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E-178. The mission analysis br iefing is a cr it ical event for CA planner s. It is
oft en t he only t ime t he commander and his ent ir e st aff is pr esent and t he
only oppor t unit y t o ensur e t hat all st aff member s ar e st ar t ing fr om a common
r efer ence point . The focus of t he br iefing is on r elevant conclusions r eached
dur ing mission analysis so t hat t he commander and st aff can develop a
shar ed vision of t he r equir ement s for t he upcoming oper at ion. Failur e t o
pr omot e CA/CMO t hemes in t his br iefing may r esult in poor ly cr aft ed or
coor dinat ed plans lat er .
Ste p 13. Approve the Re s tate d Mi s s i on
E-179. Immediat ely aft er t he mission analysis br iefing, t he commander
appr oves a r est at ed mission. Once appr oved, t he r est at ed mission st at ement
becomes t he unit s mission, which is placed in par agr aph 2 of t he unit
OPLAN or OPORD.
Ste p 14. De ve lop the Ini ti al Commande rs Inte nt
E-180. The commander s int ent is a clear , concise st at ement of what t he for ce
must do t o succeed wit h r espect t o t he enemy, t he t er r ain, and t he desir ed
end st at e. It pr ovides t he link bet ween t he mission and t he CONOPS by
st at ing t he key t asks t hat , along wit h t he mission, ar e t he basis for
subor dinat es t o exer cise init iat ive when unant icipat ed oppor t unit ies ar ise or
when t he or iginal CONOPS no longer applies. If t he commander wishes t o
explain a br oader pur pose beyond t hat of t he mission st at ement , he may do
so. Int ent is nor mally expr essed in four or five sent ences and is mandat or y for
all or der s. The mission and t he commander s int ent must be under st ood t wo
echelons down.
E-181. Key t asks ar e t hose t hat must be per for med by t he for ce, or condit ions
t hat must be met , t o achieve t he st at ed pur pose of t he oper at ion (par agr aph 2
of t he OPORD or OPLAN). Key t asks ar e not t ied t o a specific COA; r at her
t hey ident ify t hat which is fundament al t o t he for ces success. When
cir cumst ances change and planned COAs no longer apply, subor dinat es use
t hese t asks t o keep t heir effor t s suppor t ing t he commander s int ent .
E-182. Examples of key t asks t hat commander s include in t heir int ent ar e
t he t empo and dur at ion of t he oper at ion, t he int ended effect on t he enemy,
t er r ain t hat must be cont r olled, t he degr ee of accept able collat er al damage,
and t he t r eat ment or disposit ion of noncombat ant civilians encount er ed
dur ing t he oper at ion.
E-183. Commander s fr om company level up pr epar e an int ent st at ement for
each OPORD or OPLAN. Ther e is only one commander s int ent st at ement
and it is found at t he beginning of par agr aph 3, Oper at ions, in t he basic or der
or plan document . The commander per sonally pr epar es his int ent st at ement .
To ensur e t he commander consider s his CMO r esponsibilit ies, CA planner s
may r ecommend CMO t hemes or t asks t o include in his int ent st at ement .
E-184. Annexes (and t heir subor dinat e appendixes, t abs, and enclosur es) t o
t he OPORD or OPLAN do not cont ain an int ent st at ement ; t hey cont ain a
concept of suppor t . For example, t he CA annex t o an OPORD will cont ain a
concept of suppor t but not an int ent st at ement . However , if a CA unit is
FM 3-05.401
E-48
deployed int act in suppor t of a maneuver unit , t he OPORD issued t o t he CA
unit will cont ain t he int ent st at ement of t he CA unit commander .
Ste p 15. Issue the Commande rs Gui dance
E-185. Aft er t he commander appr oves t he r est at ed mission and st at es his
int ent , he pr ovides t he st aff wit h enough guidance (pr eliminar y decisions) t o
focus st aff act ivit ies in planning t he oper at ion. This guidance is essent ial for
t imely COA development and analysis. His guidance allows st aff member s t o
concent r at e on developing COAs t hat meet t he commander s int ent .
E-186. The commander s guidance must focus on t he essent ial t asks
suppor t ing mission accomplishment . The guidance emphasizes in br oad
t er ms when, wher e, and how he int ends t o mass his combat power t o
accomplish t he mission accor ding t o his higher commander s int ent .
Commander s guidance should include pr ior it ies for all combat , CS, and CSS
element s and how he envisions t heir suppor t of his concept . At a minimum,
t he commander s guidance should addr ess
Specific COAs t o consider or not t o consider fr iendly, enemy, and
civilianand t he pr ior it y for addr essing t hem.
The CCIR.
The r econnaissance guidance.
Risk guidance.
Decept ion guidance.
Fir e suppor t guidance.
Mobilit y and count er mobilit y guidance.
Secur it y measur es t o be implement ed.
Addit ional specific pr ior it ies for CS and CSS.
Any ot her infor mat ion t he commander want s t he st aff t o consider .
The t ime plan.
The t ype of or der t o issue.
The t ype of r ehear sal t o conduct .
E-187. Some of t he specific guidance list ed (for example, fir e suppor t ,
mobilit y and count er mobilit y, and secur it y measur es) has CA/CMO-r elat ed
r eper cussions or consequences. If t he commander s guidance is unclear on
CA/CMO t asks or r elat ed issues, CA planner s should seek specific CA/CMO
guidance fr om t he commander .
Ste p 16. Issue a Warni ng Orde r
E-188. Immediat ely aft er t he commander gives his guidance, t he st aff
sends subor dinat e and suppor t ing unit s a war ning or der t hat cont ains,
as a minimum
The r est at ed mission.
The commander s int ent .
The unit s AO (a sket ch, an over lay, or some ot her descr ipt ion).
The CCIR.
FM 3-05.401
E-49
Risk guidance.
Reconnaissance t o be init iat ed by subor dinat e unit s.
Secur it y measur es.
Decept ion guidance.
Mobilit y and count er mobilit y guidance.
Specific pr ior it ies.
The t ime plan.
Guidance on r ehear sals.
Ste p 17. Re vi e w Facts and Assumpti ons
E-189. As ment ioned pr eviously, CA planner s maint ain and updat e t he CMO
est imat e cont inuously. Cur r ent infor mat ion is impor t ant as t he commander
and st aff per iodically r eview all available fact s and assumpt ions t hr oughout
t he r est of t he decision-making pr ocess t o confir m t heir cur r ency and validit y.
New fact s may alt er r equir ement s and analysis of t he mission. Assumpt ions
may have become fact s or may have become invalid. Whenever t he fact s or
assumpt ions change, t he commander and st aff must assess t he impact of
t hese changes on t he plan and make t he necessar y adjust ment s.
COA DEVELOPMENT
E-190. Aft er r eceiving t he commander s guidance, t he st aff develops COAs
for analysis and compar ison. COA development is a deliber at e at t empt t o
design unpr edict able COAs (difficult for t hr eat element s t o deduce). CA
planner s ar e int r icat ely involved in t his pr ocess.
E-191. A good COA posit ions t he for ce for fut ur e oper at ions and pr ovides
flexibilit y t o meet unfor eseen event s dur ing execut ion. It also pr ovides t he
maximum lat it ude for init iat ive by subor dinat es. Dur ing COA development ,
t he commander and st aff cont inue t he r isk management pr ocess, focusing on
ident ifying and assessing t hr eat s and hazar ds, developing cont r ols,
det er mining r esidual r isk, and making r isk decisions.
E-192. Ther e ar e nor mally six st eps in COA development . FM 101-5 cover s
each of t hese st eps in det ail. While CA planner s should be familiar wit h t he
ent ir e pr ocess, t hey usually par t icipat e as follows.
Ste p 1. Analyze Relati ve Combat Power
E-193. The commander and st aff compar e t he r elat ive st r engt hs and
weaknesses of opposing for ces. The goal is t o gener at e over whelming combat
power t o accomplish t he mission at minimal cost .
E-194. While t his analysis gener ally focuses on milit ar y for ces, a t r anspar ent
fact or of r elat ive combat power lies in t he civilian component of an AO. The
CA planner s IPB and CASCOPE analysis should have ident ified t he gener al
at t it udes and capabilit ies t hat exist among t he people and or ganizat ions of
t he AO. Somet imes t he populace may pr ovide over whelming suppor t t o t he
enemy, somet imes it may over whelmingly suppor t fr iendly for ces, and ot her
t imes it may be neut r al or split evenly bot h ways. These oft en-ignor ed issues
FM 3-05.401
E-50
can influence t he r elat ive combat power by causing fr iendly or enemy for ces
t o deploy cr it ical asset s in nondoct r inal ways.
E-195. What ever t he oper at ional envir onment , civil consider at ions must be
weighed dur ing t his st ep t o det er mine it s effect on r elat ive combat power .
These consider at ions event ually affect t he commander s select ion of
object ives; t he locat ion, movement , and cont r ol of for ces; t he use of weapons;
and for ce pr ot ect ion measur es. CA planner s pr ovide t he insight t hat allows
t he st aff t o manage t hese issues in lat er st eps.
E-196. Dur ing t his analysis, t he commander and st aff also discuss how t o
allocat e exist ing r esour ces and what addit ional r esour ces may be r equir ed t o
execut e t he mission. Somet imes, shor t falls in r esour ces may r eadily be made
up t hr ough FNS. CA planner s who conduct det ailed CMO est imat es will have
ident ified sour ces of FNS t hat can be used in suppor t of milit ar y oper at ions.
Availabilit y of r esour ces t hr ough FNS should be car r ied as an assumpt ion
unt il coor dinat ion and acquisit ion make it fact .
Ste p 2. Ge ne rate Opti ons
E-197. Based on t he commander s guidance and t he r esult s of St ep 1, t he
st aff gener at es opt ions for COA development . The commander usually limit s
t he number of opt ions wit h his commander s guidance. The opt ions should
focus on enemy and civilian COAs ar r anged in or der of pr obable adopt ion.
E-198. The pr efer r ed t echnique for gener at ing opt ions is br ainst or ming. All
st aff member s must par t icipat e for t his t o be effect ive. The st aff must be
unbiased and open-minded in evaluat ing pr oposed opt ions. If a CA planner
ident ifies infor mat ion t hat might affect anot her st aff member s analysis, he
must shar e it immediat ely.
E-199. CA planner s can quickly ident ify COAs t hat ar e obviously not feasible
for civil consider at ions. They must be able t o make r ecommendat ions
r egar ding how a COA can be modified t o accomplish r equir ement s or if t he
COA needs t o be eliminat ed complet ely.
E-200. In developing COAs, st aff member s must det er mine t he doct r inal
r equir ement s for each t ype of oper at ion t hey ar e consider ing, t o include
doct r inal t asks t o be assigned t o subor dinat e unit s. For example, DC
oper at ions r equir e cont r ol and assembly point s, r est ar eas, and campsit es
t hat must be or ganized and manned by per sonnel. In t he absence of HN or
NGO suppor t , t hese r equir ement s fall t o milit ar y or ganizat ions.
Step 3. Array Ini ti al Forces
E-201. In t his st ep, st aff planner s det er mine t he for ces necessar y t o
accomplish t he mission and pr ovide a basis for t he scheme of maneuver . They
det er mine t he r at ion of fr iendly t o enemy unit s r equir ed for each t ask
st ar t ing wit h t he main effor t and cont inuing t hr ough all suppor t ing effor t s.
They also det er mine bat t lefield geomet r y and cont r ol measur es; for example,
a pr oposed for war d edge of bat t le ar ea (FEBA) for a defense or a line of
depar t ur e/line of cont act (LD/LC) for an offense.
E-202. Dur ing t his st ep, planner s consider t he decept ion st or y. Because
aspect s of t he st or y may influence unit posit ioning, planner s must consider
FM 3-05.401
E-51
t he st or ys major element s befor e developing any COAs. CA planner s must
fact or in t he civil consider at ions of CASCOPE befor e t he st aff finalizes t he
decept ion st or y.
E-203. St aff planner s next make t he init ial ar r ay of fr iendly for ces using
gener ic unit configur at ions, st ar t ing wit h t he main effor t at t he decisive point
in t he oper at ion and cont inuing t hr ough suppor t ing effor t s. Dur ing t his st ep,
st aff planner s do not assign missions t o ar r ayed unit s; t hey mer ely consider
what for ces t hey must allocat e t o accomplish t he mission. CA planner s ensur e
t he ar r ayed for ces cont ain appr opr iat e CA at t achment s r equir ed t o
accomplish specified and implied CA/CMO t asks.
E-204. The init ial ar r ay ident ifies t he t ot al number of unit s and at t achment s
needed, develops a base of knowledge t o make decisions, and ident ifies
possible met hods of dealing wit h t he enemy and civilians dur ing scheme-of-
maneuver development . If t he number of unit s and at t achment s ar r ayed is
less t han t he number available, t he addit ional asset s ar e placed in a pool for
use dur ing scheme-of-maneuver development . If t he number ar r ayed is
gr eat er t han t he number available, t he shor t fall is ident ified as a possible
r equir ement for addit ional r esour ces. For CA planner s wit h limit ed access t o
CA r esour ces, t his may mean seeking non-CA r esour ces t o fill t he gap. This
opt ion, however , inher ent ly car r ies a measur e of r isk-t aking as well as a need
for compr ehensive t r aining of t asked per sonnel.
Ste p 4. De ve lop the Sche me of Mane uve r
E-205. The scheme of maneuver descr ibes how ar r ayed for ces will
accomplish t he commander s int ent . It is t he cent r al expr ession of t he
commander s CONOPS and gover ns t he design of suppor t ing plans or
annexes. Planner s develop a scheme of maneuver by r efining t he init ial ar r ay
of for ces and using gr aphic cont r ol measur es t o coor dinat e t he oper at ion and
t o show t he r elat ionship of fr iendly for ces t o one anot her , t he enemy, t he
civilians, and t he t er r ain.
E-206. FM 101-5 cont ains a list of it ems t hat ar e included in t he scheme of
maneuver . One it em not ment ioned, which t he CA planner must add dur ing
t his st ep, is t he consider at ion of t he effect s of civilian act ivit ies on milit ar y
oper at ions and milit ar y oper at ions on civilians.
E-207. At t his point dur ing MDMP, it may also be necessar y for CA planner s
t o ar t iculat e t he value of CA t eams and CMO in enhancing t he effect iveness
of milit ar y oper at ions. A useful t echnique is t o det er mine t he oper at ional
r isks or cost s associat ed wit h not engaging t he civilian component of t he
oper at ional envir onment t hr ough CMO. Examples of t he t ypes of oper at ional
r isks t o consider include
Missed oppor t unit ies.
Decr ease in abilit y t o manage civilian behavior .
Det er ior at ed for ce pr ot ect ion.
Incr ease in degr ee or lengt h of dependency of civilians on t he milit ar y
(in t er ms of food, healt h, public secur it y, and safet y).
FM 3-05.401
E-52
Undesir able or inappr opr iat e allocat ion or r eallocat ion of r esour ces
(soldier s, equipment , mat er iel) t o fix a pr event able sit uat ion.
Unnecessar y collat er al damage.
Loss of mission legit imacy.
Reduct ion in suppor t or cooper at ion for fut ur e oper at ions fr om coalit ion
par t ner s, indigenous populat ion, or int er nat ional communit y.
Failur e t o meet U.S. goals and object ives.
Damage t o r eput at ion or embar r assment t o command, combat ant
command, ambassador , or SECDEF.
E-208. Dur ing t his st ep, st aff planner s select cont r ol measur es (gr aphics) t o
cont r ol subor dinat e unit s dur ing t he oper at ion. The planner s base cont r ol
measur es on t he ar r ay of for ces and t he scheme of maneuver t o defeat
pr obable enemy and civilian COAs.
E-209. Maneuver and gr aphic cont r ol measur es oft en have ser ious
r eper cussions on CA oper at ions and CMO. CA planner s must be t hor oughly
familiar wit h t he scheme of maneuver and monit or t he placement of
maneuver and gr aphic cont r ol measur es. They must be cognizant of ar eas
t hat should be designat ed for limit ed use or off-limit s t o cer t ain milit ar y
act ivit ies. They should also ask quest ions r egar ding consider at ions and
r esponsibilit ies for bypassed ar eas t hat cont ain civilian populat ions. In some
oper at ions, pr imar ily dur ing st abilit y and suppor t missions, CA planner s
must addr ess t he placement of unit boundar ies wit h r espect t o polit ical
boundar ies ver sus t he t r adit ional placement on t er r ain feat ur es.
Step 5. Assi gn He adquarte rs
E-210. St aff planner s next assign HQ t o gr oupings of for ces, cr eat ing a t ask
or ganizat ion. CA planner s must ensur e t hat each HQ cont ains a CA
r epr esent at ive on t he pr imar y st aff t o plan, coor dinat e, and monit or CA
act ivit ies and CMO for t hat or ganizat ion.
Ste p 6. Pre pare COA State me nts and Ske tche s
E-211. The G-3 or S-3 pr epar es a COA st at ement and suppor t ing sket ch for
each COA developed. The COA st at ement must clear ly por t r ay how t he unit
will accomplish t he mission and explain t he scheme of maneuver , including
t he end st at e. The sket ch should include t he ar r ay of gener ic for ces and
cont r ol measur es discussed above.
E-212. CA planner s r eview t he sket ches t o ensur e t hey adequat ely por t r ay
t he civil consider at ions discussed t hr oughout t his pr ocess. They ensur e t hat
known or t emplat ed locat ions of populat ed ar eas ar e shown. If possible, t he
affiliat ions and sympat hies of t hese populat ions ar e included. CA planner s
also ensur e t hat r est r ict ive fir e cont r ol measur es (r est r ict ed-fir e ar eas and
no-fir e ar eas) and r est r ict ed t ar get s ar e included among t he fir e suppor t
coor dinat ion measur es.
FM 3-05.401
E-53
COA ANALYSIS
E-213. The COA analysis ident ifies which COA accomplishes t he mission
wit h minimum casualt ies while best posit ioning t he for ce t o r et ain t he
init iat ive for fut ur e oper at ions. COA analysis helps t he commander and his
st aff t o
Det er mine how t o maximize combat power against t he t hr eat while
pr ot ect ing fr iendly for ces and minimizing collat er al damage.
Have as near an ident ical vision of t he oper at ion as possible.
Ant icipat e bat t lefield event s.
Det er mine condit ions and r esour ces r equir ed for success.
Det er mine when and wher e t o apply t he for ces capabilit ies.
Focus IPB on enemy st r engt hs, weaknesses, cent er s of gr avit y, desir ed
end st at e, and decisive point s.
Focus civil IPB on civilian st r engt hs, weaknesses, cent er s of gr avit y,
desir ed end st at e, and decisive point s.
Ident ify t he coor dinat ion or engagement r equir ement s among fr iendly
for ces and civilian agencies (for example, gover nment or NGOs) t o
pr oduce synchr onized r esult s.
Det er mine t he most flexible COA.
E-214. Commander s use t he war -gaming pr ocess t o visualize t he flow of an
oper at ion and t o analyze var ious COAs. The war -gaming pr ocess gener at es
br anches and sequels t hat ar e essent ial for r apid r esponse t o changing
oper at ional condit ions and sit uat ions. The war -gaming pr ocess helps t o
ident ify decision point s and cr it ical infor mat ion r equir ement s, which, in t ur n,
dr ive t he unit s int elligence and r econnaissance effor t s.
E-215. The war -gaming pr ocess has a set of r ules and st eps, and each st aff
officer has par t icular r esponsibilit ies. The following discussion highlight s
some of t he r esponsibilit ies and st eps as t hey apply t o t he CA planner . FM
101-5 cont ains a det ailed discussion of t he war -gaming pr ocess.
E-216. The CA st aff officer s r esponsibilit y in t he war -gaming pr ocess is
similar t o t hat of t he G-2 or S-2 in t hat he must r ole-play civilian leader s and
individual gr oups of civilians t hat will be encount er ed in t he AO. He develops
cr it ical civilian decision point s in r elat ion t o t he fr iendly and enemy COAs,
pr oject s civilian r eact ions t o bot h fr iendly and enemy act ions, and pr oject s
civilian losses due t o expect ed collat er al damage. He war -games and finalizes
t he MOEs (Chapt er 4) t hat will be used t o monit or t he object ives est ablished
for t he civilian sit uat ion in t his par t icular oper at ion.
E-217. The CA st aff officer capt ur es t he pr oject ed r esult s of each COA on t he
civilian sit uat ion using t he fact or s of CASCOPE. By doing so, he ensur es t hat
t he st aff fully under st ands t he civil consider at ions inher ent in ever y
offensive, defensive, st abilit y, and suppor t oper at ion. He ensur es t hat t he
commander and st aff fully addr ess t he commander s legal r esponsibilit ies in
CMO. He also assist s st aff member s such as t he G-1 or S-1 and G-4 or S-4 in
pr oject ing HNS r equir ement s t o augment CSS shor t falls.
FM 3-05.401
E-54
E-218. A ver y impor t ant bypr oduct of t he war -gaming pr ocess is t hat CMO-
r elat ed t asks and r esponsibilit ies ar e oft en ident ified t hat ar e beyond t he
scope or capabilit ies of at t ached CA for ces. These t asks and r esponsibilit ies
must be assigned t o some element of t he for ce. War gaming allows t he st aff t o
look at available r esour ces and det er mine t he most economic and efficient
way t o assign t hose t asks and r esponsibilit ies or r equest addit ional r esour ces
fr om t he higher HQ befor e get t ing t oo deep int o t he oper at ion.
E-219. One of t he st eps followed dur ing t he war -gaming pr ocess is gat her ing
t he necessar y t ools, mat er ials, and dat a t o be used dur ing t he war game.
Tools t he CA st aff officer should br ing t o t he war game pr ocess include, but
ar e not limit ed t o
Cur r ent CMO est imat e.
Map of AO.
Event t emplat e.
Synchr onizat ion mat r ix.
Pr oject ed civilian COAs, DC r out es, and FNS asset availabilit y and
acquisit ion r equir ement s.
Civilian icons and symbols t o post on t he war -gaming medium (for
example, map, sand t able, or ot her t er r ain model).
E-220. Anot her st ep in t he war -gaming pr ocess consist s of det er mining
evaluat ion cr it er ia t o measur e t he effect iveness and efficiency of one COA
r elat ive t o ot her COAs following t he war game. The st aff nor mally
det er mines t his cr it er ia as a gr oup. Evaluat ion cr it er ia may change fr om
mission t o mission. Evaluat ion cr it er ia may include anyt hing t he commander
desir es. The cr it er ia should look not only at what will cr eat e success, but also
at what will cause mission failur e. Examples include
The pr inciples of war .
Doct r inal fundament als for t he kind of oper at ions being conduct ed.
The commander s guidance and int ent .
The level of r esidual r isk for accident hazar ds in t he COA.
E-221. Dur ing t his st ep, it is impor t ant t hat t he CA st aff officer advocat es
including civil consider at ions int o t he evaluat ion cr it er ia, if not alr eady
included. Ignor ing t he civil consider at ions of an oper at ion can make t he COA
compar ison invalid.
E-222. Yet anot her st ep in t he war -gaming pr ocess is select ing a met hod t o
r ecor d and display r esult s of t he war game. Again, t he st aff nor mally decides
t his as a gr oup. Two met hods used t o por t r ay COA act ions ar e t he
synchr onizat ion mat r ix and t he sket ch not e. The synchr onizat ion mat r ix is
t he met hod most pr efer r ed by st aff officer s because it can be r eadily
t r anslat ed int o a gr aphic decision-making pr oduct , such as a decision suppor t
t emplat e, at t he war games conclusion. The synchr onizat ion mat r ix allows
t he st aff t o synchr onize COAs acr oss t ime and space in r elat ion t o t he enemy
and civilian COAs. CA planner s must make sur e t hat civilian act ions and
act ivit ies have a separ at e and dist inct r ow on t he mat r ix and t hat valid
civilian act ions and act ivit ies ar e ent er ed along t he t imeline. An example of a
FM 3-05.401
E-55
synchr onizat ion mat r ix t hat shows civilian act ions and act ivit ies and
CA/CMO t asks along t he t imeline is in Appendix C.
E-223. By t he conclusion of t he war -gaming pr ocess, t he commander and
st aff will have analyzed all COAs individually and complet ely. They will
bet t er under st and t he nuances of each COA and may have found t hat cer t ain
det ails r egar ding t he fr iendly, enemy, and civilian sit uat ions needed t o be
r efined or modified complet ely. They also have a bet t er under st anding about
t he condit ions of t he ent ir e bat t lespace and t he t asks and t ask or ganizat ion
r equir ed t o successfully complet e all mission r equir ement s.
COA COMPARISON
E-224. The COA compar ison st ar t s wit h each st aff officer analyzing and
evaluat ing t he advant ages and disadvant ages of each COA fr om his
per spect ive. Each st aff member pr esent s his findings for t he ot her s
consider at ion. Using t he evaluat ion cr it er ia developed ear lier , t he st aff t hen
out lines each COA, highlight ing it s advant ages and disadvant ages.
Compar ing t he st r engt hs and weaknesses of t he COAs as t hey apply t o t he
civil sit uat ion helps t he CA planner ident ify t heir st r engt hs and weaknesses
wit h r espect t o each ot her . Table E-1, pages E-56 and E-57, out lines t he COA
planning fact or s.
E-225. The act ual comparison of COAs is crit ical. The st aff may use any
t echnique t hat facilit at es t he st aff reaching t he best recommendat ion and t he
commander making t he best decision. The most common t echnique is t he
decision mat rix, explained in FM 101-5, which uses evaluat ion crit eria
developed ear lier in t he war -gaming pr ocess, t o assess t he effect iveness and
efficiency of each COA. The crit icalit y of t his comparison highlight s why t he CA
st aff officer must st rive t o put civil consider at ions int o t he evaluat ion crit eria.
COA APPROVAL
E-226. Aft er complet ing it s analysis and compar ison, t he st aff ident ifies it s
pr efer r ed COA and makes a r ecommendat ion in a decision br iefing t o t he
commander . The commander may r eject t he r ecommendat ion and dir ect t he
st aff t o begin t he pr ocess over again. He may also accept t he r ecommendat ion
complet ely, accept it wit h modificat ion, or give t he st aff an ent ir ely new COA.
If t he commander modifies a pr oposed COA or gives t he st aff a new one, t he
st aff must war -game t he r evised or new COA t o der ive t he pr oduct s t hat
r esult fr om t he war -game pr ocess.
E-227. Once t he commander has select ed a COA, he may r efine his int ent
st at ement and CCIR t o suppor t t he select ed COA. Having alr eady ident ified
t he r isks associat ed wit h t he select ed COA, t he commander decides what
level of r isk he will accept t o accomplish t he mission and appr oves cont r ol
measur es t hat will r educe t he r isks.
E-228. The commander issues any addit ional guidance on pr ior it ies for CS or
CSS act ivit ies, or der s pr epar at ion, r ehear sal, and pr epar at ion for mission
execut ion. Upon r eceipt of t his guidance, t he st aff immediat ely issues a
war ning or der wit h essent ial infor mat ion so t hat subor dinat e unit s can r efine
t heir plans.
FM 3-05.401
E-56
E-229. CA st aff officer s t ake t ime at t his point t o ensur e t he COA and t he
commander s r isk decisions suppor t bot h shor t - and long-t er m CMO
object ives for t he AO. Any shor t falls in suppor t t o CMO object ives must be
passed on t o t he CA/CMO planner s at t he next -higher HQ for consider at ion
in achieving t he object ives by some ot her means.
Table E-1. COA Planning Factors
FACTORS FOR CONSIDERATION COA-A COA-B COA-C
Desirability

Will the population support it?
Will the military support it?
Will other agencies support it?
Will the government support it?
Can it start immediately?
Will it have immediate impact?
Will it benefit a majority of the people?
Will it have a favorable psychological effect?
Is it amenable to public exploitation?
Will it improve the government image?
Will it improve civil-military relations?
Will it lend itself to self-help?
Will it contribute to the stabilization of society?
Does it jeopardize primary mission accomplishment?
Does it have full approval and support of the civilian leadership in
the community?

Will the civilians in the community work along with the military?
Does it infringe upon private enterprise?
Will it require future Army maintenance?
Will it benefit a wide spectrum of the community?
Is it discriminatory?
Will it be fully coordinated with all appropriate levels of authority?
Is it in consonance with the countrys national objectives and
interests?

Is it in support of the commanders politico-military mission?
Will the project serve to gain civilian cooperation with populace
and resources control and tactical operations?

FM 3-05.401
E-57
Table E-1. COA Planning Factors (Continued)
FACTORS FOR CONSIDERATION COA-A COA-B COA-C
Desirability (Continued)

Will participation by the military avoid wasteful or needless
duplication of functions and services of other agencies?

Does it compromise civilian authority and responsibility?
Is it an important need, locally wanted, and beyond unaided local
capabilities?

Can military participation be so managed that it does not
compromise civilian authority and responsibility?

Will the project stimulate the flow of needed information from the
people of the area?

Feasibility
Does it conform to local customs?
Are all necessary skills available?
Are labor materials and equipment available?
Can it be supported by current programmed funds?
Justification
Will it provide maximum return on investment and effort?
Does it avoid duplication with efforts of other agencies?
Will the operation raise the expectations of the populace and then
result in disappointment when U.S. assistance is withdrawn?

ORDERS PRODUCTION
E-230. The st aff pr epar es t he or der or plan t o implement t he select ed COA
by t ur ning it int o a clear , concise CONOPS, a scheme of maneuver , and t he
r equir ed fir e suppor t . Or der s and plans pr ovide all t he necessar y infor mat ion
subor dinat es r equir e for execut ion.
E-231. The CA st aff officer wr it es t he CA annex t o t he OPORD or OPLAN.
This annex dir ect s subor dinat e CA asset s t o conduct CA missions in suppor t of
t he over all support ed unit mission. An example of a CA annex is in FM 41-10.
E-232. During or ders pr oduct ion, CA st aff officers cont inuously coor dinat e
wit h fellow st aff officers t o ensure t hat t hose CMO-relat ed t asks and
responsibilit ies t hat were ident ified for non-CA unit s during t he war-gaming
pr ocess are incorpor at ed in t he appr opriat e paragr aphs (part icularly t he
Concept of t he Oper at ion, Tasks t o Subordinat e Unit s, and Coor dinat ing
Inst ruct ions paragr aphs), gr aphics, appendixes, and annexes. Lat er, when t he
st aff br iefs t he or der t o subor dinat e commander s and st affs, t he CA st aff officer
FM 3-05.401
E-58
part icipat es in t he briefing and ensures all subordinat es under st and t he civil
consider at ions t hey must include in t heir own decision-making pr ocess.
E-233. Table E-2, pages E-58 and E-59, depict s t he t ypical par t icipant s and
r esponsibilit ies, act ions, and pr oduct s r equir ed dur ing t he MDMP.
Table E-2. Typical Participants and Responsibilities, Actions,
and Products Required During the MDMP
Planning Process CDR
Staff
Officers
Staff
NCOs
CA
Specialist
Mission Analysis:
- Prepare charts for mission analysis. X
- Prepare terrain sketches. X
- Update and post unit reports or status. X X
- Prepare TOC for planning process. X X
- Conduct mission analysis. X X X
- Serve as a recorder during process. X X
- Brief commander and staff. X X
Commanders Guidance:
- Assist CDR in developing guidance. X X
- Issue guidance. X
- Record and post CDRs guidance. X X X
COA Development:
- Prepare charts. X
- Sketch COAs. X
- Develop COAs. X X X
COA Analysis:
- Collect and prepare tools and charts. X
- Serve as recorders during war game. X X
- Conduct war-game session. X X X
Decision:
- Make recommendation to CDR. X X
- Decide. X
- Record and post CDRs guidance. X X X
Order Preparation:
- Write annexes. X X
- Consolidate annexes. X
- Type order. X X
- Reproduce order and graphics. X
FM 3-05.401
E-59
Table E-2. Typical Participants and Responsibilities, Actions,
and Products Required During the MDMP (Continued)
Planning Process CDR
Staff
Officers
Staff
NCOs
CA
Specialist
- Review order. X X X
- Approve order. X
- Set up briefing area. X X
- Distribute order and graphics. X
- Brief the order. X X X
- Receive briefbacks. X
Rehearsal:
- Set up rehearsal area. X X
- Distribute new or changed products. X
- Conduct rehearsal. X X X
CA PLANNING USING THE TROOP-LEADING PROCEDURES
E-234. Event ually, execut ion of a CA or CMO mission is t he r esponsibilit y of
a designat ed t eam. Depending on mission r equir ement s, t he t eam may be
unified (a singular br anch, unit , or funct ion), such as a CAT-B, CAT-A, or CA
specialt y t eam per for ming st r ict ly CA t asks. It is quit e likely, however , t hat
t he t eam will consist of element s fr om var ious BOSs (for example, maneuver ,
mobilit y and sur vivabilit y, and CSS) and specific oper at ional funct ions (for
example, PSYOP, chaplain, MP, and CA) per for ming CMO. What ever t he
composit ion of t he t eam, t he t eam will have a t eam leader . This leader must
pr epar e his t eam t o accomplish t he assigned mission.
E-235. Tr oop leading is t he pr ocess a leader goes t hr ough t o pr epar e his
or ganizat ion t o accomplish an assigned mission. TLP consist of eight st eps,
which ar e highlight ed below. CA soldier s par t icipat e in TLP whet her t hey ar e
t eam leader s or t eam member s. The following discussion assumes t he CA
t eam is deployed and at t ached t o a suppor t ed unit . The t eam is t asked t o
conduct CA oper at ions in suppor t of CMO in offense, defense, st abilit y, or
suppor t oper at ions.
E-236. The TLP begin when t he t eam leader is aler t ed for a mission. TLP
cont inue unt il t he mission is complet ed or t he leader r eceives a change of
mission or a new mission. For CAT-B and CAT-A leader s who have CA st aff
planning funct ions, as well as r equir ement s t o conduct CA act ivit ies in
suppor t of CMO, TLP may begin dur ing MDMP or immediat ely aft er t he
or der s br iefing. It may be useful for t hese t eam leader s t o delegat e t he init ial
st eps of t he TLP t o a subor dinat e leader unt il t hey can focus ent ir ely on
pr epar at ion for t he CA mission.
E-237. The TLP ar e similar t o t he MDMP in t hat t he TLP suppor t pr oblem
solving and deliber at e decision making at t he t eam level. Ther e ar e eight
st eps t o t he TLP as explained below.
FM 3-05.401
E-60
STEP 1: RECEIVE THE MISSION
E-238. The t eam leader may r eceive t he mission ver bally or in wr it ing in t he
for m of a war ning or der , an OPORD (or mor e specifically, t he CA annex t o an
OPORD), or a FRAG or der . Upon r eceipt of t he mission, he init iat es a mission
planning folder (MPF) similar t o t he one descr ibed in t he discussion on SO
oper at ional planning ear lier in t his appendix. He gat her s t he appr opr iat e
mat er ialsmaps, over lays, SOPs, FMs, CMO est imat es, or ar ea
assessment sneeded for a mission analysis. He t hen begins a pr eliminar y
mission analysis using t he fact or s of METT-TC:
What is t he CA t eam mi ssi on and what ar e t he CMO r equir ement s of
t he suppor t ed unit mission?
What is known about t he enemy t hat could hinder CA oper at ions
and CMO?
How will te rrai n and we athe r affect CA oper at ions and CMO?
What troops and support ar e available wit hin t he CA t eam t o conduct
CA oper at ions or fr om t he suppor t ed unit t o conduct CMO?
How much ti me is available t o plan and r ehear se befor e
mission execut ion?
What ar e t he known ci vi l consi derati ons for t his oper at ion?
E-239. If t her e is insufficient infor mat ion t o answer t hese quest ions, t he
t eam leader det er mines what addit ional fact s he needs t o conduct a mor e
det ailed mission analysis dur ing St ep 3. He makes assumpt ions unt il t he
fact s ar e known. He can immediat ely r equest addit ional infor mat ion fr om t he
issuing HQ or he can wait unt il St ep 2 t o designat e a subor dinat e t o obt ain
t he necessar y det ails.
STEP 2: ISSUE A WARNING ORDER
E-240. The t eam leader pr ovides init ial inst r uct ions t o t he t eam in a war ning
or der . The war ning or der has no par t icular for mat , but t he five-par agr aph
OPORD for mat is oft en used. The war ning or der cont ains enough infor mat ion
for t eam member s t o begin pr epar at ion as soon as possible. At a minimum,
t he t eam leader pr ovides
The mission or nat ur e of t he oper at ion.
Infor mat ion on who is par t icipat ing in t he oper at ion.
Time of t he oper at ion.
Tasks t o t eam member s in suppor t of mission planning and
pr epar at ion.
Time and place for issuance of t he t eam OPORD.
Infor mat ion on who will at t end t he OPORD.
E-241. The t eam SOP should pr escr ibe t he r out ine act ions t eam member s
t ake upon r eceipt of a war ning or der . Examples include dr awing ammunit ion,
r at ions, and wat er ; checking vehicles, communicat ions equipment , ot her t eam
equipment , and per sonal gear ; and gat her ing or packing mission-specific
mat er ials. The t eam leader pr ovides updat es and r efined guidance t o t eam
member s as oft en as necessar y unt il he issues t he OPORD.
FM 3-05.401
E-61
STEP 3: MAKE A TENTATIVE PLAN
E-242. The t eam leader develops a compr ehensive est imat e of t he sit uat ion
t o use as t he basis for his t ent at ive plan. Using all available infor mat ion, t he
t eam leader conduct s a modified MDMP consist ing of five st eps:
Det ailed mission analysis.
Sit uat ion or r isk analysis and COA development .
Analysis of each COA.
Compar ison of each COA.
Decision.
E-243. Dur ing det ailed mission analysis, t he t eam leader builds on t he
METT-TC analysis of St ep 1:
What is t he mi ssi on?
Det er mine specified and implied CA t asks by analyzing t he
mission, int ent , and concept of t he oper at ion of t he suppor t ed
commander and t he commander t wo levels up.
Det er mine t he essent ial CA t asks r equir ed t o accomplish t he
over all mission and suppor t or set t he condit ions for t he end st at e.
Det er mine CMO-r elat ed t asks t o non-CA element s of t he suppor t ed
unit by analyzing t he suppor t ing annexes t o t he OPORD;
for example, t he fir e suppor t annex, t he engineer annex, t he
ser vice suppor t annex, t he pr ovost mar shal annex, and t he r ear
oper at ions annex.
What is known about t he enemy?
Det er mine known and suspect ed enemy posit ions, obst acles,
t ar get s (especially NBC t ar get s), and t act ics (such as ambush,
sniping, or sabot age) t hat could hinder CA oper at ions and CMO.
Det ermine any nonlet hal securit y t hreat s t o t he mission, such as
polit ical pr opaganda, criminal act ivit ies, act ivist act ivit ies
(demonst rat ions or sabot age), IO, DC movement , HN or int ernat ional
communit y r est r ict ions, and disease or ot her medical condit ions.
How will te rrai n and we athe r affect t he oper at ion?
Det er mine t he locat ions of ur ban, r ur al, and agr icult ur al ar eas in
t he AO. (This is explor ed fur t her in civil consider at ions.)
Det er mine t he pr evalent weat her pat t er ns of t he season and
for ecast ed weat her condit ions and how t hey might affect movement
t hr ough ur ban, r ur al, and agr icult ur al ar eas.
What troops and support ar e available?
Confir m t he composit ion of t he t eam and det er mine any addit ional
t r oop r esour ces t hat may be available fr om higher CA HQ and t he
suppor t ed unit .
Det er mine shor t falls t hat must be filled t o accomplish t he specified
and implied CA t asks.
FM 3-05.401
E-62
How much ti me is available?
Use no mor e t han one-t hir d of t he available t ime for planning and
for issuing t he t eam OPORD. The r emaining t wo-t hir ds is for
subor dinat es t o plan and pr epar e for t he oper at ion.
Consider available daylight and t r avel t ime t o and fr om or der s
and r ehear sals.
Use r ever se planning fr om t he t ime of execut ion t o t he pr esent t o
allow enough t ime for t he complet ion of each t ask.
What ar e t he ci vi l consi derati ons for t his oper at ion?
Using CASCOPE, det er mine t he civil ar eas, st r uct ur es,
capabilit ies, or ganizat ions, people, and event s t hat affect t he
oper at ion or can be exploit ed in suppor t of t he oper at ion.
Analyze t he sit uat ion for CASCOPE.
NOTE: Chapt er 4 cont ains mor e det ail on analyzing t he sit uat ion for
CASCOPE.
E-244. Dur ing sit uat ion or r isk analysis and COA development , t he t eam
leader ident ifies pot ent ial t hr eat s t o and vulner abilit ies of his t eam.
He det er mines count er measur es t o t hose t hr eat s and vulner abilit ies
(also known as for ce pr ot ect ion measur es) and incor por at es t hem int o his
COA development .
E-245. The t eam leader develops COAs t hat sat isfy t he essent ial t asks
according t o t he condit ions ident ified in t he mission analysis. It may be useful
t o ident ify essent ial CA t asks (for example, meet ings, int erviews, assessment s,
inspect ions, or negot iat ions) as CA object ives. The COAs, t hen, evolve ar ound
differ ent met hods of appr oaching and engaging t hose object ives wit h assigned
t eam member s while maint aining t he securit y of t he t eam.
E-246. Dur ing COA analysis, t he t eam leader war -games each COA. The
war -gaming pr ocess at t he t eam level consist s of t alking t hr ough each phase
of t he mission, beginning wit h depar t ur e fr om cur r ent locat ion t o act ions on
t he object ive t o r et ur n t o cur r ent locat ion. The t eam can war -game t he COAs
in a t ablet op exer cise using COA sket ches, maps and over lays, sand models,
or ot her similar met hods. (Figur es C-22a t hr ough C-22c, pages C-34 and
C-35, cont ain samples of COA sket ches.) The pur pose of t he war game is t o
analyze t he viabilit y of each COA and t o ident ify det ails t hat may need t o be
modified or r efined.
E-247. Dur ing compar ison of each COA, t he t eam leader ident ifies cr it er ia
against which t o measur e t he feasibilit y of each COA. He analyzes t he
advant ages and disadvant ages of each COA using t his cr it er ia. A decision
mat r ix may be useful in making t his compar ison.
E-248. Based on t he r esult s of t he compar ison st ep, t he t eam leader decides
which COA is t he best cour se t o follow. His decision r epr esent s t he t ent at ive
plan. Befor e going much fur t her , t he t eam leader must br ief his plan t o t he
t asking agent for appr oval. Having t he under st anding and suppor t of t he
t asking agent facilit at es cont inued mission planning and coor dinat ion
conduct ed by t he CA t eam.
FM 3-05.401
E-63
E-249. The t eam leader uses t he appr oved plan as t he st ar t point for
coor dinat ion, r econnaissance or assessment , t ask or ganizat ion (if r equir ed),
and movement inst r uct ions. He wor ks t hr ough t he pr oblem-solving sequence
in as much det ail as t ime allows. The t eam leader updat es t he est imat e
cont inuously and r efines his plan accor dingly.
STEP 4: START NECESSARY MOVEMENT
E-250. The t eam may have t o move it self or any at t ached element s int o a
st aging ar ea, r ehear sal ar ea, or some ot her posit ion befor e execut ion of t he
t eam mission. This st ep can occur at any t ime. It is impor t ant t hat t he t eam
checks t he cur r ent secur it y sit uat ion and conduct s a pr ecombat inspect ion
(PCI) of all equipment befor e movement .
STEP 5: CONDUCT A PRELIMINARY OR INITIAL ASSESSMENT
E-251. An assessment pr ovides t he t eam leader wit h cr it ical infor mat ion t hat
is essent ial in making decisions r egar ding mission t asks, t ask or ganizat ion,
and allocat ion of r esour ces. It ident ifies pot ent ial t hr eat s and ar ea
char act er ist ics t hat must be consider ed in t he plan.
E-252. The need t o conduct a pr eliminar y or init ial assessment depends on
t he t eams familiar it y wit h t he CA object ive and t he object ive ar ea, as well as
t ime available and t he secur it y condit ions in t he AO. Team leader s should not
discount t his st ep for t he sake of expediency. In fluid envir onment s wher e t he
sit uat ion const ant ly changes, t his assessment can define t he success or
failur e of t he mission.
E-253. At t he ver y least , t he t eam leader conduct s a map or phot o
r econnaissance of t he object ive ar ea. If possible, he conduct s a leader s
r econnaissance t o ver ify his sit uat ion analysis, adjust his plan, confir m t he
usabilit y of r out es or facilit ies, and t ime any cr it ical movement s. Chapt er s 3
and 5 cont ain mor e infor mat ion on assessment s.
STEP 6: COMPLETE THE PLAN
E-254. The t eam leader complet es his plan based on t he assessment and any
changes in t he sit uat ion. He should r eview his mission, as he r eceived it fr om
t he t asking agent , t o ensur e his plan meet s t he r equir ement s of t he mission
and st ays wit hin t he fr amewor k of t he commander s int ent .
E-255. He or ganizes t he plan using t he five-par agr aph OPORD for mat . He
includes as much det ail as t ime per mit s. The successful t eam leader will have
delegat ed as much of t he plan as possible t o subor dinat e leader s t o maximize
t he t ime and t alent available t o him for t he or der s pr ocess.
STEP 7: ISSUE THE COMPLETE ORDER
E-256. The t eam leader issues t he or der t o his subor dinat es. This or der is
nor mally issued or ally and t o all mission par t icipant s. To aid subor dinat es in
under st anding t he concept of t he oper at ion, t he t eam leader should issue t he
or der wit hin sight of t he object ive, if possible. When t his is not possible, t he
leader should use a t er r ain model or sket ch.
FM 3-05.401
E-64
E-257. The CA t eam leader must ensur e t hat all mission par t icipant s
under st and t he mission, t he commander s int ent , t he concept of t he
oper at ion, and t heir assigned t asks. The leader may r equir e subor dinat es t o
r epeat all or par t of t he or der , demonst r at e on t he model, or sket ch t heir
under st anding of t he oper at ion. They should also quiz t he par t icipant s t o
ensur e t hat all par t icipant s under st and t he mission.
STEP 8: SUPERVISE
E-258. The t eam leader super vises t he t eams pr epar at ion for t he mission by
conduct ing r ehear sals and inspect ions.
Re he ars als
E-259. The t eam leader uses r ehear sals t o
Pr act ice essent ial t asks (impr ove per for mance).
Reveal weaknesses or pr oblems in t he plan.
Coor dinat e t he act ions of par t icipat ing element s; for example, CA t eam,
infant r y squad, milit ar y police, or PSYOP t eam.
Impr ove soldier under st anding of t he concept of t he oper at ion (fost er
confidence in soldier s).
E-260. If possible, t he t eam r ehear ses under similar condit ions as t hose
expect ed t o be encount er ed in t he object ive ar ea. Rehear sals should include
all t eam member s and focus on t he following t asks:
For ce pr ot ect ion measur es en r out e t o and fr om t he object ive ar ea; for
example, convoy pr ocedur es, r eact t o ambush, r eact t o indir ect fir e, and
r eact t o air at t ack.
For ce pr ot ect ion measur es at t he object ive; for example, sur veillance
and r econnaissance of object ive, est ablishment of secur it y zones ar ound
t he object ive, per sonal secur it y measur es, met hods of guar ding vehicles
and t eam equipment in an ur ban envir onment , and act ions on
unexpect ed enemy cont act .
Act ions on t he object ive; for example, sur vey a facilit y, dir ect a
meet ing, conduct an int er view, r esolve disput es bet ween par t ies, or
obser ve civilian act ivit ies while maint aining sit e secur it y.
Ot her t asks, including oper at ing in buddy t eams, cr owd cont r ol
measur es, ID checks, t r eat ing and evacuat ing casualt ies, using local
phr ases, sear ching det ainees, ROE, and r eact ing t o NBC at t ack.
Inspe cti ons
E-261. Befor e moving t o t he object ive, t eam leader s conduct a final PCI t o
r eassur e t he t eams r eadiness. The PCI consist s of checking
Weapons and ammunit ion.
Unifor ms and equipment .
Mission-essent ial equipment .
Communicat ions equipment .
Team member s under st anding of t he mission and t heir specific t asks.
FM 3-05.401
E-65
Rat ions and wat er .
Deficiencies not ed dur ing ear lier inspect ions.
E-262. The following sample Mission Planning Execut ion Checklist (Table
E-3, pages E-65 t hr ough E-67) illust r at es t he t ypes of coor dinat ion and t eam
act ivit ies r equir ed t o successfully pr epar e for and r ecover fr om a r out ine CA
mission. The t eam leader r eviews and modifies t he checklist at t he beginning
of ever y mission planning r equir ement . This checklist should be post ed at t he
fr ont of t he SOMPF.
Table E-3. Sample Mission Planning Execution Checklist
Days
Out
Point of
Contact
Area Item
DTG
Action
Started
Suspense
Date
DTG
Action
Completed
Remarks
360 BN OPS OFF S-3 Contacts CA for
JRTC
CMTC/BCTP
360 CAT-A S-3 Tasking Order
360 BN OPS OFF S-3 Start MPF
270 BN OPS OFF S-3 Conference
Briefing

240-270 BN OPS OFF S-3 Review Battalion
METL

270-240 CAT-A TM
SGT
Review Company
METL

270-240 CAT-A Conduct Mission
Analysis

230 CAT-A S-3 Title 10 Request
230 BN S-3 AIR S-3 OCONUS Air
Asset Request

180 BN OPS OFF S-3 Conference
Briefing

120 BN AMMO S-3 Ammo Forecast/
Request

120 BN S-3 AIR S-3 JA/ATT Request
Deploy/Redeploy

120 BN CE NCO CE Frequencies
OCONUS

120 CO AST S-2 PDSS Country
Clearance


FM 3-05.401
E-66
Table E-3. Sample Mission Planning Execution Checklist (Continued)
Days
Out
Point of
Contact
Area Item
DTG
Action
Started
Suspense
Date
DTG
Action
Completed
Remarks
90 BN OPS OFF S-3 Conference
Briefing

90 CAT-A S-3 CONOPS
90 CO AST S-2 PDSS Passport/
Visas

90 CO AST S-3/S-4 PDSS RFO
90 CAT-A S-3 Personnel
Support

90 BN S-2 NCO S-2 Imagery/Map
Request

85 BN OPS OFF S-3 Initial IPR Brief
90-60 CAT-A S-3 PDSS Briefback
60 BN S-3 AIR S-3 Army Aviation
60 CO AST S-2 ADVON Country
Clearance

60 CO AST S-2 MB Country
Clearance

60 CO AST S-2 ADVON/MB
Passport/Visas

45 S-1/BN MED S-1 SRP Request for
Medical
Supplies
45 BN TNG NCO S-3 Air Items Request
45 CO S-4 S-4 SSSC Request
45 BN S-4 S-4 Submit Ammo
581s

30 CAT-A S-3 Military Vehicle
Coordination

30 BN S-4 S-4 Ration Request
30 BN CE NCO CE Batteries Request
30 BN S-2 S-2 Courier Orders
30 BN S-4 S-4 OPFUND
Request
USASOC
Comptroller
FM 3-05.401
E-67
Table E-3. Sample Mission Planning Execution Checklist (Continued)
Days
Out
Point of
Contact
Area Item
DTG
Action
Started
Suspense
Date
DTG
Action
Completed
Remarks
30 CO AST S-3 Commercial
Air/Lodging

21 BN S-2 NCO S-2 Threat Brief
21 CO AST S-3 ADVON/MB RFO Pending
CONOPS
Approval
21 BN JAG S-5 JAG Briefing
21 BN S-4 S-4 Class A/Ordering
Officer Brief

14-10 CAT-A S-3 Briefback to Team
Leader

7 BN
ARMORER
S-3 Arms Room
Coordination

7 BN OPS OFF S-3 SOMPF
Finalization

D+1 CAT-A S-3 ANGUS Report
RTN+1 BN
ARMORER
S-3 Arms Room
Coordination

RTN+1 BN S-3 S-3 Sign In
RTN+3 CAT-A S-1 TDY Settlement
RTN+5 CAT-A S-3 SODARS
RTN+5 CAT-A MED Re-SRP
RTN+5 CAT-A S-3 Title 10
Sec 2011 Report

RTN+5 CAT-A S-3 Clear OPFUND
45 S-1/BN MED S-1 SRP



F-1
Appendix F
Use of Interpreters
Most U.S. milit ar y oper at ions ar e conduct ed on for eign soil.
Consequent ly, t her e ar e occasions when CA soldier s will lack t he
linguist ic abilit y t o communicat e effect ively wit h t he local populace in t he
AO. The use of int er pr et er s is oft en t he best or only opt ion, but must be
consider ed a less sat isfact or y subst it ut e for dir ect communicat ion.
Ther efor e, t he pr oper use and super vision of int er pr et er s can play a
decisive r ole in t he mission.
CA LINGUIST TEAMS
F-1. Since t he major it y of CA oper at ions occur in for eign count r ies, t heat er -
or ient ed linguist ic capabilit ies enhance t he effect iveness of CA per sonnel.
CA or ganizat ions at t empt t o achieve limit ed basic language skills aligned
wit h t heir geogr aphic combat ant commander s pr ior it ies. Ideally, CA unit s
will r ecr uit individuals wit h a combinat ion of civilian t echnical exper t ise,
milit ar y educat ion, and appr opr iat e language skills. In pr act ice, however ,
adequat e language skills ar e difficult t o at t ain and maint ain. Thus, dur ing
most oper at ions, language r equir ement s ar e met by locally cont r act ed
int er pr et er s-t r anslat or s.
F-2. To help meet t he milit ar ys t heat er language r equir ement s, t he CA
linguist t eam pr ovides exper t ise t o suppor t ed commands and language
t r aining management for t he CA command.
F-3. The capabilit ies of t he linguist t eam are t o manage t he command language
program, provide limit ed t ranslat ion capabilit y, manage int erpret er support , and
coordinat e product ion of language handbooks. Alt hough t he linguist t eam may
provide some operat ional int erpret er support , more oft en t hey provide a
management and qualit y cont rol funct ion wit h locally obt ained int erpret ers.
INTERPRETER SELECTION
F-4. Whenever possible, t he int er pr et er s used should be U.S. milit ar y
per sonnel or at least U.S. cit izens. In some oper at ional or t r aining set t ings
abr oad, t he CA soldier s will not be faced wit h t he pr oblem of select ing an
int er pr et er ; t hey will simply be assigned one by t he chain of command or host
gover nment . In ot her cases, int er pr et er s ar e chosen fr om a pool pr ovided by
t he host gover nment . Finally, in many oper at ional sit uat ions int er pr et er s will
be hir ed fr om t he gener al HN populat ion. What ever t he case, t he following
guidelines will be cr it ical t o t he success of mission accomplishment . This is an
oppor t unit y for t he CA soldier t o t r uly influence t he out come of t he mission.
FM 3-05.401
F-2
F-5. Int er pr et er s should be select ed based on t he following cr it er ia:
Native speaker. Int er pr et er s should be nat ive speaker s of t he socially or
geogr aphically det er mined dialect . Their speech, backgr ound, and
manner isms should be complet ely accept able t o t he t ar get audience so
t hat no at t ent ion is given t o t he way t hey t alk, only t o what t hey say.
S ocial status. In some sit uat ions and cult ur es, int er pr et er s may be
limit ed in t heir effect iveness wit h a t ar get audience if t heir social
st anding is consider ably lower t han t hat of t he audience. This may
include significant differ ences in milit ar y r ank or member ship in an
et hnic or r eligious gr oup. Regar dless of t he CA soldier s per sonal
feelings on social st at us, he should r emember t he job is t o accomplish
t he mission, not t o act as an agent for social r efor m in a far away land.
Local pr ejudices should be accept ed as a fact of life.
English fluency. An oft en-over looked consider at ion is how well t he
int erpret er speaks English. As a rule, if t he int erpret er under st ands t he
CA soldier and t he CA soldier under st ands t he int erpret er, t hen t he
int erpret ers command of English should be sat isfact ory. The CA soldier
can check t hat under st anding by asking t he int er pr et er t o par aphr ase,
in English, somet hing t he CA soldier said; t he CA soldier t hen rest at es
t he int er pr et er s comment s t o ensur e t hat bot h per sons ar e in sync. Also,
int erpret ing goes bot h ways. The int erpret er must be able t o convey t he
informat ion expr essed by t he int erviewee or t arget audience.
Intellectual intelligence. The int er pr et er should be quick, aler t , and
r esponsive t o changing condit ions and sit uat ions. He must be able t o
gr asp complex concept s and discuss t hem wit hout confusion in a
r easonably logical sequence. Alt hough educat ion does not equat e t o
int elligence, gener ally speaking, t he bet t er educat ed t he int er pr et er ,
t he bet t er he will per for m due t o incr eased exposur e t o diver se
concept s.
Technical ability. In cert ain sit uat ions, t he CA soldier may need an
int erpret er wit h t echnical t raining or experience in special subject areas
t o t ranslat e t he meaning as well as t he wor ds. For inst ance, if t he
subject is very t echnical or specialized, wit h t erms such as nuclear
physics, background knowledge will be useful.
Reliability. The CA soldier should bewar e of t he pot ent ial int er pr et er
who ar r ives lat e for t he int er view. Thr oughout t he wor ld, t he concept of
t ime var ies widely. In many less developed count r ies, t ime is r elat ively
unimpor t ant . The CA soldier should make sur e t hat t he int er pr et er
under st ands t he milit ar ys pr eoccupat ion wit h punct ualit y.
Loyalty. If t he int er pr et er used is a local nat ional, it is safe t o assume
t hat his fir st loyalt y is t o t he HN or subgr oup, and not t o t he U.S.
milit ar y. The secur it y implicat ions ar e clear . The CA soldier must be
ver y caut ious in how he explains concept s t o give int er pr et er s a gr eat er
dept h of under st anding. Addit ionally, some int er pr et er s, for polit ical or
per sonal r easons, may have ult er ior mot ives or a hidden agenda when
t hey apply for t he int er pr et ing job. If t he CA soldier det ect s or suspect s
such mot ives, he should t ell his commander , S-2, or secur it y manager .
FM 3-05.401
F-3
The CA soldier should be awar e of and monit or t hese mot ives wit h all
int er pr et er s.
Gender, age, and race. Gender , age, and race have t he pot ent ial t o
ser iously affect t he mission. One example is t he st at us of females in
Muslim societ y. In pr edominant ly Muslim count ries, cult ur al
pr ohibit ions may render a female int erpret er ineffect ive under cert ain
cir cumst ances. Anot her example would be t he Balkans, wher e t he et hnic
divisions may limit t he effect iveness of an int er pr et er fr om out side t he
t arget audiences gr oup. Since t radit ions, values, and biases vary fr om
count r y t o count r y, it is impor t ant t o check wit h t he in-count r y asset s or
area st udies for specific t aboos or favorable charact erist ics.
Compatibility. The CA soldier and t he int er pr et er will wor k as a t eam.
For t he int er pr et er t o be most effect ive, he should become a psychic
ext ension of t he CA soldier . The t ar get audience will be quick t o
r ecognize per sonalit y conflict s bet ween t he CA soldier and t he
int er pr et er , which can under mine t he effect iveness of t he
communicat ion effor t . If possible, when select ing an int er pr et er , t he CA
soldier should look for compat ible t r ait s and st r ive for a har monious
wor king r elat ionship.
F-6. If sever al qualified int er pr et er s ar e available, t he CA soldier should
select at least t wo. This pr act ice is of par t icular impor t ance if t he int er pr et er
will be used dur ing long confer ences or cour ses of inst r uct ion. The exhaust ing
nat ur e of t hese t ype jobs makes appr oximat ely four hour s of act ive
int er pr et ing about t he maximum for peak efficiency. What ever t he mission,
wit h t wo or mor e int er pr et er s, one can pr ovide qualit y cont r ol and assist ance
t o t he act ive int er pr et er . Addit ionally, t his t echnique can be useful when
conduct ing coor dinat ion or negot iat ion meet ings as one int er pr et er is used in
an act ive r ole and t he ot her can pay at t ent ion t o t he body language and side
conver sat ions of t he ot her s pr esent . Many t imes, t he CA soldier will gain
impor t ant side infor mat ion t hat assist s in negot iat ions fr om list ening t o what
ot her s ar e saying among t hemselves out side of t he main discussion.
TARGET ANALYSIS
F-7. Implied t hr oughout t he pr eceding point s is t he need for a car eful
analysis of t he t ar get populat ion. This t ype of analysis goes beyond t he scope
of t his lesson. Mat ur e judgment , t hought ful consider at ion of t he audience
as individual human beings, and a genuine concer n for t heir r eceiving
accur at e infor mat ion will go a long way t owar d accomplishing t he mission.
The CA soldier must r emember t hat t he individual fr om a far m or small
village is going t o have mar kedly differ ent expect at ions t han t he jet -set t ing
polo player .
FM 3-05.401
F-4
Evaluati on Cri teri a
F-8. As ment ioned, it is safe t o assume t hat if t he int er pr et er is not U.S.
milit ar y or at least a U.S. cit izen, his fir st loyalt y will be t o his count r y or
subgr oup and not t o t he Unit ed St at es.
F-9. The secur it y implicat ions of using local nat ionals ar e clear . The CA
soldier must be caut ious about what infor mat ion he gives his int er pr et er . The
CA soldier must always keep in mind possible secur it y issues.
F-10. Cer t ain t act ical sit uat ions may r equir e t he use of unclear ed
indigenous per sonnel as field expedient int er pr et er s. Commander s should
be awar e of t he incr eased secur it y r isk involved in using such per sonnel and
car efully weigh t he r isk ver sus t he pot ent ial gain. If unclear ed int er pr et er s
ar e used, any sensit ive infor mat ion should be kept t o a minimum.
F-11. The int erpret ers must be honest and free from unfavorable not oriet y
among t he local inhabit ant s. Their reput at ion or st anding in t he communit y
should be such t hat persons of higher rank and st anding will not int imidat e t hem.
Rapport Es tabli s hme nt
F-12. The int er pr et er is a vit al link t o t he t ar get audience. Wit hout a
cooper at ive, suppor t ive int er pr et er , t he mission could be in ser ious jeopar dy.
Mut ual r espect and under st anding is essent ial t o effect ive t eamwor k. The CA
soldier must est ablish r appor t ear ly in t he r elat ionship and maint ain r appor t
t hr oughout t he joint effor t . The difficult y of est ablishing r appor t st ems most
of t he t ime fr om lack of per sonal cont act .
F-13. The CA soldier begins t he pr ocess of est ablishing r appor t befor e he
meet s t he int er pr et er for t he fir st t ime. The soldier should do his homewor k.
Most for eigner s ar e r easonably knowledgeable about t he Unit ed St at es. The
CA soldier should obt ain some basic fact s about t he HN. Useful infor mat ion
may include populat ion, geogr aphy, et hnic gr oups, polit ical syst em,
pr ominent polit ical figur es, monet ar y syst em, business, agr icult ur e, and
expor t s. A good gener al out line can be obt ained fr om a r ecent almanac or
encyclopedia. Mor e det ailed infor mat ion is available in t he Ar ea Handbook
for t he count r y, and cur r ent newspaper s and magazines, such as New York
Times, Washington Post, Newsweek, and U.S . News and World Report.
F-14. The CA soldier should find out about t he int er pr et er s backgr ound.
The soldier should show a genuine concer n for t he int er pr et er s family,
aspir at ions, car eer , educat ion, and so on. Many cult ur es place a gr eat er
emphasis on family over car eer t han t he Unit ed St at es, so t he soldier should
st ar t wit h under st anding t he int er pr et er s home life. The CA soldier should
also r esear ch cult ur al t r adit ions t o find out mor e about t he int er pr et er and
t he nat ion in which t he soldier will be wor king. Though t he soldier should
gain as much infor mat ion on cult ur e as possible befor e ent er ing an HN, his
int er pr et er can be a valuable sour ce t o fill gaps. Showing int er est is also a
good way t o build r appor t .
F-15. The CA soldier should gain t he int er pr et er s t r ust and confidence
befor e embar king on sensit ive issues, such as r eligion, likes, dislikes, and
pr ejudices. The soldier should appr oach t hese ar eas car efully and t act fully.
Alt hough deeply per sonal beliefs may be ver y r evealing and useful in t he
FM 3-05.401
F-5
pr ofessional r elat ionship, t he CA soldier must gent ly and t act fully dr aw t hese
out of his int er pr et er .
Ori entati on
F-16. Ear ly in t he r elat ionship wit h int er pr et er s, t he CA soldier s should
ensur e t hat int er pr et er s ar e br iefed on t heir dut ies and r esponsibilit ies. The
soldier s should or ient t he int er pr et er s as t o t he nat ur e of t heir dut ies,
st andar ds of conduct expect ed, t echniques of int er view t o be used, and any
ot her r equir ement s necessar y. The or ient at ion may include t he following:
Cur r ent t act ical sit uat ion.
Backgr ound infor mat ion obt ained on t he sour ce, int er viewee, or
t ar get audience.
Specific object ives for int er view, meet ing, or int er r ogat ion.
Met hod of int er pr et at ion t o be usedsimult aneous or alt er nat e:
Simult aneouswhen t he int er pr et er list ens and t r anslat es at t he
same t ime.
Alt er nat ewhen t he int er pr et er list ens t o an ent ir e phr ase,
sent ence, or par agr aph, t hen t r anslat es dur ing nat ur al pauses.
Conduct of t he int er view, lesson, or int er r ogat ion.
Need for int er pr et er s t o avoid inject ing t heir own per sonalit y, ideas, or
quest ions int o t he int er view.
Need for int er pr et er t o infor m int er viewer (CA soldier ) of inconsis-
t encies in language used by int er viewee. An example would be someone
who claims t o be a college pr ofessor , yet speaks like an uneducat ed
per son. Dur ing int er r ogat ions or int er views, t his infor mat ion will be
used as par t of t he assessment of t he infor mat ion obt ained fr om
t he individual.
Physical ar r angement s of sit e, if applicable.
Possible need for int er pr et er t o assist in AARs or assessment s.
INTERPRETER TRAINING
F-17. As par t of t he init ial t r aining wit h t he int er pr et er , t he CA soldier
should t act fully convey t hat t he inst r uct or , int er viewer , or int er r ogat or (CA
soldier ) must always dir ect t he int er view or lesson. The soldier should put t he
int er pr et er s r ole in pr oper per spect ive and st r ess t he int er pr et er s
impor t ance as a vit al communicat ion link bet ween t he soldier and t he t ar get
audience. The CA soldier should appeal t o t he int er pr et er s pr ofessional pr ide
by clear ly descr ibing how t he qualit y and quant it y of t he infor mat ion sent
and r eceived is dir ect ly dependent upon t he int er pr et er s skills. Also, t he CA
soldier should ment ion how t he int er pr et er funct ions solely as a conduit
bet ween t he soldier and t he subject .
F-18. The CA soldier must be awar e t hat some int er pr et er s, because of
cult ur al differ ences, may at t empt t o save face by pur posely concealing t heir
lack of under st anding. They may at t empt t o t r anslat e what t hey t hink t he CA
soldier said or meant wit hout asking for a clar ificat ion or vice ver sa. Because
t his can r esult in misinfor mat ion and confusion and impact on cr edibilit y, t he
FM 3-05.401
F-6
CA soldier should let t he int er pr et er know t hat when in doubt he should
always ask for clar ificat ion. The soldier should cr eat e a safe envir onment for
t his as ear ly in t he r elat ionship as possible.
F-19. Ot her point s for t he CA soldier t o cover while or ient ing and t r aining
t he int er pr et er ar e
Impor t ance of t he t r aining, int er view, or int er r ogat ion.
Specific object ives of t he t r aining, int er view or int er r ogat ion, if any.
Out line of lesson or int er view quest ions, if applicable.
Backgr ound infor mat ion on t he int er viewee or t ar get audience.
Br iefing, t r aining, or int er view schedules. It may t ake double or t r iple
t he amount of t ime needed when using an int er pr et er t o convey t he
same infor mat ion. For t hat r eason, t he int er pr et er may be helpful in
scheduling enough t ime.
Copy of t he br iefing, quest ions, or lesson plan, if applicable. Special
at t ent ion should be given t o develop language pr oficiency in t he
t echnical fields in which t he int er pr et er s ar e expect ed t o be employed.
In gener al, t his will give t he int er pr et er t ime t o look up unfamiliar
wor ds or ask quest ions t o clar ify anyt hing confusing.
Copies of handout mat er ial, if applicable.
Gener al backgr ound infor mat ion on subject .
Glossar y of t er ms, if applicable.
INTERVIEW PREPARATION
F-20. The CA soldier select s an appr opr iat e sit e for t he int er view. He
posit ions and ar r anges physical set up of t he ar ea. When conduct ing
int er views wit h VIPs or individuals fr om differ ent cult ur es, t his ar r angement
can be significant .
F-21. The CA soldier inst r uct s t he int er pr et er s t o mir r or t he soldier s t one
and per sonalit y of speech. The soldier inst r uct s t he int er pr et er s not t o
int er ject t heir own quest ions or per sonalit y. He also inst r uct s t he int er pr et er s
t o infor m him if t hey not ice any inconsist encies or peculiar it ies fr om sour ces.
Inte rvi ew Conduct
F-22. Whet her conduct ing an int er view or pr esent ing a lesson, t he CA
soldier should avoid simult aneous t r anslat ions; t hat is, bot h t he soldier and
t he int er pr et er t alking at t he same t ime. The soldier should speak for a
minut e or less in a neut r al, r elaxed manner , dir ect ly t o t he individual or
audience. The int er pr et er should wat ch t he soldier car efully and, dur ing t he
t r anslat ion, mimic t he soldier s body language as well as int er pr et his ver bal
meaning. The CA soldier should obser ve t he int er pr et er closely t o det ect any
inconsist encies bet ween t he int er pr et er s and CA soldier s manner s. The
soldier must be awar e not t o for ce t he int er pr et er int o lit er al t r anslat ion by
being t oo br ief. The soldier should pr esent one major t hought in it s ent ir et y
and allow t he int er pr et er t o r econst r uct it in his language and cult ur e.
F-23. Alt hough t he int er pr et er will be doing some edit ing as a funct ion of
t he int er pr et ing pr ocess, it is imper at ive t hat he t r ansmit t he exact meaning
FM 3-05.401
F-7
wit hout addit ions or delet ions. As pr eviously ment ioned, t he CA soldier
should insist t hat t he int er pr et er always ask for clar ificat ion, pr ior t o
int er pr et ing, whenever not absolut ely cer t ain of t he soldier s meaning.
However , t he soldier should be awar e t hat a good int er pr et er , especially if he
is local, can be invaluable in t r anslat ing subt let ies and hidden meanings.
F-24. Dur ing an int er view or lesson, if quest ions ar e asked, t he int er pr et er
should immediat ely r elay t hem t o t he CA soldier for an answer . The
int er pr et er should never at t empt t o answer a quest ion, even t hough he may
know t he cor r ect answer . Addit ionally, neit her t he soldier nor int er pr et er
should cor r ect t he ot her in fr ont of an int er viewee or class; all differ ences
should be set t led away fr om t he subject or audience.
F-25. J ust as est ablishing r appor t wit h t he int er pr et er is vit ally impor t ant ,
est ablishing r appor t wit h int er view subject s or t he t ar get audience is equally
impor t ant . The CA soldier and t he int er pr et er should concent r at e on r appor t .
To est ablish cr it ical r appor t , t he subject s or audiences should be t r eat ed as
mat ur e, impor t ant human beings t hat ar e capable and wor t hy.
Communi cati on Techni ques
F-26. An impor t ant fir st st ep for t he CA soldier in communicat ing in a
for eign language is t o polish his English language skills. This is t r ue even if
no at t empt is made t o lear n t he indigenous language. The clear er t he soldier
speaks in English, including dict ion, t he easier it is for t he int er pr et er t o
t r anslat e. Ot her fact or s t o consider include use of pr ofanit y, slang, and
colloquialisms. In many cases, such expr essions cannot be t r anslat ed. Even
t hose t hat can be t r anslat ed do not always r et ain t he desir ed meaning.
Milit ar y jar gon and t er ms such as gee whiz or golly ar e har d t o t r anslat e.
In addit ion, if a t echnical t er m or expr ession must be used, t he CA soldier
must be sur e t he int er pr et er conveys t he pr oper meaning in t he t ar get
language. The soldier should speak in low cont ext , simple sent ences. For
inst ance, he may want t o add wor ds usually left off such as air plane. This
ensur es t he meaning will be obvious and he is not t alking about t he Gr eat
Plains or a wood plane.
F-27. When t he soldier is speaking ext empor aneously, he must t hink about
what he want s t o say. He should br eak it down int o logical bit s, and give it
out a small piece at a t ime using shor t , simple wor ds and sent ences and low
cont ext , which can be t r anslat ed quickly and easily. As a r ule of t humb, t he
CA soldier should never say mor e in one sent ence t han he can easily r epeat
wor d for wor d immediat ely aft er saying it . Each sent ence should cont ain a
complet e t hought wit hout ver biage.
Transi ti onal Phrases and Quali fi ers
F-28. These t end t o confuse and wast e valuable t ime. Examples ar e for
example, in most cases, maybe, and per haps. The soldier should be
caut ious of using Amer ican humor . Cult ur al and language differ ences can
lead t o misint er pr et at ions by for eigner s. The soldier should det er mine ear ly
on what t he int er pr et er finds easiest t o under st and and t r anslat e
meaningfully. In summar y, t he CA soldier should
Keep t he ent ir e pr esent at ion as simple as possible.
FM 3-05.401
F-8
Use shor t sent ences and simple wor ds (low cont ext ).
Avoid idiomat ic English.
Avoid t endency t owar d flower y language.
Avoid slang and colloquial expr essions.
F-29. Whenever possible, t he soldier should ident ify any cult ur al r est r ict ions
befor e int er viewing, inst r uct ing, or confer r ing wit h par t icular for eign
nat ionals. For inst ance, when is it pr oper t o st and, sit , or cr oss ones legs?
Gest ur es, being lear ned behavior , var y fr om cult ur e t o cult ur e. The
int er pr et er should be able t o r elat e a number of t hese cult ur al r est r ict ions,
which, whenever possible, should be obser ved in wor king wit h t he par t icular
gr oup or individual.
Dos and Donts
F-30. The following ar e some dos and dont s for t he CA soldier t o consider
while wor king wit h an int er pr et er . The CA soldier should
Posit ion t he int er pr et er by his side (or even a st ep back). This met hod
will keep t he subject or audience fr om shift ing t heir at t ent ion, or
fixat ing on t he int er pr et er and not on t he soldier .
Always look at and t alk dir ect ly t o t he subject or audience; guar d
against t he t endency t o t alk t o t he int er pr et er .
Speak slowly and clear ly; r epeat as oft en as necessar y.
Speak t o t he individual or gr oup as if t hey under st and English. The
soldier should be ent husiast ic and employ t he gest ur es, movement s,
and voice int onat ions and inflect ions t hat would nor mally be used
befor e an English-speaking gr oup. Consider able nonver bal meaning
can be conveyed t hr ough voice and body movement s. The soldier should
encour age t he int er pr et er t o mimic t he same deliver y.
Per iodically check t he int er pr et er s accur acy, consist ency, and clar it y.
Anot her Amer ican, fluent enough in t he language, should sit in on a
lesson or int er view. This should assur e t hat t he t r anslat ion is not
dist or t ed, int ent ionally or unint ent ionally. Anot her way t o be sur e is
for t he soldier t o lear n t he t ar get language so t hat t he int er pr et er s
loyalt y and honest y can be per sonally checked.
Check wit h t he audience whenever misunder st andings ar e suspect ed
and clar ify immediat ely. Using t he int er pr et er , t he soldier should ask
quest ions t o elicit answer s t hat will t ell whet her t he point is clear . If
not clear , he should r ephr ase t he inst r uct ion differ ent ly and illust r at e
t he point again. The soldier should use r epet it ion and examples
whenever necessar y t o facilit at e lear ning. If t he class asks few
quest ions, it may mean t he inst r uct ion is over t he heads of t he
audience, or t he message is not clear t o t he audience.
Make t he int er pr et er feel like a valuable member of t he t eam; give t he
int er pr et er r ecognit ion commensur at e wit h t he impor t ance of
his cont r ibut ion.
FM 3-05.401
F-9
The CA soldier should not
Addr ess t he subject or audience in t he t hir d per son t hr ough t he
int er pr et er . The soldier should avoid saying t ell t hem Im glad t o be
t heir inst r uct or , but r at her should say, Im glad t o be your inst r uct or .
He should addr ess t he subject or audience dir ect ly.
Make side comment s t o t he int erpret er t hat are not expect ed t o be
t ranslat ed. This t ends t o creat e t he wrong at mosphere for communicat ion.
Be a dist r act ion while t he int er pr et er is t r anslat ing and t he subject or
audience is list ening. The soldier should not pace t he floor , wr it e on t he
blackboar d, t eet er on t he lect er n, dr ink bever ages, or car r y on any
ot her dist r act ing act ivit y while t he int er pr et er is act ually t r anslat ing.
G-1
Appendix G
Guidelines to Successfully Reach an Agreement
This appendix discusses mediat ion fr om t he per spect ive of mediat ing
bet ween for mer belliger ent s in a post conflict envir onment . The following
guidelines ar e not all-inclusive or exclusive. Since mediat ion is t he
pr efer r ed met hod for conduct ing bilat er al or mult ilat er al t alks, t hese
guidelines wer e wr it t en mainly t o facilit at e mediat ion. However , t he
pr inciples cont ained below should also apply in t hose cases wher e t he CA
soldier is ser ving as a negot iat or or ar bit r at or .
The mediat ion pr ocess, like t he int er view pr ocess, consist s of t hr ee dist inct
phases: t he pr epar at or y phase, t he meet ing phase, and t he post meet ing
phase. Unlike t he int er view pr ocess, which is nor mally a one-t ime event ,
t he t hr ee phases ar e r epeat ed befor e each mediat ion event .
PREPARATORY PHASE
G-1. This phase includes det er mining wher e t he mediat ion should t ake
place, as well as doing r esear ch t o under st and what fact or s ar e involved so
t hat a successful out come of t he mediat ion pr ocess will r esult . The following
par agr aphs discuss t hese act ions.
ENVIRONMENT
G-2. When set t ing t he envir onment , t he mediat or consider s bot h t he physical
meet ing place and t he individual or gr oup r equir ement s of t he par t ies pr esent
at t he mediat ion. Pr efer ences among t he r epr esent at ives for a specific t ime or
locat ion should be consider ed, but a safe, quick rout e equidist ant for as many of
t he involved part ies as possible should be t he pr iorit y. All part ies must feel
secure and comfor t able while at t he mediat ion sit e. Shelt er, wat er, food, light ,
t elephone and communicat ions asset s, r est r ooms, paper and pens, chair s and
t ables, along wit h any ot her requisit e supplies should be readily available.
SITUATION RESEARCH
G-3. Pr epar at ion, as in any milit ar y oper at ion, is t he key t o a successful
mediat ion. The mediat or must know t he fact ual sit uat ion as well as t he
nuances t hat t he local r epr esent at ives will apply t o t he fact s. The condit ion of
local fact or ies, level of educat ion, age of t he populace, amount of far ming
ver sus manufact ur ing, lines of communicat ions (r oads, t elephones, wat er ,
and so on) ar e but a par t of t he over all sit uat ion. Polit ical inclinat ion befor e
and aft er t he conflict , economic t ies out side t he count r y, and t he ideologies of
int er nal and ext er nal pr essur e gr oups seeking cooper at ion or dishar mony ar e
also cr it ical.
FM 3-05.401
G-2
G-4. The mediat or must be fully awar e of t he r esour ces t hat can be exploit ed
t o r each an agr eement . He must know about all possible r esour ces, not only
fr om t he or ganizat ion t hat he r epr esent s but also fr om ot her int er nat ional,
nongover nment al, or pr ivat e gr oups oper at ing in t he t heat er .
G-5. The mediat or should also know which r equir ement s of t he local
populace could be lever aged t o incr ease pr essur e on t he local r epr esent at ives
t o comply wit h effor t s t o enhance st abilit y and peace. For example, t her e may
exist in t he AO fact or ies t hat ar e missing an easily pr ocur ed par t or far mland
t hat could pr oduct ively gr ow an alt er nat e cr op. While t his knowledge does
not dir ect ly lead t o an agr eement , an effor t by t he mediat or t o obt ain t he
missing par t or an alt er nat e cr op sour ce can be used t o nudge a par t y t owar d
cooper at ion.
G-6. The local slant on t he fact s will var y by per son, village, count y, and
nat ion. Mediat or s must know what each par t y can and will concede and
ensur e t hat a balance is achieved.
G-7. The mediat or must know as much as possible about t he par t ies t hat ar e
dir ect ly and indir ect ly involved in t he mediat ion. Ther e will be per sonalit ies
and pr essur es fr om behind t he scenes t hat can affect t he willingness of t he
local r epr esent at ive t o suppor t an agr eement . Mediat or s must know t he
abilit y of t he people pr esent at t he t able t o effect ively comply wit h any
agr eement t hat t hey sign. Fr ust r at ion and dist r ust ar e har d t o over come
when an unseen per son der ails an agr eement made in good fait h.
G-8. The mediat or must also know if t he local r epr esent at ive can sign an
agr eement and expect t he suppor t of t he populace. If popular suppor t is not
for t hcoming, any moment um t owar ds st abilit y will be lost . Finally, t he
mediat or must know which int er nat ional par t ies have an influence on, as
well as an int er est in, t he t opics of t he mediat ion and ensur e t hat t he goals of
t he mediat ion ar e not at odds wit h t hose of a member of t he int er nat ional
communit y (IC).
G-9. When using t r anslat or s, t he mediat or must also be mindful of t he
t r anslat or s per sonal bias filt er . Tr anslat or s should be vet t ed and r out inely
checked t o ensur e t heir int egr it y and accur acy. Befor e key meet ings, t he
mediat or should br ief t he t r anslat or s t o ensur e t hat new or difficult ideas ar e
clear ly under st ood and uncommon wor ds and t heir definit ions ar e explained.
G-10. When hir ing t r anslat or s, many fact or s must be consider ed. Local
t r anslat or s t end t o be t he most fluent and have a bet t er command of dialect s
but will be mor e likely t o have mor e pr onounced biases, depending upon t heir
per sonal exper iences and loyalt ies t o par t icular et hnic or r eligious gr oups.
Amer ican t r anslat or s have a lower t endency t o have per sonal biases, eit her
for or against a par t y, but t heir command of local dialect s may not equal t hat
of a nat ive speaker . If possible, mediat or s should use t r anslat or s in t andem t o
ensur e bot h accur acy and r eliabilit y and t o r educe t he effect s of per sonal bias.
G-11. One of t he most difficult challenges facing a mediat or is ensur ing t hat
all par t ies ar e r epr esent ed. In some cases, por t ions of t he populace will be
eit her under r epr esent ed or not r epr esent ed at all. The mediat or must know
t he demogr aphics of t he r egion t o int egr at e all pot ent ial int er est ed par t ies
int o t he pr ocess. Failur e t o do so will lessen over all suppor t for st abilit y and
FM 3-05.401
G-3
may act ually lay t he foundat ion for fut ur e cont r over sy wher e t he Unit ed
St at es is cit ed as a biased ent it y.
MEETING PHASE
G-12. Effect ive communicat ion is essent ial t o maint ain successful negot iat ions.
This will oft en t ake place wit hin meet ings. Meet ings may be informal and
spont aneous or may be rout ine, but all must be well t hought out and carefully
planned, if possible.
BEFORE THE MEETING
G-13. Befor e any meet ing, t he CA soldier conduct ing t he meet ing should
accomplish t he following:
Ident ify t he r eason for member s meet ing face t o face.
Ensur e member s have been invit ed well in advance.
Est ablish t he object ives for t he meet ing.
Ensur e all par t icipant s under st and t he object ives.
Cir culat e r epor t s and ot her document at ion per t inent t o t he discussion
befor e t he meet ing so infor mat ion can be r ead and digest ed.
Pr epar e t he physical envir onment befor ehand (check for war mt h, fr esh
air , light , seat ing ar r angement s, secur it y, communicat ions suppor t ,
accessibilit y of t he meet ing locat ion, and solit ude). The CA soldier
should also
Ensur e appr opr iat e visual aids (whit eboar ds, mar ker s, sheet s of
paper , r ecor ding equipment , and over head pr oject or s) ar e in place.
Ar r ange member s so t hey can face each ot her , if possible; for lar ger
gr oups, t r y U-shaped r ows. A leader has bet t er cont r ol when he is
cent r ally locat ed.
Choose a locat ion suit able t o gr oup size. Small r ooms wit h t oo
many people get st uffy and cr eat e t ension. A lar ger r oom is mor e
comfor t able and encour ages individual expr ession.
Var y meet ing places, if possible, t o accommodat e differ ent
member s.
Collect any ot her r esour ces needed for t he meet ing.
Assemble st at ic displays, if used.
Est ablish and publish an agenda.
Ident ify and pr epar e a facilit at or .
Ident ify and pr epar e a r ecor der .
AT THE MEETING
G-14. The facilit at or will
Make sur e t he meet ing st ar t s on t ime.
Be knowledgeable on appr opr iat e social cust oms and r equir ement s.
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Be awar e t hat people of differ ent cult ur es may follow differ ent t ime
scales; if t her e ar e lat ecomer s, welcome t hem, give t hem a moment t o
set t le, t hen t ell t hem what t he gr oup is doing.
Welcome member s and or ganizat ions and conduct int r oduct ions.
Ar t iculat e gr ound r ules t hat have been developed by t he member s:
Respect for other people: There will be no int errupt ing, no long
monologues, no personal abuse, and t ime is allowed for everybody t o
express their views.
Confidentiality: Agr eement needs t o be r eached on whet her
meet ing cont ent shall be discussed out side t he meet ing.
Responsibility: Ever ybody agr ees t o t ake r esponsibilit y for
t imekeeping, keeping t o t he agenda, and voicing t heir opinions in
t he meet ing r at her t han aft er war ds.
Physical comfort: Agr eement needs t o be r eached on whet her
smoking is per missible or whet her br eaks can be negot iat ed.
Decision making: Agr eement needs t o be r eached on how decisions
ar e t o be made: by consensus or vot ing. If consensus cannot be
achieved, at what point will alt er nat ive decision-making met hods
be used and who will decide?
Read and call for apologies.
Est ablish t he t ime fr ame for t he meet ing.
Keep t he gr oup focused on t he agenda.
Thank ever yone for at t ending t he meet ing and set t he t ime and place,
if appr opr iat e, for t he next meet ing.
Conduct a document s securit y check of t he room or area aft er t he meet ing.
AFTER THE MEETING
G-15. Pr oblems ar e discussed dur ing t he meet ing wit h officer s so
impr ovement s can be made. The facilit at or will
Follow up on delegat ion decisions; see t hat all member s under st and
and car r y out t heir r esponsibilit ies.
Give r ecognit ion and appr eciat ion t o excellent and t imely pr ogr ess.
Put unfinished business on t he agenda for t he next meet ing.
Conduct a per iodic evaluat ion of t he meet ings. Weak ar eas can be
analyzed and impr oved for meet ings t hat ar e mor e pr oduct ive.
Ensur e
Act ion plans and follow-ups ar e confir med.
Minut es ar e checked by t he facilit at or and t he r ecor der .
The t ime fr ame for publicat ion and dist r ibut ion of minut es, r epor t s,
and t he next agenda is ar r anged, as r equir ed.
GOAL EXPLANATION
G-16. The met hods and oper at ional aspect s of an oper at ion may be classified,
but t her e is not hing classified about t he goals of U.S. policy. Upon meet ing
FM 3-05.401
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t he par t ies t o t he mediat ion, t he mediat or must be for t hr ight and dir ect wit h
what is expect ed bet ween par t ies as it per t ains t o t he est ablishment of
st abilit y and last ing peace. The U.S. goals should be pr esent ed t o all par t ies
t o t he mediat ion in wr it t en for m and in t he local language. Aft er t he local
r epr esent at ives have r ead t he goals, t he mediat or should ask quest ions of
t hem t o ensur e t hat t he goals ar e under st ood and t hat t her e is no mist aken
concept ion t hat t he mediat or is t r ying t o fur t her t he par t icular int er est s of
eit her t he Unit ed St at es or a local ent it y.
G-17. Neit her t he goal of st abilit y nor of peace should have negat ive
connot at ions. When applicable, t he mediat ion effor t should be placed in t he
cont ext of a lar ger fr amewor k of int er nat ional or r egional agr eement s, or a
t r eat y t hat a higher level of t he local gover nment has signed and wit h which
it is complying.
Establi shment of a Professi onal Inte rpersonal Relati onshi p Wi th the Parti es
G-18. It is a challenge t o balance t he int er per sonal r elat ionship bet ween t he
mediat or and t he local par t ies. Mediat or s must be accessible and open
wit hout appear ing t o favor one side over anot her . Any social meet ing should
be br ief and based upon t he pr ofessional r elat ionship. Any appear ance of
being over ly cor dial wit h a par t y t o t he negot iat ion will er ode t r ust .
Mediat or s should t r eat all meet ings as if t hey wer e in a business envir onment
t o pr eclude t he t aint of impr opr iet y.
Fai rness and Imparti ali ty
G-19. In conjunct ion wit h int er per sonal r elat ionships, mediat or s must show
fair ness and impar t ialit y. When a mediat or suggest s a pr ogr am or offer s t o
assist in pr oviding funding or suppor t for a cooper at ive pr oject t hat adher es
t o U.S. policy goals, he must equit ably divide t he r esour ces t o ensur e t hat
neit her side pr ofit s at t he expense of t he ot her .
G-20. Similar ly, t he mediat or must know when t o met e out r ewar ds and
punishment s. If one par t y consist ent ly cooper at es while anot her par t y
const ant ly r esist s or r efuses t o cooper at e, t he mediat or must simult aneously
r ewar d and punish t he r espect ive par t icipant s. In t his sit uat ion, an effect ive
way t o influence behavior is t o seek an incr ease in funding or suppor t for
pr ogr ams t hat benefit t hose who cooper at e, and decr ease funding or suppor t
for pr ogr ams t hat aid t he uncooper at ive.
G-21. Mediat or s should exer cise discr et ion as t o how pr eviously
noncooper at ive par t ies ar e t r eat ed once t hey begin t o cooper at e. The mediat or
may r ecommend eit her r est or ing lost funding or suppor t or simply
r ecommend t hat funding or suppor t be per manent ly lost .
Percepti on Equals Reali ty
G-22. An essent ial t enet in all mediat ion effor t s in a post conflict
envir onment is t hat per cept ion is t he same as r ealit y. The basis for r ealit y is
how a per son per ceives r ecent event s and not how act ual fact s pr ove t he
per cept ion r ight or wr ong. Ther efor e, if a par t y t o mediat ion per ceives he was
wr onged, t hen he was wr onged. Alt er nat ively, if t he Unit ed St at es wer e
per ceived as t aking a side, t he Unit ed St at es has, de fact o, t aken a side.
FM 3-05.401
G-6
G-23. It is not t he impart ial mediat ors place t o correct false percept ion. In any
event , he will be unable t o do so in t he limit ed amount of t ime he has t o affect t he
sit uat ion. The mediat or must be aware of local mispercept ions and find a way t o
circumvent t hem. In a post conflict environment , an effect ive way t o correct
mispercept ions is by long-t erm revisions made wit h small st eps.
Somethi ng Tangi ble to Offe r
G-24. While r emaining impar t ial, t he mediat or must have somet hing
t angible t o offer t he par t ies for cooper at ion and, t her efor e, somet hing t angible
t o t ake away for failing t o cooper at e. Ot her wise, t he mediat or is only an
obser ver and cannot lead t he mediat ion effor t t owar d cooper at ion, st abilit y,
and peace. Ther e ar e inst ances, however , wher e a mediat or has not hing
t r adit ionally t angible t o offer . Funding may be slow in coming or nonexist ent .
In t hose cases, t he mediat or will have t o impr ovise and seek eit her
nont r adit ional suppor t or met hods t hat allow milit ar y r esour ces t o assist . The
mediat or can always lever age t he pr est ige of cooper at ing wit h t he Unit ed
St at es. Ther e ar e few local polit icians who do not want t o appear as being
able t o hold t heir own in a U.S.-led ar ena.
Money Equals Influence
G-25. Along wit h having somet hing t angible t o offer is t he fact t hat money
equals immediat e influence. While t his is t r ue, it can be a pr oblem if not
monit or ed. Mediat or s must not appear t o be using funding for pr oject s t o
for ce local officials int o cooper at ing in agr eement s t hat r un count er t o t he
int er est s of t he local populace.
G-26. The Unit ed St at es funds for eign aid pr oject s expr essly t o influence t he
decisions of local officials, but t he per cept ion t hat an official is a puppet of t he
Unit ed St at es will bot h lessen his effect iveness in t he communit y and quell
popular suppor t for U.S. policy.
Refocus of the Me di ati on Effort
G-27. Ther e ar e sit uat ions when t he mediat or may have t o t ot ally r efocus
t he mediat ion effor t . If t he par t icipant s ar e act ively opposing U.S. policy and
t he mediat or s concer t ed effor t s fail t o alt er t hat behavior , t he mediat or
should r edir ect his effor t . This is a ver y delicat e and complex t ask. If t he
uncooper at ive r epr esent at ives ar e able t o quickly or easily r eplace, by
domest ic or int er nat ional means, t he same suppor t or funding wit hdr awn by
t he U.S. r epr esent at ive, t hen t he pr est ige and influence of t he Unit ed St at es
is adver sely affect ed. The mediat or should display his det er minat ion t o seek
st abilit y and lever age his abilit y t o cur t ail suppor t for t he uncooper at ive
officials. Coor dinat ion wit h t he var ious member s of t he int er nat ional
or ganizat ions oper at ing in t he ar ea is cr it ical.
G-28. If t he mediat or must r edir ect t he mediat ion, he should consider
differ ent communicat ion met hods. The mediat or can alt er t he meet ing
locat ion, change which ent it ies par t icipat e, r eassess what subject s will be
addr essed, find a differ ent int er nat ional or ganizat ion t o host , allow for
sur r ogat es, or lower t he level of r epr esent at ives fr om t he local communit ies.
To succeed, t he mediat or must be flexible.
FM 3-05.401
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G-29. The mediat or must consist ent ly demonst r at e t hat U.S. det er minat ion
t o achieve st abilit y and peace is gr eat er t han t he local dedicat ion t o cont inued
conflict . He must const ant ly r eit er at e t he goal of cooper at ion over t he pr ot est s
of t he locals t o confir m t hat U.S. st aying power will over come any at t empt t o
st all pr ogr ess t owar d peace.
Me di ator Control
G-30. Mediat or s must always be in cont r ol of t hemselves and t he member s of
t heir t eam and not become per sonally involved. This is ver y difficult when
t he mediat or has knowledge of a par t icular par t icipant s inhumane act s or
when a par t y t o t he mediat ion exhibit s an aggr essive at t it ude. No mat t er
t he cir cumst ances, t he mediat or and his subor dinat es must maint ain
t heir composur e.
G-31. Mediat or s must also cont r ol t he out bur st s of t he par t icipant s.
Belliger ent act s or t hr eat s cannot be t oler at ed. When unaccept able behavior
occur s, t he mediat or must st op t he t alks immediat ely t o pr event escalat ion.
The mediat or should t hen schedule separ at e and pr ivat e meet ings wit h each
par t icipant t o r eit er at e what is expect ed of each par t y.
G-32. The mediat or , however , should not be emot ionless. Ther e ar e t imes
when t he mediat or should show his disappr oval, bot h ver bally and t hr ough
body language. Alt hough t he mediat or should not yell or aggr essively
appr oach any par t icipant , he should schedule a pr ivat e meet ing t o clar ify t he
r eason for his disappr oval.
Opti on to Retreat
G-33. Par t ies t o mediat ion should always have an opt ion t o r et r eat . The goal
of mediat ion is not t o defeat a par t y but t o inst ill cooper at ion t owar d st abilit y
and peace. Ther e may be t imes when a par t icipant cannot suppor t a posit ion
and t he mediat or should t act fully allow t he par t y a face-saving r out e of
escape. Should an agr eement be made wit h a par t y t hat felt t r apped, it is
ver y unlikely t hat t hat par t y will honor t he agr eement . It is mor e effect ive t o
r eschedule and meet when act ual pr ogr ess can be made t han t o r each an
agr eement t hat will be discar ded. All par t ies should be able t o r et r eat
honor ably or wit h some for m of vict or y.
Pri vate Me e ti ngs
G-34. Pr ivat e meet ings have an impor t ant r ole in mediat ion effor t s. They
allow t he mediat or and each par t icipant t o know one anot her on a per sonal
level, and bot h t he mediat or and t he individual par t y can explain t heir
par t icular goals. In addit ion, issues a par t y would not discuss in fr ont of an
adver sar y can be discussed while det ails and differ ences of opinion can be
ir oned out .
G-35. The mediat or should be awar e t hat t oo many pr ivat e meet ings wit h
one par t y or anot her may give t he appear ance of favor it ism. Pr ivat e meet ings
should be focused on t he main issues of t he mediat ion.
G-36. On t he ot her hand, mediat ion t hat is conduct ed in seclusion and
wit hout out side wit nesses can be an effect ive use of t he pr ivat e meet ing
for mat . Because t he par t ies do not have t he oppor t unit y or feel t he pr essur e
FM 3-05.401
G-8
t o blust er or out maneuver t heir adver sar y for t he benefit of t he public, t hese
meet ings can be ver y const r uct ive. Once cooper at ion and t r ust ar e
est ablished, pr ivat e meet ings can quickly lead t o pr ogr ess.
Publi c Meeti ngs
G-37. Public meet ings ar e t he most effect ive vehicle for widely
demonst r at ing pr ogr ess and suppor t for incr eased t r ust , cooper at ion,
st abilit y, and peace bet ween for mer war r ing par t ies. Public meet ings also
help est ablish t he air of per manence and, t her eby, add t o t he legit imacy of
t he effor t .
G-38. While public meet ings ar e pr efer able t o pr ivat e meet ings, t he cost s
and inher ent inefficiencies may out weigh t he benefit s. Coor dinat ing public
meet ings can be ext r emely difficult . As local and int er nat ional spect at or s
at t end t he mediat ion, t he physical r equir ement s incr ease dr ast ically.
Secur it y and safet y issues also become mor e acut e. The mediat or must weigh
concer ns for secur it y against t he public display for st abilit y and peace.
Mediat or s must also ensur e t hat t he desir e t o cooper at e and pur sue st abilit y
and peace is genuine, and t hat a public meet ing will not be int ent ionally used
t o disr upt cooper at ion or U.S. policy.
POSTMEETING PHASE
G-39. The post meet ing phase is t he implement at ion and follow-t hr ough
r equir ed for a successful mediat ion. The following par agr aphs discuss t he
necessar y act ions t hat mediat or s must t ake.
REPRESENTATIVE ACCOUNTABILITY
G-40. Once a local r epr esent at ive commit s t o and signs an agr eement , he
must be held account able t o t he t er ms of t he agr eement . Suppor t and funding
for pr oject s t hat benefit t he signat or ies communit ies should always be
dir ect ly linked t o cont inued adher ence t o any and all agr eement s.
G-41. The mediat or must est ablish a syst em t hat ensur es ever y par t y will
adher e t o all agr eement s. Should a signat or y begin t o veer away fr om t he
int ent or t he let t er of an agr eement , t he mediat or must be pr epar ed t o
appor t ion punishment and clear ly and dir ect ly explain why t he punishment
is being met ed out .
G-42. The mediat or should use all for ms of local, nat ional, and int er nat ional
pr ess, as well as int er nat ional or ganizat ions t hat monit or t he ar ea, as
wat chdogs. As oft en as possible, agr eement s should be publicized t o make
t hem a mat t er of public r ecor d, which will compel t he par t ies t o comply.
Accurate Informati on De li very to all Inte rested Parti es
G-43. The pr ess can be bot h a t r emendous asset and a t r emendous bur den
for mediat or s. Ther e ar e par t icular guidelines for int er act ing wit h t he media,
and t he PAO wit hin each command is t asked wit h announcing official pr ess
r eleases. The PAO is also t he pr imar y sour ce for infor mat ion on cont act ing
member s of t he pr ess.
FM 3-05.401
G-9
G-44. Cert ain paramet ers must be observed when t he media is int egr at ed. An
analysis of t he t arget audience and t he met hod of informat ion deliver y have t o
be conduct ed. The significance of t he event must be balanced wit h t he amount
of pr ess cover age. The size and t he lit er acy r at e of t he audience ar e also fact or s.
In addit ion, t he geographic area (local, regional, nat ional, or int ernat ional
audiences) has a significant impact on which media will be effect ive.
G-45. The CA civil infor mat ion officer and local PSYOP asset s should also be
int egr at ed int o t he deliver y of infor mat ion. Close coor dinat ion for t iming and
disseminat ion is cr it ical for success. Accur at ely infor ming t he public about
successful agr eement s will br oaden popular suppor t for st abilit y and peace
while r educing t he negat ive impact of local per cept ions about t he behavior of
t heir for mer adver sar ies.
G-46. Wor ding and t r anslat ion of infor mat ion r eleases ar e cr it ical. As one
who is fully knowledgeable of t he subject mat t er , t he mediat or should be
closely involved in dr aft ing all document s descr ibing key point s about t he
agr eement . When wr it ing infor mat ion r eleases, t he mediat or should use
shor t , dir ect sent ences t hat r ead well if quot ed. Speeches should be available
in wr it t en for m. Rat ified agr eement s should be pr esent ed in as many
applicable languages as possible. The mediat or should ensur e t he accur acy of
all t r anslat ions. For t he t elevision and r adio media, infor mat ion should be
edit ed int o shor t but under st andable pieces t hat ar e usable as sound bit es.
As wit h ever yt hing t hat is t o be disseminat ed aft er having been t r anslat ed,
t he mediat or should ensur e t hat appr opr iat e per sonnel have vet t ed t he
t r anslat ions.
G-47. Timing is crit ical t o effect ively announcing a successful mediat ion. When
t he decision is made t o int egr at e t he media, t he mediat or should be aware of
any event s t hat may disr upt or det r act fr om t he mediat or s announcement . The
mediat or should release informat ion when it will not be dilut ed or edit ed t o t he
point wher e it is ineffect ive. If possible, t he mediat or should avoid dat es t hat
involve major holidays, elect ions, religious holy days, hist or ical event s, or dat es
when a crit ical announcement is scheduled. The mediat or should also
coor dinat e wit h t he ot her member s of t he IC t o eliminat e t he possibilit y of
conflict ing announcement s.
Wri tte n Records and Agreements
G-48. Wr it t en r ecor ds of all meet ings must be kept t o ensur e t hat all
par t icipant s t o t he mediat ion under st and impor t ant t er ms, condit ions, and
definit ions wit hin an agr eement . Wit hout wr it t en r ecor ds, it is impossible t o
est ablish t he ver acit y of an agr eement . The par t ies t o t he mediat ion should
see t hat not es and r ecor ds ar e being kept , which ser ves t wo pur poses. Fir st , it
r einfor ces t he under st anding t hat t he par t icipant s will be held t o t he t er ms of
t he agr eement and, t her efor e, should not make st at ement s wit hout int ending
t o honor t hem. Second, a wr it t en r ecor d can be for war ded t o t he par t icipant s
for t heir r ecor ds and t he pr ofessional manner in which t he mediat ion is
conduct ed will enhance t he legit imacy of t he mediat ion effor t .
G-49. All agr eement s must be wr it t en and t r anslat ed. A handshake t o
symbolize t he final accept ance of an agr eement is excellent for a closing but
does not subst it ut e for a wr it t en and signed agr eement . If necessar y, t he
FM 3-05.401
G-10
mediat or can gat her signat ur es on a wor king ver sion of t he agr eement t o
est ablish document at ion of an agr eement . Fr om t his wor king ver sion, t he
mediat or can for malize t he agr eement wit h an official signing cer emony. The
mediat or should use all of t hese pr ot ocols t o r einfor ce, among t he local
populat ion as well as t heir r epr esent at ives, t he ser iousness of t he agr eement
and t hat all agr eement s will be monit or ed for compliance.
G-50. English is commonly accept ed as t he int er nat ional language of
agr eement s. Dur ing mediat ion, t her efor e, t he English ver sion of an
agr eement is t he official ver sion. If t he int ent or t er ms of an agr eement ar e
challenged, t he English ver sion must be t he benchmar k for all clar ificat ions.
Me di ati on and Transi ti on to the Inte rnati onal Communi ty
G-51. The mediat or should est ablish a rout ine by scheduling mediat ion
meet ings at set int ervals. As t he mediat ion pr ogresses, he should invit e key
member s fr om t he IC t o obser ve and par t icipat e. Aft er t he member s of t he IC
become mor e act ive, t he mediat or may defer t o t hem on decisions or int egr at e
t heir exper t ise. The member s of t he IC should be int egr at ed int o t he pr ocess as
mediat or s and host s t o maximize exposure and est ablish cooper at ion. If
possible, a name should be est ablished for t he gr oup of part icipat ing ent it ies t o
encour age a sense of owner ship and member ship in an exclusive or ganizat ion.
G-52. The mediat or should t ransit ion t he mediat ion effort , once firmly
est ablished, t o t he IC. The mediat or can use t he role of mediat ion leader , as
well as t he t rust and pr est ige est ablished over t he t erm of t he mediat ion effort ,
t o pr epare t he part icipant s for t ransit ion t o t he IC. Doing so will allow t he
int ernat ional and nongover nment al or ganizat ions and inst it ut ions chart ered t o
assist in t hese arenas t o accomplish t heir mandat es.
G-53. Effect ively t ransit ioning t he IC int o t he lead role in t he mediat ion effort
will assist t hem in accomplishing t heir respect ive missions and may lead t o
fut ure IC support of U.S. milit ary-led mediat ion effort s. As U.S. milit ary
repr esent at ives est ablish a reput at ion as effect ive mediat or s, t he IC should in
t urn become more accept ing of t he U.S. milit arys mediat ion effort s and,
t her efor e, more ent husiast ically support ive. Quicker support fr om t he IC for
U.S. milit ary mediat ion effort s will t hen reduce t he long-t er m requirement for
U.S. for ce st r uct ur e needed t o conduct post conflict oper at ions.
G-54. The mediat or should set a t imet able in coor dinat ion wit h t he IC t hat
will gr adually t r ansit ion t he lead r ole fr om t he CA mediat or t o a mediat or
fr om t he IC. The CA mediat or should inst all a member of t he IC as a
co-mediat or , or est ablish a pat t er n for alt er nat ing t he r ole of lead mediat or
fr om one meet ing t o anot her . Bot h t he CA r epr esent at ive and t he IC
r epr esent at ive should be pr esent at all meet ings unt il final t r ansit ion occur s.
All r ecor ds should be passed over t o t he IC or ganizat ion t hat is pr oviding t he
per son who is t aking t he posit ion of lead mediat or .
MEDIATION PROCESS AND THE MEDIATORS ACTIONS
G-55. Mediat ion in a post conflict oper at ion follows a gener al pat t er n. While
each oper at ion is on a differ ent t imeline and can involve addit ional or fewer
st eps, t he pr ocess r emains const ant . In some inst ances, st eps in t he pr ocess
may t ake place simult aneously or t hey may t ake place in a differ ent or der .
FM 3-05.401
G-11
The mediat or must r emain flexible and open t o change based on t he
idiosyncr asies of t he local sit uat ion. Since CA mediat or s ar e oft en r eplaced at
t he six-mont h mar k, t he mediat or must init iat e t he pr ocess as soon as
possible aft er ar r ival. In addit ion, t he mediat or must have accur at e r ecor ds t o
ensur e cont inuit y when he t r ansit ions out .
G-56. St ar t ing at est ablishing t r ust and ending at t he fir st mult ilat er al
agr eement , t he aver age per iod for complet ing a mediat ion cycle is 4 t o 6
mont hs. Since t he CA mediat or is usually in t he ar ea for appr oximat ely six
mont hs, he must act quickly and decisively t o develop a plan for mediat ion.
The following par agr aphs descr ibe t he gener al mediat ion pr ocess and t he
st eps t he mediat or t akes dur ing t he pr ocess.
Establi shment of Trust (Closed DoorNo Outs i de Observers, Parti ci pants , or Press)
G-57. The mediat or conduct s one-t o-one meet ings t o est ablish a pr ofessional
r elat ionship bet ween himself and each individual par t icipant and t o explain
U.S. policy goals, expect at ions, and t he r ewar ds of cooper at ion, as well as t he
consequences of noncooper at ion.
G-58. The mediat or compiles a list of t he concer ns and gr ievances of each
par t y. He compar es t he list s and decides which issues show pr omise of
cooper at ion. He looks for ar eas wher e infr ast r uct ur e or lines of
communicat ion int er sect . These ar eas gener at e many oppor t unit ies wher e t he
needs of t he par t ies over lap.
G-59. Gr oup meet ings of incr easing size and fr equency ar e held t o est ablish
a pr ofessional r elat ionship bet ween t he par t icipant s.
G-60. Following bot h one-t o-one and gr oup meet ings, t he mediat or at t empt s
t o est ablish t he r out ine of a social hour for small t alk and t o r elax t he
par t icipant s in t he company of for mer adver sar ies.
Bi late ral Me di ati on (Ope n or Closed DoorMay or May Not Allow Outs i de Observers,
Parti ci pants , or Press at the Me di ators Di screti on)
G-61. The mediat or or chest r at es a simple agr eement over a small issue t hat
only involves t wo of t he local ent it ies or villages. He concent r at es on t hose
ar eas wher e concer ns or needs over lap, and wor ks wit h pair s of
r epr esent at ives fr om t he local communit ies, one r epr esent at ive fr om each of
t he opposing sides. The mediat or r ewar ds t he t wo par t icipant s wit h funding,
suppor t , or by coor dinat ing assist ance for t heir r espect ive communit ies.
G-62. Thr oughout t he ent ir e cour se of t he mediat ion, t he mediat or act ively
encour ages all par t ies t o meet out side t he fr amewor k of t he mediat ion.
Det ails about wor ding or minor aspect s about t he t er ms and condit ions of
cooper at ion should t ake place dir ect ly bet ween t he opposing sides. The
mediat or should make ever y at t empt t o det er mine what t he par t ies have
agr eed t o, but t he mor e impor t ant goal is t o est ablish nor malized
communicat ions bet ween all local ent it ies wit hout t he int er vent ion of t he IC
or t he U.S. milit ar y.
G-63. The mediat or meet s wit h t he r epr esent at ives of adjacent ent it ies or
villages and discusses t he successful cooper at ive effor t s t hat ar e occur r ing in
t he r egion and t he r ewar ds t hat ensued.
FM 3-05.401
G-12
G-64. The mediat or keeps a comparat ive balance in t he charact erist ics of t he
par t icipant s. He at t empt s t o pair each ent it y wit h an ent it y fr om t he opposit ion
t hat has a similar size, infr ast ruct ure, farming or business base, and economic
condit ion.
G-65. The mediat or r epeat s t he above st eps wit h issues of incr easing
impor t ance t o est ablish cr edibilit y in ever -expanding r ealms. He makes
cooper at ion t he nor m so t hat it becomes expect ed and not a sur pr ise.
G-66. The mediat or init iat es bilat er al t alks wit h as many pair s of t he local
ent it ies as can be effect ively managed. When possible, he wor ks differ ent
issues wit h each pair t o est ablish cooper at ion in var ious ar eas.
G-67. As bilat er al t alks advance t owar d a mult ilat er al set t ing, t he mediat or
exploit s est ablished cooper at ion bet ween any or all of t he pair s of ent it ies. He
encour ages par t ies t o a successful bilat er al mediat ion t o ment or ot her pair s
who ar e facing similar pr oblems. As t he pr ocess moves for war d int o mor e
for malized mult ilat er al mediat ion, t he mediat or builds t eams fr om t he pair s
t o est ablish a per sonal bond bet ween t he par t icipant s.
G-68. All of t he above st eps lay t he gr oundwork for meet ings bet ween mult iple
ent it ies. Befor e moving for war d in t he pr ocess, t he mediat or should ensur e t hat
t her e are enough successful pr ecedent s t o indicat e t hat mult ilat er al mediat ion
will be fr uit ful.
Multilateral Mediation (Open or Closed DoorMay or May Not Allow Outside Observers,
Participants, or Press at the Mediators Discretion)
G-69. The mediat or meet s wit h t he pair s of r epr esent at ives developed dur ing
t he bilat er al phase t o det er mine t heir combined concer ns and issues. Also, he
det er mines whet her t hey ar e willing t o t alk wit h ot her pair s of
r epr esent at ives t o discuss lar ger gr oup cooper at ion and concessions. The
mediat or explains U.S. policy goals, t he r ewar ds of cooper at ion, and t he
consequences of noncooper at ion.
G-70. The mediat or demonst r at es t he r ewar ds and advant ages of
cooper at ion by cit ing pr evious cooper at ive vent ur es and t he pr oceeds t hat t he
cooper at ive par t ies r eceived for t heir communit ies. He explains t he goals of
t he mediat ion and what each cooper at ive par t y can expect t o benefit at t he
conclusion of an accept able agr eement . (The mediat or should ensur e t hat t he
IC and t he milit ar y chain-of-command can and will sust ain any suppor t or
funding t hat is pr offer ed.)
G-71. The mediat or asks t he par t icipant s t o pr opose a name for t he gr oup
t hat is r epr esent at ive of t he ent ir e r egion. He r efer s t o commonplace names
for r iver s, mount ain r anges, or any major t er r ain feat ur e t hat t he local
populace can r eadily r ecognize. The mediat or should ensur e t he name does
not have pot ent ial negat ive connot at ions, such as a major bat t le or t he sit e of
an at r ocit y.
G-72. The mediat or begins t he mult ilat er al mediat ion wit h a st at ement of
int ent t o cooper at e. He wor ks out t he det ails ahead of t ime and has t he
par t icipant s sign t he document , eit her as a gr oup or dur ing one-t o-one
meet ings. A gr oup set t ing is pr efer r ed.
FM 3-05.401
G-13
G-73. The mediat or has t he IC and t he milit ar y commander wr it e
congr at ulat or y let t er s t o t he ent ir e gr oup of par t icipant s, and ensur es t hat
t he wor ding is accur at e and noninflammat or y. The mediat or submit s a dr aft
of t he let t er t o t he U.S. milit ar y commander and t he r epr esent at ives fr om t he
IC so t hat t hey have a common r efer ence point fr om which t o wr it e t heir
r espect ive congr at ulat or y let t er s. Fr om t his point onwar d, any
communicat ion fr om t he U.S. milit ar y or t he IC is addr essed t o t he gr oup t o
r einfor ce t he per cept ion, among t he par t icipant s, of member ship in a lar ger
or ganizat ion.
G-74. The mediat or develops t he st at ement of int ent t o cooper at e int o a
declar at ion t o wor k as a cohesive gr oup for r ebuilding infr ast r uct ur e t hat
affect s t he ent ir e r egion. Once again, he pr ocur es congr at ulat or y let t er s fr om
t he major IC and milit ar y HQ. Each subsequent st at ement , declar at ion, or
agr eement should r eceive a let t er fr om t he appr opr iat e IC and milit ar y
leader ship. The mediat or mat ches t he level of t he local document wit h t he
level of t he let t er t hat is deliver ed fr om t he IC and milit ar y communit y. For
example, an agr eement fr om a gr oup whose physical boundar ies ar e wit hin a
bat t alions AO should r eceive let t er s fr om t he bat t alion commander and t he
leader ship of t he major IC or ganizat ions t hat conduct business in t he
immediat e ar ea. As t he par t icipant s t o t he mediat ion out gr ow t he bat t alion or
br igade AOs, t he next -higher level wit hin t he command st r uct ur e, as well as
t he IC, should wr it e a congr at ulat or y let t er .
Me di ati on by Establi shi ng Protocol and a Schedule
G-75. The mediat or follows t he rules of or der for a t ypical board of direct or s
meet ing and begins dist r ibut ing minut es fr om t he pr evious meet ings. He set s
an agenda and keeps t o it . The mediat or encour ages dir ect discussions bet ween
t he part icipant s of t he mediat ion.
G-76. The mediat or init iat es a plan wher e t he par t icipant s t o t he mediat ion
r ot at e as t he pr esident or host for t he meet ing. Any equit able syst em of
r ot at ing t his r ole is accept able, be it weekly, biweekly, or mont hly, as long as
it allows all par t ies an oppor t unit y t o lead t he discussion. (The mediat or does
not r elinquish cont r ol of t he mediat ion at t his t ime.)
Integration of the International Community into the Mediation (Open or Closed Door
May or May Not Allow Outside Observers, Participants, or Press at the Mediators
Di screti on)
G-77. This per iod in t he cycle of t he mediat ion is cr it ical for est ablishing
long-t er m st abilit y and peace. The mediat or ident ifies an or ganizat ion wit hin
t he IC t hat is dir ect ly involved wit h t he issues of t he par t icipant s and will be
in t he t heat er for an ext ended t ime. The IC or ganizat ion should pr ovide a
per son t o act as a co-mediat or or alt er nat e wit h t he milit ar y mediat or as t he
head mediat or . The U.S. milit ar y mediat or begins t o phase out of t he
lead r ole.
Agre e me nt Re soluti on (Ope n or Close d Doorat the Me di ators Di screti on)
G-78. This per iod can be t he least pr edict able in t he mediat ion effor t . If t he
mediat or s pr epar at ion has been effect ive, no ext er nal event s have disr upt ed
t he willingness of t he par t icipant s t o cooper at e, and funding fr om bot h t he
FM 3-05.401
G-14
Unit ed St at es or t he IC r emains int act , t hen a wr it t en agr eement can be
r at her quickly r eached. If anyt hing occur s t o dist ur b t he pr ocess, t he ent ir e
pr ocedur e may have t o be r einit iat ed.
G-79. Aft er t he basics of t he agr eement ar e ver bally r esolved, t he mediat or
put s t hem on paper . But cher -block paper on an easel, or a similar for m of
displaying t he point s of t he agr eement t o t he ent ir e gr oup, can be used t o
st ar t t he pr ocess of put t ing t he ideas of t he agr eement on paper . The
mediat or for malizes t he pr ocess by cr eat ing t ypewr it t en int er im ver sions of
all document s and giving ever yone a copy. These document s ar e used as
wor king dr aft s; t he mediat or makes changes and adds det ails, as r equir ed.
Once t he fir st par t of an agr eement is concluded, moment um t owar d
cooper at ion is cr eat ed and t he mediat or assumes t he addit ional bur den of
keeping up t he pr essur e t o r each a finalized document .
Agreement Announcement to the Publi c (Ope n DoorOutsi de Observers, Parti ci pants ,
or Press Are Invi ted)
G-80. The mediat or develops a pr ogr am t o announce t he agr eement t o bot h
t he domest ic and t he int er nat ional communit y. He int egr at es CA civil
infor mat ion and PSYOP asset s t o publicize t he agr eement . In concer t wit h
t he PAO infor mat ion is r eleased t o t he local, nat ional, and int er nat ional
pr ess. The mediat or ensur es t hat t he cooper at ing par t icipant s ar e t he focus of
all announcement s. He downplays t he r ole of t he U.S. milit ar y mediat ion
effor t and enhances t he r ole of t he IC and t he par t icipant s t o set t he st age for
event ual t r ansit ion t o t he IC.
G-81. The mediat or allows access t o signing event s for pr int , r adio, and
t elevision t o publicly document t he agr eement . If possible, local, nat ional, and
int er nat ional pr ess agencies should be pr esent and given copies of t he
agr eement in t he local language and in English.
G-82. The mediat or has t he local par t icipant s sign t he agr eement followed by
t he official wit nesses fr om t he IC and t he milit ar y. A public display of civilit y,
such as a gr oup handshake, is also encour aged. The wit nesses should be fr om
t he or ganizat ions t asked wit h monit or ing t he agr eement .
Me di ati on Expansi on
G-83. Effor t s in one AO should be int egr at ed int o t he effor t s of adjacent AOs.
If t her e is no cur r ent effor t under way in an adjacent AO, t he mediat or
coor dinat es for expansion of t he mediat ion effor t acr oss int er nal boundar ies.
The mediat or educat es key leader s in adjacent milit ar y and IC or ganizat ions
on t he met hods t hat led t o success.
Agreement Moni tori ng
G-84. The or ganizat ions t hat mediat ed t he agr eement must super vise t he
agr eement for compliance by all par t ies. The local par t icipant s, as well as
U.S. and int er nat ional or ganizat ions t hat pledged suppor t or funding,
must be monit or ed t o ensur e ever yone is meet ing t he obligat ions out lined in
t he agr eement .
FM 3-05.401
G-15
AGREEMENT DOCUMENTS
G-85. The document s t hat lead up t o a mult ilat er al agr eement can r ange
fr om t he simple t o t he complex. The most successful document s allow for
flexibilit y and ar e dir ect and simple. Complex document s, especially when
t r anslat ed, lend t hemselves t o mult iple int er pr et at ions.
G-86. All agr eement s must be wr it t en and r eadily available t o est ablish
compliance by t he par t ies. Document s should also be for war ded t o all IC and
milit ar y or ganizat ions in t he affect ed ar ea, as well as adjacent ar eas, t o
coor dinat e all effor t s t o est ablish cooper at ion.
G-87. Ever y document pr oduced dur ing mediat ion should be lever aged t o
incr ease t he legit imacy and inst it ut ionalizat ion of t he cooper at ive gr oup.
Each document should be t he foundat ion for subsequent document s unt il t he
goal of per manent ly est ablished st abilit y and peace is accomplished.
G-88. Ther e is no st andar d for mat for any of t hese document s, and t he
mediat or must t ailor each document t o t he individual sit uat ion. However ,
consist ency in for mat is cr it ical t o est ablishing under st anding and legit imacy
as t he pr ocess expands. Some of t he common document s t hat t he mediat or
will eit her dr aft or cont r ibut e t o ar e
Letters of intent. The most simple of t he document s involving
mediat ion, let t er s of int ent ar e shor t st at ement s signed by an
individual or by t wo or mor e local par t ies declar ing t hat t he signat or ies
will come t oget her wit h t he int ent ion of discussing cooper at ion. The
mediat or should be t he official wit ness for t hese document s. Let t er s of
int ent incur no ot her commit ment t han t o ent er int o t alks. Ther e is no
commit ment fr om t he Unit ed St at es or IC. Let t er s of int ent ar e t he
base document t he mediat or uses t o br ing par t ies t o t he or iginal t alks.
S tatements supporting cooperation. St at ement s suppor t ing cooper at ion
ar e t he next t ype of document t hat t he mediat or should pur sue. These
document s include mor e det ail and should incor por at e an explicit
commit ment fr om t he Unit ed St at es or t he IC t o suppor t or fund
pr oject s based upon demonst r at ed cooper at ion. These document s
should quickly gener at e an official congr at ulat or y let t er fr om t he U.S.
milit ar y, as well as t he applicable IC or ganizat ions.
Agreement to cooperate in support of stability and peace. A wr it t en
agr eement , signed by all par t icipant s, is t he pinnacle of t he mediat ion
effor t . These document s delineat e t he cat egor ies in which t he
signat or ies int end t o cooper at e (for example, r efugee r et ur n,
infr ast r uct ur e r econst r uct ion, housing, educat ion, agr icult ur e, and so
on) and what t he signat or ies expect fr om t he IC and t he U.S. milit ar y
in r et ur n for cooper at ion. (These document s can be polit ically explosive
at t he local level and, t her efor e, met hods t o limit negat ive polit ical
impact upon t he signat or ies t o t he agr eement should be sought .)
G-89. The mediat or should ensur e t hat t he document has enough det ail t o
hold t he par t icipant s r esponsible t o t he t er ms of t he agr eement . The
document should be concise and not over bear ing. Refer ences t o any local
polit ical gr oup should be eliminat ed t o pr eclude t he per cept ion of favor it ism
or t he gener at ion of negat ive publicit y t hr ough associat ion. Flexibilit y in how
FM 3-05.401
G-16
an agr eement is int er pr et ed should be ver y limit ed, and each signat or ys
specific concer ns must be addr essed in t he body of t he agr eement .
G-90. The mediat or will find t hat issues will emer ge aft er t he agr eement is
signed t hat will hamper cooper at ion. As soon as possible aft er an issue in
cont ent ion is ident ified, t he mediat or should dr aft an addendum t o t he
or iginal agr eement t hat eliminat es t he pr oblem.
ADDITIONAL ADMINISTRATIVE DOCUMENTS
G-91. Ther e will be cir cumst ances when a mediat or will have t o dr aft a
document t o clar ify a specific issue r elevant t o an agr eement . These occasions
should be minimized t o pr eclude confusion and dist r act ion fr om t he int ent of
t he or iginal document . The mediat or s t ask in t his sit uat ion is t o cr eat e a
simple addendum t hat is concise and dir ect ly addr esses a gr ievance or
clar ifies a quest ionable det ail.
Adopti on of a Name
G-92. These document s ar e ver y simple and t ake t he for m of an official
r esolut ion. Ther e is lit t le cont ent ion in adopt ing a name as long as t he
r esear ch has been done t o eliminat e names wit h negat ive connot at ions.
Adopti on of a Schedule
G-93. When a document is dr aft ed t o est ablish a schedule, t he mediat or must
ensur e t hat t he schedule is clear and equit able t o all par t ies. Any agr eement s
per t aining t o except ions t o a pr edet er mined schedule should be included t o
pr event confusion. Examples of common except ions t o a pr edet er mined
schedule include r eligious holy days, elect ions, st at e holidays, and
cont ent ious hist or ical dat es. Est ablishment of pr ear r anged meet ing places
and alt er nat e meet ing dat es or locat ions can also be incor por at ed int o t his
document and will add t o t he legit imacy of t he mediat ion effor t .
Establi shment of a Revolvi ng Leadershi p Program
G-94. Agr eement s about r ot at ing t he int er nal leader ship r ole wit hin t he
gr oup of par t icipant s should be wr it t en t o ensur e equalit y and t hat no
individual par t y benefit s exceedingly fr om a leader ship posit ion. The
par t icipant who is in t he leader ship r ole should be pr ecluded fr om
est ablishing t he gr oups agenda or t he power t o vet o or dispr opor t ionat ely
affect issues br ought t o t he mediat ion. Ot her administ r at ive posit ions can be
added such as Secr et ar y, Deput y Leader , and so on.
Recogni ti on of a Transi ti on of Me di ators
G-95. When t he t ime occur s for t r ansit ion t o t he IC fr om t he U.S. milit ar y,
t he par t icipant s should be encour aged t o adopt a r esolut ion r ecognizing a
specific IC or ganizat ion as t he new mediat or . An official dat e of t r ansit ion
should be est ablished, as well as t he met hod for cont act ing t he new mediat or .
(This document should not be r equir ed when t he mediat or t r ansit ions fr om
one U.S. milit ar y r epr esent at ive t o anot her since t he or ganizat ion t hat is
leading t he mediat ion has not changed.)
FM 3-05.401
G-17
Layout of a Typi cal Agreement
G-96. The mediat or should est ablish a st andar dized for mat for each t ype of
document based upon t he peculiar it ies of each oper at ion. All subsequent
document s in t he AO should, t o t he ext ent possible, follow t he for mat of
document s wr it t en t o accomplish similar goals. This leads t o a for malized and
pr edict able st r uct ur e t o succeeding mediat ion effor t s. Enough copies of t he
agr eement should be pr oduced in t he local language so t hat each signat or y
can r eceive an or iginal document wit h or iginal signat ur es. In addit ion, all
par t icipant s and wit nesses should sign an official English ver sion of t he
agr eement . For example, if t her e ar e six par t icipant s and t wo official
wit nesses, nine document s should be pr oduced and each one signed t o allow
each par t icipant and wit ness t o r eceive an or iginal document . Each
par t icipant and wit ness r eceive an or iginal copy wit h t he English ver sion
maint ained as t he official r efer ence document .
G-97. The gener al for mat for an agr eement is an int r oduct ion, body of t he
agr eement , conclusion, space for signat or ies, and a space for wit nesses.
Introduction: The int r oduct ion should st at e t he name of t he gr oup
signing t he agr eement , t he goals of t he agr eement , locat ion and dat e of
t he signing, and administ r at ive infor mat ion specific t o t he signing.
Body: The body of t he agr eement should include
The specific areas in which t he part ies t o t he agreement will cooperat e.
Polit ical ent it ies t hat will adher e t o t he agr eement .
Specifics, as r equir ed, clar ifying t he t er ms of t he agr eement .
What t he signat or ies t o t he agr eement expect fr om t he member s of
t he IC and t he USG.
Conclusion: The conclusion should st at e t hat t he agr eement is made in
an effor t t o suppor t st abilit y and peace bet ween t he communit ies t hat
ar e par t ies t o t he agr eement and r eit er at e t he signat or ies willingness
t o cooper at e for t he benefit of t heir communit ies.
S ignatories: The signat or ies should sign immediat ely below t he body of
t he agr eement . The signat ur e blocks should include a t yped line long
enough t o accommodat e a signat ur e, t he t yped name of t he signat or y
(under t he line for t he signat ur e), wit h t he signat or ys t it le along wit h
t he name of his communit y under his name. If t he signat or ies
habit ually affix a seal t o official document s, t he document should
facilit at e a space wher e an official seal may be affixed t hat does not
dist or t t he signat ur es.
NOTE: The or der of t he signat ur es should not show favor it ism. An effect ive
t echnique is t o ar r ange t he signat ur es in t he or der in which t he par t icipant s
joined t he mediat ion effor t . Since t he mediat or t ook pains t o maint ain a
balance, t he signat or ies should be in a balanced and unbiased pat t er n.
Witnesses: The wit nesses should sign at t he bot t om of t he document and
t heir signat ur e blocks should follow t he pat t ern used for t he part icipant s.
Again, a space for official st amps or seals should be allowed.
FM 3-05.401
G-18
Mai ntai ni ng the Agreement
G-98. Unt il t he cessat ion of U.S. par t icipat ion in an oper at ion, t he U.S.
milit ar y r epr esent at ive who init iat es t he or iginal mediat ion effor t is
r esponsible for monit or ing t hat t he signat or ies comply wit h any agr eement s
st emming fr om mediat ion. In addit ion, t he U.S. milit ar y mediat or or
r epr esent at ive is r esponsible for ensur ing t hat t he member s of t he IC, as well
as t he USG, comply wit h t he obligat ions t hey made.
Checki ng for Compli ance
G-99. Eit her t he mediat or or a r epr esent at ive of t he U.S. milit ar y should
habit ually at t end t he meet ings t hat t he par t ies t o t he mediat ion have
scheduled. This at t endance exhibit s t he cont inued int er est of t he U.S.
milit ar y and allows for an insight int o how t he effor t s t o suppor t cooper at ion
ar e pr ogr essing. Cont inuing cont act wit h t he r epr esent at ives t hat have t o
comply wit h any mediat ed agr eement facilit at es communicat ions and an open
envir onment . The mediat or or his r epr esent at ive should always seek ways t o
r einfor ce cooper at ion.
G-100. The mediat or or his represent at ive should perform bot h scheduled and
unscheduled inspect ions int o areas where t he local part ies have agreed t o
cooperat e. Meet ings wit h local leaders, who are not signat ories t o a mediat ed
agreement , should include quest ions about support by t he populace for
cooperat ion, as well as adherence by t he local communit y t o previous agreement s.
G-101. Mediat or s should use all available infor mat ion r esour ces, bot h
milit ar y and civilian, t o monit or adher ence t o t he t er ms of t he agr eement .
The mediat or should also wat ch for par t ies t hat cir cumvent t he int ent of t he
agr eement . War nings as t o possible punishment for noncompliance should be
t imely and dir ect . The mediat or should have leeway for r ecommending
cur t ailment of suppor t for int ent ional br eaches of an agr eement .
G-102. Conver sely, mediat or s should r ewar d cooper at ion bet ween for mer
adver sar ies in ar eas not cover ed by t he t er ms of a mediat ed agr eement . If
possible, addit ional funding or suppor t for init iat ives out side t he par amet er s
of a pr evious agr eement should be sought .
G-103. The mediat or should also advise t he member s of t he IC of an incr ease
or decr ease in cooper at ion t o ensur e t hat t he IC is appr ised of t he cur r ent
sit uat ion. Doing so allows t he IC t o r ewar d or punish t he local ent it ies as
t heir behavior dict at es.
Mode rati ng the Si ze
G-104. When t he mediat or set s out t o br ing for mer war r ing par t ies t oget her ,
he is always concer ned wit h t he issue of how many communit ies should be
incor por at ed int o t he mediat ion. Each oper at ion will be differ ent since no t wo
nat ions have polit ical subdivisions of t he same size.
G-105. The mediat or must be car eful not t o include t oo many par t ies in a
mediat ion effor t . Too lar ge of a populat ion can over bur den t he funding and
logist ical capabilit y of t he milit ar y asset s and t he IC t han ar e commit t ed t o
suppor t ing cooper at ion. A gr adual expansion of t he populat ion involved in
FM 3-05.401
G-19
mediat ion can gener ally be planned for and accommodat ed, but t oo many
people t oo fast will over whelm t he t heat er s logist ical syst ems.
G-106. Each par t y will have issues specific t o t heir communit y and, wit h a
lar ge gr oup, t he likelihood of compet it ion for r esour ces escalat es.
Addit ionally, t he r equir ement t o monit or agr eement s by a small for ce over
expansive t er r ain is inefficient . The t ypical opt imum size of a mediat ion effor t
is six t o eight par t icipant s, depending upon t he populat ion and geogr aphy
wit hin each communit y. Mediat ion effor t s lar ger t han t his t end t o over come
t he abilit y of t he limit ed number of U.S. milit ar y per sonnel and should
r emain in t he r ealm of t he IC or t he U.S. St at e Depar t ment .
G-107. Conver sely, mediat ion t hat only involves a small por t ion of t he local
communit ies will not cat ch t he int er est of t he IC and will not be an efficient
use of limit ed U.S. milit ar y r esour ces. Modest mediat ion effor t s should be
incor por at ed int o adjacent effor t s or expanded t o include mor e people.
Dependent upon communit y geogr aphy and populat ion size, mediat ion effor t s
should include no fewer t han four par t ies. An except ion may occur if t wo
lar ge ent it ies, wit h many small communit ies wit hin t heir boundar ies, wer e
willing t o mediat e t heir issues so t hat t he smaller communit ies could seek
r edr ess for t heir separ at e issues.
G-108. The following web sit es pr ovide addit ional infor mat ion on mediat ion:
Readings in Disput e Resolut ion: A Select ed Bibliogr aphy.
ht t p://www.peacemaker s.ca/bibliogr aphy/index.ht ml
Conflict Resear ch Consor t ium. Univer sit y of Color ado, USA.
ht t p://www.color ado.edu/conflict /
OJ PCR: The Online J our nal of Peace and Conflict Resolut ion.
ht t p://www.t r inst it ut e.or g/ojpcr
ACCORD: Afr ican Cent r e for t he Const r uct ive Resolut ion of Disput es.
ht t p://www.accor d.or g.za/web.nsf
Wor king Paper s on Conflict Resolut ion. Cent r e for Conflict Resolut ion,
Depar t ment of Peace St udies, Univer sit y of Br adfor d, UK.
ht t p://www.br ad.ac.uk
Peace and Conflict Homepage. A wide var iet y of sour ces on peace and
conflict st udies host ed by t he Univer sit y of Color ado, Boulder . Includes
t he Peace St udies Associat ion, dir ect or ies of peace st udies and r elat ed
cour ses, syllabi, publicat ions, and ot her int er est ing links.
ht t p://csf.color ado.edu/peace
Int er nat ional Conflict Init iat ives Clear inghouse. A sear chable dat abase
of or ganizat ions wit h pr oject s in conflict t r ansfor mat ion maint ained by
t he Inst it ut e of Wor ld Affair s. Cont ains descr ipt ions of t he pr oject s and
cont act infor mat ion.
ht t p://www.iwa.or g
FM 3-05.401
G-20
Int er nat ional Cr isis Gr oup. Var iet y of cur r ent r epor t s on conflict s fr om
Int er nat ional Cr isis Gr oups polit ical analyst s and field r esear cher s in
Alger ia, Bosnia, Cambodia, Cent r al Afr ica, and t he Balkans.
ht t p://www.cr isisweb.or g
WWW Vir t ual Libr ar y: Int er nat ional Affair s Resour ces. Over 2,000
select ed, annot at ed links in 37 int er nat ional affair s cat egor ies.
ht t p://www.et own.edu/vl
H-1
Appendix H
Strategic, Operational,
and Tactical Considerations
The following figur es out line t he st r at egic, oper at ional, and t act ical
consider at ions in each of t he six CA act ivit ies:
FNS (Figur e H-1, pages H-1 t hr ough H-4).
PRC (Figur e H-2, pages H-5 t hr ough H-15).
HA (Figur e H-3, pages H-15 t hr ough H-19).
MCA (Figur e H-4, pages H-19 t hr ough H-21).
Emer gency ser vices (Figur e H-5, pages H-22 t hr ough H-27).
Suppor t t o civil administ r at ion (Figur e H-6, pages H-27 t hr ough H-38).
Foreign Nation Support


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Strategic Considerations
Review strategic plans for known shortfalls of supplies, material,
and labor to support strategic lift and operational logistics.
X X X X
Review existing international agreements, treaties, contracts,
area studies, the CA database, and other applicable documents
for information on possible FNS sources in-theater or worldwide.
X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the procurement of FNS.
X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to FNS
for the operation.
X
Establish a CMOC early to support interagency coordination of
FNS plans.
X X X X X X X X X X X X X X X X X
Participate in proceedings that generate international
agreements, treaties, or contracts pertaining to FNS for the
operation.
X
Provide guidance to geographic combatant commander
regarding identification and procurement of FNS in-theater.
X X
Monitor all FNS activities for compliance with applicable laws,
agreements, treaties, and contracts.
X
Record expenditures for all FNS activities associated with the
operation.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Figure H-1. Strategic, Operational, and Tactical Considerations in FNS
FM 3-05.401
H-2
Foreign Nation Support


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Operational Considerations
Review geographic combatant commander guidance regarding
identification and procurement of FNS in-theater.
X X
Review operational plans for known shortfalls of supplies,
materiel, and labor to support operational and tactical logistics.
X X X
Review existing international agreements, combatant command
agreements, treaties, contracts, area studies, the CA database,
and other applicable documents for information on possible FNS
sources in-theater or worldwide.
X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the procurement of FNS.
X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to FNS
for the operation.
X X
Deploy CA personnel early to support advance party logistics
elements, especially in countries where no or limited FNS plans
or agreements exist.
X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational FNS efforts in the AO.
X X X X X X X X X X X X X X X X X
Identify sources of HN legal support for FNS issues and
establish contact and working relationships, as appropriate.
X
Identify sources of FNS, including various government agencies
and private citizens in the theater of operations and establish
contact and working relationships, as appropriate.
X X
Participate in proceedings that update, modify, or generate
international agreements, treaties, or contracts pertaining to FNS
for the operation.
X X
Determine the impact of the history and infrastructure of the AO
on FNS activities.
X X X X X X
Determine the impact of FNS activities on the future and
infrastructure of the AO.
X X X X
Determine the impact of the populace on FNS activities. X X
Determine the impact of FNS activities on the populace (for
example, price controls, market changes, and black-market and
other criminal activities).
X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with FNS activities.
X X X X X X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with FNS activities.
X X X X X X X X X X X X
Update and maintain a database of FNS sources and issues in-
theater.
X X X
Record expenditures for all FNS activities associated with the
operation.
X X
Provide guidance to operational- and tactical-level commanders
regarding identification and procurement of FNS in-theater.
X X
Figure H-1. Strategic, Operational, and Tactical Considerations in FNS (Continued)

FM 3-05.401
H-3
Foreign Nation Support


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Operational Considerations (Continued)
Ensure understanding of those functions inappropriate for FNS
(for reasons of security and the need for U.S. national control),
which include

- C2 of medical supply, service, maintenance, replacements,
and communications.
X
- Triage of casualties for evacuation. X
- Veterinary subsistence inspection. X
- Law and order operations over U.S. forces. X
- Control and maintenance of U.S. nuclear and chemical
ammunition.
X
- U.S. military prisoner confinement operations. X
- Accountability for and security of EPWs retained in U.S.
custody.
X
- Identification and burial of U.S. dead. X
- Repair of U.S. nuclear weapons delivery sites. X
- U.S. patient administration. X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding identification
and procurement of FNS in the tactical area.
X X
Review tactical plans for known shortfalls of supplies, materiel,
and labor to support tactical logistics.
X X
Review existing agreements, treaties, contracts, area studies,
the CA database, and other applicable documents for
information on possible FNS sources in the tactical area.
X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the procurement of FNS in the tactical area.
X
Monitor activation of preplanned CIMIC agreements (in EUCOM)
or requests for wartime host nation support (WHNS) (in Korea).
X
Identify requirements to initiate agreements and contracts
pertaining to FNS for the operation.
X
Incorporate FNS requirements that have not yet been resourced
into PIR; for example, where are sources of fuel?
X
Deploy CA personnel early to support advance party logistics
elements in locating and procuring FNS in the tactical area.
X X
Identify sources of HN legal support for FNS issues in the
tactical area and establish contact and working relationships, as
appropriate.
X
Identify sources of FNS, including government agencies and
private citizens in the tactical area and establish contact and
working relationships, as appropriate.
X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational FNS efforts in the tactical area.
X X X X X X X X X X X X X X X X X
Contact businesses and government agencies directly, through
NGO representatives, friendly expatriates, or through the territorial
force structure, to establish a working relationship for FNS.
X X
Figure H-1. Strategic, Operational, and Tactical Considerations in FNS (Continued)
FM 3-05.401
H-4
Foreign Nation Support


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Tactical Considerations (Continued)
Provide guidance to tactical-level commanders regarding
identification and proper procurement of FNS in-theater.
X X
Create a set of preplanned FNS requests that conform to
regional guidance and established FNS agreements.
X X
Act in an intermediary role in the acquisition process by
introducing units requiring FNS and sources of FNS and allowing
the parties to negotiate contracts according to established
standards and guidance.
X X
Use interpreters, as necessary. X X
Provide information to tactical-level commanders regarding the
destruction, confiscation, seizure, and requisition of property for
military use.
X X X
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on FNS activities.
X X
Assess, monitor, and report the impact of FNS activities on the
future and infrastructure of the tactical area.
X X
Assess, monitor, and report the impact of the populace on FNS
activities.
X X
Assess, monitor, and report the impact of FNS activities on the
populace.
X X
Inform FNS providers of the technical requirements to process
claims.
X X
Identify sources of criminal or black-market activity associated
with FNS activities.
X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with FNS
activities.
X X X X X X X X X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with FNS
activities.
X X X X X X X X X
Update and maintain a database of FNS sources and issues in
the tactical area.
X X
Record expenditures for all FNS activities associated with the
operation.
X X
Develop contingency plans that address what to do if FNS is
unavailable.
X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Figure H-1. Strategic, Operational, and Tactical Considerations in FNS (Continued)




FM 3-05.401
H-5
Populace and Resources Control


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Strategic Considerations
Review existing international agreements, treaties, area studies,
the CA database, and other applicable documents for
information on PRC measures routinely or historically employed
in-theater.
X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the employment of PRC measures.
X X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to
PRC for the operation.
X X
Participate in proceedings that generate international
agreements, treaties, and contracts pertaining to PRC for the
operation.
X X
Establish a CMOC early to support interagency coordination of
PRC plans.
X
Tie PRC plans to public information and PSYOP campaign
plans.
X X X X
Coordinate or provide resources to support PRC operations. X X X X X X X X X
Provide guidance to geographic combatant commander
regarding employment of PRC measures in-theater.

Monitor all PRC activities for compliance with applicable laws,
agreements, treaties, and contracts.
X X
Record expenditures for all PRC activities associated with the
operation.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding
employment of PRC measures in-theater.
X X X X X X X X X X X X
Review operational plans for issues related to PRC. X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the employment of PRC measures.
X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to
PRC for the operation.
X X
Deploy CA personnel early to support advance party operations
and logistics elements, especially in countries where no or
limited PRC plans or agreements exist.
X X X X X X X X X X X X X X X X
Participate in proceedings that update, modify, or generate
international agreements, treaties, or contracts pertaining to
PRC for the operation.
X X
Identify sources of HN legal support for PRC issues and
establish contact and working relationships, as appropriate.
X X X X X X X X X X X
Identify sources of support to PRC operations, including various
government agencies and private citizens in the theater of
operations and establish contact and working relationships, as
appropriate.
X X X X X X X X X X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational efforts in PRC operations in the AO.
X
Tie PRC plans to public information plans. X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC
FM 3-05.401
H-6
Populace and Resources Control


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Operational Considerations (Continued)
Determine the impact of the history and infrastructure of the AO
on PRC activities.
X X X X X X X X X X X X X X X X
Determine the impact of PRC activities on the future and
infrastructure of the AO.
X X X X X X X X X X X X X X X X X
Determine the impact of the populace on PRC activities. X X X X X X X X X X X X X X X X
Determine the impact of PRC activities on the populace. X X X X X X X X X X X X X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with PRC activities.
X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with PRC activities.
X X X X X X
Update and maintain a database of PRC sources and issues in-
theater.
X
Record expenditures for all PRC activities associated with the
operation.
X
Provide guidance to operational- and tactical-level commanders
regarding employment of PRC measures in-theater.
X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding employment of
PRC measures in the AO.
X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the employment of PRC measures.
X X X X X X X X X X X X
Identify requirements to initiate agreements and contracts
pertaining to PRC for the operation.
X X
Deploy CA personnel early to support advance party operations
and logistics elements establishing PRC requirements.
X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational efforts in PRC operations in the tactical area.
X X
Identify sources of HN legal support for PRC issues in the
tactical area and establish contact and working relationships, as
appropriate.
X X X X X X X
Identify sources of PRC support (for example, barrier material,
manning of checkpoints, ID and pass-making processes, and
ration-card development), including government agencies and
private citizens in the tactical area, and establish contact and
working relationships, as appropriate.
X X X X X X X
Contact businesses and government agencies directly, through
NGO representatives, friendly expatriates, or through the territorial
force structure, to establish a working relationship for PRC.
X X X X X X X
Provide guidance to tactical-level commanders regarding
employment of PRC measures in the tactical area.
X X X X X X X
Act in an intermediary role in the PRC support acquisition
process by introducing units requiring PRC support and sources
of PRC support and allowing the parties to negotiate contracts
according to established standards and guidance.
X X X X X X
Deconflict duplication of resources and activities of participants
in the tactical AO.
X X X X X X X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)
FM 3-05.401
H-7
Populace and Resources Control


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Tactical Considerations (Continued)
Publicize PRC plans through local public information operations
and tactical PSYOP assets.
X X X X X X X
Use interpreters, as necessary. X X X X X X X
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on PRC activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of PRC activities on the
future and infrastructure of the tactical area.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the populace on PRC
activities.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of PRC activities on the
populace.
X X X X X X X X X X X X X X X X X
Inform the populace of the technical requirements to process
claims or grievances over PRC measures.
X X X
Identify sources of criminal or black-market activity associated
with PRC activities.
X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with PRC
activities.
X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with PRC
activities.
X
Update and maintain a database of PRC sources and issues in
the tactical area.
X
Record expenditures for all PRC activities associated with the
operation.
X
Develop contingency plans that address what to do if PRC
operations are ineffective.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Dislocated Civilian Operations
Strategic Considerations
Review existing international agreements, treaties, plans, area
studies (historical data), the CA database, and other applicable
documents for information on DC issues in-theater.
X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, plans, and other data sources for any legal issues that
may affect the employment of DC control measures.
X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, plans, or contracts pertaining
to DC control measures for the operation, especially the care of
DCs in DC camps.
X X
Participate in proceedings that generate international
agreements, treaties, plans, or contracts pertaining to DC issues
for the operation.
X X
Identify the major participants in strategic- and operational-level
DC operations for the operation.
X X X X X X X X X
Establish a CMOC early to support interagency coordination of
DC operations.
X
Provide guidance to geographic combatant commander
regarding employment of DC control measures in-theater.
X X X X X X X X X X X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)
FM 3-05.401
H-8
Populace and Resources Control


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Dislocated Civilian Operations (Continued)
Strategic Considerations (Continued)
Tie DC plans to public information and PSYOP campaign plans. X X X X X X X X X X
Monitor all DC activities for compliance with applicable laws,
agreements, treaties, and contracts.
X X
Record expenditures for all DC activities associated with the
operation.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding
employment of DC control measures in-theater.
X X X X X X X X X X X X
Review operational plans for issues related to DC control
measures.
X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the employment of DC control measures.
X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, plans, or contracts pertaining
to DC control measures for the operation, especially the care of
DCs in DC camps.
X X
Identify the major participants in operational-level DC operations
for the operation.
X
Establish law and order, protect private property within
geographic AORs, and provide a minimum standard of humane
care and treatment for all civilians IAW international law.
X X
Understand that as a general rule, the HN retains all control and
legal authority over DCs. HN authorities should assume control
of DC camp occupants as soon as the situation allows.
X X
Deploy CA personnel early to support advance party operations
and logistics elements, especially in countries where no or
limited DC plans or agreements exist.
X X
Participate in proceedings that update, modify, or generate
international agreements, treaties, or contracts pertaining to DC
issues for the operation.
X X
Identify sources of HN legal support for DC issues and establish
contact and working relationships, as appropriate.
X X X X X X X X X X X
Identify sources of support to DC operations (for example,
barrier and route-marking material, manning of checkpoints,
food, water, clothing, and shelter), including government
agencies and private citizens in the AO, and establish contact
and working relationships, as appropriate.
X X X X X X X X X X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational efforts in DC operations in the AO.
X
Tie DC plans to public information plans. X
Determine the impact of the history and infrastructure of the AO
on DC activities.
X X X X X X X X X X X X X X X X
Determine the impact of DC activities on the future and
infrastructure of the AO.
X X X X X X X X X X X X X X X X
Determine the impact of the populace on DC activities. X X X X X X X X X X X X X X X X
Determine the impact of DC activities on the populace. X X X X X X X X X X X X X X X X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)
FM 3-05.401
H-9
Populace and Resources Control


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Dislocated Civilian Operations (Continued)
Operational Considerations (Continued)
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with DC activities.
X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with DC activities.
X X X X X X X
Update and maintain a database of DC sources and issues in-
theater.
X
Tie DC plans to public information plans. X
Determine the impact of the history and infrastructure of the AO
on DC activities.
X X X X X X X X X X X X X X X X
Determine the impact of DC activities on the future and
infrastructure of the AO.
X X X X X X X X X X X X X X X X
Determine the impact of the populace on DC activities. X X X X X X X X X X X X X X X X
Determine the impact of DC activities on the populace. X X X X X X X X X X X X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with DC activities.
X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with DC activities.
X X X X X X X
Provide guidance to operational-level commanders regarding
disposition and care of pets and livestock.
X X
Update and maintain a database of DC sources and issues in-
theater.
X
Record expenditures for all DC activities associated with the
operation.
X
Provide guidance to operational- and tactical-level commanders
regarding employment of DC control measures in operational
and tactical areas.
X X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding employment of
DC control measures in the tactical area.
X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the employment of DC control measures.
X X X X X X X X X X X X
Identify requirements to initiate agreements and contracts
pertaining to support to DCs for the operation.
X X X X
Recommend stay put or evacuate, based on an assessment of
the situation.
X
Identify DCs by category. X
Assess DC needs. X X X X X X X X X X X X X X X X
Deconflict DC routes, collection points, assembly areas, and
camps with MSRs and other militarily significant locations.
X X X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)
FM 3-05.401
H-10
Populace and Resources Control


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Dislocated Civilian Operations (Continued)
Tactical Considerations (Continued)
Provide guidance to subordinate operational and tactical
commanders on the categories of civilians in the AO and what to
do with them.
X X
Deploy CA personnel early to support advance party operations
and logistics elements establishing DC control measures.
X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational efforts in DC operations in the tactical area.
X X X X X X X X X X X
Coordinate with the fire support officer in the development of the
protected target list.
X X X X X X X X X X X X X X X X
Identify sources of support to DC operations (for example,
barrier and route-marking material, manning of checkpoints,
food, water, clothing, and shelter), including government
agencies and private citizens in the AO, and establish contact
and working relationships, as appropriate.
X X X X X X X X
Contact businesses and government agencies directly, through
NGO representatives, friendly expatriates, or through the
territorial force structure, to establish a working relationship for
DC operations .
X X X X X X X X
Provide guidance to tactical-level commanders regarding
employment of DC control measures in the AO; for example
X X X X X X X X
- Plan collection points throughout the entire sector, front and
rear. Plan them as far forward as possible to prevent or
minimize civilian interference with tactical operations.
X X X
- To the extent practicable, avoid placing collection points
astride MSRs; secondary routes are preferred.
X
- In restrictive terrain, plan civilian collection points near
traffic control points so that MP and infantrymen manning
them may direct and guide DCs to the collection points
efficiently and effectively (get them off the MSR as quickly
and surely as possible).
X
- Ensure that a hasty collection point contains local security,
limited processing capability, and means to maintain control
of civilians.
X
- Ensure that a deliberate collection point contains local
security, physical security within the collection point (to
include vehicle and DC searches), limited DC processing and
property control, limited personal services, and a resolution or
disposition plan.
X
- Coordinate DC control measures with front, rear, and lateral
units to minimize redundancy and increase efficiency of DC
plans.
X
- Identify DC control measures with names or numbers and
post them on operations graphics.
X
Provide guidance to tactical-level commanders regarding
disposition and care of pets and livestock.
X X
Plan to segregate civilians from EPWs and civilian internees to
protect them, as required by international law.
X X
Ensure civilians within the AO are not erroneously treated as
EPWs.
X X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)

FM 3-05.401
H-11
Populace and Resources Control


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Dislocated Civilian Operations (Continued)
Tactical Considerations (Continued)
Act in an intermediary role in the DC support acquisition process
by introducing units requiring DC support and sources of DC
support and allowing the parties to negotiate contracts according
to established standards and guidance.
X X
Deconflict duplication of resources and activities of participants
in the tactical AO.
X
Publicize DC plans through local public information operations
and tactical PSYOP assets.
X X
Use interpreters, as necessary. X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the history and
infrastructure of the AO on DC activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of DC activities on the
future and infrastructure of the AO.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the populace on DC
activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of DC activities on the
populace.
X X X X X X X X X X X X X X X X X
Inform the populace of the technical requirements to process
claims or grievances over DC measures.
X X X
Identify sources of criminal or black-market activity associated
with DC activities.
X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with DC
activities.
X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with DC
activities.
X
Update and maintain a database of DC sources and issues in
the AO.
X
Record expenditures for all DC activities associated with the
operation.
X
Develop contingency plans that address what to do if DC
operations are ineffective.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Noncombatant Evacuation Operations
Strategic Considerations
Conduct and maintain a threat and vulnerability analysis of
designated nations or regions.
X
Assess the ability of designated HN governments to relieve or
reduce conditions that present a serious threat to U.S. citizens.
X
Review existing NEO plans for shortfalls in resources. X
Monitor the conditions in designated nations or regions for
indicators and warnings that NEO plans should be activated.
X X
Review existing international agreements, treaties, plans, area
studies (historical data), the CA database, and other applicable
documents for information on NEO issues in-theater.
X X X X X X X X X X X X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)
FM 3-05.401
H-12
Populace and Resources Control


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Noncombatant Evacuation Operations (Continued)
Strategic Considerations (Continued)
Review international laws, local laws, international agreements,
treaties, plans, and other data sources for any legal issues that
may affect the execution of a NEO.
X X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to the
NEO.
X X
Identify the major participants in the NEO. X
Participate in proceedings that generate international
agreements, treaties, or contracts pertaining to the NEO.
X X
Establish a CMOC early to support interagency coordination of
the NEO.
X
Provide guidance to geographic combatant commander
regarding execution of the NEO.
X X X X X X X X
Provide instructions and NEO packets to all potential evacuees
as part of their inprocessing into the HN:
X
- Emphasize individual responsibility to safeguard NEO
information books, even though the books are unclassified.
Local instructions and other NEO documents will be kept in a
secure place where children or unauthorized persons cannot
easily find them. Individuals will release information on the
evacuation of noncombatants only on a need-to-know basis.
X
- Educate potential evacuees on the importance of OPSEC
concerning NEO plans. Disclosing evacuation plans to
unauthorized persons could jeopardize the safety of others in
an emergency.
X
- Emphasize that NEOs are not a subject for discussion with
local national acquaintances, in letters to friends or family, or
at social gatherings. Noncombatant family members will
confine discussions of NEO to the sponsor and his chain of
command, designated evacuation authorities, and other
participating noncombatants.
X
Rehearse portions or all of the NEO plan as often as possible
and practical.
X
Monitor all NEO activities for compliance with applicable laws,
agreements, treaties, and contracts.
X X
Record expenditures for all activities associated with the NEO. X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding
execution of the NEO.
X X X X X X X X X X X X
Review operational plans for issues related to the NEO. X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the execution of a NEO.
X X
Identify requirements to update, modify, or initiate new international
agreements, treaties, plans, or contracts pertaining to the NEO.
X X
Identify the major participants at the operational level for the
NEO.
X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)

FM 3-05.401
H-13
Populace and Resources Control


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Noncombatant Evacuation Operations (Continued)
Operational Considerations (Continued)
Deploy CA personnel early to support advance party operations
and logistics elements, especially in countries where no or
limited NEO plans or agreements exist.
X
Participate in proceedings that update, modify, or generate
international agreements, treaties, or contracts pertaining to NEOs.
X X
Identify sources of support to NEO (for example, transportation,
route-marking material, food, water, clothing, and shelter),
including government agencies and private citizens in the AO,
and establish contact and working relationships, as appropriate.
X X X X X X X X X X X X X X
Establish CMOC(s) to coordinate and synchronize interagency
and HN efforts in the NEO.
X
Determine the impact of the history and infrastructure of the AO
on NEO activities.
X X X X X X X X X X X X X X X X
Determine the impact of NEO activities on the future and
infrastructure of the AO.
X X X X X X X X X X X X X X X X
Determine the impact of the populace on NEO activities. X X X X X X X X X X X X X X X X
Determine the impact of NEO activities on the populace. X X X X X X X X X X X X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with NEO activities.
X X X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with NEO activities.
X X X X X X X X X
Update and maintain a database of NEO support resources and
issues in-theater.
X
Record expenditures for all NEO activities associated with the
operation.
X
Provide guidance to operational- and tactical-level commanders
regarding execution of the NEO in operational and tactical areas.
X X X X X X
Create policy on when and guidance on what noncombatants
can take and what are prohibited items; for example
X X
- Evacuees will not carry personal firearms on their person or
in luggage during NEO. Sponsors and noncombatants will
keep the correct documents to allow firearms that may be
imported to be shipped with household goods. Firearms may
be turned in at the personnel processing center (PPC) for
storage and security (AR 190-11, Physical Security of Arms,
Ammunition, and Explosives).
X X
- Pet owners are responsible for finding someone to care for
family pets during NEO. Transportation of household pets,
regardless of species, normally is not authorized on DOD-
owned, -chartered, or -controlled aircraft. Title 37, USC, does not
permit moving household pets at Government expense.
X
- Pet owners will determine where and how to dispose of pets.
They should make arrangements to ship pets commercially or to
leave pets with local national personnel. Pet owners should
coordinate with commercial shippers well in advance to ensure
the proper paperwork and shipping containers are available.
X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)

FM 3-05.401
H-14
Populace and Resources Control


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Noncombatant Evacuation Operations (Continued)
Operational Considerations (Continued)
- Transportation of pets is subject to quarantine restrictions
on entry into other countries. Household pets must not be
abandoned. Area support groups, base support battalions,
and the United States Air Forces in Europe community
personnel will not be able to care for abandoned pets.
X
- Guide dogs may be transported without charge when
accompanying a blind or hearing-impaired owner on an
aircraft or ship. They must be properly trained and officially
identified by a bona fide organization as qualified to lead the
blind or hearing-impaired. They must be harnessed and
muzzled properly to safeguard other people. Guide dogs
should stay at the owners feet and should not create a
hazard to other people.
X
Understand that a request to commit U.S. forces to conduct a
NEO is routed from the ambassador or COM to the President.
The senior DOS official in-country is in charge of the evacuation.
X
Understand that under emergency conditions, the DHHS is the
LFA for the reception and onward movement of all U.S.
evacuees. Under less-than-emergency conditions or by request
of DOS, DHHS provides support for non-DOD evacuees.
X
Determine how to set up reception station for evacuees. X
Rehearse the reception and onward movement procedures prior
to arrival of evacuees.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding execution of
NEO plans.
X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the execution of the NEO.
X X
Identify requirements to initiate agreements and contracts
pertaining to support to NEO along the evacuation route and at
the reception station(s).
X X X X
Assess evacuee needs. X
Deconflict evacuee routes with MSRs and other militarily
significant locations.
X
Provide guidance to subordinate operational and tactical
commanders on how to conduct the NEO.
X X X X X X
Deploy CA personnel early to support advance party operations
and logistics elements establishing reception and onward
movement stations.
X X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational NEO efforts in the tactical area.
X X X X X X
Identify sources of support to NEO (for example, transportation,
route-marking material, food, water, clothing, and shelter),
including government agencies and private citizens in the AO,
and establish contact and working relationships, as appropriate.
X X X X X X X X X X
Plan to segregate authorized evacuees from unauthorized
individuals.
X X X X X X X X X X
Ensure evacuees are treated courteously. X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)
FM 3-05.401
H-15
Populace and Resources Control


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Noncombatant Evacuation Operations (Continued)
Tactical Considerations (Continued)
Deconflict duplication of resources and activities of participants
in the tactical AO.
X
Use interpreters, as necessary. X
Assess, monitor, and report the impact of the history and
infrastructure of the AO on NEO activities.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of NEO activities on the
future and infrastructure of the AO.
X X X X X X X X X X X X X X X X
Assess, monitor and report the impact of the populace on NEO
activities.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of NEO activities on the
populace.
X X X X X X X X X X X X X X X
Inform the populace of the technical requirements to process
claims or grievances over NEO measures.
X X X
Identify sources of criminal or black-market activity associated
with NEO activities.
X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with NEO
activities.
X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with NEO
activities.
X
Update and maintain a database of NEO sources and issues in
the AO.
X
Record expenditures for all NEO activities associated with the
operation.
X
Develop contingency plans that address what to do if NEO
operations are compromised.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Figure H-2. Strategic, Operational, and Tactical Considerations in PRC (Continued)

Humanitarian Assistance


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Strategic Considerations
Conduct and maintain a threat and vulnerability analysis of
designated nations or regions.
X
Conduct and maintain an assessment of humanitarian issues in
designated nations or regions.
X X
Assess the ability and willingness of designated HN
governments to relieve or reduce conditions that present a
serious threat to life or that can result in great damage to or loss
of property.
X X X X X X X X X X
Figure H-3. Strategic, Operational, and Tactical Considerations in HA
FM 3-05.401
H-16
Humanitarian Assistance


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Strategic Considerations (Continued)
Identify shortfalls in HN HA programs and resources. X
Monitor the conditions in designated nations or regions for
indicators and warnings of impending humanitarian disasters.
X X X X X X X X X X
Review existing international agreements for stipulations
providing emergency or disaster-related assistance.
X X
Review U.S. laws, international laws, local laws, international
agreements, treaties, and other data sources for any legal issues
that may affect the conduct of HA operations.
X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to HA
for the operation.
X X X X
Participate in proceedings that generate international
agreements, treaties, or contracts pertaining to HA for the
operation.
X X X X
Participate in preparation and review of combatant command
functional plans that address assisting USG agencies,
international organizations, HN agencies, and NGOs to support
HA and disaster relief operations. (Tasking to combatant
commands by FY 1996 JSCP and CJCSI 3214.01.)
X X X X
The Office of Humanitarian Assistance, under the OSD,
executes a number of humanitarian and relief programs. Some
forms of HA may not extend to individuals or groups engaged in
military or paramilitary activities.
X
Approval authority for commitment of DOD component resources or
services to foreign disaster relief operations rests with the Assistant
Secretary of Defense for Democracy and Peacekeeping. The DOD
coordinator for foreign disaster relief is the Deputy Assistant
Secretary of Defense for Humanitarian and Refugee Affairs
(DASD[H&RA]) (Global Affairs). The joint staff POC for the DOD
Foreign Disaster Relief and Humanitarian Assistance Program is
the Chief of the Logistics Directorate (J-4).
X
DOD supplies and services are provided for disaster and
humanitarian purposes only after approval by Assistant
Secretary of Defense (International Security Affairs) (ASD[ISA]),
on behalf of the SECDEF. DOD provides supplies and services
from the most expedient source, which is normally the
geographic command from whose theater the foreign disaster or
HA request emanates.
X
When a foreign disaster or HA request emanates from a country
not assigned to a combatant command under the Unified
Command Plan, the joint staff or J-4 assumes the primary
coordinating role in conjunction with DASD(H&RA). Requests for
DOD assistance come from the DOS or the USAID through the
OFDA.
X
Upon SECDEF order to execute an HA mission, establish a
CMOC to support interagency coordination and deconfliction
within the USG.
X
Understand that DOS is the LFA for OCONUS HA operations. X
Understand that FEMA is the LFA for CONUS HA operations. X
Monitor all HA activities for compliance with applicable laws,
agreements, treaties, and contracts.
X X X X
Record expenditures for all HA activities associated with the
operation.
X X X
Figure H-3. Strategic, Operational, and Tactical Considerations in HA (Continued)

FM 3-05.401
H-17
Humanitarian Assistance


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Strategic Considerations (Continued)
Provide guidance to geographic combatant commander
regarding HA activities in TEPs, HA and disaster relief plans,
and consequence management plans.
X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding HA
activities in TEPs, HA and disaster relief plans, and consequence
management plans.
X
Participate in preparation and review of combatant command
functional plans that address assisting USG agencies,
international organizations, HN agencies, and NGOs in foreign
HA and disaster relief operations. (Tasking to combatant
commands by FY 1996 JSCP and CJCSI 3214.01.)
X
Incorporate HA assessments, HA training, HCA projects, and
MCA projects into TEPs.
X X X X X X X X X X X X X X X X X
Assess the environment in which U.S. forces will conduct HA
operations. The operational environment includes the political
situation, physical boundaries, potential threat to forces, global
visibility, and media interest climate for HA operations.
X X X X X X X X X X X X X X X X
Deploy CA personnel early to support advance party operations
and logistics elements, especially in countries where no or
limited plans or agreements for HA exist.
X
Confirm and validate HN ability to manage HA in the AO. X
Establish CMOC(s) to coordinate and synchronize interagency and
multinational HA efforts in the AO.
X X X X X X X X X X X X X X X X X
Identify shortfalls in HN HA plans and resources. X X X
Identify HA resources, including various government agencies,
military units, NGOs, and private citizen groups and individuals
in the theater of operations and establish contact and working
relationships, as appropriate.
X X X X X X X X X X X X X
Emphasize the responsibility of the HN authorities to support
their citizens in time of disaster.
X X X X X X X X X X X X X X X X X
Incorporate HA supplies from all sources into collaborated
logistics plans.
X X X
Determine the impact of the history and infrastructure of the AO
on HA activities.
X X X
Determine the impact of HA activities on the future and
infrastructure of the AO.
X X X
Determine the impact of the populace on HA activities. X X X
Determine the impact of HA activities on the populace. X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with HA activities.
X X X X X X X X X X X X X X X X X
Understand that DODD 5100.46, Foreign Disaster Relief,
establishes the relationship between DOD and USAID, OFDA. The
DASD(H&RA) is the primary POC.
X
Figure H-3. Strategic, Operational, and Tactical Considerations in HA (Continued)

FM 3-05.401
H-18
Humanitarian Assistance


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Operational Considerations (Continued)
According to DODD 5100.46, It is the policy that DoD
Components will participate in foreign disaster relief operations
only after a determination is made by the Department of State
that foreign disaster relief shall be provided. The Department of
State will then send a request to the Assistant Secretary of
Defense (International Security Affairs) which indicates (l) the
country(s), international organizations and/or individuals to be
assisted; (2) the form of assistance requested; (3) the types and
amounts of materiel and services requested; (4) the amount of
funds allocated to the Department of Defense accompanied by
symbols showing the chargeable appropriation, allotment, and
obligation accounts; and (5) such other information as is needed
to permit effective participation by DoD Components in a foreign
disaster relief operation.
X
Provide guidance to operational- and tactical-level commanders
regarding support to HA activities in-theater.
X X X X
Provide guidance to subordinate commanders on how to handle
issues resulting from ethnic differences and resentments, social
structures (family, regional), religious and symbolic systems
(beliefs and behaviors), political structures (distribution of
power), economic systems (sources and distribution of wealth),
linkages among social, religious, political, and economic
dynamics, and attitudes toward the U.S. military forces.
X X
Record expenditures for all HA activities associated with the
operation.
X X X
Understand that OFDA, USAID, often has existing operational
links and grants relationships with many NGOs and international
organizations that have relief programs outside the United
States. These include the ICRC, International Federation of the
Red Cross (IFRC) and Red Crescent Societies, United Nations
Childrens Fund (UNICEF), and United Nations World Food
Program (UNWFP).
X
Be aware that OFDA, USAID, also routinely coordinates with
other governments responding to disasters through donor
country coordination meetings to solve operational or political
problems.
X
Determine the cost(s) of not Implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding support to HA
activities in-theater.
X X X X
Integrate PSYOP and civil information campaigns to inform the
civilian infrastructure and encouraging popular support of
humanitarian efforts.
X X X
Maintain awareness of the security environment. X X X X X X X X X X X X X X X X X
Understand that even in a permissive environment,
nonthreatening means, such as demonstrations, may be
employed to impair credibility or to reduce the effectiveness of
U.S. military activities. See FM 100-23-1, Multiservice
Procedures for Humanitarian Assistance Operations, for more
information.
X
In a hostile environment, employ sufficient combat and combat
support forces to safeguard the populace, defend the perimeter,
escort convoys, screen the local populace, and assist in
personnel recovery operations.
X X X X X X X X X X X X X X X X
Understand that HN authorities or combatants may use HA and
disaster relief as a tool for political gain.
X
Figure H-3. Strategic, Operational, and Tactical Considerations in HA (Continued)

FM 3-05.401
H-19
Humanitarian Assistance


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Tactical Considerations (Continued)
Establish CMOC(s) to coordinate and synchronize interagency
and multinational HA efforts in the tactical area.
X X X
Establish close ties with the DART from USAIDs OFDA. The
DART consists of specialists trained in a variety of disaster relief
skills who assist U.S. Embassies and USAID missions in
managing the USG response to disasters.
X X X
Understand that military commanders at the immediate scene of a
foreign disaster are authorized to conduct prompt relief operations
when time is of the essence and when humanitarian considerations
make it advisable to do so. The commander should report at once
the action taken and request guidance IAW the provisions of DODD
5100.46.
X
Understand that measures to ensure continuity of operations,
troop survival, and the rehabilitation of essential military bases
take precedence over military support of local communities.
Requests for support for the use of the military are normally
accepted only on a mission-type basis.
X
Update and maintain a database of HA sources and issues in
the tactical area.
X X X
Execute HA operations according to coordinated plans and
guidance from higher headquarters.
X X X
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on HA activities.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of HA activities on the
future and infrastructure of the tactical area.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the populace on HA
activities.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of HA activities on the
populace.
X X X X X X X X X X X X X X X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with HA
activities.
X X X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with HA
activities.
X X X
Record expenditures for all HA activities associated with the
operation.
X X X
Assess, monitor, and report the effectiveness of HA activities. X X X X X X X X X X X X X X X
Figure H-3. Strategic, Operational, and Tactical Considerations in HA (Continued)
Military Civic Action


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Strategic Considerations
Review TEPs for planned MCA projects or requirements that
could be performed as MCA projects.
X X X X X X X X X X X X X X X X
Figure H-4. Strategic, Operational, and Tactical Considerations in MCA
FM 3-05.401
H-20
Military Civic Action


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Strategic Considerations (Continued)
Review requests for MCA projects routed through U.S.
embassies by HNs.
X X X X X X X X X X X X X X X
Validate proposed MCA projects from the theater. X X X X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may affect
the execution of MCA.
X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to
MCA.
X X
Participate in proceedings that generate international
agreements, treaties, or contracts pertaining to MCA.
X X
Provide guidance to geographic combatant commander
regarding execution of MCA projects in-theater.
X X X X X X X X X X X X X X X
Emphasize the HN role and minimize the U.S. role in MCA projects. X X X X X X X X X X X X X X X
Monitor all MCA activities for compliance with applicable laws,
agreements, treaties, and contracts.
X X
Record expenditures for all MCA activities. X X X X X X X X X X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding
execution of MCA projects in-theater.
X X X X X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the execution of MCA.
X X
Identify requirements to update, modify, or initiate new international
agreements, treaties, or contracts pertaining to MCA.
X X
Identify sources of HN legal support for MCA issues and establish
contact and working relationships, as appropriate.
X X X X X X X X X X X X X X X X
Participate in proceedings that update, modify, or generate
international agreements, treaties, or contracts pertaining to
MCA for the operation.
X X X X X X X X X X X X X X X X
Determine the impact of the history and infrastructure of the AO
on MCA activities.
X X X X X X X X X X X X X X X
Determine the impact of MCA activities on the future and
infrastructure of the AO.
X X X X X X X X X X X X X X X
Determine the impact of the populace on MCA activities. X X X X X X X X X X X X X X X
Determine the impact of MCA activities on the populace. X X X X X X X X X X X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with MCA activities.
X X X X X X X X X X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with MCA activities.
X X X X X X X X X X X X X X X X
Employ the minimum number of U.S. military forces required to
advise, train, or oversee foreign military forces in execution of
MCA projects.
X
Provide guidance to U.S. military forces employed in MCA
regarding execution of MCA projects in-theater.
X X X X X X X X X X X X X X X X
Figure H-4. Strategic, Operational, and Tactical Considerations in MCA (Continued)
FM 3-05.401
H-21
Military Civic Action


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Operational Considerations (Continued)
Understand that the scope of MCA projects can be expanded to
include military and paramilitary forces as benefactors of U.S.
support in foreign countries.
X
Publicize the purpose and scope of MCA projects, prior to
initiation, if possible, through national or local media,
emphasizing the role of the HN government and military forces.
X X X X X X X X X X X X X X X
Update and maintain a database of MCA projects and issues in-
theater.
X X X X X X X X X X X X X X X
Record expenditures for all MCA activities associated with the
operation.
X X X X X X X X X X X X X X X
Monitor HN military compliance with Human Rights protocols. X X X X X X X X X X X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding execution of
MCA projects in the tactical area.
X X X X X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the execution of MCA.
X X
Deploy CA personnel early to support advance party operations and
logistics elements in locating and procuring FNS in the tactical area.
X
Identify sources of HN legal support for MCA issues in the
tactical area and establish contact and working relationships, as
appropriate.
X X X X X X X X X X X X X X X X
Use interpreters, as necessary. X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on MCA activities.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of MCA activities on the
future and infrastructure of the tactical area.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the populace on MCA
activities.
X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of MCA activities on the
populace.
X X X X X X X X X X X X X X X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with MCA
activities.
X X X X X X X X X X X X X X X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with MCA
activities.
X X X X X X X X X X X X X X X
Publicize the purpose and scope of MCA projects, prior to
initiation, if possible, through local media and personal contacts,
emphasizing the role of the HN government and military forces.
X X X X X X X X X X X X X X X
Update and maintain a database of MCA projects and issues in
the tactical area.
X X X X X X X X X X X X X X X
Record expenditures for all MCA activities associated with the
operation.
X X X X X X X X X X X X X X X
Monitor HN military compliance with Human Rights protocols. X X X X X X X X X X X X X X X X
Develop contingency plans that address what to do if MCA is
ineffective.
X X X X X X X X X X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Figure H-4. Strategic, Operational, and Tactical Considerations in MCA (Continued)
FM 3-05.401
H-22
Emergency Services


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Foreign Strategic Considerations
Conduct and maintain a threat and vulnerability analysis of
designated nations or regions.
X X
Assess the ability of designated HN governments to mitigate,
prepare for, respond to, and recover from the identified disasters.
X X X X X X X X X X X X X
Monitor the conditions in designated nations or regions for
indicators and warnings of impending disasters.
X X
Review existing international agreements for stipulations providing
emergency or disaster-related assistance.
X X X
Review strategic plans for emergency services-related issues,
including consequence management.
X X
Review U.S. laws, international laws, local laws, international
agreements, treaties, and other data sources for any legal issues
that may affect the conduct of emergency services operations.
X X X
Identify requirements to update, modify, or initiate new international
agreements, treaties, or contracts pertaining to emergency services
for the operation.
X X
Participate in proceedings that generate international agreements,
treaties, or contracts pertaining to emergency services for the
operation.
X X X
Conduct liaison with other Federal disaster agencies and
international relief organizations to coordinate memoranda of
understanding for consequence management operations.
(Tasking to combatant commands by CJCS CONPLAN 0400-96
and CJCSI 3214.01.)
X X
Understand that approval authority for commitment of DOD
component resources or services to foreign disaster relief
operations rests with the Assistant Secretary of Defense for
Democracy and Peacekeeping. The DOD coordinator for foreign
disaster relief is the DASD(H&RA) (Global Affairs). The joint staff
POC for the DOD Foreign Disaster Relief and Humanitarian
Assistance Program is the Chief of the Logistics Directorate (J-4).
X X X X X X X X X X X X X X X X X
Understand that DOD supplies and services are provided for
disaster and humanitarian purposes only after approval by
ASD(ISA), on behalf of the SECDEF. DOD provides supplies and
services from the most expedient source, which is normally the
geographic command from whose theater the foreign disaster or HA
request emanates.
X X X X X X X X X X X X X X X X X
When a foreign disaster or HA request emanates from a country not
assigned to a combatant command under the Unified Command
Plan, the joint staff or J-4 assumes the primary coordinating role in
conjunction with DASD(H&RA). Requests for DOD assistance come
from the DOS or the USAID through OFDA.
X X X X X X X X X X X X X X X X X
Upon SECDEF order to execute a consequence management
mission, establish a CMOC to support interagency coordination
and deconfliction within the USG.
X X
Understand that DOS is the LFA for OCONUS emergency services
operations.
X X X X X X X X X X X X X X X X X
Understand that FEMA is the LFA for CONUS emergency services
operations.
X X X X X X X X X X X X X X X X X
Monitor all emergency services activities for compliance with
applicable laws, agreements, treaties, and contracts.
X X X
Record expenditures for all emergency services activities
associated with the operation.
X X
Figure H-5. Strategic, Operational, and Tactical Considerations in Emergency Services

FM 3-05.401
H-23
Emergency Services


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Foreign Strategic Considerations (Continued)
Provide guidance to geographic combatant commander regarding
emergency services activities in TEPs, HA and disaster relief plans,
and consequence management plans.
X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Foreign Operational Considerations
Participate in preparation and review of combatant command
functional plans that address assisting USG agencies,
international organizations, HN agencies, and NGOs in foreign
HA and disaster relief operations. (Tasking to combatant
commands by FY 1996 JSCP and CJCSI 3214.01.)
X X X
Incorporate emergency services assessments, training,
mitigation projects, and recovery projects into TEPs.
X X
Participate in preparation and review of combatant command
consequence management plans. (Tasking to combatant
commands by CJCS CONPLAN 0400-96 and CJCSI 3214.01.)
X X
Deploy CA personnel early to support advance party operations
and logistics elements, especially in countries where no or limited
plans or agreements for emergency services exist.
X X X X X X X X X X X X X X X X
Confirm and validate HN ability to manage emergency services in
the AO.
X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational efforts in emergency services in the AO.
X X
Identify shortfalls in HN emergency services plans and resources. X X
Identify emergency services resources, including various
government agencies, military units, NGOs, and private citizen
groups and individuals in the theater of operations and establish
contact and working relationships, as appropriate.
X X
Emphasize the responsibility of the HN authorities to support their
citizens in time of disaster.
X X
Assist HN authorities in preparation of mitigation, response, and
recovery plans.
X X
Inform the populace of emergency services plans and rehearse, as
possible.
X X
Incorporate emergency services-related supplies from all sources
into collaborated logistics plans.
X X
Determine the impact of the history and infrastructure of the AO on
emergency services activities.
X X
Determine the impact of emergency services activities on the future
and infrastructure of the AO.
X X
Determine the impact of the populace on emergency services activities. X X
Determine the impact of emergency services activities on the populace. X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with emergency services activities.
X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with emergency services activities.
X X
Understand that DODD 5100.46 establishes the relationship between
DOD and USAID, OFDA. The DASD(H&RA) is the primary POC.
X X X X X X X X X X X X X X X X X
Figure H-5. Strategic, Operational, and Tactical Considerations in Emergency Services (Continued)
FM 3-05.401
H-24
Emergency Services


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Foreign Operational Considerations (Continued)
According to DODD 5100.46, It is the policy that DoD
Components will participate in foreign disaster relief operations
only after a determination is made by the Department of State
that foreign disaster relief shall be provided. The Department of
State will then send a request to the Assistant Secretary of
Defense (International Security Affairs) which indicates (l) the
country(s), international organizations and/or individuals to be
assisted; (2) the form of assistance requested; (3) the types and
amounts of materiel and services requested; (4) the amount of
funds allocated to the Department of Defense accompanied by
symbols showing the chargeable appropriation, allotment, and
obligation accounts; and (5) such other information as is needed
to permit effective participation by DoD Components in a foreign
disaster relief operation.
X X X X X X X X X X X X X X X X X
Provide guidance to operational- and tactical-level commanders
regarding support to emergency services activities in-theater.
X X
Provide guidance to subordinate commanders on how to handle
issues resulting from ethnic differences and resentments, social
structures (family, regional), religious and symbolic systems
(beliefs and behaviors), political structures (distribution of
power), economic systems (sources and distribution of wealth),
linkages among social, religious, political, and economic
dynamics, and attitudes toward the U.S. military forces.
X X X X X X X X X X X X X X X X X
Record expenditures for all emergency services activities
associated with the operation.
X X
Understand that OFDA, USAID, often has existing operational
links and grants relationships with many NGOs and international
organizations that have relief programs outside the United
States. These include the ICRC, IFRC and Red Crescent
Societies, UNICEF, and UNWFP.
X X X X X X X X X X X X X X X X X
Be aware that OFDA, USAID, also routinely coordinates with
other governments responding to disasters through donor
country coordination meetings to solve operational or political
problems.
X X X X X X X X X X X X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Foreign Tactical Considerations
Establish CMOC(s) to coordinate and synchronize interagency
and multinational efforts in emergency services in the tactical
area.
X X
Establish close ties with the DART from USAIDs OFDA. The
DART consists of specialists trained in a variety of disaster relief
skills who assist U.S. Embassies and USAID missions in
managing the USG response to disasters.
X X
Understand that military commanders at the immediate scene of
a foreign disaster are authorized to conduct prompt relief
operations when time is of the essence and when humanitarian
considerations make it advisable to do so. The commander
should report at once the action taken and request guidance in
accordance with the provisions of DODD 5100.46.
X X X X X X X X X X X X X X X X X
Understand that measures to ensure continuity of operations,
troop survival, and the rehabilitation of essential military bases
take precedence over military support of local communities.
Requests for support for the use of the military are normally
accepted only on a mission-type basis.
X X X X X X X X X X X X X X X X X
Update and maintain a database of emergency services sources
and issues in the tactical area.
X X
Assist local HN authorities in preparation of mitigation, response,
and recovery plans.
X X
Figure H-5. Strategic, Operational, and Tactical Considerations in Emergency Services (Continued)
FM 3-05.401
H-25
Emergency Services


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Foreign Tactical Considerations (Continued)
Inform the populace of emergency services plans and rehearse,
as possible.
X X X
Execute emergency services operations according to
coordinated plans and guidance from higher headquarters.
X X
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on emergency services
activities.
X X
Assess, monitor, and report the impact of emergency services
activities on the future and infrastructure of the tactical area.
X X
Assess, monitor, and report the impact of the populace on
emergency services activities.
X X
Assess, monitor, and report the impact of emergency services
activities on the populace.
X X X X X X X X X X X X X X X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with
emergency services activities.
X X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with
emergency services activities.
X X
Record expenditures for all emergency services activities
associated with the operation.
X X
Assess, monitor, and report the effectiveness of emergency
services activities.
X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Domestic Strategic Considerations
Conduct and maintain a threat and vulnerability analysis of U.S.
states, territories, and possessions.
X X X X X X X X X X X X X X X X X
Assess the ability of states and local governments to mitigate,
prepare for, respond to, and recover from the identified
disasters.
X X
Monitor the conditions in U.S. states, territories, and
possessions for indicators and warnings of impending disasters.
X X
Review the Federal Response Plan
(http://www.fema.gov/fema/fed1.htm) and other applicable
documents for DOD tasks and responsibilities regarding support
to domestic civil authorities in the aftermath of disasters and in
consequence management.
X X X
Provide guidance reference Posse Commitatus in HA and
disaster relief plans, and consequence management missions.
X X X
Ensure that personnel participating in U.S. domestic assistance
programs are not in violation of the provisions of the Posse
Comitatus Act. This act prohibits the use of federal military
personnel in enforcing federal, state, or local laws unless
expressly authorized by the Constitution or by an act of
Congress. The act does NOT apply to state National Guard (NG)
troops unless they have been federalized.
X X X X X X X X X X X X X X X X X
Consider the following when committing USAR units or individual
reservists to disaster relief operations:
X X X X X X X X X X X X X X X X X
- Commitment of USAR volunteers must be consistent with
Army policy for military assistance.
X X X X X X X X X X X X X X X X X
Figure H-5. Strategic, Operational, and Tactical Considerations in Emergency Services (Continued)

FM 3-05.401
H-26
Emergency Services


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Domestic Strategic Considerations (Continued)
- Civil authorities have made a firm commitment to repay all
ADT costs.
X X X X X X X X X X X X X X X X X
- State and local assets, including the NG, have been
committed, or the assistance requested is clearly beyond
state and local capabilities.
X X X X X X X X X X X X X X X X X
- Authority to commit USAR volunteers may be delegated no
lower than CONUS Army.
X X X X X X X X X X X X X X X X X
- Commitment of volunteers must be coordinated with the
proper Corps of Engineer district or division to avoid
duplication of effort.
X X X X X X X X X X X X X X X X X
Understand that USAR commanders may approve voluntary
USAR participation during imminently serious conditions in a
nondrill, nonpay status. USAR members taking part in such
support are performing official duty; however, unit commanders
will
X X X X X X X X X X X X X X X X X
- Not order members of the USAR to participate. X X X X X X X X X X X X X X X X X
- Approve voluntary USAR participation only when time or
conditions do not permit seeking guidance from higher
headquarters.
X X X X X X X X X X X X X X X X X
- Make sure reasonably available state and local assets are
fully committed or the help requested is clearly beyond the
ability of the state and local assets.
X X X X X X X X X X X X X X X X X
- Provide support on a minimum-essential basis. NOTE:
Support will end when adequate state and local assets
become available.
X X X X X X X X X X X X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Domestic Operational Considerations
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Domestic Tactical Considerations
Ensure the core operational considerations of emergency
management programs for government, industry, and small
businesses include the following (reference:
http://www.fema.gov/library/biz2.htm):
X X X X X X X X X X X X X X X X X
Direction and Control - The system for managing resources,
analyzing information and making decisions in an emergency.
Examples are Emergency Management Group, Incident
Command System, and Emergency Operations Center.
X X X X X X X X X X X X X X X X X
Communications - Needed to report emergencies, to warn
personnel of the danger, to keep families and off-duty
employees informed about what is happening at a facility to
coordinate response actions, and to keep in contact with
customers and suppliers. Consider contingency planning,
emergency communications, family communications,
notification, and warning.
X X X X X X X X X X X X X X X X X
Life Safety - Protecting the health and safety of everyone in
the facility is the first priority during an emergency. Consider
evacuation planning, evacuation routes and exits, assembly
areas and accountability, shelter, training and information,
rehearsals, and family preparedness.
X X X X X X X X X X X X X X X X X
Figure H-5. Strategic, Operational, and Tactical Considerations in Emergency Services (Continued)


FM 3-05.401
H-27
Emergency Services


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Domestic Tactical Considerations (Continued)
Property Protection - Protecting facilities, equipment, and vital
records is essential to restoring operations once an emergency
has occurred. Establish procedures for fighting fires, containing
material spills, closing or barricading doors and windows,
shutting down equipment and facilities, covering or securing
equipment and facilities, moving equipment to a safe location,
and backing up vital records and processes.
X X X X X X X X X X X X X X X X X
Community Outreach - The relationship between a
government, industry, or small business facility and the
community will influence their ability to protect personnel and
property and return to normal operations. Ways to involve
outside organizations in the emergency management plan
include maintaining a dialogue with community leaders, first
responders, government agencies, community organizations,
and utilities; establishing mutual aid agreements with local
response agencies and businesses; providing community
service and public information during emergencies; and
managing media relations.
X X X X X X X X X X X X X X X X X
Recovery and Restoration - Business recovery and
restoration, or business resumption, goes right to a facilitys
bottom line: keeping people employed and the business
running. Determine critical operations and make plans for
bringing those systems back on-line; establish procedures for
continuity of management; obtain adequate insurance;
provide employee support; and resume operations according
to a logical, coordinated, and exercised plan.
X X X X X X X X X X X X X X X X X
Administration and Logistics - Maintain complete and
accurate records at all times to ensure a more efficient
emergency response and recovery.
X X X X X X X X X X X X X X X X X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Figure H-5. Strategic, Operational, and Tactical Considerations in Emergency Services (Continued)
Support to Civil Administration


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Civil Assistance
Strategic Considerations
Review strategic plans for tasks that involve providing short-term
military support to an established government or populace, in
advance of or in the aftermath of natural or man-made calamities
or disasters, that does not incur long-term U.S. commitment.
X X X X X X X X X X X X
Review existing international agreements, treaties, contracts,
area studies, the CA database, and other applicable documents
that indicate the need for civil assistance, as described above.
X X X X X X X X X X X X
Review international laws, national laws, international
agreements, treaties, and other data sources for any legal issues
that may affect the conduct of civil assistance at the national,
provincial, and local levels.
X X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to the
conduct of civil assistance at the national, provincial, and local
levels.
X X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support to Civil Administration
FM 3-05.401
H-28
Support to Civil Administration


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Civil Assistance (Continued)
Strategic Considerations (Continued)
Assess the capabilities and effectiveness of the existing civil
administration at the national level.
X X
Develop plans to reinforce or restore civil administration at the
national level.
X X X X X X X X X X X X X X X X X
Establish a CMOC early to support interagency and international
coordination of civil assistance plans.
X
Identify military capabilities required to provide civil assistance;
for example, maintaining order, providing life-sustaining
services, controlling distribution of goods and services, and
advising HN government officials and agencies in the CA
specialty areas.
X X X X X X X X X X X X X X
Provide guidance to geographic combatant commander
regarding authorized and appropriate civil assistance activities,
MOEs, end state, and termination.
X X
Determine an end state and plan termination criteria and timelines. X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X
Terminate civil assistance according to termination plan. X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding
authorized and appropriate civil assistance activities, MOEs, end
state, and termination.
X X X X X X X X X X X X
Review existing international agreements, treaties, contracts,
area studies, the CA database, and other applicable documents
that indicate the need for civil assistance, as described above.
X X X X X X X X X X X X
Review international laws, national and provincial laws,
international agreements, treaties, and other data sources for
any legal issues that may affect the conduct of civil assistance at
the provincial and local levels.
X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to the
conduct of civil assistance at the provincial and local levels.
X X
Deploy CA personnel early to conduct deliberate assessments
and to support advance party operations and logistics elements.
X
Assess the capabilities and effectiveness of the existing civil
administration at the provincial level.
X X X X X X X X X X X X X X X X X
Assess the AO for shortfalls and capabilities in each of the 16
functional specialties.
X X X X X X X X X X X X X X X X X
Develop plans to reinforce or restore civil administration at the
provincial level.
X X X X X X X X X X X X X X X X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational civil assistance efforts in the AO.
X
Determine the impact of the history and infrastructure of the AO
on civil assistance activities.
X X X X X X X X X X X X X X X X X
Determine the impact of civil assistance activities on the future
and infrastructure of the AO.
X X X X X X X X X X X X X X X X X
Determine the impact of the populace on civil assistance activities. X X X X X X X X X X X X X X X X X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
FM 3-05.401
H-29
Support to Civil Administration


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Civil Assistance (Continued)
Operational Considerations (Continued)
Determine the impact of civil assistance activities on the populace. X X X X X X X X X X X X X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with civil assistance activities at the provincial and local levels.
X X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with civil assistance activities at the provincial and local levels.
X X X X X X X X
Update and maintain a database of civil assistance issues in theater. X
Record expenditures for all civil assistance activities associated
with the operation.
X
Provide guidance to operational- and tactical-level commanders
regarding authorized and appropriate civil assistance activities,
MOEs, end state, and transition.
X X X X X X X X
Determine an end state and plan termination criteria and timelines. X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X
Terminate civil assistance according to termination plan. X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding authorized and
appropriate civil assistance activities, MOEs, end state, and
termination.
X X X X X X X X X X X X
Review existing international agreements, treaties, contracts,
area studies, the CA database, and other applicable documents
that indicate the need for civil assistance, as described above.
X X X X X X X X X X X X
Review international laws, local laws, international agreements,
treaties, and other data sources for any legal issues that may
affect the conduct of civil assistance at the local level.
X X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to the
conduct of civil assistance at the local level.
X X
Deploy CA personnel early to conduct deliberate assessments
and to support advance party operations and logistics elements.
X
Assess the capabilities and effectiveness of the existing civil
administration at the local level.
X X X X X X X X X X X X X X X X X
Assess the AO for shortfalls and capabilities in each of the 16
functional specialties.
X X X X X X X X X X X X X X X X X
Develop plans to reinforce or restore civil administration at the
local level.
X X X X X X X X X X X X X X X X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational civil assistance efforts in the tactical area.
X
Monitor activation of preplanned civil assistance agreements. X
Provide guidance to tactical-level commanders regarding
authorized and appropriate civil assistance activities, MOEs, end
state, and termination.
X X X X X X X
Use interpreters, as necessary. X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
FM 3-05.401
H-30
Support to Civil Administration


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Civil Assistance (Continued)
Tactical Considerations (Continued)
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on civil assistance activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of civil assistance
activities on the future and infrastructure of the tactical area.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the populace on civil
assistance activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of civil assistance
activities on the populace.
X X X X X X X X X X X X X X X X X
Identify sources of criminal or black-market activity associated
with civil assistance activities.
X X X X X X X X X X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with civil
assistance activities.
X X X X X X X X X X X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with civil
assistance activities.
X X X X X X X X X X X
Update and maintain a database of civil assistance issues in the
tactical area.
X
Record expenditures for all civil assistance activities associated
with the operation.
X
Determine an end state and plan termination criteria and
timelines.
X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X
Terminate civil assistance according to termination plan. X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Civil Administration in Friendly Territory
Strategic Considerations
Review strategic plans for tasks that involve advising friendly
authorities or performing specific administration functions during
peacetime, disasters, or war.
X X X X X X X X X X X X
Review existing international requests, agreements, treaties,
contracts, area studies, the CA database, and other applicable
documents that outline extent, goals, and expected duration of
the support mission, as described above.
X X X X X X X X X X X X
Review international requests, laws, national laws, international
agreements, treaties, and other data sources for any legal issues
that may affect the conduct of civil administration in friendly
territory at the national, provincial, and local levels.
X X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to the
conduct of civil administration in friendly territory at the national,
provincial, and local levels.
X X
Assess the capabilities and effectiveness of the existing civil
administration at the national level.
X X
Develop plans to reinforce or restore civil administration at the
national level.
X X X X X X X X X X X X X X X X X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)

FM 3-05.401
H-31
Support to Civil Administration


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Civil Administration in Friendly Territory (Continued)
Strategic Considerations (Continued)
Ensure the level of support rendered is tailored to meet the
needs of the existing situation. In no case will the support
exceed
X
- The HNs request for help. X
- Applicable international treaties and agreements. X X
- Limitations imposed by the law of land warfare. X X
Establish a CMOC early to support interagency and international
coordination of plans to support civil administration at the
national level.
X X X X X X X X X X X X X X X X X
Identify military capabilities required to support civil
administration according to the pertinent request or agreements.
X X X X X X X X
Provide guidance to geographic combatant commander
regarding authorized and appropriate civil administration support
activities, MOEs, end state, and termination or transition.
X X X X X X X X
Determine an end state and plan termination or transition criteria
and timelines.
X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X
Terminate civil administration support according to termination or
transition plan.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding
authorized and appropriate civil administration support activities,
MOEs, end state, and termination or transition.
X X X X X X X X X X X X
Review existing international requests, agreements, treaties,
contracts, area studies, the CA database, and other applicable
documents that outline extent, goals, and expected duration of
the support mission, as described above.
X X X X X X X X X X X X
Review international requests, laws, national laws, international
agreements, treaties, and other data sources for any legal
issues that may affect the conduct of civil administration in
friendly territory at the provincial and local levels.
X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to the
conduct of civil administration in friendly territory at the provincial
and local levels.
X X
Assess the capabilities and effectiveness of the existing civil
administration at the provincial level.
X X X X X X X X X X X X X X X X X
Assess the AO for shortfalls and capabilities in each of the 16
functional specialties.
X X X X X X X X X X X X X X X X X
Develop plans to reinforce or restore civil administration at the
provincial level.
X X X X X X X X X X X X X X X X X
Ensure the level of support rendered is tailored to meet the
needs of the existing situation. In no case will the support
exceed

- The HNs request for help. X
- Applicable international treaties and agreements. X X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
FM 3-05.401
H-32
Support to Civil Administration


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Civil Administration in Friendly Territory (Continued)
Operational Considerations (Continued)
- Limitations imposed by the law of land warfare. X X
Deploy CA personnel early to conduct deliberate assessments
and to support advance party operations and logistics elements.
X X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational support to civil administration efforts in the AO.
X X X X X X X X X X X X
Determine the impact of the history and infrastructure of the AO
on civil administration support activities.
X X X X X X X X X X X X X X X X X
Determine the impact of civil administration support activities on
the future and infrastructure of the AO.
X X X X X X X X X X X X X X X X X
Determine the impact of the populace on civil administration
support activities.
X X X X X X X X X X X X X X X X X
Determine the impact of civil administration support activities on
the populace.
X X X X X X X X X X X X X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with civil administration support activities at the provincial and
local levels.
X X X X X X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with civil administration support activities at the provincial and
local levels.
X X X X X X X X X X X X
Update and maintain a database of civil administration support
issues in-theater.
X
Record expenditures for all civil administration support activities
associated with the operation.
X
Provide guidance to operational- and tactical-level commanders
regarding authorized and appropriate civil administration support
activities, MOEs, end state, and termination or transition.
X X X X X X X X X X X X
Determine an end state and plan termination or transition criteria
and timelines.
X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X
Terminate civil administration support according to termination or
transition plan.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding authorized and
appropriate civil administration support activities, MOEs, end
state, and termination or transition.
X X X X X X X X X X X X
Review existing international requests, agreements, treaties,
contracts, area studies, the CA database, and other applicable
documents that outline extent, goals, and expected duration of
the support mission, as described above.
X X X X X X X X X X X X
Review international requests, laws, national laws, international
agreements, treaties, and other data sources for any legal issues
that may affect the conduct of civil administration in friendly
territory at the local level.
X X X X X X X X X X X X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)

FM 3-05.401
H-33
Support to Civil Administration


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Civil Administration in Friendly Territory (Continued)
Tactical Considerations (Continued)
Identify requirements to update, modify, or initiate new
international agreements, treaties, or contracts pertaining to the
conduct of civil administration in friendly territory at the local
level.
X X
Deploy CA personnel early to conduct deliberate assessments
and to support advance party operations and logistics elements.
X
Assess the capabilities and effectiveness of the existing civil
administration at the local level.
X X X X X X X X X X X X X X X X X
Assess the tactical area for shortfalls and capabilities in each of
the 16 functional specialties.
X X X X X X X X X X X X X X X X X
Develop plans to reinforce or restore civil administration at the
local level.
X X X X X X X X X X X X X X X X X
Ensure the level of support rendered is tailored to meet the
needs of the existing situation. In no case will the support
exceed

- The HNs request for help. X
- Applicable international treaties and agreements. X X
- Limitations imposed by the law of land warfare. X X
Establish CMOC(s) to coordinate and synchronize interagency
and multinational support to civil administration efforts in the
tactical area.
X X X X X X X X X X X X
Monitor activation of preplanned civil administration support
agreements.
X
Provide guidance to tactical-level commanders regarding
authorized and appropriate civil administration support activities,
MOEs, end state, and termination or transition.
X X X X X X X X
Use interpreters, as necessary. X
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on civil administration support
activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of civil administration
support activities on the future and infrastructure of the tactical
area.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the populace on civil
administration support activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of civil administration
support activities on the populace.
X X X X X X X X X X X X X X X X X
Identify sources of criminal or black-market activity associated
with civil administration support activities.
X X X X X X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with civil
administration support activities.
X X X X X X X X X X X X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with civil
administration support activities.
X X X X X X X X X X X X
Update and maintain a database of civil administration support
issues in the tactical area.
X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
FM 3-05.401
H-34
Support to Civil Administration


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Civil Administration in Friendly Territory (Continued)
Tactical Considerations (Continued)
Record expenditures for all civil administration support activities
associated with the operation.
X
Determine an end state and plan termination or transition criteria
and timelines.
X
Monitor and evaluate MOEs. X
Terminate civil assistance according to termination or transition
plan.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Civil Administration in Occupied Territory
Strategic Considerations
Review strategic plans for tasks that involve conducting civil
administration in occupied territory at the direction of the SECDEF.
X X X X X X X X X X X X X X X X X
Review existing international agreements, treaties, and other
applicable documents that outline roles, goals, and expected
duration of the civil administration mission, as described above.
X X X X X X X X X X X X X X X X X
Review international agreements, treaties, and other data
sources for any legal issues that may affect the conduct of civil
administration in occupied territory at the national, provincial,
and local levels.
X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, and other applicable
documents pertaining to the conduct of civil administration in
occupied territory at the national, provincial, and local levels.
X X
Assess the existing civil infrastructure and needs of the populace
at the national level in terms of the 16 functional specialties.
X X X X X X X X X X X X X X X X X
Develop plans to reinforce or restore civil infrastructure at the
national level.
X X X X X X X X X X X X X X X X X
Understand that the goal of U.S. civil administration of an
occupied territory is to create an effective civil government. The
government should not pose a threat to future peace and
stability. CA support to civil administration of an occupied
territory should emphasize that

- The populace receives responsive, effective government
services.
X
- The populace is able to obtain essential goods and
services.
X
- The measures taken enhance the social and economic well-
being of the occupied territory.
X
- The system of control furthers U.S. political objectives. X
- Law and order prevail. X
- Restoration, rehabilitation, and development occur in the
social institutions and economic system of the occupied
territory.
X
- An orderly, efficient transition occurs from civil
administration to civil government.
X
- The country and people are as well off at the end of civil
administration as at the onset of occupation.
X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
FM 3-05.401
H-35
Support to Civil Administration


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Civil Administration in Occupied Territory (Continued)
Strategic Considerations (Continued)
- The obligations of international law and treaties are met. X
- Human rights abuses against collaborators, minority groups,
discriminated social classes, or individuals must be
prevented.
X
- The occupying power must obey the existing laws but, in
many cases, may need to change those laws. International
law is specific about requirements, and the occupying power
must meet these requirements when changing civil law in an
occupied territory. For further information, consult
international law specialists and review FM 27-10 and other
texts on the law of land warfare.
X X
Establish a CMOC early to support interagency and international
coordination of plans to support civil administration at the
national level.
X
Identify military and civil capabilities required to support civil
administration according to pertinent agreements.
X X X X X X X X X X X X X X X X X
Provide guidance to geographic combatant commander
regarding authorized and appropriate civil administration
activities, MOEs, end state, and termination or transition.
X X X X X X X X X X X X X X X X X
Determine an end state and plan termination or transition criteria
and timelines.
X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X
Terminate civil administration according to termination or
transition plan.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Operational Considerations
Review geographic combatant commander guidance regarding
authorized and appropriate civil administration support activities,
MOEs, end state, and termination or transition.
X X X X X X X X X X X X
Review existing international agreements, treaties, and other
applicable documents that outline roles, goals, and expected
duration of the civil administration mission, as described above.
X X X X X X X X X X X X
Review international agreements, treaties, and other data
sources for any legal issues that may affect the conduct of civil
administration in occupied territory at the provincial and local
levels.
X X X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, and other applicable
documents pertaining to the conduct of civil administration in
occupied territory at the provincial and local levels.
X X
Assess the existing civil infrastructure and needs of the populace
at the provincial level in terms of the 16 functional specialties.
X X X X X X X X X X X X X X X X X
Develop plans to reinforce or restore civil infrastructure at the
provincial level.
X X X X X X X X X X X X X X X X X
Understand that the structure of the civil administration system
may develop in one of several ways. The occupying power
may

Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)

FM 3-05.401
H-36
Support to Civil Administration


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Civil Administration in Occupied Territory (Continued)
Operational Considerations (Continued)
- Allow the existing government structure to continue under its
control and supervision. This arrangement does not mean the
occupying power approves of the existing regime or
condones its past actions. The arrangement represents the
easiest basis for developing a functioning government on
short notice because the government is already in place.
X
- Retain all public officials or, for political or security reasons,
replace all or selected personnel with other qualified people.
As necessary, the occupying power executes programs that
effect political reform, strengthen government agencies and
institutions, and develop self-government. In some cases, the
occupying power may reorganize, replace, or abolish
selected agencies or institutions of the existing government.
X
- Replace the existing government and build a new structure.
This measure is the most drastic COA. The occupying power
should, therefore, adopt this COA only if the old regime has
completely collapsed or it is so hostile that its continued
existence poses an intolerable threat to peace and stability.
X
Understand that possession does not require the presence of
troops in all areas of the occupied country. The occupying force
must, however, be able to deploy quickly to any area within the
territory to enforce its authority. The number of troops required to
occupy a territory depends on the
X
- Degree of resistance to the occupation. X
- Size of the area and the nature of the terrain. X
- Population density and distribution. X
- Level of development in the area. X
Establish CMOC(s) to support interagency and international
coordination of plans to support civil administration at the
operational level.
X
Direct or inform the populace through proclamations, ordinances,
orders, instructions, and agreements.
X
Determine the impact of the history and infrastructure of the AO
on civil administration activities.
X X X X X X X X X X X X X X X X X
Determine the impact of civil administration activities on the
future and infrastructure of the AO.
X X X X X X X X X X X X X X X X X
Determine the impact of the populace on civil administration
activities.
X X X X X X X X X X X X X X X X X
Determine the impact of civil administration activities on the
populace.
X X X X X X X X X X X X X X X X X
Develop plans and strategies for immediate mitigation of
political, economic, legal, social, and military issues associated
with civil administration activities at the provincial and local
levels.
X X X X X X X X X X X X X X X X X
Develop plans and strategies for long-range mitigation of
political, economic, legal, social, and military issues associated
with civil administration activities at the provincial and local
levels.
X X X X X X X X X X X X X X X X X
Update and maintain a database of civil administration issues in-
theater.
X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
FM 3-05.401
H-37
Support to Civil Administration


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Civil Administration in Occupied Territory (Continued)
Operational Considerations (Continued)
Record expenditures for all civil administration activities
associated with the operation.
X
Provide guidance to operational- and tactical-level commanders
regarding authorized and appropriate civil administration
activities, MOEs, end state, and termination or transition.
X
Determine an end state and plan termination or transition criteria
and timelines.
X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X
Terminate civil administration according to termination or
transition plan.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Tactical Considerations
Review higher headquarters guidance regarding authorized and
appropriate civil administration activities, MOEs, end state, and
termination or transition.
X X X X X X X X X X X X
Review existing international agreements, treaties, and other
applicable documents that outline roles, goals, and expected
duration of the civil administration mission, as described above.
X X X X X X X X X X X X
Review international agreements, treaties, and other data
sources for any legal issues that may affect the conduct of civil
administration in occupied territory at the local level.
X X X X X X X X X X X X
Identify requirements to update, modify, or initiate new
international agreements, treaties, and other applicable
documents pertaining to the conduct of civil administration in
occupied territory at the local level.
X X
Assess the existing civil infrastructure and needs of the populace
at the local level in terms of the 16 functional specialties.
X X X X X X X X X X X X X X X X X
Understand that the structure of the civil administration system may
develop in one of several ways. The occupying power may
X
- Allow the existing government structure to continue under its
control and supervision. This arrangement does not mean the
occupying power approves of the existing regime or
condones its past actions. The arrangement represents the
easiest basis for developing a functioning government on
short notice because the government is already in place.
X
- Retain all public officials or, for political or security reasons,
replace all or selected personnel with other qualified people.
As necessary, the occupying power executes programs that
effect political reform, strengthen government agencies and
institutions, and develop self-government. In some cases, the
occupying power may reorganize, replace, or abolish
selected agencies or institutions of the existing government.
X
- Replace the existing government and build a new structure.
This measure is the most drastic COA. The occupying power
should, therefore, adopt this COA only if the old regime has
completely collapsed or it is so hostile that its continued
existence poses an intolerable threat to peace and stability.
X
Understand that possession does not require the presence of
troops in all areas of the occupied country. The occupying force
must, however, be able to deploy quickly to any area within the
territory to enforce its authority. The number of troops required to
occupy a territory depends on the
X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
FM 3-05.401
H-38
Support to Civil Administration


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Civil Administration in Occupied Territory (Continued)
Tactical Considerations (Continued)
- Degree of resistance to the occupation. X
- Size of the area and the nature of the terrain. X
- Population density and distribution. X
- Level of development in the area. X
Establish CMOC(s) to support interagency and international
coordination of plans to support civil administration at the local
level.
X
Provide guidance to tactical-level commanders regarding
authorized and appropriate civil administration activities, MOEs,
end state, and termination or transition.
X
Direct or inform the populace through proclamations, ordinances,
orders, instructions, and agreements.
X
Use interpreters, as necessary. X
Assess, monitor, and report the impact of the history and
infrastructure of the tactical area on civil administration activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of civil administration
activities on the future and infrastructure of the tactical area.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of the populace on civil
administration activities.
X X X X X X X X X X X X X X X X X
Assess, monitor, and report the impact of civil administration
activities on the populace.
X X X X X X X X X X X X X X X X X
Identify and assess the impact of anti-U.S./anti-government
propaganda on popular support of civil administration activities;
for example, satisfaction or dissatisfaction and support or
hindrance via subversive activity.
X X X X X X X X X X X
Identify sources of criminal or black-market activity associated
with civil administration activities.
X X X X X X X X X X X X X
Execute operational plans for immediate mitigation of political,
economic, legal, social, and military issues associated with civil
administration activities.
X X X X X X X X X X X
Execute operational plans for long-range mitigation of political,
economic, legal, social, and military issues associated with civil
administration activities.
X X X X X X X X X X X
Update and maintain a database of civil administration issues in
the tactical area.
X
Record expenditures for all civil administration activities
associated with the operation.
X
Determine an end state and plan termination or transition criteria
and timelines.
X X X X X X X X X X X X X X X X X
Monitor and evaluate MOEs. X X X X X X X X X X X X X X X X
Terminate civil administration according to termination or
transition plan.
X
Determine the cost(s) of not implementing CA/CMO options. X X X X X X X X X X X X X X X X X
Figure H-6. Strategic, Operational, and Tactical Considerations in Support
to Civil Administration (Continued)
I-1
Appendix I
Techniques in Dislocated Civilian Operations
DC oper at ions ar e a special cat egor y of PRC and t he most basic collect ive
t ask per for med by CA per sonnel. The goals of DC oper at ions ar e t o
minimize civilian int er fer ence wit h milit ar y oper at ions and t o pr ot ect
civilians fr om combat oper at ions. This appendix addr esses t echniques for
meet ing t hose goals.
INTRODUCTION
I-1. People may become dislocat ed fr om t heir homes or villages for a var iet y
of r easons in bot h war and MOOTW. The following ar e some examples:
Dest r uct ive for ces (bot h nat ur al and man-made) cause people fr om a
devast at ed ar ea t o pur sue sour ces of basic needs, such as food, wat er ,
shelt er , secur it y, and healt h car e.
Ant icipat ion or expect ancy t hat basic needs will not be met by t he
exist ing gover nment or infr ast r uct ur e in an impending disast er cause
volunt ar y or for ced evacuat ion.
Polit ical or et hnic per secut ion for ce por t ions of a populat ion t o seek a
fr iendlier envir onment .
Enemy for ces deliber at ely use civilians as shields, count er mobilit y
bar r ier s, or disr upt ions t o fr iendly oper at ions.
I-2. Based on nat ional policy dir ect ives and ot her polit ical effor t s, t he
t heat er commander pr ovides dir ect ives on t he car e, cont r ol, and disposit ion of
DCs. The oper at ional for ce commander int egr at es t he t heat er commander s
guidance wit h t he gr ound t act ical plan. At division, COSCOM, and ot her
subor dinat e command levels, t he DC plan must
Allow for accomplishing t he t asks assigned by t he higher command
echelon.
Be wit hin t he r est r ict ions imposed by t he higher HQ.
Guide t he subor dinat e commands in t he handling and r out ing of DCs.
Ensur e t hat all concer ned par t ies (including t he fir e suppor t
coor dinat ion cent er and t he S-3 or G-3 air ) r eceive infor mat ion on DC
plans, r out es, and ar eas of concent r at ion.
I-3. DC plans suppor t t he OPLAN and r equir e ext ensive coor dinat ion
among oper at ional, legal, logist ics, int er agency, HN, and IC planner s. As a
minimum, DC plans must addr ess
Aut hor ized ext ent of migr at ion and evacuat ion.
Minimum st andar ds of car e.
St at us and disposit ion of all DCs.
FM 3-05.401
I-2
Designat ion of r out es and cont r ol measur es for movement cont r ol.
Cult ur al and diet ar y consider at ions.
Designat ion and delegat ion of r esponsibilit ies.
DC TEMPLATING
I-4. Ther e is no doct r inal t emplat e or r ule of t humb for det er mining how
many people of a cer t ain ar ea will leave t heir homes in r esponse t o act ual or
per ceived t hr eat s and disast er s. As illust r at ed above, ever y sit uat ion is
differ ent . Some people may be able t o sur vive t he sit uat ion in r elat ive comfor t
and safet y, while ot her s may choose or be for ced t o leave t heir homes for
r elat ive comfor t and safet y elsewher e.
I-5. In t he absence of a doct r inal t emplat e, DC planner s conduct
compr ehensive civil IPB, using all t he fact or s of METT-TC and CASCOPE, t o
analyze t he DC sit uat ion. They consider t he civil cent er s of gr avit y, civil
decisive point s, and civil lines of oper at ion in t heir analysis.
I-6. DC planners use t his analysis t o creat e a series of civil SITTEMPs. The
first of t he civil SITTEMPs describes civil disposit ions under normal condit ions
and circumst ances. The remaining civil SITTEMPs describe t he possible COAs
a populace, or port ions of a populace, may t ake given cert ain crit eria or st imuli.
Ideally, t he SITTEMPS will indicat e t he ant icipat ed speed, direct ion, and flow
pat t ern of DC movement , which are described lat er in t his appendix.
I-7. DC t emplat ing is more of an art t han a science. Planners will oft en need
t o call on knowledgeable repr esent at ives of various CA specialt ies t o fully
under st and t he civil envir onment . Appendix H cont ains some of t he st r at egic,
oper at ional, and t act ical consider at ions in planning DC oper at ions. Examples of
addit ional informat ion requirement s t hat may result fr om brainst or ming are
What is t he st at us and r esiliency of t he civilian suppor t infr ast r uct ur e
in t he ar ea?
What is t he level of pr epar edness for t his t ype of sit uat ion (for example,
how effect ive ar e t he ar eas emer gency management or civil defense
plans and r esour ces)?
Ar e t her e any polit ical, economic, milit ar y, infor mat ional, demogr aphic,
hist or ical, or ot her r easons t hat indicat e t he populace, or por t ions of
t he populace, may leave t heir homes?
Ar e t her e any polit ical, economic, milit ar y, infor mat ional, demogr aphic,
hist or ical, or ot her r easons t hat indicat e t he populace, or por t ions of
t he populace, may r emain in or near t heir homes?
What condit ions or act ions might mit igat e a DC pr oblem and how can
we influence t he r ealizat ion of t hose condit ions or act ions?
I-8. DC planning cannot occur in a vacuum. DC planners must make t he DC
t emplat es available t o ot her operat ional planners during problem-solving and
decision-making processes. They must also coordinat e wit h int eragency, HN, and
IC planners and part icipant s as t he sit uat ion and OPSEC requirement s permit .
FM 3-05.401
I-3
DC MOVEMENT PLANNING FACTORS
I-9. DC planner s must consider sever al var iables, or fact or s, when cr eat ing
SITTEMPs for DC movement s. These fact or s assume a cont r olled movement
and apply t o all DC movement s r egar dless of t ype or size. Planner s assume
values for t he var iables, based on common sense, unt il ver ified by
obser vat ion. For DCs moving t hr ough denied ar eas, planner s should
consider r equest ing unmanned aer ial vehicle (UAV) suppor t t o det er mine
act ual values. DC movement planning fact or s include t he following:
Dist ance fact or s:
Dislocated civilian road space (DCRS): Used in det ermining t ime
lengt h of t he DC column. DCRS consist s of t wo part s: t he space
occupied by one DC alone and distance between another DC, and t he
sum of t he dist ance bet ween element s of a number of DC foot columns.
(Tot al DCRS = RS [individual DC] + DCRS column dist ances).
DC column gap: The space bet ween t wo or ganized DC element s
following each ot her on t he same r out e.
DC traffic density: The aver age number of DCs t hat occupy 1
kilomet er , expr essed in DC/KM (DCs per kilomet er ).
Length of DC column: The lengt h of r oadway occupied by a column,
including gaps, measur ed fr om fr ont t o r ear inclusive.
Road gap: The dist ance bet ween t wo DC mar ch element s.
Rat e fact or s:
S peed: The act ual r at e of speed at a given moment .
Pace: The r egulat ed speed of a DC column or element set by
t he column.
Rate of march: The aver age number of kilomet er s t r aveled in any
given per iod of t ime, including shor t delays or per iodic halt s.
Expr essed in kilomet er s per hour (km/h).
Time fact or s (must be adjust ed for demogr aphic of column, healt h, and
weat her condit ions):
Arrival time: The t ime when t he head of t he DC column ar r ives at a
designat ed point .
Clearance time: The t ime when t he last of a DC column passes a
designat ed point .
Completion time: The t ime when t he last element of a DC column
passes a designat ed point .
Extra time allowance (EXTAL): Time added, based on assessment
of sit uat ion, t o t he pass t ime.
Pass time: Act ual t ime r equir ed for a DC column, fr om t he fir st t o
t he last element , t o pass a given point .
Road clearance time: The t ot al t ime a DC column r equir es t o t r avel
over and clear a sect ion of r oad.
Time distance (TDIS ): The t ime r equir ed t o move fr om one point t o
anot her at a given r at e of mar ch.
FM 3-05.401
I-4
Time gap: Time measur ed bet ween r ear and fr ont of successive DC
columns as t hey move past any given point .
For mulas:
Dist ance = Rat e x Time.
Dist ance/Time = Rat e.
Dist ance/Rat e = Time (or TDIS).
EXAMPLE: Det er mine TDIS of a DC column moving on foot t r aveling
20 kilomet er s at a r at e of 4 km/h.
TDIS = 20 km/4km/h = 5 hour s.
NOTE: An EXTAL of 3 hour s is added based on assessment of demogr aphic
(women, children, elderly) composit ion of t he DC column and weat her
condit ions. It is ant icipat ed t hat t he head of t he DC column will arrive at
complet ion point in appr oximat ely 8 hour s.
Complet ion Time = SP (St ar t Point ) + TL (Time Lengt h) +
Scheduled Halt s + EXTAL.
Time Lengt h, Foot Column (Rat e For mula):
.0 km/h TL (min) = RS (met er s) x .0150.
3.2 km/h TL (min) = RS (met er s) x .0187.
2.4 km/h TL (min) = RS (met er s) x .0250.
1.6 km/h TL (min) = RS (met er s) x .0375.
NOTE: DC movement r at e 4 km/h dur ing day slows t o 3.2 km/h at night .
Cr oss-count r y DC movement r at e 2.4 km/h dur ing day slows t o 1.6 km/h
at night .
For mat ion 2 met er s per DC 5 met er s per DC
Single file 2.4 5.4
Column of t wos 1.2 2.7
Column of four s 0.6 1.3
NOTE: Dist ance bet ween DCs dur ing day is 2 t o 5 met er s, 50 met er s bet ween
columns. Dist ance bet ween DCs dur ing night is 1 t o 3 met er s, 25 met er s
bet ween columns.
DC MOVEMENT GRAPH
I-10. A DC movement gr aph (Figur e I-1, page I-5) is a t ime-space diagr am
t hat visually depict s a DC movement fr om st ar t point t o complet ion point . It
is used dur ing t he DC movement planning phase t o int egr at e, coor dinat e,
pr event congest ion along t he r out e of mar ch, and deconflict r out e usage wit h
t he milit ar y highway r egulat ion and t r affic cir culat ion plan. It is also used t o
pr epar e or check t he DC r oad movement t able. It shows t he r elat ive t ime and
locat ion of t he head and t ail of each DC mar ch column at any point along t he
r out e, ar r ival and clear ance t imes of DC columns at cr it ical point s, and
r est r ict ions and congest ion in t he net wor k.
FM 3-05.401
I-5
I-11. DC planner s t r ansfer infor mat ion der ived fr om mar ch for mulas or
obt ained fr om DC mar ch t ables dir ect ly t o t he gr aph. To complet e t he DC
movement gr aph, planner s must det er mine t ime-dist ance, ar r ival t ime, and
pass t ime for each ident ified DC column based on dat a collect ed on or ganized
DC columns.
Figure I-1. DC Movement Graph
DC MOVEMENT TABLE
I-12. A DC movement t able is a convenient way of t r ansmit t ing t ime
schedules and ot her essent ial det ails of a DC move. The accompanying
example (Figur e I-2, page I-6) of a DC movement t able is a gener al use blank
for m. The following not es assist in t he use of t his for m:
Only t he minimum number of headings should be used. Any
infor mat ion common t o t wo or mor e movement s under gener al dat a
par agr aphs of t he DC movement annex should be included.
Because t he t able may be issued t o per sonnel concer ned wit h cont r ol of
t r affic, t he secur it y aspect must be r emember ed. Including dat es and
locat ions may not be desir able.
If t he t able is issued by it self and not as an annex t o a det ailed or der ,
t he t able must be signed and aut hent icat ed in t he nor mal way.
FM 3-05.401
I-6
A cr it ical point is a select ed point along a r out e used for r efer ence in
giving inst r uct ions, coor dinat ing for r equir ed suppor t , and decon-
flict ion, as r equir ed. It includes st ar t point s, complet ion point s, and
ot her point s along a r out e wher e int er fer ence wit h milit ar y movement
may occur or wher e t imings ar e cr it ical.
The DC movement number (Column) ident ifies a DC column (or
element of a column) dur ing t he whole movement .
To obt ain due t imes for DC columns, DC planner s t r ansfer dir ect ly
fr om t he r oad movement gr aph or calculat e using t ime-dist ance t able
and st r ip map.
To obt ain DC column clear t imes, DC planner s add mar ch unit pass t ime
t o due t ime.
To complet e t he schedules for successive DC columns, DC planner s add
pass t ime plus gr aph t ime t o due t ime.
ANNEX (DC Movement Table) to OPORD #
General Information:
a = DC Column #____ g = Route to SP____ 1. Speed 9. To
b = Date______ h = Reference_____ 2. Rate of March 10. Critical Points:
c = Estimated # DCs I = Due 3. Open/Closed Column_____ a. Start Point
d = From j = Clear 4. Traffic Density b. Collection Point
e = To k = Route to Camp 5. Time Gap c. Assembly Areas
f = Route l = Remarks 6. Halts d. Emergency Rest Areas
7. Route e. Camps
8. From

Critical Points

a b c d e f g h i j k l



Figure I-2. DC Movement Table Format
MITIGATING THE DC PROBLEM - DC CONTROL TECHNIQUES
I-13. Once DC planner s have ident ified t he par amet er s of t he expect ed DC
sit uat ion, t hey must det er mine how t o deal wit h t he DC pr oblem. Pot ent ial
COAs include
Pr event or minimize dislocat ions.
Bypass or ignor e DCs.
FM 3-05.401
I-7
Cont r ol DC movement using var ious t echniques.
Any combinat ion of t he above.
PREVENT OR MINIMIZE DISLOCATIONS
I-14. This COA involves execut ing populace cont r ol measur es, such as a
st ayput policy, cur few, and cont r olled evacuat ions. Each measur e r equir es
det ailed assessment and planning, as well as coor dinat ion wit h and suppor t
of HN civil aut hor it ies and, at t imes, t he IC. Public infor mat ion and PSYOP
asset s will incr ease t he chance of success.
STAYPUT POLICY
I-15. A st ayput policy is, essent ially, an or der t o cit izens t o st ay wit hin t he
confines of t heir homes, communit ies, or ot her defined boundar ies. Successful
execut ion of a st ayput policy r equir es t hat t he cit izens be pr ovided wit h
sufficient necessit ies of life (food, wat er , shelt er , secur it y, and healt h car e)
(accor ding t o accept ed int er nat ional st andar ds; for example, t he Spher e
Pr oject ), dur ing and aft er t he per iod t he policy is in effect . Mit igat ion
measur es conduct ed dur ing pr edisast er emer gency ser vices pr ogr ams
(building individual and communit y sur vival shelt er s, st ockpiling food and
medicines, and conduct ing pr epar edness exer cises) will enhance t he
willingness of cit izens t o abide by st ayput policies. Emer gency r esponse
act ivit ies, such as t he air lift of disast er r elief int o t he populat ed ar ea, may
also be r equir ed.
I-16. The policy is designed t o minimize civilian int er fer ence wit h milit ar y
oper at ions and, just as impor t ant ly, t o minimize civil collat er al damage. HN
aut hor it ies should enfor ce a st ayput policy whenever possible. When enfor ced
by milit ar y for ces, t he policy r equir es an agr eement among par t icipat ing
nat ions and t he appr opr iat e milit ar y command. This sect ion pr ovides
guidance on what such agr eement s should or could cont ain.
Ge ne ral
I-17. This agr eement should st at e t hat in mat t er s concer ning populat ion
movement , milit ar y commander s will always deal t hr ough and wit h t he
appr opr iat e nat ional commander s or aut hor it y.
I-18. St ay put means t hat civil aut hor it ies will do ever yt hing in t heir
power t o st op DCs (also known as int er nally displaced per sons, or IDPs) in
t heir own count r yespecially pr event ing t hem fr om passing fr om one
count r y t o anot her . Neighbor ing count r ies should cooper at e closely t o help in
t he implement at ion of t his policy wit hin common fr ont ier s. If, for what ever
r eason, some movement does t ake place, t he r eceiving count r y should do all
in it s power t o hold DCs in appr opr iat e ar eas and r et ur n t hem t o t he count r y
fr om which t hey wer e displaced, as soon as cir cumst ances per mit . Any such
movement might gr avely pr ejudice nat ional, mult inat ional, or coalit ion
oper at ions and t he possibilit y of civilian sur vival.
I-19. In cr isis and war t ime, indigenous nat ional aut hor it ies r et ain full
r esponsibilit y for t heir populat ions, inst it ut ions, and r esour ces unless
ot her wise ar r anged for by special agr eement .
FM 3-05.401
I-8
I-20. Evacuat ions of populat ions in t imes of cr isis shor t of war may become
a necessit y t o ensur e t he populat ions sur vivabilit y and no less t o ensur e
fr eedom of milit ar y oper at ions.
I-21. Dur ing cr isis or war t ime, civilian populat ions may st ar t t o move of
t heir own volit ion and t hus become DCs. Unless such movement s ar e fully
cont r olled by pr oper aut hor it ies and agencies, t hey may lead t o chaos.
Nat ional aut hor it ies shall t ake all possible st eps
To pr event unaut hor ized populat ion movement .
To cont r ol and or ganize DCs should such movement occur .
I-22. Should r efugee movement s occur , commander s must cooper at e wit h
and assist nat ional aut hor it ies in pr event ing such movement s fr om
int er fer ing wit h milit ar y oper at ions. Nat ional law nor mally dict at es whet her
and under what condit ions commands can t ake cont r ol of DC movement s, if
t hat is necessar y for t he achievement of t heir oper at ional mission and for t he
pr ot ect ion and safet y of t he populat ion. If such cont r ol has been gr ant ed t o
commander s, it will be handed back t o t he pr oper nat ional aut hor it ies as soon
as possible.
I-23. All act ions t aken wit h r espect t o DCs must be in consonance wit h t he
applicable pr ovisions of t he Geneva Convent ion Relat ive t o t he Pr ot ect ion of
Civilian Per sons in Time of War , and ot her r ules of t he Int er nat ional Law of
War , especially The Hague Land War far e Convent ions.
De tai ls of the Agre e me nt
I-24. Commander s and nat ional aut hor it ies must consider t he over all
pr oblem of populat ion movement s against t he backgr ound of t he
cir cumst ances likely t o pr evail at t he t ime. Panic and fear among t he civilian
populat ion caused by weapon effect sincluding WMDmay induce lar ge
number s of civilians t o flee t heir homes and t ake t o t he r oads. Should t his
happen, DCs would use all means of t r anspor t available. Unless cont r olled,
t hey may
Int er fer e wit h milit ar y oper at ions.
Risk t heir own lives.
I-25. All commander s must be awar e of
The r esponsibilit ies of nat ional aut hor it ies. The r esponsibilit y for all
planning and implement at ion measur es concer ning populat ion
movement s r est s wit h t he nat ional aut hor it ies.
Their own r esponsibilit ies. Commander s will
Cont act and assist nat ional aut hor it ies t o coor dinat e milit ar y
planning wit h nat ional planning and nat ional implement at ion of
measur es concer ning t he evacuat ion of t he civilian populat ion and
t he cont r ol of r efugee movement s, as appr opr iat e.
Assist , on r equest , nat ional aut hor it ies in t he implement at ion of
t he above plans, as long as t hey ar e compat ible wit h t he exist ing
oper at ional sit uat ion.
FM 3-05.401
I-9
Assume cont r ol of populat ion movement s if so gr ant ed as
descr ibed above.
Keep t he appr opr iat e nat ional aut hor it ies advised of t he
development of oper at ions.
Provide appr opriat e nat ional aut hor it ies wit h informat ion concer ning
t he adver se effect of t he r efugee sit uat ion on t he pr epar edness or
oper at ions of t he milit ary forces under t heir command.
Work wit h nat ional aut hor it ies t o obt ain informat ion concer ning t he
populat ion movement sit uat ion and associat ed mat t ers, which could
have adver se effect s on t he pr epar at ion and conduct of oper at ions.
I-26. In t he event t he milit ary assumes direct cont rol of t he populat ion, which
is t he last r esor t t o ensur e t he safet y of t he populat ion and t he conduct of
oper at ions, t he milit ary commander s will inform higher HQ of t he following:
Per iod of assist ance.
Composit ion of milit ar y for ces t o be pr ovided.
C2 of t hese for ces.
Power s gr ant ed t o t he commander s of t hese for ces (should be t he same
as t hose held by equivalent nat ional aut hor it ies and must in any case
ensur e t he secur it y of t he milit ar y for ces).
Any r est r ict ions on t he employment and conduct of milit ar y for ces.
Logist ic suppor t for t he assist ance of milit ar y for ces wher e special
measur es ar e necessar y.
CURFEWS
I-27. Cur fews and ot her movement r est r ict ions discour age unaut hor ized
civilians fr om moving dur ing cer t ain t ime per iods or int o cer t ain ar eas. These
r est r ict ions should be codified in a policy t hat is legal, pr act ical, enfor ceable,
and well publicized. Except ions t o t he policy may be gr ant ed using a st r ict
ident ificat ion or pass syst em. In addit ion, r est r ict ions should be enfor ced by a
syst em of measur es, including pat r ols, checkpoint s, and r oadblocks, or any
combinat ion t her eof.
CONTROLLED EVACUATIONS
I-28. Cont r olled evacuat ions ar e a way of minimizing t he chaos t hat exist s
when civilians will not or should not st ay wher e t hey ar e. For ced dislocat ions
may be appr opr iat e t o pr ot ect civilians fr om combat oper at ions, as well as
impending nat ur al disast er s, such as hur r icanes or volcanic er upt ion. They
also may be appr opr iat e t o pr ot ect milit ar y oper at ions, as in t he r emoval of
civilians fr om por t ar eas or ar eas adjacent t o main supply r out es t o pr omot e
t he efficiency of logist ics oper at ions and minimize t he possibilit y of sabot age.
DC AVOIDANCE
I-29. Some milit ar y oper at ions may dict at e t hat DCs can or must be ignor ed
or bypassed t o ensur e milit ar y success. An example is r apid offensive
oper at ions in which maint aining moment um is r equir ed. Commander s should
FM 3-05.401
I-10
consider t he use of PSYOP leaflet s or loudspeaker s t o inst r uct or bolst er t he
mor ale of bypassed DCs.
I-30. The decision t o bypass or ignor e DCs depends on t he fact or s of
METT-TC and may r equir e t he appr oval of t he chain of command. Bypassed
or ignor ed DCs must event ually be cont r olled by some milit ar y or civilian
or ganizat ion in t he AO. Since bypassed gr oups of DCs may include enemy
infilt r at or s at t empt ing t o pass t hr ough fr iendly lines, t he milit ar y or civilian
or ganizat ion must be pr epar ed t o t ake secur it y and for ce pr ot ect ion measur es
when assuming t his cont r ol.
DC MOVEMENT CONTROL
I-31. DC movement must oft en be cont r olled t o minimize int er fer ence wit h
planned or ongoing milit ar y oper at ions. Planner s may use sever al t echniques
t o cont r ol t he movement of DCs. These t echniques r equir e det ailed
assessment and planning, as well as coor dinat ion wit h and suppor t of HN
civil aut hor it ies and, at t imes, t he IC. These t echniques include blocking,
clear ing, and collect ing (Table I-1).
Table I-1. Measures to Control Civilians
Control Measure
Effectiveness of
Measure
Special Requirements
Personnel Resource
Intensity
Blocking MediumHigh Conducive Terrain LowMedium
Clearing LowMedium Dedicated Vehicle(s) LowMedium
Collecting LowHigh Special Training HighVery High
BLOCKING
I-32. Blocking uses r oadblocks, which may be suppor t ed by checkpoint s, t o
pr event DCs fr om flowing ont o r oads or int o ar eas essent ial for t he conduct of
milit ar y oper at ions. Blocking involves pr event ing DCs fr om ent er ing t hose
ar eas and r edir ect ing t hem t o some ot her ar ea, such as back t o t heir homes or
along a designat ed DC r out e. Depending on t he secur it y sit uat ion and ot her
fact or s, civilians and t heir means of t r anspor t may or may not be sear ched at
t he blocking posit ion.
I-33. The following quest ions must be consider ed when planning DC
blocking oper at ions:
What is t he likely t iming, dir ect ion, r out e, r at e, and flow of DCs? (This
is r equir ed t o mass for ces when and wher e t hey ar e most needed.)
Wher e is t er r ain t hat canalizes DCs?
Does t he abilit y exist t o r einfor ce a r oadblock under pr essur e?
Does t he flexibilit y exist t o disengage on or der ?
CLEARING
I-34. Clear ing dir ect s DCs fr om main supply r out es, alt er nat e supply r out es
(ASRs), and ot her ar eas of milit ar y significance t o keep t hem fr om int er fer ing
wit h oper at ions. Clear ing is conduct ed at t he small unit level by or dinar y
FM 3-05.401
I-11
soldier s or by small, specialized t eams whose sole pur pose is t o confr ont DCs,
r emove t hem fr om t heir cur r ent locat ion, and or ient t hem t owar d t he locat ion
t o which t he commander want s t hem t o go. In some cases, t his may simply be
t he shoulder of t he r oad.
I-35. Clear ing is int ended for fast -paced, unit -level oper at ions. It is not an
effect ive met hod for lar ge-scale DC oper at ions. It must be deliber at ely
planned and int egr at ed wit h ot her cont r ol t echniques. Clear ing is mer ely
int ended t o push or dir ect DCs in specified dir ect ions, away fr om milit ar y
oper at ions, inst allat ions, or encampment s, unt il t hey can be picked up by
mor e or ganized DC oper at ions, such as collect ing.
I-36. Some of t he challenges of clear ing oper at ions include t he following:
Clear ing is t empor ar y in nat ur e; unit s must cont inually sweep or chase
new or r et ur ning DCs.
Ext er nal suppor t is oft en r equir ed t o t r ansmit t he int ended message in
a way t hat t he DCs will under st and.
DCs pr esent a cont inuing secur it y concer n for fr iendly for ces (for
example, pot ent ial for t er r or ist act s, such as car or suicide bombings).
A unit s r esour ces can be quickly over whelmed if t he number s of DCs
ar e gr eat or t he DCs need emer gency assist ance.
COLLECTING
I-37. Collect ing pr ovides posit ive cont r ol of concent r at ions of DCs at var ious
holding ar eas t o pr event t hem fr om int er fer ing wit h oper at ions and t o fost er
car e and pr ocessing. The collect ion plan is r esour ce-int ensive and must be
coor dinat ed and synchr onized wit h oper at ions, logist ics, and secur it y plans.
Whenever possible, exist ing facilit ies, such as bar ns and war ehouses, should
be consider ed.
I-38. Collect ing must also be planned and execut ed in collabor at ion wit h HN
aut hor it ies and NGOs t hat specialize in public healt h, public safet y, public
communicat ions, t r anspor t at ion, public wor ks and ut ilit ies, and mass car e
and feeding. It s main feat ur es ar e collect ion point s, DC r out es, assembly
ar eas, and DC camps.
Colle cti on Poi nts
I-39. These ar e t empor ar y holding ar eas for gat her ing small number s of
DCs befor e moving onwar d along DC r out es t o assembly ar eas or DC camps.
Unit s est ablishing DC collect ion point s (commonly known as CIV on
oper at ional gr aphics) pr ovide minimal emer gency r elief supplies t hat addr ess
only shor t -t er m (less t han 1 day t o 3 or 4 days) immediat e needs (for example,
wat er and t r auma fir st aid).
DC Route s
I-40. DC r out es ar e r out es t hat offer pr ot ect ion t o DCs by moving t hem
away fr om t he main effor t of milit ar y combat and logist ics oper at ions.
FM 3-05.401
I-12
Asse mbly Are as
I-41. Assembly ar eas ar e lar ger and mor e elabor at e t han collect ion point s.
They pr ovide DCs wit h emer gency r elief, such as food, int er mediat e medical
car e, and t empor ar y shelt er . Designat ed per sonnel (milit ar y or civilians of
t he Unit ed St at es, HN, or IC) begin scr eening and r egist er ing DCs t o ident ify
family gr oups, det er mine point s of or igin and int ended dest inat ions, and
ot her per t inent infor mat ion. They also begin t o segr egat e enemy pr isoner s of
war (EPWs), host ile civilians, and deser t er s. Assembly ar eas ar e t ypically
locat ed in division r ear ar eas and may host DCs for a week or longer .
Aut hor it ies may decide t o send DCs fr om assembly ar eas t o camps, allow
t hem t o cont inue t o t heir int ended dest inat ion, or t o r et ur n home. Assembly
ar eas may evolve int o DC camps, if r equir ed.
DC Camps
I-42. DC camps ar e semiper manent , car efully planned facilit ies wher e
administ r at or s pr epar e DCs for t he r et ur n t o t heir homes, r eset t lement ,
r epat r iat ion, or ot her disposit ion. Host count r y aut hor it ies, NGOs, or
int er nat ional or ganizat ions nor mally administ er DC camps. U.S. for ces may
t empor ar ily administ er t hem or assist when necessar y. Designat ed per sonnel
cont inue t o det ect host ile civilians who should be int er ned. Camp
administ r at or s also begin examining and monit or ing t he DC populat ion for
disease. DCs should r eceive ident ificat ion car ds, r ecor ds, food, clot hing, and
medical car e in t he camp. Camps ar e gener ally locat ed in t he division or cor ps
communicat ions zone or t heat er r ear ar ea. Figur e I-3, page I-13, shows a
t ypical DC collect ion plan.
I-43. Ideally, HN aut hor it ies handle mass DC oper at ions by implement ing
planned and r ehear sed evacuat ion plans. When a milit ar y for ce assumes
r esponsibilit y for planning DC oper at ions, DC planner s should consider
incor por at ing HN asset s in t he planning and implement at ion of DC plans.
DC Route Planni ng
I-44. Consider at ions wit h respect t o t he movement of civilians are as follows:
S election of routes. All DC movement s t ake place on designat ed r out es
t hat ar e kept fr ee of civilian congest ion. When select ing r out es for
civilian movement , CA per sonnel must consider t he t ypes of
t r anspor t at ion common t o t he ar ea. They coor dinat e t hese r out es wit h
t he t r affic cir culat ion plan pr oposed by t he t r anspor t at ion officer and
MP per sonnel.
Identification of routes. Aft er designat ing t he movement r out es, CA
per sonnel mar k t hem in languages and symbols t he civilians, U.S.
for ces, and allied for ces can under st and. U.S. PSYOP unit s, HN
milit ar y, and ot her allied milit ar y unit s can help mar k t he r out es.
Control and assembly points. Aft er select ing and mar king t he
movement r out es, CA and HN aut hor it ies est ablish cont r ol and
assembly point s at select ed key int er sect ions. The G-5 or S-5
coor dinat es wit h t he pr ovost mar shal, t he movement cont r ol cent er ,
FM 3-05.401
I-13
and t he G-4 for t he locat ions of t hese point s for inclusion in t he t r affic
cir culat ion plan.
Emergency rest areas. CA per sonnel set up emer gency r est ar eas at
congest ed point s t o pr ovide for t he immediat e needs of t he DCs. These
needs include wat er , food, fuel, maint enance, and medical ser vices.
Local and national agencies. Use of local and nat ional agencies is
essent ial for t hr ee r easons. Fir st , it conser ves milit ar y r esour ces.
Second, civilian aut hor it ies nor mally have legal st at us and ar e best
equipped t o handle t heir own people. Thir d, t he use of local per sonnel
r educes t he need for int er pr et er s or t r anslat or s.
Figure I-3. Typical DC Collection Plan
I-45. When r out ing DC movement s, CMO planner s should consider t hr ee
fundament als and four pr inciples t hat gover n r out ing. The t hr ee
fundament als t hat gover n r out ing ar e
Balance: The pr ocess of mat ching DC column char act er ist ics wit h r out e
char act er ist ics. Balance ensur es t hat DC t r affic never r out inely exceeds
t he most limit ing feat ur es of a r out e. Balancing also ident ifies
r equir ement s for upgr ading r out es or or der ing caut ions for cer t ain
FM 3-05.401
I-14
ar eas along t he r out e. Rout e char act er ist ics ar e ident ified dur ing t he
planning pr ocess.
S eparation: The pr ocess of allocat ing r oad space for movement s t o
ensur e t hat movement s do not conflict . The goal of separ at ion is t o
r educe t he pot ent ial for congest ion.
Distribution: The pr ocess of allocat ing as many r out es as possible t o
r educe t he pot ent ial for congest ion. Dist r ibut ion also pr omot es passive
secur it y by dist r ibut ing and separ at ing t r affic.
The four pr inciples t hat gover n r out ing ar e
Assign highest pr ior it y t r affic t o r out es t hat pr ovide t he minimum
t ime-dist ance.
Consider sust ainabilit y of r out e net wor k when assigning movement s.
Separ at e mot or movement s fr om pedest r ian movement s.
Separ at e civilian t r affic (vehicular or pedest r ian) fr om milit ar y
movement s.
I-46. Effect ive r out ing of DCs r equir es a det ailed under st anding of t he
milit ar y highway r egulat ion and t r affic cir culat ion plan. Rout e classificat ion
and t r affic cont r ol measur es cur r ent ly in use by milit ar y movement cont r ol
agencies ar e applicable dur ing t he planning and execut ion of DC oper at ions.
These measur es include
Open r out es.
Super vised r out es.
Dispat ch r out es.
Reser ved r out es.
Pr ohibit ed r out es.
I-47. OPSEC consider at ions ar e impor t ant . Planned DC r out es may be an
indicat or for t he locat ion of t he main effor t in t he at t ack or defense. By
at t empt ing t o minimize int er fer ence by DCs wit h milit ar y oper at ions,
planner s may inadver t ent ly disclose t he locat ion of t he main effor t . Because
opposing for ces seek t o discover seams and boundar ies t o exploit t hem, DC
planner s should not consist ent ly move DCs along seams or unit boundar ies.
The following example discusses DC r oad space usage calculat ions.
EXAMPLE OF DC ROAD SPACE USAGE CALCULATIONS
1. TASK. Visualize, Describe, and Direct DC Operations.
2. FACT. The city of An Nasiriyah is key to the Corps river crossing operation. The
population of An Nasiriyah is approximately 400,000.
3. VISUALIZE DC FLOW. Will DCs displace north as opposing forces move north; will
DCs displace south into path of friendly forces moving north; will DCs displace east or
west? Assess likelihood of DCs moving south into a fight or away from a fight. Assess
percentage of total numbers of DCs that will move north, south, east, or west. Divide
AOR into zones based on operational phase for ease of computation and assessment.
FM 3-05.401
I-15
4. DESCRIBE. Apply concept of elasticity to determine approximate DCs. Concept of
elasticity states that 50% of an urban area must be destroyed before 20% of a given
population departs the area.
a. Application of concept of elasticity. Total population of An Nasiriyah is estimated
at 400,000. If 50% of An Nasiriyah is destroyed, then we can expect 20% of the
population to depart the area. Additionally, concept of elasticity states that food is
less elastic than housing. A food shortage will cause people to depart an area in
search of food.
b. Formula. 400,000 x 20% = 80,000 expected DCs departing the An Nasiriyah
metropolitan area.
c. Subtract percentage of total estimated number of DCs that are assessed to
move north, east, west, or south. Out of 80,000 expected DCs to depart An
Nasiriyah, 40% are assessed to depart with opposing forces displacing north, 20%
to move east due to affiliation with co-religionists, 10% west, and 30% south to
search for food.
d. Calculations.
80,000 x 40% move north = 32,000 DCs
80,000 x 20% move east = 16,000 DCs
80,000 x 10% move west = 8,000 DCs
80,000 x 30% move south = 24,000 DCs
e. Assessment. The 320,000 persons remaining in An Nasiriyah will be engaged
with IO to support stayput objective. Concept of elasticity suggests that availability
of less elastic than housing and if food is supplied in a timely manner will assist in
keeping population in place. Coordination for delivery of food and medical supplies
forward into vicinity of An Nasiriyah supports enforcement of stayput policy.
f. Describe DC columns. Depict what DC columns will look like and the amount of
road space the columns will utilize. Apply road usage formula in DC Model.
(1) Step 1. Determine optimum size of DC column (packet) based on control and
sustainability (DC road network) considerations. Divide 24,000 by number of DCs
determined to be optimum size of a DC column for control and sustainability.
Example: If 2,000 DCs is optimum size then 24,000/2,000 DCs = 12 DC
columns; if 1,000 DCs, then 24,000/1,000 DCs = 24 columns; if 500, then
24,000/500 DCs = 48 DC columns; if 250, then 24,000/250 DCs = 96 columns.
(2) Step 2. Determine road space usage of DC columns. Measurement is based
on a 25 meter distance between DCs during the day and 50 meters between
columns and 13 meter distance between DCs at night and 25 meter distance
between columns.
Example: To determine the road space requirement for 12 x DC columns of 2,000
(4 x 5,000 DCs) during the day, multiply:
(a) 4 x DC columns x 2 meters = 8 meters wide.
(b) Divide 2,000 DCs by 4 (column of four): 2,000/4 = 500 DCs per file x 2
meters separation between DCs = 1000 meters for one DC column.
FM 3-05.401
I-16

(c) DC column of 2,000 DCs is approximately 8 meters wide and 1,000
meters long.
(d) Multiply DC column length x number of columns: 1,000 meters x 12 =
12,000 meters long, divided by 1,000 meters = 12 km.
(e) Add 50 meters between columns during day moves: 12 columns x 50
meters = 600 meters.
(f) Total road space requirement of all DC columns = 12.6 km.
(3) Step 3. Determine time distance (TDIS) rates of DC columns. Example: To
determine TDIS rates, divide the distance between stops by the rate of march of
the DC column in kilometers per hour (km/h). DC column movement rate is 4
km/h during the day.
(a) The TDIS of a DC column moving on foot traveling 20 kilometers at a rate
of 4 km/h = 20 kilometers/4 = 5 hours. Add extra time allowance (EXTAL) if
assessment of demographic (women, children, elderly, medical condition)
composition of DC column and weather conditions warrant.
(b) Compute DC moves for all columns for total DC operations timeline.
(c) Multiply 5 hours x 12 DC columns = 60 hours or 7.5 days if conducting DC
moves 8 hours/day, 5 days if conducting DC moves 12 hours/day, or 3 days if
conducting DC moves 18 hours/day.
(d) Multiply 5 hours x 24 DC columns = 120 hours or 15 days if conducting
DC moves 8 hours/day, 10 days if conducting DC moves 12 hours/day, or 7
days if conducting DC moves 18 hours/day.
(e) Multiply 5 hours x 48 DC columns = 240 hours or 30 days if conducting
DC moves 8 hours/day, 20 days if conducting DC moves 12 hours/day, or 13
days if conducting DC moves 18 hours/day.
(f) Multiply 5 hours x 96 DC columns = 480 hours or 60 days if conducting DC
moves 8 hours/day, 40 days if conducting DC moves 12 hours/day, or 27
days if conducting DC moves 18 hours/day.
5. DIRECT. Based on the various DC operation timelines above, coordinate and direct
DC movements on established DC route network IAW routing fundamentals. Apply
combination of blocking, redirecting, clearing, or collecting DCs, as appropriate.
Coordinate, integrate, and regulate DC operations with IO, Movement Control,
MEDCOM, MP, Rear Operations Center (ROC), and G-2. Coordinate and integrate
NGOs, as required.

COMBINED DC CONTROL METHODS
I-48. An analysis of METT-TC may indicat e t hat sever al of t he DC cont r ol
met hods may be r equir ed simult aneously or sequent ially. In a por t cit y, for
example, t he people in a pr edominant ly neut r al ar ea may be or der ed t o st ay
in t heir neighbor hoods and confor m t o such r est r ict ions as cur fews.
Meanwhile, civilians in a host ile sect ion of t he cit y may be quar ant ined (no
FM 3-05.401
I-17
one may ent er or leave wit hout per mission and escor t ), and t hose in t he ar eas
closest t o cr it ical por t facilit ies and adjoining t he main inland supply r out es
may be select ively evacuat ed.
TASK FORCE CONTROL
I-49. One t echnique for cont r olling DCs in a t act ical AO is t o or ganize
or ganic for ces int o a t ask for ce specifically t ailor ed for t his mission. Known
gener ically as TF DC Cont r ol, t his t ask for ce has four imper at ives:
Implement an int egr at ed syst em of cont r ol.
Help provide life saving and life sust aining care, such as oral rehydrat ion
t herapy (ORT) and wat er.
Help pr ocess civilians t o det er mine t heir ident it y and st at us and t o
collect milit ar y and civil-milit ar y infor mat ion.
Tr ansit ion cont r ol act ivit ies in an or der ly manner .
Table I-2, pages I-17 and I-18, depict s a gener ic or ganizat ion for TF DC
cont r ol.
Table I-2. Generic Organization for TF DC Control
Equipment GP Block/Collect Team GP Clear Team
Vehicles MP vehicle and infantry or combat
engineer vehicle, supplemented by
vehicles obtained through foreign
nation support.
MP vehicle.
Control Materials Pepper spray (oleoresin capsicum
OC) with ultraviolet identification dye
for marking individuals and heavy-
duty foggers for mass dispersion.
CS riot control agent (RCA) with
means of mass dispersion, such as
M203.
Flash bangs, riot batons (and riot
gear), and other crowd control
equipment.
Flex cuffs/cable ties.
Pepper spray (oleoresin capsicum
OC) with ultraviolet identification dye
for marking individuals and heavy-
duty foggers for mass dispersion.
CS riot control agent (RCA) with
means of mass dispersion, such as
M203.
Flash bangs, riot batons (and riot
gear), and other crowd control
equipment.
Care Materials Water/cups for thirst and RCA
flushing.
ORT mixes/ingredients.
Emergency medical kits.
Humanitarian rations (emergency
only).
Water/cups for thirst and RCA
flushing.
ORT mixes/ingredients.



FM 3-05.401
I-18
Table I-2. Generic Organization for TF DC Control (Continued)
Equipment GP Block/Collect Team GP Clear Team
Local Security Lethal weapons (organic).
Magic wand metal detector.
Undercarriage inspection device.
Lethal weapons (organic)
Barrier Materials Concertina/gloves.
Information Loudspeaker with approved tape-
recorded messages.
Loudspeaker with approved tape-
recorded messages.
I-50. Gener ic TF DC Cont r ol is a combined ar ms for ce r evolving ar ound
gener al pur pose (GP) t eams of infant r y wit h MP, PSYOP specialist s, and CA
specialist s or CA-t r ained per sonnel. GP t eams cont r ol civilians by t he basic
t echniques of blocking, clear ing, and collect ing descr ibed ear lier .
I-51. The basic act ion element for blocking and collect ing is t he samea GP
block/collect t eam of one infant r y squad wit h or ganic ar mor ed vehicle (if
mechanized), one MP t eam wit h or ganic vehicle, one t act ical PSYOP t eam
(TPT), and one t act ical CA t eam or sever al CA-t r ained per sonnel. The basic
act ion element for clear ing is t he GP clear ing t eam, consist ing of one MP
t eam wit h or ganic vehicle and one TPT. TF DC Cont r ol may modify one or
mor e GP t eams based on t he civil-milit ar y sit uat ion and/or it s t asks, t he
t er r ain, and t he asset s available (for example, using an MP squad inst ead of
an MP t eam as a basic building block of all GP t eams and/or augment ing t he
t eams wit h combat engineer s).
I-52. Gener ic TF DC Cont r ol also has five special pur pose t eams, each
designed t o accomplish par t icular missions r equir ing special t r aining and/or
equipment :
Negotiation team. The pr imar y pur pose of t he negot iat ion t eam is t o
assist in int ense negot iat ions t hat have a pot ent ial for cr eat ion or
expansion of unr est or may r esult in highly adver se public per cept ions
beyond t he bat t lefield. Negot iat ions include meet ings wit h civil leader s,
but not host age incident shost age r escue and similar means of
r esolving a host age sit uat ion ar e beyond t he scope of gener ic TF DC
Cont r ol. Inst ead, t he goals of negot iat ion ar e t o cont ain t he incident or
issue so t hat t he populace is not adver sely and unduly influenced by it
and, if possible, t o r esolve it peacefully so t hat civilian lives ar e not
unduly jeopar dized and t he incident does not become a focus of t he
local or int er nat ional news media.
S pecial reaction team (sniper). The pr imar y pur pose of t he special
r eact ion t eam (sniper ) is t o neut r alize special t hr eat s effect ively and
safely as t hey ar ise in blocking, clear ing, and collect ing oper at ions.
Anot her pur pose is t o suppor t t he appr ehension of t r oublemaker s and
r ingleader s by a t eam assigned t o snat ch t hem fr om a cr owd. However ,
appr ehending a suspect in ot her cir cumst ances is beyond t he scope of
gener ic TF DC Cont r ol.
FM 3-05.401
I-19
S pecial reaction team (armored vehicles). The pr imar y pur poses of t he
special r eact ion t eam (ar mor ed vehicles) ar e t o conduct show-of-for ce
oper at ions (especially at r oad blocks), pr ot ect t ask for ce element s and
any civilians in t heir char ge, and assist t he t ask for ce, as needed, t o
include t he execut ion of snat ch appr ehensions in cr owds.
Medical care team. The pr imar y pur poses of t he medical car e t eam ar e
t o r espond quickly t o civilian mass casualt ies (MASCALs) t o begin
t r iage and coor dinat e fur t her MASCAL r esponse wit h t he par ent unit s
sur geon and medical oper at ions cent er , or t he equivalent , and t o
pr ovide medical car e above t he level of emer gency fir st aid, as needed
by t he t ask for ce.
Counterintelligence (CI) team. The pr imar y pur pose of t he CI t eam is t o
exploit t he pot ent ial for milit ar y and civil-milit ar y infor mat ion fr om
civilians encount er ed by t he t ask for ce. CI agent s ar e oft en fluent in
t he pr imar y language of t he AO or come wit h a t r anslat or , and t he t ask
for ce always needs a few t r anslat or s. Mor eover , t her e is a syner gy t o be
gained when CI and CA wor k t oget her . CA, CI, and PSYOP for m a
st r ong t r iad wit hin TF DC Cont r ol and for t he par ent J TF.
Table I-3, pages I-19 and I-20, depict s t he basic equipment t he var ious t eams
should have t o per for m t heir t asks.
Table I-3. Basic Equipment of GP Teams
Equipment GP Block/Collect Team GP Clear Team
Vehicles MP vehicle and infantry or combat
engineer vehicle, supplemented by
vehicles obtained through foreign
nation support.
MP vehicle.
Control Materials Pepper spray (OC) with ultraviolet
identification dye for marking
individuals and heavy-duty foggers
for mass dispersion.
CS RCA with means of mass
dispersion, such as M203.
Flash bangs, riot batons (and riot
gear), and other crowd control
equipment.
Flex cuffs/cable ties.
Pepper spray (OC) with ultraviolet
identification dye for marking
individuals and heavy-duty foggers for
mass dispersion.
CS RCA with means of mass
dispersion, such as M203.
Flash bangs, riot batons (and riot
gear), and other crowd control
equipment.
Care Materials Water/cups for thirst and RCA
flushing.
ORT mixes/ingredients.
Emergency medical kits.
Humanitarian rations (emergency
only).
Water/cups for thirst and RCA
flushing.
ORT mixes/ingredients.




FM 3-05.401
I-20
Table I-3. Basic Equipment of GP Teams (Continued)
Equipment GP Block/Collect Team GP Clear Team
Local Security Lethal weapons (organic).
Magic wand metal detector.
Undercarriage inspection device.
Lethal weapons (organic).
Barrier Materials Concertina/gloves.
Information Loudspeaker with approved tape-
recorded messages.
Loudspeaker with approved tape-
recorded messages.
PLANNING DC CONTROL MEASURES
I-53. The senior commander in t he AO pr ovides guidance per t aining t o t he
designat ion of DC cont r ol measur es. Typically, t his guidance pr ovides for
bot t om-up or t op-down planning.
BOTTOM-UP PLANNING
I-54. In bot t om-up planning, each subor dinat e unit commander select s
r out es for movement of DCs and t ent at ive DC collect ion point s wit hin his
designat ed unit boundar ies. His st aff sends t his infor mat ion up t o t he next
level commander for consolidat ion int o his DC plan. The senior commander s
st aff deconflict s duplicat ion and sends t he appr oved plan back t o subor dinat e
commander s for implement at ion.
TOP-DOWN PLANNING
I-55. The senior commander may designat e and assign specific r out es and
collect ion point s t o subor dinat e unit s for implement at ion based on METT-TC.
This act ion does not pr eclude t he subor dinat e commander fr om adding t o t he
plan as he sees fit . The subor dinat e commander s st aff for war ds addit ional
cont r ol measur es t o t he senior commander t o allow t he senior commander s
st aff t o r efine his plan.
I-56. What ever t he planning met hod, commander s r esponsible for
implement ing DC cont r ol measur es ensur e t he measur es ar e known t o all
par t icipant s and, as applicable, ar e fully r esour ced for t heir int ended
pur pose. Commander s also ensur e t hose soldier s and civilians who man
DC collect ion point s, ar eas, and camps ar e t r ained and r ehear sed t o per for m
t heir dut ies. Figur e I-4, pages I-21 t hr ough I-23, pr ovides a sample DC
plan for mat .





FM 3-05.401
I-21
Reference: Map, series (number), (name), sheet (number and name), edition __________, (scale).
a. Status of forces agreements in effect.
b. Civil affairs agreements in effect.
c. Other OPLANs or intelligence summaries.
Time zone used throughout the order: ______________________.
Task Organization: This paragraph should show any specially organized units or elements required for the
execution of DC operations. (Example: liaison teams, contact teams.)
1. SITUATION:
a. GENERAL: This should include an overall description of the DC situation with a brief description of
primary causes of the problem.
b. ENEMY: This should include an analysis of any enemy actions or capabilities as they affect the DC
situation. Examples:
(1) Enemy has chemical/nuclear capability and decontamination units have been seen in a certain area.
(2) Enemy infiltrators have been discovered in adjacent areas posing as DCs.
c. FRIENDLY: This will, hopefully, be an extensive paragraph describing the location, current activities,
and capabilities of any friendly unit or civil organization that is supporting or could support DC
operations. Examples:
(1) Host Nation:
(a) Police have control of all roads in area.
(b) Civil defense organization is currently functioning to full capability and has total control in
towns of ______.
(c) Local hospitals include: (1) __________with 180 beds at vicinity (VIC). With 300 beds at VIC.
__________, (2) __________ with 100 beds at VIC. __________. A shortage of Betadine is
expected.
(2) U.S. nonmilitary:
(a) Peace Corps headquartered at VIC _________ has stored blankets and clothing for 5,000
personnel.
(b) American Red Cross has capability to assist with medical supplies and food.
(3) U.S. military:
(a) DC camp operation is corps rear area at VIC _________. CA battalion is currently expanding
to second camp at VIC _________.
(b) CA company operating additional assembly area at VIC _________ for processing prior to
transporting to civilian-run camps.
(c) Transportation battalion providing transportation from division assembly to civilian
DC camps.
d. ASSUMPTIONS: This should include any pertinent assumptions made during the estimate of the
situation. Examples:
(1) Expected number of DCs.
(2) Expected locations and directions of movements.
(3) Expected problem areas.
(4) Expected degree of military support required:
(a) Medical.
(b) Subsistence.
(c) Transportation.
(5) Will local government be viable entity?
(6) Will CA agreements remain in effect?
(7) Will there be a language communication gap?
(8) What will the attitude of civilians be toward the U.S. efforts?
Figure I-4. Sample DC Plan Format
FM 3-05.401
I-22
2. MISSION: This should state the objectives of the specific DC plan. Examples (one or more of the
following):
a. Reduce interference with military operations.
b. Relieve destitute conditions of DCs encountered in battle area.
c. Evacuate an area pursuant to military operations.
d. Control disease or health problems.
e. Be prepared to assume control of or establish more extensive DC operations in the absence of civilian
participants, such as DC camps.
3. EXECUTION:
a. Concept of operations. A general statement of intent of how the plan will be accomplished. A
description of the DC flow should include collection points, routes (primary/alternate), assembly areas
and, if necessary, DC camps. Hopefully, the involvement of military personnel will be minimal. If,
however, any major subordinate units have missions that are key to the plan, they should be included.
(Subordinate unit paragraph)
These paragraphs should include assigned or be-prepared missions enumerated for each subordinate unit.
Included below are some examples of missions that could be considered for assignment to subordinate
units.
b. 1st Bde: Establish collection points at VIC __________.
c. 2nd Bde: Operate checkpoints at road junction (RJ) VIC ______________.
d. 3rd Bde: Welfare action at collection points (water, food, medical aid).
e. Medical battalion:
(1) Provide two medical teams to collocate with CA teams at the assembly area VIC _____________.
(2) Be prepared to provide additional medical support, on order.
f. Supply and transportation battalion:
(1) Be prepared to provide one truck squad to transport DCs.
(2) Be prepared to provide 5,000 meals a day, on order, assembly area at VIC ____________.
g. MP:
(1) Maintain free-flow of traffic along main supply route.
(2) Establish liaison through CA unit with civil police.
h. Signal battalion: Provide wire from the assembly area at VIC ____________ to CMOC at VIC
____________.
i. CA:
(1) Supervise DC operations under G-5.
(2) Maintain liaison with civilian DC operations.
j. PSYOP: Assist CA units with printing, publishing, and language expertise.
k. Engineers:
(1) Clear obstacles on DC routes.
(2) Watertransport, purify.
l. Chaplain.
m. Coordinating instructions: This should include any specific reports or procedures not covered in the
various SOPs. Examples:
(1) Displaced persons from ____________ should be routed to ___________ Military Intelligence
Detachment for questioning.
(2) Persons identified as city officials of __________ should be treated as VIPs and provided
transportation to the CMOC ASAP.
(3) Traffic control: Coordinate all traffic along main supply route on traffic control net.
Figure I-4. Sample DC Plan Format (Continued)
FM 3-05.401
I-23
(4) Cultural DOs/DONTs: These can be identified from area studies concerning the specific area.
(5) PW handling instructions: (treatment).
(6) Disarming of civilians.
(7) Possessions allowed to be transported.
(8) Use of DCs as labor.
(9) Where is CA authority retained? (Division or delegated down to brigade).
4. SERVICE SUPPORT: This section should include a summary of resources that have been identified as
necessary and assigned. Also, if any resources have been identified as critical or short, they should be
mentioned.
a. Supply: Distribution of captured enemy supplies (food, medical).
b. Transportation: Required vehicles.
c. Medical: Medical considerations for wounded DCs.
5. COMMAND and SIGNAL:
a. Command:
(Examples):
(1) CMOC locations - grid ___________.
(2) POCs for various agencies, police departments, and civilian officials.
(3) POCs for major subordinate HQ.
b. Signal:
(Examples):
(1) Route marking - primary route for DC movement is marked by red triangles; alternate, yellow
circles.
(2) Radio nets - DC control net is G-5 alternate net. Net control station is G-5 CMOC.
Figure I-4. Sample DC Plan Format (Continued)
DC COMMUNICATION
I-57. Per suading people t o comply wit h t he t er ms of a DC plan is oft en a
difficult endeavor . HN public infor mat ion pr ogr ams and PSYOP asset s may
assist by pr oviding mass media br oadcast s, loudspeaker s wit h pr er ecor ded
messages, signs (wit h cult ur ally cor r ect gr aphics), and leaflet s.
I-58. The following messages, pr er ecor ded in t he dominant language of t he
AO, ar e useful for cont r olling civilians in t act ical sit uat ions:
St andar d r oadblock r ecor ding:
This is a r oadblock.
For your safet y, you will not be allowed t o pass t his point .
Ret ur n t o your homes.
St andar d clear ing r ecor ding:
St ay off t he r oad. or Get out of t his ar ea.
If you do not comply, you will be det ained or ar r est ed.
Ret ur n t o your homes.
St andar d r ecor ding for a DC collect ion point :
This is a civilian collect ion point .
FM 3-05.401
I-24
You will not be har med.
Everyone will be searched. Vehicles will be searched and parked. Some
belongings may be t aken from you t emporarily for everyones safet y.
Wat er and emer gency medical car e will be pr ovided t o you aft er
you have been sear ched.
If we t ake any of your belongings, you will r eceive a r eceipt . If any
of your belongings for which you have a r eceipt ar e not r et ur ned t o
you, you will be compensat ed for t hem.
I-59. These wor ds should also be pr int ed in English and t he pr edominant
language of t he AO on 3x5 car ds which can be used t o point and t alk by
number . A well-pr epar ed DC cont r ol sit e will have t he same wor ds in t he
same or der on a lar ge sign.
I-60. Ther e ar e 10 wor ds or phr ases t hat ever y soldier should be able t o say
in t he dominant language of t he AO. Put down your weapon and ot her
phr ases ar e also impor t ant , but hands up is a simpler way t o expr ess
sur r ender , cont r ol, and r elat ed concept s. The t en wor ds or phr ases ar e
Go.
St op.
Hands up.
Right .
Left .
St and.
Sit .
Yes.
No.
Wat er .
TECHNIQUES FOR DC COLLECTION POINTS
I-61. A t echnique for designat ing hast y sit es t o cont rol noncombat ant s and
ot her gr oups is t he quadr ant met hod. By t his met hod, each quadr ant of a
cr ossr oads may be designat ed for a likely gr oup or pur pose, as depict ed in
Figure I-5, page I-25. In t his example, West is designat ed as a hast y collect ion
point (CIV); Nort heast is designat ed as a hast y EPW or det ainee (DET) sit e;
Sout heast is designat ed as a hast y casualt y collect ion point (CCP); and
Sout hwest as a mult ipur pose quadrant for maint enance, supplies, and
ot her pur poses.
FM 3-05.401
I-25
Figure I-5. Designation of Hasty Control Sites by Quadrant
I-62. Each cont r ol point is locat ed 50 t o 100 met er s fr om t he r oads t o keep
t he gr oups sufficient ly separ at ed. This dist ance impr oves t he safet y and
secur it y of each gr oup, minimizes manpower r equir ement s, and r educes
pot ent ial for t er r or ism by keeping people a r easonable dist ance fr om passing
t r oops. Pr ior t r aining and r udiment ar y supplies, including wat er cans or
wat er bot t les and lar ge quant it ies of chemical light s, facilit at e t he day and
night oper at ion of a hast y DC collect ion point .
I-63. Upon act ivat ion of a hast y DC collect ion point , designat ed per sonnel
t r ansfor m t he sit e int o a deliber at e DC collect ion point . Ther e ar e five key
t asks t hat must be accomplished at a deliber at e DC collect ion point . These
t asks ar e illust r at ed in Figur e I-6, page I-26, and explained in det ail in t he
following par agr aphs.
LOCAL SECURITY
I-64. The collect ion point should be locat ed so t hat DCs will not suffer any
gr eat er exposur e t o t he effect s of combat t han would exist for t hem away
fr om t he collect ion point . Local secur it y should be est ablished t o pr ot ect t he
occupant s, per sons oper at ing t he collect ion point , and fr iendly t r oops adjacent
t o or passing by t he collect ion point . Guar ds should be post ed at t he ent r ance
and exit of t he collect ion point and given special or der s, as r equir ed.
FM 3-05.401
I-26
Figure I-6. DC Collection Point Layout Model
PHYSICAL SECURITY WITHIN THE COLLECTION POINT, TO INCLUDE VEHICLE
SEARCH AND DC SEARCH
I-65. This t ask r equir es set t ing up special pur pose ar eas wit hin t he
collect ion point and following cer t ain pr ocedur es. CA per sonnel
Ensur e t hat all pr ivat e aut os, public conveyances, and t he like
(including livest ock and car t s) ar e par ked out side or on t he fr inges of
t he collect ion point in t he vehicle sear ch ar ea unt il t hey have been
sear ched, and make all passenger s dismount .
Dir ect passenger s t o t he DC sear ch ar ea.
Make t he dr iver r emain wit h t he vehicle unt il it is sear ched.
Designat ed per sonnel sear ch t he vehicle. If an under car r iage
obser vat ion device is available, it is used. When t he sear ch is over , t he
dr iver and t he sear cher s t oget her move t he vehicle, livest ock, or car t t o
t he vehicle hold ar ea.
I-66. Many vehicles will cont ain household goods, suit cases, and ot her
it ems. These vehicles should be sear ched for bombs and ot her danger ous
it ems if t he vehicle holding ar ea is wit hin 50 met er s of t he people holding
FM 3-05.401
I-27
ar ea. Sear ching for cont r aband is not st andar d pr ocedur e, but it may be
mandat or y under t he OPORD or if given special or der s. Sear cher s infor m t he
dr iver t hat once t he vehicle is sear ched, it will be secur ed and placed off
limit s so t hat no DC will be allowed t o r et r ieve any of t he it ems in t he vehicle.
Sear cher s communicat e as descr ibed above. Sear cher s t r eat livest ock as
vehicles, and t r eat pet s as livest ock if t his does not cr eat e mor e pr oblems
t han it avoids. A sear cher t hen escor t s t he dr iver t o t he DC sear ch ar ea.
Designat ed per sonnel
Sear ch DCs and t heir belongings for pr ohibit ed it ems.
Var y sear ch met hods. A quick pat down is used for some people. A
mor e invasive sear ch is done for ot her s. If a handheld met al det ect or is
available, it should be used t o expedit e t he sear ches. Any pr oper t y
t aken under t he sear cher s cont r ol should be t agged and a copy given t o
t he owner . A Field Pr oper t y Cont r ol Car d should be used, as well as an
Explanat ion Car d, as necessar y.
Always use t r ained per sonnel t o per for m sear ches. If possible, females
ar e used t o sear ch females, infant s, and lit t le boys. If a female sear cher
is not at t he collect ion point but is close enough t o get t her e in a
r easonable t ime, t hese sear ches ar e defer r ed unt il she ar r ives. The
unsear ched people ar e set aside unt il t hen so t hat t hey do not pose a
clear and pr esent pot ent ial danger t o ot her s. If a female sear cher
cannot be obt ained, a t r ained male sear cher should do t he sear ch using
t he back of t he hand t echnique if it s use is not cont r ar y t o or der s and
special secur it y concer ns r equir e a sear ch.
Always use a sear cher (unar med) and an over wat cher (ar med). They
must be t r ained in t hese skills and t o wor k t oget her .
DC PROCESSING AND PROPERTY CONTROL
I-67. This part of oper at ing a deliberat e DC collect ion point may be deferred
for a while, but full waiver is not advisable as a general pr act ice. DC pr ocessing
consist s of t wo st ages. All per sons go t hr ough st age one. St age t wo may be
deferred or delayed, reserved for cert ain people, or not t ake place at all.
Stage One Proce ssi ng
I-68. This is t he quick scr een t o ident ify EPWs and ot her s (civilian int er nees
and det ainees) t hat must be segr egat ed immediat ely fr om ever yone else. This
pr ocessing may be done wit hout a t r anslat or . Sear cher s should bewar e of
ir r egular s and infilt r at or s t r ying t o pass as civilians. Upon discover y, all
EPWs, civilian int er nees, and det ainees ar e placed in t he shor t -t er m det ainee
holding ar ea. Nor mally, anyone who is causing a pr oblem at t he collect ion
point is det ained. Alt hough civilian int er nees and det ainees should be fur t her
segr egat ed fr om EPWs, r ar ely is t he t ime or r esour ces available t o do t his.
I-69. Consist ent wit h or der s, sear cher s t ake cont r ol of all it ems t hat may
cause har m t o t he t eam, fr iendly for ces passing t he collect ion point , or t he
DCs. In addit ion, sear cher s confiscat e and t ag all it ems t hat noncombat ant s
ar e not per mit t ed t o have accor ding t o U.S. or HN policy.
I-70. If available, a Field Proper t y Cont rol Card is affixed t o t he vehicle or
animal. The Field Proper t y Cont rol Card cont ains, at a minimum, t he following
FM 3-05.401
I-28
informat ion: t he DC collect ion point number, t he dat e, t he seized it em quant it y,
t he seized it em descript ion, and a signat ur e block for t he collect ion point officer
in charge (OIC) or NCOIC. A copy is given t o t he dr iver .
Stage Two Processi ng
I-71. This st age is int ended t o help mor e finely cat egor ize DCs (for example,
det er mining if anyone is a U.S. cit izen), t o r eunit e families wit hin t he
collect ion point , t o ident ify per sons of influence, and t o obt ain infor mat ion
(fr om equipment , weapons, paper s, and discussions) t hat may have
int elligence value. This pr ocessing is done when t he t ime and r esour ces ar e
availableit is not a high pr ior it y. A t r anslat or is almost always r equir ed.
LIMITED SERVICES (FOOD, WATER, SHELTER, AND SANITATION)
I-72. Ser vices at a DC collect ion point may r ange fr om immediat e car e
(at t ent ion t o life-t hr eat ening condit ions) t o ancillar y car e (including food),
depending on need and r esour ces. However , only wat er and immediat e
medical car e, t o t he ext ent t hey ar e emer gency ser vices pr ovided consist ent
wit h t he legal and mor al obligat ions of t he commander , ar e mandat or y.
Ser vices ar e not pr ovided t o a DC unt il aft er he has under gone t he quick-
scr een st age of pr ocessing, except for emer gency car e needed t o pr event loss
of life (deat h imminent ). CA per sonnel should
Tr eat life-t hr eat ening emer gencies, such as fir st aid for t r aumat ic
injur ies and ORT for dehydr at ed infant s.
Pr ovide wat er as a pr event ive measur e if an adequat e supply is
available for t his pur pose.
Allow occupant s t o r elieve t hemselves. CA per sonnel should pr ovide
one place for males and one for females and basic equipment (such as
shovels and lat r ine scr een expedient s) t o per mit and encour age t he
occupant s t hemselves t o pr epar e r udiment ar y sanit at ion facilit ies (slit
t r enches). Occupant s must be super vised.
Give out food only t o occupant s who have been at t he collect ion point 24
hour s or mor e. Food handed out more generously can become a pull
fact or . Also, CA personnel should be aware t hat cert ain meal, ready t o
eat (MRE) it ems may be forbidden or inappr opriat e by religion or cult ur e,
or t oo r ich for malnour ished people and cause immediat e sickness.
(Yellow-packaged int ernat ional humanit arian rat ions are safe.)
Pr ovide ot her ser vices consist ent wit h t he commander s legal, mor al,
and mission-specific obligat ions and r equir ement s.
I-73. The following hist or ical example discusses sanit at ion and is t aken
fr om not es of a CA soldier who ser ved in Oper at ion DESERT STORM.



FM 3-05.401
I-29
Lesson Learned During Operation DESERT STORM
When disposing of waste, the burning procedure used in Vietnam would not work
because the Moslem population has the habit of cleaning themselves with water.
Therefore, instead of waste, there was a high level of water or waste liquid. This
material would not burn. Consequently, it was recommended to have a deep hole
where the waste could be disposed of and allowed to dry out. This was usually followed
by burning or burial.
RESOLUTION OR DISPOSITION OF EACH DC
I-74. Once a DC collect ion point is oper at ional, t her e ar e four possible
out comes for t he collect ion point oper at or s:
Ret ain cont r ol of t he collect ion point , r ecognizing t hat mor al obligat ions
t o DCs at t he collect ion point incr ease wit h t ime.
Close down t he collect ion point by r eleasing t he DCs fr om it , if
war r ant ed by t he t act ical sit uat ion and ot her fact or s.
Ar r ange for movement of t he DCs t o anot her holding ar ea, such as a
civilian assembly ar ea.
Hand off collect ion point oper at ions t o ot her oper at or s (such as a
suppor t unit or t he HN), which is t he most ly likely out come for infant r y
unit s on t he move.
DC COLLECTION POINT HANDOFF
I-75. As a unit moves out of an ar ea, it must be pr epar ed t o hand off
(t r ansit ion) any act ive DC collect ion point t o follow-on for ces. Ideally, t hese
for ces will include t r ained CA oper at or s; however , t hey may not . In eit her
case, t he out going unit must be pr epar ed t o fully br ief t he follow-on for ces on
t he oper at ion of t he collect ion point .
Bri e fi ng
I-76. The DC collect ion point OIC/NCOIC should per sonally br ief t he
OIC/NCOIC of follow-on for ces. He should not e t he dat e-t ime gr oup of t he
handoff; t he name, r ank, and posit ion of t he per son t o whom t he handoff was
made; and a summar y of t he infor mat ion pr ovided. The t r ansit ion br iefing
should cover
EPWs.
U.S., allied, and coalit ion soldier s.
Civilian int er nees and det ainees.
Civilians who ar e U.S. cit izens or cont r act or s.
Civilians who may be useful as cent er s of influence.
The t act ical sit uat ion and int elligence (or unpr ocessed infor mat ion) as
t hey concer n t hr eat s t o t he DC collect ion point .
Medical emer gencies.
Cont r olled pr oper t y.
Any special, addit ional infor mat ion peculiar t o t he DC collect ion point .
FM 3-05.401
I-30
Controlle d Prope rty
I-77. Unit s have sever al disposit ion opt ions for cont r olled pr oper t y.
Depending on t he pr oper t y cat egor y, unit s may r et ain cont r ol of it , r et ur n it
t o t he per sons fr om which it was t aken, do a combinat ion of all t hr ee, or hand
it over t o ot her for ces or agencies (such as local law enfor cement or follow-on
for ces t aking cont r ol of t he DC collect ion point ). Unit commander s act
accor ding t o t heir mor al and legal obligat ions, weighing t he advant ages and
disadvant ages of each opt ion.
I-78. Trans fe rri ng Control. To t r ansfer cont r ol of t his pr oper t y, unit s
must fill out a pr oper t y cont r ol r egist er list ing all t he it ems cont r olled and
have an official of t he follow-on for ces sign for t he it ems and a copy of t he
r egist er it self by using DA For m 3161, Request for Issue or Turn-In.
I-79. Retai ni ng Control. If unit s t ake t he pr oper t y wit h t hem (it must be
t aken if no one will sign for it and r et ur n is not an opt ion), t hey should give
t he owner an official r eceipt (such as DA For m 3161), explain t he unit s
int ent ion for t he pr oper t y, and explain t he owner s r ight s and pr ocedur e
r equir ement s for compensat ion. This r eit er at ion of r ight s is int ended t o
r eassur e t he owner s and may be needed t o ensur e a smoot h handoff.
EVACUATION PLANNING
I-80. Evacuat ion cr eat es ser ious pr oblems and should only be consider ed as
a last r esor t . U.S. doct r ine st at es t hat only a division or higher commander
can or der an evacuat ion. When t he decision is made t o evacuat e a
communit y, CA planner s must make det ailed plans t o pr event uncont r olled
gr oups fr om disr upt ing t he movement of milit ar y unit s and supplies.
Consider at ions in mass evacuat ion planning include
Transportation. CA planner s plan for t he maximum use of civilian
t r anspor t at ion.
S ecurity. CA per sonnel help t he G-2 in secur it y scr eening and
document at ion of evacuees. Since t he civilians ar e being r emoved fr om
t he ar ea wher e t hey can best t ake car e of t hemselves, t he milit ar y
pr ovides secur it y for t hem aft er evacuat ion. The milit ar y also pr ovides
for t he secur it y of all civilian pr oper t y left behind, including far m
animals, pet s, and ot her possessions.
Documentation. In some cir cumst ances, evacuees may need
ident ificat ion document s showing, as a minimum, t he name and
localit y fr om which t hey wer e evacuat ed. As a cont r ol t echnique, CA
per sonnel may pr epar e a manifest t hat list s evacuees for movement .
Briefing. Befor e movement , t he movement cont r ol officer br iefs
evacuees. The br iefer uses leaflet s, loudspeaker s, post er s, or ot her
means available. This br iefing explains t he det ails of t he move, such as
r est r ict ions on per sonal belongings, or ganizat ion for movement , and
movement schedules.
Rations. For a movement last ing no mor e t han 2 days, supply
per sonnel issue r at ions t o each evacuee at t he t ime of depar t ur e or at
designat ed point s en r out e.
FM 3-05.401
I-31
Health care. The public healt h t eam makes maximum use of civilian
medical per sonnel, equipment , and supplies t o car e for t he healt h and
physical well-being of t he evacuees. Milit ar y medical per sonnel,
equipment , and supplies can be used as supplement s, if necessar y. The
public healt h t eam or sur geons st aff t akes pr oper st eps befor e t he
movement t o pr event t he spr ead of infect ious diseases.
Return. Evacuat ion plans also pr ovide for t he evacuees event ual r et ur n
and cr it er ia for det er mining t he dur at ion of t heir absence.
DC CAMP CONSIDERATIONS
I-81. Successful camp oper at ions depend upon many consider at ions t hat CA
per sonnel must t ake int o account . These consider at ions ar e discussed in t he
following par agr aphs.
FACILITIES
I-82. When lar ge gr oups of civilians must be quar t er ed for a t empor ar y
per iod (less t han 6 mont hs) or on a semiper manent basis (mor e t han 6
mont hs), CA unit s est ablish camps. HN per sonnel usually dir ect t he
administ r at ion and oper at ion of a camp. CA unit s pr ovide t echnical advice,
suppor t , and assist ance, depending on t he r equir ement s. They may also
fur nish addit ional det achment s and funct ional t eams or specialist s t o r esolve
public healt h, public welfar e, or public safet y pr oblems at any par t icular
camp. Minimum consider at ions include
Camp cont r ol, const r uct ion, administ r at ion, scr eening, medical car e,
and sanit at ion.
Secur it y.
Supply.
Tr anspor t at ion.
Infor mat ion disseminat ion.
Liaison wit h ot her agencies.
CAMP CONTROL
I-83. Cont r ol of t he people is t he key t o successful camp oper at ions. To meet
U.S. obligat ions under int er nat ional law, CA per sonnel ensur e t he efficient
and effect ive administ r at ion of camps. Camp cont r ol also includes measur es
t o r educe wast e and t o avoid duplicat ion of effor t . CA per sonnel must quickly
and fair ly est ablish and maint ain discipline when administ er ing DC camps.
They must publish and enfor ce r ules of conduct for t he camp as necessar y.
Camp administ r at or s ser ve as t he single point of cont act , coor dinat ing all
camp mat t er s wit hin t he camp and wit h out side or ganizat ions or agencies.
Camp r ules should be br ief and kept t o a minimum.
DC CAMP LOCATION AND CONSTRUCTION
I-84. The most manageable number of people in a camp is 5,000. This
number helps enfor ce cont r ol measur es. It also let s CA per sonnel efficient ly
administ er t he camp and it s populat ion. The locat ion of t he camp is
ext r emely impor t ant . Engineer suppor t and milit ar y const r uct ion mat er ials
FM 3-05.401
I-32
ar e necessar y when camps ar e in ar eas wher e local facilit ies ar e
unavailablefor example, hot els, schools, halls, t heat er s, vacant war ehouses,
unused fact or ies, or wor ker s camps. CA per sonnel must avoid t hose sit es
near vit al communicat ion cent er s, lar ge milit ar y inst allat ions, or ot her
pot ent ial milit ar y t ar get s. The locat ion of t he camp also depends on t he
availabilit y of food, wat er , power , and wast e disposal. Addit ional
consider at ions include t he suscept ibilit y of t he ar ea t o nat ur al or man-made
disast er s (for example, flooding, pollut ion, and fir e) and t he use of camp
per sonnel as a sour ce of local labor suppor t .
I-85. The physical layout of t he camp is impor t ant . The main pr inciple is t o
subdivide t he camp int o sect ions or separ at e compounds t o ease
administ r at ion and camp t ension. Each sect ion can ser ve as an
administ r at ive subunit for t r ansact ing camp business. The major sect ions
nor mally include camp HQ, hospit al, mess, and sleeping ar eas. The sleeping
ar eas must be fur t her subdivided int o separ at e ar eas for unaccompanied
childr en, unat t ached females, families, and unat t ached males. CA per sonnel
must also consider cult ur al and r eligious pr act ices and make ever y effor t t o
keep families t oget her .
I-86. CA per sonnel must also consider t he t ype of const r uct ion. Specific
t ypes of const r uct ion necessar y t o sat isfy t he needs of t he par t icular DC
oper at ion var y accor ding t o t he
Local climat e.
Ant icipat ed per manency of t he camp.
Number of camps t o be const r uct ed.
Availabilit y of local mat er ials.
Ext ent of available milit ar y r esour ces and assist ance.
I-87. Whenever possible, t he DCs t hemselves or local agencies or
gover nment employees should const r uct t he camp. Local sour ces pr ovide
mat er ials whenever possible IAW legal limit at ions. The suppor t ing
commands logist ics and t r anspor t at ion asset s ar e used t o acquir e and
t r anspor t r equir ed r esour ces t o build or modify exist ing facilit ies for DC
oper at ions. The suppor t ing command also fur nishes medical, dining, and
ot her suppor t ing asset s t o est ablish DC camps.
ADMINISTRATION OF DC CAMPS
I-88. Because of t he lar ge number s of DCs for whom cont r ol and car e must
be pr ovided, using HN civilians as cadr e for t he camp administ r at ion is
pr efer r ed. DCs should become involved in t he administ r at ion of t he camp.
Past milit ar y exper ience in DC oper at ions shows t hat about 6 per cent of t he
t ot al number of DCs should be employed on a full-t ime basis. If possible, CA
per sonnel or ganize and t r ain t he cadr e befor e t he camp opens. Whenever
possible, civilians should come fr om public and pr ivat e welfar e or ganizat ions
and be under milit ar y super vision. Ot her concer ns ar e pr oblems t hat might
st em fr om t he st at e of mind of t he DCs. The difficult ies t hey have
exper ienced may affect t heir accept ance of aut hor it y. They may have lit t le
init iat ive or may be uncooper at ive because of an uncer t ain fut ur e. They may
be angr y because of t heir losses, or t hey may r esor t t o loot ing and gener al
FM 3-05.401
I-33
lawlessness because of t heir dest it ut ion. The camp administ r at or can
minimize difficult ies t hr ough car eful administ r at ion and by
Maint aining differ ent nat ional and cult ur al gr oups in separ at e camps
or sect ions of a camp.
Keeping families t oget her while separ at ing unaccompanied males,
females, and childr en under t he age of 18 (or abiding by t he laws of t he
HN as t o when a child becomes an adult ).
Fur nishing necessar y infor mat ion on t he st at us and fut ur e of DCs.
Allowing DCs t o speak fr eely t o camp officials.
Involving t he DCs in camp administ r at ion, wor k, and r ecr eat ion.
Quickly est ablishing cont act wit h agencies for aid and family reunificat ion.
SCREENING
I-89. Scr eening is necessar y t o pr event infilt r at ion of camps by insur gent s,
enemy agent s, or escaping member s of t he host ile ar med for ces. Alt hough
int elligence or ot her t ypes of unit s may scr een DCs at fir st , fr iendly and
r eliable local civilians under t he super vision of CA per sonnel can per for m t his
funct ion. They must car efully apply administ r at ive cont r ols t o pr event
infilt r at ion and pr eclude alienat ion of people who ar e sympat het ic t o U.S.
object ives. The inser t ion or t he development of r eliable infor mant s is
impor t ant in all but t he most t empor ar y camps. Int elligence collect ion by CA
per sonnel is under t he st aff super vision of t he G-2. The scr eening pr ocess also
ident ifies skilled t echnicians and pr ofessional specialist s t o help in camp
administ r at ionfor example, policemen, schoolt eacher s, doct or s, dent ist s,
nur ses, lawyer s, mechanics, car pent er s, and cooks.
MEDICAL CARE AND SANITATION
I-90. The need for medical car e and sanit at ion int ensifies in camp
envir onment s because of t he t empor ar y nat ur e of t he facilit ies and t he lack of
sanit at ion by t he people. Enfor cement and educat ion measur es ar e necessar y
t o ensur e t hat t he camp populat ion complies wit h basic sanit at ion measur es.
SUPPLY
I-91. The camp supply officer or CA civilian supply specialist must
coor dinat e in advance for food, wat er , clot hing, fuel, por t able shelt er , and
medical supplies. CA supply per sonnel must make sur e U.S. medical
per sonnel inspect all food and wat er , par t icular ly civilian and capt ur ed
st ocks. USAID and secur it y assist ance officer s (SAOs) can be helpful in U.S.
effor t s t o pr ovide aid t o t he count r y. Int er nat ional or ganizat ions and NGOs
may also be useful. Suppor t fr om U.S. milit ar y st ocks should only be
consider ed as a last r esor t , however , and CA supply per sonnel should not r ely
upon t hat suppor t .
SECURITY
I-92. The camp secur it y officer , super vised by t he public safet y t eam,
pr ovides camp secur it y and enfor ces law, or der , and discipline. Sour ces for
secur it y officer s include local police for ces, HN par amilit ar y or milit ar y
FM 3-05.401
I-34
for ces, and U.S. milit ar y for ces. Anot her pot ent ial sour ce may be t he camp
populat ion it self. Police per sonnel wit hin t he populat ion could supplement
secur it y t eams or const it ut e a special camp police for ce, if necessar y. Int er nal
and ext er nal pat r ols ar e necessar y; however , secur it y for a DC facilit y should
not give t he impr ession t hat t he facilit y is a pr ison.
TRANSPORTATION
I-93. The efficient administ r at ion of a DC camp r equir es adequat e
t r anspor t at ion asset s. The camp movement officer or CA t r anspor t at ion
specialist det er mines t he t ypes and number s of vehicles r equir ed and makes
pr ovisions t o have t hem on hand. He uses civilian or capt ur ed enemy vehicles
whenever possible.
INFORMATION DISSEMINATION
I-94. In t he administ r at ion of any t ype of camp, disseminat ion of
inst r uct ions and infor mat ion t o t he camp populat ion is vit al. Communicat ions
may be in t he for m of not ices on bullet in boar ds, post er s, public addr ess
syst ems, loudspeaker s, camp meet ings and assemblies, or a camp r adio
st at ion. An example of bar r acks r ules is shown in Figur e I-7, page I-35. CA
civil infor mat ion t eams and ar ea PSYOP unit s may be able t o help.
LIAISON
I-95. Liaison involves coor dinat ion wit h all int er est ed agencies. USG and
milit ar y aut hor it ies, allied liaison officer s, and r epr esent at ives of local
gover nment s and int er nat ional agencies may help in r elief and assist ance
oper at ions.
DISPOSITION
I-96. The final st ep in DC oper at ions involves t he ult imat e disposit ion of t he
DCs, alt hough t his consider at ion must occur ear ly in t he planning phase.
The most desir ed disposit ion is t o r et ur n t hem t o t heir homes. Allowing
DCs t o r et ur n t o t heir homes as quickly as t act ical consider at ions per mit
lessens t he bur den for suppor t on t he milit ar y and t he civilian economy.
It also lessens t he danger of diseases common among people in confined
ar eas. When DCs r et ur n t o t heir homes, t hey can help r est or e t heir t owns
and can bet t er cont r ibut e t o t heir own suppor t . If DCs cannot r et ur n t o
t heir homes, t hey may r eset t le elsewher e in t heir count r y or in a count r y t hat
accept s t hem. Guidance on t he disposit ion of DCs must come fr om higher
aut hor it y, under coor dinat ion wit h U.S. for ces, nat ional aut hor it ies, and
int er nat ional agencies.
FM 3-05.401
I-35
Barracks Rules
1. Do not move from assigned barracks without permission. NOTE: Area teams assign individuals to
the designated barracks. Only the U.S. centers administrative staff can change barracks assignments.
Occupants desiring to change barracks must request permission from the area office.
2. Maintain the sanitary and physical condition of the barracks. NOTE: Barracks chiefs organize
occupants to perform these tasks.
3. Empty and wash trash cans daily. NOTE: Put the trash into the trash receptacles (dumpsters) in
the barracks area.
4. Do not bring food or cooking utensils into the barracks. Do not take food from the mess
halls (other than baby food and fruit).
5. Do not have weapons of any kind in the barracks and in the surrounding camp.
6. Do not have pets in the camp.
7. Observe barracks lights-out time of 2300. Barracks indoor lights will be turned out at 2300
each night. Do not play radios, record players, or tape recorders after 2300.
8. Do not allow children to play on the fire escape. NOTE: This practice is very dangerous.
9. Watch children carefully and do not allow them to wander out of the residence areas.
10. Do not throw diapers and sanitary napkins into the toilets. Place these items into trash
cans.
11. Do not allow children to chase or play with wild animals, as these animals may bite and
carry diseases.
12. Obtain necessary barracks supplies from the barracks chief.
13. Do not smoke, use electrical appliances for heating or cooking, or have open fires in the
barracks.
NOTE: These barracks rules are similar to the ones used in August 1975 at Indiantown Gap,
Pennsylvania, in support of Operation NEW ARRIVALS. They also parallel the rules posted in support
of Panamas Operations JUST CAUSE and PROMOTE LIBERTY.
Figure I-7. Example of Barracks Rules
ORAL REHYDRATION THERAPY
I-97. Deat h fr om dehydr at ion (ext r eme loss of fluids), especially of infant s,
t he elder ly, and t he sick or injur ed, is a const ant t hr eat in war and MOOTW.
People t end t o exper ience ext r eme loss of fluids fr om diar r hea, bleeding, and
hot weat her . CA soldier s must be awar e of t his t hr eat and be pr epar ed t o
r espond t o it effect ively, especially when oper at ing a DC collect ion point .
I-98. Soldier s oper at ing a DC collect ion point must be especially awar e of
Infant s.
Nur sing mot her s.
Ver y t hin people wit h sallow eyes.
FM 3-05.401
I-36
Per sons who ar e heavily bandaged.
Per sons on lit t er s.
The elder ly.
I-99. People suffer ing fr om dehydr at ion r equir e mor e t han just wat er .
Soldier s should consider t he following infor mat ion when pr oviding
or al r ehydr at ion:
Wor ld Healt h Or ganizat ion ORT for mula:
1 quar t wat er .
3.5 gr ams of sodium chlor ide (t able salt ).
2.5 gr ams of sodium bicar bonat e (Ar m & Hammer ).
1.5 gr ams of pot assium chlor ide (Lit e Salt ).
20 gr ams of sugar .
U.S. milit ar y field expedient s for ORT:
MRE salt pack = 4 gr ams of t able salt .
MRE bever age base pack = 32 gr ams of sugar .
MRE cocoa pack = 1.4 gr ams of pot assium.
Wat er is most impor t ant , t hen salt , t hen pot assium, t hen sugar .
Wat er and salt alone ar e okay in a pinch.
In ext r eme cases, do not load up t he pat ient wit h fluids, especially
if t he wat er is cold; t he pat ient could vomit and lose even mor e
fluid. Small amount s of r oom t emper at ur e wat er should be given
fr equent ly.
Babies will want t o suck (not dr ink) t he for mula. Ice chips or a wet ,
por ous r ag should be used.
Dehydr at ion causes t he blood pr essur e t o be low. The pat ient
should get in t he shade wit h feet up, if possible.
Pedia-Lit e is a br and name r eady-mix ORT for mula for infant s.
Glossary-1
Glossary
A air bor ne
AAR aft er -act ion r epor t
ABCS Ar my Bat t le Command Syst em
ABW air base wing
ACE ammunit ion/casualt ies/equipment
ACMREQ air space cont r ol means suppor t r equest
ACO air cont r ol or der
ACofS Assist ant Chief of St aff
AD3E assess, decide, develop and det ect , deliver , and evaluat e
ADCOORD air defense coor dinat or
admi n administ r at ion
ADP aut omat ed dat a pr ocessing
ADSO assist ant division signal officer
ADSW act ive dut y for special wor k
ADVON advanced echelon
AFATDS Advanced Field Ar t iller y Tact ical Dat a Syst em
AFFOR Air For ce For ces
AFSOF Air For ce special oper at ions for ces
AG adjut ant gener al
agri agr icult ur e
AI Amnest y Int er nat ional
AIRSUPREQ air suppor t r equest
ALCON all concer ned
ALO air liaison officer
AMC Air Mobilit y Command
ammo ammunit ion
AND act ivit y net wor k diagr am
ANDVT advanced nar r owband digit al voice t er minal
ANG Air Nat ional Guar d
ANGLICO Air Navy Gunfir e Liaison Company
FM 3-05.401
Glossary-2
AO ar ea of oper at ions
AOR ar ea of r esponsibilit y
AR Ar my r egulat ion
ARC Amer ican (Nat ional) Red Cr oss
ARFOR Ar my for ces
ARNG Ar my Nat ional Guar d
ARSOA Ar my special oper at ions aviat ion
ARSOF Ar my special oper at ions for ces
ASAP as soon as possible
ASAS-RWS All-Sour ce Analysis Syst emRemot e Wor k St at ion
ASD Assist ant Secr et ar y of Defense
ASD(ISA) Assist ant Secr et ar y of Defense (Int er nat ional Secur it y Affair s)
ASD(SO/LIC) Assist ant Secr et ar y of Defense (Special Oper at ions and Low
Int ensit y Conflict )
ASG ar ea suppor t gr oup
ASR alt er nat e supply r out e
asst assist ant
AST administ r at ive suppor t t eam
AT ant it er r or ism; ant it ank
ATCCS Ar my Tact ical Command and Cont r ol Syst em
ATF Ant i-Taliban For ces
AVCOORD aviat ion coor dinat or
BCOC base clust er oper at ions cent er
BCTP bat t le command t r aining pr ogr am
BDA bat t le damage assessment
BDE br igade
BDU bat t le dr ess unifor m
BN bat t alion
BOS bat t lefield oper at ing syst em
BP bat t le posit ion
BUB bat t le updat e br iefing
C Confident ial; confiscat ion
C2 command and cont r ol
C2OTM command and cont r ol on t he move
FM 3-05.401
Glossary-3
C2W command and cont r ol war far e
C3 command, cont r ol, and communicat ions
C4I command, cont r ol, communicat ions, comput er s, and int elligence
C4ISR command, cont r ol, communicat ions, comput er s, int elligence,
sur veillance, and r econnaissance
CA Ci vi l Affai rsDesignat ed Act ive and Reser ve component for ces
and unit s or ganized, t r ained, and equipped specifically t o conduct
civil affair s act ivit ies and t o suppor t civil-milit ar y oper at ions.
(J P 1-02)
CACOM Civil Affair s Command
CADST Civil Affair s dir ect suppor t t eam
CALL Cent er for Ar my Lessons Lear ned
CAP3T Civil Affair s plans, pr ogr ams, and policy t eam
CAPT-A Civil Affair s planning t eam A
CAPT-B Civil Affair s planning t eam B
CASCOPE civil ar eas, st r uct ur es, capabilit ies, or ganizat ions, people, and
event s
CAT-A Civil Affair s t eam A
CAT-B Civil Affair s t eam B
CAT-C Civil Affair s t eam C
CATHST Civil Affair s headquar t er s suppor t t eam
CBS Camp Bondst eel
CBT combat
CCIR commander s cr it ical infor mat ion r equir ement s
CCP casualt y collect ion point
C-day unnamed day on which a deployment oper at ion begins
CDR commander
CE communicat ions-elect r onics
CEM compr ehensive emer gency management
CFLCC Coalit ion For ces Land Component Command
CHLC Coalit ion Humanit ar ian Liaison Cent er
CI count er int elligence
CIA Cent r al Int elligence Agency
CIMIC civil-milit ar y cooper at ion
CIN car go incr ement number
FM 3-05.401
Glossary-4
CIV civilian; dislocat ed civilian collect ion point (on oper at ional
gr aphics)
CJ CS Chair man of t he J oint Chiefs of St aff
CJ CMOTF Combined J oint Civil-Milit ar y Oper at ions Task For ce
CJ TF combined joint t ask for ce
CL cont r ol lines
CMDT commandant
CMO civil-milit ar y oper at ions
CMOC civil-milit ar y oper at ions cent er
CMR cr ude mor t alit y r at e
CMTC combat maneuver t r aining cent er
CNR combat net r adio
co company
COA cour se of act ion
COB close of business
COE common oper at ing envir onment
CofS Chief of St aff
COMJ SOTF Commander , J oint Special Oper at ions Task For ce
comm communicat ions
COMSEC communicat ions secur it y
CONEX cont ainer expr ess
CONOPS concept of oper at ions
CONPLAN concept plan; oper at ion plan in concept for mat
CONUS cont inent al Unit ed St at es
COP common oper at ional pict ur e
COR common oper at ional r esponse
COSCOM cor ps suppor t command
CP command post
CPG Cont ingency Planning Guidance
CPO civilian per sonnel officer
CPT capt ain
CR cont r ol
CROP common r elevant oper at ional pict ur e
C&S command and st aff
FM 3-05.401
Glossary-5
CSM command ser geant major
CSS combat ser vice suppor t
CSSCS Combat Ser vice Suppor t Cont r ol Syst em
CTP common t act ical pict ur e
D dest r uct ion
DA Depar t ment of t he Ar my
DAG DPRE Act ion Gr oup
DART disast er assist ance r esponse t eam
DASD(H&RA) Deput y Assist ant Secr et ar y of Defense for Humanit ar ian and
Refugee Affair s
DC dislocat ed civilian
DCRS dislocat ed civilian r oad space
DCSOPS Deput y Chief of St aff for Oper at ions and Plans
D-day unnamed day on which oper at ions commence or ar e scheduled t o
commence
de t det ainee
de ve l development
DFAC dining facilit y
DHHS Depar t ment of Healt h and Human Ser vices
DIA Defense Int elligence Agency
DIME Diplomat ic Infor mat ion Milit ar y and Economic
DIRLAUTH di rect li ai son authori zedThat aut hor it y gr ant ed by a
commander (any level) t o a subor dinat e t o dir ect ly consult or
coor dinat e an act ion wit h a command or agency wit hin or out side
of t he gr ant ing command. Dir ect liaison aut hor ized is mor e
applicable t o planning t han oper at ions and always car r ies wit h it
t he r equir ement of keeping t he commander gr ant ing dir ect liaison
aut hor ized infor med. Dir ect liaison aut hor ized is a coor dinat ion
r elat ionship, not an aut hor it y t hr ough which command may be
exer cised. (J P 1-02)
DISA Defense Infor mat ion Syst ems Agency
DISCOM Division Suppor t Command
DISN Defense Infor mat ion Syst ems Net wor k
di v division
DLA Defense Logist ics Agency
DNVT digit al nonsecur e voice t er minal
DOD Depar t ment of Defense
FM 3-05.401
Glossary-6
DODD Depar t ment of Defense Dir ect ive
DOJ Depar t ment of J ust ice
DOS Depar t ment of St at e
DPRE Displaced Per sons, Refugees, and Evacuees
DS di re ct s upportA mission r equir ing a for ce t o suppor t anot her
specific for ce and aut hor izing it t o answer dir ect ly t o t he
suppor t ed for ces r equest for assist ance. (J P 1-02)
DSO domest ic suppor t oper at ions
DTG dat e-t ime gr oup
DTLOMS doct r ine, t r aining, leader development , or ganizat ional design,
mat er ial, and soldier syst ems
DTO division t r anspor t at ion office
DVT/DA digit al voice t er minal wit h dat a adapt er
DZ dr op zone
EAC echelons above cor ps
EAD ear liest ar r ival dat e
EAG Economic Act ion Gr oup
EALT ear liest ant icipat ed launch t ime
EEFI essent ial element s of fr iendly infor mat ion
E-mai l elect r onic mail
EMPRS En Rout e Mission Planning and Rehear sal Syst em
EN engineer
ENCOORD engineer coor dinat or
envi r envir onment al
EOA equal oppor t unit y advisor
EOC emer gency oper at ions cent er
EOD explosive or dnance disposal
EPLRS Enhanced Posit ion Locat ion Repor t ing Syst em
EPW enemy pr isoner of war
EWO elect r onic war far e officer
EXORD execut e or der
EXTAL ext r a t ime allowance
FAADC3 For war d Ar ea Air Defense Command, Cont r ol, and
Communicat ions
FANS fr iendly or allied nat ion suppor t
FM 3-05.401
Glossary-7
FAX facsimile
FBCB2 For ce XXI Bat t le Command Br igade and Below
FBI Feder al Bur eau of Invest igat ion
FEBA for war d edge of bat t le ar ea
FEMA Feder al Emer gency Management Agency
FFIR fr iendly for ce infor mat ion r equir ement s
FIRESCOPE Fir efight ing Resour ces of Califor nia Or ganized for Pot ent ial
Emer gencies
FM field manual; fr equency modulat ion
FNS for eign nat ion suppor t
FOB for war d oper at ional base
FORSCOM Unit ed St at es Ar my For ces Command
FOUO For Official Use Only
FP force protecti onSecur it y pr ogr am designed t o pr ot ect Ser vice
member s, civilian employees, family member s, facilit ies, and
equipment , in all locat ions and sit uat ions, accomplished t hr ough
planned and int egr at ed applicat ion of combat t ing t er r or ism,
physical secur it y, oper at ions secur it y, and per sonal pr ot ect ive
ser vices, and suppor t ed by int elligence, count er int elligence, and
ot her secur it y pr ogr ams. (J P 1-02)
FPCON for ce pr ot ect ion condit ion
FRAG fr agment ar y
FSCOORD fir e suppor t coor dinat or
FSN feder al st ock number
G-1 Deput y Chief of St aff for Per sonnel
G-2 Deput y Chief of St aff for Int elligence
G-3 Deput y Chief of St aff for Oper at ions and Plans
G-4 Deput y Chief of St aff for Logist ics
G-5 Assist ant Chief of St aff, Civil Affair s
G-6 Chief Infor mat ion Officer /Dir ect or , Infor mat ion Syst ems for
Command, Cont r ol, Communicat ions, and Comput er s
gal gallon(s)
GCCS-A Global Command and Cont r ol Syst em - Ar my
GCSS Global Combat Suppor t Syst em
GIG global infor mat ion gr id
GIS geogr aphic infor mat ion syst em
GP gener al pur pose
FM 3-05.401
Glossary-8
GPS global posit ioning sat ellit e
GS ge ne ral supportThat suppor t which is given t o t he suppor t ed
for ce as a whole and not t o any par t icular subdivision t her eof.
(J P 1-02)
GSR gener al suppor t r einfor cing
GTN Global Tr anspor t at ion Net wor k
h hour
HA humanit ar ian assist ance
HACC Humanit ar ian Assist ance Coor dinat ion Cent er
HARB Humanit ar ian Assist ance Review Boar d
HAZMAT hazar dous mat er ials
HCA humani tari an and ci vi c assi stanceAssist ance t o t he local
populace pr ovided by pr edominant ly US for ces in conjunct ion
wit h milit ar y oper at ions and exer cises. This assist ance is
specifically aut hor ized by t it le 10, Unit ed St at e Code, sect ion 401,
and funded under separ at e aut hor it ies. Assist ance pr ovided
under t hese pr ovisions is limit ed t o (1) medical, dent al, and
vet er inar y car e pr ovided in r ur al ar eas of a count r y;
(2) const r uct ion of r udiment ar y sur face t r anspor t at ion syst ems;
(3) well dr illing and const r uct ion of basic sanit at ion facilit ies; and
(4) r udiment ar y const r uct ion and r epair of public facilit ies.
Assist ance must fulfill unit t r aining r equir ement s t hat
incident ally cr eat e humanit ar ian benefit t o t he local populace.
(J P 1-02)
HF high fr equency
HHC headquar t er s and headquar t er s company
HMA humanit ar ian mine act ion
HMMWV high mobilit y mult ipur pose wheeled vehicle
HN host nat ion
HNS host -nat ion suppor t
HOC Humanit ar ian Oper at ions Cent er
HQ headquar t er s
IA infor mat ion assur ance
IAD immediat e act ion dr ill
IAW in accor dance wit h
IC int er nat ional communit y
ICG Int er nat ional Cr isis Gr oup
ICRC Int er nat ional Commit t ee of t he Red Cr oss
ICS incident command syst em
FM 3-05.401
Glossary-9
IDP int er nally displaced per son
IFOR Implement at ion For ce
IFRC Int er nat ional Feder at ion of t he Red Cr oss
IG inspect or gener al
IMO infor mat ion management officer
INFOSEC infor mat ion secur it y
INS Immigr at ion and Nat ur alizat ion Ser vice
INTERFET Int er nat ional For ces for East Timor
IO infor mat ion oper at ions
IOWG Infor mat ion Oper at ions Wor king Gr oup
IPB int elligence pr epar at ion of t he bat t lespace
IRC Int er nat ional Rescue Commit t ee
IRO int er nat ional r elief or ganizat ion
ISAF Int er nat ional Secur it y Assist ance For ce
ISB int er mediat e st aging base
ISS infor mat ion syst ems secur it y
J -1 Manpower and Per sonnel Dir ect or at e
J -2 Int elligence Dir ect or at e
J -3 Oper at ions Dir ect or at e
J -4 Logist ics Dir ect or at e
J -5 Plans Dir ect or at e of a joint st aff
J -6 Command, Cont r ol, Communicat ions, and Comput er Syst ems
Dir ect or at e
J -7 Oper at ional Plans and J oint For ce Development Dir ect or at e,
J oint St aff
JA/ATT J oint Air bor ne/Air Tr anspor t abilit y Tr aining
JAG J udge Advocat e Gener al
J CMEB joint civil-milit ar y engineer ing boar d
J CMOTF joint civil-milit ar y oper at ions t ask for ce
J CS J oint Chiefs of St aff
JEMB joint envir onment al management boar d
JEMP joint exer cise management package
JEMPRS J oint En Rout e Mission Planning and Rehear sal Syst em
J FC joint for ce commander
J FLCC joint for ce land component commander
FM 3-05.401
Glossary-10
JFSC J oint For ces St aff College
J FSOCC joint for ce special oper at ions component commander
JFUB J oint Facilit ies Ut ilizat ion Boar d
JIOC J oint Infor mat ion Oper at ions Cent er
JOA joint oper at ions ar ea
J OC joint oper at ions cent er
JOPES J oint Oper at ion Planning and Execut ion Syst em
JP joint publicat ion
JPEC joint planning and execut ion communit y
JPG joint planning gr oup
J RTC joint r eadiness t r aining cent er
J SC J oint Secur it y Council
J SCP J oint St r at egic Capabilit ies Plan
JSOA joint special oper at ions ar ea
JSOTF joint special oper at ions t ask for ce
J TCB joint t ar get ing coor dinat ion boar d
J TF joi nt tas k force A joint for ce t hat is const it ut ed and so
designat ed by t he Secr et ar y of Defense, a combat ant commander ,
a subunified commander , or an exist ing joint t ask for ce
commander . (J P 1-02)
JULLS J oint Univer sal Lessons Lear ned Syst em
JVA J oint Volunt ar y Agency
JWAC J oint War far e Analysis Cent er
KATUSA Kor ean Augment at ion t o t he Unit ed St at es Ar my
Kcal kilocalor ies
KDG Kosovo Development Gr oup
KFOR Kosovo For ce
KLA Kosovo Liber at ion Ar my
km kilomet er (s)
KPF Kosovo Pr ot ect ion For ce
K-Se rb Kosovo Ser bian
LAD lat est ar r ival dat e
LAN local ar ea net wor k
LBE load-bear ing equipment
LC line of cont act
FM 3-05.401
Glossary-11
LCE liaison/coor dinat ion element
LDK Lidhja Demokr at icke e Kosoves (Democr at ic League of Kosovo)
LD line of depar t ur e
LFA lead feder al agency
LNO liaison officer
LOC logist ics oper at ions cent er
LOG logist ics
LOI let t er of inst r uct ion
LRP logist ics r elease point
LSCR laundr y, shower , and clot hing r epair
LTC lieut enant colonel
LZ landing zone
MA Municipal Assembly
MAJ major
MARFOR Mar ine Cor ps for ces
MARKS Moder n Ar my Recor dkeeping Syst em
MASCAL mass casualt y
MB main body
MBITR Mult i-Band Int er /Int r a Team Radio
MCA milit ar y civic act ion
MCLLS Mar ine Cor ps Lessons Lear ned Syst em
MCP maint enance collect ion point
MCRP Mar ine Cor ps r efer ence publicat ion
MCS Maneuver Cont r ol Syst em
MDA MSE dat a adapt er
MDMP milit ar y decision-making pr ocess
MED medical
MEDEVAC medical evacuat ion
MEDRETE medical r eadiness t r aining exer cise
METL mission-essent ial t ask list
METT-TC mission, enemy, t er r ain and weat her , t r oops and suppor t
availablet ime available, and civil consider at ions
mgt management
MICON mission concept
FM 3-05.401
Glossary-12
mi l milit ar y
MNB Mult inat ional Br igade
MNB(E) Mult inat ional Br igade (East )
MNC mult inat ional cor por at ion
MOA memor andum of agr eement
MOE measur e of effect iveness
MOOTW milit ar y oper at ions ot her t han war
MOU memor andum of under st anding
MP milit ar y police
MPA mission planning agent
MPF mission planning folder
mph miles per hour
MRE meal, r eady t o eat
MSC major subor dinat e command
MSE mobile subscr iber equipment
MSG mast er ser geant
MSR mission suppor t r equest
MTMC Milit ar y Tr affic Management Command
MTON measur ement t on
MTS Movement Tr acking Syst em
MTW major t heat er war
MWR mor ale, welfar e, and r ecr eat ion
NA not applicable
NACLC nat ional agency checks wit h local agency and cr edit checks
NAI named ar ea of int er est
natl nat ional
NATO Nor t h At lant ic Tr eat y Or ganizat ion
NAVFOR Navy for ces
NBC nuclear , biological, and chemical
NC Nor t h Car olina
NCO noncommissioned officer
NCOER noncommissioned officer evaluat ion r epor t
NCOIC noncommissioned officer in char ge
NEO noncombat ant evacuat ion oper at ion
FM 3-05.401
Glossary-13
NG Nat ional Guar d
NGO nongovernmental organi zati onTr ansnat ional or ganizat ions
of pr ivat e cit izens t hat maint ain a consult at ive st at us wit h t he
Economic and Social Council of t he Unit ed Nat ions.
Nongover nment al or ganizat ions may be pr ofessional associat ions,
foundat ions, mult inat ional businesses, or simply gr oups wit h a
common int er est in humanit ar ian assist ance act ivit ies
(development and r elief). Nongover nment al or ganizat ions is a
t er m nor mally used by non-Unit ed St at es or ganizat ions. (J P 1-02)
NIIMS Nat ional Int er agency Incident Management Syst em
NIMA Nat ional Imager y and Mapping Agency
NLT not lat er t han
NMS nat ional milit ar y st r at egy
NORDPOL Nor dic Polish Bat t le Gr oup
NSA Nat ional Secur it y Agency
NSC Nat ional Secur it y Council
NSC/DC Nat ional Secur it y Council Deput ies Commit t ee
NSC/PC Nat ional Secur it y Council Pr incipals Commit t ee
NSC/PCC Nat ional Secur it y Council Policy Coor dinat ion Commit t ee
NSCS Nat ional Secur it y Council Syst em
NSN Nat ional St ock Number
NSPD Nat ional Secur it y Pr esident ial Dir ect ive
NSS nat ional secur it y st r at egy
NSW naval special war far e
NVG night vision goggle
N/Y no/yes
OAKOC obser vat ion and fields of fir e, avenues of appr oach, key t er r ain,
obst acles, and cover and concealment
OC oleor esin capsicum
OCHA Office for t he Coor dinat ion of Humanit ar ian Affair s
OCONUS out side t he cont inent al Unit ed St at es
OER officer evaluat ion r epor t
OFDA Office of For eign Disast er Assist ance
OFF officer
OHR Office of t he High Repr esent at ive
OIC Officer in Char ge
OPCEN oper at ions cent er
FM 3-05.401
Glossary-14
OPCON operati onal controlTr ansfer able command aut hor it y t hat
may be exer cised by commander s at any echelon at or below t he
level of combat ant command. Oper at ional cont r ol is inher ent in
combat ant command (command aut hor it y). Oper at ional cont r ol
may be delegat ed and is t he aut hor it y t o per for m t hose funct ions
of command over subor dinat e for ces involving or ganizing and
employing commands and for ces, assigning t asks, designat ing
object ives, and giving aut hor it at ive dir ect ion necessar y t o
accomplish t he mission. Oper at ional cont r ol includes
aut hor it at ive dir ect ion over all aspect s of milit ar y oper at ions and
joint t r aining necessar y t o accomplish missions assigned t o t he
command. Oper at ional cont r ol should be exer cised t hr ough t he
commander s of subor dinat e or ganizat ions. Nor mally t his
aut hor it y is exer cised t hr ough subor dinat e joint for ce
commander s and Ser vice and/or funct ional component commands.
Oper at ional cont r ol nor mally pr ovides full aut hor it y t o or ganize
commands and for ces and t o employ t hose for ces as t he
commander in oper at ional cont r ol consider s necessar y t o
accomplish assigned missions. Oper at ional cont r ol does not , in
and of it self, include aut hor it at ive dir ect ion for logist ics or
mat t er s of administ r at ion, discipline, int er nal or ganizat ion, or
unit t r aining. (J P 1-02)
OPFUND oper at ional fund
OPLAN oper at ion plan
OPORD oper at ion or der
OPS oper at ions
OPSEC ope rati ons se curi tyA pr ocess of ident ifying cr it ical
infor mat ion and subsequent ly analyzing fr iendly act ions
at t endant t o milit ar y oper at ions and ot her act ivit ies t o: a. ident ify
t hose act ions t hat can be obser ved by adver sar y int elligence
syst ems; b. det er mine indicat or s t hat host ile int elligence syst ems
might obt ain t hat could be int er pr et ed or pieced t oget her t o
der ive cr it ical infor mat ion in t ime t o be useful t o adver sar ies; and
c. select and execut e measur es t hat eliminat e or r educe t o an
accept able level t he vulner abilit ies of fr iendly act ions t o
adver sar y exploit at ion. (J P 1-02)
OPSUM oper at ion summar y
OPTEMPO oper at ing t empo
ORT or al r ehydr at ion t her apy
OSCE Or ganizat ion for Secur it y and Cooper at ion in Eur ope
OSD Office of t he Secr et ar y of Defense
OSI Office of St r at egic Infor mat ion
OSIS open-sour ce infor mat ion syst em
OSOCC On-Sit e Oper at ions Coor dinat ion Cent er
FM 3-05.401
Glossary-15
PACE pr imar y, alt er nat e, cont ingency, and emer gency
PAG Pr oject Act ion Gr oup
PAO Public Affair s Office; public affair s officer
PAX per sonnel
PC per sonal comput er
PCI pr ecombat inspect ion
PD police depar t ment
PDM pur suit det er r ent mine
PDSS pr edeployment sit e sur vey
PERSEC per sonnel secur it y
PFC pr ivat e fir st class
PH phase
PHYSEC physical secur it y
PIN per sonnel incr ement number
PIR pri ori ty i nte lli gence requi rementsThose int elligence
r equir ement s for which a commander has an ant icipat ed and
st at ed pr ior it y in t he t ask of planning and decisionmaking.
(J P 1-02)
PKF Peacekeeping For ce
PL plat oon leader
PM Pr ovost Mar shal
PME peacet ime milit ar y engagement
POC point of cont act
POE pr ior it y of effor t
POL pet r oleum, oils, and lubr icant s
pol-mi l polit ical-milit ar y
PRC populace and r esour ces cont r ol
PRI per iodic r einvest igat ion
PSRC Pr esident ial Select ed Reser ve Call-Up
PSYOP Psychologi cal Operati ons Planned oper at ions t o convey
select ed infor mat ion and indicat or s t o for eign audiences t o
influence t heir emot ions, mot ives, object ive r easoning, and
ult imat ely t he behavior of for eign gover nment s, or ganizat ions,
gr oups, and individuals. The pur pose of psychological oper at ions
is t o induce or r einfor ce for eign at t it udes and behavior favor able
t o t he or iginat or s object ives. (J P 1-02)
PTL pr ot ect ed t ar get list
FM 3-05.401
Glossary-16
PW pr isoner of war
QRF quick r eact ion for ce
R r einfor cing; r equisit ion
RC Reser ve Component
RCA r iot cont r ol agent
REQCONF r equest confir mat ion
RF/AIT r adio fr equency aut omat ed infor mat ion t ags
RFI request for i nformati onAny specific t ime-sensit ive ad hoc
r equir ement for int elligence infor mat ion or pr oduct s t o suppor t
an ongoing cr isis or oper at ion not necessar ily r elat ed t o st anding
r equir ement s or scheduled int elligence pr oduct ion. (J P 1-02)
RFO r equest for or der s
RJ r oad junct ion
RM Resour ce Management
RMATS Refugee Management Tr acking Syst em
ROE r ules of engagement
RON r emain over night
R&S r econnaissance and sur veillance
RS r oad space
RTN r et ur n
S Secr et ; seizur e
S-1 per sonnel officer
S-2 int elligence officer
S-3 oper at ions and t r aining officer
S-4 logist ics officer
S-5 civil-milit ar y oper at ions officer
S-6 signal officer
SAEDA subver sion and espionage dir ect ed against t he Ar my
SAO secur it y assist ance officer
SATCOM sat ellit e communicat ions
SBCT St r yker br igade combat t eam
se c secr et ar y
SECDEF Secr et ar y of Defense
SFC ser geant fir st class
SFG Special For ces gr oup
FM 3-05.401
Glossary-17
SFOB Special For ces oper at ional base
SFOD Special For ces oper at ional det achment
SFODA Special For ces oper at ional det achment A
SFODB Special For ces oper at ional det achment B
SFODC Special For ces oper at ional det achment C
SGT ser geant
SIGCEN signal cent er
SINCGARS single-channel gr ound and air bor ne r adio syst em
SITREP sit uat ion r epor t
SITTEMP sit uat ional t emplat e
SJ A St aff J udge Advocat e
SO special oper at ions
SOC special oper at ions command
SOCCENT Special Oper at ions Component , Unit ed St at es Cent r al Command
SOCEUR Special Oper at ions Component , Unit ed St at es Eur opean
Command
SOCOORD special oper at ions coor dinat or
SODARS special oper at ions debr ief and r et r ieval syst em
SOF special oper at ions for ces
SOFA st at us-of-for ces agr eement
SOI signal of int er est
SOMPF special oper at ions mission planning folder
SOP st anding oper at ing pr ocedur e
SOR st at ement of r equir ement
SORTS St at us of Resour ces and Tr aining Syst em
SP st ar t point
SPC specialist
SPTCEN suppor t cent er
SPTCONF suppor t confir mat ion
SPTREQ suppor t r equest
SQFT squar e feet
sq m squar e met er (s)
SRP soldier r eadiness pr ocessing
SSBI single-scope backgr ound invest igat ion
FM 3-05.401
Glossary-18
SSN social secur it y number
SSSC self-ser vice supply cent er
STANAG st andar dizat ion agr eement
STON shor t t on
STU-III secur e t elephone unit III
svcs Ser vices
SWO st aff weat her officer
SYSCON syst ems cont r ol
tac t act ical
TACC t act ical air command cent er
TACLAN t act ical local ar ea net wor k
TACON tacti cal controlCommand aut hor it y over assigned or at t ached
for ces or commands, or milit ar y capabilit y or for ces made
available for t asking, t hat is limit ed t o t he det ailed, and usually,
local dir ect ion and cont r ol of movement s or maneuver s necessar y
t o accomplish missions or t asks assigned. Tact ical cont r ol is
inher ent in oper at ional cont r ol. Tact ical cont r ol may be delegat ed
t o, and exer cised at any level at or below t he level of combat ant
command. (J P 1-02)
TACSAT t act ical sat ellit e
TAI t ar get ed ar ea of int er est
TALO t heat er air lift liaison officer
TASKORD t asking or der
TB t uber culosis
TC AIMS II Tr anspor t at ion Coor dinat or s Aut omat ed Infor mat ion for
Movement Syst em II
TCN t r anspor t at ion cont r ol number
TDA Table of Dist r ibut ion and Allowance
TDIS t ime dist ance
TDY t empor ar y dut y
TEP t heat er engagement plan
TF t ask for ce
TFF Task For ce Falcon
TL t ime lengt h
TLP t r oop leading pr ocedur es
TM t eam
TNG t r aining
FM 3-05.401
Glossary-19
TOA t r ansfer of aut hor it y
TOC t act ical oper at ions cent er
TOE t able of or ganizat ion and equipment
TPFDD t ime-phased for ce and deployment dat a
TPFDL t ime-phased for ce and deployment list
TPT t act ical psychological oper at ions t eam
TRI-TAC Tr i-Ser vice Tact ical Communicat ions Pr ogr am
TS Top Secr et
TSC t heat er suppor t command
TSM t ar get ing synchr onizat ion mat r ix
TST t act ical suppor t t eam
TTAD t empor ar y t our of act ive dut y
TTP t act ics, t echniques, and pr ocedur es
TV t elevision
U Unclassified
U5MR mor t alit y r at e among childr en under 5 year s old
UAE Unit ed Ar ab Emir at es
UAV unmanned aer ial vehicle
UCK Usht r ia Clir imt ar e E Kosoves (Kosovo Liber at ion Ar my)
UCP Unified Command Plan
UIC unit ident ificat ion code
ULN unit line number
UN Unit ed Nat ions
UNHCR Unit ed Nat ions High Commissioner for Refugees
UNICEF Unit ed Nat ions Childr ens Fund
UNITAF Unified Task For ce
UNMIK Unit ed Nat ions Mission in Kosovo
UNMIK-P Unit ed Nat ions Mission in Kosovo Police
UNOSOM Unit ed Nat ions Oper at ion Somalia
UNREO Unit ed Nat ions Rwanda Emer gency Office
UNTAET Unit ed Nat ions Tr ansit ional Administ r at ion in East Timor
UNWFP Unit ed Nat ions Wor ld Food Pr ogr am
U.S. Unit ed St at es
USA Unit ed St at es Ar my
FM 3-05.401
Glossary-20
USACAPOC Unit ed St at es Ar my Civil Affair s and Psychological Oper at ions
Command
USAF Unit ed St at es Air For ce
USAID Unit ed St at es Agency for Int er nat ional Development
USAJFKSWCS Unit ed St at es Ar my J ohn F. Kennedy Special War far e Cent er
and School
USAR Unit ed St at es Ar my Reser ve
USARPAC Unit ed St at es Ar my, Pacific Command
USASOC Unit ed St at es Ar my Special Oper at ions Command
USC Unit ed St at es Code
USCENTCOM Unit ed St at es Cent r al Command
USCG Unit ed St at es Coast Guar d
USEUCOM Unit ed St at es Eur opean Command
USG Unit ed St at es Gover nment
USGET Unit ed St at es Suppor t Gr oup East Timor
USIS Unit ed St at es Infor mat ion Ser vice
USJFCOM Unit ed St at es J oint For ces Command
USLO Unit ed St at es Liaison Office
USMC Unit ed St at es Mar ine Cor ps
USMTF Unit ed St at es message t ext for mat
USN Unit ed St at es Navy
USNORTHCOM Unit ed St at es Nor t her n Command
USPACOM Unit ed St at es Pacific Command
USSOCOM Unit ed St at es Special Oper at ions Command
USSOUTHCOM Unit ed St at es Sout her n Command
USTRANSCOM Unit ed St at es Tr anspor t at ion Command
uti l ut ilit ies
UTM univer sal t r ansver se mer cat or
UW unconvent ional war far e
VDD visualize, descr ibe, dir ect
vi c vicinit y
VIP ver y impor t ant per son
VOCO ver bal or der s of commanding officer
WAN wide-ar ea net wor k
WHNS war t ime host -nat ion suppor t
FM 3-05.401
Glossary-21
WIN War fight er Infor mat ion Net wor k
WIN-T War fight er Infor mat ion Net wor k-Tact ical
WMD weapons of mass dest r uct ion
WWW Wor ld Wide Web
XO execut ive officer
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FM 3-05.401
Bibliography-3
FM 101-5. Staff Organization and Operations. 31 May 1997.
FM 101-5-1. Operational Terms and Graphics. 30 September 1997.
Force Protection: Integrating Civil Affairs and Intelligence. CPT Lynda Snyder and
CPT David P. Warshaw. Military Intelligence. OctoberDecember 1995.
Handbook for Emergencies. United Nations High Commissioner for Refugees. Second
Edition.
Humanitarian and Peace Operations: NGOs and the Military in the Interagency Process.
Lisa Witzig Davidson, Margaret Daly Hayes, and James J. Landon. Department of
Defense Command and Control Research Program, National Defense University Press,
Washington, DC. December 1996.
Internally Displaced Persons: The Role of the United Nations High Commissioner for
Refugees. UNHCR Summary of the Position Paper. 6 March 2000.
JFSC Pub 1. Joint Staff Officers Guide. 2000.
Joint Doctrine Encyclopedia. 16 July 1997.
Joint Task Force Commanders Handbook. February 1995.
JP 1-02. Department of Defense Dictionary of Military and Associated Terms. 12 April 2001.
JP 3-0. Doctrine for Joint Operations. 10 September 2001.
JP 3-05.1. Joint Tactics, Techniques, and Procedures for Joint Special Operations Task Force
Operations. 19 December 2001.
JP 3-05.2. Joint Tactics, Techniques, and Procedures for Special Operations Targeting and
Mission Planning. 23 May 2003.
JP 3-05.5. Joint Special Operations Targeting and Mission Planning Procedures. 10 August
1993.
JP 3-07.2. Joint Tactics, Techniques, and Procedures for Antiterrorism. 17 March 1998.
JP 3-07.5. Joint Tactics, Techniques, and Procedures for Noncombatant Evacuation
Operations. 30 September 1997.
JP 3-07.6. Joint Tactics, Techniques, and Procedures for Foreign Humanitarian Assistance.
15 August 2001.
JP 3-08. Interagency Coordination During Joint Operations. Vol. 1-2. 9 October 1996.
JP 3-13. Joint Doctrine for Information Operations. 9 October 1998.
JP 3-57. Joint Doctrine for Civil-Military Operations. 8 February 2001.
JP 4-01. Joint Doctrine for the Defense Transportation System. 19 March 2003.
JP 4-01.8. Joint Tactics, Techniques, and Procedures for Joint Reception, Staging, Onward
Movement, and Integration. 13 June 2000.
FM 3-05.401
Bibliography-4
JP 5-0. Doctrine for Planning Joint Operations. 13 April 1995.
JP 5-00.2. Joint Task Force Planning Guidance and Procedures. 13 January 1999.
Managing Communications: Lessons From Interventions in Africa. Charles Petrie. United
States Institute of Peace Special Report. March 1997.
NORDPOL Transfer of Authority. Sgt. Dave Lietz, 318th PCH, Eagle Base. The Talon
Magazine Online, Vol. 7, No. 7. 17 February 2001.
NSPD-1. Organization of the National Security Council System. 13 February 2001.
Somalia Operations: Lessons Learned. Kenneth Allard. Institute for National Strategic
Studies. January 1995.
Taking It to the Next Level: Civilian-Military Cooperation in Complex Emergencies. United
States Institute of Peace Virtual Diplomacy Report (VDS 10). September 2000.
The Challenge of Civil-Military Operations. John J. Tuozzolo. Joint Forces Quarterly
(No. 16). Summer 1997.
USASOC Directive 530-1. Plans and Operations: Operations Security. 31 May 1996.
Index-1
Index
A
access to classified
information, 5-34, 5-44
Advanced Field Artillery
Tactical Data System
(AFATDS), 4-16
affiliations, B-1 through B-4
after-action report (AAR), E-29
format, C-17
All-Source Analysis System-
Remote Work Station
(ASAS-RWS), 4-16
army command and support
relationships, 2-11
Army Tactical Command and
Control System (ATCCS),
4-16
assessments, 3-2
deliberate, 1-18, 1-21, 3-3,
5-9, 5-10, E-17
preliminary, 1-21, 3-2, 3-3,
5-10, E-63
B
briefback, E-28, E-29
format, C-5 through C-15
C
Civil Affairs (CA)
activities, 1-4, 1-5, 1-18,
6-2, 6-3, H-1
emergency services,
6-22 through 6-26,
H-22 through H-27
foreign nation support
(FNS), 6-3 through
6-7, H-1 through H-4
humanitarian
assistance (HA),
6-17 through 6-20,
H-15 through H-19
military civic action
(MCA), 6-20 through
6-22, H-19 through
H-21
populace and
resources control
(PRC), 6-8, H-5
through H-15
support to civil
administration, 6-26,
H-27 through H-38
Civil Affairs annex format,
C-19, C-20, C-30 through
C-32
Civil Affairs Database, 4-18
Civil Affairs functional
specialties, 1-4, 3-14
Civil Affairs methodology, 1-16
through 1-20
Civil Affairs periodic report, D-5
format, D-7
Civil Affairs planner
responsibilities, E-32
Civil Affairs planning team, 2-8
through 2-10, 2-26, 2-27
Civil Affairs planning team A
(CAPT-A), 2-30, 2-34, 2-37
Civil Affairs planning team B
(CAPT-B), 2-22, 2-26, 2-30,
2-37
Civil Affairs resource report,
D-1, D-2
Civil Affairs spot report, D-3,
D-4
Civil Affairs team A (CAT-A),
2-22, 2-41, 2-45, 2-50, 2-55,
3-25
Civil Affairs team B (CAT-B),
2-30, 2-41, 2-45, 2-46, 2-55,
3-25
Civil Affairs team C (CAT-C),
2-34, 2-41, 2-55, 3-25
Civil Affairs workbook, D-19
through D-41
Civil Affairs/civil-military
operations (CA/CMO), 2-1 to
2-54
essential elements of
friendly information
(EEFI), 5-12, 5-13, C-27
friendly force information
requirements (FFIR),
5-12, 5-13, 5-14, C-27
integration at the battalion
headquarters, 2-48
through 2-52
integration at the brigade
headquarters, 2-44
through 2-48
integration at the corps
headquarters, 2-36
through 2-40
integration at the
Department of Defense,
2-14 through 2-17
integration at the division
headquarters, 2-40
through 2-44
integration at the
geographic combatant
command
headquarters, 2-17
through 2-24
integration at the joint task
force (JTF)
headquarters, 2-28
through 2-32
integration at the special
operations forces
headquarters, 2-52
through 2-57
integration at the
subunified command
and service component
headquarters, 2-24
through 2-28
integration at the theater
and corps support
commands and area
support group
FM 3-05.401
Index-2
headquarters, 2-32
through 2-36
priority intelligence
requirements (PIR),
5-12 through 5-14, C-27
reports, 5-51, 5-52
symbology and graphics,
A-1 through A-3
overlays, A-3
rules for building
symbols, A-1
civil areas, structures,
capabilities, organizations,
people, and events
(CASCOPE), 1-21, 3-1, 3-5
through 3-12, 3-26
civil-military operations (CMO)
concept of operations
approval format, C-4
concept of operations
format, C-3
estimate format, C-22
civil-military operations center
(CMOC), 4-7 through 4-31
communications
environment, 4-14
communications systems
requirements, 4-13
through 4-18
establishment, 4-18
through 4-26
facility considerations,
4-30
location options, 4-26
through 4-30
operational techniques,
D-1
operations, 5-1 through
5-9
security and force
protection
considerations, 4-30,
4-31
standing operating
procedure (SOP), D-14
structure, 4-10 through
4-13
civilian interview techniques,
5-12 through 5-17
classification authority, 5-30
through 5-33
Coalition Humanitarian Liaison
Center (CHLC), 4-10
combat operations, 6-8, 6-24,
8-1, 8-2, C-25
Combat Service Support
Control System (CSSCS),
4-16
commanders critical
information requirements
(CCIR) format, C-27
commanders intent for CMO,
4-32, C-25
concept of operations
(CONOPS) approval, C-4,
E-27
course of action (COA)
analysis, E-53, E-54
approval, E-55, E-56
comparison, E-55
decision matrix, C-36
development, E-49
planning factors, E-56,
E-57
sketch for COA analysis,
C-34
D
daily staff journal, D-17, D-18
defensive operations, 1-2
deployment, preparing for, 1-23
dislocated civilian (DC)
operations, 6-10 through
6-14, I-1 through I-36
assembly areas, I-12
barracks rules example,
I-35
combined DC control
methods, I-16, I-17
controlled evacuations, I-9
curfews, 6-8, I-9
DC avoidance, I-9, I-10
DC camp considerations,
I-31 through I-36
DC camps, I-12
DC collection plan, I-13
DC collection points, I-24
through I-31
DC communication, I-23
DC control measures, I-20
through I-23
DC control techniques, I-6,
I-7
DC movement control, 6-8
through 6-17, I-10
through I-16
DC movement graph, I-4,
I-5
DC movement planning
factors, I-3, I-4
DC plan format, I-21
through I-23
DC route planning, I-12
DC templating, I-2
populace control
measures, I-7
stayput policy, I-7 through
I-9
task force (TF) DC control,
I-17 through I-20
domestic operations, 4-9
E
economics and commerce
functions, B-3, D-26
civilian supply, B-3, D-28
economic development,
B-3, D-27
food and agriculture, B-3,
D-29
Enhanced Position Location
Reporting System (EPLRS),
4-16
En Route Mission Planning and
Rehearsal System
(EMPRS), E-36 through
E-38
equipment status report, D-10
essential tasks, E-43
F
fog of military operations, 1-12
through 1-16
force protection, 5-36 through
5-49
CA role, 5-38, 5-39
FM 3-05.401
Index-3
planning operations, 5-39
through 5-44
threat level, 5-43
threat-specific
countermeasures, 5-46
through 5-48
vulnerability assessment,
5-44
Force XXI Battle Command
Brigade and Below (FBCB2),
4-16
foreign government
information, 5-33, 5-34
foreign operations, 4-9
functional specialties, 1-4, 3-14
G
Geographic Information
System (GIS), 4-18
Global Command and Control
System-Army (GCCS-A),
4-15, 4-16
government functions, B-1,
B-2, D-20
international law, B-1,
D-21
public administration, B-1,
D-22
public education, B-1,
D-23
public health, B-2, D-24
public safety, B-2, D-25
H
Hasty Village Assessment,
5-11
Humanitarian Assistance
Coordination Center
(HACC), 4-9
Humanitarian Community
Information Center, 4-9
I
implied tasks, E-42
incident command system
(ICS), 4-9
information operations (IO),
1-21 through 1-23
interpreter, F-1 through F-9
communication
techniques, F-7
dos and donts, F-8, F-9
evaluation criteria, F-4
interview conduct, F-6, F-7
interview preparation, F-6
rapport establishment, F-4
selection, F-1 through F-3
training, F-5
transitional phrases, F-7,
F-8
J
Joint Operation Planning and
Execution System (JOPES),
C-19 through C-22, E-2, E-3,
E-6 through E-10
campaign planning, E-6,
E-7
concept plan (CONPLAN),
E-9
crisis-action planning, E-7,
E-8
deliberate planning, C-7
functional plan, E-9, E-10
operation plan (OPLAN),
E-8
joint planning and execution
community, E-5
Joint Universal Lessons
Learned System (JULLS),
E-30
L
linguist teams, F-1
M
Maneuver Control System
(MCS), 4-16
map board, D-15, D-16
measures of effectiveness
(MOEs), 1-2, 4-34 through
4-38, 7-2 through 7-4
unsuccessful MOEs, 7-4
mediation process, 5-21, 5-22,
G-1 through G-20
military decision-making
process (MDMP), E-38
through E-59
mission analysis, E-24 through
E-26, E-41 through E-49
mission planning checklist,
E-24
mission planning processes,
4-31, 4-32
mission statement format, C-25
mission support request
format, C-4
mobile CMOC, 4-29, 4-30
N
National Security Council
System organization, 2-15
negotiation, 5-18 through 5-21
noncombatant evacuation
operations (NEO), 6-14
through 6-17
O
offensive operations, 1-2
Open-Source Information
System (OSIS), 4-18
operating with the media, 5-35,
5-36
Operation ANACONDA, 1-11,
1-12
Operation PROVIDE REFUGE,
1-9
Operation STABILIZE, 1-10
operation summary (OPSUM),
E-29
format, C-16, C-17
Operation SUPPORT HOPE,
1-8
Operation URGENT FURY,
1-5, 1-6
P
personnel status report, D-8,
D-9
planning associations, 2-1
through 2-3
planning processes, 4-4, 4-5
FM 3-05.401
Index-4
postconflict environment, G-1
posthostilities operations, 1-3
predeployment site survey
(PDSS), E-27
priorities of effort, 4-32 through
4-34
professional organizations, B-1
through B-4
protected target list, D-11
through D-13
protected target overlay, D-14
public facilities functions, B-2,
B-3, D-30
public communications,
B-2, D-31
public works and utilities,
B-2, D-33
transportation, B-2, D-32
R
receipt of mission, E-39
through E-41
Refugee Management
Tracking System (RMATS),
4-17
request for information (RFI)
format, C-3
resource card file, D-14
risk assessment format, C-26
S
seasonal civilian events, 3-12
sensitive items report, D-10
special functions, B-3, B-4,
D-34
civil information, B-3, D-36
cultural relations, B-3,
D-35
dislocated civilians, B-3,
D-37
emergency services, B-4,
D-38
environmental
management, B-4, D-39
Special Operations Debrief and
Retrieval System
(SODARS), E-30
special operations mission
planning folder (SOMPF),
E-23, E-24
special operations (SO)
operational planning
process, C-1, E-10 through
E-36
crisis-action planning,
E-10, E-11
execution phase mission
planning, E-17 through
E-22
planning steps, E-23
specified tasks, E-42
stability operations, 1-2, C-25
support matrix, C-37, C-38
support operations, 1-2
support to crisis-action
planning, E-11
synchronization matrix, C-28
T
tactical team operations, 3-24
target analysis, F-3
tasking order format, C-2
time-phased force and
deployment data (TPFDD),
E-30 through E-36
airlift scheduling, E-35
data entry, E-34
deployment or
redeployment
execution, E-31, E-33
through E-36
force planning, E-31
level II worksheet, C-20
milestones (air
movement), E-36
milestones (sea
movement), E-36
support planning, E-31
transportation planning,
E-31
validation procedures,
E-36
transition operations, 8-2
through 8-6
trip report format, C-5
troop-leading procedures
(TLP), E-59 through E-67
civil considerations, E-62
mission-planning
execution checklist,
E-66
preliminary or initial
assessment, E-63
V
vulnerability assessment, 5-44,
5-45
W
Warfighter Information
Network-Tactical (WIN-T),
4-16
warning order format, C-1, C-2,
C-33, C-34
FM 3-05.401
MCRP 3-33.1A
23 SEPTEMBER 2003





By Order of the Secretary of the Army:





PETER J. SCHOOMAKER
General, United States Army
Chief of Staff




Official:





JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
0328720








DISTRIBUTION:

Active Army, Army National Guard, and U.S. Army Reserve: To be distributed in
accordance with initial distribution number 115910, requirements for FM 3-05.401.
PIN: 081093-000