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STP 41-38B14-SM-TG
Performance Steps
(3) Identify physical arrangements of the site, if applicable.
b. Provide the interpreter with performance expectations.
(1) Describe the different methods of interpretation.
(a) Simultaneous interpreting: the interpreter listens and translates at the same time.
(b) Consecutive interpreting: the interpreter listens to the entire phase, sentence, or
paragraph, and then translates during natural pauses.
(2) Explain the conduct of the interview or meeting.
(3) Explain the need for the interpreter to avoid injecting their own personality, ideas or
questions into the translation.
(4) Explain the need for the interpreter to identify inconsistencies in language used by the
interviewee.
(5) Explain the need for the interpreter to assist in after action reports or assessments.
(6) Instruct the interpreter to request clarification if there is a lack of understanding.
(7) Ensure that communication with the interpreter is not hindered by speech characteristics.
(a) Accent.
(b) Rate of speech.
(c) Vocabulary.
(d) Sentence structure.
(8) Rehearse a meeting to instill a sense of teamwork.
(9) Develop signals to indicate the need for a break.
3. Plan the meeting.
a. Determine the purpose of the meeting.
b. Make a list of the desired attendees.
c. Select an appropriate location.
(1) Determine the security requirements.
(a) Routes to and from meeting location.
(b) Need to limit access before and during the meeting.
(c) Support and personnel requirements.
(2) Consider site neutrality.
(3) Consider a site equidistant from the parties.
d. Instruct the interpreter to invite the attendees and confirm their attendance.
e. Be aware of cultural idiosyncrasies such as exchanging gifts, or “small talk.”
f. Control the environment.
(1) Ensure that adequate security measures have been taken prior to the meeting.
(2) Develop multiple exit strategies.
4. Execute the meeting.
a. Ensure the security for the meeting is coordinated as required.
(1) Confirm that all attendees are authorized to be at the meeting.
(2) Ensure that access during the meeting is restricted as required.
b. Set the agenda for the participants.
(1) Welcome all participants and allow for introductions.
(2) Orient the participants to the layout of the meeting area, including locations of break
rooms, rest rooms and administrative support.
(3) Provide an overview of the purpose of the meeting and meeting objectives, relevant
backg2round information, time allotted for the meeting, and the expected outcome of the
meeting.
(4) State clear and concise ground rules for behavior.
(5) Formalize an agenda that is agreeable to all parties.
(6) Designate an individual to perform as the official recorder and note taker.
(7) Encourage participation from every attendee, and welcome creative and spontaneous
ideas.
(8) If necessary, break large groups into smaller working groups.
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(9) Inform participants that the last few minutes of the meeting will be used for reviewing
decisions, and setting an agenda for future meetings if necessary.
c. Communicate with participants with the aid of an interpreter.
(1) Position the interpreter beside, and slightly behind the Soldier so that the Soldier can
maintain direct eye contact with the target audience.
(2) Look at, and talk directly to the subject or audience, not the interpreter.
(3) Speak slowly and clearly.
(4) Project enthusiasm and employ gestures, movements, and voice inflections that would
normally be used before an English-speaking group.
(5) Periodically check the interpreter’s accuracy, consistency, and clarity.
(6) Check with the audience whenever misunderstandings are suspected and clarify
immediately.
(7) Make the interpreter feel like a valuable member of the team. Give the interpreter
recognition commensurate with the importance of his contribution.
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. Ensured that the interpreter was qualified for the mission.
——
——
2. Trained the interpreter for a CAO mission without compromising security.
——
——
3. Planned the meeting.
——
——
4. Executed the meeting.
——
——
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
CALL HANDBOOK 04-7
FM 3-05.401
GTA 41-01-001
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Conduct Mediation
331-38B-3031
Conditions: As a Civil Affairs (CA) Soldier assigned to a Civil Affairs team, you are tasked to conduct
mediation to facilitate an agreement between two conflicting parties in order to meet the commander’s
intent and further United States (U.S.) objectives. All required references, including FM 3-05.401, Civil
Affairs Tactics, Techniques, and Procedures, and all organic equipment is available.
Standards: Conduct the situation research, prepare for the mediation by identifying the tactics and
techniques used in reaching agreements. Conduct mediation, formalize, implement, and monitor
agreements. Continue the mediation process until an agreement is reached.
Performance Steps
1. Identify techniques and tactics used in reaching agreements.
a. Identify the four standard criteria of a successfully negotiated agreement.
(1) Fairness-implies that all or both sides are treated alike without reference to the feelings or
interest of the negotiator.
(2) Efficiency-refers to producing a desired outcome with a minimum of effort, expense or
waste.
(3) Wisdom-pertains to judging rightly and following the soundest course of action (COA).
(4) Durability-refers to the stability of the agreement or the ability of the agreement to last.
b. Identify essential competencies in reaching agreements.
(1) Conflict style management.
(2) Dynamics of conflict.
(3) Verbal communication skills.
(4) Cultural awareness.
c. Identify essential qualities used in reaching agreements.
(1) Be tolerant.
(2) Be patient.
(3) Take charge.
(4) Be prepared.
(5) Expect change.
(6) Be innovative.
(7) Be flexible.
(8) Be resourceful.
(9) See the mission through.
d. Identify tactics that may be employed in reaching agreements.
(1) Aggression-instrumental aggression, not angry aggression or rage, should be employed
sparingly but forcefully.
(2) Conciliation-pacifies an opponent through the use of an apology, admitting wrong or by
the display of appeasement signals or submissive gestures.
(3) Enthusiasm-fosters participation by maintaining a positive attitude and making other
participants feel that their ideas count.
(4) Interrogation-making pointed and direct questions with the context of the meeting.
(5) Patience-allows one to hear all of the arguments, assess the situation and trends,
formulate arguments and identify moments when it is most appropriate to act.
(6) Sulking-can be used to elicit sympathy and sway others, but should be used sparingly.
(7) Withdrawal-a last resort tactic that is used to shock the other participants and cause them
to reconsider.
2. Establish the schedule and location for the mediation session.
a. Make a list of desired attendees.
(1) Identify individual ranks, status, and protocol requirements.
(2) Identify potential agenda items among the attendees that may surface.
b. Coordinate participant schedules.
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c. Determine optimum timing.
d. Determine the physical location.
(1) Determine the security requirements.
(a) Routes to and from meeting location.
(b) Need to limit access before and during meeting.
(c) Support and personnel requirements.
(2) Consider site neutrality.
(3) Consider a site equidistant for the parties.
e. Determine individual and group requirements.
f. Appropriate shelter and accommodations if required.
g. Food and water requirements.
(1) Determine cultural and religious considerations.
(2) Determine any medical considerations.
h. Determine communication requirements.
(1) Determine required equipment and support.
(2) Determine the requirements of the participants.
i. Determine language requirements.
(1) Determine the number of required interpreters.
(2) Determine the number of required translators.
(3) Use vetted interpreters and translators who have been checked for accuracy.
(4) Be mindful of the interpreters personal bias filter.
j. Determine required equipment and supplies.
k. Determine toiletry requirements.
l. Determine if the meeting will be public or private.
3. Conduct situation research.
a. Determine the factual information regarding the issues.
(1) Determine the overall situation as it relates to area, structures, capabilities, organizations,
people, and events (ASCOPE).
(2) Determine the overall situation as it relates to the political, economic, military, social,
infrastructure and information center of gravity in the area of operation (AO) in
coordination with ASCOPE.
(3) Identify any economic ties outside the country.
(4) Identify any internal or external pressure groups.
b. Identify the reason for members meeting face to face.
c. Determine resources that can be exploited.
d. Determine requirements of the local populace that can be leveraged.
e. Determine the local slant on the situation.
f. Identify as much as possible about the parties directly and indirectly involved.
g. Determine if the local representative can reach an agreement and expect the support of the
local populace.
(1) Identify required interpreter and translator skill set and technical knowledge.
(2) Brief interpreters and translators.
h. Ensure all parties are represented.
(1) Determine the demographics of the region.
(2) Integrate all potentially interested parties into the mediation process.
4. Prepare for the mediation session.
a. Invite the attendees and confirm attendance if appropriate.
b. Ensure members have been invited well in advance.
c. Plan and prepare the facility.
(1) Determine size and shape of the negotiating table if applicable.
(2) Determine seating arrangements.
(3) Provide required resources, name plates and audiovisual aids if applicable.
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d. Consider local ceremonial customs and cultural idiosyncrasies.
(1) Ensure members of the United States (U.S.) or coalition party are aware of what is
expected of them.
(2) Identify and prepare for any customs such as the exchanging of gifts.
e. Establish the objectives of the mediation session.
(1) Determine the purpose of mediation.
(2) Determine the expected outcome.
(3) Determine the implications of the meeting on ongoing operations and objectives.
(4) Ensure all participants understand the objectives of the mediation session.
f. Identify and prepare a recorder.
(1) Determine language requirements.
(2) Coordinate dedicated interpreter or translator support for the recorder as required.
(3) Provide the recorder with a brief biographical summary of the participants.
g. Coordinate security for the meeting.
h. Coordinate information operations prior to the meeting.
5. Conduct the mediation session.
a. Ensure the meeting starts on time.
b. Welcome participants and allow for introductions.
c. Orient the participants to the layout of the facility, to include location of break area, rest rooms,
and administrative support.
d. Provide an overview of the meetings purpose and objective.
(1) Provide relevant backg2round information.
(2) Identify the time allocated for the meeting.
(3) Expected outcome of the meeting.
e. Explain the U.S. goals as they pertain to the mediation process.
(1) Be forthright and direct.
(2) Present U.S. goals to all parties in written form and local language.
(3) Ask questions to determine if the goals are understood.
(4) Place the mediation effort in the context of a larger framework.
(a) International agreements.
(b) Regional agreements.
(c) Treaty.
f. Publish clear and concise ground rules for behavior.
(1) Respect for other people.
(2) Confidentiality.
(3) Responsibility.
(4) Physical comfort.
(5) Decision making.
g. Propose and formalize the agenda.
h. Designate an individual as the official recorder and note taker.
i. Pay particular attention to satisfying the needs of the participants.
j. Establish professional interpersonal relationships with the parties.
(1) Be accessible and open without appearing to favor one side over another.
(2) Treat all meeting as if they were a business meeting.
k. Show fairness and impartiality.
(1) Equitably divide resources to ensure neither side profits at the expense of the other.
(2) Know when to measure out rewards and punishment.
(3) Exercise discretion.
l. Keep in mind that perception equals reality.
m. Provide something tangible to offer for cooperation.
n. Carefully utilize funding and avoid the appearance of trying to influence the parties.
o. Refocus the mediation effort when appropriate.
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p. Maintain control.
(1) Maintain control of yourself.
(2) Control outburst of participants.
(3) Show emotion when appropriate.
q. Always provide the parties an option to retreat.
r. Conduct private meetings with one party when appropriate.
s. Conduct public meetings when appropriate.
t. Monitor the composition and skills of the attendees.
u. Provide the opportunity for people to be creative and spontaneous.
(1) Encourage participation.
(2) Ask direct questions.
v. Break large groups into smaller working groups (no more than ten) to facilitate communication
when appropriate.
w. Utilize techniques used in reaching agreements as the situation dictates.
6. Conclude the meeting and formalize agreements.
a. Utilize the last few minutes of a meeting to review and summarize.
(1) Restate the decisions to ensure understanding and compliance.
(2) Give recognition and appreciation for progress.
(3) Define the next steps.
(4) Address required follow-up actions.
(a) Ensure the group understands who is responsible for what tasks.
(b) Assign due dates.
b. Place unfinished business on the future agenda.
c. Provide a translated written report of the meeting to all participants if appropriate.
(1) Include a list all attendees.
(2) Include a copy of the agenda.
(3) Include a brief synopsis of all issues and discussions.
(a) Decisions made.
(b) Agreements drafted.
(c) Topics tabled for future meetings.
(d) Further action to be taken.
(4) Provide dates and subjects of future meetings.
d. Formalize agreements.
(1) Produce and sign written agreements if applicable.
(2) Translate agreements if applicable.
(3) Disseminate copies to all interested parties.
e. Follow up on outstanding issues or actions as appropriate.
f. Safeguard all written records, agreements and transcripts.
g. Report results of meeting to chain of command.
h. Coordinate with information operations (IO), public affairs office (PAO), Psychological
Operations (PSYOP) and media as required.
(1) Determine if the outcome of the meeting is releasable to the public.
(2) Coordinate with local, national and international media through PAO.
(3) Ensure accurate information delivery.
(a) Ensure accurate translation.
(b) Coordinate for effective timing.
(4) Capitalize on successes.
(5) Synchronize efforts.
7. Implement and monitor the agreements.
a. Establish a system to ensure that all parties adhere to the agreements.
(1) Maintain a relationship with the parties.
(a) Meet with the participants on a one-to-one basis to maintain a professional
relationship.
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(b) Compile a list of grievances and concerns from each participant.
(c) Identify items that should be addressed or present opportunities for cooperation.
(d) When necessary draft an addendum to the original agreement.
(2) Monitor the stipulations of the agreement for compliance.
(a) Use all forms of local, national and international press as watchdogs.
(b) Coordinate with nongovernmental organization, intergovernmental organization, and
other government agency in the AO for monitoring assistance.
(3) Apportion punishment if necessary and directly explain why.
b. Ensure accurate information delivery to the parties and the local populace.
(1) Coordinate with PAO, PSYOP, and IO.
(2) Translate and publish agreements, key documents and public announcements into the
local languages.
c. Continue the mediation process through scheduled routine meetings.
(1) Invite key members of the international community.
(2) Integrate the members of the international community into the mediation process as host
and facilitators to maximize exposure.
d. Transition the mediation effort to the international community once firmly established if
possible.
e. Cease mediation efforts if and when agreement resolution is reached.
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 techniques in reaching agreement.
——
——
a. Identified the four standard criteria of a successfully negotiated agreement.
b. Identified essential competencies in reaching agreements.
c. Identified essential qualities used in reaching agreements.
d. Identified tactics that may be employed in reaching agreements.
2. Established the schedule and location for the mediation session.
——
——
a. Made a list of desired attendees.
b. Coordinated participant schedule.
c. Determined physical location.
d. Determined if meeting was be private or public.
e. Determined communication requirement.
3. Conducted situation research.
——
——
a. Determined the factual information regarding the issues.
b. Identified as much as possible about the parties directly and indirectly
involved.
c. Ensured all parties were represented.
4. Prepared for the mediation session.
——
——
a. Invited attendees well in advance.
b. Planned and prepared the facility.
c. Considered local ceremonial customs and cultural idiosyncrasies.
d. Established the objectives of the mediation session.
5. Conducted the mediation session.
——
——
6. Concluded the meeting and formalized agreements.
——
——
7. Implemented and monitored the agreements.
——
——
a. Established a system to ensure all parties adhere to the agreement.
b. Continued to mediate process through scheduled routine meetings.
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Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.401
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Conduct Nation Assistance Operations
331-38B-3032
Conditions: As a Civil Affairs (CA) Soldier assigned to a CA team, you are tasked to conduct nation
assistance (NA) operations in a specific area of operation (AO). You have an operation order (OPORD), a
civil-military operations (CMO) running estimate, assessments, a host nation (HN) emergency services
plan, a copy of the Foreign Assistance Act of 1961, the Arms Export Control Act of 1976, and other
required references and equipment.
Standards: Conduct NA by providing support to security assistance (SA) operations, foreign internal
defense (FID), or military civic action (MCA) in accordance with the stated mission requirements outlined
in the OPORD.
Performance Steps
1. Review the OPORD, the CMO running estimate, and HN emergency action plan.
2. Provide CMO support in support of SA in the AO.
a. Propose courses of action (COAs) involving the United States (U.S.) military, the HN, and the
U.S. Embassy
(1) Identify opportunities for CMO to support legislative and judicial functions.
(2) Identify opportunities for CMO to support security functions that enforce populace and
resource control measures.
(3) Ensure that the mission can be accomplished within the available time, space, and
resources.
(4) Ensure that the tactical or operational advantage gained by executing the COA must
justify the cost in resources, especially casualties.
(5) Ensure that the COA accomplishes the mission and complies with the commander’s
planning guidance.
b. Plan CMO to support the SA operations.
3. Assist in the conduct of FID.
a. Coordinate with U.S. military, other government agencies, and HN government to develop the
tactics, techniques, and procedures required protecting the HN from subversion, lawlessness,
and insurgency; and develop indigenous individual, leader, and organizational skills to isolate
insurgents from the civil population, and protect the civil population.
b. Plan CMO to support the HN plan.
c. Plan CMO based on the three phases of insurgency described in FM 3-05.202, Special Forces
Foreign Internal Defense.
(1) Organizational phase.
(2) Armed struggle.
(3) Mobile/conventional warfare.
d. Assist the supported element in conducting training for the HN.
e. Establish and maintain contact with nonmilitary agencies and local authorities.
4. Assist in the conduct of MCA.
a. Determine the restrictions concerning the use of MCA.
(1) Determine the legal restrictions and consult with the staff judge advocate as required.
(2) Determine the funding restrictions.
(3) Determine the types of projects that can be implemented under the guidelines.
(a) MCA uses predominantly indigenous or paramilitary forces as labor.
(b) U.S. personnel are limited to training and advising the HN military on planning and
executing projects useful to the local population.
(4) Determine if de minimus activities may be authorized and they can be used in conjunction
with MCA.
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Performance Steps
b. Identify mitigating projects.
(1) Immediate response projects.
(2) Short-term projects.
(3) Projects to provide emergency assistance to the populace in the wake of a disaster and
reduce further damage or suffering.
c. Identify developmental projects.
(1) Long-term projects.
(2) Projects designed to enhance infrastructure of a local area.
(3) Projects that are preventative in nature and include any activities that actually eliminate or
reduce the probability of occurrence of a disaster.
(4) Coordinate with interagency personnel and organizations including indigenous
populations and institutions, intergovernmental organizations, nongovernmental
organizations, and other government agencies as required.
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. Reviewed the mission regarding providing support to SA and conducting FID and
——
——
MCA in the AO.
2. Provided CMO support in support of SA in the AO.
——
——
3. Conducted FID.
——
——
4. Conducted MCA.
——
——
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.202
FM 3-05.40
FM 3-05.401
FM 5-0
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Conduct Support to Civil Administration Operations
331-38B-3033
Conditions: As a Civil Affairs (CA) Soldier assigned to a CA team deployed to an area of operation (AO),
you are tasked to assist in the conduct of support to civil administration (SCA) operations in support of a
specific operation order (OPORD). All required references and equipment are available.
Standards: Conduct SCA operations in accordance with the OPORD, commander’s guidance, and
FM 3-05.401, Civil Affairs Tactics, Techniques, and Procedures.
Performance Steps
1. Assist in developing a comprehensive civil-military operations (CMO) plan that supports the SCA
mission.
a. Assist in the conduct of mission analysis.
(1) Review OPORDs, fragmentary orders, and operational plans to determine command
directives concerning SCA.
(a) Base order.
(b) CMO annex.
(c) Intelligence annex.
(d) Information operations annex.
(e) Engineer annex.
(2) Assist in performing intelligence preparation of the battlefield.
(a) Determine aspects of the environment and battlefields effects to include the civil
considerations that may impact the need for CMO and SCA.
(b) Evaluate the threat and course of action (COA) that could impact, influence or exploit
civil aspects of the AO.
(c) Coordinate assessments of institutions, agencies and populace to determine civil
administration requirement, capabilities and needed support.
(3) Assist in determining specified, implied and essential CMO SCA tasks.
(4) Assist in determining the ability of organic and inorganic assets that possess capabilities
that could contribute to the CMO mission and assist in supporting civil administration.
(5) Assist in determining operational, legal, and resource constraints.
(6) Assist in analyzing the threat in relation to CMO.
b. Assist in developing COAs that support the mission and commander’s intent by incorporating
CMO.
(1) Assist in the analysis of relative combat power.
(a) Friendly capabilities that can contribute to the CMO mission and SCA.
(b) Determine the capabilities of the indigenous populations and institutions (IPI),
intergovernmental organizations (IGOs), and nongovernmental organizations (NGOs)
that can be used to support the CMO and civil administration aspects of the mission.
(c) Determine the availability of resources.
(d) Determine additional resources that may be required to execute CMO and populace
and resources control (PRC).
(e) Determine the types of CMO and SCA operations that are feasible.
(2) Assist in generating options (COAs) regarding the implementation of CMO and supporting
civil administration.
(a) Develop CMO criteria of success and evaluation criteria (measures of effectiveness
[MOEs] and measures of performance [MOPs]) for analyzing and comparing COAs.
(b) Develop potential COAs that support the decisive mission, the shaping operations,
CMO objectives and utilize specific PRC measures.
(c) Establish time lines and goals to transition civilian administration to the international
community or to civilian control.
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Performance Steps
(d) Ensure compliance with guidelines for Armed forces supply, procurement, and
foreign assistance found in United States Codes Titles 10 and 22.
(e) Assess the strengths and vulnerabilities of each COA.
(3) Recommend to the commander and staff specific COAs and SCA measures that will
contribute to the mission.
c. Assist with orders production.
(1) Update the CMO running estimate.
(2) Assist with developing the CMO annex.
(3) Recommend command guidance on the implementation of SCA.
2. Coordinate CMO to stabilize and support the host nation (HN) rule of law operations.
a. Assist in identifying key individuals in the law enforcement community.
b. Assist in identifying key individuals in HN judicial system.
c. Assist in identifying key individuals in the HN legal system.
d. Assist in identifying key individuals in the HN corrections system.
e. Coordinate with IPI officials, IGOs, NGOs, and OGAs to identify assets that will be utilized to
support rule of law operations in the AO.
(1) Ensure that priority of use is given to HN assets.
(2) Coordinate logistical and transportation issues as required.
f. Request authorized United States (U.S.) military assets to support the rule of law after all other
sources have been exhausted.
g. Assist in providing for the restoration of order in the immediate aftermath of military operations.
h. Assist in providing for reestablishing routine police functions such as controlling the population,
crime prevention, investigation and public safety.
i. Assist in restoring and enhancing the operation of the court system to include vetting and
training judges, prosecutors, defense counsel, legal advisors and administrators, and restoring
and equipping court and administrative facilities.
j. Assist in restoring and reforming the HN civil and criminal legal system to include reviewing and
revising statutes, codes, decrees, and other laws to ensure compliance with international legal
standards, as well as adopting transitional measures for the immediate administration of
justice.
k. Assist in providing for an effective corrections system that that complies with international
standards, to include selecting, vetting, and training corrections officials, and constructing or
renovating appropriate facilities.
l. Monitor, record, and report progress toward achieving rule of law goals.
m. Conduct transition operations to IPI, IGOs, NGOs, OGAs, or other military forces as required.
3. Assist in conducting CMO to support economic stability.
a. Assist in providing technical expertise, advice, and assistance in identifying and assessing food
and agriculture systems, agencies, services, personnel, resources, and facilities.
b. Assist in determining the capabilities and effectiveness of food and agricultural systems and the
impact of those systems on CMO.
c. Assist in developing plans, policies, and procedures, and provide operational oversight and
supervision in rehabilitating or establishing food and agricultural systems, and agencies for
producing, processing, storing, transporting, distributing, and marketing.
d. Assist in coordinating the use of indigenous government and commercial food and agricultural
resources for military use, for CMO, and in support of government administration.
e. Advise and assist in establishing the technical requirements for food and agricultural resources
(livestock, poultry, grain, vegetables, fruit, fish, fiber, and forestry) management to support
government administration.
f. Advise and assist in rehabilitating, establishing, delivering, and maintaining food and
agricultural systems and agencies; and in coordinating IPI, IGOs, NGOs, and U.S. assistance
and resources to support food and agricultural systems as part of CMO (crop and livestock
improvement, agricultural training, and education).
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g. Assist in providing technical expertise, advice, and assistance in monitoring and assessing the
indigenous economy, economic systems, commercial activities, agencies, services, personnel,
and resources.
h. Assist in determining the capabilities and effectiveness of economic systems and the impact of
those systems on CMO, in developing plans, policies, and procedures and provide operational
oversight and supervision in rehabilitating or establishing economic and commercial systems,
agencies, and resources.
i. Advise and assist with budgetary systems, monetary and fiscal policies, revenue-producing
systems, and treasury operations.
j. Advise and assist in price control and rationing programs and in developing and implementing
plans to prevent black-market activities.
k. Assist in coordinating with local government administration agencies and commercial
enterprises in support of CMO.
l. Advise and assist in restoring, establishing, organizing, and operating economic and commerce
systems, agencies, and organizations.
m. Advise and assist in the technical administrative requirements of employing economic controls
(price controls, rationing programs, prevention of black-market activities, monetary and fiscal
policies, and labor).
n. Advise and assist in employing local commercial resources, including labor, to support
government administration, CMO, and military use.
(1) Record the location and disposition of properties and report to higher.
(2) Consult with staff judge advocate (SJA) to ensure that the use of the property is legal as
required.
(3) Identify property that can be used to support the commander’s objective.
o. Assist in coordinating IPI, IGOs, NGOs, and U.S. assistance and resources to support local
economic development as part of CMO.
p. Advise and assist the SJA and contracting officials in indigenous peoples’ cultural intricacies.
Ensure compliance with international laws and conventions regarding use of labor and when
acquiring and using local resources (supplies, equipment, and facilities).
q. Assist in providing technical expertise, advice, and assistance in identifying and assessing
public and commercial supply systems, agencies, services, personnel, resources, and facilities.
r. Assist in determining the capabilities and effectiveness of civilian supply systems and the
impact of those systems on CMO.
s. Assist in determining the availability of local supplies, in identifying private and public property
available for military use and establishing policies and procedures on custody and
administration of public and private property.
t. Develop plans and provide operational oversight and supervision in rehabilitating or
establishing government and commercial supply systems and facilities.
u. Facilitate the coordination of government, commercial, and private property, facilities, supplies,
equipment, and other resources for military use, for CMO, and in support of government
administration.
v. Advise and assist in rehabilitating, establishing, and maintaining government and commercial
supply systems and agencies.
w. Advise and assist in the technical administrative requirements for government and commercial
supply resources to support government administration (transportation; storage; distribution,
including rationing; and the use of captured and salvaged items).
x. Request authorized US military assets to support economic stability after all other sources have
been exhausted.
y. Monitor, record, and report progress toward achieving economic stability.
z. Conduct transition operations to IPI, IGOs, NGOs, OGAs, or other military forces as required.
4. Assist in conducting CMO to support the civil infrastructure.
a. Assist in providing technical expertise, advice, and assistance in identifying and assessing
foreign nation (FN)/HN public and commercial transportation systems, agencies, services,
personnel, and resources.
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b. Assist in determining capabilities and effectiveness of transportation systems and the impact of
those systems on CMO.
c. Assist in developing plans and provide operational oversight and supervision in rehabilitating or
establishing transportation equipment, facilities, and systems.
d. Assist in facilitating the coordination of government and commercial transportation resources
for military use, for CMO, and in support of government administration.
e. Advise and assist in establishing the technical requirements for government and commercial
transportation resources to support government administration (motor vehicles and roads,
trains and railways, boats and waterways, aircraft and airports, and pipelines).
f. Advise and assist in rehabilitating, establishing, and maintaining government transportation
systems and agencies.
g. Assist in providing technical expertise, advice, and assistance in identifying and assessing
FN/HN public and commercial works and utilities systems, agencies, services, and facilities.
h. Assist in determining capabilities and effectiveness of public works and utilities systems and
the impact of those systems on CMO.
i. Assist in developing plans and provide operational oversight and supervision in rehabilitating or
establishing public works and utilities equipment, facilities, and systems.
j. Advise and assist in establishing the technical requirements for government and commercial
works and utilities resources to support government administration (electric power, natural gas,
water production and distribution; sewage collection, treatment, and disposal; sanitation; and
public facilities).
k. Advise and assist in rehabilitating, establishing, operating, and maintaining government works
and utilities systems and agencies.
l. Assist in employing (coordinating) public works and utilities resources to support government
administration and CMO.
m. Assist in providing technical expertise, advice, and assistance in identifying and assessing
government and commercial communication systems, agencies, services, personnel,
resources, and facilities.
n. Assist in determining the capabilities and effectiveness of communication systems and the
impact of those systems on CMO.
o. Assist in developing plans and providing operational oversight and supervision in rehabilitating
or establishing communication equipment, facilities, and systems.
p. Advise and assist in establishing the technical requirements for government and commercial
communications resources to support government administration (postal services, telephone,
telegraph, radio, television, computer systems, and print media).
q. Advise and assist in rehabilitating, establishing, and maintaining government communications
systems and agencies.
r. Assist in coordinating with IPI officials, IGOs, NGOs, and OGAs to identify assets that will be
utilized to support the civil infrastructure repair, administration, development or operations in
the AO.
(1) Ensure that priority of use is given to HN assets
(2) Coordinate logistical and transportation issues as required.
s. Request authorized U.S. military assets to support the HN civil infrastructure after all other
sources have been exhausted.
t. Monitor, record, and report progress toward achieving goals concerning the local infrastructure.
u. Conduct transition operations to IPI, IGOs, NGOs, OGAs, or other military forces as required.
5. Assist in conducting SCA to stabilize and support the civil or municipal government.
a. Assist in providing technical expertise, advice, and assistance in identifying and assessing
FN/HN public administration systems, agencies, services, personnel, and resources.
b. Assist in determining the capabilities and effectiveness of public administration systems and
the impact of those systems on CMO.
c. Assist in determining the capabilities and effectiveness of public safety systems and the impact
of those systems on the tactical or other supported commander’s mission.
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d. Advise and assist in rehabilitating, establishing, and maintaining government public safety
systems and agencies.
e. Assist in employing public safety resources to support government administration, CMO, and
military use.
f. Assist in coordinating with FN/HN government administrators and agencies in support of CMO.
g. Advise and assist in restoring, establishing, organizing, and operating public government
systems and agencies.
h. Advise and assist in locating, identifying, preserving, and protecting significant cultural property.
i. Assist in coordinating with civic leaders, IGOs, NGOs, and OGAs to identify assets that will be
utilized to support the civil or municipal government in the AO.
(1) Ensure that HN assets are given first consideration.
(2) Coordinate logistical issues with IPI, IGOs, NGOs, and OGAs to provide assets that
support civil or municipal government.
j. Request authorized U.S. military assets to support the municipal or civil government after all
other sources have been extinguished.
k. Monitor, record, and report progress toward achieving goals pertaining to civil or municipal
government.
l. Conduct transition operations to IPI, IGOs, NGOs, OGAs, or other military forces as required.
6. Assist in conducting CMO to stabilize and support public health and welfare.
a. Assist in providing technical expertise, advice, and assistance in identifying and assessing IPI
public and private health systems, sanitation systems, agencies, services, personnel,
resources, and facilities.
b. Assist in determining the capabilities and effectiveness of health and sanitation systems and
the impact of those systems on CMO.
c. Assist in developing plans and provide operational oversight and supervision in rehabilitating or
establishing public health systems, agencies, equipment, and facilities.
d. Assist in coordinating the use of government and private health resources for military use, for
CMO, and in support of civil administration.
e. Advise and assist in establishing the technical requirements for public health services and
resources to support government administration (clinics, hospitals, pharmacies, food
preparation and storage, ambulance transportation, skilled personnel, and education).
f. Advise and assist in rehabilitating, establishing, delivering and maintaining government public
health systems and agencies.
g. Assist in coordinating IGOs, NGOs, and OGAs assistance and resources to support local
government public health systems as part of CMO.
h. Advise and assist IPI, IGOs, NGOs, and U.S. agencies in preventing, controlling, and treating
diseases (education, immunization, and sanitation).
i. Assist in providing technical expertise, advice, and assistance on FN/HN social and cultural
matters and determine the impact of those matters on social and mental well-being of the
society and the possible effects on CMO.
j. Assist in providing technical expertise, advice, and assistance in identifying and assessing FN
environmental and pollution control systems, agencies, services, personnel, resources, and
facilities.
k. Assist in determining the capabilities and effectiveness of environmental and pollution control
systems and the impact of those systems on CMO.
l. Assist in developing plans and provide operational oversight and supervision in rehabilitating or
establishing environmental resource management systems, agencies, equipment, and facilities.
m. Assist in coordinating FN/HN government and private environmental management resources
for military use, for CMO, and in support of government administration to mitigate, prepare,
respond to, and recover environmental activities.
n. Advise and assist in establishing the technical requirements for environmental management
services and resources to support government administration (plans, policies, and procedures
to protect natural resources and provide pollution control).
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Performance Steps
o. Advise and assist in rehabilitating, establishing, delivering, and maintaining government
environmental management systems and agencies.
p. Advise, assist, and support the coordination of IPI, IGOs, NGOs, and U.S. assistance and
resources to support local government environmental management as part of CMO.
q. Assist in coordinating with IPI officials, IGOs, NGOs, and OGAs to identify assets that will be
utilized to support public health and welfare operations in the AO.
(1) Ensure that priority of use is given to HN assets.
(2) Coordinate logistical and transportation issues as required.
r. Request authorized US military assets to support the municipal or civil government after all
other sources have been exhausted.
s. Monitor, record, and report progress toward achieving goals pertaining to public health and
welfare.
t. Conduct transition operations to IPI, IGOs, NGOs, OGAs, or other military forces as required.
7. Assist in conducting CMO to stabilize and support public education and information.
a. Identify individuals who can provide technical expertise, advice, and assistance in identifying
and assessing FN/HN public, parochial, and private education systems, agencies, services,
personnel, and resources.
b. Assist in determining the capabilities and effectiveness of education systems and the impact of
those systems on CMO.
c. Assist in developing plans and provide operational oversight and supervision in rehabilitating or
establishing public education systems, agencies, facilities, and resources.
d. Advise and assist in establishing the technical requirements for the public education system to
support government administration (primary, secondary, and post secondary educational
systems).
e. Advise and assist in rehabilitating, establishing, and maintaining public education systems and
agencies.
f. Advise and assist FN/HN institutions in developing and coordinating public relations activities to
support government administration and the “single voice” message.
g. Assist in recommending information control and civil censorship policies.
h. Assist in coordinating with IPI officials, IGOs, NGOs, and OGAs to identify assets that will be
utilized to support public education and information operations in the AO.
(1) Ensure that priority of use is given to HN assets.
(2) Coordinate logistical and transportation issues as required support public education and
information.
i. Request authorized U.S. military assets to support public education and information after all
other sources have been exhausted.
j. Monitor, record, and report progress toward achieving goals pertaining to public education and
information.
k. Conduct transition operations to IPI, IGOs, NGOs, OGAs, or other military forces as required.
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. Assisted in developing a CMO plan that supports SCA missions.
——
——
2. Coordinated CMO to stabilize and support the FN/HN rule of law operations.
——
——
3. Assisted in conducting CMO to support economic stability.
——
——
4. Assisted in conducting CMO to support the civil infrastructure.
——
——
5. Assisted in conducting SCA to stabilize and support the civil or municipal
——
——
government.
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Performance Measures
GO NO-GO
6. Assisted in conducting CMO to stabilize and support public health and welfare.
——
——
7. Assisted in conducting CMO to stabilize and support public education and
——
——
information.
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.401
FM 5-0
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Subject Area 2: Civil Information Management
Conduct Civil Information Management Operations
331-38B-3034
Conditions: As a Civil Affairs (CA) Soldier assigned to a civil-military operation center (CMOC), you are
tasked to conduct civil information management (CIM) operations. Civil information from various sources,
including area assessments, situation reports (SITREPS), and reports from other CA teams are available.
The operation order (OPORD), the civil-military operations (CMO) annex, the CMO running estimate,
other required references, and all organic equipment is available.
Standards: Conduct CIM operations through collecting, recording, analyzing, and disseminating civil
information. Perform the analysis of information to increase the supported commander’s awareness of the
common operational picture (COP) in accordance with command guidance.
Performance Steps
1. Review the mission analysis, performed by the planning team, for guidance regarding CIM with
CMO.
a. Analyze the higher headquarters’ order for guidance regarding CIM in the area of operations
(AO).
(1) Analyze the commander’s intent for CIM.
(2) Analyze the mission of the higher headquarters.
(3) Determine assets that are available to conduct CMO and CIM in the AO.
(4) Define the AO.
(5) Analyze the concept of operations for CIM.
(6) Determine an operational time line for CIM.
b. Review the intelligence preparation of the battlefield.
(1) Determine what is known concerning the civil aspects (area, structures, capabilities,
organizations, people, and events [ASCOPE]) of the AO.
(2) Identify civil characteristics that can influence friendly and threat operations regarding civil
reconnaissance (CR) and CIM.
(3) Identify most likely and most dangerous threat course of action (COA) regarding CR and
CIM.
(4) Identify sources and contacts for civil information requirements.
(a) Intergovernmental organizations (IGOs).
(b) Nongovernmental organizations (NGOs).
(c) Indigenous populations and institutions (IPI).
c. Review the OPORD, CMO annex, and the CMO running estimate to extract the specified,
implied, and essential tasks.
(1) Identify specified tasks that involve CR and CIM.
(2) Identify implied tasks that involve CR and CIM.
(3) Identify essential tasks that involve CR and CIM.
d. Review constraints that are placed on CIM operations.
(1) Determine what requirements for CIM are mandated by the higher headquarters.
(2) Determine what restrictions for CIM are mandated by the higher headquarters.
e. Conduct a risk assessment for CIM operations.
(1) Identify tactical risks that are posed by threat COA.
(2) Identify accidental risks that are posed by operational and environmental hazards.
f. Determine civil information requirements that are required to adequately plan or make
decisions.
(1) Identify civil aspects of the commander’s priority intelligence requirements.
(2) Identify civil aspects of the commander’s critical information requirements.
(3) Identify friendly forces information requirements for possible future CMO missions.
(4) Review mission plans that may be affected by civilian aspects of the AO.
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(5) Review mission plans that may affect the civilian component of the AO.
(6) Determine what aspects of civil information are unknown.
(7) Determine where and when civil information is to be gathered.
2. Collect and consolidate civil information to ensure the timely availability of information for analysis.
a. Coordinate CR to update assessments.
b. Conduct CR assessments as required.
c. Submit requests for information (RFI) to receive critical information from higher, subordinate,
adjacent, or other units.
d. Consolidate CA reports, assessments, spot reports, after action reviews (AAR), lessons
learned, RFI, and intelligence reports.
e. Record the information in the appropriate logs and format as required per unit SOP.
f. Ensure that all information is appropriately classified and safeguarded for operational security
(OPSEC).
3. Process data into useful products.
a. Process CA reports, assessments, spot reports, AAR, lessons learned, RFI, and intelligence
reports into information that supports civil information objectives.
b. Compare current information to historical data for trend analysis.
c. Incorporate information into CIM database.
d. Update the CMO estimate and area study as required.
e. Update maps and overlays as required.
f. Update tracking matrices, the CA workbook, and resource files as required.
g. Forward reports to appropriate recipients including the brigade-level CMOC.
h. Coordinate with the commander and staff as required in order to ensure information
dissemination and incorporation of the updated information in the planning cycle, COP, and
effects evaluation.
i. Coordinate information with NGOs, IPI, and IGOs as required and as OPSEC permits.
j. Maintain the information, logs, and database for historical reference and transition as required.
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. Reviewed the mission analysis, performed by the planning team, for guidance
——
——
regarding CIM with CMO.
2. Collected and consolidated civil information to ensure the timely availability of
——
——
information for analysis.
3. Processed data into useful products.
——
——
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 2-0
FM 3-05.40
FM 3-05.401
FM 5-0
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Subject Area 3: Civil-Military Operations
Coordinate the Use of Medical Resources in Support of Civil-Military Operations
331-38B-3014
Conditions: As a Civil Affairs sergeant assigned to a civil-military operations center (CMOC) or civil-
military operations (CMO) staff of a supported unit, you are given applicable staff products, documents,
references, and mission guidance, to include area assessments and medical health assessments. You
are tasked to coordinate the use of medical resources in support of CMO.
Standards: Coordinate the use of medical resources in support of CMO in accordance with published
mission guidance.
Performance Steps
1. Analyze the CMO running estimate, CMO annex, local health assessment, and other documents
and reports to extract key data concerning the medical situation of the local civilian populace.
a. Identify key personnel from the indigenous population and institutions (IPI).
b. Determine the local medical infrastructure.
c. Identify intergovernmental organizations (IGOs), nongovernmental organizations (NGOs), other
government agencies (OGAs) operating in the area of operation (AO) providing medical
assistance.
d. Identify information concerning the medical/dental/veterinary situation.
2. Determine the legal and the operational restrictions of providing medical resources and support to
the local civilian population.
a. Determine operational restrictions concerning the use of medical resources.
b. Review operational guidance found in operation orders, fragmentary orders, and standing
operating procedures concerning the use of medical resources to identify any specified funding
restrictions, any specified medical rules of engagement restrictions, and the specified funding
approval authority.
c. Refer to FM 27-10, Law of Land Warfare, and Geneva Convention to determine legal and
moral obligations concerning medical aid to civilian population.
d. Coordinate with the staff judge advocate as required.
3. Coordinate with key personnel, IPI, IGOs, NGOs, and OGAs.
a. Coordinate with key members of the IPI.
b. Coordinate with IGOs, NGOs, and OGAs.
4. Analyze medical and area assessment data to—
a. Determine the capabilities and availability of medical resources.
b. Determine specific medical needs, shortages, and gaps in coverage.
c. Prioritize the medical needs.
d. Determine the capabilities and availability of military resources.
e. Determine which military resources can be used.
f. Identify who will be receiving the medical resources.
g. Determine what type of delivery will be used.
h. Determine where the medical resources will be required.
i. Determine when the medical resources will be required.
j. Determine how long medical resources will be provided.
5. Coordinate with key military staff and personnel for resources and support.
a. Coordinate with key military staff and personnel.
(1) Coordinate with supported unit staff.
(2) Coordinate with Civil Affairs teams (CATs).
(a) CATs operating in adjacent AOs as available.
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Performance Steps
(b) CMOC as available.
(c) Public health team as available.
b. Coordinate for required resources and support.
(1) Coordinate with key personnel from the IPI, IGOs, NGOs, and IGOs.
(a) Synchronize effort.
(b) Consider joint delivery.
(c) Coordinate with appropriate authorities for the proper storage, handling and delivery
of medical supplies.
(d) Coordinate with appropriate authorities for properly trained personnel.
(2) Coordinate for military resources and support.
(a) Coordinate for proper inspection, storage, handling and delivery of medical supplies
as required.
(b) Coordinate for appropriate medical personnel for administration of medical supplies
as required as required.
6. Brief the supported unit commander regarding the medical resource plan.
7. Adjust the resource plan as required per command guidance.
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. Analyzed the CMO running estimate, CMO annex, local medical health
——
——
assessment, and other documents and reports to extract key data concerning the
medical situation of the local civilian populace.
2. Determined the legal and operational restrictions of providing medical resources
——
——
and support to the civilian population.
3. Coordinated with key personnel from IPI, IGOs, NGOs, and OGAs.
——
——
4. Analyzed medical and area assessment data.
——
——
5. Coordinated with key military staff and personnel for resources and support.
——
——
6. Briefed the supported unit commander regarding the medical resource plan.
——
——
7. Adjusted plan as required per command guidance.
——
——
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 27-10
FM 3-0
FM 3-05.401
FM 8-42
FM 4-02
FMI 5-0.1
FM 5-0
GTA 41-01-003
GENEVA CONVENTIONS
ISBN 0-16-072925-4
GTA 41-01-001
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Subject Area 5: Staff Skills
Integrate Civil-Military Operations Into the Military Decisionmaking Process
331-38B-3001
Conditions: As a Civil Affairs (CA) noncommissioned officer assigned to a civil-military operations cell of
a supported unit headquarters, you are given all required references and equipment, military
decisionmaking process (MDMP) planning documents and assessment data. You are tasked to integrate
civil-military operations (CMO) into the supported unit’s MDMP in order to plan operations.
Standards: Integrate CMO considerations into the supported unit’s MDMP in accordance with
FM 3-05.40, Civil Affairs Operations, Chapter 4, and FM 3-05.401, Civil Affairs Tactics, Techniques, and
Procedures, Chapter 3.
Performance Steps
1. Conduct mission analysis.
a. Analyze the higher headquarters’ order.
(1) Base order.
(2) CMO annex.
(3) CMO running estimate.
(4) All other applicable annexes and estimates.
(5) Area studies and available assessment data.
b. Conduct initial intelligence preparation of the battlefield (IPB).
(1) Define the battlefield or operational environment by integrating CA methodology using
area, structures, capabilities, organizations, people, and events (ASCOPE) to identify civil
characteristics of the environment that influence friendly or threat operations.
(2) Describe the battlefield’s effects, include the evaluation of all aspects of the environment
that may influence friendly and adversary operations include:
(a) Terrain.
(b) Weather.
(c) Civil considerations such as infrastructure and demographics in the area of
operations (AO).
(3) Evaluates the threat by analyzing current intelligence to determine how the threat normally
organizes for combat and conducts operations under similar circumstances.
(4) Determine the threat’s possible courses of action (COA) regarding CMO and arrange
them in probable order of adoption.
c. Determine the CMO mission.
(1) Assets, resources, and associated capabilities that can be used in a CMO role and
determine during review of available assets.
(2) Critical CMO facts and assumptions.
(3) CMO criteria of success for analyzing and comparing COAs.
d. Determine specified, implied, and essential CMO tasks.
(1) Specified CA and CMO task in orders or annexes.
(2) Implied CA or CMO tasks that must be performed to accomplish specified tasks.
(3) Essential CA or CMO tasks that must be successfully executed to accomplish the mission.
e. Review available assets.
(1) Identify organic assets, resources, and associated capabilities that can be used in a CMO
role.
(2) Identify nonorganic military assets, resources, and associated capabilities that can be
used in a CMO role.
(3) Identify nonmilitary assets, resources, and associated capabilities that can be used in a
CMO role.
f. Determine constraints.
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Performance Steps
g. Identify critical tasks and assumptions.
(1) Identify facts concerning the civil situation.
(2) Identify assumptions concerning the civilian populace and civil situation.
(3) List all CMO related assumptions from higher.
(4) State expected civil conditions over which the commander has no control.
(5) List any civil conditions that may severely impact or invalidate the plan or concept of
operations.
h. Conduct a risk assessment.
(1) Identify hazards.
(2) Assess hazards.
(3) Develop and make risk decisions.
(4) Implement controls.
(5) Supervise and evaluate.
i. Determine the commander’s critical information requirements (CCIR).
(1) Review the priority intelligence requirements and submit any relevant information from the
CMO running estimate to the planning staff.
(2) Review the friendly forces information requirements and submit any relevant information
from the CMO running estimate to the planning staff.
j. Determine the initial intelligence, surveillance, and reconnaissance plan.
(1) Identify any information related to the civil component of the battlefield that must be
answered.
(2) Recommend civil reconnaissance (CR) and assessments as required plan or objective of
the headquarters one level up.
(3) Conduct CR assessments as required
k. Update the operational time line.
l. Conduct a mission analysis briefing. Include elements of CMO as they apply to the following:
(1) Mission and commander’s intent of the headquarters two levels up.
(2) Mission, commander’s intent, concept of the operation, and deception plan or objective of
the headquarters one level up.
(3) Review of commander’s initial guidance.
(4) Initial IPB products.
(5) Specified, implied, and essential tasks.
(6) Constraints on the operation.
(7) Forces available.
(8) Hazards and their risk.
(9) Recommended initial CCIR.
(10) Recommended time lines.
(11) Recommended restated mission.
m. Receive the commander’s approved restated mission.
n. Develop the initial commander’s intent.
o. Issue the commander’s planning guidance.
2. Develop COA. Included elements of CMO as it applies to the following:
a. Analyze relative combat power of CA forces.
(1) Determine the capabilities of organic assets and resources that will be used in a CMO
role.
(2) Determine the capabilities of nonorganic military assets and resources that are expected
to be tasked to the supported unit and that can be used in a CMO role.
(3) Determine the capabilities of any nonmilitary assets, resources, and associated
capabilities that can be used in a CMO role.
b. Generate options.
(1) Develop potential COAs that support decisive operations through the application of CMO.
(2) Develop potential COAs that support shaping operations through CMO.
(3) Develop potential COAs that support CMO operations and objectives.
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Performance Steps
(4) Develop CMO measures of effectiveness and measures of performance for analyzing and
comparing COAs.
c. Array initial forces.
(1) Determine the required number and placement of CA personnel to accomplish the CMO
mission.
(2) Determine the required number and placement of support personnel and equipment that
will be required to accomplish the CMO mission.
d. Develop the concept of operations.
(1) Determine how the arrayed forces will accomplish the CMO objectives.
(2) Consider the size, skill, and resources of the enemy to disrupt CMO.
(3) Consider the size of the AO.
(4) Consider operational reach.
(5) Consider available joint support.
(6) Consider the scope of the mission.
e. Assign headquarters.
f. Prepare COA statements and sketches.
3. Develop COA analysis. Included elements of CMO as they apply to the following:
a. Determine how to maximize the effects of combat power while protecting friendly forces and
minimizing collateral damage.
(1) Determine how CA assets can be best utilized to support decisive operations.
(2) Determine how CA assets as well as other forces can best be utilized to support the CMO
mission.
b. Develop a visualization of the battle.
c. Anticipate battlefield events.
(1) Determine expected CMO issues that may arise overtime as a result of decisive
operations or other causes.
(2) Determine other issues that may arise that could impact the civil considerations of the
battlefield.
d. Determine conditions and resources required for success.
(1) Determine the conditions that are required for CMO success.
(2) Determine the resources that are required for CMO success.
e. Determine when and where to apply force capabilities.
f. Focus IPB on enemy strengths and weaknesses, and the desired end state.
(1) Determine what critical CMO related information is critical to civil considerations and CMO
planning.
(2) Incorporate CR, CA assessments, and CMO related information gathering into the IPB
process.
g. Identify coordination needed to produce synchronized results.
h. Determine the most flexible COA.
4. Develop COA comparison by comparing feasible COAs as they relate to the overall mission, the
conduct of CMO:
a. Compare, contrast, and evaluate the COAs based on:
(1) Concept of support and CMO goals and objectives.
(2) Strength and vulnerabilities.
(3) Resource requirements in terms of amount and effectiveness.
(4) Effectiveness of risk control measures and resultant residual risk.
b. Determine the COA with the highest probability of success by identifying the COA that:
(1) Poses the minimum risk to the force and mission accomplishment.
(2) Places the force in the best posture for future operations.
(3) Provides maximum latitude for initiative by subordinates.
(4) Provides the most flexibility to meet unexpected threats and opportunities.
5. Develop recommendations to submit for COA approval.
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Performance Steps
a. Develop narrative explanation of the COA selected as to how well it meets the evaluation
criteria.
b. Submit recommendation to approving official.
c. Assist in developing the decision briefing to commander.
(1) Provide input as required.
(2) Brief commander on Civil Affairs operations/CMO specific aspects as required.
d. Receive the commander’s decision.
e. Receive the commander’s final planning guidance.
(1) Note any CA/CMO specific guidance.
(2) Note any other changes that would impact the conduct or planning of CMO.
6. Assist in order production as required.
a. Provide input to the base order as required.
(1) Provide CA specific input.
(2) Provide CMO specific input.
b. Develop the CMO annex as required.
c. Assist in developing and synchronizing other annexes.
d. Update the CMO running estimate as required.
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. Conducted mission analysis.
——
——
2. Developed COA.
——
——
3. Developed COA analysis.
——
——
4. Developed a COA comparison.
——
——
5. Developed recommendations to submit for COA approval.
——
——
6. Assisted in order production as required.
——
——
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.40
FM 3-05.401
FM 5-0
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Plan Civil-Military Operations Projects
331-38B-3006
Conditions: As a Civil Affairs (CA) noncommissioned officer, you are tasked to plan civil-military
operations (CMO) projects in your area of operations (AO). A CMO running estimate, CA assessments,
recommended projects from the civil-military operation center (CMOC), and all other resources and
equipment are available.
Standards: Develop courses of action (COA) for potential projects that meet the supported commander’s
criteria for CMO. Identify the resource requirements for each project and determine what resources,
support, and funding can be provided from other sources. Determine the resource, support, and funding
requirements that will be provided as part of the project, and process a project nomination packet.
Performance Steps
1. Identify the need for potential projects that meet the supported commander’s criteria for CMO.
a. Review planning documents to ensure compliance with the stated CMO objectives and
command guidance. Reviewed documents should include but not be limited to:
(1) Base order.
(2) CMO annex.
(3) Intelligence annex.
(4) Engineer annex.
b. Review specified, implied, and essential CMO tasks and guidance concerning projects.
c. Evaluate the proposed projects to determine which ones support the commander’s mission.
d. Identify operational, legal, funding, and resource constraints.
e. Disqualify projects that fail to comply with legal guidelines for CMO.
f. Identify projects that can be funded through available funding sources.
g. Identify projects that can be supported with host nation (HN) resources.
h. Prioritize projects according to their potential to support mission objectives.
2. Develop COA that support the mission and commander’s intent by the execution of CMO projects.
a. Analyze the threat in relation to the implementation of each project.
(1) Security considerations for project sites.
(2) Security considerations for project workers.
b. Determine the availability of internal and external assets that possess capabilities that could
contribute to the specified projects.
c. Develop evaluation criteria for analyzing and comparing COAs.
d. Generate COAs comprised of a project or group of projects that meet the criteria. For example:
COA 1 may include only 2 large scale projects due to funding issues where COA 2 may include
several smaller projects that have a wider impact and thus do a better job of furthering the
commander’s objectives.
e. Provide recommended COAs to the S-9/G-9 to gain approval/decision from the commander
and his staff.
3. Determine CMO project resource requirements for each recommended project.
a. Coordinate for technical advice and expertise to assist in determining the project resource
requirements:
(1) Military staff and technical experts:
(a) Engineers.
(b) Other CA experts and functional teams.
(c) Medical.
(d) Chemical.
(e) Logistics.
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Performance Steps
(2) Indigenous populations and institutions (IPI) officials and civilian experts:
(a) HN government officials.
(b) HN government employees, technical advisors, and laborers.
(c) HN civilian workers, contractors, and businessmen.
(d) Determine any restrictions, limitation, and regulations such as permits or building
standards imposed by the HN government.
(3) Coordinate with IPI, intergovernmental organizations (IGOs), nongovernmental
organizations (NGOs), and other government agencies (OGAs) for technical advice and
expertise in determining project requirements.
b. Determine required supplies, equipment, and quantities required for each project:
(1) Construction materials and quantities required to complete the project.
(2) Equipment including replacement parts and quantities that are required to complete the
project.
(3) Medical supplies and quantities that are required for the project.
(4) Subsistence items and quantities including water, potable ice, fruits, and vegetables, and
bread.
(5) Other supplies or equipment and the necessary quantities that are required to complete
the project.
c. Determine the service requirements that are required to complete the project:
(1) Project support services:
(a) Billeting.
(b) Facility rentals.
(c) Nontactical vehicle rental and maintenance.
(d) Commercial communications services.
(e) Civilian labor.
(f) Utilities.
(g) Refuse collection.
(h) Latrines.
(i) Laundry services.
(j) Shower and bath facilities.
(k) Material handling equipment lease and repair.
(l) Machinery and equipment.
d. Develop a project resource list for each project:
(1) Include all material and supply requirements.
(2) Include all support service requirements.
(3) Include additional information as required.
4. Determine what resources, funding and support can be provided from other sources:
a. Identify sources on the CA Resource Report that can support the CMO project supply and
service requirements.
(1) Determine which resources are controlled by the IPI.
(2) Determine which resources are controlled by IGOs or NGOs.
(3) Determine which resources are controlled by OGAs.
b. Coordinate with IPI officials to determine what HN resources including supplies, equipment,
funding, and support will be committed toward the project implementation.
(1) Consider joint project implementation.
(2) Consider efforts to legitimize the HN government.
(3) Ensure the project poses no duplication of effort with other IPI initiatives.
(4) Consult the staff judge advocate (SJA) as required to ensure legal compliance of
accepting resources or support from HN sources.
c. Coordinate with IGOs and NGOs operating within the AO to determine what resources
including supplies, equipment, funding, and support will be committed toward the project
implementation.
(1) Consider joint project implementation.
(2) Consider phases of responsibility.
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Performance Steps
(3) Consider turning responsibility and oversight over to IGO or NGO entities.
(4) Ensure the project poses no duplication of effort with other IGO or NGO initiatives.
(5) Consult the SJA as required to ensure legal compliance of accepting resources or support
from IGO or NGO sources.
d. Coordinate with OGAs operating within the AO to determine what resources including supplies,
equipment, and support will be committed toward the project implementation.
(1) Consider joint project implementation.
(2) Ensure the project poses no duplication of effort with other OGA initiatives and is
synchronized with the overall national strategy or command guidance.
(3) Consult the SJA as required ensuring legal compliance of accepting resources or support
from OGA sources.
e. Determine which resources can be obtained on the economy.
(1) Coordinate with local leaders, businessmen, business entities, and contractors.
(a) Identify the location of the project.
(b) Identify the estimated implementation and completion dates.
(c) List any special instructions regarding the project.
(d) Request that the suppliers and contractors submit an itemized quote for supplies and
services in support of the CMO project.
(2) Coordinate with the logistical staff and other CA assets concerning foreign nation support.
f. Update the project resource list for each project based on what will be provided from all other
sources.
(1) Annotate estimated cost of each required resource based on the initial quotes provided
from contractors and suppliers.
(2) Annotate what will be provided by the other sources.
(a) Provide a detailed explanation of the support.
(b) Provide a point of contact.
(c) Note any documentation or requirements that are necessary to ensure support.
5. Determine the resource, support, and funding requirements that will be provided as part of each
project.
a. Review the project resource list to determine the resources and support will not be provided
from other sources.
b. Calculate the estimated cost of the resources and services requirements that will not be
provided by other sources.
(1) Determine the cost based on the initial estimates from contractor and suppliers.
(2) Review previous similar projects for estimated cost as required.
(3) Include the estimated use of military assets including resources, equipment, and man-
hours.
c. Review the funding source limitations and restrictions and command guidance.
(1) Ensure that the project cost and expenditures meet the funding guidelines and command
guidance.
(2) Consult SJA as required.
6. Process a project nomination packet.
a. Complete the nomination in the appropriate format as required by command guidance or as
dictated by the applicable funding sources and include the following:
(1) Provide an appropriate project title.
(2) Provide the location of the project.
(a) Provide a grid reference.
(b) Provide a written explanation of the project location.
(3) Provide the project priority as low, medium, high, or emergency depending on the
immediate need.
(4) Annotate the type of activity including the following:
(a) Section 2526, Title 10 United States Code (USC), Humanitarian Action.
(b) Title 10 USC, Military Civic Action.
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Performance Steps
(c) Commander’s emergency response program (CERP), and Oversees Humanitarian
Disaster and Civic Aid (OHDACA).
(d) Others as applicable.
(5) Provide a brief description of the purpose of the project.
(6) Briefly describe who will be the recipients of the project.
(a) List the number of people who will benefit.
(b) Describe the regions, villages, groups, and so on that will benefit.
(7) Provide a detailed description of the project.
(a) Provide the scope and overall goal of the project.
(b) Detail exactly what will be provided by the project.
(8) Provide a detailed description of the project coordination and integration.
(a) OGAs.
(1) Describe how the project is coordinated with OGAs, United States (U.S.) Country
Team, and so on.
(2) Describe how the project is integrated with the overall national strategy.
(3) Detail any duplication or integration with other projects.
(b) IGOs and NGOs.
(1) Describe how the project is coordinated with IGOs and NGOs.
(2) Describe how the project is integrated with the overall international community
effort.
(3) Detail any duplication or integration with other projects.
(c) IPI.
(1) Describe how the project is coordinated with the IPI or HN government.
(2) Describe how the project is integrated with the HN plans and efforts.
(3) Detail any duplication or integration with other projects.
(9) List any possible negative outcomes of the project.
(10) Provide the timeframe of the project.
(a) Provide the expected or desired start date of the project.
(b) Provide the expected duration of the project.
(11) Provide a description of the numbers of U.S. or friendly forces that will participate in the
project.
(12) Provide a detailed cost estimate.
(a) Provide a cost estimate spreadsheet.
(b) Provide the amount that will be paid by other sources or entities as applicable.
(c) Provide the estimated cost to complete the project.
(13) Provide a narrative justification of the project.
(14) Provide a written narrative of how the project will be monitored and evaluated.
(15) Provide point of contact information for the individual nominating the project.
(16) Provide point of contact information for the individual who will be the project manager.
b. Develop project sketches, schematics, and diagrams as necessary to explain or clarify the
project.
c. Coordinate the project with the commander and staff as required.
(1) Ensure the project meets the commander’s intent.
(2) Ensure the project can be supported as required.
(3) Ensure the project is synchronized.
d. Submit the project nomination packet to the appropriate approving authority.
Evaluation Preparation: Setup: Provide the Soldier with adequate training/testing facilities, sufficient
time to review with task materials, pencil, paper, and needed resource materials.
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Performance Measures
GO
NO-GO
1. Identified the need for potential projects that meet the supported commander’s
——
——
criteria for CMO.
a. Reviewed planning documents to ensure compliance with the stated CMO
objectives and command guidance.
b. Reviewed specified, implied, and essential CMO tasks and guidance
concerning projects.
c. Evaluated the proposed projects to determine which ones support the
commander’s mission.
d. Identified operational, legal, funding, and resource constraints.
e. Disqualified projects that fail to comply with legal guidelines for CMO.
f. Identified projects that can be funded through available funding sources.
g. Identified projects that can be supported with HN resources.
h. Prioritized projects according to their potential to support mission objectives.
2. Developed COAs that support the mission and commander’s intent by the
——
——
execution of CMO projects.
a. Analyzed the threat in relation to the implementation of each project.
b. Determined the availability of internal and external assets that possess
capabilities that could contribute to the specified projects.
c. Developed evaluation criteria for analyzing and comparing COAs.
d. Generated COAs comprised of a project or group of projects that meet the
criteria.
e. Provided recommended COAs to the S-9/G-9 to gain approval/decision from
the commander and his staff.
3. Determined CMO project resource requirements for each recommended project.
——
——
a. Coordinated for technical advice and expertise to assist in determining the
project resource requirements.
b. Determined required supplies, equipment, and quantities required for each
project.
c. Determined the service requirements that are required to complete the
project.
d. Developed a project resource list for each project.
4. Determined what resources funding and support can be provided from other
——
——
sources.
a. Identified sources on the CA Resource Report that can support CMO project
supply and services requirements.
b. Coordinated with IPI officials to determine what HN resources including
supplies, equipment, funding, and support will be committed toward the
project implementation.
c. Coordinated with IGOs and NGOs operating within the AO to determine what
resources, including supplies, equipment, funding, and support will be
committed toward the project implementation.
d. Coordinated with OGAs operating within the AO to determine what
resources including supplies, equipment, and support will be committed
toward the project implementation.
e. Determined what resources can be obtained on the economy.
f. Updated the project resource list for each project based on what will be
provided from all other sources.
5. Determined the resource, support and funding requirements that will be provided
——
——
as part of each project.
a. Reviewed the project resource list to determine the resources and support
will not be provided from other sources.
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Performance Measures
GO NO-GO
b. Calculated the estimated cost of the resources and services requirements
that will not be provided from other sources.
c. Reviewed the funding source limitations and restrictions and command
guidance.
6. Processed a project nomination packet.
——
——
a. Completed the nomination in the appropriate format as required by
command guidance or as dictated by the applicable funding sources.
b. Developed project sketches, schematics and diagrams as necessary to
explain or clarify the project.
c. Coordinated the project with the commander and staff as required.
d. Submitted the project nomination packet to the appropriate approving
authority.
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.401
FM 100-10-2
JP 3-57
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Prepare a Civil-Military Operations Annex
331-38B-3010
Conditions: As a Civil Affairs (CA) noncommissioned officer assigned to the civil-military operations
(CMO) cell of a supported unit, you are given all organic equipment, references, unit standing operating
procedure (SOP) and military decisionmaking process planning documents. You are tasked to prepare a
CMO annex to the supported unit’s operation order (OPORD) in order to prepare for operations.
Standards: Prepare the six paragraphs of the annex and the required appendices in accordance with
FM 5-0, Army Planning and Orders Production; FM 3-05.40, Civil Affairs Operations, Appendix C; and unit
the standing operating procedure.
Performance Steps
1. List all reference documents used to prepare the annex.
a. The CMO annex of higher headquarters.
b. Any relevant plans of participating civilian organizations.
c. Any relevant civilian agency operations guides and standards documents.
d. Any coordinated transition plans.
e. Any international treaties and agreements.
f. The operational CA database.
g. Any other documents as applicable.
2. Write the CMO task organization.
a. Identify all CA units that will support the CMO mission.
b. Identify all non-CA units that will support the CMO mission.
c. State the command relationship (assigned, operational control, or tactical control) of all units
that support CMO.
d. Write the interagency task organization by identifying liaison officers and the units or
organizations that they support.
3. Write the situation paragraph.
a. Analyze civil considerations in the CMO running estimate using the memory aid ASCOPE.
(1) Area: Identify and document aspects of the terrain within a commander’s operational
environment that are not militarily significant.
(2) Structures: Identify and document existing structures, facilities and cultural sites, their
usage, significance, practical application and possible military use.
(3) Capabilities: Identify and document existing or required indigenous capabilities to sustain
the populace and infrastructure:
(a) Public administration.
(b) Public safety.
(c) Emergency services.
(d) Food and agriculture.
(e) Public works and utilities.
(f) Public health.
(g) Public transportation.
(h) Economic and commerce.
(4) Organizations: Identify and document organized civil groups that may or may not be
affiliated with government agencies operating in the area of operation (AO):
(a) Church groups.
(b) Ethnic groups.
(c) Fraternal organizations.
(d) Patriotic or service organizations.
(e) Indigenous populations and institutions (IPI).
(f) Nongovernmental organizations (NGOs).
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Performance Steps
(g) Intergovernmental organizations (IGOs).
(h) Other government agencies (OGAs).
(5) People: Identify and document civilians and nonmilitary personnel in the AO as well as
those outside the AO who can affect the environment or impact the mission.
(6) Events: Identify and document significant activities that may affect the military mission
including:
(a) Harvest seasons.
(b) Elections.
(c) Riots.
(d) Evacuations including voluntary and involuntary.
b. Document the actual or potential nonmilitary threats to the force and to mission
accomplishment.
c. Outline CMO plans of friendly forces:
(1) CMO plans of higher headquarters.
(2) CA plans of adjacent units.
(3) Units in the AO that have civil-military capabilities and are not organic to the unit for whom
the annex is being written.
d. Document attachments and detachments by listing all military and nonmilitary organizations
participating in civil-military operations center (CMOC) and CMO.
e. Identify assumptions (operations plans only) by documenting critical planning considerations
and unknown conditions that must be confirmed by deliberate assessments.
4. Write the CMO mission paragraph.
a. Review the mission statement in the CMO running estimate.
b. Identify and document who, what, where, when, and why as it applies to CMO objectives.
5. Write the execution paragraph.
a. State the commander’s intent for the CMO mission.
(1) Include coordination with civilian participants in the operation.
(2) Include coordination with civilian populous.
(3) Include the commander’s desired effects before and after transition of operations.
b. Write the concept of operation.
(1) Describe where, when, and how the commander intends to use CMO to accomplish the
mission in accordance with his higher commander’s intent.
(2) Identify and document CMO objectives.
(3) Identify and document measures of effectiveness (MOEs) and measures of performance
(MOPs).
(4) List task organization by phases of the operation. Use subparagraphs when the operation
involves two or more phases.
c. Write the tasks to subordinate units.
(1) List specific tasks to the elements listed in the task organization.
(2) Identify and document MOEs and MOPs.
d. Write the coordinating instructions.
(1) Provide instructions and details of coordination that apply to two or more subordinate units
not covered by the standing operating procedures (SOP).
(2) Include time or condition when the plan becomes effective, commander’s critical
information requirements, risk reduction control measures, rules of engagement,
environmental considerations, and force protection.
6. Write the service support paragraph.
a. Provide administrative data that supports CMO.
(1) Location and contact information of the staff judge advocate.
(2) Location and contact information of the contracting officer.
(3) Location and contact information of the media information bureau.
(4) Any other administrative matters that will affect the conduct of CMO.
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Performance Steps
b. Provide medical data that supports CMO.
(1) Location of medical facilities that will or can support CMO.
(2) Locations of civilian medical facilities.
(3) Location of nonmilitary agencies in the AO that have medical facilities or capabilities and
specify type of medical care.
c. Provide logistical data that supports CMO.
(1) Locations of logistical facilities that can or will support CMO.
(2) Locations of civilian logistical facilities (warehouses, port facilities).
(3) Include location of nonmilitary agencies in the AO that have maintenance facilities or are
providing logistical support.
(4) List the class of supplies for each location.
d. Provide data relating to maintenance that supports CMO.
(1) Locations of military maintenance facilities that will or can support CMO.
(2) Locations of civil maintenance facilities capable or willing to support CMO.
(3) Location of nonmilitary agencies in the AO that have maintenance facilities or are capable
of providing maintenance to CMO assets.
(4) List level of maintenance provided at each location.
7. Write the command and signal paragraph.
a. List command relationships, the location supported commands units, Civil Affairs teams,
CMOCs, and alternate CMOC locations.
b. List all pertinent communication information, including primary and alternate means of
communicating with and among military organizations, as well as with and among participating
civilian organizations.
8. Write the appendices, if applicable. Include diagrams, synchronization matrixes, and civil overlays.
Include the following items as they apply:
a. Execution matrix.
b. Assessment matrix.
c. Cultural briefing.
d. Populace and resources control plan.
(1) Dislocated civilian plan.
(2) Noncombatant evacuation plan.
e. Foreign humanitarian assistance plan.
f. Nation assistance plan.
g. Support to civil administration plan.
h. Civil information management.
i. Transition plan.
j. Any other documentation (as required).
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. Listed all reference documents used to prepare the annex.
——
——
2. Wrote the CMO task organization.
——
——
3. Wrote the situation paragraph.
——
——
4. Wrote the CMO mission paragraph.
——
——
5. Wrote the execution paragraph.
——
——
a. Wrote the commander’s intent for the CMO mission.
b. Wrote the concept of operation.
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Performance Measures
GO NO-GO
c. Wrote the tasks to subordinate units.
d. Wrote the coordinating instructions.
6. Wrote the service support paragraph.
——
——
a. Provided administrative data that supports CMO.
b. Provided medical data that supports CMO.
c. Provided logistical data that supports CMO.
d. Provided data relating to maintenance that supports CMO.
7. Wrote the command and signal paragraph.
——
——
8. Wrote appendices as they applied.
——
——
a. Execution matrix.
b. Assessment matrix.
c. Cultural briefing.
d. Populace and resource control plan.
e. Foreign humanitarian assistance plan.
f. Nation assistance plan.
g. Support to civil administration plan.
h. Civil information management plan.
i. Transition plan.
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.40
FM 5-0
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Identify Joint Force Staff Structure, Responsibilities, and Operations
331-38B-3023
Conditions: As a Civil Affairs (CA) noncommissioned officer newly assigned to a joint force
headquarters, you are given JP 0-2, Unified Action Armed Forces (UNAAF); JP 3-0, Doctrine for Joint
Operations; JP 3-33, Joint Task Force Headquarters; JP 3-35, Joint Deployment and Redeployment
Operations; and JP 3-57.1, Joint Doctrine for Civil Affairs. You are tasked to identify joint force staff
structure, responsibilities, and operations in order to function as a member of the staff.
Standards: Identify the joint force staff structure, responsibilities, and operations in accordance with
JP 0-2, JP 3-0, JP 3-33, JP 3-35, and JP 3-57.1.
Performance Steps
1. Identify the structure of a joint force staff:
a. Command (Staff):
(1) Commander.
(2) Deputy Commander.
(3) Chief of Staff (COS).
(4) Command senior enlisted leader.
b. Personal Staff:
(1) Public Affairs.
(2) Comptroller.
(3) Chaplain.
(4) Surgeon.
(5) Provost Marshal.
(6) Staff Judge Advocate.
(7) Inspector General (IG).
c. Special Staff:
(1) Headquarters Commandant.
(2) Staff Historian.
d. Staff Directorates:
(1) Manpower and Personnel Directorate (J-1).
(2) Intelligence Directorate (J-2).
(3) Operations Directorate (J-3).
(4) Logistics Directorate (J-4).
(5) Plans Directorate (J-5).
(6) Communications Systems Directorate (J-6).
(7) Engineering Directorate (J-7).
(8) Resource Management Directorate (J-8).
(9) Civil-Military Directorate (J-9).
e. Functional Staff Structures:
(1) Boards.
(2) Bureaus.
(3) Centers.
(4) Cells.
(5) Groups.
(6) Working groups.
(7) Planning teams.
(8) Liaison officer (LNO).
2. Identify the responsibilities of the joint force staff.
a. Identify the responsibilities of the joint command (staff):
(1) Commander—supervises the planning and control of assigned and attached forces.
(2) Deputy Commander—principal assistant to the commander and can assume control if the
commander becomes a casualty and can concurrently perform as COS.
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Performance Steps
(3) COS—coordinates staff work and policies, supervises the preparation of estimates, and
implements policies. Monitors battle rhythm and manages information management.
(4) Command senior enlisted leader—primary advisor to the commander on enlisted matters;
can monitor discipline, morale, and readiness.
b. Identify the responsibilities of the joint personal staff:
(1) Public affairs—communicates truthful information to internal and external audiences to tell
the Department of Defense (DOD) story, prepares personnel to address media, and
ensures message efforts are coordinated with information operations (IO), CA, and
Psychological Operations.
(2) Comptroller—is the principal financial advisor to the commander; estimates resource
requirements while establishing positive funding controls and coordination to prevent
fraud, waste, and abuse.
(3) Chaplain—supervises the provision of religious support to personnel while providing
pastoral care, and moral and ethical advice to staff, and maintaining religious liaison.
(4) Surgeon—is the senior medical advisor in the areas of force health protection and health
service support policies and programs, which also encompass patient care, treatment,
and movement, preventative medicine, dental, veterinary, mental health, blood logistics,
and concerns of disease threat, injury rates, and health surveillance.
(5) Provost marshal—assists with collection and processing of enemy prisoners of war
(EPWs) or detainees, force protection and physical security, law enforcement policy and
civilian police liaison, and military police planning.
(6) Staff judge advocate—provides legal advice to commander and staff regarding status-of-
forces agreements, rules of engagement (ROE), the law of armed conflict and general
international law, military justice, claims, and DOD and domestic law.
(7) IG—candidly and impartially inspects and investigates with full access to areas essential
to mission performance, morale and welfare, family issues, “mission creep,” resources
and readiness, and conspicuously displays IG contact information.
c. Identify the responsibilities of the joint special staff.
(1) Headquarters commandant—provides dedicated direct support elements and identifies
and coordinates on-site installation requirements and support, including augmentees, to
the joint headquarters.
(2) Staff historian—maintains an objective official and unofficial command historical file
distinct from formal records management, including a chronology and a document
reference collection, and conducts an oral history program, all available for future
researchers.
d. Identify the responsibilities of the joint staff directorates.
(1) Manpower and Personnel Directorate (J-1)—manages military and civilian manpower
staffing requirements (including any individual augmentees, and also EPWs or detainees),
personnel readiness, services and policies, and accountability.
(2) Intelligence Directorate (J-2):
(a) Provides clear, relevant, and timely knowledge of the adversary, and the operational
environment; collects, analyzes, and disseminates reliable and timely intelligence.
(b) Develops the intelligence estimate and a collection plan.
(3) Operations Directorate (J-3)—directs, controls, coordinates, and integrates current and
future operations of friendly forces from planning to completion. Publishes orders,
organizes the headquarters, and establishes a joint operations center (JOC).
(4) Logistics Directorate (J-4)—formulates logistical plans, and coordinates and supervises
supply, maintenance including salvage and recovery, transportation, civil engineering,
health services, and others including mortuary affairs and identifies host-nation support
requirements.
(5) Plans Directorate (J-5):
(a) Develops, revises, prepares, and coordinates plans and orders and future plans
using the joint operation planning process which includes measurable effects, while
providing military political oversight of operations. Forms and supervises a joint
planning group.
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Performance Steps
(b) Prepares the J-5 running estimate and assists the commander in preparation of
estimates of the situation.
(6) Communications Systems Directorate (J-6)—provides, integrates, and supervises
communications systems and support, including communications security, for effective
command and control and information dissemination. Assists in publishing
communications plans, establishes information assurance procedures, and manages all
systems and control networks.
(7) Engineering Directorate (J-7)—monitors and coordinates combat, general, and
topographic engineer functions, which normally include the activities of mobility, counter-
mobility, survivability including countermine, explosive ordnance disposal, and protective
construction, improvement of facilities and line of communications, and terrain
visualization and analysis.
(8) Resource Management Directorate (J-8)—advises the commander in finance operations
and resource management. Estimates and identifies resource and financial service
requirements, and establishes internal review processes and positive fiscal oversights and
controls over funding authority.
(9) Civil-Military Directorate (J-9)—plans and coordinates the conduct of civil-military
operations and CA activities, establishes military-to-civilian liaison with indigenous
populations and institutions, intergovernmental organizations, nongovernmental
organizations, and other government agencies, and coordinates with IO efforts.
e. Identify the responsibilities of the joint functional staff structures.
(1) Boards:
(a) Obtain commander guidance and decisions.
(b) Focus on synchronizing functions, allocation of resources, and operational continuity.
(2) Bureaus—focus on narrow enduring functions, such as a joint visitor’s bureau.
(3) Centers—focus on broad enduring functions within the staff in designated locations or
facilities, such as the JOC.
(4) Cells—perform specific functions as part of traditional staff, functional staff, or both.
(5) Groups—support broad enduring headquarters functions, such as the joint planning
group.
(6) Working groups—provide specific function analysis in conjunction with planning teams.
(7) Planning teams—perform specific tasks within the headquarters in conjunction with
working groups.
(8) LNOs—coordinate, advise, and assist the joint force headquarters between adjacent up-
staff, down-staff, and cross-staff units.
3. Identify joint operations.
a. Operations conducted by joint forces or Service forces with relationships between them (for
example: support, coordinating authority) which, of themselves, do not create joint forces; of
two or more military departments, operating under a single joint force commander.
b. Operations that integrate all United States (U.S.) military capabilities at the direction of the
President and/or Secretary of Defense (formerly known as National Command Authority) to
support U.S. national objectives and protect national interests.
c. Operations that are planned and conducted across the full range of military operations (combat
and noncombat) through full spectrum dominance; the synchronization of the actions of air,
land, sea, space, and special operations forces in order to defeat any adversary and achieve
strategic and operational objectives.
Evaluation Preparation: 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 structure of a joint force headquarters.
——
——
2. Identified the responsibilities of a joint force headquarters.
——
——
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Performance Measures
GO NO-GO
3. Identified joint force operations.
——
——
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
JP 0-2
JP 2-0
JP 3-0
JP 3-33
JP 3-35
JP 3-57.1
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Subject Area 6: Transition Operations
Conduct Civil-Military Operations Transition Operations
331-38B-3028
Conditions: As a Civil Affairs (CA) noncommissioned officer on a Civil Affairs team or supported unit
staff, you are given an operation order, command guidance to include a transition plan, and appropriate
references. You are tasked to assist in the conduct of civil-military operations (CMO) transition operations.
Standards: Assist in the conduct of CMO transition operations, in accordance with (IAW) FM 3-05.40,
Civil Affairs Operations, Appendix A; FM 3-05.401, Civil Affairs Tactics, Techniques, and Procedures,
Chapter 6; and published transition plan guidance.
Performance Steps
1. Determine the category of transition operation that will be conducted.
a. Category 1—termination of an activity or task.
b. Category 2—transfer of an activity or task to follow-on forces or indigenous populations and
institutions (IPI), intergovernmental organizations (IGOs), nongovernmental organizations
(NGOs), or other government agencies (OGAs).
c. Category 3—transition of an activity or task to the IPI.
2. Coordinate CMO transition operations IAW published transition plan.
3. Identify the military unit or organization liaison the unit will transition with:
a. IGOs.
b. IPI.
c. NGOs.
d. OGAs.
e. United States (U.S.) forces.
f. Other military forces.
4. Coordinate with the incoming unit/organization:
a. Determine equipment, if any, that will be transferred to the incoming force or organization.
b. Determine if current operations will be continued, halted, or changed to another format.
c. Determine command directed tasks or requirements that must be accomplished prior to or as
part of the transition.
d. Determine if any ongoing CMO projects should be completed, transferred, or halted as part of
the transition Identify any command directed tasks or requirements that must be accomplished
prior to or as part of the transition.
e. Identify facilities to be dismantled, transferred, or returned to proper authority as part of the
transition.
5. Executed the transition plan, IAW supported unit guidance, operations order, or fragmentary order.
a. Identify the organizational structure required to perform the activity or task.
b. Identify the equipment and facilities required to perform the activity, task, or mission.
(1) Turn over the facilities to the incoming unit or organization or return them to proper
authority.
(a) Prepare facilities.
(b) Conduct an inspection or orientation tour.
(c) Prepare property control paperwork for transfer of facilities.
(d) Meet any other agreed upon or contractual obligations.
(e) Transfer the facilities.
(f) Annotate the appropriate paperwork.
(2) Inventory and inspect equipment that will be transferred and prepare shortage annexes.
(a) Prepare property control paperwork for transfer of equipment.
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Performance Steps
(b) Inventory and transfer property with the incoming organization.
(c) Complete the appropriate paperwork.
c. Propose time lines that provide sufficient overlap between the departing and relieving
organizations.
(1) Develop a tentative transition schedule.
(2) Brief incoming unit on transition time line.
(3) Adjust transition schedule if required.
d. Orient the incoming organization to the activity or task.
(1) Present and review standing operating procedures.
(2) Present and review the CMO running estimate.
(3) Present and review the log books or database.
(4) Develop a continuity book.
(a) Arrange chronologically and include daily, weekly, and monthly calendars.
(b) Answer who, what, where, why, when, and how.
(c) Include operations resource requirements (for example: funding, equipment,
personnel and facilities.
(d) Include sources of resources required to maintain operations.
(e) Identify lines of interdependency and interoperability between organizations.
(f) Include contingency plans that address threats to operations as well as information
regarding countermeasures, preparations, response, and recovery.
(g) Include post-redeployment oversight and support mechanisms including reach-back
points of contacts.
(5) Exchange procedures.
(6) Identify routine and recurring events.
(7) Identify other critical information.
(8) Demonstrate the task if possible.
e. Plan to supervise the incoming organization.
(1) Maintain control of the activity or task.
(2) Provide critiques and guidance as needed.
f. Plan the redeployment movement.
(1) Coordinate for redeployment transportation assets as required.
(2) Pack/load equipment.
(3) Conduct troop-leading procedures.
(4) Conduct rehearsals.
(5) Arrange for billeting at staging area for port of debarkation.
g. Prepare for redeployment.
h. Execute redeployment.
i. Conduct close out procedures if required.
(1) Complete or halt all ongoing projects or programs.
(2) Pay all fees, rents, and contract amounts owed.
(3) Close all logs, complete reports and secure all data.
(4) Secure or destroy all classified material.
(5) Reconcile operational funds with finance officer.
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. Determined the category of transition operation that will be conducted
——
——
2. Coordinated CMO transition operations IAW with published transition plan.
——
——
3. Identified the military unit or organization that the unit will transition with.
——
——
4. Coordinated with the incoming unit/organization
——
——
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Performance Measures
GO NO-GO
5. Executed the plan IAW FM 3-05.40, FM 3-05.401, and published command
——
——
guidance.
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.40
FM 3-05.401
FM 5-0
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Skill Level 4
Subject Area 1: Civil Affairs Operations
Operate a Civil-Military Operations Center
331-38B-4010
Conditions: As a member of a Civil Affairs team or civil liaison team (CLT) assigned to a civil-military
operations center (CMOC) supporting a conventional or special operations unit, you are tasked to assist
in operating a CMOC.
Standards: Conduct CMOC operations in support of Civil Affairs (CA)/civil-military operations (CMO),
which includes conducting coordination briefings and assisting the supported element staff in accordance
with FM 3-05.40, Civil Affairs Operations; and FM 3-05.401, Civil Affairs Tactics, Techniques, and
Procedures.
Performance Steps
1. Assist in integrating the battle rhythms of the supported unit and CMOC
a. Assist in augmenting the S-9 staff as required.
(1) Provide CMO staff support.
(a) Assist with battle tracking.
(b) Assist in culminating and analyzing civil information.
(c) Assist with CMO planning.
(d) Assist is developing CA/CMO reports and briefings.
(e) Assist in recommending and preparing CA/CMO related plans, orders and annexes.
(2) Provide CMOC input to the S-9 planning cycle.
(a) Provide information regarding CMOC capabilities and limitations.
(b) Provide recommendations concerning CMOC focus and operations.
(c) Act as a CMOC liaison officer (LNO) as required.
(d) Provide recommendations regarding CMO trends and analysis throughout the area
of operations (AO).
(e) Provide information regarding subordinate operations, issues, and effectiveness.
(f) Provide input concerning indigenous populations and institutions (IPI),
intergovernmental organizations (IGOs), nongovernmental organizations (NGOs),
and interagency operating within the AO.
b. Coordinate with supported unit regarding reports and messages.
(1) Determine the supported unit’s reporting and message requirements.
(a) Determine report and message formats through coordination with the unit, review of
orders and command guidance, and review of standing operating procedures
(SOPs).
(b) Determine reporting times and schedules.
(2) Adjust CMOC and subordinate elements reporting and message formats.
(a) Provide the proper formats to CMOC elements and subordinate elements.
(b) Synchronize reporting and message times and schedules to match the supported
unit.
(c) Facilitate the most up-to-date information transfer to the supported unit.
c. Participate in battle update briefs, staff meetings and working groups.
(1) Provide input concerning CMOC operations as required.
(2) Monitor for information and situational changes that may impact CMO and CMOC
operations.
(3) Note command guidance and directives that impact CMO and CMOC operations.
(4) Assist in synchronizing Civil Affairs operations (CAO), CMOC operations and CMO with
other entities as required.
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Performance Steps
(a) Participate in the civil-military operations working group as required.
(b) Participate in the information operations working group as required
(c) Participate in targeting synchronization as required.
(d) Participate in coordination meeting with IPI, IGOs, NGOs, and interagency entities as
required.
(5) Provide input concerning IPI, IGOs, NGOs, and interagency operating within the AO.
(6) Provide input regarding any CMO issues or situational changes that can affect the
mission.
d. Assist in briefing the commander and staff as required.
(1) Prepare briefs concerning CMOC operations, issues and CMO within the AO.
(2) Coordinate with the CIM Cell as appropriate for updated information and analysis.
(3) Provide CMOC specific input regarding CMOC operations, focus, issues and contributions
to the overall mission.
2. Assist in coordinating and integrating logistics reporting with CAO and CMO needs and resources.
a. Coordinate with the CMOC sustainment section as required.
(1) Identify any recorded HN resources and points of contact (POCs) that can be used for
military or humanitarian purposes.
(a) Facilities
(b) Transportation Assets
(c) Goods
(d) Services
(e) Other available resources.
(2) Identify the status of any ongoing logistics activities in support of CMO.
(a) Identify any CMO operations that need additional logistical support or resources.
(b) Identify any military operations that need HN or civilian resources or support.
b. Coordinate with the civil information management (CIM) cell as required.
(1) Identify any information regarding available assets and resources.
(a) Determine the resources available.
(b) Determine the location and disposition.
(c) Determine the owner or POC for the resources.
(2) Identify any significant needs, shortages, or crises within the civil sector.
(a) Identify any humanitarian issues or crises.
(b) Identify any infrastructure needs or shortages.
(3) Identify any significant needs, shortages, or requirements that are needed to support
military operations and may can be filled from civilian courses.
(a) Equipment.
(b) Facilities.
(c) Medical.
c. Coordinate with the supported unit staff regarding logistics and CMO.
(1) Coordinate with the S-9 as required.
(a) Brief the S-9 on CMOC logistical activities supporting CMO.
(b) Seek approval and guidance related to CMOC operations that require logistical
support.
(c) Assist in planning CMO logistical support.
(d) Ensure CMOC operations are synchronized with the CMO staff plans and operations.
(e) Coordinate for additional resources to support CAO and CMO operations.
(2) Coordinate with S-4 as required.
(a) Ensure that the S-4 is aware of logistical activities of the CMOC supporting CMO.
(b) Coordinate for a list of military supplies and resources that may be available to
support CMO.
(c) Provide the S-4 with a list of supplies and resources available from civil sector
sources including the IPI, IGOs, NGOs, interagency, and so on.
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Performance Steps
(d) Coordinate logistical support for day-to-day operations and maintenance of the
CMOC as required.
(e) Coordinate for additional resources to support CAO and CMO operations.
(3) Coordinate with S-3 as required.
(a) Coordinate and synchronize any CMOC operations and logistical activities in support
of CMO.
(b) Coordinate for any required support and tasking of support elements.
(c) Ensure the S-3 is aware of logistical activities and issues of the CMOC in support of
CMO.
3. Ensure the supported commander’s common operational picture (COP) has updated CIM inputs.
a. Coordinate with the supported unit’s staff regarding CIM inputs to the COP.
(1) Determine what data is required.
(a) Coordinate with the supported unit’s staff section, cells, and entities to determine
what CIM data is required.
(b) Coordinate with the supported units S/G/J-6 to determine the required data formats,
system interfaces and so on.
(2) Establish a transfer time and routine.
(3) Monitor changes in priority intelligence requirement, commander’s critical information
requirement, and essential elements of friendly information.
(4) Clarify data discrepancies, questions or issues posed by the supported unit.
(5) Submit requests for information (RFIs) as required.
b. Recommend CIM focus within the supported unit.
(1) Advise the S/G/J-9 on necessary changes regarding civil information requirements.
(2) Assist in tasking CMOC elements as required.
(a) CLT.
(b) Functional specialty cells.
(3) Coordinate with CATs at lower levels.
(a) Coordinate regarding changes in civil information requirements.
(b) Change reporting formats as required.
(c) Task specific civil reconnaissance (CR) to meet civil information requirements via the
S/G/J-3
(d) Submit RFIs as required.
c. Provide oversight of civil information inputs to the supported unit’s staff and sections.
(1) Coordinate with the CIM cell director and noncommissioned officer in charge as required.
(a) Assist is coordinating and facilitating civil information flow to other sections of the
CMOC, the supported unit and other entities.
(b) Assist in providing guidance and instruction as required.
(c) Assist in resolving any issues regarding civil information inputs, personnel,
connectivity and information systems.
(2) Ensure that all relative civil information is gathered, analyzed, and disseminated as
required.
(a) Direct CMOC elements and subordinate units
(b) Provide feedback to CMOC sections and personnel regarding civil information
requirements and needs of the supported unit and staff sections.
(3) Provide civil information analysis as required.
(a) Assist in analyzing civil information, trends, and CMO effects.
(b) Assist in developing reports, charts, overlays and graphical inputs to the COP.
(c) Facilitate coordination between the CIM cell and CMOC intelligence section.
d. Assist is monitoring the transfer of data and inclusion in the COP.
e. Provide feedback from the supported unit to CMOC elements.
f. Recommend adjustments in civil information management as required.
(1) Recommend changes in civil information inputs.
(2) Recommend changes in analysis focus.
(3) Recommend changes in outputs based on the supported units requirements.
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Performance Steps
4. Assist in battle tracking all CAO and CMO to ensure the situational awareness and situational
understanding of CMO by the supported staff and commander and its effects in the AO.
a. Monitor all CAO and CMO within the supported unit’s AO.
(1) Monitor and record all CAO.
(a) Track subordinate CATs.
(b) Track all CMOC operations including those at subordinate levels.
(c) Track CLTs.
(d) Track any S/G/J- 9 operations.
(e) Track any functional specialty team operations.
(f) Track any CA initiated projects within the AO.
(g) Analyze the impact and effect of CAO in regards to the CMO objectives and the
overall mission.
(2) Track all CMO within the supported unit’s AO.
(a) Track any engineer operations that contribute to CMO.
(b) Track any military police operations that contribute to CMO.
(c) Track any medical operations that contribute to CMO.
(d) Track any other operations that contribute directly or indirectly to CMO
(e) Track all military initiated CMO projects within the AO.
(f) Analyze the impact and effect of CMO in regards to the CMO objectives and the
overall mission.
(3) Track CMO related activities of the IPI, IGOs, NGOs, and interagency organization
operating within the AO.
(a) Analyze the impact and effect in regards to CAO and CMO objectives.
(b) Analyze the impact on ongoing and planned military operations.
b. Ensure all CAO and CMO information is entered into the CIM database.
c. Assist in processing the civil information data.
(1) Analyze the civil information.
(a) Determine CMO related trends, concerns and issues.
(b) Determine the impact on CMO objectives and the overall mission.
d. Develop procedures to track CAO and CMO operations, missions.
(1) Maintain communications with subordinate elements.
(a) CLTs.
(b) Functional specialty teams.
(c) CATs at lower levels.
(d) Lower level CMOCs as required.
(2) Develop charts, overlays and matrixes to track all CA and CMO related area, structure,
capabilities, organizations, people and events (ASCOPE).
(a) Operational and mission overlays.
(b) Project overlays, charts, and matrixes.
(c) Dislocated civilian overlays.
(d) Resource overlays.
(e) Others as required.
(3) Record relative information as required.
(a) Update operational log book.
(b) Update operational and geospatial databases.
(c) Update the Civil Affairs workbook.
(d) Updates running estimates as required.
e. Coordinate with the supported unit as required.
(1) Update commander and staff concerning CAO and CMO issues, developments, and
effects.
(a) Provide information and analysis on issues and situational developments.
(b) Recommend CAO and CMO to support the overall mission, support CMO objectives
and mitigate situational issues.
(c) Ensure CMOC operations are integrated into the supported unit’s planning cycle.
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Performance Steps
(2) Coordinate directly with the S-3 operations sections as required.
(a) Ensure CMOC operations are integrated and nested within all operations.
(b) Coordinate and synchronize all CMOC operations with S-3.
(c) Coordinate CMOC element movement.
(d) Request support as required.
(3) Assist the S-9 in battle tracking CAO and CMO.
(a) Coordinate all CMOC operations with S-9.
(b) Ensure CMOC operations are integrated with the supported unit’s CMO strategy.
(c) Assist in coordinating the battle tracking of all CAO and CMO within the AO.
5. Assist in directing the tasks of the CIM cell and CLTs.
a. Participate in planning CMOC operations.
(1) Assist in conducting mission analysis of assigned task.
(2) Assist in conducting troop to task analysis.
(3) Assist in prioritizing missions.
(4) Determine specific CIM cell and CLT tasks and duties.
(5) Assign duties and responsibilities in support of mission requirements.
b. Direct the CIM cell as required.
(1) Provide guidance concerning the input of civil information into the CIM database.
(a) Provide specific civil information requirements.
(b) Provide guidance on necessary formats, data structure, and so on to integrate with
supported unit.
(2) Provide guidance on civil information outputs.
(a) Formats.
(b) Reports.
(c) Specific analysis.
(d) Transfer of civil information data to the supported unit.
(e) Transfer of civil information data to other entities.
(f) Dissemination of civil information and analysis to CMOC and subordinate CATs.
(3) Request civil information reports and analysis as required.
(4) Direct changes in CIM as required in order to support the CMOC and the supported unit’s
operational requirements.
(5) Monitor CIM cell inputs and outputs and direct adjustments as required.
c. Task CLTs as required.
(1) Task CLTs to support CMOC operations as required.
(a) Setup a storefront to facilitate coordination capability.
(b) Liaison with IPI and local officials.
(c) Coordinate with IGOs, NGOs, and OGAs.
(d) Conduct assessments and CR as required.
(e) Coordinate with military elements including HN military as required.
(f) Act as a stand alone CAT.
(2) Assign areas of responsibility for CLTs.
(3) Provide operational oversight and support.
(4) Monitor CLT reports.
(a) Ensure CLT reports are timely and to standard.
(b) Request clarification as required.
(5) Provide a priority of effort and focus for CLTs.
6. Assist in directing and integrating the capabilities of the functional specialty cell.
a. Coordinate in order to integrate the functional specialty cell capabilities with CMOC and the
supported unit’s operations.
(1) Assist in conducting mission analysis of assigned task.
(2) Assist in conducting troop to task analysis.
(3) Assist in prioritizing missions.
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Performance Steps
(4) Determine specific functional specialty capabilities that can contribute CMOC operations
and missions.
(5) Determine specific functional specialty capabilities that can contribute to the supported
unit’s operations.
(6) Determine specific functional specialty capabilities that can support subordinate unit
operations.
(7) Prioritize CAO and CMO effort and focus pertaining to functional specialty teams.
(8) Assign functional specialty duties and responsibilities in support of mission requirements.
(9) Provide guidance concerning the supported units need and requirements for functional
specialty support.
b. Task functional specialty teams as required.
(1) Task CLTs to support CMOC operations as required.
(a) Task the rule of law section.
(b) Task the governance section
(c) Task the public health and welfare section.
(d) Task the infrastructure section.
(e) Task the economic stability section (Civil Affairs Command [CACOM] only).
(f) Task public education and information section (CACOM only).
(2) Provide operational oversight and support.
(3) Monitor functional specialty team reports.
(a) Ensure functional team reports are timely and to standard.
(b) Request clarification as required.
7. Assist in providing information regarding the civil environment.
a. Determine intelligence and civil information requirements of the supported unit.
(1) Coordinate with the supported unit S/G/J-2 as required.
(2) Coordinate with the supported unit S/G/J-9 as required.
b. Direct the CIM cell to provide required civil information.
c. Submit RFIs to obtain required civil information.
(1) Submit RFIs to the supported units as required.
(2) Submit RFIs to subordinate, adjacent, and higher elements as required.
d. Assist in analyzing civil information.
(1) Determine CMO significant developments, issues, and trends.
(2) Determine the impact and effects of CA and CMO.
(3) Facilitate coordination between the CMOC intelligence section and the supported unit’s
S/G/J-2 as required.
e. Assist is developing analysis products that depict the situation in the civil environment.
(1) Develop graphs, charts, matrixes, and overlays.
(2) Develop written products as required.
(a) Reports.
(b) Estimates.
(c) Information papers.
(d) Others as required.
f. Disseminate the analysis products as required.
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. Assisted in integrating the battle rhythms of the supported unit and CMOC.
——
——
2. Assisted in coordinating and integrating logistics reporting with CAO and CMO
——
——
needs and resources.
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Performance Measures
GO NO-GO
3. Ensured the supported commander’s COP has updated CIM inputs.
——
——
4. Assisted in battle tracking all CAO and CMO.
——
——
5. Assisted in directing the tasks of the CIM cell and CLTs.
——
——
6. Assisted in directing and integrating the capabilities of the functional specialty cell.
——
——
7. Assisted in providing information regarding the civil environment.
——
——
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.40
FM 3-05.401
FM 5-0
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Subject Area 3: Civil-Military Operations
Develop a Civil-Military Operations Project Management Plan
331-38B-4003
Conditions: As a Civil Affairs (CA) noncommissioned officer assigned to a civil-military operations center
(CMOC) or civil military operations cell, you are tasked to develop a civil-military operations (CMO) project
management plan in support of operations in the area of operations (AO). All required references and
equipment are available.
Standards: Develop a project management plan to include, measures of effectiveness (MOEs)/measures
of performance (MOPs), milestones, time line, and an evaluation plan in accordance with FM 3-05.401,
Civil Affairs Tactics, Techniques, and Procedures; and FM 5-412, Project Management. Coordinate with
contracting personnel. Brief the plan to the S-9/G-9, CMOC, or the supported commander as required
and be prepared to execute the plan.
Performance Steps
1. Obtain a list of approved projects that support the commander’s intent. Ensure that—
a. Projects are not duplicated.
b. Projects fall within legal guidelines.
c. Projects are feasible.
2. Develop milestone of the project steps, phases, or tasks. A bar chart may be used that represents
all phases of the project with respect to a time scale that represents the duration of production.
a. List all operations that will be performed during production in a left-justified column.
b. Plot a vertical time scale of at least three increments to the right of the “Operations” column.
c. Label each time increment according to the period of time that it represents.
d. Plot a bar on the time scale that corresponds to each item in the “Operations” column.
(1) The length of the bar represents the duration of time to perform each operation.
(2) The position of the bar represents the phase of development that the operation is
performed.
3. Develop MOEs/MOPs to determine compliance with approved project plan. Civil-military operations
(CMO) planners should ensure that MOEs/MOPs are appropriate, mission related, measurable,
sensitive, and useful.
a. Develop definable MOEs/MOPs for each step or task that includes measures time, quality, and
resource requirements.
b. Develop a list of designated responsible individuals for each task or step.
4. Develop an evaluation plan.
a. Determine evaluation points on the milestone time line.
b. Determine who will evaluate the MOEs/MOPs at the evaluation points.
c. Determine status reporting procedures and format.
5. Coordinate with contracting office.
a. Review completed project contracts similar to the projects you wish to execute. Look for:
(1) Location of projects.
(2) Duplicate projects in the same AO.
(a) Has the project been planned or completed by another organization?
(b) Is the project you’re planning still valid?
(3) Time to completion.
(4) Resource constraints.
b. Give to contracting office:
(1) Your projected scope of work.
(2) Projected project completion time lines.
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Performance Steps
(3) Location.
(4) Funding sources.
c. Receive from the contracting office:
(1) Sanitized scope of work.
(2) Adjusted completion time lines.
(3) Calculated costs.
6. Assemble all products from the previous steps into a logical/presentable manner.
7. Present the plan to the S-9/G-9, CMOC, or supported commander and staff as required.
a. Be prepared to answer any questions.
b. Be prepared to make adjustments in the plan.
c. Gain approval of the plan.
8. Prepare to execute the plan in accordance with the supported commander’s approval.
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. Obtained a list of approved projects that support the commander’s intent.
——
——
2. Developed milestone of the project steps, phases, or tasks.
——
——
3. Developed MOEs/MOPs to determine compliance with approved project plan.
——
——
4. Developed evaluation plan.
——
——
5. Coordinated with contracting office.
——
——
6. Assembled all products from the previous steps into a logical/presentable
——
——
manner.
7. Presented the plan to the S-9/G-9, CMOC or supported commander and staff as
——
——
required.
8. Was prepared to execute the plan in accordance with the supported commander’s
——
——
approval.
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.401
FM 5-412
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Evaluate Civil-Military Operations Measures of Effectiveness
331-38B-4005
Conditions: As a Civil Affairs (CA) noncommissioned officer assigned to a civil-military operations center
or civil-military operations (CMO) cell of a supported unit, you are given all organic equipment, references,
unit standing operating procedure, military decisionmaking process planning documents, and CA
assessments. You are tasked to evaluate CMO measures of effectiveness in order to assess operations.
Standards: Evaluate CMO measures of effectiveness (MOEs) in published command guidance to
determine the effects on civil considerations during operations, in accordance with FM 3-05.40, Civil
Affairs Operations; and FM 3-05.401, Civil Affairs Tactics, Techniques, and Procedures.
Performance Steps
1. Validate the MOEs to ensure that they are:
a. Appropriate.
(1) Verify that the MOEs correlate to the objectives in the CMO Plan.
(2) Verify that the MOEs correlate to the audience.
b. Mission-related.
(1) Verify that the MOEs correlate to the mission.
(2) Verify that the MOEs indicate critical steps or phases in the mission.
c. Measurable.
(1) Verify that the MOEs reflect measurable, quantifiable, and observable data.
(2) Verify that if nonquantifiable MOEs were used that clear measurement criteria were
established and disseminated.
d. Numerically reasonable.
(1) Verify that the established MOEs are not excessive.
(2) Weigh the value of collection efforts against the value of the data.
e. Sensitive.
(1) Verify that the MOEs are sensitive to force performance.
(2) Verify that the MOEs accurately reflect changes related to joint force actions.
(3) Verify that the MOEs are not greatly affected extraneous factors.
f. Useful. Verify that the MOEs detect situation changes quickly enough to enable the
commander to immediately and effectively respond.
2. Develop evaluation products to assist in measuring the success of an effect.
a. Develop a MOE spreadsheet to measure each effect’s success that directly supports the
commander’s CMO objective.
(1) List the CMO goal or objective.
(2) List the desired effects for each objective.
(3) List the measures used to gauge each effect.
(4) List the time period of the report.
(5) Review the subordinate CMO MOE reports in order to identify any specific information or
incidents regarding observed measures.
(6) Record each observed measure under each objective in the appropriate time period
column.
(7) Color code as appropriate to indicate baseline, positive, neutral, and negative.
b. Develop a trend analysis spreadsheet for each objective that indicates change in the CMO
objectives over time.
(1) List the CMO goal or objective.
(2) List the desired effects for each objective.
(3) List the measures used to gauge each effect.
(4) List the area of operation (AO).
(5) List the reporting agency.
(6) List the key terrain locations.
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Performance Steps
(7) Review the subordinate CMO MOE reports to identify any specific information or incidents
regarding observed measures corresponding to each area key terrain location.
(8) Record each observed measure under each objective in the appropriate key terrain row.
(9) Calculate and record the total MOE data for each measure.
c. Develop a trend analysis chart for each objective that indicates change in the CMO objectives
over time.
(1) List the CMO goal or objective.
(2) List the desired effects for each objective.
(3) List the time period of the report.
(4) Review the subordinate CMO MOE reports in order to identify any specific information or
incidents regarding effects within the specific timeframe.
3. Analyze the MOE data from the subordinate reports and evaluation products.
a. Identify any trends.
(1) Identify any trends within specific key location areas.
(a) Determine if there is movement toward or away from the achievement of each
desired effect.
(b) Determine if any specific actions or events contributed to this movement.
(c) Compare the current situation within each specific area to established norms and
historical data.
(2) Identify any overall trends within the entire AO.
(a) Determine if there is overall movement toward or away from the achievement of each
desired effect.
(b) Determine if any specific actions or events contributed to this movement.
(c) Compare the current situation within the AO to established norms and historical data.
(d) Determine if the desired effects have been achieved throughout the AO.
b. Develop a system to indicate trends on the evaluation products.
(1) Indicate baseline information.
(2) Indicate positive change.
(3) Indicate neutral (no) change.
(4) Indicate negative change.
(5) Code appropriate cells on the evaluation products to indicate baseline information,
positive, negative, and neutral change.
c. Identify any patterns of cause and effect.
(1) Determine if specific actions or events resulted in positive or negative change.
(2) Determine if any change resulting from specific actions is occurring across the AO or only
in specific areas.
(3) Identify actions or events that had a positive effect.
(4) Identify actions or events that had a negative effect.
(5) Identify actions or events that resulted in no or little change.
d. Determine the impact of positive, negative, neutral change, or achieving the desired effect as it
relates to achieving the CMO objective.
(1) Determine if the desired effects have been achieved in the specific areas.
(2) Determine if the desired effects have been achieved throughout the AO.
(3) Determine a disposition action if the effects have been achieved.
(a) Consider termination of an activity as required.
(b) Consider transfer of an activity or task as required.
(c) Consider transition of an activity or task as required.
(d) Analyze for unexpected outcomes from achievement of the effect.
(4) Determine the reasons the effects were not achieved as required.
(a) Determine if the success levels were set too high.
(b) Determine if the wrong action was taken.
(c) Determine other reasons that may have impacted the failed achievement of the
effects.
(d) Consider continuing the operation as currently planned.
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Performance Steps
(e) Consider accepting the results and proceeding with transition as planned.
(f) Consider redefining the mission.
e. Determine if the CMO objective was achieved.
f. Determine if the MOE is still valid or needs to be changed, modified or eliminated due to poor
design, situational change, or objective achievement.
g. Develop a list of recommended actions to achieve the desired effects, supported objective, and
the overall mission.
h. Brief the commander and staff as required.
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. Validated the MOEs to ensure that they are:
——
——
a. Appropriate.
b. Mission-related.
c. Measurable.
d. Numerically reasonable.
e. Sensitive.
f. Useful.
2. Developed evaluation products to assist in measuring the success of an effect.
——
——
a. Develop a MOE spreadsheet to measure each effect’s success that directly
supports the commander’s CMO objective.
b. Develop a trend analysis spreadsheet for each objective that indicates
change in the CMO objectives over time.
c. Develop a trend analysis chart for each objective that indicates change in
the CMO objectives over time.
3. Analyzed the MOE data from the subordinate reports and evaluation products.
——
——
a. Identify any trends.
b. Develop a system to indicate trends on the evaluation products.
c. Identify any patterns of cause and effect.
d. Determine the impact of positive, negative, neutral change, or achieving the
desired effect as it relates to achieving the CMO objective.
e. Determine if the CMO objective was achieved.
f. Determine if the MOE is still valid or needs to be changed, modified, or
eliminated due to poor design, situational change, or objective achievement.
g. Develop a list of recommended actions to achieve the desired effects,
supported objective, and the overall mission.
h. Brief the commander and staff as required.
Evaluation Guidance: Score the Soldier GO if all performance measures are passed. Score the Soldier
NO-GO if any performance measure is failed. If the Soldier fails any performance measure, explain and
show what was done incorrectly and how to do it correctly.
References
Required
Related
FM 3-05.40
FM 3-05.401
FM 5-0
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Subject Area 5: Staff Skills
Prepare an Operations Plan/Order
331-38B-4007
Conditions: As a Civil Affairs (CA) noncommissioned officer assigned to the civil-military operations
(CMO) cell of a supported unit, you are given all organic equipment, references, unit standing operating
procedure (SOP), and military decisionmaking process (MDMP) planning documents. You are tasked to
prepare an operation order (OPORD) to prepare for future operations.
Standards: Prepare an OPORD in accordance with FM 5-0, Army Planning and Orders Production.
Performance Steps
1. Complete the administrative header data portions of the operations plan (OPLAN)/OPORD.
a. Place the classification centered at the top and bottom of every page of the OPLAN/OPORD.
b. Place the change to verbal orders information centered on line 2 if the commander has issued
a verbal order.
(1) Place “No change from Verbal Orders” if there is no change.
(2) Place “No change from Verbal Orders except paragraph #” if there are changes.
(3) List the paragraph numbers of the order that reflect changes from previous verbal orders.
c. Place “Copy # of # Copies” aligned to the right on line 3.
d. Place the unit designation of the issuing headquarters aligned to the right on line 4.
e. Provide the location of issuing headquarters aligned to the right on line 5.
(1) Provide the name of the town or location in capital letters.
(2) Provide military grid reference system (MGRS) coordinates in parenthesis.
(3) Provide the name of the country in capital letters.
f. Place the date-time group (DTG) of signature aligned to the right on line 6.
(1) Use DTG format
(a) The date and time, expressed in digits and time zone suffix, at which the message
was prepared for transmission (Expressed as six digits-first pair of digits denotes the
date, second pair the hours, third pair the minutes).
(b) The date and time are followed by a three-letter month abbreviation and two-digit
year abbreviation.
(2) Use time zone ZULU unless the order states otherwise or when the order applies to units
in different time zones.
g. Provide a message reference number in accordance with unit SOP and aligned to the right on
line 7.
h. Provide the OPLAN/OPORD number and operation code name.
(1) Place the assigned OPLAN/OPORD number and operations code name on line 8.
(2) Place the OPLAN/OPORD number and operations code name at the top of the second
and all subsequent pages.
i. Provide references starting on line 9.
(1) Place the word “References” aligned to the left on line 9 followed by a colon.
(2) List all applicable references needed to understand and interpret the order including—
(a) Maps-refer to maps using series number, sheet number, name, edition and scale.
(b) Charts.
(c) Datum (any numerical or geometrical quantity or set of such quantities that may
serve as reference or base for other quantities).
(d) OPLANS/OPORDS of higher headquarters referenced including relevant annexes.
(e) Relevant plans of participating civilian organizations.
(f) Relevant civilian agency operations guides and standards documents.
(g) Coordinated transition plans.
(h) International treaties and agreements.
(i) Others as applicable.
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Performance Steps
j. Provide the task organization.
(1) Place “Task Organization:” on the next line aligned to the left.
(2) Describe the allocation of forces to support the concept of operations.
(a) Use Arabic numbers when writing numerical designations.
(b) Insert distinguishing letters for the country between the numerical designation and
the unit name when distinguishing between forces of two or more nations.
(c) Use abbreviated designations of organic units.
(d) Use full designation of nonorganic units to avoid confusion.
(e) Use a plus (+) symbol in parentheses when attaching one or more subelements of a
similar function.
(f) Use a minus (-) symbol in parentheses when deleting one or more subelements of a
similar function.
(g) Assign task force names by using the last name of the task force commander, a code
name or a numerical designation.
(3) State the command relationship as assigned, attached, operational control, or tactical
control of all units supporting the mission.
(4) State any support relationships as general support, general support reinforcing,
reinforcing and direct support.
(5) State task organization by size, numerically then alphabetically based on the following
sequence: (Refer to FM 5-0 Appendix F; page F-12 for a complete sequence).
(a) Combat arms elements.
(b) Logistics elements.
(c) Logistics support.
(6) Write the interagency task organization by identifying liaison officers and the units or
organizations that they support.
(7) Include any indigenous populations and institutions, intergovernmental organizations,
nongovernmental organizations, or other government agencies task organization and
structure as required for coordination or support of the mission.
(8) Place the task organization in annex A of the OPLAN/OPORD if it is long or complicated.
2. Write the situation paragraph and label it paragraph 1.
a. Write the paragraph title situation aligned to left and number it paragraph one.
(1) Write the enemy forces subparagraph and label it subparagraph (a).
(a) Detail information regarding enemy forces down to two echelon levels below the
corresponding level of the issuing headquarters of the OPLAN/OPORD.
(b) Describe the enemy’s most likely and most dangerous courses of action (COAs).
(c) Provide sketches of the COAs and append to annex B (Intelligence) as required.
(d) Include an assessment of terrorist activities and threats directed against the United
States Government interests in the area of operations (AO).
(2) Write the friendly forces subparagraph and label it subparagraph (b).
(a) List the mission, commander’s intent, and concept of operations for headquarters
one and two levels higher.
(b) Include subparagraphs that state the missions of flank, adjacent, and other units
whose actions have significant effect on the issuing headquarters.
(3) Write the environment subparagraph and label it subparagraph (c).
(a) Write the terrain subparagraph by listing and detailing all critical aspects of the terrain
that would impact operations (refer to appendix 3 [Terrain] to annex E [Engineer] as
required).
(b) Write the weather subparagraph by listing all critical weather aspects that would
impact operations (refer to appendix 4 [Weather] to annex B [Intelligence] as
required).
(c) Write the civil considerations subparagraph by listing all critical civil considerations
that would impact operations (refer to annex Q [CMO] as required).
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Performance Steps
(4) Write the attachments and detachments subparagraph and label it subparagraph (d).
(a) Do not repeat information in the task organization or in annex A (Task Organization).
(b) Place “See Task Organization” or “See annex A” if no additional information is
required.
(c) List units that are attached or detached from the issuing headquarters.
(d) State when attachment or detachment is effective if different from the
OPLAN/OPORD.
(e) Use the term “remains attached” when units will be or have been attached for some
period of time.
(5) Write the assumptions subparagraph and label it subparagraph (e) only if the product is
an OPLAN.
(a) List all assumptions related to any aspect of the mission.
3. Write the mission paragraph and label it paragraph 2
a. Provide the commander’s restated mission from the mission analysis phase of MDMP.
b. Describe the unit’s essential tasks and purpose.
c. Describe the action to be taken.
d. Describe the reason for doing the task.
e. Incorporate the five elements of a mission statement by answering the following questions:
(1) Who will execute the operation (unit/organization)?
(2) What is the unit’s essential task (tactical mission task)?
(3) When will the operation begin (by time or event) or what is the duration of the operation?
(4) Where will the operation occur (AO, objective, grid coordinates)?
(5) Why will the force conduct the operations (for what purpose or reason)?
f. Ensure no subparagraphs are used.
4. Write the execution paragraph and label it paragraph 3
a. State the commander’s intent beginning on the first line of the execution paragraph.
b. Write the concept of operations subparagraph.
(1) Describe how the commander sees the actions of subordinate units fitting together to
accomplish the mission.
(a) Expand on the commander’s selected COA.
(b) Describe how elements will coordinate and cooperate.
(c) Ensure that the concept of operations is consistent with that of the command
guidance and the next two higher commanders.
(d) Describe the employment of major maneuver elements in a scheme of maneuver.
(e) Describe a plan of fire support (scheme of fires) supporting the maneuver as
required.
(f) Describe how other major elements or warfighting functions are integrated within the
operation using a separate subparagraph for each.
(g) Include any other details the commander considers appropriate to clarify the concept
of operations and ensure unity of effort.
(2) Use subparagraphs to describe each phase when the operation involves two or more
distinct and separate phases as required.
(3) Use subparagraphs based on the commander’s guidance, the level of command, and the
complexity of the operation.
(a) Maneuver subparagraph-state the scheme of maneuver.
(1) Address the decisive and shaping operations including security operations and
use of reserves.
(2) Specify the purpose of each operation.
(3) Ensure information in unit subparagraphs is not duplicated.
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Performance Steps
(b) Fires subparagraph-state the scheme of fires.
(1) State which units have priority of fire.
(2) Refer to annex D (Fire Support) as required.
(3) Include the subparagraphs for air support, field artillery support, naval gunfire
support, and fire support coordinating measures if annex D is not used.
(c) Intelligence, surveillance and reconnaissance (ISR) subparagraph-state the overall
reconnaissance objective.
(1) Outline the ISR concept and its relation to the scheme of maneuver.
(2) Address how ISR assets are operating in relation to the rest of the force.
(d) Intelligence subparagraph-describe the intelligence system concept.
(1) State the priority of effort among situation development, targeting, and battle
damage assessment.
(2) Describe the priority of support to units.
(3) Describe the priority of counterintelligence effort.
(4) Refer to annex B (Intelligence) and annex L (Intelligence, Surveillance and
Reconnaissance) as required.
(e) Engineer subparagraph-state the overall concept of engineer support.
(1) State which units have priority of support.
(2) State a logical sequence the key maneuver, counter-maneuver, security; general
engineering, and geospatial tasks that when integrated will accomplish the mission.
(3) Refer to annex F (Engineer) as required.
(f) Air and missile defense subparagraph-state the overall concept of air and missile
defense.
(1) Include consideration of potential Air Force counter-air support and dedicated air
defense units.
(2) Establish priority of air defense for general support units.
(3) Provide air defense weapons status and warning status.
(4) Refer to annex G (Air Defense) as required.
(g) Information operation (IO) subparagraph-state the IO concept of support.
(1) List the IO objectives.
(2) Refer to annex P (Information Operations) as required.
(h) Chemical, biological, radiological, nuclear, and high-yield explosives (CBRNEs)
operations subparagraph-state the overall concept of CBRNE operations.
(1) Address functions or support roles of organic or attached chemical and smoke
units if not clear in task organization.
(2) Establish priorities of work if not addressed in unit SOPs.
(3) Refer to annex J (Chemical, Biological, Radiological, Nuclear, and High-Yield
Explosives Operations) as required.
(i) Military police (MP) operations subparagraph-state the overall concept of MP
operations in support of the scheme of maneuver.
(1) Assign priorities of effort and support.
(2) Address functions or support roles of organic or attached MP units if not clearly
addressed in the task organization.
(3) Establish priority of support to enemy prisoner of war operations, circulation
control plan and rear area security if not addressed elsewhere.
(4) Refer to annex K (Provost Marshal) as required.
(j) Civil-military operations subparagraph-state the overall CMO concept.
(1) Assign priorities of effort and support.
(2) Address functions or support roles of organic or attached CA units if not clearly
addressed in the task organization.
(3) Refer to annex Q (Civil-Military Operations) as required.
c. Write the tasks to maneuver units subparagraph.
(1) State the missions or tasks assigned to each maneuver unit that reports to the issuing
headquarters.
(2) Include a purpose with every task that is linked to the concept of operations.
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Performance Steps
(3) Use a separate subparagraph for each unit.
(4) Cross-reference attachments that have assigned tasks.
(5) List units in task organization order including reserves.
(6) State only tasks that are necessary for comprehension, clarity, and emphasis.
(7) Place tasks that affect two or more units in the coordinating instructions subparagraph.
d. Write the tasks to other combat and combat support units.
(1) State the missions or tasks assigned to non maneuver combat units and logistics support
units.
(2) Cross-reference attachments that have assigned tasks
(3) Use a separate subparagraph for each unit.
(4) List units in task organization order including reserves.
(5) List only those tasks that are not specified elsewhere.
e. Write the coordinating instructions subparagraph.
(1) Provide instructions and details of coordination that apply to two or more subordinate units
not covered by SOP.
(2) Include the following subparagraphs.
(a) Time or condition when the plan or order becomes effective.
(b) Commander’s critical information requirements (CCIR).
(1) List all CCIR.
(2) Ensure CCIR are identical with CCIR listed in other annexes.
(c) Risk reduction control measures.
(d) Include only measures unique to this operation that are not included in unit SOPs
such as mission-oriented protective posture, operational exposure guidance, troop-
safety criteria (corps only), vehicle recognition signals and fratricide prevention
measures.
(e) Rules of engagement. Refer to annex E (Rules of Engagement) as required.
(f) Environmental considerations.
(g) Force protection as required.
(h) Additional coordinating instructions as required.
5. Write the service support paragraph and label it paragraph 4.
a. Address service support as needed to clarify the service support concept.
b. Refer to annexes if required.
c. Include subparagraphs as required including the following:
(1) Support concept subparagraph-state the concept of logistics support to provide
nonlogistics support commanders and their staff a visualization of how the operation will
be supported by providing the following as required:
(a) A brief synopsis of the support command mission.
(b) Support command headquarters or support area.
(c) The next higher level’s support priorities and where the issuing headquarters fits into
those priorities.
(d) The commander’s priorities of support.
(e) Units in the next higher logistics organization supporting the unit.
(f) The use of host-nation support.
(g) Significant or unusual logistics support issues that may impact the mission.
(h) Any significant sustainment risks.
(i) Unique support requirements in the functional areas of manning, arming, fueling,
fixing, moving, and sustaining solders and their systems.
(j) The support concept organized into a framework based on operational phasing.
(2) Material and services support subparagraph.
(3) Health services support subparagraph.
(4) Personnel service support subparagraph.
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