Military reference books and manuals (2009-2023, Volume 6)

STP 41-38II-OFS

Execute Civil Affairs Operations

331-305-0650

Conditions: As a Civil Affairs (CA) officer or civil-military operations (CMO) officer in any environment

and given an operation order (OPORD), a deployment order (DEPORD) or an execute order, table of

organization and equipment (TOE) equipment, automatic data processing (ADP), maps of the area of

operation (AO), CA database, and current situation. The unit is directed to execute CA operations.

Standards: Employ CA forces, and execute the mission according to the OPORD and measures of

effectiveness (MOEs).

Performance Steps

1. Move to objective according to OPORD and DEPORD or execute order.

2. Occupy the objective.

a. Establish a civil-military operations center (CMOC), if necessary.

b. Implement priorities of work.

3. Conduct deliberate assessments.

a. Validate the plan.

b. Develop the situation.

c. Establish relationships and rapport.

4. Refine the plan and issue fragmentary order (FRAGORD), as necessary.

5. Execute CA mission activities in support of OPORD and FRAGORD.

a. Focus on end state objectives.

b. Set the conditions for transition of civil-military tasks.

6. Conduct deliberate assessments to evaluate CA mission activities against planned and refined

MOEs.

a. If MOEs are met, prepare to transition CA activities according to the transition plan.

b. If MOEs are not met, return to step 4.

Evaluation Preparation: Setup: Provide the officer with adequate training/testing facilities, sufficient time

to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Employed CA in the AO.

——

2. Conducted CA tasks in support of the OPORD.

——

3. Evaluated civil-military MOEs.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

References

Required

ARTEP 41-701-10-MTP

FM 101-5

ARTEP 41-701-35-MTP

FM 101-5-1

ARTEP 41-701-60-MTP

FM 3-0

FM 41-10

3-23

STP 41-38II-OFS

Conduct Civil Affairs Assessments

331-305-0651

Conditions: In a field environment and given commander’s guidance, an operations order (OPORD) with

a detailed Civil Affairs (CA) annex, an objective that requires a CA assessment, selected doctrinal

references, flashlight, and lensatic compass. The CA officer is tasked to conduct a CA assessment in

support of mission planning, plan refinement, or evaluate measures of effectiveness (MOEs).

Standards: Verify information contained in the assessment adequately supports CA and civil-military

operations (CMO) planning, plan refinement, or validate MOEs.

Performance Steps

1. Determine type of CA assessment; for example, preliminary or deliberate.

2. Conduct a preliminary assessment upon receipt of mission.

a. Analyze known information about the situation or conditions in the area of operations (AOs).

(1) Consult previously prepared area studies for the region that encompasses the AO.

(2) Research current data and statistics pertaining to the designated area, using the CA area

assessment format found in FM 41-10 and the principles of mission, enemy, terrain and

weather, troops and support available—time available, and civil considerations

(METT-TC) for analyzing a situation. Sources of current information include intelligence

summaries, special operations debrief and retrieval system (SODARS) reports, magazine

and newspaper articles, and the Internet. When using the Internet, seek links to

governmental organizations (GOs) and nongovernmental organizations (NGOs) on the

ground (for example, United States Agency for International Development’s [USAID’s]

Office of Foreign Disaster Assistance [OFDA] or NGOs tie to the relief website of the

United Nation [UN]). The accuracy, reliability, and timeliness of the sources must be

considered during analysis.

(3) Review the AO commander’s strategic intent and operational focus.

(4) Read the primary planning document (for example, campaign plan, operation plan

[OPLAN], theater engagement plan [TEP], concept plan [CONPLAN], functional plan,

supporting plan, or OPORD).

(5) Read all supporting references, annexes, and appendixes to the primary planning

document for assumptions and activities related to CA and CMO. Validate the accuracy of

these assumptions and activities.

(6) Establish and maintain a civil-military operations center (CMOC) for coordination with

nonmilitary organizations.

(7) Analyze the geographic area of operations defined in the primary planning document

according to METT-TC (civil areas, structures, capabilities, organizations, people, and

events [CASCOPE]), focusing on the strategic level civil considerations.

(8) Analyze and archive reports from the field.

(9) Catalog resources and points of contact that will be useful in updating future plans and

conducting future operations.

b. Relate United States policy, goals, and objectives to the current situation.

(1) Review the national security strategy.

(2) Review the national military strategy.

(3) Review unilateral, bilateral, and multilateral treaties and agreements of the UN to which

the United States is signatory.

(4) Review guidance from Chairman of the Joint Chiefs of Staff.

(5) Review alliance and coalition plans, as applicable.

c. Determine the number, type, and capabilities of assigned or apportioned assets to meet the

known challenges of the assigned mission.

(1) Identify specified, implied, and essential CMO tasks for military forces.

(2) Identify specified, implied, and essential CA tasks for CA forces.

3-24

STP 41-38II-OFS

Performance Steps

(3) Apportion CA forces against CA task requirements and ensure they are included in the

time-phased force and deployment data (TPFDD).

d. Incorporate assessment results into the CMO estimate process.

e. Incorporate CMO considerations into the primary planning document, and supporting annexes

and appendixes, as appropriate, for example, rules of engagement (ROE), indirect fires,

information operations, logistics, interagency operations, and civil-engineering support.

3. Conduct a deliberate assessment upon entry into an AO or as directed. The deliberate assessment

consists of two phases—initial assessment and survey.

a. Prepare an assessment plan that includes the following:

(1) Composition of assessment team, including specialties required for specific tasks.

(2) Determine what information to gather by using the factors of CASCOPE.

(3) Determine the most likely source (person, place, event, and reference) from which to

obtain the information.

(4) Prepare a list of questions to ask or observations to make for the source that supports the

information requirements.

(5) Engage the source (for example, research references, observe activities, and interview

individuals).

(6) Compile the results obtained in step 3a(5).

(7) Report the results according to unit standing operating procedure (SOP).

b. Conduct an initial assessment. (The objectives or focus of the initial assessment should be

broad yet manageable.)

(1) Maintain awareness of the security situation at all times.

(2) Visit locations that will most likely provide the required information. Sources of pertinent

information include municipal government and public safety offices, hospitals, medical

clinics, feed centers, and host nation (HN), UN, and NGO relief sites.

(3) Determine actual conditions of the area, as directed by the mission statement, to confirm

or deny assumptions made during the preliminary assessment.

(4) Determine resources required to conduct emergency relief operations or additional, more

detailed surveys, as applicable.

(5) Report results to tasking headquarters according to unit SOP.

c. Conduct a survey. (The objectives or focus of the survey should be relatively narrow. Separate

surveys of different objectives may be required to obtain an accurate assessment of the overall

CMO objective.)

(1) Maintain awareness of the security situation at all times.

(2) Visit locations that will most likely provide the required information. Sources of pertinent

information include municipal government and public safety offices, hospitals, medical

clinics, feed centers, relief sites, clergy, major private industry, foreign embassies, and

multinational corporations.

(3) Refer to detailed checklists to ensure all aspects of the objective are scrutinized

appropriately, as directed by the mission statement.

(4) Conduct interviews with key personnel. Use prepared questions.

(5) Report results to tasking headquarters according to unit SOP.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Demonstrated appropriate use of assessment type for the designated mission

——

phase.

2. Developed coherent assessment plan that satisfies assessment objectives.

——

3. Demonstrated attention to detail appropriate to assessment type.

——

3-25

STP 41-38II-OFS

Establish a Civil-Military Operations Center

331-305-0700

Conditions: As a Civil Affairs (CA) officer in a field environment and given a supported unit or

organization, a civil component of a military operation, personnel and equipment for a civil-military

operations center (CMOC) as outlined in FM 3-05.401. The planning team has been directed to establish

a means to analyze, monitor, plan, coordinate, synchronize, and influence the civil component of the

military operation.

Standards: Manned, equipped, and prepared the CMOC to coordinate civil-military operations (CMO) for

the supported commander within 24 hours.

Performance Steps

1. Determine purpose and tasks of the CMOC.

a. Review the supported unit’s mission.

b. Review the doctrinal definition and functions of a CMOC.

2. Determine the structure of the CMOC.

a. Identify minimum organization and equipment requirements.

b. Identify additional organization and equipment requirements.

c. Develop an expansion plan.

3. Determine CMOC location options. Consider the following:

a. Inside security perimeter of the supported unit.

b. Outside security perimeter of the supported unit.

c. Mobile CMOC.

d. Combination of location options 3a through 3c above.

e. Nonstandard CMOC facilities.

4. Determine CMOC security considerations.

5. Determine CMOC force protection measures.

6. Displace CMOC, as required.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Described the purpose and tasks of the CMOC.

——

2. Described the organization and equipment requirements of the CMOC.

——

3. Listed CMOC location options.

——

4. Described CMOC security considerations.

——

5. Described CMOC force protection measures.

——

6. Determined when the CMOC should be displaced.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

3-27

STP 41-38II-OFS

Identify Civil-Military Transition Tasks

331-305-0701

Conditions: As a Civil Affairs (CA) officer in a civil-military operations center (CMOC) and given a

commander’s intent, representatives of governmental organizations (GOs), nongovernmental

organizations (NGOs), international organizations, or the indigenous populace, and a requirement

(operation order and/or fragmentary order) to transfer operations from military responsibility or control to

civilian responsibility or control. The planning team has been directed to determine the transition

requirements that will be incorporated into a transition plan.

Standards: Create a list of civil-military transition tasks that satisfies the commander’s intent.

Performance Steps

1. Analyze the mission for specified and implied transition tasks.

2. Review CA assessments to validate current conditions.

3. Analyze end state requirements for implied transition tasks; for example—

a. Match components within the incoming organization that are the same or similar in nature to

components within the unit being replaced.

b. Identify competent, trustworthy individuals to fill positions within the relieving organizational

structure.

c. Identify equipment and facilities required to perform the activity or task and who will provide

them. Prepare the appropriate property control paperwork if transferring equipment and/or

facilities between organizations.

d. Create timelines that provide sufficient overlap between the outgoing and incoming

organizations.

e. Determine, if necessary, how to conduct demilitarization of indigenous forces and incorporation

of former belligerents into the private sector.

f. Determine the criteria (measures of effectiveness [MOEs]) that will dictate when the incoming

organization will assume control of the activity or task; for example, a target date, task

standard, or level of understanding.

4. List the transition tasks.

5. Monitor MOEs.

6. Refine tasks, as required, to accommodate changing conditions.

7. Incorporate tasks into transition plans of effected organizations.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the tasks materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Analyzed the mission by using mission, enemy, terrain and weather, troops and

——

support available—time available, and civil considerations (METT-TC).

2. Reviewed CA assessments.

——

3. Analyzed end state requirements.

——

4. Listed tasks.

——

5. Monitored MOEs.

——

6. Refined tasks.

——

3-29

STP 41-38II-OFS

Operate a Civil-Military Operations Center

331-305-0750

Conditions: As a Civil Affairs (CA) officer in a field environment and given an established civil-military

operations center (CMOC) during a military operation and commander’s guidance for civil-military

operations (CMO). The planning team is required to maintain, expand, and contract the CMOC according

to the requirements of the military operation.

Standards: Operate the CMOC according to the commander’s guidance.

Performance Steps

1. Execute force protection measures.

2. Execute security measures.

3. Establish the CMOC battle rhythm.

a. Supervise the CMOC staff.

b. Manage CMO information.

c. Coordinate functional specialties.

d. Conduct CMOC meetings.

4. Reorganize or reconfigure the CMOC.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Executed force protection measures.

——

2. Executed security measures.

——

3. Maintained CMOC battle rhythm.

——

4. Reorganized or reconfigured the CMOC, as required.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

References

Required

ARTEP 41-701-10-MTP

ARTEP 41-701-35-MTP

ARTEP 41-701-60-MTP

FM 3-0

FM 41-10

JFSC PUB 1

JP 3-0

JP 5-0

3-31

STP 41-38II-OFS

Determine Civil Affairs Support to Military Operations

331-305-0770

Conditions: As a Civil Affairs (CA) officer, civil-military operations officer, or CA sergeant in a tactical

operations center environment and given an operation plan (OPLAN) and/or operation order (OPORD)

from higher headquarters, appropriate FMs, current situation, CA database, and commander’s guidance.

The planning team has been directed to determine the requirements that will be incorporated into a unit

OPLAN and/or OPORD.

Standards: The identified CA support satisfies the supported unit commander’s guidance .

Performance Steps

1. Identify Army special operations forces (ARSOF) operations.

a. Identify ARSOF force structure.

b. Identify primary ARSOF missions and collateral activities.

2. Identify CA organization and functions.

a. Force structure.

b. Functional specialties (16) and their teams.

c. Planning teams.

d. Tactical teams.

e. Civil-military operations center.

f. CA activities.

3. Identify the components of the CA methodology.

a. Assess.

b. Decide.

c. Develop and detect.

d. Deliver.

e. Evaluate.

f. Transition.

4. Identify Army operations.

a. Identify offensive operations.

b. Identify defensive operations.

c. Identify stability operations.

d. Identify support operations.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Described Army operations.

——

2. Described ARSOF operations.

——

3. Described CA organization and functions.

——

4. Listed CA activities.

——

5. Described the components of the CA methodology.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

3-32

STP 41-38II-OFS

Evaluate Civil-Military Measures of Effectiveness

331-305-0780

Conditions: As a Civil Affairs (CA) officer in a field environment and given a civil decisive point in a

selected civil-military line of operation and measures of effectiveness (MOEs) evaluation plan. The CA

officer is directed to evaluate the effectiveness of the outcome of the civil decisive point.

Standards: Evaluate MOEs according to the plan.

Performance Steps

1. Review evaluation plan. This evaluation plan will address the following:

a. Who will observe the MOEs?

b. When will the MOEs be observed?

c. How will the MOEs be observed?

d. Where will the observation be made?

e. Who will approve and validate achievement of the MOEs?

f. What actions will be taken when the MOEs are satisfactorily achieved?

2. Evaluate the MOEs according to the evaluation plan.

3. Determine mission success or shortfalls.

a. If satisfactorily achieved, take action according to the plan.

b. If not satisfactorily achieved, determine options that consider the following:

(1) Monitoring the operation and reevaluating at a later time.

(2) Accepting the results and implementing fragmentary orders for follow-on actions.

(3) Determining cause and effect and implementing branches or sequels to the plan or

developing a new plan to achieve the same or refined MOEs.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Evaluated MOEs according to the plan.

——

2. Determined effectiveness of the civil decisive point as successful or not

——

successful.

3. Implemented a follow-on action.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

References

Required

ARTEP 41-701-10-MTP

ARTEP 41-701-35-MTP

ARTEP 41-701-60-MTP

FM 100-8

FM 41-10

JP 3-57

3-34

STP 41-38II-OFS

Conduct Civil Affairs Activities

331-305-0784

Conditions: As an officer on a Civil Affairs (CA) team and given current situation and an operation plan

(OPLAN) and/or operation order (OPORD).

Standards: Prepare for, execute, and transition CA tasks associated with CA mission and collateral

activities in accordance with the OPORD and/or OPLAN.

Performance Steps

1. Prepare for the conduct of CA mission activities.

a. Assess current conditions against a defined norm or established standards, from receipt of the

mission through the mission analysis process.

b. Decide who, what, when, where, why, and how to focus CA assets and activities toward a

common operational effect during course of action (COA) analysis, COA decision, and when

creating the CA and civil-military operation (CMO) plan.

c. Develop rapport and relationships while detecting conditions that may trigger or mitigate a

specific CA/CMO response for input to the common operational picture (COP), which helps set

up the common operational response (COR), to achieve a common operational effect (COE).

2. Execute CA mission activities.

a. Conduct foreign nation support (FNS) activities.

(1) Identify or validate sources of FNS.

(2) Consult, enforce, or monitor existing FNS agreements.

(3) Assist in the agreement process where none exists or modification

is needed.

(4) Track costs associated with use of FNS assets.

(5) Perform quality control assessments of FNS products, services,

and associated costs.

(6) Assist in the arbitration of problems arising from the use or misuse

of FNS.

b. Conduct populace and resources control (PRC) activities.

(1) Identify or evaluate existing host nation PRC measures.

(2) Advise on PRC measures that would effectively support the

commander’s objectives.

(3) Recommend command guidance on how to implement PRC

measures.

(4) Publicize the control measures among host nation authorities and

local populace.

(5) Assess the effectiveness of the measures.

(6) Participate in the execution of selected PRC activities as required.

(7) Assist in the arbitration of problems arising from the implementation

of PRC measures.

c. Conduct dislocated civilian (DC) operations.

(1) Identify or evaluate existing host nation and/or international

community DC plans and operations.

(2) Advise on DC control measures that would effectively support the

commander’s objectives.

(3) Advise on how to implement DC control measures.

(4) Publicize the control measures among host nation authorities and

local populace.

(5) Assess the effectiveness of the measures.

(6) Participate in the execution of selected DC operations activities, as

required.

3-35

STP 41-38II-OFS

Performance Steps

(7) Assist in the arbitration of problems arising from the implementation

of DC control measures.

d. Conduct noncombatant evacuation operations (NEO).

(1) Participate in the writing and coordination of NEO plans.

(2) Identify, validate, or evaluate host nation and/or international

community resources designated for use in the NEO.

(3) Participate in the execution of selected NEO activities, as required.

(4) Assist in the arbitration of problems arising from the implementation

of NEO plans.

e. Conduct humanitarian assistance (HA) activities.

(1) Participate in interagency assessment, planning, and synchronizing

of HA activities.

(2) Identify, validate, or evaluate host nation and/or international

community resources designated for use in HA activities.

(3) Participate in the execution of HA activities, as required.

(4) Track costs associated with execution of HA.

(5) Perform quality control assessments of HA activities and costs.

(6) Assist in the arbitration of problems arising from the execution of

HA activities.

f. Conduct military civic action (MCA) activities.

(1) Identify, validate, or evaluate MCA project nominations.

(2) Synchronize MCA projects with other programs, both military and civilian.

(3) Participate in the execution of selected MCA activities, as required.

(4) Track costs associated with the execution of MCA.

(5) Perform quality control assessments of MCA activities and costs.

(6) Assist in the arbitration of problems arising from the execution of

MCA activities.

g. Conduct emergency services (ES) activities.

(1) Identify, validate, or evaluate host nation and/or international

community ES plans and resources designated for use in ES activities.

(2) Participate in interagency assessment, planning, and synchronizing

of ES activities.

(3) Participate in the execution of selected ES activities, as required.

(4) Track costs associated with execution of ES.

(5) Perform quality control assessments of ES activities and costs.

(6) Assist in the arbitration of problems arising from the execution of

ES activities.

h. Conduct support to civil administration (SCA) activities.

(1) Identify, validate, or evaluate host nation infrastructure.

(2) Understand the needs of the host nation in terms of the CA

functional specialties.

(3) Monitor and anticipate future requirements of the host nation in

terms of the CA functional specialties.

(4) Perform liaison functions between military and civilian agencies.

(5) Coordinate and synchronize collaborative interagency or

multinational support to SCA activities.

(6) Participate in the execution of selected SCA activities, as required.

(7) Perform quality control assessments of SCA activities and costs.

(8) Assist in the arbitration of problems arising from the execution of

SCA activities.

(9) Coordinate and synchronize transition of SCA activities from

military to indigenous government or international community control.

3. Evaluate the results of executed CA mission activities to determine if established measures of

effectiveness (MOEs) have been met.

3-36

STP 41-38II-OFS

Performance Steps

a. Evaluate effects of the activity based on the CA functional specialties.

b. Determine sustainability of projects and programs.

c. Recommend follow-on actions.

4. Transfer CA mission activities to follow-on CA forces, other military units,

host nation assets, or international organizations/nongovernmental organizations, as appropriate.

a. Synchronize transition plans.

b. Ensure activities are durable and sustainable.

c. Transition of authority/relief in place.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Prepared for CA mission activities.

——

2. Executed CA mission activities.

——

3. Evaluated CA mission activities.

——

4. Transferred CA mission activities.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

References

Required

JP 3-57

FM 100-8

FM 3-07

FM 41-10

3-37

STP 41-38II-OFS

Establish Civil-Military Measures of Effectiveness

331-305-0832

Conditions: As a Civil Affairs (CA) or civil-military operations (CMO) officer in an operational environment

and given the requirement to establish civil-military measures of effectiveness (MOEs) and the

commander’s intent; higher headquarters operation plan (OPLAN) and/or operation order (OPORD); FM

3-0; FM 41-10; FM 3-05.401; JP 3-57; JP 3-57.1, Joint Doctrine for Civil Affairs; mission-related

nonmilitary references (for example, United States Agency for International Development [USAID] Field

Operations Guide, United Nations Office of the High Commissioner for Refugees [UNHCR] Handbook,

the Sphere Project Minimum Standards Response); and preliminary assessments with detailed analysis

of civil areas, structures, capabilities, organizations, people, and events (CASCOPE) that identifies

prehostility or internationally accepted norms and standards against current conditions.

Standards: Establish MOEs according to completed mission analysis and design considerations

specified in FM 3-05.401, Chapter 4.

Performance Steps

1. Determine civil-military lines of operations.

a. Foreign nation support.

b. Populace and resources control.

c. Humanitarian assistance.

d. Military civic action.

e. Emergency services.

f. Support to civil administration.

2. Determine civil-military objectives for each line of operation.

a. Identify civil-military objectives for each line of operation.

b. Identify civil decisive points along each line of operation.

3. Determine desired outcomes of civil decisive points.

4. Determine the MOEs to evaluate the effectiveness of the civil decisive point outcomes.

a. MOEs are defined in qualitative and quantitative values to correlate or predict the value or

measures of a system or organization.

b. MOEs are appropriate to the objective of the end-state and help the decision makers

understand the status of the situation in different civil-military lines of operations.

c. MOEs are mission-related ensuring the mission is clearly understood by all participants, focus

on assessing the effectiveness of the mission and not the accomplishment of the supporting

tasks, cover all aspects of the mission, and are supported by the military decision-making

process (MDMP).

d. MOEs are cost-effective and reasonable so as not to levy too high a burden on limited

resources.

e. MOEs are sensitive to changes with progress toward meeting the mission objectives and

measured in sufficient detail that changes will be apparent.

f. MOEs are timely and responsive to changes the participants are trying to measure in a timely

enough manner for the participants to act.

g. MOEs are categorized into civil-military lines of operations.

h. MOEs indicate trigger points that show when responsibility for a sector of civil-military

objectives can be turned over to civilian society.

5. Establish an evaluation plan.

a. Determine who will observe the MOEs.

b. Determine when the MOEs will be observed.

c. Determine how the MOEs will be observed.

d. Determine where the observation will be made.

e. Determine who will approve and validate achievement of the MOEs.

3-38

STP 41-38II-OFS

Implement the Use of Interpreters in Civil-Military Operations

331-305-0876

Conditions: As a Civil Affairs (CA) officer and given the requirement to communicate through

interpreters.

Standards: Communication results in an accurate transfer of information.

Performance Steps

1. Select an interpreter based on mission analysis and:

a. Native language speaking capability.

b. Social status.

c. English language fluency.

d. Intellectual capacity (intelligence).

e. Technical ability.

f. Reliability and loyalty.

g. Gender, age, and race.

h. Compatibility.

i. Candidate character and security implications.

2. Orient an interpreter to his/her duties and responsibilities.

a. Establish a rapport with the interpreter.

b. Explain interpreter’s status in regards to rules of engagement (ROE).

c. Practice various methods of interpretation and communication.

d. Coordinate the actions of multiple interpreters during orientation (if used).

e. Conduct periodic testing or validation.

3. Communicate through one or more interpreters.

a. Speak to (look at) the subject.

b. Speak slowly and articulate words for the interpreter.

c. Break thoughts into segments.

4. Control interpreters during communication.

a. DO NOT permit interpreters to ask their own questions or answer questions for the subject

during communication.

b. DO NOT permit interpreters to intimidate or berate the subject.

c. DO NOT permit interpreters to paraphrase your words or the subject’s questions and

responses.

d. DO NOT allow for the overuse of interpreters.

e. Direct the actions of multiple interpreters during communication.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Selected appropriate interpreter according to mission analysis and preferred

——

characteristics.

2. Oriented interpreters to their duties and responsibilities.

——

3. Communicated through one or more interpreters.

——

4. Controlled interpreters during communication.

——

3-40

STP 41-38II-OFS

Conduct Civil Affairs Transfer of Authority

331-305-0880

Conditions: Given a mission, backg1round information, and a United States Army Psychological

Operations (PSYOP) unit.

Standards: Determine the PSYOP role in support of civil-military operations (CMO) in accordance with

(IAW) FM 41-10, pages 1-10 and 6-12.

Performance Steps

1. Identify transferable tasks.

a. Civil-military mission activities.

b. Administrative tasks, hand receipts, and equipment.

2. Exchange liaison officers (may not always be possible but should make every effort to accomplish

this step).

3. Develop transfer of authority (TOA) timeline with critical tasks.

4. Receive replacing unit.

5. Exchange key civil-military information.

a. Nongovernmental organization (NGO) and/or international organization status.

b. Threat level.

c. Point of contact (POC) lists.

d. All CMO-archived information (civil-military operations center [CMOC]).

e. Standing operating procedures (SOPs) (supported unit).

f. Battle rhythm schedule (meeting).

6. Orient replacing unit to current tasks.

7. Orient replacing unit to area of responsibility (AOR).

8. Supervise incoming unit while executing CA-CMO activities—critique, analyze, and comment.

9. Conduct official transfer IAW timeline and/or operation order.

10. Prepare after action report.

11. Redeploy.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Developed transferable task list.

——

2. Exchanged liaison officers.

——

3. Developed timeline.

——

4. Received replacing unit.

——

5. Exchanged critical information.

——

6. Oriented unit to current tasks.

——

7. Oriented replacing unit to AOR.

——

3-42

STP 41-38II-OFS

Subject Area 3: Information Management

Manage Civil-Military Operations (CMO) Information

331-305-0628

Conditions: As a Civil Affairs (CA) officer or civil-military operations (CMO) officer in a field environment

and given commander’s guidance; CMO estimate; current CA assessments; classification guide for the

operation; an established civil-military operations center (CMOC); unit standing operating procedure

(SOP); and AR 380-5, Department of the Army Information/Security Program; FM 41-10; FM 3-05.401;

and United States Army Special Operations Command (USASOC) Regulation (Reg) 350-1, Training Army

Special Operations Forces (ARSOF) Active Component Training. The CA team generates or receives

CMO information.

Standards: Classify, protect, and disseminate CMO information according to applicable regulations and

unit SOP.

Performance Steps

1. Identify information requirements.

a. Identify commander’s critical information requirements (CCIR).

b. Identify essential elements of friendly information (EEFI).

c. Review assessments.

2. Identify information sources.

a. Civilians.

b. Documents and libraries.

c. Newspapers and periodicals.

d. Nongovernmental organizations.

e. United States military (reports and briefings).

f. Host nation military.

3. Protect CA and CMO information.

a. Classification.

b. Operations security (OPSEC).

c. Signals security (SIGSEC).

d. Physical security (PHYSEC).

e. Personnel security (PERSEC).

4. Maintain CA and CMO information.

a. Daily journal.

b. CA workbook.

c. Situation map (SITMAP).

d. Protected target list (PTL).

e. Resource card file.

f. Message log.

5. Analyze CA and CMO information.

a. Identify potential problems.

b. Determine trends.

c. Establish measures of effectiveness (MOEs).

d. Evaluate MOEs.

e. Determine relevancy to current and future operations.

6. Transmit CA and CMO information.

a. Determine who needs to know.

b. Determine methods of transmission (e-mail, courier, radio, or face-to-face).

3-44

STP 41-38II-OFS

Performance Steps

c. Format information (briefings, reports, and/or overlays).

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Listed information requirements.

——

2. Listed information sources.

——

3. Described techniques for protecting CA and CMO information.

——

4. Maintained CA and CMO information (hard and electronic copy).

——

5. Analyzed CA and CMO information.

——

6. Transmitted CA and CMO information.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

References

Required

AR 380-5

FM 3-05.401

ARTEP 41-701-10-MTP

JP 3-57

ARTEP 41-701-35-MTP

ARTEP 41-701-60-MTP

FM 101-5

FM 3-0

FM 41-10

USASOC REG 350-1

3-45

STP 41-38II-OFS

Synchronize Civil Affairs Activities With the Information Operations Campaign Plan

331-305-0800

Conditions: As a Civil Affairs (CA) officer in a tactical operations center and given FM 100-6, Information

Operations; FM 101-5, Staff Organization and Operations; and JP 3-13, Joint Doctrine for Information

Operations; operation plan (OPLAN) and/or operation order (OPORD); information operations campaign

plan; civil-military operations (CMO) estimate; access to the information operations cell and/or nonlethal

effects cell; and the information operations planner.

Standards: Ensured that synchronized, mutually supportive activities are reflected in the CA and

information operations annexes.

Performance Steps

1. Describe key aspects of information operations. What are information operations? Why are they

important? Why are they important to staff officers?

a. Describe information operations and information superiority. The new era in which the Army

must function is characterized by the accelerated growth of a seemingly endless array of

information technologies. Now, more than ever before, timely and accurate information is

essential so commanders can coordinate, integrate, and synchronize combat functions on the

battlefield. If we do not protect our information systems and if we do not effectively affect our

adversary’s, we put our mission at risk. In fact, we could surrender our technological edge and

the advantage that can be gained by attaining information superiority.

b. Describe information operations components. Information operations include the elements of

operation security (OPSEC), Psychological Operations (PSYOP), electronic warfare (EW),

military deception, counterintelligence, counterpropaganda, counterdeception, physical

security, computer network attack, special information operations, and physical destruction,

and the related activities of CA and public affairs.

2. Describe CA support of information operations.

a. Determine the scope of information operations. Information operations occur throughout the

spectrum of conflict. CMO may comfortably contribute to all spheres of activity and have

particular utility during peace and transitions from conflict and war and peace that is not shared

by other military specialties that contribute to information operations by offensive, electronic, or

kinetic means. Foreign internal defense (FID), unconventional warfare (UW), PSYOP, stability

and support operations, military operations other than war (MOOTW), and CMO will not likely

fall into the comfort zone of those information warriors focused on attack and destruction. You

must be aware of this. Your contributions that are vital to achieving force protection and the

accomplishment of tactical, operational, military strategy, and national objectives are not

understood. You must be prepared to bring understanding and promote your ability to enhance

the success of military actions to achieve United States objectives by the conduct of CMO.

b. Describe CMO support of information operations. No other element of the force is specifically

charged with establishing and maintaining relationships between forces in the field and the

general population. Other forces do as a matter of course, however, in the absence of such

relationships. CA has the charter to take initiative and establish and maintain the ties between

the indigenous population and military forces that are often transient or of a fleeting nature.

3-46

STP 41-38II-OFS

Performance Steps

c. Describe information operations planning. Information operations are managed by a collective

from the various headquarters involved in military operations. This collective that expands and

contracts according to mission, enemy, terrain and weather, troops and support available—time

available, and civil considerations is referred to generically as the information operations cell.

Unless CMO planners are rigorous and energetic in their participation in this venue, their

contribution is apt to be limited. Information operations planners integrate and deconflict

various capabilities and activities to achieve information operations objectives that support the

joint force commander’s mission objectives. CMO is one of the activities that must be

integrated to successfully accomplish information operations. CMO planners ensure they take

an active part in information operations cell meetings and planning efforts to ensure that CMO

considerations and concerns are clearly understood and addressed.

d. Determine the relationship of CMO to information operations.

Evaluation Preparation: Setup: Provide the officer with adequate training and testing facilities, sufficient

time to review the task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO GO

1. Described key aspects of information operations.

——

2. Described CA support of information operations.

——

Evaluation Guidance: Score the officer GO if all performance measures are passed. Score the officer

NO-GO if any performance measure is failed. If the officer scores NO-GO, show the officer what was

done wrong and how to do it correctly.

References

Required

FM 100-6

ARTEP 41-701-10-MTP

FM 101-5

ARTEP 41-701-35-MTP

FM 3-0

ARTEP 41-701-60-MTP

FM 41-10

JP 3-13

JP 3-13.1

JP 3-57

3-47

STP 41-38II-OFS

APPENDIX A - SPECIFIC JOB SUMMARIES AND RESOURCES

1. GENERAL. CA officers should complete normal education and training requirements to advance and

develop themselves professionally and personally. Much, if not most, of the CA officer’s expertise should

be drawn from his civilian education and experience. Professional development for captains involves the

typical duty positions listed in the following paragraphs.

a. The company executive officer coordinates the administrative, logistics, maintenance, medical,

and food service needs for the company. He oversees the company’s operations, movements, security,

internal arrangements, and organization. He assumes command in the absence of the company

commander.

b. The battalion staff officer may serve as an administrative, intelligence, assistant operations, or

logistics officer:

(1) Administrative Officer (S-1). Is the commander’s principal staff officer on unit strength

maintenance, personnel service support, administrative support, safety and accident prevention, and

headquarters management. Supervises the activities of the S-1 section personnel.

(2) Intelligence Officer (S-2). Is the commander’s principal staff officer on all military

intelligence matters. Has primary staff responsibility for the production of intelligence, counterintelligence,

and intelligence training. Supervises the activities of the S-2 section personnel.

(3) Assistant Operations Officer (Assistant S-3). Assists the operations officer with

operations, plans, organization and training, and the supervision of the S-3 personnel.

(4) Logistics Officer (S-4). Is the commander’s principal staff officer for supply,

maintenance, transportation, and services. Supervises the S-4 personnel.

c. The CA officer serves as the assistant public administration officer, dislocated civilian officer,

civil supply officer, public communications officer, civil defense officer, public works officer, direct support

team leader, civic action team leader, or civil-military operations officer. He has staff responsibility for

those activities embracing the relationship among the military forces, the civil authorities, and the civilian

populace in the area of operation. He advises, assists, prepares plans, and recommends policies and

procedures for CA activities.

2. RESOURCES. CA officers should use the references and resources normally available within the unit

and those used for resident and nonresident schooling. The noninclusive list of reference publications in

this manual provides a ready source of information for further study and professional development.

Company grade CA officers should also be technically competent in their functional specialty. CA officers

gain their proficiency through civilian job experience, civilian training, and the study of appropriate special

texts and outside reading materials.

A-1

STP 41-38II-OFS

APPENDIX B - BRANCH READING LIST

The branch reading list is provided for the convenience of the individual officer and his

commander. When commanders develop their unit reading programs, they should choose books or other

reading material that will support their critical mission-essential task list, unit training programs, and

professional development of their officers. The minimum requirement is to read three books before

eligibility for promotion to major. The intention of the branch reading list is to give the commander a

starting point from which to proceed with the development of a unit or individual reading program. This

reading list is only a part of his continuing professional education and development. The list is not all-

inclusive, and officers are free to choose other material that better fits their individual programs.

Andrade, Dale, Ashes to Ashes: The Phoenix Program and the Vietnam War. Lexington Books,

1990.

Arnold, James R. The First Domino: Eisenhower, The Military and America’s Intervention in

Vietnam. Morrow, 1991.

Asprey, Robert. War in the Shadows: The Guerrilla in History. Garden City, NY: Doubleday & Co.,

1975.

Ayoob, Mohammed. Conflict and Intervention in the Third World. iUniverse Inc., 2002.

Bacevich, A.J., et al. American Military Policy in Small Wars: The Case of El Salvador.

Washington, DC: Pergamon-Brassey’s, 1988.

Barnett, Donald. Mau Mau From Within: Autobiography and Analysis of Kenya’s Peasant Revolt.

NY: Monthly Review Press, 1966.

Barnett, Frank R. and Lord, Carnes, eds. Political Warfare and Psychological Operations:

Rethinking the U.S. Approach. Washington, DC: National Defense University Press, 1996.

Barnett, Frank R.; Tovar, B. Hugh; and Schultz, Richard H., eds. Special Operations in U.S.

Strategy. Washington DC: National Defense University Press, 1988.

Bayo, Alberto. 150 Questions for a Guerrilla. Paladin Press, 1996.

Beetham. David. The Legitimation of Power. Humanities, 1991.

Bell, J. Bowyer. On Revolt: Strategies of National Liberation. Cambridge, MA: Harvard University

Press, 1976.

Berman, Larry. Planning a Tragedy: The Americanization of the War in Vietnam. NY: Norton,

1982.

Blaufarb, Douglas S. The Counterinsurgency Era: U.S. Doctrine and Performance, 1950 to the

Present. NY: Free Press, 1977.

Bodard, Lucien. The Quicksand War: Prelude to Vietnam. Boston: Little, Brown, and Company.

1967.

Brogan, Patrick. The Fighting Never Stopped: A Comprehensive Guide to World Conflict Since

1945. Random, 1990.

Cable, Larry. Conflict of Myths: The Development of American Counterinsurgency Doctrine and

the Vietnam War. NY: New York University Press, 1986.

B-1

STP 41-38II-OFS

Carroll, Wallace, Persuade or Perish. Houghton, 1948.

Chaliand, Gerard. Revolution in the Third World: Myths and Prospects. NY: Viking, 1989.

Chaliand, Gerard. Guerrilla Strategies: An Historical Anthology from the Long March to

Afghanistan. Berkeley: University of California Press. 1982.

Chapman, F. Spencer. The Jungle is Neutral. Alexandria, VA: Time-Life, 1989.

Charters, David and Tugwell, Maurice (eds). Armies in Low Intensity Conflict: A Comparative

Analysis. London, Washington: Brassey’s Defense publishers, 1989.

Clarke, Jeffrey, Advice and Support: The Final Years, 1965-1973. USGPO, 1988.

Clodfelter, Mark. The Limits of Airpower: The American Bombing of North Vietnam. NY: Free

Press, 1989.

Coles, Harry L. and Weinberg, Albert K. Civil Affairs: Soldiers Become Governors. Washington,

DC: Department of the Army, 1964.

Condit, D.M., et al., (eds). Challenge and Response in Internal Conflict. Center for Research in

Social Systems, 1968.

Cordesman, Anthony. The Lessons of Modern War, Volume III: The Afghan and Falklands

Conflict. Westview, 1991.

Corr, Edwin and Sloan, Stephen. Low-Intensity Conflict: Old Threats in a New World. Westview,

1992.

Cross, James E. Conflict in the Shadows: The Nature and Politics of Guerrilla War. NY:

Doubleday, 1963.

Crouch, Margaret and Doak, Leonard. Village Technology Handbook. Volunteers for Technical

Assistance, 1988.

Dallin, Alexander. German Rule in Russia 1941-1945. Westview Press, 1985.

Daughtery, William E., (ed). A Review of U.S. Historical Experience with Civil Affairs, 1776-1954.

(ORO-TP-29). Bethesda, MD: Operations Research Office, May 1961.

Dewar, Michael. Brush Fire Wars: Minor Campaigns of the British Army Since 1945. NY: St.

Martin’s Press, 1984.

Djilas, Milovan. Memoir of a Revolutionary. University of Iowa Press, 2002.

Donovan, David. Once a Warrior King: Memories of an Officer in Vietnam. New York, NY:

McGraw-Hill, 1988.

Dunn, Peter. The First Vietnam War. NY: St. Martin’s Press, 1985.

Dyer, Murray; Hausrath, Alfred H.; and Huggins, Gerald J. The Developing Role of the Army in

Civil Affairs. (ORO-T-398). Bethesda, MD: Operations Research Office, 1961.

Eckstein, Harry. Internal War: Problems and Approaches. NY: Free Press of Glencoe, 1964.

B-2

STP 41-38II-OFS

Edgerton, Robert. Mau Mau: An African Crucible. Ballantine Books, 1991.

Elliott-Bateman, Michael. Defeat in the East: The Mark of Mao Tse-Tung on War. NY: Oxford

University, 1967.

Erikson, Kai T. Everything in its Path: Destruction of a Community in the Buffalo Creek Flood.

S&S Trade, 1977.

Evans, Ernest. Wars Without Splendor: The U.S. Military and Low-Level Conflict. NY: Greenwood

Press, 1987.

Fairbairn, Geoffrey. Revolutionary Guerrilla War: The Countryside Version. Baltimore: Penguin,

1975.

Fall, Bernard. Street Without Joy. Harrisburg, PA: Stackpole, 1964.

Fall, Bernard. Hell in a Very Small Place: The Siege of Dien Bien Phu. NY: Da Capro Press,

1985.

Fall, Bernard. The Two Vietnams: A Political and Military Analysis. Westview Press, 1985.

Fall, Bernard. Last Reflections on a War. Doubleday and Co., 1967.

Fall, Bernard. Anatomy of a Crisis: The Laotian Crisis of 1960-1961. NY: Doubleday and Co.,

1969.

Gann, Lewis. Guerrillas in History. Standford, CA: Hoover Institution Press, 1971.

Gardner, Lloyd. Approaching Vietnam: From World War II through Dienbienphu, 1941-1954.

Norton, 1988.

Garland, Albert. A Distant Challenge: The U.S. Infantry in Vietnam, 1967-1972. Nashville, TN:

Battery Press, 1983.

Giap, Vo Nguyen. People’s War, People’s Army: The Viet Cong Insurrection Manual for

Underdeveloped Countries. University Press of the Pacific, 2001.

Gilbert, Marc. The Vietnam War: Teaching Strategies and Resources. Greenwood Press, 1991.

Gimbel, John. The Origins of the Marshall Plan. Stanford, CA: Stanford University Press, 1976.

Glick, Edward Bernard. Peaceful Conflict: The Non-Military Use of the Military. Harrisburg, PA:

Stackpole, 1967.

Gray, Colin S. War, Peace and Victory: Strategy and Statecraft for the Next Century. Touchstone

Books, 1991.

Green, Fitzhugh. American Propaganda Abroad: From Benjamin Franklin to Ronald Reagan.

Hippocrene Books, 1988.

Hammel, Eric. The Root: The Marines in Beirut, August 1982-February 1984. Pacifica Press,

1993.

Hanning, Hugh. The Peaceful Uses of Military Forces. New York: Praeger, 1967.

B-3

STP 41-38II-OFS

Head, William and Grinter, Lawrence. Looking Back on the Vietnam War: A 1990s Perspective on

the Decisions, Combat, and Legacies. Praeger Publications, 1993.

Herring, George. America’s Longest War: The United States and Vietnam 1950-1975. McGraw-

Hill, 2001.

Herrington, Stuart. Silence Was a Weapon: The Vietnam War in the Villages. Random House,

1987.

Hoffer, Eric. The True Believer: Thoughts on the Nature of Mass Movements. Harper Collins,

2002.

Holborn, Hajo. American Military Government: Its Organization and Policies. Washington, DC:

Infantry Journal Press, February 1947.

Horne, Alistair. A Savage War of Peace: Algeria 1954-1962. Viking Penguin, 1978.

Howard, Michael, ed. Soldiers and Governments: Nine Studies in Civil-Military Relations.

Greenwood Press, 1978.

Huntington, Samuel. Political Order in Changing Societies. Yale University Press, 1968.

Janis, Irving L. Groupthink: Psychological Studies of Policy Decision. Houghton Mifflin, 1982.

Johnson, John J., ed. The Role of the Military in Underdeveloped Countries. Princeton, NJ:

Princeton University Press, 1962.

Jones, Howard. A New Kind of War: America’s Global Strategy and the Truman Doctrine in

Greece. Oxford University Press, 1997.

Krepinevich, Andrew. The Army and Vietnam. Johns Hopkins, 1990.

Lawrence, T.E. Seven Pillars of Wisdom: A Triumph. Doubleday, 1991.

Lederer, William J. and Burdick, Eugene. Ugly American. Norton, 1998.

Linebarger, Paul. Psychological Warfare, second edition. Ayer Co. Pubs, 1972.

Loveman, Brian and Davies, Jr., Thomas M., eds. (Che Guevara) Guerrilla Warfare. University of

Nebraska Press, 1985.

Luttwak, Edward. Coup d’ Etat: A Practical Handbook. Harvard University Press, 1988.

Maginnis, John J. Military Government Journal: Normandy to Berlin. Amherst, MA: University of

Mass. Press, 1971.

Manwaring, Max, ed. Uncomfortable Wars: Toward a New Paradigm of Low Intensity Conflict.

Boulder, CO: Westview Press, 1991.

Marcum, John. The Angolan Revolution: The Anatomy of an Explosion 1950-1962. MIT Press,

1969.

Neustadt, Richard and May, Ernest. Thinking in Time: The Uses of History for Decision Makers.

Free Press, 1988.

Newman, John. JFK and Vietnam. Warner Books, 1992.

B-4

STP 41-38II-OFS

Nudell, Mayer. Handbook for Effective Emergency and Crisis Management. Lexington, MA:

Lexington Books, 1988.

Odom, Thomas. Dragon Operations: Hostage Rescues in the Congo 1964-1965. USGPO, 1988.

Osgood, Robert. Limited War Revisited. Westview, 1979.

Packenham, Thomas. Boer War. Random, 1979.

Palmer, Jr., Bruce. Intervention in the Caribbean - the Dominican Crisis of 1965. Lexington, KY:

University Press of Kentucky, 1990.

Parker Pen Company. Do’s and Taboos Around the World. NY: Wiley, 1985.

Patti, Archimedes. Why Vietnam? Prelude to America’s Albatross. University of California Press,

1980.

Peterson, Michael E. Combined Action Platoons: The U.S. Marines’ Other War in Vietnam. New

York: Praeger, 1989.

Pike, Douglas. Peoples Army of Vietnam. DaCapo, 1991.

Pike, Douglas. Vietnam and the Soviet Union: Anatomy of an Alliance. Westview, 1987.

Prados, John. President’s Secret Wars: CIA & Pentagon Covert Operations Since World War II

through Iranscam. Morrow, 1988.

Prados, John with Stubbs, Ray. Valley of Decision: The Siege of Khe Sanh. Houghton Mifflin,

1991.

Race, Jeffrey, War Comes to Long An: Revolutionary Conflict in a Vietnamese Province.

University of California Press, 1972.

Rice, Edward E. Wars of the Third Kind: Conflict in Underdeveloped Countries. University of

California Press, 1988.

Rosenau, James N. Turbulence in World Politics: A Theory of Change and Continuity. Princeton

University Press, 1990.

Roy, Jules. The Battle of Dienbienphu. Carroll & Graf, 1984.

Sarkesian, Sam C. and Williams, John Allen, eds. The U.S. Army in a New Security Era. Boulder,

CO: Lynne Rienner, 1990.

Sarkesian, Sam C. The New Battlefield: The United States and Unconventional Conflicts.

Greenwood Press, 1986.

Schultz, Richard. The Soviet Union and Revolutionary Warfare: Principles, Practices and

Regional Comparisons. Hoover Institution Press, 1988.

Shackleton, Ronald A. Village Defense: Initial Special Forces Operations in Vietnam. Phoenix

Press, 1975.

Shafer, D. Michael. Deadly Paradigms: The Failure of US. Counterinsurgency Policy. Princeton

University Press, 1988.

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Sharp, Gene. The Politics of Nonviolent Action. 3 Parts. Porter Sargent, 1973.

Shy, John A. People Numerous and Armed: Reflections on the Military Struggle for American

Independence. University of Michigan Press, 1990.

Sison, Jose and Werning, Rainer, Philippine Revolution: The Leader’s View. New York: Crane

Russak, 1989.

Stubbs, Richard. Hearts and Minds in Guerrilla Warfare: The Malayan Emergency, 1948-1960.

Oxford University Press, 1989.

Summers Jr., Harry G. On Strategy: A Critical Analysis of the Vietnam War. Ballantine Books,

1995.

Taber, Robert. War of the Flea: A Study of Guerrilla Warfare. Brassey’s Inc., 2002.

Tent, James F. Mission on the Rhine: Reeducation and De-Nazification in American-Occupied

Germany. Chicago, IL: University of Chicago Press, 1983.

Thakur, Ramesh C. International Peacekeeping in Lebanon: United Nations Authority and

Multinational Force. Westview, 1987.

Towle, Philip A. Pilots and Rebels: The Use of Air Power in Unconventional Warfare. Pergamon,

1989.

Tzu, Sun. The Art of War. Shambhala Publications, 2001.

West, F.J. The Village. Bantam, 1992.

Wolfe, Robert, ed. Americans as Proconsuls: United States Military Government in Germany and

Japan, 1944-1952. Carbondale, IL: Southern Illinois University Press, 1984.

Yergin, Daniel. The Prize: The Epic Quest for Oil, Money and Power. New York: Simon &

Schuster, 1991.

Young, Marilyn. The Vietnam Wars 1945-1990. Harper Collins, 1991.

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GLOSSARY

Section I

Acronyms & Abbreviations

AAR

after action review

ADP

automated data processing

assistant gunner; adjutant general

AIT

Advanced Individual Training

annually; artery to nerve

ANCOC

Advanced Noncommissioned Officer Course

area of operation; agent orange

AOR

area of responsibility

Army regulation; Army reserve; assistant rifleman

ARSOF

Army special operations forces

ARTEP

Army Training and Evaluation Program

biannually

BNCOC

Basic Noncommissioned Officer Course

biweekly

civil affairs

CAOAC

Civil Affairs Officer Advanced Course

CAQC

Civil Affairs Qualification Course

CASCOPE

civil areas, structures, capabilities, organizations, people, and events

CCIR

commander’s critical information requirements

CJCSI

Chairman of the Joint Chiefs of Staff Instruction

CMO

civil-military operations

CMOC

civil-military operations center

COA

course of action

COE

common operational effect

CONPLAN

concept plan; contingency plan

Glossary-1

STP 41-38II-OFS

COP

common operational picture

COR

Contracting Officer’s Representative; common operational response

Department of the Army; direct action

dislocated civilian; Dental Corps; discharge; direct current; displaced

civilian

DEPORD

deployment order

EEFI

essential elements of friendly information

EPMS

enlisted personnel management system

emergency services

electronic warfare

FAX

facsimile

FID

foreign internal defense

field manual; frequency modulation

FRAGORD

fragmentary order

FUNCPLAN

functional plan

governmental organization

humanitarian assistance; headache

host nation; nitrogen mustard

IAW

in accordance with

IPB

intelligence preparation of the battlespace; intelligence preparation of

the battlefield

JOPES

Joint Operations Planning and Execution System

JOPP

joint operation planning process

joint publication

JSCP

Joint Strategic Capabilities Plan

MCA

military civic action; Major Commercial Account

MDMP

military decision-making process

METL

mission-essential task list

METT-TC

mission, enemy, terrain and weather, troops and support available-time

available, and civil considerations

Glossary-2

STP 41-38II-OFS

S-3

operations and training officer

S-4

supply officer

security assistance; semiannually; sinoatrial

SAT

Systems Approach to Training

SCA

support to civil administration

Special Forces; Standard Form

SIGSEC

signal security

SITMAP

situation map

special operations

SODARS

special operations debrief and retrieval system

SOF

special operations forces

SOP

standing operating procedure

STP

soldier training publication

TEP

theater engagement plan

TLP

troop-leading procedure

TOA

transfer of authority

TOC

tactical operations center

TOE

table of organization and equipment

TPFDD

time-phased force development data; time-phased force and

deployment data

U.S.

United States

United Nations

UNHCR

United Nations Office of the High Commissioner for Refugees

United States

USAID

United States Agency for International Development

USAJFKSWCS

United States Army John F. Kennedy Special Warfare Center and

School

USASOC

United States Army Special Operations Command

unconventional warfare

Glossary-4

STP 41-38II-OFS

weekly

Section II

Terms

area assessment

(1) In unconventional warfare, the prescribed collection of specific information by the detachment that

commences immediately after infiltration and is a continuous operation. It confirms, corrects, refutes, or

adds to previous intelligence of the area from area studies and other sources prior to infiltration. (AR 310-

25) (2) The commander’s prescribed collection of specific information that commences upon employment

and is a continuous operation. It confirms, corrects, refutes, or adds to previous intelligence acquired from

area studies and other sources prior to employment. (JP 1-02)

area study

In unconventional warfare, the prescribed collection of specific information pertaining to a given

unconventional warfare area developed from sources available prior to infiltration. (AR 310-25)

chain of command

The succession of commanding officers from a superior to a subordinate through which command is

exercised. Also called command channel.

civil administration

An administration established by a foreign government 1) in friendly territory under an agreement with the

government of the area concerned, to exercise certain authority normally the function of the local

government, or 2) in hostile territory occupied by U.S. forces, where a foreign government exercises

executive, legislative, and judicial authority until an indigenous civil government supporting U.S. and allied

objectives can be established. (Joint Pub 3-57)

civil administration support operations

Civil affairs operations which support both the domestic civil sector and OCONUS civil administrations.

Support to the domestic civil sector is provided under specific statutory authority on a situation-specific

operation. Support to OCONUS civil administrations is undertaken when directed or approved by the

NCA.

civil affairs

Designated Active Army and Reserve Component forces that are organized, equipped, and trained to

carry out missions that specifically include the conduct or support to Civil Affairs activities.

civil affairs operations

Actions carried out as an integral part of a military mission which assure local authority and popular

understanding of, and compliance with, measures supporting military operations and consolidation

activities to attain U.S. objectives. (JP 3-57)

civil affairs personnel

Personnel specifically trained to exercise CA functional skills required for CA operations. CA personnel

should possess in-depth knowledge of cultures and linguistic capability associated with assigned areas of

responsibility. (JP 3-57)

civil defense

All those activities and measures designed or undertaken to: a. minimize the effects upon the civilian

population caused or which would be caused by an enemy attack on the United States; b. deal with the

immediate emergency conditions which would be created by any such attack; and c. effectuate

Glossary-5

STP 41-38II-OFS

emergency repairs to, or the emergency restoration of, vital utilities and facilities destroyed or damaged

by any such attack. (JP 1-02)

civil-military operations

Activi ties of a commander that establish, maintain, influence or exploit relations between military forces

and civil authorities, both governmental and nongovernmental, and the civilian populace in a friendly,

neutral, or hostile operational area to facilitate military operations and consolidate operational objectives.

CMO may include activities and functions normally the responsibility of local government. These activities

may occur prior to, during, or subsequent to other military actions. They may also occur, if directed, in the

absence of other military operations.

country team

Senior members of U.S. Government agencies assigned to a U.S. diplomatic mission overseas and

subject to the direction or supervision of the Chief, U.S. Mission (ambassador). Normally, such members

meet regularly (weekly) to coordinate U.S. Government political, economic, and military activities and

policies in the host country. (See also U.S. country team.)

foreign nation

A developed community of people having a territory, economic life, distinctive culture, and a common

language united under a single government which is situated externally to one’s own country or nation.

foreign nation support

Identification, negotiation, and procurement of available resources within a foreign nation to support U.S.

military missions during wartime, preparation for war, or peacetime. (Existing FM 41-10) The

identification, coordination, and acquisition of foreign nation resources, such as supplies, material, and

labor, to support U.S. military forces and operations. (JP 3-57)

host nation

(1) A nation which receives the forces and/or supplies of allied nations and/or NATO organizations to be

located on, to operate in, or to transit through its territory. (JP 1-02) (2) A nation in which representatives

or organizations of another state are present because of government invitation or international

agreement. The term particularly refers to a nation receiving assistance relevant to its national security.

host nation support

Civil and/or military assistance rendered by a nation to foreign forces within its territory during peacetime,

crises or emergencies, or war based on agreements mutually concluded between nations. (JP 1-02)

humanitarian and civic assistance (H/CA)

Assistance provided in conjunction with military operations, specifically authorized by Section 401, Title

10, U.S. Code. Such assistance is limited to: 1) medical, dental, and veterinary care provided in rural

areas of a country; 2) construction of rudimentary surface transportation systems; 3) well-drilling and

construction of basic sanitation facilities; and 4) rudimentary construction and repair of public facilities.

(JP 3-07)

military civic action

The use of preponderantly indigenous military forces on projects useful to the local population at all levels

in such fields as education, training, public works, agriculture, transportation, communications, health,

sanitation, and others contributing to economic and social development, which would also serve to

improve the standing of the military forces with the population. (U.S. forces may at times advise or

engage in military civic actions in overseas areas.) (JP 1-02)

Glossary-6

STP 41-38II-OFS

REFERENCES

Required Publications

Required publications are sources that users must read in order to understand or to comply with this

publication.

Army Regulations

AR 351-1

Individual Military Education and Training 15 October 1987

AR 380-5

Department of the Army Information Security Program 29 September

2000

Army Training and Evaluation Program

ARTEP 41-701-10-MTP

Mission Training Plan for a Civil Affairs Team 31 August 2000

ARTEP 41-701-35-MTP

Mission Training Plan for Civil Affairs Headquarters and Headquarters

Companies and Headquarters and Headquarters Detachments (Civil

Affairs Battalion, Brigade, and Command) 5 August 2002

ARTEP 41-701-60-MTP

Mission Training Plan for Civil Affairs Specialty Teams 5 August 2002

Field Manuals

FM 3-0

Operations 14 June 2001

FM 3-05.401

Civil Affairs Tactics, Techniques, and Procedures

FM 25-101

Battle Focused Training 30 September 1990

FM 33-1-1

Psychological Operations Techniques and Procedures 5 May 1994

FM 41-10

Civil Affairs Operations 14 February 2000

FM 100-6

Information Operations 27 August 1996

FM 100-8

The Army in Multinational Operations 24 November 1997

FM 100-25

Doctrine for Army Special Operations Forces 1 August 1999

FM 101-5

Staff Organization and Operations 31 May 1997

FM 101-5-1

Operational Terms and Graphics 30 September 1997

Joint Publications

JFSC PUB 1

The Joint Staff Officer’s Guide 2000

JP 3-0

Doctrine for Joint Operations 1 February 1995

JP 3-07

Joint Doctrine for Military Operations Other Than War 16 June 1995

JP 3-08

Interagency Coordination During Joint Operation Vol II 9 October 1996

JP 3-13

Joint Doctrine for Information Operations 9 October 1998

JP 3-13.1

Joint Doctrine for Command and Control Warfare (C2W) 7 February

1996

JP 3-57

Joint Doctrine for Civil-Military Operations 8 February 2001

JP 3-57.1

Joint Doctrine for Civil Affairs 14 April 2003

JP 5-0

Doctrine for Planning Joint Operations 13 April 1995

Other Product Types

USASOC REG 350-1

Army Special Operations Forces (ARSOF) Active Component and

Reserve Component Training (1995/07/28) 28 July 1995

References-1

STP 41-38II-OFS

Related Publications

Related publications are sources of additional information. They are not required in order to understand

this publication.

Army Training and Evaluation Program

ARTEP 41-701-10-MTP

Mission Training Plan for a Civil Affairs Team 31 August 2000

ARTEP 41-701-35-MTP

Mission Training Plan for Civil Affairs Headquarters and Headquarters

Companies and Headquarters and Headquarters Detachments (Civil

Affairs Battalion, Brigade, and Command) 5 August 2002

ARTEP 41-701-60-MTP

Mission Training Plan for Civil Affairs Specialty Teams 5 August 2002

Department of Army Forms

DA FORM 12-R

Establishment of a Publications Account 1 January 1996

DA FORM 5164-R

Hands-On Evaluation 1 September 1985

Field Manuals

FM 3-0

Operations 14 June 2001

FM 3-05.401

Civil Affairs Tactics, Techniques, and Procedures

FM 3-07

Stability Operations and Support Operations 20 February 2003

FM 7-0

Training the Force 22 October 2002

FM 22-100

Army Leadership 31 August 1999

FM 41-10

Civil Affairs Operations 14 February 2000

FM 100-8

The Army in Multinational Operations 24 November 1997

FM 100-25

Doctrine for Army Special Operations Forces 1 August 1999

FM 101-5

Staff Organization and Operations 31 May 1997

FM 101-5-1

Operational Terms and Graphics 30 September 1997

Joint Publications

JP 1-02

Department of Defense Dictionary of Military and Associated Terms 12

April 2001

JP 3-0

Doctrine for Joint Operations 1 February 1995

JP 3-05.2

Joint Tactics, Techniques, and Procedures for Special Operations

Targeting and Mission Planning 21 May 2003

JP 3-07

Joint Doctrine for Military Operations Other Than War 16 June 1995

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—In Development

JP 3-13.1

Joint Doctrine for Command and Control Warfare (C2W) 7 February

1996

JP 3-16

Joint Doctrine for Multinational Operations 5 April 2000

JP 3-53

Doctrine for Joint Psychological Operations 10 July 1996

JP 3-57

Joint Doctrine for Civil-Military Operations 8 February 2001

Other Product Types

ISBN 0395631246

Getting to Yes: Negotiating Agreement Without Giving In (Roger Fisher,

William Ury, and Bruce Patton; 2nd Edition; Houghton Mifflin Co.; April

1992) 1 April 1992

References-2

STP 41-38II-OFS

Questionnaire

Type Unit____________________________________________________________________________

Date________________________________________________________________________________

MOS/Skill Level_______________________________________________________________________

Current Duty Position__________________________________________________________________

Years in Service______________________________________________________________________

Years in Current Grade_________________________________________________________________

Special Note to Commanders and Trainers: Results of hands-on evaluations are no longer reported for

enlisted personnel management system (EPMS) purposes. To improve its products, the USAJFKSWCS

must obtain training diagnostic feedback from the field. Upon completion of your periodic hands-on

evaluations, please provide the USAJFKSWCS with the consolidated results of your analysis. Strict unit

anonymity will be maintained. We are only interested in obtaining sufficient data to identify tasks and

performance measures that indicate a need for improvement in our training products.

Although data in any form will be accepted, the elements in the following example would be most

meaningful to us:

Task

Number of

Total Number

Number

Soldiers Evaluated

NO-GO

Steps Failed

061-294-1104

step 3 (2)

step 5 (1)

step 6 (2)

If you are aware of any external factors that affected the results of your evaluation, please identify them.

Informal, handwritten feedback will be fine.

Again, responding to this request is entirely voluntary and unit anonymity will be maintained.

Thank you for your help.

Please complete the questionnaire below by indicating the number of the response that reflects your

feeling about each statement. Please explain overall responses of Disagree or Strongly Disagree in the

Comments section.

Strongly

No Opinion/

Agree

Disagree

Not Applicable

1. This manual is well-organized and easy to use.

________

2. The tasks in this manual are assigned to the proper skill level. (Please identify tasks

that you think should be assigned to a different skill level. Give your reasons in the

Comments section.)

________

3. The MTP is helpful in planning my training.

________

Questionnaire-1

STP 41-38II-OFS

4. The location of qualification training (resident or unit) in the MOS training plan is

appropriate. (Please identify any disagreements by task and explain in the

Comments section.)

________

5. The instructions given in the Evaluation Preparation section are clear and complete.

(Please identify exceptions by task numbers in the Comments section.)

________

6. The conditions for all tasks are correct. (Please list exceptions in the Comments

section.)

________

7. The standards for all tasks are correct and attainable. (Please list those that are

not clear in the Comments section.)

________

8. The steps listed in the Evaluation Guide for all tasks are accurate.

________

9. The evaluation guidelines and hands-on evaluation (DA Form 5164-R) are clear and

easy to use.

________

10. The study references for each task are complete and accurate. (Please list those

that are not in the Comments section.)

________

If you need to comment on any item above or if you have any recommendations to improve this manual in

any way, please write your thoughts in the Comments section.

Comments:

____________________________________________________________________________________

Questionnaire-2

STP 41-38II-OFS

____________________________________________________________________________________

Questionnaire-3

STP 41-38II-OFS

____________________________________________________________________________________

If you desire a response, please provide your name and address:

_______________________________________________________

Send responses to:

Commander

USAJFKSWCS

ATTN: AOJK-DT-CA

Fort Bragg, NC 28310-5000

Questionnaire-4

STP 41-38B14-SM-TG

SOLDIER’S MANUAL AND

TRAINER’S GUIDE

MOS 38B

CIVIL AFFAIRS SOLDIER

Skill Levels 1 Through 4

January 2008

DISTRIBUTION RESTRICTION: Distribution authorized to U.S. Government agencies and their contractors only to

protect technical or operational information from automatic dissemination under the International Exchange Program

or by other means. This determination was made on 28 December 2007. Other requests for this document must be

referred to Commander, United States Army John F. Kennedy Special Warfare Center and School,

ATTN: AOJK-DTD-CA, Fort Bragg, North Carolina 28310-9610.

DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents or reconstruction of the

document.

FOREIGN DISCLOSURE RESTRICTION (FD 6): This publication has been reviewed by the product developers in

coordination with the United States Army John F. Kennedy Special Warfare Center and School foreign disclosure

authority. This product is releasable to students from foreign countries on a case-by-case basis only.

HEADQUARTERS, DEPARTMENT OF THE ARMY

STP 41-38B14-SM-TG

SOLDIER TRAINING

HEADQUARTERS

PUBLICATION

DEPARTMENT OF THE ARMY

No. 41-38B14-SM-TG

Washington, DC, 31 January 2008

SOLDIER'S MANUAL AND TRAINER'S GUIDE

MOS 38B

Civil Affairs Soldier

Skill Levels 1 Through 4

TABLE OF CONTENTS

PAGE

Table of Contents

Preface

Chapter 1. Introduction

1-1

1-1. Training the Force

1-1

1-2. Civil Affairs Training Strategy

1-3

1-3. Task Summary Format

1-4

1-4. Training Responsibilities

1-4

Chapter 2. Training Guide

2-1

2-1. Training Process

2-1

2-2. Training Preparation

2-1

2-3. Conduct of Training

2-1

2-4. Recovery From Training

2-2

DISTRIBUTION RESTRICTION: Distribution authorized to U.S. Government agencies and their

contractors only to protect technical or operational information from automatic dissemination under the

International Exchange Program or by other means. This determination was made on 28 December 2007.

Other requests for this document must be referred to Commander, United States Army John F. Kennedy

Special Warfare Center and School, ATTN: AOJK-DTD-CA, Fort Bragg, North Carolina 28310-9610.

DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents or

reconstruction of the document.

FOREIGN DISCLOSURE RESTRICTION (FD 6): This publication has been reviewed by the product

developers in coordination with the United States Army John F. Kennedy Special Warfare Center and

School foreign disclosure authority. This product is releasable to students from foreign countries on a

case-by-case basis only.

*This publication supersedes STP 41-38A14-SM-TG, 31 October 2003.

31 January 2008

STP 41-38B14-SM-TG

2-5. Training Evaluation

2-2

2-6. Soldier Proficiency

2-3

2-7. Training Assessment

2-3

Chapter 3. MOS/Skill Level Tasks

3-1

Skill Level 1

Subject Area 1: Civil Affairs Operations

331-38B-1003 Identify the Steps of Civil Affairs Methodology

3-1

331-38B-1005 Collect Civil Affairs Area Study Data

3-4

331-38B-1006 Conduct a Civil Affairs Assessment

3-6

331-38B-1010 Define the Civil Affairs Functional Specialty Areas

3-10

331-38B-1012 Define Foreign Humanitarian Assistance

3-13

331-38B-1013 Define Populace and Resources Control

3-15

331-38B-1014 Assess Area for the Establishment of Dislocated Civilian Camps

3-17

331-38B-1018 Define Support to Civil Administration

3-19

331-38B-1022 Prepare for a Media Interview

3-21

331-38B-1035 Identify the Organization and Functions of Civil Affairs

3-24

331-38B-1040 Define Nation Assistance

3-30

Subject Area 2: Civil Information Management

331-38B-1004 Define Civil Information Management

3-32

331-38B-1019 Conduct Information Gathering Through Civil Affairs Operations

3-34

331-38B-1025 Prepare a Situation Map

3-37

331-38B-1026 Prepare a Civil Affairs Operations Overlay

3-48

331-38B-1027 Integrate Civil Affairs Operations Overlays with Other Staff Sections

3-55

331-38B-1029 Process Classified Material

3-58

331-38B-1031 Employ Digital Imagery Systems

3-60

Subject Area 3: Civil-Military Operations

331-38B-1007 Identify the Impact of Military Operations on Civilians in the Area of

Operations

3-62

331-38B-1020 Describe the Organization and Functions of a Civil-Military Operations

Center

3-65

331-38B-1034 Define a Civil-Military Operations Estimate

3-67

331-38B-1036 Identify the Functions and Responsibilities of the Civil-Military Operations

Staff Section

3-69

Subject Area 6: Transition Operations

331-38B-1032 Define Transition Operations

3-71

Subject Area 7: General

331-38B-1001 Identify the Basic Steps Involved in the Problem Solving Process

3-73

331-38B-1021 Define Measures of Effectiveness

3-75

331-38B-1023 Identify Force Protection Measures

3-76

331-38B-1024 Conduct Military Briefings

3-78

331-38B-1033 Identify Army Orders

3-83

331-38B-1037 Identify Command Relations

3-86

331-38B-1039 Identify Army Staff Structure and Responsibilities

3-88

Skill Level 2

Subject Area 1: Civil Affairs Operations

331-38B-2009 Implement the Use of Interpreters in Civil Affairs Operations

3-95

31 January 2008

STP 41-38B14-SM-TG

331-38B-2011 Identify the Capabilities of Other Organizations in Support of Civil-Military

Operations

3-99

331-38B-2012 Conduct Liaison With Other Organizations

3-104

331-38B-2016 Advise the Supported Commander on Legal and Moral Obligations with

Respect to Civil-Military Operations

3-107

331-38B-2017 Provide Recommendations to the Supported Commander to Minimize

Civilian Interference With Military Operations

3-109

331-38B-2018 Coordinate the Evacuation and Control of Civilians From Combat Areas

3-112

331-38B-2020 Conduct a Local Medical Health Assessment

3-116

Subject Area 2: Civil Information Management

331-38B-2019 Coordinate Civil Information With Information Operations

3-118

Subject Area 4: Leadership

331-38B-2001 Identify the Steps of Troop-Leading Procedures

3-121

Subject Area 5: Staff Skills

331-38B-2014 Recommend a Protected Target List

3-125

Skill Level 3

Subject Area 1: Civil Affairs Operations

331-38B-3005 Establish a Civil-Military Operations Center

3-127

331-38B-3009 Analyze Civil Affairs Assessments

3-131

331-38B-3011 Conduct Populace and Resources Control

3-136

331-38B-3013 Conduct Foreign Humanitarian Assistance Operations

3-141

331-38B-3015 Coordinate the Storage, Security, and Movement of Supplies from Other

Organizations

3-143

331-38B-3022 Conduct Negotiations

3-145

331-38B-3030 Manage Interpreters During Civil Affairs Operations

3-149

331-38B-3031 Conduct Mediation

3-152

331-38B-3032 Conduct Nation Assistance Operations

3-158

331-38B-3033 Conduct Support to Civil Administration Operations

3-160

Subject Area 2: Civil Information Management

331-38B-3034 Conduct Civil Information Management Operations

3-167

Subject Area 3: Civil-Military Operations

331-38B-3014 Coordinate the Use of Medical Resources in Support of Civil-Military

Operations

3-169

Subject Area 5: Staff Skills

331-38B-3001 Integrate Civil-Military Operations Into the Military Decisionmaking Process

3-171

331-38B-3006 Plan Civil-Military Operations Projects

3-175

331-38B-3010 Prepare a Civil-Military Operations Annex

3-181

331-38B-3023 Identify Joint Force Staff Structure, Responsibilities, and Operations

3-185

Subject Area 6: Transition Operations

331-38B-3028 Conduct Civil-Military Operations Transition Operations

3-189

Skill Level 4

Subject Area 1: Civil Affairs Operations

331-38B-4010 Operate a Civil-Military Operations Center

3-192

Subject Area 3: Civil-Military Operations

331-38B-4003 Develop a Civil-Military Operations Project Management Plan

3-199

31 January 2008

iii

STP 41-38B14-SM-TG

PREFACE

This manual provides the information necessary for Civil Affairs (CA) Soldiers to train for military

occupational specialty (MOS) proficiency and includes self-development information that can assist the

Soldier in lifelong learning and career development. An overview of the Army training process details the

linkage and importance of the various elements that comprise the Army training process.

The goal of training is to produce combat-ready CA Soldiers, teams, and units that have the ability to

respond rapidly and appropriately to known or suspected enemy activity, to neutralize the enemy, and to

mitigate the adverse effects on the civilian populace. This Soldier training publication (STP) contains the

individual tasks, a trainer’s guide and four appendices to help guide the 38B Soldier is his training and

career development. Appendix A contains a training strategy for team training. This is appropriate for all

CA teams, civil liaison teams, CA planning teams and the CMOC. Appendix B describes various

evaluation techniques and procedures for assessing training. Appendix C provides career development

guidance and Appendix D contains self-development guidance to assist with life-long learning.

This STP identifies the individual MOS training requirements for Soldiers in MOS 38B. Commanders and

trainers use the trainers guide to plan, conduct, and evaluate individual training. This manual is the MOS

reference to support the self-development and training of all CA Soldiers and supports the doctrinal

concepts found in Field Manual (FM) 3-05.40, Civil Affairs Operations, and FM 3-05.401, Civil Affairs

Tactics, Techniques, and Procedures.

The Army school system, the unit trainers, and the individual share responsibility for the proficiency of CA

skills and career development resulting in ever-increasing capabilities. The proponent schools develop

the list of CA critical tasks that Soldiers are required to perform at various grade levels. CA individual

tasks included in this manual are initially taught in the training institutions and reinforced through

collective training in the teams and units. Unit commanders must provide an environment in which

Soldiers can refine their individual skills, train as a team or unit, develop leadership skills, and grow

professionally in knowledge and increasing capabilities.

Soldiers are ultimately responsible for their own self-development enhancing their skills and professional

development. This manual provides insights to assist the Soldier in developing career plans and pursuing

advancement in knowledge and skills to further their career advancement.

This publication applies to the Active Army, the Army National Guard (ARNG)/Army National Guard of the

United States (ARNGUS), and the United States Army Reserve (USAR) unless otherwise stated.

The proponent for this publication is the United States Army John F. Kennedy Special Warfare Center

and School (USAJFKSWCS). Send comments and recommendations directly to the Commander, United

States Army John F. Kennedy Special Warfare Center and School, ATTN: AOJK-DTD-CA, Fort Bragg,

NC 28310-9610.

Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men.

31 January 2008

STP 41-38B14-SM-TG

CHAPTER 1

Introduction

1-1. Training the Force.

a. The Army Training System. The Army training system is a cooperative effort between the

institutional Army, units, organizations, and individuals. The Army training system supports training in the

three domains in which it occurs: operational, institutional, and self-development as diagrammed in the

Army Training and Leader Development Model (ATLDM) shown in Figure 1. The ATLDM centers on

developing trained and ready units led by competent and confident leaders. The model identifies the

important interaction necessary to train Soldiers now and to develop leaders for the future. Leadership is

in the center of the diagram synchronizing the institutional, organizational and self-development domains.

The three core domains shape the critical learning experiences throughout a Soldier’s and leader’s

career. These domains interact to focus Army energy and resources on training, leader development, and

to maximize warfighting readiness. Each domain has specific, measurable actions that must occur to

provide foundational experiences for Soldier, leader, and unit development.

b. The operational domain includes home station training, combat training center rotations, joint

training exercises, and operational deployments. This type of training is collective unit, team, and

individual training that prepare Soldiers to accomplish the unit mission objectives. The institutional

domain focuses on educating and training Soldiers and leaders on the key knowledge, skills, and

attributes required to operate in any environment for a particular MOS or Branch. It includes individual

(initial entry training [IET]), joint schools, and advanced military training (basic noncommissioned officer

course [BNCOC]/advanced noncommissioned officer course [ANCOC]/command sergeant major

academy) and education. The self-development domain, both structured and informal, focuses on taking

those actions necessary to reduce or eliminate the gap between operational and institutional

experiences. Throughout this lifelong learning and experience process, there is formal and informal

assessment and feedback of performance to prepare leaders for their next level of responsibility.

Figure 1. Army training and leader development model

31 January 2008

1-1

STP 41-38B14-SM-TG

c. FM 7-0, Training the Force, defines the relationship between Army training and leadership

development and the three training domains: operational, institutional, and self-development. The Army’s

basic mission is to train and prepare Soldiers, leaders, and units to fight and win in combat. As explained

in the Army’s capstone training doctrine, units do not have the time or the resources to train on every

possible task. Some tasks are accomplished routinely and do not require specified training time.

Therefore, commanders must identify the tasks that are the unit’s critical wartime tasks. Commanders

develop the unit mission-essential task list (METL) based on his assessment of unit training readiness

and the higher headquarters’ METL. Commanders use the METL to develop their unit-training plan.

Noncommissioned officers (NCOs) plan the individual and team training that Soldiers need to become

warriors and to perform the tasks required for mission accomplishment. The Soldier training publications

(STPs) provide the critical individual tasks for each MOS that support the unit’s full spectrum operations.

Trainers use the tasks in the STPs to train the Soldiers and measure their proficiency on these critical

individual tasks. The manuals provide task performance and evaluation criteria and are the basis for

individual training and evaluation during unit training and for task-based evaluation during resident

training.

d. FM 7-1, Battle Focused Training, defines the Army training system and describes how to conduct

training. This reference is the Army’s doctrinal foundation for how to train, and it applies to all units and

organizations of the Army. The publication explains how the Army assesses, plans, prepares, and

executes training and leader development. FM 7-1 provides a common training language for the Army. It

describes:

• Standardized training terms of reference.

• Training management and execution systems and processes that support unit readiness.

• Processes and products that support training and leader development.

e. Train to Develop Adaptive Leaders and Units. Commanders/leaders must not only focus

subordinates and units on how to fight, but must teach them how to operate anywhere in the spectrum of

operations. Leaders must develop Soldiers who are physically and mentally agile and versatile in their

skills and knowledge and capable of adeptly performing a variety of challenging and complex tasks. The

Army needs leaders and subordinates who are alike in their reasoning and decision making when faced

with transitional situations. Competence, confidence, and discipline promote initiative and enable leaders

to adapt to changing situations and conditions. Adaptive leaders are a necessity for success in the

common operating environment (COE). To develop and train this ability, commanders and senior NCOs

must mentor, guide, listen to, and reason with Soldiers. They must develop Soldiers who are trained in

“how to think” instead of “what to think.” The training must develop Soldiers who are problem solvers for a

variety of complex, challenging, and changing situations. Soldiers and leaders build confidence when they

consistently demonstrate competence in tasks. Commanders intensify training experiences by varying

training conditions, making them increasingly difficult and unpredictable. Repetitive and increasingly

complex training gives Soldiers and leaders a foundation that can be used to adapt to new situations.

Commanders establish a training environment that encourages initiative and innovation, and recognizes

the benefits of allowing leaders the opportunity to learn from their mistakes. Leaders learn to improvise

with the resources at hand, exploit opportunities, and accomplish the assigned mission within the

commander’s intent in the absence of orders. Commanders at every echelon integrate training events in

their training plans to develop and train imaginative, adaptive leaders and units. Training experiences

coupled with timely feedback build competence.

f. Army Warrior Training. The Army identified warrior tasks and battle drills that enhance a Soldier’s

readiness to fight on the battlefield. Army Warrior Training (AWT) is hands-on warrior tasks and battle

drills learned in IET. Army warrior tasks are critical survival skills that are common tasks for all Soldiers.

Soldiers must stay proficient in warrior skills in addition to individual MOS, collective, and team tasks.

Standards remain constant but commanders must be aware that the enemy adapts quickly and Soldier

training will change more rapidly because of current operational environments. STP 21-1-SMCT, The

Soldier’s Manual of Common Tasks Skill Level 1, and STP 21-24-SMCT, The Soldier’s Manual of

Common Tasks Warrior Leader, Skill level 2 through 4, contain the individual tasks that are essential to

the Army’s ability to win on the modern battlefield. In an operational environment, regardless of job or

individual MOS, Soldiers must be able to fight, survive, and win in combat. The SMCTs provide the

1-2

31 January 2008

STP 41-38B14-SM-TG

trainer’s guide to help the trainer plan, prepare, train, evaluate, and monitor individual training in units. It

lists by general subject area and skill level the critical warrior tasks that Soldiers must perform suggested

training environments and a suggested frequency of training. The SMCT gives the commander, trainer, or

first-line supervisor, and individual Soldiers the information necessary to support integration and

sustainment training in their units.

g. Combined Arms Training Strategy. The Combined Arms Training Strategy (CATS) is a training

strategy and a resourcing document. The CATS is developed based on the unit table of organization and

equipment (TOE). The CATS allows commanders and leaders to tailor their training strategy to meet the

unit training requirements using the crawl-walk-run concepts and the Army force generation lifecycle

management cycles. Types of CATS are listed below:

(1) Unit CATS is mission focused collective training of units. The training tasks are based on the

organization’s TOE. As a resourcing document the unit CATS identifies the resources in manpower and

logistical requirement needed to conduct a given training event. Since the CATS is an electronic

document, it is easily adapted to not only the core METL but also the theater METL training requirements.

(2) Individual CATS is in the development stage and will eventually replace the STP. The

individual CATS is a description of the methods and resources required for implementing individual

training. It describes who (Soldier), what (task), where (training site), and when the training is

implemented.

(3) Self-development CATS is also in the developmental stage and is intended to assist individuals

in developing a personal training strategy consisting of directed and self-motivated components. This

provides individuals a plan to posture themselves for promotion and self-motivated improvements in

personal performance. Self-development enhances individual skills.

h. Joint, Interagency, Intergovernmental, Multinational Training. The purpose of joint training is to

prepare the Army to execute missions as part of a joint/combined force across the full spectrum of

operations. To prepare to conduct these operations, units must train using joint doctrine, tactics,

techniques, and procedures involving more than one Service component.

1-2. Civil Affairs Training Strategy.

a. General. CA training is composed of individual, collective, and team training that enhances mission

readiness. The commander/leader identifies the tasks to support the mission and develops the METL.

Trainers focus resources to train Soldiers on individual and team tasks, and units on collective tasks.

b. Individual Training. A CA individual task is a clearly defined, discrete, and measurable activity or

action performed by a 38B MOS, Civil Affairs Specialist (Active Army or USAR). Initial training of

individual tasks is taught during 38B advance individual training (AIT) or military occupational specialty-

training (MOS-T). Proponent training developers analyze CA missions to determine the specific job/duty

requirements to determine the skills and knowledge necessary to conduct Civil Affairs operations (CAO)

and civil-military operations (CMO). The duties and responsibilities of each grade level determine the

critical tasks to be performed by a typical CA Soldier. Individual skills are integrated with collective tasks

which are performed at team or unit level. There are two types of individual tasks-shared and unique.

(1) Army Common Soldier Tasks. An Army common Soldier task is a critical task performed by

every Soldier in a specific skill level regardless of MOS or branch. The proponent for Army shared tasks is

the Combined Arms Training Center, Fort Leavenworth, Kansas. Army common Soldier tasks are

described in STP 21-1-SMCT and STP 21-4-SMCT.

(2) Unique Individual Tasks. A unique individual task is MOS specific that other Soldiers do not

have the training, capability, or requirement to perform. The designated proponent is solely responsible

for the development and maintenance of a unique individual task.

c. Collective Training. A collective task is a clearly defined, discrete, and measurable activity, action

or event (for example, tasks) which is performed by an integrated and coordinated collection of Soldiers

and contributes directly to mission/core capability accomplishment. A collective task is derived from a

mission/core capability or higher level task. Task accomplishment requires performance of procedures

composed of supporting collective or individual tasks. A collective task describes the exact performance a

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unit or team must perform in the field under actual operational conditions. The reference is United States

Army Training and Doctrine Command (TRADOC) Regulation (Reg) 350-70, Systems Approach to

Training Management, Processes, and Products. There are two types of collective tasks: shared and

unique.

(1) Shared Collective Tasks. A shared collective task is developed by the responsible

proponent and is performed by different type units. Shared tasks are doctrinally performed the same by

multiple units to ensure Armywide standardized training. The manager for Army shared collective tasks is

the Combined Arms Training Center, Fort Leavenworth, Kansas.

(2) Unique Collective Tasks. A unique collective task is a branch specific task that no other unit

has the capability or requirement to perform. The designated proponent is solely responsible for the

development and maintenance of unique collective tasks.

d. Team Training. Team training requires training of individual, leader, and collective tasks executed

by members of a team. Proper execution of team tasks ensures success of the team mission. This

reference focuses on the modular, scalable, “plug and play” CA capabilities of civil-military operations

centers (CMOC), Civil Affairs teams (CATs), Civil Affairs planning teams (CAPTs), and functional

specialty cells. Appendix A provides additional information.

1-3. Task Summary Format. The task summary format provides the necessary information to plan

training, perform the task, and evaluate the results.

a. General. A task is a clearly defined and measurable activity accomplished by individuals and

organizations. It is the lowest behavioral level in a job or unit that is performed for its own sake. It must be

specific; it has a definite beginning and ending; may support or be supported by other tasks; has only one

action and; therefore, is described using only one verb; a task is performed in a relatively short time; and

it must be observable and measurable.

b. Task Condition. The task condition provides the trainer with information necessary to prepare for

the successful performance of the task. It explains who performs the task, where the task is performed,

and why the task is performed. It also identifies required equipment, tools, materials, references, and

supporting personnel. Environmental conditions are identified that can alter task performance, as well as

aiding and limiting factors appropriate to conduct the task.

c. Task Standard. The task standard provides the quantitative and/or qualitative criteria for

determining the minimum acceptable level of task performance. It is the prescriptive measuring stick

against which an individual’s or unit’s task performance is measured.

d. Performance Steps. Task steps are the sequence of individual activities required for successful

accomplishment of the task. Task steps are in sequence or when no specific sequence is required, in

logical order.

e. Evaluation Preparation. This section provides guidance to the evaluator in order to prepare the

training environment and the resource requirements needed prior to conducting the testing/evaluation.

Usually preparation time, testing supplies, special equipment, facilities, and so on are addressed. It also

provides guidance on what instructions to give the Soldier prior to training.

f. Performance Measures. Performance measures are actions (behaviors, products, or

characteristics) objectively observed and measured to determine if the Soldier performed the task to the

prescribed standard.

g. Evaluation Guidance. The evaluation guide provides feedback guidance to the trainer. It also

provides the performance measures for the task steps. These actions are listed in a “GO/NO-GO” format

for easy evaluation. Each evaluation guide contains a feedback statement that indicates the requirements

for receiving a “GO” on the evaluation.

1-4. Training Responsibilities.

a. Commander’s Responsibility. The commander is responsible for the wartime readiness of all

elements in the unit and is, therefore, the primary trainer. The commander is responsible for ensuring that

all training is conducted in accordance with the Army standard. If a Soldier fails to meet established

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standards for MOS tasks, the Soldier must retrain until the tasks are performed to standard. The objective

is to focus on sustaining MOS proficiency—this is the critical factor commanders must adhere to when

training individual Soldiers in units. Commanders and leaders observe and evaluate training and leader

development at all levels of the organization. They provide feedback as coach, teacher, and mentor.

b. Leader’s Responsibilities. Ultimately, the commander is the organization’s primary trainer and

training manager; however, leaders at every level are responsible for the operational readiness and

training of Soldiers to perform missions along the spectrum of operations. Upon completion of the

commander’s assessment, the commander/leaders focus training on mission requirements to develop

proficiency in new skills and knowledge, to sustain strengths, or improve weaknesses. Throughout this

process, commander/leaders must continually assess not only the unit’s proficiency, but the quality of

training. To assure success, the commander and his subordinate leaders must adhere to the Army’s

training doctrine and aggressively pursue training opportunities to continually motivate Soldiers in their

professional development.

c. Noncommissioned Officer’s Responsibilities. NCOs train individuals, crews, and small teams.

Senior NCOs in an organization are usually the most experienced trainer in the unit, and serves as the

continuity as the commander and staff changes. Commanders and leaders rely on senior NCOs for

candid feedback and advice on all matters relating to the unit’s training. Commanders hold NCOs

responsible for conducting standards-based, mission-focused training and providing feedback on

individual, crew, and team proficiency. NCOs begin the professional development of newly assigned

enlisted Soldiers, by quickly assimilating them into the unit, honing their newly acquired skills, continuing

their training, and inculcating the spirit of “Warrior Ethos.” NCOs conduct standards-based performance-

oriented, battle-focused training. They—

• Identify specific individual, crew, and small-team tasks that support the unit’s METL.

• Plan, prepare, rehearse, and execute training.

• Evaluate training and conduct after action reviews (AARs) to provide feedback to the

commander on individual, crew, and small team proficiency.

• Fulfill an important role by assisting in the professional development of the officer corps.

d. Soldier Responsibility.

(1) Each Soldier is responsible for performing individual tasks identified by the first-line supervisor

based on the unit’s METL. Soldiers must perform tasks to the standards included in the task summary. If

Soldiers have questions about tasks or which tasks in this manual they must perform, they are

responsible for asking their first-line supervisor for clarification, assistance, and guidance. First-line

supervisors know how to perform each task or can direct Soldiers to appropriate training materials,

including current field manuals, technical manuals, and Army regulations. Soldiers are responsible for

using these materials to maintain performance. They are also responsible for maintaining standard

performance levels of all Soldier’s manual of common tasks at their current skill level and below.

Periodically, Soldiers should ask their supervisor or another Soldier to check their performance to ensure

that they can perform the tasks.

(2) Self-development is one of the key components of the Soldier’s professional development

program. It is a planned, progressive, and sequential program followed by Soldiers to enhance and

sustain their military competency. It consists of individual study, research, professional reading, practice,

and self-assessment. Under the self-development concept the Soldier, as an Army professional, has the

responsibility to remain current in all phases of the MOS. The STP is the primary source for the NCO to

use in maintaining MOS proficiency. Additional career development information is provided in Appendix C

of this manual.

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CHAPTER 2

Training Guide

2-1. Training Process. In order to be successful training must follow a process, regardless of the type of

tasks being executed (collective, leader, or individual tasks). This process includes adequate preparation,

effective presentation and practice, and thorough evaluation (evaluation is discussed in detail in

Appendix B. The focus of this chapter is on training execution, which includes preparation for training,

conduct of training, and recovery from training.

2-2. Training Preparation. Proper planning is critical to successful training. The steps listed below

provide a guide for trainers.

a. Identify individual training requirements. The unit’s training plan, METL, CATS and the STPs

AWT plan are sources to helping trainers define the individual training needed.

b. Gather the training references and materials. The task summary provides a list of reference

materials for each task. Additional information can be obtained from the websites listed in this reference.

c. Plan the training. Research applicable references and initiate plans to conduct the training in

support of the unit’s prioritized training plan.

(1) Develop a training execution plan by doing the following—

• Selecting tasks to be trained (collective, leader, individual, and supporting tasks).

• Identifying any preparatory training requirement for skills and knowledge.

• Determining the method of instruction: hands-on, media, instructor, demonstration, and

so on. Performance-oriented training is the preferred method, when applicable.

Soldiers learn best by using a hands-on approach. Actual equipment, simulators, and

training devices will enhance the realism of the training.

• Integrating the reinforcement of multiple supporting tasks.

• Setting obtainable, measurable objectives for the training.

• Planning the resources (personnel, time, funds, facilities, devices, and training aids,

and ammunition) required to conduct the training.

• Coordinating and publishing a training schedule.

• Developing contingency plans in case resources or the environment changes.

• Being prepared to take advantage of opportunities to conduct “hip pocket” training for

any downtime.

• Developing pre-execution plan.

(2) Conduct pre-execution activities by doing the following—

• Conducting training meetings to brief the training plan and to assign responsibilities for

training and support.

• Reconnoitering training site and routes of march.

• Conducting rehearsal for trainer/instructors.

• Coordinating training support from other agencies as required.

• Performing pre-execution equipment checks.

• Identifying the leaders, trainers, evaluators, observer/controllers, and opposing force

(OPFOR). Ensure all support personnel are trained to standard, and rehearsed prior to

the conduct of the training. Rehearsing the training demonstrations and instructions to

ensure the demonstrators and the instructors know what to do and what to say.

• Confirming training areas and locations, training ammunition allocations, training

simulations and simulators availability, transportation requirements, Soldier support

items, a risk management analysis, assignment of responsibility for the training,

designation of trainers responsible for approved.

2-3. Conduct of Training. Ideally, training is executed using the crawl-walk-run approach. This allows

and promotes an objective, standards-based approach to training. Training starts at the basic level. Crawl

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events are relatively simple to conduct and require minimum support from the unit. After the crawl stage,

training becomes incrementally more difficult, requiring more resources from the unit and home station,

and increasing the level of realism. At the run stage, the level of difficulty for the training event intensifies.

Run stage training requires optimum resources and ideally approaches the level of realism expected in

combat. Well-planned, integrated training increases the professional competence of each Soldier and

contributes to the development of an efficient team or unit.

a. Supervise training execution. Ensure the Soldiers are taught how to perform the task to standard

and are given a chance to practice the task step-by-step. Monitor instruction for compliance to standards.

b. Manage the risk and environmental safety concerns at the proper level. Assess the risk involved

in training a specific task under the conditions current at the time you are scheduled to conduct training. If

necessary, implement controls to lessen the risk level. Ensure trainers take into account those cautions,

warnings, and dangers associated with each task as well as environmental and safety involved in training

a specific task under the conditions current at the time of training. Leaders use the safety checklist

developed by the United States Army Combat Readiness Center, Fort Rucker, Alabama in conjunction

with local unit safety checklists, to enhance the overall safety practices of Soldiers during training

c. Ensure environmental protection. Compliance with environmental regulations must be planned

and executed during training. The Army expects Soldiers to obey local, state, federal and host nation

environmental requirements. The detrimental effects on the environmental can be mitigated by following

the unit environmental SOP, operations orders (OPORDs), and installation environmental regulations.

Technical Circular (TC) 3-34.489, The Soldier and the Environment, provides additional information.

d. Evaluate how well Soldiers perform the task. Conduct evaluations during the individual training

sessions or assess individual task performance during the conduct of collective training.

e. The trainer should record the result of the training performance. There are several formats to

record the training, such as DA Form 5164-R (Hands-on Evaluation) and DA Form 5165-R (Field

Expedient Squad Book).

f. An AAR is immediately conducted and may result in the need for additional training. Any task that

was not conducted to standard should be retrained. Retraining should be conducted at the earliest

opportunity. Unit leaders should program time and other resources for retraining as an integral part of

their training plan. Training is incomplete until the task is trained to standard.

2-4. Recovery From Training. The recovery process is an extension of training, and once completed, it

signifies the end of the training event. At a minimum, recovery includes conduct of maintenance training,

turn-in of training support items, and the conduct of AARs that review the overall effectiveness of the

training just completed.

a. Maintenance training is the conduct of post-operations preventive maintenance checks and

services, accountability of organizational and individual equipment, and final inspections. Class IV,

Class V, training aides, devices, simulators, and simulations and other support items are maintained,

accounted for, and turned-in and training sites and facilities are closed out.

b. AARs conducted during recovery focus on collective, leader, and individual task performance, and

on the planning, preparation, and conduct of the training just completed. AARs focus on individual and

collective task performance, and identify shortcomings and the training required to correct deficiencies.

AARs with leaders focus on tactical judgment. These AARs contribute to leader learning and provide

opportunities for leader development. AARs with trainers, evaluators, observer/controllers, and OPFOR

provide additional opportunities for leader development.

c. Once individuals have been trained to the required level of proficiency, trainers must structure

training plans to repeat critical tasks at the minimum frequency necessary to sustain proficiency.

2-5. Training Evaluation. Training evaluations are a critical component of measuring readiness. Training

evaluations measure the demonstrated ability of Soldiers, leaders, staffs, and units against the Army

standard. Evaluation of training and the resultant feedback are integral to leader development. Training

evaluations are not tests; they are not used to find reasons to punish leaders and Soldiers. Leaders use

evaluations as opportunities to coach and develop subordinates. Evaluations tell units or Soldiers whether

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they achieved the Army standard, assisting them in determining the overall effectiveness of their training

plans.

2-6. Soldier Proficiency. Individual training prepares the Soldier to perform specified duties or tasks

related to a duty position or next higher or subsequent duty positions and skill levels.

2-7. Training Assessment. Training assessment is the continuous monitoring of the unit METL

proficiency and readiness throughout the training management cycle. It is more than just an evaluation of

training. It encompasses a wide variety of inputs. Assessments include training, force integration,

logistics, and personnel. It is the sum of those parts as well as the unit’s performance to Army standards.

Evaluation of training is, however, a major component of assessment. Training evaluations provide the

commander with feedback on the demonstrated proficiency of Soldiers, leaders, staffs, and units.

Assessment is the commander’s subjective judgment of the organization’s ability to accomplish its

operational mission.

Leaders use training assessments to—

• Provide feedback on training proficiency to those participating in the training event using the

AAR process.

• Assess METL task proficiency.

• Shape future training plans.

• Enhance leader development.

Leaders include the following in the assessment process—

• Purpose of the assessment.

• Areas that need assessing.

• Scope of the assessment and available resources.

• Information collected and researched that is pertinent to the assessment, such as:

After action reports.

Previous assessments in the leader’s book.

Personal observations.

Formal or informal reports.

Internal or external evaluations.

Lesson plans.

STP/training support package (TSP).

Personal observations.

• Information on the development and coordination of the assessment plan.

• Information on assessments and interviews with Soldiers and trainers.

• Information on the execution of the assessment plan.

• Commander, leaders, and trainers briefs.

Training Indicators. Evaluations should determine if—

• Trainers followed the implementation procedures per reference (for example, lesson plan)

and achieved training objectives.

• Training aids supported the objectives, were appropriate, understandable, and readable.

• Environmental conditions contributed to a proper learning environment.

• Instructor performance met instructional standards.

• Training products are effective and efficient.

Soldiers received required training and achieved a level of proficiency measured against the Army

standard.

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CHAPTER 3

MOS/Skill Level Tasks

Skill Level 1

Subject Area 1: Civil Affairs Operations

Identify the Steps of Civil Affairs Methodology

331-38B-1003

Conditions: As a Civil Affairs (CA) Soldier assigned to a civil-military operations center or Civil Affairs

team, you are given FM 3-05.40, Civil Affairs Operations, and FM 3-05.401, Civil Affairs Tactics,

Techniques, and Procedures; and tasked to identify the steps of the CA methodology.

Standards: Identify the six steps of the CA methodology using the acronym AD3E (assess, decide,

develop and detect, deliver, and evaluate) and transition, in proper sequence (Figure 1).

Performance Steps

CA Methodology

Basic Problem

Troop-Leading

Military

Solving Process

Procedures

Decisionmaking

Process

Identify the Problem

Receive the Mission

Identify Fact and

Issue a Warning

Analyze the Mission

Assess

Assumptions

Order

Generate Alternatives

Develop Courses of

Make a Tentative Plan

Action (COAs)

Analyze the

Analyze COAs

Start Necessary

Alternatives

Movement

Compare the

Compare COAs

Conduct a Preliminary

Decide

Alternatives

or Initial Assessment

Make a Decision

Produce Orders

Issue the Complete

Order

Develop and Detect

Execute the Decision

Supervise

Rehearse

Deliver

Execute the Decision

Execute

Evaluate

Assess the Results

Assess

Transition

Figure 1. Comparison of CA methodology and various problem-solving and

decisionmaking processes

1. Identify the acronym AD3E and transition.

2. Identify the “A” as “assess.”

a. Purpose is to “assess current conditions against a defined norm or established standard.”

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Performance Steps

b. Planners look at nonmilitary factors that shape the operational environment.

3. Identify the first “D” as “decide.”

a. Purpose is to “decide who, what, when, where, why, and how to focus CA assets and actions

that support the commander’s intent, planning guidance, and concept of operations

(CONOPS).

b. Planners determine who, what, when, where, why, and how to focus CA and other assets

and operations to address the needs and requirements identified in the “assess” step.

4. Identify the second “D” as “develop and detect.”

a. Purpose is to “develop rapport and relationships with the nonmilitary participants of the

operation (including indigenous populations and institutions) and detect those conditions or

events that would call for specific Civil Affairs operations (CAO)/civil-military operations

(CMO) response.”

b. Planners develop the civil component of the common operational picture and assist

commanders in finalizing their situational understanding.

5. Identify the third “D” as “deliver.”

a. Purpose is to “engage the civil component with planned or on-call CAO (populace and

resources control, foreign humanitarian assistance, nation assistance, support to civil

administration, and civil information management) as appropriate.

b. Results in an executed mission.

6. Identify the “E” as “evaluate.”

a. Purpose is to “evaluate the results of the executed mission.”

b. Validates the CAO and CMO CONOPS and determines whether measures of

effective/measures of performance have been met.

7. Identify “transition.”

a. Purpose is to “transition CAO or CMO to follow-on CA units, other military units, host nation

assets, United Nations organizations, intergovernmental organizations, nongovernmental

organizations, and other civilian agencies as appropriate.”

b. Provides a sustainable solution and facilitates to commander’s ability to secure the victory.

c. Types of transition are transfer, termination, or transition.

Evaluation Preparation: Setup: Provide the Soldier with adequate training/testing facilities, sufficient

time to review with task materials, pencil, paper, and needed resource materials.

Performance Measures

GO NO-GO

1. Identified the CA methodology as AD3E and transition, in proper sequence.

——

2. Identified the “A” as assess.

——

3. Identified the first “D” as decide.

——

4. Identified the second “D” as develop and detect.

——

5. Identified the third “D” as deliver.

——

6. Identified the “E” as evaluate.

——

7. Identified transition as transfer, termination, and transition.

——

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